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Wright-Locke Farm Conservancy, Inc.

 PO Box 813
 Winchester, MA 01890
[P] (781) 729-8775
[F] --
www.wlfarm.org
[email protected]
Lia ODonnell
Facebook Twitter
INCORPORATED: 2008
 Printable Profile (Summary / Full)
EIN 26-3409084

LAST UPDATED: 12/31/2018
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

The Wright Locke Farm Conservancy promotes the understanding of agriculture, natural science, and history among the youth and adults of Winchester and surrounding towns through our educational, agricultural, social and recreational programs and through the use and presentation of the historic farm buildings and objects to help current and future generations develop skills that promote cooperation, self-reliance, and prudent respect for nature.

Mission Statement

The Wright Locke Farm Conservancy promotes the understanding of agriculture, natural science, and history among the youth and adults of Winchester and surrounding towns through our educational, agricultural, social and recreational programs and through the use and presentation of the historic farm buildings and objects to help current and future generations develop skills that promote cooperation, self-reliance, and prudent respect for nature.

FinancialsMORE »

Fiscal Year Jan 01, 2018 to Dec 31, 2018
Projected Income $374,220.00
Projected Expense $330,608.00

ProgramsMORE »

  • Farm-based Education Programs
  • Historic Preservation and Interpretation Program
  • Sustainable Agriculture and Land Stewardship

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Overview

Mission Statement

The Wright Locke Farm Conservancy promotes the understanding of agriculture, natural science, and history among the youth and adults of Winchester and surrounding towns through our educational, agricultural, social and recreational programs and through the use and presentation of the historic farm buildings and objects to help current and future generations develop skills that promote cooperation, self-reliance, and prudent respect for nature.

Background Statement

Wright-Locke Farm has been a working farm since 1637. Over the years the Farm expanded, then contracted as pieces were sold off for development or taken for public purposes. Eventually, only 20 acres remained and farming operations had dwindled to a large pick-your-own raspberry patch. In 2007, to prevent a dense multi-family development, the citizens of Winchester, under their right of first refusal, voted decisively to authorize the Town to purchase the land. A year later, following spirited community discussions on how to reuse the land, the Hamilton Farm master planning committee recommended, and Town meeting approved, formation of the Wright-Locke Farm Conservancy to steward 7.6 acres containing the historic farmstead buildings, raspberry patch, and abandoned agricultural fields. In 2008, the Town gave the Conservancy a 30-year lease on the 7.6 acres under its care. The remainder of the land, it was understood, would be sold for development for no less than $7 million, about 50% of the original purchase price.
 
Over the next few years the Conservancy transformed a tired raspberry patch, overgrown fields and neglected buildings into a vibrant and welcoming working farm. With broad community support and encouragement, we hired a farmer, brought land back into production, purchased farming equipment, built a greenhouse, added chickens, sheep and goats, reroofed all the buildings, added handicapped-accessible bathrooms, and introduced farm education programs for young and old alike. Along the way we hired an executive director to keep things moving forward.
 
In the meantime, the Town tried twice, unsuccessfully, to sell for development the 12.5 acres not leased to the Conservancy. By the time the third attempt came around, the entire Farm had become a valued community asset. Concerned and generous citizens formed the Wright-Locke Land Trust, a tax-exempt 501(c)(3) corporation, to raise money and submit a competitive, and ultimately successful, bid for the land. The Land Trust intends to lease a roughly one-acre parcel to the Conservancy for parking and development of a year-round facility and place the remainder under a conservation restriction.
 
The knowledge that the entire farmscape will remain intact for generations to come has created exciting new opportunities and challenges for the Conservancy that the board is beginning to explore.
 

Impact Statement

Even before the Town of Winchester acquired the farm and created the Conservancy, many residents came up to the farm in late summer to pick raspberries. This tradition has continued, with more coming every year as word spreads that the Conservancy is not only family-friendly but has created a new local focus of enjoyment, education, recreation, and entertainment for the citizens of Winchester and surrounding towns.
 
