Waddell Creek Association
Nonprofit profile at a glance
- EIN
- 770115302
- IRS 990-EZ coverage
- 2021–2025
- Forms available
- Form 990-EZ 2025, Form 990-N 2015
- Location
- Davenport, CA, USA
- Phone
- 8314272288
- Rating
- 72
- Verdict
- SUPPORTED
- Rating confidence
- Moderate
Reported finances
- Revenue
- $5,516
- Expenses
- $8,314
- Assets
- $73,992
Source: IRS Form 990-EZ. Selected filing: tax year 2025. Amounts in USD.
Leadership & pay
7 people listed
Executive titles in this filing
- SUSAN KRIVIN (PRESIDENT)
People named in this filing
- SUSAN KRIVIN (PRESIDENT)
- NAN SINGH-BOWMAN (TREASURER)
- LEA HARATANI (SECRETARY)
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
The waddell creek association in cooperation with California state parks provides public access to the coastal section of big basin redwoods state park. We showcase the environmental, cultural and historical gems of the seashore, marsh and lower forested area including many flora and fauna unique to these areas. We also support interpretive programs, outdoor classroom events and the new wilderness patrol project. Incorporating information on fire ecology, climate change and the interaction between humans and nature as well as highlighting the historical tending and foraging of indigenous cultures has been added to our overall education efforts. Our aim is to include everyone in this education as we are all citizens of this planet and every action (or non-action) affects us all. The interpretation of nature is vital if we are to make positive impacts for future generations.
What it reported doing in 2025
Program achievements for 2025 last year saw a good deal of upgrading of infrastructure at rancho del oso. Besides new signage, we were responsible for nature center carpet cleaning, window cleaning and other basic maintenance as well as new track lighting. In addition, there were developments in our website and online presence to enhance the exposure of our activities to the community at large and maintenance of security to provide the best possible protection in the web world and a qr code for ease of purchase. Events included salamander saturday (a scaled-down version of self-directed activities), wildflower weekend and event/program support in the form of supplies (nature journals, pencils, watercolor sets, chair rental and t- shirts). Diane west-bourke, a long-time volunteer with hulda hoover, gave history training to volunteers from rdo and ano and a major effort was made to start sorting/ preserving the archive materials stored there. We also had hulda hoover day to celebrate the life and activities of this amazing woman who founded the waddell creek association. There were speakers, guided walks and workshops provided. Wca purchased a water bottle filling station for the nature center to assist hikers and visitors who arrive after hours. Hikes included the retired professors from ucsc and administrative personnel from sempervirens fund as well as school groups. Nest fest was a huge hit with the public, highlighting our native dusky- footed wood rats and their penchant for building huge dome-shaped houses in the marsh area. Learning days with soquel elementary school involved the students in removing invasive plants and replacing them with native varieties in the demo garden. This hands-on training was overseen by parks staff and wca board members.
Operating model
- Revenue model
- Donor-supported. 91% of the money available for current operations came from contributions and gifts.
- Distribution model
- Grant intermediary. The nonprofit sent 91% of its reported program spending out as grants.
The verdict
SUPPORTED - The filed numbers largely add up and a large share of available resources goes toward mission work. A relatively small share of total spending goes to programs and expenses are high relative to revenue.
Rating breakdown
- Financial Efficiency: 64
- Transparency & Controls: 82
- Sustainability: 39
- Growth: 100
Detailed rating inputs
Financial Efficiency
- Mission deployment rate: 72.9%; rating input score 73
- Program expense ratio: 48.3%; rating input score 48
Transparency & Controls
- Consistency checks: 100%; rating input score 100; 51st percentile among comparable filings
- Major donor itemization: Limited
Sustainability
- Operating margin: -50.7%; rating input score 12; 12th percentile among comparable filings
- Total-asset coverage ratio: 8.9; rating input score 91; 91st percentile among comparable filings
- Liabilities to assets ratio: Limited
- Officer compensation ratio: 0%; rating input score 56; 56th percentile among comparable filings
Growth
- Program expense growth: 18.8% per year; rating input score 100; 80th percentile among comparable filings
- Revenue growth: 17.8% per year; rating input score 100; 88th percentile among comparable filings
- Asset growth: 8.8% per year; rating input score 100; 67th percentile among comparable filings
Details
- Where the money goes: 72.9% of revenue deployed · 48.3% of spending went to programs
- Governance: Filed governance answers
- Accomplishments: 1 filed program accomplishment · $4K in reported program spending
- Leadership: top reported pay $0 · 7 people listed
- Consistency: 7 of 7 current checks pass
- Schedules: 2 filed schedules
- Filing history: 5 filing years from 2021 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.
- Moderate — Financial Efficiency: Program expense ratio scored 48/100.
- High — Sustainability: Operating margin scored 12/100.
- Review — Sustainability: Officer compensation ratio scored 56/100.