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The Trust For Public Land Name provided directly to GuideStar from organization* as of: 03/31/2015: The Trust For Public Land

Organization Name as listed in the IRS Business Master File as of 04/16/2015: TRUST FOR PUBLIC LAND

* GuideStar encourages organizations to regularly update information on their GuideStar Nonprofit Profiles. This provides richer and broader information about their programs, impact, finances, people and more.

AKA  Trust for Public Land
San Francisco, CA

GuideStar Summary

&1002;      Updated Profile Organization has not reached a GuideStar Nonprofit Profile Participation Level ?
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&1002; Registered with IRS Legitimacy information is available
&1002; Evidence of Impact Expert Assessment and Reviews available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2014, 2013, and 2012 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit is available
  No Personal Reviews available No Personal Reviews available

Basic Organization Information

The Trust For Public Land Name provided directly to GuideStar from organization* as of: 03/31/2015: The Trust For Public Land

Organization Name as listed in the IRS Business Master File as of 04/16/2015: TRUST FOR PUBLIC LAND

* GuideStar encourages organizations to regularly update information on their GuideStar Nonprofit Profiles. This provides richer and broader information about their programs, impact, finances, people and more.
Also Known As: Trust for Public Land
Physical Address: San Francisco, CA 94104 
EIN: 23-7222333
Web URL: www.tpl.org 
Video URL(s): The Power of Parks
What Conservation Fincance is really about
NTEE Category: C Environmental Quality Protection, Beautification
C34 Land Resources Conservation
Year Founded: 1972 
Ruling Year: 1978 


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Mission Statement

The Trust for Public Land conserves land for people to enjoy as parks, gardens, and natural places, ensuring livable communities for generations to come.

Legitimacy Information

This organization is registered with the IRS.

This organization is required to file an IRS Form 990 or 990-EZ.

Institutional funders should note that an organization’s inclusion on GuideStar.org does not satisfy IRS Rev. Proc. 2011-33 for identifying supporting organizations.

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Annual Revenue & Expenses (IRS Form 990, April 2013)

Fiscal Year Starting: April 01, 2013
Fiscal Year Ending: March 31, 2014

Total Revenue $144,134,370
Total Expenses $141,728,322

Revenue & Expenses

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Balance Sheet (IRS Form 990)

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Leadership

(GuideStar Nonprofit Profile,
GuideStar encourages organizations to regularly update information on their GuideStar Nonprofit Profiles. This provides richer and broader information about their programs, impact, finances, people and more.
March 2015)

Mr. Will Rogers

Profile:

Will Rogers is the president and CEO of The Trust for Public Land. He has been with the organization since 1991, first as the director of California, Hawaii, and Nevada operations and as CEO beginning in 1998. Rogers is a nationally recognized advocate for land conservation and has given major addresses or interviews to the Urban Land Institute, the National Smart Growth Conference, the National Brownfields Conference, and Talk of the Nation, among others.

Board Chair (GuideStar Nonprofit Profile,
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March 2015)

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Board Co-Chair

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Board of Directors

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Board Leadership Practices (GuideStar Nonprofit Profile,
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March 2015)

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GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

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?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

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Organizational Demographics (GuideStar Nonprofit Profile,
GuideStar encourages organizations to regularly update information on their GuideStar Nonprofit Profiles. This provides richer and broader information about their programs, impact, finances, people and more.
March 2015)

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This section is not a requirement for any of the GuideStar Nonprofit Profile participation levels - Bronze, Silver, or Gold. Instead, it is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff.

Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

Self-Identified Gender Identity of Board & Staff ?

Board Members Staff Members full time Staff Members part time Senior Staff full time Volunteers
Female 37% 63% 65% 50% not collected
Male 63% 37% 35% 50% not collected
Transgender?/Unspecified non-conforming 0% 0% 0% 0% not collected
Individuals decline to state 0% 0% 0% 0% not collected

Self-Identified Race/Ethnicity of Board & Staff

Board Members Staff Members full time Staff Members part time Senior Staff full time Volunteers
Asian/Asian American 0% 6% 10% 11% not collected
Black/African American 0% 4% 0% 0% not collected
Hispanic/Latino/Latina 11% 2% 10% 0% not collected
Native American/American Indian/Alaska Native/Native Hawaiian 0% 1% 0% 0% not collected
White 89% 84% 74% 89% not collected
Multi-racial or multi-ethnic (2+ races/ethnicities) 0% 4% 6% 0% not collected
Individuals decline to state 0% 0% 0% 0% not collected

Self-Identified Sexual Orientation of Board & Staff

Board Members Staff Members full time Staff Members part time Senior Staff full time Volunteers
Lesbian, gay, bisexual not collected not collected not collected not collected not collected
Individuals decline to state not collected not collected not collected not collected not collected

