2025-10-31T11:57:22-04:00 2025-06-30 CUTAJAR & COMPANY PLLC 6533 OLD COACH TRL WASHINGTON MI 480942154 990 2024-07-01 381794060 GROSSE POINTE THEATRE INC GROS 3138814004 315 FISHER GROSSE POINTE MI 482301206 DANIELLE CARALIS PRESIDENT 3138814004 2025-10-27 true TERESE CUTAJAR CPA P00364171 5862558000 2025-10-31 2024 2025-03-06 01:10:19Z DANIELLE CARALIS 315 FISHER ROAD GROSSE POINTE MI 482301206 1095080 false X WWW.GPT.ORG X 1948 MI GPT'S MISSION IS TO CONNECT, CREATE, AND INSPIRE COMMUNITIES THROUGH THEATRE. THE VISION IS TO BE BE RECOGNIZED AS A NATIONAL LEADER IN COMMUNITY THEATRE THROUGH ARTISTIC, EDUCATIONAL AND OPERATIONAL EXCELLENCE. 15 15 5 450 0 309414 365845 429880 343896 37360 76983 0 776654 786724 0 0 126418 126413 0 42633 600105 572642 726523 699055 50131 87669 1061265 1152057 92377 68365 968888 1083692 X OUR MISSION TO CONNECT, CREATE AND INSPIRE COMMUNITIES THROUGH THEATRE IS WHY WE EXIST AS AN ORGANIZATION. OUR VISION TO BECOME RECOGNIZED AS A NATIONAL COMMUNITY THEATRE LEADER, IS WHAT WE WANT TO BECOME. false false 422934 (CONTINUED) GROSSE POINTE THEATRES MOST SIGNIFICANT 2025 ACCOMPLISHMENT WAS TO COMPLETE ITS YEAR ON A PROFITABLE BASIS OPERATIONALLY. THE YEAR HAD MANY CHALLENGES IN SEVERAL WAYS. SCHEDULING OF SHOWS WAS NOT UNDER THE THEATRES CONTROL WHICH MEANT THAT AVAILABLE PERFORMANCE VENUES WERE NOT NECESSARILY IDEAL TO GPTS NORMAL SHOW TIMING. THIS DID IMPACT TICKET SALES AND MADE IT HARDER TO ACHIEVE TICKET SALES GOALS. GPT ALSO CONTINUALLY STRIVES TO INTRODUCE NEWER SHOWS WHICH WILL APPEAL TO A YOUNGER AUDIENCE, BUT MAY NOT HAVE THE SAME FAMILIARITY WITH LONG TIME PATRONS. THIS DOES PRESENT A CONFLICT FROM BOTH CASTING A SHOW AND THEN SELLING A SHOW. THE YOUNGER AUDIENCES AND ACTORS OFTEN PREFER NEWER MATERIAL, WHILE THE LONG-TIME PATRONS ARE MORE OFTEN INTERESTED IN THE NAME RECOGNITION OF SHOWS. THE THEATRE IS ALWAYS STRIVING TO SEEK A BALANCE IN ITS OFFERINGS, KNOWING THAT IT NEEDS TO SATISFY BOTH GROUPS. IN ORDER TO INCREASE TICKET SALES FOR WEEK NIGHT PERFORMANCES WHICH ARE TRADITIONALLY NOT AS WELL ATTENDED AS WEEKEND PERFORMANCES, GPT OFFERED A BROADER VARIETY OF TICKET PRICE LEVELS WHICH PROVED POPULAR. ON THE EXPENSE SIDE, EFFECTIVE COST MANAGEMENT CONTROLS AND POLICIES ARE RIGOROUSLY FOLLOWED IN ALL AREAS. THE BOARD OF DIRECTORS ACTIVELY REVIEW THE SHOW BUDGETS AND MONTHLY OPERATIONAL STATEMENTS. VARIANCES ARE ADDRESSED ON AN ONGOING BASIS AND, FISCAL YEAR END PROJECTIONS ARE PREPARED DURING THE FINAL FIVE MONTHS OF THE YEAR. IN SUMMARY, GPTS MOST SIGNIFICANT ACHIEVEMENT WAS TO REACH MODEST OPERATIONAL PROFITABILITY FOR THE YEAR. A SECOND MAJOR ACCOMPLISHMENT HAS BEEN THE DRIVE TO DIVERSIFY THE ORGANIZATIONS REVENUE STREAMS IN ORDER TO SUPPORT PROFITABILITY. THE BOARD OF DIRECTORS WORKS TIRELESSLY IN THIS REGARD. CONTRIBUTION REVENUE FROM A VARIETY OF SOURCES SUCH AS FOUNDATIONS, GRANTS, ANNUAL FUND CAMPAIGNS AND SOLICITED