Families and individuals interact with us in many ways.As we began to till the fields, we found many folks were willing to volunteer to make things happen. Many volunteers helped to harvest and prepare vegetables for sale at farmers’ markets in Winchester, Lexington, and Melrose, and to local restaurants.It soon became evident that to be serious about growing crops for market we needed a greenhouse. Generous friends of the Farm made this happen, and in 2013 we had our first early tomatoes and even earlier greens. As production increased we added paid help to ensure that we can keep markets supplied, but we still welcome and make full use of our volunteers. In 2014 we added a CSA (Community Supported Agriculture) program to better serve our surrounding communities.
 
In 2012, some local middle-school students pointed out that a real farm needs chickens. We invited them to research the project and come up with a plan for caring for them. They went to work and soon we had several families in town tending half a dozen baby chicks each until they were big enough to move into the refurbished chicken coop. By mid-summer they were laying eggs and we suddenly had a whole new way of interacting with the community. The eggs are so popular they barely get cold before being purchased.
 
Once we had the farm operations established we started our education programs. As with other programs at the farm, we started with a partly volunteer effort until we hired an education director. We now have classes for children during school vacations, after school in spring and fall, and week-long classes throughout the summer. During the school year we host special classes to complement the area public school curricula. Our education director is also available for in-school and on-farm presentations. Additionally, we have adult workshops on everything from foraging to jam making. Along the way we added sheep and goats to enhance our farm education program and increase the farm experience for casual visitors.
 
In 2013 we added a series of Family Farm Nights on Thursday evenings during late June and July. These are free events with musical entertainment that provide families an opportunity to bring a picnic and enjoy the farm together. Participation has grown to more than a thousand adults and children on warm summer evening. We also make the farm available to private parties at reasonable rental rates.
 
The three sources of operating revenue—agriculture, farm education classes and rentals—cover our operating costs with enough surplus to support the bulk of our administrative costs. We remain dependent on our friends and supporters for the funds necessary for large capital investments and to restore the historic buildings. Though all our buildings are serviceable, they are not at the standard they deserve.
 

Needs Statement

The Wright-Locke Farm Conservancy’s top five needs are the following:
 
1. Improved parking facilities, including a reconstructed entrance, graded parking area, and appropriate landscaping. ($50,000)
 
2. Replacement of our aging irrigation system. (Cost $10,000)
 
3. Installation of a modern composting system. ($5,000)
 
4. Replacement of broken, deteriorated, and missing windows in the Squash House.(Cost $60,000)
 
5. Professional studies to determine the best way to use the property 82 Ridge Street to accommodate year-round activities and provide facilities for making our own value-added farm-based products. (Cost $50,000)
 

CEO Statement

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Board Chair Statement

Wright-Locke Farm is a special place. As a farm that has operated continuously since the 1630s, it reminds us that Winchester was once a farming community, providing food to local markets. Today Wright-Locke is a thriving community farm, continuing the farming tradition, but also serving as a place where families and folks of all ages can learn where their food comes from, hold a chicken, pat a lamb, enjoy the outdoors, and learn the importance of sustainable agriculture.
 
Many Americans today do not appreciate the value of food because they have little connection with the land. At Wright-Locke Farm we strive to rebuild that connection by inviting the community to participate in the life of the farm in a variety of ways. Dozens of families have taken responsibility for raising our flock of chickens; others help harvest, learn how to care for lambs and bees, maintain trails, help with preschool classes, and undertake Scout merit badge projects. Visit the farm on a warm summer day and you will see teenagers and adults conversing while they plant, weed or harvest and share lunch around a picnic table. Or you might observe parents being led on a tour of the farm by a young farmer confidently relating what had been learned earlier that day, or see children enjoying a tractor ride, or perhaps just enjoying being outdoors. That sense of community is what drives us to build on our past success and create a sustainable path forward.
 
Today we find ourselves in a position we barely dared to dream about two years ago. From our first days, we faced the possibility that the acreage surrounding, but not leased to, the Conservancy, would be sold for residential development. With encouragement and help from our many friends, we mounted a fundraising appeal and submitted an ultimately successful bid to the Town to purchase the land around the working Farm. This wonderful outcome will ensure that this land, so critical to the ambience of the Farm, will remain undeveloped for posterity. We will use this land to enhance our agricultural and educational efforts and to keep an unbroken connection to the adjacent conservation lands.

