INTRODUCTION ........................................................................................................................................ 3
I. Organizational Background .......................................................................................................... 3
Structure .............................................................................................................................................. 3
Scope ................................................................................................................................................... 4
Financial............................................................................................................................................... 4
FRAMEWORK FOR ANALYSIS .............................................................................................................. 5
ANALYSIS OF THE CASE ....................................................................................................................... 6
I. Vision, Mission, Goals and Objectives ........................................................................................ 6
Current Mission and Vision Statements.......................................................................................... 6
Critique on the Mission and Vision Statements ............................................................................. 6
Proposed Mission and Vision Statements ...................................................................................... 7
Goals and Objectives......................................................................................................................... 7
II. Internal and External Evaluation .................................................................................................. 8
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:
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
Customers
Technology
Survival, growth, and profitability
Philosophy
Distinctive Competence
Public Image
Employees
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
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:
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.
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).
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.
Weigh Weighte
Key Internal Factors Rating
t d Score
Strengths
8
Had an expense of only $0.0985 for each $1 raised making
it one of the top non-profit organizations. ($291.49M
1 0.09 4 0.36
operating revenue were generated in 2014 from $28.7 M
fundraising expense).
77% of revenues were spent in direct support of
2 0.06 4 0.24
conservation programs.
World’s largest independent, nonprofit conservation
3 organization with a strong brand name and a long, 0.07 4 0.28
respected history of successful track records.
Administrative expense and fundraising expenses represent
4 0.06 4 0.24
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 0.06 4 0.24
staff).
Partnership with big organizations such as UNEP, IUCN,
6 0.05 4 0.2
Coca Cola, Avon, etc., in achieving WWF's objectives.
The current ratio increased from 2.28 in 2013 to 2.35 in
7 0.04 4 0.16
2014 while the working capital has a ratio of 1.59:1.
Strong organizational code of ethics to remain global,
8 0.02 3 0.060
independent, multicultural, and nonparty political.
WWF's 10-year goal to "measurably conserve 15 to 20 of
9 0.02 3 0.06
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
0.02 3 0.06
0 people and wild animals without having negative impact on
the natural habitats.
1 In support of global conservation, Bank of America has
0.03 3 0.09
1 offered a WWF Visa card since 2009
Renewal of partnership with Coca Cola (partner since 2007)
1
until the year 2020. The partnership focuses on reducing 0.04 3 0.12
2
the carbon content & sustaining fresh water supplies.
Recognizing its impact on the environment, Avon - a large
1
producer of brochures and consumer paper products with 0.04 3 0.12
4
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
heavily on contribution.
Operating Expense on Public Education Program
2 decreased by 20.83% from $81.74M in 2013 to $64.71M in 0.05 1 0.05
2014.
Have a broad focus, mission, and vision which may be
3 0.06 1 0.06
difficult to attend to.
Have dual title in their Organizational Structure such as that
4 for President and CEO, and Senior Vice President and 0.04 1 0.04
General Counsel.
WWF's stand in Cecil the Lion's killing issue when they
5 0.03 1 0.03
tolerated hunting for sports.
Individuals contributed 32% while corporations contributed
6 0.03 2 0.06
only 4% of total revenue.
Bequests, endowments, and split income gifts decreased
7 0.02 2 0.04
by 58.27% from $29.21M in 2013 to $12.19M in 2014.
8 No distinguishing characteristic from competitors. 0.05 2 0.1
Even with WWF's efforts to save Rhinos, still, Rhino
9 0.03 2 0.06
poaching has increased by 9,346% from 2007 to 2014.
Total asset turnover decreased from 0.61% in 2013 to
10 0.02 2 0.04
0.59% in 2014.
Total 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.
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.
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
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 0.05 3 0.15
associated with wildlife trafficking
7. Establishment the Bioplastic Feedstock Alliance, where
leading global companies have committed to the development of 0.06 3 0.18
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 0.06 3 0.18
fishing and it related activities.
9. According to National Geographic, 68% of consumers in 18
0.07 2 0.14
countries believe that climate changes are due to human actions
10. According to Fortune, 100 companies report savings of$1.1
0.05 2 0.1
billion annually through energy efficiency and renewable energy.
