Central Texas Water Coalition Inc
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2012 | 147,081 | 101,553 | 45,528 | 8.3 | — |
| 2013 | 95,175 | 148,521 | −53,346 | 1.4 | — |
| 2014 | 215,288 | 79,830 | 135,458 | 22.9 | 0% |
| 2015 | 224,876 | 281,033 | −56,157 | 4.3 | 25% |
| 2016 | 185,325 | 212,044 | −26,719 | 4.2 | 22% |
| 2017 | 164,072 | 128,336 | 35,736 | 10.2 | 2% |
| 2018 | 199,464 | 131,284 | 68,180 | 16.2 | 12% |
| 2019 | 151,452 | 88,051 | 63,401 | 32.9 | 0% |
| 2020 | 64,271 | 111,365 | −47,094 | 20.8 | 0% |
| 2021 | 86,768 | 103,538 | −16,770 | 20.4 | — |
| 2022 | 116,869 | 122,159 | −5,290 | 16.8 | — |
| 2023 | 118,384 | 147,053 | −28,669 | 11.6 | — |
In its most recent public year (2023), this organization spent $28,669 more than it brought in. Its reserves stood at about 11.6 months of spending, up from 8.3 in 2012.
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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