Challenges of the public sector Maria Eugenia Luengo,

Challenges of the public sector Maria Eugenia Luengo,

Challenges of the public sector Maria Eugenia Luengo, EFQM Bilbao, 15th November 2007 Content EFQM in brief A look into the public sector How can EFQM help? 2 Content EFQM in brief A look into the public sector How can EFQM help? 3

Who are we? Not for Profit Membership Foundation Independent Central team in Brussels 4 We are also our members Over 600 members in 56 countries

Germany = 128 Switzerland = 48 Spain = 40 France = 37 UK = 35 Botswana, Brazil, China, Egypt, India, Iran, Israel, Jordan, Kazakhstan, Kuwait, Lebanon, Philippines, Qatar, Russian Federation, Saudi Arabia, Singapore, Taiwan, Trinidad & Tobago, UAE, Zambia 5 Public sector members 17% public sector members: Government: European Investment Bank

Library of the European Parliament The Cabinet Office, UK Ministry of Flemish region, Belgium Tax office, DK Ministry of Finance, Slovak Republic Civil Service Commission, Israel Comune di Mantova, Italy Forem, Belgium Federal Police, Belgium 6 Public sector members Education: University of Versailles, France University of Piraeus, Greece University of Rome Sapienza, Italy London Metropolitan University, UK Sabanci University, Turkey Basel University, Switzerland

Technical University of Ostrava, Czech Republic 7 Public sector members Spain: Clinica Tambre Comarca Gipuzkoa Ekialde - Osakidetza Esade Business School Euskal Irrati Telebista Fundacion Novia Salcedo Instituto de Empresa Lauaxeta Ikastola Universitat Oberta de Catalunya Universidad Comercial de Deusto Universidad Politecnica de Valencia Universidad Politecnica de Catalua Town hall of Esplugues de Llobregat

8 Our structure EFQM Member Organisations EFQM Governance Board CEOs from 10-12 Members EFQM CEO & Management Team Major Accounts & Knowledge Development Membership and Communications Awards & Partnerships

9 Our vision = back to basics Active membership = 1,000 members Leadership group as role model = Pact projects More visible and upgraded recognition = integrated EEA 10 EFQM Value proposition Share what works between organisations through mutual assessment to implement strategies 11

What does EFQM mean? EXCELLENCE 12 Excellence What is Excellence? What characterises Excellent organisations ? 13 Excellence Its a journey, a state of mind

It evokes words like superior, best and unique It means improvement and innovation, enabling sustainable performance Its about fulfilling and, why not, exceeding the needs and expectations of the stakeholders by mobilising the whole organisation 14 Excellent organisations Results Orientation Corporate Social Responsibility Customer Focus Partnership

Development Leadership & Constancy of Purpose Continuous Learning, Improvement & innovation Management by Processes & Facts People Development & Involvement 15 Stages of the journey Concept Start up

On the way Mature Results Orientation All relevant stakeholders are identified Stakeholder needs are assessed in a structured way Transparent mechanisms exist to balance stakeholder expectations Customer Focus

Customer satisfaction is assessed Goals & targets are linked to customer needs & expectations. Loyalty issues are researched Business drivers of customer satisfaction needs & loyalty issues are understood, measured & actioned Leadership and Constancy of Purpose Vision and Mission are defined Policy, People and Processes are aligned. A leadership Model exists

Shared Values and Ethical role models exist at all organisational levels Management by Processes and Facts Processes to achieve desired results are defined Comparative data and information are used to set challenging goals Process capability is fully understood and used to drive performance improvements People Development &

Involvement People accept ownership and responsibility to solve problems People are innovative and creative in furthering organisational objectives People are empowered to act and openly share knowledge and experience Continuous Learning,, Innovation and Improvement Improvement opportunities are identified and acted on

Continuous improvement is an accepted objective for every individual Successful innovation and improvement is widespread and integrated Partnership Development A process exists for selecting and managing suppliers Supplier improvement and achievements are recognised and key external partners are identified The organisation and its key partners are interdependent.

Plans and policies are codeveloped on the basis of shared knowledge Corporate Social Responsibility Legal and regulatory requirements are understood and met There is active involvement in society Societal expectations are measured and actioned 16 Content EFQM in brief

A look into the public sector How can EFQM help? 17 Why the need for a performance management system? They are organisations Modernisation/Reform = transformation of the old model in a new one 18 What does this imply? Change in the culture, in the mentality

From bureaucracy to management Performance management tools 19 What tools do they use? Balanced Scorecard Juran Project Methodologies Six Sigma Diversiry Model ISO Business Process Reengineering CAF EFQM Excellence Model 20 CAF/EFQM Excellence Model

21 Similarities Same structure Self-Assessment Measure performance Benchmarking Recognition 22 Initiatives TEAMWORK EMPOWERMENT LEARNING IiP POLICY DEPLOYMENT BALANCED SCORECARD MANAGEMENT BY

OBJECTIVES BENCHMARKING ISO 9000 SERVICE DELIVERYCHAIN Leadershi p Processe s Partnerships & Resources 360% FEEDBACK CHANGE PROGRAMMES

USER/PATIENT/CITIZEN SATISFACTION People Results People Policy & Strategy SURVEYS ACTIVITY BASED COSTING PUBLIC/PRIVATE PARTNERSHIP ASSET MANAGEMENT Custome r

Results Key Performance Results Society Results ENVIRONMENT SAFETY ISO 14001 PUBLIC IMAGE BUDGET PERFORMANCE BALANCED SCORECARD REVIEWS OF KPIs

23 Increasing activity Europe and beyond No longer limited to UK and Scandinavia Recognition Good practices conferences 24 Participation in EFQM recognitions 300 250 108 200

150 52 100 50 0 52 6 23 2000 26 16 8 20

2001 7 26 2002 Manufacturing and Products 31 5 96 48 94 139

41 24 41 32 2003 2004 2005 2006 Public Sector Services

25 Participation in EFQM recognitions 160 140 120 100 80 60 40 20 0 2000 2001 Health services

2002 2003 Educational Services 2004 2005 Social Services Government 2006 others 26

Implementation issues Concentrate on completing assessments rather than the results Little quantification of the benefits of improvement activities No specific tracking of perfomance over time 27 Results Reduced number of complaints Reduction in customer response time Service performance against budget Prompt payment of invoices Fall in absenteism rates Increased levels of staff responsiveness, courtesy and accessibility 28

How has the Model helped? Influenced the degree of scrutiny of the organisation Influenced the degree of structure and integration Encouraged external recognition Helped identify role model orgnisations Encourage sharing good practice 29 Content EFQM in brief A look into the public sector How can EFQM help? 30 How can EFQM help?

Customised training Support with starting the journey Facilitate the exchange and the learning (COPs, benchmarking, good practice visits) Facilitate networking Recognition = Levels of Excellence EUPAN/IPSG EU funded projects 31 THANK YOU! 32

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