Center For Creative Growth
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 365,861 | 349,939 | 15,922 | 2.4 | 66% |
| 2012 | 460,682 | 435,757 | 24,925 | 2.6 | 74% |
| 2013 | 489,498 | 486,698 | 2,800 | 2.4 | 68% |
| 2014 | 521,662 | 496,072 | 25,590 | 3.0 | 72% |
| 2015 | 593,863 | 627,039 | −33,176 | 1.7 | 77% |
| 2016 | 489,626 | 497,856 | −8,230 | 1.9 | 74% |
| 2017 | 418,768 | 447,289 | −28,521 | 1.4 | 72% |
| 2018 | 456,772 | 448,871 | 7,901 | 1.6 | 73% |
| 2019 | 508,434 | 504,927 | 3,507 | 1.5 | 69% |
| 2020 | 679,729 | 578,144 | 101,585 | 3.4 | 77% |
| 2021 | 603,917 | 589,982 | 13,935 | 3.6 | 80% |
| 2022 | 630,865 | 663,839 | −32,974 | 2.6 | 80% |
| 2023 | 527,212 | 547,374 | −20,162 | 2.8 | 79% |
In its most recent public year (2023), this organization spent $20,162 more than it brought in. Its reserves stood at about 2.8 months of spending. Staff pay was 79% 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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