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Webinar Wednesday
Event
Continuous Quality Improvement 2.0Striving for Better Results
June 19, 2019
THE PROMISE OF COMMUNITY ACTION
Community Action changes people’s lives, embodies the spirit of hope, improves communities,
and makes America a better place to live. We care about the entire
community and we are dedicated to helping people help themselves
and each other.
Purpose: The purpose of the LCRC is to analyze Community Action outcomes and identify effective,
promising, and innovative practice models that alleviate the causes and conditions of poverty.
BUILD CAA CAPACITY TO FIGHT POVERTY!
Tiffney MarleyProject Director, LCRC
Barbara MooneyDirector/SME
Association of Nationally Certified ROMA Professionals
Subject Matter Experts
Jeannie Chaffin, CCAPConsultant
Community Action Economic Mobility Initiative
Learning Objectives
• Understand basic principles of Continuous Quality Improvement
• Learn the basic components of a CQI project
• See different examples of CQI models
• Identify programs that are using CQI and connections with Community Action
• Hear about CAAs engaged in CQI
SETTING THE CONTEXT
Move from Compliance to Quality
• We need to change our mindsets such that we don’t see compliance to standards and reporting as a hassle or the end of the process, but merely the first part of a journey for improving the overall performance of the operation and achieving the highest quality possible.
Organizational Standards
Compliance Competence Quality/Excellence
Standards of Excellence
Alignment and Buy-in
• The approach to Continuous Improvement thinking must clearly include the benefits to the staff (and partners) involved, the agency capacity and the improved outcomes for families and communities.
What is CQI?
• A systematic approach to specifying the processes and outcomes of a program or set of practices through regular data collection and the application of change strategies that may lead to improvements in performance.
Supplemental Information Request for the Submission of the Updated State Plan for a State Home Visiting Program. http://www.hrsa.gov/grants/manage/homevisiting/sir02082011.pdf
5 Reasons for CQI
1. Streamline and improve services.
2. Connect data to practice.
3. Ensure implemented change strategies are effective and ineffective change strategies are abandoned.
4. Identify and disseminate best practices and lessons learned.
5. Engage a broader set of stakeholders and experts.
It looks a lot like
the ROMA Cycle!
CSBG and CQI
• CSBG: In 2017, with input and feedback from the CAA Network HHS modernized the CSBG Performance Management Framework with an expectation the changes would set CAAs on a CQI journey.
How do you do it?
The Steps:a. Establish focus areab. Identify your baseline (based in data)c. Clarify what result you want to see (outcomes
and indicators)d. Select a couple of new habits or processes to
test/implement to achieve the resulte. Take actionf. Collect data related to the actions and make
meaning (analyze) the data
Alternative Steps (rapid cycle)• Step 1: Get started. Administrators answer three simple questions
about their educational technology, and the Coach recommends an approach to evaluate that technology.
• Step 2: Plan the research. The Coach guides administrators through the process of crafting a research question, planning how to use results, and describing the context in which the technology is used.
• Step 3: Prepare the data. Administrators follow a step-by-step guide to identify data sources and create a clean data file.
• Step 4: Analyze the data. Once data files are uploaded, administrators answer questions about the information contained in the data. The Coach will automatically analyze the data and deliver results.
• Step 5: Summarize key findings. The Coach compiles the results of the analysis in one succinct document or presentation that can be shared with other stakeholders.
How to Identify a Focus Area?
• Review the data that you have
• Elicit stakeholder input
• Align with strategic vision
• Consider feasibility
Adapted from http://www.ihi.org/resources/Pages/Changes/UsingChangeConceptsforImprovement.aspx
Using Change Concepts to Identify
Topics
• Eliminate Waste
• Improve Workflow
• Change Work Environment
• Manage Time
• Error Proofing
• Focus on Outcomes
Identifying CQI topics: Aim Statements
90% of all depression screenings will be entered within 14 daysof being collected
90% of moms that screened positive for depressive symptoms at intake will no longer screen positive after 6 months
OR
Establish Outcomes and Indicators
The outcome statement is a general statement of change without numbers, and the indicator is the statement of how much something has changed or how many have changed.
