Jump Cut Theater
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 88,568 | 78,827 | 9,741 | 1.5 | — |
| 2012 | 193,100 | 184,801 | 8,299 | 1.1 | — |
| 2013 | 194,491 | 123,965 | 70,526 | 5.0 | — |
| 2014 | 185,861 | 205,109 | −19,248 | 2.0 | 38% |
| 2015 | 271,591 | 321,438 | −49,847 | -0.6 | 11% |
| 2016 | 305,327 | 316,587 | −11,260 | -1.0 | 26% |
| 2017 | 366,231 | 322,940 | 43,291 | 0.6 | 26% |
| 2018 | 81,540 | 111,405 | −29,865 | -1.5 | 24% |
| 2019 | 26,746 | 19,065 | 7,681 | -4.0 | — |
| 2020 | 8,636 | 4,676 | 3,960 | -6.2 | — |
In its most recent public year (2020), this organization brought in $3,960 more than it spent. Its liabilities exceeded its net assets — reserves were below zero (-6.2 months), down from 1.5 in 2011.
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 2020. 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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