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Revision as of 10:36, 9 October 2019


 DefinitionDefinition of termCriterionCAF criterionUsageUsage of CAF term definition
AccessibilityThe accessibility of public facilities is a key requirement for equal access to public services and high quality of service. Well accessible organisations can be characterised by following aspects: accessibility with public transport, disabled access, opening and waiting times, one-stopshops, using understandable language etc. Digital accessibility is also included,e.g. barrier-free websites. (en)4.5
6.1
6.2
CAF2020
AccessibilityDie Erreichbarkeit öffentlicher Einrichtungen ist eine wesentliche Voraussetzung für einen allgemeinen Zugang zu hochwertigen öffentlichen Dienstleistungen. Gut erreichbare Organisationen zeichnen sich durch folgende Aspekte aus: Erreichbarkeit mit öffentlichen Verkehrsmitteln, barrierefreier Zugang, transparente Öffnungs- und Wartezeiten, Bürgerservicezentren und One-Stop-Shops, einfache Sprache und verständliche Informationen etc. Hierzu zählt auch die digitale Erreichbarkeit, z. B. barrierefreie Websites, Apps etc. (de)4.5
6.1
6.2
CAF2020
AccountabilityDie Verantwortlichkeit besteht in der Verpflichtung, der übertragenen und übernommenen Verantwortung entsprechend zu handeln und über den Einsatz und die Verwaltung von Ressourcen Bericht zu erstatten. Personen, die diese Verantwortlichkeit akzeptieren, haben die an sie gerichteten Fragen zu beantworten und über die ihnen anvertrauten Ressourcen sowie Aktivitäten, die in ihrem Einflussbereich liegen, ihren Verantwortlichen gegenüber Rechenschaft abzulegen. Diese wiederum müssen Rechenschaftslegung einfordern. Somit haben beide Seiten ihre Pflichten zu erfüllen. (de)1.2
5.1
CAF2020
AccountabilityAccountability is the obligation to answer for responsibilities that have been conferred and accepted,and to report on the utilisation and management of entrusted resources. The people who accept accountability are responsible for answering questions and reporting on resources and operations that are under their control to those who have to hold accountability, so both parts have their duties. (en)1.2
5.1
CAF2020
Action planEin Plan für die Umsetzung der Verbesserungsmaßnahmen. Er beschreibt die jeweilige Maßnahme, die Zuständigkeiten, Ziele (z. B. Zielvorgaben und Fristen) und die erforderlichen Ressourcen (z. B. Zeit, Geld). (de)CAF2020
Action planA document containing a plan of tasks, allocation of responsibilities, goals for the implementation of the project (e.g. targets/deadlines) and resources needed (e.g. hours, money). (en)CAF2020
Agile mindsetEin „flexibles Denkmuster“ oder „agiles Mindset“ unterstützt dabei, Veränderungen zu verstehen, die sich aus der Digitalisierung ergeben und diese Veränderungen auf geeignete Maßnahmen zu übertragen. Die wichtigsten Elemente eines agilen Mindsets sind:

- Fehler werden verstanden und als Chance zum Lernen begriffen. - Perfektion wird nicht von Anfang an erwartet. - Der KundInnennutzen steht im Mittelpunkt. - Kooperatives Lernen mit dem Kunden ist Teil des Ansatzes.

