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I am on the Public Policy and Field Committees, hence the extra amount of reporting on them compared to Education/Communications and Science Corrections and additions welcome at my email address.
| NB: Any
remarks attributed to individuals in this report are not
direct quotations. I take notes during the meeting and do
not attempt verbatim transcripts. After the meeting I
rebuild the notes and attempt to represent the intentions
of the people speaking. I may rearrange the order of
remarks to make a topic of conversation more clear. I do not record every individual comment. People speak quickly, people speak simultaneously, microphones fail, and so on. Sometimes remarks are repeats of thoughts already expressed; this is particularly true of discussions on motions when there is a lot of consensus-building. In short, these notes are my reconstruction of a 3 day meeting. Please do not hold any of the attributed speakers to the letter of the remarks I put beside their names. -- Charles Bragg, Board Member, representing the Western Region. |
JACK DEMPSEY (board member) from McKinsey & Co., the group that facilitated the development of the Strategic Plan, gave us a 3-year review of the plan. See the table below for the complete presentation. [Highly Recommended] He commented that many of the board and staff were not here during the SP process and may not be aware of our former state. Today we are financially stronger, have 16 state offices in place, have gone "back to birds". We need more progress in: strengthening of internal capabilities; integration of our activities around priorities; sharpen focus on conservation goals and results.
We were in big trouble in 1994: too much internal friction, too many resignations, drifting mission, lack of focus, inadequate accountability, inadequate communications, inadequate funding, inadequate linkages, a lack of agreement on Audubon's mission.
There were ten recommendations in the strategic plan, with our "final" goal to build a culture of conservation and preserve birds, other wildlife and habitat. In all ten recommendations we have made progress and in some a lot of progress (back to birds, grassroots network). Jack identified 48 "opportunities" we have to bring us closer to accomplishing the SP.
[One comment heard after the presentation: we have more money now than just 3 years ago, but not enough to do all the things we want to do.]
Strategic
Planning Three Years Later:
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| 1994 NOV |
DEC | 1995 JAN |
FEB | MAR | APR | MAY | JUN | JUL |
| Strategic Planning Process | ||||||||
| Staging--> | Diagnostic--> | Develop, synthesize and refine recommendations. |
Jamestown ND:
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| CEO Search--> | John Flicker Hired. | |||||||
Build culture of conservation and conserve and preserve birds, other wildlife and habitat.
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.,
Wetlands - Clean Water Act: EPA and 404.
IBA's:
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.
Wattis Sanctuary (CA) - restored habitat.
Platte River.
| Recommendation | Virtually No Progress | Some Progress | Significant Progress |
| 1. Birds, wildlife and habitat | X | ||
| 2. Programs/campaigns | X | ||
| 3. Grassroots network | X | ||
| 4. Audubon Centers | X | ||
| 5. Education | X | ||
| 6. Public policy | X | ||
| 7. Human resources | X | ||
| 8. Integrate all activities | X | ||
| 9. Fundraising | X | ||
| 10. Board of Directors | X |
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.
| Progress | Opportunities |
| "Back to birds"
More focused:
New programs:
Frank Gill, SVP Science. |
Better link to humankind:
Set long-term goals and measurements:
Make BW&H a part of everything we do (not just a Science Division priority) |
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.
Work to influence public policies and private practices as a primary tool to conserve birds, wildlife, and their habitats.
| Progress | Opportunities |
|
Six national priority campaigns agreed to through grassroots-driven process:
Two campaigns with strong momentum:
New Upper Mississippi River campaign launched. Living Oceans program a major success. |
Strengthen other campaigns (funding,
people), or de-emphasize.
Better integrate all campaigns with:
Establish clear program/campaign goals, measures and plans. More involvement and support of state and local campaigns from DC policy staff. Expand network of volunteer activists, get partnership working between states and Washington, DC office. |
| 1994-95 | 1998-99 | ||||||||||||||||||||||||||||||
| Campaigns | Budget $1,000s |
Dedicated Staff |
Budget $1,000s |
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| Everglades | 330 | 3+ | 2233 | ||||||||||||||||||||||||||||
| Population-&-Habitat | 300 | 4+ | 1067 | ||||||||||||||||||||||||||||
| Wetlands | <100 | 1 | 326 | ||||||||||||||||||||||||||||
| Forests | <100 | 1 | 126 | ||||||||||||||||||||||||||||
| Natl.-Wildlife-Refuges | <150 | 2 | 320 | ||||||||||||||||||||||||||||
| Endangered-Species | <100 | 2 | 114 | ||||||||||||||||||||||||||||
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.
| Progress | Opportunities |
| 16 state offices open, many new state
directors and staff hired.
