Transcript What is Sigma?

Union, principally financed by the EU.
A joint initiative of the OECD and the European
Training session on the
Common Assessment
Framework (CAF)
Quality Management in the Public Sector
Vilnius, 27-28 March 2006
Ana Andrade
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© OECD
Are you curious about CAF history?
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Union, principally financed by the EU.
A joint initiative of the OECD and the European
Union, principally financed by the EU.
A joint initiative of the OECD and the European
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Quality in
Public Administration of
European Union
Evolution
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Union, principally financed by the EU.
A joint initiative of the OECD and the European
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Quality in PA of EU 1995/97
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1995
• The DG´s started discussing Quality issues
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1996
• Eipa presented a summary about Quality initiatives in PA , and
the DG´s agreed to explore the possibilities of cooperation
between the Member States , involving the Commission
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1997
• A Conference about Benchmarking was held in Copenhagen
• A meeting about an International Benchmarking Network was
promoted by OECD
• New reports about Quality were presented in the DG´s
meeting in Hague
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Quality in PA of EU 1998
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1998
• April
– In the DG´s meeting in Edinburgh it was
agreed that an Excellence Award
should be created for PA in EU
• May
– In the Ministers’ Meeting in London,
a Steering Group was created to develop this
initiative
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General Directors for Public Administration
STEERING GROUP
•
•
•
•
•
•
EU MEMBERS
EUROPEAN COMISSION
EIPA
EFQM
OCDE
SPEYER
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Quality in PA of EU 1998
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CONCLUSIONS OF THE MINISTERS
OF PUBLIC ADMINISTRATION
November 1998
• The Ministers welcome the “best practice” quality initiative.
• Benchmarking and benchlearning aim at improving the quality
of the public services supplied to citizens.
• The Ministers support the setting up of an overall
framework for assessing the quality of administrative
organisations, in order to make comparisons and to enable
Europe’s public administration to learn from each other.
• The Ministers invite the Directors General to develop this
assessment framework and to maintain a national selection of
innovative administrations which will be presented at a
conference in Portugal in spring 2000.
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Quality in PA of EU 1998/99
Austrian Presidency
– A first draft of the common assessment structure
was developed
German Presidency
– Guidelines for the selection,at national level, of
Best Practices were stablished
Finnish Presidency
– The Best Practices in Public Administration were
selected and nominated by the Member States to
be presented in the 1st QC
– The development of what would became
Common Assessment Framework – CAF
was resumed
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Quality in PA of EU 2000
• CAF was fully developed and agreed upon
• In the DG´s meeting
– CAF was formally approved and
– a formal mandate for the Steering Group was
established - Innovative Public Services Group
• The 1st Quality Conference for Public Administrations in
the EU was held in Lisbon on 10,11,12th May.
• The Best Practices in the Public Administration of the
Member States were presented
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Quality in PA of EU 2000
Resolutions about Quality and
Benchmarking to Public Services
were approved by the PA Ministers of EU,
in Strasbourg, November 2000, establishing:
• Formal approval of CAF
• Promotion of CAF use at national level in each Member
State
• Promotion of Benchmarking
• Creation of a resource centre for development of CAF
• Organization of the second Quality Conference for Public
Administration in 2002
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Quality in PA of EU 2002
• The 2nd Quality Conference for Public Administrations
in the EU was held in Copenhagen
• A 2nd Version of CAF was presented ( the current
Version)
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Quality in PA of EU 2003
• New Resolutions were approved by the Ministers to
reinforce the need to CAF application in Public Services
• The 1st CAF event was held in Rome
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Quality in PA of EU 2004
• The 3rd Quality Conference for Public Administrations
was held in Rotterdam
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A joint initiative of the OECD and the European
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Next Steps
• CAF 2006
– CAF is being revised and improved.(structure and
scoring system), the definitive version will be
presented at 4QC
• “The CAF works – Better results for the citizens by
using CAF”
– A total of 29 cases from 15 countries have been
selected by a jury and are now being edited for
publication.
• CAF e-Community - EIPA is currently developing an
electronic tool to support the communication between
all persons interested in the CAF
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A joint initiative of the OECD and the European
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Next Steps
• 4th Quality Conference for Public Administrations in
the EU - “Building Sustainable Quality”, is held
under the Finnish Presidency in Tampere on 27-29
September 2006. Registration is already possible.
