willistown conservation rust combined...2014/01/16 · 61 barr road 610-716-2450 cell malvern, pa...

BOARD OF TRUSTEES MANUAL

WILLISTOWN CONSERVATION TRUST

WILLISTOWN CONSERVATION BOARD OF TRUSTEES MANUAL TABLE OF CONTENTS

WILLISTOWN CONSERVATION TRUST MISSION STATEMENT

BOARD MEMBER LIST/BOARD COMMITTEES

BOARD AND COMMITTEE MEETING DATES

THE ROLES OF THE BOARD, CHAIR AND EXECUTIVE DIRECTOR

BOARD COMMITTEE DUTIES AND RESPONSIBILITIES

BOARD POLICIES

o MEMBERSHIP POLICY o POLICY ON CONFLICT OF INTEREST AND DISCLOSURE OF CERTAIN INTERESTS o ETHICS AND CONDUCT POLICIES o CONSERVATION EASEMENT AMENDMENT POLICY o CONSERVATION EASEMENT VIOLATION POLICY o RECORDS POLICY o MEDIA AND COMMUNICATIONS POLICY o INVESTMENT AND FUND POLICY o BEQUEST POLICY

BY-LAWS AND TERMS OF OFFICE DIRECTORS AND OFFICERS INSURANCE

FINANCIAL STATEMENTS

PROJECT SELECTION CRITERIA

THE LONG RANGE PLAN

ANNUAL OPERATING PLAN

REDLINE REPORT AND MAP PROTECTED LANDS MAP

THE LANDOWNER'S GUIDE TO CONSERVATION EASEMENTS II

CONSERVATION BUYER PROGRAM

NEWSLETTERS

Willistown Conservation Trust Revised Mission Statement

Approved by Board of Trustees

February 1, 2012

Mission Statement The mission of the Willistown Conservation Trust is to preserve and manage the open land, rural character, scenic, recreational, historic, agricultural and natural resources of the Willistown area and nearby communities, and to share these unique resources with people of all ages and backgrounds to inspire, educate and develop a lifelong commitment to the land and the natural world.

****** In furtherance of the above mission, the Trust seeks to promote a heightened sense of community and a strong land ethic within our program area and beyond. Through ongoing initiatives including the Land Protection Program, the Community Farm Program, the Bird Conservation Program and the Habitat Restoration Program, the Trust is dedicated to serving as an important outreach, educational and collaborative resource for communities and organizations in the greater Philadelphia region.

1

WILLISTOWN CONSERVATION TRUST BOARD OF TRUSTEES

May 25, 2014 Officers/Trustees:

Jeanne B. Van Alen (President/Executive Director) 610-353-3417 Home Indian Run Farm 610-353-2562 x-23 Business 936 Plumsock Road 610-325-0869 Fax Newtown Square, PA 19073 610-220-0705 Cell [email protected] Mark T. Ledger (Chair) 610-353-8295 Home 61 Barr Road 610-716-2450 Cell Malvern, PA 19355 [email protected] Alice E. Hausmann (Vice Chair) 610-356-6118 Home Plumsock Farm 610-356-0534 Fax 920 Plumsock Road 239-395-4349 Florida Newtown Square, PA 19073 610-639-5923 Cell [email protected] V. Richard Eales (Vice Chair) 610-408-9522 Home (use this one) 402 Dutton Mill Road 610-408-8991 Fax Malvern, PA 19355 610-888-0459 Cell [email protected] Elizabeth Hucker (Treasurer) 610-296-5096 Home 2225 White Horse Road 610-397-2704 Business Berwyn, PA 19312 484-493-1538 Fax [email protected] Janice Murdoch (Secretary) 484-422-8249 Home On Point Farm 610-420-6432 Cell 6114 Goshen Road [email protected] Newtown Square, PA 19073 W. Anthony Hitschler (Asst. Secretary) 610-687-8689 Home 211 Radnor-Chester Road 610-687-8464 Fax Villanova, PA 19085 610-220-2542 Cell [email protected] James L. Van Alen II (Asst. Secretary) 610-353-3417 Home Indian Run Farm 215-772-0661 Business 936 Plumsock Road 215-772-1185 Fax Newtown Square, PA 19073 [email protected] Honorary Trustee: Elizabeth R. Moran 610-644-5521 Home 314 South Valley Rd. 610-644-2622 Business/ Assistant - Mona Paoli, PA 19301 [email protected]

2

Trustees: Timothy B. Barnard, Esq. 610-431-1238 Home

617 Westbourne Rd. 610-565-4055 Business/Assistant-Nancy West Chester, PA 19382 610-565-3309 Fax 610-304-0713 Cell [email protected] Bryan D. Colket 610-240-8850 Home 707 Hillview Road 610-213-7092 Cell Malvern, PA 19355 [email protected] Gary A. Cox 610-353-6466 Chestnut Farm 610-353-5428 Fax 927 Plumsock Road 484-459-8314 Cell Newtown Square, PA 19073 [email protected] William T. Howard 610-296-8559 Home 250 Line Road 610-840-9154 Business Malvern, PA 19355 610-840-9199 Fax

[email protected] Leanne McMenamin 610-293-1483 Home 416 St. Davids Road 267-221-1741 Cell Wayne, PA 19087 [email protected] Collin F. McNeil 610-827-7858 Home Upland Farm 215-972-0900 Business 1701 Horseshoe Trail 610-331-5333 Cell Chester Springs, Pa. 19425 [email protected] Arthur E. Newbold, Esq. 610-296-0463 Home Frog Hollow 215-994-2624 Business/Assistant-Vicki 764 Hillview Road 215-994-2222 Fax Malvern, PA 19355 [email protected] Christine Seving 610-356-7601 Home Gable Hill Farm 610-659-5920 Cell 6035 Goshen Road [email protected] Newtown Square, PA 19073 Peter S. Strawbridge 610-647-7343 Home (Liz only) 8002 Goshen Road 610-647-7344 Business - USE Newtown Square, PA 19073 610-647-1614 Fax S.C. 843-744-6880/843-554-2063 Fax [email protected] Anson W.H. Taylor, III (Lance) 610-647-5242 Home 2375 White Horse Road 610-725-0651 Fax Berwyn, PA 19312 610-529-1771 Cell [email protected]

3

Matthew E. Taylor 610-356-4248 Home 633 Andover Road 610-540-2030 Work Newtown Square, PA 19073 [email protected] Carolyn Turner 610-647-3135 Home Wind Hill 610-246-6633 Cell 799 Grubbs Mill Road [email protected] Berwyn, PA 19312 Tana Wall 610-644-4125 Home 808 Warren Avenue 610-644-7895 Fax Malvern, PA 19355 307-734-0026 WY [email protected]

pg. 1

WILLISTOWN CONSERVATION TRUST BOARD COMMITTEES

As of January 1, 2014 The President, Chairman, and Vice Chairman are ex-officio members of all committees and should be invited to attend all meetings. For 2014, that is Bonnie Van Alen, Mark Ledger, and Alice Hausmann.

EXECUTIVE COMMITTEE Chairperson: Mark Ledger Committee Members: Dick Eales

Alice Hausmann Elizabeth Hucker Janice Murdoch

Peter Strawbridge Bonnie Van Alen AUDIT COMMITTEE Chairperson: Timothy Barnard Committee Members: Elizabeth Hucker Matthew Taylor Staff Liaison: Janet Baldo BIRD CONSERVATION COMMITTEE Chairperson: Dick Eales Committee Members: George Armistead Brian Byrnes

Alan Crawford Alice Hausmann Bill Howard Robert Lange Mark Ledger Doris McGovern Arthur McMorris Arthur Newbold Marilyn Smith Sharon Taylor Justin Thompson Bonnie Van Alen Staff Liaisons: Blake Goll Lisa Kiziuk

pg. 2

CAPITAL CAMPAIGN COMMITTEE Chairperson: Peter Strawbridge Committee Members: Dick Eales Alice Hausmann

Tony Hitschler Elizabeth Hucker Mark Ledger Janice Murdoch Christine Seving Bonnie Van Alen Jim Van Alen Staff Liaison: Laura de Ramel DEVELOPMENT COMMITTEE Chairperson: Tony Hitschler Committee Members: Bryan Colket Gary Cox Alice Hausmann Elizabeth Hucker Jennifer Moller Janice Murdoch Christine Seving Staff Liaison: Laura de Ramel ENVIRONMENTAL COMMITTEE Chairperson: Bill Howard Committee Members: Timothy Barnard Brian Byrnes Alan Crawford III Dick Eales Alice Hausmann

Lynn Hitschler Art McMorris Art Newbold Lance Taylor Staff Liaison: Bill Hartman

pg. 3

FARM COMMITTEE Chairperson: Alice Hausmann Committee Members: Timothy Barnard Donna Beers Barb Blynn Bryan Colket Gary Cox Eliza Gowen Sarah Hutchin Douglass Newbold Donna Oliver Liz Strawbridge

Sandie Perkowski Jane Walker Jeff Warden

Staff Liaison: Fred de Long FINANCE COMMITTEE Chairperson: Jim Van Alen Committee Members: Clarke Blynn Tony Hitschler Elizabeth Hucker Frederic Jackson Deacon Shorr Langhorne Smith Matt Taylor Staff Liaison: Janet Baldo LAND PROTECTION COMMITTEE Chairperson: Janice Murdoch Committee Members: Timothy Barnard Alice Hausmann Lynn Hitschler Tony Hitschler J. David Hucker Jean McManus Good Collin McNeil Britton Murdoch Anson W.H. Taylor, III Bonnie Van Alen Robert B. Van Alen

Barbara Vincent

Staff Liaison: John Turgeon

pg. 4

LAND PROTECTION: TRAILS TEAM SUB-COMMITTEE Chairperson: Barbara Vincent Committee Members: Sandy Collins Jean Good J. David Hucker Torben Jenk Janice Murdoch Jodi Spragins Lance Taylor Bonnie Van Alen Staff Liaison: John Turgeon Sue Costello LONG RANGE PLANNING COMMITTEE Chairperson: Bryan Colket Committee Members: Timothy Barnard Dick Eales Bill Howard Art McMorris Jennifer Moller

Art Newbold Donna Oliver Staff Liaison: Bill Hartman NOMINATING AND GOVERNANCE COMMITTEE Chairperson: Lance Taylor Committee Members: Timothy Barnard Bryan Colket Alice Hausmann

Jennifer Moller Donna Oliver Langhorne Smith

Peter Strawbridge Tana Wall Staff Liaison: Laura de Ramel

WILLISTOWN CONSERVATION TRUST FOUNDING TRUSTEES

Following are the nine Founding Trustees: Timothy B. Barnard Alice E. Hausmann Peter O. Hausmann William T. Howard Peter S. Strawbridge James L. Van Alen Jeanne B. Van Alen Douglas C. Walker* Susanna M. Wall

* Deceased

January

21 Development/Capital Campaign 8:00 am Tues

22 Finance 8:00 am Wed

23 Land Protection 8:00 am Thurs

24 Environmental 8:00 am Fri

29 Board of Trustees 7:45 am Wed

30 Farm Committee 4:00 pm Thurs

February

25 Capital Campaign 8:00 am Tues

March

4 Farm Committee 4:00 pm Tues

5 Nominating and Governance 8:00 am Wed

April

7 Land Protection 8:00 am Mon






May


June

TBD Audit TBD TBD



July







October







November



December




10 Board of Trustees Annual Meeting 5:00 pm Wed

and Holiday Gathering

** Audit Committee, Bird Conservation, and Long Range Planning to be determined

Willistown Conservation Trust2014 Board of Trustees Meeting Dates

January 14, 2014

Board of Trustees

29-Jan Board of Trustees 7:45 am Wed

30-Apr Board of Trustees 7:45 am Wed

23-Jul Board of Trustees 7:45 am Wed

29-Oct Board of Trustees 7:45 am Wed

10-Dec Board of Trustees 5:00 pm Wed

Audit

TBD - June Audit

Bird Conservation

TBD Bird Conservation

Capital Campaign

25-Feb Capital Campaign 8:00 am Tues

20-May Capital Campaign 8:00 am Tues

17-Jun Capital Campaign 8:00 am Tues

28-Feb Capital Campaign 8:00 am Tues

Development/Capital Campaign

21-Jan Development/Capital Campaign 8:00 am Tues

22-Apr Development/Capital Campaign 8:00 am Tues

15-Jul Development/Capital Campaign 8:00 am Tues

21-Oct Development/Capital Campaign 8:00 am Tues

2-Dec Development/Capital Campaign 8:00 am Tues

Environmental

24-Jan Environmental 8:00 am Fri

11-Apr Environmental 8:00 am Fri

11-Jul Environmental 8:00 am Fri

10-Oct Environmental 8:00 am Fri

21-Nov Environmental 8:00 am Fri

Farm

30-Jan Farm 4:00 pm Thurs

4-Mar Farm 4:00 pm Tues

24-Apr Farm 4:00 pm Thurs

17-Jul Farm 4:00 pm Thurs

13-Nov Farm 4:00 pm Thurs

Willistown Conservation Trust

2014 Board Meeting Dates by Committee

January 14, 2014


2014 Board Meeting Dates by CommitteeFinance

22-Jan Finance 8:00 am Wed

23-Apr Finance 8:00 am Wed

16-Jul Finance 8:00 am Wed

22-Oct Finance 8:00 am Wed

3-Dec Finance 8:00 am Wed

Land Protection

23-Jan Land Protection 8:00 am Thurs

7-Apr Land Protection 8:00 am Mon

14-Jul Land Protection 8:00 am Mon

6-Oct Land Protection 8:00 am Mon8-Dec Land Protection 8:00 am Mon

Long Range Planning

TBD Long Range Planning TBD TBD

Nominating and Governance

5-Mar Nominating and Governance 8:00 am Wed

25-Jun Nominating and Governance 8:00 am Wed

1-Oct Nominating and Governance 8:00 am Wed

January 14, 2014


THE ROLE OF THE BOARD OF TRUSTEES

The Role of the Board of Trustees is as follows:

Policy-making To establish the general policies that govern the operation of the Willistown Conservation Trust.

Fiduciary

To serve as legal custodian for all tangible assets and accept responsibility for the finances of Willistown Conservation Trust including approving and monitoring the annual operating and capital budgets.

Fundraising

To undertake the primary responsibility for the donation and securing of funds necessary to meet the operating costs and capital requirements as they arise and make financial contributions to the best of one's ability.

Strategic Planning

To develop and approve a clear statement of mission for the Trust, long range goals and plans for achievement of these goals, and to monitor regularly the Trust's progress relative to the goals.

Oversight

To provide leadership to the Trust and to be responsible for the overall operations through attendance at board meetings, through work on the standing and ad hoc committees, through regular involvement and contact with the staff and through election and evaluation of Officers.

Self-evaluation

To ensure continual self-evaluation and renewal of the Board of Trustees.

Revised January 14, 2014


THE ROLE OF CHAIRMAN OF THE BOARD OF TRUSTEES 1) To provide inspiration, leadership and direction to the Board of Trustees and the

Executive Director and staff to assure the success of the conservation mission of the Trust and its long term financial health.

2) To act as a regular sounding board and advisor to the Executive Director particularly

regarding larger issues that affect the Trust’s conservation mission and financial well- being.

3) To act as the primary liaison between the Executive Director and the Trustees.

4) To review annually the performance of the Executive Director in achieving the

organizations goals as stated in the Operating Plan, and to make recommendations to the Executive Committee for changes in the Executive Director’s compensation when and if appropriate.

5) To keep informed as to the broader issues affecting land trusts and the conservation

movement. To relate important issues to the Board and request Board involvement as appropriate.

6) To help establish and maintain a vigorous, talented and engaged Board of Trustees.

7) To oversee the establishment, composition and procedures of appropriate Board

committees. 8) To be a permanent member of the Executive Committee.

9) To be an ad hoc member of all other committees.

10) To conduct meetings of the Board of Trustees.

11) To oversee the development, implementation and review of the Board of Trustees

self-assessment and conflict of interest policies and procedures.


THE ROLE OF THE EXECUTIVE DIRECTOR

In general, the role of the Executive Director is to assume overall responsibility for the management of the organization. Specific responsibilities include the following:

1) In concert with the Board of Trustees, to provide inspiration, leadership and direction

to the organization to best assure the success of its conservation mission and its long term financial health.

2) In concert with the Board of Trustees, to develop and maintain short and long-range

conservation and financial planning goals for the organization. 3) To keep the Board of Trustees informed as to the status of the organization’s

conservation and financial goals, maintaining an awareness of any significant problems while keeping low-level issues off the board agenda.

4) To develop important organizational policies for board review and adoption.

5) To provide day-to-day direction and engagement with staff members as needed to

support them in their work toward meeting organizational goals. 6) To oversee the establishment and implementation of personnel policies and

administrative procedures. 7) To hire staff, assess staff performance, and promote smooth interaction among staff

members. 8) To oversee all financial transactions of the organization, and to oversee the

preparation of financial statements and an annual budget for Board review and approval.

9) To be a permanent member of the Executive Committee of the board.

10) To work closely with and be an ad hoc member of all other Committees.

11) To work with the President of the Board to plan board meetings, to develop a talented

and engaged board, and to provide board orientation and training as appropriate. 12) To work with the Board of Trustees and appropriate staff to constantly assess the

fundraising needs of the organization and to plan and undertake fundraising activities required to meet financial goals.

1

WILLISTOWN CONSERVATION TRUST BOARD COMMITTEE DUTIES AND RESPONSIBILITIES

In addition to insuring that his or her committee fulfills the specific duties and responsibilities enumerated below, each committee chair is responsible for: 1) Communicating with committee members; 2) Creating a tentative calendar for the year; 3) Preparing agendas for each meeting; and 4) Seeing that minutes of each meeting are recorded and filed at the Trust’s office.

EXECUTIVE COMMITTEE The duties and responsibilities of the Executive Committee, comprised of the Officers of the Board of Trustees and such other persons as may be appointed by the Officers of the Board, are to act on behalf of the Board in situations where: 1) Official action is needed on short notice; 2) A full meeting of the Board seems uncalled for or is deemed impractical; or 3) There is a need to prepare complex issues for Board consideration. NOMINATING AND GOVERNANCE COMMITTEE The role of the Nominating and Governance Committee is to oversee all aspects of the Willistown Conservation Trust's governance structure and Board effectiveness. It shall: 1) Provide a selection/nominating process, which assures renewal of the Board, with a constituency representing a wide range of expertise, experience, diversity, financial support, and knowledge of the Trust's activities; 2) Provide the Board with a slate of officers, including Chairman, Vice-Chairs, Secretary and Treasurer; 3) Identify and invite appropriate members for the various standing committees of the Board; 4) Review the Board of Trustees self-assessment and conflict of interest policies and procedures annually; 5) Review and recommend modifications, as appropriate, of the by-laws, and committee structure. 6) Periodically review personnel policies to determine that they are up to date and in compliance with legal requirements; 7) Coordinate and oversee the orientation of new Board members; 8) Review all WCT activities to assure compliance with Land Trust Alliance's Standards and Practices;

2

9) The Chair and two other Trustees of this Committee shall serve as a grievance board for formal written complaints from staff; 10) Annually, the Chair of this Committee shall contact each Committee Chair to determine their interest in continuing to serve as Chair and to ask the Chair to poll their committee members about their interest in continuing to serve; 11) Annually, the Chairman of the Board and the Chair of this Committee shall review the Trustees' Conflict of Interest and Self Evaluation forms; and 12) Annually, the Chairman of the Board and the Chair of this Committee shall review the Executive Director's performance. DEVELOPMENT COMMITTEE The duties and responsibilities of the Development Committee are to provide leadership and oversight of all fundraising activities of the Trust. The Committee shall oversee such fundraising activities to assure that financial health of the organization is sufficient to enable the Trust to meet its ambitious conservation goals. The Trust fundraising activities may include: 1) Annual Giving; 2) Foundation and Government Grants; 3) Planned Giving; and 4) Capital Campaigns. FINANCE COMMITTEE The duties and responsibilities of the Finance Committee are: 1) To protect, manage and use, subject to the overall supervision of the Board of Trustees, the financial resources of the Trust to insure the long term financial viability of the Trust; 2) To manage the investments of the Trust (which as of July, 2011, consisted of both restricted and unrestricted funds including the Unrestricted, Capital, Easement, Memorial and Preserve Funds); to review the portfolio and its performance at board meetings; and to work with the Director of Finance to produce written reports for the Board; 3) To work the Treasurer who shall, among other things, render to the Chairperson and Trustees, at the regular meetings of the Board an account of all the financial transactions and conditions of the Corporation which shall be in the form of a review of the balance sheet, income statement and changes in financial condition of the Trust and to work with the Director of Finance to produce written reports for the Board; 4) To oversee the budget process and provide an annual budget each year; and 5) To work with the Long Range Planning Committee on developing the five year operating plan in conjunction with the Trust’s periodic five year strategic plans. AUDIT COMMITTEE

3

The duties and responsibilities of the Audit Committee are: 1) To ensure the integrity of the Trust’s financial reports by having oversight of internal controls: financial reporting processes and compliance with regulatory matters, 2) To retain appropriate independent accounting professionals to prepare the Trust’s Form 990; 3) To oversee the audit process and work with the auditors to resolve any issues that arise out of the audit process; and 4) To present the Trust’s annual Form 990 to the Board of Trustees for approval prior to its filing with the taxing authorities. LAND PROTECTION COMMITTEE The duties and responsibilities of the Land Protection Committee are to identify and maximize opportunities to fulfill the Trust’s ambitious land protection goals. Specifically, the Land Protection Committee will work with the Executive Director and the Director of Land Protection to:

1) Formulate strategies for continuously generating direct land protection projects, focusing on the critical properties identified in the Trust’s “Redline Report” . Strategies will include encouraging key landowners to preserve their lands through the donation of conservation easements to the Trust; identifying Conservation Buyers for critical properties that come on the market; and the acquisition of critical properties either for purchase and resale, or for Trust ownership if and when deemed appropriate.

2) Consider, on a case by case basis, the assignment of certain easements held by Brandywine Conservancy in the Trust’s program area, especially where the assignment would result in further restrictions to better protect critical properties;

3) Identify and map critical equestrian and pedestrian trail corridors within the Trust’s program area. Develop strategies for acquiring trail easements on currently unprotected trails and coordinate with landowners to improve access to, and maintenance of, both protected and unprotected trails;

4) Review all land protection project proposals to assure they are in accordance with the Trust’s “Project Selection Criteria” and make recommendations to the Board of Trustees regarding such projects.

The Land Protection Committee will consist of at least two Board members, and a Board member shall serve as chairperson. To expand the scope of land protection projects and landowner outreach efforts, non-Board members who have an in depth knowledge of the Trust program area and/or have connections to owners of critical lands may be invited to join the committee. The Director of Land Protection will act as staff liason to the committee. LONG RANGE PLANNING COMMITTEE

4

The duties and responsibilities of the Long Range Planning Committee are to monitor the progress of the Trust in achieving its strategic goals and updating the Long Range Plan on a periodic basis as needed. The committee is responsible for: 1) Monitoring the internal and external WCT environments and reporting to the Board on implications to the Trust; 2) Establishing, as appropriate, new long-term goals and objectives; 3) Reviewing regularly the success of the Trust in meeting its long-range objectives;

and 4) Collaborating with the other standing committees on the implementation of strategies for meeting long-term objectives. ENVIRONMENTAL COMMITTEE The duties and responsibilities of the Environmental Committee are to oversee and work with the Director of Land Protection and the Director of Stewardship to: 1) Review proposed easement projects; 2) Review WCT easement model form; 3) Review easement violation policy periodically; 4) Receive reports of annual monitoring inspections; 5) Review violations and recommend mitigation measures to the Board of Trustees; 6) Review land acquisition criteria periodically; 7) Develop policies for appropriate uses on WCT properties; 8) Determine management actions on WCT properties; and 9) Determine budget for WCT properties. The Environmental Committee will meet on an as needed basis as determined by the Director of Land Protection, or the Director of Stewardship, or by a Committee member. BIRD CONSERVATION COMMITTEE The duties and responsibilities of the Bird Conservation Committee are to promote ecological awareness and informed decision making through science-based information and education about eastern birds. 1) Provide ongoing oversight, guidance, volunteer recruitment, innovative ideas,

project leadership, enthusiasm and funding development for the BCP. 2) Allocate resources to the conservation of birds and their habitats through

cooperative efforts by promoting scientific research, education and outreach. 3) Provide information for opportunities in land protection and management

decisions. 4) Engage the interest of WCT’s constituents and the general public in bird

conservation while enhancing the community’s connection to WCT’s mission of land conservation.

5

5) Identify the importance of birds to the people within and beyond our program area.

The Bird conservation Committee will meet on an as needed basis as determined by the Director of Bird Conservation or by the Committee Chairperson. COMMUNITY FARM PROGRAM COMMITTEE The duties and responsibilities of the Community Farm Program Committee (the “Farm Committee”) are: 1) To ensure that the Farm Program fulfils and enhances the mission of Willistown Conservation Trust while meeting the fiduciary and programmatic goals established by the Board; 2) To ensure that the Rushton Farm Community Supported Agriculture (CSA) is fully integrated with the operations of the Trust; and 3) Encourage CSA members to understand and promote the principles of agroecology (the interrelationship between sustainable farming practices and the surrounding natural areas) and the Trusts overall conservation goals. The Farm Committee is chaired by a Trustee and consists of board members, the chairs of the four sub-committees listed below and the Director of the Community Farm Program who will act as WCT staff representative. Others may be invited to join the committee as deemed appropriate. The four farm program sub-committees are:

a) Education and Community Outreach Committee The Education and Outreach Committee focuses on developing educational programs and teaching systems that engage different age groups. It develops seminars and workshops for community members that discuss a wide array of farm related topics from health and nutrition to canning and preserving produce. The committee works with CSA members other community groups to coordinate teaching opportunities. The committee consists of a chair from the community, CSA members, volunteers, and a WCT farm staff representative.

b) Volunteer and Internship Committee The Volunteer and Internship Committee organizes volunteer and internship opportunities and work days at the farm. These work days will include school volunteer groups and other organizations interested in helping at Rushton Farm. The committee consists of a chair from the community, CSA members, volunteers, and a WCT farm staff representative. c) Local Food and Farm Network Committee The Local Food and Farm Network Committee engages and organizes a system of local farms and restaurants interested in working with Rushton Farm. This may come in the form of providing add-ons from local producers for the CSA or selling through a coordinated farm stand or farm market. The committee works with restaurants and chefs to be able to provide a consistent supply of produce for local menus through the season. The committee is responsible for developing and

6

maintaining a system for sharing excess produce with local food shelters and those in need. The committee consists of a chair from the community, CSA members, volunteers, and a WCT farm staff representative. d) Farmshed Garden Committee The Farmshed Garden Committee is responsible for developing and managing the Farmshed Garden as a demonstration herb, culinary and sensory garden from design, to planting schedule and maintenance. The primary goal is to make the Farmshed Garden an interactive and educational resource for community members of all ages and backgrounds as well as a resource for local chefs. Additionally, the Committee is responsible for the overall landscape and maintenance of the Rushton Farm property. The committee consists of a chair from the community, CSA members, volunteers and a WCT farm staff representative. Revised January 14, 2014

1


Trustee Self-Evaluation Form

Name:_________________________________ Date:___________________

Committees:_____________________________________________________________

1. How would you rate your own performance as a Trustee in the following

areas?

Very good Adequate Need Improvement

Commitment to the mission __________ ___________ ________________

Board meeting attendance __________ ___________ ________________

Preparation for meetings __________ ___________ ________________

Committee participation __________ ___________ ________________

Financial commitment __________ ___________ ________________

Fundraising __________ ___________ ________________

Attendance at events __________ ___________ ________________

Knowledge of programs __________ ___________ ________________

Identifying new Trustee prospects __________ ___________ ________________

Respecting board and committee

confidentiality

__________ ___________ ________________

Advocating for the organization in

the broader community

__________ ___________ ___________

2. What factors contributed to your performance in the above areas?

3. How have you contributed to the Trust financially?

_________ Contribution to the Annual Fund

_________ Contribution to the Capital Campaign

_________ Contribution to the Endowment

_________ Other:

Paid attendance at fundraising events

Hosted an event

Secured a corporate sponsorship for an event

In-kind donation

Successfully solicited donations from other people

2

4. What Trust events have you attended in the past year?

5. Have you regularly attended committee meetings and contributed to the work

of the committee?

