Introduction€¦ · Web viewSuggest new content here so as to avoid repeating it in multiple...

REVISED DRAFT FOR REVIEW (v3)

Monitoring Procedures & Practice Guide

For use by Quality Service Staff monitoring program contracts, except for direct-funded Home Sharing agreements

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dwoollar, 06/24/10,

Regular agency visits needs to be addressed early in the document before contract monitoring.


What’s Inside

1. Introduction..............................................................................................32. Context......................................................................................................43. Practice Tips.............................................................................................54. Contract Monitoring: Service Levels........................................................7

Reviewing Service Level Reports.................................................................7Resolving Under-Delivered Service Levels..................................................9Resolving Over-Delivered Service Levels..................................................11Unresolved Variances in Contracted and Delivered Service Levels..........13

5. Contract Monitoring: Management Information (Periodic)...................14Reviewing Periodic Management Information Reports.............................14Following up on Non-Delivery of Management Information......................16

6. Contract Monitoring: Management Information (Occurrence Based). .17Reviewing Occurrence-Based Management Information Reports.............18

7. Services Monitoring: Standards (Accredited)........................................19Reviewing Standards Reports (Accredited)...............................................19On-Site Visits (Accredited).........................................................................20

8. Services Monitoring: Standards (Not Requiring Accreditation)............21Reviewing Standards Reports (Not Requiring Accreditation)...................21On-Site Visits (Not Requiring Accreditation).............................................22

9. Services Monitoring: Outcomes..............................................................2310. Agency Monitoring...............................................................................2411. Follow-up Measures.............................................................................2512. Forms, Templates and Checklists........................................................26

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1.Introduction

Monitoring is a key element of quality service. It is one of the most important aspects of a Quality Service analyst’s job. Monitoring has a direct impact on the lives of the people CLBC supports and forms a key part of the relationship with service providers.

This Guide provides detailed procedural and practice guidance for Quality Service staff responsible for monitoring the program services for which Community Living British Columbia (CLBC) contracts.

Make sure you are familiar with the Monitoring Policy before using this Guide – it has important definitions and general policy requirements that govern how you conduct monitoring activities. The content in this Guide is based on the policy and assumes that you are familiar with it.

CLBC’s monitoring framework is being implemented in phases. The Guide is organized to reflect those phases, and will be updated as each phase is implemented.

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The Monitoring Policy and Guide are designed to be used in a coordinated way with several other policies and tools, including:

Contracting & Procurement Policy and Guide

Contract Schedules

Guide to Support Allocation

Catalogue of Service

Funding Guide and Policy

PlanningContract Award &

AdministrationMonitoring

Vendor Relationship Management

Pre-Award & Solicitation


2.Context

Monitoring is a key component of the contract lifecycle. You can find guidance for the other parts of this lifecycle in the Contracting and Procurement Guide.

There are three types of monitoring for which Quality Service staff are responsible:

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Contrac

t Monitoring

Service Levels

Management information

Service

s Monitorin

g

Standards

Outcomes

Agency Monitorin

g Working relationshipPast performance and future directionsAlignment with CLBC values

Not yet implemented


3.Practice Tips Monitoring, like all of CLBC actions, is a values-based activity. Always

go back to the CLBC values and to the Monitoring Policy. They should guide all your decisions and actions.

The information CLBC requires to determine that services are being delivered as described in the contract is gathered from a number of sources including onsite visits, receiving reports and maintaining communication with the service provider

Monitoring is a collaborative process – one that respects and nurtures a shared commitment to the quality of service being provided for individuals and families, and the effective and efficient use of funding for these services. In some situations, this may be a different approach from past practice. Access the support of managers and Corporate Services Division when needed.

Monitoring is as much about relationships as it is about results. Building good but independent relationships with service providers will provide you with the insight and connections you need to develop an accurate picture of what is going on in their services.

Always consider the risk associated with any situation that you encounter. You cannot be aware of all the details all the time. So focus on those in which the risk seems higher – maybe there have been complaints or other issues in the past – maybe another authority has raised concerns. Use your professional

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Good Monitoring practice with service providers is based on:

Collaboration

Mutual respect

Transparency

Consistency

Equity

Fairness

Responsiveness to accountability requirements

Honouring person-centred thinking and respective operating requirements

Working in partnership

Sustainability of


discretion and judgment to identify and focus on situations that may pose risk. Notice and respond to patterns.