Ein agiles Mindset ist zum einen eine Frage der Einstellung bietet im Zeitalter der Digitalisierung zum anderen innovative Ansätze zur Problemlösung in der Reform öffentlicher Verwaltungen. (de)
3.1CAF2020
Agile mindsetAn agile mindset is a mindset that can truly understand the changes brought about by digitalisation and translate them into appropriate actions. Key elements of an agile mindset are:
  • Collective intelligence surpasses individual services.
  • Errors are understood as a learning opportunity.
  • Perfection is not required from the beginning.
  • Customer benefits are the focus.
  • Collaborative learning with the customer is part of the approach.
An agile mindset is thus an attitude as well as an innovative approach to problem solving that can push forward public administration reforms in the age of digitisation. An agile mindset is required at both management and staff level. (en)
3.1CAF2020
AgilityAgilität bezeichnet die „Fähigkeit einer Organisation, schnell auf Veränderungen einzugehen und die eigene Organisation rasch auf diese neuen Herausforderungen auszurichten. In der Praxis bedeutet dies eine schnelle Anpassung an wirtschaftliche und ökologische Veränderungen in produktiver und effizienter Art und Weise. Die Fähigkeit lässt sich durch innovative Scrum-, Kanban-, Lean- oder Konzeptionsmethoden und einem „agilen Mindset“ auf Führungs- und MitarbeiterInnenebene durch gezielte Schulungsmaßnahmen erreichen. (de)1.1
1.2
1.3
2.4
6.1
7.1
CAF2020
AgilityAgility refers to the ‘ability of an organisation to rapidly respond to change by adapting its initial stable configuration’. This practice helps to rapidly adapt to market and environmental changes in productive and cost-effective ways. This ability can be achieved through innovative methods such as scrum, kanban, lean, design thinking as well as supporting an ‘agile mindset’ on management and staff levels through customised training. (en)1.1
1.2
1.3
2.4
6.1
7.1
CAF2020
Appraisal/performance appraisal/performance interviewsPerformance appraisal needs to be understood in the management context. Usually, the management system of an organisation will include the assessment of individual employees’ job performance. This practice helps to monitor the departmental and overall organisational performance by aggregating the individual performance at different management levels within the organisation.


The personal appraisal interview between the individual employee and their line manager is the most common way for appraisal to be carried out. During the interview, in addition to an appraisal of performance, other aspects of the individual’s employment can be assessed including level of job knowledge and competences from which training needs can be identified. In a TQM approach, the PDCA, based on continuous improvement, is used at the individual level: PLAN the job for the coming year, DO the job, CHECK your outcomes during the performance appraisal interview and ACT if necessary for the next year: the objectives, the means and the competences. There are several ways to increase the objectivity of performance appraisal:

  • The upward appraisal where managers are evaluated by employees directly reporting to them.
  • The 360 degrees appraisal where managers are evaluated from different points of views: general managers, peers, collaborators and customers. (en)
3.1CAF2020
Appraisal/performance appraisal/performance interviewsDie Leistungsbeurteilung ist im Führungszusammenhang zu verstehen. In der Regel umfasst das Führungssystem einer Organisation auch die Beurteilung der Leistungen, die MitarbeiterInnen in ihrer Funktion erbringen. So kann sowohl die Leistung der einzelnen Abteilungen als auch die der Gesamtorganisation – als Summe der individuellen Leistungen – überprüft werden.

Das MitarbeiterInnengespräch, das die direkten Vorgesetzten mit jedem/r ihrer MitarbeiterInnen führen, stellt die am häufigsten angewandte Beurteilungsmethode dar. Über die Leistungsbeurteilung hinaus können in diesen Gesprächen auch andere Aspekte des Arbeitsverhältnisses thematisiert werden, beispielsweise die Einschätzung des Niveaus einschlägiger Fachkenntnisse und Kompetenzen sowie die Ermittlung des Schulungsbedarfs. So wird im Rahmen von TQM der PDCA-Zyklus der kontinuierlichen Verbesserung auf der Ebene der einzelnen MitarbeiterInnen angewandt: die Aufgaben für das kommende Jahr planen (PLAN), die Aufgaben ausführen (DO), die erbrachte Leistung während des Beurteilungsgespräches überprüfen (CHECK) und für das kommende Jahr anpassen (ACT): Ziele, Mittel und Kompetenzen. Es gibt mehrere Möglichkeiten, um die Objektivität der Leistungsbeurteilung zu erhöhen: -Führungskräftefeedback: Die Beurteilung von Führungskräften durch deren MitarbeiterInnen.

-Die 360°-Beurteilung: dabei werden Führungskräfte aus verschiedenen Perspektiven beurteilt: von der obersten Führungsebene, den KollegInnen auf gleicher Ebene, von MitarbeiterInnen und KundInnen. (de)
3.1CAF2020
Artificial Intelligence (AI)AI is the ability of a computer program to think and learn. It is also a field of study which tries to make computers ‘smart’. An AI system can also acquire, represent and manipulate knowledge. This manipulation concerns the ability to deduce or infer new knowledge from existing knowledge and to use representation and manipulation methods to solve complex problems. (en)4.5CAF2020
Artificial Intelligence (AI)Hiermit wird die Fähigkeit eines Computerprogramms beschrieben, das denken kann und lernfähig ist. Auch das Forschungsgebiet für „smarte“ Computer wird hierunter verstanden. Ein KI-System kann außerdem Wissen erwerben, darstellen und steuern. Diese Steuerung betrifft die Fähigkeit, neues Wissen aus vorhandenem ab- oder herzuleiten und Darstellungs- und Steuerungsmethoden zu verwenden, um komplexe Probleme zu lösen. (de)4.5CAF2020
AuditEin Audit ist eine unabhängige Bewertung und Überprüfung der Aktivitäten einer Organisation sowie der von ihr erzielten Ergebnisse. Die geläufigsten Audits sind: Finanzaudit, operatives Audit, IT-Audit, Normkontroll- oder Verfahrensaudit, Management-Audit. Es lassen sich drei Ebenen von Auditierungsverfahren unterscheiden:

