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The Common Assessment FrameworkThe Common Assessment FrameworkCAFCAF

Patrick Staes Patrick Staes European Institute of Public AdministrationEuropean Institute of Public Administration

CAF Resource CentreCAF Resource Centre

LOGON Working Group Meeting LOGON Working Group Meeting Public Public Managment in Local administrationManagment in Local administration

Praha, September 13th

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Origin of CAFOrigin of CAF

The principles of Total Quality ManagementThe principles of Total Quality Management

from the European Foundation for Quality from the European Foundation for Quality

ManagementManagement ( EFQM )( EFQM )

from the from the Speyer InstituteSpeyer Institute ( Germany ) ( Germany )

designed by the I P SG designed by the I P SG ( Innovative Public Services Group )( Innovative Public Services Group )

The expert group reporting to the DG responsibleThe expert group reporting to the DG responsible

for the public administration in the MS of the EUfor the public administration in the MS of the EU

with E I P A with E I P A ( European Institute for Public Administration ) ( European Institute for Public Administration )

http:\\www.eipa.nlhttp:\\www.eipa.nl

to produce the C A F to produce the C A F

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The launching of CAF

Launched at the Launched at the 1st European Quality Conference, 1st European Quality Conference, MayMay 2000, 2000,

LisbonLisbon

Presentation of the CAF 2002 version at the Presentation of the CAF 2002 version at the 2nd European 2nd European

Quality Conference, Quality Conference, October 2002, CopenhagenOctober 2002, Copenhagen

Discused at the Discused at the 3d European Quality Conference3d European Quality Conference, September , September

20042004

RotterdamRotterdam

Used in different European Countries in the context of their Used in different European Countries in the context of their

national Quality Conferencesnational Quality Conferences (Belgium, Denmark, Finland, (Belgium, Denmark, Finland,

Norway, Germany, Portugal, Italy etc.)Norway, Germany, Portugal, Italy etc.)

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The second version : The second version : CAF 2002CAF 2002

Questionnaire on the CAF applications in Europe 2000-2001 Questionnaire on the CAF applications in Europe 2000-2001

Conclusions: avoid redundancy and overlap, simplicity , Conclusions: avoid redundancy and overlap, simplicity ,

glossary useful,…glossary useful,…

Agreement on the new CAF structure in Berlin (May 2002): Agreement on the new CAF structure in Berlin (May 2002):

reduction from 43 to 27 sub-criteria, better adapted to public reduction from 43 to 27 sub-criteria, better adapted to public

service (cr.1.4, 4.2, 5.2,), proper scoringsystemservice (cr.1.4, 4.2, 5.2,), proper scoringsystem

Officially presented at the 2nd Quality Conference: oktober Officially presented at the 2nd Quality Conference: oktober

2002 Copenhague2002 Copenhague

CAF recognized by EFQM as a “first level”CAF recognized by EFQM as a “first level”

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The CAF ModelENABLERS RESULTS

INNOVATION AND LEARNING

HRM

Strategy andplanning

Partnershipsand resources

Process and change

management

Customer/citizen-oriented

results

People results

Society results

Key performance

resultsLeadership

The CAF ModelENABLERS RESULTS

INNOVATION AND LEARNING

HRM

Strategy andplanning

Partnershipsand resources

Process and change

management

Customer/citizen-oriented

results

People results

Society results

Key performance

resultsLeadership

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1. Leadership

1.1. Give direction to the organisation: develop and communicate vision,

mission and values

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

1.2. Develop and implement a system for managing the

organisation

How the leaders Results 6-7-8-9

CAF - criterion 1

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2. Strategy &

Planning

2.2. Develop, review and update strategy and planning

2.3. Implement strategy and planning in the whole organisation

2.1. Gather information relating to present and future needs of stakeholders

9. Key performanceResults

CAF - criterion 2

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CAF - - criterion 3 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

3.1. Plan, manage and improve human resources with regard to

strategy and planning

7. People results

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CAF - criterion 4

4. Partnerships andresources

4.2. Develop and implement

partnerships with the customer/citizen

4.1. Develop and implement key partnership relations

4.3. Manage knowledge

4.4. Manage finances

4.5. Manage technology

9. Key performanceresults

4.6. Manage buildings and assets

6.Citizen/customer oriented results

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5. Process andchange management

5.1. Identify, design, manage and improve processes

5.2. Develop and deliver servicesand products by involving

the customer/citizen

5.3. Plan and manage modernisation and innovation

9. Key performanceresults

CAF - criterion 5

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Enablers assessment panelEnablers assessment panel

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6. Citizen/customer oriented results

