|Interní audit jako hybatel adaptivního managementového cyklu|
|Internal review: The key factor for the Adaptive Management cycle to move|
|Menno Van Zuijen|
V tomto příspěvku popisuji proces interního auditu, jak jej provádí nevládní organizace Natuurmonumenten
se sídlem v Nizozemsku. Interní audit je v podstatě určitou formou hodnocení péče na dané lokalitě. Zároveň
je to příležitost pro předání informací mezi všemi pracovníky, kteří se podílejí na obhospodařování a monitorování
lokality. Článek zmiňuje konkrétní otázky pokládané během auditu, upřesňuje složení a kvalifikaci osob, které
se na něm podílejí, a popisuje také jeho jednotlivé kroky. Jsou zde uvedeny i rady a návody pro provedení skutečně
efektivního a smysluplného auditu.
In this contribution I describe internal review as performed by non-governmental organisation Natuurmonumenten
in the Netherlands. Internal review is a process of evaluation of management on a given locality. At
the same time it is an occasion for information flow among all workers who are involved in management and monitoring
of the locality. I mention specific questions which are asked during the review, composition and competencies
of people who are involved in and the process of review itself. Tips and tricks for making the review effective
and meaningful are also given.
|Main purpose of internal review is simply to answer a question whether we have met our objectives. But it needs integrating the answers on the following questions: What are our objectives? What site management have we done? What is the state of the site? But well performed review does more: it reveals which information is vital to our management cycle. It helps to understand and decide which information is missing on one hand and unnecessary on the other hand to collect in the upcoming years. In this contribution I present the way NGO Natuurmonumenten¨in the Netherlands performs a review. Natuurmonumenten is currently managing 105,000 ha in 330 reserves spread all over the country and representing the variation of habitats occurring in the Netherlands. It works according to the principles of adaptive management since nineties. Internal review has been performed every six years on a site level. This means that some sites by now had their third consecutive review. In 2015 Natuurmonumenten performed 38 reviews on 17,500 ha. It is the site manager's responsibility to set up the review of sites managed by his team. He will report the results to the board. One of the site team member’s tasks is to perform the internal review. This will generally be the team member with ecology and monitoring as his task. The documentation which has been gathered will be discussed during the review. The actual review consists of one day with all the members of site team, relevant stakeholders, volunteers, farmers and governmental offi cials. During the actual review one of the ecologists from the central offi ce is present to guard the internally agreed minimum level of the review quality. In some cases a consultant is hired to prepare and perform the review. On average, a review consists of data collection, analysis, writing documentation, the review itself (one day), reporting and discussing the outcome of the review to the board (of directors). For performing the review a preparatory document is essential. Together with the conclusions and to-do list from the review the documentation forms the fi nal report for the board (of directors). The review day is done with a very diverse group of people, of diverse backgrounds, with different levels of knowledge and experience. Our experience is that this diversity of participants can lead to new insights, as long as people are willing to listen to each other. An independent chairman can help to achieve this. A review is to ask yourself and your team members a lot of questions. The answers help us to understand|
the site and the processes operating at the site. By looking back we learn how to manage the site better in the future. Don’t get lost in the questions, answers and information. Stay focused on the main issues. A well written repport helps with the focus. Don’t try to solve everything during the review meeting, since this is impossible, and ‘park’ issues on the action point list. The by-products of a review are as valuable as the finished review report itself. It must be fun to do a review. And it must be fun to join a review meeting as an external stake holder. Just start with the review process, if you have the adaptive management cycle in place or not. The review will make clear what is the most urgent part of the adaptive management cycle to work on. And by this it helps to get the cycle ‘rolling’.