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Highlands NJ | IRS ruling year: 1989 | EIN: 22-2897204
Founded in 1984, Clean Ocean Action (COA) is a broad-based coalition of over 115 active boating, business, community, conservation, diving, environmental, fishing, r ... (More)
Founded in 1984, Clean Ocean Action (COA) is a broad-based coalition of over 115 active boating, business, community, conservation, diving, environmental, fishing, religious, service, student, surfing, and women's groups. COA works with these Ocean Wavemakers to clean up and protect the waters of the New York Bight from Montauk, NY, to Cape May, NJ. With continuous, relentless efforts COA uses research, education, and citizen action to empower people and convince our elected officials to protect our marine resources for today and for future generations. (Less)
Great
This charity's score is 99%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 80% Accountability & Finance, 10% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 12/23/2020 | 2019 | 99.95 | |
| 9/3/2019 | 2018 | 99.87 | |
| 2/1/2019 | 2017 | 92.82 | |
| 2/1/2018 | 2016 | 92.60 | |
| 4/1/2017 | 2015 | 92.15 | |
| 7/1/2016 | 2014 | 92.90 | |
| 6/1/2016 | 2014 | 91.35 | |
This organization received multiple star ratings within this fiscal year, due to an update to its Accountability and Transparency data and/or the receipt of an amended Form 990. | |||
| Rating Version: 2.0 | |||
| 11/1/2015 | 2014 | 83.85 |  |
| 6/1/2015 | 2013 | 86.38 | |
| 2/1/2014 | 2012 | 88.06 | |
| 12/1/2013 | 2012 | 87.07 | |
| 12/20/2012 | 2011 | 87.50 | |
| 12/1/2011 | 2010 | 95.96 | |
| 9/20/2011 | 2009 | 86.50 | |
| Rating Version: 1.0 | |||
| 2/1/2011 | 2009 | 96.99 | |
| 12/15/2009 | 2008 | 95.22 | |
| 7/1/2009 | 2007 | 87.18 | |
| 12/15/2007 | 2006 | 96.60 | |
| 2/1/2007 | 2005 | 98.88 | |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Clean Ocean Action is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Clean Ocean Action has earned a 100% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2019. More recent filing data is available, but it has not been factored into this score, due to COVID-19's effect on this organization.
Rating update postponed due to COVID-19's impact on this organization. View Clean Ocean Action's response.
Learn more
Full Credit
Partial Credit
No Credit
Not Applicable
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
| Independent Voting Board Members ... (More) The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less) | |
| No Material Diversion of Assets ... (More) A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:
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| Audited Financials Prepared by Independent Accountant ... (More) Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.
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| Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More) Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it is an indicator that the organization is not financially secure. (Less) | |
| Documents Board Meeting Minutes ... (More) An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less) | |
| Distributes 990 to Board Before Filing ... (More) Providing copies of the Form to the governing body in advance of filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Does not Compensate Board Members ... (More) The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less) | |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.
Sources Include: IRS Form 990 and organization's website
| Conflict of Interest ... (More) Such a policy protects the organization, and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Whistleblower ... (More) This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less) | |
| Records Retention and Destruction ... (More) Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| CEO Compensation Process ... (More) This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less) | |
| Donor Privacy ... (More) Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:
The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes. (Less) | |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.
Sources Include: IRS Form 990 and organization's website
| CEO Salary Listed on 990 ... (More) Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less) | |
| Board of Directors Listed on Website ... (More) Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less) | |
| Key Staff Listed on Website ... (More) It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less) | |
| Audited Financial Statements Listed on Website ... (More) We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less) | |
| Form 990 Available on Website ... (More) We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less) | |
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 0.00% - 10/10 ptsLiabilities to Assets Ratio - 0.00% - 10/10 pts
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).
Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.
Source: IRS Form 990
Working Capital Ratio - 2.39 years - 10/10 ptsWorking Capital Ratio - 2.39 years - 10/10 pts
Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Efficiency - $0.04 - 10/10 ptsFundraising Efficiency - $0.04 - 10/10 pts
The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.
Source: IRS Form 990
Administrative Expense Ratio - 10.00% - 10/10 ptsAdministrative Expense Ratio - 10.00% - 10/10 pts
As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Expense Ratio - 5.00% - 10/10 ptsFundraising Expense Ratio - 5.00% - 10/10 pts
This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Ratio - 84.80% - 9.94/10 ptsProgram Expense Ratio - 84.80% - 9.94/10 pts
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s).
This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Growth - 10.82% - 10/10 ptsProgram Expense Growth - 10.82% - 10/10 pts
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are this organizations key compensated staff members as identified by our analysts. This compensation data includes salary, cash bonuses and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Cindy Zipf, Executive Director
$66,471 (8.99% of Total Expenses)
Current CEO and Board Chair can be found in the Leadership & Adaptability report below.
Source: IRS Form 990 (page 7), filing year 2020
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Activities:
Ecology or conservation (BMF activity code: 529)
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Clean Ocean Action) or EIN (222897204) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Clean Ocean Action reported being impacted by COVID-19 in the following ways:
Program Delivery
How COVID-19 impacted the organization's operations financially:
Donations in 2020 to education and pollution abatement programs declined by 14% as compared with those same donation categories in 2019. However, Clean Ocean Action applied and received the PPP loan and thus were able to employ a full staff.
