Target group
Top and middle managers, quality and change managers and experts in charge of strategy development in the public sector (ministries, agencies, regional and local administrations, education, police, health care, etc.).
Description
The Common Assessment Framework (CAF) is a total quality management tool (TQM) specifically designed for the development of TQM in public sector organisations. It is based on the premise that excellent results in organisational performance, citizens/customers, people and society are achieved through leadership to drive strategy and planning, people, partnerships, resources and processes. Strategy and planning enable public sector organisations to implement their mission and vision by aligning public policies/goals and other stakeholders’ needs, supported by a continuously improving management of resources and processes. The strategy is translated into plans, objectives and measurable targets. Planning and strategy also reflects the organisation’s approach to implementing modernisation and innovation.
Strategic thinking changes the traditional Weberian bureaucratic administration into a result-oriented (output and outcome) organisation. However, many public administrations struggle with this transition. They have little or no experience in strategic thinking and do not know how to handle it. This seminar brings strategy-making back down to earth, showing a practical way of how to develop a strategy that is linked to the day-to-day work of public administrations. It will provide a methodology and a process for creating a strategy.
Learning methodology
The methodology used will be a mixture of presentations, exchange of experiences and interactive discussions, in a combination of workshops and plenary sessions.
Objectives
At the end of the seminar the participants should have a clear understanding of:
• the CAF 2006 quality model itself, the implementation process and the impact on the organisation;
• the process of developing a strategy for their organisations;
• the necessary working steps and examples;
• materials to be used.
Consequently, the participants will return to their administration with a first rough draft of their own strategy.
Wednesday 7 March 2012
Welcome and introduction
Presentation of programme and speakers, principles and objectives of the training.
Patrick Staes, Seconded National Expert and Head of the CAF Resource Centre, EIPA, Maastricht (NL)
Nick Thijs, Lecturer, EIPA CAF Resource Centre, Maastricht (NL)
MODULE 1: THE COMMON ASSESSMENT FRAMEWORK: A EUROPEAN TOOL FOR TOTAL QUALITY MANAGEMENT IN THE PUBLIC SECTOR
What is ‘quality’ in public sector organisations?
Exercise on the principles of quality management in public sector organisations and methods applied. What are characteristics of public sector organisations working on quality?
Total Quality Management, strategy and planning: the importance of strategy and planning in the Common Assessment Framework
Brief overview of the CAF model: its origin, aims and targets, as well as its structure, self-assessment technique, its implementation and results.
Patrick Staes, Seconded National Expert
The CAF model in practice
Through a practical exercise in working groups, the structure and functioning of the model will be exposed by defining its different sub-criteria
Exercise in groups
Learning lessons about the CAF in plenary
Exchange of conclusions from the practical exercise by the working groups in a plenary session, so as to further develop insights into the model through discussion.
Lunch
Towards organisational improvement with the CAF
Ten steps to improve the organisation using CAF. The different steps are described as: starting with the decision to launch the model; carrying out a self-assessment; and implementing an action plan to improve the organisation.
Patrick Staes
MODULE 2: STRATEGIC THINKING: THAT’S WHAT WE DO ALL THE TIME – DON’T WE?
"Strategy": buzz word for top managers or a logical practical tool?
Bringing strategy back down to earth: what is it really – beyond buzz words? In which way is it useful to you in your role? Strategy in a Public Sector environment – does that work? The necessary minimum know-how about the strategy you need to successfully run processes aiming at quality improvements or TQM.
Dr Michael Schindl, Schindl Rughase Partners and European University, Munich (DE)
Thursday 8 March 2012
Questions from day one and overview of day two
Patrick Staes and Nick Thijs, EIPA CAF Resource Centre, Maastricht (NL)
Strategy making that works in the context of public administration
A specific and practical model of strategy making for PAs is presented and applied to your practical situations. It is also designed to be used back home to explain easily to colleagues what it is about; it can also be worked through without extra budgetary funds or specialist know-how. It is important for your working level – even if there is no formulated strategy of organisation for your next level.
Dr Michael Schindl
Strategy making in practice
Through a practical exercise in working groups, the structure and functioning of the model will be exposed by applying it to your own situation. The exercise will show that regardless of your working level in your organisation you can and should use it to assure your TQM success.
Exercise in groups
MODULE 3: STRATEGY AND STAKEHOLDERS’ INVOLVEMENT
The key to your success: the serious integration of well defined stakeholder needs
How to identify different “classes” of stakeholders, how to find a way to prioritise them and how to identify and describe their needs in operable terms. As a result you will have created your own stakeholder landscape with clear needs and their priorities as your strategy guide.
