Hunterdon Land Trust
Protecting the Places You Love
Hunterdon Land Trust
EIN: 22-3477465
as of September 2024
as of September 09, 2024
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
Executive Director
Catherine Suttle
Main address
111 Mine Street
Flemington, NJ 08822 USA
Formerly known as
Hunterdon Land Trust Alliance
Hunterdon Land Trust
EIN
22-3477465
Farmlands
Environment
Environmental health
Sustainable agriculture
Population served
Farmers
Activists
Adults
Children and youth
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
Reports and documents
Download other documentsWhat 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
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 2023 info
17.68
Months of cash in 2023 info
12
Fringe rate in 2023 info
15%
Funding sources info
Assets & liabilities info
Financial data
Hunterdon Land Trust
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.
Fiscal Year: Oct 01 - Sep 30
This snapshot of Hunterdon 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 | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $232,830 | $11,106 | $91,587 | -$79,302 | $154,116 |
| As % of expenses | 19.4% | 1.3% | 7.9% | -3.6% | 15.7% |
| Unrestricted surplus (deficit) after depreciation | $201,402 | -$20,722 | $59,107 | -$112,655 | $120,580 |
| As % of expenses | 16.4% | -2.3% | 5.0% | -5.0% | 11.9% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $1,429,544 | $1,083,711 | $1,508,478 | $2,007,412 | $1,272,888 |
| Total revenue, % change over prior year | 71.2% | -24.2% | 39.2% | 33.1% | -36.6% |
| Program services revenue | 1.5% | 2.0% | 1.5% | 1.1% | 1.6% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 2.0% | 2.2% | 1.2% | 1.0% | 3.6% |
| Government grants | 51.5% | 42.6% | 69.9% | 72.3% | 39.9% |
| All other grants and contributions | 42.2% | 44.9% | 26.6% | 24.6% | 41.5% |
| Other revenue | 2.9% | 8.3% | 0.8% | 1.1% | 13.5% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $1,197,881 | $850,925 | $1,156,916 | $2,218,826 | $983,576 |
| Total expenses, % change over prior year | 72.7% | -29.0% | 36.0% | 91.8% | -55.7% |
| Personnel | 31.1% | 46.9% | 35.8% | 19.5% | 47.5% |
| Professional fees | 4.0% | 4.9% | 8.6% | 4.1% | 14.2% |
| Occupancy | 2.1% | 1.9% | 2.1% | 1.3% | 2.9% |
| 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 | 62.8% | 46.3% | 53.5% | 75.2% | 35.3% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $1,229,309 | $882,753 | $1,189,396 | $2,252,179 | $1,017,112 |
| One month of savings | $99,823 | $70,910 | $96,410 | $184,902 | $81,965 |
| Debt principal payment | $0 | $0 | $2,230 | $75,195 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $1,329,132 | $953,663 | $1,288,036 | $2,512,276 | $1,099,077 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Months of cash | 4.5 | 13.0 | 9.3 | 4.2 | 12.0 |
| Months of cash and investments | 11.7 | 20.0 | 15.6 | 7.5 | 20.6 |
| Months of estimated liquid unrestricted net assets | 9.0 | 12.5 | 10.1 | 4.8 | 12.7 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Cash | $446,349 | $918,377 | $900,922 | $769,981 | $986,211 |
| Investments | $717,067 | $501,489 | $603,698 | $618,396 | $700,363 |
| Receivables | $20,379 | $29,478 | $341,637 | $44,490 | $62,593 |
| Gross land, buildings, equipment (LBE) | $2,394,812 | $2,403,399 | $2,409,348 | $2,410,802 | $2,413,180 |
| Accumulated depreciation (as a % of LBE) | 10.8% | 11.6% | 12.9% | 14.3% | 15.7% |
| Liabilities (as a % of assets) | 1.8% | 4.0% | 3.1% | 1.5% | 1.6% |
| Unrestricted net assets | $3,030,709 | $3,009,987 | $3,069,094 | $2,956,439 | $3,077,019 |
| Temporarily restricted net assets | $238,362 | 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 | $238,362 | $429,271 | $765,920 | $502,544 | $661,320 |
| Total net assets | $3,269,071 | $3,439,258 | $3,835,014 | $3,458,983 | $3,738,339 |
Key data checks
| Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Catherine Suttle
Catherine Suttle joined the HLT in 2007. Before becoming Executive Director, she took responsibility for planning, developing and carrying out capital projects at the historic Dvoor Farm. Her duties in this capacity include leading planning activities for future uses of the Farm; managing capital improvements to the buildings and property; and overseeing repairs and maintenance work.
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Catherine is also heavily involved in obtaining funding for HLT. She researches and applies for funding opportunities for general operating, stewardship and program initiatives offered by corporate, foundation and government entities.
Catherine has a wealth of experience leading and managing complex projects in which multiple stakeholders are involved. Her past experience includes a career with Merck & Company, Inc. Prior to that, she was part owner of an architecture and construction firm which specialized in renovation of historic
buildings. She holds a B.S. and MBA from the University of Tenn.
Number of employees
Source: IRS Form 990
Hunterdon Land Trust
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Hunterdon Land Trust
Board of directorsas of 08/09/2024
Board of directors data
Nancy Cunningham
no affiliation
Term: 2014 - 2025
Nancy Cunningham
Phil Meldrum
Larry LaFevre
Julia Allen
Lynn Becker
Gary Pohorely
Trishka Waterbury Cecil
Dan Saunders
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
Gender identity
Transgender Identity
Sexual orientation
Disability
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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