California Golf Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 148,513 | 129,265 | 19,248 | 13.6 | 0% |
| 2012 | 147,753 | 128,489 | 19,264 | 15.5 | 0% |
| 2013 | 147,443 | 144,392 | 3,051 | 14.1 | 0% |
| 2014 | 160,190 | 152,078 | 8,112 | 14.0 | 0% |
| 2015 | 152,244 | 175,035 | −22,791 | 10.6 | 0% |
| 2016 | 137,150 | 132,761 | 4,389 | 14.4 | 0% |
| 2017 | 175,925 | 162,937 | 12,988 | 12.7 | 0% |
| 2018 | 182,253 | 167,773 | 14,480 | 13.3 | 0% |
| 2019 | 255,627 | 278,816 | −23,189 | 7.0 | 0% |
| 2020 | 255,330 | 204,272 | 51,058 | 12.6 | 0% |
| 2021 | 260,626 | 236,668 | 23,958 | 12.1 | 0% |
| 2022 | 247,019 | 206,182 | 40,837 | 16.2 | 0% |
| 2023 | 237,986 | 290,502 | −52,516 | 9.4 | 0% |
In its most recent public year (2023), this organization spent $52,516 more than it brought in. Its reserves stood at about 9.4 months of spending, down from 13.6 in 2011. Staff pay was 0% 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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