Be sensitive to the concerns of individuals, families, and members of support networks and the community. Their informal monitoring is an important complement to the formal monitoring that you do.

Monitoring is not intended to be punitive. Look for opportunities to provide positive feedback and enhance successful practice by service providers.

Document everything.

Any more content here – given the negotiated principles?

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4.Contract Monitoring: Service LevelsContract monitoring of service levels is the first level of monitoring. It is about reviewing reports from service providers to make sure they are delivering the service levels set out in their contracts, and discussing and resolving any over or under delivery of service levels.

Note: Insert detailed definitions of service levels (chart on pps 6-7 of draft v1.0 guide) if not put in policy.

AB suggests more narrative up front – need content for that.

Reviewing Service Level Reports

Task Responsibility

Tools

Identify Reports DueRun Reports Due Report and identify all service level reports due on last day of the previous month.

Contract Clerk(1st working day of month)

Reports Due TrackingSpreadsheet

Document Receipt of ReportsIdentify reports that have been received and mark ‘received’ in spreadsheet. Record the date received in the CLBC received date field in the office use section of the service level template.

Contract Clerk


Follow up on Late ReportsFor each expected report that has not been received, send a reminder to the service provider by mail or e-mail. Advise the analyst if there is no response to your reminder within a week.

Contract Clerk(3 days after due date)

Service Level Report Reminder Letter Template

Preliminary Review of Service Level Reports

Put together all reports from each service provider. Review all reports to see if required areas have been completed.

Contract Clerk

Service Level Report Incomplete Letter Template

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anbaker, 06/24/10,

I think this is the only approach that will work, but we will need help from Corporate Services to develop these reports and the tracking system.


Task Responsibility

Tools

Where a report is incomplete, contact the service provider and request that they re-file the report. Give the service provider a due date. Update the Reports Due Tracking Spreadsheet to indicate ‘not received’. Make a note to follow-up and advise the analyst if there is no complete report received within a week.Distribute packages of complete reports to the appropriate Analysts.


Detailed Review of Service Level ReportsRecord the date you start the report review in the CLBC review date field in the office use section of the service level template.Compare the contracted service levels against the delivered service levels. If contracted and delivered service levels are equal (NKS to add content), document any comments in the area ‘Analyst’s Comments’; and record the date you complete the report review in the completion date field in the office use section of the service level template.Retain the report in the Resource file/Contract file.If the contracted and delivered service levels differ, follow up per next section.

Analyst

DocumentationSend results of the review to the service provider by e-mail.Enter in Contract Monitoring Summary.

Analyst Contract Monitoring Summary

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Resolving Under-Delivered Service Levels

Tasks for Analyst:

Determine Cause of Under-delivery Review the comments on the variance provided by the service provider.

Check to see if the under delivery was discussed and an agreement reached, during the reporting period, between CLBC and the service provider which resolved the under delivery.

If you need further clarification, contact the service provider and discuss the situation, with a view to developing a shared understanding for the cause(s) of the situation, and whether is a one-time occurrence or likely to persist. If it is a significant or potentially difficult situation, brief the SCC and/QSM before contacting the service provider, and decide how to proceed together.

If helpful, review prior service level reports for the contract to understand the history and look for factors or patterns, such as:

o Planned changes in service volume, and thus service levels, where these changes are expected to be short term and reasonable.

o Consistent variations between the contracted and delivered service levels which may or may not offset one another over the reporting periods.

o Insufficient referrals from CLBC.o Previous flagging by service provider that a funded service level

may not be fully utilized.

If there was no prior agreement about the undelivered service, request repayment by the service Asprovider. a result of this analysis and discussion, you may decide that no further action is required with respect to the variance.If this is a onetime variance and the service levels are Finishrequired in the future the contract does not need to be amended. Finish your review by completing the area for CLBC completion in the office use section of the service level template. Document any comments in the area ‘Analyst’s Comments’.

Determining repayment and whether the contract needs to be amended e Action in Response to Under-delivered Service Levels

Determine whether or not CLBC attempted to fill the available capacity in the service.

o If not, determine what portion of the under-delivered service level can be attributed to insufficient referrals by CLBC.

o If so, determine why this was not sufficient to utilize the service level. This may require a review of other contracts with the service provider to determine whether funded service levels on this contract are being applied to subsidize other contracts (which should result

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Tasks for Analyst:in over-delivery of service levels on those other contracts).

