Texas Charter Schools Association
Texas Charter Schools Association
EIN: 26-2920798
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Every child should have access to a high-quality public education. Thousands of families in Texas are choosing public charter schools, which are tuition-free and open to all. Thanks to flexible curricula, innovative school models, and rigorous, individualized coursework, 375,000 students are currently thriving in public charter schools across the state. Yet, 66,000 children remain on charter school waiting lists in Texas—an increase of 13.5% in 2022 alone. From Odessa to Houston, families are asking for more high-quality public school opportunities. Unfortunately, Texas isn’t keeping up with demand. And support for charter schools among decision-makers is slipping. Through misinformation campaigns and coordinated attacks, well-funded national and local interest groups are working to stymie charter school growth. Opponents have been so successful in politicizing the approval process for new charters that only one new school was authorized in 2022 for the entire state.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Advocacy
TPCSA advocates for a policy and regulatory climate that ensures every student in Texas has access to ever-improving public school options.
Data and Research Analysis
Timely and accurate research guides our work to set the record straight and create a positive perception of public charter schools. Always striving to have the latest facts and credible sources at our fingertips, we unearth, analyze, and breathe life into the data behind the charter community’s successes and challenges. From demographics to graduation rates, every number tells a story.
Data-Driven Communications
Our fact-focused storytelling approach cuts through the noise. We publish and promote original research across a variety of channels, correct myths and misinformation in the media, and share compelling visuals, data, and perspectives to tell the real public charter school story. By providing our schools with customizable communication resources, we align our community around clear, concise messages that resonate with the public and empower schools to be their own best advocates.
Parent and Teacher Engagement
When we speak with policymakers, they tell us that the voices of teachers, parents, and community leaders move and shape their perspective the most. We equip educators and families with current and accurate messages, training, and skills to share their personal stories of the incredible mountains being moved at charter schools. No other charter support organization is developing sustainable statewide initiatives that train and activate teachers and parents to engage in advocacy—on behalf of their own children and schools.
School Advocacy Capacity-Building
Uniting all stakeholders in order to build a strong coalition of advocates is essential to educating Texas's children. We are strengthening advocacy capacity and sophistication within schools by connecting with charter school leaders, staff, and board members in five metropolitan regions across Texas. We highlight opportunities for schools to engage lawmakers, align on key issues affecting public charter schools, provide advocacy coaching and training to school leaders, and ensure policymakers and community influencers know about the great things happening at charter schools in their neighborhoods.
Policymaker Education and Engagement
Equipped with the data and feedback of members and coalition partners, TPCSA connects with leaders in the Texas Legislature, State Board of Education, and Texas Education Agency on behalf of public charter schools. As a voice for our community, we inform policymakers about the extraordinary outcomes charter schools are achieving for students, introduce them to the charters in their communities, and help them develop policies that will benefit all public school children.
Where we work
External reviews

Our results
How does this organization measure their results? It's a hard question but an important one.
Number of children who have access to education
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth, At-risk youth
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Charter growth: Texas public charter school enrollment grows annually
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?
High-achieving public charter schools across Texas need a lasting policy and advocacy foundation to defend their position and extend opportunities to more students. We are committed to creating and maintaining a regulatory and policy landscape that allows public charter schools of all shapes, sizes, and missions to flourish. Through a multifaceted advocacy plan, which includes large-scale outreach, sustained coordination, and grassroots mobilization, we are making sure that charter schools have a voice whenever education policy decisions are made—at the TEA, the Texas Legislature, and the State Board of Education. Measurable goals include annual growth in charter school enrollment, school engagement in advocacy actions, passage of policy priorities, additional funding available to charter schools, and more high-quality public charter schools approved to expand.
What are the organization's key strategies for making this happen?
Our primary strategy is building a diverse coalition in support of public charter schools, so we can reach decision-makers through myriad channels. We equip families and educators with resources, training, and opportunities to engage policymakers. We also strengthen the advocacy capacity of charter school leaders, staff, and board members across Texas. By helping charter school stakeholders connect with key decision-makers, we create the opportunity for parents, teachers, and school leaders to advocate on behalf of their own children and schools.
