|
Disclaimer: Although these are notes from
National Audubon Society Board Meetings, they are not official in any way. For
those lurking paranoids and National Socialists (to wit, or more properly, to
half-wit, Ron Arnold and Helen Chenoweth) who have in the past twisted these
notes to suit themselves, please have someone who understands English read this
and explain it to you: These Notes Are Personal and Not Official Notes or
Minutes of the National Audubon Society Board meetings. I am a member of the Board of NAS, nominated by the chapters
from the Western Region. I sit on the Public Policy and the States & Centers
Committees. Charles G. Bragg Jr. |
The meeting in Casper dealt with many issues. However, the primary area of concern for chapters was the proposal to restructure the Dues Share. I have decided to deal with that issue alone in these notes. In addition, there were several chapter members at the meeting, and two of them wrote excellent notes on the meeting. With their permission, I will use their comments instead of my own (mostly). In addition, the full text of the Resolution and the explanatory letter from the committee co-chairs is included at the end.
First, some history. For many years a "Dues Share" in the amount of $5.50 per chapter member per year has been distributed to chapters. An accounting decision lost in the mists of time assigned this expense to the combined Membership and Magazine divisions of NAS. Until several years ago, there was enough net revenue in these two divisions to pay this $5.50 without creating red ink. In recent years expenses have risen and as a result the full payment of $5.50 per chapter member has put the Membership and Magazine divisions into the red. It should be noted that these rising expenses have also restricted the Membership division from expanding its efforts. This has, according to them, had a significant effect on membership levels, which have remained static for the last ten years. It should also be noted that the $5.50 has remained a constant, falling in real value with inflation over the last 25 years, as expenses within chapters for mailing and printing newsletters have risen.
A Membership Task Force was assembled for the purpose of solving the red ink problem and to raise our membership numbers. They solicited chapter input, but the chapters were given very few options to select. For instance, it was decided, a priori, that Magazine and Membership expenses were not part of the discussion. It soon became obvious that the only real issue was when the chapter Dues Share would be reduced, and how much it would be reduced until it reached a level that eliminated the red ink in the Membership and Magazine divisions. The amount of that reduction was, of course, unknown, but if everything else remained the same, the net payout to chapters would fall about 75% by break-even.
In an effort to soften the changes, the Task Force recommended that changes be made in the Essential Elements (part of the existing Chapter Policy document) that would reduce chapter expenses from activities mandated by NAS. A task force has been created to examine these Essential Elements. They also set up financial incentives for chapter recruitment of new members and placed a "safety net" on the amounts paid to chapters for the next three years.
Tue, 19 Sep 2000 12:27:06 -0800
From: Richard <repps@flash.net>
Subject: Lurkers back from Casper long report Comments:
To: NAS-CHAPTER@LIST.AUDUBON.ORG
Hello all,
This will cover many disjointed items regarding the membership discussion and decision. I will try not to be too long. (I just reread this when done, sorry for the length.)
First, there was a very nice suggestion from Jim Britell that we post our talking points and ask people to sign on and voluntarily contribute toward our expenses. That was very much appreciated and I want to apologize that we just had no time to spare to do that before we left. We did not expect our Board to jump up and decide to send someone, so we had much to arrange to take the time to go to Casper. Our Board actually voted to send Richard, I tagged along. I am Treasurer of our chapter so also very interested in the outcome.
I think our great Regional Rep, Chuck Bragg, did a good job of filling you in on what happened with the votes etc. but I would like to fill in some other info as seen from someone outside the NAS Board who was there.
There were quite a few chapter leaders and members from the WY chapters present, unfortunately they did not find out until later in the weekend that they could attend the membership discussions!
Other than them the only ones that seemed to be there were myself and Richard from Los Angeles Audubon and Marcia Cannon from Wisconsin. We kept looking for Jeff Mundy from TX but I guess he couldn't make it.
From the time we arrived we were told this proposal was going to pass *in one form or another* and there was no chance it would be *tabled* or *voted down*, mostly because *Ruth and Dave have worked hard on this and will not tolerate it*.
We spoke to as many board members as we could, voicing our main concerns with the proposal, some of which were:
1) The SUBSCRIBER approach to membership and the lousy MEMBERS it imposes upon the chapters, which chapters have been complaining about forever, but does not seem to be changed in the proposal.
