|
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. |
Note: to prevent web spiders from gleaning email addresses, a secret word has been added to all email addresses. To use them, remove the 'kitty'.
For the second meeting in a row I am indebted to Marsha Cannon for her extensive and well-considered notes on the meeting. I will let her notes stand for the Marketing and Communications Committee meeting I was unable to attend, as well as the "real" board meeting on Sunday. My notes will describe the States & Centers and Public Policy meetings.
At the next meeting I am moving from Public Policy to Marketing & Communications because of a scheduling change.
-- Chuck
Meeting Notes from Marsha Cannon
December 12, 2000
(corrected 12/14/00)
Dear Wisconsin Audubon friends,
SUBJECT: Meeting Report: December 2-3, 2000
National Audubon Society Quarterly Board of Directors Meeting
Naples, Florida
This is the second National board meeting I've attended on behalf of my chapter, Madison Audubon Society, Inc., and the Wisconsin Audubon Council (WAC). On December 2, WAC held it's quarterly meeting and elected me president. See if I miss any more WAC meetings!
In Florida, I hoped learn more about the "new" Audubon, and gather information to help Wisconsin get started on forming a state office . . . if WAC decides to go ahead at this time. I also wanted to get to know some of the NAS people a bit better. NAS President John Flicker met with me for 15-20 minutes, and I talked with Frank Gill, Sr. V.P.-Science about how to better keep our chapter "in the loop." I also attend the Corkscrew Swamp Sanctuary field trip/dedication.
What did I learn and how do I feel about the meeting?
First, National Audubon is taking a very "corporate" rather than collaborative approach to all their activities as evidenced by increases in professional staff, reworking relationships with chapters, and major focus on State Offices and Centers. Second, I don't see chapters receiving much direct support from NAS in the future. And third, although I heard and read a lot of words to the contrary, it appears that money (rather than conservation values) continues to drive the organization. These realities pose simultaneous threats, challenges and opportunities for Audubon chapters and centers in Wisconsin. I hope we are up to it!
As you read the following report, you might be confused or frustrated by missing background information. If so . . . please get in touch with me. I'll be glad to fill in as best I can. You might also be intrigued or inspired enough to want to attend the next NAS board meeting scheduled for March 16-18, 2001 in Denver. If so . . . let me know and we can explore ways to help finance WAC member participation.
Happy holidays!
Marsha Cannon
President, Wisconsin Audubon Council
(President Emeritus, Madison A.S.)
420 Sidney Street
Madison WI 53703
Phone: 608/251-1276
E-mail: cannonkitty@mailbag.com
Meeting Report
December 2-3, 2000 / National Audubon Society Quarterly Board of Directors Meeting - Naples, Florida
by Marsha Cannon, President – Wisconsin Audubon Council
The opinions and interpretations of what went on at the meeting are my own.
[My direct comments are in brackets.]
About 90-100 people attended . . . including 31 current NAS Board members, 3 Board members-elect; 16 Board member spouses; 38 NAS staff; a few staff spouses; the Florida State Office Director, and me (the ONLY Chapter representative.) Board and Chapter members pay their own expenses, although most meals and bus transportation were provided by NAS. I declined to stay at the Naples Beach Hotel where the meeting was held ($145/night, includes breakfast) and opted for the $48.50/night Holiday Inn across the street (free coffee in the room). My travel expenses were covered by combined WAC, Madison Audubon, and personal funds.
The main attraction was Corkscrew Swamp Sanctuary, 11,000 acres of ancient cypress forest with a new "stealth" building (blends into the surrounding palm and pine forest) and 2-1/4 miles of re-done boardwalk. The Friday evening "gala" benefit for Corkscrew raised $375,000 for the sanctuary. I did not attend because the $350 price of admission was beyond my budget.
SATURDAY, DECEMBER 2
The MARKETING & COMMUNICATIONS COMMITTEE met on Saturday concurrently with the States and Centers Committee. This conflict is supposed to be eliminated at future NAS Board meetings. President Flicker attended the M&C meeting, so I felt that would be the best investment. He outlined a Membership Growth Strategy-Implementation Phase, including a chart comparing 1990-2000 membership for various environmental organizations (Audubon had held steady while others have grown by factors of 2 or more, e.g. Nature Conservancy, World Wildlife, Sierra, Natural Resources Defense Council, Env. Defense Fund, Defenders of Wildlife, National Parks & Conservation). [Of these, Sierra Club is the only one with local chapters.]
Flicker's vision for the year 2020 is to have one percent of the U.S. population (275 million x 1% = 2.75 million) as NAS members. Compared with the current membership, that's a 5-fold increase. "Membership is the financial underpinning of the organization," according to Flicker.
Goals of the new membership strategy are: (1) increase membership; (2) attract and keep mission-based donor/activist members; and (3) a unified Audubon membership. Flicker presented issues for the Board to consider and decide on:
(1) What is a member? - A subscriber to the magazine? Major donors? Birdathon donors? "Chapter only" members? "Friends of" group members? Flicker proposed including them all in the membership category.