– Internes Audit durch das Management. – Internes Audit durch eine unabhängige Organisationseinheit. Diese kann neben der Einhaltung bestimmter Standards und Regelungen auch die Effektivität des internen Managements der Organisation überprüfen.

– Externes Audit durch eine unabhängige, außerhalb der Organisation angesiedelte Stelle. (de)
9.1
9.2
CAF2020
AuditAuditing is an independent appraisal function to examine and evaluate the activities of an organisation and its results. The most common audits are: financial audit, operational audit, ICT audit, compliance audit and management audit. Three levels of auditing control activity can be distinguished:

Internal control, which is carried out by management. Internal auditing by an independent unit of the organisation. In addition to compliance/regulation activities it may also have a role in controlling the effectiveness of the organisations internal management.

External auditing, performed by an independent body from outside the organisation. (en)
9.1
9.2
CAF2020
Automation/automatisationCitizens’ expectations of the public administration are high in times of digitalisation. They want services that are available at all times, meet individual citizens’needs and offer fast services. In order to meet the expectations of the citizens and to reduce their own expenditure of time as well as to quickenthe internal processing time, the comprehensive automation of the processes in public administration is an indispensable prerequisite. In addition, automation is essential in order to advance digitalisation. Automation in the public sector therefore deals with the question of which tasks and services can be provided automatically, without human interference (e.g. data processing, automatic application). (en)4.5CAF2020
Automation/automatisationDie Erwartungen der BürgerInnen an die öffentliche Verwaltung sind in Zeiten der Digitalisierung hoch. Sie verlangen Dienstleistungen, die jederzeit verfügbar sind, die Anforderungen des/der Einzelnen erfüllen und schnell abgewickelt werden. Um die Erwartungen der BürgerInnen zu erfüllen, ihren Zeitaufwand zu senken und die Bearbeitungsdauer zu reduzieren, ist eine umfassende Automatisierung der Prozesse in der öffentlichen Verwaltung eine unerlässliche Voraussetzung. Außerdem ist eine Automatisierung die Grundlage für den Ausbau der Digitalisierung. Die Kernfrage, die sich bei der Automatisierung der öffentlichen Verwaltung stellt, ist, welche Dienstleistungen automatisch und ohne persönlichen Kontakt erbracht werden können (z. B. Datenverarbeitung, automatisierte Anträge). (de)4.5CAF2020
Balanced scorecardDie Balanced Scorecard (BSC) ist eine Methode, mit der anhand verschiedener quantitativer Messungen der Erfolg einer Organisation bei der Umsetzung ihrer Aufgaben und strategischen Ziele bewertet wird. Die Messungen beziehen sich auf vier Aspekte: Innovation und Lernen (MitarbeiterInnenführung), interne Prozesse, KundInnen, Finanzen. Die Kennzahlen/Messwerte für jeden Aspekt stehen in Ursache-Wirkung-Beziehung zueinander (gute Kennzahlen/Messwerte bei den Ursachen führen zu guten Messwerten bei den Ergebnissen). Diese Beziehungen beruhen auf Annahmen, die einer ständigen Überwachung bedürfen.

Die BSC kann für das Management ein nützliches Kommunikationsinstrument sein, mit dem es die MitarbeiterInnen und andere Interessierte über den Umsetzungsstand des Strategieplans informiert. Die Balanced Scorecard wird in Europa zunehmend auch im öffentlichen Sektor genutzt.

