Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
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Total |
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Calendar year
(or fiscal year beginning in)
![]() |
(a) 2020 | (b) 2021 | (c) 2022 | (d) 2023 | (e) 2024 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 8,940,169 | 7,003,904 | 6,622,411 | 9,906,152 | 7,183,401 | 39,656,037 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf .... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | 8,940,169 | 7,003,904 | 6,622,411 | 9,906,152 | 7,183,401 | 39,656,037 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f) .. | 23,837,881 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 15,818,156 | |||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2020 | (b) 2021 | (c) 2022 | (d) 2023 | (e) 2024 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 8,940,169 | 7,003,904 | 6,622,411 | 9,906,152 | 7,183,401 | 39,656,037 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 530 | 427 | 578 | 70,965 | 181,550 | 254,050 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | ||||||
| 11 | Total support. Add lines 7 through 10 | 39,910,087 | |||||
Calendar year (or fiscal
year beginning in) ![]() |
(a) 2020 | (b) 2021 | (c) 2022 | (d) 2023 | (e) 2024 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2020 | (b) 2021 | (c) 2022 | (d) 2023 | (e) 2024 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included on line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
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| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 0.015 of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by 0.035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2024 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2024 |
(iii) Distributable Amount for 2024 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2024 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2024 (reasonable cause required-- explain in Part VI).
See instructions. |
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| 3 Excess distributions carryover, if any, to 2024: | ||||
| a From 2019....... | ||||
| b From 2020....... | ||||
| c From 2021....... | ||||
| d From 2022....... | ||||
| e From 2023....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2024 distributable amount | ||||
|
i
Carryover from 2019 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2024 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2024 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2024, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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6
Remaining underdistributions for 2024. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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7 Excess distributions carryover to 2025. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2020..... | ||||
| b Excess from 2021..... | ||||
| c Excess from 2022..... | ||||
