Title: An Introduction to the European Common Assessment Framework (CAF)
1An Introduction to the European Common Assessment
Framework (CAF)
By Dario Quintavalle Senior Executive
Ministry of Justice, Italy Court Manager of the
Surveillance Court of Rome
2Introduction
- What is CAF
- Why is good for us
- The PDCA cycle
- Enablers and results
- Scoring
- The CAF trip
- Exercise of self-assessment
3CAF, What is it?
- The CAF is an easy-to-use, free tool to assist
public-sector organizations across Europe in
using quality management techniques to improve
their performance. - The CAF is a total quality management (TQM) tool
- It is inspired by the major Total Quality models
in general, and by the Excellence Model of the
European Foundation for Quality Management (EFQM)
in particular. - It is especially designed for public-sector
organizations, taking into account their
characteristics. - Its application to Justice were first
experimented in the Surveillance Court of Rome.
4CAF purposes
- To introduce public administrations to the
principles of TQM and - gradually guide them, through the use and
understanding of self-assessment, from the
current Plan-Do sequence of activities to a
full fledged Plan-Do-Check-Act (PCDA) cycle - To facilitate the self-assessment of a public
organization in order to arrive at 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 organizations.
5Key aims and principles of the CAF
Help improvement
6CAF helps you
- Effective identification of the strengths of the
organization and the areas where improvement is
needed - Identification of relevant improvement actions
- Increased level of awareness and communication
throughout the organization - to make your people become aware and interested
in quality issues
7Total Quality in the organization
- Quality of results Quality of organization
- Two management models
- ISO 9000 (housekeeping - employees) DO THINGS
RIGHT - TQM (continuous improvement - top management) DO
THE RIGHT THING
8PDCA
9PDCA
- PLAN define objectives you want to achieve,
considering your customers - DO execute your plans, monitoring indicators
- CHECK assess your achievements, comparing them
with your objectives. Success / failure - ACT correct, revise, reconsider, improve,
consolidate - Heuristics solve problems by learning and
discovery
10Key words
- Quality
- Improvement
- Communication (critical success factor)
- Self-consciousness
- Learning organization
11Self - assessment
- Check first learn about yourself Why?
- Incentive your HR listening them
- You get impressions, not only data
- You focus on the citizen as a protagonist
- You add value from existing competencies
- You get info you could only get n a market system
12Enablers / Results
ACT
Plan, Do, Check
13Emphasis on Leadership
- It is different from a managerial position
- Manager has defined responsibilities, operates
in predictable environments, on a daily basis - Leader a creative vision of the future, a
driving force for change, a talent-scout, adds
value to the whole ensemble - Involves, promotes, delegates
14You always have a choice
- In public administrations, WHAT to do is defined
by laws - But it is up to you to decide HOW to do it
- Focus on vision and mission
- Attention to client and stakeholders needs
- Translate into achievable goals and strategies
15Other enablers
- Personnel Your Human Resources, a hidden
treasury (Internal Synergy) - Partnership those who can help you and have
interest in your success (External Synergy) - Processes actions organized and finalized to a
scope
16Results
- Output Processes deliver OUTPUTS. In other
words, what pops out of the end of a process is
an output. Outputs are concrete and measurable. - Outcomes Outputs are produced because there is a
customer of the process who wants them.
Customers usually have expectations about both
the process and the output (how they get what
they want, and what they actually get). An
OUTCOME is a level of performance, or
achievement. It may be associated with the
process, or the output. Outcomes imply
quantification of performance. - Impact non-intended results
17Results criteria
- Citizen-oriented
- Personnel-oriented
- Society-oriented
- Key performance oriented.
181. Leadership
- Assessment Consider evidence of what the
organization is doing to - 1.1. Provide direction for the Court by
developing its mission, vision and values. - 1.2 Develop and implement a system for the
management of the Court organization, performance
and change - 1.3. Motivate and support people in the Court and
act as a role model - 1.4. Manage the relations with politicians and
other stakeholders in order to ensure shared
responsibility
192. Strategy and planning
- Assessment Consider evidence of what the
organization is doing to - 2.1. Gather information relating to the present
and future needs of stakeholders - 2.2. Develop, review and update strategy and
planning taking into account the needs of
stakeholders and available resources. - 2.3. Implement strategy and planning in the whole
organization - 2.4. Plan, implement and review modernization and
innovation
203. People
- Assessment Consider evidence on what the
organization is doing to - 3.1. Plan, manage and improve human
- resources transparently with regard to
- strategy and planning
- 3.2. Identify, develop and use competencies
- of employees, aligning individual and
- organizational goals
- 3.3. Involve employees by developing open
- dialogue and empowerment
213. People
- Judges and Court Clerks a pyramid or a team?
