United Christian Academy
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,759,108 | 1,704,691 | 54,417 | 10.2 | 61% |
| 2012 | 1,759,368 | 1,704,951 | 54,417 | 8.5 | 61% |
| 2013 | 1,906,412 | 1,823,079 | 83,333 | 8.5 | 59% |
| 2014 | 1,953,290 | 1,836,391 | 116,899 | 9.2 | 59% |
| 2015 | 1,866,801 | 2,006,336 | −139,535 | 7.6 | 60% |
| 2016 | 1,840,027 | 1,921,924 | −81,897 | 7.4 | 60% |
| 2017 | 1,844,149 | 1,620,255 | 223,894 | 10.5 | 61% |
| 2018 | 1,786,182 | 1,792,266 | −6,084 | 9.4 | 67% |
| 2019 | 13,662 | 263,174 | −249,512 | 15.4 | 79% |
| 2020 | 1,769,724 | 2,319,027 | −549,303 | -2.2 | 59% |
| 2021 | 2,757,110 | 2,560,482 | 196,628 | -1.1 | 57% |
| 2022 | 3,301,664 | 2,919,604 | 382,060 | 0.6 | 52% |
| 2023 | 3,090,687 | 3,572,671 | −481,984 | -1.1 | 53% |
| 2024 | 4,203,664 | 4,734,929 | −531,265 | -2.2 | 54% |
In its most recent public year (2024), this organization spent $531,265 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-2.2 months), down from 10.2 in 2011. Staff pay was 54% 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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