The Common Assessment Framework (CAF)

1. When?

1.1. when a consensus is reached

1.2. when they see that things are taken seriously, motivation and even some enthusiasm are raised and at the end they take the full ownership of the results

1.3. part of PA Strategy paper/project implemented

2. Where?

2.1. For people working in public administrations

2.2. Public organisations

2.2.1. European

2.2.2. national/federal

2.2.3. regional

2.2.4. local level

2.2.5. other (schools, hospitals, etc)

3. How?

3.1. Model

3.1.1. Enablers Criteria

3.1.1.1. Criterion 1: Leadership

3.1.1.1.1. Sub-criterion 1.1 Provide direction for the organisation by developing its mission, vision and values

3.1.1.1.2. Sub-criterion 1.2 Manage the organisation, its performance and its continuous improvement

3.1.1.1.3. Sub-criterion 1.3 Motivate and support people in the organisation and act as a role model

3.1.1.1.4. Sub-criterion 1.4 Manage effective relations with political authorities and other stakeholders

3.1.1.2. Criterion 2: Strategy and Planning

3.1.1.2.1. Sub-criterion 2.1 Gather information on the present and future needs of stakeholders as well as relevant management information

3.1.1.2.2. Sub-criterion 2.2 Develop strategy and planning, taking into account the gathered information

3.1.1.2.3. Sub-criterion 2.3 Communicate and implement strategy and planning in the whole organisation and review it on a regular basis

3.1.1.2.4. Sub-criterion 2.4 Plan, implement and review innovation and change

3.1.1.3. Criterion 3: People

3.1.1.3.1. Sub-criterion 3.1 Plan, manage and improve human resources transparently with regard to strategy and planning

3.1.1.3.2. Sub-criterion 3.2 Identify, develop and use competencies of people aligning individual and organisational goals

3.1.1.3.3. Sub-criterion 3.3 Involve employees by developing open dialogue and empowerment, supporting their well-being

3.1.1.4. Criterion 4: Partnerships and Resources

3.1.1.4.1. Sub-criterion 4.1 Develop and manage partnerships with relevant organisations

3.1.1.4.2. Sub-criterion 4.2 Develop and implement partnerships with the citizens/customers

3.1.1.4.3. Sub-criterion 4.3 Manage finances

3.1.1.4.4. Sub-criterion 4.4 Manage information and knowledge

3.1.1.4.5. Sub-criterion 4.5 Manage technology

3.1.1.4.6. Sub-criterion 4.6 Manage facilities

3.1.1.5. Criterion 5: Processes

3.1.1.5.1. Sub-criterion 5.1 Identify, design, manage and innovate processes on an ongoing basis, involving the stakeholders

3.1.1.5.2. Sub-criterion 5.2 Develop and deliver citizen/customer-oriented services and products

3.1.1.5.3. Sub-criterion 5.3 Coordinate processes across the organisation and with other relevant organisations

3.1.2. Results Criteria

3.1.2.1. Criterion 6: Citizen/Customers-oriented Results

3.1.2.1.1. Sub-criterion 6.1 Perception measurements

3.1.2.1.2. Sub-criterion 6.2 Performance measurements

3.1.2.2. Criterion 7: People Results People

3.1.2.2.1. Sub-criterion 7.1 Perception measurements

3.1.2.2.2. Sub-criterion 7.2 Performance measurements

3.1.2.3. Criterion 8: Social Responsibility Results

3.1.2.3.1. Sub-criterion 8.1 Perception measurements

3.1.2.3.2. Sub-criterion 8.2 Performance measurements

3.1.2.4. Criterion 9: Key Performance Results

3.1.2.4.1. Sub-criterion 9.1 External results: outputs and outcomes to goals

3.1.2.4.2. Sub-criterion 9.2 Internal results: level of efficiency

3.1.3. Inovation and Learning

3.2. 10-step implementation plan

3.2.1. Step 1 - Decide how to organise and plan the self-assessment

3.2.2. Step 2 Communicate the self-assessment project

3.2.3. Step 3 Compose one or more self-assessment groups

3.2.4. Step 4 Organise training

3.2.5. Step 5 Undertake the self-assessment

3.2.6. Step 6 Draw up a report describing the results of self-assessment

3.2.7. Step 7 Draft an improvement plan, based on the accepted self-assessment report

3.2.8. Step 8 Communicate the improvement plan

3.2.9. Step 9 Implement the improvement plan

3.2.10. Step 10 Plan next self-assessment

3.3. Scoring and Assessment Panels

3.3.1. Why?

3.3.1.1. 1. to provide information and give an indication on the direction to follow for improvement activities;

3.3.1.2. 2. to measure your own progress, if you carry out CAF assessments regularly, each year or every two years, considered to be good practice according to most Quality approaches;

3.3.1.3. 3. to identify Good Practices as indicated by high scoring for Enablers and Results. High scoring of Results are usually an indication of the existence of Good Practices in the Enablers field;

3.3.1.4. 4. to help to find valid partners to learn from (Benchmarking: How we compare; and Bench learning: What we learn from each other).

