Hawthorne Valley Association Inc

Unconventional by Nature

aka Hawthorne Valley   |   Ghent, NY   |
GuideStar Charity Check

Hawthorne Valley Association Inc

EIN: 13-2722428


Hawthorne Valley’s mission is to renew soil, society and self by integrating agriculture, education and art. Our vision is to reconnect people, place, and purpose. Our mission and vision come to life through our work which includes: Integrative Learning: Fostering joy of learning through Waldorf-based, hands-on education. Biodynamic Agriculture: Cultivating and distributing high-quality Biodynamic food from field to fork. Compassionate Commerce: Conducting business in a way that prioritizes the welfare of the people, animals, and Earth at the heart of our work. Expressive Beauty: Nurturing artistic expression in our lives and work. Collaboration: Providing a laboratory of collaborative learning and research where we partner to address some of today’s most pressing concerns.

Ruling year info


Executive Director

Martin Ping


Lauren Wolff

Main address

327 County Route 21C

Ghent, NY 12075 USA

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Formerly known as

Rudolf Steiner Educational & Farming Association



Subject area info

Arts education

Elementary and secondary education



Population served info

Children and youth



Economically disadvantaged people


NTEE code info

Agricultural Programs (K20)

Arts Education/Schools (A25)

Elementary, Secondary Ed (B20)

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?

Hawthorne Valley Waldorf School

Hawthorne Valley Waldorf School nurtures the artistic, academic, physical, and moral development of the growing child through an age appropriate curriculum inspired by philosopher and educator Rudolf Steiner. We strive to create a healthy and balanced learning environment where children build living connections to the natural world while cultivating social responsibility, personal excellence, and the practical capacities to meet the challenges of the future.

Population(s) Served
Children and youth

Hawthorne Valley Farm is a 900-acre Biodynamic farm that includes a dairy herd, onsite dairy processing, CSA and market gardens serving four CSA groups and six Greenmarkets, organic bakery, and full-line organic grocery store.

Population(s) Served
Children and youth
At-risk youth

Hawthorne Valley's Place Based Learning Center offers farm-based, experiential learning programs to children.

Population(s) Served
Economically disadvantaged people

The Farmscape Ecology Program is a small research and outreach program dedicated to exploring the ongoing conversation between human culture and the rural, semi-agricultural landscape of Columbia County.

Population(s) Served

The Alkion Center for Adult Education offers foundation studies in Anthroposophy and Waldorf Teacher Training.

Population(s) Served

The Hawthorne Valley Center for Social Research studies new social and economic forms that foster social responsibility, environmental sustainability, and empathy.

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 multi-year grants received

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

Outcome - describing the effects on people or issues

Direction of Success


Context Notes

In 2023 we received 4 multi-year grants.

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.

On January 23, 2023, the Hawthorne Valley Association (HVA) Board of Trustees adopted a resolution formally committing the organization to the pursuit of “Net Positivity”. Our aspiration is to work towards a Net Positive future, which means we aim to provide a living model for our students and our community that gives more to the environment than it extracts. We have set an ambitious goal of raising $250,000 to help us implement transformative change via our three Net Positive goals:

Net Positive Education: This encompasses vital aspects such as Diversity, Equity, Inclusion, and Belonging (DEIB), as well as Climate and Eco-Literacy.
• DEIB training and workshops.
• Class trips that provide students with immersive, hands-on experiences encompassing DEIB learning goals.

Net Positive Employment: By supporting us, you help us provide living wages for our dedicated teachers, allowing them to focus on their calling with a sense of security and purpose.
• Teacher development to provide our dedicated faculty the ability to pursue personal and professional enrichment.

Net Positive Campus: Your generosity aids in the development of a campus that is not only safe and healthy but also sustainable. Through initiatives like zero-carbon buildings, we aim to reduce our ecological footprint and set an example for responsible stewardship.
• Installation of solar panels on our outdoor pavilion.

