Contents
INTRODUCTION ........................................................................................................................................ 3
Organizational Background .......................................................................................................... 3
I.
Structure .............................................................................................................................................. 3
Scope ................................................................................................................................................... 4
Financial............................................................................................................................................... 4
FRAMEWORK FOR ANALYSIS .............................................................................................................. 5
ANALYSIS OF THE CASE ....................................................................................................................... 6
Vision, Mission, Goals and Objectives ........................................................................................ 6
I.
Current Mission and Vision Statements.......................................................................................... 6
Critique on the Mission and Vision Statements ............................................................................. 6
Proposed Mission and Vision Statements ...................................................................................... 7
Goals and Objectives......................................................................................................................... 7
Internal and External Evaluation .................................................................................................. 8
II.
Internal Factor Evaluation ................................................................................................................. 8
External Factor Evaluation .............................................................................................................. 11
Competitive Profile Matrix ............................................................................................................... 14
III.
Strategy Formulation ............................................................................................................... 15
SWOT Matrix..................................................................................................................................... 15
SPACE Matrix ................................................................................................................................... 17
Grand Strategy Matrix ..................................................................................................................... 19
EVALUATION OF STRATEGIES .......................................................................................................... 19
Strategies Generated........................................................................................................................... 20
Initial Strategy Assessment – Rumelt’s Criteria........................................................................... 21
Initial Strategy Assessment – Matching Matrices........................................................................ 22
I.
Decision Stage.............................................................................................................................. 23
Quantitative Strategic Planning Matrix .......................................................................................... 23
ACTION PLAN .......................................................................................................................................... 33
ORGANIZATIONAL STRUCTURE........................................................................................................ 54
Existing Organizational Chart of WWF ............................................................................................. 54
Proposed Organizational Structure ................................................................................................... 55
PROPOSED STRATEGY REVIEW AND EVALUATION PROCESS .............................................. 56
1
Impact .................................................................................................................................................... 56
Internal consistency ............................................................................................................................. 56
Consistency with the environment ..................................................................................................... 57
Appropriate use of available resources ............................................................................................ 57
Appropriate time horizon ..................................................................................................................... 57
Workability ............................................................................................................................................. 57
CONCLUSION .......................................................................................................................................... 58
2
INTRODUCTION
I.
Organizational Background
As the world’s leading conservation organization, World Wildlife Fund works in 100
countries and is supported by more than one million members in the United States and close to
five million globally. WWF's unique way of working combines global reach with a foundation in
science, involves action at every level from local to global, and ensures the delivery of
innovative solutions that meet the needs of both people and nature. World Wildlife Fund was
founded in April 29, 1961, and its current headquarters situated in Gland, Switzerland. WWF
employs about 6,200 full-time staff members who manage about 1,300 projects on the average.
Structure
The World Wildlife Fund is structured divisionally, as shown below on Figure 1. There
are five divisions reporting to COO Marcia Marsh, including the newest division, simply titled
Oceans.
3
Scope
As their current strategy suggests, WWF has committed to make a difference—in
partnership with many others—by making measurable progress against six key goals which are:
FORESTS
FRESH WATER
OCEANS
Conserve the world's most
important forests.
Safeguard healthy oceans
Secure water for people
and nature.
and marine livelihoods.
WILDLIFE
FOOD
CLIMATE
Protect the world's most important
Double net food availability;
Create a climate-resilient
species.
freeze its footprint.
and zero-carbon world,
powered by renewable
Source:
energy.
www.worldwildlife.org/initiatives/
Financial
In 2014, WWF has an investment of about $10 billion in more than 13,000 conservation
projects in over 150 countries. Within the USA, WWF operates as a nonprofit organization and
is headquartered in Washington, DC. WWF generated $291.49 million in operating revenue in
2014, resulting from a fundraising expense of $28.70 million. A total of $224.46 million was
expended by the organization in direct support of conservation programs. The symbol of WWF
is
the
Giant
Panda
(the
endangered
black
and
white
bear
from
China
4
FRAMEWORK FOR ANALYSIS
WWF’s major
opportunity is the
increase in
consumer
awareness of the
results of their
actions while its
major threat is the
decline in the global
condition of wildlife
and wild areas
To help stop the
continuous degradation of
the earth’s natural
environment and to lead
the human race in a future
wherein humans live in
harmony with nature
An action plan was
made for the
implementation of
the strategies
Mission was too broad. Team
decided to narrow down WWF’s
focus into wildlife
Develop
Mission and
Vision
Statement
Perform
External
Audit
Perform
Internal
Audit
Establish
Long Term
Goals and
Objectives
Generate,
Evaluate and
Select
Strategies
Implement
Strategies –
Management
Issues
Implement
Strategies –
Marketing,
Finance,
Accounting, R&D
and MIS Issues
Measure and
Evaluate
Performance
WWF’s major
strength lies in its
efficient funding
and utilization of
resources and
expenses while its
major weakness
includes the
decrease in their
in-kind
contributions.
The SWOT, SPACE and Grand
Strategy Matrices were used to
generate strategies. Rumelt’s
criteria as well as the matching
matrices were used to evaluate
the strategies generated to
determine strategies that will be
used in the QSPM
Strategies will be evaluated using
the following criteria: Impact,
Internal Consistency, Consistency
with the Environment, Appropriate
use of Available Resources,
Workability, and Appropriate Time
Horizon
5
ANALYSIS OF THE CASE
I.
Vision, Mission, Goals and Objectives
Current Mission and Vision Statements
Vision: To build a future in which people live in harmony with nature
Mission: To conserve nature and reduce the most pressing threats to
the diversity of life (2) on Earth (3)
Critique on the Mission and Vision Statements
The vision statement answers the firm’s question what do we want to
become. It should be clear and should reveal the type of business that the firm
engages on. World Wild Fund’s vision statement “to build a future in which people
live in harmony with nature” does not answer the question what do we want to
become. It is also too broad as to its scope and vague.
The mission statement is firm’s statement of purpose that should distinguish it
from similar organizations. It should contain the nine mission components—
customers, products or services, markets, technology, survival, growth & profitability,
philosophy, self-concept, public image, and employees. WWF’s mission statement
lacks the following components:

Customers

Technology

Survival, growth, and profitability

Philosophy

Distinctive Competence

Public Image

Employees
Its mission statement does not distinguish it from other non-profit
organizations that are also bent in protecting the environment. The statement is also
too broad.
6
Proposed Mission and Vision Statements
Vision: To be the forerunner in saving the Earth’s wildlife, building a future in
which people and nature live in harmony
Mission: WWF is committed in protecting the world’s wildlife through innovative
programs by partnering with various Earth warriors worldwide, preserving the
biological diversity by conserving the crucial species and their habitat important
to the people. We aspire to develop and grow in order to inspire others of our
preservation efforts thus ensuring the continuation of our purposes for the future.
Goals and Objectives
World Wildlife Fund was founded to achieve a major goal, and that is to help stop
the continuous degradation of the earth’s natural environment and to lead the human
race in a future wherein humans live in harmony with nature. These goal will only be
achieved through accomplishing these three simpler goals; first is conservation of the
earth’s biodiversity, second is the sustainability of the use of renewable natural
resources and lastly is to reduce the pollution caused by harmful human activities.
WWF is putting all its efforts to make sure that endangered and iconic species
are protected and are healing in their habitats. They are also ensuring that the most
important forests are well preserved and their benefits to human well-being are
sustained and improved. WWF is also moving to towards one of its goals, to ensure
that the ocean ecosystems as well as freshwater ecosystems are conserved and
productive to sustain the livelihood and biodiversity. Aside from these, WWF is
promoting a global shift toward a low carbon usage for a climate resilient future.
The organization has several objectives that will lead them into fulfilling the
organization’s goals which is to protect the world’s biodiversity as well as the
creatures in it that are on the verge of extinction and to lead the human race in living
in harmony with nature. These objectives are:

To build partnerships with other non-profit organizations, governments,
local communities and businesses to attain effectiveness and emphasize
the need for collaborative effort for the success and protection of the
environment.
7

To use the best available scientific information in addressing and
evaluating the issues that is arising about the state of the ecosystems
around the world.

To create filed based projects, policy initiatives, and education work as
concrete conservation and protection solutions.

