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Salafsky web enabled wildlife action plans
Web-enabling State Wildlife Action Plans (SWAPs) requires establishing common business processes, standard terminology, adaptive management software, and databases across conservation projects and programs. Key lessons include starting with underlying business processes, defining project and program scales, investing in shared structures, and using technology to both collect and communicate conservation work. Measuring and reporting on effectiveness is important to justify priorities, leverage learning, and adapt at both project and program levels.
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Salafsky web enabled wildlife action plans
- 1. Some Keys toWeb-Enabling State Wildlife Action Plans Business Processes and Technical Tools TM
- 2. Overview of thisPresentation 1. CMP Open Standards & Adaptive Management 2. Applying the Open Standards to CA SWAP Revision 3. Biz Processes and IT Tools Required to Web Enable SWAP Revisions
- 3. About Foundations ofSuccess Our Structure • Non-profit organization Our Mission • To improve the practice of conservation Our Strategy • Work with practitioners of all kinds to improve the design, management, monitoring, and learning from conservation projects and programs We don’t implement conservation projects, we make our partners’ conservation projects better!
- 4. CMP The ConservationMeasures Partnership: Leading Conservation Organizations
- 5. CMP Wildlife &Habitat Conservation Projects Come In All Shapes and Sizes 1. Managing a wildlife refuge 2. A State Wildlife Grant (SWG)-funded action 3. A range-wide management plan for the Reddish Egret 4. Revisions to a State Wildlife Action Plan
- 6. CMP Research OnOver 220 Measures Systems in Different Fields 35 42 55 30 56 0 10 20 30 40 50 60 Business & Mngmt Education & Soc Serv International Dvlpmt Public Health & Pop Envt & Conservation ApproachesReviewed
- 7. CMP Business &Management Family Tree 1500 1900 1970 1980 1990 2000 EFFECTIVENESS ACCOUNTING & CERTIFICATION Balanced Scorecard Cost Accounting Activity Based Costing Double-Entry Bookkeeping Engineering Standards Auditing by Accountants Process Certification Scientific Mngmt Total Quality Mngmt Managing for Results Six Sigma Process Reengineering Performance Benchmarking Learning Organization Community of Practice Outcome Evaluation Operations Research Reflective Practice Social Learning STATUS ASSESSMENT Stock Market Index Economic Production Econ Welfare Indicators Outcome Evaluation Accounting Standards Benchmarking Chaordic Systems
- 8. CMP 1500 1900 1970 1980 1990 2000 EFFECTIVENESS ACCOUNTING & CERTIFICATION STATUS ASSESSMENT External Summative Evaluations Participatory Formative Evaluations Project Cycle Based Monitoring Needto Integrate Measuring Effectiveness into an Iterative Project Cycle
- 9. CMP Status Question: Howare Species and Ecosystems Doing? ?
- 10. CMP Effectiveness Question: AreOur Actions Leading to Desired Results? ?
- 11. CMP Similar Concepts, DifferentWords CMP AWF CI TNC WCS WWF Biodiv Targets Focal Targets Conserv Outcomes Focal Conserv Targets Landscape Species Long- Term Goals Threats Threats Pressures Threats Threats Threats Objectives Milestones Objectives Targets Project Targets
- 12. CMP Conservation MeasuresPartnership’s Open Standards • Developed by leading orgs & agencies • Draws on many fields • Open source & common language • Used around the world • Lakes Ontario & Huron • State Wildlife Agencies • Swedish National Parks • Donor Funding Programs • Academic Training
- 13. CMP The OpenStandards for the Practice of Conservation
- 14. Overview of thisPresentation 1. CMP Open Standards & Adaptive Management 2. Applying the Open Standards to CA SWAP Revision
- 15. California DFW UsingOpen Standards to Revise State Wildlife Action Plan
- 16. Define Project Scope: AFocus on Key Planning Units • ~30 Terrestrial Ecoregions • ~20 HUC 4s for Freshwater • ~5 Marine Study Regions Step 1
- 17. Step 1 Define Whois On Your Project Team SWAP Management Team Technical Team Terrestrial/Aquatic/Marine Teams (with outside stakeholders) Public Review
- 18. Step 1 Develop ConceptualModel Of Your System
- 19. Step 1 Develop ConceptualModel Of Your System
- 20. Step 1 Develop ConceptualModel Of Your System
- 21. Step 1 Develop ConceptualModel Of Your System
- 22. Step 1 Develop ConceptualModel Of Your System
- 23. Step 1 Develop ConceptualModel Of Your System
- 24. Step 1 Need toEnsure Standard “Roll-Upable” Terms Across Units
- 25. Step 2Plan Actionsand Monitoring
- 26. Step 3Implement Actions& Monitoring
- 27. Step 4 Analyze, Use,Adapt: Think About Key Questions Examples of Key Questions that CDFW Folks Have Identified: Search and Query - All projects that have mountain lion as a target Progress Reports - All projects that are behind schedule for monitoring Frequency Analyses - Logging is a high rated threat in 12 out of 20 ecoregions (60%) Descriptive & Comparative Stats - The average mountain lion pop is 30 ± 7 individuals Summative Analyses - See summary of objectives example
