Gold Country Cutting Horse Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 18,837 | 5,284 | 13,553 | 84.1 | — |
| 2012 | 21,799 | 4,023 | 17,776 | 163.5 | — |
| 2013 | 21,451 | 4,537 | 16,914 | 189.7 | 0% |
| 2014 | −6,405 | 6,212 | −12,617 | 114.2 | 0% |
| 2015 | 21,957 | 6,538 | 15,419 | 136.8 | 0% |
| 2016 | −8,022 | 7,063 | −15,085 | 101.0 | 0% |
| 2017 | −822 | 6,335 | −7,157 | 99.1 | 0% |
| 2018 | 11,750 | 7,047 | 4,703 | 97.1 | 0% |
| 2019 | 5,261 | 5,631 | −370 | 120.7 | 0% |
| 2020 | 5,498 | 6,869 | −1,371 | 96.5 | 0% |
| 2021 | −568 | 3,370 | −3,938 | 182.7 | 0% |
| 2022 | −4,877 | 3,067 | −7,944 | 169.7 | 0% |
| 2023 | 88,330 | 65,150 | 23,180 | 12.3 | — |
In its most recent public year (2023), this organization brought in $23,180 more than it spent. Its reserves stood at about 12.3 months of spending, down from 84.1 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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