National Save The Family Farm Coalition is located in Washington, DC. The organization was established in 1986. According to its NTEE Classification (K20) the organization is classified as: Agricultural Programs, under the broad grouping of Food, Agriculture & Nutrition and related organizations. As of 12/2023, National Save The Family Farm Coalition employed 4 individuals. This organization is an independent organization and not affiliated with a larger national or regional group of organizations. National Save The Family Farm Coalition is a 501(c)(3) and as such, is described as a "Charitable or Religous organization or a private foundation" by the IRS.
For the year ending 12/2023, National Save The Family Farm Coalition generated $757.1k in total revenue. This organization has experienced exceptional growth, as over the past 9 years, it has increased revenue by an average of 11.9% each year . All expenses for the organization totaled $830.6k during the year ending 12/2023. While expenses have increased by 13.2% per year over the past 9 years. They've been increasing with an increasing level of total revenue. You can explore the organizations financials more deeply in the financial statements section below.
Form
990
Mission & Program ActivityExcerpts From the 990 Filing
TAX YEAR
2023
Describe the Organization's Mission:
Part 3 - Line 1
NATIONAL FAMILY FARM COALITION (NFFC) UNITES AND STRENGTHENS THE VOICES AND ACTIONS OF ITS DIVERSE GRASSROOTS MEMBERS TO DEMAND VIABLE LIVELIHOODS FOR FAMILY FARMERS, SAFE AND HEALTHY FOOD FOR EVERYONE, AND ECONOMICALLY AND ENVIRONMENTALLY SOUND RURAL COMMUNITIES.
Describe the Organization's Program Activity:
Part 3 - Line 4a
NFFCS BOARD ADOPTED A STRATEGIC PLAN TO EFFECTIVELY SUPPORT FAMILY FARMERS, FISHERS, AND RANCHERS TAKING ACTION IN THEIR COMMUNITIES AND ENSURES THEIR VOICES ARE REPRESENTED IN WASHINGTON, DC, AND BEYOND BY:-LEADING ADVOCACY CAMPAIGNS-BUILDING COALITIONS-CONNECTING WITH INTERNATIONAL NETWORKS-IMPACTING FEDERAL POLICYTHE PROGRAMS AND SERVICES OUTLINED IN THE NEW STRATEGIC PLAN INCLUDE:-ECONOMIC EMPOWERMENT, AND MORE FAIR AND EQUITABLE PRICES FOR FAMILY FARMERS, WITH A PARTICULAR FOCUS ON DAIRY FARMERS. NFFC BELIEVES ADDRESSING DAIRY FIRST WILL NOT ONLY BRING RELIEF TO DAIRY FARMERS IN THIS TIME OF CRISIS, BUT IT WILL ESTABLISH THE GROUNDS FOR ACHIEVING FAIR PRICES FOR ALL FAMILY FARMERS, RANCHERS, AND FISHERMEN.-MORE INDEPENDENT, COMMUNITY-BASED PRODUCERS, FARMERS, RANCHERS, FISHERS FREE OF CORPORATE CONTROL AND CONSOLIDATION WITH A PARTICULAR FOCUS ON ENDING LAND GRABS. NFFC BELIEVES WITHOUT ACCESS TO LAND FARMERS ARE KEPT FROM ONE OF THE MOST ESSENTIAL ASSETS THEY NEED TO BE SUCCESSFUL. THIS IS PARTICULARLY IMPORTANT FOR FARMERS OF COLOR AS WELL AS WOMEN AND YOUNG FARMERS.-PROMOTING FOOD SOVEREIGNTY. NFFC BELIEVES THAT A HEALTHY ECONOMY BOTH NATIONWIDE AND IN RURAL AREAS IS ESSENTIAL. WORKING WITH MANY ORGANIZATIONS WE ARE ADAMANT IN OUR STANCE THAT FARMERS, OTHER PRODUCERS, AND GOVERNMENTS THEMSELVES, MUST HAVE THE ABILITY TO SET PRICES. THIS MUST BE DONE IN A FAIR AND RESPONSIBLE MANNER. -FARMERS AND THE ENVIRONMENT. THE FARMERS WHO LEAD NFFCS STRIVE TO WORK IN HARMONY WITH NATURE RATHER THAN SUBDUING IT. NFFC STRIVES TO SUPPORT FAMILY FARMERS EFFORTS TO ADOPT MORE ECOLOGICALLY SOUND FARMING PRACTICES AND EFFECTIVELY COMBAT THE PRESSURES FROM INDUSTRIAL AGRICULTURE THAT EMPLOYS PRACTICES THAT KILL THE VERY ECOSYSTEM THEY RELY ON.-OUTREACH AND COMMUNICATION. NFFC'S STRATEGIC PLAN HAS IDENTIFIED THE NEED FOR EXPANDING THE ORGANIZATIONS' MEDIA PRESENCE AND FURTHER THE VOICES OF OUR MEMBERS IN THE MEDIA; AND IN MATERIALS BOTH IN PRINT, ON-LINE, AND THROUGH SOCIAL MEDIA.LARGER, STRONGER, MORE DIVERSE, MORE INTERCONNECTED MEMBERSHIP. NFFC WILL PAY PARTICULAR ATTENTION TO HOW IT CAN BETTER INSPIRE, SHARE WITH, KNIT TOGETHER, SUPPORT, DIVERSIFY, AND EMPOWER THEIR MEMBERS TO EXPAND AND STRENGTHEN THEM INDIVIDUALLY AND COLLECTIVELY.
