Transcript The Tri-State Peer-to-Peer Assessment System

The Quality Community Action
System
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What is the Quality Community
Action System (QCAS)?
 Continuous improvement system
 Helps organizations self-assess
themselves in 6 infrastructure areas
 Provides Peer Review and Feedback
 Prevents problems from becoming crises
 Prepares agency for CSBG monitoring
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Development of QCAS
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Challenges in the Community Action Network
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Peer-to-Peer based process was developed.
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A collaborative effort of CAA leadership, state
CSBG offices, and state associations from CT,
MA, and RI. West Virginia using it.
Involved over 100 individuals from CAAs in
the three states.
Funded by the Office of Community Services
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Guiding principles
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Strong agencies create strong programs
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Identify strengths as well as weaknesses
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Do not duplicate other program-specific
assessments
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Support continuous improvement
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Support ROMA implementation
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Make the effort sustainable
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QCAS and
ROMA Implementation
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ROMA and QCAS are outcome-based
systems
QCAS measures agency capacity (CSBG
Goal 5)
QCAS helps measures ROMA
implementation
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QCAS: 3 Steps to improvement
1. A Self-Assessment Tool with a 12-step
process to guide its use
2. A Peer-to-Peer Site Review process
and manual that links the site review
with the self-assessment scores
3. Develop Strategic Plans based on
results (using facilitators, technical assistance,
and follow-up)
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QCAS Content:
The Six Infrastructure Areas
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The assessment tool reviews Community
Action Agency infrastructure in six areas:
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Governance
Operational Management and Organizational
Structure
Planning, Marketing, Fundraising, and Community
Investment
Information Technology
Human Resource
Finance and Budget
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Conducting the Self-Assessment
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Self-Assessment Steering Committee guides
process.
The Steering Committee defines the purpose,
scope, time table, resources and staff needed.
Identify members (including Board members) for
each of the 6 infrastructure area teams.
Teams convene to review and determine scores.
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1. The Self-Assessment Tool
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A program-neutral guide for CAAs to conduct
a self-assessment of their organization’s
strengths and weaknesses in the six areas
A set of assessments that support ROMA
implementation
A 12-step improvement process outlining how
to conduct the assessment and execute
improvements
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Looking at each of the 6 areas
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Governance
1.
2.
3.
4.
5.
6.
Board Composition
Role of the Board
Keeping the Board Informed
Board Decision Making
Board Training and Orientation
Relationship with Executive director
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Governance
2. Role of the Board
1—at risk
2—inadequate but making
progress
3—adequate
4—adequate and making
strides toward excellence
5—excellent
The board sees some planning documents and some general budget plans
but has no comprehensive view of the agency’s direction when planning,
budgeting or making personnel decisions.
The board sets policy for the majority of the following: approving annual,
strategic and fiscal plans; major personnel policies; and budgets.
The board sets policy for the agency and approves annual, strategic and
fiscal plans, as well as major personnel policies and budgets; oversees
legal matters; and reviews the agency’s fiscal status at each meeting.
3, plus some plans are reviewed in draft by committees before full board
consideration.
3, plus all plans are reviewed in draft by committees before full board
consideration.
Score:_________
(Description of current
status)
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Operational Management and
Organizational Structure
1. Intake
2. Collaboration
3. Collaborative Agreements
4. Outreach
5. Involvement in Program Development
6. Determining Program Design
7. Program Monitoring and Assessment
8. Operational Policies
9. Program Integration
10. Performance Measurement
11. Customer Satisfaction
12. Purchasing and Contract Management
13. Confidentiality and Client Privacy
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Operational Management and
Organizational Structure
9. Program Integration
1—at risk
2—inadequate but making
progress
3—adequate
4—adequate and making
strides toward excellence
5—excellent
There are no linkages among programs.
There are formal linkages among some programs and informal linkages
among others.
There are formal linkages among most programs and informal linkages
for the remaining programs.
There are formal linkages among nearly all programs, and common intake
information is shared among programs.
There are formal linkages among all programs, and there are common
intake and database connections. Information flows freely to the benefit
of the client, and staff can advise clients of other benefits and
opportunities.
Score:_________
(Description of current
status)
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Planning, Marketing,
Fundraising, Community Inv.
1. Mission and Planning
2. How Current and Relevant is the Strategic Plan
3. Use of the Strategic Plan
4. Development of the Strategic Plan
5. Community Needs Assessment
6. Marketing
7. Expanding Funding
8. Fundraising
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Planning, Marketing,
Fundraising, Community Inv.
2. How Current and Relevant Is the Strategic Plan
1—at risk
2—inadequate but making
progress
3—adequate
4—adequate and making
strides toward excellence
5—excellent
There is no agency wide strategic plan.
There is a plan but it has not been updated in 3 or more years and is
shared with very few people in the agency.
The plan is updated annually and is shared with senior staff and the board.
3, plus the plan is shared with all staff.
4, plus the plan is shared with the community.
Score:_________
(Description of current
status)
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Information Technology
1.
2.
3.
4.
5.
6.
7.
8.
IT Planning and Policy
IT Training
IT Administration
IT Security
Agency Web Site
Data Integration
IT Support
Telecommunications
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Information Technology
1. IT Planning and Policy
1—at risk
2—inadequate but
making progress
3—adequate
4—adequate and making
strides toward excellence
5—excellent
Each program makes its own decisions, or IT planning is done on an ad
hoc basis through the budget or in conjunction with other administrative
decisions.
IT decisions are made informally in consultation with one or two people
who are perceived as having some expertise in this area.
