|Term||DefinitionDefinition of term||CriterionCAF criterion||UsageUsage of CAF term definition||VersionCAF version|
|Leitung#CAF Kommunal||Leitung iS des CAF-kommunal sind die BürgermeisterInnen und leitenden Bediensteten der Gemeinde (vgl. § 42 Nö-Gemeindeordnung). (de)||1.1|
|CAF Kommunal||CAF 2013|
|Verhaltenskodex#CAF Kommunal||Ein Verhaltenskodex ist eine Sammlung von Verhaltensempfehlungen zur Vermeidung von strafbaren Handlungen im Zuge der Berufsausübung (z.B. Korruption). Der Verhaltenskodex dient vor allem dazu den öffentlichen Bediensteten einen Maßstab für ihr tägliches berufliches Handeln zu bieten. Zu den typischen Themenbereichen, die in Verhaltenskodizes geregelt sind zählen die Geschenkannahme, Nebenbeschäftigung, Befangenheit, Amtsverschwiegenheit uvm. (de)||1.1|
|CAF Kommunal||CAF 2013|
THIS IST JUST A TEST ENTRY!
This is the description of the excellent CAF implementation at KDZ!
The Statistics Agency has established a working group (WG) for the CAF implementation with 8 members, the president (chairman) and the secretary of the WG. The self-assessment in BHAS was carried out during May and June 2016. For each important phase of CAF implementation in BHAS, the president of the WG informed all staff via email and provided relevant documents/findings. After the completion of this process, 136 improvement activities have been defined, of which 15 as quick wins and 16 as key activities. The lowest CAF scores are given to sub-criteria 1.3 (score 25), sub-criteria 1.2 and 8.2 (score 30). The highest CAF scores, according to CAF model, are given to sub-criteria 2.1 and 4.3 (score 65) and sub-criteria 2.2. To achieve most of the implementation of CAF improvement actions, WG chose a very suitable and consistent approach that implied owner of defined activity, activity leader, team to carry out the activity, defined area for work improvement, specified limitations and human resources required (estimated working days), resources, product/service that will result from activity realization, start date and end date of activity realization. Implementation of CAF action plans facilitates the permanent use of management tools such as user and staff satisfaction surveys, performance management systems, etc., After CAF education self-assessment implementation, a sharing knowledge about the differences of the new generation of students has grown along with the collective assumption that all the students have the right to succeed regardless their social, cultural or physical background. This major problem was regarded as an improvement opportunity that has led to the creation of a Future Classroom lab, which differs from a regular classroom not only because of the technological equipment and the way space is arranged, but above all because of the active pedagogical methods it implies. This big step gave origin to an action plan which turned out to be a growing change in the way our teachers teach and consequently in the way students learn., More management tools are applied along with the CAF method. The self-assessment has been conducted as part of managerial control system since 2011. Goals and tasks are set and their realization is closely monitored. The risk is gauged and analyzed. Self-assessment is conducted annually and it is based on a managerial control self-assessment questionnaire.
For the past ten years the Quality Management System based on ISO has been continuously developed. It incorporates all areas of the Office’s functioning. Introduction of the System was the strategic decision of the top management made in order to improve the quality of provided services and to improve the effectiveness of work around the Office., The initial design has had three review and improvement cycles based on the CAF and is currently operated with each one of the stakeholders in a special way and adapted to their characteristics, interests and times. We explain the four BSC.
1. -BSC WITH THE ASSOCIATED CENTERS NETWORK (INTER-CENTRES): From UNED Tudela a computer application is facilitated and managed so that each University Centre of the UNED network can access a BSC with the data of the generic indicators of common results to them, being able to visualize objectives, results, comparisons and good practices contributed by 65% of the Centres at present.
We work in collaboration with the Quality Committee of Associated Centres of the UNED. The update of its functionality is annual. The satisfaction of the Directors of Associated Centres with the way of sharing results in the Internal Quality Assurance System is 90% of the participants in a survey.
2. - BSC WITH MEMBERS OF THE BOARD OF TRUSTEES AND STUDENTS: The Centre's leaders generate, each year, a BSC with the main objectives to achieve in the Academic field, University Extension, Quality in Management and Social Responsibility, Technology and Personnel. It is called Annual Management Plan.
It is managed through a computer application. The Directorate conducts quarterly follow-up in leadership meetings and biannual follow-up in Board of Trustees meetings. The average achievement of results is 95%. It is published on the website (Transparency section). The satisfaction of the Patrons with the information is 100%, the last four years.
3. - BSC WITH EACH LEADER FOR THE CENTER'S AREA AND PERSONNEL: The areas mentioned above have enough identity and development to have their own strategic reflection and, therefore, specific BSC and integrated into the Centre's Multi-Year Plans and annual Management Plan.
