Presentation given by ReSPA at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.

1. Building the foundations by partnering in excellence
Path of ReSPA toward the Regional QM Centre (2012-2021)- 7 key steps
1.Public Administration reform
• Evolving PAR strategies, SIGMA OECD principles for PAR in 2014, QM in PAR strategies, different
actions and tendencies in WB administration (legislation, soft policy measures)
2.Capacity building in/for the region (ReSPA and in synergy with others)
• 2011-2014 - training on CAF with EIPA, GiZ – first indication for needed interest came from
administration of N.Macedonia, GiZ started in BiH with good results, training were well evaluated back
in the administrations – impetus for progressing
3.Establishment of ReSPA QM Working group in 2015
• Regional QM Working Group platform to effectively exchange the state of play, needs,goals and
priorities for each administration, examples of good practice and challenges on the issue of QM
• pivotal actors dealing with public sector Quality Management in ReSPA’s Member countries(mix-policy
makers, senior public officials),

2. Building the foundations by partnering in excellence
Path of ReSPA toward the Regional QM Centre
4.Analytical papers / Methodological toolkits
Needs assessments,feasibility study
• QM baseline analysis 2017, panoramic view of needs and expectations
• Feasibility study on establishment of RQM Centre, 2018 – raison d’etre, how to address low quality
management maturity and lacking capacities in the region,building blocks, strength of QM initiatives for
fruitful regional cooperation, supporting SIGMA principles for the EU-accession path.
• Regional study on service delivery, 2019
5.Conferences, programme big events
Events dedicated to QM or promoting QM
• ReSPA Annual Conference Innovation in PA (2017),ReSPA - KDZ Danube Governance Hub forum, 7-8
November 2019, Vienna, Austriacolleagues from EaP administrations
• Western Balkans Public Administration Awards, November 2020,Seasonal School on

3. Building the foundations by partnering in excellence
Path of ReSPA toward the Regional QM Centre
6.CAF Piloting 2018 in 4 administrations - 5 institutions
• attracting interest for CAF pilots – via QM Working Group, CAF Correspondents, Liaison Officers
• important institutions (Ministry of PA in Serbia and Montenegro) – spill oout effect building up on this in
Serbia, formal and informal spreading the spread the information
• Impact-evaluation-introduction of QM in the public administration, in some administrations there
was no understanding how QM is important reform at the institutional level
7. Developing internal capacities (from 2011)
• Training on CAF all ReSPA,
• ReSPA staff as trainers in pilots along the mentors,
• CAF in ReSPA 2018, CAF ECU Label in 2020,
• CAF in ReSPA in 2023

4. Baseline Analysis 2017
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Training
Promotion
Consulting on implementation and maintenance
Advocacy for political by-in
Advocacy for allocation of financial resources
Networking in the region
Networking in the EU
Creation of an unique QM platform (sharing products, studies, guidelines, best practices etc.)
Other
Expectations related to QM

5. Feasibility Study on Establishment of RQMC
Awareness
raising
Capacity
buidling via
training
Knowledge
generation &
dessimination
Support QM
implementation

6. Building the foundations by partnering in excellence
Regional QM Centre -formally established within the structure of ReSPA in February 2021-
Memorandum on Establishment and Operation as central point of QM expertise for
Members, and services according to EU standards, acts as CAF Resource Centre.
RQMC objectives translated into the programme:
✓Acts as CAF Resource Centre- implement CAF projects (13), acts as National Organizer for
Effective CAF User Certification- Proof of CAF-Excellence Standards (2+6)
✓Fosters two regional networks – CAF Network and PEF Network
✓Capacity building – trainings, thematic meetings, conferences
✓Research, policy inputs –bi annual needs assessment, 2 national Roadmaps,
✓Cooperates with international partners – coaching and mentoring, cooperation,
participation in WG
✓ Promotion

7. Building the foundations by partnering in excellence
Provision of integrated Services:
1. CAF projects ( 7 in 2022, 2023 +CAF in ReSPA) in total 13
• (CAF in practice of RQMC and in ReSPA -how we attract, implement, make visible etc)
• Role of CAF in the reforming of PA - CAF performs as potential (proven) driver of PAR in the region
CAF organisations have common understanding and view of their organisation including a clear
perspective on how to improve and to innovate
2. CAF External Feedback – (2 awarded ECU Label, 6 ongoing procedures)
• external insight into what had been done, opening up new perspectives for work on quality in the
future, prestigious lable, success in CAF efforts visible internally and externally )-generating more
interest for CAF
• RQMC act as national Organiser in implementing PEF procedure that might result in ECU label
(proven excellence), basis EUPAN Guidelines, engages couple of evaluators from PEF Network
• Technical coach and mentoring

