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Warning Text`Completion Instructions;Define & Design'%Implement, Analyse&Adapt, Share ResultsZ$Glossary,  ;0  ;6  ;G  ;1T dC3 A@@   F&b- To ensure maximium benefit for the office, the following approach is recommended to be followed;III Scoring GuidelinesV[Please print this page for reference whilst completing the Conservation Delivery KPI];- The collective review of the results page and capture of O- Key reasons for any differences between current capacity and current practiceY- Key recommended actions (to be reviewed and discussed with the Senior Management Team).-1 = Not applicable 0 = No capacity available) 1 = Only very limited capacity available= 2 = Some, but less than half the required capacity available7 3 = Approximately half the required capacity availableK 4 = More than half capacity required available, however still insufficient" 5 = Sufficient capacity available 0 = Not applied 1 = Only applied occasionally? 2 = Sometimes applied, however in less than half the instances0 3 = Applied in approximately half the instances0 4 = Applied often, however not in all instances 5 = Fully appliedP- The inclusion of agreed key actions into the overall action plan of the officePlease note the 3-5 projects or programmes on which this assessment is based. These should be managed by your office, and related to the Global Conservation Programme (if appropriate, NIs) Direct Threat  A human action that immediately degrades one or more biodiversity targets. For example,  logging or  fishing. Typically tied to one or more stakeholders. Sometimes referred to as a  pressure or  source of stress. Compare with indirect threat. +b Goal  A formal statement detailing a desired impact of a project, such as the desired future status of a target. A good goal meets the criteria of being linked to targets, impact oriented, measurable, time limited, and specific. This is a shift from the traditional definition of the term  goal which is more akin to vision statement in this document. + Indicator  A measurable entity related to a specific information need such as the status of a target/factor, change in a threat, or progress toward an objective. A good indicator meets the criteria of being: measurable, precise, consistent, and sensitive. +& Indirect Threat  A factor identified in an analysis of the project situation that is a driver of direct threats. Often an entry point for conservation actions. For example,  logging policies or  demand for fish. Sometimes called a root cause or underlying cause. Compare with direct threat. + Objective  A formal statement detailing a desired outcome of a project such as reducing a critical threat. A good objective meets the criteria of being: outcome oriented, measurable, time limited, specific, and practical. If the project is well conceptualized and designed, realization of a project s objectives should lead to the fulfillment of the project s goals and ultimately its vision. In some previous WWF planning systems, objectives were sometimes called  targets. Compare to vision and goal. +7 Opportunity  A factor identified in an analysis of the project situation that potentially has a positive effect on one or more targets, either directly or indirectly. Often an entry point for conservation actions. For example,  demand for sustainably harvested timber. In some senses, the opposite of threat. + Programme  A group of projects which together aim to achieve a common broad vision. In the interest of simplicity, this document uses the term  project to represent both projects and programmes since these standards of practice are designed to apply equally well to both. +; Project Area  The place where the biodiversity of interest to the project is located. It can include one or more  conservation areas or  areas of biodiversity significance as identified through ecoregional assessments. Note that in some cases, project actions may take place outside of the defined project area. + Result  The desired future state of a target or factor. Results include impacts which are linked to targets, outcomes which are linked to threats and opportunities, and outputs which are linked to activities. See Box 1 in the introduction to results chains for more explanation. +3 Risk Factor  A condition under which the project is expected to function, but which can cause problems for the project. Often, a condition over which the project has no direct control. Killer risks are those that when not overcome, will completely stop the project from achieving its goals and objectives. + Stakeholder  