Self-Identified Disability of Board & Staff

Board Members Staff Members full time Staff Members part time Senior Staff full time Volunteers
Persons with a disability? not collected not collected not collected not collected not collected
Individuals decline to state not collected not collected not collected not collected not collected

Strategies to Address Diversity

‡We track retention of staff, board, and volunteers across demographic categories
We have a diversity committee in place
We have a diversity manager in place
We have a diversity plan

People information was last updated by the nonprofit in March 2015

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Programs

Program: Parks for People (GuideStar Nonprofit Profile
GuideStar encourages organizations to regularly update information on their GuideStar Nonprofit Profiles. This provides richer and broader information about their programs, impact, finances, people and more.
March 2015)

Budget:
--
Category:
None
Population Served:
Children and Youth (infants - 19 years.)
Adults
Ethnic/Racial Minorities -- General

Program Description:

The Trust for Public Land works in cities and suburbs across America to ensure that everyone, in particular every child, enjoys close-to-home access to a park, playground, garden, or natural area. For the 80 percent of Americans who live in or near a city, neighborhood parks offer the closest connection to nature. Yet, today there is only 1 park for every 14,000 people in America. As a result, an entire generation is growing up disconnected from nature and the outdoors, missing out on the fun, fitness, and relaxation that parks provide. In park-poor neighborhoods, children play in streets, alleyways, or vacant lots instead of on grassy meadows or soccer fields. Or they simply stay inside—a national crisis of inactivity that has contributed to higher rates of obesity, diabetes, asthma, anxiety, and depression. Research shows that parks promote public health and revitalize local economies. They make cities more energy-efficient and less vulnerable to the effects of climate change. They connect neighbors to the great outdoors and to each other. The Trust for Public Land was founded to conserve land for people to enjoy as parks, gardens, and other natural places, and we’re still the only large conservation organization focused on this goal. Today, nearly ten million Americans live within a ten-minute walk of a park or natural area we’ve protected. We’re working toward a day when everyone has easy access to a safe, green place to play.

Program Long-Term Success:

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

Program: Land and Water (GuideStar Nonprofit Profile
GuideStar encourages organizations to regularly update information on their GuideStar Nonprofit Profiles. This provides richer and broader information about their programs, impact, finances, people and more.
March 2015)

Budget:
--
Category:
None
Population Served:
None
None
None

Program Description:

The Trust for Public Land conserves wilderness, including places that safeguard clean drinking water and preserve the natural beauty of coasts and waterways. The American conservation movement was born from a shared desire to protect our wildest places. Early visionaries proposed setting aside land to safeguard natural resources and connect people to the great outdoors. These park pioneers believed that as cities grew, access to nature would become one measure of a great nation. Today, the wilderness and waterways they protected are integral to our health, happiness, and quality of life. In addition to providing unsurpassed opportunities for recreation and renewal, these special places perform critical behind-the-scenes services—from helping mitigate the effects of climate change to protecting clean drinking water for millions of Americans. With an estimated two million acres of land lost to development every year, preserving these places is more important than ever. The Trust for Public Land helps communities nationwide balance the demands of growth with the protection of wilderness and open space. We use Geographic Information Systems (GIS) technology to identify and prioritize conservation goals—then we employ our finance, legal, and transaction expertise to accomplish them. Whether improving the health of a local bay or preserving public access to a beloved mountain trail, we're protecting life-giving land and water resources for all to enjoy.

Program Long-Term Success:

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

Program: Working Lands (GuideStar Nonprofit Profile
GuideStar encourages organizations to regularly update information on their GuideStar Nonprofit Profiles. This provides richer and broader information about their programs, impact, finances, people and more.
March 2015)

Budget:
--
Category:
None
Population Served:
None
None
None

Program Description:

The Trust for Public Land protects farms, ranches, forests, and other working lands that foster a healthy, vibrant agricultural system and support land-based livelihoods. America’s farms, ranches, and working forests yield food and timber, support local economies, safeguard clean water, and form some of our nation’s most beautiful landscapes. Whether a deep northern forest, an emerald mosaic of ranchland in the shadow of the Rocky Mountains, or the last farm in a New England town, working lands supply valuable resources and a link to our shared rural heritage. These places are too important to lose. But in many communities, rising property values are making it difficult for ranchers and farmers to pay taxes on their land, or to resist the pressure to sell to eager developers. The Trust for Public Land partners with landowners and public agencies to keep working lands working, preserving their benefits to the environment and the greater community. Often, we use conservation easements to safeguard property from development while compensating the landowner for the value such development might represent. This strategy conserves productive land and enables ranching, farming, or sustainable forestry to continue. Our work protects both land and livelihoods—beautiful farms, meadows, and forests that support our jobs, our health, and our quality of life.