11. According to New York Times, number of nonprofits has
increased 60% in the 0.03 2 0.06
last decade.
Threats
1. The Nature Conservancy’s research shows that currently
half of the world’s major rivers are seriously polluted and/or
0.05 3 0.15
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 0.06 2 0.12
ecosystems declined.
3. World’s population expected to grow to 9 billion by 2050 and
0.05 2 0.1
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
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
0.03 2 0.06
the world’s few marine parks and reserves are protected in
name only.
6. International Panel on Climate Change (IPCC) forecasts a
0.04 2 0.08
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 0.02 2 0.04
conservation efforts especially in the Amazon Rainforest
8. Globally, the loss of forests at a staggering 48 football fields
0.04 2 0.08
per minute
9. Wildlife population of mammals, birds, reptiles, amphibians,
0.04 2 0.08
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 0.05 3 0.15
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.
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
Growth
Potential 0.05 2 0.10 4 0.20 1 0.05 3 0.15
Financial
Profit 0.05 2 0.10 3 0.15 1 0.05 4 0.2
Weighted
Score 2.07 3.51 1.10 3.42
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
Fund conversion
6 Competition -4
efficiency
Working capital Market entry
4 -5
intensity barriers
Administrative Collaborative
4 -3
expenses efforts
Return on fundraising Technological
5 -2
expenses changes
4.8 -3.4
17
Competitive Position (CP) Industry Position (IP)
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:
SPACE2: WWF can organize fundraising events like Run for Change, Run for Panda or
Panda Runner, a marathon event globally
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
Strategy General Strategies
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
Increase efforts on fundraising
MP WO1
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.
21
WWF in their efficient
planning of conservation
efforts and monitoring
emerging threats
4. Increase efforts on
1 1 1 1 1
fundraising
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.
23
Key Factors
Weight AS TAS AS TAS AS TAS
Strengths
1. Had an expense of only $0.0985 for
each $1 raised making it one of the top
non-profit organizations. ($291.49M 0.09 2 0.18 3 0.27 4 0.36
operating revenue were generated in 2014
from $28.7 M fundraising expense).
2. 77% of revenues were spent in direct
0.06 4 0.24 3 0.18 2 0.12
support of conservation programs.
3. World’s largest independent, nonprofit
conservation organization with a strong
0.07 4 0.28 3 0.21 2 0.14
brand name and a long, respected history
of successful track records.
4. Administrative expense and fundraising
expenses represent only 4.8% and 10.8% 0.06 4 0.24 2 0.12 3 0.18
of total expenses respectively.
5. Has great global presence (operates in
100 countries, 1M members in the US, 5M 0.06 4 0.24 3 0.18 2 0.12
members globally, 6200 fulltime staff).
6. Partnership with big organizations such
as UNEP, IUCN, Coca Cola, Avon, etc., in 0.05 4 0.2 3 0.15 2 0.1
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 - - -
capital has a ratio of 1.59:1.
8. Strong organizational code of ethics to
remain global, independent, multicultural, 0.02 - - -
and nonparty political.
9. WWF's 10-year goal to "measurably
conserve 15 to 20 of the world's most 0.02 4 0.08 2 0.04 3 0.06
important eco-regions.
10. WWF's successful past projects
including Wildlands and Human Needs
initiative on the co-existence of both rural 0.02 4 0.08 3 0.06 2 0.04
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 0.03 - - -
since 2009
12. Renewal of partnership with Coca Cola
(partner since 2007) until the year 2020.
The partnership focuses on reducing the 0.04 4 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
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
0.07 4 0.28 3 0.21 2 0.14
which is not good since funding relies
heavily on contribution.
2. Operating Expense on Public Education
Program decreased by 20.83% from 0.05 3 0.15 4 0.2 2 0.1
$81.74M in 2013 to $64.71M in 2014.
3. Have a broad focus, mission, and vision
0.06 - - -
which may be difficult to attend to.
4. Have dual title in their Organizational
Structure such as that for President and
0.04 - - -
CEO, and Senior Vice President and
General Counsel.
