for Organizational Improvement
A service of the Children's Bureau, US Department of Health and Human Services
- QI Corner • QI Links • QI Resources and Publications • Quality Improvement Systems
Communicating QI Results (Spring, 2006)
In February, the NRCOI convened a new QI Peer Network composed of QI staff from child welfare agencies across the nation. The topic for our first call was “Effective Communication of QI Results and Findings,” and participants discussed a number of innovative QI communication strategies and approaches. While not related directly to disasters, the communication theme resonates with many of the other articles in this issue of Child Welfare Matters.
One issue highlighted is the need to prioritize information. Managers and staff often feel overwhelmed with too much data and too many reports. QI units must help staff identify and use data relating to their jobs specifically as well as to critical agency initiatives.
Some communication techniques that may be helpful include:
- Present information in a variety of formats. QI staff may present key findings through written reports and publications, online postings, and presentations to internal and external staff.
- Tailor information and reports to specific audiences. QI staff can produce on-line reports with filters that can break down data by geographic and functional areas. Staff will see the comprehensive picture, access specific information related to their jobs and understand the links between the two.
- Provide clear descriptions of information sources and uses. Some agencies produce data guides that explain clearly where data and information come from, how they relate to key outcomes and how local offices can use them to make improvements.
- Train and support staff. Given staff turnover, QI units should provide ongoing technical assistance to all staff as they use data and reports and develop targeted improvement plans.
- Use peer-to-peer models. Increasingly, agencies are relying on peer-to-peer models in which staff from different offices may conduct case reviews, debrief with individual workers and/or help QI staff present findings to local offices. Staff often trust information coming from peers more than QI staff.
- Present themes and stories that illustrate QI findings. Themes and illustrative stories can highlight key issues emerging from qualitative case reviews. QI staff should guard against relying on anecdotal information, but stories can be powerful reminders of strong practice or areas that need attention.
- Create mechanisms to encourage and support practice changes. Some states convene groups of internal and external stakeholders to review QI reports and develop improvement plans. Others include planned improvement strategies within QI reports themselves rather than requiring local offices to develop an entirely new plan in response to the report.
If you would like more information about these approaches, I have materials from many agencies and I would be glad to share them.
Peter
pwatson@usm.maine.edu
Other QI Corner Topics:
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)
