PLATINUM2024

High Peaks Alliance

Conservation, Access, Collaboration

Farmington, ME   |  www.highpeaksalliance.org

Mission

To ensure and enhance public access and opportunities for recreation in Maine’s High Peaks.

Ruling year info

2011

Principal Officer

Brent West

Main address

PO BOX 987

Farmington, ME 04938 USA

Show more contact info

EIN

27-3160688

NTEE code info

Parks and Playgrounds (N32)

IRS filing requirement

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

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Communication

Programs and results

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?

Land Access

The High Peaks Alliance (HPA) recognizes that the region, which encompasses 1.3 million acres much of it remote back-country in western Maine, is a special place that deserves active community stewardship to ensure and enhance public recreational access for present and future generations.

The Alliance continually assists in planning, promoting, maintaining, and enhancing the region's backcountry trails, motorized and non-motorized, existing and new.

The Alliance has created the 45-mile Fly Rod Crosby Hiking Trail, facilitated the creation of the 138-mile Mooseloop ATV System, and supported the creation of the West Saddleback Connector, which provides a multiple-use trail crossing of the Appalachian National Scenic Trail on Saddleback Mountain.

The Alliance and partners created planning maps to use the region's emergency responders to ensure the efficiency of responders and safety for those accessing the remote backcountry of the region.

Population(s) Served

Where we work

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 initiatives where site(s) have been declared protected areas

This metric is no longer tracked.
Totals By Year
Related Program

Land Access

Type of Metric

Context - describing the issue we work on

Direction of Success

Increasing

Number of acres of land protected

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

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Goal #1: Land Conservation Proactively conserve land that ensures permanent public access and that secures significant community values
Goal #2: Access to Land Provide and maintain access to publicly conserved lands.
Goal #3: Organizational Excellence Grow the HPAs capacity to deliver its land conservation and access programs.

Our strategic approach includes the sustainable management of trails and public lands. We are also focused on augmenting our stewardship capacity by initiating contracts related to stewardship services and project oversight.

We recognize the pivotal role played by a committed volunteer board and dynamic committees in achieving our goals. To this end, we continually strive to retain skilled personnel while actively recruiting adept staff members and volunteers. We are similarly invested in developing robust financial strategies alongside comprehensive fundraising plans tailored to bolster support for our overarching mission.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • 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 make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently, The people we serve tell us they find data collection burdensome, It is difficult to identify actionable feedback

Financials

High Peaks Alliance
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Operations

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

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lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

High Peaks Alliance

Board of directors
as of 05/13/2024
SOURCE: Self-reported by organization
Board chair

Lloyd Griscom

Scott Landry

Gina Oswald

Roger Lambert

John Rogers

Kathy Houston

Darryl Woods

Pete McKinley

Arthur Lage

Dana Bowman

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? No
  • 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? Yes
  • 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 5/8/2024

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

Leadership

No data

Race & ethnicity

No data

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 05/08/2024

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 employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • 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 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.