- 28. Step 5 Capture &Share Learning: Start with Desired End Report
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- 31. Key Lessons fromCalifornia SWAP Revision Process Training in Open Standards Required • Find a few “power-users” to guide others Big decisions for SWAP (and database) • Geographic units • Targets (systems-level vs SGCN) • Taxonomies (authority tables) • Level of detail Needed to pilot test the process Need data systems to roll-up individual Miradi files and enforce standardization across units
- 32. Overview of thisPresentation 1. CMP Open Standards & Adaptive Management 2. Applying the Open Standards to CA SWAP Revision 3. Biz Processes and IT Tools Required to Web Enable SWAP Revisions
- 33. What Processes andIT Tools Are Needed to Web Enable SWAP Revisions? + Common biz processes across key units
- 34. CMP Open StandardsOne Example of a Common Biz Process • ~30 Terrestrial Ecoregions • ~20 HUC 4s for Freshwater • ~5 Marine Study Regions
- 35. + Common bizprocesses across key units + Relevant training and outreach tools What Processes and IT Tools Are Needed to Web Enable SWAP Revisions?
- 36. Guidance and Trainingto Support the Open Standards
- 37. Training Courses &Coaches Conservation Coaches Network: 270 Coaches 59 Countries
- 38. + Common bizprocesses across key units + Relevant training and outreach tools + Standard nomenclature & indicators What Processes and IT Tools Are Needed to Web Enable SWAP Revisions?
- 39. We Need StandardTerms to Describe Conservation • Cows? • Cattle? • Livestock? • Grazing? • Ranching? Direct Threats Biodiversity Targets Indirect Threats Oppor- tunities affectdriveaffect Project Teams employ Actions
- 40. Two Independent Systems HaveNow Been Unified IUCN Red List Authority Files CMP Taxonomies Unified Global Classifications
- 41. Classifications are Now“Peer Reviewed” Global Standard
- 42. Measuring the Effectivenessof State Wildlife Grants and Wildlife Action Plans
- 43. List of Actions 1.Land Protection 2. Data Collection/Surveys 3. Outreach to Key Resource Users 4. Species Restoration 5. Management Planning 6. Create New Habitat/Natural Processes 7. Conservation Area Designation 8. Training and Technical Assistance 9. Land Use Planning 10. Environmental Review 11. Direct Management
- 44. Species Restoration Definition ofAction Examples “Generic” Results Chain Std Objectives Std Measures
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- 47. CMP Final ReportAvailable www.fishwildlife.org
- 48. + Common bizprocesses across key units + Relevant training and outreach tools + Standard nomenclature & indicators + Software guidance & standard data collection What Processes and IT Tools Are Needed to Web Enable SWAP Revisions?
- 49. FOS, CMP &Benetech Create Miradi Desktop Software CMP The Conservation Measures Partnership TM Adaptive Management Software for Conservation Projects
- 50. TM “Turbo Tax” forConservation
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- 52. TM Miradi Enables StandardData Collection For Individual Projects
- 53. + Common bizprocesses across key units + Relevant training and outreach tools + Standard nomenclature & indicators + Software guidance & standard data collection + Databases to find, analyze & roll-up project info What Processes and IT Tools Are Needed to Web Enable SWAP Revisions?
- 54. Definition of ConservationProject A defined group of practitioners working to achieve agreed upon conservation goals using one or more strategies. Direct Threats Biodiversity Targets Indirect Threats Oppor- tunities affectdriveaffect Project Teams employ Conservation Strategy Conservation Strategy
- 55. Definition of ConservationProgram A related group of sibling conservation projects designed to achieve overarching goals and objectives. A program is both a high level “project” in its own right and a parent to its child projects. Direct Threats Biodiversity Targets Indirect Threats Oppor- tunities affectdriveaffect Project Teams employ Conservation Strategy Conservation Strategy Direct Threats Biodiversity Targets Indirect Threats Oppor- tunities affectdriveaffect Project Teams employ Conservation Strategy Conservation Strategy Direct Threats Biodiversity Targets Indirect Threats Oppor- tunities affectdriveaffect Project Teams employ Conservation Strategy Conservation Strategy Program Team Biodiversity Targets
- 56. Program Managers define buildingblocks to set program framework Project Managers use building blocks to define, manage and monitor individual projects within overall program Agency/Org Leaders analyze and review combined project data to drive adaptive mngmt Funders regularly receive consolidated reports showing investment results Miradi Share Miradi Share Online Adaptive Management & Learning Across Conservation Programs Practitioners find similar projects and learn from them - -
- 57. How Can WeWork Collaboratively On a Miradi File?