Major shift in funding from National to the field. Most visible, energizing Audubon success story. |
Strengthen current state offices to meet "prerequisites for state office":
Align goals with other key departments:
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| 1994 Actual $42.7MM |
1998 Budget $52.5MM |
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| Field Operations | 21% - $9 | 26% - $13.7 | Increased focus on investment in Field Offices and Campaigns | |
| Public Policy | 7% - $3 | |||
| Education/Communications | 17% - $7.3 | |||
| 11% - $5.8 | ||||
| Science | 5% - $2.1 | |||
| Membership/Magazine | 28% - $12 | 11% - $5.8 | ||
| 6% - $3.2 | ||||
| 26% - $13.7 | ||||
| Operations | 22% - $9.4 | |||
| 20% - $10.6 | ||||
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.
| Progress | Opportunities |
| Audubon Center principles and
standards agreed to, "tool kit" completed.
Audubon Center network established; communication occurring between centers (for almost the first time). Planning underway for new centers, closely linked to Audubon priorities (e.g., Wyoming state officer Corkscrew sanctuary). Non-NAS Centers brought into the network (e.g. Northwoods Audubon). |
Recommit the organization to the
Audubon Center concept (starting with the Board, senior staff,
state directors).
Develop aggressive 2-3 year plan to rapidly grow Audubon Center concept, including plans for:
Expand current fundraising focus to include Audubon Centers. Build support infrastructure for Audubon Centers. |
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.
| Progress | Opportunities |
| Audubon Adventures upgraded,
expanded.
"Birds for a purpose" successfully piloted, now being expanded. Recent fundraising success (e.g., Toyota). Several states (e.g., California, Vermont) have made education a priority. |
Develop comprehensive education plan
for next three years, determine strategic vision and key themes
(e.g., experiential environmental education).
Determine funding needs and how to fund. Education to be a "real" priority (more than just words) for every state office and campaign. Establish Educational Advisory Group of leading thinkers, practitioners, funders to guide us. Design process to track and evaluate impact of Audubon's education efforts. |
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.
| Progress | Opportunities |
| Large number of new, talented and
high energy staff have joined the organization.
General feeling that teamwork, collaboration and Audubon values much improved since 1995. |
Establish ongoing senior management
team-led human resources management process for performance
management, professional development and career planning.
Develop plan to aggressively build "middle management". Define, articulate and communicate Audubon values. Begin to measure our performance as a "rewarding and inspiring place to work and volunteer". |
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.
| Progress | Opportunities |
|
Generally better than 1994. Notable progress includes:
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Need to begin real integration: examine how activities, programs and functions fit together with priorities:
Address other activities, e.g.,
Significantly upgrade internal communications. |
[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.]
Launch aggressive fundraising and marketing initiatives that allow Audubon to invest in these strategically important activities.
| Progress | Opportunities |
|
Significant improvement in financial position:
Development Directors hired in field. |
Design and launch major capital
campaign.
Get better at establishing fundraising priorities; increase fundraising success for highest priority activities (or reduce as priority).
Ensure State Development Directors can deliver. Strengthen/integrate National Development Office with top priorities, hire SVP. Define Audubon "brand", related marketing activities. |
| $ million | ||
| 1991 | 45.6 | 1991-95 CAGR = -2.1% |
| 1992 | 45.8 | |
| 1993 | 43.2 | |
| 1994 | 42.4 | |
| 1995 | 41.3 | 1994-98 CAGR = 8.8% |
| 1996 | 40.4 | |
| 1997 Actual | 48.0 | |
| 1998 Forecast | 52.5 |
*CAGR - Compounded Annual Growth Rate
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.
| Progress | Opportunities |
| Board is involved, supportive,
committed to strategy like no time in recent history.
