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Quality Management & Improvement Team March, 2014
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  1. Quality Management & Improvement Team March, 2014 Introduction to QMI “Quality is everyone's responsibility.” Edward Deming Reviewed on 3/06/14

  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. 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

  4. The Team Liz Tully Daniel Hayden Paul Butler Eddie Tsibulevskiy

  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 • Cohort Learning Report and Process • Shorter • All data aligns to Impact Reports (lead by CRM) • Geared more towards plus/deltas and generating bright spots • More room for regional customization • Campaign Tracker • Simplifying and consolidating RarePlanetinto a new tool: CampaignTracker • Work with DevCom to create streamlined links to Rare.org • Support regions • New alumni survey • Revise partner surveys

  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 Sources Organizational Sources CPP Country Ops Plan 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: Country Ops Plan The Country Operations Plan (formally CPP) 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: M:/Global Programs/QMI/SOPs

  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 ProjectQMI focuses mostly on operational measures Campaign Sustainability QMI supports various measurement systems across the life of the campaign Program Impact Support alumni survey Campaign Near-term • Campaign learning reports • Cohort learning reports Campaign Process • Partner Surveys • BSC measures Campaign Baseline • Weekly Flash Reports • Pride Scorecard • Milestones 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 (Campaigntracker starting in March) • Goal: • Measure progress against work plan • Flag compliance issues

  20. Weekly Email • Frequency: Weekly • Completed by: Lize • Audience: Cohort Team Tool: Email • Goal: • Summarize key campaign information • Highlight key operational steps • List managerial resources

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

  22. 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

  23. Cohort RankingShows strategic value of site • Frequency: Monthly • Completed by: Cohort director • Audience: Dale and Regional VP • Tool: Excel • Goal: • Show strategic value of a site • Prioritize our focus

  24. 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

  25. Key Check in PointsWe target key points to check in on the cohort Uni 1 Uni 2 Final University Phase QMI Pre-uni 2 Check in QMI Onsite Review QMi/GloPro Pre-uni 3 Check in Region does partner survey Region does partner survey Region does partner survey Regions can lead cancelation process at any time

  26. 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

  27. 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. 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) Cohort Ranking The ranking of site based on its intrinsic strategic value 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)

  28. Rare Lingo: Logic Models Updating in FY14 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.

  29. 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

  30. 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?

  31. Questions?