Charleston Tennis Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,348,896 | 1,126,224 | 222,672 | 16.0 | 43% |
| 2012 | 1,431,548 | 1,142,170 | 289,378 | 18.9 | 44% |
| 2013 | 1,391,002 | 1,109,812 | 281,190 | 22.6 | 42% |
| 2014 | 1,406,098 | 1,179,838 | 226,260 | 23.6 | 43% |
| 2015 | 1,408,661 | 1,145,244 | 263,417 | 27.0 | 43% |
| 2016 | 1,416,733 | 1,369,232 | 47,501 | 23.0 | 37% |
| 2017 | 1,351,345 | 1,295,470 | 55,875 | 24.9 | 38% |
| 2018 | 1,336,174 | 1,515,591 | −179,417 | 19.7 | 38% |
| 2019 | 1,514,608 | 1,515,450 | −842 | 19.7 | 39% |
| 2020 | 1,606,951 | 1,518,851 | 88,100 | 20.4 | 40% |
| 2021 | 1,654,167 | 1,602,673 | 51,494 | 19.5 | 45% |
| 2022 | 1,841,261 | 1,849,255 | −7,994 | 16.9 | 40% |
| 2023 | 2,148,334 | 2,105,102 | 43,232 | 15.1 | 45% |
In its most recent public year (2023), this organization brought in $43,232 more than it spent. Its reserves stood at about 15.1 months of spending. Staff pay was 45% 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
Charleston Tennis Club's IRS filings as a feed — one entry per filing year, through 2023. Add the address to any feed reader; in Slack, send /feed subscribe with it (pasting the link alone won't subscribe). How this feed works