How COVID-19 impacted the organization's delivery of programs:
Due to COVID and related regulations, Clean Ocean Action cancelled all Winter/Spring 2020 in-person meeting, programs, workshops, and education programs, as well as all major programs and events, including citizen science water quality monitoring, Beach Sweeps, and Student Summits. By late Spring of 2020, COA had shifted and re-invented primary education programs to virtual formats allowing modified education forums, workshops, advocacy strategy planning, and similar activities to thrive even under the circumstances. These included the Student Summits and the launch of the Student Environmental Advocates & Leaders (SEAL). By the Fall of 2020, some outdoor events were held, albeit with participation limits to comply with CDC’s recommendations/restrictions for COVID.
How this organization adapted to changing conditions caused by COVID-19:
The pandemic required COA to reimagine and reconfigure programs for success. Within one week of the statewide shutdown, COA’s internal operations were back online, thanks to remarkable support from a volunteer IT magician. With COA then consisting of 10 home offices, collaboration and coordination was virtual and technology was centric. COA’s mighty crew rolled with these challenges; the “go with the flow” mantra became a lifeline and source of inspiration to evolve. Hence, COA embraced online tools (TEAMs, ZOOM, Prezi, Google Suite) which have become vital to programing. Nearly every program now has a new, vibrant and innovative virtual component, including Beach Sweeps Captain meetings, Rally for the Two Rivers monthly seminars, Student Summits, and the SEAL program.
Innovations the organization intends to continue permanently after the pandemic:
To keep it positive, we call them “rainbows and silver linings.” There may not be a crystal ball to see into the future, but COA believes the virtual “genie is out of the bottle” and welcomes the opportunity to benefit from these more inclusive methods. While it is clear that the pandemic and its devastation will cast a long shadow for years to come, it compelled COA to realign, reimagine and retool approaches to maintain and sustain its mission. The result is a programmatic evolution for COA. By embracing and integrating new and innovative lessons learned, COA has become more empowered to provide improved services to those who depend upon a clean ocean. There are new tools in the virtual realm – including the Zoom-room and TEAMS advocacy. Uniting vast numbers of people over immense areas is easier than ever, and the virtual realm reduces burning fossil fuels for traveling.
Not Currently Scored
Clean Ocean Action cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Learn More
Clean Ocean Action reported its largest program on its FY 2019 Form 990 as:
Spent in most recent FY
Percent of program expenses
Education and Outreach
Clean Ocean Action has earned a 93% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - Data Available - 100/100 ptsConstituent Feedback - Data Available - 100/100 pts
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
Who are the people you serve with your mission? Describe briefly.
Clean Ocean Action (COA) serves all who depend on a clean and healthy ocean which ultimately includes all life on earth - from the diverse and extraordinary life within the ocean and those who enjoy its rich bounty and joyful waters to those who depend upon it for food or livelihood with its billions of dollars in economic value. Thus, COA serves many -- swimmers, boaters, divers, surfers, fishermen and women, and those whose souls are enriched by the sea, as well as commercial fishing, boating industries and tourism. Many also depend on the sea to supplement their diet by fishing, clamming, or crabbing. Finally, the ocean generates between 50-70% of Earth’s oxygen so more than every other breath we take is a gift from the sea.
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Paper surveys, Suggestion box/email, Other means
How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve
With whom does your organization share the feedback you got from the people you serve?
The people we serve, Our staff, Our board, Our funders, Our community partners
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
It is a COA core value to work as a coalition. As such, creating feedback loops is essential. For example, COA recently surveyed a watershed with 12 predominantly low-income communities about a massive, proposed fossil fuel project off their shore. Most were unaware of the project, the risks, dangers or pollution issues. COA then engaged in a process to determine their needs and as a result supplied information, resolutions, and other resources and tools to empower communities to take action. Thus, citizens in all 12 towns became leaders by engaging with their elected officials to pass resolutions which helped lead to the defeat of the project. Requesting feedback is key for COA to determine community needs and how to best engage citizens for improving water quality and quality of life.
What challenges does your organization face in collecting feedback from the people you serve?
It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
COA's Student Summits offer opportunities for thousands of middle school students to understand how the sea is connected to both their health and future. They provide enlightening seaside symposiums in Monmouth, Ocean, and Cape May Counties in NJ and Staten Island, NY. Educating the next generation to restore a healthy environment with STEAM-based programing is essential. Last Fall, COA's Teacher and Student Feedback Forms included information indicating that videos were too long, the pre-program questionnaire was too involved and questions asked of the students were beyond their scope. As a result, this year's Student Summits shifted to shorter and more informative videos, a straight forward pre-program questionnaire and content that was more specifically age-appropriate.
