Methods in Implementing an Effective CQI Program in a Social Services Setting

1. Methods in Implementing an Effective CQI Program in a Social Services Setting Mid-Cumberland Community Services Agency Nashville, Tennessee Shirley Crawford, MS, RN Michael Colangelo, MBA www.mccsa.com

2. Discussion Points PROCESS OUTLINE BENEFITS OF OUR PROGRAM INITIAL EFFORTS CURRENT PROCESS DATA COLLECTION STRATEGIES ANALYSIS, EVALUATION & REPORTING TRAINING IMPACT OF CQI

3. Process Flow Core Elements • Identify Goals and Objectives • Establish Measurable Objectives • Identify Indicators • Collect Measurements/Results • Intervention/Action (if needed) • Trending/Reporting Quarterly • Re-measurement • Conduct an Annual Evaluation • Develop and Implement Recommendations • Develop Goals and Objectives for the Next Year

4. Performance Management Program ProcessCore Elements →Flow Chart (Defined in Handout)

5. Benefits of CQI Ownership of Program Objectives Brings about changes in attitudes toward the program. Employees can see how a set of objectives helps to identify program success or indications that the program is moving in the right direction. Inclusiveness/Consistency Implementation of the program on an organizational-wide level promotes a feeling of inclusiveness in the organization. Employees can feel part of the team; having similar experiences, using the same CQI tools, as well as organizational wide training.

6. Benefits of CQI • Improved Communication/Teamwork • Quarterly program manger meetings involve sharing of information among programs. Program staff can offer suggestions on interventions for opportunities in other areas to assist in needed improvement. This also fosters teamwork. Reporting format also improves communication throughout the organization. • Stakeholder Perception • Reporting of trended information allows stakeholders to see performance levels on a routine basis. They can see that the organization sets goals, evaluates data collected and reviews the impact on organizational programs.

7. Benefits of CQI • Proactive vs. Reactive • Performance programs places the organization in a proactive mode. Programs are aggressively monitored which assists with detecting problems in a timely fashion. Analysis of data helps to distinguish between acceptable performance levels.

8. Mid-Cumberland Community Services Agency (MCCSA) Annual Evaluation Format • I. Purpose of the Department • II. Specific Objectives • Objective #1: • Outcomes: • Limitations/Barriers: • Recommendations: • III. Quality Improvement Activities • IV. Recommendations for the Next Year

9. Mid-Cumberland Community Services AgencyAnnual Evaluation • Conduct an Annual Evaluation All program areas will do an annual evaluation of all of the goals and objectives established. Each objective will be evaluated to determine its success. If an objective did not achieve success, information is reported on the limitations or barriers that prohibited a program from meeting the goal/objective.

10. MCCSA Initial Efforts • Development of Quality Policies and Procedures • CQI policies and procedures were developed using the COA Standards as a guide. A program manager’s structure was implemented to establish a reporting format. • Program Quarterly Reports (Effective in Dealing with Resistance) • Initially, quarterly reporting was done in an inconsistent format. Program staff were trained individually on developing measurable goals and objectives.

11. MCCSA Initial Efforts • Strategic Planning • Used consultant in non-profit area to assist with development • Involved all program managers • Focus Groups (State Administrators; Board and Line Staff) • All staff involved in implementation of strategic plan • Merged strategic plan goals and performance targets with quality program.

12. MCCSA Initial Efforts • Implementation of Performance Program • Assigned designated staff as lead

13. MCCSA’s Process • Individually meet with Program Coordinators (Effective in dealing with resistance) • Use Interviewing techniques/questions to complete the Short Term Objective (STO) form (handout) • Identify overall program goal(s) • “What is your main responsibility?” • “What drives your program?” • “What specific things do you have to achieve to be successful?”

14. MCCSA’s Process • Develop Short-Term Objectives • Establish Measurable Objectives • Make a list of all major duties • Group like duties and develop objectives • Develop Performance Indicators • Enumerate specific data elements with thresholds/benchmarks for each objective

15. Our Data Collection Strategies • Creation of Microsoft Access databases • www.tutorialbox.com • Development of a Results Scorecard • Hired an Information Technology Manager

21. RESULTS SCORECARD

22. RESULTS SCORECARD – Non-Custodial Services Unit

23. Analysis, Evaluation, and Reporting • Directors review scorecards with Program Managers • Scorecards posted on computer network • Prepare Trending Graphs and Control Charts • Building Continual Improvement, Donald Wheeler (ISBN 0-945320-50-7) • Prepare a Quarterly Report • Who did we serve? • What were our outcomes?

27. Training • Full-time Trainer • Microsoft Access, Excel, Word • HIPAA • Performance Management University • CQI concepts • Data Analysis • Short-term and Strategic Planning

28. Impact of CQI • Parents that refuse to participate in program • Program Budgets • Telephone Representative Talk times • Purchasing Policy Compliance

29. Thank You!