DISCOVER YOUR NORTHWEST
Cultivating appreciation of Northwest public lands.
DISCOVER YOUR NORTHWEST
EIN: 91-0921955
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?
Washington CoastSavers
If you have ever walked along the Washington coast, you probably noticed all kinds of things washed up on the beach: plastic water bottles, fishing nets, old tires, and maybe even a rusted-out crab pot or two. Besides spoiling the beauty of our coastline, such ocean trash is also a serious hazard to our coastal ecosystems. Birds, fish, and plantlife are all harmed by these items and the toxins they carry.
So we got together with several other nonprofits and agencies and organized the Washington CoastSavers(http://www.coastsavers.org/) program. The year-round program focuses on organized beach cleanups, but also includes educational outreach and other efforts to help make sure the astounding beauty and ecological diversity of Washington's coast is kept free and clear of plastic and other man-made trash. In April 2009 alone, over 1200 volunteers removed over 30 tons of debris from Washington's Pacific Coast!
Mountain-to-Meadow: Half Marathon and 5K Fun Run
This annual run starts at the Lolo Pass Visitor Center in Clearwater National Forest on the Idaho-Montana border. The course winds for 14 miles through forests of Engleman Spruce and White Pine and has dramatic views of the Bitterroot Mountains in the distance. Both the 5K run and the 14-mile loop pass Packer Meadows, a historically significant site along the Nez Perce and Lewis and Clark trails. Proceeds of this event are used to help visitors discover and appreciate the rich history and striking beauty of the area around Lolo Pass Visitor Center. See www.runlolopass.org(http://www.runlolopass.org/) to signup for the next event!
Ballard Locks Fish Ladder Renovation
The Fish Ladder Viewing Gallery at the Ballard Locks needs your help. The gallery needs major renovations to serve the million annual visitors who come to experience Seattle's iconic returning salmon.
The gallery that houses the fish viewing windows has not been updated much since the 1970s. We plan to improve its physical structure, interpretive exhibits, and educational technology. It’s long overdue attention needed for a well-loved and popular local resource.
Donations will be used to renovate the Hiram M. Chittenden Locks Fish Ladder and expand interpretive opportunities that connect interpretive messages from the fish ladder plaza with the underwater viewing story. Some of the project goals for the renovation include improving the lighting and acoustical quality, better utilization of the space, along with providing dedicated ranger speaking posts.
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 entities served by expertise
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of educational screenings
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of volunteers
This metric is no longer tracked.Totals By Year
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Number of organizational partners
This metric is no longer tracked.Totals By Year
Type of Metric
Context - describing the issue we work on
Direction of Success
Holding steady
Number of return website visitors
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of unique website visitors
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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?
We cultivate appreciation of Northwest public lands by operating on-site educational bookstores that provide visitors with high-quality books, educational products, maps, media, and other items that enhance visitor understanding. Our retail sales fund visitor events and programs, state-of-the-art displays, free publications, speakers and performances, habitat cleanup and restoration, and programs for volunteers of all social backgrounds.
Our retail activities provide the foundation for us to successfully fundraise for various projects and administer grants and agreements that enhance visitor experiences across Northwest public lands.
You'll find us in urban industrial locations as well as remote wilderness areas. Whether serving the visitors of the Ballard Locks in Seattle or Montana's historic Lolo Pass Visitor Center, we are proud to serve our mission in well-loved places across the Northwest.
What are the organization's key strategies for making this happen?
Inclusive partner, visitor, and community engagement in public lands in the Pacific Northwest.