• New ways to complement CAF implementation are
being discussed and studied. To complement the SelfAssessment provided by CAF, there are other tools such
as Balance Score Card to improve performance that can
be used
• The 3rd CAF Event will take place under the Portuguese
Presidency
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European Programme
1998
Austria
Germany
Finland
Portugal - 2000
France
Sweden
Belgium
Spain
Denmarc-2002
Greece
Italy
Ireland
Holand-2004
Luxembourg
United kingdom
Austria
Finland-2006
…
 Austrian Presidency
 Ministers Agreement
 Portuguese Presidency
 CAF
 1.ª Quality Conference for PA in the EU (1QC)
 French Presidency
 EU Ministers Resolution for CAF application in the PA
 Danish Presidency
 CAF 2nd version
 2QC
 Italian Presidency
 Reinforce the need to CAF application
 Dutch Presidency
 3QC
 Finland Presidency
 4QC
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General Considerations
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The Quality Programme for Public Administration
of EU is very dynamic and has been developed on
a basis of continuous improvement
We have increasing achievements and goals, so:
• We have wide open EU Conferences for PA every 2 years
• We have CAF events for good practices and for experts
every two years ( on an alternative scheme)
• Ministers resolutions and DG´s orientations are stronger
and stronger
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COMMON
ASSESSMENT
FRAMEWORK (CAF)
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Common Assessment Framework
RESULTS
ENABLERS
Human
Resources
Management
Leadership
Strategy and
Planning
People Results
Process and
Change
Management
Partnerships
and Resources
Customer /
Citizenoriented
Results
Key
Performance
Results
Society Results
INNOVATION AND LEARNING
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CAF - Principles
• To be adapted to the specific characteristics
of Public Administration Organizations
• To be compatible with the commonest models
used by the Public and private organizations:
– EFQM
– SPEYER
– …
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CAF - Objectives
• To introduce Quality Management
• To work as a Self-Assessment structure
• To act as a bridge between different models
• To insert some indicators that allow the
comparison of results
• To allow benchmarking between organizations
in EU
• To be available, free of charge
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CAF Provides
Enablers
• The features of an organisation which determine
how it performs
• Criteria 1-5 deal with the Enabler features of an
organisation; these determine how it performs.
The assessment of actions relating to the Enablers
should be based on the Enablers Panel.
Results
• The results or outputs which the organisation
achieves
• The assessment of results requires a different set
of responses, so the responses from this point are
based on the Results Assessment Panel.
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Self-Assessment
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Self-Assessment
Advantages:
• It Integrates initiatives of quality improvement in the
current management of the organization
• It works as a diagnostic tool
• It a dynamic process, allowing the additional
motivation of people to change management
• It is a structured and rigorous way to manage
improvement processes
• It is based on facts and not on individual subjective
feelings
• It allows the recognition of progresses achieved
• It allows internal and external benchmarking
• It recognizes performance levels
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Self Assessment
• Identifies strengths and improvement areas
• Is based on facts
• Develops a common language and promotes a new
culture
• Involves all people at all levels
• Must aim at continuous improvement
People in the organization are the ones who know
its functioning best but they don’t always share
and knowledge is not spread
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Self-Assessment Cycle
SELF-ASSESSMENT
STRENGTHS &
AREAS FOR IMPROVEMENT
IMPROVED RESULTS
IMPLEMENTING
IMPROVEMENT
ACTIONS
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CAF
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Criterion 1: Leadership
How leaders and managers develop and
facilitate the achievement of the mission and
vision of a public sector organisation; develop
values required for long-term success and
implement these via appropriate actions and
behaviours; and are personally involved in
ensuring that the organisation’s management
system is developed and implemented.
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Criterion 1: Leadership
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SubCriterion
• 1.1. Give a direction to the organisation: develop and
communicate vision, mission and values
• 1.2. Develop and implement a system for managing the
organisation
• 1.3. Motivate and support the people in the
organisation and act as a role model
• 1.4. Manage the relations with politicians and other
stakeholders
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Criterion 2: Strategy and Planning
How the organisation implements its mission
and vision via a clear
stakeholder-focused strategy, supported by
relevant policies, plans, objectives, targets
and processes.
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Criterion 2: Strategy and Planning
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SubCriterion
• 2.1. Gather information relating to present and future
needs of stakeholders
• 2.2. Develop, review and update strategy and planning
• 2.3. Implement strategy and planning in the whole
organisation
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Criterion 3: Human Resources
Management
How the organisation manages, develops and
releases the knowledge and full potential of
its people at individual, team-based and
organisation wide levels; and plans these
activities in order to support its policy and
strategy and the effective operation of its
people.
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Criterion 3: Human Resources
Management
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SubCriterion
• 3.1. Plan, manage and improve human resources* with
regard to strategy and planning
• 3.2. Identify, develop and use competencies of the
employees aligning individual, team and organisational
targets and goals
• 3.3. Involve employees by developing dialogue and
empowerment
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Criterion 4: Partnerships and Resources
How the organisation plans and manages its
partnerships and internal resources in order
to support its policy and strategy and the
effective operation of its processes.
