Strategic Planning Three Years Later:
Building a Culture of Conservation

National Audubon Society

Presentation to the Board of Directors
June 5, 1998
Jack Dempsey and Martha Blue
McKinsey & Co., Inc.

Summary

Audubon - Circa 1994

Audubon Strategic Planning Process Launched at 1994 National Convention

Six Weaknesses Severely Limited Audubon's Potential

Strategic Plan based on Ten Recommendations

Real Conservation/Environmental Accomplishments: 1995-98 (selected examples)

Overall Assessments

Recommendations:

1. Birds, Wildlife and Habitat
2. Programs and Campaigns
3. Grassroots
4. Audubon Centers
5. Education
6. Public Policy
   • Two Campaigns have made Significant Progress in Fundraising
7. Human Resources
8. Integration of All Activities
9. Fundraising
10. Board of Directors

Key Remaining Challenges

• Framework for Assessing Progress

Summary

Audubon has made significant progress since 1995, predominantly in strengthening the society internally to support future priorities. For example:

• We are financially stronger.
• 16 state offices are in place; Audubon is "back to birds".
• There is positive momentum throughout organization.

We should be very proud of what we have accomplished. However, Audubon has not yet made enough progress to achieve its vision of building a culture of conservation and preserving and conserving birds, other wildlife and their habitats. Going forward, we believe Audubon should:

• Complete building the current internal requirements.
• Integrate our activities much better around our priorities.
• Focus much more externally on conservation goals and results.

We have identified a number of specific opportunities for the Board and senior staff to consider for 1998-2000.

AUDUBON - CIRCA 1994

Major budget deficits:

• 1992 to 94: total of $6.1 million in deficits.

Staff layoffs.

Friction throughout organization:

• Chapters vs. National.
• Field vs. New York.
• Division vs. Division.

Board resignations.

External perception of organization adrift, at risk.

AUDUBON STRATEGIC PLANNING PROCESS LAUNCHED AT
1994 NATIONAL CONVENTION

SIX WEAKNESSES SEVERELY LIMITED AUDUBON'S POTENTIAL

1. Lack of focus.
2. Inadequate accountability.
3. Inadequate communications.
4. Inadequate funding.
5. Inadequate linkages.
6. Lack of agreement on clear definition of Audubon's mission.

STRATEGIC PLAN BASED ON TEN RECOMMENDATIONS

Build culture of conservation and conserve and preserve birds, other wildlife and habitat.

1. Birds, Wildlife and Habitat
2. Programs/Campaigns
3. Grassroots Network
4. Audubon Centers
5. Education
6. Public Policy
7. Human Resources
8. Integration of All Activities
9. Fundraising
10. Board of Directors

REAL CONSERVATION/ENVIRONMENTAL ACCOMPLISHMENTS: 1995-98 (selected examples)

Definition: Conservation Accomplishments
Tangible achievements where the natural world is better off today because of specific Audubon programs, actions and people.

1996 Farm Bill.

Everglades, e.g.,

• Federal commitment on funding.
• Improved Army Corps of Engineer's approach to water management.
• Stronger constituency.
• Won two of three ballot initiatives.

Wetlands - Clean Water Act: EPA and 404.

IBA's:

• PA: New initiatives, increased awareness
• NY: Written into law (strong support by Pataki)

NY Environmental Bond Issue.

Horseshoe Crab - important legislation in NJ, MD, DE.

Garrison Diversion.

Forests - Moratorium on roads (30 million acres of forest service land).

Living Oceans/Carl Safina, e.g.

• Magnusson Act reauthorization
• "Song for the Blue Ocean"

Wattis Sanctuary (CA) - restored habitat.

Platte River.

OVERALL ASSESSMENT VS. RECOMMENDATIONS

RECOMMENDATION #1 - BIRDS, OTHER WILDLIFE AND HABITAT

Focus efforts and resources on a limited set of priorities directly relating to birds, other wildlife, and their habitats to the continuance and prosperity of humankind, thereby fostering a culture of conservation and an environmental ethic.

RECOMMENDATION #2 - PROGRAMS AND CAMPAIGNS

Use ongoing programs ("programmatic themes") and coordinated, targeted campaigns as the vehicles for focusing resources on Audubon Habitats and on Audubon Issues directly affecting birds, wildlife, and their habitats.

RECOMMENDATION #6 - PUBLIC POLICY

Work to influence public policies and private practices as a primary tool to conserve birds, wildlife, and their habitats.