To use the funds that were entrusted by the donors in an efficient and
cost effective manner and deliver according to the standards or even
greater services in preserving the only life support system we have,
nature.
II.
Internal and External Evaluation
Assessing WWF’s internal characteristics as well as their external position with regards to the
organization’s opportunities and threats is a crucial step in devising effective and efficient
strategies. Through evaluating WWF’s internal and external environment, the strategists will
have a very good idea of the things that they can strengthen and improve using the resources
that they have. Assessments of these factors are made below using the following strategic tools:
Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), and Competitive Profile
Matrix (CPM).
Internal Factor Evaluation
WWF’s key strengths and weaknesses are listed below and evaluated through assigning
weights and ratings based on their impact to the organization. WWF’s current and previous
operations, organizational structure, financial statements, and other internal aspects are taken
into consideration.
Key Internal Factors
Weigh
t
Rating
Weighte
d Score
Strengths
8
Had an expense of only $0.0985 for each $1 raised making
1
it one of the top non-profit organizations. ($291.49M
operating revenue were generated in 2014 from $28.7 M
0.09
4
0.36
0.06
4
0.24
0.07
4
0.28
0.06
4
0.24
0.06
4
0.24
0.05
4
0.2
0.04
4
0.16
0.02
3
0.060
0.02
3
0.06
0.02
3
0.06
0.03
3
0.09
0.04
3
0.12
0.04
3
0.12
fundraising expense).
2
77% of revenues were spent in direct support of
conservation programs.
World’s largest independent, nonprofit conservation
3 organization with a strong brand name and a long,
respected history of successful track records.
4
Administrative expense and fundraising expenses represent
only 4.8% and 10.8% of total expenses respectively.
Has great global presence (operates in 100 countries, 1M
5 members in the US, 5M members globally, 6200 fulltime
staff).
6
7
8
9
Partnership with big organizations such as UNEP, IUCN,
Coca Cola, Avon, etc., in achieving WWF's objectives.
The current ratio increased from 2.28 in 2013 to 2.35 in
2014 while the working capital has a ratio of 1.59:1.
Strong organizational code of ethics to remain global,
independent, multicultural, and nonparty political.
WWF's 10-year goal to "measurably conserve 15 to 20 of
the world's most important eco-regions.
WWF's successful past projects including Wildlands and
1 Human Needs initiative on the co-existence of both rural
0 people and wild animals without having negative impact on
the natural habitats.
1 In support of global conservation, Bank of America has
1 offered a WWF Visa card since 2009
1
2
1
4
Renewal of partnership with Coca Cola (partner since 2007)
until the year 2020. The partnership focuses on reducing
the carbon content & sustaining fresh water supplies.
Recognizing its impact on the environment, Avon - a large
producer of brochures and consumer paper products with
distribution in over 120 countries, has partnered with WWF
9
in two key areas.
Weaknesses
In-kind contribution decreased by 27% from $64.3M in 2013
1 to $46.96M in 2014 which is not good since funding relies
0.07
1
0.07
0.05
1
0.05
0.06
1
0.06
0.04
1
0.04
0.03
1
0.03
0.03
2
0.06
0.02
2
0.04
0.05
2
0.1
0.03
2
0.06
0.02
2
0.04
heavily on contribution.
Operating Expense on Public Education Program
2 decreased by 20.83% from $81.74M in 2013 to $64.71M in
2014.
3
Have a broad focus, mission, and vision which may be
difficult to attend to.
Have dual title in their Organizational Structure such as that
4 for President and CEO, and Senior Vice President and
General Counsel.
5
6
7
WWF's stand in Cecil the Lion's killing issue when they
tolerated hunting for sports.
Individuals contributed 32% while corporations contributed
only 4% of total revenue.
Bequests, endowments, and split income gifts decreased
by 58.27% from $29.21M in 2013 to $12.19M in 2014.
8 No distinguishing characteristic from competitors.
9
Even with WWF's efforts to save Rhinos, still, Rhino
poaching has increased by 9,346% from 2007 to 2014.
10
Total
Total asset turnover decreased from 0.61% in 2013 to
0.59% in 2014.
1
2.78
WWF’s major strength lies in its efficient funding and utilization of resources and
expenses. The name that it has established for decades in an international scale has also given
them an edge as well as the experience the organization has garnered during those more than
50 years of existence. These reputation and experiences has led them into establish strong
partnerships and connections with different governments and other big organization which gave
10
them better access and resources into achieving its mission and vision. However, becoming
very big and globally known also has its drawbacks. WWF’s major weakness would include the
decrease in their in-kind contributions which is not good since their operations rely heavily on
donations (with them being a non-profit organization). This may be because of the organization
being too wide that more eyes are on them giving rise to controversies such as its view on the
killing of Cecil the Lion wherein they tolerated trophy hunting. WWF also has very broad mission
and vision which may be difficult to address.
External Factor Evaluation
WWF’s opportunities and threats are listed below and evaluated through assigning weights and
ratings based on their impact to the organization. The following factors below are a summary of
the information gained from WWF’s external environment.
Key External Factors
Weigh
Ratin
Weighte
t
g
d Score
0.06
3
0.18
0.05
3
0.15
0.04
2
0.08
0.05
3
0.15
Opportunities
1. Expansion of WWF Office to Myanmar after partnering with
the government (regarded as rich natural capital; 3 pristine
rivers, over 250 mammal species, more than 10000 bird
species)
2. Global awareness for wildlife welfare on many fronts was
raised due to the death of Cecil (a lion) by a hunter named
Palmer
3. Increase of 12% contribution from 2013-2014 for non-profit
organizations, philanthropy is now becoming more prevalent.
4. In 2014, HP Canada partnered with WWF to launch Spring
Things – which creates a link between employees and
environmental conservation through events and campaigns
11
5. In 2014, WWF worked with the Namibian Ministry of
Environment and Tourism to field test an integrated network of
technologies. In the second phase, WWF will work with
0.06
3
0.18
0.05
3
0.15
0.06
3
0.18
0.06
3
0.18
0.07
2
0.14
0.05
2
0.1
0.03
2
0.06
0.05
3
0.15
0.06
2
0.12
0.05
2
0.1
additional governments, including Nepal and Kenya, to
implement the project under different field conditions.
6. A US government legislation was implemented - Wildlife
Trafficking Enforcement Act, which increased the penalties
associated with wildlife trafficking
7. Establishment the Bioplastic Feedstock Alliance, where
leading global companies have committed to the development of
plastics made from plant-based material
8. 1 billion people rely on fish as an important part of their diet
and that more than 520 million livelihoods are supported by
fishing and it related activities.
9. According to National Geographic, 68% of consumers in 18
countries believe that climate changes are due to human actions
10. According to Fortune, 100 companies report savings of$1.1
billion annually through energy efficiency and renewable energy.
11. According to New York Times, number of nonprofits has
increased 60% in the
last decade.
Threats
1.
The Nature Conservancy’s research shows that currently
half of the world’s major rivers are seriously polluted and/or
depleted and that within 10 years, most people on the planet will
face water shortages
2. Global condition of wildlife and wild areas has steadily
declined, especially in the ocean, 60 percent of the world’s
ecosystems declined.
3. World’s population expected to grow to 9 billion by 2050 and
the demand for food is expected to double
12
4. Leading hazards to human health are climate change,
stratospheric ozone depletion, changes in ecosystems due to
loss of biodiversity, changes in hydrological systems and the
0.04
3
0.12
0.03
2
0.06
0.04
2
0.08
0.02
2
0.04
0.04
2
0.08
0.04
2
0.08
0.05
3
0.15
supply of freshwater, land degradation, and stresses on foodproducing systems.
5. Only 3.4% of oceans are being protected - they might cover
over 70% of our planet’s surface, but even the vast majority of
the world’s few marine parks and reserves are protected in
name only.
6. International Panel on Climate Change (IPCC) forecasts a
temperature rise of 2.5 degrees
7. The Brazilian economy contracted 0.2 in quarter 3 of 2014,
following a drop in the previous period. This is a threat to
conservation efforts especially in the Amazon Rainforest
8. Globally, the loss of forests at a staggering 48 football fields
per minute
9. Wildlife population of mammals, birds, reptiles, amphibians,
and fish have declined by 52% over the last 40 years
10. According to GEF organization, the land degradation affects
33% of the earth’s land surface, with consequences affecting
more than 2.6 billion in more than 100 countries
Total
1
2.62
Partnering with commercial companies to start joint project initiatives is one of the main
opportunities available to WWF. Collective efforts with business establishments and the
government distinctly outweigh all the other opportunities. Being with these entities who are into
conserving nature, serves as a stepping stone for companies to allocate funds in supporting a
sustainable eco-management system.
One cannot reverse the negative impact done by several commercial industries
anymore. What can be done is to assist them in managing future developments that can reach a
sustainable environment where conservation efforts work together with entities that need
resources to supply manufacturing and growth.
13
The threats illustrated in the EFE matrix are environmental issues which are critical and
if not addressed properly can lead to scarce resources and damaged natural resources. “Global
condition of wildlife and wild areas has steadily declined, especially in the ocean, 60 percent of
the world’s ecosystems declined.” Increase in the demand for food supply, pollution and the
