# Presentation: 075456

## Chapter 7.What’s Your Strategy? Thinking Through the Error Reduction Challenge

## Chapter 7.  Section 1.  Introduction

- Learning Objectives
- Assess, analyze and cure QC findings
- Develop & implement a long-term error resolution plan

## Getting Ready

- It’s time to begin thinking about taking the Summit information home.
- In the Chapters 6 & 7 we are changing the nature of the conversation
- From:  What PHAs must and must not do
- To: Short and long term strategies for responding to the RIM reviews and implementing an effective error reduction program.

## Getting Ready

- Discussion
- What will be the most challenging part of an error reduction initiative at your PHA?

## This Chapter

- Focuses on strategies for:
- Identifying root causes of errors
- Developing a plan for correcting and preventing errors
- Includes a 2-part problem solving model that will be used to think about:
- Responding to RIM reviews
- Reducing and preventing future errors

## Clarify Area of Concern

*Clarify Area of Concern*

*Understand What Really Happened*

*Identify Reasons for Errors*

*Find Appropriate solutions*

*Develop an Implementation Plan*

- Problem Analysis

- Response Strategy

**Approach to Error Reduction**

**Notes:**
Trainer note: Give a non-housing example, like this: 
Error: Late for training
Understand the Requirements: Be on time
Actual Performance: 15 minutes late
Reasons: Stopped for coffee and line was longer than I thought
Possible Solutions.... Bring thermos, skip the coffee (bad idea...) come earlier... take subway... have a friend buy my coffee... Select a solution: Take Metro
Coordinate: Metro doesn’t work with day-care
Go back and select again: Bring a thermos (Added advantages: better quality coffee, and cheaper)
Implementation plan: Tomorrow morning, bring coffee. Need 15 minutes to make coffee. Coordinate with other activities: I can make coffee while I feed the dog – I only need 5 extra minutes. Set the alarm and get out of bed!

Trainer Note: Emphasize that the process can be iterative/circle back to earlier points

Trainer Note: Quick brainstorm: “What will be the most challenging part of an error reduction initiative at your PHAs?”

## What People Often Do...

- “I have a problem.  Let’s make a plan.”
- They forget the steps that come before the plan.
- They solve the wrong problem!
- Find out what the problem is before you fix it!
- As you go through the examples, you may say, “I know what needs to be done – we need to do training.”  But let’s go through the steps to see.

## RIM Reminder

- Within 45 days:
- Correct individual tenant file errors identified by the RIM
- Corrective action plan for any errors not resolved in 45 days
- Within 6 months:
- Implement corrective actions to resolve systemic findings and prevent future errors
- Corrective action plans that exceed six months must be approved by HUD Headquarters.

## Chapter 7.  Section 2.Problem Analysis Strategy

## Section 2. Problem Analysis Strategy

- Our strategy starts with “problem analysis”
- But don’t we already know what’s wrong?
- HUD’s RIM reviews may have identified some problems
- But ... knowing what to do about the problems requires a deeper understanding of exactly what happened and why.

## Problem Analysis

***Step 1:  Clarify Area of Concern***

*Step 2:  Understand What Really Happened*

*Step 3:  Identify Reasons for Errors*

**Problem Analysis**

## Step 1:  Clarify the Area of Concern

- Work with one issue at a time
- We’ll use Child Care as a running example
- Use as many sources of information as possible
- RIM review findings
- Quality control results
- Complaints (internal/external)
- After an assessment of each issue, think about how they fit together

## Clarify the Area of Concern 

- Identify the requirements:  Is it clear how each issue should have been handled?
- To be sure, review:
- HUD and PHA policies and procedures
- Forms, checklists and other tools
- Ask yourself:
- Are policies and procedures clear?
- Do they ensure consistent handling of files?
- Are any situations not covered?

## Concern:  Child Care

- Page 7-5.  The RIM Reviewer found that:
- Staff didn’t follow PHA policy for determining which family member is enabled to work
- Staff did not ask if child care costs were paid or reimbursed by a third party
- 3rd party verifications were missing with no explanation
- No documentation of the “reasonableness” of the child care expenses
- Ineligible expenses counted as child care

## Concern:  Child Care

- Page 7-5 (continued)
- Where would we find what should have happened?
- HUD regulations [24 CFR 5.603 and 5.611]
- PHA’s Admission and Occupancy Policy
- Public Housing Occupancy Guidebook
- Notice PIH 2001-15 (HA) [expired]
- PHA forms [Interview form, third-party verification form]

## Concern:  Child Care

- We have clarified the area of concern.  We know:
- What the RIM Reviewer (or our own QC process) tells us happened.
- What should have been done according to HUD and PHA policies.
- Next step: Understand what really happened.