| d Excess from 2023..... | ||||
| e Excess from 2024..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
| Return Reference | Explanation |
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| FORM 990, PART III, LINE 4A | SUSTAINABLE FISHERIES PARTNERSHIP (SFP) IS WORKING TOWARD A WORLD WHERE ALL FISHERIES AND AQUACULTURE ARE IMPROVING AND EVERYONE HAS ACCESS TO RESPONSIBLY SOURCED AND PRODUCED SEAFOOD. SFP WORKS ACROSS THE ENTIRE SEAFOOD VALUE CHAIN, FROM THE WORLD'S LARGEST RETAILERS TO ARTISANAL FISHERS, TO FIND PRACTICAL SOLUTIONS TO DIFFICULT PROBLEMS. THROUGH STRONG RELATIONSHIPS WITH THE SEAFOOD INDUSTRY AND THE CATCH SECTOR, SFP LEVERAGES THE POWER OF RETAILERS, SEAFOOD BUYERS, AND THEIR SUPPLY CHAINS TO DRIVE CHANGE IN FISHERIES AND AQUACULTURE REGIONS AROUND THE WORLD. SFP FOCUSES ON DELIVERING IMPACT IN THREE MAIN AREAS: ENSURING ABUNDANT FISHERIES: WHILE GOVERNMENTS ARE ULTIMATELY RESPONSIBLE FOR PRESERVING AND MAINTAINING THE HEALTH OF FISH STOCKS, MANY LACK THE NECESSARY RESOURCES OR TECHNICAL AND STRUCTURAL CAPACITY TO MANAGE EVERY FISHERY EFFECTIVELY. TO SUPPORT GOVERNMENT EFFORTS, SFP PROMOTES INNOVATIVE MODELS FOR MANAGING THESE COMMON RESOURCES. SFP BELIEVES THAT THE ROUTE TO LASTING CHANGE IS THROUGH COLLABORATIVE MANAGEMENT, INVOLVING THE PRIVATE SECTOR IN FINANCING AND PARTICIPATING IN DATA COLLECTION AND SCIENCE, MANAGEMENT REGULATIONS AND DECISIONS, AND MONITORING AND COMPLIANCE ENFORCEMENT. PROMOTING HEALTHY MARINE AND COASTAL ECOSYSTEMS: SFP BRIDGES THE GAP BETWEEN COMPANIES THAT WANT TO TAKE ACTION TO PROTECT BIODIVERSITY AND NATURE AND ORGANIZATIONS THAT ARE DOING GOOD WORK ON THE GROUND AND IN THE WATER, HELPING THEM SCALE-UP THEIR ACTIVITIES FOR WIDER IMPACT. THIS WORK INCLUDES OUR PROTECTING OCEAN WILDLIFE PROGRAM, WHICH ADDRESSES BYCATCH (THE CAPTURE OF NON-TARGET SPECIES DURING FISHING) IN MARINE FISHERIES. IN COASTAL ECOSYSTEMS, OUR PROMOTING ECOSYSTEM AQUACULTURE PROGRAM IS BUILT AROUND REDUCING THE CLIMATE AND ENVIRONMENTAL IMPACT OF AQUACULTURE FEED AND ITS INGREDIENTS, SUPPORTING SHRIMP FARMING'S ROLE IN RESTORING AND REGENERATING MANGROVE HABITATS, AND APPLYING LANDSCAPE APPROACHES TO AQUACULTURE MANAGEMENT AND DEVELOPMENT. SUPPORTING RESILIENT COMMUNITIES: SFP WORKS TO ADVANCE OPPORTUNITIES FOR FISHING COMMUNITIES WORLDWIDE. CREATING RESILIENT LIVELIHOODS AND COMMUNITIES INVOLVES ENSURING THAT FISHERS HAVE A LEGAL RIGHT TO FISH AND THE CAPACITY TO PARTICIPATE IN DECISIONS THAT AFFECT THEM, AS WELL AS ENHANCING COMMUNITY CAPACITY TO RETAIN VALUE LOCALLY, FOSTERING THE ECONOMIC RESILIENCE OF COASTAL AREAS. GLOBALLY, WE SUPPORT FISHERS AND THEIR COMMUNITIES IN MAXIMIZING PRODUCT VALUE AND REDUCING COSTS, ENSURING THE OPTIMAL USE OF MARINE NATURAL RESOURCES. WE WORK WITH FISHERS, LOCAL COMMUNITIES, AND LOCAL ORGANIZATIONS AND INSTITUTIONS TO IMPLEMENT GOVERNANCE AND ECONOMIC INITIATIVES THAT BOTH SUSTAIN ECOSYSTEMS AND EMPOWER COMMUNITIES THROUGH ENSURING