Creative Montessori Learning Center
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 696,288 | 650,845 | 45,443 | 6.4 | 49% |
| 2012 | 691,311 | 713,964 | −22,653 | 5.5 | 49% |
| 2013 | 787,343 | 793,243 | −5,900 | 4.8 | 46% |
| 2014 | 732,092 | 717,661 | 14,431 | 5.6 | 57% |
| 2015 | 735,980 | 783,188 | −47,208 | 4.4 | 59% |
| 2016 | 692,410 | 732,675 | −40,265 | 2.2 | 61% |
| 2017 | 734,638 | 715,338 | 19,300 | 2.0 | 62% |
| 2018 | 658,483 | 659,668 | −1,185 | 2.7 | 55% |
| 2019 | 592,063 | 684,904 | −92,841 | 1.0 | 53% |
| 2020 | 532,479 | 502,489 | 29,990 | 2.1 | 50% |
| 2021 | 581,794 | 466,112 | 115,682 | 5.2 | 47% |
| 2022 | 673,675 | 697,418 | −23,743 | 3.1 | 51% |
| 2023 | 743,387 | 647,458 | 95,929 | 5.1 | 50% |
In its most recent public year (2023), this organization brought in $95,929 more than it spent. Its reserves stood at about 5.1 months of spending, down from 6.4 in 2011. Staff pay was 50% 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
A new entry when its next filing is released. No account, no email; works in any feed reader, Slack, or automation tool. How following works