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Facilitating the Exchange of Best Practices Among Employees Across Various Branches.

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

CAF Best Practice
Date of publication: September 2025

Executive summary

In recognition of the existing challenges of Public Service Hall, the self-assessment group has identified a significant area for enhancement within the CAF framework: the facilitation of knowledge exchange and the sharing of best practices among employees across diverse branches. To address this concern, a systematic rotation program was established, enabling specialists from smaller and medium-sized branches to be temporarily assigned to busier branches.

The main results of CAF process have been substantial. There has been a notable enhancement in both the knowledge and skills of our employees, which had a positive impact on reducing transaction time. 

Information about the organisation

Public Service Hall (PSH) is a legal entity of public law operating under the Ministry of Justice and creates an innovative space in Georgia that is focused on the development and establishment of strong institutions. It is the largest service delivery institution, not only in Georgia but also within the entire region.

The aforementioned institution represents the ministry’s front line, which is constantly communicating with the customer. It significantly simplifies the availability of public services and citizens’ engagement with the public or private sector by adopting quick and effective procedures. As the most prominent service provider in Georgia, it is crucial for Public Service Hall to continue to catch up with up-to-date developments and become an innovative agency that leverages modern technology in the digitalization era. The Public Service Hall has the principle of “One Window” and the concept “Everything in One Space”, which means to provide services for the customers in a comfortable environment with simple procedures, quickly and with high quality. 

Public Service Hall offers customers various channels for receiving services:

  • Branches
  • Mobile Public Service Hall
  • Public Service Hall in Penitentiary Institutions
  • Digital Public Service Hall
  • Call center and Online chat
  • Just Cafe
  • Social networks

Public Service Hall Brunches – 124 branches are operating throughout Georgia, which allows our citizens and guests, in any part of the country, to receive fast, effective and simple services in a comfortable environment. Due to the specifics of the work and the increased number of services, the branches are constantly busy. To manage customer flow, PSH has implemented a queue management system, which works successfully throughout the entire agency. Services in branches are available for international customers – frontline operators can communicate in English. Also, machines in the self- service area provide services in Georgian, English, Russian, Armenian and Azerbaijani.

In line with the primary goal of the Public Service Hall, which is to provide fast and efficient services that are equally accessible to all segments of society, the Public Service Halls are designed to be fully accessible to individuals with disabilities. Also, the open-space interiors and comfortable waiting areas combined with qualified, competent and friendly employees highlight the emphasis that has been placed on a customer-friendly environment and service.

It should be mentioned that applications received by the operator are randomly distributed among registrars. The front office employee is separate and has no connection to the employees who are actually reviewing an application, which means that the front office employee cannot see who is reviewing a specific application. Such division minimizes/eliminates the risk of corruption.

Mobile Public Service Hall – This initiative represents a novel endeavor in the relevant area. Within the framework of this initiative, specialized vehicles have been deployed to ensure that rural residents can readily access the services they require without the need to visit branches of Public Service Hall.

In accordance with the principles outlined in Sustainable Development Goal 16 (SDG16), it is recognized that institutions that operate outside the framework of legitimate laws are susceptible to arbitrary conduct and abuse of power, thereby diminishing their ability to effectively deliver public services to all members of society. The Mobile Public Service Hall represents a tangible commitment to realizing the core transformative aspiration of the 2030 Agenda for Sustainable Development and its accompanying SDGs, particularly the overarching aim of leaving no one behind.

This innovative initiative embodies the unwavering dedication of all United Nations member states to mitigate disparities and vulnerabilities that marginalize individuals and impede the collective potential of humanity as a whole. By affording individuals the opportunity to access public services from the comfort of their households, the Mobile Public Service Hall aligns with the ethos of SDG 17 and its objective to provide a comprehensive array of diverse, efficient, and streamlined services under the “one window” principle.

Public Service Hall in Penitentiary Institutions – Brand New International Innovation of the Ministry of Justice – Public Service Halls in Penitentiary Institutions. In 2023, the Ministry of Justice of Georgia launched a brand-new international innovation for inmates. It means that all penal institutions will be equipped with Public Service Halls, which are the hub of public and private services. The main idea of this innovation is to further expand the rehabilitation and resocialization opportunities for inmates and create a unique platform for an adequate and simplified service delivery mechanism.

Portal of electronic services – The unified portal of electronic services (MY.GOV.GE) makes the services available online for society. MY.GOV.GE is a unified web portal of electronic services in the public and private sectors, on which more than 500 electronic services are located.

