Wildlife Heritage Foundation of Wyoming Information Sheet

History and Development of The Wildlife Heritage Foundation of Wyoming

By Larry L. Kruckenberg

It happened without a lot of fanfare, and truthfully, the timing was quite by accident. What had first begun as a internal examination some 13 years prior, came to an official end December 7, 1999. On that date, the Wyoming Game and Fish Department’s (Department) governing body, namely the Game and Fish Commission (Commission) – as its last order of business to finish out the 20th century - put an exclamation point on the future of Wyoming’s wildlife. Its members unanimously supported the establishment of a public foundation to secure private, business and corporate donations to assist in the state’s wildlife conservation efforts. Years from now, this action will be seen as one of the real milestones in the history of the agency.

This is an account of how it came about and the promise it holds. In the end, it’s also the story about the birth of the Wildlife Heritage Foundation of Wyoming.

BACKGROUND

Insufficient funding is a problem common to many state fish and wildlife agencies across the country. Almost without exception, all are searching for new ways to accomplish their missions and statutory responsibilities in the face of these funding shortages. For approximately half the states, first beginning in 1979, the use of foundations has been a viable option to achieve alternative funding.

Over the years, Wyoming has largely had the luxury of stable wildlife populations and demand for licenses that far outweighed the supply. But the needs of wildlife and those who enjoy it are expected to be more diverse in the future than in the past. There is an increased, even urgent, need to diversify the funding base for the Department in order to meet these challenges. It was this realization that first prompted the Department to examine a host of alternative funding methods, including foundations.

Since the mid-1980s, the Department has repeatedly acknowledged that traditional funding sources like hunting and fishing licenses and hunter/angler-based federal excise taxes could not – and indeed should not – be expected to fund the entire management costs of the agency. The Commission, likewise, has echoed that concern, claiming that wildlife is a “public” resource that has widespread “public” benefits, and therefore, more of the “public” should help pay for
conservation efforts. It was recognized early on that one way to accomplish that is through philanthropy.

Complicating the transition to alternative funding for Department management efforts is the fact that whatever means are devised, each represents a radical departure from the usual way of doing business. As such, the process has proven to be a slow, cautious, learning experience, each step of the way providing valuable information upon which to make informed decisions and move forward toward eventual implementation.

HISTORICAL PERSPECTIVE

An examination of the public record reveals three distinct periods of evolution the Department has gone through since first raising the issue of alternative funding in 1985. The third, most recent, and certainly most comprehensive focus on foundations can be traced to 1994, and the budget woes the Department was facing at that time. On the heels of its own internal review, restructuring, and cost-cutting moves, the Department launched a public involvement process to present the information to stakeholders. Both the Commission and the Joint Interim Travel, Recreation, Wildlife and Cultural Resources Committee of the Wyoming Legislature were actively involved in the design of the process and its implementation. During the development phase, the undertaking was appropriately dubbed “funding dilemma” - a direct reference to the difficult task of increased public demand for programs and services, in the wake of declining revenues. The public was asked if they felt a significant funding problem still existed, and if so, what they thought should be done to solve the problem.

What was especially intriguing for Department officials from the public input was the number of times the use of foundations was presented as an idea for increasing or diversifying the agency’s funding base. The public felt that foundations should be used as a means to address the emerging demand for non-traditional programs or non-traditional constituencies, though certainly not limited to this application. Most important, the public comments provided encouragement from outside the agency - encouragement ripe for digestion.

Findings of the “funding dilemma” process were highlighted at the December, 1995, Commission meeting. The findings resulted in a motion being passed to support a funding strategy that, “…used a combination of both traditional funding mechanisms (such as license fee increases) as well as other innovative funding initiatives that allow non-hunters and non-anglers to contribute to wildlife conservation efforts in Wyoming.” It was the Commission’s strongest public stance in support of pursuing alternative funding since its establishment of the Wildlife Trust Account a decade earlier.

The same motion went on to urge the Joint Interim Travel, Recreation, Wildlife and Cultural Resources Committee to, “…address increased funding for the Game and Fish Department by drafting enabling legislation for consideration by the 1996 legislature and that the Commission direct the Department to work with the Committee to develop the specifics of any legislative solution(s) that the Committee may want to develop.” Four months later, the legislature responded, but not in a manner anyone expected. Instead of authorizing the license fee increase in the usual manner, lawmakers mandated a temporary increase. In order to avoid that the increase would be “sunsetted” within three years, they further insisted upon a series of goals and objectives to be accomplished by the Department. Though not specified in statute, it was readily apparent these would include a number of subject areas of particular interest to lawmakers. They also stipulated these goals and objectives, once completed, were to undergo scrutiny by an independent contractor hired by the legislature.

