ana andrade common assessment framework · 1 © oecdana andrade * [email protected] n, u...

1

© OECD Ana Andrade * [email protected]

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Improving Organisational Quality through the

Common Assessment Framework (CAF)

Euro-Med Workshop on Administrative Simplification Strategies: Better Public Services for Competitive Enterprises

Brussels 29 November- 1 December 2011

Ana Andrade


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Vision

Excellence

To be recognized

as Excellent

I have a dream… Martin Luther King


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CAF -Common Assessment Framework

Excellence...

How to start?

Using Quality Tools Effectively


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Common Assessment Framework

Launched in Lisbon -2000

• CAF 2006 -Tampere

More than:

– 2 300 Applications

• ( different organisations)

– 20 language versions

•(English, French, Polish,

Turkish, Arab,...)

– 40 countries

• ( EU Members, Dominican Republic, China, Namibia, Tunisia, ...)

•EIPA - CAF Resource Center http://www.eipa.nl

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CAF Purposes

• Purpose of the CAF:

– To introduce Quality Management

• “PDCA” cycle;

– To facilitate the self-assessment of a public organisation in

order to obtain a diagnosis and improvement actions;

– To act as a bridge across the various models used in quality

management;

– To facilitate bench learning between public sector organisations

– To be available, free of charge

adapted from CAF/EIPA


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Fundamental Concepts

results orientation,

customer focus,

leadership and constancy of

purpose,

management by processes and facts,

involvement of people,

continuous improvement and

innovation,

mutually beneficial partnerships

corporate social responsibility


CAF aims to improve the performance of organisations on the basis of these concepts:

CAF subscribes the fundamental concepts as defined by EFQM

CAF considers the main features of public sector organisations (accountability …) and its ultimate goal is good governance


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CAF criteria

Enablers

• The features of an organisation which determine how it performs

• Criteria 1-5 deal with the Enabler features of an organisation; these determine how it performs. The assessment of actions relating to the Enablers should be based on the Enablers Panel.

Results

• The results or outputs which the organisation achieves

• The assessment of results requires a different set of responses, so the responses from this point are based on the Results Assessment Panel.



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Common Assessment Framework

Based on the EFQM Model


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Criterion 1: Leadership

The behaviour of an organisation's leaders can help

to create clarity and unity of purpose and an

environment in which the organisation and its

people excel.


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Criterion 6: Customer/Citizen-oriented Results

The results the organisation is achieving in relation to the satisfaction of its citizens / customers

with the organisation and the products / services it provides.

SubCriteria

• 6.1. Results of customer/citizen satisfaction measurements

• 6.2. Indicators of customer/citizen-oriented measurements


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Self-Assessment

Advantages: • It Integrates initiatives of quality improvement in the current

management of the organisation

• It works as a diagnostic tool

• It a dynamic process, allowing the additional motivation of people to

change management

• It is a structured and rigorous way to manage improvement processes

• It is based on facts/ evidence and not on individual subjective

feelings

• It allows the recognition of progresses achieved

• It allows internal and external benchlearning

• It recognizes performance levels


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Decide how to organise and plan the self-assessment (SA) 1

Communicate the self-assessment project 2

Compose one or more self-assessment groups 3

Organise training 4

Undertake the self-assessment 5

Draw up a report describing the results of self-assessment 6

Draft an improvement plan, based on the accepted self-assessment report 7

Communicate the improvement plan 8

Implement the improvement Plan 9

Plan next self-assessment

1

The start of the CAF journey

2

Self-Assessment

Process

3

Improvement

plan/prioritisation

10 Steps

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Organize the Process of Assessment 1. Commit the

senior management

2. Appoint a CAF project leader

3. Establish the assessment group

4. Information and training

5. Communicate CAF self-assessment process


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Use The Results

Prioritise improvements

Develop and implement an

improvement plan

Monitor progress and repeat

the assessment

Share experience and bench learning


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SCORE - Enablers Panel

Plan

Do Check

Act

Deming Clycle

adapted from CAF/EIPA © OECD Ana Andrade * [email protected]

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SCORE - Results Panel


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CAF Application

Case study…


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CAF Application

ISSS IEFP IGFSS INATEL IDICT SG DGSSS IIES CNPRP DRISS DEEP INOFOR IGMSST DGERT SNRIPD SSMSST IGFCSS

Whole Ministry ( MTSS) Quality Programme of the Ministry for Labour and Social Security

Coordinated by one steering team

Involved 17 different organisations and 26 000 people

Duration 6 months

Intented outputs and outcomes achieved:

A culture oriented towards quality

several organisations went on a quality journey


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CAF Application

Steering group

- the whole work was

coordinated by a team of

four people Each organization had their own CAF application team(s)


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CAF Application

Supported by the top management

Carried out by inhouse staff

Greater awareness of the need to promote an evaluation culture

Better knowledge of the organisation, its strengths and weakness and improvement potential

