BQF on Quality at Phoenix Futures

THE MODEL ISSUE EFQM Over the next 10 pages we examine the tangible MODEL long-term and short-term benefits that the EFQM 2013 Excellence Model brings to organisations Staff at Phoenix Futures believe that every addict has the potential to rebuild their lives

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hoenix Futures joined the BQF in 2009, following the establishment of a Quality Department within the charity. With a new organisational remit focusing on growth and excellence, one of the first tasks of the newly installed department was to review the main Quality Management Systems available, including those specific to the charity sector.

“We decided the EFQM Excellence Model was the best system for us because it was the widest, the least prescriptive, and seemed to be about genuinely improving what you do, rather than simply ticking boxes and generating paperwork,” explains Dan Richter, the charity’s Head of Quality and Performance.

“Often charities that work with vulnerable people, such as ourselves, are perceived as fluffy and wishy-washy. But we are determined to strike the balance of a business head with a warm heart.”

DRIVING EXCELLENCE FROM ABOVE

PHOENIX RISING Phoenix Futures’ Dan Richter on how the Recognised for Excellence programme has added value to both the organisation’s brand and its service delivery 12 MAY 2013 www.bqf.org.uk

With support from the board and from the board of trustees, the Model quickly became embedded in the culture at Phoenix Futures. “We have built the outcomes of the Model assessments into our corporate planning process,” says Dan. “This is owned by the Executive Team, as part of their work plan, so we know that areas for improvement will definitely be improved. I think it is very important to have executive and board level commitment, as excellence is best driven from above. We also keep the entire senior management team (directors and heads) engaged with the Model at regular intervals.

This has been critical in ensuring it is owned organisationally, and not just seen as something belonging to one person or one team or area.”

Since their adoption of the Model, Phoenix Futures has conducted two self-assessments and recently applied for Recognised for Excellence (R4E) certification. In the few years the charity has followed the Model, Phoenix Futures has won a clutch of awards, including the BQF Achievement Award for Leadership in 2011 and the coveted Third Sector Excellence Award for Best Employer in 2012.

REAPING THE BENEFITS

“We have really gained from using the Model,” says Dan. “In a general sense, it has given us a focus for improvement activities and it is a way of systematically and periodically taking a good look at ourselves as an organisation and setting out

NEW TO R4E BACKGROUND Established in 1970 by a group of ex-addicts, Phoenix Futures has helped hundreds of thousands of people recover from drug and alcohol addiction. The project has grown rapidly, branching out into different regions of the UK and into different services based in prisons and the community. Today, Phoenix Futures has 600 employees and a turnover of £25m.

Phoenix Futures’ service users have noticed the improvements that the Model has brought

what our strengths are, as well as our areas for improvement. Interestingly, we found we did not realise what our strengths were, or at least we didn’t celebrate them enough.

“The Model helps you gain that objective sense of how you are doing. Also, because we have to competitively tender for most of our services, we promote the Model as a robust Quality Management System that adds weight to our bids.”

Specific organisational processes identified as areas for improvement have been reviewed and energetically overhauled.

One of these, the previous appraisal system, was seen as unwieldy and time-consuming for staff and managers.

The new system has been streamlined and simplified to increase its effectiveness.

The communications department at Phoenix Futures has also seen significant development, with the team supported to take on a more proactive role in marketing and promoting the organisation’s work, and social media adopted as a key tool. As a result, the charity’s culture has become more confident and proactive in working with the media.

But the bottom line for Phoenix Futures is an improvement in services for its clients.

USING THE EXCELLENCE MODEL TO MAKE A REAL DIFFERENCE

“We see the Model as adding weight to our service delivery,” says Dan. “Our service users and their families can see the benefits that our Quality Management System brings in terms of continuous improvement. This is seen in all sorts of evidence, both hard and soft.

“Sometimes staff and service users who we haven’t worked with for a while come back, and say they notice a real, positive difference – that we have become more professional without losing our purpose and our ethos.

“We would definitely recommend the Excellence Model to other charities and housing associations and it is encouraging to see more of the larger charities taking it up.

It does take a certain amount of time and effort to properly understand and apply the Model, but the benefits are incalculable.”

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UKE TIPSHEET

■ Secure support for the EFQM Excellence Model from the highest level in the organisation. In this way, the principles will become embedded in the organisation’s culture and excellence will be driven from the top down.

■ Keep senior management and other teams up-to-date on your excellence journey. Share ownership of excellence across the organisation so it doesn’t become the preserve of one department or team.

■ Use training opportunities. Since using the Model, two of Phoenix Futures’ senior managers have been trained as EFQM assessors, which has helped in the use of the Model. The charity also undertook internal training of champions who helped move forward some of the actions from the first self-assessment.

■ Be committed. Significant, powerful change takes time.

MAY 2013 www.bqf.org.uk

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