Universal Creighton Charter School
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2013 | 7,440,918 | 7,533,310 | −92,392 | -0.1 | 49% |
| 2014 | 9,398,439 | 8,536,346 | 862,093 | 1.1 | 40% |
| 2015 | 8,972,731 | 10,049,767 | −1,077,036 | -10.6 | 36% |
| 2016 | 9,420,333 | 9,959,945 | −539,612 | -11.4 | 39% |
| 2017 | 9,241,281 | 9,727,055 | −485,774 | -12.3 | 47% |
| 2018 | 9,688,346 | 8,506,497 | 1,181,849 | -12.8 | 48% |
| 2019 | 10,737,096 | 8,652,893 | 2,084,203 | -9.7 | 56% |
| 2020 | 11,057,594 | 7,883,008 | 3,174,586 | -5.8 | 57% |
| 2021 | 11,882,466 | 8,966,200 | 2,916,266 | -1.2 | 61% |
| 2022 | 13,577,309 | 10,671,926 | 2,905,383 | 2.2 | 50% |
| 2023 | 14,125,068 | 12,138,211 | 1,986,857 | 3.9 | 53% |
In its most recent public year (2023), this organization brought in $1,986,857 more than it spent. Its reserves stood at about 3.9 months of spending, up from -0.1 in 2013. Staff pay was 53% 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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