1. Quality Management & Improvement Team Tagbilaran City, Bohol Philippines February 3, 2012 “Not everything measurable matters. Not everything that matters is measurable." Introduction to QMI

2. 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

3. QMI is Part of Global Programs Key Current Position Open Position Bold Text Leadership Team Position Italic Text Temporary or Contract Position Latin America Keith Alger, VP Latin America Keith Alger, VP Pride English Steve Watkins, VP Pride English Steve Watkins, VP Indonesia Taufiq Alimi, VP Indonesia Taufiq Alimi, VP China Jianguo Cui, VP China Jianguo Cui, VP Finance & Operations Oly Bracho, VP Finance & Operations Oly Bracho, VP Global Programs Paul Butler, Sr. VP Global Programs Paul Butler, Sr. VP Finance Information Technology Quality Management & Improvement Training Human Resources Sabina Puppo, VP Human Resources Sabina Puppo, VP Strategy & Growth Martha Piper, Sr. VP Strategy & Growth Martha Piper, Sr. VP Global Program Development Patrick Mehlman, Sr. Director Global Program Development Patrick Mehlman, Sr. Director Social Marketing Human Resources & Administration Marketing & Communications Jason Anderson, VP Marketing & Communications Jason Anderson, VP Development COO Dale Galvin COO Dale Galvin President & CEO Brett Jenks President & CEO Brett Jenks Conservation Research and Measurement Solution Search Katie Heffener

4. 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 GatherAssessActImprove Ensures Information Quality and Accurate Reporting Quality Management & Improvement Process

5. Cohort Planning Recruiting Cohort Registration Campaign Alumni Follow-Up Admissions 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 Work QMI Uses Data to Improve Pride

6. 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

7. CPPCurriculum Open Standards SOPsBSC/ DBSC Cohort / Campaign LevelOrganizational Sources of Quality at Rare Work Plan Key Milestones Key Milestones on RarePlanet

8. 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 Board Daniel co-leads CMP initiative on Human Wellbeing Targets

9. 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.or g/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 ReviewWithin ~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

10. 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

11. Orienta tion (Months 1 – 3) Planning (Months 4-9) Implementation (Months 10-23) Analysis (Month 24) Stakeholder Matrix Threat Ranking BROPMonitoring Plan Post- Survey Formal QMI Check- Ins Late Planning Phase Objectives: Assess strength of strategies Outcomes: Flag problematic strategies Early Implementation Objectives: Revisit flagged campaigns Outcomes: Ensure strategies have changed Rare Support Visits/Workshops  TT   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 track Outcomes: Provide extra attention to troubled campaigns Pre-Completion* Objectives: Ensure required steps are completed before graduation Outcomes: 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 Checks Check-ins Allow Midcourse Corrections

12. 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 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 Rare) http://www.rareplanet.org/en/resource/sop-record-management-0 http://www.rareplanet.org/en/resource/sop-record-management-0 Data FAQs – frequently asked data about Rare http://www.rareplanet.org/en/resource/data-faqs Master Campaign Lists – more detailed information on Rare N:/Programs/Master Campaigns List

13. 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 (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

14. Questions