Tennessee Golf Association Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 810,538 | 833,254 | −22,716 | 3.9 | 25% |
| 2012 | 868,660 | 886,566 | −17,906 | 3.6 | 27% |
| 2013 | 837,712 | 773,629 | 64,083 | 5.3 | 33% |
| 2014 | 1,210,188 | 942,086 | 268,102 | 7.8 | 31% |
| 2015 | 1,317,793 | 1,004,110 | 313,683 | 10.6 | 29% |
| 2016 | 1,534,238 | 1,264,404 | 269,834 | 11.6 | 31% |
| 2017 | 1,727,350 | 1,344,648 | 382,702 | 15.3 | 29% |
| 2018 | 2,475,743 | 1,396,693 | 1,079,050 | 23.6 | 31% |
| 2019 | 1,536,871 | 1,433,787 | 103,084 | 25.5 | 29% |
| 2020 | 1,453,116 | 1,465,686 | −12,570 | 29.1 | 32% |
| 2021 | 1,862,884 | 1,642,665 | 220,219 | 30.2 | 32% |
| 2022 | 1,796,400 | 1,666,576 | 129,824 | 27.6 | 27% |
| 2023 | 1,928,083 | 1,807,476 | 120,607 | 28.6 | 27% |
In its most recent public year (2023), this organization brought in $120,607 more than it spent. Its reserves stood at about 28.6 months of spending, up from 3.9 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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