JUST Café – Another unique project of the Public Service Hall is JUST Cafe, which is available at the branches in Tbilisi, Batumi and Kutaisi. Cafe provides its customers with not only a convenient environment but also the entire set of services available at the Public Service Hall. It offers any customer the opportunity to pick up a passport or even register a plot of land in the background of a delicious coffee and meal.

WebSite of Public Service Hall – the Public Service Hall website was redesigned to fully meet contemporary technological standards. As a result of the revitalization, the website has become faster, the visuals have been improved, and the process of searching for services has been simplified for the user. In addition, it includes all the important information and visualizations about the branches and the schedule of the Mobile Public Service Hall. An important issue regarding the website is that it is adapted for people with different disabilities (fonts, sound mode, contrast). (https://psh.gov.ge/ )

Call center and Online chat – Public Service Hall has a call center and online chat, which are ways to provide services to society. It is a flexible and fast way to receive service. The call center and online chat are available for customers seven days a week, 24 hours a day (24/7).

Social networks – Public Service Hall has implemented a „Voice of Customers” platform in order to be focused on keeping up with customer expectations and their needs. The aforementioned platform describes a customer’s feedback about their experiences with and expectations of our services and thus develops and tailors services to customers’ needs. Public Service Hall has official social networks. Information for society about the news, current and planned projects is distributed continuously by social networks.

All in all, Public Service Hall, as a powerful institution, creates a fully equipped environment for customers to receive qualitative and fast public and private sector services without any additional effort. It creates an innovative space in Georgia that is focused on the development and establishment of strong institutions. In conclusion, it should be emphasized that Public Service Hall aims to expand its knowledge in the international arena while also sharing its experience with other countries.

Quality improvement aspects and objectives

The Public Service Hall of Georgia, a pioneering public agency in the South Caucasus, embarked on a transformative journey to enhance its performance and service quality through the adoption of the Common Assessment Framework (CAF) in January 2018. This framework served as a systematic approach to evaluate and improve the agency’s operations, internal processes, and the services provided to the public. By summer 2019, after a comprehensive development phase, the CAF model was fully operational. This initiative actively involved both management and staff, enabling a detailed analysis of operations from various perspectives and ensuring a well-rounded improvement strategy.

By the end of 2023, the Public Service Hall initiated a new and extensive cycle of self- assessment to address key areas in need of improvement. One of the primary objectives was to create a more consistent and equitable experience for both employees and citizens, especially given the stark contrast in workloads and practical experiences across branches.

The Public Service Hall operates 124 branches nationwide, covering urban areas and remote villages alike. While urban branches experience high volumes of applications across the 500 services offered, including high demand for citizenship, business, and residency services, branches in rural or mountainous regions often face minimal application volumes. This disparity in demand led to differences in practical experience among employees. Though employees at smaller branches had strong theoretical knowledge, the lack of real-world application opportunities hindered their ability to fully develop and apply their skills.

To address this challenge, the improvement project implemented a systematic rotation program, which temporarily assigned specialists from smaller and medium-sized branches to busier urban branches. This rotation allowed employees to gain hands-on experience in high-demand environments while offering insights into the operational dynamics of larger, more advanced branches. Each specialist was paired with a mentor, providing guidance and support throughout their time in the busier branches. At the end of each working day, reflection meetings were held to discuss the day’s experiences and provide constructive feedback, ensuring continuous learning and improvement.

The objectives of this project were clear: to enhance employee skillsets, reduce operational disparities between branches, and ultimately improve the overall quality of services. These objectives were quantifiable through improved employee satisfaction, increased service efficiency, and a more consistent level of performance across all branches, as evidenced by the outcomes of the self-assessment conducted at the close of 2023.

Stakeholders and communication

The management of the Public Service Hall was primarily responsible for organizing and overseeing the entire implementation process of the improvement project. Their leadership ensured that the project was successfully carried out and aligned with the strategic goals of the organization.

During the implementation, the systematic rotation program was a key initiative, allowing specialists from smaller and medium-sized branches to temporarily be assigned to busier branches. This rotation enabled employees to gain hands-on experience in high-demand environments, improving their practical knowledge and understanding of diverse operational dynamics. Each employee was paired with a mentor who provided continuous guidance throughout the rotation, ensuring a smooth transition and effective learning experience. At the end of each rotation, mentors also evaluated the effectiveness of the program, ensuring that the learning outcomes were achieved.

