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CAFficiency (www.cafficiency.suk.gov.rs)

Received Golden Case recognition at the CAF Users Event 2025 in Warsaw

CAF Best Practice
Date of publication: September 2025

Executive summary

CAFficiency is a user-friendly platform designed to streamline the implementation of CAF Action Plans by automating task management, improving coordination, and providing real-time progress monitoring. It enhances transparency, reduces administrative burdens, and fosters employee engagement through gamification. Currently in use across multiple public bodies, it offers scalable, innovative solutions for more efficient and accountable public service management.

About the organisation

The Human Resources Management Service of the Government of Serbia oversees public administration HR, ensuring transparent hiring and efficient administration. We focus on employment policies, performance evaluation, job analysis, and workforce planning. Our work supports career development, civil servant mobility, and key government bodies like the High Civil Service Council and the Appeals Commission. Committed to innovation, we follow the latest HR trends and develop digital tools to streamline staffing solutions. By modernizing HR practices, we enhance efficiency and transparency in public administration, contributing to a more effective and well- managed civil service in Serbia.

Quality improvement aspects

The implementation of CAFficiency was driven by the need to enhance the efficiency, transparency, and accountability of public sector organizations during the execution of Common Assessment Framework (CAF) Action Plans. The primary objectives were to streamline task management, improve coordination and communication, ensure timely completion of activities, and promote inclusivity and engagement among all employees involved in the process.

Objectives:
  • Efficient task management: Automate deadline reminders and centralize task tracking to reduce delays and missed deadlines.
  • Improved coordination and communication: Clearly identify activity coordinators to enhance team collaboration and ensure responsibilities are well- distributed and understood.
  • Real-time monitoring and transparency: Provide up-to-date insights into the progress of activities, enabling swift corrective actions when necessary.
  • Reducing administrative burden: Minimize the need for constant emails and manual follow-ups, freeing coordinators to focus on more strategic tasks.
  • Enhanced engagement and inclusivity: Foster a more proactive and motivated work environment by allowing all employees to see progress and actively participate in the implementation process.
Quantification of Objectives:
  • Timeliness: The number of tasks completed on time increased by 40% compared to the previous manual tracking system.
  • Reduction in administrative effort: Coordinators reported a 50% reduction in time spent on administrative follow-ups and manual progress tracking.
  • Proof of task completion: Over 50 pieces of evidence (documents, photos, videos) have been uploaded to verify completed tasks, enhancing transparency and accountability.
  • Adoption rates: The platform is currently in use by three major public administration bodies in Serbia, with additional interest from other organizations, both nationally and internationally.

Stakeholders and communication

The CAFficiency project was initiated and led by the Human Resource Management Service (HRMS) of the Government of Serbia, with a dedicated team responsible for its development and implementation. The project was supported by HRMS leadership and CAF experts, who provided strategic guidance and ensured alignment with the Common Assessment Framework (CAF) principles.

Internal communication was key to the project’s success. Before implementation, employees were introduced to CAFficiency through workshops, training sessions, and internal newsletters. During the development phase, continuous testing and feedback loops ensured user-friendly functionality. Externally, the platform gained visibility through presentation at international conference, participation in the EIPA online conversation, and discussions with other public sector organizations interested in adopting the system.

CAFficiency was developed in collaboration with other public administration bodies, including the Accreditation Body of Serbia and the Office for Combating Drugs, which adopted the platform and provided valuable insights for further improvements. The project also benefited from expert feedback from CAF professionals at the international level.

While no external consultants were employed, the project leveraged in-house expertise and CAF expert guidance, ensuring that the platform remained aligned with best practices. The success of CAFficiency is a result of strong stakeholder engagement, transparent communication, and a collaborative approach to improving public administration efficiency.