2) The *Net Dues Share* which means Chapters get the crumbs left over after NAS still spends whatever it wants recruiting SUBSCRIBERS. We likened this to what I believe are called *chump points* here in Hollywood, where actors are given a % of the net from a movie. Of course, they never see a dime since the studios control what expenses are allocated to the picture!
3) More than the money issue of the dues share (I think our chapter will eventually be better off), the attitude this decision projects from the NAS Board to the Chapters about their worth and continued existence in NAS.
4) The short time the Chapters are being given to *get it together* with their recruitment. Most chapters do all this work with volunteers, do not meet through the summer etc. You know all the problems, does the NAS Board?
5) The effect of this change on smaller chapters that will not be able to recruit enough people to survive under this plan but do a lot of good work in their areas.
That's all I can think of that we had listed now and I haven't unpacked yet so have no clue where my notes have ended up.
Talking to NAS Board members individually and in the membership discussions I came away with the impression MOST of them do care about the chapters and consider them the *grassroots* and necessary for the survival of NAS. They came up with the Resolution you will be receiving. I think for most of the Board members, it is sincere, not the *lip service* it might appear to be.
Although the reason presented to chapters for this change is the negative line item on the balance sheet, there is really more to it.
NAS acknowledges that the members obtained through chapters are more active and stay longer, and are generally better MEMBERS than the SUBSCRIBERS they attract with the worthless gifts. The problem is they do not know how to get the chapters to be more active in recruitment.
Our chapter was *following the rules* and sending each person on the list a newsletter. We have not been actively recruiting for some time, as we found that even reducing our newsletter to 6 issues per year we were spending more than $5.50 per *member* for the newsletter alone. I found out in Casper that not all other chapters do not send the newsletter to all members, which I thought was a requirement. Some, including Dave Pardoe's, just send a postcard saying *let us know if you want our newsletter*. If we had known this was a legitimate option things might have changed some time ago. Are any other chapters using this postcard technique?
There were changes made that went a long way toward addressing these concerns before the proposal was voted on by the Board. I like to think our *lobbying*, and that of some of the regional reps helped get these changes in place.
To those who are mad at their regional reps because they voted for the proposal, please be aware that they did a lot of speaking for you. Bill Ross, Bernie Yokel and Amy Skilbred especially leap to mind. Chuck and Helen voted against with stated reasons and were great.
There apparently is a plan to change the magazine gradually (over about 2 years) so that the advertisers will not be scared away. Also in the plan, as the chapters recruit more members, they will be evolving away from the *subscribe and get a worthless gift* approach of recruitment.
Added to the proposal was the requirement that the NAS Board review progress at their quarterly meetings as part of the agenda. They will be accountable for progress made in helping chapters with recruitment and also with chapter development as was called for in the Strategic Plan.
They are also working on a definition of *grassroots*. They seem to have some problems coming to a concensus on the definition, so I think you need to provide them with some input on that!
One thing made clear to me, even though the plan was adopted, was that they are open to suggestion for change on it. If you have suggestions for actual changes I suggest you post them here, get chapters to sign on and have them presented. This thing is not written in stone, even though adopted.
A recent post inquired about what happened to the *Safety Net* after the 3 years and was told it ended. Please note that this is a TRIAL PROGRAM for 3 years, that is why the safety net ends on these charts! We, as chapters, need to hold the Board to the reevaluation in 3 years and be ready to demand changes as needed! Most NAS Board members believe the numbers show that chapters will benefit substantially from the new proposal. And I think that chapters will benefit from the proposal if we get to work on our recruitment.
(We actually recruited the flight attendant on the way home.)
A major proposal change that was incorporated before the vote was the delay in implementation until July 2001. This change gives even the slower moving chapters (like ours) a chance to work with the recruitment team. I think this delay reflects the sincerity of the NAS Board in wanting this to work for the chapters.
I think the outcome of the RECERTIFICATION and CENTERS issues will have much more impact on the health and continued existence of chapters than this dues share, so lets start addressing those. Be aware that during discussions at committee meetings the terms CHAPTER and CENTER were often used interchangeably and confusedly. There was effort to keep them distinct, but at one point even one of the regional reps said *oh, my God, now I'm doing it!* and corrected himself. Watch closely.
I strongly encourage chapter leaders to attend a NAS Board meeting when there is one in your area! There are many reasons. One is, it lets the Board know who you are, you can voice your concerns, and let them know chapters really are out there. I also think seeing these people who work as volunteers at the National level in action will help bridge the THEM and US gap that seems to be widening here.
