Selkirk, New York

Audubon International: Executive Director

EXECUTIVE DIRECTOR: AUDUBON INTERNATIONAL. Selkirk, New York

ocated on approximately 144 acres of woodlands in Sel-  Golf and the Environment – Assisting golf courses in be- L kirk, New York (a suburb of Albany), Audubon Interna- coming a valuable part of our conservation landscape while tional is a model example of what an association that advo- building support for more eco-friendly golf throughout the cates positive environmental stewardship and sustainability industry. can do to enhance communities, organizations, parks, golf courses, and whole cities. Audubon International delivers envi- Audubon International‟s active environmental education and ronmental education assistance to help people make a differ- certification programs (all of which fall within one of the four ence. focuses listed above) include:

The Audubon Society of New York State was first established  Audubon Cooperative Sanctuary Program – ACSP is an nearly 100 years ago by conservation giants Theodore Roose- education and certification program that helps organizations velt, Frank Chapman, and John Burroughs. Although the and businesses protect the environment while enhancing “original” Audubon group from New York ceased meeting by their bottom line. The "plan-do-check-act" approach of the the mid-1930s, the organization was re-established by Ron program offers information and guidance to implement an Dodson in 1987 under a broader banner of environmental edu- environmental management plan that improves efficiency, cation, outreach, and sustainability; and underwent a name conserves resources, and promotes conservation efforts. change to Audubon International to more accurately describe Audubon International awards certification to publicly rec- the broad reach that it now has. ognize and reward the environmental achievements and leadership of ACSP members. Members include cemeteries, Audubon International was the first organization to team up corporate parks, community colleges, churches, manufactur- with the golf industry in educating mem- ing facilities, municipal and state parks, bers of the golf world about environmen- resorts, and retail stores. tal issues and possible solutions. It is the de facto standard in environmental educa-  Audubon Cooperative Sanctuary Pro- tion and certification. gram for Golf Courses – ACSP for Golf is an award-winning education and certi- The wealth of programs at Audubon Inter- fication program that helps golf courses national currently fall within four focuses: protect our environment and preserve the natural heritage of the game of golf. By  Community – Helping community lead- helping people enhance the valuable nat- ers and stakeholders embrace environ- ural areas and wildlife habitats that golf mental stewardship and sustainability as courses provide, improve efficiency, and central elements of planning, policies, minimize potentially harmful impacts of and practices. Old Greenwood, a resort community in golf course operations; the program Truckee, California, is a Certified Gold serves as a vital resource for golf courses.  Eco-Design and Development – Leverag- Audubon Signature Sanctuary. Members include daily fee, golf communi- ing innovation and best management ty, military, municipal, private, resort, practices to create models for the proper siting, design, con- semi-private, State and Federal park, and university golf struction, and management of new land developments and courses. land development renovation projects.  Audubon Partners for the Environment Program –APE en-  Environmental Stewardship and Management – Fostering an gages people from all walks of life in short-term projects ethic of environmental stewardship and helping people im- that protect and enhance the land, water, wildlife, and other prove the way they manage resources so they can make a natural resources around them. APE program members make positive difference in contributing to a more sustainable a commitment to complete at least one environmental im- world. provement project each year and report their results to (Continued on page 2) www.auduboninternational.org Page 1 Audubon International: Executive Director

environmentally-related costs and gain a marketing ad- vantage. By earning a rating in the Audubon Green Leaf™ Program, members confirm their commitment to water quality, water conservation, waste minimization, resource conservation, and energy efficiency. Members include hotels, motels, resorts, conference centers, inns, bed and breakfasts, and other tourist destinations.