Determine which of the following conclusions and possible actions is appropriate for the situation:

Pattern of Under-delivered Contract(s) Subsidizing Other Contract(s)o Consider modifying all the contracts to re-align the contracted service

levels to the appropriate amounts.

Business Reasonso Determine if there is a short or long term factor affecting the service

provider, such as a shortage of qualified staff, and investigate with the service provider to better understand the situation.

o Request the service provider return the unused portion of the funding per the Terms and Conditions section on Undelivered Service.

o If the situation cannot be resolved and ongoing undelivered service is likely, consider negotiating a variable portion to the contract or reducing the contract value.

Insufficient Referrals from CLBC o Request funding for undelivered service be paid back by the service

provider.o For the next contract term, if demand is insufficient, consider

renegotiating the contract to reduce the service level to what is actually required.

o If there are people on the request for service list who want this service, arrange for referral of additional individuals/families for this particular service.

o Consider a needs-based increase in the service to existing individuals/families, so as to use the full contracted service level for the remainder of the reporting period.

Where contracted service levels have not been fully delivered at the end of a reporting period, arrange for adjustments to payments on the following basis:o The wages, benefits and backfill attributable to the undelivered

services; and o Any specific fixed costs that are funded but substantially not incurred.

Specifically, use the following rules to calculate any such adjustment:o Program staffing costs (i.e. wages, benefits and backfill) – 100% of the

funding attributable to the undelivered service level.o Direct program costs – 100% of specific funded costs for which

corresponding financial commitments were not entered into by the service provider.

o Facility costs – 100% of specific funded costs for which corresponding

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Tasks for Analyst:financial commitments were not entered into by the service provider

o Administration costs – no adjustment

Sign off and DocumentSign off on the review by completing the area for CLBC completion in the office use section of the service level template. Document any comments in the area ‘Analyst’s Comments’.

Retain all documentation supporting the analysis, discussions with the service provider and resulting actions in the Resource file/Contract file.

Confirm the results of the review and actions taken in writing to the service provider.

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dwoollar, 06/24/10,

This whole section seems confused. I have tried to edit but I am still not happy with it.


Resolving Over-Delivered Service Levels

Tasks for Analyst:

Determine Cause of Over-Delivery Review the comments on the variance from the service provider.

Review the Resource file/Contract file to determine whether the service provider has previously flagged an over delivery of service levels. If so, review any resulting actions by CLBC, including the rationale if no action was taken.

If you need further clarification, contact the service provider and discuss the situation, with a view to developing a shared understanding for the cause(s) of the situation, and whether is a one-time occurrence or likely to persist. If it is a significant or potentially difficult situation, brief the SCC and/QSM before contacting the service provider, and decide how to proceed together.

If helpful, review prior service level reports for the contract to understand the history and look for any factors or patterns, such as:

o Planned changes in service volume, and thus service levels, where these changes are expected to be short term and reasonable.

o Consistent variations between the contracted and delivered service levels which may or may not offset one another over the reporting periods.

If helpful, review other contracts with the service provider to determine whether funded service levels from other contracts are being applied to subsidize this contract (which should result in under-delivery of service levels on those other contracts).

As a result of this analysis, you may decide that the service provider is accountable for the decision to over deliver service and no further action is required with respect to the variance. Finish your review by completing the area for CLBC completion in the office use section of the service level template. Document any comments in the area ‘Analyst’s Comments’.

o Determine Action in Response to Over-delivered Service LevelsConsider providing one time funding to cover the over delivery if this is the commitment made by CLBC when the issue was first reported by the service provider. Or agree on reduced service levels for the remainder of the reporting period. (Does this belong under one of the scenarios below?)

Determine which of the following conclusions and possible actions is appropriate for the situation:

Needs of Individuals/Families Higher than Originally Identified

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Tasks for Analyst:o Consider re-negotiating the contracted service level to better match the

needs of the people being served. (Note: It is the service provider’s responsibility to have reported such circumstances to CLBC as soon as they realized the situation was likely to continue.)

Pattern of Over-delivered Contract(s) being Subsidized by Other Contract(s)o Consider modifying all the contracts to re-align the contracted service

levels to the appropriate amounts and ensure that contracted service levels are not exceeded in the future.

o (For reporting period covered by the report, or for going forward?)o

Business Reasonso Determine if there is a short or long term factor affecting the service

provider, such as inefficient staff allocations, and investigate with the service provider to better understand the situation.

o Decide whether or not to accept this explanation/situation. If not, ensure that the service provider understands that they have to cover the costs associated with the over-delivery of service levels.

o If the situation cannot be resolved and ongoing over-delivered service is likely, consider terminating the contract. negotiating a variable portion to the contract or increasing the contract value.

