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Cape Cod Commericial Fishermens Alliance Inc.

 1566 Main Street
 Chatham, MA 02633
[P] (508) 945-2432
[F] (508) 945-0981
www.capecodfishermen.org
[email protected]
Melissa Sanderson
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INCORPORATED: 1996
 Printable Profile (Summary / Full)
EIN 04-3138784

LAST UPDATED: 09/21/2017
Organization DBA Fishermen's Alliance
CCCFA
Fishermans Alliance
Hook Fishermen
Cape Cod Fishermens Alliance
Former Names Cape Cod Commercial Hook Fishermen's Association, Inc. (2013)
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

We believe that a healthy marine environment, and therefore, the success of Cape Cod’s fishing businesses depend on a better way of managing our fisheries. Using fishermen’s knowledge we build lasting solutions. The Fishermen's Alliance effects change through public policy, applied science, economic development, and community partnerships and outreach.

Mission Statement

We believe that a healthy marine environment, and therefore, the success of Cape Cod’s fishing businesses depend on a better way of managing our fisheries. Using fishermen’s knowledge we build lasting solutions. The Fishermen's Alliance effects change through public policy, applied science, economic development, and community partnerships and outreach.

FinancialsMORE »

Fiscal Year Jan 01, 2015 to Dec 31, 2015
Projected Income $2,512,585.00
Projected Expense $1,868,256.00

ProgramsMORE »

  • Cape Cod Fisheries Trust
  • Community Outreach Program
  • Fisheries Reform Campaign

Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

We believe that a healthy marine environment, and therefore, the success of Cape Cod’s fishing businesses depend on a better way of managing our fisheries. Using fishermen’s knowledge we build lasting solutions. The Fishermen's Alliance effects change through public policy, applied science, economic development, and community partnerships and outreach.

Background Statement

The Cape Cod Commercial Fishermen's Alliance was launched in 1991 as the Cape Cod Commercial Hook Fishermen's Association by a group of local commercial hook and line fishermen who saw the need for better fisheries management and wanted their experiences to inform it.  Less fish and more fishing regulations were taking their toll on an industry that was already feeling the encroachment of modern development pressures like tourism and coastal development. They all agreed it was time to mobilize and stand together in favor of conserving marine resources through sustainable fishing. The organization became nationally recognized when it sued the federal government for failing to protect critical ocean habitat. After piloting innovative community management solutions and securing fishing access for generations to come, we expanded our scope in 2012 to include all fishermen, gear types, and fisheries that believed in our mission and changed our name to reflect that diversity in 2013.
 
We're an organization rooted in first-hand knowledge of ocean life and committed to sustaining our tradition of small-scale fishing. Our work—on fisheries management, scientific projects and community education—is all aimed at protecting fish and fishing for future generations and is guided by the energy, innovation and expertise of local fishermen and dedicated and specialized staff.
 
The Fishermen's Alliance believes that a healthy marine environment, and therefore, the success of Cape Cod’s fishing businesses depend on a better way of managing our fisheries. Using fishermen’s knowledge we build lasting solutions. The Fishermen's Alliance effects change through public policy and fisheries regulations, applied science, economic development, and community outreach.
 
We are the leading voice for commercial fishermen on Cape Cod, working with more than 130 independent fishing businesses and 300 local fishing families. Our 15 member Board of Directors is comprised of both commercial fishermen and concerned coastal residents.Their strategy and insight guides our 12 specialized staff members and a core group of 10 volunteers (our volunteer base expands to 100 for our annual fundraising event). In addition to our fishing constituents, we have 1300 supporters from both around the Cape and around the country.
 

