Lowcountry Land Trust Inc.
EIN: 57-0809313
Programs and results
What we aim to solve
The Lowcountry is growing. According to a report released by the US Census Bureau, SC\u2019s population has reached 5 million, and over the course of a 12-month period ending in July, 2017, only 9 other states\u2019 populations grew more than ours.\n\nWith a surging population comes increasing development. According to research conducted by the Post \u0026 Courier, \u201Cnearly 105,000 homes have already been approved by towns, cities and counties throughout the 3-county Charleston metro area.\u201D This could boost the population by 270,000\u2014making the region the size of Charlotte and Jacksonville\u2014and will bring with it another 210,000 vehicles. \n\nThis development, in turn, increases the risk of landscape fragmentation\u2014the fracturing of a landscape into smaller, disconnected remnants. Fragmentation weakens the ability of landscapes to support our community\u2014to produce our food, clean our air, filter storm water, and provide habitat for wildlife\u2014and threatens the health of the places that make SC unique and belove
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Rural Land Protection
We work with landowners to protect rural land in all 17 coastal counties of South Carolina from development. We work primarily through conservation easements, but will also buy land fee-simple to protect it. We also work with large corporations on mitigation projects in environmentally threatened corridors.
Charleston Metro Area Land Protection
We work with landowners and communities to protect tracts of land within the tri-county (Charleston, Dorchester, Berkeley) area. We work primarily in conservation easements, but will also purchase land fee simple. Most of our community-centered conservation takes place in the tri-county area, with a special emphasis on the Sea Islands (Johns Island, Wadmalaw, Kiawah), Cooper River Corridor, East Cooper area, Ashley River historic district, and other threatened communities with cultural and ecological significance.
Where we work
External reviews

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?
Lowcountry Land Trust\u2019s goal is to improve the health of the Lowcountry lands we love by connecting and protecting properties across the South Carolina coastal plain\u2019s forests, marshes, and rivers. Doing so safeguards the quality of our drinking water, supports fish and wildlife populations, promotes clean air, and preserves the Lowcountry\u2019s unique way of life.
What are the organization's key strategies for making this happen?
Lowcountry Land Trust (LLT) uses a time-tested method to conserve new lands, steward the lands under our protection, and build consensus for conservation:\n\nConservation\nTo improve the health of our landscapes, LLT staff spend countless hours walking in the field and pouring over maps to identify natural features\u2014forests, swamps, rivers, and marshes\u2014that may or may not already be partially protected. We then work to develop relationships with landowners who own adjacent properties in hopes of establishing protection for contiguous natural areas. Our principal tool for protection is voluntary conservation easements donated by private landowners.\n\nStewardship\nStewarding lands already under our protection is just as vital as securing protection for new land. Why? Through our 500\u002B landowners, we have the ability to assist in the management of our protected land portfolio and in doing so improve the health and vitality of a variety of natural systems. Moreover, through our constant physical presence on these landscapes, we gain insight into new conservation opportunities and continue to assemble a mosaic of connected and protected properties. \n\nThe goals of our stewardship staff begin with their near constant presence in assigned geographic regions and include: (1) meeting regularly with current landowners; (2) conducting annual visits at each portfolio property to document changes; (3) attending regional task forces to participate in collaborative conservation efforts; and (4) participating in landowner and community-wide education programs and volunteer events. \n\nBuilding Consensus for Conservation\nLLT will only achieve its ultimate goal of improving the health of the entire Lowcountry landscape if the community believes in the value of conservation, takes steps to aid in conservation efforts, and connects conservation success with healthy, vibrant communities. To expand our impact in the community and build consensus for conservation, LLT has embarked on four initiatives:\n1. SOUL of the Lowcountry, which targets young professionals who might not own land but who care about conservation, the outdoors, and quality of life, through a series of events; \n2. Angel Oak Effect, a grass-roots community conservation effort that has already resulted in the purchase of the 35 acres next to the iconic oak on Johns Island, SC. In the coming year, LLT will open this property as a public passive park, designed with community input; \n3. Expanded Volunteer Projects and Community Events, including beach sweeps and clean ups on public lands across the Lowcountry, along with educational programs to help us tell our story and build our base of supporters; and\n4. The Lowcountry Place Project, a comprehensive effort to engage residents, community groups, and businesses from across the Lowcountry to develop a vision for the Lowcountry\u2019s next 25-50 years along with distinct action plans that small groups can follow to conserve the places that matter most to them.
