1. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
2
SERVICE DESIGN AND DELIVERY IN A DIGITAL AGE
Academies for EaP countries
Quality management
systems and quality
culture
Day 1: General overview of the CAF
Nick Thijs OECD/SIGMA & Tihana Puzić, EIPA

2. Spotlights on the CAF 2020
as an entry point for
structured reforms of public
administration

3. The CAF constitutes a blueprint in performance orientation.
To serve as a tool for public
administration who strive for
excellence in service
delivery.
EXCELLENCE
To boost the internal and
external communication and
employees wellbeing
COMMUNICATION
To reflect the unique features
of public sector
organizations.
UNIQUENESS
To facilitate benchmarking
between public sector
organizations
BENCHMARKING
CAF at a glance

4. History of the CAF Model

5. The European CAF Resource Centre
www.eipa.eu

6. CAF 2020 is
about….

7. The Principles of Excellence
Principles of
Excellence
Results
orientation
Citizens/
Customer focus
Leadership and
constancy of
purpose
Management
of process and
facts
People
development
and
involvement
Continuous
innovation and
improvement
Partnership
development
Social
Responsibility

8. The CAF Model 2020

9. 1.1 Provide direction for the
organisation by developing its
mission, vision and values
1.2 Manage the organisation, its
performance and its continuous
improvement
1.4 Manage effective relations
with political authorities and
other stakeholders
1.3 (NEW)
Inspire, motivate and
support the people
in the organisation
and act as a
role model
Results
6,7,8,9
Criterion 1:
Leadership

10. 2.1 (NEW) Identify the needs
and expectations
of the stakeholders, the
external environment
and the relevant management
information
2.2 (NEW)
Develop
strategies and
plans based on
gathered
information
2.3 (NEW)
Communicate,
implement and
review
strategies and
plans
2.4 (NEW)
Manage change
and innovation
to ensure agility
and
resilience of the
organisation
Enabling
Criterion 9 - Key
performance
results
Criterion
2:Strategy
and Planning

11. Criterion 3: People
(employees)
3.1 (NEW) Manage and improve
human resources
3.2 (NEW) Develop and manage
competencies of people
3.3 (NEW) Involve and empower
the people
and support their wellbeing
Enabling the criterion 7 - people
oriented results

12. 4.1. (NEW) Develop and manage
partnerships with relevant organisations
4.2 (NEW) Collaborate with citizens &
civil society organisations
4.3. Manage finances
4.4. Manage information
and knowledge 4.5. Manage technology
4.6. Manage facilities
Enabling the criterion 6 –
citizens/customers oriented results
& 9 key performance results
Criterion 4:
Partnership &
Resources

13. 5.1 (NEW) Design and manage
processes to increase value
for citizens and customers
5.3 Coordinate processes
across the organisation and with
other
relevant organisations
Enabling the Criterion 9
- key performance results
5.2 (NEW) Deliver products and
services for
customers, citizens, stakeholders
and society
Criterion 5:
Processes

14. The CAF Model
Let`s focus on the results!

18. 9. Key performance results
9.1 External results: outputs and
public value
9.2 Internal results: level of efficiency
9. Key performance results
9.1 External results:
outputs and public value
9.2 Internal results: level
of efficiency

19. Can we enhance gender equality with CAF?

20. 21
Incorporating Gender Analysis: Organizations can include gender analysis as a part
of the self-assessment process. This involves analyzing how policies, practices, and
procedures affect different genders within the organization. The results can help
identify gender gaps and areas for improvement.
Leadership and Governance: CAF's leadership and governance criteria can be
adapted to assess gender balance within leadership roles and decision-making
bodies. Organizations can aim to achieve equal representation of genders at
different levels of leadership.
How to enhance the gender equality with CAF?

21. 22
Human resources: Assessing gender diversity and equality within the workforce can
be integrated into the human resources criteria of CAF. This includes evaluating
equal pay, career development opportunities, family-friendly policies, and flexible
work arrangements.
Service delivery and customer focus: Organizations can assess how their services
cater to the needs of different genders. This could involve evaluating whether
services are inclusive and responsive to diverse gender perspectives.
How to enhance the gender equality with CAF?

22. Communication and stakeholder engagement: Consider incorporating criteria
related to gender-sensitive communication strategies and engagement with
gender-focused stakeholders.
Learning and innovation: Organizations can assess their efforts to promote gender
equality through capacity-building initiatives, training programs, and innovative
approaches that address gender gaps.
How to enhance the gender equality with CAF?

23. Continuous improvement: CAF's emphasis on
continuous improvement aligns well with
gender mainstreaming goals. By regularly
assessing gender-related performance
indicators and addressing identified gaps,
organizations can work toward closing gender
gaps over time.
Monitoring progress: Regularly using CAF with
gender-related indicators allows organizations
to monitor progress in gender mainstreaming
efforts and track improvements over time.
How to enhance the gender equality with CAF?

24. To conclude….