Childrens Institute Of Los Angeles
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,046,585 | 216,533 | 830,052 | 46.0 | 0% |
| 2012 | 733,540 | 784,758 | −51,218 | 11.9 | 0% |
| 2013 | 907,025 | 1,112,210 | −205,185 | 6.2 | 0% |
| 2014 | 915,575 | 1,413,045 | −497,470 | 0.6 | 0% |
| 2015 | 790,392 | 1,056,549 | −266,157 | -2.2 | 0% |
| 2016 | 666,683 | 944,435 | −277,752 | -5.9 | 0% |
| 2017 | 696,778 | 974,887 | −278,109 | -9.2 | 0% |
| 2018 | 680,162 | 972,068 | −291,906 | -12.8 | 0% |
| 2019 | 8,577,937 | 471,561 | 8,106,376 | 179.9 | 0% |
| 2020 | 392,048 | 400,008 | −7,960 | 211.8 | 0% |
| 2021 | 390,249 | 390,249 | 0 | 217.1 | 0% |
| 2022 | 361,903 | 361,903 | 0 | 234.1 | 0% |
| 2023 | 361,903 | 364,103 | −2,200 | 232.6 | 0% |
In its most recent public year (2023), this organization spent $2,200 more than it brought in. Its reserves stood at about 232.6 months of spending, up from 46 in 2011. Staff pay was 0% 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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