 Green Neighborhoods™ – The Green Neighborhoods program engages community groups in projects that protect and enhance the land, water, wildlife, and natural resources around them. The benefits of the program are numerous, including the creation of a sense of community within your group; enhancement of natural areas for neighborhood resi- All three golf courses at Turning Stone Resort Casino in Ve- dents and wildlife; and the conservation and protection of rona, NY are a part of the Audubon Signature Program. valuable local resources. Green Neighborhood members Audubon International. Each completed project receives an include community associations, homeowner associations, award to recognize program members for their efforts to informal neighborhood associations, planned communities, foster environmental awareness and good stewardship. property owner associations, residential communities, and Members include individual businesses of any type, schools vacation/timeshare neighborhoods. and youth groups.  Sustainable Communities Program – SCP helps communi-  Audubon Classic Program – The Audubon Classic program ties take steps to ensure that they are healthy and vibrant is based upon Audubon International‟s experience working places in which to live, work, and play–both today and to- with multiple property types and also takes into account that morrow. That vision is founded in the three pillars of sus- some properties have been developed for certain uses and tainability–a healthy local environment, quality of life for might be constrained by prior development. Properties in- citizens, and economic vitality. The program is tailored to clude those being redeveloped or going through restoration each community to ensure that its specific needs, priorities, for improvement, while maintaining the same use. This pro- resources, and challenges are addressed. Through the program takes an approach that is flexible and adaptable to al- gram, the community establishes priorities, develops a plan, most any type of existing property, including redevelopment and takes action that leads to meaningful results for the peo- and restoration projects. Membership is open to existing ple who live, work, and recreate there. Sustainability indica- properties in any country. Members include existing church- tor categories include agriculture; economic development es, golf courses, residential communities, schools, and multi- and tourism; education; environmental issues; governance; faceted developments (e.g., commercial, residential, and public health; housing; open space and land use; planning, recreational components). zoning, building and development; population; public safety and emergency management; recreation; resource use; vol-  Audubon Signature Program – The Audubon Signature pro- unteerism and civic engagement; and transportation. gram provides comprehensive environmental planning assistance to new developments. The program helps landowners Audubon International offers other services to assist members and developers design for the environment so that both eco- and non-members with environmental management and sus- nomic and environmental objectives are achieved. Once tainability planning. Services include: environmental audits, construction is complete, involvement in an Audubon Signa- ture Program ensures that managers apply sustainable re- (Continued on page 3) source management practices in the long-term stewardship of the property. Members include new churches, golf courses, residential communities, schools, and multi-faceted developments (e.g., commercial, residential, and recreational components).

 Audubon Green Leaf™ Eco-Rating Program – This program provides the assurance that audited lodging facilities have met environmental best practice standards that are required for a rating of one to five “Green Leaves.” The program began in 1998 to meet the lodging industry's desire to provide quality guest services, while minimizing their impact on the environment. Through a comprehensive and credible method for assessing the extent of the environmental measures undertaken, participating facilities can reduce The Dodson Trellis on Audubon International property.

www.auduboninternational.org Page 2 Audubon International: Executive Director landscape management and development advice, green busi- For more information about Audubon Interna- ness strategy development, and community-level sustainability tional, visit www.auduboninternational.org. services. Audubon International provides on-site consultation leading to Executive Director Position improved environmental and economic benefits at golf cours- The Executive Director is responsible for supervising and es, residential communities, and all types of organizations and guiding the overall operations of Audubon International, in- businesses. They tour facilities, discuss environmental man- cluding the management, growth and development of the pro- agement practices and projects, and suggest ways to boost en- grams and activities, as well as the operations of internal sup- vironmental performance or meet certification requirements. port services. The Executive Director has responsibility for the day-to-day administration, human resources and business oper- Audubon International also provides education, training, and ations of Audubon International. Essentially all operations of leadership summits to universities, business- Audubon International are responsibilities of es, communities, and nonprofits on a wide the Executive Director. range of subjects including environmental stewardship, sustainability, and local and re- The Executive Director is responsible for the gional issues. creation and implementation of all service standards and processes, while providing Audubon International is located just south of leadership for directors and staff at Audubon the historic capital city of Albany, NY, which International. Clearly, a primary objective is sits on the banks of the mighty Hudson River. for the Executive Director to be the “face” of Residents of Selkirk and Albany enjoy every- Audubon International, and to ensure that thing from boating to skiing and biking to goals and objectives of the association are snow-shoeing. The area lies at the foot of the defined, understood, evaluated and imple- Adirondacks and Catskill Mountains and is at mented on a continuous basis to meet the ex- the tip of the historic Hudson Valley Region. pectations of the membership and growth of the organization as defined by the Board of Within a short ride are neighboring Cooper- Directors in concert with the Executive Direc- stown and Saratoga Springs. As the cross- tor. roads of the northeast, Albany is easily acces- sible by car, train, and plane and is located In addition to coordinating and supervising all less than three hours from NYC, Boston, and of the management functions of Audubon Montreal. International, the Executive Director will oversee the preparation of annual operating Ron Dodson is the Founder and President of and capital budgets, supporting the strategic Audubon International. He is a wildlife biolo- initiatives and expectations that he/she has gist who has worked for over 30 years in the established with the Board, and be a catalyst environmental field as a teacher and an execu- in emphasizing the strategic planning of the tive. He has created environmental education association. He/She will work with the Board and certification programs that are presently to identify annual initiatives and budget ob- being used around the globe and written sev- jectives, presenting plans and recommenda- eral books on a variety of sustainability, envi- tions to the Board for approval. These plans ronmental and wildlife management topics. will be backed with reasoned, well-conceived He also serves on Urbana University‟s Board Trailheads at Audubon International. tactics, which he/she will be accountable to of Trustees. attain.

