Child Montessori School Incorporated
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 769,032 | 1,120,346 | −351,314 | -3.6 | 30% |
| 2012 | 999,055 | 1,091,643 | −92,588 | -4.7 | 48% |
| 2013 | 1,219,512 | 1,228,752 | −9,240 | -4.3 | 48% |
| 2014 | 706,184 | 763,311 | −57,127 | -6.5 | 51% |
| 2015 | 531,457 | 530,627 | 830 | -9.3 | 43% |
| 2016 | 636,236 | 615,456 | 20,780 | -5.2 | 38% |
| 2017 | 575,793 | 554,590 | 21,203 | -3.1 | 36% |
| 2018 | 585,778 | 636,941 | −51,163 | -1.7 | 38% |
| 2019 | 612,741 | 589,234 | 23,507 | -0.2 | 51% |
| 2020 | 567,278 | 590,485 | −23,207 | 0.3 | 52% |
| 2021 | 511,050 | 487,832 | 23,218 | 1.0 | 47% |
| 2022 | 427,006 | 429,723 | −2,717 | 1.0 | 47% |
| 2023 | 18,023 | 49,804 | −31,781 | 1.3 | 0% |
In its most recent public year (2023), this organization spent $31,781 more than it brought in. Its reserves stood at about 1.3 months of spending, up from -3.6 in 2011. Staff pay was 0% 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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