## Clarify Area of Concern

*Clarify Area of Concern*

***Understand What Really Happened***

*Identify Reasons for Errors*

*Find Appropriate solutions*

*Develop an Implementation Plan*

- Problem Analysis

- Response Strategy

**Approach to Error Reduction**

**Notes:**
Trainer note: Give a non-housing example, like this: 
Error: Late for training
Understand the Requirements: Be on time
Actual Performance: 15 minutes late
Reasons: Stopped for coffee and line was longer than I thought
Possible Solutions.... Bring thermos, skip the coffee (bad idea...) come earlier... take subway... have a friend buy my coffee... Select a solution: Take Metro
Coordinate: Metro doesn’t work with day-care
Go back and select again: Bring a thermos (Added advantages: better quality coffee, and cheaper)
Implementation plan: Tomorrow morning, bring coffee. Need 15 minutes to make coffee. Coordinate with other activities: I can make coffee while I feed the dog – I only need 5 extra minutes. Set the alarm and get out of bed!

Trainer Note: Emphasize that the process can be iterative/circle back to earlier points

Trainer Note: Quick brainstorm: “What will be the most challenging part of an error reduction initiative at your PHAs?”

## Step 2: What Really Happened?

- Begin to assess the underlying problem
- Who made the errors (everyone, several people, one person)?
- How frequently were errors made?
- What kinds of errors were made?
- Did a special situation cause the error?
- Start with your experience but don’t jump to conclusions

## What Really Happened?

- To understand the underlying problem you may decide additional data collection is needed.
- If so:
- Pick files processed by different specialists
- Select enough files to pick up on problems and see trends
- Choose cases that are likely to have the type of error you are analyzing

## What Really Happened?

- Talk with people
- Consider the advantages of individual vs. group conversations
- Consider how to get diverse perspectives.  Variety is the key!
- Best/worst performers?
- Oldest/newest staff?
- Members of different teams?
- Talk to enough people, but not too many

## What Really Happened?

- Think about how you ask the questions.
-  Can you walk me through this part of the process? (Not: Why did you ...)
- What is the hardest or most confusing part?
- What do you do if you have a question? (Not: Why don’t you know ...)
- What would help you do this more easily/more accurately.

## What Happened:  Child Care

- Page 7-8.
- Staff automatically used the spouse’s income to cap child care.
- PHA policy says use family member with lowest income unless information shows someone else is enabled to work
- Staff didn’t ask about reimbursement from other sources.
- Some staff said they didn’t know to do it; others said they knew, but “forgot” to ask

## What Happened:  Child Care

- Page 7-8 (continued)
- Missing third-party verifications
- Staff reported that third-party providers often don’t cooperate, so they used other verification method to get work done quickly.
- Missing documentation of reasonableness
- Staff are confused about how they are to handle “reasonableness”

## What Happened: Child Care

- Page 7-8 (continued)
- Ineligible expenses allowed for a 15-year old child with a disability
- The staff member knows the rule.
- A review of her other cases found no other errors.  She just made a mistake.
- Now we understand what happened.  Next:  Why did it happen?

## Clarify Area of Concern

*Clarify Area of Concern*

*Understand What Really Happened*

***Identify Reasons for Errors***

*Find Appropriate solutions*

*Develop an Implementation Plan*

- Problem Analysis

- Response Strategy

**Approach to Error Reduction**

**Notes:**
Trainer note: Give a non-housing example, like this: 
Error: Late for training
Understand the Requirements: Be on time
Actual Performance: 15 minutes late
Reasons: Stopped for coffee and line was longer than I thought
Possible Solutions.... Bring thermos, skip the coffee (bad idea...) come earlier... take subway... have a friend buy my coffee... Select a solution: Take Metro
Coordinate: Metro doesn’t work with day-care
Go back and select again: Bring a thermos (Added advantages: better quality coffee, and cheaper)
Implementation plan: Tomorrow morning, bring coffee. Need 15 minutes to make coffee. Coordinate with other activities: I can make coffee while I feed the dog – I only need 5 extra minutes. Set the alarm and get out of bed!