Board/staff/chapter relations much stronger. Board more effective in fundraising. Board more active in Audubon priorities, e.g.
|
Increased Board accountability for
Audubon progress.
Board must be more proactive in helping ensure success of vision and strategic plan:
Simple but important annual strategic planning process:
Clarify Board expectations (overall and individually). Set up simple performance assessment and feedback process for Board, Board orientation program. Continue to strengthen Board composition (e.g., corporate leaders, government access, "name" recognition). Reexamine how we execute our Board roles (e.g., "clean sheet" redesign of Board meetings). |
| Impact | |||
| Results | Activities
translate into real, tangible conservation accomplishments
|
||
| Activities | Activities Working----> | ||
| Activities in--> Place--> | |||
| Examples | Programs | ||
| Audubon Centers | Legislation passed | ||
| Fundraising | Acres of habitat preserved | Ecosystems restored | |
| State Offices | People more aware/educated on conservation and environmental issues | Healthier bird populations | |
| People, staff and volunteers | Changed beliefs and behaviors | ||
| Campaigns | |||
Cindy Dunn, PA state office director, gave us a picture of an exceptional list of accomplishments in a state with half the population of greater Los Angeles. They have just printed the final draft of "A Guide to Critical Bird Habitat in Pennsylvania", a summary of and road map to a statewide IBA program: contact Gary Crossley gcrossley@audubon.org. They have a "K-12 Teacher's Guide for Activities in the Classroom"; a guide to "Native Plants in the Creation of Backyard, Schoolyard and Park Habitat Areas"; a series of short biographies subtitled, "A Celebration of Pennsylvania Women Committed to the Environment": for more about all these contact Marci Mowery mmowery@audubon.org
PA invites you to visit their web page: http://www.audubon.org/chapter/pa/pa
Dave Sands, state office director, gave a presentation on the proposed acquisition of the O'Brien Ranch (no relation to Donal O'Brien). Following is a short description of the property, and the accompanying resolution:
Audubon Spring Creek Prairie
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Discussion: JOHN BEINECKE - more worried about PR risk than financial risk. JOHN FLICKER - we should appeal to prospective donors to redeem the mortgage. Everyone has to know that Audubon is not in the business of buying land. DAVID DOMINICK - we on the board have confidence in JF regarding land acquisition projects. Where are we on the capital campaign? How do we define the Capital Campaign? Are large acquisitions included in this campaign? With recent acquisitions like the Shehan property are we and our financial objectives moving to land-rich and cash-poor? This links to our ability to support states and chapters. JOHN FLICKER - we are effectively into a capital campaign in fact. These projects are part of it. We are not using discretionary moneys for land purchase. This is the first one with this particular method of finance. DAVID DOMINICK - I don't need all those answers today.... LYNN DOLNICK - if you say we are mortgaging and then if we don't cover it we will sell it, this lowers the expected sales price. It would look as if we were desperate. JOHN FLICKER - it's already on the market, and we could hold it for 2-3 years with no panic. VIVIAN JOHNSON - why not hold off the press conference until the land trust decision? JOHN FLICKER - we need to close on the property and we need a buzz about the property, so we need to move now. It will leak out, so we should not wait. HARDY ESHBAUGH - the next phase is endowment. Any hint of interest yet? JOHN FLICKER - we will go to several sources. There are places for which this is a natural, and that would cover capital, but it is a big stretch. I think it is doable. We also have to buy now because of the seller. CHRIS HARTE - if I were a reporter I would see it as "Audubon Buys Prairie" [putting all the PR pressure directly on Audubon]. JOHN FLICKER - we need to appeal to the donor community; the general public will probably see it the way your reporter would. JOHN BEINECKE - we should say that if the funding is not there the resolution should say we intend to sell; but we could get into such a hot situation where selling is impossible.Our risk is a million dollars until the death of the current owner - worst case scenario and are we willing. DONAL O'BRIEN - our press release should stress substantial support by citizens of Nebraska. REID HUGHES - I was a little apprehensive at first - is this our direction? But, I see confidence by JF and staff and I would strongly support the motion. It goes with the Audubon Places philosophy. BEN OLEWINE - it is also a great invigorator for the state. LESLIE DACH - we need assurance that this particular situation will not suck up all the Nebraska energy. Education may be #1 objective but there will be others. DAVE SANDS - other chapters wanted centers where they are, but they are very supportive of this proposal. I promise that this site will not use us up, but will be used to expand our statewide activities. The Platte River and other issues remain just as important.