Beyond the internal rotation program, the Public Service Hall also organized one-week visits to partner agencies involved in the application process. This initiative allowed specialists to observe how applications were reviewed, and decisions were made within the Public Service Hall, providing them with a broader perspective on the entire service delivery ecosystem. These visits were essential for expanding employees’ knowledge and fostering the exchange of best practices between the Public Service Hall and partner agencies. The employees were actively involved in the project through their participation in the rotation program and the mentorship system, which facilitated their professional development. This hands-on involvement ensured that the staff was not only gaining new skills but also contributing to the overall success of the project.

The needs and opinions of citizens were indirectly considered through the project’s focus on improving the skills and capabilities of employees to enhance the quality of service delivery across all branches. The rotation program allowed employees to better understand the operational dynamics and service requirements in different regions, ensuring that citizens received more consistent and efficient services.

The project was carried out in partnership with other organizations, particularly during the one-week visits to partner agencies, where specialists gained valuable insights into the application process. This external collaboration played a significant role in enriching employees’ experiences and improving service delivery.

Implementation process and approach

The objective was to enhance the quality of services provided by the Public Service Hall and improve internal processes through the implementation of the Common Assessment Framework (CAF). The planning involved active participation from both management and staff members to ensure a comprehensive evaluation of operations. The resources required for carrying out the process included a team of management and staff for the self-assessment, facilities for rotating employees, and the organization of mentoring and one-week visits to partner agencies. Financial and human resources were crucial for providing support during the rotation program and for training employees in best practices.

In 2023, the agency initiated a new cycle of self-assessment to address previously identified gaps. A rotation program was introduced where specialists from smaller branches were temporarily assigned to busier branches for hands-on experience. Mentors were assigned to guide and evaluate the specialists during the rotation. Additionally, specialists were sent on one-week visits to partner agencies for deeper insights into service delivery. The process was carried out by the Public Service Hall staff, mentors, and the management team overseeing the evaluations and improvements.

The main methods and tools used in this implementation included the CAF framework for internal performance evaluation, a staff rotation program for knowledge exchange, and mentoring for ongoing support. The rotation program was introduced to address the challenges caused by differing practical experiences among employees in remote and urban branches. By rotating specialists, the agency aimed to equalize knowledge and experience across all branches. The mentoring system was employed to ensure that employees received the necessary guidance and feedback, which helped ensure the effectiveness of the rotation and knowledge-sharing initiatives.

The internal costs of the project included time and effort from management and staff involved in the development of the CAF framework and the self-assessment process. There were costs associated with organizing the rotation program, including travel and accommodation expenses for employees going to busier branches. Furthermore, additional resources were allocated for organizing the one-week visits to partner agencies. External costs likely included the logistical and coordination efforts of partner agencies involved in the visits.

Main wins, challenges and solutions of the implementation process

Main Wins (Success Factors):
  • The adoption of the CAF framework allowed the agency to evaluate and improve its performance systematically.
  • High participation from both management and staff ensured a well-rounded approach to identifying and solving problems.
  • The rotation program helped equalize knowledge and experience across branches, particularly for staff at smaller or more remote locations.
  • The one-week visits to partner agencies helped broaden employees’ understanding of service delivery processes, fostering collaboration and better communication between agencies.

One of the primary challenges was the process of rotating employees from smaller branches to larger, busier ones. This rotation had to be carefully planned to ensure that it did not disrupt the normal workflow or cause staffing shortages at any branch. Managing the logistics of scheduling without affecting the delivery of services was crucial, as every branch still needed to meet the demands of the public while ensuring that employees gained valuable hands-on experience.

To overcome this challenge, the Public Service Hall implemented a meticulous scheduling system that ensured staff rotation was done at times that would cause minimal disruption. A clear planning process was put in place to ensure that enough staff remained at each branch to handle the regular workload while other employees participated in the rotation. In addition, communication with the staff and management at all levels was key to ensuring that everyone understood the goals of the rotation and how it would be managed without negatively impacting the branch’s service delivery.

Success Measurement and Main results

Increased Knowledge and Skill Level of Employees

The primary improvement resulting from the CAF program is the enhanced knowledge and skills of employees. This was measured through both qualitative feedback from employees and quantitative assessments of performance before and after the rotation program. Surveys and interviews with employees revealed that staff felt more confident in their ability to perform a broader range of tasks after participating in the rotation program. 220 employees were trained within the framework of the program. An interview was conducted with all of them.

Reduced Interactions Between Coordinators and Managers

Another significant result of the CAF program was the reduced need for frequent interactions between coordinators and managers, which led to more streamlined communication. The process is ongoing and includes the observation and assessment of trainees by managers and mentors. Employee surveys indicated that staff felt more empowered and capable of handling tasks independently, reducing reliance on managerial oversight. This allowed managers to focus on higher-level issues rather than being involved in daily operational decisions.

