The Conservation Alliance
The Conservation Alliance
EIN: 94-3100867
Programs and results
What we aim to solve
Land and water conservation is fundamentally necessary, not just for business, but for the survival of our communities and our planet.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Grants
Grants are available to registered 501(c)(3) organizations to help protect threatened wild places throughout North America for their habitat and recreational values. Eligible projects should seek to protect a specific wild land or waterway for its habitat and recreational values, and should be quantifiable with specific goals, objectives, action plans, and clear measures for evaluating success. Campaigns should also engage grassroots citizen action in support of the conservation effort
Protecting North America's Wild Places
We engage businesses to fund and partner with organizations working to protect North America's wild places for their habitat and recreation values.
Where we work
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Canada
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United States
Our results
How does this organization measure their results? It's a hard question but an important one.
Grants Awarded
This metric is no longer tracked.Totals By Year
Related Program
Grants
Type of Metric
Other - describing something else
14 Conservation Successes
This metric is no longer tracked.Totals By Year
Type of Metric
Other - describing something else
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
The Conservation Alliance drives a proactive agenda to protect nature utilizing strategic advocacy and grantmaking, leveraging business influence, and building deep partnerships with grassroots organizations and local communities to collectively deliver high impact conservation outcomes, protecting North America's outdoor places and wild spaces for everyone.
What are the organization's key strategies for making this happen?
1. Drive an ambitious conservation strategy to achieve durable conservation wins.
2. Advance conservation campaigns at the local level with a robust grants program.
3. Empower and engage our members to be powerful advocates for conservation.
4. Grow and diversify our membership to increase our relevancy and power.
5. Enhance TCA’s brand awareness with a broad array of partners and decision makers.
6. Ensure that our organizational values and infrastructure empower staff.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
8.78
Months of cash in 2023 info
7.3
Fringe rate in 2023 info
20%
Funding sources info
Assets & liabilities info
Financial data
The Conservation Alliance
Balance sheetFiscal Year: Jan 01 - Dec 31
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jan 01 - Dec 31
This snapshot of The Conservation Alliance’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
| Profitability info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $186,961 | $9,808 | $184,865 | -$53,166 | -$463,537 |
| As % of expenses | 6.9% | 0.4% | 5.9% | -1.5% | -12.7% |
| Unrestricted surplus (deficit) after depreciation | $186,066 | $5,560 | $184,035 | -$65,208 | -$483,105 |
| As % of expenses | 6.9% | 0.2% | 5.8% | -1.8% | -13.1% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $3,375,082 | $3,239,140 | $3,428,997 | $2,865,320 | $1,952,342 |
| Total revenue, % change over prior year | 40.9% | -4.0% | 5.9% | -16.4% | -31.9% |
| Program services revenue | 2.3% | 0.0% | 0.0% | 0.0% | 0.0% |
| Membership dues | 52.5% | 46.6% | 53.3% | 58.0% | 81.1% |
| Investment income | 23.0% | 13.9% | 1.7% | 2.8% | 6.5% |
| Government grants | 0.0% | 0.0% | 4.1% | 0.0% | 0.0% |
| All other grants and contributions | 22.3% | 34.2% | 32.4% | 43.9% | 56.3% |
| Other revenue | 0.0% | 5.3% | 8.5% | -4.7% | -43.9% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $2,714,386 | $2,761,323 | $3,154,394 | $3,519,350 | $3,662,862 |
| Total expenses, % change over prior year | 10.2% | 1.7% | 14.2% | 11.6% | 4.1% |
| Personnel | 15.9% | 16.7% | 20.7% | 21.7% | 28.8% |
| Professional fees | 0.0% | 2.4% | 5.1% | 11.1% | 10.1% |
| Occupancy | 0.5% | 0.9% | 0.8% | 0.7% | 0.9% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 73.7% | 72.5% | 70.1% | 62.7% | 55.6% |
| All other expenses | 10.0% | 7.5% | 3.3% | 3.8% | 4.6% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $2,715,281 | $2,765,571 | $3,155,224 | $3,531,392 | $3,682,430 |
| One month of savings | $226,199 | $230,110 | $262,866 | $293,279 | $305,239 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $2,839 | $0 | $0 |
| Total full costs (estimated) | $2,941,480 | $2,995,681 | $3,420,929 | $3,824,671 | $3,987,669 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Months of cash | 29.9 | 10.0 | 8.5 | 6.0 | 7.3 |
| Months of cash and investments | 29.9 | 31.2 | 28.7 | 17.9 | 18.1 |
| Months of estimated liquid unrestricted net assets | 7.7 | 7.6 | 7.4 | 6.4 | 4.6 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Cash | $6,761,094 | $2,296,010 | $2,239,422 | $1,749,886 | $2,222,752 |
| Investments | $0 | $4,894,868 | $5,302,255 | $3,513,379 | $3,311,579 |
| Receivables | $315,810 | $256,327 | $206,038 | $433,490 | $132,868 |
| Gross land, buildings, equipment (LBE) | $16,763 | $16,763 | $19,602 | $19,602 | $19,602 |
| Accumulated depreciation (as a % of LBE) | 67.7% | 93.0% | 83.8% | 88.7% | 91.6% |
| Liabilities (as a % of assets) | 3.2% | 1.6% | 0.2% | 7.9% | 11.2% |
| Unrestricted net assets | $1,750,256 | $1,755,816 | $1,939,851 | $1,874,643 | $1,391,538 |
| Temporarily restricted net assets | N/A | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | N/A | N/A | N/A | N/A | N/A |
| Total restricted net assets | $5,108,104 | $5,576,113 | $5,796,794 | $3,577,068 | $3,740,342 |
| Total net assets | $7,082,326 | $7,331,929 | $7,736,645 | $5,451,711 | $5,131,880 |
Key data checks
| Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Material data errors | Yes | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Paul Hendricks
Number of employees
Source: IRS Form 990
The Conservation Alliance
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
The Conservation Alliance
Highest paid employeesSOURCE: IRS Form 990
Compensation data
The Conservation Alliance
Board of directorsas of 05/14/2025
Board of directors data
Alicia Harvie
Annie Nyborg CHAIR
Ben MacAskill
Carol Shu DIRECTOR
Dana Villeneuve DIRECTOR
Jim Swanson SECRETARY
Julia Stamps Mallon
Keith Shattenkirk
Lauren Hood
Lindsey Davis DIRECTOR
Misha Charles DIRECTOR
Russ Rowell DIRECTOR
Soraya Shatuck DIRECTOR
Wes Carter DIRECTOR
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as: