Glass City Academy
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 1,162,142 | 1,407,310 | −245,168 | 14.1 | 56% |
| 2013 | 1,568,549 | 1,602,462 | −33,913 | 12.1 | 56% |
| 2014 | 1,649,830 | 1,578,760 | 71,070 | 12.8 | 55% |
| 2015 | 1,695,959 | 1,594,798 | 101,161 | 13.5 | 54% |
| 2016 | 1,770,373 | 1,593,037 | 177,336 | 14.8 | 54% |
| 2017 | 1,902,946 | 1,744,575 | 158,371 | 14.6 | 53% |
| 2018 | 1,789,953 | 1,766,169 | 23,784 | 14.6 | 54% |
| 2019 | 1,726,033 | 1,849,877 | −123,844 | 13.2 | 51% |
| 2020 | 2,265,319 | 2,802,421 | −537,102 | 6.4 | 48% |
| 2021 | 2,938,051 | 2,999,618 | −61,567 | -1.1 | 53% |
| 2022 | 3,036,785 | 3,448,945 | −412,160 | -2.4 | 50% |
| 2023 | 3,513,837 | 4,264,724 | −750,887 | -4.0 | 44% |
In its most recent public year (2023), this organization spent $750,887 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-4 months), down from 14.1 in 2012. Staff pay was 44% 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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