Implementation process/approach

CAFficiency was created to streamline the coordination and tracking of the CAF Action Plan within the Human Resource Management Service (HRMS) of the Government of Serbia. The initiative came from the CAF Action Plan coordinator, who struggled with manually tracking tasks, following up with colleagues, and ensuring deadlines were met. To address these challenges, the coordinator collaborated with a colleague from the IT sector to develop a digital solution that would automate and simplify the process. The project was developed internally without additional budget allocation, relying on existing IT resources and employee participation.

The implementation process was structured into three main phases. The first phase focused on identifying inefficiencies and conceptualizing the solution. The coordinator and IT colleague analyzed the challenges of managing the CAF Action Plan and designed an initial prototype to centralize task tracking and automate reminders. No external consultants were hired, and there were no additional software expenses. The main investment was employee time spent on development, testing, and training. After a small test phase, HRMS employees were introduced to the system, providing valuable feedback that shaped the development of additional features. One of the first key improvements was enabling employees to submit proof of completed tasks, such as documents, photos, or videos, ensuring greater transparency and accountability. Automated email notifications were also integrated to reduce the need for manual follow-ups.

The second phase involved the full rollout of CAFficiency within HRMS, where employees actively used the platform in their daily work. Training sessions and workshops were held to ensure that all users understood the platform’s functionalities. Throughout this phase, employees continued to suggest improvements, refining the system based on real-time use. The platform’s ability to provide a clear, real-time overview of task progress significantly improved internal coordination and efficiency.

The third phase began when the Accreditation Body of Serbia and the Office for Combating Drugs adopted the platform. Their feedback led to further refinements, including the introduction of a calendar feature that allowed users to visualize activity timelines and track key deadlines more effectively. Additionally, an import function was introduced, enabling organizations to upload their CAF Action Plan (70+ pages) with a single click, significantly reducing manual data entry. An export function was also implemented, allowing users to generate quick reports with one click, making it easier to present progress updates in meetings or respond to urgent information requests. Once it proved effective, CAFficiency was presented at an international conference in April 2024. and later at the EIPA online conversation, generating interest from other public administration bodies.

The key success factors of CAFficiency’s implementation were strong employee participation, continuous improvement based on real-time feedback, and the platform’s ability to simplify complex administrative processes. The main challenges included initial hesitation in transitioning from manual tracking to a digital system and the need to ensure long-term engagement. These were overcome through training, workshops, and feature enhancements that made the platform both user-friendly and indispensable.

CAFficiency has transformed the management of CAF Action Plans by increasing efficiency, transparency, and accountability in public administration. Its adaptability and scalability make it a valuable tool for other PA institutions, proving its potential as a sustainable and innovative solution for modernizing public sector processes. As more organizations express interest in its adoption, CAFficiency continues to evolve, demonstrating its long-term relevance and impact.

Success Measurement. Main results with regards to the focus area

CAFficiency has significantly improved the efficiency, transparency, and accountability of CAF Action Plan implementation within public administration. The platform was developed to address key challenges, including tracking numerous activities, ensuring deadlines are met, and maintaining clear communication between coordinators and employees. The success of the platform has been measured through both qualitative and quantitative indicators, demonstrating its impact on improving internal processes and long-term sustainability.

Improvements made and how they were measured

One of the key quantitative indicators of success was the increase in timely task completion. Before the introduction of CAFficiency, tracking deadlines relied on manual follow-ups and spreadsheets, leading to delays and inconsistent execution. After implementation, the percentage of tasks completed on time increased by 40%, as employees had clearer visibility into their responsibilities and received automated reminders. Another major improvement was in reducing administrative workload for coordinators. Previously, task tracking required frequent emails and direct follow-ups to ensure progress. With the introduction of automated notifications and a centralized dashboard, the time spent on administrative follow-ups decreased by 50%, allowing coordinators to focus on more strategic aspects of CAF implementation. The platform also resulted in a higher level of employee engagement. The ability to see real-time progress, understand the overall direction of the organization, and actively contribute to updates made employees feel more accountable and motivated. The proof submission feature, which allows employees to upload supporting documents, photos, or videos of completed activities, has also contributed to greater transparency and inclusivity.

