CAFImpactStudy2025 MainResultsandImplications forCAFPractitioners
AlexanderGrünwald,PhilipParzer,ThomasProrok
–Whoweare….
TasksofCAF-CentreofKDZ
▪ definesCAF-strategy
▪ overallresponsibility
▪ appointedCAFResourceCentre
▪ appointedPEFOrganiser
Tasks
www.caf-centre.eu
“CAF is the European Guideline for better Quality and Governance in Public Administration.”
ObjectivesandScopeofthestudy
WhatistheImpactofCAFonQuality,ChangeandInnovationinPublic Administrations?
▪ OpenOnline-survey–197respondents
▪ DifferentLevelsofGovernment
▪ SectoralandorganizationalMix
▪ DifferentRolesandPerspectivesonCAF implemenation
▪ CAFCasedeep-dives
▪ Complementaryviewonstatisticaldata
QuickViewonRespondentsDemographics
MainFindings
CAFImpactStudy 2025
CAF:Buildingafoundationforsustainedimprovement
Figure 39: Perceived positive long-term impact on
criteria
focus areas
CAF’sImpactonEnablerCriteria:KeyInsights
CAF drives structured improvements across all five Enabler criteria.
▪ Leadership:Supportsstrategic alignmentbutrequirestailored supportforembeddingimprovements
▪ Strategy&Planning:Strongestarea, helpingorganizationsalignoperational goalswithstrategicpriorities
▪ PeopleEnablers:Enhancesworkforce engagementbutfaceschallengesin operationalizingworkforcestrategies
▪ Partnerships&Resources:Mixedperceptionsduetovariabilityincollaboration maturityandresource availability
▪ Processes:ImprovesefficiencythroughPDCAcycles,butscalingremainschallengingincomplexsettings
Figure 14: Perceived positive impact of CAF implementation on enabler criteria (N=197)
EnablerSub-Criteria:Strengths
andChallenges
Strengths
▪ Performancemanagement:Highestpositiveimpact, drivingcontinuousimprovementandalignmentwith strategicgoals
▪ Strategycommunicationandimplementation: Strongtoolsforplanningandexecution
▪ People-focusedsub-criteria:Inspiresworkforce engagementanddevelopsstaffcompetencies
Challenges
▪ Stakeholderengagement:Lowerperceivedimpact, highlighting theneedfortailoredapproachestobuild trustandinclusionwithexternalpartners
▪ Financialmanagement:Lowestperceivedimpact,as financialsystemsareoftenmanagedusingseparate, specializedframeworks
▪ Facilitiesmanagement:Limitedperceivedimpact,as facilitiesaretypicallyaddressedthrough operational processesratherthanCAF-drivenstrategies.remain
Figure 29: Enabler areas positively impacted by CAF implementation
CAF’sImpactonResultsCriteria:
KeyInsights
CAF delivers strong results in operational performance and workforce engagement.
▪ KeyPerformanceResults:Strongestperforming;drivesmeasurable efficiencyandproductivity
▪ Citizen/Customer Results:Aligns serviceswithstakeholderexpectations butoutcomesvary
▪ PeopleResults:Boostsworkforce engagement,thoughoutcomesneed consistency
▪ SocialResponsibility Results: Lowest-ratedcriterion;embeddingsocietalcontributionsrequiresdeeperintegration
▪ HighPartlyAgreeresponses:Indicatesprogressbuthighlightstheneedforfurtherconsistencyin implementation
ResultsSub-Criteria:Progress
andGaps
Strengths
▪ Employeesatisfactionandengagement: Strongperformanceinfosteringworkforce satisfactionandefficiency
▪ DataCollectiononinternalperformance: Highimpactonmeasuringefficiencyand resourcemanagement
▪ Citizen/customeralignment:Positive outcomesinaligningserviceswithstakeholder needs
Challenges
▪ Socialresponsibility:Requiresdeeper integrationintostrategies
▪ Datautilizationfordecision-making:A persistentgapexistsacrossallcriteria, particularlyforsocialandenvironmentaldata
▪ Bridginginternalandexternaloutcomes: Difficultytranslatinginternalimprovements intosocietalimpact
Figure 30: Results areas positively impacted by CAF implementation
The data reflect the percentage of respondents (N=197) indicating a positive impact of CAF implementation on various organizational capabilities (Results). The chart highlights the five areas with the highest positive responses and the five areas with the owest positive responses.