decline in wildlife population pose a threat to countries that have a bigger population to supply
and to protect.
Competitive Profile Matrix
A CPM below is made in order to compare WWF’s performance with other non-profit
organizations (NPOs) having similar goals and objectives with the organization. These NPOs
are The Nature Conservancy, Conservation International, and Wildlife Conservation Society.
With this, major strengths and weaknesses of WWF in comparison with that of the other three
organizations are analysed based on their strategic position. This will be useful in designing or
offensive strategies later.
Comparative Profile Matrix
WWF
The Nature
Conservation
Conservancy
International
Wildlife
Conservation
Society
Critical
Success
Weight Rating Score Rating Score Rating Score Rating Score
Factors
Fundraising
0.20
2
0.40
4
0.80
1
0.20
3
0.6
0.20
2
0.40
3
0.60
1
0.20
4
0.8
(Partnerships)
0.15
2
0.30
4
0.60
1
0.15
3
0.45
Advertising
0.10
2
0.20
4
0.40
1
0.10
3
0.3
Quality
0.10
2
0.20
3
0.30
2
0.20
4
0.4
Expense
0.04
3
0.12
2
0.08
1
0.04
4
0.16
Conservation
Projects'
Success
Collaborative
Efforts
Project
14
Efficiency
Fundraising
Expense
Efficiency
0.03
3
0.09
2
0.06
1
0.03
4
0.12
Market Share
0.03
2
0.06
4
0.12
1
0.03
3
0.09
Revenue
0.05
2
0.10
4
0.20
1
0.05
3
0.15
0.05
2
0.10
4
0.20
1
0.05
3
0.15
0.05
2
0.10
3
0.15
1
0.05
4
0.2
Growth
Potential
Financial
Profit
Weighted
Score
2.07
3.51
1.10
3.42
(insert summary here)
III.
Strategy Formulation
Different strategies are formulated through the use of SWOT Matrix, SPACE Matrix, and
GRAND Strategy Matrix. Strategies that are to be selected and implemented are chosen from
the ones that were made in this stage. Also, before proceeding to the decision stage, the
strategies generated are narrowed down through the use of Rumelt’s Criteria. A checklist is also
made in order to check the strategies’ consistency with the matrices used.
SWOT Matrix
The strategies created using the SWOT Matrix made use of all available
information regarding WWF's internal and external environment. In addition, the
modification in the mission and vision statement of the company was also incorporated
in the matching of key external and internal factors. Basically, the strategies formulated
using the SWOT Matrix aims to capitalize WWF's strengths, exploit all possible
opportunities, minimize or completely eliminate weaknesses and mitigate threats.
15
SO Strategies
1. Increase advertising cost to 10% to capture 15% increase in contribution (in-kind
and monetary) from private institutions following the trend of philanthropy. (S3,
S5,O3)
2. Launch Eyes on the Sea project with the US and other governments that will
completely ban illegal fishing (S3,S5,O6,O8)
3. Highlight WWF's efficiency in managing expenses to gain funding from
governments seeking to donate. (S1,S2,S4,O3)
4. Use partnership with Avon to commanage Salonga National Park in the
Democratic Republic of Congo with the aim of addressing illegal logging,
biodiversity loss and to support local livelihoods. (S14, O9)
5. Form a team that would assess Myanmar's natural resources which would
include identifying where they are located, what benefits they provide to people
and how they might change under different climate change and development
scenarios. This assessment may enable better policy decisions for the country as
a whole. (S5, O1)
6. Continue partnering with the US government, other governments and TRAFFIC
to put increased security on wild land trafficking by launching the project Fight
for the Wild (S10, O6)
7. Form a partnership with Durrell Wildlife Conservation Trust and Dreamworks
Productions to launch the project, SAVE MAURICE, which aims to increase the
protection provided to lemurs and other wildlife in the Madagascar forest. (S9,
O11)
8. Provide trainings and immersions to employees to encourage employee
commitment. (S5, O4, O9)
WO Strategies
1. Increase spending in public education by 10% to encourage increasing
awareness of environmental issues (W2, O2, O9)
2. Increase bequests, endowments and split income gifts by 10% by capturing a
portion of the increasing trend of philanthropy (advertisements) (W7,O11)
3. Disrupt global tiger trade in Myanmar through Wildlife Crime Law Reinforcement
and promotion of new wildlife legislation to improve brand image (W5, O1)
16
ST Strategies
1. Use partnership with Coca-Cola to promote sustainable packaging of commercial
products (S12, T4 )
2. Increase investment in R&D by 10% that would aim to capture the environmental
situation which would aid WWF in their efficient planning of conservation efforts
and monitoring emerging threats (S5 + S9 + T1 + T2 + T3 + T4 + T5 + T6 + T7 +
T8 + T9 + T10)
3. Partner with the local government to enforce more effective policies to
communities surrounding the Yangtze river regarding proper disposal of
agricultural waste (S10, T2)
WT Strategies
1. Rectify taint in brand image by improving current projects on wildlife conservation
(W5, T2, T9)
2. Consider partnering with other NPOs on projects regarding climate change (W8,
T4,T6)
SPACE Matrix
INTERNAL ANALYSIS
EXTERNAL ANALYSIS
Financial Position (FP)
Stability Position (SP)
Fund conversion
efficiency
Working capital
intensity
Fundraising expenses
Administrative
expenses
Return on fundraising
expenses
6 Competition
4
Market entry
barriers
5 Demand variability
4
5
4.8
Collaborative
efforts
Technological
changes
-4
-5
-3
-3
-2
-3.4
17
Competitive Position (CP)
Industry Position (IP)
Market Share
-3 Productivity
6
Programs’ success
-2 Financial stability
5
Fundraising know-how
-2 Growth potential
2
Contributor loyalty
-2 Profit potential
2
Investment control
-1
-2
Market easy
entrance
4
3.8
The table above shows that on the average, WWFs’ internal strategic position, both in
financial and competitive aspects are relatively strong. However, looking at an external
perspective, WWF has an average level of stability such as in its economic position.
The SPACE Matrix would tell us that that World Wildlife Fund falls into the Aggressive
quadrant, which means that WWF has a stable position in the market with rapid growth. Hence,
it needs to use its internal strengths (which actually resulted to a higher value than the external
variables) to develop a market penetration and market development strategy. Furthermore, they
could also incorporate service development, integration with other companies, acquisition of
competitors, and so on.
18
Being an organization where the funds/contributions are its lifeline, its implicit strategy to
be done is to acquire financial strength to compensate for the industrial position so that the
organization follows an aggressive strategy. Hence, we have proposed the following strategies
which parallel the aggressive strategy as suggested by this matrix:
SPACE1: Increase Social Media presence by spreading infographic materials online,
provocative ads, and videos highlighting environmental issues
SPACE2: WWF can organize fundraising events like Run for Change, Run for Panda or
Panda Runner, a marathon event globally
Grand Strategy Matrix
As shown on Figure # below, WWF falls in Quadrant I which means that it belongs
to a rapid market growth with a strong competitive advantage wherein we consider it as
an organization with a strong strategic position. Hence, it is better for this organization to
concentrate both in market and service development. However, in cases where WWF
excessive resources is appropriate to used: Backward, forward, or horizontal integration
may be effective strategies. Quadrant I firms can afford to take advantage of external
opportunities in several areas.
EVALUATION OF STRATEGIES
19
Strategies Generated
After identifying the strategies suitable for the WWF’s strengths, weaknesses,
opportunities and threats, we were able to come up with general strategies which
includes or have grouped together the specific strategies we have presented in the
matching stage. After which, we also identified on what kind these strategies are –
whether they be integration, intensive, or defensive. Hence the strategies are presented
below with its specific strategy type and the SWOT Matrix Strategies involved.
Specific Strategies
General Strategies
Strategy
Type
MP
SO 1
MP
SO 3
Improve visibility and increase people’s awareness through
MP
WO2
environmental education, communication, marketing and
MD
SPACE1 campaigns
SD
SPACE2
SD
SO 2
SD
SO 2
SD
SO 2
SD
SO 2
SD
SO 2
Strengthen public and private collaborations focusing on the CSR
MD, SD
WO3
initiatives of those institutions.
SD
ST1
MP, SD
ST3
SD
WT1
SD
WT2
SD
SO 8
MP
WO1
Increase efforts on fundraising
Increase investment in R&D by 10% that would aim to capture the
SD
ST2
environmental stuation which would aid WWF in their efficient
planning of conservation efforts and monitoring emerging threats
20
Initial Strategy Assessment – Rumelt’s Criteria
In order to narrow down the strategies we have previously identified, we used Rumelt’s
Criteria for evaluating the strategies to help us determine which among them should we
prioritized according to their consistency, consonance, feasibility and advantage. Hence we
created a rubric as presented on the table below which shows the weights we have assigned for
each criteria. We gave feasibility a weight of 40% because as a non-profit organization, projects
would most likely depend on capability to be implemented. On the other hand, we gave
consistency the lowest weight as it is innate for every organization to actually abide with its
guiding principles and policies in terms of the strategies they need to implement which makes it
an Inconsequential criterion.
After ranking the projects from 1-4, with 1 being the least priority, and 4 the most, we
have come up with its weighted scores that shows we need to prioritize strategies that focuses
on WWF’s collaboration with public and private organizations which focuses on their CSR
initiatives to also help WWF in its advocacies.
Consonanc
1.
Feasibilit Consistency
Advantag
Weighte
e (25%)
y (40%)
(15%)
e (20%)
d Score
3
4
2
4
3.45
4
3
4
2
3.2
2
2
3
3
2.35
Strengthen public and
private collaborations
focusing on the CSR
initiatives of those
institutions.
2.
Improve visibility and
increase people’s awareness
