Salmon City Golf Association Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 146,809 | 160,554 | −13,745 | 6.6 | — |
| 2012 | 153,251 | 174,851 | −21,600 | 4.5 | — |
| 2013 | 153,609 | 165,086 | −11,477 | 4.0 | — |
| 2014 | 164,196 | 156,663 | 7,533 | 4.8 | — |
| 2015 | 158,095 | 164,685 | −6,590 | 4.0 | — |
| 2016 | 182,880 | 172,942 | 9,938 | 4.5 | — |
| 2017 | 166,911 | 167,383 | −472 | 4.7 | — |
| 2018 | 175,473 | 161,757 | 13,716 | 5.8 | — |
| 2019 | 170,012 | 164,736 | 5,276 | 6.1 | — |
| 2020 | 197,581 | 170,303 | 27,278 | 7.8 | — |
| 2021 | 231,800 | 179,253 | 52,547 | 11.0 | 53% |
| 2022 | 234,004 | 197,482 | 36,522 | 12.2 | 49% |
| 2023 | 260,440 | 225,971 | 34,469 | 12.5 | 52% |
In its most recent public year (2023), this organization brought in $34,469 more than it spent. Its reserves stood at about 12.5 months of spending, up from 6.6 in 2011. Staff pay was 52% 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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