Welcome Tuscarawas County Board Staff'''To Your Quality Journey

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WelcomeTuscarawas County Board Staff...To Your
Quality Journey
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Presenters from MEORCTim Spitzer, Executive
DirectorTara Nicodemus, Director Office of
QualitySteve Long, Quality Assurance Specialist
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Every Journey Needs.
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...A Vision

• What is it you are after?
• What is the future state?

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A Mission

• How will you get it done?

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Values to Guide You

• What are your guiding principles?
• How will you make the hard decisions?

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The Journey of a 1000 Miles

• Begins With One Step

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Why are agencies beginning this journey?
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Challenges Confront our MRDD System

• Scarce dollars among social services.
• Competition now exists in our system.
• There are many complicated rules to follow.

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Challenges Confront our MRDD System

• Our system does not easily adapt to new
  challenges.
• You know you work hard but do you know if you are
  making a difference?

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PERFORMANCE

• - / /
• ____________________________________
• - / - / - RESOURCES

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MEORC - A Vision for the Future

• What is MEORC?
• Whats new at MEORC?
• A renewed commitment to Customer Focus!
• Preserving the Core Traditional Service
• Stimulating Progress New Initiatives

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MEORCs Quest for Quality

• How the journey began
• Where it has taken us to date
• Senior Leaderships (our 18 member board)
  commitment
• Where we are headedtogether!

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Quality Service System (QSS)

• Inspiring Excellence in Service Delivery to
  People with Disabilities

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QSS - Quality Service System

• A proven aligned systems approach to process
  improvement
• Its about achieving positive organizational
  results

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QSS - Quality Service System

• A group of 9 forward thinking county boards
• collaborating for the purpose of improving their
  services
• began their journey towards performance
  excellence July 2007.

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Quality Service System Counties

• Tuscarawas
• Perry
• Muskingum
• Morgan

• Licking
• Holmes
• Guernsey
• Fairfield
• Coshocton

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Quality

• What is it?
• What does it look like?

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Quality

• Each person has their own definition.

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Quality

• In technical usage, quality can have two
  meanings
• the characteristics of a service (or product)
  that bear on its ability to satisfy stated or
  implied needs
• a service (or product) free of deficiencies.

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Why Does Quality Matter?

• Quality matters because it affects the everyday
  experiences of individuals served.

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Characteristics of High Performing
Organizations

• Runs like a smooth, well-oiled machine
• Staff knows the agency, how it works, and how to
• improve it
• Atmosphere of high performance - everyone takes
  an active role in ensuring the mission is met
• Agility and flexibility - able to make changes
  easily

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Characteristics of HighPerforming Organizations

• Effects of economic downturns are minimal
• Little duplication of effort and fire fighting
• Staff are content and loyal
• The Culture is Clear it stands out!

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The Values of High Performing Organizations

• Leaders look towards the future
• Looking at the system as a whole
• Anticipating whats coming
• Community involvement and ethical behavior
• The desire to meet customer needs is central
• Is anyone better off?

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

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The Values of High Performing Organizations

• Recognition that everyones contribution is
  essential to accomplishing goals
• Facilitating learning at all levels
• Creating new innovative approaches is encouraged
• Data driven decision making
• Faster and flexible in response

• Valuing Employees and Partners
• Organizational and Personal Learning
• Managing for Innovation
• Management by Fact
• Agility

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Current Model of Quality Assurance
Assessment, Planning, Desired Outcomes are
Implied
Q
Random, Unaligned Strategies and Processes.
Quality Reviews Monitoring at the End of
Service Delivery (1, 3, 5 years after the fact)
Q
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Front-Loading Quality Customer Focus

• Quality is built into the design Focusing on
  Customers
• Results are measured along the way continuous
  feedback loops allow for discovery (informing)
  around issues initially not considered or as
  changes occur in a persons life.
• Services and supports are modified based on
  results.

Individuals and Familys Desired Outcomes are
Measured and Known
Q
Aligned Processes, Strategies and Measures
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Quality Service System

• Quality is built into the design of the service
  delivery system.
• Aligned Strategies are used to achieve desired
  outcomes.
• Processes are continually improved to achieve
  results.
• Results Accountability requires that ultimately
  individuals are better off because of their
  interaction with the Quality System.

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Performance Excellence Criteria

• QSS Counties are Using The Baldrige Model

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What is the Criteria for Performance Excellence?

