Welcome!


Please use the large paper on the walls
to write the vision that you have for
your agency in the next 3 to 5 years.
We will be referring to this throughout
the presentation.
CONTINUOUS QUALITY
IMPROVEMENT
THE MECHANICS OF BUILDING HIGH
QUALITY EARLY LEARNING PROGRAMS
Susan Moorehead susmoo@berksiu.org
Donna Guckes donguc@berksiu.org
Stephanie Simon stesim@berksiu.org
Rachel Guenot racgue@berksiu.org
What Is Continuous Quality
Improvement (CQI)?
The process of:




Identifying, describing and analyzing
strengths and weaknesses
Establishing a plan with benchmarks,
timelines, assigned tasks and
responsibilities to improve
Testing and implementing solutions
Evaluating the results and revising the
plan
1
CQI Philosophy







Grounded in the overall mission, vision and values of the
program
Dependent on the active involvement of staff, families,
children and other partners (stakeholders) at all levels.
Programs can be improved
Goal to provide the best possible
services and outcomes for our “clients”
the children and families we serve
Plan and decisions based
on objective data
CQI is an ongoing process
CQI at all levels of an organization
How to live CQI


Use the continuous quality improvement
model to make small incremental changes
Most effective when it becomes a natural
part of the way everyday work is done
“ Change that lasts is slow and gradual.”
Kaizen
Continuous Quality
Improvement Process
Vision
Plan
Do
Act
Study
2
Develop a Shared Vision






Define what you truly want to achieve - Include staff,
Board, families and children in developing a shared
picture of the future- Ideas on how to do this
What are the expectations of outcomes for children and
learning?
For professional practice and staff development?
How are we strategically using
our program resources?
How do we support a
continuous learning ethic?
How do we support quality and
effective leadership at all levels?
Plan
Define, analyze and evaluate the current
process and results using a variety of
sources of evidence
Ask:
 What is working well? Can it be




improved?
What are the problems and challenges?
What do we want to change?
What is the current process for
improving our results?
How will we know if our plan is
successful?
Essential Elements of CQI Plan






Identify the sources of evidence
Write clearly defined and measurable
goal statements
Outline a series of action steps
Identify who is responsible for the activity
and follow up
Time period for goal completion
Resources and supports needed
3
CQI Tool

Please use the tool of your choice to
write your vision for your program.

Visions should reflect your program’s
values and your hopes for the future, are
collaborative in nature, and describe the
best possible outcome.
CQI Tool


Use your vision and your program
implementation designs to consider the
levels of quality under which you are
currently functioning and your progress
towards your overall goal.
Gather your sources of evidence used
to determine your goal.
CQI Tool



Begin thinking about what your action
steps will be.
Who from your agency is going to be
responsible for helping to achieve that
part of the goal?
What is the timeframe for reaching your
goal?
4
Do
Implement the Plan
Ask:
 Are the timelines working?
 Is our follow up and implementation
disciplined?
 How do we embed follow up
throughout the year?
 Are we executing the plan?
Study
Evaluate, track and reflect on how the
process for improvement is working and
the results of the implementation efforts.
Ask:
 How is the process working?
 Was our plan successful?
 What still needs improvement?
 Are there mid course adjustments needed?
Act





Incorporate changes, improvements and
adjustments into the CQI process for the next
round
Write/revise policies and procedures that
support the changes
Develop strategies to embed the
improvements into operations
Celebrate successes and
Begin again......
5
How can we keep this
document relevant?
“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
What is CQI?
CQI is:

A shift from a focus
on the end product to process.
6
CQI is:

Seeing the “customer” as a specific
person with a specific need
CQI is:

The responsibility
of every employee at
every level of the
organization
CQI is:

Balance between individual effort and
team effort.
7
CQI is:

Employees, Board, Families and Children
involved in decisions.
CQI is:

Not a destination but a journey.
CQI is:

To get better and better at getting
better and better…
8
Resources





Appreciative Coaching: A Positive Process for Change. Sara
Orem, Jacqueline Binkert and Ann Clancy (2007).
Switch: How to Change Things When Change is Hard. Chip and
Dan Heath (2010).
Blueprint for Action: Achieving Center- Based Change Through
Staff Development, 2nd Edition: Paula Bloom (2005).
The Visionary Director, 2nd Edition: A Handbook for Dreaming,
Organizing, and Improvising in Your Center, Deb Curtis and
Margie Carter (2009).
Good, Better, Best Document (pakeys)
https://www.pakeys.org/docs/GBB%20Document%20Center%G
roup.7.30.2012.docx
9