text:
VIEWS: 9 PAGES: 29 CATEGORY: Business POSTED ON: 8/19/2011 Public Domain
Strategic Management Linkage of Vision and Mission document sample
CONSERVATION PROGRAMME Moderately Capacity Embryonic Developing Well-developed Exemplary developed STRATEGIC PLANNING Strategic thinking and Little awareness or Little recognition of the Recognition of the need organization is trying to take Organization takes a strategic planning for conservation recognition of the need to need to take a strategic to take a strategic a strategic approach to approach to conservation take a strategic approach approach to approach to conservation. Some staff demonstrated in the to conservation planning. conservation. Individual conservation. A have strategic thinking and Conservation Plan (P2). staff may have strategic few/some staff have planning capabilities but Some staff have strategic thinking and planning strategic thinking and they are not used to their thinking and planning capabilities but they are planning capabilities but maximum potential by the capabilities and these are P1 not identified or used. they are not used by the organization. valued and used. organization in guiding its conservation work. Conservation Plan Activities initiated in an Plan in place but it may Conservation Plan Plan influences overall A comprehensive, realistic development & use The opportunist ad hoc not be realistic or influences overall programme direction and and workable conservation Conservation Plan is part of the manner, not driven by the workable. Plan isn't used programme direction. decision making i.e. projects plan which takes into account Strategic Plan, and sets out clear conservation plan if it to guide decision making. Some activities are being /activities are selected on the the global priorities and the conservation objectives, exists. Many activities are being developed and basis of the plan. Annual local situation. Conservation indicators, and activities developed or undertaken undertaken which are not operational plan developed Plan is used to guide decision P2 designed to achieve the which are outside the linked to the plan from the Conservation Plan. making and reflected in objectives, and a plan for plan's objectives. annual operational plan and monitoring. It is based on individual work plans. internal and external analysis. (See References) Alignment with WWF global Low awareness and Senior staff are aware of Awareness of the WWF Understanding and Global priorities fully priorities (See References) understanding of WWF's WWF's global priorities global priorities amongst acceptance of the global incorporated and reflected in global priorities. Global but there is limited the majority of staff. priorities. Conservation plan the ongoing programme and priorities are not reflected awareness amongst the Limited reflection of the has been revised to ensure projects. Organization is in the programmatic other of staff. Global priorities in programmatic alignment with the global structured to deliver this. activities. priorities are not reflected planning and delivery. priorities. Process P3 in the programmatic Existing work is underway to change activities. classified under TDP programmatic activities, targets and/or ecoregion resource allocation, and programmes. organizational structure in accordance with the new plan. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls Use of knowledge of the Staff have little One or more individuals One or more individuals One or more individuals Organization has up to date, biodiversity in the knowledge of biodiversity, have some knowledge have general have good general ground truthed, general organization's geographical its importance, and status and information sources knowledge and knowledge and information knowledge of biodiversity, its area for conservation planning and make limited use of on biodiversity and its information sources on sources on biodiversity and importance, and status which external sources of status. This knowledge biodiversity and in its in its status This knowledge is used in planning its information and is not comprehensive or status . This knowledge is often called upon in programme and activities. It knowledge. utilised in conservation may not be programmatic planning. regularly accesses external P4 planning. comprehensive or fully information and knowledge. utilised in conservation planning. Analysis of the external Little awareness of the Some understanding of Some ability to analyse Ability to analyse and monitor Organization has the ability to environment (current economic, need to analyse and the need to analyse and the external the external environment analyse and monitor the social, institutional, physical, respond to the external respond to the external environment. Analysis with/without external support. external environment political, technological situation environment. environment. Limited has become part of the Conservation programme is with/without external support. and trends) awareness of external programme planning planned on the basis of a Conservation programme is environment trends but process, but there is little comprehensive external planned on the basis of analysis of these trends subsequent tracking of analysis. Some tracking of comprehensive analysis of the P5 is not part of planning. the external the external environment but external environment and environment. this is not systematic or modified as appropriate in always taken in account in response to significant subsequent decision making. changes. Magnification Conservation Organizational thinking is Recognition of the Magnification is Magnification is understood Projects are designed from the approaches are expanded focussed on immediate concept of magnification, understood and and accepted, and efforts are outset considering their beyond the immediate project project objectives and but there is limited accepted as a useful being made to put it into potential for magnification. outputs. understanding of how to approach. However in practice in project design and Activities to ensure go about it. practice it is not given implementation, with some magnification are being P6 Magnification may not be much consideration in success. undertaken and their impacts seen as necessary or project design and are evident, for example, in useful. implementation. the replication of conservation approaches. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls PROJECT PLANNING Project plan development & Little knowledge and Some staff have an The value of good The use of rigorous planning A high standard of project utilisation Project plan should recognition of the need understanding of the project planning is methodologies is planning and management is be based on comprehensive for comprehensive concepts of project recognised. A few staff encouraged. Some staff required. Majority of staff situational and stakeholder project planning. planning but limited ability have an understanding have the necessary understand the basic analysis, include clear and to apply them. Few of analysis and planning knowledge and ability. concepts. Relevant staff have measurable objectives and projects are designed methods. Some projects Nearly all projects are well the ability to design and indicators, activities designed to using appropriate are well designed. Plans designed. Some project manage projects and/or achieve the objectives, a budget, analysis and planning may not be used as plans are used as support others in doing so. P7 monitoring plan, and exit / follow tools e.g. Project Cycle management tools management tools. The majority of projects are up strategy. (See references) Management. throughout the project well planned and managed. lifecycle. E.g. logframes are developed but not used. Stakeholder analysis Majority of projects have Projects are often based Projects undertake Formal analysis of Formal analysis of Identification of key stakeholders not identified their key on an informal analysis of formal analysis of stakeholders and their stakeholders and their - individuals or organizations stakeholders, or taken key stakeholders and stakeholders and their interests is incorporated in interests incorporated in who can influence or will be into account their knowledge of the pre- interests project planning and project planning and P8 affected by the project - and their situation and project environment. (positive/negative) but implementation. However implementation. Projects interests. perspectives before this is not fully reflected projects only address some address the main stakeholder project initiation. in project planning and of the main stakeholder interests. implementation. interests. Community participation in Communities are not Informal consultation with .Formal consultation with Consultation on all levels of Active community involvement project design and consulted on the effects communities on the the community on project community on the effects and influence in project implementation the project might have on effects the project might design. Community that project might have on planning and decision making. them have on them. views have a limited them. Key community Mechanisms in place to Community views rarely influence on project stakeholders are involved in ensure suggestions from the P9 have a significant design and the planning and decision community are fed back into influence on project implementation. Only making. the project management and design and rudimentary community implementation. implementation. involvement in monitoring implementation.' 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls Incorporation of socio- Low awareness and Some understanding of Some knowledge and Knowledge and ability to Necessary knowledge and economic concerns in policy understanding of potential the overall socio- ability to identify and identify and analyse potential ability to identify and plan for and field projects and socio-economic economic implications of analyse potential socio- socio-economic implications. socio-economic concerns. programmes implications of conservation economic implications. Socio-economic factors are Socio-economic conservation programmes & projects. However socio-economic integral to the planning and considerations are an integral programmes & projects However these are not concerns are addressed execution of some but not all part of conservation planning P10 analysed in detail or separately rather than as projects. and practice. considered in planning. integral part of conservation planning and practice. CONSERVATION STRATEGIES Policy work Limited awareness of Awareness and Some understanding of Thorough understanding of Policy work is accepted as what policy work is and recognition of the policy work. Policy the importance of policy important conservation tool, how it can used to potential of policy work in activities being work, and some staff skills and is an integral part of the achieve conservation achieving conservation undertaken, but these and experience. Policy is conservation programme. All objectives. objectives, but little or no may be separate from integrated into parts of the staff that need them, have Organizational focus is on ability to do policy work. the rest of the conservation programme. policy skills and experience. P11 the field programme. conservation Policy activities are programme. contributing to the achievement of the organization's conservation objectives. Communications to achieve Conservation and Conservation and Conservation and Conservation and Conservation and conservation objectives communications staff communications staff communications staff communications staff have communications staff work have limited have some have good good understanding, and are closely together. understanding of the understanding of the understanding of how working together in using Conservation and potential for using potential for using communications can be communications for communications staff have communications to better communications for used for conservation. conservation. good understanding and achieve conservation conservation. Little Communications Communications activities experience for conservation P12 objectives knowledge or experience activities are are planned and budgeted objectives. Communications of how to use incorporated in some of for most parts of the are planned and budgeted as communications in this the conservation conservation programme. an integral part of the way. activities. conservation work and are contributing to the conservation objectives. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls Capacity building for Staff have little perception Staff recognise the need Staff recognise the need Staff are actively applying Organization experienced in sustainability Building the of the need for, and for capacity building but for capacity building. capacity building concepts planning and building capacity capacity of key stakeholders to consideration given to, have limited Staff have some and methodology in project for sustainability. Evidence continue conservation practices capacity building of understanding of capacity understanding of planning and that key stakeholders have after WWF's involvement has stakeholders to ensure building concepts and capacity building implementation. There is a continued conservation ended sustainability. methodology. concepts and developing understanding of practices by the end of WWF's P13 methodology but there is capacity building in practice. direct involvement, limited evidence of this understanding being applied in practice. MANAGEMENT & IMPLEMENTATION Innovation at programme and Programmes, projects Innovative approaches to Innovative approaches to Innovation actively Innovative approaches project level and work methods are work happen infrequently work developed and encouraged and happening communicated and applied generally tried and and are not actively actively encouraged. frequently. Processes in elsewhere P14 trusted. There is little encouraged. Lessons learnt from place to ensure shared experimentation with new innovation are not learning on new approaches or different approaches. proactively shared. Ability to adapt to internal / Organization is inward Organization identifies Organization identifies Organization normally Systems in place which external developments looking, and rarely sees potential opportunities potential opportunities identifies and considers enable the organization to potential opportunities and threats, and and threats and potential opportunities and rapidly identify and consider and threats. occasionally responds sometimes responds threats and takes a potential opportunities and and adapts to them. and adapts to them. conscious decision on threats. It decides and P15 whether it will respond and if responds by exploiting so how. Decision and unplanned opportunities, response times vary. changing approaches and activities, as appropriate. Monitoring and evaluation - Monitoring & evaluation Recognition of the need Understanding of M&E M&E actively encouraged. M&E plans and systems at programme & projects (See not considered a priority. for M&E but limited/no but limited knowledge of Key staff knowledgeable. programme and project level References) Limited or no systematic monitoring taking place. how to do it. No M&E Monitoring plans and in place and used by all staff. monitoring of progress in When evaluation does systems. M&E carried systems being put in place, Monitoring and evaluation projects. Evaluations happen it is limited to out in some but not all but not fully operational. information feeds back into when required by donor. examining outputs. projects, and not being Some projects are effectively decision making. Evaluations when undertaken at monitored and evaluated, P16 required by donor. programme level. M&E with information feeding into limited to examining decision making. outputs. No impact Consideration being given to evaluation programme level monitoring and evaluation. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls Learning on conservation Low priority given to Recognition of the need Systems in place for the Systems in place to identify Comprehensive learning approaches, within and learning (focus on action). to identify lessons evaluation and analysis lessons learned. Existing systems operational. Lessons outside the organization Ad hoc evaluation, learned but no systematic of projects to identify projects are adapted, and identified, applied and documentation, and approach in place. A lessons learned, but not new ones are designed, on disseminated to the network sharing of learning at few projects evaluating universally applied. A the basis of the lessons and others. Information project or programme and documenting few projects apply learned. Some sharing of actively sought on others' P17 level. lessons. lessons back into lessons with the WWF experiences and lessons activities. Informal network and others. when developing new, and sharing of lessons improving, existing projects. learned between projects. Servicing of projects - Low perception of the Recognition of the need Minimal servicing of All projects are receiving Good relationship between contracting, resource flow, need to service projects. to service projects exists, projects. Majority of basic support. Consistent managing office and project information exchange, capacity Responsibilities and but the managing office is projects are receiving the support responding to project management. Mutually development, and response to expectations of the not addressing this need. basic support that they needs is sometimes but not agreed roles and specific project needs. (See managing office and Responsibilities and need. The managing systematically given. The responsibilities are being References) project managers are not expectations are clear but office is reasonably well managing office is fulfilled. Regular P18 mutually understood. are not being met. informed on project reasonably well informed on communication. Projects Low level of progress. project progress. receive high quality and communication. consistent service. Expectations are not being met. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls EFFECTIVENESS Project and programme Projects sometimes fail to Projects are achieving all Majority of projects are Projects are achieving their Projects are achieving their effectiveness (See References) achieve the planned activities, not necessarily achieving their objectives and the objectives and providing a real activities. their objectives. objectives. Organization organization is on track to contribution to the overall is not on track to achieve achieve some of its programme objectives and its programmatic programmatic objectives. WWF's global priority targets. P19 objectives . Where it is not on track, it is Organization is on track, or is taking action to re-align its already achieving, its work. programmatic objectives. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls INTERNAL ORGANIZATION Moderately Capacity Embryonic Developing Well-developed Exemplary developed VISION, PURPOSE, VALUES Organizational vision and No clear vision or Vision / purpose Clear vision and purpose Clear shared vision and Clear shared vision and purpose Shared "Vision" of the purpose consistent with WWF's consistent with WWF's purpose consistent with purpose consistent with desired conservation situation global mission are in global mission in place. WWF's global mission in WWF's global mission which and organization in the future, place but are unclear and These are only known place. These are can be explained by all levels and clear statement of the not widely known by staff. and understood by a few understood and can be of the organization and IO 1 purpose of the organization staff. Purpose is not explained by all levels of recognised by outsiders. recognised outside the the organization. organization Purpose is not widely recognised outside the organization. Shared values and beliefs - No common set of basic Existence of some Explicit recognition of a Common set of beliefs Common set of beliefs and related to how the organization values or beliefs common beliefs and set of beliefs and values and values but which are values reflected in individual works, and what it is trying to values, but these are not which are shared by not fully reflected in and organizational behaviour. achieve and why explicitly recognised or many in the organization. individual and Beliefs support WWF's shared broadly. Beliefs support WWF's organizational behaviour. conservation mission and conservation mission but Beliefs support WWF's motivate and enhance WWF's IO 2 are rarely drawn upon to conservation mission and impact. Beliefs are embodied enhance WWF's impact. are sometimes drawn by leader and are consistent upon to enhance WWF's across leadership changes. impact. . STRATEGY Strategic Plan covering No clear conservation or Conservation Plan in Comprehensive Strategic Strategic Plan in place Strategic Plan translated into conservation, organizational, business plans in place place but organizational Plan in place with annual operating annual operational plans communications, marketing and and financial elements (Conservation + plans but not translated which drive all staff activities financial elements (Business still in development Business Plans) but not into individual staff work IO 3 Plan) (See References) translated into annual programmes operating plans. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls LEGAL BASIS Legal registration with No formal legal Some form of legal Registration with Full registration with Full registration with appropriate governing body registration or agreement on registration Government but Government with clearly Government with clear and (See References) Memorandum of e.g. Memorandum of conditions are not clear. stated conditions, e.g. on advantageous conditions e.g. Understanding with Understanding, but not taxation and contracts on taxation of goods, staff IO 4 Government full registration salaries etc. GOVERNANCE Board size and composition Full number of board Full board in place but Full board in place with Representative and Representative committed (See References) members not in place lacking necessary skills, basic skills and committed board of Board of recognised leaders in &/or board doesn't meet representation or representation, but with recognised leaders in place actively working regularly, or meets but commitment. Board excessively low or high place but not yet together as a team to promote doesn't have the meets regularly and turnover. functioning well as a the interests of the IO 5 necessary number of normally has the legally team organization members present. required number of members present. Roles, duties and No clear definition of the Roles / accountability of Roles & accountability of Board fulfils all basic Board and management roles accountability of the board and roles/accountability of the Board and the Board and legal and financial clearly differentiated and management (See References) the Board and management clearly management clearly responsibilities and understood. Board fully management. Board may defined but not strictly defined. Board fulfils provides some strategic meets governance be over or under involved adhered to. basic legal and financial direction, regularly responsibilities as laid out in in the management of the responsibilities, but does reviews CEO the WWF guidelines, and IO 6 organization not provide strategic performance provides added value and direction or adequately support individually and review CEO collectively. performance. Governance of PO/Project Roles and responsibilities Roles and responsibilities Roles and Roles and responsibilities Clearly defined and mutually Office of home office and of home office and responsibilities of home of home office and agreed roles of governing programme/project office programme/project office office and programme/project office office and programme/project management are poorly management are poorly programme/project office management are not office management. Mutually defined. Dissatisfaction defined. Dissatisfaction management are poorly mutually agreed. Good supportive relationship and IO 7 in the relationship. in the relationship. defined. Reasonable relationship between the good communication between Minimal support from the Some support from the relationship between the two offices. Governing the governing office and governing office. governing office. two offices. Some office provides adequate programme/project office. support from the support. governing office. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls STRUCTURE Organization structure - Organizational structure Organizational structure Organizational structure Organizational structure Organizational structure functional divisions and or lack of structure not designed in line with broadly supports its role designed to support its supports its role and delivery individual reporting lines inhibits delivery of its role and objectives. and delivery of role and delivery of of organizational objectives. organization's objectives. Lack of clarity in the roles organizational objectives. organizational objectives. Roles and responsibilities are No commonly agreed and responsibilities of Some roles and All roles and formalised, clear and organizational chart. individuals, main/ sub- responsibilities are responsibilities are complementary. offices, or departments. clearly defined but others defined but may not Organizational chart is IO 8 No commonly agreed are not. Organizational reflect what happens in complete, understood by all organizational chart. chart is incomplete and practice. Organizational staff, and reflects current may be outdated. chart is complete and up reality. to date, but may not be understood by all staff. LEADERSHIP & MANAGEMENT Leadership - CEO, Leadership has no clear Leadership provide some Leadership provide Leadership provide Leadership provide vision, Representative and/or senior vision, poor rapport with direction, has reasonable vision, inspire others, vision, inspire others inspire others inside and management team providing staff, "micro-manages" rapport with staff, and limited encouragement of inside and outside the outside the organization, vision and direction for the staff, poor delegation and delegates and trust staff other people's organization, encourage provide opportunities for other organization trust of staff to make to make decisions to a development, and others other people's people's development, able to decisions. limited extent. to make decisions and development, and trust let others make decisions and IO 9 Organization dependent take charge. Others others to make decisions take charge. Sufficient on one individual leader recognise and trust the and take charge. leadership developed to provide vision and leadership. Some Limited dependence on internally that organization is drive it forward.. dependence on an an individual leader. not dependent upon an individual leader. individual leader. Senior Management for Management A few skilled and Some skilled and Skilled and experienced Management comprises well example CEO, Representative inexperienced, not taking experienced individuals experienced individuals individuals in place, qualified individuals, working and divisional or departmental timely decisions, not in place, variable quality in place, some but not all developing as a team, closely as a team, to take heads (managing people and functioning as a team, and timeliness of decisions are timely and most decisions are timely timely well-founded decisions resources to achieve the distant from staff and day decisions, relations with founded on appropriate and founded on and close to staff and day to IO 10 organization's goals) to day operations. staff more directive than analysis, ad hoc appropriate analysis, day operations. interactive, distant from interaction with staff and reasonable interaction day to day operations. day to day operations. with staff and day to day operations. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls Change management Senior management is Senior management are Senior management Senior management Necessary changes and not aware of internal and conscious of stimuli for recognise when change recognise and act when development of the external stimuli for change but do not is required, but are not change is required. organization are planned and change respond as they are experienced in Changes are not always change process is managed comfortable with current implementing change. implemented in a planned smoothly and sensitively. IO 11 situation. Preference Management of change and sensitive manner. for "Business as usual". tends to be sporadic or superficial. DECISION MAKING, INTERNAL COMMUNICATION Decision making Decisions made largely Decisions made largely Clear decision making Clear largely formal lines Clear formal lines/systems for on an ad hoc basis by on an ad hoc basis. responsibilities, some for decision making. decision making, with levels of one person and/or Unclear decision making decision processes in Dissemination of participation appropriate to the whoever is available. responsibilities. place although not decisions generally good decisions being made. always followed. but could be improved. Decisions made in a timely manner. Systematic IO 12 dissemination and interpretation of decisions. Internal Coordination Different programmes Programmes and units Programmes and units Programmes and units Strong integration and and organizational units function independently. recognise the need to work sometimes work coordination between units. function independently. Informal interaction work together but rarely together and share Relations determined by IO 13 Limited or no information between individuals in do so in practice. information. Informal organizational needs rather sharing or coordination different programmes and Information sharing and and formal coordination than hierarchy or politics. between them. organizational units. informal coordination mechanisms in place. between them. Internal communication Staff express concerns Informal communication Some formal Formal communication Formal communications that they are not kept between staff but poorly communication mechanisms in place. mechanisms functioning well. informed of relevant developed formal mechanisms e.g. Informal communication Good informal communication issues and communication meetings. Informal encouraged. Staff feel and open environment. Staff IO 14 developments. mechanisms. Staff feel communication main reasonably well informed. feel well informed and that that they are not source of information. they are involved whenever sufficiently informed. Staff feel that they are relevant. not systematically informed. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls LEARNING Learning culture (See "Doing" culture. Work Some learning taking More systematic Mechanisms for Open culture in which References) undertaken with little or place in an ad hoc way. reflection and learning. reflection, learning and reflection, constructive debate no reflection or learning Learning and Learning and sharing of learning in and dialogue, experimentation at any stage. Learning experimentation are experimentation place and being used by and change take place. Team and experimentation are given some encouraged and individuals and teams. and organizational learning not actively encouraged. encouragement. Limited supported, some Learning and takes place. IO 15 Little or no discussion or discussion and "mistakes" are allowed. experimentation questioning of questioning of Discussion and supported. "Mistakes" approaches. approaches. questioning of are allowed and learnt approaches accepted from. Discussion and and encouraged. questioning actively sought. MONITORING & EVALUATION SYSTEMS Departmental and Limited functional area Some functional All functional All functional All functional organizational Performance /departmental planning, areas/departments areas/departments areas/departments areas/departments monitor, Monitoring & Evaluation (See monitoring and evaluation monitor and evaluate monitor, and evaluate monitor, and evaluate and evaluate their References) performance. Each their performance their performance performance annually on the area decides its own annually. Each area annually on the basis of basis of agreed criteria. The monitoring and evaluation decides its own criteria agreed by senior evaluations are reviewed criteria. Depth of monitoring and management. within the context of the whole IO 16 analysis may vary evaluation criteria. Evaluations are not organization. between Depth of analysis may shared and discussed areas/departments. vary between across the organization. areas/departments. Evaluations are not shared and discussed across the organization. Reporting (technical and Generally reporting is not The importance of Organization in process Systems in place to Timely production of quality financial) to donors, supporters, given a high priority. reporting is recognised of developing systems produce reports and reports in accordance with and other key stakeholders, in Reports are of low quality but the organization does and capacity for appropriate staff have recipients requirements. accordance with their and do not meet not have necessary reporting. Reports are necessary ability. Timely Organization provides regular IO 17 requirements, (including stakeholder systems and/or staff not always timely or of production of quality information on its conservation internal WWF requirements). requirements. capacity. Reports do not necessary quality to reports in accordance work and successes to (See References) meet requirements. meet recipient with recipients donors, members and other requirements. requirements. key stakeholders. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls FINANCE & ADMINISTRATION SYSTEMS Financial control (See Financial procedures not Some financial systems Financial procedures Financial procedures Clear written financial References) established. No manual established. No written established but not established and procedures implemented in all of procedures exists. procedures. Below consistently applied. consistently applied. areas. Consistently high satisfactory performance Written procedures for Written procedures for performance in internal and/or in internal and/or external some but not all some but not all external audits. All audit audits. Few audit operations. Variable operations. Consistently recommendations are recommendations are performance in internal satisfactory performance implemented. IO 18 implemented. and/or external audits, in internal and/or external sometimes below audits. All audit satisfactory level. Some recommendations are audit recommendations implemented. are implemented. Accounting Systems (See No or inadequate Accounting software in Accounting software in Accounting software in Accounting software References) accounting software. place but insufficient place. Staff do not fully place. Staff understand functioning well and all understanding of its understand its operation. its operation but do not relevant facilities understood IO 19 operation use all its capabilities. and utilised by the Finance staff Budgeting - projects and Budgets are inadequately Budgets are not well Budgets are reasonably Budgets are well thought Budgeting is an integral part of organizational (See References) prepared. Budgeting thought through or well prepared, through, integrated with project and organizational poorly understood integrated with plans, correspond roughly with work plans, with well management. Budgeting throughout the assumptions are not work plans, assumptions documented process is fully understood by organization. documented. Budgeting are sometimes assumptions. Budgets all staff responsible for is understood and documented. Some but are regularly reviewed budgets/budgeting. managed principally by not all staff have an against actual the Finance Dept understanding of expenditure and adjusted IO 20 budgeting. accordingly. Budgeting is reasonably well understood across the organization. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls Understanding of finance Staff responsible for Staff responsible for Staff responsible for Staff responsible for Staff responsible for funds amongst staff responsible for funds have very limited funds have minimal funds have a reasonable funds have a solid identify risks and opportunities money understanding of financial understanding of financial understanding of understanding of financial at early stage and collaborate policies, processes, policies, processes, financial policies, policies, processes, with finance department to opportunities and risks. opportunities and risks. processes, opportunities opportunities and risks. minimise risks and maximise Risks and opportunities Risks and opportunities and risks. Some risks Processes and policies opportunities. These staff are overlooked. are often overlooked. and opportunities are are integrated into thoroughly understand and overlooked, and some everyday operations. participate in the development processes and policies Some collaboration in the and implementation of IO 21 are not always followed. development and financial policies and Minimal collaboration implementation of processes. between finance and non- financial policies and finance staff. processes. Cost Recovery - Recovery of Office uses a basic cost In addition to the PACR is charged on a PACR is charged on a PACR is charged on a costs incurred in providing direct recovery technique, for charging of PACR, some quarterly basis. Common monthly or quarterly monthly or quarterly basis. support to individual projects, example a simple fee common costs are costs are shared using basis. Common costs are Common costs are fully and sharing of common office based on a % of project shared. Projects do not reasoned bases. Some shared using reasoned shared on an agreed basis and adminstration costs on a costs (called "Programme bear equitable share of allocation of staff costs bases. Allocated costs and adjusted during the year. fully justified and generally Administration Cost all relevant costs. Little or is in place. Allocated are agreed before the A fully developed cost accepted basis. (See Recovery" PACR), often no understanding of the costs are accepted but start of the financial year, allocation system is in place References) done at the end of the concepts of cost recovery not well understood by budgeted for and providing both budget and financial year. No system and cost sharing on the the programme or project monitored. Staff costs actual information on a timely for sharing staff and part of the programme managers. are allocated on the basis basis. Overall recovery rates IO 22 common office costs and project managers. of statistics (eg time) and by project and for the office, among projects. Little or accurate rates. Allocated and the funding situation of no understanding of cost costs are accepted and the office, are analysed recovery techniques and well understood by regularly and action taken to why they are needed by programme and project deal with problems. The programme & project managers. system is audited by the managers. external auditors and is accepted by all donors. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls Contracting Process for No clearly defined Poorly defined contract Contract process, Contract process, Organization follows a clearly preparing, approving, managing contracting process, process, standards and standards and standards and defined and efficient and subsequently closing standards or responsibilities. Limited responsibilities are responsibilities are contracting process. Contract projects. (See References) responsibilities. Limited ability to develop and defined but not defined, understood and performance is monitored and ability to develop and manage contracts. consistently followed, or followed. Process is not appropriate action taken. manage contracts. Limited monitoring of fully understood by staff. always timely. Contract performance is contract performance. Some monitoring of Monitoring of contract not monitored. contract performance. performance. All IO 23 Some staff have ability to relevant staff have ability develop and manage to develop and manage contracts in accordance contracts in accordance with the agreed with agreed standards. standards. Service support to the Staff in support functions Staff in support functions Support staff accept their Support staff embrace Support staff embrace their organization Capacity of do not perceive understand that they role as an essential their role as an essential role as an essential support Finance & Admin, IT, HR, fund- themselves to be in a have a service role, but support service to the support service to the service to the organization. raising and other support service role. Structures, carry this out relatively organization. Some organization. Support Service agreements are functions to provide an efficient systems and procedures independently, with little efforts are made to staff develop and adapt negotiated and implemented. and effective service to fulfil the of support departments consultation with other develop and adapt structures, systems and Support staff develop and organization's needs are developed departments on their structures, systems and procedures to meet adapt structures, systems and independently of the needs and requirements. procedures to meet organizational procedures to meet IO 24 requirements of other Some communications organizational requirements. Effective organizational requirements. departments. Minimal and links between requirements. Regular communications and Effective communications and communications and links support services and communications and links between the support links between the support between support services other functions. links between the services and other services and other functions. and other functions. support services and functions. other functions. Internal Financial reporting No proper financial Some financial reporting Reasonably accurate Accurate and clear Accurate and clear financial (See References) monitoring or reporting at is produced but is not and clear financial financial reports linked to reports against budgets, any level circulated to budget reports produced for all technical reports are showing links to technical IO 25 holders. areas. Reports not produced. Budget reports. Budget holders are circulated to budget holders review reports involved in the process and holders. but not involved in the give explanations for any reporting process. discrepancies. RAISING FUNDS 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls Raising funds Financial goals not clearly Minimal financial Financial goals clearly Fundraising plan Fundraising plan actively defined. Organization on requirements to cover defined. Fundraising delivering adequate being implemented and ad hoc short-term organizational and plan in place, but still funding. New monitored in a co-ordinated funding. Little proactive programme costs for the reliant on ad hoc funding approaches being tested. approach. Innovative seeking of funds. next 3-5 years identified. to meet financial targets. concepts being explored and Broader financial goals tested. Fundraising goals IO 26 are not clearly defined. being met or exceeded. Opportunist approach to raising funds, accessing easily available sources. COMMUNICATIONS External Communications - No communications Basic/outdated Comprehensive Communications strategy Communications strategy planning and implementation strategy. Ad hoc communications strategy communications strategy based on market based on market research in Communications Strategy - promotion of WWF work, which may not be in the process of research in place and place and fully integrated in analysis, objectives and target reactive approach. Role reflected in practice. implementation. reflected to some extent work plans and practice. groups, indicators, activities etc of communications not Some understanding of Communications is in work plans. The Communications activities (See References) understood. Little the role and importance increasingly being used communications contributing successfully to interaction between of communications. proactively to achieve objectives and targets are achieving conservation and conservation and conservation and monitored and evaluated. fundraising goals. communications staff. fundraising goals. Some Communications fully Communications Strategy staff have the necessary accepted as integral part objectives and targets are communications skills. of organizational effort monitored and evaluated. All IO 27 and is successfully staff have the appropriate contributing to communications skills. conservation and Communications fundraising goals. Many considerations are taken into staff have the appropriate account into strategic communications skills. management decisions. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls Campaigning Little understanding of the Some understanding of Good understanding of Coordinated and focused Well managed and successful A WWF campaign is an purpose and concept of the purpose and concept the purpose and concept campaigns being campaigns delivering desired integrated set of innovative and campaigns. of campaigns but little of campaigns and some undertaken with support conservation results, high profile activities designed to knowledge of how to plan experience and/or from across the successful fundraising, and achieve a defined and and run them. knowledge of how to plan organization. Campaigns strengthening of the brand. measurable conservation target Fragmented campaign and run them. are largely successful but Achievements are followed up within a defined time frame. activities. Campaigns undertaken do not always achieve all and consolidated after the end with varying success. of their objectives. of the campaign. There may be Achievements may not IO28 weaknesses in campaign be followed up and planning or consolidated after the management, and in the end of the campaign. support and involvement of staff across the organization. WWF Brand / Identity How WWF's brand and its WWF brand and its value All staff are aware of All staff understand WWF organization proactively WWF is seen and what WWF is value not recognised or recognised at WWF brand and its brand and its value. leverages the brand to understood to stand for. (See appreciated. Staff not management level but value. Some ad hoc Brand is promoted but achieve its conservation and References) aware of, or not using, not appreciated promotion of the brand. not used strategically to organizational goals. Regular IO 29 identity guidelines. throughout the Identity guidelines achieve conservation and monitoring of brand organization. Identity roughly adhered to. organizational goals. awareness / reputation. guidelines not followed. Identity guidelines followed. Human Resources Human Resources Policy (See Responsibilities for HR Clear centres of No comprehensive HR Documented overall HR Documented HR policy, References) management unclear. No responsibility for HR policy. Some good and policy (in line with local clearly understood, and HR policy. Minimal issues. No HR policy in systematic practices in legal standards and implemented - reflected in procedures in place. place. Practice is place. WWF standards) in good practices. HR variable (recruitment, place, but not widely standards for WWF network contracts, salaries, communicated or fully fully complied with. IO 30 appraisal etc.) implemented. Some good practices in place. Staff Contracts (See No formal contracting Formal contracting not in Formal contracts in line Formal contracts in line Formal contracts in line with References) situation line with labour law with labour law but with labour law, labour law, monitored and implementation not monitored and implemented. WWF IO 31 monitored implemented recommended HR policies followed. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls Staff development based on Limited/no attention given Management recognition Staff development needs Staff development needs Staff development plans in annual appraisal and other to staff development or of the need for staff are identified though are identified and used as place, and being fully development needs assessment planning. development. No annual appraisal but ad a basis for staff implemented. processes processes in place to hoc and limited efforts development plans. IO 32 identify and address made to address them. Staff development plans development needs . are partially implemented. Staff capabilities These Staff drawn from a narrow Staff drawn from a narrow Some diversity of staff Staff drawn from diverse Staff drawn from diverse should be assessed on a range of backgrounds range of backgrounds background and and appropriate background and experiences departmental basis and for the and experiences. Some and experiences, experiences, good background and and bring a broad range of organization as a whole. (Each staff are under-qualified interests and abilities capabilities to fulfil their experiences and bring a skills. Most staff are highly department needs to define the or under-experienced for limited to present job, individual roles, including broad range of skills: capable in multiple roles, functions, skills and knowledge their jobs. limited ability to solve some ability to solve Most are highly capable committed to continuous required, and assess existing problems as they arise. problems as they arise, in their individual roles learning and development, IO 33 and required capacity in relation many interested in work and eager to learn and and capable of collaborating to these) beyond their current jobs. develop. across the organization. Staff are frequent source of ideas and momentum for improvement and innovation. Staffing levels Organizational Minimal staff base in Core staff, including all Organization fully staffed. Positions are fully staffed. inadequately staffed to place, but many of the senior positions, in Turnover excessively Healthy level of turnover. operate effectively. required staff positions place. Some functions high or low in individual IO 34 are unfilled. e.g. IT, HR are not fully posts or across the staffed. organization in general. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls FINANCIAL & PHYSICAL RESOURCES Financial resource base Highly dependence on Dependence on limited No single source No single source Diversity of significant income limited number of sources number of sources but provides more than 40% provides more than 30% sources, with no single source of funding. Little/no making efforts to diversify of total funding. Limited of total funding. providing more than 25% of flexibility in use of funds resource base. Limited flexibility in use of funds. Flexibility in use of funds, total funding. Organization is (funds tied to specific flexibility in use of funds. Financially stable (no with significant in a position to reject funding projects/activities). Constant attention is significant deficits or unrestricted funding. opportunities if they do not Regular cash flow required to ensure all liabilities). No Financially stable. Some meet the strategic objectives difficulties. activities funded. significant cash flow reserves established. or fit with its policies. IO 35 Occasional cash flow difficulties. Adequate reserves (6 months difficulties. Financially expenditure). Financially vulnerable. strong. Core organizational and programme funding requirements secured for 12 months or more. Information Technology, IT Poor / incompatible Basic hardware and Most but not all staff All central office staff IT infrastructure and systems (See References) hardware and software in software in place. Ad hoc have individual computer have individual computer fully meet the requirements of use. Lack of IT capacity or poor systems support access, email and access and email. both central and field offices. is adversely affecting and maintenance. access to internet. Individual or joint internet Individual computer, email and operational effectiveness. Inadequate protection Basic systems support access available. internet access in the central Inadequate protection and security measures and maintenance in Systems well maintained office and in the field where and security measures against viruses, physical place in the central and protected. Standard feasible. against viruses, physical damage etc. office. IT operating procedures IO 36 damage etc. in place. Field staff have basic IT infrastructure and systems, and some remote access to main office systems. Physical Infrastructure No central office. Staff Poorly located office Sufficient office space Sufficient quality office Organization owns or has long work out of home or and/or insufficient space and infrastructure but space, providing good advantageous lease on shared accommodation. or infrastructure for the office may be poorly working conditions, and quality, well located space. IO 37 organizations activities located or provide poor efficient operating working conditions e.g. environment. Office is needing repair, well located. insufficient lighting etc. . 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls Overall Balance Overall Balance Very limited linkage and Low level of linkage and Organization has links Logical links and Organization has logical consistency between consistency between between vision, consistency between understood links and vision, objectives, role, vision, objectives, role, objectives, role, vision, objectives, role, consistency between vision, strategies, programmes, strategies, programmes, strategies, programmes, strategies, programmes, objectives, role, strategies, structures, systems, structures, systems, structures, systems, structures, systems, programmes, structures, resource allocation, resource allocation, resource allocation, resource allocation, systems, resource allocation, IO 38 management style and management style and management style and management style and management style and culture. culture. culture, but there are culture. culture. These can be some inconsistencies / articulated by the staff. imbalances. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls EXTERNAL RELATIONS Moderately Capacity Embryonic Developing Well-developed Exemplary developed Identification of Little recognition of the Organization Organization applies Organization uses a Organization uses a appropriate need to carefully recognises the need to its understanding of consistent and consistent and relationships with whom identify with whom to carefully identify relationships to identify systematic approach systematic approach we engage, the nature of have relationships, appropriate and initiate potential to identify and initiate to identify and initiate the relationship, and how their purpose and relationships. relationships, but not potential relationships. potential relationships this contributes to nature, and their However this is rarely consistently. and also to review and WWF's objectives contribution to WWF's reflected in the renegotiate existing ER1 objectives. initiation of relationships. Relationships initiated relationships in in a sporadic ad hoc practice. manner. Developing and Relationships are Relationships Relationships Relationships All relationships well managing relationships uncoordinated, poorly developed and proactively developed developed and managed, and most managed or managed in a reactive and managed. managed well in a co- healthy and unmanaged and used and uncoordinated Responsibility for ordinated way. performing well. to fill short-term needs. way. Most managing each Responsibility for Parties within the Most relationships relationships relationship not clearly managing each relationships regularly weak or not functioning at a basic assigned. Most relationship clearly review their nature and performing well. level. relationships assigned. Many progress. Planned ER2 functioning at a basic relationships healthy exit strategies when level but some are and performing well. appropriate. healthy, well- managed, and performing well. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls Partnerships Little understanding of Some understanding Good understanding of Organization has Organization has Equitable relationship in the concept of of the concept and the concept and the strategic partnerships strategic partnerships which one or more partnership or how to potential costs and potential costs and successfully achieving successfully achieving organisations work initiate and work in full benefits of partnership. benefits of their goals. their goals. The together towards mutually partnership. Many Experience and partnerships. Some partners involved agreed goals. relationships are knowledge of strategic partnerships become more Relationship is perceived as developing moving towards their competent and characterised by a high partnerships even relationships which goals. These effective as a result of ER3 level of mutual trust and though they may not have some of the partnerships have the relationship. respect, and be. characteristics of some weaknesses e.g. transparency. (See partnerships. they may be reliant on References) specific individuals or the agreed roles and responsibilities are not being fully carried out. Relationships with Funds accepted from Developing dialogue Some good Good, well managed Strong donor donors within or outside donors but limited with donors on relationships with relationships with most relationships based on the WWF network (See dialogue or respective goals. Low donors based on donors based on mutual trust and References) understanding of level of trust. common developing trust and transparency. respective goals. Organization has little understanding. transparency. Organization is well Minimal accountability recognition of need for Organization does not organization is respected by donors, and low level of mutual accountability or donor always demonstrate it occasionally able to and able to influence ER4 trust. Organization is management. is accountable or able influence donor them. Organization often driven by donor to deliver and has agenda. Donor respect is acknowledged by agenda. limited donor for organization is donor as professional, management skills. growing accountable, and able to deliver. NGOs and other civil Little contact or Little or sporadic Regular contact and Regular contact and Close working society Organizations sharing of information contact and / or sharing of information sharing of information relations with other (non-funding with other NGOs collaboration with with other NGOs. Few with other NGOs. NGOs. Regular relationship). Iincluding other NGOs collaborative joint Good working collaboration on ER5 networks, alliances and activities. relations with several activities/issues of coalitions) other NGOs. Some common interest. joint activities on issues of common interest. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls NGOs and other civil Funding agreements Written funding Written funding Written funding Written funding society organizations (verbal or written) in agreements in all agreements. Mutually agreements. Mutually agreements. (funding relationships) place. Roles and cases. Some agreed roles and agreed roles and Transparent and responsibilities are not understanding of roles responsibilities. WWF responsibilities. WWF trusting relationship clear or mutually and responsibilities, is fulfilling its role, and is fulfilling its role as a with clearly agreed understood. Different but these have not actively managing the donor, and actively roles and expectations. Little been explicitly contract, monitoring managing the contract. responsibilities. . trust, potential for negotiated. progress and following Where appropriate, Mutual learning and conflict. Little Expectations may be up where necessary. WWF provides sharing about the communication different. Some information and advice funded activity and ER6 between the communication in relation to the wider conservation organizations. WWF between the funded activity. and/or organizational not monitoring the organizations. WWF issues. WWF is contract. is monitoring the interested in the contract i.e. checking broader development on agreed outputs. of the NGO and not just the funded activity. Relations with Business Little or no contact or Some relationships Some relationships Strategic and co- Strategically targeted, & Industry (B&I) (See influence with the with companies for with companies for ordinated approach to co-ordinated, and well- References) business sector. Low fundraising. No fundraising, and relationships with managed relations recognition of the environmental risk sporadic risk companies for with B&I. These further potential role of B&I in assessment of B&I assessment of furthering fundraising the organization's furthering conservation relationships. No environmental impact. and/or conservation conservation and objectives. systematic approach Some targeting of objectives. Routine fundraising objectives to B&I to further specific industry environmental risk conservation sectors to further assessment of ER7 objectives. conservation potential relationships. objectives. Approach Relationships are not is not co-ordinated. always well-managed or effective. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls Government relations Minimal or no working Working relations with Good relationships Good relationships Organization is well relations with relevant a few Government developed with some developed with many respected and Government agencies. agencies, but only relevant Government relevant Government accepted by all Little participation in limited influence. agencies. Limited agencies. relevant Government official events lobbying skills Organization has agencies. It exerts a ER8 /consultation. developed but not developed lobbying strong influence on always influential. skills and is listened to policy through good by Government. working relationships at different levels. Recruitment and Minimal efforts to build Some efforts being Membership being Proactive recruitment, Proactive targeted maintenance of membership, and little made to increase actively recruited, and management and recruitment. individual membership / contact with existing membership. some efforts are being servicing of members. Management of supporters. (Applicable members. Low Minimal service given made to manage and Membership relationships with to NOs only, and in membership (in to existing members. service the sometimes active in members to maximise relation to the national relation to national Membership is not membership. supporting mutual benefits. context) context) and/or high actively supporting the Relatively stable conservation and/or Loyal and high turnover. organization. Low membership base, fundraising goals. membership base ER9 membership and low with good level of Membership numbers which is active in retention of members. retention. are around or above supporting Membership numbers the average for NGOs organization in are around the in the country. achieving average for NGOs in conservation and/or the country. fundraising objectives. Level and nature of No systematic Key media contacts Up to date information Up to date information Extensive contacts relationship with the identification of media identified. Ad hoc base on key media base on key media with media, which are Media Print, television, contacts. Ad hoc contacts. Little contacts and their contacts. Regular nurtured, maintained radio, on-line etc (See contacts with media. nurturing of personal interests in place. proactive contacts, and exploited to References) Lack of understanding relationships. Some Regular contacts and and nurturing of achieve WWF's goals. of the importance of understanding of the limited nurturing of personal relationships. WWF is used as a the media and of their different media and personal relationships. Contacts are not fully respected source of requirements. their requirements. Understanding of the exploited to achieve information. ER10 requirements of the WWF's goals. WWF media, but limited is sometimes used as capacity to respond to a source of these. information. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls Engagement with the Organization is Limited involvement Senior management Organization actively Organization actively WWF Network internally focussed, with the WWF promoting active participates and participates and and has little network. A few staff involvement with the contributes positively contributes positively involvement with the participate in network WWF network. Some to the development of to the development of WWF network. meetings and sharing and receipt of the network, sharing the network. High Minimal participation processes. Some information and and receiving level of interaction, in network meetings communication with expertise. Some information, expertise sharing and receipt of and processes. Little the network above the participation in and learning. Active information and communication with minimum required. network meetings and participation in WWF expertise with the the network beyond Majority of staff don't processes. meetings and network. Collaborative ER11 the minimum required. feel part of the wider processes. work and projects with Staff don't feel part of network. other offices. Active the wider network. participation in WWF meetings and processes. All staff feel they are part of, and have, an important role in the wider network. 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls REFERENCES Row no Capacity Document WWF Global Intranet Location P2 Conservation plan WWF Field Operations Manual Part 1 : Chapter Programme development Other resources > operational policies & procedures development and use Seven outputs / indicators of PO performance 2002 P3 Alignment with global WWF's Global Priorities About WWF > PDO priorities Monitoring progress of the TDPs, TDP Project Definition documents Other resources> monitoring & evaluation TDPs> project definition docs P7 Project plan development WWF Field Operations Manual Part 1 : Chapter Programme development Other resources >operational policies & procedures Resources and utilization PCM Training Handbook & Guidelines > Project Guidelines > PCM P8 Stakeholder analysis WWF Field Operations Manual Part 1 : Chapter Programme development Other resources > operational policies & procedures Resources & Guidelines > Project Guidelines P16 Monitoring & evaluation WWF Monitoring guidelines; WWF Evaluation guidelines; Monitoring Other resources > Monitoring and evaluation progress of the TDPs P18 Servicing of Projects WWF Field Operations Manual Part 1 : Chapter 3 Project administration Other resources>operational policies and procedures IO3 Strategic Plan WWF Field Operations Manual Part 1 : Chapter Programme development Other resources>operational policies & procedures Seven outputs / indicators of PO performance 2002 IO4 Legal Registration Check list for setting up WWF presences Available from WWF International IO5 & IO6 Board The Role and Structure of WWF Boards and Committees About WWF > International Board IO15 Learning culture Various papers Learning Portal>knowledge sharing>knowledge management Kzone>Themes>Lesson Learning Mechanisms IO16 Dept/Organizational Seven ouputs / indicators of PO performance Other resources> operational policies & procedures performance monitoring and evaluation IO17 Reporting WWF Field Operations Manual Part 1: Chapter 4 Project reporting Other resources > operational policies & procedures IO18 Financial Control WWF Field Operations Manual Part 2 Other resources>finance IO19 Accounting Systems WWF Field Operations Manual Part 2 Other resources>finance IO20 Budgeting GAA Help Guide: What is a project budget GAA funding>5.skill building>GAA help guides WWF WWF US budgeting standards and tutorial US Intranet>Policies & procedures / Field operations tutorial IO22 Cost Recovery GAA Help Guide: What are cost accounting and recovery? GAA funding>5.skill building>GAA help guides IO23 Contracting WWF US Standards WWF US intranet>Field Operations Tutorials WWF US Intranet>Policies & Procedures 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls IO25 Internal financial reporting WWF Field Operations Manual Part 2 Other resources>finance WWF US standards & tutorial WWF US Intranet>Policies & procedures / Field operations tutorial IO27 External Communications Communications Strategy Template Communications>newsroom>background documents>guidelines IO29 WWF Brand WWF visual identity guidelines Communications>corporate communications IO30, IO31 Human Resources Policy WWF Field Operations Manual Part III: HR Policies + Procedures Other resources>Human Resources>Field Operations Manual IO36 IT IT Self-Audit Score Chart and Instructions Other resources>GTS ER3 Partnerships Partnerships Toolbox K-Zone>Themes>Relationships>Partnerships ER4 Relationships wih donors GAA Help guides, GAA Workshop Powerpoint Presentations GAA funding>5.Skill Building WWF US GAA policies & tutorials (USAID) WWF US Intranet>Policies & Procedures / Field Operations Tutorials>GAA projects ER7 Relations with Business and WWF Guidelines for B&I Relationships Business & Industry Industry Commercial Manual Procedures Available from WWF International Fundraising Department ER10 Media Relations General Media Relations Guideliens Communications>newsroom>background documents>guidelines . Apply to WWF US for intranet access. Note: WWF US guidelines & standards are primarily for use by WWF US managed Programme Offices. The 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls 294780a5-d7d4-43b3-bfb9-c77cc697a066.xls
Pages to are hidden for
"Strategic Management Linkage of Vision and Mission"Please download to view full document


text:
See Click Fix: Albany
The Washington Park Playhouse will be performing Singin In The Rain this year. Based on the beloved 1920's MGM movie Singin In The Rain, this classic comes alive right in our own Washington Park. Show times and ticket prices TBA.
Working Group and Study to Look at Broadband Needs to Ensure
All Residents and Businesses Can Succeed
Summer 2015
Department of Recreation's 1609 Challenge Kicks Off; New Hiking, Golf and Baseball Camps Added to Existing Soccer, Lacrosse, Tennis, and Running Camps
Toolkit for Sustainable Urban Living
Hours of Operation:
Monday - Friday
8:30 AM to 5:00 PM
Copyright © 2013 City of Albany.
All rights reserved.
Website Developed by L&P Media

subset: commoncrawl


text:
this ice cream is really special and I love the creative flavors, always one with chocolate. Workers were fast and efficient.
I've been here several times and have never found anything to complain about. However I've not considered it to be at the top of the local ice cream ladder. Very pleasant, clean and a few tables outside for warm weather nibbling.
This was my 3rd time visiting with friends. The young staff are enthusiastic and knowledgeable. Nice and clean facility. I joked that someday I will show up and just taste every flavor and their reply was no problem. I tasted the strawberry jalapeño which was surprisingly good but after hearing the story of the strawberry rhubarb crisp, that was my...
So you are in Cleveland? A couple of places to go that are homegrown and Mitchell's is one of them. Great Old fashion Ice Cream- no soft swirl here! Just old fashion brain freeze ice cream in many wonderful limited flavors made with local ingredients- what's not to love?
Just stumbled across this place and we are sure glad we did. They have lots of flavors, many a typical and interesting, and the portions are huge. Definitely worth a trip for dessert.
Premium quality ice cream at moderate prices. Under $5 for a medium and under $6 for a (large) large.
In addition to "normal" flavors and combinations they feature five or so special flavors e.g. Great Lakes porter with chocolate chunks.
Best ice cream in Cleveland! We live nearby, and come here all the time - I love their chocolate pretzel frozen yogurt!
Your typical Mitchell's, but what's nice about this one is not too many people seem to know about it. I was out driving around in rocky river and planning on going to that Mitchell's and it was crazy slammed. We decided to go to the Mitchell's in westlake instead and we're served right away.
Honestly Mitchell's hype train isn't working for me.... I don't think it's that good. East coast custard is way better!
I always stop into Mitchell's whenever I get back in town. They always have a wide selection of flavors, while also carrying seasonal options as well. I usually go for the Key Lime Pie or the Pistachio. SO Good!
Register now for free — and start getting automatic notification of new reviews, responding to traveler feedback, adding new photos to your listing and much more.


text:
Encompassing sculpture, drawing and photography as well as installation, Fridfinnsson's work has been celebrated for its lyricism and stark poetry. Text and storytelling also figure prominently in his work. He often presents found objects with which he interferes as little as possible, creating new works that explore ideas of the self and time.
A work from the 1970s, where Fridfinnsson produced a magazine advertisement that invited the public to send him their secrets, will be recreated in conjunction with the exhibition. The work was also re-produced in London as part of the exhibition at Serpentine.
Hreinn Fridfinnsson was born in the north-west part of Iceland in 1943. He gained prominence as a leading figure of the Icelandic avant-garde after founding SÚM with three other artists in Reykjavik in 1965. He moved to Amsterdam in the early 1970s and has been living and working there ever since. In the year 2000 he received the Carnegie Art Award's second prize and was also awarded the Ars Fennica Prize.
The exhibition will be on show in Malmö Kunsthall from February 16 - April 27, 2008 and in Bergen Konstmuseum from 2008and Bergen
Sponsored by Kaupthing Bank, Iceland
Printed of the web Reykjvik Art Museum, www.reykjvikartmuseum.is 06.14.2015


text:
This is a 1/43 kit of the Red Bull RB5 that was raced by Sebastian Vettel at the 2009 British GP. This was a really nice kit the toughest part was trying to figure out how to mix the right shade of Red Bull blue and have it blend with the decal and look right in smaller scale.
Edited by acmiaz, 20 June 2013 - 04:32 AM.


text:
There are currently no top fans for this artist.
There's nothing here yet.
Want to add your website?
Nat Adderley's cornet (which in its early days was strongly influenced by Miles Davis) was always a complementary voice to his brother Cannonball in their popular quintet. His career ran parallel to his older brother for quite some time. Nat took up trumpet in 1946, switched to cornet in 1950, and spent time in the military, playing in an Army band during 1951-1953. After a period with Lionel Hampton (1954-1955), Nat made his recording debut in 1955, joined Cannonball's unsuccessful quintet of 1956-1957, and then spent periods with the groups of J.J. Johnson and Woody Herman before hooking up with Cannonball again in October 1959. This time the group became a major success and Nat remained in the quintet until Cannonball's death in 1975, contributing such originals as "Work Song," "Jive Samba," and "The Old Country" along with many exciting hard bop solos. Nat Adderley, who was at the peak of his powers in the early to mid-'60s and became adept at playing solos that dipped into the subtone register of his horn, led his own quintets after Cannonball's death; his most notable sidemen were altoists Sonny Fortune (in the early '80s) and Vincent Herring. Although his own playing declined somewhat -- Adderley's chops no longer had the endurance of his earlier days -- Nat continued recording worthwhile sessions in the years prior to his death on January 2, 2000. Many but not all of his recordings through the years are currently available (for such labels as Savoy, EmArcy, Riverside, Jazzland, Atlantic, Milestone, A&M, Capitol, Prestige, SteepleChase, Galaxy, Theresa, In & Out, Landmark, Evidence, Enja, Timeless, Jazz Challenge, and Chiaroscuro).
Biography entry by Scott Yanow
I loved this song before I ever met the man it was written about,...
Awesome and an outstanding singerâ¤ï¸
by Alexandria ham on Jason Aldean
by khage123 on All Alright
[b]belstaff utlopp[/b]...
by ndobornyrolan on Coldplay
[b][url=http://www.sinkpal.net/]christian louboutin boots[/url][/...
by ndobornyrolan on Coldplay
She is an amazing singer with an extraordinary boice who made my ...
She is an amazing singer with an extraordinary boice who made my ...
Love nialler he's my fav love him we are married we got married a...
by adriannahoran on One Direction
by hambo on Ice Ice Baby
Hey! To enjoy the features of SongFreaks, you'll need to have an account.
