NAS Board Meeting, March 28th.

Establishment of a State Board
For The National Audubon Society of New York State
March 1999

1. Introduction and Background

The Audubon Council of New York State, the Stewardship Committee for New York State, the staff of the National Audubon Society of New York State and the National Audubon Society senior managers and board have come to recognize that New York's state program needs to establish a State Board to continue to be successful.

In the past three years, the National Audubon Society of New York State has quadrupled in size from six staff members to twenty-four, from a several hundred thousand dollar budget to over a million dollar budget, from one-two issue campaigns to a full complement of advocacy campaigns, education programs and scientific analysis. The Audubon Council of New York State has been instrumental in the success and growth of Audubon programs in New York State. A program of this size requires a different level of fiscal and operational oversight, which New York State's current organizational structure does not provide. In addition, the funding needs of the state's programs have increased, requiring more sophisticated and better coordinated development efforts at the state level.

The Audubon Council has been instrumental in the success and growth of Audubon programs in New York State. The Council has acted as an advisory group on governmental policies and chapter needs in the state. The National Audubon Society Board of Directors and senior management staff have always had the legal oversight responsibilities for the National Audubon Society state programs. Audubon's Strategic Plan adopted in 1996, called for state programs and oversight at the state level. The National Audubon Society Board recognizes that with the decentralization of the organization, state boards need to be created and authorized by the national organization. The National Audubon Society of New York State is incorporated under the National Audubon Society and all fiscal assets and liabilities are a sub-set of that organization. This would remain intact when a State Board is created.

Since Audubon's Strategic Plan anticipated the need for state programs to create state Boards of Directors, other states such as California have established strong and diversified State Boards. As New York's program has reached a size similar to states like California, it has become clear that the National Audubon Society of New York State needs a State Board of Directors to oversee the management of its operation and implementation of its programs. While the Audubon Council of New York State, a conference of Audubon chapters in the state, continues to provide the function of identifying Audubon's legislative issues facing New York State and ensuring there is a forum for chapters to share information, to learn new skills and to embark on collaborative campaigns, the functions of administration, budget, fundraising, executive director oversight, prioritization of programs and expenditure scrutiny is needed.

The Audubon Council of New York State Board has never envisioned itself in this expanded role with the State Office. It has viewed its role rather as an advisory body, as outlined in the April 15, 1996 document Establishment of a State Office for New York State, mainly for issue and programmatic work. Under the National Audubon Society of New York State's Case Statement and Plan (dated 1996 and revised in 1997 and 1998), it has been recognized that additional organizational structure and capacity would have to be created to meet these needs.

As Audubon state programs grew, more supporters came forward and became involved with Audubon. The Stewardship Committee was established for the National Audubon Society of New York State in late 1996, as called for in the Case Statement and Plan, to serve some of these increased functions with an emphasis on fundraising.

The National Audubon Society of New York State must attract the highest level of philanthropic non-profit leaders to provide support, input and review of the state operation.

Thus, a combination of Audubon Council leaders, Stewardship Committee members and other at-large conservation leaders could become the building blocks of a State Board for the National Audubon Society of New York State.

This State Board would provide an opportunity to retain the expertise of past National Audubon Society Board members.

The time has come for the National Audubon Society of New York State to establish a State Board of Directors representing a cross-section of the organization's most dedicated volunteers and supporters. The following sections provide a discussion of functions and structure of the Audubon organization in the state.

II. Functions of the Audubon Council of New York State

The Audubon Council of New York State is a separately incorporated organization, which has by-laws representing the interests of New York's thirty-two National Audubon Society chapters. The Audubon Council's function and relationship to the State Office would not change. It would continue to provide state and federal legislative resolutions for conservation issues facing New York State and the State Office would continue to provide staff support for those efforts. The Audubon Council would continue to advise the State Office on chapter needs, provide a forum for chapter leaders to share information, learn from each other, and get involved in statewide and conservation issues as well as be linked to National Campaigns.

The Council is a conference of Audubon chapters in New York State where joint governmental positions can be established, networking between chapters can take place, and chapter leaders have opportunities to learn from each other. The Audubon Council of New York State's By-Laws state; "The purpose of the Council is to provide a forum for the advancement of the Audubon Cause in New York State." The operation of the Audubon Council of New York State has been historically coordinated by staff of the National Audubon Society of New York State and the bulk of programmatic and operational costs underwritten by the same.

In greater detail, the Audubon Council of New York State's organizational responsibilities and roles include:

1. Development of Legislative Policy Resolutions: An annual process is established so that all thirty-two local Audubon chapters can actively propose, support and implement positions on legislative and agency conservation issues in the state. The resolutions are published in an annual book to legislators and agencies; are based on Audubon's mission dedicated to birds, wildlife and their habitat; are grounded in sound science; and provide directions on state positions.

2. Chapter Networking: The Audubon Council of New York State is a forum for chapter leaders from Buffalo to Montauk to share ideas, programs, skills and viewpoints. This chapter roundtable role of the Audubon Council ensures that chapters have the ability to learn from one another which in turn improves their local effort to provide a culture of conservation in their community.

