Community Alternatives Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 7,267,378 | 6,457,550 | 809,828 | 1.8 | 75% |
| 2013 | 6,898,407 | 6,548,856 | 349,551 | 2.4 | 74% |
| 2014 | 6,304,506 | 6,272,937 | 31,569 | 2.7 | 73% |
| 2015 | 4,569,755 | 5,297,347 | −727,592 | 1.5 | 68% |
| 2016 | 4,095,230 | 4,532,623 | −437,393 | 0.6 | 65% |
| 2017 | 4,713,123 | 4,541,134 | 171,989 | 1.0 | 65% |
| 2018 | 5,137,590 | 4,938,847 | 198,743 | 1.4 | 67% |
| 2019 | 4,662,073 | 4,643,951 | 18,122 | 1.6 | 2% |
| 2020 | 3,911,640 | 4,297,984 | −386,344 | 0.6 | 2% |
| 2021 | 4,920,773 | 4,491,922 | 428,851 | 1.7 | 2% |
| 2022 | 5,689,667 | 4,900,944 | 788,723 | 3.3 | 2% |
| 2023 | 4,535,822 | 4,809,948 | −274,126 | 2.8 | 2% |
In its most recent public year (2023), this organization spent $274,126 more than it brought in. Its reserves stood at about 2.8 months of spending. Staff pay was 2% 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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