- 58. How Do WeStandardize Data Across Projects In Our Program?? 1. Manual Code Books 2. Generic/Archetypal Chains 3. Template “Lego Set” Miradi Fields 4. Custom Authority Files/Validation Rules
- 59. How Do WeAnalyze Projects within a Program? Search and Query - All projects that have mountain lion as a component Progress Reports - All projects that are behind schedule for monitoring Frequency Analyses - Logging is a high rated threat in 12 out of 20 sites (60%) Descriptive & Comparative Stats - The average mountain lion pop is 30 ± 7 individuals Summative Analyses - See summary of objectives example
- 60. How Do WeAnalyze Projects within a Program?
- 61. Potential to DirectlyInterface with Wildlife TRACS’s Spatial Capabilities Projects and specific factors (e.g. targets, threats, strategies) can all have a spatial footprint to enable GIS analyses
- 62. Lower Level ProjectData: Equal to 100 m Detailed View
- 63. Rolled Up ProgramData Equal to 10,000 m View
- 64. Web-Enabling Info AlsoBring in Potential for 2-Way Citizen Science Check out ebird for what could be!! http://ebird.org/content/ebird/?cat=12
- 65. If We Createa Culture of Data Sharing… ?
- 66. + Common bizprocesses across key units + Relevant training and outreach tools + Standard nomenclature & indicators + Software guidance & standard data collection + Databases to find, analyze & roll-up project info = Ingredients for Web-Enabled SWAP Revisions... …and ultimately, More Effective Conservation What Processes and IT Tools Are Needed to Web Enable SWAP Revisions?
- 67. Straw Definition ofWeb-Enabling SWAPs Using web-based tools to more efficiently develop and communicate State Wildlife Action Plans.
- 68. Key Lessons forWeb Enabling SWAPs • Start with underlying biz processes • Understand ultimate audiences and their info needs • Define both project and program scales • Invest in common structures/lexicons • Technology must ultimately follow (but can inform) the underlying biz processes • Use / bring together existing tech platforms • Coaching, training, and management is critical • Use the web to both collect and communicate our work • This is hard – but we cannot afford not to do it!!
- 69. Straw Definition ofWeb-Enabling SWAPs Definition: Using web-based tools to more efficiently develop and communicate State Wildlife Action Plans. Key Lessons • Start with underlying biz processes • Understand ultimate audiences and their info needs • Define both project and program scales • Invest in common structures/lexicons • Technology must ultimately follow (but can inform) the underlying biz processes • Use / bring together existing tech platforms • Coaching, training, and management is critical • Use the web to both collect and communicate our work • This is hard – but we cannot afford not to do it!!
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- 72. TM Miradi Enables Strong StandardReporting Management Plan CAP workbook Annual workplans & budgets ?
- 73. TM Communicate Analyse, Adapt Implement Plan Conceptualise Finance System MiradiEnables Strong Standard Reporting
- 74. The “Burden ofProof” Depends on Risks, Costs, and Timeframe for Decision Making Generally Invest More in Measures When: • Stakes are high (high cost of error or inaction) • Potential to leverage learning • Costs of measures are low relative to actions Marisla Foundation Packard Foundation
- 75. Conservation Needs to KeepUp With Other Priorities ConservationWorthy Cause A Worthy Cause B
- 76. The Power ofMeasuring Effectiveness The Bell Curve: Treating Cystic Fibrosis A Surprise – The Best Get Better It’s the centers in the top quartile that are improving fastest….they are at risk of breaking away. What the best may have, above all, is a capacity to learn and adapt – and to do so faster than everyone else. The Bell Curve Leads to Uncomfortable Questions Will being in the bottom half be used against doctors in lawsuits? Will we be expected to tell our patients how we score? Will our patients leave us? Will those at the bottom be paid less than those at the top? The answer to all these questions is likely yes. Poor Below Avg Above Avg Best Distribution of CF Treatment Center Success