Strategic Plan

“The privilege of possessing the earth entails the responsibility of passing it on, the better for our use, not only to immediate posterity, but to the unknown future, the nature of which is not given to us.”

Aldo Leopold, Some Fundamentals of Conservation in the Southwest (1923)
President, The Wildlife Society, 1939-40

Introduction

The Wildlife Society (TWS), founded in 1937, is an international non-profit association dedicated to excellence in wildlife stewardship through science and education. Our mission is to represent and serve wildlife professionals—the scientists, technicians, and practitioners actively working to study, manage, and conserve native and desired non-native wildlife and their habitats worldwide. TWS’ membership, in 2012, includes about 11,000 professionals and students with expertise in all aspects of wildlife biology, research, conservation, and management.

Current Trends and Future Needs

This planning effort comes at a time when the challenges to wildlife management and conservation are formidable. Human populations continue to grow, pushing wildlife into ever-smaller islands of habitat surrounded by a sea of humanity. In addition, the world is becoming increasingly urbanized and, as a result, many people are losing touch with nature. Recent studies have shown that many children are not only dissociated from nature, but are also afraid of it. A further, and possibly related, development has been changing attitudes about the relationship between wildlife and people. Add to this growing concerns about human use of wildlife, emerging diseases that affect wild and domestic animals and humans, human-wildlife conflict, loss of wildlife habitats resulting from population and economic growth, impacts from invasive species, global climate change, pollution, and the increasingly complex needs for endangered species recovery and one can begin to fathom the enormity of the challenge.

This brings up numerous questions for TWS and society to contemplate: Who will take leadership for educating the public and key decision makers about the complex and often difficult realities of wildlife management and conservation in today’s world? Where will future wildlife scientists, managers, and conservationists come from? Will their values and perspectives differ significantly from current and historic wildlife professionals, and how will they receive the necessary training and experience? Will future wildlife professionals reflect the diversity that we see in society as a whole? Recent studies are predicting significant retirements in the natural resources field within the next decade. Therefore, another looming challenge lies in the recruitment and development of the next generation of wildlife professionals.

TWS can play a pivotal role in addressing many of these needs and in helping to sustain wildlife and the wildlife profession into the future. More specifically, it is critical that TWS steps forward to lead our society toward practical, reasoned, and informed solutions to wildlife management and conservation—solutions that also take human dimensions and needs into account. This plan lays out TWS’ mission, our vision for the future, our core values and beliefs, and the goals we aim to achieve, along with the specific objectives and strategies required to accomplish these goals, through nine program areas.

Definitions

TWS defines wildlife as living organisms that are not humans, domesticated animals, or plants. This includes insects and other invertebrates, fish, amphibians, reptiles, birds and mammals. However, TWS’ interests do not emphasize fish, as that is the focus of our sister organization, The American Fisheries Society (AFS).

Wildlife management is defined as a process of ensuring that wildlife and their habitats attain specific goals. Such goals can range from sustainable harvest (in the case of game species) to enhancement (in the case of endangered or threatened species) to protection or restoration (in the case of critical wildlife habitat) to population reduction (e.g., in the case of overabundant animals) to control or elimination (e.g., in the case of destructive introduced species).

Conservation is defined as the responsible stewardship of wildlife populations, species, and their habitats, with the goal of sustaining them into the future. It should be recognized, however, that the absence of management is also a choice that can have consequences, both positive and negative.

A wildlife professional is defined an anyone whose training and primary profession involves the study, management, or conservation of wildlife and their habitats.

Our Mission

The mission of The Wildlife Society is to represent and serve the professional community of scientists, managers, educators, technicians, planners, and others who work actively to study, manage, and conserve wildlife and their habitats worldwide.

Our Vision

TWS seeks a world where people and wildlife co-exist, where biological diversity is maintained, and decisions affecting the management, use, and conservation of wildlife and their habitats are made after careful consideration of relevant scientific information and with the engagement and support of an informed and caring citizenry.

Our Core Values and Beliefs

TWS recognizes that human population growth and associated land use changes, energy use, and consumption patterns are fundamental drivers of wildlife conservation problems. Because most conflicts between wildlife and humans originate with humans, active management is necessary if wildlife is to persist in a world dominated by human influences. Furthermore, we believe that wildlife professionals have a duty to manage and conserve wildlife in ways that are compatible with human wellbeing.

TWS values science as a necessary tool to understand the natural world and supports the use of science to develop rational and effective methods of wildlife and habitat management and conservation, and to inform policy decisions that may affect wildlife and wildlife habitats.

