Lessons learned on the self-assessment process: some FAQs

1. Lessons learned on the self-assessment process: some FAQs Dr. Christian Engel State Chancellery of Northrhine-Westfalia / Germany European Institute of Public Administration (EIPA November 2003

2. FAQ 1: „Translation“ possible? • „Translation“ and „adaptation“ are not only possible but desired and helpful (several Member States have taken such initiatives) • CAF needs to remain flexible to be used in various contexts and situations

3. FAQ 2: Relation with other activities / reforms • Administrations across Europe are engaged in a large number of reform initiatives and processes • CAF intends to build a logical framework around these and should where possible to be linked to existing initiatives and actions • Not an alternative but a supplement.... • „Wrong“ presentation can lead to communication breakdown (CAF as a „Model“)

4. Quality Circles ISO 9000 People Surveys Investors in People User Manuals PD BSC Performance Management Citizen/ Customer Surveys Mission Development Audits Citizen or Service Charters ISO 14000 Budgeting, Accounting Benchmarking CRM Info Acts

5. FAQ 4: Valid for which organisations? • Previous experience with / knowledge of „quality management“ not required (and may even cause problems) • A certain level of maturity should be in place • The type of organisation is not really relevant • And the size? Quality rarely starts in the whole organisation!

6. Values in TQM General values Learn and Critisize Managing Conflicts Open Com- munication Dialogue Look to the future Culture of Trust Dealing with uncertainty Problem- solving Positive Image ofMen

7. FAQ 4: When is the right time? • Right the 1st time? • The CAF can in principle be used at any time for different purposes: from simple „health check“ to a full action plan / internal reform programme • But: the CAF should normally not • be used for „nasty“ purposes (cutting back on finances or staff) or • Be used in periods of serious „turbulence“

8. FAQ 5: How to convince colleagues and managers? • Convincing everyone is difficult or impossible (at least in the beginning) • Key players – a critical mass – need to be won over (e.g. personnel managers; financial managers; „leaders“): support can then develop (again: quality rarely starts in the whole organisation....) • What is in it for people / management: find convincing arguments

9. FAQ 6: How much and what type of external support? • CAF is a self-assessment tool, but: • Experience tells us that assistance and support are needed in most organisations! • Many administrations need support troughout the whole process (not just initial training...) • Assistance from the public side (a public agency) is much better! • External assessment required for more rigorous and precise assessment

10. FAQ 7: How to communicate openly with management? • Not all administrations – and not all management styles – lend themselves for the CAF!

11. 4 magenement styles

12. FAQ 8: What does consensus mean and how to achieve it? • Perhaps „consensus“ is not the best word (shared understanding?) With consensus the focus quickly lies on scores • Consensus often is driven or depends on a small number of group members • No best way to achieve consensus, but most helpful way is to share out the work among the group members and discuss again

13. FAQ 9: Subjectivity or objectivity? • CAF contains both an element of obejctivity (fact-basen approach) and subjectivity (individual knowledge and experience count) • Balancing and bringing both together is the key! • Evidence used usually remains week and anecdotal, „feelings“ often dominate

14. FAQ 10: What to do with the scoring? • Strong focus on scoring / the scores in most administrations.... • Nearly all administrations tend to score to high • Methodological support may help • Scoring system simple but with many grey areas and uncertainties • Why not trying without?

15. FAQ 11: Does it make sense at all? • Managers / politicians will in the end anyhow do what they want to do!?