Pride Scorecard Training December 2013

1. Pride Scorecard TrainingDecember 2013

2. Agenda & Outcomes • Agenda • Big picture (10 min) • Overview of the new measures • Ariela on capacity (45 min) • Brian on constituency (20 min) • Recap the scoring system (15 min) • Highlight upcoming events (5 min) • Outcomes • Understand the new measures • Understand how the PSC can inform next steps for your campaign • Understand how to assess a campaign based on the criteria and assigning a color score

3. Agenda • Big picture • Overview of the new measures • Ariela & Team on Capacity • Brian on Constituency • Review the scoring system • Highlight upcoming events

4. (Succinct) Timeline of Pride Scorecard 2011 ~Jan 2012 ~Feb 2012 2012 - Today July 2013 Dec. 13 Feb 14 Piloted in 3 regions for 3 months Last draft reviewed by TMT, Social marketing, MMT Formal approval by Regional VP, Dale Began soliciting formal feedback from TMT, Social Marketing, MMT Refine Question on Google Docs Launch of the New Campaign Tracker • Used version on Google Docs • Countless tweaks Commitment is to create at least one opportunity per year to make substantive changes.

5. What the Pride Scorecard Measures The Pride Scorecard measures the progress of a campaign based on the objectives of the 3Cs using a set of action-oriented indicators. Using the 3Cs as the framework allows us drive improvements in the campaigns and to assess the likelihood of continued success after the campaign has ended. Objectives of the 3Cs: • Build the Capacity of the Rare Fellow(s) and IP to have the willingness and ability to continue the campaign successfully on their own. • Develop a Constituency for the campaign that ensures the community's commitment to conservation, their adoption of the desired BC as a social norm and ownership of threats. • Achieve the campaign's Conservation goals via new behavior adoption, threat reduction and successfully monitoring impact.

6. Why We have a Pride Scorecard • Improve Campaigns – Action oriented indicators are designed to drive decisions to maximize the impact of our campaigns • Guidance - Support staff in identifying what the key issues are for their campaigns • Transparency - Create a standard indicator for global conversations about campaigns to foster a global conversation • Accountability – we all should know our key roles in driving campaign improvement

7. Who Uses the Pride Scorecard and Why

8. Where the Scorecard Fits In Pride Scorecard Regions have own management processes Weekly Flash Reports Quarterly BSC Reports Monthly Status Reports Select BSC Measures are in your IBSC

9. Agenda • Big picture • Overview of the new measures • Ariela & Team on Capacity • Brian on Constituency • Review the scoring system • Highlight upcoming events

10. Refining Rare’s ‘Capacity’ Metrics

11. Revise Success Indicators with PPM and TMT Input Validate Success Indicators and Draft Tools with Alumni Input from TMT & Global Programs Roadmap for Developing the 5 Capacities, Success Indicators, and Metrics Input from Monitoring Team on Success Indicators TMT Feedback on Learning Outcomes TMT Meetings and 1:1 Conversations Deliverables or skills/capacities? Scorecard, Alumni Surveys, etc. Questions Final 5 Capacities Define what we want to measure Pride Skills Assessment Inventory of Existing Tools Training Department Strategic Planning Success Indicators Share Metrics Framework with LT LT Meeting Training Management Team Meeting Email Metrics Framework to RareWorld RareWorld Communication Monitoring Team Meeting

12. 5 Key Leadership Capacities

13. Alignment of Metrics Tools to Kirkpatrick’s Model of Training Evaluation

14. Capturing ‘Behavior’ in the Scorecard: “Presence” or “Absence” • During the course of the campaign, what are some of the key Strategic Planning skills that the Rare Fellow(s) has displayed? • Rare Fellow(s) is consulting qualitative and/or quantitative research to inform campaign decisions. • Rare Fellow(s) is using SMART Objectives of the site-level Theory of Change to drive campaign strategies and/or work plan. • Rare Fellow(s) is adapting strategies and/or Research Plan and/or work plan(s) to account for new information and/or unforeseen circumstances.

15. Agenda • Big picture • Overview of the new measures • Ariela & Team on Capacity • Brian on Constituency • Review the scoring system • Highlight upcoming events

16. Stepped BC Metrics • What percentage of the campaign’s SMART Objective for the TA’s enabling step in BC has been achieved so far? • Sustainable Fisheries campaigns: Fishers regularly attend and participate in meetings, trainings and workshops about fisheries. • ARA campaigns: Targeted members of the Upstream TA are taking steps towards signing an ARA. • Campaign is achieving at least 20% to 39% of this BC SMART Objective • Campaign is achieving 40% to 59% of this BC SMART Objective • Campaign is achieving 60% to 79% of this BC SMART Objective • Campaign is achieving 80% to 99% of this BC SMART Objective • Campaign is achieving 100% of this BC SMART Objective

17. Stepped BC Metrics • What percentage of the campaign’s SMART Objective for the TA’s intermediate step in BC has been achieved so far? • Sustainable Fisheries campaigns: Fishers register their boat and fishing gear. • ARA campaigns: Targeted members of the Upstream TA have signed an ARA with a minimum duration of 5 years. • Campaign is achieving at least 20% to 39% of this BC SMART Objective • Campaign is achieving 40% to 59% of this BC SMART Objective • Campaign is achieving 60% to 79% of this BC SMART Objective • Campaign is achieving 80% to 99% of this BC SMART Objective • Campaign is achieving 100% of this BC SMART Objective