[Earth Share uses payroll deductions to fund conservation projects and environmental organizations.] Workplace giving is the lowest cost way to raise funds. The employer helps you solicit and it uses the magic of payroll deduction. The average gift is over $150. 95% of the donors have never given to environmental groups before. We give unrestricted funds. We raise $8 million annually out of the $3 billion done this way.
I need your help. We need advocates inside the workplace. People want to give and don't know how. 97% of Sears employees like the Earthshare choice. JOHN WHITMIRE - how do you stack up with United Way? KALMAN STEIN - people have been more interested in designating where their money goes. United Way is diffuse. We don't think we take away from United Way, but actually increase the donation total.
As always, the numbers flew thick and fast. Overall the picture is excellent.
Discussion: JOHN FLICKER - we no longer draw on the endowment to handle our operational budget. We are down to a 5.1% draw, none of it for operations. We now are growing the endowment, growing our programs, and shrinking the operations budget. DAVID DOMINICK - I need some comments in Ed/Com about how to replace Audubon productions; need the same about the camps and their financial liabilities. LYNN DOLNICK - I have concerns about the Education budget. There is no funding for support for Vicki's new responsibilities. There is a lack of infrastructure support for state offices and centers for education. How is Vicki going to handle it? JOHN FLICKER - I want to have key people start and then figure out how many more people it will take. We know we will need more support. Will it be in development or will it be education? We will have to find it out first before funding it. LYNN DOLNICK - we don't have an integrated plan, unfortunately. JOHN WHITMIRE - we are still in transition. As Jack said we need a one year planning process to refine it. We have to move a budget even so. LESLIE DACH - I'm not convinced that Audubon centers are the best educational tool. JACK DEMPSEY - I differ with Leslie on the center concept. But, we do have to see successes before we know. How will we measure success and failure? LESLIE DACH - the number of centers itself is not a measure. JACK DEMPSEY - I agree. I also agree with Lynn but am comfortable about working it through. DONAL O'BRIEN - I also am concerned with the lack of direction in the education program. My one wish would be to get it into K-12 classes and I like the Pennsylvania paper that Marci distributed. HARDY ESHBAUGH - centers provide our presence and help build chapters in the state. They are not only education centers. HELEN ENGEL - I agree with Hardy. And, let's not forget local centers that will be Audubon centers but that do not impact the NAS budget. CAROL MAY - I agree with Hardy about the intent of Audubon centers. The Development Committee will also discuss this, as will Ed/Com. REID HUGHES - I had a lot of questions about centers until I saw how Mass Audubon uses them. I am satisfied with the concept. DONAL O'BRIEN - Michigan and Maryland were inspired by the centers concept. NORM SHAPIRO - local centers generate memberships. DAVE PARDOE - every state has a curricula of its own. Some of the best material never gets to the schools. Our advantage is the combination of local chapters and centers who can shape material into locally acceptable forms. Centers and state offices will be the delivery systems for educational material.
Large round of applause to Carol for stepping into the breach as interim Development Director. The search to fill the position goes on. Carol introduced the Development staff in attendance who gave us short descriptions of what they do: Chris Kelly (Major Gifts), Theresa Rizzo (Annual Giving), Wayne Mones (Planned Giving), Barbara Hamlin (Corporate Foundation Relations), Eveline Goodman (Research), and Susan Murray (Birdathon).
Leigh Altadonna discussed the structural issues in forming a state office. CARMEN SANTASANIA - talked about governance: it's taking most of our time now; we need to restructure our board, model it after NAS - diversity, skills and interests; we need to execute an MOU with NAS; the MOU should make Audubon seamless from NAS to PA to donors. "Who are we giving to?" should be answered. CINDY DUNN - said she holds a monthly phone conference with her board and a quarterly face to face, 1-3 days. Biggest challenge is future funding from chapters and donors. They have done a newsletter - primary goal; sent to every member; huge expense. JACK DEMPSEY - MN sends a newsletter only to people who are "active" for better focus. GLENN OLSON - PA newsletter gives credit to the donors.
