Quality Management & Improvement Team March, 2013

1. Introduction to QMI “Quality is everyone's responsibility.” Edward Deming Quality Management & Improvement Team March, 2013 Reviewed on 3/29/13

2. Agenda & Outcomes • Agenda • Overview of QMI and role of quality • Sources of quality at Rare • Reporting • Rare Lingo • Expected Outcomes • What does QMI do • Understand that quality is a process not a destination • Be able to list sources of quality • Understand the basics of reporting • Familiar with some Rare lingo

3. Agenda & Outcomes • Agenda • Overview of QMI and role of quality • Sources of quality at Rare • Reporting • Rare Lingo • Expected Outcomes • What does QMI do • Understand that quality is a process not a destination • Be able to list sources of quality • Understand the basics of reporting • Familiar with some Rare lingo

4. QMI is Part of Global Programs President & CEO Brett Jenks COO Dale Galvin Global Programs Paul Butler, Sr. VP Strategy & Growth Martha Piper, Sr. VP Latin America Keith Alger, VP Pride English Steve Watkins, VP Indonesia Taufiq Alimi, VP China Jiakai Yuan, VP Finance & Operations Oly Bracho, VP Talent Sabina Puppo, VP Marketing & Communications Jason Anderson, VP Finance Program Development Human Resources & Administration Development Information Technology QMI Key Current Position Open Position Bold Text Leadership Team Position Italic Text Temporary or Contract Position RarePlanet Conservation Research and Measurement Training Social Marketing

5. Quality Management & Improvement Process 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. Maximize the Impact of Pride • Team helps gather information through these tools: • Weekly Flash Reports • Support Visit Reports • Partner Surveys • Campaign Deliverables • Campaign Details Page and Results Gather • We assess success through the Scorecard, BSC and meta studies. Success measured by: • Constituency • Capacity • Conservation • Bright Spots Assess • We support data-driven decision making • Monthly Regional Calls • Management & Leadership Meetings • Balanced Scorecard • VP/Director Learning Forum • Board meetings Act • Team Makes Recommendations • Document and communicate best practices • Improve Pride through ad hoc changes, training and mentoring • Initiate and plan major changes Improve Ensures Information Quality and Accurate Reporting

6. Thinking About Quality Quality Management Measures Against the Min and Plans for the Ideal (1) High Ideal Dimension of Quality Minimum Acceptable (Role of QMI) Rare’s culture of continuous improvement means expectations are always increasing Low Time (1) The ideal is subject to the triple constraints: resource, time, scope

7. Improvement Initiatives Focus 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 (lots of help from Annalisa) • New alumni survey • Revise partner surveys • Variable Funding • Encourage flexible funding of core funds (not a set amount for set purposes) • Extend funding model until impact is achieved

8. The Evolution of Our Questions:Some questions we answer • 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 • Winter 2012: Are we getting better at marine conservation? QMI is often the first source of information for the Dev/Com team

9. Agenda & Outcomes • Agenda • Overview of QMI and role of quality • Sources of quality at Rare • Reporting • Rare Lingo • Expected Outcomes • What does QMI do • Understand that quality is a process not a destination • Be able to list sources of quality • Understand the basics of reporting • Familiar with some Rare lingo

10. What is Quality? • Quality is conformance to requirements (Crosby). • Quality is fitness for use • Good quality means a predictable degree of uniformity and dependability with a quality standard suited to the customer. (Deming) • Quality is the degree to which performance meets expectations. So which is highest quality: Lexus, Kia or Ford?

11. Sources of Quality at Rare Cohort / Campaign Level Organizational CPP Curriculum Open Standards SOPs BSC/ DBSC • Work Plan • Key Milestones • Key Milestones on RarePlanet • Key Perspective: How does compliance/noncompliance • effect our impact • impact work of other teams / processes • create organizational risk

12. Sources of Quality: CPP The Cohort Proposal Pack is a series of documents that enables Brett to determine whether we should launch a new cohort. • Defines the vision • Defines the objectives • Defines the resources: people, time, budget) • Details our partners and partner roles • Defines the milestones • Defines the monitoring protocol

13. Sources of Quality: Curriculum • Globally certified MA program in Communications • Sets high bar for academic rigor and protocols • Sets standard for CM evaluation • Validates Rare’s staff

14. Sources of Quality: Open Standards for Practice of Conservation The Conservation Measures Partnership (CMP) is a partnership of twenty leading conservation organizations that seek better ways to design, manage, and measure the impacts of their conservation action. Conceptualize – Concept models, threat rating, results chains (ToC) Plan – Strategies, SMART Goals, emphasize on measuring both leading indicators and outcomes Implement – project planning Analyze – Final campaign learning reports Share – Campaign learning reports, cohort learning process, post to RarePlanet, write articles Amielle is on the CMP Board Daniel co-leads CMP initiative on Human Wellbeing Targets

15. Sources of Quality: 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. • Requires: All SOPs are approved by Dale • SOPS owned (or partly owned) by QMI: • 2nd University Phase Return Process & Approval • Campaign Cancellation • Major Campaign Change • Campaign Review • Campaign Completion & Cohort Closing • Cohort Learning Process • A complete list of SOPs can be found here: • http://www.rareplanet.org/en/resource/sop-record-management-0 Note there is a lot of grey area about what should be under SOPs and this is being addressed by the Leadership Team.

