ELIZABETH PERRY RUSHTON CHILD DEVELOPMENT CENTER INC

EIN: 631126846 501(c)(3) Human Services

BIRMINGHAM, AL

Total Revenue
$1,308,821
Total Expenses
$1,388,558
Total Assets
$636,884
Net Assets
$523,805
🔒

Financial Vulnerability Assessment (Tuckman-Chang)

4 risk indicators measuring financial stability and operational resilience

Sign in with your work email to view Tuckman-Chang indicators

Sign In — Free (10 views/day)

Financial Trends

Organization Details

Formation Year
1995
Legal Domicile
AL
Principal Officer
EMILY BAILEY
Phone
2052015013
Tax Period
2024-07-01 to 2025-06-30

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.

Mission

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.

Program Service Accomplishments

Program 1
Expenses: $1,269,194 Revenue: $952,378

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...

Read more

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.

🔒

Trantor Score

Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency

Sign in to view Trantor Score and financial metrics

Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)

Sign In — Free (10 views/day)

Financial Overview (2024)

Revenue Breakdown

Contributions & Grants $351,521
Program Service Revenue $952,378
Investment Income $4,670
Other Revenue $252
TOTAL REVENUE $1,308,821

Expense Breakdown

Grants Paid $0
Salaries & Benefits $991,974
Fundraising Expenses $0
Program Expenses $1,269,194
Other Expenses $396,584
TOTAL EXPENSES $1,388,558

Year-over-Year Comparison

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%
Key Indicators
Grants to Organizations Grants to Individuals Lobbying Political Activity Foreign Activities Donor Advised Fund Schedule B Required
🔒

Financial Health Indicators

Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics

Financial Distress Indicator

Liquidity & Cash Position

Sign in to view all financial metrics

Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics

Sign In

Governance

Voting Members
11
Independent Members
11
Employees
52
Volunteers
11

Governance Policies

Conflict of Interest Policy
Whistleblower Policy
Document Retention Policy

Special Practices & Reported Activities

Operated a School
Operated a Hospital
Provided First Class Travel
Reported Conflict of Interest
Reported Asset Diversion
Excess Benefit Transaction
Made Political Expenditures
Engaged in Lobbying
Operated Donor Advised Fund
Maintained Art Collections
Filed Form 720

Compensation of Officers, Directors & Key Employees

Total Officers
3
$77,731
Total Directors
11
$0
Key Employees
0
$0
Highest Compensated
0
reported
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
Note: Compensation data is self-reported by the organization on their Form 990. "Reportable Comp" includes salary, bonuses, and other reportable compensation from the organization and related organizations. "Other Comp" includes benefits, deferred compensation, and non-taxable benefits.

Historical Data

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
Explore More Nonprofits
Top 100 Nonprofits in Alabama Largest U.S. Nonprofits Best Rated Nonprofits Most Efficient Nonprofits

Compare ELIZABETH PERRY RUSHTON CHILD DEVELOPMENT CENTER INC with other nonprofits in Alabama and across the country.