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Gina IngrouillePH:0478 649 137

Introduction to Continuous Quality Improvement 14 July 2015

Time Agenda9:00 Pre-event Questionnaire

9:15 Introductions – Trainer Background – Intro from participants

9:30 What is AccreditationWhat is Continuous Quality Improvement (CQI)Why do we need CQI

10:00 CQI and the PDCA model (Closing the Loop)

10:30 Morning Tea

10:45 Policy and Procedure - Why?What are the barriers to using P and P

11:45 Workshop on finding what is needed quickly

12:30 Lunch

1:00 Overview of the QIC H&CS Standards

2:00 Q and A Practice for Accreditation and the Review (keeping CQI in mind)

3:00 Any Questions from Creating Links staff

3:00 Final Evaluation Questionnaire

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Questions and Intro

Quick pre-training assessment.

Introductions.

QIC Accreditation

What is accreditation?The status obtained by an organisation after a successful third party external review by a recognised body.Why an external review?It demonstrates Continuous Quality Improvement (CQI) is in place.

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What is CQI?

1. Continuous Quality Improvement is a process to ensure programs are: Systematically and intentionally improving services.

2. Increasing positive outcomes for the families they serve.

3. CQI is proactive, not reactive(ideally).

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Why do we even need CQI ?

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Corporate Reasons

• Some funders will not fund an org or service not demonstrating CQI.

• Many insurance providers will only insure service providers on the basis of accreditation status.

• In many areas of health and community service especially with NDIS – consumers will choose their own provider on websites.

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Care Reasons

• Reduce Risk - identify, eliminate or minimise the things that go wrong.

• Improve Care - support care and services to go right.

• Re-produce Quality - develop care and services to achieve consistently good care for every consumer, every time.

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CQI and a the PDCA modelAccreditation consists of:

1. Internal Review (self assessment)

2. External Review (objective and against standards)

3. Feedback (Finalising the feedback, negotiations)

4. Taking Action (Quality Action Plan) May attain accreditation or may have a PoG to action

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CQI and a the PDCA model

Accreditation providers, reviewers or assessors are looking for evidence of Continuous Quality Improvement.1. Desktop Audit (review journal).2. Site visit and confirming evidence (P&P,

registers)3. Interviews with staff, stakeholders and

consumers (corroboration).

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CQI and a the PDCA model

PLAN – DO – CHECK – ACT Showing evidence of CQI will require more than a Policy or a Procedure.So how do we show we engage in CQI?• Plan – see where change is needed.• Do – test a change. Look at best practice.• Check – review; check if it is working.• Act – if it works use it, formalise it, if not try

again.

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PDAC

Plan

DoCheck

Act

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Change Process RegisterDate System or

processCurrent Status

Need for change

Identified B/P

New Process

Date for Evaluation

Diarised Adverse effects anywhere?

Continue with new process?

28/2/15 Leave Application

Leave form does not have enough ticks and checks.

Leave is accessed at critical times for org.

All leave must be signed off by Sup; Business Serve and checked by Payroll.

A new flow has been inserted on leave sheets and staff have been briefed.

28/6/15 Yes via outlook

Nothing adverse.

Yes.

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Exercise

Each Service GroupExample of where you have seen a process or system which is not working well, is creating a risk or not delivering the outcome needed.Use change process model.Present to group.

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Morning Tea

Come back and discuss answers.

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Use of the PDCA?

• As a model for continuous improvement.• When implementing any change.• When starting a new project.• When developing a new or improved design

of a process, product or service

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Policy and Procedure

• Why do we have them?• Hand up those who would ask the person next

to them or send an email before using a P and P?

• Hand up those who go to a P and P first ?• What barriers do you experience to picking up

a P and P when you need to know something?

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Policy and Procedure Workshop

Laptops3 groups (service types)Policy queriesFind the answerPresent to groupSwap around

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Lunch

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Overview of the QIC H&CS Standards

QIC Health and Community Services Standards (6th Edition Vs. 1.2)

1. Building quality organisations2. Providing quality services and programs3. Sustaining quality external relationships

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What happens with poor standards performance?

1. Building quality organisations (governance/management)

• Little strategic direction• No alignment with environment or funders• Finances may be at risk, risk is not monitored• Opportunities lost• An unsupported CEO or management system

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What happens with poor standards performance?

2. Providing Quality Services and Programs(Clients, consumers, families, patients)• Assessment and planning ?• Cultural safety ?• Consumer rights• Coordination of services and programs

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What happens with poor standards performance?

3. Sustaining quality external relationships(complementary to services and future)• Agreements and partnerships?• Collaborate and position strategically?• Contribute to overall ‘good practice’?• Capacity build, service, staff…?

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Evidence – what is good?Relevant (related to the practice)Current (confirms the practice still occurs)Reliable (same conclusion by different people)Corroborated (more than one piece confirms same)Coherent (multiple, logical with clear connections)

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QIC Standards

Practice Questions

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Training Evaluation

Post Training Evaluation

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Links• Australia• Quality in health and community services• Australian Commission on Safety and Quality in Health Care• The Australian Association for Quality in Health Care• Australian Patient Safety Foundation• Community sector• ‘Our community’ website – developmental material for community organisations• Primary health care• Australian Institute for Primary Care and Ageing• Australian Journal of Primary Health• Primary Health Care Research and Information Service (PHC RIS)• General health sector

• Australasian College of Health Service Management• Australian Healthcare & Hospitals Association