The following document was drafted by the chapter and board in 2007-2008. The changes in officers, due to illness in 2008-2009, prevented its consideration as scheduled. It is now being reconsidered with a final document scheduled for 15 December 2009.

NNAS - Strategic Blueprint

2007 - 2012

This document stems from the strategic deliberations of the NNAS board and additional members, during the summer and fall of 2007. We focused on our existing strategic plan (2002 – 2007), debated “what’s going on in our world” and grappled with various possible priorities. Raw data from these sessions is recorded in the attached Strategic Appendix.

The views coming from these discussions were tested and refined with general members’ input. The resultant Strategic Blueprint represents our consensus of “Who we are, where we are going and what we will do to get there”.

Strategic Time Frame

This blueprint will guide those decisions that determine the nature and direction of our chapter from 2007 to 2012. The broad strategy outlined here, will be supported each year by operational plans and priorities contained in our Operational Handbook.

Our Fundamental Principles, Values and Beliefs – Who we are

We are a chapter of the National Audubon Society, supporting the vision, mission and strategy of that organization. Within this umbrella, our strategic, tactical and day to day decisions are guided by the following fundamental principles, values and basic beliefs:

Strategic Focus – Where we are going

The core “business” of this chapter revolves around birds and their habitat. Over the next five years, we will pursue a complementary, two-pronged strategy that:

Tactical Plans – How we will get there

Driven by this strategy, our activities in the next three to five years will focus on:

Operational Plans – Yearly Objectives

The strategy outlined in this blueprint will provide the broad guidelines for our priorities and activities over the next five years. Not all projects can be tackled at once. Project priorities will be established on a yearly basis with specific objectives for each major functional area. Details of these will be documented in the Operational Handbook.

The strategy itself should be reviewed from time to time, in light of changes and (then) current circumstances, probably no later than 2010.

STRATEGY APPENDIX

“Our World – July/August 2007”

This appendix served as a discussion piece for the strategic deliberations by board members and several others of the Northern Neck of Virginia Chapter of the National Audubon Society (NNAS). It is the result of initial discussions around those factors that affect “our world”, as well as some of our own beliefs and values that might influence our strategic direction. After an initial strategy session it was updated with corrections and additional input from team members.

The following are key words and phrases that came from discussions around their respective headings. They are not by any means an exhaustive list of answers to any strategic question, nor should they be interpreted as such. The sole purpose of these notes is to serve as “thought triggers” for members of the team who were present when this discussion took place. Future deliberations, which may include additional members, will build on these thoughts and crystallize a Strategic Blueprint for NNAS.

Our World

  1. What are the major factors, changes or current realities in our world that should influence the future nature and direction of our chapter in the next three to five years? Consider:
    1. A global picture
      • Fuel shortages and alternative energy sources
      • Overdevelopment
      • Loss of habitat
      • Global warming
      • Dramatic decline of many bird species
      • Decline of other bell-weather species such as bees, frogs etc.
      • Active and effective conservation programs
      • Mutations through chemicals and pollutants
      • Threat to vital resources such as water
    2. The Northern Neck
      • Overdevelopment in our own backyard
      • Loss of habitat through land degradation
      • The state of the bay
      • Ineffective penalty system e.g. OMEGA in Reedville an extraction industry
      • Species decline in our own backyard e.g. Bob White
      • Related species increases – not necessarily positive
      • Increase in invasive, non-native species
      • Emergence of other (new) conservation organizations
      • Water consumption in West Point
      • Clear cutting and logging even in “protected” areas
      • Non-enforcement of C.B.A.
      • Loss of wetlands
      • Shoreline “hardening”
      • Our demographics are heavily skewed by retirees
      • There is a large summer & weekend resident population
    3. Audubon at the National level
      • IBAs as a focus
      • The consequence of failure to follow through with VA state office
      • A new, stronger VAC executive team
      • A (somewhat) greater voice for chapters in the National organization
      • Very visible conservation focus
      • Highly effective voice in Washington
      • Still relatively poor relations with chapters
    4. Our chapter
      • Clear recognition of the need for advocacy – “it’s not just about the birds”
      • Our conservation efforts are perhaps less visible than in the past
      • We used to be seen to be more pro-active in conservation efforts
      • We don’t toot our own horn enough
      • Our successful efforts in the past were highly visible projects that people could rally around
      • There is no current compelling focus that would energize our members
      • Need more active and younger members
      • We are somewhat Kilmarnock centric
      • How can we focus effectively on young people?
      • Our ties to kindred organizations are relatively random
      • One person committees will not get it done – committees should involve other members, not just board members

    Things we have done well

    Things we have done not so well

    Kindred Organizations

  2. What kindred organizations might serve as resources and partners to support our own strategic intent?

    3. Our Fundamental Principles, Values or Beliefs

  3. We are a chapter of the National Audubon Society, supporting the vision, mission and strategy of that organization. Within this umbrella, our strategic, tactical and day to day decisions are guided by the following fundamental principles, values and basic beliefs:

    4. Future Direction

  4. The above notions of Our World and the Values we hold dear beg the question: 
Therefore ..?… what are we going to do about it? Future discussions will grapple with the two key questions
    1. Where do we want to take this organization?, and,
    2. How will we get there?
    The Strategic Blueprint resulting from these discussions will guide the decisions that determine the nature and direction of our chapter for the next three to five years.

Possible Actions

Some possible priorities, projects and actions that will ultimately be evaluated against this blueprint were listed as follows:

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