Program Long-Term Success:

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

Impact Summary from the Nonprofit

Founded in 1972, The Trust for Public Land is the leading nonprofit working to conserve land for people. Operating from more than 30 offices nationwide, The Trust for Public Land has protected more than three million acres from the inner city to the wilderness and helped generate more than $34 billion in public funds for conservation. Nearly ten million people live within a ten-minute walk of a Trust for Public Land park, garden, or natural area, and millions more visit these sites every year. Learn more at www.tpl.org

Expert Assessment

TPL has demonstrated success in protecting Minnesota land for public enjoyment and habitat preservation. The organization has led local campaigns that made a clear impact on land conservation policy. Read More »

Expert Reviews and Comments

2011 Philanthropedia Top Nonprofit

This organization is a 2011 Philanthropedia top nonprofit, recommended by experts as having high impact.

These expert reviews were generated through Philanthropedia's research methodology to identify high-impact nonprofits. Learn more

Evidence of Impact

The Trust for Public Land has demonstrated success in protecting Minnesota land for public enjoyment and habitat preservation. The organization has led local campaigns that made a clear impact on land conservation policy.

Collective voice for environmental protection and policy
Their work has led to increased environmental and land protection in MN. Their connections to a broad range of environmental organizations results in a collective voice on policy concerns. They have helped to pass positive environmental protection legislation and made a positive impact on rule development. Other
TPL has preserved land in northern Minnesota and has made a strong effort to translate some of their expertise to urban and suburban venues. The land protection campaigns in Dakota and Washington Counties, where referendums were organized to allocate public money to open space network preservation, come to mind. Their work with Minneapolis on a downtown park has also been important. Other
Protect natural land for public enjoyment
There are the leading 'land for people' organization in MN and the region. Other
They have made very targeted and focused land contributions. Nonprofit Senior Staff
They have secured public lands in our urban and rural areas for outdoor recreation and to preserve natural habitat. Nonprofit Senior Staff
They make an impact through protection of specific lands for public enjoyment. Nonprofit Senior Staff
TPL protects land for people. They are project based, with skills to navigate complex transactions. Nonprofit Senior Staff
TPL-MN has been able to acquire land that will be put into community/public ownership forever. Foundation Professional
Effective land protection campaigns for public benefit
They do successful work to conserve lands across Minnesota. Nonprofit Senior Staff
Focused on mission
Through my professional interaction with TPL, I have observed that they are true to their mission and effective at implementation. Other

Organizational Strengths

The Trust for Public Land, Minnesota is buoyed by its strong local leadership and staff, and its ability to tap into the resources of a large national organization.

Access to resources of national organization
They have strong leadership. They were involved in the Heritage amendment implementation. They are highly respected, and they are part of a national organization with access to funds. Other
They have the affiliation with TPL national, strong staff, a strong board, the expertise of their DC office, and access to funds to buy and hold land. Other
As a national organization, TPL has the resources (staff and funding) to take on large projects and has been able to step in to help communities and nonprofit organizations who would not have been able to acquire parcels by themselves. Foundation Professional
Strong leadership and staff
They have strong staff. Nonprofit Senior Staff
They have a good strong leader in Susan Schmidt, who is effective both politically and in working with other partners. Nonprofit Senior Staff
They have good leadership and a lean staff, and are effective with people. Nonprofit Senior Staff
They are a leader in the conservation field. Nonprofit Senior Staff
They have good staff in the local TPL office. Other
TPL has strong leadership and staff, and expertise in public campaigns. TPL's focus on urban conservation is a strength. When they work outside the metropolitan areas, they risk running up against The Nature Conservancy and others. The Embrace Open Space program continues to be valuable. Other
Great marketing
TPL works in a variety of arenas, and does a great job of marketing their projects. Nonprofit Senior Staff

Areas for Improvement

The most common expert suggestion was that The Trust for Public Land should try to raise its visibility in Minnesota.

Clarify goals and outcomes
Their goals and outcomes need clearer definition in grant proposals. Other
Broaden fundraising
They could broaden fundraising, and do more in WI. Other
Their staff was reduced for budgetary reasons recently, and they are not as visible as they could be. Nonprofit Senior Staff
Raise profile
I think their profile is only modest. Many have not heard of them. Nonprofit Senior Staff
I don't think the important role they play in Minnesota is well-known or publicized. Nonprofit Senior Staff
They are not as visible as some other non-profits. Other
Increase urban activity
I suggest greater service in the urban core. Nonprofit Senior Staff
Needs narrower geographic focus
As TPL has regionalized some of its operations, it has created a Midwest Region of 20+ states. This is simply far too many to conduct detailed work on the ground. Other
Improve partnerships
Partnership and bringing added-value funding to projects are areas where TPL could improve. Nonprofit Senior Staff

Third Party Ratings, Accreditations and Awards

Reviews

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