Los Angeles Tennis Club
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 2,353,930 | 1,958,742 | 395,188 | 27.2 | 26% |
| 2012 | 2,229,380 | 1,701,682 | 527,698 | 35.1 | 32% |
| 2013 | 2,022,134 | 1,764,086 | 258,048 | 35.6 | 33% |
| 2014 | 2,013,796 | 1,808,306 | 205,490 | 36.1 | 38% |
| 2015 | 2,150,015 | 1,918,342 | 231,673 | 35.5 | 37% |
| 2016 | 2,467,122 | 1,878,933 | 588,189 | 40.0 | 39% |
| 2017 | 2,355,127 | 2,146,570 | 208,557 | 36.1 | 39% |
| 2018 | 2,312,171 | 2,287,360 | 24,811 | 34.1 | 41% |
| 2019 | 2,531,361 | 2,377,811 | 153,550 | 33.5 | 44% |
| 2021 | 3,214,344 | 2,898,476 | 315,868 | 28.8 | 38% |
| 2022 | 3,435,551 | 3,411,839 | 23,712 | 24.5 | 35% |
| 2023 | 3,787,513 | 3,526,365 | 261,148 | 24.6 | 36% |
In its most recent public year (2023), this organization brought in $261,148 more than it spent. Its reserves stood at about 24.6 months of spending, down from 27.2 in 2011. 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
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