No. 256National Audubon Society

By Meg Sommerfeld

How it reached the top

Audubon credits the creation of new state offices over the past few

years and the hiring of additional state-level fund raisers with playing a major role in increasing contributions from $30.8-million in 1999 to $50-million last year. “People are more interested in what they are doing in their backyard,” says Carol Ann May, the society’s senior vice president for development. Much of the local fund raising has been tied to the Audubon Society’s drive to create 1,000 nature centers by 2020; the centers would teach children and adults about the environment in and around their homes through hands-on activities.

Stuart Strahl, director of the society’s Florida office, says the new fund-raising structure improves coordination. Now, for example, Florida has five Audubon fund raisers instead of three, and they all work out of a single office instead of for independent programs operating in different parts of the state. The changes helped Mr. Strahl and his staff members land two donors who pledged a combined $100,000 to a program to protect Lake Okeechobee and surrounding areas from pollution and other problems. Previously the program had run a deficit every year, but now with the help of the statewide fund raisers it is bringing in enough to cover all its expenses.

Other Audubon Society successes include the creation of a new annual dinner in New York that raises money

from corporate sponsors. The event brought in about $1-million in 2000, its first year. The entertainment has a nature theme, including close-up visits with live birds and other animals that live at Audubon sanctuaries. Biggest fund-raising challenges

The key to the environmental group’s success — transferring some fund-raising decisions to restructured state offices — has also been one of the charity’s toughest hurdles, according to Ms. May. Initially, when the society started creating state offices in 1995, some of the state offices felt they were competing with the national organization. Starting in 1998, the Audubon Society eliminated its national fund-raising goal, instead measuring its success only by the total of what the state offices raise.

Members of the national development staff also try to communicate more clearly that they are there to serve the state offices, not compete with them. It provides them with fund-raising materials, advises them on strategy, and provides additional manpower when state development positions are vacant. It also helps out with fund-raising efforts that cross state lines. “If two or three states are approaching the same foundation or same individual for a major gift, we work to put together a coordinated proposal so no one is left out,” says Ms. May.

After the September 11 terrorist attacks

The Audubon Society added a cover letter from its president, John Flicker, to a previously scheduled mailing to major donors last month that mentions the attacks. “This incredible tragedy brings into focus what is most important to us — our families and loved ones, our communities, our freedoms, and the other core values that make our society strong,” Mr. Flicker wrote. “For more than 100 years, Audubon has been an American institution, promoting values important to our society. We believe that strong communities are the foundation of a strong country, and that a healthy environment is essential for our families, society, and a prosperous economy.”

At least for now, the Audubon Society has decided not to start any major fund-raising campaigns for big projects. “This is all still so fresh and so new, so we are being cautious,” Ms. May says. “Beginning a capital campaign and having it languish is far worse than waiting until a better time” to start one.