Für die CAF-Selbstbewertung kann sie eine wichtige Datenquelle sein. (de)
CAF2020
Balanced scorecardThe balanced scorecard (BSC) is a whole of quantitative measurements evaluating to what extent the organisation succeeds in achievingits mission and strategic objectives. These measurements are built up around four viewpoints: innovation and learning (people management), internal processes, customers and financial management. The indicators of each approach are linked to each other through a cause–effect relationship. These relationships are based on hypothesises that have to be monitored permanently. The BSC is also very useful as a communication tool for management to inform the people in the organisation and the stakeholders to what extent the strategic plan has been achieved. The balanced scorecard is increasingly used in the public sector in Europe. It should be noted that the balanced scorecard can be used within the CAF assessment. (en)CAF2020
BarrierefreiheitBarrierefreiheit bedeutet, dass der Zugang zu öffentlichen Organisationen, Gebäuden, Plätzen, Arbeitsstätten, Freizeitangeboten usw. für alle Personen ohne fremde Hilfe gleichermaßen erfolgen kann. (de)6.1CAF2020
BenchlearningBenchmarking in European Public Administrations usually focuses on the learning aspects and is now more commonly referred to as ‘benchlearning’, as learning how to improve through sharing knowledge, information and sometimes resources. It is recognised as an effective way of introducing organisational change. It reduces risks, is efficient and saves time. (en)CAF2020
BenchlearningIn der öffentlichen Verwaltung Europas konzentriert sich das Benchmarking meist auf das Lernen voneinander und wird deshalb häufig als „Benchlearning“ bezeichnet. Das Erlernen von Methoden, wie Organisationen sich durch den Austausch von Wissen und Informationen oder gar von anderen Ressourcen verbessern können, wird als wirksamer Impuls für Veränderungen angesehen. Benchlearning mindert Risiken, ist effizient und spart Zeit. (de)CAF2020
BenchmarkingThis is a measured achievement at a high level (sometimes referred to as ‘best-in-class’see best/good/inspiring practice below); a reference or measurement standard for comparison; or a performance level which is recognised as the standard of excellence for a specific process. There are numerous definitions of benchmarking but the key words associated with benchmarking are ‘to make comparison with others‘. ‘Benchmarking is simply about making comparisons with other organisations and then learning the lessons that those comparisons reveal’ (Source: European Benchmarking Code of Conduct). (en)9.1
9.2
CAF2020
BenchmarkingEin Benchmark ist eine gemessene Leistung auf hohem Qualitätsniveau (auch als „Klassenbester“ bezeichnet, s. Best/Good/Inspiring Practice unten), eine Bezugsgröße oder ein quantitativer Standard für Vergleiche, ein Leistungsniveau, das für einen bestimmten Prozess als Spitzenleistung anerkannt wird. Es gibt für diesen Begriff zahlreiche Definitionen, doch im Kern bedeutet er „sich mit anderen zu vergleichen“. „Ziel des Benchmarking ist es, aus den Erkenntnissen der Vergleiche mit anderen Organisationen zu lernen“ (Quelle: European Benchmarking Code of Conduct / Europäischer Benchmarking-Verhaltenskodex). (de)9.1
9.2
CAF2020
Best/good/inspiring practiceThese involve superior performances, methods or approaches that lead to exceptional achievement. Best practice is a relative term and sometimes indicates innovative or interesting business practices, which have been identified through benchmarking. As with benchmarking it is preferable to talk about ‘good practice’ or ‘inspiring practice’ since one cannot be sure that there is not a better one. (en)5.1CAF2020
Best/good/inspiring practiceÜberdurchschnittliche Leistungen, Methoden oder Vorgehensweisen, die zu außergewöhnlich guten Ergebnissen führen. Mit „Best Practice“ werden Vorgehensweisen von Organisationen bezeichnet, die aufgrund von Leistungsvergleichen (Benchmarking/Benchlearning) als besonders innovativ und/oder interessant angesehen werden. Da schwer zu definieren ist, was „optimal“ ist, ist der Begriff „Good Practice“ oder „Inspiring Practice“ vorzuziehen. (de)5.1CAF2020