Increased Unity and Collaboration Among Employees

The CAF process also fostered a greater sense of unity among employees, particularly between branches. The rotation program fostered a culture of collaboration across branches. Employees felt more connected, and communication between urban and rural branches became more fluid. As a result, employees were able to share solutions and resources, improving the overall efficiency of the organization. Feedback from employees highlighted increased empathy and understanding among colleagues from different branches. Team-building surveys and employee engagement surveys consistently indicated higher levels of cooperation and job satisfaction post-CAF implementation.

Sustained High Levels of Service Quality

The continuation of CAF processes, particularly in standardizing methodologies and sharing best practices, will help maintain the high standards set by the program. Continuous customer feedback through surveys will track service quality over time, ensuring that improvements made during the CAF initiative are sustained. The goal is to maintain or even improve the 95% customer satisfaction rate that was achieved.

Increased Organizational Efficiency

The CAF process has already led to a more efficient organization, with reduced managerial intervention and a more collaborative workforce. In the long run, this efficiency will be measured through the time taken to process requests, resolve issues, and meet performance targets. Data on service delivery times, error rates, and employee productivity will continue to be tracked. As the rotation process continues to evolve and branch managers also participate, it is expected that efficiency will continue to improve, as decision-making and problem-solving become more decentralized and quicker. For example: reduction of transaction time after retraining by 1 minute on average. In conclusion, the CAF program has already delivered substantial results, improving employee skills, reducing managerial burden, fostering unity, and ensuring consistent service delivery. The long-term success of these improvements will be tracked through both qualitative and quantitative measures, ensuring that the Public Service Hall continues to meet its goals of high-quality service and operational excellence.

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

The implementation of the Common Assessment Framework (CAF) within the Public Service Hall of Georgia is a prime example of innovative public sector reform that has significantly elevated service quality, efficiency, and internal collaboration. This project serves as a good example for other institutions due to its well-structured approach to performance evaluation, employee development, and service delivery improvement.

Besides, this project can be a good example for other institutions. By systematically evaluating its operations and fostering both vertical and horizontal collaboration, the agency created an environment of continuous improvement, which is relatively rare in government institutions, especially in a region like the South Caucasus.

What makes the project particularly innovative is the combination of performance evaluation with practical solutions such as employee rotations and cross-branch knowledge sharing. These practical initiatives directly addressed the gaps identified in the CAF framework and allowed for real-time skill development, providing employees with both theoretical knowledge and hands-on experience. This not only enhanced the

employees’ abilities but also helped create a more unified and empathetic work culture. The approach to standardizing processes across branches ensured that citizens received consistent services no matter where they lived, making the agency more reliable and responsive.

During the project implementation, key elements were identified that could be transferred to other institutions. Yes, the project is highly transferable to other public institutions or government agencies. Key elements of the project, such as the rotation program for skill development, and the standardization of methodologies, can be adapted to any organization seeking to improve its internal processes and the quality of services delivered to the public.

Other organizations, especially in the public sector, could benefit from adopting the CAF framework as a comprehensive tool for assessing their strengths and weaknesses. The self-assessment process, which involves management and staff alike, ensures that everyone in the organization has a voice in shaping the improvement process. This can foster a greater sense of ownership and accountability among employees.

Several special factors contributed to the success of the project:

  1. Strong Leadership and Commitment: The project succeeded because of the commitment from senior management and the Ministry of Justice, who recognized the need for improvement and supported the implementation of the CAF framework. Their willingness to embrace a systematic, evidence-based approach ensured that the program had the resources and authority it
  2. Active Participation from Employees: The active involvement of both management and staff in the self-assessment process was a key success. Engaging employees from various levels of the organization helped to build a culture of transparency, accountability, and collaboration, which was essential for the program’s success.
  1. Clear Communication and Scheduling: Careful planning and scheduling of the employee rotation program were critical to its success. Ensuring minimal disruption to regular operations while allowing employees to gain new experiences was a delicate balancing act that was carefully managed.
  2. Continuous Feedback and Adaptation: The project incorporated regular feedback from employees and customers, which allowed for continuous adjustments and improvements. The combination of formal assessments, surveys, and day-to-day reflection meetings helped the organization stay responsive to the needs of its staff and the public.
Based on this experience, we can share with interested parties the important lessons we have learnt.
  1. Involve Employees in the Process: The success of the CAF program was due in large part to the active participation of all staff members, from management to frontline employees. Creating a shared sense of responsibility for the process fosters greater engagement and commitment to the improvements being
  2. Foster a Collaborative Culture: Encouraging collaboration across branches or departments can break down silos and create a more cohesive organization. Rotation programs and knowledge-sharing initiatives help create an environment where employees support one another in achieving common goals.
  3. Plan and Coordinate Carefully: Especially when implementing programs that involve rotations or changes in staffing, careful planning and scheduling are crucial to maintaining operations without compromising service quality.

