CAF Input for Structural Improvement NEO at the Belgian National Employment Office 17 November 2003 Karel Baeck, General Director - NEO

daily management ( management control panels ) core activities support activities cost calculation daily management ( management control panels ) core activities support activities cost calculation priorities strategic options MISSION - VISION improvement projects CENTRAL PROJECTS CENTRAL PROJECTS LOCAL PROJECTS LOCAL PROJECTS follow-up change management team REPORTING TO THE MANAGING DIRECTOR & THE DECISION MAKING AUTHORITY REPORTING TO THE MANAGING DIRECTOR & THE DECISION MAKING AUTHORITY swot analysis & scanning of the environment & risk analysis

daily management ( management control panels ) core activities support activities cost calculation daily management ( management control panels ) core activities support activities cost calculation priorities strategic options MISSION - VISION Improvement projects CENTRAL PROJECTS CENTRAL PROJECTS LOCAL PROJECTS LOCAL PROJECTS Follow up Changemanagement team REPORTING TO THE MANAGING DIRECTOR & THE DECISION MAKING AUTHORITY REPORTING TO THE MANAGING DIRECTOR & THE DECISION MAKING AUTHORITY swot analysis & scanning of the environment & risk analysis

evaluation management of performance measuringmeasuring adjustingadjusting single loop Daily management of the executing activities based on - the results of the control panels - the scanning of the environment - the analysis of the operational risks - the swot analysis

daily management ( management control panels ) core activities support activities cost calculation daily management ( management control panels ) core activities support activities cost calculation priorities strategic options MISSION - VISION improvement projects CENTRAL PROJECTS CENTRAL PROJECTS LOCAL PROJECTS LOCAL PROJECTS follow-up change management team REPORTING TO THE MANAGING DIRECTOR & THE DECISION MAKING AUTHORITY REPORTING TO THE MANAGING DIRECTOR & THE DECISION MAKING AUTHORITY swot analysis & scanning of the environment & risk analysis

Daily management ( management control panels ) Core activities Support activities Cost calculation Daily management ( management control panels ) Core activities Support activities Cost calculation priorities strategic options MISSION - VISION improvement projects CENTRAL PROJECTS CENTRAL PROJECTS LOCAL PROJECTS LOCAL PROJECTS follow-up change management team REPORTING TO THE MANAGING DIRECTOR & THE DECISION MAKING AUTHORITY REPORTING TO THE MANAGING DIRECTOR & THE DECISION MAKING AUTHORITY swot analysis & scanning of the environment & risk analysis

central projects & local projects structural improvement double loop coaching CMT Structural improvement based on.. / … evaluation management of performance single loop measuringmeasuring adjustingadjusting

.. / … - the evaluation of the “single loop” - the defined strategy : strategic seminars (*) based on -the scanning of the environment -the swot analysis -the analysis of the strategic risks -political decisions and assigned budgets -the results of the central and the local projects -employees’ input (*) kick-off in spring (year-1), finalisation in autumn (year-1)

Follow-up of the results  control panels  datawarehousing  management information system  management cockpit = management of the performance

The management of the performance … from follow-up of results to performance … and what about the performance of the management … ?

Lisbon, May 2000 : one of our discoveries … the CAF Applied immediately in June, July 2000 … to evaluate our approach to “integrated management”

Our scores in 2000 compared to 14 institutions 1.Leadership 2.Policy and strategy 3.Human resources management 4.External partnerships 5.Proces and change management and management of the customer/citizen orientation 6.Customer/citizen oriented results 7.Staff results 8.Impact on society 9.Key performance results

ACTIONS TAKEN e.g. for criterium 7 New projects within the strategic plan :   CAF 7 project : survey on staff satisfaction   the development of the intranet   HRM&D project : competence profiles and function descriptions   survey on possibilities for incentives  ...

Our scores in Leadership 2.Policy and strategy 3.Human resources management 4.External partnerships and resources 5.Proces and change management 6.Customer/citizen results 7.People results 8.Impact on society 9.Key performance results

2 x CAF... : Lessons learned ?  Our initial target was to detect weaknesses of our management approach What did we find ? Weaknesses + strengths of our management  CAF : a tool for improvement (integrated within strategic planning)  Discussion about risks : step towards risk analysis  Raising awareness of total management on director level : up to TQM

central projects & local projects structural improvement double loop coaching CMT evaluation of management => CAF - performance of management - meta loop evaluation management of performance single loop measuringmeasuring adjustingadjusting

Structural improvement based on - the evaluation of the “single loop” - the defined strategy (strategic seminars), based on -the scanning of the environment -the swot analysis -the analysis of the strategic risks -political decisions and assigned budgets -the results of the central and the local projects -employees’ input +CAF ( most recent exercise + evolution ) +CAF 7 – (frequently organised) survey on staff satisfaction

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