All-Staff Meeting • July 13, 2010

Slide 1

All-Staff Meeting July 13, 2010

1AGENDA

AGENDARares top priorities for the rest of the yearMeasuring impact: rare pride cohort AZE tropical Andes New facesRarePlanet: What is the next big thing? BSC measure of the month: hours of trainingClosingtAGENDARARES TOP PRIORITIESBrett Jenks, CEO

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Share stories of impactEstablish sustainable revenue streamDevelop next round of thematic cohortsPractice great management

OUR PRIORITIES4

1. Share our stories of impactWe need three impact stories.which are our best right now?

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Campaign ImpactBroad coverage of campaignEastern Steppe, MongoliaThreat: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 campaigns 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 childrens TV show, and hundreds of people receive and respond to SMS updates. The CM has collected a lot of anecdotal evidence of the campaigns reach, as she has encountered many people who already receive her updates or watch her show.

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Campaign ImpactSnare traps removed by villagers on patrolHunchun Nature Reserve, ChinaThreat: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.

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Campaign ImpactIncreased respect for no-take zoneBahia Kino, MexicoThreat: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.

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Campaign ImpactPoachers prosecuted because of hotlineNam Et-Phou Louey National Protected Area, LaosThreat: 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 tigers 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!

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Campaign ImpactStronger enforcement of fishing regulationsAndavadoaka Coast, MadagascarThreat: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!

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Campaign ImpactZero uncontrolled forest firesRia Lagartos Biosphere Reserve, Mexico

Threat:In 2008, over 35 hectares of tropical forest in the reserves 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 reserves core area.11

Campaign Impact500 hectares of forest conservedIBA Central de Veracruz, MexicoThreat: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 campaigns Barrier Removal goal of 500 hectares.

This is an interesting example of a campaign that focused more heavily on Barrier Removal than on social marketing. In fact, until recently, the LAP has doubted whether marketing activities have even contributed to the success of the campaign. From what Ive heard, theyve started to appreciate the value of marketing.122. DEVELOP SUSTAINABLE REVENUE STREAM13Membership. 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 Rares revenue, 5% of TNCs, 12% of WCSs. Important, but not a major priority. Source: Bridgespan Group researchSeveral models were rejected outright1. Major US Donors

2. Government and Multilaterals

Incremental investment ($7.5 million- total over 5 years)Fundraising potential3. DEVELOP NEXT ROUND OF THEMATIC COHORTS

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AZE SPECIES and CLOUD FORESTLOSS

#1. ANDESNeed to add a set in Belize17

SUSTAINABLE FISHERIES

#2. CORAL TRIANGLENeed to add a set in Belize18#3. MADAGASCAR?DEFORESTATION & FUEL EFFICIENT STOVES

Reduce the greatest threats to deforestation in the south by promoting the adoption of 500,000 fuel efficient stoves, and creating a sustainable supply chain (at the request of WWF). Another proposal would reduce the greatest threats to deforestation in the north by promoting the adoption of proven agricultural techniques to small farmers who conduct slash and burn agriculture (at the request of WCS).

19#4. APESCAPES?BUSHMEAT AND GORILLA POACHING IN CENTRAL AFRICA

Work on Apescapes to simultaneously promote alternatives to gorilla hunting while changing the perception of bushmeat in urban areas from a luxury item to a health risk (at the request of WCS). Cohorts will concentrate on taking Pride campaigns into urban centers, like the 3 largest cities in Cameroon, to reduce the the consumption of bush meat in these city centers. 20#5. BRAZIL? DEFORESTATIONAND REDD

As we work to open our Portuguese language training center, we are looking at a cohort in the rainforests of Brazil. Train Amazonian indigenous and local communities to negotiate agreements that set aside part of their lands for conservation in return for livelihood benefits financed from REDD. 214. PRACTICE GREAT MANAGEMENT

One slide on each:Data-based Management -- something showing the balanced scorecard metrics, something where numbers matterSituational Leadership just show the image Ask yourself before every assignment: where are my boss and I on this chart and why?Meeting Design Show the framework Ask yourself: do I have a solid agenda before every meeting?Leadership Coaching Ask yourself: what new skills am I learning?

22Practice Great ManagementSituational Leadership

23Practice Great ManagementMeeting Design

24Practice Great ManagementLeadership Coaching

25RecruitingTrainingCampaign DesignImplementationSustainabilityBelow AverageAbove AverageAverageCONTINUE IMPROVING PROGRAMSBelow AverageAbove AverageAverageEnter Title of Presentation HereRare Confidential26A.