I would like to see thanks go to Glen, Lynn and Alan for their hard work, I'll thank them here since they are participating.
Later,
Cheryl Epps
Los Angeles Audubon Society
Dear Grassroots Audubon'ers,
Here is my report on the National Audubon Society's quarterly Board of Directors meeting held September 15-17 in Casper, Wyoming. I attended on behalf of my chapter, (Madison Audubon Society, Inc.) with support from the Wisconsin Audubon Council and Green-Rock Audubon Chapter.
I had two goals: (1) gather information for a statewide meeting of Wisconsin chapters about establishing a Wisconsin State Office and (2) understand how NAS works. Attending a Board meeting is a real eye-opener. If you *ever* have a chance to attend, I recommend it. It is an invaluable opportunity to meet face-to-face with the people who manage our national organization.
Unfortunately, NAS President John Flicker was unable to attend the meeting because he had recently had single bypass surgery. We received several reports that he is doing well but will be recovering for the next 3-4 weeks.
Marsha Cannon
Past President
Madison (WI) A.S.
* * * * *
IMPORTANT NOTE – December NAS Board meeting
The Board's December 2000 meeting will be held in Naples, Florida. A major topic of interest to Chapters is the draft "Essential Elements for Chapters" (recertification) distributed September 1 by Lynn Tennefoss, Director of Chapter Development.
Chapters have between now and December to review and comment on the draft. Here are a few details:
* Chapters will be asked to create a Strategic Plan
* Chapters will have annual goals and a report of accomplishments
* State Programs will be responsible for Chapter recertification
* * * * *
The following report is organized by topic. It's long, but I want to share all that I learned. The opinions and interpretations of what went on at the meeting are my own.
About 75 people attended . . . Board members plus a few spouses; 15-20 Chapter guests (most from Wyoming, 2 from Los Angeles, 2 from Arizona; 1 from Wisconsin); and 25 NAS staff, mostly from New York but also a few State Office directors. Board and Chapter members pay their own expenses, although meals and bus transportation were provided. Everyone was very cordial and open about information. We went on a field trip by bus to Pathfinder National Wildlife Refuge where Wyoming Audubon unveiled six beautiful new interpretive signs; a 6:30 am field trip to Soda Lake to see an abandoned oil refinery settling pond that has been turned into a wildlife refuge (they're still trying to figure out what to do with the residual pollution); and a tasty barbecue dinner hosted by Wyoming Audubon at their Garden Creek Center.
LETTERS TO THE BOARD
I did not see Board members reading any of the letters that were so carefully crafted and sent to them. I'm sorry but I believed they had been delivered, based on Lynn's posting to the Listserv. But there was no argument when Ruth Russell (co-chair of the Membership Strategy Task Force) proposed postponing dues share implementation until July 31. The date coincides with Audubon's fiscal year.
Chuck Bragg and Helen Engle did an outstanding job presenting the Chapter viewpoint. On Friday evening I had an opportunity to address the Board at the Membership Committee meeting. I made an impassioned plea to table the dues share scheme because it would severely hurt Chapters. A number of Board members came to talk with me after the session and Chairman O'Brien made a special effort to talk with me and Ruth Russell Saturday evening.
The skeptics among you might think that I was unduly influenced by the "special treatment" I received from NAS Board members. Maybe so. In the long run, though, we have to find a way to work with the Board. Or secede. Being a part of National Audubon brings credibility to our Chapter along with a host of services, should we choose to make use of them. My attendance at the Board meeting provide a visible and vocal reminder that Chapters have value and must be included as an equal partner in the organization.
DUES SHARE
I have posted to the Listserv two documents: (1) the text of the NAS Board's "Resolution Regarding the Adoption of Membership Strategy Guidelines" and the "Membership Strategy Task Force Report" and (2) the "Resolution In Support of Chapters." I keyed these in myself. I wish NAS had posted them, but they haven't yet.
The dues share issue is troubling for two reasons. First, it represents an obvious and immediate crisis for chapters, even though it is "just" a 3-year pilot program. Second, NAS has handled it poorly.
As I sat through the NAS Board meeting, my biggest question was, "what is driving this change?" Of course, the answer is money.
