PPT - SIGMA-GIZ Academies - Stage 2 - Day 4 - Prioritisation.pdf

Presentation given at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 2: Elevating for excellence.

2. CAF
PHASE
3
2

3. 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

4. The CAF Journey: Almostthere! Prioritising
4
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

5. Prepare, discuss, finalise!
5
150
Actions
15 Quick wins
10 key actions
Quick wins and key actions are to be elaborated as
projects: what, who, deadline, budget,
risks/assumptions
Preparation, prioritisation workshop, clustering, discussion and final agreement

6. 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
encouragesstaff toimplement actions that are
strategically important, motivating and
tangible.
2.Prioritise the other actions
6

7. Prioritisation –how?
7
❑ 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

8. 8
“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 prioritization, 2016. Patrick Staes,
Nick Thijs, Dorina Claessens
Istherea unique waytoprioritise?
https://www.eipa.eu/wp-content/uploads/2022/06/caf_study_slovak_presidency_compressed_0-1.pdf

9. 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
9

10. Our proposal for an efficient prioritization process in CAF

11. Questions which can contribute to a productive
discussion:
❑Where do we want to be in two years in line with the
overall vision and strategy of the organization?
❑What actions need to be taken to reach these goals
(strategy/task definition)?
❑Where do the lowest scores indicate a possible high
need for action? (if possible have some kind of
visualization of the scorings (What have we learned so
far during the self-assessment process and where can
we indicate a general priority? (What “hurts” most
and where can be benefit from to the largest extent?)
❑Other questions, organisation-specific
The priorities shall be in line with the general vision and
objectives of the organisation

12. The CAF prioritization of improvement actions shall not be purely calculated on a
mathematical level, but shall represent a decision making moment based on a
vivid discussion within the management and with the SAG.
What we keep on our minds while prioritizing:

13. Prioritisation steps followed:
1. Identify and agree about the quick wins. They will not be part of the prioritization process.
2. List all remaining actions from the self-assessment report
Option: cluster into categories: HR, IT, communication (internal and external), strategy, knowledge management,
monitoring & evaluation

3. Analyze and prioritize the improvement actions based on the following criteria:
➢ Strategic Weight (red dots): Consider the impact on stakeholders, organizational results, and internal/external
visibility.
10 red dots per SAG and Management. Allocate max 2 to one action.
The number of prioritisation points depends on the number of improvement acitons/ideas. Example: if there are ca 80 actions, use 10 –15 points. Reduce
accordingly based on the number of improvement actions.
Here we have the first prioritization/filtering.
With the most voted ones we continue:

14. ➢Level of difficulty (Green dots): Discuss and indicate the level of difficulty,
resources needed, and speed of achievement. These are decisive criteria (green
means it is difficult, but we are aware of the objective and we find it highly
important to improve in this direction).
5 green dots per SAG and Management. Allocate max 2 to one action.
Important: Have a look at the CAF score as well, if possible visualize! Discuss the
maturity and the objectives.
4. Have a look at the total score for each action by discussing the individual
criterion scores.
5. Make a decision on the highest ranked priorities.
6. Develop the Action Plan and Quick Win overview.