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Quality Management in the Public Supervision through CAF

ESF 4. 159 - Producing Quality Management in the general public Administration through CAF


The Commission's main Thematic Objectives are set out in Article 9 of the Common Strategic Framework. Each common proper framework plays a part in the Union strategy for smart, ecological and inclusive growth. Such goals may be translated into specific priorities to each common tactical framework account.

The European Payment believes that the respected member areas should continuously improve the environment because of their businesses, citizens and stakeholders through the modernization of general population administration.

The chosen task comes within the 11th Thematic Objective that seeks the improving of institutional capacity and efficient public supervision through more powerful institutional capacity and better public administration recognized the European Sociable Finance (ESF).


In total the quantity of ESF funds allocated to this project amount to a complete of 3 hundred and thirteen thousand, three hundred and seventy euros. The central objective is that of conditioning efficiency and efficiency of the general public administration through lifelong learning and innovative activities.

These are the primary funding information like the total amount of allocated cash and the areas of intervention.


Through such investment economic improvement is one of the key drivers. This will be performed from better business environment and other societal and economical impacts of the topic stakeholders.

The EU Percentage will specifically assess:

  1. The needs of stakeholders in order to improve the delivery through quality management systems, and;
  2. That gleam set of actions, referring to the establishment and use of already set quality management systems in a sustainable way.


Before the execution of this project, the problem within the Maltese Public Supervision was characterised by limited use of quality management systems. Nevertheless, elements such as the CAF, customer support and redress, online portals, service charters, directives and suggestions, eGovernment, one stop shop, Local Councils (alternatively delivery route), partnerships with NGOs and capacity building only been around to a restricted extent.

This project looks for to develop the skills and competences of general population officers in the application of the CAF and central competencies within the Management Efficiency Unit (MEU). This would be performed through training and networking of CAF users and experts.

This also causes commitment that improves the general public service delivery through burden reduction of regulation and administrative procedures, quality assurance and control. Service delivery would significantly become professional, reasonable, clear and outcome-oriented. Service users would also have the ability to choose from programs of delivery that ought to be as close as is possible to them.

For such achievements the MEU would turn into a centre of superiority as regards the CAF. It might be able to fortify the general public sector in CAF implementation and the management of certification in order to ensure long term-sustainability.

To obtain such targets, adoption of better practices, maximizing of partnership synergies, leverage technology and the pursuing of corporate and business social responsibility are essential tools.


The CAF model is principally predicated on 3 pillars that are; Framework, Process, End result.

  • Structure (or Leadership) retains that;
  • CAF is based on 2 important elements that are: Enablers and Results which;
  • Each enabler and final result is further divided into key sub-criteria
  • Process supports that;
  • CAF is rooted on a team's view of the positioning of an company at a particular time and this;
  • CAF nurtures a continuous improvement mindset within an organisation
  • Outcome contains that;
  • Benefits for the organization's stakeholders, image and reputation


Assessment of the success of desired achieved goals is done through the PDCA routine. Basically this routine observes the;

  • Initiation of the job such as the:
  • Planning and company of the procedure and
  • Communication within the organisation
  • Carrying out of self-assessment such as the:
  • Setting up of the personal assessment team
  • Training and data gathering and
  • Self assessment
  • Planning and execution of advancements includes:
  • Prioritization and planning
  • Communication of the improvement plan ad
  • Periodic overview of the project

(SLIDE 9 and 10)

Scoring of sub-criteria is dependant on the PDCA routine which typically takes between 6 to 10 weeks depending on complexity and scale of the problem on the line.

The 6 main requirements for fulfillment under conditionality 11 will achieve results into 3 main areas, that happen to be of your Societal, Citizen and Workforce nature. All accomplishments lead to further economical efficiency within the topic company. Societal, Citizen/Consumer, and People/Workforce benefits will be achieved:

  • Societal improvements include:
  • Improvement in quality of life
  • Adaptation to trends
  • Proactive alternative approach
  • Stakeholder engagement
  • Transparency
  • Citizen advancements include:
  • Faster delivery
  • Improved service level
  • Cost-efficient operations
  • Image and reputation
  • Workforce advancements include:
  • Motivated workforce
  • Role clarity and involvement
  • Improved dedication to mission
  • Better source of information utilisation
  • Reduced skill gaps

(SLIDE 11)

4 key proper objectives form the primary of this project:

  1. CAF as Quality Management System (QMS): that Promotes and implements the CAF as the Maltese Public Administration's first selection of quality management system
  1. It is predicted that strategic effort to attain this strategic objective include but aren't necessarily limited by: further roll out of CAF within Federal; providing implementation support, enablement and capacity to Department and Administration Entities utilizing CAF; once a critical mass of Departments and Authorities Entities have used CAF, an excellent award is launched to recognize success; sharpening the give attention to results and final result orientation; and presenting CAF in education and justice areas.
  1. Partnerships: that Strengthen partnership development and management between the Maltese Public Administration and its own stakeholders
  1. It is expected that strategic initiatives to achieve this strategic objective include but aren't necessarily limited to: providing advice and building capacity in partnership development and management; developing further proper partnerships in a variety of sectors; extending discussion to service design; sustaining and increasing on corporate public responsibility; conditioning a proactive information plan; and developing a corporate identity system for the Public Administration. There are areas where citizens, service users, and stakeholders can action mutually in co-design, co-decision making, co-production and co-evaluation.
  1. Services/Techniques: Improves just how services and associated business processes operate and innovate within the general public administration
  1. It is predicted that strategic effort to realize this strategic goal include but aren't necessarily limited to: enhancing and innovating services and channels in use within the Public Administration; developing capacity to apply business management; further encouraging business techniques with ICT; better details management; increasing citizen/customer recommendation and grievances system; and launching organized citizen/customer satisfaction way of measuring.
  1. People: Develops the features of the general public Administration labor force in customer service, partnership development and quality management systems
  1. It is expected that strategic initiative to achieve this strategic objective include but are not necessarily limited by: sharpening the focus on performance management to ensure ease of access, transparency, quality of service delivery, involvement; training and development of Public employees in the mandatory toolkit; and adding climate and culture understanding surveys with staff.