Audubon International has a $1.2 million budget and ten em- The Executive Director must have a passion for environmental ployees administering this non-profit business and its environ- issues and understand environmental stewardship and sustaina- mental stewardship and sustainability education and programs. bility, with a focus on supporting the mission of the organiza- It has approximately 2,500 members in its environmental pro- tion. grams. The Executive Director will supervise and guide day-to-day Audubon International headquarters in Selkirk, New York is operations of the Audubon Cooperative Sanctuary System located on approximately 144 acres of woodlands. The proper- (ACSS) programs, the Audubon Signature Cooperative Sanc- ty offers eight miles of hiking on six trails and is open to the tuary Program, the Audubon Society of New York State activi- public from dawn to dusk, 365 days a year. The offices are ties, and any other programs that might be established in the housed in two buildings on the property. There is also a satel- future; and works with the directors of these program to estab- lite office in Henderson, Kentucky where the Sustainable De- lish goals and objectives for the programs and will facilitate velopment Programs Director and an assistant are located. (Continued on page 4)

www.auduboninternational.org Page 3 Audubon International: Executive Director Primary Roles & Responsibilities FINANCIAL AND BUSINESS ACUMEN & EXPECTATIONS The Executive Director:  Is primary in the preparation of the yearly goals and objectives upon which the annual operating and capital budgets are created and, after Board approval, manages and controls the operations to attain the desired results, recognizing the need to apply a common sense approach to flexibility within the roadmap of each budget plan. Is regularly conversant with the Board and Financial and Asset Management Com- mittee relative to results-to-budget, and is proactive in ana- The 12th hole at Bull’s Bridge Golf Club in Kent, CT. Bull’s lyzing variances and identifying issues of significance. Bridge is a Certified Silver Audubon Signature Sanctuary.  Working with the Audubon International Board, and Finan- their achievement. The Executive Director works with the pro- cial and Asset Management Committee, and others, as ap- gram directors to establish not only one year goals but also propriate, the Executive Director is the primary „driver‟ of develop five year goals for these programs. overall long-term financial and strategic goal setting and execution, including regular and on-going evaluation of the- The Executive Director will be the primary leader to ensure se plans. The Executive Director is intended to be the conti- that Audubon International capital/asset improvements are nuity for the organization in this area of planning and, there- well conceived, thoroughly planned and executed, and that the fore, needs to be a proactive visionary; working with various status of such projects is consistently communicated to appro- constituencies to keep the “plan.” Additionally, he/she is priate constituencies throughout. primarily responsible to lead the growth of „top line‟ reve- nues and funding to further help grow the business, and to It is intended that the Executive Director provide continuity for provide capital for reinvestment. Audubon International and provide executive leadership to all areas of the operation, including to the Board and Committees  Proactively identifies strategic project and business trends who govern and advise, respectively. The expectation is that that are important to the long-term well-being of Audubon the Executive Director will provide reflective and visionary International and offers recommendations and solutions to leadership to the Board of Directors and other constituencies, the Board and/or appropriate Committees for consideration. recognizing and proactively anticipating trends and relevant The Executive Director is most critically aware of environ- impacts to Audubon International. The successful candidate mental, industry, economic and golf-related trends that may will ensure that Audubon International consistently provides impact Audubon International, and is a catalyst in staying nothing less than true excellence in service and programs, and ahead of expected negative impacts. consistently works to ensure that the best interests of Audubon  Is ultimately responsible to ensure that appropriate safe- International are protected with each decision and action taken. guards are in place for all Audubon International‟s primary assets -- membership, staff, infrastructure, and so forth -- Current direct reports include: whether for physical safety purposes, or for protection of  Director of Administration information and intellectual property of Audubon Interna-  Director of Education & Communications tional.  Development Director .  Membership Coordinator (Continued on page 5)  Sustainable Development Programs Director (Signature Program and Classic Program)  Sustainable Communities Program Director (Municipalities, Neighborhoods, Private Community De- velopments, and Audubon Partners for the Environment)  Audubon Cooperative Sanctuary Programs Director (Golf Properties and Non-Golf Properties)  Audubon GreenLeaf Hotel Rating Program Director

