King Child Supervision Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 128,513 | 148,439 | −19,926 | 6.8 | — |
| 2012 | 136,208 | 132,914 | 3,294 | 7.9 | — |
| 2013 | 176,004 | 143,653 | 32,351 | 10.0 | — |
| 2014 | 198,737 | 163,940 | 34,797 | 11.3 | — |
| 2015 | 229,380 | 184,832 | 44,548 | 12.9 | 60% |
| 2016 | 264,303 | 235,176 | 29,127 | 11.6 | 58% |
| 2017 | 281,247 | 251,723 | 29,524 | 12.3 | 61% |
| 2018 | 308,410 | 272,895 | 35,515 | 12.9 | 61% |
| 2019 | 315,621 | 286,937 | 28,684 | 13.5 | 63% |
| 2020 | 290,882 | 271,030 | 19,852 | 15.1 | 63% |
| 2021 | 16,570 | 89,701 | −73,131 | 35.9 | 57% |
| 2022 | 601,787 | 255,291 | 346,496 | 28.9 | 61% |
| 2023 | 434,026 | 369,631 | 64,395 | 22.1 | 52% |
In its most recent public year (2023), this organization brought in $64,395 more than it spent. Its reserves stood at about 22.1 months of spending, up from 6.8 in 2011. Staff pay was 52% 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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