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Systemic implementation of the Common Assessment Framework: fostering digital innovation in project management to improve team collaboration, efficiency, and decision-making

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

CAF Best Practice
Date of publication: September 2025

Executive summary

The Region of Crete has adopted an innovative approach to implementing CAF, utilizing a two-stage self-assessment process involving all managerial staff. Adding to “performance” assessment of enablers and results, the “importance” assessment provides insights into the organization’s maturity level and guides prioritization, leading to the development of an advanced project management solution and enhanced management awareness for effective implementation.

About the organisation

The Region of Crete is one of the 13 administrative regions of Greece, operating as a second-level administrative division. Its administrative structure ensures that national policies are effectively implemented, while also addressing the regional needs and priorities outlined in the regional strategy. At the political level, the Region is led by the Governor and a 45-member Regional Council. Its organizational structure is a matrix model, with seven General Directorates serving as the primary administrative bodies, coordinating 245 organizational entities across the four regional units. The regional authority oversees public services, regional development, infrastructure, environmental policies, and economic planning across the island of Crete.

The Region of Crete has consistently applied the Common Assessment Framework, reinforcing the leadership’s vision for an innovative, dynamic, and sustainable local government. The scope of CAF implementation has been defined at the level of the seven Directorates-General (DGs), which improved the quality of the evaluation results by focusing on each DG’s specific characteristics and priorities.

Quality improvement aspects

CAF implementation in the Region of Crete is guided by two interrelated objectives, each with measurable indicators to monitor progress and success.

Building a Culture of Excellence

The primary objective is to foster a culture of excellence throughout the organization’s all management levels. This entails not only raising awareness of core principles but also gaining a thorough comprehension of their practical application within each employee’s area of responsibility.

Every phase of the project contributed to this goal. Targeted manager training and the development of a customized self-assessment tool, incorporating the “Importance” dimension, were critical in deepening the understanding of the CAF framework and aligning it with existing management practices within the organization. This was reflected in an overall high significance rate of 88% across all General Directorates (GDs) regarding the principles of excellence. At the same time, managerial staff’s active involvement of (95% participation rate) in both prioritizing improvement areas and action planning further strengthened their understanding and ensured their commitment to sustaining a continuous improvement process.

Improving Organisational Performance

A second key objective is to identify strengths and weaknesses through a holistic framework to enhance overall organisational performance. Staff knowledge and  experience have been instrumental in conducting self-assessments and addressing areas for improvement.

Each Directorate General focused on three specific improvement measures, followed by the development of detailed action plans, including timelines and the assignment of responsibilities. The active involvement of staff throughout the process fosters a strong sense of ownership and commitment, ensuring enthusiastic support for the actions and paving the way for successful implementation. At the same time, achieving the first objective—by enhancing understanding—will facilitate a more effective implementation and greater integration with existing initiatives. This will be further demonstrated by presenting the best practices for establishing a project management system.

Stakeholders and communication

The Directorate of Organization, Quality, and Efficiency is responsible for planning and implementing the CAF framework, with guidance from the region’s leadership. The project management team is comprised of executives with extensive international experience implementing Total Quality Management (TQM) projects in both the private and public sectors. This knowledge and expertise streamlined the project’s design and reinforced the leadership’s confidence in the initiative.

The initial CAF implementation plan was first presented to the seven General Directors, ensuring their active participation and support throughout all phases of the project. As a next step, all 245 directors and department heads in the region were given two in-depth training cycles. During the evaluation process, management considered the findings of citizen and customer satisfaction surveys, which serve as an annual objective in the Region’s performance monitoring framework. Employee feedback gathered during the annual staff appraisal process was also incorporated.

For the integration of the digital process management platform, the Region of Crete utilized its existing Management Information System (MIS) and collaborated with the external provider who oversaw its development and support.