3. Link to State Program: Audubon has embarked on state-wide programs ranging from scientific bird conservation efforts as embodied in the Important Bird Areas program to New York related educational materials with Audubon Adventures to state-wide advocacy through the Armchair Activist initiative. All of these efforts provide opportunities for chapters to get involved in statewide efforts and the Audubon Council provides the vital organizational link and forum to foster this partnership. Audubon Council leaders do help select and design campaigns. In addition, the Audubon Council of New York State Board of Directors would have representation on the State Board of Directors of the National Audubon Society of New York State.

4. Link to National Campaigns: The Audubon Council of New York State provides an important forum where National Audubon Society staff can work with the chapter leaders on National Campaigns ranging from federal legislation to ecosystem campaigns such as the Everglades. During these activities, there is an opportunity for chapters to provide input to National Campaigns.

5. Skill Workshops: The Audubon Council of New York State provides the opportunity for the presentation of skills workshops by Audubon and/or other professionals on topics which chapter leaders are interested in. Examples of workshops include: membership recruitment and retention, fundraising for chapters, media outreach, and organizational techniques as well as other topics.

III. Functions of the State Board

A State Board of Directors established for the National Audubon Society of New York State would provide vital oversight and support functions for Audubon's expanding state programs. Oversight and support functions of the state program that are currently fulfilled by the National Audubon Society's Board of Directors and administered through the President and Senior Vice-Presidents of the organization would become, through a Joint agreement, the functions of a State Board.

The State Board would need to be of sufficient expertise and capacity to effectively undertake the following functions:

1. Programmatic and Policy Development and Review: The State Board of the National Audubon Society of New York State will adopt programs in advocacy, science and education, and adopt policies and procedures to ensure that such programs are being properly implemented. The State Board shall receive reports from the Executive Director, review and evaluate them, and provide direction as required. The State Board will also receive input on policies and programs directly from the Audubon Council of New York State as well as through its representation on the State Board.

2. Overall Fiscal Oversight (including Revenue and Expenditure Review): The State Board would provide directives on the overall fiscal needs of the state program present and future, ranging from endowment planning and review to budget development. The State Board would review revenues received and projected, and provide necessary direction to the Executive Director to meet and modify objectives to meet organizational needs. The State Board would review the financial statements and regular expenditure reports in relation to the state program's budget and revenue projections. The State Board would provide necessary direction to the Executive Director to ensure that the organization's fiscal plan is sound.

3. Fundraising: The State Board would be active supporters and fund-raisers for the National Audubon Society of New York State, provide critical information on funding sources and help to identify and expand sources of funds to the National Audubon Society of New York State.

4. Involvement: The State Board would work with the Executive Director to help set organizational priorities based on grassroots input and policies. State Board Members would participate in all Audubon functions and activities to the extent possible. The Audubon Council would encourage input from the State Board during the annual resolution process.

5. Performance Review: The State Board would provide an annual performance review of the Executive Director to the President of the National Audubon Society, through the Chair of the State Board. The State Board would have hiring/firing responsibilities for the Executive Director in consultation with the President of the National Audubon Society.

In summary, the State Board of Directors for the National Audubon Society of New York State would provide the necessary programmatic and fiscal oversight as we as the needed fundraising and policy support for the National Audubon Society of New York State to continue to be a successful enterprise.

IV. The.Structure of the State Board of Directors

While a newly established State Board of Directors would not be a separately incorporated non-profit organization, it will operate according to principles defining Board structure, procedures and purpose. These operating principles, for the sake of this: document, shall be referred to as the By-Laws of the State Board of Directors of the National Audubon Society of New York State.

The following represents a conceptual outline for the creation of By-Laws for the State Board of Directors for the National Audubon Society of New York State. These elements of the State Board's By-Laws would be the components of an agreement or Memorandum of Understanding between the newly established State Board and the National Audubon Society Board of Directors. By-Law components will include:

1. Mission: The National Audubon Society of New York State is dedicated to the protection and proper management of birds, wildlife and habitat through advocacy science and education. The Board of Directors of the National Audubon Society of New York State will pursue this mission through working with Audubon members, chapters, the state Audubon Council, staff and the National Audubon Society Board of Directors and provide oversight, direction and support to the state program through the Executive Director.

2. Agreement with National Audubon Society Board of Directors: This section of the By-Laws will reference an agreement between the National Audubon Society Board of Directors and the State Board of Directors for the National Audubon Society of New York State, empowering the State Board to provide oversight, direction and support functions as outlined in the next section of the By-Laws.

3. Functions of State Board: This section will take the listed functions of the State Board listed earlier in this document. Any specific elaboration and/or expansion of these functions will be developed with leaders from the national organization, state program staff, Audubon Council Board and the State Board.

4. Composition of State Board of Directors for National Audubon Society of NYS: The intent of National Audubon Society of New York State is to have a State Board of Directors representing the chapter, philanthropic, policy, business, science, education and advocacy interests in the state as well as providing representation of different geographic regions in New York State.

