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Nonprofiteer
← CLIMATE CONSERVATION

Form 990 for tax year 2024

Filed by CLIMATE CONSERVATION.

Totals

Total revenue
$3,781,863
Total expenses
$3,996,175
Contributions and grants received
$3,127,171
Grants paid
$598,210
Program service revenue
$478,746
Investment income
$174,192
Other revenue
$1,754
Total assets, end of year
$5,055,566
Total liabilities, end of year
$423,715
Net assets or fund balances, end of year
$4,631,851
Program services expenses (Part IX)
$3,033,096
Management and general expenses
$442,636
Fundraising expenses
$520,443
Program service expenses (Part III)
$3,033,096

Program services were 75.9% of total expenses calculated — Part IX's program-services column over total expenses, both as filed.

Line items

Every line the filer filed in Parts VIII, IX and X, as filed and in filed order. Blank columns are left out, and the lines are not forced to add up to the totals above.

Revenue

Part VIII, the statement of revenue.

  • 1e · Government grants (contributions)

    $229,000

  • 1f · All other contributions, gifts and grants

    $2,898,171

  • 2a · Program service revenue: CONTRACT FOR SERVICES

    total $478,746 · related or exempt $478,746

  • 3 · Investment income

    total $174,192 · excluded $174,192

  • 11a · Other revenue: OTHER INCOME

    total $1,754 · related or exempt $1,754

  • 11e · Other revenue, total

    $1,754

Functional expenses

Part IX, the statement of functional expenses.

  • 1 · Grants to domestic organizations and governments

    total $548,710 · program services $548,710

  • 3 · Grants to foreign organizations and individuals

    total $49,500 · program services $49,500

  • 5 · Compensation of officers, directors and key employees

    total $111,395 · program services $73,713 · management and general $16,069 · fundraising $21,613

  • 7 · Other salaries and wages

    total $1,850,410 · program services $1,222,675 · management and general $267,461 · fundraising $360,274

  • 8 · Pension plan contributions

    total $81,400 · program services $55,481 · management and general $11,256 · fundraising $14,663

  • 9 · Other employee benefits

    total $220,925 · program services $150,579 · management and general $30,550 · fundraising $39,796

  • 10 · Payroll taxes

    total $158,317 · program services $104,127 · management and general $23,396 · fundraising $30,794

  • 11g · Fees: other

    total $611,750 · program services $576,165 · management and general $35,585

  • 13 · Office expenses

    total $57,482 · program services $24,407 · management and general $20,335 · fundraising $12,740

  • 16 · Occupancy

    total $59,506 · program services $35,223 · management and general $16,468 · fundraising $7,815

  • 17 · Travel

    total $29,097 · program services $15,583 · management and general $3,475 · fundraising $10,039

  • 19 · Conferences, conventions and meetings

    total $180,469 · program services $156,711 · management and general $11,964 · fundraising $11,794

  • 24a · Other expenses: MISCELLANEOUS EXPENSE

    total $29,874 · program services $15,661 · management and general $5,058 · fundraising $9,155

  • 24b · Other expenses: DUES AND SUBSCRIPTIONS

    total $7,340 · program services $4,561 · management and general $1,019 · fundraising $1,760

Balance sheet

Part X, book values.

  • 1 · Cash, non-interest-bearing

    beginning of year $56,110 · end of year $518,777

  • 2 · Savings and temporary cash investments

    beginning of year $242,773 · end of year $25,213

  • 3 · Pledges and grants receivable

    beginning of year $993,963 · end of year $617,262

  • 4 · Accounts receivable

    beginning of year $37,812 · end of year $30,923

  • 9 · Prepaid expenses and deferred charges

    beginning of year $3,311 · end of year $6,384

  • 10a · Land, buildings and equipment: cost or other basis

    $6,952

  • 10b · Land, buildings and equipment: accumulated depreciation

    $6,786

  • 10c · Land, buildings and equipment, net

    beginning of year $1,159 · end of year $166

  • 11 · Investments: publicly traded securities

    beginning of year $4,187,199 · end of year $3,855,278

  • 15 · Other assets

    beginning of year $1,563 · end of year $1,563

  • 17 · Accounts payable and accrued expenses

    beginning of year $431,271 · end of year $316,500

  • 19 · Deferred revenue

    beginning of year $241,332 · end of year $107,215

  • 27 · Net assets without donor restrictions

    beginning of year $2,720,326 · end of year $2,969,617

  • 28 · Net assets with donor restrictions

    beginning of year $2,130,961 · end of year $1,662,234

Mission and programs · 2024

Mission

WE BRING SCIENCE, POLICY, AND PROVEN SOLUTIONS DIRECTLY TO COMMUNITIES WORKING TO RESTORE THE INTEGRITY AND NATURAL CONNECTIVITY OF THE LANDSCAPES IN WHICH THEY LIVE. (SEE SCHEDULE O)

