How To Be A Successful Organisation

Transcription

1 H E A D I N G 1 DoCS Good Practice Guidelines for DoCS-Funded Services Manual

2 A C K N O W L E D G E M E N T S The development of the Good Practice Guidelines (formerly the DoCS Quality Service Standards) was guided by the following members of the Steering Committee who gave valuable time, experience and insight. Adam Farrar Catherine Gander Faye Williams Jane Allen Kristy Delaney Leanne Elsworthy Linda Frow Michael Coffey Michele Adair Supported Accommodation Advisory Council Women s Refuge Resource Centre Local Community Services Association NSW Family Services Youth Action and Policy Association Supported Accommodation Advisory Council NSW Council on Social Services Youth Accommodation Association Mission Australia Many organisations attended the program-specific focus groups, contributing to the refinement of the guidelines and writing of the service examples included in the quality self-assessment workbook in part 2 of this manual. Thanks also go to the following organisations and services, which took part in the pilots of the guidelines (as the Standards) and service examples. Their efforts to complete the self-assessment and pilot evaluation and their valuable input in the further refinement of the documents are much appreciated. Shire Wide Youth Services Orange Family Support Service South East Neighbourhood Centre Barnardos Youth and Family Counselling Service Bankstown Multicultural Youth Service YWCA NSW Big Sister/Big Brother Program Mission Australia Youth Assistance Project Mission Australia Adolescent Family Counselling Project St. George Backstop Family Support Service Deniliquin Neighbourhood Centre South West Child Adolescent and Family Services Local Community Services Association Southern Youth and Family Adolescent and Family Counselling Project Non English Speaking Housing Women s Scheme Inc. Edel Quinn Shelter Forbes Women s Refuge Parramatta Mission Verity House St. Benedicts Community Day Centre Women In Supported Housing Program A Women s Place Wesley Mission Dalmar Independent Living Program Bungree Aboriginal Association Inc. Services Wollongong Crisis Youth Refuge Anglicare Family First Programs Monaro Family Support Service Mallee Family Care Incorporated Indigenous Community Development and Parenting Access Programs Riverstone Aboriginal Family Service Miimali Aboriginal Community Association Campbell Page Volunteer Home Visiting Service Kurrajong Early Intervention Centre 2

3 F O R E W O R D It is my pleasure to be able to offer this Good Practice Guidelines for DoCS-Funded Services Manual to our community partners, many of whom have contributed considerable time and expertise to its development. I trust this manual will become a valuable resource to organisations funded by the Department of Community Services, in supporting their commitment to provide high quality services to their clients. The good practice guidelines will help us all to develop a common language and understanding of what is meant by good practice and high quality service delivery. The clear statements of expectation contained in the Manual will inform the design and operation of the service quality aspects of DoCS-funded services. The Manual has been designed to be widely accessible and easy to use and is based on a very practical approach to implementing the guidelines. The good practice guidelines will assist not only individual service delivery, but will help to strengthen the service system as a whole, as services embrace the good practices in relation to networking and facilitating coordination across service outlets with services knowing what to expect from each other. I wish you well on your journey of continuous quality improvement through the use of this Manual and look forward to the results that we will see for individual clients and the service system as a whole. Dr Gül Izmir Deputy Director-General Service System Development 3

4 C O N T E N T S Acknowledgements... 2 Foreword... 4 Contents... 5 Introduction... 6 Development of the good practice guidelines... 6 How children s services and out-of-home care will be affected... 7 Implementation... 8 The continuous quality improvement cycle... 8 PART 1: THE GOOD PRACTICE GUIDELINES... 2 Overview... 2 Good practice guidelines summary... 3 Good practice guidelines summary table with key organisational areas... 4 Section 1 Your organisation... 5 Section 2 Your activities Section 3 Your relationships PART 2: QUALITY SELF-ASSESSMENT WORKBOOK Introduction Guideline 1.1 Governance Guideline 1.2 Systems management Guideline 1.3 Human resource management Guideline 2.1 Access Guideline 2.2 Services and programs design Guideline 2.3 Implementation Guideline 3.1 Community development Guideline 3.2 Networks Guideline 3.3 Funding partnerships and contracts PART 3: QUALITY WORKPLAN Introduction Priority grid Quality workplan templates

