Central Texas Golf Course Superintendents Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 90,021 | 84,091 | 5,930 | 1.9 | — |
| 2012 | 87,655 | 82,763 | 4,892 | 2.7 | — |
| 2013 | 101,630 | 82,058 | 19,572 | 0.0 | — |
| 2014 | 45,668 | 50,155 | −4,487 | 2.1 | — |
| 2015 | 93,357 | 89,056 | 4,301 | 3.8 | — |
| 2016 | 87,667 | 64,976 | 22,691 | 9.3 | — |
| 2017 | 81,722 | 72,106 | 9,616 | 10.0 | — |
| 2018 | 90,295 | 88,161 | 2,134 | 8.5 | — |
| 2019 | 102,056 | 91,423 | 10,633 | 9.6 | — |
| 2020 | 83,050 | 74,067 | 8,983 | 13.2 | — |
| 2021 | 100,482 | 74,057 | 26,425 | 17.5 | — |
| 2022 | 132,829 | 114,293 | 18,536 | 13.3 | — |
| 2023 | 125,518 | 128,291 | −2,773 | 11.6 | — |
In its most recent public year (2023), this organization spent $2,773 more than it brought in. Its reserves stood at about 11.6 months of spending, up from 1.9 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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