Sign off and DocumentSign off on the review by completing the area for CLBC completion in the service level report as applicable. Document any comments in the area ‘Analyst’s Comments’.


Confirm the results of the review and actions taken in writing to the service provider.

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Unresolved Variances in Contracted and Delivered Service Levels The Monitoring Policy states that where CLBC and service providers are unable to jointly resolve over or under delivery of contracted service levels, CLBC funds the actual service levels that are delivered subject to the maximum specified in the contract.This is a section of policy and I hesitate to repeat it here – not sure how it links to procedures below?

Tasks for Analyst:

Where contracted service levels have not been fully delivered at the end of a reporting period, arrange for adjustments to payments on the following basis:o The funded variable costs attributable to the undelivered services; and o Any specific fixed costs that are funded but substantially not incurred.

Specifically, use the following rules to calculate any such adjustment:o Program staffing costs (i.e. wages, benefits and backfill) – 100% of the

funding attributable to the undelivered service level.o Direct program costs – 100% of specific funded costs for which

corresponding financial commitments were not entered into by the service provider.

o Facility costs – 100% of specific funded costs for which corresponding financial commitments were not entered into by the service provider

o Administration costs – no adjustmento

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5.Contract Monitoring: Management Information (Periodic)

Monitoring of management information is the next part of contract monitoring. It is about reviewing periodic management information reports from service providers to make sure they are complying with their obligations periodic management information reporting requirements set out in their contracts.

Link to definition in policy?

The frequency of management information reporting is determined by the type of service being provided. The reporting schedule is clearly identified in Schedule D of the Terms and Conditions. Services in which there is limited flow-through (e.g. residential) typically require annual reporting. Services in which individuals / families are expected to access the service for a definite period (e.g. employment, skill development) typically require more frequent reporting.

Reviewing Periodic Management Information Reports

Task Responsibility

Tools

Identify Reports DueRun Reports Due Report and identify all management information reports due on last day of the previous month.

Contract Clerk(1st working day of month)


Document Receipt of ReportsIdentify reports that have been received and mark ‘received’ in spreadsheet. Record the date received in the CLBC received date field in the office use section of the management information template.

Contract Clerk


Follow up on Late ReportsFor each expected report that has not been received, send a reminder to the service provider by mail or e-mail. Advise the analyst the report has not been received if no response to your letter within a week.

Contract Clerk(3 days after due date)

Management Information Report Reminder Letter Template

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Task Responsibility

Tools

Preliminary Review of Management Information Reports

Put together all reports from each service provider. Review all reports to see if required areas have been completed.Where a report is incomplete, contact the service provider and request that they re-file the report. Give the service provider a due date. Update the Reports Due Tracking Spreadsheet to indicate ‘not received’. Follow-up and advise the analyst if there is no complete report received within a week.Send packages of complete reports to the appropriate analysts.

Contract Clerk

Management Information Report Incomplete Letter Template


Detailed Review of Management Information Reports

Record the date you start the report review in the CLBC review date field in the office use section of the management information template. Reports must be reviewed in a timely fashion.Compare the contracted management information requirements against the reported delivery. If contracted management information requirements have been delivered, document any comments in the area ‘Analyst’s Comments’; and record the date you complete the report review in the completion date field in the office use section of the management information template..Retain the report in the Resource file/Contract file.Enter in Contract Monitoring Summary.If the contracted management requirements have not been delivered, follow up per next section.


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Following up on Non-Delivery of Management InformationService

Tasks for Analyst:

Investigate Further Contact the service provider to discuss and Rreview their written

comments provided by the service provider.

If the explanation appears valid and in-line with what you know about this contract, finish your review by completing the area for CLBC completion in the office use section of the management information template. Document any comments in the area ‘Analyst’s Comments’.

Follow up on the issue during your next visit to the location of service

If it requires further investigation, review prior reports for the contract and all pertinent communication that occurred during the reporting period to understand the situation.

As a result of this analysis, you may decide that no further action is required. Finish your review by completing the area for CLBC completion in the office use section of the management information template. Document any comments in the area ‘Analyst’s Comments’.