The experience of this project can be used in various situations, particularly in public sector institutions or large organizations that aim to improve internal processes, employee skills, and service delivery.

Main and important lessons learnt

Engage Employees at All Levels to Ensure Ownership and Success

One of the most important lessons from this project is the value of involving employees at all levels in the process of change. From the very beginning, the Public Service Hall made sure to engage not only senior management but also frontline employees in the self-assessment and improvement process. By actively participating in the CAF framework evaluation, employees were able to directly contribute to identifying strengths, weaknesses, and areas for improvement in the organization.

Continuous Feedback and Adaptation Are Essential to Long-Term Success

Another critical lesson learned is the importance of continuously collecting feedback and adapting strategies based on real-world results. The CAF process, while structured, is not a one-time evaluation but an ongoing process of improvement. The Public Service Hall recognized that it needed to regularly assess the impact of its initiatives through employee surveys, customer satisfaction evaluations, and performance reviews.

For instance, feedback from employees participating in the rotation program was gathered regularly to identify potential improvements in the scheduling process and ensure that the experience was valuable. Similarly, customer satisfaction surveys were used to track the effects of the new methodologies and processes on service quality.

Create a Supportive Environment for Cross-Branch Collaboration and Knowledge Sharing

A major outcome of the CAF project was the fostering of cross-branch collaboration and knowledge sharing, which became one of the key drivers of success. The rotation program, which saw employees from smaller or less-busy branches assigned to more active branches, allowed for the exchange of best practices and expertise between colleagues who may have previously had limited opportunities to collaborate. This promoted unity, enhanced learning, and ensured a consistent approach to delivering services, regardless of branch size or location.

The standardization of methodologies across branches was another critical element that helped unify the organization’s operations. By aligning processes and ensuring that employees had a clear understanding of the expected service standards, the Public Service Hall achieved more consistent service delivery.

Key Recommendations:

Invest in Continuous Employee Development: Organizations should focus on regular training and skill enhancement to ensure their employees remain equipped to handle evolving challenges.

Maintain a Balanced Approach to Centralization and Decentralization: While standardizing processes across all branches, it’s important to adapt to local needs and challenges. Flexibility in implementing solutions will lead to better outcomes.

Encourage Cross-Agency Collaboration: The partner agency visits highlighted the value of collaboration. More public institutions could benefit from sharing best practices and learning from each other’s experiences.

Conclusion

In recognition of the existing challenges of Public Service Hall, the self-assessment group has identified a significant area for enhancement within the CAF framework: the facilitation of knowledge exchange and the sharing of best practices among employees across diverse branches. To address this concern, a systematic rotation program was established, enabling specialists from smaller and medium-sized branches to be temporarily assigned to busier branches.

The main results of the CAF process have been substantial. There has been a notable enhancement in both the knowledge and skills of our employees, which has had a positive impact on reducing transaction time.

In conclusion, the experience of the Public Service Hall in Georgia has provided valuable insights into how to successfully implement improvement initiatives within a large, complex public institution. The three lessons shared—engaging employees at all levels, establishing continuous feedback mechanisms, and promoting cross-branch collaboration—are essential elements that can guide other institutions in their efforts to improve service delivery, operational efficiency, and employee development.

By prioritizing employee involvement, continuously adapting strategies based on feedback, and fostering collaboration, organizations can create sustainable improvements that lead to better outcomes for both employees and the public they serve. These lessons are not only applicable to public sector institutions but can also be adapted for use in private sector organizations seeking to enhance their performance and service quality.

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complete study

About the author(s)

Natalia Abashmadze (Deputy Chairperson) & Mariam Tsaguria (Head of Analytical Service of Administration Department)
LEPL - Public Service Hall (under the Ministry of Justice of Georgia)
Georgia

Co-author(s)





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Written by: Natalia Abashmadze (Deputy Chairperson) & Mariam Tsaguria (Head of Analytical Service of Administration Department)
of LEPL - Public Service Hall (under the Ministry of Justice of Georgia)

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