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Atlanta GA | IRS ruling year: 1984 | EIN: 58-1584758
Organization Mission
TREES ATLANTA PROTECTS AND IMPROVES ATLANTA’S URBAN FOREST BY PLANTING, CONSERVING, AND EDUCATING THE PUBLIC ABOUT THE BENEFITS OF TREES AND THEIR IMPORTANCE FOR THE ... (More)
TREES ATLANTA PROTECTS AND IMPROVES ATLANTA’S URBAN FOREST BY PLANTING, CONSERVING, AND EDUCATING THE PUBLIC ABOUT THE BENEFITS OF TREES AND THEIR IMPORTANCE FOR THE HEALTH AND WELL-BEING OF OUR CITIZENS. WE EMPOWER COMMUNITY-BASED FORESTRY AND DEPEND ON VOLUNTEERS AND THE ENGAGEMENT OF RESIDENTS AND MUNICIPALITIES FROM ACROSS THE REGION. SINCE OUR FOUNDING IN 1985, TREES ATLANTA HAS PLANTED OVER 156,000 TREES THROUGHOUT METRO ATLANTA. OUR AIM IS TO BUILD A COMMUNITY WHERE RESIDENTS AND THE NATURAL WORLD COEXIST IN A THRIVING URBAN ECOSYSTEM THAT ADDRESSES ENVIRONMENTAL INJUSTICES, INCREASES AIR QUALITY, FOSTERS BETTER HEALTH OUTCOMES, FACILITATES MORE JOB OPPORTUNITIES, INVITES MORE SOCIAL ENGAGEMENT AND CREATES SAFER AND HEALTHIER NEIGHBORHOODS. (Less)
Great
This charity's score is 100%, 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, weighted as follows: 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.
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 6/1/2020 | 2019 | 100.00 | |
| 6/1/2019 | 2018 | 99.89 | |
| 6/1/2018 | 2017 | 99.30 | |
| 7/1/2017 | 2016 | 98.86 | |
| 6/1/2016 | 2015 | 96.59 | |
| Rating Version: 2.0 | |||
| 9/1/2015 | 2014 | 93.73 | |
| 7/1/2014 | 2013 | 97.03 | |
| 4/1/2013 | 2012 | 89.32 |  |
| 3/1/2013 | 2011 | 79.63 |  |
| 5/1/2012 | 2011 | 79.04 | |
This organization received multiple star ratings within this fiscal year, due to an update to its Accountability and Transparency data and/or the receipt of an amended Form 990. | |||
| 9/20/2011 | 2010 | 84.87 | |
| Rating Version: 1.0 | |||
| 7/1/2011 | 2010 | 79.78 | |
| 6/1/2010 | 2009 | 85.63 | |
| 8/1/2009 | 2008 | 98.31 | |
| 9/1/2008 | 2007 | 92.75 | |
| 5/1/2007 | 2006 | 98.67 | |
| 5/1/2006 | 2005 | 89.24 | |
| 7/1/2005 | 2004 | 82.45 | |
| 6/1/2004 | 2003 | 82.44 | |
| 4/1/2004 | 2002 | 78.20 | |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Trees Atlanta 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.
Trees Atlanta 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 2019, which is the most recent Form 990 currently available to us.
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Full Credit
Partial Credit
No Credit
Not Applicable
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
| Independent Voting Board Members ... (More) 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. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less) | |
| No Material Diversion of Assets ... (More) A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:
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| Audited Financials Prepared by Independent Accountant ... (More) Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.
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| Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More) Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it is an indicator that the organization is not financially secure. (Less) | |
| Documents Board Meeting Minutes ... (More) An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less) | |
| Distributes 990 to Board Before Filing ... (More) Providing copies of the Form to the governing body in advance of filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Does not Compensate Board Members ... (More) The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less) | |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.
Sources Include: IRS Form 990 and organization's website
| Conflict of Interest ... (More) Such a 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 or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Whistleblower ... (More) This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less) | |
| Records Retention and Destruction ... (More) Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| CEO Compensation Process ... (More) This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less) | |
| Donor Privacy ... (More) Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:
The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes. (Less) | |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.
Sources Include: IRS Form 990 and organization's website
| CEO Salary Listed on 990 ... (More) Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less) | |
| Board of Directors Listed on Website ... (More) Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less) | |
| Key Staff Listed on Website ... (More) It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less) | |
| Audited Financial Statements Listed on Website ... (More) We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less) | |
| Form 990 Available on Website ... (More) We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less) | |
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 7.80% - 10/10 ptsLiabilities to Assets Ratio - 7.80% - 10/10 pts
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).
Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.
Source: IRS Form 990
Working Capital Ratio - 2.88 years - 10/10 ptsWorking Capital Ratio - 2.88 years - 10/10 pts
Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Efficiency - $0.04 - 10/10 ptsFundraising Efficiency - $0.04 - 10/10 pts
The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.
Source: IRS Form 990
Administrative Expense Ratio - 9.50% - 10/10 ptsAdministrative Expense Ratio - 9.50% - 10/10 pts
As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Expense Ratio - 3.90% - 10/10 ptsFundraising Expense Ratio - 3.90% - 10/10 pts
This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Ratio - 86.40% - 10/10 ptsProgram Expense Ratio - 86.40% - 10/10 pts
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. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Growth - 26.01% - 10/10 ptsProgram Expense Growth - 26.01% - 10/10 pts
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.
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 this organizations key compensated staff members as identified by our analysts. 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
Greg Levine, Co-Executive Director, Chief Program Officer
$117,236 (2.76% of Total Expenses)
Connie Veates, Co-Executive Director, Chief Operating Officer
$115,487 (2.72% of Total Expenses)
Current CEO and Board Chair can be found in the Leadership & Adaptability report below.
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
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:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
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 (Trees Atlanta) or EIN (581584758) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Trees Atlanta reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Revenue
Balance Sheet
How COVID-19 impacted the organization's operations financially:
The COVID-19 pandemic created multiple challenges which impacted our financial position and outlook: • Trees Atlanta’s Annual Root Ball fundraising event was cancelled in May 2020 resulting in an estimated loss of revenue of $187K net of expenses. • Building rental income declined with cancellations and refund requests, impacting revenues by over $30K • Education revenues, due primarily to the cancellation of summer camp ($78K of a budgeted $102K) declined with requests for refunds. • Trees Atlanta contract and grant projects had to shift to working without volunteers, relying on costlier staff operating with safe social distancing, impacting productivity and efficiencies. • Trees Atlanta incurred additional expenses transitioning the staff to working remotely and in safe social distance including increased travel mileage and auto expenses with separate vehicles per staff member as well as certain technology expenses.
How COVID-19 impacted the organization's delivery of programs:
One of the greatest operational impacts has been the dramatic drop in volunteer activity. Trees Atlanta cannot perform its mission without the support of thousands of volunteers annually. In FY 2019, Trees Atlanta had benefitted from 39,216 volunteer hours of service, the largest in our history, providing an economic benefit of $1,066,675 (according to Independent Sector @ $27.20/hour). In FY 2020, due to pandemic shutdowns, the number of volunteer hours of service dropped to 31,265, a 20% decrease and a loss of economic value of $216,267. The drop continued in FY 2021 to 22,114 volunteer hours, another 29% decrease or loss of an additional $248,907 in economic value. In order to meet our municipal contracts and other funder obligations, Trees Atlanta has had to rely on costlier variable staff and contractor labor and equipment rentals which has driven up operating costs and causing us to scale down services across the five major metro counties.
How this organization adapted to changing conditions caused by COVID-19:
Trees Atlanta converted all in-person education to virtual offerings and successfully moved our native plant sale and tree sale online during 2020 and 2021 and moved our Root Ball fundraising gala to an online format in 2021, in some cases exceeding our fundraising targets. We have adopted a hybrid virtual/in-person approach going forward which is meeting the needs of the community. Trees Atlanta operates under City of Atlanta COVID guidelines and conducts volunteer projects based on strict personal protection policies. Trees Atlanta believes that we can meet all obligations by following these policies without endangering the wellbeing of our employees, volunteers, and community members. Through education, tree planting, and stewardship of our urban forest, Trees Atlanta remains committed to creating a healthier Atlanta for all.
Innovations the organization intends to continue permanently after the pandemic:
Trees Atlanta is confident in the leadership of our board and executive team and the resilience of our staff to address these challenges. We continue to offer both in-person and virtual education and fundraising events as well as offering employees work-at-home options.
