Jackson Hole Conservation Alliance is located in Jackson, WY. The organization was established in 1980. According to its NTEE Classification (C30) the organization is classified as: Natural Resources Conservation & Protection, under the broad grouping of Environment and related organizations. As of 03/2023, Jackson Hole Conservation Alliance employed 15 individuals. This organization is an independent organization and not affiliated with a larger national or regional group of organizations. Jackson Hole Conservation Alliance is a 501(c)(3) and as such, is described as a "Charitable or Religous organization or a private foundation" by the IRS.
For the year ending 03/2023, Jackson Hole Conservation Alliance generated $1.1m in total revenue. This represents relatively stable growth, over the past 3 years the organization has increased revenue by an average of 8.9% each year. All expenses for the organization totaled $676.0k during the year ending 03/2023. While expenses have increased by 0.6% per year over the past 3 years. They've been increasing with an increasing level of total revenue. You can explore the organizations financials more deeply in the financial statements section below.
Form
990
Mission & Program ActivityExcerpts From the 990 Filing
TAX YEAR
2023
Describe the Organization's Mission:
Part 3 - Line 1
TO PROTECT THE WILDLIFE, WILD PLACES, AND COMMUNITY CHARACTER OF JACKSON HOLE.
Describe the Organization's Program Activity:
Part 3 - Line 4a
COMMUNITY ENGAGEMENT, OUTREACH, AND EDUCATION DEPARTMENT: CIVIC ENGAGEMENT PROGRAM THAT IS FUNDED BY A GRANT, BI-MONTHLY CONSERVATION CHRONICLE NEWSLETTER, ANNUAL MEMBERSHIP MEETING, INTERNSHIP PROGRAM, EDUCATIONAL FORUMS, OUTREACH EVENTS, AND OUR CONSERVATION LEADERSHIP INSTITUTE (CLI), A 12-WEEK LEADERSHIP DEVELOPMENT PROGRAM OFFERED AT NO CHARGE TO PARTICIPANTS. IN FALL OF 2022, 19 COMMUNITY MEMBERS GRADUATED FROM CLI, FOR A TOTAL OF 206 GRADUATES WITH THE SKILLS AND KNOWLEDGE TO BECOME GRASSROOTS LEADERS IN OUR COMMUNITY.
COMMUNITY PLANNING DEPARTMENT: OUR COMMUNITY PLANNING PROGRAM ADVOCATED FOR RESPONSIBLE, WILDLIFE-FRIENDLY DEVELOPMENT, INCLUDING A PROGRAM TO DEVELOP AND PROPOSE RESPONSIBLE LAND DEVELOPMENT REGULATIONS TO GUIDE PRIVATE AND PUBLIC DEVELOPMENT TO PROVIDE BETTER OUTCOMES FOR WILDLIFE HABITAT, WILDLIFE PERMEABILITY AND SCENIC VALUES. WE ALSO GUIDED TOWN AND COUNTY DEVELOPMENT STAFF AND GOVERNMENTS BY IDENTIFYING AND DEFINING WEAKNESSES IN PROPOSED DEVELOPMENT PROJECTS, BASED ON ADHERENCE TO THE COMPREHENSIVE PLAN DOCUMENT EMBRACED BY TOWN AND COUNTY OFFICIALS.(CONTINUED ON SCHEDULE O)THE ALLIANCE CONCLUDED A COMPREHENSIVE TRANSPORTATION PLAN FOR WYOMING HIGHWAY 22, PROVIDING RECOMMENDATIONS FOR COMMUNITY GUIDANCE TO MAKE TRANSPORTATION PLANNING MORE CONDUCIVE TO WILDLIFE COEXISTENCE, ENHANCED WILDLIFE CORRIDORS AND REDUCING CONGESTION BY ENCOURAGING RIDE SHARING, VAN POOLS, AND A GREATER USE OF TRANSIT AND PATHWAYS (INCLUDING E-BIKES). THIS PLAN WAS CREATED IN CONJUNCTION WITH A NATIONALLY KNOWN TRANSPORTATION ENGINEERING AND PLANNING CONSULTANT, UNDER A CONTRACT AGREEMENT.
WILDLIFE AND WILD LANDS DEPARTMENT: THE ALLIANCE HAS LONG BEEN A STRONG ADVOCATE FOR PUBLIC LANDS AND WILDLIFE THROUGH A DIVERSE PORTFOLIO OF PROJECTS, INCLUDING WILDLIFE COEXISTENCE ADVOCACY PROGRAMS, ADVOCATING FOR WILDLIFE CROSSINGS TO REDUCE WILDLIFE-AUTO COLLISIONS, RECOMMENDING LAND-USE PLANNING PROCESSES AND PROCEDURES TO PRESERVE HABITAT AND PROVIDE GREATER WILDLIFE PERMEABILITY. OTHER WILDLIFE PROGRAMS INCLUDE "DON'T POACH THE POWDER," A PUBLIC EDUCATION CAMPAIGN ADVOCATING ADHERENCE TO WINTER AND SPRING WILDLIFE CLOSURES TO PROTECT SENSITIVE WILDLIFE POPULATIONS ON PUBLIC LANDS. (CONTINUED ON SCHEDULE O)WE HAVE ALSO ADVOCATED AGAINST DEVELOPMENT PLANS BY GRAND TARGHEE RESORT, INCLUDING LODGING DEVELOPMENT THAT WOULD IMPOSE FIRE MITIGATION STEPS UPON PUBLICLY OWNED USFS LANDS AND VIOLATE LOCAL LAND REGULATIONS RELATED TO THE URBAN/WILDLAND INTERFACE THAT GUIDES THE INTERSECTION OF PRIVATE AND PUBLIC LANDS.