Geographic Area Served

NORTHEAST REGION, MA

The Wright-Locke Farm Conservancy, Inc. serves residents in Winchester, MA and its surrounding communities including:
 
Arlington, MA 02474, 02475, 02476
Cambridge, MA 02138, 02139, 02140, 02141
Lexington, MA 02420, 02421
Medford, MA 02155
Melrose, MA 02176
Stoneham, MA 02180
Winchester, MA 01890
Woburn, MA 01801

Organization Categories

  1. Education - Elementary & Secondary Schools
  2. Food, Agriculture & Nutrition -
  3. Food, Agriculture & Nutrition - Farmland Preservation

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

No

Programs

Farm-based Education Programs

Beginning in 2012 Wright-Locke Farm began offering week long programs to acquaint elementary school children with where their food comes from and what it takes to raise it. Initially our programs were offered to children in two groups, those entering kindergarten through second grade and those entering third grade through fifth grade. In 2013 we doubled the number of programs offered and have since expanded our programs to include spring and fall after-school programs, programs for home-schooled children, family oriented programs, and adult workshops.In addition, we work with area preschools to provide informative farm visits and with interested students and adults to integrate them into day-to-day farm operations such as harvesting crops and caring for our chickens, sheep, goats, and bees. We are also working with the local schools to integrate the farm into their curricula.
Budget  $100,000.00
Category  Education, General/Other Elementary & Secondary Education
Population Served Children and Youth (0 - 19 years) Families Adults
Program Short-Term Success  Our Farm Education program is in its fifth year. In 2015 we had over 600 children enrolled in our various education classes. Near term achievements were easy to quantify. After each program we emailed an internet survey to the parents of the students and 100% said they would sign their child up for another session. Clearly we caught the attention of this group of elementary students, a necessary first step.Immediate outcomes were frequent stories from parents who noted that, to their surprise, children requested fresh vegetables for dinner, especially if they could prepare them as they did at the farm. That preparation was simply giving a child a plastic knife with which to peel and cut up the seasonal vegetable of the day. Children are more invested in their food if they have had the opportunity to grow, harvest, and prepare it. Over 20 adult classes will be offered by year end.
Program Long-Term Success  Our ultimate goal is to connect our community with the source of their food. We observe that neither children nor their parents seem knowledgeable about how their food is produced. They are surprised to hear that all egg-laying chickens are female, that you cannot grow tomatoes outside in April, that most bees in a hive are female, or that fresh local vegetables taste better than vegetables bred not for taste but for their ability to travel long distance. Learning about food and thereby creating better eating habits is crucial to good health.
Program Success Monitored By  We gauge the success of our education programs by the degree of sense of “ownership” of the farm that our students develop.These elementary children become the teachers of their families. We hear them patiently explaining how things work on the farm to their parents and siblings. They know the average number of eggs a hen lays per week (6), how to harvest beans (by size), and where the lanolin gland on a sheep is found (underneath and forward of where the back legs join the lamb. Our programs are designed to be instructive as well as fun. You will not see lectures, but instead observe children actively participating and getting dirty in the process.
Examples of Program Success  If popularity is an indicator of program success, our program is doing well. We regularly have waiting lists for the most popular weeks.Although we do advertise the programs in the school newsletters and on our website, many of our new enrollments stem from word of mouth, with more coming every year from neighboring communities.

Historic Preservation and Interpretation Program

The Wright-Locke Farm was established in the 1630s and remains the last continuously operating farm in Winchester and one of the few remaining farms within the I-95 beltway. It includes an intact farmstead consisting of five buildings on the National Register of Historic Places and is recognized by the Canadian government as the homestead of Philemon Wright, the individual who first settled what is now the Capitol Region of Canada.In addition to the historic buildings, there remains on the property a large collection of historic farm implements, most of which were manufactured in New England. The objective of our historic preservation program is to preserve and protect these historic assets and to interpret them for the benefit of present and future generations. When the Conservancy began operations the buildings were suffering from years of deferred maintenance and consequently the primary focus of our efforts was to stabilize them.We have accomplished that; the next challenge is to restore the windows in the historic squash house.
Budget  $60,000.00
Category  Arts, Culture & Humanities, General/Other Historic Preservation & Conservation
Population Served Families Children and Youth (0 - 19 years) Adults
Program Short-Term Success  Through 2014, the Conservancy has expended over $250,000 dollars replacing leaking roofs and gutters,replacing rotting sills,restoring heavy doors to working order, and painting the house and farm stand.But much remains to be accomplished. Nearly a third of the windows in the unique squash house have no sashes and are protected only by loosely fitting and decaying storm windows and the two barns are in need of painting.Our goal over the next three years, funds permitting, is to restore the squash house to a weather tight condition, provide security for historic items, and begin the installation of interpretive signage. We have also completed nine oral histories and have identified several additional individuals whom we will schedule for interviews in the near future.
Program Long-Term Success  The long term objective of this program is to stabilize and maintain the historic buildings and collection of farm objects while developing interpretative materials that permit visitors to under stand them.
Program Success Monitored By  The success of this program is obviously measured by the progress we are make in restoring the historic buildings to good condition and in installing interpretive materials.
Examples of Program Success  Since its founding in 2008, the Conservancy has made great strides towards stabilizing the historic buildings. All five historic buildings have received new roofs and most have been painted. In2012, we arranged for the permanent loan of a 100-year-old horse drawn market wagon that was used by the Locke family to haul produce to Faneuil Hall. It is on display with its larger mate in the 1827 barn.We are working with a historian to document and catalog the various historic farm items.

Sustainable Agriculture and Land Stewardship

The Conservancy operates a certified organic market garden farm to demonstrate by example the benefits of sustainable farming practices. On the farm we grow over 35 different vegetables and a few fruits as well as over twenty varieties of flowers that we sell at two farmers markets and through a CSA. We also sell to several local restaurants and provide excess food to a local food bank. In addition we grow raspberries which we sell to the public on a pick-your-own basis. This has the added advantage of increasing awareness of the farm. In addition to providing revenue, the sustainable agriculture program serves as a platform for our farm-based education programs.
Budget  $106,000.00
Category  Food, Agriculture & Nutrition, General/Other Agricultural Production
Population Served General/Unspecified Children and Youth (0 - 19 years) Families
Program Short-Term Success  This program has engaged the community in many ways. Our chickens are raised and cared for by over a dozen families who share the day-to-day duties. Like wise our bee committee oversees the management of our beehives and numerous volunteers help each week with harvesting, washing and preparation of vegetables for market.
Program Long-Term Success  The sustainable agriculture and land stewardship program seeks to demonstrate the value of organic production of food and reconnect people with the land, the ultimate source of their food.At the same time it serves to remind us of the agricultural heritage of our communities by continuing the legacy of agriculture in New England.
Program Success Monitored By  The success of our sustainable agriculture and land stewardship program can be measured by the growth in revenue from an increasing variety of farm products and the number of repeat customers at our farm stand, CSA, and market stalls.
Examples of Program Success 
One key measure of the success of our sustainable agriculture programs is that the program itself is self-sustaining, generating sufficient revenue to cover its costs.  But the real measure of success comes from the families and children who participate in farm programs. One mother recently jokingly asked us what we had done to her son to make him want to eat vegetables when she couldn't get him to even try them.  The day before his class has helped harvest cucumbers that they then peeled and ate as a snack.  That night, when he saw his mother with a cucumber he asked if he could help peel it and then proceeded to eat a good portion of it.  He had learned that fresh vegetables taste good and we shared his mother's joy.  It is events like that the keep us motivated to keep moving forward and improve our programs.

CEO/Executive Director/Board Comments

The Wright-Locke Farm Conservancy offers three major programs
 
1. Farm-based education,
2. Sustainable agriculture and land stewardship,
3. Preservation of the farm's history and historic buildings.
 
Our challenge now is to consolidate the rapid gains that we have made to date and take advantage of the land now held by the Wright-Locke Land Trust for the benefit of the Conservancy to increase the scale and impact of our programs.

