All-Staff Meeting July 13, 2010. AGENDA Rare’s top priorities for the rest of the year Measuring...

All-Staff Meeting • July 13, 2010

AGENDA

AGENDA

• Rare’s top priorities for the rest of the year

• Measuring impact: rare pride cohort AZE – tropical Andes

• New faces

• RarePlanet: What is the next big thing?

• BSC measure of the month: hours of training

• Closing

t

AGENDA

RARE’S TOP

PRIORITIES

Brett Jenks, CEO

1. Share stories of impact

2. Establish sustainable revenue stream

3. Develop next round of thematic

cohorts

4. Practice great management

OUR PRIORITIES

1. SHARE OUR STORIES OF IMPACT

CAMPAIGN IMPACT

Broad coverage of campaignEastern Steppe, Mongolia

Threat:Hunters from Choibalsan have caused a significant decrease in the population of the Mongolian gazelle.

Solution:The Campaign Manager has taken on a broad social marketing strategy involving large-scale distribution of collateral, SMS updates, school visits, and appearances on multiple radio and TV shows. The campaign’s Barrier Removal component involves training rangers to protect and monitor wildlife.

Results:Too early for measurable impacts on gazelle populations, but so far the campaign has enjoyed broad media coverage. The campaign mascot regularly appears on a national children’s TV show, and hundreds of people receive and respond to SMS updates. The CM has collected a lot of anecdotal evidence of the campaign’s reach, as she has encountered many people who already receive her updates or watch her show.

CAMPAIGN IMPACT

Snare traps removed by villagers on patrolHunchun Nature Reserve, China

Threat:The small population of Siberian tigers around the reserve was severely threatened by poaching of tigers’ prey. Not only were the tigers losing their source of food, but they were also subject to accidentally being caught in snare traps.

Solution:Build public understanding of the value of the tiger, its prey and the reserve, while providing incentives like bee boxes in exchange for participating in patrol teams to rid the forest of illegal traps.

Results:Way too early to measure impacts on tigers, but the campaign has gotten a lot of press on the local, regional, and national level. Government officials have been very supportive. And representatives of other villages want to expand the campaign to their homes as well.

CAMPAIGN IMPACT

Increased respect for no-take zoneBahia Kino, Mexico

Threat:Destructive fishing practices and fishing for banned products have severely threatened endangered fish and sea turtles in Bahia Kino.

Solution:End the tragedy of the commons by giving fisherman the desire and the means to fish sustainably. Establish fishers’ rights. Show fishers the growing sea life in no-take zones.

Results:Preliminary results show a decreasing number of infractions and increasing fish populations in the no-take zone.

CAMPAIGN IMPACT

Poachers prosecuted because of hotlineNam Et-Phou Louey National Protected Area, Laos

Threat: The population of Indochinese tigers in this important reserve has been put at risk by the depletion of its prey. People have been illegally hunting the tiger’s food sources for both subsistence and trade.

Solution:Get the public involved in enforcement. Establish and market an anti-poaching hotline, and then improve law enforcement officials’ ability to respond to these calls.

Results:The hotline has received 95 calls, 28 of which were directly related to poaching incidents. Seven reported cases were passed on to a multi-agency committee, and within a week of reaching the committee, three of seven resulted in fines. Enforcement!

CAMPAIGN IMPACT

Stronger enforcement of fishing regulationsAndavadoaka Coast, Madagascar

Threat:A variety of endangered marine species, including fish and sea turtles, have suffered as fishers use destructive equipment and techniques inside the Velondriake Marine Protected Area. Prior to the campaign, community leaders tended to let infractions go unpunished.

Solution:Use creative marketing to build support for enforcement, and improve leaders’ ability to enforce the rules. (One key tool to get the message out is the “moving billboard” – a sail painted with the campaign logo and slogan.)

Results:Community leaders found enough evidence to follow up on six of the 10 reported infractions, and successfully issued fines for four. Enforcement!

