WASHINGTON, DC
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)AFRICAN WILDLIFE FOUNDATION INC, founded in 1961, is a mid-sized nonprofit in the Animal-Related sector that reported $37.3M in total revenue in fiscal year 2024.
AWF'S MISSION IS TO ENSURE WILDLIFE AND WILD LANDS THRIVE IN MODERN AFRICA. WE WORK TO EQUIP AFRICAN GOVERNMENTS, INSTITUTIONS, BUSINESS, AND COMMUNITIES WITH THE TOOLS, INSIGHTS, AND SUPPORT THEY NEED TO DEFINE, OWN, AND REALIZE A CONSERVATION AGENDA TIED TO PROGRESS. OUR STRATEGIES BRIDGE SCIENCE, ON-THE-GROUND PROGRAMS, EDUCATION, AND PUBLIC POLICY.
NATIONAL AND LANDSCAPE LEVEL CONSERVATION PROGRAMSIN KENYA, WORK FOCUSED ON RANGELAND RESTORATION AND COEXISTENCE. WATER SECURITY REMAINED CENTRAL IN THE TSAVOMKOMAZI LANDSCAPE WHERE AWF WORKED WITH...
NATIONAL AND LANDSCAPE LEVEL CONSERVATION PROGRAMSIN KENYA, WORK FOCUSED ON RANGELAND RESTORATION AND COEXISTENCE. WATER SECURITY REMAINED CENTRAL IN THE TSAVOMKOMAZI LANDSCAPE WHERE AWF WORKED WITH COMMUNITIES TO RESTORE CATCHMENTS AND IMPROVE ACCESS TO FRESHWATER FOR PEOPLE AND WILDLIFE, WHILE ALSO LAUNCHING AN AMBITIOUS PARTNERSHIP WITH THE WILDLIFE CLUBS OF KENYA TO ENGAGE SCHOOL CHILDREN IN CONSERVATION. ADDITIONALLY, AWF SUPPORTED THE GOVERNMENT OF KAJIADO COUNTY WITH A SUSTAINABLE BUSINESS INVESTMENT STRATEGY TIED TO LOCAL MANAGEMENT OF AMBOSELI NATIONAL PARK. IN RWANDA, THE GOVERNMENT'S VISION OF REGIONAL GREEN GROWTH TIED TO INCREASED HABITAT FOR GORILLAS ADVANCED SIGNIFICANTLY, WITH A COMMUNITY-ENDORSED COMPENSATION AND LAND VALUATION FRAMEWORK APPROVED THROUGH RIGOROUS FPIC PROCESSES ESTABLISHED BY AWF. AWF ALSO INVESTED IN WOMEN-LED AGRICULTURE, NATURE-BASED ENTERPRISES, AND EARLY PLANNING FOR SMART GREEN VILLAGES. IN CAMEROON, AWF STRENGTHENED GOVERNANCE IN THE CAMPO MA'AN LANDSCAPE THROUGH ENHANCED COMMUNITY PARTICIPATION, A GRIEVANCE REDRESS SYSTEM, UPDATED PROTECTED AREA MANAGEMENT PLANNING, AND ECOLOGICAL MONITORING OF ELEPHANTS, GORILLAS, CHIMPANZEES, AND OTHER ICONIC SPECIES. PARALLEL LIVELIHOOD INVESTMENTS IN SUSTAINABLE COCOA, RUBBER, AND PLANTAIN FARMING HELPED REDUCE LOCAL RELIANCE ON FOREST EXTRACTION. IN THE DJA LANDSCAPE, AWF ENHANCED PROTECTED AREA MANAGEMENT OF THE DJA FAUNAL RESERVE, REINFORCED ANTI-POACHING EFFORTS, AND ENGAGED LOCAL COMMUNITIES THROUGH RIGHTS-BASED TRAINING. SIMULTANEOUSLY, AWF PROMOTED ALTERNATIVE LIVELIHOODS, LIKE FISH FARMING, TO BOOST FOOD SECURITY AND ENSURE COMMUNITY COOPERATION IN MAINTAINING THE RESERVE'S INTEGRITY. IN FARO LANDSCAPE, AWF STRENGTHENED MANAGEMENT AND ANTI-POACHING OPERATIONS IN FARO NATIONAL PARK. CONFLICT BETWEEN LOCAL RESIDENTS AND HERDERS WAS REDUCED VIA THE TANGO INITIATIVE, AND LOCAL COMMUNITIES WERE ENGAGED IN SUSTAINABLE ENTERPRISE, INCLUDING TRAINING INDIGENOUS MBORORO COMMUNITIES IN PLANT NURSERY MANAGEMENT AND PROVIDING EQUIPMENT FOR CROP PROCESSING AND RICE FARMING. IN DRC, AWF STRENGTHENED CONSERVATION OUTCOMES ACROSS TWO CRITICAL CONGO BASIN LANDSCAPES BILI-UL AND MARINGA-LOPORI-WAMBA ADVANCING PROTECTION, COMMUNITY GOVERNANCE, AND LONG-TERM ECOLOGICAL RESILIENCE. IN BILI-UL, AWF'S CO-MANAGEMENT