Charleston Chapter Of The National Golf Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 402,590 | 248,714 | 153,876 | 35.7 | 40% |
| 2012 | 339,031 | 258,671 | 80,360 | 40.1 | 40% |
| 2013 | 437,681 | 309,135 | 128,546 | 37.6 | 36% |
| 2014 | 377,857 | 275,607 | 102,250 | 46.8 | 40% |
| 2015 | 260,263 | 332,989 | −72,726 | 35.2 | 49% |
| 2016 | 596,663 | 317,158 | 279,505 | 48.5 | 48% |
| 2017 | 448,980 | 355,242 | 93,738 | 49.2 | 47% |
| 2018 | 455,482 | 349,406 | 106,076 | 53.6 | 44% |
| 2019 | 486,103 | 322,354 | 163,749 | 64.3 | 54% |
| 2020 | 633,572 | 315,885 | 317,687 | 81.7 | 50% |
| 2021 | 68,753 | 350,248 | −281,495 | 67.3 | 45% |
| 2022 | 74,158 | 216,943 | −142,785 | 88.5 | 66% |
| 2023 | 68,214 | 215,275 | −147,061 | 74.4 | 68% |
In its most recent public year (2023), this organization spent $147,061 more than it brought in. Its reserves stood at about 74.4 months of spending, up from 35.7 in 2011. Staff pay was 68% 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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