DISCUSSION: What if individuals do not want to be NAS members? For example, Birdathon donors often support a friend or relative in their interests, not necessarily NAS. How will this work day-to-day, especially at the chapter level (e.g. newsletter)?
(2) Membership benefits – Flicker's list included (in this order) magazine; free admission to Centers and Sanctuaries; free membership in local chapter; special invitations to sanctuaries and ecology camps; special travel opportunities; special offers on select Audubon products; complimentary membership in Audubon Activist Network.
DISCUSSION: What about Audubon's mission. What about investing in the environment for future generations? Taking action to stand up for your values and protect the environment? [The benefits seem to be "thing" oriented.] Benefits and member retention are connected. For example, The Nature Conservancy has a high retention rate [because of land as a motivation?!].
(3) Implementing one membership policy – Flicker's discussion points:
* Home office shares its members in a chapter area with the local chapter, and chapter shares it members with the Home Office
* Board sets the guidelines for acquiring and managing members
* Audubon owns the membership list
DISCUSSION: Flicker commented, "Chapters will either share names with NAS or NAS will refuse to share with local chapters," and added later, "Audubon used to be an umbrella organization. There was no core . . . which led to financial free-fall." [I believe this is an issue only if chapters/centers are maintaining chapter-only or center-only memberships; these are different from chapter newsletter subscriptions, which appear to be OK. It could become an issue depending upon the level of donor (member) we're talking about and if chapters do not wish to share.] The prospect of chapter/center secession was briefly discussed and one Board member commented, "if a group secedes, so be it!"
(4) "Friends of" exceptions –[e.g. Friends of Schlitz Audubon Center]
*FO retain all revenue they raise
*FO renew their members and maintain primary relationships
*Free Audubon membership
*Limited Audubon solicitation coordinated with FO
*No new FO groups
DISCUSSION: I think these apply mainly to Centers.
The Membership Committee is charged with deciding on the four (4) items above, plus:
* Evolve magazine to engage donor/activist members
* Review and improve quality, consistency and timeliness of all communications to members (branding)
* Integrate membership and development programs
* Test and invest in expanded direct mail
* Test and invest in membership tools/incentives for chapters, states, centers and other programs
* Review best practices from other organizations (e.g. Massachusetts Audubon, Maine Audubon, New Hampshire Audubon, New Jersey Audubon, TNC, WWF, etc.)
MEMBERSHIP
Alan Bayersdorfer, V.P.-Membership, described new direct mail tests underway (including a 30-page booklet! under development), new family and citizen science membership appeals, and a new and improved member welcome package. [Benefits of joining Audubon continue to be the magazine and a pair of cheap binoculars.] The "big" brochure with puffin on the front is being tested in 15 states. A response rate of 1.5-2% is considered good. The family membership is based on "Audubon Adventures."
Bayersdorfer said he is working on promoting a sense of "family" and discussed various web-based membership ideas. He also talked about testing and implementing automatic renewals, identifying key member benefits, creating a consistent membership message, creating external partnerships, better communications within Audubon, and quantifying the short-term costs and long-term benefits of doubling Audubon membership [per Flicker's vision].
PUBLIC POLICY
Dan Beard, Sr. Vice President for Public Policy (Washington, DC) led the meeting. He outlined major NAS priorities for 2001 including:
(1) An "Early Action Agenda" that Beard said will be communicated to state offices and chapters and which includes co-sponsoring reauthorization of the National Environmental Education Act as well as co-signing letters in support of full funding for numerous federal Acts.
(2) Improved emphasis on grassroots. Staff person Catherine Grant described new Democracy Data Advocacy Database software, obtained by NAS, to organize and focus grassroots efforts; 7 regional grassroots coordinators are being hired. During 2001, NAS plans to host 102 workshops/trainings/events, recruit 4,000 grassroots advocates and recruit 250 grassroots leaders. She distributed a list of members of Congress who are Audubon members (none from Wisconsin).
(3) Formulating citizen science initiatives
(4) Assuming leadership on environmental education. New staff person, Mary Smith, will spearhead environmental education.
Beard shared a 4-page handout describing Audubon's role in enactment of Everglades restoration legislation. The successful effort relied upon NAS commitment to the Everglades, committed national leadership (Flicker), and a well-organized and professionally run campaign. The handout includes "areas where we could have been stronger" including "a serious commitment to national grassroots only developed this year" and "lack of an effective and consistent media communications plan and strategy."
CORKSCREW AND A CONVERSATION WITH JOHN FLICKER
In the afternoon/evening the group visited Corkscrew Swamp Sanctuary for a ribbon-cutting ceremony at the new Blair Audubon Center. Hundreds of people attended; I don't know who they were exactly, but many were donors to the Center. To date, more than $7 million has been raised for the Center (the building includes an elaborate nature store and theater). Corkscrew is a wonderful place . . . I saw a black-crowned night heron, anhinga, barred owl, little blue heron, white and snowy egrets and an immature alligator . . . and the new boardwalks are fabulous.
