1 European benchmarking with the CAF ROME 17-18th of November 2003.

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European benchmarking European benchmarking with the CAFwith the CAF

ROMEROME

17-18th of November17-18th of November

20032003

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Table of contentsTable of contents

1. CAF Diagnosis : identification of the 1. CAF Diagnosis : identification of the improvement areasimprovement areas

2. Action plan and priorities2. Action plan and priorities

3. Choice of the improvement action: 3. Choice of the improvement action: benchmarkingbenchmarking

4. Choice of type of benchmarking4. Choice of type of benchmarking

5. Compose the benchmarking team5. Compose the benchmarking team

6. Plan6. Plan

7. Identify potential partners7. Identify potential partners

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Table of contentsTable of contents

8. Develop the screening questionnaire8. Develop the screening questionnaire

9. On-site visit9. On-site visit

10. Result analysis10. Result analysis

11. Improvement plan11. Improvement plan

12. Implementation12. Implementation

13. Project review13. Project review

14. A new CAF diagnosis14. A new CAF diagnosis

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1. The CAF diagnosis1. The CAF diagnosis Identification of improvement areas Identification of improvement areas

following the CAF applicationfollowing the CAF application

2. Action plan and priorities2. Action plan and priorities Draft of action planDraft of action plan Priorities setting by the management:Priorities setting by the management:

e.g: crossing the strategic weighting(given e.g: crossing the strategic weighting(given by the management)of the CAF criteria by the management)of the CAF criteria with the scoringwith the scoring

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Action plan - priorities CAF

0

0,5

1

1,5

2

2,5

3

3,5

4

4,5

5

0 1 2 3 4 5

Weight of the criteria

CA

FSco

ring

5,2

4,1

4,4

3,2

4,5

5,1

less important and bad

scores:leave temporarily

Less important and good scores: divest?

Important good scores : status quo and "quick wins"

Important but bad scores: priorities

2,2

5,3

4,6

3,1I

I

II

II

III

IV

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3. Choice of the improvement 3. Choice of the improvement actionaction

Improvement team

internal benchmarking

external benchmarking

external consultant

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4. Choice of type of 4. Choice of type of benchmarkingbenchmarking

Definition 1

The continuous process of comparisons The continuous process of comparisons and measurements with other and measurements with other organisations everywhere in the world in organisations everywhere in the world in order to obtain information about order to obtain information about philosophies, politics, practices and philosophies, politics, practices and measurements which will help our measurements which will help our organisations to undertake actions to organisations to undertake actions to improve its performance.improve its performance.

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4. Choice of type of 4. Choice of type of benchmarking (2)benchmarking (2)

Definition 2Definition 2

« Benchmarking is simply about

making comparisons with other

organisations and then learning the

lessons that those comparisons

throw up »

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4. Choice of type of 4. Choice of type of benchmarking(3)benchmarking(3)

Definition 3Definition 3

« Improving ourselves by « Improving ourselves by

learning from others »learning from others »

« Not reinventing the wheel »« Not reinventing the wheel »

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Benefits from benchmarkingBenefits from benchmarking

Improvement of performance, quality, Improvement of performance, quality, performance measurement performance measurement

InnovationsInnovations Culture change: learning from the others, Culture change: learning from the others,

openess, collaborationopeness, collaboration Involvement of staff (motivation)Involvement of staff (motivation) Substitute for competition inside public Substitute for competition inside public

sectorsector Guidance tool to improve processes for the Guidance tool to improve processes for the

public sectorpublic sector

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Types of benchmarkingTypes of benchmarking

What do we compare:What do we compare: ResultsResults11.11. Which organisation shows the best results? Which organisation shows the best results?

In which area?In which area?

12.12. How does this organisation perform these How does this organisation perform these good results? Which is (are) the enabler(s)?good results? Which is (are) the enabler(s)?

Process Process StrategyStrategy

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9.Key performance

results

7. People results

6. Citizen/

customer results

8. Society results

5. Process and

change manageme

nt

3.HRM

2. Strategy

&

Planification4.

Partnership&

Resources

1.Leadership

Performance

or competitive Benchmarking

Process

Benchmarking

Strategic benchmarking

Genericbenchmarking

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5. The benchmarking team5. The benchmarking team

Form the benchmarking team: Form the benchmarking team: the self-the self-assessment group? Some members? assessment group? Some members? With an expert?With an expert?

Criteria:Criteria: Knowledge and experience of benchmarkingKnowledge and experience of benchmarking General skills: project management, oral and General skills: project management, oral and

written communication, gathering and data written communication, gathering and data analysis, change management, team work,...analysis, change management, team work,...