There is an IT committee or team that meets occasionally to address IT
issues as they arise.
There is an IT committee or team that meets regularly to plan and identify
specific program and agency-wide IT needs.
There is an IT committee or team that develops and reviews an IT strategic
plan in conjunction with the agency’s overall strategic planning process.
Score:_________
(Description of current
status)
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Human Resources
1. Employee Compensation
2. Employee Benefits
3. Hiring Practices
4. Employee Recognition
5. Communication and Information Sharing
6. Team Building
7. Organizational Decision Making
8. Internal Customer Satisfaction
9. Diversity
10. Human Resource Policies and Procedures
11. Human Resources Development
12. Workplace Safety
13. Job Descriptions
14. Staff Development and Training
15. Performance Appraisal
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Human Resources
13. Job Descriptions
1—at risk
2—inadequate but
making progress
3—adequate
4—adequate and making
strides toward excellence
5—excellent
There are no job descriptions.
Basic job descriptions are available upon request.
Current job descriptions that clearly articulate the roles and
responsibilities of the individuals are routinely provided to staff.
3, plus key responsibilities are described that can be linked to
performance evaluations.
3, plus key responsibilities are described that are linked to performance
evaluations.
Score:_________
(Description of current
status)
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Finance
1. Financial Controls
2. Involvement in Financial and Budget Report Development
3. Distribution of Financial and Budget Reports
4. Support for Use of Financial and Budget Reports
5. Use of Financial Reports
6. Use of Budget Reports
7. Involvement in the Budget Development Process
8. Timeliness of Reporting to Funders in Last 12 Months
9. Development of Reports to Funders
10. Response to Audit and Financial Compliance Reviews
11. Financial Planning
12. Training in Financial Matters
13. Diversity of Funding Sources
14. Stability of Funding Sources
15. Funding Outside of Major Programs
16. Cash Flow and Debt Management
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Finance
2. Involvement in Financial and Budget Report Development
1—at risk
2—inadequate but making
progress
3—adequate
4—adequate and making
strides toward excellence
5—excellent
Only finance department provides input in preparing reports.
Finance department and either planning or program staff participate.
Finance department plus planning and program managers or staff
participate.
3, plus some strides toward an integrated approach, e.g., with IT or HR.
3, plus all those with major functional responsibilities are involved in an
integrated approach.
Score:_________
(Description of current
status)
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The 12-Step Process: the Self
Assessment
1. Determine organization’s status and
how the agency will benefit from
QCAS.
2. Define the level of involvement of
staff, board members, management
and community.
3. Assign a team to assess each area.
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The 12-Step Process: the Self
Assessment
4. Teams collect necessary information
and draft the assessment.
5. Teams come together to discuss their
findings and finalize assessments.
6. Teams assess overall health of each
area and determine areas at risk.
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12-Step Process: The Quality
Action Plan
7. Rate the importance of each of the items to
the well being of the agency.
8. Determine the ease of accomplishment.
9. Choose final action items.
10. Develop Action Plans including resources,
dates and milestones.
11. Monitor progress.
12. Conduct Self-Assessment in 12 months for
at-risk areas.
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2. The Peer-to-Peer Site Review
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The Peer-to-Peer Site Review provides
outside perspectives and analysis
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Usually conducted as part of Step 6
3 peers form the Site Review Team.
A site-review protocol including structured
interviews are used.
Verbal feedback provided at conclusion of
review.
Written, confidential report on request
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3. Strategic Planning
Help every step of the way
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Facilitators for Self-Assessment
Quality improvement experts to assist
with improvement efforts
Find content experts for specific areas
(e.g., finance, marketing)
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Example
2. Role of the Board
1—at risk
2—inadequate but making
progress
3—adequate
4—adequate and making
strides toward excellence
5—excellent
The board sees some planning documents and some general budget plans
but has no comprehensive view of the agency’s direction when planning,
budgeting or making personnel decisions.
The board sets policy for the majority of the following: approving annual,
strategic and fiscal plans; major personnel policies; and budgets.
The board sets policy for the agency and approves annual, strategic and
fiscal plans, as well as major personnel policies and budgets; oversees
legal matters; and reviews the agency’s fiscal status at each meeting.
3, plus some plans are reviewed in draft by committees before full board
consideration.
3, plus all plans are reviewed in draft by committees before full board
consideration.
Score:_________
(Description of current
status)
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Looking at each of the 6 areas
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Governance
Operational Management and Organizational
Structure
Planning, Marketing, Fundraising, and
Community Investment
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Information Technology
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Human Resource
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Finance and Budget
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Tracking agency performance
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Informs Operational Management
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Customer satisfaction
Outcome measures
Process measures
Cost measures
Context measures
Informs Organizational Structure
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Communication is common thread
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The Big Picture
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Self-Assessment Tool used annually
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Initial use establishes baseline for agency
Subsequent use can focus on subset of the
six areas and be more or less in-depth as
necessary
Could be used to quickly identify problems
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The Big Picture cont.
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Site Review every second or third year
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Should be used as a learning experience
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Provides an outside perspective
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Brings knowledge of best practices
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Prevents agency becoming shortsighted
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Using QCAS Information
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Create comprehensive set of measures
Develop measures with staff and
management that are meaningful
Create reports that are useful for
management
Train management and staff to use the
reports they create
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Conclusion
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There are other agency assessment and
accreditation systems
CAAs need to strengthen infrastructure:
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Measure agency performance
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Proactively address weaknesses
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Address infrastructure in strategic planning
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Increase focus on agency in addition to
program operations
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