“caf enforcement in the regional administration of the azores – strategies and future...

“International Conference on Implementation

of the Common Assessment Framework”Thessaloniki, on 10 & 11 June 2010

“CAF Enforcement in the Regional Administration

of the Azores – Strategies and Future Challenges”

Government of the Azores Vice-Presidency

Hélio DiasCAF and SIADAPRA Regional

Coordinator

• Regional Administration of the Azores – Context and Government Structure (2 slides)

• CAF Enforcement in the Regional Administration of the Azores – Strategy (4 slides)

• CAF Enforcement in the Regional Administration of the Azores – Results (4 slides)

• Quality measured by CAF in a holistic context of measuring the organizational and individual performance – Challenges (5 slides)

“CAF Enforcement in the Regional Administration of the Azores – Strategies and Future Challenges” - Introduction

2

Summary

• Azores is a Portuguese archipelago, in the

Atlantic Ocean, composed of nine islands

• The Autonomous Region of Azores is one of the

two autonomous regions in Portugal

• Population: 244.780 inhabitants

• Regional administration workers: 18.260

(represents 15% of the azorean workforce)

“CAF Enforcement in the Regional Administration of the Azores – Strategies and Future Challenges” - Context

3

4

“CAF Enforcement in the Regional Administration of the Azores – Strategies and Future Challenges” - Government Structure

4

5

9th Azores Regional Government Programme (2005-2008)Regional Plan for Quality Promotion in Public Services

Companies

(Self)Assessment

CitizensAssessment Audit

CitizenshipPublic Service

Strategic VectorsStrategic Vectors

“CAF Enforcement in the Regional Administration of the Azores – Strategies and Future Challenges” - Strategy

Government Regulation nº 2/2006• Order to create Quality Promotion Groups

• Obligation of Self-Assessment in each organization

• Periodically schedule

Regional Executive Law (DLR nº 29/2005/A)• Self Assessment for Regional Educative Sector

(QUALIS)

• To adapt CAF examples to Public Educative Sector

• Obligation of Self-Assessment in all public schools of

Azores

• Periodically schedule6

Few experiences with CAF in some services

Regional Legislative Law – DLR nº 14/2008/ANew System of measuring performance in the Azores Autonomous Public Services: Integrated System for Management and Evaluation of the Performance for Public Regional Administration of the Azores (SIADAPRA)

2004-2005

2006

2005

2008


6

General CoordinationGovernment Vice-Presidency

Regional Directorate for Organizationand Public Administration

General CoordinationGovernment Vice-Presidency

Regional Directorate for Organizationand Public Administration

To attend the implementation of CAF, permanently

coordinating with the Quality Promotion Groups To train all members of the Quality Promotion Groups and Self

Assessment Teams, in 2006-2007:

20 training sessions - 12h (363 participants)

1 Workshop (163 participants) CAF Manual for regional administration (available at

www.vpgr.azores.gov.pt), considering the specificity

of the azorean strategy To follow up the Improvement Actions Plans

2004-2008


7

Department CoordinationQuality Promotion Groups - 8

Department CoordinationQuality Promotion Groups - 8

(Self) AssessmentTeams (EAA) – 155

[CAF - 117+ Qualis (Schools) – 38]

(Self) AssessmentTeams (EAA) – 155

[CAF - 117+ Qualis (Schools) – 38]

To follow up the implementation

To coordinate the Self

Assessment Teams

To follow up the Improvement

Actions Plan

To report to General Coordination

the Improvement Actions Plan in

a quarterly basis

To develop the Self Assessment

in each Organization

To prepare the Improvement

Action Plans

To send the Final Report to the

Department

Coordination


8

Self Assessment Organizations - Results

Average Score - CAF 2002

1,4 1,4 1,3 1,6 1,2 1,1 1,3 0,9 1,3

012345

1 2 3 4 5 6 7 8 9

Criteria

Sco

re

Average Score

Average Score - CAF 2006

42 33 3144 35

21 25 16 16

020406080

100

1 2 3 4 5 6 7 8 9

Criteria

Sco

reAverage Score

“CAF Enforcement in the Regional Administration of the Azores – Strategies and Future Challenges” - Results

