ARLINGTON, VA
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)Center for the Advancement of the Steady State Economy, founded in 2004, is a small nonprofit in the Community Improvement sector that reported $143K in total revenue in fiscal year 2024. Expenses of $468K exceeded revenue, resulting in a 227% operating deficit.
The mission of CASSE is to advance the steady state economy with stabilized population and consumption as a policy goal with wide spread support.
PROGRAM 1. Public education through website blog books and presentations: Maintained and improved leading website in steady state economics https: steadystate.org. Published 48 Steady State Herald...
PROGRAM 1. Public education through website blog books and presentations: Maintained and improved leading website in steady state economics https: steadystate.org. Published 48 Steady State Herald weekly articles four quarterly newsletters and one book. Sent publications reaching approximately 12,000 subscribers. Distributed 72 Steady State Press books. Gave five live presentations for international and domestic organizations on steady state economics including COP 16. Gained 226 new signatories of the CASSE Position for a total of 16,368.
PROGRAM 2. Policy oriented research: Conducted research in ecological macroeconimics. Conducted research required for drafting steady-state legislation including several "feeder bills" as segments of...
PROGRAM 2. Policy oriented research: Conducted research in ecological macroeconimics. Conducted research required for drafting steady-state legislation including several "feeder bills" as segments of the Steady State Economy Act long-term project. Conducted research pertaining to county governance county growth controversies and steady state planning options for counties.
PROGRAM 3. County level outreach engagement and assistance with identifying sustainable policy and planning options: Published 12 "Keep Our Counties Great" campaign case studies. Drafted a templet...
PROGRAM 3. County level outreach engagement and assistance with identifying sustainable policy and planning options: Published 12 "Keep Our Counties Great" campaign case studies. Drafted a templet for the Counties Comprehensive Plan. Constructed a County Planning Database.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2024 | 2023 | Change | |
|---|---|---|---|
| Revenue | $142,865 | $135,130 | +0.1% |
| Expenses | $467,737 | $423,000 | +0.1% |
| Net Income | $-324,872 | $-287,870 | +0.1% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
Financial Distress Indicator
Liquidity & Cash Position
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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| EMILY BEARLEY | BOARD MEMBER | 1.00 |
Director
|
$0 | $0 | $0 |
| JOSH FARLEY | BOARD MEMBER | 1.00 |
Director
|
$0 | $0 | $0 |
| DAVID ORR | BOARD MEMBER | 1.00 |
Director
|
$0 | $0 | $0 |
| HEATHER REYNOLDS | BOARD MEMBER | 1.00 |
Director
|
$0 | $0 | $0 |
| BRIAN CZECH | EXECUTIVE DIRECTOR | 40.00 |
Officer
Director
|
$118,387 | $2,368 | $120,755 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | No data | No data | No data | No data |
| 2024 | $142,865 | $467,737 | $2,431,841 | $-324,872 |
| 2023 | $135,130 | $423,000 | $2,746,643 | $-287,870 |
| 2022 | $441,689 | $393,911 | $3,017,378 | $47,778 |
| 2021 | $966,334 | $274,901 | $2,975,015 | $691,433 |
| 2020 | $1,247,223 | $310,821 | $2,357,187 | $936,402 |
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