Later that evening, I had a chance to visit with President John Flicker about my favorite topic, DUES SHARE. I described how the new net dues share is pulling the rug out from under our chapter and that chapters in Wisconsin are feeling abandoned, especially since we don't have a state office. I was hoping to identify a way for us to "earn back" at least part of the missing dues share. Flicker went over the history of dues share, how a $5.50 per member "entitlement" was established in the 1960s, and the 35-members-equals-a-chapter rule led to formation of many small chapters. He referred to dues share as a $1 million "subsidy" (his word) to chapters, and said that recently the net effect has been to reduce the NAS endowment. I got the impression he thought chapters just sit on the money and don't do anything with it. He told me that if our chapter needed more money, we will have to raise it on our own. I replied that we already do raise a substantial amount of money to fund operations . . . but losing half our dues share puts a big hole in our operating budget. He said his vision is larger than individual chapters and that "the boat is leaving . . . you can do something like Corkscrew, or you can stay on shore." On the positive side, Flicker said he is willing to work with Wisconsin if we really do want a state office, and he invited me to keep in touch.
[I don't doubt Mr. Flicker's commitment to Audubon. But I beg to differ with his interpretation of chapters. Chapters come in all sizes and levels of activity. Most are the community voice of Audubon. Fulfilling the NAS visions for membership and grassroots advocacy . . . to name just two items . . . will require chapter strength and cooperation, even when/if there is a state office in Wisconsin.]
SUNDAY, DECEMBER 3
BOARD FORUM
The Board Forum is a convening of the full Board of Directors for reports and discussion.
* Viewed 3-minute video of Peter Jennings news spot about birding (65 million birders in the U.S.; referred to new guides by Sibley and Kauffman).
* Michael Rands of Birdlife International (Audubon is the U.S. partner) talked about BI's Important Bird Areas project. There exist 27 IBA books for various nations; the focus is on endangered or threatened species. He brought along a new book "Threatened Birds of the World" (there are 1,186 globally threatened species; 12% of world's birds will go extinct soon; 75 new species are globally threatened).
* Audubon of Florida Director Stuart Strahl gave a talk about how his organization evolved out of Florida Audubon Society and NAS. Today they have a $5.3 million/yr. budget, 8 offices, 7 Audubon Centers, 65 staff, and 43 chapters. They have a 30-person board of directors (10 are chapter leaders) representing the regions of Florida. Their annual Audubon Assembly (expect 500 to attend in 2001) sets priorities.
* Membership: NAS membership as of 6-30-2000 was 528,547, down 9,891 since a year ago.
* John Flicker announced he will focus on personnel and external fundraising as Chief Executive Officer and NAS will hire a new Chief Operating Officer, thus re-establishing this position.
* Dan Beard (Sr.V.P.-public policy) described Audubon's pivotal role in the Heritage Forests Campaign (protecting roadless areas and ending construction of new roads in heritage forests).
* Reid Hughes (Florida) invited anyone who is interested to work with him on the issue of urban sprawl. David Pimental commented that the real problem is population, that the U.S. is growing by 3 million people/year.
* States/Centers. Ruth Russell reported that NAS is close to filling State Director positions in Minnesota and Montana. Tamar Chotzen (Sr. V.P.-Centers & Education) reported on meeting of Audubon educators, planning naturalists' training institute for volunteers and staff, and on the NAS "green" building policy for centers. A revised version of "Essential Elements" for chapters was distributed for review and comment; NAS will distribute with deadline for comments.
* Cindy Dunn, Exec. Dir. of Field Operations, is chairing the committee on "One Audubon"
* Finance Committee. For the period ending 9/30/00 - $19 million unrestricted revenue; $14 million spent; $5 million excess. Capital budget for 2001 is $1.117 million. State office accounting systems are "in the works."
* Science Committee. Ford Motor Company is underwriting BirdSource, IBAs/watchlist and extended programs into Central America.
* Pesticides. Barbara McLaughlin, new staff person to work on safe homes, safe schools.
* Annual report was handed out (states with offices highlighted; no mention of Wisconsin).
* The Board elections went off as planned (see Nov.-Dec. Audubon mag.).
Future Board meeting dates and places:
March 16-18, 2001 – Denver
June 8-10, 2001 – Leavenworth, Washington (Sleeping Lady)
September 14-16, 2001 – Columbus, Ohio (Aullwood)
November 30-December 2, 2001 – New York City
Dates in 2002 (locations to be announced):
March 15-17
June 7-9
Sept. 13-15
Dec. 6-8
Respectfully submitted . . . Marsha Cannon
[this is a priority listing for talking points with the new Congress. It is not a complete listing of Audubon priorities. It is not necessarily listing our own priorities overall.]
1. Investing in Kids and Nature
2. Investing in Your Backyard
3. Enhancing America's Open Space and Wildlife Habitat
4. Everglades: Renewing the River of Grass
5. Avoiding Wildlife Emergencies
6. Protecting Migratory Songbirds
7. Saving Birds Beyond Our Borders
8. Preserving Family Farms and Wildlife Habitat
9. National Wildlife Refuges: Fixing the Roof
10. Bringing Back the Mississippi River
[background document before the presentation]
The goal of Audubon's grassroots program is the advancement of our public policy agenda, as determined by the Board. We should strive to have the most effective grassroots program of any national environmental organization. Our grassroots program needs to be cost-effective and assist in the development of state offices and centers. It also should become involved in our policy agenda in the right way and at the right time. Our goals should be to develop a base of at least 1,000 Key Contacts, 20,000 Leaders, and 100,000 Advocates for our program.
