Freeland Foundation
A World Free of Wildlife Trafficking and Human Slavery.
Freeland Foundation
EIN: 98-0581318
as of September 2023
as of September 18, 2023
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Surviving Together
The Surviving Together program works closely with protected area managers, rangers, and surrounding communities to address the root causes of environmental degradation, and strengthen conservation protection. Surviving Together is designed to meet local needs, and invests in existing and emerging leaders in protected areas and communities to ensure better support of sustainable protection systems that can be refined, tailored and replicated.
PROTECT
A comprehensive training package which can be tailored to the specific needs of rangers and protected areas managers. PROTECT is designed to dramatically improve the security of remaining forest reserves through enhanced patrolling and law enforcement training courses.
DETECT
For wildlife crime investigators, DETECT is a comprehensive guide to securing crime scenes before collecting and analyzing evidence. The program mixes the theoretical and the practical with on-the-job training, forensics, and intelligence sharing.
CTOC
Counter Transnational Organized Crime training includes a suite of targeted training materials designed to help governments and organizations around the world identify and dismantle cross border criminal supply chains.
Where we work
External reviews

Our results
How does this organization measure their results? It's a hard question but an important one.
Number of people trained
This metric is no longer tracked.Totals By Year
Related Program
PROTECT
Type of Metric
Context - describing the issue we work on
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planHow we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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
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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
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
2.07
Months of cash in 2021 info
2.2
Fringe rate in 2021 info
3%
Funding sources info
Assets & liabilities info
Financial data
Freeland Foundation
Balance sheetFiscal Year: Jan 01 - Dec 31
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: Jan 01 - Dec 31
This snapshot of Freeland Foundation’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 | 2017 | 2018 | 2019 | 2020 | 2021 |
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Unrestricted surplus (deficit) before depreciation | -$18,484 | -$65,259 | -$25,986 | $317,074 | $135,805 |
As % of expenses | -0.7% | -3.1% | -1.9% | 28.3% | 9.1% |
Unrestricted surplus (deficit) after depreciation | -$92,423 | -$108,114 | -$46,544 | $228,868 | $125,189 |
As % of expenses | -3.3% | -5.0% | -3.3% | 19.0% | 8.3% |
Revenue composition info | |||||
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Total revenue (unrestricted & restricted) | $2,706,591 | $2,054,413 | $1,343,886 | $1,435,789 | $1,607,248 |
Total revenue, % change over prior year | -10.8% | -24.1% | -34.6% | 6.8% | 11.9% |
Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.1% | 0.0% | 0.0% | 0.0% | 0.0% |
Government grants | 93.6% | 87.5% | 98.0% | 75.9% | 74.3% |
All other grants and contributions | 6.4% | 12.4% | 2.0% | 24.0% | 25.7% |
Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Expense composition info | |||||
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Total expenses before depreciation | $2,725,075 | $2,119,672 | $1,369,872 | $1,118,715 | $1,493,873 |
Total expenses, % change over prior year | -3440.5% | -22.2% | -35.4% | -18.3% | 33.5% |
Personnel | 53.6% | 55.1% | 52.7% | 53.2% | 30.8% |
Professional fees | 2.2% | 2.6% | 6.1% | 18.5% | 17.1% |
Occupancy | 0.9% | 1.4% | 2.6% | 1.7% | 0.5% |
Interest | 0.1% | 0.2% | 0.1% | 0.1% | 0.0% |
Pass-through | 25.8% | 20.7% | 8.3% | 16.0% | 37.9% |
All other expenses | 17.3% | 20.0% | 30.2% | 10.5% | 13.7% |
Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
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Total expenses (after depreciation) | $2,799,014 | $2,162,527 | $1,390,430 | $1,206,921 | $1,504,489 |
One month of savings | $227,090 | $176,639 | $114,156 | $93,226 | $124,489 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $102,339 | $0 |
Total full costs (estimated) | $3,026,104 | $2,339,166 | $1,504,586 | $1,402,486 | $1,628,978 |
Capital structure indicators
Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
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Months of cash | 0.9 | 0.7 | 1.7 | 2.6 | 2.2 |
Months of cash and investments | 0.9 | 0.7 | 1.7 | 2.6 | 2.2 |
Months of estimated liquid unrestricted net assets | -0.1 | -0.7 | -1.1 | 1.0 | 1.8 |
Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
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Cash | $202,233 | $118,262 | $197,039 | $244,426 | $271,320 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $0 | $0 | $0 | $4,831 | $110,589 |
Gross land, buildings, equipment (LBE) | $564,136 | $506,532 | $425,167 | $527,506 | $396,965 |
Accumulated depreciation (as a % of LBE) | 88.2% | 91.5% | 99.6% | 97.0% | 96.9% |
Liabilities (as a % of assets) | 87.8% | 139.2% | 154.8% | 61.3% | 43.9% |
Unrestricted net assets | $0 | $0 | $0 | $0 | $0 |
Temporarily restricted net assets | $0 | $0 | N/A | N/A | N/A |
Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
Total net assets | $35,682 | -$72,432 | -$118,976 | $109,892 | $235,081 |
Key data checks
Key data checks info | 2017 | 2018 | 2019 | 2020 | 2021 |
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Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Founder
Steve Galster
Steve has helped develop five organizations, including Global Survival Network (USA), Phoenix (Russia), WildAid, ASEAN-WEN, and Freeland. Steve has served as a Chief of several USAID-sponsored programs between 2005-2012 and now works closely with the ASEAN Secretariat, NGOs, Police, Customs, and environmental agencies of 14 Asian countries to develop multi-agency task forces and public awareness initiatives that address transnational organized crime. His background covers investigative research, media campaigning, and program development relating to counter-human and wildlife trafficking programs in the former Soviet Union, USA, China, Afghanistan, Africa and Southeast Asia.
Number of employees
Source: IRS Form 990
Freeland Foundation
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Freeland Foundation
Board of directorsas of 09/14/2023
Board of directors data
Steve Galster
Freeland Foundation
Term: 2002 -
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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