The Executive Director reports to the President and Board of Directors. Additionally, Audubon International currently has four committees, which he/she leads in the creation and evaluation of annual and longer term goals and objectives:

 Executive Committee  Financial and Asset Management Committee  Marketing and Branding Committee Edora Community Park in Fort Collins, CO is a Certified  Education and Certification Committee Audubon Cooperative Sanctuary. www.auduboninternational.org Page 4 Audubon International: Executive Director

 Ensures that all direct reports and other staff who have con- tions of the Board and members, and that his/her primary tributory responsibility for projecting and developing budg- mission is to determine and ensure quality in programing is ets and expending Audubon International funds are fully provided, and that the team at Audubon International con- aware and understand the goals and expectations of the or- sistently supports this goal and its implementation. The Ex- ganization. The Executive Director is expected to hold the ecutive Director recognizes that in order for Audubon Inter- staff team accountable for their results, as he/she is account- national to consistently meet its goals, all operating entities able to the Board. must consistently support the overall mission of Audubon International, and that all need to measure up to expecta-  Ensures that effective control systems are in place to moni- tions. tor and identify the flow of work, receipts and expenditures, and that these are accomplished with the highest degree of  When the Board makes strategic decisions, the Executive integrity and accountability. Director must be able to communicate the decision to con- stituent groups and take ownership for successful implemen-  Recognizes the responsibility to maintain strong relations tation. with vendors and other service providers by creating mutual- ly reasonable standards of conduct and process with each  Experience in developing successful marketing and branding group that helps Audubon International achieve its business programs. The number of competitors who have flooded the and environmental goals. marketplace touting “green” certification is growing expo- nentially. Differentiating and targeting the Audubon Interna-  Is a proactive part of the process of strategic planning, mem- tional brand and educating the various external constituen- bership marketing and activities/ cies on the focus and message of Audu- services programming, ensuring that bon International is more important each of these areas of focus consider now than ever. The successful candi- current and future membership input date must have marketing and branding and demographics. The Executive experience to laser focus and guide the Director must be the catalyst for ex- efforts to fully differentiate the Audu- amining and forecasting trends of bon International brand. membership demographics and service desires. The Executive Director EMPLOYEE RELATIONS must raise issues of note with the  Recognizes, respects, and supports Board and Committees, providing the contributions of direct reports and realistic observations regarding their staff, celebrating their successes, but impact, importance and further also holding them accountable for providing recommended solutions. achievement of agreed-upon annual and more frequently determined goals MEMBER & ENVIRONMENTAL and objectives. Provides regular per- COMMUNITY RELATIONS & PRO- formance appraisals to direct reports GRAM DEVELOPMENT and works with his/her direct reports to  The Executive Director is expected to ensure that performance appraisals are provide visibly engaged leadership done for their respective departments. and interaction with all internal and  Regularly reviews the distribution of external constituencies. He/She is a responsibilities and overall organiza- consistent and positive force behind tional structure and programming to Audubon International partnered with The First the creation and continuous enhance- ensure relevance and appropriateness of ment of all aspects of Audubon Inter- Tee and the FedExCup Fore!Ever sustainability campaign to teach junior golfers about sustaina- the Audubon International business national, supporting the overall mis- ble golf practices. model and ability to effectively antici- sion of the organization. Recognizing pate and deliver approved programs and and embracing opportunities to initiate ongoing dialogue operating efforts. with members and potential members must be a natural and intuitive part of the Executive Director‟s standard mode of  Proactively works in concert with the Board and Commit- operating and interacting. tees, as appropriate, to keep them informed on compensation grading structure, benefits, and other significant personnel  The Executive Director is a proactive part of the process of actions. Additionally, works with his/her key reports to en- strategic planning for services programming, ensuring that sure that similar appraisals are done for their respective de- each of these areas of focus considers membership departments. mographics and input. He/She is the catalyst for examining and forecasting trends of membership demographics and  Ensures that appropriately skilled, trained and competent service desires. directors are in place for all key positions and that each of them does the same in their respective areas of responsibil-  The Executive Director recognizes that all programs and ity. Sets standards of performance with each, and ensures services at Audubon International need to meet the expecta- that appropriate and necessary standards are consistently (Continued on page 6) www.auduboninternational.org Page 5 Audubon International: Executive Director