TWS values its members and is committed to providing excellent and responsive membership services, including opportunities for professional development and recognition, information sharing, communication, and networking.

TWS recognizes the intrinsic value of wildlife, as well as the importance of wildlife to humanity; we view wildlife and people as interrelated components of a larger ecological-cultural-economic context. We also realize that wildlife is a necessary component of healthy, functioning ecosystems.

TWS recognizes that the livelihoods, cultures, and quality of life of many of the world’s peoples are dependent on wildlife, and that these relationships provide a compelling incentive for wildlife and habitat conservation.

TWS understands that the sustainable and responsible use of wildlife is an essential part of management and conservation. TWS also recognizes that these activities contribute to people’s appreciation of nature, subsistence, and outdoor recreation.

TWS recognizes the importance of promoting animal welfare in wildlife science, conservation, management, and utilization, an ethic that is shared by conscientious scientists, managers, conservationists, and hunters alike.

TWS values wilderness and wild areas and acknowledges the necessity of maintaining areas relatively unaffected by human technology. We realize that wilderness has intrinsic value and also provides key wildlife habitat, outstanding hunting and other outdoor recreational opportunities, and important ecosystem functions.

TWS values professionalism, personal integrity and honesty in collegial interactions and in the ethical conduct, interpretation and reporting of science that can improve knowledge and influence critical decisions affecting wildlife and habitat management and conservation.

Key Themes of the Strategic Plan

The actions called for in this plan should strengthen TWS as an organization by:

Improving the efficiency of TWS’ operations and increasing the transparency of its actions.
Diversifying TWS’ revenue stream, thus allowing the organization to keep member dues and publication costs affordable, while also expanding member benefits and mission-oriented programs.
Growing our membership and influence, both regionally and internationally.

Implementing the plan should ensure that TWS continues to meet and exceed its members’ expectations for high quality membership services, including dissemination of useful information, professional development, and advocacy for wildlife and wildlife professionals by:

Producing informative and timely publications, including an informative website that meets our members’ and others’ information needs.
Influencing wildlife policy at the international, national, and regional level through science-based advocacy and strong partnerships
Organizing useful meetings where wildlife professionals can come together to learn, interact, debate, and grow in their profession
Providing wildlife professionals opportunities for professional development, certification, and recognition.
Engaging in cooperative programs that facilitate member involvement and increase TWS’ impact on wildlife and habitat conservation worldwide.

This plan strengthens the foundation for TWS to excel as the premier scientific and educational organization for wildlife professionals, helping its dedicated expert members address the complex challenges of managing and conserving wildlife.

Program Areas

Nine program areas reflect TWS’ core mission, vision, and strong membership services:

Wildlife Management and Conservation
Government Affairs and Partnerships
Publishing and Information Resources
Meetings
Membership Recruitment and Retention
Professional Development, Certification, and Ethics
Public Affairs and Education
Marketing and Development
Administration and Finance

For each of these program areas, this plan identifies specific goals, as well as specific objectives and strategies required to meet those goals.

Wildlife Management and Conservation

Goal

To ensure that TWS and its members are active, effective, and prominent leaders in the fields of wildlife management and conservation.

Objective I

To define the critical challenges, problems, issues and concerns that wildlife professionals must address in the coming decade.

Strategies

Develop technical reviews and, when appropriate, position statements on each of (or some important aspects of) the top 10 pressing issues in wildlife management and conservation.
Create and disseminate press releases based on the technical reviews and position statements.
Coordinate the editorial policy of The Wildlife Professional with the top 10 most pressing requirements or needs for wildlife management and conservation.

Objective II

To facilitate, support, and promote members’ work in wildlife management and conservation.

Strategies

Facilitate, support, and promote collaborative partnerships that advance effective wildlife management and conservation programs worldwide.
Assess the ability of TWS staff to facilitate strategic planning by and interact with TWS Working Groups, represent TWS in collaborative conservation programs, organize and facilitate TWS Technical Reviews and Peer Reviews, and administer TWS granting programs. Assess the cost of all these activities.
Coordinate with working groups to facilitate their efforts to further TWS’ mission.
Provide tools to members in order for them to be more effective in wildlife management.
Implement the Hunting Heritage Action Plan.

Objective III

To evaluate TWS’ current role and increase influence in international wildlife conservation efforts.

Strategies

Consider developing an international student exchange program.
Develop a mechanism for providing editorial assistance for JWM and TWP to authors for whom English is a second language.
Develop mutually beneficial relationships with like-minded organizations in developing and developed nations.
Consider adding abstracts in other languages (e.g. Spanish, French) to online versions of articles published in TWS journals and magazines.
Consider reviving the biennial international congress on wildlife management and conservation.
Provide support for sister organizations in other countries by evaluating and possibly endorsing their policy statements on a case-by-case basis.
Consider working with partners to establish an International Wildlife Society, where many organizations, including TWS, can become affiliated and jointly publish an international newsletter.
Consider membership marketing more intensively in other regions of the world, especially Europe, Australia, and Asia.

Government Affairs and Partnerships

Goal

To advocate for practical, science-based approaches to wildlife management and conservation, based on policy positions guided and supported by member expertise.

Objective I

To demonstrate progressively increasing influence on wildlife management and conservation policy at regional, national and international levels consistent with priorities identified by Council.

Strategies

Develop a system to respond to issues quickly and decisively, including local issues of national importance.
Increase TWS’ influence and visibility among Members of Congress and their staffs.
More actively promote Technical Reviews and position statements on important policy issues to key decision-makers in federal and state governments.
Improve tracking and reporting of TWS policy outcomes to better communicate policy successes to members and prospective members.
Increase policy efforts in Canada, particularly at the provincial level when new resources become available.
Increase member involvement in international organizations that influence wildlife policy, such as Convention on International Trade in Endangered Species of Wild Flora and Fauna (CITES), International Union for Conservation of Nature (IUCN)-The World Conservation Union’s Species Survival Commission, and the International Union of Game Biologists.
Increase the Government Affairs staff to address critical wildlife policy issues.
Establish an ad hoc committee to investigate and characterize how science may be misused in resource management policy and other policy development. (Completed in 2009)
Develop a program plan for TWS’ policy strategies, complete with objectives, tasks, measures of success, and a budget.

Objective II

To develop and sustain mutually beneficial partnerships with relevant government agencies, and non-governmental organizations (NGOs).

Strategies

Develop a partnership strategy to evaluate current agreements and Memoranda of Understanding and proposed partnerships, to ensure TWS is efficient and effective in collaborating with agencies and nongovernmental organizations to address natural resources issues and concerns.
Conduct an analysis and evaluation of new and existing TWS partnerships, with details on the accomplishments of those partnerships and document how they have benefited wildlife management and conservation, wildlife professionals, and TWS. (2007 and ongoing)
Investigate promising new partnership opportunities and focus on developing effective collaborative partnerships with those organizations.
Help to underwrite selected collaborative programs and conferences that advance effective wildlife management and conservation solutions or programs worldwide.
Improve linkages with current key partners, such as the Association of Fish and Wildlife Agencies (AFWA) and the Wildlife Management Institute (WMI). (2007 and ongoing)
Improve communication and cooperation with state and provincial agencies and directors, through AFWA and regional fish and wildlife association meetings.
Collaborate with NGO partners on TWS policy priorities. (2008 and ongoing)

Objective III

To better communicate TWS’ policy activities to and among members, sections, chapters, student chapters, and working groups.

Strategies

Improve communication on TWS policy activities through the TWS website, The Wildlife Professional and Wildlifer, other printed materials, and in email blasts. (2008 and ongoing)
Increase the opportunities for policy discussions and debate by wildlife management professionals at the TWS Annual Conference and through the TWS Website and publications.
Increase participation in policy issues by TWS sections, chapters, student chapters, and working groups by offering training and support.

Publishing and Information Resources

Goal

To enhance and develop communication tools and expand opportunities for members to debate important issues, relate their experiences, learn about their profession, disseminate new knowledge, influence policy, and better understand the wildlife and habitats they study, manage, and conserve.

Objective I

To fully serve the informational needs of TWS members and help them collaborate in defining and solving their most pressing wildlife management and conservation challenges.

Strategies

Continue to improve the appearance, functionality, and usefulness of TWS’ website. (2007 and ongoing)
Make new Website templates and list servers available to all TWS chapters, sections, and working groups. (Completed in 2008; student chapters still need attention)
Implement electronic voting, conference registration and dues collection for TWS chapters, sections, and working groups. (Completed in 2009)
Make available relevant information resources in the Members Only Section of the TWS Website (e.g., tools for wildlife professionals, sources of funding, etc.).
Scientifically survey TWS members about their use of and level of satisfaction with the upgraded Website and report findings to Council.
Work toward full integration of the TWS Website with TWS’ membership and subscriber database management software in order to provide multiple benefits to members.
Effectively integrate the TWS Website, print publications, and electronic resources. (Completed 2007-2008)
Market Wildlife Jobs Online actively to potential employers of wildlife professionals.
Increase the usability of Wildlife Jobs Online for both job seekers and advertisers.