The specific goals and objectives were affirmed a few months later by the Joint Interim Travel, Recreation, Wildlife and Cultural Resources Committee. Among them was Goal and Objective #11, which called upon the Department to, “Establish a Game and Fish foundation for the purpose of securing funding from non-traditional sources (i.e. other than hunters and anglers) to be used principally to fund non-traditional programs.” It was a defining moment for all involved – one that transformed the concept from wishful thinking to critical analysis. It resulted in dedication of staff and fiscal resources to get the job accomplished. It led to the most comprehensive look at foundations in the Department’s history.

In the ensuing two years, the Commission received no less than a half dozen detailed Department briefings on progress being made to satisfy this legislative edict. When the time arrived for legislative branch review, the independent contractor determined the Department had completely satisfied 11 of the goals and objectives, and had made significant progress on the twelfth (i.e. establishing a foundation).

In early 1999, the full legislative body concurred with the consultant’s assessment and made the 1996 fee increases permanent. It was later that same year that the Commission made its historic decision referenced in the beginning of this document. The days of reflection and analysis were over - it was now time to act.

FROM THE GROUND UP

The dye had been cast, but it went beyond the purview of government to actually get a foundation up and running. That responsibility would have to rest with private individuals familiar with foundations, Department operations, and the challenges facing Wyoming’s wildlife.

Foundation organizers convened several times in early 2000 to chart the course and lay the groundwork for a successful venture. They were guided by the agency’s previous work and fashioned an independent foundation that would operate for the benefit of the Department and the Commission, yet maintain an “arms length” relationship that extended to all decision-making. They followed through with everyone’s expectations to have the new foundation embody the very best elements of the most successful foundations of this kind in the country, headed by a Board of Directors consisting of proven leaders who supported the Commission and the Department’s mission, and who shared a common purpose of wanting to do good things for Wyoming’s wildlife.

Within four months – April 20, 2000, to be exact – the organizers had completed their preliminary work and filed the required Articles of Incorporation with the Secretary of State’s Office, thus becoming certified as a legal, non-profit corporate entity. The incorporated business name is the “Wildlife Heritage Foundation of Wyoming” (Foundation). It reflects of the strong commitment to purpose that had been expressed by so many people and decision-makers, over such a long period of time. With the easy part over, it was now time to recruit the team to champion the cause.

DULY ASSEMBLED

During late-spring and early-summer 2000, prospective board members were identified from a variety of sources, including the public. This effort yielded over 160 candidates, exceeding all expectations. The field was subsequently winnowed to a “short list” over the course of the summer and early fall, from which the incorporators launched the interview process in late-October, 2000. The response was profound and rewarding - Wyoming’s wildlife, you see, has an unbelievable following. It took just over two months to seat 11 exemplary people to the founding Board of Directors. Individually, they span the spectrum of wildlife interests. Collectively, they are committed to supporting the Department and Commission by raising money for Wyoming conservation needs and helping to solve problems. All have close ties to the state.

As a working entity, the Board has responsibility for day-to-day operations of the Foundation and deciding funding priorities. In addition to soliciting projects in need of funding from the Department and Commission, Board members can themselves advance project proposals, as well as solicit ideas from the public. The guiding purpose, as stated in the Foundation’s Articles of Incorporation, is that as long as the Department is involved in some capacity in these projects - either solely or in concert with others - they are eligible for consideration for funding by the Foundation. Clearly the Foundation seeks to address the most critical needs of the agency and wildlife, and become recognized as the best venue to direct gifts and donations towards wildlife conservation efforts in the state.

Like any start-up business, there is a tremendous amount of organizational work that is required before an entity can be fully operational. For the Foundation, that began with its inaugural meeting on March 9, 2001, in Jackson. Most of that meeting of the Board - and the two subsequent quarterly meetings - have been spent dealing with the tedious, albeit very important, first steps to be able to function as a public non-profit, 501(c)(3) organization. This has included the adoption of bylaws, election of officers, formal appointment of Board members, ratification of the Articles of Incorporation, deciding terms of offices, establishing committees, opening a Foundation office, obtaining insurance coverage, securing support services, opening banking and securities accounts, developing a logo, discussing expectations and goals, developing operating policies and procedures and marketing materials, building a website..... and Board members simply getting to know each other.