LEGAL RIGHTS FOR FISHERS, SUPPORTING FISHER ORGANIZATION AND PARTICIPATION, AND ADVANCING SUSTAINABILITY IN DOMESTIC MARKETS IN ALL OF THESE IMPACT AREAS, SFP'S PRIMARY GOAL IS TO BUILD INDUSTRY LEADERSHIP TO TAKE SUSTAINABILITY TO SCALE, AS LONG-TERM POSITIVE CHANGE IS ONLY POSSIBLE IF INDUSTRY IS ON BOARD. THIS INCLUDES THE ENTIRE SEAFOOD VALUE CHAIN, FROM FISHERS AND FARMERS TO SUPPLIERS AND RETAILERS. SFP MEETS INDUSTRY STAKEHOLDERS WHERE THEY ARE AND HELPS THEM MOVE FORWARD, DEMONSTRATING WHAT IS POSSIBLE AND BUILDING THEIR CAPACITY TO LEAD. SEAFOOD BUYERS: THROUGH STANDARDS AND COMMITMENTS, RETAILERS, FOODSERVICE COMPANIES, BRANDS, AND OTHER MAJOR SEAFOOD BUYERS SET THE TONE FOR SUSTAINABILITY, AND HAVE THE REACH AND INFLUENCE TO MOBILIZE IMPROVEMENTS IN THEIR ENTIRE SUPPLY CHAINS. SFP'S INDUSTRY PARTNERS REPRESENT MORE THAN 30 MAJOR COMPANIES FROM AROUND THE WORLD WHO ACTIVELY DRIVE CHANGE IN THEIR SUPPLY CHAINS TO IMPROVE FISHERIES AND AQUACULTURE. SEAFOOD SUPPLIERS: BY ENSURING THAT RESPONSIBLE STANDARDS AND PRACTICES ARE MAINTAINED THROUGHOUT THE SEAFOOD PRODUCTION PROCESS, SEAFOOD SUPPLIERS PROVIDE AN IMPORTANT LINK BETWEEN BUYERS AND PRODUCERS. SFP'S SUPPLY CHAIN ROUNDTABLES (SRS) SERVE AS A FORUM FOR PROCESSORS, IMPORTERS, AND OTHERS THAT BUY DIRECTLY FROM SPECIFIC FISHERY SECTORS TO WORK PRE-COMPETITIVELY TO SCALE-UP THEIR INDIVIDUAL EFFORTS AND MORE EFFECTIVELY ADVOCATE FOR IMPROVEMENTS. SEAFOOD PRODUCERS: AS THE FRONT LINE IN ENSURING SEAFOOD SUSTAINABILITY, SEAFOOD PRODUCERS AND PROCESSORS CAN HELP DRIVE CHANGE BY IMPLEMENTING RESPONSIBLE PRACTICES AND WORKING TOGETHER ON IMPROVEMENT EFFORTS. SFP ENCOURAGES PRODUCERS AND PROCESSORS TO COOPERATE IN FISHERY IMPROVEMENT PROJECTS (FIPS) AND AQUACULTURE IMPROVEMENT PROJECTS (AIPS) AND SUPPORTS THE ESTABLISHMENT OF REPRESENTATIVE ORGANIZATIONS THAT ALLOW PRODUCERS AND PROCESSORS TO PARTICIPATE FULLY IN FISHERIES MANAGEMENT AND DECISION MAKING AND ADVOCATE FOR IMPROVED PRACTICES. SFP IS A DATA-DRIVEN ORGANIZATION. SFP EXPERTS ANALYZE AND INTERPRET FISHERIES AND AQUACULTURE DATA FROM AROUND THE WORLD TO PROVIDE OBJECTIVE AND CREDIBLE SCIENTIFIC INFORMATION TO ALLOW THE SEAFOOD INDUSTRY AND OTHER STAKEHOLDERS TO UNDERSTAND THE STATE OF GLOBAL FISHERIES AND WHERE IMPROVEMENTS ARE NEEDED. WE MAKE THIS INFORMATION AVAILABLE TO SEAFOOD COMPANIES THROUGH A SUITE OF INNOVATIVE TOOLS AND SERVICES THAT CAN HELP BUSINESSES DRIVE CHANGE IN THEIR SUPPLY CHAINS AND ADVANCE THEIR OWN SUSTAINABILITY GOALS, ALL WHILE CONTRIBUTING TO THE OVERALL SUSTAINABILITY OF GLOBAL SEAFOOD. FISHSOURCE: SFP'S UNIQUE ONLINE PUBLIC RESOURCE OFFERS MAJOR SEAFOOD BUYERS IMPARTIAL, ACTIONABLE INFORMATION ON THOUSANDS OF FISHERIES AND DOZENS OF AQUACULTURE REGIONS, TRANSLATING SCIENCE INTO EASILY INTERPRETABLE SCORES TO EVALUATE THEIR SEAFOOD. ADVISORY SERVICES: THROUGH OUR SEAFOOD METRICS SYSTEM AND OTHER RESOURCES, SFP PROVIDES TAILORED SOLUTIONS TO HELP BUSINESSES UNDERSTAND THE