Do you have a process(es) to improve quality or performance? Is an entity or person responsible for based on performance reports (e.g. top management team, governing or advisory board Is there a regular timetable for your QI process? Are the steps in the process communicated? Are managers and employees evaluated for their performance improvement efforts (i.e., is performance improvement in their job descriptions)? Are performance reports used regularly for decisionmaking? Is performance information used to do the following? (check all that apply) Determine areas for more analysis or evaluation Set priorities and allocate/redirect resources Inform policymakers of the observed or potential impact of decisions under their consideration Do you have the capacity to take action to improve performance when needed? Do you have processes to manage changes in policies, programs, or infrastructure? Do managers have the authority to make certain changes to improve performance? Do staff have the authority to make certain changes to improve performance? Does the organization regularly develop performance improvement or QI plans that specify timelines, actions, and responsible parties? Is there a process or mechanism to coordinate QI efforts among programs, divisions, or organizations that share the same performance targets? Is QI training available to managers and staff? Are personnel and financial resources allocated to your QI process? 2C: Current Process Analysis Background: Before beginning a quality improvement initiative, you need to understand your current methods. This tool can be used to describe key processes in your organization where pressure ulcer prevention activities could or should happen. Reference: Adapted from: Quality Partners of Rhode Island. QI Worksheet E, Current Process Analysis. Available at: .
Do you have a process(es) to improve quality or performance? Is an entity or person responsible for based on performance reports (e.g. top management team, governing or advisory board Is there a regular timetable for your QI process? Are the steps in the process communicated? Are managers and employees evaluated for their performance improvement efforts (i.e., is performance improvement in their job descriptions)? Are performance reports used regularly for decisionmaking? Is performance information used to do the following? (check all that apply) Determine areas for more analysis or evaluation Set priorities and allocate/redirect resources Inform policymakers of the observed or potential impact of decisions under their consideration Do you have the capacity to take action to improve performance when needed? Do you have processes to manage changes in policies, programs, or infrastructure? Do managers have the authority to make certain changes to improve performance? Do staff have the authority to make certain changes to improve performance? Does the organization regularly develop performance improvement or QI plans that specify timelines, actions, and responsible parties? Is there a process or mechanism to coordinate QI efforts among programs, divisions, or organizations that share the same performance targets? Is QI training available to managers and staff? Are personnel and financial resources allocated to your QI process? 2C: Current Process Analysis Background: Before beginning a quality improvement initiative, you need to understand your current methods. This tool can be used to describe key processes in your organization where pressure ulcer prevention activities could or should happen. Reference: Adapted from: Quality Partners of Rhode Island. QI Worksheet E, Current Process Analysis. Available at: .