BARBARA ROSS and ED BRISTOW - We coexist with the New Jersey AS, which is independent from NAS. We're proposing that the Garden State council act as a virtual state office. The complete presentation (below) is a must-read for those in states where NAS exists with other Audubon orgs.
GARDEN STATE AUDUBON COUNCILPRESENTATION TO FIELD SERVICES COMMITTEE
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Jesse Grantham. We have a big footprint in the deep south for the first time. The gift of land and endowment for the Mississippi state office has been an unbelievable stroke of good fortune for Audubon.
Paul Zeph - the newest state office director, as of today (6/5/98).
[Scott Hoot has found that many chapters who think they have 501(c)3 status either do not have it or are not reported as having it on the government list of such organizations. He will conduct a workshop at the convention to clear this up and to help chapters attain non-profit status.]
JOHN WHITMIRE - what happened to this status for the TX state office? GLENN OLSON - we started down that road, but when Scott came on board he raised concerns about creating independent boards; will they be divisive? We changed our minds. JOHN WHITMIRE - I dropped a lot of money on this project. GLENN OLSON - I'm sorry. JIM CUNNINGHAM - reporting chapter spending (e.g. on Form 990) back to NAS is valuable for our auditors. JOYCE WOLF - are councils another area to look at for 501(c)3 status? RUTH RUSSELL - councils are a function of chapters. We might want to look at that. NORM SHAPIRO - unless you have a lot of money coming in, don't make councils 501(c)3. It restricts their flexibility in spending.
BILL ROSS - we've worked on this for a year. We sent the last draft to 518 chapters and got 6 responses. 5 were supportive; one had lots of comments. The task force will submit a final report this summer for the board's approval in September, in time for the next election cycle.
DAVE PARDOE - currently there is only one membership package. We want a different concept of membership where people can come in through sanctuary, state office, whatever. Chapter-only memberships are what have filled the void. We need to provide incentives to any Audubon entity to recruit NAS members and the entity gains funds and support. I think we will have a stronger NAS if we can do this. One note - 89% of chapters have <1500 members. 5% have >2500. List sharing with larger chapters may be a problem. We don't know how many "friends" there are. JOHN FLICKER - 20,000 is the number we're guessing. REID HUGHES - is it worth the effort? JOHN FLICKER - our membership is flat, and the cause may be structural. Those 20,000 are only indicators of our problem and our potential. RUTH RUSSELL - it all goes back to a challenge to get more people into the tent, and the tent needs to be bigger.
Membership Task ForceThree goals:Constituent driven or customer driven membership.
Provide maximum incentives for local entities to pursue membership development.
Develop a centralized 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:
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[Each committee went into detail on those parts of the Revisit applied to it. BERNIE YOKEL - what I don't see is a line for communications at the grassroots level. JACK DEMPSEY - the communications line applies to many points, including grassroots. ED BRISTOW - our presentation today was all put together using email. We are looking to expand this network because the Post Office is not going to get it to us in time and coordinated. Our chapter has a web page; we do the Audubon Activist with a phone tree that starts with 2 people and gets 36 people in action. JIM CUNNINGHAM - how do you get other chapters involved? ED BRISTOW - at least one person in each chapter is acting as a funnel. We want more people on line in each chapter. We exchange some information with NJAS too. It adds up to a lot of pressure on legislators. NORM SHAPIRO - when you reach each chapter by email, what happens next? ED BRISTOW - most use the telephone. DAVE PARDOE - we need to let everyone know about the availability of list serves. PAT HEIDENREICH - we use our list serve to ask for chapter dues. RUTH RUSSELL - Walt Pomeroy put a line on the leader annual report form with a position for Chapter Electronic Communications person, with a request to define the position.
Background:
Overview of Field Support SituationFifteen 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:
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 OverviewThe 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:
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 SupportAn 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.
Audubon Academy DirectorAn 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.
Chapter Development DirectorA 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.