Knowledge of the activity or process in Knowledge of the activity or process in question; its role within the organisationquestion; its role within the organisation

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6. Plan the benchmarking 6. Plan the benchmarking projectproject

Develop realistic objectives (Develop realistic objectives (SMARTSMART),),

SSpecific: pecific: avoid misunderstandingavoid misunderstanding

MMeasurable: easurable: achieved or notachieved or not

AAction oriented: ction oriented: focused on improving a focused on improving a specific specific process or activity process or activity

RRealistic:ealistic: can be tackled with the can be tackled with the available available time and resourcestime and resources

TTime related: ime related: can be carried out within can be carried out within reasonable period of timereasonable period of time

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7. Identify a potential partner7. Identify a potential partner

Essential to succeed with benchmarking will depend on a combination of factors

such as the: type of benchmarkingtype of benchmarking activities or process in questionactivities or process in question availability of time and resourcesavailability of time and resources information neededinformation needed sources of information (likely sources of good sources of information (likely sources of good

practices)practices) level of experience with benchmarkinglevel of experience with benchmarking

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Internal ou external?Internal ou external?

Internal:Internal: with another unit inside the with another unit inside the organisation itselforganisation itself

ExternalExternal: : with a similar organisation (or not- if with a similar organisation (or not- if

functional or generic benchmarking) functional or generic benchmarking) national or foreign organisation national or foreign organisation

(international benchmarking)(international benchmarking) Advice: firstly internal then external if Advice: firstly internal then external if

possible to increase the benchmarking possible to increase the benchmarking experienceexperience

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Internal benchmarkingInternal benchmarking

AdvantagesAdvantages access to sensitive access to sensitive

data and data and information, information,

less time and less time and resources resources consuming, consuming,

easy to transfer easy to transfer across the same across the same organisationorganisation

disadvantagesdisadvantages lacking of real lacking of real

innovation, innovation, best in class best in class

performance performance likely to be likely to be externalexternal

From units located in different areas

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External benchmarkingExternal benchmarking

AdvantagesAdvantages

Seeking outside Seeking outside best in class best in class organisationsorganisations

DisadvantagesDisadvantages transfer sometimes transfer sometimes

difficult (« not invented difficult (« not invented here » syndrome!), here » syndrome!),

more time and resources more time and resources needed to ensure the needed to ensure the comparability of data comparability of data and informationand information

LanguageLanguage

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How to find a partner in Europe?How to find a partner in Europe?

EIPA - MaastrichtEIPA - Maastricht http:\\www.eipa.nlhttp:\\www.eipa.nl European databank of CAF European databank of CAF

applications in the public sectorapplications in the public sector National databank in Spain and National databank in Spain and

BelgiumBelgium

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Components of a CAF databankComponents of a CAF databank

Organisation (contact)Organisation (contact) Sector of activitySector of activity Level of authority (central, regional,local)Level of authority (central, regional,local) External EvaluationExternal Evaluation Other quality tools usedOther quality tools used Strengths (N° of CAF sub-criteria)Strengths (N° of CAF sub-criteria) Good practice descriptionGood practice description National and/or international selection for an National and/or international selection for an

awardaward

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Methodology: following Methodology: following stepssteps

8. 8. Develop theDevelop the screening questionnaire screening questionnaire (common indicators)(common indicators)

9. 9. Manage theManage the on-site visit on-site visit

10. 10. Analyse the resultsAnalyse the results: What they achieve and : What they achieve and how? Compare the resultshow? Compare the results

11. 11. DevelopDevelop improvement plans improvement plans

12. 12. ImplementImplement good practice in the organisation good practice in the organisation

13. 13. Hold aHold a project review project review

14. 14. Apply the CAF againApply the CAF again

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1. Plan

2. Measure

3. Compare/Analyse

4. Implement5. Control

benchmarking in 5 stepsbenchmarking in 5 steps

Source: R. CAMP

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Progress with benchmarking in an Progress with benchmarking in an organisationorganisation

« industrial » Tourism

Performance measures developed as basis of comparisons

Rigourous application of benchmarking

Formal structure to support benchmarking activities

Good practice shared as part of knowledge management system

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Conditions for success of Conditions for success of BenchmarkingBenchmarking

Senior managers support benchmarking and are Senior managers support benchmarking and are committed to continuous improvementcommitted to continuous improvement

Objectives are clearly defined at the outsetObjectives are clearly defined at the outset Scope of the project aligned with objectives, resources, Scope of the project aligned with objectives, resources,

available time and the experience level of the teamavailable time and the experience level of the team To have a clear picture of the organisation’s To have a clear picture of the organisation’s

performance before approching partners for performance before approching partners for comparisonscomparisons

Benchmarking team have competencies or supportBenchmarking team have competencies or support Staff kept permanently informed of progress madeStaff kept permanently informed of progress made Realistic recommendationsRealistic recommendations

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Pitfalls to avoid Pitfalls to avoid

Benchmarking for the sake of itBenchmarking for the sake of it Focusing entirely on comparisons of performance Focusing entirely on comparisons of performance

measures rather than the process that enables good measures rather than the process that enables good practicepractice

Expecting benchmarking to be quick or easyExpecting benchmarking to be quick or easy Spending too long time on one part of the processSpending too long time on one part of the process Expecting to find benchmarking comparable in all Expecting to find benchmarking comparable in all

respects to your organisationrespects to your organisation Asking information without sharing its own information Asking information without sharing its own information

(see the European Benchmarking Code of Conduct)(see the European Benchmarking Code of Conduct)

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Jean-Marc DOCHOTJean-Marc DOCHOT

0477-32.98.790477-32.98.79

E-mail: [email protected]: [email protected]