Prince George's Tennis & Education Foundation

Building Champions in the Game of Life

Upper Marlboro, MD   |
GuideStar Charity Check

Prince George's Tennis & Education Foundation

EIN: 52-1867742


Prince George's County Tennis and Education Foundation Inc. (PGTEF) is a registered USTA Community Tennis Association that provides opportunities for young people to excel and develop academically, athletically and socially using tennis as the incentive.

Ruling year info



Brenda Gilmore

Main address

727 Haack Place

Upper Marlboro, MD 20774 USA

Show more contact info



Subject area info


Public health

Racquet sports

Youth organizing

Population served info

Children and youth

Ethnic and racial groups

NTEE code info

Youth Development Programs (O50)

What we aim to solve

SOURCE: Self-reported by organization

Statistics show the predominance of childhood obesity and diabetes in African Americans. With Prince George's County having a predominantly African American population, the need for precaution is eminent. Prince George's Tennis & Education Foundation, (PGTEF) helps promote and instill healthy lifestyles in an effort to abate this problem.
In addition, while Prince George's County Public Schools have shown a rise in student academic performance, after-school assistance is still needed to help that momentum continue. Unfortunately, the SAT scores and college graduation rates of Prince George's County students still remains lower than most others in the Washington Metropolitan Area. PGTEF helps to offset the academic deficiencies of its students by providing academic programs and tutors during after-school and out of school hours. Over 90% of the Academy students go on to college, with 70% of them receiving academic and/or athletic scholarships.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Junior Outreach

An introductory tennis program brought directly to neighborhood schools. churches and community centers that also provides scholarship opportunities to attend the Academy.

Population(s) Served
Children and youth
Ethnic and racial groups

Academic and enrichment activities for ages 5-19. Includes parental workshops on college admission and financing.

Population(s) Served
Children and youth
Ethnic and racial groups

Advanced tennis and fitness training to prepare selected players for scholastic and collegiate competition.

Population(s) Served
Ethnic and racial groups

Year round program of tennis instruction, fitness, academic and personal development for children ages 5-18, of all skill levels

Population(s) Served
Children and youth
Ethnic and racial groups

Where we work

Affiliations & memberships

USTA NJTL of the Year 2013

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of students showing improvement in test scores

This metric is no longer tracked.
Totals By Year
Related Program

The Academy

Type of Metric

Output - describing our activities and reach

Direction of Success


Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Our goal is to help develop young county residents into healthy, academically sound, responsible citizens. We have distinguished ourselves from other tennis programs by being guided by our pledge: “I understand that smoking and using drugs or alcohol is bad for my body. I believe that tennis is a better and healthier activity. When playing tennis, going to school, or participating in other positive activities, I will do my best to be confident in my abilities, consistent in my work ethic, control my attitude and be committed to excellence."

PGTEF provides three distinct programs to accomplish its mission:

The Academy is the fee based arm of PGTEF, however, scholarships are provided so that no child is turned away because of an inability to pay. Tennis instruction is provided for youngsters that are 5-18 years of age, from beginner to advanced levels of play. The Academy offers a pathway of instruction, physical conditioning, match play, and academic support necessary for students to prepare for all levels of competition while maintaining a GPA of at least 2.5.

The Junior Outreach Program is offered free of charge at schools, churches, community centers, playgrounds, etc. throughout the county, but primarily in low income areas. Organizations and county residents are offered free training, a curriculum and loaner equipment should they choose to provide a tennis program on their own. In addition, participants are offered an opportunity to participate in the Academy, free of charge.

The College Preparation and Personal Development Program is a free program within the Academy that offers academic, life skills and enrichment activities for PGTEF program participants and non-participants as well. Students are required to submit their report cards which are used to assess their academic and social development. After review, tutors and mentors are provided for the students as needed. Also, as part of this program, PGTEF high school and college students are offered summer and after-school employment as a means to mentor them while earning a wage.

PGTEF was started in 1993 and since then has grown from introducing tennis to 12 youngsters during the summer, to an average of 2,500 youngsters throughout the year.

PGTEF has been recognized numerous times for its accomplishments in local and national media, and also by national organizations and corporations. During the summer of 2016, Jim Handley, of NBC, came to play with and interview our students as a part of a series that aired called “Future Olympians".

In 2014, US Open Champion Sloane Stephens presented PGTEF with the American Express Fresh Courts Leadership Award and Program Grant. Both of these awards gave us national recognition for our work in merging the benefits of tennis and academics. The American Express Award provided funds towards renovating the tennis courts at Prince George's Community College, where PGTEF has housed its summer programs for over a decade. In addition to receiving the grant, a public service video was made about the tennis court renovation and aired on national television for 2 weeks during the US Open.

PGTEF students have attended over 50 colleges throughout the United States, and have received academic and/or athletic scholarships from 70% of them.

