Child Care Connection Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 3,263,263 | 3,325,595 | −62,332 | 2.0 | 32% |
| 2012 | 3,751,831 | 3,702,154 | 49,677 | 1.9 | 32% |
| 2013 | 4,276,224 | 4,152,692 | 123,532 | 2.1 | 30% |
| 2014 | 4,293,518 | 4,221,388 | 72,130 | 2.3 | 30% |
| 2015 | 4,686,592 | 4,436,321 | 250,271 | 2.8 | 30% |
| 2016 | 5,095,553 | 4,897,470 | 198,083 | 3.1 | 30% |
| 2017 | 4,830,557 | 4,728,338 | 102,219 | 3.5 | 33% |
| 2018 | 4,828,107 | 4,792,354 | 35,753 | 3.6 | 34% |
| 2019 | 6,131,727 | 6,096,568 | 35,159 | 2.8 | 32% |
| 2020 | 6,254,837 | 6,081,571 | 173,266 | 3.1 | 33% |
| 2021 | 6,946,720 | 6,953,135 | −6,415 | 3.0 | 34% |
| 2022 | 30,433,015 | 30,204,057 | 228,958 | 0.7 | 8% |
| 2023 | 58,469,348 | 58,420,938 | 48,410 | 0.4 | 5% |
In its most recent public year (2023), this organization brought in $48,410 more than it spent. Its reserves stood at about 0.4 months of spending, down from 2 in 2011. Staff pay was 5% of spending. $21,101 of its net assets are donor-restricted.
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
A new entry when its next filing is released. No account, no email; works in any feed reader, Slack, or automation tool. How following works