Liabilities / Assets
46th percentile
Higher debt load relative to assets than 46% of similar nonprofits.
EIN 26-4054856 • 501(c)3 • Freeland, MD
Profile
The chesapeake stormwater network advocates for reform of federal, state and local laws, permits, regulations and design manuals to promote more sustainable stormwater management in the chesapeake bay. The interactive network aligns and integrates the efforts of thousands of individuals working on the stormwater problem across the bay. The csn seeks to improve on the ground implementation of more sustainable stormwater management and environmental site design practices in each of 1300 communities and seven states in the chesapeake bay watershed.
Precomputed percentiles relative to similar nonprofits. These scores are descriptive rather than judgmental.
Liabilities / Assets
46th percentile
Higher debt load relative to assets than 46% of similar nonprofits.
Liabilities / Revenue
44th percentile
Higher debt load relative to revenue than 44% of similar nonprofits.
Net Margin
74th percentile
Higher net margin than 74% of similar nonprofits.
Top Officer Pay
91st percentile
Higher top officer pay than 91% of similar nonprofits.
Top officer pay equals 23.9% of source-year revenue.
Asset Growth
82nd percentile
Faster asset growth than 82% of similar nonprofits.
Revenue Growth
85th percentile
Faster revenue growth than 85% of similar nonprofits.
Assets
Up$399,772
Up $164,833 (+70%) from 2022
Liabilities
Up$3,560
Up $3,542 (+19678%) from 2022
Net Assets
Up$396,212
Up $161,291 (+69%) from 2022
Revenue
Up$511,702
Up $147,099 (+40%) from 2022
Expenses
Up$405,357
Up $58,425 (+17%) from 2022
Net Income
Up$106,345
Up $88,674 (+502%) from 2022
Most recent year
2025 • Form 990Facts available. Structured filing facts are available, but richer extracted sections are limited.
SEE SCHEDULE O
| Line | Beginning | End | Change |
|---|---|---|---|
| Assets | |||
| Savings and Temporary Cash Investments | $247,964 | $285,225 | ▲ $37,261 |
| Pledges and Grants Receivable | $12,000 | $106,116 | ▲ $94,116 |
| Cash and Non-Interest-Bearing Accounts | $34,166 | $5,634 | ▼ $28,532 |
| Total Assets | $307,826 | $399,772 | ▲ $91,946 |
| Other Assets Total | $13,696 | $2,797 | ▼ $10,899 |
| Liabilities | |||
| Other Liabilities | $14,030 | $2,881 | ▼ $11,149 |
| Accounts Payable and Accrued Expenses | $3,929 | $679 | ▼ $3,250 |
| Total Liabilities | $17,959 | $3,560 | ▼ $14,399 |
| Net Assets / Fund Balance | |||
| Net Assets Without Donor Restrictions | $289,867 | $396,212 | ▲ $106,345 |
| Total Net Assets Fund Balance | $289,867 | $396,212 | ▲ $106,345 |
| Total Liabilities and Net Assets / Fund Balance | $307,826 | $399,772 | ▲ $91,946 |
| Asset | Book Value | Depreciation | Basis |
|---|---|---|---|
| Other Assets Org | $2,797 | - | - |
| Name | Title | Full / Part Time | Base | Other | Total |
|---|---|---|---|---|---|
| David Wood | Executive Director | FT | $109,498 | $13,028 | $122,526 |
| Name | Title |
|---|---|
| Radhika Wijetunge | President |
| Terryl Acker-carter | Vice President |
| Claire Maulhardt | Member |
| Ginny Snead | Member |
| James G Hunter Phd | Member |
| Kateri Simon | Member |
| Lettice Brown | Member |
| Cecilia Lane | Secretary |
| Carol Wong | Treasurer |
| Ted Brown | Treasurer(outgoing) |
| Line Item | Amount |
|---|---|
| Salaries, Compensation, and Employee Benefits | $324,153 |
| Other Expenses | $81,204 |
| Grants and Similar Amounts Paid | $0 |
| Professional Fundraising Fees | $0 |
| Total Fundraising Expense | $0 |
| Line Item | Program | Management | Fundraising | Total |
|---|---|---|---|---|
| Current Officers, Directors, Trustees, and Key Employees | $142,267 | $0 | $0 | $142,267 |
| Other Salaries and Wages | $126,798 | $0 | $0 | $126,798 |
| Other Employee Benefits | $36,725 | $0 | $0 | $36,725 |
| Payroll Taxes | $18,363 | $0 | $0 | $18,363 |
| Fees for Services Accounting | $0 | $15,197 | $0 | $15,197 |
