WILDERNESS LAND TRUST
Keeping Wilderness Wild
WILDERNESS LAND TRUST
EIN: 84-1192823
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?
Lands Program
The Trust's goal is to eliminate inholdings within the National Wilderness Preservation System and to help to address issues of inholdings in proposed wilderness areas. After purchasing wilderness lands, the Trust transfers them to public ownership.
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 acres of land protected
This metric is no longer tracked.Totals By Year
Related Program
Lands Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of parcels added to wilderness
This metric is no longer tracked.Totals By Year
Related Program
Lands Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
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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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 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 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 2022 info
0.38
Months of cash in 2022 info
26.8
Fringe rate in 2022 info
24%
Funding sources info
Assets & liabilities info
WILDERNESS LAND TRUST
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
WILDERNESS LAND TRUST
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 WILDERNESS 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.
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Business model indicators
Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $1,108,449 | -$37,529 | -$252,971 | $245,183 | -$171,039 |
As % of expenses | 129.0% | -4.6% | -28.1% | 29.3% | -18.8% |
Unrestricted surplus (deficit) after depreciation | $1,108,088 | -$38,250 | -$255,199 | $243,676 | -$172,552 |
As % of expenses | 128.9% | -4.7% | -28.3% | 29.0% | -18.9% |
Revenue composition info | |||||
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Total revenue (unrestricted & restricted) | $1,932,127 | $944,051 | $1,032,652 | $1,442,215 | $1,012,957 |
Total revenue, % change over prior year | 48.5% | -51.1% | 9.4% | 39.7% | -29.8% |
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 | 0.6% | 2.6% | 1.8% | 0.0% | 0.1% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 44.3% | 83.7% | 92.4% | 62.6% | 86.7% |
Other revenue | 55.0% | 13.7% | 5.8% | 37.3% | 13.2% |
Expense composition info | |||||
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Total expenses before depreciation | $859,268 | $821,528 | $898,702 | $837,462 | $910,180 |
Total expenses, % change over prior year | -12.3% | -4.4% | 9.4% | -6.8% | 8.7% |
Personnel | 52.2% | 45.7% | 49.5% | 58.3% | 52.4% |
Professional fees | 15.4% | 24.0% | 14.8% | 13.2% | 12.8% |
Occupancy | 2.0% | 1.1% | 1.1% | 1.3% | 1.1% |
Interest | 3.5% | 1.7% | 3.9% | 4.0% | 1.1% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 26.9% | 27.6% | 30.8% | 23.2% | 32.6% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Total expenses (after depreciation) | $859,629 | $822,249 | $900,930 | $838,969 | $911,693 |
One month of savings | $71,606 | $68,461 | $74,892 | $69,789 | $75,848 |
Debt principal payment | $2,280,000 | $0 | $573,043 | $1,164,847 | $0 |
Fixed asset additions | $0 | $1,081 | $4,528 | $0 | $0 |
Total full costs (estimated) | $3,211,235 | $891,791 | $1,553,393 | $2,073,605 | $987,541 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 36.8 | 39.8 | 36.5 | 41.4 | 26.8 |
Months of cash and investments | 36.8 | 39.8 | 36.5 | 41.4 | 26.8 |
Months of estimated liquid unrestricted net assets | 17.0 | 17.2 | 12.4 | 16.7 | 13.1 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Cash | $2,631,725 | $2,721,933 | $2,730,546 | $2,888,868 | $2,034,639 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $15,873 | $50,225 | $4,700 | $12,461 | $20,500 |
Gross land, buildings, equipment (LBE) | $12,831 | $13,912 | $10,990 | $10,990 | $10,990 |
Accumulated depreciation (as a % of LBE) | 97.2% | 94.8% | 72.5% | 86.2% | 100.0% |
Liabilities (as a % of assets) | 41.9% | 60.7% | 63.2% | 51.8% | 59.6% |
Unrestricted net assets | $1,218,706 | $1,180,456 | $925,257 | $1,168,933 | $996,381 |
Temporarily restricted net assets | $1,518,736 | $1,678,788 | N/A | N/A | N/A |
Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
Total restricted net assets | $1,518,736 | $1,678,788 | $2,065,709 | $2,425,279 | $2,699,095 |
Total net assets | $2,737,442 | $2,859,244 | $2,990,966 | $3,594,212 | $3,695,476 |
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
President
Brad Borst
Brad joined the Trust in 2017 as president. He is a U.S. Marine Corp veteran with a conservation career that includes work for the Montana Environmental Information Center and Montana Wilderness Association. As president of the Trust, Brad brings a long-standing passion for wild places and working with a diversity of people to protect wilderness for future generations. Brad holds a MFA from the University of Montana, and is a graduate of the Executive Development Program at the University of Washington Foster School of Business. Brad is based in Helena, Montana.
Number of employees
Source: IRS Form 990
WILDERNESS LAND TRUST
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
WILDERNESS LAND TRUST
Board of directorsas of 12/13/2022
Board of directors data
Denise Schlener
No Affiliation
Bill Pope
No Afiliation
Doug Scott
Mark Trautwein
No Affiliation
Andy Wiessner
No Affiliation
Jim Blomquist
No Affiliation
Jacqueline VanDine
Sarah Chase Shaw
Danna Hebert
Denise Schlener
Joaquin Murrieta Salvidar
Craig Groves
Zack Porter
Ray Hohenberger
Travis Belote
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
Sexual orientation
Disability
No data
Equity strategies
Last updated: 12/13/2022GuideStar 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 review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- 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 disaggregate data by demographics, including race, in every policy and program measured.
- 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 seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- 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.