1 / 70

Training session on the Common Assessment Framework (CAF)

Training session on the Common Assessment Framework (CAF). Quality Management in the Public Sector Vilnius, 27-28 March 2006 Ana Andrade. Are you curious about CAF history? . Quality in Public Administration of European Union. Evolution. Quality in PA of EU 1995/97. 1995

trenton
Download Presentation

Training session on the Common Assessment Framework (CAF)

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Training session on the Common Assessment Framework (CAF) Quality Management in the Public SectorVilnius, 27-28 March 2006Ana Andrade

  2. Are you curious about CAF history?

  3. Quality inPublic Administration of European Union Evolution

  4. Quality in PA of EU 1995/97 • 1995 • The DG´s started discussing Quality issues • 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 • 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

  5. Quality in PA of EU 1998 • 1998 • April • In the DG´s meeting in Edinburgh it was agreed that an Excellence Awardshould be created for PA in EU • May • In the Ministers’ Meeting in London,a Steering Group was created to develop this initiative

  6. STEERING GROUP • EU MEMBERS • EUROPEAN COMISSION • EIPA • EFQM • OCDE • SPEYER General Directors for Public Administration STRUCTURE

  7. Quality in PA of EU 1998 Austrian Presidency • 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.

  8. 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

  9. Quality in PA of EU 2000 Portuguese Presidency • 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

  10. Quality in PA of EU 2000 French Presidency Resolutions about Quality and Benchmarking to Public Serviceswere 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

  11. Quality in PA of EU 2002 Danish Presidency • The 2nd Quality Conference for Public Administrations in the EU was held in Copenhagen • A 2nd Version of CAF was presented ( the current Version)

  12. Quality in PA of EU 2003 Italian Presidency • 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

  13. Quality in PA of EU 2004 Dutch Presidency • The 3rd Quality Conference for Public Administrations was held in Rotterdam

  14. 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

  15. 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 Self-Assessment 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

  16. European Programme • 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 1998 Austria Germany Finland Portugal - 2000 France Sweden Belgium Spain Denmarc-2002 Greece Italy Ireland Holand-2004 Luxembourg United kingdom Austria Finland-2006 …

  17. General Considerations • 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

  18. COMMON ASSESSMENT FRAMEWORK (CAF)

  19. Leadership Human Resources Management Process and Change Management People Results KeyPerformance Results Strategy and Planning Customer / Citizen-oriented Results Partnerships and Resources Society Results Common Assessment Framework RESULTS ENABLERS INNOVATION AND LEARNING

  20. 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 • …

  21. 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

  22. 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.

  23. Self-Assessment

  24. 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

  25. 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

  26. Self-Assessment Cycle

  27. CAF

  28. 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.

  29. Criterion 1: Leadership • 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

  30. 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.

  31. Criterion 2: Strategy and Planning • 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

  32. 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.

  33. Criterion 3: Human Resources Management • 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

  34. 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.

  35. Criterion 4: Partnerships and Resources • 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

  36. 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.

  37. Criterion 5: Process and Change Management • 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

  38. Criterion 6: Customer/Citizen-orientedResults What results the organisation is achievingin relation to the satisfaction of its internal and external customers. • SubCriterion • 6.1. Results of customer/citizen satisfaction measurements • 6.2. Indicators of customer/citizen-oriented measurements

  39. Criterion 7: People Results The results the organisation is achieving in relation to the satisfaction of its people. • SubCriterion • 7.1. Results of people satisfaction and motivation measurements • 7.2. Indicators of people results

  40. 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. • SubCriterion • 8.1. Results of societal performance • 8.2. Results of environmental performance

  41. 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. • SubCriterion • 9.1. Goal achievement • 9.2. Financial performance

  42. CAF - Dynamic RESULTS ENABLERS Criterion 3 Human Resources Management Criterion 7 People Results

  43. Criterion SubCriterion SubCriterion SubCriterion

  44. Assessment panels Score

  45. SCORE - Enablers Panel Deming Clycle

  46. SCORE - Results Panel

  47. Score Chart

  48. Enablers Results Self-Assessment Criterion Average Source: EIPA - Average score of the organisations (February 2005)

  49. Process of Assessment Guidelines for the use of the CAF

More Related