Geo-Son Child Care Services Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 3,848,221 | 3,970,847 | −122,626 | 0.4 | 8% |
| 2012 | 4,108,670 | 3,889,084 | 219,586 | 1.1 | 9% |
| 2013 | 5,005,159 | 4,923,247 | 81,912 | 0.5 | 8% |
| 2014 | 5,012,949 | 5,108,472 | −95,523 | 0.2 | 9% |
| 2015 | 5,145,305 | 5,136,128 | 9,177 | 0.2 | 9% |
| 2016 | 4,170,680 | 4,183,120 | −12,440 | 0.3 | 10% |
| 2017 | 3,599,223 | 3,583,783 | 15,440 | 0.4 | 10% |
| 2018 | 4,398,316 | 4,393,323 | 4,993 | 0.3 | 9% |
| 2019 | 4,924,438 | 4,915,843 | 8,595 | 0.3 | 9% |
| 2020 | 4,717,310 | 4,706,929 | 10,381 | 0.3 | 11% |
| 2021 | 5,505,457 | 5,432,580 | 72,877 | 0.5 | 9% |
| 2022 | 6,332,727 | 6,304,424 | 28,303 | 0.4 | 9% |
| 2023 | 6,372,795 | 6,384,106 | −11,311 | 0.4 | 10% |
In its most recent public year (2023), this organization spent $11,311 more than it brought in. Its reserves stood at about 0.4 months of spending. Staff pay was 10% 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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