Great Bend Child Day Care Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 435,330 | 433,863 | 1,467 | 4.0 | 69% |
| 2012 | 435,528 | 425,157 | 10,371 | 4.3 | 70% |
| 2013 | 437,988 | 429,546 | 8,442 | 4.5 | 70% |
| 2014 | 451,855 | 435,436 | 16,419 | 4.9 | 71% |
| 2015 | 449,886 | 454,924 | −5,038 | 4.6 | 70% |
| 2016 | 459,000 | 455,948 | 3,052 | 4.7 | 71% |
| 2017 | 489,889 | 486,988 | 2,901 | 4.4 | 70% |
| 2018 | 506,881 | 501,106 | 5,775 | 4.4 | 71% |
| 2019 | 486,672 | 475,030 | 11,642 | 5.0 | 72% |
| 2020 | 510,920 | 456,348 | 54,572 | 6.6 | 72% |
| 2021 | 556,721 | 493,840 | 62,881 | 7.6 | 70% |
| 2022 | 526,871 | 628,318 | −101,447 | 4.1 | 62% |
| 2023 | 451,647 | 489,131 | −37,484 | 4.3 | 68% |
In its most recent public year (2023), this organization spent $37,484 more than it brought in. Its reserves stood at about 4.3 months of spending. Staff pay was 68% 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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