evaluated, updated and/or maintained in each operating area future growth of the association and betterment of the envi- and function within the greater Audubon International or- ronment. ganization.  The Executive Director is the primary verbal and written  Ensures that appropriate and necessary funds are available communicator of necessary and important information for for continuing professional development of key profession- board members, members, potential members and staff. The als and staff, and encourages each, as well as himself/ ability to convey information in an articulate and well- herself, to be actively involved in their professional associa- conceived and properly written manner is of utmost im- tions. portance.  Promotes and maintains an environment and overall atmos-  The Executive Director recognizes the importance of setting phere for staff that values appropriate and responsible contri- norms and expectations in all areas of responsibility by de- butions to the association‟s success. Additionally ensures fining core values, and specifying scope of authority, with that staff in all areas is focused on positive, supportive rela- the support of the Board, for all constituencies. tionships among themselves and with members, potential members, and all outside constituencies and that inappropri-  The Executive Director recognizes that “no surprise” management means keeping the President and Board of Direc- ate behavior of any type is not tolerated in the workplace. tors or appropriate Audubon International Committees/  Consistently supports and encourages harmonious relations Committee Chairs informed of all significant, or potentially between all staff and departments, and expects similar ef- significant, operating matters, achievements or matters of forts from each direct report. member importance.

COMMUNICATIONS  The Executive Director understands the value of latest tech-  Places great importance on staff communication and under- nologies and trends, as well as 21st century social media standing, especially as they relate to Audubon Interna- applications and their use in today‟s world of connecting tional‟s primary mission and goals. with members, potential members, and Continuously looks for ways of im- other constituencies. Reviews and proving staff knowledge, consistently updates, where appropriate, technolo- delivers this knowledge, and fully gy uses and quality of communication recognizes that a well-informed staff delivery on website and other areas is respected, enabled and more effec- within the operation. tively able to meet expectations. LEADERSHIP AND MANAGEMENT  Is sensitive in communicating with  The Executive Director must recog- the staff, understanding that commu- nize the need and responsibility to be nications and motivation methods the leader of the association in terms differ with varied personalities and of visioning, planning, and develop- backgrounds. There is a broad range Situated on 144 acres of woodlands, this is one of ment, by providing positive and proac- of staff personalities from scientists to the two charming administrative buildings at tive leadership to the Board, Commit- business people that all require differ- Audubon International. tees, and staff. ent methods of motivation, management, and support. The Executive Director should understand these intricacies to get  In addition to holding traditional skills sets and competen- the most of the staff and therefore the programs. cies in general management, human resources, accounting and financial management, marketing, programming, opera-  Clearly understands and enjoys interacting with and recog- tional management, and building and facilities management, nizing Audubon International members, potential members, the Executive Director is a catalyst in developing strategies the board of directors, and the staff; and believes in the con- for effectively recognizing trends, and internal and external cept of sincere and visibly engaged interaction. The Execu- influences that impact operations and programming. Addi- tive Director is a primary two-way conduit for information tionally, he/she is influential in developing programs that exchange, and must be consistent, positive and able to ac- will ensure successful perpetuation of Audubon Interna- tively listen in this process. The need is for a true listener tional‟s goals and objectives for the long-term, foreseeable who places great importance on personal interactions with future. all constituencies of Audubon International, gathering and disseminating information/data critically important to help  The Executive Director is able to operate successfully and determine the long-term, majority interests and desires with- provide solid leadership to the organization during times of in the association. ambiguity and stress.  The Executive Director is diplomatic in his/her communica-  Attends and coordinates meetings of the Board of Directors tions, and strives to build and foster relationships, with all and all significant association Committees on which he/she constituencies – communities, clubs, golf courses, other en- is an ex-officio member. Is viewed as a key partner with the vironmental and golf organizations, cities, businesses, news Board to proactively identify and effectively address all is- agencies, etc. The Executive Director recognizes that win- sues of importance to the well-being of Audubon Interna- win negotiations are integral with these entities to ensure the tional. Arranges for proper minutes to be maintained for all Board and Committee meetings. (Continued on page 7) www.auduboninternational.org Page 6 Audubon International: Executive Director