Not Currently Scored
Trees Atlanta 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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Trees Atlanta reported its largest program on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
TREES ATLANTA HELPS CITIZENS PROTECT AND CARE FOR TREES AND ALSO EDUCATES YOUNG PEOPLE AND ADULTS ABOUT THE VALUE OF OUR URBAN FOREST. IN THE 2019/2020 PLANTING SEASON, TREES ATLANTA PLANTED AND CARED ... (More)
TREES ATLANTA HELPS CITIZENS PROTECT AND CARE FOR TREES AND ALSO EDUCATES YOUNG PEOPLE AND ADULTS ABOUT THE VALUE OF OUR URBAN FOREST. IN THE 2019/2020 PLANTING SEASON, TREES ATLANTA PLANTED AND CARED FOR 7,063 TREES IN ATLANTA WITH THE HELP OF VOLUNTEERS AND CONTRACTORS. DURING FY20, TREES ATLANTA VOLUNTEERS PLANTED 4,945 NEIGHBORWOODS TREES (6-8 FT TALL). TREES ATLANTA'S URBAN TREE PROGRAM PLANTED 391 15-FOOT TALL TREES IN METRO ATLANTA SIDEWALKS, PUBLIC SPACES AND ON PRIVATE COMMERCIAL PROPERTY DURING FY20. AN ADDITIONAL 1,727 TREES WERE PLANTED BY OUR FOREST RESTORATION AND BELTLINE TEAMS. THESE TREES ARE TYPICALLY INSTALLED BY AND CARED FOR BY TREES ATLANTA'S URBAN FORESTRY STAFF. TREES ATLANTA'S FOREST RESTORATION PROGRAM TRANSFORMS OVERGROWN GREENSPACES INTO HEALTHY FORESTS THROUGH INVASIVE PLANT REMOVAL IN THE METRO-ATLANTA AREA. IN FY20, TREES ATLANTA TREATED AND MANAGED MORE THAN 637 ACRES OF INVASIVE SPECIES. TREES ATLANTA WORKS TIRELESSLY TO EDUCATE THE PUBLIC, BOTH CHILDREN AND ADULTS, ABOUT THE EXTRAORDINARY BENEFITS OF TREES AND THE NEED TO PROTECT AND EXPAND ATLANTA'S OWN TREE CANOPY. SPECIFIC EDUCATION INITIATIVES INCLUDE OUR IN-SCHOOL EDUCATION PROGRAM, URBAN TREE TRACKERS; AND OUR YOUTH CAMPS, JUNIOR TREE KEEPERS. IN ADDITION, 29 HIGH SCHOOL STUDENTS PARTICIPATED IN OUR YOUTH TREE TEAM 7-WEEK JOB AND LEADERSHIP TRAINING PROGRAM. A KEY COMPONENT OF OUR YOUTH EDUCATION IS SERVICE LEARNING WHICH ALLOWS STUDENTS TO LEARN BY DOING. CURRENT ADULT EDUCATION OFFERINGS INCLUDE OUR TREEKEEPERS PROGRAM, TREEWALKS, ATLANTA BELTLINE ARBORETUM WALKING TOURS, SPEAKER SERIES AND OUR ANNUAL NATIVE PLANT AND TREE SALES. AN EDUCATED PUBLIC WILL LEAD TO IMPROVED ENVIRONMENTAL STEWARDSHIP AND HEALTHIER COMMUNITIES THROUGHOUT ATLANTA AND THE SURROUNDING AREA. THROUGH THESE EFFORTS, WE EDUCATED MORE THAN 18,530 PEOPLE IN FY20. (Less)
Trees Atlanta has earned a 100% 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.
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Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - Data Available - UnscoredConstituent Feedback - Data Available - Unscored
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?
Electronic surveys (by email, tablet, etc.), Community meetings or town halls, Constituent (client or resident, etc.) advisory committees, Suggestion box/email
How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To strengthen relationships with the people we serve
With whom does your organization share the feedback you got from the people you serve?
Our staff, Our board
What challenges does your organization face in collecting feedback from the people you serve?
It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time
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.
Equity Practices - Data Available - 100/100 ptsEquity Practices - Data Available - 100/100 pts
100% of beacon score
This organization's score of 100 is a passing score. The organization reported that it is implementing 13 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 (6/7) | |
|---|---|
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 (7/7) | |
|---|---|
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. | |
Trees Atlanta 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.
