Texas

1. Arkansas Ducks Unlimited Kentucky Louisiana The Conservation Fund Mississippi The Nature Conservancy Missouri Wildlife Mgt Institute Oklahoma US Geological Survey Tennessee Texas USFWS Forest Service Our Challenge Continue to refine the Joint Venture concept as a model for collaborative conservation at ecoregional scales.

2. The 1986 NAWMP – New Directions • New standards for measuring success • Population response at a continental scale. • Landscape sustainability at ecoregional scales.

3. The 1986 NAWMP – New Directions • New standards for measuring success • Iterative cycle of refining goals and objectives • 1994 Update • 1998 Update • 2004 Update • 2005 Assessment

4. The 1986 NAWMP – New Directions • New standards for measuring success • Iterative cycle of refining goals and objectives • A new model for coordination and collaboration – “joint ventures”

5. joint venture – Two or more "parent" companies agreeing to share capital, technology, human resources, risks and rewards in the formation of a new entity under shared control.

6. joint ventures? – Guidance from the NAWMP • Geographically specific • Functionally comprehensive • Coordinate “the planning, funding, and implementation of projects…” • “to monitor population trends…” • “to determine through research the important factors influencing population status and dynamics…” • “to monitor the status and productivity…”

7. joint ventures? – Guidance from the NAWMP • Geographically specific • Functionally comprehensive • Organized and guided by “joint venture action groups” • Guided by formal plans • Vehicle for translating the Plan’s vision into concrete action

8. NorthAmericanBirdConservationInitiative Partners in Flight North American Waterbird Plan U.S. Shorebird Conservation Plan North American Waterfowl Management Plan Northern Bobwhite Quail Conservation Initiative NABCI Vision Regionally-based… Biologically-driven… Landscape-oriented partnerships… Delivering the full spectrum of bird conservation across the entirety of North America.

10. Our Challenge Continue to refine the Joint Venture concept as a model for collaborative conservation at ecoregional scales. Responsive to: • The biological needs of the taxonomic groups represented by the suite of national and international conservation plans. • The concept of “integrated” bird conservation. • The goals and objectives of CWCS’s and the need to demonstrate biological accountability.

11. model – A written or diagrammatic simplification of complex relationships or processes generally developed for the purpose of understanding, explaining, analyzing, or refining such relationships or processes. Our Challenge Continue to refine the Joint Venture concept as a model for collaborative conservation at ecoregional scales.

12. The LMV Joint Venture Operating Framework Geomatics Network Biological Foundation Conservation Design Conservation Delivery

13. LMVJV Biological Planning Process Identify Species of Concern Develop Biological Foundation Establish Population Targets Discern Limiting Factors Develop Biological Models Set Objectives to Reduce Limiting Factors Measure Existing Conditions Design Conservation Strategies Apportion Habitat Objectives Establish Programmatic Objectives Implement Conservation Projects Monitor Habitat Change Monitor Effectiveness Monitor Population Response Evaluate Biological Assumptions

14. Functional Elements of a Population-Based, Multi-Scale Conservation Framework • Population/Habitat Modeling • Landscape Characterization and Assessment • Conservation Design and Conservation Tracking • Decision-Based Population and Habitat Monitoring • Assumption-Driven Research

15. we have created two communication needs: To the extent we have been successful in meeting the challenge of developing a model for collaborative conservation at ecoregional scales, • Internally, to the staff and leadership of our respective agencies and organizations. • Externally, to our peers within the conservation community at large.

16. My Bottom line… As a partnership, we should synthesize and communicate the LMV model in a way that can provide clarification and guidance on the LMVJV approach to business internally within our respective organizations and externally to the conservation community at large.

17. Four Concepts from the Business World That Can Strengthen Joint Ventures • “Business Ecosystems” as a means of leveraging assets and relationships among conservation partners.

18. Business Ecosystem… Iansiti, M. and R. Levien. 2004. Strategy as Ecology. Harvard Business Review, March 2004, pp. 1-10. Iansiti, M. and R. Levien. 2004. The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability. Harvard Business School Press, Boston. 253 pp. “Strategy is becoming, to an increasing extent, the art of managing assets that one does not own.” p. 1

19. Business Ecosystem… • The 21st Century business environment is a networked environment with businesses functionally allied through supply chains, distribution chains, manufacturing processes, technology development. • “Like species in biological ecosystems, firms interact in complex ways, and the health and performance of each firm is dependent on the health and performance of the whole.” • Organizational effectiveness relies increasingly on leveraging and managing assets external to the business. • Sustained performance requires operating decisions focused externally on maintaining the health of the firm’s business ecosystem.

20. Conservation Partner Ecosystem… • The 21st Century conservation environment is a networked environment with organizations functionally allied in assessing landscapes, setting objectives, coordinating delivery, and evaluating biological outcomes. • “Like species in biological ecosystems, firms interact in complex ways, and the health and performance of each firm is dependent on the health and performance of the whole.” • Organizational effectiveness relies increasingly on leveraging and managing assets external to the business. • Sustained performance requires operating decisions focused externally on maintaining the health of the firm’s business ecosystem.

21. Conservation Partner Ecosystem… • The 21st Century conservation environment is a networked environment with organizations functionally allied in assessing landscapes, setting objectives, coordinating delivery, and evaluating outcomes. • “Like species in biological ecosystems, conservation organizations interact in complex ways, and the health and performance of each is dependent on the health and performance of the whole.” • Organizational effectiveness relies increasingly on leveraging and managing assets external to the business. • Sustained performance requires operating decisions focused externally on maintaining the health of the firm’s business ecosystem.