As an organization situated on 900 acres that include diverse ecosystem habitats and species taxa, a working biodynamic farm and dairy, a K-12 Waldorf school, a retail Farm Store and a Farmscape Ecology research center, Hawthorne Valley is uniquely positioned to engage a broad spectrum of staff, students and visitors in a place-based experience of Net Positive.

Net Positive Strategy & Opportunities

● As we are defining and collecting data to establish the Net Positive baseline, we are running a concurrent participatory design process with internal stakeholders to surface Net Positive ‘opportunities’ that can address identified baseline hot spots and key issues and/or leverage Hawthorne Valley assets in ways synergistic with the mission and vision. An overview of the design process, key activities/milestones, and artifacts can be shared with others to utilize and replicate.
● These opportunities range from close-in, ‘low hanging fruit’ actions such as creating a biodiversity trail on campus to aspirational and more complex activities such as partnering with ecosystem players to advance agrivoltaics research and possibilities. Close-in actions are defined as generally achievable with the current capacity of the organization, while aspirational ones will require additional time and funding resources, dedicated personnel to shepherd them, and partners, funders and/or investors.
● Key milestones to date have included ideation workshops around a Net Positive Farm Model, Net Positive Education (with a focus on high school level) and Net Positive Organization (with an emphasis on employment and org culture). The ideas arising from these workshops are currently going through a process of prioritization based on funding viability and executional feasibility.
● The prioritized opportunity concepts will be featured dynamically in relation to the baseline ‘tracker’ (still being evolved) on a website for informational and pedagogical value. We also hope that highlighting the efforts we hope to invest in as an organization and community will mobilize a larger ecosystem to move with us - and draw fundraising support and partner interest. Key quantitative goals and accomplishments will be represented in a central ‘dashboard’ that may be updated on an annual, biannual or quarterly basis, depending on their availability.

Under the current executive leadership, Hawthorne Valley has a solid track record of planning and executing on complex capital projects. In 2022, Hawthorne Valley constructed a 56’ X 90’ open air pavilion to cover an exis8ng basketball court, providing sheltered play space as well as a venue for assemblies, concerts, and events for HVA and the wider community. This pavilion is the site for planned solar panels.

In 2020 Hawthorne Valley erected four 2300 square foot green houses that served as classrooms for the school during the pandemic and that are now part of farm opera8ons. A fifth greenhouse was erected in 2022 specifically for the school to use as a middle school classroom and gathering space.

In 2018, with the support of a local foundation and in collaboration with other partners, Hawthorne Valley led an initiative to open Rolling Grocer 19, a mobile market and retail grocery store in Hudson to address issues of food access and food insecurity by using a tiered pricing system. In 2021, Hawthorne Valley turned this over to the community of Hudson while still providing services that include the purchasing of inventory through HVA’s established distribution channels.

In 2011, Hawthorne Valley built a 2,000 square foot practical arts building, HVA’s first net positive building on campus capable of generating more electricity than it uses. In addition to the projects listed, in the last 20 years Hawthorne Valley has built a 10,000 square foot Arts Wing on the school, an 8,400 square foot retail grocery store (with NYSERDA support), a 3,000 square foot duplex residence for farmers, a 3,840 square foot maintenance shop with1,520 square feet of heated shop space, a 14,000 square foot loafing barn, two hoop houses for animal husbandry (4,300 square feet) and hay storage (6,500 square feet), a 2,400 square foot manure handling facility, a new CSA washroom, as well as a host of renovations and capital improvements to existing buildings. In that same timeframe, HVA purchased an adjacent property and renovated the exis8ng house as a permanent home for HVA’s Farmscape Ecology Program. HVA also purchased a 104-acre farm and renovated the existing house and barn to
launch Place Corps, a Gap Year Program.