The "ideal" approach for Audubon's grassroots efforts would follow this sequence -
As we implement a successful grassroots program, we need to be aware of several important preconditions.
1. Audubon is in the midst of significant change. We have opened 24 state offices in the past four years, and we hope to have another 26 in the next few years. We have set a goal of opening 1,000 centers over 20 years. The challenges involved in managing such a dynamic and changing organization present real difficulties. For example, our staff has increased by 50 percent in the past 3 years, and most state offices are primarily concerned with developing a financial base.
2. There are very few organizations we can use as models for development of an effective grassroots program. Every organization - even those that are perceived as having strong grassroots - feels the need for improved capability.
3. With the exception of our campaigns, we are starting at "ground zero" for recruitment of advocates and leaders. In addition, we have almost no history of recruiting or employing key contacts in our grassroots efforts. This deficiency could significantly hurt our efforts to have success in a number of issues; e.g., funding for Audubon centers.
4. We have great assets and tremendous potential. However, on a majority of issues, we have failed to organize and deploy these assets in an effective way. There are cases where we have had success, such as the Heritage Forests, Population and Habitat, and Wildlife Refuge Campaigns.
5. The funds we have from unrestricted sources for grassroots efforts are limited. If we cannot make the adjustments needed to increase unrestricted revenue, we will have to rely on campaigns or individual program areas to raise the funds for our grassroots efforts. This will significantly inhibit our abilities to improve our grassroots program.
6. We do not have an adequate grassroots database management system, nor do we have an adequate internet presence.
The following steps are recommended for improving our grassroots efforts:
1. The Board needs to approve a three to five year commitment for improving Audubon's grassroots capabilities.
2. Assuming such a commitment is approved, increased staffing for an improved grassroots program will have to be made as soon as practicable given our budget priorities.
3. We need to insure that state offices share the goal of building an effective grassroots program. As a first step in that process, a grassroots plan should be discussed with state directors. In addition, one person in each state office should be designated as the grassroots liaison, and training should be provided. The state offices should develop key contacts within their state, meet with appropriate elected or appointed officials and the press, and form working relationships with key organizations. These items should be made a part of the performance evaluation criteria for each state. The goal should be to have at least 10 states meet this objective by the end of 2000.
4. Steps need to be taken to improve our recruitment of key contacts, leaders, and advocates. Our goal should be to develop 1,000 key contacts, 20,000 leaders and 100,000 advocates within five years. In 2000, we will work with the state offices and others to identify at least 200 key contacts in 10 states; develop 4,000 leaders using campaigns and other sources; and, using the Partnership Project and Heritage Forests Campaign data, we will strive to develop at least 20,000 advocates in 2000.
5. We need to improve both our database management and Internet capabilities so that we can deliver our message in the right way, at the right time. By the end of 2000, we will need to have in-place the systems required to develop, manipulate and deploy our grassroots capability.
6. The following issues will be the primary targets for grassroots mobilization in 2000: Heritage Forests; funding for Audubon Centers; international population assistance; and, consideration of our Refuge Service legislative proposal.
In accordance with policy and within the framework adopted by the Board of Directors in December, 1999 we will:
(l) Identify Lawmakers Who Will Cast Deciding Votes on Conservation Legislation
(2) Focus Grassroots Efforts on Those Key Lawmaker Districts
(3) Identify Audubon Supporters in Those Key Lawmaker Districts
(4) Identify Leaders, Key Influencers and Voters in Those Key Lawmaker Districts
(5) Create Opportunities for Lawmakers to Meet Their Audubon Constituencies
(6) Recruit New Audubon Members & Advocates
(7) Communicate Audubon policies and positions to Grassroots supporters quickly &: easily
(8) Identify & Work with Likeminded and Non-Traditional Groups on the Ground to Promote Audubon's Public Policy Agenda
(9) Ensure Fulfillment of All Grant Requirements
Status: Solved. In April, 2000 there were 7 independent grassroots campaigns with 7 different newsletters, 7 different ways of communicating with volunteers, 7 different people communicating with chapters, state offices, and the general public. By establishing a Grassroots Outreach Office, and a singular Audubon Grassroots Network (rather than by issue) we can speak to chapters, state offices and the general public with one voice, a prioritized message.
Status: Solved. In April, 2000 there were 7 Grassroots databases, no way of communicating with each other, or determining those individuals on more than one list. Now we have one - the Democracy Data Advocacy Database. [it is hoped that all Audubon entities will eventually be able to use the DDAB for their own local issues. It cross-references congressional districts, members, key contacts, zip codes, and so on.]
Status: In Process. We've identified the need for 7 Regional Grassroots Coordinators; one is on-board and we're interviewing for the remaining positions. These Coordinators will work with Chapters, State Offices, Centers, Members, like-minded organizations, non-traditional partners and the general public in specific states, and communicate with those audiences on all legislative issues.
