
	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.


	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.


	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.


	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.


	PERSONNEL The body of employees and/or volunteers that carries out the organisation’s tasks under the organisation’s administration and/or supervision. This definition does not include foster parents who are specifically referenced in relevant standards.


	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.


	PRACTICE Established actions or ways of proceeding in the regular performance of organisational duties. Policies and procedures often guide practice.


	CONFIDENTIALITY An ethical and practice principle that requires the protection of information shared within a professional-client relationship. An organisation that upholds confidentiality prohibits personnel from disclosing information about persons served without their written consent.

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.


	LEADERSHIP A nonprofit organisation'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 organisations. With respect to COA standards, in for-profit organisations the term leadership applies to the owner and board of directors if one exists.


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


	BENCHMARK The quantifiable measurement of best practices in the industry. Organisations can compare their results with the industry benchmark. For example, a benchmark for a community service organisation might be to respond to all non-emergency telephone inquiries within 24 hours.

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	Performance and Quality Improvement

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CA-PQI 5: Use and Communication of Quality Information to Make Improvements*

Findings based on improvement efforts are disseminated to personnel and stakeholders and are used to improve programmes and practice.

Interpretation: Staff should be mindful of confidentiality issues when preparing reports.

Note: Please see Worksheet: CA-Initial PQI Review, Worksheet: CA-PQI Operational_ Procedures, Tip Sheet: CA-Stakeholder Involvement and Chart: CA-Improvement Cycle in the Tools Index for additional assistance with this standard.

Note: Please see Worksheet: CA-Initial PQI Review, Worksheet: CA-PQI Operational_ Procedures, Tip Sheet: CA-Stakeholder Involvement and Chart: CA-Improvement Cycle in the Tools Index for additional assistance with this standard.

CA-PQI 5.01

The organisation:

reviews results;
identifies areas of needed improvement;
implements and evaluates improvements on a small or broad scale;
modifies implemented improvements as needed; and
keeps staff informed and involved throughout the cycle.

CA-PQI 5.02

Senior managers regularly review and discuss PQI reports to:

identify areas of needed improvement;
set improvement activity priorities; and
manage their operations and programmes.

CA-PQI 5.03

Internal and external stakeholders review performance data and outcomes results in order to:

identify strengths and areas of positive practice; and
provide feedback about areas of needed improvement.

CA-PQI 5.04

The organisation’s leadership, including board or advisory members, and PQI personnel communicate with staff and stakeholders about achievements relative to desired outcomes, indicators, and benchmarks or targets.

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

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