If it is not satisfactorily resolved or there are outstanding issues, arrange to meet with the service provider to identify the issue and determine a course of action. Brief the SCC and/or QSM if the situation is significant or potentially difficult, and decide how to proceed together.

o Determine ActionDepending on the issue, there are a number of possible responses. Two of the most common are:

o Provide additional referrals to ensure that capacity is fully utilizedo Request the service provider develop a plan to ensure the

anticipated flow through of people receiving service occurso Modify the contract.

Sign off and DocumentSign off on the review by completing the area for CLBC completion in the office use section of the management information template. Document any comments in the area ‘Analyst’s Comments’.


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Tasks for Analyst:Document the agreed-upon actions in writing to the service provider.

6.Contract Monitoring: Management Information (Occurrence Based)

Monitoring of occurrence-based management information reporting is the thirdlast part of contract monitoring. It is about reviewing occurrence-based management information reports from service providers, as they are received, to make sure they are complying with the occurrence-based management information reporting requirements set out in their contracts.

Occurrence-based management information reports are to alert CLBC when something is not going as planned with service delivery. The focus is on business /operational expectations that are stated or implicit in the contract. These are detailed in Schedule D of the Terms and Conditions, and include occurrences such as:

Individual has declined the service Individual will be away from the Service for a period that is

expected to be more than 30 consecutive calendar days Individual has been away from the Service for 30 or more days

during any calendar quarter (Jan-Mar, April-June, July-Sept, Oct-Dec)

Individual is not present or has not attended, without explanation, on 3 consecutive attempts to provide the Service

Individual is not present or has not attended the Service on 30 or more occasions during any calendar quarter (Jan-Mar, April-June, July-Sept, Oct-Dec)

Variances in the following, where defined in the Contract:o contracted Service start and end time; o number or specific days per week Service is provided; and/oro number or specific weeks per year Service is provided

This reporting is not the same as critical incident reporting, which focuses on the individual. Occurrence-based management information reporting requirements are specific to the type of service. Reporting is required within 5 days of the occurrence so that CLBC can respond quickly. (The above section is explanatory information that is in policy definitions for the other sections –I suggest we move it there to be consistent – and provide a link from here…)no

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Reviewing Occurrence-Based Management Information Reports Task Responsibil

ityTools

Receipt of ReportDocument receipt of report and review to ensure it is complete. If it is not complete, send it back to the service provider for completion, with the expectation of a 24 hour turn-around If it is complete, send it to the appropriate analyst.If the analyst is away, or unable to respond, forward to the QSM, who can either assign someone else to respond or decide that an immediate response is not required.

Contract Clerk

Delete this column if no content

Response to ReportDetermine appropriate response, depending on the situation. Options include:

o If the individual has declined the service or is showing a pattern of being absent for significant periods, have a facilitator contact the individual to determine the reason for declining.

o If there is a reasonable explanation for the periods of absence (e.g. individual supported F/T in a community inclusion program has found a P/T job and is now attending the program only 1 day / week) and it looks like the pattern will continue, modify the contract or refer new individuals so the service can be fully accessed.

o If individual is planning to be away, refer someone else to the service for a temporary period or modify the contractrequest repayment if the absence will result in undelivered service.

o Ask the agency to follow-up and report

Analyst

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dwoollar, 06/24/10,

Not all of the possible occurrences are covered here. They should be.


Task Responsibility

Tools

back.

DocumentationDocument the review of the report and any resulting actions in the Contract file/Resource file and in writing to the service provider.

7.Services Monitoring: Standards (Accredited)Services monitoring is the second level of monitoring. Services monitoring based on standards and on-site visits is the first part of services monitoring. It is about reviewing reports from service providers, and conducting visits to their service sites, to make sure they are meeting the required standards of their accrediting body, as set out in their contracts. This section applies to accredited service providers only.

Reviewing Standards Reports (Accredited)Needs more content/review

Task Responsibility

Tools

Identify Reports DueDocument receipt of reportsFollow-up on late or incomplete reportsForward to appropriate analyst

Contract Clerk

Review and Analysis of ReportsRead and analyze accreditation reportsDo you want to say which reports, for which year, and whether some areas are higher concern to CLBC e.g. Health & Safety?Review any reports from other authorities – e.g. health authorities (what are you looking for? What do you do if you find it?)Review critical incident reports for

Analyst Some kind of checklist?