AGREEMENT WITH NATIONAL WILDLIFE AUTHORITY, THE INSTITUT CONGOLAIS POR LA CONSERVATION DE LA NATURE (ICCN) ENHANCED SECURITY ACROSS A CORE ZONE OF THE PROTECTED AREA THROUGH INTENSIFIED PATROLS AND STRENGTHENED OPERATIONAL BASES. LAW-ENFORCEMENT OUTCOMES IMPROVED AND ECOLOGICAL MONITORING PROGRESSED WITH CAMERA TRAPS AND A NEW RESEARCH CAMP. COMMUNITY ENGAGEMENT AND RIGHTS-BASED APPROACHES WERE REINFORCED THROUGH ACTIVE COMPLAINT-MANAGEMENT MECHANISMS, TRAINING FOR ECOGUARDS, AND INFRASTRUCTURE UPGRADES BENEFITING NEARLY 36,000 PEOPLE. IN THE MARINGA-LOPORI-WAMBA LANDSCAPE, AWF ADVANCED INTEGRATED CONSERVATION AND COMMUNITY DEVELOPMENT ACROSS THE LOMAKO-YOKOKALA AND IYONDJI COMMUNITY BONOBO RESERVES. THE RENOVATED PUBLIC SCHOOL IN ILIMA EMERGED AS CENTER FOR ENVIRONMENTAL EDUCATION, COMPLEMENTING ONGOING RIGHTS-BASED AWARENESS CAMPAIGNS AND GOVERNANCE TRAINING FOR LOCAL AUTHORITIES. AWF ADVANCED OPPORTUNITIES FOR WOMEN AND YOUTH THROUGH THE DEVELOPMENT OF BUSINESS INCUBATION CENTERS. AWF CONTINUED TO COLLABORATE WITH WILDLIFE AUTHORITIES ON MONITORING AND ANTI-TRAFFICKING EFFORTS. IN ETHIOPIA, DESPITE DISRUPTIONS CAUSED BY REGIONAL INSECURITY, AWF CONTINUED TO WORK CLOSELY WITH THE ETHIOPIAN WILDLIFE CONSERVATION AUTHORITY (EWCA), SUPPORTING THE DEVELOPMENT OF THE WALIA IBEX NATIONAL STRATEGY AND ACTION RECOVERY PLAN, AND STRENGTHENING EWCA'S INSTITUTIONAL CAPACITY FOR IMPROVED COORDINATION AND DATA-DRIVEN MANAGEMENT. THE COUNTER WILDLIFE TRAFFICKING PROGRAM PROVIDED ONGOING SUPPORT TO CANINE UNITS AT BOLE INTERNATIONAL AIRPORT AND ASSISTED THE JUDICIARY IN WILDLIFE CRIME PROSECUTION. WORK IN SIMIEN MOUNTAINS INCLUDED SUPPORT TO THE LOCAL PRIMARY SCHOOL, A WILDLIFE AMBASSADORS PROGRAM TARGETED TO LOCAL COMMUNITY LEADERS, AND ONGOING EFFORTS FOCUSED ON FOREST REGENERATION, LAND REHABILITATION, AND SOIL EROSION CONTROL. IN TANZANIA, AWF PARTICIPATED IN NATIONAL POLICY DIALOGUES. IN THE KILOMBERO LANDSCAPE, AWF PARTNERED WITH LOCAL AUTHORITIES TO ADVANCE COMMUNITY LAND-USE PLANNING AND DEVELOP SHARED NATURAL RESOURCE AGREEMENTS. AWF ALSO SUPPORTED COMMUNITY LEADERSHIP THROUGH LOCAL NATURAL RESOURCE COMMITTEES, EXPANDING A NETWORK OF CONSERVATION CHAMPIONS ACROSS THE LANDSCAPE, AND SUPPORTING CONSERVATION ENTERPRISES AND SUSTAINABLE AGRICULTURE. IN UGANDA, AWF'S COUNTER WILDLIFE TRAFFICKING PROGRAM SUPPORTED AUTHORITIES IN CONDUCTING NEARLY ONE MILLION SEARCHES FOR ILLEGAL WILDLIFE AND WILDLIFE PRODUCTS AT KEY TRAFFICKING POINTS. OTHER EFFORTS STRENGTHENED COEXISTENCE AND GOVERNANCE STRUCTURES ACROSS KIDEPO AND MURCHISON FALLS LANDSCAPES. PREPARATIONS FOR RHINO REINTRODUCTION AT AJAI WILDLIFE RESERVE ADVANCED THROUGH IMPROVED RANGER CAPACITY AND COMMUNITY ENGAGEMENT. IN ZIMBABWE, AWF CONCLUDED A CO-MANAGEMENT AGREEMENT WITH ZIMPARKS FOR MANA POOLS NATIONAL PARK IN THE MID-ZAMBEZI LAN
PAN AFRICAN PROGRAMSTHROUGH A COLLABORATION WITH PEACENEXUS, AWF ADVANCED RIGHTS-BASED AND CONFLICT-SENSITIVE APPROACHES WITH INDIGENOUS AND LOCAL COMMUNITIES AND WILDLIFE AUTHORITIES ACROSS MULTIPLE...
