Southern California Tennis Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 6,324,739 | 6,707,401 | −382,662 | 4.6 | 25% |
| 2012 | 9,129,499 | 6,567,126 | 2,562,373 | 9.5 | 28% |
| 2013 | 4,215,162 | 4,069,479 | 145,683 | 16.1 | 34% |
| 2014 | 4,421,900 | 4,248,709 | 173,191 | 16.1 | 35% |
| 2015 | 4,681,009 | 4,664,660 | 16,349 | 14.3 | 35% |
| 2016 | 4,822,815 | 5,168,233 | −345,418 | 12.5 | 35% |
| 2017 | 4,877,754 | 5,531,882 | −654,128 | 11.2 | 34% |
| 2018 | 4,943,658 | 4,676,732 | 266,926 | 13.4 | 40% |
| 2019 | 5,259,743 | 5,592,272 | −332,529 | 11.4 | 37% |
| 2020 | 4,500,006 | 4,227,200 | 272,806 | 16.1 | 61% |
| 2021 | 5,027,831 | 4,340,906 | 686,925 | 17.5 | 46% |
| 2022 | 5,794,546 | 5,631,081 | 163,465 | 13.8 | 49% |
| 2023 | 9,530,805 | 6,603,006 | 2,927,799 | 17.1 | 37% |
In its most recent public year (2023), this organization brought in $2,927,799 more than it spent. Its reserves stood at about 17.1 months of spending, up from 4.6 in 2011. Staff pay was 37% of spending. $650,000 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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