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CAF as a Change Engine: Driving Towards Continuous Improvements

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

CAF Best Practice
Date of publication: September 2025

Executive summary

Since 2017, MEHSI has implemented quality management based on the CAF model, introducing key organizational changes. This document highlights four employee- centered actions: Creating the “Mission, Vision, and Values,” Recognition of Outstanding Employees, Enhancing Internal Communication, and Assessing Workplace Satisfaction and Organisational Climate, demonstrating MEHSI’s commitment to a motivated, high-performing, and resilient workforce. 

About the organisation

In April 2023, following the separation of Higher Education, Science and Innovation from the Ministry of Education, Science and Sport (MESS), MHESI started operating as a legally independent entity. MHESI focuses on the quality development of higher education, the transfer of knowledge into practice for the development of society, and the creation of a stimulating environment for research and innovation. Our goal is for Slovenia to become a country of knowledge, science and innovation and to be recognised as such around the world.

Quality improvement aspects

MESS conducted its first self-assessment using the CAF method in 2017, followed by a second self-assessment in late 2019, with full implementation of the resulting action plan. In 2021, an external evaluation recognized MESS as the first ministry in Slovenia to earn the “Effective CAF User – ECU Label.”

The self-assessment was supported by the ministry’s leadership, guided by three strategic themes as foundational priorities for the action plan:

  1. Operational Excellence and Employee Goal
  2. Continuous Improvement of Ministry Performance
  3. Intersectoral

Despite our limited resources as a new ministry, our self-assessment resulted in higher scores than in previous evaluations. As a basis for overall quality improvement within the organization, the ministry used the CAF self-assessment report as well as an in-depth analysis of the results of the employee EYE survey of working environment. Both inputs provide a solid foundation for evidence-based management and, consequently, the implementation of concrete measures, of which we present in this document:

  1. Creating the “Mission, Vision, and Values”.
  2. Recognition of Outstanding
  3. Enhancing Internal
  4. Assessing Workplace Satisfaction and Organisational

Stakeholders and communication

At the ministry, a dedicated working group was formally established to implement the CAF process. This team was carefully and strategically selected to ensure a diverse range of interdisciplinary expertise, fostering a highly effective and well-structured execution of the process. The group operated in a systematic and coordinated manner, placing strong emphasis on a holistic approach that combined internal and external training, regular joint meetings, and continuous collaboration via Microsoft Teams – each member had a dedicated space within the digital environment, including individual channels for the assessment of subcriteria and documentation of notes.

From the outset, the CAF process was strongly supported by the ministry’s leadership, with both the Secretary-General and the Minister actively engaged in its implementation, offering strategic direction and oversight. Beyond the working group, all employees of the ministry were actively engaged and informed about the CAF process. The Minister launched the CAF self-assessment by sending an official email to all employees, emphasizing the importance of participation. The newly established quality section on the ministry’s intranet provided key information about CAF and gave space for the publication of the self-assessment report and the Action Plan. Additional communication channels included the ministry’s internal publications, such as the Connector and Linkages, ensuring continuous awareness and engagement. Lastly, a short video was prepared to showcase the results of the CAF team’s work, providing a visual and engaging summary of the process and its impact.

Implementation process/approach

  1. Creating the “Mission, Vision, and Values” Document: Developed collaboratively by top management and all employees.

The development and acceptance of the “Mission, Vision, and Values” document was a collaborative process that actively engaged employees at all levels. To ensure broad participation and meaningful contributions, all employees were invited to take part in two workshops. Both workshops were led by the Minister and structured around Edward de Bono’s Six Thinking Hats methodology, which facilitated a creative and systematic exploration of different perspectives. Ultimately, the final “Mission, Vision, and Values” document was adopted by consensus, ensuring that it reflects the collective input and commitment of all participants. Through this process, we have established an ambitious vision, aiming to position Slovenia among the leading research and development countries in Europe by 2035.

  1. Recognition of Outstanding Employees: Celebrating the contributions of dedicated

To enhance motivation and acknowledge the contributions of employees, the ministry implemented a structured process for recognizing deserving individuals and teams. The process of formalizing employee recognition has evolved over the years (in 2017 the first formal recognition was awarded), demonstrating a commitment to acknowledging outstanding contributions and achievements.

