a look into the public sector
TRANSCRIPT
Challenges of the public sectorMaria Eugenia Luengo, EFQMBilbao, 15th November 2007
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Content
EFQM in brief A look into the public sector How can EFQM help?
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Content
EFQM in brief A look into the public sector How can EFQM help?
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Who are we?
Not for Profit Membership Foundation Independent Central team in Brussels
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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
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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
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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
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Public sector membersSpain:– 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 Cataluña– Town hall of Esplugues de Llobregat
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Our structure
EFQM Member Organisations
EFQM Governance BoardCEOs from 10-12 Members
EFQM CEO & Management Team
Major Accounts & Knowledge
Development
Membership andCommunications
Awards & Partnerships
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Our vision = back to basics
Active membership = 1,000 members
Leadership group as role model = Pact projects
More visible and upgraded recognition = integrated EEA
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EFQM Value proposition
Share what worksbetween organisationsthrough mutual assessment…to implement strategies
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What does EFQM mean?
E X C E L L E N C E
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Excellence
What characterises Excellent organisations ?
What is Excellence?
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Excellence
It’s a journey, a state of mind
It evokes words like “superior”, “best” and “unique”
It means improvement and innovation, enabling sustainable performance
It’s about fulfilling and, why not, exceeding the needs and expectations of the stakeholders by mobilising the whole organisation
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Excellent organisations
Results Orientation
Customer Focus
Leadership &Constancy of Purpose
Management byProcesses & Facts
People Development& Involvement
Continuous Learning,Improvement & innovation
PartnershipDevelopment
Corporate SocialResponsibility
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Stages of the journeyConcept 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 co-developed 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
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Content
EFQM in brief A look into the public sector How can EFQM help?
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Why the need for a performance management system?
They are organisations
Modernisation/Reform = transformation of the old model in a new one
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What does this imply?
Change in the culture, in the mentality
From bureaucracy to management Performance management tools
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What tools do they use? Balanced Scorecard Juran Project Methodologies Six Sigma Diversiry Model ISO Business Process Reengineering CAF EFQM Excellence Model
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CAF/EFQM Excellence Model
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Similarities
Same structure Self-Assessment Measure performance Benchmarking Recognition
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Initiatives
Processes
PeopleResults
Customer
ResultsSocietyResults
Policy &Strategy
Partnerships& Resources
People
KeyPerformance
Results
TEAMWORK EMPOWERMENT LEARNING IiP
POLICY DEPLOYMENTBALANCED SCORECARDMANAGEMENT BY OBJECTIVES
ACTIVITY BASED COSTINGPUBLIC/PRIVATE PARTNERSHIPASSET MANAGEMENT
ENVIRONMENTSAFETYISO 14001PUBLIC IMAGE
BENCHMARKINGISO 9000SERVICE DELIVERYCHAIN
USER/PATIENT/CITIZEN SATISFACTION
BUDGET PERFORMANCE
360% FEEDBACKCHANGE PROGRAMMES
BALANCEDSCORECARDREVIEWS OF KPIs
SURVEYS
Leadership
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Increasing activity
Europe and beyond No longer limited to UK and Scandinavia Recognition Good practices conferences
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Participation in EFQM recognitions
23 20 26 41 24 41 32
3196
94 13952
52 48
108
8 7 5166
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0
50
100
150
200
250
300
2000 2001 2002 2003 2004 2005 2006
Manufacturing and Products Public Sector Services
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Participation in EFQM recognitions
0
20
40
60
80
100
120
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160
2000 2001 2002 2003 2004 2005 2006
Health services Educational Services Social Services Government others
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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
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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
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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
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Content
EFQM in brief A look into the public sector How can EFQM help?
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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
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THANK YOU!