PAWS Shelter of Central Texas
A Small Shelter Doing BIG Things
Learn how to support this organization
PAWS Shelter of Central Texas
EIN: 74-2421563
as of September 2024
as of September 09, 2024
Mission
PAWS Shelter of Central Texas (PAWS) was founded in Kyle, Texas in 1986 as a 501 (c) 3 non-profit organization providing care and love to homeless, abandoned, and abused animals. We are a no-kill shelter that believes in second chances! At PAWS, pets are given medical attention, care, and love for as long it takes for us to find them a loving home.
While the challenges are great, with the help of your donations and grants, we make a difference in how our four-legged friends are treated and, ultimately, make the world a more humane place for all.
Ruling year
1987
Executive Director
Leslie Hutson
Main address
Po Box 695
Dripping Springs, TX 78620 USA
EIN
74-2421563
Animal welfare
Population served
Adults
Families
NTEE code
Animal Protection and Welfare (includes Humane Societies and SPCAs) (D20)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
We work to solve the pet overpopulation problem. Additionally, we work to educate the public on how to be responsible pet owners. This, in turn, helps to reduce the number of homeless pets. As of 2018, we have put our focus on moving Hays County to a No Kill Community. We are working to assist the municipal shelter and are working with City and County leaders to move the kill rate from 47% down to 10% of less. We have implemented new and proven programs to help the community with this lofty goal. We are building a new shelter in Dripping Springs that will impact these numbers within 90 days of opening.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
A Paw Up
A Paw Up was implemented to help those pets that need added help in getting adopted or staying in adoptive homes due to behavioral issues.
The program focuses on pets that have been returned for behavioral reasons, like separation anxiety or re-activity, present poorly in a shelter environment, or have know behaviors that may pose challenging to a new adopter.
Our goal is to set-up our pets for success and keep pets in homes.
Cell Dog
Cell Dog is a partnership between PAWS Shelter of Central Texas and the Kyle Correctional Center where 8-10 dogs live and train with inmates for an 8 week period.
The dogs learn desired behaviors to make them more adoptable and to keep them in their adoptive homes, while inmates are rehabilitated and learn to be responsible and disciplined.
This program not only focuses on our canine friends, but also the human component.
PAWS Pet Pantry
PAWS Pantry was started to help those who have found themselves unable to care for their pets. The goal is to help keep pets out of shelters due to unexpected financial hardship.
Dog and Cat Adoptions
We provide shelter, love and care for homeless animals while searching for adoptive homes. Potential adopters can visit either or both our Kyle and/or Dripping Springs shelters, as well as Off-Site Adoption locations at Petco, PetSmart, or every weekend at different local businesses. Adopters can also view our pets online where they can then apply for adoption.
Volunteer Program and Foster Programs
Our Volunteer Program consists of over 1000 people who volunteer their time to assist us in many ways. Some volunteers come and walk dogs and cuddle with our cats. Other volunteers work fundraising events or at the Village Store which converts hours to dollars for PAWS.
We have a formalized volunteer orientation and training program to ensure the safety and of both pets and people.
Our Foster Program consists of over 300 volunteers who like to help with fostering kittens, puppies or geriatric dogs and cats. Some do bottle feeding and weening programs for puppies and kittens and work on socializing them to better prepare them for adoptions. These young animals cannot live in the shelter as their immune systems are not developed and they are subject to disease. We could not save as many lives without this critical program, this is the life blood of the life saving efforts.
Foster Program
Our Foster Program consists of over 300 volunteers who like to help with fostering kittens, puppies or geriatric dogs and cats. Some do bottle feeding and weening programs for puppies and kittens and work on socializing them to better prepare them for adoptions. These young animals cannot live in the shelter as their immune systems are not developed and they are subject to disease. We could not save as many lives without this critical program, this is the life blood of the life saving efforts.
Spay and Neuter Surgery Program
Our surgery suite was included in the new floor plan of the Dripping Springs Facility. Surgery Equipment was purchased with Grants and Donations. It began operations in August of 2019 and is now doing 140 to 200 surgeries per month. This now allows PAWS to save more lives as we were able to reduce our per animal adoption preparation costs. We also collaborate with other Hays County TNR (Trap, Neuter, Release) feral cat programs and other rescue organizations.
