Tuscarawas County Board of MRDD Quality Journey

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Tuscarawas County Board of MRDD Quality Journey

• March 14, 2008

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Mission Statement

• A mission statement describes an Agency in terms
  of its
• A. Purpose-why the organization exists, and what
  it seeks to accomplish.
• B. Business-the main method or activity through
  which the agency tries to fulfill their purpose.
• C. Values-the principles or beliefs that guide
  an agencys stakeholders as they pursue the
  agency's purpose

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Philosophical Foundation

• TCBMRDD Mission Statement- To improve the Quality
  of Life for eligible individuals of Tuscarawas
  County by providing high quality services.
• So What does that really mean to me as an
  employee of TCBMRDD?

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Expectations

• High Quality Performance from each and every
  employee in their role
• Quality- a degree or level of excellence
• Excellence- a very great merit or quality

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From Good to Great

• Being good is ok but the aspiration is to become
  a Great organization by focusing on all aspects
  of the operation regarding improvement and
  quality.
• Seeing a problem and providing a viable solution
  to improve that situation.
• Seeing something that needs to be done and
  getting it done on time with a quality outcome.

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Good to Great

• Being good is not good enough anymore.
• We need to be delighting the customers through
  continuous stream of value- adding activities.
• Need to be listening to the individuals to
  enhance improvements.
• Identify and specify the value to the consumer,
  individual or customer in all its products and
  services.

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Good to Great

• To analyze and focus the value stream so that it
  does everything from product development,
  production, delivery of all services to remove
  activities that do not create value.
• Keep continuous flow to fulfill the customer
  pull/expectations.
• Just getting by is no longer acceptable.

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Good to Great

• Goal Waste elimination, ( error reduction)
  continuous flow, customer pull/ expectations.
• Delight the individual, customer, consumer with
  speed and quality.
• Improve the process flow and speed.
• Speed/ efficiency is tied to excellence.
• Good enough is not good enough anymore

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Good to Great

• Need to change the trend of outsourcing to
  OURsourcing to regain the competitive edge.
• TCBMRDD is paying over 77,000 for match on adult
  day services for private providers- individuals
  on waivers to attend other adult day services.

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Good to Great

• If you were the owner of the company paying the
  fees from your account, would you approve of your
  own work performance?
• How would you rate yourself?
• What can you improve to add value for the
  individual?

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Good to Great

• Is the work that we are doing the very best that
  we can do?
• Or are we just going through the motions without
  quality being a part of it?

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The Urgency of Change

• We live in an era of unprecedented
• Complexity
• Competition
• Change

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The Trauma of Change

• Five Universal factors
• Shifts in demography
• Explosion of information
• Consolidation of value systems
• Global economic competition
• Marketplace definition of excellence

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Changes in the MRDD System

• Ist round of cuts- 17 Million out of the current
  budget
• Expectation of additional cuts after the
  election- impact to counties
• 1 million in Tangible Personal property tax loss
  from current TCBMRDD levies
• 300,000 impact from Waiver Reimbursement rule
  changes- residential services

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Changes in the MRDD System

• Impact from the Futures Committee Report to the
  Governor. ( Each Building should have this
  posted)
• Reduction financially from overall impact from
  adult day rule changes with increased
  administrative oversight.

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Changes in the MRDD System

• Loss of CAFS-
• Loss of Waiver Administration Claiming (WAC)
• Replacement with Medicaid Administrative
  Claiming- MAC no revenues received.
• Increase dependency on local levies- 73
  currently.

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CAFS Revenue- 5 million loss
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Vision Statement

• Vision Statement describes the future Where you
  are going or where you want to go.
• A mission statement describes today Why you
  exist today, and /or what you are doing to pursue
  your vision of the future.

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TCBMRDD Vision Statement

• Mastering Excellence- A Recognized Leader in
  Quality

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Organizational Profile
2 Strategic Planning
5 Workforce Focus
7 Results
1 Leadership
6 Process Management
3 Customer Focus
4 Measurement, Analysis, and Knowledge Management
Core Values
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The Values of High Performing Agencies

• Visionary Leadership
• Systems Perspective
• Focus on the Future
• Social Responsibility
• Customer-Driven Excellence
• Agility
• Focus on Results and Creating Value

• Valuing Employees and partners
• Organizational and Personal Learning
• Managing for innovation
• Management by Fact

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Defining Values and beliefs

• Value (Belief) Statements are grounded in values
  and define how people want to behave with each
  other in the organization. They are statements
  about how the organization will value customers,
  suppliers, and the internal community.

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Defining Values and beliefs

• Value statements describe actions that are the
  living enactment of the fundamental values held
  by most individuals within the organization.

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TCBMRDD Values/Beliefs

• Excellence Through
• Individual-Focus First
• Workforce Engagement
• Embracing Meaningful Change
• Planning our Future
• Communicating, Cooperating, Collaborating

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TCBMRDD Values/Beliefs

• Innovation and Creativity
• Data Driven Decisions
• Customer Engagement

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Customer Focus

• How the organization determines requirements and
  expectations of customers build relationships
  with customers and acquires, satisfies, and
  retains customers. Customer engagement.

