Stowe Land Trust

aka Friends of Stowe Conservation, Inc. d/b/a Stowe Land Trust   |   Stowe, VT   |  www.stowelandtrust.org

Mission

Stowe Land Trust is dedicated to the conservation of scenic, recreational, and productive farm and forest lands for the benefit of the greater Stowe community.

Notes from the nonprofit

Core Values Community: We inspire and bring people together to explore, learn about, and care for the land that makes and supports our place. We work to ensure that everyone is able to access and enjoy the beauty and health of Stowe's natural environment. We strive to include all members of the Stowe area community our work. Sustainability: We are a leader in promoting the protection and wise use of the Stowe community's forest, farm, recreation, scenic and other natural resource for the benefit and enjoyment of future generations. Partnership: We cooperate and collaborate with other organizations and individuals to accomplish shared goals. We believe that we can accomplish more working together than alone. Our network is broad and diverse. Legacy: We do our conservation work for the next generation. Our vision is long-term, and we commit to care for conserved lands now and forever. Integrity: We are respectful, transparent, and trustworthy in all our interactions and transactions.

Ruling year info

1988

Executive Director

Ms. Kristen Sharpless

Main address

PO Box 284

Stowe, VT 05672 USA

Show more contact info

EIN

03-0307155

NTEE code info

Natural Resource Conservation and Protection (C30)

Forest Conservation (C36)

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

SOURCE: Self-reported by organization

Stowe Land Trust is dedicated to the conservation of scenic, recreational, and productive farm and forest lands for the benefit of the greater Stowe community.

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?

Stewardship

Our goal is to ensure that the conservation measures we put in place today are upheld in perpetuity.  Within our stewardship program, we visit each conserved property at least annually, maintain land-related records, and track ownership changes.  Once a property is conserved, we offer support to landowners to help keep their properties a vital part of our culture and economy for generations.

Population(s) Served
Adults

We work to protect our community's unique natural heritage.  We work in partnership with willing landowners to achieve their conservation goals by offering a variety of conservation options that permanently protect land from development.

Population(s) Served
Adults

Working to engage the greater Stowe community in conservation and stewardship. We strive to engage and educate the next generation of conservationists.

Population(s) Served
Adults

Where we work

Accreditations

Land Trust Alliance 2010

Affiliations & memberships

Land Trust Alliance 2016

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 acres of land protected

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults

Related Program

Conservation

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

As of 2019, Stowe Land Trust has protected 4,300 acres of productive farm and forestland since 1987.

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.

To guide our work and respond to the challenges before us, our Strategic Plan articulates five specific goals:
1. LAND PROTECTION: The essential character and function of the Stowe landscape is conserved through proactive and responsive land protection.
2. STEWARDSHIP: SLT conserved and owned properties are sustainably managed to protect and enhance their conservation values. SLT properties are “gateways” to the organization, and encourage use and enjoyment by the community.
3. FUNDRAISING: SLT has sufficient funds to meet its land protection goals, fulfill its perpetual stewardship obligations, and support annual operations.
4. SOLID ORGANIZATION: Effective people and systems throughout the organization provide direction, resources, and follow-through to implement SLT’s mission. A culture of appreciation and inclusion throughout SLT is evident.
5. COMMUNITY ENGAGEMENT: SLT is an essential community institution with an educated, diverse and active base of support that participates in land conservation practices throughout Stowe.

GOAL 1. LAND PROTECTION: The essential character and function of the Stowe landscape is conserved through proactive and responsive land protection.
Strategies
a. Protect the most important lands identified in our strategic conservation plan.
b. Respond to land protection opportunities that meet the criteria for permanent conservation.
c. Maintain and expand partnerships that support permanent land protection.

GOAL 2. STEWARDSHIP: SLT protected and owned properties are sustainably managed to maintain and enhance their conservation values. SLT properties are “gateways” to the organization, and encourage use and enjoyment by the community.
Strategies
a. Protect the land trust’s legal conservation interests.
b. Maintain, and as appropriate, restore and enhance conservation values on fee owned and conserved land.
c. Develop strong partnerships with easement co-holders and land managers.
d. Maintain a stewardship program that is sustainable, efficient, effective and accountable.



GOAL 3. FUNDRAISING: SLT has sufficient funds to meet its land protection goals, fulfill its perpetual stewardship obligations and support annual operations.
Strategies
a. Increase the total amount and overall stability of revenues as necessary in order to meet program goals. Adapt as necessary to maintain financial stability.
b. Hold fundraising events that effectively use resources to meet budget goals.
c. Ensure the long-term financial security of the stewardship program.

GOAL 4. SOLID ORGANIZATION: Effective people and systems throughout the organization provide direction, resources, and follow-through to implement SLT’s mission. A culture of appreciation and inclusion throughout SLT is evident.
Strategies
a. Maintain an active and engaged Board of Directors.
b. Maintain strong organizational and financial systems and management tools.
c. Ensure SLT’s staff is highly skilled, productive, satisfied and has the capacity to meet the needs of the organization.
d. Guide organization with effective planning.

GOAL 5. COMMUNITY ENGAGEMENT: SLT is an essential community institution with an educated, diverse and active base of support that participates in land conservation practices throughout Stowe.
Strategies
a. Increase public awareness of the organization, our mission and its importance.
b. Inspire people to actively conserve, restore, care for and enjoy the land.
c. Represent the organization on important land and conservation issues.
d. Develop and cultivate the next generation of conservationists. Position SLT as the go-to local resource for conservation activities and education.
e. Develop and cultivate a base of support that is racially, economically, and culturally diverse. Foster a culture of diversity, equity, and inclusion within SLT
f. Evaluate the community’s understanding of and engagement with SLT and our mission

Stowe Land Trust has a staff of three, and an engaged Board of Directors with 20 members. The Board has several committees including Finance, Fundraising, Governance, Executive, Stewardship and Lands. The land trust also has dedicated volunteer land stewards (~12) that help us with stewardship tasks, and other active volunteers that help with trail work and invasive species management. SLT has more than 600 members that provide consistent financial support. SLT also engages with a range of partners including the State of Vermont, Town of Stowe, Vermont Land Trust, Intervale Center, Town of Waterbury, Town of Morrisville, and others.

We have made much progress in the land protection program area, having completed more than 34 projects on more than 4,300 acres. However, there is still much to be done. We seek to protect at least 30 more priority properties over the next 30 years.

We also seek to bolster our Stewardship Endowment funds, which will greatly aid us in our promise to steward our land and easements in perpetuity. We have already secured nearly $1.4 M in Stewardship-specific funds, and seek to bolster this figure to approximately $2.5 M over the next several years.

Financials

Stowe Land Trust
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Operations

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

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
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  • Compare nonprofit financials to similar organizations

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Stowe Land Trust

Board of directors
as of 12/16/2021
SOURCE: Self-reported by organization
Board chair

David Wilkens

no affiliation

Term: 2020 - 2022

Catherine Drake

David Wilkens

Ryan Percy

Darsey Moon

Doren Dolan

Jason Slocum

Clifford Borden

Meg Kauffman

Sam Gaines

Amy Stewart

Anna Black

Kerry Sedutto

Beth Bradford

Amy Farley

Frank Foti

Jesse Goldfine

Jess Laporte

Walt Looney

Thomas Sweet

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 12/16/2021

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

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

We do not display disability information for organizations with fewer than 15 staff.

Equity strategies

Last updated: 12/16/2021

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

Policies and processes
  • 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 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.