Common Assessment Framework: the reference model for total The quality management in the public sector in Europe and the Asian Productivity Organisation s Public Sector Framework. Presentation 2 The Common Assessment Framework CAF 2013 Patrick STAES Nick THIJS
Presentation 2 1 2 Origin of CAF The CAF 2013 model: key aspects 2
1. Origin and growth of CAF (i) Designed by the EUPAN network: DGs in charge of public administration Launched at the 1st European Quality Conference, Lisbon, Portugal: CAF 2000, CAF 2002, CAF 2006, CAF 2013. Creation European CAF Resource Centre at EIPA (2001) European CAF Users Events, Italy (2003), Luxembourg (2005), Portugal (2007), Romania (2010), Norway (2012), Italy (2014), Slovakia (2016). Launch European CAF and education version (2009) Launch Procedure External Feedback and Effective CAF User label (2010) CAF model translated into 25 languages 3
Situation 1 September 2016: 3887 registered users in 52 countries and the European institutions + 75 Effective CAF Users Labels Country ECU Country ECU Country ECU Italy 913 38 Czech Republic 73 1 Luxembourg 14 4 Poland 412 Greece 68 EU Institutions and EC 13 1 Germany 357 3 Slovakia 60 9 FYROM 13 1 Belgium 342 6 Spain 55 Bulgaria 12, Iceland 12, Turkey 11 Hungary 316 Romania 49 Latvia 8, UK 8, NL 7, Croatia 7 Denmark 248 1 Lithuania 30 2 Ireland 6 Portugal 195 4 Switzerland 29 Sweden, 5 Finland 137 France 27 Cape Verde, Russia 4 Austria 99 5 Bosnia-Herzegovina 20 Ecuador 3 Norway 92 Cyprus 19 Indonesia, China, Namibia, Tunisia, Serbia 2 Montenegro, Egypt, Georgia Domin. Rep 87 Estonia 18 Kosovo, Morocco, Peru, Ukraine, 1 Slovenia 76 Malta 15 Brazil, Ivory Coast, South Africa 1 European Institutions and EC: GS Council of the EU DGA2, European Court of Auditors, Europol, EC DG Admin, EC DG Trans, EC DG Trade, ERA, ECDC, Committee of the regions, ESSC, EU Foundation Improvement Living and Working Conditions, European Environment Agency, EDPS Find out more at caf.eipa.eu 4
Overview of sectors CAF users Sector CAF users Education and Research 1082 Economy, agriculture, fisheries 88 and trade Local administration (municipalities, 919 Justice and Law 87 provinces) Social services and social security 410 Culture 57 Police and Security 175 Home affaires 53 Customs, Taxes and Finances 151 General policy and oversight, coordination Health 144 Environment 31 Public sector management (P&O, budget, ICT etc.) Transport, infrastructure, public works, utilities 126 Foreign affairs Post and Communication 44 11 10 89 Sector 362 5
Table of contents 1 2 Origin of CAF The CAF 2013 model: key aspects 6
Objectives of the CAF To introduce public administrations into the culture of excellence and the principles of TQM; To guide them progressively to a fully-fledged PLAN, DO, CHECK, ACT cycle; To facilitate the self-assessment of a public organisation in order to obtain a diagnosis and a definition of improvement actions; To act as a bridge across the various models used in quality management, both in public and private sectors; To facilitate bench learning between public sector organisations. 7 7
Enablers criteria CRITERIA 1 2 LEADERSHIP STRATEGY & PLANNING 1.1 1.2 1.3 1.4 3 4 5 PEOPLE PARTNERSHIPS & RESOURCES PROCESSES Fields of attention: The examples (not compulsory) = Good Practices 8
Criterion 1 1.1 Provide direction for the organisation by developing its mission, vision and values 1.2 Manage the organisation, its performance and its continuous improvement How the leaders 1. Leadership Results 6-7-8-9 1.4 Manage effective relations with political authorities and other stakeholders 1.3 Motivate and support the people in the organisation and act as a role model 9
Criterion 2 2.1 Gather information on present and future needs of stakeholders as well as relevant management information 9. Key performance Results 2.2 Develop strategy and planning taking into account the gathered information 2. Strategy and Planning 2.3 Communicate and implement strategy and planning throughout the whole organisation and review it on a regular basis 2.4 Plan, implement and review innovation and change 10
2.1 Gather information on present and future needs of stakeholders as well as relevant management information 1. Identifying all relevant stakeholders and communicating the results to the whole organisation. 2. Systematically gathering, analysing and reviewing information about stakeholders, their needs, expectations and satisfaction. 3. Regularly gathering, analysing and reviewing relevant information about important variables such as political-legal, socio-cultural, environmental, economic, technological and demographic developments 4. Systematically gathering relevant management information such as information on the performance of the organisation. 11
