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Questions to Ask: The Office for People With Developmental Disabilities continues to support system change through a variety of quality initiatives. These initiatives are the cornerstone of OPWDD and service provider efforts to enhance the lives of individuals with developmental disabilities and ensure individuals are achieving valued outcomes through person- centered planning, choice, access and community inclusion. Many of the initiatives involve looking at the funding and delivery of services through a different lens: • Agency Quality Performance: How do we comprehensively assess provider quality? • Home and Community Based Settings Standards:How do we rethink outcomes and supports for individuals, including person-centered planning, as well as physical environment and communities in which these supports are provided? • Direct Support Professional Core Competencies and Code of Ethics: How do we enhance tools and training for direct support staff who are the foundation of service delivery for individuals? • Transformation Agenda: How we reevaluate, assess and change the system to enhance employment and self-direction opportunities, housing and residential supports, increase coordination in service delivery and increase flexibility and responsiveness? The purpose of this toolkit resource is to: • Establish how a QI Plan and the planning process are integral to creating a culture of quality and system change to ensure the delivery of high quality services and quality of care • Provide steps to developing a QI Plan • Identify components of an effective QI Plan • Provide examples of QI in practice To promote the delivery of high quality services, agencies should consider the following 1 : • Leadership: Is there a process to hold employees accountable for QI? Are adequate resources dedicated to building a quality culture? Do leaders have a clear vision of what a quality culture means for the organization currently and in the future? Do leaders engage in data drive decision making? Has leadership adopted organizational policies and plans that support a culture of quality? • Employee Empowerment: How do employees account for time dedicated to QI? Is QI incorporated into employment position descriptions? Is QI incorporated into the employee performance appraisal process? Do employees have the ability to make and/or have input into process improvements? Is there a process for employees to formally recommend and/or initiate QI projects? • Person-Centered Planning and Outcomes: Is there a mechanism to assess satisfactionand whether valued outcomes are beingachieved among individual’s being served? Is data from the person-centered planning process used for process improvements? Are the needs of individuals appropriately considered during decision making? • Teambuilding and Collaboration: Is there a mechanism for effective communication and information sharing across and within teams? Is there a process to monitor team performance? • QI Infrastructure: Are specific staff assigned for monitoring QI initiatives? How is progress being measured? Are QI strategies and initiatives aligned across the organization? How is data being collected and analyzed to determine performance and identify trends? Quality Improvement and Building a Quality Culture: Improving Provider Quality

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Page 1: Improving Provider Quality - Office for People With ...€¦ · employees to formally recommend and/or initiate QI projects? • Person-Centered Planning and Outcomes: Is there a

Questions to Ask:The Office for People With Developmental Disabilitiescontinues to support system change through a variety ofquality initiatives. These initiatives are the cornerstone ofOPWDD and service provider efforts to enhance the lives ofindividuals with developmental disabilities and ensureindividuals are achieving valued outcomes through person-centered planning, choice, access and communityinclusion.

Many of the initiatives involve looking at the funding anddelivery of services through a different lens:

• Agency Quality Performance: How do wecomprehensively assess provider quality?

• Home and Community Based Settings Standards:Howdo we rethink outcomes and supports for individuals,including person-centered planning, as well as physicalenvironment and communities in which these supportsare provided?

• Direct Support Professional Core Competencies andCode of Ethics: How do we enhance tools and trainingfor direct support staff who are the foundation of servicedelivery for individuals?

• Transformation Agenda: How we reevaluate, assessand change the system to enhance employment andself-direction opportunities, housing and residentialsupports, increase coordination in service delivery andincrease flexibility and responsiveness?

The purpose of this toolkit resource is to:

• Establish how a QI Plan and the planning process areintegral to creating a culture of quality and systemchange to ensure the delivery of high quality servicesand quality of care

• Provide steps to developing a QI Plan

• Identify components of an effective QI Plan

• Provide examples of QI in practice

To promote the delivery of high quality services, agenciesshould consider the following1:

• Leadership: Is there a process to hold employeesaccountable for QI? Are adequate resources dedicatedto building a quality culture? Do leaders have a clearvision of what a quality culture means for theorganization currently and in the future? Do leadersengage in data drive decision making? Has leadershipadopted organizational policies and plans that support aculture of quality?

• Employee Empowerment: How do employees accountfor time dedicated to QI? Is QI incorporated intoemployment position descriptions? Is QI incorporatedinto the employee performance appraisal process? Doemployees have the ability to make and/or have inputinto process improvements? Is there a process foremployees to formally recommend and/or initiate QIprojects?

• Person-Centered Planning and Outcomes: Is there amechanism to assess satisfactionand whether valuedoutcomes are beingachieved among individual’s beingserved? Is data from the person-centered planningprocess used for process improvements? Are the needsof individuals appropriately considered during decisionmaking?

• Teambuilding and Collaboration: Is there a mechanismfor effective communication and information sharingacross and within teams? Is there a process to monitorteam performance?

• QI Infrastructure: Are specific staff assigned formonitoring QI initiatives? How is progress beingmeasured? Are QI strategies and initiatives alignedacross the organization? How is data being collectedand analyzed to determine performance and identifytrends?

Quality Improvement and Building a Quality Culture:

Improving Provider Quality

Page 2: Improving Provider Quality - Office for People With ...€¦ · employees to formally recommend and/or initiate QI projects? • Person-Centered Planning and Outcomes: Is there a

• Continuous Quality Improvement: Do employeesquestion, on an ongoing basis, how processes can beimproved and identify those areas for improvement?Once a QI project is adopted and implemented, isthere a process to evaluate whether it wassuccessful? If a project does not yield expectedresults, is there further examination into the cause andsteps taken to address? Are QI principals incorporatedinto daily activities for identifying issues, addressingthe concerns and evaluating progress?

Therefore, quality not only needs to be a part of agencyculture, but requires support from all levels of theorganization, resources and training.

____________________________________________1 Adapted from “Roadmap to Culture of QualityImprovement,” available at http://qiroadmap.org/change-management/

For More Information: [email protected]