PEOPLE RESOURCES AND CONSERVATION FOUNDATION
Working with people to protect their natural environment
PEOPLE RESOURCES AND CONSERVATION FOUNDATION
EIN: 75-2641707
as of November 2023
as of November 13, 2023
Mission
To conserve biodiversity, ecosystem services, and local cultural identities through participatory solutions that protect and promotes the wise use of natural resources, supports socioeconomic development of communities, and enables adaptation to climate change
Ruling year
1996
President Director/ Chief Executive Officer
Dr. Fernando Potess
Main address
1801 Century Park East, 24th Floor
Los Angeles, CA 90067 USA
EIN
75-2641707
Natural resources
Biodiversity
Agriculture, fishing and forestry
Community and economic development
Cultural rights
Population served
Women and girls
Ethnic and racial groups
Low-income people
NTEE code
Natural Resource Conservation and Protection (C30)
Community Improvement, Capacity Building N.E.C. (S99)
Biological, Life Science Research includes Marine Biology, Physiology, Biochemistry, Genetics, Biotechnology, etc.) (U50)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Community-based conservation initiatives
Strengthen measures for local people to participate in sustainable management of natural resources. Improve collaboration between local communities and government officials for conservation of natural resources.
Sustainable management and use of natural resources
Strengthen conservation and management capacities of protected areas. Promote community-based conservation approaches via co-management and collaborative management approaches. Increase awareness for habitat and species conservation in landscapes with high conservation value. Work with local communities and government agencies to further conservation of biodiversity.
Cultural arts revitalization and ethnic minority livelihoods
Working with women weavers in Indonesia (Dayak) and Myanmar (Chin) to restore ancestral cultural weaving arts and in turn help support their livelihoods and income needs. Strengthen local appreciation for ancestral cultural arts and help establish art repositories at village-level.
Where we work
External reviews
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsNumber of projects showing an upward trend in the number of conservation actions at site
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Ethnic and racial groups
Related Program
Sustainable management and use of natural resources
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Progress in achieving the biodiversity conservation and community involvement objectives of the PRCF program (collection of projects at a site).
Number of conservation areas with evidence that illegal activities causing key threats have declined or stabilized
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Ethnic and racial groups
Related Program
Community-based conservation initiatives
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
We can affirm to this through the results of regular patrolling and population assessments at the sites.
Number of community-based biodiversity conservation and management initiatives promoted by the organization
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Ethnic and racial groups
Related Program
Sustainable management and use of natural resources
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Strong stakeholder community involvement in planning, implementation, and monitoring of project/ program activities.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
A state of biodiversity conservation that supports ecosystem functions and enables a sustained form of resource utilization, promoted by self-reliant local communities who have attained stable socioeconomic conditions and maintained their cultural identities.
What are the organization's key strategies for making this happen?
The organisation holds a 2016-2020 General Strategy. Strategic items to strengthen governance and solidify management are as follows:
1- Strengthen board of directors governance of the organization by promoting their involvement in decision-making and direction
2- Build from present relations with donors and develop additional partnerships that are in line with PRCF mission and objectives
3-Incorporate innovation for project development and conceptualization of proposals into all non-temporary country program technical staff contracts
4-Raise discretional funds not bound to project implementation, and seek and secure other funding sources such as from private philanthropists and corporate sponsorships
5-No expansion into other country programs until present programs have a minimum of six months of secured funding and liquidity for its programmed core expenses
6-Encapsulate all country programs whereby a minimum of 80% of non-discretional incoming funds remains to finance programmed activities and sourcing grant projects
7-Reduce expenses that are not directly associated with project implementation or financial management, with corporate governance remaining an a pro bono basis
8-Produce quarter and annual general and country program ledgers that specify income, expenditures, discretional funds, and liquidity. Summaries to the Board of Directors
9-Tighten financial governance to ensure diligence, transparency, and appropriate financial accountabilities
What are the organization's capabilities for doing this?
Strong and supportive members of the Board of Directors
Dedicated and technically strong President Director, doubling as Chief Executive Officer, who is present in the field and working closely with country program officers.
Dedicated, technically competent, and efficient country program managers and directors.
What have they accomplished so far and what's next?
