Czech Republic Czech Trade Inspection CAF Project AIM

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

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

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

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

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

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 6

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. 7

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. 8

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. 9

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). 10

S W O T STRENGHTS (S) IMPROVEMENT POSSIBILITIES (W) OUTER POSSIBILITIES (O) OUTER THREATS (T) 11

Backround Survey Internal Analyses Strenghts Weaknesses External Analyses Opportunities Threats SWOT matrix 12

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. 13

SWOT – PARET´S COMPARISON 6. Processes identification and processes maps 7. 8. 8. 9. 9. duplication – process management in conjunction to control activity Control actions management improvement, information availability (methodical suggestion) Legal department in communitary law support improvement Control activity retroaction improvement 10. Closer cooperation with Ministry of Trade and Industry 11. and Standardization Office 14

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 15

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 16

THANK YOU FOR YOUR ATTENTION 17