Center For Creative Living Corporat
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 270,315 | 291,518 | −21,203 | 9.6 | 31% |
| 2011 | 244,044 | 285,173 | −41,129 | 9.2 | 31% |
| 2012 | 251,223 | 291,771 | −40,548 | 7.3 | 39% |
| 2013 | 265,057 | 301,627 | −36,570 | 4.6 | 39% |
| 2014 | 230,449 | 173,345 | 57,104 | 12.0 | 45% |
| 2015 | 199,411 | 212,805 | −13,394 | 9.1 | 44% |
| 2016 | 259,823 | 234,614 | 25,209 | 9.7 | 41% |
| 2017 | 316,981 | 294,363 | 22,618 | 8.0 | 42% |
| 2018 | 378,924 | 394,783 | −15,859 | 5.5 | 42% |
| 2019 | 412,359 | 340,592 | 71,767 | 8.9 | 50% |
| 2020 | 495,338 | 405,680 | 89,658 | 10.1 | 44% |
| 2021 | 1,060,198 | 994,111 | 66,087 | 4.9 | 5% |
| 2022 | 464,169 | 504,690 | −40,521 | 8.7 | 46% |
In its most recent public year (2022), this organization spent $40,521 more than it brought in. Its reserves stood at about 8.7 months of spending. Staff pay was 46% 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 2022. 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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