Most of the items in the strategy to strengthen governance and management of the organisation are ongoing and advancing. The one items the has been difficult to secure is to:
Raise discretional funds not bound to project implementation, and seek and secure other funding sources such as from private philanthropists and corporate sponsorships
Financials
Revenue vs. expenses: breakdown
Liquidity in 2021 info
2.05
Months of cash in 2021 info
7.5
Fringe rate in 2021 info
10%
Funding sources info
Assets & liabilities info
Financial data
PEOPLE RESOURCES AND CONSERVATION FOUNDATION
Revenue & expensesFiscal Year: Jan 01 - Dec 31
PEOPLE RESOURCES AND CONSERVATION FOUNDATION
Balance sheetFiscal Year: Jan 01 - Dec 31
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
PEOPLE RESOURCES AND CONSERVATION FOUNDATION
Financial trends analysis Glossary & formula definitionsFiscal Year: Jan 01 - Dec 31
This snapshot of PEOPLE RESOURCES AND CONSERVATION FOUNDATION’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
| Profitability info | 2016 | 2017 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $3,974 | $49,352 | $14,292 | -$8,971 | $7,786 |
| As % of expenses | 1.9% | 18.8% | 9.9% | -2.4% | 3.0% |
| Unrestricted surplus (deficit) after depreciation | $3,974 | $49,352 | $14,292 | -$8,971 | $7,786 |
| As % of expenses | 1.9% | 18.8% | 9.9% | -2.4% | 3.0% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $247,722 | $266,727 | $287,167 | $276,793 | $337,605 |
| Total revenue, % change over prior year | 50.2% | 7.7% | 0.0% | -3.6% | 22.0% |
| Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.3% | 0.3% | 0.1% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 100.0% | 100.0% | 99.7% | 99.7% | 99.9% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $207,979 | $261,935 | $144,242 | $366,558 | $261,377 |
| Total expenses, % change over prior year | 88.2% | 25.9% | 0.0% | 154.1% | -28.7% |
| Personnel | 60.1% | 39.8% | 44.7% | 34.5% | 48.3% |
| Professional fees | 7.5% | 8.4% | 7.8% | 6.4% | 8.3% |
| Occupancy | 3.3% | 2.6% | 6.3% | 2.4% | 5.2% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.8% | 1.9% | 1.6% | 1.2% |
| All other expenses | 29.2% | 48.5% | 39.3% | 55.1% | 37.0% |
| Full cost components (estimated) info | 2016 | 2017 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $207,979 | $261,935 | $144,242 | $366,558 | $261,377 |
| One month of savings | $17,332 | $21,828 | $12,020 | $30,547 | $21,781 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $225,311 | $283,763 | $156,262 | $397,105 | $283,158 |
Capital structure indicators
| Liquidity info | 2016 | 2017 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Months of cash | 2.1 | 2.3 | 19.5 | 4.4 | 7.5 |
| Months of cash and investments | 2.1 | 2.3 | 19.5 | 4.4 | 7.5 |
| Months of estimated liquid unrestricted net assets | 0.3 | 28.1 | 1.5 | 0.3 | 0.8 |
| Balance sheet composition info | 2016 | 2017 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Cash | $35,908 | $51,291 | $233,931 | $133,866 | $163,572 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $0 | $0 | $0 | $0 | $0 |
| Gross land, buildings, equipment (LBE) | $0 | $0 | $0 | $0 | $0 |
| Accumulated depreciation (as a % of LBE) | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Liabilities (as a % of assets) | 50.4% | 4832.1% | 34.5% | 51.4% | 32.2% |
| Unrestricted net assets | $5,645 | $613,853 | $18,029 | $9,058 | $16,844 |
| Temporarily restricted net assets | $50,805 | $55,247 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $50,805 | $55,247 | $162,262 | $81,517 | $151,594 |
| Total net assets | $56,450 | $61,385 | $180,292 | $90,575 | $168,438 |
Key data checks
| Key data checks info | 2016 | 2017 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Material data errors | No | Yes | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President Director/ Chief Executive Officer
Dr. Fernando Potess
Dr. Potess is a forest governance and conservation specialist with over 25 years of experience in the design, management, implementation, and assessment of small, medium, and multi-million dollar projects and programs. His professional experience is in forestry and biodiversity conservation and management—including protected area management, community-based forest management, and land-use planning for resource conservation, sustainable livelihoods and buffer zone socioeconomic development. Experiences also include analysis and development of management policies related to forestry, biodiversity, protected area management, community-based forestry, and land-use planning for conservation and development. Latest experience relates to policy analysis and development in reference to biodiversity conservation and management of forest resources. Dr. Potess is co-founder of PRCF, and acts of President Director and Chief Executive Officer for the organization.
Number of employees
Source: IRS Form 990
PEOPLE RESOURCES AND CONSERVATION FOUNDATION
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
PEOPLE RESOURCES AND CONSERVATION FOUNDATION
Board of directorsas of 10/28/2023
Board of directors data
Dr Fernando Potess
PRCF
Term: 1995 - 2030
Patrick Durst
Dai Peters
Mering Ngo
Arnoud Steeman
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
-
Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? No -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? No -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? No
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
Disability
Equity strategies
Last updated: 07/17/2021GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- 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 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.
- 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 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.
Contractors
Fiscal year endingGuideStar Pro Reports
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- Letter of Determination
- Form 1023 / 1024
- Officer and/or Employee data for 2021, 2020, 2019, 2016, 2015
- Contractor and/or Paid Preparer data for 2021, 2014
- Board of Directors data for 2023
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