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GLENN OLSON - we will go to Packard for help in Audubon Academy Director. We think we can fund these positions where in regional offices we could not. JACK DEMPSEY - the model of specialist vs. generalist is good for me. CHARLES BRAGG - I want to be sure that the new hires do not limit themselves to responding to the cries for help, but that they also seek out the quiet chapters who may not know what they need or where they can find help. MARTHA BLUE - the "bank circuit rider" parallel occurs to me. They make a regular tour of the branches; they must reach all branches, not just respond to inquiries. RUTH RUSSELL - how shall we carry this message? MARTHA BLUE - put this document [the Strategic Plan progress report Opportunities] on the website. We can't be elitist, though; web sites don't cover everyone. LEIGH ALTADONNA - there are multiple audiences and there needs to be redundancy. Chapter Networker, mailings, meetings face to face. DAVE MILLER - this is not a new vision, but a continuum of the SP. I think the up-and-coming offices will be the big drain on services, not the established offices. CHARLES BRAGG - Should we consider a one-stop phone number for chapter requests? Someone who could direct requests to the right place? Making life simple? Is the Chapter Services HotLine such a number? VIVIAN JOHNSON - we should call this person an "ombudsman". We're all reluctant to phone an unknown person. WALT POMEROY - the 800 line gets 6 a day of this kind of question. JOYCE WOLF - one of the concerns of KS was who to call when the region was gone. They don't know who to call. GLENN OLSON - I'm probably the person to take that first call. HELEN ENGEL - I'm impressed with the way state directors come away from their meetings; they will carry back to the states the help needed. PAT HEIDENREICH - how about a help box on the website? REID HUGHES - how about an individual to call these chapter presidents. I called my local chapter president; it energizes the callee. We initiate contact. It would be something for board members to do.
RUTH RUSSELL - I got a letter asking for bioregional conferences. I want to encourage such conferences. The old regional conferences were very valuable and we are losing them.
[ed.note: this discussion continued in the Regional Board Members Meeting.]
CHARLES BRAGG - this letter (click on Chapter Policy for letter and the current list of Recommended and Required Activities) was included in the registration packets for the convention. There will be another similar letter in the sign-in packet. We want to kick-start the whole question of What Is A Chapter? at the convention, and carry it forward via email (the NAS-CHAPTER list serve), council meetings and mailings to chapter leaders. We hope to have a new draft Chapter Policy within a year.
| May 22, 1998
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:
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, REQUIRED CHAPTER ACTIVITIESThese requirements appear in the "Chapter
Policy Statement" 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. |
Click on Membership Task Force for background.
DAVE PARDOE (leader) - Direct mail has a ceiling beyond which it becomes economically unfeasible. Some package incentives take years to pay back, and if people don't stick, we lose money. GLENN OLSON - in Mass Audubon 70% of the members join not by direct mail. RUTH RUSSELL - would membership cost less w/o the magazine? DAVE PARDOE - No. Magazine would go with every membership type. [ANON - what about dues share and who gets it where a center coexists with a chapter?] WALT POMEROY - we need a win-win on dues share. HARDY ESHBAUGH - will states compete with chapters for members? DAVE PARDOE - I don't think so. Direct mail is not a tool for 95% of chapters. GLENN OLSON - we are now in a modest conflict with annual appeals from those larger chapters. HARDY ESHBAUGH - how do we deal with large "friends" groups affiliated with chapters? DAVE PARDOE - we are trying to gather them in w/o costing the chapter any money. CELIA TENNENBAUM - we are really trying to lean towards the entities as far as retaining share. DAVE PARDOE - our draft model will be announced in September. NORM SHAPIRO - how about uniting the 70 independents as well? DAVE PARDOE - Maine is part of our task force. It's part of our thinking. If the goal is to make the entities win, then independents are part of that. JOHN FLICKER - we're brainstorming, so these ideas can be explosive. We have to think about them all, and speak candidly, but they are a very wide set of options. DAVE PARDOE - no net loss for any entity is the goal.