through environmental
education, communication,
marketing and campaigns
3.
Increase investment in
R&D by 10% that would aim
to capture the environmental
situation which would aid
21
WWF in their efficient
planning of conservation
efforts and monitoring
emerging threats
4. Increase efforts on
fundraising
1
1
1
1
1
Initial Strategy Assessment – Matching Matrices
In order to also check the strategies’ consistency with the matrices we used, a checklist
is presented below on the table below showing whether they are applicable or have been
applied to the following matrices. As a result, all the four strategies are present in the matrices,
thus makes them candidates to be chosen as final strategies to be implemented
SWOT
1.
GSM
SPACE
Strengthen public and private collaborations
✔
✔
✔
✔
✔
✔
and monitoring emerging threats
✔
✔
✔
4. Increase efforts on fundraising
✔
✔
✔
focusing on the CSR initiatives of those institutions.
2.
Improve visibility and increase people’s awareness
through environmental education, communication,
marketing and campaigns
3.
Increase investment in R&D by 10% that would
aim to capture the environmental situation which would
aid WWF in their efficient planning of conservation efforts
22
I.
Decision Stage
In the decision stage, the strategies that were evaluated using Rumelt’s criteria and the matching matrices will be
compared and assessed. Their relative attractiveness will be determined based on the key internal and external factors
derived from the input stage matrices: IFE, EFE and CPM. Four strategies evaluated previously, however, only three will
be included in the QSPM as the strategy to “increase efforts on fundraising” is a basic strategy of non-profit organiztaions
to fund their conservation efforts. Moreover, the fourth strategy and the second strategy which is to “improve visibility and
increase people’s awareness’” are somehow overlapping which violates the rule that strategies evaluated in the QSPM
must be mutually exclusive.
Quantitative Strategic Planning Matrix
Strategy 1
Strategy 2
Strategy 3
Increase
Improve visibility
Strengthen public
and private
collaborations
focusing on the
CSR initiatives of
those institutions.
and increase
people’s
awareness through
environmental
education,
communication,
marketing and
campaigns
investment in R&D
by 10% that would
aim to capture the
environmental
stuation which
would aid WWF in
their efficient
planning of
conservation efforts
and monitoring
emerging threats
23
Key Factors
Weight
AS
TAS
AS
TAS
AS
TAS
0.09
2
0.18
3
0.27
4
0.36
0.06
4
0.24
3
0.18
2
0.12
0.07
4
0.28
3
0.21
2
0.14
0.06
4
0.24
2
0.12
3
0.18
0.06
4
0.24
3
0.18
2
0.12
0.05
4
0.2
3
0.15
2
0.1
Strengths
1. Had an expense of only $0.0985 for
each $1 raised making it one of the top
non-profit organizations. ($291.49M
operating revenue were generated in 2014
from $28.7 M fundraising expense).
2. 77% of revenues were spent in direct
support of conservation programs.
3. World’s largest independent, nonprofit
conservation organization with a strong
brand name and a long, respected history
of successful track records.
4. Administrative expense and fundraising
expenses represent only 4.8% and 10.8%
of total expenses respectively.
5. Has great global presence (operates in
100 countries, 1M members in the US, 5M
members globally, 6200 fulltime staff).
6. Partnership with big organizations such
as UNEP, IUCN, Coca Cola, Avon, etc., in
achieving WWF's objectives.
24
7. The current ratio increased from 2.28 in
2013 to 2.35 in 2014 while the working
0.04
-
-
-
0.02
-
-
-
0.02
4
0.08
2
0.04
3
0.06
0.02
4
0.08
3
0.06
2
0.04
0.03
-
0.04
4
capital has a ratio of 1.59:1.
8. Strong organizational code of ethics to
remain global, independent, multicultural,
and nonparty political.
9. WWF's 10-year goal to "measurably
conserve 15 to 20 of the world's most
important eco-regions.
10. WWF's successful past projects
including Wildlands and Human Needs
initiative on the co-existence of both rural
people and wild animals without having
negative impact on the natural habitats.
11. In support of global conservation, Bank
of America has offered a WWF Visa card
-
-
since 2009
12. Renewal of partnership with Coca Cola
(partner since 2007) until the year 2020.
The partnership focuses on reducing the
0.16
3
0.12
2
0.08
carbon content & sustaining fresh water
supplies.
25
13. Recognizing its impact on the
environment, Avon - a large producer of
brochures and consumer paper products
0.04
4
0.16
3
0.12
2
0.08
0.07
4
0.28
3
0.21
2
0.14
0.05
3
0.15
4
0.2
2
0.1
0.06
-
-
-
0.04
-
-
-
0.03
3
with distribution in over 120 countries, has
partnered with WWF in two key areas.
Weaknesses
1. In-kind contribution decreased by 27%
from $64.3M in 2013 to $46.96M in 2014
which is not good since funding relies
heavily on contribution.
2. Operating Expense on Public Education
Program decreased by 20.83% from
$81.74M in 2013 to $64.71M in 2014.
3. Have a broad focus, mission, and vision
which may be difficult to attend to.
4. Have dual title in their Organizational
Structure such as that for President and
CEO, and Senior Vice President and
General Counsel.
5. WWF's stand in Cecil the Lion's killing
issue when they tolerated hunting for
0.09
4
0.12
2
0.06
sports.
26
6. Individuals contributed 32% while
corporations contributed only 4% of total
0.03
4
0.12
3
0.09
2
0.06
0.02
3
0.06
4
0.08
2
0.04
0.05
2
0.1
3
0.15
4
0.2
0.03
3
0.09
2
0.06
4
0.12
0.02
-
revenue.
7. Bequests, endowments, and split
income gifts decreased by 58.27% from
$29.21M in 2013 to $12.19M in 2014.
8. No distinguishing characteristic from
competitors.
9. Even with WWF's efforts to save
Rhinos, still, Rhino poaching has increased
by 9,346% from 2007 to 2014.
10. Total asset turnover decreased from
0.61% in 2013 to 0.59% in 2014.
-
-
1
Opportunites
1. Expansion of WWF Office to Myanmar
after partnering with the government
(regarded as rich natural capital; 3 pristine
0.06
4
0.24
3
0.18
2
0.12
0.05
3
0.15
4
0.2
2
0.1
rivers, over 250 mammal species, more
than 10000 bird species)
2. Global awareness for wildlife welfare on
many fronts was raised due to the death of
Cecil (a lion) by a hunter named Palmer
27
3. Increase of 12% contribution from 20132014 for non-profit organizations,
philanthropy is now becoming more
0.04
3
0.12
4
0.16
2
0.08
0.05
4
0.2
3
0.15
2
0.1
0.06
3
0.18
2
0.12
4
0.24
0.05
4
0.2
3
0.15
2
0.1
0.06
3
0.18
2
0.12
4
0.24
prevalent.
4. In 2014, HP Canada partnered with
WWF to launch Spring Things – which
creates a link between employees and
environmental conservation through events
and campaigns
5. In 2014, WWF worked with the
Namibian Ministry of Environment and
Tourism to field test an integrated network
of technologies. In the second phase,
WWF will work with additional
governments, including Nepal and Kenya,
to implement the project under different
field conditions.
6. A US government legislation was
implemented - Wildlife Trafficking
Enforcement Act, which increased the
penalties associated with wildlife trafficking
7. Establishment the Bioplastic Feedstock
Alliance, where leading global companies
have committed to the development of
28
plastics made from plant-based material
8. 1 billion people rely on fish as an
important part of their diet and that more
than 520 million livelihoods are supported
0.06
3
0.18
4
0.24
2
0.12
0.07
2
0.14
4
0.28
3
0.21
0.05
4
0.2
3
0.15
2
0.1
0.03
4
0.12
3
0.09
2
0.06
0.05
4
0.2
3
0.15
2
0.1
by fishing and its related activities.
9. According to National Geographic, 68%
of consumers in 18 countries believe that
climate changes are due to human actions
10. According to Fortune, 100 companies
report savings of$1.1 billion annually
through energy efficiency and renewable
energy.
11. According to New York Times, number
of nonprofits has increased 60% in the
last decade.
Threats
1.
The Nature Conservancy’s research
shows that currently half of the world’s
major rivers are seriously polluted and/or
depleted and that within 10 years, most
people on the planet will face water
29
shortages
2. Global condition of wildlife and wild
areas has steadily declined, especially in
the ocean, 60 percent of the world’s
0.06
4
0.24
3
0.18
2
0.12
0.05
2
0.1
4
0.2
3
0.15
0.04
2
0.08
4
0.16
3
0.12
0.03
4
0.12
3
0.09
2
0.06
ecosystems declined.
3. World’s population expected to grow to
9 billion by 2050 and the demand for food
is expected to double
4. Leading hazards to human health are
climate change, stratospheric ozone
depletion, changes in ecosystems due to
loss of biodiversity, changes in
hydrological systems and the supply of
freshwater, land degradation, and stresses
on food-producing systems.
5. Only 3.4% of oceans are being
protected - they might cover over 70% of
our planet’s surface, but even the vast
majority of the world’s few marine parks
and reserves are protected in name only.
30
6. International Panel on Climate Change
(IPCC) forecasts a temperature rise of 2.5
0.04
2
0.08
4
0.16
3
0.12
0.02
4
0.08
3
0.06
2
0.04
0.04
4
0.16
3
0.12
2
0.08
0.04
4
0.16
3
0.12
2
0.08
0.05
2
0.1
4
0.2
3
0.15
degrees
7. The Brazilian economy contracted 0.2 in
quarter 3 of 2014, following a drop in the
previous period. This is a threat to
conservation efforts especially in the
Amazon Rainforest
8. Globally, the loss of forests at a
staggering 48 football fields per minute
9. Wildlife population of mammals, birds,
reptiles, amphibians, and fish have
declined by 52% over the last 40 years
10. According to GEF organization, the
land degradation affects 33% of the earth’s
land surface, with consequences affecting
more than 2.6 billion in more than 100
countries
Sum Total Attractiveness Score
5.98
5.64
4.49
The strategies used in the QSPM were chosen after taking into consideration the current environment of the non-profit
industry as well as the revisions made by the group in WWF’s mission and vision statements.
31
Based on the QSPM prepared, the strategy to ‘Strengthen public and private collaborations focusing on the CSR
initiatives of those institutions’ is the most attractive strategy since it allows WWF to collaborate with other organizations in
their conservation initiatives thereby significantly reducing the cost of such activities.