SUSTAINABILITY OF THEIR SOURCES, IDENTIFY NEEDED IMPROVEMENTS, MONITOR AND REPORT PROGRESS, ENGAGE STAKEHOLDERS, AND SHOWCASE IMPACT. OCEAN DISCLOSURE PROJECT: THE ODP FACILITATES TRANSPARENCY IN SOURCING BY ALLOWING BUSINESSES TO PUBLICLY DISCLOSE KEY INFORMATION ABOUT THEIR SEAFOOD SOURCING PRACTICES AND THEIR CORPORATE SOURCING POLICIES AND COMMITMENTS. FIP EVALUATION PROGRAM: SFP'S FIP EVALUATION TOOL DEFINES AND ASSESSES FISHERY IMPROVEMENT PROJECTS (FIPS) AGAINST SIX STAGES OF ACHIEVEMENT, TO QUICKLY UNDERSTAND THE RATE AT WHICH A FISHERY IS IMPROVING. GLOBAL ALIGNMENT AND TARGETS: ACHIEVING LARGE-SCALE CHANGE AND MOMENTUM REQUIRES STAKEHOLDERS TO COME TOGETHER AND AGREE ON LANGUAGE, STANDARDS, AND DEFINITIONS OF SUSTAINABILITY, TO CREATE SHARED GOALS AND TARGETS. SFP'S TARGET 75 (T75) INITIATIVE AIMS TO ENSURE THAT 75 PERCENT OF SEAFOOD (BY VOLUME) IN 13 KEY SECTORS IS EITHER SUSTAINABLE OR MAKING REGULAR, VERIFIABLE IMPROVEMENTS. TOGETHER, THE T75 SECTORS COVER MOST OF THE MAIN TYPES OF SEAFOOD CONSUMED IN NORTH AMERICA AND EUROPE, AND A SIGNIFICANT PORTION OF WHAT IS CONSUMED IN JAPAN. EXAMPLES OF SFP'S PROGRESS TOWARD RESPONSIBLE AND SUSTAINABLE FISHERIES AND AQUACULTURE IN 2024 INCLUDE: ENSURING ABUNDANT FISHERIES: SFP PUBLISHED A POLICY BRIEF TO HELP OUR PARTNERS AND OTHER COMPANIES UNDERSTAND THE DETAILS OF THE EUROPEAN UNION'S APRIL 2024 CORPORATE SUSTAINABILITY DUE DILIGENCE DIRECTIVE. THE BRIEFING OFFERS INFORMATION ON WHO WILL BE AFFECTED AND WHAT THE REQUIREMENTS ARE, AS WELL AS RECOMMENDATIONS FOR HOW COMPANIES CAN INCORPORATE THE REQUIREMENTS INTO A SUSTAINABLE BUSINESS STRATEGY. AS PART OF THIS WORK, SFP ORGANIZED TRAINING ON HOW TO DEVELOP HUMAN RIGHTS POLICIES AND CONDUCT DUE DILIGENCE. SFP IS ALSO WORKING WITH INDUSTRY TO PROMOTE THE USE OF ELECTRONIC MONITORING (EM) TO IMPROVE THE TRANSPARENCY AND TRACEABILITY OF SEAFOOD PRODUCTS. WE RELEASED A TECHNICAL REPORT THAT PROVIDES GUIDANCE AND RECOMMENDATIONS FOR FISHERIES MANAGERS, REGULATORS, AND THE SEAFOOD INDUSTRY, ALONG WITH AN INDUSTRY BRIEFING THAT OFFERS RECOMMENDATIONS FOR HOW END BUYERS CAN SUPPORT THE BROADER ADOPTION OF EM. SFP ALSO CO-HOSTED A FIRST-OF-ITS-KIND ELECTRONIC MONITORING WORKSHOP IN COSTA RICA, BRINGING TOGETHER STAKEHOLDERS TO SHARE KNOWLEDGE, EXPERIENCES, AND INSIGHTS ON EM AND DISCUSS A PATH FORWARD TO INCREASING THE USE OF EM AS A TOOL FOR TRANSPARENCY AND VERIFICATION. |
| FORM 990, PART III, LINE 4B | PROTECTING OCEAN WILDLIFE: SFP HOSTED THE 3RD ANNUAL BYCATCH SOLUTIONS SHOWCASE AT SEAFOOD EXPO NORTH AMERICA 2024 IN BOSTON, HIGHLIGHTING PRACTICES AND TECHNOLOGIES THAT CAN REDUCE BYCATCH OF NON-TARGET SPECIES IN WILD-CAPTURE FISHERIES. OUR BYCATCH SOLUTIONS HUB, AN ONLINE RESOURCE THAT RAISES AWARENESS WITHIN THE SEAFOOD INDUSTRY ABOUT BYCATCH-REDUCTION SOLUTIONS IN COMMERCIAL FISHERIES AND PROVIDES TANGIBLE SUPPORT FOR PROJECTS THAT ARE WORKING TO IMPLEMENT THESE SOLUTIONS HAS HELPED FUND MORE THAN $700,000 IN