Evaluation Sourcebook (.pdf) - School of Natural Resources and ...

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STRATEGIESRestore/Manage | Econ./Comm. Develop. | Law/Policy | Education/Outreach | Organization..DEVELOPING STRATEGIC DIRECTION AND ADAPTING OVER TIMEProjects may engage in a variety of activities to maintain clarity ofpurpose and adapt over time, including:• Working through a visioning or strategic planning process atan annual retreat• Developing a prioritized action list with assignedresponsibilities• Developing a comprehensive strategic management plan• Establishing a process choosing among future opportunities• Creating an advisory committee of scientists & practitioners• Identifying measures of progress (using the Sourcebook!)Developing a strategicor adaptivemanagement plan canbe a complex andlengthy process – weonly scratch thesurface here. For moreinformation see relatedlinks on the EMIwebsite.To assess how well you are developing a strategic direction and adapting over time you canevaluate the quality of your planning activities and products. You can also measure whetheryou already have Effective decision-making and planning processes (p. 98) in place, a keycharacteristic of an effective organization, or whether you have weaknesses in this area(Ineffective or inefficient management of organization, p. 148).Sample evaluation questions and indicatorsX How well have we developed a vision or mission statement? Diversity and representation of stakeholders attending meetings to developvision statement (see also Effective participation, p. 94)Existence of a completed and accepted mission or vision statementPercent of target external and internal audiences who clearly understand thevision or mission statementExistence of documents or web site with the mission or vision statementX How well have we developed a management or strategic plan?Was the management plan developed in an appropriate manner? Participants are pleased with the strategic planning process used to createplan (feel it took a reasonable amount of time, produced a good product,included fair and open decision-making, etc.)Existence of a plan that includes: clear objectives, action items, logic modelor situation map depicting how objectives and actions are linked,responsible parties, timeframes for implementation and completion,estimated costs and how the effort will be financed, measures of progressor change and a plan to collect and respond to this information, etc.Number of plans produced relative to number of people involvedFrequency with which staff, board, leaders, etc. consult the plan to guideactivities, decisions or discussionsX How well are we incorporating best available information, technical guidance andstakeholder values into the development of strategic management or action plans?Ecosystem Management Initiative 206
INTRODUCTION OBJECTIVES THREATS ASSETS STRATEGIES Frequency of formal and informal interactions with a scientific or technicaladvisory boardNumber and size of public input meetingsDate and source of scientific material used to support decisionsParticipants feel that decisions are based on credible informationNumber of different sources of information used (traditional ecologicalknowledge, peer-reviewed journals, expert opinion, public input, etc.)X To what extent are we engaging in adaptive management?Do participants learn from one another and from their mistakes? Existence of an evaluation framework that includes: Measures or indicatorsof progress of how well activities have been implemented and what impactthey have had in the short and long term; and possible course of actionthat will be taken if desired targets are not reached or threshold level ofthreats are exceeded in a given time framePercent of meeting time or number of meetings or retreats specifically usedto discuss progress to date in measurable termsFrequency with which monitoring data is summarized and discussed bydecision-makersTimeframe for re-evaluation relative to timescale of activities and changesExistence of a system to share information across participants such as awebsite, monthly update meetings, email updates, minutesParticipants perception of whether they belong to a “learning organization”Data sources• Planning documents, meeting agendas or minutes• Surveys, interviews or focus groupsExampleThe McKenzie Watershed Council seeks to ensure sustainable watershed health,functions and uses through voluntary partnerships and collaboration. The council charterhas many indicators that the council is engaging in strategic and adaptive planning. Forexample, it clearly states mission, goals and tasks. It also explicitly describes their decisionmakingprocess and criteria for strategic partnerships. They lay out a system for measuringcouncil effectiveness in terms of a series of indicators for each goal, with specific benchmarkconditions they aim to achieve by certain points in time. This includes measures of how wellthey are tracking progress, such as the number of benchmarks successfully tracked and thecompletion of annual and state of the watershed reports.For more information see:http://www.mckenziewatershedcouncil.org/history.htmlEvaluation Sourcebook 207
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The Ecosystem Management Initiative
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SOCIAL OBJECTIVES..................
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SUPPORT OF KEY PEOPLE OR ORGANIZATI
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INTRODUCTIONMULTIPLE MEASURES OF PR
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INTRODUCTIONWHAT MAKES A GOOD INDIC
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INTRODUCTIONSOURCES OF INFORMATION
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ECOLOGICALOBJECTIVESLandscape | Hab
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THREATSIntroductionHOW TO IDENTIFY
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ASSETSNatural Resources | Social as
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