Case Study: Massachusetts Audubon Society
CASE STUDY-15 1. How is MAS currently positioned against other environmental organizations in Massachusetts?
National environmental organizations included Friends of the Earth, National Audubon Society, Sierra Club, The Nature Conservancy, and Wilderness Society had chapters or offices in Massachusetts. The Appalachian Mountain Club was regional, with chapters throughout the Northeast U.S. By contrast, Mass Audubon, Trustees of Reservations and MASSPIRG confined their activities to Massachusetts. Although organizations sometimes worked in coalitions to advocate specific political agenda, they also competed for funding and, to some extent, for members. On occasion, some of them had even competed for the same piece of environmentally sensitive property. The Nature Conversancy protected 17,000 acres in the state, Mass Audubon held 29,000 acres, and The Trustees of Reservations had more than 45,000 acres. Many other nonprofit organizations operated individual sanctuaries and nature centers or preserved land from development through land trusts. 2. What is the new member worth to MAS?
MAS’s phrase is “Protecting the Nature of Massachusetts.” They wanted their education program is aligned with mission and themes. They were trying to find the best way to leverage their unique strengths-their sanctuary system, scientific expertise, advocacy capability, and their staff so that Mass Audubon could be a catalyst for conversation. Thus, the new memberships mean that they are able to get the message across. They have this paradigm from “caring to knowledge to action.” When people act, that’s the impact.
3. What approaches should MAS use to retain members and to persuade them to upgrade their membership levels?
Developing a communications strategy for the existing membership, with the primary objective to increase member value must be the goal of the approach. This would be achieved through better education of members about Mass Audubon’s mission, by engaging
National environmental organizations included Friends of the Earth, National Audubon Society, Sierra Club, The Nature Conservancy, and Wilderness Society had chapters or offices in Massachusetts. The Appalachian Mountain Club was regional, with chapters throughout the Northeast U.S. By contrast, Mass Audubon, Trustees of Reservations and MASSPIRG confined their activities to Massachusetts. Although organizations sometimes worked in coalitions to advocate specific political agenda, they also competed for funding and, to some extent, for members. On occasion, some of them had even competed for the same piece of environmentally sensitive property. The Nature Conversancy protected 17,000 acres in the state, Mass Audubon held 29,000 acres, and The Trustees of Reservations had more than 45,000 acres. Many other nonprofit organizations operated individual sanctuaries and nature centers or preserved land from development through land trusts. 2. What is the new member worth to MAS?
MAS’s phrase is “Protecting the Nature of Massachusetts.” They wanted their education program is aligned with mission and themes. They were trying to find the best way to leverage their unique strengths-their sanctuary system, scientific expertise, advocacy capability, and their staff so that Mass Audubon could be a catalyst for conversation. Thus, the new memberships mean that they are able to get the message across. They have this paradigm from “caring to knowledge to action.” When people act, that’s the impact.
3. What approaches should MAS use to retain members and to persuade them to upgrade their membership levels?
Developing a communications strategy for the existing membership, with the primary objective to increase member value must be the goal of the approach. This would be achieved through better education of members about Mass Audubon’s mission, by engaging