Sacramento Golf Council
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 226,178 | 218,329 | 7,849 | 2.4 | 0% |
| 2013 | 232,931 | 237,237 | −4,306 | 2.0 | 0% |
| 2014 | 230,558 | 235,376 | −4,818 | 1.8 | 0% |
| 2015 | 239,969 | 244,594 | −4,625 | 1.6 | 0% |
| 2016 | 225,034 | 228,270 | −3,236 | 1.5 | 0% |
| 2017 | 208,508 | 211,079 | −2,571 | 1.5 | 0% |
| 2018 | 209,115 | 208,508 | 607 | 1.5 | 0% |
| 2019 | 190,757 | 190,713 | 44 | 1.6 | 0% |
| 2020 | 187,693 | 181,324 | 6,369 | 2.1 | — |
| 2021 | 277,042 | 270,582 | 6,460 | 1.7 | 0% |
| 2022 | 272,952 | 263,907 | 9,045 | 2.2 | 0% |
| 2023 | 296,498 | 295,049 | 1,449 | 2.0 | 0% |
In its most recent public year (2023), this organization brought in $1,449 more than it spent. Its reserves stood at about 2 months of spending. Staff pay was 0% 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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