Greater Fort Worth Tennis Coalition
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2014 | 231,317 | 163,354 | 67,963 | 5.1 | 0% |
| 2015 | 202,825 | 188,901 | 13,924 | 5.3 | 0% |
| 2016 | 226,567 | 212,458 | 14,109 | 5.5 | 0% |
| 2017 | 208,220 | 178,176 | 30,044 | 8.6 | 0% |
| 2018 | 216,677 | 201,743 | 14,934 | 8.8 | 0% |
| 2019 | 258,520 | 235,354 | 23,166 | 8.7 | 0% |
| 2020 | 161,620 | 137,290 | 24,330 | 17.1 | 0% |
| 2021 | 237,442 | 220,219 | 17,223 | 11.6 | 0% |
| 2022 | 237,202 | 267,600 | −30,398 | 8.2 | 0% |
| 2023 | 279,986 | 270,657 | 9,329 | 8.5 | 0% |
In its most recent public year (2023), this organization brought in $9,329 more than it spent. Its reserves stood at about 8.5 months of spending, up from 5.1 in 2014. Staff pay was 0% 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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