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The Common Assessment Framework: Improving an Organisation Through Self-assessment

Author: European Institute of Public Administration
Date: 2006
Size: 51 pages

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Summary

The Common Assessment Framework (CAF) is a tool to help public sector organisations use quality management techniques to improve performance. A pilot version of the CAF was presented in May 2000 and a first revised version was launched in 2002. Since then, nearly 900 public organisations have used the CAF. On the basis of their experiences a third revision was undertaken in 2006. This paper outlines the main considerations in conducting organisational analysis and recommending post-assessment improvements.

The CAF has four aims: to capture the unique features of the public sector, to serve as a tool for public administrators, to bridge the various models of quality management and to facilitate benchmarking between public sector organisations. It has been designed for use in all parts of the public sector and is applicable to public organisations at the national/federal, regional and local level.

The CAF database can help public sector organisations identify suitable benchmarking partners in order to promote organisational performance. Results should remain anonymous but the organisation will get feedback on its scoring against the average of other organisations in the same country or sector of activity. Self-assessment against the CAF model offers an organisation the opportunity to learn more about itself. It questions what the organisation is doing in the following areas:

• Developing and communicating a vision and mission. Implementing a system for managing the organisation and motivating and supporting employees. Managing relations with politicians and stakeholders.
• Gathering information relating to present and future needs of stakeholders. Developing, reviewing and updating strategy and planning.
• Planning, managing and improving human resources with regard to strategy. Aligning individual, team and organisational targets and goals and involving employees through dialogue.
• Developing and implementing key partnership relations, including customers/citizens.
• Identifying, designing and managing processes. Developing and delivering services by involving customers/citizens. Planning and managing modernisation and innovation.
• Meeting the needs and expectations of customers/citizens through satisfaction measurements and improving societal and environmental performance.

Compared to a fully developed Total Quality Management model, the CAF is 'light', permitting public organisations to self-assess with little cost. It is suitable for getting an initial impression of how the organisation performs. When planning and conducting a self-assessment using the CAF:

• The record of the self-assessment should be communicated to the organisation and carefully examined by senior managers to analyse the main findings and identify where action are warranted.
• Improvements should be implemented immediately in relation to areas that can be addressed relatively quickly and easily.
• It is important to ensure that changes have a positive effect through regular monitoring of progress and repeat assessment.

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Source: European Institute of Public Administration, 2006, ‘The Common Assessment Framework: Improving an Organisation Through Self-assessment’, Third revision, launched at the 4th European Quality Conference, Finland, September
Author: European Institute of Public Administration (Maastricht), http://www.eipa.nl/