SPONSORSHIPS ARE SOUGHT. THESE FUNDS ARE EXPECTED TO GROW AS CULTIVATION EFFORTS BECOME MORE FREQUENT AND SOPHISTICATED. ADDITIONALLY, BOARD MEMBERS HAVE COMMITTED SIGNIFICANT PERSONAL FUNDS AS PART OF THEIR FIDUCIARY RESPONSIBILITY TO GPT. FOR THE PAST TWO YEARS, CONTRIBUTIONS AND GRANTS HAVE INCREASED BY 25% AND 20% RESPECTIVELY, WITH THE LARGEST INCREASE COMING FROM FAMILY FOUNDATION AND GRANT INCOME. THE THIRD MAJOR ACCOMPLISHMENT HAS BEEN WITH THE YOUTH EDUCATION PROGRAM. AN EXPANDED CURRICULUM OF CLASSES COMBINED WITH TWO PRODUCTION/PERFORMANCE CLASSES AREA ARE OFFERED ANNUALLY. HOWEVER, THE DEMAND FOR THIS TYPE OF ARTS EDUCATION IS FAR GREATER THAN THE SUPPLY OF CLASSES. IN ORDER TO ADDRESS THIS GROWTH ISSUE, GPT INTRODUCED A NEW REGISTRATION SYSTEM FOR ENROLLMENT WHICH INVOLVED A LOTTERY METHOD. THIS ENSURES THAT ALL STUDENTS RECEIVE EQUAL ACCESS TO THEIR DESIRED CLASSES. OTHER YOUTH CLASSES ARE OFFERED AS WELL, WHICH DOES PROVIDE OPTIONS AND ONGOING ACCESS TO THEATRE EDUCATION. GPT CONTINUES TO ASSESS THIS SITUATION AND WANTS TO PROVIDE MORE EDUCATIONAL OPPORTUNITIES FOR CHILDREN AND YOUTH, WITHOUT SACRIFICING THE QUALITY OF ITS PROGRAMS. INVESTING IN THE YOUTH PROGRAM IS SEEN AS A PIPELINE TO DEVELOP THE TALENTS AND SKILLS OF FUTURE GPT MEMBERS. THE YOUTH PROGRAMS ARE A SIGNIFICANT SOURCE OF REVENUE FOR THE GPT SO THEIR SUCCESS IS VITAL TO THE WHOLE ORGANIZATIONS SUCCESS. LASTLY, FROM A STATEMENT OF FINANCIAL POSITION PERSPECTIVE, GPT HAS MODEST LONG-TERM DEBT OBLIGATIONS, (ONE LEASE COPIER), IS COMMITTED TO BUILDING ITS ENDOWMENT FUND AND SUSTAINABILITY, AND, CONTINUES TO GENERATE A STRONG CASHFLOW. THE 13TH CONSECUTIVE UNQUALIFIED AUDIT WAS JUST APPROVED BY THE BOD. 422934 true true false false false false false false false true true false false false true false true false false false false false false false false false false false false false false false false false false false false false false false false false false false false false false true 43 0 5 true false false false false false false false false X 15 15 false false false false true true false true true false false true true true true false true true false false MI X X DANIELLE CARALIS 3138814004 315 FISHER GROSSE POINTE MI 48230 X DON BISCHOFF DIRECTOR 10.00 X 0 0 0 STEPHANIE BUTLER DIRECTOR 10.00 X 0 0 0 DANIELLE CARALIS PRESIDENT 35.00 X X 0 0 0 PATRICIA ELLIS DIRECTOR 5.00 X 0 0 0 KEVIN FITZHENRY DIRECTOR 5.00 X 0 0 0 TIM HIGGINS DIRECTOR STR 25.00 X 0 0 0 ERIC LESZCZYNSKI DIRECTOR 15.00 X 0 0 0 NICK MARINELLO VICE PRESIDE 35.00 X X 0 0 0 OLYVIA O'DONNELL SECRETARY 25.00 X X 0 0 0 JOANNA PANAGOS DIRECTOR 5.00 X 0 0 0 DALE PEGG DIRECTOR 20.00 X 0 0 0 MARIE BOYLE REINMAN TREASURER 20.00 X X 0 0 0 THERESA SELVAGGIO DIRECT DEVEL 35.00 X 0 0 0 MARIO SIMONE DIRECTOR 15.00 X 0 0 0 false false false 107650 35843 222352 365845 TICKET SALES 711110 318857 318857 OTHER PROGRAM REVENUE 541800 