The Cedar Foundation

Stephen Mathews – Chief Executive

Stella Maguire – Head of Organisational and Service Development

Organisation Background

• Established in 1941• Registered Charity & Company Limited by

Guarantee• Services for people with Physical Disability /

Brain Injury• Regional Organisation / 21service locations• Budget £6.0m • 257 Staff• 1,400 Service Users

• The Cedar Foundation’s Vision is to play a leading role in the achievement of a community in which people with disabilities are valued and participate as equal citizens.

• Our Mission is to deliver a range of services, which empower and support people with disabilities to be fully included in their communities.

The Cedar FoundationVision and Mission

Living Options

Training Services

Brain Injury Services

Children and Young People’s Services

A Quality Journey …

A Quality Journey …

A Quality Journey …

2003

EFQM

Score

450 -

500

Benchmarking, L&D & Improvement Action

2005

EFQM

Score

500 -

550

2007

EFQM

Score

750 -

800

2001

EFQM

Score

400 -

450

Determine the Results

Develop the Approach

Deploy Approaches

Assess and Review

Core Processes, Service Level / Departmental Procedures

Internal – Customer, Stakeholder, Staff, Traffic Lights External – EFQM, IiP, ISO

Vision, Mission, Values Strategic Plan, Link Strategies Organisational, Service Level and Departmental Scorecard, Workplans, Improvement Plan

Performance Improvement System

The Cedar FoundationBest Practice – Customer Focus

• EFQM Excellence Special Award for Customer Focus

• EFQM Score of 71-80 for Customer Results

The Cedar FoundationBest Practice – Customer Focus

“TCF maintains a very strong focus on its customers. The CE, DCE and all Heads of Service are actively engaged with purchasers and policy makers both in terms of responding to their needs and influencing their agendas towards the Vision and Mission of the Foundation. With regard to Service Users, the Foundation has an innovative and role model approach to identifying and meeting their needs by the establishment of a User Forum and integrating this into the leadership and governance of the organisation. Customer satisfaction levels, in consequence, are very high; presenting the challenge to TCF on how to take things to a higher level.”

Best Practice – Customer Focus The User Forum

Best Practice – Customer Focus Person Centred

Best Practice – Customer Focus Customer Satisfaction Surveys

Service UsersSERV QUAL• Annual Survey• 6 Service Quality

Dimensions• Facilitates internal and

external benchmarking• Increasingly administered

by User Forum• Training and Brain Injury

Services – phased approach

Purchasers

• Annual Survey• 6 Quality Dimensions

based on EFQM Excellence Model

• No internal or external benchmarking to date, but would facilitate

100

300

500

700

900

1100

1300

1500

2001/02 2002/03 2003/04 2004/05 2005/06 2006/07

Target Total

Impact of Best Practice –Key Performance Indicator –

Number of Service Users

50

60

70

80

90

100

2001/02 2002/03 2003/04 2004/05 2005/06 2006/07

% S

ervi

ce U

sers

TCF Average Benchmark Target

Impact of Best Practice – Key Performance Indicator –

Customer Satisfaction

Impact of Best Practice – Key Performance Indicator –

Purchaser Satisfaction

0102030405060708090

100

Lead

ersh

ip

Polic

y an

dSt

rate

gy

Peop

le

Part

ners

hip

and

Res

ourc

es

Proc

esse

s

Res

ults

Ove

rall

View

2004 2005 2006 Target 06

The Cedar FoundationBest Practice - Process Management System

2003

EFQM

Score

41-50

Benchmarking

Improvement Action

2005

EFQM

Score

51-60

2007

EFQM

Score

81-90

Continuous Improvement

The Cedar FoundationBest Practice – Process Management

System

“TCF operates a comprehensive process management system which is extensively deployed throughout the organisation. The Universal Service Delivery Process is an innovative feature that provides a common framework for all service delivery, setting out the core requirements for each service user. Process ownership is clearly defined.

The collection of fact based information is also extensively deployed in the review and improvement of processes and procedures. Benchmarking is used extensively in the design and development of processes, and improvements are also driven by internal and external performance review; feedback from customers and stakeholders; and other learning and research.”

Best Practice - Process Management System

Universal Service Delivery Process

Outputs

•Customer Satisfaction

•Key Performance Results

Inputs

•Customer Requirements

•Resources

•Policy and StrategyCore Support

Processes

Finance Human Resources Marketing & Appeals

Services

Vision & Mission

Entry

Assessment

Intervention

Review

Exit

Post Exit

Best Practice – Process Management SystemUniversal Service Delivery Process

Generic, Service and Departmental Procedures, Forms and Guidance

Entry

Process agility creates an organisation responsive to changes to its market and environment

Best Practice – Process Management SystemProcess Agility or The Titanic Principle!

0

10

20

30

40

50

60

70

80

90

100

2001/02 2002/03 2003/04 2004/05 2005/06 2006/07

No

. of

Pro

gra

mm

es &

Ser

vice

s

TS BIS C&YPS LO Target

Impact of Best PracticeKey Performance Indicator –

Number of Programmes

0

1000000

2000000

3000000

4000000

5000000

6000000

2001/02 2002/03 2003/04 2004/05 2005/06 2006/07

Income Expenditure

Impact of Best PracticeKey Performance Indicator -

Turnover

The Cedar FoundationBest Practice – Other Areas

• People Management and Development

• Leadership• Results Orientation

The Cedar FoundationBest Practice Events

• Tuesday, 20th May 2008

• Thursday, 18th September 2008

• Half Day Sessions

• Programmes

• 30-40 people maximum

• Belfast Training and Resource Centre

• Ballymena Training and Resource Centre

Questions and Answers

www.cedar-foundation.org