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dwoollar, 06/24/10,

This is not accurate

dwoollar, 06/24/10,

This whole section misses the mark


same time period. (Same as above)

Follow-upWhat do you do if reports not satisfactory or issues are raised?

Analyst

DocumentationFile report and all documentation.

Contract Clerk

Scan documentation into information management system.

SAS

Send results to service provider?Enter in Contract Monitoring Summary.


On-Site Visits (Accredited)

Task Responsibility

Tools

Book and prepare for annual on-site visit(how prepare? How far in advance to book?)

Analyst Accredited: On-site Visit Procedures and Process List

Conduct visit AnalystComplete checklist after visit Analyst On-site Visit

ChecklistEnter information into Contract Monitoring Summary


What do you do about issues arising from an on-site visit?

File all documentation Contract Clerk


SAS

Send results to service provider?

Note: DW suggests moving the sections on On-site Visits closer to the front of the document. This requires discussion, as it affects the order/flow of the policy and framework. It would essentially ‘unlink’ the visits from the service monitoring-standards part of the process – which is where it lies right now – and make it a broader activity not specifically linked to one type of monitoring.

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8.Services Monitoring: Standards (Not Requiring Accreditation) Services monitoring is the second level of monitoring. Services monitoring based on standards and on-site visits is the first part of services monitoring. It is about reviewing reports from service providers, and conducting visits to their service sites, to make sure they are meeting the required standards set out in their contracts. This section applies to service providers not requiring accreditation only.

Reviewing Standards Reports (Not Requiring Accreditation)

Task Responsibility

Tools

Identify Reports DueDocument receipt of reportsMake sure reports are prepared using the required template.Follow-up on late or incomplete reports.Forward to appropriate analyst.

Contract Clerk

Unaccredited Agencies Performance Measures and Standards Report (template to be used by service providers)

Review and Analysis of ReportsReview and analyze reports against the specific standards referenced in the contract.Complete the checklist.

Analyst Standards Compliance Checklist

Follow-upAddress any outstanding issues, questions or concerns with the service provider.Action if not up to snuff after contact with service provider?

Analyst

DocumentationEnter information into Contract Monitoring Summary.Send results to service provider?

Contract Monitoring Summary

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dwoollar, 06/24/10,

Needs a major re-write


Scan documentation into information management system.Make notes on Resource file if required.

On-Site Visits (Not Requiring Accreditation)Task Responsibil

ityTools

Book and prepare for annual on-site visit(how prepare? How far in advance to book?)

Analyst Unaccredited: On-site Visit Procedures and Process List?

Conduct visit AnalystComplete checklist after visit Analyst On-site Visit

ChecklistEnter information into Contract Monitoring Summary


What do you do about issues arising from an on-site visit?

File all documentation Contract Clerk


SAS

Send results to service provider?

See earlier note on Page 20 about moving this section

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dwoollar, 05/14/10,

We have not yet decided to do a checklist or ask for a report


9.Services Monitoring: Outcomes

Services monitoring based on outcomes is the last part of services monitoring. It is about reviewing reports from service providers about how they are meeting the outcomes set out in their contracts. Reporting periods, dates and formats differ for accredited and unaccredited service providers, and are set out in the contract (Schedule D).

TBD–some content in v1.0 of Guide page 13/14)

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10. Agency Monitoring Agency monitoring is the third level of monitoring. It is about establishing and maintaining positive working relationships with service providers, and making sure that they are operating in an efficient and effective way that is in keeping with the CLBC vision.

TBD at a later date

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11. Follow-up MeasuresSuggest new content here so as to avoid repeating it in multiple places:

Procedures for informing service providers of results of monitoring activities

Informing/involving individuals/families about results of monitoring activities and any follow-up (3.5 in policy)

Posting results for other service providers and individuals/families to see

Instructions/criteria for initiating audit or external review in event of significant issues. (3.4 in policy)

Flags that would trigger informing a QSM or QSM informing DRO

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12. Forms, Templates and Checklists(To be hyperlinked both here and where they are referenced in the Guide)

Revise this list once content confirmed and complete

Contract Monitoring

Reports Due Tracking SpreadsheetService Level Report Reminder Letter TemplateService Level Report Incomplete Letter Template

Service Monitoring

Accredited: On-site Visit Procedures and Process List On-site Visit Checklist Contract Monitoring SummaryUnaccredited Agencies Performance Measures and Standards ReportStandards Compliance Checklist

Agency Monitoring

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