Dallas Tennis Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 624,153 | 593,437 | 30,716 | 4.5 | 27% |
| 2012 | 662,161 | 668,470 | −6,309 | 4.1 | 25% |
| 2013 | 674,055 | 673,975 | 80 | 4.3 | 27% |
| 2014 | 716,997 | 702,043 | 14,954 | 4.5 | 33% |
| 2015 | 649,472 | 745,197 | −95,725 | 2.7 | 27% |
| 2016 | 827,330 | 862,877 | −35,547 | 1.8 | 20% |
| 2017 | 914,598 | 876,540 | 38,058 | 2.3 | 23% |
| 2018 | 943,014 | 897,614 | 45,400 | 3.2 | 20% |
| 2019 | 1,016,024 | 870,447 | 145,577 | 5.4 | 26% |
| 2020 | 952,071 | 758,484 | 193,587 | 9.3 | 27% |
| 2021 | 1,029,627 | 761,938 | 267,689 | 13.5 | 29% |
| 2022 | 1,048,919 | 1,083,813 | −34,894 | 9.1 | 29% |
| 2023 | 1,207,020 | 1,119,074 | 87,946 | 10.0 | 25% |
In its most recent public year (2023), this organization brought in $87,946 more than it spent. Its reserves stood at about 10 months of spending, up from 4.5 in 2011. Staff pay was 25% 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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