Wisconsin Golf Course Superintendents Association Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 181,214 | 224,510 | −43,296 | 3.1 | — |
| 2012 | 178,624 | 158,377 | 20,247 | 6.0 | — |
| 2013 | 166,848 | 156,701 | 10,147 | 6.8 | — |
| 2014 | 170,729 | 160,172 | 10,557 | 7.5 | — |
| 2015 | 160,399 | 150,485 | 9,914 | 8.7 | — |
| 2016 | 150,383 | 146,339 | 4,044 | 9.3 | — |
| 2017 | 183,326 | 153,992 | 29,334 | 11.1 | — |
| 2018 | 177,647 | 137,983 | 39,664 | 15.9 | — |
| 2019 | 132,951 | 126,419 | 6,532 | 17.9 | 0% |
| 2020 | 119,339 | 148,008 | −28,669 | 13.0 | 0% |
| 2021 | 134,961 | 66,737 | 68,224 | 41.1 | — |
| 2022 | 169,474 | 126,617 | 42,857 | 25.7 | — |
| 2023 | 249,717 | 197,193 | 52,524 | 19.7 | 0% |
In its most recent public year (2023), this organization brought in $52,524 more than it spent. Its reserves stood at about 19.7 months of spending, up from 3.1 in 2011. 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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