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Criterion 4: Partnerships and Resources
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SubCriterion
• 4.1. Develops and implements key partnership relations
• 4.2. Develops and implements partnerships with the
customers/citizens
• 4.3. Manages knowledge
• 4.4. Manages finances
• 4.5. Manages technology
• 4.6. Manages buildings and assets
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Criterion 5: Process and Change Management
How the organisation manages, improves and
develops its processes in order to innovate
and support its policy and strategy and fully
satisfy and generate increasing value for its
customers and other stakeholders.
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Criterion 5: Process and Change Management
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SubCriterion
• 5.1. Identifies, designs, manages and improves
processes
• 5.2. Develops and delivers services and products by
involving the customers/citizens
• 5.3. Plans and manages modernisation and innovation
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Criterion 6: Customer/Citizen-oriented
Results
What results the organisation is achieving
in relation to the satisfaction of its internal and
external customers.
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SubCriterion
• 6.1. Results of customer/citizen satisfaction
measurements
• 6.2. Indicators of customer/citizen-oriented
measurements
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Criterion 7: People Results
The results the organisation is achieving in
relation to the satisfaction of its people.
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SubCriterion
• 7.1. Results of people satisfaction and motivation
measurements
• 7.2. Indicators of people results
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Criterion 8: Society Results
What the organisation is achieving in satisfying the needs and
the expectations of the local, national and international
community at large (as appropriate). This includes the
perception of the organisation’s approach to quality of life,
the environment and the preservation of global resources,
and the organisation’s own internal measures of
effectiveness. It will include its relations with authorities
and bodies, which affect and regulate its business.
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SubCriterion
• 8.1. Results of societal performance
• 8.2. Results of environmental performance
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Criterion 9: Key Performance Results
What the organisation is achieving in relation to its
mandate and specified objectives and in
satisfying the needs and expectations of
everyone with a financial interest or other stake
in the organisation.
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SubCriterion
• 9.1. Goal achievement
• 9.2. Financial performance
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CAF - Dynamic
ENABLERS
RESULTS
Criterion 3
Human Resources
Management
Criterion 7
People Results
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Criterion
SubCriterion
SubCriterion
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SubCriterion
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Assessment panels
Score
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Act
Plan
Check
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Deming
Clycle
SCORE - Enablers Panel
Do
0
No evidence or only anecdotal evidence of an approach.
1
An approach is planned P (plan).
2
An approach is planned and implemented D (do).
3
An approach is planned, implemented and reviewed C
(check).
4
An approach is planned, implemented and reviewed on the
basis of benchmarking data and adjusted accordingly A
(act).
5
An approach is planned, implemented, reviewed on the
basis of benchmarking data, adjusted and fully integrated
into the organisation.
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SCORE - Results Panel
0
No results are measured.
1
Key results are measured and show negative or stable
trends.
2
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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Score
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Score Chart
5
4,5
4
3,5
Mean
3
2,5
Organization A
2
1,5
Organization B
1
0,5
0
1
2
3
4
5
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6
7
8
9
Criterion
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Self-Assessment
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Criterion Average
score
Enablers
5,0
Results
4,0
3,0
2,0
CAF2002 (135 x)
1,0
0,0
Leadership
Pol.&Strat.
HRM
Ext.Part.&IR
Process&Ch.
Customer R
People R
Society
Key Perf.R
criteria
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Andrade *(February
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Source: EIPA - Average score of the
organisations
2005)
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Process of Assessment
Guidelines for the use of the CAF
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Organize the Process of Assessment
1. Commit the
senior management
2. Appoint a CAF
project leader
3. Establish the
assessment group
4. Inform the team
about what/how is
to be done
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5. Communicate CAF
self-assessment process
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The assessment process
Undertake

individual assessment
Undertake consensus
• In the process of arriving at consensus, a four-step method may
be used:
1. Presenting the range of individual scores under each subcriterion, as well as the statistical mean of the individual
assessments.
2. Identifying the significant points of
consensus and difference.
3. Discussing the background to any
significant cases of difference.
4. Attempting to reach consensus, possibly
on the basis of a second
assessment-round for selected criteria.