Activities or mission (Part I)

THE CENTER FOR LARGE LANDSCAPE CONSERVATION (CLLC) ADVANCES ECOLOGICAL CONNECTIVITY FOR CLIMATE RESILIENCE WORLDWIDE THROUGH SCIENCE, POLICY, PRACTICE AND COLLABORATION.

  • UNITED STATES CONNECTIVITY CONSERVATION PROGRAM CONNECTIVITY CONSERVATION IS THE MOST EFFECTIVE STRATEGY TO CONSERVE NATURE ON A LARGE SCALE, SUPPORTING WILDLIFE MOVEMENT IN OUR FRAGMENTED NATURAL WORLD. LAST YEAR, CLLC ADVANCED THIS EFFORT BY PROVIDING SCIENCE-BASED GUIDANCE TO DECISION MAKERS TO INFORM POLICIES AND PROJECTS. WE CONTINUE TO FOSTER COLLABORATION WITH PARTNERS AT THE FEDERAL, STATE, REGIONAL, AND COUNTY LEVELS TO IMPROVE POLICIES RELATED TO CONNECTIVITY AND CORRIDORS AND PROVIDE TECHNICAL ASSISTANCE TO HELP PLAN AND SECURE FUNDING FOR WILDLIFE CROSSING STRUCTURE PROJECTS. (SEE SCHEDULE O)

    Expenses $975,468 · Revenue $234,000

  • BUILDING CONSERVATION NETWORKS PROGRAM CLLC HOLDS LEADERSHIP ROLES FOR THE NETWORK FOR LANDSCAPE CONSERVATION (NLC) AND THE UNITED STATES BIOSPHERE NETWORK (USBN), SERVING AS THEIR HOST AND FISCAL SPONSOR. THROUGH THESE NETWORKS, WE SUPPORT THOUSANDS OF SCIENTISTS, POLICYMAKERS, AND COMMUNITY LEADERS BY SHARING EXPERIENCE AND EXPERTISE AND FACILITATING REGIONAL AND INTERNATIONAL COLLABORATIONS. CLLC ALSO PROVIDES STRATEGIC COUNSEL, INFRASTRUCTURE, AND ORGANIZATIONAL MANAGEMENT, ALLOWING NETWORK STAFF AND MEMBERS TO FOCUS ON ENGAGING AND EMPOWERING LANDSCAPE CONSERVATION PRACTITIONERS GLOBALLY.(SEE SCHEDULE O)

    Expenses $897,722 · Grants $477,050

  • THE INTERNATIONAL CONNECTIVITY PROGRAM WORKS COLLABORATIVELY WITH GLOBAL PARTNERS IN KEY BIODIVERSITY AREAS TO PROTECT LANDSCAPES FROM FRAGMENTATION BY IMPLEMENTING CONNECTIVITY CONSERVATION POLICY AND PRACTICE, LEADING TO LONG-TERM CONSERVATION OUTCOMES. WE BELIEVE THAT PROTECTED AREAS FUNCTION BEST WHEN THEY ARE CONNECTED AT THE LANDSCAPE SCALE, ENSURING WILDLIFE MOVEMENT AND THRIVING ECOLOGICAL PROCESSES. THROUGH OUR LEADERSHIP OF THE IUCN CONNECTIVITY CONSERVATION SPECIALIST GROUP (CCSG), WE ARE OPERATING SEVERAL INTERNATIONAL WORKING GROUPS OF PROFESSIONALS-SUCH AS THE ASIAN ELEPHANT TRANSPORT WORKING GROUP AND THE MARINE CONNECTIVITY WORKING GROUP-DEVELOPING MECHANISMS TO PROTECT LINKAGE AREAS THAT MAINTAIN ECOLOGICAL CONNECTIVITY AROUND THE WORLD. (SEE SCHEDULE O)