Need an Account?
orSign up without Facebook


text:
Originally written on Fox Sports | Last updated 11/19/12
C.J. McCollum scored 35 points to lead Lehigh to an 82-67 victory over Fairfield on Monday night. The senior guard made 12 of 21 shots, including 5 of 7 from 3-point range, coming up one point shy of the 36 he scored in a season-opening loss to Baylor for the Mountain Hawks (2-2). McCollum scored 21 of his points in the first half, including three consecutive 3-pointers that enabled Lehigh to turn an early 10-7 lead by the Stags (2-2) into a 16-10 Mountain Hawks advantage. Lehigh led 40-30 at the half and never by fewer than nine after that. Gabe Knutson added 17 points and Holden Greiner 11 rebounds for Lehigh, which is hosting a consolation bracket of the NIT Season Tip-Off. Mackey McKnight added seven assists. Keith Matthews scored 17 points and grabbed 10 rebounds to pace Fairfield.
Comments are closed.
What do you think?To leave a comment, you can:
College Basketball News
Delivered to your inbox
You'll also receive Yardbarker's daily Top 10, featuring the best sports stories from around the web. Customize your newsletter to get articles on your favorite sports and teams. And the best part? It's free!
Follow us on Twitter
|Best of Yardbarker
|NFL News
|MLB News
Today's Best Stuff
For Bloggers
Join the Yardbarker Network for more promotion, traffic, and money.
Company Info
What is Yardbarker?
Yardbarker is the largest network of sports blogs and pro athlete blogs on the web. This site is the hub of the Yardbarker Network, where our editors and algorithms curate the best sports content from our network and beyond.
|© 2015 Yardbarker, Inc. All rights reserved. Use of this website (including any and all parts and components) constitutes your acceptance of these Terms of Use and Privacy Policy. (What's New?)


text:
RARE & Trendy HERITAGE LoftCanada, British Columbia, Vancouver
About This Listing
This one of a kind charming studio loft boasts character, from the floor to ceiling concrete beams, to the 100 year old reclaimed Douglas Fir hardwood floors that are varnished to perfection. No detail was spared with the custom built-ins.
Space where guests can cook their own meals
Towels, bed sheets, soap, and toilet paper
Space where guests can cook their own meals
Towels, bed sheets, soap, and toilet paper
Central heating or a heater in the listing
In the building, free or for a fee
In the building, free or for a fee
Continuous access in the listing
Breakfast is provided.
The listing can accommodate a gathering of 25 or more attendees
Easy access to the building and listing for guests in wheelchairs
Private or Shared
Free, in the building or nearby
Posted emergency information and resources
The Space
Are you a clean, mature, responsible non-smoker who will treat my beautiful apartment like it's your very own? If yes, then this sought after building and apartment will be perfect for you - suitable for a working professional or someone who wishes to experience everything Vancouver has to offer!
This gorgeous heritage studio loft is located in the heart of Yaletown (one of Downtown Vancouver's most trendiest areas).
This clean luxurious and fully furnished rental is steps from it all: bistros, cafes, restaurants, boutiques, nightlife, the Canada Line, seawall & much much more...
Featuring a gorgeous open plan design that is an entertainers dream, boasting reclaimed wood plank flooring, beautiful Corian sinks & fixtures, custom artwork, built-in Murphy bed, gas range and fireplace, stainless steel breakfast bar & soaring 11 ft ceilings.
This elegantly tailored studio loft has everything you need from the first moment you arrive, including:
* Fully equipped gourmet kitchen including cookware and tableware
* Stainless steel appliances (fridge/freezer, microwave, gas range stove, teakettle, toaster & blender)
* Wine and Dine on the built-in Breakfast bar while you take in the view of Yaletown
* Dishwasher
* Get cozy in front of the gas fireplace surrounded by a beautiful ornate mantle
* In-suite laundry
* Linens and towels
* Complimentary Wi-Fi & High Speed Internet access
* HD TV equipped with Telus TV Cable & Complimentary Netflix access
* Built-in Murphy bed
* Ample storage
* Wine rack
* All Utilities are Included (gas, heat, hot water, hydro, etc.)
* 2 Hours Per Month of Complimentary Cleaning Service
Gorgeous common rooftop area with a lovely view of Yaletown. Great for BBQ'ing, events and sipping on a glass of wine while you take in the view.
Experience the spirit and convenience of Yaletown living with an abundance of shops, services and major attractions at your doorstep:
* A vibrant neighborhood of exciting shops, cafes, restaurants and nightlife
* Quick and easy to access to the Canada Line is at your doorstep. Navigate the city, neighboring suburbs and get to and from the airport without the use of a vehicle
* Enjoy romantic walks around Vancouver's famous Yaletown district and False Creek waterfront
* Within walking distance to all amenities (Supermarkets, pharmacies, Starbucks, dry cleaners and medical clinic are within steps)
* The Vancouver Public Library, Vancouver Art Gallery, Robson Street shopping district, movie theatres, the Seawall and parks are a few
Sleeps two comfortably on the pull out Murphy Bed. There is also a Leather Couch.
At one point in the late 1920's the building was used for bootlegging alcohol into the U.S.
I own this property and have lived in Vancouver for 10 + years. I am very knowledgeable about the city and will be able to answer any questions about Vancouver and this property.
To inquire about renting this fully furnished heritage studio loft please don't hesitate to contact me.
*(Please note if you do include your email addresses/phone # in correspondence it will be hidden/deleted until a booking is confirmed)*
A word doc will explaining the ins and outs of my condo will be emailed upon a successful booking. Please treat my place as you would your own.
Thank you :)
30 Reviews
We stayed in this Yaletown apartment for 5 nights. The apartment was exactly as described and displayed in the pictures. It was impeccably clean with plenty of towels provided. The location is fantastic close to lots of bars and restaurants. The apartment can get pretty hot on warm days and noise from the street (nightclub and traffic) can get loud if you leave the window open. This did not bother us much however, and we would be happy to either return ourselves or recommend the apartment to friends. George was great to deal with. He quickly responded to any queries and provided lots of information in relation to the apartment and surrounding neighbourhood.
George was a fantastic host and was happy to help with anything at all. He made sure our stay was comfortable and the apartment was very neat and clean. Highly recommended!!
A fantastic apartment in a great location with a really good kitchen and everything you could possibly want. George provided an excellent guide via email, was extremely helpful and answered all of our questions via email and text very quickly. He met us when we arrived and showed us around the apartment. The apartment is very convenient to the Yaletown station on the Canada Line so getting to and from Vancouver Airport was very easy. I would thoroughly recommend staying here!
The loft is exactly how it is advertised and George was helpful and responsive at all times. The location really cannot be beat: right next to a SkyTrain station (on the same line as the airport), two grocery stores, dozens of restaurants and only a few blocks from the seawall. The seawall is great for cycling, running or just walking. I was traveling by myself and the loft is perfect for one or two people. The murphy bed is very comfortable.
A few other reviewers mentioned that there was noise at night, particularly on the weekends, from a club that is across the street. I heard noise only on Saturday night, but all other nights were quiet enough to sleep soundly. And even on Saturday the noise was very brief. Bring a pair of earplugs and you should be set.
If I return to Vancouver any time in the near future, I will certainly stay at George's loft again!
The reservation was canceled 59 days before arrival. This is an automated posting.
My wife and I have spent 1 month here.
George has been very kind and very helpful. Always available for a question or to solve some inconvenience better than the best hotline. The place is very nice, clean and everything is made to help you feel like your at home.
The apartment is so central (bus, skytrain, grocery, shops, restaurants all at hand) you would believe everything has been built around the building.
We really enjoy our stay in George's place and we would recommend it without hesitation.
When I was looking for a place in Vancouver, I read all the comments about this place and at first I thought : wow, this place looks very nice, is it really like the pics? With all those good comments, it must be a professional renting a place.
The truth is : no difference between the pictures and the reality, George deserves all the good comments.
If you're looking for a nice place to visit Vancouver, stop looking around and go for it.
Needed a place to stay for 5 days in October and so i went with George's apartment and i dont think i could have selected any better. The apartment has everything you could possibly need for your stay. The apartment is perfect for a couple or a single person as it is quite small once the bed comes down but for me it was all i needed and i loved it.
There were only two downsides which was for some reason the apartment is always warm even when i had the window open, dont know why. So in summer i think this could be quite an issue. And also the noise outside in the Yaletown area was a lot. Im a light sleeper so it did bother me a bit especially on a saturday night but if this doesnt bother you than really there are no others issues.
Train station across the road, 2 supermarkets within a block and some of the best restaurants and bars in vancouver right around the corner. You can not go wrong with this apartment. Met George when i arrived, he gave me a tour of the place then left me for my stay and i only heard from him when i left. Absolutely loved this place.
About the Host, George
I love Vancouver and I love how AirBNB connects people from all over the world!!!
Yaletown-Roundhouse Stn NorthboundQuick and easy to access to the Canada Line is at your doorstep. Navigate the city, neighboring suburbs and get to and from the airport without the use of a vehicle.


text:
E-Mail Address:
Forgot your password?
Log in
Not a member? Register now!
Common Conditions
Related Tools
Find & Review Drugs
Popular Topics
Advice & Support
Cognitive enhancement therapy (CET) uses a combination of
medicines, computer training, and group therapy to treat schizophrenia.
Computer training focuses on increasing attention span and learning ability,
and group exercises help to improve problem-solving skills and the ability to
relate to other people.
