ࡱ> qsp%` J*bjbjNN 4V,,}   dddx|||84txfRhhh~~~25\0QQQQQQQ$Sh6VQd"Q~~cR*p8~d~QQ2MLdEQ~\ H|1N.Q*R<fRNnVV\EQVdEQdQQ,fRxxx |xxx|xxx CONSERVATION AUDITS AT THE NATURE CONSERVANCY Overview TNCs work with measures of success has been ongoing for more than a decade, associated closely with the development and refinement of the Conservation Approach specified in Conservation by Design and the Conservation Action Planning Process (CAP - formerly known as the 5-S Framework). CAP includes a dynamic series of 10 steps and associated practices for developing, implementing, and measuring the effectiveness of conservation strategies, and for adapting and learning over time. In short, sound project management. More specifically around measuring our work, the CAP process guides projects to track and report on: 1) the status of focal biodiversity, 2) the status of critical threats, and 3) the effectiveness of actions taken. To assess and increase the extent to which TNCs projects are applying its Conservation Approachincluding these important measuresin 2001 TNC began piloting Conservation Audits peer-reviews of the processes (inputs, actions, outputs) and, where applicable, the results (outcomes/ impacts) of a Conservation Project, regardless of scale. To date, more than 48 Conservation Audits have been conducted across the Conservancy and with partners. Through widespread and systematic Conservation Auditing, TNC seeks to: Improve conservation at the project level, Conservancy-wide, and among partner organizations through a process of quality assurance/quality control in which adherence to good project management, (i.e. the CAP process (or The Open Standards))1 is assessed; Reinforce the credibility (internal and external) and accountability of our conservation work by objectively reviewing project teams plans, activities, and measures; and Facilitate learning across the Conservancy and throughout the conservation community by identifying and sharing those best-practicesas identified through study of our successes and failuresthat advance the conservation process. More specifically, Conservation Audits seek to assist, influence, and inform: 1) Project and Program Teams; 2) Operating Unit and Regional Management (including Conservation/Science Directors); 3) Other Conservancy programs that could learn from the Programs experience; and 4) TNCs Conservation Audit Program and the Conservation Measures Partnership (CMP). Each Conservation Audit aims to: Create an opportunity for the Project/Program Team to work with a group of objective peers, including non-TNC staff, to reflect on project activities, key issues, and potential solutions and thereby build confidence in assumptions and reasoning; Engender technical exchange between the Project/Program Team and the Audit Team on best practices and alternative approaches, both to improve the Project in question as well as the Projects of the Peer-Review Team members; Demonstrate to Senior Management and donors that investments are worthwhile by specifically assessing the credibility of planned (or actual) measures and results for the Project; and Provide opportunity for the Conservation Audit Program to learn and to refine the Conservation Audit methodology. A Conservation Audit is in no way or form a financial audit of the Program or Project, nor is it a review of personnel. Any discussion of management and/or operational structure occurs only to ensure that the appropriate infrastructure (i.e., enabling environment) is in place to allow the Project to achieve its conservation goals. Conservation Audit Methodology In practice, a Conservation Audit compares the design and adaptive management practices of the Project being reviewed to the established standards and best practices articulated in CAP. Following the CAP Framework, a TNC Conservation Audit considers four key aspects of sound project management: Project definition, including the Project/Programs overarching goals and design [Steps 1-2]; The development of strategies and measures [Steps 3-7]; The implementation of strategies and measures [Steps 8-9]; and Closing the cycle (e.g., analysis, adapting, and sharing lessons learned) [Step 10]. Peer-review Conservation Audits are generally conducted by a set of 4-10 peers who spend approximately 3-5 days with a given Project Team assessing its work using the CAP framework and the CAP Self-Assessment Tool (See Appendix) as guidance. Specifically, Conservation Audits consist of four primary activities: Relevant document review, Group meetings and discussions with Project staff (following the 10 Step CAP checklist), Discussions with key partners, and Site visits to gain a perspective about the context of the work. On the last day of an Conservation Audit, the Peer-Review Team presents its Preliminary Findings and Recommendations to the Project or Program Teams to provide an opportunity for discussion and to allow correction of any misinterpretations or suggestion of where further data collection might be needed. Finally, during the 3-4 weeks after the on-site work, a report is drafted which presents and elaborates on the findings and recommendations from the Conservation Audit, and which eventually incorporates any feedback or corrections provided by the Program Team. A Next Steps action plan is also provided, to help the Project Team prioritize and workplan future project improvements. Follow-ups are made 18-24 months later to check-in on progress.   The CMP is a consortium of NGOs (e.g., AWF, CI, TNC, WCS, WWF) committed to improving the practice of conservation by promoting innovation in planning, monitoring, and evaluation within the conservation community. Among other activities, the CMP has developed The Open Standards for the Practice of Conservation (a generic standard comparable to TNCs CAP process) and a universal Conservation Audit methodology.     PAGE 1 Summary of the Conservation Action Planning Process A. Defining Your Project 1. Identify People Involved in Your Project Selection of core project team members and assignment of roles Identification of other planning team members and advisors as needed Identification of a process leader 2. Define Project Scope & Focal Conservation Targets (5S = Systems) A brief text description and basic map of your project area or scope A statement of the overall vision of your project Selection of no more than 8 focal conservation targets and explanation of why they were chosen B. Developing Your Conservation Strategies and Measures 3. Assess Viability of Focal Conservation Targets (5S = Systems) Selection of at least one key ecological attribute and measurable indicator for each focal target Your assumption as to what constitutes an acceptable range of variation for each attribute Determination of current and desired status of each attribute Brief documentation of viability assessments and any potential research needs 4. Identify Critical Threats (5S = Stresses & Sources) Identification and rating of stresses affecting each focal target Identification and rating of sources of stress for each focal target Determination of critical threats 5. Conduct Situation Analysis (5S = Strategies) A situation analysis that includes indirect threats/opportunities and associated stakeholders behind all critical threats and degraded attributes A picture either in narrative form or a simple diagram of your hypothesized linkages between indirect threats and opportunities, critical threats, and focal targets 6. Develop Strategies: Objectives & Actions (5S = Strategies) At a minimum, good objectives for all critical threats and degraded key ecological attributes that your project is taking action to address and if useful, for other factors related to project success One or more strategic actions for each conservation objective 7. Establish Measures (5S = Success) A list of indicators and methods to track the effectiveness of each conservation action A list of indicators and methods to assess status of selected targets and threats you are not currently working on C. Implementing Your Conservation Strategies and Measures 8. Develop Work Plans Lists of major action steps and monitoring tasks Assignments of steps and tasks to specific individual(s) and rough timeline Brief summary of project capacity and a rough project budget If necessary, objectives and strategic actions for obtaining sufficient project resources 9. Implement Action. Measures. D. Using Your Results to Adapt and Improve 10. 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