The Holy Grail of biodiversity conservation management: Monitoring impact in projects and project portfolios
| العنوان: | The Holy Grail of biodiversity conservation management: Monitoring impact in projects and project portfolios |
|---|---|
| المؤلفون: | P. J. Stephenson |
| المصدر: | Perspectives in Ecology and Conservation, 17 (4) Perspectives in Ecology and Conservation, Vol 17, Iss 4, Pp 182-192 (2019) |
| بيانات النشر: | Elsevier Editora Ltda., 2019. |
| سنة النشر: | 2019 |
| مصطلحات موضوعية: | 0106 biological sciences, Process management, lcsh:QH1-199.5, Performance management, Attributio, Project cycle management, lcsh:General. Including nature conservation, geographical distribution, Management, Monitoring, Policy and Law, 010603 evolutionary biology, 01 natural sciences, Culture change, Attribution, lcsh:QH540-549.5, Indicators, Project management, Evaluation, Results-based management, Nature and Landscape Conservation, Ecology, business.industry, 010604 marine biology & hydrobiology, Data sharing, Adaptive management, Portfolio, Aggregate data, lcsh:Ecology, Project portfolio management, business |
| الوصف: | Many biodiversity conservation projects struggle to demonstrate the impact of their actions. Existing project management guidelines inadequately address the issue of planning projects in a project portfolio (a programme) and how to aggregate data across portfolios, so monitoring systems are often weak. Based on a literature review and personal experience, I define Five Steps to Conservation Impact: 1. Planning — develop a shared vision and measurable goals and objectives (with project goals and objectives linked to higher-level programme goals and objectives); 2. Common indicators — identify indicators common to projects and the programmes they contribute towards to allow aggregation of results; 3. Monitoring — collect data to measure indicators (wherever possible using harmonised monitoring protocols to enhance data sharing); 4. Interpretation — present data in a format of use to programme managers and other decision makers (presenting trends in ways that demonstrate outliers, through maps and dashboards); 5. Action — use data to evaluate progress and make adaptive management decisions. These steps differ from other project management guidelines by linking common goals with common indicators and measuring aggregated conservation impact. Enabling conditions for success include: senior managers are willing to establish a results-based management culture; attribution is considered an aspiration not a hindrance; capacity and tools are in place. If organisations design projects with goals, objectives and indicators that are shared across the portfolio, and counterfactuals are identified wherever possible, then monitoring impact is feasible. Making impact monitoring the norm, however, will require a culture change within the conservation community. |
| وصف الملف: | application/application/pdf |
| اللغة: | English |
| URL الوصول: | https://explore.openaire.eu/search/publication?articleId=doi_dedup___::02b260d0401a27419b1689d6fc222748 https://hdl.handle.net/20.500.11850/387464 |
| Rights: | OPEN |
| رقم الانضمام: | edsair.doi.dedup.....02b260d0401a27419b1689d6fc222748 |
| قاعدة البيانات: | OpenAIRE |
| الوصف غير متاح. |