Western Washington Golf Course Superintendants Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 245,915 | 234,791 | 11,124 | 2.5 | 0% |
| 2013 | 238,499 | 247,244 | −8,745 | 2.0 | 12% |
| 2014 | 246,692 | 247,408 | −716 | 1.7 | 23% |
| 2015 | 255,135 | 245,750 | 9,385 | 2.2 | 23% |
| 2016 | 231,954 | 239,085 | −7,131 | 1.9 | 26% |
| 2017 | 230,906 | 241,744 | −10,838 | 1.3 | 33% |
| 2018 | 244,867 | 248,617 | −3,750 | 1.1 | 30% |
| 2019 | 232,405 | 222,343 | 10,062 | 2.5 | 33% |
| 2020 | 147,364 | 132,188 | 15,176 | 3.3 | — |
| 2021 | 166,194 | 139,033 | 27,161 | 5.5 | — |
| 2022 | 218,567 | 178,199 | 40,368 | 7.0 | 43% |
| 2023 | 183,570 | 154,904 | 28,666 | 10.2 | 49% |
In its most recent public year (2023), this organization brought in $28,666 more than it spent. Its reserves stood at about 10.2 months of spending, up from 2.5 in 2012. Staff pay was 49% 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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