Where we work
Affiliations & memberships
Kyle, TX Chamber of Commerce Non-Profit of the Year 2023
American Kennel Club (AKC) Certified Therapy Dog Organization 2024
Hays County Pet Resource Center 2024
Videos
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?
PAWS Shelter and Humane Societies goal is serve Central Texas in becoming a "No-Kill" community. Our goal is to incrementally decrease euthanasia at area municipal shelters through actively transferring pets and increasing our adoption rates by driving high volume adoptions. We are currently building a new facility in Dripping Springs which will directly impact the kill rates in Hays County. With this new facility we can double our capacity within 60 days.
We also are striving to develop new programs that decrease local shelter intake by keeping pets in homes and out of shelters, increasing retention rates of our adoptive pets and helping with the re-uniting of lost pets. We have implemented our PAW Up program to help decrease owner surrender and shelter returns. We have also shared and support this program through the San Marcos Animal Shelter.
We have a cell dog program at the Kyle Correctional facility that is a perfect example of increasing the human-animal bond. The offenders take on a dog for 10 weeks to train it and better prepare it for adoption. The dogs live in the cell with the offenders and complete weekly homework assignments and practice training techniques to prepare their dog for graduation. They also complete training for the Canine Good Citizen American Kennel Club association which prepares them for the official testing with their new adopters.
What are the organization's key strategies for making this happen?
We have implemented several programs to help with pet retention in homes and are developing others to help with accidental litters and pet identification.
We have started conducting community micro-chipping events to increase the number of lost pets being able to be re-united with their families immediately instead of flooding the current shelter system.
Opening the new shelter facility by Feb 2018.
Eventually offering low cost- spay and neutering through on on site surgery center that will be located in our new facility.
What are the organization's capabilities for doing this?
We have received grant funding from the Best Friend's Network and Petco Foundation to begin implementing our current programming. Best Friend's Network has been an active partner with us in helping fund and develop new programs to increase lives saved. We are in partnership with the Hays County municipal animal shelter, Kyle Correctional Facility and local neighborhood committees to continue/begin these programs.
Grant funding is continually been searched out to by our ED and our Volunteer coordinator to increase funding to implement new life saving programs.
What have they accomplished so far and what's next?
We have increased our intake from the county shelter by 20% since June 2018, taking in over 225 animals. Our goal is to take in 800 animals between July 2018 thru June 2019. This would in turn reflect an decrease in municipal agencies euthanasia. We have also decreased the county animal intakes through our PAW Up program by another 35 dogs since Sept 2018.
We have already increased our intake of those most at risk of euthanasia, under-age kittens and puppies in 2018 by 200% by increasing our foster program to house more kittens and puppies. We have grow our foster program from 85 to over 200 foster families since 2017.
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 inform the development of new programs/projects, 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 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
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What challenges does the organization face when collecting feedback?