Tennis Staff
All members of the senior coaching staff have been certified by the US Professional Tennis Registry (PTR) to teach tennis. The President/CEO is a former national wheelchair tennis champion and worked for the United States Tennis Association/Mid-Atlantic for 10 years as a Director of Youth and Diversity Programs. She was recently recognized as the PTR Member of the Year in the State of Maryland.

Academic Staff
Educational instructors are contracted to facilitate academic instruction and tutoring.

Since our inception in 1993, we have accomplished the following:

1-100% High School Graduation of Academy Students
2-90% College Admission to over 50 colleges and universities
3-Awarded National Junior Tennis and Learning Chapter of the Year
4-Grown from introducing tennis to 12 youngsters to up to 1,500 per year
5-5 Students have won the USTA National Essay Contest

We plan to continue the legacy of 30 years of "Building Champions in the Game of Life".

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To strengthen relationships with the people we serve

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We act on the feedback we receive

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback


Prince George's Tennis & Education Foundation
Fiscal year: Jan 01 - Dec 31

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990


Average of 15.16 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 9.6 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 13% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Prince George's Tennis & Education Foundation

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Prince George's Tennis & Education Foundation

Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

Prince George's Tennis & Education Foundation

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of Prince George's Tennis & Education Foundation’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

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Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation -$6,035 -$18,039 $40,322 $56,612 $15,000
As % of expenses -4.1% -12.4% 37.1% 45.9% 12.7%
Unrestricted surplus (deficit) after depreciation -$6,177 -$18,181 $40,180 $56,612 $15,000
As % of expenses -4.2% -12.5% 36.9% 45.9% 12.7%
Revenue composition info
Total revenue (unrestricted & restricted) $139,469 $122,716 $146,918 $172,804 $132,482
Total revenue, % change over prior year 3.2% -12.0% 19.7% 17.6% -23.3%
Program services revenue 28.5% 62.9% 15.7% 24.3% 34.0%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.0% 0.0% 0.0% 1.6%
Government grants 0.0% 0.0% 0.0% 0.0% 11.3%
All other grants and contributions 71.5% 37.1% 84.3% 75.6% 53.1%
Other revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Expense composition info
Total expenses before depreciation $145,504 $145,822 $108,633 $123,205 $117,821
Total expenses, % change over prior year 4.2% 0.2% -25.5% 13.4% -4.4%
Personnel 59.3% 61.4% 63.6% 61.5% 63.6%
Professional fees 4.1% 5.1% 7.2% 6.7% 8.4%
Occupancy 0.0% 0.0% 0.0% 0.0% 0.0%
Interest 0.4% 0.2% 0.0% 0.0% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 36.2% 33.3% 29.2% 31.8% 28.0%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $145,646 $145,964 $108,775 $123,205 $117,821
One month of savings $12,125 $12,152 $9,053 $10,267 $9,818
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $0 $0 $0 $0
Total full costs (estimated) $157,771 $158,116 $117,828 $133,472 $127,639

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 6.8 5.4 11.7 15.7 18.2
Months of cash and investments 6.8 5.4 11.7 15.7 18.2
Months of estimated liquid unrestricted net assets 6.4 4.9 11.0 15.2 17.4
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $82,782 $65,289 $105,616 $161,357 $178,210
Investments $0 $0 $0 $0 $0
Receivables $0 $1,757 $1,757 $1,757 $0
Gross land, buildings, equipment (LBE) $37,503 $37,503 $0 $0 $13,572
Accumulated depreciation (as a % of LBE) 99.2% 99.6% 0.0% 0.0% 100.0%
Liabilities (as a % of assets) 6.9% 12.0% 7.5% 4.4% 4.1%
Unrestricted net assets $77,316 $59,135 $99,315 $155,927 $170,927
Temporarily restricted net assets $0 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $0 $0 $0 $0 $0
Total net assets $77,316 $59,135 $99,315 $155,927 $170,927

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No


The people, governance practices, and partners that make the organization tick.

Form 1023/1024 is not available for this organization


Brenda Gilmore

Number of employees

Source: IRS Form 990

Prince George's Tennis & Education Foundation

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

Prince George's Tennis & Education Foundation

Board of directors
as of 02/06/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board co-chair

Derek Colbert

Prince George's County Memorial Library System

Term: 2009 - 2025

Board co-chair

JoAnn Hobbs


Term: 2022 - 2025

Raynette Robinson


Marva Jo Camp

Self employed

Susan Jenkins

Self employed

Kathleen Sears

Bethesda, MD

Segun Eubanks

Univ. MD

Kathy Downs


Sean Chrysostom

Capitol One

Beverly Taylor


Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? No
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? No
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 11/29/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Black/African American
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person with a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation


We do not display disability information for organizations with fewer than 15 staff.

Equity strategies

Last updated: 03/23/2020

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.