PERFORMANCE

A measure of how well an organizational system provides services to consumers. Performance is often based on key indicators, such as rates of service, cost per consumer, degree of satisfaction with services, and extent of consumer access to services.		  
close
  QUALITY

In this context, the extent to which contemporary and generally recognized standards for professional practice are met and exceeded, and desirable service outcomes achieved.		  
close
  PROGRAM

A system of services offered by an organization. For example, an organization providing a mental health service may offer several mental health programs to different populations, e.g., a mental health program for adolescent teens. The word "program" can be used interchangeably with the word "service" or to describe specific programs.		  
close
  SERVICE

One or more organization-operated programs or activities that have a common general objective and deploy the organization's material and human resources in a planned and systematic manner. An organization that publicly promotes or identifies itself in writing as offering a service, is licensed to deliver a service, assigns personnel and/or space to a service, or allocates financial resources to a service is considered to offer that service.		  
close
  LEADERSHIP

A nonprofit organization's leadership consists of its governing body, chief executive officer, and may also include its senior management. In a public agency the term refers to the agency head and administration team. The term "leadership" is not generally applied to for-profit organizations. With respect to COA standards, in for-profit organizations the term leadership applies to the owner and board of directors if one exists.		  
close
  CULTURE

The customs, habits, values, skills, technology, beliefs, and religious, social, and political behaviors of a group of people in a specific period of time.		  
close
  SERVICE RECIPIENT

The individuals, groups, organizations, or communities that use, receive, or benefit from programs and services. Service recipients can include consumers, patients, family members, legal guardians, advocates, public/private organizations, employers, and purchasers. All are regarded as significant stakeholders served in a variety of agencies and practice settings.		  
close
  MONITORING

An evaluation involving a periodic review of consumer services, organizational activities, or conduct. Specifically, monitoring is an activity of case coordination, whereas more broadly, monitoring is an evaluation technique used in overall quality assurance. 		 
close
  EXECUTIVE DIRECTOR

See CHIEF EXECUTIVE OFFICER		  
close
  STAKEHOLDER

Any person, group, or organization that has a vested interest in the services provided by the organization. Examples: clients, consumers, personnel, funding organizations, referral organizations, vendors, and governmental bodies.		  
close
  COMMUNITY

A specific group of people living in the same locality and who may share a common culture, values, and norms. Communities can also be defined by race, religion, ethnicity, age, occupation, political status, tribal affiliation, interest in particular problems or outcomes, or other common bonds. The term "community" encompasses worksites, schools, tribes, residential neighborhoods, business districts, recreational areas, and health and human service sites.		  
close
  INDICATOR

A described activity, event, outcome, or benchmark used for measurement in monitoring the quality and outcome(s) of service.		  
close
  POLICY

A written statement of principles, values, or intent that provides a basis for consistent decision making and guides the actions of staff, management, and board of trustees. A policy is intentionally broad in its language and application. The following is an example of an anti-discrimination policy:

"[Organization Name] shall not discriminate on the basis of race, color, religion (creed), gender, age, national origin (ancestry), disability, marital status, sexual orientation, or military status, in any of its activities or operations. These activities include, but are not limited to, hiring and firing of staff, selection of volunteers, selection of vendors, and provision of services."

In contrast, a procedure is a detailed, step-by-step description of a process. It tells the reader how to do something. Generally, policies are implemented through procedures. For example, the above anti-discrimination policy would require a detailed grievance procedure in order to operationalize it within an organization.

The governing body has the fiduciary responsibility for setting organizational policy. Therefore, policies must be approved and periodically reviewed by the organization's governing body. However, the governing body typically delegates (via policy) the responsibility for policy development to management. In owner-operated for-profit companies, the owner can act as the company's governing body, depending on the company's corporate structure.

In a public agency the responsibility for setting and reviewing policies may belong to the agency's management team, elected officials, another governmental agency, or as is often the case, a combination of the above.

  
close
  PRACTICE

Established actions or ways of proceeding in the regular performance of organizational duties. Policies and procedures often guide practice.		  
close
COA
USER:  PASS:  LOG IN         
SEARCH:    GO
 
Print
 
Performance and Quality Improvement
  
Private Org Public Agency  

PQI 1: Leadership Endorsement of Quality and Performance Values*

 
The organization’s leadership promotes a culture that values service quality and ongoing efforts by the full organization, its partners, and contractors to achieve strong performance, program goals, and positive results for service recipients.
Interpretation: Each organization will define a culture that values quality.

PQI 1.01

 

The organization's leadership sets forth quality expectations and broad goals that merit ongoing monitoring.

related GOV 6.03

Interpretation: The long-term plan, often called a strategic plan, can contain these expectations and goals.

PQI 1.02

 

The CEO/executive director endorses:

  1. a culture that promotes excellence and continual improvement;
  2. implementation of an organization-wide PQI framework;
  3. constructive use of data to promote a high-learning, high-performance, results-oriented organization;
  4. involvement of a wide range of managers and staff in the PQI process;
  5. inclusion of external stakeholders and community members; and
  6. an annual scorecard or summary reports of gains made against goals.
Interpretation: COA encourages organizations that are establishing a PQI program to fully consider current reporting obligations, organizational performance and service delivery outcomes, indicators, and targets, so a PQI program can be placed within, or accomplished through, existing efforts.

PQI 1.03

 

Senior managers promote a culture of quality by:

  1. using short-term/annual plans that support long-term strategic quality goals;
  2. setting expectations for use of quality and performance improvement results to change policy and practice;
  3. encouraging service delivery processes that have been shown to contribute to good outcomes;
  4. focusing on customer satisfaction and outcomes; and
  5. recognizing staff contributions to performance and quality improvement.

PQI 1.04

 
Sufficient resources are allocated to lead and facilitate collection and analysis of data.
QUICK JUMP TO
Top
 
PURPOSE: An organization-wide Performance and Quality Improvement (PQI) program advances efficient, effective service delivery and the achievement of strategic and program goals.
 
RELATED FILES