Community House On Broadway
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 645,107 | 574,967 | 70,140 | 3.4 | 9% |
| 2012 | 581,485 | 604,715 | −23,230 | 2.8 | 39% |
| 2013 | 1,110,331 | 729,053 | 381,278 | 8.6 | 44% |
| 2014 | 838,413 | 922,712 | −84,299 | 5.7 | 37% |
| 2015 | 1,391,753 | 1,396,760 | −5,007 | 3.7 | 49% |
| 2016 | 1,689,972 | 1,647,102 | 42,870 | 3.5 | 52% |
| 2017 | 1,603,684 | 1,470,338 | 133,346 | 5.0 | 49% |
| 2018 | 1,168,869 | 1,045,527 | 123,342 | 8.4 | 39% |
| 2019 | 1,391,602 | 1,182,024 | 209,578 | 9.6 | 38% |
| 2020 | 2,808,618 | 1,819,118 | 989,500 | 12.7 | 49% |
| 2021 | 2,454,640 | 1,943,386 | 511,254 | 15.1 | 52% |
| 2022 | 2,551,383 | 1,794,478 | 756,905 | 21.4 | 66% |
| 2023 | 2,871,919 | 2,189,408 | 682,511 | 21.3 | 54% |
In its most recent public year (2023), this organization brought in $682,511 more than it spent. Its reserves stood at about 21.3 months of spending, up from 3.4 in 2011. Staff pay was 54% 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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