Another strategy is maintaining a robust, statewide communications effort on behalf of the entire public charter school community. To ensure that public charter schools are well represented in the media and at the Capitol, we conduct timely and in-depth research into the charter community's successes and challenges, collect success stories from around the state, and share our findings across a variety of channels. Our communications strategy includes equipping supporters and schools with effective key messaging and other resources—an important aspect of our work to educate the public and policymakers about the tremendous value of public charter schools.
Another piece of our strategy is directly engaging with and educating Texas legislative and regulatory agencies on behalf of public charter schools. We inform policymakers about student outcomes, introduce them to charters in their communities, and help them develop policies that benefit all public school children. When laws and regulations impact schools’ ability to provide quality education opportunities, we ensure decision-makers have the facts.
Finally, we provide charter-specific training and resources to our member schools, to help them remain excellent and compliant. Often, this means helping schools navigate complex regulations set by the Texas Education Agency and the State Board of Education, or new laws passed by the Texas Legislature. Helping schools stay compliant is critical because Texas has the strictest closure law in the country.
What are the organization's capabilities for doing this?
Founded in 2008 as a member services association, TPCSA has supported thriving Texas charter schools for 15 years. In 2017, after identifying a need within the Texas public charter community, we embarked on a journey to provide public charter schools with the robust policy and advocacy foundation needed to flourish. TPCSA is the only organization in Texas dedicated to protecting and improving charter school funding, autonomy and growth. As the only group in the state with this focus, we are uniquely qualified to lead this work. We are fully staffed, with regional advocacy directors engaging charter schools in five metropolitan areas across Texas. Nationally and statewide, we have established ourselves as charter school policy and regulatory experts for a variety of stakeholders. Other charter organizations across the country are looking to our programs, such as the Advocacy Leadership Institute, as a model.
What have they accomplished so far and what's next?
Over the past five years, we have established, tested, and fortified the infrastructure needed to execute on our goals. Along the way, we have also racked up some significant wins on behalf of the charter school community.
In 2021, TPCSA elevated the charter school voice above noisy policy debates and pandemic-related chaos during the 87th Texas Legislative Session. Our coalition defeated every bill that would have harmed charter schools, and we prevented cuts to public charter school funding—successes that will prepare more students for enriching careers and keep millions of dollars in charter school classrooms. Since 2021, we have deepened our relationship with the Texas Education Agency and increased engagement in its regulatory work. We have succeeded in getting TPCSA added to the list of education advocacy groups used by TEA for early stakeholder engagement, ensuring the charter voice is now represented at the decision-making table in a way that was never possible before. In 2022, after a full year of feedback from member schools and partners, we established a multi-year policy and regulatory vision—a first for the Texas charter school community. Throughout the 88th Legislative Session in spring 2023, we are working to further these policy priorities.
Over the next five years, we envision a healthy charter community that is consistently growing and made up of highly rated schools. As the voice for Texas charter schools, we will work toward maintaining and supporting an active base of members across the state. Internally, we are creating a healthy, financially stable organization where employees are engaged and goals are regularly measured and met. After the recent strategic hire of a vice president for charter expansion, we will focus on improving the regulatory climate so that excellent schools are better supported to expand.
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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Who are the people you serve with your mission?
TPCSA is an advocacy and member services organization representing a diverse group of hundreds of public charter schools across the state of Texas. We provide direct services to charter school leaders, including compliance resources, professional development, and communication toolkits, so that administrators and educators can remain focused on providing a high-quality education to their students. We also train and activate charter school teachers, leaders, and parents to engage in advocacy on behalf of their children and schools.
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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 strengthen relationships with the people we serve
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What significant change resulted from feedback?
We solicit feedback in a number of ways. In addition to email surveys, we participate in weekly open forum calls to identify gaps and source professional development sessions for our members. Recently, we hosted a regional meeting for school leaders, and they expressed a need for an explainer video about charter schools. Great idea! We took that feedback and rolled out new video resources statewide. In our policy and regulatory work, we noticed a trend in requests for help navigating state compliance. We assembled a coalition of school leaders to help identify areas of confusion, then presented these concerns to the state education agency, along with possible solutions, on behalf of our schools.
