Hunterdon Land Trust Alliance A New Jersey Nonprofit Corporation
Protecting the Places You Love
Hunterdon Land Trust Alliance A New Jersey Nonprofit Corporation
EIN: 22-3477465
as of September 2023
as of September 18, 2023
Mission
The mission of Hunterdon Land Trust is to preserve the integrity of the rural landscapes in the Hunterdon County region by protecting and enhancing natural resources, and the cultural landscape of the historic Dvoor Farm, for public enjoyment and education.
Ruling year
1997
Principal Officer
Katharine Toba Samberg-Lawrence
Main address
111 Mine Street
Flemington, NJ 08822 USA
Formerly known as
Hunterdon Land Trust Alliance
Hunterdon Land Trust
EIN
22-3477465
Environment
Land resources
Environmental health
Farmlands
Sustainable agriculture
Population served
Children and youth
Adults
Farmers
Activists
NTEE code
Land Resources Conservation (C34)
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
Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Land Preservation
Hunterdon Land Trust (HLT) preserves land through its strong partnerships with municipal, county, and state governments as well as other nonprofit land preservation organizations. This year (2022) alone, HLT preserved 344 acres of land bringing the total number of acres it has preserved to 11,516. HLT is working on 14 active preservation projects across the county involving land in the municipalities of Alexandria, Bethlehem, Holland, Kingwood, Lambertville, Raritan, and Readington. This work supports local, state, and regional goals for open space and for farmland preservation.
Where we work
External reviews
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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 bright spots and enhance positive service experiences, 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 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?
It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently, 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, It is difficult to identify actionable feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
15.69
Months of cash in 2022 info
4.2
Fringe rate in 2022 info
12%
Funding sources info
Assets & liabilities info
Financial data
Hunterdon Land Trust Alliance A New Jersey Nonprofit Corporation
Revenue & expensesFiscal Year: Oct 01 - Sep 30
Hunterdon Land Trust Alliance A New Jersey Nonprofit Corporation
Balance sheetFiscal Year: Oct 01 - Sep 30
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.
Hunterdon Land Trust Alliance A New Jersey Nonprofit Corporation
Financial trends analysis Glossary & formula definitionsFiscal Year: Oct 01 - Sep 30
This snapshot of Hunterdon Land Trust Alliance A New Jersey Nonprofit Corporation’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 | $125,419 | $232,830 | $11,106 | $91,587 | -$79,302 |
| As % of expenses | 18.1% | 19.4% | 1.3% | 7.9% | -3.6% |
| Unrestricted surplus (deficit) after depreciation | $94,374 | $201,402 | -$20,722 | $59,107 | -$112,655 |
| As % of expenses | 13.0% | 16.4% | -2.3% | 5.0% | -5.0% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $835,219 | $1,429,544 | $1,083,711 | $1,508,478 | $2,007,412 |
| Total revenue, % change over prior year | 0.0% | 71.2% | -24.2% | 39.2% | 33.1% |
| Program services revenue | 2.2% | 1.5% | 2.0% | 1.5% | 1.1% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 2.8% | 2.0% | 2.2% | 1.2% | 1.0% |
| Government grants | 38.0% | 51.5% | 42.6% | 69.9% | 72.3% |
| All other grants and contributions | 51.0% | 42.2% | 44.9% | 26.6% | 24.6% |
| Other revenue | 6.1% | 2.9% | 8.3% | 0.8% | 1.1% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $693,793 | $1,197,881 | $850,925 | $1,156,916 | $2,218,826 |
| Total expenses, % change over prior year | 0.0% | 72.7% | -29.0% | 36.0% | 91.8% |
| Personnel | 50.2% | 31.1% | 46.9% | 35.8% | 19.5% |
| Professional fees | 4.9% | 4.0% | 4.9% | 8.6% | 4.1% |
| Occupancy | 3.6% | 2.1% | 1.9% | 2.1% | 1.3% |
| 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 | 41.3% | 62.8% | 46.3% | 53.5% | 75.2% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $724,838 | $1,229,309 | $882,753 | $1,189,396 | $2,252,179 |
| One month of savings | $57,816 | $99,823 | $70,910 | $96,410 | $184,902 |
| Debt principal payment | $0 | $0 | $0 | $2,230 | $75,195 |
| Fixed asset additions | $46,320 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $828,974 | $1,329,132 | $953,663 | $1,288,036 | $2,512,276 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 4.4 | 4.5 | 13.0 | 9.3 | 4.2 |
| Months of cash and investments | 16.1 | 11.7 | 20.0 | 15.6 | 7.5 |
| Months of estimated liquid unrestricted net assets | 11.4 | 9.0 | 12.5 | 10.1 | 4.8 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $252,128 | $446,349 | $918,377 | $900,922 | $769,981 |
| Investments | $678,628 | $717,067 | $501,489 | $603,698 | $618,396 |
| Receivables | $24,626 | $20,379 | $29,478 | $341,637 | $44,490 |
| Gross land, buildings, equipment (LBE) | $2,399,252 | $2,394,812 | $2,403,399 | $2,409,348 | $2,410,802 |
| Accumulated depreciation (as a % of LBE) | 9.5% | 10.8% | 11.6% | 12.9% | 14.3% |
| Liabilities (as a % of assets) | 1.9% | 1.8% | 4.0% | 3.1% | 1.5% |
| Unrestricted net assets | $2,829,307 | $3,030,709 | $3,009,987 | $3,069,094 | $2,956,439 |
| Temporarily restricted net assets | $244,742 | $238,362 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $244,742 | $238,362 | $429,271 | $765,920 | $502,544 |
| Total net assets | $3,074,049 | $3,269,071 | $3,439,258 | $3,835,014 | $3,458,983 |
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
Principal Officer
Katharine Toba Samberg-Lawrence
Patricia Ruby joined the Hunterdon Land Trust in 2012 as the Executive Director. She comes to the land trust from the Sustainability Institute at The College of New Jersey where she served as program manager of the award-winning Sustainable Jersey program.
In addition to working with the NJ Sustainable State Institute at Rutgers University, she has experience with several land trusts including the Lamington Conservancy and the Raritan Headwaters Association (formerly the Upper Raritan Watershed Association). She holds a Master’s Degree in Environmental Management from the Yale School of Forestry and Environmental Studies, where she focused on planning, policy and sustainable development.
When she is not at work, Patti loves to go exploring outdoors, around the world, and at home in New Jersey.
Number of employees
Source: IRS Form 990
Hunterdon Land Trust Alliance A New Jersey Nonprofit Corporation
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Hunterdon Land Trust Alliance A New Jersey Nonprofit Corporation
Board of directorsas of 05/08/2023
Board of directors data
Nancy Cunningham
no affiliation
Ronald Monaco
no affiliation
Nancy Cunningham
Phil Meldrum
Larry LaFevre
Julia Allen
Lynn Becker
Gary Pohorely
Trishka Waterbury Cecil
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
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
No data
No data
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 03/27/2023GuideStar 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 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 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 measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
Professional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G
Solicitation activities
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