Grand Island Little Theatre Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 201,355 | 127,878 | 73,477 | 90.1 | 18% |
| 2012 | 127,623 | 134,375 | −6,752 | 85.2 | 21% |
| 2013 | 127,883 | 132,970 | −5,087 | 85.6 | 9% |
| 2014 | 101,395 | 121,301 | −19,906 | 91.9 | 7% |
| 2015 | 67,860 | 111,073 | −43,213 | 95.7 | 13% |
| 2016 | 80,101 | 111,957 | −31,856 | 91.5 | 16% |
| 2017 | 110,468 | 125,788 | −15,320 | 80.0 | 16% |
| 2018 | 86,855 | 120,927 | −34,072 | 79.8 | 19% |
| 2019 | 89,307 | 120,580 | −31,273 | 76.9 | 20% |
| 2020 | 87,242 | 113,274 | −26,032 | 79.1 | 18% |
| 2021 | 59,837 | 60,035 | −198 | 149.3 | 9% |
| 2022 | 82,887 | 112,092 | −29,205 | 76.8 | 18% |
| 2023 | 101,243 | 122,696 | −21,453 | 68.1 | 16% |
In its most recent public year (2023), this organization spent $21,453 more than it brought in. Its reserves stood at about 68.1 months of spending, down from 90.1 in 2011. Staff pay was 16% 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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