5. WWF's stand in Cecil the Lion's killing
issue when they tolerated hunting for 0.03 3 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
revenue.
7. Bequests, endowments, and split
income gifts decreased by 58.27% from 0.02 3 0.06 4 0.08 2 0.04
$29.21M in 2013 to $12.19M in 2014.
8. No distinguishing characteristic from
0.05 2 0.1 3 0.15 4 0.2
competitors.
9. Even with WWF's efforts to save
Rhinos, still, Rhino poaching has increased 0.03 3 0.09 2 0.06 4 0.12
by 9,346% from 2007 to 2014.
10. Total asset turnover decreased from
0.02 - - -
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
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 0.05 3 0.15 4 0.2 2 0.1
Cecil (a lion) by a hunter named Palmer
27
3. Increase of 12% contribution from 2013-
2014 for non-profit organizations,
0.04 3 0.12 4 0.16 2 0.08
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 0.05 4 0.2 3 0.15 2 0.1
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,
0.06 3 0.18 2 0.12 4 0.24
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
0.05 4 0.2 3 0.15 2 0.1
Enforcement Act, which increased the
penalties associated with wildlife trafficking
7. Establishment the Bioplastic Feedstock
Alliance, where leading global companies 0.06 3 0.18 2 0.12 4 0.24
have committed to the development of
28
plastics made from plant-based material
Threats
1. The Nature Conservancy’s research
shows that currently half of the world’s
major rivers are seriously polluted and/or 0.05 4 0.2 3 0.15 2 0.1
depleted and that within 10 years, most
people on the planet will face water
29
shortages
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
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 0.02 4 0.08 3 0.06 2 0.04
conservation efforts especially in the
Amazon Rainforest
8. Globally, the loss of forests at a
0.04 4 0.16 3 0.12 2 0.08
staggering 48 football fields per minute
9. Wildlife population of mammals, birds,
reptiles, amphibians, and fish have 0.04 4 0.16 3 0.12 2 0.08
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 0.05 2 0.1 4 0.2 3 0.15
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.
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ACTION PLAN
Projects Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-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
Environmental Witness
Program PLANNING
Eyes on the Sea PLANNING
Fight for the Wild PLANNING
Co-manage Salonga
National Park with AVON
PLANNING
Panda Runner PLANNING
Increase Social Media
Presence PLANNING
Save Maurice PLANNING
Disrupt Tiger Trade PLANNING
Assessment of Myanmar PLANNING
Educational Summer Camps
and School Campaigns
PLANNING
Educational Awareness
Action Fund
PLANNING
Educational Awareness in
Communities
PLANNING
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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.
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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:
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- 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
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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.
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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)
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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.
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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
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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
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
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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.
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Strategy 2: Improve visibility and increase people’s awareness through environmental
education, communication, marketing and campaigns.
B. Goal
C. Environmental Impact
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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
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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.
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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
B. Goal
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
E. Resources Needed
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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.
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D. Partners
E. Resource Needed
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.
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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.
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 field-
based 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 eco-
region to know more of details from indigenous people and local government units.
- Conduct research which will specifically capture the effect of specific environmental issue per
area/country.
Example:
WWF in China
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Eco-region Current Situation Impact Possible Actions
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 0.17C/decade threaten livelihoods
over the last three as well as plans for
decades the economic
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:
-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,
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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
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
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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).
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WWF
WWF
53
ORGANIZATIONAL STRUCTURE
President
& CEO
Carter Roberts
Acting Senior VP, Government and SVP for Oceans Acting Senior VP
Multilateral affairs Marine
David
McCauley
Brad Ack
Senior VP Wildlife
Ginette 54
Hemley's
Proposed Organizational Structure
CEO
Senior VP
Senior VP Private Senior VP Senior VP
Chief Operating Chief Financial VP Human Senior VP Government and
Sector Research & Communications
Officer Officer Resource Genreral Counsel Multilateral
Engagement Development & Marketing
Affairs
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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.
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
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evaluated individually but also how they relate to one another in order to achieve the
organization’s vision.
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.
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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.
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