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Use The Results
Prioritise improvements
Develop and implement
an improvement plan
Monitor progress and repeat
the assessment
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Share experience and benchmark
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Integrated Model For
CAF Application
CAF application to multiple
organisations simultaneously
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Integrated Model for
CAF Application
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You may applied CAF in more than one organization
simultaneously with advantages
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You may applied CAF, in a large organization with several selfassessment processes
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There is more information :
• UPAN (EN/PT)
– http://www.unpan.org/
• EUPAN / EIPA (EN)
– http://www.eupan.org
• CLAD / SIARE (PT)
– http://www.clad.org.ve
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Goals
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Reduction of non quality costs
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Circuits rationalization and process optimization
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Top management involvement
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People motivation
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Citizen customer orientation
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Promoting continuous learning , innovation and
improvement
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Resources and partnerships optimization
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Orientation to results
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Satisfaction of actual social needs
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Integrated Model For Caf Application
Integrated Model For Caf Application
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Key Factors
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Highest Level Sponsorship
Top Management Commitment
Communication
Innovation
Involvement
Partnerships
Benchmarking
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Integrated Model For Caf Application
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Assets
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People
•
•
•
•
•
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Materials
Working Group
Interlocutors
Dynamizers
Self-Assessment Teams
Collaborators
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• Handbook for Training
• Pro-forma Approach
• Guidelines to the
Report
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Integrated Model For Caf Application
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Actions
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Meetings
Workshops
Awareness Sessions
Training
Support to the Internal Processes
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Integrated Model For Caf Application
Results
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Diagnosis
Identification of Improvement opportunities
Establishment of Plan of Actions
CULTURE OF QUALITY AWARENESS
ORIENTATION TO THE FUTURE
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Satisfaction
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Customers
Collaborators
Partners and Society
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Conduction of the Process
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Implementation Model
Internal Replication
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Self-Assessment Processes
Different approaches in
different organizations
according to their structure
and geographical dispersion
• Awareness sessions
– Global or cascade
– Top Management presence, Quality Programme
presentation, & presentation of the internal selfassessment phasing
• Self-assessment teams (3 to15 members)
• Evidence collecting processes
• Use of surveys
• People satisfaction surveys
• Filled up the self-assessment pro-forma approach
• Made the improvement action plan
• Presented the report
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Self –assessment process (1 to 2 months)
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Working Group
Assistance
and Monitoring
Organizations
Self-assessment
Results
A
n
a
l
y
s
i
s
a
n
d
T
r
e
a
t
m
e
n
t
v
e
r
Transversal
s
a
l
a
n
d
Ana Andrade *
I
n
t
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r
a
t
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n
g
[email protected]
• Adoption of
similar
frameworks
and
monitoring
• Common
measuring
units
• Comparative
Analyses
• Exact and
exhaustive
treatment
• Sharing
methodologie
s and
structured
models
• Establishment
of key
indicators
• Quantitative
and/or
qualitative
analysis
• Reading and
evaluating
tendencies
actions
• Costs
© OECD
1 - Evaluation and Continuous Improvement Culture
•Implementation of the actions identified in each organization
Total
•Self-Assessment Exercise
Wide
Range
Manage
•Events /Practices and Experiences Share
•Documentation Publishing
ment
•Communities to share Practices and Knowledge
• Outside oriented exchange of knowledge
•Site
And
3 – Innovation and Change Management
Quality
•Process Approach
Transve
rsal
Actions
•Quality Manual
•Procedures Manual
4 – Communication and Customer Orientation
•Citizen Quality Charter
•Site
•e-services
•Contact Center
•Customer Satisfaction Evaluation
Culture
and
•Intranet
to the
5 – Motivation and Involvement
•Quality Teams
•Values Charter
•People Satisfaction Evaluation
Ministry
•People Manual
Stakeholders
Satisfaction
Union, principally financed by the EU.
A joint initiative of the OECD and the European
Ana Andrade * [email protected]
2 - Benchmarking
Service
s
6 - Environment
•ISO 14 001:1999 (Requirements)
7 –Orientation to Excellence
•Coordination and Monitoring of Quality Initiatives
•Pilot Projects
•Levels of Excellence Orientation
Ana Andrade * [email protected]
Dynami
cs
© OECD
Schedule
1st Month
2nd Month
3rd Month
4th Month
5th Month
6th Month
Working Group Creation
Interlocutors Indication
Preparing Training Actions
Training Actions
Self-Assessment Processes
Global Report
Presenting
Results
6 Months
Union, principally financed by the EU.
A joint initiative of the OECD and the European
Stimulate Behaviour
CAF Learning Curve
Competency
Practice and feedback
Discovering and Internalization
Unfamiliarity
Experimentation
Confusion
Curiosity
Source Paula Ochoa
Ana Andrade * [email protected]
© OECD
Union, principally financed by the EU.
A joint initiative of the OECD and the European
Thank You!
AČIŪ !
Contact:
[email protected]
[email protected]
Ana Andrade * [email protected]
© OECD