Cincinnati Tennis Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 224,394 | 230,193 | −5,799 | 31.0 | 40% |
| 2012 | 219,156 | 230,090 | −10,934 | 30.5 | 39% |
| 2013 | 232,654 | 244,006 | −11,352 | 29.9 | 41% |
| 2014 | 238,581 | 275,667 | −37,086 | 25.0 | 40% |
| 2015 | 235,134 | 300,295 | −65,161 | 20.6 | 36% |
| 2016 | 200,346 | 286,465 | −86,119 | 17.9 | 0% |
| 2017 | 216,384 | 235,053 | −18,669 | 20.9 | 34% |
| 2018 | 154,758 | 196,669 | −41,911 | 22.4 | 39% |
| 2019 | 162,935 | 184,026 | −21,091 | 22.6 | 39% |
| 2020 | 139,719 | 169,682 | −29,963 | 22.4 | 40% |
| 2021 | 177,040 | 189,955 | −12,915 | 19.2 | 41% |
| 2022 | 209,541 | 222,124 | −12,583 | 15.7 | 38% |
| 2023 | 200,939 | 219,821 | −18,882 | 14.9 | 40% |
In its most recent public year (2023), this organization spent $18,882 more than it brought in. Its reserves stood at about 14.9 months of spending, down from 31 in 2011. Staff pay was 40% 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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