Any individual, group, or institution who has a vested interest in the natural resources of the project area and/or who potentially will be affected by project activities and have something to gain or lose if conditions change or stay t< he same. Stakeholders are all those who need to be considered in achieving project goals and whose participation and support are crucial to its success. + Workplan  A short-term schedule for implementing an action, monitoring, or operational plan. Workplans typically list tasks required, who will be responsible for each task, when each task will need to be undertaken, and how much money and other resources will be required. +Score Available% WeightingPointsMaximumOffice: Completed by:Date:Results:"Conservation Delivery Capacity MapCurrent CapacityCurrent PracticeCapacityPractice5Core & extended teams defined, roles clearly assigned KPI Score/Partners involved in development of action plan.Partners involved in development of indicators/Monitoring indicators linked with results chainEProject management team has clear TORs and process for decisionmaking!1.1 Team Composition & OperationsgProject management team agrees on process for project planning & implementation using Program StandardsBFocal targets are well-defined and their rationale well-documentedLCurrent and desired future viability status of focal targets well-understoodHFocal targets representative of overall biodiversity in the project site^Direct threats prioritised according to scale, severity, and irreversibility or other criteriaYAnalysis conducted of project stakeholders and roles and engagement strategies identified4Stakeholders/partners involved in situation analysisDirect threats, indirect threats, opportunities affecting focal targets identified and graphically represented (E.g. Conceptual Model) 02.1 Action plan - Goals, Objectives & Activities'SMART Goals developed for focal targetsASMART Objectives developed for selected threats and opportunities>Strategies and activities identified based on the logic model LLogic models developed for all priority direct threats (E.g. Results Chains)FGoals, objectives, activities summarised in Action Plan (or Log Frame))All indicators well defined and realisticgMonitoring plan describes monitoring methods, responsibilities, timing, and purpose for all indicators eIndicators selected represent the minimum information needed for project management and communication2.3 Operational Plan2.2 Monitoring Plan1Assessment of human and other capacities required4Assessment of funding required and potential sources:Assessment of risks and development of mitigation strategy:Assessment of sustainability factors and project life spanDevelopment of exit strategy{Activities for follow-up on all assessments identified and incorporated in action plan and financial plan where appropriate1.1a1.1b1.1c1.1d1.1e1.2a1.2b1.2c1.2d1.2 Scope and Vision 1.3 Targets and Target Viability1.3a1.3b1.3c1.4a1.4b1.4c1.4d1.4e2.1a2.1b2.1c2.1d2.1e2.1f2.2a2.2b2.2c2.2d2.2e2.2f2.2g2.3a2.3b2.3c2.3d2.3e2.3f3.1 Workplans & Budgets]Tasks assigned for implementing all content in the Action, Monitoring, and Operational Plans 3Workplan presented in Gantt chart or similar format=Detailed project budget developed linked to workplan contentsACost recovery and other operational standards included in budgets>Workplan and budget reviewed / updated at least semi-annually 3.1a3.1b3.1c3.1d3.1e3.2 Fundraising3.2a3.2b3.2c=Proactive relationships with donors developed and maintained }Diverse funding options identified, e.g. sustainable finance, GAAs, corporate sector, foundations, donor NOs, legacies, etc. Donor requirements managed, e.g. reporting, workplanning, working with partners/key stakeholders, donor visibility, livelihood outcomes, etc.{Diverse approaches to capacity building instituted, for example, hiring, secondments, training, partnering, mentoring, etc.RCapacity needs reassessed and prioritized on a regular basis during implementation3.3a3.3b3.3c3.3d3.3 Capacity Building+3.4 Partnerships and Partnership management3.4a3.4b1Partners identified based on stakeholder analysisYPartnership agreements, and appropriate governance / management structures, put in place 4.1 Manage incoming data>Project data is quickly and easily accessible in a usable form5Data management roles and responsibilities identified4.1a4.1b+4.2 Analyze project results and assumptions]Project performance, outcomes, and impact analysed against activities, objectives, and goals %Checking of status of key assumptions/Recommendations made for changes to