1. Czech Republic Czech Trade Inspection CAF Project © CZECH TRADE INSPECTION 2005 AIM : SURVEIILANCE ACTIVITIES UNIFICATION INSTRUMENT

2. 2 Leadership ENABLERSRESULTS Human resources management Strategy and planning Partnership and resources Process and change management People results Customer / citizen-oriented results Society results Key performance results INNOVATION AND LEARNING Model CAF Scheme

3. 3 SELF-ASSESSMENT REPORT SELF-ASSESSMENT REPORT REPORT EVALUATION FORMS REPORT EVALUATION FORMS ACHIEVED RESULTS COMMENT ACHIEVED RESULTS COMMENT 8 AREAS FOR IMPROVING 8 AREAS FOR IMPROVING PARTICIPATION IN NATIONAL QUALITY AWARDS (Czech Republic quality awards for 2006) PARTICIPATION IN NATIONAL QUALITY AWARDS (Czech Republic quality awards for 2006) PRESENTATION CONTENT

4. 4 SELF-ASSESSMENT REPORT SELF-ASSESSMENT REPORT SWOT DETAILED ANYLYSIS AT EVERY CRITERION – FOR ENABLERS SWOT DETAILED ANYLYSIS AT EVERY CRITERION – FOR ENABLERS PLAN FOR IMPROVEMENT PLAN FOR IMPROVEMENT THIRD PARTY EVALUATION THIRD PARTY EVALUATION Attendant phenomenon: Attendant phenomenon: Industry and trade help – outer one Industry and trade help – outer one Staff activation, interest in work - inward Staff activation, interest in work - inward PROJECT OUTCOMES

5. 5 REPORT EVALUATION FORMS  CLASSIFICATION ON POINTS PRINCIPLES  INDIVIDUALS (POINTS)  MINI-TEAMS (POINTS AND SWOT)  WHOLE REALIZATION TEAM (POINTS AND CONSOLIDATED SWOT)  IMPROVEMENT PRIORITIES

6. 6 SELF ASSESSMENT REPORT CONTENT  INTRODUCTION  OFFICE PRESENTATION  CRITERIA DESCRIPTION 1 - 9 CRITERION BRIEF DEFINITION SUBCRITERION NAME REPLIES ON INDICATRS SWOT CRITERIA  RESULTS 6 – 9 HAVE GRAPHIC PART

7. 7 PREMISES – IMPLEMENTATION EXTENT From the results it ensued that the criteria had been best evaluated in the management source and partnership area, likewise the criterion human resources had obtained the above-average evaluation. Another efficiency rise means the highest opportunity for the process management area improvement and changes. Strategic planning improvement, strategic goals definition and office transition to the process management is important from the short-term view.

8. 8 MANAGEMENT – SHORT-TERM GOALS Staff activation by communication cultivation and competence redistribution is being required in personal management. Human resources management is mainly to be reinforced at the management level, organisation taken at, vision development and sharing, mission and values, including the system application for organisation management. This could be achieved by the office vision development and strategic planning introduction.

9. 9 MANAGEMENT – STRATEGIC GOALS Czech Trade Inspection conception elaboration means: Dynamic surveillance authority activities aimed at the consumer and unique European market protection vision; Consumer protection strategy; Internal market strategies; Dynamic change strategy; Human resources advancement strategy.

10. 10 RESULTS – REALIZATION EFFICIENCY Results are being assessed in relatively positive, because the CTI presents above-average outcomes in the „Key activity and sufficient results“ and criterion „Customers / Citizens“. Results are the good way out for Czech Republic National price for quality participation. Presented results bring the higher candidates on price point evaluation in (e.g. criterion 6 and 9 Model Excellence bring 350 points in 1000 possible ones in).

11. 11 S W O T STRENGHTS(S) IMPROVEMENT POSSIBILITIES (W) OUTER POSSIBILITIES (O) OUTERTHREATS(T)

12. 12 External AnalysesInternal Analyses ThreatsStrenghtsOpportunitiesWeaknesses SWOT matrix Backround Survey

13. 13 SWOT – PARET´S COMPARISON 1.Vision presentation, strategy 2.Conception completion 3.Organizational structure matching, systemization, human sources to new conditions 4.Responsibility and power splitting 5.Communication, information availability, managed documentation improvement at all levels.

14. 14 SWOT – PARET´S COMPARISON Processes identification and processes maps 6. Processes identification and processes maps duplication – process management in duplication – process management in conjunction to control activity conjunction to control activity 7. Control actions management improvement, information availability (methodical suggestion) information availability (methodical suggestion) 8. Legal department in communitary law support improvement improvement 9. Control activity retroaction improvement 10. Closer cooperation with Ministry of Trade and Industry and Standardization Office and Standardization Office

15. 15 8 IMPROVEMENT PROGRAMM EVENT (CARDS FOR IMPROVEMENT) 1.STRATEGY enlargement, its implementation to praxis 2.MANAGEMENT SYSTEM – efficiency and effectivity achievement 3.Qualified human sources, financial sources 4.COMMUNICATION – internal a external, flow of information

16. 16 8 IMPROVEMENT EVENT PROGRAMME (IMPROVEMENT CARDS) 5.Organisations outcomes regarding the acquis communautaire, acquis implementation 6.Cross border cooperation 7.Other public administration institution cooperation 8.Preventive incidence – educational and training programmes offer for the business

17. 17 THANK YOU FOR YOUR ATTENTION