Greater Pensacola Junior Golf Association Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 158,535 | 184,965 | −26,430 | 5.1 | — |
| 2012 | 242,870 | 220,870 | 22,000 | 5.5 | 19% |
| 2013 | 334,744 | 300,220 | 34,524 | 5.4 | 15% |
| 2014 | 326,331 | 328,784 | −2,453 | 4.8 | 15% |
| 2015 | 379,182 | 353,073 | 26,109 | 5.4 | 14% |
| 2016 | 460,728 | 373,995 | 86,733 | 7.9 | 30% |
| 2017 | 413,238 | 383,073 | 30,165 | 10.6 | 36% |
| 2018 | 472,256 | 467,475 | 4,781 | 9.9 | 43% |
| 2019 | 524,717 | 483,352 | 41,365 | 10.6 | 42% |
| 2020 | 487,132 | 396,581 | 90,551 | 15.6 | 51% |
| 2021 | 654,566 | 515,560 | 139,006 | 15.3 | 42% |
| 2022 | 508,596 | 530,549 | −21,953 | 14.3 | 42% |
In its most recent public year (2022), this organization spent $21,953 more than it brought in. Its reserves stood at about 14.3 months of spending, up from 5.1 in 2011. Staff pay was 42% 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 2022. 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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