Global Livingston Institute
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2013 | 610,409 | 594,191 | 16,218 | 0.3 | 18% |
| 2014 | 701,387 | 699,352 | 2,035 | 0.3 | 0% |
| 2015 | 812,772 | 775,347 | 37,425 | 5.1 | 21% |
| 2016 | 537,598 | 488,749 | 48,849 | 9.4 | 46% |
| 2017 | 1,009,706 | 719,550 | 290,156 | 11.2 | 35% |
| 2018 | 945,706 | 777,367 | 168,339 | 12.6 | 46% |
| 2019 | 1,568,781 | 1,559,369 | 9,412 | 6.4 | 25% |
| 2020 | 747,306 | 846,449 | −99,143 | 10.4 | 39% |
| 2021 | 1,092,204 | 754,745 | 337,459 | 17.0 | 38% |
| 2022 | 1,087,276 | 983,835 | 103,441 | 14.3 | 28% |
| 2023 | 1,261,420 | 1,222,994 | 38,426 | 11.9 | 30% |
In its most recent public year (2023), this organization brought in $38,426 more than it spent. Its reserves stood at about 11.9 months of spending, up from 0.3 in 2013. Staff pay was 30% of spending. $536,786 of its net assets are donor-restricted.
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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