After the organizational reform of public administration in Flanders in 2006 succeeding self‐assessments in our departments pinpointed the challenge of the increasing need for more coordination between agencies, ministers and department.
Using the CAF, organizations often put a stringent focus on internal efficiency of the organizational structure. Apart from this debate, both departments were confronted with the task of supporting the policy design and implementation within a given set of one or more ministerial portfolios: clarifying and selecting strategic objectives were repeatedlyprioritised as actions of improvement after each self‐assessment.
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