Impact Statement

2014 Accomplishments
  • The local small boat scallop fleet recognized that they needed to protect inshore waters from over depletion caused by big boats.Our group convinced fishery regulators to mediate a sustainable solution for inshore waters.This was an amazing win for such a small fraction of the fishery.
  • The Cape Cod Fisheries Trust saved Cape Cod fishermen more than $600,000 in leasing fees and provided quota that is worth $2.75 million to the local economy in seafood landings.
  • Staff and fishermen were invited to testify four times before Congress this year, as fishing experts regarding the reauthorization of the Magnuson-Stevens Act and the ongoing issue of illegal, unregulated and unreported fishing.
  • Our fishermen provided more than 17,000 pounds of local seafood to The Family Pantry of Cape Cod. Our Fish for Families program provides a healthy local source of protein to food pantry clients, expands the market for abundant but underutilized fish species, and supports the local fishing industry. 
2015 Goals
  • Build a grassroots movement of fishermen that is organized, well-informed and can help advance shared fisheries management goals and influence regional fisheries management decisions.
  • Enable local fishermen to secure affordable access to fisheries resources and ensure that fishing remains a profitable and significant part of the coastal economy.
  • Develop new community fishing association/permit bank innovations through real time testing of concepts, including business planning, fisheries science, legal requirements, conflict resolution, and lease revenue reinvestment tactics.
  • Diversify fundraising revenue streams in order to increase organizational stability by targeting and increasing individual giving and small foundations.

Needs Statement

We are seeking to secure $400,000 in new funding sources by the middle of 2016.One of our long standing foundations, The Gordon and Betty Moore Foundation, is shifting their focus to international fisheries work and will no longer be funding the organization.We have an aggressive development plan to diversify revenue with increased individual giving, events, and new foundation grants.
 
We are seeking $180,000 to support our Public Policy Campaigns.This pays for staff time to track issues and coordinate campaign activities, travel to regulatory meetings around the region, campaign and issue trainings for fishermen and staff, communications, and contractors.
 
We are seeking $45,000 to support our Community Outreach Program, which brings fishermen and the public together to increase appreciation of maritime traditions and improve widespread understand of fishing, marine science, and fisheries policy. This will fund staff time and direct expenses associated with Meet the Fleet, the Chatham Fish Pier Outreach Program, Dish on Fish dinners, and community presentations.
 
 

CEO Statement

Commercial fishing has changed dramatically in the last decade.It is not enough to have an instinct for where/when/how to catch a fish and a desire for a solitary existence on the water. Fishermen today also need to be savvy business planners, navigating a complex and constantly changing set of rules and reporting requirements as well as financing expensive investments in fishing permits.
 
This complexity is driven by ever-tightening regulations in an effort to rebuild the backbone of New England’s fisheries: groundfish (cod, haddock, pollock, flounders).  The stark reality is that there is very little groundfish to be caught in our waters.  Less than 5 years ago, the fish auctions and processors handled more than a million pounds of fish each day.  Now, if there is a tenth of that landed, there is panic as the market is flooded, prices drop, and quality suffers from a lack of processing facilities.
 
A generation ago, it was common for fishermen to adapt to the ocean’s changing cycles and participate in several different fisheries, focusing on whatever happened to be abundant.  Today’s regulations don’t allow for that natural flexibility – requiring permits, gear, and different rules for each fishery – and fishermen find themselves “stuck” in their niches with very little mobility into other fishing opportunities.In order to survive the current groundfish collapse, it is essential that we find ways to assist fishermen in regaining some flexibility and diversity in their businesses.
 
The problems in New England fisheries, and specifically the story of cod, make our programming so vital to the next chapter of fisheries management.  Our ideas about how communities may hold, own, and lease out fishing rights to local fishermen serve as a national model to protect small, traditional fishing businesses.  The Fishermen’s Alliance is uniquely poised with expertise and leadership capacity to blaze a trail for innovative grassroots programs that will have direct and tangible benefits on Cape Cod and small fishing communities throughout the country.
 
 

Board Chair Statement

Fishing is a 400 year-old tradition on Cape Cod and I’m fortunate to call Chatham Harbor my home port. From weir fishing in Nantucket Sound to groundfishing on Georges Bank, I’ve fished with almost every highline captain in our community during the last 15 years I’ve spent on the water.
 
