Texas Conservation Alliance
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 292,151 | 233,450 | 58,701 | 31.8 | 36% |
| 2012 | 323,095 | 246,774 | 76,321 | 33.9 | 37% |
| 2013 | 256,377 | 253,869 | 2,508 | 33.1 | 37% |
| 2014 | 253,610 | 238,211 | 15,399 | 36.1 | 42% |
| 2015 | 233,347 | 252,614 | −19,267 | 33.1 | 41% |
| 2016 | 220,620 | 216,933 | 3,687 | 39.0 | 50% |
| 2017 | 227,062 | 209,598 | 17,464 | 41.8 | 53% |
| 2018 | 230,195 | 228,522 | 1,673 | 38.2 | 50% |
| 2019 | 739,834 | 739,048 | 786 | 12.0 | 12% |
| 2020 | 1,246,926 | 1,245,915 | 1,011 | 7.2 | 11% |
| 2021 | 723,338 | 722,019 | 1,319 | 12.7 | 31% |
| 2022 | 952,524 | 936,526 | 15,998 | 9.6 | 29% |
| 2023 | 1,107,553 | 1,079,805 | 27,748 | 8.5 | 24% |
In its most recent public year (2023), this organization brought in $27,748 more than it spent. Its reserves stood at about 8.5 months of spending, down from 31.8 in 2011. Staff pay was 24% 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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