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The Common Assessment Framework CAF

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. Origin of CAF. The principles of Total Quality Management

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The Common Assessment Framework CAF

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  1. LOGON Working Group Meeting Public Managment in Local administration The Common Assessment FrameworkCAF Patrick Staes European Institute of Public Administration CAF Resource Centre Praha, September 13th

  2. 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

  3. The launching of CAF • Launched at the 1st European Quality Conference, May2000, 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.)

  4. 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”

  5. CAF - criterion 1 1.1. Give direction to the organisation: develop and communicate vision, mission and values 1.2. Develop and implement a system for managing the organisation Results 6-7-8-9 How theleaders 1. Leadership 1.4. Manage the relations with the politicians and other stakeholders 1.3. Motivate and support the people in the organisation and act as a role model

  6. 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

  7. 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

  8. CAF - criterion 4 4.1.Develop and implement key partnership relations 4.2. Develop and implement partnerships with the customer/citizen 6.Citizen/customer oriented results 9. Key performance results 4. Partnerships and resources 4.3. Manage knowledge 4.4. Manage finances 4.6. Manage buildings and assets 4.5. Manage technology

  9. CAF - criterion 5 5.2.Develop and deliver services and products by involving the customer/citizen 5.1.Identify, design, manage and improve processes 5. Process and change management 9. Key performance results 5.3.Plan and manage modernisation and innovation

  10. Enablers assessment panel

  11. CAF - criterion 6 6. Citizen/customer oriented results 6.1. Results of customer/citizen satisfaction measurements 6.2. Indicators of customer/citizen-oriented measurements

  12. CAF - criterion 7 7. People results 7.1. Results of people satisfaction and motivation measurements 7.2. Indicators of people results

  13. CAF - criterion 8 8. Society results 8.1. Results of societal performance 8.2. Results of environmental performance

  14. CAF - criterion 9 9. Key performance results 9.2. Financial performance 9.1. Goal achievement

  15. Results assessment panels

  16. 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

  17. Values in TQM General values Learn and Critisize Managing Conflicts Open Com- munication Dialogue Look to the future Culture of Trust Dealing with uncertainty Problem- solving Positive Image ofMen

  18. 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

  19. Action plan Quality Circles ISO 9000 People Surveys Investors in People User Manuals PD BSC Performance Management Citizen/ Customer Surveys Mission Development Audits Citizen or Service Charters ISO 14000 Budgeting, Accounting Benchmarking CRM Info Acts

  20. 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 • Academic interest in United States: Univ. Massachusetts 2005

  21. 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

  22. 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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