Today, as a captain myself, I fish for lobster, dogfish and striped bass and own a lobster-clambake company called Backside Bakes. During the winters, I fix my lobster traps and serve as a crewman on another boat catching monkfish and skates 100 miles offshore. This diversification is absolutely necessary for Cape fishermen in order to navigate through the industry’s recent rough patches; including the collapsing cod fishery.
 
Whenever I have a fishing-related problem, the first phone call I make is to the Fishermen’s Alliance. Their steady source of support is essential to the small-boat fishing fleet on the Cape.
 
For example, we noticed an unusual spike in barndoor skates coming up in our nets this past winter. With guidance from the Fishermen’s Alliance, we turned this on-the-water observation into an unparalleled opportunity for our fleet to be directly involved in managing this rebounding fishery. Now, we are actively collecting valuable data to help scientists, managers and fishermen alike to better understand the barndoor skate stock in the region while also testing market demand.
 
The Fishermen’s Alliance brings this kind of expert knowledge of Cape fishermen to decision-makers to support and sustain our local fishing traditions and advocate for healthy ocean ecosystems.
 
I am invested in making sure that future generations of fishermen have more opportunities than I had. And I believe this organization is key to developing those opportunities. This non-profit organization was founded by independent, small-boat family fishermen, like me. Now, they work with more than 150 commercial fishing businesses bringing more than 12 million pounds of seafood to your table. These businesses form the backbone of our coastal economy, and it’s scary sometimes to think that we could lose it.
 
Please consider helping the Fishermen’s Alliance to support fishing as a way of life on Cape Cod.
 
 

Geographic Area Served

National
Local
CAPE &ISLANDS REGION, MA
Cape Cod Commercial Fishermen's Alliance aligns protection of the oceans with the economic interests of the Cape's historic fishing community. Our policy work on fisheries and conservation impacts all of the New England region, while our community capacity building and economic development initiatives are specific to Cape Cod residents. We also pilot solutions and serve as a model for other fishing communities nationwide.

Organization Categories

  1. Environment - Natural Resources Conservation & Protection
  2. Community Improvement, Capacity Building - Alliances & Advocacy
  3. Animal Related - Fisheries Resources

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

No

Programs

Cape Cod Fisheries Trust

The Cape Cod Fisheries Trust works to protect the future of Cape Cod’s historic fishing industry by purchasing commercial permits in order to secure additional fishing opportunities for the struggling local fleet. Self-employed Cape Cod fishermen then lease these opportunities from the Trust and agree to harvest the catch with small boats and traditional gear. The Trust also provides business planning and economic development support to fishing businesses and guides other communities to form their own permit banks.   We were the first permit bank in the country and continue to innovate new solutions and serve as a model for preserving the economic viability of fishing communities around the country.

Budget  $370,000.00
Category  Community Development, General/Other Community Economic Development
Population Served Adults
Program Short-Term Success 
  • Between 2014 and 2015, there is a 30 percent increase in fishermen’s “sense of ownership” over quota banking program
  • Develop tools that document how to build good quota banks and support implementation of quota banks as model for advancing community ownership of quota.
  • 5 new communities around the country are building permit banks. Convene impact investors and community leaders to raise $10M to support 3-5 permit banks.
  • At least one additional fishery (either surf clam or groundfish) is actively participating in quota allocation, with an established process for allocating Trust quota created with input from all lessees in that fishery.
 
 
 
Program Long-Term Success  Build a “best in class” quota banking community with expanding local and fishery management impacts. Promote Cape Cod Fisheries Trust as a model quota bank and share lessons learned with next generation adopters.
Program Success Monitored By  Pounds of fish leased.  Dollars saved by fishermen.  Program lease revenue (to pay down debt).  Financial impact of leasing on local economy.  New permit banks incubated. Annual participant survey.
Examples of Program Success  In 2014, CCFT leased approximately 390,000 quota pounds at below-market rates to local Cape Cod fishermen and saved them more than $600,000. Due to affordable CCFT leasing, 93 captains and crew brought fresh seafood worth $2.75 million to the local economy. 

