the accountability report supporting business excellence in government presented by:

The Accountability The Accountability ReportReport

Supporting Business ExcellenceSupporting Business Excellence

in Governmentin Government

Presented by:

The State Government Improvement Network

In Partnership with

The Office of the State Budget

Presentation OverviewPresentation Overview

Accountability reporting requirement Changes to the 2009 Guidelines Standardizing the report Feedback Report observations Questions and answers BREAK Baldrige and the accountability report Suggestions and approaches to preparing the report The 2009 Guidelines Using the report The Organizational Performance and Accountability

Team (our function) Questions and answers

Accountability Reporting RequirementsAccountability Reporting Requirements

Sections 1-1-810 and 1-1-820 of the 1976 Code of Laws state:

• Section 1-1-810. Each agency and department of state government shall submit an annual accountability report to the Governor and the General Assembly covering a period from July first to June thirtieth, unless otherwise directed by the specific statute governing the department or institution…(more)

Suspense Date: September 15, 2009

Accountability Reporting RequirementsAccountability Reporting Requirements

Proviso 89-37 states:

Agencies’ annual accountability reports for the prior fiscal year, as required in Section 1-1-810, must be accessible to the Governor, Senate Finance Committee, House Ways & Means Committee, and to the public on or before September 15….(more)

2009 Changes2009 Changes

Category 1 – Leadership

Added Note:Added Note:

The term “senior leadership” refers to an The term “senior leadership” refers to an organization’s senior management group or organization’s senior management group or team. It consists of the head of the team. It consists of the head of the organization and his or her direct reports.organization and his or her direct reports.

No other changes for this category.No other changes for this category.


Category 2 - Strategic Planning Category 2 - Strategic Planning

(Page 2 of Guidelines)(Page 2 of Guidelines)

The Key Action Plan/Initiatives column in The Key Action Plan/Initiatives column in the Strategic Planning Chart should include the Strategic Planning Chart should include your initiatives, plans,your initiatives, plans, and timelinesand timelines to to accomplish the goals/objectives foraccomplish the goals/objectives for FY 08-FY 08-09 and beyond 09 and beyond listed in the second column.listed in the second column.


Category 2 - Strategic Planning Category 2 - Strategic Planning

(Page 4 of Guidelines)(Page 4 of Guidelines)

1. c – Deleted duplication of1. c – Deleted duplication of regulatory, regulatory, societal and other potential risks…societal and other potential risks…



Category 3 – Customer FocusCategory 3 – Customer Focus

6. How do you build positive 6. How do you build positive relationships with customers and relationships with customers and stakeholdersstakeholders to meet and exceed their to meet and exceed their expectations?expectations? Indicate any key Indicate any key distinctions between different customer distinctions between different customer and stakeholder groups.and stakeholder groups.



Category Category 4 – Measurement, Analysis, Measurement, Analysis, and Knowledge Managementand Knowledge Management

2. 2. How do you select, collect, align and How do you select, collect, align and integrate data/information for analysis to integrate data/information for analysis to provide effective support for decisionprovide effective support for decision makingmaking and innovation throughout your and innovation throughout your organization?organization?


Category Category 4 – Measurement, Analysis, Measurement, Analysis, and Knowledge Managementand Knowledge Management5. How do you ensure data integrity,5. How do you ensure data integrity, reliability, reliability, timeliness, accuracy, security and timeliness, accuracy, security and availability for decision making? availability for decision making?

7.7. How do you collect, transfer and maintain How do you collect, transfer and maintain organizational andorganizational and employeeemployee workforceworkforce knowledge (knowledge assets)? How do you knowledge (knowledge assets)? How do you identify, share andidentify, share and implementimplement best practices,best practices, as appropriate?as appropriate?

Standardizing the ReportStandardizing the Report

Same format between agenciesSame format between agencies Same use of reference numbersSame use of reference numbers Maximum recommended length of 50 pagesMaximum recommended length of 50 pages

The desire is for all reports to have The desire is for all reports to have

“ “the same look and feel” the same look and feel”

as the reports that are reviewed and used by as the reports that are reviewed and used by individuals external to the organization individuals external to the organization

that prepared the report.that prepared the report.