Objective II

To promote and sustain TWS’ member magazine, The Wildlife Professional (TWP).

Strategies

Ensure that print and electronic resources are strategically integrated in TWP. (Completed 2007-2008)
Assess member reaction to TWP through a scientific survey every two years and deliver a report to Council on member response to TWP, Editorial Advisory Board (EAB) and Publication Committee activities, and plans for the following year, including special issue planning.
Adhere to the Principles of Governance, which spell out a mechanism for keeping the EAB, Publications Committee, and Council actively involved in content planning and article solicitation for TWP. (2008 and ongoing)
Increase advertising in TWP. (2008 and ongoing)
Solicit sponsorships of TWP from federal, state, and provincial agencies and private sector corporations. (2008 and ongoing)
Explore expanding TWP by length or frequency if financially viable. (Length expanded significantly in 2008)
Consider establishing a subscription price for non-members.
Achieve financial sustainability by 2010.

Objective III

To ensure that The Journal of Wildlife Management (JWM) and Wildlife Monographs (WM) are recognized as preeminent sources of peer-reviewed studies, reviews, and commentary on wildlife biology, management, and conservation.

Strategies

Increase advertising in JWM. (2008 and ongoing)
Explore the feasibility and affordability of more JWM and WM production tasks being taken on by TWS staff.
Ensure that JWM meets the needs of wildlife practitioners, especially state, provincial, and federal biologists, but also social scientists that work on human dimensions of wildlife management and conservation.
Incorporate the findings of the Science Initiative Survey into JWM content.
Include more review papers, practical solutions, and issue-oriented debates in JWM, to appeal to wildlife managers.
Improve the appearance of JWM and WM, making them more consistent with the family of TWS publications. (Completed in 2008)
Improve the table of contents of JWM, making more apparent the broad scope of issues and content. (Completed in 2008)
Notify state, provincial, and federal agencies and other societies and associations about upcoming articles in TWS publications.
Adhere to the new Principles of Management for JWM. (2008 and ongoing)
Devise a plan for negotiating with federal and state agencies to purchase online access to JWM and legacy publications.
Assess effects of improvements on JWM’s impact factor, circulation, and advertising revenue on an annual basis; make adjustments as necessary.
Develop a business plan for JWM and WM outlining goals and projected revenues and costs. Operate as a TWS cost center.

Objective IV

To publish and effectively market the next edition of the Wildlife Management Techniques Manual, with the goal of making it a primary text for teaching wildlife management in college and university wildlife programs.

Strategies

Establish a task force of innovative wildlife management professionals to guide the development of the 7th edition. (Completed in 2009)
Select an editor for the 7th edition. (Completed in 2009)
Conduct and deliver a survey of current and future users of the Techniques Manual to determine the most useful content.
Seek a university press partner to produce and market the Techniques Manual. (Completed in 2009)
Explore partnerships with government agencies and private sector sponsors.
Develop a business plan for the Techniques Manual that summarizes goals, estimates projected costs and revenue, etc. Operate as a TWS cost center. (Completed in 2009)
Update the next edition of Techniques Manual’s content, format, and appearance to make it complete and usable for instructors and students. (This will be done through JHUP contract and new editor, Nova Silvy.)
Publish the Techniques Manual in print with an accompanying website, and with different sections geared to instructors and students. (This will be done through JHUP contract and new editor, Nova Silvy.)
Improve global sales and marketing of the Techniques Manual. (This will be done through JHUP contract.)

Objective V

To ensure interaction within and between TWS leadership and its members through modern electronic communication tools.

Strategies

Develop an internal communications strategy (publications, website, email blasts), designed to keep members regularly informed of key activities and decisions at TWS. (Completed in 2009)
Expand the number of email lists and other technologies to facilitate internal communication within and among sections, chapters, committees, and working groups. (Completed in 2009)

Objective VI

To investigate the feasibility of additional TWS publications to meet members’ needs as they arise.

Strategies

Explore the feasibility of additional TWS serial publications (e.g., e-journals) that will better meet member’s and the profession’s needs.
Consider developing a book series on wildlife management and conservation with a university press partner. (Completed 2009)
Cost-effectively republish the Human Dimensions book. (Will be done through JHUP contract.)

Meetings

Goal

To ensure that TWS annual conferences and other meetings are well-attended, essential venues where research scientists, resource managers, regulatory agencies and others come together to network, share information, mentor students and young professionals, and debate current issues.

