2. Agenda
• A bit about Rare
• What are Balanced Scorecards
• What is Rare’s Balanced Scorecard
• How Rare uses the Balanced Scorecard
3. 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
Founded: 1972
Central office: Arlington, Virginia USA
Regional offices: Indonesia, China,
Mexico
Total staff globally: 75
# of countries Rare has worked in: 57
3
Rare at a Glance
4. Theory of Pride
• Commercial marketing practices
can be used to sell conservation
• People have material, esthetic and
aspirational needs
• People’s choices are based on
rational and irrational factors
• Pride is one of human’s great
motivators
• Pride + the right solution will drive
behavior change
• Instilling conservation values
makes a community resistant to
new threats
6. Agenda
• A bit about Rare
• What are Balanced Scorecards
• What is Rare’s Balanced Scorecard
• How Rare uses the Balanced Scorecard
7. Balance Scorecard Basics
Mapping Strategy:
• Mission
• Strategic Themes
• Strategic Results
Organizational Alignment
• Vision/Mission
• Financial
• Customer
• Learning & Growth / Human
Capital
• Internal Business Processes
The Balanced Scorecard methodology is an approach that
recognizes that organizational sustainability is not about
delivering results one year, but the ability to create results over
many years.
8. Organizational Alignment Definitions
Each of these elements must be in “in balance” to ensure organizational sustainability
Vision/Mission
Financial
Customer
Learning & Growth /
Human Capital
Internal Business
Processes
Includes employee training and corporate cultural attitudes
related to both individual and corporate self-improvement.
Metrics that allow managers to know how well their team is
running, and whether its products and services conform to
customer requirements (the mission).
Recognizes the importance of customer focus and customer
satisfaction are leading indicators. If customers are not
satisfied, they will eventually find other suppliers.
Timely and accurate funding is essential, but it is “in balance”
with other organizational objectives. Financial measures
should focus on current and future needs.
A mission statement defines why an organization exists; the
organization's purpose
13. Metric Report
Combines Data on the Outcomes, Process and Rules
Status trend
Definitions
Governance
Business rules
Outcomes
Drillable
transparency
across the whole
organization
14. 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 Flow
Connects Strategy with Execution
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Data Flows Up from Regions
Strategy Flows Down
15. Global Teams Drive Adoption
Global 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)
• Sets expects about behavior change
•Monitors impact
Pride Management Process
Select
Theme
Recruit &
select
Partners Train & Support Partners
Program Management
Initial Planning Pride Campaign Execution
Supporting Global Teams
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1 1 2
2
3
3
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16. Agenda
• A bit about Rare
• What are Balanced Scorecards
• What is Rare’s Balanced Scorecard
• How Rare uses the Balanced Scorecard
• Strategy
• Planning
• Performance management
17. Strategy
• Strategy maps explain how we create value
• Highlight what we believe are the key organizational
ingredients
• Visually show how elements interact
• Strategy maps are simple communications tools
• We always tend to overcomplicate, so simple is
good!
• People need to understand where they fit it
• The Balanced Scorecard drives action
• Links to the strategy map
• Shows the objectives
• Shows the measure
Clarity
Clarity does NOT equal agreement – it just focuses us
on specific issues
18. Planning
In our Work Planning Process all initiatives (and budget
items) must align to a
BSC measure
PRIORITY: Continuous Improvement of Program Operations
BSC/DBSC Measure(s) Supported (or draft new): Percentage of Pride Scorecard and Management Objectives Complete
(R, A) Daniel, Kevin, Paul Q1, Q4
(R, A) Daniel, Kevin, Paul, Amielle Ongoing
Daniel, Kevin Ongoing
(R, A) Daniel Q2
(R, A) Daniel, Kevin, Katie Ongoing
(R, A) Daniel, Kevin Ongoing
What are your team's priorities for next year? What BSC/DBSC
measures do they support? What will be the major components of
your work?
What Activities Will Support These FY12 Priorities? Responsibility Month or
Quarter
Initiative Name: Quality Management Processes Campaign Reviews
Ensure that Pride campaigns meet Rare standards and goals of the CPP
through various checkin processes.
Pre-second university return meetings
Midpoint review
Pre- graduation review
Cohort Learning reviews
New! Activity to plan for "post graduation" phase 6 months before graduation
Initiatives must call out BSC Measure
19. Performance management
Department heads are measured against their
performance against DBSC goals
Programmatic/Departmental Effectiveness Goal 1
Supported Rare Organizational Objective
This field will populate automatically.
