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Rare’s Management Tools: Indicators and Dashboards for Institutional Reporting June 2013. Rare at a Glance. Founded : 1973 Central office: Arlington, VA, USA Regional offices: Indonesia, China, Mexico, Micronesia, Philippines Total staff globally: 120

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Presentation Transcript
slide1

Rare’s Management Tools:

Indicators and Dashboards for Institutional Reporting

June 2013

slide2

Rare at a Glance

Founded:1973

Central office: Arlington, VA, USA

Regional offices: Indonesia, China, Mexico, Micronesia, Philippines

Total staff globally:120

# of countries Rare has worked in:56

Our specialty: Social marketing to reduce environmental threats.

Method Summary: Rare trains partners to run “Pride campaigns” that change attitudes and behaviors, provide sustainable alternatives, and help communities protect biodiversity at the local level.

slide3

The Science of Behavior Meets the Science of Conservation

Science of

Conservation

Science of

Behavior

measure across the program
Measure Across the Program

Campaign

Sustainability

A Pride campaign is a 2 -3 year project lead by local partners that creates opportunities for local communities to adopt new behaviors and reduce threats to biodiversity.

Program

Impact

  • At about ½ of sites:
  • Quantitative Social Survey
  • Follow up Biophysical

Campaign

Near-term

  • Assess actual vs. goals
  • Lessons learned

Campaign

Process

  • Quantitative Social Survey
  • Follow up Biophysical

Campaign

Baseline

  • Weekly Ops Reports
  • Monthly leading indicators

Program

Goals

  • Focus groups
  • Quantitative Social Survey
  • Baseline Biophysical
  • Social goals
  • Biophysical goals

2 years

3- 5 years

1 year

slide5

Rare’s Strategy Map

The Strategy Map Defines the Processes that Support Our Mission

slide6

Balance Scorecard Cascades & Cross Cuts the Organization

Rare Measures

Most Strategic

Cross-cutting

Measures

Priorities

Information

Departmental Measures

Strategy & Ops

Individual Measures

Ops Supporting Strategy

the balanced scorecard measures progress on the strategy map
The 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
decision structure
Decision Structure

Annual update sets new targets, refines measures and allows for some revisions

CEO & COO

  • Sets strategy and priorities
  • Signs off on goals

CEO & COO

  • Manage processes
  • Aligns groups
  • Quality assurance

We moved this responsibility from Finance to Global Programs

Sr. Director Global Programs

Sr. Director Global Programs

Divisional Heads

  • Align with global goals
  • Set divisional goals

Divisional Heads

  • Ensure sound methodology
  • Align with key process
  • Ensure quality assurance

Internal Experts

slide11

Measurement is integral to operations

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

Program 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

since our programs last just 2 to 3 years we ensure measurement systems are in place
Since our programs last just 2 to 3 years we ensure measurement systems are in place
  • For lots of reasons we chose to time constrain our programs to a few years
  • However, during the campaign we can measure the process

Quarterly Measure the Implementation of Monitoring Protocols

build partner commitment for long term monitoring
Build partner commitment for long-term monitoring
  • Set goals to measure impact after the program ends
  • Get partners that are committed to measure

Track Long-term Commitment to Monitoring

opportunities challenges ahead
Opportunities (Challenges) Ahead …

Incorporate human wellbeing measures

Longitudinal reporting

More donor reporting

More program types

Joint reporting with partners

Show impact and stay credible