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. 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 Foundation Vision and Mission

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

5. A Quality Journey …

7. 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

8. 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, ValuesStrategic Plan, Link Strategies Organisational, Service Level and Departmental Scorecard, Workplans, Improvement Plan Performance Improvement System

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

10. The Cedar Foundation Best 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. Best Practice – Customer Focus Customer Satisfaction Surveys 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

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 Foundation Best Practice - Process Management System 2003 EFQM Score 41-50 Benchmarking Improvement Action 2005 EFQM Score 51-60 2007 EFQM Score 81-90 Continuous Improvement

18. The Cedar Foundation Best 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 Universal Service Delivery Process Outputs Customer Satisfaction Key Performance Results Inputs Customer Requirements Resources Policy and Strategy Core Support Processes FinanceHuman ResourcesMarketing & Appeals Services Vision & Mission

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

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

22. Impact of Best Practice Key Performance Indicator – Number of Programmes

23. Impact of Best Practice Key Performance Indicator - Turnover

24. The Cedar Foundation Best Practice – Other Areas People Management and Development Leadership Results Orientation

25. The Cedar Foundation Best Practice Events Tuesday, 20 th May 2008 Thursday, 18 th 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