Continue to refine the Joint Venture concept as a model for collaborative conservation at ecoregional scales.

1
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 Plans vision into
  concrete action

8
North American Bird Conservation Initiative
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.
9
(No Transcript)
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 CWCSs and the need
  to demonstrate biological accountability.

11
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
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

• Population/Habitat Modeling

• Landscape Characterization and Assessment

• Conservation Design and Conservation Tracking

• Decision-Based Population and Habitat Monitoring

• Assumption-Driven Research

15
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
Two Concepts from the Business World
That Can Strengthen the Joint Venture Model

• 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 firms 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 firms 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 firms 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 firms 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
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.
25
Two Concepts from the Business World
That Can Strengthen the Joint Venture Model

• 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 partnerships actions.

26
The Theory of the Business
These are the assumptions that shape any
organizations 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
27
The Theory of the Business
These are the assumptions that shape any
organizations 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
28
The Theory of the Business
These are the assumptions that shape any
organizations 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
29
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.

30
Our Challenge
Continue to refine the Joint Venture concept as a
model for collaborative conservation at
ecoregional scales.