Intercollegiate Tennis Coaches
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,089,992 | 938,480 | 151,512 | 16.7 | 52% |
| 2012 | 1,165,162 | 920,161 | 245,001 | 20.2 | 53% |
| 2013 | 1,117,112 | 901,580 | 215,532 | 23.5 | 52% |
| 2014 | 1,175,219 | 1,006,209 | 169,010 | 23.1 | 47% |
| 2015 | 1,312,111 | 1,243,290 | 68,821 | 19.3 | 46% |
| 2016 | 1,872,921 | 1,616,084 | 256,837 | 16.8 | 41% |
| 2017 | 2,337,223 | 1,884,147 | 453,076 | 17.4 | 38% |
| 2018 | 2,247,945 | 2,027,751 | 220,194 | 17.3 | 38% |
| 2019 | 2,788,018 | 2,573,558 | 214,460 | 14.7 | 30% |
| 2020 | 2,977,028 | 2,779,127 | 197,901 | 14.5 | 31% |
| 2021 | 2,017,375 | 2,026,590 | −9,215 | 20.9 | 42% |
| 2022 | 2,391,110 | 2,086,638 | 304,472 | 21.2 | 43% |
| 2023 | 2,690,993 | 2,429,688 | 261,305 | 19.8 | 44% |
In its most recent public year (2023), this organization brought in $261,305 more than it spent. Its reserves stood at about 19.8 months of spending, up from 16.7 in 2011. Staff pay was 44% of spending. $779,199 of its net assets are donor-restricted.
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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