TWO CAMPAIGNS HAVE MADE SIGNIFICANT PROGRESS IN FUNDRAISING

RECOMMENDATION #3 - GRASSROOTS

Strengthen the distinctive grassroots network and reinforce the partnership between members, chapters, staff, and the Board to promote effective conservation at local, state, regional, and national levels.

NAS USE OF FUNDS

RECOMMENDATION #4 - AUDUBON CENTERS

Establish a network of "Audubon Centers" that become focal points in the community for promoting the culture of conservation and an environmental ethic by developing an appreciation, awareness, and understanding of birds, wildlife, and their habitats, and their inherent relationship to people.

RECOMMENDATION #5 - EDUCATION

Use education as a primary tool to develop an appreciation, awareness, and understanding of birds, wildlife, and their habitats and their association to people, and thereby promote the culture of conservation and an environmental ethic.

RECOMMENDATION #7-HUMAN RESOURCES

Develop a human resource strategy that encourages teamwork and collaboration, emphasizes Audubon values, and makes Audubon a more rewarding and inspiring place to work and to volunteer.

RECOMMENDATION #8 - INTEGRATION OF ALL ACTIVITIES

Integrate all major activities, including sanctuaries, science, communications and membership development, to support these recommendations and help advance the culture of conservation and an environmental ethic.

ENSURE ALL PRIORITIES GET THE BENEFITS OF INTEGRATION

[ed. note: sorry, this graphic proved elusive. It showed a grid with State Programs and National Campaigns intersecting, with Audubon Centers cutting across both and Science underlying all. The point is: make sure that all parts of Audubon work together. Don't reinvent the wheel - synergize.]

RECOMMENDATION #9 - FUNDRAISING

Launch aggressive fundraising and marketing initiatives that allow Audubon to invest in these strategically important activities.

NAS REVENUES

*CAGR - Compounded Annual Growth Rate

RECOMMENDATION #10 - BOARD OF DIRECTORS

Align the roles of the Board of Directors with the strategy, as the Board is ultimately accountable for keeping Audubon focused on its mission and strategy.

KEY REMAINING CHALLENGES

• Establish clear measures of success (as quantifiable as possible) and semi-annual milestones to achieve.
• Integrate key activities (i.e, state offices, campaigns, education, science) via shared goals and work plans.
• Build field support network to ensure sustainability of state offices, chapters, grassroots activists, and Audubon Centers.
• Substantially improve human resources performance and practices for all staff.
• Strengthen Development capabilities:
  • Hire long-term SVP
  • Increase support/effectiveness from national Development staff to priorities (campaigns, states)
  • Build support and skill development for field Development staff
• Create momentum in Audubon Centers program.
• Upgrade communications (especially internally).

FRAMEWORK FOR ASSESSING PROGRESS

Audubon Spring Creek Prairie
Audubon Nebraska

National Audubon Society is currently negotiating to purchase the O'Brien Ranch property consisting of about 610 acres in Lancaster County, Nebraska, on the southwest side of Lincoln. The property is nearly all native tallgrass prairie, and is one of the largest tract of tallgrass prairie in the eastern part of the state, and the largest near a metropolitan area. There are a variety of natural springs on the property creating a prairie/wetland complex of unusual diversity. A portion of the Oregon Trail runs across the property with wagon wheel ruts still visible. The property includes a modest home and ranch buildings.

The purpose of this project is to establish an Audubon Center within the Lincoln metropolitan area. The Center would concurrently serve as the base for the Nebraska State Office.

Audubon will apply to the Nebraska Environmental Trust, which receives half of the state's lottery proceeds, for a grant to pay the entire purchase price. The Trust is expected to make a decision in February 1999. Preliminary discussions with the Trust officials have been encouraging.

Closing with the seller is expected in June 1998. Audubon will finance the entire purchase price with a loan from Union Bank and Trust Company of Lincoln. The land will be secured as collateral, and Audubon would sign a note for the loan.

In the event the Trust does not approve the grant, the property would probably need to be sold to pay off the loan.

The Nebraska State Office will immediately initiate a capital campaign in conjunction with the purchase of this land to raise money for a nature center on the property, and to raise an operating endowment for the center.

Resolution

NOW, THEREFORE, BE IT RESOLVED, that John Flicker, President, and James A. Cunningham, Senior Vice President, Finance and Administration, are hereby authorized to enter into such agreements and to execute such other documents as necessary to:

1. Purchase approximately 610 acres of land in Lancaster County, Nebraska, known as the O'Brien Ranch.

2. Enter into a loan agreement with Union Bank and Trust Company to borrow the purchase price, plus interest, in conjunction with the purchase of the property.