Equity Practices - Data Available - 90/100 ptsEquity Practices - Data Available - 90/100 pts
70% of beacon score
This organization's score of 90 is a passing score. The organization reported that it is implementing 7 Equity Practices. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Equity Practices (2/7) | |
|---|---|
We review compensation data across the organization (and by staff levels) to identify disparities by race. | |
We ask team members to identify racial disparities in their programs and/or portfolios. | |
We analyze disaggregated data and root causes of race disparities that impact the organization/'s programs, portfolios, and the populations served. | |
We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support. | |
We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders. | |
We disaggregate data by demographics, including race, in every policy and program measured | |
We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization. | |
Equity Policies and Procedures (5/7) | |
|---|---|
We use a vetting process to identify vendors and partners that share our commitment to race equity. | |
We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions. | |
We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization. | |
We have community representation at the board level, either on the board itself or through a community advisory board. | |
We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability. | |
We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team. | |
We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization. | |
Clean Ocean Action has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
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Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Our mission is in our name -- Clean up the Ocean with Action! With an ocean conscience, COA identifies threats to the marine environment, researches responsible solutions, and rallies strategic campaigns using science, education, and advocacy. As a result, informed, powerful and motivated broad-based coalitions (citizens, groups, and businesses) are united to protect marine life from harm. Primary focus area is the New York Bight from Montauk, NY, to Cape May, NJ. For over 35 years, COA’s relentless, successful efforts empower people and convince our elected officials to protect our marine resources for today and for future generations.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Mission accomplished for Clean Ocean Action is a sustainable clean, healthy, vibrant ocean as a result of instilling true-blue ocean protection mindfulness within all people. In other words, the ultimate measure of success would be that the work of Clean Ocean Action is complete -- the ocean is healthy and vibrant, people live and work sustainably with the ocean, and laws exist to protect the sea from future harm such that COA is no longer needed and can close its doors.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Enhance or create transformative research, education and advocacy programs to instill citizens with “the will and the way” to stop sources of pollution and harm to the ocean, and combat climate change
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Two: Engage groups, businesses and citizens to establish ocean protection/climate change issues as a public policy priority objective at the local, state, federal level, using tradition and digital forums.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Three: Nurture and cultivate youth with STEAM, leadership, and civic empowerment tools to ensure a robust future generation of ocean defenders.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
To enhance COA’s organizational capacity and employee self-improvement, staff are encouraged to participate in leadership opportunities. Professional development is included in Job Descriptions, regularly discussed at staff meetings, and shared often. Thus, staff have enhanced skills and knowledge which speak to “a rising tide lifts all boats.” Examples include Staff Scientist and Watershed Protection Coordinator trained with ARC/GIS to enhance research and outreach programs, Policy Attorney attended legal trainings, and management staff participates in HR trainings. COA is a member of the Center for Nonprofits which provides access to timely workshops to enhance internal operations. These are most helpful, particularly last year for COVID-related issues. Staff cultivate relationships within professional organizations, including environmental commissions, chambers of commerce or other networking opportunities to expand the horizons of employees and help with networking COA’s mission.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
At the core of Clean Ocean Action is coalition building. It is at the heart of every program and campaign. As such, COA works with hundreds of organizations and continuously conducts outreach programs to unite groups, citizens, and businesses to achieve the goal of protecting the marine environment. To support the networking, COA also participates on numerous federal, state, and local “stakeholder processes” which provide invaluable access to agency staff to garner insights about regulatory or other actions allowing early input and/or intervention for COA’s ocean protection policy initiatives. Also, COA participates in many NGO networks and programs to share knowledge and challenges which help strengthen partnerships and overall environmental progress. Moreover, COA has a robust social media presence of 50,009!
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Adaptation model: boldly “go with the flow to make waves of change.” As news of the pandemic swept the world, COA’s mighty crew embraced our watery true-blue mantra, go with the flow. Like a river, if one path is blocked, another is found, the twists and turns creating new pathways for progress. As such, “go with the flow” became a lifeline and inspiration source to evolve and find a way forward despite challenges. Thus, many lessons were learned. As the pandemic raged, thousands of citizens sought the beauty and serenity of the ocean for solace and inspiration. Since social distancing requirements limited in-person activities, COA shifted to digital media and connected with surfers, fishermen, and photographers to share images that allowed COA’s website and social media platforms to be a gateway to the sea. Images of migrating whales, videos of ocean waves, and storytellers and artists sharing their passion for the sea provided a refreshing and welcome ocean connection. COA also learned important benefits and opportunities with online experiences. Chief among these is increased participation, thanks to the ease of participating from home or mobile devices, and unlimited online capacity in the Zoom Room. Importantly, it also helps eliminate social, economic, and pandemic-related barriers that often prevent in-person participation due to travel restrictions or transportation costs (i.e., buses). Environmentally, less travel to these meetings in cars and buses has reduced fossil fuel emissions. COA believes the virtual genie is out of the bottle, and with hope, enthusiasm, and anticipation is adopting the new inclusive, and innovative learning options, while also making the best of both worlds. Concurrently, COA is enhancing sustainable outdoor/real-world programing. Combining both real and virtual programing provides an extraordinary opportunity to expand access to COA’s research, education, and citizen action programing that is convenient to anyone at any time.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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