Environmental Quality Protection, Beautification

Pee Dee Land Trust

  • Florence, SC
  • www.peedeelandtrust.org

Mission Statement

The mission of the Pee Dee Land Trust is to conserve, and to promote an appreciation of, the significant natural, agricultural, and historical resources of the Pee Dee Region of South Carolina.

Pee Dee Land Trust is recognized by the IRS and the state of SC to be a qualified organization for holding conservation easements. Land trusts can also protect land which has been donated as a gift, purchased at fair market value or bargain sale, or given through a will.

Main Programs

  1. Land Protection
  2. Education and Outreach
Service Areas

Self-reported

South Carolina

The Pee Dee Land Trust works in the watershed of the Great Pee Dee River in South Carolina, from the state line down to Winyah Bay.   The region takes its name from the river that has sustained people, plants, and animals here for generations--the Great Pee Dee.

Our organization has expanded since its founding in December 1998 to cover nine counties within the Pee Dee watershed, including Chesterfield, Darlington, Dillon, Florence, Georgetown, Horry, Marion, Marlboro, and Williamsburg.

ruling year

1999

Executive Director

Self-reported

David Harper

Keywords

Self-reported

Land Trust, Pee Dee Region, agriculture, history, natural resources

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EIN

57-1075947

 Number

4596735571

Physical Address

154 W. Evans St 2nd Floor

Florence, SC 29501

Contact

Cause Area (NTEE Code)

Land Resources Conservation (C34)

Farmland Preservation (K25)

Historical Societies and Related Activities (A80)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Programs + Results

How does this organization make a difference?

Overview

Self-reported by organization

We are the only land trust actively working in many of the Pee Dee counties, and our niche is increasingly becoming protection of working farm and forestland. Our membership and income have grown every year, even during the economic downturn, enabling us to better respond to demand for land conservation. We currently are protecting over 22,000 acres of land in addition to sponsoring projects and events that benefit the agricultural economy.

Programs

Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Program 1

Land Protection

PDLT works with landowners who are interested in preserving their lands through voluntary means, primarily conservation easements.  PDLT assists landowners in facilitating these transactions and at the end of 2013, held conservation interest in 54 properties. To that end, PDLT is responsible for monitoring and upholding these easements in perpetuity.  PDLT has also assisted other land trusts and municipalities in securing conservation easements and PDLT also seeks additional land protection projects and works with local, regional, and statewide groups on collaborative efforts to conserve our natural, agricultural, and historical resources in a variety of ways.

Category

None

Population(s) Served

General Public/Unspecified

None

None

Budget

$125,000.00

Program 2

Education and Outreach

PDLT believes the best way to achieve its mission is to build a population of informed, engaged people. To that end, we have a robust education and outreach program in place to illuminate the interconnectedness of people and the land, our natural, agricultural, and historical resources.

 

We host a set of spring and fall excursions designed to cover all points of our geographic focus area and mission. We also host numerous membership gatherings whose purpose is to enable friendships to form and enthusiasm to build about our region.

Finally, in terms of events, we offer customized workshops for landowners, tax professionals, and other interested parties regarding the benefits of conservation easements.

 

We also disseminate our message in print and electronic media, through a biannual newsletter, a regular email update, and various newspaper articles.

Category

None

Population(s) Served

General Public/Unspecified

None

None

Budget

$65,000.00

Charting Impact

Self-reported by organization

Five powerful questions that require reflection about what really matters - results.

