Continual Quality Improvement Matrix 7

Continual Quality Improvement Matrix 7

1. LEADERSHIP: Leading through vision, partnership and skills development (Download this document)

Criteria Examples of Evidence Self Assessment Evidence Rank
Skill development of participants is systematically reviewed and improved.
  • Skill development results in improved QI outcomes
  • Participants actively develop higher order skills, e.g. strategic planning, program evaluation
  • Skills development program changes over time.
Ways of strengthening the QI Program are constantly examined and implemented
  • CQI Program is considered by all as a positive, dynamic process to which all staff are required to contribute.
  • Plans outline ways to strengthen the program.
ORG. has a clearly stated vision and long term direction shared with the customers and the community
  • Vision is understood by and shared with staff, customers and the community, and QI initiatives are based on the vision
  • Vision is reflected in a broad range of agency activities.


Skill development needs of all participants are addressed
  • Provides training to all staff
  • Opportunities for community members to
    upgrade skills are provided, e.g. co-operative decision making, team processes
Participants/staff are involved in activities that lead to an improvement
  • Staff actively initiate and participate in VSW initiatives
  • Staff acknowledge the benefits of participation
  • Participants’ contribution leads to improvement
    in ORG initiatives.
ORG. vision is communicated and supported
  • A wide range of communication strategies is used, e.g. email, newsletters, team meetings
  • Board supports ORG in resources, expertise, commitment


Participants have defined responsibilities and appropriate skills
  • There is detailed policy which defines responsibilities
  • Participation conditions for staff are defined and documented
    Participants involved in QI Program are appropriately skilled
ORG. involves staff, parents and community as partners
  • ORG. initiatives are developed and implemented in consultation with whole of agency community
  • Staff, customers and community members are encouraged to contribute resources and expertise to the ORG. initiatives
Vision for ORG. is established
  • Involvement of all key stakeholders in development of vision
  • Vision is documented
  • Vision provides direction for ORG.


2.    PLANNING AND STRATEGIES: Creating quality VSW initiatives by focussing on staff outcomes, planning and strategies.

Criteria Examples of Evidence Self Assessment Evidence Rank
ORG. plan is subject to systematic revision
  • Continual revision of plan
  • Plan is dynamic
  • ORG. plan aligns with vision, mission or purpose of the agency
Strategies are subject to review and improvement
  • All strategies are subject to review and ongoing improvement
  • Processes for improving initiatives are regularly reviewed and improved processes are incorporated with future initiatives
  • Innovative initiatives are developed and implemented
Outcomes are consistently used to improve ORG. initiatives
  • There is cohesion and consistency between outcomes, plan, policies and procedure for ORG.
  • Formal outcomes review process is evident
  • Outcomes data informs planning
ORG. planning is a regular, formal process
  • Plan is confirmed or is adapted based on monitoring of QI outcomes
  • Changes to plan are documented
  • ORG. QI planning process is integrated with
    agency planning process
Outcomes are monitored throughout the program
  • QI outcomes are regularly assessed during implementation
  • A range of quantitative and qualitative measures are used to monitor outcomes
  • QI outcomes are documented
ORG. strategies are implemented and adapted to changing needs
  • Strategies are introduced
  • Strategies adapted to changing needs and
  • Strategy implementation is documented
  • ORG. plan links with other community programs
  • Plan addresses identified VSW initiatives to be developed and any barriers to be overcome


Plan for ORG. initiatives is developed
  • Plan meets VSW guidelines
  • Staff needs are identified and addressed
Strategies for ORG. initiatives are investigated
  • A range of activities are identified Activities are prioritised
  • Strategies are linked to desired outcomes
Outcomes of ORG. initiatives are defined and documented
  • Initiatives identify ORG. direction and barriers to be addressed
  • Initiatives have clearly specified and documented outcomes
  • Evidence of the ORG. objective is clearly stated in the planning and documentation of ORG. initiatives


3.    DATA AND PERFORMANCE: Using data to assess performance though collecting data, analysing data and measuring success.


Criteria Examples of Evidence Self Assessment Evidence Rank
ORG. consistently attains or exceeds success targets
  • Data show that success targets are met or exceeded
  • Evaluations indicate high levels of success and satisfaction
Data analysis approaches are routinely reviewed
  • A range of methods is used to analyse data
  • Data analysis skills of participants are
    continuously upgraded
Data collection processes are refined
  • Methods for gathering data and information are regularly examined and reviewed
  • Support sought to improve data and information gathering skills
  • Provision of professional development opportunities which focus on data and information gathering


Success measured are used to review ORG. initiatives
  • Skill development results in improved QI outcomes
  • Participants actively develop higher order skills, e.g. strategic planning, program evaluation
  • Skills development program changes over time.
Data is analysed to evaluate and inform planning and practice
  • Facts and data are used to inform ORG. planning not anecdotes
  • Quantitative and qualitative date is used to provide information to support ORG. initiatives
Data and collection processes are reviewed
  • Range of data and sources are reviewed
  • New data collected


Set of targets to measure success is developed
  • Relevant data relating to local needs, equity issues, staff outcomes and customer satisfaction with ORG. is gathered and benchmarked
  • Develop success indicators to measure staff outcomes
    Success indicators are measurable
  • Indicators are understood and accepted by all
  • The community helps to set targets
Data is considered in planning VSW initiatives
  • Data and information is used to determine local needs
  • ORG. initiatives are developed in response to data


Data is identified and collecte
  • Identify appropriate types of data
  • Identify data sources
  • Gather and collate base data




4. STAFF FOCUS: improving staff leaning and participation outcomes by focussing on staff needs, personnel and resources, and education and support strategies.

Criteria Examples of Evidence Self Assessment Evidence Rank
Education and support strategies are systematically reviewed to maintain participation in the QI Program
  • Quality improvement is evident in education and support planning and strategies
  • Routine investigation of alternative education and support strategies
Resources and personnel are routinely evaluated
  • Appropriateness of resources and personnel is systematically reviewed based on staff participation / outcomes
  • New resources and personnel are identified and/or developed
Staff needs are routinely reviewed
  • Staff feedback is acted on by ORG. QI Committee
  • Wide range of tools are used to review staff needs
  • Review of staff needs results in improved ORG. initiatives


A range of education and support strategies is used to encourage participation in the QI Program
  • Identified education and support strategies are implemented
  • Education and support strategies are adopted to meet changing staff needs
  • Innovative approaches to education and support are used to meet the changing needs of staff
A variety of resources is used to improve staff outcomes
  • Personnel and resources match the requirements of ORG. initiatives
  • Ongoing investigation of personnel and resources including from outside the agency
Staff needs are addressed
  • Incorporation of equity issues such as cross program, gender and talents are recognised when developing ORG. initiatives in relation to participation on the QI Committee


Appropriate education and support strategies are identified in relation to participation in the QI Program
  •  Range of education and support strategies are considered
  • ORG. initiatives are planned to include quality education and support strategies
AResources and personnel to improve QI outcomes are identified
  • Initiatives are co-ordinated by people who have relevant qualifications and / or experience
  • ORG. initiatives use appropriately experienced and trained personnel