Christian Creative Communication Center
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 205,791 | 211,934 | −6,143 | 0.8 | 55% |
| 2012 | 289,606 | 281,471 | 8,135 | 0.9 | 51% |
| 2013 | 398,243 | 361,310 | 36,933 | 1.9 | 48% |
| 2014 | 316,540 | 370,508 | −53,968 | 0.2 | 53% |
| 2015 | 311,599 | 324,866 | −13,267 | -0.3 | 49% |
| 2016 | 281,828 | 276,155 | 5,673 | -0.1 | 40% |
| 2017 | 333,788 | 326,390 | 7,398 | 0.2 | 41% |
| 2018 | 320,459 | 335,534 | −15,075 | -0.3 | 48% |
| 2019 | 334,298 | 314,504 | 19,794 | 0.4 | 51% |
| 2020 | 362,254 | 367,877 | −5,623 | 0.1 | 45% |
| 2021 | 509,834 | 438,866 | 70,968 | 2.0 | 43% |
| 2022 | 458,877 | 612,454 | −153,577 | -1.5 | 46% |
| 2023 | 601,901 | 643,815 | −41,914 | -2.2 | 60% |
In its most recent public year (2023), this organization spent $41,914 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-2.2 months), down from 0.8 in 2011. Staff pay was 60% 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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