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Merrifield VA | IRS ruling year: 1974 | EIN: 23-7420660
Friends of the Earth and our network of grassroots groups in 77 countries fight to create a more healthy, just world. Our current campaigns focus on clean energy and ... (More)
Friends of the Earth and our network of grassroots groups in 77 countries fight to create a more healthy, just world. Our current campaigns focus on clean energy and solutions to global warming, protecting people from toxic and new, potentially harmful technologies, and promoting smarter, low-pollution transportation alternatives. Friends of the Earth U.S. is also a part of Friends of the Earth International, the world's largest grassroots environmental network. Our dedicated staff fights to protect the rights of all people to live in a safe and healthy environment, both at home or in countries around the world. Our campaigns demonstrate our belief that the fight for justice and the movement to protect the health of the planet are part of the same struggle. (Less)
Great
This charity's score is 92%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 80% Accountability & Finance, 10% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 11/1/2022 | 2021 | 89.79 |  |
| 8/3/2021 | 2020 | 88.72 | |
| 6/1/2021 | 2019 | 88.44 | |
| 12/1/2019 | 2018 | 90.57 | |
| 2/1/2019 | 2017 | 94.64 | |
| 12/22/2017 | 2016 | 97.13 | |
| 10/1/2016 | 2015 | 97.85 | |
| 6/1/2016 | 2014 | 96.34 | |
| Rating Version: 2.0 | |||
| 11/1/2015 | 2014 | 95.80 | |
| 11/1/2014 | 2013 | 94.15 | |
| 10/1/2013 | 2012 | 92.64 | |
| 11/6/2012 | 2011 | 91.96 | |
| 11/1/2011 | 2010 | 91.05 | |
| 9/20/2011 | 2009 | 91.06 | |
| Rating Version: 1.0 | |||
| 10/1/2010 | 2009 | 96.05 | |
| 10/1/2009 | 2008 | 90.25 | |
| 9/1/2008 | 2007 | 67.90 |  |
| 7/1/2007 | 2006 | 63.70 | |
| 7/1/2006 | 2005 | 68.42 | |
| 7/1/2005 | 2004 | 64.35 | |
| 6/1/2004 | 2003 | 81.36 | |
| 8/1/2003 | 2002 | 81.51 | |
| 10/15/2002 | 2001 | 92.17 | |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Friends of the Earth is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Friends of the Earth has earned a 90% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2021, which is the most recent Form 990 currently available to us.
Learn more
Full Credit
Partial Credit
No Credit
Not Applicable
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
| Independent Voting Board Members ... (More) The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less) | |
| No Material Diversion of Assets ... (More) A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:
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| Audited Financials Prepared by Independent Accountant ... (More) Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.
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| Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More) Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it is an indicator that the organization is not financially secure. (Less) | |
| Documents Board Meeting Minutes ... (More) An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less) | |
| Distributes 990 to Board Before Filing ... (More) Providing copies of the Form to the governing body in advance of filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Does not Compensate Board Members ... (More) The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less) | |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.
Sources Include: IRS Form 990 and organization's website
| Conflict of Interest ... (More) Such a policy protects the organization, and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Whistleblower ... (More) This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less) | |
| Records Retention and Destruction ... (More) Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| CEO Compensation Process ... (More) This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less) | |
| Donor Privacy ... (More) Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:
The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes. (Less) | Partial |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.
Sources Include: IRS Form 990 and organization's website
| CEO Salary Listed on 990 ... (More) Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less) | |
| Board of Directors Listed on Website ... (More) Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less) | |
| Key Staff Listed on Website ... (More) It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less) | |
| Audited Financial Statements Listed on Website ... (More) We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less) | |
| Form 990 Available on Website ... (More) We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less) | |
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 13.50% - 7.5/10 ptsLiabilities to Assets Ratio - 13.50% - 7.5/10 pts
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).
Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.
Source: IRS Form 990
Working Capital Ratio - 1.46 years - 10/10 ptsWorking Capital Ratio - 1.46 years - 10/10 pts
Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Efficiency - $0.11 - 7.5/10 ptsFundraising Efficiency - $0.11 - 7.5/10 pts
The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.
Source: IRS Form 990
Administrative Expense Ratio - 6.80% - 10/10 ptsAdministrative Expense Ratio - 6.80% - 10/10 pts
As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Expense Ratio - 12.00% - 7.5/10 ptsFundraising Expense Ratio - 12.00% - 7.5/10 pts
This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Ratio - 81.10% - 8.88/10 ptsProgram Expense Ratio - 81.10% - 8.88/10 pts
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s).
This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Growth - 4.50% - 4.5/10 ptsProgram Expense Growth - 4.50% - 4.5/10 pts
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are this organizations key compensated staff members as identified by our analysts. This compensation data includes salary, cash bonuses and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Erich G. Pica, President
$142,500 (1.16% of Total Expenses)
Plus $47,500 of Compensation from Affliates
Current CEO and Board Chair can be found in the Leadership & Adaptability report below.
Source: IRS Form 990 (page 7), filing year 2020
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Activities:
Publishing activities (BMF activity code: 120)
Study and research (non-scientific) (BMF activity code: 124)
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Friends of the Earth) or EIN (237420660) in the 'Search Term' field.
Not Currently Scored
Friends of the Earth cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Learn More
Friends of the Earth reported its three largest programs on its FY 2021 Form 990 as:
Spent in most recent FY
Percent of program expenses
Outreach and Membership Program
Spent in most recent FY
Percent of program expenses
Food & Technology
Spent in most recent FY
Percent of program expenses
Economic Policy
Friends of the Earth has earned a 99% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - Data Available - 100/100 ptsConstituent Feedback - Data Available - 100/100 pts
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
Who are the people you serve with your mission? Describe briefly.
