The Common Assessment Framework (CAF) Presentation 1. General overview : criteria and sub-criteria

Transcription

1 The Common Assessment Framework (CAF) Presentation 1. General overview : criteria and sub-criteria

2 Outline 1. Context of TQM 2. Start and growth of CAF 3. The model: general overview: criteria and subcriteria 4. Results and outputs 2

3 1. Context of TQM: 2 visions Producer oriented vision Traditional perspective Quality = the intrinsic features of the good or service itself, as seen by those producing it Do things right! Consumer oriented vision Quality = as it is perceived by the user = fitness for use Quality = Do the right things! Quality = satisfaction of the user/client/citizen Do the right things right! 3

4 1. Context of TQM c o n s u m e r f o c u s p r o d u c e r f o c u s I n s p e c t i o n C o n t r o l A s s u r a n c e The CAF Model P r o d u c t P r o c e s s O r g a n i z a t i o n Leadership ENABLERS People Strategy & Planning T Q Partnerships & Resources M Processes INNOVATION AND LEARNING People Results Citizen/Customer oriented Results Society Results RESULTS Key Performance Results 4

5 1. Context of TQM Total Quality Management Needs and expectations are in the centre (customer satisfaction) Quality management means to increase efficiency and effectiveness of the organization (organizational performance) Quality management = Organizational management Continuous improvement 5

6 1. Context of TQM Total quality Management: a definition Permanent mobilization of all the resources (especially the people) to improve in a continuous way: all the aspects of the functioning of an organisation the quality of goods and services the satisfaction of its stakeholders its integration into the environment 6

7 1. Context of TQM Q Filosofie van de continue verbetering PDCA Assurance of the level of quality(quality systeem) e.g. ISO 9000 excellence continuous improvement t 7

8 2. Start and growth of CAF Designed by the IPSG: a working group of the EUPAN network: DGs in charge public administration Launched at the 1st European Quality Conference, May 2000, Lisbon Presentation of the CAF 2002 version at the 2nd European Quality Conference, October 2002 Copenhagen 3 CAF Workshops at the 3d European Quality Conference, September 2004 Rotterdam 8

9 2. Start and growth of CAF CAF 2006 version launched at the 4th European Quality Conference in September 2006 in Tampere, Finland CAF 2006 Centre at the 5 th European Quality Conference, October 2008 in Paris CNIT, La Défense, France Used in different European Countries in the context of their national Quality Conferences (Belgium, Denmark, Finland, Norway, Germany, Portugal, Italy, Czech Republic, Slovakia, Hungary etc.) For the moment : 1164 registered CAF users CAF model translated into 20 languages 9

10 CAF RC - March 2008 : 1167 registered users in 36 countries Belgium 211 Italy 152 Denmark 133 Hungary 101 Portugal 94 Czech Republic 53 Norway 20 Estonia 18 Bosnia-Herzegovina 17 Greece 22 France 13 Slovakia 16 Latvia 5 EU Institutions and EC 3 Ireland 5 Bulgaria 5 UK 2 Switzerland 3 Austria 52 Luxembourg 10 China 2 Slovenia 49 Lithuania 10 Netherlands 1 Germany 49 Poland 44 Spain 10 Croatia 1 Cyprus 8 FYR of Macedonia 1 Romania 23 Finland 22 Sweden 5 Turkey 5 Namibia 1 Dominican Republic 1 10

11 3. The model ENABLERS The CAF Model People People Results RESULTS Leadership Strategy & Planning Processes Citizen/Customer oriented Results Key Performance Results Partnerships & Resources Society Results INNOVATION AND LEARNING 11

12 3. The model Objectives of the CAF To introduce public administration to the principles of TQM and progressively guide them, through the use and understanding of self-assessment, from the current Plan- Do sequence of activities to a full fledged PDCA cycle; To facilitate the self-assessment of a public organisation in order to obtain a diagnosis and improvement actions; To act as a bridge across the various models used in quality management; To facilitate bench learning between public sector organisations. 12

