Piedmont Environmental Council
Piedmont Environmental Council
EIN: 54-0935569
as of September 2023
as of September 18, 2023
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Land Conservation
The Piedmont Environmental Council has helped landowners permanently protect more than 430,000 acres of rural or natural land through conservation easements, helping ensure that the Virginia Piedmont is always characterized by its open spaces, healthy environment and cultural resources. PEC is working toward an ambitious goal of protecting more than 100,000 additional acres of farm, forest, cultural and other priority open spaces in our region by the end of 2030. With the achievement of this goal, 30 percent of the lands within our service region would be permanently protected, reaching a critical threshold for sustainability, biodiversity and climate resilience. Longer term, PEC has a goal of more than one million acres protected, representing about half of the land in our nine-county service area.
Clean Water
Through land conservation and hands-on restoration activities, PEC collaborates with landowners, nonprofit organizations, governmental agencies, and volunteers to establish stream-side tree buffers, connect aquatic habitat for native brook trout, install stream fencing and alternative watering systems for livestock, and restore healthy soils to curb erosion. PEC’s longstanding relationships with rural and agricultural landowners make us a trusted messenger and partner with Soil and Water Conservation Districts and other agencies that administer funding programs for voluntary water quality improvements. When weighing in on development proposals, zoning, and comprehensive plans, PEC advocates for thoughtful consideration of implications on local and regional water supply.
Wildlife Habitat
Conservation of land remains a critical tool we employ to protect and improve the range of native flora and fauna thriving in our region. Additionally, from urban and suburban communities to wilderness areas in the rural Piedmont, PEC helps landowners deploy land management practices that create or improve habitat for native wildlife and pollinators and that foster well-connected plant and animal habitat corridors. As a founding partner of the Virginia Grassland Birding Initiative, PEC is assisting agricultural landowners to adapt their farming and haying practices to restore grassland habitat for native birds. This work also includes a focus on forest land, notably the large forest blocks along the Blue Ridge that provide critical habitat and water quality protection around Shenandoah National Park and the Appalachian Trail.
Public Access
Parks, trails, and sidewalks help weave a community together, creating a stronger sense of place and connection and fostering economic development. PEC actively works with community members, partner organization and localities on these types of projects throughout our nine-county regions. The need for more, well-distributed public access to parks and green spaces throughout the Piedmont became manifest during the global pandemic, when residents sought respite and renewal in natural areas, parks, and trails like never before. Research shows that access to nature improves not only individual health, but also the well-being of communities.
Land conservation, which requires expertise and familiarity with complex real estate transactions, is the key to opening up new trails, parks and other conserved spaces for all people to see, experience, and enjoy. Access to recreational land and water resources also fosters appreciation. Expanding people’s access to conserved and nature-filled places.
Creating Stronger, More Sustainable Communities
A thoughtful approach to land use planning, paired with decision making that balances growth and development with natural and cultural resource protection, is vital to maintaining a healthy and vibrant Piedmont region. For each of its nine counties, PEC has professional staff who delve into development proposals, zoning, and comprehensive plans in order to advocate for conservation and smart growth. This staffing model allows the organization to participate locally at planning commission and board of supervisor meetings, join regional planning exercises, and advocate for sound land use policy at the state level. In these ways, we are able to weigh in directly and help residents engage effectively.
Virginia's Clean Energy Future
PEC advocates for an energy system that is smarter, more efficient and better accounts for the negative externalities arising from the choices we make about consumption, generation, transmission and distribution. We believe PEC’s on-the-ground perspective, dealing in both policy and its direct impacts on the communities we serve, to be invaluable in the conversations about energy taking place at the local and state level. PEC is recognized for its expertise in local land use planning and policy. We have expanded our staff expertise related to energy policy and siting, given its enormous implications for the climate, our natural, agricultural, and cultural resources, and our communities.
Local Food
Preserving and protecting the farms, fields and forests that are so characteristic to the Piedmont region depends on a strong, vibrant sustainable farm economy that keeps these rural lands economically viable. PEC works directly with landowners to conserve farmland and with farm families to deploy sustainable management practices that increase productivity, while also protecting agricultural soils and the streams that provide our drinking water. Through our Buy Fresh Buy Local program and guides, we directly promote working farms and the fresh, local food they produce. We also directly support the region's food insecure population through PEC’s Community Farm at Roundabout Meadows, donating 100 percent of what is grown and harvested by volunteers and staff to Loudoun Hunger Relief, which makes sure the food gets into the hands of those who need it most.
Where we work
External reviews

Our results
How does this organization measure their results? It's a hard question but an important one.
Number of acres of land protected
This metric is no longer tracked.Totals By Year
Related Program
Clean Water
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Annual figures of acres protected within our nine-county service region. As of 2023, more than 430,000 acres have been permanently protected within our region.
Number of trees planted
This metric is no longer tracked.Totals By Year
Related Program
Clean Water
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Tree planting take place as part of PEC's Plantings for the Piedmont initiative. Our goal is to restore critical riparian buffers along the headwaters within our service region.
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
We envision a Virginia Piedmont where people act on a belief that conservation is essential to creating and maintaining vibrant, healthy communities. Our region is characterized by connected natural and cultural landscapes, thriving villages, towns and cities, clean rivers and streams, and working farms and forests. It’s a beautiful place where residents across all walks of life participate in decisions about its future.
