Theodore Roosevelt Conservation Partnership, Inc.
Theodore Roosevelt Conservation Partnership, Inc.
EIN: 04-3706385
as of September 2023
as of September 18, 2023
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
The TRCP's mission is to guarantee all Americans quality places to hunt and fish by uniting and amplifying our partners’ voices to advance America’s legacy of conservation, habitat, and access.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Conservation
Marine Fisheries: The long-term health of America’s marine fisheries is threatened by climate change, coastal wetlands loss, excessive forage fish harvest and bycatch mortality, high nutrients in freshwater runoff, and, in the Gulf, lasting impacts from the Deepwater Horizon oil disaster. To protect saltwater fisheries, the TRCP advocates for modernizing fisheries management approaches regionally and at the federal level, supports place-paced restoration projects and funding in Louisiana and the Everglades/South Florida, and leads a campaign to promote ecological management of Atlantic and Gulf menhaden and curb the reduction fishery.
Private Lands: Roughly 50 percent of the contiguous United States is privately-owned cropland, pastureland, and rangeland. To support conservation of these lands the TRCP supports an increased Conservation Title in the 2023 farm bill (the single largest annual federal investment in conservation), strong implementation of working lands conservation programs, and federal funding and action to curb the spread of chronic wasting disease.
Public Lands: There are more competing demands on natural resources than ever before, and the ecological integrity and accessibility of the West’s public lands is truly imperiled. To conserve public lands, the TRCP supports management that balances development with fish and wildlife needs including through the identification and protection of migration corridors and stopover habitats and implementation of sage grouse conservation plans, integrating the backcountry conservation management approach into BLM Resource Management Plan revisions to conserve 1.5 million acres over the next five years, and improving access by modernizing agency data and opening landlocked public lands.
Water Resources: Clean and abundant water is a staple of healthy fish and wildlife resources and recreational opportunity. In the West, the TRCP is part of a broad collaborative to advocate for healthy sustainable flows in the Colorado River basin. In Pennsylvania, our field organizer advocates for strong funding and protective designations to protect its water resources. Nationally we defend the Clean Water Act and support natural infrastructure solutions that restore healthy waterways and habitat.
Conservation Funding: Since 1977, Function 300 (the conservation portion of the federal budget) has been cut significantly relative to the overall budget and is now below 1% from a high of 4% in the 1970s. The TRCP advocates for strong conservation funding through annual appropriations and other broad legislative vehicles (such as those related to climate, infrastructure, and stimulus). We also lead the Conservation Works for America campaign to demonstrate the economic advantages of investing in conservation.
Climate Resilience: Through its newest policy center, the TRCP builds and demonstrates broad support from within the hunting and fishing community for the priorities outlined in our 2020 coalition document Sportsmen and Sportswomen’s Climate Solutions.
Where we work
Awards
Outstanding contribution to the conservation of our fisheries resources 2004
US Fish and Wildlife Service
Award of Excellence 2008
Sporting Heritage
Organizational Governmental Award 2012
Freshwater Fishing Hall of Fame
Conservationist of the year - Jim Range 2010
Budweiser
Conservation Partner of the Year - Whit Fosburgh 2014
Bass Pro Shops
Inclusion and Unity Award - Whit Fosburgh 2022
Minority Outdoor Alliance
Community Water Hero- Jared Romero 2023
Colorado Water Conservation Board
Affiliations & memberships
Land Trust Alliance 2012
External reviews

Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsNumber of coalition members
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
Conservation
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
Our Policy Council is a coalition of nonprofits working together to promote policy positions advancing conservation, public access, and habitat.
Number of website pageviews
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
Conservation
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Total Combined Social Audiences Across All Channels
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
Conservation
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
This includes Facebook, Twitter and Instagram.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn 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 TRCP aims to be a nonpartisan advocate for conservation solutions, a coalition builder to address the threats and opportunities facing conservation, and an influential, independent thought leader.
What are the organization's key strategies for making this happen?
Improving management of and access to our public lands and waters, and protecting areas of special value.
Championing incentive-based solutions for private landowners to conserve wildlife, protect water quality, and provide access for hunting and fishing.
Advocating for land-and-water based solutions that sequester carbon and strengthen climate resilience.
Protecting America’s wetlands, rivers, and streams.
And identifying and supporting science-based solutions for wildlife and fisheries management.
What are the organization's capabilities for doing this?
1. Leveraging the collective strength of national, regional and state conservation organizations and non-traditional allies by leading partnerships around important federal conservation initiatives
2. Facilitate meaningful collaboration between the sporting communities and other key constituencies
3. Communicating sportsmen's priorities and positions effectively to raise awareness about key issues and help drive policy outcomes
What have they accomplished so far and what's next?
Visit https://www.trcp.org/financials/ to review our most up to date financial reports, 990s, and annual reports which summarize our accomplishments.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
1.98
Months of cash in 2022 info
5.5
Fringe rate in 2022 info
25%
Funding sources info
Assets & liabilities info
Financial data
Theodore Roosevelt Conservation Partnership, Inc.
Revenue & expensesFiscal Year: Jan 01 - Dec 31
Theodore Roosevelt Conservation Partnership, Inc.
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.
Theodore Roosevelt Conservation Partnership, Inc.
Financial trends analysis Glossary & formula definitionsFiscal Year: Jan 01 - Dec 31
This snapshot of Theodore Roosevelt Conservation Partnership, Inc.’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.
