Why Quality Tools, Strategic Planning, Program Evaluation and Performance Improvement Don"t Work
Provider agencies in the developmental disabilities field have been told for years that in order to operate successful programs certain systems are an absolute must.
Let me list a few of these systems.
•Strategic planning.
•Performance improvement.
• Program Evaluation/Outcomes Management.
•The use of Quality Tools can greatly enhance the programs and services provided to people with developmental disabilities.
•A standardized method of obtaining an accurate and useful baseline for all subsequent planning and systems.
I like a process called Factor Analysis Modeling (FAM) •A process or system that blends strategic planning, performance improvement and program evaluation is extremely valuable.
The title of this article might give the reader the idea that I do not believe in the above systems or processes.
Nothing could be further from the truth.
Not only do I believe in them, I am certain that their proper use will greatly strengthen the organization that uses them.
Knowledge and use of quality tools, and the systems listed above is absolutely necessary.
In future articles we will be reviewing each of these systems and demonstrating their use in ensuring quality programs.
I will tell you what I believe is necessary in order for these systems to work, but this article will only cover, reasons why the tools and systems don't work.
So let me briefly review some of the primary reasons why these systems don't work: 1.
The systems are not championed by top management Anytime a new system or process is implemented in an organization it means change.
Change is not easy to manage, and there will be resistances to any specific change depending on whom and what is affected.
The further the new system gets from the status quo, the more risk there is to the successful implementation of the new system.
Without the CEO championing the new system the system will be doomed.
Staff at all levels must know that the new system is the CEO's primary concern.
Even with the CEO's outstanding support implementing a new system takes cooperation from all involved.
Managers and staff must believe that the new system will offer advantages and facilitate superior documentation.
2.
Key management and staff members have not "bought into" the systems.
Every organization has its own "Key Staff.
" These are those management and staff members who most people in the organization "follow.
" This is a subtle process built on respect and the belief that these staff members usually "get it right.
" Almost as critical as the CEO championing the system is having key staff "believe" in it and support it.
3.
The systems are what I call "paper only systems.
" This can be disastrous because time and money have been expended in reducing the systems to written form, but the systems are not being used.
This can be worse than if no systems were implemented in the first place, because it may lead to a false sense of security in the belief that the systems are in place.
This situation is similar to having policies and procedures in place that have become outdated and are not followed by staff.
Until the above listed barriers to the implementation of the systems are identified by the organization, and removed, the systems won't work.
In future articles I will discuss ways to eliminate the barriers to the successful implementation of Quality Tools, Strategic Planning, Program Evaluation, and Performance Improvement Systems.
Let me list a few of these systems.
•Strategic planning.
•Performance improvement.
• Program Evaluation/Outcomes Management.
•The use of Quality Tools can greatly enhance the programs and services provided to people with developmental disabilities.
•A standardized method of obtaining an accurate and useful baseline for all subsequent planning and systems.
I like a process called Factor Analysis Modeling (FAM) •A process or system that blends strategic planning, performance improvement and program evaluation is extremely valuable.
The title of this article might give the reader the idea that I do not believe in the above systems or processes.
Nothing could be further from the truth.
Not only do I believe in them, I am certain that their proper use will greatly strengthen the organization that uses them.
Knowledge and use of quality tools, and the systems listed above is absolutely necessary.
In future articles we will be reviewing each of these systems and demonstrating their use in ensuring quality programs.
I will tell you what I believe is necessary in order for these systems to work, but this article will only cover, reasons why the tools and systems don't work.
So let me briefly review some of the primary reasons why these systems don't work: 1.
The systems are not championed by top management Anytime a new system or process is implemented in an organization it means change.
Change is not easy to manage, and there will be resistances to any specific change depending on whom and what is affected.
The further the new system gets from the status quo, the more risk there is to the successful implementation of the new system.
Without the CEO championing the new system the system will be doomed.
Staff at all levels must know that the new system is the CEO's primary concern.
Even with the CEO's outstanding support implementing a new system takes cooperation from all involved.
Managers and staff must believe that the new system will offer advantages and facilitate superior documentation.
2.
Key management and staff members have not "bought into" the systems.
Every organization has its own "Key Staff.
" These are those management and staff members who most people in the organization "follow.
" This is a subtle process built on respect and the belief that these staff members usually "get it right.
" Almost as critical as the CEO championing the system is having key staff "believe" in it and support it.
3.
The systems are what I call "paper only systems.
" This can be disastrous because time and money have been expended in reducing the systems to written form, but the systems are not being used.
This can be worse than if no systems were implemented in the first place, because it may lead to a false sense of security in the belief that the systems are in place.
This situation is similar to having policies and procedures in place that have become outdated and are not followed by staff.
Until the above listed barriers to the implementation of the systems are identified by the organization, and removed, the systems won't work.
In future articles I will discuss ways to eliminate the barriers to the successful implementation of Quality Tools, Strategic Planning, Program Evaluation, and Performance Improvement Systems.