Additionally, CAFficiency improved reporting and decision-making by enabling quick access to real-time data. The export feature, which allows users to generate one-click reports on completed activities, has proven to be an essential tool for leadership when preparing for meetings or responding to urgent status requests. The adoption of CAFficiency by the Accreditation Body of Serbia and the Office for Combating Drugs further demonstrated its effectiveness beyond HRMS. Their feedback led to the addition of a calendar feature, enabling better visualization of upcoming deadlines, and an import function that allows organizations to upload their entire CAF Action Plan with a single click, significantly reducing manual data entry and ensuring consistency across all activities.

Measuring long-term effects

One of the key long-term indicators is the consistent rate of on-time task completion over multiple CAF cycles. Since organizations update their CAF Action Plans periodically based on their strategic needs, CAFficiency supports the continuous improvement process by ensuring that each completed action plan serves as a foundation for the next one. Encouraging organizations to develop a new action plan after implementing the previous one enables timely quality management and ensures that progress is sustained rather than stagnating. By tracking task completion rates, engagement levels, and efficiency metrics across different planning periods, organizations can assess whether their improvements remain stable over time and identify areas that require further development. User feedback continues to play a crucial role in assessing the platform’s effectiveness.

Annual employee surveys are conducted to measure satisfaction, engagement, and perceived ease of use. This data is used to make further refinements and address any emerging needs.

Additionally, the scalability of CAFficiency is a long-term measure of success. The growing number of public administration bodies expressing interest in adopting the platform indicates its broad applicability. Expanding the platform to new organizations while maintaining its core efficiency improvements demonstrates its ability to be a sustainable and transferable solution for modernizing public administration. Lastly, long-term success is measured through external recognition and benchmarking.

CAFficiency has already been presented at international conferences and has gained interest from organizations across Europe. Future participation in international best practice exchanges, workshops, and collaborations with CAF experts will ensure that the platform continues to evolve in line with modern public sector management trends.

The essence of the innovation and the transferability of the solutions introduced

Before CAFficiency, tracking CAF Action Plan implementation relied on manual spreadsheets, frequent emails, and time-consuming follow-ups, leading to inefficiencies and delays. The platform eliminates these bottlenecks by automating reminders, providing real-time tracking, and allowing for proof submission of completed tasks (documents, photos, videos). The addition of a calendar function helps visualize deadlines, while the import feature allows an entire 70+ page CAF Action Plan to be uploaded in one click, eliminating the need for manual data entry. The export feature provides quick reports on completed activities, making it easier for leadership to assess progress on demand. CAFficiency is highly transferable because its core functionalities—automated reminders, task tracking, proof submission, and reporting— are universally applicable to any public sector organization implementing structured improvement plans. It can be customized to different organizational needs without major modifications, allowing other institutions to adopt it immediately rather than investing in building their own solution.

The user-centered approach was crucial in ensuring CAFficiency’s success. The platform was developed based on real user needs, with continuous feedback loops ensuring practical, easy-to-use functionalities. Employees actively participated in testing and improving the platform, which fostered strong engagement and adoption. Additionally, cost-effectiveness played a key role. Unlike many digital transformation projects that require external consultants or significant investment, CAFficiency was built using internal expertise. This proves that innovation does not require a large budget—practical, well-designed solutions can be developed using existing resources. Leadership support and collaboration with CAF experts also contributed to its success, ensuring that CAFficiency remained aligned with CAF principles and public administration best practices.

Lessons for Other Institutions

One of the biggest challenges in public administration is ensuring that CAF Action Plans don’t become forgotten documents. Without an efficient system, deadlines get overlooked, and progress stalls. CAFficiency ensures plans remain active, tasks are visible, and follow-ups are automated. Rather than spending time and resources developing their own solution, organizations can adopt CAFficiency immediately, benefiting from its proven features without unnecessary investment. The platform improves transparency, reduces administrative burden, and ensures accountability. For institutions looking to implement digital transformation, the key takeaway is that technology should be practical and user-driven. CAFficiency was designed to solve a real problem—not to add complexity. Public institutions don’t need to reinvent the wheel—CAFficiency is available to all interested organizations, allowing them to focus on service improvement rather than system development. CAFficiency is particularly useful for public administration bodies managing structured improvement plans.

