I got to reading about Al Gore today, and started wondering about his Climate Reality Project (CRP). So I looked up the background of the company on Guidestar.
The official name of the CRP is the Alliance for Climate Protection. The purpose of the Alliance is as follows:
The Alliance’s single purpose is to ignite public action to solve the climate crisis.
Now, of course this raises questions, like what is the evidence for the climate “crisis” of which they speak, and how does one “protect” a climate, but let’s leave those questions to sleep in peace. I wanted to look at the public accounts of the CRP, the most recent set of which (2010) I’ve posted up here (PDF, 1.7 Mb). I’ve usually found it fruitful to “Follow the Benjamins”, as the saying has it, which means to follow what is happening with the money.
Figure 1. An old-school Benjamin, in this case showing a certain John J. Knox, from 1902. The current US $100 bill features a picture of Benjamin Franklin. Photo Source: WSJ Article
So what do the accounts of the Alliance for Climate Protection, also called the Climate Reality Project, tell us? No great revelations, but a few interesting things.
First, the accounts show that protecting the climate pays quite well. The CEO of the Alliance makes over a quarter million dollars a year. There are six other officers of the company making over $160,000 per year.
Al Gore is the Chairman of the Board of the CRP. He serves without a salary, although I assume that they pay his expenses if he is fronting for the company. Some of the company documents call him “Chairman Gore”, which I found hilarious … but I digress.
Now, people talk a lot about the mythical “Big Oil” money that is supposed to inspire and impel and motivate us climate skeptics. Me, I’ve never seen any Big Oil bucks. I’ve done all of this on my own dime, just like Steve McIntyre and many of the major players on the skeptical side. Anthony got some money for one specific scientific research project, but other than that it’s been funded out of his own pocket. Money is simply not a factor on the skeptic side.
But I will assure you that if I were getting a quarter of a million dollar salary, and my job was based entirely on the idea that we are headed for thermal meltdown, I would defend that idea with everything I had. People say that the skeptics are motivated by the money? Pffft. At most that’s a few bucks here or there. But if you are making a quarter of a million per year based on the idea that CO2 is dangerous, you are very strongly motivated by the money to spread that meme to as many people as possible. If people stop believing that CO2 is the magical control knob for the climate, you’re out of a job. At that point, you are committed, you have to shout about the impending long-rumored but somehow not yet visible Thermageddon.
Second, there is a site called the Charity Navigator that ranks non-profit organizations from 0 to four stars, based on a variety of metrics. Charity Navigator gives the Climate Reality Project two stars.
The Charity Navigator folks also compare the CRP to what they consider to be similar projects (Alaska Wilderness League and three others). The CRP comes in … well … not to put too fine a point on it, of the five, they come in dead last in the overall rating.
The most interesting finding, however, was how much of the money goes to overheads, and how much actually goes to their work. I used to run a non-profit, and I have kept the books and dealt with all the grant madness and all of the accounting requirements. The usual division for a well-run non-profit is on the order of 15% or less going to overheads, and 85% going to the work of the non-profit.
According to the Charity Navigator, only 74% of the money raised by the Climate Reality Project goes to projects, with the rest going to overheads. No bueno. The CRP is the worst of the five comparable non-profits by that metric as well. All of the comparison non-profits spent more on projects and less on administration than did the CRP.
Now, that’s bad enough. But if you take a look at the accounts I linked to earlier, they break down their expenses as follows:
ACCOUNT, 2010 Expense Grants USA, $3,725,209 Grants Overseas, $155,310 Salaries Officers, $1,387,906 Salaries Staff, $7,251,182 Benefits, $992,182 Payroll Taxes, $466,680 Legal, $41,738 Accounting, $30,257 Lobbying, $13,408 Fundraising, $255,022 Other Expenses, $2,960,738 Advertising, $1,135,090 Office Expenses, $229,111 Info Technology, $547,260 Occupancy, $1,434,612 Travel, $553,737 Conferences, $291,713 Interest, $3,531 Depreciation, $428,292 Insurance, $27,506 Bad Debt, $2,000,032 Events, $1,030,059 Email List Purchase, $378,699 Pubs/Subscriptions, $189,949 Other Exp, $151,178 Misc. Exp, $7,385 TOTAL, $25,687,786 Used for Projects, $14,142,300, 55% Used for Administration, $11,545,486, 45%
I’ve marked the line items that I would say were project related in red, and left the administrative expenses in black. Perhaps there are some other project related expenses, although if so I can’t see them. According to the Climate Navigator, they spent just over nineteen million dollars on projects, and I’m short about five million. But even by the numbers from the Climate Navigator, the Climate Reality Project is spending too much money on their overheads and not enough on projects.