Management


CEO/Executive Director Mr. Philip A. McIntyre
CEO Term Start Feb 2013
CEO Email [email protected]
CEO Experience Archie McIntyre has served as the Executive Director of Wright-Locke Farm since 2013. Prior to his involvement with the Farm, Archie worked for 10 years as founder and chief executive of Archie’s Island Furniture of Woburn, MA, a small business that manufactured and marketed outdoor furniture. Archie also serves as Board Chair of Gardens for Health International, an NGO working to combat childhood malnutrition in Rwanda.
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
Ms. Adrienne Altstatt Field Manager
Adrienne is our lead farmer. She joined us in 2011 with nine years of experience managing a certified organic farm and six years with Red Wiggler Community Farm in Germantown, Maryland. She has also served as a farm consultant to USAID, providing advice on sustainable agriculture to farmers in Nicaragua.
Ms. Erika Gorgenyi Education Coordinator
Prior to her appointment as Education Coordinator for Wright-Locke Farm, Rebekah served for two years as Garden Educator & Facilitator for the Waltham Fields Community Farm, Waltham, MA. While there she was responsible for educational and volunteer program development, facilitation, monitoring, and evaluation. She also served as a content provider for Waltham Fields social media outreach programs (blog, Facebook, etc.) as well as assisting in small-scale organic agricultural production and distribution.

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 5
Number of Part Time Staff 10
Number of Volunteers 75
Number of Contract Staff 1
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 1
Caucasian: 12
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 10
Male: 3
Not Specified 0

Plans & Policies

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

Risk Management Provisions

Automobile Insurance
Directors and Officers Policy
Workers Compensation and Employers' Liability
Commercial General Liability
Liquor Liability

Reporting and Evaluations

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

Governance


Board Chair Ms. Lia ODonnell
Board Chair Company Affiliation Wright-Locke Farm Conservancy
Board Chair Term Nov 2018 - Nov 2019
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Charlene Clare Band Community Volunteer Voting
Sara Ferguson Community Volunteer Voting
Cynthia Latta Community Volunteer Voting
Christian Mango Community Volunteer Voting
Douglas Marmon Community Volunteer Voting
Amelia O’Donnell Community Volunteer Voting
Sally Quinn Community Volunteer Voting
Nathan Rome Community Volunteer Voting
Mary Ellen Rourke-Falvy Community Volunteer Voting
Jill Shay Community Volunteer Voting
Roger Wilson Community Volunteer 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: 11
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 4
Male: 7
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 83%
Written Board Selection Criteria No
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation No

Standing Committees

  • Communications / Promotion / Publicity / Public Relations
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Education
  • Executive
  • Facilities
  • Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)

CEO/Executive Director/Board Comments

The Wright-Locke Farm Conservancy is entering its seventh year of existence and has grown to the point that a full-time professional staff is required to adequately manage day to day operations.  While this sets the stage for future expansion of our activities, it also presents new challenges and the need for more formal policies, appropriate oversight of the new staff, and increased fundraising. 
At the time of its purchase by the Town of Winchester, the farm consisted of 20 acres, all that remained of what once was a thriving 110 acre farm.  To gain approval of Town Meeting for the purchase, the Board of Selectmen promised to sell off a portion of the 20 acres for development to recoup a portion of the purchase price, leaving 7.5 acres to be preserved by the Conservancy.  Unfortunately at that time no consideration was given to impact of encroaching development on the rural aesthetic of the farm or to the need for safe parking for farm visitors.  Consequently one of the greatest challenges facing the Conservancy at this time is securing a one acre adjoining parcel containing a derelict house that we would like to convert into an operations center for the Conservancy, housing both classroom and workrooms for our farm education programs as well as office space for Conservancy staff.  One of our major short term goals is to find a way to acquire that property without compromising our other program goals.
 
In the coming years it will become necessary to replace various members of our Board, all of whom have generously contributed to the success of the Conservancy. The board is comprised of members appointed by several different town committes and boards and we need to work closely with those board to diversify our board and to recruit younger members.
 