Objective I

To ensure that the TWS Annual Conference continues to be the premier gathering of wildlife professionals on the North American continent.

Strategies

Develop a template or checklist for reviewing all contracts with hotels and convention centers and standards for acceptable clauses in order to reduce financial exposure and risk.
Increase the number of corporate, nonprofit and agency exhibitors at the TWS Annual Conference. (Completed 2009, but limited by conference facility size)
Increase financial support for the TWS Annual Conference by corporate, foundation and agency sponsors. (2009 and ongoing)
Change the annual conference format to allow for a greater number and different length of panel discussions, point-counterpoint debates, roundtable discussions, themed symposia (including standing symposia on applied topics), and plenary sessions with exciting keynote speakers. (Completed in 2009)
Consider publishing conference abstracts online and provide digital video streams of plenary sessions and workshops online in a “pay-per-view” format.
Increase the number of training workshops and career advancement activities offered, thus enhancing the educational aspects of the conference.
Explore the possibility of specialist meetings in conjunction with the conference.
Increase the policy-related content of the annual conference to address the relationship between policy and science and clarify the role and relevance of science in wildlife management and conservation.
Increase content related to practical applications to ensure the relevance of the conference to managers.
Provide more travel assistance for students who will be presenting research posters or papers, or attending educational workshops at the Annual Conference, and pursue funding from government agencies, private foundations, or corporations. Consider including a diversity component, wherein a portion of the awards would go to minority students.
Evaluate conference participation by TWS members and assess potential barriers (e.g., timing, agency funding, attendance restrictions, conference costs, meeting format, and meeting agenda) to ensure the Annual Conference addresses the needs and interests of all TWS members.
Collaborate with relevant state, provincial, and federal government agencies to encourage scheduling of associated meetings in conjunction with the TWS Annual Conference.
Develop a program to streamline the Annual Conference pre-registration and registration processes by taking full advantage of the technologies available through the Internet and iMIS. (Completed in 2009)
Keep costs of meeting attendance reasonable and comparable to similar meetings.
Make a serious commitment to “greening” the TWS Annual Conference through effective carbon trading programs and other efforts to reduce the conference’s environmental impacts. (2008 and ongoing)
Incrementally adjust conference fees on an annual basis instead of periodic larger adjustments; create an attractive whole-number differential, such as $100, between member and non-member fees.
Develop a strategic/business plan for the Annual Conference that outlines goals, projected revenues and costs, etc. Operate as a TWS cost center.

Objective II

To co-sponsor meetings with other relevant organizations, as appropriate.

Strategies

Evaluate opportunities to meet jointly with other societies/associations to address issues that cut across common research and management interests.
Consider hosting a joint meeting with the Association of Fish and Wildlife Agencies.
Continue to support the North American Wildlife and Natural Resources and AFWA Conferences.
Refocus on and revitalize student conclaves. (2008 and ongoing)
Evaluate TWS involvement in and support for chapter and section meetings. (2008 and ongoing)

Membership Recruitment and Retention

Goal

To increase and diversify TWS’ membership by meeting the professional needs of individual members throughout the course of their careers, from student, to early-, mid- and late- career professional to retiree.

Objective I

To attain 10,000 members by 2013 in order to better inform wildlife professionals, expand their collective influence, and improve the organization’s financial resilience and ability to fulfill its important mission.

Strategies

Reaffirm that TWS’ core constituency is wildlife professionals – i.e., individuals whose careers are focused on the management, conservation, or scientific study of wildlife and their habitats. (2008 and ongoing)
Identify and promote the benefits that the Society delivers to its core constituency and ensure that members value these benefits, and are willing to invest their time, talent, and money in the Society. (2008 and ongoing)
Articulate the Society’s core values and beliefs to attract new members and reclaim former members. (2008 and ongoing).
Recruit members actively within government agencies, academia, other professional associations, and relevant geographical regions (e.g. Canada and Mexico).
Review membership categories in TWS to ensure that they meet members’ needs.
Improve communication with state, provincial and federal agency directors in order to articulate why TWS is relevant to their agencies and employees.
Work with state, provincial, and federal agencies to ensure that participation in professional societies is included in the “professional development” area of job duties.

Objective II

To encourage growth in student and young professional memberships and to attract and help develop the next generation of wildlife professionals.

