Rare’s Management Tools: Driving Consistent Framework Through the Organization

1. Rare’s Management Tools: Driving Consistent Framework Through the Organization Presentation to The Nature Conservancy 10.22.09 Note to Rare Staff: Some elements of the processes have been simplified and combined for an external audience.

2. Note to Rare Staff: Some elements of the processes have been simplified and combined for an external audience.

3. Rare AtAGlance Founded: 1972 Central office: Arlington, VA, USA Regional offices: Indonesia, China, Mexico Total staff globally:62 # of countries Rare has worked in:54 Our specialty: Social marketing to reduce threats Method Summary: Rare trains partners to run “Pride campaigns” that change attitudes and behaviors,providesustainable alternatives, and help communities protect biodiversity at the local level.

4. Rare is training local leaders all over the globe Training in four languages159 campaigns launched to date

5. Rare’s Strategy Map The Strategy Map Defines the Processes that Support Our Mission

6. Overview of the Balanced ScorecardThe Balanced Scorecard Measures Progress on the Strategy Map • Summary • 18 measures across: • Programmatic Goals • Financial Capital Goals • Human Capital Goals • New process – surveys of partners and staff • Cascades • Organizational metrics (seen here) • Departmental metrics • Individual metrics • Implementation • Challenge has been organizational alignment and agreement, not technology • Built on Clearpoint by Ascendant Consulting • Web-based

7. Departmental ScorecardEach Department’s Activities Link to the Overall BSC

8. BSC Measure: Quality of ApplicantsTracks trends, roles and defines standards

9. Individual ScorecardEach Person’s Activities Link to the Overall BSC Individual contributions to Team Initiatives and method of evaluation Staff completes these cells following Goal-Setting with Manager Team Initiatives, Measures and Targets from Dept. BSCs Drop Down Menus from Dept BSCs Link to Rare’s Conservation Mission Auto-populates to show mission link

10. Global Teams Drive AdoptionGlobal Teams Advocate Around BSC Measures Pride Management Process Pride Campaign Execution Initial Planning 1 1 2 Select Theme Recruit & select Partners Program Management 3 Train & Support Partners Supporting Global Teams 1 Cohort Development Team • Manages the recruitment of partners • Helps select which partners and sites we should work with 2 Quality Management & Improvement • Helps set standards for all Pride campaigns • Monitors campaigns against set goals 3 • Designs training for programmatic staff • Creates training for our Pride campaign managers (partner staff) Global Programs

11. Recruit & Select Partners Each Potential Partner Is Vetted and Aligned to a Theme • Standardized criteria for partner selection/campaign • Process tracked and scored on Prideforce • Pipeline reports are part of monthly regional calls

12. Cohort Selection Process A Suite of Possible Campaigns Goes Through a Stage-gate Process 1Identify Cohort Theme 2Submit Cohort Proposal Pack (CPP) 3Read Cohort Proposal Pack 4Hold cohort review meeting 5Provide CPP feedback 6Submit “final” CPP 7 Formally commu -nicate decision Decision Decision We track factors such as the quality of applicants, and the degree to which the cohort “fits” Rare’s strategic plan. Cohort Proposal Pack (CPP) Scorecard – measures the process of assembling a cohort Balanced Scorecard – measures Rare’s progress toward organizational goals

13. Cohort Scoring Process The Scoring Process Aligns to “3 Cs” Framework: Capacity, Constituency, Conservation

14. Campaign Review Process Check-ins Allow Midcourse Corrections Orientation (Months 1 – 3) Planning (Months 4-9) Implementation (Months 10-23) Analysis (Month 24) Key Deliverables Stakeholder Matrix Barrier Removal Opera- tions Plan Project Plan Campaign Operational Work Plan Post-Campaign Survey Final Report Pre-Campaign Survey 4th Check-In Objectives: Ensure required steps are completed before graduation. Outcomes: Help any campaigns at risk of not graduating. 1st Check-In Objectives: Assess strength of strategies Outcomes: Flag problematic strategies 2nd Check-In Objectives: Revisit flagged campaigns Outcomes: Ensure strategies have changed 3rd Check-In Objectives: Ensure campaigns are on track Outcomes: Provide extra attention to troubled campaigns Formal QMI Check-Ins Local Partner Executive Director Sign-Offs         Rare Support Visits/Workshops

15. Programmatic Reporting FlowReports Begin with our Pride Program Managers and Flow Up Rare and Departmental Balanced Scorecard Summary Report Pride Scorecard Average status of a group of campaigns Weekly Flash Report Summary of status of a group of campaigns Comprehensive view of the long-term status of an individual campaign Brief update on the short-term status of an individual campaign

16. Weekly Flash ReportStandard Reports Completed for Each Campaign by Field Staff

17. Campaign MilestonesSet Milestones that Each Campaign Must Complete Against a Timeline

18. Pride ScorecardAssess our Campaigns on the 3Cs: Capacity, Constituency, Conservation A B C A B C

19. Summary ReportBoard Gets a Monthly Update on all Campaigns Overall scorecard value Weekly Flash Report score, which is one component of the overall scorecard value These reports can be sorted by region, cohort, and Pride Program Manager.

20. Balanced Scorecard • Updated and Reported at Board Meetings

21. Management: Creating a Common VocabularyReports Used at All Key Meetings from Top - Down • Board – gets a monthly report that covers: • Status of all Pride campaigns • Financial Measures • Human Capital Measures • Leadership Team Review (VPs and Above) • Trimesterly in person meetings and monthly conference calls • Focus on analyzing the “Top” and “Bottom” campaigns • Share ideas of how to systematically improve Pride against BSC measures • Monthly Regional Calls • Review all campaigns to see systematic changes in quality • Take a “Deep Dive” on one campaign • Director meetings • Directors meet with their staff weekly to discuss each project • Typically a director has been 10 to 24 campaigns in their portfolio

22. Technology: Enables Information FlowAmix or proprietary and off-the-shelf tools support Rare Purpose: Project management of campaigns, organizing and storing campaign data Audience: Leadership team, Quality Management Reports: Pride Scorecard, Summary Reports, Weekly Flash Reports Purpose: Managing fundraising and the Pride application process Audience: Development team, Recruiting/Partnerships team Reports: Fundraising status, cohort development Purpose: Managing timesheets, vacations, etc. Audience: Finance team Reports: Hours of training, vacation balances, expenses Purpose: Budgeting, tracking expenses, handling payroll Audience: Finance team Reports: Budget-to-actual, expense summaries Purpose: Outline organization’s Balance Scorecard Audience: Department heads, Board Reports: Organization-wide and departmental balanced scorecards