Southern California Tennis Association Foundation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 238,840 | 173,457 | 65,383 | 22.8 | 0% |
| 2012 | 52,380 | 7,985 | 44,395 | 561.3 | 0% |
| 2013 | 72,338 | 55,453 | 16,885 | 84.5 | 0% |
| 2014 | 86,845 | 96,278 | −9,433 | 47.5 | 0% |
| 2015 | 151,074 | 82,691 | 68,383 | 65.2 | 0% |
| 2016 | 41,339 | 51,450 | −10,111 | 102.4 | 0% |
| 2017 | 442,476 | 335,399 | 107,077 | 19.5 | 0% |
| 2018 | 896,909 | 572,214 | 324,695 | 18.3 | 0% |
| 2019 | 3,279,576 | 421,781 | 2,857,795 | 109.9 | 0% |
| 2020 | 184,324 | 309,311 | −124,987 | 154.2 | 16% |
| 2021 | 1,613,464 | 2,116,380 | −502,916 | 21.3 | 5% |
| 2022 | 2,829,264 | 4,728,308 | −1,899,044 | 4.7 | 3% |
| 2023 | 3,343,608 | 4,597,849 | −1,254,241 | 1.6 | 3% |
In its most recent public year (2023), this organization spent $1,254,241 more than it brought in. Its reserves stood at about 1.6 months of spending, down from 22.8 in 2011. Staff pay was 3% of spending. $50,000 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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