Creative Alternative For Learning And Living
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 1,810,012 | 1,693,962 | 116,050 | 8.2 | 66% |
| 2013 | 1,694,348 | 1,734,912 | −40,564 | 7.8 | 64% |
| 2014 | 1,783,640 | 1,880,131 | −96,491 | 6.5 | 62% |
| 2015 | 1,899,498 | 1,855,772 | 43,726 | 6.9 | 66% |
| 2016 | 2,031,492 | 1,984,786 | 46,706 | 6.7 | 66% |
| 2017 | 2,138,514 | 2,092,072 | 46,442 | 6.7 | 68% |
| 2018 | 2,289,852 | 2,329,229 | −39,377 | 5.8 | 70% |
| 2019 | 2,532,889 | 2,496,048 | 36,841 | 5.6 | 72% |
| 2020 | 2,826,309 | 2,735,440 | 90,869 | 5.5 | 74% |
| 2021 | 3,262,226 | 2,842,246 | 419,980 | 7.1 | 73% |
| 2022 | 3,290,267 | 3,224,525 | 65,742 | 6.5 | 74% |
| 2023 | 3,783,091 | 3,703,026 | 80,065 | 5.9 | 74% |
In its most recent public year (2023), this organization brought in $80,065 more than it spent. Its reserves stood at about 5.9 months of spending, down from 8.2 in 2012. Staff pay was 74% 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
Creative Alternative For Learning And Living's IRS filings as a feed — one entry per filing year, through 2023. Add the address to any feed reader; in Slack, send /feed subscribe with it (pasting the link alone won't subscribe). How this feed works