Schuyler County Child Care Coordinating Council
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 275,268 | 287,448 | −12,180 | 8.1 | 41% |
| 2012 | 542,151 | 568,447 | −26,296 | 3.5 | 49% |
| 2013 | 372,032 | 431,547 | −59,515 | 3.0 | 57% |
| 2014 | 300,938 | 320,448 | −19,510 | 3.3 | 59% |
| 2015 | 369,241 | 350,747 | 18,494 | 3.7 | 63% |
| 2016 | 388,928 | 380,580 | 8,348 | 3.6 | 69% |
| 2017 | 409,306 | 408,946 | 360 | 3.4 | 71% |
| 2018 | 556,927 | 576,049 | −19,122 | 2.0 | 73% |
| 2019 | 601,338 | 685,913 | −84,575 | 0.2 | 71% |
| 2020 | 458,599 | 503,690 | −45,091 | -0.3 | 73% |
| 2021 | 814,256 | 678,972 | 135,284 | 2.5 | 73% |
| 2022 | 1,001,257 | 859,555 | 141,702 | 4.0 | 74% |
| 2023 | 1,036,076 | 1,075,303 | −39,227 | 2.7 | 75% |
In its most recent public year (2023), this organization spent $39,227 more than it brought in. Its reserves stood at about 2.7 months of spending, down from 8.1 in 2011. Staff pay was 75% 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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