GEORGES RIVER LAND TRUST

Discover the river, care for the land.

Rockland, ME   |  www.georgesriver.org

Mission

To conserve the ecosystems and traditional heritage of the Georges River watershed region through permanent land protection, stewardship, education, and outdoor experiences.

Ruling year info

1987

Executive Director

Meg Rasmussen

Main address

8 N Main St Suite 200

Rockland, ME 04841 USA

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EIN

01-0424837

NTEE code info

Land Resources Conservation (C34)

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 Protection

We work with landowners to conserve their property through conservation easement or fee title transfer. Land protection is typically accomplished through gifts from the landowners, but occasionally GRLT will purchase land or easements.

Population(s) Served
Adults

Caring for the lands we conserve. We monitor each conservation easement annually and work with the landowners to address any concerns. We manage our 15 preserves for public access and habitat protection.

Population(s) Served
Adults

We create and steward a watershed-wide trail system known as the Georges Highland Path. With the completion of 3 new trail segments, it now has more than 45 miles of trails on privately owned property secured through handshake agreements.

Population(s) Served
Adults

Where we work

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

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.

The following goals are contained in the Georges River Land Trust's Strategic Priorities for 2013-18. Organizational Sustainability: GRLT will invest time and energy in envisioning the long-term future for the organization, focusing on a realistic picture of the ultimate size and scope of the organization. Fundraising: GRLT will raise funds to support all aspects of operations including land protection, stewardship, trails, outreach, administration, and development. Governance and Organizational Effectiveness: The GRLT Board and committees will be fully constituted with talented, resourceful and committed participants representing the broad array of communities and interests within the GRLT region. Land Protection: GRLT will prioritize how the organization actively protects land to reflect the focus on the future priorities (water quality and public access) and will identify new ways to conduct conservation to address the health of the entire ecosystem and engage people more deeply in the value of conservation. Stewardship & Trails: GRLT will continue to meet its stewardship responsibilities for all existing and new conservation properties. We will also strengthen our commitment to the importance of public access to the natural resources in our service region by improving our existing access points, creating new outdoor opportunities, and fortifying our organizational ability to meet these needs on an annual basis.

The following strategies are intended to implement the goals contained in the Georges River Land Trust's Strategic Priorities for 2013-18. Organizational Sustainability: Define and quantify the “ultimate vision"; Determine the “carrying capacity" of the organization; Craft a strategic restructuring plan to meet the vision and carrying capacity.; Investigate merging with a neighboring land trust. Fundraising: Further develop and implement processes to move members up to higher levels of participation and donation; Provide regular and systematic training for both Board and staff regarding the identification, cultivation, and solicitation of donors; Coordinate all fundraising efforts through the Development Committee to improve communication, support, follow up, and effectiveness; Create a property reserve campaign to raise $120,000 by 2019; Recruit new volunteers for both fundraising committees; New focus on activities/events directed at engaging families, kids, and young adults; To improve the appeal processes, evaluate past strategies, document process, identify key results areas, and adjust based on results; Use GRLT preserves to generate income. Governance/Organizational Effectiveness: Identify and implement additional steps to build the Board to effective capacity (15 members); Build Board leadership capacity and implement the adopted Succession Plan; Identify and implement additional steps to build Committee membership to effective capacity; Identify and recruit volunteers to advance and coordinate the strategic priorities of water quality and public access; Strengthen our connection with young adults. Land Protection: Expand ecosystem-based conservation efforts in our watershed; Target final projects to complete Bridging Two Rivers Focus Area; Explore community-driven land acquisition projects to engage towns and new partners in conservation; Employ non-traditional methods for streamside conservation; Expand land acquisition conservation projects to focus on water quality protection and restoration; Expand land acquisition conservation projects to focus on public access; Develop new ways to promote importance of water quality and water conservation; Become a focal point regarding “river events" for the community; Expand community awareness of regional conservation values. Stewardship/Trails: Create a fundraising sub-committee of the Stewardship & Trails Committee; Expand recruitment efforts and coordination of Trail Adopters; Increase communication with conservation easement landowners; Assess existing preserves and trail segments to determine how well they provide “outstanding" access; Explore the full range of uses for our conservation properties; Increase use of our trails by local residents and visitors;Proactively engage local business and community groups to assist with special projects; Create a “river trail" to draw attention to the river and its place in our lives (recreation, industry, history).

The Georges River Land Trust recently celebrated its 27th anniversary and is more successful than ever. We have expanded our presence in the watershed, attracted more and younger members, and succeeded in bringing consistent financial stability to the organization. We have a strong, committed Board of 12 and a dedicated, talented staff of 5 who no longer have to make financial sacrifices to keep our goals in place and our organization financially sound. We worked together to find innovative, workable, sustainable solutions to the financial struggles we faced as a result of the recession in 2008, which forced us to ask some challenging questions about who we are, how we operate, and what we want to become. We have figured out how to make the best use of our resources in order to fulfill our mission. Our new mission statement, expanded in 2011 to include protecting the “ecosystems and traditional heritage" of the river and the watershed region, has been well received. The two priorities of water quality and public access, selected as part of our “focus on the future" effort, have helped us funnel our resources and make a meaningful difference in both areas. We continue to be a leader in conservation in our watershed and our region. GRLT has invested time and energy envisioning the long-term future of the organization, focusing on a realistic picture of its ultimate size and scope. The GRLT Board and committees looked to the future and identified creative yet realistic strategies to maintain and build upon our organizational success over the long term.

We achieved accreditation through the Land Trust Alliance in 2014, a major accomplishment! We have made significant progress to meet our Strategic Priorities over the last year. The Board held a retreat to cement its actions to move the organization beyond its traditional mantle to a new and expanded vision of serving our communities. In service to the communities, the Board launched a new effort to connect with people through our properties, trails, and programs in ways that support the health and well being of our communities. We sought and formed new and innovative partnerships with communities, other Land Trusts, foundations, universities, and other nonprofit organizations. Through these partnerships we have launched town-led land protection projects, staff sharing, an artist in residence program, a conserved sculpture park, and a science corner on our website for recent water quality monitoring information. The Board approved a first-ever officer succession plan. We have improved our marketing through films, presence in new venues, and new free shoreline homeowner educational materials. We found new business partners in the community to sponsor events, and opened another 4 miles of new trails in partnership with towns. With all this accomplishment, there is yet much to be done. Fundraising has been successful with more donor centric messaging, and we've made good progress toward our stewardship reserve fund but still have a long way to go. The Board is stable at 12, but recruitment of skilled members has been improving. We've learned that the key to our success is to translate our actions into how they affect people's lives in our watershed. If we provide a service that directly affects what you do and why you live here, we will encourage your commitment and financial support for the long run.

Financials

GEORGES RIVER LAND TRUST
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Operations

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

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GEORGES RIVER LAND TRUST

Board of directors
as of 2/18/2021
SOURCE: Self-reported by organization
Board chair

Alvin Chase

No Affiliation

Jeanne Klainer

Bruce Sigsbee

David Williams

David Theriault

Alvin Chase

Lucy Abisalih

Nicole Gogan

Steve Hirshberg

Gail Presley

Debbie Rogers

Scott Sullivan

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 ? Yes
  • 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? Yes

Organizational demographics

SOURCE: Self-reported; last updated 2/18/2021,

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

No data

Race & ethnicity

No data

Gender identity

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Sexual orientation

No data

Disability

No data