Center For Creative Change
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 745,845 | 801,399 | −55,554 | -0.9 | 0% |
| 2012 | 861,533 | 802,097 | 59,436 | 0.0 | 33% |
| 2013 | 1,011,489 | 875,951 | 135,538 | 1.9 | 33% |
| 2014 | 948,036 | 947,548 | 488 | 1.8 | 36% |
| 2015 | 1,014,164 | 1,015,647 | −1,483 | 1.6 | 38% |
| 2016 | 955,917 | 815,628 | 140,289 | 8.3 | 48% |
| 2017 | 1,160,306 | 1,131,562 | 28,744 | 6.3 | 39% |
| 2018 | 1,066,746 | 1,136,125 | −69,379 | 5.5 | 41% |
| 2019 | 1,033,755 | 1,163,468 | −129,713 | 4.1 | 8% |
| 2020 | 1,007,136 | 1,038,234 | −31,098 | 4.2 | 49% |
| 2021 | 1,287,787 | 1,115,619 | 172,168 | 5.8 | 52% |
| 2022 | 1,210,868 | 1,249,623 | −38,755 | 4.8 | 56% |
| 2023 | 1,587,884 | 1,676,713 | −88,829 | 2.9 | 51% |
In its most recent public year (2023), this organization spent $88,829 more than it brought in. Its reserves stood at about 2.9 months of spending, up from -0.9 in 2011. Staff pay was 51% 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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