ALLIANCE FOR WATER EFFICIENCY
Your Partner. Your Resource
ALLIANCE FOR WATER EFFICIENCY
EIN: 30-0416781
as of September 2024
as of September 09, 2024
Programs and results
What we aim to solve
Water efficiency professionals have worked with residents, customers, and policy makers to utilize WEC to reverse the decades-long trend of North Americans using more water - even as the population has grown - with measures like plumbing efficiency standards, water conservation programs, water rate structures that encourage efficiency and conservation, and water-saving technology innovations. Unfortunately, it is not enough because • Water supplies are increasingly at risk because of climate change and population growth • Dwindling water supplies that are tapped for people and farms leave less water for healthy ecosystems • In many communities, the costs of water services have risen rapidly in recent years compared to inflation, energy, and consumer staples.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Water Efficiency Research
AWE conducts groundbreaking research to tackle efficiency related issues such as outdoor water use, the water-energy nexus, water loss, and drought.
Standards and Codes
AWE drives the development of codes and standards that mandate water efficiency and have driven significant water-use savings.
Education and Awareness
AWE provides training and education opportunities, such as workshops and webinars, to water professionals and other stakeholders to keep them ahead of the curve on water efficiency issues.
Technical Assistance and Resources
AWE works with communities, businesses and individuals to provide the tools and support they need to pursue sustainable water management and conservation programs.
Policy Advocacy
AWE focuses on promoting legislation, policy and standards at the federal level to support investments in water-efficient products and programs. At the state and local levels, AWE works hand in hand with partners to advance regulatory solutions to water challenges.
Where we work
Awards
Excellence Award for Strategic Collaboration 2012
EPA Watersense
Excellence Award for Strategic Collaboration 2017
EPA WaterSense
Excellence Award for Strategic Collaboration 2018
EPA WaterSense
Affiliations & memberships
EPA WaterSense Excellence Award for Strategic Collaboration 2018
Our results
How does this organization measure their results? It's a hard question but an important one.
Total number of organization members
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
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?
AWE is uniquely positioned to address future water efficiency challenges thanks to the dedication and diversity of our member network, as well as the comprehensive expertise of our Board of Directors, staff, and technical advisors. As the only non-profit organization dedicated exclusively to the efficient and sustainable use of water, conservation professionals rely on AWE for tools and resources to help them establish and improve water-saving programs.
Provide foundational support for AWE members and the water efficiency community.
Contribute to systemic policy change that assists, incentivizes, and requires water agencies, businesses, homeowners, and farms to significantly increase investments in water efficiency, conservation and demand reduction.
Support market transformations that help make water-efficient products, services, and practices the norm, rather than something requiring a special effort.
Increase municipal and corporate water efficiency and conservation implementation beyond the southwestern U.S., including Canada, with a focus on multi-benefits.
AWE and its member organizations advance equity and affordability in the water sector.
What are the organization's key strategies for making this happen?
Just a few...
Convene forums for members, stakeholders, and staff to listen to and learn from each other, including an annual in-person symposium and virtual regional member meetings, roundtables, webinars, and other peer-to-peer forums.
Provide research and tools on water efficiency issues of critical importance; engage members in development and dissemination.
Advocate for state and provincial funding for water efficiency and conservation (WEC) programs and state policies that advance WEC, including state water loss control programs, plumbing efficiency standards, water conservation planning requirements, rules that support water reuse, coordination between land use and water planning, requiring rate structures that encourage WEC and keep costs of water for basic health and safety affordable including protections for the most vulnerable households, and encouraging collaboration between energy and water utilities.
Implement research and programs that advance market transformations, including verification of water savings.
Working with stakeholders, identify research projects, tools, and/or forums focused on the benefits of WEC in communities with water supply reliability.
Promote WEC as a strategy to improve water equity and affordability.
Ensure that water agencies assess opportunities to lower the economic burden of water for disadvantaged customers through water efficiency programs.
What are the organization's capabilities for doing this?
We have seven (7) FTE staff dedicated to providing technical assistance to and educating our members and the general public about water conservation and efficiency issues and practices. Our small, dedicated staff includes nationally-reorganized subject specialists, and marketing and nonprofit professionals. Furthermore, we have a network of international advisers that work with us on a project-by-project, goal-by-goal basis--better ensuring our success.
What have they accomplished so far and what's next?
Our first decade has been marked by great successes. Through our battery of tools, including web resources, technical assistance, leadership in establishing efficiency-based codes and standards, research, convening of discussions at the highest levels, and political advocacy, we have helped our members and partners achieve conservation goals and system reliability, while minimizing the cost footprint for consumers.
