Greater Cincinnati Golf Association Foundation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 332 | 32,668 | −32,336 | 0.0 | — |
| 2013 | 3,003 | 310 | 2,693 | 198.5 | — |
| 2014 | 4,000 | 785 | 3,215 | 127.5 | — |
| 2015 | 1,500 | 1,984 | −484 | 47.5 | — |
| 2016 | 5,913 | 11,969 | −6,056 | 1.8 | — |
| 2017 | 755 | 1,631 | −876 | 6.8 | — |
| 2018 | 500 | 333 | 167 | 39.4 | — |
| 2019 | 8,180 | 3,457 | 4,723 | 20.2 | — |
| 2020 | 3,890 | 6,486 | −2,596 | 6.0 | — |
In its most recent public year (2020), this organization spent $2,596 more than it brought in. Its reserves stood at about 6 months of spending, up from 0 in 2011.
Reserve months = net assets ÷ average monthly spending; net assets count everything the organization owns beyond its debts — buildings and donor-restricted funds included, not just cash. Staff pay = salaries, wages, and officer compensation; it excludes benefits and payroll taxes. The IRS releases this data years after the fact — this organization's newest public year is 2020. Years refer to the calendar year in which the organization's fiscal year ended. Short-form filers do not publicly report donor-restricted balances or staffing costs. Source filings
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