Quality Assurance and Performance Improvement Clause Samples

Quality Assurance and Performance Improvement. A. The State will develop and implement a quality assurance and performance improvement system, emphasizing the use of client-level outcome tools and measures, to ensure that existing community-based services described in the Agreement are offered in accordance with the individualized transition process set forth above, and that the individuals served are provided with the State’s services and supports they need to ensure their health, safety, and welfare. The goal of the State’s system will be to ensure that all mental health and other services and supports funded by the State are of good quality and are sufficient to provide reasonable opportunities to help individuals achieve increased independence, gain greater integration into the community, obtain and maintain stable housing, avoid ▇▇▇▇▇, and decrease the incidence of hospital contacts and institutionalization.
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Quality Assurance and Performance Improvement. A. The goal of the State’s Quality Assurance and Performance Improvement System shall be to ensure that all mental health services funded by the State are of good quality and are sufficient to help individuals achieve positive outcomes, including increased integration and independence, and self-determination in all life domains (e.g., community living, employment, education, recreation, healthcare, and relationships); stable community living, avoidance of ▇▇▇▇▇, and decreased hospitalization and institutionalization. B. Risk Management 1. The State will require that DPC, IMDs, and community providers develop transition and service plans that proactively identify and address risks of harm to individuals receiving services. Harm includes any physical or emotional injury, whether caused by abuse, neglect, or accidental causes. 2. When a risk of harm is identified, preventive measures will be developed and implemented. 3. All providers of services will be trained on common harm prevention measures. Staff working with individuals with identified risks must be competent to implement their plans, including the individualized preventive measures. 4. If harm occurs despite these measures, the responsible State, IMD or community provider will complete a root cause analysis within 10 days. 5. Using the results of the root cause analysis, the State, IMD or community provider will develop and implement a corrective action to prevent future harm. 6. The State, IMD or community provider will assess the effectiveness of all corrective actions. If the corrective action does not effectively address the identified harm, a specialized team from the State’s Performance Improvement Section will be notified and will assist in developing and implementing a modified corrective action plan. The State specialists will remain involved in the case until the harm is effectively addressed. 7. Each identified harm and the responsive corrective action will be reported to the State’s Performance Improvement Section. 8. If the State, IMD, or community provider refuses to report ▇▇▇▇▇, implement corrective actions, or comply with the Performance Improvement Section specialists’ recommendations, the State, in consultation with the Monitor, will take appropriate action. 9. The State will develop a detailed process for collecting and utilizing data on risk management at DPC, IMDs, and community providers incorporating the steps listed in V.B.1-8. The process is intended to identify patterns and...
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Quality Assurance and Performance Improvement. Each PASSE must establish and maintain a PASSE Quality Assurance and Performance Improvement (QAPI) program, and form a Medical/Quality Management (MQM) committee. The QAPI program will oversee all Quality Assurance (QA) and Performance Improvement (PI) aspects of services provided in order to promote improvement in the quality of care provided to PASSE Members as required by 42 CFR §438.2, §438.310 and §438.330.
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Quality Assurance and Performance Improvement. (QAPI) System‌ The Office of QA is responsible for driving the strategic vision, mission, and scope for quality improvement and data-driven practice. The director of this office reports to the DoHS Deputy Secretary for Children and Adult Services. DoHS leadership continues to prioritize the alignment of quality improvement efforts across bureaus, with other child-serving partners, and with stakeholders, in tandem with the cross-bureau collaboration currently underway to streamline programmatic work and provide a seamless system of care for children and families. A summary of the data analysis, review, and findings are published semiannually in DoHS Quality and Outcomes reports. DoHS draws data and information from various sources to evaluate and monitor mental and behavioral health services and outcomes. Data sources include multiple data systems, quality sampling reviews, fidelity reviews, and feedback from staff, children, families, providers, caregivers, and other stakeholders. DoHS continues the phased build-out and implementation of a data store to house data from multiple sources across DoHS’s child welfare and mental and behavioral health services systems, with the goal of aggregating data from child-serving bureaus to review and improve outcomes over time. As the mental health system and programs in the state continue to grow and evolve, so do the data systems that support these activities. DoHS is working toward system changes that will allow increased data collection at the child and encounter level. In addition to internal data systems, DoHS uses the expertise of community partners for support in quality and evaluation initiatives, including: ● WVU: Contracted to complete ongoing evaluation of WV’s children’s HCBS. Reports can be found on the KTC website (▇▇▇▇▇://▇▇▇▇▇▇▇▇▇▇.▇▇.▇▇▇/).
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Quality Assurance and Performance Improvement. Hospital will designate and commit the appropriate staff to attend and participate in periodic (at least monthly) performance reviews in partnership with OneLegacy to review all donation-related quality assurance and performance improvement (QAPI) initiatives and ensure all aspects of the donation program remain effective with respect to promoting donation and serving both the patients and the communities. All initiatives and topics (including but not limited to referral timeliness, policy revisions, patient management, death record reviews, emergency preparedness, process concerns, donation data metrics, hospital development opportunities, and adverse events) will focus on (i) objectively measuring and assessing CMS-established or donation-related performance metrics, (ii) identifying opportunities for program improvement and address adverse events arising from specific challenges, and (iii) maximizing the donation potential while maintaining compliance with the laws and regulations governing donation.
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Related to Quality Assurance and Performance Improvement

  • CONTRACTOR PERFORMANCE AUDIT The Contractor shall allow the Authorized User to assess Contractor’s performance by providing any materials requested in the Authorized User Agreement (e.g., page load times, response times, uptime, and fail over time). The Authorized User may perform this Contractor performance audit with a third party at its discretion, at the Authorized User’s expense. The Contractor shall perform an independent audit of its Data Centers, at least annually, at Contractor expense. The Contractor will provide a data owner facing audit report upon request by the Authorized User. The Contractor shall identify any confidential, trade secret, or proprietary information in accordance with Appendix B, Section 9(a), Confidential/Trade Secret Materials.

  • Quality Assurance Requirements There are no special Quality Assurance requirements under this Agreement.

  • COUNTY’S QUALITY ASSURANCE PLAN The County or its agent will evaluate the Contractor’s performance under this Contract on not less than an annual basis. Such evaluation will include assessing the Contractor’s compliance with all Contract terms and conditions and performance standards. Contractor deficiencies which the County determines are severe or continuing and that may place performance of the Contract in jeopardy if not corrected will be reported to the Board of Supervisors. The report will include improvement/corrective action measures taken by the County and the Contractor. If improvement does not occur consistent with the corrective action measures, the County may terminate this Contract or impose other penalties as specified in this Contract.

  • The Performance Improvement Process (a) The Performance Improvement Process will focus on the risks of non- performance and problem-solving. It may include one or more of the following actions: a requirement that the HSP develop and implement an improvement plan that is acceptable to the Funder; the conduct of a Review; an amendment of the HSP’s obligations; an in-year, or year-end, adjustment to the Funding, among other possible means of responding to the Performance Factor or improving performance. (b) Any performance improvement process begun under a prior service accountability agreement that was not completed under the prior agreement will continue under this Agreement. Any performance improvement required by a Funder under a prior service accountability agreement will be deemed to be a requirement of this Agreement until fulfilled or waived by the Funder.

  • Quality Assurance Program An employee shall be entitled to leave of absence without loss of earnings from her or his regularly scheduled working hours for the purpose of writing examinations required by the College of Nurses of Ontario arising out of the Quality Assurance Program.