Examples: Performance improvement and outcomes data in this context refers to the use of program and client outcomes data in planning and budgeting decisions. Such data may be used, for example, to direct available resources toward programs or interventions that have the strongest impact on individuals and families served.
The organization's practices reflect full implementation of the standard.
Practices are basically sound but there is room for improvement; e.g.,
Relevant parties participate in budget planning that considers strategic priorities, a realistic appraisal of funding, and costs, but the process could be made more comprehensive or changing conditions could be better addressed.
Practice requires significant improvement; e.g.,
The budget planning process is not comprehensive or formalized in one of the standard's elements; or
Either the governing body or management does not participate; or
There is no documentation of review by either the governing body or management team.
Implementation of the standard is minimal or there is no evidence of implementation at all.
The chief executive officer provides a quarterly executive report on the organization's finances to the governing body that includes:
current financial performance and any anticipated problems;
shifting strategic priorities and their financial implications;
a review of budget projections and areas of risk; and
discussion of other financial matters, as necessary.