1. Application of CAF at Europol Workshop on Quality Management Role in Police Units Vilnius, 25 April 2008

2. Application of CAF at Europol Agenda I. Europol context II. CAF application at Europol III. Discussion

3. EUROPOL I. EUROPOL CONTEXT

4. WHAT IS EUROPOL YES Law Enforcement Support MS - EU Fight against serious forms of international OC & Terrorism Information & Intelligence EU FBI Special Agents Interpol Schengen NO

5. EUROPOL’S ADDED VALUES Analytical support (operational & strategic) Investigation support (operational & technical) Quick and secure information exchange and sharing Multi language institution Multi agency approach European crime overview Expertise, training and projects

6. 1 st Pillar2 nd Pillar (External Affairs) 3 rd Pillar (Justice and Home Affairs) COREPER Court of Justice Commission Parliament PSC SCIFA CATS PCTF CPG FDWG CIREFI WG PCWG HDG IE WG TWP MDG Europol WP CCWG SIS WG FRONTEXOlaf EU Police Missions SitcenEurojust Europol Cepol EU architecture for Internal Security matters Council (Ministers) European Council (Heads of States)

7. EUROPOL 27 MS Liaison Bureaux Non-MS Liaison Bureaux ICT Programme Board Management Board MB Secretariat HENU Security Committee Financial Committee Personnel Experts Ad Hoc Committees Organisational structure JSB Financial Controller JAC

8. IMT 5 Liaison Bureau Logistics IMT 6 Customer Liaison and Support IMT 7 Information Integrity IMT 1 Infrastructure IMT 2 Co-ordination IMT 3 Systems and Life Cycle Management Member States’ Liaison Bureaux Third States’ Liaison Bureaux IMT 4 Information Management Director Deputy Director (Head of Department) Information Management and Technology Department Secretariat Assistant Director (Deputy Head of Department) SC 5 Terrorism SC 6 Forgery of Money SC 7 Analysis SC 1 Organised Crime Groups SC 2 Drugs SC 3 Crimes against Persons SC 4 Financial and Property Crime Deputy Director (Head of Department) Serious Crime Department Secretariat Assistant Director (Deputy Head of Department) CG 5 Finance CG 6 General Services CG 7 Security CG 1 Directorate Support And CG Secretariat CG 2 Legal Affairs CG 3 Corporate Communications CG 4 Human Resources Deputy Director (Head of Department) Corporate Governance Department Secretariat Assistant Director (Deputy Head of Department)

9. Europol personnel

10. II. CAF at EUROPOL

11. Application of CAF at Europol Overview Focus on key aspects Lessons learned

12. Europol self-assessment 2008 Context Decision −December 2007, by Europol & Management Board Goal −… improvement of organisational performance Objective −… by the end of June 2008 a full organisational self-assessment How −Common Assessment Framework −Support from EIPA, European Institute for Public Administration

13. Europol Self-assessment 2008 1. Initiation2. Self-Assessment3. Improvements January 2008FebruaryMarch - JuneJuly -> Dec 2009 - 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! Overall planning

14. Europol self-assessment 2008 Communication !!! Internal stakeholders: Who: Directorate, Personnel, Liaison Officers, EIPA How: meetings, website, mails, information sessions, event External stakeholders (Member States): Liaison Officers Heads of Europol National Units Management Board

15. Application of CAF at Europol Project approach Project Board Project Team Self-assessment Group 1 Self-assessment Group 2 Self-assessment Group 3 Europol Directorate Project Manager & Team Members Management Board Corporate Governance Project Management

16. Application of CAF at Europol Volunteering assessors

17. SELF-ASSESSMENTS: HOW 1 Feb Self- assessment Report 1 Self- assessment Report 2 Self- assessment Report 3 3 March Consolidated Europol Self-assessment Report 2008 Initial findings 7 March Application of CAF at Europol - 7 & 8 Feb: CAF training - 11 Feb: info on Europol strategy

18. CAF MODEL 1.Leadership 3. People 2. Strategy and Planning 5. Processes 7. Results on people 6. Results oriented to customers/ stakeholders 8. Results on society 9. Key performance results ENABLERS AGENTSRESULTS 4. Partnerships and Resources ENABLERS what the organisation does; how it approaches its tasks to achieve the desired results. Evaluation of RESULTS by: measurements or internal indicators.

19. Findings: Strengths 1.Leadership 3. People 2. Strategy and Planning 5. Processes 7. Results on people 6. Results oriented to customers/ stakeholders 8. Results on society 9. Key performance results ENABLERS AGENTSRESULTS 4. Partnerships and Resources Law Enforcement Products & Services Enabler for LE cooperation Staff

20. PDCA Cycle 1.Leadership 3. People 2. Strategy and Planning 4. Partnerships and Resources 5. Processes 7. Results on people 6. Results oriented to customers/ stakeholders 8. Results on society 9. Key performance results Innovation and learning Act Plan Check Do Law Enforcement Products & Services Enabler for LE cooperation Staff Do

21. Initial Conclusions Progressed from pioneer phase into consolidation; Not so different from other organisations; first self- assessment identifies: −PDCA cycle: DO-organisation −Lack of available measurements … major strength: decision to undertake the self- assessment plus support received.

22. ACTION: IMPROVEMENTS ! ! ! Consolidated Europol Self-assessment Report 2008 Initial findings 7 March 08 Application of CAF at Europol Prioritisation: 10 Strategic Actions Quick wins 26 March 08April – June 08July 08 – Dec 09 Planning: 1 Programme 10 Projects Implementation

23. Lessons learned Strengths Powerful model Involvement of ALL personnel – creates enthusiasm Inclusive process, capturing inputs cross organisation Eye opener Repeatable process – comparison of results Bench learning with other organisations Bridge to implementation of total quality management Good support from EIPA

24. Lessons learned Limitations Too much too fast Time consuming and labour intensive Results part of CAF −not always applicable to Europol (e.g. society results) −Unclear split between measurements and indicators Danger of scoring Language: jargon plus lack of guidance on formulation of statements

25. CAF and Europol… Danny Janssen Project Manager Europol danny.janssen@europol.europa.eu III. QUESTIONS?