• A set of expectations or requirements
• A structured approach to performance
• improvement
• A framework for a systems view of
• performance management
• Defines performance excellence
• Are globally recognized

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The Criteria for Performance Excellence

• Can be used by Diverse Organizations
• What is an Organization?
• There are seven Fundamental Elements to ANY
  organization
• Each one defined by its own Process Environment

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All Organizations Have

• Purpose doing it for a reason!
• Patron somebody is being served!
• People somebody is doing the work!
• Plan what are you doing anyway?
• Practice we found it works better if..
• Person in Charge somebody is always in charge
• Procedures the things you do and how you do
  them

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All Organizations Have

• Mission/Vision/Values
• Market/Customers
• Workforce
• Strategic Action Plan
• Knowledge
• Leadership
• Process Management

• Purpose
• Patron
• People
• Plan
• Practice
• Person in Charge
• Procedures

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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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Why is Using a Systems Approach Important?

• An aligned systems approach enhances an
  organizations ability to improve performance in
  the areas most important to their success
  ensuring that individuals and families
  (customers) are better off.

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Moving from Random Acts of Improvement

• Lacks Alignment
• Lacks Integration

Organizational Profile
7 Results
4 Measurement, Analysis, and Knowledge Management
1 Leadership
5 Workforce Focus
2 Strategic Planning
6 Process Management
3 Customer Focus
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Tuscarawas Work to Date

• Community Community Survey
• Employees Beliefs Poll Survey
• Individuals Thanks for Asking Survey
• Planning Annual Action Planning
• Measures Quarterly Reporting

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Tuscarawas QSS Work to Date

• Leadership Team Attended Summer and Winter QSS
  Education Series
• Foundation
• High Performing Values
• Criteria for Performance Excellence
• Increasing Data Consumer Skills
• Strategic Planning
• Process Improvement

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Tuscarawas QSS Work to Date

• Based on data already gatheredand new
  knowledgethe Leadership Team
• Developed the Mission, Vision, Values
• Developed Strategic Goals
• Developed Department Goals

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Tuscarawas Work to Date

• The SFs began work in Customer Focus Category
• Key Department Leaders were deployed to
  participate on QSS project teams
• Quality Champions have begun work on award
  application to Ohio Partnership for Excellence
  Applicant Profile

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Quality - Whose Job is it?

• You all have a significant role in the county
  board quality initiative.
• Everyone in an organization is essential to
  ensuring quality. Everyone has an important part!

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A Front Line Perspective

• Initial Introduction to Quality at MEORC
• Great a new Buzz Word!
• How does this affect me?
• I dont have time for this!

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A Front Line Perspective

• One Year Later

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Values

• Agency values are very important.
• Defining them is the first step in consciously
  using values to influence outcomes.

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Tuscarawas CB Proposed VALUES / BELIEFS

• Excellence Through
• Individual - Focus First
• Workforce Engagement
• Embracing Meaningful Change
• Planning our Future
• Communicating, Cooperating, Collaborating
• Innovation and Creativity
• Data Driven Decisions
• Customer Engagement

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Mission Statement

• Do What
• For Whom
• How
• Is Aligned with Beliefs / Values

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TCBMRDD MISSION

• To improve the Quality of Life for eligible
  individuals of Tuscarawas County by providing
  high quality services.

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Vision Statement

• A Vision Statement describes the future where
  you are going or where you want to go.

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TCBMRDD Vision

• Mastering Excellence A Recognized Leader in
  Quality.

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Alignment Check
Agency Goals (Strategic)

• Vision Statement (The Desired Future State)
• Mastering Excellence A Recognized Leader in
  Quality.

Mission Statement (Statement of Purpose) To
improve the Quality of Life for eligible
individuals of Tuscarawas County by providing
high quality services.
Beliefs Statements (Foundation)
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Aligning our Efforts

• To Achieve Better Results
• Numbers Exercise

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Activity Results

• Communicating, Cooperating, Collaborating
• Innovation and Creativity
• Data Driven Decisions

Applying these quality TCBMRDD values lead to
greater effectiveness and efficiency which
improved results.
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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
906
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Process Improvement

• Think Big, Start Small is an adage with a great
  deal of wisdom. Organizational improvement
  initiatives often fail because they attempt to do
  too much, too soon.

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Learning Cycle
1000 1010
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PLAN-DO-STUDY-ACT
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PDSA
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The Quality Journey

• Core Concepts and Values
• Increase Data Consumer Skills
• Establish System Goals Measures
• Strategic Planning
• Do Action Planning Measure Progress
• Improve Processes by Using the Learning Cycle

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The Blue Whale A Story About Changing Direction
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Dare You To Move!