Creative Labor Services Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 2,033,265 | 2,042,266 | −9,001 | 6.7 | 48% |
| 2012 | 2,039,428 | 1,919,393 | 120,035 | 6.9 | 48% |
| 2013 | 1,843,744 | 1,990,699 | −146,955 | 5.6 | 47% |
| 2014 | 1,952,310 | 2,015,477 | −63,167 | 5.2 | 47% |
| 2015 | 1,833,968 | 1,918,548 | −84,580 | 4.9 | 49% |
| 2016 | 1,944,139 | 1,899,906 | 44,233 | 5.2 | 49% |
| 2017 | 2,046,492 | 1,981,350 | 65,142 | 5.4 | 49% |
| 2018 | 2,284,038 | 2,167,536 | 116,502 | 5.6 | 49% |
| 2019 | 2,416,829 | 2,392,463 | 24,366 | 5.2 | 49% |
| 2020 | 2,212,833 | 2,241,948 | −29,115 | 6.8 | 51% |
| 2021 | 1,447,633 | 1,661,282 | −213,649 | 9.9 | 52% |
| 2022 | 2,117,238 | 2,066,870 | 50,368 | 8.3 | 52% |
| 2023 | 2,117,238 | 2,066,870 | 50,368 | 8.3 | 52% |
In its most recent public year (2023), this organization brought in $50,368 more than it spent. Its reserves stood at about 8.3 months of spending, up from 6.7 in 2011. Staff pay was 52% 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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