Temple Civic Theater
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 320,609 | 327,880 | −7,271 | 4.5 | 33% |
| 2012 | 280,182 | 295,671 | −15,489 | 4.7 | 33% |
| 2013 | 303,601 | 245,845 | 57,756 | 8.5 | 24% |
| 2014 | 519,955 | 546,819 | −26,864 | 3.2 | 12% |
| 2015 | 192,842 | 226,164 | −33,322 | 6.0 | 21% |
| 2016 | 301,324 | 220,699 | 80,625 | 10.5 | 22% |
| 2017 | 217,791 | 242,634 | −24,843 | 8.4 | 25% |
| 2018 | 244,852 | 262,235 | −17,383 | 6.9 | 22% |
| 2019 | 222,062 | 219,034 | 3,028 | 9.9 | 18% |
| 2020 | 231,693 | 213,105 | 18,588 | 11.3 | 23% |
| 2021 | 335,922 | 115,718 | 220,204 | 43.6 | 28% |
| 2022 | 293,192 | 234,934 | 58,258 | 24.4 | 24% |
| 2023 | 305,130 | 329,384 | −24,254 | 16.5 | 43% |
In its most recent public year (2023), this organization spent $24,254 more than it brought in. Its reserves stood at about 16.5 months of spending, up from 4.5 in 2011. Staff pay was 43% 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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