6. Do you receive personal satisfaction from your participation on the Board?

7. Are there any other areas where you would like to contribute to the work of

the Board?

8. Are there changes you would like to recommend either for the Board as a

whole or any of your committees in particular?

9. Please list names of any potential Trustee prospects that you would

recommend. Indicate why you believe the individuals would make a positive

impact on the Board.


BOARD OF TRUSTEES MEMBERSHIP POLICY

Adopted?

Revised December 6, 2006

Revised November 24, 2008

While the Corporate By-Laws define terms of office for individual Trustees, the Board of

Trustees, upon the recommendation of its Nominating and Governance Committee, desires to record

certain policies by which it intends to administer appointment to and service on the Board. The

Corporation approves a Board membership not to exceed twenty-one Trustees, serving three year terms.

The Trustees shall be allocated as equally as possible among three “panels”, the terms of which expire in

consecutive years. Election of Trustees and current Officers shall occur annually at the December Board

meeting, though vacancies within the Board and of Officers may be filled at any Board meeting. It is

intended that no Trustee will serve more than two consecutive terms with the following clarification and

exceptions: (i) election to fill an unexpired or new term of one year or less will not be considered a

“term” for purpose of this calculation, (ii) any individual serving as a Trustee on January 1, 2008 may

complete three consecutive terms as then permitted, (iii) an Officer of the Corporation may be elected to

additional consecutive terms as a Trustee beyond the permitted two and complete an existing term after

his or her service as an Officer has ceased, (iv) an individual may be re-elected to the Board after one

year of absence and (v) after initial Board service as here permitted and a period of one year of absence

therefrom, any one of the nine founding Trustees may be continuously elected to the Board thereafter

upon recommendation of the Nominating and Governance Committee. This policy is intended to blend

a desire to create opportunities for, attract and involve new Board members while recognizing the

wisdom of using the experience and skills of existing members whose services are valuable to the

operation of the Corporation’s activities. The two purposes have an equal importance in the effective,

long-term operation of the Corporation.

1


POLICY ON CONFLICT OF INTEREST

Adopted January 25, 2006

Amended December 8, 2008

This Conflict of Interest Policy is designed to help Trustees, Officers, members of

committees with Board-delegated powers, and staff members of Willistown Conservation Trust

("WCT") identify situations that present potential conflicts of interest and provide WCT with a

procedure which, if observed, will allow a transaction to be treated as valid and binding even

though a Trustee, Officer, member of a committee with Board-delegated powers, staff member,

substantial contributor, individual with an ability to influence decisions of the organization,

individual with access to information not available to the general public, or party related to any

of the above has or may have a Conflict of Interest with respect to the transaction. This policy is

intended to supplement but not replace any applicable state and federal laws governing conflicts

of interest applicable to non-profit and charitable organizations.

1. Definitions.

1.1. Board. The Board of Trustees of WCT.

1.2. Compensation. Direct and indirect remuneration, as well as gifts, gratuities,

entertainment, or other favors that are not insubstantial.

1.3. Conflict of Interest. Such occasion or circumstance when the Financial or Non-

financial Interests of an Interested Person may be seen as competing with the interests or

concerns of WCT. The existence of a Conflict of Interest is subject to the determination of the

Board.

1.4. Family Member. A spouse, domestic partner, parent, child or spouse of a child,

brother, sister, or spouse of a brother or sister of an Interested Person.

1.5. Financial Interest. Such interest a person has, directly or indirectly, through

business, investment or family in (a) an ownership or investment interest in any entity with which

WCT has a transaction or arrangement, (b) a compensation arrangement with WCT or with any

entity or individual with which WCT has a transaction or arrangement or (c) a potential

ownership or investment interest, or compensation arrangement with any entity or individual

with which WCT is negotiating a transaction or arrangement.

1.6. Non-financial Interest. A non-financial benefit or advantage that an Interested

Person has, directly or indirectly, which he or she would not have obtained absent his or her

relationship with WCT. For example, (a) a preferential treatment by WCT or recognition for

himself/herself or another Interested Person, (b) confidential information obtained from WCT

2

used for his/her own benefit or for the benefit of another Interested Person, (c) the adoption by

WCT of a policy that provides significant non-financial benefit to an Interested Person.

1.7. Interested Person. A Trustee, Officer, member of a committee with Board-

delegated powers, or staff member of WCT, and his or her Family Members.

1.8. Volunteer. An individual other than an employee or Trustee or Officer, involved

in the daily operations of WCT and exposed to sensitive, confidential information of WCT.

2. Procedures.

2.1. Duty to Disclose. In connection with any actual or possible Conflict of Interest,

an Interested Person must disclose the existence of any Financial Interest and Non-financial

Interest and must be given the opportunity to disclose all material facts to the Trustees, or, if

applicable, the members of the committee with Board-delegated powers considering the

proposed transaction or arrangement. An Interested Person is under a continuing obligation to

disclose any potential Conflict of Interest.

2.2. Form of Disclosure. The disclosure of any actual or potential Conflict of Interest,

or associated Financial or Non-financial Interest, shall be made in writing to the Chairperson of

the Nominating and Governance Committee, or if unavailable, to a disinterested Officer of the

Corporation.

2.3. Determining Whether a Conflict of Interest Exists. After disclosure of the

Financial Interest and Non-financial Interest and all material facts, and after any discussion with

the Interested Person, the Interested Person shall leave the Board or committee meeting while the

determination of a Conflict of Interest is discussed and voted upon. The remaining Board or

committee members shall decide if a Conflict of Interest exists.

2.4. Procedures for Addressing the Conflict of Interest.

2.4.1. An Interested Person may make a presentation at the applicable Board or

committee meeting, but after the presentation, he or she shall leave the meeting during the

discussion of, and the vote on, the transaction or arrangement involving the possible Conflict of

Interest.

2.4.2. The Chairperson of the Board or committee shall, if appropriate, appoint a

disinterested person or committee to investigate alternatives to the proposed transaction or

arrangement.

2.4.3. After exercising due diligence, the Board or committee, as applicable, shall

determine whether WCT can obtain with reasonable efforts a more advantageous transaction or

arrangement from a person or entity that would not give rise to a Conflict of Interest.

3

2.4.4. If a more advantageous transaction or arrangement is not reasonably

possible under circumstances not producing a Conflict of Interest, the Board or committee, as

applicable, shall determine by a majority vote of the disinterested Trustees or committee

members whether the transaction or arrangement is in WCT’s best interest, for its own benefit,

and whether it is fair and reasonable. In conformity with the above determination it shall make

its decision as to whether to enter into the transaction or arrangement.

3. Conditions under which certain Professionals are Entitled to Act. To avoid delay which

may inhibit transactions or arrangements beneficial to WCT, an Interested Person or Persons

need not comply with the provisions of Paragraph 2 of this Policy if the circumstances of a

potential or actual conflict of interest are fully disclosed as therein required and such Interested

Person or Persons comply with the following:

3.1. Representation of WCT by Lawyers who are Interested Persons. WCT may be

represented by an Interested Person provided the lawyer or lawyers comply with the Rules of

Professional Conduct adopted by the Supreme Court of Pennsylvania, as amended from time to

time.

3.2. Interested Persons who are Licensed Real Estate Brokers. An Interested Person

who is a licensed real estate broker or agent may provide services to a seller or buyer of real

estate, when:

3.2.1. The Interested Person does not conduct any of his or her brokerage

business on the premises of WCT or through communications using WCT addresses or telephone

numbers;

3.2.2. The Interested Person has not solicited brokerage business from an owner

or owners of properties, relying upon confidential information obtained from or through WCT or

its representatives;

3.2.3. The contract for real estate services was not specifically initiated from,

generated by or assisted by contact of the Interested Person through WCT operations or in his or

her capacity as a WCT representative;

3.2.4. The Interested Person does not advise a seller or buyer concerning the

effect of any proposed conservation agreement with WCT.

4. Miscellaneous Conflicts Guidelines. WCT desires to avoid inappropriate favoritism or

benefit arising from or relating to its activities, or the perception of such inappropriate favoritism

or benefit. Mindful of this concern, the following basic guidelines shall be observed.

4.1. Interested Persons Acting in their Capacity as Representatives of WCT. Interested

Persons, when approached in their capacity with WCT, shall not:

4

4.1.1. Recommend another Interested Person for business or professional services

(attorney, accountant, builder, real estate broker, insurance broker, investment advisor, etc.)

without a full disclosure of all familial, personal and business relationships with such

recommended person; or,

4.1.2. Supply to a real estate agent or brokerage firm the name of any

conservation buyer who has contacted WCT, when such disclosure will allow the real estate

agent or brokerage firm to benefit financially from the sale or purchase of a property in which

WCT has an actual interest. Instead, Interested Persons shall advise a conservation buyer of

properties which meet his or her interests.

4.2. Other Business of Interested Persons. Although Interested Persons engaged in

business unrelated to any of the interests of WCT, could benefit from a recommendation by

another Interested Person, such a recommendation is not a Non-financial Interest within the

meaning of Paragraph 1.8 and is not prohibited.

4.3. Family Members. If WCT desires to enter into a relationship with an Interested

Person, or a business controlled by an Interested Person, who is a Family Member, the terms of

the relationship, and any changes of it, shall be approved by an Officer who is not a Family

Member of the Interested Person.

4.4 Transactions with an Affiliated Organization. Any transaction involving WCT

and an affiliated organization, such as Delchester Group Inc., will be fully disclosed to the Board

who will ensure that there are no conflicts arising from such transaction which would benefit

such organization or its officers.

5. Violations of the Conflicts of Interest Policy. If the Board has reason to believe that an

Interested Person has failed to disclose a potential Conflict of Interest, it shall inform the person

of the basis for such belief and allow the person an opportunity to explain the alleged failure to

disclose.

If the Board decides that the Interested Person has in fact failed to disclose a possible

Conflict of Interest, the Board shall take such disciplinary and corrective action as the Board

shall determine.

6. Confidentiality. Each Interested Person shall exercise care not to disclose confidential

information acquired in connection with his or her position, the disclosure of which might be

adverse to the interests of WCT. Further, an Interested Person shall not disclose or use

information relating to WCT’s business for the personal profit or advantage of the Interested

Person or a Family Member.

5

7. Record of Proceedings. The minutes of the Board and all committees with Board

delegated powers shall contain:

7.1. The names of the persons who disclosed or otherwise were found to have a

Financial Interest or Non-financial Interest in connection with an actual or possible Conflict of

Interest, the nature of the Financial Interest or Non-financial Interest, any action taken to

determine whether a Conflict of Interest was present, and the Board’s or committee’s decision as

to whether a Conflict of Interest in fact existed.

7.2. The names of the persons who were present for discussions and votes relating to

the transaction or arrangement, the content of the discussion, including any alternatives to the

proposed transaction or arrangement, and a record of any votes taken in connection with the

proceedings.

8. Compensation; Prohibited Participation. A voting member of the Board or one of its

committees who receives compensation, directly or indirectly, from WCT for services shall

adhere to the following guidelines.

8.1. Such member is precluded from voting on any Board matters pertaining to that

member’s compensation.

8.2. A voting member of any committee whose jurisdiction includes compensation

matters is precluded from voting on matters pertaining to that member’s compensation.

8.3. Such member shall be permitted to provide information to any committee

regarding compensation.

9. Annual Review. To ensure WCT operates in a manner consistent with its charitable

purposes and does not engage in activities that could jeopardize its tax-exempt status, annual

reviews shall be conducted. The annual review shall, at a minimum, include the following

subjects:

9.1. Whether compensation arrangements and benefits are reasonable, based on

competent survey information, and the result of arm’s length bargaining.

9.2. Whether partnerships, joint ventures, and arrangements with management

organizations conform to WCT’s written policies, are properly recorded, reflect reasonable

investment or payments for goods and services, further charitable purposes and do not result in

inurement, impermissible private benefit or in an excess benefit transaction.

1


ETHICS AND CONDUCT POLICIES


Willistown Conservation Trust (“WCT”) is a Pennsylvania nonprofit corporation founded

in 1995 to preserve the natural and historic values of Willistown Township, Chester

County, Pennsylvania, and surrounding communities. Its mission is:

“to preserve and manage the open land, rural character, scenic,

recreational, historic and ecologically significant resources of the

Willistown area and nearby communities, with particular emphasis on the

Crum, Ridley and Darby Creek watersheds.”

CODE OF ETHICS

All persons who serve WCT shall conduct their affairs on behalf of WCT in full

compliance with applicable laws and through the employment of ethical business

practices. Loyalty to WCT, to its mission, and to the public it serves is required of all

Trustees, Officers, employees and volunteers of WCT. No individual may use his or her

position at WCT for personal gain or to benefit another individual or entity at the expense

of WCT, its mission or its reputation.

The Standards and Practices of the Land Trust Alliance (Revised 2004) inform and guide

the operations of WCT and those who serve it.

CODE OF CONDUCT

The following policies shall comprise of the Code of Conduct of WCT and guide its

practices:

1. Compliance with Laws: WCT shall comply with all applicable federal, state

and local laws and regulations and require that its Trustees, Officers,

employees and volunteers do the same when acting in the name of or on

behalf of WCT. If any Trustee, Officer, employee or volunteer believes that

the application or meaning of a law or regulation is uncertain, he or she should

refer the question to the President or the Chairperson, who will consult with

legal counsel in those matters where advice from such counsel is deemed

advisable.

2. Conflicts of Interest: Each person employed by, acting on behalf of or

serving WCT as a Trustee, Officer or volunteer should avoid conflicts of

interest which pertain in any fashion to its business consistent with the

Conflict of Interest Policy adopted by the Trust.

2

3. Fundraising Activities: WCT routinely solicits funds from individuals,

foundations, governmental entities, business entities and other organizations

who desire to support its mission. All fundraising activities shall be

conducted in an open and proper manner observing the following guidelines.

3.1. Right to Refuse Gifts: WCT may refuse gifts of cash, securities, real

estate or other in-kind donations if the Development Committee or the

President has reason to believe that such gifts are inappropriate to the

organization or if it is determined that the gift would not further the

mission of WCT.

3.2. Restrictions on Use of Funds: When funds are accepted with restrictions,

those restrictions will be honored. If WCT cannot meet those conditions,

the Development Committee will recommend returning the funds or

requesting modifications of the donor’s conditions.

3.3. Donor Privacy: Requests by donors to remain anonymous or to have their

names removed from the mailing list will be honored. Information about

donors is private and will not be released by WCT. To the extent possible,

WCT will maintain a personal and respectful approach to soliciting for

funds.

3.4. Acknowledgments of Donations: WCT will acknowledge all

contributions with a thank you letter and tax-exempt notification or tax-

related value letter.

3.5. Truth: All publicity and promotional activities are based upon the actual

program and operations of WCT.

3.6. Use of Lists: WCT shall not sell or otherwise permit others to use its

mailing list or list of contributors.

3.7. Unordered Items: WCT shall not mail unordered tickets or merchandise

with a request for money in return.

4. Political Affairs.

4.1 Contributions to Political Parties or Candidates: No Trustee, Officer,

employee or volunteer shall use WCT funds or property for contributions

to or the support of any political party or candidate, and no Trustee,

Officer, employee or volunteer shall make such contributions from any

source in the name of or on behalf of WCT.

4.2 Support of or Opposition to Legislation or Regulations: While WCT will

not generally take positions on proposed or pending legislation or

regulations, it may do so in appropriate cases with the approval of the

3

Board of Trustees. Each Trustee, Officer, employee and volunteer is free

to express his or her own opinions publicly, though he or she should not

do so in a way that suggests that he or she is speaking in the name of or on

behalf of WCT, unless requested or approved to do so by the President or

the Board of Trustees.

5. Financial Records.

5.1. Accurate Financial Records: WCT shall maintain accurate and reliable

financial records that disclose all disbursements and other financial

transactions to which WCT is a party. All entries must be recorded in

accordance with generally accepted accounting principles, consistently

applied. Where there is an opportunity for discretion, conservative

accounting policies shall be favored. Trustees, Officers, employees and

volunteers shall fully cooperate with internal or external auditors in the

course of audits or investigations and make full disclosure of all relevant

information.

5.2. Retention of Financial Records: Data and documentation pertaining to the

financial operations of WCT shall be maintained by WCT in accordance

with law and customary retention policies, and all personnel shall deposit

with WCT any such data and documents in his or her possession upon the

termination of such person’s employment or other association with WCT.

6. Non-Discrimination: WCT shall provide equal membership/employment/

service opportunities to all eligible persons without regard to race, color,

religion, national origin, citizenship, age, sex, sexual orientation, marital

status, parental status, handicap, membership in any labor organization or

political affiliation.

7. Relationship with Employees.

7.1. Selection and promotion: WCT will select and promote employees on the

basis of their qualifications and other factors relevant to the work to be

performed, and in accordance with its non-discrimination policy set forth

above.

7.2. Fairness: WCT will make every reasonable effort consistent with its

mission and operational needs to maintain a work environment free from

unlawful harassment and discrimination; to maintain uniform, reasonable

work standards; and to compensate employees fairly and according to their

contribution to WCT.

4

7.3. Mutual Respect: All working relationships among Trustees, Officers,

employees and volunteers are professional relations and should be based

on mutual respect.

8. Dissemination and Compliance.

8.1. Certification: Each Trustee, Officer, committee member, employee and

volunteer with leadership responsibilities shall, upon associated with WCT

and annually thereafter, sign a statement which affirms that such person:

(a) has received a copy of these Ethics and Conduct Policies; (b) has read

and understands the Policies; and (c) has fully complied with these Ethics

and Conduct Policies, or if not fully complied, has disclosed as an

addendum to such signed statement the circumstances pertaining to any

failure to comply. The Certification shall include specific disclosures

regarding potential Conflicts of Interest. The Chairperson of the Board of

Trustees of WCT (or in the case of a matter pertaining to the Chairperson,

the Board of Trustees) will administer compliance with respect to the

Trustees and the President shall administer compliance with respect to all

other persons.

8.2. Insiders: Upon recognition by the WCT staff that a person with a

relationship to a WCT transaction or decision is an insider, who is not

subject to the above Certification, the WCT staff will distribute to such

insider the Conflict of Interest provisions of these Ethics and Conduct

Policies.

10359407.1.LITIGATION


CONSERVATION EASEMENT AMENDMENT POLICY

BACKGROUND STATEMENT

The Willistown Conservation Trust , Inc. (the “Trust”), acquires and holds

conservation easements in order to protect scenic, agricultural, forestry, wildlife,

ecological, water resource, historic, recreational, and open land values for the benefit of

present and future generations. Because conservation easement acquisitions are

accomplished through voluntary agreements with landowners, the success of the program

depends upon the confidence of these owners that the Trust will appropriately monitor

and enforce the agreements. This confidence would be seriously eroded if the Trust

allowed modifications that would compromise the conservation value of an easement.

Amendments could also raise problems with the Internal Revenue Service, both for the

Trust in terms of its tax-exempt status and for donors of conservation easements in terms

of any charitable deduction, which may have been claimed for a gift. Therefore, it is the

policy of the Trust to hold and enforce its conservation agreements as written. Any

request for an amendment will be reviewed according to the procedures set forth in this

policy statement and will be implemented only where the Trust determines that:

(1) The requested modification is consistent with the goals of the Trust and

will not undermine the Trust’s obligation to monitor and enforce

conservation easements it has accepted; and

(2) It meets the criteria of one or more of the purposes set forth below; and

(3) There are no feasible alternatives available to achieve that purpose or

those purposes; and

(4) It is the minimum change necessary to achieve that purpose or those

purposes; and

(5) It will not erode the confidence of the Trust’s supporters – including both

past and future donors of conservation easements and other interests in

land – in the goals of the organization or its intent to enforce its

conservation easements.

Unless specifically waived by the Trust, the requestor shall pay a fee as outlined under

the section herein entitled “Procedures for Requesting an Amendment”. Additionally, the

Trust may condition the approval of an amendment request upon payment to the Trust of

an amount sufficient to offset any increased monitoring obligations.

PURPOSES OF REQUESTED AMENDMENTS

The Trust will consider modification of its conservation easements only for the

following purposes :

- 2 - 10359407.1.LITIGATION

I. Correction of an Error or Ambiguity. The Trust may authorize an amendment to

correct an obvious error or oversight made at the time the conservation easement was

entered into. This may include correction of a legal description, baseline property

description, mapped building envelope, inclusion of standard language that was

unintentionally omitted, an inaccuracy on a plan, an inconsistency between a plan and the

language of the related easement, or clarification of an ambiguity in the terms of the

restrictions.

II. Minor Modifications Consistent with Conservation Purpose. The Trust may

authorize other, minor modifications on the conservation easement where (a) the

modification is not inconsistent with the intent of the principal parties of the original

conservation project, (b) the amended agreement is substantially equivalent to or

enhances the conservation goals of the original agreement, or (c) the modification

corrects errors in judgment made upon adoption of the easement (e.g., too restrictive in

allowed location of a structure so as to prevent, because of a law or regulation, an

allowed structure from being built).

GENERAL GUIDELINES

The Trust will be extremely cautious in consenting to a change and will do so

only where the circumstances suggest that a change is clearly warranted and in the best

interests of conservation. For example, the Trust may allow the change of a housesite

permitted under the conservation restrictions to a new location, where the new location

has a lower or equal impact on the conservation values sought to be protected under the

restrictions. No change will be made to allow for an additional residential unit not

provided for under the original agreement absent a compelling conservation benefit, nor

shall any change add back net economic value to the landowner.

The party making the request must conclusively demonstrate that any such

amendment will not impair the conservation values of the property for which the

easement was originally sought and will not disqualify the easement or the Trust’s

qualified donee status under IRS regulations. The proposed amendment must not result

in any private inurement or impermissible private benefit and must comply with the

Trust’s conflict of interest policy. Amendments will be made only by legal instruments

which are to be recorded and filed of record.

- 3 - 10359407.1.LITIGATION

PROCEDURES FOR REOUESTING AN AMENDMENT.

Any landowner seeking a modification of an existing conservation easement

agreement shall file a request in writing with the Trust stating what change is being

sought and the specific reasons why it is needed or warranted. Where appropriate, the

request shall also be accompanied by a map and other documentation. Unless waived in

writing, the request shall also be accompanied by a nonrefundable initial payment of

$2,000 to cover the Trust’s staff costs. The landowner shall be responsible for all costs

exceeding the initial fee.

The Trust staff shall review the request and shall consider whether it satisfies the

criteria of the easement amendment policy and shall then submit a recommendation in

writing to the Environmental Committee as to whether the Trust should approve the

proposed amendment. The Environmental Committee shall consider the request and the

staffs recommendation and shall determine whether the request is consistent with the

easement amendment policy. If the Committee does not recommend the requested

amendment, there shall be no amendment. Should the Committee propose that the Trust

approve the requested amendment, then the Committee shall make such a

recommendation to the Board, and the Board shall decide whether or not the Trust will

approve the requested amendment.

1


EASEMENT VIOLATION PROCEDURAL POLICY

Adopted July 26, 2006

On occasion, conservation easement grantors knowingly, or unknowingly, violate the

terms of the conservation easements placed on their properties. These violations may

come to the attention of staff at Willistown Conservation Trust through its annual

monitoring or otherwise.

Conservation easement violations range from minor temporary oversights with impacts

that can be easily reversed such as placing a moveable storage shed in an area where it is

not permitted, to permanent, intentional violations with impacts that are unable to be

restored, such as clearing a woodland of old trees. Additionally, violations may consist

of a permitted activity which nevertheless was undertaken without first getting required

approval from the Trust.

The following procedures shall take place when staff perceives that there is a violation of

a conservation easement.

1. If staff feels that a minor, fully restorable violation has occurred, staff will make a

note of it in the monitoring file, and contact the easement Grantor immediately,

asking that the violation be corrected. Staff will follow up in a timely manner to

be sure that the violation has been rectified. If the violation is not rectified in a

timely manner, staff will alert the Trust’s attorney and report to the Executive

Director as well as the Chair of the Environmental Committee.

2. If staff becomes aware of a significant violation that will require effort to restore,

staff will record the violation in the monitoring file and immediately report it to

the Trust attorney, Executive Director and the Chair of the Environmental

Committee.

3. If staff becomes aware of an easement violation which requires immediate action

to prevent harm or additional harm, it will immediately contact the Trust attorney

and Executive Director, who will immediately contact the easement Grantor and

notify him/her of the violation. The Executive Director will then notify the Chair

of the Environmental Committee of the situation.

When the Executive Director and the Chair of the Environmental Committee are notified

of an easement violation, they will determine whether it is necessary to convene the

Environmental Committee. If it is necessary, and after consideration of the relevant facts,

the Environmental Committee and Executive Director will advise action designed to

restore the easement violation as quickly as possible (and/or prevent further impact from

2

the violation). Staff, legal and other related expenses shall be reimbursed by the

easement grantor.

The Environmental Committee will report all easement violations that have come to its

attention to the Board of Trustees at a scheduled Board Meeting. In situations where

significant expenditures of staff and legal time are required, the Environmental

Committee will report to the Executive Committee as needed.

1


RECORDS POLICY

Approved May 10, 2007

The mission of the Willistown Conservation Trust (WCT) is to preserve and manage the

open land, rural character, scenic, recreational, historic and ecologically significant

resources of the Willistown area and nearby communities, with particular emphasis on

the Crum, Ridley and Darby Creek watersheds. Willistown Conservation Trust

recognizes the importance of a records policy to protect the WCT assets from legal

challenges, to meet reporting requirements, to securely retain WCT charitable status, and

to maintain authentic records essential to protecting and upholding the conservation

mission. In accordance with the Land Trust Standards and Practices, the WCT Records

Policy “identifies the Trust’s key documents, what documents are needed and in what

format, how and when to store documents, how long to keep documents, and when to

destroy documents”. All Willistown Conservation Trust files are the property of WCT

and are not the property of staff, Board of Trustees or any other persons.

Record Policy Review

The Nominating and Governance Committee reviews the Records Policy every five years

to ensure full compliance regarding record keeping, audits, back up systems, and record

retention schedule in order to ensure that the Record Policy continues to serve the WCT

Mission. It is the responsibility of the Nominating and Governance Committee to review

and recommend for Board approval any changes or additions to the Records Policy.

I. Land Protection Records

The Director of Land Protection and the Associate Director of Land Protection are

required to adhere to the following Land Protection Records Policy. The WCT Land

Protection Staff reports directly to the Executive Director. It is the responsibility of the

Executive Director to oversee Records Policy compliance and procedures in all phases of

Land Protection work. The Executive Director will recommend any or all Land

Protection Record Policy changes, additions or amendments to the Nominating and

Governance Committee for final Board approval.

Final Conservation Easement Records

WCT Land Protection Staff develops and maintains files for each final conservation

easement project in both digital and hard copy form. These files are stored as follows:

1) An archival hard copy and a digital disc of the final conservation easement

document and background documentation packet is stored in the Blacksmith Shop

fire proof locked file cabinet,

2

2) A working copy of each easement and background documentation packet is

kept on file in the Land Protection office at the Trust, and

3) A working copy of each easement is kept on file in the Land Stewardship

office at the Trust.

Easements in Progress

WCT Land Protection Staff provides preliminary project information in an organized and

timely manner to the Environmental Committee and Board of Trustees. Land Protection

project files are initiated when the Executive Director provides approval for a

conservation project. WCT Staff carefully documents all steps in the development of

conservation projects as they progress to completion. The Land Protection staff updates

and documents model easement language as necessary.

Redline Property Records

WCT Land Protection Staff continually updates and maintains files for the Redline

Report, the Redline Map and the Protected Lands Map.

General Record Keeping in Land Protection

WCT Land Protection staff keeps track of reimbursable expenses and give copies to the

Business Manager for billing. The Business Manager maintains careful record keeping

and billing of services provided by WCT to individuals and other organizations.

II. Land and Easement Stewardship Records

The Director of Stewardship and the Associate Stewardship Manager are required to

adhere to the following Land Stewardship Record Policy. Land and Easement

Stewardship records are maintained by the Director of Stewardship and Associate

Stewardship Manager.

The WCT Land Stewardship Staff reports directly to the Executive Director. The

Executive Director recommends Land and Easement Stewardship Record Policy changes

or additions to the Nominating and Governance Committee for final Board approval.

Easement Stewardship

When the Trust accepts a conservation easement, it commits itself to perpetual

stewardship. Along with the commitment to regularly monitor the easement, maintain

contact with easement landowners, and enforce easement terms, the Trust must ensure the

existence, authenticity and integrity of the original legal documents and supporting

documentation. As a qualified recipient organization, the Trust is obligated and

responsible for adhering to sound business practices and the protection of all important

conservation easement documents and files.