The bottom line is that 450,000 subscribers/members are needed to maintain "Audubon" magazine advertising rates. The magazine itself generates approximately $900,000 in net revenue, as you already know from the Membership Task Force report (Item #17 in the May 24, 2000 Membership Strategy Update). But for NAS to "acquire" a magazine subscriber through direct mail (junk mail to some) costs a staggering $28.60. Simple multiplication shows that NAS is spending $5.7 MILLION to keep the magazine afloat. For many reasons, past NAS direct mail marketing has not been effective in recruiting and retaining long-term members. Our precious dues money is going to the post office and the printer rather than to Chapters.
The situation has come to a head. And who would urge NAS to continue wasting paper and postage on ineffective magazine subscriber solicitations?
National's accounting system categorizes all costs associated with Chapter members (including dues share) together with the cost of "acquiring" subscribers to the magazine. Chapters know that members are more than mere subscribers, but the NAS Board is not hearing our message.
Instead, Board members *constantly* refer to the $5.50 dues share as an *expense* that no other national organization has to pay to its local chapters. Most NAS Board members saw $1.8 million (I also heard a $2.27 million figure) going out the door for something they don't understand, so they voted to cut the cost in half. While Board members that I spoke with *personally* told me they valued the Chapters and understood my concern about losing 25% of our Chapter's annual operating budget, the $1.8 million/$5.50 per member issue obviously outweighed my pleas.
As Chapter leaders, we know that Chapter volunteers--officers and members--do Audubon's grassroots work . . . lead the field trips, organize monthly educational presentations, give the talks in classrooms, write letters to elected representatives, speak at public hearings, restore wildlife habitat, and on and on. We count on NAS to share member dues to support our volunteer efforts. Yet the NAS Board spent time during their meeting actually worrying about *defining* grassroots!! Over the next few months or years Chapters *must* effectively communicate our value to NAS.
One way to do this is through a well-written annual report, including a financial statement. This will be a requirement under the new certification plan. Our chapter has prepared an annual report for the past 6-7 years. It's not fancy, but we're proud of our many achievements. I took copies and distributed them to a few NAS Board members and staff. Wow! I don't think *any* of them had ever seen a chapter annual report!! It made a big impression. But not big enough to sway the vote.
The way that NAS has gone about announcing and implementing the dues share changes has angered Chapter leaders. I feel that NAS has taken a top-down, authoritarian, big-business approach. Those of us used to operating by consensus (where we eventually get to a decision that everyone can live with) feel betrayed. Chapters have *no* input into the membership (marketing) budget, yet our net dues share will be based on the amount remaining *after* all marketing expenses have been paid. The dues share issue was handled in a way exactly opposite to how the Audubon Strategic Plan was developed. Why the Board felt compelled to dictate this drastic change and impose its will on Chapters is beyond comprehension. The process has caused great harm to the organization. Can we get beyond this?
I am convinced that NAS Board members value the organization (they're volunteers, too!). Fortunately, or unfortunately, Audubon is a multi-million dollar nonprofit organization ($57.6 million budget for FY00) with a well-heeled board of very intelligent but decidedly business-oriented directors. Audubon relies on its Board to provide essential links to major donors. That's not unusual.
But Audubon is also a hybrid organization that relies on volunteers to run its Chapters. When new ideas need to be implemented, support *must* be built from the bottom up. How can that be accomplished? I feel that fostering communication to build personal relationships between NAS and Chapter leaders will go a long way to restoring trust and cooperation. It will take time.
One more thing. When Chuck Bragg (regional rep/Santa Monica A.S.) moved to eliminate the dues share split between Chapters and State Offices, Chairman O'Brien stated that the "dues share allows State Offices and Chapters to work together . . . the money should be used for training at the Chapter level." Chapters need to make sure the training takes place.
MARKETING
There has been an almost complete turnover of staff in the NAS Marketing Department (Iris Blumenthal is still there.) I meet Alan Bayersdorfer, the new V.P. of Marketing. He comes with experience at Rodale Press, and after just 6 weeks on the job is already making progress with the $30 Fall Special. Kristen Totaro, Partnership Marketing Director, has communicated her eagerness to work with Chapters. The few Chapters that are paying attention have gotten the message: we must work hard for our dues share.
On the other hand, Chapters now have a *big* opportunity to get involved, to communicate with NAS, and strengthen Audubon.
Here's what we face. NAS must "acquire" 200,000 new members/subscribers each year just to keep subscriber levels at the 450,000 level needed to sustain advertising rates. Last year, 100,000 come via direct mail; it is the core tool for membership recruitment. Other sources are 50,000 via third party agents (like Publisher's Clearinghouse); 6,500 via Chapters; and the rest from gifts, ads, package inserts, etc. In our Chapter's case, Lynn Tennefoss told me we brought in 60 members during FY 99-00 while National's direct mail efforts acquired 530 members for us.
