Title: Continue to refine the Joint Venture concept as a model for collaborative conservation at ecoregional scales.
1Our Challenge
Continue to refine the Joint Venture concept as a
model for collaborative conservation at
ecoregional scales.
2The 1986 NAWMP New Directions
- New standards for measuring success
- Population response at a continental scale.
- Landscape sustainability at ecoregional scales.
3The 1986 NAWMP New Directions
- New standards for measuring success
- Iterative cycle of refining goals and objectives
4The 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
5joint 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.
6joint ventures? Guidance from the NAWMP
- 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
7joint ventures? Guidance from the NAWMP
- Functionally comprehensive
- Organized and guided by joint venture action
groups
- Vehicle for translating the Plans vision into
concrete action
8North 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.
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10Our 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.
11Our Challenge
Continue to refine the Joint Venture concept as a
model for collaborative conservation at
ecoregional scales.
12The LMV Joint Venture Operating Framework
Biological Foundation
Conservation Design
Conservation Delivery
13LMVJV 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
15To 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.
16My 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.
17Four Concepts from the Business World
That Can Strengthen Joint Ventures
- Business Ecosystems as a means of leveraging
assets and relationships among conservation
partners.
18Business 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
19Business 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.
20Conservation 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.
21Conservation 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.
22Conservation 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.
23Conservation 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.
24Four 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 partnerships actions.
25The 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
26The 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
27The 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
28Key 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.
29Four 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 partnerships actions.
- Core Competencies of the Corporation as a means
of building shared capacities among partners.
30Core 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.
31The 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.
32Four 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 partnerships 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.
33Value Proposition
The unique added value an organization offers its
customers through its operations. An
organizations reason for being as expressed
through the products, goods, and services it
intends to provide to its customers.
34Our 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.
35Our Challenge
Continue to refine the Joint Venture concept as a
model for collaborative conservation at
ecoregional scales.
36Action 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.