What does all of this establish? Not a lot, other than that:
• The officers are making quite nice money off of climate alarm, thank you very much, and
• Al Gore is not very good at running a non-profit, and
• The people giving their hard-earned money to Al et al. are getting a bad deal, they’re getting very little bang for the Benjamin.
Best to all,
w.
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While I think every dime of this project is a waste, I think I can help you find your missing 5 million, Willis.
Employees’ benefits and the employee portion of payroll taxes (FICA/Medi and FUTA) are allocated to the project in the same way as the wages are allocated. So, if John Doe earns 100K, directly to the project, his payroll tax and benefits are allocated to the project. This amounts to something less than $1,459,000 but certainly not less than 75% (based on the breakdown of employees and those who would limit out). Therefore, we have a minimum of 1,094,250.
I used to allocate Occupancy (Rents paid) by square footage to projects based on the usage of the square footage. We had warehouses and a war room, and relatively small administrative offices so we were very heavy on the project allocation. Based on the number of employees, I would expect the same situation for CRP. Probably a large amount of the $1,435,000 went to the projects. There are other methods.
Depreciation is likely mostly of the equipment purchased for the project. It too would be allocated but you can expect it was mostly for project. $428,000. I would expect the equipment to be mostly computer equipment and vehicles. Likewise, insurance, $28,000, would be allocated to projects.
I agree that the 2 million in bad debt is likely uncollected pledges. It would go to the project (matching) rather than overhead. We don’t know the total receivable or how old it is, so it’s hard to say if the allowance is high.
So, there is your missing project money. The 2010 year 990 looked appropriate. For those who don’t understand the expenses exceeding the revenue, there is no balance sheet to show the total assets, liabilities and retained earnings. We also don’t know what the payables look like. If you start with 100 million and the expenses are 10 million more than the current year income, each year, you can carry on for at least 10 years. If the payables are growing and old, the expenses are still accrued and it slightly lengthens the time that a company can operate with poor cash flow. Hope this clarifies the situation. AG is still…. what he is…but his financials look okay. We need to be careful to stick to issues within the scope of our best area of experience.
Maybe I retired too early…sure do miss this work 🙁
Correction: ” employee portion of payroll taxes” should be employer portion of payroll taxes.
No news is good news for Al Gore. Loved your picture of the C note from “Dakota National Bank of Yankton.” I have to run into town there after dinner.
denniswingo says:
November 25, 2012 at 11:53 pm
Thanks, Dennis. A “bad debt” is future revenue that does not occur. Suppose I say I will gladly pay you Tuesday for a hamburger today … so we have future revenue. Following standard accounting principles, you enter this into your books as income.
Now, if I tell you I can’t pay my debt, it is “future revenue that does not occur” … and yet despite that, it would be recorded as a “bad debt” … because that’s what it is. The same is true about a pledge that is not made. A pledge is no different than any other debt—someone has made an agreement to pay money in the future. If it doesn’t get paid, I’d call it a bad debt.
What else are you planning to call it?
While that certainly may be true, the way that the intending donor (the one who made the pledge) treats the transaction (as income or as something else) or whether they are issued a 1099 (the US tax form for miscellaneous income) is relevant to the donor. As to whether a pledge that has not occurred gets a 1099 form, that would depend on how the donor has treated the pledge in their own books. If they have treated it as an expense, and then it does not occur, it would surely be charged back to the donor as inome.
However, while that is important to the donor, it is not necessarily relevant to the NGO to whom the pledge has been made.
Because whether the NGO issues a 1099 or not, the problem still remains. You’ve brought the pledge into the NGO books as income. If you are going to take it off the books, you need to post it back out as an expense … but what category of expense? I say “Bad Debts” is a reasonable category for that. What category would you put it in? Because at the end of the day, it is pretty irrelevant which account it goes into, you could have an expense account entitled “Unrealized Pledges” if that makes more sense to you.
Finally, yes, I know you could just put a reversing entry into the books to reverse out the original income … but that’s generally frowned upon, at least by the auditors that I’ve dealt with.
In any case, Dennis, the unrealized income needs to be posted out to some expense account or another. You seem to be opposed to posting it to a “Bad Debts” expense account … so what account do you think it should be posted to?
w.
No news is good news for Al Gore. Loved your picture of the C note from “Dakota National Bank of Yankton.” I have to run into town there after dinnner
Laurie says:
November 26, 2012 at 12:00 am
Thanks, Laurie, your ideas are likely spot on. Having played this game many times, I likely know the majority of the dodges used to transfer money from the “Overhead” column to the “Project” column … and you are very probably right that they have posted every conceivable penny into the project column using the methods you listed as well as others.
My point was that under normal accounting, without any dodges, the numbers were bad … and that even with all of the juggling and all of the dodges, the CRP was still the worst of the five comparable NGOs chosen for analysis. They spend the most money on overheads, and the least money on the projects.
w.