PPT - SIGMA-GIZ Academies - Topic 3 - CAF Process.pdf

Support for Improvement in Governance and Management  SIGMA
Support for Improvement in Governance and Management SIGMA Senior Adviser, Strategy and Reform um Support for Improvement in Governance and Management SIGMA
A
joint
initiative
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OECD
and
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EU,
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EU.
2
Day 2: The process of the self-assessment
Nick Thijs, OECD/SIGMA & Tihana Puzić, EIPA
SERVICE DESIGN AND DELIVERY IN A DIGITAL AGE
Academies for EaP countries
Quality management
systems and quality
culture
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
▪ Quality development and self-assessment is a joint project for managers
and employees
▪ Knowledge lies in the mind of the people at the workplace – not external
consultants – but to bring that knowledge into play demands a structured
process
▪ Self-assessment is a unique opportunity to gain overview of the overall
strengths and areas of improvement of the organisation – it should not be
seen as just another project but rather the platform of all organisational
development
The fundamentals of the self-assessment process
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
3 phases
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
The CAF process
5
Timeline: 3 to max 6 months
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
CAF
PHASE 1
6
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Step 1: Decide how to organise & plan the self-assessment
Phase 1: The start of the CAF journey
▪ Assure a clear management decision in consultation with the
organisation
▪ Define the scope and the approach of the SA
▪ Choose the scoring panel
▪ Appoint a project leader
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
ORGANISATION
X
Classical and simple option
- Single and clear scope
- Small organisations
- 1 vision on organisation
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
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EU.
Horizontal / transversal strategies
DG A DGY
Organisation X
DG A DG Z
…
- 1 different DG’s
- Horizontal viewSA group
- Representing
A
joint
initiative
of
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OECD
and
the
EU,
principally
financed
by
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EU.
Organisation X
Horizontal strategies: different SA Groups
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
DG Y
Organisation X
Vertical strategies
DG Y DG Z
Organisation X
✓ Pilot
✓ Experiment
✓ In-depth analysis
✓ Possible to integrate levels
(DG and corporate)
A
joint
initiative
of
the
OECD
and
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EU,
principally
financed
by
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EU.
Dir 1 Dir 2
Dir 3 Dir 4
Mix of horizontal and vertical
A
joint
initiative
of
the
OECD
and
the
EU,
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financed
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EU.
1 2
7
8
9
11
10
13
3
12
4
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19
6
5
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33
- Lessons for different organisations
- Lessons in general
e.g. Belgian prisons
A
joint
initiative
of
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OECD
and
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EU,
principally
financed
by
the
EU.
Self-
assessment
Report 1
MGT Team
Self-
assessment
Report 2
Staff
Prioritisation seminar
Bringing management in
Consolidated
REPORT
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
by Staff by Management
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Step 2: Communicate the self-assessment project
▪ Define and implement a communication plan
▪ Stimulate involvement of the staff in the SA
▪ Communicate during the different phases to all the stakeholders
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
20
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Communication
• Face to face informal communication
• Meetings
• Formal Briefings
• Email
• Intranet web pages
• Newsletters
• Notices/posters
• Manuals and formal project documents
• Blogs
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
CAF
PHASE
2
22
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Place your title here
Step 3: Compose one or more self-assessment groups
▪ Decide on the number of self-assessment groups
▪ Create a self-assessment group that is relevant for the whole
organisation in all its aspects, respecting a set of criteria
▪ Choose the chair of the group(s)
▪ Decide if the manager should be part of the self-assessment
group
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Place your title here
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Step 4: Organise training
▪ Organise information and training of the management team
▪ Organise information and training of the self-assessment group
▪ The project leader provides a list with all relevant documents
▪ Define the key stakeholders, the products and services that are
delivered and the key processes
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Step 5: Undertake the self-assessment
▪ Undertake individual assessment
▪ Undertake consensus in group
▪ Score
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Step 6: Draw up a report describing the results of
self-assessment
For each sub criterion
▪ strengths
▪ areas of improvement
▪ improvement actions
▪ scores
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
CAF
PHASE
3
29
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Step 7: Draft an improvement plan, based on the accepted self-
assessment report
Phase 3 – Improvement plan/ prioritisation
▪ Prioritize improvement actions
▪ Differentiate the actions within realistic time scales
▪ Integrate the action plan in the normal strategic planning process
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
The CAF Journey: Almost there! Prioritising
31
Bring staff and management together
In depth reflections and discussions on analysis and actions
Decision making moment – management needs to take decisions
Engagement for the future
Need to limit choices
Leadership role
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joint
initiative
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OECD
and
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EU,
principally
financed
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EU.
32
20 Quick wins
10 Key actions
200
Actions
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
1. Identify the Quick Wins: High impact/easy to
implement
Quick Win = action that can be realised easily
and quickly (within a max. three months) and
encourages staff to implement actions that are
strategically important, motivating and tangible.
2. Prioritise the other actions
33
A
joint
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OECD
and
the
EU,
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EU.
A
joint
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of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Prioritisation – how?