Action Plan4.2a4.2b4.2c/4.3 Analyze operational & financial performance4Recommendations made for changes to Operational Plan4.3a4.3b4.3c4.3d4.4 Adapt plans and budgets9Update of Action Plan (Activities, Goals, and Objectives)VUpdate of Operational Plan (Capacity, Financial, Risk, and Sustainability Assessments)Update of Monitoring PlanUpdate of Workplans and BudgetsOCommunication of changes to managers, project partners & stakeholders involved zUpdate of analysis used in the Define and Design steps (e.g. conceptual models, stakeholder analysis, results chains, etc)4.4.a4.4.b4.4c4.4d4.4e4.4f 5.1 Lessons-Team members capture key lessons from projectALessons are documented clearly in an easily understandable format7Lessons and good practice are shared with key audiencesCLessons are sought from elsewhere to inform decisions about project-5.2 Formal Communication Products for Sharing5.1a5.1b5.1c5.1dmAudiences are identified for communicating information related to project management and lessons from projectKKey project management information and lessons are communicated effectively5.2a5.2b5.2c5.3 Feedback and Evaluations$5.4 Performance and Learning Culture5.3a5.3b5.3cQRecommendations from feedback, evaluations, and audits documented and implemented2Incentives for good performance and learning exist\Learning and sharing of successes and failures is supported and encouraged at a senior level5.4a5.4b 1. Define 2. Design 3. Implement4. Analyse & Adapt5. Share6Scope of project specified with clear text descriptionHMaps showing project scope, location of focal targets and other featuresAClear, inspiring, general, brief, and achievable vision statement=Vision reflects linkages with WWF global programme priorities>WWF Standards of Conservation Project and Programme Management Glossary Audit  An assessment of a project or programme in relation to an external set of criteria such as generally accepted accounting principles, sustainable harvest principles, or the standards outlined in this document. Compare to evaluation. +.+9 Conservation Target  A synonym for biodiversity target. +d Critical Threat  Direct threats that have been prioritized as being the most important to address. + Enabling Condition  A broad or high-level opportunity within a situation analysis. For example, the legal or policy framework within a country. + Evaluation  An assessment of a project or programme in relation to its own previously state< d goals and objectives. Compare to audit. +Z Forecasting  A method for assessing the financial performance of a project or programme. + Information Need  Something that a project team and/or other people must know about a project. The basis for designing a monitoring plan. + Logical Framework  Often abbreviated as logframe. A matrix that results from a logical framework analysis that is used to display a project s goals, objectives, and indicators in tabular form, showing the logic of the project. + Magnification  Taking lessons learned from one project and applying them to others, thus increasing the impact of the first project. + Monitoring Plan  The plan for monitoring your project. It includes information needs, indicators, and methods, spatial scale and locations, timeframe, and roles and responsibilities for collecting data. Sometimes called a monitoring plan. + Method  A specific technique used to collect data to measure an indicator. Methods vary in their accuracy and reliability, cost-effectiveness, feasibility, and appropriateness. + Operational Plan  The operational plan for your project. Key components include analyses of financial, human, and other resource requirements and risk assessment and mitigation, governance and communications, and project lifespan/exit strategies. + Project  A set of actions undertaken by a defined group of practitioners  including managers, researchers, community members, or other stakeholders  to achieve defined goals and objectives. The basic unit of conservation work. Compare with programme. + Project Team  A specific core group of practitioners who are responsible for designing, implementing, and monitoring a project. This group can include managers, stakeholders, researchers, operations staff and other key implementers. + Results Chain  A graphical depiction of a project s core assumption, the logical sequence linking project activities to one or more targets. In scientific terms, it is equal to a  hypothesis. += Scope  The broad geographic or thematic focus of a project. + Strategic Plan  The overall plan for a project. A complete strategic plan includes descriptions of a