Grassroots Outreach Director: Catherine Grant
Grassroots Program Assistant: Jenni Brown
Grassroots Field Manager: Laurie Cooper
Grassroots Workshop Coordinator: Beth Lapin
Grassroots Coord.- Region 1:
(NORTHEASTERN: ME, VT, NH, MA, CT, RI, NY, NJ)
Grassroots Coord.- Region 2:
(ATLANTIC SEABOARD: DE, MD, WV, VA, NC, SC, GA)
Grassroots Coord. - Region 3:
(SOUTHERN GULF: FL, AL, AR, KY, LA, MS, TN, TX)
Grassroots Coord. - Region 4:
(GREAT LAKES/Appropriators: PA, OH, IL, MI)
Grassroots Coord. — Region 5:
(MIDWEST: IA, KS, IN, MN, MO, NE, WI, SD, ND, OK)
Grassroots Coord. —Region 6:
(WEST: WA, OR, MT, ID, WY, UT, CO, NV, NM, AZ - Alix Davidson)
Grassroots Coord. - Region 7:
(PACIFIC, CA, HI, AK, 53 Reps. 3 States)
HOST: 102 Workshops, Trainings, Events
RECRUIT: 4,000 Grassroots Advocates
RECRUIT: 250 Grassroots Leaders
WETLANDS GRANTS
9 Workshops by June, 2001
10 Wetland Projects by June 2001
153 Wetland Leaders by June 2001
REFUGE GRANTS
5 ARK Workshops by March, 2001
40 Bring Home Alaska Events by March, 2001
500 "Friends of Alaska" Advocates by March, 2001
FOREST GRANT
300 Chip mill Activists by March, 2001
3 Chip mill Workshops by March, 2001
ENVIRONMENTAL EDUCATION GRANT
l,000 EE Advocates by January l, 2002
8 EE Workshops by January l, 2002
POPULATION GRANTS
2 DC Advocacy Trainings by April 2001
7 State-Based Advocacy Trainings by September, 2001
POPULATION PLANet GRANT - JANUARY THRU APRIL:
San Bernardino, California
Philadelphia, Pennsylvania
Seattle, Washington
Toledo, Ohio
8 Awareness Events in January, 2001
Attract 1,600 People (400 per city)
8 Grassroots Trainings in February, 2001
Train 400 People (100 per city)
8 Grasstops Events in March, 2001
200 Participants (50 per city)
4 Final Wrap-Up Events in April, 2001
The number one political issue in this country is (say it after me) - Education. Environmental Education (EE) began 30 years ago and it’s a failure. It has not succeeded in doing what it needed to do… or you wouldn’t have had [needed] all these advocacy campaigns that you’ve been fighting so hard for common-sense things. So, it’s not that there’s not good programs… but they exist in isolation, they’re under funded, they’re under-known and they’re misunderstood and they often don’t connect in a very realistic integrated way in public schools.
If we’re going to talk education, and we’re going to talk Centers, and we’re going to be effective and really reach those kids, we have to work together and connect the wonderful things that we have happening in a place like Corkscrew, and connect the wonderful things we have happening in a place like Aullwood Farms, and find those models where EE is essential to our economy, to our community, and to our environment. That message is one that we need to make very simply, very proudly, but where no-one in their right mind would argue with connecting kids to their environment, and it should be a number one priority.
As an English teacher, an academic coach, grant director and all that, all my life I know the most effective way to teach any subject is for hands-on integrated involvement where we not only get the book materials but we connect the kids to the real world. So when you talk to your friends about EE explain it - that it’s where we take academic disciplines and connect them to the real world and teach kids how to build communities of the future where things that are alive, like birds, can actually live in them. This whole idea of looking towards the future and connecting the vision of 1000 nature centers is absolutely the most exciting thing to be involved in in this country. I think that… as you go out in your chapters and convey that to schools wherever you are, and work with teachers and parents, you have to know you’ve got the Number One issue. You’ve got the best stuff on your side and you must always, when you’re talking about the environment, make sure education is your first or your second-breath word. Thanks.
Since 1986, when the last version of the Chapter Policy was approved, the National Audubon Society has undergone significant changes. Under the 1995 Strategic Plan, Audubon has decentralized significantly and committed to the establishment of State Offices under the guidance of State Boards. The goal of this decentralization from nine regional offices to ultimately 50 state programs is to be more effective in achieving our mission at the state and local levels recognizing Audubon's unique network of 518 local chapters. This major shift in organizational structure has positive results for Chapters; a strong and lasting partnership between Chapters and their State Office is a critical element for the future of Audubon. These partnerships enable us to advance Audubon programs and philosophy at the local, state, national and international level with great effectiveness. This revised Audubon Chapter Policy is intended to define and strengthen the working relationship between Chapters and their State Office, as well as between Chapters and other parts of Audubon, so that we can become the most effective advocate for the wise stewardship of our precious natural resources.
The success of Audubon depends on the dedication of members, staff, and state and national Board members working together in pursuit of our common goals. The following Chapter Policy sets forth general guidelines designed to keep the Audubon team strong and effective. When a Chapter of the National Audubon Society is formed, or annually re-certified, that Chapter agrees to abide by this Chapter Policy.