5 I N T R O D U C T I O N The information in this document relates specifically to good practice guidelines for the Department of Community Services (DoCS)-funded services. While these guidelines sit within the DoCS Performance Management Framework, and are the quality component upon which DoCS-funded services may be assessed, this is a stand-alone document and the practices described within it do not depend on the Framework to guide their implementation. The manual is divided into three parts as follows: Part 1: The good practice guidelines Contains nine good practice guidelines and more detailed information on what constitutes good practice under each guideline. Part 2: Quality self-assessment Contains a quality self-assessment tool and directions on how to conduct it. Part 3: Quality workplan Contains a quality workplan tool and directions for completing and implementing the workplan. DEVELOPMENT OF THE GOOD PRACTICE GUIDELINES The Good Practice Guidelines for DoCS-Funded Services Manual (previously the DoCS Quality Service Standards), is one of the key initiatives outlined in the DoCS Funding Policy, aiming to guide and support organisations in service development to promote quality outcomes for clients and to enable quality improvement, evaluation and accountability. Strengthening NGOs is an important part of funding reform and is essential for a secure and stable supply of services. The good practice guidelines are based on the Human Service Organisations Generic Quality Framework Project commissioned by the Mental Health Coordinating Council in 2003 and funded by NSW Health. The aim of the Generic Quality Framework Project was to introduce a consistent approach to service standards for funded services that could be potentially applied across a range of NSW Departments. The good practice guidelines were developed through intensive consultation with industry groups, and have the support of peak bodies including the Council of Social Services of NSW (NCOSS) and the Association of Children s Welfare Agencies (ACWA). The guidelines were tested (as the DoCS Quality Service Standards) in September 2004 with focus groups, which included Directors, Partnerships and Planning (DPPs) from across the State. The guidelines were also piloted with a cross-section of 30 DoCS-funded services, including services from the Supported Accommodation Assistance Program (SAAP), the Community Services Grants Program (CSGP) and Families First in November There are nine good practice guidelines in total, each written as an explicit statement of outcome. The core set of guidelines aims to: promote quality outcomes for clients guide staff in service development enable quality improvement, evaluation and accountability develop consistent and high level of quality across services. 5

6 The Good Practice Guidelines for DoCS-Funded Services Manual forms the basis of the quality improvement component of the DoCS Performance Monitoring Framework, which provides a well-defined policy and procedural framework for monitoring expectations and outcomes for DoCS-funded services. HOW CHILDREN S SERVICES AND OUT-OF-HOME CARE WILL BE AFFECTED For children s services and out-of-home care (OOHC) the quality assurance approaches already in place will remain. This is through the Office of the Children s Guardian s accreditation process for OOHC and the regulation and licensing system for children s services. DoCS has commenced discussion with the Office of the Children s Guardian with a view to bringing the NSW OOHC Standards and the good practice guidelines into closer alignment. 6

7 I M P L E M E N T A T I O N THE CONTINUOUS QUALITY IMPROVEMENT CYCLE The good practice guidelines are to be implemented through a cycle of continuous quality improvement, using the DoCS quality self-assessment and quality workplan support tools. It is suggested that the cycle is completed annually and is aligned with the service s regular review schedule or reporting requirements. The continuous quality improvement cycle is illustrated in Figure 1. It involves four steps: Step 1: Self-assessment Step 2: Develop quality workplan Step 3: Implement quality workplan Step 4: Review quality workplan Step 1: Self-assessment Services assess their current practices against the good practice guidelines, using the quality self-assessment contained in part 2 of this manual. The quality self-assessment contains instructions for completion and a template for each of the nine guidelines to assist services to determine where are we now? and where do we want to be? in relation to the good practice guidelines. (Note: The self-assessment contains one section for each guideline, so the sections may be completed one at a time over a period of time, depending on which guideline/s the service prioritises for assessment.) Accompanying each template is a list of attributes of good practice, provided as a prompt to services to think about what constitutes good practice for each guideline. Following the attributes is a further list of service examples, providing concrete and practical examples that services may choose to draw on when describing their own practices. Directions for completing the self-assessment appear at the front of the quality self-assessment workbook. Step 2: Develop quality workplan Support tool: quality self-assessment workbook The findings from the self-assessment are used to develop a quality workplan to assist services to make improvements to their service, in line with the good practice guidelines. The quality workplan contained in part 3 of this manual features a priority grid and a workplan template to assist services to organise their goals into a plan of action. Directions for completing the quality workplan appear at the front of the workplan. Step 3: Implement quality workplan Support tool: quality workplan Services implement the quality workplan, using the stated strategies and timeframes. Services monitor the progress of implementation, to determine whether the goals are on track for achievement, or whether amendments need to be made to the workplan. Step 4: Review quality workplan Implementation of the quality workplan is reviewed by the organisation within 12 months of self-assessment. Actions still requiring completion are carried over to the next self-assessment 7

