support the distribution of CAF is that it is an easy-to-use tool with an opportunities to achieve good practical results in administration quality improvement for Bulgaria.
It is well-known that since 2002 the Model for Quality Management – CAF is wide spread in more than 1000 organizations in the public sector. During the UK presidency of EU a goal to register 2000 users of CAF by the end of 2010 was set.
In Bulgaria the National Revenue Agency (NRA) was the first administration in the country to start the pilot quality management system - the CAF model on the sector level. The system will be gradually implemented in every regional structure of the agency which is in unison with NRA’s image as a ‘Modern and effective revenue administration’ servicing the society. This model was one of the recommended one by the Ministry of State Administration and Administrative Reform within the frames of the operative program ‘Administrative capacity’9 as a means for finding out the strong points and areas which need to be improved and the main purpose is to achieve improvement in the administrative servicing.
NRA’s practical experience shows that when developing and implementing the Model for Quality Management CAF it is expedient to include three stages – a preparatory stage, a pilot implementation and a distribution of the model in the entire agency. In the period June – November 2007 NRA implemented a pilot program for introducing the system CAF within the frames of the project ‘Restructuring business processes in NRA’10. The results from the project should help NRA to choose the most suitable system of tools through which to monitor, plan and improve the organizational efficiency of the NRA. This choice is further facilitated by a number of trainings connected with quality management and organizational efficiency improvement. Four pilot departments of NRA took place in the program – Head office – Sofia, NRA’s territorial offices in Kyustendil, Veliko Tarnovo and Stara Zagora.
The teams from the pilot offices presented the results11, which can be grouped in a few directions: NRA’s strong points; Good practices Exchange in NRA; Areas and improvement suggestions; Benchmarking. The self-assessment teams made recommendations which are generalized and submitted to the competent offices at NRA to be reviewed, analyzed and included in the operational plan for 2008 and 2009 according to the priority. Guidelines for CAF application wеre developed and approved in 2008.
As a result of the pilot implementation of the quality management system in the three NRA’s offices and in the Head office some substantial conclusions have been done, such as:
Over 30 strong points of the agency were identified, the main ones connected with the presence of an active system for strategic and operative planning; an active system for NRA’s continuous personnel training; application of procedures and working instructions; co-operation with the agency’s partners has been developed; e-communication with customers encouraged.
60 areas for improvement were identified, the main ones referred to the necessity of building up management skills in applying the organizational values and principles; performance evaluation; delegated rights and responsibilities; employees’ motivation; rewards; communications.
9 See PHARE Project BG 2005/017-353.08.03: ‘Developing a system of criteria and tools for organization efficiency evaluation’. The main purpose of the project is strengthening the NRA’s capacity for better performance and introduction of tools for organizational efficiency and effectiveness increase.
10 See . ;
11 Annual report for NRA’s activity for 2007;