Trainer Note: Emphasize that the process can be iterative/circle back to earlier points

Trainer Note: Quick brainstorm: “What will be the most challenging part of an error reduction initiative at your PHAs?”

## Step 3:  Identify Reasons for Errors

- To understand why:
- Reflect on what you know from looking at files and interviewing staff
- Remember, the stated reasons may not get to the root problem

## Reasons for Errors: 

- Keep asking “why”? For example:
- Staff didn’t know how
- Why didn’t they know?
- No one told them – why didn’t someone tell them?
- Someone told them – but they misunderstood?  Why did they misunderstand?
- They knew it but forgot – why did they forget?

## Clarify Area of Concern

*Clarify Area of Concern*

*Understand What Really Happened*

***Identify Reasons for Errors:**** ****Stated and Root***

*Find Appropriate solutions*

*Develop an Implementation Plan*

- Problem Analysis

- Response Strategy

**Approach to Error Reduction**

**Notes:**
Trainer note: Give a non-housing example, like this: 
Error: Late for training
Understand the Requirements: Be on time
Actual Performance: 15 minutes late
Reasons: Stopped for coffee and line was longer than I thought
Possible Solutions.... Bring thermos, skip the coffee (bad idea...) come earlier... take subway... have a friend buy my coffee... Select a solution: Take Metro
Coordinate: Metro doesn’t work with day-care
Go back and select again: Bring a thermos (Added advantages: better quality coffee, and cheaper)
Implementation plan: Tomorrow morning, bring coffee. Need 15 minutes to make coffee. Coordinate with other activities: I can make coffee while I feed the dog – I only need 5 extra minutes. Set the alarm and get out of bed!

Trainer Note: Emphasize that the process can be iterative/circle back to earlier points

Trainer Note: Quick brainstorm: “What will be the most challenging part of an error reduction initiative at your PHAs?”

## Reasons for Errors(See Chart on p. 7-10)

- Stated Reason
- Staff “didn’t know” WHAT to do
- Staff didn’t know HOW

- Root Cause
- Policy/Procedures?
- Lack of Knowledge
- Inadequate supervision?
- Inadequate training?
- Knowledge/training?
- Skill or ability?
- Clear procedures?
- Inadequate supervision?

## Reasons for Errors

- Stated Reason
**Staff COULDN’T**
**Staff WON’T/DON’T**
- Always done it
- Didn’t know why it was important or didn’t believe it was important

- Root Cause
- Inadequate infrastructure
- Excessive workload
- Forms / other tools
- Computer capacity?
- Organizational Culture
- Inadequate supervision
- Lack of clear procedures

## Reasons for Errors

- Page 7-11
- Common Root Causes of Errors
- Inadequate Written Tools
- Inadequate Computer Hardware and Software
- Inadequate Communication
- Limited Staff Capacity
- Inadequate Facilities* *
- Inadequate Supervision
- Non-productive Organizational Culture
- Policies and procedures

**Notes:**
Trainer Notes: 
WHAT happens is distinct from WHY it happens. 
Understanding WHAT and WHY both require conversations with staff. 
The analyst must probe until it is possible to answer both questions.
RIM may be a new process but your oversight of staff work is not new to most of you. What have you found are the most likely “why” reasons?

Sample discussion for Computerized Tools -- Do staff know how to use the programs? Do we have adequate computers to run the programs (enough computers, with fast enough speeds and large enough memories, that don’t go down when they are needed?) Do I know for sure that my software does the calculations correctly?
Sample discussion for computerized aids -- These might include forms, checklists, interview scripts, form letters, record-keeping formats) Are they clear, simple to use, and readily available to staff?Do we have them for all activities that they could help streamline?
Communication (need to tell staff how to do it and why to do it)
Staff capacity refers to (training, knowledge, skills and abilities, attitude)
Facilities refers to meeting rooms, fax machines, etc.
Supervision is a source of error when it fails to correct on-going problems, or directs staff to take incorrect actions.
Organizational culture is a sources of error when the incentives/attitudes around the organization encourage incorrect behavior
Policies and procedures are a source of error when they are unclear or incomplete.