Created in partnership with
Business model indicators
Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $322,421 | -$65,407 | $1,508,816 | $515,811 | -$438,148 |
As % of expenses | 6.4% | -1.1% | 26.5% | 7.5% | -5.2% |
Unrestricted surplus (deficit) after depreciation | $307,545 | -$82,415 | $1,492,100 | $484,813 | -$474,314 |
As % of expenses | 6.1% | -1.4% | 26.1% | 7.0% | -5.6% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $5,061,204 | $7,238,554 | $7,521,022 | $7,861,411 | $8,316,057 |
Total revenue, % change over prior year | -15.5% | 43.0% | 3.9% | 4.5% | 5.8% |
Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.1% | 0.2% | 0.0% | 0.4% | 0.9% |
Government grants | 0.0% | 0.1% | 7.4% | 0.0% | 0.0% |
All other grants and contributions | 99.9% | 99.7% | 92.5% | 99.6% | 98.6% |
Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.5% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $5,021,680 | $5,781,102 | $5,693,750 | $6,861,369 | $8,395,437 |
Total expenses, % change over prior year | 13.7% | 15.1% | -1.5% | 20.5% | 22.4% |
Personnel | 57.7% | 56.3% | 64.8% | 58.7% | 55.4% |
Professional fees | 11.2% | 13.3% | 14.5% | 15.5% | 17.0% |
Occupancy | 3.7% | 3.2% | 4.4% | 3.6% | 2.9% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 1.0% | 1.5% | 0.2% | 0.2% |
All other expenses | 27.5% | 26.2% | 14.8% | 22.1% | 24.5% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $5,036,556 | $5,798,110 | $5,710,466 | $6,892,367 | $8,431,603 |
One month of savings | $418,473 | $481,759 | $474,479 | $571,781 | $699,620 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $15,418 | $25,428 | $62,918 | $0 | $0 |
Total full costs (estimated) | $5,470,447 | $6,305,297 | $6,247,863 | $7,464,148 | $9,131,223 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 5.2 | 4.3 | 9.0 | 8.3 | 5.5 |
Months of cash and investments | 5.2 | 4.3 | 9.0 | 8.3 | 7.9 |
Months of estimated liquid unrestricted net assets | 2.5 | 2.0 | 4.9 | 5.0 | 3.4 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Cash | $2,195,723 | $2,056,478 | $4,256,931 | $4,757,853 | $3,846,517 |
Investments | $0 | $0 | $0 | $0 | $1,667,305 |
Receivables | $294,877 | $1,353,941 | $1,079,752 | $1,666,616 | $1,075,841 |
Gross land, buildings, equipment (LBE) | $208,952 | $234,379 | $158,418 | $180,052 | $180,396 |
Accumulated depreciation (as a % of LBE) | 81.8% | 80.2% | 41.5% | 53.7% | 65.6% |
Liabilities (as a % of assets) | 59.5% | 29.1% | 23.7% | 22.8% | 36.1% |
Unrestricted net assets | $1,026,465 | $944,050 | $2,436,150 | $2,920,963 | $2,446,649 |
Temporarily restricted net assets | $52,928 | N/A | N/A | N/A | N/A |
Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
Total restricted net assets | $52,928 | $1,575,787 | $1,894,243 | $2,378,474 | $2,480,321 |
Total net assets | $1,079,393 | $2,519,837 | $4,330,393 | $5,299,437 | $4,926,970 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President/CEO
Mr. Whit Fosburgh
Whit Fosburgh joined TRCP in June 2010. Prior to working at the TRCP, Fosburgh spent 15 years at Trout Unlimited, playing a critical role in that organization’s evolution into a conservation powerhouse. Additionally, Fosburgh served as fisheries’ director for the National Fish and Wildlife Foundation, was chief environment and energy staff person for Sen. Tom Daschle and was a wildlife specialist for the National Audubon Society. Fosburgh grew up hunting and fishing in upstate New York and was a member of team USA in the 1997 World Fly Fishing Championships. He brings a wealth of experience centered on conservation policy, fundraising and program development as well as a passion for the outdoors.
Number of employees
Source: IRS Form 990
Theodore Roosevelt Conservation Partnership, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Theodore Roosevelt Conservation Partnership, Inc.
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Theodore Roosevelt Conservation Partnership, Inc.
Board of directorsas of 05/23/2023
Board of directors data
Mr. James Baker
Retired
Term: 2021 - 2024
Matt Cook
Elizabeth Storer
George B Storer Foundation
Rod Nelson
Liquid Robotics/Schlumber
William Demmer
Demmer Corporation
Tod Sedgwick
Alston & Bird
K.C. Walsh
Simms Fishing Products
Alston Watt
Williams Family Foundation
Paul Vigano
JH Whitney
Jo Ann Barefoot
Barefoot Innovation Group
Weldon Baird
Baird Group
Terry Hamby
Glenn Hughes
American Sportfishing Association
Becky Humphries
National Wild Turkey Federation
Simon Perkins
Orvis
John Redpath
Trailstone LLC
Aileen Lee
Gordon and Betty Moore Foundation
Steven Rinella
MeatEater
Clarke Ohrstrom
Whitewood Stable
Laura Orvidas
onX
I Ling Thompson
Trust for Public Land
Howard Vincent
Pheasants Forever
Nick Wiley
Ducks Unlimited
Brian Yablonski
PERC
Shawn Gorman
LL Bean
Rue Mapp
Outdoor Afro
Sanjay Patel
Private Equity of Apollo Management
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? No
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:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 01/25/2023GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G