States and IDA Policy: Knowledge-Building, Networking, and Creating New Opportunities

1. States and IDA Policy: Knowledge-Building, Networking, and Creating New Opportunities November 7, 2002 Total Quality Management and IDA Programs: People, Process or Both? Kevin Davy Shorebank

2. Total Quality Management • What is TQM? • A. A total commitment to error free, simplified design • B. A total commitment to error free, simplified manufacturing • C. A total commitment to error free, simplified customer service

3. Total Quality Management • II. FOR THE CUSTOMER • A. Not for the program manager • B. Not for the agency • C. Not for the funders • D. And not for governmental bureaucrats

4. Total Quality Management • TQM NOT CONSISTENT WITH HUMAN SERVICE FIELD • A. Human service agencies often unwilling, unable or intimidated by the concept of increasing capacity through replacing people with technology

5. Total Quality Management • COMMON DESIGN ERRORS • A. Too many hoops to jump through • B. Channels of distribution too limited • C. Failure to build technology into the process • D. Too consistent with traditional human services

6. Total Quality Management • V. COMMON MANUFACTURING (TRAINING AND INTERVENTION) ERRORS • A. No self study or high tech training options • B. Little emphasis on electronic funds transfer processes • C. Too dependent on costly human intervention

7. Total Quality Management • VI. THE COST OF FAILURE TO PROVIDE QUALITY • A. Potential customers reject the product • B. Customers who attempt to use the product reject it because of complexity • C. Ineffective programs

8. Total Quality Management • VII. SHOREBANK EMPLOYER BASED IDA MODEL • Works with Chicago area employers using City of Chicago WTW dollars • Must utilize electronic funds transfer • Training on employer site

9. Total Quality Management • D. 100 percent program participation • E. 39 participants • F. 1 drop out • G. $60 per month average savings • H. Very low on one staff interaction • I. Scalable