Presentation given by Nick Thijs (SIGMA) and Tihana Puzić (EIPA) at the Service Design and Delivery in a Digital Age - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Topic 3: Quality management systems and quality culture.

1. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
2
Day 2: The process of the self-assessment
Nick Thijs, OECD/SIGMA & Tihana Puzić, EIPA
SERVICE DESIGN AND DELIVERY IN A DIGITAL AGE
Academies for EaP countries
Quality management
systems and quality
culture

2. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
▪ Quality development and self-assessment is a joint project for managers
and employees
▪ Knowledge lies in the mind of the people at the workplace – not external
consultants – but to bring that knowledge into play demands a structured
process
▪ Self-assessment is a unique opportunity to gain overview of the overall
strengths and areas of improvement of the organisation – it should not be
seen as just another project but rather the platform of all organisational
development
The fundamentals of the self-assessment process

3. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
3 phases

4. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
The CAF process
5
Timeline: 3 to max 6 months

5. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
CAF
PHASE 1
6

6. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Step 1: Decide how to organise & plan the self-assessment
Phase 1: The start of the CAF journey
▪ Assure a clear management decision in consultation with the
organisation
▪ Define the scope and the approach of the SA
▪ Choose the scoring panel
▪ Appoint a project leader

7. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.

8. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.

9. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.

10. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
ORGANISATION
X
Classical and simple option
- Single and clear scope
- Small organisations
- 1 vision on organisation

11. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Horizontal / transversal strategies
DG A DGY
Organisation X
DG A DG Z
…
- 1 different DG’s
- Horizontal viewSA group
- Representing

12. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Organisation X
Horizontal strategies: different SA Groups

13. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
DG Y
Organisation X
Vertical strategies
DG Y DG Z
Organisation X
✓ Pilot
✓ Experiment
✓ In-depth analysis
✓ Possible to integrate levels
(DG and corporate)

14. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Dir 1 Dir 2
Dir 3 Dir 4
Mix of horizontal and vertical

15. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
1 2
7
8
9
11
10
13
3
12
4
14
15
17
19
6
5
16
18
20
21
22
23
24
25
26
27
28
29
30
31
32
33
- Lessons for different organisations
- Lessons in general
e.g. Belgian prisons

16. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Self-
assessment
Report 1
MGT Team
Self-
assessment
Report 2
Staff
Prioritisation seminar
Bringing management in
Consolidated
REPORT

17. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
by Staff by Management

18. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Step 2: Communicate the self-assessment project
▪ Define and implement a communication plan
▪ Stimulate involvement of the staff in the SA
▪ Communicate during the different phases to all the stakeholders

19. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
20

20. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Communication
• Face to face informal communication
• Meetings
• Formal Briefings
• Email
• Intranet web pages
• Newsletters
• Notices/posters
• Manuals and formal project documents
• Blogs

21. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
CAF
PHASE
2
22

22. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Place your title here
Step 3: Compose one or more self-assessment groups
▪ Decide on the number of self-assessment groups
▪ Create a self-assessment group that is relevant for the whole
organisation in all its aspects, respecting a set of criteria
▪ Choose the chair of the group(s)
▪ Decide if the manager should be part of the self-assessment
group

23. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Place your title here

24. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Step 4: Organise training
▪ Organise information and training of the management team
▪ Organise information and training of the self-assessment group
▪ The project leader provides a list with all relevant documents
▪ Define the key stakeholders, the products and services that are
delivered and the key processes

25. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Step 5: Undertake the self-assessment
▪ Undertake individual assessment
▪ Undertake consensus in group
▪ Score

26. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Step 6: Draw up a report describing the results of
self-assessment
For each sub criterion
▪ strengths
▪ areas of improvement
▪ improvement actions
▪ scores

27. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.

28. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
CAF
PHASE
3
29

29. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Step 7: Draft an improvement plan, based on the accepted self-
assessment report
Phase 3 – Improvement plan/ prioritisation
▪ Prioritize improvement actions
▪ Differentiate the actions within realistic time scales
▪ Integrate the action plan in the normal strategic planning process

30. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
The CAF Journey: Almost there! Prioritising
31
Bring staff and management together
In depth reflections and discussions on analysis and actions
Decision making moment – management needs to take decisions
Engagement for the future
Need to limit choices
Leadership role

31. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
32
20 Quick wins
10 Key actions
200
Actions

32. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
1. Identify the Quick Wins: High impact/easy to
implement
Quick Win = action that can be realised easily
and quickly (within a max. three months) and
encourages staff to implement actions that are
strategically important, motivating and tangible.
2. Prioritise the other actions
33

33. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.

34. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.

35. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Prioritisation – how?
36
❑ Collecting ideas for improvement from the self-assessment report and collating these ideas for
improvement under common topics – clustering
❑ Formulating improvement actions taking into account the strategic objectives of the
organization;
❑ Prioritizing the improvement actions – Recommendation is to organize a workshop and commonly
discuss (if possible with the management) the prioritized actions
❑ Assigning ownership to each action as well as a time schedule and milestones, and
identifying the necessary resources, CAF criteria – make the Action Plan!
❑ Communicate in the institution (and if wanted with key stakeholders) about the Action Plan and
the CAF process. Inspire other institutions to start the CAF journey!
Recommendation: use agile methods when working and monitoring the CAF Action Plan

36. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
37
“The CAF model does not prescribe a particular prioritisation methodology and many
public sector organisations are struggling with this strategic aspect. Some countries
have developed their own prioritisation approach and promote it amongst their
users.”
From: CAF Improvement identification, prioritisation and implementation, A study of inspiring practices installed in 20 Public
Sector organisations throughout Europe and the methodologies for prioritisation. Patrick Staes, Nick Thijs, Dorina Claessens
Is there a unique way to prioritise?
https://www.eipa.eu/wp-content/uploads/2022/06/caf_study_slovak_presidency_compressed_0-1.pdf

37. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
All the methodologies have a number of aspects in common to a certain extent:
• In the starting phase they all define Quick Wins.
• The appreciation of strategic importance or impact of the improvement actions as such or in relation with
the strategic objectives of the organisation are always present.
• The analysis of most aspects of the feasibility of the actions are always taken into consideration.
• The final decision always lays in the hand of the management.
There are differences regarding
• The involvement of all staff and other stakeholders in the introduction of proposals for improvement.
• The involvement of the SAG members in the choice of the actions.
• The number of chosen actions.
• The integration of the level of maturity according to the Principles of Excellence in the method.
Characteristics of the different prioritisation
methodologies
38

38. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Place your title here
▪ to all the stakeholders
▪ the right medium for the right message to the right target group
▪ together with the headlines of the self-assessment report
Step 8: Communicate the improvement plan

39. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Place your title here
▪ Define a consistent approach of monitoring and assessing the
improvement actions, based on the Plan-Do-Check-Act cycle
▪ Appoint a responsible person for each action
▪ Implement the appropriate management tools on a permanent
basis
Step 9: Implement the improvement Plan

40. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.

41. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.

42. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.

43. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.

44. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Place your title here
▪ Report on the state of the art of the improvement actions
▪ Organise a new self-assessment
▪ Try to work as much as possible in the same way as during the
previous self-assessment
▪ Analyse the impact of the improvement actions on the results of
the new self-assessment
▪ Launch a new action plan
Step 10: Plan next self-assessment

45. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.

46. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
1. Initiation 2. Self-Assessment 3. Improvements
January Y1 February - March March - June July Y1 -> Dec Y2
- Project set up
- Organisation
- Planning
- Communication
- Assessment groups
- Training
- Awareness
- Self-assessment
- Findings
- Prioritisation
- Action plan
- Programme
- 10 projects
- Implementation
- Monitoring
- Evaluation
- Adjustments
- Communication
- ALL staff!

47. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Feb-March
Self-
assessment
Report 1
Self-
assessment
Report 2
Self-
assessment
Report 3
End March
Consolidated
Self-assessment
Report
Initial findings
Place your title here

48. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Consolidated
Self-assessment
Report
Initial findings
Place your title here
Prioritisation:
10
Actions
Quick
wins
March – June Y1 July Y1 – Dec Y2
Planning:
1 Programme
10 Projects
Implementation
Implementation

49. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
ECU LABEL &
IMPLEMENTATION
PHASE
50

50. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
NEXT
CAF
CYCLE
51

51. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
CAF Milestones
Consensus
Prioritisation

52. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Spotlights on: CAF
consensus workshop
Main role: the self-assessment group
Objective: reaching common understanding of
strenghts, improvement areas & actions and the scoring
Method: open discussion
Needed: stamina rather than speed!
53

53. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Major challenges
-Differing perspectives: Participants may have different
perspectives, priorities, and interests, making it challenging to
reach a consensus.
-Resistance to change: some may be reluctant to adopt new
practices or modify existing processes.
-Group vibe & history of the self-assessment members in the
organisation – can bring pros and challenges
Management involved?
Spotlights on: CAF consensus
workshop
54

54. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Success factors:
1. Are we hearing critics or improvement
possibilities?
- Self-assessment results being positively expressed!
2. All voices are to be heard – participatory approach
3. Time management
4. SMART actions!
Spotlights on: CAF consensus
workshop
55

55. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Role and tasks of the CAF project leader/coordinator
and secretary:
“Fantastic duo”:
-Well prepared
-Empathic
-Conflict management skills
-Focused
-Facilitation skills
Spotlights on: CAF consensus
workshop
56