Quality systems and outcomes measurements

Introduction

Charities Evaluation Service, in First Steps to Quality (2002) describe quality as:

• knowing what you want to do and how to do it
• learning from what you do
• using what you learn to develop your organisation and its services
• achieving what you set out to do
• satisfying your stakeholders – those people and groups with an interest in your organisation.

Why is quality important?

At the heart of all outreach services is the desire to provide the best possible service to the people they are trying to engage and support into accommodation. This is the primary reason that quality is important because quality assurance seeks to do this. However, as outreach services increasingly work to meet outcomes requirements then the external pressure to demonstrate quality increases. Attention to quality is also a way in which your outreach service can answer some of the challenges faced by increased competition to deliver services. Ultimately though, quality is important because it ensures that the needs of rough sleepers are met in an efficient way to a consistent standard.

Minimum standards

· The outreach service has considered what to include in the ‘quality policy’, based on its culture, core values and aims.

· The outreach service has identified which quality system(s) is/are appropriate to help it achieve its aims.

· The outreach service has a system for collecting information on service users.

· Outreach service staff, volunteers and management committee understand what is meant by ‘quality’.

· Outreach service staff and volunteers (including trustees) are committed to the principle of continuous improvement.

What is a quality organisation?

NCVO Quality Standards Task Group has set out some quality principles – which can be used to define a quality organisation.

A quality voluntary organisation

• strives for continuous improvement in all it does.

'After completing a task, we always check if there was anything we could have done better, and then try to improve it next time.'

• uses recognised standards or models as a means to continuous improvement and not as an end

'We are working with PQASSO /Investors in People/the EFQM Excellence Model and it has become a regular part of how we do things.'

• agrees requirements with stakeholders and endeavours to meet or exceed these first time and every time

'We consult our users/clients/funders/partners/donors/trustees/paid staff/volunteers/members to find out what they expect from us which then gives us targets to aim for.'

• promotes equality of opportunity through its internal and external conduct

'The way we do things demonstrates that we welcome diversity, and we can prove it both in how we organise ourselves and in who benefits from our activity.'

• is accountable to stakeholders

'We have ways of reporting how well we're doing which are open and verifiable, for example, the annual report, quarterly reviews for funders, and monthly management reports to trustees.'

• adds value to its end users and beneficiaries

'We have evidence that, through our work, we have really made a difference to the people we're working for.’

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