Understanding the Public Sector Customer QCS: Introduction to the Common Assessment Framework (CAF)
Common modernisation themes   <ul><li>Accountability of public bodies  and  individuals </li></ul><ul><li>Customer focus <...
Taking stock & moving forward <ul><li>When organisations take stock/move forward, informed decision-making/prioritisation ...
No need to reinvent the wheel: there are tools for the job <ul><li>ISO 9000 series – often used for quality assurance of s...
CAF Model (2006) Leadership Key  Performance Results Process es   People Strategy  &  Planning   Partnerships. & Resources...
Plan – Do – Check - Act http://www.eipa.nl/CAF/CAF_2006/Brochures/English_2006.pdf
The PDCA Cycle <ul><li>Plan  - a change aimed at improvement  -  analy s e what you inte n d to improve, look for areas th...
The CAF (2006): Assessment  Process <ul><li>Gain senior management commitment to undertaking CAF and action following asse...
CAF Criteria: Customer/citizen orientated results <ul><li>The results the organisation is achieving in relation to the sat...
The CAF (2006): using the results <ul><li>Communicate the group assessment to the organisation and its senior management. ...
Using the CAF as a tool for organisational self-assessment   <ul><li>helps you to get a better idea of what your organisat...
Using the CAF to support improvement and change   <ul><li>Uses knowledge of own people…. </li></ul><ul><li>… .helps create...
CAF is not … <ul><li>“ just another management fad”…   if it does not help use something else … </li></ul><ul><li>a compet...
What are some of the defining features of a quality public service organsiation?   <ul><li>Excellence in service delivery ...
How will we know when we get there? <ul><li>When we think we have got there, then we know we have become complacent! </li>...
Why go for quality management? <ul><li>Quality services are an integral part of public service modernisation. </li></ul><u...
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Intro To Caf Kieran Lenihan