The first step toward our baseline was a participatory, stakeholder-led process to develop the org’s Net Positive framework. This process was inspired by the traditional ESG ‘materiality assessment’ typically conducted for a corporate organization, but it was adapted to the small organization in a way that allowed for more democratic ownership, transparency and values/philosophy/activities alignment. Through one-on-one and small group interviews with leadership of the major program areas, departments or functions, critical issues across categories spanning ecological, social and economic were qualitatively surfaced and synthesized as elements of a representative framework.

The next step was a reconciliation of this framework against relevant sustainability and impact standards - e.g. Net Positive Project, Nature Positive, B Corp, ILFI, GRI, UN SDGs, Demeter - to participate in the frontier of the ecological and impact conversation, identify missing elements or perspectives, and source potential definitions and metrics.

Finally, baseline definitions and goals were then co-developed with internal owners of issue areas in a subsequent round of one-on-one or small group meetings.

To date, HVA has raised over $800,000 for our Net Positive campaign and has received several grants for Net Positive Projects. We are in the running to receive a major grant from NY State Consolidated Funding which would enable us to use our Emergency Assistance to Nonpublic Schools Program (EANS funding) which covers installation costs for some of our Net Positive projects. We also received a grant from NE-DBIC to build a biofilter to recycle our creamery waste water and return it to the aquafer.

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 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 take steps to ensure people feel comfortable being honest with us, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time


Hawthorne Valley Association Inc
Fiscal year: Sep 01 - Aug 31

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990


Average of 0.38 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 1 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 21% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Hawthorne Valley Association Inc

Revenue & expenses

Fiscal Year: Sep 01 - Aug 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Hawthorne Valley Association Inc

Balance sheet

Fiscal Year: Sep 01 - Aug 31

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

Hawthorne Valley Association Inc

Financial trends analysis Glossary & formula definitions

Fiscal Year: Sep 01 - Aug 31

SOURCE: IRS Form 990 info

This snapshot of Hawthorne Valley Association Inc’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

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Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $46,616 $1,897,368 $431,625 $3,112,164 $271,681
As % of expenses 0.5% 16.9% 4.3% 33.1% 2.6%
Unrestricted surplus (deficit) after depreciation -$377,315 $1,445,308 -$43,710 $2,646,106 -$312,877
As % of expenses -3.6% 12.4% -0.4% 26.8% -2.9%
Revenue composition info
Total revenue (unrestricted & restricted) $10,818,829 $11,419,524 $10,914,219 $12,191,620 $11,215,361
Total revenue, % change over prior year 13.9% 5.6% -4.4% 11.7% -8.0%
Program services revenue 32.4% 31.1% 24.6% 22.4% 35.0%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.3% 0.2% 0.0% 0.0% 0.2%
Government grants 2.9% 3.9% 0.5% 11.6% 0.0%
All other grants and contributions 18.7% 17.9% 19.1% 17.5% 13.9%
Other revenue 45.7% 46.9% 55.8% 48.5% 50.9%
Expense composition info
Total expenses before depreciation $10,093,461 $11,207,456 $9,951,774 $9,411,829 $10,375,275
Total expenses, % change over prior year 8.5% 11.0% -11.2% -5.4% 10.2%
Personnel 73.4% 66.7% 71.2% 68.3% 69.7%
Professional fees 2.0% 1.9% 0.8% 0.7% 1.0%
Occupancy 2.5% 2.8% 2.6% 3.2% 3.6%
Interest 0.9% 0.8% 1.0% 0.5% 0.4%
Pass-through 0.0% 0.9% 0.3% 2.0% 0.0%
All other expenses 21.2% 26.9% 24.1% 25.2% 25.3%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $10,517,392 $11,659,516 $10,427,109 $9,877,887 $10,959,833
One month of savings $841,122 $933,955 $829,315 $784,319 $864,606
Debt principal payment $0 $28,706 $0 $1,803,904 $220,168
Fixed asset additions $519,717 $458,181 $0 $0 $1,119,580
Total full costs (estimated) $11,878,231 $13,080,358 $11,256,424 $12,466,110 $13,164,187