And, last but not least, we need to create and build an endowment to provide financial stability going forward.  To date we have had to commit signifcant resources to the restoration of our historic buildings and to provide startup capital for our various programs.  As we transition from an all volunteer management team, we hope to be able to focus more on establishing policies and procedures for corporate governance, build an endowment for future financial stability, and develop a comprehensive succession plan. 

Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Fiscal Year Jan 01, 2018 to Dec 31, 2018
Projected Income $374,220.00
Projected Expense $330,608.00
Form 990s

2016 Form 990

2015 Form 990

2014 Form 990

2013 Form 990

2012 Form 990

2011 Form 990

2010 Form 990

2009 Form 990

Audit Documents

2016 Audit

2015 Review

2014 Review

2013 Review

2012 Review

2011 Compilation

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $603,161 $421,480 $404,069
Total Expenses $515,938 $357,929 $345,859

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $9,105 $7,268 $7,936
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $9,105 $7,268 $7,936
Individual Contributions $210,197 $129,686 $144,849
Indirect Public Support -- -- --
Earned Revenue $332,540 $263,530 $235,908
Investment Income, Net of Losses $1,262 $1,072 $1,192
Membership Dues -- -- --
Special Events $50,057 $19,923 $14,182
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $337,719 $265,933 $245,942
Administration Expense $113,470 $66,807 $69,844
Fundraising Expense $64,751 $25,189 $30,073
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.17 1.18 1.17
Program Expense/Total Expenses 65% 74% 71%
Fundraising Expense/Contributed Revenue 24% 16% 18%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $767,895 $684,762 $784,817
Current Assets $432,362 $398,733 $377,050
Long-Term Liabilities -- $0 $0
Current Liabilities $20,543 $24,633 $188,239
Total Net Assets $747,352 $660,129 $596,578

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $0.00
Spending Policy N/A
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? 6.00

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose In 2014-15, we participated in a campaign that raised $8.6 million for the Wright-Locke Land Trust to purchase the 12.5 acres of open land surrounding the Conservancy’s leased land. Our next capital campaign will fund the development of 82 Ridge Street to permit expansion and year-round operation of our education programs, facilities for processing our organic fruits and vegetables into shelf-stable products, and restoring the Squash House windows.
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 21.05 16.19 2.00

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

The Wright-Locke Farm Conservancy, Inc. is a young organization that has been growing rapidly.  We inherited five historic buildings that were suffering from deferred maintenance and in much need of new roofs, repairs to deterioriating soffits, facias, sills, gutters, and siding, and alarm systems to make them usable.  Our greatest challenge has been and continues to be to balance the need for capital improvements to stabilize our buildings with a growing need for working capital and the need to build a reserve fund to ensure continuity of operations. 
 
As we enter FY 2013 and beyond, we face the need to hire staff to take responsibility for day-to-day operations as the amount of effort required has become more than we can handle with volunteer effort alone.  In doing so we are incurring significant costs ahead of anticipated income streams from our farm and education programs and those costs make it necessary to carefully manage our cash flow.
 
Another huge challenge is growing our fund raising to support our capital and overhead needs.  We have budgeted our programs to be self-supporting and contribute to overhead, but we have yet to be able to fully cover our growing overhead expenses.  Our challenge is to increase our programs such that they fully cover direct and indirect costs in order to focus fundraising on necessary capital projects such as the addition of accessible public bathrooms and the purchase of a new tractor and accessories. 
 
Our greatest financial uncertainty relates to the potential opportunity to aquire a one acre parcel adjacent to the farm.  The Conservancy currently leases 7.5 acres of a 20-acre parcel purchased by the Town of Winchester in 2007.  The town intends to seek proposals from developers for the remaining 12.5 acres in order to recoup a portion of the original purchase price in the near future and, if the Conservancy is unable to acquire the abutting 1 acre parcel to protect against encroachment, such a failure could significantly impact our operations by removing critical parking areas, and destroying the rural ambience one presently senses when visiting the farm.  Our challenge is to identify an affordable way to acquire that property without significantly impacting our finacial stability or increasing our financial risk.

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


Other Documents

No Other Documents currently available.

Impact

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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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