The Trust worked with the Martha’s Vineyard Fishermen’s Preservation Trust to create their own permit bank. We helped guide the group through its early development stages to purchase their first fishing permit and thus begin preserving their small-boat fleet for future generations.


Community Outreach Program

We connect the public with the fishing industry in unique and effective ways in order to build a sense of community and greater appreciation for the Cape’s maritime traditions. In 2015, our years of community outreach experiences will coalesce into a finely honed selection of activities designed to increase appreciation of the Cape’s historic fishing culture, build community advocates for fishermen and our public policy campaigns, and foster relationships between the public and the fishing fleet. Our Community Outreach Program will achieve these goals through monthly Meet the Fleet discussions, Dish on Fish dinners, the Chatham Fish Pier Outreach Program, the Fish for Families project and dozens of presentations to community organizations.
Budget  $60,000.00
Category  Environment, General/Other Environmental Education
Population Served Adults Children and Youth (0 - 19 years) Elderly and/or Disabled
Program Short-Term Success 
  • Have a pier host available 2 to 6 times a week (weather dependent, 40 days total) from Memorial Day through Columbus Day, interacting with visitors.
  • Plan and host 9 Meet the Fleet presentations. Current planned topics include oysters, skates, seals & sharks, climate change, sea birds, bluefish, and scallops.
  • Organize 3 Dish on Fish dinners.
  • Complete at least 24 community presentations.
  • Coordinate the distribution of over 15,000 pounds of local seafood to The Family Pantry of Cape Cod clients. (note, budget does not include cost of purchasing and processing seafood, just coordination time).
  • Interact directly with at least 10,000 people, increasing their understanding of the importance of fish, fishermen, and sustainable fisheries.
Program Long-Term Success 
  • Increased public appreciation of Cape Cod's maritime traditions.
  • Increased number of community advocates for fishermen and our policy campaigns.
  • Improved relationship between fishermen and the community.
Program Success Monitored By  We evaluate the success of the project through participant head counts, surveys & interviews with fishermen and the public, tracking of media that is pro or con fishermen, tracking of public participation in regulatory meetings/public comments, and in the dollars donated to the organization by individuals. 
Examples of Program Success 
We partnered with The Family Pantry of Cape Cod to provide 7,000 pounds of individually frozen packages of locally-caught seafood to over 800 hungry families. Fishermen were on site to distribute their seafood and talk with folks.
 
“It’s been outstanding,” agreed Pantry's [Immediate Past] President Richard Waystack. “Last month when we gave out skate wings out of 52 clients 50 took them. With the fisherman here people are enamored that that’s the man who caught the fish. We’re building a community of neighbors helping neighbors – and those fish look pretty good.”
 
 
 

Fisheries Reform Campaign

Our team of staff and fishermen works across several management bodies in New England in order to improve fisheries management, protect fish and small boat fishermen. Like the fishermen, we are diversifying our work across several fisheries to ensure that our community has access to robust fishing opportunities, despite the crisis in the groundfish fishery. We are building innovative teams of fishermen and improve their leadership, communication, and conflict resolution skills so they can run campaigns. The staff serves as a resource, bringing fishermen together around an issue to discuss ideas, concerns and opportunities regarding fishery priorities, threats, and opportunities for market driven innovations. We mentor the fishermen as they develop the expertise necessary to sit on the regulatory committees that make management decisions. The change models we pilot  will be useful tools for fishing communities around the country. 
Budget  $900,000.00
Category  Environment, General/Other Marine Conservation
Population Served Adults
Program Short-Term Success 
(a) finalize strong protections for key habitat areas in New England waters, (b) promote a robust program to better monitor the fishing fleet with both human observers and cameras, (c) initiate the development of a fishery ecosystem plan in New England, (d) conserve important forage fish species, and (e) maintain federal conservation standards.
 
