Brompton Community Housing Development Corporation
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 443,441 | 371,874 | 71,567 | 3.0 | 6% |
| 2012 | −775,449 | 641,608 | −1,417,057 | -5.2 | 14% |
| 2013 | −532,824 | 165,561 | −698,385 | -27.7 | 43% |
| 2014 | 1,004,334 | 168,216 | 836,118 | -5.4 | 47% |
| 2015 | 1,223,535 | 333,720 | 889,815 | 13.4 | 37% |
| 2016 | 1,538,676 | 513,761 | 1,024,915 | 7.2 | 27% |
| 2017 | 3,637,107 | 1,119,698 | 2,517,409 | 9.0 | 12% |
| 2018 | 1,234,260 | 799,484 | 434,776 | 13.4 | 23% |
| 2019 | 11,612,641 | 1,223,096 | 10,389,545 | 85.8 | 14% |
| 2020 | 884,787 | 994,770 | −109,983 | 149.7 | 28% |
| 2021 | 2,078,665 | 1,016,740 | 1,061,925 | 147.3 | 25% |
| 2022 | 1,969,994 | 906,809 | 1,063,185 | 180.5 | 0% |
| 2023 | 1,584,547 | 833,389 | 751,158 | 212.0 | 0% |
In its most recent public year (2023), this organization brought in $751,158 more than it spent. Its reserves stood at about 212 months of spending, up from 3 in 2011. Staff pay was 0% 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
A new entry when its next filing is released. No account, no email; works in any feed reader, Slack, or automation tool. How following works