We don’t have the right technology to collect and aggregate feedback efficiently, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
-85.74
Months of cash in 2022 info
1.8
Fringe rate in 2022 info
10%
Funding sources info
Assets & liabilities info
Financial data
PAWS Shelter of Central Texas
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 PAWS Shelter of Central Texas’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 | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $98,578 | $70,793 | $14,521 | $1,200,769 | $102,530 |
| As % of expenses | 15.2% | 9.7% | 1.9% | 144.1% | 7.3% |
| Unrestricted surplus (deficit) after depreciation | $63,763 | $26,101 | -$56,843 | $1,132,373 | $31,289 |
| As % of expenses | 9.4% | 3.4% | -6.6% | 125.6% | 2.1% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $1,144,648 | $790,698 | $815,114 | $2,187,054 | $1,217,656 |
| Total revenue, % change over prior year | -18.6% | -30.9% | 3.1% | 168.3% | -44.3% |
| Program services revenue | 14.1% | 23.5% | 28.3% | 13.8% | 25.6% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.6% | 0.7% | 0.0% | 0.0% | 0.1% |
| Government grants | 0.0% | 0.0% | 0.0% | 4.6% | 0.0% |
| All other grants and contributions | 85.3% | 75.8% | 71.7% | 81.6% | 74.2% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.1% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $646,459 | $731,489 | $784,557 | $833,465 | $1,412,501 |
| Total expenses, % change over prior year | 25.8% | 13.2% | 7.3% | 6.2% | 69.5% |
| Personnel | 60.2% | 70.1% | 71.0% | 72.5% | 53.7% |
| Professional fees | 1.9% | 1.2% | 3.4% | 0.9% | 0.3% |
| Occupancy | 0.0% | 0.0% | 0.0% | 0.0% | 28.8% |
| Interest | 0.0% | 1.4% | 1.5% | 1.1% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 37.9% | 27.3% | 24.1% | 25.5% | 17.2% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $681,274 | $776,181 | $855,921 | $901,861 | $1,483,742 |
| One month of savings | $53,872 | $60,957 | $65,380 | $69,455 | $117,708 |
| Debt principal payment | $0 | $0 | $0 | $245,000 | $0 |
| Fixed asset additions | $0 | $2,001,786 | $0 | $0 | $0 |
| Total full costs (estimated) | $735,146 | $2,838,924 | $921,301 | $1,216,316 | $1,601,450 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 4.2 | 1.9 | 1.7 | 17.0 | 1.8 |
| Months of cash and investments | 4.2 | 1.9 | 1.7 | 17.0 | 8.2 |
| Months of estimated liquid unrestricted net assets | 2.7 | -29.3 | -27.7 | -9.2 | -4.6 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $226,231 | $113,011 | $112,908 | $1,179,598 | $214,637 |
| Investments | $0 | $0 | $0 | $0 | $744,762 |
| Receivables | $0 | $0 | $1,551 | $200 | $200 |
| Gross land, buildings, equipment (LBE) | $804,237 | $2,806,023 | $2,844,273 | $2,875,650 | $2,852,118 |
| Accumulated depreciation (as a % of LBE) | 42.9% | 13.9% | 16.2% | 18.4% | 20.3% |
| Liabilities (as a % of assets) | 5.6% | 10.4% | 10.6% | 0.2% | -0.3% |
| Unrestricted net assets | $602,117 | $628,218 | $571,375 | $1,703,748 | $1,735,037 |
| Temporarily restricted net assets | $1,658,974 | 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 | $1,658,974 | $1,646,859 | $1,662,895 | $1,815,715 | $0 |
| Total net assets | $2,261,091 | $2,275,077 | $2,234,270 | $3,519,463 | $3,245,056 |
Key data checks
| Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | Yes |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Leslie Hutson
Leslie worked in the TV news industry for 12 years before changing her career path to the non-profit world. She worked for Special Olympics Texas for 17 years in a number of different positions, but spent the majority of her time as the Director of Competition & Games. After leaving SOTX, Leslie went to work for Stay ‘N Play Pet Ranch in Dripping Springs. She has always had a love for animals, but it was at SNP that she began to understand animal behavior and the workings of the pet industry. While working for Stay ‘N Play, she began volunteering for PAWS and eventually got involved in the weekly surgery days working in the recovery room. She became a member of the PAWS Board of Directors and eventually transitioned to a full-time employee as Director of Operations in 2022.
Number of employees
Source: IRS Form 990
PAWS Shelter of Central Texas
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
PAWS Shelter of Central Texas
Board of directorsas of 09/17/2024
Board of directors data
Mrs. Jill Parsons
Board President
Term: 2022 - 2024
Leslie Hutson
Executive Director
Greg Sabatini
Director
Jill Parsons
President
David Vandelinder
Director
Sharon Swan
Vice President
Charlotte Biggs
Secretary
Susan Burton
Director
Jorge Valdespino
Director
Jarett Janik
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:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
Disability
Equity strategies
Last updated: 09/17/2024GuideStar 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 review compensation data across the organization (and by staff levels) to identify disparities by race.
- 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.
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- Letter of Determination
- Officer and/or Employee data for 2022, 2021, 2020, 2019, 2018
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