National Family Farm Coalition

What it reported doing in 2025

In 2025, nffc board and membership adopted an updated 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: building community resilience by advancing farmer economic justice through: fair markets campaign to advance fair prices for farmers and market reform for increased economic justice and social accountability through policy advocacy, movement building, analysis, crafting narratives, and policy development.advance agroecology to fortify food sovereignty.to achieve farm justice and community economic resilience in order to advance farmers' rights to financial tools to strengthen their farm businesses.fighting corporate power for food system transformation though: a land campaign that strengthens nffc's historical work fighting corporate power in land markets in the u.s. And globally, and advancing equitable land access and land rights for family farmers and peasants.focus on antitrust action to fight for more robust policy tools for countering market concentration, corporate power, and farmers' rights in the agricultural system.ensure trade justice to fully develop nffcs trade justice work in order to engage in movement and institutional spaces more intentionally and effectively.we will achieve the above programmatic goals by sustaining a healthy, vibrant, culturally rich organization ensuring that nffc is thriving as an organization that is effectively managed, governed, and funded by: implementing our new strategic plan; transition from the shared-leadership model into a strong, unified organization led by a unified organization with successful, new leadsership; hire a new executive director; ensure members share a common sense of the coalitions purpose, alignment on our collective principles, and shared strategies that are deeply rooted in our identity as a member-led coalition; archive our rich history and volume of work; staff is cohesive, coordinated, and efficient; were the go-to organization for the voices of family farmers; have effectively engaged allied organizations through partnerships to strengthen the broader movement; and, our international partners gained a broader understanding of the issues and solutions facing us family farmers, ranchers, and fishermen.building our membership and movement to ensure members feel ownership of and embrace our shared mission, vision, principles, organizational identity, and strategic plan; actively shape our work and are engaged in the work of the coalition through calls, committees, events, and ongoing communication; are more connected with each other, have built personal and organizational relationships, and are able to collaborate effectively across distance and difference; are empowered and supported in participating in collective consensus building, allowing the coalition to respond to unexpected situations in a unified way; their organizations' connections with the coalition are resilient, diversified, and within the range of organizations capacity; organizations feel that their membership in the coalition amplifies their capacity, provides them with meaningful connections, and builds their power; our membership has grown strategically, including geographically and demographically, and at a pace that allows new members to become integrated in the coalition; voices of existing members are strengthened and sought out by the media and policy makers; more and more, our membership represents nffc in coalitions, networks, and alliances; and, we have inspired, shared with, knitted together, supported, and empowered our members.creating and implementing a robust development and fundraising strategy that can ensure we reach our funding goals with a high level of confidenc

Financial Efficiency

• Mission deployment rate: 99.2%; rating input score 99
• Program expense ratio: 77.8%; rating input score 78
• Fundraising efficiency: $15.1 raised per $1 spent on fundraising; rating input score 45; 45th percentile among comparable filings

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 65th percentile among comparable filings
• Governance controls: 6 of 8 controls in place; rating input score 75
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: NotApplicable
  • Other executive compensation review process: Fail
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Fail

Sustainability

• Operating margin: -27.5%; rating input score 4; 4th percentile among comparable filings
• Total-asset coverage ratio: 0.69; rating input score 34; 34th percentile among comparable filings
• Liabilities to assets ratio: 0.2; rating input score 24; 24th percentile among comparable filings
• Officer compensation ratio: 1.3%; rating input score 54; 54th percentile among comparable filings

Growth

• Program expense growth: 14.4% per year; rating input score 100; 68th percentile among comparable filings
• Revenue growth: 15.6% per year; rating input score 100; 74th percentile among comparable filings
• Asset growth: 26.8% per year; rating input score 100; 86th percentile among comparable filings