8 FIGURE 1: CONTINUOUS QUALITY IMPROVEMENT CYCLE - USING THE GOOD PRACTICE GUIDELINES SUPPORT TOOLS Self-assessment Services assess practices against good practice guidelines using quality self-assessment Review workplan Services review quality workplan. Actions requiring completion are carried over to the next self-assessment Develop workplan Services develop plan for service improvement using quality workplan Implement workplan Services implement quality workplan and monitor progress of implementation For DoCS-funded services: how the good practice guidelines relate to the DoCS Performance Monitoring Framework The good practice guidelines will feature as the quality component of the Service Agreement and it is proposed that the good practice guidelines be implemented within the sector incrementally over the next three years, with services having the option to implement them earlier than required. All Supported Accommodation Assistance Program (SAAP), Community Services Grants Program (CSGP), Early Intervention Program (EIP) and DoCS-funded Families First services will be encouraged to begin implementing the good practice guidelines within their service. DoCS-funded services will not be required to submit their quality self-assessment or quality workplan to DoCS for approval, unless DoCS disagrees with the service on the extent to which the guidelines are being implemented, or the service is selected for random audit through the Performance Monitoring Framework (PMF). In this case DoCS may ask to review the service s quality selfassessment and quality workplan. Areas within the good practice guidelines identified for improvement may be incorporated in more detail into the revised PMF performance improvement plan developed by DoCS in collaboration with the funded service. The revised performance improvement plan will then become part of the service s Service Agreement. Services funded under DoCS Early Intervention Program (EIP) will be required to use their best efforts to operate their service in a manner consistent with the good practice guidelines. EIP funded services will need to demonstrate by 2007/08 that their service operates in a manner that is consistent with the good practice guidelines or that they are implementing satisfactory steps to move toward consistency. 8

9 NAME OF ORGANISATION/SERVICE PART 1 The Good Practice Guidelines

10 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S OVERVIEW The nine good practice guidelines are grouped into three sections, with three guidelines in each section. The sections are: Section 1: Your organisation This section is about how your organisation may create an environment to support the achievement of its objectives. It describes the values and direction of the organisation, as well as systems and processes to carry out day-to-day activities. Section 2: Your activities This section is about the core activities your organisation was set up to deliver. They include the provision of services and/or programs for clients, participants or members (your organisation s key stakeholders). The good practice guidelines emphasise the importance of always placing the interests of your clients at the forefront of all your activities. In section 2 the guidelines are arranged to reflect the way the key stakeholders move through your service. The first guideline in this section, access, deals with the initial stage in which your key stakeholders access your service. The second guideline, services and program design, concerns issues of engaging them in service design. The third guideline, implementation, relates to the implementation of agreed plans. Service reviews form part of the design process. Section 3: Your relationships This section is about the broad range of relationships that your organisation may develop to increase the resources it requires to carry out its activities. A summary of the good practice guidelines and the key organisational areas covered by each, appears on the following page. On the pages after that, each guideline is presented in more detail, providing: a summary of what addressing each guideline involves key organisational areas covered by the guideline attributes of good practice associated with the guideline. A note on the attributes of good practice The attributes of good practice are provided as a prompt to organisations to think about what constitutes good practice for each guideline. They aim to promote reflection and discussion within an organisation and/or dialogue between the organisation and a reviewer from an external agency. The attributes are not a full list of what organisations need to do to demonstrate they meet the good practice guidelines. Organisations meeting a particular good practice guideline may not possess the same attributes of good practice listed for that guideline. Some of them may do more, or demonstrate they meet a guideline in a different way. The attributes will not be used as a checklist to assess performance. 10

