Goldcoast Junior Golf Foundation Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 109,149 | 125,587 | −16,438 | 3.9 | — |
| 2013 | 107,907 | 113,190 | −5,283 | 3.7 | — |
| 2014 | 117,295 | 123,866 | −6,571 | 2.8 | — |
| 2015 | 103,077 | 84,129 | 18,948 | 6.8 | — |
| 2016 | 96,851 | 94,888 | 1,963 | 6.3 | — |
| 2017 | 111,279 | 86,313 | 24,966 | 10.4 | — |
| 2018 | 153,294 | 156,260 | −2,966 | 5.5 | — |
| 2019 | 132,031 | 113,728 | 18,303 | 9.5 | — |
| 2020 | 211,015 | 148,747 | 62,268 | 12.3 | 0% |
| 2021 | 202,446 | 175,425 | 27,021 | 12.3 | 17% |
| 2022 | 226,162 | 195,462 | 30,700 | 12.9 | 11% |
| 2023 | 246,944 | 244,957 | 1,987 | 10.4 | 8% |
In its most recent public year (2023), this organization brought in $1,987 more than it spent. Its reserves stood at about 10.4 months of spending, up from 3.9 in 2012. Staff pay was 8% 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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