Cambridge Tennis Club Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 408,436 | 409,610 | −1,174 | 3.8 | 4% |
| 2012 | 446,560 | 432,978 | 13,582 | 3.9 | 0% |
| 2013 | 442,369 | 428,305 | 14,064 | 4.4 | 0% |
| 2014 | 444,168 | 425,984 | 18,184 | 4.9 | 0% |
| 2015 | 438,031 | 394,598 | 43,433 | 6.6 | 27% |
| 2016 | 417,528 | 385,698 | 31,830 | 7.7 | 27% |
| 2017 | 429,350 | 405,336 | 24,014 | 8.1 | 28% |
| 2018 | 462,004 | 454,926 | 7,078 | 7.3 | 29% |
| 2019 | 418,300 | 451,605 | −33,305 | 6.5 | 0% |
| 2020 | 380,355 | 373,207 | 7,148 | 8.1 | 0% |
| 2021 | 455,543 | 465,378 | −9,835 | 6.2 | 41% |
| 2022 | 507,451 | 526,954 | −19,503 | 5.1 | 38% |
| 2023 | 599,361 | 531,377 | 67,984 | 6.6 | 33% |
In its most recent public year (2023), this organization brought in $67,984 more than it spent. Its reserves stood at about 6.6 months of spending, up from 3.8 in 2011. Staff pay was 33% 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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