The strategy to ‘Improve visibility and increase people’s awareness through environmental education, communication,
marketing and campaigns’ is associated with the increasing trend of awareness that human actions are the cause of
environmental problems. This strategy aims to further stimulate the consciousness of people and also obtain additional
contributions by capturing the increasing trend of philanthropy.
The third strategy is all about ‘investing in R&D for efficient planning of conservation efforts and monitoring emerging
threats’. Basically, this strategy allows WWF to differentiate itself from its competitors by the use of technology in their
conservation efforts. Also, it targets efficient operations in the long run.
Given that most opportunities and threats are related to environmental issues, collaborating with other organizations
for conservation projects adds to the first strategy’s appeal as it has direct impact on environmental issues. Compared to
the first strategy, the second and third strategies are less attractive because awareness and R&D only has indirect effects
on environmental issues. In addition, partnering with other organizations with CSR initiatives that aims to preserve the
environment has a higher probability of success. However, we cannot discount the fact that the other two strategies are
also beneficial for WWF because both have long term effects as compared to the first strategy. Hence, the team decided
to implement the three strategies with varying time horizons. This will be reflected in our proposed Action Plan in the
following section.
32
ACTION PLAN
Projects
Environmental Witness
Program
Eyes on the Sea
Jan-15
Feb-15
Mar-15
Apr-15
Jun-15
Jul-15
Aug-15
Nov-15
Dec-15
Jan-16
Feb-16
Mar-16
Apr-16
May-16
Jun-16
Jul-16
Aug-16
Sep-16
Oct-16
Nov-16
Dec-16
PLANNING
PLANNING
Panda Runner
PLANNING
PLANNING
Save Maurice
PLANNING
Disrupt Tiger Trade
Educational Summer Camps
and School Campaigns
Educational Awareness
Action Fund
Educational Awareness in
Communities
Oct-15
PLANNING
Co-manage Salonga
National Park with AVON
Assessment of Myanmar
Sep-15
PLANNING
Fight for the Wild
Increase Social Media
Presence
May-15
PLANNING
PLANNING
PLANNING
PLANNING
PLANNING
33
Strategy 1: Strengthen public and private collaborations focusing on the CSR initiatives
of those institutions
Project 1. Launch Eyes in the Sea Project with the US and other governments that
supports the Port States Measures Act of the United Nations (to allow its
enforcement – lack of ratification) that will help in completely banning illegal
fishing through increased legislation
A. Problem
Illegal fishing is threatening the food supply of coastal communities as fish
populations decline due to overfishing in areas fishers are not permitted to access.
Illegal fishing is a key driver of global overfishing, it threatens marine ecosystems,
puts food security and regional stability at risk, and is linked to major human rights
violations and even organized crime.
B. Goal
Short term goal – convince governments to ratify the PSMA
Long term – ratification of Port States Measures Act which aims to eliminate illegal
fishing through increased legislation and regulations for ensuring traceability within
the global seafood marketplace
C. Environmental Impact
Addressing illegal fishing will positively contribute to the equitable growth and
empowerment of the people who rely on oceans for food and income
D. Partners
Governments and United Nations
E. Resources Needed
Sea patrols, Electronic Monitoring Systems, AIS
F. Specific step to implement
1.
Form partnerships with specific governments (Angola, Australia, Benin,
Brazil, Canada, Chile, European Union, France, Gabon, Ghana, Iceland,
Indonesia, Kenya, Mozambique, New Zealand, Norway, Peru, Russian
Federation, Samoa, Sierra Leone, Turkey, United States of America and
Uruguay). All the countries mentioned are signatories yet not all are already
ratified.
34
2.
-
Encourage partner countries to push for increased legislation and regulation
Prohibit foreign vessels that are suspected of illegal activity from receiving port
services and access.
-
A vessel having a known or suspected record of illegal fishing would be turned
away or subjected to immediate inspection.
-
If there is evidence of illegal catch, port officials would prohibit the landing of the
catch.
-
Information is key. A standard document must be required of all commercial
fishing vessels which would contain:
i.
Information that can document the legal origins of seafood as a condition
of import
ii.
Use of a traceability system from bait to plate to capture key information
iii.
Border measures, building on existing government tools, that will facilitate
efficient decisions for market access.
3.
-
Make technology available to all member states
AIS (Automatic Identification System) which can reveal where illegal fishing
activity may be taking place through the use of existing satellite data. Ships using
AIS equipment transmit their identity, position, course and speed. Much like air
traffic control data, AIS data helps prevent collisions and allows authorities to
monitor vessel activities. The information is collected by special receiver stations
along coastlines and recently by satellite as well.
-
Install electronic monitoring systems aboard tuna purse seine vessels and
other commercial vessels, which collects and shares information in real-time to
provide better estimates of the tuna catch
G. Schedule of Implementation
The planning part will include the identification of possible countries that will be a
part of the program. After which, meetings will be held with the heads of the
respective countries to discuss the Ports States Measures Act and to draft a
stricter legislation with regards to illegal fishing that will support said act.
Project 2. Use partnership with AVON to co-manage Salonga National Park in the
Democratic Republic of Congo with the aim of addressing illegal logging,
biodiversity loss and to support local livelihoods
A. Problem:
35
-
Disastrous mix of neglect, disarray, insecurity and poaching.
-
Insufficient management capacity, poor governance, and weak law enforcement
devastated the park
-
Forest Elephants (Forest Garderners) have never been more
threatened: poaching and trafficking are a highly lucrative business, prompted by
the skyrocketing ivory prices on international markets
-
Logging, oil palm plantations, population growth and road development have
strained the traditional resource management system.
B. Goal
To protect the park by reducing the illegal trade of bush meat and endangered species,
enhancing law enforcement and prosecution of perpetrators, while also ensuring
livelihoods for the people in and around Salonga. Also, have the Salonga National
Park removed from the World Heritage Sites in Danger list as soon as possible and
guarantee protection for one the DRC’s last remaining forest elephant populations
C. Environmental Impact
-
Ecotourism assessment highlights the potential for tourism. Tourism fees can be
used for maintenance of park.
-
Protection of biodiversity. Salonga National Park is highly valued for its fish
diversity on which millions of people depend directly or indirectly. The park acts
as a reservoir for fish stocks downstream
D. Partners
Congolese Institute for Nature Conservation, Democratic Republic of Congo and AVON
E. Resource Needed
Spatial Monitoring and Reporting Tool, Park Rangers, signages, funding
F. Specific Steps for Implementation
1.
Reinforce provincial governments, staff levels and funding levels to reach what is
needed for effective management and protection of the park
2.
Create agreements between governments to allow for free movement of park
staff across borders and joint patrols, bolstering anti-poaching operations.
3.
Expanding and professionalizing the ranger force protecting the park, ensuring
stronger involvement of neighboring communities in conservation, promoting
sustainable alternatives to bush meat hunting and fishing, and securing
ecological corridors between the park’s two blocks
36
4.
Address the needs of local communities that depend on the forests, empowering
them to steward their resources and improve their livelihoods.
-
Provided fuel-efficient stoves and work with communities to find alternative wood
sources through private and community forests to put an end to illegal logging
G. Schedule of Implementation
Meetings with Congolese Institute for Nature Conservation, Democratic Republic of
Congo and AVON will be organized on the first three months to formulate specific action
plan on the conservation of the park. Also, representatives from all parties involved will
do visitations to check the manpower needed and to talk about the project to the people
living within the vicinity.
Project 3. Continue partnering with the US government, other governments and
TRAFFIC to put increased security on wildland trafficking by launching the project
Fight for the Wild
A. Problem
-
Illegal wildlife trade is “the fifth most profitable illicit trade in the world, estimated
at up to $10 billion annually,” ranking behind drug and weapons trafficking
-
Rhino horn, elephant ivory and tiger products continue to command high prices
among consumers, especially in Asia. In Vietnam, the recent myth that rhino horn
can cure cancer has led to massive poaching in South Africa and pushed the
price of rhino horn to rival gold.
-
Corruption, toothless laws, weak judicial systems and light sentences allow
criminal networks to keep plundering wildlife with little regard to consequences.
These factors make illegal wildlife trade a low risk business with high returns
B. Goals
-
Aims to improve protection of wildlife by reaching countries not yet supported by
current WWF projects on wildlife protection
-
Raise awareness for wildlife trafficking to gather Fighters for the Wild and
encourage informed decisions when purchasing wildlife based products through
public education
-
Prevent overexploitation of natural resources which harms the balance of nature
as well as human livelihoods
C. Environmental Impact
37
Maintaining the balance of nature and conservation of the world’s endangered
species
D. Partners
Tech Companies (Google, Amazon etc), Governments (both current members and
