rare’s management tools: driving consistent framework through the organization
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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. Note to Rare Staff : - PowerPoint PPT PresentationTRANSCRIPT
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. 1
2
Note to Rare Staff: Some elements of the processes have been
simplified and combined for an external audience.
Rare At A Glance
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, provide sustainable alternatives, and help communities protect
biodiversity at the local level.
Rare is training local leaders all over the globeTraining in four languages159 campaigns launched to date
Rare’s Strategy MapThe Strategy Map Defines the Processes that Support Our Mission
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
Departmental ScorecardEach Department’s Activities Link to the Overall BSC
BSC Measure: Quality of ApplicantsTracks trends, roles and defines standards
Individual ScorecardEach Person’s Activities Link to the Overall BSC
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
Individual contributions to Team Initiatives and method of evaluation
Staff completes these cells following Goal-Setting with Manager
Global Teams Drive AdoptionGlobal Teams Advocate Around BSC Measures
Cohort Development Team
Quality Management & Improvement
Global Programs
• Manages the recruitment of partners• Helps select which partners and sites we should work with
• Helps set standards for all Pride campaigns• Monitors campaigns against set goals
• Designs training for programmatic staff• Creates training for our Pride campaign managers (partner staff)
Pride Management Process
Select Theme
Recruit & select
Partners Train & Support Partners
Program Management
Initial Planning Pride Campaign Execution
Supporting Global Teams1
1 1 2
2
3
3
Recruit & Select PartnersEach 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
2Submit Cohort
Proposal Pack (CPP)
3Read
Cohort Proposal
Pack
4Hold cohort
review meeting
5Provide
CPP feedback
6Submit “final”
CPP
7Formally commu -
nicate 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
1Identify Cohort Theme
Cohort Selection ProcessA Suite of Possible Campaigns Goes Through a Stage-gate Process
Decision Decision
Cohort Scoring ProcessThe Scoring Process Aligns to “3 Cs” Framework: Capacity, Constituency, Conservation
Campaign Review ProcessCheck-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
Pre-Campaign
Survey
Final Report
Formal QMI Check-Ins
1st Check-InObjectives:
Assess strength of strategies
Outcomes: Flag problematic
strategies
2nd Check-InObjectives:
Revisit flagged campaignsOutcomes:
Ensure strategies have
changed
3rd Check-InObjectives: Ensure campaigns are on
trackOutcomes: Provide extra attention to
troubled campaigns
4th Check-InObjectives: Ensure required steps are completed before
graduation.Outcomes: Help any campaigns at risk of
not graduating.
Local Partner Executive Director Sign-Offs
Rare Support Visits/Workshops
Weekly Flash Report
Pride Scorecard
Summary Report
Rare and Departmental
Balanced Scorecard
Brief update on the short-term status of an individual campaign
Comprehensive view of the long-term status of an individual campaign
Summary of status of a group of campaigns
Average status of a group of campaigns
Programmatic Reporting FlowReports Begin with our Pride Program Managers and Flow Up
Weekly Flash ReportStandard Reports Completed for Each Campaign by Field Staff
Campaign MilestonesSet Milestones that Each Campaign Must Complete Against a Timeline
A
A
B
B
C
C
Pride ScorecardAssess our Campaigns on the 3Cs: Capacity, Constituency, Conservation
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.
Summary ReportBoard Gets a Monthly Update on all Campaigns
Balanced ScorecardUpdated and Reported at Board Meetings
Management: Creating a Common VocabularyReports Used at All Key Meetings from Top - Down
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• 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
Purpose: Project management of campaigns, organizing and storing campaign data Audience: Leadership team, Quality ManagementReports: Pride Scorecard, Summary Reports, Weekly Flash Reports
Purpose: Managing fundraising and the Pride application processAudience: Development team, Recruiting/Partnerships teamReports: Fundraising status, cohort development
Purpose: Managing timesheets, vacations, etc.Audience: Finance teamReports: Hours of training, vacation balances, expenses
Purpose: Budgeting, tracking expenses, handling payrollAudience: Finance teamReports: Budget-to-actual, expense summaries
Purpose: Outline organization’s Balance ScorecardAudience: Department heads, BoardReports: Organization-wide and departmental balanced scorecards
Technology: Enables Information FlowA mix or proprietary and off-the-shelf tools support Rare