6 of 6 fund development
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FUND DEVELOPMENT GUIDE
FOR
LAND TRUSTS AND ALIGNED ORGANIZATIONS
JANUARY 2011
FUND DEVELOPMENT GUIDE
FOR
LAND TRUSTS AND ALIGNED ORGANIZATIONS
JANUARY 2011
FUND DEVELOPMENT GUIDE
FOR
LAND TRUSTS AND ALIGNED ORGANIZATIONS
JANUARY 2011
FUND DEVELOPMENT GUIDEFOR
LAND TRUSTS AND ALIGNED ORGANIZATIONSJanuary 2011
None of the Information contained in this documentmay be otherwise reproduced, republished or re-
disseminated in any manner or form without the priorwritten consent of the Alberta Land Trust Alliance.
The Alberta Land Trust Alliance thanks the Alberta Real Estate Foundation for the generousfunding provided for this project.
Alberta Land Trust AllianceJanuary 2011
TABLE OF CONTENTS
1. Are You Ready to Raise Funds?....................................................................................... 1
2.0 The Philanthropic Sector: An Overview ........................................................................ 4
3.0 The Case for Support: An Overview.............................................................................. 9
4.0 Creating a Case for Support ........................................................................................ 10
5.0 Assignment: Develop a Case for Support ................................................................... 12
6.0 Prospect Identification & Information Gathering: An Overview ................................ 13
7.0 How to Build Your Donor Base.................................................................................... 14
8.0 Potential Donors: Categories ...................................................................................... 19
9.0 Your Activity Checklist................................................................................................. 22
10.0 The Strategic Fund Development Plan: An Overview............................................... 24
11.0 Setting a Fund Development Goal ............................................................................ 26
12.0 Types of Fundraising ................................................................................................. 28
13.0 Strategic Fundraising Activities................................................................................. 29
Appendix A - Sample Case for Support ............................................................................. 30
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1. Are You Ready to Raise Funds?
In Canada there are about 80,000 registered charitable organizations and another100,000 incorporated nonprofits providing any number of programs and services thataddress the needs of individuals and communities. They vary in size and complexity.Some are high profile while others are relatively unknown. Regardless, all organizationsshare the following basic principles of philanthropic and sponsorship funding:
A clear sense of mission, the audience served and how the mission relates to eachaudience member.
A shared vision—where the organization is going, what activities it will undertake,and how these activities impact the mission.
Planning how to achieve the mission. Knowing how much its activities will cost.
Of course, a myriad of factors such as level of risk, number of volunteers and number ofstaff will influence an organization’s ability to raise funds.
Effective and successful fundraising is grounded in the organization’s mission andvision. Quite simply, fundraisers need to know how the organization will meetcommunity needs and what it will cost. This is communicated through descriptions ofprograms and services that bring the organization’s mission to life.
Donors have forced organizations to change how they view funding. Today there mustbe a focus on target audiences. It is a shift in mindset from “money from everyone” to“sustainable funding from our closest friends.” Donors do not give becauseorganizations do good work. Sponsors don’t support you because they feel anobligation to do so. They give because giving satisfies one or more of their needs andbecause of what they believe the organization can do with their money. This means youmust look at fundraising through the donor’s or sponsor’s eyes.
In summary, philanthropy – which can be defined as the sharing of time, talent, andtreasure for the common good – emphasizes relationships over money; it is a dignifiedprocess that helps generous people participate in programs that reflect their values andinterests and meet their need or desire for recognition, a sense of belonging and/or tomake a difference. Strong fundraising provides multiple opportunities to give.
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1.1 What is Fund Development?
Fund development is part of an organization’s strategic marketing and the process bywhich the organization uses fundraising to build capacity and sustainability. Funddevelopment is about building relationships with people, and other organizations, thatwill support the charity.
Integrated fund development captures the purposes of fundraising (operating, capital,endowment), and for each prepares cultivation and solicitation strategies, timetables,budgets, roles and responsibilities, success indicators, progress monitors andevaluation.
Trends in fund development have given rise to several guiding principles:
Fund development must be integral to the business plan. Staff and volunteer leadership is critical. Fundraising volunteer recruitment is increasingly difficult. Branding is increasingly important. Donors need multiple and seamless giving programs. Asks must be personalized, strategic and professional. All fundraising must be conducted from a position of high ethical standards and
practice.
1.2 Developing Your Case for Support
This written document is the key resource for staff, volunteers, donors and prospectivedonors to find answers about the organization, its mission, vision, values, priorities,goals and objectives. It is the donor’s investment prospectus.
1.3 Funding Sources
Sources of funding include individuals, companies, foundations, community groups, andgovernment programs. Every organization has a different pool of potential donors fromwhich to ask support. This is because every organization has a unique Case forSupport, provides different programs, serves different communities, and has leadersand volunteers who approach the work from their own perspective.
Every organization must prospect for donors. The need for an ever-expanding numberof donors means researching each constituency to identify donors, evaluating theircapacity, willingness and interest, and qualifying their potential support.
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1.4 Who Will Lead the Charge?
Leadership in fundraising is essential. Success requires a number of people who areprepared to champion the organization’s goals and objectives and work to communicatethese among potential donors. Of all the characteristics desired in a fundraisingvolunteer, the willingness to engage others in discussion is the most prized. Fundraisingis a communications activity in which those who can tell stories and paint mentalpictures of “what might be” for prospective donors are the most successful.
1.5 Stewarding Your Donor
Stewardship is not gift recognition. Stewardship is the sum of all the things anorganization can do to continue the relationship with a donor. The objective of goodstewardship is to bring the donor ever closer to a full and complete understanding of theorganization so that their giving not only continues but increases over time. As landtrusts, we encourage and cultivate the principles of good stewardship of the land; asorganizations, we could apply that same nurturing approach to donor stewardship.
1.6 Does Anyone Know We’re Here?
Strategic marketing and communications activities are key to increasing yourorganization’s profile and visibility in the community. The more visible and recognizableyour organization is, the more likely you are to attract donors to your cause. There aremany tools available to support the fundraising initiatives, especially any that positionthe organization as one of choice for donors. Communications initiatives includedeveloping key messages, logo and corporate colours, advertising, websites, pamphletsand brochures, special publications, and public displays.
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2.0 The Philanthropic Sector: An Overview
Many terms refer to and describe the philanthropic sector: voluntary, nonprofit,independent, third, charitable, etc. The lack of consensus among charitableorganizations about references to the sector poses a problem. Many Canadians knowvery little about the sector, so the lack of a common language that describes the workcan create confusion. Furthermore, people react strongly to language. Charity, forexample, has a negative connotation in some circles. Other labels may help or hinderpositioning in the philanthropic marketplace.
Yet Canada’s charitable sector has huge economic power. Organizations like yoursgenerate billions in revenue and control hundreds of billions of dollars in assets. Thesector is about 7% of Canada’s GDP and larger than several provincial economies andsome industry sectors. Charities employ about two million people and engage morethan 12 million in providing a billion hours of volunteer activity.
