Dmitry MASLOV ▪ Liliya NURGATINA

Raising Effectiveness and Quality in Public Administration through Application of the Common Assessment Framework (CAF Model): Tatarstan Case

KAZAN (VOLGA REGION) FEDERAL UNIVERSITY SCHOOL OF PUBLIC ADMINISTRATION

Government vs. Governance in Central and Eastern Europe From Pre-Weberianism to Neo-Weberianism? May 22-24, 2014, Budapest, Hungary

Quality ▪ Total Quality Management ▪ Business Models vs. Public Sector ▪ CAF ▪ Europe ▪ Enables ▪ Results ▪ Self-assessment ▪ External feedback ▪ National Correspondents ▪ Tatarstan ▪ QMS-Index ▪ QMS Dashboard

Plan

Keywords

Producer oriented vision Quality = features of the product or service itself Quality = meet the requirements of the standard Quality = «Do things right!»

Customer oriented vision Quality = «fitness for use» Quality = satisfaction of the customer/user/client/citizen Quality = «Do the right things!»

Quality = ?

Do the right things right!

• Results orientation • Citizen/Customer focus • Leadership and constancy of purpose • Management by processes and facts • People development and involvement • Continuous learning, innovation and

improvement • Partnership development • Social responsibility

Total Quality Management

Deming PDCA cycle

• ISO 9000 • LEAN • Kaizen • 6 Sigma • EFQM Excellence Model • etc.

Total Quality Management

Business Methods in Public Sector

Common Assessment Framework The CAF, inspired by the EFQM Excellence Model, is offered as an easy to use tool to assist public sector organisations to introduce Total Quality Management principals thought the comprehensive self-assessment framework

Launch of the CAF

CAF Objectives

• To introduce public administrations into the culture of excellence and the principles of TQM;

• To guide them progressively to a fully-fledged PLAN-DO-CHECK-ACT cycle;

• To facilitate the self-assessment of a public organisation in order to obtain a diagnosis and a definition of improvement actions;

• To act as a bridge across the various models used in quality management, both in public and private sectors;

• To facilitate bench learning between public sector organisations.

Origin and growth of CAF

• First version of CAF launched in 2000 at the European Quality Conference in Lisbon.

• In 2001, a network of national CAF correspondents and the EIPA CAF Resource Centre (CAF RC) were created following the decision of the Directors-General in charge of public service.

• Celebration of 2000 CAF users in 2010, for the moment more than 3000 registered CAF users.

• CAF model translated into 22 languages (including Russian) • CAF 2013 version launched at the 5th European CAF Users’

Event, Oslo, Norway (September 2012). • Sustainable CAF dynamic , with CAF users events, trainings,

national conferences.

Over 3000 registered CAF users in 45 countries and the European institutions

European Institutions and EC: GS Council of the EU DGA2, European Court of Auditors, Europol, EC DG

Admin, EC DG Trans, EC DG Trade, ERA, ECDC, Committee of the regions

Italy 401 Czech Republic 68 EU Institutions and EC 12

Poland 318 Romania 49 Bulgaria 11

Belgium 308 Greece 48 Turkey 8

Germany 266 Spain 46 Latvia, UK 7

Denmark 248 Slovakia 48 Netherlands 6

Portugal 145 Switzerland 24 Ireland, Sweden, Macedonia 5

Hungary 106 France 21 Russia 4

Finland 103 Cyprus 19 Croatia, Iceland 3

Austria 92 Bosnia-Herzegovina 18 China, Namibia, Ecuador 2

Dominican Republic 86 Estonia 18 Tunisia 2

Norway 85 Lithuania 20 Kosovo, Montenegro, Serbia 1

Slovenia 70 Luxembourg 12 Morocco, Brazil, Chile 1

Find out more at caf.eipa.eu

CAF Growth in Europe

228 registered CAF Users in 2005 2066 registered CAF Users in 2010

CAF Model

Enablers criteria

LEADERSHIP

Fields of attention: The examples (not compulsory)