11 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S GOOD PRACTICE GUIDELINES SUMMARY 1.1 Governance SECTION 1 Your organisation The governing entity defines clear goals and purposes for the organisation, develops strategies to achieve and monitor the organisation s goals and is accountable for all its activities. 1.2 Systems management There are effective management systems and strategies to ensure the organisation s goals are met. 1.3 Human resource management The organisation plans, develops and supports its workforce, both paid and voluntary, to ensure the effectiveness of its services. 2.1 Access SECTION 2 Your activities The organisation provides fair and equitable access to its services and programs, actively identifying and removing barriers for eligible clients from disadvantaged backgrounds. 2.2 Services and programs design The design and review of services and programs focus on positive outcomes for clients/participants. 2.3 Implementation Services and programs are delivered to achieve the best outcomes for clients/participants. 3.1 Community development SECTION 3 Your relationships The organisation works to build and sustain the community capacity and to foster constructive and respectful relationships among the members of the community. 3.2 Networks The organisation links and collaborates with other organisations to achieve best outcomes for individuals, organisations and communities. 3.3 Funding partnerships and contracts The organisation s funding partnerships and contractual arrangements provide resources for sustainable services and programs. 11

12 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S GOOD PRACTICE GUIDELINES SUMMARY TABLE WITH KEY ORGANISATIONAL AREAS SECTION 1 YOUR ORGANISATION SECTION 2 YOUR ACTIVITIES SECTION 3 YOUR RELATIONSHIPS Guideline 1.1 Governance The governing entity defines clear goals and purposes for the organisation, develops strategies to achieve and monitor the organisation and is accountable for all its activities. Key organisational areas: accountability strategic and business planning strategic risk management communication regulatory environment policy framework organisation structure. Guideline 2.1 Access The organisation provides fair and equitable access to its services and programs, actively identifying and removing barriers for eligible clients from disadvantaged backgrounds. Key organisational areas: equity of access entry, exit and re-entry referral information rights and responsibilities. Guideline 3.1 Community development The organisation works to build and sustain the community capacity and to foster constructive and respectful relationships among the members of the community. Key organisational areas: community and relationship autonomy participation system advocacy social resources. Guideline 1.2 Systems management There are effective management systems and strategies to ensure the organisation s goals are met. Key organisational areas: policy implementation leadership planning, evaluation and quality improvement information management administration systems financial management operational risk management facilities management. Guideline 2.2 Services and programs design The design and review of services and programs focus on positive outcomes for clients/participants. Key organisational areas: designing client focus, assessment review integration documentation exit and transition. Guideline 3.2 Networks The organisation links and collaborates with other organisations to achieve best outcomes for individuals, organisations and communities. Key organisational areas: forums industry development research and practice development collaboration. Guideline 1.3 Human resource management The organisation plans, develops and supports its workforce, both paid and voluntary, to ensure the effectiveness of its services. Key organisational areas: human resource planning personnel management orientation training and development occupational health and safety equal employment opportunity (EEO) and anti-discrimination. Guideline 2.3 Implementation Services and programs are delivered to achieve the best outcomes for clients/participants. Key organisational areas: service and program integration timeliness responsiveness reliability evidence base cultural sensitivity rights and preferences independence. Guideline 3.3 Funding partnerships and contracts The organisation s funding partnerships and contractual arrangements provide resources for sustainable services and programs. Key organisational areas: funding proposal funding partnership sustainability funding and partnership agreement role and contribution accountability and reporting contracts and brokerage. 12

13 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S SECTION 1 YOUR ORGANISATION Guideline 1.1 Governance The governing entity defines clear goals and purposes for your organisation, develops strategies to achieve and monitor the organisation s goals and is accountable for all its activities. This involves: providing leadership, direction and guidance for achieving the organisation s goals providing a positive organisational profile ensuring adequate resources for sustainable and effective services assessing and managing strategic risks setting the organisation s policies being accountable to stakeholders monitoring the achievements and activities of the organisation. Key organisational areas covered by governance include: accountability strategic and business planning strategic risk management communication regulatory environment policy framework organisation structure. Attributes of good practice governance Accountability There is a clear process of selection, orientation and training for the governing body/management committee, and its performance is regularly evaluated. The composition of the governing body/management committee reflects, as far as possible, the cultural diversity of the service area by having representation of people from diverse and disadvantaged backgrounds. The governing body/management committee is accountable to stakeholders by providing leadership for achieving your organisation s goals and building its profile. The roles of and relationship between the governing body/management committee and the Chief Executive Officer/manager are clearly defined. Strategic and business planning There are plans and strategies for realising your organisation s goals and potential, and they are regularly reviewed and monitored. 13

14 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S Strategic risk management Major risks such as financial viability are identified and managed to ensure the long-term success of your organisation. Communication Your organisation s goals, plans and achievements are clearly communicated and understood by all stakeholders. Regulatory environment Your organisation complies with all relevant laws and regulations. Policy framework Policies, structures and processes are developed and monitored to support all aspects of organisation and service operations. Organisation structure Lines of authority and delegation of responsibility are clearly defined and communicated. Guideline 1.2 Systems management There are effective management systems and strategies to ensure the organisation s goals are met. This involves: service planning and evaluation continuous quality improvement data collection and management assessing and managing operational risks organising and maintaining equipment and facilities financial and administrative management. Key organisational areas covered by systems management include: policy implementation leadership planning, evaluation and quality improvement information management administration systems financial management operational risk management facilities management. 14

15 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S Attributes of good practice systems management Policy implementation Your organisation has clear documented policies and procedures to deliver its services. Leadership The environment within your organisation facilitates communication, promotes teamwork and encourages staff at all levels to exercise leadership. Planning, evaluation and quality improvement Your organisation actively involves staff, clients/participants and stakeholders and responds to their input in the planning processes including community needs assessment, goal setting and activities planning. Your organisation conducts evaluations and uses the findings to modify and improve activities. Information management There is a systematic, ethical and secure way to collect, store and share information. Such information is used to review and develop the service of your organisation. Administration systems Administrative systems, policies and procedures operate efficiently to support the work of staff and volunteers and to enable your organisation to function effectively. Financial management There is a transparent financial management system that meets your organisation s information and compliance needs. Operational risk management Risks (e.g. finance, insurance, staffing issues) are systematically identified, assessed and managed. The risk management system enables your organisation to provide continuous, safe, responsive and efficient services. Facilities management The physical resources including equipment and facilities are well organised, maintained and managed. The facilities management system enables your organisation to provide safe, effective, accessible and comfortable services. 15

16 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S Guideline 1.3 Human resource management The organisation plans, develops and supports its workforce, both paid and voluntary, to ensure the effectiveness of its services. This involves: human resource planning for meeting the organisation s goals timely and appropriate orientation supervision and training for staff and volunteers grievance procedures annual performance appraisal occupational health and safety issues. Key organisational areas covered by human resource management include: human resource planning personnel management orientation training and development occupational health and safety Equal Employment Opportunity (EEO) and anti-discrimination. Attributes of good practice human resource management Human resource planning Human resource needs are anticipated and barriers are addressed so that the existing and long-term goals of your organisation can be achieved. Your organisation recognises that value of cultural diversity as a human resource asset and employs a workforce that is reflective of the Indigenous, cultural and linguistic diversity within the broader community. All staff and volunteers have appropriate qualifications, skills, attitudes and experience to deliver quality services. Personnel management Staff are employed in accordance with industrial awards and standards. The structure and environment of your organisation promotes cooperative work practices and encourages staff and volunteers to take responsibility and initiative. Your organisation has systems to remedy situations where staff and/or volunteers have acted inappropriately or provided poor or unacceptable services. Personnel systems (e.g. annual appraisal, pay roll, acknowledgement of contribution) operate efficiently to support the work of staff and volunteers and to enable your organisation to function effectively. 16

17 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S Orientation All staff and volunteers receive timely and appropriate orientation. Training and development All staff and volunteers receive supervision, support and training that assist them to contribute to the goals of your organisation. Occupational health and safety Workplace health and safety issues are identified and addressed to reduce illness and injury. Equal Employment Opportunity (EEO) and anti-discrimination Your organisation has in place EEO plans, policies and practices to ensure that the workplace is free from all forms of unlawful discrimination and harassment. Your organisation has in place affirmative measures to assist EEO groups (including women, Aboriginal and Torres Strait Islander peoples, members of racial, ethnic and ethno-religious minority groups, and people with a disability) to overcome past and present disadvantage. 17

18 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S SECTION 2 Guideline 2.1 YOUR ACTIVITIES Access The organisation provides fair and equitable access to its services and programs, actively identifying and removing barriers for eligible clients from disadvantaged backgrounds. This involves: addressing community needs removing barriers to access having support services in place to facilitate access having a transparent and equitable entry process providing information about community services and resources having effective referral process informing key stakeholders of their rights and responsibilities. Key organisational areas covered by access include: equity of access entry, exit and re-entry referral information rights and responsibilities. Attributes of good practice access Equity of access Your organisation facilitates people s access to services and programs based on access criteria and available resources. Your organisation seeks to address needs as identified through methods such as comparing current client/participant profiles with the local demography. Your organisation uses demographic data to understand the diverse cultural profile of the community, such as the Indigenous, cultural and linguistic diversity, and applies this knowledge in service planning. Your organisation seeks to identify and address barriers that may inhibit access including cost, operating times, physical layout and service location. Your organisation respects individual differences and seeks to provide services that are accessible to our diverse population including people from religiously, culturally and linguistically diverse backgrounds, Indigenous backgrounds and people with specific sexual preferences. Your organisation supports and facilitates clients/participants access to your services by having support services in place such as childcare and transport services. Your organisation facilitates clients access to advocates. The eligibility criteria and entry processes ensure that people within the target group have access to your service without discrimination. 18

19 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S Entry, exit and re-entry Eligibility criteria and entry process are communicated clearly and understood by clients/participants, staff, volunteers and relevant agencies. The entry process is conducted by experienced and qualified staff and/or volunteers. The entry process ensures that assessment is conducted to prevent blanket exclusions. The response time to requests for services is appropriate to the level of need and risk. Referral Your organisation has effective referral processes. Your organisation has systems in place to facilitate clients/participants access to a range of services available in the community. Information People who are ineligible or who are refused service are offered an explanation of the basis for refusal, and they are provided with information to connect them with suitable services. Rights and responsibilities Clients/participants understand their rights and responsibilities, including complaint and appeal procedures. Complaint and appeal procedures are implemented promptly and fairly. Guideline 2.2 Services and programs design The design and review of services and programs focus on positive outcomes for clients/ participants. This involves: providing assessments reviewing service effectiveness providing coordinated services and programs documenting and monitoring records involving key stakeholders planning for service exit and follow up. Key organisational areas covered by services and programs design include: designing client focus, assessment review integration documentation exit and transition. 19

20 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S Attributes of good practice services and programs design Designing Clients/participants are encouraged to participate in the design of services and programs that affect them. Client Focus, assessment Your organisation works with clients/participants to define their needs, articulate the desired outcome and negotiate a suitable service response. Your organisation identifies the cultural, linguistic and Indigenous diversity within the target group and designs services that are responsive to this diversity. Review Your organisation works with clients/participants to review the effectiveness of services and respond to their concerns. Your organisation uses evidence on the outcomes for clients/participants to improve existing services. Integration Services and programs are designed to meet the needs of clients/participants in an integrated manner. Your organisation consults with culturally diverse and Indigenous groups as part of program design. Documentation Your organisation has identified the data requirements concerning clients/participants so that they can be used as evidence for service improvement. There is a system to capture this data. Exit and transition There is joint planning with clients/participants for exit or transition from the service and access to ongoing support if needed. Guideline 2.3 Implementation Services and programs are delivered to achieve the best outcomes for clients/participants. This involves: applying relevant service specific-standards, where applicable being reflective of services and programs provided respecting clients/participants including their rights, preferences and circumstances. Key organisational areas covered by implementation include: service and program integration timeliness responsiveness 20