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Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Founded in 1985, Trees Atlanta is a nationally recognized nonprofit citizens’ group that protects and improves Atlanta’s urban forest by planting, conserving, and educating. We’ve been awarded Charity Navigator’s 4 Star rating for eight consecutive years. What began as a small community effort to plant 46 trees on downtown’s Carnegie Way has grown into a nationally recognized and respected environmental nonprofit that has planted more than 147,000 trees throughout the Atlanta area. While our impact has grown exponentially, Trees Atlanta’s mission remains central to our identity. Powered by a combination of passionate staff, a dedicated community of volunteers and valued community partnerships with entities such as Atlanta BeltLine, Inc., Atlanta Botanical Garden and The Conservation Fund, Trees Atlanta is working to conserve more than 30 forests across the city and serving a record number of youth and adults through its educational and workforce development programming.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
In a year of important conversations around health, our economy, and racial justice and equity, Trees Atlanta continues to believe that our mission and work remains relevant. During this fiscal year Trees Atlanta will strive to plant over 7,000 trees, perform restoration work in 500+ acres of forested land, educate 10,000 youth through our camps and K-12 curriculum, hire 50 high school students into our Youth Tree Team workforce development program and engage volunteers in more than 20,000 hours of service. Our aim is to create a community where residents and the natural world coexist in a thriving urban ecosystem that addresses environmental injustices, increases air quality, fosters better health outcomes, facilitates more job opportunities, invites more social engagement, and creates safer and healthier neighborhoods.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Bring the Trees Atlanta Family Together in One Home - to achieve long-term operational efficiency and organizational effectiveness, economies of scale and an enriched culture.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Goal Two: Integrate and Enhance Programs and Initiatives – to be relevant and useful to the communities we serve; lower barriers to participation; and apply natural solutions to urban development challenges.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Goal Three: Strengthen Existing Partnerships and Build New Relationships – by understanding the unique needs and expectations of the residents and communities we serve in the context of Trees Atlanta’s mission.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
Faced with the social and racial unrest over the past 18 months, Trees Atlanta focused much of our leadership development in the areas of Diversity, Equity & Inclusion and Community Engagement. We kicked off a Community Engagement Task Force and hired Ginneh Baugh, VP of Purpose Built Communities to run an all-staff community engagement ideation session. We also hired Ivan Pelt Consulting Group to run an inclusion & unconscious bias training session for all managers. In addition we offered all staff members the opportunity to participate in the United Way 21-day Racial Equity Challenge, a 7-week self-guided learning experience exploring the history and impact of racism and how it has shaped the well-being of our communities across Greater Atlanta. Finally, all staff members were invited to participate in the Arbor Day Foundation's Alliance for Community Trees training on environmental justice.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
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
Trees Atlanta cannot fulfill its mission without fostering dynamic community partnerships with numerous businesses, organizations, and community groups partners – which number more than 125. Trees Atlanta works regularly with local neighborhoods and grassroots organizations on targeted tree planting and conservation efforts. In 2015 Trees Atlanta led the formation of the Atlanta Canopy Alliance, a group of local nonprofits dedicated to enhancing and preserving Atlanta’s tree canopy through education, advocacy, and other collective efforts. The alliance has been instrumental in lobbying for amendments to the City of Atlanta Tree Protection Ordinance. Trees Atlanta launched the One Million Tree Initiative in 2020 - an innovative collaboration of 10+ metro Atlanta cities and 10+ Atlanta-based nonprofits. This initiative advances a shared sense of urgency that collectively we can and must lead metro Atlanta’s fight against climate change and environmental stresses from urban growth.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Shortly after the Board of Directors’ Strategic Planning session in early 2020, the nation began to be significantly affected by the COVID-19 pandemic. Trees Atlanta quickly focused on two key strategies: 1) to keep employees meaningfully employed, and 2) to continue to fulfill Trees Atlanta’s mission. Although many short-term adjustments were made to meet the immediate needs required to respond to the pandemic, the organization remained dedicated to the long-term goals of its existing strategic plan. Short term adjustments included: 1) The cancellation of our annual Root Ball fundraising gala in 2020 and moving it to an online format in 2021. 2) Cancelling our Youth Summer Camps in 2020 and resuming them in 2021 under strict safety protocols. 3) Moving all in-person education to virtual on-line in 2020 and implementing a hybrid approach in 2021. 4) Moving our annual spring plant sale and fall tree sale online in 2020 and implementing a hybrid solution in 2021. 5) Applying for and receiving one of the first PPP Loans during Phase I. We opted not to apply for Phase II. 6) Initiating smaller volunteer and corporate group tree planting, care & restoration projects based on social distancing guidelines and personal protection policies. To address the topic of Diversity, Equity & Inclusion, Trees Atlanta sought input from staff, volunteers, and donors, asking: what is done well and what can be improved? A consistent suggestion was for Trees Atlanta to deepen and broaden the ways it reaches out to and engages diverse community members and to review how it collaborates with existing organizations representing historically disenfranchised areas. Trees Atlanta’s employees expressed a desire to learn more about how they can work better with and within the communities they serve. Internal workshops with employees have already begun to address these issues. Our strategic plan includes early takeaways identified from those conversations which will continue in the years ahead.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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