Tennessee Golf Course Superintendents Association Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 3,355 | 1,990 | 1,365 | 10.8 | — |
| 2012 | 79,196 | 78,862 | 334 | 15.4 | — |
| 2013 | 94,654 | 84,432 | 10,222 | 15.9 | — |
| 2014 | 93,984 | 84,961 | 9,023 | 17.0 | — |
| 2015 | 122,717 | 100,159 | 22,558 | 17.2 | — |
| 2016 | 110,221 | 113,370 | −3,149 | 14.8 | — |
| 2017 | 141,064 | 133,516 | 7,548 | 13.3 | — |
| 2018 | 140,617 | 127,712 | 12,905 | 15.1 | — |
| 2019 | 112,323 | 134,632 | −22,309 | 12.3 | — |
| 2020 | 110,019 | 75,879 | 34,140 | 27.3 | — |
| 2021 | 123,185 | 88,057 | 35,128 | 28.3 | — |
| 2022 | 135,430 | 112,875 | 22,555 | 24.5 | — |
| 2023 | 161,420 | 133,019 | 28,401 | 23.3 | — |
In its most recent public year (2023), this organization brought in $28,401 more than it spent. Its reserves stood at about 23.3 months of spending, up from 10.8 in 2011.
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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