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SG-W:/ Re[2]: failure notice

        Dear smart-growthers. FYI.  Bruce Manny

> August 12, 1999
> To:     Supporters, partners and friends of the Michigan Outdoors Habitat 
> Brokerage, Inc., project
> From:   Chris Bunch, Executive Director 
> Re:     Discontinuation
> Dear Friends,
> It is with the deepest personal regret that I announce the dissolution of 
> Michigan Outdoors Habitat Brokerage, Inc. (MOHBI) project.   After a 
little over
> two years of trying to develop a viable conservation brokerage business in 
> Michigan, the efforts must cease due to lack of financial resources.
> The MOHBI was launched as a Michigan non-profit company that was a 
licensed real
> estate brokerage.  The goals of the project were to: 
> 1. Protect land from conversion and development by helping interested 
buyers and
> sellers of real estate achieve personal, financial and conservation goals, 
> working with them to integrate land protection measures into real estate
> transactions
> 2. Ultimately, to fund continuation of the project through fees and 
> earned for the services provided.
> The services provided necessitated integrating the knowledge, skills and 
> of the land protection community with those of the real estate community; 
> landowners and buyers aware of alternatives to subdivision and conversion 
> land, and developing transactions that protected land and benefited all 
> parties involved.
> Helping the real estate community to understand and use land protection 
> allowed additional means to meet client needs.  Accessing resources of the 
> estate community enhanced the ability of the land protection community, 
> providing access to a larger base of landowners, harnessing successful 
> techniques and additional voices for the conservation cause.  Together 
this gave
> private property owners, who control and maintain the majority of land
> resources, greater means to meet goals and needs and to help preserve the 
> integrity of natural resources for future generations.
> Challenges included working to evolve a more cooperative approach between 
> land protection and real estate communities, where exists a relationship 
that is
> sometimes perceived as being at odds; and working to streamline the
> sophisticated and often times resource intensive nature of land protection 
> efforts.  Meeting and overcoming these challenges was critical to 
developing an
> economic viability that would allow the project to meet its goal of self 
> perpetuation through service generated income.  This objective was 
> key to the project: developing an approach that earned its way into being 
> through a market based approach, rather than having to rely on the 
> conservation model of public support through governmental and/or 
> funding.
> The project was pursued as a public trust mission.  Defined by the 
> status, these efforts would benefit the cause of conservation and society 
> large by improving resource conservation.  The approach included pursuing 
> developmental needs and at the same time actively functioning in the field 
as a
> brokerage, developing transactions that protected land and generated 
> This gave the ability to apply knowledge gained in the developmental 
stages, to
> identify and isolate additional needs through experience in the field, and 
> earn income to support the efforts. 
> From the outset, it was understood significant amounts of research, 
> and education were necessary to develop the concept and the marketplace. 
> strategic and business plans anticipated drawing a portion of sustaining 
> from the business activities, and drawing on the foundation community for 
> additional operating needs and support of the developmental efforts.  Due 
to the
> innovative nature of the approach, a five year timeline was projected, 
over the
> course of which it was anticipated that business income would increase,
> decreasing the need for developmental work and operating support.  Though 
> successful in developing the resources necessary to launch the project, 
> to generate revenue to sustain the developmental efforts and operational 
> above those supported by the business income, went unfulfilled. 
> During the life of the project over 1000 acres of land were protected with 
> conservation easements granted to various land conservancies.  The 
> benefited the buyers and sellers through the economic incentives available 
> conservation actions.  They produced income for the real estate concerns 
> involved.   They produced revenue for the land conservancies, either 
> endowment contributions from buyers, sellers and real estate concerns 
> or through income generated from resale of lands purchased, restricted and 
> resold.
> In addition to the land protection and revenue results, an inventory and 
> of privately protected lands in Michigan was completed.  A project that 
> standardized reporting criteria for land protection efforts, to be used 
> throughout the public and private land management and protection 
communities was
> completed.  Significant exposure for the cause of private land protection 
> gained through a number of media sources including newspaper and magazine 
> articles, television and radio interviews, along with a number of 
> to various interest and professional groups. 
> Discontinuation of the project leaves behind a number of defined but 
> developmental projects, designed to isolate and synthesize market 
> and conservation techniques; to streamline and enhance the process of 
> land protection.  Also left behind are a number of ongoing brokerage and 
> protection projects which, when concluded, will result in additional 
> protected from conversion and development, revenue generated and financial 
> for the participants.
> Ongoing protection projects are being accepted by individual agents that 
> directly involved in them. The agents accepting responsibility for these 
> projects have been active and effective supporters of conversation for 
> years, and of the MOHBI project throughout its duration. All developmental 
> information will be assigned to the Michigan Wildlife Foundation, the 
> founder, supporter and funder.  I will transfer my real estate license to 
> referral division of Coldwell Banker Schmidt Realtors in order to assist 
> bringing remaining projects to a successful conclusion.   Consistent with 
> goals and structure of the MOHBI project, a portion of any proceeds that 
> result from any of the ongoing projects will go to the MWF to sustain its 
> conservation education efforts.
> I wish to extend my deepest appreciation to all of those that have 
supported and
> assisted these efforts. To the Great Lakes Protection Fund, the Glassen 
> Foundation, Michigan Caterpillar, Jerry Frost, The Dow Chemical Company, 
> Lagina Family Foundation, Consumers Energy Foundation and Coldwell Banker 
> Schmidt Realtors, for their financial support.  To the Michigan Wildlife 
> Foundation for its role as  founder, principal funding entity and 
> partner.  To the Michigan United Conservation Clubs for editorial, 
> and administrative support.  To the public and private land protection and 
> management communities for their expertise, guidance and participation.
To the
> individuals who have participated in various projects for their personal 
> contributions of time, effort and money.  To the group of extremely 
talented and
> committed individuals who served on the MOHBI board of directors. 
> For anyone interested in additional information, I may be contacted at 
> 271-4673.  Thank you to all that supported and participated in these 
> Sincerely,
> Chris Bunch
> Executive Director
> --IMA.Boundary.746614539--

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