36
❑ Collecting ideas for improvement from the self-assessment report and collating these ideas for
improvement under common topics – clustering
❑ Formulating improvement actions taking into account the strategic objectives of the
organization;
❑ Prioritizing the improvement actions – Recommendation is to organize a workshop and commonly
discuss (if possible with the management) the prioritized actions
❑ Assigning ownership to each action as well as a time schedule and milestones, and
identifying the necessary resources, CAF criteria – make the Action Plan!
❑ Communicate in the institution (and if wanted with key stakeholders) about the Action Plan and
the CAF process. Inspire other institutions to start the CAF journey!
Recommendation: use agile methods when working and monitoring the CAF Action Plan
A
joint
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and
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EU,
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financed
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EU.
37
“The CAF model does not prescribe a particular prioritisation methodology and many
public sector organisations are struggling with this strategic aspect. Some countries
have developed their own prioritisation approach and promote it amongst their
users.”
From: CAF Improvement identification, prioritisation and implementation, A study of inspiring practices installed in 20 Public
Sector organisations throughout Europe and the methodologies for prioritisation. Patrick Staes, Nick Thijs, Dorina Claessens
Is there a unique way to prioritise?
https://www.eipa.eu/wp-content/uploads/2022/06/caf_study_slovak_presidency_compressed_0-1.pdf
A
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EU,
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financed
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the
EU.
All the methodologies have a number of aspects in common to a certain extent:
• In the starting phase they all define Quick Wins.
• The appreciation of strategic importance or impact of the improvement actions as such or in relation with
the strategic objectives of the organisation are always present.
• The analysis of most aspects of the feasibility of the actions are always taken into consideration.
• The final decision always lays in the hand of the management.
There are differences regarding
• The involvement of all staff and other stakeholders in the introduction of proposals for improvement.
• The involvement of the SAG members in the choice of the actions.
• The number of chosen actions.
• The integration of the level of maturity according to the Principles of Excellence in the method.
Characteristics of the different prioritisation
methodologies
38
A
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the
EU,
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Place your title here
▪ to all the stakeholders
▪ the right medium for the right message to the right target group
▪ together with the headlines of the self-assessment report
Step 8: Communicate the improvement plan
A
joint
initiative
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OECD
and
the
EU,
principally
financed
by
the
EU.
Place your title here
▪ Define a consistent approach of monitoring and assessing the
improvement actions, based on the Plan-Do-Check-Act cycle
▪ Appoint a responsible person for each action
▪ Implement the appropriate management tools on a permanent
basis
Step 9: Implement the improvement Plan
A
joint
initiative
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OECD
and
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EU,
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the
EU.
A
joint
initiative
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OECD
and
the
EU,
principally
financed
by
the
EU.
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Place your title here
▪ Report on the state of the art of the improvement actions
▪ Organise a new self-assessment
▪ Try to work as much as possible in the same way as during the
previous self-assessment
▪ Analyse the impact of the improvement actions on the results of
the new self-assessment
▪ Launch a new action plan
Step 10: Plan next self-assessment
A
joint
initiative
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OECD
and
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EU,
principally
financed
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the
EU.
A
joint
initiative
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OECD
and
the
EU,
principally
financed
by
the
EU.
1. Initiation 2. Self-Assessment 3. Improvements
January Y1 February - March March - June July Y1 -> Dec Y2
- Project set up
- Organisation
- Planning
- Communication
- Assessment groups
- Training
- Awareness
- Self-assessment
- Findings
- Prioritisation
- Action plan
- Programme
- 10 projects
- Implementation
- Monitoring
- Evaluation
- Adjustments
- Communication
- ALL staff!
A
joint
initiative
of
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OECD
and
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EU,
principally
financed
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EU.
Feb-March
Self-
assessment
Report 1
Self-
assessment
Report 2
Self-
assessment
Report 3
End March
Consolidated
Self-assessment
Report
Initial findings
Place your title here
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Consolidated
Self-assessment
Report
Initial findings
Place your title here
Prioritisation:
10
Actions
Quick
wins
March – June Y1 July Y1 – Dec Y2
Planning:
1 Programme
10 Projects
Implementation
Implementation
A
joint
initiative
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OECD
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EU,
principally
financed
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the
EU.
ECU LABEL &
IMPLEMENTATION
PHASE
50
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
NEXT
CAF
CYCLE
51
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
CAF Milestones
Consensus
Prioritisation
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Spotlights on: CAF
consensus workshop
Main role: the self-assessment group
Objective: reaching common understanding of
strenghts, improvement areas & actions and the scoring
Method: open discussion
Needed: stamina rather than speed!
53
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Major challenges
-Differing perspectives: Participants may have different
perspectives, priorities, and interests, making it challenging to
reach a consensus.
-Resistance to change: some may be reluctant to adopt new
practices or modify existing processes.
-Group vibe & history of the self-assessment members in the
organisation – can bring pros and challenges
Management involved?
Spotlights on: CAF consensus
workshop
54
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Success factors:
1. Are we hearing critics or improvement
possibilities?
- Self-assessment results being positively expressed!
2. All voices are to be heard – participatory approach
3. Time management
4. SMART actions!
Spotlights on: CAF consensus
workshop
55
A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Role and tasks of the CAF project leader/coordinator
and secretary:
“Fantastic duo”:
-Well prepared
-Empathic
-Conflict management skills
-Focused
-Facilitation skills
Spotlights on: CAF consensus
workshop
56
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