Barrier 1: Agency lacks sufficient and diverse funding to provide programs and services to broader constituencies
Most agencies continue to seek but still lack sufficient and diverse funding to meet their mandate. Funding from sources not tied to hunting and fishing fees (e.g., Pittman-Robertson and Dingell-Johnson acts) is needed to design, test, implement and evaluate programs and services that meet the needs of broader and underserved constituencies.
Strategy 1: Modify agency funding models to provide sufficient support for diverse programs and services.
To address the lack of sufficient and diverse funding, agencies can modify their existing agency funding model so that it includes funding that can support programs and services for broader constituencies. This can include gaining an understanding of current legal authorities and constraints as well as formal and informal policies and practices related to the allocation of funding. Agencies can explore new approaches to acquire additional and diverse sources of funding and develop plans on how to acquire and effectively use new funding to provide programs and services to broader constituencies.
Step 1: Document and communicate how existing funding models and formal and informal policies might be limiting the agency’s ability to serve and engage all constituents.
Tactic 1: Review and document the formal legal authorities and limits of current funding sources (federal, state, provincial, and others).
A review should be conducted that describes the authorities and constraints of current funding sources. The review should be comprehensive and include all sources of funding including federal, state, provincial, and other sources, such as funding from voluntary or mandatory mitigation, foundations, or private conservation groups.
Tactic 2: Review and document formal and informal policies and practices regarding acquisition and allocation of funding.
There may be formal or informal policies and practices that govern how funding is secured and allocated. A review should focus on identifying outdated or unintentional constraints.
Tactic 3: Communicate to staff, stakeholders, and members of the public about how the agency is currently funded and how that funding is used.
It is critical to communicate to staff and the public how the agency is currently funded and how that funding is used to achieve the agency’s mission. There may be a lack of understanding, misinformation, or myths associated with an agency’s funding that should be addressed through strategic communications.
Tactic 4: Identify gaps in funding.
Identifying gaps in funding to meet large goals (e.g., engaging and serving broader constituencies) will help determine specific needs and can be used to advocate for and secure sufficient and more diverse funding that will improve programs and services to all constituents.
Step 2: Explore and evaluate potential ways to diversify current funding sources and modernize policies that will support broadening services and programs for more diverse audiences.
Tactic 1: Develop internal and external communications campaigns about funding.
Internal and external communications campaigns can highlight agency needs and garner support for additional or more diverse funding sources. Appropriate staff, not just agency leaders, should fully understand the processes, opportunities, and potential constraints in requesting additional funding from federal, state, provincial, and private funding sources.
Tactic 2: Explore nontraditional funding sources.
The full breadth of nontraditional funding sources that may be available (e.g., private foundations, industry/business) should be explored. Some agencies have had success in aligning conservation-related funding requests with those that also address quality-of-life issues (e.g., urban green spaces, safe drinking water, floodwater abatement/control, nature-based experiences that promote human health and well-being). Building new and strengthening existing relationships with agency foundations could help leverage philanthropic support when seeking alternative funding sources.
Tactic 3: Work with partners to explore different sources of funding.
Agency partners can play a key role in supporting efforts to identify and analyze new funding sources. Partners can also advocate for new funding opportunities or initiatives, something many agencies are not able to do.
Tactic 4: Learn from other agencies about their funding models.
Consult with staff from other agencies about their funding models and processes. Lessons learned from both successful and unsuccessful initiatives to acquire and use new funds should be discussed.
Step 3: Develop and implement a plan to acquire alternative or additional funding.
Tactic 1: Develop short- and long-term approaches to secure more (and more diverse) funding.
By developing long-term and short-term approaches to diversify funding, an agency can pursue funding to cover immediate needs while also focusing on more permanent solutions. When developing an approach, an agency should develop communication instruments that show how the funding will be used and how the public will benefit.
Tactic 2: Target key appropriations influencers.
Develop a longer-term campaign that strategically targets key individuals in the legislative system that can influence funding decisions. As part of the campaign, use strategic communications to help legislators understand how increased funding can help serve broader constituencies.
Tactic 3: Work with policymakers and partners to advocate for diversified funding.
Policymakers, regional and national organizations, and partners can assist in developing legislative proposals and advocating for local, state, provincial, and federal legislation to diversify funding.
Tactic 4: Support national, regional, state, provincial, and local efforts to increase and broaden funding sources.
Efforts to increase and diversify state, provincial, and federal funding to benefit all constituencies should be supported by the agency. Support should be secured from an agency governing body or executive leader and the funding need should be communicated to policymakers and constituents. The agency should provide examples of how the new funding would be used. Staff should be involved in the campaign, if appropriate.
Step 4: Acquire and use sufficient and diverse funding sources to create programs that serve broader constituencies.
Tactic 1: Work with partners to identify and secure alternative funding sources.
Partners can help identify and advocate for new funding and secure resources to launch a campaign. The Association of Fish and Wildlife Agencies and the University of Michigan have compiled a list of alternative funding sources and a number of states are actively working on new funding approaches.
Tactic 2: Implement programs that target, engage, and serve broader constituencies.
Even before funding is secured, an agency should begin initial planning to decide how best to use new resources so there is not a delay in putting new funding on-the-ground. Partners and stakeholders should be involved in the process to identify priorities and approaches.
Tactic 3: Routinely monitor and document new program participation and outcomes.
Metrics to monitor and measure performance of new and existing programs and services should be developed and used routinely to ensure they are meeting established goals and the changing needs of constituents.
Other Resources for Barrier 1
The Investing in Wildlife report compiled by AFWA and the University of Michigan provides an overview of wildlife funding as well as case studies for selected states.
© California Department of Fish and Wildlife
The California Department of Fish and Wildlife has a tent at “The World’s Largest Salmon Barbecue,” a public fundraiser for salmon conservation.
