CAF_BROCHURE_ENGL
18.05.2006
12:57 Uhr
Seite 84
Lessons learned using the CAF he users of all twenty-nine CAF applications expressed their opinions of the self-assessment processes, the obstacles encountered, and the results achieved. We present here a three-section overview of the findings.
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1. Features of the CAF The CAF as a total quality management tool inspires organisations to provide better services for citizens. As society and citizens demand change, public administrations must adapt accordingly. Managing these change processes is a crucial test for any organisation. Quality has to become a strategic objective of public organisations, such as large public healthcare organisations. A CAF self-evaluation is a simple but very innovative process that acts as a launching pad for the process of continuous improvement. It enables organisations lacking experience in quality subjects, as well as more advanced organisations, to pursue quality at low financial cost. It makes people aware of and interested in quality issues or places greater emphasis on quality issues and on continuous improvement when applying the PDCA cycle. It enables public administrations to easily determine the strengths and areas of improvement of an organisation and gives rise to new ideas and new ways of thinking. The organisation and its staff become responsive to new ideas and initiatives. The results show that people develop their skills at organisational, professional and personal level and learn new ways of performing. The CAF requires a clear stakeholder's analysis, as it stimulates the involvement of the relevant stakeholders and increases awareness of and the response to their needs. Partnerships with citizens are established by enquiring about their needs and including them in the decision-making process. In some cases, this has led to the introduction of citizens' charters. Involving customers and suppliers, e.g. in drawing up
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questionnaires, raises the quality of these instruments. Staff participation is essential to ensure their full commitment to the strategic objective of improving the organisation. Self-evaluation is a very useful development tool for creating this involvement in the implementation of improvement projects. The interdisciplinary self-assessment groups serve as spearheads for the rest of the organisation. The involvement of management is crucial for achieving results and a necessary basis for the follow-up process. The CAF in a large organisation takes time and requires extensive support during the process; that time and support must be made available. Consequently, the executive board must bear responsibility for the work related to that process. The commitment and openness of senior management must be clearly communicated to the organisation's staff, so that they can be sure of honest and useful feedback. Senior managers also have to commit themselves in advance to prioritising and implementing the improvement actions at all levels and setting an example to employees. They should integrate quality development into day-to-day work, particularly at managerial level. This avoids quality development being made the responsibility of a specific person or service. The CAF focuses on measurement in order to manage the organisation and improve results. What is not measured cannot be managed. In this way, the CAF encourages the use of monitoring systems, e.g. the Balanced Score Card, and comparison between organisations on the basis of reliable data. The model is also used in conjunction with other quality tools. An ISO 9001 certified organisation pointed out that the CAF is an effective tool for detecting potential improvements that would otherwise not come to light as quickly. In this sense, the CAF complements a standardised quality process. An EFQM user indicated the merits of the CAF regarding participation in the selfassessment process.