Big dataData is considered to be the raw material of the twenty-first century. Big data companies as well as states are expecting new impulses for economic growth and public value. Big data is characterised through three central features: data volume, data diversity and data speed. Due to the progressive digitalisation of almost all areas of society, the amount of fundamentally available data is increasing. Big data analytics provide versatile insights e.g. in the field of public safety (‘prospective policyanalysis’), services of general interest, education, and social and innovation policy. (en)4.5CAF2020
Big dataDaten gelten als Rohstoff des 21. Jahrhunderts. Wirtschaft und Staaten erhoffen sich dadurch u.A. neue Impulse für Wirtschaftswachstum und einen Mehrwert für die Gesellschaft. Big Data lässt sich anhand von drei zentralen Punkten charakterisieren: Datenmenge, Datenvielseitigkeit und Datengeschwindigkeit. Aufgrund der fortschreitenden Digitalisierung in nahezu allen Bereichen der Gesellschaft nimmt der Umfang von allgemein verfügbaren Daten zu. Die Analyse von Big Data liefert vielschichtige Einblicke und mögliche Zukunftstrends, z. B. im Bereich öffentliche Sicherheit, Dienstleistungen von allgemeinem Interesse und im Bereich der Gesellschafts- und Innovationspolitik. (de)4.5CAF2020
Bottom-upRichtung, in der in einer Organisation beispielsweise Informationen oder Entscheidungen weitergegeben werden: von der unteren zur oberen Ebene. Das Gegenteil ist Top-down (von der oberen bis zur unteren Ebene). (de)CAF2020
Bottom-upThe direction of the flow of, for example, information or decisions from lower levels of an organisation to higher levels is known as ‘bottom-up’. The opposite is top-down. (en)CAF2020
BrainstormingThis is used as a teamworking tool to generate ideas without constraints in a short period of time. The most important rule is to avoid any kind of criticism during the ideas production phase. (en)CAF2020
BrainstormingWird als Instrument der Teamarbeit genutzt, um innerhalb kurzer Zeit und ohne jegliche Einschränkung Ideen zu entwickeln. Als wichtigste Regel gilt dabei, dass in der Phase der „Ideenproduktion“ keine Kritik geäußert wird. (de)CAF2020
Budgetary/financial transparencyDer Grundgedanke hinter der Offenlegung von Haushalten verfolgt das Ziel, Informationen zum öffentlichen Haushalt über das Internet umfassend, verständlich, nachvollziehbar und frei zugänglich zu machen. Um eine höhere Haushalts-/Finanztransparenz zu erreichen, werden Haushaltsdokumente, Initiativen zu öffentlich zugänglichen Haushalten (www.openspending.org), Netzwerkinitiativen und eine ansprechende Visualisierung von Finanzdaten veröffentlicht und eine Einbindung der BürgerInnen in den Haushaltsplanungsprozess vorgesehen (informieren, kommentieren, besprechen, beteiligen). (de)4.3CAF2020
Budgetary/financial transparencyThe idea of opening up the budget basically pursues the aim of providing comprehensive, understandable, comprehensible and freely accessible information on public budgets via the Internet. To reach higher budgetary/financial transparency efforts are made in the publication of budget documents, open budget initiatives (www.openspending.org), networking and appealing visualisation of financial data up to the involvement of citizens in household processes (inform, comment, discuss, participate). (en)4.3CAF2020
Business process re-engineering (BPR)The idea of BPR is to completely redesign the process, which creates opportunities for making a big leap forward or for accomplishing an important breakthrough. Once this new process has been implemented, there can be a return to searching for ways to make gradual continual improvements to optimise the process. (en)CAF2020
Business process re-engineering (BPR)Die Grundidee hinter BPR ist eine vollständige Neugestaltung eines Prozesses, um neue Chancen zu nutzen, oder die Weichen für einen wichtigen Weiterentwicklungsschritt zu stellen. Sobald dieser neue Prozess umgesetzt wurde, kann die kontinuierliche Verbesserung dieses Prozesses fortgesetzt werden. (de)CAF2020
CAFCommon Assessment Framework The Common Assessment Framework (CAF) is a total quality management tool developed by the public sector for the public sector, inspired by the Excellence Model of the European Foundation for Quality Management (EFQM). It is based on the premise that excellent results in organisational performance, citizens/customers, people and society are achieved through leadership driving strategy and planning, people, partnerships, resources and processes. It looks at the organisation from different angles at the same time: the holistic approach to organisation performance analysis. (en)CAF2020