They are managed by the leaders, also with the qProcesses technology. The individual follow-up is monthly by each leader, and quarterly is shared in face-to-face meetings of leaders. All areas of the Centre carry it out. The satisfaction of people with the knowledge of objectives is between 94% and 100% in the last four years.
4. - BSC WITH MANAGEMENT TEAM: In addition to controlling the evolution of the previous multi-year BSC and the previous BSC, the management team has designed a summarized BSC, based on the strategic critical factors, and oriented to the evolution of competitiveness and innovation. The related information is discussed in the weekly meetings with each leader. The external evaluation team of the Iberoamerican Prize has scored the Strategy and Global Results criteria in the range 760 - 800 points., Change process
The problem was easily seen: The online channel had to be expanded further. The CAF helped define the way this project was shaped by allowing inspection of the general strategy, the definition of the partners, the search for facts and figures, and the step-by-step development of the application according to PDCA principles.
The 2011 CAF showed that there was too little cooperation and communication in the domain across the different departments. For this project, not only was a multidisciplinary team put together, but a network of change agents was also developed in the various departments. These change agents were involved in testing, roll-out, communication, and collecting feedback., The MBO for senior staff was approved in 2006 and it has been implemented since, with the acceptance of the members of this staff.
The new homogenization of this MBO with the objectives of the Citizens Charter, that is, the homogenization of the officials and mobility agents MBO’s have been achieved. This is confirmed by a permanent control of a large quantity of facts, daily collected and monthly analyzed by the operational department of the Body.
The Citizens Charter was approved in 2007 and has been in force since then, reviewed annually and always improved in the citizen’s benefit through the necessary adjustment according to the actual needs.
In 2016 was approved the MBO agreement for agents. This agreement was previously negotiated and approved by the workers’ unions representatives and assemblies, and then accepted by most of the members of the Corps.
In this direction, the Citizens Charter contains ten objectives measured by twenty five indicators that are monthly loaded and analyzed. Up to now, we have most of the 2017 facts already collected (all of them will be available in early February) and we can almost assure that the objectives will be 100% achieved, with the remarkable fact that in absolute figures, the numbers of 2016 has been exceeded by the 2017 results in 12 items and evened in 6, all this out of 23 indicators and only 3 lower (2 were new for 2017 and 3 where improvement areas different every year)., The subject considered in the scope of the case Urban benchmarking as the effect of using self-assessment with the CAF method presented by the Municipal Office in Gliwice is using benchmarking as a systematic comparison method of various aspects of achievements with other Offices whose operation we have deemed good. We are searching new concepts and approaches helpful in the Office improvement.
The project genesis goes back to the Municipal Office in Gliwice identification of the issue which was lack of a system approach to collect data and monitor a unit management efficiency indicator on the supra-local level to enable effective inference and improvement opportunities based on good practices worked out in similar units.
In this regard, in 2004 we developed a procedure of pilot implementation of a benchmarking project. Therefore, we invited the cities which in that time scored the best results in the ranking of cities published by independent institutions. In the years to follow, other cities joined the project and we launched an Internet benchmarking website.
The high interest of the cities was an impulse to further improvement of management methods and tools worked out in the Gliwice benchmarking project. It was possible thanks to obtaining EU funding for this task in 2011. The project implementation for such a vast scale required involvement of reginal institutions, therefore a decision to continue the project within the Silesian Union of Municipalities and Districts gathering the local self-government units of the Silesia province, also including Gliwice. An assumption was to apply a final product in all 127 associated units. Activities of the Silesian Union of Municipalities and Districts allowed a representative identification of the municipal offices’ needs, verification of the rationality of approach to the problem and created good conditions for the project implementation.
The essence of the main problem consisted in:
1. lack of model set of indicators to monitor the effectiveness of key processes taking place in offices,
2. lack of benchmarking methodology taking into account the municipal offices specificities,
3. insufficient level of the managing competence of management personnel with simultaneous lack of model solutions to apply directly,
4. lack of a website intended to disseminate knowledge on management, taking into account the specifics of the public finance sector units,
5. lack of IT tools to support a system approach to data collection and monitor the efficiency indicators on a supra-local level,
6. lack of publicly accessible data base on results of process monitoring in similar units with good practices presentation,
7. problem in restricted opportunities of expert service financing by individual units.
The final product of the project is a system benchmarking research in units’ operation efficiency, including:
1. model set of units’ operation efficiency indicators (expert study),
2. benchmarking methodology with the use of comparative research results (expert study),
3. specialist trainings in management by objectives (MBO) and benchmarking,
4. the project website,
5. IT tools for data collection and processing,
6. comparative research results (in detailed and averaged set),
7. good practices database.
