Williamson County Child Advocacy Center Task Force
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 273,620 | 340,145 | −66,525 | 1.4 | 57% |
| 2012 | 373,914 | 378,447 | −4,533 | 1.1 | 59% |
| 2013 | 387,431 | 349,255 | 38,176 | 2.5 | 60% |
| 2014 | 383,495 | 360,732 | 22,763 | 3.2 | 56% |
| 2015 | 431,401 | 463,570 | −32,169 | 1.7 | 59% |
| 2016 | 525,722 | 485,859 | 39,863 | 2.6 | 58% |
| 2017 | 531,357 | 540,230 | −8,873 | 2.1 | 61% |
| 2018 | 564,510 | 565,277 | −767 | 2.0 | 59% |
| 2019 | 604,799 | 635,586 | −30,787 | 1.2 | 63% |
| 2020 | 689,498 | 690,461 | −963 | 1.1 | 62% |
| 2021 | 851,723 | 907,685 | −55,962 | 0.1 | 51% |
| 2022 | 1,137,330 | 1,081,595 | 55,735 | 0.7 | 47% |
| 2023 | 1,386,399 | 1,504,809 | −118,410 | -0.4 | 43% |
In its most recent public year (2023), this organization spent $118,410 more than it brought in. Its liabilities exceeded its net assets — reserves were below zero (-0.4 months), down from 1.4 in 2011. Staff pay was 43% 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
Williamson County Child Advocacy Center Task Force's IRS filings as a feed — one entry per filing year, through 2023. Add the address to any feed reader; in Slack, send /feed subscribe with it (pasting the link alone won't subscribe). How this feed works