Rare’s Management Tools: Indicators and Dashboards for Institutional Reporting

June 2013

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Founded: 1973

Central office: Arlington, VA, USA

Regional offices: Indonesia, China, Mexico, Micronesia, PhilippinesTotal 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.

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Rare at a Glance

The Science of Behavior Meets the Science of Conservation

Science of Behavior

Science of Conservation

Measure Across the Program

ProgramGoals

CampaignBaseline

CampaignProcess

CampaignNear-term

ProgramImpact

CampaignSustainabilit

y

• Focus groups• Quantitative

Social Survey• Baseline

Biophysical

• Weekly Ops Reports

• Monthly leading indicators

• Quantitative Social Survey

• Follow up Biophysical

• Assess actual vs. goals

• Lessons learned

At about ½ of sites:• Quantitativ

e Social Survey

• Follow up Biophysical

• Social goals• Biophysical

goals

1 year 2 years 3- 5 years

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.

Rare’s Strategy MapThe Strategy Map Defines the Processes that Support Our Mission

Balance Scorecard Cascades & Cross Cuts the Organization

Rare MeasuresMost Strategic

Departmental MeasuresStrategy & Ops

Individual Measures Ops Supporting Strategy

Prio

ritie

sIn

form

atio

n

Cross-

cutti

ng

Mea

sure

s

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

Each Department’s Activities Link to the Overall BSC

Dashboard Provides Clarity

Decision Structure

CEO & COO

Sr. Director Global Programs

Internal Experts

• Sets strategy and priorities• Signs off on goals

• Manage processes• Aligns groups• Quality assurance

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

Divisional Heads • Align with global goals• Set divisional goals

We moved this responsibility from Finance to Global Programs

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

CEO & COO

Sr. Director Global Programs

Divisional Heads

Program 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 PartnersProgram Management

Initial Planning Pride Campaign Execution

Supporting Global Teams1

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3

3

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Measurement is integral to operations

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

• Set goals to measure impact after the program ends

• Get partners that are committed to measureTrack Long-term Commitment to Monitoring

Report Biological Impact at Program Level

Opportunities (Challenges) Ahead … 1.Incorporate human wellbeing measures2.Longitudinal reporting3.More donor reporting4.More program types5.Joint reporting with partners6.Show impact and stay credible