Annual Monitoring Reports

The Stewardship staff keeps detailed and accurate recordkeeping and safe storage of all

easement monitoring records. In the event of an easement violation or litigation, well

3

organized and correctly documented records are carefully stored in order to assure

accurate documentation that could be the difference between winning or losing a legal

case.

Landscape and Building Plan Records

The Stewardship staff maintains orderly and complete files in order to quickly and

thoroughly respond to easement landowner requests for landscape and building plan

review.

Land Stewardship

Records of all Land Stewardship programs (such as deer management, the bird census

program, grassland and wildlife habitat restoration and management, and the nesting box

program) are properly filed for ease of access. WCT publications relative to Land

Stewardship are archived and easily retrievable.

III. Geographic Information System Records

GIS is a computer system of hardware, software, and data that generates computer maps

and other documents. Completed maps and maps in progress are digitally backed up each

night. WCT publications and maps are properly filed for archival reference. Geographic

Information System Records are maintained by the GIS Coordinator. The GIS

Coordinator reports directly to the Land Protection staff who recommend Record Policy

changes to the Executive Director.

IV. Off-Premise Records Storage

It is critical that WCT maintains secure and authentic records of all important documents

relating to WCT business. These documents are stored in the off-premise building known

as the Blacksmith Shop located at 7000 Goshen Road. The Blacksmith Shop is a secure

stone structure with fireproof locked file cabinets and is not located in a floodplain area.

Removal of documents from the Blacksmith Shop will be allowed only with approved of

the Executive Director. Access to the Blacksmith Shop is restricted to the Executive

Director, the Business Manager, the Director of Development and the Land Protection

and Stewardship staff.

Original documents placed in the Blacksmith Shop include:

Conservation easements

Baseline documentation including photos

Option agreements, agreements of sale, leases and other original documents

related to interests in real property.

Annual conservation easement monitoring reports and photo documentation

Other items to be filed at the Blacksmith Shop:

Annual Digital Back-ups of Computer Network Data files

4

Annual Digital Back-ups of Financial Records

Annual Financial Audit Reports

Digital Document Back-up System

Willistown Conservation Trust maintains back up copy of digital data using a three

pronged approach. The purpose of the system is to create reliable, retrievable data in the

case of computer malfunctions, and in the case of fire or similar disaster.

1) A nightly back up process copies all digital data stored on the shared network

drive onto secondary digital media and is stored on site.

2) A weekly back up process copies a subset of the shared network drive

containing mission critical data over the Internet to an off site contracted location.

3) On an annual basis complete digital back up copies of all financial data are

created and stored at the Blacksmith Shop.

V. Financial Records

WCT is committed to managing all financial matters in a prudent, responsible and an

accountable manner and adheres to the following Financial Records Policy. The

Business Manager is responsible for maintaining complete, accurate and credible

documentation of all financial activities. WCT follows standard non-for-profit accounting

principles in accordance with GAAP to maintain clear and credible records. Internal

control systems have been established and followed to prevent any misappropriations and

provide present clear and timely and accurate reports to the Executive Director and Board

of Trustees. There is an annual independent audit by a certified public accountant. The

auditor’s report is available to friends, supporters, staff and Board of Trustees.

The financial records maintained by the Business Manager include:

Accounting software (currently QuickBooks and Microsoft Excel)

Quarterly and annual financial reports

Balance sheets on a quarterly basis

Budgets

Reconciliations of all bank accounts

Invoices and receipts of payables

Record of billing and accounts receivable

W-9 Forms for 1099 documentation

Sales tax exemption certificate and documentation

Copies of checks deposited

Preserves’ financial and insurance files

Insurance policies and documentation

Personnel records

Event files including budgets, insurance and P&L

Yearly tax returns and audits

Finance committee meeting files

Audit committee meeting files

5

Manuals and warranties to all assets held by the Trust

Health benefit policies and files

Vendor contracts and agreements

Access to these records is restricted to the Executive Director, the Business Manager and

the Board of Trustees. Some of the financial records such as payroll are strictly

confidential. Reports that do not contain confidential information are available on an as

needed basis to staff and volunteers. When possible, financial records are maintained

both in digital and hard copy form. The accounting software is password protected as

well as certain digital financial reports.

Original documents placed in the Business Manager’s office in a fire-safe filing cabinet

include:

Articles of Incorporation

IRS designation

By-Laws

PA Bureau of Charitable Organization Certificate

IRS assignment of tax identification number

Sales and Use Tax Certificate of Exemption

Option agreements, leases, and other original documents related to interests in

real property.

Automobile titles

Promissory notes, mortgages and other security instruments

Grant agreements

Petty cash

Checkbooks

Board of Trustees Resolutions

Board of Trustee Letters of Resignation

Signed Ethics and Conflict Policies and Conflict of Interest Disclosures

Original stock certificates and donor checks before deposited into the bank

VI. Personnel Records

Personnel files containing staff personal and work-related information are maintained for

each employee and are strictly confidential. The Business Manager has access to all staff

files except employee review and some personal files which are stored in the office of the

Executive Director. The Business Manager stores all other employee information in a

locking file cabinet. The digital copies of confidential personnel records are available

only to the Executive Director and Business Manager under password protection.

VII. Fundraising and Development Records

Willistown Conservation Trust is committed to the highest ethical and prudent fund

6

raising and development standards. Accurate, consistent and timely recordkeeping

relating to the fundraising and development program complies with charitable

solicitation laws, accurately represents its claims and intended use of funds, and uses

restricted funds as specified by donors. The Director of Development and the Business

Manager have oversight responsibility for all fundraising and development records. The

digital Donor Perfect data base is kept up to date and backed up on a nightly basis.

Physical donor files, including copies of checks and copies of acknowledgement letters,

are kept in a locked cabinet in the basement of the Trust office. Access is limited to the

Executive Director, Director of Development, Business Manager, and staff engaged in

fundraising and record keeping.

VIII. Community Outreach Records

Community Outreach records are kept after each mailing or event to provide continuity

and a foundation for event planning for the following year. Community Outreach records

are resources used as educational tools for assisting staff and volunteers with upcoming

events and other programs. The records provide past event organizational data and final

event recommendations for the next year, highlighting the event’s tie in to the Trust’s

mission. Community Outreach records are maintained by Director of Development, the

Fundraising and Volunteer Coordinator and volunteers. The Fundraising and Volunteer

Coordinator oversees and submits all expenses for WCT events to the Business Manager.

Publication Records

Copies of all WCT publications are kept on file to be easily accessed when needed.

IX. Administrative Records Management

It is WCT Policy to maintain records of business activities, board meetings, and office

administration in a careful and secure manner and to diligently protect and secure the

trust’s computer system and digital records through an array of security software and an

office alarm system.

X. Record Retention Schedule

It is WCT Policy to retain the following records as indicated:

Indefinitely:

Audit reports by accountants

Capital stock and bond records until disposed of

Chart of accounts

Conservation easements (drafts and finals)

Baseline assessment and photo documentation

7

Reserved Rights Documentation

Monitoring Reports

Contact records, easement correspondence

Restoration Project Files and Photo Documentation

Contract and leases

Correspondence: legal and important subjects

Deeds, mortgages, option agreements

Financial statements, year-end

General and private ledgers

Insurance records

Journals

Minute books and by-laws

Certificate of Incorporation

Property appraisals

Tax returns and supporting documentation

Bills of sale and personal property and vehicle titles

For Seven Years:

Accident reports and claims for settled cases

Accounts payable and receivable ledgers

Cancelled checks, less important items

Cancelled stock and bond certificates

Contracts and leases that have expired

Employee W-4 Forms

Expired option records

Notes receivable ledgers

Payroll and related records

Copies of invoices and/or receipts for capital expenditures

For Five Years:

Internal audit reports

Expired insurance policies (expired insurance policies are stored Indefinitely

at Altus Partners)

For Three Years:

Correspondence (except correspondence between WCT and landowners relevant

to recorded conservation easements shall be kept indefinitely).

Employment applications

Employment personnel records (after termination).

Internal reports

Bank reconciliations

Duplicate deposit slips

8

Destruction of business records after the required holding periods expire are completed

by the Business Manager under the supervision of the Executive Director, after approval

by the Nominating and Governance Committee. All expired business records are burned

or shredded to ensure complete privacy of WCT records.

1

WILLISTOWN CONSERVATION TRUST MEDIA AND COMMUNICATIONS POLICY

1/14/14 All telephone calls and inquiries from either the media or constituents are important. Responses should be made in a timely and informative way.

WCT’s designated spokespersons are:

(1) Bonnie Van Alen, Executive Director

610-353-2562 Ext. 23 (office) 610-353-3417 (home) 610-220-0705 (cell)

(2) Mark T. Ledger, Chairman of the Board

610-353-8295 (home) 610-716-2450 (cell)

Calls or Questions from Constituents

All staff and Trustees should respond to WCT-related calls or inquiries from area constituents in a timely manner. These may arise from personal contact in a social or business setting, by telephone call, by email or otherwise.

If staff or Trustees are asked about a sensitive or confidential matter, they should let the constituent know that a spokesperson will be back in touch directly. This is important for several reasons:

WCT leadership needs to be aware of concerns and questions circulating in the

community so that possible misinformation can be corrected quickly, Constituents must receive consistent, accurate answers and this is best

accomplished through a limited number of spokespersons. Staff and Trustees may not have the most accurate information and by answering inquiries themselves, misinformation may be spread.

Calls to the Media

Only the Executive Director, Chairman of the Board or a designated representative should initiate contact with the media regarding issues involving the Trust.

2

Contact with the Media Staff and Trustees should not respond directly to any questions from journalists. The person should say something like:

• “I am not the best person to talk to, but I will have the right person call you back.” • “I am not an expert in this area, but I can get someone to call you back.”

If an appropriate spokesperson happens to get the initial contact, they should determine what the individual is looking for and schedule time for a well thought out response by saying something like “I am in a meeting at the moment, but will call you back as soon as possible.”

The person taking a call from the media must ask:

• What is your name? • What publication are you calling from? • When is your deadline? • What information are you looking for, or what is the topic of your interview? • What is your phone number?

Once you have the information, tell the journalist that a spokesperson will call them back before their deadline.

If you cannot locate a spokesperson, contact Betsy Block (Director of Development and Public Relations) at 610-353-2562 ext. 13.

If you can’t locate a spokesperson or Betsy before the deadline time, call the journalist back and explain the situation, saying that the spokesperson will call as soon as possible. Do not do the interview yourself.

Before the official spokesperson undertakes the interview, they should:

• Review key messages • Write out a game plan—what do you want to get across to the journalist? • If possible, find out the journalist’s background and personality.

Other guidelines: Be as helpful and informative as possible. Know your facts before beginning the

interview, but don’t be afraid to say you don’t have a particular fact right at hand. Offer to follow up with the information. Make sure the follow-up occurs.

Simplify. Don’t overwhelm reporters with loads of information and complex details so that the real story gets lost. Don’t use jargon—speak plain English.

Don’t engage in speculation or hypothesis. Don’t speak for someone else. Don’t respond to a question with “No comment.” Consider that you’re always “on the record” with a reporter.

Investment and Fund Policies Effective January 1, 2005- Revised 3/1/07

Page 1 of 2


INVESTMENT AND FUND POLICIES


Revised March 1, 2007

Willistown Conservation Trust (“Trust”) has five accounts. The objectives of the

accounts are varied. Since the Trust presently operates at a deficit, the overall policy will

be conservative. Within the stated policies and guidelines, the Finance Committee has

full discretionary responsibility for investment of the assets and is expected to seek to

achieve the stated objective of Willistown Conservation Trust. The following policies

will be reviewed annually by the Finance Committee or as circumstances dictate.

Quarterly investment reports will be prepared for the Finance Committee. These reports

will be submitted to all members of the Board.

1) The Operating Account pays for the ongoing expenses of the Trust. Annual

giving and unrestricted gifts go into this fund. This fund draws from the

Capital Campaign Fund for deficits. This Fund will be held in cash or

equivalents. Equities provided by gifts will be sold. Interest and dividend

income and real/unrealized gains remain in the account.

2) The Capital Account receives gifts from major donors for the purpose of

sustaining the long term viability of the Trust. This fund also funds the annual

deficits of operations. It is the vision of the Board that eventually the

principal of this account will generate enough interest and dividend income to

cover the annual operating deficit, if any. Cash and short term securities equal

to the anticipated operating deficit of the Trust for the next twelve months will

be maintained. The remainder should be held as follows: 60-70% in equity

mutual funds and 30-40% in fixed income. Fixed income can mean

investment grade bonds or short term securities. Interest and dividend income

may be transferred to the operating fund. Real/unrealized gains remain in the

account.

3) The Easement Endowment Account is funded by landowners who place

easements on their properties and pooled into a single account. The fund will

provide funds for maintenance and defense of easements in perpetuity. The

account will continue to grow until such time that the Board is confident there

are enough funds to meet any legal obligations. $100,000 will be maintained

in cash or short term government securities for an unexpected defense. The

remainder should be held as follows: 60-75% in equity mutual funds and 25-

40% in fixed income. Fixed income can mean investment grade bonds or

short term securities. Interest and dividend income may be transferred to the

operating account. Real/unrealized gains remain in the account.

4) The Ashbridge Endowment Account (Preserve Fund) is funded by the

Easement holders who purchased property adjacent to the Preserve. This fund

Investment and Fund Policies Effective January 1, 2005- Revised 3/1/07

Page 2 of 2

will provide funds for the management and maintenance of the Ashbridge

Preserve. $20,000 will be maintained in cash and/or short term government

securities. The remainder should be invested as follow: 65-80% in one or

more equity mutual funds and 20-35% in fixed income. Fixed income can

mean investment grade bonds or short term securities. Interest and dividend

income may be transferred to the operating account. Any deficit incurred will

be covered by principal. Real/unrealized gains remain in the account.

5) The Kirkwood Endowment Account (Preserve Fund). This fund will provide

funds for the management and maintenance of the Kirkwood Preserve.

$20,000 will be maintained in cash and/or short term government securities.

The remainder should be invested as follow: 65-80% in one or more equity

mutual funds and 20-35% in fixed income. Fixed income can mean

investment grade bonds or short term securities. Real/unrealized gains remain

in the account.

6) The Memorial Fund Account is funded primarily by memorial gifts and is

permanently restricted. The account should be held as follows: 70-100% in

equity mutual funds and 0-30% in fixed income. Interest and dividend

income generated from this fund after the fund reaches a balance of $50,000,

may be transferred to the operating account for general operating expenses.


BEQUEST POLICY

Adopted February 6, 2008

Policy Statement

It is the policy of the Willistown Conservation Trust to use any funds received

through a bequest in accordance with the donor’s specified wishes. Funds from any

bequest that are not designated for a particular use or purpose will be placed in the

Memorial Fund, unless otherwise directed by the Board of Trustees in a specific case.

The Executive Director is authorized to take all necessary actions to accept

bequests on behalf of the Willistown Conservation Trust.

Background

From time to time the Willistown Conservation Trust is identified as a beneficiary

of a charitable gift in a will or through an estate plan. By accepting such a gift, WCT

agrees to any restrictions or designation the donor may have placed upon the use of the

funds.

However, there are situations when the donor has not designated how the funds

are to be used. In those instances, the Willistown Conservation Trust has decided that in

most cases the funds should be used to help meet our annual operational expenses by

placing the funds in the Memorial Fund. This Fund has been established by the

Willistown Conservation Trust to create an ongoing source of operating revenue. Using

bequests in this manner will allow us to grow the Memorial Fund over time and decrease

our reliance on annual fundraising initiatives.

There may, however, be specific situations in which a bequest could and should

be put to a better use. This policy gives the Board of Trustees that discretion.

Many executors require explicit authorization in distributing estate assets. This

policy allows the Executive Director to handle the ministerial activities associated with

accepting bequests.

BY-LAWS OF

WILLISTOWN CONSERVATION TRUST, INC.

ARTICLE I - OFFICES

The registered office of the Corporation shall be at

7000 Goshen Road, Newtown Square, Pennsylvania, 19073.

The Corporation may also have offices at such other

places as the Board of Trustees may from time to time

appoint or the activities of the Corporation may required.

ARTICLE II - SEAL

The corporate seal shall have inscribed thereon the

name of the Corporation, the year of its organization and

the words "Corporate Seal, Pennsylvania."

ARTICLE III - MEMBERS

There shall be no members, as such, of the Corporation.

ARTICLE IV - TRUSTEES

4.1. General Powers. The business and affairs of this

Corporation shall be managed by its Board of Trustees. In

addition to the powers and authorities expressly conferred

upon the Board of Trustees by these By-Laws, the Trustees

may exercise all such powers of the Corporation and do all

such lawful acts and things as are not expressly denied them

by statute, the Articles of Incorporation or these By-Laws.

4.2. Number, Tenure and Election. The Board of

Trustees shall consist of at least three (3) Trustees, who

shall be natural persons of full age. At least two (2)

Trustees shall be residents of Willistown Township. The

Trustees shall be elected by majority vote of the Board of

Trustees at its annual meeting,

divided among three (3) "panels" of Trustees with terms

having different years of expiration and serve without

compensation. Trustees shall serve a term of three (3)

years, unless a Trustee is elected to fill an unexpired term

or assigned upon election to a Trustee panel, the term of

which is less than three (3) years. A Trustee may also be a

salaried Officer of the Corporation. The incorporators

shall elect the initial Board of Trustees of the Corporation

at the organization meeting.

4.3. Removal. The Board of Trustees may suspend or

expel a member of the Board for cause after an appropriate

hearing and an affirmative vote of two-thirds of the

Trustees.

4.4. Vacancies. The Board of Trustees may declare

vacant the office of a Trustee if (i) he or she is declared

of unsound mind by an order of court or is convicted of a

felony or, (ii) if within sixty (60) days after notice of

his or her election, he or she does not accept such office

either in writing or by attending a meeting of the Board of

Trustees and fulfill such other requirements of

qualification as the By-Laws may specify.

4.5. No Interest in Assets. No Trustee shall possess

any property right in or to the property of the Corporation.

In the event the Corporation owns or holds any property upon

its dissolution and winding up, after paying or adequately

providing for its debts and obligations, the Trustees shall

dispose of the remaining property exclusively for the

charitable, educational or conservation purposes of the

Corporation in accordance with the Articles of Incorporation

and Docketing Statement.

4.6. Standard of Care and Justifiable Reliance.

1. A Trustee shall stand in a fiduciary

relationship to the Corporation, and shall perform his or

her duties as a Trustee, including his or her duties as a

member of any committee of the Board of Trustees upon which

he or she may serve, in good faith, in a manner he or she

reasonably believes to be in the best interests of the

Corporation, and with such care, including

reasonable inquiry, skill and diligence as a person of

ordinary prudence would use under similar circumstances. In

performing his or her duties, a Trustee shall be entitled to

rely in good faith on information, opinions, reports or

statements, including financial statements and other

financial data, in each case prepared or presented by any of

the following:

(a) One or more Officers or employees of

the Corporation whom the Trustee reasonably believes to be

reliable and competent in the matters presented;

(b) Counsel, public accountants or other

persons as to matters which the Trustee reasonably believes

to be within the professional or expert competence of such

person; or,

(c) A committee of the Board of Trustees

upon which he or she does not serve, duly designated in

accordance with law, as to matters within its designated

authority, which committee the Trustee reasonably believes

to merit confidence.

A Trustee shall not be considered to be acting in good faith

if he or she has knowledge concerning the matter in question

that would cause his or her reliance to be unwarranted.

2. In discharging the duties of their

respective positions, the Board of Trustees and its

committees and individual Trustees may, in considering the

best interests of the Corporation, consider the effects of

any action upon employees, upon persons with whom the

Corporation has business and other relations and upon the

community within which the Corporation is located, and all

other pertinent factors. The consideration of those factors

shall not constitute a violation of this Section.

3. Absent breach of fiduciary duty, lack of

good faith or self-dealing, actions taken as the Board of

Trustees, an individual Trustee or a committee of the Board

or the failure to take any action shall be presumed to be in

the best interests of the Corporation.

4.7. Limitation of Personal Liability.

A Trustee shall not be personally liable as such

for monetary damages for any action taken, or any failure to

take any action, unless the Trustee has breached or failed

to perform the duties of his or her office and the breach or

failure to perform constitutes self-dealing, willful

misconduct or recklessness. The limitation provisions of

this Section shall not apply to (i) the responsibility or

liability of a Trustee pursuant to any criminal statute, or

(ii) the liability of a Trustee for the payment of taxes

pursuant to local, state or federal law.

ARTICLE V - OFFICERS

5.1. Officers/General. The Officers of the

Corporation shall be chosen by the Trustees, and shall

include a Chairperson, Vice-Chairperson, President,

Secretary, Treasurer and such other Officers and assistant

Officers as the needs of the Corporation may require. All

Officers with the exception of the Treasurer shall be

natural persons of full age; the Treasurer may be a

Corporation, but if a natural person, shall be of full age.

It shall not be necessary for an Officer to be a Trustee and

any number of offices may be held by the same person. The

Board of Trustees may secure the conduct of any or all such

Officers by bond or otherwise.

5.2. Term of Office. The Officers shall be elected at

the annual meeting of the Board of Trustees and shall hold

their respective offices for a term of one (1) year. The

Chairperson shall serve no more than six (6) consecutive

years and have such authority as shall from time to time be

prescribed by resolution of the Board.

5.3. Removal. The Board of Trustees may remove any

Officer or agent upon an affirmative vote of two-thirds of

the Trustees, whenever, in its judgment, the best interests

of the Corporation

will be served thereby. Such removal shall be without

prejudice to the contract rights of any person so removed.

5.4. Chairperson. The Chairperson shall preside at

all meetings of the Trustees; shall have general oversight

of the affairs of the Corporation; shall work closely with

the other Officers, and shall see that all orders and

resolutions of the Board are carried into effect, subject,

however, to the right of the Trustees to delegate any

specific powers not exclusively conferred on the Chairperson

or other Officer of the Corporation. The Chairperson shall

be ex-officio a member of all Board committees and shall

have the general powers and duties of supervision and

management usually vested in the said office.

5.5. Vice-Chairperson. The Vice-Chairperson shall act

in all cases for and as the Chairperson in the latter’s

absence or incapacity and perform such other duties as he or

she may be required to do from time to time.

5.6. President. The President shall be the chief

executive Officer of the Corporation; shall have general and

active management of the operations of the Corporation; and,

shall execute bonds, mortgages and other documents requiring

a seal, under the seal of the Corporation.

5.7. Secretary. The Secretary shall attend all

sessions of the Board and act as clerk thereof; shall record

all the votes of the Corporation and the minutes of all its

transactions in a book to be kept for that purpose; and,

shall perform like duties for the Executive Committee when

required. He or she shall give, or cause to be given,

notice of all meetings of the Board of Trustees, and perform

such other duties as may be prescribed by the Board of

Trustees or Chairperson. He or she shall keep in safe

custody the corporate seal of the Corporation, and when

authorized by the Board, affix the same to any instrument

requiring it.

5.8. Treasurer. The Treasurer shall have custody of

the corporate funds and securities; shall keep full and

accurate accounts of receipts and disbursements in books

belonging to the Corporation; and, shall keep the moneys of

the Corporation in a separate account to the credit of the

Corporation. He or she shall disburse the funds of the

Corporation as may be ordered by the Board, taking proper

vouchers for such disbursements, and render to the

Chairperson and Trustees, at the regular meetings of the

Board, or whenever they may require it, an account of all

the financial transactions and conditions of the

Corporation.

5.9. Vacancies. If any office becomes vacant, the

Board of Trustees shall choose a successor or successors,

who shall hold office for the remainder of the unexpired

term.

ARTICLE VI - MEETINGS

6.1. Annual Meeting. An annual meeting of the Board

of Trustees shall be held each year, at a time designated by

the Trustees, for the election of new Trustees and the

transaction of such other business as may properly be

considered.

6.2. Periodic or Special Meetings. Periodic or

special meetings of the Board of Trustees may be held at the

request of any Officer or committee at such times and at

such place or places within this Commonwealth, or elsewhere,

as the Trustees may from time to time appoint, or as may be

designated in the notice calling the meeting. When such a

meeting is adjourned to another day, it shall not be

necessary to give notice of the further meeting, other than

by announcement at the meeting at which such adjournment is

taken.

6.3. Notice of Meetings. Written or personal notice

of every meeting of the Board of Trustees shall be given to

each Trustee at least five (5) days prior to the meeting.

Whenever written notice is required to be given to any

person, it may be given to such person, either personally or

by sending a copy thereof by first class or overnight mail,

postage prepaid, e-mail or by telefax, to his or her address

appearing on the books of the Corporation, supplied by him

or her to the Corporation for the purpose of notice. If the

notice is sent by mail, e-mail or by telefax, it shall be

deemed to have been given to the person entitled thereto

when deposited in the United States mail or otherwise

properly transmitted by the Corporation. A notice of

meeting shall specify the place, day and hour of the meeting

and any other information required by statute or these By-

Laws.

6.4. Waiver of Notice. Whenever any written notice is

required to be given under the provisions of the statute or

the Articles or By-Laws of this Corporation, a waiver

thereof in writing, signed by the person or persons entitled

to such notice, whether before or after the time stated

therein, shall be deemed equivalent to the giving of such

notice. Except as otherwise required by statute, neither

the business to be transacted at nor the purpose of a

meeting need be specified in the waiver of notice of such

meeting. Attendance of a person at any meeting shall

constitute a waiver of notice of such meeting, except where

a person attends a meeting for the express purpose of

objecting, at the beginning of a meeting, to the transaction

of any business because the meeting was not lawfully called

or convened.

6.5. Quorum. A majority of the Trustees in office

shall be necessary to constitute a quorum for the

transaction of business and the acts of a majority of the

Trustees present at a meeting at which a quorum is present

shall be the acts of the Board of Trustees.

The members of the Board of Trustees present at a

duly organized meeting at which a quorum is present can

continue to do business until adjournment, notwithstanding

the withdrawal of enough members to leave less than a

quorum. If a meeting cannot be organized because a quorum

has not attended, those present

may, except as otherwise provided by statute, adjourn the

meeting to such time and place as they may determine, and

those who attend the second of such adjourned meetings,

although less than a quorum, shall nevertheless constitute a

quorum for the purpose of acting upon any resolution or

other matter set forth in the notice of the meeting, if

written notice of such second adjourned meeting, stating

that those members of the Board of Trustees who attend shall

constitute a quorum for the purpose of acting upon such

resolution or other matter, is given to each member of the

Board of Trustees at least five (5) days prior to the day

named for the second adjourned meeting.

6.6. Telephone Participation. One or more persons may

participate in a meeting of the Board by means of conference

telephone or similar communications equipment provided all

persons participating in the meeting can hear each other.

Participation in a meeting pursuant to this section shall

constitute presence in person at such meeting.

6.7. Action without Meeting. Any action which may be

taken by the Board may be taken without a meeting, if all of

the members of the Board consent in writing to the action so

taken and file such consent with the Secretary of the

Corporation.

ARTICLE VII - COMMITTEES

7.1. General Powers. The Board of Trustees may, by

resolution adopted by a majority of the Trustees in office,

establish one or more committees. Each committee shall

include at least one Trustee of the corporation. To the

extent provided in a resolution of the Board of Trustees or

in the By-Laws, any committee shall have and may exercise

all of the powers and authority of the Board of Trustees,

except that no committee shall have any power or authority

to (i) adopt, amend or repeal the By-Laws, (ii) amend or

repeal any resolution of the Board, (iii) act on matters

committed by the By-Laws or resolution of the Board of

Trustees to another committee of the Board or

(iv) execute contracts binding on the corporation. Each

committee of the Board shall serve at the pleasure of the

Board.

7.2. Members. The Board shall designate one or more

Trustees as well as such other individuals as it considers

appropriate as members of any committee, having no less than

three (3) members for any single committee. Where a member

of a committee is absent or disqualified, the member or

members thereof present at any meeting and not disqualified

from voting, whether or not he or she or they constitute a

quorum, may unanimously appoint another Trustee to act at

the meeting in the place of any such absent or disqualified

member.

