The Cedar Foundation

1. The Cedar Foundation Stephen Mathews – Chief Executive Stella Maguire – Head of Organisational and Service Development

2. 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

3. 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. OurMissionis 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

4. Living Options Brain Injury Services Children and Young People’s Services Training Services

5. A Quality Journey …

6. A Quality Journey …

7. A Quality Journey … Benchmarking, L&D & Improvement Action 2001 EFQM Score 400 - 450 2003 EFQM Score 450 - 500 2005 EFQM Score 500 - 550 2007 EFQM Score 750 - 800

8. Performance Improvement System Determine the Results Develop the Approach Vision, Mission, Values Strategic Plan, Link Strategies Organisational, Service Level and Departmental Scorecard, Workplans, Improvement Plan Assess and Review Internal – Customer, Stakeholder, Staff, Traffic Lights External – EFQM, IiP, ISO Deploy Approaches Core Processes, Service Level / Departmental Procedures

9. The Cedar FoundationBest Practice – Customer Focus • EFQM Excellence Special Award for Customer Focus • EFQM Score of 71-80 for Customer Results

10. 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.”

11. Best Practice – Customer Focus The User Forum

12. Best Practice – Customer Focus Person Centred

13. Service Users SERV 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 Best Practice – Customer Focus Customer Satisfaction Surveys

14. Impact of Best Practice –Key Performance Indicator – Number of Service Users

15. Impact of Best Practice – Key Performance Indicator – Customer Satisfaction

16. Impact of Best Practice – Key Performance Indicator – Purchaser Satisfaction

17. The Cedar FoundationBest Practice - Process Management System 2007 EFQM Score 81-90 2003 EFQM Score 41-50 2005 EFQM Score 51-60 Benchmarking Improvement Action Continuous Improvement

18. 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.”

19. Best Practice - Process Management System Vision & Mission Services • Inputs • Customer Requirements • Resources • Policy and Strategy Universal Service Delivery Process • Outputs • Customer Satisfaction • Key Performance Results Core Support Processes Finance Human Resources Marketing & Appeals

20. Best Practice – Process Management SystemUniversal Service Delivery Process Entry Entry Generic, Service and Departmental Procedures, Forms and Guidance Assessment Intervention Review Exit Post Exit

21. Best Practice – Process Management SystemProcess Agility or The Titanic Principle! Process agility creates an organisation responsive to changes to its market and environment

22. Impact of Best PracticeKey Performance Indicator – Number of Programmes

23. Impact of Best PracticeKey Performance Indicator - Turnover

24. The Cedar FoundationBest Practice – Other Areas • People Management and Development • Leadership • Results Orientation

25. 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

26. Questions and Answers www.cedar-foundation.org