Small charities, with revenue under $125,000 annually, make up about 40% ofcharitable organizations and account for 5% of funds raised. Medium-sized charities,with revenue between $125,000 and $1.5 million annually, make up some 45% of thecharitable landscape and draw 25% of funds raised. Large charities, with revenue over$1.5 million annually, are about 15% of Canada’s charities and bring in 70% of fundsraised.
75%
13%
12%
Division of Charitable Donations by Source
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2.0 The Philanthropic Sector: An Overview
Many terms refer to and describe the philanthropic sector: voluntary, nonprofit,independent, third, charitable, etc. The lack of consensus among charitableorganizations about references to the sector poses a problem. Many Canadians knowvery little about the sector, so the lack of a common language that describes the workcan create confusion. Furthermore, people react strongly to language. Charity, forexample, has a negative connotation in some circles. Other labels may help or hinderpositioning in the philanthropic marketplace.
Yet Canada’s charitable sector has huge economic power. Organizations like yoursgenerate billions in revenue and control hundreds of billions of dollars in assets. Thesector is about 7% of Canada’s GDP and larger than several provincial economies andsome industry sectors. Charities employ about two million people and engage morethan 12 million in providing a billion hours of volunteer activity.
Small charities, with revenue under $125,000 annually, make up about 40% ofcharitable organizations and account for 5% of funds raised. Medium-sized charities,with revenue between $125,000 and $1.5 million annually, make up some 45% of thecharitable landscape and draw 25% of funds raised. Large charities, with revenue over$1.5 million annually, are about 15% of Canada’s charities and bring in 70% of fundsraised.
75%
Division of Charitable Donations by Source
Charitable donations made byindividuals
Charitable donations made bycompanies
Charitable donations made byfoundations
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2.0 The Philanthropic Sector: An Overview
Many terms refer to and describe the philanthropic sector: voluntary, nonprofit,independent, third, charitable, etc. The lack of consensus among charitableorganizations about references to the sector poses a problem. Many Canadians knowvery little about the sector, so the lack of a common language that describes the workcan create confusion. Furthermore, people react strongly to language. Charity, forexample, has a negative connotation in some circles. Other labels may help or hinderpositioning in the philanthropic marketplace.
Yet Canada’s charitable sector has huge economic power. Organizations like yoursgenerate billions in revenue and control hundreds of billions of dollars in assets. Thesector is about 7% of Canada’s GDP and larger than several provincial economies andsome industry sectors. Charities employ about two million people and engage morethan 12 million in providing a billion hours of volunteer activity.
Small charities, with revenue under $125,000 annually, make up about 40% ofcharitable organizations and account for 5% of funds raised. Medium-sized charities,with revenue between $125,000 and $1.5 million annually, make up some 45% of thecharitable landscape and draw 25% of funds raised. Large charities, with revenue over$1.5 million annually, are about 15% of Canada’s charities and bring in 70% of fundsraised.
Charitable donations made byindividuals
Charitable donations made bycompanies
Charitable donations made byfoundations
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The type of charity and its size in the philanthropic marketplace has an impact onfundraising among individuals, the most dominant source of donations.
Type Percent of Market Percent Individual Giving
Religion 40% 45%
Social Services 20% 16%
Health and Hospitals 10% 19%
Education and Research 10% 3%
Other Charities1 5% 5%
1 Includes: environment, sports & recreation, law, advocacy, politics, international.
40%
45%
15%
Division of Canadian Charities by AnnualRevenue
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The type of charity and its size in the philanthropic marketplace has an impact onfundraising among individuals, the most dominant source of donations.
Type Percent of Market Percent Individual Giving
Religion 40% 45%
Social Services 20% 16%
Health and Hospitals 10% 19%
Education and Research 10% 3%
Other Charities1 5% 5%
1 Includes: environment, sports & recreation, law, advocacy, politics, international.
40%
Division of Canadian Charities by AnnualRevenue
Small Charities (revenue of $125000/year or less)
Medium Charities (revenue of$125 000 - $1.5 million/year)
Large Charities (revenue of over$1.5 million/year)
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The type of charity and its size in the philanthropic marketplace has an impact onfundraising among individuals, the most dominant source of donations.
Type Percent of Market Percent Individual Giving
Religion 40% 45%
Social Services 20% 16%
Health and Hospitals 10% 19%
Education and Research 10% 3%
Other Charities1 5% 5%
1 Includes: environment, sports & recreation, law, advocacy, politics, international.
Small Charities (revenue of $125000/year or less)
Medium Charities (revenue of$125 000 - $1.5 million/year)
Large Charities (revenue of over$1.5 million/year)
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2.1 Who Gives?
The federal government is the largest contributor to annual revenue. Governmenttransfers and grants can be between 40% and over 90% of a charity’s total revenue,depending on the service the organization provides.
Individuals consistently give 75% of all charitable donations. Companies andfoundations account for the remaining 25% of gift support, split roughly 12% forfoundations and 13% for companies.
The average age of a donor in Canada is between 45 and 64. Their average donation isabout $400, a figure that drops to about $370 in people under age 45 and rises to about$570 in individuals older than 64.
In getting to know donors, studies point to several barriers to giving. The two mostcommon reasons for not giving are personal and organizational, meaning donors mostoften cite objections related to their personal circumstances and beliefs, and will moreoften find reasons not to give based on their perceptions of the charity.
Religion continues to play an important role in giving. Those who claim to be active intheir church are more likely to give, are more generous than the average, and are morelikely to volunteer.
5%
25%
70%
Division of Funds Raised by Annual Revenue
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2.1 Who Gives?
The federal government is the largest contributor to annual revenue. Governmenttransfers and grants can be between 40% and over 90% of a charity’s total revenue,depending on the service the organization provides.
Individuals consistently give 75% of all charitable donations. Companies andfoundations account for the remaining 25% of gift support, split roughly 12% forfoundations and 13% for companies.
The average age of a donor in Canada is between 45 and 64. Their average donation isabout $400, a figure that drops to about $370 in people under age 45 and rises to about$570 in individuals older than 64.
In getting to know donors, studies point to several barriers to giving. The two mostcommon reasons for not giving are personal and organizational, meaning donors mostoften cite objections related to their personal circumstances and beliefs, and will moreoften find reasons not to give based on their perceptions of the charity.
Religion continues to play an important role in giving. Those who claim to be active intheir church are more likely to give, are more generous than the average, and are morelikely to volunteer.
25%
Division of Funds Raised by Annual Revenue
Small charities (revenue of $125000/year or less)
Medium Charities (revenue of$125 000 - $1.5 million/year)
Large Charities (revenue of over$1.5 million/year)
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2.1 Who Gives?
The federal government is the largest contributor to annual revenue. Governmenttransfers and grants can be between 40% and over 90% of a charity’s total revenue,depending on the service the organization provides.
Individuals consistently give 75% of all charitable donations. Companies andfoundations account for the remaining 25% of gift support, split roughly 12% forfoundations and 13% for companies.
The average age of a donor in Canada is between 45 and 64. Their average donation isabout $400, a figure that drops to about $370 in people under age 45 and rises to about$570 in individuals older than 64.
In getting to know donors, studies point to several barriers to giving. The two mostcommon reasons for not giving are personal and organizational, meaning donors mostoften cite objections related to their personal circumstances and beliefs, and will moreoften find reasons not to give based on their perceptions of the charity.