The State Board of Directors for the National Audubon Society of New York State should have no more than 21 members, no fewer than 11 members. Initially, the Audubon Council of New York State would appoint five members including the Chair of the Audubon Council and The Stewardship Committee would appoint five members to the State Board, including The Stewardship Committee Chair. The Executive Director would also serve on the State Board. The permanent composition of the State Board would include:

• Chair of the Audubon Council of New York State
• Four members appointed by the Audubon Council of New York State.
• Chair of The Stewardship Committee
• Four members of The Stewardship Committee
• Additional "at large" members would be appointed by the State Board based on recommendations of the Nominating Committee which reflect the overall needs of the organization.
• Executive Director of the National Audubon Society of New York State

Other aspects of the State Board include:

• Each board member shall be a member of the National Audubon Society.
• All board members serve a three-year term and are limited to serve two consecutive terms.
• Board members can serve an additional two terms if they are officers on the Board. Officers include:
  • Chairperson
  • Vice Chairpersons (2)
  • Treasurer
  • Secretary
• Board positions will begin as staggered terms and new board members term limits will be adjusted to allow for an additional full term to address any one or two year first terms.

5. Board Committees: In order to effectively address the functions and need of a state Board of Directors for the National Audubon Society of New York State, Board Committees will need to be created. Standing committees should include:

Executive Committee: There shall be an Executive Committee with at least two Audubon Council representatives to handle administrative/policy needs between board meetings.

Development Committee: This committee will focus on fundraising and development needs of the National Audubon Society of New York State. The Development Committee can create a stewardship group of board members as well as individuals that significantly support the National Audubon Society of New York State to expand fundraising efforts.

Finance Committee: The Chair should appoint a five-member Finance Committee to track revenues, expenditures and assist in preparation of annual budget.

Nominating Committee: The Chair shall appoint a Nominating Committee, including the Chair of the Audubon Council of New York State. This committee will also advise the Board on awards of the organization.

Program Committee: The Chair shall appoint a committee to advise the overall Board on the implementation of advocacy and education programs of the National Audubon Society of New York State.

The Chair, with approval of the Board, has the authority to create and appoint additional committees as needed. The Chair and the Executive Director shall be an ex officio member of all committees.

6. Activities of the Board: The State Board of Directors for the National Audubon Society of the New York State shall have a minimum of three board meetings a year, including a spring board meeting in conjunction with the Audubon Council of New York State Spring Conference. The Board has the discretion to meet more often. The staff of the National Audubon Society of New York State shall coordinate these meetings.

The Chair, in consultation with the Executive Director of the National Audubon Society of New York State, shall establish an agenda for each board meeting at least one week prior to a scheduled meeting.

The Board will conduct its business to best fulfill the needs outlined in the earlier section "Functions of a State Board."

Furthermore, the State Board shall provide all input on programs to the Executive Director and/or his/her designee. The Executive Director of the National Audubon Society of New York State is an employee of the National Audubon Society. The Chair, in consultation with the Executive Committee, shall provide an annual review of the Executive Director's performance to the President of the National Audubon Society. Al assets and liabilities associated with the National Audubon Society of New York State shall continue to remain assets and liabilities of the National Audubon Society, Inc..

V. Summary

In order to meet the challenges of this State Board concept paper, several actions will need to be undertaken over the next six months. Once this document is reviewed b> the National Audubon Society and the Audubon Council of New York State, these actions include:

1. An initial State Board of Directors would be formed including five members designated by the Audubon Council of New York State and five members of The Stewardship Committee and the Executive Director.

2. Development and finalization by that Board a set of By-Laws as well as a Memorandum of Understanding between the National Audubon Society and the State Board of the National Audubon Society of New York State.

3. The National Audubon Society Board of Directors would ratify the memorandum of understanding.

It is hoped with conceptual approval of this effort in the Spring of 1999 and an initial State Board of Directors formed by the Summer of 1999, a Memorandum of Understanding would be presented at the September National Audubon Society Board of Directors meeting.

National Audubon Society of New York State with its members, chapters, state council and staff will be a stronger institution dedicated to conservation with the establishment of this State Board.

This document is being put forward by a committee of the Audubon Council of New York State Board and The Stewardship Committee, and will be represented at the Audubon Council of New York State Spring 1999 Meeting.

National Audubon Society
Upper Mississippi River Campaign

MISSION

To help maintain the Upper Mississippi River and its watershed as a place where people prosper and birds, fish and wildlife thrive, in a healthy environment,

GOALS

• Inform people about the ecological significance of the Upper Mississippi River and its Watershed for birds, fish, wildlife, habitat and people.
• Take direct action at selected urban, rural and natural places, resulting in definitive protection of existing habitat and restoration of habitat that has been lost.
• Influence public policy, decisions and actions that affect the quality of the water, the health of the soil, and the ecological value of habitat

A SAMPLE OF SOME CURRENT PROJECTS AND PROGRAMS

Audubon is seeking opportunities to establish new community-based Audubon Centers for education and information about habitats and species supported by the Upper Mississippi River and the resources of its watershed. Many of these will be partnership arrangements with existing or new organizations or agencies.

Audubon Chapters and local volunteers (such as FFA and 4-H clubs, community groups and students) are developing an inventory of great birding locations. Maps and "how to get there" guides are linking these sites to create the emerging Great River Birding Trail. Local trail segments will have localized detailed maps and will identify Important Bird Areas. The campaign staff is developing a large Upper Mississippi Watershed map and guide to market to national and international visitors traveling along the Great River Road.