17989 17989 PROGRAM ADVERTISING 711110 7050 7050 343896 28094 28094 357245 308356 48889 48889 48889 786724 392785 28094 116877 99637 17240 9536 6898 2638 254 254 9750 9750 7094 7094 27266 19267 7999 63515 44576 4183 14756 3932 3932 38122 38122 24171 11778 12393 7145 7145 327 327 20493 11271 9222 26271 26271 PERFORMANCE EXPENSE 168479 168479 STIPENDS 55311 55311 OUTSIDE SERVICES 40021 10028 29993 CREDIT CARD FEE 32366 32366 48125 24591 23534 699055 422934 233488 42633 55853 29345 114896 6604 2025 9873 86655 784841 637270 153665 147571 724953 870263 11619 1061265 1152057 8779 456 44970 40780 38628 27129 92377 68365 X 828000 929678 140888 154014 968888 1083692 1061265 1152057 87669 27135 X false true true false X 322821 462203 261874 309414 365845 1722157 2260 234459 382878 429880 343896 1393373 325081 696662 644752 739294 709741 3115530 3115530 5521 9504 12165 21014 28094 76298 5521 9504 12165 21014 28094 76298 330602 706166 656917 760308 737835 3191828 0.97610 0.98060 0.02000 0.02000 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 140888 10000 3126 154014 138620 2286 140888 126394 10000 2226 138620 123631 1000 1763 126394 38927 83757 947 123631 0.12990 0.78010 0.09000 true false 25000 25000 490537 490537 269304 637270 -367966 147571 SCHOLARSHIP 14335 FINANCE LEASE LIABILITY 11894 REFUNDABLE ADVANCES 900 27129 813859 27135 27135 786724 786724 699055 699055 699055 SCHEDULE D, PAGE 2, PART V, LINE 4 TO PROTECT THE SUSTAINABILITY OF GROSSE POINTE THEATRE IN THE COMMUNITY BY PROVIDING ADDITIONAL INCOME FOR ITS THEATER PROGRAMS. FORM 990, PAGE 2, PART III, LINE 4A (CONTINUED) GROSSE POINTE THEATRES MOST SIGNIFICANT 2025 ACCOMPLISHMENT WAS TO COMPLETE ITS YEAR ON A PROFITABLE BASIS OPERATIONALLY. THE YEAR HAD MANY CHALLENGES IN SEVERAL WAYS. SCHEDULING OF SHOWS WAS NOT UNDER THE THEATRES CONTROL WHICH MEANT THAT AVAILABLE PERFORMANCE VENUES WERE NOT NECESSARILY IDEAL TO GPTS NORMAL SHOW TIMING. THIS DID IMPACT TICKET SALES AND MADE IT HARDER TO ACHIEVE TICKET SALES GOALS. GPT ALSO CONTINUALLY STRIVES TO INTRODUCE NEWER SHOWS WHICH WILL APPEAL TO A YOUNGER AUDIENCE, BUT MAY NOT HAVE THE SAME FAMILIARITY WITH LONG TIME PATRONS. THIS DOES PRESENT A CONFLICT FROM BOTH CASTING A SHOW AND THEN SELLING A SHOW. THE YOUNGER AUDIENCES AND ACTORS OFTEN PREFER NEWER MATERIAL, WHILE THE LONG-TIME PATRONS ARE MORE OFTEN INTERESTED IN THE NAME RECOGNITION OF SHOWS. THE THEATRE IS ALWAYS STRIVING TO SEEK A BALANCE IN ITS OFFERINGS, KNOWING THAT IT NEEDS TO SATISFY BOTH GROUPS. IN ORDER TO INCREASE TICKET SALES FOR WEEK NIGHT PERFORMANCES WHICH ARE TRADITIONALLY NOT AS WELL ATTENDED AS WEEKEND PERFORMANCES, GPT OFFERED A BROADER VARIETY OF TICKET PRICE LEVELS WHICH PROVED POPULAR. ON THE EXPENSE SIDE, EFFECTIVE COST MANAGEMENT CONTROLS AND POLICIES ARE RIGOROUSLY FOLLOWED IN ALL AREAS. THE BOARD OF DIRECTORS ACTIVELY REVIEW THE SHOW BUDGETS AND MONTHLY OPERATIONAL STATEMENTS. VARIANCES