BYCATCH-SOLUTIONS-BASED PROJECTS. WE ARE ALSO COLLABORATING WITH OTHER NGOS TO PROVIDE TAILORED RECOMMENDATIONS TO INDUSTRY ON TUNA SUSTAINABILITY AND BYCATCH. PROMOTING ECOSYSTEM AQUACULTURE: SFP'S FEED SOLUTIONS DIRECTORY FEATURES NEARLY 100 ORGANIZATIONS, TOOLS, CASE STUDIES, AND PRACTICAL GUIDANCE FOR COMPANIES ON HOW TO REDUCE THE CLIMATE AND ENVIRONMENTAL IMPACT OF AQUACULTURE FEED AND ITS INGREDIENTS. WE ALSO LAUNCHED A DATABASE TO CONNECT SUPPLY CHAIN STAKEHOLDERS WITH ACTIVE MANGROVE PROTECTION AND RESTORATION PROJECTS. AND WE HAVE BEEN COLLABORATING WITH THE AQUACULTURE STEWARDSHIP COUNCIL IN ANDHRA PRADESH, INDIA, TO DEVELOP AND PILOT A ROADMAP FOR HOW TO ADOPT A MULTI-STAKEHOLDER, HOLISTIC APPROACH TO LARGE-SCALE AQUACULTURE IMPROVEMENT. SUPPORTING RESILIENT COMMUNITIES: SFP WORKS CLOSELY WITH SMALL-SCALE FISHING COMMUNITIES AND ORGANIZATIONS IN INDONESIA TO INCREASE PARTICIPATION AND BUILD CAPACITY. WE HAVE SUPPORTED THE EXPANSION OF THE BLUE SWIMMING CRAB (BSC) FISHERS NETWORK IN INDONESIA, PROVIDING TARGETED COACHING AND TECHNICAL SUPPORT. SFP FACILITATED THE ISSUANCE OF FISHER IDS AND VESSEL REGISTRATION IN THE FISHERY AND HELPED THE NETWORK ESTABLISH A BUSINESS COOPERATIVE TO OPERATE A MINIPLANT AND DEVELOP DOMESTIC MARKETS. SFP ALSO HELPED ORGANIZE AND SUPPORT THE CREATION OF THE INDONESIAN NATIONAL DEMERSAL FISHERS NETWORK TO PROVIDE A UNIFIED VOICE FOR FISHERS AND ENHANCE THEIR ABILITY TO PARTICIPATE IN POLICY DEVELOPMENT AND DECISION-MAKING PROCESSES. INDUSTRY LEADERSHIP: SFP HAS BEEN WORKING IN THE U.S. GULF SHRIMP FISHERY FOR 15 YEARS. IN 2024, AFTER YEARS OF COLLABORATION AND FISHERY IMPROVEMENT WORK AMONG THE SHRIMP INDUSTRY, MANAGEMENT AGENCIES, AND NGOS, THE FISHERY BECAME THE FIRST SHRIMP FISHERY IN THE WORLD TO BE CERTIFIED TO THE RESPONSIBLE FISHERIES MANAGEMENT (RFM) STANDARD. THE MEMBER COMPANIES OF SFP'S MEXICAN SNAPPER AND GROUPER SUPPLY CHAIN ROUNDTABLE (SR) SIGNED ON TO A NEW SUSTAINABLE SOURCING POLICY. A NEW OCTOPUS FIP WAS LAUNCHED IN MAURITANIA, THE RESULT OF MANY YEARS OF COLLABORATION BY SFP'S GLOBAL OCTOPUS SR WITH THE MAURITANIAN GOVERNMENT AND LOCAL PRODUCERS AND EXPORTERS. TOOLS FOR SUSTAINABILITY: SFP IS WORKING WITH THE UN FOOD AND AGRICULTURE ORGANIZATION TO DEVELOP A SET OF UNIVERSAL FISHERY IDS THAT ASSIGN A UNIQUE CODE TO EVERY SOURCE FISHERY IN THE WORLD, ALLOWING INCREASED TRANSPARENCY AND CERTAINTY AROUND SOURCING ASSESSMENTS. NEARLY 3,000 INDIVIDUAL TRACEABILITY UNITS HAVE BEEN APPROVED. THE FISHSOURCE TEAM ALSO REVISED AND EXPANDED THEIR SOCIAL EVALUATIONS, ADDED NEW INFORMATION ON TUNA SUSTAINABILITY TO THE DATABASE, AND PUBLISHED A PAPER IN THE JOURNAL FISH AND FISHERIES OUTLINING A NEW METHOD FOR ASSESSING DATA-LIMITED FISHERIES. IN SEAFOOD METRICS, WE INTRODUCED A NEW UNIQUE PRODUCT CODE-BASED SYSTEM TO IMPROVE ACCURACY AND TRANSPARENCY. ADDITIONALLY, THREE NEW COMPANIES BEGAN DISCLOSING THEIR WILD-CAUGHT AND FARMED SOURCING THROUGH THE OCEAN DISCLOSURE