CENTRAL PENNSYLVANIA CONSERVANCY
Fundraising Plan
February 2006
OVERVIEW OF THE FUNDRAISING PLAN
Background
Central Pennsylvania Conservancy (CPC) was founded in 1981 to address pressing environmental
concerns in the greater Harrisburg region. CPC's mission has evolved to focus on land conservation
that protects the natural and cultural resources of the central Pennsylvania region. We work under the
motto, "Conserving for Tomorrow...Today." CPC has had many successes through the years
operating largely as an all-volunteer organization guided by a very enthusiastic Board of Directors and
supported by a membership dedicated to preserving the region's high quality of life.
Strategic Direction for the Central Pennsylvania Conservancy
The Conservancy's mission is to conserve natural and cultural resources for the benefit of current and
future generations through the protection of open space in the central Pennsylvania region. CPC will
achieve that mission by ensuring that:
1. The most important natural and cultural resources of the region are preserved in perpetuity.
2. Communities in the region embrace private land conservation as a tool to protect important
community values.
3. The Conservancy has the organizational structure and capacity to fulfill its mission and achieve
its long-term vision.
4. The Conservancy has a stable and growing base of financial support.
From these goal areas, more specific strategies have been developed. For the purposes of the
fundraising plan, the functional areas of the plan have been narrowed to six different programmatic
areas, plus an additional reserve fund area:
Non-Capital Conservation this includes all efforts to negotiate and acquire land and
easements. This does not include the actual land costs.
Stewardship this includes the ongoing costs of managing the land and easements that CPC
has protected. These expenses need to be covered in perpetuity.
Public Education/Outreach this includes the costs of building awareness about conservation
and benefits it offers to the community. It also includes education about the benefits of nature
and open space to the people living with nature.
Special Projects this includes costs associated with primarily grant driven initiatives like
conservation planning projects. While these projects may have components included under one
of the other areas like Public Education/Outreach or Administration, a portion will be
restricted.
Fundraising this includes the direct costs of raising money to support the needs of the
organization.
Administration this includes the direct costs of administratively supporting all programs
within the Conservancy.
Central Pennsylvania Conservancy Page 2 of 9
Fundraising Plan February 2006
Description of Fundraising Sources
Central Pennsylvania Conservancy will be developing a range of funding sources to support the work
of the organization. These sources in the past have relied primarily on giving from individuals and
grants. As the group evolves, it plans to add other sources of revenue to support its work. The
following activities are included in the current fundraising program.
1. Memberships and Donations
Staff and Board of Directors of the Conservancy are considering various techniques for
new member acquisition. The most likely to be implemented in the near future will be
member-get-a-member drives and direct mail to rented lists from like-minded
organizations for the central Pennsylvania region. These organizations include The Nature
Conservancy, Sierra Club, Pa. Federation of Sportsmen's Clubs and Pa. Fish & Boat
Commission Angler magazine subscribers among others. Additionally, the Conservancy is
developing a more aggressive approach to targeting Commonwealth employees living in
the central Pennsylvania region for membership. These employees, especially those of the
natural resource and environmental agencies, are very likely to support the work of the
Conservancy as members. Lastly, Conservancy staff is implementing a plan to meet
monthly with Board members to collect names of personal contacts that are potential new
members. The Board and staff members will work together to solicit those contacts for
membership.
Conservancy staff is implementing a new, more aggressive membership renewal process
starting in the first quarter of 2006. This renewal process will be coupled with a more
aggressive appeal schedule. Member renewal dates will be pushed to the last day of the
quarter in which they join. Renewal notices for each quarter will be sent at the beginning
of the quarter for all members expiring at the end of that quarter. All other members will
receive an appeal solicitation. Second, third and fourth notices will be added to the
renewal process. At the beginning of the next quarter, all members expiring at the end of
that quarter will be mailed a renewal notice. All members who failed to renew from the
previous quarter will receive a second notice and all other members will receive an appeal
solicitation. The following quarter will continue with second and third notices going out
to all non-renewing members and so on. In this manner, all members will receive four
appeals per year, for those who renew on time, the mailings will consist of one renewal
notice and three appeals. Members who do not respond after 18 months will be dropped
from the membership list. During that time period, they will have received six renewal
notices as well as six quarterly newsletters, all containing a membership remittance
envelope.
The Conservancy is currently at approximately 600 members. This represents more than
double the number of members in June 2004. This membership increase was the result of
a combination of better database maintenance, increased renewal requests to expired
members and better visibility achieved with the addition of staff. With the proposed
increase in membership acquisition activity, the Conservancy anticipates the addition of
500 new members per year for the three-year period covered by this plan. A stable
Central Pennsylvania Conservancy Page 3 of 9
Fundraising Plan February 2006
membership of 2,000 by the end of 2008 is the Conservancy's goal. Given the
Conservancy's large geographic scope, this should be very attainable.