'The mission of the National Audubon Society is to conserve and restore natural ecosystems, focusing on birds, other wildlife, and their habitats for the benefit of humanity and the earth's biological diversity.'
As an organization, all parts of Audubon are unified by a common philosophy, a commitment to shared conservation goals and objectives, a joint membership, two-way financial support, the cooperation of staff and volunteers, and mutual trust and respect.
A. Audubon is committed to a decentralized decision making policy in which Chapter Boards are the key decision makers in local communities; State Boards, which include Chapter representation, are the key decision makers for state issues and policy; and the national Board is the key decision maker at the national level, coordinating the entire Audubon effort to achieve our Mission. This three-way partnership integrates all Audubon components in the effort to conserve and restore natural ecosystems, focusing on birds, other wildlife, and their habitats, and to create a culture of conservation throughout the country.
B. Chapters do not exist in isolation, they are part of a state-wide collaborative Audubon network. In order to best serve a common membership and to combine their respective strengths in a unique partnership. Chapters are expected to be active partners with their State Office. A key new role of Chapter leaders, since the strategic plan, has been serving on the board of advisors for these new state programs, and in that role helping chart the course of action for their state's conservation and education programs.
C. The primary liaison between National and Chapters is through the State Board and staff. Chapter input to National decision-making on issue priorities, program direction, and overall National policy is channeled primarily through the State Offices.
D. A Chapter is a unit of the national organization functioning in a designated geographic area. A Chapter territory consists of postal zip codes that are assigned by the State Office or other National entity in consultation with the Chapter. It is the general intent to assign a geographical area so that members who live within it can easily attend meetings and take part in Chapter activities, and in general become part of a local Audubon community'.
E. All members of a Chapter must be members of the National Audubon Society. All new Audubon members who reside in a Chapter territory are assigned as joint members for their respective Chapter and National Audubon, and a Chapter serves all assigned members throughout its territory. The list of members is owned by National Audubon and may not be rented, leased or exchanged without the consent of National Audubon.
A. A Chapter of the National Audubon Society is a local community of National Audubon Society members who enjoy the natural world and its creatures and encourage others to join them in that enjoyment.
B. In its community, a Chapter is committed to:
promoting a culture of conservation;
fostering the restoration and conservation of habitat and bird populations;
providing educational programs and activities that are based on sound science, that foster an appreciation and understanding of the natural world, and that promote a conservation ethic;
subscribing to the mission and policies of the National Audubon Society as determined by the national and State Office boards of directors;
engaging in active communication and outreach to all its members and to its local community in furtherance of the above goals;
C. A Chapter of the National Audubon Society is an active partner with its state Audubon program.
D. Each Chapter of the National Audubon Society agrees to provide an annual Chapter certification report to its State Office, or other designated office, describing its accomplishments in fulfilling the above essential elements.
A. A Chapter is the primary vehicle through which members participate in Audubon activities at the local level, including grassroots actions on conservation issues, developing and implementing education programs and working on other priority Audubon projects.
B. As part of its overall program, the Chapter is expected to do what it can to advance the NAS mission and policies locally and promote a culture of conservation. While Chapters are strongly encouraged to develop their individual strategic plans and goals, support for the NAS mission and policies is what makes them a NAS Chapter.
C. The Mission of NAS emphasizes that Audubon is a bird and habitat conservation organization. The Chapter is expected to be actively engaged in fostering bird and habitat conservation and restoration efforts.
D. Enjoying the natural world and encouraging others to do so- connecting people with nature - is an integral part of being Audubon. People are attracted to what they enjoy and experiencing the natural world is a pleasure to be shared. As former NAS President Carl Buchheister said, 'We dedicate ourselves to the pleasant task of opening the eyes of the young and old that all may come to enjoy the beauty of the outdoor world and to share in conserving its wonders forever.' Environmental education programs that enable people to interact with nature are powerful tools for imbuing environmental values. Chapters through their monthly meetings, school programs, special events, field trips, Christmas Bird Counts and other activities provide their community with outstanding opportunities to appreciate and enjoy the natural world.
E. Chapters employ communication and outreach to achieve their missions. Each Chapter is encouraged to utilize a variety of means of communicating, appropriate to its community, as an integral part of its annual and long term goals. Membership recruitment is an important component of communication and outreach to the community; Chapters should actively recruit new members, which are essential to the health and effectiveness of any community- based volunteer organization.
F. Although Chapters devote a major part of their efforts to local issues and programs, through participation in their State Board's development and implementation of policies and programs, they are critical to the pursuit of Audubon's goals at the state and national levels.
G. Chapters may pursue solutions to local conservation issues and programs that they determine to be important without the approval or assistance of National. In a similar way, national programs may purse solutions to national conservation issues and programs without local Chapter approval or assistance. However, it is in our best interest to cooperate whenever possible and the State Boards provide the vehicle for developing cooperative positions on local, state and national issues. The essential link is a common philosophical commitment and mutual respect that provides room for occasions when Chapters and National differ.
