Conservation Coaches Network New Coach Training Getting Started

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Conservation Coaches Network New Coach Training Getting Started

Conservation Coaches Network New Coach Training Getting Started

Getting Started ü Project Readiness ü Clarity of Purpose C c e h t

Getting Started ü Project Readiness ü Clarity of Purpose C c e h t s i kl ü Sponsor ü Coach/Facilitators ü Workshop Coordinator ü Partners ü Charter and Core Team

Project Team “Readiness” ü Project Leader ü Diverse knowledge and available to or on

Project Team “Readiness” ü Project Leader ü Diverse knowledge and available to or on the team: ecology, socioeconomic, history, GIS, etc. ü “Strategic agility” - competency on team ü Some key “implementers” engaged – partners, fundraisers, GR staff, etc. ü Overall capacity factors > than “Poor” ü Someone with computer software skills (desirable)

Team Readiness: Probing questions for coaches to ask before an Open Standards process begins

Team Readiness: Probing questions for coaches to ask before an Open Standards process begins Do implementers know what they want from their Open Standards process? • How will an open standards process for that specific project contribute to significant conservation results within your larger work agenda? • Considering previous planning exercises in the region, what is the value added of conducting an Open Standards process for the project? • What are the products and outcomes expected of this Open Standards process? • Who is interested in following-through and using the conservation plan? NO YES Are the minimum capacities in place to engage in a planning phase? Until local project leaders can articulate what they want, it is better not to proceed. Explain what an Open Standards process can and cannot do, and ask probing questions again. • Is there a project leader with sufficient time and the necessary skills? • Is there an Open Standards coach (unless project leader already has required Open Standards expertise) to support the process as needed? • Does the team that is promoting the Open Standards process (the “core team”) have organizational backup (is the process valuable to members from an institutional standpoint)? Do senior managers support the Open Standards process? • Are minimum funds available to complete Open Standards process with expected products, within the expected timeframe? • Is the core team willing to establish some basic coordination agreement? Are roles & responsibilities clear? YES Are the conditions appropriate for results-oriented implementation after the planning phase is completed? NO PROBABLY YES If you have a story to tell, to help people decide on these steps, or best practices please send to clasch@tnc. org Best Practices • Initial capacity assessment using Open Standards workbook • Team charter Until basic capacities are in place, it is better not to proceed. Determine next steps with project leaders to establish adequate conditions before starting the planning process. NO YES Best Practices • Scoping meeting • Are implementers willing to channel resources and link Open Standards results into strategic and operational plans? Will funding be available to start addressing priorities? • Is there a project leader who can coordinate implementation of priorities? • Will lead persons be held accountable for specific intermediate results? • Will minimum resources be available to measure strategy effectiveness? Best Practices • Team charter Determine how key conditions will be established for successful implementation once the planning phase is completed. If it is likely that key conditions will not be in place by the expected time, it might be better to postpone the planning phase until the scenario for implementation is clearer. If the promoting team (especially implementers) considers that key conditions will be established for successful implementation within a reasonable time frame, include agreements in your team charter about the specific aspects that need to be emphasized by the team to increase potential for conservation results, and incorporate the development of these conditions into the planning phase.

Clarity of Purpose • Need a clear understanding of everyone’s overarching reasons and goal(s)

Clarity of Purpose • Need a clear understanding of everyone’s overarching reasons and goal(s) for engaging in the process • Shared understanding of any “givens” that affect the team • Clear understanding of expectations and needs from process (time line, product form, level of detail)

Clarity of Purpose Some examples: – NGO project team wants to develop conservation strategies

Clarity of Purpose Some examples: – NGO project team wants to develop conservation strategies and measures for priority area (Central Appalachians) – Diverse partners want to develop a shared set of strategies and understanding of who will do what (Chimpanzee Plan for Tanzania) – Public agency wants to develop Protected Area Management Plan (Tikal National Park) – Community wants to develop sustainable resource and development plan (Sullivan County New York)

Sponsor ü Determines/Agrees to overall purpose & special goals ü Ensures project team(s) commitment

Sponsor ü Determines/Agrees to overall purpose & special goals ü Ensures project team(s) commitment ü Ensures participants include people critical to implementation ü Agrees to basic process (time, number of workshops, schedule, travel, etc. ) ü Agree to budget and funding for planning process ü Provides staff support (e. g. Workshop Coordinator) to help with logistics and administration ü VALIDATES the overall process and project teams’ engagement

Coach/Facilitators Co-Coaching Recommended -- “Buddy System” Together they will usually have. . . •

Coach/Facilitators Co-Coaching Recommended -- “Buddy System” Together they will usually have. . . • • • Experience in developing and implementing conservation strategies Thorough understanding of the Open standards framework Good critical thinking & questioning skills Comfort with ambiguity Experience working with diversity of projects & partners in order to adapt approach as needed • Experience as participant in multi-team workshops is desirable • Good facilitation skills • Knowledge of desk top tool

Workshop Coordinator ü Helps with scheduling ü Secures meeting facilities, accommodations & meals ü

Workshop Coordinator ü Helps with scheduling ü Secures meeting facilities, accommodations & meals ü Maintain list & email addresses of participants ü Send out announcements, homework assignments, etc. ü Assemble materials ü Make sure meeting room is set up, equipment functioning, and workshop materials available ü Coordinate with host sites on field trip arrangements

Partners • Partners must see some benefit to them in engaging • Open Standards

Partners • Partners must see some benefit to them in engaging • Open Standards can provide… – Transparency of planning process & outcomes – Decisions made on best available information – Partnership-based decisions • Need clarity on the shared purpose NOTE. If partners desire different outcomes, always best to establish a clear understanding of each others’ goals and a shared vision and way to face differences along the way • Consider - Should Partner Representative(s) be part of Core Team? • Caution: Engaging in this process not usually recommended for “first date”

Team Charter or Process Sketch q Best Practice q Go for simple and brief

Team Charter or Process Sketch q Best Practice q Go for simple and brief q Things to definitely include: √ Purpose - Why we are planning, what we hope to do together √ Names of sponsor, team lead and other Core Team Members √ Other roles and responsibilities √ General process and estimated timeline √ Basic ground rules