Clc Alternative Living Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 53,945 | 59,290 | −5,345 | 97.2 | 6% |
| 2012 | 56,889 | 57,897 | −1,008 | 99.3 | 6% |
| 2013 | 53,658 | 61,850 | −8,192 | 91.4 | 6% |
| 2014 | 52,791 | 64,653 | −11,862 | 85.2 | 6% |
| 2015 | 56,312 | 64,600 | −8,288 | 83.8 | 7% |
| 2016 | 52,219 | 75,030 | −22,811 | 68.5 | 6% |
| 2017 | 61,394 | 77,229 | −15,835 | 64.1 | 9% |
| 2018 | 72,787 | 84,021 | −11,234 | 57.3 | 9% |
| 2019 | 73,156 | 96,303 | −23,147 | -31.8 | 11% |
| 2020 | 69,600 | 85,414 | −15,814 | -38.1 | 10% |
| 2021 | 68,956 | 87,751 | −18,795 | -39.6 | 9% |
| 2022 | 72,739 | 84,103 | −11,364 | -43.0 | 8% |
| 2023 | 69,601 | 83,533 | −13,932 | -45.3 | 7% |
In its most recent public year (2023), this organization spent $13,932 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-45.3 months), down from 97.2 in 2011. Staff pay was 7% 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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