22. Conservation Partner Ecosystem… • The 21st Century conservation environment is a networked environment with organizations functionally allied in assessing landscapes, setting objectives, coordinating delivery, and evaluating outcomes. • “Like species in biological ecosystems, conservation organizations interact in complex ways, and the health and performance of each is dependent on the health and performance of the whole.” • The effectiveness of a conservation organization hinges increasingly on leveraging and managing assets external to the organization. • Sustained performance requires operating decisions focused externally on maintaining the health of the firm’s business ecosystem.

23. Conservation Partner Ecosystem… • The 21st Century conservation environment is a networked environment with organizations functionally allied in assessing landscapes, setting objectives, coordinating delivery, and evaluating outcomes. • “Like species in biological ecosystems, conservation organizations interact in complex ways, and the health and performance of each is dependent on the health and performance of the whole.” • The effectiveness of a conservation organization hinges increasingly on leveraging and managing assets external to the organization. • The effectiveness of a conservation organization hinges increasingly on operating decisions focused on maintaining the health of its “partner ecosystem.”

24. Four Concepts from the Business World That Can Strengthen Joint Ventures • “Business Ecosystems” as a means of leveraging assets and relationships among conservation partners. • The “Theory of the Business” as a means of articulating the underlying assumptions that are guiding the partnership’s actions.

25. “The Theory of the Business” “These are the assumptions that shape any organization’s behavior, dictate its decisions about what to do and not to do, and define what the organization considers meaningful results.” • Assumptions about the external environment within which the organization operates. • Assumptions about the specific mission of the organization. • Assumptions about the core competencies needed to accomplish the mission. Drucker, P.F. 1994. “The Theory of the Business” Harvard Business Review, Vol. 70 no. 5

26. “The Theory of the Business” “These are the assumptions that shape any organization’s behavior, dictate its decisions about what to do and not to do, and define what the organization considers meaningful results.” • Every organization has one, though rarely is it explicitly stated. • Assumptions are seldom made explicit. • Reassessing assumptions is essential to managing change. Drucker, P.F. 1994. “The Theory of the Business” Harvard Business Review, Vol. 70 no. 5

27. “The Theory of the Business” “These are the assumptions that shape any organization’s behavior, dictate its decisions about what to do and not to do, and define what the organization considers meaningful results.” • Assumptions about the external environment within which the organization operates. • Assumptions about the specific mission of the organization. • Assumptions about the core competencies needed to accomplish the mission. Drucker, P.F. 1994. “The Theory of the Business” Harvard Business Review, Vol. 70 no. 5

28. Key Assumptions of the LMVJV Conservation Model • Translating the goals and objectives of national and international plans into on-the-ground objectives is a primary responsibility of Joint Ventures. • Characterizing, monitoring, and predicting habitat suitability at broad spatial scales are core functions of a Joint Venture. • Maintaining a partnership infrastructure that allows planning, implementation, and evaluation to operate iteratively is a responsibility shared by all partners. • Coordinated application of information management technologies is requisite to achieving biological outcomes at ecoregional scales. • An ability to coordinate and leverage conservation delivery is a core competence of an effective partnership.

29. Four Concepts from the Business World That Can Strengthen Joint Ventures • “Business Ecosystems” as a means of leveraging assets and relationships among conservation partners. • The “Theory of the Business” as a means of articulating the underlying assumptions that are guiding the partnership’s actions. • “Core Competencies of the Corporation” as a means of building shared capacities among partners.

30. Core Competencies… Prahalad, C.K. and G. Hamel. 1990. “The Core Competence of the Corporation” Harvard Business Review, Vol. 68(3) pp.79-93 Core competencies are specific to the organization, not its individual business units (programs). Core competencies lead the organization to see itself not as a collection of strategic business units but as a portfolio of integrated skills, abilities, and expertise. Honda Corporation: an ability to design and manufacture highly efficient internal combustion engines irrespective of size, scale, or intended use.

31. The LMV Joint Venture Conservation Business Model Core Functions and Services • Support to national/international initiatives by translating range-wide goals and objectives into ecoregional, landscape, and site-scale goals and objectives. • Iterative biological planning and landscape assessment that focuses conservation delivery on the most environmentally sensitive portions of the landscape. • Development of partnership infrastructure that allows the functional elements of the conservation enterprise to operate iteratively. • Coordinated application of the information management technologies necessary to conservation at ecoregional scales. • Coordinated and leveraged delivery of private, state, federal conservation programs.

32. Four Concepts from the Business World That Can Strengthen Joint Ventures • “Business Ecosystems” as a means of leveraging assets and relationships among conservation partners. • The “Theory of the Business” as a means of articulating the underlying assumptions that are guiding the partnership’s actions. • “Core Competencies of the Corporation” as a means of building shared capacities among partners. • Conservation “Value Proposition” as a means of communicating the value-added contribution of the partnership.

33. Value Proposition… The unique added value an organization offers its customers through its operations. An organization’s reason for being as expressed through the products, goods, and services it intends to provide to its customers.

34. Our “Conservation Value Proposition”… • Would be expressed as the unique added value that we as partners strive to create as we work collaboratively to effect conservation at ecoregional scales. • Would derive from the core functions and services we envision a Joint Venture partnership providing.

35. Arkansas Ducks Unlimited Kentucky Louisiana The Conservation Fund Mississippi The Nature Conservancy Missouri Wildlife Mgt Institute Oklahoma US Geological Survey Tennessee Texas USFWS Forest Service Our Challenge Continue to refine the Joint Venture concept as a model for collaborative conservation at ecoregional scales.

36. Action Item?… As a partnership, we should synthesize and communicate the LMV model in a way that can provide clarification and guidance on the LMVJV approach to business internally within our respective organizations and externally to the conservation community at large.