Transcript CAF What it is

LOGON Working Group Meeting Public
Managment in Local administration
The Common Assessment Framework
CAF
Patrick Staes
European Institute of Public Administration
CAF Resource Centre
Praha, September 13th
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Origin of CAF
The principles of Total Quality Management
 from the European Foundation for Quality Management (
EFQM )
 from the Speyer Institute ( Germany )
designed by the I P SG ( Innovative Public Services Group )
The expert group reporting to the DG responsible
for the public administration in the MS of the EU
with E I P A ( European Institute for Public Administration )
http:\\www.eipa.nl
to produce the C A F
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The launching of CAF

Launched at the 1st European Quality Conference, May 2000, Lisbon

Presentation of the CAF 2002 version at the 2nd European Quality
Conference, October 2002, Copenhagen

Discused at the 3d European Quality Conference, September 2004
Rotterdam

Used in different European Countries in the context of their national
Quality Conferences (Belgium, Denmark, Finland, Norway, Germany,
Portugal, Italy etc.)
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The second version : CAF
2002

Questionnaire on the CAF applications in Europe 2000-2001

Conclusions: avoid redundancy and overlap, simplicity ,
glossary useful,…

Agreement on the new CAF structure in Berlin (May 2002):
reduction from 43 to 27 sub-criteria, better adapted to public
service (cr.1.4, 4.2, 5.2,), proper scoringsystem

Officially presented at the 2nd Quality Conference: oktober
2002 Copenhague

CAF recognized by EFQM as a “first level”
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The CAF Model
ENABLERS
RESULTS
People
results
HRM
Leadership
Strategy and
planning
Process and
change
management
Customer/
citizen-oriented
results
Partnerships
and resources
INNOVATION AND LEARNING
Key
performance
results
Society
results
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CAF - criterion 1
1.1.
Give direction to the organisation:
develop and communicate vision,
mission and values
How the leaders
1.4. Manage the relations
with the politicians
and other stakeholders
1.2. Develop and implement a
system for managing the
organisation
1. Leadership
Results
6-7-8-9
1.3. Motivate and support the people
in the organisation
and act as a role model
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CAF - criterion 2
2. Strategy
&
Planning
2.3. Implement strategy and planning
in the whole organisation
9. Key performance
Results
2.1. Gather information
relating to present
and future needs
of stakeholders
2.2. Develop, review and update
strategy and planning
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CAF - criterion 3
3. HRM
3.3 Involve employees by developing
dialogue and empowerment
3.2 Identify, develop, and use competencies
of the employees, aligning individual, team
and organisational targets and goals
7. People results
3.1. Plan, manage and improve
human resources with regard to
strategy and planning
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CAF - criterion 4
4.1. Develop and implement
key partnership relations
4.2. Develop and
implement
partnerships
with the customer/citizen
4.3. Manage knowledge
6.Citizen/customer
oriented results
4. Partnerships and
resources
4.4. Manage finances
9. Key performance
results
4.6. Manage buildings
and assets
4.5. Manage technology
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CAF - criterion 5
5.1. Identify, design, manage
and improve processes
5.2. Develop and deliver services
and products by involving
the customer/citizen
5. Process and
change management
5.3. Plan and manage
modernisation
and innovation
9. Key performance
results
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Enablers assessment panel
0
No evidence or only anecdotal evidence of an
approach
1
An approach is planned
PLAN
2
An approach is planned and
implemented
An approach is planned,
implemented and reviewed
An approach is planned,
implemented and reviewed on
the basis of benchmarking data
and adjusted accordingly
DO
3
4
5
CHECK
ACT
An approach is planned, implemented,
reviewed on the basis of benchmarking A
data, adjusted and fully integrated into
the organisation
P
D
C
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CAF - criterion 6
6. Citizen/customer
oriented results
6.1. Results of
customer/citizen
satisfaction
measurements
6.2. Indicators of
customer/citizenoriented
measurements
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CAF - criterion 7
7. People results
7.1. Results of people
satisfaction and
motivation measurements
7.2. Indicators of people
results
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CAF - criterion 8
8. Society results
8.1. Results of societal
performance
8.2. Results of
environmental performance
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CAF - criterion 9
9. Key performance results
9.1. Goal achievement
9.2. Financial performance
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Results assessment panels
0
No results are measured
1
2
Key results are measured and show
negative or stable trends
Results show modest progress
3
Results show substantial progress
4
Excellent results are achieved and
positive comparisons to own targets are
made
5
Excellent results are achieved, positive
comparisons to own targets are made and positive
benchmarks against relevant organisations are
made.
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The lessons learned in general

CAF is generic : needs to be translated to the specific organisation

It is always the right time to use CAF

Balance between objectivity (fact-driven) and subjectivity

CAF is a supplement, not an alternative: logical framework for existing
reforms

CAF is very often an unique opportunity for people to express themself
over their organisation =best support for change

CAF is not without any risks: good expectation management is needed

External support can be useful, by preference from public agencies
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Values in TQM
Learn and
Critisize
Look to the
future
Problemsolving
General values
Open Communication
Managing
Conflicts
Dialogue
Dealing with
uncertainty
Culture of
Trust
Positive
Image of Men
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The lessons learned on
implementation

Total sustainment of the management

SA group representative of the organisation

Work fast: 4 half days of meetings

Evidences to justify the scores

Try to work by consensus

Translate into priorities for improvement actions

Strenghten communication on the exercise and the improvement
actions

Repeat periodically the exercise to measure the progress
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Action plan Quality
ISO 9000
People Surveys
Investors in Circles
People
PD
BSC
User
Manuals
The CAF Model
Performance
Management
Mission
Development
ENABLERS
Human
Resources
Management
Leadership
Strategy &
Planning
Exte rnal
Partnerships.
& Resource s
Citizen or
Service
Charters
Info Acts
RESULTS
People
Results
Process
and
Change
Management
Cus tom er/
Citizen-O riented
Results
Impact on
Society
Key
Performance
Results
Citizen/
Customer
Surveys
Audits
INNOVATION AND LEARNING
ISO 14000
Budgeting,
Accounting
CRM
Benchmarking
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Applications untill now

Translated in 15 languages

+/- 500 applications at the end of 2003

Training CAF: e.g. EIPA, SPEYER, Belgium, Norway,

Data bank CAF :e.g. EIPA, SPEYER, Belgium

Chinese CAF pilot projects
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Academic interest in United States: Univ. Massachusetts 2005
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CAF in local
administrations

CAF survey December 2003: +/ 500 applications, 38 % local
governments

CAF Users Event Rome: presentations of Vienna, Salzburg,
Munster Police etc.

CAF at the First Conference of Local Innovations in Greece,
April 2004

CAF-Quality network for local administrations, Belgium
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Further developments

CAF one of the priorities of the MS, especially of the new member
states

CAF action plan 2005-2006

CAF Resource Centre EIPA: development of tools, guidelines, training,
website, databank, best practices, CAf networking

CAF experts group: Vienna March 2004, Maastricht October 2004.

CAF Users Event : Rome 2003, Luxemburg June 2005

Benchmarking based on CAF
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