Creative Living Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 773,393 | 826,108 | −52,715 | -1.5 | 38% |
| 2012 | 816,000 | 829,884 | −13,884 | -1.7 | 40% |
| 2013 | 778,730 | 925,029 | −146,299 | -3.4 | 37% |
| 2014 | 802,769 | 889,600 | −86,831 | -4.8 | 39% |
| 2015 | 809,222 | 752,069 | 57,153 | -4.7 | 34% |
| 2016 | 827,613 | 715,152 | 112,461 | -3.1 | 31% |
| 2017 | 814,261 | 737,186 | 77,075 | -1.7 | 33% |
| 2018 | 800,343 | 754,950 | 45,393 | -1.0 | 34% |
| 2019 | 891,950 | 776,133 | 115,817 | 0.9 | 35% |
| 2020 | 800,819 | 854,363 | −53,544 | 0.0 | 38% |
| 2021 | 863,125 | 746,710 | 116,415 | 1.9 | 46% |
| 2022 | 878,707 | 849,187 | 29,520 | 2.1 | 40% |
| 2023 | 847,451 | 946,574 | −99,123 | 0.6 | 42% |
In its most recent public year (2023), this organization spent $99,123 more than it brought in. Its reserves stood at about 0.6 months of spending, up from -1.5 in 2011. Staff pay was 42% 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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