Environmental Quality Protection, Beautification

Aspen Valley Land Trust

Quick Facts

aka AVLT

Carbondale, CO

Mission

To permanently preserve open space for agriculture, wildlife habitat, scenic enjoyment, and recreation in the Roaring Fork and Middle Colorado River valleys.

Ruling Year

1967

Principal Officer

Suzanne Stephens

Main Address

320 Main Street Suite 204

Carbondale, CO 81623 USA

Keywords

Aspen Valley Land Trust, open space, conservation easements, conservation, wildlife habitat, wildlife, agriculture, agricultural, land preservation, land, Colorado River, Roaring Fork, Fryingpan River, Crystal River, Aspen, Carbondale, Glenwood, Rifle, Silt, Redstone

EIN

84-0574754

 Number

4350440521

Cause Area (NTEE Code)

Land Resources Conservation (C34)

Wildlife Preservation/Protection (D30)

Farmland Preservation (K25)

IRS Filing Requirement

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

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Programs + Results

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Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

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Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

As the only local non-profit , non-political, dedicated land conservation group in our five counties, Aspen Valley Land Trust has outlined the following five goals as part of our strategic planning for the next 3 years:

1. Develop and implement a conservation plan to drive land and water protection goals and serve landowner needs.
2. Achieve 100% compliance and monitor all properties annually. Respond to relevant restoration and enhancement needs and opportunities on conserved land.
3. Position the Trust as the go-to land conservation organization in the region.
4. Assemble and support staff and volunteers to achieve the goals of this plan.
5. Develop and implement a financial plan to set the Trust on a path to financial sustainability by 2020.

Goal 1. Develop and implement a conservation plan to drive land and water protection goals and serve landowner needs.
• Develop a conservation plan for 50th anniversary
• Continue to respond to landowner requests s per acceptance policy

Goal 2. Achieve 100% compliance and monitor all properties annually. Respond to relevant restoration and enhancement needs and opportunities on conserved land.
• Build a community of landowners
• Communicate with the landowners to maintain positive relationships
• Build relationships with and among succeeding landowners
• Educate landowners to help them with stewardship
• Educate public about conserved property and proper care of private property
• Continue to recognize that it's the landowner's property; we are in partnership with the landowner to preserve their property
• Consider developing a policy on uses and sources of funds for perpetual easement monitoring and compliance
• Manage Crystal River restoration project to maximize conservation benefit and public outreach opportunities
• Depending on result of lawsuit, explore opportunities to engage the community for clean-up and trail restoration of Verena Mallory Trail

Goal 3. Position the Trust as the go-to land conservation organization in the region.
• Develop and implement an external communication plan to engage target audiences
• Develop our strategy to engage members, major donors and institutional donors, to enhance the reputation and buzz and provide funds for operations, projects and capital funds (please see Goal 5).
• Develop and implement a management and use plan for Marble Base Camp


Goal 4. Assemble and support staff and volunteers to achieve the goals of this plan.
• Fill protection position, including easement amendment requests
• Move Dave to Stewardship director
• Engage a part-time, seasonal monitoring assistant
• Engage legal counsel as appropriate
• Expand Valery's role to assist with promotion strategy and implementation
• Add new board members to have a seamless succession of departing members and fill vital roles and skills

Goal 5. Develop and implement a financial plan to set the Trust on a path to financial sustainability by 2020.
• Create and implement fundraising plan
• Develop a model for optimal yield and magnitude of capital funds
• Adopt a policy for allocating windfall and planned gifts

AVLT has an outstanding team dedicated to realizing the goals outlined in the 3-year strategic plan. Executive Director Suzanne Stephens has twelve years with the organization and is guided in her work by our outstanding volunteer board of directors. AVLT is very fortunate to have a large investment portfolio and as of mid 2016 will be settled into a new office with the capability to grow into up to 8 full and part-time staff. This larger facility will allow us to utilize students and volunteers in a way not previously possible.

External Reviews

Awards & Accreditations

Land Trust Alliance

Land Trust Alliance

Financials

Aspen Valley Land Trust

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Operations

The people, governance practices, and partners that make the organization tick.

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FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2016, 2015 and 2014
  • A Pro report is also available for this organization.

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Board Leadership Practices

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.

SOURCE: Self-reported by organization

BOARD ORIENTATION & 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?

Not Applicable

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

Not Applicable

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Not Applicable

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Not Applicable

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?

Not Applicable

Organizational Demographics

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section 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).

SOURCE: Self-reported by organization

Gender

Race & Ethnicity

This organization reports that it does not collect this information for Board Members, Senior Staff and Volunteers.

Sexual Orientation

We do not display sexual orientation information for organizations with fewer than 15 staff.

Disability

This organization reports that it does not collect this information for Board Members, Senior Staff and Volunteers.

Diversity Strategies

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We track retention of staff, board, and volunteers across demographic categories
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We track income levels of staff, senior staff, and board across demographic categories
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We track the age of staff, senior staff, and board
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We track the diversity of vendors (e.g., consultants, professional service firms)
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We have a diversity committee in place
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We have a diversity manager in place
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We have a diversity plan
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We use other methods to support diversity