Youth League Tennis
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 380,210 | 372,552 | 7,658 | 0.2 | 20% |
| 2012 | 426,347 | 425,097 | 1,250 | 0.2 | 18% |
| 2013 | 434,862 | 427,826 | 7,036 | 0.4 | 16% |
| 2014 | 443,208 | 450,841 | −7,633 | 0.2 | 17% |
| 2015 | 451,018 | 462,419 | −11,401 | -0.1 | 16% |
| 2016 | 427,510 | 429,716 | −2,206 | -0.3 | 16% |
| 2017 | 466,014 | 458,017 | 7,997 | -0.1 | 15% |
| 2018 | 503,788 | 472,783 | 31,005 | 0.7 | 15% |
| 2019 | 543,728 | 544,029 | −301 | 0.6 | 13% |
| 2020 | 260,051 | 411,247 | −151,196 | -3.6 | 20% |
| 2021 | 708,150 | 581,394 | 126,756 | 0.1 | 22% |
| 2022 | 926,754 | 932,654 | −5,900 | -0.0 | 37% |
| 2023 | 946,440 | 950,010 | −3,570 | -0.1 | 36% |
In its most recent public year (2023), this organization spent $3,570 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-0.1 months). Staff pay was 36% 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
Youth League Tennis'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