18. Stepped BC Metrics • What percentage of the campaign’s SMART Objective for the TA’s ultimate step in BC has been achieved so far? • Sustainable Fisheries campaigns: Fishers acquire fishing licenses. • ARA campaigns: Members of the Upstream TA who have signed ARAs, isolate the agreed upon conservation objectives in their properties for conservation and got a minimum and renewable period of 5 years • Campaign is achieving at least 20% to 39% of this BC SMART Objective • Campaign is achieving 40% to 59% of this BC SMART Objective • Campaign is achieving 60% to 79% of this BC SMART Objective • Campaign is achieving 80% to 99% of this BC SMART Objective • Campaign is achieving 100% of this BC SMART Objective

19. Agenda • Big picture • Overview of the new measures • Ariela & Team on Capacity • Brian on Constituency • Review the scoring system • Highlight upcoming events

20. Recap: Scoring System

21. Indicative Pride Scorecard Dashboard Indicative target for cohort at completion Period

22. Key Points to Keep in Mind for Scoring Baseline • Created by hypothetically scoring a TOP campaign using each measure for each month • This baseline is a starting off point for us to test and improve • Anything in the scoring baseline being presented can change and be negotiated as needed

23. Points Possible Over Time

24. Color Assignment GuidanceEach region can set their own standards for green, yellow, red Green = Progress is on track to achieve objectives Yellow = Progress is lower than expected but does not require immediate senior manager action Red = Progress is off track and/or requires senior management attention to resolve critical issues The most important thing is that if you need management assistance, flag the campaign as red

25. Submission & Approval Process • PPM, Training Manager/Director, Monitoring Specialist and BR Specialist score measures • PPM assigns color before submitting to Cohort Director • Cohort Director reviews and approves Pride Scorecards as before, and approves PPM’s color assignment • Cohort Director assigns a rank to each campaign

26. Agenda • Big picture • Overview of the new measures • Ariela & Team on Capacity • Brian on Constituency • Review the scoring system • Highlight upcoming events

27. Next Steps • Complete December Pride Scorecards (due 12/20/13) in Google with updated measures and new scoring system • Share feedback on measures, month ranges for points and point ranges asap • Feedback will be incorporated into January Pride Scorecards • Complete January Pride Scorecards in Google • Share feedback again on updates made asap • Feedback will be incorporated but not by the February Pride Scorecard due to Campaign Tracker launch • Get training on the new Campaign Tracker (late January) • Learn how to upload and approve milestones • Learn how to blog and upload multimedia files • Complete the Pride Scorecard using the CampaignTracker (February)

28. Appendix: Questions about the CampaignTracker Transition • What’s in the CampaignTracker • Milestones page • Prompts on upcoming milestones • For Rare/EDF/UCSC staff • Weekly flash report • Pride Scorecard • Campaign administration • What’s NOT in the Campaign Tracker • No more groups • No more personal pages • What happens to content that is there • Active groups are being migrated to new online tools • Campaign content will be ported into the Campaign Tracker automatically • Personal pages and blogs will be archived • When will it happen? • The transition will begin in mid January and be largely complete by the end of February • Who has access to the Campaign Tracker • Unlike RarePlanet the site will ONLY be accessible to Rare/EDF/UCSC staff and Implementation partners • How does this link to the upcoming relaunch of Rare.org • Campaign blogs will link to Rare.org • Select campaign information to provide an overview and some deliverables will be linked • People will learn about programs, cohorts and campaigns via Rare.org

29. Appendix: Status Tools

30. Appendix: All Updated Capacity Measures • During the course of the campaign, what are some of the key Strategic Planning skills that the Rare Fellow(s) has displayed? • Rare Fellow(s) is consulting qualitative and/or quantitative research to inform campaign decisions. • Rare Fellow(s) is using SMART Objectives of the site-level Theory of Change to drive campaign strategies and/or work plan. • Rare Fellow(s) is adapting strategies and/or Research Plan and/or work plan(s) to account for new information and/or unforeseen circumstances. • During the course of the campaign, what are some of the key skills associated with Behavior Change Interventions that the Rare Fellow(s) has displayed? • Rare Fellow(s) is accounting for audience’s perceived benefits and barriers in the design and/or implementation of their Marketing Strategy. • Rare Fellow(s) is aligning Social Marketing and Barrier Removal strategies to accelerate the adoption of the new behavior. • Rare Fellow(s) is selecting and/or implementing activities and materials to progress the target audience through the Stages of Behavior Change (as aligned to K, A, IC, and BC).

31. Appendix: All Updated Capacity Measures • During the course of the campaign, what are some of the key Effective Communication skills that the Rare Fellow(s) has displayed? • Rare Fellow(s) is communicating the goals and/or strategies of the campaign in terms that are appropriate for the intended audience. • Rare Fellow(s) is using Brand, messages, activities, and/or materials to communicate the Benefits Exchange. • Rare Fellow(s) is motivating key influencers and/or groups to take concrete actions to support the campaign. • During the course of the campaign, what are some of the key skills related to Conservation Science and Management that the Rare Fellow(s) has displayed? • Rare Fellow(s) is addressing site-specific threats to the conservation target through the campaign strategies and/or work plans. • Rare Fellow(s) is designing and/or implementing a Barrier Removal strategy that addresses site-specific threats. • Rare Fellow(s) is tracking the measurement and monitoring of campaign impact (TR and CR). • During the course of the campaign, what are some of the key elements of Skills Transference that the Rare Fellow(s) has displayed? • Rare Fellow(s) is sharing lessons learned within and/or across cohorts. • Rare Fellow(s) is communicating and/or sharing key capacities (Strategic Planning, Behavior Change Interventions, Effective Communications, and Conservation Science and Management) with implementing partners and/or local agencies. • Rare Fellow(s) is taking actions and/or considering decisions that will contribute to the sustainability and/or continuation of the campaign.