The Trail Conservancy
The Trail Conservancy
EIN: 87-0699956
as of September 2024
as of September 09, 2024
Programs and results
What we aim to solve
Located in the urban core of downtown Austin, the Ann and Roy Butler Hike-and-Bike Trail is a 10-mile loop that serves as a transportation and recreation corridor along the shores of Lady Bird Lake—a dammed section of the Lower Colorado River. The Trail forms essential and meaningful physical, social, and cultural connections for residents and visitors to Austin, seeing more than 4.9 million visits per year on its 200-acre corridor. The Trail provides the only connection to nature that many people have in their daily lives and forms a connection between transportation corridors and diverse neighborhoods. As the City of Austin continues to grow, so must The Trail Conservancy (TTC) who will work harder than ever to protect, enhance, and connect the Trail for the benefit of all.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Adopt-A-Garden
Through our Lady Bird Johnson Adopt-a-Garden program, a Trail lover can adopt an individual garden and design, plant and tend it. Gardens are adopted for a year and put up for adoption as they become available. When gardeners work at their gardens, many people thank them for their gardening creativity and work!
Where we work
Affiliations & memberships
Citation of Honor, Texas Society of Architects 2013
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Total number of works loaned
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
The Trail Conservancy hosts temporary art exhibitions along the Butler Trail according to the Ann and Roy Butler Hike-and-Bike Trail Arts & Culture Plan.
Area of land, in hectares, indirectly controlled by the organization and under sustainable cultivation or sustainable stewardship
This metric is no longer tracked.Totals By Year
Type of Metric
Context - describing the issue we work on
Direction of Success
Holding steady
Context Notes
TTC's O&M responsibilities were fully developed for the 216.77 acres identified as planned in the POMA. Additional unplanned areas can be included in the associated annual implementation documents.
Total pounds of debris collected
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of trees planted
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
Responsibility for the Trail is currently divided between TTC and Austin’s Parks and Recreation Department (PARD). TTC works to protect, enhance, and connect the Trail through careful improvements to the Trail’s infrastructure and environment. Meanwhile, everyday operations and maintenance of the Trail is being phased to turn over to TTC annually until TTC is the primary stakeholder in the space.
Since 2003, TTC has been providing infrastructure improvements to the Trail and has completed more than 28 projects. While TTC will continue to provide these infrastructure changes as the need arises, they also recently transitioned (2022) to a conservancy model to take on some of the operations and maintenance responsibility from PARD to be phased over many years. While TTC has been given authority to operate and maintain the area with more efficiency, PARD remains the primary liable party for the public parkland.
TTC works to ensure the access to nature provided by the Trail to Austin residents not just remains, but continues to improve and grow along with Austin's booming population. TTC does this by providing needed Trail improvements such as restrooms, ADA-accessibility, playgrounds, and native plants & trees.
The Butler Trail is so much more than just a “trail.” It reminds Austinites why they moved to Austin or why they stayed.
What are the organization's key strategies for making this happen?
TTC has identified several ways to both continue its work making infrastructure improvements and ecological restoration along the Trail as well as to increase brand awareness for ease of transition to a conservancy model.
These strategies include:
- Restoring and enhancing plant communities, including native trees, understory, and groundcover, to create diverse and aesthetically appealing plant communities that provide rich wildlife habitat;
-Repairing and improving ecological function so landscape can better absorb and clean water, regenerate native flora, filter air, create and stabilize soil, reduce urban temperatures, and provide shade;
- Enhancing resiliency so landscape is better able to adapt to and withstand drought, heavy use, climate change, and other major disturbances;
- Enhancing user experience by providing aesthetically pleasing, compelling, comfortable, and intricate natural surroundings;
- Improving stewardship by creating opportunities to appreciate, observe, and care for the natural areas along the lake;
- Engaging volunteers, members, and donors through community engagement opportunities, increased programming on the Trail, and increased opportunities to engage with staff on a 1:1 basis;
- Connecting with community partners such as other nonprofits, city departments, corporations, church & community groups, youth groups, and individuals to extend TTC's reach and encourage ongoing stewardship for years to come; and
- Diversifying funding sources and utilizing non-traditional fundraising methods to increase both earned and contributed revenue for the organization.