2.2 Develop strategy and planning taking into account the gathered information 1. Translating the mission and vision into strategic (long and medium-term) and operational (concrete and short-term) objectives and actions based on a sound risk analysis. 2. Involving stakeholders in developing strategy and planning, balancing and prioritising their expectations and needs. 3. Evaluating existing tasks in terms of outputs (the products and services provided) and outcomes (the achieved effects in society) and the quality of the strategic and operational plans. 4. Ensuring the availability of resources to develop and update the strategy of the organisation. 12
2.3 Communicate and implement strategy and planning in the whole organisation and review it on a regular basis 1. Implementing strategy and planning by setting priorities, establishing time frames, appropriate processes and projects and the organisational structure. 2. Translating strategic and operational objectives of the organisation into relevant plans and tasks for departmental units and individuals within the organisation. 3. Developing plans and programmes with targets and results for each organisational unit with indicators establishing the level of change to be achieved (expected results). 4. Developing and applying methods to monitor, measure and/or evaluate at regular times the performance of the organisation at all levels (departments, functions, organisational chart) ensuring the strategy's implementation. 13
2.4 Plan, implement and review innovation and change 1. Creating and developing a new culture / readiness for innovation by training, bench learning and establishment of learning labs. 2. Systematic monitoring of internal indicators/drivers for change and external demands for innovation and change 3. Ensuring the deployment of an efficient change management system (e.g. project management, benchmarking and bench learning, pilot projects, monitoring, reporting on the follow-up, implementing PDCA, etc.). 4. Balancing between a top-down and bottom-up approach to change. 14
Criterion 3 3.People 3.3 Involve employees by developing open dialogue and empowerment, supporting their well-being 3.2 Identify, develop, and use competencies of the employees, aligning individual and organisational goals 7. People results 3.1 Plan, manage and improve human resources transparently with regard to strategy and planning 15
Criterion 4 4.2 Develop and implement partnerships with the citizens/ customers 4.1 Develop and manage partnerships with relevant organisations 6.Citizen/customer oriented results 4.3 Manage finances 4.4 Manage information and knowledge 4. Partnerships and Resources 9. Key performance results 4.5 Manage technology 4.6 Manage facilities 16
Criterion 5 5.2 Develop and deliver citizen/customer-oriented services and products 5.1 Identify, design, manage and innovate processes on an ongoing basis involving the stakeholders 5. Processes 5.3 Coordinate processes across the organisation and with other relevant organisations 9. Key performance results 17
Results criteria CRITERIA PEOPLE RESULTS CITIZEN/ CUSTOMER-ORIENTED RESULTS 1 2 SOCIAL RESPONSIBILITY RESULTS Perceptions Indicators KEY PERFORMANCE RESULTS Goal achievement Level of efficiency 18
Criterion 6 6. Citizen/Customeroriented Results 6.1 Perception measurements 6.2 Performance measurements 19
Criterion 7 7. People Results 7.1 Perception measurements 7.2 Performance measurements 20
Criterion 8 8. Social Responsibility Results 8.1 Perception measurements 8.2 Performance measurements 21
Criterion 9 9. Key Performance Results 9.1 External results: outputs and outcomes to goals 9.2 Internal results: level of efficiency 22
9.1 External results: outputs and outcomes to goals 1. Results in terms of output (quantity and quality in the delivery of services and products). 2. Results in terms of outcome (the effects of the delivered output of services and products in society, on the direct beneficiaries). 3. Degree of achievement of contracts/agreements between authorities and the organisation. 4. Results of benchmarking (comparative analysis) in terms of outputs and outcomes. 23
Focus points of the CAF 2013 Citizens customers involvement as co-designers, codecision makers, co-producers and co-evaluators Processes: focus on core-processes in criterion 5, management processes in criteria 1 and 2 and supporting processes in criteria 3 and 4. Coordination of processes within the organisation and with other relevant organisations, 24
Focus points of the CAF 2013 Performance orientation, strengthening perception and performance measurements in the results criteria Innovation supported by leadership Social responsibility 25
Exercise 1 FINDING YOUR WAY THROUGH THE CAF 26