Religion continues to play an important role in giving. Those who claim to be active intheir church are more likely to give, are more generous than the average, and are morelikely to volunteer.
Small charities (revenue of $125000/year or less)
Medium Charities (revenue of$125 000 - $1.5 million/year)
Large Charities (revenue of over$1.5 million/year)
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2.2 Volunteering in Canada
About 12 million Canadians give more than two billion hours in volunteer service.According to a 2007 study, there were 1,445,000 million volunteers in Alberta,averaging 172 volunteer hours per Albertan. Alberta’s volunteer rate increased from48% in 2004 to 52% in 2007, higher than the Canadian average of 48%.
Women are more likely to volunteer than men. Men volunteer less frequently but donatemore hours. The highest volunteer rates are among the youth and the most hours givenare by seniors. The most likely organizations in which to find volunteers are in sportsand recreation, and the most likely jobs they are to perform are organizing andsupervising. More often than not, they have volunteered because they were asked.
A change in organized volunteerism is emerging, known as “civic engagement.” It canbe defined as individual or collective actions that both address issues of public concernand provide help without the organizing assistance of a charity. This “help” may includeactivities such as cleaning, cooking, gardening, maintenance, painting, shoveling, carrepair, health-related and personal care, visiting, babysitting, shopping and transporting.
2.3 Trends in the Charitable/Not-for-Profit Sector
The future of government and foundation funding is unsure. There is a sense that,regardless of government surplus, charities will never again see the government fundinglevels of the 1980s and 1990s. This forces organizations to be more self-sustaining,creative and innovative, incorporate sound business practices appropriate for anonprofit organization, and become increasingly accountable and transparent to privatesector funders.
There is no more entitlement for charities and probably more scrutiny of anorganization’s activities. The days of unquestioning respect and awe for charities areover and increasing regulation has become a fact. All levels of government (globally)are scrutinizing the philanthropic sector. Legislative and regulatory bodies regularlydebate public policy and are taking more action on social issues than ever before.Community-based organizations provide the public with benchmarks by which to gaugecharities. The media is taking an ever-vigilant stand on issues around the managementof charitable activity. Charities need to cope with both the scrutiny and the outcome.
2.4 Trends in Giving
There is an increasing focus on securing very large gifts in order to ensure campaignsuccess. These are what we call Major Gifts. While the definition of a major gift will bedifferent for every organization, all organizations will calculate a major gift much thesame way: by first evaluating all of the gift amounts received, from smallest to largest,
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then comparing those amounts to the volume of gifts. The evolution of Major Giftprograms that focus on individual giving have redefined strategies and tacticsorganizations might take to raise funds.
Donors are receiving more requests than ever, resulting in more focused giving asdonors move from cause to cause. Therefore, strategic cultivation and long-termstewardship are required components of fund development plans.
Corporate gifts are flattening and sponsorships are increasing. Corporate communityinvestment programs are focused and strategically aligned with a company’s businessinterests. Charities must learn to manage these new relationships.
2.5 Trends in Fundraising
Fund Development activities must work in concert with an organization’s other businessactivities. Fundraising can no longer be a “sidecar” to the organization’s programs andservices. It must be integrated with mission and vision.
Visible and strong leadership is a key requirement for successful fundraising. The directinvolvement of senior volunteers and staff to provide credibility and validate theorganization’s funding needs is critical. And the donor public expects leadershipinvolvement in fundraising as planners and askers.
The professional, personalized solicitation of individuals is becoming as necessary asthe approach of companies and foundations. All three of the major donor groups areadopting new methods of evaluating charitable activity and all have access toinformation beyond what the charity is providing online or through print publications. Theimpression a member of the community has about a charity now gets transmitted andcommunicated in dozens of ways that the charity cannot control.
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3.0 The Case for Support: An Overview
The Case for Support does two things:
It is a written document that answers all of the reasons why an organization bothneeds and merits financial support, usually by outlining the organization’s programs,current needs and plans.
It is an expression of the cause as a community requirement, a clear and compellingstatement of all of the reasons why anyone should consider making an investment inthe organization and the cause it represents.
The Case must answer some overarching and compelling questions. These areprobably the most important questions you can answer, so they deserve attention at thehighest leadership level.
In a Board meeting, ask:
Who are we and why do we exist? What is distinctive about us? What is it that we need to accomplish and how do we intend to get there? How will we hold ourselves accountable?
The Case for Support must convince a courtroom of skeptics, so it has several specificpurposes:
It clearly communicates the organization’s mission, vision, goals and objectives. It explains current programs and services and give examples of their positive results
and impact in the community. It describes how new programs will further enrich and benefit the lives of many. It inspires and motivates donors, volunteers and the community to continue to
support programs and the cause.
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4.0 Creating a Case for Support
The Case for Support is a written communications tool. It should appeal both to thehead and to the heart of the prospective donor, so the tone and calibre of writing shouldaccomplish several things:
Inform, inspire and excite potential donors Uplift and motivate; appeal to the philanthropy of the donor Incite to action and involvement Instill urgency Invite support, interest and dedication
4.1 Format
The Case may be written in various formats, and even the simplest must have a visualappeal. A simple format might have the following section headings:
Mission, Vision, Values Goals & Objectives Programs & Services, Statement of Needs Staffing & Governance Facilities, Finances, Evaluation
4.2 Working Sequence
Organizations will approach writing the Case for Support from different perspectives, butthe critical components are as follows:
To identify, validate and document needs. To outline programs and strategies to meet needs. To establish competence of the organization and its people. To explain who will benefit. To identify necessary resources. To explain why they should and how donors can give. To think about any unasked questions.
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4.3 Pitfalls to Avoid:
Undefined purpose, vague plans Overstated emotionalism, pleading Misunderstanding what motivates donors Unsubstantiated, grand claims
4.4 Ways to use the Case:
To obtain consensus, rally leadership. To recruit volunteer leadership. To test the market. To support tool in asking for gifts. To tell the story. To build fundraising materials.
4.5 Case Statements
Case Statements are a special version of the Case for Support. They are written tofocus attention on a program or service rather than the entire organization.
A Case Statement tells the organization’s story to specific constituencies or donors.They present arguments for specific needs and are quickly converted to a proposal for aprospective donor.
A Case Statement includes notes on overall fundraising goals and explanation of howfunds will be used. It outlines how successful fundraising strengthens the organization,presents a vision for the future and, above all, provides an invitation for the donor togive.
4.6 How to Turn a Case Statement into a Proposal:
Include an Ask. Write an Introduction. State the problem that needs to be addressed. Detail critical response or solution. Describe impact and what it means to the donor. Include updates on the progress/status of the campaign. Include relevant and helpful attachments.
Important Tips Appeal first to emotions, then to
intellect. Hone words painstakingly. Break copy with headings and
subheads. Sell the reader. Tell your readers what to do. Use visual aids or testimonials. Use statistics to make an impact. Talk to stakeholders and
understand key audiences. Relinquish pride of authorship. Obtain consensus. Tell your story. Rewrite…rewrite…rewrite
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5.0 Assignment: Develop a Case for Support
Gather as much information as possible and respond to the following areas. Don’t worry that you are unable to find lengthy or meaty responses, but do answer
each of the points to the best of your ability. Fill in gaps through discussion with fellow Board and Committee members and other
volunteers.
