Intro To Caf Kieran Lenihan
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This document introduces the Common Assessment Framework (CAF), a self-assessment tool developed by the EU for public services to evaluate their performance. It describes the CAF model which examines an organization's leadership, strategy, people, partnerships, processes, and results. The CAF uses a plan-do-check-act cycle and involves establishing an assessment group to score the organization's performance in each area. The results are then used to identify priorities for improvement and develop an action plan to enhance the quality of public services.
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The document summarizes the key recommendations of the Task Force on the Public Service report to reform and improve the Irish public sector. It recommends that all public bodies produce output statements and integrated annual reports, strengthen performance management for employees, improve customer service, expand e-government initiatives, promote shared services across agencies, reform human resources and leadership practices, strengthen governance, and rationalize state agencies. An implementation structure is proposed include a Cabinet Committee and Transformation Office to drive the reforms.
Stakeholder Analysis Pauline Hall
This document discusses stakeholder analysis and management for service delivery changes. It defines stakeholders as individuals or groups with an interest in an organization's activities. Stakeholders are important because they can positively or negatively impact outcomes. The document provides a framework for identifying stakeholders' interests, values, and influence on a service or organization. It also outlines different strategies for interacting with stakeholders based on their level of importance, support, and power. These strategies range from going it alone to merging with a stakeholder.
Managing Change Pauline Hall
The document discusses various strategies and tools for managing organizational change, including:
1) Kotter's eight steps for change including establishing urgency, building coalitions, communicating vision, and anchoring changes in culture.
2) ADKAR as a model for individual change with components of awareness, desire, knowledge, ability and reinforcement.
3) Stakeholder management techniques like stakeholder analysis, mapping stakeholders on a grid of influence vs. impact, and developing a stakeholder management plan.
4) Effective communication strategies are key to change success and include understanding audience types and moving from a "telling" to a "co-creating" approach.
Communication Pauline Hall
The document discusses effective communication in organizations. It emphasizes that communication is important for informing employees, gaining support, and involving them in decision-making. It also discusses different channels of communication like meetings, reports, and emails. The communication process can involve encoding and decoding messages, as well as potential distortions. Good communication relies on clearly conveying intended messages and allowing opportunities for clarification.
Managing Resistance Pauline Hall
This document discusses models for managing resistance to organizational change. It presents the Harvey and Brown model which shows different levels of resistance and chances of success depending on the degree of change and impact on culture. It also discusses Kurt Lewin's three stage model of change - unfreezing, changing, and refreezing. Finally, it outlines some common reasons for resistance to change and different methods that can be used to overcome resistance, along with potential traps to avoid and basic guidelines for managing change.
Ipawriting For The Web2
The document discusses managing change in public sector organizations. It outlines reasons for change including responding to external factors and gaining competitive advantage. Key aspects of change management are identified such as developing a planned approach, assessing impact on employees, and communicating effectively. Challenges that can occur when implementing change and strategies for overcoming resistance to change are also summarized.
Being A Change Manager Owen Jacob
1. The document discusses tips for effective change management based on case studies from restructuring the Revenue Commissioners in Ireland.
2. It describes how the Revenue Commissioners' structure had become mismatched to its strategy over time and did not support excellent customer service.
3. A review team recommended a radical restructuring to align structure with strategy and introduce an integrated customer-focused approach.
4. Modernizing tax processes like gift and inheritance tax and implementing new ICT systems also improved customer service and staff satisfaction.
Ipawriting For The Web2
The document provides guidance on writing effective content for the web, emphasizing that web writing should be concise, scanable, and optimized for search engines through the use of keywords, headings, and hyperlinks. It notes that web readers scan pages rather than read linearly and advises keeping content brief through the use of active voice and focusing key details above the page fold. The document also provides tips on page structure, formatting, and tools to check readability.