PROJECT, BRINGING THE TOTAL OF COMPANIES THAT HAVE DISCLOSED TO 48. GLOBAL ALIGNMENT AND TARGETS: SFP AND THE HILBORN LAB AT THE UNIVERSITY OF WASHINGTON LAUNCHED THE LATEST VERSION OF THE FISHERY IMPROVEMENT PROJECTS DATABASE (FIP-DB), A COMPREHENSIVE RESOURCE FOR RESEARCHERS, NGOS, GOVERNMENTS, AND THE SEAFOOD INDUSTRY TO UNDERSTAND WHAT IS WORKING IN FIPS AROUND THE WORLD AND CONTRIBUTE TO IMPROVED FISHERIES MANAGEMENT. SFP ALSO RELEASED THE 14TH EDITION OF OUR ANNUAL SUSTAINABILITY OVERVIEW OF THE MAIN PACIFIC AND ATLANTIC FISH STOCKS USED FOR REDUCTION PURPOSES. FOR FURTHER INFORMATION ON SFP AND HIGHLIGHTS OF THE PAST YEAR, PLEASE VISIT WWW.SUSTAINABLEFISH.ORG TO VIEW OUR ANNUAL REPORT. |
| FORM 990, PART VI, SECTION A, LINE 1A | THE BOARD OF DIRECTORS, BY RESOLUTION ADOPTED BY A MAJORITY OF DIRECTORS IN OFFICE, MAY DESIGNATE AND APPOINT ONE OR MORE COMMITTEES AND APPOINT DIRECTORS TO SERVE ON SUCH COMMITTEES. THESE COMMITTEES, TO THE EXTENT PROVIDED IN SUCH RESOLUTION, HAVE THE AUTHORITY TO ACT ON BEHALF OF THE BOARD, EXCEPT AS OTHERWISE PROVIDED BY LAW, THE ARTICLES OF INCORPORATION, OR BYLAWS. |
| FORM 990, PART VI, SECTION B, LINE 11B | FORM 990 WAS PROVIDED TO THE AUDIT AND FINANCE COMMITTEES OF THE BOARD OF DIRECTORS, EACH OF WHOM REVIEWED IT IN DETAIL WITH MANAGEMENT. FORM 990 WAS THEN CIRCULATED TO THE FULL BOARD OF DIRECTORS FOR THEIR REVIEW PRIOR TO FILING. |
| FORM 990, PART VI, SECTION B, LINE 12C | OFFICERS, DIRECTORS AND KEY EMPLOYEES ARE ASKED TO UPDATE A DISCLOSURE FORM ON AN ANNUAL BASIS. THIS PROCESS IS MONITORED BY THE ORGANIZATION'S CHIEF FINANCIAL OFFICER. THE MEMBER WITH THE POTENTIAL CONFLICT OF INTEREST SHALL DISCLOSE ALL RELEVANT DETAILS TO THE BOARD, WHO WILL THEN DETERMINE IF A CONFLICT EXISTS. IF A CONFLICT OF INTEREST IS FOUND TO EXIST, THE CONFLICTED PERSON IS RECUSED FROM DISCUSSION AND VOTING ON TOPICS RELATING TO THE CONFLICT. ALL DELIBERATION AND DECISION REGARDING CONFLICTS OF INTEREST ARE RECORDED IN THE BOARD MEETING MINUTES. |
| FORM 990, PART VI, SECTION B, LINE 15 | THE CEO'S COMPENSATION WAS DETERMINED AND APPROVED BY THE BOARD OF DIRECTORS, AFTER REVIEWING COMPARABILITY DATA. THE RESULTS OF THIS PROCESS WERE DOCUMENTED IN MINUTES OF THE BOARD OF DIRECTORS MEETING. THE CEO RECUSED HIMSELF FROM THE MEETING DURING THE DISCUSSION OF COMPENSATION. THIS PROCESS WAS LAST COMPLETED IN 2023. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE ORGANIZATION MAKES ITS FORM 1023 AND FORM 990 AVAILABLE FOR PUBLIC INSPECTION UPON REQUEST. THE ORGANIZATION'S FORM 990 IS ALSO AVAILABLE AT WWW.GUIDESTAR.ORG. |
| FORM 990, PART IX, LINE 11G | OTHER PROFESSIONAL FEES: PROGRAM SERVICE EXPENSES 1,717,203. MANAGEMENT AND GENERAL EXPENSES 187,736. FUNDRAISING EXPENSES 13,274. TOTAL EXPENSES 1,918,213. |
| FORM 990, PART XII, LINE 2C: | THE PROCESS FOR OVERSIGHT AND SELECTION OF AN INDEPENDENT ACCOUNTANT HAS NOT CHANGED FROM THE PRIOR YEAR. |
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