    Expenses $661,458 · Grants $69,500 · Revenue $49,093

  • ADVANCING CONSERVATION SCIENCE SCIENTISTS AT CLLC ARE INCREASINGLY CALLED UPON TO ASSIST COUNTRY GOVERNMENTS IN PLANNING FOR, PRESERVING, AND INCREASING ECOLOGICAL CONNECTIVITY LONG-TERM. IN FY25, CLLC DEVELOPED THE TRANSBOUNDARY CORRIDOR ATLAS FOR THE SOUTHERN KENYA-NORTHERN TANZANIA (SOKNOT) LANDSCAPE. THE ATLAS IS A COMPREHENSIVE RESOURCE SUPPORTING CONSERVATION OF THE ICONIC REGION'S IMPORTANT ECOSYSTEMS AND SPECTACULAR WILDLIFE. IT CONTAINS ASSESSMENTS OF 24 WILDLIFE CORRIDORS AND RECOMMENDATIONS ON HOW TO BEST CONSERVE THEM ALONG WITH BASELINE DATA TO HELP MEASURE HABITAT CONNECTIVITY OVER TIME. THE ATLAS SERVES AS AN ESSENTIAL TOOL FOR POLICYMAKERS AND PRACTITIONERS TO TAKE ACTION THAT WILL AVOID THE SEVERE CONSEQUENCES OF FRAGMENTATION OF CORRIDORS THAT COULD AFFECT BOTH WILDLIFE AND COMMUNITIES. A GLOBAL TEAM OF LEADING CONNECTIVITY SCIENTISTS LED BY THE CLLC SCIENCE TEAM IS DEVELOPING PRACTICAL GUIDANCE TO HELP THE 193 UN SIGNATORY COUNTRIES MEASURE HOW "WELL-CONNECTED" THEIR PROTECTED AREA SYSTEMS ARE, AS CALLED FOR IN THE KUNMING-MONTREAL GLOBAL BIODIVERSITY FRAMEWORK. PROPELLING THE "WELL-CONNECTED INITIATIVE," THE GROUP ESTABLISHED A TWO- PART WORK PLAN DURING A JANUARY 2025 WORKSHOP. THE FIRST PROJECT TESTED AND IDENTIFIED KEY INDICATORS THAT EFFECTIVELY MEASURE CONNECTIVITY ACROSS SIMULATED LANDSCAPES. THESE INDICATORS WILL HELP MEASURE EFFECTIVE CONNECTIVITY, SUPPORTING COUNTRIES IN ACHIEVING THE FRAMEWORK'S GOAL OF CONSERVING AT LEAST 30% OF THE PLANET THROUGH ECOLOGICALLY REPRESENTATIVE AND CONNECTED, PROTECTED, AND CONSERVED AREAS BY 2030. THE COMPLETED PROJECT WILL RESULT IN A PUBLISHED, PEER-REVIEWED PAPER AND LIKELY INTERNATIONAL ADOPTION OF THESE GLOBALLY APPLICABLE INDICATORS. AS PART OF THE COLLABORATIVE WILDLIFE CONNECT INITIATIVE TO CONNECT KEY LANDSCAPES ON FOUR CONTINENTS, OUR STAFF LED A WORKSHOP IN BORNEO IN JUNE 2025. WITH BORNEAN GOVERNMENT OFFICIALS AND CONSERVATION PRACTITIONERS IN ATTENDANCE, THE WORKSHOP AIMED TO IDENTIFY THE MOST IMPORTANT ECOLOGICAL CORRIDORS TO CONSERVE IN THE COUNTRY AND TO FOSTER COLLABORATION. PARTICIPANTS PRODUCED A CONSENSUS LIST OF "MUST SECURE" CORRIDORS BASED ON SCIENTIFIC ANALYSES AND EXPERT OPINION FROM CLLC STAFF AND DEVELOPED PROFILES FOR EACH OUTLINING CONSERVATION STRATEGIES.

    Expenses $498,448 · Grants $51,660 · Revenue $195,653

As filed on the 2024 return. The filer continues this part on Schedule O, which is not shown here.