Share stories of impactEstablish sustainable revenue streamDevelop next round of thematic cohortsPractice great management

OUR PRIORITIES27MEASURING IMPACT: Rare Pride Cohort AZE Tropical Andes

Keith Alger, VP Latin America

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Rare pride cohort azeEvaluating Rares Theory of ChangeDemonstrating Rares Theory of Change

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Rare pride cohort azeActivity 1: Biological Monitoring (indicates CR)Partner: Birdlife InternationalActivities: Design of a biological monitoring protocol for all 12 sites, data collected by trained teams Oriented to species change at the farm level2 rounds of data collection, pre and postParticipatory data collection 30

Rare pride cohort azeActivity 2: GIS Analysis of Land Cover Change (Indicates TR)Partner: University of Wisconsin, MadisonActivities: Satellite imagery and habitat cover change over time (4 data periods) 31

Rare pride cohort azeActivity 3: Case Study (Indicates cause of BC)Partner: Foundations of SuccessActivities: 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)32

Rare pride cohort azeControl and Comparison SitesControl: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 factorsUsed 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.33AGENDANEW FACES

Introducing Rares new staff

34Joined May 10, 2010

John HanlyInformation Technology Director35Joined May 14, 2010

Stuart GreenCohort Director PEP II, Philippines 36Joined June 1, 2010

Eleanor CarterCohort Director, Indonesia37

Joined June 21, 2010

Matt LutkenhousePEP Director38Joined July 5, 2010

Angela CunPride Program Manager, China39Joins Rare August 1, 2010

Aysha GhadialiProgram Development Manager, Arlington40Joins September 1, 2010

Patrick MehlmanSenior Director of Program Development

41AGENDARAREPLANET: WHAT IS THE NEXT BIG THING?

Lark Dunham, VP RarePlanet

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and in 2008 RarePlanet launched

43rareplanet visionAccelerate the creation of conservationconstituencies - bridging time and distance to improve impact & results.

44Post-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 days45rareplanet today195 campaigns

1500 members (up from 370 July 2009)

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

46Social 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 bloggers

Blog

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lessons learnedEase of use is critical to adoption

Stories coming through the blogs are KILLER content

Social media is impacting our reach48

" Tools don't get socially interesting until they get technologically boring." -Clay Shirky, 2009 Nonprofit Technology Conference

49Next UpFocus on participation and storytelling

Make content creation even easier and accessibleGreater coordination with Communications to get those stories to other channels

Pilot Programs with Experts50Coming FeaturesFacebook Connect

Improved Editor and PreviewMobile Updates

RSS FeedsVirtual Status and Recognition51building a network of conservationistsCampaign Managers

pride alumni

experts

Donors and public

Universities & StudentsRare staff

Local communityEnter Title of Presentation HereRare Confidential52.

But we should keep in mind that were actually a 30-year old organization, with a long history of dedicating ourselves to one goal making conservation about people.

Weve had many different programs over the years Im going to walk you through a few of them in a minute but all have been designed to change the way people think about and practice conservation .

So why are we growing so dramatically now?After years of being completely science-driven, the entire conservation community has now begun to recognize the fact that their work will not succeed without support and behavior change from people at the local level. That is why demand for Rares tools is accelerating rapidly why donors are interested in putting significant funds behind Rares work and why nearly all of the worlds large NGOs and many national governments are coming to Rare for help. We have a proven, replicable model for addressing what everyone realizes is the biggest challenge facing conservation today. And a huge opportunity to make a difference in our field.AGENDABSC measure of the month: hours of training

Anna Thompson, Manager, International Service Program

53$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 = Rares most valuable assetsHours of formal training per employee per year

Staff members are Rares most valuable asset. Therefore, it is only fitting that as Rare strives to dramatically expand organizational capacity to meet the demands of a growing Pride program, it is of primary importance to focus on the professional development and capacity of each staff member. 54Expanding 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 Rares Balanced Scorecard? Hours of formal training per employee per year

Staff members are Rares most valuable asset. Therefore, it is only fitting that as Rare strives to dramatically expand organizational capacity to meet the demands of a growing Pride program, it is of primary importance to focus on the professional development and capacity of each staff member. 55Formal training in FY10 is defined asHours of formal training per employee per year

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

This slide is to introduce where we are YTD (or at least as of end of May 2010). The probability that, as an organization, were going to hit our target is high. Next slide shows BSC chart56What counts as formal training in FY10? (Yes or No)

Daily Skype chat(s) with Paul (aka being Butlered)

Short quizHours of formal training per employee per year

Staff members are Rares most valuable asset. Therefore, it is only fitting that as Rare strives to dramatically expand organizational capacity to meet the demands of a growing Pride program, it is of primary importance to focus on the professional development and capacity of each staff member. 57

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



Staff members are Rares most valuable asset. Therefore, it is only fitting that as Rare strives to dramatically expand organizational capacity to meet the demands of a growing Pride program, it is of primary importance to focus on the professional development and capacity of each staff member. 59What counts as formal training in FY10? (Yes or No)


Replicon training during your first month on the job









Online Harvard Management Courses (on LINGOs)











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













Training session w/ consultants at a Rare sponsored eventShort quizHours of formal training per employee per year






Training session w/ consultants at a Rare sponsored eventShort quizHours of formal training per employee per year






Training session w/ consultants at a Rare sponsored event

Train the Trainer (TTT) before the Retreat

















Industry conferences related to your work at RareShort quizHours of formal training per employee per year