CAMPAIGN IMPACT

Zero uncontrolled forest firesRia Lagartos Biosphere Reserve, Mexico

Threat:In 2008, over 35 hectares of tropical forest in the reserve’s core area (home to the endemic and endangered Yucatan wren) were destroyed by agricultural fires.

Solution:Create the desire to stop fires from spreading into the reserve, and give farmers the means to control their fires.

Results:In the 2010 burning season, farmers and ranchers did not start a single uncontrolled fire – in spite of a drought which increased the threat. In the one instance that someone outside the target audience set a fire, brigades quickly put it out (as they had been trained) before it reached the reserve’s core area.

CAMPAIGN IMPACT

500 hectares of forest conservedIBA Central de Veracruz, Mexico

Threat:Prior to the campaign, farmers were rapidly destroying the forest in a designated Important Bird Area to grow sugarcane and raise livestock. Endangered migratory birds, including the peregrine falcon, were quickly losing an important stop-over site.

Solution:Demonstrate to farmers the benefits of certifying their land as Private Conservation Areas.

Results:Shortly after the campaign launched, 15 farmers decided to certify their land as Private Conservation Areas. The combined area of the land they committed exceeded the campaign’s Barrier Removal goal of 500 hectares.

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 20100

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

Revenue Growth

Revenue GrowthProjected

2. DEVELOP SUSTAINABLE REVENUE STREAM

• MEMBERSHIP. NRDC spends $2.5M to raise $3M in membership and the start up costs would be very high.

• ONLINE DONATIONS. This is another form of membership. Except for relief operations, this is an unlikely choice at present.

• FEE FOR SERVICE. Despite the hype, very few nonprofits grow above $5M per year with this model. (Campaigns will continue to be co-financed by partners.)

• PRIME GOVERNMENT CONTRACTOR. To compete, Rare would have to change its business model drastically and justify major trade offs with its mission.

• FOUNDATIONS. This segment accounts for less than 10% of Rare’s revenue, 5% of TNCs, 12% of WCS’s. Important, but not a major priority.

Source: Bridgespan Group research

Several models were rejected outright

FY10 FY11 FY12 FY13 FY14 $-

$5.00

$10.00

$15.00

$20.00

$25.00

Five-Year Incremental FUNDS (Projections)

Millions

of

Dollars

1. Major US Donors

2. Government and Multilaterals

Incremental investment ($7.5 million- total over 5 years)

Fundraising potential

3. DEVELOP NEXT ROUND OF THEMATIC COHORTS

AZE SPECIES

and CLOUD FOREST

LOSS

#1. ANDES

SUSTAINABLE FISHERIES

#2. CORAL TRIANGLE

#3. MADAGASCAR?

DEFORESTATION & FUEL EFFICIENT STOVES

#4. APESCAPES?

BUSHMEAT AND GORILLA POACHING IN CENTRAL AFRICA

#5. BRAZIL?

DEFORESTATION AND REDD

4. PRACTICE GREAT MANAGEMENT

Practice Great ManagementSituational Leadership

Practice Great ManagementMeeting Design

Practice Great ManagementLeadership Coaching

Recruiting

Training

Campaign Design

Implementation

Sustainability

Below Average Above Average

Average

CONTINUE IMPROVING PROGRAMS

Below Average Above Average

Average

1. Share stories of impact

2. Establish sustainable revenue stream

3. Develop next round of thematic

cohorts

4. Practice great management

OUR PRIORITIES

MEASURING IMPACT: Rare Pride Cohort AZE – Tropical Andes

Keith Alger, VP Latin America

RARE PRIDE COHORT AZE

Evaluating Rare’s Theory of ChangeDemonstrating Rare’s Theory of Change


Activity 1: Biological Monitoring (indicates CR)Partner: Birdlife International

Activities: • Design of a biological monitoring protocol for all 12

sites, data collected by trained teams

• Oriented to species change at the farm level

• 2 rounds of data collection, pre and post

• Participatory data collection


Activity 2: GIS Analysis of Land Cover Change (Indicates TR)Partner: University of Wisconsin, Madison

Activities: • Satellite imagery and habitat cover change over time

(4 data periods)


Activity 3: Case Study (Indicates cause of BC)Partner: Foundations of Success

Activities: • Study design (current) to test the hypothesis that Pride

sites with payment schemes accelerate conservation impact more than payment scheme sites without Pride campaigns

• Information collection (informant interviews, surveys)

• Comparison and analysis

• Final report (2012)


Control and Comparison Sites

Control:• Sites used to establish causal

impact of a specific intervention upon a result, independent of other causal factors.

