SAN JUAN CAPISTRANO, CA
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)MARINE PROTECTED AREA COLLABORATIVE NETWORK, founded in 2023, is a small nonprofit in the Environment sector that reported $523K in total revenue in fiscal year 2024. Revenue surged 75% from the prior year, signaling strong growth momentum. Expenses of $581K exceeded revenue, resulting in a 11% operating deficit.
THE MISSION OF THE MPA COLLABORATIVE NETWORK IS TO EMPOWER COMMUNITIES TO ENGAGE IN MARINE PROTECTED AREA STEWARDSHIP FOR A HEALTY OCEAN.
1.Facilitate the organization of 14 county-based collaboratives for the purpose of more effective education and outreach of California's 124 marine protected areasa.Stakeholders are gathered in each...
1.Facilitate the organization of 14 county-based collaboratives for the purpose of more effective education and outreach of California's 124 marine protected areasa.Stakeholders are gathered in each of California's coastal counties to determine locally appropriate messages and methods for educating the public about marine protected areas and ocean health in generalb.CEO, staff, and collaborative members, including agency representatives, non-profits, academic institutions, fishing associations, ocean businesses, Tribal members, and educatorsc.Meetings are held in each coastal county, as well as Catalina Island, and virtuallyd.30 percent of total time is allocated to supporting the 14 MPA collaborativese.The activity is funded by a grant from the Ocean Protection Council as well as two private funders and is 30 percent of overall expensesf.The activity is directly related to our purpose of environmental education, focused on increasing awareness of marine protected areas2. Provide marine protected area education for enforcement purposesa. Includes training officers, district attorneys, judges, commissioners, etc. to ensure compliance of marine protected area regulationsb. CEO, staff, and partners, including Tribal members, facilitate trainings and provide educational resourcesc. Trainings occur in every coastal county of California as well as virtuallyd. 25 percent of total time is allocated to marine protected education for improved enforcemente. Activity is funded by a grant from the Ocean Protection Council and is 20 percent of overall expensesf. The activity is directly related to our purpose of environmental education 3. Increase awareness of access issues as they pertain to the coast and ocean of Californiaa.Hosting of webinars, panels, listening sessions and working groups to educate collaborative members and the general public about obstacles and barriers certain groups face in accessing and recreating in and around California's coast and oceanb.CEO, staff, consultants, and community-based coordinators conduct the activityc.Meetings and webinars are held virtually with some in-person trainings and workshopsd.20 percent of total time is allocated to this activitye.Activity is funded by grants from the state and private donors and is 20 percent of total expensesf.Activity is directly related to our purpose of environmental education by ensuring this education is accessible and appropriate to all4. Foster strategic partnerships for more effective resource management and facilitate regular communication between collaboratives and state agencies.a. Includes facilitating working groups and special events, act as a knowledge hub, being a member of the MPA Statewide Leadership Team, engaging with other networks and partners to share lessons learned, and producing communications (e.g., newsletters, website, social media, etc.)b. CEO, staff, collaborative members, and partnersc. Meetings, conferences or other events may take place throughout California, in other states and nations, and virtuallyd. 25 percent of total time is allocated to this activitye. Grants from the state and private foundations and is 30 percent of overall expensesf. Activity furthers purpose of environmental education, by increasing the effectiveness of marine protected area management across diverse stakeholders and partners and establishing a replicable model of engagement.
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 | $522,983 | $298,904 | +0.7% |
| Expenses | $581,096 | N/A | N/A |
| Net Income | $-58,113 | $298,904 | -1.2% |
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 |
|---|---|---|---|---|---|---|
| CALLA ALLISON | CEO | 2.00 |
Officer
Director
|
$120,000 | $3,300 | $123,300 |
| B CLAIRE ARRE | Secretary | 2.00 |
Officer
Director
|
$65,170 | $6,970 | $72,140 |
| MICHAEL SUTTON | Chairman | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| SARA LOWELL | Director | 2.00 |
Director
|
$0 | $0 | $0 |
| JOCELYN HERBERT | VICE CHAIR | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| PHYLLIS GRIFMAN | Director | 2.00 |
Director
|
$0 | $0 | $0 |
| GREG MACGILLIVRAY | Director | 2.00 |
Director
|
$0 | $0 | $0 |
| JORDAN DIEMERT | CFO | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2024 | $522,983 | $581,096 | $243,533 | $-58,113 |
| 2023 | $298,904 | No data | $298,904 | No data |
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