nonmembers) , TRAFFIC
E. Resource Needed
-
Electronic eye Technology
-
Wildlife Crime Technology Project (with Google)
i.
Unmanned Aerial Vehicles (UAVs) for rapid response
ii.
Digital monitoring systems that monitor high-risk areas and boundaries of
protected areas
iii.
Affordable wildlife/patrol tracking devices connected through mesh
networks
iv.
Acoustic detection software
v.
Micro-radar for monitoring and detection
vi.
Thermal cameras and human detection software
vii.
Data integration and analysis through Spatial Monitoring and Reporting
Tool (SMART)
F. Specific Steps for Implementation
1. Partner with countries not yet part of WWF’s action for Wildlife Protection
(Philippines, Australia etc)
2. Strengthen wildlife laws with higher fines and jail times of member countries to
help deter poaching and trafficking
3. Stationing inspectors at ports across the country and providing enforcement
training around the world
4. Combines more traditional forms of advocacy (billboards, magazine
advertisements, op-eds) with technology (social media campaigns, online
appeals) to create a global community response to the black market trade in
wildlife parts.
i.
Raise awareness through campaigns (pamphlets, public service
announcements, and infographics)
38
ii.
Simplify shopping guidelines for consumers, identify prohibited
products and eliminate the loopholes that make it easy for criminals to
traffic wildlife online
5. Use Electronic Eye Technology and other technology based protections- The
real-time monitoring system watches over a park day and night, alerting
response teams with a text message or email at the first signs of human
movement in restricted areas.
G. Schedule of Implementation
First three months will be allotted to establishing partnerships with the government
and creating of drafts for laws that could strengthen the protection of wildlife in areas
where Wildlife Protection is not yet established.
Project 4. Form a partnership with Durell Wildlife Conservation Trust and
Dreamworks Productions to launch the project SAVE MAURICE which aims to
increase the protection provided to lemurs and other wildlife in the Madagascar
forest
A. Problem
One of the main reason why the population of lemurs and other wildlife found in
Madagascar is being threatened is due to habitat loss. Their habitats are being cut
down at an alarming rate
B. Goal
Short term goal – to protect lemurs and other wildlife in Madagascar forest through
habitat protection and restoration
Long term –– increase the number of lemurs and other wildlife in Madagascar forest
C. Environmental Impact
It is important to save the wildlife because they maintain the “balance” of nature. In
the case of lemurs, they are the major dispersals of tree seeds native to the
Madagascar forests. With the threat of extinction on their species, the balance of
nature is being disrupted.
39
D. Partners
Durell Wildlife Conservation Trust and Dreamworks Productions
E. Resources Needed
Seedlings/saplings, national park
F. Specific step to implement
1. Reforestation programs (Reforestation grants):
a. One reason lemurs and other species are so endangered is that their
habitats are being cut down at an alarming rate.
b. focuses on supporting communities in regaining ecological integrity and
enhancing human wellbeing in deforested and degraded landscapes
through forest restoration
c. communities must be tapped to initiate reforestation efforts with the
partnership of Durell Wildlife Conservation Trust and Dreamworks
Productions
2. Enhance ecotourism to benefit the wildlife and the people
a. Adopt a national park located in Madagascar forest where the
conservation efforts of saving and protecting the wildlife would focus
b. Income from the tourists should be used to maintain the national park
c. Require each tourist to plant a tree within the national park
G. Schedule of Implementation
First 3 months will be for planning, but in the first month there should be a meeting with
Durell Wildlife Conservation Trust and Dreamworks Productions if they will agree on the
partnership. Visit the national parks to be adopted during this duration and also try the
“plant a tree” every visit in the said national park. For the 2nd to 3rd months of the first
year there will be visitations to lemurs and start on the reforestation projects.
Project 5. Disrupt the global tiger trade in Myanmar through the Wildlife Crime
Law Reinforcement and promotion of new wildlife legislation to improve brand
image
A. Problem
Illegal wildlife trade has always been a problem to the tigers in Myanmar. These tigers are
illegally hunted in the regions of Myanmar and parts as ornaments are being sold in the
Asian markets
B. Goal
40
Short term-strengthen the enforcement of Wildlife Crime Law Reinforcement
Long term-stop illegal trade of tigers
C. Environmental Impact
Having an effective law against tiger trade and protecting their species would increase the
number of tigers.
D. Partners
Government of Myanmar, media
E. Resources needed
Patrol cars, CCTV
F. Specific step to implement
1. Monitor poaching activities
a. Policemen/guards be assigned in the areas where tigers are located to increase the
presence of the law
b. Screen the people to be assigned through a strict screening process in order to make
sure that they cannot be bribed by the illegal hunters
2.
Support the law against trafficking
a. News regarding traffickers should be highlighted and not to be taken for granted
b. Instill in the mind of the public the consequences of participating in the illegal act through
the news
3. Stop the buying
c. Conduct a surprise visit in the market and confiscate products that are found to be from
the tigers
G. Schedule of Implementation
First month should be meeting with the government of Myanmar as well as their Ministry on
Environment to discuss details on how to effectively lessen illegal trade. On the first three
months of observing the current situation and planning, creation of the draft for a law against
illegal tiger trade.
Project 6. Form a team that would assess Myanmar’s natural resources which
would include identifying where they are located, what benefits they provide to
41
people and how they might change under different climate change and
development scenarios. This assessment may enable better policy decisions for
the country as a whole
A. Problem
Myanmar is the newest office site of WWF. Since it is new, WWF does not still
have full knowledge of the effect of climate change and development on a
specific natural resource,
B. Goal
Short term-asses Myanmar’s natural resources and identify possible problems
Long term- Develop policies from the assessment
C. Environmental Impact
People are better equipped with knowledge on how to manage natural resources
to withstand climate change and development
D. Partners
Government, NGOs,
E. Resources needed
Assessment tools ,monitoring instrument
F. Specific step to implement
1.
Identify Key Areas/natural resource
2. Include areas that need to be prioritized
3.
Asses the identified areas including the monitoring and maintenance
4. Analyze and interpret data from assessment and use this to design and
implement policies for the future
G. Schedule of Implementation
Since the WWF Office in Myanmar is newly established and the said country is known for its
biodiversity and endangered species, the first 2 months should concentrate on forming a
team that will assess the situation of eco regions as well as researchers who can capture
the impacts of adverse environmental happenings. This includes meeting with various
NGOs and deploying them to different areas for assessment. After this, WWF Myanmar
together with the government can develop policies for the conservation of affected areas.
42
Strategy 2: Improve visibility and increase people’s awareness through environmental
education, communication, marketing and campaigns.
1. Increase spending in public education by 10% to encourage increasing awareness
of environmental issues (W2, O2, O9).
A.
Problem
The financial statements show that spending in public education decreased by
20.83% indicating that lesser priority is given for educating people about the present
and future condition of the earth. Environmental awareness for each and every one
is vital for sustaining and protecting the environment. Thus educational funding
should also be prioritized.
B.
Goal
The goal is to increase environmental awareness to the youth, particularly high
school students, as well as to the community living near duly protected wildlife
habitats. This project will focus on some geographical regions in China, Madagascar,
and the Amazon. These areas are chosen as the first 3 pioneer regions because of
their characteristics of being biodiversity hotspots—a home to thousands of species
on earth. Also, the regions to be selected are the ones wherein a certain community
lives near wildlife habitats that need to be protected. By educating students and
communities near these areas and instil in them respect and responsibility for nature,
they can make a move to sustain and protect the environment that they are living in
and at the same time influence the community around them to do the same. This
program also gives opportunity for recruiting new volunteers for the organization and
potential future ambassadors as well. Furthermore, this strategy also aims to help
communities in having sustainable livelihood while protecting the environment that
they are living in as well as the wild animals living near them.
C. Environmental Impact
Increased environmental awareness to people, especially the youth which comprises
1.8 billion of the world’s population, would impart to them the significance of being
mindful of their actions and their respective consequences to nature. The collective
43
actions of each individual would have a greater impact in sustaining and protecting
the natural world from environmental threats caused by human actions.
D. Partners
Ministry of Education (for each country), National and local government units
E. Resources Needed
Educational materials, venue for lectures and camp, campaign ads
Budget: $ 6, 471, 000 (each year for 2 years)
F. Specific step to implement
Project 1: Generation Green Camp