Implementation process/approach

The CAF self-assessment approach fosters a culture of continuous improvement and transparency, enabling management to identify strengths and areas for enhancement while effectively executing an action plan. This approach’s key distinguishing feature is the assessment of the organization’s maturity as well as the identification of potential information or communication gaps—both of which are required for successful implementation of future initiatives. The project bear no external costs. The internal costs included labor of the personnel involved in the phases of design, development, application and assessment as in every CAF implementation.

The methodological approach adopted by the Region of Crete can be summarized in the following stages.

A.   Planning

The first step in CAF implementation is to define its purpose and objectives. The planning phase includes adapting the evaluation tool and questionnaires to meet the specific requirements of organisational units. In this context, project teams establish clear roles and responsibilities, along with a structured timetable. During this initial phase, we also ensure the commitment of the Region’s leadership. The project management team navigated the entire planning process on their own with no external assistance. Relying on their expertise, the same team designed and implemented both the questionnaire and the tool for processing and analyzing the results, ensuring a seamless, efficient, and internally driven approach.

B.   Training

Training and raising awareness among all participants in the self-assessment process is a crucial stage towards the Common Assessment Framework’s successful implementation. Participants undergo comprehensive training to ensure a common understanding of excellence principles and their significance for the Region of Crete. This training covers the core values of excellence, their alignment with the Region’s mission and strategy, and how the CAF framework is structured. Active engagement from all management staff within the Regional Government is essential for conducting a meaningful and effective evaluation. Their participation not only strengthens the self-assessment process, but it also fosters a culture of continuous improvement and accountability across the organization.

C.   Self-Assessment

All managers with leadership responsibilities from each Directorate General participated in the self-assessment process. Each workshop began with an introductory presentation, that emphasized understanding the scoring logic and provided specific examples from the Region’s operations to ensure clarity and consistency.

An innovative approach was adopted, structuring the self-assessment process into two stages and dimensions. Initially, all participants evaluate the “Importance” of various issues affecting their organization’s effective functioning. Subsequently, the dimension “Performance» assesses each regional organizational unit based on how effectively enabling factors are implemented and results are achieved. The first dimension adds considerable value to the evaluation, as not all issues are equally important for each organizational unit. Furthermore, it provides valuable insights into the organization’s maturity and its level of acceptance of the CAF framework.

D.  Action Planning

Comprehensive data analysis and professional visualization of the results—particularly focusing on the importance-performance gap—provide valuable insights into the Region’s organizational units’ strengths and weaknesses. At the same time, this process highlights information and communication gaps, which are then addressed to improve the effectiveness of each unit. Each CAF implementation cycle in the Region of Crete concludes with the action planning stage, which ensures that assessment results are translated into concrete steps for progress.

The primary challenge in applying CAF was to raise awareness of the “performance evaluation” approach among the organization’s supervisors. The key to successful implementation is their active involvement at all stages of the process, which fosters a sense of ownership and alignment with the results.

Success Measurement. Main results with regards to the focus area

Reflecting the core principles of excellence, a key priority that emerged during the CAF implementation in the Region of Crete was the need to foster fact-based and process- driven decision-making at all management levels. The primary goal was to improve the organization’s ability to effectively manage projects by ensuring:

  • Clearly defined objectives and project scope
  • Stable processes and structured workflows
  • Effective task delegation and role clarity
  • Optimized time management for increased efficiency
  • Robust monitoring mechanisms for tracking progress
  • Improved team performance and collaboration

The project team designed and developed a web-based platform aligned with the Region’s strategic plan. It incorporated key elements of the European Commission’s PM² project management methodology to ensure structured, efficient, and transparent project execution. A key reason for prioritizing this issue during CAF implementation is its critical importance to the entire organization, as it affects multiple DGs and has a significant impact on the organization’s overall strategy.

The web-based platform is accessible to all five Directorates of Technical Works within the Regional Government. Currently, it supports 190 active users and hosts 2,500 registered projects, each with technical and financial data. There is real-time accurate insight into all projects, whereas data collection and processing used to take a long time and produced low-fidelity information. Projects, studies, reports, supplies, and services from various funding sources (NSRF, National Funds, etc.) and thematic categories (e.g., Sustainable Transportation Infrastructure, Resilient Road and Bridge Infrastructure, Green Building and Urban Planning) are featured.

