Performance and Quality Improvement
An organization-wide Performance and Quality Improvement system advances efficient, effective service delivery, effective management practices and helps the organization achieve strategic and program goals. The organization’s leadership is committed to fostering a culture of excellence and continual improvement. This commitment is evidenced by using quality improvement results to build capacity and improve practice, allocating resources for an organization-wide PQI system and using data to make informed decisions. The agency further demonstrates its commitment by employing a Quality Improvement Coordinator who collects and analyzes data and monitors performance and quality improvement initiatives.
2013 - 2017
2016-17 Plan Year
1. Executive Summary
Board members, executive leadership and program managers met on August 27, 2013, to develop the strategic plan. The team reviewed the State of the Agency Report beforehand and used the document during the planning process. New mission and vision statements were developed after the team reviewed current agency performance and the national and state drivers influencing the future of the agency. Strengths, weaknesses, opportunities and threats were examined and were used as the basis for developing the long range plan, including strategic focus and annual plans. The plan was adopted with the understanding that for each year of the plan, new, revised or updated action plans would be developed depending on the needs and requirements of the agency.
The Mission Executive Management Team met during April and May of 2016, to review the 2015/2016 Plan and Action Plans and subsequently provided the board with an update regarding the attainment of the plans and goals. The Team also reviewed the Critical Issues and Challenges and developed the action plans for the 2016/2017 Plan Year. The 2016 – 2017 Plan Year was submitted to the Board of Directors for approval.
The current Strategic Plan was written to terminate in 2017. With the change from calendar to fiscal year, it will be necessary to begin the development of the new plan in the spring of 2017.
The Board of Directors adopted the 2013 – 2017 Strategic Plan on October 1, 2013. The board adopted the 2016 – 2017 Action Plans on June 10, 2016.
Helping children and families create a better future.
Be the 1st choice for referrals and funders in providing quality care for children and families.
5. Critical Issues and Challenges
The Executive Management Team reviewed the findings as a result of the development of the 2013 - 2017 Strategic Plan and determined that the four areas that presented critical issues and challenges in the original plan remained germane and important to the agency and that one new area needed to be added. Additionally, the majority of goals are ongoing and therefore represent long range or ongoing goals. Although the staff turnover rate for Trinity is lower than the national average for like organizations, it was determined that additional efforts were needed to retain staff in order to enhance program quality. Operating at capacity for both the foster care and residential programs continues to be critical for continued program and financial success. Although trauma informed care and Supervision for Success training goals were met, additional training and efforts are required to institutionalize the practices, this being a process not an event. Continued financial success requires that the non-program funding be increased in order for the agency to respond to placement and governmental changes in funding and focus. Board development is still required to increase the size, diversity and engagement of the board in agency business. With the implementation of the Continuum of Care Reform in the coming fiscal year, it is necessary to begin planning for responding to the changes in regulations and requirements that are still forthcoming from the State. It is also critical for the agency to look at its performance quality improvement processes in order to strategically position itself for future growth and success.
6. Strategic Focus Areas and Goals
The areas below represent the critical issues and challenges determined by the Executive Management Team to be the focus of the 2015-16 Plan Year:
- Staff: Increase staff retention
- Programs: Operate at program capacity
- Agency: Implement initiatives that allow for strategic positioning and performance quality improvement
- Funding: Increase non-program funding to 10% of annual operating budget
- Board Development: Increase membership, diversity and engagement