Idle Hour Tennis Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 208,493 | 204,560 | 3,933 | 23.9 | 26% |
| 2012 | 214,334 | 206,019 | 8,315 | 24.2 | 26% |
| 2013 | 197,379 | 199,421 | −2,042 | 24.9 | 25% |
| 2014 | 201,467 | 188,140 | 13,327 | 27.3 | 27% |
| 2015 | 197,475 | 201,481 | −4,006 | 25.2 | 26% |
| 2016 | 198,604 | 216,790 | −18,186 | 22.4 | 24% |
| 2017 | 196,622 | 197,588 | −966 | 25.1 | 25% |
| 2018 | 349,845 | 208,932 | 140,913 | 31.8 | 19% |
| 2019 | 238,549 | 243,024 | −4,475 | 27.2 | 22% |
| 2020 | 303,925 | 322,068 | −18,143 | 26.6 | 28% |
| 2021 | 287,138 | 353,826 | −66,688 | 21.9 | 31% |
| 2022 | 312,416 | 114,037 | 198,379 | 77.3 | 28% |
| 2023 | 267,832 | 182,607 | 85,225 | 50.6 | 14% |
In its most recent public year (2023), this organization brought in $85,225 more than it spent. Its reserves stood at about 50.6 months of spending, up from 23.9 in 2011. Staff pay was 14% 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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