5.1 Developing Your Case for Support:
1. What are you trying to accomplish and how do you know it’s necessary?
2. Identify your specific needs. (Who? How? With What?)
3. What programs and strategies do you imagine will meet these needs?
4. Document the competence of the organization to reach its goals.
5. Explain who will benefit from services that will be made possible.
6. Identify all of the resources required to fund all programs and services.
7. Explain why a prospective donor should give.
8. Explain how a prospective donor can give.
9. Anticipate and respond to any unasked questions in the prospect’s mind.
10.Capture any questions you want answered as a potential donor.
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6.0 Prospect Identification & Information Gathering: An Overview
Every organization, regardless of size, must engage in the continual identification ofpotential donors and have some capacity to record information about the people,companies and other supporters:
A Prospect:
A possible source of support whose philanthropic interests or sponsorship requirementsseem to match the organization’s mission and vision but whose capacity to give, willingness,and linkages have not been qualified by research.
Serious fundraising is based on sound relationships between donors and land trusts.The process for identifying prospects is actually quite critical to building theserelationships.
Identifying and establishing a relationship with a potential donor is the first step.
Next is maintaining the relationship through dialogue or conversation that is meant toalign the potential donor’s interests with those of the land trust. The more tightly this canbe done, the more likely the potential donor will make a significant investment in theland trust—exactly what you want to happen.
A Qualified Prospect:
A prospect who continues to qualify over a period of time through research, evaluation andcultivation as a logical source of support.
Over time, and with continuing involvement, relationships with donors deepen and canbe expanded so that donors not only help fund major projects but are also inclined tosupport the operating needs of the trust.
With their deepening involvement, donors are often more inclined to help theorganization identify additional potential donors and at gift levels that are close to theirexperience.
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7.0 How to Build Your Donor Base
7.1 Thorough, Realistic & Cumulative Research
Some organizations may already be in a position to formalize the identification ofprospective donors and the ongoing research that is part of the process. You may havealready identified several donors capable of making a large investment in theorganization. They’re either current (or recently past) donors, are visible and vocal inyour community, or have identified themselves as having an affinity for what land trustsare trying to achieve.
With very little sleuthing and some well-conducted identification exercises, leaders andothers can expand this list of potential donors beyond the “usual suspects.”
The trick is to get past the list of already-known individuals, companies and otherfunders to probe for others who share similar values or perspectives. Often, these arepeople you or someone you are close to already know. It’s how you start.
Brainstorming with others is a terrific way to gain information about prospective donors.You can share personal contacts, examine participation records and bring in publiclyavailable information, involve peers or advisors and other experts.
7.2 Getting Organized
Once the information is gathered, the next task is to organize your research so that it’suseful to the land trust, its staff (if any), volunteers and leaders. The best prospectmanagement tools strive for simplicity; donors’ records must be accessible andorganized so that decisions can be made and action taken whether the trust wants tosolicit a single individual or groups of potential donors with something in common.
Be determined to build some form of thorough but realistic research to your prospectidentification work. Alberta’s land trusts vary in their volunteer or staff capacity. Someare able to engage in very formal research activities and others will operate on a lesserscale. Once the commitment is made, though, it is critical that it continue. Collectinginformation about prospective donors is a cumulative process. This is the information-gathering that puts the jigsaw puzzle together so that your organization can make itsbest and most effective “ask.” It is imperative that a clearly articulated donor privacyand confidentiality policy be in place and followed implicitly.
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7.3 Something to Fund
Recognize that the organization, its purpose and its projects are worth funding and thatthere is a donor lurking in the database of suspects and prospects, or in the back ofsomeone’s mind, just waiting for the chance.
There are at least three areas land trust leaders should spend time thinking about:
1. What it is about the organization that potential donors would fund.2. What the organization currently does that donors could fund.3. What the organization wants to accomplish in the future that donors might want to
fund.
7.4 Match Prospects to Projects
With this information in hand, organizations canactually map out projects to prospects. You can relatemost closely those projects for which you needfunding to those prospective donors who are most intune with the organization’s needs. In fact, you willbegin looking at the problem of fundraising from theperspective of your supporters.
7.5 Involve the Donor
Often overlooked, involving prospective donors is part of the process of building donorsupport:
Yes, you can ask prospective donors for information about themselves that willhelp you define how best to involve them.
Yes, you can work with prospective donors (individuals and groups) to link themwith projects they are most likely to fund.
Yes, you can achieve your greatest vision for your organization by asking verygenerous people to help you accomplish something really meaningful.
In other words:This is how our organization canfulfill our donor’s philanthropic (orsponsorship) objectives.
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7.6 Ethics, Accuracy & Confidentiality
Research and prospect identification requires organizations to operate at the highestlevel when it comes to how information is handled. We are all bound by confidentialitylaws, in particular the Freedom of Information and the Protection of Privacy Act (FOIP),and Personal Information Protection and Electronic Documents Act (PIPEDA).
Additionally, donors bring their own set of standards, codes and guidelines wheninteracting with an organization. They are very critical of organizations that don’t appearto operate in a highly ethical manner when it comes to the handling and communicationof information.
Organizations must understand the very critical need to protect sensitive information.
7.7 Information You Need to Capture
Information is the power to help very generous people do very generous things. Yourresearch needs to capture some specific information about prospective donors as wellas build the file on your current donors. For example:
Their connection to your organization: How long they’ve been supporting theorganization. Their level of engagement with what you are/do, with what you arecurrently doing, and with what you hope to achieve in the future.
Their positive or negative experiences with you: Specifically, what you have doneabout it. Personal relationships with volunteers and staff.
Gift/sponsorship information: How much they have given in total, what their first giftwas, what their last gift was. For what purpose their giving was used.
Demographic information: Their age, marital status, children/grandchildren. Noteson what they have told you about their life experience.
Contact information: Name, address, telephone, cellular. Preferred method ofcommunication, alternate addresses if necessary.
Philanthropic interests, likes & dislikes: Known information about what else theysupport in the community. What they are known not to support.
The hard stuff: Source of wealth, income and cash flow, type of assets. Type ofbusiness.
Attitude toward recognition.
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There is online database management software available for purchase to assist you:
The Silent Partner – Fundraising Software http://www.thesilentpartner.net/ Giftworks Fundraising Software http://www.missionresearch.com/index.html Charity Master http://charitymaster.com/ @Ease http://www.batschgroup.com/
7.8 Pitfalls of Poor Research and Prospect Identification
Putting it off until there’s time means it will never be done. There is no “right” time for theorganization to pay attention to increasing the pool of prospective donors or cultivatinggreater interest among current donors. These are the individuals, companies,foundations and community groups that could—if given the chance—support yourorganization.
Don’t expect part-time staff or inexperienced volunteers to understand what constitutes“correct” information. This means that your information-gathering activities must becarefully defined. You may want to use some or all of the areas identified above buttailored to your organization’s needs. This also means that you will need some generalpolicies and procedures to safeguard the information you are collecting, includingdetails on who has access to the information and for what purpose.
Of course, the objective of prospect identification, information gathering and research isputting the organization’s representatives in the best position to ask for support.Sending cultivation teams or gift solicitors out with incorrect information is a disaster.
Finally, research needs to be appropriate. Although trivia is interesting, trying to discovereverything about everybody is not the best use of time and resources. To be effective,organizations today must be very focused on acquiring information that will best lead tothe donor’s involvement and investment.
7.9 The Right Stuff
Prospecting, research and information gathering must lead to gift solicitation throughsome form of fundraising activity.
Your organization can elect to solicit support from groups of people using a variety ofmethods. A few of these methods include:
Special events Direct mail Telephone campaigns Gaming Service Clubs (i.e. Kinsmen, Rotary)
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Coin Cans Online Giving Planned Giving (i.e. Bequests, Securities) Merchandise Sales Pledge Events Social Marketing tools (i.e. Facebook) Cellular text donations…and many more.
Knowing something about these groups of people, especially if they have something incommon (age, location, background) can help determine what kind of event is launchedor what letter copy might be used to elicit the greatest amount of support.
Your organization can choose to solicit individuals and their families, companies andfoundations. As well as the information above, you will want to know something abouttheir philanthropic interests, their geographic scope, any conditions to giving, or how todeliver the proposal.
The most effective fundraising is done face-to-face. Success is enhanced when youhave done your homework; when the organization is making the best use of itsvolunteer or staff strengths; when it knows something about how the prospective donorwill react; when it has involved the prospective donor in your programs and services.
In fundraising, the six “Rs” are your best guide:
The right person to ask the right prospect at the right time for the right amount in theright way for the right reason.
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8.0 Potential Donors: Categories
In his book, Face to Face: How to get Bigger Donations from Very Generous People,Canadian fundraiser, Ken Wyman, uses the following exercise to help bring out thenames of potential donors. These are categories of people you actually know who mightbe donors. This page isn’t a complete list, just a memory aid. Look for one or morenames in each group and write them down. Say them out loud with your family andfriends —you might spark an idea for someone else.
Accountants Oil & Gas
Association members Older people
Automotive industry Politicians
Banks Pharmaceuticals
Beverage industry Places of worship
Big companies Printing
Clubs Professions
Colleagues Publishing
Community leaders Real Estate
Donors to this association Religious people
Employers Retailers
Entertainment industry Seniors
Family members Service clubs
Food distributors/processors School friends
Foundations Social circles
Friends Sports
Hospitality industry Suppliers
Insurance Textiles
Land developers Transport
Law Trust companies
Local business Unions
Media University-educated people
Medicine Volunteers
Neighbours
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This worksheet is adapted from Ken Wyman’s book and is part of the “Webbing”exercise, which shows how groups of people are interconnected. You can use thefollowing sheet as a tool to gather information about potential donors from volunteersand others.
THIS INFORMATION WILL BE DISCUSSED AT AN OPEN MEETING. THE FORM WILL BE COLLECTED FORRECORD-KEEPING PURPOSES AND THEREAFTER REMAIN CONFIDENTIAL
My Name:
Type of Contact Name(s)
Is a millionaire
Earns more than $50,000 per year
Is very generous to charity
Bought tickets from me
Was supported by us, hired us
Asked me to donate to a charity
Is very religious
Belongs to associations, or clubs
Is an active volunteer
Went to university with me
Went to school with me
Lives near me
Works with me
Is a business customer
Is a supplier
Is in my car pool
Had a meal with me at my home
Plays sports with me
Goes on vacation with or near me
Is a friend
Did a favour for someone
Received a favour from me
Is an accountant
Is a doctor
Is a lawyer
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Is in real estate
Owns a business
Is a corporate executive
Is a retired owner, executive, manager
Is new in our community
Once identified, you will need to find ways to involve prospective donors in theorganization so that, eventually, they can become donors.
8.1 Steps to Prospect Solicitation
Prospect Funnel
All Suspects
QualifyingResearch
ViableProspects
ProvideInformation
IntenseCultivation
Gift Solicitation GiftAcknowledgement
and Receipting
Current partners, sponsors &supporters
1. Identifypotentialdonors
2. Researchtheir capacity,willingness andinterest to give
Introduction tothe Land Trust
Phase
GiftAgreements
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Is in real estate
Owns a business
Is a corporate executive
Is a retired owner, executive, manager
Is new in our community
Once identified, you will need to find ways to involve prospective donors in theorganization so that, eventually, they can become donors.
8.1 Steps to Prospect Solicitation
Prospect Funnel
All Suspects
QualifyingResearch
ViableProspects
ProvideInformation
IntenseCultivation
Gift Solicitation GiftAcknowledgement
and Receipting
Current partners, sponsors &supporters
3. Start toengage viable
prospects
4. Introducethem to theorganization
5. Follow theremaining stepsoutlined below
Introduction tothe Land Trust
Phase
GiftAgreements
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Is in real estate
Owns a business
Is a corporate executive
Is a retired owner, executive, manager
Is new in our community
Once identified, you will need to find ways to involve prospective donors in theorganization so that, eventually, they can become donors.
8.1 Steps to Prospect Solicitation
Prospect Funnel
All Suspects
QualifyingResearch
ViableProspects
ProvideInformation
IntenseCultivation
Gift Solicitation GiftAcknowledgement
and Receipting
Current partners, sponsors &supporters
5. Follow theremaining stepsoutlined below
Introduction tothe Land Trust
Phase
GiftAgreements
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9.0 Your Activity Checklist
This outlines some of the major steps leading to a gift. Steps are date sensitiveFOR EACH PROSPECT to ensure progress is being made toward solicitationand closing the gift agreement.
9.1 Introduction Phase
Initial contact – anything that initiates a telephone call, referral,introduction, or that creates a meeting.
Research – do detailed research on the prospective donor, update orcreate a solicitation file.
Write a value proposition for the prospect (why they should give). Addresscompeting philanthropic interests, other known requests and a rationalefor solicitation.
Determine “right” contact or series of contacts who can champion theorganization with the prospect. Identify who will authorize a major gift.
9.2 Information
Deliver Case for Support and take any steps that give the prospectinformation with which they can build their file.
First pulse point – check research against contact’s interests. Adjust ifnecessary.
Identify the solicitation team. Confirm ability to deliver Case materials &proposals, time availability, training needs.
Deliver information requested by the prospect – case-specific informationto increase awareness and focus, tailored to the prospect and addressingphilanthropic interests.
9.3 Intense Cultivation
Connect our campaign team members and prospect’s representatives. Site visits and information receptions – tours, invite to any information
sessions and ensure attendance.
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Testimonial support – obtain outside and independent testimonials fromcurrent partners, sponsors and supporters known to the prospect.Highlight our legitimacy and the urgency of Case for Support.
9.4 Gift Solicitation
First meeting – focus on key areas of interest, hear prospect’s ideas, andlisten for opportunities.
Second meeting – verbal and written response to information received atfirst meeting; check accuracy of information and messages the prospectmay be sending.
Senior level contact – arrange several peer-to-peer contacts. Third meeting – present proposal, set timetable for acceptance.
9.5 Gift Agreement
Manage proposal response. Make necessary adjustments, amendmentsor interventions.
Gift agreement – written record of gift or partnership in the donor’s file. Research updated – send confirmation to donor. Stewardship plan written covering communication and recognition.
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10.0 The Strategic Fund Development Plan: An Overview
"If you don’t know where you’re going, it doesn’t matter which way you go."The Cheshire Cat, Alice In Wonderland
10.1The Plan
Your Strategic Fund Development Plan is a written summary of your fundraisinggoals and an outline of which fundraising activities you will use to achieve yourobjectives within a given period of time. It is the result of a thorough review ofyour organization’s mission and vision, a look at the environment in which theland trust operates and, finally, an agreed upon course of action by the trust’sleadership.
Second is setting your fundraising goals and determining which fundraisingactivities to engage in.
10.2 Moving Toward Implementing a Fund Development Plan
Step One: Assemble all of the information you will need to include in the Plan.Much of this is either readily available or may require a few special meetings orconversations to acquire. Gather as much as you are able. The Plan is a livingdocument that will be updated from time to time to reflect the organization’sgrowth and changes.
At a minimum, you will want to include:
A copy of your most recent audited (or unaudited) financial statement Your current year operating budget A list of approved needs and financial goals Your Case for Support Mission, vision and values statements A very brief history of the organization
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Step Two: Conduct a SWOT (Strengths, Weaknesses, Opportunities, Threats)analysis (or other method) to gather information about the environment in whichthe organization operates. A SWOT analysis is useful because of its simplicity.Involve those within the organization and a few from outside (donors perhaps) ina discussion about the organization’s perceived strengths, its internalweaknesses, what opportunities might move the organization forward and whatthreats keep it from fulfilling its mission.
Step Three: Write the Plan. Someone in the organization should be assignedthe job of pulling all the pieces together and drafting the document.
Sample Table of Contents
Executive Summary
Introduction/Background
Organization’s Strategic Plan
Purpose & Role of the Fund Development Plan
Issues for the Organization— Summary of SWOT Analysis
Vision & Mission statements
Case for Support —Philanthropic Support & Sponsorship
Financial Goals & Fundraising Activities
Page 1
Page 2
Page 3
Page 4
Page 5
Page 6
Page 7
Page 8
The Plan should be circulated internally for input (not for critique or editing) bythose who may have additional or more current information. With the necessarypieces in place, one person should be assigned the job of finalizing the Plan forendorsement and approval.
This is a living document, so the Plan can either include the following informationif it is available or can be added at a later date:
Campaign themes Target supporters—individuals, companies, foundations, community groups,
governments Corporate sponsors and strategic partnerships Community leadership Donor recognition—policies & procedures
Step Four: Get Board approval and implement the Plan! This is actually quitenecessary and should be done deliberately. The Board is the organization’shighest governing body and needs to authorize the Development Plan, endorsingits objectives and giving it legitimacy.
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In fundraising, donors expect Boards to take a leadership position on resourcedevelopment. The Development Plan proves the organization has grappled withthe issues and is moving forward on achieving its goals.
11.0 Setting a Fund Development Goal
Organizations must determine what the money’s for—operating income, capitalimprovement, endowment building, special program funding. You can viewfundraising for these purposes in two ways:
Easiest is program costs; identifying all of your organization’s projects,programs and services and their total dollar cost over the course of the year.
Harder to identify, and most often neglected in fundraising plans, are operatingcosts. Harder, in the sense that there are sometimes portions of staff andvolunteer time to account for on programs and services. Most often neglected, inthe belief that donors don’t want to fund operating costs.
Like any other organization, nonprofits really only have one cost—what it costs todeliver programs and services. These costs are for both program and materialneeds as well as the operating costs that make delivering programs and servicespossible.
It’s the sum of all the organization’s requirements. For example, the goal is toraise $100,000 in year 2010 to ensure the Western Creek Land Trust remainsworld-class and accessible for all. The Fund Development goal might be:
Item $
Equipment 25,000
Programs 20,000
Facility Renovations 25,000
Bursary Fund 10,000
General Operating 10,000
Endowment Fund 10,000
Total 100,000
If asked what’s in the Equipment line item, the organization would be justified inexplaining a cost for maintenance. For Programs, delivery might involve the helpof part-time staff, or that one of the key programs is delivered indoors onmidwinter evenings and requires lighting and heat. The Bursary and Endowment
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funds might also include professional fees to establish the fund or manage theportfolio. Every program or service offered by a nonprofit organization includesoperating costs. Tours don’t happen on their own; someone needs to organizethem. Land purchases aren’t done on a handshake. Conserved lands need to bestewarded.
The organization needs to meet or exceed its financial goal through a diversifiedfundraising program without depending on any one source of revenue. The FundDevelopment program therefore looks to a variety of sources and attempts toanswer questions about what this support might look like.
A Development program summary of sources might look like:
Donors $
Corporations & Foundations 15,000
Strategic partnerships 20,000
Individual giving 35,000
Service clubs & community organizations 15,000
Special events 15,000
Total 100,000
A holistic approach to Fund Development treats all individual activities as part ofthe whole. This means all of your organization’s fundraising activities areinterconnected and integrated. The objective is achieving balance among thetypes of fundraising being done and the time, effort, and cost put into them.
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12.0 Types of Fundraising
There are three general categories of fundraising and each has a specificpurpose and can require or involve different types of donors. You will have a mixof these as part of your fundraising to provide donors multiple opportunities togive, and so you can select or emphasize the fundraising that is most productive.
12.1 Annual Giving
Annual giving programs run year-round, provide the organization with operatingincome either designated for a specific purpose or undesignated for theorganizations use. Types of fundraising may be direct mail, small grouppresentations, and special events. These are the primary fundraising methodsused to broaden support and upgrade gift levels among current donors.
12.2 Special Needs & Capital Campaigns
Each organization has a special project for which it requires funding—be itconstruction, renovation, special equipment, land acquisition or to build anendowment. These are the “major gift” programs, characterized as intensive,highly organized for a specific purpose, and carried out within a specified period.
12.3 Planned Giving/Charitable Gift Planning
Planned giving is the organization’s future financial cushion. It’s the process ofdesigning charitable gifts so donors achieve their philanthropic objectives andmake the most of any tax and other financial benefits. These are gifts of assets,and the most often used in Canada are bequests and gifts of property. Unlikemany other charitable organizations, land trusts will make good use of this typeof giving.
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13.0 Strategic Fundraising Activities
The Fund Development Plan drives fundraising, as it is the platform on which tobuild the organization’s fundraising activities. However, the following are stillnecessary:
Plans for each type of fundraising activity Case Statements for individual programs and services Lists of prospective donors An outline of how to communicate with potential donors Lists of potential fundraising volunteers A fundraising budget
You will want to set goals and objectives for each type of fundraising. Somesimple measurements are the number of donors and donor renewals, how muchmoney needs to be raised and how much was actually raised, and which type offundraising was most effective.
Some additional areas to focus on that are important when evaluating fundraisingactivity and determining whether to continue, abandon or change a particularmethod are as follows:
Identify the people involved – whether these are staff members orvolunteers. List them and note their individual responsibilities.
Establish a timeline – each fundraising “campaign” has its own uniquetimetable by which you can gauge its performance.
Chart a direction and the steps that need to be taken for each fundraisingactivity. Communicate this among those involved.
Continue to involve your various constituencies. The more buy-in you have,the easier it is to ask for money and the programs you choose will reflectdonor interests.
Set measurable goals and strategies. In addition to “soft” measures, makesure you are reaching your “hard” targets.
Estimate costs and income projections and evaluate these indicators atleast twice annually.
Make sure fundraising programs support all of the organization’s needsand are not too focused on one specific area.
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Appendix A - Sample Case for Support
Case for Support
In ever growing numbers, Albertans are recognizing the value of our uniquelandscapes and the need to conserve the places we cherish. Landowners have adeep connection to their land and know the gifts that conserved lands providecommunities – clean air and water, healthy foods, wildlife habitat and scenicbeauty. All too often these special places disappear forever because ofdevelopment and urban sprawl. Albertans who want to conserve their land canturn to land trusts – non profit organizations that work with landowners interestedin protecting open space.
The Alberta Land Trust Alliance (ALTA) is a registered charity formed in 2006with a mandate to help conserve and protect Alberta`s environmental heritageand landscapes of natural and cultural significance. The organization aims tohelp maintain biodiversity and ecological integrity of those landscapes for publicbenefit.
VISIONAlberta's future landscapes are rich in biodiversity and have strong ecologicalintegrity.
MISSIONTo represent the land trust community and build capacity in land trusts toconserve diverse and ecologically important landscapes in Alberta.
“If we want our children to enjoy the same quality of life that current generations have, we need anew land-use system… Clean water and air, healthy habitat and riparian areas, abundant wild
species and fisheries are all ‘public goods’ that Albertans enjoy and value.”Land-use Framework, Government of Alberta
HISTORYIn 2006, Alberta Environment brought together Alberta’s land trust community toexplore ways to enhance the use and delivery of conservation easements in theprovince. At that time, Alberta Environment was responsible for conservationeasement legislation and recognized that land trusts played an important role insecuring conservation easements on private land. Attendees identified a numberof priority issues including a recommendation for coordination among Alberta’sland trusts. In response to this, Alberta Environment announced $300,000 in
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provincial funding and secondment of a staff person over three years for thecreation and facilitation of the Alberta Land Trust Alliance (ALTA).
Now in its fourth year of operation, ALTA has recently received charitable status,and as such, is reaching out to a wider range of potential stakeholders. Operatingcosts remain very low, thanks to the generous in-kind contribution of office spaceby the Alberta Water Council. The organization is well positioned to make greatstrides in facilitating future land conservation in Alberta.
More than one third of Alberta’s land is privately owned and managed. Alberta’s landowners arefaced with competing land pressures and many are seeking ways to conserve their lands through
personal action. Alberta’s land trusts work directly with these private landowners and buildpartnerships for responsible stewardship of private lands.
ACCOMPLISHMENTSThere are more than 1000 conserved properties in our province, representingmore than 150,000 acres, which are owned by land trusts and others.
There are more than 1500 conservation easements in Alberta representing morethan 115,000 acres. 50 percent of these conservation easements werecompleted by land trusts.
Source - Public and Private Contributions to Conservation,Olaf Jensen, Environment Canada, 2009
ALTA’S PRIORITIESThe land trust movement has an urgent mandate to secure lands forconservation given the pressures of development, urban sprawl, climate change,intergenerational land transfer and biodiversity.
ALTA does not intend to own or hold conservation lands or conservationeasements but will provide service and support to those that undertake theseactivities. ALTA will continue to serve as a resource to government as policiesare developed and will become a trusted source of information for industry,agriculture and community stakeholders.
Outcomes of major actions that ALTA will be undertaking in the next 36 monthsinclude:
1. Increasing public awareness of the value of land conservation and landstewardship;
2. Advancing environmentally sound stewardship among landowners andincreasing their understanding of environmental issues pertaining tospecific areas of land in Alberta;
3. Educating potential stakeholders about the role that local land trusts canplay in preserving land in perpetuity;
4. Fostering relationships and building linkages within the land trustcommunity in order to advance the work of local land trusts;
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5. Working with all levels of government to influence positive landconservation policies;
6. Increasing the number of acres of conserved lands in Alberta by buildingcapacity in local land trusts;
7. Identifying where gaps may exist in specific areas of the province andassisting with the formation of new land trusts at the grassroots level.
8. Speaking as a unified voice on behalf of our member organizations.
With increased awareness of land trusts and more education on the value of conservation, therewill be increased donations of land – the best legacy gift to the environment sector and to all
Albertans.
ALTA MEMBERSALTA Members adhere to a national set of standards and practices regarding thebroad spectrum of land trust activities.
The organization serves 17 member organizations including 11 land trusts.
Member Land TrustsAlberta Conservation AssociationAlberta Fish & Game AssociationCrooked Creek Conservancy Society of AthabascaDucks Unlimited CanadaEdmonton & Area Land TrustFoothills Land TrustLand Stewardship Centre of CanadaNature Conservancy of CanadaSouthern Alberta Land Trust SocietyWestern Sky Land TrustWild Elk Federation
Other Member StakeholdersAlberta Environmental Law CentreBeaver Hills InitiativeCity of EdmontonMiistakis Institute for the RockiesRockyview CountySpecial Areas Board
ALTA also encourages involvement by individuals, businesses and governmentagencies as associate members.
ALTA is positioned in the community to work across political boundaries,assisting local land trusts and empowering landowners to take responsibleaction.
“We would like to know how our land can be kept in its natural state so that future generations ofAlbertans can enjoy it, and we look to the Alliance to give us information in this respect.”
Anne and John Packer, Landowners - Bruderheim, Alberta
FOR THE LOVE OF OUR LANDAs stated in Alberta's Land-use Framework (http://landuse.alberta.ca/) - Alberta'sprosperity has created opportunities for our economy and people, but it has alsocreated significant challenges for Alberta's landscapes. Industrial and agriculturalactivity, municipal development, infrastructure, recreation and conservationinterests often compete to use the same piece of land. The competition between
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user groups creates conflict, and often puts stress on the finite capacity of ourland, water and habitat.
Alberta’s land base is approximately 158 million acres (64 million hectares) - it isthe sixth largest province in Canada. The population of Alberta is 3.63 million,GDP is $258 billion, and the province leads the nation in real economic growthwhich, from 2003 to 2008, was 3.8 per cent (Alberta Government, 2009).Agricultural production uses 31.7 per cent of the land in Alberta. An estimated19.5 percent of this agricultural production takes the form of improved farmlandand cultivated crops. Notwithstanding the contributions of agriculture to theeconomy - the exploration, extraction, processing and refinement of fossil fuels isthe dominant component of the provincial economy.
To date, there are nearly 140,000 oil and gas wells that have been drilled inAlberta; 10,672 conventional and 5,426 oil sands wells were drilled in 2008 alone– of these, 3,225 oil wells and 10,062 gas wells were completed (brought intoproduction) and an additional 1,737 were dry and serviced. There are over 600drilling rigs active or available in Alberta every day (Alberta Energy, 2009).