There have also been meetings with potential donors. There have been briefings on funding strategies, the Department’s highest priority funding needs, and the many ways in which individuals and others can contribute to the Foundation. Perhaps one of the most important actions taken early on was approving a mission statement which clearly articulates the reason why the Foundation exists. That statement reads as follows:

“The mission of the Wildlife Heritage Foundation of Wyoming is to create an enduring natural legacy for future generations through stewardship of all Wyoming’s wildlife”.

These 25 words will guide the Board of Directors in its pursuit of wildlife conservation funding in the state. Moreover, the mission statement stands as a constant reminder to everyone that the work of the Foundation is intended to be broad-based and long-term.

In that regard, several other points are worthy of mention. First, the Wildlife Heritage Foundation of Wyoming is not a membership organization, and therefore it will not compete for members with other organizations and foundations in the state. To the contrary, the leadership of the Foundation is very much interested in partnering with other entities that share common interests and, in fact, has already begun reaching out to them to forge positive working relationships.

Second, the operative phrase in the mission statement, “....all Wyoming’s wildlife”, is a clear indication the Foundation is interested in undertaking projects and measures that benefit all 604 species of wildlife found in the state. This is not just recognition of the fact that the management responsibilities of Game and Fish go well beyond the 20 percent of the species that are hunted or fished, it is the realization that in the future, each species found here will take on greater importance than ever before, and so too will the opportunities for human enjoyment.

Third, in addition to a diversity of species to which funding can be directed, the Board will also consider the full range of disciplines that comprise wildlife conservation efforts including research, monitoring, management, education, habitat, law enforcement and more. Chronically under-funded or ignored projects and programs, will certainly receive a very hard look. Priorities can change over time, depending upon any number of factors. There will be big projects and little projects, short-term endeavors and long-term initiatives, and program areas that run the gamut from youth to land protection. As important, donors themselves will have a voice in how their conservation dollars are spent.

UP AND RUNNING

With most of the organizational work behind them, the Board has now turned its attention to funding priorities, fund-raising and problem-solving. Grants and donations have already begun flowing to the Foundation. People are excited about the prospect it holds and appear eager to be a part of this undertaking. Why should anyone be surprised? After all, the Foundation represents the interests of one of the premiere wildlife agencies in the country, located in a state with a world-renowned reputation as the place to go to enjoy a quality wildlife experience, at a time when interest in wildlife and the protection of the environment has never been greater.

But amidst all this optimism, people also must remain realistic in their expectations. The Foundation was established to be but one of several means by which the Department will be allowed to carry out the full extent of its statutory responsibilities in an ever-changing world. While the Foundation is capable of raising millions of dollars each year for wildlife conservation efforts - and no doubt it will - it is by no means the cure-all to all the Department’s funding woes. Other innovative public approaches that government can affect, must also be pursued. It is, however, one of the best ways ever devised to integrate philanthropy into Wyoming’s approach to protecting wildlife and the habitat on which it depends. One only has to look at similar foundations in other states to realize the full potential. Closer to home, there are dozens of examples, from our own university and local communities, where foundations are making a tremendous difference in the causes that each advocates. One day, the Wildlife Heritage Foundation of Wyoming, will be able to stand shoulder to shoulder with the best of the best foundations in the state, and it is to this goal that the Board of the Foundation has embarked upon its mission.

A SPECIAL THANKS

A lot of folks deserve a lot of credit for the establishment of the Wildlife Heritage Foundation of Wyoming. Among them, Department personnel, Commission members, legislators, the governor, the incorporators and the founding Board of Directors. Not to be lost in all this, however, are the people of this great state, without whose interest, prodding, and support over the years, none of this would have been possible.

The needs are great, and the time is now, for each of us to do everything possible to help perpetuate Wyoming’s treasured wildlife resource. The task ahead is enormous, but it’s a challenge for which the Wildlife Heritage Foundation of Wyoming is ideally positioned.

If you would like more information about the Foundation and how you can help, contact Mo Brown, Foundation Liaison, PO Box 20088, Cheyenne, Wyoming 82003-7002, or call 307-777-4693.

Larry L. Kruckenberg is Special Assistant for Policy and
Development, Wyoming Game and Fish Department. He was
one of the six Foundation incorporators and the original
Foundation registered agent.

Suggested Reading:

For additional historical information about the Wyoming Game and Fish Department’s look at foundations as a funding source, please refer to the following publication:

Kruckenberg, Larry L. 1998. Special report - examining a foundation approach to provide
alternative funding for the Game and Fish Department. Wyoming Game and Fish
Department. Cheyenne, Wyoming. 278pp.