Dallas Wheelchair Tennis Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 45,704 | 43,344 | 2,360 | 44.0 | 0% |
| 2012 | 35,253 | 39,358 | −4,105 | 47.2 | 0% |
| 2013 | 52,200 | 43,454 | 8,746 | 46.0 | 0% |
| 2014 | 30,412 | 18,155 | 12,257 | 118.2 | 0% |
| 2015 | 21,353 | 67,577 | −46,224 | 23.5 | 0% |
| 2016 | 16,118 | 4,216 | 11,902 | 411.2 | 0% |
| 2017 | 57,436 | 37,005 | 20,431 | 53.5 | 0% |
| 2018 | 44,228 | 29,165 | 15,063 | 74.0 | 0% |
| 2019 | 20,022 | 35,901 | −15,879 | 54.8 | 0% |
| 2020 | 25,521 | 9,730 | 15,791 | 221.8 | 0% |
| 2021 | 27,783 | 24,663 | 3,120 | 89.0 | 0% |
| 2022 | 25,618 | 20,538 | 5,080 | 109.9 | 0% |
| 2023 | 27,781 | 29,951 | −2,170 | 74.5 | 0% |
In its most recent public year (2023), this organization spent $2,170 more than it brought in. Its reserves stood at about 74.5 months of spending, up from 44 in 2011. Staff pay was 0% 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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