## Reasons:  Child Care

- Page 7-12
- Capping the deduction
- Stated Reason:  Staff Confused
- Root Cause:  Newer staff don’t have knowledge and skills to make the decision
- Checking for costs were paid by others
- Stated Reason: “We forgot, doesn’t happen often
- Root Cause: Interview form doesn’t have a question

**Notes:**
Capping Deduction
	The stated cause is that people are confused, but more discussion reveals that there are some differences in this regard between new staff and more experienced staff

## Reasons: Child Care

- Page 7-12 (continued)
- Missing 3rd party verifications
- Stated reason:  Small providers don’t respond so we move on to other forms
- Root cause:
- No place to explain why 3rd party wasn’t used
- Staff are focused more on timeliness than compliance.
- Verification form may be too complicated for small providers.

## Reasons: Child Care

- Page 7-12 (continued)
- Staff didn’t document reasonableness
- Stated Reason: “We’re confused”
- Root Cause: Staff don’t have knowledge and skills to make this decision
- Counted expenses for 15 year old disabled child
- Stated Reason:  “I forgot”
- Root Cause:  Carelessness, isolated incident

## Problem Analysis Review

- Before trying to solve a problem, have you?
- Clarified the area of concern?
- Determined what really happened?
- Identified reasons for the errors?
- If yes, it’s time to develop a strategy.

## Chapter 7.  Section 3.Response Strategy

## Section 3.  Response Strategy

- Find Appropriate solutions

- Develop an Implementation Plan

- Response Strategy

## Section 3.  Response Strategy

- Find Appropriate solutions

- Develop an Implementation Plan

- Response Strategy

## Step 1: Find Appropriate Solution

- Don’t jump to conclusions about what to do.
- Do you have a personal preference or bias about addressing errors?
- Sometimes a problem needs to be tackled from more than one angle
- For example, you may need to remind staff about rules _and_ improve policies _and_ improve forms)

## Find Appropriate Solutions

- Timing can be a barrier.. Think about solutions for the:
- Short-term.
- Medium-term
- Long-term
- Doable vs. deluxe.  The “ideal” solution is not always possible.  Consider:
- A quick fix, followed by a long term solution
- How much effort is really needed

## Solutions:  Child Care

- Page 7-17.
**Capping the deduction**
- Root cause:  New staff (especially) need information
- Solutions:  Case studies/discussion
**Checking for costs paid by others**
- Root Cause: Interview form didn’t have a question
- Solution:  Revise the form
**Missing 3****rd**** party verification**
- Root Cause: Combination of procedure and attitude
- Solutions: Fix form; enhance procedure; remind staff

## Solutions:  Child Care

- Documenting Reasonableness
- Root Cause:  Staff didn’t know how
- Solutions: Case studies and discussion
- What else?
- PHA counted expenses for 15 year old disabled child
- Root Cause:  Carelessness, isolated incident
- Solution:  Fix the file, no further action

## Coordinating Solutions

- Few PHAs have only one type of error.
- Even though each issue is analyzed separately, solutions should be coordinated.
- Set priorities that focus on errors with large financial impact or that happen frequently.
- Be realistic about resources required.
- Look for efficiencies such as training on several error topics at the same time.
- Adjust timeframes to avoid overloading a few staff.

## Section 3.  Response Strategy

- Find Appropriate solutions

- Develop an Implementation Plan

- Response Strategy

## Step 2. Develop An Implementation Plan

- Why an implementation plan?
- Understanding is not enough, action must follow
- Writing down a plan increases the chances it will be successful
- Tips for developing the plan
- Identify key players and bring everyone on board
- Remain flexible. Be ready to revise based upon the suggestions of other players.

## Implementation Plan

- More tips
- Get specific and detailed.  Now is the time to:
- List all of the steps
- Think strategically about who can best carry out each task
- Assign responsibilities and deadlines.
- Designate staff with appropriate interest and skills.
- Consolidate the individual plans to identify overloaded individuals and confirm priorities.

## Implementation Plan

- Page 7-20 – Child Care Example
- Column 1:  What we decided to do in general terms
- Column 2:  Who needs to take what specific actions
- Columns 3-6:  When will this be done?

