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Practice:Lebenshilfe Bruck-Kapfenberg

From CAF Network

DescriptionDescription of practice

Based on ever faster changing conditions (laws, regulations, customer needs) and decreasing governmental financial support for the social sector three and now four organisations working in the handicapped aid decided to work in close cooperation. Within the cooperation they followed mainly two goals:

Results and outcomesResults and outcomes of the CAF implementation

Within this approach CAF triggered fundamental changes in the organisations and raised awareness among key stakeholder such as:

1. Common Assessment Framework could be positioned as a new central control model in Styrian Life Support organizations: In the first step 3 organisations (Bruck-Kapfenberg, Ennstal and Leoben: short „LH 3“) concentrated, optimized effects from 2015 in coordination with the styrian govermental department office of Counciler Siegfried Schrittwieser and current with the office of Councilor Mag. Doris Kampus

2. Standardized, coordinated organizational competence, strategy, economic and pedagogical performance competence: Quality-oriented planning coordination with the province of Styria, Department of Social Affairs and Department 11, social welfare associations, municipalities and other authorities.

3. Network development as visionary and innovative service providers.

4. Transferability of the developed social CAF system to other organizations in Styria by good practice: From „LH 3 to LH 4“ (Lebenshilfe Mürztal).

5. Synergetic CAF model: Increasing efficiency and effectiveness such as realizing / further realizable cost optimization.

6. Standardization and planning security: Key figures and benchlearning, comparability and transparency.

7. Discussing further opportunities: Transferability of the LH 4 CAF model to social carrier organizations in Styria and Austria.

The factors of success in this joint CAF-Implementation in the handicapped aid are:

  • The recognition of ever faster changing external and internal conditions (new laws and regulations, changed needs of customers, decreasing budgets).
  • The involvement of the responsible social department of the province of Styria under councillor Mag. Doris Kampus.
  • In addition, the competent CAF department of the province of Styria was also involved with the head of the CAF project, Ing. Helfried Ogrisek. The good results and experiences from the roll out of the CAF Program 2014/2015 of the province of Styria were helpful trailblazers.
  • The support of the Centre of Public Administration Research (KDZ) in the implementation
  • To analyse the company and above all openly to face its weaknesses (SWOT-analysis: strengths, weaknesses, opportunities and threats).
  • The willingness of the three/four managing directors for improvement as well as for cooperation and exchange.
  • The involvement of the employees combined with an optimized internal communication.
  • The CAF-questionnaire adapted to the needs of handicapped aid organisations involving disabled persons from the beginning facilitated the self-assessment strongly.
  • The joint workshops supported the cooperation and exchange process.
Lebenshilfe Bruck-Kapfenberg

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YearYear 2018
CountryCountry of the practice Austria
CityCity, town or village Kapfenberg
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Association for Life Aid Bruck-Kapfenberg
Type of organisationType of organisation Agency
Function of organisationFunction of organisation Social Protection
Size of organisationSize of organisation 10-50
Level of governmentLevel of government Local Government, Regional Government
Effective CAF user dateDate since effective CAF user December 2016
Contact
OrganisationName of Organisation Association for Life Aid Bruck-Kapfenberg
DepartmentDepartment of the organisation
AddressAddress of the organisation Viktor-Adler-Straße 447° 28' 4.43" N, 15° 20' 19.74" E
ZIPZIP code (postal code) 8605
CityCity, town or village Kapfenberg
WebsiteLink to the Website of the Organisation https://www.lebenshilfe-bruck.at/
EmailEmail of Organisation
PersonName of contact person
Job titleJob title of the contact person

The term citizen/customer is used to emphasise the dual relationship between the public administration on the one hand, the users of public services, and on the other hand, all the members of the public, who as citizens and taxpayers have a stake in the services and their outputs.

Objectives are a formulation of a desired situation describing the desired results or effects as defined in the mission of the organisation. They can be:

  • Strategic objectives

Global objectives for the mid and longterm indicate the desired overall direction of the organisation. It describes the final results or effects (outcomes) it wants to pursue.

  • Operational objectives

These are a concrete formulation of the strategic objectives, e.g. at unit level. An operational objective can be immediately transformed into a set of activities and tasks.

From Criterion 6 onwards, the focus of the assessment shifts from Enablers to Results. In the first three Results Criteria we measure perceptions: what our people, citizens/customers and society think of us. We also have internal performance indicators which show how well we are doing against the targets we may have set for ourselves – the outcomes. The assessment of results requires a different set of responses, so the responses from this point onwards are based on the Results Assessment Panel (see CAF Scoring and Assessment Panels).

Quality (in the context of the public sector) is delivering a public service with a set of characteristics/features that meet or satisfy, in a sustainable way, the following: the specifications/requirements (law, legislation, regulation); the citizen/customer expectations; all other stakeholder expectations (political, financial, institutions, staff). The concept of quality has evolved over recent decades: Quality control is focused on the product/service, which is controlled on the basis of written specifications and standardisations. The methods for statistical quality control (sampling methods) have been developed since the 1920–30s.

A network is an informal organisation connecting people or organisations that may or may not have a formal line of command. Members of the network often share values and interests.

These involve superior performances, methods or approaches that lead to exceptional achievement. Best practice is a relative term and sometimes indicates innovative or interesting business practices, which have been identified through benchmarking. As with benchmarking it is preferable to talk about ‘good practice’ or ‘inspiring practice’ since one cannot be sure that there is not a better one.

Centre for Public Administration Research

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