Continuous Quality Improvement Process

Continuous Quality Improvement Process

For an agency to measure performance, there must be a process in place to benchmark the progress towards stated goals and to change course in a specific area to enhance performance. The Continuous Quality Improvement (CQI) process is a mechanism of the overall Change Management process. In the CQI process, quantitative and qualitative data are key guiding principles. Once processed (collected, analyzed, shared), these data guide and improve practice and contribute to advanced learning on agency administration, policy development and program implementation.

 

A core process an agency can use to guide quality improvement activities in the Change Management process is the DAPIM model. This process defines an agency problem, assesses the current situation to identify strengths and gaps and identify root causes, plans a course of action, implements activities to execute the action plan and make improvements and establishes mechanisms for continued monitoring and evaluation.

 

Another resource to agencies in this area is the National Child Welfare Resource Center on Organizational Improvement. The Resource center provides research, training, technical assistance and evaluation to State and Tribal child welfare organizations in a number of areas, including strategic planning and quality assurance and improvement.

 

An information management plan will only come to life once structures are established for producing and disseminating the information and for establishing the feedback loops to accommodate changing information needs and changing program conditions over time. Following is an example regarding increasing exits to permanency to demonstrate the cycle of continuous quality improvement.

 

What could have been done to increase the likelihood of success?

  • Assure that caseworkers and their supervisors were receiving the report in a timely manner. Train caseworkers and supervisors in using the report.
  • Require supervisors to include review of the report on their monthly team meeting agenda.
  • Set up monthly meetings with supervisors and leadership staff to discuss common barriers to permanency and the action steps that are needed or are being implemented to overcome the barriers.
  • Examine data on exits to permanency on a monthly (rather than semi-annual) basis.
  • Track data at the systemic level, but also at office, unit and worker levels. In this example, individual workers or frontline supervisors may have identified the issue readily.
  • Share information on progress with supervisors and frontline staff on a monthly basis to celebrate progress and learn from challenges.
  • rm the Executive Team outside of the committee on a regular basis of the priority (increase exits to permanency), the
  • processes and the progress





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