Childrens House Montessori School Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 374,852 | 385,369 | −10,517 | 1.0 | 61% |
| 2013 | 341,438 | 323,993 | 17,445 | 1.8 | 61% |
| 2014 | 385,914 | 361,294 | 24,620 | 2.5 | 62% |
| 2015 | 397,379 | 363,206 | 34,173 | 3.6 | 66% |
| 2016 | 410,223 | 401,628 | 8,595 | 3.5 | 67% |
| 2017 | 357,523 | 385,537 | −28,014 | 2.8 | 67% |
| 2018 | 374,018 | 384,025 | −10,007 | 2.5 | 68% |
| 2019 | 363,290 | 383,479 | −20,189 | 1.8 | 67% |
| 2020 | 310,318 | 365,536 | −55,218 | 0.1 | 65% |
| 2021 | 489,621 | 388,828 | 100,793 | 3.2 | 60% |
| 2022 | 517,889 | 462,282 | 55,607 | 4.2 | 65% |
| 2023 | 529,359 | 506,469 | 22,890 | 4.3 | 67% |
| 2024 | 509,042 | 549,486 | −40,444 | 3.1 | 68% |
In its most recent public year (2024), this organization spent $40,444 more than it brought in. Its reserves stood at about 3.1 months of spending, up from 1 in 2012. Staff pay was 68% 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 2024. 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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