Better, Brighter Futures: Approved Preferred Provider Scheme

Better, Brighter Futures: Approved Preferred Provider Scheme Master Score System

Alec Fraher 2007

Information Box  Document

Purpose:

 To

provide a balance score card of the evidence submitted by Drug and Alcohol Providers as part of the ‘Fitness for Purpose’ assessment and application for preferred provider status.

 The

methodology makes use of Lean and Six Sigma technology.

Master Score System: The Whole System

Design for Demand Transparent Value Base

Supportive and Effective Partnering

Optimal Management

Effective Client Journey

X(PEN+PECVA)=2> Best Practice

Compatibility of Process and Values

Pursues Perfection

Shared Aspirations

Financial managementDiversity

Master Score System:X(PEN+PECVA)=2> Audited Accounts

Financial Management

PEN Purchaser Expected Norms

Strategic, Relevance and Rationale

Meeting Need – business and clinical governance

Stakeholder Engagement Diversity

Originality and Impact Resource Allocation

Supportive and effective partnering

Shared Aspirations

Best practice

Optimal Management

Master Score System: X(PEN+PECVA)=2> Level of Customer Integration (x) Processes and Values are Compatible Values Evident in Client Journey Has a Clear and Transparent Value Base

Designed for Customer Demand

Pursues Perfection

Level of Customer Integration

Master Score System: X(PEN+PECVA)=2> PECVA

Processes

Provider Evidence of Consistent Value Application

Staffing Training and Involvement

Adaptability Monitoring

Attitudes

Credibility

Senior Leadership Engagement

Benefits beyond the person

Clinical Leadership

Organisation Aims and Cultural Fit Infrastructure

PECVA: Process Evidence 

Monitoring Progress There is evidence of systems in place to communicate progress and change to all with named actions

Score

There is evidence of systems in place to monitor change but this is not communicated to all

Score

There is evidence of systems and communication but nothing happens

Score

There is no evidence of systems or communication

Score

6.7

3.3

2.4

0.0

PECVA: Process Evidence 

Adaptability Processes can be adapted to meet changing demand and improve services

Score 7.0

Processes can be changed but there is no system for continuous quality management

Score 3.4

Processes are rigid but there is continuous quality management

Score 2.4

There are no systems

Score 0.0

PECVA: Process Evidence 

Credibility

Process are visible and recognisable and the results believable and supported by stakeholders

Score

The processes are not visible but are supported by stakeholders

Score

The processes are visible but are supported by evidence but not believed by stakeholders

Score

Processes are not believed nor supported

Score

9.1

6.3

3.1

0.0

PECVA: Process Evidence 

Benefits Beyond the Person

The processes improve treatment effectiveness and make using services easier

Score

The processes improve treatment effectiveness but do not make using services easier

Score

The processes do not improve treatment effectiveness but does make using services easier

Score

No improvement in treatment effectiveness or service users/carers experience

Score

8.7

4.7

4.0

0.0

PECVA: Staffing Evidence 

Training and Involvement

Staff are involved in business planning and are adequately supported and trained to improve practice

Score

Staff are involved in business planning but are not trained in this

Score

Staff are not involved in business planning but are receive training when requested

Score

Staff are not involved or trained

Score

11.5

4.9

6.3

0.0

PECVA: Staffing Evidence 

Attitudes

Staff feel empowered and believe in the future

Score

Staff feel empowered but don’t believe in the future

Score

Staff don’t feel empowered but believe in the future

Score

Don’t feel empowered or believe in the future

Score

11.0

5.1

5.1

0.0

PECVA: Staffing Evidence 

Senior Leadership

Senior managers take responsibility for leading and sharing plans with staff; staff seek help and advice

Score

Senior managers don’t take responsibility but do share information about plans

Score

Senior managers do take responsibility for plans but doesn’t share information and others don’t seek advice

Score

Doesn’t take responsibility nor share information or advise

Score

15.0

6.2

5.7

0.0

PECVA: Staffing Evidence 

Clinical Leadership

Has a clear clinical lead and takes responsibility for decision making, sharing information with staff; staff seek help and advice without prompting

Score

Has clinical lead but does not take responsibility for decision making, but does advise staff

Score

Takes clinical responsibility but others do not take advice or seek help

Score

Does not take responsibility nor share information or give advice

Score

15.0

6.2

5.7

0.0

PECVA: Organisation Evidence 

Aims and Cultural Fit Shows historical success of improving services in line with stated aims and objectives

Score

Shows historical success of managing change but inconsistent application of aims and objectives

Score

Has no history of managing change but the aims and objectives are upheld

Score

7.2

3.3

3.5

Has no history of success and inconsistently applies aims and objectives

Score 0.0

PECVA: Organisation Evidence 

Infrastructure

Staff facilities, job descriptions, policies and procedures, communication systems are in place and fit for purpose Has the right staffing levels but poor job descriptions, policies and procedures

Score

Job descriptions, policies and procedures etc are adequate but does not have the right staffing

Score

Has failed to implement proper job descriptions, policies and procedures

Score

9.7 Score 4.4

3.3

0.0

Master Score System: Balance Score Card 

Monitoring Progress



Adaptability



Credibility



Benefits Beyond the Person



Training and Involvement



Attitudes



Senior Management Leadership



Clinical Leadership



Aims and Cultural Fit



Infrastructure

Sample

perfect