Global Center For Culturalentrepreneurship
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 265,721 | 339,789 | −74,068 | 1.5 | 27% |
| 2012 | 511,426 | 438,895 | 72,531 | 3.2 | 22% |
| 2013 | 189,349 | 262,340 | −72,991 | 2.0 | 27% |
| 2014 | 139,443 | 136,150 | 3,293 | 4.1 | 0% |
| 2015 | 246,621 | 246,115 | 506 | 2.3 | 48% |
| 2016 | 499,054 | 386,055 | 112,999 | 5.0 | 41% |
| 2017 | 719,932 | 633,017 | 86,915 | 4.7 | 36% |
| 2018 | 627,727 | 682,426 | −54,699 | 3.4 | 0% |
| 2019 | 687,949 | 715,274 | −27,325 | 2.8 | 0% |
| 2020 | 781,203 | 634,696 | 146,507 | 5.9 | 0% |
| 2021 | 608,608 | 521,418 | 87,190 | 9.2 | 34% |
| 2022 | 821,438 | 723,221 | 98,217 | 8.2 | 25% |
| 2023 | 703,008 | 845,456 | −142,448 | 6.0 | 25% |
In its most recent public year (2023), this organization spent $142,448 more than it brought in. Its reserves stood at about 6 months of spending, up from 1.5 in 2011. Staff pay was 25% 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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