BIRMINGHAM, AL
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Sign In — Free (10 views/day)ELIZABETH PERRY RUSHTON CHILD DEVELOPMENT CENTER INC, founded in 1995, is a community nonprofit in the Human Services sector that reported $1.3M in total revenue in fiscal year 2024. Revenue fell 46% from the prior year — a significant decline worth monitoring.
THE MISSION OF THE RUSHTON CENTER IS TO PROVIDE QUALITY CHILDCARE IN A LOVING, NURTURING ENVIRONMENT FOR CHILDREN WHOSE PARENTS LIVE AND/OR WORK IN DOWNTOWN BIRMINGHAM AND SURROUNDING AREAS. WE ARE DEDICATED TO OFFERING AN ENGAGING EDUCATIONAL EXPERIENCE THAT SUPPORTS EACH CHILD'S SOCIAL, EMOTIONAL, PHYSICAL, AND COGNITIVE AND LANGUAGE GROWTH. WE ARE COMMITTED TO BUILDING STONG PARTNERSHIP WITH FAMILIES, PROMOTING EQUITY AND INCLUSION, AND MAINTAINING A SAFE AND SUPPORTIVE LEARNING COMMUNITY.
DURING THE FISCAL YEAR ENDING JUNE 30, 2025, THE ELIZABETH PERRY RUSHTON CHILD DEVELOPMENT CENTER OPERATED A COMPREHENSIVE EARLY CHILDHOOD EDUCATION AND CARE PROGRAM SERVING INFANTS, TODDLERS...
DURING THE FISCAL YEAR ENDING JUNE 30, 2025, THE ELIZABETH PERRY RUSHTON CHILD DEVELOPMENT CENTER OPERATED A COMPREHENSIVE EARLY CHILDHOOD EDUCATION AND CARE PROGRAM SERVING INFANTS, TODDLERS, PRESCHOOL-AGED CHILDREN, AND SCHOOL-AGE CHILDREN THROUGH A SUMMER ENRICHMENT PROGRAM. THE ORGANIZATION'S MISSION IS TO PROVIDE A SAFE, NURTURING, AND DEVELOPMENTALLY APPROPRIATE ENVIRONMENT THAT SUPPORTS THE COGNITIVE, SOCIAL, EMOTIONAL, AND PHYSICAL GROWTH OF YOUNG CHILDREN WHILE SUPPORTING WORKING FAMILIES IN THE COMMUNITY. INFANT PROGRAM (6 WEEKS TO 18 MONTHS) THE INFANT PROGRAM PROVIDED INDIVIDUALIZED CARE IN A SAFE AND RESPONSIVE ENVIRONMENT WITH A TEACHER-TO-CHILD RATIO OF 1:4. DAILY ROUTINES WERE TAILORED TO EACH CHILD'S DEVELOPMENTAL STAGE AND NATURAL RHYTHMS, INCORPORATING AGE-APPROPRIATE PLAY AND EARLY LEARNING EXPERIENCES. ALL STAFF WERE TRAINED IN INFANT CPR AND FIRST AID, AND FAMILIES RECEIVED DAILY COMMUNICATION REPORTS THROUGH A DIGITAL PLATFORM. 22 INFANTS WERE CARED FOR DURING THE FISCAL YEAR. TODDLER PROGRAM (18 MONTHS TO 36 MONTHS) THE TODDLER PROGRAM EMPHASIZED EMERGING INDEPENDENCE AND FOUNDATIONAL SKILL DEVELOPMENT IN A STRUCTURED YET NURTURING SETTING WITH A 1:7 TEACHER-TO- CHILD RATIO. CHILDREN PARTICIPATED IN ACTIVITIES THAT ENCOURAGED SELF-HELP SKILLS, EARLY SOCIALIZATION, AND LANGUAGE DEVELOPMENT. NUTRITIOUS MEALS AND SNACKS WERE PROVIDED DAILY, AND CLASSROOMS WERE DESIGNED TO BE SAFE AND DEVELOPMENTALLY APPROPRIATE. 