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

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

3. 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?

4. 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?

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

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

7. “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.” Joint Venture Definition:

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

9. 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

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

12. 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.

13. 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. External expectations of Joint Ventures: Short-term....

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

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

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

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

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

19. Conservation Delivery Conservation Enterprise Coordination Planning and design Project devel- opment and imp- lementation Communications Monitoring, evaluation and applied research JV Initiatives (JV) JV JV and Initiatives JV Initiatives (JV) JV and Initiatives

20. Conservation Delivery Conservation Enterprise Planning, design, monitoring, evaluation and applied research Project devel- opment and imp- lementation Initiatives (JV) JV JV and Initiatives

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

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

23. Conservation Delivery Conservation Enterprise Planning, design, monitoring, evaluation and applied research Initiatives (JV) JV and Initiatives Responsibility Ultimately, YES and Accountability NO Leadership Contextual Results- oriented

24. 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

25. 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

26. 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: 1. Build the biological foundation for regionally-based bird conservation.

27. 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.

28. 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.

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