We are currently seeking new funders to support this capacity building work. 
Program Long-Term Success  The result will be the formation, evolution, and long-term effectiveness of new fisheries management ideas and programs. Fisheries in New England will be sustainable and no longer overfished.  Managers and fishermen will work together to make sure there are fish and fishermen far into the future.
Program Success Monitored By  We measure progress through changes in management and the status of stock assessments.  Sometimes it is incremental as we track a regulation change through a two year amendment at the Council.  Sometimes it is a quick emergency action by the federal government.
Examples of Program Success 
Cape Cod fishermen led a five-year campaign to improve oversight of the industrial midwater trawl herring fishery. Together, our work resulted in the creation of important new procedures to get information on what these ships catch, including putting observers on every trip, restrictions on dumping and catch-weighing requirements. We are taking a leading role in making sure these new rules get implemented. Details: http://capecodfishermen.org/item/accountability-industrial-seaherring
 
Local scallopers rallied in 2014 to protect their small-boat fleet. They teamed up with other like-minded fishermen, testified compellingly and secured a unanimous vote at the fishery management council. Details at: http://capecodfishermen.org/item/small-boat-scallop-success
 
 
 
 

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. John Pappalardo
CEO Term Start July 2010
CEO Email [email protected]
CEO Experience
“In fisheries, like other areas of resource management, the way forward is almost always a progressive middle-ground instead of an ideological extreme”
 
A Chatham resident, John Pappalardo actively serves on many local, regional, national and international boards, including the Cape Cod Chamber of Commerce, the Chatham Chamber, the Northeast Regional Ocean Council, the Joint Ocean Commission Initiative, the World Ocean Council.
 
He served three three-year terms on the New England Fishery Management Council (2002-2011, 5 years as Chairman), the body that overseas all fisheries rules in the region, and was just reappointed to the Council in 2015.  John also serves as a state commissioner on the Massachusetts Marine Fisheries Advisory Commission.
 
He has worked with the Fishermen's Alliance since 1998, serving as the Policy Director before becoming CEO.
 
John has fished commercially for cod, bluefin tuna, dogfish and striped bass out of Chatham and Harwich.
 
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Mrs. Sue Nickerson Jan 2009 July
Mr. Paul Parker Jan 1998 Jan

Senior Staff

Name Title Experience/Biography
Nancy Civetta Communications Director --
Missy Clarke Finance Director --
Paul Parker CCFT Director --
Melissa Sanderson COO --

Awards

Award Awarding Organization Year
Environmental Hero Award NOAA 2007

Affiliations

Affiliation Year
Chamber of Commerce 2015
Member of state association of nonprofits? Yes
Name of state association Massachusets Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

The Nature Conservancy, Alaska Marine Conservation Commission, Gulf of Mexico Reef Fish Shareholders Alliance, Island Institute, Maine Coast Fishermen's Association, Seafood Harvesters of America, Pew Environment Group, Herring Alliance, The Family Pantry of Cape Cod, Environmental Defense Fund

CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 12
Number of Part Time Staff 0
Number of Volunteers 85
Number of Contract Staff 0
Staff Retention Rate % 80%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 12
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 8
Male: 4
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions

Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
Directors and Officers Policy
Disability Insurance
Employment Practices Liability
General Property Coverage
Life Insurance
Medical Health Insurance
Special Event Liability
Umbrella or Excess Insurance
Workers Compensation and Employers' Liability
Accident and Injury Coverage

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Bi-Annually
Senior Management Formal Evaluation and Frequency Yes Bi-Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Mr. Nick Muto
Board Chair Company Affiliation F/V Lost
Board Chair Term Apr 2014 - Apr 2015
Board Co-Chair Mr. Phillips Marshall
Board Co-Chair Company Affiliation retired
Board Co-Chair Term Apr 2014 - Apr 2015

