Quality Management in Public Administration Training Activities 2012

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1 EIPA s Quality Management seminars introduce managerial techniques, including the Common Assessment Framework (CAF) in the public sector (ministries, agencies, regional and local administration, in addition to special sectors). Since the launch of the CAF excellence model in 2000 at the first European quality conference, more than 2500 public sector organisations have applied the model. Over the past 10 years the CAF model has established its position among the many existing quality management tools. The European CAF Resource Centre (RC), founded at EIPA, organises training activities to increase awareness and effective implementation of different aspects related to CAF. The CAF External dback and Label: Training on the Delivery of External dback Maastricht (NL), February 2012 Since the launch of the CAF in 2000, its implementation and use has shifted from a self-evaluation (making a good diagnosis of the organisation), to making improvements based on this diagnosis. But organisations applying the CAF also wanted to see the results of all their efforts and were looking for feedback. In order to fulfil this demand from the organisations, the CAF External dback Procedure was created by the EU Member States. This CAF External dback Procedure, which is made available to CAF users, aims by means of external assessment to verify the quality and effectiveness of CAF implementation. This feedback is given by peers and/or external experts: the so-called CAF External dback Actors. In order to be selected by a national organiser as a CAF External dback Actor, candidates have to follow an approved training course. Target group: The newly created CAF External dback Procedure needs people (CAF External dback Actors) to judge the CAF self-assessment and its impact on an organisation, thereby providing useful feedback. External dback Actors need to have a broad knowledge and experience of management and change processes in public sector organisations. The actor can gain the necessary competencies from a variety of sources, including work experience, previous assessment experience (with CAF or EFQM), education and training. Method: A mixture of presentations, specific case studies, exchange of experiences and interactive discussions in a combination of workshops and plenary sessions. Objectives: At the end of the seminar the participants should be able to: 1. analyse the implementation of CAF through the process of self-assessment and improvement actions and assess whether the organisation is installing TQM values; 2. provide feedback and suggestions regarding the implementation of CAF, its strengths, weaknesses and how it could be improved; 3. support and renew the organisation s enthusiasm to work with holistic quality development and self-assessment using the CAF model; 4. be a candidate for selection as a CAF External dback Actor in his/her country. The participation fee is 800 and includes documentation, two lunches, one dinner and refreshments. 1

2 Strategy and Planning Maastricht (NL), 7-9 March 2012 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 down to earth, showing a practical way of how to develop a strategy that is linked to the day-to-day work of PAs. It will provide a methodology and a process to create a strategy. 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 the process of developing a strategy for their organisations; the necessary working steps and examples; material to be used. Consequently, the participants will return to their administration with a first rough draft of their own strategy. The methodology used will be a mixture of presentations, experiences and interactive discussions in a combination of workshops and plenary sessions. Profile of the participants 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.). The participation fee is 990 and includes documentation, three lunches, one dinner and refreshments. 2

3 CAF Master Class: Innovation and Improvement Planning Maastricht (NL), April 2012 After more than 10 years of shared efforts in developing Quality Management in the public sector in Europe, the Common Assessment Framework has become a reference model of excellence for the public sector in Europe. In the first phase of the use of CAF, from 2000 until 2006, the emphasis was put on the introduction of TQM principles and values in the public sector by using the CAF as a selfassessment tool. With the revised version in 2006, much more attention was dedicated to the follow up to the self-assessment in a second phase: the implementation of the improvement actions that were the result of the discovery of many areas of improvement during the self-assessment. The success of CAF is measured by the improved managerial practices that were installed and which led to better results in the results criteria of the model. But often the real change is seen when it comes to the effective implementation of the decided actions, aimed to install a comprehensive stepby-step quality approach. How do organisations prioritise their actions? How do they build up their improved programme management, including the project management of the different actions to be undertaken? How do they monitor and follow up progress in order to assure success? What does the PDCA cycle mean in practice? Defining new perspectives for organisational development requires innovative thinking. Think outside the box when looking for improvement! Be creative! Let a thousand flowers bloom! But to what extent is this possible within the boundaries that all public sector organisations have to deal with? Change management is everywhere in CAF: e.g. leaders have to drive change (sub-criterion 1.2), change has to be approached in a strategic way (sub-criterion 2.4) and citizens are involved in the search for innovative processes in the organisation (sub-criterion 5.3). But who are the real actors involved? What are the incentives? There are a lot of questions many public sector organisations have to deal with. Together with eminent speakers, the participants will try to find some answers that might inspire them in their professional lives. 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 how to organise the improvement process in a structured way, adapted to the needs of the the basic aspects of innovative thinking in public sector organisations. The methodology used will be a mixture of presentations, experiences and interactive discussions in a combination of workshops and plenary sessions. Profile of the participants 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, healthcare, etc.). The participation fee is 990 and includes documentation, three lunches, one dinner and refreshments. 3

4 The CAF and the Balanced Scorecard Maastricht (NL), June 2012 The Common Assessment Framework (CAF) is a total quality management tool (TQM) specifically designed for the development of TQM in public sector organisations. Since the launch of the CAF excellence model in 2000 at the first European quality conference, more than 2500 public sector organisations have applied it. Over the past 10 years the CAF model has established its position among the many existing quality management tools. In the same period, the Balanced Scorecard (BSC) was discovered by the public sector and adapted; it is now being increasingly used. This training will discuss both tools, compare their specific characteristics and consider the most appropriate way to use them. Should the CAF and BSC be used in an integrated way or should they be used separately, each model delivering the benefits it was designed for? In doing so, how can both models complement each other? Cases from different countries will illustrate how both tools strengthen the performance of publicsector organisations. 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 the Balanced Scorecard as used in the public sector; the key points of difference in approach, process and benefits; their common features; how to implement them together. As a result, the participants will be better prepared to implement the CAF and BSC in public sector organisations. The methodology used will be a mixture of presentations, specific case studies, experiences and interactive discussions in a combination of workshops and plenary sessions. Profile of the participants Trainers as well as quality and change managers involved in introducing quality management techniques and management tools in the public sector (ministries, agencies, regional and local administrations, education, police, healthcare, etc.). The participation fee is 990 and includes documentation, three lunches, one dinner and refreshments. 4