• Sites the same as project sites, but without influence from project.

• Random selection of project sites and control sites necessary to show causality free of confounding factors.

Comparison:• Choose sites equivalent on

known confounding factors

• Used to find evidence of influence of variable over result.

• Only weak attribution of casualty possible.

• Allows comparison between project activities conducted at different times and by different teams.

AGENDA

NEW FACES

Introducing Rare’s new staff

Joined May 10, 2010

John HanlyInformation Technology Director

Joined May 14, 2010

Stuart GreenCohort Director PEP II, Philippines

Joined June 1, 2010

Eleanor CarterCohort Director, Indonesia

Joined June 21, 2010

Matt LutkenhousePEP Director

Joined July 5, 2010

Angela CunPride Program Manager, China

Joins Rare August 1, 2010

Aysha GhadialiProgram Development Manager, Arlington

Joins September 1, 2010

Patrick MehlmanSenior Director of Program Development

AGENDA

RAREPLANET: WHAT IS THE NEXT BIG THING?

Lark Dunham, VP RarePlanet

rareplanet visionAccelerate the creation of conservation

constituencies - bridging time and distance to improve impact & results.

Post-launch developments

Over 600 bug fixes and feature enhancements

~3 fold increase in participation (blogs, comments, resource posts)

80% of registered users have used the site in the last 90 days

rareplanet today

195 campaigns

1500 members (up from 370 July 2009)

50K pageviews monthly(up from ~30K July 2009)

Social Media & Content Syndication

1320 Followers (up from 32 in November 2009)Bright Spot: TNC Retweet of Andavadoaka Coast Blog to 30K

801 Fans (up from ~100 in November 2009)Bright Spot: 3rd highest traffic driver to RarePlanet

~2K monthly pageviews to RareConservation.orgBright Spots: Co-blogging program with other environmental bloggersBlog

http://www.rareplanet.org/en/campaign/campaign-sustainable-fisheries-managementandavadoaka-coast

http://www.rareplanet.org/en/campaign/campaign-sustainable-fisheries-managementandavadoaka-coast

lessons learnedEase of use is critical to adoption

Stories coming through the blogs are KILLER content

Social media is impacting our reach

" Tools don't get socially interesting until they get technologically boring."

-Clay Shirky, 2009 Nonprofit Technology Conference

Next Up

Focus on participation and storytelling

Make content creation even easier and accessible

Greater coordination with Communications to get those stories to other channels

Pilot Programs with Experts

Coming Features

Facebook Connect

Improved Editor and Preview

Mobile Updates

RSS Feeds

Virtual Status and Recognition

building a network of conservationists

Campaign Managers

pride alumni

experts

Donors and public

Universities & Students

Rare staff

Local community

AGENDA

BSC measure of the month: hours of training

Anna Thompson, Manager, International Service Program

$2000 every year for each staff member

Approximately $140,000 in FY10 alone

Additional $15,000 in scholarships for university courses (congrats to Sari!)

Rare employees = Rare’s most valuable assets

Hours of formal training per employee per year

• Expanding organizational capacity is one of the four core strategies we utilize to achieve our conservation goals

• Developing our talent pool is one of the critical ways to expand our capacity

Why is this on Rare’s Balanced Scorecard?


