Creative Action
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2010 | 875,034 | 879,025 | −3,991 | 0.9 | 48% |
| 2011 | 1,432,739 | 1,125,601 | 307,138 | 3.9 | 75% |
| 2012 | 1,642,234 | 1,226,917 | 415,317 | 7.7 | 75% |
| 2013 | 2,023,254 | 1,476,934 | 546,320 | 10.8 | 75% |
| 2014 | 2,962,550 | 1,821,532 | 1,141,018 | 16.3 | 77% |
| 2015 | 2,515,578 | 2,247,820 | 267,758 | 14.6 | 71% |
| 2016 | 3,010,990 | 3,003,740 | 7,250 | 11.0 | 71% |
| 2017 | 3,382,604 | 3,712,943 | −330,339 | 8.1 | 70% |
| 2018 | 4,980,156 | 4,010,057 | 970,099 | 10.3 | 69% |
| 2019 | 4,342,564 | 4,395,239 | −52,675 | 9.2 | 71% |
| 2020 | 3,833,198 | 4,132,492 | −299,294 | 8.9 | 65% |
| 2021 | 2,986,946 | 3,340,225 | −353,279 | 10.6 | 70% |
| 2022 | 7,082,985 | 4,991,347 | 2,091,638 | 11.1 | 69% |
| 2023 | 6,439,246 | 5,696,307 | 742,939 | 11.5 | 69% |
In its most recent public year (2023), this organization brought in $742,939 more than it spent. Its reserves stood at about 11.5 months of spending, up from 0.9 in 2010. Staff pay was 69% 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
A new entry when its next filing is released. No account, no email; works in any feed reader, Slack, or automation tool. How following works