1

The Quality Community Action System

2

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

3

Development of QCAS Challenges in the Community Action Network Peer-to-Peer based process was developed. 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

4

Guiding principles Strong agencies create strong programs Identify strengths as well as weaknesses Do not duplicate other program-specific

assessments Support continuous improvement Support ROMA implementation Make the effort sustainable

5

QCAS andROMA Implementation ROMA and QCAS are outcome-

based systems QCAS measures agency capacity

(CSBG Goal 5) QCAS helps measures ROMA

implementation

6

QCAS: 3 Steps to improvement1. A Self-Assessment Tool with a 12-

step process to guide its use2. 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)

7

QCAS Content:The Six Infrastructure Areas The assessment tool reviews Community

Action Agency infrastructure in six areas: Governance Operational Management and Organizational

Structure Planning, Marketing, Fundraising, and

Community Investment Information Technology Human Resource Finance and Budget

8

Conducting the Self-Assessment 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.

9

1. The Self-Assessment Tool 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

10

Looking at each of the 6 areas

11

Governance1. Board Composition2. Role of the Board 3. Keeping the Board Informed4. Board Decision Making5. Board Training and Orientation6. Relationship with Executive director

12

Governance2. Role of the Board 1—at risk 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.

2—inadequate but making progress

The board sets policy for the majority of the following: approving annual, strategic and fiscal plans; major personnel policies; and budgets.

3—adequate 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.

4—adequate and making strides toward excellence

3, plus some plans are reviewed in draft by committees before full board consideration.

5—excellent 3, plus all plans are reviewed in draft by committees before full board consideration.

Score:_________ (Description of current status)

13

Operational Management and Organizational Structure

1. Intake2. Collaboration3. Collaborative Agreements4. Outreach5. Involvement in Program Development6. Determining Program Design7. Program Monitoring and Assessment8. Operational Policies9. Program Integration10. Performance Measurement11. Customer Satisfaction12. Purchasing and Contract Management13. Confidentiality and Client Privacy

14

Operational Management and Organizational Structure

9. Program Integration 1—at risk There are no linkages among programs. 2—inadequate but making progress

There are formal linkages among some programs and informal linkages among others.

3—adequate There are formal linkages among most programs and informal linkages for the remaining programs.

4—adequate and making strides toward excellence

There are formal linkages among nearly all programs, and common intake information is shared among programs.

5—excellent 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)

15

Planning, Marketing, Fundraising, Community Inv.1.Mission and Planning2.How Current and Relevant is the Strategic

Plan3.Use of the Strategic Plan4.Development of the Strategic Plan 5.Community Needs Assessment6.Marketing7.Expanding Funding 8.Fundraising

16

Planning, Marketing, Fundraising, Community Inv.

2. How Current and Relevant Is the Strategic Plan 1—at risk There is no agency wide strategic plan. 2—inadequate but making progress

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.

3—adequate The plan is updated annually and is shared with senior staff and the board. 4—adequate and making strides toward excellence 3, plus the plan is shared with all staff.

5—excellent 4, plus the plan is shared with the community. Score:_________ (Description of current status)

17

Information Technology1. IT Planning and Policy2. IT Training3. IT Administration4. IT Security5. Agency Web Site6. Data Integration7. IT Support8. Telecommunications

18

Information Technology1. IT Planning and Policy 1—at risk 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.

2—inadequate but making progress

IT decisions are made informally in consultation with one or two people who are perceived as having some expertise in this area.

3—adequate There is an IT committee or team that meets occasionally to address IT issues as they arise.

4—adequate and making strides toward excellence

There is an IT committee or team that meets regularly to plan and identify specific program and agency-wide IT needs.

5—excellent 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)

19

Human Resources1. Employee Compensation 2. Employee Benefits3. Hiring Practices4. Employee Recognition5. Communication and Information Sharing6. Team Building7. Organizational Decision Making8. Internal Customer Satisfaction9. Diversity10. Human Resource Policies and Procedures11. Human Resources Development12. Workplace Safety13. Job Descriptions14. Staff Development and Training15. Performance Appraisal

20

Human Resources13. Job Descriptions 1—at risk There are no job descriptions. 2—inadequate but making progress

Basic job descriptions are available upon request.

3—adequate Current job descriptions that clearly articulate the roles and responsibilities of the individuals are routinely provided to staff.

4—adequate and making strides toward excellence

3, plus key responsibilities are described that can be linked to performance evaluations.

5—excellent 3, plus key responsibilities are described that are linked to performance evaluations.

Score:_________ (Description of current status)

21

Finance1. Financial Controls2. Involvement in Financial and Budget Report Development3. Distribution of Financial and Budget Reports4. Support for Use of Financial and Budget Reports5. Use of Financial Reports6. Use of Budget Reports7. Involvement in the Budget Development Process8. Timeliness of Reporting to Funders in Last 12 Months9. Development of Reports to Funders10.Response to Audit and Financial Compliance Reviews11.Financial Planning12.Training in Financial Matters13.Diversity of Funding Sources14.Stability of Funding Sources15.Funding Outside of Major Programs16.Cash Flow and Debt Management

22

Finance2. Involvement in Financial and Budget Report Development 1—at risk Only finance department provides input in preparing reports. 2—inadequate but making progress

Finance department and either planning or program staff participate.

3—adequate Finance department plus planning and program managers or staff participate.

4—adequate and making strides toward excellence

3, plus some strides toward an integrated approach, e.g., with IT or HR.

5—excellent 3, plus all those with major functional responsibilities are involved in an integrated approach.

Score:_________ (Description of current status)

23

The 12-Step Process: the Self Assessment1. 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.

24

The 12-Step Process: the Self Assessment4. 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.

25

12-Step Process: The Quality Action Plan7. 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.

26

2. The Peer-to-Peer Site Review The Peer-to-Peer Site Review provides

outside perspectives and analysis 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

27

3. Strategic PlanningHelp every step of the way Facilitators for Self-Assessment Quality improvement experts to

assist with improvement efforts Find content experts for specific

areas (e.g., finance, marketing)

28

Example2. Role of the Board 1—at risk 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.

2—inadequate but making progress

The board sets policy for the majority of the following: approving annual, strategic and fiscal plans; major personnel policies; and budgets.

3—adequate 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.

4—adequate and making strides toward excellence

3, plus some plans are reviewed in draft by committees before full board consideration.

5—excellent 3, plus all plans are reviewed in draft by committees before full board consideration.

Score:_________ (Description of current status)

29

Looking at each of the 6 areas

Governance Operational Management and

Organizational Structure Planning, Marketing, Fundraising, and

Community Investment Information Technology Human Resource Finance and Budget

30

Tracking agency performance Informs Operational Management

Customer satisfaction Outcome measures Process measures Cost measures Context measures

Informs Organizational Structure Communication is common thread

31

The Big Picture Self-Assessment Tool used annually

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

32

The Big Picture cont. Site Review every second or third

year Should be used as a learning experience Provides an outside perspective Brings knowledge of best practices Prevents agency becoming shortsighted

33

Using QCAS Information 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

34

Conclusion There are other agency assessment and

accreditation systems CAAs need to strengthen infrastructure:

Measure agency performance Proactively address weaknesses Address infrastructure in strategic planning Increase focus on agency in addition to

program operations