What are the organization's key strategies for making this happen?
Serve as a thought leader. Communities throughout the Virginia Piedmont rely on PEC staff to do the research, attend the meetings, write comments and provide context and a vision for a better future.
Shape public policy. As informed participants with an eye toward protecting natural resources and advancing sustainability, PEC staff engage at the local, state and federal level to shape public policy in a positive direction.
Empower people to participate. Informed and driven by the latest research, strong relationships, and the personal passions of our staff, our on-the-ground, hands-on education, demonstration, and advocacy work inspires greater public participation.
Encourage direct action. Individual and collective action is necessary to make change. We ask residents of the Virginia Piedmont and beyond to do the small stuff and the large stuff: volunteer, plant a tree, get rooftop solar, buy local food, practice sustainable land management, weigh in with elected officials, pursue a conservation easement. There are countless ways to make a difference today.
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We act on the feedback we receive
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to identify actionable feedback,
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
1.32
Months of cash in 2022 info
1.2
Fringe rate in 2022 info
39%
Funding sources info
Assets & liabilities info
Financial data
Piedmont Environmental Council
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.
Fiscal Year: Jan 01 - Dec 31
This snapshot of Piedmont Environmental Council’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 | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $611,273 | $3,500,122 | $333,664 | $315,438 | $86,475 |
As % of expenses | 10.1% | 67.7% | 6.4% | 5.6% | 1.3% |
Unrestricted surplus (deficit) after depreciation | $482,205 | $3,359,977 | $181,816 | $148,421 | -$89,110 |
As % of expenses | 7.8% | 63.3% | 3.4% | 2.6% | -1.3% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $6,203,775 | $8,493,558 | $5,764,304 | $6,128,085 | $6,588,230 |
Total revenue, % change over prior year | 34.8% | 36.9% | -32.1% | 6.3% | 7.5% |
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 | 0.9% | 0.2% | 0.0% | 0.0% | 0.0% |
Government grants | 10.8% | 2.2% | 11.0% | 7.1% | 1.7% |
All other grants and contributions | 91.5% | 97.0% | 88.6% | 89.9% | 96.4% |
Other revenue | -3.2% | 0.7% | 0.4% | 2.9% | 1.9% |
Expense composition info | |||||
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Total expenses before depreciation | $6,043,872 | $5,168,754 | $5,245,087 | $5,617,697 | $6,694,812 |
Total expenses, % change over prior year | 31.8% | -14.5% | 1.5% | 7.1% | 19.2% |
Personnel | 56.3% | 67.8% | 75.6% | 72.0% | 73.0% |
Professional fees | 10.0% | 15.2% | 8.0% | 12.9% | 11.3% |
Occupancy | 3.6% | 3.8% | 4.0% | 2.7% | 2.4% |
Interest | 1.1% | 0.3% | 0.1% | 0.1% | 0.0% |
Pass-through | 10.0% | 0.9% | 0.3% | 0.7% | 2.0% |
All other expenses | 19.0% | 12.0% | 11.9% | 11.8% | 11.3% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Total expenses (after depreciation) | $6,172,940 | $5,308,899 | $5,396,935 | $5,784,714 | $6,870,397 |
One month of savings | $503,656 | $430,730 | $437,091 | $468,141 | $557,901 |
Debt principal payment | $0 | $1,800,000 | $0 | $300,000 | $0 |
Fixed asset additions | $0 | $234,146 | $0 | $0 | $0 |
Total full costs (estimated) | $6,676,596 | $7,773,775 | $5,834,026 | $6,552,855 | $7,428,298 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 2.2 | 1.1 | 2.2 | 1.9 | 1.2 |
Months of cash and investments | 2.2 | 1.1 | 2.2 | 1.9 | 1.2 |
Months of estimated liquid unrestricted net assets | 0.5 | 8.2 | 8.7 | 8.6 | 7.2 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Cash | $1,097,565 | $489,773 | $960,024 | $911,513 | $687,622 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $2,580,234 | $140,390 | $147,885 | $521,019 | $529,802 |
Gross land, buildings, equipment (LBE) | $3,707,432 | $3,941,578 | $4,005,177 | $4,089,710 | $4,146,772 |
Accumulated depreciation (as a % of LBE) | 23.7% | 25.9% | 28.7% | 32.2% | 36.0% |
Liabilities (as a % of assets) | 26.1% | 3.7% | 5.8% | 3.7% | 4.7% |
Unrestricted net assets | $3,096,211 | $6,456,188 | $6,638,004 | $6,786,425 | $6,697,315 |
Temporarily restricted net assets | $3,731,648 | N/A | N/A | N/A | N/A |
Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
Total restricted net assets | $3,731,648 | $3,600,347 | $3,785,900 | $3,980,850 | $3,787,793 |
Total net assets | $6,827,859 | $10,056,535 | $10,423,904 | $10,767,275 | $10,485,108 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President
Mr. Christopher Miller
Number of employees
Source: IRS Form 990
Piedmont Environmental Council
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Piedmont Environmental Council
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Piedmont Environmental Council
Board of directorsas of 08/31/2023
Board of directors data
Jean Perin
George Ohrstrom, II
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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? No -
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
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 08/31/2023GuideStar 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 employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- 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 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 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.