Formal training in FY10 is defined as…


External professional development and learning opportunities related to your career advancement at Rare

What counts as “formal training” in FY10? (Yes or No)

1. Daily Skype chat(s) with Paul (aka “being Butlered”)

Short quiz…




2. Replicon training during your first month on the job

Short quiz…





3. Online Harvard Management Courses (on LINGOs)

Short quiz…






4. Learning to Contra dance (Thur. night at the Retreat)

Short quiz…







5. Training session w/ consultants at a Rare sponsored event

Short quiz…








6. Train the Trainer (TTT) before the Retreat

Short quiz…









7. Industry conferences related to your work at Rare

Short quiz…


Formal training in FY11 will be defined as:

External and internal* professional development and learning opportunities related to your career advancement at Rare

-- FY11 Target = 30 hours of formal training per employee --

* including content designed and presented by consultants or staff, if approved by Director of Training



1. Daily Skype chat with Paul (aka “being Butlered)






7. Industry conferences related to your work at Rare


Short quiz…

FY10 • Goal: average of 20 hours per

employee per year

• Current average = 18.2 hours YTD (at end of May)

So, how are we doing now?


HOWEVER…

So, how are we doing now?


Some employees are skewing the average:

Several staff members have already participated in more than 80 hours of training this year...

…yet many staff members have not participated in any training this year

Congratulations to those staff who have already gone above and beyond this year!


• Participating in training opportunities is responsibility of each employee and his/her manager

• We each have Professional Development Goals on our ISBCs that impact year-end performance reviews and bonuses. Training can help you meet these goals.

• If you have yet to take advantage of your $2000 stipend, ask your manager for assistance

• Help HR track your hours by submitting Training Feedback Forms upon your return. (This also helps us know which trainings are worth recommending to others.)

What can we do?


AGENDA

Closing

Inspiring fitness!

Rareathlon 2010July 19 – Oct 3, 2010

Rareathlon ObjectivesInspire staff to adopt a healthier, fitness-oriented lifestyle

thru:

Goal Setting

Support

Office-wide competition!

Registration Link (individual):http://www.setupevents.com/index.cfm?fuseaction=event_detail&eventID=1487

Relay (do one sport or two sports):Email Hollee Keegan ([email protected]) with your sport preference, we’ll create relay teams

Post-Race Picnic for racers, supporters & photographers

Target Event

Giant Acorn Sprint Triathlon

Sunday, October 3, 2010

Lake Anna State Park, Virginia

750 meter swim (~ ½ mile) - 20K bike (~12.4 miles) - 5K run (~3.1 miles)

http://www.setupevents.com/index.cfm?fuseaction=event_detail&eventID=1487

http://www.setupevents.com/index.cfm?fuseaction=event_detail&eventID=1487

mailto:[email protected]

A personal goal helps you stay focused .Here are some guidelines for your personal goals:

- Specific & Measureable

- Personally Valuable & Achievable

- Examples:

• Workout at least 3 times/week during Rareathlon

• Lose 5 pounds/2 inches/1 dress size

• Lower blood pressure

• Stop smoking

• Complete a triathlon or leg of relay

• No fast food for length of Rareathlon

Personal Rareathlon goals

Winning Team will have the highest average points per person

Prizes will be awarded halfway (6 weeks) and at the end.

Executive Team: Brett, Dale, Joemma, Emily

HR/IT/LA: Justin, Anna, Deb, April, John, Kamal, Keith

Finance/Cohort: Stanley, Jason, Zoë, Cathy, Hollee, Kate M (Patrick & Aisha tbd)

GloPro/RarePlanet: Monica, Katie, Pam, Daniel, Sean, Patrick, Lark

Dev/Comm: John, Noël, Martha, Laurie, Lindsay, Alissa, Elizabeth, Dave

PEP: Matthew, Ariela, Brooke, Annalisa, Khanh, Amy, Steve

Each team will need a captain to record weekly workout points

(honor system)

Rareathlon teams!

