Creative Coalition
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 1,189,247 | 1,461,458 | −272,211 | 17.8 | 29% |
| 2011 | 1,034,689 | 1,472,641 | −437,952 | 14.1 | 26% |
| 2012 | 1,651,791 | 1,869,348 | −217,557 | 9.7 | 22% |
| 2013 | 1,343,018 | 1,340,468 | 2,550 | 13.6 | 0% |
| 2014 | 635,041 | 1,083,030 | −447,989 | 11.8 | 0% |
| 2015 | 944,116 | 1,171,768 | −227,652 | 8.6 | 0% |
| 2016 | 1,650,674 | 1,738,283 | −87,609 | 5.2 | 35% |
| 2017 | 1,029,805 | 1,203,120 | −173,315 | 5.8 | 55% |
| 2018 | 1,399,142 | 1,066,800 | 332,342 | 10.3 | 60% |
| 2019 | 1,087,321 | 1,203,937 | −116,616 | 7.9 | 53% |
| 2020 | 2,887,365 | 1,214,771 | 1,672,594 | 24.4 | 60% |
| 2021 | 2,316,993 | 1,543,181 | 773,812 | 25.2 | 53% |
| 2022 | 1,851,673 | 1,394,501 | 457,172 | 31.4 | 57% |
| 2023 | 1,656,269 | 1,402,320 | 253,949 | 33.4 | 38% |
In its most recent public year (2023), this organization brought in $253,949 more than it spent. Its reserves stood at about 33.4 months of spending, up from 17.8 in 2010. Staff pay was 38% 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
Creative Coalition's IRS filings as a feed — one entry per filing year, through 2023. Add the address to any feed reader; in Slack, send /feed subscribe with it (pasting the link alone won't subscribe). How this feed works