ARTICLE VIII - BOOKS AND RECORDS

8.1. Maintenance. The corporation shall keep a record

of the proceedings of the Trustees, a copy of its By-Laws,

including all amendments thereto to date, certified by the

Secretary, and a register, giving the names and addresses of

the members of the Board of Trustees. The corporation shall

also keep appropriate, complete and accurate books or

records of account. The records provided for herein shall

be kept at either the registered office of the Corporation

in this Commonwealth, or at its principal place of business

wherever situated.

8.2. Inspection. Every member of the Board of

Trustees shall, upon written demand under oath stating the

purpose thereof, have a right to examine, in person or by

agent or attorney, during the usual hours for business for

any proper purpose, the register, books and records of

account, and records of the proceedings of the Trustees and

to make copies or extracts therefrom. A proper purpose

shall mean a purpose reasonably related to the interest of

such person as a member of the Board

of Trustees. In every instance where an attorney or other

agent shall be the person who seeks the right to inspection,

the demand under oath shall be accompanied by a power of

attorney or such other writing which authorizes the attorney

or other agent to so act on behalf of the member of the

Board of Trustees. The demand under oath shall be directed

to the Corporation at its registered office in this

Commonwealth or at its principal place of business wherever

situated.

ARTICLE IX - OPERATIONS

9.1. Incidental Profit. Whenever the lawful

activities of the Corporation involve among other things the

charging of fees or prices for its services or products, it

shall have the right to receive such income and, in so

doing, may make an incidental profit. All such incidental

profits shall be applied to the maintenance and operation of

the lawful activities of the Corporation, and in no case

shall be divided or distributed in any manner among the

Trustees or Officers of the Corporation, except as

compensation for services rendered.

9.2. Checks, Notes, etc. All checks or demands for

money and notes of the Corporation shall be signed by such

Officer or Officers as the Board of Trustees may from time

to time designate.

9.3. Annual Report. The President and Treasurer shall

present a report annually to the Board of Trustees showing

in appropriate detail the following:

1. the assets and liabilities, including the

trust funds, of the Corporation as of the end of the fiscal

year immediately preceding the date of the report;

2. the principal changes in assets and

liabilities including trust funds, during the year

immediately preceding the date of the report;

3. the revenue or receipts of the Corporation,

both unrestricted and restricted to particular purposes, for

the year immediately preceding the date of the report,

including separate data with respect to each trust fund held

by or for the Corporation; and,

4. the expenses or disbursements of the

Corporation, for both general and restricted purposes,

during the year immediately preceding the date of the

report, including

separate data with respect to each trust fund held by or for

the Corporation.

This report shall be filed with the minutes of the

annual meeting of the Board of Trustees.

9.4. Fiscal Year. The fiscal year of the Corporation

shall begin on the first day of January.

ARTICLE X - INDEMNITY AND LIMITATION OF LIABILITY

10.1. Right to Indemnification. Trustees and Officers

of the Corporation shall be indemnified to the fullest

extent now or hereafter permitted by law in connection with

any actual or threatened action or proceeding (including

civil, criminal, administrative or investigative

proceedings) arising out of their service to the Corporation

or another organization at the Corporation’s request.

Persons who are not Trustees or Officers of the Corporation

may be similarly indemnified with respect to such service to

the extent authorized at any time by the Board of Trustees.

10.2. Mandatory Indemnification. Notwithstanding any

contrary provision of the Articles of Incorporation or these

By-Laws, to the extent that a representative of the

Corporation has been successful on the merits or otherwise

in defense of any action, suit or proceeding referred to in

Section 10.1 above, he or she shall be indemnified against

expenses (including attorneys’ fees) actually and reasonably

incurred by him or her in connection therewith.

10.3. Determination of Entitlement of Indemnification.

Unless ordered by the court, any indemnification under

Section 10.1 above shall be made by the Corporation, only as

authorized in the specific case, upon determination that

indemnification of the representative is proper in the

circumstances because he or she has met the applicable

standard or conduct here set forth. To determine whether

any indemnification or advance of expenses under this

Article is permissible, the Board of Trustees by a majority

vote of a quorum consisting of Trustees not parties to such

action, suit or proceeding may, and on request of any person

seeking indemnification or advance of expenses shall be

required to, determine in each case whether the applicable

standards in any applicable statute have been met or such

determination shall be made by independent legal counsel if

such quorum is not obtainable, or, even if obtainable, a

majority vote of a quorum of disinterested Trustees so

directs. The reasonable expenses of any Trustee or Officer

in prosecuting a successful claim for indemnification, and

the fees and expenses of any special legal counsel engaged

to determine permissibility of indemnification or advance of

expenses, shall be borne by the Corporation.

10.4. Indemnification of Former Representatives. The

provisions of this Article shall be applicable to actions or

proceedings commenced after the adoption hereof, whether

arising from acts or omissions occurring before or after the

adoption hereof and shall continue as to a person who has

ceased to be a representative of the Corporation and shall

inure to the benefit of the heirs, executors and

administrators of such person.

10.5. Advancing Expenses. Expenses incurred in

defending a civil or criminal action, suit or proceeding may

be paid by the Corporation in advance of the final

disposition of such action, suit or proceeding as authorized

by the Board of Trustees in a specific case upon receipt of

an undertaking by or on behalf of the representative to

repay such amount unless it shall ultimately be determined

that he or she is entitled to be indemnified by the

Corporation as authorized in this Article.

10.6. Insurance. The Corporation shall have the power

to purchase and maintain insurance on behalf of any person

who is or was a Trustee, Officer, employee or agent of the

Corporation or is or was serving at the request of the

Corporation as a trustee, officer, employee or agent of

another corporation, partnership, joint venture, trust or

other enterprise against any liability asserted against such

person and incurred by such person in any capacity or

arising out of such person’s status as such, whether or not

the Corporation would otherwise have the power to indemnify

such person against such liability.

10.7. Reliance on Provision. Each person who shall

act as an authorized representative of the Corporation shall

be deemed to be doing so in reliance upon the rights of

indemnification provided by this Article.

ARTICLE XI - AMENDMENTS

By-Laws may be adopted, amended or repealed by the

affirmative vote of two-thirds of the Board of Trustees at

any regular or special meeting duly convened after notice of

that purpose.

MEMORANDUM TO: File FROM: Tim Barnard DATE: May 1, 2014 RE: Willistown Conservation Trust SUBJECT: Board of Trustees/Terms of Office The Board membership with accompanying term expirations, as amended with the most recent appointments, is as follows: Started Expiration Anticipated Director Service Current Term End Service December 31 December 31 Jeanne B. Van Alen**** 01/01/97 2014 ES/F Alice Hausmann**** 01/01/97 2014 ES/F Susanna Wall# 01/01/06 2014 F Arthur E. Newbold, IV#** 01/01/09 2014 2014 Christine Seving* 02/02/11 2014 2017 Richard Eales** 01/01/10 2014 2014 Anson W.H. Taylor III** 05/01/08 2014 2014 Mark Ledger*** 01/01/07 2015 2015 Collin A. McNeil* 07/25/12 2015 2018 William Howard# 01/01/08 2015 F Janice Murdoch** 01/01/10 2015 2015 Elizabeth C. Hucker*** 01/01/07 2015 2015 Bryan Colket** 07/01/09 2015 2015 Gary A. Cox* 10/24/12 2015 2018 James L. Van Alen**** 01/01/97 2016 ES/F W. Anthony Hitschler**** 01/01/06 2016 ES Carolyn W. Turner* 01/01/14 2016 2019 Timothy B. Barnard# 01/01/11 2016 F Matthew E. Taylor* 10/30/13 2016 2019 Peter Strawbridge# 01/01/11 2016 F Leanne McMenamin* 04/30/14 2016 2019 * First Term ** Second Term *** Third Term **** Extended Service “ES” (officer) # Prior Board Service “F” Founding Trustee Note: All Board service beginning January 1, 2008 or thereafter will be limited to two terms of three years each unless otherwise extended consistent with membership policy. (Service of one year or less is not counted as a term as designated by the By-Laws) MAY 1, 2014

The Directors and Officers’ Insurance documents are

on file at the Trust offices

2014 Budget (Approved by Board of Trustees 1/29/14)FINAL

Fiscal Year 2014Budget

Operating RevenueUnrestricted revenue

1 Annual giving 425,000 2 Grants revenue 75,000 3 Special gifts 60,000 4 Release of restricted gifts 3,000 5 Event revenue 244,000 6 Project Revenue 90,700 7 4.5% draws 331,533 8 Extra draws 98,153 9 Interest income 120

10 Total operating revenue 1,327,506

Operating Expenses11 Salaries 803,426 12 Interns 20,000 13 Payroll taxes 74,274 14 Benefits 84,873 15 Professional fees 69,132 16 Project Expenses 102,623 17 Office Expenses 47,846 18 Occupancy Expenses 24,131 19 Insurance Expense 31,150 20 Public Relations 26,550 21 Travel/Conference Expenses 9,500 22 Event Expenses 73,000 23 Total operating expenses 1,366,505

24 Operating surplus (deficit) 0

Non-operating Revenue & ExpensesCampaign gifts

25 Willistown countryside forever 1,850,000 26 Campaign grants 418,500 27 Easement endowment 37,000 28 Memorial fund - 29 Temporarily Restricted Revenue 100,000

30 Release of restricted gifts (3,000) 31 4.5% draws (331,533) 32 Extra draws (137,153) 33 Interest/dividends on investments 126,000 34 Depreciation expense (60,000) 35 PR Expenses for Campaign (25,000)

36 Total non-operating activity 1,974,814

37 Total surplus/(deficit) 1,974,814

1/23/2014 WCT Statement of Financial Position 12-31-13Rev2

Balance as of Increase Balance as of9/30/2013 (Decrease) 12/31/2013

ASSETSCurrent Assets Notes on Significant Increase/Decrease Cash 118,091$ 59,724$ 177,815$ Petty Cash 155 155 Accounts Receivable 38,027 (11,130) 26,896 Delchester ($13k),Farm Program Grant (7k), Easement ($6k) Annual Fund Pledge Receivable - 50,000 50,000 Annual Fund Pledge Grants Receivable - - - Prepaid Insurance 55,646 (30,678) 24,969 Reconciled at 12/31/13 Prepaid Other 16,341 (16,341) - Reconciled at 12/31/13, aged marketing costs written off TOTAL CURRENT ASSETS 228,259 51,575 279,835

Marketable Securities (Present Value) Preserve Fund 877,818 49,069 926,887 See cash balances report and summary Capital Fund 5,208,928 381,606 5,590,535 See cash balances report and summary Easement Endowment Fund 689,071 38,345 727,416 See cash balances report and summary Operating Investment Fund 33,783 10,523 44,306 See cash balances report and summary Memorial Fund 557,806 32,547 590,354 See cash balances report and summary Chester County Community Foundation(WCT) 25,973 1,029 27,001 See cash balances report and summary TOTAL MARKETABLE SECURITIES 7,393,380 513,119 7,906,500 Total marketable securities plus cash less deposits in transit to Schwab

(18.5k) at year end equals total funds $8,065,815Capital Campaign Pledges Receivable Willistown Countryside Forever 300,648 (115,605) 185,044 Payments and Pledges to Campaign collected in 4th Qtr Campaign for the Countryside 139,500 (7,000) 132,500 Analysis needs to be done regarding collectibility, $7k adj in 4th Q Less pledge discount (21,385) 16,961 (4,424) Adjusted at 12/31/13 TOTAL CAP. CAMP. PLEDGE REC. 418,763 (105,643) 313,120

TOTAL 8,040,403 459,051 8,499,454

Fixed Assets Furniture, Fixtures, & Equipment 298,536 4,500 303,036 New Truck Capitalized in 4th Qtr Software 51,987 - 51,987 Leasehold & Land Improvements 490,723 - 490,723 Accum. Deprec. (FF&E, Soft., & Lshold) (365,952) (17,436) (383,388) Reconciled at 12/31/13 TOTAL 475,295 (12,936) 462,359

Preserves (Permanently Restricted) Ashbridge Preserve (59.1 acres) 3,238,780 - 3,238,780 Okehocking Barn and Preserve (4 acres) 343,647 - 343,647 Kirkwood Preserve (83 acres) 6,042,397 - 6,042,397 Rushton Woods (80 acres) 5,337,857 52,902 5,390,759 includes Rushton Woods 50 acres TOTAL 14,962,680 52,902 15,015,583

Land (For Sale) South Padre Island, TX-Lot 25 36,271 0 36,271

36,271 0 36,271

TOTAL FIXED ASSETS 15,474,246 39,967 15,514,212 Net change of fixed assets for 3rd quarter 2013

TOTAL ASSETS 23,514,649$ 499,018$ 24,013,667$

LIABILITIES AND NET ASSETSCurrent Liabilities Accounts Payable 10,655$ (809)$ 9,846$ Accrued invoices at 12/31/13 Credit Card Payable (7,344) 1,401 (5,943) Employee credit card expenses to be reconciled Note Payable (Rushton Land Assoc.) - - Accrued Professional Fees 13,156 70,913 84,069 Represents accrued Legal Exps, $31.5k over last three years + previous Accrued Other 4,735 (3,296) 1,439 Vacation earned in 2013 carried over to first two months of 2014 Deferred Income - 12,000 12,000 2014 CSA Memberships received in 2013 Deferred Grant Income - - - Payroll Liabilities 3,742 26,509 30,251 Accrued payroll reconciled at 12/31/13 TOTAL CURRENT LIABILITIES 24,944$ 106,718$ 131,661$

NET ASSETS 23,489,705$ 392,300$ 23,882,005$

TOTAL LIABILITIES AND NET ASSETS 23,514,649$ 499,018$ 24,013,667$

WILLISTOWN CONSERVATION TRUSTStatement of Financial Position as of December 31, 2013

1/16/2014 WCT 4th Qrt 2013 Financial Statements proformarev

Variance between Variance between

4th Qrt 13 Actual YTD 2013 ActualRevised (May) 4th Qrt 2013 4th Qrt 2013 to 4th Qrt 2013 4th Qrt 2012 2013 YTD 2013 YTD to YTD 2013 2012 YTD2013 Budget Actual Prorated Budget Prorated Budget Actual Actual Budget Budget Actual

OPERATING REVENUE1 Annual Giving 385,000$ 335,441 300,000$ 35,441$ 316,071$ 461,803$ 385,000$ 76,803$ 396,468$ 2 Grants Revenues-Unrestricted and Temporarily Restricted 60,000 7,010 20,850 (13,840) 9,737 35,273 60,000 (24,727) 14,737 3 Special Gifts 69,000 4,003 16,000 (11,997) 1,580 37,611 69,000 (31,389) 24,340 4 Special Events*(partially offset by line 25) 250,850 6,120 35,850 (29,730) 39,215 246,823 250,850 (4,027) 248,433 5 Project Revenue 86,000 2,563 2,000 563 1,360 93,103 86,000 7,103 74,894 6 4.5% Draw from Capital and Endowment Funds 332,602 71,477 71,480 (3) 122,791 285,912 332,602 (46,691) 326,164 7 Interest Income-Operating Fund 500 - 125 (125) 101 13 500 (487) 449 8 Draw from Capital Fund 138,644 50,000 (105,946) 155,946 (130,383) 213,000 138,644 74,356 133,012

9 TOTAL OPERATING REVENUE 1,322,596 476,614 340,359 136,255 360,472 1,373,537 1,322,596 50,941 1,218,497

Line 8 is a transfer from the Capital Fund to cover the budgeted operating needs.

OPERATING EXPENSES10 Salaries (787,971) (241,386) (202,771) (38,615) (213,515) (812,469) (787,971) (24,498) (744,601) 11 Payroll Taxes & Benefits (163,813) (20,499) (42,768) 22,269 (29,739) (109,379) (163,813) 54,434 (125,371) 12 Office Expenses (33,800) (43,641) (7,800) (35,841) (13,947) (83,811) (33,800) (50,011) (35,290) 13 Equipment & Computer Maintenance (20,500) (5,581) (4,500) (1,081) (3,553) (21,167) (20,500) (667) (18,215) 14 Repairs & Maintenance (40,100) (5,510) (7,400) 1,890 (8,634) (26,388) (40,100) 13,712 (35,969) 15 Accounting (18,000) (37,852) (18,000) (19,852) (16,500) (44,946) (18,000) (26,946) (16,500) 16 Professional Fees/Legal & Consulting (11,500) (19,677) (4,400) (15,277) (11,800) (27,127) (11,500) (15,627) (15,000) 17 Insurance (21,162) (23,258) (5,370) (17,888) (2,979) (33,840) (21,162) (12,678) (18,591)

18 Project Expenses (73,400) (31,206) (14,900) (16,306) (12,201) (110,974) (73,400) (37,574) (71,944) 19 Maps, Displays, Photos & Reports (7,700) (964) (2,100) 1,136 (2,745) (4,686) (7,700) 3,014 (6,899) 20 Dues, Subscriptions, Books & Periodicals (4,800) (8,643) (600) (8,043) (25) (11,375) (4,800) (6,575) (2,840) 21 Travel, Conference & Seminar Fees (13,650) (729) (3,000) 2,271 (2,036) (2,030) (13,650) 11,620 (9,235) 22 Newsletters & Brochures (17,000) (2,879) (3,600) 721 (3,832) (10,971) (17,000) 6,029 (14,569) 23 Public Relations/Cultivation & Gifts (13,900) (10,400) (4,350) (6,050) (6,491) (13,292) (13,900) 608 (13,213) 24 Grant Expenses (8,000) (3,252) (3,000) (252) (4,754) (17,922) (8,000) (9,922) (4,754) 25 Special Events* (87,300) (3,473) (15,800) 12,327 (27,721) (83,469) (87,300) 3,831 (85,506)

- - - - - - - - -

26 TOTAL OPERATING EXPENSES (1,322,596) (458,951) (340,359) (118,592) (360,472) (1,413,846) (1,322,596) (91,250) (1,218,497)

27 NET UNRESTRICTED SURPLUS (DEFICIT) -$ 17,663$ 0$ 28,312$ -$ (40,309)$ -$ (57,971)$ -$

CAPITAL REVENUE28 Easement Endowment 32,000$ -$ 8,000$ (8,000)$ -$ 20,000$ 32,000$ (12,000)$ 8,450$ 29 Memorial Fund 1,000 300 (300) 150 - 1,000 (1,000) 1,250 30 Draw from Capital Funds for Capital Expenditures 50,000 - 6,500 (6,500) - 31,408 50,000 (18,592) 43,202 31 Campaign for the Countryside Gifts & Pledges - - - - 108,927 - - - 108,927 32 Willistown Countryside Forever Gifts & Pledges (see note) 1,012,500 30,175 512,500 (482,325)$ 40,543 292,280 1,012,500 (720,220) 70,620 33 Grants-Temporarily Restricted (see note) 418,500 - 418,500 (418,500) - - 418,500 (418,500) 1,200,000

34 TOTAL CAPITAL REVENUE 1,514,000$ 30,175$ 945,800$ (915,625)$ 149,620$ 343,688$ 1,514,000$ (1,170,312)$ 1,432,449$

CAPITAL EXPENDITURES35 Furniture, Equipment & Property Improvements (50,000)$ (4,500)$ (6,500)$ (2,000)$ -$ (35,908)$ (50,000)$ 14,092$ (43,202)$ 36 Temporarily Restricted Funds - - - - - - - - (1,700,000)

37 TOTAL CAPITAL EXPENDITURES (50,000) (4,500) (6,500) (2,000) - (35,908) (50,000) 14,092 (1,743,202) 38 NET SURPLUS (DEFICIT) 1,464,000$ 25,675$ 939,300$ (917,625)$ 149,620$ 307,780$ 1,464,000$ (1,156,220)$ (310,753)$

WILLISTOWN CONSERVATION TRUSTSummary Statement of Operations

2013 4th Quarter Statement of Operations (Summary)


PROJECT SELECTION CRITERIA

for

CONSERVATION EASEMENTS and LAND ACQUISITION

The Board of Trustees of the Willistown Conservation Trust has established the following

criteria for selecting conservation easement and land acquisition projects to be undertaken by the

Trust. These criteria are intended to guide rather than limit the actions of the Trust. The

following criteria shall be used for all proposed land acquisition projects as well as the proposed

donation of conservation easements, to amend conservation easements, and to guide the

stewardship and monitoring of lands under conservation easement and/or ownership by the Trust.

The Board retains discretion over project selection and will evaluate each project and proposal

on its own merits after careful investigation of the property, its resources and the potential public

benefit.

Policies

l) To protect land that has significant conservation values and public benefits, including

open space, ecological, water resource, agricultural, scenic, historic, educational and recreational

values.

2) To work with landowners and the community to protect those remaining open lands and

natural resources located within the Willistown Conservation Trust project area as defined by the

project area map and supported by the mission statement of the Trust.

3) To have the Willistown Conservation Trust Board of Trustees review and approve every

conservation easement and land acquisition proposed to be held by the Trust.

4) To accept easements and/or acquire land only on those properties where the duties of

monitoring, management, and enforcement can be met by the Trust.

5) To prepare a proposal for each conservation easement project outlining the easement

process, the costs the landowner might expect to incur in the preparation of the easement. Each

easement proposal will include a request for endowment and should be signed by the landowner

prior to the commencement of the project.

6) To inform each easement donor about all aspects of the conservation easement documents

and the obligation of the Trust to defend and uphold the easement against violations.

7) To discourage amendments to conservation easements. Easements should be amended

only for extenuating and compelling reasons, and then only when it can be established that there

will be no net loss of the conservation values that the easement was designed to protect.

8) To promote sound land use planning, and to encourage careful stewardship of land and

water resources.

9) To determine that the proposed reserved rights allowed by an easement do not have the

potential to interfere with, or have an adverse impact on, the conservation values of the property.

Selection Criteria

In selecting lands for protection by conservation easement donation or acquisition, the Trust will

use the following criteria (as well as the IRS criteria defined in Sec.170(h)(4)(A) of the IRS

Code):

1) Lands which contain habitat for plant or animal species classified by the state or federal

government as rare, endangered or threatened.

2) Lands which contain exemplary or critical habitat for plant or animal species not

classified as rare, endangered or threatened.

3) Lands which are adjacent to or are in close proximity to existing protected areas, thus

broadening an area of protected land and enhancing viable habitat for plants and wildlife.

4) Lands which provide scenic views from public roads or trail corridors.

5) Lands which are important for preserving the quality and quantity of surface or

underground waters, or for providing the natural control of flooding (such as wetlands, alluvial

and high water table soils, and riparian buffers).

6) Lands which provide trail corridors or will provide other public recreational opportunities

consistent with the conservation values of the property.

7) Lands which offer significant relief from urban and suburban encroachment and which

help to define the rural character of the community.

8) Lands which are of sufficient enough size that the resources being protected are likely to

remain intact even if adjacent unprotected properties are developed.

9) Lands which are reasonably determined to be free from any hazardous wastes, or other

contamination which could damage the conservation values of the property or expose the Trust to

litigation.

10) Lands which are of historic significance or contain structures of historic significance.

Updated 12.8.09

FINAL

1

Willistown Conservation Trust LONG RANGE PLAN

January 1, 2013 to December 31, 2015

Approved by the Board of Trustees on July 25, 2012 A. PURPOSE OF THE PLAN The 2013-2015 Long Range Plan (LRP) for the Willistown Conservation Trust has been developed by the staff and the Long Range Planning Committee and approved by the Board of Trustees to establish a 3-year plan for the operation of the Trust. The LRP provides the framework in which the Trust will fulfill its mission and articulates a vision and outcomes which collectively describe where the Trust will be in three years. The LRP is a document against which the Trust can regularly measure the direction, effectiveness and success of the organization. B. TRUST MISSION STATEMENT In all that the Trust does, the mission statement serves as the inspiration for and backbone of our efforts. Therefore, each of the goals described in the LRP ties back to and supports the Trust’s mission statement. In early 2012, the mission statement was revised to incorporate language emphasizing the Trust’s expanded commitment to inspire, educate and connect people with nature through the Land Protection, Community Farm, Bird Conservation and Habitat Restoration Programs. The Board of Trustees reviewed and approved these revisions on February 1, 2012. The current mission statement reads: The mission of the Willistown Conservation Trust is to preserve the open land, rural character, scenic, recreational, historic, agricultural and natural resources of the Willistown area and nearby communities, and to share these unique resources with people of all ages and backgrounds to inspire, educate and develop a lifelong commitment to the land and the natural world. In furtherance of the above mission, the Trust seeks to promote a heightened sense of community and a strong land ethic within our program area and beyond. Through ongoing initiatives including the Land Protection Program, the Community Farm Program, the Bird Conservation Program and the Habitat Restoration Program, the Trust is dedicated to serving as an important outreach, educational and collaborative resource for communities and organizations in the greater Philadelphia region.

FINAL

2

C. 2015 VISION & ACCOMPLISHMENTS The Willistown Conservation Trust’s vision is to be a recognized leader in land preservation, bird conservation, habitat restoration and local, sustainable food production. Toward that end, our vision for the Trust includes the following core objectives:

Permanent protection of an additional 600 acres of the remaining vulnerable open space in our program area, with a focus on the upper reaches of the Ridley, Crum and Darby Creek watersheds;

Maintenance of preserved open space in its most environmentally productive state with a network of access for hiking and equestrian activities;

Provision of locally grown, healthy food, raised in harmony with the environment, to our community;

Delivery of dynamic programming with a focus on the Land Protection, Community Farm, Bird Conservation and Habitat Restoration Programs; and

Engagement of people representing many different ages and backgrounds, connecting them with nature and inspiring within them a life-long conservation ethic.

It is envisioned the Trust’s operations and programs will be characterized by the following accomplishments at the conclusion of 2015:

A thriving, adaptive and innovative organization, staffed by skilled, motivated professionals and governed by a committed Board of Trustees. WCT will be viewed by other land trusts and conservation organizations as a model of best practices in all areas of governance, management and programming.

An accelerated, strategic and effective Land Protection Program, bolstered by strong community relationships and ultimately resulting in the preservation of an additional 600 acres of open space and an extensive network of accessible trails.

A Stewardship program focused on managing the Trust’s conservation easements, improving the quality of our area’s natural resources through the Habitat Restoration Program and using these programs to engage people through interactive, educational opportunities.

A Bird Conservation Program promoting the conservation of migratory, breeding and wintering bird populations and their habitat through educational outreach, habitat restoration and scientific research activities.

FINAL

3

A Community Farm Program modeling sustainable agricultural practices and promoting the values of fresh local produce, conserved land and natural resources within the Philadelphia Food Network, with an emphasis on education/community outreach programs, training and placing future farmers and donating food to local foodbanks.

A Development plan that secures the funds necessary to sustain the organization and its programs from a broad and expanding base of donors, funders and volunteers.

Transparent financial oversight and management ensuring the long-term fiscal health and operation of the organization, including the responsible stewardship of its assets.

Community outreach efforts that span all Trust programs and heighten the Trust’s visibility, engage and educate our target audience, expand the Trust’s constituency to include a broader and more diverse population and build long-term support of the Trust’s work.

D. SPECIFIC GOALS The LRP is comprised of nearly 40 goals (as outlined below) which support the Trust’s operations and programs, and these goals will remain intact for the duration of the LRP. In preparation for each fiscal year of the LRP, Trust staff will develop an annual operating plan, detailing the specific strategies and related action items necessary for achieving each goal included in the LRP. The strategies and action items are dynamic and may be adjusted each year during the development of the annual operating plan. This system secures the long-term vision and focus of the LRP while providing staff with the flexibility to adjust its short-term methods for reaching the goals. 1. Land Protection The Land Protection Department supports the Trust mission through its continuous efforts to preserve additional open space within the program area by means of conservation easement donations to the Trust, fee acquisition of open space and strong partnerships with other conservation organizations and relationships with various government entities. GOAL 1: Land Protected. By the end of 2015, a total of 600 additional acres, including at least one of the top five highest-priority Redline Properties, will be conserved. Goal 2: Trails. New conservation easement donors will be encouraged to include a trail easement provision, and at least one publically accessible and continuous trail corridor will be established in either the Ridley or Crum Creek Greenway corridors. GOAL 3: Relationships. The Trust will establish and build working and/or funding relationships with state and local government agencies as well as other community organizations to further

FINAL

4

its land conservation goals and position the Trust to be a strong candidate for all relevant public, private and foundation funding opportunities. GOAL 4: Easement Assignments. Three of the top priority Brandywine Conservancy easements will be assigned to the Trust. When feasible, assigned easements will be amended to achieve a net conservation gain. GOAL 5: Legal Issues & Compliance with LTA Standards and Practices. The Trust’s model easement language will be updated for legal sufficiency to ensure the legal means required to achieve land conservation goals and easement compliance in accordance with LTA Standards and Practices. GOAL 6: Advocacy. The Trust will have an effective advocacy program for the support of our mission and the broader land conservation movement. GOAL 7: Funding. In coordination with the Director of Development, funding opportunities will be pursued to support land protection operations. 2. Stewardship The Stewardship Department supports the Trust mission by managing the Trust’s conservation easements and working with landowners, other conservation organizations and government entities to promote and practice the sound stewardship of the natural resources found within the Trust program area. GOAL 1: Easement Stewardship. The intent, integrity and perpetuity of the Trust’s conservation easements will be sustained through the objective interpretation and enforcement of conservation easement terms and provisions and the integration of established LTA standards and practices. GOAL 2: Land Stewardship. The Trust’s preserves will be managed to protect and enhance their ecological, scenic, historic and recreational resources for maximum environmental and public benefit. The Trust will also engage with local property owners to provide expert guidance for the sound stewardship of the natural, scenic and recreational resources found on the area’s private land. GOAL 3: Outreach & Education. Stewardship outreach and education efforts will integrate a broad constituency into our programming and serve as a resource for local schools and other nonprofit organizations. These programs will be balanced to maximize their impact within the Trust’s organizational and financial capacities. GOAL 4: Funding. In coordination with the Director of Development, funding opportunities will be pursued to support stewardship operations.

