Center For Excellence In Educational Leadership
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 986,294 | 973,985 | 12,309 | 2.5 | 33% |
| 2012 | 1,144,703 | 1,166,091 | −21,388 | 1.3 | 29% |
| 2013 | 1,271,477 | 1,383,921 | −112,444 | 0.2 | 28% |
| 2014 | 1,154,516 | 1,347,164 | −192,648 | -1.6 | 32% |
| 2015 | 1,088,562 | 1,175,333 | −86,771 | -2.7 | 34% |
| 2016 | 1,252,131 | 1,238,132 | 13,999 | -2.4 | 28% |
| 2017 | 1,200,285 | 1,168,999 | 31,286 | -2.2 | 30% |
| 2018 | 1,181,655 | 1,137,544 | 44,111 | -1.8 | 28% |
| 2019 | 1,240,487 | 1,333,261 | −92,774 | -2.4 | 32% |
| 2020 | 804,530 | 864,458 | −59,928 | -4.5 | 46% |
| 2021 | 1,660,025 | 1,170,348 | 489,677 | 1.7 | 33% |
| 2022 | 1,934,149 | 1,456,535 | 477,614 | 5.3 | 33% |
| 2023 | 2,182,314 | 1,834,800 | 347,514 | 6.5 | 31% |
In its most recent public year (2023), this organization brought in $347,514 more than it spent. Its reserves stood at about 6.5 months of spending, up from 2.5 in 2011. Staff pay was 31% 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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