As part of a public-private collaborative effort of the Upper Mississippi River Environmental Management Program, Audubon is helping to complete an Atlas of Habitat Needs and an accompanying report describing 9 recommendations to maintain a healthy living river. This is a joint project of the campaign's 25-member advisory committee, local chapters and volunteers, the Upper Mississippi River Conservation Committee and others.

Current information about the campaign is available in its quarterly newsletter, by mail or at the campaign web site: www.audubon.org/campaigns/umr

National Audubon Society
Resolution in Support of
President Clinton's Better America Bonds Proposal

Memphis, TN. March 28,1999

WHEREAS, Residential and commercial development outside of town centers is taking a heavy toll on bird and wildlife habitat throughout the nation

WHEREAS, Most state and local governments and community organizations lack adequate financial and legal tools for preventing such loss by engaging in preemptive habitat protection programs.

WHEREAS, Recent referenda and opinion polls show widespread support for land and water protection strategies through acquisition and remediation

WHEREAS, President Clinton has proposed the Better America Bonds program to provide over $700 million in federal tax credits to be used in lieu of interest payments allowing communities to issue bonds worth up to $9.5 billion to finance open space protection and environmental remediation.

WHEREAS, Better America Bonds will provide local governments and non-profit organizations, including Audubon chapters, an opportunity to protect special places, construct centers and fund environmental restoration projects.

THEREFORE, BE IT RESOLVED, That the National Audubon Society Board of Directors supports Better America Bonds and similar proposals and urges the Congress to authorize tax credits for to make program effective as soon as possible.

Background for Resolution
Clinton Administration Better America Bonds Proposal

Public Policy Committee
National Audubon Society
Memphis, TN. March 26,1999

The Clinton Administration has proposed an innovative program designed to help communities plan and take action to stop sprawl, protect open space. The Better America Bonds proposal calls for a new financial instrument to help local government and nonprofits to acquire open space or undertake other "smart growth" projects.

The Administration is proposing that Congress pass legislation to authorize $700 million in tax credits over 5 years. Those tax credits would be used in lieu of interest payments for bonds that support land acquisition, brownfield development, park restoration, or other projects. The bondholders would not be paid interest — they would, instead, receive the equivalent of interest in tax credits. Those tax credits could be enough to support a total of as much as $9.5 billion in bond authority. The program would be run by the Environmental Protection Agency.

New development pressure around many American towns is leading to the loss of open spaces, forests, farmlands, wetland and other places essential to keeping communities livable. To reduce development's impact, many state and local governments have created land preservation programs to buy these special places. Through Better America Bonds, the federal government will become a partner helping communities to finance environmental protection and reduce sprawl. Local governments and non-profits will be able to buy land at today's prices and pay no interest for 15 years.

The Bonds are modeled on the Qualified Zone Academy Bonds approved in the 1997 Taxpayers Relief Act. The Administration's proposal will allow local governments to issue bonds to buy land and repair environmental damage. Bondholders will receive an annual federal tax credit in lieu of interest payments. Local governments, or their nonprofit partners, will pay off the principal at the end of the 15-year term of the bonds.

The Build America Bonds proposal will require an amendment to the Internal Revenue Code similar to the change which established the 1997 Qualified Zone Academy Bonds. This legislation would originate in the House Ways and Means Committee and the Senate Finance Committee.

BACKGROUND

The nation stands at an important land conservation threshold. Economic vitality affords us the opportunity to both preserve open spaces and repair damaged ecosystems. We can save and restore the best of nature for the next generation. And we can share the costs of doing so with all the beneficiaries including tomorrow's citizens. We can do this by creating new tools for financing public land. We need to mobilize the power of tax exempt and tax credit bonds to help communities protect special places.

November 3, 1998 was a benchmark moment for a remarkable grassroots movement to purchase open space to limit sprawl. On that date, nearly 200 communities and several states approved a variety of bonds, taxes and fees to finance conservation purchases and improvements. Those referenda signal a remarkable willingness by taxpayers to invest public funds in buffering communities from the impacts of uncontrolled development. Along with new planning policies, land acquisition is a vital tool for managing sprawl.

Better America Bonds were proposed as part of a Livability Agenda by the Clinton-Gore Administration in response to last year' wave of land acquisition bond ballot measures. Audubon staff played a key role in formulating Gore's proposal. The initiative recommends federal financing for state and local governments to work with private interests to buy open space and engage in remediation projects associated with community revitalization. The Treasury Department has asked Congress to authorize tax credits to be used in lieu of interest payments to holders of qualified bonds.

Currently, state and local governments can use tax-exempt bonds to buy conservation lands. This tool is used by those entities capable of dedicating tax revenue to interest payments. The new Environmental Bonds proposal would allow tax credits to replace interest payments and greatly expand the use of bonds for conservation lands.

Audubon, which has a long history of helping direct federal, state and local funds into parks, forests and other habitat, sees enormous opportunities for protecting and restoring bird habitat with Environmental Bonds. Increasingly, sprawl is a direct cause of declines in many bird populations. The Audubon/Partners in Flight Watchlist shows more than 90 birds, in addition to those on the endangered species list, that are in decline. Habitat loss is the major cause, and sprawl is the leading cause of habitat loss.

