Wright Christian Academy
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,429,602 | 1,361,478 | 68,124 | 11.1 | 47% |
| 2012 | 1,456,704 | 1,534,502 | −77,798 | 9.3 | 46% |
| 2013 | 1,664,718 | 1,604,921 | 59,797 | 9.3 | 44% |
| 2014 | 1,498,365 | 1,576,497 | −78,132 | 8.9 | 45% |
| 2015 | 1,783,610 | 1,843,422 | −59,812 | 7.2 | 44% |
| 2016 | 1,767,759 | 1,798,830 | −31,071 | 7.2 | 45% |
| 2017 | 1,718,119 | 1,707,332 | 10,787 | 7.6 | 45% |
| 2018 | 1,528,363 | 1,665,718 | −137,355 | 6.8 | 50% |
| 2019 | 1,716,858 | 1,720,420 | −3,562 | 6.6 | 52% |
| 2020 | 1,824,420 | 1,734,022 | 90,398 | 7.0 | 51% |
| 2021 | 1,644,862 | 1,636,280 | 8,582 | 7.4 | 51% |
| 2022 | 2,081,576 | 1,969,479 | 112,097 | 6.9 | 48% |
| 2023 | 1,933,288 | 1,945,364 | −12,076 | 6.9 | 47% |
In its most recent public year (2023), this organization spent $12,076 more than it brought in. Its reserves stood at about 6.9 months of spending, down from 11.1 in 2011. Staff pay was 47% 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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