CSUQI: Can you give me a brief history and description of how you became the Quality Improvement Facilitator at your campus?

CDD: The campus decided that more attention should be given to the quality improvement program and to do so required a more dedicated position. As a potential candidate, my name was given to the Vice President for Administration and Chief Financial Officer. I interviewed for the position, and the rest is history.

CSUQI: What has been the most notable QI achievement at your campus?

CDD: I am very happy to report that our campus has embraced process mapping and process improvement.

CSUQI: Tell me about some of the QI initiatives at your campus.

CDD: Since taking this position, the campus is in the full-participation status. We’ve taken part in the last two Customer Satisfaction Surveys and Process Mapping is being utilized in two divisions outside of Administration and Finance, those divisions being Student Affairs and Academic Affairs. Additionally, the auxiliary, University Auxiliary Services, Inc., administered a Retirement Benefit Survey. Independent of my efforts, our Student Health Center also has a dedicated Quality Improvement Coordinator whose charge has been to maintain the highest level of services to their customers. They have team leaders, administer surveys, and regularly perform problem-solving activities. The Title V Project, funded through the Department of Education and administered through the Admissions and University Registrar’s office, has made it possible for CSULA to implement an Electronic Data Interface System, allowing community college transfer students to authorize electronic transmissions of their transcripts.

CSUQI: What is on your wish list for the future of QI for the CSU system or at your campus?

CDD: To increase the visibility of the QI program, implement a strategic performance measurement program, develop process mapping trainers for each division, publicity in the University Times, QI initiatives that affect the campus, and involve all campus divisions in the Customer Satisfaction Surveys with action plans developed to address the needs identified by the survey respondents.

CSUQI: What resources have you used to assist with your QI efforts?

CDD: I believe in networking and I am not afraid to ask for assistance. From my first month on the job, I’ve reached out to other QIFs and asked for help and I have not been disappointed. I’ve also searched the QI website for information and I consistently reach out to the QI Representatives at the Chancellor’s Office.

CSUQI: What techniques have you used to gain buy-in for QI initiatives in your department?

CDD: My strategy has been to use networking to build awareness, as well sharing information and presenting the successes of other campuses to my supervisors and to the Vice Presidents.

CSUQI: What is your biggest challenge in leading the QI efforts at your campus? And how have you overcome the challenge?

CDD: My biggest challenges are awareness and buy-in. As I did with the QIFs when I first started, I am constantly requesting in-person meetings with key players in each division to discuss the program and talk about what can be implemented on our campus. While I haven’t yet saturated the entire campus, I am chipping away at my goal to make sure every Director is aware of the QI initiatives and to gain an understanding that increased quality improvement is beneficial to everyone. I also provide the Vice Presidents of each division with periodic updates on my progress and the initiatives.

Ideas, comments, questions? Have news or other Quality Improvement-related information to share? Contact Robyn Pennington at rpennington@calstate.edu. Let us know what information would be helpful to include in the Quality Improvement E-News.