PAN AFRICAN PROGRAMSTHROUGH A COLLABORATION WITH PEACENEXUS, AWF ADVANCED RIGHTS-BASED AND CONFLICT-SENSITIVE APPROACHES WITH INDIGENOUS AND LOCAL COMMUNITIES AND WILDLIFE AUTHORITIES ACROSS MULTIPLE COUNTRIES. GOVERNMENTS WERE SUPPORTED TO DEVELOP BIODIVERSITY ECONOMIES THROUGH INVESTMENT FRAMEWORKS, ASSESSING NATURE-POSITIVE ENTERPRISES, AND SHAPING PATHWAYS THAT DIVERSIFY REVENUE AND DIRECT BENEFITS TO COMMUNITIES. PARTNERSHIPS WITH THE AFRICA PROTECTED AREAS DIRECTORS (APAD) AND OTHERS CONTRIBUTED TO STRONGER PAN-AFRICAN REPRESENTATION IN GLOBAL CONSERVATION PLANNING. AWF INCREASED THE CAPACITY OF AFRICAN CONSERVATION LEADERS THROUGH A VARIETY OF STRATEGIES, INCLUDING FELLOWSHIP AND TRAINING PROGRAMS DESIGNED TO BUILD INDIVIDUAL AND INSTITUTIONAL CAPACITY TO DRIVE DURABLE CONSERVATION ACTION. OUR YOUTH LEADERSHIP PROGRAM WHICH ALREADY INCLUDED TWO FELLOWSHIPS TARGETING YOUNG CONSERVATION PROFESSIONALS EXPANDED TO REACH SCHOOL AGE CHILDREN THROUGH A PARTNERSHIP WITH WILDLIFE CLUBS OF KENYA. COUNTER WILDLIFE TRAFFICKING TRAININGS FOR AFRICAN LAW ENFORCEMENT, JUDICIARY, PROSECUTORS, AND WILDLIFE AUTHORITIES TOOK PLACE IN FIVE COUNTRIES, EMPHASIZING OUR HOLISTIC APPROACH FOCUSED ON DETERRENCE, DETECTION, INVESTIGATION, AND PROSECUTION. THE PROGRAM DIRECTLY SUPPORTED WILDLIFE AUTHORITIES WITH RESOURCES IN UGANDA, CAMEROON, TANZANIA, ETHIOPIA, AND KENYA.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2024 | 2023 | Change | |
|---|---|---|---|
| Revenue | $37,344,195 | $38,598,852 | 0.0% |
| Expenses | $37,818,711 | $34,270,641 | +0.1% |
| Net Income | $-474,516 | $4,328,211 | -1.1% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
Financial Distress Indicator
Liquidity & Cash Position
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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| KADDU SEBUNYA | CHIEF EXECUTIVE OFFICER | 50.00 |
Officer
Director
|
$495,414 | $72,267 | $567,681 |
| CRAIG SHOLLEY | SR VP, ADVISOR (UNTIL 10/24), TRUSTEE | 24.00 |
Officer
Director
|
$107,920 | $18,882 | $126,802 |
| LARRY GREEN | CHAIR | 4.00 |
Officer
Director
|
$0 | $0 | $0 |
| STEPHEN GOLDEN | VICE CHAIR | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| CATHERINE HERRING | TREASURER | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| AKHIL BHARDWAJ | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| MARK BURSTEIN | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| PAYSON COLEMAN | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| HAILEMARIAM DESSALEGN BOSHE | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| LYNN DOLNICK | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| GREG EDWARDS | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| MARY GLASSER | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| DONALD GRAY | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| CHRISTOPHER GRAYLING | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| MARLEEN GROEN | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| GILLES HARERIMANA | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| CHRISTINE HEMRICK | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| ISSOUFOU MAHAMADOU | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| STEPHEN JUELSGAARD | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| LAURA KOHLER | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| ANDREW MALK | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| CHARLES MBIRE | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| VERONICA MEINHRD | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| HE FESTUS G MOGAE | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| CHRISTOPHER MURRAY | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| EMERY RUBANGENGA | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| ANNE SCOTT | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| FREDERICK R STEINER | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| HEATHER STURT HAAGA | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| CHRISTOPHER TOWER | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| PIERRE TRAPANESE | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| MARIA WILHELM | TRUSTEE | 2.00 |
Director
|
$0 | $0 | $0 |
| RICHARD HOLLY | CHIEF FINANCIAL OFFICER | 50.00 |
Officer
|
$249,430 | $57,613 | $307,043 |
| ERIC COPPENGER | CHIEF OF STAFF | 50.00 |
Officer
|
$243,000 | $51,013 | $294,013 |
| CHARLY FACHEUX | SVP, CONSERVATION STRATEGY, IMPACT, AND LEARNING | 50.00 |
Officer
|
$235,180 | $56,188 | $291,368 |
| BETH FOSTER | SVP, BRAND AND PUBLIC ENGAGEMENT | 50.00 |
Officer
|
$217,708 | $25,581 | $243,289 |
| NICOLE ENGDAHL | VP, INDIVIDUAL GIVING | 50.00 |
Officer
|
$213,062 | $16,698 | $229,760 |
| AMY GOSSOW | VP, FOUND. RELATIONS (UNTIL 8/2025) | 50.00 |
Officer
|
$212,625 | $34,674 | $247,299 |
| PHILIP MURUTHI | VP, SPECIES AND SCIENCE | 50.00 |
Officer
|
$211,229 | $25,562 | $236,791 |
| FREDERICK KUMAH | VP, GLOBAL LEADERSHIP | 50.00 |
Officer
|
$183,421 | $49,197 | $232,618 |
| ANDREA ATHANAS | VP, ENTERPRISE & INVESTMENT | 50.00 |
Officer
|
$168,000 | $79,471 | $247,471 |
| CHANG AUDREY IM | SR ADVISOR, PRINCIPAL GIVING | 40.00 |
Highest
|
$165,458 | $10,568 | $176,026 |
| FELIX OTIENO | DIRECTOR OF IT | 40.00 |
Highest
|
$150,000 | $41,220 | $191,220 |
| KYLIE RUSH | DIRECTOR, ANNUAL GIVING | 40.00 |
Highest
|
$134,166 | $23,376 | $157,542 |
| DAVID WILLIAMS | SR DIR, CONSERVATION GEOGRAPHY | 40.00 |
Highest
|
$135,879 | $43,611 | $179,490 |
| JAMES LOUDEN | CREATIVE & WEB DIRECTOR | 40.00 |
Highest
|
$129,750 | $18,331 | $148,081 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | $37,344,195 | $37,818,711 | $54,826,766 | $-474,516 |
| 2025 | $37,344,195 | $37,818,711 | $54,826,766 | $-474,516 |
| 2024 | $38,598,852 | $34,270,641 | $54,338,355 | $4,328,211 |
| 2023 | $33,734,460 | $36,676,458 | $44,798,224 | $-2,941,998 |
| 2022 | $34,219,037 | $39,188,097 | $48,801,951 | $-4,969,060 |
| 2021 | $32,870,750 | $32,391,661 | $56,596,202 | $479,089 |
| 2020 | $31,135,778 | $28,297,191 | $53,071,771 | $2,838,587 |
| 2019 | $29,312,785 | $30,412,266 | $46,612,111 | $-1,099,481 |
| 2018 | $26,643,429 | $28,638,531 | $49,878,753 | $-1,995,102 |
Compare AFRICAN WILDLIFE FOUNDATION INC with other nonprofits in District of Columbia and across the country.