Jeffery L. Quarles MRC, LICDC

Jeffery L. Quarles MRC, LICDC

Using Program Using Program Outcomes to Manage Outcomes to Manage

Performance Performance ImprovementImprovement

Using Program Using Program Outcomes to Manage Outcomes to Manage

Performance Performance ImprovementImprovement

Outcomes management requirements Outcomes management requirements in Grant and Per Diem Programsin Grant and Per Diem Programs


Performance Improvement

• Organizations must constantly monitor and assess its performance against some established goals/objectives.

• Only by setting specific measurable objectives and tracking performance can an organization gauge the degree to which it is successfully meeting its desired outcomes.


Performance Improvement

• Regular monitoring and analysis of performance positions an organization to develop and implement performance improvement.


Practical example• We will be using

performance improvement requirements with GPD as an example for this discussion.


Background-Grant Application

• All GPD Applicants agreed to develop supportive housing and/or supportive services that help homeless veterans achieve 3 broad program goals;– Achieve residential stability– Increase skill level and/or income– Obtain greater self-determination


Residential Stability• Access to and length

of stay in, stable affordable housing.

• Also addresses problems that led to homelessness;– Mental Illness– Substance Abuse– Physical Disabilities– Unemployment


Increased Skill or Income

• Resources needed to enable persons to live as self sufficiently as possible.– Employment– Higher paying job– Education– Entitlement benefits


Greater Self-Determination

• Increase in the influence that persons have over their lives.– Development of their

own supportive and housing services plan

– Participation in resident advisory meeting

– Employment– Volunteering


Measurable Objectives• All GPD awardees were required to

develop measurable objectives to “assess the program’s success” for each of the overall program goals.– Evaluate the objectives on an ongoing basis.

• Make program modifications if necessary to “fully realize its objectives”.


Reporting Requirements

• “The recipient will provide evidence of this ongoing assessment to VA at such time as are deemed necessary, but as a minimum, once annually in the form of a report that addresses the recipient’s ability to meet the goals, objectives, measures and special needs as set for the in the recipient’s grant proposal.” (38 CFR 61.80(14)(c))


Reporting Requirements

• GPD Liaison documented review of objectives during initial inspection.

• Liaison discussion with GPD organization quarterly.

• Annual report and discussion of objectives as part of annual re-inspection.


Reporting Requirements-FAQ’S

• What data will we review during the initial inspection the program has not started?– The liaison will review;

• Objectives stated in grant• Plans for data source, who collects, who included

in data• Plans for quarterly reviews• Annual re-inspection process



• What will we discuss with the liaison during the quarterly reviews?– Actual outcomes on

all the objectives stated in the grant.

– Discuss opportunities for improvement



• What is the format for annual report?– Any acceptable

business format.

• How is the data documented in the re-inspection?






• Can I change our objectives?– Yes, any change

in your objectives requires a written requested Change of Scope to the GPD Office.


How can our organization use this

information?• Improve services- look for trends,

analyze info and develop solutions, follow up on results.

• Determine resource allocation• Demonstrate ability when seeking other

grants.• Use information to market your program • Recognize staff accomplishments• Determine staff training needs


Program Objectives Final Thoughts

• Measurable objectives are your program’s outcomes that define success…– The measurable effects of the services

received.

• How you define “quality outcomes", is really based on customer (veteran) and stakeholder (VA, the Board of Directors, local community) expectations.

Business

Jeffery L. Quarles MRC, LICDC