Western Landowners Alliance
EIN: 46-1346488
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Working lands in the West supply food, fiber, energy, and recreational opportunities. They also are the cornerstones human communities and of our ecosystems, providing livelihoods, critical wildlife habitat and water resources. Yet these lands are disappearing to development and as they do, pressure from competing demands is increasing on those that remain. In addition, because private lands occupy the most biologically rich and agriculturally productive portions of the landscape, the fate of these lands along with the wildlife, natural resources and communities they support rests in large part on the actions of private landowners. In order to conserve these lands and natural resources and to manage them well, landowners need knowledge, financial means and supportive public policy.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Communications
Western Landowners Alliance provides a direct voice for landowners on policy matters, shares information among peers across our West-wide network, and communicates about working land stewardship.
Stewardship
Working lands have the richest biodiversity, per acre, found across the Western landscape, and are typically where the majority of fresh water is found. Working lands are also equally critical for sustaining prosperous rural businesses and long-term economic vitality.
The stewardship of these landscapes is both a privilege and a tremendous responsibility. Western Landowners Alliance was founded by landowners to share knowledge with one another, to make science more accessible and relevant, and to provide the resources and information needed to make sound management decisions.
Policy
Public policy shapes almost everything about the ownership and management of our working landscapes. From local land-use codes to state wildlife management to federal environmental regulations and farm subsidies to international trade agreements, policy decisions ultimately define our options and our future. As primary stakeholders with deep personal and financial investments in the land, we founded Western Landowners Alliance to ensure that landowners have a direct voice in the policy matters that impact us. We work to ensure that public policies support sustainable stewardship and conservation of the lands and the natural resources in our care.
Where we work
External reviews

Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of media articles reflecting preferred issue framing
This metric is no longer tracked.Totals By Year
Related Program
Communications
Type of Metric
Input - describing resources we use
Direction of Success
Holding steady
Context Notes
This is the number of media hits WLA received whether as a live interview, an op-ed, press release or mention by another organization.
Number of community events or trainings held and attendance
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
Stewardship
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Women in Ranching Virtual Confluence; Fire & Drought Preparedness webinar; Aspen Restoration & Care Webinars (2); 24 Working Wild Challenge Practitioner's Calls; 52 Women in Ranching check ins, etc..
Number of policy guidelines or proposals developed
This metric is no longer tracked.Totals By Year
Related Program
Policy
Type of Metric
Context - describing the issue we work on
Direction of Success
Increasing
Context Notes
America's Conservation Act; Federal Lands Transition Facilitation Act; Coalition Appropriations letter to Congress; TRCP Farm Bill Letter re: CRP program; NSAC letter to USDA on Direct Farmer Aid, etc
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
WLA's long-range goals include:
• An organized landowner community to inform and promote good policy and stewardship;
• Policies and economic conditions that support the conservation and sound management of land, water and wildlife on working lands in the North American West;
• Working lands that are resilient to stressors, healthy and biologically diverse, and provide for prosperous rural business and critical ecological services.
In addition, collaboration is essential to the successful management of the West's multiple-use, multi-jurisdictional landscapes. WLA is working to foster collaboration and increase mutual understanding among stakeholders.
What are the organization's key strategies for making this happen?
WLA's theory of change rests on three premises: 1) The fate of the West's lands, wildlife, natural resources and communities rests in large part on the decisions, actions and influence of private landowners; 2) sound stewardship requires knowledge, financial resources and supportive public policy; and 3) collaboration is essential to managing the West's multiple-use, working landscapes.
To support landowners working to keep their land whole and healthy, WLA provides a direct voice for landowners on policy and economic matters, shares knowledge and information among peers across our West-wide network, and works to improve public dialogue and mutual understanding among stakeholders.
What are the organization's capabilities for doing this?
WLA was founded and is led by conservation-minded landowners and managers representing more than 14 million acres of deeded and leased public land under management. WLA members are politically, socially and economically diverse and yet share a land ethic and the lived experience of owning and managing land in the West. This enables WLA members to bring informed and nuanced insights to both policy and management. With members in 10 Western states, WLA is well positioned to advocate at the regional and national levels and to share knowledge across a broad network of landowners and partners.
WLA's 14-member board is comprised of landowners and managers representing a diversity of land ownership and management interests, ranging from working cattle ranches and guest ranch operations to conservation properties.
