2nd European CAF Event

Parallel Programmes
 

Programme 1: CAF and the Exchange of Experiences
Rapporteur: Elisabeth Dearing

1. First experiences with regional benchlearning projects ( Austria, Hungary, Slovakia and the Czech Republic ) /
   M. Kallinger, A. Kovacs, P.Kajml, M. Jurkovicova
   Site-Visit in Vsetín 18th-19th April 2005
   Pavel Kajml
2. The CAF and diversity in the public sector ( Belgium )
   Jan Dombrecht
3. An integrated model for CAF application in Portugal -  .pdf (2mb)  |  .ppt (4mb)
   Ana Andrade

Conclusions

• In using CAF it is necessary to keep a balance between "being flexible“ and "sticking to the CAF as the base for international benchlearning“
• In a big variety of organisations and cultures, CAF is very useful as a structural base for exchange
• CAF can be applied in a big ministry with 17 organisations covering 16,000 people serving 10 Million customers

Programme 2: CAF & Recognition Schemes
Rapporteur: Sabina Bellotti

1. International Speyer Quality Award
   Armin Liebig
2. The Italian quality award based on the CAF
   Valeria de Magistris
   The Italian quality award based on the CAF
   Giancarlo Vecchi
3. EFQM local and regional government prize
   Diane Dibley
4. The Czech approach to rewarding quality (incl. the CAF)
   Irena Recinova

Common Features

• Presentations showed government sponsorship – showing commitment & adding credibility
• Schemes presented gave a structured approach to supporting CAF Self-Assessment & continuous improvement
• Supported a need to recognise different levels of maturity

Results/Effects

• Helped to spread the use of CAF in Public Administrations
• Strengthening the network of CAF users around Europe – more fora, more recognition, more sharing of experience & good practice

Conclusions

• Recognition schemes CAN support CAF & CAF stated objects about improvement and sharing
• Care should be taken not to make schemes too bureaucratic or the recognition an aim in itself
• Different types of recognition are recommended to sustain motivation to continue improvement

Programme 3 – The CAF in Practice
Rapporteur: Joanna Nurmi

Four Examples of CAF being used as a driver for organisational change

1. Estonia: Estonian Labour Market Board
   Siim Sarapuu
2. Denmark: Municipality of Birkerød
   Preben Rasmussen Hoej
3. Austria: Austrian Study Grant Authority
   Ursula Fehlinger
4. Norway: Norwegian Music and Art Schools
   Even Fossum Svendsen

Motivation for using CAF

• Different motivation behind the implementation
• renewing processes and administrative structures
• identifying quality factors
• locating strengths and weaknesses of existing functions
• etc.

Some common conclusions

• CAF is (and should?) used with many other quality tools
• Self-assessment on CAF increases internal communication in an organisation
• An organisation using CAF for the first time can make good use of different pilot projects
• implementation is supported
• information is shared with other participating organisations
• results of pilot projects can also be well utilized by other organisations
• CAF applications written for assessments increase the transparency of the organisational functions.
• Many different actions follow the assessments
• quick repairs, “easy wins”
• new strategic plans
• streamlining of processes
• long lists of recommendations of which the management should choose the most important ones
• The obstacles of implementing CAF seem not to relate to the use of the model but to organisational support
• necessary to “sell” the self-assessment and the tool to management and the personnel in advance

Programme 4: CAF in Specific Sectors
Rapporteur: Jens Henning Ravnsmed

1. The CAF as an auditing instrument
   Dr Michaela Schramm ( Austria )
2. The CAF in the judiciary sector: the Higher Regional Court ( Germany )
   Georg Steffens
3. The CAF in the health sector ( France )
   Maryse Lesueur
4. Results of the implementation of the CAF within the Ministry of Economy in 2003-2005 (SK)
   Rita Tornyaiová

Conclusions and lessons learned

• Applying CAF in specific sectors often requires an adaptation of language and examples of CAF
• Both ownership of top management and involvement of employees is necessary in achieving a successful CAF implementation
• Focus has shifted from focus on self assessment to focus on improvement actions
• CAF is a continuous improvement tool the timing of the cycle depends on the improvement actions realised
• CAF can be used meaningfully as a tool of audit internally and externally

Programme 5: Improving with CAF
Rapporteur: Nikos Michalopoulos

1. Ministry of the Brussels-Capital Region: from self-assessment in 17 units to an overall action plan for the whole ministry ( Belgium )
   Irène Riabicheff
2. Learning labs: a guided approach to CAF implementation ( Italy )
   Tito Conti
3. Improvement actions in the Municipality of Amaroussion ( Greece )
   Andreas Nefeloudis and Nicholaos Michaloliakos

Conclusions and lessons learned

• I. CAF is an effective tool for administrative improvement
  1. CAF as a self-assessment model underlines the continuous character of the improvement
  2. CAF as a team-based model enhances the collective thinking and the dialogue among the members of the organisation
  3. CAF as a self-assessment model is related with
     1. the methodology of Balanced Score Card
     2. the ISO
     3. the development of Performance Monitoring System
• CAF is the catalyst towards a Public Administration which functions as an organizational learning system based on learning from itself and from others
• CAF is not just a technique of how to improve the administration and results as an organisation. It is a logic of organisation. It is a set of values.

Programme 6: CAF and eGovernment
Rapporteur: Thomas Johansson

1. CAF eGov checklist in Finland
   Johanna Nurmi& Olli-Pekka Rissanen
2. The CAF and the evaluation of eCost ( Belgium )
   Marc Rabaey
3. The CAF and innovative eGovernment actions at local and regional level
   Jean-Pierre Palante

Conclusions and lessons learned

• CAF can be used in many different ways to support the development of eGov!
• How to handle ICT in the assessment process?
  Mainstream and ask ICT questions in relevant criterions, take a look at the Finish checklist.
• A CAF assessment gives a holistic view of the organisation, and it is one important step in all reengineering projects who aims to increase the use of ICT in business processes.
• The CAF can be used as a framework to identify critical success factors in the implementation of different e-projects; the most critical one is HRM, followed by change management and process management.

Programme 7: CAF and training
Rapporteur: Jean-Marc DOCHOT

1. CAF training: an experience by blended learning” ( Portugal )
   Cristina Evaristo
2. Experience with CAF training in Slovenia
   Vitomir Pretnar
3. The CAF training system in the Czech Republic
   Vladimír Votápek

Programme 8: CAF and e-tools
Rapporteur: Gudrun VIK

1. EasyCAF presented by Mr Hayn from the German CAF centre, Speyer
   http://www.caf-netzwerk.de
2. The Hungarian CAF online management system presented by Dr Akos Kovács
   http://www.bmkozszolgalat.hu
3. The Danish KVIKself.dk presented by Ms Hanne Dorthe Sorensen
   http://www.kvikselv.dk

Advantages of e-tool support

• Overall time spent on administration and facilitation decreases, surveys can be prepared and launched quickly, flexibly and effectively
• Discipline regarding individual preparation increases: the contributions are visible
• Helps prioritizing the time during the consensus process: focus where lack of consensus is most visible
• The e-tools help building a community of CAF users and facilitate benchmarking

The conclusions and lessons learned

• For those of us who are planning to develop an e-tool there is help to get. 
  The German and the Hungarian e-tools are available in English and can easily be applied in other languages too.
  The KVIK self-assessment guidelines are available in English.