Name (title) | Role | Hours | Compensation |
---|---|---|---|
Dawn Webster Operations Intertim Executive Director | Officer | 40 | $94,440 |
Dave Sollitt Executive Director (from 10/2022) | Officer | 40 | $29,167 |
Kirk Davenport II Chairman | OfficerTrustee | 5 | $0 |
Jeanie Anderson Vice Chair | OfficerTrustee | 5 | $0 |
Maria Damon Treasurer | OfficerTrustee | 5 | $0 |
Mary Bess Secretary | OfficerTrustee | 5 | $0 |
Statement of Revenue | |
---|---|
Federated campaigns | $0 |
Membership dues | $0 |
Fundraising events | $0 |
Related organizations | $0 |
Government grants | $0 |
All other contributions, gifts, grants, and similar amounts not included above | $1,118,583 |
Noncash contributions included in lines 1a–1f | $200 |
Total Revenue from Contributions, Gifts, Grants & Similar | $1,118,583 |
Total Program Service Revenue | $1,391 |
Investment income | $18,109 |
Tax Exempt Bond Proceeds | $0 |
Royalties | $0 |
Net Rental Income | $4,200 |
Net Gain/Loss on Asset Sales | $0 |
Net Income from Fundraising Events | $0 |
Net Income from Gaming Activities | $0 |
Net Income from Sales of Inventory | $0 |
Miscellaneous Revenue | $0 |
Total Revenue | $1,142,283 |
Statement of Expenses | |
---|---|
Grants and other assistance to domestic organizations and domestic governments. | $0 |
Grants and other assistance to domestic individuals. | $0 |
Grants and other assistance to Foreign Orgs/Individuals | $0 |
Benefits paid to or for members | $0 |
Compensation of current officers, directors, key employees. | $175,596 |
Compensation of current officers, directors, key employees. | $25,215 |
Compensation to disqualified persons | $0 |
Other salaries and wages | $233,868 |
Pension plan accruals and contributions | $3,524 |
Other employee benefits | $26,841 |
Payroll taxes | $29,430 |
Fees for services: Management | $0 |
Fees for services: Legal | $0 |
Fees for services: Accounting | $1,500 |
Fees for services: Lobbying | $5,050 |
Fees for services: Fundraising | $0 |
Fees for services: Investment Management | $0 |
Fees for services: Other | $0 |
Advertising and promotion | $742 |
Office expenses | $31,577 |
Information technology | $1,619 |
Royalties | $0 |
Occupancy | $5,039 |
Travel | $0 |
Payments of travel or entertainment expenses for any federal, state, or local public officials | $0 |
Conferences, conventions, and meetings | $495 |
Interest | $0 |
Payments to affiliates | $0 |
Depreciation, depletion, and amortization | $14,503 |
Insurance | $7,809 |
All other expenses | $14,171 |
Total functional expenses | $675,982 |
Balance Sheet | |
---|---|
Cash—non-interest-bearing | $223,802 |
Savings and temporary cash investments | $814,537 |
Pledges and grants receivable | $0 |
Accounts receivable, net | $803 |
Loans from Officers, Directors, or Controlling Persons | $0 |
Loans from Disqualified Persons | $0 |
Notes and loans receivable | $0 |
Inventories for sale or use | $0 |
Prepaid expenses and deferred charges | $0 |
Net Land, buildings, and equipment | $721,087 |
Investments—publicly traded securities | $716,230 |
Investments—other securities | $0 |
Investments—program-related | $0 |
Intangible assets | $0 |
Other assets | $0 |
Total assets | $2,476,459 |
Accounts payable and accrued expenses | $0 |
Grants payable | $0 |
Deferred revenue | $402,460 |
Tax-exempt bond liabilities | $0 |
Escrow or custodial account liability | $0 |
Loans and other payables to any current Officer, Director, or Controlling Person | $0 |
Secured mortgages and notes payable | $0 |
Unsecured mortgages and notes payable | $0 |
Other liabilities | $0 |
Total liabilities | $402,460 |
Net assets without donor restrictions | $2,073,999 |
Net assets with donor restrictions | $0 |
Capital stock or trust principal, or current funds | $0 |
Paid-in or capital surplus, or land, building, or equipment fund | $0 |
Retained earnings, endowment, accumulated income, or other funds | $0 |
Total liabilities and net assets/fund balances | $2,476,459 |