Gold Creek Child Care Incorporated
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 603,556 | 576,299 | 27,257 | 3.4 | 75% |
| 2012 | 596,734 | 604,500 | −7,766 | 3.1 | 72% |
| 2013 | 637,443 | 592,553 | 44,890 | 4.1 | 74% |
| 2014 | 650,711 | 611,168 | 39,543 | 4.7 | 77% |
| 2015 | 663,740 | 651,197 | 12,543 | 4.7 | 78% |
| 2016 | 663,917 | 725,884 | −61,967 | 3.2 | 76% |
| 2017 | 711,471 | 687,464 | 24,007 | 3.7 | 77% |
| 2018 | 750,402 | 667,932 | 82,470 | 5.3 | 77% |
| 2019 | 754,077 | 694,188 | 59,889 | 6.2 | 78% |
| 2020 | 868,510 | 752,459 | 116,051 | 7.5 | 78% |
| 2021 | 505,972 | 397,651 | 108,321 | 17.6 | 59% |
| 2022 | 707,055 | 682,969 | 24,086 | 10.6 | 72% |
| 2023 | 472,253 | 636,611 | −164,358 | 8.3 | 82% |
In its most recent public year (2023), this organization spent $164,358 more than it brought in. Its reserves stood at about 8.3 months of spending, up from 3.4 in 2011. Staff pay was 82% 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
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