Maximize the Effectiveness of each Pride Campaign
Department Measure and FY11 Target
Select a measure from the drop-down menu.
Compliance with Global Programmatic Standards 80%
Departmental Initiative
Use dropdown menu to select initiative from Department
Scorecard. If this is an ongoing activity that does not have
an FY11 Initiative, select, "Ongoing Responsibility"
Quality Management
Individual Contribution & Tasks
What is your individual contribution to the department's
goal and what action will you take to achieve your goal?
Oversee:
- Two campaign reviews (PEP2 and Guad 7) with the regional directors (aka audits)
- Improve and implement ongoing reviews (i.e. BROP's, project plans, final reports and other deliverables (these should
be better communicated, less onerous and with clearer outcomes)
- Continue to produce case studies - QMI will contribute at least 5 Cases Studies to the Bright Spots document (Kevin
will lead this)
- Drive usage and decision making around reports - continue to improve reports, focus on outcomes, ongoing training
(this includes the work with Keith around reporting)
- Note that we agreed to cancel the initiative around Miradi
20. Oops, Lessons Learned
• Our first BSC had 50+ metrics and no way to gather half of
them
• Design process was very top-down
• No staff to support rollout or maintenance
• Not integrated with other management tools
• Not integrated into management process (meetings)
• Assumed that once things were “agreed” the
“conversations” would stop
• Not reviewing metrics often enough for relevancy
21. Bright Spots: Key Lessons
• Design metrics combining Board and Leadership team
needs with the insight from the staff on how to gather the
data
• You need people who can gather and review the data
• BSC method helps to structure strategy conversations (but it
is not strategy)
• Things change, opportunities arise
• BSC method brings focuses only if you are willing to stick
with it
• Have plans to get you were you want to go with your
measures
• Focus on the possible not ideal
25. 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
Technology: Enables Information Flow
A mix or proprietary and off-the-shelf tools support Rare
Hinweis der Redaktion
Let me give you some quick stats, just for context.
Note, Rare is hiring for a number of positions so check out our site. RareConservation.org
This slide is for Paul
Description provided by Rare Communications Department:
Conservation comes down to people – their behaviors toward nature, their beliefs about its value and their ability to protect it without sacrificing basic life needs. And so, conservationists must become as skilled in social change as in science; as committed to community-based solutions as national and international policymaking.
Rare is dedicated to designing programs that benefit both people and nature. To do so Rare trains, and supports, local conservation leaders during the implementation of what’s known as a “Pride campaign.” A Pride campaign inspires people to take pride in the species and habitats that make their communities unique, while also giving them alternatives to environmentally destructive behaviors such as overfishing, illegal logging, unsustainable agriculture and poaching.
Widespread community support will accelerate conservation goals. The Pride campaign will encourage new behaviors that not only stop harming the environment, but actually contribute to its preservation. Shifting social norms requires changing both hearts and minds. Pride campaigns target both. Rare leans on its local partners to help answer the questions: “What is the change we are working toward and what needs to happen for this change to become reality?” The answers to those questions create the foundation of the three-year Pride campaign. The campaign targets various segments of the community – from school children to politicians - through means most likely to change awareness and attitudes. For example, puppet shows and art contests might be used to engage children, whereas cooking contests are often employed to interest women. All activities are reinforced with songs, posters, mascots, radio spots and festivals.
Mission: Influencing behavior to protect biodiversity
Strategy: Build Capacity, Change Constituencies and Reduce Threats to achieve Conservation results
Enabling Processes: Maximize the effectiveness of each Pride campaign, take Pride to Scale, Unlock alumni … raise money
Departmental Overlaps:
COHORT DEVELOPMENT (CPP REVIEWS)
PEP, LAP, Site visits and ongoing support
Curriculum (Core, Customized)
Improve monitoring plans across cohorts through participation in CPP reviews, site visits (Philippines), identifying common indicators and creating a learning network
Coordination – will need to work directly with regional programs, with specific emphasis on marine cohorts, including Keith, Cynthia, Stuart and Eleanor. May include site visits, regular phone calls, data sharing, or modification of data collection techniques based on new information or opportunities for consistency. Will also work with Cohort Development to identify areas for improvement in biological monitoring needs from/with partners.
Support other objectives – Provide science reviews and synthesis across multiple threats and ecological systems. Help with networking across regional programs on key monitoring and sampling issues. Provide guidance on Open Standards and related curriculum.