Strategies

Encourage student membership, for example, by offering selected publications on line at no cost, allowing school year instead of calendar year membership, allowing students to pay dues through their university when they pay their tuition (if feasible), having advisors send a letter encouraging membership in TWS to new students, and marketing to parents.
Develop an MOU with the National Association of University Fish and Wildlife Programs (along with AFS) that recognizes the value of being a student chapter advisor.
Increase departmental/faculty support for student chapters and student chapter advisors.
Consider developing a workshop for student chapters to improve chapter operations and highlight the benefits of membership in TWS.
Improve recruitment materials and new member orientation packets. (Completed in 2009)
Develop better tools for students on the TWS Website.
Encourage greater interaction of students with Council. (Completed in 2009 with the addition of a Student Liaison to Council)

Objective III

To strengthen operational relationships and communication between TWS Headquarters and TWS sections, chapters, student chapters, and working groups.

Strategies

Increase the connection between Council and senior staff and TWS sections, chapters and working groups through active participation in their board meetings, professional conferences, and business meetings. (Completed in 2009)
Develop a student chapter toolkit outlining the characteristics of a successful student chapter and providing examples of successful programs.
Develop a ‘toolkit’ to help guide other chapters, with information on techniques and activities of successful chapters.
Increase visibility of TWS Chapters and Sections by publishing chapter/section news in The Wildlifer, The Wildlife Professional, and/or on the TWS Website. (Completed in 2009)
Gradually move toward unified membership, such that members of chapters and sections are also members of the parent society and vice versa.
Provide electronic membership lists to chapters and sections instead of paper. (Completed in 2009)
Initiate an endowment campaign and fund that would provide payments to sections/chapters to support basic administrative costs and competitive matching grants to support professional development.
Explore the possibility of TWS offering more support to chapters and sections in tracking membership, Website templates, list servers, conference registration, electronic voting, etc. (Completed in 2009, except for conference registration)

Objective IV

To maintain a strong connection to our professional past by acknowledging individuals and programs who/that have played key roles in the evolution of the wildlife profession.

Strategies

Continue and expand the Celebrating our Wildlife Conservation Heritage (COWCH) Program, and ensure that the interviews and transcripts are properly archived and made available for viewing.
Maintain a Heritage Committee, comprised of past presidents, Leopold medalists, and TWS fellows who serve as ambassadors and promote core TWS programs such as certification, and provide Council with perspectives and advice on TWS’ interface with and role in the wildlife profession.
Establish an ad hoc committee on history.
Continue to improve and expand the history section on the TWS website.

Objective V

To increase the ethnic, gender, and geographic diversity of the membership and profession.

Strategies

Highlight examples of diversity in the wildlife profession in The Wildlife Professional.
Work with partner government agencies and other relevant organizations to interest and attract a wider array of individuals to the wildlife profession.
Consider including a diversity component in the Leadership Institute and include diversity as a topic in leadership training.
Explore ways to encourage minority students and professionals to participate in the annual conference as a professional development experience.
Use the website to highlight and encourage diversity within the wildlife profession.

Professional Development, Certification, and Ethics

Goal

To become the primary source to which wildlife professionals and their employers look for widely recognized, timely, and useful information on professional standards, best occupational practices, specialized training, and codes of ethical conduct.

Objective I

To help build and nurture the next generation of leaders in the wildlife profession by providing a wide range of professional development opportunities.

Strategies

Expand training opportunities for TWS members through workshops, publications, partnerships (e.g., the National Conservation Training Center and TWS Sections/Chapters), and the TWS Website, and consider developing a repository of training opportunities.
Explore ways to bring training to members in new ways, using new technologies.
Explore ways to provide supplemental funding to student chapter training workshops and to expand training opportunities at student conclaves.
Work with AFWA, federal agencies, AFS, Society of American Foresters (SAF), Society for Range Management (SRM), and others to facilitate access to leadership training for mid- and late-career managers and to attract students to natural resource professions.
Develop private foundation grant support and corporate sponsorships for the TWS Leadership Institute for 2009 and beyond.
Consider expanding the TWS Leadership Institute. (Completed in 2009)
Develop a written curriculum for the TWS Leadership Institute with leadership development goals, lesson modules, and expected outcomes. (Completed in 2009)
Conduct an annual program evaluation and analysis of the TWS Leadership Institute and make adjustments, as warranted. (2008 and ongoing)
Help to promote other existing, more advanced leadership training efforts, such as those offered by AFWA, federal agencies and others. (2008 and ongoing)

Objective II

To develop and promote certification for a wider range of wildlife professionals, streamline the process, and increase the value of certification to employers.

Strategies

Consider broadening the categories of wildlife professionals eligible for certification (e.g. conservation education, wildlife law enforcement, wildlife technician, wildlife planner, human dimensions specialist).
Streamline the TWS certification process, making it easier for applicants to provide relevant information necessary to evaluate their experience and expertise. Work to identify areas in which flexibility in standards are key, such as when practical experience may substitute for academic coursework.
Work with state, provincial and federal agency human resources departments to develop criteria and increase the relevance of certification in hiring and promoting wildlife professionals.
Maintain a list of college and university wildlife and related programs (e.g., environmental science, conservation biology) on the TWS Website and identify faculty at these institutions who can help students choose appropriate course work to meet certification requirements.

Objective III

To strengthen and enforce standards of professional and ethical conduct for wildlife professionals.

Strategies

Review, strengthen, and update current TWS standards of professional and ethical conduct by wildlife professionals. (Completed in 2008)
Strengthen the processes used to evaluate and react to charges of professional or ethical misconduct by TWS members.
Improve communication of TWS’ professional and ethical standards to the membership and others by placing them on the Website and in other venues.

Objective IV

To increase our understanding of current trends in university and college curricula and their implications for the future of the wildlife profession.

Strategies

As a first step, establish an ad hoc committee to study current trends in university and college wildlife programs. (Completed in 2009)
Investigate the need for and feasibility of developing a method for approving or certifying college/university wildlife degree programs and curricula.
Develop cooperative relationships with the Association of Public and Land Grant Universities and the National Association of University Fish and Wildlife Programs to communicate on wildlife education needs and issues.
Partner with the Cooperative State Research and Extension Service to study the future of the wildlife profession and make suggestions about necessary curriculum changes to meet those needs.

Public Affairs and Education

Goal

To use the media to raise TWS’ profile with the public and key decision makers, highlight the expertise of TWS members, and influence public opinion and education on important issues in wildlife management and conservation.

Objective I

To develop a public affairs/education strategy that identifies audiences of interest, key messages to be delivered, methods of delivery, and methods of evaluating success.

Strategies

Use TWS members, including retirees and their vast institutional memory, to increase public understanding of wildlife management and conservation issues, methods, and realities.
Develop an award program for wildlife public educator of the year.
Consider developing an award program for private landowners who work to sustain wildlife on their property using science-based management principles.
Consider working with partners, including non-traditional partners, to produce training materials for elementary and secondary education teachers on critical issues in wildlife science, management, and conservation, as well as careers in the wildlife profession.

Objective II

To develop a public affairs strategy for TWS, including audiences, key message points, and goals.

Strategies

Expand TWS’ public relations efforts by either hiring a Public Affairs Director, working with partners, or expanding the current outsourcing arrangement and distribution methods.
Develop a list of experts that can speak on behalf of TWS.
Develop a PR rapid response team to deal with relevant issues as they emerge.
Provide media training workshops for wildlife professionals.
Produce one or two press releases a month, some on articles in upcoming issues of JWM. (2008 and ongoing, except for JWM articles)

Marketing and Development

Goal

To use marketing to effectively integrate the Society’s strategies for membership development, annual conference attendance, magazine and journal subscriptions, advertising sales, etc. to generate increased revenue for the organization.

Objective I

To develop an effective marketing strategy that will improve TWS’ visibility and recognition, and increase membership.

Strategies

Develop a definitive, recognizable identity for the organization, including: consistent use of the logo and colors; a renewed effort to promote the organization and its mission and values; new slogan; improved promotional materials, etc. (Completed in 2008-2009)
Explore the feasibility of better using sections and chapters to market TWS membership.

Objective II

To establish a TWS development plan for obtaining private foundation grants, government grants and private sector contributions, gifts, and bequests.

Strategies

Develop a Fundraising (Development) Plan that lists and describes fundable initiatives within the framework of the Society’s Strategic Plan, 2008-2013; identifies promising sources of financial support among private foundations, public agencies and corporations; prepares a plan for writing grant applications and a plan for approaching wealthy individual donors that leverages the professional connections of influential Society and Council members and ensures an effective presentation and timely follow-through.
Develop a donor recognition plan and recognize all donors appropriately. (2009 and ongoing)
Develop materials to establish and market a TWS planned giving program to take advantage of the coming wave of retirements in the wildlife field.
Consider developing an institute or center at TWS Headquarters that would be mission-centered and have a separate fundraising board consisting of donors and corporations that support TWS’ mission.

Administration and Finance

Goal

To use TWS members’ resources and human and financial capital as efficiently and effectively as possible to pursue its mission.

Objective I

To strengthen the capability of TWS’ Headquarters to manage human, facility and equipment resources in a cost-effective manner.

