Central City Action Committee
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 634,188 | 751,326 | −117,138 | 2.6 | 56% |
| 2012 | 585,495 | 667,424 | −81,929 | 1.5 | 55% |
| 2013 | 621,526 | 315,272 | 306,254 | 4.4 | 23% |
| 2014 | 601,359 | 578,931 | 22,428 | 3.1 | 53% |
| 2015 | 630,145 | 619,629 | 10,516 | 3.1 | 9% |
| 2016 | 645,549 | 603,563 | 41,986 | 3.7 | 9% |
| 2017 | 696,700 | 628,529 | 68,171 | 3.8 | 9% |
| 2018 | 798,487 | 668,807 | 129,680 | 6.9 | 8% |
| 2019 | 790,554 | 705,371 | 85,183 | 8.2 | 8% |
| 2020 | 9,993,346 | 974,302 | 9,019,044 | 6.0 | 6% |
| 2021 | 823,888 | 790,860 | 33,028 | 7.9 | 7% |
| 2022 | 912,790 | 874,892 | 37,898 | 7.7 | 6% |
| 2023 | 941,526 | 881,148 | 60,378 | 8.4 | 6% |
In its most recent public year (2023), this organization brought in $60,378 more than it spent. Its reserves stood at about 8.4 months of spending, up from 2.6 in 2011. Staff pay was 6% of spending. $620,038 of its net assets are donor-restricted.
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
A new entry when its next filing is released. No account, no email; works in any feed reader, Slack, or automation tool. How following works