Texas Competitive Power Advocates
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 427,001 | 425,564 | 1,437 | 2.4 | 56% |
| 2012 | 365,135 | 284,165 | 80,970 | 7.0 | 64% |
| 2013 | 307,556 | 264,670 | 42,886 | 9.5 | 46% |
| 2014 | 302,744 | 292,464 | 10,280 | 9.0 | 47% |
| 2015 | 146,533 | 230,300 | −83,767 | 7.1 | 60% |
| 2016 | 202,946 | 236,713 | −33,767 | 5.1 | 58% |
| 2017 | 280,031 | 240,524 | 39,507 | 7.0 | 57% |
| 2018 | 270,031 | 205,651 | 64,380 | 12.0 | 54% |
| 2019 | 452,690 | 338,544 | 114,146 | 11.6 | 44% |
| 2020 | 302,346 | 293,511 | 8,835 | 13.7 | 61% |
| 2021 | 438,589 | 378,236 | 60,353 | 12.6 | 49% |
| 2022 | 688,857 | 755,884 | −67,027 | 5.2 | 33% |
| 2023 | 992,960 | 986,624 | 6,336 | 4.1 | 33% |
In its most recent public year (2023), this organization brought in $6,336 more than it spent. Its reserves stood at about 4.1 months of spending, up from 2.4 in 2011. Staff pay was 33% 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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