2019–2022

AUDUBON CANYON RANCH Strategic Plan Adopted 1.26.2019

Bouverie Preserve Cypress Grove Research Center Martin Griffin Preserve

Modini Preserve Carlos Porrata Photo: 1 | ACR Strategic Plan, 2019–2022 Our Mission Connecting nature, people and science in a rapidly changing world Our Vision Inspired and informed communities use scientific knowledge to build a resilient, sustainable society that respects the intrinsic value of our natural world.

ACR’s Great Egret telemetry project begins at the edge of the marsh at Toms Point, . Fake, decoy egrets and live fish are used to lure wild egrets to traps. Photo: Scott Jennings 2 | ACR Strategic Plan, 2019–2022 2019–2022 Planning for resiliency A letter from Executive Director John Petersen and Board President Phillip Carlsen

Dear ACR Community,

In January 2019, the ACR Board of Directors met a critical milestone by adopting this four-year strategic plan to guide us as we build on our robust history of regional conservation and confront today’s evolving environmental challenges.

In recent years, ACR added exciting new programs to our acclaimed education, conservation science, and stewardship initiatives, prompting the creation of a cohesive vision for the future that re-articulates our mission and values and directs the path forward.

The strategic plan focuses on four key goals to help guide our organization into the future and improve effectiveness in fulfilling our mission. It directs us to use our preserves as healthy living laboratories, maximize new opportunities that produce local results with global implications, increase our influence as regional conservation leaders, and rebuild the Bouverie Preserve facilities that were lost in the Nuns Fire.

Our volunteers, donors, and friends are key to every step we take. This strategic plan culminated a six-month effort that included interviews with internal and external stakeholders; surveys of over 200 volunteers, donors and staff; countless hours of focused working groups; and many spirited discussions.

By being aligned in values, vision and goals, and working together, we can be even more effective in THE PLAN creating real change and “conservation in action.” Vision & Values Page 4 Sincerely, Strategic Directions Page 6

John Petersen Phillip Carlsen Strategic Goals Page 9 Executive Director President, Board of Directors Our Staff and Board back cover

ACR Strategic Plan, 2019–2022 | 3 VISION Our Vision for in 2022

VALUES VISION FOR ACR IN 2022 VALUE PROPOSITIONS

• The survival and health of our planet Audubon Canyon Ranch is a recognized, For the community, ACR: depends on responsible conservation influential leader in conservation that inspires practices that are grounded in science, connection with and stewardship of the natural • Inspires and teaches the next generation protect valuable resources, restore world. ACR responds to external challenges of conservationists. and opportunities with flexibility and inno- natural processes, and sustain human • Builds a resilient, sustainable society that vation. Building on our legacy, our programs communities. respects our natural world. are proactive, relevant, and united by our • Protected lands are important scientific mission. Our board, staff, and volunteers are • Preserves and stewards valuable lands. resources for understanding the natural aligned on who we are and where we are processes that direct responsible • Conducts science to help better under- going. conservation and land stewardship stand our diverse North Bay ecology. practices. • Leads the way in connecting community • Generations of knowledgeable people to conservation projects. are needed to tackle the complex environmental issues facing our society For program participants and volunteers, in ways that acknowledge the intrinsic ACR provides: value of natural environments and provide new and innovative solutions • Discovery and wonder to global conservation challenges. • Sharing and inspiration • Connection to place and history • Intellectual challenge • Social connection • Personal harmony

4 | ACR Strategic Plan, 2019–2022 Photo: Nils Warnock Photo:

In the field and on the trail, ACR’s programs are designed and managed by nearly 40 staff members and delivered by more than 400 active volunteers. Photo: Jocelyn Knight Jocelyn Photo: Photo: David Lumpkin David Photo: DIRECTION ACR Strategic Directions

ACR is a leading North Bay resource for conservation science that addresses community needs, both local and regional, in a way that is innovative and informative. ACR will conduct conservation science and provide education to solve regional environmental issues and contribute to conservation efforts worldwide. Caring for its preserves as healthy living laboratories, ACR will inform and inspire broad audiences to foster respect and stewardship of the natural world.

Practice land stewardship and program innovation

Develop our capacity to adapt to a changing physical and business environment, including building leadership in managing change

Build external awareness and internal understanding of ACR

Rebuild the Bouverie Preserve facilities Photo: Jen Newman Photo: 6 | ACR Strategic Plan, 2019–2022

Source: Watershed Services and Services Watershed Source: Services Environmental Lotic

Fire stimulates fire followers, rare flora like this bear grass that bloom for a few years and then

disappear. Photo: Jennifer Potts Nils Warnock Photo: Libellula saturata (flame skimmer), Martin Griffin Preserve, Stinson Beach. Photo: Jocelyn Knight

STRATEGIC DIRECTION: Practice land stewardship and program innovation

8 | ACR Strategic Plan, 2019–2022 GOALS Strategic Goal #1

ACR preserves serve as healthy living laboratories and are models for effective science-based stewardship and restoration.

