Creative Connections Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 333,101 | 356,577 | −23,476 | 3.8 | 50% |
| 2012 | 288,454 | 280,781 | 7,673 | 3.9 | 42% |
| 2013 | 400,261 | 328,628 | 71,633 | 6.1 | 46% |
| 2014 | 394,164 | 410,880 | −16,716 | 4.3 | 55% |
| 2015 | 392,772 | 414,442 | −21,670 | 3.5 | 58% |
| 2016 | 340,713 | 317,767 | 22,946 | 5.4 | 40% |
| 2017 | 332,145 | 333,567 | −1,422 | 5.1 | 0% |
| 2018 | 354,626 | 351,412 | 3,214 | 4.9 | 53% |
| 2019 | 281,651 | 316,096 | −34,445 | 4.1 | 57% |
| 2020 | 281,779 | 265,176 | 16,603 | 5.3 | 53% |
| 2021 | 305,985 | 322,290 | −16,305 | 4.6 | 57% |
| 2022 | 361,457 | 283,468 | 77,989 | 7.4 | 61% |
| 2023 | 306,238 | 358,871 | −52,633 | 4.6 | 61% |
In its most recent public year (2023), this organization spent $52,633 more than it brought in. Its reserves stood at about 4.6 months of spending. Staff pay was 61% 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
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