North Texas Junior Golf & Education Foundation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 423,303 | 413,965 | 9,338 | 6.4 | 52% |
| 2012 | 571,980 | 416,039 | 155,941 | 10.9 | 48% |
| 2013 | 694,474 | 537,319 | 157,155 | 12.0 | 44% |
| 2014 | 1,031,612 | 867,334 | 164,278 | 9.7 | 41% |
| 2015 | 1,562,099 | 1,321,155 | 240,944 | 8.5 | 42% |
| 2016 | 2,212,776 | 1,445,678 | 767,098 | 14.2 | 46% |
| 2017 | 1,660,641 | 1,348,767 | 311,874 | 18.0 | 51% |
| 2018 | 3,274,019 | 1,433,304 | 1,840,715 | 32.3 | 39% |
| 2019 | 1,358,297 | 1,263,569 | 94,728 | 37.6 | 46% |
| 2020 | 1,506,103 | 1,213,184 | 292,919 | 42.0 | 52% |
| 2021 | 1,579,075 | 1,311,561 | 267,514 | 41.3 | 46% |
| 2022 | 1,341,879 | 1,379,491 | −37,612 | 39.0 | 47% |
| 2023 | 1,016,782 | 1,544,331 | −527,549 | 30.7 | 48% |
In its most recent public year (2023), this organization spent $527,549 more than it brought in. Its reserves stood at about 30.7 months of spending, up from 6.4 in 2011. Staff pay was 48% 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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