Audubon's bird conservation measures would benefit greatly if our local partners and affiliates could leverage habitat protection with Environment Bonds. Additionally, and unlike current programs, these new bonds could underwrite the cost of nature centers which would further our mission of affording most of the nation's children the opportunity to for outdoor environmental education.

CAMPAIGN FOR COMMUNITY CONSERVATION TOOLS

GOAL

Audubon will build an overwhelming base and compelling case for the federal environmental bond concept by:

• Creating and galvanizing a network of potential open space bond users groups,
• Setting up and managing an alliance of influential national organization and individual endorsers, and
• Educating policy decision-makers and the public about how bonds help communities save open space.

STRATEGY

Our efforts will tap into the groups found in almost every community that are organized around watersheds, green space, proposed parks and nature centers and other quality of life issues. These groups immediately recognize the wisdom of Environmental Bonds. We will reach out to public officials in towns and counties. We will link up national organizations representing local governments, land trusts, garden clubs and other local groups. We will use local examples of unmet conservation needs to make bolster the environmental bond proposal. The result of these efforts will be a growing and coordinated chorus of support leading decision-makers to prioritize the Environmental Bonds.

METHODS

Audubon will deploy staff, consultants, allies and volunteers in a coordinated campaign of outreach, coordination and information.

• To build a network, we will add staff with specific responsibility for identifying and cultivating potential beneficiaries of environmental bonds.
• To build an alliance, we will devote the efforts of a senior staff person with extensive experience in creating coalitions.
• To educate the public and policy decision-makers, we will hire a firm to help shape the proposal.

Environmental Bonds Network

Early outreach work indicates that there is tremendous pent-up demand for this type of federal financing for open space and land and water remediation projects. We will reach out to communities and organizations to join project proponents into a network of bond supporters.

Potential beneficiaries - To test the proposal's viability, collect evidence of need and recruit support, organizers will reach out to, interview and enlist leaders of community groups and local governments.

Materials - Fact sheets, endorsement forms, and activity menus will help inform local supporters. Local project descriptions will be collected to educate the press, other allies and decision-makers.

Endorsements - Support statements from local groups, communities and national allies will demonstrate broad enthusiasm. An endorsement list will help communicate that enthusiasm.

Visibility - Communities will conduct events and activities to get national attention for their projects and the need for environmental bonds. Community leaders will take the issue to conferences and other events to recruit additional support.

Communication - An email listserve and web site will help supporters track progress and inform allies of local and national efforts. Regularly scheduled conference calls will allow allies to share information and set strategy.

Leaders - Individuals from allied and beneficiary groups will be selected and recruited to act as spokespersons for the effort.

Affiliations - Many local groups are associated with influential national organizations and can ask for increased involvement in this issue.

Environmental Bonds Alliance

Significant support for Environmental Bonds comes from outside the DC-based environmental groups. Diverse groups such as the National Realty Committee, the Land Trust Alliance and American Institute of Architects have endorsed the proposal. We expect support from bond underwriters. By building an active alliance of non-environmentalist supporters, we can frame Environmental Bonds as an alliance of local government, business and conservation interests.

Allies - Staff will develop a target list of influential groups and reach out to and encourage them to play a role in promoting Environmental Bonds. Already, some groups are having regular meetings to coordinate strategy and education efforts.

Endorsement Letters - Allies will be asked to frame their support for Environmental Bonds around their own identified interests. Letters to key public leaders expressing and making the case for Bonds will establish a broad sense of support for the issue.

Materials - Supporting organizations will create materials to illustrate the need for and benefits of bonds for open space and environmental remediation.

Coordination - We will work to keep the bonds issue on the top of the priority list for allied organizations. Through email listserves, conference calls and individual cultivation, we can ensure that interested groups stay involved, focused and productive.

Education and Communications

The wisdom of using bond based financing for land conservation is not obvious to the public or all public officials. Simple projections of the costs of financing against the benefits of protection usually persuade all but the slowest decision-makers. Linking costs over time to benefits seems obvious, but requires some persistent education.

Educating the public has great potential. In hundreds of decisions made at the polls, citizens have approved bonds for state and local land acquisition and environmental improvement projects. Opinion surveys show that citizens support spending more public money on land and water protection. The key is to let the public know that there is a workable proposal to harness space financing to the nations' economic vitality and to show that the US can play key role in helping communities. Among the activities we will carry out are:

Research - We will collect opinion survey data interview respected researchers to learn how best to cast the issue and to educate decision makers on the public attitudes. We will also use research to focus our communications strategy.

Message Development - Creative help will be enlisted in describing the needs and benefits of Environmental Bonds in ways that connect with ordinary people.

Materials - Written and electronic materials will help move messages to selected audiences both at the public and decision-making level.

Media - We will reach out to the news media and other communications outlets to give additional visibility to open space protection problems and our proposed solutions. Media will help position and cast those who help and those who hinder the cause.

Contacts - Allies and participants in the local environmental bonds network will be asked to visit with decision-makers to help educate and inform them about the need for federal financing.

Coordination and Intelligence - We will employ a consultant to coordinate OUT education efforts with an emphasis on communication to decision-makers. The coordinator will track the responses to and effectiveness of our education efforts.

RESOURCES

Audubon intends to devote existing and new resources into the Environmental Bonds effort. These include:

Network Outreach - Working from our Wetlands for Wildlife campaign office in Olympia, we have a full-time organizer building a network of local groups.

