Martha Graham School Of Contemporary Dance Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 654,800 | 663,134 | −8,334 | -8.8 | 51% |
| 2012 | 730,418 | 732,981 | −2,563 | -8.0 | 50% |
| 2013 | 540,379 | 579,627 | −39,248 | -10.9 | 57% |
| 2014 | 599,711 | 632,594 | −32,883 | -10.6 | 56% |
| 2015 | 754,377 | 729,876 | 24,501 | -8.8 | 0% |
| 2016 | 835,311 | 815,045 | 20,266 | -7.6 | 0% |
| 2017 | 874,429 | 876,780 | −2,351 | -7.1 | 0% |
| 2018 | 1,019,256 | 951,988 | 67,268 | -5.7 | 52% |
| 2019 | 1,082,392 | 1,092,756 | −10,364 | -5.0 | 49% |
| 2020 | 1,174,464 | 995,557 | 178,907 | -3.4 | 49% |
| 2021 | 907,909 | 778,537 | 129,372 | -2.3 | 38% |
| 2022 | 882,755 | 861,856 | 20,899 | -1.8 | 48% |
| 2023 | 1,099,876 | 1,075,667 | 24,209 | -1.2 | 46% |
In its most recent public year (2023), this organization brought in $24,209 more than it spent. Its liabilities exceeded its net assets — reserves were below zero (-1.2 months), up from -8.8 in 2011. Staff pay was 46% 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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