Consultation Guidelines
This document provides guidelines for public sector bodies in Ireland on how to conduct effective consultations. It outlines three key stages of the consultation process: planning, execution, and analysis/evaluation. The planning stage involves identifying the purpose and subject of the consultation, stakeholders to consult, appropriate methods, resources needed, and legal obligations. The execution stage covers managing the chosen consultation methods. The final stage is to analyze and interpret consultation results, provide feedback, and review the process. The guidelines aim to promote transparency, informed decision-making, and inclusion of diverse perspectives through consultation.
Local Auth Customer Consultation Guidelaines
This document provides guidelines for local authorities in Ireland on consulting with customers about local services. It discusses the benefits of consultation, including ensuring services meet customer needs. It recommends several consultation mechanisms:
1) Customer surveys to understand what the local authority wants to learn and how to design, conduct, analyze and report on the surveys.
2) Customer panels to get ongoing feedback through regular meetings with representative customers.
3) Focus groups to explore issues in more depth through facilitated discussions with small groups of customers.
4) Mystery shopping to assess service quality by having researchers pose as customers.
The document advises local authorities to consider which approaches best suit their needs and circumstances to enhance consultation with customers.
Ipawriting For The Web2
The document is a brochure introducing the Common Assessment Framework (CAF), a self-assessment tool used by public organizations in Europe to evaluate and improve their performance.
The CAF was developed by European public administration experts to help public sector organizations introduce quality management principles. It provides a standardized framework for organizations to assess their performance across 9 criteria relating to leadership, strategy, people, partnerships, processes, and results. Over 900 European public bodies have used the CAF since 2000.
The brochure describes the origins and structure of the CAF, outlines its four main purposes, and provides guidelines for organizations on conducting a self-assessment using the CAF framework and criteria. It is intended to help public sector organizations diagnose areas
Customer Consultation Slides Muriel Cleary 08
- The document discusses the importance of consulting with customers for public services to provide more efficient and effective services that meet public expectations. It identifies external customers, internal customers, and outside agencies as groups to consult.
- It provides examples of different forms of consultation including surveys, focus groups, and comments/complaints systems. It stresses the importance of planning consultation processes carefully with clear objectives and consideration of participants' needs.
- Key factors to consider include available resources, required information, training, consistency, inclusiveness, data analysis, learning from examples, and avoiding rushing or overcomplicating the process.
Customer Complaints (Ombudsman) Aoife Nic Reamoinn
This document discusses the importance of good complaints handling for both customers and organizations. It outlines the role of the ombudsman in examining complaints from the public about unfair treatment by public bodies. The document also defines what constitutes a complaint and valid expectations from customers. It emphasizes the values of good complaints handling like democracy, citizens' rights, and good administration. Finally, it provides characteristics of an effective complaints handling system and advice for complaint handlers.
Technology And Customer Consultation Kieran Lenihan
The document discusses citizen participation and customer consultation through new technologies like Web 2.0. It notes that Web 2.0 allows for greater consultation and involvement of citizens through social media sites. Reasons to consider these technologies include their popularity, potential to involve citizens in improving services, and opportunities for cost savings. The document advocates for more transparency and debate to foster trust and societal outcomes.
Public Service 2022 Mark Callanan
1. The document discusses responding to a changing environment and the challenges public services face in balancing short-term pressures with long-term objectives on issues like aging, health, education and the environment.
2. It outlines key drivers of change like changing demographics, technology, the economy and workplaces that will impact public services and presents scenarios for Ireland and the public service in 2022.
3. The document questions whether public services are "fit for purpose" and ready to handle different challenges and opportunities in the future given these drivers of change.
Introduction & Overview Tony Kieran
This document provides an overview of a seminar aimed at developing an understanding of the public sector customer. It discusses defining the customer and different terminology used, principles of public sector service delivery, reorganizing services to meet customer needs through various models, challenges in implementing changes, and quality customer service principles. The overall goal is to place the customer at the center of public sector services.
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Customer Complaints (Ombudsman) Aoife Nic Reamoinn
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2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Intro To Caf Kieran Lenihan
- 1. Understanding the Public Sector Customer QCS: Introduction to the Common Assessment Framework (CAF)
- 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. Plan – Do – Check - Act http://www.eipa.nl/CAF/CAF_2006/Brochures/English_2006.pdf