Childrens House Montessori School
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 284,059 | 285,274 | −1,215 | 4.5 | 59% |
| 2012 | 251,784 | 263,599 | −11,815 | 4.3 | 63% |
| 2013 | 209,400 | 226,882 | −17,482 | 4.1 | 67% |
| 2014 | 259,568 | 236,981 | 22,587 | 5.1 | 71% |
| 2015 | 403,411 | 279,659 | 123,752 | 9.6 | 68% |
| 2016 | 308,130 | 311,180 | −3,050 | 8.5 | 75% |
| 2017 | 322,352 | 328,220 | −5,868 | 7.9 | 76% |
| 2018 | 328,830 | 351,133 | −22,303 | 6.6 | 72% |
| 2019 | 350,070 | 321,675 | 28,395 | 8.3 | 73% |
| 2020 | 280,986 | 257,847 | 23,139 | 11.4 | 69% |
| 2021 | 336,782 | 327,399 | 9,383 | 9.3 | 74% |
| 2022 | 420,898 | 354,849 | 66,049 | 10.8 | 77% |
| 2023 | 419,270 | 334,307 | 84,963 | 14.5 | 78% |
In its most recent public year (2023), this organization brought in $84,963 more than it spent. Its reserves stood at about 14.5 months of spending, up from 4.5 in 2011. Staff pay was 78% 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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