Continuous Quality Improvement Process


Intervention and Prevention Services’ mission is to assist individuals in developing and maximizing their abilities to become compatible members of their family, community, and society and within that context to be productive as citizens. We seek to fulfill this mission by offering prevention, intervention and rehabilitation services to youth, adults, families, agencies and organizations. Embedded in Intervention and Prevention Services mission of providing quality service is the need to establish a few guiding principles:
• Measurement is a process which within itself is not exact or absolute
• Quality achievement is simultaneously a target and a goal
• Building client capacity trumps desire to see immediate achievement
• Services rendered should be catalytic in nature (get in and out of service delivery as expeditiously as possibly-fostering client sustainability)
• Clients growth and development is impacted by several factors to include home, school, health care facilities, and community

Continuous Quality Improvement Model

Intervention and Prevention Services model relies heavily on work done by J. W. Forester, Donella Meadows, emphasizing use of ‘leverage points’ in examining and designing treatment processes. These are places within a complex system such as the developing child or a rehabilitant adult where a small shift in one thing can produce big changes in everything. The model design and implementation strategy resulted from collaborative input of Dr. Joe Lewis, Dr. Wilhelmenia Howell, Dr. Jeff Gibbs, Dr. Homer Day, and Caroline Day, Intervention and Prevention Services’ President and CEO.

The prevailing belief that no amount of preventative treatment or remediation methods will effect lasting changes whether dealing with insects, where more and more insecticides are administered with diminishing results, or prolong use of medication with children who are behaviorally challenged. Joe Lewis’ sustainability research with organisms and systems is an integral part of our model. Dr. Wilhelmenia Howell embraces the premise that more emphasis needs to be given to mindset changes. Caroline Day traces the challenges confronting many of our clients to deficient parenting skills with coincides with the leveraging points concept. The process resulting from these positions provides the framework for further development of our Continuous Quality Improvement Process.

The company realizes the probability of leveraging company resources to effect the most effective change will be next to impossible due to treatment time restraints. Most care management organizations limit the amount of time providers will be remunerated for service rendered. This negatively impacts the use of a strategy utilizing a model such as the Continuous Quality Improvement Process--Holding true to our mission of individuals in their pursuit of achieving sustainable, positive self-development. The following diagram depicts our view of the continuous nature of our quality improvement effort: