Goal 2. Garner federal support for conservation that benefits the Atlantic Coast region -Congress -DOI/FWS leaders -OMB JVs are one of the most efficient programs when it comes to results relative to funding. Over their more than 25-year history these public-private partnerships leveraged every dollar of Congressional funds 36:1, helping to conserve 20.5 million acres of habitat. JVs offer non-partisan solutions, real jobs for real people, adaptations for changing climate, and connecting people and nature. - federal appropriations are the primary funding source for JV offices. - NAWCA offers competitive grants to carry out wetlands conservation. In the ACJV region, 432 projects have been funded since 1991. $209 million in grant funds has leveraged another $763 in non-federal funds and $162 in federal funds for conservation. - Coastal grants conserve important coastal areas. In the past 5 years (2009-2013), 40 Coastal grants have been awarded, impacting 23, 856 acres. -the Neotropical Migratory Bird - conservation in the ACJV is critical, particularly due to coastal development and sea level rise. - these conservation funding sources are an efficient use of funds for bird conservation and the many other species that depend on these habitats. - this conservation funding is a win-win for the people and the wildlife of the region. - these conservation funding sources are complementary and competitive. Each provide essential funds to a distinct aspect of the conservation needs in the region. - these conservation funds play a vital role in protecting ecosystem services American people rely on like water quality and resilient coastal environments. - contact the JV staff or partners to learn more about how conservation funding benefit their states. - justify their support of these conservation policies and programs to their constituents and other policymakers. 2.1 Support for Interior appropriations bill with JV, NAWCA, coastal grants, and Neotrop funding at agreed upon level.
Congressional outreach (e.g., exhibits, brochures, factsheets, and stats!) Goal 3. Foster partner involvement in ACJV science activities -Tech Committee -LCCs -USFWS -population & habitat objectives are targets or goals for how many of a species and how much habitat is needed. -population & habitat objectives are based on biological science and also reflect social desires and public interests. -population & habitat objectives are important to strategic habitat conservation (e.g., conservation design and implementation). -members of the Tech Committee are critical participants in determining objectives and ensuring that the numbers reflect the partnerships’ desires. -while staff support the Tech Committee, there is opportunity for partners to take leadership roles and undertake science on behalf of the JV. -understand basic wildlife relationships and how to contribute information to models. -how to participate in the process. - how to describe the utility of objectives to their work. 3.1. Develop population & habitat objectives for representative species in all ACJV BCRs
-Tech Committee -LCCs -USFWS -the Science Needs list provides priorities for science needs in the JV. -the process is bi-annual. -the latest science needs are [insert summary based on most recent version]. -having an established list of science priorities for the ACJV is valuable. - the JV Science Needs are well thought out. - establishing consensus on science needs is important. -when science funding is available, this list of priorities can help in seeking funding. - be able to speak to the latest list of Science Needs for the ACJV. - pursue funding or seek opportunities to conduct this research. 3.2 Provide feedback and contribute to searching for the Science Needs process -DOI/FWS leadership -the JV has a long history of quality applied conservation science. -this JV research supports USFWS science needs (e.g., Refuge Realty, CCP planning, I & M, Ecological Services, Coastal Program). -JV science supports LCCs (e.g., surrogate species, Designing Sustainable Landscapes project). -JV science is unique and important to the USFWS. -JV planning tools are valuable in the work of USFWS. -collaborations on science with JVs works well (e.g., IWMM). -contributing to JV science needs can help meet mutual needs. -how to access the tools -how to connect with JV staff. -how to collaborate on science projects with the JV. -how to work with JV to develop tools, applying their skills and perspectives. 3.3 Support JV’s continued role in science 3.4 Contribute to JV science as collaborators and funders 3.5 Utilize science products to make decisions
Goal 5. Support habitat delivery based on bird conservation plans and tools for the Atlantic Coast region -USFWS -State agencies -BCR partners -ABC -Audubon -the Atlantic Flyway Shorebird Conservation Business Strategy demonstrates the need for a strong partnership effort to reduce shorebird declines and identified key projects in the Flyway. - the shorebird strategy was created as partner effort, including JV staff and many partners. - the information in the shorebird strategy is being distilled for ACJV partners to allow them to garner support, as well as a product to guide land managers in using the strategy. - the shorebird strategy helps define priority species, areas, and strategies for land management activities on ACJV partner lands. - using the shorebird strategy can help justify funding needs to conduct projects. - it is critical to have involvement of more JV partners to ensure the habitat conservation and management projects succeed. access the strategy. identify what projects to be involved in and how justify their involvement in strategy-related projects. get funding support for projects (if needed). promote the shorebird strategy as the go-to document to guide shorebird conservation. 5.1 Participate in implementation of the Atlantic Flyway Shorebird Conservation Business Strategy in the Atlantic Coast region -Tech Comm -BCR partners -State agencies - the Designing Sustainable Landscape tool, which includes habitat maps, data layers, and species-habitat models, identifies some of the most important areas for conservation - the DSL helps prioritize areas for conservation and make good decisions for delivering habitat on the ground. -access the DSL tool. -use the DSL tool to make decisions. 5.2 Use the “Designing Sustainable Landscapes” decision support tool for conservation -BCR partners -State agencies -USFWS -the IWMM is a model of the importance of different areas at the flyway scale to migrating and over-wintering wetland birds -the IWMM Flyway model could be used for funding decisions -the IWMM is an important example of the full cycle of Strategic Habitat Conservation. -the IWMM Flyway Model is useful for helping make decisions about allocating resources to wetlands -how to access the IWMM Flyway model. -how to apply the IWMM Flyway model in 5.3 Use the Integrated Waterbird Management & Monitoring (IWMM) results to guide wetland
(NAWCAA or Refuges). -the IWMM Flyway model is based on the Strategic Habitat Conservation approach. or prioritizing wetlands to protect. -the IWMM Flyway Model helps you choose the right habitat in the right place at the right time. conservation. -BCR partners -State agencies -USFWS -BCR plans distill the bird conservation information that exists at all levels so it is appropriate for the regions within the Atlantic Coast. - ACJV staff and partners have completed BCR plans for nearly all of the JV region (except Florida). -BCR plans are useful and are designed to make their work easier (e.g., SWAPs). -BCR plans are the first and best guidance for bird conservation activities within the Atlantic Coast. -using BCR plans benefit partners by distilling all information and saving time so they don’t have to review other bird plans at other scales. - how to access BCR plans. - how to use BCR plans. 5.4 Use BCR plans to guide conservation/Prioritize areas and species.
Table 8. Suggested proximate and ultimate evaluation measures and associated tools for some of the primary communications tools. Tools Proximate Ultimate Evaluation Tools Website - Number of website visitors increases each month. - Amount of time website visitors spend at website increases each month. -Number of pages website visitors view increases each month. - x% website users report finding information they are looking for. - x% website users believe website to be easy to use. - x% website users report increased knowledge about ACJV and its activities after visiting website. - Google Analytics (proximate). - Online survey on website (ultimate). E-newsletter - More than 30% (JV average) of recipients open - More than 40% of e-newsletter readers click on 1 article to read in full. - Number of e-newsletter readers increases each month. - Requests to be added to distribution list increase. - x% e-newsletter readers report finding interesting information and well-written articles. - x% e-newsletter readers sign up for other activities listed in the and report reading about it there. - x% e-newsletter readers report increased knowledge about ACJV and its activities after reading newsletters. - E-newsletter program tracking function or Google Analytics (proximate). -Online survey of email list (ultimate). Year-End Report - More than 40% of report distribution list opens report within two weeks of emailing report link. - Staff, Board members, and Technical Committee members each distribute more than 10 reports/year. - 75% of partner organizations respond to solicitation for content in annual report. - x% report readers report finding information useful to their work. - x% report readers indicate report is easy to read. - Google Analytics to track who receives and opens email with report, who clicks on link to read it (proximate). - Online survey of email distribution list that received report (ultimate). Elevator Talk - 75 % Staff, Board members, and Technical Committee members learn the elevator talk and deliver it regularly. - x% staff and Board report that those who hear the elevator talk seem interested and ask follow up questions. - Observation of Staff, Board members, and Technical Committee members (proximate). - Informal focus group of staff and Board members (ultimate).