Creative Senior Housing
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 256,772 | 395,959 | −139,187 | 1.2 | 0% |
| 2013 | 252,048 | 399,504 | −147,456 | -3.2 | 0% |
| 2014 | 256,573 | 434,328 | −177,755 | -7.9 | 0% |
| 2015 | 475,601 | 636,479 | −160,878 | -8.4 | 0% |
| 2016 | 293,136 | 441,265 | −148,129 | -16.2 | 0% |
| 2017 | 295,955 | 435,383 | −139,428 | -20.2 | 0% |
| 2018 | 375,821 | 442,153 | −66,332 | -21.7 | 0% |
| 2019 | 295,472 | 420,612 | −125,140 | -26.4 | 0% |
| 2020 | 311,908 | 445,778 | −133,870 | -28.5 | 0% |
| 2021 | 313,944 | 453,532 | −139,588 | -31.7 | 0% |
| 2022 | 328,175 | 449,821 | −121,646 | -35.2 | 0% |
| 2023 | 338,563 | 490,821 | −152,258 | -36.0 | 0% |
| 2024 | 374,284 | 513,233 | −138,949 | -37.7 | 0% |
In its most recent public year (2024), this organization spent $138,949 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-37.7 months), down from 1.2 in 2012. Staff pay was 0% 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 2024. 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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