WLA's staff and advisory committee bring a wide range of expertise to the organization, from land and natural resource management to policy, finance and communications.
What have they accomplished so far and what's next?
WLA was founded in 2011 and since that time has grown into a West-wide organization representing more than 14 million acres under management.
WLA has hosted dozens of field tours and forums in multiple states to help landowners exchange knowledge and information with one another. In 2017 alone, more than 400 people participated in WLA-hosted events and webinars. WLA also led a multi-year research project to identify the outcomes of various rangeland management strategies, culminating with publication of the findings in a peer-reviewed journal. WLA has also presented at numerous conferences around the West on topics ranging from policy to land and natural resource management.
In partnership with the Montana State University's Graduate School of Film and Photography, WLA has produced seven films featuring exemplary land stewardship. One of these films won the 2017 "Student Film of the Year" award from the Wildlife Conservation Film Festival. WLA articles, op-eds and mentions have appeared in numerous local, regional and national media outlets. WLA has also produced various landowner guides and publications.
WLA helped Colorado adopt operator guidelines for oil and gas development that improved protection for certain water resources, and initiated a successful agreement in New Mexico that enables public and private land managers to collaborate on prescribed fire across boundaries. WLA helped initiate and lead a coalition in developing a joint statement of western values that received 134 signatures from diverse organizations and landowners. WLA worked closely with initiatives of the Western Governors Association (WGA) on endangered species, and forest and rangeland health, including participation in WGA-hosted panels and webinars. WLA developed a federal policy platform and has worked closely with partners and coalitions in advocating for the Farm Bill conservation title and federal appropriations supporting agriculture, conservation and collaborative partnerships. WLA recommendations are reflected in a number of policy positions and recommendations by various organizations.
Among our priorities, WLA is working to find ways to improve the economics of family farms and ranches so that they can remain intact and available to meet the needs of both people and wildlife. A WLA-hosted conference on this topic is scheduled in the fall of 2018. In addition, WLA is collaborating with landowners, agencies and NGO's in the northern Rockies to reduce conflicts with wildlife, and in the Southwest to advance regenerative agriculture and conservation stewardship.
WLA has two more films currently in production and plans to produce three publications on working lands economics, wildlife management and water resource management in 2018.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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Who are the people you serve with your mission?
WLA works on behalf of landowners and practitioners throughout the West.
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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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What significant change resulted from feedback?
We heard from landowners in Oregon about the need to explore strategies for non-lethal conflict reduction between livestock and wolves. In surveying livestock producers and wildlife agencies more broadly, the response was overwhelming, with producers eager for WLA support. Through the process of soliciting perspectives, we became aware of the need in Oregon to address conflict reduction, which was previously thought to be minimal compared to other states. In response, we have expanded programming, and allocated new staff and resources. We now work with eight partners on a conflict reduction pilot project and have been invited to work more closely with state agencies on wildlife management issues in the state.
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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 take steps to ensure people feel comfortable being honest with us, 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 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 2020 info
31.27
Months of cash in 2020 info
5
Fringe rate in 2020 info
18%
Funding sources info
Assets & liabilities info
Western Landowners Alliance
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
Western Landowners Alliance
Balance sheetFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
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
SOURCE: IRS Form 990
This snapshot of Western Landowners Alliance’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 | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$16,338 | $88,711 | -$116,947 | $263,558 | $147,682 |
As % of expenses | -2.4% | 10.9% | -12.1% | 24.4% | 12.1% |