 Sets accountabilities for direct reports and ensures under- ability to direct, coordinate and control all facets of a non- standing and compliance with these expectations. profit association or business operation with a million dollar operating budget.  Proactively reviews, recommends and/or keeps informed the Board and/or appropriate association committees on policy  Strong communication and facilitation skills, both in writing and strategy changes in the structure and operation of each and verbally, with the appropriate presence, desire and abil- department and governance structure of Audubon Interna- ity to interact effectively before diverse constituencies of tional. members, staff, vendors and other entities who are part of the success and vision of Audubon International. Communi-  Is primarily responsible for setting and maintaining proto- cation with members and staff, and engaged personal visibil- cols for the general care, maintenance, and upkeep of the ity is very important at Audubon International. This includes physical plant, facilities, and grounds (including several having sound and confident speaking abilities in front of sanctuary properties and two conservation easement proper- large groups of constituencies. ties); and ensures that appropriate monies are available for said upkeep.  The Executive Director must have had an exposure and responsibility to oversee and lead a high quality operation in  Creates and maintains an organizational structure that en- all areas of his/her previous responsibility sures appropriate, necessary and reasona- – services, programming and infrastructure ble distribution of duties and responsibili- management. It is critical that the Execu- ties; delegates as necessary, but follows up tive Director embodies the level of quality as necessary to ensure that details neces- that is commensurate with expectations at sary for success are completed. Audubon International.  Ensures that all Audubon International  A strong network of industry profession- operations are managed with exceptional als and resource contacts networking in a integrity, sound business practices and wide range of functional skills and disci- principals in an honest and forthright man- plines that would benefit Audubon Interna- ner. tional.  Provides day-to-day supervision on signif-  Business, creative and entrepreneurial icant strategic and capital projects as ap- sense for the overall evaluation of pro- proved by the Board. grams and services provided at Audubon  Recognizes the need to continuously mon- International. Recognizes the quality and itor and improve existing services and type of programming and services that the programming, and introduces viable new members and future members expect, and programs and services to enhance overall which continue to enhance the value of growth and environmental stewardship Audubon International.  Verifiable, successful track record of Candidate Specifications quantifiable growth in revenue and pro- Stowe Mountain Resort, a member of QUALIFICATIONS & EXPERIENCE gramming of a non-profit organization. Audubon International’s Sustainable  A minimum of 5 years of progressive Communities Program and the Audubon SKILLS & COMPETENCIES experience in non-profit association man- Signature Program, was selected as the agement, or related, in a top leadership location of HGTV’s Dream Home 2011.  A person who understands and effective- role with diverse constituencies and mem- ly functions and leads in a non-profit, vol- unteer Board and Committee environment. Someone who is bership demographics. a strong consensus builder, and who embodies the behavior  Previous significant experience with direct and specific re- and skills needed to be successful in this type of governance sponsibility managing an environmental organization is model. highly desirable, and candidates with such experience are  A “Team Builder.” A person who embodies the persona of preferred. ultimate coach and motivator. Someone who brings out the  A career track that demonstrates a record of tenure and com- very best in those around him/her (both staff and other con- mitment to previous employers, and that career moves were stituencies) by setting clear goals and expectations, provid- for enhancement of skills and experiences as opposed to ing consistent feedback and support, and who is respectful unplanned career changes. and professional in all interpersonal dealings.  Strong general management skills with verifiable strengths  A confident, diplomatic and competent professional who is a in team development, financial performance, diverse pro- “doer” and a take-charge person who recognizes the im- gramming management, strategic planning, project manage- portance of accountability. A creative problem-solver who ment, and most importantly the ability to consistently commands respect because of the way he/she interacts with achieve goals and objectives. others and lives up to his/her word, not simply because of the title or position.  Proven and verifiable leadership qualities with demonstrated (Continued on page 8) www.auduboninternational.org Page 7 Audubon International: Executive Director