Promoted internal and cross-departmental communication

Stimulated the implementation of quick wins

Increased self-confidence and a more optimistic attitude in people

Involvement in improvement initiatives and innovations

Made sharing of experiences, benchmarking and a focus on future developments possible

Raised interest in its transferability to different environments

Helped to make staff more customer and community-oriented

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CAF Application Criterion Average- 17 organizations

Enablers Results

1 - LIDERANÇA 2 -

PLANEAMENTO E

ESTRATÉGIA

3 - GESTÃO DAS

PESSOAS

4 - PARCERIAS E

RECURSOS

5 - GESTÃO DOS

PROCESSOS E DA

MUDANÇA

6 - RESULTADOS

ORIENTADOS

PARA OS

CIDADÃOS/

CLIENTES

7 - RESULTADOS

RELATIVOS ÀS

PESSOAS

8 - IMPACTO NA

SOCIEDADE

9 - RESULTADOS

DE DESEMPENHO

CHAVE


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The journey continued ....

Following the Quality Programme of the Ministry for Labour and Social Security several organisations have continued their journey towards excellence and are a stimulus to others

(http://eupan.essenceserver.com/files/repository/document/Quality_Programme.pdf ) http://www.eupan.org/


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Results of the CAF application (in one organisation)

Evidence of a new common language

Systematic performance monitoring based on

indicators

Identification of key processes

Establishment of quality procedures

Orientation towards quality management - models

and tools

Citizen /clients focus

External recognition

Increased accountability


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Improving Organisational Quality through the Common Assessment Framework

Source: www-seg-social.pt /IGFSS

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Lessons learned

Depends essentially on people

• Commitment of top managers

• Involvement/ commitment of people

• Project leader / team management skills

Training

Communication

Innovation and Adaptation

Information and Communication Technology (ICT)


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time


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The best way to predict the future is to create it.

Peter Drucker


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Thank you! Merci!

e-mail: [email protected]

[email protected]

mailto:[email protected]

mailto:[email protected]

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EXERCISE

e-mail: [email protected] [email protected]


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Group exercise A

Consider CAF Sub-Criterion No. 4.2 “Develop and

implement partnerships with citizens/customers”

including the definition and examples.

Analyse YOUR ORGANISATION first by yourself, then go on to discuss in a small group,

• i. What evidence do you have considering the CAF sub-

criterion

4.2., including the respective examples?

• ii. Which parts of this evidence are strongest?

• iii. Which improvement opportunities can you identify (using,

amongst other sources, best practice in your group)?


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Assessment Consider evidence on what the organisation is

doing to

SUB

CRITERION

4.2 Develop and implement partnerships with citizens / customers

EXAMPLES a. Encouraging the involvement of citizens/customers in public issues and public decision-making processes (e.g. focus groups, citizen surveys, opinion polls, quality circles).

b. Being open to ideas, suggestions and complaints of citizens / customers and developing and using appropriate mechanisms to collect them (e.g. by means of surveys, feedback forms, social media).

c. Ensuring a proactive information policy (e.g. about the responsibilities of public authorities, their services).

d. Ensuring transparency of public organisations (e.g. by publishing annual reports, holding press conferences and posting information on the internet).

e. Actively encouraging citizens/customers to develop peer support schemes, identify their needs, and supporting citizen-led initiatives.


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EVIDENCE

IMPROVEMENT OPPORTUNITIES

OBSERVATIONS

9


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Group exercise B

Consider CAF Sub-Criterion No. 6.2 “Indicators of

citizen/customer-oriented measurements”, including the

definition and examples.

Analyze YOUR ORGANISATION first by yourself, then go on to discuss in a small group,

• i. What evidence do you have considering the CAF sub-criterion

6.2., including the respective examples?

• ii. Which parts of this evidence are strongest?

• iii. Which improvement opportunities can you identify (using,

amongst other sources, best practice in your group)?


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Assessment Consider what results the organisation has achieved to meet the needs

and expectations of citizens and customers, through

SUB

CRITERION 6.2. Indicators of citizen / customer-oriented measurements

EXAMPLES •Indicators regarding the overall image of the organisation a. Processing time of complaints (e.g. resolution of conflict of interest cases).

b. Extent of public trust towards the organisation and its services.

c. Waiting time. d. Handling / processing time of services. e. Extent of employee training in relation to the effective handling of citizen / customer relationships (e.g. professionalism and friendly communication with, and treatment of, citizens / customers).

f. Indicators of complying with diversity and gender aspects.

•Indicators regarding involvement g. Extent of involvement of stakeholders in the design or the delivery of services or public decision-making processes

h. Suggestions received and followed-up i. Implementation of innovative ways in dealing with citizens/customers.

•Indicators regarding products and services.

j. Adherence to published service standards (e.g. citizens‘ charters).

k. Number of files returned back with errors and/or cases requiring repeated processing/compensation.

l. Extent of efforts to improve availability, accuracy and transparency of information (freedom of information).


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EVIDENCE

IMPROVEMENT OPPORTUNITIES

OBSERVATIONS

ana andrade common assessment framework · 1 © oecdana andrade * [email protected] n, u...

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