6.1. Results of customer/citizen

satisfaction measurements

6.2. Indicators of customer/citizen-

oriented measurements

CAF - criterion 6

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7. People results

7.1. Results of people satisfaction and

motivation measurements

7.2. Indicators of people results

CAF - criterion 7

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8. Society results

8.1. Results of societal performance

8.2. Results of environmental performance

CAF - criterion 8

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9. Key performance results

9.1. Goal achievement 9.2. Financial performance

CAF - criterion 9

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Results assessment panels

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The lessons learned in The lessons learned in generalgeneral

CAF is generic : needs to be translated to the specific organisationCAF is generic : needs to be translated to the specific organisation

It is always the right time to use CAFIt is always the right time to use CAF

Balance between objectivity (fact-driven) and subjectivity Balance between objectivity (fact-driven) and subjectivity

CAF is a supplement, not an alternative: logical framework for CAF is a supplement, not an alternative: logical framework for

existing reformsexisting reforms

CAF is very often an unique opportunity for people to express CAF is very often an unique opportunity for people to express

themself over their organisation =best support for changethemself over their organisation =best support for change

CAF is not without any risks: good expectation management is CAF is not without any risks: good expectation management is

neededneeded

External support can be useful, by preference from public agenciesExternal support can be useful, by preference from public agencies

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Learn andCritisize

Look to thefuture

Problem-solving

Values in TQM

General values

Open Com-munication

Dealing withuncertainty

Dialogue

ManagingConflicts

Culture of Trust

Positive

Image of Men

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The lessons learned on The lessons learned on implementation implementation

Total sustainment of the managementTotal sustainment of the management

SA group SA group rreprepreesentative sentative of the organisationof the organisation

Work fast: 4 half days of meetingsWork fast: 4 half days of meetings

Evidences to justify the scoresEvidences to justify the scores

Try to work by consensusTry to work by consensus

Translate into priorities for improvement actionsTranslate into priorities for improvement actions

Strenghten communication on the exercise and the Strenghten communication on the exercise and the

improvement actionsimprovement actions

Repeat periodically the exercise to measure the progressRepeat periodically the exercise to measure the progress

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The CAF Model

LeadershipKey

PerformanceResults

Process and

ChangeManagement

Human Resources

Management

Strategy & Planning

External Partnerships.& Resources

Impact onSociety

Customer/Citizen-Oriented

Results

People Results

ENABLERS RESULTS

INNOVATION AND LEARNING

ISO 9000People Surveys

Citizen/CustomerSurveys

Investors inPeople

Budgeting,Accounting

Audits

CRM

Citizen or Service Charters

Performance Management

Mission Development

Benchmarking

Quality Circles

BSCPD

ISO 14000

Info Acts

User Manuals

Action plan

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Applications untill nowApplications untill now

Translated in 15 languagesTranslated in 15 languages

+/- 500 applications at the end of 2003+/- 500 applications at the end of 2003

Training CAF: e.g. EIPA, SPEYER, Belgium, Norway, Training CAF: e.g. EIPA, SPEYER, Belgium, Norway,

Data bank CAF :e.g. EIPA, SPEYER, BelgiumData bank CAF :e.g. EIPA, SPEYER, Belgium

Chinese CAF pilot projectsChinese CAF pilot projects

Academic interest in United States: Univ. Massachusetts Academic interest in United States: Univ. Massachusetts

20052005

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CAF in local CAF in local administrationsadministrations

CAF survey December 2003: +/ 500 applications, 38 % CAF survey December 2003: +/ 500 applications, 38 %

local governments local governments

CAF Users Event Rome: presentations of Vienna, CAF Users Event Rome: presentations of Vienna,

Salzburg, Munster Police etc.Salzburg, Munster Police etc.

CAF at the First Conference of Local Innovations in CAF at the First Conference of Local Innovations in

Greece, April 2004Greece, April 2004

CAF-Quality network for local administrations, BelgiumCAF-Quality network for local administrations, Belgium

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Further developmentsFurther developments

CAF one of the priorities of the MS, especially of the new member CAF one of the priorities of the MS, especially of the new member

statesstates

CAF action plan 2005-2006CAF action plan 2005-2006

CAF Resource Centre EIPA: development of tools, guidelines, CAF Resource Centre EIPA: development of tools, guidelines,

training, website, databank, best practices, CAf networkingtraining, website, databank, best practices, CAf networking

CAF experts group: Vienna March 2004, Maastricht October 2004. CAF experts group: Vienna March 2004, Maastricht October 2004.

CAF Users Event : Rome 2003, Luxemburg June 2005CAF Users Event : Rome 2003, Luxemburg June 2005

Benchmarking based on CAFBenchmarking based on CAF