Title: Enhancing Client Experience by Simplifying the Way in Which Client May Express Concerns and Receive Information Scope/Boundaries: Pilot phase for the Park Assisted living Program Team Executive Sponsor: Jane Loncke & Glenys Currie Joint Project Lead/Improvement Advisor: Gurjot Jassy and Rebecca Buckland Team Members: Annette Simpson (Assisted Living Program Supervisor) Olena Holovatska ( PSW at Park St. Assisted Living Program) Problem Statement: Clients are dissatisfied with they way in which their complaints/concerns are being managed. Most recent survey results show that only 33% of clients were “satisfied” or “very satisfied.” Currently, clients who have the contact info at hand, will attempt to contact the supervisor or manager by either leaving a message or by telling their PSW directly. Aim Statement: By September 1/2014, St. Joseph’s Home Care will improve client satisfaction with the way in which client concerns are handled, by 17%. Measures: Outcome Measure: % of clients who were satisfied or very satisfied with the timeliness of the response to their concern. % of clients who were satisfied or very satisfied with the accessibility to a supervisor/manager. Process Measure: time of receipt to time of resolution Balancing Measure: - # of client’s concerns reported Root Causes of the Problem: Feedback from Park Assisted Living Program clients, family, as well as program management and frontline staff. Barriers exist in the current flow of communication between client and management staff resulting in unnecessary delays in responses to inquiries and concerns Finding based upon results from client survey, Question “If you expressed a concern or filed a complaint you were satisfied with the way in which your complaint or concern was handled” (Most recent survey results show that only 33% of clients were “very satisfied.”) Currently, clients who have the contact info at hand, will attempt to contact the supervisor or manager in the following ways: Leave a message on phone at the office (This message can be easily erased by mistake or staff may simply forget to document the message in the communication book) Tell their PSW that they would like to speak to the manager or supervisor (The client may not want the PSW to know that they wish to express a concern. This may lead to unexpressed concerns.) Upon entering the program, clients receive a folder with contact information, the conflict resolution policy, fridge magnets with contact numbers etc. Over the course of time, this information is often lost or mixed up with contact information from other service providers who visit the client. For Example: If the client also receives nursing visits from STJHC, the client may call the nursing department to express a concern about the Assisted Living program. The nursing department will often respond by giving the client an incorrect contact number for the program). If the client also receives PSW visits from another agency, the client may call this agency to express a concern about the STJHC Assisted Living program Both situations lead to the client being unnecessarily confused and frustrated Change Ideas: The project team will create a direct line of communication between client and manager, A designated day and time will be set aside for clients to contact office (10am – 2pm on Mondays?). Prior to the implementation of this process, a staff member will visit each client to explain the change. A contact package will be distributed outlining the kinds of client concerns that may be expressed . The designated contact number, day and time will be given. The client will be made aware of the benefits of an Assisted Living Program and how this program differs from others. During the designated contact period ( Mondays, between 10am and 1pm?), clients will be assured of speaking to a “live” person with whom they can discuss their concerns. This person will be the manager, supervisor or another individual who is familiar with clients and the program. Smaller issues may be resolved by phone. Appointments can be made for the manager to visit the client, if necessary. Client may also receive information about other available services. Furthermore, opportunities to utilize the extra office at Park could be explore d or send invitations to clients to visit the office during this time . Anticipated Barriers and Mitigation Strategies: Anticipated Timeline: March 31st, 2014 Key Milestones: Preliminary Survey Implementation Post-implementation Survey Resources Required: Cost to backfill team members attending training sessions. Dedicated time provided for Joint Project leads Signatures: Executive Sponsor: _______________________________ Project Lead: __________________________________

Title: Project Title Scope/Boundaries: Indicate the beginning and end steps and the process being focused on Team List the names and positions for: Executive Sponsor (someone on senior management who will be accountable at a senior level, will remove barriers, ensure adequate resources are provided, etc) Project Lead (Person accountable for accountable for leadership of the project team and accountable for day-to-day project progress) Process Owner (often the same person as the Project Lead; a person who is in a management position and is accountable for the process being improved; Improvement Advisor (Someone who does not necessarily have content expertise, but provides and builds QI expertise in the team; for this Learning Collaborative, the Project Lead will also be the Improvement Advisor, supported by an External Coach. Team Members (Ensure the team includes ndividuals from the front line who are most familiar with the process , and where possible, “suppliers” and “customers” who may be impacted through inputs to or outputs from the process) Aim Statement: Articulate your project aim stating “How much” (amount of improvement – eg 30%) , “by when” (a month and year), “as measured by” (needs to reflect service delivery improvement that will directly impact clients) Problem Statement: . What is the problem and what parts of the organization does it impact/touch? . Why is this important to the organization? Is it linked to a strategic priority? . Is there data or other evidence that helps to highlight the problem? Measures: Include a Family of Measures: . Outcome Measures (at least one) . Process Measures (at least one per change idea) . Balancing Measures (at least one) Root Causes of the Problem: How were they identified? Include any available evidence. Change Ideas: What are they? What is the hypothesized relationship between the root causes and the change ideas? Is there evidence in the literature or elsewhere for the relationship? Anticipated Barriers and Mitigation Strategies: Anticipated Timeline Over how many months will the project be conducted? If possible, specify start date by month and year, and end date by month and year Key Milestones: Identify key points over the project duration at which time you anticipate key deliverables/results Resources Required: Budget, Dedicated Staff Time for Project Lead and for Team members. Signatures: Signals that these individuals have read the Charter and are aware of the project focus, and at minimum, commit to and agree with the design, set up, and resource requirements at the early stages. Executive Sponsor: _______________________________ Project Lead: __________________________________