If the previous two stages are completed thoroughly, and performance statements
are given observable and measurable indicators, describing performance gaps
becomes a simple arithmetic exercise.
For example, consider a case where desired performance states that providers
should offer HIV/AIDS counseling to 100% of eligible clients who appear at the
clinic, and baseline data show that providers currently counsel only 25% of
eligible clients. The statement of the performance gap is that providers do
not counsel 75% of eligible clients who appear at the clinic.
Remember that these gaps always refer to the difference between desired and
actual performance for the performance in question. A common mistake
for new practitioners is to describe gaps between what the performer needs
and actually has. These gaps are addressed in Find Root
Causes, the next stage.
A review of the performance gaps will take place with the same stakeholder
group that helped to define desired performance. Typically, this review happens
in a stakeholder meeting, immediately preceding a root cause analysis of each