It establishes some method of decision-making and has a chairperson. The committee creates, and works from, a Calendar of Audits and Performance Reviews which includes standard audits done routinely every month, quarter, or year, and special audits. There is an Audit Form on which the audits are described and results and follow-up are noted. It is the Committee's job to see that the real work of quality improvement takes place at the department or program level or at the various clinic sites. The people delivering the services should be measuring their performance and analyzing the results and planning and implementing the response to discovered problems.
Strategy implementation is more about commitment than correctness.
All departments and staff should have an opportunity for input into the plan and have access to the final plan. Objectives for the annual plan may come from QA audits, from a group process involving teams and departments, and from review of the quality requirements of funding or regulatory agencies. Use the planning format offered by the BPHC that calls for objectives, work tasks required for the objective, and progress toward meeting the objective. That is create a budget based on cost and revenue centers as well as the categorical budget in the BPHC applications. Budgets should have meaning to the people doing the work and provide a basis for evaluating the performance of the departments and programs that make up the health center.