 Capable of a high degree of initiative and resourcefulness in directing the activities of a non-profit association; able to present a consummately professional image to the staff, members, public and other constituencies at all times. Learn More For more information or inquiries, or to make  Decisive, visionary, committed, energized and passionate about the mission of Audubon International, and the role that your interest known to the firm, please present he/she has assumed. your credentials along with a cover letter  Strong organizational skills and an obsession with covering detailing your interest as well as your the details necessary to consistently achieve high levels of alignment with the above noted qualifications quality, satisfaction and outstanding environmental outreach. and expectations to:  Personally capable and comfortable with technology and incorporates its use, as appropriate, in his/her everyday role, while never losing sight of the need for „high touch‟ relations with members, staff and all other constituencies.

 Is comfortable talking and working with a diverse range of people including golf course personnel and officials, politi- cians, news agencies, club general managers, contractors and developers, scientists and the general public. Can relate to people on their terms. Kurt D. Kuebler, CCM  An understanding of and appreciation for the game of golf. Jupiter Office Since the majority of Audubon International members are in 561-747-5213 golf-related businesses, an individual who possesses and understands the game is important. A golfer is preferred but [email protected] not a prerequisite.  A creative thinker who is innovative and yet evaluates new or ideas with a business sensibility.  A charismatic individual that is commensurately appropriate with the culture and expectations of the organization and its Nan Fisher constituencies. The Executive Director must be comfortable Scottsdale Office and professional at addressing large groups of people in key- note addresses and in front of the camera. 480-443-9102 [email protected]  A verifiable career, unblemished by inappropriate behavior of any sort that would be potentially detrimental or embar- rassing to Audubon International. www.kopplinandkuebler.com  Preferably, a college graduate with a Bachelor‟s Degree in www.twitter.com/k2update Business Administration and, while there are a number of key staff members, holding scientific degrees, it is desirable but not required to have an emphasis in environmental education and management.  Some travel and fundraising is necessary in this role.

Audubon International Mission Statement We provide people with the education and assistance needed to practice responsible management of land, water, wildlife, and natural resources. .

Audubon International Vision Statement We envision our communities becoming more sustainable through good stewardship of the natural environment where people live, work, and recreate