Central City Economic Opportunity Corporation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 1,706,985 | 1,805,026 | −98,041 | 2.9 | 45% |
| 2012 | 1,577,126 | 1,564,396 | 12,730 | 3.4 | 50% |
| 2013 | 1,651,525 | 1,657,596 | −6,071 | 3.2 | 57% |
| 2014 | 1,629,746 | 1,657,904 | −28,158 | 3.0 | 57% |
| 2015 | 1,449,150 | 1,452,094 | −2,944 | 3.4 | 58% |
| 2016 | 1,485,281 | 1,494,778 | −9,497 | 3.2 | 58% |
| 2017 | 1,447,204 | 1,486,373 | −39,169 | 2.9 | 59% |
| 2018 | 1,415,456 | 1,451,899 | −36,443 | 2.7 | 58% |
| 2019 | 1,455,751 | 1,448,170 | 7,581 | 2.8 | 60% |
| 2020 | 1,464,384 | 1,639,496 | −175,112 | 5.9 | 60% |
| 2021 | 1,711,614 | 1,548,727 | 162,887 | 7.5 | 59% |
| 2022 | 2,017,338 | 1,812,866 | 204,472 | 7.8 | 37% |
| 2023 | 1,856,892 | 1,862,593 | −5,701 | 7.6 | 42% |
In its most recent public year (2023), this organization spent $5,701 more than it brought in. Its reserves stood at about 7.6 months of spending, up from 2.9 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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