Keene, NH
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)The Monadnock Conservancy, founded in 1990, is a community nonprofit in the Environment sector that reported $3.9M in total revenue in fiscal year 2023. Revenue surged 82% from the prior year, signaling strong growth momentum. The organization ran a surplus of $2.3M, a strong 58% operating margin.
TO WORK WITH COMMUNITIES AND LANDOWNERS TO CONSERVE THE NATURAL RESOURCES, WILD AND WORKING LANDS, RURAL CHARACTER, AND SCENIC BEAUTY OF THE MONADNOCK REGION.
LAND PROTECTION THE ORGANIZATION SECURED FOUR PERMANENT CONSERVATION EASEMENTS ON 304 ACRES OF LAND. THESE EASEMENTS PROVIDE THE FOLLOWING PUBLIC BENEFITS PROTECTION OF SIGNIFICANT WILDLIFE HABITAT...
LAND PROTECTION THE ORGANIZATION SECURED FOUR PERMANENT CONSERVATION EASEMENTS ON 304 ACRES OF LAND. THESE EASEMENTS PROVIDE THE FOLLOWING PUBLIC BENEFITS PROTECTION OF SIGNIFICANT WILDLIFE HABITAT AS IDENTIFIED BY THE NEW HAMPSHIRE WILDLIFE ACTION PLAN EXPANSION AND CONNECTION OF EXISTING CONSERVED LAND CONSERVATION OF HIGHLY PRODUCTIVE SOILS THAT ARE SUITABLE FOR BOTH FARMING AND FORESTRY CONSERVATION OF LAND IDENTIFIED BY THEIR TOWNS AS BEING IMPORTANT FOR PROTECTION PRESERVATION OF SCENIC CHARACTER PROTECTION OF WATER RESOURCES, INCLUDING STREAMS, HALF MILE OF FRONTAGE ALONG THE ASHUELOT RIVER, WETLANDS, FLOODPLAINS, AND GROUNDWATER AQUIFERS AND CONSERVATION OF LAND THAT IS RESILIENT TO CLIMATE CHANGE. THE ORGANIZATION INITIATED NEW EASEMENT PROJECTS, AND IT CONTINUED WORK ON NUMEROUS PREVIOUSLY INITIATED PROJECTS. CONTINUED ON SCHEDULE O
CONSERVATION EASEMENT STEWARDSHIP THE ORGANIZATION SUPPORTED AND COORDINATED 13 VOLUNTEERS AND 4 STAFF MEMBERS TO MONITOR 235 CONSERVATION EASEMENT-ENCUMBERED AND DEED-RESTRICTED PROPERTIES TOTALING...
CONSERVATION EASEMENT STEWARDSHIP THE ORGANIZATION SUPPORTED AND COORDINATED 13 VOLUNTEERS AND 4 STAFF MEMBERS TO MONITOR 235 CONSERVATION EASEMENT-ENCUMBERED AND DEED-RESTRICTED PROPERTIES TOTALING 21,182.5 ACRES. STAFF RESOLVED 7 CONSERVATION EASEMENT VIOLATIONS INVOLVING A TREE CUTTING, ENCROACHMENT, AND EROSION, AND 4 MINOR VIOLATIONS INCLUDING SOIL EROSION, DUMPING, AND MINOR ENCROACHMENT. THEY REACHED OUT TO LANDOWNERS TO CONFIRM CONTACT INFORMATION AND SURVEY THEM ABOUT CHANGES IN LAND MANAGEMENT AND OTHER USES, OFFERING TO MEET WITH THEM ON THEIR LAND AND, WHERE APPROPRIATE, POINTING THEM TOWARD LAND MANAGEMENT RESOURCES SUCH AS TRAININGS, GRANTS, AND OTHER PROFESSIONAL ADVISORS. STAFF WORKED WITH SURVEYORS TO RE-MARK BOUNDARIES ON SELECTED PROPERTIES, AND WORKED TO PROACTIVELY MARK FADING PROPERTY BOUNDARIES AND INSTALL SIGNAGE WHERE NECESSARY. CONTINUED ON SCHEDULE O
LAND MANAGEMENT AND RECREATION STAFF AND 27 VOLUNTEERS MONITORED 26 FEE-OWNED PROPERTIES TOTALING OVER 2,400 ACRES. STAFF PERFORMED FIELDWORK FOR ONE NEW PROPERTY ACQUISITION TO INFORM MANAGEMENT...
