Beverly Hills Tennis Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 129,595 | 134,065 | −4,470 | 25.6 | — |
| 2012 | 126,700 | 129,354 | −2,654 | 26.3 | — |
| 2013 | 120,378 | 122,362 | −1,984 | 27.6 | — |
| 2014 | 131,532 | 122,591 | 8,941 | 28.5 | — |
| 2015 | 148,973 | 136,572 | 12,401 | 26.6 | — |
| 2016 | 151,300 | 125,483 | 25,817 | 8.6 | — |
| 2017 | 158,264 | 155,198 | 3,066 | 7.2 | — |
| 2018 | 166,385 | 156,759 | 9,626 | 7.8 | — |
| 2019 | 177,515 | 173,654 | 3,861 | 7.3 | — |
| 2020 | 154,761 | 134,104 | 20,657 | 11.4 | — |
| 2021 | 206,702 | 148,594 | 58,108 | 15.0 | 29% |
| 2022 | 201,593 | 171,965 | 29,628 | 15.1 | 22% |
| 2023 | 210,824 | 276,280 | −65,456 | 6.8 | 16% |
In its most recent public year (2023), this organization spent $65,456 more than it brought in. Its reserves stood at about 6.8 months of spending, down from 25.6 in 2011. Staff pay was 16% 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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