CET can improve social skills and help people with schizophrenia
learn to function better with and around other people. This is a relatively new
treatment method, and it is still being studied for long-term
Last Revised:
August 19, 2010
Healthwise Staff
Medical Review:
Kathleen Romito, MD - Family Medicine & Miklos Ferenc Losonczy, MD, PhD - Psychiatry
This information does not replace the advice of a doctor. Healthwise disclaims any warranty or liability for your use of this information. Your use of this information means that you agree to the Terms of Use.
How this information was developed to help you make better health decisions
To learn more visit Healthwise.org
© 1995-2013 Healthwise, Incorporated. Healthwise, Healthwise for every health decision, and the Healthwise logo are trademarks of Healthwise, Incorporated.
This Site and third parties who place advertisements on this Site may collect and use information about
your visits to this Site and other websites in order to provide advertisements about goods and services of
interest to you. If you would like to obtain more information about these advertising practices and to make
choices about online behavioral advertising, please click here.


text:
E-Mail Address:
Forgot your password?
Log in
Not a member? Register now!
Common Conditions
Related Tools
Find & Review Drugs
Popular Topics
Advice & Support
Use of
Rh immune globulin is 99.8% effective in preventing
Rh sensitization.1 Rh
immune globulin contains Rh
antibodies that have been purified from human donors.
This treatment prevents an unsensitized Rh-negative mother from making
antibodies against her fetus's Rh-positive blood.
If an affected fetus younger than 34 weeks needs to be delivered,
corticosteroid medicine (betamethasone or dexamethasone) may be given to the mother to speed fetal lung
development before a premature birth.
Last Revised:
October 20, 2011
Healthwise Staff
Medical Review:
Sarah Marshall, MD - Family Medicine & William Gilbert, MD - Maternal and Fetal Medicine
This information does not replace the advice of a doctor. Healthwise disclaims any warranty or liability for your use of this information. Your use of this information means that you agree to the Terms of Use.
How this information was developed to help you make better health decisions
To learn more visit Healthwise.org
© 1995-2013 Healthwise, Incorporated. Healthwise, Healthwise for every health decision, and the Healthwise logo are trademarks of Healthwise, Incorporated.
This Site and third parties who place advertisements on this Site may collect and use information about
your visits to this Site and other websites in order to provide advertisements about goods and services of
interest to you. If you would like to obtain more information about these advertising practices and to make
choices about online behavioral advertising, please click here.


text:
Thanks for redeeming.{{else}}
Success! Thanks for repurchasing.{{/if}} {{else}} {{#if Expired}}
Increase my visibility!{{else}} {{#if IsMultiPack}}
{{#if HasMultiPack}} You have {{MultiPackCount}} top spot(s) left. Now loading you into the search listings... {{else}} You have used all top spots. Now loading you into the search listings... {{/if}}{{else}}
We are loading you into the search listing pages...{{/if}} {{/if}} {{/if}} {{/if}}
{{Current}} just saw you!{{/if}} {{#if LastTopSpotPurchaseIsMulti }} {{#if HasAnyTopSpot}}
{{#if HasFreeTopSpot }} {{ UnclaimedTopSpotFree }} Free {{/if}} {{#if HasPaidTopSpot }} {{#if HasFreeTopSpot }} & {{/if}} {{ MultiPackCount }} {{/if}} Top Spot{{#if Plural}}s{{/if}} Left{{else}}
0 Top Spot{{#if Plural}}s{{/if}} Left{{/if}} {{else}} {{#if HasFreeTopSpot }}
{{ UnclaimedTopSpotFree }} Top Spot{{#if Plural}}s{{/if}} Left{{/if}} {{/if}} {{else}} {{#if HasResults}}
{{Current}} see you now!{{else}} {{/if}} {{/if}}
You can now invite anyone to meet at your favorite Starbucks.
Limited-time feature
38 year old man | McCordsville, IN, USA | Seeking women 26-36 within 50 miles
Looking for The One..........For me.
All in all I'm a nice guy who does his best to make the woman I am with feel like a princess. I totally believe that you have take care of the little things that make someone feel special otherwise the big stuff will never work out in the end. I work for a Fortune 50 company in the telecommunications industry as a Customer Service Trainer. I moved to the Indianapolis area just last year and I am still finding my way around. I own my home and enjoy working in the yard. I like to go to baseball games, spend time outdoors in the Spring, Summer, and Fall. Winter is not my thing. As far as my match goes I would like to meet a woman who has an opinion on things even if its not the same as mine. I prefer women who like to get dressed up but don't always have to be. Most importantly I am looking for someone who knows who they are and what they want from life.
Cooking , Dining out , Gardening/Landscaping , Movies/Videos , Museums and art , Music and concerts , Performing arts , Playing cards , Playing sports , Shopping/Antiques , Travel/Sightseeing , Video games , Watching sports
Baseball, Billiards / Pool, Bowling, Football, Golf, Other types of exercise, Walking / Hiking, Weights / Machines
I exercise 1-2 times per week.
Don't display my sign
I like Dogs, Fish
Middle of the Road
I want to travel to the West Coast, the Bahamas and possibly Europe.
Tiger Baseball Games, Toledo Mudhens Games, Indianapolis Indians Games, The Ann Arbor Arboretum, Toledo Art Museum, Toledo Zoo. As far as travel goes, I love Disney World. I have been to Denver and Houston and enjoyed both of them as well.
What do I do for fun? Well, I like to go to movies, golf, take walks in the park, go to baseball games, and shop (as long as it is not for me). I also like to go to dinner and some times just stay at home a watch a DVD or TV.
The Hunger Games Trilogy.
Z{{Cta}} {{#if HasMoreInfo}} ?{{CtaSecondary}} {{/if}}
|What he is looking for
|5'10" (177cms)
|4'10" (147cms) to 5'7" (170cms)
|Body type:
|A few extra pounds
|No preference
|No preference
|Light brown
|Auburn / Red, Black, Light brown, Dark brown, Blonde, Dark blonde, Platinum
|No Way
|No Way
|Social Drinker
|No preference
|Technical / Science / Computers / Engineering
|No preference
I am a Customer Service/Technical Support trainer for a large cable company.
|$50,001 to $75,000
|No preference
|No preference
|Have kids:
|Yes, and they live away from home (1)
|No preference
|Wants kids:
|Not sure
|No preference
|White / Caucasian
|Asian, East Indian, Latino / Hispanic, Middle Eastern, White / Caucasian
|Spiritual but not religious
|No preference
I was raised Roman Catholic but I am not a practicing Catholic.
|Some college
|No preference


text:
Upcoming Events at Dora Moore:
SPRING BREAK: March 30th-April 3rd
Next Round of Testing
April 14th, 15th and 17th: 4 Social Studies, 5th grade Science
April 20th and 21st: 7th grade Social Studies, 8th Grade Science
April 27th, 28th and 29th: 3-5th Grade math and literacy End of Year PARCC
April 30th and May 1st: 6-8th Grade math and literacy End of Year PARCC
May 4-8th Kinder-5th Grade District End of Year Interims
May 11-15th 6-8th Grade District End of Year Interims
Please make sure your student is in attendance and on time!!
Starting in March, DPS students will be taking the CMAS test. This new test is aligned to the Common Core State Standards and is online. We ask that you help us to prepare students for these new expectations. You can find practice tests and other helpful information here: http://parcconline.org/for-parents
S – Safety
O – Outstanding Attitude
A – Always be Respectful
R – Responsibility
Here at Dora Moore we believe in positive behavior interventions. We believe in building positive relationships with students in order to ensure success in school.


text:
Video: Tags: birthdays
A tag is a word or phrase that helps you find video clips with similar content. View all tags »
Displaying 1 to 2 of 2 results.
Imagination: The Bakery | Daniel Tiger's Neighborhood | PBS KIDS
DESCRIPTION: Daniel Tiger imagines that the goodies in the bakery can sing and dance! Don't miss the premiere of Daniel Tiger's Neighborhood this Labor Day weekend, Monday, September 3 (check local... 01:07
Celebrate Julia Child's 100th Birthday with PBS Food | PBS
Julia Child was an American icon, a pioneer in cooking shows, and a beloved PBS personality. She would have turned 100 on August 15, 2012. Join PBS Food in celebrating the life of this great woman... 00:31
Displaying 1 to 2 of 2 results.
Video Collections
Daniel Tiger's Neighborhood
"Daniel Tiger's Neighborhood" is an animated series with live-action interstitials. Fred Rogers' original Neighborhood of Make Believe is recreated in vibrant color and texture; his signature puppet Daniel Striped Tiger is transformed...


text:
Klr 650 dead battery help?
View Single Post
Gnarly Adventurer
Joined: Jun 2006
Location: Idaho Falls, ID
Oddometer: 491
You have several possibilities:
1. bad battery
2. no, or low stator output and/or bad rectifier/regulator
3. high parasitic drain with the key off
I would troubleshoot this way:
1. Verify the battery with a loaded test (once it has fully charged). Only a loaded test can properly verify the battery. Battery shops can do the test.
2. If the battery is OK, connect the battery and measure charge voltage while the engine runs. It should be >13.6V at 3000 rpm and <15.5V. If the voltage is too high or too low, check the rectifier/regulator.
3. Test the parasitic drain with the key off by disconnecting the ground lead to the battery and measuring current between the ground lead and the battery with an ammeter. It should be just a few milliamps or less. If the parasitic drain is high, check your aftermarket accessories first (by disconnecting them). If parasitic drain is still too high, unplug the rectifier/regulator to see if the high drain current goes away.
View Public Profile
Find More Posts by strongbad