Weekly workouts (tracked Mon-Sun) – 1 point/30 minute workout per person (max 10 points/week – 5 hours)

Reaching your personal Rareathlon challenge goal – 5 points/person

Participation as an individual or as a relay participant in the Giant Acorn Sprint Triathlon – 5 points/person

Placing in the Giant Acorn Sprint Triathlon in your age group (top 1-3 spots) in the – 5 points/person

Rareathlon competition

The goal is to get people moving, below are some examples:• Walking/Hiking/Jogging/Running• Cycling/Spinning/Roller Blading• Swimming/Water Aerobics• Yoga/Pilates/Tai Chi• Zumba/Salsa Dancing/Belly Dancing/Dance Aerobics• Martial Arts/Karate/Judo/Jujitsu/Ultimate Fighting• Body Pump/Weight Lifting

If you’re moving, your likely doing a workout.

What’s considered a workout?

Training and SupportThursday, July 15th Tea & Cakes, Triathlon Coach Ed Zerkle from TeamZ

Friday, July 30th brown bag lunch, Fitness guru Rick from Rick’s Quick Fit & Health Screening (blood pressure & weight)

Every Wednesday 90-minute lunch swim & carpool (Washington & Lee pool)

Sprint Triathlon training calendar & ongoing workshops

More information over the coming weeks

Individual Questions - Please email/call:Lark, Anna, Hollee, Jason, Justin, Liz, Deb and/or April

Footnote: Team trash talking is encouraged!

Questions?

Examples:

-“Team HR/IT/LAM eats triathlons for breakfast.”

- “Your team is going down like the web site.”

Trash-talking

Max De Pree is chairman emeritus of Herman Miller, Inc., one of Fortune’s 25 Most Admired Companies in the United States.

“Practice without belief is a forlorn existence. Managers who have no beliefs but only understand methodology and quantification are modern-day eunuchs. They can never engender competence or confidence. They can never be truly intimate…

“Intimacy with our work directly affects out accountability and results in personal authenticity in the work process. A key component of intimacy is passion…

“In our group activities, intimacy is betrayed by such things as politics, short-term measurements, arrogance, superficiality, and an orientation towards self rather than toward the good of the group…

“When one thinks carefully about why certain people who are competent, well-educated, energetic, and well supported with good tools fail, it is often the red thread of superficiality that does them in. They never get seriously and accountably involved with their own work.”

An excerpt

1. The Right to be Needed

2. The Right to be Involved

3. The Right to a Covenantal Relationship

4. The Right to Understand

5. The Right to Affect One’s Own Destiny

6. The Right to be Accountable

7. The Right to Appeal

8. The Right to Make a Commitment

Rights to work by

• Can I use my gifts? • Do I have a meaningful personal

relationship with Rare’s goals? • Does Rare need something that I

contribute in order to reach its goals?

The Right to be needed

• Is there a structured way that allows my INPUT?

• Do my leaders or supervisors genuinely RESPOND?

• Do we take actions together that translate our interaction into products and services on behalf of our CUSTOMERS?

The Right to be involved

• Does my agreement with my boss, partners, and peers go beyond contractual – what is legal and reciprocal – to create meaning and bring fulfillment, and to weather conflict and change?

The Right to a covenantal relationship

• Do I understand the mission and do I understand the strategy and direction of the organization and my group within it?

• Do I have a personal career path that enables me to enlarge my competence through new experience and study?

• Do I understand our competition? • Do I understand my compensation, working

conditions, shared benefits, expectations, normal constraints?

• Does my supervisor meet reasonable expectations for communication, education, and explanation?

The Right to understand

• Do I feel capable of influencing my own future here?

• Am I involved with my own performance evaluation, promotion, and personal and professional development?

The Right to affect one’s own destiny

• Do I have the opportunity to contribute to the organization’s goals?

• Do I also share in the associated risks?• Are my contributions measured according

to previously understood and accepted standards of performance?

The Right to be accountable

• Do I have a non-threatening means of appealing any decision or leadership act that seems irrational or arbitrary?

The Right to appeal

• Is this a place that lets me do my best? • Can I genuinely commit to the people

here, to the mission, to the strategy, and to its execution?

• Is the leadership here rational?

The Right to make a commitment

All-Staff Meeting July 13, 2010. AGENDA Rare’s top priorities for the rest of the year Measuring...

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