New Orleans Lawn Tennis Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 1,793,279 | 1,626,612 | 166,667 | 23.1 | 37% |
| 2013 | 1,868,670 | 1,890,567 | −21,897 | 19.7 | 35% |
| 2014 | 2,131,268 | 1,946,597 | 184,671 | 20.4 | 32% |
| 2015 | 1,981,740 | 2,053,150 | −71,410 | 18.9 | 44% |
| 2016 | 2,315,052 | 2,225,397 | 89,655 | 18.1 | 32% |
| 2017 | 2,219,863 | 2,288,165 | −68,302 | 17.2 | 35% |
| 2018 | 2,496,686 | 2,330,172 | 166,514 | 17.8 | 33% |
| 2019 | 2,653,985 | 2,363,263 | 290,722 | 19.1 | 36% |
| 2020 | 2,642,352 | 2,416,875 | 225,477 | 19.8 | 33% |
| 2021 | 2,587,971 | 2,318,046 | 269,925 | 22.1 | 32% |
| 2022 | 3,298,918 | 2,585,702 | 713,216 | 23.4 | 28% |
| 2023 | 3,188,876 | 2,979,097 | 209,779 | 21.2 | 23% |
In its most recent public year (2023), this organization brought in $209,779 more than it spent. Its reserves stood at about 21.2 months of spending, down from 23.1 in 2012. Staff pay was 23% 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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