Children Can Come Closer Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2013 | 4,344 | 3,551 | 793 | 2.7 | — |
| 2015 | 4,447 | 4,229 | 218 | 1.7 | — |
| 2016 | 9,591 | 9,011 | 580 | 1.6 | — |
| 2017 | 2,138 | 2,710 | −572 | 2.7 | — |
| 2018 | 4,490 | 3,576 | 914 | 5.1 | — |
| 2019 | 4,490 | 5,131 | −641 | 2.1 | — |
| 2020 | 4,906 | 4,313 | 593 | 4.1 | — |
| 2021 | 4,835 | 3,580 | 1,255 | 9.2 | — |
| 2022 | 4,647 | 6,927 | −2,280 | 0.8 | — |
| 2023 | 275 | 1,483 | −1,208 | 2.9 | — |
In its most recent public year (2023), this organization spent $1,208 more than it brought in. Its reserves stood at about 2.9 months 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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