Twin Cities Junior Golf Program
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 285,212 | 141,933 | 143,279 | 27.5 | 49% |
| 2012 | 568,039 | 143,769 | 424,270 | 62.6 | 38% |
| 2013 | 311,853 | 237,515 | 74,338 | 41.6 | 33% |
| 2014 | 246,663 | 295,300 | −48,637 | 31.5 | 17% |
| 2015 | 269,318 | 190,980 | 78,338 | 53.6 | 37% |
| 2016 | 280,959 | 228,014 | 52,945 | 47.7 | 51% |
| 2017 | 250,825 | 238,406 | 12,419 | 46.3 | 42% |
| 2018 | 293,089 | 319,004 | −25,915 | 33.6 | 49% |
| 2019 | 231,070 | 304,605 | −73,535 | 32.3 | 45% |
| 2020 | 176,741 | 221,823 | −45,082 | 41.9 | 56% |
| 2021 | 1,048,780 | 494,462 | 554,318 | 32.3 | 59% |
| 2022 | 1,532,996 | 663,678 | 869,318 | 29.6 | 65% |
| 2023 | 2,809,387 | 909,962 | 1,899,425 | 46.6 | 70% |
In its most recent public year (2023), this organization brought in $1,899,425 more than it spent. Its reserves stood at about 46.6 months of spending, up from 27.5 in 2011. Staff pay was 70% of spending.
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 2023. 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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