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Customers and Stakeholders

• Define We need to pay attention to these groups
• Customers- actual and potential users of your
  organizations products, programs, or services.
• Stakeholders- All groups that are or might be
  affected by an organizations actions and success

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Value Added to the Individual

• Johnny the Bagger Video
• The Fred Factor-

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Bridging the GAPS
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Alignment Check
Agency Goals

• Vision Statement

Mission Statement
Core Values (Visionary Leadership, Customer
Driven Excellence, Organizational and Personal
Learning, Valuing Employees and Partners,
Agility, Focus on the Future, Management for
Innovation, Management by Fact, Social
Responsibility, Focus on Results, Systems
Perspective)
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Critical Analysis of Organization

• Importance in Planning- The organizational design
  is itself strategic, because it represents
  commitment of resources toward mission and
  objectives.

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Focus on the Future

• Crucial in setting direction
• Essential to continuous improvement
• Of processes
• And the development of people

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Systems Perspective

• Promotes integration, building on alignment, so
  that the individual components of our system
  operate in a fully interconnected manner
  (eliminating the silo effect).

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Outcomes

• Outcome - result benefits or changes in the
  lives of individuals, families, organizations or
  communities as a RESULT of the program.

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Measurable Outcomes

• When we do not measure outcomes in a regular and
  systematic way, there is unaligned planning.
  This results in unclear priorities and will not
  result in the direct focus on the desired
  outcomes.
• Without outcomes, it is unclear if an
  organizations activities are making a difference
  in the lives of the people being served.

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Strategies

• Broad statements that describe how the
  organizations resources will be deployed to
  achieve the mission and objectives
• Close the gap between projections and objectives
• Provide total- system concentration of effort and
  resources

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Management by Facts

• Data should be segmented to facilitate analysis
• Analysis entails using data to determine trends,
  projections, and cause and effect that might not
  otherwise be evident
• A comprehensive set of measures of indicators
  tied to customer and organizational performance
  requirements representatives a clear basis for
  aligning all processes with your organizations
  goals

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Information and Analysis

• Critical to a fact-based knowledge-driven system
  for improving performance

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3 Functions of Quality Management Systems
Evaluating Program Design

• -Discovery/informing/learning-Collecting data in
  order to assess ongoing implementation of
  strategies, identifying strengths and
  opportunities for improvement.
• - Remediation-Taking action to remedy specific
  problems or concerns that arise.
• - Continuous Improvement-Utilizing data and
  quality information to engage in actions that
  lead to continuous improvement of programs.

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Plan Do Study Act
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Process Management

• How key production delivery and support processes
  are designed, managed, and improved

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Agility

• Processes are designed to respond quickly to
  customers emerging and changing needs
• Enabling employees is critical to agility
• Employees know the direction, values and
  priorities of the organization
• Employees have the knowledge, skills and
  abilities to do the work

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Agility

• Deployment of cross-functional teams to increase
  flexibility and speed up response time to new
  challenges and customer needs.
• Seek technology that promotes new ways to work
  smarter versus working harder.

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Key concepts

• Requires the use of complimentary measures and
  information for planning, tracking, analysis and
  improvement at three levels organizational, key
  processes, and work unit.
• Agility To be responsive. A capacity for rapid
  change and flexibility. All aspects of time
  performance are critical, and must become a key
  process measure in reacting to the human
  condition.

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Root Cause Analysis

• Looking at any problem and asking Why? and
  What caused this problem?
• It is a simple technique that can help you
  quickly get to the root of a problem.
• One of the simplest tools easy to complete
  without statistical analysis.
• Helpful to use when problems involve human
  factors or interactions.

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Organizational and Personal Learning

• Requires a continuous cycle of planning,
  implementation, assessment, and refinement

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Management by Facts

• Strategies are based on evidence and facts this
  does not assume creativity and intuition are not
  important
• Facts are essential for learning
• Both quantitative and qualitative facts are
  essential
• What you measured should be based on business
  needs and should provide critical data and
  information

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Key concepts

• Accountability A relationship between persons or
  groups where one is responsible to another for
  something important.
• It matters if we succeed or fail.
• It matters if we get better or worse.

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Social Responsibility

• Organizations should not only meet minimum laws
  and regulations but treat them as opportunities
  for improvements beyond just compliance.

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Commitment of the plan

• A total commitment is paramount to reaching the
  ultimate in performance

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Quality Journey

• You dont improve service and quality in general.
  You improve service and quality in specific.
  Rodney Dueck, Physician

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Quality Journey

• People who accomplish things didnt fall on top
  of the mountain. They worked their tails off.
• Mia Hamm- Olympic soccer medalist

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Thank you

• Now for a few great quotes to
• RECHARGE YOUR
• BATTERY ?