What are the organization's capabilities for doing this?
For 34 years Lowcountry Land Trust has been building, enhancing, and expanding its conservation program throughout South Carolina\u2019s coastal plain. Today LLT is the most successful regional land trust in SC and one of the leading local land trusts in the nation. Two hallmarks of our success are our ability to work with a variety of landowners\u2014both large and small\u2014and our ability to collaborate with an array of public and private partners, leading to the collective conservation of over 1M acres in the coastal plain.
What have they accomplished so far and what's next?
Since its founding in 1985, Lowcountry Land Trust has placed protections on over 140,000 acres across South Carolina\u2019s coastal plain. Our goals for the coming year include conserving 6,000 to 10,000 acres of land, stewarding the 140,000\u002B acres under our permanent protection, and building a conservation-minded community among the 1.7 M who reside in the 17-county coastal plain where we work.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
1.04
Months of cash in 2020 info
8
Fringe rate in 2020 info
22%
Funding sources info
Assets & liabilities info
Lowcountry Land Trust Inc.
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
Lowcountry Land Trust Inc.
Balance sheetFiscal Year: Jul 01 - Jun 30
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: Jul 01 - Jun 30
SOURCE: IRS Form 990
This snapshot of Lowcountry Land Trust 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 | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$183,236 | $327,194 | $2,466,665 | -$308,671 | -$495,134 |
As % of expenses | -11.3% | 12.3% | 138.8% | -16.7% | -25.3% |
Unrestricted surplus (deficit) after depreciation | -$196,324 | $305,029 | $2,436,696 | -$336,477 | -$520,780 |
As % of expenses | -12.0% | 11.3% | 134.8% | -17.9% | -26.2% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $1,622,356 | $5,608,107 | $1,447,703 | $1,963,124 | $1,397,399 |
Total revenue, % change over prior year | -52.1% | 245.7% | -74.2% | 35.6% | -28.8% |
Program services revenue | 16.0% | 2.6% | 8.9% | 4.8% | 5.9% |
Membership dues | 4.7% | 1.3% | 0.0% | 0.0% | 0.0% |
Investment income | 15.5% | 4.3% | 17.0% | 14.8% | 15.4% |
Government grants | 11.5% | 1.0% | 0.0% | 3.4% | 0.0% |
All other grants and contributions | 67.6% | 85.3% | 59.5% | 60.8% | 67.9% |
Other revenue | -15.3% | 5.4% | 14.6% | 16.2% | 10.8% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $1,625,046 | $2,667,183 | $1,777,455 | $1,852,357 | $1,960,809 |
Total expenses, % change over prior year | 19.7% | 64.1% | -33.4% | 4.2% | 5.9% |
Personnel | 58.9% | 43.9% | 59.5% | 63.3% | 64.1% |
Professional fees | 3.5% | 11.5% | 14.7% | 16.0% | 11.4% |
Occupancy | 4.4% | 2.7% | 5.8% | 6.1% | 6.0% |
Interest | 0.0% | 0.0% | 1.0% | 1.1% | 1.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 33.2% | 41.8% | 19.1% | 13.5% | 17.4% |
Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $1,638,134 | $2,689,348 | $1,807,424 | $1,880,163 | $1,986,455 |
One month of savings | $135,421 | $222,265 | $148,121 | $154,363 | $163,401 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $211,093 | $3,540,736 | $0 | $0 |
Total full costs (estimated) | $1,773,555 | $3,122,706 | $5,496,281 | $2,034,526 | $2,149,856 |
Capital structure indicators
Liquidity info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Months of cash | 7.9 | 5.8 | 1.8 | 2.8 | 8.0 |