8. Building the foundations by partnering in excellence
Regional QM Centre (2021 onwards)
Effects of provision of integrated Services:
2. Two regional Networks
• CAF Network is part of QM WG (11 members, CAF Correspondent and experienced QM official)
CAF Ambassadors in their administrations, attracting CAF applicants, spreading the info on CAF and
RQMC, exchange knowledge, feedback to RQMC
• PEF Network, 31 trained, certified external CAF Evaluators for PEF Procedure, intensive exchange of
experience, regular meetings to maintain and strengthen the capacities
3. Capacity building
• focused training on CAF (up to 300 officials to date), training for external CAF evaluators, country
conference, CAF Open day (include CAF Users)

9. Building the foundations by partnering in excellence
Regional QM Centre (2021 onwards)
4. Research and policies in QM
• Two national policies (Roadmap MNE, National Plan NMKD) result in having clear strategic
approach for QM of the government, monitoring of QM and CAF, QM unit or officials
• Periodical Regional QM Analysis – bi annual needs assessment – 2022, level of application of
QM/CAF, needs and recommendations for improvement-RQMC monitors the situation
5. Cooperation with international organisations-OECD SIGMA, EIPA, KDZ Austria (mentoring 2022,
2023), cooperation on different initiatives-research, informing EIPA on ECU label awarded, WG for PEF
revision, joint support to CAF Correspondents,
6. Promotion, ReSPA webpage https://www.respaweb.eu/77/pages/10/rqmc , CAF brochure, videos ,
testimonials
PLANS – continue providing services, strengthen internal capacities, upgrade CAF database,
online tool for CAF Questionnaire, CAF Users to EU good practices, methodologies measuring
users’ satisfaction, compendium of good practices, KMP

10. Building the foundations by partnering in excellence
Summarised experience/hints/No “one-size-fits all”
❖Gradual growth with implementation of capacity building and research activities,
networking – building QM network, in parallel
❖Important research/needs analysis, capacity building tailor made,
❖learning from the best (GiZ, EIPA, SIGMA, KDZ)
❖respecting different models of addressing QM in PAs, with laws, with strong PAR
strategies, with soft policy measures-support and acknowledgment

11. Building the foundations by partnering in excellence
Summarised experience/hints/No “one-size-fits all”
❖Political support - ministerial conferences, ReSPA high level policy dialogues
❖supporting implementation of QM measures from PAR Strategies (Roadmaps and National
Plans)
❖ advantage of having central place of expertise and provision of integrated services RQMC
based on EU standards ( CAF, PEF for ECU label, training includes all PAs, assistance to
policies efforts, promotion, cooperation with international organisations)
❖Possibility to have the National Organiser for CAF External feedback-based on EU
Standards, free of charge, in local language free of chargeget the

12. Building the foundations by partnering in excellence
Instead of recommendations (success factors)
✓ focus on the content not on the model – (aim integrated services tailor-made to the
needs OR)
✓ QM (and CAF) requires leadership – as the key “entry” factor - understanding that
QM is the drive of the PAR, CAF organisations will improve improve and innovate,
link with other reform areas and approaches (accountability, efficiency, PFM, user
centric etc)
✓ Needs assessments/researches and monitoring of the needs are indispensable

13. Building the foundations by partnering in excellence
Instead of recommendations
✓ Coaching and mentoring in technical part
✓ Ensure bench learning (CAF users-first hand experience, variety of institutions)
✓ Training with clear purpose (who is trained-role after the training, management
approval )
✓ Networking-regional cohesion, exchange of knowledge, healthy competition

14. Building the foundations by partnering in excellence
CAF in ReSPA
2018 – SAG all ReSPA, all measures were implemented by the end of 2021
2020 - CAF Effective User Label
2023-Objectives vs. outputs 113 measures – 10 quick wins, 79 long term
measures, monitoring assured
• Achieve a common understanding about the most important and strategic
improvement activities of ReSPA for the next 2 years
• Carve out “Quick-Wins” – What can be implemented quickly?
• Concretize the most important improvement actions of ReSPA
• Fine-tuning of the project management structure for implementing the CAF Actions
– What has to be done by Whom, till When?

15. Building the foundations by partnering in excellence
CAF in ReSPA
Why CAF
Useful - ads more (higher) standards, long term commitment of leadership and
staff, tackles difficult issues, exposes good and weak points, pushes to action
(quick wins and long term measures), communicated to stakeholders
Likable - democratic and flexible, joint endeavor based on consensus,better
understanding of own organization and external connections, importance of
external connections, innovation, engaging
What if fails - can happen, change in leadership, another cycle (example)