The Conservancy anticipates investing significant resources immediately in membership
growth. This is crucial for the necessary unrestricted funding it will require to support
staff and additional development activities. It is anticipated that a part-time development
staff person will be brought on by mid-2006 as the membership development activities
begin to increase. New outreach material, renewal/remittance envelopes and appeal pieces
will need to be developed. Additionally, it is anticipated that the Conservancy will move
to an increased use of its website to solicit and acquire new members, as well as permit
online membership renewals and scheduling of automatic membership payments.
Staff is compiling lists of current and expired corporate/business members and supporters.
Corporate members will be contacted in an effort to increase giving level and get
corporate sponsorships for CPC events and operational costs. New businesses will be
approached for new corporate memberships.
2. Major Donors
Staff and board members recognize the urgent need to build a major donor program.
Currently, only approximately 18% of membership income comes from individuals giving
more than $500 annually. Approximately 14% of membership income comes from
individuals giving $1,000 or more annually with none giving significantly more than
$1,000 annually. Major donors, defined as those individuals giving at least $500 annually
number only approximately eight individuals.
To date, the Conservancy has not formalized any planned giving programs.
3. Grants.
The Conservancy has been very successful in obtaining grants, both governmental and
from private foundations. Governmental grants typically support at least half of all
acquisition projects. In 2004 and 2005, governmental grants have been received for
$40,000 and $50,000 respectively that represent unrestricted operating revenue.
Additionally, governmental grants awarded in 2005 will support projects in 2006 and 2007
for a total of $130,000.
In 2003, the Conservancy received a start-up grant of $100,000 from the Mellon
Foundation that enabled the Conservancy to hire a full-time Executive Director for two
years. This funding ended in September 2005 and was not renewed. A significant
capacity-building foundation grant that would provide multi-year support should be a high
priority for the Conservancy in early 2006.
Grants support 68% of the Conservancy's operating budget for 2006. This heavy reliance
on grants should be reduced in subsequent years. The heaviest reliance on grants is in the
areas typically supported by other forms of unrestricted revenue including, administration,
fundraising and outreach. As membership and donor development increases unrestricted
revenue from those sources, reliance on grants supporting the operating budget falls to
Central Pennsylvania Conservancy Page 4 of 9
Fundraising Plan February 2006
approximately 33% in 2007 and 26% in 2008. Most of this grant support will be for
special projects and non-capital portions of acquisition projects. This grant support will be
highly restricted. However, it is anticipated that the Conservancy may continue to receive
$40,000 - $50,000 annually in unrestricted governmental grants.
The Conservancy has good relationships with several foundations that provide recurring
revenue. Much of this is semi-restricted to particular geographic areas or outcomes. No
distinguishment is made between governmental and foundation grants for operational
budgeting. Grants are allocated to functional budget areas depending on whether they are
restricted or unrestricted.
4. Fees/Income.
The Conservancy currently does not engage in fee-for-service activities. Opportunities for
staff to consult or contract on projects within their scope of expertise should be explored as
opportunities arise and resources permit.
5. Other Sources.
The Conservancy holds an annual awards banquet as a potential fundraising event. Lack
of volunteer support in planning the event has lead to staff overseeing this and negates any
minimal revenue that is generated. The event is currently a successful "friendraiser" but
not a significant fundraiser. It does have the potential, with an increasing membership, to
be a more significant fundraising event in the future.
In 2005, the Conservancy held its first sporting clays fundraising shoot. This event has the
potential to generate $5,000 - $10,000 annually.
Also, in 2005, the Conservancy held its first raffle of a donated gun and hunt. This
generated $1,000 in revenue but has the potential to generate significantly more. Spring
and fall raffles are planned for 2006, with the spring prizes geared toward boating, hiking
or biking enthusiasts and the fall raffle continued to focus on hunting/shooting in
conjunction with the annual sporting clays fundraising shoot.
Staff, board members and friends of the Conservancy that are Commonwealth employees
are working to have the Conservancy placed on the State Employee Work Place Giving
program administered through the United Way.
The Conservancy has received a few memorial donations, typically set up by coworkers of
a deceased state agency worker or the family of a deceased Conservancy member. Those
memorial donations are sporadic and make up a negligible and unpredictable source of
revenue.
FUNDRAISING DIRECTION
Fundraising Outcomes
The Central Pennsylvania Conservancy has defined several outcomes that will be accomplished
Central Pennsylvania Conservancy Page 5 of 9
Fundraising Plan February 2006
through the implementation of this plan. These outcomes support the strategic plan goal of creating an
efficient and effective organization capable of assisting landowners in the protection and stewardship
of natural and cultural lands.
1. Increased percentage of unrestricted revenue. Unrestricted revenue is essential for program
flexibility and to respond to emerging opportunities and threats. For the Conservancy, the
largest source of unrestricted money will come from annual contributions from individuals and
major donors. Other entrepreneurial opportunities that generate fees will also be explored to
support development of unrestricted revenue.
2. Diverse revenue sources that minimize reliance on any single source of revenue, especially
for non-capital expenses. Currently, funding for the Conservancy comes from a very few
sources. Over time this reliance on a few sources will be a significant challenge. In the next
five years, it will be critical for the Conservancy to reduce the percentage of funding coming
from foundations to support base operations, and to direct grant funding in the future to specific
project initiations and short-term projects.
3. Stability of funding from all sources. The work of the Conservancy is long-term. Stability is
vital to ensure the organization can plan and execute its programs over time. In addition,
retaining the commitment of current supporters is significantly more effective and efficient
than having to build new relationships over and over.
4. A growing membership in the Conservancy. The Conservancy is working hard to increase
the membership of the Conservancy, and seeks a base membership of more than 1000 members
during the timeframe of this plan. For the purposes of this outcome, major donors will be
considered as members.
Strategies for Growth
The Conservancy has adopted specific strategies to achieve the outcomes of this plan. These strategies
provide an overall approach to Conservancy fundraising activities. They attempt to bring our most
creative and innovative thinking into the effort to raise money.
1. Invest heavily in capacity-building steps that improve our ability to raise money. The
needs and expectations for fundraising in the future exceed the Conservancy's ability to raise
money today. The Conservancy must increase its capacity for fundraising by investing in the
development of its personnel (staff, board members and other volunteers), systems and
structure.
2. Develop the capabilities of the Board of Directors to lead major donor fundraising efforts.
The growth of the Conservancy over the next three years will depend on having the people
involved who can help lead the organization to the next level. This includes people with a
variety of skills, connections and demographics. Perhaps the greatest of these in the short-term
is a small group of board members capable and committed to raise money to support the
Conservancy through personal solicitation of support from other major donors. This group
would form the core of the fundraising efforts, likely working as a fundraising committee for
the Board. The success of this group will almost certainly define the success of the entire
organization over time.
Central Pennsylvania Conservancy Page 6 of 9
Fundraising Plan February 2006
3. Hire professional staff to support the organization's fundraising efforts. The organization
needs to complement current staff functions with a fulltime professional to support fundraising.
Building the staff infrastructure to support an executive director with significant fundraising
capabilities, a development director, a land conservation director and an administrator will
support the level of fundraising anticipated in this plan, as well as the other program activities
defined in the strategic plan.
4. Emphasizes long-term relationships in all efforts to raise funds. Fundraising success for
the Conservancy will require investment and support from donors and other supporters for
generations. Therefore, the Conservancy must develop programs that build relationships as the
cornerstone of fundraising effectiveness. This may require greater investment up-front that
reduces net revenue for some programs in the short-term. However, the long-term benefits
should far exceed any limitations that come as a result of investing in relationships for the long
run.
5. Seek multi-year commitments to support Cons ervancy activities when requesting support
from donors and grantors. Funders and supporters often are not prepared to make a long-
term commitment to support the Conservancy until we have clearly established our credibility
to them. Yet longer-term commitments will make it possible to focus attention on the activities
for which the organization was created. Seeking support that includes longer-term
commitments may be an important strategy to ensure the "investment" in the organization is a
solid one.
FUNDRAISING POLICIES
Conservancy Membership Program
Anyone who has within the last 18 months given a cash contribution of any amount, or an in-kind
contribution that provides benefit to the work of the Conservancy, will be considered a member of the
Conservancy. The organization will develop a benefits and recognition program for members, and
assist staff in its implementation. Those members whose cumulative contributions equal or exceed
$500 annually will be classified as major donors to the Conservancy, and will be given all recognition
and privileges associated with their giving level.
Board Fundraising
The board will provide direct support in fundraising activities. This support will be coordinated by the
Fundraising Committee, which will make recommendations to the board regarding the appropriate
activities and roles for involvement of other board members. A minimum level of involvement by board
members will include a "leadership" gift as a member. A "leadership" gift is defined as a "significant
contribution to the organization based on one's individual financial abilities." It is anticipated that a board
member's leadership gift will equal $500 or can be combined with other fundraising efforts to equal $500
annually.
Central Pennsylvania Conservancy Page 7 of 9
Fundraising Plan February 2006
Fundraising Plan
The Conservancy will renew its fundraising plan at least every three years in conjunction with renewal
of its strategic plan. If annual strategic plan reviews result in significant changes to that plan, the
fundraising plan should be modified accordingly. The plan will define fundraising outcomes,
strategies and activities based on the programs and priorities established in the strategic plan. The plan
will create a framework within which all fundraising programs will take place. Each plan will include
a review of existing fundraising policies and offer recommendations for revisions and additions. The
Board of Directors will be responsible for developing and approving the plan.
Restricted Grants and Gifts
Contributions accepted by the Conservancy will be used to support the mission and goals of the
organization. The Conservancy will accept restricted contributions from any source, so long as the grant
or gift are consistent with the mission, goals and program priorities established in the strategic plan and
fundraising plan. Until a set of suitable sponsorship guidelines have been adopted by the Board of
Directors, any donation given in exchange for an endorsement, sponsorship or similar commitment to a
donor must be approved by the board prior to acceptance.
FUNDRAISING IMPLEMENTATION
The following implementation outline is not intended to span the time period of CPC's 2005 2008
strategic plan. Instead, it is an outline of priority actions to be undertaken in the first year with the
intention of evaluating fundraising successes on an annual basis and adjusting the fundraising plan
accordingly. It is assumed this evaluation will occur as part of the board of directors and staff
planning strategic planning retreat to be held in June of each year.
1. Memberships and Donations
a. Develop new organizational literature for general, major donor and corporate
memberships
i. Strategic Plan Executive Summary
ii. New membership brochures
1. general
2. corporate
3. major donors
iii. Project pamphlets
iv. Municipal open space initiative papers
b. Work with Outreach Committee and communications firm to develop marketing plan
c. Rent/trade membership lists
i. TNC, Sierra Club, NWF, Pa. Federation of Sportsmen's Clubs
Central Pennsylvania Conservancy Page 8 of 9
Fundraising Plan February 2006
ii. Pa. Fish & Boat Commission Angler magazine, Pa. Game News subscriber lists
iii. County Conservation Districts
d. Annual member-get-a-member campaign
e. Direct mailings to lists based on geographic area and conservation issue (i.e. Blue
Mountain mailing re: encroaching development)
f. Acquire personal contact lists from board members
g. Initiate quarterly renewal/appeal schedule
h. Solicit state employees through agency contacts
i. Meet with current and expired corporate members for upgrades; solicit two new
corporate members monthly
j. Attend various conferences, symposia and meetings with CPC presentation, display and
membership materials
i. Pa. Farm Show
ii. Eastern Sports & Outdoors Show
iii. Pa. Garden Expo
iv. Harrisburg Arts Festival
v. Mechanicsburg Heritage Days
vi. Boiling Springs Foundry Day
vii. Susquehanna Riverfront Festival
viii. WRCF Conservation Festival
ix. Chamber of Commerce presentations (Capital Region, West Shore, Carlisle,
Shippensburg, etc.)
x. Presentations to community organizations (Kiwanis, etc.)
2. Major Donors
a. Begin identification and personal cultivation of potential major donors, target minimum
five per year
3. Grants a. Secure a substantial foundation capacity-building grant in 2006, structure for multi-year
support if possible
b. Submit annual land acquisition grant to DCNR for current project(s)
c. Explore non-acquisition (special) project grants with agencies, foundations and
corporations
Central Pennsylvania Conservancy Page 9 of 9
Fundraising Plan February 2006
i. Growing Greener (DEP)
ii. Conservation Planning grants (C2P2 DCNR)
iii. DCED grants
iv. WPWPP
v. Various foundations
d. Submit at least one administrative grant request per month to a donor, foundation or
corporation requesting a minimum of $5,000
i. Prior to each submission, complete potential donor research work, contact and
meet with appropriate donor decision maker(s)
e. Submit annual DCED grant for administrative support
4. Fees/Income
a. Explore opportunities to implement fee-for-service program providing technical
assistance, project assistance, etc. through contracts
5. Other Sources
a. Continue to expand annual awards banquet/auction as fundraiser
b. Expand annual sporting clays fundraising shoot through outreach to shooting clubs,
sportsman associations, etc.
c. Hold two raffles per year of donated items (i.e. hiking/boating related in the spring,
gun/hunting related in the fall)
d. Get CPC listed on State Employee Workplace Giving Program administered through
United Way
e. Promote memorial giving, planned giving and living trusts