The biggest challenge is renewals. First year retention is on par with the 40% industry average for members acquired via direct mail. After that, when NAS sends renewal notices, just 2.5% rejoin. However, I leaned about an Alaska chapter that sent their own notices on Chapter letterhead from a local post office . . . 15% rejoined. Yes, this is more work for chapters. But NAS has pledged their support and we must hold them to it!
National's short-term goal is to double Chapter-generated memberships (they're the best!). In my view, the $30 Fall Special is a common-sense first step toward building a partnership between National and Chapters. It will not solve all our problems and the offer may go stale, but it's a start.
In the long run, NAS is undertaking a three-part effort to revitalize Audubon:
(1) mission-based (rather than magazine-based) direct mail marketing to improve response rates, lower costs and build member commitment; (2) revamp the magazine over the next 2 years to better implement the Audubon mission and include Chapter activities; and (3) re-tailor the Chapter certification requirements to allow flexibility for the wide array of Chapter needs.
Throughout the meeting I heard many references to Audubon's goal of recruiting families and reaching one out of every four schoolchildren.
STATES and CENTERS
Audubon offices have been established in 24 states. A map with state-office states shown in green was handed out . . . referred to as the "Greening of America." NAS is using an executive search firm to recruit five (5) state office directors; they are a highly-qualified group of professionals. In conversations with local Chapter leaders, I learned about the potential for friction between Chapter and the State Office. When paid staff roll into town and start making things happen, volunteer Chapter leaders have a hard time keeping up. Nurturing volunteers will be one of the keys to successful state offices, in my opinion.
NAS reported on their residential camps and a consultant's report assessing the industry nationwide, Audubon's possible niche, and Audubon camps in terms of facilities, marketing and management. Centers (apparently) might include residential facilities. Given that Audubon's goal is to create 1,000 centers over 10 years, NAS is looking into establishing standards for "green" (environmentally sound) buildings.
There was a discussion about the "Vision for Chapters," and "How to Define Grassroots." A draft "Resolution in Support of Chapters" was distributed and Dave Pardoe (Co-chair Membership Strategy Task Force) described the diversity of chapters. Amy Skillbred (regional rep from Alaska) addressed the need to define "Grassroots," asking where Chapters fit into the NAS vision and recommending that we need to go back to the Strategic Plan to ensure that Chapters fit in well.
Other NAS Board member comments:
* Chapters are "the wings that lift Audubon to a culture of conservation." The Strategic Plan says that field offices' major role is to help chapters build skills.
* It's not what we say, but what we do.
* Chapters add immense value/intellectual capital to Audubon but feel devalued.
* We do not have a philosophy gap, we have an information gap and do not know what each other is doing.
* We need to define how a grassroots organization works.
* Grassroots represent the human capital of the organization.
* Centers vs. Chapters is a stumbling block.
* 25% of our members are not in chapters.
* Where we invest our money changes our relationship.
Vicki Spencer, Wyoming Audubon's executive director, gave a PowerPoint presentation about the state (population 400,000) and her office in Casper (she just hired an administrative assistant), which has been open for about a year and a half. Their goal is to raise $10 million needed to get four Centers up and running. All the Centers are being established in partnership with other organizations such as the State of Wyoming, a local Audubon Chapter, or a municipality.
NAS Board
I had the pleasure of meeting Liz Woedel (pronounced like yodel but with a "w"), our Chapter-elected regional representative, one of nine on the NAS Board. Liz spoke in support of capping the safety net at 50% and reminded the Board that time is needed to tell chapters about the major changes underway and to gain their support. Like all of us, Liz is a volunteer and she pays her own travel expenses.
Chairman of the Board Donal C. O'Brien, Jr. briefly described several big issues that NAS will be pursuing:
* Greening of America – establishing state offices
* $100 million capital campaign to support current Campaigns
* Membership growth
* Essential Elements of a Chapter (certification)
* Logo/branding (they're keeping the egret which has been just slightly revamped and it looks nice with green and gray/brown type)
* Audubon Magazine revamp
The NAS "Resolution in Support of Chapters" was unanimously approved.
A motion urging President Clinton to name the Alaska Arctic National Wildlife Refuge a *national monument* was unanimously approved (the Board is already on record in favor of wilderness designation for ANWR).
