The Quality Community Action System

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 improvement • A Self-Assessment Tool with a 12-step process to guide its use • A Peer-to-Peer Site Review process and manual that links the site review with the self-assessment scores • 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. Governance 1. Board Composition 2. Role of the Board 3. Keeping the Board Informed 4. Board Decision Making 5. Board Training and Orientation 6. Relationship with Executive director

12. Governance

13. 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

14. Operational Management and Organizational Structure

15. 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

16. Planning, Marketing, Fundraising, Community Inv.

17. Information Technology 1. IT Planning and Policy 2. IT Training 3. IT Administration 4. IT Security 5. Agency Web Site 6. Data Integration 7. IT Support 8. Telecommunications

18. Information Technology

19. 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

20. Human Resources

21. 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

22. Finance

23. The 12-Step Process: the Self Assessment • Determine organization’s status and how the agency will benefit from QCAS. • Define the level of involvement of staff, board members, management and community. • Assign a team to assess each area.

24. The 12-Step Process: the Self Assessment • Teams collect necessary information and draft the assessment. • Teams come together to discuss their findings and finalize assessments. • Teams assess overall health of each area and determine areas at risk.

25. 12-Step Process: The Quality Action Plan • Rate the importance of each of the items to the well being of the agency. • Determine the ease of accomplishment. • Choose final action items. • Develop Action Plans including resources, dates and milestones. • Monitor progress. • 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 Planning Help 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. Example

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