Connecticut Association Of Golf Course Superintendents
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 132,770 | 124,884 | 7,886 | 6.9 | — |
| 2012 | 112,197 | 126,012 | −13,815 | 5.5 | — |
| 2013 | 114,334 | 129,891 | −15,557 | 3.9 | — |
| 2014 | 133,712 | 135,101 | −1,389 | 3.6 | — |
| 2015 | 143,197 | 130,660 | 12,537 | 4.9 | — |
| 2016 | 155,593 | 128,018 | 27,575 | 7.6 | — |
| 2017 | 160,597 | 138,796 | 21,801 | 8.9 | — |
| 2018 | 176,070 | 147,265 | 28,805 | 10.7 | 33% |
| 2019 | 170,101 | 171,991 | −1,890 | 9.0 | 38% |
| 2020 | 154,711 | 181,595 | −26,884 | 6.7 | 31% |
| 2021 | 162,072 | 122,871 | 39,201 | 13.7 | 47% |
| 2022 | 240,058 | 223,021 | 17,037 | 8.3 | 27% |
| 2023 | 292,526 | 252,165 | 40,361 | 9.3 | 27% |
In its most recent public year (2023), this organization brought in $40,361 more than it spent. Its reserves stood at about 9.3 months of spending, up from 6.9 in 2011. Staff pay was 27% 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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