Alliance Coordination - Our Senior Vice President for Conservation Campaigns is fully deployed building a coalition of business, government and conservation groups.

Education and Communication - We have an excellent proposal from a respected Washington, DC firm to coordinate our strategic communication and education.

Membership - Audubon has prepared a special alert for membership and is promoting the idea through both Audubon Magazine and Audubon Online (Web Site).

Grassroots - Our chapters and grassroots networks have been informed and are showing strong interest in the Environmental Bonds idea.

Volunteers - We are deploying volunteers with technical knowledge to help us define and describe how this type of bond program could work.

BUDGET

National Audubon Society Board of Directors
Resolution on tree chipping mills

WHEREAS forest ecosystems provide essential habitat for numerous species of birds, other wildlife, and fish, as well as spiritual, physical, economic, recreational and aesthetic benefits to humans; and

WHEREAS forests in the southeastern United States are exceptionally productive ecosystems that provide important habitat for numerous species of migratory birds; and

WHEREAS forest ecosystems and their habitat values must be maintained for the benefit of humanity and the earth's biological diversity; and

WHEREAS the forests of the southeastern United States and elsewhere are threatened by resurgent and largely unregulated logging driven in part by a proliferation of mills which convert trees into wood chips for use in paper and reformulated wood products; and

WHEREAS technological advances allowing chip mills to turn hard and soft woods of all age classes into chips to an increase in clearcutting and the logging of trees before they mature; and

WHEREAS chip mills provide little economic benefit to local communities because they require low investments of labor and capital and compete with more stable and labor intensive forest industries reliant upon mature trees; and

WHEREAS the negative environmental impacts of chip mills are exacerbated by poorly enforced state forest management laws which are weak or nonexistent, and by a lack of applicable federal laws; and

WHEREAS the proliferation and mechanization of chip mills is a national problem of particular concern in the southeastern U.S., where 150 chip mills are now located; and

WHEREAS state efforts to address chip mills are mostly nonexistent, and are insufficient where they do exist; and

WHEREAS the National Audubon Society is uniquely situated to tackle this problem given our current and historic involvement in forest issues and our concerned, well situated chapters in the southeast;

THEREFORE, BE IT

RESOLVED, that the National Audubon Society encourages federal, state and local government agencies to take all appropriate action to ensure that such facilities comply with all appropriate environmental laws and regulations;

AND RESOLVED FURTHER, that such agencies take steps to understand the impact of such facilities on the environment, and particularly wildlife habitat;

AND RESOLVED FURTHER, that the National Audubon Society should seek funding for and implement a program to more clearly define the problem of chip mill proliferation, to develop and advocate solutions at both the federal and state level, to create an effective press and public education strategy, and to address the legal underpinnings of the problem through analysis of existing and potential federal and state regulation, development of a Model State Forest Practices Act, and other potential remedies.

Background Information on Chip Mills Resolution
Public Policy Committee, March 26,1999

The Problem: Expansion of increasingly efficient chip mills

Chip mills are a recent technology that can convert whole trees into small chips for paper, glued wood, and other products. This technology can handle tremendous volumes of timber and it has come to dominate the log market and drive logging practices wherever these mills are located. Current output from these mills totals 300,000 and 475,000 tons of chips per year, and it is expected to double in the very near future.

A chip mill can economically reach out to all forestlands within a 75 mile or larger radius, plus all the trees that can be brought in from satellite logging outposts. Tins allows chip mills to impact forests at unprecedented rates. At the present time, nearly one million acres of Southeastern forest are cleared every year to feed the 140 chip mills currently operating in the Southeastern states.

The impact of chip mill forestry can be devastating. Woodlands are clearcut and every tree or sapling larger than three inches in diameter is fed into the mills, leaving virtually nothing behind to support wildlife. Birds and animals that rely on forests for food sources, nesting, and reproductive opportunities are left with nothing but an empty field of stumps and weeds. The soil on clearcut grounds, no longer protected by the forest canopy, is washed into waterways by rain and runoff from melting snow. After native forests containing a mix of hardwoods like oak and maple are clearcut, they are often replaced by even-spaced rows of fast-growing pines that may support as little as 5% of previous species diversity.

Chip mills are not a great boon to the local economy either. A typical chip mill employs fewer than 10 people and requires no managers on site. In addition, chip mills are impacting traditional industrial uses of Southern forests by cutting immature trees and preventing them from growing to supply furniture manufacturers and other industries. For example, a chip mill that employs 10 people could displace a furniture factory that employs 200 people using the same 200 truckloads of logs. While many logging companies serving chip mills do provide some jobs to local communities, the logging industry accounts for less than 1% of the economy of the Southeast. The 80 to 100 jobs created by logging for a chip mill are spread out over 75-100 square miles, providing little support to any single town or county.

Finally, chip mills are heavily subsidized. The public or adjacent landowners pay the price for diminished water quality, restoring woodlots, and maintaining wildlife on public and private lands. When road improvements are needed to bear the increased weight and traffic of logging trucks, taxpayer money often subsidizes the project.

