Child Care Council Of Greater Houston Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 8,659,810 | 8,855,923 | −196,113 | 0.4 | 8% |
| 2012 | 4,482,508 | 4,550,107 | −67,599 | 0.5 | 15% |
| 2013 | 3,447,685 | 3,435,095 | 12,590 | 0.8 | 16% |
| 2014 | 4,180,487 | 4,130,527 | 49,960 | 0.8 | 14% |
| 2015 | 2,581,431 | 2,536,061 | 45,370 | 1.5 | 25% |
| 2016 | 3,616,557 | 3,572,376 | 44,181 | 1.2 | 19% |
| 2017 | 3,334,727 | 3,298,245 | 36,482 | 1.4 | 23% |
| 2018 | 3,305,980 | 3,297,982 | 7,998 | 1.5 | 25% |
| 2019 | 2,959,708 | 3,021,575 | −61,867 | 1.4 | 26% |
| 2020 | 3,199,990 | 3,243,298 | −43,308 | 1.1 | 17% |
| 2021 | 2,959,818 | 2,925,405 | 34,413 | 1.4 | 23% |
| 2022 | 4,699,475 | 4,455,357 | 244,118 | 1.6 | 17% |
| 2023 | 4,512,437 | 4,348,873 | 163,564 | 2.0 | 19% |
In its most recent public year (2023), this organization brought in $163,564 more than it spent. Its reserves stood at about 2 months of spending, up from 0.4 in 2011. Staff pay was 19% 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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