PLATINUM2024

CHESAPEAKE CLIMATE ACTION NETWORK

aka CCAN   |   Takoma Park, MD   |  www.chesapeakeclimate.org
GuideStar Charity Check

CHESAPEAKE CLIMATE ACTION NETWORK

EIN: 11-3644283

Mission

The mission of the Chesapeake Climate Action Network (CCAN) is to build a diverse movement powerful enough to put our region on the path to climate stability, while using our proximity to the nation’s capital to inspire action in neighboring states, around the country, and across the world. CCAN is the largest and oldest grassroots organization dedicated exclusively to fighting for bold and just solutions to climate change in the Chesapeake region of Maryland, Virginia, and Washington, DC. We also know that a vibrant democracy is central to our success and we work to defend democratic integrity wherever we can.

Ruling year info

2004

Executive Director

Mike Tidwell

Main address

P.O. Box 11138

Takoma Park, MD 20913 USA

Show more contact info

EIN

11-3644283

Subject area info

Climate change

Energy efficiency

Energy resources

Community and economic development

Environmental justice

Population served info

Adults

Low-income people

Activists

Families

NTEE code info

Alliance/Advocacy Organizations (C01)

Energy Resources Conservation and Development (C35)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Tax forms

Communication

Blog

Programs and results

Reports and documents
2020 Impact Report

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Offshore Wind and Onshore Jobs

As part of a coalition of climate advocates, CCAN helped pass the Climate Solutions Now Act of 2022, committing Maryland to reduce climate pollution by 60% by 2031. Developing more clean energy-especially offshore wind- in Maryland will be key to meeting that goal.

Offshore wind is Maryland’s most abundant energy resource and the next few years offer a huge opportunity. Maryland has the opportunity to become the East Coast manufacturing hub for this growing industry, putting the state at the forefront of the clean energy transition and reducing our reliance on harmful fossil fuels.

Population(s) Served

Fossil fuels pose direct harm to our water, air, health, and climate. We are organizing in Maryland to stop the development of new fossil fuel infrastructure. From new power plants, pipelines, compressor stations, or other significant infrastructure projects related to the extraction, transport, and combustion of fossil fuels.

Population(s) Served

Big Gas wants to build huge new fracked-gas pipelines – one through the Blue Ridge and Appalachian regions of Virginia and West Virginia called the Mountain Valley Pipeline, and the other through the heart of Central Virginia called the Chickahominy Pipeline. These pipelines are being built with a lifetime of 40 years and will lock us into dirty energy for decades, hinged on an untested reappropriation to hydrogen gas distribution. This is NOT the future we need and it flies in the face of the Commonwealth’s historic clean energy standards. From fueling toxic fracking, to destroying our shared waterways, to polluting majority Black neighborhoods, to leaking heat-­trapping methane, this pipeline would harm our communities and our climate every step of the way. We just stopped the Atlantic Coast Pipeline – a HUGE victory – but the fight continues.

Population(s) Served

In the U.S., the Hampton Roads region is second only to New Orleans as home to the most people at greatest risk from flooding caused by rising sea levels. Residents are already seeing the consequences, as they are living on the front lines of climate impacts driven by fossil fuel industry pollution. Chronic flooding is forcing the raising of homes, roadways, and naval infrastructure, and it’s only getting worse. Scientists predict that sea levels could rise by as much as seven feet within this century. In the event of a major storm, there is no effective plan to evacuate and shelter residents, even as warming ocean temperatures and longer hurricane seasons increase the risk of superstorms like Sandy.

We need flooding solutions now and the policies that are going to be put in place must be looked at and thought out through a lens of justice; otherwise, underserved communities will almost certainly be left behind.

Population(s) Served

Transportation is vital. High-quality, reliable public transit service is essential for Virginians to access their jobs, schooling, healthcare, education, and shopping needs. Yet it’s often expensive and inaccessible in the places that need it most. And it’s Virginia’s biggest single source of greenhouse gases and other toxic pollutants. We believe that we can transform Virginia’s transit sector from a major cause of climate change to part of the solution, while improving social justice at the same time. It’s time to say yes to electric vehicles, especially large fleets. And it’s time to say yes to fostering communities where people can walk, ride free public transit and reduce the overall vehicle miles traveled. It’s time for Mobility for All.