I am glad to have had the opportunity to attend the NAS Board meeting and hope that these notes are of value to Chapters in Wisconsin and elsewhere.
Marsha Cannon
Past President / Board Member
Madison Audubon Society, Inc. (WI)
September 22, 2000
Resolution Regarding
the Adoption of Membership Strategy Guidelines
WHEREAS, the National Audubon Society Board of Directors recognizes and reaffirms the partnership between NAS and its Chapters as an effective force for protecting birds, other wildlife and their habitat and for creating a culture of conservation in communities throughout the country; and
WHEREAS, the Board recognizes that membership growth is essential to the successful accomplishment of our collective mission and strategic plan; and
WHEREAS, membership in NAS is not presently growing and has not grown for ten years; and
WHEREAS, the Board established a Membership Strategy Task Force in December, 1999 for the purpose of developing a membership growth strategy for the future; and
WHEREAS, since December 1999, the Task Force has communicated extensively with hundreds of Chapter leaders, members and staff, and incorporated comments and suggestions into three draft proposals that were circulated for further comment; and
WHEREAS, the Board, at its June 2000 meeting, unanimously approved the basing of a new membership policy on the principle of net dues revenue; and
WHEREAS, since the June 2000 meeting, the Task Force has solicited and received additional comments and suggestions from Chapters and members; and
WHEREAS, the Task Force has responded by revising the Membership Strategy proposal to incorporate major Chapter enhancements into its recommendations; and
WHEREAS, the Task Force has provided all Chapters with an estimate of their net dues share revenue for the next five years based on the recommendations; and
WHEREAS, the Board is dedicated to supporting the recommendations of the Task Force in all aspects, including providing a plan prior to implementation which articulates significant new membership development and fundraising opportunities for Chapters to aid in the strengthening of their programs and their recruitment of members; and
WHEREAS, the Board supports moving forward at this time with the recommendations of the Task Force while continuing to communicate the opportunities inherent in the proposal to Chapter leaders; and
WHEREAS, by implementing the new membership proposal at the beginning of the next fiscal year in July of 2001 while immediately supporting new national programs to assist with Chapter membership recruitment, the Board will offer a period of time for Chapters to prepare for changes in the dues share program; and
WHEREAS, the Board will be receptive to incorporating additional refinements into the new policy that accomplish the goal of sharing net dues revenue while providing additional positive adjustments for Chapters;
NOW, THEREFORE, be it resolved that the NAS Board of Directors hereby approves the attached recommendations of the Task Force, dated September 2000, and adopts it as part of Audubon’s Membership Policy,
superceding previous NAS policies to the contrary. Before implementation, the National Audubon Society will develop specific measurements that will allow us to track the results of the new membership program to determine its success for all parts of Audubon: Chapters, State Offices, Centers and National. The Marketing and Communications Committee will review these measurements at each Board meeting as long as is appropriate.
DUES SHARE BASED UPON NET DUES PER MEMBER
Net dues are defined as the funds remaining after the total annual national cost of recruiting and servicing members has been subtracted from the total annual revenue in the national membership program. This sum is the amount available for distribution. Income will include membership dues, magazine advertising, and list rental; expenses will include acquisition, renewal and servicing of members as well as Audubon magazine production, editorial and advertising expenses. Net dues per member can be calculated by dividing the net annual revenue in the total national membership program by the total number of paid members, regardless of the recruiting entity. This results in an organization-wide figure for net dues per member.
In effect, this method continues the current practice of paying a dues share for every Chapter member, but bases the payment on the annual actual cost and income, the available net revenue in the national membership program, instead of on a pre-set and arbitrary amount. It provides Chapters with a dues share payment for every member and is simple to calculate. We have encouraged the Membership Department to find additional ways to reward Chapters with higher retention rates, and they plan to do so.
THE NATIONAL DIRECT MAIL PROGRAM AND STATES AND CENTERS:
For all members who are recruited by National, State Offices, and Centers from July 1, 2001 on, the national net dues share per member will be split 50/50 from the first year of membership between the Chapters and the State Offices. In addition, the recruiting State Offices and Centers will receive full first year dues for all State Office- and Center-recruited members.
The net dues share for members who do not reside within a Chapter territory will be assigned to the State Office, if one exists, or will be allocated by National for the development of new State Offices.
THE CHAPTER BASED PROGRAM
Chapters will receive 100% of the first year's dues for new members recruited by the Chapter after July 1, 2001.