## Implementation Plan

- Page 7-21 – A summary plan that:
- Addresses errors related to Child Care
- Illustrates the results of other analyses.
- Page 7-22 - Summary of the Problem Solving Process including:
- What to ask
- What to do

## Chapter 7.  Section 4.The Error Reduction Process

- Two Examples:
- Best Housing Authority (BHA)
- Quality Housing Authority (QHA)

## Introduction

- Purpose of the two examples
- More illustrations of the problem solving process
- Consider solutions for additional types of errors
- We will give overview now – you can study the details when you go home

## Overview of the Process

**Problem**

**Solution**

## Clarify Area of Concern

*Clarify Area of Concern*

*Understand What Really Happened*

*Identify Reasons for Errors*

*Find Appropriate solutions*

*Develop an Implementation Plan*

- Problem Analysis

- Response Strategy

**Approach to Error Reduction**

**Notes:**
Trainer note: Give a non-housing example, like this: 
Error: Late for training
Understand the Requirements: Be on time
Actual Performance: 15 minutes late
Reasons: Stopped for coffee and line was longer than I thought
Possible Solutions.... Bring thermos, skip the coffee (bad idea...) come earlier... take subway... have a friend buy my coffee... Select a solution: Take Metro
Coordinate: Metro doesn’t work with day-care
Go back and select again: Bring a thermos (Added advantages: better quality coffee, and cheaper)
Implementation plan: Tomorrow morning, bring coffee. Need 15 minutes to make coffee. Coordinate with other activities: I can make coffee while I feed the dog – I only need 5 extra minutes. Set the alarm and get out of bed!

Trainer Note: Emphasize that the process can be iterative/circle back to earlier points

Trainer Note: Quick brainstorm: “What will be the most challenging part of an error reduction initiative at your PHAs?”

## Clarify the Concern

- The Scenario:  HUD conducted RIM reviews at both PHAs and found identical errors:
- 3rd party verifications are not being consistently obtained.
- No explanation provided for why another form of verification was used
- Inadequate documentation of differences between file data and HUD-50058 data

## Best Housing Authority(BHA)

**Problem**
**Analysis**
**Strategy**

## Clarify Area of Concern

***Clarify Area of Concern***

***Understand What Really Happened***

***Identify Reasons for Errors***

**Problem Analysis**

**Approach to Error Reduction**

**Notes:**
Trainer note: Give a non-housing example, like this: 
Error: Late for training
Understand the Requirements: Be on time
Actual Performance: 15 minutes late
Reasons: Stopped for coffee and line was longer than I thought
Possible Solutions.... Bring thermos, skip the coffee (bad idea...) come earlier... take subway... have a friend buy my coffee... Select a solution: Take Metro
Coordinate: Metro doesn’t work with day-care
Go back and select again: Bring a thermos (Added advantages: better quality coffee, and cheaper)
Implementation plan: Tomorrow morning, bring coffee. Need 15 minutes to make coffee. Coordinate with other activities: I can make coffee while I feed the dog – I only need 5 extra minutes. Set the alarm and get out of bed!

Trainer Note: Emphasize that the process can be iterative/circle back to earlier points

Trainer Note: Quick brainstorm: “What will be the most challenging part of an error reduction initiative at your PHAs?”

## BHA Problem Analysis Steps

- Step 1: Clarify the areas of concern
- We did that (same for both PHAs)
- Step 2: Understand what really happened
- What did really happen? ...

## What Really Happened - BHA

- File reviews confirmed the problem
- Errors were concentrated among new staff (more than 50% on the job less than 2 years)
- Staff reported they were complying when possible
- Staff confused about what 3rd party means (e.g., “Don’t payroll stubs come from a 3rd party?”)
- Staff indicated there were reasons for making changes to the family’s final income but there is no place to document this.

## Step 3:  Identify the Reasons for Errors

- Page 7-26 (review chart)
- Column 2 – Stated Reason for Error
- Problem 1: No 3rd party verification in file
- Some staff didn’t know the paper work they were accepting was not 3rd party
- 50% of staff are new and lack of experience affected the error rate

## Reasons for Errors - BHA

- Page 7-26
- Column 3 – Possible Root Causes
- Problem 1:
- Inadequate policies and procedures
- Staff lack skills
- Supervisors aren’t catching errors.