Listed in Part VII

  • Mary Pearl

    CHAIR

    Total calculated
    $0
    Hours/week
    1
  • Richard West

    VICE CHAIR

    Total calculated
    $0
    Hours/week
    1
  • Douglas Foy

    TREASURER

    Total calculated
    $0
    Hours/week
    1
  • Victoria Collins

    SECRETARY

    Total calculated
    $0
    Hours/week
    1
  • Cynthia McVay

    DIRECTOR

    Total calculated
    $0
    Hours/week
    1
  • Daniel Bercu

    DIRECTOR

    Total calculated
    $0
    Hours/week
    1
  • Elizabeth Wong

    DIRECTOR

    Total calculated
    $0
    Hours/week
    1
  • Jason Hoffs

    DIRECTOR

    Total calculated
    $0
    Hours/week
    1
  • Kerry Omughelli

    DIRECTOR

    Total calculated
    $0
    Hours/week
    1
  • Marcelo Dorio

    DIRECTOR

    Total calculated
    $0
    Hours/week
    1
  • Martin S Kaplan

    DIRECTOR

    Total calculated
    $0
    Hours/week
    1
  • Sanjeev Kumar

    DIRECTOR

    Total calculated
    $0
    Hours/week
    1
  • Gary Tabor

    CEO

    Total calculated
    $108,300
    From this org
    $103,143
    From related orgs
    $0
    Other
    $5,157
    Hours/week
    20
  • Kathryn Perkes

    COO

    Total calculated
    $158,312
    From this org
    $144,025
    From related orgs
    $0
    Other
    $14,287
    Hours/week
    40

    Schedule J breakdown matched by us

    Base
    $144,025
    Bonus
    not reported
    Other
    not reported
    Deferred
    $7,201
    Nontaxable benefits
    $7,086
    Filer's total
    $158,312
  • Deborah Kmon Davidson

    CSO

    Total calculated
    $144,025
    From this org
    $129,692
    From related orgs
    $0
    Other
    $14,333
    Hours/week
    40
  • Katherine Deuel

    SR. PROGRAM

    Total calculated
    $124,723
    From this org
    $111,979
    From related orgs
    $0
    Other
    $12,744
    Hours/week
    40

Compensation is as filed in Part VII: reportable pay from this organization and from related organizations, other compensation, and hours per week. The total, marked calculated, is our sum of the three dollar columns, with a blank column counted as $0; the form itself has no total. On a Form 990-EZ the columns are Part IV's instead, and on a Form 990-PF Part VIII's — compensation, contributions to benefit plans, and expense account — and the total sums those. A Schedule J breakdown is as filed: base pay, bonus, other, deferred compensation and nontaxable benefits from this organization, with any from related organizations beside each, and the filer's own total. It is shown with the Part VII listing of the same name on the same return. The form gives no key between the two, so that pairing is ours, and is marked matched by us.

Schedule J

Answered yes

  • 3 · Form 990 of other organizations
  • 3 · Approval by the board or compensation committee

Answered no

  • 4a · Severance or change-of-control payment
  • 4b · Supplemental nonqualified retirement plan
  • 4c · Equity-based compensation arrangement
  • 5a · Pay contingent on this organization's revenues
  • 5b · Pay contingent on a related organization's revenues
  • 6a · Pay contingent on this organization's net earnings
  • 6b · Pay contingent on a related organization's net earnings
  • 7 · Other non-fixed payments
  • 8 · Paid under the initial-contract exception

The filer's explanations (Part III)

SCHEDULE J, PART III
THE EXECUTIVE DIRECTOR'S COMPENSATION IS DETERMINED BY A PROCESS WHICH INCLUDES A YEARLY PERFORMANCE REVIEW, A REVIEW OF OTHER EXECUTIVE DIRECTOR'S COMPENSATION AND COMPARABILITY DATA.

Part I's answers as filed. A line not listed was left unanswered; on lines 1a and 3 that means the box was not checked.

Grants on this return

The 10 largest by cash amount. The API serves every itemized grant.

Provenance

Return type
form_990
Tax year
2024
Filed
6 November 2025
IRS schema version
2024v5.0
Source object
202513109349304151

Check it against the return as filed: the GivingTuesday Data Lake hosts a public copy of the original XML.

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