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PO BOX 370
Forest Knolls CA 94933-0370
Mail donations to:
P.O. Box 370
Forest Knolls CA 94933
Forest Knolls CA | IRS ruling year: 1997 | EIN: 91-1818080
Turtle Island Restoration Network's (TIRN) mission is to take swift and decisive action to protect and restore marine species and their habitats and to inspire peopl ... (More)
Turtle Island Restoration Network's (TIRN) mission is to take swift and decisive action to protect and restore marine species and their habitats and to inspire people in communities all over the world to join us as active and vocal marine species advocates. Our Sea Turtles Restoration Project provides public education, action, and hands-on conservation to protect endangered sea turtles and marine biodiversity worldwide. Our GotMercury project works to educate the public about the impacts of consuming mercury tainted seafood. Our Salmon Protection and Watershed Network (SPAWN) works to protect California's largest remaining run on endangered Coho salmon through research, restoration, public education and policy change. (Less)
Great
This charity's score is 98%, 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 | |||
| 12/1/2020 | 2019 | 97.23 | |
| 10/1/2019 | 2018 | 96.93 | |
| 9/1/2018 | 2017 | 96.91 | |
| 11/1/2017 | 2016 | 96.56 | |
| 10/1/2016 | 2015 | 90.61 | |
| 7/1/2016 | 2014 | 91.16 | |
| 6/1/2016 | 2014 | 85.82 |  |
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 | |||
| 12/1/2015 | 2014 | 85.16 | |
| 8/1/2015 | 2014 | 83.21 | |
| 6/1/2014 | 2012 | 92.19 | |
| 12/20/2012 | 2011 | 86.54 | |
| 3/1/2012 | 2010 | 83.48 | |
| 9/20/2011 | 2009 | 79.48 |  |
| Rating Version: 1.0 | |||
| 12/1/2010 | 2009 | 81.05 | |
| 11/1/2010 | 2008 | 96.12 | |
| 3/1/2009 | 2007 | 93.82 | |
| 6/1/2008 | 2006 | 93.73 | |
| 7/1/2007 | 2005 | 96.17 | |
| 10/1/2006 | 2004 | 93.64 | |
| 5/1/2005 | 2003 | 93.36 | |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Turtle Island Restoration Network 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.
Turtle Island Restoration Network has earned a 97% 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, which is the most recent Form 990 currently available to us.
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) | Partial |
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 - 12.10% - 7.5/10 ptsLiabilities to Assets Ratio - 12.10% - 7.5/10 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 - 1.57 years - 10/10 ptsWorking Capital Ratio - 1.57 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 - $0.07 - 10/10 ptsFundraising Efficiency - $0.07 - 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 - 8.20% - 10/10 ptsAdministrative Expense Ratio - 8.20% - 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 - 6.00% - 10/10 ptsFundraising Expense Ratio - 6.00% - 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 - 85.60% - 10/10 ptsProgram Expense Ratio - 85.60% - 10/10 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 - 23.93% - 10/10 ptsProgram Expense Growth - 23.93% - 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
Todd Steiner, Executive Director
$130,313 (4.64% 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:
Described in section 170(b)1)(a)(vi) of the Code (BMF activity code: 994)
Preservation of natural resources (conservation) (BMF activity code: 350)
Discussion groups, forums, panels lectures, etc. (BMF activity code: 123)
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 (Turtle Island Restoration Network) or EIN (911818080) 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.
Turtle Island Restoration Network reported being impacted by COVID-19 in the following ways:
Revenue
Staffing
Administrative Capacity
Grants Received
Grants Sent
How COVID-19 impacted the organization's operations financially:
TIRN was lucky in that our grassroots individual donors continued to support our critical ocean and watershed conservation campaigns and programs. However, expected foundation grant support declined by 41% as funders shifted and/or reduced their funding priorities from environment to community health and economic support.
