Golden Gate Triathlon Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 91,770 | 76,572 | 15,198 | 7.7 | — |
| 2012 | 96,264 | 98,589 | −2,325 | 5.8 | — |
| 2013 | 85,364 | 89,154 | −3,790 | 6.0 | — |
| 2014 | 96,394 | 100,507 | −4,113 | 4.8 | — |
| 2015 | 121,422 | 131,725 | −10,303 | 2.8 | — |
| 2016 | 150,992 | 163,229 | −12,237 | 1.3 | — |
| 2017 | 153,284 | 156,265 | −2,981 | 1.2 | — |
| 2018 | 137,175 | 129,916 | 7,259 | 2.1 | — |
| 2019 | 142,311 | 109,240 | 33,071 | 6.1 | — |
| 2020 | 102,111 | 89,881 | 12,230 | 9.0 | — |
| 2021 | 131,536 | 138,298 | −6,762 | 5.3 | — |
| 2022 | 100,963 | 112,290 | −11,327 | 5.9 | — |
| 2023 | 176,636 | 187,220 | −10,584 | 5.3 | — |
In its most recent public year (2023), this organization spent $10,584 more than it brought in. Its reserves stood at about 5.3 months of spending, down from 7.7 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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