| Occupancy | $13,284 | $1,476 | $0 | $14,760 |
| Fees for Services Other | $14,560 | $0 | $0 | $14,560 |
| Information Technology | $7,776 | $0 | $0 | $7,776 |
| Travel | $7,667 | $0 | $0 | $7,667 |
| Office Expenses | $4,209 | $468 | $0 | $4,677 |
| Insurance | $1,533 | $170 | $0 | $1,703 |
| Other Expenses | $810 | $0 | $0 | $810 |
| All Other Expenses | $46 | $187 | $0 | $233 |
| Total Functional Expenses | $385,970 | $19,387 | $0 | $405,357 |
| Line Item | Amount |
|---|---|
| Expenses per Audited Statements | $405,357 |
| Total Expenses per Audited Statements | $405,357 |
| Total Expenses per Form 990 | $405,357 |
| Line Item | Amount |
|---|---|
| Professional Fundraising Fees | $0 |
| Liability | Amount |
|---|---|
| Operating Lease Liability | $2,881 |
“The Chesapeake Stormwater Network advocates for reform of federal, state, and local laws, permits, regulations and design manuals to promote more sustainable stormwater management in the Chesapeake Bay. The interactive network aligns and integrates the efforts of thousands of individuals working on the stormwater problem across the Bay. The CSN seeks to improve on the ground implementation of more sustainable stormwater management and environmental site design practices in each of 1300 communities and seven states in the Chesapeake Bay Watershed.”
“The network aligns and integrates the efforts of thousands of individuals working in the stormwater problem across the Bay and focuses on the improved stormwater manuals, permits, programs, training, and technical assistance to meet its mission. The key functions of the network include: -Educate the Bay advocacy community about the stormwater problem and its solutions, and create a coalition to create change at the local, state, and federal level. -Articulate a simple and unified approach to sustainable stormwater practices that can be understood and applied by all stormwater interest in the Bay. -Link the many stormwater interests in the Chesapeake Bay together into a single integrated network and provide them with the best research, engineering and land planning tools. -Import the best stormwater solutions developed elsewhere in the world to communities in the Chesapeake Bay. -Work at the state level to ensure stormwater laws, permits, regulations and design manuals are reformed to require that sustainable stormwater practices are applied at every development site. -Ensure that each are backed up by a stringent compliance and enforcement tools that provide real accountability that practices are fully protecting the Chesapeake Bay. -Work at the local level with the progessive early adopter communities to change the culture and codes that are currently impeding sustainable stormwater practices. -Work directly with progressive early adopters and design consultants to finance, design, build and monitor the next generation of effective sustainable stormwater practices. -Challenge hesitant communities to adopt sustainable stormwater practices through a combination of education, local legislation, ms4 permit enforcement and litigation, when needed. -Work with partners to institute a Bay-wide training program for designers and plan reviewers to test and certify their ability to effectiviely implement sustainable stormwater practices on every development site. -Advocate for an expanded Chesapeake Bay Stormwater research program at the state and federal level to fill in key knowledge gaps that impede sustainable stormwater practices. -Provide direct technical support to communities to restore streams, forest and wetlands damaged by past development, and work with them to invest in effective watershed restoration practices.”
“The Form 990 is initially reviewed by the Treasurer for accuracy and completeness. After the initial review, the Form 990 is distributed to the full board for approval prior to submission with the IRS.”