Gather student leaders from different schools near geographic regions chosen to
a 5-day summer camp for environmental awareness (these students could
preferably be Eco Club members of schools).

The camp would include lectures about the environment, what people are doing,
and consequences of what they have done to nature and the next generation
(infographics from advertisement campaigns can be used here). This is the most
vital part which should make the students believe that any small or big things that
they are doing will have a great effect on the environment and urge them to make
a move.

Follow-up: the youth who attended the camp must instill their learning in their
own school. If possible, staff or volunteers could also follow up these individual
schools to make sure action plan is being implemented.
Project 2: Educational Awareness Action Fund
 A fund of $1,000 or higher (whichever is appropriate) is given to each school’s
Eco Club who would propose a project that is in line with the company’s vision
and mission. These projects proposed would be examined and approved by a
panel of judges. A project can be proposed by each school that will need the
appropriate funding.
 A follow-up for these implemented actions is also necessary.
Project 3: Educational Awareness in Communities living near Wildlife Habitats
44

Go to each community selected ask for permission from the community’s head to
conduct livelihood sustainability program to their people

Gather first and educate the people about the concerns in their environment, the
consequences of their action, and the habitat and animals that they can
potentially protect.

Give proper lectures as to how they can live in their community without harming
the wild animals living in the habitats near them while at the same time protecting
those habitats for their benefits.

Give proper lectures on making a living (such as making quality products from
recycled materials, use substitutes to those products that are harmful to nature,
etc.)