Industry conferences related to your work at RareShort quizHours of formal training per employee per year

Staff members are Rares most valuable asset. Therefore, it is only fitting that as Rare strives to dramatically expand organizational capacity to meet the demands of a growing Pride program, it is of primary importance to focus on the professional development and capacity of each staff member. 71Formal 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

Hours of formal training per employee per year

This slide is to introduce where we are YTD (or at least as of end of May 2010). The probability that, as an organization, were going to hit our target is high. Next slide shows BSC chart72What counts as formal training in FY11? (Yes or No)

Daily Skype chat with Paul (aka being Butlered)






Industry conferences related to your work at RareHours of formal training per employee per year

Short quizStaff members are Rares most valuable asset. Therefore, it is only fitting that as Rare strives to dramatically expand organizational capacity to meet the demands of a growing Pride program, it is of primary importance to focus on the professional development and capacity of each staff member. 73What counts as formal training in FY11? (Yes or No)








































































































Short quizStaff members are Rares most valuable asset. Therefore, it is only fitting that as Rare strives to dramatically expand organizational capacity to meet the demands of a growing Pride program, it is of primary importance to focus on the professional development and capacity of each staff member. 86FY10 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?Hours of formal training per employee per year

This slide is to introduce where we are YTD (or at least as of end of May 2010) and the goal for FY11 (which is coming up quickly.) The probability that, as an organization, were going to hit our target is high. Next slide shows BSC chart87

HOWEVER So, how are we doing now?Hours of formal training per employee per year

So you can see what this looks like on Clearpoint, the BSC web site, heres our current chart. Looks like everything is on track, and in fact there was a big jump from end of March to end of May (shown here as June). Great job to everyone who has participated in training during this time. HOWEVER88Some 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!

Hours of formal training per employee per year

This slide is to introduce where we are YTD (or at least as of end of May 2010). The probability that, as an organization, were going to hit our target is high. Next slide shows BSC chart89Participating 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? Hours of formal training per employee per year

90AGENDAClosing

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Inspiring fitness!

Rareathlon 2010July 19 Oct 3, 2010

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

Goal Setting

SupportOffice-wide competition!

93Registration 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, well create relay teams

Post-Race Picnic for racers, supporters & photographers

Target EventGiant Acorn Sprint TriathlonSunday, October 3, 2010Lake Anna State Park, Virginia

750 meter swim (~ mile) - 20K bike (~12.4 miles) - 5K run (~3.1 miles)94A 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 RareathlonLose 5 pounds/2 inches/1 dress sizeLower blood pressureStop smokingComplete a triathlon or leg of relayNo fast food for length of Rareathlon

Personal Rareathlon goals95

Winning Team will have the highest average points per personPrizes will be awarded halfway (6 weeks) and at the end.

Executive Team: Brett, Dale, Joemma, EmilyHR/IT/LA: Justin, Anna, Deb, April, John, Kamal, KeithFinance/Cohort: Stanley, Jason, Zo, Cathy, Hollee, Kate M (Patrick & Aisha tbd)GloPro/RarePlanet: Monica, Katie, Pam, Daniel, Sean, Patrick, LarkDev/Comm: John, Nol, Martha, Laurie, Lindsay, Alissa, Elizabeth, DavePEP: Matthew, Ariela, Brooke, Annalisa, Khanh, Amy, Steve

Each team will need a captain to record weekly workout points (honor system)Rareathlon teams!96Weekly 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/personParticipation 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/personRareathlon competition97The goal is to get people moving, below are some examples:Walking/Hiking/Jogging/RunningCycling/Spinning/Roller BladingSwimming/Water AerobicsYoga/Pilates/Tai ChiZumba/Salsa Dancing/Belly Dancing/Dance AerobicsMartial Arts/Karate/Judo/Jujitsu/Ultimate FightingBody Pump/Weight Lifting

If youre moving, your likely doing a workout.

Whats considered a workout?98

Training and SupportThursday, July 15th Tea & Cakes, Triathlon Coach Ed Zerkle from TeamZFriday, July 30th brown bag lunch, Fitness guru Rick from Ricks Quick Fit & Health Screening (blood pressure & weight)

Every Wednesday 90-minute lunch swim & carpool (Washington & Lee pool)Sprint Triathlon training calendar & ongoing workshops

99More 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?100Examples:

Team HR/IT/LAM eats triathlons for breakfast.

Your team is going down like the web site.

Trash-talking101Max De Pree is chairman emeritus of Herman Miller, Inc., one of Fortunes 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 passionIn 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 groupWhen 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

The Right to be NeededThe Right to be InvolvedThe Right to a Covenantal RelationshipThe Right to UnderstandThe Right to Affect Ones Own DestinyThe Right to be AccountableThe Right to AppealThe Right to Make a Commitment

Rights to work by

104Can I use my gifts? Do I have a meaningful personal relationship with Rares 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 ones own destiny

Do I have the opportunity to contribute to the organizations 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

Documents

All-Staff Meeting • July 13, 2010