Raising Effectiveness and Quality in Public Administration through Application of the Common Assessment Framework (CAF Model): Tatarstan Case Presentation at the 22nd NISPAcee Annual Conference "Government vs. Governance in Central and Eastern Europe From Pre-Weberianism to Neo-Weberianism?" May 22-24, 2014, Budapest, Hungary

1. 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

2. 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

3. 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!

4. • 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

5. • ISO 9000
• LEAN
• Kaizen
• 6 Sigma
• EFQM Excellence Model
• etc.
Total Quality Management
Business Methods in Public Sector

6. 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

7. Launch of the CAF

8. 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.

9. 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.

10. 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

11. CAF Growth in Europe
228 registered CAF Users in 2005 2066 registered CAF Users in 2010

12. CAF Model

13. 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

14. 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

15. 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

16. Example: Criterion 6.
Citizens/Customer-oriented results
6.1 Perception
measurements
6.2 Performance
measurements
6. Citizen/Customer-
oriented Results

17. 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.

18. Self-assessment

19. 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

20. CAF 10 steps

21. Reason for using CAF
EIPA CAF Resource Centre 2011

22. 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!

23. CAF users
EIPACAFResourceCentre2011

24. CAF External Feedback

25. A network of CAF Correspondents

26. CAF in Russia

27. 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).

28. 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.

29. 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)”.

30. 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.

31. QMS-Dashboard

32. QMS-Dashboard

33. QMS-Dashboard

34. Kazan (Volga Region) Federal University
School Of Public Administration
e-mail: hspa@kpfu.ru www.hspa.kpfu.ru
Dmitry Maslov maslow@bk.ru