- Respect, dialogue, empowerment a safe and
healthy environment
224 Partnerships and resources
- How the organization plans and manages its key
partnerships? - 4.1. Develop and implement key partnership
relations - 4.2. Develop and implement partnerships with the
citizens/customers - 4.4. Manage information and knowledge
- 4.3. Manage Finances
- 4.5. Manage Technology
- 4.6. Manage facilities
235 Processes
- How the organization identifies, manages,
improves and develops its key processes in order
to support strategy and planning? - 5.1. Identify, design, manage and improve
processes on an ongoing basis - 5.2. Develop and deliver citizen/customer
oriented services and products - 5.3. Innovate processes involving
citizens/customers
246. Citizen/customer-orientedresults
- what results the organization has achieved to
meet the needs and expectations of citizens and
customers? - 6.1. Results of citizen/customer satisfaction
measurements - 6.2. citizen/customer-orientation measurements
257 People (HR) results
- What results the organization is achieving in
relation to the competence, motivation,
satisfaction and performance of its people. - 7.1. Results of people satisfaction and
motivation measurements (welfare) - 7.2. Indicators of people results (satisfaction,
productivity, skills development, mobility)
268 Society results
- The results the Court is achieving in satisfying
the needs and the expectations of the local
community. - 8.1. Results perceived by the stakeholders (e.g.
reputation) - 8.2. Indicators of societal performance
established by the Court (e.g. amount of media
coverage)
279 Key performance results
- 9.1. External results The results the Court is
achieving with regard to the needs and demands of
the different stakeholders - 9.2. Internal results results the organization
has achieved in relation to its management and
improvement
28SCORING
- IMPROVEMENT is the scope of CAF
- The way to improve is self-assessment (check)
- The output of a self-assessment process is to
have a framework of WEAKNESSESS and CAUSES. - Scoring helps defining priorities
29Results first!
- Results are objective data and have a
quantitative measurement - Results are symptoms, the problem is in Enablers
30How to score Enablers
We are not active 0- 10
Plan We plan to do this 11-30
Do We are doing it 31-50
Check We check what we are doing 51-70
Act We adjust if necessary 71-90
PDCA We are continuously improving 91-100
31How to score Enablers
- Choose the level that you have reached Plan, Do,
Check or Act. - Give a score between 0 and 100 according to the
level that you have reached inside the phase. The
scale on 100 allows you to specify the degree of
deployment and implementation of the approach.
32How to score Results
Trends / Target
No results measured 0- 10
Negative trends /dont meet targets 11-30
Flat trends/ some targets are met 31-50
Improving trends /most targets are met 51-70
Substantial progress /most of relevant targets are met 71-90
Excellent sustained results/ all targets met/positive comparison with other Courts 91-100
33How to score Results
- Give a score between 0 and 100 for each sub
criterion on a scale divided in 6 levels
(corresponding to the results panel of the CAF
2002). - For each level, you can take into account either
the TREND, either the ACHIEVEMENT of the target
or both.
34Note on scoring
- Pease note that this is the simplified 2002
scoring system. It is good to start. - A more sophisticated scoring system was defined
in 2006
And now start the process
351. Start the trip.
- Step 1 Decide how to organize and plan the
self-assessment (SA) - Assure a clear management decision in
consultation with the organization - Define the scope and the approach of the SA
- Choose the scoring panel
- Appoint a project leader
362. Communicate
- Step 2 Communicate the self-assessment project
- Define and implement a communication plan
- Stimulate involvement of the staff in the SA
- Communicate during the different phases to all
the stakeholders
373. Compose a group
- Step 3 Compose one or more self-assessment groups
- Decide on the number of self assessment groups
- Create a self assessment group that is relevant
for the whole organization in all its aspects,
respecting a set of criteria - Choose the chair of the group(s)
- Decide if the manager should be part of the
self-assessment group
384. training
- Step 4 Organize training
- Organize information and training of the
- management team
- Organize information and training of the self
assessment group - The project leader provides a list with all
relevant documents - Define the key stakeholders, the products and
services that are delivered and the key processes
395. Do it!
- Step 5 Undertake the self-assessment
- Undertake individual assessment
- Undertake consensus in group
- Score
406-8. ...report
- step 6 draw up a report describing the results of
self-assessment - step 7 draft an improvement plan
- step 8 communicate the improvement plan
419-10 and improve!
- Step 9 Implement the improvement Plan
- Define a consistent approach of monitoring and
assessing the improvement actions, based on the
Plan-Do-Check-Act cycle - Appoint a responsible person for each action
- Implement the appropriate management tools on a
permanent basis - Step 10 Plan next self-assessment
- Evaluate the improvement actions by a new
self-assessment
42And now, lets do an exercise
43More info on..
- European Institute of Public Administration
(EIPA) - www.eipa.eu