• The indicator contains specific information about the scope of success. How many people/staff changed? How much change was observed? How well was the outcome achieved?
Is your indicator SMART?
Some people refer to the mnemonic word, SMART, as a way to remember the elements of a good indicator :
– Specific (clear, understandable)
– Measurable
– Attainable (realistic)
– Relevant (to the specific person or group)
– Time specific
“What we measure and how we measure it determines what will be considered relevant and thereby determines not just what we see but what we –and others—do.”
Peter F. Drucker-The Drucker Foundation Self-Assessment Tool, 1999
What Data Will We Collect?
The Relationship Between Data, Information and Knowledge
• Data is the facts that are observed, measured, collected and aggregated.
• Data only becomes information for decision making once it has been analyzed in some fashion.
• Knowledge is derived from the interaction of information and experience with a topic.
Four Data Quality Attributes
Complete Timely
Reliable Accurate
There are four measures of data quality:
• Complete-All required data is collected
– i.e., all demographic data is collected during the intake process; no missing data.
• Timely-Data is collected and entered into a system at the time of encounter or there is a formal schedule for collecting and entering the data.
• Reliable- Consistency or repeatability of what is being measured has been verified.
• Accurate- The data entered is the actual true value.
• Monitoring should be built in early in your data planning, involve people at all levels of the organization, and give leadership the ability to quickly take corrective action or move to build on success.
• There must be systematic feedback—a way of self-control from events back to planning.”
Peter F. Drucker-The Drucker Foundation Self-Assessment Tool, 1999
Include Monitoring in your Plan for Data Collection
Management and Accountability• Track Progress
• Ability to MEASURE results
• Realistic targeting
• Accurate reporting
• Honest evaluation
• Flexibility to adjust plans for improved results
• Integrate into all agency-wide processes
Analysis of Data
• Collect data
• Store data
• Retrieve data
• Aggregate data
• Analyze data
• Share the analysis
Who gets the reports?
• Besides reports that come to the ED, Board, and Leadership of the agency, who else gets reports?
• What agency staff have access to the reports?
• Are they posted on the web site?
• Are there other ways they are communicated to the public and the media?
• Quality of the data – Accuracy, completeness and timeliness of the data included in the
report
• Presentation of the data in the report – Is it easy for the reader to find data that is important to him/her?
• Usefulness of the data– Is it relevant to the task of managing the program/service? Do I have
access to the data when I want/need it?
• Performance Focus – Does it include data on outcomes and performance as well as
services?
Things to Consider
Monitoring and Reporting
• Monthly– Are we doing what we said we were going to do?
– Review status of strategies
• Quarterly– Are we making the progress we intended?
– Review performance against outcomes
• Annually– Are we going in the right direction?
– Update strategic plan
Source: Achieve It – Leadership Strategies
Elements of a Strategic Plan Scorecard
Strategic Priority:
Outcome Indicator Strategy Measurementof Success
Year to Date ProgressR/Y/G
1
2
3
1
2
1
Balanced Scorecard Toolkit
This publication was created by the National Association of Community Action Agencies – Community Action Partnership, in the performance of the U.S. Department of Health and Human Services, Administration for Children and Families, Office of Community Services Grant Number 90ET0428. Any opinion, findings, and conclusions, or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the U.S. Department of Health and Human Services, Administration for Children and Families. The publication is provided free of charge to CSBG grantees and is part of the National T/TA Strategy for Promoting Exemplary Practices and Risk Mitigation for the CSBG program. To download the report, please visit www.communityactionpartnership.com.
LEARNING FROM THE DATA
What did you learn?
• Did the action produce the expected result?
• Why or why not?
– Consider the factors that impacted both the actions and the results
• Reassess and repeat the CQI steps.
– Use mini cycles to make incremental change
Kennebec Valley Community Action Program (ME) – CQI Plan
Case Study
• Started the process in Head Start/Early Head Start because of the continuous improvement expectation
• Intentionally used data:
• Making meaning
• Prioritized goal-setting
• Action planning
• Evaluation
• Biggest Challenge: Time, Confidence, Pre-Planning
• Biggest Impact: Staff see the value; decisions are rooted in data. Shared recognition of progress and investment in change.
