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Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

Mission StatementMORE »

Essex County Greenbelt is a non-profit land trust dedicated to conserving the farmland, wildlife habitat and scenic landscapes of Essex County. Greenbelt has conserved nearly 17,000 acres of local land and has been directly involved in protecting 75% of the acreage conserved in the past ten years.

Mission Statement

Essex County Greenbelt is a non-profit land trust dedicated to conserving the farmland, wildlife habitat and scenic landscapes of Essex County. Greenbelt has conserved nearly 17,000 acres of local land and has been directly involved in protecting 75% of the acreage conserved in the past ten years.

FinancialsMORE »

Fiscal Year Jan 01, 2015 to Dec 31, 2015
Projected Income $1,401,000.00
Projected Expense $1,400,700.00

ProgramsMORE »

  • Land Conservation
  • Land Stewardship

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

Essex County Greenbelt is a non-profit land trust dedicated to conserving the farmland, wildlife habitat and scenic landscapes of Essex County. Greenbelt has conserved nearly 17,000 acres of local land and has been directly involved in protecting 75% of the acreage conserved in the past ten years.

Background Statement

Essex County Greenbelt Association is a non-profit land trust that works to conserve the farmland, wildlife habitat and scenic landscapes within the 34 cities and towns of Essex County, Massachusetts. Since its founding in 1961, Greenbelt has conserved nearly 17,000 acres of local land and has been directly involved in protecting 75% of the acreage conserved in the past ten years. Now completing an average of 20 projects per year, we are regarded as one of the most productive and efficient land trusts in the nation. 

Greenbelt conserves land by acquiring parcels which we then own and manage in public trust; by holding conservation restrictions on land owned by individuals and families, municipalities and other conservation organizations; and by assisting our many collaborative partners in land conservation projects, through our experience and support, expertise, and financial assistance.

In addition to our land conservation and stewardship work, Greenbelt connects people to the natural world through our Monthly Walk Series, trail runs, interactive website, print and enewsletters, social media outlets and publications that include property maps, photographs, illustrations, and descriptions of our region’s vibrant natural and human history.

Greenbelt’s success stems from our ability to remain focused on our core land conservation mission. We are creative and innovative in structuring land protection projects, resourceful in attracting additional dollars to leverage our conservation investments, widely recognized for our ability to work collaboratively with many partners throughout the community, and committed to a grass roots approach to land conservation. Through active land conservation initiatives, as well as multi-platform public outreach, Greenbelt continues to build a community of conservation and stewardship throughout the region.


Impact Statement

Greenbelt acquires and manages land to perpetually protect the integrity of our ecological systems, maintain a base of local agriculture, and preserve our scenic vistas. A primary focus of our work is the creation of a network of “greenbelts” consisting of natural corridors and visually intact landscapes, some of which are working lands such as farmland, and others that are accessible to the public and managed for outdoor recreation.


Needs Statement

We know that a full 25% of Essex County’s 320,000-acre land base remains unbuilt and unprotected. At increasing risk is 80,000 acres of family farmland, vanishing habitats and the scenic vistas that give this region its special appeal. We know that we will be unable to save it all, but Greenbelt seeks to commit its resources to protecting the highest priority parcels for conservation. Greenbelt’s Campaign for 10,000 Acres is our declaration of an ambitious goal to double our current pace of land protection from about 450 acres per year to 1,000 acres per year for the next decade.

CEO Statement

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Board Chair Statement

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Geographic Area Served

NORTHEAST REGION, MA
the 34 communities of Essex County, MA

Organization Categories

  1. Environment - Natural Resources Conservation & Protection
  2. -
  3. -

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

No

Programs

Land Conservation

Since 1961, Greenbelt has helped landowners, farmers, cities, towns and organizations in Essex County realize their land conservation. As a result of our efforts, we have protected nearly 17,000 acres of land in Essex County.

