managing quality in social care paul johnston impact change solutions ltd 3 rd february 2012
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Managing Quality in Social Care Paul Johnston Impact Change Solutions Ltd 3 rd February 2012. Discussion points. Different concepts of ‘Quality’ The role of the LA Strategies for improving Quality Quality Management Systems Desirable features Examples. Different concepts. - PowerPoint PPT PresentationTRANSCRIPT
Managing Quality in Social Care
Paul JohnstonImpact Change Solutions Ltd
3rd February 2012
Discussion points
• Different concepts of ‘Quality’• The role of the LA• Strategies for improving Quality• Quality Management Systems– Desirable features– Examples
Different concepts
• Stakeholder perspectives• Quality Standards• Experience of using services• Outcomes achieved– SPRU Outcomes Measures– PSSRU: OPUS, OSCA, SCRQL, ASCOT– ASCOF
Different Perspectives or Common Ground?
Providers of Care Services
CommissionersPeople who use services
Quality Domains
Source: Measuring for quality in Health & Social Care – RCN Position Statement, 2009
Common Definition of Quality
International Association of Homes & Services for the Ageing (IAHSA)
• Global quality improvement initiative • Characteristics of the ‘ideal quality ageing services’
provider– Person-directed care– Continuous quality improvement– Workforce excellence– Leadership & integration– Innovation– Community Involvement
The role of the LA
• Create a vision for quality across the local care market
• Provide a focus on local priorities• Define the improvement challenge• Manage quality within its own operation• Influence provider quality (via contracts,
market position statements, relationships)• Report on standards across the market
The Role of the Provider
• Care Standards legislation requires Regulated Providers to:– Establish and maintain a quality system– Review and improve quality of care– Make quality system reports available to the Regulators– Consult with Service Users and Representatives
• No such requirement for Unregulated Providers– Micro Providers, Personal Assistants etc.– Need to encourage & incentivise suitable approaches
Strategies for Improving Quality
• Vision & Leadership for Quality• Recognised standards (CQC Essential Standards, ISO 9000 etc)• Bias towards local priorities• Quality Management System
– Audit - compliance, performance, processes & systems– Evaluation - aims, objectives, activities, outputs, outcomes, costs– Research – benchmarks, models, learning– Feedback – service users, staff
• Improvement Plans• Organisational learning• Support mechanisms & incentives
Model Systems
• Nationally / Internationally recognised• Sector-specific / Service-specific• In-house• Off-the-shelf• Support Mechanisms & Incentives
Quality Management Systems - Desirable Features
• Must be owned & led by the organisation (can’t be imposed)
• Evidence based, relevant• Person-centred, outcome focused• Informed by service user feedback• Stimulates action & change• Holds the organisation to account• Is transparent whilst remaining confidential• Council on Quality Leadership (CQL) – 8 key factors / 34
success indicators
(Inter)nationally Recognised Systems
For example TQM, EFQM, ISO 9000, IIP, EQM, SERVQUAL etc
• Industry-wide, but can be applied to H&SC subject to some adaptation of language & context
• Can be resource-hungry• More suited to larger organisations• Risk of adding to ‘management control’ at the
expense of service improvement
Sector-specific and Service-specific Systems
• E-QALIN (European Quality Improving Learning in Residential Care Homes)
• CQL Guide to Person Centred Excellence (Disability, Mental Illness, Older Adults)
• Care Fit for VIPS (Dementia Care)• Outcomes STAR (various)• PEARL quality accreditation programme (Four
Seasons Health Care)
Off-the-Shelf Systems
• Support CQC registration• CQC Compliant• Various points of focus– Care & client management– Health & safety– Quality assurance– HR & Admin
e.g. EQMS, Vistapoint, Qual A Sess etc.
E-QALIN
ResidentsStaff
LeadershipSurroundings
Learning Organisation
Structures & Processes
ResidentsStaff
LeadershipSocietal Impact
Future Orientation
Results
CQL
CQL• 8 Factors• 34 Indicators
• Positively Enriching And enhancing Residents Lives (PEARL)
• Accreditation scheme for FSHC’s dementia care facilities
• Follows the VIPS model• Assessment against PEARL criteria• Action Plan to address gaps• Support for Home Manager• Reassessment & Accreditation
• Off-the-shelf Compliance Management System• Document Storage & Retrieval (Document Manager)• User Interface to records (Navigator)• Change and Version Control (Change Manager)• Tailored to business requirements (System Manager)• Audit and action planning function (Audit Manager)• Integrates with Microsoft Office applications and
SharePoint
How VistaPointTM can help your business:• Meets CQC and Ofsted requirements. • Meets Certification requirements for the ISO 9001:2008 Quality
Standard.• Provides all the information you will need to comply with the
"Essential Standards of Quality and Safety" and to complete your Provider Compliance Assessment.
• Systems available for a wide range of sectors. Simply select and click on the coloured boxes on the left for more information, sample documents and pricing.
• Start-up businesses have all the information and help needed to get up and running.
• Comprehensive, easy to use, well established and consistently successful.
• Competitively priced, with discounts available for multiple packages. • All documents supported on a CD-ROM (MS Word format) to
download to your computer so that you can quickly and easily edit them to suit your needs.
• Regularly up-dated
Qual A Sess
Support & Incentives
• Provider Capability?• System Effectiveness?• Outcome Performance?
• Relationship approach (e.g. Warwickshire)• Audit approach (e.g. Coventry)• Financial approach (e.g. Torbay)
Financial Incentives
C-QUIN• Torbay – Care Homes Market– General improvement (5 of 6 themes)– Specific improvement (NOF Fractures)– Payments linked to performance - £1000 per home– Relatively low take-up (36% of the market)– High pass rate (93%)– Application process described as ‘extremely detailed’– Success described in terms of output and actions, rather
than outcomes
http://www.flickr.com/photos/horiavarlan/4273168957/
Questions