13 3. The model Logics of the model The results obtained by The people The citizen/customer The society The CAF model shows that depend very much on the role played by The leadership The strategy and the planning The People The partnerships and the Resources The processes The harmonious interaction between all these elements through innovation and learning - delivers excellent results in the field of the key performances of the organisation 13

14 The 8 principles of excellence 1. results orientation 2. citizen/customer focus 3. leadership and constancy of purpose 4. management by processes and facts 5. involvement of people 6. continuous improvement and innovation 7. mutually beneficial partnerships 8. corporate social responsibility 14

15 Public administration context 1. Democratic responsiveness/accountability 2. Legalistic, legal and regulatory framework 3. Communicating with the political level 4. Involvement of stakeholders and balancing of their needs 5. Excellent in service delivery 6. Value for money 7. Achievement of objectives 8. Management of modernisation, innovation and change 15

16 criterion Provide direction for the organisation by developing its mission, vision and values 1.2. Develop and implement a system for the management of organisation, performance and change How the leaders 1. Leadership Results Manage the relations with politicians and other stakeholders in order to ensure shared responsibility 1.3. Motivate and support the people in the organisation and act as a role model 16

17 criterion Gather information relating to present and future needs of stakeholders 9. Key performance Results 2.2. Develop, review and update strategy and planning taking into account the needs of the stakeholders and the available resources 2. Strategy and Planning 2.3. Implement strategy and planning throughout the whole organisation 2.4. Plan, implement and review modernisation and innovation 17

18 criterion Involve employees by developing open dialogue and empowerment 3. People 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 18

19 criterion Develop and implement partnerships with the citizens/customers 4.1. Develop and implement key partnership relations 6.Citizen/customer oriented results 4.3. Manage finances 4. Partnerships and Resources 9. Key performance results 4.4. Manage information and knowledge 4.6. Manage facilities 4.5. Manage technology 19

20 criterion Develop and deliver citizen/customer-oriented services and products 5.1. Identify, design, manage and improve processes on an ongoing basis 5. Processes 5.3. Innovate processes involving the citizens/customers 9. Key performance results 20

21 criterion 6 6. Citizen/customer oriented results 6.1. Results of citizen/ customer satisfaction measurements 6.2. Indicators of citizen/customer-oriented results 21

22 criterion 7 7. People results 7.1. Results of people satisfaction and motivation measurements 7.2. Indicators of people results 22

23 criterion 8 8. Society results 8.1. Results of societal measurements perceived by the stakeholders 8.2. Indicators of societal performance established by the organisation 23

24 criterion 9 2. Key performance results 9.1. External results: outputs and outcomes to goals 9.2. Internal results: Results in the field of management and innovation and finances 24

25 4. Results and outputs Diagnosis = strengths and areas of improvement for each sub criterion Proposed improvement actions related to the areas of improvement Scores for the sub criteria that allow to see evolution in time Actions have to be prioritised e.g. 0 actions to be realised in 2 years) by crossing the strategic weighting of the criteria and the scores obtained by weighting strategic importance and ease of implementation of the action by a comparative analysis of the results 25

26 Investors in People BSC Performance Management Mission Development Citizen or Service Charters Info Acts Quality Circles PD Leadership ENABLERS The CAF Model Human Resources Management Strategy & Planning External Partnerships. & Resources Budgeting, Accounting ISO 9000 Process and Change Management INNOVATION AND LEARNING User Manuals CRM People Results Customer/ Citizen-Oriented Results Impact on Society People Surveys RESULTS Key Performance Results Benchmarking Citizen/ Customer Surveys Audits ISO

27 Contact CAF Resource Centre Patrick Staes Nick Thijs Ann Stoffels Lena Heidler European Institute of Public Administration (EIPA) Public Management and Comparative Public Administration Unit O.L. Vrouweplein 22 NL BE Maastricht Tel.: caf@eipa-nl.com