3.3.2. How?

3.3.2.1. 1. CAF classical scoring

3.3.2.2. 2. CAF fine-tuned scoring

3.4. Guidelines for Improving Organisations

3.5. Catalyst for a full improvement process within the organisation

3.5.1. to introduce public administrations into the culture of excellence and the principles of TQM

3.5.1.1. Principle 1: Results orientation

3.5.1.2. Principle 2: Citizen/Customer focus

3.5.1.3. Principle 3: Leadership and constancy of purpose

3.5.1.4. Principle 4: Management by processes and facts

3.5.1.5. Principle 5: People development and involvement

3.5.1.6. Principle 6: Continuous learning, innovation and improvement

3.5.1.7. Principle 7: Partnership development

3.5.1.8. Principle 8: Social responsibility

3.5.2. to guide them progressively to a fully-fledged PDCA (PLAN, DO, CHECK, ACT) cycle

3.5.3. to facilitate the self-assessment of a public organisation in order to obtain a diagnosis and a definition of improvement actions

3.5.3.1. cause-effect links

3.5.4. to act as a bridge across the various models used in quality management, both in public and private sectors

3.5.5. to facilitate bench learning between public sector organisations.

3.6. Importance of evidence and measurements

3.7. External Feedback Procedure

3.7.1. 1. Support the quality of the CAF implementation and its impact on the organisation.

3.7.2. 2. Find out if the organisation is installing TQM values as the result of the CAF application.

3.7.3. 3. Support and renew enthusiasm in the organisation for continuous improvement.

3.7.4. 4. Promote peer review and bench learning.

3.7.5. 5. Reward organisations that have started the journey towards continuous improvement to achieve excellence in an effective way, without judging their obtained level of excellence.

3.7.6. 6. Facilitate the participation of CAF users in the EFQM Levels of Excellence.

3.7.7. three pillars

3.7.7.1. Pillar 1: The process of self-assessment.

3.7.7.2. Pillar 2: The process of improvement actions.

3.7.7.3. Pillar 3: The TQM maturity of the organisation.

4. Why?

4.1. To demonstrate and improve their added value to sustain and further develop the social welfare state

4.2. To reduce socio-economic crisis and austerity,

4.3. For better policy effectiveness

4.4. Using quality management techniques to improve performance

4.5. Respond to the changing needs and expectations of citizens and enterprises

4.6. CAF manual and guidelines support people working in public administrations for delivering a quality service

4.7. To become European ‘Effective CAF User’

4.7.1. valid 2 years

4.8. To get reelected

4.9. Chapter 32 connection

4.10. Managenet accountability- leadership comptences

4.11. Management should be trained better?

4.12. Caf is making step.futher

4.13. Links to other

5. Who?

5.1. European Public Administration Network - EUPAN - developed by the public sector for the public sector

5.2. EIPA

5.3. CAF Network

5.3.1. network of national CAF correspondents

5.3.2. CAF Resource Centre (CAF RC)

5.3.3. European CAF Users Event

5.3.4. Quality conferences

5.4. European Commision

6. What?

6.1. Holistic tool to assist public administrations in their quest for continuous improvement

6.1.1. Common European public sector values and principles

6.1.1.1. legitimacy (democratic and parliamentary)

6.1.1.2. the rule of law and ethical behaviour based on common values

6.1.1.3. good governance

6.1.1.4. openness

6.1.1.5. accountability

6.1.1.6. participation,

6.1.1.7. diversity

6.1.1.8. equity

6.1.1.9. social justice

6.1.1.10. solidarity

6.1.1.11. collaboration

6.1.1.12. partnerships

6.1.2. holistic approach to organisation performance analysis.

6.2. General, simple, accessible and easy-to-use model for all public sector organisations across Europe, and deals with all aspects of organisational excellence

6.3. Based on the premise that excellent results in organisational performance, citizens/customers, people and society are achieved through leadership driving strategy and planning, people, partnerships, resources and processes

6.4. Total quality management tool

6.4.1. inspired by the Excellence Model of the European Foundation for Quality Management

6.4.2. Total quality management - Wikipedia