Transcript Document

Out of School Time Part II:
Quality Improvement Systems:
Panel on City and State Models.
Gina Gallo-Asheville, NC,
Candy Markman - Nashville, TN
Erica Mullen - Seattle, WA
Facilitator-Nikki Hale
April 17, 2012
#readyby21
Agenda
• Welcome
• Weikart Center Reach
• An emerging framework of best practicefrom the “Wallace Guide for Quality
Improvement System” (a work in progress)
• Panel
• Questions
• Closing thoughts
>17,030 Staff
Estimate based on mean of 6.5
staff per site in YPQI Study Sample
>222,700 Child & Youth
Estimate based on mean daily attendance of 85
youth per day in YPQI Study Sample
Organization
Setting
>2620 Sites
Point of
Service
Setting
70 Networks/Systems
Policy
Setting
Weikart Center Reach in 2011
YPQI Quality Improvement Systems Across the
Country
l
Light Green- full-state implementation
Dark Green- place-based implementation
Gold- full-state + place-based
National
Organizations:
QIS Supports: YPQI
System Level
Site Level
Training for
Front Line
Performance
Feedback:
Instr Coaching
Performance
Metrics: PQA,
Lead Indicators
Team-based
Planning with
Data
T&TA Model
•Youth Work Mgmt
- Quality Assessment (6hr)
- Plan w/ Data (6hr)
- Instruction Coach (6hr)
•Youth Work Methods
-12 Live modules (2hr/)
-12 Online supp. (.5hr/)
•TA/Coaching
- Site Mgr Check-in (6hr)
- Grantee Intensive (36hr)
•Time Per Site to Implement
- YPQI Study: 72 hours
(1 manager and 2 staff)
•Cost of T&TA Per Site to
Fully Implement in Pilot Year
- YPQI Study:
$333/staff member
$3,028/site
- State 21st CCLC:
~$3,000/site (<25 sites )
Out years are less
Common Component And Characteristics of an
Effective QIS
Lead
Organization
Shared
Definition
of Quality
Engaged
Stakeholders
Continuous
Improvement
process
Information
System(s)
Guidelines
and
Incentives
for
participation
3 Broad Stages for Developing an
Effective QIS system
Engage and Plan
Design and Build
Adjust and Sustain
Gina Gallo
• Youth Success Manager at United Way of
Asheville and Buncombe County
• Utilizing the Developmental Assets Profile
within your QIS/YPQI
• [email protected]/828-239-1155
Laying the Foundation
• Fall 2010 – 9 sites at 7 different agencies
• Mayoral support with program recruitment
and co-hosting events
• Building relationships with program level and
agency administrative staff
• Long term commitment to continuous
program improvement from United Way
Building Up
• Utilize programs that are highly committed to
the process to recruit new organizations
• Creation of a professional development
system for youth development workers
• A growing community-wide interest in
developmental assets spearheaded by
multiple agencies
Sustainability
• YPQA shows improvements in program
quality, DAP shows improvements in assets
reported = deeper commitment
• Implementing MOU/MOAs in 2012-2013 to
ensure everyone plays their part
• A willingness to tailor our quality
improvement work to program requests and
needs
Challenges
• Turnover of program staff requires additional
trainings
• Small number of programs serving middle
school students in Buncombe County
• Need for additional assessors to prevent
burnout
Candy Markman
• Planning Director, Afterschool Initiatives at
the Mayor’s Office and NAZA
• Nashville, TN
Quality Standards
• Based on national research
•Based on national and state
examples
•Informed by Nashville
experience
• Body Text
Improvement Efforts
Quality Indicators
•Reflects best practice and
Principles of PYD
•Aligned with other funders
•With community input
•Offer QIC elements to Nashville
Youth Coalition and wider community
• Create links between school day
and out-of-school time
Program Quality
Improvement Cycle:
Capacity Building
Nashville’s Plan
•Training tied to standards and indicators
•Staff, board, and volunteer training
opportunities tied to assessment
results
•All NAZA partners participate in QIC
and show improvement
Tracking Tool
•Participation and retention data
from schools and programs
•Tied to School's key indicators:
school attendance, behavior,
academic achievement
Assessment Strategies
•Reflects Nashville's standards and
indicators
•Informed by High/Scope and the Search
Institute
•External and self assessment elements
•Informed by student input and feedback
Quality Standards
• Non-profit &
public providers convened (early 2009)
•25 adopted set of principles (4/09)
•NAZA standards adopted & embedded into RFP (11/09)
Quality Indicators
Improvement Efforts
•sub-set of indicators must be met before
provider can apply to NAZA (mid 2010)
•Other Metro departments embed
standards (2010)
•Metro Arts Commission creates new
afterschool arts category with new
principles and standards (2011)
•NAZA workshops open at no cost: 72 agencies have sent over
1100 staff & board members since 2010
•Collaboration with local YMCA on marketing and use of training
space
•Collaboration with Nashville public schools to provide NAZA
partners with additional math and reading academic support
training (spring 2011)
Nashville’s Action Steps & Where We Are Today
Capacity Building
Assessment Strategies
•NAZA Quality Improvement Coordinator manages training and
assessments (8/10)
•Full YPQI participation required by provider contract
•Trainings adapted for volunteers and boards
•25 certified coach/assesors conduct external assessments and
support improvement
•Youthworker Certifications available through NYC (7/12)
•Adopted 2 surveys as assessment tools (12/09)
•Independent external evaluations conducted by
Weikart annually
•YPQA surveys & feedback are ongoing
(Programming, Relationships, Environment,
Staffing, Administration)
•Assessment results influence program
improvement AND NAZA level improvements
Tracking Tool
•Schools & Metro partner to integrate NAZA data with Schools student
data.
•Plans in place to refine data reports on NAZA participants to track &
analyze.
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Erica Mullen
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•
•
•
Associate Executive Director
YMCA of Greater Seattle
Program Quality Initiative- Taking it to scale
[email protected]
PQA in the YMCA of Greater Seattle
• YPQA pilot in 2009 – 1 site
• YPQA in Teen programs 2010 – 24 sites and
programs
• SAPQA in 2011 – 42 school age sites
• CPQA in 2011 – 43 day camps and 2
overnight camps
• Next stop…Swim, Sports and Play – 20,000
+ participants
Seattle YMCA Engage and Plan
• Identify a small group of stakeholders - get
them on board and understanding the
process
• Identify early adopters and who might be
slower to embrace the process
• Gain support from multiple levels of
leadership
• Think long term in the initial planning
Seattle YMCA Design and Build
• Do a dry run – practice the process
• Think about issues of flexibility and fidelity
when developing the process.
• Be clear and specific with expectations
• Dedicate enough time to the process
• Think about staff time and resources
Seattle YMCA Adjust and Sustain
• Ask and listen to multiple levels of staff, get their
feedback, leaders must participate in the process
• Identify people who can be future
trainers/leaders
• Internal resources/expertise to aid sustainability
• Integrate into other systems
• Identify the group that will continue to drive and
refine the process
• Executive Directors becoming “Data Coaches”
Seattle YMCA Challenges and
Adjustments
• Needed to address – Why did we pick PQA? Is it just
the “new thing”? How does this connect with Assets
and other frameworks we have adopted in the past?
• Quick growth
• Staff changes/turnover – continuous training
process
• Timing throughout the year
• Integrating into multiple systems, program survey
data, professional development systems, staff
training
Thank you!
For more information about building your QIS,
contact Joe Bertoletti, [email protected] or 734-714-2522