And in 2022 alone, 1) AWE helped secure $400 million in the Federal Infrastructure Bill for water efficiency grants in the Western United States where a historic, prolonged drought continues; 2) AWE completed an analysis of commercial, industrial, and institutional landscape transformation projects, for which little data exists. These strategies are increasingly important as climate change exacerbates droughts that stress water supplies; 3) AWE evaluated water affordability challenges for low-income Long Beach, CA residents and opportunities to reduce their water bills with water-efficient fixtures. Also working with local water agencies, Kohler Co., and Whirlpool Corp. to install, at no-cost to residents, fixtures and appliances in low-income households; and 4) AWE evaluated the effectiveness of leak alerts, and found that utilities are generating significant water savings by using advanced meter technologies to identify and fix customer leaks.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
3.12
Months of cash in 2023 info
7.4
Fringe rate in 2023 info
14%
Funding sources info
Assets & liabilities info
Financial data
ALLIANCE FOR WATER EFFICIENCY
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 ALLIANCE FOR WATER EFFICIENCY’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 | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$50,980 | $207,781 | -$160,982 | $256,850 | $77,861 |
As % of expenses | -3.3% | 14.9% | -12.6% | 23.8% | 7.0% |
Unrestricted surplus (deficit) after depreciation | -$52,576 | $205,759 | -$164,142 | $254,310 | $76,028 |
As % of expenses | -3.4% | 14.8% | -12.8% | 23.5% | 6.8% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $1,232,128 | $1,740,583 | $1,181,528 | $1,157,382 | $1,423,731 |
Total revenue, % change over prior year | -29.1% | 41.3% | -32.1% | -2.0% | 23.0% |
Program services revenue | 79.4% | 37.5% | 23.2% | 27.9% | 41.1% |
Membership dues | 0.0% | 39.0% | 62.5% | 52.4% | 48.4% |
Investment income | 0.3% | 0.1% | 0.0% | 0.2% | 0.2% |
Government grants | 0.0% | 7.1% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 19.7% | 15.6% | 12.9% | 19.0% | 9.4% |
Other revenue | 0.6% | 0.8% | 1.3% | 0.6% | 0.9% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $1,523,974 | $1,390,041 | $1,274,947 | $1,077,379 | $1,116,692 |
Total expenses, % change over prior year | -10.2% | -8.8% | -8.3% | -15.5% | 3.6% |
Personnel | 46.2% | 44.3% | 56.8% | 54.0% | 63.5% |
Professional fees | 38.0% | 41.4% | 29.6% | 27.0% | 18.4% |
Occupancy | 4.7% | 4.7% | 6.1% | 11.5% | 10.5% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 11.1% | 9.6% | 7.5% | 7.5% | 7.6% |
Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $1,525,570 | $1,392,063 | $1,278,107 | $1,079,919 | $1,118,525 |
One month of savings | $126,998 | $115,837 | $106,246 | $89,782 | $93,058 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $2,909 | $0 | $3,346 | $0 | $0 |
Total full costs (estimated) | $1,655,477 | $1,507,900 | $1,387,699 | $1,169,701 | $1,211,583 |
Capital structure indicators
Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Months of cash | 0.3 | 4.6 | 2.1 | 4.1 | 7.4 |
Months of cash and investments | 1.2 | 5.8 | 3.3 | 5.4 | 8.2 |
Months of estimated liquid unrestricted net assets | -0.3 | 1.5 | 0.0 | 2.9 | 3.6 |
Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Cash | $35,591 | $529,949 | $227,837 | $368,202 | $686,734 |
Investments | $117,871 | $141,314 | $120,841 | $120,274 | $74,229 |
Receivables | $90,324 | $100,477 | $135,373 | $63,554 | $124,980 |
Gross land, buildings, equipment (LBE) | $76,721 | $78,609 | $79,437 | $79,437 | $17,630 |
Accumulated depreciation (as a % of LBE) | 94.2% | 94.5% | 94.3% | 97.5% | 99.1% |
Liabilities (as a % of assets) | 90.0% | 53.2% | 44.9% | 42.9% | 30.0% |
Unrestricted net assets | -$33,122 | $172,637 | $8,495 | $262,805 | $338,833 |
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 | $61,540 | $205,403 | $272,966 | $93,793 | $323,955 |
Total net assets | $28,418 | $378,040 | $281,461 | $356,598 | $662,788 |
Key data checks
Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President and CEO
Mr. Ron Burke
Number of employees
Source: IRS Form 990
ALLIANCE FOR WATER EFFICIENCY
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
ALLIANCE FOR WATER EFFICIENCY
Highest paid employeesSOURCE: IRS Form 990
Compensation data
ALLIANCE FOR WATER EFFICIENCY
Board of directorsas of 06/15/2023
Board of directors data
Mr. Ron Voglewede
Sustainnovation, LLC
Term: 2021 - 2023
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? Not applicable -
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
No data
Gender identity
No data
Transgender Identity
No data
Sexual orientation
No data
Disability
No data