Chapters will receive 100% of net dues revenue per member for all Chapter recruited members who renew. The 50/50 split of dues revenue will not apply to Chapter recruited members.
Chapters will receive 100% of net dues revenue per member for all current members who are assigned to Chapters as of June 30, 2001. The 50/50 split of dues revenue will not apply to current members who renew.
Chapters, therefore, will receive the full net dues share per member each year for all members who are active on June 30, 2001 and renew their membership for as long as they renew, AND the Chapters will receive the full net dues share per member for all future Chapter-generated members for as long as they renew their membership. In addition, the Chapter will receive the full first year dues for all Chapter-recruited members.
Because Chapters will receive 100% of net dues per member for current members who renew, most Chapters will be receiving between 60% and 70% of the total net revenue allocated to the members assigned to their Chapter from the national membership program into the foreseeable future.
FIRST YEAR DUES SHARES
National Audubon will share both the net dues share per member and the full first year dues for all members generated by a Chapter, State Office or Center. This payment is possible because NAS is saving the recruitment costs otherwise required to obtain the new members. We are very excited about the ability to reward Chapters, State Offices and Centers for recruiting new members, and hope that this incentive will help encourage them to do so.
SAFETY NET
For a transition period of three years, starting in July 2001, a safety net will provide Chapters with a guaranteed income equal to a pre-set percentage of the current revenue provided by National Audubon to Chapters. The 'safety net' will be paid to the Chapter if that amount is larger than the net dues share per member calculation over the next three years.
The safety net will be calculated by multiplying $5.50 by the number of active members (currently paid dues) as of June 30, 2001 in a Chapter, and multiplying the resulting total by 75% the first year, 50% the second year and the third year. The member number will remain constant for each of the three years, and Chapters will therefore know what the amount of the safety net will be for each of the next three years.
Full first year dues for Chapter-generated members who are recruited after July 1, 2001 will be paid in addition to the safety net payments for the yearly total dues share payment to Chapters.
THREE YEAR RE-EVALUATION
This National Membership Plan will be re-evaluated in three years.
ANNUAL CALCULATIONS AND PAYMENTS
The total net dues share per member for Audubon entities will be calculated once each year.
All dues will be paid on a quarterly schedule. The net dues payment for the year will be calculated at the beginning of the year, based on the previous year's membership totals, and paid in quarterly payments. First year dues share for Chapter/State Office/Center-recruited members will be shared with the Chapter/State Office/Center in the quarter after the dues are received by National.
September 27, 2000
To: Chapter Presidents and Other Audubon Leaders
From: Donal C. O'Brien, Jr.
Subject: Major Policy Issues
At the Audubon Board of Directors meeting in Casper, Wyoming over the weekend of September 15-17, 2000, the Board spent a significant amount of time focused on the issue of growing our membership. Members of the Board's Membership Growth Task Force received and read hundreds of letters and e-mails from chapter leaders in the course of this process up to and including those received at the Casper meeting. In the end, there were a number of significant amendments offered in response to the recommendations suggested by our Chapter leaders. Those amendments were approved unanimously and the amended proposal of the Membership Task Force was adopted by a vote of 21 to 2 with no abstentions. Virtually all of the changes and modifications to the proposal have been made as a result of Chapter leaders' recommendations. We are thankful for these important contributions and are enclosing a summary of the action taken with regard to this resolution.
This process began last January with an issue of the Chapter Networker sent to each chapter officer and the video sent to each chapter, which focused on membership and our lack of membership growth over the past decade. We brought up the issue in the context of our goal of growing our membership to 1% of the population by the year 2020, as a part of Audubon's 2020 Vision to "create a culture of conservation" in communities throughout America and to make "conservation not a special interest but a commonly-held value" of all people. These are ambitious goals and their implementation strategies may involve some major change(s) from the status quo. But the goal is to provide all Audubon entities with new members with new ideas and new energy to build and support our organization and to achieve its mission; locally as well as at the state, national, and international level.
In focusing on the membership issue, a number of issues were identified that contributed to the problem of growing our membership. Among the contributing factors were:
(1) The Magazine: The problem was that many of our members thought of themselves primarily as "subscribers" to a magazine and not as members committed to a mission-based conservation organization. Obviously, magazine subscribers are not necessarily the most committed, dedicated volunteers who will become active in Chapters or support our conservation campaigns or Audubon centers. The Board addressed this issue in June by adopting the following principals: (1) new member acquisition strategy will change from focusing on subscribing to Audubon Magazine to focusing primarily on supporting Audubon's mission; (2) the primary audience for Audubon Magazine is Audubon members (not the general public); (3) the primary strategy for Audubon Magazine is to educate and inspire members to conserve nature and become activists and donors.
