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28 ANNUAL REPORT 2018–2019 Looking ahead Here’s what we are planning for the future: • Rally Canadians to help us meet the final 20 per cent of our $750-million Landmark Campaign goal. • Develop a new strategic plan to guide NCC from 2021 and onward. • Launch the Natural Heritage Conservation Program, our new public-private partnership. • Host a national conference to advance new approaches to finance conservation. • Build capacity to support Indigenous leadership to further Indigenous Protected and Conserved Areas. • Enhance services for a growing French supporter base. • Launch an employee communications program. • Continue to invest in new technology to help update systems to support land information and donor relationship management. • Continue to connect more Canadians to nature through NatureTalks, Nature Score and Conservation Volunteers opportunities. • Inspire more Canadians to consider leaving a gift to NCC in their Will.
29 MANAGEMENT REVIEW OF FINANCIALS As we closed this fiscal year, we were pleased to report a number of positive outcomes. In addition to conserving a significant number of hectares, NCC invested in fundraising capacity and technology. ANNUAL REPORT 2018–2019 REVENUES Overall revenues were $89.0 million with an additional $6.2 million in restricted endowment contributions. These revenue results were higher than budget as the organization was able to be opportunistic in securing a significant new property — Next Creek in BC — with funding commitments from public sources that exceeded expectations. The sale of carbon offsets is now established as a significant revenue source and we continue to experience positive results from the commitment to invest into our fundraising team and donor support infrastructure. 9% Other 10% Corporations 15% Foundations & Organizations 41% Government EXPENSES Total expenses were $89.6 million, being higher than budget given the costs to complete opportunistic property acquisitions. With this being the final year of our federal funding agreement, contribution support to other land trusts were lower than the previous year but will resume higher levels again under the new federal agreement. 25% Individuals Our funders: Average over last 5 years As reported in previous years, NCC continues to execute on strategic investments made in the development and marketing areas to increase our fundraising capacity, in terms of both staff investments and increased access to new technology solutions. As a result, overhead ratios can vary year over year. Management believes the five-year average in reporting these ratios is a better indicator in reporting the benefits derived versus results in increased conservation outcomes. Following transfers from internally restricted net assets, NCC posted a surplus of $0.9 million (2018 surplus = $0.4 million), reflecting prudent financial management. Total funds in land stewardship and science endowments stand at $138.3 million, representing 19 per cent (2018 – 19 per cent) of the overall value of the NCC land portfolio and a testament to NCC’s financial commitment to stewarding these lands in the long term. NCC continues to maintain a healthy balance sheet and reserve funds, with very limited long-term debt and trade payables in amounts owing. 78% Land, Programs* & Endowments Average donor funds invested over last 5 years *Investing in science and technology to acquire conservation lands and maintain the plants and animals on these lands. 11% Administration 9% Philanthropy & Marketing 2% Communications
- Page 1 and 2: CELEBRATING OUR CONSERVATION HEROES
- Page 3 and 4: Vision We envision a world in which
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- Page 15 and 16: 15 PROTECTING PEI’S WETLANDS East
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- Page 19 and 20: 19 CONNECTING WILDLIFE AND LAND Mid
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- Page 23 and 24: 23 KEEPING CONSERVATION IN THE FAMI
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- Page 37 and 38: 37 Estate Gifts Irene Bauman Robert
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28<br />
ANNUAL REPORT 2018–2019<br />
Looking<br />
ahead<br />
Here’s what we are planning<br />
for the future:<br />
• Rally Canadians to help us meet the final<br />
20 per cent of our $750-million Landmark<br />
Campaign goal.<br />
• Develop a new strategic plan to guide<br />
<strong>NCC</strong> from 2021 and onward.<br />
• Launch the Natural Heritage<br />
Conservation Program, our new<br />
public-private partnership.<br />
• Host a national conference to advance<br />
new approaches to finance conservation.<br />
• Build capacity to support Indigenous<br />
leadership to further Indigenous<br />
Protected and Conserved Areas.<br />
• Enhance services for a growing French<br />
supporter base.<br />
• Launch an employee communications program.<br />
• Continue to invest in new technology to help<br />
update systems to support land information<br />
and donor relationship management.<br />
• Continue to connect more Canadians to<br />
nature through NatureTalks, Nature Score<br />
and Conservation Volunteers opportunities.<br />
• Inspire more Canadians to consider leaving<br />
a gift to <strong>NCC</strong> in their Will.
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