Name (title) | Role | Hours | Compensation |
---|---|---|---|
Jim Goodman President | OfficerTrustee | 2 | $0 |
Betsy Garrold Director | Trustee | 0 | $0 |
Savi Horne Director | Trustee | 0 | $0 |
Edna Rodriguez Treasurer | OfficerTrustee | 0 | $0 |
Sam Wagner Director | Trustee | 0 | $0 |
Dena Hoff Director | Trustee | 0 | $0 |
Statement of Revenue | |
---|---|
Federated campaigns | $0 |
Membership dues | $8,900 |
Fundraising events | $0 |
Related organizations | $0 |
Government grants | $0 |
All other contributions, gifts, grants, and similar amounts not included above | $728,506 |
Noncash contributions included in lines 1a–1f | $0 |
Total Revenue from Contributions, Gifts, Grants & Similar | $737,406 |
Total Program Service Revenue | $19,662 |
Investment income | $0 |
Tax Exempt Bond Proceeds | $0 |
Royalties | $0 |
Net Rental Income | $0 |
Net Gain/Loss on Asset Sales | $0 |
Net Income from Fundraising Events | $0 |
Net Income from Gaming Activities | $0 |
Net Income from Sales of Inventory | $0 |
Miscellaneous Revenue | $0 |
Total Revenue | $757,068 |
Statement of Expenses | |
---|---|
Grants and other assistance to domestic organizations and domestic governments. | $0 |
Grants and other assistance to domestic individuals. | $0 |
Grants and other assistance to Foreign Orgs/Individuals | $0 |
Benefits paid to or for members | $0 |
Compensation of current officers, directors, key employees. | $0 |
Compensation of current officers, directors, key employees. | $0 |
Compensation to disqualified persons | $0 |
Other salaries and wages | $313,719 |
Pension plan accruals and contributions | $0 |
Other employee benefits | $65,577 |
Payroll taxes | $24,865 |
Fees for services: Management | $144,905 |
Fees for services: Legal | $0 |
Fees for services: Accounting | $26,575 |
Fees for services: Lobbying | $0 |
Fees for services: Fundraising | $0 |
Fees for services: Investment Management | $0 |
Fees for services: Other | $28,824 |
Advertising and promotion | $0 |
Office expenses | $0 |
Information technology | $0 |
Royalties | $0 |
Occupancy | $43,124 |
Travel | $127,906 |
Payments of travel or entertainment expenses for any federal, state, or local public officials | $0 |
Conferences, conventions, and meetings | $0 |
Interest | $0 |
Payments to affiliates | $0 |
Depreciation, depletion, and amortization | $303 |
Insurance | $601 |
All other expenses | $11,920 |
Total functional expenses | $830,553 |
Balance Sheet | |
---|---|
Cash—non-interest-bearing | $174,502 |
Savings and temporary cash investments | $0 |
Pledges and grants receivable | $0 |
Accounts receivable, net | $48,500 |
Loans from Officers, Directors, or Controlling Persons | $0 |
Loans from Disqualified Persons | $0 |
Notes and loans receivable | $0 |
Inventories for sale or use | $0 |
Prepaid expenses and deferred charges | $4,646 |
Net Land, buildings, and equipment | $752 |
Investments—publicly traded securities | $0 |
Investments—other securities | $0 |
Investments—program-related | $0 |
Intangible assets | $0 |
Other assets | $137,892 |
Total assets | $366,292 |
Accounts payable and accrued expenses | $90,556 |
Grants payable | $0 |
Deferred revenue | $0 |
Tax-exempt bond liabilities | $0 |
Escrow or custodial account liability | $0 |
Loans and other payables to any current Officer, Director, or Controlling Person | $0 |
Secured mortgages and notes payable | $0 |
Unsecured mortgages and notes payable | $0 |
Other liabilities | $138,883 |
Total liabilities | $229,439 |
Net assets without donor restrictions | -$65,147 |
Net assets with donor restrictions | $202,000 |
Capital stock or trust principal, or current funds | $0 |
Paid-in or capital surplus, or land, building, or equipment fund | $0 |
Retained earnings, endowment, accumulated income, or other funds | $0 |
Total liabilities and net assets/fund balances | $366,292 |