Strategies

Prepare new or updated job descriptions for all permanent positions at TWS, complete with a descriptive title, executive summary, major responsibilities, minor duties, reporting relationships and qualifications. (2008 and ongoing)
Support all employees in the annual preparation or revision of an individual work plan that includes as a minimum a position description, annual goals, timelines, major responsibilities, training needs, work environment and compensation package. (2008 and ongoing)
Ensure that employee job descriptions and individual work plans are fully compatible with and supportive of TWS’ Strategic Plan, 2008-2013 and the strategies and goals promulgated therein. (2009 and ongoing)
Ensure that annual performance evaluations and subsequent merit pay increases or periodic merit bonuses are clearly tied to achievement goals in the TWS’ Strategic Plan, 2008-2013, the employee’s job description, and the annual work plan. (2008 and ongoing)
Periodically assess the Society’s compensation package, including salary structure and competitiveness, management and technical skills training, health, life and disability care insurances, retirement, matching contributions and vesting. Prepare a report for internal planning purposes comparing the benefits offered by similar professional and scientific societies in the Washington, DC Metro area. (2009 and ongoing)

Objective II

To ensure transparency and functionality in organizational structure and governance.

Strategies

Expand opportunities for members to communicate and interact with Council and staff. (2008 and ongoing)
Post meeting agendas and highlights from Council Meetings on the TWS Website. (Completed in 2008-2009)
Use electronic communication tools to give members better access to information about candidates for TWS Council, including their positions on relevant issues. (Completed in 2008-2009)
Develop a reliable and secure system for online voting to increase participation in the democratic process. Implement necessary bylaws changes to make electronic voting feasible. (Completed in 2009)

Objective III

To strengthen the Society’s financial management practices, policies and procedures.

Strategies:

Ensure that TWS’ bylaws clearly identify the Executive Director’s and Finance Manager’s responsibilities to arrange for and support an annual outside audit; the auditor’s responsibilities to the Council; and the Council’s fiduciary responsibilities to the Society. (Completed in 2008-2009)
No later than fiscal year 2010, transition the accounting system from department- or program-driven financial reporting to cost center-based financial reporting with separate cost centers for all primary sources of revenues and costs.
Annually assess the financial health and needs of the organization and adjust membership dues, conference fees, advertising rates, and exhibit booth fees as needed. (2008 and ongoing).
Periodically review and renegotiate as necessary the business relationship between TWS and Allen Press to make sure that the Society receives the best possible publications and printing services. (2008 and ongoing)
Research the marketplace for other publishers/printers, select three or more pre-qualified vendors, conduct initial interviews and perhaps site visits, request written suggestions on how to make publication functions more cost-effective, prepare a Request For Proposals (RFP) and solicit bids from the three best candidates.

Objective IV

To track the success of strategic plan implementation, with the understanding that progress will be dependent on having sufficient resources—human and financial—to implement many aspects of the plan.

Strategies

Incorporate strategic plan action items into annual staff work plans, Council subcommittee and other TWS committee (both ad hoc and standing committee) directives, as necessary and feasible. (2008 and ongoing)
Enhance existing initiatives and implement new initiatives as new sources of funding become available.
Integrate strategic plan priorities with fund raising through the Development Plan.
Integrate strategic plan priorities into the annual operating budget, as feasible, while also maintaining current levels of membership service and operations. (2009 and ongoing)
Develop a staffing plan that is consistent with the needs identified in the strategic plan, including an assessment of current staff’s ability to take on new and expanded roles. Ensure that any proposed permanent additions to staff are based on stable increases in operating revenue, rather than on soft money.
Prepare midyear and annual progress reports for Council summarizing progress on the strategic plan. Each Midyear and Annual Council Meeting should include an evaluation of progress on the strategic plan and what identify the highest priority action items for the coming year, based on staff recommendations and available funding and human resources. (2009 and ongoing)

Conclusions

The revised TWS Strategic Plan, 2008-2013 is intended to provide guidance to Council, staff and members over the next half-decade and perhaps beyond. The plan is intended to be flexible enough to take advantage of new opportunities as they arise, while also keeping the organization on course in fulfilling its important mission. Creating a growing and vibrant organization that is also strong financially is a necessary prerequisite to fulfilling the ambitious goals summarized in this plan.

In formulating this plan, TWS Council and staff are committed to meeting the needs of wildlife professionals, the dedicated individuals who study, manage, and conserve wildlife and their habitats worldwide. Without these talented and resourceful experts, the outlook for wildlife in a world dominated by human influences would indeed be bleak. With them, however, the lives of future generations will continue to be enriched by wild places and wildlife. This is our calling.