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
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 take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), 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
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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, It is difficult to find the ongoing funding to support feedback collection
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
7.56
Months of cash in 2022 info
11
Fringe rate in 2022 info
33%
Funding sources info
Assets & liabilities info
Financial data
DISCOVER YOUR NORTHWEST
Balance sheetFiscal Year: Jan 01 - Dec 31
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: Jan 01 - Dec 31
This snapshot of DISCOVER YOUR NORTHWEST’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 |
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Unrestricted surplus (deficit) before depreciation | $111,880 | $40,881 | -$1,270,732 | $989,762 | $140,967 |
As % of expenses | 4.4% | 1.4% | -44.8% | 41.9% | 5.1% |
Unrestricted surplus (deficit) after depreciation | $89,378 | $18,118 | -$1,287,104 | $976,123 | $124,812 |
As % of expenses | 3.5% | 0.6% | -45.1% | 41.1% | 4.5% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $2,659,315 | $3,253,093 | $1,299,223 | $3,399,427 | $3,606,580 |
Total revenue, % change over prior year | -8.5% | 22.3% | -60.1% | 161.7% | 6.1% |
Program services revenue | 16.8% | 13.7% | 15.0% | 7.9% | 11.2% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.6% | 0.5% | 0.2% | 0.0% | 0.1% |
Government grants | 0.0% | 3.0% | 10.1% | 24.6% | 18.8% |
All other grants and contributions | 21.9% | 30.4% | 47.1% | 29.5% | 22.3% |
Other revenue | 60.7% | 52.5% | 27.6% | 38.0% | 47.7% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $2,522,549 | $2,999,031 | $2,838,936 | $2,362,558 | $2,770,724 |
Total expenses, % change over prior year | 17.3% | 18.9% | -5.3% | -16.8% | 17.3% |
Personnel | 55.3% | 53.3% | 44.5% | 61.8% | 59.0% |
Professional fees | 17.2% | 21.2% | 29.4% | 15.2% | 16.5% |
Occupancy | 0.5% | 0.3% | 5.2% | 0.3% | 0.5% |
Interest | 0.0% | 0.0% | 0.0% | 0.7% | 0.0% |
Pass-through | 0.0% | 0.8% | 0.0% | 0.2% | 0.0% |
All other expenses | 27.0% | 24.4% | 20.9% | 21.8% | 24.0% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Total expenses (after depreciation) | $2,545,051 | $3,021,794 | $2,855,308 | $2,376,197 | $2,786,879 |
One month of savings | $210,212 | $249,919 | $236,578 | $196,880 | $230,894 |
Debt principal payment | $0 | $0 | $0 | $885,841 | $1,282 |
Fixed asset additions | $0 | $0 | $0 | $38,367 | $0 |
Total full costs (estimated) | $2,755,263 | $3,271,713 | $3,091,886 | $3,497,285 | $3,019,055 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 9.6 | 8.5 | 8.2 | 9.0 | 11.0 |
Months of cash and investments | 9.6 | 8.5 | 8.2 | 9.0 | 11.0 |
Months of estimated liquid unrestricted net assets | 8.2 | 7.0 | 2.0 | 7.3 | 6.8 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Cash | $2,028,111 | $2,115,055 | $1,942,406 | $1,770,282 | $2,547,200 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $77,832 | $182,552 | $111,490 | $167,967 | $209,172 |
Gross land, buildings, equipment (LBE) | $273,152 | $273,443 | $285,743 | $324,110 | $324,110 |
Accumulated depreciation (as a % of LBE) | 76.8% | 85.9% | 89.7% | 83.3% | 88.8% |
Liabilities (as a % of assets) | 8.1% | 9.3% | 51.8% | 14.3% | 10.1% |
Unrestricted net assets | $1,780,821 | $1,798,939 | $511,835 | $1,487,958 | $1,612,770 |
Temporarily restricted net assets | $947,046 | 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 | $947,046 | $1,160,227 | $891,246 | $938,353 | $1,633,242 |
Total net assets | $2,727,867 | $2,959,166 | $1,403,081 | $2,426,311 | $3,246,012 |
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
Martin Stamat
Number of employees
Source: IRS Form 990
DISCOVER YOUR NORTHWEST
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
DISCOVER YOUR NORTHWEST
Board of directorsas of 02/16/2024
Board of directors data
Celese Spencer
Dean Yoshina
Christy McDanold
Seth Felker
Randy King
Bonnie Lippitt
Celese Spencer
Sandra Snipper
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