project s scope and vision, targets, analysis of project situation, Action Plan, Monitoring Plan (monitoring plan), and Operational Plan. + Strategy  A broad course of action that includes one or more objectives and the activities required to accomplish each objective. + Target  Shorthand for biodiversity/conservation target. Note that in earlier WWF lexicons, this term was also used as a synonym for objective. + Task  A specific action in a workplan required to implement activities, Monitoring Plan, or other components of a strategic plan. + Threat  A human activity that directly or indirectly degrades one or more targets. Typically tied to one or more stakeholders. See also direct threat and indirect threat. + Vision  A description of the desired state or ultimate condition that a project is working to achieve. A complete vision can include a description of the biodiversity of the site and/or a map of the project area as well as a summary vision statement. + Vision Statement  A brief summary of the project s vision. A good vision statement meets the criteria of being relatively general, visionary, and brief. + Action Plan  A description of a project s goals, objectives, and activities that will be undertaken to abate identified threats and make use of opportunities. For EAPs, the action or conservation plan outlines a comprehensive strategy to conserve and restore the biodiversity of an ecoregion over several decades. A WWF action plan outlines what WWF s contribution is to a joint project s overall action plan. + Activity  A specific action or set of tasks undertaken by project staff and/or partners to reach one or more objectives. A good activity meets the criteria of being: linked, focused, feasible, and appropriate. Sometimes called an action, intervention, response, or strategic action. +-+-+7 Adaptive Management  The incorporation of a formal learning process <Uinto conservation action. Specifically, it is the integration of project design, management, and monitoring, to provide a framework to systematically test assumptions, promote learning, and supply timely information for management decisions. + Assumption  A project s core assumptions are the logical sequences linking project activities to one or more targets as reflected in a results chain diagram. Other assumptions are related to factors that can positively or negatively affect project performance  see also risk factor. +.+,+.+ Biodiversity Target  An element of biodiversity at a project site, which can be a species, habitat/ecological system, or ecological process that a project has chosen to focus on. Strictly speaking, biodiversity targets refer to all biodiversity elements at a site, but typically the term is used as a shorthand for a specific element of biodiversity that a project has chosen to focus on. Synonymous with conservation target.+ Conceptual Model  A diagram that represents relationships between key factors that are believed to impact or lead to one or more biodiversity targets. A good model should link the biodiversity targets to threats, opportunities, stakeholders, and intervention points, capturing the logic of the intended change behind planned activities. It should also indicate which factors are most important for measures. +WIndicators developed for all Goals and Objectives, as well as Activities as appropriateNon-conservation indicators related to finance, risk, sustainability, etc included (e.g. spend versus budget, no project deficit)uCapacity needs revisited and re-assessed against the workplan prior to implementation, and capacity needs prioritizedUKey questions identified that feedback, evaluations, and audits are seeking to answer"Informal regular feedback sessions]Formal internal and external evaluations and audits at appropriate times in the project cycleSKey partners and stakeholders appropriately engaged in the project definition stage$1.4 Situation & Stakeholder AnalysesADocumentation of situation and stakeholder analysis and rationaleyCapacity building embedded at organisational (e.g. training budgets) and individual (e.g. performance evaluations) levelsdAll disciplines appropriate to project represented (e.g. technical, project management, finance etc)TotalTOngoing analysis of financial results, full term forecasts, & overall financial planAOngoing analysis of cost effectiveness of conservation strategies>Ongoing analysis of risk, sustainability, and capacity factors WWF Office/consulted in completing this KPI / Capacity map$Names of all people involved and/or Key recommended actionsMKey reasons for any differences between current capacity and current practiceSProgramme standards & best practices (see inserted comment for further information)%4@Rationale / Recommended action (Required if score is 3 or below)I. IntroductionII. Completion Instructions-- Conservation director (overall responsible) - Project and programme managersd- This KPI is measured on an annual basis, and reported within the Worldwide Overview KPI Scorecard.