Cypress Creek Fine Art Association
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 716,491 | 675,630 | 40,861 | 22.1 | 36% |
| 2011 | 851,437 | 669,284 | 182,153 | 25.6 | 32% |
| 2012 | 697,723 | 676,486 | 21,237 | 25.7 | 34% |
| 2013 | 850,758 | 939,353 | −88,595 | 17.4 | 25% |
| 2014 | 524,641 | 721,496 | −196,855 | 21.0 | 23% |
| 2015 | 672,373 | 791,008 | −118,635 | 17.3 | 24% |
| 2016 | 606,233 | 664,473 | −58,240 | 21.5 | 44% |
| 2017 | 663,847 | 778,316 | −114,469 | 19.0 | 33% |
| 2018 | 840,897 | 734,829 | 106,068 | 24.2 | 38% |
| 2019 | 696,029 | 778,574 | −82,545 | 21.6 | 41% |
| 2020 | 596,701 | 615,583 | −18,882 | 28.3 | 48% |
| 2021 | 699,913 | 564,114 | 135,799 | 33.8 | 51% |
| 2022 | 603,492 | 576,025 | 27,467 | 33.7 | 49% |
In its most recent public year (2022), this organization brought in $27,467 more than it spent. Its reserves stood at about 33.7 months of spending, up from 22.1 in 2010. Staff pay was 49% 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 2022. 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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