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Intro To Caf Kieran Lenihan

  1. 1. Understanding the Public Sector Customer QCS: Introduction to the Common Assessment Framework (CAF)
  2. 2. Common modernisation themes <ul><li>Accountability of public bodies and individuals </li></ul><ul><li>Customer focus </li></ul><ul><li>Less emphasis on inputs (HR, finance) </li></ul><ul><li>Increased focus on outputs/outcomes </li></ul><ul><li>Focus on improving and measuring performance </li></ul><ul><li>Continuous improvement </li></ul>
  3. 3. Taking stock & moving forward <ul><li>When organisations take stock/move forward, informed decision-making/prioritisation are crucial. Best practice tells us that evidence is needed on: </li></ul><ul><ul><li>leadership </li></ul></ul><ul><ul><li>people </li></ul></ul><ul><ul><li>strategy & planning </li></ul></ul><ul><ul><li>partnership & resources </li></ul></ul><ul><ul><li>processes </li></ul></ul><ul><ul><li>customer focus </li></ul></ul><ul><ul><li>internal customer </li></ul></ul><ul><ul><li>key performance results. </li></ul></ul>
  4. 4. No need to reinvent the wheel: there are tools for the job <ul><li>ISO 9000 series – often used for quality assurance of standardised processes ( www.nsai.ie ) </li></ul><ul><li>Q-Mark – EIQA ( www. eiqa.com ) </li></ul><ul><li>Excellence through People – www.fas.ie </li></ul><ul><li>EFQM Excellence Model – originally developed for the private sector ( www.efqm.com ). </li></ul><ul><li>Common Assessment Framework (CAF 2006) – EU developed specifically for public service ( www.eipa. nl ). </li></ul>
  5. 5. CAF Model (2006) Leadership Key Performance Results Process es People Strategy & Planning Partnerships. & Resources Society Results Customer/ Citizen-Oriented Results People Results ENABLERS RESULTS INNOVATION AND LEARNING
  6. 6. Plan – Do – Check - Act http://www.eipa.nl/CAF/CAF_2006/Brochures/English_2006.pdf
  7. 7. The PDCA Cycle <ul><li>Plan - a change aimed at improvement - analy s e what you inte n d to improve, look for areas that hold opportunities for change. </li></ul><ul><li>Do - Carry out the cha nge (preferably as a pilot ) - i mplement the change you decided on in the plan phase. </li></ul><ul><li>Check - the results. What was learned? What went wrong? </li></ul><ul><li>Act - Adopt the change, abandon it, or run through the cycle again. </li></ul>
  8. 8. The CAF (2006): Assessment Process <ul><li>Gain senior management commitment to undertaking CAF and action following assessment </li></ul><ul><li>Appoint CAF project leader to facilitate process and ensure necessary information available. </li></ul><ul><li>Establish representative assessment group </li></ul><ul><li>Undertake individual assessment/scoring of each criterion and its sub-criteria based on own knowledge and experience </li></ul><ul><li>Repeat exercise on a group basis, negotiating agreement and seeking consensus. </li></ul>
  9. 9. CAF Criteria: Customer/citizen orientated results <ul><li>The results the organisation is achieving in relation to the satisfaction of its external customers. </li></ul><ul><li>Evidence is needed to demonstrate: </li></ul><ul><li>Reaction to results of customer/citizen perceptions </li></ul><ul><li>Results of actions taken to improve public access to services </li></ul><ul><li>Results of actions taken to empower customer/citizens </li></ul>
  10. 10. The CAF (2006): using the results <ul><li>Communicate the group assessment to the organisation and its senior management. </li></ul><ul><li>Identify main findings and priorities for action. </li></ul><ul><li>Develop and implement an improvement plan linked to business planning </li></ul><ul><li>Monitor progress and repeat self-assessment cycle . </li></ul>
  11. 11. Using the CAF as a tool for organisational self-assessment <ul><li>helps you to get a better idea of what your organisation looks like in reality…. </li></ul><ul><li>benchmark against others … </li></ul><ul><li>and to support change and continuous improvement. </li></ul>
  12. 12. Using the CAF to support improvement and change <ul><li>Uses knowledge of own people…. </li></ul><ul><li>… .helps create ownership/support for change…. </li></ul><ul><li>it builds on what you know and have achieved </li></ul><ul><li>it is not a “solution” that is parachuted in </li></ul><ul><li>makes improvement part of “business as usual”…. </li></ul><ul><li>the organisation learns by doing…. </li></ul><ul><li>the process is valuable in itself… </li></ul><ul><li>and can help identify/support champions! </li></ul>
  13. 13. CAF is not … <ul><li>“ just another management fad”… if it does not help use something else … </li></ul><ul><li>a competitive/league tables exercise …. </li></ul><ul><li>a requirement to participate in quality schemes/awards (but it can help!) … </li></ul><ul><li>an inflexible / heavy tool </li></ul><ul><li>A soft option or </li></ul><ul><li>A miracle cure! </li></ul>
  14. 14. What are some of the defining features of a quality public service organsiation? <ul><li>Excellence in service delivery </li></ul><ul><li>Inspiring change </li></ul><ul><li>Modernisation and change management </li></ul><ul><li>Operating within legislative, legal and regulatory framework </li></ul><ul><li>Democratic responsiveness/accountability </li></ul><ul><li>Involvement of stakeholders and balancing stakeholder needs </li></ul><ul><li>Value for money </li></ul><ul><li>Skills in communicating with political level </li></ul><ul><li>Achievement of goals </li></ul>
  15. 15. How will we know when we get there? <ul><li>When we think we have got there, then we know we have become complacent! </li></ul><ul><li>Organisations can always be improved and success in quality management requires a long-term commitment to continuous improvement. </li></ul><ul><li>Our goal is a quality public service driven by innovation and learning . </li></ul>
  16. 16. Why go for quality management? <ul><li>Quality services are an integral part of public service modernisation. </li></ul><ul><li>Essential if we want to remain competitive in a rapidly changing global environment and meet the needs and rising expectations of our customers/citizens. </li></ul><ul><li>Not a luxury for the future. Action is required now! </li></ul>

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