(SLIDE 12)

Current state-of-play:

The adoption of an excellent management framework would build on these initiatives and works towards a more consistent method of continuous improvement. CAF is a central tool to attain sustainable excellence in all performance aspects. Actions are based on the premise that excellent results with respect to performance, customers, people and world are achieved through leadership travelling policy and strategy, that is delivered through people partnerships, resources, operations and change management.

Unlike various other quality management models CAF is specifically targeted for general population administration which is capable of taking unique top features of government organisations, retains a high amount of flexibility and may even be utilized n a multitude of circumstances.

For this reason, CAF plays a massive role in Malta's National Reform Program under the Europe 2020 strategy. By the adoption and advertising of CAF, the MEU would be increasing its degree of self-assessment. MEU also aims to be the Maltese centre of experience through the strengthening of its in-house capacity.

(SLIDE 13)

Three types of training which have been sent by the European Institute of Open public Administration in Mata include:

  1. A Specialised Training Program in CAF delivered by CAF experts to 14 people (out of a total of around 20) of MEU personnel;
  2. A CAF Model Training Program shipped by CAF experts to 6 groups of open public officials; and
  3. Training on the Procedure on External Responses and the CAF Label Training Program delivered to people of MEU personnel and general public officials in the public sector.

154 civil servants were been trained in the TQM approach for the general public sector to acquire knowledge on relevant ideas of quality development from a alternative perspective. . . the content of quality device which have been used effectively over the past decade in many open public sector organisations in many countries and the adequate processes of implementation.

Additionally, a group of experts was also trained in the task of External Feedback, assuring qualitative improvement in future organisational development.

A CAF website has also been created.

3 CAF user organisations in Malta and Gozo are also registered. Each after efficiently completing a routine of CAF diagnosis and execution. (These are the Gozo Community Library, the meals Safety Unit and the Gozo Athletics organic. ) These users were also made subject to the process of concluding their second self-assessment, which would lead them to achieve the CAF Label certification. It should also be mentioned that the CAF Label Qualifications is valid for 24 months and thus each government entity would have to be assessed and accredited every two years.

Other 5 public organisations including Appogg and Sedqa have engaged in CAF towards quality with the help of the MEU.

(SLIDE 14)

SERVIZZ. GOV website is an online site whereby citizens can complain with Local Councils and entities. You will find pre-set timeframes for closure of the complaint, typically 10 or 20 times depending on subject case. A significant ratio of complains are private plus some 95% of situations originate from Local Councils.

MEU developed an in-house data warehouse to analyse developments and responsiveness. Overall, Local Council and entity responsiveness are analysed. MEU also monitors customer issues performance regularly and validates closure on an example basis.

CUSTOMER Attention and REDRESS. All lines ministries have customer care officers within their organisational structures. There's also administrative customer care officers within designated Directories within Ministries which road complaint quality and monitor problem closure. The major regulatory authorities, Departments and Federal government entities have various types of customer care office buildings functioning. Training to CUSTOMER SUPPORT officials has been provided by the MEU and the CDRT/OPM.

Redress mechanisms available include the office of the Ombudsman, Tribunals and the Law Courts.

QUALTY SERVICE CHARTERS. Charters spell out the protection under the law of residents as customers of a Public Service and designate the quality of service that can be expected. A division holding a charter will commit itself to stated performance targets; typically on holding out times, quality of product, courtesy and information provided. Charters also explain how to lodge claims.

In the light of government commitments, it's the opinion of the MEU that it's worth revising the product quality Service Charter initiative to reflect the changing times and resources of the Public Supervision. However, such initiative should be as easy as possible, by supervised and audited regularly by third get-togethers, independent of the servicing Department such as the IAID (i. e. for auditing purposes).

ONE STOP SHOPS. Business First one-stop-shops run by Malta Organization since the start of 2012 with only 5% of final number of applications not being sent within the approved deadline. The Malta Financial Services Specialist can register a restricted liability company within 48 hours provided the correct documentation is posted.

Local Councils are seen as the key methods to move People Services closer to residents and service users. They already give a selection of community services. However, more work needs to be achieved to bring the most-frequently-used General population Services within the locality.

(SLIDE 15)

Through each one of these actions this task will lead to significant economical results. It has been computed that around 70% of the full total applicant organisations will benefit from an average of a 20% improvement that mainly includes financial efficiency. Stakeholders within the general public administration do not only include private individuals but also the state itself. Because of this the State will reap the benefits of smaller deficits.

(SLIDE 16 and 17)

An research highlighting the Advantages, Weaknesses, Opportunities and Risks caused by this project has also been done. Some of the main positive aspects are the better acquired knowledge about the tapping of European union funds, increased occupation and the reduced amount of cost and administrative burdens. However, problems such as new public hazards and fiscal consolidation should still be studied and handled.

CAF helps the Government in creating and keeping the best possible environment in which Malta's market could sustainably expand. Government can create a sense of peace of mind in which, through transparency and less red tape economical operators will know where they stand. It is essential that pointless bureaucracy will not lead to extra costs that consider down corporations and hamper economical growth.

Further economic progress will be achieved through investment in infrastructure and the productive capabilities of the united states, the skills of the labor force and more staff who get into the labour market.

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