CAF’sImpactonFocusAreas:KeyInsights
▪ KeyStrengths:
▪ InternalCollaboration,Digitalization, andInnovation:Strongresultsin fosteringalignment,adaptability,and operationalmodernization
▪ GrowthPotential:
▪ ExternalCollaboration:Showsprogress butrequirestrust-buildingandstructured platformstoimproveengagement
▪ Challenges:
▪ Sustainability:Integrationintostrategies remainslimitedduetoresourceand systemicbarriers
▪ Diversity:Mightfaceresistanceandlowprioritization,requiringtargetedactiontoimproveinclusivity
▪ Scaling:CAFdriveslocalizedimprovements,buttranslatingtheseintoorganization-wideorsocietaltransformation,such ascomprehensivesustainabilitypracticesandeffectivemulti-stakeholdercollaboration,remainsakeygap
Figure 31: Perceived positive impact of CAF implementation on focus areas (N=158-175)
CAF’sLong-TermImpact:Leadership&PeopleDevelopment
Grouping combines core criteria with focus areas to support resilient, adaptable leadership structures
▪ WhyTheseAreas?
▪ LeadershipandPeopleEnablers:Providethefoundation forengaginganddevelopingpersonneleffectively
▪ DiversityandCollaboration:Criticalforinclusive leadershipandfosteringtrustwithstakeholders
▪ KeyFocusAreasforImprovement
▪ ExternalCollaboration:Investinplatformstostrengthen cross-sectoralstakeholderengagementandtrust
▪ Diversity:Closerepresentationgapsandembed inclusivityintoleadershippipelines
▪ Actionpoints
▪ PrioritizediversityandexternalcollaborationwhendraftingCAFactionplans
▪ Addresskeychallengesincorecriteriatosustainlong-termleadershipimprovements
CAFcyclesandexperience:TrendsacrossResultsCriteria
▪ Earlycyclesdriverapidimprovementsbyaddressing foundationalissues.
▪ Latercyclesfacechallenges:
▪ DiminishingReturns:Tacklingmorecomplex,nuancedchallenges
▪ ImplementationFatigue:Reducedenthusiasmovertime
▪ UnrealizedPotential:Strategicgoalsrequiresustainedeffort, leadingtoslowerperceivedprogress
ImplicationsforCAF Practitioners!
MainFindings
▪ CAFhasthestrongestimpact afterthe2ndCAFcycle!
▪ CAFshowshighimpactin processes,strategy,leadership, peopleanduserorientation!
▪ CAFestablishesanimprovement culture!
▪ CAF haslowerimpactin finances,diversityandsocial responsibility!
Recommendations
▪ TakeCAFseriously!
BeforestartingCAF expectedresultsshouldbe clear! ▪ Sustainingmomentum afterCAFiskey!
Recommendations
▪ MakeCAF„attractive“! ▪ Anchorresponsibilityand ownershipforCAFinthe organisation!
▪ Installchange ambassadors–CAF Facilitators!
PotentialsforfurtherdevelopmentofCAF
„CAFneedsmore institutionalisationand capacities!“
CAFdevelopsrobustandflexiblePublicAdministrations!
▪ QualityofPublicServices
▪ “CAF's structured approach to assessing and improving service delivery ensures that public services remain responsive, efficient, and aligned with citizen expectations”
▪
Change&Innovation
▪ “CAF fosters adaptability, encouraging public sector organizations to embrace change and continuously evolve.”
▪ Leadership&PeopleDevelopment
▪ “CAF promotes a culture of leadership that is inclusive, transparent, and aligned with organizational goals.“
Wantdodivedeeper?
▪ Getyourcountryspecificinsights
▪ Compareyourcountryresults withallsurveydata!
▪ Detectpotentialsforfurther developmentofCAFinyour country!
▪ Reachouttous!
ThenextCAFPractitionersMeetingwilltakeplace on31March2025,2-3:30p.m.(CET)-online SavetheDate:
