Tri-County Christian School
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 515,048 | 507,409 | 7,639 | 23.2 | 57% |
| 2012 | 480,081 | 532,389 | −52,308 | 20.9 | 57% |
| 2013 | 563,184 | 547,698 | 15,486 | 20.7 | 58% |
| 2014 | 698,008 | 596,273 | 101,735 | 21.1 | 59% |
| 2015 | 729,180 | 637,319 | 91,861 | 21.4 | 62% |
| 2016 | 691,494 | 648,998 | 42,496 | 21.8 | 63% |
| 2017 | 718,157 | 682,684 | 35,473 | 21.4 | 62% |
| 2018 | 625,446 | 683,165 | −57,719 | 20.4 | 64% |
| 2019 | 712,553 | 712,893 | −340 | 19.6 | 64% |
| 2020 | 791,226 | 772,328 | 18,898 | 18.2 | 63% |
| 2021 | 909,214 | 788,015 | 121,199 | 19.9 | 63% |
| 2022 | 623,444 | 786,952 | −163,508 | 17.2 | 68% |
| 2023 | 1,115,016 | 780,506 | 334,510 | 22.7 | 68% |
In its most recent public year (2023), this organization brought in $334,510 more than it spent. Its reserves stood at about 22.7 months of spending. Staff pay was 68% of spending. $294,697 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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