Always follow-up the community’s progress time after time.
G. Schedule of Implementation
First three months of the Generation Green Camp will be on negotiations on the education
department of each country or area to strengthen these projects for students like establishment
of an eco-club which has goals aligned to that of WWF. If Eco-clubs already exists in each
school, connection with must be strengthened in order to establish a relationship. After the
preparation stage, a summer camp is to be held for members of these clubs on the fourth month
(April 2015) and this event will recur yearly on the same month.
For the educational awareness action fund, one month of allocation and budgeting will be done
together with the clubs (includes visitation of during the establishment of club per school), this
also includes orientation on the proper creation of activities and the right way of documenting
the outputs per school year.
Integration with locals and talks about environmental awareness and sustainable livelihood
programs should be specific to the needs of a certain community; it would take 1-2 months for
visiting and planning and 3 months for the proper lectures with the community. Follow-ups with
the community’s situation will then be made every six months.
Project 4. Increase Social Media presence by spreading infographic materials
online, provocative ads, and videos highlighting environmental issues. And
45
actively updating social media accounts of WWF, such as Twitter, Facebook, and
Instagram about current issues and activities of WWF worldwide. They can also
use this medium to raise fund by mentioning the projects that needs fund that
are to be implemented by WWF. They can post their bank account and other
medium to donate.
A. Problem
Increasing harmful human activities that greatly contributes to biodiversity
degradation. Another problem is the ignorance of people about the current
environmental issues that are prevalent and alarming worldwide
B.
Goal
Long term – To increase awareness and educate people outside educational
institutions regarding issues and current state of the earth’s biodiversity. This
also aims to increase funds through donations. To capture the attention of the
increasing social network sites users. This is also an opportunity for WWF to
easily get the attention and participation of all earth warriors worldwide.
C.
Environmental Impact
This would lessen the harmful human activities if the people are aware. More
supporters and donors for projects that would protect the biodiversity.
D. Partners
WWF supporters, Social Networking companies
E.
Resources Needed
Technological Resource (Computers, Internet connection)
F.
Specific step to implement
a. Release infographic brochures online containing news about alarming
environmental issues. These brochure may also contain projects and plan of
actions of WWF regarding these issues and how the reader can support
these plan of actions.
b. Release provocative ads highlighting disturbing consequence or
consequences of human activities against environment and animals. They
46
can also highlight the current status of the earth’s biodiversity and animals
that are endangered.
c. Create informative videos that it can post online and use during symposiums
or seminars that would highlight the negative impact of human activities to the
wildlife and their habitats and can also emphasize the need for action and
support of the viewers. These videos can also be shown to cinemas before
watching movies, through these the viewers can be encouraged to donate
and to join WWF’s activities.
G. Schedule of Implementation
WWF should not only be active in managing its website but also on their other social media
accounts since the audience is a lot bigger on Facebook, twitter and etc. First three months
should be allotted to a creation to small group of volunteers who will manage the said accounts.
In this team, there should be a team who will do the official publications which will be posted
online.
Project 5. WWF can organize fundraising events like Run for Change, Run for Panda or
Panda Runner, a marathon event globally. They can also organize other athletic
fundraising events, like triathlon, cycling, and obstacle courses.
A.
Problem:
WWF organizes very few fundraising events resulting to a low revenue from fundraising
reflected on its financial statement.
B.
Goal
These events would not only raise funds for the organization, these events can also raise
awareness and at the same time it is fun and a healthy activity for the participants.
C. Environmental Impact
With the help of the funds that will be raised from these events, WWF can pursue more
projects that would focus on protecting wildlife and their habitats.
47
D. Partners
NGOs, Event Organizers
E.
Resource Needed
Technological Resources (Computer, Internet connection) Finance
F.
Specific Steps for Implementation
1.
Create advertisements and announce these upcoming fundraising activities a
month before the event proper. Partner with event organizers in places
selected. It is recommended to select first world countries to host these events.
Or countries that highly supports WWF and NGOs that protects the
environment.
3. Expanding and professionalizing the ranger force protecting the park, ensuring stronger
involvement of neighboring communities in conservation, promoting sustainable alternatives
to bush meat hunting and fishing, and securing ecological corridors between the park’s two
blocks
4. Address the needs of local communities that depend on the forests, empowering them to
steward their resources and improve their livelihoods.
- Provided fuel-efficient stoves and work with communities to find alternative wood sources
through private and community forests to put an end to illegal logging
G. Schedule of Implementation
Panda Runner is an annual event to raise funds and increase awareness, planning should start
at the beginning of the year and should be minimum of 3 months since it should be done with
sponsors, other interested partners and the processing of license and permits as well.
48
Strategy 3: Invest on Research and Development to capture the environmental situation
which would aid WWF in their efficient planning of conservation efforts and monitoring
emerging threats.
A. Problem/ Current Research Mechanism:
They conduct research on endangered species for every critical eco regions identified
per area or country only, but the gap is to reach out to the local community for they are the ones
who are experiencing the impact. Also this will focus on each area going to a global scale in
capturing the real world impacts. The strategy on research should be a combination of fieldbased projects, and scientific research. It is vital to involve local communities and indigenous
peoples in the planning and execution of field programs, respecting their cultural as well as
economic needs
B. Goal
This strategy is positioned to be a service development for their research sector wherein
they will have a more organized way of conducting studies which will not only focus in
discovering the problems for each area but also its impact and partner with locals for each ecoregion to know more of details from indigenous people and local government units.
Environmental Witness Program
-Additional allocation of funds up to 10% increase
-Call the program, “Environmental Witness Program”, (A Market Penetration Strategy).
Implement it in each country they are already in. There is a need to be keen on the state of each
area in order to have a more efficient planning: Determine the problems, how to solve and also
to increase the awareness of the locals and also worldwide. This is also to determine, additional
indicators and ways of thinking give new perspectives on the state of the planet.
- Conduct research which will specifically capture the effect of specific environmental issue per
area/country.
Example:
WWF in China
49
Eco-region
Current Situation
Impact
Tibetan Plateau
climate change is
These developments
evident, which has
not only threaten the
been rising on the
survival of wild plants
plateau at a rate of
and animals, but also
about 0.17C/decade
threaten livelihoods
over the last three
as well as plans for
decades
the economic
Possible Actions
development of the
entire Tibetan
Rapid melt off of
Plateau.
glaciers on isolated
but regionally
important "snow
peaks" that are
scattered across the
arid northern plateau;
the disappearance of
permafrost and the
drying up of important
wetlands and streams
- document the real world impacts of climate change on the lives of people directly dependent
on the land, such as livestock herders and farmers, through interviews with these rural dwellers
C. Resources needed:
-More WWF researchers assigned in a specific area
-Partly, there will be a small portion of funds for the online publication of a newsletter per
country/area. This will be distributed physically (to schools and government units) and also,
50
online. This will be an effective tool to update the citizens of the area of its current situation and
also increase brand awareness as it becomes a strategic outreach to the people.
-More volunteers to interview locals or to integrate with people near the affected area
-the need for online applications to detect or monitor the environmental situation in a certain
area
D. Specific steps
Specific steps for Implementation:
1. Local WWF must conduct a research to identify critical eco-regions or to prioritize
2. Identify the current situation, interview locals and government sector of the specific area
for more information
3. Develop plans and partnerships with willing agencies or organizations in that country for
efficient and effective planning
4. Results from the conducted research, capturing the impact of the situation in status quo
should be published online,
5. Partner with the national government (or their department of environment) for the
execution of solutions and plans developed.
E. Importance
Some of the issues faced by WWF is on the information it has released, one of which is
in “June 2009, when Touch Seang Tana, chairman of Cambodia's Commission for Conservation
and Development of the Mekong River Dolphins Eco-tourism Zone, argued that the WWF had
misrepresented the danger of extinction of the Mekong dolphin to boost fundraising”.
There must be a close relationship with the local environment arm of the government in
the authentication of the research, rather than to conduct and conclude without any validation.
This is to reduce miscommunication and false data that could have a negative effect on WWF’s
brand.
F. Schedule of Implementation
51
Environmental Witness Program is an enhanced mechanism for WWF’s research sector,
planning on how this strategy (community and local integration, research on critical areas) will
be implemented and talks with government and NGO partners will be good for 3 months. On the
4th month, WWF will start to look for volunteers for community integration – locals will be
interviewed and this is part of the research program, at the same time documenting real life
impacts of environmental dilemmas in a certain area. During this month, each WWF office of the
mentioned countries will start to implement “Environmental Witness Program).
52
WWF
WWF
China
China
-Yang Tze
- Great
Mekong
-partner with China
Renewable Energy
Entrepreneurs Club
(composed of
business men and
govt officials on
research regarding
energy, funding on
research initiatives,
or for more
volunteers
-together with China
and the China Council
for International
Cooperation on
Environment and
Development (this
org published a
footprint report in
2008)
-partner with the
national government,
in order to connect
with local
government units in
doing research,
interviews on locals
who are within the
eco-region
Brazil
Brazil
-Amazon
Rainforest
-partner with
other NGOs in
conducting
research such
as the Institute
for Ecological
Research
-collaborate
with Ministry
of the
Environment
specifically
with its arm the
Institute of the
environment
and Renewable
Natural
Resources
(IBAMA –
implements
laws on
deforestation, )
in conducting
the research
and interview
in the Amazon
area
Madagascar
Borneo
&
Borneo
& Sumatra
Sumatra
- home to some of
the world’s most
diverse rain
forests
and Southeast
Asia’s last intact
forests
-unlike other
WWFs local
offices, this one
should establish a
defined
partnership with
the Indonesian
gove
rnment first.
-partner with
Indonesian Council
of Ulema on
Protecting of
Endangered
Species for
Ecosystem Balance
will serve as a tool
to strengthen
research
conducted relate
to endangered
species esp
elephants.
- should
collaborate with
indigenous people
of Indonesia
because they are
crucial to ____
-The
world’s 5th
largest island
harbors lush rain
forests, tropical
dry forests,
plateaus and
deserts.
-for research
related to marine
biodiversity, WWF
Madagascar
should work
closely with
National Authority
for the
Management of
Protected Areas
(ANGAP) and for
the integration
with the
fisherfolks, partner
with Malagasy
Fisheries
Administration
-use their existing
partnership with
UNIMA (world
renowned pioneer
in the aquaculture
industry) in
starting research
projects
specifically on the
conservation of
shrimps.
-
Southern
The Arctic
Madagascar
Chile
-Home
of
Valdivian
forests, and gulf
of Corcovado
(nursing grounds
for whales and
home to various
water animals)
- WWF office in Chile
is still new and
should establish a
strong relationship
with Chile’s Ministry
of Environment
which is also newly
established in the
year 2010.
-For the forests,
WWF can ask the
help of the Forest
Stewardship Council
in identifying
certified forests and
for additional
information in the
conduct of their
research.
-For more scientific
research
collaborations can be
made with Centro de
Estudios Científicos
(private non profit,
focused on scientific
research), and for
integration to
fisherfolks and
communities near
coastal waters Cetacean
Conservation Center
-where Bering Sea
is located, home
to
Polar bear, Arctic
wolf, Arctic fox,
Pacific salmon,
Seals
-WWF is the only
NGO which has an
observer status in the
Arctic Council, so it is
easier to collaborate
with the government
when it comes to
launching community
integration so that
locals of the arctic
will be involved in
capturing the
impacts of climate
change
-WWF can also
choose to partner
with various NGOs
but they can start
with Circumpolar
Conservation Union
which aims to
protect the
ecological and
cultural integrity of
the Arctic by
promoting
understanding and
cooperation among
Arctic indigenous
peoples.
53
ORGANIZATIONAL STRUCTURE
Existing Organizational Chart of WWF
President
& CEO
Carter Roberts
Chief
Operating
Officer
Chief
Conservation
Officer
Senior VP and
General
Counsel
Marcia
Marsh
Steven
Chapman
Acting Senior VP, Government and
Multilateral affairs
David
McCauley
Senior VP Markets and Food
Jason
Clay
Margaret
Ackerley
Senior VP
Private
Sector
Engagement
Suzanne
Apple
Chief
Financial
Officer
Michael
Bauer
VP Human
Resources
Elaine
Bowman
VP and Chief
Scientist
Jon
Hoekstra
Senior VP
Communicat
tions and
Marketing
Terry
Macko
Senior VP
Development
Julie
Miller
SVP for Oceans Acting Senior VP
Marine
Brad Ack
Seior VP Forests and Freshwater
Tom
Dillon
Senior VP Wildlife
Ginette
Hemley's
54
Proposed Organizational Structure
CEO
Chief Operating
Officer
Chief Financial
Officer
President for
Oceans &
Marine
President for
forests &
Freshwater
President for
Wildlife &
species
Chief
Conservation
Officer
VP Human
Resource
Senior VP Private
Sector
Engagement
Senior VP
Genreral Counsel
Senior VP
Research &
Development
Senior VP
Communications
& Marketing
Senior VP
Government and
Multilateral
Affairs
55
The organizational structure should be changed as new strategies are developed. In
WWF’s existing organizational structure, the president and CEO is the same person. In a good
organizational structure, the CEO should not carry the title president but this title should be
reserved for the heads of each division. In the proposed organizational structure, the position for
VP and Chief Scientist and Senior VP Development were dropped. These positions are merged
into one, the Senior VP for Research and Development, since their function is somewhat
interrelated. The position of Senior VP Research and Development is responsible for reporting
to the CEO any new research and development regarding WWF’s services. The Senior VP
Government and Multilateral Affairs is made to report directly to the CEO instead of to the Chief
Operating Officer because its function is crucial to WWF. WWF is relies heavily on partnerships
and different governments are one of their major partners toward protecting wildlife.
Each division’s position title was changed into president and the Senior VP Markets and
Food is dropped since it in not in line with their mission and vision. The Chief Conservation
Officer is made to report to the COO and not to the CEO because the function of Chief
Conservation Officer overlaps that of the COO.
PROPOSED STRATEGY REVIEW AND EVALUATION PROCESS
Six criteria are to be used in reviewing and evaluating the implemented strategies. The
following criteria are used:
Impact
In this criterion, it is being assessed whether each strategy implemented has achieved or
has significantly affected the goals established and the vision of the organization as a whole.
The intensity of the effect of the strategy to the organization is also to be assessed so that
appropriate actions can be taken in order to improve the current situation.
Internal consistency
It is the relevance of the strategies implemented with regards to the organization’s vision
and mission as well as its implementing policies. This criterion asks the question: “Are we doing
the right thing?” It also assesses how important were the strategies implemented regarding the
organization’s priorities and goals both for the short and long-run. It takes into consideration the
cumulative impact of each strategy on WWF’s goals. The strategies should not only be
56
evaluated individually but also how they relate to one another in order to achieve the
organization’s vision.
Consistency with the environment
It takes into consideration the sustainability of the projects implemented. If goals are
achieved, the organization must also ask if the positive effects or impact that was made through
these projects will be maintained even in the long run. It is vital for the organization to assess
and make sure that the purpose for what the project were made, are consistently being
achieved and is not just a one-time event.
Appropriate use of available resources
“Are the strategies efficient in operation?” This is one question that must be answered in
this criterion. WWF should always make sure that the resources used for these projects are
being allocated properly. Being efficient does not only save resources and time, but it also
contributes to the achievement of the company’s objectives. Budgeted resource allocation is to
be compared with the actual resources used to find out how efficient the project is. With this, the
organization can assess how efficient they are and identify the key areas where they have to
make improvements.
Appropriate time horizon
The time horizon is significant in every strategy. It must be asked: “Is the timeline that
was planned appropriate for the strategies implemented? The time for each project must be
enough to implement the strategies.
Workability
This criterion takes into consideration the effectiveness of the strategies implemented. It
assesses whether the objectives of the strategies were being achieved and how big is the
effectiveness of the project as compared to what was planned.
All of these six criteria could determine how successful the strategies that have already
been implemented are. It is to be noted however, that even though a project or a strategy has
not been successful in some of these criteria, this does not necessarily mean that the entire
project was a failure. The criteria were mainly intended to assess the strategies and find a way
to improve them in certain areas wherein the organization believed they have deficiencies in.
57
CONCLUSION
The stability which the species has enjoyed for over 11,700 years, that has
allowed civilization to flourish, can no longer be relied upon. Hence, it is a big challenge
for WWF to achieve its advocacy a hundred percent. As part of fulfilling its mission and
vision, it is a must for WWF to increase its collaborations with other organizations to
support their endeavors. From companies seeking sustainable ways of doing business,
to governments establishing protected areas.
From local non-governmental organizations delivering specific on-the-ground
projects, to global NGOs coordinating mass mobilization actions. From international
conventions driving better laws and policies, to local people managing and protecting
their natural resources. Together with other strategies to be implemented, such as
increasing awareness through education and thorough research and development for
assessing wildlife’s current situation in a micro-level scope, we are confident that it will
“contribute to the momentum to move from talk to action to ensure a resilient Earth for
future generations.”
58