Copyright © 2008 Ascendant Strategy Management Group – Page 1 Overview of the Balanced Scorecard at Rare February 2012

Balanced Scorecard Basics Communicates the organizational objective (mission) Key outcomes Financial measures Customer measures Process Measures Organizational Learning & Growth Articulates key objectives for success Articulates potential required resources Ideally links organizational strategy to divisional strategy to personal objectives Thanks to Ascendant Strategy for key parts of this presentation.

Copyright © 2008 Ascendant Strategy Management Group – Page 3 Maximize the Effectiveness of Each Pride Campaign Take Pride to Scale Unlock the Potential of the Alumni Network Influencing behavior to protect biodiversity Dramatically Expand Fundraising and Organizational Capacity Reduce threats and improve Conservation results Build Local Capacity Change Constituency attitudes and behaviors Rare’s Strategy Map How We Fulfill Our Mission

Organization Level where the broad strategic agenda is developed; Regions & Support Functions where unique value propositions are managed; Teams & individuals where key personal development goals are managed. Cascading Approach for Rare There are three levels to which the BSC should be cascaded at Rare: Source: Barnaby S. Donlon, “Building a Cascading Program,” Balanced Scorecard Report, July-August 2003

Rare Objectives and Measures

Example of Department's Objectives and Measures

Types of Strategy Review Meetings Monthly Management Meetings Analyze Performance Adjust Initiatives Theme Focused Quarterly Review Meetings Refine Strategic Issues Align Resources Annual Strategy Refresh Update Strategy Map Revise Measures/Targets Propose Initiatives and Budget

Operational Reviews Keys to being successful Short, Frequent, and Data-driven Translate the importance of the data to the people in the meeting Why is this important to the organization? What are we doing to improve the information? Make people accountable Like strategy meetings, track decisions and actions and review at the next meeting Consider a carrot/stick approach May not have to be bonus related, since these are typically job responsibilities Sometimes recognition alone works

Questions? Contact Daniel Hayden