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Stowe Land Trust

Conserving the land and waters we love to enhance quality of life for all connected to the Stowe area.

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

Stowe Land Trust

EIN: 03-0307155


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

Vision Protecting the health and vitality of our lands and waters is essential to our well-being, our economy, and our future. Stowe Land Trust envisions a community in which everyone can access, connect with, and enjoy the benefits of conserved land. We will work to make our natural resources resilient to changes in use and climate and will strive to ensure the lands that make this place special are protected and enjoyed for generations to come.

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

Subject area info

Natural resources

Land resources

Forest preservation

Population served info

Children and youth

Adults

NTEE code info

Natural Resource Conservation and Protection (C30)

Forest Conservation (C36)

Land Resources Conservation (C34)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

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

Tax forms

Communication

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

Affiliations & memberships

Land Trust Alliance 2023

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.

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 demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    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 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 aim to collect feedback from as many people we serve as possible, 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

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback

Financials

Stowe Land Trust
Fiscal year: Oct 01 - Sep 30
Financial documents
2022 Stowe Land Trust Audited Financial Statements
done  Yes, financials were audited by an independent accountant. info

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
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

43.82

Average of 50.74 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

2.4

Average of 9.1 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

15%

Average of 13% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Stowe Land Trust

Revenue & expenses

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Stowe Land Trust

Balance sheet

Fiscal Year: Oct 01 - Sep 30

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

Stowe Land Trust

Financial trends analysis Glossary & formula definitions

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990 info

This snapshot of Stowe Land Trust’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.

Created in partnership with

Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $101,187 $234,354 $121,423 $368,880 -$100,071
As % of expenses 30.2% 3.9% 18.3% 110.7% -6.2%
Unrestricted surplus (deficit) after depreciation $96,786 $229,838 $116,832 $364,064 -$104,802
As % of expenses 28.5% 3.8% 17.5% 107.7% -6.5%
Revenue composition info
Total revenue (unrestricted & restricted) $669,757 $6,885,594 $526,147 $1,208,519 $1,374,107
Total revenue, % change over prior year 19.7% 928.1% -92.4% 129.7% 13.7%
Program services revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Membership dues 33.0% 3.6% 49.4% 27.1% 24.1%
Investment income 6.7% 1.9% 13.2% 4.4% 4.7%
Government grants 0.9% 0.1% 1.1% 0.5% 0.4%
All other grants and contributions 58.5% 94.2% 30.9% 61.1% 68.6%
Other revenue 1.0% 0.2% 5.3% 6.9% 2.1%
Expense composition info
Total expenses before depreciation $335,502 $5,968,353 $662,754 $333,336 $1,613,301
Total expenses, % change over prior year 3.9% 1678.9% -88.9% -49.7% 384.0%
Personnel 50.7% 3.2% 27.7% 62.7% 16.6%
Professional fees 7.2% 0.4% 4.0% 6.2% 3.0%
Occupancy 6.5% 0.4% 3.7% 6.8% 1.6%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 35.6% 96.1% 64.7% 24.3% 78.8%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $339,903 $5,972,869 $667,345 $338,152 $1,618,032
One month of savings $27,959 $497,363 $55,230 $27,778 $134,442
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $0 $0 $0 $9,926
Total full costs (estimated) $367,862 $6,470,232 $722,575 $365,930 $1,762,400

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 16.5 2.7 12.1 37.3 2.4
Months of cash and investments 51.0 4.8 40.5 111.9 18.8
Months of estimated liquid unrestricted net assets -47.3 -2.2 -17.6 -21.7 -5.3
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $460,224 $1,322,470 $669,388 $1,036,914 $318,525
Investments $966,490 $1,056,243 $1,568,507 $2,072,030 $2,205,120
Receivables $26,000 $12,500 $21,000 $70,000 $35,000
Gross land, buildings, equipment (LBE) $2,237,859 $2,237,859 $2,242,359 $2,242,359 $2,252,285
Accumulated depreciation (as a % of LBE) 0.6% 0.8% 1.0% 1.2% 1.4%
Liabilities (as a % of assets) 0.7% 0.7% 1.3% 0.8% 1.2%
Unrestricted net assets $901,902 $1,131,740 $1,248,572 $1,612,636 $1,507,834
Temporarily restricted net assets $587,302 $1,283,660 N/A N/A N/A
Permanently restricted net assets $2,171,540 $2,171,540 N/A N/A N/A
Total restricted net assets $2,758,842 $3,455,200 $3,179,529 $3,745,493 $3,222,396
Total net assets $3,660,744 $4,586,940 $4,428,101 $5,358,129 $4,730,230

Key data checks

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

Operations

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

Documents
Form 1023/1024 is not available for this organization

Executive Director

Ms. Kristen Sharpless

A Vermont ecologist with experience in the conservation, education and nonprofit sectors, Kristen came to SLT from Audubon Vermont where she worked as part of a team to implement strategic regional conservation programs through the Forest Bird Initiative, including the Foresters for the Birds Project - an innovative and nationally-recognized conservation partnership. A graduate of the University of Vermont’s Field Naturalist Program, Kristen has a deep appreciation for Vermont’s natural history, its communities, and the state’s working landscape. She has worked as a consulting ecologist and volunteer specializing in assisting municipalities with community-based town forest planning, as well as an educator engaging people of all ages in conservation education programs and projects. Kristen lives in Stowe with her family and is likely to be seen walking to work, digging in her garden, buying dark chocolate at Laughing Moon, or enjoying après ski with friends.

Number of employees

Source: IRS Form 990

Stowe Land Trust

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
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.

Stowe Land Trust

Board of directors
as of 10/17/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Amy Stewart

no affiliation

Term: 2023 - 2025

Catherine Drake

David Wilkens

Ryan Percy

Jason Slocum

Amy Stewart

Anna Black

Kerry Sedutto

Beth Bradford

Amy Farley

Frank Foti

Marc Felgar

Sarah Kalil

Michy Lemay

Roger Murphy

Jason McLean

Brooke Mitchell

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 10/17/2023

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

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

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.