DCCCA’s Quality Improvement Philosophy and Structure
DCCCA is committed to continually improving the quality of services and supporting operations. Success is data driven and defined by customer and employee satisfaction, provision of effective services, efficiency, and financial health.
DCCCA’s view of Quality Improvement is that it is the responsibility of the entire agency, each program, and every employee. This view is operationalized through involvement of employees at all levels of the organization in decisions regarding agency and program goals and outcomes.
The DCCCA Quality Improvement Program operates with the full support and authority of the Executive Director and Board of Directors.
The Director of Quality Improvement and Operations has primary responsibility for carrying out the organization-wide Quality Improvement plan and maintaining compliance with Council on Accreditation Performance and Quality Improvement standards. DCCCA’s Quality Improvement department interfaces with all programs and departments to support an agency wide quality improvement process.
Department heads provide leadership for quality improvement activities within their respective programs or departments including identifying outcomes and measures which are required by regulatory agencies, funding sources/accreditation organizations, and are internally established. Department heads also review and monitor a variety of agency wide quality indicators at regularly scheduled meetings.
Program managers are responsible for working with staff and stakeholders to promote quality program services, identifying outcome measures, setting expectations for meeting established outcomes, and maintaining a customer service focus. Performance, outcome results and quality improvement initiatives are shared with staff and stakeholders.
Direct service staff are responsible for maintaining and delivering effective customer service and are key to the implementation and delivery of changes to enhance services. Staff provide input regarding service related issues including accessibility, responsiveness and professionalism.
updated January, 2015
DCCCA values stakeholder participation and input. DCCCA’s stakeholders include:
- Customers who are recipients of DCCCA services and their families
- Referral sources
- Funders and licensing entities
- DCCCA employees, interns and volunteers
- DCCCA Board of Directors
Customers and referral sources provide feedback to programs regarding accessibility, responsiveness and professionalism. Feedback may come from surveys, focus groups, exit interviews, or through daily program interactions.
Funding organizations, contractors, and licensing agencies complete regular reviews and provide feedback to programs. They may identify or work in partnership with DCCCA to establish program specific outcomes, review consumer feedback, develop data collection tools and identify areas for improvement.
Employees, interns and volunteers are involved in identifying positive practices, reviewing reports, conducting peer case reviews, and providing ideas for improving services. They may also participate in work groups or committees to advance a quality improvement initiative or work with leadership on short and long term planning for the agency.
The Board of Directors participates in developing and approves DCCCA’s Strategic Plan and the Quality Improvement Plan.
Measures and Outcomes
Data is used to identify areas for growth and improvement, establish program and agency wide outcomes, implement changes to achieve identified outcomes, and monitor progress toward achievement of performance targets, goals and outcomes.
Some of the items measured include:
- Strategic direction and annual goals
- Management and operational performance
- Program results and service delivery quality
- Customer and program outcomes
Stakeholder participation in DCCCA’s Quality Improvement Program is vital to its success. If you have input to provide, you may contact the appropriate DCCCA program manager or the Director of Quality Improvement at email@example.com.
updated January, 2015