RUTH RUSSELL - three of regions have most of the most trouble. What will the board members in those regions need to do or need to have done? DAVE PARDOE - what are the services needed? HARDY ESHBAUGH - as we move forward, who are chapters to turn to? Chapters don't want to be left out of the loop. In Michigan the one large chapter doesn't care, but Detroit wants a state office now. So, where do we go? CHUCK BRAGG - is the chapter service help line the one place to go? GLENN OLSON - I think key people are better than an 800 number. More communication is the message we hear, but there will be different levels of communication. In KS we may want to call each chapter president. We have the Networker. We may want to mail each president in the 3 closing regions, and maybe call some of those key people. The regional board members may need to get involved. RUTH RUSSELL - Reid says he called his local chapter president and got a dialog going. He suggested that each board member call a couple of chapter presidents to start a dialogue. NORM SHAPIRO - all regions are affected (states w/o states offices or regional offices). We have not maintained the "regional concept" as the Strategic Plan stated. MARTHA BLUE - the Audubon Academy is where we hope to see real improvement. Currently there is the Chapter Networker. For now we need one person to be associated with each state, whether it is Glenn or John Flicker or Carol Warden. DAVE PARDOE - it's a lot more complex than that. I don't know who is on top of this in my states. Regional board members are going to have to take up the slack. GLENN OLSON - Carol Warden has been on for a year and has added real value. The 2nd support director we are going to hire will add new skills, and we need those added discrete skills, not just in development. The states are not as concerned with the old services but with starting state offices. DAVE PARDOE - regional board members will need a who-to-call list. GLENN OLSON - I'm probably the first person to call and to refer to other people. REID HUGHES - chapter leaders are starving for a little attention. I'd be willing to call every Georgia chapter and just listen to their problems. We could offer to facilitate. We could just show an interest. [ed. note: I don't have my notes, but this idea was not well-received by the RBMs. The negative aspect was that members want more than a friendly call - they have specific needs that board members could not meet or discuss as well as appropriate staff.] NORM SHAPIRO - board members could show an interest by attending council meetings. GLENN OLSON - We can't do it all at once. We have to keep chapters from falling into the tank in the interim. HARDY ESHBAUGH - we are way ahead of where we thought we should be, and I agree with Glenn about the states not on board. BERNIE YOKEL - there are gradations of difficulty. We have to go to the most troubled. DONAL O'BRIEN - what is the timetable for hiring? GLENN OLSON - Chapter development and field support ASAP. Academy: we have hopes for a grant; as soon as we get an indication of approval (fall) we will move.
RUTH RUSSELL - New Mexico has asked to be moved into the Rocky Mountain "region". For now we will treat NM as if it is part of the RM region. In September we will have a plan to deal with regionalization. I also want to address the need for "regional" conferences and the Audubon Academy's help in holding those multi-state meetings. HARDY ESHBAUGH - it's critical that we have a statement that encourages bioregional cooperation. DONAL O'BRIEN - Ruth and I have to get back to the NM council. I'd be happy to write to all chap presidents in west-central and ask them to call me with their problems.
ERIC DRAPER - we should add Platte and Garrison and lower Rio Grande to the 6 grassroots priorities list. HELEN ENGEL - do you have a specific handout to update all this for the convention? I suggest you include how we arrived at campaigns. Some people are recently on board and need this information. LESLIE DACH - do the second tier campaigns represent loss of focus or are they improvements? JOHN WHITMIRE - the need for internal communications is constantly being stated. Are the successful campaigns due to communications or is communication a follow-on to the success? I think we need better communications to create successful campaigns. ERIC DRAPER - we have great staff on the Everglades and Pop/Habitat campaigns. NORM SHAPIRO- and foundation support for the P?H campaign. DAN BEARD - you also need time (years) to develop a successful campaign. CHUCK BRAGG - communications of course an up-front factor with Everglades and P/H. They get more national publicity than any of our other campaigns. MARTHA BLUE - some issues have national appeal and some are local (like wetlands). BERNIE YOKEL - all our campaigns intersect in some way with the Everglades campaign and so everyone identifies with the glades. WALTER SEDGEWICK - we are still underfunded in forest and wetlands. RUTH RUSSELL - focus: local people will still have local focus, so we have to be equitable. ROB SOCOLOW - do we acknowledge that other organizations exist and we might support them in some issues? Are we visible leaders, and does that matter? DAN BEARD - in every area there are other coalitions and organizations. We work with them, and sometimes we bring a unique perspective (P&H for instance). ERIC DRAPER - in the Upper Mississippi, where other groups were already there, we were encouraged to come in for our new perspective. Even if we are not leaders we can be effective. MARTHA BLUE - priorities allow for us to partner and follow if we have something unique to add to the issue. ROB SOCOLOW - can we apply a unique Audubon method or view to all our policy issues? DAN BEARD - what happens to our priorities if we have no funding or the board wants to discontinue or whatever? How do we extract ourselves? CHUCK BRAGG - clear goals will let us see our exit point. HELEN ENGEL - these policies are getting us back to birds, other wildlife and habitat [all agree].