Population(s) Served

Building electrification would benefit community members by giving them access to cleaner air, healthier homes, good jobs, affordable clean energy, and energy efficiency to reduce monthly energy bills while helping the state meet its climate goals. We’ve been pushing for statewide reform, along with fighting for local bills on a county level. We first passed a bill to electrify new buildings in Montgomery County. Now we’re setting our sights on Howard County. Soon, we’ll go statewide

Population(s) Served
Adults
Economically disadvantaged people
Adults
Economically disadvantaged people

Where we work

Videos

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of donors retained

This metric is no longer tracked.
Totals By Year
Type of Metric

Other - describing something else

Direction of Success

Increasing

Context Notes

Our organizational goal is to raise our donor retention rate to 55% by 2026. Our donor retention rate in fiscal year 2023 was 39.42%.

Number of new grants received

This metric is no longer tracked.
Totals By Year
Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context Notes

Our goal in our strategic plan is to work with one new foundation every year. This metric tracks new funding from new grants, not necessarily new foundations.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Financials

CHESAPEAKE CLIMATE ACTION NETWORK
Fiscal year: Jul 01 - Jun 30
Financial documents
2023 Chesapeake Climate Action Network, Inc
done  Yes, financials were audited by an independent accountant. info

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2023 info

SOURCE: IRS Form 990

13.55

Average of 19.05 over 10 years

Months of cash in 2023 info

SOURCE: IRS Form 990

7

Average of 6.1 over 10 years

Fringe rate in 2023 info

SOURCE: IRS Form 990

15%

Average of 17% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

CHESAPEAKE CLIMATE ACTION NETWORK

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

CHESAPEAKE CLIMATE ACTION NETWORK

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

CHESAPEAKE CLIMATE ACTION NETWORK

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of CHESAPEAKE CLIMATE ACTION NETWORK’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

Created in partnership with

Fiscal year: Jul 01 - Jun 30 picture_as_pdf View full report cloud_downloadDownload data

Business model indicators

Profitability info 2018 2020 2021 2022 2023
Unrestricted surplus (deficit) before depreciation $115,753 $207,774 $585,992 -$67,903 $363,660
As % of expenses 8.1% 11.7% 37.1% -3.0% 14.4%
Unrestricted surplus (deficit) after depreciation $110,652 $207,774 $585,992 -$68,133 $363,430
As % of expenses 7.7% 11.7% 37.1% -3.0% 14.4%
Revenue composition info
Total revenue (unrestricted & restricted) $1,690,091 $2,497,274 $2,207,802 $2,158,684 $2,476,745
Total revenue, % change over prior year 39.9% 0.0% -11.6% -2.2% 14.7%
Program services revenue 6.9% 8.9% 12.0% 19.6% 12.8%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.4% 0.3% 0.3% 0.4% 0.9%
Government grants 0.0% 0.0% 7.9% 0.0% 0.0%
All other grants and contributions 91.2% 90.2% 77.5% 79.5% 85.2%
Other revenue 1.4% 0.6% 2.3% 0.6% 1.1%
Expense composition info
Total expenses before depreciation $1,427,298 $1,775,700 $1,581,328 $2,275,677 $2,522,674
Total expenses, % change over prior year 6.1% 0.0% -10.9% 43.9% 10.9%
Personnel 67.9% 58.4% 81.9% 81.1% 78.8%
Professional fees 2.9% 1.0% 0.8% 6.1% 6.5%
Occupancy 6.9% 6.0% 6.0% 4.6% 4.5%
Interest 0.1% 0.0% 0.0% 0.0% 0.0%
Pass-through 4.2% 9.1% 0.0% 0.2% 0.1%
All other expenses 18.0% 25.6% 11.3% 8.0% 10.1%
Full cost components (estimated) info 2018 2020 2021 2022 2023
Total expenses (after depreciation) $1,432,399 $1,775,700 $1,581,328 $2,275,907 $2,522,904
One month of savings $118,942 $147,975 $131,777 $189,640 $210,223
Debt principal payment $0 $0 $174,856 $0 $0
Fixed asset additions $0 $0 $0 $6,910 $0
Total full costs (estimated) $1,551,341 $1,923,675 $1,887,961 $2,472,457 $2,733,127

