Trust for Public Land
Trust for Public Land
101 MONTGOMERY ST STE 900
San Francisco CA 94104-4148
San Francisco CA | IRS ruling year: 1978 | EIN: 23-7222333
CREATES PARKS AND PROTECTS LAND FOR PEOPLE, ENSURING HEALTHY, LIVABLE COMMUNITIES.
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101 MONTGOMERY ST STE 900
San Francisco CA 94104-4148
San Francisco CA | IRS ruling year: 1978 | EIN: 23-7222333
CREATES PARKS AND PROTECTS LAND FOR PEOPLE, ENSURING HEALTHY, LIVABLE COMMUNITIES.
Great
This charity's score is 99%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 80% Accountability & Finance, 10% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Trust for Public Land is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Trust for Public Land has earned a 100% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2020, which is the most recent Form 990 currently available to us.
Learn more
Charity Navigator looks for at least 3 board members, with more than 50% of those members identified as independent (not salaried).
The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters.
Source: IRS Form 990
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
Total Revenue Amount | Expectation to Receive Credit |
---|---|
$1 million or higher | Expected to complete an audit |
$500,000 - $1 million | Expected to complete an audit, review, or compilation |
Less than $500,000 | No expectation (removed from scoring methodology) |
Source: IRS Form 990
Charity Navigator looks for the existence of a conflict of interest policy on the Form 990 as an accountability and transparency measure.
This policy protects the organization and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer, director and/or key employee of the organization.
Source: IRS Form 990
Charity Navigator looks to confirm on the Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
Charity Navigator looks for the existence of a document retention and destruction policy per the Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Charity Navigator looks for the existence of a whistleblower policy per the Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Charity Navigator looks for a website on the Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990). This ratio is an indicator of an organization’s solvency and/or long-term sustainability.
Liabilities to Assets Ratio | Amount of Credit Received |
---|---|
Less than 50% | Full Credit |
50% - 59.9% | Partial Credit |
60% or more | No Credit |
Source: IRS Form 990
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
Program Expense Percentage | Amount of Credit Received |
---|---|
70% or higher | Full Credit |
60% - 69.9% | Partial Credit |
50% - 59.9% | Zero Points for Program Expense Score |
Below 50% | Zero Points for Both Program Expense AND Liabilities to Assets Scores |
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are up to five of this organization's highest compensated employees. This compensation data includes salary, cash bonuses, and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Source: IRS Form 990 (page 7), filing year 2020
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Activities:
Preservation of natural resources (conservation) (BMF activity code: 350)
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Central - the organization is a parent (group ruling) and is not a church or 501(c)(1) organization. (BMF affiliation code: 6)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Trust for Public Land) or EIN (237222333) in the 'Search Term' field.
Not Currently Scored
Trust for Public Land cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
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Trust for Public Land reported its three largest programs on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
PROTECT - WE COMPLETED 73 CONSERVATION TRANSACTIONS THAT PROTECTED 94,641 ACRES FOR RECREATION, TO PROTECT DRINKING WATER, AND TO PRESERVE CRITICALLY IMPORTANT WILDLIFE HABITAT.
Spent in most recent FY
Percent of program expenses
CREATE - WE COMPLETED 23 PROJECTS, INCLUDING 14 NEW PLAYGROUNDS AND 6 FITNESS ZONES.
Spent in most recent FY
Percent of program expenses
PLAN - WE COMPLETED 15 PROJECTS TO HELP AGENCIES AND COMMUNITIES DEFINE CONSERVATION PRIORITIES, IDENTIFY LANDS TO BE PROTECTED, AND PLAN AND DESIGN PARKS AND NATRUAL SPACES.
Trust for Public Land has earned a 88% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
This organization reported that it is collecting feedback from the constituents and/or communities it serves. However, it did not respond to one or more survey questions, and therefore is not eligible for a score on this metric. (View our beacon methodology.) Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
How is your organization collecting feedback from the people you serve?
Note: The organization responded that it is not collecting feedback.
How is your organization using feedback from the people you serve?
Note: The organization reported that it is not using feedback.
With whom does your organization share the feedback you got from the people you serve?
Note: The organization responded that it does not share feedback.
What challenges does your organization face in collecting feedback from the people you serve?
Note: The organization reported no challenges faced.
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
Note: The organization did not respond to this question.
100% of beacon score
This organization's score of 88 is a passing score. The organization reported that it is implementing 6 Equity Practices. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Equity Practices (3/7) | |
---|---|
We review compensation data across the organization (and by staff levels) to identify disparities by race. | |
We ask team members to identify racial disparities in their programs and/or portfolios. | |
We analyze disaggregated data and root causes of race disparities that impact the organization/'s programs, portfolios, and the populations served. | |
We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support. | |
We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders. | |
We disaggregate data by demographics, including race, in every policy and program measured | |
We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization. |
Equity Policies and Procedures (3/7) | |
---|---|
We use a vetting process to identify vendors and partners that share our commitment to race equity. | |
We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions. | |
We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization. | |
We have community representation at the board level, either on the board itself or through a community advisory board. | |
We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability. | |
We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team. | |
We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization. |
Trust for Public Land has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
Learn more
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Our mission is to create parks and protect land for people, ensuring healthy, livable communities for generations to come.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
A future where everyone, everywhere has access to the healing powers of nature.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Ensure every person in every community has access to safe, free quality greenspace and nature.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Advance nature-based solutions to combat climate change and protect communities from the onslaught of the climate crisis.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Through dynamic greenspaces, build stronger communities better prepared to tackle social, health, and environmental challenges.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
The nonprofit provides evidence of investment in leadership development
This year, we invested funds to offer Linkedin Learning for all staff. With that implementation, we rolled out recommended courses for staff on that platform, including specific courses targeted at growing manager's skillsets. We’ve also continued our efforts to have all supervisors attend The Management Center courses on leadership/management. The Management Center is a 2-day supervisor training called “Managing to Save the World.”
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
Through on-the-ground partnerships, community organizing, original research and advocacy efforts we work across the US to connect communities with nature. See our website for additional information and links to further details on our mobilization efforts.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Over the last year, Trust for Public Land has made commitments to create a workforce reflective of the diversity of the US and create an organization that understands the intrinsic correlation between diversity, equity and inclusion efforts and overall performance quality at the department, local, and national levels. We've hired an SVP, Chief People and Culture Officer, to work with HR to help implement the DEI Action Plan and improve recruiting and onboarding staff, deepening transparency, and creating stronger career paths at TPL. TPL is working with park advocates and municipal leaders across the US to close the outdoor equity gap and ensure quality parks are available to everyone, including advancing adoption of Community Schoolyards as a game-changing solution to America’s park equity problem. We estimate opening all public schoolyards to local residents during non-school hours would reduce inequity and give 19.6 million Americans, access to park space within a 10-minute walk of their homes. Our 2022 ParkScore analysis is a groundbreaking report highlighting creative ways that cities are using parks to resist the effects of climate change and reduce park inequity as well as how TPL is collaborating with those communities. For example, in Philadelphia we're funding artists who are working with residents in neighborhoods with some of the highest temperatures and worst flooding in the city to tell their stories and we've helped transform nearly a dozen schoolyards with green infrastructure like absorbent turf fields and bioswales to improve climate resiliency. TPL also launched a refresh of its brand that better connects us to audiences who believe they and future generations need equitable access to the healing and unifying power of nature and the outdoors. We consulted community members and leaders, donors, supporters, outdoor enthusiasts, outside experts, and TPL staff, and we’re ready to step into our next 50 years as a leader of this important movement.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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