Quality Management & Improvement TeamTagbilaran City, Bohol Philippines February 3, 2012

“Not everything measurable matters. Not everything that matters is measurable."

Introduction to QMI

• 2007– Launch Weekly Flash Reports– Design and rollout Prideforce and application process

• 2008– Launch RarePlanet– Support 2.0 Curriculum Rollout

• 2009– Drive programmatic adoption of RarePlanet as project management tool– Formally launch QMI as a team– Launch formal review of campaigns

• 2010– Institutionalize the Pride Scorecard– Launch Cross Regional Cohort Reviews– Simplify tools– Develop, document and training on best practices– Build out analytics function

• 2011 “Add One / Take One”

Indicative Initiatives

QMI is Part of Global Programs

Key

Current Position

Open Position

Bold Text Leadership Team Position

Italic Text Temporary or Contract Position

Latin AmericaKeith Alger, VPLatin America

Keith Alger, VPPride English

Steve Watkins, VPPride English

Steve Watkins, VPIndonesia

Taufiq Alimi, VPIndonesia

Taufiq Alimi, VPChina

Jianguo Cui, VPChina

Jianguo Cui, VP

Finance & Operations

Oly Bracho, VP

Finance & Operations

Oly Bracho, VP

Global ProgramsPaul Butler, Sr. VPGlobal Programs

Paul Butler, Sr. VP

FinanceFinance

Information TechnologyInformation Technology

Quality Management & Improvement

Quality Management & Improvement

TrainingTraining

Human ResourcesSabina Puppo, VPHuman ResourcesSabina Puppo, VP

Strategy & GrowthMartha Piper, Sr. VPStrategy & Growth

Martha Piper, Sr. VP

Global Program Development

Patrick Mehlman, Sr. Director

Global Program Development

Patrick Mehlman, Sr. Director

Social Marketing

Social Marketing

Human Resources & Administration

Human Resources & Administration

Marketing & Communications

Jason Anderson, VP

Marketing & Communications

Jason Anderson, VP

DevelopmentDevelopment

COODale Galvin

COODale Galvin

President & CEOBrett Jenks

President & CEOBrett Jenks

Conservation Research and Measurement

Conservation Research and Measurement

Solution Search Katie HeffenerSolution Search Katie Heffener

Create and manage a set of processes and tools to ensure that Rare is running the most effective conservation projects possible and that Rare has a system to monitor and ensure success by improving current campaign and improving the overall design

process behind campaigns.

Team helps gather information through these tools:• Weekly Flash

Reports• Support Visit

Reports• Partner Surveys• Campaign

Deliverables• Campaign Details

Page and Results

We assess success through the Scorecard, BSC and meta studies. Success measured by:• Constituency• Capacity• Conservation • Bright Spots

We support data-driven decision making• Monthly Regional

Calls• Management &

Leadership Meetings

• Balanced Scorecard

• VP/Director Learning Forum

• Board meetings

Improve the Quality of Pride Campaigns and Pride Process

Team Makes Recommendations• Document and

communicate best practices

• Improve Pride through ad hoc changes, training and mentoring

• Initiate and plan major changes

Gather Assess Act Improve

Ensures Information Quality and Accurate Reporting

Quality Management & Improvement Process

Cohort Planning Recruiting Cohort Registration Campaign Alumni Follow-UpAdmissions

QMI Primary Owner of Info

QMI Supports Information Architecture(Help Document Data Flow & Mgt Quality & Communication)

Note – we are hiring a Manager, Business Analytics if you know anyone interested

Scope of WorkQMI Uses Data to Improve Pride

• Spring 2007 – How many campaigns do we have• Summer 2007 – When will they end• Fall 2007 How are the campaigns doing• Winter 2008: What are the issues being addressed• Spring 2008: What does good really look like• Summer 2008: How much do these campaign costs• Fall 2008: How can we dig in more on these issues• Winter 2009: What does good look like• Spring 2009: How can we learn from this information• Summer 2009: Average population size at site• Fall 2010: % of audience changing behavior• Spring 2011: What are realistic SMART goals and

tipping points

The Evolution of Our Questions:Some questions we answer

QMI is often the first

source of information

for the Dev/Com

team

CPP CurriculumOpen

StandardsSOPs BSC/ DBSC

Cohort / Campaign Level Organizational

Sources of Quality at Rare

• Work Plan• Key Milestones• Key Milestones on RarePlanet

Conservation Measures

PartnershipOpen Standards

· Develop work plan and timeline

· Develop and refine budget· Implement plans

3. Implement Actions and Monitoring

· Document learning· Share learning· Create learning environment

5. Capture and Share Learning

· Define initial team· Define scope, vision, targets· Identify critical threats· Complete situation analysis

1. Conceptualize

2. Plan Actions and Monitoring

· Develop goals, strategies, assumptions, and objectives

· Develop monitoring plan· Develop operational plan

· Prepare data for analysis· Analyze results· Adapt strategic plan

4. Analyze, Use, Adapt

Open Standards at Rare

1. Conceptualize – Concept models, threat rating, results chains (ToC)

2. Plan – Strategies, SMART Goals, emphasize on measuring both leading indicators and outcomes

3. Implement – project planning

4. Analyze – Final campaign learning reports

5. Share – Campaign learning reports, cohort learning process, post to RarePlanet, write articles

Amielle is on the CMP BoardDaniel co-leads CMP initiative on Human Wellbeing Targets

SOPs

Scope: SOPs Provide List of the Key Must Do Activities

Reasons: Legal compliance, donor requirements, organizational risk mitigation. All SOPs are signed off by Dale, updated by owner of the SOP.