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 0.4 0.4 2.0 2.2 1.7
Months of cash and investments 0.9 2.7 3.2 4.2 3.4
Months of estimated liquid unrestricted net assets -1.4 -1.2 -0.4 1.1 -0.2
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $301,840 $356,042 $1,696,021 $1,693,418 $1,512,684
Investments $472,411 $2,136,038 $968,601 $1,628,188 $1,423,531
Receivables $627,143 $611,936 $701,602 $852,792 $640,510
Gross land, buildings, equipment (LBE) $15,872,961 $16,331,141 $16,654,457 $16,939,555 $16,489,842
Accumulated depreciation (as a % of LBE) 49.4% 50.8% 52.7% 54.2% 49.7%
Liabilities (as a % of assets) 49.2% 44.9% 46.1% 31.2% 31.0%
Unrestricted net assets $3,675,131 $5,120,439 $5,076,729 $7,722,835 $7,409,958
Temporarily restricted net assets $721,122 $720,965 N/A N/A N/A
Permanently restricted net assets $673,412 $673,412 N/A N/A N/A
Total restricted net assets $1,394,534 $1,394,377 $1,378,002 $987,687 $1,372,272
Total net assets $5,069,665 $6,514,816 $6,454,731 $8,710,522 $8,782,230

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No


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

Form 1023/1024 is not available for this organization

Executive Director

Martin Ping

Martin has been at Hawthorne Valley for more than 20 years. He taught practical arts in the High School, served as Director of Facilities for 14 years, and managed several multi-million dollar construction projects. For the past eight years as Executive Director, Martin has balanced his time developing the synergies amongst the Association’s diverse enterprises and the 150 co-workers who carry those initiatives while cultivating collaborative relationships between Hawthorne Valley and other organizations in the Upper Hudson Valley/Berkshire region as well as like-minded initiatives nationally and globally. He is co-founder and storyteller for The Magical Puppet Tree Theater, a founding member of the Slow Money Alliance, and has served on the boards of several not-for-profit organizations. Currently, Martin sits on the Advisory Board for Ethical Markets.


Lauren Wolff

Lauren received a BA in Environment and Society at Hofstra University and a Masters in Project Management from the School of Business and Public Management at George Washington University. Lauren’s professional career has been closely tied to many area anthroposophical organizations. She worked at Camphill Association of North America as the Director of Camphill Coworker Development Office and as Director of Camphill AmeriCorps Program. For several years, she was an independent consultant, working with organizations including Mountain Laurel Waldorf School, Waldorf Education Foundation, and Plowshare Farm. Lauren has also been a long-time Hawthorne Valley community member. She first was introduced to Hawthorne Valley in 1991 as a Summer Camp Counselor, and was immediately drawn to our work and over the years has remained involved both as a consultant, staff member, and CSA member.

Number of employees

Source: IRS Form 990

Hawthorne Valley Association Inc

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

Hawthorne Valley Association Inc

Board of directors
as of 11/01/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board co-chair

Alfa Demmellash

Rising Tide Capital

Term: 2022 - 2028

Board co-chair

Matt Stinchcomb

Partners for Climate Action Hudson Valley

Term: 2022 - 2028

Danielle Do

Synchrony Financial

Alex Sierck

Civil Rights Lawyer

Kim Bucci

Rivertown Lodge

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 ? 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? Yes

Organizational demographics

SOURCE: Self-reported; last updated 10/31/2023

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


The organization's leader identifies as:

Race & ethnicity
Gender identity
Male, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight
Disability status
Person without a disability

The organization's co-leader identifies as:

Race & ethnicity
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight
Disability status
Person without a disability

Race & ethnicity

No data

Gender identity

No data


No data

Sexual orientation

No data


No data

Equity strategies

Last updated: 10/31/2023

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

  • 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 seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • 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.


Fiscal year ending
There are no fundraisers recorded for this organization.