FINAL

5

3. Bird Conservation Program The Bird Conservation Program (BCP) supports the Trust mission by promoting the conservation of native bird populations and their habitat through a three tiered approach of: 1) educational outreach; 2) habitat restoration; and 3) scientific research. The BCP seeks to promote ecological awareness and informed decision making through science-based information and education about birds. The Rushton Banding station occupies a unique location within the Rushton Woods Preserve and Farm, revealing the mutually beneficial relationship that exists between bird populations and sustainable agriculture. Instead of working in opposition with one another, the presence of birds within the fields where community food is grown creates an example of a diverse, functional ecosystem. Partnerships are key to the Trust’s BCP, and current partners include Audubon Pennsylvania, the Delaware Valley Ornithological Club, Cornell Lab of Ornithology and other non-profit and private organizations that are dedicated to bird conservation in the Upper Ridley/Crum Important Bird Area. GOAL 1: Education and Outreach. Bird conservation initiatives, including bird banding and joint field trips with Rushton Farm and the Stewardship Department, will be the core focus of the education and outreach programs. A refined, standardized curriculum will be developed and integrated into programming, along with other mechanisms for education and outreach (e.g., PA Young Birders program, BCP Bird Blog, local bird walks). These programs will be balanced to maximize their impact within the Trust’s organizational and financial capacities. GOAL 2: Habitat Restoration. In collaboration with the Stewardship Department, three habitat restoration projects will be implemented within the program area. Bird conservation will continue to be a strong factor in determining the Trust’s overall habitat restoration priorities, with the Upper Ridley/Crum Important Bird Area Conservation Investment Plan serving as an important tool in planning projects. GOAL 3: Scientific Research. Five years of scientific research (including bird banding, monitoring, the nest box program and graduate-level study) will be completed and organized to better understand the diversity and abundance of bird populations (including the northern saw-whet owl) utilizing the program area. The five year MAPS (Monitoring Avian Productivity and Survivorship) commitment will be completed, providing scientific data on the productivity and survivorship of nesting birds. GOAL 4: Bird Banding Station. The Rushton Woods Preserve bird banding station will be recognized as a regional educational and scientific resource with the expanded capacity to serve 2,000 visitors annually. GOAL 5: Funding. In coordination with the Director of Development and as part of the Willistown Countryside Forever Capital Campaign, the Bird Conservation Fund (BCF) will reach $500,000 via donors who have a specific interest in bird conservation.

FINAL

6

4. Community Farm Program The Community Farm Program supports the Trust mission by modeling sustainable agricultural practices and promoting the values of fresh local produce, conserved land and natural resources to a broader community. With 2013 as the beginning of its fifth year of operation, Rushton Farm is a fully stabilized operation with a committed membership base, dedicated staff and a high volume of diverse produce. The sustainable management practices employed assure the ecological integrity of the farm in the long term while making it a model for others. The integrated agro-ecological practices employed at the farm, the effective use of conserved land and diverse educational programming make Rushton Farm an important part of the Philadelphia food system. GOAL 1: Rushton Farm CSA. The CSA will maintain a membership base of approximately 100 families while producing over 140 varieties of vegetables and fruits on six acres of land. GOAL 2: CSA Revenue. The CSA will produce revenue sufficient to cover costs associated with CSA operations. GOAL 3: Training Interns, Apprentices and Future Farmers. Through the Rushton Farmer Training Program (FTP), internship and apprentice programs will have trained 12 future farmers (4 annually) to tend land and grow food, recognizing the basic principles of agro-ecology. After completion of the FTP, at least one graduate annually will have been assisted in finding placement on conserved or other private land in the region, with the highest priority on land within the program area. Rushton Farm staff will provide FTP graduates with on-going mentoring. GOAL 4: Education and Community Outreach. Rushton Farm staff will deliver high impact, rationalized education and community outreach programs promoting the importance of sustainable agriculture and its relationship with surrounding ecosystems and serving 2000 people annually. These programs will be balanced to maximize their impact within the Trust’s organizational and financial capacities. GOAL 5: Sharing the Bounty. The Rushton Farm food donation program will donate 7,500 pounds (2,500 pounds annually) of excess or specially grown produce to local food banks, utilizing Henry’s Harvest Garden as the center of the Share the Bounty Program. GOAL 6: Network of Local Farms and Producers. A network of local farms and producers will be strengthened. GOAL 7: Partnerships with Local Chefs, Restaurants and Educational Institutions. Partnerships to provide produce and information for local restaurants and educational institutions will be nurtured.

FINAL

7

GOAL 8: Funding. In coordination with the Director of Development, funding opportunities will be pursued to support community farm operations. 5. Development & Community Outreach Due to the close operational relationship between the Development and Community Outreach activities, both of these Trust functions are overseen by a single department and director within the organization. The Development goals support the Trust’s mission by securing the funds necessary to sustain the organization and its programs, as set forth in the attached Long Range Financial Plan chart (Attachment A), reflecting the financial needs of our growing programs. The Community Outreach goals support the Trust mission by heightening our visibility throughout the community and engaging and educating the public about the benefits of land protection and healthy ecosystems. In some cases, outreach events are designed with the primary objective of cultivating and expanding our constituent base. In other cases, the primary purpose of an event is the generation of revenue that will be used to support operations. Both functions are critical to the long-term health and future of the Trust. Development Goals GOAL 1: Capital Campaign. Working with the Development and Capital Campaign Committees, a total of $6.5 million in commitments to the Willistown Countryside Forever campaign will be secured by the end of 2015. GOAL 2: Annual Fund. Annual giving donations will be increased to $425,000 by the end of 2015. GOAL 3: Grants. In coordination with Department Directors, public, private and foundation grants for operating support and specific programs will be identified, applied for and secured, increasing annual grant support to $135,000 by the end of 2015. GOAL 4: Event Revenue. Gross revenue from events will increase to $190,000 by the end of 2015. GOAL 5: Planned Giving. A sustainable Planned Giving program with a membership of 20 benefactors will be established by the end of 2015. Community Outreach Goals GOAL 1: Target Audiences. Individuals and groups who have an interest in supporting the Trust mission will be identified and the best means for engaging these audiences will be determined. GOAL 2: Communications and Promotion. Information about the Trust’s mission, programs and events will be provided to our identified target audience.

FINAL

8

GOAL 3: Engagement. Engagement opportunities for our target audience, including events, programs and partnerships will be identified and managed. Some events and programs will be focused primarily on revenue generation while others will focus more on cultivating and broadening our constituency. 6. Organizational Management The sound management of the organization supports the Trust mission by providing an operational framework and physical environment in which the Board of Trustees, senior leadership and staff can effectively carry out the mission of the Trust. An organizational chart for the Trust as of January, 2013 is attached to the LRP (Attachment B). GOAL 1: Governance. The sound governance of the Trust will be ensured by the recruitment of and support by a committed, skilled, and effective Board of Trustees. GOAL 2: Human Resources. The Trust will recruit, develop and retain a highly motivated, skilled and loyal professional staff. Throughout the planning period and at such time as may be appropriate, the Executive Director will communicate with the Nominating and Governance Committee and/or the Executive Committee to ensure a rational and effective succession to prepare for transition and ensure organizational stability. GOAL 3: Physical Facilities. Physical facilities and equipment sufficient to support the Trust mission, board and staff activities will be provided and maintained. 7. Financial Management The responsible management of the Trust’s financial operations supports the Trust mission by ensuring the fiscal health of the organization, responsible stewardship of its assets and the provision of funding to effectively implement the Trust’s programs. The Long Range Financial Plan (Attachment A) has been developed by the Finance Committee and contains the Trust’s financial goals for the years 2013-2015. GOAL 1: Fiscal Management. The Trust’s long-term financial stability will be secured through the protection and management of the Trust’s financial resources, including its investment assets. GOAL 2: Business/Operational Management. Strong systems of financial and business record management and reporting will be maintained to the highest standards of financial accountability. GOAL 3: Contingency Planning. At least quarterly, the budget and total fund balances will be examined for significant deviations from projections and, as needed, the Finance Committee, Treasurer, Executive Director and Director of Finance will be engaged to make recommendations for corrective action to the full Board of Trustees.

FINAL

9

Attachments: Attachment A: WCT Long Range Financial Plan chart Attachment B: WCT Organizational Chart as of January, 2013 END

Cap Campaign Cash Additions*

PLEDGED 956,000 1,900,000 1,844,000 4,700,000

* Assumes pledges are paid equally over four years. 25.0% 25.0% 25.0% 25.0%

Cash for Capital Campaign 315,700 637,300 1,175,000 1,175,000 936,000 461,000 4,700,000

January 1 Liquid Funds 6,378,838 6,311,383 (1) 6,786,803 7,833,907 8,914,121 9,789,200 10,208,617Est Growth 0.0% 4.5% 4.5% 4.5% 4.5% 4.5% 4.5% 4.5%

REVENUES 2010 2011 2012 2013 2014 2015 2016 2017

Contributions 330,000 342,150 350,000 400,000 425,000 425,000 425,000 425,000

Grant Revenues 60,250 92,496 100,125 130,000 135,000 135,000 135,000 135,000

Special Gifts 20,000 50,842 30,000 50,000 50,000 50,000 50,000 50,000

Project Revenue 67,738 81,799 75,000 74,000 74,000 74,000 74,000 74,000

Special Events Revenue 125,525 144,320 218,000 180,000 185,000 190,000 190,000 190,000

Draw from Portfolio 5.0% 265,029 257,552 321,855 339,340 391,695 445,706 489,460 510,431

TOTAL 868,542 969,159 1,094,980 1,173,340 1,260,695 1,319,706 1,363,460 1,384,431

Salary dif. 30,000 30,000

OPERATING EXPENSES 1.5% 945,414 1,104,858 1,219,017 1,267,302 1,316,312 1,336,056 1,356,097 1,376,439

Deficit (Extra Draw fm Cap Fund) -106,372 -135,699 -124,037 -93,962 -55,616 -16,350 7,363 7,992

$ Amount of Draw from Portfolio 100% -265,029 -257,552 -321,855 -339,340 -391,695 -445,706 -489,460 -510,431

Total Draw fm Portfolio -371,401 -393,251 -445,892 -433,302 -447,312 -462,056 -482,097 -502,439

Year end Value# These figures do not include Acquisition funds ($1.7 million) and infrastructure costs of $113,500 for Rushton Woods Preserve and farm.

(1) Excludes $500,000 for Rushton Farm; Actual beginning balance as of January 1, 2012.

Capital Funds Required for Operations 4,700,000

Acquisition Funds for Rushton Woods Preserve 1,700,000

Rushton Infrustructure Funds 100,000

TOTAL FUNDS NEEDED FOR THE CAPITAL CAMPAIGN 6,500,000WCT-$CAP needs - Mar'12

Beginning Funds 6,378,838 6,311,383 6,786,803 7,833,907 8,914,121 9,789,200

Est Growth of Assets 287,048 284,012 305,406 352,526 401,135 440,514

Capital Campaign Cash Additions 315,700 637,300 1,175,000 1,175,000 936,000 461,000

Total Draw fm Portfolio -393,251 -445,892 -433,302 -447,312 -462,056 -482,097

6,588,335 6,786,803 7,833,907 8,914,121 9,789,200 10,208,617

WCT LONG RANGE FINANCIAL PLAN(Capital Funding Needs)

mailto:=@sum(D8:I8

Willistown Conservation Trust Organizational Structure

January 2013

Notes: * Part-time position

Board of Trustees

President and Executive Director

Director of Land Protection & Public Grants

Director of Stewardship

Director of Community Farm

Program

Director of Development &

Community Outreach

Assistant Director of Development

Field Manager

Asst. Field Manager

Other Field Staff (interns,

apprentices)

Communications & Technology Manager*

Events & PR Coordinator

Director of Bird Conservation

Program

GIS Coordinator*

Director of Finance

Nature Education Coordinator

1


OPERATING PLAN 2014

As approved by the Board of Trustees on December 3, 2013

1. LAND PROTECTION p. 3

2. STEWARDSHIP p. 14

3. BIRD CONSERVATION PROGRAM p. 28

4. COMMUNITY FARM PROGRAM p. 33

5. DEVELOPMENT & COMMUNITY OUTREACH p. 40

6. ORGANIZATIONAL MANAGEMENT p. 59

7. FINANCIAL MANAGEMENT p. 66

2


OPERATING PLAN 2014

As approved by the Board of Trustees on December 3, 2013

KEY

‼: New or enhanced initiatives

▲: High priority goals for 2014

◙: Areas where Board of Trustees can be most helpful during 2014

This 2014 Operating Plan is guided by the three-year 2013-2015 Long Range Plan approved by the Willistown Conservation Trust Board of Trustees on July 25, 2012. The Operating Plan format first restates the Goals of the Long Range Plan. The action steps for 2014 are in the boxed areas below each Strategy.

3

1. Land Protection The Land Protection Department supports the Trust mission through its continuous efforts to preserve additional open space within the program area by means of conservation easement donations to the Trust, fee acquisition of open space and strong partnerships with other conservation organizations and relationships with various government entities.

GOAL 1 (LP): Land Protected. By the end of 2015, a total of 600 additional acres, including at least one of the top five highest-priority Redline Properties, will be conserved.

Strategy 1. In coordination with the Trust’s LPC, formulate strategies for continuously generating direct land protection projects, focusing on the critical properties identified on the Trust’s “Redline” properties list.

Action steps Leader(s) Completion Date Status

▲Aim to protect 200 acres in 2014.

John, Bonnie By end of year

As an additional measure of success, keep a record of how many properties have been lost to development each year.

John By end of year

Recognize and honor easement donors.

Bonnie, John By end of February

‼ Schedule meetings of the Land Protection Committee (LPC), on at least a quarterly basis, to develop strategies and make assessments to generate donations of conservation easements to WCT.

John, Bonnie Ongoing

4

Coordinate with the LPC to develop action plans, as appropriate, for the protection of the “most critical” Redline properties, with an emphasis on the top five highest priority properties.


Individually invite Redline landowners to WCT events.


In coordination with the LPC, consider how existing easement property owners could influence Redline landowners to donate easements to WCT.


◙ Consider inviting easement landowners to speak at WCT events to tell their conservation stories.

John, Bonnie, Elaine, Nancy, Jodi Ongoing

Strategy 2. Continue to educate and update landowners on conservation tax incentives and federal estate tax benefits.

Action step Leader(s) Completion Date Status

Keep Redline landowners and LPC informed of tax incentive legislation.


5

Strategy 3. Continue to cultivate Redline property owners through Land Stewardship, Community Farm Program, and other WCT events.


Encourage Redline property owners to undertake grassland, woodland and sensitive riparian area restoration work. Identify key Redline properties where such projects are most needed.

Bonnie, John, Bill, Lisa Ongoing

Encourage Redline property owners to participate as members or suppliers of the Community Farm Program.

Bonnie, John, Fred Ongoing

Encourage Redline property owners to volunteer and attend WCT events.

Bonnie, John, Laura, Nancy, Susie, Jodi, all staff

Ongoing

Strategy 4. Be prepared to respond to major direct land protection projects at any given moment.


◙ With the LPC, encourage Board of Trustees to be on the alert for potential land conservation opportunities.


Strategy 5. Maintain a list of conservation-minded potential buyers, and keep in contact with them regarding Redline properties that may become available for purchase. Continue to identify new families that might be interested in purchasing and preserving important lands in the WCT program area.


Encourage potential conservation buyers to complete the Trust’s conservation-buyer information form.

John, Bonnie, and all other staff Ongoing

6

◙ Identify potential conservation buyers, including those planning to relocate to the Willistown area.

Bonnie, John, and all other staff Ongoing

Maintain contact with local realtors to identify potential conservation buyers.


Maintain list of critical Redline properties that are for sale, including conserved lands where further restrictions are desirable.

John Ongoing

Strategy 6. Regularly consider how the Delchester Group Inc. and WCT should interact regarding land protection projects to maintain the effectiveness of their relationship in direct land protection projects, while also assuring no private inurement or diversion of charitable funds to non-charitable uses.


Seek legal counsel to evaluate and assure the best public perception regarding any WCT and DGI projects.

Bonnie Ongoing

Maintain a separation of WCT and DGI activities, files and information.

Bonnie, DOF Ongoing

Maintain careful record keeping and billing of services provided by WCT to DGI.

Bonnie, DOF Ongoing

Strategy 7. Establish and maintain a list of comparable sales of properties in the WCT program area for appraisal and marketing purposes.


Continue to add to existing list of sold properties.

John Ongoing

7

Organize and file copies of appraisals of eased lands.

John Ongoing

Strategy 8. Maintain an active Geographic Information System (GIS) database of land protection projects, and continue to update the Redline properties report, as well as the Redline, Protected Lands, and Conservation Partnerships maps using GIS computer software.


Update the Redline properties report, protected lands lists, as well as Redline, Protected Lands, and Conservation Partnerships maps, to reflect changes brought about by completion of 2013 projects.

John, Sue January

Re-rank properties in Redline report, as necessary, to reflect changes brought about by completion of 2013 projects.

John January

Obtain new data as necessary to keep GIS database current.

Sue Ongoing

Strategy 9. Continue to utilize a mobile Global Positioning System (GPS) as part of land protection projects.


Maintain the skills required to use the GPS unit accurately via on-line resources and manuals. As necessary, train Land Protection and Stewardship staff in capability and operation.

Sue Ongoing

Configure GIS data to be compatible with GPS.

Sue Ongoing

Employ GPS for easement documentation, monitoring, and other accurate spatial data needs.

Sue, John, Bill Ongoing

8

GOAL 2 (LP): Trails. New conservation easement donors will be encouraged to include a trail easement provision, and at least one publically accessible and continuous trail corridor will be established in either the Ridley or Crum Creek Greenway corridors.

▲Strategy 1. In coordination with the LPC, identify critical trail corridors within the Trust’s program area and seek ways to preserve them as part of land protection projects or acquisition of trail easements.


As necessary, schedule meetings of the “Trails Team” subcommittee of the LPC to develop strategies for acquiring trails, identify critical trail corridors to be conserved, and coordinate with landowners to maintain and improve access to the local trail network.

John February

Make revisions as necessary to the planning map showing the existing trail easements on conserved lands and the critical trail corridors that need protection.

John, Sue, Bonnie, Bill Ongoing

Support the Trails Team in trail clearing and maintenance activities.

Bonnie, John, Bill As needed

Work to complete development of the Kirkwood Preserve to Rushton Woods Preserve trail (with potential connection to Okehocking Preserve).

John, Bonnie, Sue, Bill Ongoing

9

GOAL 3 (LP): Relationships. The Trust will establish and build working and/or funding relationships with state and local government agencies as well as other community organizations to further its land conservation goals and position the Trust to be a strong candidate for all relevant public, private and foundation funding opportunities.

Strategy 1. Continue to work with the Willistown Township Open Space Review Board (OSRB) to find opportunities where the Township and the Trust can collaborate on land conservation projects.


Maintain regular contact with OSRB members and attend OSRB meetings as necessary in 2014.

John Ongoing

Strategy 2. Maintain regular communications with relevant agencies and officials from municipal and county governments serving the Trust’s program area including the Townships of Willistown, Easttown, Newtown, Edgmont, and East Goshen, the Borough of Malvern, Chester County and Delaware County, as well as state government agencies such as the Pennsylvania DCNR. Maintain the Trust’s relationship with Chester-Ridley-Crum Watersheds Association.


Make sure all of the above entities are on the Trust’s current mailing list.

John Ongoing

◙ Personally invite key contacts to WCT activities and events.

Bonnie, John Ongoing

Strategy 3. Further working relationships with Radnor Hunt, Radnor Hunt Pony Club (RHPC) and the Trails Team to encourage the preservation of land for equestrian activities. Maintain relationship with Ardrossan Beagles to encourage preservation of land for their sport.


Exhibit at/participate in Radnor Hunt and RHPC events.

Laura, Nancy, Jodi, Susie, all staff as necessary

Ongoing

Include Radnor Hunt and RHPC membership in WCT events.

Laura, Nancy, Jodi, Susie, all staff as necessary

Ongoing

10

Invite leaders of Radnor Hunt, RHPC, Ardrossan Beagles, Radnor Hunt Horse Trials, and members of the Trails Team to WCT office to raise awareness of WCT activities. Arrange to meet at least once in 2014.

Bonnie, John, Laura By end of year

Consider language in conservation easements that assures the future of the local trail network, as well as RHPC and equestrian activities, including fox hunting.


GOAL 4 (LP): Easement Assignments. Three of the top priority Brandywine Conservancy easements will be assigned to the Trust. When feasible, assigned easements will be amended to achieve a net conservation gain.

Strategy 1. Coordinate with the LPC to identify Brandywine Conservancy easements within the Trust’s program area considered high priorities for assignment to the Trust.


Explore potential for assigning Brandywine Conservancy easements to the Trust, particularly the McDevitt, Strawbridge, Willistown Land Associates, Thompson, Van Alen, Page, Van Schaick, Trout, and Berwind easements. Complete existing project to assign and extend the Churchman easement.


11

Identify Brandywine Conservancy easements within the WCT program area where further easement restrictions are desirable.

John, Bonnie, Sue Ongoing

Be prepared to undertake the assignment of two to four Brandywine Conservancy easements in 2014.

John Respond as situations arise

GOAL 5 (LP): Legal Issues & Compliance with LTA Standards and Practices. The Trust’s model easement language will be updated for legal sufficiency to ensure the legal means required to achieve land conservation goals and easement compliance in accordance with LTA Standards and Practices.

Strategy 1. Regularly review model conservation easement language to assure protection of critical environmental resources, biodiversity and native flora and fauna, and to assure compliance with current legislation.


Review and update model easement language as necessary.

John, Bill, Bonnie Ongoing

Strategy 2. Continually monitor the Trust’s land protection practices against the Land Trust Alliance Standards and Practices guidelines.


Monitor and update land protection tool box, model documents, and forms.


Inform real estate appraisers working for conservation easement donors about the IRS requirements for easement appraisals.


12

Working with Trustee Tim Barnard, complete the application process for obtaining renewal of the Trust’s accreditation from the Land Trust Accreditation Commission in 2014.

John Early 2014

GOAL 6 (LP): Advocacy. The Trust will have an effective advocacy program for the support of our mission and the broader land conservation movement.

Strategy 1. Continue to support open space preservation efforts through lobbying elected officials at the local, state, and federal levels. Identify proposed legislation that may affect land protection efforts in the program area. Maintain regular communications regarding advocacy issues with the Trust’s Board of Trustees, staff, and “Conservation Advocates.” Maintain relationships with other land conservation organizations such as LTA and PALTA on advocacy issues.


Identify advocacy issues and proposed open space legislation at the local, state and federal government levels.

John, Bonnie, other staff as necessary

Ongoing

Maintain communications with regular advocacy e-mail alerts and calls to action as necessary.

John Ongoing

Maintain system for easy follow-up response by advocates.

John Ongoing

Build upon the existing e-mail list of “Conservation Advocates”.

John Ongoing

Maintain relationships with other land conservation organizations on advocacy issues.


13

◙ Maintain working relationships with local, state, and where appropriate, federal government conservation funding sources.

Bonnie, John, Laura Ongoing

GOAL 7 (LP): Funding. In coordination with the Director of Development, funding opportunities will be pursued to support land protection operations.

Strategy 1. Obtain funding from private foundations and individuals toward the protection of Redline properties, where appropriate.


◙ Explore potential private funding toward land acquisitions, or funding to offset landowners’ easement project costs such as easement endowments.

John, Laura, Elaine Ongoing

!! With LPC, explore possibility of soliciting smaller property owners to restrict properties and add a 1% transfer fee to benefit WCT

LPC, Bonnie, John Ongoing

14

2. Stewardship The Stewardship Department supports the Trust mission by managing the Trust’s conservation easements and working with landowners, other conservation organizations and government entities to promote and practice the sound stewardship of the natural resources found within the Trust program area.

GOAL 1 (ST): Easement Stewardship. The intent, integrity and perpetuity of the Trust’s conservation easements will be sustained through the objective interpretation and enforcement of conservation easement terms and provisions and the integration of established LTA standards and practices.

Strategy 1. Thoroughly monitor and document WCT easements, identifying and resolving violations as required.


Refine and update Conservation Connections software to facilitate easement management and improve recordkeeping.

Bill, Consultant Ongoing

▲Monitor all WCT easements, document findings, follow-up as needed, including the identification and resolution of violations.

Bill, John Fall; Ongoing

▲Utilize aerial photos to develop plans showing easement features and Improvements added to properties since easements were donated to WCT.

Bill, Sue Ongoing

Take follow-up baseline photographs for all easements on a 5-year cycle.

Bill, John As needed

During monitoring process, post WCT easement signs to identify conserved property.

Bill As needed on remaining properties

15

▲Develop system for documenting current and future IGSC figures for all easement properties with IGSC restrictions; populate system with IGSC data and obtain/develop data as needed; hire intern to assist with process as needed.

Bill, John, Sue, Intern June

Strategy 2. Integrate Land Trust Alliance Standards and Practices into easement stewardship activities/protocol.


Create document checklist for Stewardship folders/binders.

Bill February

Update easement holder contact information.

Bill As needed

▲Integrate easement labeling convention in all digital and paper file locations.

Bill, John, Sue March

Back-up key stewardship documents in Blacksmith Shop (e.g., annual monitoring reports, critical correspondence, easement violation resolution).

Bill March

Strategy 3. Continually seek opportunities to communicate with easement landowners to heighten awareness of easement provisions and develop a mutual sense of trust and respect.


Write annual stewardship letter. Mail to easement landowners along with updates to Landowner Stewardship Guide.

Bill November

16

◙ Involve trustees in monitoring easements. Provide appropriate training and guidance.

Bill, John Fall

◙ Recognize easement donors (e.g. card, coffee or birdseed).

Bill, Lisa, Trustee volunteers As appropriate

Hand-deliver Landowner Stewardship Guide to new/successor easement holders.

Bill As needed

Meet with successor easement landowners to review easement terms.

Bill As needed

Connect new landowners with nearby easement holders.

Bill As needed

Strategy 4. Collaborate with easement landowners and related professionals (e.g., architects, engineers, contractors) to anticipate and respond to proposed improvements to properties. Review submitted plans within required timeframe and monitor construction projects as needed.


▲Review proposed Improvement plans against easement terms.

Bill, John As needed

Enlist technical support to aid in plan review (architects and landscape architects, engineers, etc.).

Bill As needed

17

GOAL 2 (ST): Land Stewardship. The Trust’s preserves will be managed to protect and enhance their ecological, scenic, historic and recreational resources for maximum environmental and public benefit. The Trust will also engage with local property owners to provide expert guidance for the sound stewardship of the natural, scenic and recreational resources found on the area’s private land.

Strategy 1. Integrate Land Trust Alliance Standards and Practices into preserve stewardship activities/protocol.


Update preserve management plans as necessary.

Bill As needed

Annually monitor preserves for potential management problems (e.g., trespass, misuse, overuse, vandalism), take appropriate action to rectify.

Bill Fall

Prepare and file preserve monitoring forms.

Bill Fall

Back-up key preserve stewardship documents in Blacksmith Shop (e.g., annual monitoring reports).