## Step 3: Identify the Reasons

- Problem 2:  Lack of 3rd party documentation
- Stated Reason: Staff said they didn’t know where to put information about why they took a lesser form of verification
- Possible Cause: Inadequate forms – no establish method for recording the decisions to take something less than third party written verification

## Step 3: Identify the Reasons

- Problem 3: Lack of change documentation
- Stated Reason: Staff did not understand the importance of documenting changes in income
- Possible Cause:
- Inadequate forms
- Inadequate skills
- Inadequate supervision

## Best Housing Authority(BHA)

**Response**
**Strategy**

## Find Appropriate solutions

***Find Appropriate solutions***

***Develop an Implementation Plan***

**Response Strategy**

**Approach to Error Reduction**

**Notes:**
Trainer note: Give a non-housing example, like this: 
Error: Late for training
Understand the Requirements: Be on time
Actual Performance: 15 minutes late
Reasons: Stopped for coffee and line was longer than I thought
Possible Solutions.... Bring thermos, skip the coffee (bad idea...) come earlier... take subway... have a friend buy my coffee... Select a solution: Take Metro
Coordinate: Metro doesn’t work with day-care
Go back and select again: Bring a thermos (Added advantages: better quality coffee, and cheaper)
Implementation plan: Tomorrow morning, bring coffee. Need 15 minutes to make coffee. Coordinate with other activities: I can make coffee while I feed the dog – I only need 5 extra minutes. Set the alarm and get out of bed!

Trainer Note: Emphasize that the process can be iterative/circle back to earlier points

Trainer Note: Quick brainstorm: “What will be the most challenging part of an error reduction initiative at your PHAs?”

## Response Strategy – BHA

- Page 7-28 Possible Solutions to problems
- 	(look at column 3)
- BHA will focus on:
- Improving policies, procedures, forms
- Skills of staff
- Effectiveness of supervision

## Develop Implementation Plan

- Possible Solutions
- Need Action Plan to implement solution
- Need Strategy to carry it out
- Who needs to do what by when

## Develop Implementation Plan

- Review policies and procedures to ensure that 3rd party requirements are clear
- Who’s going to do it
- When is it going to be done?
- Review chart on pages 7-29 and 7-30
- Time frames ranging from “Now” to greater than six months

## Quality Housing Authority(QHA)

**Problem**
**Analysis**
**Strategy**

## Clarify Area of Concern

***Clarify Area of Concern***

***Understand What Really Happened***

***Identify Reasons for Errors***

**Problem Analysis**

**Approach to Error Reduction**

**Notes:**
Trainer note: Give a non-housing example, like this: 
Error: Late for training
Understand the Requirements: Be on time
Actual Performance: 15 minutes late
Reasons: Stopped for coffee and line was longer than I thought
Possible Solutions.... Bring thermos, skip the coffee (bad idea...) come earlier... take subway... have a friend buy my coffee... Select a solution: Take Metro
Coordinate: Metro doesn’t work with day-care
Go back and select again: Bring a thermos (Added advantages: better quality coffee, and cheaper)
Implementation plan: Tomorrow morning, bring coffee. Need 15 minutes to make coffee. Coordinate with other activities: I can make coffee while I feed the dog – I only need 5 extra minutes. Set the alarm and get out of bed!

Trainer Note: Emphasize that the process can be iterative/circle back to earlier points

Trainer Note: Quick brainstorm: “What will be the most challenging part of an error reduction initiative at your PHAs?”

## Step 1: Clarify the Area of Concern

- Were they the same as BHA?
- Will the causes, solutions, and implementation plan be the same, do you think?

