Capacity Self-Assessment as a management tool for organisational development planning

1. Capacity Self-Assessment as a management tool for organisational development planning • A model used for the Ministry of Foreign Affairs and European Integration, Republic of Moldova, • Within the UNDP Moldova Project “"Building Institutional Capacity of the Ministry of Foreign Affairs and European Integration"

2. The Objectives • To develop greater understanding of the use of self-assessment benchmarking for managers to identify priorities for capacity development; • To explain the process and benefits of self-assessment; • To introduce the Common Assessment Framework (CAF) as the recommended instrument.

3. Suggested toolkit • The Common Assessment Framework (CAF) for self-assessment of existing capacity by management (MFA Directors & Stakeholders); • A Strategic Framework to integrate vital priority areas for improvement (V-AFIs) into Strategic Plans and Annual Operational /Work-Plans; • M&E of progress by benchmarking continuous improvement through further CAF assessments at 6 monthly intervals;

4. Why Self-Assess against the Common Assessment Framework (CAF) Model • Widely used: • High level of international credibility • Comprehensive basis for strategy and benchmarking; • Simple structure and language • Strengths and Areas for Improvement • Methodology to review progress (benchmarking) • Enables Ministry Departments to share best practice • Basis for priority action planning; • Pragmatic • Flexible in approach • Interpret for areas of relevance to individual parts of system or Departments.

5. The Simple Model People Results Processes Achieve better results through involvement of all employees (across all Divisions) in continuous improvement of their processes

6. Self-Assessment • Comprehensive, systematic review • Drives continuous improvement • Increases awareness of quality management; • Highlights strengths and identifies many areas for improvement (AFIs) across the model; • Basis for comparisons & best practice; • Not just about a score! (But score is good for benchmarking); • More about identifying and prioritising Areas for Improvement (to inform strategy); • ‘Vital Few’ priority AFIs provide a strategic framework for an organisational development programme.

7. Plan and Prepare for Self-Assessment Collect Views, Information and Data on Where We are Now Identify Strengths and Areas for Further Improvement Identify the Priority Opportunities (and ensure inclusion in Plans) Develop and Implement Actions on these Opportunities (and ensure inclusion in new Annual Departmental Action Plans) Review and Repeat to benchmark improvements (half-yearly) Carrying out Self-Assessment

8. Benefits of Self-Assessment (1) • An objective assessment against credible and internationally proven criteria; • An assessment based on evidence; • A continuous improvement process, rather than a single shot, giving a measure of progress over time; • An opportunity to focus improvement where it is most needed, but in a systemic way; • A means to focus priorities for a continuous improvement / organisational development programme (and thus present a coherent proposal for funding / budget).

9. Benefits of Self-Assessment (2) • An opportunity to promote sharing of good, effective approaches across government; • An opportunity to recognise both progress and lack of progress where necessary; • An opportunity to compare yourselves with other organisations and identify world class approaches if desired; • An opportunity for management and employees to LEARN what works (at all levels of the system).

10. Used Approach to Self-Assessment • Workshop for Common Assessment Framework (1.5 days); • Start with high level Ministry workshop to agree institutional capacity building priorities; • Pro-formas and questionnaires for all CAF model criteria provided; • AFIs will further inform Strategic Plans and ‘Vital Few’ will inform capacity development programme work-plan;

11. Virtuous Circle for Continuous Improvement Self Assessment Improved Results Strengths and Areas for Improvement Actions to achieve Further Improvement

12. Pro-formas (one for each of 27 sub-criteria) Areas to Address Description of Criterion & Sub-Criterion List of best practice descriptions From CAF Pro-formas (27 sub-criteria) How we assess ourselves against these descriptions: Strengths In context of good established practice and processes Areas for Improvement In context of not so good, or not yet evident practice and processes Evidence Brief notes on basis for decisions above Scoringguidelines Descriptions of what scores mean Score 0 - 5

13. The Self- Assessment materials : CAF Pro-formas • There are 9 criteria: 5 Enablers and 4 Results Areas; • The 5 Enablers break down into a total of 19 sub-criteria. (10 -15 minutes each = 4 -5 hours); • The 4 Results Areas break down into 8 sub-criteria. (15 minutes each = 2 hours); • For each of the 4 Result Areas both results of measurements, and indicators for this are suggested and considered.

14. The Self- Assessment materials : CAF Pro-formas - Enablers Criterion 1: Leadership • Leadership breaks down into 4 sub-criteria: • Giving direction: vision, mission, values; • Developing and implementing a system for managing the organisation; • Motivating and supporting people and acting as role model; • Managing relations with politicians and other stakeholders; • There are 32 suggested areas to address in these 4 sub-criteria.

15. The Self- Assessment materials : CAF Pro-formas - Enablers Criterion 2: Strategy & Planning • Strategy & Planning breaks down into 3 sub-criteria: • The Ministry/Division gathers info relating to needs of stakeholders; • The Ministry/Division develops, reviews, and updates strategy and planning; • Strategy & planning are implemented in the whole organisation; • There are 17 areas to address in these 3 sub-criteria.

16. The Self- Assessment materials : CAF Pro-formas - Enablers Criterion 3: People Management (HRM&D) • People Management breaks down into 3 sub-criteria: • Planning, managing and improving HR with regard to strategy and plans; • Identifying, using and developing competencies aligning individual, team and organisational goals; • Involving employees by developing dialogue and empowerment (initially include in CAF workshop); • There are 28 areas to address in these sub-criteria

17. The Self- Assessment materials : CAF Pro-formas - Enablers Criterion 4: Partnerships & Resources • Partnerships & Resources breaks down into 6 sub-criteria: • Developing key partnership relations; • Developing and implementing partnerships with citizens and customers; • Managing knowledge; • Managing finances; • Managing technology; • Managing buildings and assets. • There are 45 areas to address in these 6 sub-criteria.

18. The Self- Assessment materials : CAF Pro-formas - Enablers Criterion 5: Process and Change Management • Process & change management breaks down into 3 sub-criteria: • Identifying, designing, managing, and improving processes; • Developing and delivering services by involving customers; • Planning and managing modernisation and innovation • There are 23 areas to address in these 3 sub-criteria

19. Results • Identified Areas for Improvement that were consolidated into a draft of the Capacity Development Framework; • Developed detailed Logical Framework (LogFrame); • The Capacity Development Programme become a ‘pillar’ of the new Institutional Development Plan of the Ministry of Foreign Affairs and European Integration