H. This cooperative relationship depends upon responsive communication among State Boards, State and National staff, and Chapters leaders to address mutual concerns and to keep all parts of the Audubon network informed of current directions and significant future plans.
A. In recognition of the importance of Chapter work in achieving National Audubon Society goals and carrying out programs at the local, state and national levels, Audubon provides as financially feasible, the resources and services to Chapters including the following:
1. State Office staff to work with Chapters in each state to develop and conduct programs and to raise and allocate funds in order to best achieve the Audubon mission and goals in their state;
2. Financial Support as defined by the current membership policy;
3. Assignment of members residing in the Chapter's territory;
4. Membership recruitment, renewal and record keeping services;
5. Education program support in the form of resource materials, staff assistance on education programs, and center development and management, as directed by the State Board or available through nationwide programs;
6. Publications that establish a common Audubon identity and distribute information of interest to members and the public;
7. Technical assistance to Chapters on issues and programs that support Chapter efforts.
8. Timely communications regarding current Audubon programs and policies.
B. Decisions that directly affect the relationship between National and Chapters: When there are proposed changes in the Chapter certification criteria, Chapter territories, financial support or other issues that directly affect Chapters, National will solicit and carefully consider Chapter views, primarily through the State Board and staff.
C. National and State programs may activate the membership through direct contact with members regarding state and national programs, and through direct mail.
A. NAS delegates to the respective NAS State Programs the authority and responsibility to annually re-certify all NAS Chapters in their state. The State Program will use its best efforts in good faith to manage the certification process consistent with other Audubon State Programs. In the event a Chapter disagrees with a certification decision of the State Program, the Chapter may appeal the decision to NAS. In reviewing the decision, NAS will apply the standard of what is in the best interest of the Audubon mission in the respective state.
B. In order to maintain its status as a fully-certified Audubon Chapter, each Chapter has the responsibility to ensure that its programs reflect the Essential Elements of a Chapter and to submit an Annual Recertification Report and an Annual Leader Report Form. The Recertification Report will include the following elements:
1. A Chapter of the National Audubon Society shall have an Annual Plan. As part of the Annual Plan, a Chapter should develop goals for the coming year. Include a copy of goals and objectives for the coming year with the Annual Report. We strongly encourage annual planning meetings or retreats to review, modify or re-commit to your major goals and objectives. A Chapter of the National Audubon Society shall be encouraged to also prepare a Chapter Long Range Plan or a document identifying the major, long-term goals of the Chapter.
2. Include a report of the accomplishments toward achieving the previous year's Annual Goals, and progress towards the goals identified in the Chapter Long Range Plan. Include specific requests for State Office assistance, if needed.
3. In the interests of recognizing the contributions made by Audubon volunteers everywhere, Chapters are encouraged but not required to track and report hours served by volunteers.
4. Include a completed copy of the Chapter Financial Report Form or a copy of the Form 990 with this Annual Report.
5. Report any changes in the Chapter's state incorporation and/or federal 501(c)(3) tax status.
6. Include a completed copy of the Chapter Leaders Report Form with this Annual Report. (Chapters are encouraged to send updates to the CLRF as Officers change throughout the year.)
C. National will provide Chapters with optional guidelines for creating shorter-term annual plans as well as a long range plan, and sample plans for their use or modification and use. Creative membership recruitment and development materials, tied to programs, will also be developed and shared with Chapters.
D. State Program Boards and staff may assist Chapters in developing their Long Range Plans, if requested, and will play a major role in evaluating the implementation of those Plans through review of the Annual Reports.
| In this document "member" means an individual whose dues to the National Audubon Society have been paid and are current. "Members" are volunteers and are often referred to as such. "Chapter" or "Audubon Chapter" means an organization of Audubon members located in a specific area. "National" means the National Audubon Society staff and Board of Directors; and "Audubon" means all Audubon members, all Audubon Chapters, all State Offices and other program offices, and the National Audubon Society staff and Board of Directors. |
1. Guidelines for State Office evaluation of Annual Reports.
2. Suggested processes and models for developing long-term and short-term Long Range and Annual Plans, including Goals and Objectives. Include list of possible activities.
3. New and better communications tools that will include:
a. Membership and Volunteer Recruitment Materials
b. Sample Welcome Packet for New Members
c. Tips for Outreach into the Community d. Models for Web Site Design
4. Detailed proposal on alternative Chapter communications with members. Some options will include:
a. Send an annual calendar of programs, etc. to all members at the beginning of the program year
b. Provide Chapter newsletters every other month or quarterly.
c. Explore alternative communications. Here are some examples:
1 ) State-wide newsletters
2) Alternating state newsletters with Chapter newsletters
3) Regional newsletters
4) E-mail newsletters, web sites and list serves
December 2000
WHEREAS, in December 1998 the Board of the National Audubon Society adopted the 2020 Vision which states that "By the year 2020 the National Audubon Society will create more than 1000 Audubon Centers across the nation."
WHEREAS, a policy on Sustainable Design, Construction and Operation is designed to insure that Audubon's conservation mission is a central focus for all site and building development.
