A Framework For Organizational Performance Improvement

Posted on March 2, 2014

Organizational performance improvement efforts, guided by Personal Outcome Measures® data, offer practical steps for implementing person-centered principles of service. They provide a step-by-step process to guide organizations through assessment and planning activities. Decisions about how to organize and support individual outcomes are rarely simple and clear. These decisions are complex and require coordinated analysis of many variables, through platforms like the PORTAL Data System. Using an outcome based quality improvement process enables staff to understand the variables that are most closely linked to outcomes.

Performance improvement with Personal Outcome Measures® does not mean that performance improvement only occurs person by person. Instead, improvement activities need to focus on the entire organization’s abilities to support actions and individuals that promote the achievement of outcomes. The structure of the organization’s efforts for supporting Personal Outcomes has multiple layers.

Supporting outcomes for people is the ultimate goal of the organization. Outcomes direct attention and drive organization activities. The supports that assist people to attain and maintain their desired outcomes follow from knowledge about personal outcomes. Tools, techniques, and resources are positioned to assist support staff and others to facilitate desired outcomes. The foundation for all activities within the organization’s structure is the mission.

Each organization must outline and design its own process for performance improvement using the steps of this framework. An organization’s path to performance improvement takes into consideration a range of variables that are unique to each organization. Variables such as the organization’s mission, size, human resources, and funding will require modification of each step to fit unique needs.

A performance improvement process is not just another “program” or effort that is launched in addition to the real work of the service organization. It must support and encourage organizational operations to optimize use of resources and ensure meaningful results for people. Ongoing performance improvement is as important as other routine management functions, such as budget development and staffing.