Download Continuous Quality Improvement

Camelot Care Centers, Inc.
Excellence and the Quality Improvement Cycle
As part of Providence Service Corporation, Camelot strives to ensure the provision of
accessible, effective, high quality community-based counseling and social services,
with a particular focus on ensuring the provision of effective, high quality behavioral
health services for children and families. Camelot’s mission is to develop and provide
services which enable children and families to realize their own potential.
The organization is committed to the following values: Excellence, Sustainability,
Innovation, Client-Centeredness, Fun, and Integrity. One of Camelot’s highest values
is that of Excellence. Excellence is achieved through commitment to a conscious and
deliberate process of continually assessing and improving our organization. In April
2012 we held a “Performance & Quality Improvement Retreat”, during which 16
Camelot team members from all over the state, representing every program and all
levels of the organization, convened to recreate our PQI process.
The overall performance and quality improvement process is a cycle which consists of
the following broad steps:
Managing with Data: A Supportive Approach
Camelot is committed to a PQI process in which the collection and reporting of
performance data is part of a supportive and positive approach to fostering
excellence, rather than taking a punitive, negative approach. While the use of
performance data enhances program and individual accountability, it is important to
focus on supporting improvement rather than “punishing” shortcomings.
PQI Structure
1. Performance & Quality Improvement Committee
The members of Camelot’s PQI Committee represent all programs and levels
of the organization, and many different regional offices. There are assistant
program directors for both Therapeutic Foster Care and Prevention Services,
Licensing and Recruiting Administrators, and Office Managers; as well as the
State Senior Director of Operations, Quality Assurance Coordinator, and
Marketing Coordinator. The Committee has overall responsibility for the PQI
Plan. Members select and evaluate the usefulness of the measures and other
inputs into the PQI process, assist with analysis and reporting of data, and
assist other Camelot team members with PQI issues. Recommendations of the
PQI Committee are presented to the Statewide Management Team, who make
final decisions and determine action steps for implementation of the decisions.
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The overall PQI structure and PQI Plan are also reviewed by Statewide
Management at the First Quarterly Meeting of each fiscal/calendar year, with
changes made as needed and as recommended by the PQI Committee. This
may include changes in measures or process.
2. PQI Structure: Inputs
a. Strategic Planning Process: Statewide and regional
b. Providence corporate requirements
c. Payor (DCS, insurance companies) requirements & audit results.
d. Licensing and accreditation requirements
e. Formal and informal feedback from collateral organizations
f. Reports from Satisfaction Surveys
g. Reports on data collected on defined measures
Stakeholders
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Camelot Consumers
Camelot Foster Parents
Camelot Team Members
Providence Corporate Board
Camelot Advisory Board
Collateral Organizations
Tennessee Department of Children’s Services
Insurance Companies
Tennessee Citizens
Measures and Outcomes
A. Long-term Strategic Goals and Objectives
1. Providence Service Corporation long-term plan every 4 years
2. Camelot’s Tennessee short-term plan completed annually by State and
Regional Management:
o Fiscal
o Clinical
o Development
3. Legal, regulatory, and funder mandates regarding measurement of
outputs and outcomes.
B. Management/Operational Performance - Examples
1. Employee satisfaction & turnover
2. Collateral satisfaction
3. Risk Management Issues
4. Program revenue/expense
C. Program Results/Service Delivery Quality - Examples
1. Client Satisfaction
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2. Length of Service
3. New Foster Homes Licensed, Homes closed
D. Client and Program Outcomes - Examples
1. Prevention CCFT/CM: Child Well Being at Discharge (NCFAS)
2. Prevention Outpatient: GAF Score at Discharge
3. Foster Care: Discharge Reason (discharge outcome) in Camelot CIS
PQI Operational Procedures
A. Data Collection and Aggregation
B. Data Review and Analysis
C. Communicating Results - Examples
a. Camelot Annual Report
b. Providence Annual Report
c. Quarterly and annual performance data
d. Summary of the PQI Plan
D. Using Data for Implementing Improvement: The measure achieved is
compared against the target set to suggest needed changes. The PQI
Committee may assist as needed. Program Directors and Statewide
Management team members develop and implement improvement strategies
aimed at achieving the targets. Camelot also takes continual action to improve
services as follows:
• Monthly Case Record Reviews and Quarterly content audits by the Senior
Director of Operations (SDO) which inform action steps to correct
deficiencies noted.
• Quarterly Audit of regional offices by the SDO and Project Manager which
inform plans to achieve compliance with requirements.
• Findings from regular external audits of service delivery by contractors
which guide corrective actions by Camelot team.
E. Assessment of the Effectiveness of the PQI Process.
a. Annually the PQI Committee assesses the overall effectiveness of the
PQI process
b. Annually at its first Quarterly Meeting, the Statewide Management
Team reviews the PQI Committee report to determine what changes
may need to be made to the PQI Process.
VII. Annual Performance Targets
At its November 1, 2012 meeting, the PQI Committee suggested 2013 Statewide
targets for key Camelot performance measures. Reports on these key measures will
be provided to the Statewide Management Team on a regular basis.
1. Therapeutic Foster Care: Decrease 2013 Average LOS by 5-7% of 2012
LOS.
2. Therapeutic Foster Care: Increase the achievement of Permanency
(Discharge to Bio or Extended Family, Adoption) by 10 percentage points
over final 2012 measure.
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3. Therapeutic Foster Care: Increase number of foster homes by 30% over
2012 measure.
4. Prevention CCFT/CM: Average Discharge NCFAS Overall Child Well
Being score will be at least 1.0 greater than Average Admission NCFAS
Overall Child Well Being.
5. Prevention Outpatient: Average GAF Discharge scores will be at least 5
points higher than Average GAF Admission scores.
6. Prevention Sustainability: Total 2013 Net Income for every regional
Prevention Program will be above zero by at least 1% of Revenue.
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