PLATINUM2023

Heart of the Rockies Initiative

We collaborate across physical, cultural, and organizational boundaries to do conservation that lasts.

Missoula, MT   |  heart-of-rockies.org
GuideStar Charity Check

Heart of the Rockies Initiative

EIN: 46-3635624


Mission

The mission of Heart of the Rockies Initiative is to ensure connected habitat and working lands for people and wildlife by increasing the pace of durable conservation in the Central Rockies of North America.

Ruling year info

2014

Managing Director

JoAnn Grant

Co Principal Officer

Kali Hannon

Main address

120 Hickory St Ste B

Missoula, MT 59801 USA

Show more contact info

EIN

46-3635624

Subject area info

Environment

Agriculture, fishing and forestry

Community and economic development

Sports and recreation

Natural resources

Population served info

Social and economic status

Work status and occupations

NTEE code info

Natural Resource Conservation and Protection (C30)

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

Affiliations

See related organizations info

Programs and results

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?

Keep It Connected

Keep it Connected showcases the region's most important private lands for wildlife connectivity that are ready to conserve now. Our portfolio of active projects helps private foundations and philanthropists easily identify the most critical, ready to protect, private lands that fit their values and mission.


Population(s) Served

The High Divide Collaborative is an effective partnership of public land managers, state wildlife agencies, landowners, local community leaders, scientists, and conservation groups working together to conserve and restore lands of importance for local communities and to protect ecological integrity at the landscape scale. The High Divide Collaborative provides a working platform for partners to come together to build trust and develop collaborative goals and strategies, share science–based and landscape-scaled ecological, cultural, and economic data to support decision-making, and helps tell the story of High Divide resources and community-based conservation solutions designed to ensure their lasting conservation.

Population(s) Served

Carnivore Conflict Reduction programs are critical to maintaining producer viability as large carnivore populations stabilize, increase, and expand geographically, coming in closer contact with agricultural operations and rural communities. Conflicts that occur threaten the long-term viability of carnivore populations as well as the resiliency and health of rural communities. The private lands that sew together our public lands are also important spaces for fish and wildlife as they often support crucial migratory habitats or important winter ranges. Along with our partners, we work on wildlife connectivity and conservation policies to ensure predictable and stable funding, as well as improved coordination, at the state and federal levels to scale up CCR and increase support for locally-led carnivore conflict reduction efforts. Both wildlife and working lands benefit when producers have reliable and predictable access to a suite of tools and resources that prevent conflicts.

Population(s) Served

The Rural Development (RD) program supports rural communities by providing technical assistance to identify a common vision and goals, while helping communities receive financial support to accomplish projects that they want to see in their future. The RD program addresses economic challenges in rural communities, especially in those of high conservation interest, by increasing access to USDA- Rural Development programs to bridge conservation, economic, and social values so that rural communities can bring about positive change in their own communities.

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 acres of land protected

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

Output - describing our activities and reach

Direction of Success

Increasing

Number of groups/individuals benefiting from tools/resources/education materials provided

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

Output - describing our activities and reach

Direction of Success

Increasing

Estimated number of funding dollars secured for the sector

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

Output - describing our activities and reach

Direction of Success

Increasing

Number of community initiatives in which the organization participates

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

Output - describing our activities and reach

Direction of Success

Increasing

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.

The overarching goals of the Initiative are to (1) retain vast regions of natural and working lands that support clean water, clean air, wildlife, and strong, vibrant communities; (2) foster professional relationships, increase knowledge, and build resources that enhance our members’ work; (3) promote private land conservation’s role in supporting communities, economies, natural systems, and wildlife populations to establish private land conservation as an integral part of regional, national, and international conservation initiatives; and (4) advance justice, equity, and inclusion to deliver durable conservation outcomes that truly serve all the communities for which private conservation is done.

The overarching strategies of the Initiative are to (1) significantly and meaningfully increased pace of conserving private land to accommodate the movement and distribution of wildlife species; (2) Convene and facilitate stakeholders to develop priority conservation and rural development strategies to support member and partner investments; (3) support conversations with key decision- and policy-makers around federal, state, and local programs that support or intersect with land trust work and values; and (4) advance cultural conservation easements and facilitate an equity collective among our members.

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 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 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 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 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

  • What challenges does the organization face when collecting 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

Financials

Heart of the Rockies Initiative
Fiscal year: Jan 01 - Dec 31

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

9.10

Average of 136.27 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

4

Average of 6.6 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

18%

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

Heart of the Rockies Initiative

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Heart of the Rockies Initiative

Balance sheet

Fiscal Year: Jan 01 - Dec 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

Heart of the Rockies Initiative

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of Heart of the Rockies Initiative’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 -$185,829 -$72,151 $78,975 $112,305 -$32,939
As % of expenses -38.5% -9.7% 10.9% 11.5% -2.5%
Unrestricted surplus (deficit) after depreciation -$185,829 -$72,151 $78,975 $112,305 -$34,605
As % of expenses -38.5% -9.7% 10.9% 11.5% -2.6%
Revenue composition info
Total revenue (unrestricted & restricted) $543,278 $498,637 $648,698 $1,215,140 $1,286,544
Total revenue, % change over prior year 49.5% -8.2% 30.1% 87.3% 5.9%
Program services revenue 1.8% 1.1% 0.0% 0.0% 0.0%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.0% 0.0% 0.0% 0.0%
Government grants 0.0% 1.0% 24.8% 29.7% 34.4%
All other grants and contributions 97.9% 97.7% 75.2% 70.2% 65.4%
Other revenue 0.2% 0.1% 0.0% 0.1% 0.1%
Expense composition info
Total expenses before depreciation $482,896 $740,050 $724,355 $975,791 $1,310,032
Total expenses, % change over prior year 31.8% 53.3% -2.1% 34.7% 34.3%
Personnel 58.2% 52.5% 67.8% 55.7% 60.1%
Professional fees 22.8% 17.0% 18.8% 12.4% 7.5%
Occupancy 2.7% 2.1% 2.4% 2.4% 1.8%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 0.0% 15.8% 0.4% 16.8% 19.6%
All other expenses 16.2% 12.6% 10.7% 12.8% 11.0%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $482,896 $740,050 $724,355 $975,791 $1,311,698
One month of savings $40,241 $61,671 $60,363 $81,316 $109,169
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $0 $0 $0 $9,995
Total full costs (estimated) $523,137 $801,721 $784,718 $1,057,107 $1,430,862

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 10.3 3.3 3.7 5.1 4.0
Months of cash and investments 10.3 3.3 3.7 5.1 4.0
Months of estimated liquid unrestricted net assets 2.2 0.2 1.6 2.5 1.5
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $413,204 $204,612 $223,639 $413,680 $437,665
Investments $0 $0 $0 $0 $0
Receivables $100,000 $68,765 $550 $51,000 $0
Gross land, buildings, equipment (LBE) $0 $0 $0 $0 $9,995
Accumulated depreciation (as a % of LBE) 0.0% 0.0% 0.0% 0.0% 16.7%
Liabilities (as a % of assets) 2.4% 6.2% 19.1% 8.9% 10.8%
Unrestricted net assets $87,426 $15,275 $94,250 $206,555 $171,950
Temporarily restricted net assets $413,405 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $413,405 $244,143 $89,511 $216,555 $225,966
Total net assets $500,831 $259,418 $183,761 $423,110 $397,916

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
Letter of Determination is not available for this organization
Form 1023/1024 is not available for this organization

Managing Director

JoAnn Grant

JoAnn has been with us since 2011, where she is thought of as the fairy Godmother of Heart of the Rockies. Beyond managing finances and land trust relationships, she also leads the communications team and is most passionate about the creativity involved in branding, storytelling, and problem solving. She reflects on times she has been out on the landscape with landowners and partners as a rewarding aspect of her job, where she witnesses the emotional connection people have with the landscape. Outside of work, Jo expresses her creativity through painting and cooking up a mean Chile Relleno for friends and family.

Co Principal Officer

Kali Hannon

Kali started working with Heart of the Rockies Initiative in 2018. Though trained as a dancer, Kali makes our organizational culture welcoming and inclusive, a place where each of us is valued and invited to show up as a full human. She ensures our strategies and visions are well planned, but easily and creatively adapts when those plans go sideways. Kali is committed to conservation not only to protect wildlife, but also to ensure that the world remains habitable for her child and future generations. People are her motivation in her work and her life – Helping people with whatever they need help with, big or small – solving a problem, cooking them a meal, organizing around a neighborhood issue, or just listening. She is passionate about ensuring all people can have agency in their lives and meaningfully contribute to solving problems that affect them. Kali’s colleagues appreciate that she is ambitious, focused, and wicked smart, with a delightful sense of humor and enviable taste.

Number of employees

Source: IRS Form 990

Heart of the Rockies Initiative

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
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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.

Heart of the Rockies Initiative

Board of directors
as of 10/24/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Denny Iverson

Dave Hillary

Karen Rice

Kristin Troy

Brian Bean

Katie England Cox

Jessica Crowder

Max Ludington

Jim Owens

Gary Wolfe

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? No
  • 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

SOURCE: Self-reported; last updated 8/14/2023

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

The organization's co-leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender
Sexual orientation
Gay, Lesbian, Bisexual, or other sexual orientations in the LGBTQIA+ community
Disability status
Person with a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

Equity strategies

Last updated: 08/23/2023

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

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • 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.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • 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.