The TAFTIE Self-assessment

The Self-assessment Rationale

Policy makers and RTDI funding agencies are becoming increasingly interested in, not only the returns, but also the performance of the funding system in general and the added value that comes with the money in particular. An agency’s activities can strengthen the innovation capabilities of firms and stimulate firms to move into new riskier areas of RTDI.

The ability to add value to clients and innovation systems is perhaps the most important way an agency can assess its effectiveness and justify its existence. But how does an agency know that it is creating this added value and how does an agency become aware of how to improve its ability to add value to clients and innovation systems? This is where the Self-Assessment Approach comes in handy.

The general purpose of the self-assessment of an agency’s programme effectiveness is to reveal and illustrate how an assessed agency adds value through the execution and management of RTDI programmes in its respective innovation system. Stated simply, this is value that exceeds the benefits of just distributing public funds. Hence, the objective of a self-assessment is to suggest how an agency can improve its effectiveness in a given programme or process used to design, run and evaluate programmes.

The Self-assessment Concept

The self-assessment is basically a structured dialogue where colleagues support colleagues. The assessment process is led by a trained facilitator and uses a panel of colleagues or experts to comment on strengths, weaknesses, improvement opportunities etc. The self-assessment is not about judging, it's about learning and improving.

The TAFTIE self-assessment is different from classic evaluation. In the figure below this is illustrated. Whereas classical evaluation is direct at either the relation between terms and conditions versus and effects (impact of instruments) or at terms and conditions versus process (efficiency), the TAFTIE self-assessment is directed at process versus effectiveness. In other words: how do you create the highest value for the innovation system with your staff?

How to perform a Self-assessment - the Tool Set

The Tool Set contains all documents that a facilitator needs to perform a self-assessment. The main document is the Facilitator Guide. Additionally, some documents are included which are useful during the process: the Reference Model, a Dialogue Assistant, Review Panel Guidelines and a Glossary Of Terms for facilitators are also available. The assessment exercise is made simpler using a software tool that facilitates the information gathering, storing and reporting undertaken during a self-assessment.

Go to the DownLoad section to get all these documents!

When should you perform the Self-assessment

The self-assessment tool can be used in a flexible way, adapted to the needs and operations of an agency. The assessment may address one or several phases of the programme cycle and can be applied to different circumstances, e.g. when an agency wants to assess and improve:

• the design and realisation plan of a new programme before it is launched (a valuable ex-ante exercise)
• the execution of one or multiple phases in an on-going programme
• the management and use of a certain class of programmes (e.g. programmes stimulating R&D in SMEs or commercialisation of academic R&D results).

The Self-assessment is run by Agency People

By introducing and using a common reference model, the assessment process enables experiences to be shared among staff at the agency. But not only that, sharing a common assessment model that uses common concepts opens up for the possibility to invite partners from other agencies - nationally or international - to help review, comment and improve the design, implementation and evaluation of programmes.

Visit the FacilitatorNetwork to learn more about who typically plans and executes a self assessment in an agency. The FacilitatorNetwork section is also the collaborative space for facilitators to discuss different issues, look for co-facilitators, plan joint events etc.