HOW CAN THIS BE INTEGRATED INTO WHAT WE ALREADY DO?
How can this be integrated into what you are already doing?
• What are you already doing?– Meeting org standards– Conducting CN A and SP processes– Implementing high quality direct services and engaged
in community strategies – Reporting using NPIs – Integrating reports for other funding sources into
agency wide report– Considering what the reports tell you about your
success (and the success of your customers).– Analysis of data and use of data for improvements
Continuous Network Improvement
National TOC
Meeting National Goals
ROMA
Actions and Outcomes based
on assessed needs & resources
Local TOC
Meeting Local Goals
Action Plan
For CQI
Data
Reporting & Utilizing
Stop to “dig deeper” into the complexity of your work!
Getting Buy In1. Leadership team agrees on the need for the
agency to have a CQI plan.– demonstrates commitment, and communicates
vision
2. Establish resources for supporting any identified changes (budget, facilities, staff time, etc)
3. Communicates why are we engaging in the process– What are its benefits?
– Foster understanding of how the process will support the major issues facing the organization
How might your agency get started with CQI?
Questions?
Community Action Academy
On-demand courses, videos & resources
Peer Engagement & Virtual Networking
Virtual space for Learning Community Groups
Moodle is an online learning platform designed to provide trainers and learners with a single robust, secure, and integrated system to create personalized learning
environments. https://moodle.communityactionpartnership.com
Free & Accessible to the entire Community
Action Network!
NEW! Mobile App for Community Action Academy
1) Search your App Store (Apple) or Google Play(Andriod) for the official moodle app (can simply type "moodle").
2) Once the app is downloaded to device, enter URL: moodle.communityactionpartnership.com
3) Login on the moodle app using your same credentials for Community Action Academy on the computer.
For more information, you can visit this link.
On-Demand LearningeCourses available to the entire CSBG Network through
Community Action Academy
Category: Learning Community Topical Courses
• Family-Centered Coaching
• Advancing 2Gen in the Rural Context
Category: ROMA Training ROMA NG Training Series
• Creating a Local Theory of Change
• Understanding Community Level Work
• Data Collective, Analysis, and Use
Category: ROMA Training ROMA for Boards
Partnership Resource Library
www.communityactionpartnership.com > Tools & Resources > Resource Library
Community Action: A Voice for Change
2019 National Community Action Partnership Annual Convention
January 8-10, 2020
Management & Leadership Training Conference
2020
San JuanPuerto Rico
June 26 - Transforming Perspectives: The Community Action Poverty Simulation (CAPS)
July 10 - Re-entry Programs: Three Successful Approaches
July 17 - Healing is the Revolution: Why Trauma Work is Equity Work
https://communityactionpartnership.com/events/category/webinars/
For more information or questions contact The Learning Communities Resource Center Team:• Tiffney Marley, Director of Practice Transformation
• Hyacinth McKinley, Senior Associate for Learning & Dissemination
• Lindley Dupree, Senior Associate for Research
• Courtney Kohler, Senior Associate for Training & Technical Assistance
• Liza Poris, Program Associate for Training & Technical Assistance
• Aimee Roberge, Program Associate, Learning Communities Resource Center
This presentation was created by the National Association of Community Action Agencies – Community Action Partnership, in the performance of the U.S. Department
of Health and Human Services, Administration for Children and Families, Office of Community Services Grant Number, 90ET0466. Any opinion, findings, and
conclusions, or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the U.S. Department of Health and
Human Services, Administration for Children and Families.
For More Info
Subject Matter Expert Info
Jeannie Chaffin, CCAPNational Subject Matter Expert
National Community Action Partnership and President, Jeannie Chaffin, LLC
Barbara Mooney, Ed. D., National Subject Matter Expert
National Community Action Partnership and Director, Association of Nationally Certified ROMA Professionals
