U.S. Department of Health and Human Services
Recent Findings on Frontline Long-Term Care Workers: A Research Synthesis 1999-2003
Lauren Harris-Kojetin, Debra Lipson, Jean Fielding, Kristen Kiefer and Robyn I. Stone
Institute for the Future of Aging Services
Program evaluations can play an important role in formulating goals, objectives, and implementation strategies for a variety of planning activities throughout the Department of Health and Human Services (HHS). Program evaluations also tell us whether our efforts are successful. While there are still gaps in what we know, we now are beginning to as
Many programs within the Department have goals, objectives, and target populations that appear similar. Likewise, many Department programs appear to duplicate or overlap programs in other Federal agencies. Many state, local, and private sector programs also have goals, objectives, and target populations in common with Department programs. Because
Improving quality of life and health in the United States also involves improving the quality of human services and health care that persons receive. The focus of this goal and supporting objectives is on the implementation of a variety of strategies to improve service quality. In this respect, several of the objectives parallel the goals in the D
How We Will Accomplish Our Objective
We will work with state governments to reduce the disparity in health insurance coverage through improved outreach and enrollment efforts to minority groups in our Medicaid and State Children's Health Insurance Program.
In 1997, HHS published its first strategic plan in response to the Government Performance and Results Act (GPRA). Since that time, the Department has successfully implemented the remaining GPRA requirements and now is working to continually improve the quality of its GPRA submissions. Part of that quality improvement effort has focused on updating
Washington State was a pilot state for the recent federal piloting of national public reporting of quality indicators (QIs). Many of the suggestions for the federal role were related to the federal QI and quality measures (QM) initiatives and to the QIOs.
The State of Washington currently has a $2 billion budget deficit; so all non-mandatory programs will be closely scrutinized. QAN program administrators, however, reported that the program has had the highest level of support by the Administration and that this has been true from the beginning--a critical factor in the program's success they say.
No formal evaluation of the effect of the QAN program has been made to date. Program managers noted that it is very difficult to tell what influences quality given the numerous factors involved. One manager reported, "In regions with more limited QAN presence we get more complaints." From that and other evidence she had concluded, "Yes, I know tha
Virtually all with whom we spoke said that it would be better if the QANs had more time for QANing. As one provider put it "What's discouraging is that [the QAN program] seems to have been out of commission for a while; they must be doing surveys." Several providers with whom we spoke reported not having a QAN visit in over a year; one reported on
The QAN program is based on the concept that survey agency staff members can establish supportive, professional relationships with nursing facility leaders so that facility staff can be kept informed about potential compliance issues that are observed. Feedback from the Washington providers with whom we spoke suggests that the state has been effec