Project-related procedures and workflows were thoroughly documented and redesigned using a set of process management tools, with active participation from all stakeholders (employees, professional groups, legal advisors, and citizens/clients). For the first time, decision-makers have access to a real-time, accurate, and fully documented dashboard as well as a digital library for each project managed by the Region. To that end, the Governor of the Region, the Regional Committee, and senior management members make systematic decisions about how to implement the Region’s strategic plan and operational objectives.

The methodology adopts a holistic approach to a project’s entire life cycle, from design to bidding, execution, completion of construction, and operational start-up. The new architecture’s interoperability with the internal Document Management System is especially important, because it enables integrated electronic project management by generating a complete digital file for each project with a unified sub-folder structure. Simultaneously, the integration of electronic forms allows the automatic generation of single documents on specific issues for all involved services.

Furthermore, by ensuring interoperability with the Region’s geospatial data infrastructure (GIS Crete), the system improves its effectiveness by seamlessy integrated data from multiple domains, including infrastructure, climate change, and civil protection. Integrating Business Intelligence dashboards (Power BI) into the project management platform improves visibility and project oversight, allowing teams to better manage timelines, resources, and budgets more effectively while bringing all stakeholders together around clear, actionable insights.

The new PM system introduces a new design, a user-centred operational approach, and a digital organizational transformation. It addresses critical operational and strategic issues, such us time-consuming processes, delays in public works completion, miscommunication among organizational units within the Directorates, and a lack of transparency in project status. Furthermore, it preserves institutional memory regarding public infrastructure development and resource allocation. By ensuring a seamless flow of information, it establishes an unbreakable chain of continuity in project management and execution.

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

Our experience with the “CAF journey” has reinforced our belief that sustained success depends on the seamless integration of the assessment process with the implementation of improvement measures.

Using the Common Assessment Framework as a diagnostic tool, our methodology produced accurate and widely accepted results, laying the foundation for targeted improvement actions within each organizational unit. The detailed evaluation process, which included in-depth analysis of specific examples as well as the Criteria and Sub-Criteria levels, resulted in clear and actionable conclusions. Additionally, defining the scope at the Directorate-General level contributed to consistent and meaningful results throughout the organization.

At the same time, active participation in the self-assessment process, which included reflecting on both the importance of key issues and the current state of operation— heightened awareness and strengthened the commitment of participants to improving their organization. Moreover, the implementation of improvement actions strengthened the understanding and application of the core principles of excellence.

This integrated approach, which combines evaluation, reflection, and action, has been critical in cultivating a culture of continuous improvement within our organization. Our approach, of course, is adaptable and applicable to any public organization, offering a structured and effective framework for self-evaluation, continuous improvement, and organizational excellence. Finally, the implementation parameters will be determined by the CAF implementation project’s core objectives.

  • The following measurable outcomes can be obtained from the implementation of the innovative project management system.
  • Alignment with the Regional Strategic Plan ensures that project business processes enable timely planning and execution, especially for technical
  • Improved stakeholder interface management encourages collaboration and ensures smooth project execution.
  • Clearly defined roles, responsibilities, and tasks eliminate data and information silos, ensuring knowledge continuity throughout the Region.
  • The multi-tiered project organization is effectively managed and monitored in a structured manner.
  • Standardized procedures enable precise tracking of project milestones, improving monitoring and supervision.
  • Optimized project performance through timely decision-making and proactive risk management throughout the project lifecycle.
  • High-quality infrastructure projects are delivered on time and benefit citizens
  • Strengthened accountability, transparency, and public trust in the Region of

Since project lifecycle management is governed by consistent national and, to a large extent, European legislation, our expertise can be effectively transferred to other organizations. Adopting the core principles of the European PM² methodology enhances its transferability. However, before addressing the organizational and technical aspects of the project, it is crucial to secure acceptance of the new way of working through targeted communication efforts and staff consultation processes. Engaging those involved in the project lifecycle and allowing them to contribute their experience and knowledge to the development of the new tool fosters a sense of ownership and strengthens their commitment to the project’s success.

