Theodore Roosevelt Conservation Partnership, Inc.

aka TRCP   |   Washington, DC   |
GuideStar Charity Check

Theodore Roosevelt Conservation Partnership, Inc.

EIN: 04-3706385


We guarantee all Americans quality place to hunt and fish.

Ruling year info



Mr. Whit Fosburgh

Main address

529 14th Street Suite 500

Washington, DC 20045 USA

Show more contact info



Subject area info


Natural resources

Wildlife biodiversity

Fishing and hunting

Population served info


NTEE code info

Natural Resource Conservation and Protection (C30)

Wildlife Preservation/Protection (D30)

What we aim to solve

SOURCE: Self-reported by organization

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

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?


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.

Population(s) Served

Where we work


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


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

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of coalition members

This metric is no longer tracked.
Totals By Year
Population(s) Served


Related Program


Type of Metric

Input - describing resources we use

Direction of Success


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


Related Program


Type of Metric

Output - describing our activities and reach

Direction of Success


Total Combined Social Audiences Across All Channels

This metric is no longer tracked.
Totals By Year
Population(s) Served


Related Program


Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

This includes Facebook, Twitter and Instagram.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

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.

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.

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

Visit to review our most up to date financial reports, 990s, and annual reports which summarize our accomplishments.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • 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

  • 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

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback


Theodore Roosevelt Conservation Partnership, Inc.
Fiscal year: Jan 01 - Dec 31

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990


Average of 4.93 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 5.9 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 20% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Theodore Roosevelt Conservation Partnership, Inc.

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Theodore Roosevelt Conservation Partnership, Inc.

Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

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 ending: cloud_download Download Data

Theodore Roosevelt Conservation Partnership, Inc.

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

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


The people, governance practices, and partners that make the organization tick.

Form 1023/1024 is not available for this organization


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 employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

Theodore Roosevelt Conservation Partnership, Inc.

Highest paid employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

Theodore Roosevelt Conservation Partnership, Inc.

Board of directors
as of 05/23/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board co-chair

Mr. James Baker


Term: 2021 - 2024

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Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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

SOURCE: Self-reported; last updated 1/25/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Male, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight
Disability status
Person without a disability

Race & ethnicity

Gender identity


Sexual orientation

No data


No data

Equity strategies

Last updated: 01/25/2023

GuideStar 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.
Policies and processes
  • 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.


Fiscal year ending

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser