By Story Clark
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Extra info for A Field Guide to Conservation Finance
Develop objectives for each goal—that is, quantifiable accomplishments that establish progress toward the goal (staff, consultant, planning committee). 6. Develop implementation plans for each objective (staff, chair, committee chairs, consultant). 7. Develop a staffing plan (executive director). 8. Develop three- to five-year financial projections (executive director, consultant, treasurer). 9. Create a first draft of the plan for review by the planning committee (executive director). 10. Plan a review by relevant board committees (staff, committee chairs).
What decisionmaking responsibilities does the board retain? What decisions are delegated to paid or unpaid staff? Is there accountability? Land Trust Standards and Practices Standard 3, “Board Accountability,” addresses some of these questions. While negotiating a purchase, for example, who in the organization can make decisions about price and terms? It is useful to have a board committee work with whoever is representing the land trust to directly convey parameters set by the board as a whole.
Appreciation All “investors” in a land trust program, from board to staff to donors to volunteers to businesses to landowners, deserve to and must be thanked for whatever they have done for the organization. Thanking is the opportunity to put the “fun” into fundraising. Good humor, good times, and appreciation are the secret ingredients that bring supporters back again and again to help, to attend events, and to give. The mission of land conservation is the driving force behind support for a land trust, but the important intangibles make the experience enjoyable and the memories worth living again.
A Field Guide to Conservation Finance by Story Clark