In conclusion, the CAF journey in the Region of Crete has resulted in two major benefits: the identification of critical areas for improvement and the more effective implementation of actions, both driven by a transformative cultural shift within the organization.

Lessons learnt

Lesson 1: Empowering Your People

The initial conclusions concern the methodological approach of the CAF implementation. Empowering your people entails creating a culture in which they feel valued, capable, and motivated to contribute to the organization’s success. Those who best understand an organization are its own managers, making them the best candidates to evaluate its operations—provided they approach the process honestly and objectively. The most difficult challenge is to embrace and integrate the principles of excellence, at the core of the Common Assessment Framework. This necessitates careful planning, clear communication, staff training, and active staff participation in the assessment process, which fosters a shared commitment to continuous improvement.

The workshop-based assessments, which used customized questionnaires with 180 targeted questions, ensured a high level of accuracy in the evaluation process. At the same time, all participants were required to answer every question, which resulted in a better understanding of the complexity of organizational management and the interrelation of various issues. Ensuring response anonymity and equal participation for all team members significantly strengthened the results’ acceptance and credibility.

The evaluation of the “Importance” dimension, which along with “Performance,” distinguishes the Region of Crete’s approach, has provided valuable insights into the maturity and organizational culture of individual departments. At the same time, analyzing variations in both perceived importance and performance evaluation can provide valuable insights into different perspectives within the organization. Addressing these differences before planning actions is critical for ensuring group’s shared focus and alignment. The exceptionally high overall importance attributed to CAF—as assessed by 245 participants—further highlights the necessity of adopting modern management models to enhance efficiency and effectiveness in the public sector.

Lesson 2: Focusing on Constancy of Purpose

Long-term success necessitates thoughtful planning, and the consistent execution of actions derived from the self-assessment process, all while maintaining a commitment to the organization’s vision and strategy. Action plans should include detailed measures, timelines, and clearly defined responsibilities and accountability to ensure effective execution and follow-through. While these actions may not always be explicitly mandated by the national legislation—they must be fully and rigorously enforced— which can sometimes lead to misinterpretations. This is where strong leadership is essential, acting as a role model and demonstrating complete commitment from both political and administrative management. Their support is crucial in providing resources required and mobilizing all personnel to ensure successful implementation.

The primary challenge in developing the Project Management system, in accordance with best practices, was securing acceptance and sustained support from all stakeholders. The key to overcoming this was not only a strong management commitment to purpose, but also the provision of appropriate tools tailored to each stakeholder’s role within a project’s multi-level governance structure. In parallel, engaging with the Common Assessment Framework through the self-evaluation process increased the understanding of its importance resulting in more effective use of the PM system.

Lesson 3: Building a Culture of Recognition

Sharing success is essential for fostering a motivated, engaged, and high-performing organization. Recognizing and celebrating accomplishments—both individual and collective—reinforces positive behaviors, strengthens teamwork, and inspires continued excellence. This was identified as a top priority for improvement through the organization’s self-assessment process.

Looking ahead, a key challenge for the Region of Crete could be sharing good practices identified through the implementation of CAF for each General Directorate. The results highlight a lack of information sharing and benchmarking for key initiatives within the organization.

As a first step, this initiative could be implemented at the Directorate-General level, focusing on the services provided by the island’s four Regional Units. Subsequently, the communication and knowledge-sharing project could be expanded to a larger regional scale, encouraging the exchange and adoption of best practices across the DGs.

The communication plan could include outreach activities, ensuring that results are disseminated to other public bodies at both national and international levels, fostering collaboration and enabling organizations to learn from one another.

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About the author(s)

Dr. Nikos Raptakis
Region of Crete
Greece

Other best practices

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Greece
Written by: Dr. Nikos Raptakis
of Region of Crete

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