Dr Michael Schindl
Lunch
Stakeholder and stakeholder needs.
You will design your individual landscape and compare and discuss it with others. For many participants this step alone answers many of the questions they have fought with for so long. The tool is excellent for attributing the right strategy to the right situation.
Group exercises
Strategic objectives and feasibility
Using your stakeholder landscape you work out a first draft of your level's strategic objectives. They will be assessed against five important feasibility factors to result in a prioritised set of strategic objectives that are within the reach of your organisation.
Dr Michael Schindl
Yes, we can't
It is great to have attractive objectives – it is even better to achieve them. Many organisations fail, because they do not check in advance the feasibility in a methodological way; demotivation is the result. This exercise shows how to avoid this mouse trap.
Group exercises
MODULE 4: WORKING ON THE ORGANSIATION
Putting objectives into something people can "touch"
How do strategic objectives become operational? This is the question where most organisations fail. How to translate objectives into “products” and “services” or “deliverables”, while strictly keeping the link to your strategy and priorities.
Dr Michael Schindl
Social dinner
Friday 9 March 2012
Adapting the organisation within the possibilities of a public administration
Working on the necessary adaptations to your internal organisation. How to discover and design the necessary improvements and changes in processes, workflows, roles, tasks and abilities, etc. while strictly staying focused on the deliverables formulated in the previous step.
Dr Michael Schindl
Structure follows strategy
Strategies, objectives and deliverables – the "right" organisation is the enabler for that. You will learn, step by step, how to define realistic organisational changes to achieve the deliverables formulated in the previous step.
Group exercise
Adapting the organisation
Plenary session
MODULE 5: HOW TO KNOW?
Indicators without headache
How to develop indicators in a practical and efficient way and how to establish a first draft for a strategic action plan with indicators.
Dr Michael Schindl
Indicators without headache
You will develop your own set of logical indicators to the objectives and deliverables you have defined earlier. We will learn how to distinguish bad indicators from helpful ones and how to avoid bureaucratic overload when establishing indicators.
Group exercise
Lunch
Indicators without headache
Plenary session
Internal group process back home
Procedural advice: how to organise a structured and realistic process back home to involve your subordinates in strategy making for your level, and how to assure the necessary support for implementation. Dos and don’ts, tips and pitfalls.…..
Dr Michael Schindl
MODULE 6: CONCLUSIONS
Summary and conclusions
End of the seminar
Programme
The programme will commence on Wednesday at 08.45 and will finish on Friday at 15.15.
Course Venue
The course will take place at the European Institute of Public Administration, O.L. Vrouweplein 22, NL-6211 HE Maastricht, tel.: +31 43 32 96 222, fax: +31 43 32 96 296.
Working language
The course will be conducted in English with simultaneous interpretation in French (please note that interpretation will be subject to a minimum number of participants requiring translation). Please indicate your language of preference on the registration form.
Fee
The participation fee is € 990 and includes documentation, 3 lunches, 1 dinner and refreshments. Accommodation and travel costs are at the expense of the participants or their administration.EIPA offers its members a reduction of 10% of the registration fee. For details, please click here.
Hotel reservations
The European Institute of Public Administration will be pleased to make hotel reservations for you at a hotel in Maastricht. We have made a block booking at Hotel Beaumont**** (www.beaumont.nl), at the rate of € 99,99 p.p.p.n. (incl. breakfast and tourist tax). Should you wish to make use of this possibility, please indicate the dates of arrival and departure on the registration form. Payment is to be made directly and personally to the hotel on checking out. Please note that if you register after the closing date, hotel reservations cannot be guaranteed.
Meals
Meals will be served at the Institute’s restaurant and dinner in the evening will be at a restaurant in town. Should you require a special menu (e.g. vegetarian, diabetic), please inform the Programme Organiser so that this can be arranged.
Registration
Kindly complete the registration form before the 10th of February.
Your name and address will be part of EIPA's database for our mailing purpose only. If you do not want to be included in our mailing database, please tick the box in the registration form.
Confirmation
Confirmation of registration will be forwarded to participants, together with other relevant details, on receipt of the completed registration form, provided we have sufficient participants.
Payment
Prior payment is a condition for participation. Please indicate the method of payment on the registration form. For cancellations received within 15 days before the activity begins, we will have to charge an administration fee of € 150 unless a replacement participant is found.
Cancellation policy
EIPA reserves the right to cancel the seminar up to 2 weeks before the starting date. EIPA accepts no responsibility for any costs incurred (travel, hotel, etc.).For EIPA's cancellation policy, please visit our website.
eipa.eu
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