Creative Options Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 9,026,187 | 9,071,608 | −45,421 | 4.1 | 59% |
| 2012 | 10,500,118 | 10,615,159 | −115,041 | 3.4 | 60% |
| 2013 | 10,810,133 | 11,136,682 | −326,549 | 2.9 | 60% |
| 2014 | 11,300,007 | 11,231,985 | 68,022 | 2.9 | 61% |
| 2015 | 11,834,251 | 11,969,000 | −134,749 | 2.6 | 61% |
| 2016 | 12,425,345 | 12,294,559 | 130,786 | 2.6 | 62% |
| 2017 | 12,629,920 | 12,542,835 | 87,085 | 2.7 | 65% |
| 2018 | 12,993,245 | 12,963,255 | 29,990 | 2.3 | 64% |
| 2019 | 14,057,382 | 13,747,984 | 309,398 | 2.5 | 66% |
| 2020 | 14,130,157 | 14,857,954 | −727,797 | 1.7 | 65% |
| 2021 | 18,062,060 | 16,319,532 | 1,742,528 | 2.8 | 63% |
| 2022 | 18,173,420 | 16,458,815 | 1,714,605 | 3.9 | 63% |
| 2023 | 24,586,200 | 18,682,019 | 5,904,181 | 6.9 | 61% |
In its most recent public year (2023), this organization brought in $5,904,181 more than it spent. Its reserves stood at about 6.9 months of spending, up from 4.1 in 2011. Staff pay was 61% 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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