The Rules on Recognitions are introducing formal recognition categories, including:

  • Best employee of the year;
  • Outstanding achievements within the ministry;
  • Successful completion of the most demanding project(s);
  • Lifetime achievement award;
  • Successful completion of the most demanding team

The recognition ceremony has been held regularly since 2022. The process of submitting nominations for recognition at the ministry follows a structured and transparent approach, ensuring fairness and broad employee participation. The process consists of two main phases:

  • The initial submission of proposals: all employees are invited to submit nominations for colleagues who have demonstrated exceptional contribution. The submissions should outline the nominee’s key achievements, their impact on the organization.
  • An anonymous employee survey to determine employee of the year: employees are asked to vote for the colleague they value the most based on criteria such as professionalism, quality of work, responsibility, cooperation, willingness to help, creativity, and contributions to improving procedures for both citizens and the This approach ensures that the recognition reflects the collective appreciation of peers.

  1. Enhancing Internal Communication: Launching newsletters poVeZovalnIk (Connector) and VeZI (Linkages) to strengthen communication channels.

Effective internal communication is essential for fostering transparency, engagement, and information sharing within the ministry. As part of this effort, two newsletters have been introduced, both named based on the acronym VZI, which represents the ministry’s areas of work.

To ensure comprehensive coverage of all ministry activities, an Editorial Board has been appointed, consisting of one representative from each internal organizational unit.

“poVeZovalnIk” – The Ministry’s Biweekly Internal Newsletter

“poVeZovalnIk” is designed to keep employees of the ministry informed about key developments, achievements, and future activities. It provides concise and relevant information, with additional details accessible through embedded links. The newsletter is structured into several key sections:

  • MVZI News – A brief overview of the most significant events, achievements, and activities within the ministry over the past 14 days.
  • From the Perspective of the Media – A summary of the most relevant media coverage related to the ministry.
  • Looking Ahead – An announcement of major upcoming activities and initiatives.
  • Personnel Corner – Updates on new hires, retirements, and staff departures.
  • Citizen-Friendly Initiatives – A highlight of recent activities especially aimed at benefiting citizens and improving public services.
“VeZI” – The Ministry’s Quarterly Magazine

The “VeZI” quarterly magazine offers a diverse and engaging selection of content, providing in-depth insights into the ministry’s work while also incorporating lighter, engaging topics for employees. The magazine is structured into several key sections:

  • Editorial – A message from the editorial team or ministry leadership, providing an overview of key themes and developments.
  • Highlights of the Trimester – A summary of the most important events, projects, and milestones achieved over the past three months.
  • Walk Among Internal Units of the Ministry – A detailed introduction to different internal units, featuring interviews with unit heads to offer insight into their work, challenges, and successes.
  • Let’s Get Acquainted – A personal portrait of an interesting colleague, fostering a sense of connection and recognition within the ministry.
  • Savor the Flavor – A seasonal cooking segment featuring recipes contributed by employees, adding a personal and community-oriented touch.
  • Hidden Corners of Slovenia – Travel tips and recommendations for excursions to explore Slovenia’s lesser-known but beautiful locations.

This blend of professional and informal content ensures that “VeZI” remains informative, engaging, and relevant to all employees.

 

  1. Assessing Working Environment: Regular surveys to measure satisfaction and organisational climate with the work environment.

As part of our commitment to enhancing organizational climate, employee satisfaction, and motivation, we initiated a collaborative effort with the Ministry of Public Administration to co-create a methodology for measuring key workplace factors. In response to this initiative, eight (8) public authorities participated in the joint effort to develop a comprehensive and standardized approach. This initiative was based on voluntary cooperation, leveraging the knowledge and experience of the participating organizations.

The primary objective of the initiative is to support strategic decision-making by gathering valuable insights into workplace environment. By developing a uniform methodology, the initiative ensures that organizations can conduct meaningful comparisons. Additionally, the initiative aims to identify opportunities for improvement by leveraging targeted feedback and data-driven analysis. This structured approach enables organizations to make informed decisions.

The questionnaire framework is designed with a modular structure, allowing organizations to implement stand-alone modules or combine multiple components to best suit their needs. This flexibility ensures adaptability while maintaining consistency in data collection and interpretation. To ensure continuous relevance and refinement, additional issues and questions were incorporated into the original questionnaire in 2022 and 2024. These updates reflect the evolving priorities of public administration and further enhance the tool’s effectiveness in capturing employee perspectives.

This collaborative approach fosters evidence-based decision-making and promotes a culture of continuous improvement.

Success Measurement. Main results with regards to the focus area

The ministry identified areas for improvement, which were prepared based on analytical inputs and served as the foundation for implementing specific actions. It emphasizes the importance of setting clear objectives by defining and communicating the ministry’s vision, mission, and goals while encouraging employee involvement in achieving them.

A significant focus is placed on optimizing work processes through IT support, e-procedures, and a system for submitting proposals and ideas. Practical improvements, such as shared parking spaces were implemented. Internal communication is highlighted as a critical factor in workplace efficiency, with an emphasis on timely information flow, improved vertical and horizontal communication, and effective information transmission across departments and hierarchical levels.

