Community Alliance Housing Corporation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 341,863 | 374,286 | −32,423 | 3.7 | 12% |
| 2012 | 351,170 | 357,798 | −6,628 | 3.7 | 12% |
| 2013 | 320,366 | 387,058 | −66,692 | 1.3 | 11% |
| 2014 | 361,584 | 393,355 | −31,771 | 0.3 | 12% |
| 2015 | 357,960 | 419,122 | −61,162 | -1.4 | 12% |
| 2016 | 364,160 | 413,184 | −49,024 | -2.9 | 13% |
| 2017 | 430,471 | 414,306 | 16,165 | -2.4 | 12% |
| 2018 | 368,571 | 409,720 | −41,149 | -3.6 | 12% |
| 2019 | 387,891 | 395,267 | −7,376 | -4.0 | 12% |
| 2020 | 365,431 | 370,860 | −5,429 | -4.4 | 12% |
| 2021 | 371,353 | 374,549 | −3,196 | -4.5 | 13% |
| 2022 | 378,371 | 387,142 | −8,771 | -4.6 | 13% |
| 2023 | 538,061 | 404,929 | 133,132 | -0.5 | 14% |
In its most recent public year (2023), this organization brought in $133,132 more than it spent. Its liabilities exceeded its net assets — reserves were below zero (-0.5 months), down from 3.7 in 2011. Staff pay was 14% 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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