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CAF Model

From CAF Network

The nine-box structure identifies the main aspects requiring consideration in any organisational analysis.

The five enablers boost the organisation to perform at its best.

  • Above all is the leadership (1), which sets the strategic direction of the organisation and creates the organisational foundations.
  • Good leadership uses instruments of strategy and planning (2) as well as human resources management (3), cooperates with partners and manages resources (4) such as budget, knowledge and IT.
  • On these bases, the organisation defines and documents the internal processes (5) and develops these permanently.
  • If the organisation is well placed to boost the enablers, it will also deliver excellent results for their customers, stakeholders, employees, citizens and society. The CAF defines four criteria which measure the results of the organisations work.

During the self-assessment process a distinction should be made between the cause–effect relationship between the enablers (causes) and the results (effects), and the holistic relationship between the causes (enablers). The cause–effect relationship between the enablers (causes) and the results (effects) have to be taken into account. The organisation should always check for consistency between a given result and the ‘evidence’ collected on the relevant criteria on the enabler side.

The following are some examples of this connection:

  • Customer/citizens results – e.g. how satisfied are the citizens with the work of the organisation (the ministry, the municipality, the school, etc.)? How is the telephone accessibility seen? What are the opening hours of the citizen service centre?
  • People’s results – e.g. how satisfied are the employees with their work in the organisation? How is the performance of peoples work? Which training courses are attended?
  • Social responsibility results – e.g. how much recycled paper is used? How many transparency/open data initiatives are supported?
  • Key performance results – e.g. what output and outcome impacts does the organisation achieve with its work (for public transport, police security, environmental protection, social services, quality of the laws, etc.)?

Such consistency is sometimes difficult to verify because the different causes (enablers) interact with each other when producing results. In any case, the existence of appropriate feedback from results appearing on the right-hand side to the appropriate criteria on the left-hand side should be checked in the assessment.

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Criterion 1 LeadershipCriterion 2 Strategy & PlanningCriterion 3 PeopleCriterion 4 Partnerships & ResourcesCriterion 5 ProcessesCriterion 6 Citizen/Customer-oriented ResultsCriterion 7 People ResultsCriterion 8 Social Responsibility ResultsCriterion 9 Key Performance ResultsLearning and ImprovingPrinciples of ExcellenceCAF ModelPDCACriteriaCAF Model
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