Bill

December

Strategy 2. Direct available resources for habitat restoration projects in the most effective manner possible.

▲Develop prioritized list of habitat restoration projects on preserves and private properties.

Bill, Lisa, Blake, Bonnie By March

Strategy 3. Maintain Kirkwood Preserve for the maximum public safety and benefit, incorporating sound and innovative land management practices as identified in the preserve management plan.


Maintain parking area, fencing, kiosk, entrance sign, boundary markers and other infrastructure.

Bill Ongoing

18

Maintain trails. Bill Ongoing

Mow grasslands annually. Bill Spring

Survey preserve to determine and map areas of greatest threat by invasive plants; develop plan to address.

Bill Fall

Maintain warm season grass plots.

Bill Ongoing

Create native grass demonstration area promotional/educational materials.

Bill, Blake June

Survey stream banks to assess areas of severe erosion; determine appropriate strategies to address.

Bill Spring

Maintain riparian buffer plantings.

Bill Ongoing

Manage deer. Bill Hunting season

Monitor breeding and migratory bird presence with Audubon PA.

Lisa, Art McMorris Ongoing

Consider a small scale understory restoration project in woodland adjacent to Murdoch property.

Bill Spring

Strategy 4. Maintain Rushton Woods Preserve for the maximum public safety and benefit, incorporating sound and innovative land management practices as identified in the preserve management plan.


Maintain parking area, farm structures, bird banding shelter, kiosk, entrance sign, preserve boundary markers and footbridge and other infrastructure.

Bill Ongoing

19

Mow grasslands annually and mow trails regularly.

Bill Fields: Spring Trails: Ongoing

Mow CSA area. Bill, Fred Ongoing


Bill Fall

Prepare and commence the implementation of a preserve-wide trail master plan to address circulation, mixed-use and erosion issues.

Bill, trail team volunteers Summer

Maintain TG scrub-shrub demonstration area.

Bill Ongoing


Bill Spring

Manage deer. Bill Hunting season

Maintain Am. Chestnut tree plantings.

Bill As needed

Monitor breeding and migratory bird presence with Audubon PA.

Lisa, Art McMorris Ongoing

Develop a RWP brochure. Bill, Jodi, Blake Fall

Consider development of small signage to provide self-directed experiences for preserve visitors.

Bill, Jodi, Blake Winter

20

Strategy 5. Maintain Ashbridge Preserve for the maximum public safety and benefit, incorporating sound and innovative land management practices as identified in the preserve management plan.


Maintain parking and viewing areas, kiosk, fencing, entrance sign, boundary markers, stepping stone crossings and wooden footbridges and other infrastructure.

Bill Ongoing

Maintain trail system for maximum public accessibility.

Bill Ongoing

Maintain riparian buffer planting area.

Bill Ongoing


Bill Fall

As necessary, coordinate with local pipeline company representatives to manage mowing regimen for pipeline easement area.

Bill Fall


Bill Spring

Manage deer. Bill Deer season

Manage early successional habitat area north of parking area.

Bill Ongoing

21

Strategy 6. Maintain Okehocking Barn for the maximum public safety and benefit, incorporating sound and innovative land management practices as identified in the property’s management plan.


Maintain barn and grounds. Bill Ongoing

Keep trail connections to broader Okehocking trail system clear.

Bill Ongoing

Strategy 7. Maintain WCT office and grounds on Providence Road to make it a conducive work environment and example of sound property management practices.


Maintain grounds. Bill Ongoing

Maintain building. Bill Ongoing

Assess/reorganize native plantings in front of office.

Bill Spring

Add wildflower plots in front field.

Bill Spring

Strategy 8. Manage WCT owned lands to facilitate and encourage public access.


Update trail maps in preserve kiosks.

Bill As needed

Mow trails regularly. Bill Ongoing

Publicize preserves on WCT website and in other appropriate media.

Bill, Jodi Ongoing

22

Strategy 9. Provide easement and other private landowners with information and resources concerning the sound stewardship and protection of the area’s natural resources.


Distribute Landowner Stewardship Guide to new easement donors, successor owners and any newly identified Redline property owners.

Bill, Lisa As needed

Award Willistown Wildscapes certificates as backyard habitat designations are earned through other organizations.

Bill, Lisa, Blake As opportunities arise

Strategy 10a. Support local landowners, land managers and hunters in WCT’s deer management program in the effort to restore the balance between the local white-tailed deer population and its habitat throughout the program area.


Continue communication with key hunters in DMFA.

Bill, Lisa Ongoing

◙ Continue to work with landowners and hunters for outreach and support.

Bill, Lisa, Blake As needed and appropriate

◙ Strengthen community support for the DMP through events such as the Sharing Our Traditions venison dinner.

Bill, Lisa, Blake March (venison dinner)

Strategy 10b. Manage DMP operations and logistics.


Record collected harvest data from 12-13 season.

Bill, Lisa, Intern By June

23

Review results of 13-14 hunting season and adapt program management as needed for 14-15.

Bill, Lisa, Bonnie June through August

Collect and record annual bird monitoring indicator data.

Lisa Quarterly throughout 2014

Manage and promote venison donation program.

Bill, Lisa Ongoing

Maintain deer cooler at Willisbrook Farm and share with Community Farm Program during growing season.

Bill, Lisa, Fred Ongoing

Strategy 11. Continue with development of comprehensive trail map WCT program area to facilitate local and regional public access and easement/fee-simple property connectivity.


▲Continue with development of trail easement map for all eased properties in program area.

Bill, Bonnie, John, Sue, volunteer Ongoing

▲Advance development of the Kirkwood Preserve to Rushton Woods Preserve trail (with potential of link to Okehocking Preserve).

Bill, John, Bonnie, Sue By end of 2014

Assess next steps for advancing implementation of Malvern-Willistown Greenway Master Plan.

Bill, John, Bonnie Ongoing

24

Strategy 12. Work with community trails groups and volunteers to maintain pedestrian and equestrian trails where appropriate throughout the WCT program area, with particular focus on Trail Easement Areas (TEAs) on WCT easement properties.


▲Engage Trail Team regarding trail issues.

Bonnie, Bill, John As needed

Coordinate with easement landowners to improve TEA accessibility.

Bill, Bonnie As needed.

GOAL 3 (ST): Outreach & Education. Stewardship outreach and education efforts will integrate a broad constituency into our programming and serve as a resource for local schools and other nonprofit organizations. These programs will be balanced to maximize their impact within the Trust’s organizational and financial capacities.

Strategy 1. Partner with other local conservation organizations to maximize opportunities to manage lands deemed critical for bird and wildlife conservation and land protection within the program area.


▲◙ Coordinate with Bird Conservation Committee to guide and support the Bird Conservation Program.

Lisa, Bonnie, Bill, Blake Ongoing

Participate in Streams Clean-Up 2014 in partnership with CRC Watersheds Association.

Bill, Lisa, Blake May

Partner with CRC to promote streamside landowner projects.

Bill, Lisa, Blake Ongoing

25

Strategy 2. Foster community service relationships, with particular focus on local schools, Boy Scout Troops, corporate/private sector entities and other nonprofit organizations.


▲Strengthen relationships with existing school partners (e.g., Shipley, Episcopal, Harriton High School).


Respond to inquiries from potential new community service partners.

Bill, Lisa, Blake As needed

◙ Secure at least one corporate partner for community service.

Bill, Lisa, Blake, Elaine September

Foster team approach and spirit for volunteers.


◙ Recognize and thank volunteers.

Bill, Lisa, Blake, Bonnie, Jodi, Elaine

As appropriate

Strategy 3. Support and expand (as appropriate) the Trust’s student intern program, as an outreach and community service mechanism. Coordinate with Community Farm Program when internships incorporate both Stewardship and CSA activities.


Work with local schools to identify candidates for senior service and community service internships.


▲Evaluate post high school internship inquires.


26

Strategy 4. Promote and utilize WCT preserves as “outdoor classrooms,” providing local schools and other interested educational organizations with opportunities for curricular enhancement.


Strengthen relationships with school and community partners (e.g., high schools and community centers).


Explore strategy of rebalancing school and community partners to include a greater representation of underserved/underrepresented audiences.

Bill, Lisa, Blake March

Respond to inquiries from potential new curriculum enhancement partners.


Secure at least one additional curriculum enhancement partner.

Bill, Lisa, Blake September

!! Provide input regarding stewardship programming during design and development of White Farmhouse parcel.

Bill Ongoing

Strategy 5. Seek opportunities to promote and broaden WCT visibility and recognition at local, regional and national platforms, utilizing existing and newly established strategic partnerships to leverage expertise and expand funding and partnering resources.


▲◙ Establish/build key strategic partnerships with regional and national-level organizations such as LTA, Stroud, NLT, DVOC, GVNC, GCA, Audubon PA.

Bill, Lisa, Bonnie Ongoing

27

Promote stewardship initiatives, programs and lessons learned for the benefit of others and enhanced recognition of WCT (e.g., conferences, articles).

Bill, Lisa, Jodi, Elaine, Blake Ongoing

Consider requests for consulting assignments and presentations to community groups.

Bill, Lisa, Blake, Bonnie As opportunities arise

GOAL 4 (ST): Funding. In coordination with the Director of Development, funding opportunities will be pursued to support stewardship operations.

Strategy 1. Seek public and private grants that support existing Stewardship programs.


▲Prepare list of stewardship programs/initiatives that are most suitable for outside funding.

Bill, Lisa, Blake January

▲Identify 2 to 3 potential grant sources/opportunities and apply for funding.

Bill, Lisa, Blake, Laura, Elaine July

28

3. Bird Conservation Program The Bird Conservation Program (BCP) supports the Trust mission by promoting the conservation of native bird populations and their habitat through a three tiered approach of: 1) educational outreach; 2) habitat restoration; and 3) scientific research. The BCP seeks to promote ecological awareness and informed decision making through science-based information and education about birds. The Rushton Banding station occupies a unique location within the Rushton Woods Preserve and Farm, revealing the mutually beneficial relationship that exists between bird populations and sustainable agriculture. Instead of working in opposition with one another, the presence of birds within the fields where community food is grown creates an example of a diverse, functional ecosystem. Partnerships are key to the Trust’s BCP, and current partners include Audubon Pennsylvania, the Delaware Valley Ornithological Club, Cornell Lab of Ornithology and other non-profit and private organizations that are dedicated to bird conservation in the Upper Ridley/Crum Important Bird Area.

GOAL 1 (BC): Education and Outreach. Bird conservation initiatives, including bird banding and joint field trips with Rushton Farm and the Stewardship Department, will be the core focus of the education and outreach programs. A refined, standardized curriculum will be developed and integrated into programming, along with other mechanisms for education and outreach (e.g., PA Young Birders program, BCP Bird Blog, local bird walks). These programs will be balanced to maximize their impact within the Trust’s organizational and financial capacities.

Strategy 1. The Rushton Bird Banding Station serves as an invaluable outdoor classroom with curriculum focusing on three main study areas: ornithology, woodland ecology, and agroecology. Agroecology concepts are taught in coordination with Rushton Farm staff.


Continue development of outreach/education programs via PA Young Birders, Bird Banding Volunteer Training, and University Students.

Lisa, Doris, Blake Ongoing

Develop and update age-appropriate curricula materials for education programs.

Blake, Lisa Ongoing

Continue partnership with DVOC to provide Chester County site for PA Young Birders Program

Lisa, Blake, DVOC Volunteer Ongoing

Manage, promote, and update Bird Blog.

Blake, Lisa Ongoing on weekly basis

Assist Bird Conservation Comm. with nest box program.

Lisa, Blake As needed

29

!! Provide input regarding bird conservation programming during design and development of White Farmhouse parcel.

Lisa, Blake Ongoing

GOAL 2 (BC): Habitat Restoration. In collaboration with the Stewardship Department, three habitat restoration projects will be implemented within the program area. Bird conservation will continue to be a strong factor in determining the Trust’s overall habitat restoration priorities, with the Upper Ridley/Crum Important Bird Area Conservation Investment Plan serving as an important tool in planning projects.

Strategy 1. Use our bird program as a tool to impart knowledge about what it takes to maintain healthy ecosystems, which include: scrub/shrub, riparian, grassland, meadow, and woodland.


Continue monitoring program. Lisa, Art McMorris Quarterly

Work with partners, especially Audubon PA, and local bird clubs to invite experienced birders into our program area.

Lisa, Blake Ongoing

Link with teachers, university students, and general public to foster long term working relationships.

Lisa,Blake Ongoing

30

GOAL 3 (BC): Scientific Research. Five years of scientific research (including bird banding, monitoring, the nest box program and graduate-level study) will be completed and organized to better understand the diversity and abundance of bird populations (including the northern saw-whet owl) utilizing the program area. The five year MAPS (Monitoring Avian Productivity and Survivorship) commitment will be completed, providing scientific data on the productivity and survivorship of nesting birds.

Strategy 1. Use the bird banding station as a unique opportunity for the public to meet many of Pennsylvania’s birds up close while providing a wealth of scientific data on the diversity and abundance of birds.


Demonstrate first-hand how birds can be used as tools to measure habitat quality and importance to wildlife conservation.

Lisa, Blake, Bill Ongoing

Provide opportunities to collaborate with local universities.


Strategy 2. Organize and analyze data collected from bird banding and monitoring programs.


▲Continue collecting and analyze data from migratory (spring/ fall) and Northern Saw-whet Owl banding. Produce report.

Lisa, Blake Ongoing

Continue commitment to MAPS program whereby all banding data collected through this program will be managed by the Institute for Bird Populations in California.

Lisa, Blake, Doris Ongoing

In collaboration with Audubon PA, continue collecting and analyzing data from quarterly bird monitoring program.

Lisa, Blake Ongoing

31

GOAL 4 (BC): Bird Banding Station. The Rushton Woods Preserve bird banding station will be recognized as a regional educational and scientific resource with the expanded capacity to serve 2,000 visitors annually.

Strategy 1. Actively manage Rushton Woods Preserve Bird Banding Station as core of Bird Conservation Program.


▲Maintain three bird banding programs at RWP:

Passerine

Northern Saw-whet Owl

MAPS

Lisa, Blake, Doris Passerine: Spring & Fall NSWOs: Fall MAPS: Summer

Continue necessary permits: Federal Bird Banding Licenses, PA State Salvage Permit.

Lisa, Doris, Blake Ongoing

Manage specific portions of RWP to support banding operations.

Lisa, Blake, Bill As needed

Maintain consulting relationship with Doris McGovern to serve as Master Bander.

Lisa, Bill Ongoing

Hire seasonal banding assistants as necessary

Lisa As needed

◙ Involve key partners as appropriate (e.g., Audubon PA, DVOC) to maintain and improve banding program outreach.


▲BHG to pursue federal banding certification.

Blake, Lisa, Doris Ongoing

32

Strategy 2. Formalize Banding Station Volunteer and Intern Program.


Maintain existing volunteer base as well as recruit and train more volunteers and interns as needed.


Develop Volunteer Manual to be distributed to new volunteers.

Lisa, Blake, Doris March 2014

GOAL 5 (BC): Funding. In coordination with the Director of Development and as part of the Willistown Countryside Forever Capital Campaign, the Bird Conservation Fund (BCF) will reach $500,000 via donors who have a specific interest in bird conservation.

Strategy 1. Provide a framework for promoting the Bird Conservation Program to potential donors and foundations.


▲◙ Cultivate prospective donors at Rushton Woods Banding Station.


◙ Focus on gaining corporate sponsorship.

Lisa, Laura, Elaine Ongoing

◙ Identify grant opportunities that fund existing programs.

Lisa, Laura, Bill, Elaine Ongoing

Support events that attract people who attend bird-related activities.

Lisa, Susie, Jodi As needed

Consider requests for consulting and presentations to interested groups.

Lisa, Bill, Blake Ongoing

33

4. Community Farm Program The Community Farm Program supports the Trust mission by modeling sustainable agricultural practices and promoting the values of fresh local produce, conserved land and natural resources to a broader community. With 2014 as the beginning of its sixth year of operation, Rushton Farm is a fully stabilized operation with a committed membership base, dedicated staff and a high volume of diverse produce. The sustainable management practices employed assure the ecological integrity of the farm in the long term while making it a model for others. The integrated agro-ecological practices employed at the farm, the effective use of conserved land and diverse educational programming make Rushton Farm an important part of the Philadelphia food system.

GOAL 1 (CF): Rushton Farm CSA. The CSA will maintain a membership base of approximately 100 families while producing over 140 varieties of vegetables and fruits on six acres of land.

Strategy 1. Increase 2014 CSA membership to 90 shares representing over 100 families


Offer renewal opportunity to 2013 CSA members at end of season.

Fred January

Add additional members as needed to fill 90 shares

Fred April

GOAL 2 (CF): CSA Revenue. The CSA will produce revenue sufficient to cover costs associated with CSA operations.

Strategy 1. Rushton Farm will generate $107k in revenue


CSA Membership/$72k Fred April

Plant Sale/$10k Fred, Rushton Farm staff June

Events/$20k Fred, Susie and Jodi December

Additional farm sales including add-ons, farm market, etc./$5k

Fred, Rushton Farm staff December

34

GOAL 3 (CF): Training Interns, Apprentices and Future Farmers. Through the Rushton Farmer Training Program (FTP), internship and apprentice programs will have trained 12 future farmers (4 annually) to tend land and grow food, recognizing the basic principles of agro-ecology. After completion of the FTP, at least one graduate annually will have been assisted in finding placement on conserved or other private land in the region, with the highest priority on land within the program area. Rushton Farm staff will provide FTP graduates with Ongoing mentoring.

Strategy 1. Identify potential candidates for future farmer program


Review applications and interview potential candidates

Fred, Bonnie, Rushton Farm Staff March

Select 3 candidates for 2014 season

Fred, Bonnie April

Strategy 2. Meet with other land trusts and private land owners to discuss opportunities for Rushton Future Farmer candidates


Communicate regularly with land trusts and land owners

Fred Ongoing

GOAL 4 (CF): Education and Community Outreach. Rushton Farm staff will deliver high impact, rationalized education and community outreach programs promoting the importance of sustainable agriculture and its relationship with surrounding ecosystems and serving 2000 people annually. These programs will be balanced to maximize their impact within the Trust’s organizational and financial capacities.

Strategy 1. Develop events and workshops to promote the mission of the farm program and engage the community.


Select several dates throughout the farm season to engage community members

Fred, Rushton Farm Staff April

35

Strategy 2. Develop programming/teaching material that can be used to educate farmers about the importance and value of agroecology in managing farm development


Develop a curriculum that can be used by staff members

Fred March

Strategy 3. Develop programming/teaching material that can be used to educate land trusts/land owners about the importance and value of sustainable agriculture and its impact on surrounding ecosystems


Develop a curriculum that can be used by staff members

Fred April

Strategy 4. Continue educational programming with the Stewardship and Bird Conservation departments


Further develop educational curriculum

Fred, Bill, Lisa, Blake April

Set a spring/summer calendar of visiting schools before planting begins at the farm

Fred, Bill, Lisa, Blake April

Set a fall/winter calendar of visiting schools before labor day

Fred, Bill, Lisa, Blake September

!! Provide input regarding farm programming during design and development of White Farmhouse parcel.

Fred Ongoing

36

GOAL 5 (CF): Sharing the Bounty. The Rushton Farm food donation program will donate 7,500 pounds (2,500 pounds annually) of excess or specially grown produce to local food banks, utilizing Henry’s Harvest Garden as the center of the Share the Bounty Program.

Strategy 1. Determine a goal for food donations before the start of the season


Look at previous years donation numbers and determine and average

Fred April

Estimate total amount of food production for 2014

Fred April

Strategy 2. Determine what is most needed by area food banks


Meet with area Food Bank to discuss what fruits and vegetables are most important to their donation program

Fred April

Meet with West Chester Food Cupboard and Chester County Food Bank to discuss what fruits and vegetables are most important to their donation program

Fred April

Strategy 3. Select an intern to be responsible for Henry’s Garden under the supervision of Sarah Hutchin and the Rushton Farm staff


Intern is to be responsible for planting, maintaining and harvesting donations for Henry’s Harvest

Fred, Rushton Farm staff May

37

GOAL 6 (CF): Network of Local Farms and Producers. A network of local farms and producers will be strengthened.

Strategy 1. Meet with local farmers to discuss opportunities to work together to strengthen the local food system


Identify farms and producers we think are critical to the local food system

Fred, Rushton Farm staff Ongoing

Strategy 2. Work with organizations such as PASA to further strengthen this network


Communicate regularly with PASA, Fair Foods, etc. to determine the most valuable partnership opportunities

Fred Ongoing

GOAL 7 (CF): Partnerships with Local Chefs, Restaurants and Educational Institutions. Partnerships to provide produce and information for local restaurants and educational institutions will be nurtured.

Strategy 1. Identify potential partners to develop a working relationship for produce sales


Review past partnerships and look at area restaurants that can promote Rushton Farm most effectively

Fred Ongoing

Review past partnerships and look at area educational institutions that can promote Rushton Farm most effectively

Fred Ongoing

38

Strategy 2. Discuss best options for excess produce sales involving restaurant and educational institutions


Determine what we want to achieve through produce sales and the value of these sales both financially and as part of promoting Rushton Farm and Willistown Conservation Trust

Fred, Bonnie Ongoing

GOAL 8 (CF): Funding. In coordination with the Director of Development, funding opportunities will be pursued to support community farm operations.

Strategy 1. Explore grant opportunities through foundations and government programs


Foundations include Claneil, William Penn

Fred, Elaine, Laura Ongoing

Government programs include SARE, USDA and NRCS


Strategy 2. Evaluate potential donation opportunities to the farm program


Internship donations Fred, Elaine, Laura

Funding for structural development

Fred, Elaine, Laura

Funding for educational programming

Fred, Elaine, Laura

39

Strategy 3. Investigate funding opportunities from corporations


Look at ways that Rushton Farm can benefit from corporate sponsorship


Identify potential donors Fred, Elaine, Laura Ongoing

40

5. Development & Community Outreach Due to the close operational relationship between the Development and Community Outreach activities, both of these Trust functions are overseen by a single department and director within the organization. The Development goals support the Trust’s mission by securing the funds necessary to sustain the organization and its programs, as set forth in the attached Long Range Financial Plan chart (Attachment A), reflecting the financial needs of our growing programs. The Community Outreach goals support the Trust mission by heightening our visibility throughout the community and engaging and educating the public about the benefits of land protection and healthy ecosystems. In some cases, outreach events are designed with the primary objective of cultivating and expanding our constituent base. In other cases, the primary purpose of an event is the generation of revenue that will be used to support operations. Both functions are critical to the long-term health and future of the Trust. Development Goals It is essential that an overall coordinated approach be taken with regard to activities related to the capital campaign, annual fund, corporate and foundation grants, planned giving, and special events. Although distinct initiatives, each program acts in concert with the other programs in order to benefit the long-term financial sustainability of the Trust, and therefore they cannot be examined in isolation. In looking ahead, the Development and Community Outreach staff will work closely with one another as well as other Trust staff to ensure a coordinated, thoughtful approach to meeting goals and objectives.

GOAL 1 (DV) - revised: Capital Campaign. Working with the Development and Capital Campaign Committees, a total of $8.0 million in commitments to the Willistown Countryside Forever campaign will be secured by the end of 2017.

‼▲Strategy 1. Create a comprehensive schedule for remaining four years of campaign, with goal of raising $1,850,000 million in cash and pledges during 2014 as defined in Long Range Financial Plan


Outline specific goals for campaign on a quarterly basis: e.g., cultivation visits/month, number of asks/quarter, dollars raised/quarter, and new prospects identified.

Laura Quarterly

41

◙ Work with BVA, ML, and Chairs of the Capital Campaign and Development Committees to continue pursuing a fundraising strategy that will raise the funds needed to meet WCT’s capital and operating needs.

Laura Ongoing

Continue to collect final pledge payments to Campaign for the Countryside and send pledge reminders to Willistown Countryside Forever donors.

Laura May/November

Strategy 2: Define additional resources needed for capital campaign


Track capital campaign expenses to ensure they remain within budget

Laura, DOF Monthly

Evaluate need for continuing work with capital campaign consultant

BVA, Laura Ongoing

Hire a part-time database person or recruit volunteers for this task

BVA, Laura Early 2014

Strategy 3: Meet second phase of Pew Challenge


Solicit key prospects for Pew Challenge through June 2014

BVA, Laura June 2014

Collect any outstanding pledges for Pew Challenge

BVA, Laura December 2014

42

Meet with current donors who have pledges past 2014 and ask them to consider making payments by 2014 to count towards Pew Challenge.

BVA, Laura Early 2014

Strategy 4. Continue to Identify campaign prospects and work to engage them with WCT through various cultivation efforts


◙ Continue to build and refine list of potential supporters; identify specific areas of interest that donors may have, if applicable (e.g., Farm, Bird Conservation Fund, etc.).

Laura, Nancy Ongoing

Identify “naming opportunities” that can be presented to prospective campaign donors.

Laura, Program Directors January

◙ Develop multiple cultivation opportunities targeted at key prospects: one-on-one meetings, small dinners, invitations to special Program events.

BVA, Laura Ongoing

◙ Build upon prior conversations with Trustees to enlist their help in soliciting major campaign prospects; assign action items to specific trustees in terms of donor engagement.

Laura Ongoing

Use Donor Perfect to maintain “moves management” for campaign prospects (to include visits, “touches”, asks, cultivation efforts, follow-up steps).

Laura Ongoing

43

Strategy 5: Update Willistown Countryside Forever campaign materials and create specialized marketing pieces as needed


Update case statement and create new materials as needed.

BVA, Laura, Jodi Ongoing

Develop specific menu of items that cover programmatic needs.

Laura, Elaine, Program Directors Early 2014

Strategy 6: Coordinate with Director of Foundation and Corporate Relations to investigate potential grant opportunities


◙ Identify possible foundation and corporate support for capital campaign.

Laura, Elaine Ongoing

GOAL 2 (DV): Annual Fund. Annual giving donations will be increased to $425,000 by the end of 2015.

‼▲Strategy 1. Develop plan to achieve Annual Fund goal of $425,000 in 2014.


◙ Work with Trustees, Development Committee, and program staff to identify and cultivate 25 new Sycamore Society members.

BVA, Nancy, Laura Ongoing

Create research profiles on Sycamore Society members to help with cultivation efforts.

Nancy, Laura Ongoing

Create Annual Fund challenge to generate new Sycamore Society members

Nancy, Laura Spring

Organize Sycamore Society party for Fall 2014

Nancy, Laura June-July

44

Identify and promote benefits and value of becoming Sycamore Society member.


Continue to evolve Annual Fund and Sycamore Society brand/identity.

Nancy, Laura, Jodi Ongoing

Identify ways for prospective donors to be more engaged with WCT – programs visits, volunteer opportunities, event attendance, etc.

Nancy, Laura, Program Directors Ongoing

Continue prospect research to identify new donors


Send two Annual Fund mailings (Spring and late Fall) as well e-blasts; send end-of-year postcard, budget permitting.

Nancy, Jodi June and November/December 2014

Strategy 2. Revise current solicitation materials to provide information as to impact and value of Annual Fund donations


Identify the needs and costs of programs in order to create value statements for the Annual Fund.

Laura, Nancy

Add value statements to WCT website and other solicitation materials.

Laura, Nancy, Jodi Ongoing

Continue to incorporate fundraising message in WCT publications and at events.

Laura, Nancy, Jodi, Susie Ongoing

Continue to evolve website donation experience.

Nancy, Jodi, Laura Ongoing

45

Strategy 3. Make targeted asks based upon constituency group and specific asks to increase level of giving by donors


Analyze Donor Perfect data: number of donors, types of donors, program attendance, types of gifts, etc.

Nancy Ongoing

Use metrics to determine effectiveness of fundraising methods and strategies.

Laura, Nancy, Jodi Ongoing

Work with Program Directors to capture information on prospects

Laura, Nancy, Program Directors Ongoing

Work to move $250 and $500 donors to the $1000+ level.

Nancy Ongoing

GOAL 3 (DV): Grants. In coordination with Department Directors, public, private and foundation grants for operating support and specific programs will be identified, applied for and secured, increasing annual grant support to $135,000 by the end of 2015.

‼▲◙ Strategy 1. Develop plan for achieving goal of $75,000 in Grants revenue for 2014


Meet with each Program Director to identify funding needs/investment opportunities for their programs.

