EFFECTING THE NABCI VISION EXPECTATIONS OF JOINT VENTURES

EFFECTING THE NABCI VISION: EXPECTATIONS OF JOINT VENTURES Scott C. Yaich Director of Conservation Programs Ducks Unlimited, Memphis, TN

Joint Ventures: An Introspective Look “I always wanted to be somebody, … …but I should have been more specific. ” Lily Tomlin

Objectives: To meet the external expectations of the JV’s, stimulate consideration of… 1. What should JVs be? - 2 basic models 2. What should Board members consider in charting the future of the LMVJV and other JVs?

Objectives: To stimulate consideration of… 3. What should JV Board members be? - Board member characteristics - How can JV Board members advance the JV vision in their day-to-day, non-JV world?

Effecting the NABCI Vision: … “Populations and habitats of North America’s birds protected, restored or enhanced through coordinated efforts at international, regional, state and local levels, guided by sound science and effective management. ” Expectations of Joint Ventures?

FWS Director’s Order No. 146: Joint Venture Administration • “Constitution” for JVs • Defines JVs • Provides guidance re: roles and functions of JVs • Fosters expectations of JVs

Joint Venture Definition: “A self-directed partnership of agencies, organizations, corporations, tribes, or individuals that has formally accepted the responsibility of implementing national or international bird conservation plans within a specific geographic area or for a specific taxonomic group, and has received general acceptance in the bird conservation community for such responsibility. ”

Context for Joint Venture Functions: Continental and National Initiatives Regionally-based Joint Ventures: Local Projects

What do the Initiatives provide? • Continental population goals and priorities • Range-wide assessment of limiting factors • Range-wide monitoring and evaluation • Biological expertise organized into national and regional workgroups

What do the JVs Provide? • Coordination • Planning and design • Project development and implementation • Communications and Outreach • Monitoring, evaluation and applied research

External expectations of Joint Ventures: Long-term. . . All elements fully developed and functioning to provide a logical and coordinated approach to the conservation of all birds.

External expectations of Joint Ventures: Short-term. . A commitment to build the capacity to conduct regional-scale landscape design that integrates priorities and objectives of all bird initiatives into JV implementation plans.

LMVJV Business Model: • Vehicle for monitoring and managing CHANGE Current state “Managed Evolution” Vision “Unmanaged Evolution”

Two Fundamental Business Models: • Conservation Delivery • Conservation Enterprise HOWEVER, these models exist as points along a continuum of JV evolution and function

Conservation Delivery Conservation Enterprise Central Activity Delivery of habi- Planning, delivery, tat conservation evaluation, monitoring and research Composition • Administrators, managers, managers scientists • Internal and networks external networks

Conservation Delivery Conservation Enterprise Structure • Administrative oversight • Technical groups • Programmatic • To advance 1 sphere of bird conservation • To advance 3 spheres of bird conservation

Conservation Delivery Conservation Enterprise Function • ID, design, and develop funding for habitat projects • Landscape design needed to fulfill birds’ biological needs • More opportun- • Context for JV and partner istic; less context activities • JV benefits: Additive Multiplicative

Conservation Delivery Enterprise • Coordination JV Initiatives • Planning and (JV) design • Project development and imp. JV lementation • Communications JV • Monitoring, Initiatives evaluation and (JV) applied research JV JV and Initiatives JV JV JV and Initiatives

Conservation Delivery Enterprise • Planning, design, Initiatives monitoring, (JV) evaluation and applied research • Project development and implementation JV JV and Initiatives JV

Conservation Delivery Enterprise • Planning, design, monitoring, evaluation and applied research Initiatives (JV) JV and Initiatives Existing Expertise broad, national, continental more regional depth Regional Knowledge general, with national context local familiarity Future Capacity outside JV within JV

Conservation Delivery Enterprise • Planning, design, monitoring, evaluation and applied research Initiatives (JV) JV and Initiatives Coordination and Direction from outside JV from within JV Relevance of Product greatest to Initiatives greatest to JVs Level of Benefits additive multiplicative

Conservation Delivery Enterprise • Planning, design, monitoring, evaluation and applied research Initiatives (JV) Responsibility Ultimately, and Accountability NO Leadership Contextual JV and Initiatives YES Resultsoriented

Management Board Representation • Administrator with responsibility for all bird conservation programs • Someone with direct access to and credibility with same - should be coupled with informed, committed Administrator

How Can JV Members Advance The JV Vision in Their Day Jobs? • Apply the principles of the Conservation Enterprise model to all activities affecting bird conservation • Remember to use the products developed by the JV to address your broader needs • Use the expertise and personnel resources available through the JV partnership

External expectations of Joint Ventures: 1. Build the biological foundation for regionally-based bird conservation. 2. Translate population goals of the Initiatives into regional population goals and then into explicit landscape designs and habitat objectives.

External expectations of Joint Ventures: 3. Coordinate regional monitoring and research to evaluate assumptions in the biological foundation and assess progress toward population goals. 4. Collaborate on addressing continental scale information needs.

External expectations of Joint Ventures: 5. Coordinate and deliver conservation from a common strategy. 6. Speak with a common voice and reach out to potential partners that use habitat conservation to attain their own unique goals.

“Thanks” for the Lower Mississippi Valley Joint Venture’s Leadership! KEEP IT UP!