Capital structure indicators

Liquidity info 2018 2020 2021 2022 2023
Months of cash 4.2 10.2 13.1 8.4 7.0
Months of cash and investments 6.9 12.9 17.6 10.9 9.5
Months of estimated liquid unrestricted net assets 4.7 7.8 13.2 8.8 9.7
Balance sheet composition info 2018 2020 2021 2022 2023
Cash $503,307 $1,504,326 $1,724,042 $1,598,904 $1,473,942
Investments $321,342 $400,092 $600,637 $464,459 $529,142
Receivables $176,972 $304,130 $459,729 $424,139 $574,532
Gross land, buildings, equipment (LBE) $28,731 $28,731 $28,731 $31,642 $31,642
Accumulated depreciation (as a % of LBE) 87.9% 100.0% 100.0% 78.9% 79.6%
Liabilities (as a % of assets) 3.2% 10.6% 1.7% 2.7% 5.8%
Unrestricted net assets $556,936 $1,159,350 $1,745,342 $1,677,209 $2,040,639
Temporarily restricted net assets $435,029 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $435,029 $823,678 $1,007,838 $808,731 $473,999
Total net assets $991,965 $1,983,028 $2,753,180 $2,485,940 $2,514,638

Key data checks

Key data checks info 2018 2020 2021 2022 2023
Material data errors No No No No No

Operations

The people, governance practices, and partners that make the organization tick.

Documents
Letter of Determination
Form 1023/1024 is not available for this organization

Executive Director

Mike Tidwell

LinkedIn profile

Mike Tidwell is founder and director of the Chesapeake Climate Action Network, a grassroots nonprofit organization dedicated to raising awareness about the impacts and solutions associated with global warming in Maryland, Virginia, and Washington, D.C.. He is also an author and filmmaker who predicted in vivid detail the Katrina hurricane disaster in his 2003 book Bayou Farewell: The Rich Life and Tragic Death of Louisiana’s Cajun Coast. His most recent book, focusing on Katrina and global warming, is titled The Ravaging Tide: Strange Weather, Future Katrinas, and the Race to Save America’s Coastal Cities. His 2004 documentary film, We Are All Smith Islanders, vividly depicts the dangers of global warming in Maryland, Virginia, and D.C. A long-time resident of Maryland, Tidwell lives in Takoma Park with his wife Beth and son Sasha.

Number of employees

Source: IRS Form 990

CHESAPEAKE CLIMATE ACTION NETWORK

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
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Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

CHESAPEAKE CLIMATE ACTION NETWORK

Highest paid employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

CHESAPEAKE CLIMATE ACTION NETWORK

Board of directors
as of 03/15/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

April Moore

Ted Rouse

President of Healthy Planet LLC

Lise Van Susteren

Assistant Professor of Psychiatry at Georgetown University

Charlie Garlow

Air Enforcement Attorney at U.S. EPA

Terence Ellen

Executive Director of the Unitarian Universalist for Social Justice

Reverend Terence Lennox Yearwood

President and CEO of the Hip Hop Caucus

Sat Jiwan Ikle-Khalsa

President of Save Our Sky Home Heating Cooperative

Monique Sullivan

Educator

David Goodrich

Author

Andres Jimenez

Director of Green 2.0

Natalie Pien

Jessica Sims

Virginia Field Coordinator for Appalachian Voices

Ladelle McWhorter

Professor Emerita at the University of Richmond

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? No
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 3/7/2024
info Candid has made improvements to the race and ethnicity options.

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

No data

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

Equity strategies

Last updated: 04/30/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.