Care To Learn Child Development Center Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,093,290 | 1,039,971 | 53,319 | 4.2 | 53% |
| 2012 | 1,121,052 | 1,239,374 | −118,322 | 2.3 | 56% |
| 2013 | 1,750,614 | 1,665,883 | 84,731 | 2.4 | 46% |
| 2014 | 1,669,570 | 1,600,537 | 69,033 | 3.0 | 50% |
| 2015 | 1,668,158 | 1,616,552 | 51,606 | 3.3 | 55% |
| 2016 | 1,331,650 | 1,514,771 | −183,121 | 2.1 | 50% |
| 2017 | 1,392,024 | 1,389,039 | 2,985 | 2.3 | 50% |
| 2018 | 1,561,197 | 1,559,121 | 2,076 | 2.1 | 49% |
| 2019 | 1,686,965 | 1,660,949 | 26,016 | 2.1 | 50% |
| 2020 | 1,761,560 | 1,641,323 | 120,237 | 4.7 | 48% |
| 2021 | 1,278,877 | 568,868 | 710,009 | 27.0 | 40% |
| 2022 | 2,418,803 | 2,274,950 | 143,853 | -0.5 | 46% |
| 2023 | 1,979,018 | 2,177,292 | −198,274 | -1.6 | 52% |
In its most recent public year (2023), this organization spent $198,274 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-1.6 months), down from 4.2 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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