16. Sources of Quality: BSC / DBSC • Scope: Entire Organization (Programs, HR, Finance, IT, DevCom) • Reasons: • Means to align Rare around common goals and targets • “Balance” means that there needs to be tradeoffs • QMI’s role: • QMI Helps ensure a consistent rollup of department measures to global measures • Helps with some key processes e.g. alumni surveys, partner surveys, Pride Scorecard • Helps guide the implementation of measures

17. Agenda & Outcomes • Agenda • Overview of QMI and role of quality • Sources of quality at Rare • Reporting • Rare Lingo • Expected Outcomes • What does QMI do • Understand that quality is a process not a destination • Be able to list sources of quality • Understand the basics of reporting • Familiar with some Rare lingo

18. Measure Across the Project Campaign Sustainability A Pride campaign is a 2 -3 year project lead by local partners that creates opportunities for local communities to adopt new behaviors and reduce threats to biodiversity. Program Impact • At about ½ of sites: • Quantitative Social Survey • Follow up Biophysical Campaign Near-term • Assess actual vs. goals • Lessons learned Campaign Process • Quantitative Social Survey • Follow up Biophysical Campaign Baseline • Weekly Ops Reports • Monthly leading indicators Program Goals • Focus groups • Quantitative Social Survey • Baseline Biophysical • Social goals • Biophysical goals 2 years 3- 5 years 1 year

19. Weekly Flash ReportsProgress Against 30 Day Work Plan • Frequency: Weekly • Completed by: PPM • Audience: Cohort Team & QMI • Tool: RarePlanet • Goal: • Measure progress against work plan • Flag compliance issues

20. Pride ScorecardProgress Against 3C Impact (Capacity, Constituency, Conservation) • Frequency: Monthly • Completed by: Cohort Teams • Audience: All Rare, including Board • Tool: Google Docs (soon on RarePlanet) • Goal: • Measure progress • against impact • Input into the BSC

21. Monthly UpdatesAligning Dale and the Regions • Frequency: Monthly • Completed by: Liz and Daniel • Audience: Dale and Regional VP • Tool: Excel • Goal: • Align Dale with regions • Flag critical issues • Summarize Reports

22. Balanced ScorecardAligning the Regions on Annual and Long-term Plans • Frequency: Quarterly • Completed by: All department heads • Audience: All Rare, including Board • Tool: Excel / ClearPoint • Goal: • Align organization • Track progress

23. Agenda & Outcomes • Agenda • Overview of QMI and role of quality • Sources of quality at Rare • Report • Rare Lingo • Expected Outcomes • What does QMI do • Understand that quality is a process not a destination • Be able to list sources of quality • Understand the basics of reporting • Familiar with some Rare lingo

24. Rare Lingo: Reports Weekly Flash Report A report that Pride Program Managers (PPMs) complete each week on the status of a Pride campaign against that month’s operating plan. These reports can be found on RarePlanet. Pride Scorecard A report that a Cohort Team (everyone who supports a campaign such as PPMs, Cohort Director, monitoring specialists, et al) each month against the 3Cs (Capacity, Constituency, Conservation) Monthly Report A report that is given to Dale each month that provides a summary of the Weekly Flash Report, Pride Scorecard and other available data on the status of the campaigns. Balanced Scorecard A management tool that helps us measure our impact (3Cs: capacity, constituency, conservation), and our key internal process around finance, HR, program development)

25. Rare Lingo: Logic Models Strategy Map A tool that helps explain how an organization achieves its mission. 3Cs Rare’s primary mission is to invest in local Capacity, that creates an engagements & commitment Constituency, to achieve Conservation results. Theory of Change A logic model that explains how a Pride campaign is going to achieve its objectives.

26. 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 deliverables http://www.rareplanet.org/en/search/apachesolr_search/checklist%20for%20a%20better%20Pride Rare’s SOPs -key procedures for operating at Rarehttp://www.rareplanet.org/en/resource/sop-record-management-0 Data FAQs http://www.rareplanet.org/en/resource/data-faqs Rare Balanced Scorecard N:/Global Programs/QMI/Public

27. Agenda & Outcomes • Agenda • Overview of QMI and role of quality • Sources of Quality at Rare • Rare Lingo • Expected Outcomes • What does QMI do • Understand that Quality is a process not a destination • Be able to list sources of quality • Understand the basics of reporting • Familiar with some Rare lingo Did We Achieve Our Outcomes?

28. Questions?