new england vocational rehabilitation quality assurance system 7 th annual summit performance...

New England Vocational Rehabilitation

Quality Assurance System

7th Annual Summit

Performance Management in Vocational Rehabilitation

September 8, 2014

The ChargeThe Charge

October 2013 New England (NE) VR Directors NE Performance Evaluation and

Quality Assurance (NE PEQA) staff Develop a Quality Assurance Model

for the Region 1 VR agencies

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NE PEQA Working GroupNE PEQA Working Group

Connecticut Maine Massachusetts New Hampshire Rhode Island Vermont NE TACE

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Key ResourcesKey Resources

Institute on Rehabilitation Issues Performance Management: Program Evaluation and Quality Assurance in Vocational Rehabilitation 2011

Continuous Quality Improvement (Deming, 1982)

NE PEQA Knowledge and Experience

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The ModelThe Model

Seven Components Definitions Elements Best Practices Interrelationships

Self-Assessment

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Component #1: Component #1: Communication of Mission and Communication of Mission and

ValuesValues

Mission: Primary goal of the organization

Values: Principles that mission and vision are based on

Communicated via public documents, web sites, intranets and strategic plan; exemplified by consumer success stories

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Mission/Values: Mission/Values: Best PracticesBest Practices

Supported & reinforced through training and aligned with procedures and operational roles

Staff, consumers, partners, etc. are able to verbalize mission/vision/values

Strategic Plan developed to meet needs of all stakeholders; all staff know how they contribute to mission and organization’s success

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Component #2: Component #2: Organizational Goals, Objectives Organizational Goals, Objectives

and Timelinesand Timelines

Long-terms goals established and translated into measurable short-term objectives and timelines

Planning is ongoing and based on strategic & state plans & stakeholder input

Project management, clear roles/responsibilities and regular monitoring are built into organizational structure

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Goals/Objectives: Goals/Objectives: Best PracticesBest Practices

Multi-level, comprehensive strategic planning defines goals/objectives based on mission/vision/values

Strategic Plan is “road map” with objectives/outcomes/timelines and measures and developed with stakeholder input

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Component #3: Component #3: MeasuresMeasures

Tools, methods and processes that are used to quantify and assess past, ongoing and future goals and results

Outcome measures (rehab rate, average earnings, etc.)

Process measures (change in education level, frequency of case notes, etc.)

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Measures: Measures: Best PracticesBest Practices

Performance management system includes broad range of measures

Measures aligned with program goals

Measures are simple, easily understood, effectively implemented and include consumer characteristics

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Component #4: Component #4: Program Evaluation Data SystemsProgram Evaluation Data Systems

Used by organizations to collect quantitative and qualitative data

Allows for the validation and retrieval of data for evaluation, analysis, & reporting

Elements include Case Management Systems and Operating Principles

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Program Evaluation Data Systems: Program Evaluation Data Systems: Best PracticesBest Practices

Reliably stores Agency data & allows data preparation for analysis

Includes data validation procedures Allows for integrated data sets that

enable more extensive analysis Has effective security protocols, roles,

and rules Provides data dashboard that relays data

at the user level

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Component #5: Component #5: Analysis of the DataAnalysis of the Data

Process of transforming data into a usable and reportable form

Adds meaning and value to the output of data collection tools and methods

Informs quality improvement efforts

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Analysis of Data: Analysis of Data: Best PracticesBest Practices

Validate data Develop specific questions to aid in the

analysis of data Re-evaluate collection of data

periodically to ensure that what is collected is valuable to the program

Maintain awareness of developments and best practices as they relate to VR performance management

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Component #6: Component #6: DisseminationDissemination

The communication of results to specific audiences (e.g., counselors, staff, SRC members, CRPs, policy makers, etc.)

Assists stakeholders in making more informed decisions that ultimately lead to improved consumer outcomes

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Dissemination: Dissemination: Best PracticesBest Practices

Practices should assure that all staff have a clear, consistent understanding of the Agency’s QA approaches

There is a clearly defined and shared dissemination strategy

Findings are developed & presented in ways that are useful for the intended users

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Component #7: Component #7: Cycle of Continuous ImprovementCycle of Continuous Improvement

A developmental and routine process

It supports an ever-evolving Strategic Plan

Is an ongoing effort to improve products, services and/or processes

Widely used is Deming Cycle:Plan-Do-Check-Act

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Continuous Improvement: Continuous Improvement: Best PracticesBest Practices

Expectation and a requirement of everyone in organization

Changes not made without stakeholder input

Policy and procedural changes are well considered and implemented strategically and systematically

Project management mindset and tools Success is celebrated

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Interrelationships of Core Interrelationships of Core ComponentsComponents

All seven components are closely related to each other

Each component impacts every other and the overall quality assurance system

A successful QA system requires recognizing and managing the interrelated components

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State Self-AssessmentState Self-Assessment

NE PEQA found that every state has some pieces of each component

All had good practices and those that could be improved

None had really worked on identifying and managing them as a whole

A tool was created for this purpose21

Summary DiscussionSummary Discussion

It’s about continuous improvement It’s not about perfection Everyone in the organization needs

to participate A comprehensive QA system

prevents the sole focus from being on regulatory compliance

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Thank You!Thank You!

Susan Wells, Vermont DVRsusan.wells@state.vt.us

Ella McAllister, New Hampshire VRella.mcallister@doe.nh.gov

Karen Fraser, Maine BRSkaren.d.fraser@maine.gov

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