Table 3 Frequencies and percentages of quality practices in the criterion Policy and Strategy
2. Policy and strategy | n | % |
|---|---|---|
2a. Policy and strategy are based on the present and future needs and expectations of stakeholders | Â | Â |
   The establishment of PA programme objectives takes people's opinions into account | 15 | 57,69 |
   The establishment of PA programme objectives takes external opinions into account | 7 | 26,92 |
   Effective management is based on information about customers | 11 | 42,31 |
   Customers' needs are taken into account when establishing objectives | 11 | 42,31 |
2b. Policy and strategy are based on information from performance measurement, research, learning and external related activities | ||
   Continuous improvement processes are based on a systematic assessment of PA programme effectiveness | 16 | 61,54 |
   Systematic measurement of quality and non-quality costs is carried out | 1 | 3,85 |
   Information systems are in place to capture external information (about customers, society...) | 10 | 38,46 |
2c. Policy and Strategy are developed, reviewed and updated | Â | Â |
   Systematic procedures are in place to plan, evaluate and control PA programme goal achievements | 16 | 61,54 |
   Quality strategies affect all organizational areas and coordination activities | 1 | 3,85 |
   Quality objectives stem from long-term strategic plans | 1 | 3,85 |
   Coordinators favour consensus about relevant objectives and future projects | 5 | 19,23 |
2d. Policy and Strategy are communicated and deployed through a framework of key processes | Â | Â |
   Organizational processes and their interrelationships are identified | 22 | 84,62 |
   Coordinators inform people about the quality strategy | 1 | 3,85 |
   Every member in the organization knows the PA programme mission and objectives | 21 | 80,77 |