In addition to the recognition of the cities participating in the project, it was also appreciated by the National Supporting Institution for the Centre of European Projects which in 2015 awarded the project leaders with the title of “innovation Leader”., As regards to the collection of data per se, this was carried out by the completion of structured questionnaires by all employees as well as from citizens, followed by the collection and processing of the questionnaires and other documentation by the members of the CWG. The process of data collection and analysis was completed through the discussion and evaluation of the collected data and the rating of the criteria and sub-criteria. All the above were based in the collaboration platform of Google, that is the Google Drive, Google Forms and Google Calendar.
Due to the abovementioned Google collaboration tools, teamwork was easily accessible and free, allowing for an effortless way to get started with online teamwork. Younger workers were familiar with the Google collaboration suite, but it was also easy for the senior collaborators to adapt, making this a comfortable way for all to work together through the cloud., The idea to locate service points of the City Office in shopping malls meets all the above mentioned customers’ needs. First of all the shopping malls are always well-equipped with parking spaces and their infrastructure is always available for people with disabilities. Secondly, service points in shopping malls are open Monday – Saturday which is an extension comparing to regular working time of the Krakow City Office (Monday – Friday). Another considerable benefit for the customers is the possibility of dealing with the official matters when shopping or going to the cinema/restaurant without any additional effort - without a need to visit a dedicated official building or search for parking spaces on the street (majority of buildings of the Krakow City Office have no dedicated parking spaces for the customers or the spaces are very limited because of the area ownership issues). Moreover, during the time of waiting for the service in the service point located in a shopping mall customer does not have to stand in a queue. In all localizations of those service points there are queue management systems which provide all the customers with an information about an approximate hour of service so the customer can go shopping or for example have a coffee.
Results of implementing this new approach to providing services by the City Office were also measured by annual customers satisfaction research. In 2017 research only “number of parking spaces” still remained rated under four on a 5-point scale, but growing consistently every year from 2013 starting. Three other aspects that were rated low before, mainly: accessibility for the disabled people, working hours and waiting time in 2017 reached the level of rating above four., As always, a very innovative approach has been chosen!, The experiences of all pilot communities have been summarized in a CAF Guideline for Communities. In this guideline, the steps as well as success factors in the implementation of CAF programme for interested municipalities are presented., The introduction of innovative technologies and new ways of interaction was met very positively by citizens, a reaction that was noticeable even on the first days of operation. The great positive impact that the developed services had on DTC’s operational performance has resulted in a dramatic decrease of waiting and execution times for the requested administrative tasks. Prior to the deployment of the new innovative solution, the average waiting time on a standing queue was in excess of 90 minutes, while the average time to complete an administrative action (execution time) was estimated at 30-40 minutes. Currently, the average waiting time is 8 minutes and the average execution time is 12 minutes. Citizen feedback is constantly acquired through an online survey, currently showing a 96% satisfaction rate amongst citizens and customers. The described services have been implemented with emphasis on the ability to be adapted, disseminated and transferred to different environments and services. These services can spread across all regional DTCs in Greece and can also be customized and applied to similar organizations in other member states of the EU. In addition, the adoption of the customer-centred design makes the transfer of the services to other citizen service organizations feasible. The project has been selected as a best practice at the 9th European Quality conference which was hosted by the Maltese Presidency of the Council of the European Union (EU) in Malta (15-16 May 2017). In addition, the project has been identified as a Best Practice in the 2017 European Public Sector Awards - EPSA2017 (http://www.epsa2017.eu/) and nominated as one of the 4 finalists for the EPSA 2017 award in the regional category., Ten years later the organisation finds itself in need of a fresh impetus toward improving its performance, which would utilise the experience accumulated so far as well as the mature understanding of the due quality of administrative service, in order to be able to respond to the new normative demands for a systemic approach in total quality management. In compliance with the TQM principles in the public sphere and the best European practices and in co-operation with the Institute for Public Administration, Public Administration Pazardzhik participates in the realisation of Project BG05SFOP001-2.002-0001 “Implementation of the Common Assessment Framework (CAF) in the Administrations”, realised with the financial support of Operative programme “Good management”, jointly funded by the European Union through the European Social Fund, in order to ensure continuous all-encompassing improvement and a high rate of administrative activity in the public sphere. The project is part of the Strategy for the Development of the Public Administration 2014 – 2020, which puts a particular emphasis on the implementation of CAF by 2020. In the period between March and September 2007, Public Administration Pazardzhik carried out the preparation and the execution of the self-assessment procedure and the plan for improvement, which has been set into motion since 1st September 2017. In addition, one of the aims was to assess the degree of organisational development as well as the organisational culture that has been fostered in Regional Administration Pazardzhik during the last decade.