What are the organization's capabilities for doing this?
The Trail Conservancy has had success providing infrastructure improvement projects to the Ann and Roy Butler Hike-and-Bike Trail for more than 15 years. In addition to completing 28 of these projects - and identifying an additional 15 for the next few years - TTC has recently increased volunteer and stewardship efforts by 200% and provided the community with ways to engage in the care of our natural areas. Through these partnerships we have the resources to provide a robust volunteer stewardship experience for our community.
Community partnerships are vital to the sustainability of the Trail and its surrounding 200-acres of parkland. TTC maintains successful partnerships with the Austin Watershed Protection Department, Austin Parks and Recreation Department, the Office of Sustainability, Texas Conservation Corps, Austin Youth River Watch, Austin Allies, Austin Parks Foundation, Waterloo Greenway, Shoal Creek Conservancy, Pease Park Conservancy, St. David's Foundation, and more. Each partner plays a different role in ensuring the Trail is here for generations to come; while some partners provide guidance on parkland and shoreline ecology, others provide manual labor, and others yet work together to make connect the Trail to even more parts of Austin.
Fundraising is essential to the goals of TTC and the organization has already shown success in providing the needed funding for Trail improvements. In 2019 alone, TTC invested over $3.5 million in the Trail.
What have they accomplished so far and what's next?
TTC has successfully provided Trail infrastructure improvements to the Ann and Roy Butler Hike-and-Bike Trail since its formation. Our mission is to protect, enhance, and connect the Ann and Roy Butler Hike-and-Bike Trail at Lady Bird Lake for the benefit of all. Since our formation in 2003 as a 501(c)(3), we have fulfilled our mission through careful improvements to the Trail’s infrastructure and environment, while honoring the original vision of the Trail’s founders. In 2003, we formed the Town Lake Trail Foundation to continue the work of the Citizen’s Committee and ensure that the heart of Austin stays strong.
Several Trail projects have been completed throughout the years including:
- An Economic Impact Study of the Trail;
- Construction of the Trail Bridge at Congress Avenue;
- Lakeshore Park improvements including new exercise equipment, shade trees, and a commemorative brick plot;
- Construction of the Auditorium Shores Trailhead;
- Completion of the Johnson Creek Restroom;
- Installation of Trailhead Signage throughout the 10-mile loop;
- Ecological restoration and trail widening at Lou Neff Point;
-Planting of a new tree grove at Zilker Bluff;
-Increased wildflower diversification;
And many, many more.
For 2023, The Trail Conservancy has identified 15 major projects to be accomplished along with continuing working toward more operations and maintenance of the Trail. These major projects are:
- Rainey Street Trailhead
- Holly Project
- Butler Shores Exercise Equipment Expansion
- Arts & Culture Comprehensive Plan
- Seaholm Waterfront Phase 2
- Continued Ecological Restoration Projects (multiple)
- Holly Lakefront Trail Enhancements
- Holly Trailhead
- Longhorn Bridge Bench Program
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 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 take steps to get feedback from marginalized or under-represented people, We take steps to ensure people feel comfortable being honest with us, 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?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
4.40
Months of cash in 2022 info
24.8
Fringe rate in 2022 info
16%
Funding sources info
Assets & liabilities info
Financial data
The Trail Conservancy
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 The Trail Conservancy’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.