Existing efforts to control chip mills

Environmental groups currently addressing the problems caused by the proliferation of chip mills are having success in a number of areas. They have mobilized a large number of local and grassroots organizations. They have generated a great deal of press, and put this issue on the map. They have

reached out and coordinated with a number of other interest groups, such as furniture manufacturers that rely on older trees than chip mills allow, and communities who don't want the noise, trucks, and other impositions by chip mills. They have protested, appealed, and in some cases stopped individual chip mills. They have prompted interest and action from federal and state governments.

The National Audubon Society has worked with these groups to raise questions about the spread of chip mills, and will continue to do so. We plan to increase our efforts to combat chip mills because we believe there is a need for more groups to contribute to this effort. We also feel have a lot more to offer through our staff and our chapters.

Existing needs and opportunities

Chip mills is not an easy issue. It varies because of land ownership, and between states and localities. State and local governments have the lead responsibility for regulating these mills, and the federal government has the least involvement. The issue does not lend itself to easy solutions. Chip mills are a cause of rampant deforestation and a symptom of much larger issues such as weak state forest laws, prolific Southeastern forests, and a partial industry exodus from the over-cut Pacific Northwest.

How to address the problems associated with chip mills is going to be a challenge. We need to undertake thorough examinations of the problem. We need to use the existing permitting processes for chip mills - such as for their water discharges -to try to assess the cumulative impact of more chip mills. And we need to push for an expanded scope for permitting to allow state and federal permitting agencies to look at the off-site impacts - the logging - of the chip mills before a plant is permitted.

A number of other factors exist, however. Chip mills are as much a cause of indiscriminate logging as they are a result of high demand for cheap wood products combined with weak state forest laws and enforcement. In this sense they are like hog farms - a highly visible and grotesque form of something many people would not otherwise oppose.

The resolution before the committee is intended to highlight the problems associated with chip mills and places the National Audubon Society in a position of advocating thorough analysis of new mills, and reasonable regulations for existing ones.

TO: Public Policy Committee

FROM: Dan Beard

SUBJECT: Coastal Barrier Resources System

In the early 1980s, concern developed about the practice of providing Federal subsidies for the development of coastal barrier islands. A 1981 Interior Department study found that, on average, each developed acre of shoreline cost up to $50,000 in Federal subsidies. Adjusted for inflation, this sum is approximately $82,000. The most important Federal subsidy was federal flood insurance made available through the National Flood Insurance Program (NFIP).

The Congress responded by establishing the Coastal Barrier Resources System. The System has three goals: (1) reduce federal expenditures; (2) reduce loss of life in emergencies; and, (3) reduce damage to natural systems. Undeveloped lands placed in the System can no longer receive Federal subsidies-such as Federal flood insurance for new development. The System does not prohibit state, local or private funding for new development, and its federal funding restrictions don't apply to pre-existing construction. By 1990, over 820,000 acres of land had been included in the System along the Atlantic, Gulf and Great Lakes coasts.

Starting in 1996, a series of bills have been introduced to take land out of the System and make it available for development and Federal subsidies. These efforts have been successful in several instances, and it is expected that additional efforts will be made in this Congress to exempt land from the System. The House Resources Committee has already announced an oversight hearing for April 22, 1999.

Attached for your review are several items that give background on the system, and outline opposition and public reaction to efforts to take land out of the System. This information will be useful when we discuss this issue at the Memphis meeting of the Public Policy Committee.

If you should have any questions, please don't hesitate to get in touch with me.

NATIONAL AUDUBON SOCIETY'S ROLE IN THE POPULATION DEBATE

Human population growth, as a causal factor, cuts across all issues and disciplines, and requires specific, focused interventions and solutions.

National Audubon Society's approach to the population issue is to associate the growth of human communities with loss of viable wildlife communities. Audubon focuses on the migratory bird linkages in the Americas along with regional and local habitat connections. Population growth throughout the hemisphere impacts plant and animal communities, the human alteration of which is the leading cause of decline for many species.

Audubon tends to view problems associated with human population growth in several ways:

• Rapid and unsustainable increase in the number of people and our locations.

• Increased land development for housing and commerce.

• Extraction and exploitation of soil, forest, grassland, aquatic and marine and other systems.

• Human suffering associated with poverty.

Audubon addresses the population issue in major ways:

• Supporting family planning and reproductive health education programs in the belief that people, given the knowledge and tools, reduce family size, which leads to an overall reduction in the rate of human population growth.

• Encouraging solution-based interventions to harmful land and water uses and consumption activity.

• Supporting science, education and policy initiatives to create and provide resolutions to issue and place based conservation challenges.

• Maintaining a sympathetic view of cultures and people and the way they experience population problems and programs.

Audubon Communications
John Bianchi, Director

Communications continues to focus on projects that meet our goal of promoting Audubon's position as the preeminent bird conservation organization. Recent projects include:

The Great Backyard Bird Count - Audubon this year more than effectively doubled its output of press mentions and stories on the Great Backyard Bird Count: Audubon has so far received over 120 known mentions or articles on the project, including many national radio and one network television hit. Cornell is also expected to have doubled their placements as well. Participation in this year's count surged from 14,000 to over 43,000 individuals thus far. The preliminary advertising dollar equivalent of Audubon's press placements alone total approximately $4,030,000.00 - an extraordinarily cost-effective method that has raised Audubon's profile significantly for a budget of less than $5,000.00.

