Executive Womens Golf Association Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 2,476,393 | 2,391,854 | 84,539 | 4.0 | 36% |
| 2012 | 2,433,677 | 2,237,313 | 196,364 | 5.3 | 32% |
| 2013 | 2,240,310 | 2,318,543 | −78,233 | 4.7 | 34% |
| 2014 | 2,247,075 | 2,246,468 | 607 | 4.9 | 33% |
| 2015 | 2,094,168 | 2,201,658 | −107,490 | 4.3 | 43% |
| 2016 | 2,358,889 | 2,456,625 | −97,736 | 3.4 | 38% |
| 2017 | 2,158,988 | 2,124,176 | 34,812 | 4.1 | 52% |
| 2018 | 1,809,233 | 3,063,503 | −1,254,270 | -2.1 | 20% |
| 2019 | 1,950,327 | 2,093,971 | −143,644 | -3.8 | 23% |
| 2020 | 791,283 | 894,882 | −103,599 | -10.4 | 45% |
| 2021 | 1,889,535 | 1,851,230 | 38,305 | -4.8 | 26% |
| 2022 | 1,694,282 | 1,711,836 | −17,554 | -5.3 | 30% |
In its most recent public year (2022), this organization spent $17,554 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-5.3 months), down from 4 in 2011. Staff pay was 30% 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
A new entry when its next filing is released. No account, no email; works in any feed reader, Slack, or automation tool. How following works