Elaine, Program Directors January and Ongoing

Develop briefing materials that describe each investment opportunity (to include objectives, audiences, impact, and cost).

Elaine, Jodi, Program Directors January —update as needed throughout year

46

Strategy 2. Submit grant proposals to private foundations, public funders, and corporations (as appropriate) in order to meet revenue goal.


Research potential funders using databases, internet, and other sources; ask trustees and program directors for input.

Elaine Ongoing

Develop grants calendar for 2014. Elaine January: first draft, updated throughout year

Cultivate potential funders through phone/email contact, meetings, and invitations to WCT events.

Elaine Throughout year

Compile and submit grant applications.

Elaine, Program staff According to application deadlines

Strategy 3. Build relationships with corporate partners.


▲◙ Research potential corporate partners using internet, personal networks, and other sources; ask trustees and program directors for possible leads as well.

Elaine Ongoing

Cultivate potential partners through phone/email contact, meetings, and invitations to WCT events.

Elaine Ongoing

Develop volunteer opportunities for corporate partners.

Elaine, Program Directors Ongoing

Compile and submit requests for funding.

Elaine, Program staff According to application deadlines

47

GOAL 4 (DV): Event Revenue Gross revenue from events will increase to $190,000 by the end of 2015.

‼▲Strategy 1. Host WCT special events to achieve a 2014 gross revenue goal of $244,000 and net revenue goal of $171,000 (assumed expenses will be 30% of gross revenue)


Barns and BBQ event: $105,000 net, including Wild Carrot (corporate sponsorships of $15,000).

Susie, Jodi May 2014

Tomato Tasting event: $1,500 net Fred, Jodi, Susie July 27, 2014 (tentative)

Run-a-Muck event: $56,000 net (corporate sponsorships of $30,000).

Susie, RaM chairs September 20 or 27, 2014

Harvest Celebration event: $8,500 net (corporate sponsorship of $3,000).

Fred, Jodi, Susie October 18, 2014 (tentative)

Review fundraising goals and budgets.

Laura, Susie, Finance Monthly

Solicit event sponsorship from corporate & private sources; create marketing packages.

Elaine, Susie, Jodi Ongoing

Ask Trustees to suggest one new business sponsor for events. Manage and formalize the process.

Elaine, Susie Spring 2014

Seek in-kind support for events: donations of food, entertainment, beer/wine, etc.

Susie, Jodi, Event Committee chairs

Ongoing

Assure adequate event coordination and staffing.

Susie Ongoing

Work with volunteer event committee(s) to gather sponsors, recruit volunteers, and efficiently manage all aspects of the event.

Susie, Laura, Jodi Ongoing

48

Strategy 2. Work with event co-chairs to update roles and responsibilities


Strategize on committee engagement.

Laura, Susie, Jodi Early 2014

Help event co-chairs to identify event goals and sponsors.

Susie, Laura Early 2014

Strategy 3. Conduct analysis to determine the effectiveness of our activities and events with regard to financial and other benefits


Analyze DonorPerfect (DP) information to determine if event revenue competes with annual fund gifts and other revenue sources.

Nancy, Laura Spring 2014

Analyze DP to determine rate at which event participants become Trust supporters.


Use Constant Contact analysis reports and EventBrite reports to determine the effectiveness of existing communications.

Jodi Ongoing

Develop metrics (in addition to fundraising goals) for evaluating Trust events to determine if they are successful (e.g., engaging new constituents, getting people on the land, etc.).

Laura, Susie, Nancy Spring 2014

49

Strategy 4. Create relationships with other organizations that would look to make WCT a beneficiary


◙ Cultivate and nurture relationships with entities inclined to name WCT as a beneficiary of their event(s) (e.g., Radnor Hunt Horse Trials, Radnor Hunt Pony Club, and Radnor Hunt Concours).

Bonnie, Jodi, Laura Ongoing

GOAL 5 (DV): Planned Giving. A sustainable Planned Giving program with a membership of 20 benefactors will be established by the end of 2015.

Strategy 1. Promote and launch the WCT Legacy Society, with goal of at least 15 members by end of 2014


Finalize the Planned Giving brochure and related materials, outlining basic options available to donors and promoting the benefits of joining

Nancy, Jodi , Laura January

◙ Continue to invite Trustees and Development Committee members to join as founding members of the WCT Legacy Society.

BVA, Nancy, Laura Ongoing

Send brochure with targeted appeal to long-term contributors inviting them to join Legacy Society; send at least one postcard mailing to all donors promoting Legacy Society.

Nancy, Laura April/October

50

Profile member(s) of the WCT Legacy Society or the WCT Legacy Society itself in Spring 2014 Sycamore.

Nancy, Jodi February/March

Mention Legacy Society in all Sycamore and Leaflet issues (a “reminder” box); ask people to inform us if WCT is in estate plans.

Nancy, Jodi Spring/Fall

Refine and update planned giving content on WCT website.

Nancy, Jodi January

Use Capital Campaign as a means to promote planned giving options


◙ Engage Development Committee and Capital Campaign Committee in marketing strategy for the Legacy Society.


Community Outreach Goals

GOAL 1 (CO): Target Audiences. Individuals and groups who have an interest in supporting the Trust mission will be identified and the best means for engaging these audiences will be determined.

Strategy 1. Identify new residents who move into our program area and actively seek ways to engage them


Get county tax rosters; review for new prospects (every other year)

Sue, Nancy June 2015

◙ Host small “Friends and Neighbors” cultivation receptions at Trust offices.

Laura, Bonnie Ongoing

51

Send welcome brochure/pamphlet to new neighbors, and include events calendar.


Strategy 2. : Identify those audiences that are most likely to care about our success and focus outreach efforts on this target market


Use Bird Conservation and Habitat Restoration Programs as outreach tools to further connect people to the land and foster the next generation of conservationists.

Lisa, Bill, Laura Ongoing

Use Rushton Farm to educate the public about the importance of sustainable agricultural practices and the benefits of eating locally grown food; work with farm volunteers on ways to increase community recognition.

Fred, Laura Ongoing

Work on developing active Young Friends group

Laura Ongoing

Strengthen programs for young families who attend program events; capture info and get feedback via conversations, etc.

Laura, Fred, Lisa, Blake Ongoing

◙ Foster ties with the Radnor Hunt Equestrian Community; review Radnor Hunt Pony Club roster and Radnor Hunt Member Directory with staff and Development Committee for possible prospects.

Jodi Ongoing

52

Strategy 3. Develop internal processes for capturing and populating the donor database with information that can help us better understand and connect with our constituents


Utilize DonorPerfect more effectively to help manage constituents.


Capture event attendance so that it can be entered into DonorPerfect.

Susie and respective event managers

Ongoing

Capture volunteer efforts attendance so that it can be entered into DP.

All staff who are managing a volunteer activity

Ongoing

Develop process for streamlining data entry of event attendance and volunteer efforts.

Nancy March and Ongoing

Use Constant Contact to refine and enhance our email-based communication.

Jodi Ongoing

Seek intern/volunteer to help with database efforts

Laura, Nancy January/February

53

GOAL 2 (CO): Communications and Promotion. Information about the Trust’s mission, programs and events will be provided to our identified target audience.

Strategy 1. Coordinate and plan for the thoughtful timing of all Trust communications and activities across all channels


Develop and maintain a touch point plan, documented on the Google Staff Calendar, that schedules all major touches across all channels including event invitations, annual fund appeals, event patron appeals, hard-copy newsletters, e-blasts, volunteer requests, online registration launches, events, stewardship work-days, etc.

Laura, Jodi December 31, 2013, with Ongoing refinement throughout 2014

Review hard-copy of calendar on monthly basis at staff meetings.

Laura Ongoing

Strategy 2. Publish and distribute regular newsletters, event invitations, e-news, and e-blasts about the Trust and its programs. Create other publications and videos as needed.


Regularly review existing WCT publications, graphics, and displays. Evaluate need for updates or additions.

Laura, Jodi, Nancy Ongoing

Produce Sycamore in spring and Leaflet in the fall.

Jodi, all staff Spring/Fall

Create a compilation of Wild Carrot newsletters and blogs, complete with photographs and recipes, serving as a history of Rushton Farm.

Kelsey, Jodi Spring

54

Revive the Rushton Farm Wild Carrot blog so that posts are created weekly from June through October. Seek ways to assist Fred in the process.

Fred, Jodi, Kelsey June-October

‼▲Keep all brochures up to date Jodi Ongoing

Strategy 3. Maintain a vibrant website with fresh stories and images.


Keep site up-to-date and engaging.

Jodi, Kelsey, Laura Ongoing

Work with Program Directors to include timely information pertinent to programming activities.

Jodi, Laura, Program Directors

Develop testimonials to be featured on website.

Jodi, appropriate Program Director

December 2014

Provide greater promotion via web of education outreach and habitat management efforts.

Bill, Jodi February

Strategy 4. Continue to strive to harness the potential of social media to further promote the Trust’s work.


Maintain and enhance vibrant Facebook content.

Jodi, Kelsey, all staff November 2014, Ongoing

Continue to produce a vibrant Bird Blog.

Blake Ongoing

Try to increase post volume of Wild Carrot blog.

Fred Summer

55

Keep current on social media trends and strategies for WCT

Jodi, Kelsey Ongoing

Strategy 5. Raise the level of awareness about WCT throughout the community and region


Develop a specific plan (staffing, schedule) for providing a presence at strategic local events with WCT display and handout materials (e.g., Radnor Hunt Races, Horse Trials, Paper Chase, Historic Sugartown, etc).

Laura, Susie January

Send WCT information home with all school groups.

Jodi, Program Directors Ongoing

Highlight WCT’s conservation properties when possible, either through publications or by using locations for events and program initiatives (such as siting for nesting boxes) to connect people to land through educational, recreational and community-building programs.

Jodi, Susie Ongoing

Identify appropriate reporters, editors or freelance writers and develop relationships with each. Send newsletters and share story ideas.

Susie, Jodi Ongoing

56

Write and distribute press releases on major events/announcements throughout the year; can anticipate events to help with planning process.

Susie, Laura, Jodi Ongoing

Have 5 pieces published in external publications (Malvern Patch, Philadelphia Inquirer, County Lines, etc.).

Susie, Jodi Ongoing

Respond to invitations and seek opportunities to speak publicly about WCT’s work or areas of expertise.

Bonnie, Fred, Lisa, Bill, Laura Ongoing

Strategy 6. Enhance “Conservation Advocates” program


◙ Make program more visible via promotion on website homepage; evaluate how to promote program more and heighten awareness of issues related to land conservation.

John, Laura Spring 2014 and Ongoing

Develop tagline about program in Sycamore and Leaflet.

John, Laura, Jodi March 2014

57

GOAL 3 (CO): Engagement. Engagement opportunities for our target audience, including events, programs and partnerships will be identified and managed. Some events and programs will be focused primarily on revenue generation while others will focus more on cultivating and broadening our constituency.

Strategy 1. Develop outreach events and activities to specifically address target audiences who can further the Trust’s mission. Tailor the approach for different segments.


Continue to develop relationships with local schools, including Westtown, Episcopal, Goshen Friends, Shipley, Great Valley and Conestoga; activities can be educational and/or volunteer-oriented and community-service based.

Laura, Jodi, Program Directors Ongoing

◙ Host events that educate constituents about the Trust’s mission, cultivate potential supporters and “friends,” and raise funds (annual lecture, July farm event, Young Friends event, Run-a-Muck, and Harvest Celebration

Laura Ongoing

Identify an Event “manager” for each event and level of staff participation for each event.

Laura Ongoing

Maintain awareness of our active volunteer base. Work with volunteers to strengthen community outreach, land stewardship, bird conservation, and community farm programs.

Nancy, Elaine, Program Directors Ongoing

58

Cultivate volunteer relationships and also recognize and thank them in a meaningful manner.

Laura, Jodi, Program Directors Ongoing

59

6. Organizational Management The sound management of the organization supports the Trust mission by providing an operational framework and physical environment in which the Board of Trustees, senior leadership and staff can effectively carry out the mission of the Trust.

GOAL 1 (OM): Governance. The sound governance of the Trust will be ensured by the recruitment of and support by a committed, skilled and d effective Board of Trustees.

Strategy 1. Regularly evaluate Board membership and fill available vacancies with members most able to bring the background, skills and commitment to best further the goals of the Trust.


◙ Work with Nominating and Governance Committee to assess current Board membership and identify candidates to fill vacancies.

Bonnie, Laura Ongoing

Strategy 2. Support Board and regularly evaluate Board effectiveness


◙ Assure that new Trustees and new non-Trustee Committee members have (1) signed compliance affirmation for Ethics & Conduct policies and (2) completed Conflict of Interest Disclosure Form.

Bonnie, DOF As needed (part of Trustee/Board committee orientation process)

Maintain Trustee attendance grid on annual basis.

DOF, all staff committee liaisons Ongoing

60

Guide Board and staff in implementing policies or procedures stemming from the accreditation process and LTA “Standards and Practices.”

Bonnie, DOF Throughout year

Orient and support new Trustees. Bonnie, DOF, all department heads

As needed

◙ Along with Committee chairman, staff liaisons support each Committee (set meeting dates, send meeting reminders, attend meetings, collect notes, post notes to P-drive, etc.).

Audit: DOF Development: Laura Land Protection: John Environmental: Bill Farm: Fred Finance: DOF Long Range Planning: Bill N&G: Laura Bird Conservation: Lisa

Ongoing

◙ Notify Trustees of opportunities for Trustee training and education (e.g., PALTA, LTA Rally, webinars, articles).

Bonnie, Bill, Jodi As needed

‼▲Ensure LTA re-accreditation process is monitored and completed.

John, Bonnie Throughout year

Strategy 3. Update the By-laws, board manual, and committee structure to reflect current and long-term needs of WCT


◙ Work with Nominating & Governance Committee to revise By-laws and Board manual as needed and identify non-Trustee candidates for Board committees.

Bonnie, Laura Ongoing

Update Board manual components.

DOF Ongoing

61

Maintain a permanent file of signed Board resolutions in fire safe file & P: drive.

DOF Ongoing

Maintain a permanent file of all corporate documentation, Board and committee meeting minutes in fire safe file.

DOF Ongoing

GOAL 2 (OM): Human Resources. The Trust will recruit, develop and retain a highly motivated, skilled and loyal professional staff. Throughout the planning period and at such time as may be appropriate, the Executive Director will communicate with the Nominating and Governance Committee and/or the Executive Committee to ensure a rational and effective succession to prepare for transition and ensure organizational stability.

Strategy 1. Evaluate staff needs and hire or re-configure staff as needed.


Maintain competitive salaries and benefits to attract the most qualified staff.

Bonnie, DOF Ongoing

Maintain confidential employee files.

DOF, Bonnie Ongoing

Evaluate benefits on an annual basis.

DOF, Bonnie Ongoing

Facilitate staff cohesiveness and team-building through regular staff meetings and other informal activities.

Bonnie, Bill, all staff as appropriate

Ongoing

62

Strategy 2. Provide opportunities for staff to enhance their effectiveness and professional growth through appropriate workshops, seminars and publications.


Encourage staff to attend seminars or workshops (e.g., LTA Rally, PALTA).

Bonnie Ongoing

Subscribe to publications that staff find useful or that further the mission of the Trust.

All staff Ongoing

◙ Budget for at least three staff to attend Land Trust Alliance Rally.

Bonnie, DOF October

Strategy 3. Undertake employee performance reviews on an annual basis.


Distribute performance review packet in late summer.

Bonnie, DOF Distribute forms by August 15

Schedule and conduct reviews. Bonnie, DOF Complete reviews by Sept. 30

Review employee evaluation form for possible revisions/improvements.

Bonnie, Bill By June

Strategy 4. As appropriate, ensure that a rational and effective management succession plan is developed.


◙ Communicate plan to Nominating and Governance Committee and/or Executive Committee.

Bonnie As appropriate

63

GOAL 3 (OM): Physical Facilities. Physical facilities and equipment sufficient to support the Trust mission, board and staff activities will be provided and maintained.

Strategy 1. Identify, acquire and maintain space and equipment sufficient to accommodate the organization’s professional needs.


Oversee maintenance of 925 Providence Road buildings.

Bill Ongoing

Evaluate office space and staff needs. Adjust and refurbish office spaces as needed.

Bonnie, all staff Ongoing

▲ ◙ Identify and address housing needs for farm staff.

Bonnie, Fred Ongoing

Update and maintain equipment as needed.

Jodi Ongoing

!! Strategy 2. Acquire White Farmhouse Parcel (WFP) and develop/improve physical facilities to support programming needs.


Continue with regular WFP Task Force meetings to provide oversight of acquisition and development processes.

WFP task Force (Bonnie, Bill, Jodi, Fred, Janice, Alice); Bill to serve as lead staff member for construction portion of process

Through completion of project (October +/-)

Compensate for the delegation of a portion of Bill Hartman’s time to the WFP project by incorporating the use of volunteers and interns to assist with regular Stewardship tasks.

Bonnie, Bill Starting in January and going forward as needed

Seek input from relevant program directors during design and construction processes for WFP site and structures.

WFP Task Force, Lisa, Blake Through completion of project (October +/-)

64

Acquire WFP utilizing funds from various sources, including private donations, Pew Charitable Trust, DCNR and others as available.

WFP Task Force, Laura, John, Elaine

March

Perform necessary site work, renovate existing white farmhouse and construct new structure as a multi-purpose building to support bird, farm and habitat restoration programs.

WFP Task Force, design professionals, contractors

October

Strategy 3. Optimize existing technology and evaluate new technology for Trust activities.


Research and implement technology for event registration management. (EventBrite At the Door, Check-in, electronic waivers, etc.)

Jodi June

Develop clear instructions and labeling for power outage troubleshooting in server room.

Jodi June

Research cloud-based file sharing/managed services as an alternative to in-house shared server.

Jodi June

65

Maximize use of DonorPerfect database. Refine use of Volunteer tracking module and Contact management module.

Nancy Ongoing

Research and implement, if feasible, a shared directory for wctrust google mail.

Jodi August

Train staff on Donor Perfect capabilities as needed.

Nancy Ongoing

Continue to manage PC and Server replacements and upgrades.

Jodi Ongoing

Research and prepare for purchase of new copier with PDF and hi-res scan and networking capability.

Jodi June

Continue to manage onsite and off-site server backups.

Jodi Ongoing

Prepare for and conduct disaster recovery exercise.

DOF, Jodi Ongoing

66

7. Financial Management The responsible management of the Trust’s financial operations supports the Trust mission by ensuring the fiscal health of the organization, responsible stewardship of its assets and the provision of funding to effectively implement the Trust’s programs. The Long Range Financial Plan (Attachment A to the Long Range Plan) has been developed by the Finance Committee and contains the Trust’s financial goals for the years 2013-2015.

GOAL 1 (FM): Fiscal Management. The Trust’s long-term financial stability will be secured through the protection and management of the Trust’s financial resources, including its investment assets.

Strategy 1. The Trust’s investment portfolio will be in alignment with the adopted investment policy.


Investment policy will be reviewed annually.

DOF, Finance Committee Annually; TBD

Strategy 2. The performance of the Trust’s investment portfolio will be within accepted tolerances.


Investment portfolio performance will be reviewed quarterly.

DOF, Finance Committee Quarterly

Strategy 3. The Trust will maintain sufficient insurance policy coverage to insure protection of assets and control risks.


Annual review of all policies with insurance broker to cover risks.

DOF Ongoing

67

GOAL 2 (FM): Business/Operational Management. Strong systems of financial and business record management and reporting will be maintained to the highest standards of financial accountability.

Strategy 1. Financial transactions and activity will be recorded in the automated accounting system to insure timely and accurate preparation of financial statements in accordance with generally accepted accounting principles.


Daily operational and investment transactions will be entered into the Trust’s accounting system.

DOF Ongoing

A Statement of Operations and Balance Sheet will be prepared quarterly and reviewed by the Treasurer, Finance Committee and BOT.

DOF Ongoing

Strategy 2. Each year, the Trust will prepare an annual budget and recommend it to the Board for approval as the organization’s financial plan for the upcoming fiscal year.


In coordination with Department Directors, an annual budget will be prepared in coordination with the Trust’s annual operating plan, reviewed by the Finance Committee and approved by the Treasurer and BOT.

DOF, Bonnie, Department Directors

November

Strategy 3. An annual audit will be performed by an independent outside accounting firm to insure the accuracy and reliability of the financial information reported during the year by Trust staff.


Coordinate with auditors to assist in preparing the audit.

DOF Fall

68

Meet with auditors to review the audit results.

Bonnie, DOF November

Audit reviewed and accepted by Audit Committee.

DOF, Bonnie, Audit Committee December

GOAL 3 (FM): Contingency Planning. At least quarterly, the budget and total fund balances will be examined for significant deviations from projections and, as needed, the Finance Committee, Treasurer, Executive Director and DOF will be engaged to make recommendations for corrective action to the full Board of Trustees.

‼▲Strategy 1. As part of quarterly review process of the Trust’s financial statements, significant variances from budget and projected investment portfolio performance will be noted and further actions taken as deemed necessary.


Financial statements/reports will be reviewed quarterly.

DOF, Finance Committee Quarterly

Follow-up action to be taken as necessary to address deviations from projections.

Bonnie, DOF, Finance Committee As needed

END

CRITERIA

1) SIZE (ACRES) 533 - 200 = 1 point 199 - 130 = 2 points129 - 50 = 3 points49 - 35 = 4 points34 - 16 = 5 points15 - 12 = 6 points11 - 8 = 7 points7 - 5 = 8 points4 - 0 = 9 points

2) ENVIRONMENTAL SIGNIFICANCE

Wetlands, Water Resources, Floodplains, Woodland, Steepslopes, Biological DiversityRanks are 1 to 10 with 1 as most environmentally significant.

3) LOCATION/PROXIMITY TO PROTECTED LANDSa) Location in the WCT project area i.e., central/peripheral?b) Proximity to protected lands i.e., eased or otherwise protected.Ranks are 1 to 10 with 1 as best location/proximity to protected lands.

4) SCENIC SIGNIFICANCEScenic views primarily from public roads, or from preserved trail areas.Ranks are 1 to 10 with 1 as most scenic.

5) HISTORIC SIGNIFICANCEIn or near an Historic District, on or determined eligible for listing on the National Register for Historic Places, identified on Township or County Historic Resources Inventory.Ranks are 5 to 10 points with 5 as the most historically significant.

6) RECREATIONExisting or potential passive recreational activities, including trails and equestrian activitiesRanks are 5, 7, or 10 with 5 for best recreational opportunities.

WILLISTOWN CONSERVATION TRUSTREDLINE PROPERTIES

RANKING CRITERIA

Redline Name Acres ScoreA-1 Scott & Jackson 226 14A-2 Colket, Tris & Ruth 245.7 17A-3 Johnson, Eldridge & Betty 128.3 17A-4 Shyamalan/Creighton Farm 63 19A-5 White Manor Country Club 186 20A-6 Edgmont Country Club 196.1 20A-7 Lange 92 20A-8 Willistown Friends 19.5 20A-9 Lafferty 130.4 22

A-10 Cullen 45.4 23A-11 Patterson 34.3 24A-12 Hand 16.3 26A-13 Miller 7.98 26A-14 Strausz-Hupe 16 27A-15 Daylesford Abbey 130.6 28A-16 Devereux 82 28A-17 Meyer 20.9 28A-18 Hitschler 18.5 28A-19 Malvern Retreat House 123 29A-20 Holman 58.4 29A-21 McNeely 17.2 29A-22 Clement, George 9.7 29A-23 Lange 45.8 30A-24 Claytor 16.8 30A-25 Legnini 23.4 30A-26 Caldwell 10.1 31A-27 Donaldson 8.8 31A-28 Crawford 28.5 31A-29 Rawson 21.5 32A-30 Klavans 14.5 32

Total Acreage 2036.68

A Ranking - Most Critical


January, 2014

Redline Name Acres ScoreB-1 Arrowhead Day Camp 53.3 33B-2 Clarke 14.2 33B-3 Grace 11 33B-4 Brock 125.7 35B-5 Malvern Prep 97 35B-6 Morse 20.9 35B-7 Red 15.3 35B-8 Nolen 10.3 35B-9 Seving 8.8 35

B-10 Kirk, John & Nancy 36 31B-11 Old Masters Golf Club 8 31B-12 Nolen 84.35 36B-13 Hidell 4 32B-14 Waynesborough C.C. 186.7 37B-15 Garrett Williamson Fdn. 239.69 37B-16 Hurley/Mailey 11.8 38B-17 Insurance Institute 83.9 39B-18 Melmark 61 39B-19 Lynch 13.2 39B-20 Kessler 11.2 39B-21 Ledger 8.2 39B-22 Fox Hall Farm, LLC 8.1 39B-23 Wicas 19.5 40B-24 Preston 9.6 40B-25 Donovan 8.3 40B-26 Goulding 8 40B-27 Andrews 22.8 40B-28 Moran 14.9 40B-29 Chance 63.5 41B-30 Phelps School 65.6 41B-31 Check 11.7 41B-32 Young 20.32 41

Total Acreage 1356.86


January, 2014

B Ranking - Very Critical

Redline Name Acres ScoreC-1 Army Reserve Center 45 42C-2 Spinelli 22.1 42C-3 USA (Nike Missile Site) 13.7 42C-4 Lobb 10 42C-5 Torna/DiSimone 10 42C-6 Schmoll 9.5 42C-7 D'Antonio 13.8 43

C-8 Shoemaker, William & Sarah C. Lange

13 43

C-9 Galbraith 14.7 45C-10 Russell 8.9 45C-11 Schoemaker, Anne F. 19.3 44C-12 Lasota 9 46C-13 Old Masters Golf Club 44.5 44C-14 Sullivan 15.7 44C-15 Barton 14.5 44C-16 Matthias 7 44C-17 Newbold 11.2 46C-18 Graham 14.8 46C-19 Edgmont Township 16.1 45C-20 Blosinski 42.6 46C-21 DiValerio 9 47C-22 West Chester Assocs. 16.6 49C-23 Ferber 18.3 49C-24 Clement, Samuel 8 50C-25 Wilkens - Shepard 7 50C-26 Hoplamazian 29.5 50

C-27 Brighton Way Lots - bog turtle habitat in Edgmont

14.5 51

C-28 Hoekstra 12.8 53C-29 Taylor 10.7 53

Total Acreage 481.8

Total Redline Acres 3875.34


January, 2014

C Ranking - Critical

P RO

VID

E

NC E

R D

WARREN AV

DU

TT

ON

MI L

L

BUTTONW OOD

ROAD

BARR ROAD

STACKHOUSE M ILL

VALLEY RD

W H I T E H O RS E

R D

D E V ONR OA D

HILLVIEWRO

AD

GARRETT

MILL

RO

AD

SU

GA

RTO

WN

RD

PLUMSO

CKROAD

DELCHESTER

SUGARTO

WN

ROAD

SPRI

NGRO

AD

SO

UTH

VALLEY

RO

AD

NEWTO

WN RO

AD

DE

LCH

ES

TER

WHITEHORSE RD

GRU

BBS

MIL

LR

DG

RUBBS MILL

SAWM

IL

L RDPAOLI PIK

E

AVENUE

SUGARTOWN ROAD

SAIN

T

DAVID' S

BOOT ROAD

D AVIS

RDJA

FFREY RD

STRASBURG ROAD

TOW

NSHIPLINE

ROAD

BOOT ROAD

FORREST

PROVIDENCE ROAD

GO SHEN R OAD

MARLBOR OU

GH

ROAD

GOSHENROAD

R OU T E 2 5 2

ROUTE 352

ROUTE 3

WEST CHESTER PIKE

ROUTE 926

LEO

PAR

DR

DSO

UTHLEOPARD

PAO

LIPI

KE

GRUBB

WARREN

DUTTONM

ILL

RidleyCreek

Ridley

Creek

CrumCreek

West

Branch

CrumCreek

Main

Crum

Creek

Branch

Darby

Creek

P RO

VID

E

NC E

R D

WARREN AV

DU

TT

ON

MI L

L

BUTTONW OOD

ROAD

BARR ROAD

STACKHOUSE M ILL

VALLEY RD

W H I T E H O RS E

R D

D E V ONR OA D

HILLVIEWRO

AD

GARRETT

MILL

RO

AD

SU

GA

RTO

WN

RD

PLUMSO

CKROAD

DELCHESTER

SUGARTO

WN

ROAD

SPRI

NGRO

AD

SO

UTH

VALLEY

RO

AD

NEWTO

WN RO

AD

DE

LCH

ES

TER

WHITEHORSE RD

GRU

BBS

MIL

LR

DG

RUBBS MILL

SAWM

IL

L RDPAOLI PIK

E

AVENUE

SUGARTOWN ROAD

SAIN

T

DAVID' S

BOOT ROAD

D AVIS

RDJA

FFREY RD

STRASBURG ROAD

TOW

NSHIPLINE

ROAD

BOOT ROAD

FORREST

PROVIDENCE ROAD

GO SHEN R OAD

MARLBOR OU

GH

ROAD

GOSHENROAD

R OU T E 2 5 2

ROUTE 352

ROUTE 3

WEST CHESTER PIKE

ROUTE 926

LEO

PAR

DR

DSO

UTHLEOPARD

PAO

LIPI

KE

GRUBB

WARREN

DUTTONM

ILL

RidleyCreek

Ridley

Creek

CrumCreek

West

Branch

CrumCreek

Main

Crum

Creek

Branch

Darby

Creek

µ0 5,000 10,000 15,0002,500

Feet

Ridley CreekState Park

Willistown Township

Easttown Township

Newtown Township

Edgmont Township

East Goshen Township

BASE MAP: 7/01 EWH

WILLISTOWN AREA PROTECTED LANDS Last Revisions: 12/13 SRC

925 Providence Road - Newtown Square, PA 19073 tel: (610) 353-2562 fax: (610) 325-0869W I L L I S T O W N C O N S E R V A T I O N T R U S T

SpringtonReservoir

All protected lands and critical properties in the WCT program area are part of an Audubon Society Important Bird Area. Tyler

Arboretum

Willistown Township

CHESTER COUNTY

DELAWARE COUNTY

Easttown Township

Malvern

Borough

Edgmont Township

Middletown Township

Newtown

Twp

Westtown Township

LegendWillistown Conservation Trust Program AreaUpper Crum Creek WatershedUpper Ridley Creek WatershedUpper Darby Creek WatershedConservation EasementAgricultural EasementWillistown Conservation Trust OwnedBrandywine Conservancy OwnedNatural Lands Trust OwnedTownship OwnedTownship PreserveDeed Restricted Open SpaceSubdivision Open Space

Creeks and TributariesWillistown Township Historic Districts

HEROES OF THE WILLISTOWN COUNTRYSIDE

A Landowner’s Guide to Conservation Easements

W I L L I S T O W N C O N S E R V A T I O N T R U S T

As a community we are proud that visitors arriving in the Willistown area for the fi rst time are smitten by the beauty of our countryside. Driving west on Goshen Road from the Philadelphia suburbs, one notices dense suburban neighborhoods dramatically giving way to open meadows, split rail fencing, grazing horses, and Chester County vernacular stone barns and buildings. A similar visual transformation occurs driving east on Route 3 from West Chester. Strip malls and gas stations start to thin out while expanses of grasslands and wooded hillsides begin to appear at Dutton Mill Road.