24 TODDLERS WERE SERVED DURING THE FISCAL YEAR. PRESCHOOL PROGRAM (2.5 TO 4 YEARS) THE PRESCHOOL PROGRAM PROVIDED A BALANCED CURRICULUM COMBINING TEACHER-LED INSTRUCTION AND CHILD-INITIATED EXPLORATION, WITH A TEACHER-TO-CHILD RATIO OF 1:11. EDUCATIONAL ACTIVITIES FOCUSED ON EARLY LITERACY, NUMERACY, PROBLEM-SOLVING, AND SOCIAL SKILLS. CLASSROOMS WERE DESIGNED AS PRINT-RICH ENVIRONMENTS WITH ENGAGING LEARNING CENTERS TO PREPARE CHILDREN FOR KINDERGARTEN READINESS. STAFF WERE TRAINED IN CPR AND FIRST AID. 28 PRESCHOOLERS WERE SERVED DURING THE FISCAL YEAR. ALABAMA FIRST CLASS PRE-K PROGRAM (4 YEARS) THE ORGANIZATION PARTICIPATED IN THE ALABAMA FIRST CLASS PRE-K PROGRAM, A NATIONALLY RECOGNIZED, HIGH-QUALITY PRE-KINDERGARTEN INITIATIVE. THIS PROGRAM ADHERES TO RIGOROUS STATE GUIDELINES AND QUALITY STANDARDS AND HAS BEEN RANKED AMONG THE HIGHEST IN THE NATION FOR 19 CONSECUTIVE YEARS. PARTICIPATION SUPPORTS LONG-TERM EDUCATIONAL SUCCESS, WITH RESEARCH INDICATING IMPROVED ACADEMIC OUTCOMES FOR ENROLLED CHILDREN. 13 KINDERGARTENERS WERE SERVED DURING THE FISCAL YEAR. SUMMER CAMP PROGRAM (AGES 4-7) DURING THE SUMMER MONTHS (JULY AND AUGUST), THE ORGANIZATION OFFERED A STRUCTURED SUMMER CAMP PROGRAM WITH A 1:15 TEACHER-TO-CHILD RATIO. THE PROGRAM INCLUDED WEEKLY THEMED ACTIVITIES, CREATIVE EXPRESSION OPPORTUNITIES, OUTDOOR PLAY, AND ENRICHMENT EXPERIENCES SUCH AS GARDENING AND WATER ACTIVITIES. NUTRITIOUS MEALS AND SNACKS WERE PROVIDED DAILY, AND ALL STAFF WERE TRAINED IN CPR AND FIRST AID. 21 CAMPERS WERE SERVED DURING THE FISCAL YEAR.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2024 | 2023 | Change | |
|---|---|---|---|
| Revenue | $1,308,821 | $2,429,689 | -0.5% |
| Expenses | $1,388,558 | $1,784,830 | -0.2% |
| Net Income | $-79,737 | $644,859 | -1.1% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| RASHUNDA JONES | EXECUTIVE DI | 40.00 |
Officer
|
$60,197 | $17,534 | $77,731 |
| JANELL AHNERT | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| EMILY BAILEY | PRESIDENT | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| ASHLEY BALL | TREASURER | 1.25 |
Officer
Director
|
$0 | $0 | $0 |
| LEIGHTON BURKETT | DIRECTOR | 1.25 |
Director
|
$0 | $0 | $0 |
| TERRY HAMILTON-POORE | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| SASHA HARRIS | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| ABIGAIL HERNANDEZ | DIRECTOR | 1.25 |
Director
|
$0 | $0 | $0 |
| ALEXANDER MCBRAYER | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| RICHARD NYE | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| AWANNA SCOTT | DIRECTOR | 1.25 |
Director
|
$0 | $0 | $0 |
| KATIE WALLACE | DIRECTOR | 1.00 |
Director
|
$0 | $0 | $0 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | $1,308,821 | $1,388,558 | $636,884 | $-79,737 |
| 2024 | $2,429,689 | $1,784,830 | $700,871 | $644,859 |
| 2023 | $1,012,482 | $1,225,967 | $925,016 | $-213,485 |
| 2022 | $1,054,064 | $1,070,735 | $437,101 | $-16,671 |
| 2021 | $773,078 | $875,990 | $460,390 | $-102,912 |
| 2020 | $858,656 | $885,150 | $379,009 | $-26,494 |
| 2019 | $913,622 | $884,623 | $385,045 | $28,999 |
| 2018 | $856,515 | $845,054 | $348,675 | $11,461 |
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