- It is recommended that the following people are involved / consulted when completing this KPI to ensure objectivity and the 'right' discussions;U- the Senior Management Team to review, discuss and prioritize any identified actions- Key project stakeholders (including sufficient representation of all areas of the organisation, e.g. conservation, operations, finance, fundraising and communications staff)W- Be related to the new Global Programme Framework. If appropriate, be related to NIs.)- Form two average scores for the office.- The completion of the Conservation Delivery KPI for each of the individual 3-5 key programmes or projects chosen by the office 1 faciliated by the Programme Standards Champion.>Conservation Delivery KPI Capacity Map Completion Instructions- It measures the extent to which an office applies programme management best practices into the programmes and projects which it implements- In order to ensure consistent reporting within the Network, the KPI is fed by this template, called the Conservation Delivery KPI Capacity Map- Each office should complete the office Conservation Delivery KPI based on the 3-5 key programmes or projects which is manages / implements. These should;- Represent a significant proportion of the conservation spend spent on the programmes / projects the office manages / implements. and a current practice basis (full application of the standards within the project and programmes the office manages / implements).- Be assessed on both a current capacity basis (sufficient availability of project and programme standards knowledge, skills and manpower in the office) implementation of the standards) - The submission of the completed Office Conservation Delivery KPI capaicty map to the NPA on Worldwide Overview reporting timelines for inclusion in the KPI Scorecard.% of annual programme spend - during the completion of the Capacity Map for the key projects/programmes as well as for the overall office Capacity Map, the following scores should be used:t- The Conservation Delivery KPI was approved as an office scorecard KPI by the Conservation Committee in April 2008.3- The holding of an initial kick-off discussion / communication by the Conservation Director / Programme Standards Champion informing all involved of process & timelines$ /- The completion of the overall Office Conservation Delivery KPI through discussions involving the key participants listed above and individual project / programme capacity maps,   7&KTechnical Progress Report (TPR) parts 1 and 2 completed in a timely fashion=- Programme Standards 'Champion' (co-ordinator / facilitator)  - It is a predictive indicator of future conservation impact, identifying areas for immediate improvement despite longer term impact information not being available*' )+3 MHJ?KLC~OQ sS S Td GT T #Ux :VW XB&Z{*[ \^]^_k`Iadlyc ky cc||Ӌ}<} 00_)ef\([$}<} 00_)ef\([$}<} 00_)ef\([$}<} 00_)ef\([$}<} 00_)ef\([$}<} 00_)ef \([$}<} 00_)L\([$}<} 00_)L\([$}<} 00_)L\([$}<} 00_)L\([$}<} 00_)L\([$}<} 00_)L \([$}<} 00_)23\([$}<} 00_)23\([$}<} 00_)23\([$}<} 00_)23\([$}<}  00_)23\([$}<}! 00_)23 \([$}<}" 00_)\([$}<}# 00_)\([$}<}$ 00_)\([$}<}% 00_)\([$}<}& 00_)\([$}<}' 00_) \([$}<}( 00_)\([$}}) }00_)\([$#,##-"?? _- }}* 00_)\([$???#,##???-"?? ???_- ???}(}/ 00_)}<}1 a00_)\([$}<}2 00_)\([$}<}3 00_)?\([$}<}4 00_)23\([$}(}5 00_)}}7 ??v00_)̙\([$#,##-"?? _- }<}8 }00_)\([$}<}9 e00_)\([$}x}:00_)\([$#,## -"?? _-}}; ???00_)\([$???#,##???-"?? ???_- ???}-}= 00_)}P}> 00_)\([$#,##}(}? 00_)}(}~00_)> )  !%> )  !%> )  !%9 )  !%9 ) @ !%9 )  !%9 ) @ !%9 )  !%9 ) @ !%9 )  !%9 ) @ !%9 )  !%9 ) @ !%      > )  !%> )  !%> )  !%/     3J     @ !%H 20% - Accent1 ef H" 20% - Accent2 ef H& 20% - Accent3 ef H* 20% - Accent4 ef H. 20% - Accent5 ef H2 20% - Accent6  ef H 40% - Accent1 L H# 40% - Accent2 L湸 H' 40% - Accent3 L H+ 40% - Accent4 L H/ 40% - Accent5 L H3 40% - Accent6  Lմ H 60% - Accent1 23 H$ 60% - Accent2 23ٗ H( 60% - Accent3 23֚ H, 60% - Accent4 23 H0 60% - Accent5 23 H4 60% - Accent6  23 <Accent1 O <!Accent2 PM <%Accent3 Y <)Accent4 d <-Accent5 K <1Accent6  F 4Bad  | Calculation  } z Check Cell  ????????? ??? 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