Lake City Creative Alliance
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2016 | 1,211,614 | 940,479 | 271,135 | 3.5 | 22% |
| 2017 | 1,595,449 | 1,440,970 | 154,479 | 3.6 | 13% |
| 2018 | 2,395,674 | 2,238,681 | 156,993 | 3.2 | 21% |
| 2019 | 6,382,070 | 3,658,800 | 2,723,270 | 10.9 | 24% |
| 2020 | 313,280 | 1,622,885 | −1,309,605 | 14.8 | 37% |
| 2021 | 1,561,888 | 1,618,441 | −56,553 | 14.4 | 28% |
| 2022 | 1,006,288 | 2,066,727 | −1,060,439 | 5.1 | 23% |
| 2023 | 3,966,757 | 2,808,883 | 1,157,874 | 8.7 | 26% |
In its most recent public year (2023), this organization brought in $1,157,874 more than it spent. Its reserves stood at about 8.7 months of spending, up from 3.5 in 2016. Staff pay was 26% 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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