Created in partnership with
Business model indicators
Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$68,533 | $192,199 | $1,046,887 | $515,395 | $324,466 |
As % of expenses | -2.1% | 10.0% | 47.6% | 24.3% | 12.6% |
Unrestricted surplus (deficit) after depreciation | -$69,855 | $191,252 | $1,046,887 | $515,395 | $308,648 |
As % of expenses | -2.1% | 9.9% | 47.6% | 24.3% | 11.9% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $3,171,451 | $2,049,297 | $2,675,241 | $3,939,710 | $3,848,009 |
Total revenue, % change over prior year | 104.6% | -35.4% | 30.5% | 47.3% | -2.3% |
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 | 0.2% | 1.1% | 0.4% | 0.1% | 0.2% |
Government grants | 1.9% | 9.4% | 23.4% | 0.6% | 2.1% |
All other grants and contributions | 97.9% | 89.5% | 75.9% | 97.8% | 96.3% |
Other revenue | 0.0% | 0.0% | 0.3% | 1.4% | 1.4% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $3,317,509 | $1,927,934 | $2,201,385 | $2,123,773 | $2,579,630 |
Total expenses, % change over prior year | 126.1% | -41.9% | 14.2% | -3.5% | 21.5% |
Personnel | 15.7% | 31.7% | 32.7% | 42.4% | 50.4% |
Professional fees | 2.8% | 8.3% | 18.1% | 18.6% | 6.3% |
Occupancy | 0.6% | 2.6% | 2.2% | 2.6% | 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 | 81.0% | 57.4% | 47.0% | 36.5% | 40.4% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $3,318,831 | $1,928,881 | $2,201,385 | $2,123,773 | $2,595,448 |
One month of savings | $276,459 | $160,661 | $183,449 | $176,981 | $214,969 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $89,373 | $375,329 |
Total full costs (estimated) | $3,595,290 | $2,089,542 | $2,384,834 | $2,390,127 | $3,185,746 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 4.2 | 7.3 | 10.0 | 21.0 | 24.8 |
Months of cash and investments | 8.8 | 15.7 | 16.4 | 25.3 | 24.8 |
Months of estimated liquid unrestricted net assets | 0.8 | 2.5 | 7.9 | 10.6 | 8.5 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Cash | $1,171,700 | $1,168,100 | $1,825,827 | $3,708,434 | $5,333,192 |
Investments | $1,251,505 | $1,346,445 | $1,174,253 | $762,940 | $0 |
Receivables | $87,590 | $318,803 | $153,004 | $562,310 | $1,197,645 |
Gross land, buildings, equipment (LBE) | $23,596 | $0 | $0 | $89,373 | $452,217 |
Accumulated depreciation (as a % of LBE) | 90.9% | 0.0% | 0.0% | 0.0% | 0.7% |
Liabilities (as a % of assets) | 1.1% | 9.6% | 2.2% | 2.8% | 15.5% |
Unrestricted net assets | $213,747 | $404,999 | $1,451,886 | $1,967,281 | $2,275,929 |
Temporarily restricted net assets | $2,296,539 | N/A | N/A | N/A | N/A |
Permanently restricted net assets | $17,200 | N/A | N/A | N/A | N/A |
Total restricted net assets | $2,313,739 | $2,230,264 | $1,683,729 | $3,084,994 | $4,305,459 |
Total net assets | $2,527,486 | $2,635,263 | $3,135,615 | $5,052,275 | $6,581,388 |
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
CEO
Kimberly McNeeley
Joining The Trail Conservancy team in June 2024, Kimberly brings over three decades of experience in recreational management and community engagement to her role as CEO. Prior to joining TTC, Kimberly served 14 years with the Austin Parks and Recreation Department, appointed as Director in 2019. Throughout her career, Kimberly has been a passionate champion for initiatives that connect communities and children to nature and explore environmentally responsible maintenance practices that increase sustainable and biodiverse ecosystems.
Under Kimberly’s leadership, TTC will continue to implement responsible environmental stewardship while fostering community connections through innovative programs and inclusive activities. Her vision for the Ann and Roy Butler Trail is to offer sanctuaries of respite and beauty within Austin’s urban landscape. She will further strengthen the Conservancy’s collaboration with all its stakeholders, advancing conservation and community goals.
Number of employees
Source: IRS Form 990
The Trail Conservancy
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
The Trail Conservancy
Board of directorsas of 07/22/2024
Board of directors data
Claire Hempel
Andy Austin
United States Magistrate Judge
Zach Hunter
Lee & Associates
Chris Whittaker
Ashley Fisher
Ashley Jones
Aquila Commercial
Chris Ragland
Chris Whitaker
Evan Taniguchi
Jim Matoushek
Kenny Carothers
Kevin Lanza
Matt Harriss
Michael Marin
Mike Shaw
Muna Mitchell
Rob Gandy
Sandra Gonzalez
Tara Shaikh
Scott Thomas
Taylor Davis
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
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
No data
Disability
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G