Charleston Chapter of the National Golf Course Owners Association

Nonprofit profile at a glance

EIN
570967880
IRS 990 coverage
2011–2024
Forms available
Form 990 2024, Form 990-EZ 2009
Location
Charleston, SC, USA
Phone
8437227799
Rating
72
Verdict
SUPPORTED
Rating confidence
Moderate

Reported finances

Revenue
$114,432
Expenses
$267,533
Assets
$1,822,295
Liabilities
$400,503

Source: IRS Form 990. Selected filing: tax year 2024. Amounts in USD.

Leadership & pay

5 people listed

Executive titles in this filing

  • Brian Gerard (Vice President)
  • Jeff Minton (President)
  • Anton J Sedalik (Executive Director)

Highest reported compensation

  • Anton J Sedalik (Executive Director): $183,674 total reported compensation

Source: IRS Form 990. Selected filing: tax year 2024. Names and roles reflect this filing, not necessarily current officeholders.

Overview

Mission

To provide training, development, and promotional activities for member golf courses.

What it reported doing in 2024

The CGCOA has been the primary interface with allied organizations for golf marketing and information distribution to consumers in recent years. Initially starting a local golf marketing organization (CGI) required setting its meetings, agendas, and growing its membership. Financial support has steadily grown. The CGCOA has provided key leadership to the electronic distribution of golf inventory system operators. It played a key role in development of Industry standards for all reservation, point of sale, yield management systems, etc. This means that systems can talk to each other and enables our members to interface more easily with other segments of the travel and golf industries. The local association has also been instrumental in getting the necessary terms and contractual arrangements to provide security of data, and very beneficial financial returns as a result. This has enabled our members to move forward more quickly to an internet based reservation system and to have the benefit of working with other destination groups to negotiate improved functionality and benefits from our suppliers. Served and participated in SCGCOA activities to support local chapter goals including statewide golf course operations issues such as legislative and marketing. As a result of efforts we have gotten more SC State PRT assistance and more input as to the direction of tourism marketing funds. Our executive director attends tourism steering committee meetings in the capitol to facilitate input and serve at the governors and PRT request to represent the golf industry for SC.

Operating model

Revenue model
Membership-supported. 62% of the money available for current operations came from membership dues.
Distribution model
Direct operator. The filing allocates 100% of reported program-service expenses outside its grant, affiliate-payment, and member-benefit lines. This expense classification does not rule out separately announced grant awards.

The verdict

SUPPORTED - A large share of available resources goes toward mission work and the filed numbers largely add up. A relatively small share of total spending goes to programs and expenses are high relative to revenue.

Rating breakdown

  • Financial Efficiency: 73
  • Transparency & Controls: 76
  • Accountability: 90
  • Sustainability: 28
  • Growth: 20

Detailed rating inputs

Financial Efficiency

  • Mission deployment rate: 100%; rating input score 100
  • Program expense ratio: 50.7%; rating input score 51
  • Fundraising efficiency: Limited

Transparency & Controls

  • Consistency checks: 100%; rating input score 100; 64th percentile among comparable filings
  • Pay-setting controls: 2 of 6 controls in place; rating input score 33
    • Compensation committee: Missing
    • Independent consultant: Missing
    • Other Form 990s reviewed: Pass
    • Written employment contract: Missing
    • Compensation survey or study: Missing
    • Board or committee approval: Pass
  • Foreign activity oversight: Limited
  • Grant itemization coverage: Limited
  • Major donor itemization: Limited
  • Related-party transparency: Limited

Accountability

  • Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
  • Governance controls: 6 of 8 controls in place; rating input score 75
    • Conflict-of-interest policy: Pass
    • Whistleblower policy: Pass
    • Document-retention policy: Pass
    • CEO compensation review process: Pass
    • Other executive compensation review process: NotApplicable
    • Form 990 shared with the board: Pass
    • Board meeting minutes documented: Pass
    • Audit committee oversight: Missing
    • Independent financial-statement audit: Fail

Sustainability

  • Operating margin: -133.8%; rating input score 1; 1st percentile among comparable filings
  • Total-asset coverage ratio: 6.81; rating input score 84; 84th percentile among comparable filings
  • Liabilities to assets ratio: 0.22; rating input score 19; 19th percentile among comparable filings
  • Officer compensation ratio: 68.7%; rating input score 2; 2nd percentile among comparable filings

Growth

  • Program expense growth: -11.6% per year; rating input score 0; 9th percentile among comparable filings
  • Revenue growth: -6.7% per year; rating input score 0; 8th percentile among comparable filings
  • Asset growth: 5% per year; rating input score 100; 47th percentile among comparable filings

Details

  • Where the money goes: 100% of revenue deployed · 50.7% of spending went to programs
  • Governance: 4 of 4 board members independent · 6 of 8 filing controls reported
  • Programs: 1 filed program accomplishment · $136K in reported program spending
  • Leadership: top reported pay $184K · 5 people listed · 2 of 6 pay-setting controls reported
  • Consistency: 21 of 21 current checks pass
  • Schedules: 4 filed schedules · includes executive pay
  • Filing history: 14 filing years from 2011 to 2024
  • Contacts: How to reach this organization
  • Money network: 2 filed money-flow records
  • Related organizations: 1 filed related-organization link
  • Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.
  • People: Everyone the filings name, and which of them the filings identify by more than a name.
  • Staff and benefit plans: Retirement and health plans the organization files with the Department of Labor, and the people in them.

Key Signals

Signals prioritize questions for review. They are not findings of misconduct.

  • Review — Financial Efficiency: Program expense ratio scored 51/100.
  • High — Sustainability: Operating margin scored 1/100.
  • High — Growth: Program expense growth scored 0/100.
  • High — Growth: Revenue growth scored 0/100.
  • Review — Accountability: Governance controls: Independent financial-statement audit not reported.
  • High — Sustainability: Officer compensation ratio scored 2/100.
  • High — Sustainability: Liabilities to assets ratio scored 19/100.