Months of cash and investments | 64.0 | 52.2 | 61.6 | 59.0 | 51.6 |
Months of estimated liquid unrestricted net assets | 8.7 | 4.9 | 6.8 | 4.4 | 1.0 |
Balance sheet composition info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Cash | $1,063,725 | $1,280,706 | $260,426 | $430,867 | $1,309,861 |
Investments | $7,599,152 | $10,329,781 | $8,863,101 | $8,670,782 | $7,115,023 |
Receivables | $132,735 | $116,285 | $9,644 | $50,294 | $149,089 |
Gross land, buildings, equipment (LBE) | $10,023,507 | $10,234,599 | $13,758,453 | $13,772,134 | $13,772,134 |
Accumulated depreciation (as a % of LBE) | 0.4% | 0.6% | 0.5% | 0.6% | 0.7% |
Liabilities (as a % of assets) | 36.0% | 30.8% | 33.9% | 34.3% | 36.0% |
Unrestricted net assets | $11,164,578 | $11,260,457 | $13,697,153 | $13,360,676 | $12,839,896 |
Temporarily restricted net assets | $242,784 | $3,347,273 | $820,787 | $1,087,302 | N/A |
Permanently restricted net assets | $620,132 | $620,132 | $620,132 | $620,132 | N/A |
Total restricted net assets | $862,916 | $3,967,405 | $1,440,919 | $1,707,434 | $1,542,818 |
Total net assets | $12,027,494 | $15,227,862 | $15,138,072 | $15,068,110 | $14,382,714 |
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
President and CEO
Ms Ashley Demosthenes
Ashley Demosthenes began her conservation career in 1998 with The Nature Conservancy in South Carolina supporting land acquisition and conservation easement activities in the ACE Basin and eventually in McClellanville and surrounding natural areas. In 2002, began working for TNC across the state negotiating conservation easements, conservation buyer transactions and cooperative land acquisition projects with public partners across the state. In 2012, she became the ACE and Savannah River Basins Project Director where she worked closely with private landowners and conservation partners on land protection, funding strategies, stewardship and government relations. Ashley became Lowcountry Land Trust's first Director of Conservation in 2013, managing the conservation and stewardship program for the Trust. In March of 2015, Ashley was promoted to Executive Director and eventually President and CEO. Ashley oversees the entire operation of the Trust with a special emphasis on strategy.
Number of employees
Source: IRS Form 990
Lowcountry Land Trust Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Lowcountry Land Trust Inc.
Board of directorsas of 02/21/2023
Board of directors data
Mr. Tom Hutto
GEL Engineering
Robert M Baldwin
Baldwin and Associates
Thomas D.W. Hutto
The GEL Group
W. Mac Baughman
Newkirk Forestry and Land Management
Walter Dale Blessing Jr.
MD, Roper St. Francis
Amanda Davis
Anderson Insurance Associates
Lindsay Nevin
Flyway
Telfair H. Parker
Anderson Insurance Associates
Robert Daniel Perry
The Paulstrine Group, SC Dept. of Natural Resources, Retired
Randall C. Stoney III
Joye Law Firm
J. Travis Benintendo
Haut Gap Middle School
Robert M. Hollings, III
Bank of South Carolina
Sheldon Kramer
WebsterRogers
Paula Feldman
University of South Carolina, retired
Susan Johnson
MUSC
Justin Craig
SCS Engineers
Richard Morrison
White Oak Forestry Company
Paul Butler
Commercial Real Estate and Property Management
James Baxter Porter
WestRock
Bobby R. Creech
WebsterRogers
Elizabeth W. Settle
Attorney, Retired
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
No data
Gender identity
Sexual orientation
Disability
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