= Good Practices

1.3 1

2

3

4

5

1.4

1.1 1.2

CRITERIA

STRATEGY & PLANNING

PEOPLE

PARTNERSHIPS & RESOURCES

PROCESSES

Example: Criterion 2. Strategy & Planning

2.4 Plan, implement and review innovation and change

2.3 Communicate and implement strategy and planning throughout the whole organisation and review it on a regular basis

9. Key performance Results

2.2 Develop strategy and planning taking into account the gathered information

2.1 Gather information on present and future needs of stakeholders as well as

relevant management information

2. Strategy and Planning

Results criteria

Perception

6.2 6.1

CITIZEN/ CUSTOMER-ORIENTED

RESULTS

CRITERIA PEOPLE RESULTS

SOCIAL RESPONSIBILITY

RESULTS

KEY PERFORMANCE

RESULTS External Internal

6

7

8

9

Performance

Example: Criterion 6. Citizens/Customer-oriented results

6.1 Perception measurements

6.2 Performance measurements

6. Citizen/Customer- oriented Results

CAF Process Baselines

Quality development and self-assessment is a joint project for managers and employees. Knowledge lies in the mind of the people at the workplace. Self-assessment is a unique opportunity to gain overview of the overall strengths and areas of improvement of the organisation – it should not be seen as just another project but rather the platform of all organisational development. Diagnosis are based on consensus on strengths and areas of improvement for each sub criterion with proposed concrete improvement actions related to the areas of improvement. A prioritised action plan should be in line with the strategy of the organisation.

Self-assessment

How to evaluate?

Sub

criterion

1.1.

Strong points

(this is what the

organisation is strong at

with regard to this sub

criteria)

Improvement areas

(this is what the

organisation has to

improve)

…

…

…

…

…

…

Improvement actions

(which are the concrete actions we

propose)

Score

CAF 10 steps

Reason for using CAF

EIPA CAF Resource Centre 2011

Timeframe improvement process

1. Initiation 2. Self-Assessment 3. Improvements

January 2013 February - March March - June July -> Dec 2014

- Project set up - Organisation - Planning - Communication

- Assessment groups - Training - Awareness - Self-assessment - Findings

- Prioritisation - Action plan - Programme - 10 projects

- Implementation - Monitoring - Evaluation - Adjustments - Communication - ALL staff!

CAF users

EIPA

CA

F R

eso

urc

e C

entr

e 2

01

1

CAF External Feedback

A network of CAF Correspondents

CAF in Russia

CAF in Tatarstan

In 2012 Kazan (Volga region) Federal University (KFU), supported by the government of Tatarstan Republic, signed a bilateral agreement with the European Institute of Public Administration (EIPA) and became National partner in field of distributing CAF Model in Russia (with focus on Tatarstan and Volga region).

CAF in Tatarstan

In 2013 in the framework of this agreement KFU School of Public Administration have implemented three activities: 1. Training and Site visits to European CAF user in Germany, Netherlands and Belgium for civil servants of Tatarstan Republic in April; 2. CAF training in Kazan in August for 150 civil servants delivered by EIPA experts; 3. First International Quality Conference in Kazan in December for 200 participants with contributes from National Ministries and Agencies, Administration of the President of Russian Federation, EIPA experts, CAF practitioners from Norway, Lithuania, Slovenia.

CAF in Tatarstan

In 2013 KFU School of Public Administration has implemented a research project “Methodology of analysis and evaluation of effectiveness and quality in public administration (Volga region case)”.

QMS-Index

Quality Management System Index (QMS-Index) is a set of indicators characterizing the level of quality management system in organisation.

QMS-Index is harmonized with the criteria of the CAF Model and the EFQM Excellence Model

One of the main QMS-Index feature is involving employees in the process of diagnostic self-assessment which covers various aspects of the organisation in the framework of desired and achieved level of quality management system

QMS allows to find gaps of misunderstanding between managers and employees.

QMS-Dashboard

QMS-Dashboard

QMS-Dashboard

Kazan (Volga Region) Federal University

School Of Public Administration

e-mail: hspa@kpfu.ru www.hspa.kpfu.ru

Dmitry Maslov maslow@bk.ru