This oasis of rural landscape amidst a burgeoning metropolitan area has not happened by chance. It is the result of many private landowners like you who love the land and have decided to permanently protect it.

The remarkable Willistown community enjoys a land conservation ethic that has developed over the past 30 years. With help from the founders of the Trust, a few visionary landowners protected their land from development back in the early 1980’s. These brave landowners paved the way for numerous others who have since added their land to this reservoir of open space, creating an extraordinary haven for people and wildlife.

The critical mass of protected land in the Willistown area preserves a particularly beautiful and special part of Chester County. The area is rich with gently rolling hills, streams, woodlands, and an agricultural history marked by farm houses, barns, mills and pasture land. The undeveloped land in the Willistown area provides refuge for such a diversity of birds that the Audubon Society has designated

it as an “Important Bird Area”, part of a global network of places recognized for their outstanding value to bird conservation.

Despite the nearly 6,000 acres already protected, en-croaching suburban development still threatens the Willistown countryside. The Trust has identifi ed over 4,000 acres of critical lands which remain vulnerable to development. If these lands are not protected, much of what remains of our rural landscape eventually could be transformed by sprawl development that is neither sensi-tive to the pastoral landscape nor to the Chester County architecture that makes this place so special.

The primary tool used to protect land from development in the Willistown area has been the conservation easement, a legal document that allows a landowner to retain private ownership and enjoy certain fi nancial benefi ts while preserving the natural and scenic resources of their land.

This guide to conservation easements is designed to as-sist landowners who are considering protecting their land for future generations. It provides testaments from some of our friends and neighbors who have donated conserva-tion easements and explains how you as a landowner can use this legal instrument to add the land you love to the acres of protected countryside in the Willistown area.

Enjoy and please feel free to call me at any time (610.353.2562 ext. 23) with your questions or comments.

Executive Director

HEROES OF THE WILLISTOWN COUNTRYSIDEJoin The Many Landowners Who Have

Donated Conservation Easements

W I L L I S T OW N C O N S E RVAT I O N T RU S T 1


A FLEXIBLE TOOL FOR PROTECTING LAND

WHAT IS A CONSERVATION EASEMENT?

Landowners in the Willistown area are the primary stewards of the natural and historic heritage of our countryside. Fortunately, the use of conservation easements provides a fl exible option for private land-owners who wish to preserve the natural resources of their lands while still meeting their fi nancial objectives.

A conservation easement is a fl exible tool that pro-tects land while leaving it in private ownership. It is a legal and binding agreement between a landowner and a qualifi ed conservation organization such as the Willistown Conservation Trust. The easement exists in perpetuity, is recorded with the deed to the property, and applies to all future owners.

Open meadows, rolling hills and split rail fencing are characteristic of the Willistown rural landscape, just 45 minutes from center city Philadelphia.

W I L L I S T OW N C O N S E RVAT I O N T RU S T


2

As holder of the easement, Willistown Conservation Trust agrees to see that the restrictions detailed in the easement are upheld in perpetuity.

The landowner retains title to the property and con-tinues to have all rights and obligations of ownership except for those rights specifi cally restricted under the terms of the easement. The retained rights in-clude the right to sell, lease, bequeath, and subdivide the property subject to the terms of the easement.

What Are The Typical Restrictions?

Under the terms of the conservation easement agreement, the landowner agrees to restrict cer-tain future uses of the property. Each easement is unique and tailored to the specifi c property and the needs of the landowner. Typical restrictions are designed to:

Protect the special natural, historic and • scenic features of the property such as woodlands, wetlands, streams, open fi elds, steep slopes, historic buildings and scenic views.

Limit the future development of the prop- • erty. Future residential sites may be designated depending upon the size of the property and its special features and the needs of the landowner.

Prevent harmful activities• such as commer- cial and industrial uses, quarrying and excavation, and the dumping of solid or liquid waste.

Does The Easement Permit Public Access?

The conservation easement does not necessarily permit public access to the property unless it is the specifi c desire of the landowner to include an accessible area or a trail easement corridor as part of the easement. Many landowners who have donated conservation easements in the Willistown area have

Conservation easements assure the protection of the special natu-ral historic and scenic features of your property in perpetuity.



“The fact that our family could participate in some small way in this larger preservation effort is personally rewarding. As the world around us continues to be developed at an accelerating pace, we are part of something unique and special, a place where people and animals can enjoy the natural beauty of the land; an experiment gone right.”

Tim RubinConservation Easement Donor

Providence Road

How Do Conservation Easements Benefi t The Willistown Community?

Conservation easements serve to protect the Willistown area’s important natural and scenic assets–its water resources, wildlife habitats, agricul-tural lands, open space, historic structures, trails, and scenic views–without the need for appropriating pub-lic funds. Lands under conservation easement remain in private ownership and do not require public funds for support and maintenance.

Because conservation easements are granted in perpe-tuity, the community can depend upon eased lands as permanently protected open spaces– a lasting result not possible through zoning or other land use regula-tions.

included trail easement corridors, resulting in a won-derful network of preserved walking and riding trails throughout the countryside. The inclusion of a trail easement corridor often enhances the deductibility of the easement donation by helping to meet the IRS “public benefi ts” test.

“The care of the Earth is our most an-cient and most worthy, and after all our most pleasing responsibility. To cherish what remains of it and to foster its re-newal is our only hope.”

-Wendell Berry



4

How Do Conservation Easements Benefi t The Landowner?

Landowners who donate conservation easements derive immense satisfaction from knowing that the scenic and natural resources of the land that they have lived on and cared for will be protected for the use and enjoyment of future generations.

Conservation easements often provide families with the opportunity to plan together for the future use of the land thereby avoiding possible confl ict and misunder-standing at a later time.

Neighboring landowners who donate conservation easements on contiguous properties can provide mutual protection against unplanned development, and share the benefi ts of protecting larger resource areas such as watersheds, woodlands, and scenic landscapes.

Landowners who donate conservation easements gener-ally are eligible for signifi cant fi nancial benefi ts through the reduction of federal income, gift, and estate taxes.

Conservation easements give landowners peace of mind, knowing that their commitment to protecting their land will forever remain an enduring legacy for their family and the community.

Protected open spaces in the Willistown area are helping to facilitate a resurgence in small scale sustainable farming, as exemplifi ed by the Trust’s Rushton Farm CSA on Delchester Road.

Conservation easements in the Willistown area preserve special features such as public viewsheds, like this special image cap-tured on Providence Road.



The owners of Crossbrook Farm on Crum Creek wished to ensure that development would never occur near its sensitive banks. Willistown Conservation Trust designed a conservation easement tailored to the natu-ral and special features of the property.

FINANCIAL CONSIDERATIONS

FEDERAL INCOME TAX BENEFITS

In l969 Congress enacted legislation which permits a landowner to take a charitable deduction for the donation value of a qualifi ed conservation easement. Internal Revenue Service regulations issued in l986 better defi ned the guidelines, including certain “conservation purposes” which must be met for an easement to qualify as a tax deductible charitable donation (Reg. Sec. 1.170A-14).

Passing The “Conservation Purposes” Test

The value of an easement may be deductible for fed-eral income tax purposes if the easement is donated to a qualifi ed organization such as Willistown Conservation Trust, and meets at least one of the following “conservation purposes”.



6

An 18th century mill was among several historic buildings on this 20 acre farm on Grubbs Mill Road, now permanently protected by conservation easement.

Value Of The Donation

The value of the donation is determined by a quali-fi ed appraisal and is generally equal to the difference between the fair market value of the property before and after the donation of the easement. The dif-ference between the “before value” and the “after value”, less any ancillary benefi t to the donor, is the amount which can be considered as a charitable do-nation for income tax purposes.

Assume, for example, that the owners of an unre-stricted property worth $1,000,000 place a conserva-tion easement on the land precluding future residen-tial development and protecting the environmental features for the benefi t of the general public. If a qualifi ed appraiser then determines that the prop-erty’s fair market value is reduced by the easement to $600,000, the charitable donation would be valued at $400,000.

Conservation Purposes 1. The preservation of land areas for recreation by, or the education of, the general public.

2. The protection of a relatively natural habitat of fi sh, wildlife, or plants, and similar ecosystems.

3. The preservation of open space, including woodland and farmland, for either the scenic enjoyment of the general public or when such preservation is pursuant to a clearly delineated governmental conservation policy. In either case, a signifi cant public benefi t must result from the preservation of such open space.

4. The preservation of an historically important land area or certifi ed historic structure.

Conservation easements in the Willistown area have been drafted to address most or all of the conserva-tion purposes. The rolling hills, lush stream valleys, and historic Chester County homes and barns make the Willistown countryside highly suitable for conservation easement donations.

In addition to meeting at least one of the four conser-vation purposes, the IRS requires that an easement must be granted in perpetuity and given to a qualifi ed recipi-ent organization such as the Willistown Conservation Trust. The qualifi ed organization must (1) hold the easement solely for the stated conservation purposes; and (2) be able to enforce the easement and be prepared to take legal action, if necessary, to uphold its terms.



“We have six children and one of the best things we can give them and their children is a place where nature’s beauty will stand forever. Otherwise they’ll never know what a farm is, where food comes from, or the joy of galloping over our hills. These are things we want to have carried on for generations. I can’t think of a more important gift for our children than the permanent protection of this land.”

-Janice MurdochConservation Easement Donor

On Point FarmGoshen Road

If the donor were in the 35% tax bracket the tax sav-ings would be $140,000:

($400,000 X 35%) = $140,000(Approximate tax savings)

While virtually all conservation easements reduce property values, there is no rule of thumb for deter-mining the diminution in value. Reductions in value can range from less than 10% to more than 90% of the fair market value depending on the limitations put on the property and the purposes for which it can thereafter be used. In general, the reduction tends to be greatest where a highly restrictive ease-ment is placed on prime developable land in an area experiencing intense growth.

Limitation On Annual Charitable Deductions

The tax law limits the maximum annual charitable deduction a donor can take. A gift of appreciated property (which includes most gifts of land and conservation easements) formerly limited the tax deduction to 30% of the donor’s adjusted gross in-come with an allowance for the unused balance to be carried forward for an additional fi ve years. Because of an adjustment to the Tax Act which is applicable through 2009, the deduction has been extended to 50% of adjusted gross income per year with the unused balance to be carried forward for up to 15 additional years. It is hoped that this provision may be extended beyond 2009.



8

ESTATE TAX BENEFITS

Reduction of Taxes

Estate taxes may prevent a family from passing land eas-ily from one generation to the next. When landowners die and leave land to their children, the heirs may fi nd that the property has appreciated dramatically since it was purchased, making it diffi cult to pay inheritance and estate taxes. This may force heirs to sell all or part of the land to pay the estate tax.

The federal estate tax and state inheritance tax are based on the fair market value of a property at the time of a landowner’s death. Because conservation easements reduce the appraised fair market value of the land, an easement donated by a landowner prior to death, or by will, reduces the total value of the estate. While an-nual income tax deductions for such gifts are limited, as discussed, the reduction in federal and state estate taxes can provide signifi cant additional tax savings.

Estate Tax Exclusion

As part of the Tax Relief Act of 1997, a landowner’s estate is now additionally entitled to exclude from taxation a portion of the estate net assets equal to a percentage of the value of a qualifi ed conservation ease-ment placed on the property by the descendant or his or her family. The maximum exclusion of $500,000 potentially represents substantial tax savings. The quali-fi cation for and calculation of this exclusion is depen-dent upon a number of intricate considerations which should be carefully reviewed by the landowner and their advisors.

Donating An Easement By Will A conservation easement can also be granted by will. With this option estate taxes can be reduced; however, you will not receive an income tax benefi t. If you intend to donate an easement by will, it is necessary during your lifetime to agree upon the terms of the easement with the Willistown Conservation Trust. This collaborative planning ensures that the easement meets your conservation goals as well as the objectives of the Trust. The proposed easement may be added as a

“The earth is common ground and gradually the idea is taking form that the land must be held in safekeeping, that one generation is to some extent responsible to the next.” -E.B. White

Protected open spaces in the Willistown area make riding, hiking, birding, fi shing, hunting, beagling, fox hunting, farming and other outdoor activi-ties possible now and forever.



“It was the best scenario that could have hap-pened. If the Trust hadn’t been here to advise us, there would probably be another cloche of naked behemoths with Palladian eyes covering these farm fi elds and forests. Now instead, together with our neighbors who followed, there are many hundred contiguous acres of open country. So, I advise you, put your land under conservation easement. You will never regret it, as I haven’t.”

Frances Ellen Paul1916 - 2004

Conservation Easement DonorFeatherfi ield Farm, Marlborough Road

codicil to your will, with specifi c instructions to your executor to complete the easement in the event of your death. Your will can be amended later if family or fi nancial circumstances change, or if you grant the easement in your lifetime. Meanwhile, you will have protected the land and potentially lowered your estate taxes.

LIFETIME GIFT TAX BENEFITS

The donation of a conservation easement reduces the appraised value of the land, and thus may reduce federal gift taxes associated with a gift of land to others during your lifetime.

“We have been the most prodigal of people with the land, and for years we wasted it with impunity. There was so much of it, and no matter how we fouled it, there was always more over the next hill, or so it seemed.”

-William H. Whyte

Please note: Landowners considering the donation of a conservation easement should consult their personal advisors regarding all legal and tax implications.



10

THE CONSERVATION EASEMENT PLANNINGPROCESS

The most important part of the easement process for the Willistown Conservation Trust is to understand your individual needs and desires in planning for the future of your property. We will then work closely with you to design a Conservation Plan which will preserve the natural and scenic characteristics of your property, meet your specifi c fi nancial objectives, and further the conservation goals of the Trust and the community.

Because easement donations require approval by the Board of Trustees, the Conservation Plan must meet the criteria for accepting easements established by the Trust. For property owners interested in receiving favorable tax treatment, the Trust will carefully research and docu-ment the “conservation purposes” of the easement.

“While we had always shared a rational understanding of how important it is for all of us to help with conserva-tion, it wasn’t until we had actually bought Garrett Mill Farm and conserved it that we truly understood the joy of knowing that this land will be much the same in 200 years as it was 200 years ago”.

Tony HitschlerConservation Easement Donor

Garrett Mill FarmGarrett Mill Road



EASEMENT PLANNING STEPS The process for planning a conservation easement includes the following steps:

1. Defi ning the Landowner’s Objectives The Trust will meet to discuss landowners’ desires for the future preservation of the property and to understand the family’s fi nancial and tax planning considerations. We will walk the property with the landowner and evaluate the natural, historic and sce-nic resources of the property.

2. Preparation of the Proposal and Cost Estimate A proposal and cost estimate will be presented to the landowner for planning and preparation of the ease-ment documents.

3. Evaluation of the Property and Preparation of Natural Features Map The Willistown Conservation Trust will prepare a natural features map of the property which carefully details its physical characteristics, highlighting sensi-tive resources.

4. Development of Conservation Plan Proposals One or more conservation plans will be proposed for the landowners’ consideration.

5. Preparation of the Conservation Plan and Draft Conservation Easement Agreement The Trust will draft conservation easement docu-ments for review by the landowner and his or her advisors.

6. Preparation of Background Documentation Report The Trust will prepare a baseline documentation re-port establishing current conditions of the property, including research intended to meet IRS require-ments for easement donations.

7. Approval, Signing, and Recording of the Final Easement Agreement The fi nal easement agreement will be approved, signed and recorded with copies of the documents delivered to the landowner for safekeeping.

If there is an existing mortgage on the property at the time of the easement donation, the lender is required to subordinate the mortgage to the conser-vation easement.

“The planning process of preparing the easement documents took some time, but it was enjoyable because we got to know Bonnie and the capable staff at the Trust. Agreeing on details like the location of the new house and barn and trail corridors was easy because our thinking was parallel.”

-Janice Murdoch



12

ESTIMATING THE COSTS OF PREPARING AN EASEMENT

In order to be able to continue our work, we ask that the landowner reimburse the Trust for its costs in pre-paring an easement.

These costs will be estimated in the proposal prepared for the landowner at the outset of the project, and will cover the materials and staff time needed to complete the easement. In addition, easement donors will have their own legal, appraisal, and in some cases, survey-ing costs to consider. Surveying needs vary widely and depend upon the nature of the Conservation Plan in which the landowner is interested. In many cases no surveying is required.

In addition to the preparation costs, we request a one- time contribution toward our easement endowment fund in order to assure that the Trust is able to meet its obligation to uphold the terms of the easement in perpetuity. The amount of endowment requested is based on the size of the property, the complexity of the easement, and the amount of staff time which will be required on an annual basis to administer and monitor the easement. A certain amount of each endowment contribution is designated for legal fees should the need ever arise for the Trust to meet its obligation to defend the terms of the easement.

The easement endowment contribution and most of the costs of preparing the easement are deductible for income tax purposes.

Willistown area landowners are leaving an irreplaceable legacy of preserved open space and natural resources for the use and enjoyment of

many future generations.

“Each generation has its own rendez-vous with the land...By choice or by default, we will carve a land legacy for our heirs.” -Steward L. Udall

The Quiet Crisis

Why not become part of the Willistown land legacy?

Frances Ellen Paul Mr. and Mrs. William S. Stokes, Jr. Eliza T. Th ayer Eugenia C. Madeira Martha Stengel

Miller Mr. and Mrs. Robert H. Page Mr. and Mrs. Lawrence E. MacElree Mr. and Mrs. Alan Ameche Mary

Stokes Drayton Mr. and Mrs. Michael Foxman Mr. and Mrs. W. Perry Gresh Mr. and Mrs. Th omas H. Lewis,

Jr. Mr. and Mrs. Frederick S. Nicholas Dr. and Mrs. Donald E. Red Mr. and Mrs. Anson W. H. Taylor Mr.

and Mrs. Robert A. Th omas Mr. and Mrs. James L. Van Alen, II Mr. and Mrs. David L. Van Schaick Fox Creek

Associates David W. Kirby Willistown Land Associates Th addeus R. Trout Mr. and Mrs. John G. Harkins, Jr.

Mr. and Mrs. Peter O. Hausmann Mr. and Mrs. Jerome R. Keough Mr. and Mrs. Robert McClements, Jr. Edward

S. and Ruth C. Neilson Mr. and Mrs Douglas Peel Mr.and Mrs. John C. Haas Willistown Friends Meeting

Mr. and Mrs Paul B Harron, Jr Mr. J Gibson McIlvain Mr. and Mrs George Strawbridge Mr. and Mrs. Henry

M. Chance, Jr. Steve, James, Henry and Mark Chance: Mr. and Mrs. Robert C. Legnini Gwynne G. McDevitt

Mr. and Mrs. John J. Nesbitt Mr. and Mrs. Douglas C. Walker Susanna M. Wall Mr. and Mrs. George S Hundt

Mr. and Mrs. Richard S Koff ey Mr. and Mrs. Robert N. Spahr Mr. and Mrs. Richard H. Th ompson Anne

French Th orington Mr. and Mrs. William L. Van Alen Mr. and Mrs. Daniel S. Berman Bentley Construction

Company Mr. and Mrs Brice M. Claggett Mr. and Mrs Henry H. Meigs Mr. and Mrs. A.J. Clegg Mr. and Mrs.

Th omas J. Scanlon Gwynne G. McDevitt Freedom Industies Mr. and Mrs. James Nolen Mr. and Mrs William

Wilson Mr. and Mrs. Paul Gansky Dr. and Mrs. Leldon P. Pitt Mr. and Mrs. Robert S. Douglas Mr. and Mrs

Th omas S. Gates Mr. and Mrs. Edward B. Leisenring, Jr. Mr. and Mrs. William L. Oliver Radnor Hunt Pony

Club Mr. and Mrs. Owen B. Rhoads Mr. and Mrs. Lee T. Stull Mr. and Mrs. Michael A. Wall Mr. and Mrs.

Arthur A. Zimmerman Mr. and Mrs. Eric McKechnie Mrs J. Maxwell Moran Radnor Hunt Mr. and Mrs. Dale

B. Goodman Drs. Richard M. and Maureen L. Yelovich Mr. and Mrs Richard A. Barlow Mr. and Mrs. Philip J.

Harvey Mr. and Mrs. George H. Knoell, III Gwynne G. McDevitt Mr. and Mrs Francis L. Doyle Eloise M. Hill

Groves Mr. and Mrs. Francis E. Buzan Russell/Keough/Clement Trust Applebrook Associates Mr. and Mrs.

Alejandro Zozaya Open Connections Mr. Timothy Rubin and Mrs. Lisa Kizuik-Rubin Mr. and Mrs. Jeff rey R.

Westphal Mr. and Mrs. Abner Kingman Mr. and Mrs. Charles C. Moller Mr. Robert G. Roskamp Willistown

Township Malvern Borough Mr. and Mrs. William Howard Mr. and Mrs. Ralph Th urman Mr. and Mrs. John

Mullen Mr. and Mrs. Eustace Mita Mr. and Mrs. Mark Turner Marsh Family Mr. and Mrs. John Marsh and

Karen Heft Mr. and Mrs. Paul Th ompson Mr. and Mrs. Michael Stolper Mr. and Mrs. Rodman Th ompson

Mr. and Mrs. Richard Shorr Natural Lands Trust GCV Soccer Association Mr. and Mrs. Stephen Sordoni

Dr. Patricia Torna/Dr. Richard DiSimone Mr. and Mrs. Anthony Hitschler Mr. William Warden III Historic

Sugartown, Inc. Mr. and Mrs. Daniel W. Potts Mr. Calvin W. Schmidt Ravenwood Trust Ellen Mary Meigs/

Crumdale Assocs. LP Mr. and Mrs. Gary Gorton Mr. and Mrs. Nathan Schwartz Mr. Britton H. Murdoch

Penelope W. Watkins Mr. and Mrs. Sean E. O'Hara Willistown Township Mr. and Mrs. James W. Hutchin Mr.

and Mrs. George F. Rubin Ms. Shirley Lear & Ms. Marijane Lear Mr. Robert G. Roskamp Kirsten G. White

Conservation Easement Donors

AreHeroes of the

Willistown Countryside

“Here is your country. Cherish these natural wonders, cherish the natural resources…the history…the romance, for your children and your children’s children. Do not let selfi sh men or greedy interests skin your country of its beauty, its riches or its romance.”

-Theodore Roosevelt

W I L L I S T O W N C O N S E R V A T I O N T R U S T925 Providence Road

Newtown Square, PA 19073 (610) 353-2562 ~ Fax: (610) 325-0869

E-mail: [email protected] www.wctrust.org

Special thanks to Timothy B. Barnard, Esq. of Barnard, Mezzanotte, Pinnie & Seelaus for his generosity in provid-ing legal review.

Photography: Betsy Block, Mary Hunt Davis, Fred de Long, Elizabeth Stokes, Chris Thompson, John Turgeon, Bonnie Van Alen, Chris White

Heroes of the Willistown CountrysideA Landowner’s Guide to Conservation Easements

was made possible by a grant from the William Penn FoundationRev. 2/09 Printed on recycled paper

What is a Conservation Buyer Program?

Willistown Conservation Trust has become well-known as

a resource for conservation-minded buyers and for realtors

with conservation-minded clients wishing to purchase and

preserve larger tracts of land in our area. We assist

Conservation Buyers in creating the best conservation

plan to permanently protect the significant resources of

the land they acquire. Conversely, conservation-minded

sellers wishing to keep their property intact often contact

the Trust for help in finding an appropriate buyer.

How the WCT Conservation Buyer Program Works

We ask prospective Conservation Buyers to fill out a questionnaire providing

information such as: a description of their ideal property; number of acres desired;

preference to build new construction or perhaps restore an historic residence; type of

landscape desired; budget range; and proposed uses for the land. The Trust maintains

this information in a database, and Conservation Buyers are matched with available

lands as they are identified by the Trust. Please keep us in mind if you are a

conservation-minded buyer, OR a conservation-minded seller.

For more information, please contact:

John Turgeon

Director of Public Grants &

Associate Director of Land Protection

(610) 353-2562 x 11

The Conservation Buyer form is

available online at:

www.wctrust.org/Resources/ConservationBuyerProgramform.pdf

Conservation Buyer Program

1

Willistown Conservation Trust Conservation Buyer Program

The Willistown Conservation Trust (WCT) Conservation Buyer Program is designed to

match conservation minded buyers looking for property in the Willistown area with

appropriate conservation land identified by WCT as critical for protection.

Additionally, conservation minded sellers enlist WCT to identify conservation buyers

for their property.

If you are a prospective buyer and feel that you share the Willistown Conservation Trust

goals to preserve the special natural and scenic resources of the Willistown countryside,

please help us find the best property for you by providing the following information:

Name Date

Address

Phone

1. Description of your ideal Conservation Property.

2. Approximate number of acres desired?

3. What is your preferred geographical location?

4. Intended use of Property (horses, sheep, country enjoyment, etc.).

2

5. Do you prefer land to build on, or land with existing structures?

6. What is your need for structures on the property? Main Residence (size),

barn, stable, tennis court, swimming pool, etc. Please list:

7. Are you interested in historic structures or historic restoration possibilities?

8. What is the purchase price you would expect to pay for the ideal property?

Range: $ to $ .

9. Is there any other information that might help WCT find the right property

for you?

10. If you were to purchase a property in the Willistown area, would it be your

intention to donate a conservation easement to the Willistown Conservation

Trust to preserve its special natural and scenic resources?

Please send this form to the Willistown Conservation Trust at 925 Providence Road,

Newtown Square, PA 19073 or fax it to 610-325-0869 or e-mail it to [email protected]

willistown conservation rust combined...2014/01/16 · 61 barr road 610-716-2450 cell malvern, pa...

Documents