ARE ADDRESSED ON AN ONGOING BASIS AND, FISCAL YEAR END PROJECTIONS ARE PREPARED DURING THE FINAL FIVE MONTHS OF THE YEAR. IN SUMMARY, GPTS MOST SIGNIFICANT ACHIEVEMENT WAS TO REACH MODEST OPERATIONAL PROFITABILITY FOR THE YEAR. A SECOND MAJOR ACCOMPLISHMENT HAS BEEN THE DRIVE TO DIVERSIFY THE ORGANIZATIONS REVENUE STREAMS IN ORDER TO SUPPORT PROFITABILITY. THE BOARD OF DIRECTORS WORKS TIRELESSLY IN THIS REGARD. CONTRIBUTION REVENUE FROM A VARIETY OF SOURCES SUCH AS FOUNDATIONS, GRANTS, ANNUAL FUND CAMPAIGNS AND SOLICITED SPONSORSHIPS ARE SOUGHT. THESE FUNDS ARE EXPECTED TO GROW AS CULTIVATION EFFORTS BECOME MORE FREQUENT AND SOPHISTICATED. ADDITIONALLY, BOARD MEMBERS HAVE COMMITTED SIGNIFICANT PERSONAL FUNDS AS PART OF THEIR FIDUCIARY RESPONSIBILITY TO GPT. FOR THE PAST TWO YEARS, CONTRIBUTIONS AND GRANTS HAVE INCREASED BY 25% AND 20% RESPECTIVELY, WITH THE LARGEST INCREASE COMING FROM FAMILY FOUNDATION AND GRANT INCOME. THE THIRD MAJOR ACCOMPLISHMENT HAS BEEN WITH THE YOUTH EDUCATION PROGRAM. AN EXPANDED CURRICULUM OF CLASSES COMBINED WITH TWO PRODUCTION/PERFORMANCE CLASSES AREA ARE OFFERED ANNUALLY. HOWEVER, THE DEMAND FOR THIS TYPE OF ARTS EDUCATION IS FAR GREATER THAN THE SUPPLY OF CLASSES. IN ORDER TO ADDRESS THIS GROWTH ISSUE, GPT INTRODUCED A NEW REGISTRATION SYSTEM FOR ENROLLMENT WHICH INVOLVED A LOTTERY METHOD. THIS ENSURES THAT ALL STUDENTS RECEIVE EQUAL ACCESS TO THEIR DESIRED CLASSES. OTHER YOUTH CLASSES ARE OFFERED AS WELL, WHICH DOES PROVIDE OPTIONS AND ONGOING ACCESS TO THEATRE EDUCATION. GPT CONTINUES TO ASSESS THIS SITUATION AND WANTS TO PROVIDE MORE EDUCATIONAL OPPORTUNITIES FOR CHILDREN AND YOUTH, WITHOUT SACRIFICING THE QUALITY OF ITS PROGRAMS. INVESTING IN THE YOUTH PROGRAM IS SEEN AS A PIPELINE TO DEVELOP THE TALENTS AND SKILLS OF FUTURE GPT MEMBERS. THE YOUTH PROGRAMS ARE A SIGNIFICANT SOURCE OF REVENUE FOR THE GPT SO THEIR SUCCESS IS VITAL TO THE WHOLE ORGANIZATIONS SUCCESS. LASTLY, FROM A STATEMENT OF FINANCIAL POSITION PERSPECTIVE, GPT HAS MODEST LONG-TERM DEBT OBLIGATIONS, (ONE LEASE COPIER), IS COMMITTED TO BUILDING ITS ENDOWMENT FUND AND SUSTAINABILITY, AND, CONTINUES TO GENERATE A STRONG CASHFLOW. THE 13TH CONSECUTIVE UNQUALIFIED AUDIT WAS JUST APPROVED BY THE BOD. FORM 990, PAGE 6, PART VI, LINE 6 MEMBERS AND BOARD MEMBERS FORM 990, PAGE 6, PART VI, LINE 7A THEATRE MEMBERS VOTE ANNUALLY FOR BOARD OF DIRECTORS. FORM 990, PAGE 6, PART VI, LINE 11B THE THEATRE'S PROCESS IS TO PRESENT THE FORM 990 TO THE BOARD OF DIRECTOR'S EXECUTIVE COMMITTEE FOR APPROVAL PRIOR TO FILING. FORM 990, PAGE 6, PART VI, LINE 12C ANNUAL REVIEW AND BOARD MEETING DISCUSSIONS FORM 990, PAGE 6, PART VI, LINE 15A THEATRE ORGANIZED A COMMITTEE RELATING TO REVIEW OF EXECTUIVE DIRECTOR COMPENSATION THAT OBTAINED INFORMATION FROM A SIMILAR ORGANIZATION. FORM 990, PAGE 6, PART VI, LINE 19 THEATRE NOTIFIES ALL MEMBERS OF THE AVAILABILITY OF ALL DOCUMENTS.