Unrestricted surplus (deficit) after depreciation | -$16,338 | $88,711 | -$116,947 | $263,558 | $147,682 |
As % of expenses | -2.4% | 10.9% | -12.1% | 24.4% | 12.1% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $598,686 | $943,190 | $1,163,146 | $1,024,219 | $1,360,935 |
Total revenue, % change over prior year | -16.0% | 57.5% | 23.3% | -11.9% | 32.9% |
Program services revenue | 0.8% | 0.1% | 3.1% | 2.1% | 1.7% |
Membership dues | 1.7% | 1.8% | 0.0% | 0.0% | 0.0% |
Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Government grants | 0.0% | 0.0% | 0.0% | 7.5% | 12.1% |
All other grants and contributions | 96.8% | 98.1% | 96.9% | 90.3% | 86.1% |
Other revenue | 0.6% | 0.0% | 0.0% | 0.0% | 0.0% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $670,067 | $811,711 | $967,873 | $1,078,632 | $1,220,031 |
Total expenses, % change over prior year | 3.1% | 21.1% | 19.2% | 11.4% | 13.1% |
Personnel | 42.2% | 48.0% | 52.8% | 65.7% | 70.8% |
Professional fees | 40.2% | 34.0% | 21.9% | 14.8% | 16.3% |
Occupancy | 3.1% | 2.1% | 1.8% | 2.8% | 1.9% |
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 | 14.5% | 15.9% | 23.5% | 16.7% | 10.9% |
Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $670,067 | $811,711 | $967,873 | $1,078,632 | $1,220,031 |
One month of savings | $55,839 | $67,643 | $80,656 | $89,886 | $101,669 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $725,906 | $879,354 | $1,048,529 | $1,168,518 | $1,321,700 |
Capital structure indicators
Liquidity info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Months of cash | 6.8 | 6.1 | 3.7 | 4.7 | 5.0 |
Months of cash and investments | 6.8 | 6.1 | 3.7 | 4.7 | 5.2 |
Months of estimated liquid unrestricted net assets | 0.6 | 1.8 | 0.0 | 3.0 | 4.1 |
Balance sheet composition info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Cash | $378,683 | $410,788 | $300,861 | $418,666 | $507,368 |
Investments | $0 | $0 | $0 | $0 | $16,520 |
Receivables | $5,995 | $102,500 | $415,188 | $239,395 | $276,946 |
Gross land, buildings, equipment (LBE) | $0 | $0 | $0 | $0 | $0 |
Accumulated depreciation (as a % of LBE) | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Liabilities (as a % of assets) | 4.4% | 2.9% | 3.0% | 2.7% | 2.1% |
Unrestricted net assets | $30,910 | $119,621 | $2,674 | $266,232 | $413,914 |
Temporarily restricted net assets | $339,922 | $382,690 | $694,910 | N/A | N/A |
Permanently restricted net assets | $0 | $0 | $0 | N/A | N/A |
Total restricted net assets | $339,922 | $382,690 | $694,910 | $376,939 | $370,652 |
Total net assets | $370,832 | $502,311 | $697,584 | $643,171 | $784,566 |
Key data checks
Key data checks info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Lesli Allison
Lesli is a founding member of the Western Landowners Alliance. She is also a founding member and most recently executive director of the Chama Peak Land Alliance. Through both organizations, Lesli has worked extensively with private landowners and multiple stakeholders to advance conservation, sustain working lands and support rural communities.
Prior to her work with these organizations, Lesli managed a large ranch the southern San Juan Mountains of Colorado. During her 16-year tenure, Lesli implemented progressive conservation management through award-winning programs in restoration forestry, prescribed fire, grazing, stream restoration, hunting and wildlife management, and scientific research and monitoring. In 2014, Lesli received the honorable Petchesky award from the New Mexico Land Conservancy because of her extensive work with private landowners and managers to advance conservation, sustain working lands and support rural communities.
Number of employees
Source: IRS Form 990
Western Landowners Alliance
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Western Landowners Alliance
Board of directorsas of 03/02/2023
Board of directors data
Nelson Shirley
Spur Lake Cattle Company
Term: 2012 - 2024
Kenyon Fields
Mountain Island Ranch
Wendy Millet
TomKat Ranch
Paul R. Vahldiek, Jr.
The High Lonesome Ranch
Ashlyn Perry
Trout Stalker Ranch
Tom Page
Big Creek Ranch
Gus Holm
Vermejo Park
Jeff Laszlo
Granger Ranches
Joel Bernstein
262 Ranches
Kelly Bennett
Hollow Top Angus
James Rogers
West IL Ranch
Bob Budd
WY Wildlife & Natural Resources Trust
Aaron Swallow
Tercio, Trinchera Ranches
Marissa Taylor
Lone Tree Ranch
Mary Anne Dingus
TE Ranch
Dallas May
May Ranch
Rob Lindner
Lindner Ranches
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? No
Organizational demographics
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
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 11/16/2020GuideStar 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 ask team members to identify racial disparities in their programs and / or portfolios.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- 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.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- 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.