Beyond CAF, the platform can be adapted for strategic project management, performance tracking, and public sector reforms. Any institution struggling with task coordination, transparency, and deadline management can benefit from adopting a ready-made, field-tested solution rather than building a system from scratch.

CAFficiency is an example of how digital transformation in the public sector can be achieved efficiently, sustainably, and with real impact. As more institutions express interest in using the platform, its potential for modernizing public administration continues to grow.

Lessons learnt

CAFficiency’s development and implementation provided several key insights that can benefit other institutions looking to improve their administrative processes. The project demonstrated how digital tools can streamline public sector workflows, reduce administrative burdens, and enhance transparency. Based on this experience, three major lessons emerged:

1.  Digital transformation should be driven by practical needs, not technology for technology’s sake

One of the main reasons CAFficiency was successfully implemented was that it was developed to solve a specific operational challenge rather than simply introduce new technology. The CAF Action Plan coordinator identified a clear inefficiency in manually tracking tasks, following up with employees, and ensuring deadlines were met. The solution was not to adopt an existing, costly software but to design a system that directly addressed these pain points in a simple and user-friendly way. This lesson is crucial for other institutions considering digital transformation. Instead of starting with technology and looking for a way to implement it, organizations should first analyse their challenges and define what improvements are truly needed. By keeping the end users in mind, CAFficiency ensured that the platform was intuitive, easy to use, and met real needs without adding unnecessary complexity. For other organizations, this means taking a bottom-up approach—involving employees in the early stages of solution development and ensuring that the tool genuinely makes their work easier. A digital transformation project should never become an additional burden; instead, it should integrate seamlessly into existing workflows and improve efficiency from day one.

2.  Employee engagement is key to adoption and long-term sustainability

The second major lesson is that digital solutions in the public sector will only succeed if employees understand, trust, and actively engage with them. A well-designed platform is useless if people do not use it. CAFficiency overcame this challenge by involving employees throughout the development process. Initial testing, feedback loops, and continuous improvements based on user suggestions made employees feel like co-creators of the system, not just passive users. When HRMS first introduced CAFficiency, some employees were resistant to shifting from manual tracking methods.

To address this, workshops and training sessions were held to explain the platform’s benefits and show how it could make daily work easier. Additionally, the gamification features and real-time dashboards helped employees stay engaged and see tangible results of their work. For institutions looking to implement similar projects, the key takeaway is that communication and education are essential. Employees should not just be informed about new tools—they should be part of the conversation from the start. Providing structured training, clear guidance, and opportunities for feedback ensures greater acceptance, faster adoption, and long-term sustainability of the project.

3.  Cost-effective digital transformation is possible without external funding

Many public administration bodies hesitate to initiate digital transformation due to concerns over budget constraints and the need for external consultants. CAFficiency proved that meaningful digital transformation can be achieved using internal resources. The project was entirely developed in-house by an HRMS IT colleague and the CAF Action Plan coordinator, without requiring external consultants or a dedicated budget. Instead of purchasing an expensive off-the-shelf solution, HRMS used existing IT infrastructure and internal expertise to create a system tailored to its needs. This made the project highly cost-effective, adaptable, and sustainable. For other institutions, the lesson is that digital transformation does not have to be expensive. Often, the most effective solutions come from within an organization, using people who truly understand its processes. Before seeking external funding or consultants, organizations should first evaluate their internal capabilities and consider whether a practical, internally developed solution could be just as effective—if not more so.

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complete study

About the author(s)

Jovana Stojadinović
The Human Resources Management Service (Government of the Republic of Serbia)
Serbia
https://www.cafficiency.suk.gov.rs/

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Written by: Jovana Stojadinović
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