  1. What is the organization aiming to accomplish?
    1. Effectively pursue conservation projects, both directly and in collaboration with others; and responsibly steward PDLT's existing conserved lands and easements.
    2. Build and provide for a gathering of conservation-minded individuals (and groups of individuals) who understand the interconnectedness of people and the land, who appreciate the natural, agricultural, and historical features of the region, and who believe in the importance of purposeful protection of the Pee Dee River Basin.
    3. Garner, organize, and invest the necessary resources and supports required to continue the work of PDLT in an efficient and effective manner.
  2. What are the organization's key strategies for making this happen?
    1. Protect at least 7,500 additional acres of land in the Pee Dee, averaging at least 1,500 acres per year.
    2. Grow the membership community, increase levels of membership giving and retain current members.
    3. Secure an operational endowment of $1 million by the end of 2017.
  3. What are the organization's capabilities for doing this?
    PDLT has effectively managed its easements for over 15 years while adding new protected land. We are capable of continuing this work through the use of our Director of Land Conservation who monitors land so that it stays in line with the terms of its easement. Addition of protected land relies on the effort of all our staff who find and meet new land owners that are conservation-minded. We also provide information through the internet that allows people to reach out and contact us if they are interested in the benefits of protecting their land.
    PDLT has been supported by its members for the last 15 years. Through fund raising events, gatherings, and unique experiences we hope to continue adding members who are interested in the outdoors and have the desire to protect it so that their children can also experience the Pee Dee Region. The hard work of our Director of Education and Outreach maintains our relationship with our members and seeks to grow our member-base. This member-base is also a large source of funding that support PDLT through charitable giving.
  4. How will they know if they are making progress?
    PDLT updates members about its progress biannually and has board meeting quarterly to vote on important topics and undertaking of the organization. The progress made is also quantified into three categories: protected land, new members, and funding. PDLT views progress as the addition of at last 1,250 acres and different membership metrics. PDLT's strategic plan hinges on securing a $1 million endowment prior to 2017. Additions towards this goal are considered indicators of process.
  5. What have and haven't they accomplished so far?
    PDLT has protected over 22,000 acres of land in the last 16 plus years and is in the works of determining new potential properties all the time. During this time we have also moved to a permanent office in downtown Florence and added full and part time staff in addition to our volunteers and Board of Directors. We have also increased our reach as a nonprofit by obtaining grants to help benefit local farmers and other parties that use the land. This idea of protecting farming in order to protect the land is a proactive step towards helping the Pee Dee.
Service Areas

Self-reported

South Carolina

The Pee Dee Land Trust works in the watershed of the Great Pee Dee River in South Carolina, from the state line down to Winyah Bay.   The region takes its name from the river that has sustained people, plants, and animals here for generations--the Great Pee Dee.

Our organization has expanded since its founding in December 1998 to cover nine counties within the Pee Dee watershed, including Chesterfield, Darlington, Dillon, Florence, Georgetown, Horry, Marion, Marlboro, and Williamsburg.

Social Media

Funding Needs

Pee Dee Land Trust work is labor intensive in that we provide a service, rather than goods. Our primary needs are to build our staffing pattern to the level that would better serve the region -- strengthening both program areas. With this growth will come the need for capital improvements, including more sophisticated hardware and software for land protection work (GIS devices, mapping software), membership tracking (donor software), and educational materials (booklets, reading materials donated to local libraries, brochures, etc).

Accreditations

Land Trust Alliance

Affiliations + Memberships

Land Trust Alliance

photos




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Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

PEE DEE LAND TRUST
Fiscal year: Jul 01-Jun 30
Yes, financials were audited by an independent accountant.

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Operations

The people, governance practices, and partners that make the organization tick.

Pee Dee Land Trust

Leadership

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2015, 2014 and 2013
  • Board Chair, Board Co-Chair and Board Members
  • Access to the GuideStar Community
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Executive Director

David Harper

BIO

David became PDLT's second Executive Director in October, 2012. David came to PDLT from the Palmetto Conservation Foundation in Columbia. David's long conservation career includes years of fundraising experience for a variety of organizations. He obtained his undergraduate degree from UC-Berkley and his graduate degree from UPenn. David is married to Caroline and has a daughter, Elle.

Governance

BOARD CHAIR

Buddy Brand

Stifel

Term: July 2014 - Sept 2016

BOARD LEADERSHIP PRACTICES

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RESPONSE NOT PROVIDED

BOARD ORIENTATION & 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?


RESPONSE NOT PROVIDED

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

Yes

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?


RESPONSE NOT PROVIDED

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?


RESPONSE NOT PROVIDED

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?