“Conflict of interest disclosure forms are completed by the full board and staff at the annual board retreat and any potential conflicts are discussed at full board meetings, per the procedures outlined in the CSN conflict of interest policy.”
“A sub committee of the Board conducts an annual performance review of the Executive Director, as well as an analysis of how current compensation compares to peers in nonprofit and watershed management fields. The Executive Director provides a self-assessment to the subcommittee, which meets independently to make a written recommendation for Executive Director goals, compensation and job description. The full board discusses the recommendation at a regular board meeting, and votes on a final recommendation. The final action is documented in writing, and is signed by the Executive Director, Board President and Treasurer.”
“Governing documents, financial statements and the Form 990 are available upon request.”
This appendix keeps the raw XML leaves available for debugging and edge-case review. The human report above is the primary experience.
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| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 0 | The Chesapeake Stormwater Network advocates for reform of federal, state, and local laws, permits, regulations and design manuals to promote more sustainable stormwater management in the Chesapeake Bay. The interactive network aligns and integrates the efforts of thousands of individuals working on the stormwater problem across the Bay. The CSN seeks to improve on the ground implementation of more sustainable stormwater management and environmental site design practices in each of 1300 communities and seven states in the Chesapeake Bay Watershed. |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 1 | The network aligns and integrates the efforts of thousands of individuals working in the stormwater problem across the Bay and focuses on the improved stormwater manuals, permits, programs, training, and technical assistance to meet its mission. The key functions of the network include: -Educate the Bay advocacy community about the stormwater problem and its solutions, and create a coalition to create change at the local, state, and federal level. -Articulate a simple and unified approach to sustainable stormwater practices that can be understood and applied by all stormwater interest in the Bay. -Link the many stormwater interests in the Chesapeake Bay together into a single integrated network and provide them with the best research, engineering and land planning tools. -Import the best stormwater solutions developed elsewhere in the world to communities in the Chesapeake Bay. -Work at the state level to ensure stormwater laws, permits, regulations and design manuals are reformed to require that sustainable stormwater practices are applied at every development site. -Ensure that each are backed up by a stringent compliance and enforcement tools that provide real accountability that practices are fully protecting the Chesapeake Bay. -Work at the local level with the progessive early adopter communities to change the culture and codes that are currently impeding sustainable stormwater practices. -Work directly with progressive early adopters and design consultants to finance, design, build and monitor the next generation of effective sustainable stormwater practices. -Challenge hesitant communities to adopt sustainable stormwater practices through a combination of education, local legislation, ms4 permit enforcement and litigation, when needed. -Work with partners to institute a Bay-wide training program for designers and plan reviewers to test and certify their ability to effectiviely implement sustainable stormwater practices on every development site. -Advocate for an expanded Chesapeake Bay Stormwater research program at the state and federal level to fill in key knowledge gaps that impede sustainable stormwater practices. -Provide direct technical support to communities to restore streams, forest and wetlands damaged by past development, and work with them to invest in effective watershed restoration practices. |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 2 | The Form 990 is initially reviewed by the Treasurer for accuracy and completeness. After the initial review, the Form 990 is distributed to the full board for approval prior to submission with the IRS. |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 3 | Conflict of interest disclosure forms are completed by the full board and staff at the annual board retreat and any potential conflicts are discussed at full board meetings, per the procedures outlined in the CSN conflict of interest policy. |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 4 | A sub committee of the Board conducts an annual performance review of the Executive Director, as well as an analysis of how current compensation compares to peers in nonprofit and watershed management fields. The Executive Director provides a self-assessment to the subcommittee, which meets independently to make a written recommendation for Executive Director goals, compensation and job description. The full board discusses the recommendation at a regular board meeting, and votes on a final recommendation. The final action is documented in writing, and is signed by the Executive Director, Board President and Treasurer. |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 5 | Governing documents, financial statements and the Form 990 are available upon request. |
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| IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc | 2 | Pt VI, Line 11b |
| IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc | 3 | Pt VI, Line 12c |
| IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc | 4 | Pt VI, Line 15a |
| IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc | 5 | Pt VI, Line 19 |
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