Teachers. Guides. Observers. Cheerleaders.
In a nutshell, this is what describes a CQI coach.
Robin Dewit is one of the coaches assigned to support units as they implement Hamilton Health Sciences’ Continuous Quality Improvement (CQI) management system.
“We help leaders continue to develop problem solving,” says Dewit.
For the human resources professional, it’s a job she and her fellow coaches enjoy for the way it embeds them within units as they implement CQI.
HHS coaches all come from unique backgrounds ranging from talent management to former nurses, amongst others.
Consistency across the hospital
CQI coaches help maintain consistency across the active units.
“Coaches provide intensive short term support to get the system working,” says Dewit. “This ensures consistency of practice as there are many ways to implement CQI.
“My job is to get people living CQI.”
CQI coaches get involved from Day 1 with a new unit. They start with status sheets before moving on to teaching the other components. This is typically all done through module training but regular on-site visits by coaches to their assigned units is a key part of the system’s success.
By the end of a unit’s training, unit leaders will have begun to develop into coaches of CQI themselves, as the primary coaches focus on the next wave of units. Though they often return to those units to take a look at the huddle board and lend a hand where necessary.
My job is to get people living CQI.
Leaders are grateful for the work coaches do. Kelly Vaillancourt’s emergency department at West Lincoln just launched CQI this fall and she praises the work done by her unit’s coach, Joe Falcioni.
“Joe is here twice a week teaching us how to figure out our own issues while giving constant feedback on what works,” says Vaillancourt.
Dewit and her fellow coaches are thrilled when leaders and their staff realize the benefits of CQI and why it exists.
“It’s gratifying to see the ‘a-has’,” says Dewit.
CQI training is key before rollout
Units who want to try CQI on their own should wait until they receive proper training.
“We applaud the enthusiasm,” says Dewit. “However, CQI works best when you have people behind it. Just implementing the tools is not going to get the outcomes you desire, which is to truly empower 13,000 problem solvers.
“The support of a coach to observe and reflect is key to making this transformational change.”