LAND MANAGEMENT AND RECREATION STAFF AND 27 VOLUNTEERS MONITORED 26 FEE-OWNED PROPERTIES TOTALING OVER 2,400 ACRES. STAFF PERFORMED FIELDWORK FOR ONE NEW PROPERTY ACQUISITION TO INFORM MANAGEMENT PLANS AND CONDUCTED INITIAL VISITS TO THREE POTENTIAL FUTURE ACQUISITIONS. STAFF ENROLLED ALL FEE-OWNED LANDS INTO A FIVE-YEAR CONTRACT WITH THE NATURAL RESOURCE CONSERVATION SERVICES CONSERVATION STEWARDSHIP PROGRAM TO RECEIVE FUNDING FOR RESPONSIBLE STEWARDSHIP AND MANAGEMENT PRACTICES. MANAGEMENT PROJECTS IN THIS FISCAL YEAR INCLUDED A TIMBER HARVEST TO REMOVE TREES KILLED BY A RECENT INSECT OUTBREAK AND RE-ESTABLISH WILDLIFE HABITAT, REROUTING TRAIL SECTIONS ON THREE POPULAR HIKING TRAILS TO IMPROVE OVERALL FUNCTIONALITY AND ECOSYSTEM HEALTH, ADDING A SPUR TRAIL FOR BETTER VIEW OF A WATERFALL ON A POPULAR TRAIL, AND REPLACING OR REMOVING SEVERAL TRAIL BRIDGES IN POOR CONDITION. SIGNAGE PROHIBITING CAMPING, OPEN FIRES, ATVs, BIKES, AND DUMPING WAS PLACED ON THREE PROPERTIES WHERE ISSUES HAD BEEN FOUND. CONTINUED ON SCHEDULE O
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2023 | 2022 | Change | |
|---|---|---|---|
| Revenue | $3,853,525 | $2,118,446 | +0.8% |
| Expenses | $1,603,099 | $1,394,536 | +0.1% |
| Net Income | $2,250,426 | $723,910 | +2.1% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
Financial Distress Indicator
Liquidity & Cash Position
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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| Ryan Owens | Prior Executive Director | 040.00 |
Officer
|
$110,426 | $20,555 | $130,981 |
| Peter Hansel | President | 002.00 |
Officer
Director
|
$0 | $0 | $0 |
| Archie McIntyre | Vice President | 002.00 |
Officer
Director
|
$0 | $0 | $0 |
| Brad Malt | Treasurer | 002.00 |
Officer
Director
|
$0 | $0 | $0 |
| Jeanne Thieme | Secretary | 002.00 |
Officer
Director
|
$0 | $0 | $0 |
| Peter Kenyon | Trustee | 001.00 |
Director
|
$0 | $0 | $0 |
| Mark Florenz | Trustee | 001.00 |
Director
|
$0 | $0 | $0 |
| Doug Sutherland | Trustee | 001.00 |
Director
|
$0 | $0 | $0 |
| Dennis Calcutt | Trustee | 001.00 |
Director
|
$0 | $0 | $0 |
| Sarah Kossayda | Trustee | 001.00 |
Director
|
$0 | $0 | $0 |
| Matt Kelly | Trustee | 001.00 |
Director
|
$0 | $0 | $0 |
| Richard Drew | Trustee | 001.00 |
Director
|
$0 | $0 | $0 |
| Elizabeth McCann | Trustee | 001.00 |
Director
|
$0 | $0 | $0 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2024 | $3,853,525 | $1,603,099 | $15,475,730 | $2,250,426 |
| 2023 | $2,118,446 | $1,394,536 | $12,119,018 | $723,910 |
| 2022 | $2,139,575 | $1,263,499 | $10,845,010 | $876,076 |
| 2021 | $1,594,426 | $1,028,213 | $11,060,426 | $566,213 |
| 2020 | $2,300,418 | $1,577,774 | $9,698,538 | $722,644 |
| 2019 | $3,228,937 | $2,767,195 | $8,736,197 | $461,742 |
| 2018 | $2,082,490 | $914,182 | $8,314,501 | $1,168,308 |
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