‘Circles of Excellence’ Embedding Peer Based Learning through the Quality Initiative

1. ‘Circles of Excellence’Embedding Peer Based Learning through the Quality Initiative 2006 ACWA Conference Sylvia Lemke Quality Improvement Officer

2. Presentation overview: Today we will be exploring: • How a welfare Peak has developed and sustained a sector wide strategy on quality implementation • The range of resources and strategies to support sector learning, to which Learning Circles are integral

3. The Centre for Excellence in Child and Family Welfare • Established 1912 • 90 current members ranging from >5 EFT to 500+ EFT • 95% of members receive funding from more than one department/program/source (up to 50+ programs in larger organisations) • All are committed to improved outcomes for the children, young people and their families for whom they provide services and the importance of continuous improvement

4. Why focus on quality? • Always a need to improve systematically the benefits people receive from services • We already do it but call it different things e.g. best practice • Community has a reasonable expectation of visible and transparent processes • Organisations need to manage the foundational/ aspirational quality tension

5. Aspirational excellence Internally driven Whole-of- org’n Business Excellence Framework (ABEF) Independent accreditation (eg. ISO, QICSA) Sectoral standards (aged care, child care) Program standards (minimum) Organisational registration Continuous Monitoring Project Core processes Externally driven Foundational quality What are the different models of quality…

6. What the Centre is doing • Supporting aspirational quality improvement • Developing a learning model using the ABEF as modified for not for profits by Community Link Australia (CLA) • Training staff to be internal experts in quality • Learning outcomes and credentialisation tied to completion of self assessment • Developing an integrated quality assurance strategy with CLA using ‘Foundations First™’

7. About the ABEF • The ABEF describes seven key windows as to how an organisation functions • The framework poses a number of questions which illuminate the issues facing organisations • It allows an evaluation tool to assess a snapshot in time – and aspirations for the future • Evaluation requires skill development to define and measure present performance

8. Improvement Plan Cycle of continuous improvement Your Organisation as a System Australian Business Excellence Framework Assess the Current State Assessment Report Achieve Improvements Outcomes Identify Strengths and Opportunities for Improvement Hold Strengths and Implement Improvement Projects Prioritise Opportunities for Improvement

9. The ABEF approach offers: • A way of building organisational coherence • Culture rather than conformance driven • Internationally tested • When used with the awards process it tests achievement through evaluation, independent of the sector and of government

10. Sustainable Organisations “If we want sustainable communities, we need sustainable organisations. Use of the ABEF framework provides a strong ‘whole of organisation’ view of how things are going, and helps to identify where the most strategic opportunities for improvement are.” Coleen Clare, CEO Centre for Excellence in Child and Family Welfare

11. Level of engagement • Over 300 training participants in accredited courses • Over 30 CSOs are engaged in work with the ABEF • Accreditation of the Vocational GradCert in Community Service Excellence commences 2006 • Up to 30 CSOs are actively engaged with other quality models including QICSA, EQUIP, ISO and Best Value • Over 25 CSOs are regularly involved in Learning Circles

12. Centre Outcomes By implementing strategies in partnership we: • Efficiently invest in internal capacity and expertise • Manage the foundational/aspirational dynamic • Resource the sector by training people skilled to implement quality and culture • Improve services to clients and be able to demonstrate that improvement • Develop a values centred approach to quality

13. Sector learning strategies • Learning Circles • Yahoo e-group • Quality Newsletter • Relevant Forums • Development of policies, research and training courses • Working Groups

14. Learning Circles • The concept of a Learning Circle is a simple yet powerful learning approach • It has been enshrined over time as a descriptive metaphor for the meeting of equals • It presupposes equal participation, recipricocity and acknowledgement of collective wisdom • It can support cumulative growth and change

15. Concentric Learning Approaches Individual Learner Cumulative group learning Expanded Sector Outcomes

16. Action Research links • ‘Action research is a form of collective self-reflective enquiry… the approach is only action research when it is collaborative, though it is important to realise that action research of the group is achieved through the critically examined action of individual group members.’ (Kemmis & McTaggart 1988:5-6

17. Outcomes over time… • Long term values clarification • Factual sharing • Knowledge and resource development • Capacity building • A powerful construct for evolution

18. Explicit Goals of Learning Circles • Structured mechanism to share practice approaches • Group determines topics of relevance • Adopts self-paced learning • Builds networking & information sharing • Expands flexible learning modalities

19. Implicit Goals of Learning Circles • Cumulative knowledge building to enhance sectoral capacity • Model collaborative practice • Engage significant stakeholders in centralised learning environments • Develop an informed analysis of future training and professional development • Influence funders to support these agendas

20. Range of Learning Circles • Quality Learning Circle Self-referencing group, meets on quarterly basis • Looking After Children (LAC) Inclusion of DHS reporting, meets three times yearly • Culturally and Linguistically Diverse Groups (CALD) Guest expert speaker – meets as relevant

21. What participants say ‘The opportunity to share concerns, ideas and progress is most valuable. As we grow in experience and knowledge they will become a valuable on-going resource for our service community’ John Cook, Menzies Inc ‘We have appreciated the capacity of the Centre to develop and facilitate opportunities for members to share and exchange practice and learning around quality improvement, benchmarking and practice excellence. The Centre has led this process at both a sector wide and local level… ‘ Glastonbury Child and Family Services

22. Further comments ‘Involvement in the LAC Learning Circles has provided the opportunity for sharing of stories, information and knowledge between peers… meeting with peers has the capacity to clarify any concerns and sharing of strategies , Gina Warburton – Berry Street Victoria ‘The Quality Learning Circle has provided an excellent forum to discussion about how to turn ABEF theory into practice. Hearing how others at different stages of the process have gone about it – strategies used, problems encountered and solutions founds, has been invaluable.’ Susan Pitman – Oz Child

23. Conclusions • The Centre is committed to quality in services • CSOs involved are building a sustainable, independent, flexible pathway to improvement • Suitable for partnership with government, within which compliance with standards can be achieved • Based on embedding skills by training • Learning Circles are an integral component • Enables collaboration and sector improvement • Moving from a learning organisation to a learning sector

24. Something to ponder ‘Leadership and learning are indispensable to each other’ John F. Kennedy 1963

25. Contact details Sylvia Lemke, Quality Improvement Officer www.cwav.asn.au 03) 9614 1577 sylvia.lemke@cwav.asn.au