9

Improvement Actions Identified

33%

24%14%

12%

16%

1%

Leadership Human Resources Management

Process Management Strategy and Planning

Partnerships and Resources Key Performance Results


10

47%

30%

23%

In Execution Implemented To be started

Balance of the 316 Identified Improvement Actions

Implemented In Execution To be started Total

94 150 72 316


11

Objectives Achieved

Overall collaborators’ involvement in the Improvement Process

Discovery of the strengths and improvement areas

Measurement of the progress over time, through periodic self-

-assessment

Integration of various quality initiatives into normal “business”

operations

Management by processes and facts

Knowledge of the direction to follow for improvement activities

Self Assessment, the first step to execute the Integrated System for

Management and Evaluation of the Performance for Public Regional

Administration of the Azores


12

Future Challenges

To implement the new System of measuring performance

in the Azores Autonomous Public Services

To apply CAF on the context of the new system

Compare results (benchmarking) and experiences

(Benchlearning)

“CAF Enforcement in the Regional Administration of the Azores – Strategies and Future Challenges” - Challenges

13


SIADAPRA 1Measuring

Organizational Performance

SIADAPRA 2Measuring Individual

Managers Performance

SIADAPRA 3Measuring Individual Workers Performance

SIADAPRA3 subsystems

QUAR(Evaluation and

Responsibility Chart)

BSCActivities PlanCAF or Qualis

Performance Evaluation Form

Performance Evaluation Form

•Excellent Performance

•Good Performance (only 20% could be Relevant in each annual management cycle, 5% of these could be recognized as excellent

•Satisfactory Performance

•Non Satisfactory Performance

•Excellent Performance

•Relevant Performance (only 30% could be Relevant in each annual management cycle, 5% of these could be recognized as excellent

•Satisfactory Performance

•Non Satisfactory Performance

Excellent Performance

Relevant Performance (only 30% could be Relevant in each annual management cycle, 5% of these could be recognized

Satisfactory Performance

Non Satisfactory Performance

Evalu

ati

on

Perf

orm

ance

in

the e

nd o

f each

year

cycl

e

Tools

M

eth

odolo

gi

es

Inst

rum

ents

14

How are services evaluated in each annual management cycle?

By results obtained• Results of effectiveness• Results of efficiency• Results of quality

By internal Quality processes implemented

• Implementing action plans provided by a process of quality tools application, in particularly CAF.

By internal and external recognition

• Workers Satisfaction• Clients Satisfaction• Internal and external audits• Certification and accreditation processes

• Government Member recognition


SIADAPRA 1 - Measuring Organizational Performance

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Criteria – Total Quality Management

Points

Level

1 One of these two situations are observed: 1) the service already applied once the CAF or Qualis. The service was already involved once by the process.

2 One of these two situations are proved: 1) the service applies on present annual management cycle self-assessment using CAF; 2) the service was involved in a process of self-assessment using CAF on present annual management cycle ; 3) The service is in a process of implementation of improvement actions in a sequence of CAF’ application.

3 The service proves that has already applied CAF more than once. The last application demonstrates that the service presents an insignificant evaluation relatively to the penultimate CAF application.

4 The service proves that has already applied CAF more than once. The last application demonstrates that the service presents a positive evaluation relatively to the penultimate CAF application.

5 The service proves that has already applied CAF more than once. The last application demonstrates that the service presents a significant / expressive evaluation relatively to the penultimate CAF application.

6 The service proves that has already applied CAF more than once. The last application demonstrates that the service presents a significant / expressive evaluation relatively to the penultimate CAF application. In addition it was realized one benchmarking or benchlearning action with an homologous service.

7 The service proves that has already started a process of certification based on a recognized national or international methodology.

8 The service proves that it is finalizing a process of certification based on a recognized national or international methodology.

9 The service proves that it is already certified by a recognized national or international methodology.

10 The service proves that has already started a process to run for a second level of process of certification based on a recognized national or international methodology.


16

Which are the directly main consequences of being excellent in each annual management cycle?

The services with best results obtained and quality processes implemented could expect being recognized as Excellent on that annual management cycle inside of their Government Department.

Services with Excellent performance in an annual management cycle, are authorized to increase their relevant and excellent percentages for managers and workers performance to 40% and 10% respectively in the new annual management cycle, with practical effects on their professional careers.


SIADAPRA 1 - Measuring Organizational Performance

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Thank you for your attention!

For more informations please contact

[email protected]

or go to www.vpgr.azores.gov.pt

“caf enforcement in the regional administration of the azores – strategies and future...

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