Give Every Child A Chance
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 2,037,341 | 2,082,862 | −45,521 | 14.2 | 59% |
| 2012 | 2,332,872 | 2,238,002 | 94,870 | 13.7 | 60% |
| 2013 | 2,180,760 | 2,249,430 | −68,670 | 13.7 | 63% |
| 2014 | 2,090,389 | 2,355,111 | −264,722 | 12.4 | 62% |
| 2015 | 2,214,914 | 2,383,325 | −168,411 | 11.3 | 64% |
| 2016 | 2,172,439 | 2,365,157 | −192,718 | 10.1 | 72% |
| 2017 | 2,123,939 | 2,063,722 | 60,217 | 12.3 | 72% |
| 2018 | 2,257,793 | 2,123,825 | 133,968 | 12.6 | 75% |
| 2019 | 2,228,082 | 2,147,356 | 80,726 | 12.9 | 75% |
| 2020 | 2,021,820 | 2,117,407 | −95,587 | 12.6 | 71% |
| 2021 | 1,989,643 | 2,077,016 | −87,373 | 13.9 | 71% |
| 2022 | 3,370,950 | 3,254,242 | 116,708 | 8.5 | 73% |
| 2023 | 3,761,213 | 4,492,139 | −730,926 | 4.4 | 76% |
| 2024 | 5,112,594 | 5,158,872 | −46,278 | 3.8 | 80% |
In its most recent public year (2024), this organization spent $46,278 more than it brought in. Its reserves stood at about 3.8 months of spending, down from 14.2 in 2011. Staff pay was 80% 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 2024. 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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