Among ACR’s greatest assets are its geographically and ecologically diverse preserves. Over the next four years, we will proactively care for our preserves and steward them as living labo- ratories for our science conservation programs. We will complete a strategic assessment of all programs and integrate program (impact) evaluation. Coy Wendy Photo:

O Proactive care of ACR preserves—land O Evaluate establishing a management and stewardship. collaborative hub at Martin Griffin Preserve, partnering with other conservation non- O Create resource atlas for ACR preserves. profits.

O Address climate change impacts on the O Evaluate establishing Bourne House natural and human resources of ACR stewardship visitor center focused on preserves and programs. These include climate change. loss of habitat values and sustainability of plant and animal populations living on all O Evaluate launching a Bolinas marine biology ACR preserves: sea level rise (buildings at project at Martin Griffin Preserve, along Cypress Grove and Martin Griffin Preserve with other new programs that score high on in danger), fire (frequency and intensity ACR’s decision matrix. projected to increase), and water (projected to become scarcer). O Create an ACR in-residence visiting scientist program to expand scope of O Initiate collaborative leadership opportuni- research conducted on ACR lands, increase ties with regional conservation partners. access for the scientific community, and forge new collegial relationships. Photo: David Lumpkin David Photo: ACR Strategic Plan, 2019–2022 | 9 GOALS Strategic Goal #2

ACR programs are proactive and relevant to current environmental and community needs

There are major changes in climate, donor trends, volunteerism trends, politics, and other contextual changes in ACR’s external environment. Market changes, competition, and changing business needs are all impacting ACR’s programs and operations. ACR will proactively antici- pate and manage change while maximizing the new opportunities that change presents to us. ACR will also enhance its internal change management capacity to build alignment among staff, board members, and volunteers.

O Education staff, with input from docents, O Effective engagement, communications, will structure and evaluate education and support of volunteers in service of programs to maintain their responsiveness ACR’s mission. to current market conditions, governmen- tal standards, pedagogical practices, and O Diversify staff, volunteers, board, and scientific understanding. These programs program participants. will serve all ages, have a high impact, and support ACR science and stewardship O Implement succession planning for initiatives. Program opportunities to executive director and other key leadership evaluate will include: positions.

• Explore ACR overnight education O Develop organizational capacity in leading programming, including at the Bouverie and managing change. and Martin Griffin Preserves. Pilot expanded programming at MGP, depending on results of market evaluation and organizational capacity. • Develop new opportunities to educate young people in high school through college who are interested in environ- mental sciences. • Expanded specialty day programming (special education, early arrivals, teach the teacher, etc.).

10 | ACR Strategic Plan, 2019–2022 Strategic Goal #2

STRATEGIC DIRECTION: Develop our capacity to adapt to a changing physical and business environment, including building leadership in managing change Round trip movements of a Great Egret from Tomales Bay, where it was captured and fitted with a solar-powered tracking device, to ’s Central Valley, where it spent much of the winter months.

STRATEGIC DIRECTION: Build external awareness and internal understanding of ACR GOALS Strategic Goal #3

Externally, Audubon Canyon Ranch is a recognized, influential regional conservation leader.

ACR will make a deep investment in clarifying its messaging, expanding its audiences, and achieving the public awareness and recognition it deserves. Minnick Sarah Photo:

O Develop ACR brand, new or expanded, to O Responsibly steward relationships with better reflect ACR mission, programming, current volunteers and donors by providing and values. consistent communication, training, and respectful treatment. O Support existing and establish new collab- orations and communications with external O Publish results of ACR-led data collection partners. in peer-reviewed scientific journals and other forms more accessible and digestible O Broadly increase public awareness of our to the public, such as white papers, maps, work and grow the ACR community by popular articles, etc. better publicizing ACR’s programs and accomplishments. O Share ACR’s conservation education models (CSI, docent training, fire ecology, living O Expand ACR’s regional leadership in science- with lions, etc.) throughout the education based land stewardship, conservation community. education, and other key initiatives.

Internally, staff, board and volunteers have shared goals, values, expectations, and understanding of ACR.

ACR will also invest in strengthening internal communications to build alignment and cohesion among ACR staff, board members, and volunteers.