Alberta is a resource based economy. Agriculture, forestry, conventional oil andgas development, and oil sands (bitumen) extraction are the primary drivers ofboth the economy and habitat change and it is within this busy landscape thatprivate and public agencies are striving to meet a number of conservationobjectives.
In 1987 the World Commission on Environment and Development (theBrundtland Commission) published its report, Our Common Future, in which itwas suggested that 12 per cent of land in any jurisdiction should be protected. Inresponse, the Government of Alberta, through its Special Places Program,increased protected areas from 9.5 to 12.2 per cent between 1995 and 2002.The provincial government mandated that these protected areas berepresentative of the six natural regions of the province (Dyson, 1996).
At present, lands designated as parks under federal or provincial legislation ormanaged by private organizations that have a mandate for conservationcomprise 12.7 per cent of the provincial land base. While this is anaccomplishment, it is clear from even a casual analysis that these protectedlands are not distributed evenly across Alberta’s nineteen ecological regions andsix ecological zones. Private land is often the most threatened with biodiversityloss due to the pressures of development. Open spaces are shrinking.Preserving natural and public goods depend upon our ability to preserve privateand public lands.
Recent analysis suggests that 20 to 30 percent is a more appropriate target for abiologically viable protected areas network (Shaffer, 2002).
Source - Public and Private Contributions to Conservation,Environment Canada, 2009
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ALTA will work to bring government, industry and private landowners together toensure intergenerational responsibility is a key consideration in all forms ofhuman land use.
As further stated in the Land-use Framework - Alberta's lands should bemanaged to ensure healthy ecosystems. The Alberta Land Trust Alliance (ALTA)believes that Albertans must accept the responsibility of stewarding our land sothat they pass lands on to future generations in as good or better condition thanbefore.
“Cumulative effects management recognizes that our watersheds, airsheds and landscapes havea finite carrying capacity. Our future generation will depend on how well we manage activities so
that they do not exceed the carrying capacity of our environment.”Land-use Framework, Government of Alberta
Ultimately, ALTA will build capacity in local land trusts to enable theseorganizations to conserve more land. Through our efforts, communities willlearn more about conservation and ways to protect private land. Once betterinformed, landowners can consider their own personal options and how theirdecisions will impact Alberta's natural areas. Individual and collaborative actionwill result in more acres of conserved lands - reducing biodiversity loss,protecting wildlife and plants, and protecting and improvingthe habitat where they live.
BENEFITS OF CONSERVING LANDSaving Limited ResourcesOur air and water are limited resources. The tree canopy and vegetation serve ascritical filters for our air. Wetlands that border our rivers, lakes and streams filterpollution before it reaches our drinking water. If we do not remove the pollutantsthat our society puts into the air and water, we consume them ourselves.
Boosting Our EconomyIn addition to health and food benefits, conserving land increases property valuesnear greenbelts, saves tax dollars by encouraging more efficient development,and reduces the need for expensive water filtration facilities. Study after studyhas demonstrated the tremendous economic benefits of land conservation:
A Return on Investment: The Economic Value of Colorado’s Conservation Easements, 2008,http://www.tpl.org/content_documents/Final%20report%20ecosystem%20services.pdf
Report – Managing Growth in New Hampshire, 2005,http://www.tpl.org/content_documents/nh_growthExecutiveSummary.pdf
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What is a land trust?A land trust is a non profit organization that actively works to conserve land byundertaking or assisting in land or conservation easement acquisition, or by itsstewardship of such land or easements. Land trusts (sometimes called landconservancies) have existed in North America since 1891. However, it is only inthe last two decades that the land trust movement has really taken hold as one ofthe fastest growing and most successful conservation movements in our history.2
Land trusts conserve all different types of land. Some protect only farmland orranchland, while others conserve forests, mountains, prairies, deserts, wildlifehabitat, cultural and heritage resources such as archaeological sites orbattlefields, urban natural areas, scenic corridors, wetlands or waterways. It is upto each organization to decide what type of land to protect according to itsmission. Some parcels protected by land trusts have no, or extremely limitedpublic access, for the protection of sensitive wildlife, or to allow recovery ofdamaged ecosystems. Many protected areas remain under private ownership,which limits access as well. However, in many cases, land trusts work toeventually open up the land in a limited way to the public for recreation in theform of hunting, hiking, camping, wildlife observation, or other responsiblerecreation activities. Some land may also used for sustainable agriculture,ranching or logging.
Source – www.landtrustalliance.org2005 National Land trust Consensus (2006), Land Trust Alliance
How is land conserved by land trusts?Land trusts have many options available to conserve land. The most commonoptions are the acquisition of fee simple interests in land and of conservationeasements.
Fee SimpleA land trust can conserve land through an outright purchase or donation, in whichthe landowner sells or grants all rights, title and interest in the property to theland trust. The land trust maintains perpetual stewardship and managementresponsibility for the land. It owns the land and may grant conservationeasements on the land it owns to another conservation organization, agency ormunicipality.
Conservation EasementA conservation easement is a legal agreement between a landowner and a landtrust or government agency that permanently limits uses of the land in order toprotect its conservation values. It allows the landowner to continue to own anduse the land, subject to the restrictions imposed by the conservation easement,and to sell it or pass it on to heirs. A landowner may sell a conservationeasement, but usually easements are donated. If the donation benefits the publicby permanently protecting important conservation resources and meets other
2 2005 National Land Trust Consensus (2006), Land Trust Alliance
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federal tax requirements, it can qualify as a tax-deductible charitable donation.The amount of the donation is the difference between the land’s value with theeasement and its value without the easement. Placing an easement on propertymay or may not result in property tax savings.
Perhaps most importantly, a conservation easement can be essential for passingland on to the next generation. By removing the land’s development potential, theeasement lowers its market value, which in turn lowers estate tax. Whether theeasement is donated during life or by will, it can make a critical difference in theheirs’ ability to keep the land intact.
Other Methods Conservation Offsets Transfer of Development Credits Conservation Directives
Land trusts help your community: By helping individuals protect community resources that come from the
land – water, food security, wildlife, and places for recreation andreflection;
Promoting stronger local communities by giving citizens the knowledgeand support they need to reach out and work with their neighbours toprotect the local places they need and love;
Serving as a part of a national community of land trust staff, volunteers,members and advocates committed to private land conservation acrossthe Canada.
Land trusts help preserve land for future generations, protect our food and watersupply, provide wildlife habitat, and strengthen communities.
WHO MAKES UP THE LAND TRUST COMMUNITYThe land trust community includes private landowners, researchers andacademics, allied professionals (i.e. appraisers, lawyers and accountants),industry, government representatives from municipal, provincial and federaldepartments and the public.
GET INVOLVEDYou can join the growing land trust movement and assist ALTA in achieving oururgent mandate by:
Making a donation Funding an initiative Volunteering your time Sharing your expertise
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Contact us to learn more!
Alberta Land Trust Alliance1400, 9915-108 StreetEdmonton, Alberta Canada T5K 2G8
T: 780-644-7384F: 780-644-7385E: [email protected]
Charitable Registration No. 85879 9893 RR0001
www.landtrusts-alberta.ca
There is nothing in which the birds differ more from man than the way in which they can build andyet leave a landscape as it was before. ~Robert Lynd, The Blue Lion and Other Essays