Creekside Tennis & Swim
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 213,623 | 192,530 | 21,093 | -4.0 | 0% |
| 2012 | 210,568 | 198,806 | 11,762 | -3.2 | 13% |
| 2013 | 184,526 | 180,100 | 4,426 | -3.2 | 17% |
| 2014 | 206,908 | 162,390 | 44,518 | 0.1 | 15% |
| 2015 | 259,828 | 205,193 | 54,635 | 3.3 | 13% |
| 2016 | 236,291 | 227,664 | 8,627 | 3.4 | 19% |
| 2017 | 308,792 | 257,462 | 51,330 | 5.4 | 25% |
| 2018 | 489,538 | 325,231 | 164,307 | 10.4 | 29% |
| 2019 | 509,838 | 368,698 | 141,140 | 13.7 | 28% |
| 2020 | 425,109 | 249,396 | 175,713 | 28.8 | 39% |
| 2021 | 443,714 | 389,435 | 54,279 | 20.2 | 29% |
| 2022 | 738,950 | 487,044 | 251,906 | 22.3 | 31% |
In its most recent public year (2022), this organization brought in $251,906 more than it spent. Its reserves stood at about 22.3 months of spending, up from -4 in 2011. Staff pay was 31% 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 2022. 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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