O Develop an internal statement or list of O Foster and develop better communication shared ACR community values articulat- and enhance internal collaboration across ing how ACR staff, volunteers, and board preserves and programs. members work with each other, with nature, and with the public. ACR Strategic Plan, 2019–2022 | 13 GOALS Strategic Goal #4

Rebuild the Bouverie Preserve facilities as an innovative model for green building and fire safety that embodies conservation and community values.

ACR’s Bouverie Preserve facilities will be rebuilt as an innovative and inspiring model for green building that embodies our values.

O Engage a full-service architectural firm O Communicate with and engage volunteers, managed by ACR staff (facilities, programs, donors, and other stakeholders on prog- and science), with board input and approval ress with the Bouverie Preserve facilities at key decision points, and incorporating rebuild. input from volunteer leadership and others, as needed. O Begin construction process when all plan- ning documents are completed and signifi- O Hire a project manager/planning director. cant project dollars are secured. Photo: Sasha Berleman Photo: O Formulate a fundraising plan, including O Establish a plan for ACR’s administrative assessing the feasibility of a Bouverie Pre- center. serve facilities rebuild capital campaign.

14 | ACR Strategic Plan, 2019–2022 STRATEGIC DIRECTION: Rebuild the Bouverie Preserve facilities Audubon Canyon Ranch Strategic Plan 2019-2022 ACR Board (FY 2020) ACR Staff Adopted 1.26.19

BOARD OF ACR ADVISORS Executive Management MODINI PRESERVE Plan prepared in consultation with DIRECTORS Tom Baty John Petersen, Executive Director Michelle Cooper, Preserve Manager and Lyons-Newman Consulting Phillip Carlsen Gordon Bennett Julia Clothier, Chief Operating Officer Resident Biologist Tony Gilbert President Gary Schick, Chief Financial Officer Julianne Bradbury, Resource Ecologist © 2019 Audubon Canyon Ranch Nancy Lilly Joyce Griffin Erika Obedzinski, Board Liaison Kyle Doron, Land Steward First Vice President Jim Horan Jennifer Spangler, Administrative Assistant Tomas Ruiz, Land Steward Joan Turner Andy Lafrenz Secretary Ron Mallory William Bridges Les Perry Education, Conservation Science FIRE FORWARD Treasurer Stephen L. Smith and Stewardship Sasha Berleman, Ph.D., Consulting Director Gerry Snedaker BOUVERIE PRESERVE Jared Childress, Prescribed Fire Specialist Bryant Hichwa Betsy Stafford Nancy Trbovich, Preserve Manager Brian Peterson, Consulting Fire Ecologist Anne Montgomery April Starke Slakey Susie Allen, M.F.K. Fisher Last House Judy Prokupek Patrick Woodworth Program Coordinator LIVING WITH LIONS Jeff Reichel Kurt Heffernon, Land Steward Quinton Martins, Ph.D., Director and Rebecca ‘Beki’ Simon EMERITUS Jared Jacobs, Land Steward Principal Investigator Jane Wicklund DIRECTORS Scott Keith, Land Steward Alex Hettena, Research Associate Cy Wilcox Deborah Ablin Jacqueline Levy, Education Program Manager Sheila McCarthy, Field Technician Barbara Winter Nancy Barbour Jennifer Potts, Resource Ecologist Liz Martins, Education Coordinator Carol Lynn Wood Len Blumin Patti Blumin FOUNDER Roberta Downey CYPRESS GROVE RESEARCH CENTER Development and L. Martin Griffin, M.D. Binny Fischer Nils Warnock, Ph.D., Director of Conservation Science Communications Emeritus Director Leslie Flint Barbara Wechsberg, Preserve Manager Naomi Sultana Young, Director of Philanthropy Robert Hahn Emiko Condeso, Ecologist / GIS Specialist, CGRC Susie Allen, Events Manager Jack Harper David Greene, Land Steward Wendy Coy, Communications Manager Dan Murphy Scott Jennings, Avian Ecologist Marie Fox, Grants Manager George Peyton, Jr. David Lumpkin, Avian Ecologist Jennifer Newman, Associate Director of Philanthropy Sue Stoddard Erika Obedzinski, Development & Communications MARTIN GRIFFIN PRESERVE Associate Bouverie Preserve Gwen Heistand, Preserve Manager and Resident Biologist Cypress Grove Research Center Henry Inman, Resource Ecologist Martin Griffin Preserve Natasha Lekach, Education Program Manager Modini Preserve Claire Seda, Weekend Program Coordinator Steve Trivelpiece, Land Steward 4900 Shoreline Highway 1 Stinson Beach, CA 94970 415.868.9244 egret.org [email protected]