Christmas Bird Count - This year marks the unquestioned high-point of Christmas Bird Count press interest thus far. Audubon has either placed or received over 1,500 press mentions in print alone (a clip book is available, but is not being distributed due to its size). Scores of television and radio stations have also covered the story, which continues to generate positive image and interest for Audubon. We expect press reaction to be even better next year, which marks the 100th anniversary of the count.

Rivers and Wildlife Celebration - Crane Festival - Working with Paul Tebbell and Nebraska State Office staff, we have been able to get good national and regional focus on the 29th Annual Crane Festival. Good coverage has been secured from almost all area television, radio and newspaper press; network affiliate interest in the story is also high and the pictures may subsequently be picked up by network desks or regional bureaus for broadcast. Currently pushing the story nationally for mention or feature story in USA Today or other publications. Stories have so far appeared in the Associated Press, Boston Globe, Washington Post, and Philadelphia Inquirer.

Texas Bird Auction - Working closely with the Texas State Office, we distributed press materials nationally. Based on our mailing and a local Dallas/Fort Worth story that was subsequently picked up by the Associated Press, the story has so far been placed in USA Today, Time Magazine, Sports Illustrated, The New York Times, The Washington Post, CNN, and picked up by dozens of papers and radio stations nationwide.

Audubon Adventures - Working through the press push for Great Backyard Bird Count, we have gotten several reporters nationwide to focus on Audubon Adventures classrooms participating in the count. Press push also drew reporters' attention to the 15th anniversary of the program.

Audubon Magazine - Have made several placements for the magazine's organic gardening issue through radio-based public service announcements and pursuing a relationship with a network TV morning show. Covering day to day press duties for Audubon Magazine until we can hire either a new freelancer or agency.

Licensing & Books- Working on a variety of projects, include new relationship with Tasco, and new releases from Knopf and Scholastic for the spring, including First Field Guides and new Regional Guides. Shade-grown coffee continues to be an area of interest in the press - working with Licensing on upcoming events and announcements in this area, and a possible concert in Philadelphia to raise awareness for the concept.

WatchList - Working with Science and Audubon Online to begin the new springtime launch of WatchList. Announcement is geared to happen the week of Earth Day and Audubon's Birthday to reinforce the organization's roots and reactivate Audubon's involvement in the yearly spring event.

Development - We're currently beginning to work on press for Audubon Birdathon. We are also continue to work on establishing "Audubon Days" at the stadiums of sports teams including the Atlanta Hawks and Falcons, the Chicago Blackhawks, the Philadelphia Eagles, the Seattle Sea Hawks, the Toronto Blue Jays, and the Baltimore Orioles and Ravens.

Resolution
For the Sale of
The Niobrara River Sanctuary Property

National Audubon Society Board of Directors

Dated: March 28,1999

WHEREAS, National Audubon Society, Inc. ("Audubon") and Nebraska Game and Parks Foundation (the "Foundation") have reached a preliminary agreement regarding the purchase by the Foundation of Audubon's Niobrara River Sanctuary property (the "Property"), consisting of approximately 218 acres adjacent to the Niobrara River in Rock County, Nebraska; and

WHEREAS, Audubon purchased the Property for $54,500 on January 22, 1990; and

WHEREAS, Audubon has since then managed the Property as the Niobrara River Sanctuary; and

WHEREAS, Audubon has determined that the Sanctuary no longer fits within the programmatic priorities of the Nebraska State Office; and

WHEREAS, the Foundation will continue to use the Property for purposes consistent with the mission and policies of Audubon, namely as a wildlife management area with public access and will name the Property in honor of the late Fred Thomas, the Omaha World-Herald's environmental reporter whose work advanced causes in which both Audubon and the Foundation strongly believe; and

WHEREAS, the Foundation will pay to Audubon the purchase price of $80,000, an amount that is less than the Property could have been sold for if it were to be put to private use.

NOW, THEREFORE, be it resolved that John Flicker, President, and James A. Cunningham, Senior Vice President, Finance and Administration, are hereby authorized to enter such agreements and execute such documents as are necessary to complete the sale of the Property by Audubon to the Foundation.

AMENDMENT *l
TO THE
NATIONAL AUDUBON SOCIETY
CASH BALANCE PENSION PLAN

The National Audubon Society Cash Balance Pension Plan is hereby amended as follows effective as of May 7, 1998:

1. Section 4.04 is amended by the addition of the following to the end thereof:

"Notwithstanding the foregoing, for any Member who has attained age fifty (50) and has completed twenty (20) years of service with the Society as of July 1, 1998, and who elects to retire between May 7, 1998 and June 22. 1998, the following will occur;

(a) The Member's Retirement Allowance will be determined as if his age were increased by five (5) years and as if his Credited Service were increased by five (5) years; and

(b) The Member will receive a supplementary monthly benefit equal to $600 per month, commencing on July 1, 1998 and terminating as of the first day of the month preceding the month in which the Member attains age sixty' two (62).

If such a Member who elects to retire by June 22, 1998 elects to receive his benefits in the form of a lump sum, the lump sum will be determined by disregarding the additional age provided in paragraph (a) and by disregarding the supplemental monthly benefit provided in paragraph (b)."