3. Sell the property on the open market if funds to pay off the bank loan are not secured.

GARDEN STATE AUDUBON COUNCIL

PRESENTATION TO FIELD SERVICES COMMITTEE
NATIONAL AUDUBON SOCIETY BOARD

The following represents an overview of the Garden State Audubon Council Strategic Plan and also delineates questions that need to be answered by the National Audubon Board and Administration. The Council is still in the process of developing plans for a proposed agenda, budget and fund-raising. The planning committee intends to present such proposals to the Council at its fall 1998 meeting.

The members of the Garden State Audubon Council are in agreement that New Jersey presents a different situation than most states. A strong working relationship has developed over many years between the chapters, the New Jersey Audubon Society (an independent organization) and the NAS Regional Office, fostered by our common concern for environmental issues within the state. The current Council consists of representatives of the eight NAS chapters in the state plus the New Jersey Audubon society and the Regional Office of NAS (Walt Pomeroy). Because of the unusual amount of mutual assistance and goodwill among the groups, we feel that the establishment of a physical state office with paid staff would be detrimental to this already effective relationship and a poor use of funds that could much better be spent to further Audubon work in the state. We therefore propose that the Garden State Audubon Council assume the role of a virtual "state office". This can be re-evaluated on a periodic basis.

Education and advocacy will continue to be the major focus of the Council and all of its members, working both as individual organizations and in concert where appropriate. Improvement in communication between the members (including NAS and NJAS) is a necessity. Development of a state-wide, rapid response network through phone, fax and e-mail, in addition to regular mail, between Council members and appropriate local, state and national governing bodies is needed. While some chapters and the New Jersey Audubon Society have such individual networks, there is a need to further develop this tool.

Possibilities for joint activities between the several organizations need to be explored further. These could include exchange of program speakers, joint field trips, workshops and conferences, scientific projects such as the Breeding Bird Atlas now in preparation, etc. Support of a legislative advocate in conjunction with NJ Audubon, as originally envisioned, remains an important goal. While NJ Audubon has provided Level 1 service to the council for nine years as outlined in their memos of February 4, 1989 and June 16, 1989, the members of Council would prefer to see a higher level achieved (at least Level 2 - see attached memo).

The state Council would take over some of the functions of the Regional Office. We believe we have enough experienced and talented individuals to provide support and guidance to chapters with difficulties, drawing on NAS experts when needed, for further advice and help. Establishment of new chapters within the state would also be a priority.

In the course of our deliberations on these changes, a number of questions have arisen which can only be answered by NAS. The first is the question of the position on the Council now held by the Regional Office. Will NAS continue to hold this position or will it be dropped? A current Bylaws change calls for two representatives from each organization on the Council. How will NAS fulfill that requirement if they continue as a member of the Council?

Certain financial considerations need to be worked out with NAS. If the Council functions as the state office, can the chapters then donate to the Council the 50% share of Birdathon money that now goes to other NAS programs? How about other donations? Since the Council will be the only NAS representative in the state for National Audubon members not affiliated with a chapter, can a dues split from those members be provided to the Council? This is important since these non-affiliated members will no longer have recourse to the Regional Office to handle questions and problems. In return, a statewide newsletter, with contact phone numbers of chapters and/or individuals, could keep those members informed as to state activities and issues, and might in the future foster formation of new chapters.

To enhance the possibility for formation of new chapters, the Council proposes a change in the requirement regarding 35 new members to allow a mix of existing members and new NAS members. Some formula would need to be developed to decide the best numbers for each category. It is acknowledged that the requirement as is benefits the income stream, but it may also discourage chapter formation that could, in the long run, be more beneficial.

Communications was an area of major concern to the NAS Strategic Planning Committee, and there still seem to be a lot of glitches. This is especially true in the area of information flow from NAS to chapters, based on reports from New Jersey chapters. The Council sees this as an area that must be improved. To enhance communication capabilities, does NAS have any suggestions in regard to an effective approach to providing computers and necessary training to all chapters to bring them online? Local expertise for training probably can be found within the chapter network.

What additional support can the Council expect from NAS with regard to special activities, workshops, educational materials and other similar areas? In some areas, help could come from NJ Audubon or perhaps even chapters, but we need to have some idea of what level of support we can expect from NAS.

We would urge NAS to provide information regarding the means of funding already being used by current state offices. This would give those states without a state office a better idea as to how to approach their own fundraising efforts. Also of concern is the effect that state office fundraising can have on individual chapter efforts. Has there been any study done to see if this is a real threat to chapter finances, especially smaller chapters?

While the Council has no plans to set up National Audubon Centers in competition with the New Jersey Audubon Society, chapter association with established or new NJAS centers, or centers operated by other organizations will certainly help to spread the Audubon message. Hopefully, such cooperative efforts can lead to that "seamless Audubon" envisaged in the Strategic Plan.

The Garden State Audubon Council appreciates the opportunity to put forward this basic plan. We realize that some of our questions will have no immediate answers. Continuing cooperative efforts between the Council and the National Audubon Society can help in reaching the desired goals.

For the Garden State Audubon Council:
Barbara Ross, President
Edgar C. Bristow, M.D., Past-President
Dr. David Hall, Past-President
Thomas Gilmore, New Jersey Audubon Society

NEW JERSEY AUDUBON SOCIETY

TO: Garden State Audubon Council

FROM: Tom Gilmore, Executive Director of NJAS; Rich Kane, Conservation Director of NJAS

REF: Audubon Advocacy

DATE: February 4, 1998

NJAS is delighted that the New Jersey chapters of National Audubon want to have a "united Audubon voice in Trenton" and to that end are in the process of incorporating as the Garden State Audubon Council. We are also pleased to be an official member of the Council. This is a major step in advancing the Audubon mission in New Jersey. Last November we proposed to the Audubon Council that NJAS provide advocacy/lobbying services to the Council. NJAS is already well-represented in Trenton and active in numerous environmental initiatives around the State.

We have had good feedback to our proposal so we thought we would briefly outline three levels of possible participation.

(1) NJAS staff could continue to provide the Audubon Council with semi-annual legislative updates at Council meetings.

(2) The Audubon Council members could contract with NJAS for specific services that they would like performed on an agreed fee or contribution basis (e.g., active support for a specific piece of legislation).

(3) Audubon Council could contract for services of a full-time Audubon Activist. Currently, NJAS has several staff members doing advocacy work on specific issues. Under this option, NJAS would provide, with the financial support from the Council, a full-time advocacy person. While the person would be a full-time employee of NJAS, he or she, under contract, could represent the voices of 23,000 Audubon members around the State and in Trenton. An annual work plan of services and fee schedule would need to be approved by all contributing Audubon organizations. Walt Pomeroy and Tom Gilmore have used the figure of $30,000 for staffing and office expenses to be shared as follows:

NJAS: 50% = $15,000

Chapters: 25% = $7,500

NAS: 25% = $7,500

Total: $30,000

Again, NJAS is delighted to be a founding partner in the Garden State Audubon Council and would be please to work with the Council in any way that would advance the Audubon cause in New Jersey.

Membership Task Force

Three goals:

Constituent driven or customer driven membership.

• Currently only one way into Audubon membership. Result: various alternative lists of supporters; financial or programmatic. A fractured constituency and ineffective use of members/supporters while not being responsive to what individuals actually want. Need opportunities for people to support Audubon where and how they want to.

Provide maximum incentives for local entities to pursue membership development.

• Currently little incentive to develop Audubon membership. Audubon membership package primarily a magazine; does not emphasize local efforts, goals, etc. of Chapters, Centers, Sanctuaries, State Offices. Financial incentives inadequate; proof is in lack of substantial membership development from local entities. Incentives are in separate "friends" groups.

Develop a centralized membership database.

• All entities develop an Audubon Membership;
• All names are in one database;
• All entities have access to and benefit from the total membership database.

Results:

Enlarged membership base which is also more diversified and responsive to interest of individual constituents.

A single Audubon membership, tailored locally, and a single database available to serve all Audubon entities.

Reduced acquisition costs for new members through local recruitment by chapters, Centers, Sanctuaries, and states.

Audubon magazine the norm for all members as the single communication piece they all get.

Increased financial incentives for all Audubon entities; should increase both their number of involved members and their revenue.

In turn, the increased membership base will:

• Increase the circulation of the magazine.
• Increase the ad revenue from larger circulation.
• Increase the base of potential donors.

Overview of Field Support Situation

Fifteen existing state offices have great potential; at least 4 new offices will be opened by the end of fiscal year 1999 This will provide state program staff to approximately 60% of our Audubon chapters. It is expected that these existing offices will become self-supporting, and new offices will have start up funds identified prior to opening. Currently, however, many offices have substantial management and financial challenges, and NAS does not now have the infrastructure to adequately support the growing number of state offices.

