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Nick Thijs European Institute of Public Administration ( EIPA )

Public sector quality management: a Common European Journey The Common Assessment Framework (CAF). Nick Thijs European Institute of Public Administration ( EIPA ). OVERVIEW. CAF and organisational improvement Organisational improvement: the nature of the model

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Nick Thijs European Institute of Public Administration ( EIPA )

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  1. Public sector quality management: a Common European Journey The Common Assessment Framework (CAF) Nick Thijs EuropeanInstituteof Public Administration ( EIPA )

  2. OVERVIEW CAF and organisational improvement Organisational improvement: the nature of the model Organisational improvement: some figures Bench learning and improvement CAF future perspectives

  3. CAF and organisational improvement • Quality management means to increase efficiency and effectiveness of the organization (organizational performance) • Quality management = Organizational management • Continuous improvement

  4. The Common Assessment Framework (CAF)

  5. Continuous Improvement – PDCA cycle (Deming) PLAN ACT DO CHECK

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

  7. 2. Organisational improvement: the nature of 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.

  8. 3. Organisational improvement: some figures 898 registred users from 33 countries Others: South Korea, Dominican Republic, China, Namibia

  9. Promoting and supporting tools

  10. Use of organizational performance information 1. Why do organizations choose the CAF? Top 15

  11. 2. Who is using the info ?

  12. 3. Benefits of the model

  13. 4.Linking the intention to improve with improvement initiatives 87% started improvement initiatives !

  14. 5. Nature of improvement activity

  15. 6. Reasons no improvement initiative

  16. Lessons on the use of CAF in practice (1) • CAF is finding its way in the central levels of government besides its important use in local administrations and is used in different sectors of activity. • CAF suits all sizes of organisations but 50% had between 100 and 1000 employees. • It suits this group of starters with little experience on TQM. • shift from external towards internal reasons for using CAF: identify strengths and areas of improvement, • Choice for CAF instead of other TQM tools: easy to use, low cost and adaptation to the public sector. • Strong involvement of the top management.

  17. Lessons on the use of CAF in practice (2) • The importance of communication to create ownership by the employees is underestimated. • Ideal size of SAG: between 5 and 20 persons. • External assistance is needed, especially in the preparation of the exercise. • The best preparation: elaborate guidelines, case studies, training and exchange of experiences. • Ideal timetable: 2 to 5 days within 3 months. • Most important obstacles are linked at the organisational context rather than to the model: lack of measurement, existing workload and limited view on the organisation.

  18. Lessons on the use of CAF in practice (3) • Major benefits experienced match with major reasons: identification of - the need to share information and improve communication, - strengths and areas of improvement and - the actions to undertake. • Improvement actions as the result of CAF: 87% (62% in 2003) • Intention of using the CAF again: 95% (82% in 2003) • 68% prepared to include the good practices they discovered into the CAF database of EIPA but benchmarking/learning on the national level is more attractive.

  19. 4. Bench learning and improvement “the continuous process of comparisons and measurements with other organisations everywhere in the world in order to obtain information about philosophies, strategy, practices and measurements which will help our organisations to undertake actions to improve its performance.”

  20. Supply and Demand / Questions and Answers

  21. Benchlearning process • Self-assessment is a preliminary step before benchlearning → presentation of CAF applications (method, experiences, results etc.) • Identification of good practice solutions, areas for improvements • Benchlearning using CAF based on the content of CAF criteria and subcriteria • Process organised by exchange of experiences and site visits

  22. Benchlearning process • The most important phase is to integrate good practices and ideas into improvement plans • Further possibilities in the subgroups: e.g.: common surveys, common action plans, if possible • Summing up the results: inside, in the organisation and • Results reported by subgroups to the project coordinator team at the end of the phase

  23. Interesting projects • European bench learning project (Hungary, Czech Republic, Slovakia, Austria) • Learning Labs (Italy), Learning cycles (Denmark) • Q-cities (www.q-cities.net) • Regional projects (Flemish network local governments) • national conferences • users conferences

  24. European bench learning project -> organisations 4 counties: Hungary, Czech Republic, Slovakia, Austria • Sharing of info on good practices by site visits • implementation of ISO 9001 • description of processes – process maps • sharing of information and transfer of agendas by IT system 2. working on products • customer satisfaction measurements

  25. Flemish network local governments • initiative by public management institute (University of Leuven) • Network 40 local communities and local centers for social welfare • bench learning on quality management • voluntary • informal • no boundaries – no costs

  26. Flemish network local governments (2) Bench learning • Activities • Network meetings (2 a 3 year) • Informal contacts between members • Conferences on quality in local government (www.limburg.be/kwaliteitscongres/also in English) • Website (www.qualitynetwork.be) sharing dynamic /sharing sharing

  27. European Actors • Network of CAF Users: European CAF Users Event: 2003 Rome, 2005 Luxemburg, 2007 Lisbon • National CAF correspondents: civil servants and institutions • Network of National CAF Correspondents: meet 2 times a year • CAF Resource Centre at EIPA • Research • Training • Consulting • Database • E-community • National training centres for public administrations • Universities • Private consultants

  28. 5. CAF Perspectives for the future (1) • Mid Term Programme : 2010 registered CAF users by 2010: • Register actual and future users • New users • New Action plan 2007- 2008 • Registration of CAF as a Community Trademark (CTM) • CAF Centre at 5QC (Paris, September 2008) • 3rd CAF Users Event (Lisbon, 11-12 October 2007) • Further development CAF eCommunity and good practices database (www.eipa.eu/caf)

  29. 5. CAF Perspectives for the future (2) • CAF newsletter • CAF and other quality instruments (BSC, EFQM) • CAF in different sectors (CAF and Justice, Education, Local administration ...) • Learning tools: eLearning, DVD • Networks in specific countries (e.g. Belgium)

  30. Activities CAF RC 2007 • CAF and Justice - quality development in the field of justiceLuxembourg (LU), 16-17 April 2007 • The CAF and the Balanced ScorecardMaastricht (NL), 13-15 June 2007 • Measuring Customer Satisfaction – The customer in the focus/context of TQM/CAF Maastricht (NL), 18-19 September 2007 • CAF Training Event - The CAF in ActionBarcelona (ES), 18-19 October 2006Maastricht (NL), 22-23 November 2007 • CAF and LeadershipMaastricht (NL), 13-14 December 2007

  31. Contact Nick Thijs Patrick Staes European Institute of Public Administration (EIPA) Public Management and Comparative Public Administration Unit O.L. Vrouweplein 22 NL - 6201 BE Maastricht Tel.: +31 43 3296 253 E-mail: n.thijs@eipa-nl.com p.staes@eipa-nl.com http://www.eipa.nl

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