WHEREAS, the ecological impact of developing 1000 centers is potentially significant.
WHEREAS, while not all of these centers will require new building construction, Audubon will be undertaking a significant amount of development including new buildings and retrofitting existing structures.
WHEREAS, Audubon is committed to making every effort to reduce the environmental impact and ecological footprint that will result from these endeavors.
WHEREAS, implementing the 2020 Vision also places Audubon in a leadership position in the green building marketplace.
WHEREAS, our size and international scope gives us both the opportunity and responsibility to model best practices, educate and disseminate information about green buildings, and lead by example.
WHEREAS, by utilizing and showcasing green products and technologies we have a significant opportunity to stimulate the marketplace and to influence a broad range of consumer activity, while achieving our conservation mission.
NOW, THEREFORE, BE IT RESOLVED, that Audubon hereby adopts a policy on Sustainable Design, Construction and Operation of Sites and Buildings as well as the attached implementation strategy to support our educational objectives, and promote ecosystem sustainability and bio-diversity that results in long-term social and economic benefits. The policy shall read as follows:
"It is the policy of the National Audubon Society to develop, construct and operate NAS sites and buildings in a manner that will reduce environmental impact, limit our ecological footprint, and serve as a model for green building design and construction. All NAS sites and buildings - whether new or existing - will strive to implement sustainable design, construction and operational practices to:
Adopt policy statement by NAS board that establishes clear direction and commitment to sustainable design and construction for all sites and buildings of NAS.
Hire staff/closely aligned consultants with expertise in sustainable design and construction. Gather information on existing technologies by region; research relevant baseline data; develop feedback loop for lessons learned: develop internal expertise to assist with design and construction for every new or retrofit center.
National Audubon Society serves a critical role in making the design, construction and operation of its sites and buildings reflective of mission as:
The Audubon role in design starts with clear communication of the conservation values that need to be reflected in Audubon actions. Our ecological and educational priorities become the foundation of the design process. The starting point begins with Audubon defining ecological focus points that communicate the limits of the earth's carrying capacity to those involved in the design, construction and operation of Audubon centers. These focal points will establish clearly stated expectations for building professionals to attain. For example, "conserve natural waterways" may be an ecological focal point that translates to the building process by "not build in floodplains". Another example might be an ecological focus point to "minimize rapid climate change", with a building goal of "minimizing fossil fuel use". By establishing ecological focus points we begin to develop a set of design parameters or expectations that place the Audubon mission as the central focus for design, construction and operation of centers.
The ultimate goal for each Audubon center is to stay within the carrying capacity of natural systems. That is, staying within the means of natural systems to renew or regenerate. Put another way it means living on the 'interest' and not off the 'principal' of natural capital.
To reach this goal each center will need to define its impacts to local, regional and global carrying capacities and establish project-specific goals to achieve, and benchmarks against which to measure results. As a basis for beginning this process Audubon will establish Example Goals and Example Benchmarks. Benchmarks should measure its impact against both best available technologies as well as standard building performance measures.
For example:
| Ecological Design Focus: Example Design Goal: Example Benchmark: |
Energy Minimize Energy Use 16,800 kbtu/sf annual energy use for space heat at 8000 heating degree days |
| Ecological Design Focus: Example Design Goal: Example Benchmark: |
Materials Use sustainably certified forest products 100% of all wood products used as measured in board feet |
| Ecological Design Focus: Example Design Goal: Example Benchmark: |
Water Use rainwater on-site and graywater 20% of water use will be collected rainwater or graywater |
| Ecological Design Focus: Example Design Goal: Example Benchmark: |
Air Use operable windows and natural ventilation All windows shall be operable and air make-up 100% fresh air |
(Note: The above examples are only representative of Audubon goals and benchmarks. There are a wide variety of example design goals and benchmarks that need to be developed. Audubon's National Eagle Center has already developed its own detailed goals and benchmarks that can serve as a more comprehensive list.)
Utilize leading centers to pilot test and document sustainable design strategies. Track and evaluate the best results based on actual experiences and utilize these experiences as the means to define and describe best development practices resulting in recommendations that refine NAS's development approach for future centers. These recommendations will address issues such as:
The information generated from these pilots should then be compiled to become the basis for a comprehensive publication outlining best practices in developing green centers. Ideally the publication will reflect projects of different sizes and regions, so that strategies for different climatic and ecological zones can be included.
The information derived from the initial centers will provide the basis for documents that clearly define steps for NAS staff to follow in developing future sites and buildings for NAS that are based on actual NAS center development experience.
This resource will:
Audubon will seek corporate and foundation partnerships and funding to assist with implementing both specific projects and this national initiative. We will pursue partnerships that further the NAS mission and stimulate the marketplace.
Examples might include:
NAS will support a continual learning process where information from each project is retained and documented, so that it can be shared within the network of centers and publicly.
Additional funding may be required to support the implementation of incorporating and documenting green building strategies into our initial center efforts. As stated in #6 above, corporate partnerships, government and foundation grants and individual gifts should be pursued both nationally and as part of each project to offset any additional costs of implementing this strategy. This may include the cost of additional staffing or consultants.