Childrens Day Montessori Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 391,155 | 381,245 | 9,910 | 7.7 | 68% |
| 2013 | 353,340 | 378,446 | −25,106 | 7.0 | 67% |
| 2014 | 371,586 | 386,458 | −14,872 | 6.4 | 70% |
| 2015 | 293,716 | 329,311 | −35,595 | 6.2 | 68% |
| 2016 | 375,311 | 401,808 | −26,497 | 4.3 | 67% |
| 2017 | 418,117 | 414,074 | 4,043 | 4.3 | 65% |
| 2018 | 429,492 | 435,919 | −6,427 | 3.9 | 66% |
| 2019 | 467,133 | 439,522 | 27,611 | 4.9 | 69% |
| 2020 | 357,872 | 354,283 | 3,589 | 6.2 | 64% |
| 2021 | 347,157 | 346,689 | 468 | 8.5 | 65% |
| 2022 | 518,946 | 527,295 | −8,349 | 5.4 | 60% |
| 2023 | 519,239 | 515,698 | 3,541 | 7.8 | 67% |
| 2024 | 524,617 | 565,017 | −40,400 | 6.2 | 64% |
In its most recent public year (2024), this organization spent $40,400 more than it brought in. Its reserves stood at about 6.2 months of spending, down from 7.7 in 2012. Staff pay was 64% 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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