Existing field support network must be increased, with the skills of the Senior VP of Field Operations, the Director of Field Support, and the Field Executive Assistant supplemented by:

• A second Director of Field Support with special expertise in strategic planning, financial and human resources management, and communication;
• An Audubon Academy Director responsible for capacity building of staff and volunteers;
• A Chapter Development Director with primary responsibility for the administration of the chapter network and communications with chapters.

Each of these positions (existing and to be hired) will have dual responsibilities for supporting state offices as well as providing support to states without state offices.

The Audubon Academy Overview

The Audubon Academy will provide training and development for Audubon staff and volunteers through internal programs and high quality external programs. The goal of this initiative is to build the skills of individuals within each part of the Audubon Family. Our highest leverage actions occur when extraordinary volunteers are working with great staff.

Initial Audubon Academy staffing will include:

• A Director, who will focus on staff and volunteer training needs and programs, as well as identifying and negotiating with excellent providers of training across the range of Audubon needs.
• An Administrative Assistant, who will provide administrative support for the Academy staff and meeting planning for all of the training programs.
• Trainers will include staff, board, and volunteers as well as outside experts with specific skill areas.

Communication with the chapter network and volunteer leaders will be through the Chapter Networker, which will develop a significant leadership training and development focus.

Director of Field Support

An experienced manager and consultant, with substantial expertise in strategic planning organizational development, and management of people. Reports to SVP, Field. This position will complement the existing Director of Field Support position with its focus on fundraising and financial planning. Skills include organizational diagnostics, consulting to Professional managers, strategic thinking and planning, excellent interpersonal and communication skills. Non-profit experience strongly preferred, conservation experience a plus.

• Expected program costs: $110,000 per year.
• Funding source: $70,000 in budget plus, $40,000 from Audubon Academy budget.
• Timing: preferred start date - summer 1998. Individual will spend 4-6 months supporting the SVP Field, Field Executive Assistant, and Director of Field Support, in order to understand Audubon and the field organization.
• Location: Negotiable. East Coast preferred.

Audubon Academy Director

An experienced manager of training and adult education programs, who has personally overseen the design and development of training in a range of skills for a variety of audiences. Conservation experience a plus. Reports to the SVP, Field. Skills include: needs assessment; program design; negotiation; managing vendors; general administration; and excellent communication.

• Expected program costs: $330,000.
• Funding source: new funds raised for Audubon Academy (Targets: Packard Organizational Effectiveness Program and Hewlett Western Environmental Capacity Building Grant.)
• Timing: preferred hire date, September 1, 1998, but dependent on funding sources. NAS Convention will launch new Academy offerings with two-day track of workshops (chapter leadership, centers, campaigns, and constituency building development) .
• Location: Negotiable

Chapter Development Director

A manager experienced in grassroots outreach, both formal and informal communications; conservation experience strongly desired. Reports to the SVP, Field. Skills include excellent communication ability, grassroots outreach, development needs assessment, program design, ombudsperson skills, ability to manage all phases of chapter support services and chapter leader database. Would work closely with Audubon Academy to provide chapter training workshops as well as support to existing state programs.

• Expected program costs: $90,000.
• Funding source: $66,000 in core budget will be supplemented by $24,000 in Audubon Academy budget.
• Timing: preferred start date July 1998, as chapter outreach must have coverage over summer months.
• Location: Negotiable

Dear Chapter Leader:

As you read the Convention program and make your choices from the wealth of subjects, please note the Open Forum scheduled on Thursday, from 4:30 to 6:00 p.m., on the topic "Audubon Chapters in the 21st Century." I would like to invite your participation in this discussion, which will include a review of the Required and Recommended Chapter Activities as presented in the Chapter Policy.

Our Chapter Policy statement is in need of 'modernizing' to reflect Audubon's new programs and structural changes. We need your help.

Enclosed is a copy of the current Required and Recommended Chapter Activities. Please examine the list, and consider:

• What do you think are the essential elements of a chapter?
• What are the most important activities for your chapter?
• What in your chapter experience are the most difficult requirements to meet, and why?

Your answers will help us renovate the Chapter Policy to address the reality of all Audubon chapters. For those who are able to attend the Forum, and I hope there are many, I look forward to seeing you and hearing your ideas. If you are unable to attend, please let me know your views by email cgbragg@loop.com or by leaving a message at the convention reception desk.

Sincerely,
Chuck Bragg
Regional NAS Board Member
Western Region

REQUIRED CHAPTER ACTIVITIES

These requirements appear in the "Chapter Policy Statement"
(contained in the Chapter Leader Guide).