Departmental Integration; White Papers: ERIC DRAPER - challenge of integration is from more local campaigns. We try to make sure the science guides our policy. HELEN ENGEL - what about white papers? CHUCK BRAGG - white papers were declared dead at the last meeting. ERIC DRAPER - ask Frank Gill. DAVE PARDOE - our state is putting a science committee together - not everything has to go through the NAS science dept. MARTHA BLUE - Eric's group is a science department user. He needs pointers. We see the most successful campaigns having the best integration across Audubon - education, science, etc. P&H has done great work in education. Integration means getting cooperation when it is needed, and that flows from common goals and common workplans. DAVE PARDOE - most material is generally not suitable for use by chapters. CHRIS HARTE - we do need policy papers for chapter use. NORM SHAPIRO - how about a 2-page backgrounder from larger papers? DAN BEARD - we have position papers and campaign plans for each campaign. NORM SHAPIRO - if we want chapter people to activate, we need a short form summing up policy and science. Many activists need this kind of support. JOHN WHITMIRE - clarification needed from Frank. JOYCE WOLF - science says grassland birds are a highly imperiled group. How do we move that into a coordinated effort? ERIC DRAPER - the challenge goes back to the chapters to clearly identify the issues using local science experts. Solutions have to be clear. DAN BEARD - Upper Mississippi took 2 1/2 years from proposal to campaign, including a year of planning. FRANK GILL - white papers. 1-10 pages, topics yet to be defined, not to involve policy statements. Susan Drennan is leaving so we have staffing problems. [ed. note: simple, short, and short time-line white papers are not what Frank is talking about. That concept did indeed die at the last board meeting - quick and dirty involved too much risk with NAS' name on them.] LESLIE DACH - is there campaign science that we're not getting? CHRIS HARTE - I'm told we don't have many policy papers on our campaigns. LESLIE DACH - we do have basic statements, but they don't deal with technical details. HELEN ENGEL - Frank's testimony on Snow Geese was very valuable. DAVE PARDOE - the tough one would be "forests" because of all the different kinds of forests. ROB SOCOLOW - do we really have a goal, publicly available, freshened every few months, with deeper analysis on demand? I don't think we do. NORM SHAPIRO - we have policy papers on almost every issue, and they are readily available. FRANK GILL - there is no formal linkage/integration yet [between Science and Policy]. We now talk to each other which is step one. Step two would be, for instance, Vincent Muehter working directly with Eric. Next step is knowing what Policy needs so we can then supply it. WALTER SEDGEWICK - I agree we are at the beginning of the integration process. ERIC DRAPER - I think there is a lot of integration on campaigns. MARTHA BLUE - the Everglades campaign is a big success partly because it has internal science staff. LESLIE DACH - a big campaign can afford to buy its own staff. WALTER SEDGEWICK - can Frank and Dan confer about how to integrate and report back to us? [Yes.] JANET STARWOOD (chapter member) - we need support on linking economics with issues. And, esthetic and spiritual support documents. This kind of support draws in the lay people and the politicians. ERIC DRAPER - great suggestion. We have done it for the Everglades, and other campaigns should get it. [Chapter member, name unknown] - remember the "culture of conservation"; there is a strong cultural base of support that we are not getting to. FRANK GILL - I agree with economics comment. We are working on it.
Field and Policy Integration: LESLIE DACH - we can do better in training activists. We are not clear on what kind of activist suppo