Working in partnership with private and public landholders, Greenbelt offers permanent solutions to realize land conservation goals. Our work also helps to improve air and water quality, preserve fragile ecosystems that are homes to wildlife and plant species, sustain agricultural land to assure a safe, local food supply and protect vulnerable scenic view sheds and open space that contribute to the region's unique quality of life.

Budget  --
Category  Environment, General/Other
Population Served Adults Families
Program Short-Term Success  Greenbelt will continue to evaluate and adjust the Land Conservation Outreach Initiative through the metrics used since the program’s inception, which include: number of completed projects, number of active projects and projects in the pipeline, and funding secured through federal, state and local sources.  Through December 2016, we have completed 60 projects totaling nearly 2,000 acres. 

Land Conservation's Outreach Initiative has generated a tremendous amount of interest, having significant impact beyond Essex County and emerging as one of the most comprehensive and strategic programs of its type.

As local and national organizations seek to adopt components of Greenbelt’s program and look to us for guidance, we can leverage our experience to foster more effective conservation for many other organizations.
Program Long-Term Success 

In 2013, Greenbelt’s Board of Directors and staff examined our capabilities and the current universe of conservation opportunity. We know that a full 25% of Essex County’s 320,000-acre land base remains unbuilt and unprotected. Eighty thousand acres of family farmland, vanishing habitats and the scenic vistas that give this region its special appeal are at risk.

We know that we will be unable to save it all, but Greenbelt has committed its resources to protecting the highest priority parcels for conservation. Greenbelt’s Campaign for 10,000 Acres is our declaration of an ambitious goal to double our current pace of land protection from about 450 acres per year to 1,000 acres per year for the next decade.

Program Success Monitored By  --
Examples of Program Success  •    For the last two years, Greenbelt has been working to secure the permanent conservation of 525 acres in Hamilton and Essex known as the Sagamore Hill Conservation Area.  The core 340-acre property was secured for conservation in 2016 as a result of a $5.1M fundraising campaign led by Greenbelt.  A combination of state, local and private funds combined to achieve this objective.  The property will be opened to the public as Greenbelt's largest public reservation in June 2017. An outer ring of an additional 6 parcels of private property were protected via Conservation Restriction in 2016. They help create a conservation corridor or greenbelt that will protect local watershed land, wildlife habitat and a swath of interconnected trails available for public recreation. 

Land Stewardship

Greenbelt's Land Stewardship Department cares for the many different kinds of property we conserve. The Stewardship staff is responsible for maintaining public access to many of our owned properties; creating and maintaining trails, mowing agricultural fields and grasslands, installing signage, fencing, and all the other work associated with maintaining conservation land. Greenbelt also monitors private land permanently protected by conservation restriction or CRs, to ensure that landowners are following the principles of the CR.
Budget  --
Category  Environment, General/Other
Population Served Families Adults
Program Short-Term Success  Near term achievements of the Stewardship Department include expanding the osprey outreach and educational program; improving access to our network of reservations; enhancing the grounds at our Cox Reservation, Greenbelt's headquarters and flagship property; and maintaining and enhancing our extensive network of trails.
Program Long-Term Success 

Greenbelt’s land conservation and stewardship mission serves the 748,000 year-round county residents, thousands of tourists from the greater Boston area and from around the world, as well as the many species of plants, animals, birds and other living creatures that depend on natural habitat to survive. As a regional land trust, Essex County Greenbelt protects the quality of the environment by conserving land and protecting the integrity of natural systems for current and future generations that will inherit the legacy of this beautiful landscape and environment.

