This presentation was given by Matt Schuttloffel, the Director of Internet Services at the National Wildlife Federation during Forum One's Web Executive Seminar Series at the National Press Club in Washington DC on June 21st, 2007.More information at http://www.forumone.com/content/calendar/detail/2169 . Contact: Kurt Voelker / kvoelker@ForumOne.com .

1. National Wildlife Federation
Decision Making: Change in Progress
Matt Schuttloffel
21 June 2007
schuttloffelm@NWF.org

2. 3 Drivers
1. Confronting Global
Warming
2. Protecting and Restoring
Wildlife Habitat
3. Connecting People with
Nature
© 2007 NWF | Matt Schuttloffel | schuttloffelm@NWF.org 2

3. 7 Initiatives Implement the Plan
Sparking a Diverse
Conservation Movement
Providing Solutions to
Global Warming
Mobilizing Hunters and
Anglers on Global Warming
Protecting Wildlife from
Global Warming
Reversing Nature Deficit
Securing Habitats for
Wildlife
Securing Water for Wildlife
© 2007 NWF | Matt Schuttloffel | schuttloffelm@NWF.org 3

4. What NWF Is Doing Online
© 2007 NWF | Matt Schuttloffel | schuttloffelm@NWF.org 4

5. Great American Backyard Campout
© 2007 NWF | Matt Schuttloffel | schuttloffelm@NWF.org 5

6. GABC: Outsourced
• Fixed Deadline (23 June campout)
• Insufficient capacity to execute internally
– Very limited internal technical capacity
– No to limited web expertise at departmental
level
• Budgets live at departmental level
– No charge-backs for internal staff time
– Smaller buckets of money
– Vendors as “magic”
• Opacity of vendor management, maintenance phase
© 2007 NWF | Matt Schuttloffel | schuttloffelm@NWF.org 6

7. Campout 2007: Early Results
• Successes:
– Increased NWF's Web 2.0 Footprint
– Met deadline
– Enabled NWF staff to manage content directly
• Compromise:
– Scaled back ambition level (narrower scope)
• Areas of concern:
– Appx. 20000 campers versus appx. 40000 for 2006
– Low levels of activity on site
• 15 posts in scrapbook (maybe ok – more after event?)
© 2007 NWF | Matt Schuttloffel | schuttloffelm@NWF.org 7

8. Change in Progress
• At NWF, we’re doing a lot online, but
we can be doing a lot better!
• How do we complete projects, deliver
enhancements and content more
efficiently, more accurately?
• How do we relieve our capacity
constraints?
© 2007 NWF | Matt Schuttloffel | schuttloffelm@NWF.org 8

9. Continuous Improvement – Building a Winning Team
• Actions already taken by NWF (past 3 months):
– Re-shaped team to a high-value “competence center” based on
consulting/service model
• Project Manager (w/ Usability and IA expertise)
• Brand Manager (social media, brand quality/integrity)
• Internet Marketing (revenue focused)
• Web Designer (beautiful product)
• Web Assistant (client coordination)
– Deployed Atlassian JIRA for task tracking and PM
• Increase operational effectiveness, traceability and accountability
– Deployed Microsoft SharePoint for organizational collaboration
and knowledge management
– Increased strategic priority for Enterprise WCM implementation
(coming in FY2008)
• Create the conditions for programs to take ownership of content
production and delivery
© 2007 NWF | Matt Schuttloffel | schuttloffelm@NWF.org 9

10. Continuous Improvement
Building Organizational Capacity
• Actions pending with NWF (next 3-6 months):
– Hiring additional technical capacity (2+ positions)
– Building an “extended internet team” – a network of intra-
departmental Internet experts/advocates
• Sharing the maintenance phase
– Building, consolidating and managing vendor/SP partnerships
– Implement enterprise-caliber web analytics
– Select and implement Enterprise WCM (first phase)
– Enterprise IA
– Centralizing planning and decision-making processes for online
programs
• Prioritization
• Governance
– Normalizing selection and implementation processes
• Offer internal clients a “menu of services”
• Aligning offerings with appropriate internal and external
capacity
– Training and change management to “forward position”
additional capacity throughout programs/departments
© 2007 NWF | Matt Schuttloffel | schuttloffelm@NWF.org 10

11. Long Term Integration Goals
• Increase consistency across systems (processes) and data
– Goals
– Priorities
– Vendor
– Platform
– Data model
– Processes
• Operational integration
– Building metrics and accountability into organizational programs,
including (especially) online
• Set and agreed up-front
• Be nimble (“fail fast”)
– Strategy articulation
– Governance
– Workflow (QA processes, etc.)
• Technology is a means to Mission
– How do (we know) our online systems enable the mission?
– How do we direct our efforts accordingly?
© 2007 NWF | Matt Schuttloffel | schuttloffelm@NWF.org 11

12. End of slides
© 2007 NWF | Matt Schuttloffel | schuttloffelm@NWF.org 12

13. What Is IT Governance?
How will you communicate the benefits and content of your architecture?
• IT governance defines the cross-jurisdictional organizational
structure that provides a decision making process to
determine the services, architecture, standards and policies
for the enterprise’s IT
– A management process of setting goals and establishing
policies, practices, procedures and organizational structure to
provide reasonable assurance that enterprise goals will be met
– An improvement tool that provides vital input for continuous
improvement of business processes, controls and key
performance indicators to measure outcomes and reset
objectives
Enterprise Governance Model
DIRECT
Resources
Enterprise
Goals & Objectives
CONTROL
Activities
USING
REPORT Source: ISACA
(© Gartner 2002)
© 2007 NWF | Matt Schuttloffel | schuttloffelm@NWF.org 13

14. Service Strategy Articulation
Essential Processes
Critical Metrics
Strategic Objectives
Vision, Mission, Values
© 2007 NWF | Matt Schuttloffel | schuttloffelm@NWF.org 14

15. Sample Strategy Map
Drivers
Vision Mission Values
“We are a global, customer-focused sales and service team. We handle
“We will be the global industry leader in • Value Employees, Customers and
Shareholders
more customers than any other - in the world and strive to deliver:
sales and service by valuing our consistent, quality customer care , proactive and innovative services, • Honesty, Integrity and Respect
enhanced service recovery, and increased revenue, through technology
customers and employees and • Inclusive, High-Performing Team Culture
and informed, empowered employees.”
shareholders.” • Safety
• Creating a Great Place to Work
Market
Customer Service
Differentiators Our People Call Handling Capabilities Online Support Service Recovery
Orientation
Strategic Achieve an Develop a diverse
Develop and deliver Serve as consultant on Maintain and
Increase revenue
Objectives unparalleled level of and high-quality
innovative how to best support promote a safe work
and profitability
customer workforce
technology solutions products and partners environment
satisfaction
Vital
Customer Satisfaction On-time General Time-to-Market for % Revenue from New
Measures Employee Satisfaction % Revenue Growth
Index Product Release New Business Units Business Units
Critical • Manage the installation process • Attract and hire • Monitor and evaluate key • Product development & • Develop services business plan • Develop business plan
• Respond to customer • Train and develop products and services business plan process • Acquire knowledge resources • Identify and develop
Processes • Communicate with customer • Evaluate, recognize, & reward performance • Product life cycle management to develop services partnerships/alliances
• Provide products • Integrated communications • Market and sell • Build thru installation process • Continuous education and • Educate employees on doing
• Set, manage, & document • Revision, warranty, training business internationally
customer expectations and maintenance, & service • Develop local comp. presence
desires • Multi-lingual workforce
(©North Highland Co.)
© 2007 NWF | Matt Schuttloffel | schuttloffelm@NWF.org 15