Brooklyn Golf Alliance Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 100 | 0 | 100 | — | — |
| 2013 | 2,000 | 1,478 | 522 | 5.1 | — |
| 2014 | 1,200 | 1,475 | −275 | 2.8 | — |
| 2015 | 199 | 96 | 103 | 56.2 | — |
| 2016 | 0 | 157 | −157 | 22.4 | — |
| 2017 | 4,604 | 3,086 | 1,518 | 7.0 | — |
| 2018 | 7,500 | 8,031 | −531 | 1.9 | — |
| 2019 | 16,295 | 17,502 | −1,207 | 0.1 | — |
| 2020 | 13,254 | 15,490 | −2,236 | -1.7 | — |
| 2021 | 25,478 | 8,002 | 17,476 | 23.0 | — |
| 2022 | 13,876 | 32,122 | −18,246 | -1.1 | — |
| 2023 | 117,786 | 70,961 | 46,825 | 10.0 | — |
In its most recent public year (2023), this organization brought in $46,825 more than it spent. Its reserves stood at about 10 months 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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