Change ManagementChange management involves both generating the needed changes in an organisation, usually preceded by modernisation and reform agendas, and mastering the dynamics of change by organising, implementing and supporting the change. Effective change management requires strong leadership, transparent communication and clear structures. Therefore a mix of different instruments and approaches is needed to stimulate change efforts, and set and execute change goals e.g. project management, innovation circles, change ambassadors, benchmarking and benchlearning, pilotprojects, monitoring, reporting and implementing PDCA. (en)CAF2020
Change ManagementChange Management (Veränderungsmanagement) bedeutet zum einen das Anstoßen von Veränderungen in einer Organisation, die z. B. im Rahmen von Modernisierungs- und Reformplänen notwendig werden. Zum anderen geht es darum, die Dynamik des Veränderungsprozesses durch das Planen, Umsetzen und Fördern der Veränderungen gezielt zu steuern. Ein effektives Change Management verlangt Führungsstärke, transparente Kommunikation und klare Strukturen. Daher sind verschiedene Instrumente und Ansätze erforderlich, um Veränderungsbestrebungen und die Umsetzung von Veränderungszielen anzuregen, z. B. Projektmanagement, Innovationszyklen, VeränderungsbotschafterInnen, Benchmarking und Benchlearning, Pilotprojekte, Überwachung, Berichte und Umsetzung von PDCA. (de)CAF2020
Citizen/customerThe term citizen/customer is used to emphasise the dual relationship between the public administration on the one hand, the users of public services, and on the other hand, all the members of the public, who as citizens and taxpayers have a stake in the services and their outputs. (en)1.1
1.2
1.4
2.2
2.4
3.1
4.2
4.5
4.6
5.1
5.2
5.3
6.1
6.2
7.2
8.1
8.2
CAF2020
Citizen/customerDer Begriff BürgerIn/KundIn umschreibt das komplexe Verhältnis zwischen Verwaltung und den NutzerInnen öffentlicher Dienstleistungen und sämtlichen Mitgliedern der Gesellschaft, die als BürgerInnen und SteuerzahlerInnen ein berechtigtes Interesse an diesen Dienstleistungen und deren Ergebnissen haben. (de)1.1
1.2
1.4
2.2
2.4
3.1
4.2
4.5
4.6
5.1
5.2
5.3
6.1
6.2
7.2
8.1
8.2
CAF2020
Co-DecisionCo-decision refers to questions of involvement of citizens and clients in decision-making processes of public administrations. Examples range from citizen participation procedures in the areas of townscape design, preparing infrastructure decisions, to issues of preparing public spending decisions. (en)4.2
5.2
CAF2020
Co-DecisionBei der Mitentscheidung werden BürgerInnen/KundInnen in den Entscheidungsprozess öffentlicher Verwaltungen eingebunden. Die Beispiele reichen von Verfahren zur BürgerInnenbeteiligung bei der Stadtentwicklung, über die Ausarbeitung von Infrastrukturentscheidungen bis hin zu Themen rund um die Ausarbeitung öffentlicher Ausgabenentscheidungen. (de)4.2
5.2
CAF2020
Co-DesignCo-design is the framework for involving citizens and customers in (further) development of public services. Examples of this are innovation workshops, design-thinking workshops and structured feedback loops, which record the feedback from citizens and customers in a structured manner and make them useful for the further development of service processes. (en)4.2
5.2
CAF2020
Co-DesignDie Mitgestaltung liefert den Rahmen für die Einbindung von BürgerInnen und KundInnen in die (weitere) Entwicklung öffentlicher Dienstleistungen. Hierfür stehen beispielsweise Innovationsworkshops, Konzeptionsworkshops und strukturierte Feedback-Schleifen zur Verfügung, bei denen das Feedback von BürgerInnen und KundInnen strukturiert erfasst und für die weitere Entwicklung von Dienstleistungsprozessen genutzt wird. (de)4.2
5.2
CAF2020
Co-EvaluationCitizens express themselves on the quality of public policy and on the services they receive. (en)4.2CAF2020
Co-EvaluationBürgerInnen bringen ihre Ansichten zur Qualität öffentlicher Politik und zu den erhaltenen Dienstleistungen zum Ausdruck. (de)4.2CAF2020
Co-ProductionCitizens are involved in the production and/or delivery cycle of services and their quality. (en)5.2CAF2020
Co-ProductionBürgerInnen sind in die Produktion und Erbringung von Dienstleistungen und in ihre Qualität eingebunden. (de)5.2CAF2020
... further results

Criterion 1.1

1.1



Kosovo

Action plan

action plan

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.

Mypension.be is now connected with ebox citizens, which allows citizens to read the documents from mypension.be on other (non-government) plaforms such as doccle, bank applications and more., 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.