PERFORMANCE

A measure of how well an organisational 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 recognised standards for professional practice are met and exceeded, and desirable service outcomes achieved.		  
close
  PROGRAMME

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

One or more organisation-operated programmes or activities that have a common general objective and deploy the organisation’s material and human resources in a planned and systematic manner. An organisation that publicly promotes or identifies itself in writing as offering a service, is licenced 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
  SERVICE PHILOSOPHY

The theoretical framework that describes and explains an organisation’s approach to service. 		 
close
  MANAGEMENT

See ADMINISTRATION		  
close
  MONITORING

An evaluation involving a periodic review of consumer services, organisational 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
  ASSESSMENT

An evaluation, which utilises professional expertise and skills in the collection and analysis of data to understand and describe the nature of service needs of an individual, family, or group. Assessment, as in needs assessment, is also used to determine priorities of programme planning and service development for the organisation as a whole. See also DIAGNOSIS.		  
close
  PROCEDURES

Written instructions that outline the steps for performing a task(s) or operationalising an administrative or service delivery process. A procedure can be written as a step-by-step set of instructions or as a narrative description of a process. A procedure tells someone how to do something not just what to do.

Unlike policies, procedures do not need to be approved or reviewed by the governing body, and need not be associated with a specific policy. For example, whereas a broad anti-discrimination policy requires grievance or other procedures in order to be operationalised within an organisation, assessment procedures do not require a governing body approved assessment policy.

Note: Procedures are sometimes referred to as administrative policies.

  
close
  CASE RECORD

A written compilation that describes the client and the services delivered. Records can be in hard copy and/or electronic format. The case record can be used as a source of information for quality improvement or other evaluation activities, for research purposes, or to demonstrate accountability to funding bodies.		  
close
  STAKEHOLDER

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

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

Paid member of an organisation. Foster parents are not considered employees and are specifically referenced in relevant standards. 		 
close
  VOLUNTEER

An individual who performs services for an organisation for civic, charitable, or humanitarian reasons, without promise, expectation, or receipt of compensation for services rendered. Such service must be offered freely and without pressure or coercion, direct or implied, from an employer. If the individual is otherwise employed by the same employer for which s/he volunteers, the individual cannot volunteer to perform the same type of services that s/he is paid to perform as an employee.		  
close
  CONSULTANT

A person who provides specialised or technical advice or services to an organisation for specific purposes on a contractual or fee basis, or who provides such services as a volunteer with an agreement to provide services on a pro
bono basis.		  
close
  ADVISORY GROUP

A group of individuals selected by an organisation's governing body or management who possess unique skills and/or knowledge and whose role is to make recommendations, provide information, and/or share input from stakeholders. Advisory groups do not have formal governance authority or responsibilities. Advisory groups can be ongoing or ad hoc.		  
close
  CONSUMER

The individual, family, group, or community that seeks or receives services.		  
close
  EVALUATION

The review and assessment of organisational operations, programmes and services.		  
close
  TRAINING

Instruction so as to make fit, qualified, or proficient in a skill or body of knowledge.		  
close
COA
USER:  PASS:  LOG IN         
SEARCH:    GO
 
Print
 
Performance and Quality Improvement
 
Private Org  

CA-PQI 2: The Foundation for Broad Use of PQI*

 
The infrastructure that supports performance and quality improvement is sufficient to identify organisation-wide issues, implement solutions that improve overall efficiency, and promote accessible, effective services in all regions and sites.
Note: Please see Model: CA-Performance and Quality Improvement Plan and Chart: CA-Sample_PQI Committee Structure in the Tools Index for additional assistance with this standard.
Note: Please see Model: CA-Performance and Quality Improvement Plan and Chart: CA-Sample_PQI Committee Structure in the Tools Index for additional assistance with this standard.

CA-PQI 2.01

 
The PQI programme takes into account all of the organisation’s regions and sites, and all individuals and families served.
Interpretation: Every organisation, regardless of size, should implement PQI in a manner that is consistent with its service philosophy to increase support for and reduce barriers to implementation of the PQI programme. This guidance could be of particular value for an organisation making broad, deep change in service delivery, changing rapidly, or operating in a widely dispersed service delivery system.

CA-PQI 2.02

 

A PQI plan which operationalises the organisation's PQI programme:

  1. assigns responsibility for implementation and coordination of PQI activities and technical assistance;
  2. sets forth the purpose and scope of PQI activities;
  3. establishes a periodic review of essential management and service delivery processes consistent with quality priorities;
  4. outlines methods and timeframes for monitoring and reporting results; and
  5. includes provision for an assessment of the PQI programme’s utility, including any barriers to and supports for implementation.
Interpretation: It is recommended that organisations establish a separate, independent PQI committee structure; however, it is acceptable to integrate PQI responsibilities into an organisation's existing decision-making and support structure, e.g., management teams, standing committees, or task forces.
Interpretation: The PQI plan provides an overview of the organisation's PQI programme, as well as procedures for operationalising specific aspects of the programme, e.g., case record reviews and data collection procedures. Organisations may choose to maintain PQI operational procedures separately in a PQI Procedures Manual.
Note: Please see Worksheet: CA-PQI Operational Procedures in the Tools Index for additional assistance with this standard.

CA-PQI 2.03

 
The organisation in its PQI plan defines its stakeholders and specifies how different stakeholder groups will be involved in the PQI process.

Interpretation: Stakeholder involvement is fundamental to a well-designed, useful PQI process. Examples of potential stakeholders include:

  1. service recipients, including families;
  2. employees;
  3. volunteers;
  4. consultants;
  5. citizen review and advisory groups;
  6. consumer advocates;
  7. funders; and
  8. contractors and partners.

CA-PQI 2.04

 
The organisation describes the steps in an improvement cycle, including determining if an implemented change is an improvement.
related CA-PQI 5.01
Note: Please see Chart: CA-Improvement Cycle in the Tools Index for additional assistance with this standard.

CA-PQI 2.05

 

Staff responsible for PQI are qualified by education and experience to:

  1. engage people throughout the organisation;
  2. systematically collect information and analyse data; and
  3. communicate results and recommendations to various key audiences.

Interpretation: Organisations that assign primary PQI responsibility to a staff member without quality improvement, performance measurement, or programme evaluation training and experience should anticipate supporting this individual through professional development, training, and networking opportunities.

Responsibility for PQI may be shared among different staff members or committees.

QUICK JUMP TO
Top
 

PURPOSE: An organisation-wide Performance and Quality Improvement (PQI) programme advances efficient, effective service delivery and the achievement of strategic and programme goals.

 
RELATED FILES