5 CAF and Justice: Quality Development in the Field of Justice Luxembourg, September 2012 The entire public sector is in need of reform and modernisation, which can also be seen from the use of new jargon such as citizen and user orientation, efficiency and effectiveness, transparency, quality care, benchmarking, result orientation and accountability. The judiciary as well as judicial authorities also need to update their management and policies. The key question in this respect is: how can the basic requirements of a legal system, such as equal justice and the independence and autonomy of the courts in administering justice, be combined with effectiveness, efficiency and quality? Can quality models such as the EFQM and CAF be used in this context or does the specific nature of justice demand a special approach? During the seminar, management reforms in the field of justice in Europe will be presented by practitioners and academics and addressed in more depth during the workshops. Objectives The objective of this seminar is two-fold: firstly, to explore reforms in the management of justice and the possibility to introduce quality management principles and tools such as CAF; secondly, to inspire the participants with concrete initiatives to consider implementing in their courts/judiciary authorities and to inform them of the support they can get from EIPA s CAF Resource Centre. Profile of the participants Presidents of courts, judges, registrars and administrators from EU and national courts, chief prosecutors, officials at Ministries of Justice and law makers/legislators dealing with the organisation and functioning of courts. The seminar may also be of interest to private practicing lawyers with an interest in the functioning and reform of court systems. The methodology used is a mixture of presentations of national approaches, specific case studies, workshops and plenary sessions. 5

6 The Common Assessment Framework in Action Barcelona (ES), 4-5 October 2012 The Common Assessment Framework (CAF) is a total quality management (TQM) tool specifically designed for the development of TQM in public sector organisations, starting with a self-assessment of their organisational performance. Since the launch of the first version in 2000, more than 2500 organisations in many European countries have implemented the CAF. Many lessons have been learned and have led to the third revised version, CAF One of the objectives of this course is to present to the participants the 2006 version of the CAF. The training will provide a more in-depth analysis of different aspects such as: how to adapt the self-assessment process to your own organisation(s); the development of action and improvement plans; outlines of CAF training schemes; efficient use of e-tools for the CAF; the role of the CAF Resource Centre (RC) at EIPA. At the end of this course, participants from different levels of administration will for sure be in a better position to implement the CAF in their own organisations and/or they will be able to assist other organisations in the implementation of the CAF. The methodology used will combine presentations of approaches developed from various perspectives, case studies, workshops and plenary sessions. The profile of the participants to whom we address our seminar includes trainers, human resources managers and also quality and change managers involved in introducing quality management techniques and tools as well as HR instruments in the public sector (ministries, agencies, regional and local administrations, education, police, healthcare, etc.). Project Leaders Patrick Staes (BE), Head of the CAF Resource Centre, EIPA Maastricht Gracia Vara Arribas (ES), EIPA Expert, EIPA Barcelona, tel.: Organisation Natalia Doménech (ES), Programme Organiser, EIPA Barcelona, tel.: n.domenech@eipa.eu Ann Stoffels (BE), EIPA CAF Resource centre (RC), tel.: , a.stoffels@eipa.eu The participation fee is 800 and includes documentation, two lunches and refreshments. 6

7 Leadership in the context of Total Quality Management Maastricht (NL), 6-7 December 2012 The Common Assessment Framework (CAF) is a total quality management (TQM) tool specifically designed for the development of TQM in public sector organisations, starting with a self-assessment of their organisational performance. The first criterion of the CAF focuses on how leaders in a European public sector organisation should provide direction for the organisation: by developing the mission, vision and values required for its long-term success; by developing, implementing and monitoring the organisation s management system; by motivating and supporting people in the and by managing relationships with all stakeholders in general and the political level in particular. This seminar will stress and analyse the specific features of good leadership in the public sector and the impact of good leadership on the efficiency and effectiveness of the organisation, crossconnecting leadership with the other CAF criteria. Objectives At the end of the seminar the participants should have a clear understanding of the CAF 2006 quality model itself, the self-assessment process and the impact on the the different aspects of leadership in the public sector; how to develop leadership skills in the public sector; the cross-connection of leadership with the other CAF criteria and sub-criteria; the impact of leadership on the results of an organisation. As a result, the participants will be better prepared to implement the CAF and to formulate improvement actions in the field of leadership. Target group: Trainers as well as quality and change managers involved in introducing quality management techniques and management tools in the public sector (ministries, agencies, regional and local administrations, education, police, healthcare, etc.). Method: A mixture of presentations, specific case studies, experiences and interactive discussions in a combination of workshops and plenary sessions. The participation fee is 800 and includes documentation, two lunches and refreshments. 7

8 Seminar venue for seminars in Maastricht European Institute of Public Administration O.L. Vrouweplein 22, NL-6211 HE Maastricht, tel.: , fax: Organisation EIPA s CAF Resource Centre (CAF RC) Seminar Team: Patrick Staes, Seminar Leader / Seconded National Expert, tel Nick Thijs, Seminar Leader / Lecturer, tel Ann Stoffels, Programme Organiser, tel , caf@eipa.eu YOU WILL FIND ALL RELEVANT INFORMATION ABOUT THE SEMINARS ON OUR WEBSITE 8

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