American Golf Foundation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 624,049 | 590,803 | 33,246 | 1.7 | 8% |
| 2012 | 611,796 | 575,051 | 36,745 | 2.5 | 8% |
| 2013 | 668,065 | 622,070 | 45,995 | 3.2 | 8% |
| 2014 | 541,517 | 554,844 | −13,327 | 3.3 | 10% |
| 2015 | 600,157 | 650,236 | −50,079 | 1.9 | 7% |
| 2016 | 703,921 | 617,479 | 86,442 | 3.7 | 9% |
| 2017 | 562,529 | 643,962 | −81,433 | 2.0 | 9% |
| 2018 | 577,937 | 591,467 | −13,530 | 1.9 | 10% |
| 2019 | 498,921 | 507,926 | −9,005 | 2.0 | 12% |
| 2020 | 138,339 | 259,182 | −120,843 | -1.7 | 23% |
| 2021 | 261,211 | 311,511 | −50,300 | -3.4 | 17% |
| 2022 | 431,214 | 440,417 | −9,203 | -2.6 | 13% |
| 2023 | 493,151 | 482,415 | 10,736 | -2.1 | 12% |
In its most recent public year (2023), this organization brought in $10,736 more than it spent. Its liabilities exceeded its net assets — reserves were below zero (-2.1 months), down from 1.7 in 2011. Staff pay was 12% 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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