Common Assessment Framework

Abstract: The Balanced Scorecard (BSC) methodology focuses on major critical issues of modern business organisations: the effective measurement of corporate performance and the evaluation of the successful implementation of corporate strategy. Despite the increased adoption of the BSC methodology by numerous business organisations during the last decade, limited case studies concern non-profit organisations (e.g. public sector, educational institutions, healthcare organisations, etc.). The main aim of this study is to present the development of a performance measurement system for public health care organisations, in the context of BSC methodology. The proposed approach considers the distinguished characteristics of the aforementioned sector (e.g. lack of competition, social character of organisations, etc.). The proposed measurement system contains the most important financial performance indicators, as well as non-financial performance indicators that are able to examine the quality of the provided services, the satisfaction of internal and external customers, the self-improvement system of the organisation and the ability of the organisation to adapt and change. These indicators play the role of Key Performance Indicators (KPIs), in the context of BSC methodology. The presented analysis is based on a MCDA approach, where the UTASTAR method is used in order to aggregate the marginal performance of KPIs. This approach is able to take into account the preferences of the management of the organisation regarding the achievement of the defined strategic objectives. The main results of the proposed approach refer to the evaluation of the overall scores for each one of the main dimensions of the BSC methodology (i.e. financial, customer, internal business process, and innovation-learning). These results are able to help the organisation to evaluate and revise its strategy, and generally to adopt modern management approaches in every day practise.

Abstract: Purpose – The purpose of the paper is to assess the state of performance management within the public sector and suggest areas for further research.Design – This is a theoretical paper based on a literature review.Findings – The expected improvements in performance, accountability, transparency, quality of service and value for money have not yet materialised in the public sector. There are three classes of problems with performance management in the public sector – technical, systems and involvement. Externally imposed restructurings and reorganisations restrict the successful implementation of performance management.Research limitations/implications – The paper is theoretical, and empirical research to test the results is required.Practical implications – The findings can be used to enhance performance management systems within both the public and private sectors.Originality/value – The paper provides an overview of the state of performance management and measurement within public sector organisations a...

Abstract: The Common Assessment Framework is a standard assessment tool to be used by all professionals working with children for assessment and referral. The CAF is hailed as a needs-led, evidence-based tool which will promote uniformity, ensure appropriate ‘early intervention’, reduce referral rates to local authority children's services and lead to the evolution of ‘a common language’ amongst child welfare professionals. This paper presents findings from a study, funded under the Economic and Social Research Council's e-Society Programme. Our purpose in is not primarily evaluative, rather we illustrate the impacts of CAF as a technology on the everyday professional practices in child welfare. We analyse the descriptive, stylistic and interpretive demands it places on practitioners in child welfare and argue that practitioners make strategic and moral decisions about whether and when to complete a CAF and how to do so. These are based on assessments of their accountabilities, their level of child welfare competence and their domain-specific knowledge, moral judgements and the institutional contexts in which these are played out.

Abstract: The delivery of public services in developing countries is over‐centralised. One of the reasons for this is the presence of centralised decision‐making apparatus, which distances power from communities. The centralised decision making reduces accountability among public sector employees and is a good recipe for undesirable decisions and mismanagement of performance and resources at the expense of public service quality. The quality of public sector management in developing countries lags behind those of the developed countries due to the ills caused by over‐centralisation. Hence, the public services in developing countries are a drain on the wealth‐producing part of their economy. Reviews the underlying literature and theoretical framework of performance management (PM) as a systems‐based model for cultivating the “achievement culture” in public sector organisations (PSOs). It looks at how the various practical econometric and managerial techniques can integrate with the PM model in an attempt to excel the philosophy of new public management. The paper concludes by looking at the “new” role of management accounting systems in meeting “information needs” of modern public sector managers, as a potential area for further research. The paper proposes that the adoption of the PM model is a universal remedy for improving service quality in PSOs in developing countries.