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The Landmark Trust USA (The Landmark Trust) was established in 1991 to carry on historic preservation work in America according to the model established by the Landmark Trust UK. The Landmark Trust identifies neglected properties of architectural and historical merit and restores them using traditional skills and methods. The restoration provides opportunities to teach these traditional skills to local craftspeople. Rescued buildings are then sustained as “living history” by making them available year-round as vacation rentals for those seeking inspiring places to stay. The hope is that giving customers a one-on-one experience with history will make them appreciate and support historic preservation.
Overview of the Organization and Programs
The Landmark Trust now owns five properties built between 1800 and the 1930’s, all of which have been authentically restored and fully furnished with period pieces, and with modern, well-equipped kitchens and bathrooms. The properties selected for restoration are submitted to an evaluation process that investigates and ascertains historical importance, structural integrity, market appeal, cultural relevance and durability. Once cleared through that process, a financial analysis determines the viability of adding the property to the existing Landmark Trust mix, and then finally a business plan is developed that will drive the success of the investments.
The Landmark Trust also has 100% ownership of the Scott Farm, a B Corporation (a for-profit organized for social benefit), which it acquired in 1995. The farm consists of 571 acres and 23 buildings, all of which are listed on the National Register of Historic Places. The combination of the two organizations manages over 600 acres of land, a majority of which is in current use, and 28 historic buildings.
Combined, The Landmark Trust and the Scott Farm focus on the following programs, activities and services:
- Historic Vacation Rentals— The Landmark Trust offers the following five historic properties for vacation rental throughout the year:
- Naulakha, Rudyard Kipling’s home— this property had been abandoned for over 40 years. It has been fully restored to honor Kipling’s legacy and has much of his original furniture. This is the only house that Kipling designed and built for himself in 1893. It was here that he wrote The Jungle Books, the Just So stories, Captains Courageous and many of his other best-known works. The house has 4 bedrooms and 3 bathrooms.
- Kipling’s Carriage House— built in the 1890’s for Kipling’s carriage and horses, the building was later converted to housing for his staff. This house has 2 bedrooms and one bathroom.
- Sugarhouse on the Scott Farm— built in 1915, The Sugarhouse was the site of maple syrup production for decades and is now a one bedroom, one bath rental. The Scott Farm was one of the first farms in the county to ship its maple syrup.
- Amos Brown House— built in 1802 of brick fabricated on site, the property was later expanded to include a connected summer kitchen, porch, barn and 4-seater outhouse. This house has 3 bedrooms and 2 bathrooms.
- Dutton Farmhouse— offering a broad vista over the Scott Farm apple orchards and Mount Monadnock, the main house was built around 1840 in the Greek Revival style. This house has 4 bedrooms and 3 bathrooms.
- The Orchard— The Scott Farm Orchard has been transformed over the last 18 years into a nationally acknowledged treasury of heirloom fruit varieties. The Orchard works regularly with researchers from universities to advance ecologically based growing practices and knowledge. While 75% of the crop is sold wholesale, an on-farm retail market has been growing each year. An heirloom nursery has been started to supply new trees for expansion and retail sales. Most of the crop is sold in the New England area, but the gift box business has sent fruit to almost every state in the country. Workshops and events provide the public with more opportunities to enjoy and learn at one of the most beautiful agricultural settings in the Northeast.
- Event Rentals— At Scott Farm, the Apple Barn is the workshop and event space which has hosted special occasions, weddings, rehearsal dinners, celebrations of life, birthdays and family gatherings in a space that can accommodate up to 120 guests. The farm also hosts workshops which include how to make hard cider, heirloom apple pies, peach galettes and preserving fruits.
- Literary Events and Tours— The Landmark Trust sponsors several events during the year allowing various sectors of the public to experience its properties and is always open to discuss and plan others that can be entertaining and educational. It also awards aspiring writers with the Kipling Young Writers contest.
- Scott Farm Events— A variety of events are hosted throughout the year, including pruning and grafting workshops and fruit tree sales in early Spring and guided orchard strolls. Annual events include an On The Farm Dinner, Heirloom Apple Day and a Kingston Black Hard Cider Festival.
- Scott Farm Partnerships— Several partnerships are hosted at Scott Farm including the Stone Trust, a non-profit that teaches dry-stone walling techniques and provides certification to those who master these skills. It’s the only place in the United States where you can get certified for dry stone walling. Two local families lease the rights to tap several thousand maple trees on the property. Some of the syrup produced is then sold in our Farm Market. A trail system is being developed this summer. Guests will be able to enjoy beaver ponds, old quarries and great birding along field and forested paths. The Dummerston Town Plan considers the Scott Farm to be a valuable wildlife habitat and connecting corridor.
The Landmark Trust is a 501(c)(3) nonprofit corporation overseen by a volunteer board of directors currently consisting of seven members who are business, community and/or preservation leaders. Over the last three years, The Landmark Trust’s annual operating expenditures have averaged about $305,000. Although a separate B corporation, Scott Farm, of which The Landmark Trust has 100% ownership, had operating expenditures of approximately $670,000 on average over the last four years. Combined, the two entities employ 17 full- and part-time staff members.
NESCAUM is a 501(c)(3) nonprofit association of state air quality agencies in Connecticut, Maine, Massachusetts, New Hampshire, New Jersey, New York, Rhode Island and Vermont. The directors of these agencies serve as NESCAUM’s board of directors. NESCAUM’s purpose is to provide scientific, technical, analytical, and policy support to the air quality and climate programs of the northeast states. NESCAUM helps its members develop effective strategies to attain and maintain national ambient air quality standards, mitigate the impact of climate change and pursue emerging issues. NESCAUM staff coordinate and facilitate the activities of a number of committees and workgroups composed of staff from the member agencies who meet regularly to discuss topics such as air toxics and public health, permit modeling, mobile sources, monitoring, attainment planning and enforcement and compliance. The organization also coordinates professional training for staff from its member agencies.
Overview of the Organization and Programs
The northeast governors created NESCAUM in 1967 to help their states more effectively address air pollution issues through coordinated management of air as a shared resource, which was a breakthrough concept in environmental policy at that time. In the decades that followed, the northeast states—working together through NESCAUM and with the federal government—made dramatic progress in reducing levels of airborne lead, carbon monoxide, ozone, particulate matter and a host of air toxics. These air quality improvements occurred while the region’s economic output, electric power needs, household energy consumption and vehicle miles traveled grew, demonstrating that environmental and public health protection can occur in lockstep with economic development.
NESCAUM creates an important block of states that has helped make its region a national and international leader in air quality and climate change protection despite the relatively small size of most of its individual states. Coordinated regional actions also help the states adopt and implement emission control strategies and enable its member agencies to be more efficient through complementary actions that alleviate the need for each state to undertake them in isolation. With its member states now dealing with daunting issues such as climate change, NESCAUM remains intently focused on the great challenges that lie ahead. To this end, regional coordination is even more crucial due to the interconnected nature of the Northeast’s energy and transportation systems and common airshed.
NESCAUM is uniquely entrepreneurial and leverages the dues provided by its member agencies to raise considerable resources to support state air quality and climate work. NESCAUM has successfully brought in funding from a wide range of public and private sources. NESCAUM also competes for state grants related to air quality, climate, and energy and has contracted with all of the member states at various times to conduct analysis and research in support of their programs. Over the last three years, NESCAUM’s annual operating budget is approximately $3 million. NESCAUM employs 15 staff members, several of whom work remotely from the Boston headquarters.
Every year, thousands of people canoe, kayak and fish the waters of the Farmington River, as well as visit the state parks, forests and historic mills that dot the river's edge. Recreational value, rare wildlife, outstanding fisheries and a rich history are some of the outstanding features of the Farmington. In August 1994, Congress added 14 miles of the Farmington River's West Branch to the National Wild and Scenic Rivers System. This exciting milestone in the river's history recognizes the Farmington's beauty and character, and ensures that it will be enjoyed by generations to come.
Founded in 1953 by concerned local residents to address the critical water quality problems of that era, the Farmington River Watershed Association (“FRWA”), is a 501c(3) nonprofit that works with federal, state and local governments, business and industry, and with people in the watershed’s 33 communities to protect this beautiful river and its surrounding landscape. Although led by professional staff, FRWA relies on members, volunteers, other nonprofits, government agencies and business, all of who offer expertise, funds, time, and other assistance to protect the watershed. Areas of focus for FRWA include water quality, water allocation, habitat restoration, recreation, open space, and wetland and floodplain protection
Overview of Programs
FRWA is dedicated to preserving, protecting, and restoring the Farmington River and its watershed — for you, for all, forever. FRWA accomplishes this mission through the following activities:
- Research and Stewardship– FRWA’s research and mapping projects assist planners, policymakers, watershed residents and river users. Its ongoing water quality monitoring provides information that complements the work of other agencies. FRWA also engages in hands-on stewardship such as fish habitat restoration, reduction of storm water runoff, and re-vegetating streambanks with native plants.
- Education – FRWA offers tailored school programs; online lesson plans that complement the state standards; river guides with up-to-date information on boating, fish and wildlife, historic features and geologic structures; a quarterly newsletter reporting on current river issues and opportunities to get involved in the work; canoe trips with archaeologists, botanists, ecologists, historians, and ornithologists; and river cleanups, when hundreds of volunteers collect and recycle trash found along the river and its tributaries.