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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 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 act on the feedback we receive
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Revenue vs. expenses: breakdown
Liquidity in 2021 info
3.08
Months of cash in 2021 info
11.4
Fringe rate in 2021 info
18%
Funding sources info
Assets & liabilities info
Texas Charter Schools Association
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
Texas Charter Schools Association
Balance sheetFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
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: Jul 01 - Jun 30
SOURCE: IRS Form 990
This snapshot of Texas Charter Schools Association’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 | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$731,996 | $184,409 | $19,880 | $1,209,142 | $2,828,579 |
As % of expenses | -18.1% | 5.2% | 0.5% | 28.1% | 66.9% |
Unrestricted surplus (deficit) after depreciation | -$738,531 | $180,198 | $19,394 | $1,203,605 | $2,817,797 |
As % of expenses | -18.2% | 5.1% | 0.5% | 27.9% | 66.5% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $2,882,760 | $3,047,468 | $4,782,002 | $6,992,224 | $5,059,843 |
Total revenue, % change over prior year | -13.5% | 5.7% | 56.9% | 46.2% | -27.6% |
Program services revenue | 84.3% | 80.5% | 58.7% | 46.6% | 62.2% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.0% | 0.0% | 0.0% | 0.1% | 0.1% |
Government grants | 0.0% | 0.0% | 0.0% | 4.1% | 1.2% |
All other grants and contributions | 12.6% | 16.6% | 39.2% | 48.0% | 35.0% |
Other revenue | 3.1% | 2.9% | 2.1% | 1.2% | 1.5% |
Expense composition info | |||||
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Total expenses before depreciation | $4,049,976 | $3,551,899 | $4,265,582 | $4,307,610 | $4,229,263 |
Total expenses, % change over prior year | 5.5% | -12.3% | 20.1% | 1.0% | -1.8% |
Personnel | 53.4% | 52.2% | 40.5% | 39.4% | 45.0% |
Professional fees | 20.6% | 19.3% | 30.4% | 26.6% | 21.1% |
Occupancy | 7.7% | 9.1% | 7.9% | 6.5% | 7.4% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.8% | 0.7% | 3.7% | 7.5% | 18.2% |
All other expenses | 17.4% | 18.8% | 17.5% | 20.0% | 8.4% |
Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
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Total expenses (after depreciation) | $4,056,511 | $3,556,110 | $4,266,068 | $4,313,147 | $4,240,045 |
One month of savings | $337,498 | $295,992 | $355,465 | $358,968 | $352,439 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $17,436 | $24,342 | $0 |
Total full costs (estimated) | $4,394,009 | $3,852,102 | $4,638,969 | $4,696,457 | $4,592,484 |
Capital structure indicators
Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Months of cash | 1.6 | 2.8 | 2.2 | 8.6 | 11.4 |
Months of cash and investments | 1.6 | 2.8 | 2.2 | 8.6 | 11.4 |
Months of estimated liquid unrestricted net assets | -1.5 | -1.1 | -0.9 | 2.4 | 10.4 |
Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
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Cash | $550,058 | $819,988 | $783,080 | $3,088,238 | $4,008,560 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $1,008,916 | $244,931 | $754,775 | $1,326,267 | $962,790 |
Gross land, buildings, equipment (LBE) | $112,782 | $112,782 | $130,218 | $154,563 | $162,620 |
Accumulated depreciation (as a % of LBE) | 96.3% | 100.0% | 87.0% | 76.9% | 79.7% |
Liabilities (as a % of assets) | 64.7% | 94.2% | 64.2% | 28.3% | 24.5% |
Unrestricted net assets | -$504,993 | -$324,795 | -$305,401 | $898,204 | $3,716,001 |
Temporarily restricted net assets | $1,078,164 | $389,324 | $885,864 | N/A | N/A |
Permanently restricted net assets | $0 | $0 | $0 | N/A | N/A |
Total restricted net assets | $1,078,164 | $389,324 | $885,864 | $2,361,336 | $363,337 |
Total net assets | $573,171 | $64,529 | $580,463 | $3,259,540 | $4,079,338 |
Key data checks
Key data checks info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Principal Officer
Starlee Coleman
Number of employees
Source: IRS Form 990
Texas Charter Schools Association
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Texas Charter Schools Association
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Texas Charter Schools Association
Board of directorsas of 05/11/2023
Board of directors data
Charles Cook
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: 05/10/2023GuideStar 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 review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- 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 disaggregate data by demographics, including race, in every policy and program measured.
- 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 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 measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.