Oregon Coast Alliance
Nonprofit profile at a glance
- EIN
- 300601051
- IRS 990-EZ coverage
- 2020–2025
- Forms available
- Form 990-EZ 2025
- Location
- Astoria, OR, USA
- Phone
- 5033191003
- Rating
- 93
- Verdict
- STRONG
- Rating confidence
- Moderate
- Sector
- Land Resources Conservation
Reported finances
- Revenue
- $62,669
- Expenses
- $73,185
- Assets
- $13,197
- Liabilities
- $0
Source: IRS Form 990-EZ. Selected filing: tax year 2025. Amounts in USD.
Leadership & pay
6 people listed
Executive titles in this filing
- MIKE MANZULLI (BOARD PRESIDENT)
- CAMERON LA FOLLETTE (SECRETARY & EXECUTIVE DIRECTOR)
People named in this filing
- MIKE MANZULLI (BOARD PRESIDENT)
- JOHN HARLAND (BOARD TREASURER)
- CAMERON LA FOLLETTE (SECRETARY & EXECUTIVE DIRECTOR)
Selected names, not a complete roster or a statement of current roles. Open leadership details for the complete filed list.
Source: IRS Form 990-EZ. Selected filing: tax year 2025. Names and roles reflect this filing, not necessarily current officeholders.
Overview
Mission
To protect Oregon coast environment and communities
What it reported doing in 2025
ORCA's work in 2025 included 5 important projects. First, ORCA opposed the proposed 43-unit Mistybrook Estates subdivision in the small town of Bay City because the city does not have adequate infrastructure to support so large a subdivision. We testified before City Council and also presented the case to the Land Use Board of Appeals. Second, we continued our work on our Invisible Land Use Project. Under this project ORCA staff and volunteers upload information and data related to proposed land use actions in all five coastal counties on ORCA's website. This project works to provide the public access to information about administrative land use projects where government agencies are not providing notice, opportunities for public comment and/or rights of appeal after administrative decisions. Third, ORCA opposed the New River Golf Course proposed just south of Bandon by a Michael Keiser company. We appealed three water rights decisions by the Water Resources Department relating to transfer of water rights and storage. Fourth, ORCA provided testimony to legislative committees during the 2025 session on several agricultural protection issues as the coastal affiliate of 1000 Friends of Oregon, and also on the importance of finding a stable source of funding for the Parks and Recreation Department. Fifth, ORCA worked with local residents in Gearhart to advocate for two public accesses in the city that have cut off longstanding public paths to the beach. ORCA researched related questions of beach meadows ownership affecting both public access and allowed activities west the of buildings but east of the statutory vegetation line.
Operating model
- Revenue model
- Donor-supported. 100% of the money available for current operations came from contributions and gifts.
- Distribution model
- Direct operator. The filing allocates 100% of reported program-service expenses outside its grant, affiliate-payment, and member-benefit lines. This expense classification does not rule out separately announced grant awards.
The verdict
STRONG - A large share of available resources goes toward mission work and the filed numbers largely add up. Expenses are high relative to revenue and total assets are small relative to annual expenses; liquid coverage is unknown.
Rating breakdown
- Financial Efficiency: 95
- Transparency & Controls: 100
- Sustainability: 25
- Growth: 80
Detailed rating inputs
Financial Efficiency
- Mission deployment rate: 100%; rating input score 100
- Program expense ratio: 87.2%; rating input score 87
Transparency & Controls
- Consistency checks: 100%; rating input score 100; 51st percentile among comparable filings
- Major donor itemization: Yes; rating input score 100
Sustainability
- Operating margin: -16.8%; rating input score 24; 24th percentile among comparable filings
- Total-asset coverage ratio: 0.18; rating input score 17; 17th percentile among comparable filings
- Liabilities to assets ratio: 0; rating input score 66; 66th percentile among comparable filings
- Officer compensation ratio: 28.1%; rating input score 6; 6th percentile among comparable filings
Growth
- Program expense growth: 4.1% per year; rating input score 100; 59th percentile among comparable filings
- Revenue growth: 1.8% per year; rating input score 100; 57th percentile among comparable filings
- Asset growth: -22% per year; rating input score 0; 10th percentile among comparable filings
Details
- Where the money goes: 100% of revenue deployed · 87.2% of spending went to programs
- Governance: Filed governance answers
- Accomplishments: 1 filed program accomplishment · $64K in reported program spending
- Leadership: top reported pay $0 · 6 people listed
- Consistency: 9 of 9 current checks pass
- Schedules: 3 filed schedules
- Filing history: 6 filing years from 2020 to 2025
- Contacts: How to reach this organization
- Money network: 1 filed money-flow record
- Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.
- People: Everyone the filings name, and which of them the filings identify by more than a name.
Key Signals
Signals prioritize questions for review. They are not findings of misconduct.
- High — Sustainability: Operating margin scored 24/100.
- High — Sustainability: Total-asset coverage ratio scored 17/100.
- High — Growth: Asset growth scored 0/100.
- High — Sustainability: Officer compensation ratio scored 6/100.