The Common Assessment Framework and the modernization of the Paris Court of Appeals
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The Common Assessment Framework and the modernization of the Paris Court of Appeals European CAF Event “Self-Assessment and beyond” Rome 17 –18 November 2003
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The Common Assessment Framework and the modernization of the Paris Court of Appeals. European CAF Event “Self-Assessment and beyond” Rome 17 –18 November 2003. Summary. Where Who When Sticking points in the programme General climate during this exercice What can others learn. - PowerPoint PPT Presentation
Transcript of The Common Assessment Framework and the modernization of the Paris Court of Appeals
The Common Assessment Framework and the modernization of the Paris Court of Appeals
European CAF Event “Self-Assessment and beyond”Rome 17 –18 November 2003
Summary
• Where• Who• When• Sticking points in the programme• General climate during this exercice• What can others learn
The Paris Law Courts
Court of Appeals
Who
• The judicial system in France– The administrative division rules on disputes
between private parties and public authorities – The judicial division rules on disputes between
private parties and punishes offences against persons, property, and society
Who
• The Court of Appeals reviews cases that have been judged previously– When one or more persons are dissatisfied with
an initial judgement, they can file an appeal – It can either confirm the decision rendered by the
lower court judges or invalidate it – A Court of Appeals is composed solely of
professional judges
Who
• The Paris Court of Appeals– 360 civil servants who work in the Court’s
Registry – They work in close partnership with the judicial
staff since they assist them in hearings and authenticate judicial decisions, record them, and preserve them
– In 2002, the Court rendered 60,085 judgements. The average processing period was 12.7 months as of June 2003
When
• The pre-CAF deliberations regarding the modernization project– An inventory of favourable and unfavourable
observations (i.e. strong points and weak points )– The formulation of possible actions – Standardization of the various courses of action,
in preparation for the implementation of a quality action plan
When
• The CAF self-assessment process– Comprehensive communications efforts – The creation of a computerized database – The preparation of a planning chart – Training
When
• Post-CAF follow-up operations– Development and implementation of an
improvement plan– Monitoring progress and continuation of the
assessment process
Allocation of possible courses of action according to their relative efficiency
A (easily implemented with limited effectiveness)B (easily implemented with a high level of effectiveness)C (difficult to implement with a high level of
effectiveness)D (difficult to implement with limited effectiveness)
A13%
B40%
C44%
D3%
Allocation of favourable and unfavourable observations according to the nine CAF criteria
0
5
10
15
20
25
30
35
40
45
50
1 2 3 4 5 6 7 8 9
Allocation of possible courses of action according to the nine CAF
criteria
0
5
10
15
20
25
30
1 2 3 4 5 6 7 8 9
Allocation of possible courses of action in relation to their degree of progress according to the CAF rating method
0
5
10
15
20
25
0 1 2 3 4 5
Action envisagée Objectif Groupe :
Date de démarrag
e
Durée (en
mois)
Critère
Sous-
critère
cotation mars
03
cotation nov 03
Amélioration de l'accueil Faciliter la circulation des justiciables.
Civil 01-janv-04
9 4 46 1 1
Achat d'un scanner Réduire le délai de délivrance des copies et améliorer l'efficacité du service, diminuer le nombre de copies délivrées.
Civil 01-mars-03
19 4 45 3 3
Mise en ligne de décisions de la Cour.
Disposer au greffe civil d'un poste dédié à la consultation des arrêts de la Cour, limiter le nombre de copies.
Civil 01-mars-03
19 4 45 3 3
Rationaliser les formalités consécutives aux décisions rendues.
Simplification des circuits administratifs.
Civil 03-oct-03 4 5 51 3 3
Former les nouveaux arrivants Meilleure intégration des nouveaux arrivants
Civil 01-déc-02
10 3 32 2 4
Réorganiser la répartition des tâches dans les chambres civiles.
Que chaque fonctionnaire remplisse les tâches pour lesquelles il a été formé.
Civil 01-déc-02
25 3 32 1 1
Récupération par les avoués et les avocats de leurs dossiers.
Gain de temps, simplification des circuits administratifs.
Civil 01-mars-03
8 4 41 3 4
Regrouper le service "procédures particulières" sur un même étage.
Créer un esprit d'équipe, polyvalence dans le travail, simplifier les circuits administratifs.
Civil 01-juin-03
4 3 31 0 3
Simplification des circuits des dossiers de pourvoi en cassation.
Simplification des circuits administratifs, gain de temps.
Civil 01-déc-02
0,5 3 31 5 5
Suivi des propositions (civil)
192021
2223
2425
2627
28293031
3738
5657
7480
81838485
8687
8889
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
19
21
23
25
27
29
31
38
57
80
83
85
87
89
Follow-up of the plan of action
2003 2004
Sticking points and conflicts
• What were the sticking points?– The return of the clerks to the court– The absence of middle management– Compartmentalization of departments
• Were there conflicts?– Some tension, some foot-dragging
The general climate during this exercice
• CAF provided an opportunity– To build dialogue– To involve middle management– Empowerment of groups by allowing them to
make proposals • CAF has provided impetus for change and
the climate became increasingly cordial and creative
The results provided by the EIPA database
Evaluation CAF
00,5
11,5
22,5
33,5
44,5
5
1 2 3 4 5 6 7 8 9
Critères
CAFCA Paris
Means Results
Thank you