A complete list of SOPs can be found here:http://www.rareplanet.org/en/resource/sop-record-management-0

2nd University Return Process & Approval

About six weeks before the 2nd University Period

Quality management procedure by which QMI leads a conversation with the cohort director about the status of all the campaigns BEFORE they return to the second university

Campaign Cancellation

Any Time (especially with prolonged Red campaigns)

This can be initiated either by the region or in extreme circumstances by QMI to cancel a campaign if a campaign is not cooperating with Rare, or is not apt to have any impact, or is broadly out of compliance with the campaign agreement

Major Campaign Change

Any Time During the Campaign

Form that the region completes if there are changes to:- the site- the local partner- the CM or CF- or any other type of change that might effect the grant agreement

Campaign Completion and Cohort Closing

About Six Weeks Before the Third University Phase

- This process is initiated by the Training Department and QMI to ensure that all campaigns will be ready for graduation (key grades, materials, expenses, etc)

- Additionally, the Dev/Comm is involved in helping to plan/promote the closing ceremonies and to document stories

Within ~4 Weeks of the Closing Ceremonies Depending upon the grant, these are the administration processes that QMI helps the region coordinate which closes out all the documentation of a campaign, the finances and key systems

Post Cohort Review Within ~8 Weeks of the Closing Ceremonies

A cross functional learning process that QMI helps the regions facilitates that discusses the impacts of the campaign and cohort, and helps drive systematic improvement

BSC / DBSC

Scope: Entire Organization (Programs, HR, Finance, IT, Dev/Com)

Reasons: •Means to align Rare around common goals and targets•“Balanced” means that there needs to be tradeoffs

QMI’s role:•QMI Helps ensure a consistent rollup of regional programmatic measures to global measures•Helps with some key processes e.g. alumni surveys, partner surveys, Pride Scorecard•Helps guide the implementation of new measures

Orientation(Months 1 – 3)

Planning(Months 4-9)

Implementation(Months 10-23)

Analysis(Month 24)

Stakeholder Matrix

Threat Ranking

BROP Monitoring Plan

Post- Survey

Formal QMI Check-Ins

Late Planning Phase

Objectives: Assess strength of strategiesOutcomes: Flag problematic strategies

Early ImplementationObjectives: Revisit flagged campaignsOutcomes: Ensure strategies have changed

Rare Support Visits/Workshops

T

T

Results Chains

Concept Model

SMART Goals

T

T

University Periods

Site Summary

Pre- Survey

Audience Segmentation

TOC

Project Plan

T

Creative Brief

Marketing Work Plan

COWP

Final Report

Critical Analysis

Follow-Up Report

Midpoint*Objectives: Ensure campaigns are on trackOutcomes: Provide extra attention to troubled campaigns

Pre-Completion*Objectives: Ensure required steps are completed before graduationOutcomes: Help any campaigns at risk of not graduating.

BROP Workshop /

Support Visit

Support Visit (PPM)

CR

(QMI)*

* Process not fully defined

Campaign Activity

Mini-market Test

Support

Visit (PPM)

Quality Assurance ChecksCheck-ins Allow Midcourse Corrections

Key Resources We Support

Regional Management Manual - key procedures for mentoring a campaign and running a cohort http://www.rareplanet.org/en/resource/guide-managing-pride-campaign

Checklist for a Better Pride- tool to help quality control of key deliverableshttp://www.rareplanet.org/en/search/apachesolr_search/checklist%20for%20a%20better%20Pride

Rare’s SOPs (key procedures for operating at Rare)http://www.rareplanet.org/en/resource/sop-record-management-0

Data FAQs – frequently asked data about Rarehttp://www.rareplanet.org/en/resource/data-faqs

Master Campaign Lists – more detailed information on RareN:/Programs/Master Campaigns List

Improvement InitiativesFocus on doing current things better, rather new things• Improved Pride Scorecard• More focused on aligned to DBSC, aligns to TMT Campaign Framework• Lesser weekly requirements• More action oriented

• Campaign Learning Report•Shorter•Separate data sheet to reduce copying and pasting•Focus on gearing up to alumni activities

• Cohort Learning Report and Process•Shorter•Geared more towards plus/deltas and generating bright spots•More room for regional customization•Work harder to align to organizational change programs

•Support regions•Updated work planning tool (help from Annalisa, Oswaldo, Hari)•New alumni survey•Revise partner surveys (pending)

•Experiment – Hybrid support•Kevin Green is working ~10% for PEP team•First time we have staffed cross regionally

Questions