- Advocacy– FRWA proactively advocates on behalf of the river and the watershed. Over the years, FRWA played a pivotal role in securing a Wild & Scenic Designation for 14 miles of the Upper Farmington and is now advocating the same for the Lower Farmington River and Salmon Brook. FRWA has served on Science & Technical Subcommittee of the Connecticut State Water Planning Council as well as on the Board of Rivers Alliance of Connecticut to be actively engaged on ways to better manage freshwater supplies. FRWA also proactively advocates for issues that arise and encourages the development and implementation of well thought-out local land use regulations.
FRWA’s operating budget has averaged approximately $400,000 over the last three years, and the organization employs five staff members, including the executive director, at its Simsbury, CT headquarters. The executive director reports to a volunteer board of directors currently comprised of 13 members who are community, environmental, and business leaders from communities of the watershed.
For the last six years, FRWA has been very well-led by its executive director who recently resigned to pursue a new professional opportunity. A four-member search committee of the board has assumed the responsibility of managing the search.
Urban League of Greater Hartford, Inc. (ULGH) is a community-based, not-for-profit 501(c) (3) offering direct social services to more than 3,000 individuals and families annually. The organization’s mission is to: reduce economic disparities in our communities through programs, services and educational opportunities. ULGH’s core value states: Our focus is on empowering people in need to change their lives. The organization will be:
- The PROVIDER of choice by serving the comprehensive needs of Greater Hartford residents;
- The EMPLOYER of choice by providing training that enables our employees to be successful in their jobs;
- The INVESTMENT of choice by offering programs and services that provide a sustained impact in the Greater Hartford Region; and
- A MODEL of integrity and excellence.
Hartford, the capital city of the wealthiest state in the nation, with a population of about 125,000, is ranked among the poorest cities of its size in the country. Unacceptable disparities in Hartford and the surrounding communities result from inadequacies in four critical areas: education, employment, health, and financial stability. The Greater Hartford Region has a total population of 1.2 million.
ULGH, founded in 1964, is an affiliate of the National Urban League (NUL). The organization’s programs and services prepare youth and adults to be educated, trained and equipped to confidently enter the workforce and lead successful and healthy lives. Programs and initiative are in: Adult Education; Youth Development; Workforce Development and Training; Economic Enrichment; and Health and Wellness. In addition, Urban League of Greater Hartford Young Professionals (ULGH-YP) is designed to provide young professionals (ages 21-40) with a forum to foster professional development, community service, social awareness, equal access to opportunities, and self-reliance. ULGH-YP is one of 42 chapters of the NUL-YP, which serves to support the League’s three pronged agenda: financial literacy, real world education, and political education.
As in any good planning process, the ULGH board and senior leadership team explored whether or not the organization is still relevant. And, if so, was there a change in focus or ‘marketplace’ niche. A Sustainability Plan was developed with the assistance of a widely recognized nonprofit/fundraising consulting firm, and the plan was approved by the ULGH board earlier in 2018. The resulting strategic focus for this plan as stated is: strengthening our infrastructure to achieve sustainability. And, as we pursue sustainability, we will build an innovation fund for program enhancement, and future new initiatives.
The organization’s total revenue and support is approximately $2.0 Million. Its funding includes government grants, contributions, United Way allocation, special events and rental revenue. ULGH is governed by a committed 14-member Board of Directors. The board collaborated effectively with the previous President and CEO during her eight plus years of leadership, and the Board is currently very engaged in the leadership transition process. Board composition includes ethnic, gender and generational differences, as well as corporate diversity and inclusion, medical, academia, manufacturing, distribution, finance, government, community engagement, and nonprofit expertise. Day to day operations are managed by a strong and committed staff of 15+, and the culture is caring, helpful, hard-working, dedicated and service-oriented, transparent and collaborative, and described as a family atmosphere.
To learn more please visit the Urban League of Greater Hartford at http://www.ulgh.org/Home.aspx and the National Urban League at http://nul.iamempowered.com/
Hartford is centrally located between Boston and New York City and 20 minutes from Bradley International Airport. Cultural sites include: Harriet Beecher Stowe Center; Amistad Center for Art & Culture; Mark Twain Museum; a new minor league baseball stadium; riverfront activities; and the UCONN basketball teams and tournaments. Area educational institutions include: Trinity College, St. Joseph’s University, University of Connecticut, University of Hartford, Capital Community College and Manchester Community College.
Leadership Transition: Assessment and Opportunities
The previous President/CEO was recently appointed as the new CEO of the YWCA of Greater Hartford, effective May 2018, after nearly nine years leading ULGH. The board seeks a new leader who can leverage the organization’s passion, well-executed programs and services, assets, and young professionals to further align the organization’s mission with contemporary societal issues.
To support this important leadership transition, the board has engaged TSNE MissionWorks to facilitate a thoughtful and inclusive executive transition process. Participants in the process (via meetings, emails and online surveys) included staff, board and nearly 25 community partners/stakeholders. The organizational assessment and survey feedback, describing ULGH’s strengths, challenges and priorities, were used in the development of the position profile, and will inform the next leader of ULGH.