Austin Creative Alliance
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 741,909 | 692,274 | 49,635 | 0.8 | 20% |
| 2012 | 528,454 | 645,896 | −117,442 | -1.3 | 19% |
| 2013 | 607,887 | 588,432 | 19,455 | -1.1 | 25% |
| 2014 | 720,153 | 724,761 | −4,608 | -0.9 | 25% |
| 2015 | 974,397 | 879,505 | 94,892 | 0.1 | 24% |
| 2016 | 944,783 | 935,612 | 9,171 | 0.2 | 19% |
| 2017 | 1,088,751 | 1,105,395 | −16,644 | 0.4 | 14% |
| 2018 | 1,383,162 | 1,378,148 | 5,014 | 0.2 | 14% |
| 2019 | 1,535,080 | 1,511,666 | 23,414 | 0.3 | 16% |
| 2020 | 1,230,834 | 1,185,663 | 45,171 | 0.0 | 20% |
| 2021 | 897,569 | 813,120 | 84,449 | 0.0 | 26% |
| 2022 | 640,300 | 873,827 | −233,527 | -1.1 | 23% |
In its most recent public year (2022), this organization spent $233,527 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-1.1 months), down from 0.8 in 2011. Staff pay was 23% 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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