City Garden Montessori School
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,235,416 | 1,182,210 | 53,206 | 2.7 | 56% |
| 2012 | 1,634,551 | 1,528,345 | 106,206 | 3.0 | 49% |
| 2013 | 2,055,717 | 2,103,658 | −47,941 | 1.9 | 49% |
| 2014 | 2,617,579 | 2,635,719 | −18,140 | 1.4 | 46% |
| 2015 | 3,191,803 | 3,073,262 | 118,541 | 1.7 | 49% |
| 2016 | 3,271,328 | 3,195,081 | 76,247 | 1.9 | 53% |
| 2017 | 3,424,393 | 3,350,441 | 73,952 | 2.1 | 53% |
| 2018 | 3,602,813 | 3,600,081 | 2,732 | 1.9 | 52% |
| 2019 | 4,255,247 | 3,879,367 | 375,880 | 3.0 | 50% |
| 2020 | 5,857,145 | 4,289,956 | 1,567,189 | 7.1 | 55% |
| 2021 | 4,747,417 | 4,403,386 | 344,031 | 7.8 | 50% |
| 2022 | 6,696,246 | 7,337,341 | −641,095 | 3.6 | 45% |
| 2023 | 9,007,477 | 9,111,014 | −103,537 | 2.8 | 50% |
In its most recent public year (2023), this organization spent $103,537 more than it brought in. Its reserves stood at about 2.8 months of spending. 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
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