for Organizational Improvement
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I’ve had the privilege of working with a number of states that prioritize partnerships with stakeholders in their QI systems. These states’ experiences seem particularly relevant as we begin the second round of the CFSR during which stakeholder involvement is a main focus.
States involve stakeholders in many QI activities, from serving on and chairing QI committees to reviewing cases to developing systemic change strategies and monitoring improvements. More useful than a recitation of the ways stakeholders are involved, however, are examples of how states promote sustained involvement in QI. Inviting stakeholders to serve on committees is not enough. Child welfare agencies must give up some control and commit to ongoing, proactive support to achieve true collaboration. Here are some examples:
- Staff stakeholder activities. Agencies that devote staff to QI activities have more success in sustaining stakeholder involvement. These staff address logistical and substantive issues, serve as resources to QI committees, provide data, assist stakeholders in understanding and analyzing reports, and follow up on discussions.
- Provide extra support for “nonprofessional” stakeholders. Stakeholders such as youth and biological parents bring critical perspectives. However, meeting with other stakeholders who use unfamiliar language and acronyms may be off-putting or intimidating. Agencies can help “nonprofessional” stakeholders prepare before QI meetings and debrief with them afterwards to encourage continued input and participation.
- Train stakeholders. QI staff must prepare and train stakeholders for QI work and activities, providing assistance in interpreting child welfare data, using case review tools, formulating improvement strategies, etc.
- Develop meaningful agendas. Focus meeting agendas for specific stakeholder groups on relevant issues. Stakeholders take more ownership of the QI process when they have some control and interest in the topics discussed.
- Set meeting dates and topics in advance. Convening groups of multiple stakeholders can be a scheduling nightmare and sustaining consistent stakeholder attendance over time is difficult. In response, some agencies set QI meeting dates for an entire year, communicating topics and sending out materials well in advance of meetings.
- Create charters. To clarify overall goals and specific issues such as meeting procedures, membership requirements etc., some agencies develop charters with their QI stakeholder groups. These charters ensure a common understanding of the group’s purpose, and may be modified over time.
- Tell stakeholders they make a difference. Stakeholders may not realize the impact of their involvement. Therefore, QI staff report back regularly about changes that have occurred as a result of stakeholder work.
- Use targeted surveys. Some agencies use targeted surveys to gather input from key stakeholder groups who may be more difficult to engage through one or two representatives on broad committee meetings
If you have any questions or would like more specific information and examples, please get in touch.
Thanks, Peter
Other QI Corner Topics:
Communicating QI Results (Spring,
2006)
The Critical Role of Stakeholders in
Continuous Quality Improvement (CQI) (Fall, 2005)
Quality Improvement T/TA Planned for
2005 (Spring 2005)
Use Your PIP to Help Transform
QA to QI (Winter, 2004)
Child Welfare Leadership and Quality Assurance
(Spring, 2003)
Developing and piloting qualitative case review
systems (Winter, 2003)
