We are pleased to share these articles and publications on the Personal Outcome Measures®. Please feel free to download and share with your colleagues.
The concern for "doing it right" focuses attention on methods and technology. An exclusive concern on "doing it right" can also lead to a preoccupation on internal process measures of quality and a separation of the process from the purpose of the program.
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The development of services and supports around outcomes for people stretches the role of the organization's employees, especially those professionals performing assessments and evaluations. In fact, the purpose of assessment and evaluation changes.
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Ensuring the person is successfully integrated into the work environment is the primary objective of employment support, but, the performance of activities at work that contribute to task and productivity is only one part of the work experience
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Service coordination attempts to unify the pattern of services and supports that are provided to individuals with disabilities. This coordination can take place at a regional level by a regional service coordinator or case manager, and/or at the organizational level by the qualified disabilities professional or an individual program coordinator. In some instances the coordination of services takes place at both an external and internal level.
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Programs, as processes, should not be confused with ends and outcomes for people. Organizational effectiveness and efficiency fail as measures of outcomes for people because organizations often succeed at becoming more efficient and effective in accomplishing the wrong outcomes for individuals.
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The use of person-centered outcomes shifts the definition of quality from the program focus to an individual focus. Outcome measures emphasize responsiveness to individual needs rather than compliance with organizational process or program requirements.
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