Understanding the Public Understanding the Public Sector CustomerSector Customer

QCS: Introduction to the Common Assessment

Framework (CAF)

Common modernisation themesCommon 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

Taking stock & moving Taking stock & moving forwardforward

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.

No need to reinvent the wheel: No need to reinvent the wheel: there are tools for the jobthere 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).

LeadershipKey

PerformanceResults

Processes

People

Strategy & Planning

Partnerships.& Resources

SocietyResults

Customer/Citizen-Oriented

Results

People Results

ENABLERS RESULTS

INNOVATION AND LEARNING

CAF Model (2006)CAF Model (2006)

Plan – Do – Check - ActPlan – Do – Check - Act

http://www.eipa.nl/CAF/CAF_2006/Brochures/

English_2006.pdf

The PDCA CycleThe PDCA Cycle

• Plan - a change aimed at improvement - analyse what you intend to improve, look for areas that hold opportunities for change.

• Do - Carry out the change (preferably as a pilot) - implement 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.

The CAF (2006): Assessment ProcessThe 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.

CAF Criteria: Customer/citizen orientated CAF Criteria: Customer/citizen orientated resultsresults

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

The CAF (2006): using the resultsThe 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 and repeat self-assessment cycleself-assessment cycle.

Using the CAF as a tool for Using the CAF as a tool for organisational self-assessmentorganisational 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.

Using the CAF to support Using the CAF to support improvement and changeimprovement 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!

CAF is not …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!

What are some of the defining features of a What are some of the defining features of a

quality public service organsiation?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

How will we know when we get How will we know when we get there?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.

Why go for quality management?Why go for quality 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!