## Step 2. Understand What Really Happened

- File reviews confirmed the problem
- Team A staff report supervisor says no point wasting time if 3rd party won’t respond
- Staff think the PHA’s priority is on-time reexaminations.
- Since they were following policy, they believed no documentation was needed

## Step 2. Understand What Really Happened

- Verification form is confusing to employers
- Fax machines are not working well making it difficult for employers to return verifications.
- Computer software doesn’t provide a place for notes to explain why 3rd party wasn’t used

## Step 3. Identify Reasons

- See chart on page 7-33

## Quality Housing Authority(QHA)

**Response**
**Strategy**

## Find Appropriate solutions

***Find Appropriate solutions***

***Develop an Implementation Plan***

**Response Strategy**

**Approach to Error Reduction**

**Notes:**
Trainer note: Give a non-housing example, like this: 
Error: Late for training
Understand the Requirements: Be on time
Actual Performance: 15 minutes late
Reasons: Stopped for coffee and line was longer than I thought
Possible Solutions.... Bring thermos, skip the coffee (bad idea...) come earlier... take subway... have a friend buy my coffee... Select a solution: Take Metro
Coordinate: Metro doesn’t work with day-care
Go back and select again: Bring a thermos (Added advantages: better quality coffee, and cheaper)
Implementation plan: Tomorrow morning, bring coffee. Need 15 minutes to make coffee. Coordinate with other activities: I can make coffee while I feed the dog – I only need 5 extra minutes. Set the alarm and get out of bed!

Trainer Note: Emphasize that the process can be iterative/circle back to earlier points

Trainer Note: Quick brainstorm: “What will be the most challenging part of an error reduction initiative at your PHAs?”

## Reason for the Errors - QHA

- Page 7-33
- Column 2 – Stated Reason
- Supervisors communicated that on-time reexams are more important than verifications
- Employers have little incentive to cooperate and complain verification form is unclear
- FAX verifications not effective
- Staff didn’t understand importance of documenting changes in income .

## Reason for the Errors – QHA (continued)

- Page 7-33
- Column 3 – Possible Root Causes
- Inadequate supervision – some supervisors have given faulty information
- Organizational culture – emphasis on timeliness at the expense of accuracy
- Inadequate training of staff
- Inadequate tools
- Inadequate facilities (poorly maintained faxes)

## Response Strategy - QHA

- Page 7-36 – Possible Solutions
- Initiate a long-term culture shift focused on balancing timeliness with error-free processing
- Education for staff
- Input from employers re: forms and process
- Develop forms and procedures for documenting use of other than 3rd party and changes to income.

## Implementation Plan

- Strategy for who is going to do what by when
- Review chart on page 7-36 and 7-37

## Chapter 7.  Section 5.Using the Error Reduction Process

## Section 5.  Using the Error Reduction Process

- Back Home.  How to start:
- Break the problems into manageable steps
- Go step by step
- Keep an open mind
- Think broadly about causes and solutions
- Resource limitations may require implementation in several stages.
- RIM findings take priority, but don’t stop there.
- Start (enhance) your QC program as soon as possible

## Exercise:  Where Do We Go From Here?

- Identify your PHA’s 2 largest error issues
- Identify the two most likely root causes of these errors
- Identify one possible solution for each root cause.
- What are the two most important messages you will be taking home from the summit to supervisors and staff in your agency?

## Learning Objectives

- Assess, analyze and cure quality control findings
- Develop and implement a long-term error resolution plan

## What Have We Learned?

## Can you now . . .

- Develop systems, standards and practices that will reduce income and rent errors?
- Achieve successful results in future RIM reviews by improving the PHA’s understanding of the RIM process?
- Develop well-conceived policies and effective procedures, taking into account mandatory requirements and prohibitions vs. areas of policy discretion?

## Can you now . . . 

- Gather, analyze and document information through improved interviewing and analysis skill-development?
- Apply HUD requirements and standards for effective verification techniques?
- Understand and address difficult aspects of rent calculation where errors are most likely to occur?

## Can you now . . .

- Create and maintain a quality control system to reduce rent calculation errors
- Assess, analyze and cure quality control findings
- Develop and implement a long-term error resolution plan

## YES!!!!

## Assessment

- Here’s how it works . . .
- 1.  You have 2 Scantron sheets, both to be filled out, plus an assessment with questions
- One to take home
- One to turn in
- 2.  When finished, you will turn in the assessment with your Scantron sheet

## Assessment

- You have until 11:15 to complete it
- In about 2 weeks, you can log onto the same website you registered on (www.nmauniversity/rhiip) and get the answers for the test – then compare to your Scantron sheet
- VERY IMPT!  Each test will be listed by the Summit you attended and the type of program covered (HCV or Public Housing)

## Session 

- Need session close-out PPTs here.
- Trainers – need ideas