Embed Size (px)
Citation preview
Continuous Improvement in a System Building Context
Sunday, July 15, 2018
Continuous Quality
Improvement
“ One major purpose of a QRIS is to recognize quality and promote a culture of continuous improvement among providers (and at all levels of the system building). The rating is not a destination; it is a set of benchmarks along a pathway of ongoing improvement.”Anne Mitchell, Considerations for an Efficient, Inclusive and Implementable Quality Rating and Improvement System April, 2012
Our Time Together
• Welcome• CQI – Definitions and Considerations• Warm-up Discussion• Applying CQI in a System Context to the
Elements of QRIS• Reflections
“The organizations that will truly excel in the future will be the organizations that discover how to tap people’s commitment and capacity to learn at all levels in an organization.”
Peter Senge
CQI Definition
What are the elements you feel would be important to include
in a definition of CQI?
Continuous Quality Improvement is…
A management process and ongoing practice to improve internal work processes and increase program quality. It is proactive, not reactive. It goes beyond external compliance – and moves the lever for change internally. It involves the internal “owning” of the process by the program team. Improvement processes involve using data to generate change ideas and testing these ideas through a structured iterative learning cycle (such as Plan, Do, Study, Act).
Iterative Learning Cycles
[Langley et al. The Improvement Guide. 2nd Edition. Jossey-Bass, San Francisco, CA. (2009)]
Basically
The process of: n Identifying, describing and analyzing
strengths and weaknesses (via multiple sources of evidence)
n Establishing a plan with benchmarks, timelines, assigned tasks and responsibilities to improve
n Testing and implementing solutions n Evaluating the results and revising the plan
• Study the effect of these on children, families, and programs
• Collect data on the new process and compare to the baseline.
• Integrate successful practices• Determine what more needs
to be done and learned • Revise, modify and add to
plan and begin again..
• Make changes designed to better support children, families, staff and the program based on “standards”
• Document the work • Meet with others on
efforts and progress
• Collect data and establish a baseline – what is the process now
• What do we need to focus on?
• How will we know what has been successful?
PLAN DO
STUDYACT
Continuous Quality Improvement
• CQI applies to three levels and different strategies are used at each level.
– Program level - program staff and leadership
– Implementing partner level - professional development and technical assistance practitioners
– The state system level - state agencies, statewide organizations, policymakers, private funders, and contracting entities and contracting entities
QRIS: Many Levels of Work
State/Systems Level
Implementing Partner Level
Program Level
CQI Focus Own Level
CQI Focus System
Core values that lead to successful CQI…
§ Change is ongoing. There is no “finish line.”
§ True expertise rests within those doing the work.
§ Commitment to change is strengthened when everyone is engaged in assessing what needs to be done.
THE COMPONENTS OF EXEMPLARY ORGANIZATIONSBUILDING A CENTER OF QUALITY
CONTINUOUSIMPROVEMENT
OU
TCO
ME
FOC
UED
HIG
H E
XPEC
TATI
ON
S
ASS
ESSM
ENT
&FE
EDB
AC
K
SHARED VALUES AND GOALSTRUST
DATA-DRIVEN DECISION MAKING IN
VOLV
EMEN
T
Adapted from the Center for Instructional Effectiveness/Datatel
McCormick Center for Early Childhood Leadership | National Louis University
• History of improvement efforts• Size• Structure• Program characteristics
• Government mandates and guidance• Accreditation, licensing, and professional development
systems• Nongovernmental funders such as foundations• Time
Culture of Collaborative Inquiry
Leadership
• Understanddata systems
• Develop analytic capacity
• Integrate knowledge and beliefs
• Be transformational • Lead change • Communicate clearly • Motivate innovation and creativity • Distribute responsibilities
• Create safe space • Share learning • Engage partners
Continuous Cycle
Commitment of Resources
Professional Development
Organizational CharacteristicsEnvironment
Analytic Capacity
• Assess data Capital
• AssessTechnological capital
• Assess human capital
• Commit leadership time
• Commit staff time
• Finance and sustain technology
Develop and revisit goals
Gather data
Analyze data
Review and synthesize
Prioritize and plan
Implement plan
Monitor performance
Evaluate outcomes
Feedback
Continuous Quality Improvement Conceptual Framework Derrick-Mills, Sandstrom, Pettijohn, Fyffe, and Koulish. 2014 p.63
A Few Warm-up Questions
1. What is the difference between good management and creating a culture of improvement?
2. What level (program, implementing partner, State) is most supported or has the strongest culture of CQI and why?
3. Why is it important to keep a written record of decisions, results, and philosophy?
Functions of a Comprehensive Early Childhood System
Recruit and Engage Stakeholders
Create and Support Improvement Strategies
Enhance and Align Standards
Finance Strategically
Define and Coordinate Leadership
Ensure Accountability
HEALTHFAMILY
LEADERSHIP AND SUPPORT
EARLY LEARNING AND
DEVELOPMENT
OUTCOME:Thriving
Children and Families
Section I: Mission, Vision, Goal, Theory of Change, and Logic Model
Final Warm-up Question
Discuss how it might look if the state supported a CQI cycle in the areas covered by the tool for a cross-sector QRIS – in general. What are the opportunities and challenges of this approach?
Applying CQI in a System Context
• Section I: Mission, Vision, Goal, Theory of Change, and Logic Model
• Section II: Leadership and Governance • Section III: Financing • Section IV: Stakeholder Engagement • Section V: Standards • Section VI: QRIS Accountability and Rating • Section VII: Improvement Supports
Section I: Mission, Vision, Goal, Theory of Change, and Logic
Model
Section II: Leadership and Governance
Section III: Financing
Section IV: Stakeholder Engagement
Section V: Standards
Section VI: QRIS Accountability and Rating
Section VII: Improvement Supports
Reflections
• Write down your reflections– What surprised you?– Is there something specific you will do based on
this discussion back at work? • Share Ideas• Feedback on the investigation of CQI applied
to the tool
