Thomas Jefferson Classical Academy
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 7,928,159 | 8,280,034 | −351,875 | 2.5 | 54% |
| 2012 | 9,663,682 | 8,669,174 | 994,508 | 3.8 | 52% |
| 2013 | 8,916,174 | 8,836,135 | 80,039 | 3.8 | 54% |
| 2014 | 9,446,592 | 9,183,844 | 262,748 | 4.0 | 54% |
| 2015 | 9,659,944 | 9,526,338 | 133,606 | 4.0 | 54% |
| 2016 | 9,983,723 | 9,711,884 | 271,839 | 4.3 | 55% |
| 2017 | 10,448,637 | 10,108,583 | 340,054 | 4.5 | 55% |
| 2018 | 10,550,667 | 10,723,491 | −172,824 | 4.1 | 54% |
| 2019 | 11,484,349 | 11,258,837 | 225,512 | 4.1 | 55% |
| 2020 | 12,081,573 | 10,982,792 | 1,098,781 | 5.4 | 59% |
| 2021 | 12,040,178 | 11,914,726 | 125,452 | 5.1 | 56% |
| 2022 | 13,975,505 | 13,713,127 | 262,378 | 4.7 | 55% |
| 2023 | 15,246,898 | 14,496,323 | 750,575 | 5.0 | 54% |
In its most recent public year (2023), this organization brought in $750,575 more than it spent. Its reserves stood at about 5 months of spending, up from 2.5 in 2011. Staff pay was 54% 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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