I believe we have made steady progress under Lisa Gosselin as Editor. Audubon Magazine is one of our most valuable assets.
(2) Costs of new membership acquisition: Currently, approximately 96% of our new members come from National Audubon efforts, primarily direct mail. It now takes 4 to 5 years to recover the cost of acquiring and servicing new members. Healthy, growing organizations can generally breakeven on new members in approximately two years. Our attempt to move to this goal led us to the "net dues share" concept whereby National recovers the cost of acquiring a new member prior to sharing dues with Chapters. This concept was discussed extensively at workshops at Audubon's National Convention at Asilomar in April as well as at dozens of other council meetings and state meetings of Chapter leaders. It was generally deemed a reasonable common-sense approach in these face-to-face workshop discussions.
(3) Chapter Recertification Policies: Current policy requires chapters to engage in a certain number of newsletters, monthly meetings, board meetings, and special projects annually. The Board has established an "Essential Elements of a Chapter Task Force." The Task Force has submitted a first draft of recommendations for a new Recertification Policy to Chapter presidents. The goal of this policy will be to move to a mission-based approach to Chapter recertification, to reduce Chapter costs and to provide greater freedom and flexibility for Chapters to determine programs, campaigns, and projects in keeping with the Strategic Plan for Audubon 2000.
(4) Logo/Branding: The goal of this exercise is to leverage the extraordinary value of the Audubon name. By consistent use of the name and logo we can enhance our organization's ability to impact our mission. A new logo was approved at the September Board Meeting; it is a Great Egret along with the word Audubon (in green), and was designed by David Sibley, who is the author/artist of our new Audubon field guide to birds.
(5) "Friends of Audubon Task Force": As part of the 18-month pilot membership growth project, we identified many friends of Audubon, supporters, and activists engaged with specific Audubon programs, centers, and Chapters who are not Audubon members and not on the Audubon membership database. We recognize that many of these "friends groups" are making substantial contributions to the specific Audubon unit to which they are linked and that good "entrepreneurial spirit and effort" went into creating and maintaining such groups.
On the other hand, as we work towards achieving the 2020 Vision of reaching 1 in 4 schoolchildren, having 1% of the population as members and creating a network of 1,000 Audubon Centers, we want to have a united and comprehensive membership strategy. Imagine the power of leveraging 1% of the population (our members) on a vital piece of historic conservation legislation. Though an Audubon member may enter the organization through the portal of a center, a web page, a chapter, or a campaign, they would be inspired to engage more and more with the mission of the organization. Members would be given opportunities to access other Audubon programs and initiatives including opportunities to become active in their local Chapters, participate in Audubon Camps, travel with Audubon, and consider planned giving to the Audubon program of their choice. We want to touch, inspire, and engage people in a lifelong way.
A task force has been established to address this issue. Cindy Dunn, our Pennsylvania State Program Executive Director, will chair it. Cindy is a former regionally-nominated Board member from the Mid-Atlantic region. She co-chaired our Strategic Planning Committee and was chair of the Board's education committee.
(6) Chapter Incentives: Nationally, we want to support and enhance Chapter efforts to recruit new members. We want to grow the percentage of members recruited by Chapters by making it financially worthwhile to do so. The last letter from the Membership Strategy Task Force included a description of offers to Chapters from the Membership Department to help support local efforts to recruit members. Additional details have been sent to all Chapters; your Chapter is encouraged to sign up with the NAS Membership Department to become a Chapter partner in growing membership.
(7) Finally, the Board reaffirmed its commitment to establishing a state office in every state in order to work closely with Chapters in achieving our conservation and education goals.
These major issues are all linked together as significant parts of our 2020 Vision. We realize the importance of completing this entire agenda while at the same time we acknowledge that each endeavor must be accomplished in its own way, and at its own pace. Some will be completed ahead of others, but all will receive the time and attention necessary to achieve success.
Again, thank you for your feedback and input on these important matters. I believe we have done a good job in moving all of the "pieces forward." Each of these components will provide a cornerstone on which to build an organization equipped to achieve its mission in the 21st Century.