How COVID-19 impacted the organization's delivery of programs:
In the wake of the COVID-19 pandemic, we nimbly shifted from the field and office to remote work. In Galveston, our annual nest patrol was delayed and restricted during the 2020 sea turtle nesting beach season because of COVID-19. After the set back, staff quickly organized and managed hundreds of volunteers during the abbreviated but highly successful nest patrol season. Restoration and field research projects were also delayed or halted in Northern California and Cocos Island, Costa Rica due to pandemic restrictions. As of now, all field work has resumed and TIRN continues to monitor our capacity and ability in rebuilding in-person experiential education and outreach, presentations, activism and volunteer days. Prior to the pandemic, our robust CA residential internship program would serve approximately 8 recent college graduates per year. During the pandemic, we were only able to house and recruit 2 interns at a time to ensure the participant's health.
How this organization adapted to changing conditions caused by COVID-19:
TIRN transitioned staff to remote work during the pandemic, initiated weekly staff-wide health and wellness check-ins via Zoom, and began offering our environmental education programs virtually for the first time. Staff also worked directly with teachers to prepare and drop off lesson plans and activities to schools that staff were unable to accommodate in-person visits. Additionally, we embraced permanent remote employee positions to widen our applicant pool with the hiring of a communications coordinator and director of development.
Innovations the organization intends to continue permanently after the pandemic:
TIRN will continue to have some fully remote or hybrid positions when considering new hires. We are also permanently keeping in place our weekly staff-wide Zoom check-in meetings to increase communications between different teams and departments as well as foster team building and relationships. Additionally, we increased the number and type of remote internship opportunities to increase participation across demographics and locations.
Not Currently Scored
Turtle Island Restoration Network 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
Turtle Island Restoration Network reported its two largest programs on its FY 2019 Form 990 as:
Spent in most recent FY
Percent of program expenses
Salmon Protection and Watershed Network (SPAWN)
Spent in most recent FY
Percent of program expenses
Ocean Protection Programs (OCEAN)
Turtle Island Restoration Network has earned a 100% 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.
Turtle Island Restoration Network works for the protection of wildlife in marine and watershed ecosystems. Additionally, to accomplish our mission we serve interconnected human communities through volunteerism, advocacy and education including: seniors (60+), students (3-12 grade), college students and recent graduates, teachers, children and youth outside of school settings, families living in poverty and frontline communities affected by oil and gas development, and businesses in Marin, CA and Galveston, TX.
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.)
How is your organization using feedback from the people you serve?
To identify bright spots and enhance positive service experiences, 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?
Our staff, Our board, Our funders
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?
Feedback from the people we serve is about empowering communities and fostering opportunities to provide targeted help and education. Feedback gives people a voice in the services being provided to them or ways to get involved with our ocean and watershed conservation work. It also allows volunteers, for example, to fill needs that interest them, their skillsets and expertise, and bring new ideas and projects for the benefit of the organization and/or our mission and programs.
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, 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.
Turtle Island Restoration Network has expanded its coastal watershed internship program to address an academic achievement gap caused by barriers to participation and disparity of opportunity within youth BIPOC and underserved communities. By providing living and travel stipends to residential and non-residential interns that span high school, college and recent graduates, TIRN is creating a beacon for future leaders in California through hands-on involvement in field science and education coupled with community-building activities and career development. Underserved youth who have historically been locked out of these programs will be able to participate in high impact coastal watershed learning, restoration and mentoring opportunities.
Equity Practices - Data Available - 100/100 ptsEquity Practices - Data Available - 100/100 pts
70% of beacon score
This organization's score of 100 is a passing score. The organization reported that it is implementing 11 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 (5/7) | |
|---|---|
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 (6/7) | |
|---|---|
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. | |
Turtle Island Restoration Network 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.
Learn more
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
Mission: To take swift and decisive action to protect and restore marine and aquatic species and their habitats and to inspire people in communities all over the world to join us as active and vocal advocates. We use a multi-faceted approach to accomplish our mission including grassroots mobilizing, strategic litigation and legal action, policy development, habitat restoration, research and monitoring, citizen training, environmental and public education, developing unique coalitions that embrace diversity, equity and inclusion, and collaborating with other organizations, land-owners, and agencies.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
We foresee a time when a critical mass of people in communities all over the world share a common understanding of the intrinsic value of biodiversity and a permanent commitment to acting as wise, willing and able stewards of life in the earth’s oceans and on its lands. We work to shift the paradigm of how the human species views its relationship with the natural world in order to facilitate a healthy, just and sustainable world. We will continue to provide an analysis that stresses the unequal distribution of wealth and lack of community control of natural resources as the underlying roots of environmental destruction.