In order to maintain its status as a fully-certified Audubon chapter, it is the responsibility of each chapter to annually carry out a balanced variety of activities and submit an Annual Recertification Report and an Annual Leader Report Form to its state field office or Regional Office and the Chapter Services Office. This basic list of required activities establishes the framework for accomplishing priority goals and is discussed the Chapter Policy Statement appearing in the Chapter Leader's Guide.

A. Work on at least one major conservation or environmental project. Chapter issue activism can be local, state, national or international in focus and should further Audubon's efforts and effectiveness toward the action priority goals selected by chapters and approved by the National Audubon Board of Directors.

B. Work to further the National Audubon Society's environmental goals locally, either through sponsorship of at least five Audubon Adventures classrooms or by making progress on another educational outreach project approved by the chapter's State Field Office or their Regional Vice President.

C. Conduct "Audubon Month" promotional activities, preferably in April of each year.

D. Promote membership in the National Audubon Society through a local campaign.

E. Hold a minimum of six open membership meetings.

F. Publish and mail a newsletter at least six times a year to every chapter member. (Please be sure that your State Field Office or Regional Office are on the mailing list.)

G. Hold a minimum of five meetings of the chapter board of directors.

H. Conduct a minimum of four field trips for members and the general public.

I. Engage in at least four of the "Recommended Activities", or choose any two from the "Recommended Activities" list and two additional activities of your own selection, approved by your State Field Office or Regional Vice President.

J. Maintain at least the following functioning committees: Conservation, Education.

Membership, Program, Publicity/Newsletter.

K. Submit a Leader Report Form to your State Field Office or Regional Office and Chapter Services Office (address above). Send in changes as they occur.

L. Every twelve months submit an Annual Recertification Report including a financial statement to your State Field or Regional Office and Chapter Services Office

RECOMMENDED ACTIVITIES FOR AUDUBON CHAPTERS:

1. Lead or actively participate in a local conservation campaign such as: Wetlands Watch; control of water pollution: control of air pollution: enhancement of natural beauty; preservation of a wetland, marsh or other natural area; conservation of birds of prey: or some other conservation campaign.

2. Take an active role in supporting a major National Audubon Society priority campaign to pass national or state legislation through the development of education projects, chapter programs, letter writing campaigns, or the establishment, maintenance, and use of an environmental action phone tree.

3. Participate in the annual Christmas Bird Count sponsored nationally by the National Audubon Society, and/or conduct a breeding bird census, spring bird count, blue bird trail, barn owl or kestrel nesting box program.

4. Participate in the annual National Audubon Society Birdathon to raise funds for your chapter and your state Field Office, Regional Office or other National Audubon program of your choice.

5. Contribute to the purchase of audio-visual materials made available to chapters by your state Field Office or regional office. Many chapters contribute to the regional office film and video library so that up-to-date environmental and natural history films can be purchased for loan to chapters.

6. Keep your membership and the public informed of important conservation bills in the U.S. Congress and the state legislature via the chapter newsletter, press releases and other media.

7. Encourage public agencies to establish and maintain local wildlife sanctuaries or natural areas that are used, under controlled conditions, by chapter members and the general public for education, conservation, and study of wildlife, plants and natural systems. Once established, support maintenance of these areas by working for adequate budget and safeguards for preservation, and by volunteering work crews, research or education activities.

8. "Adopt" a National Wildlife Refuge (or other public wildlife land habitat). Ask your State Field Office or Regional Office for the National Audubon Adopt-A-Refuge Guide on this program.

9. Sponsor a natural history and/or environmental education "book shelf" in the public library or school libraries.

10. Sponsor a wildlife, conservation, or natural history film or lecture series for the general public in the local community.

11. Assist or sponsor the attendance of one or more persons at an Audubon Ecology Camp. (This may include the provision of a "scholarship" amounting to a major part of the Audubon camp fee.) Ask your State Field Office or Regional Office for details.

12. Send an official chapter delegate or delegates to the National Audubon National Convention, Regional Conference, any issues conference or workshop sponsored by a National Audubon office or program .

13. Participate in your state or area Audubon Council. Attend council meetings and work cooperatively with other chapters on council projects.

14. Sponsor an annual bird seed sale or other fund-raising event to support the chapter's conservation and education efforts.

15. Recruit ten or more individuals for Audubon's Activist Network.

16. Sponsor five or more Audubon Adventures classrooms in addition to the required educational project.