Employee well-being is also a priority, with initiatives aimed at promoting a balance between personal and professional life, enhancing employee satisfaction, and providing opportunities for professional growth, education, and training.

The effectiveness of implemented practices on the level of ministry is best represented through the results of our “Working Environment Questionnaire – EMPLOYEES’ EYE,” conducted in 2020, 2022, and 2024.

Individual measures are also subject to individual assessment. Here are two examples:

1  “Mission, Vision, and Values” Document

Employee satisfaction with the document preparation process and its content was assessed following the second workshop. Participants reported high levels of satisfaction, particularly regarding the event’s organization, professional execution, achievement of workshop objectives, and the final outcome. Overall, the workshop received strong satisfaction ratings on a 5-point scale, with most categories scoring 4,6 or higher (5 scale), reinforcing its effectiveness and well-structured delivery.

2  Newsletters poVeZovalnIk (Connector) and VeZI (Linkages)

In the survey dedicated to our internal cannels, we aimed to assess employees’ attitudes towards two new internal communication channels: the newsletters poVeZoValnIk and VeZI, as well as our new intranet.

The survey was conducted to determine the level of employee satisfaction with the newly introduced communication channels and to identify opportunities for improvement. At the end of the survey, employees were invited to provide suggestions for enhancements.

The biweekly newsletter poVeZoValnIk and the quarterly newsletter VeZI were rated as appropriate information channels by 80 % of employees who responded to the survey. The results indicate that nearly half of the employees regularly read the quarterly newsletters VeZI and poVeZoValnIk. The publication frequency of poVeZoValnIk is considered appropriate by 71 % of respondents, whereas this percentage is even higher for VeZI, reaching 87 %. Furthermore, employees who read both newsletters largely or strongly agreed that the content is engaging (90 %), informative (90 %), and visually appealing (81 %). Additionally, 76 % of employees find the existing content in both newsletters to be sufficient.

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

MEHSI highly values the exchange of best practices, recognizing it as a key driver of added value in any project. Our ministry actively engages in this exchange from both perspectives—adopting proven best practices from others while also contributing our own with commitment and enthusiasm. We firmly believe that only through collaborative efforts can we shape a modern, agile, and high-performing public sector— one that is responsive to contemporary challenges and tailored to the evolving needs of our key stakeholders.

In line with this commitment, we initiated a collaborative effort to develop a methodology for measuring key workplace factors. As a result, in 2024, four ministries participated in the survey, fostering further exchange of best practices. Additionally, the Employees’ EYE methodology was shared at an international level, extending its impact beyond national boundaries.

We are fully committed to sharing all presented processes with interested stakeholders. However, it is crucial to acknowledge that each organization must evaluate its readiness to implement specific concepts and determine which best practices can be seamlessly integrated into its existing organizational culture to maximize their effectiveness.

Lessons learnt

Strong Management Support is Crucial – The active engagement of top management is essential to ensure that the project aligns with the organization’s strategic priorities and that the necessary resources are allocated effectively. A committed leadership fosters a culture of accountability and drives the successful implementation of key measures.

Clear Commitment to Implementation – Beyond approving the action plan, management must demonstrate unwavering commitment to its execution. This includes ensuring that planned measures are systematically implemented, monitored, and adapted as necessary to achieve the intended outcomes. Strong leadership involvement enhances institutional credibility and reinforces the importance of continuous improvement.

Defined Responsibilities and Accountability – Establishing clear roles and responsibilities for each measure is critical to maintaining structure and efficiency in the implementation process. The appointment of a dedicated custodian for the action plan ensures continuous oversight, facilitates communication with responsible parties, and enables systematic reporting to management. This structured approach strengthens transparency, enhances coordination, and mitigates the risk of delays.

Inclusive Employee Engagement Across All Levels – The active involvement of employees at all levels is a key success factor for sustainable project implementation. Encouraging participation in decision-making, fostering a culture of collaboration, and ensuring that employees are well-informed and engaged in the process lead to higher levels of commitment and ownership. Inclusion not only enhances the effectiveness of measures but also strengthens organizational cohesion and long-term adaptability.

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complete study

About the author(s)

Ksenja Hauptman
Republic of Slovenia Ministry of Higher Education, Science and Innovation (MHESI)
Slovenia

Other best practices

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Slovenia
Written by: Ksenja Hauptman
of Republic of Slovenia Ministry of Higher Education, Science and Innovation (MHESI)

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Received Golden Case recognition at the CAF Users Event 2025 in Warsaw
September 2025 -
The Human Resources Management Service (Government of the Republic of Serbia)
, Serbia