Program Success Monitored By  --
Examples of Program Success 
Greenbelt's Stewardship team began conducting Osprey conservation in 2007 when it constructed its first nesting platform at the Cox Reservation. Since then our successes include:
  • Installed 8 new nesting platforms and repaired countless others on Greenbelt and other properties
  • Created Osprey Watch and coordinated monitoring of approximately 25 active osprey nests in 2013 using Greenbelt staff and more than 15 volunteer citizen scientist nest monitors
  • Installed a webcam in 2013 at the Cox Reservation Osprey nest in Essex and fed a live stream to the Greenbelt and other websites
  • Installed two informational kiosks in 2013 about osprey biology and conservation
  • Banded 13 Osprey chicks and placed satellite transmitters on two juvenile Osprey in 2013 as part of a long-term research project on Osprey migration with lead investigator Dr. Rob Bierregaard

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. Edward O. Becker
CEO Term Start Mar 1987
CEO Email [email protected]
CEO Experience --
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
-- -- --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

--

CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 11
Number of Part Time Staff 1
Number of Volunteers 350
Number of Contract Staff 3
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 11
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 7
Male: 4
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Under Development
Nondiscrimination Policy Under Development
Whistle Blower Policy No
Document Destruction Policy --
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit --
State Registration --

Risk Management Provisions

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Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Mrs. Anne B Madden
Board Chair Company Affiliation Nurse Practicioner
Board Chair Term May 2016 - May 2017
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Brad Aham Bluefish Properties Voting
Ken Aspeslagh Friends of North Andover Trails Voting
Francis Culver The Culver Company Voting
Doug DeAngelis Lynx System Developers, Inc Voting
Peter Dorsey Real Estate Agent Voting
Alison Falk Community Volunteer Voting
Elizabeth Harrigan Community Volunteer Voting
Jerry Klima Community Volunteer Voting
Barry LaCroix MA Dept of Revenue Voting
Philip Lake Lake Legal, LLC Voting
Holly Langer Community Volunteer Voting
Peter Loring Loring, Wolcott & Coolidge Voting
Charles Mann Windover Construction Voting
Ann Nichols Community Volunteer Voting
Spencer Purinton RPI-Appex Voting
Elizabeth Shields Community Volunteer Voting
Anne-Seymour St. John Community Volunteer Voting
David Tory Retired Voting
Kent Wosepka Goldman Sachs Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 19
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 7
Male: 12
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits --
Board Meeting Attendance % --
Written Board Selection Criteria No
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

  • --
  • Board Development / Board Orientation
  • Capital Campaign
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Investment

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year Jan 01, 2015 to Dec 31, 2015
Projected Income $1,401,000.00
Projected Expense $1,400,700.00
Form 990s

2015 ECGA 990

2014 ECGA 990

2013 ECGA 990

2012 ECGA 990

2011 ECGA 990

Audit Documents

2015 Audited Financials

2014 Audited Financials

2013 Audited Financials

2012 Audited Financials

2011 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $7,437,716 $6,985,296 $4,999,850
Total Expenses $1,748,966 $1,582,263 $2,039,770

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $85,000 $145,000 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $85,000 $145,000 --
Individual Contributions $6,601,462 $3,738,479 $4,019,659
Indirect Public Support -- $0 --
Earned Revenue $425,683 $349,227 $357,209
Investment Income, Net of Losses $292,347 $2,717,547 $593,774
Membership Dues -- $0 --
Special Events $33,224 $35,043 $29,208
Revenue In-Kind -- -- --
Other -- $0 --

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $1,448,409 $1,264,376 $1,715,082
Administration Expense $92,170 $90,229 $94,579
Fundraising Expense $208,387 $227,658 $230,109
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 4.25 4.41 2.45
Program Expense/Total Expenses 83% 80% 84%
Fundraising Expense/Contributed Revenue 3% 6% 6%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $40,533,645 $34,710,768 $32,384,837
Current Assets $3,141,729 $2,061,435 $1,391,650
Long-Term Liabilities $475,000 $0 $900,000
Current Liabilities $134,711 $97,012 $103,863
Total Net Assets $39,923,934 $34,613,756 $31,380,974

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy Percentage
Percentage(If selected) 3.0%
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? Yes
Capital Campaign Purpose --
Campaign Goal $10,000,000.00
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 23.32 21.25 13.40

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 1% 0% 3%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Documents


Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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3. What are your organization’s capabilities for doing this?

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4. How will your organization know if you are making progress?

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5. What have and haven’t you accomplished so far?

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