Board Members

Name Company Affiliations Status
Mr. Andy Baler Nantucket Fish Company, Chatham Pier Fish Market, Bluefins Sushi Voting
Mr. Elliott Carr community volunteer Voting
Mr. Eric Hesse Commerical Fisherman Voting
Mrs. Gwen Holden Kelly community volunteer Voting
Mr. Bruce Kaminski Commerical Fisherman Voting
Mr. Tim Linnell Commerical Fisherman Voting
Mr. Phillips Marshall community volunteer Voting
Mr. Kurt Martin Commerical Fisherman Voting
Mr. Will Martin Commerical Fisherman Voting
Mr. Nick Muto Commerical Fisherman Voting
Mr. Jim Nash Commerical Fisherman, President Georges Bank Cod Fixed Gear Sector Voting
Mrs. Abigail Rose Robert B. Our Co. Voting
Mr. Tye Vecchione Commerical Fisherman Voting
Mr. Greg Walinski Commerical Fisherman Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 14
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 2
Male: 12
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 76%
Written Board Selection Criteria No
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 92%
Percentage of In-Kind Contributions 43%
Constituency Includes Client Representation Yes

Standing Committees

  • Audit
  • Executive
  • Finance

CEO/Executive Director/Board Comments

We are actively seeking to diversify the board of directors and bring more expertise to the board to increase its fundraising and governance skills.

Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Fiscal Year Jan 01, 2015 to Dec 31, 2015
Projected Income $2,512,585.00
Projected Expense $1,868,256.00
Form 990s

2013 Form 990

2012 Form 990

2011 Form 990

Audit Documents

2013 Audited Financial Statements

2012 Audited Financial Statements

2011 Audited Financial Statements

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2013 2012 2011
Total Revenue $1,934,844 $2,550,336 $2,633,653
Total Expenses $1,600,220 $1,655,745 $1,987,638

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $1,332,961 $1,631,535 $1,403,490
Indirect Public Support -- -- --
Earned Revenue $335,955 $697,358 $1,100,857
Investment Income, Net of Losses $19,239 $20,069 $49,430
Membership Dues $56,155 $59,109 $64,712
Special Events $189,659 $141,655 $8,926
Revenue In-Kind -- -- --
Other $875 $610 $6,238

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $1,264,549 $1,307,639 $1,648,359
Administration Expense $315,997 $320,930 $325,136
Fundraising Expense $19,674 $27,176 $14,143
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.21 1.54 1.33
Program Expense/Total Expenses 79% 79% 83%
Fundraising Expense/Contributed Revenue 1% 2% 1%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets $7,431,262 $7,326,100 $5,992,777
Current Assets $1,531,946 $1,403,476 $1,376,023
Long-Term Liabilities $2,300,615 $2,531,540 $2,087,135
Current Liabilities $525,139 $523,676 $529,349
Total Net Assets $4,605,508 $4,270,884 $3,376,293

Prior Three Years Top Three Funding Sources

Fiscal Year 2013 2012 2011
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy Income Only
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? 3.00

Capital Campaign

Are you currently in a Capital Campaign? Anticipated In 3 Years
Capital Campaign Purpose Endowment campaign
Campaign Goal $5,000,000.00
Capital Campaign Dates May 2016 - Dec 2018
Capital Campaign Raised-to-Date Amount $0.00
Capital Campaign Anticipated in Next 5 Years? No

Short Term Solvency

Fiscal Year 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities 2.92 2.68 2.60

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets 31% 35% 35%

CEO/Executive Director/Board Comments

The projected revenues and expenses listed above do not include cash inflows and outflows that do not impact the Statement of Activities. We project an additional $38,357 cash inflow and $562,559 cash outflow, for a total net impact on cash of $120,127 for 2015.  The outflows acknowledge that we have significant balloon loan payments coming due. 

 The Fishermen's Alliance is actively seeking out individual donors and new foundations to diversify income sources.  This diversification is critical in the coming years as long term foundation support is planning to phase out of our region and could leave a significant gap in our funding.   

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available. Please note, the asset and liability data for fiscal years 2013, 2012 and 2011 is per the audited financials.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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3. What are your organization’s capabilities for doing this?

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4. How will your organization know if you are making progress?

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5. What have and haven’t you accomplished so far?

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