Introduction

 

In order to ensure a continuing increase in the quality of services provided, Consumer Credit Counseling Service of Kern & Tulare Counties (CCCS) has developed a comprehensive continuous Performance and Quality Improvement (PQI) Plan that involves everyone and every activity in the company.  This plan is a continuous process aimed at discovering the best products and practices by which to serve our clients and customers, thereby exceeding their expectations.  It sets forth the processes, practices and procedures by which quality is measured and ensured.  The process helps management identify, monitor and correct deficiencies in service delivery, practices, policies and procedures.  It empowers staff and management with the ability to recommend changes at their level and is based on the Strategic Plan, Goals and Objectives designed by the Board of Directors and Management.  This Plan involves all CCCS stakeholders including the Board of Directors, staff, clients, funders and community.

 

 

Structure and Stakeholders

The President/CEO is responsible for coordinating and managing the program. The Office Manager and Operations Director implement the program. The PQI Plan requires the cooperation of all staff members at all levels.  The President/CEO is responsible for reporting results of staff meetings and PQI projects to the Board of Directors, which may provide additional direction if needed.

 

 

Staff is involved in the following ways:

 

 

  • Grievances- staff may file grievances to management.
  • Accidents- staff must notify management for incidents or accidents as soon as they occur.
  • Surveys- staff are periodically given surveys to assess satisfaction with CCCS workplace
  • Client file reviews- staff have their files reviewed and do peer reviews of client files
  • Training- staff are trained as needed to ensure quality delivery of client services and are trained on the expectation of the quality plan.
  • Performance review- all staff undergo periodic written review of their performance by their immediate supervisor
  • Staff Meetings- regular meetings are held where staff is trained, information is exchanged, questions asked and answered, and ideas discussed. The President/CEO of appointee directs these meetings and is responsible for reporting any changes in policy or procedure to staff as a result of PQI projects. CCCS has an open-door policy where information and ideas can be exchanged at any time. Emails are commonly used to communicate information and changes to policy.

 

 

Clients are involved in the following ways:

 

 

  • Client Satisfaction Surveys- each client receiving services are asked to complete a survey assessing their satisfaction with CCCS and asking for recommendations. Surveys are reviewed by management and relevant information passed on to staff and the board, if necessary.
  • Grievances- each client receiving services receives a copy of CCCS. grievance procedure. Grievances will be reviewed and acted upon appropriately by management.

 

 

Funders are involved in the following ways:

 

 

  • Agency representatives work with funding sources to respond to funders’ requests for data and information in order for funders to evaluate CCCS’ performance.

 

 

Board of Directors is involved in the following ways:

 

 

  • Strategic plan- every three years the Board develops a plan that sets forth specific goals for CCCS
  • Oversight- the Board receives reports, discusses and makes recommendations on PQI projects at regular board meetings.
  • Effectiveness of PQI- At least annually, the Board, with input from the President/CEO and management, evaluates the PQI plan to determine its effectiveness and makes recommendations for changes as necessary.

 

 

Community is involved in the following ways:

 

 

  • Surveys- organizers and participants in CCCS’ community events are asked to complete a survey assessing their satisfaction with CCCS and asking for recommendations.

 

 

 

Measures and Outcomes

 

 

At any given time management may decide to measure other outcomes and revise this Plan as it relates to its programs and services; this may be necessary due to requirements from stakeholders (i.e. funders, etc.).  See Index of PQI Operational Procedures for protocols on collecting and analyzing PQI data.

 

 

  1. Long-term strategic and Short-term planning

 

 

The goal of the Plan is to find the best methods by which CCCS clients and customers will receive high-quality service and results.  CCCS incorporates long-term strategic planning into this Plan in order to set forth the expectations and broader goals of the agency. 

 

 

Long-term strategic planning consists of the process CCCS uses of developing strategies to reach a defined objective.  CCCS’ strategic planning will focus at least on the following areas and will take place at least every three years:

 

 

•           Long-term financial planning

 

 

•           Human resource/organizational development strategies

 

 

•           Education, marketing and public relations

 

 

To ensure continuous quality improvement, CCCS will at least annually develop a short-term plan that will coincide with the long-term plan.  The CEO is responsible for drawing up this short-term plan. 

 

  1. Management and Overall Operational Performance

 

 

    1. Workforce Stability

      1. As part of its annual budget process, CCCS analyzes its current number of employees, their skills and compares to projected needs.

      2. CCCS annually computes percentage of staff retention and whether decline is due to voluntary or involuntary termination.

      3. Counselor productivity is monitored monthly using Counselor Activity Reports and Performance Reviews

    2. Financial Performance

      1. The President/CEO reviews budget to actual budget performance via QuickBooks reports on a monthly basis. Budget to actual reports are given to the board at regularly scheduled meetings, but no less than quarterly.

      2. The Board reviews Balance Sheets at regularly scheduled board meetings.

    3. Risk Analysis and Prevention

      1. Any client/employee grievances or identified risks are taken to the board at regularly scheduled meetings, sooner if necessary.

      2. A Facilities Checklist and Inspection Checklist are completed each quarter by the President/CEO or appointee. Items needing attention are noted and corrected.

      3. The Board reviews the Injury and Illness Prevention Plan at least annually.

 

  1. Outcomes relating to Program and Service Delivery

 

 

    1. Availability of Service- Appointments Scheduled and Show Report  and Appointment Schedule are reviewed on a monthly basis to ensure clients receive access to services in a timely manner.

    2. Client File Reviews- Client files are reviewed on a quarterly basis for accuracy, appropriateness and completeness of data.

    3. Client Satisfaction Surveys are immediately  given to each client who receives services from CCCS.

 

  1. Outcomes relating to Clients and Programs

 

    1. Reduction in debt- Reduction in debt is analyzed annually for the Annual Report or as needed/requested by funders or other stakeholders.

    2. Better understanding of credit and personal finance- CCCS wants to make sure its programs are relevant to clients and CCCS’ mission and analyzes data at least quarterly.

    3. Drop reason- The reasons clients who do not stay on a DMP are analyzed annually.

    4. Client retention- Making sure DMP clients achieve their debt reduction goals is a priority for CCCS. This is a weekly, ongoing process.