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