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: Build Climate Change Resistance to Fossil Fuel Expansion by working with frontline and indigenous communities and linking our marine species supporters to the larger climate change movement.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Goal Two: Grow our supporter base through the creation of a new and vibrant marine community conservation center in the Gulf of Mexico by completing capital campaign to endow facility and retire mortgage.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Goal Three: Expand salmon protection restoration work into new geographic areas and through use of new techniques to grow collaboration and meet requests from federal agencies offering expanded funding sources.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
Prioritized and expanded our internal leadership team to increase inclusion and diversity. Increased racial/cultural diversity of Board Directors and created a Board Diversity, Equity and Inclusion Committee Professional Development and Trainings for staff and leadership: - The Nonprofit Marketing Summit (2022) - California Association of Resource Conservation Districts (2022 Annual Conference) - Community Boost Fundraising and Marketing Social Media Training (2022) - EmTrain: Cultural Competency and Bias Training (including the below subject modules) 1. Overview of Unconscious Bias 2. Unconscious Bias for Employees 3. Strategies to Minimize Unconscious Bias 4. How unconscious bias can skew our perceptions and decisions and lead to challenges for people and our organization 5. Microaggressions 6. Ethnicity and Stereotypes 7. Matters relating to our personal lives - including sexual orientation 8. Race and Assumptions 9. Issues related to transgender co-workers
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
Work/create/unite: Diverse coalitions with indigenous communities, fishing organizations and academics while linking our work to fight for social justice. Serve(d) on various Councils, Boards, and Committees including: Two National Marine Sanctuary Councils, IUCN Marine Turtle Specialist Group, MigraMar, Coho Salmon Land Trust, Center for Biological Diversity, NOAA-CDFW Priority Action Coho Team: Lagunitas Coho Technical Advisory Committee Publish in academic and mainstream media including: Marine Environmental Research, Ecosphere, Environmental Biology of Fishes, PLoS ONE, Revista de Biología Tropical, Forest and Rivers News, Sacramento Bee, Marin Independent Journal Present at local and international conferences: Intl. Sea Turtle Symposium, CA Salmonid Restoration Federation, National Association of Black Scuba Divers, Lagunitas TAC Develop policy and advocate for fishery reforms, clean energy, and habitat protection, and build diverse coalition support across the world.
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.
Over the last year, Turtle Island Restoration Network has adapted to external changes spanning programs, populations served, general operations, staffing and staff support. Thanks to dedicated staff and volunteers, we used staff feedback and leadership experiences to propel the organization forward as a way to increase morale, foster sustainability and staff retention, and test new ways to reach our constituents with mission-based programs and ways to get involved. We responded to the pandemic by transitioning staff to remote work temporarily, and, as COVID-19 has subsided, embraced a hybrid work environment for place-based positions, which is also designed to help ease the financial burden of increased fuel prices on staff members. We implemented weekly staff-wide, all office location health and wellness check-ins via Zoom, which also serves to increase staff morale, foster team relationships, and ensure staff are informed on the work of their colleagues. We responded to a reduction of classroom accessibility by offering virtual environmental education programs and/or creating and delivering program packets and lesson plans directly to teachers so they can conduct activities with their students. We embraced permanent remote employee positions to widen our applicant pool and reach new demographics – specifically hiring remotely located communications coordinator and director of development. Expanded our residential and place-based internship program to include remote opportunities for high school, college and college graduates seeking career-building experiences in ocean and watershed conservation, advocacy and policy. We adopted a new staff resource using a contracting HR company to provide trainings, onboarding, third-party point of contact and advice seeking mechanism.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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