As an advocacy organization working to reverse the climate crisis, address the health of our food system, and protect our oceans and forests, our work serves all the people of the world. The climate crisis in particular is already negatively impacting 85% of the world’s population and in the coming years no one will be immune from its impacts. We also have over 100,000 members. We work as advocates on their behalf through advocacy to local and federal decision-makers and through the court filings to enforce environmental laws.
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Paper surveys, Community meetings or town halls, Suggestion box/email
How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To inform the development of new programs/projects, To strengthen relationships with the people we serve
With whom does your organization share the feedback you got from the people you serve?
Our staff
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
Listening to partners in underserved communities, communities of colors and to our members has influenced how we allocate resources both internally and in assistance to partner groups. It also informs which new projects and policy changes we undertake and most importantly it changes how we work with communities and community members themselves centering community voices and experiences in the struggle. In this way their voices are affecting some of the most important decisions we make as an institution.
What challenges does your organization face in collecting feedback from the people you serve?
We don't have any major challenges to collecting feedback
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
Our members have demonstrated to us their concern about the impact of plastics on our oceans and marine life. In addition, coalition partners from underserved communities have raised alarms about the pollution that proposed expansions of plastic factories will have on communities of color located near proposed plants. In response we have begun a new campaign to push back on new plastic factories and the coalition has already had a major success with one plant in Louisiana being forced to do a full environmental impact assessment before being permitted.
Equity Practices - Data Available - 98/100 ptsEquity Practices - Data Available - 98/100 pts
70% of beacon score
This organization's score of 98 is a passing score. The organization reported that it is implementing 10 Equity Practices. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Equity Practices (3/7) | |
|---|---|
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 analyze disaggregated data and root causes of race disparities that impact the organization/'s programs, portfolios, and the populations served. | |
We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support. | |
We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders. | |
We disaggregate data by demographics, including race, in every policy and program measured | |
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. | |
Equity Policies and Procedures (7/7) | |
|---|---|
We use a vetting process to identify vendors and partners that share our commitment to race equity. | |
We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions. | |
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 measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team. | |
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. | |
Friends of the Earth has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
FRIENDS OF THE EARTH DEFENDS THE ENVIRONMENT AND CHAMPIONS A HEALTHY AND JUST WORLD.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
We are a bold, fearless voice fighting for transformational change because world’s problems are too big for tiny fixes around the edges. We believe that the fight to protect our planet is intrinsically tied to the global struggle for justice.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Secure federal action addressing the climate crisis, by phasing out fossil fuel extraction and use; and adopting programs that provide a just transition for workers and communities of color.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Two: Win policy and corporate commitments to foster a healthy, equitable, and ecologically regenerative food system that is free of toxic chemicals, protects biodiversity, and is climate friendly.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Three: Transform economic decision-making by rewriting by tax and investment policies to protect people and the planet, and expanding democratic and procedural rights of environmental justice communities.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
Our board and staff are both participating in an ongoing Justice and Antiracism training and organizational alignment process designed to ensure that Friends of the Earth is an equitable and inclusive workplace. The specific goals of this investment include: - Clarifying and making explicit our justice and antiracism values; - Clarifying our aspirational culture and the competencies to which we must hold ourselves accountable in order to embed justice and antiracism in our culture and all we do; - Clarifying how justice and antiracism frame and guide all of our campaigns and programs; - Tracking and ensuring equity in pay, promotions, and retention; - Making hiring practices consistent and equitable across the organization and ensuring robust, proactive recruitment that reflects the diversity of the human community we serve.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
As an advocacy organization external mobilization is a fundamental tool we use at Friends of the Earth to achieve our mission. Mobilization takes many different including: - Forming coalitions with like-minded organizations to pool our efforts and resources; - Publishing reports detailing research about pressing threats to the environment and presenting these reports to the media, philanthropic leaders, and conferences; - National recruiting and training of local grassroots leaders to help mobilize their community to take urgent action on urgent environmental threats; - Educating the public and our over two million members and followers through print and digital communications about how they can take action to help people and the planet; - Advocate before federal and state lawmakers to enact laws and regulations that protect our planet and all the humans and wildlife who call it home.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
In the Spring of 2020 when it became clear that the Covid pandemic was a threat to the health of our staff and volunteers, Friends of the Earth took action to protect our community. We closed our offices and all staff began working remotely from their homes. For staff who were used to collaborating in person and being able to meet with decision-makers in person, this was a significant change. But our staff have proved resilient and our work has continued at full tilt through the pandemic. In order to protect our volunteers we stopped doing in person advocacy and shifted that work online. While much of our staff’s work can be carried out remotely, the loss of the ability to do in-person advocacy, whether direct lobbying of lawmakers, or public protests, has forced us to find new ways to make an impact. The pandemic also opened up important new area of our federal advocacy work. For example, when then President Trump said he was going to “save” the oil industry, we sprang into action by pressuring lawmakers to prioritize people in need, rather than polluters. Our policy team came out with the first analysis publicly identifying that Trump could not fill the Strategic Petroleum Reserve (SPR) without Congress. In addition, our organizing team convened weekly calls (sometimes with more than 100 climate and energy leaders) to coordinate our larger communities’ response to a complex and ever-changing situation. We quickly mobilized to lead a community sign on letter opposing a Big Oil bailout and demanding resources to support communities. We successfully prevented $3 billion from being spent on the SPR. In addition, our food program, working with our nutrition and farm worker allies, pushed to make sure that stimulus funding prioritized family famers and that the Supplemental Nutrition Assistance Program (SNAP) provided support for everyone hurting in the country regardless of immigration status or job status.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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