Use Report for Self-AssessmentUse Report for Self-Assessment

• Identify StrengthsIdentify Strengths

• Identify Opportunities for ImprovementIdentify Opportunities for Improvement- Prioritize- Prioritize

- Allocate Resources- Allocate Resources

- Monitor, Measure, and Manage- Monitor, Measure, and Manage

WHAT WE SEEWHAT WE SEEThe Organizational Performance The Organizational Performance

and Accountability Teamand Accountability Team

Use of outdated Guidelines Responses to questions do not answer the

question or are too vague Limited or no comparative information presented Limited or no response/action plans to “key

challenges” presented Some action plans linked to strategic goals are too

general in nature to determine specific targets and/or timelines

It’s OK to talk about future plans


and Accountability Teamand Accountability Team References made to surveys, but no data

presented Survey results depicted appear to present

responses to only select survey questions Too many Category 7 measures consisting of

“counts of things” or just “workload” related Don’t ignore other operating locations throughout

the state Shading on charts/use of colors difficult to

distinguish when printed in black and white



A couple of specific examples

Segmentation: The Department has segmented its customer population by place of origin (i.e. Low Country, Midlands, Upstate) and by major program area most used.



Actions linked to the Strategic Plan:

While employee well-being is one of the organization’s strategic goals, related action plans and measures are not evident. Without this information, it is not clear how the organization addresses and supports this strategic goal.

For Additional Information:For Additional Information:

Baldrige National Quality Program

www.quality.nist.gov

SC State Government Improvement Networkwww.scsgin.org

SC Quality Forumwww.scquality.com

Office of the State Budgethttp://www.budget.sc.gov/OSB-index.phtm

Suzie Rast – [email protected] – 734-0647

Garry Monjo – [email protected] – 734-091

mailto:[email protected]


Questions & AnswersQuestions & Answers

Accountability Report Guidelines are based Accountability Report Guidelines are based on the Baldrige Criteriaon the Baldrige Criteria

An aligned, systematic approach for conducting business that integrates and focuses on:• Leadership

• Strategic Planning

• Customer and Market Focus

• Measurement, Analysis, and Knowledge Management

• Human Resource Focus

• Process Management

• Business Results

Application and Linkages Application and Linkages in SC State Governmentin SC State Government

•Agency Accountability ReportAddresses all 7 categoriesIncludes more than 40 Baldrige related questions

•Budget Request GuidelinesLinked to Accountability Report

•Agency Head Salary Review CommissionLinked to “Performance Excellence” (Baldrige Criteria)

•Mini-Organizational Self AssessmentEstablishes Organizational Baseline

Seven CategoriesSeven Categories

(1) Leadership 120

(2) Strategic Planning 85

(3) Customer & Market Focus 85

(4) Measurement, Analysis, and

Knowledge Management 90

(5) Human Resource Focus 85

(6) Process Management 85

(7) Business Results 450

Total Points Total Points 1,0001,000

The Baldrige SystemThe Baldrige Systemand the Accountability Reportand the Accountability Report

MBNQA BackgroundMBNQA Background

Created in 1987• Response to Global Competition

• Public Law 100-107

Malcolm Baldrige National Quality Awards (MBNQA)

• To improve organizational performance practices

• To serve as a tool for understanding and managing performance, planning and training

• To facilitate the sharing of best practices

• Administered by the National Institute for Standards and Technology (NIST)

Elements of Categories 1 – 6

Categories 1 – 6: Approach• Effectiveness of methods and techniques to the

criteria requirements

• Focus on continuous improvement

• Degree to which approach used is systematic, integrated and consistently applied

Categories 1 – 6: Deployment• Degree and application of approach to all areas of the

organization

• Degree and application of approach with all relevant customers, suppliers and the general public

Elements of the Results CategoryElements of the Results Category

Category 7: Results

• Levels of past and current performance; future projections

• Linkage to approach/deployment

• Rate/Speed/Breadth of performance

improvement

• Performance comparisons and benchmarks

Key RecommendationsKey Recommendations

•Have a plan to produce the Accountability Report

•Have a strategic plan

•Agree on mission related key processes and related key measures

•Look at category 7 first - Results

•Make report a living document

Key RecommendationsKey Recommendations

•Active participation by management

Begin with the Leadership categoryLeadership must set:

• Direction• Expectations• Example

Category 1 - LeadershipCategory 1 - Leadership

1.11.1 How do senior leaders set, deploy, and How do senior leaders set, deploy, and ensure two-way communication for:ensure two-way communication for:

a) short and long term organizational a) short and long term organizational

directions and organizational priorities?directions and organizational priorities?

b) performance expectations?b) performance expectations?

c) organizational values?c) organizational values?

d) ethical behavior?d) ethical behavior?


1.21.2 How do senior leaders establish and How do senior leaders establish and promote a focus on customers and other promote a focus on customers and other stakeholders?stakeholders?

1.31.3 How does the organization address the How does the organization address the current and potential impact on the public of current and potential impact on the public of it’s products, programs, services, facilities it’s products, programs, services, facilities and operations, including associated risks? and operations, including associated risks?


1.41.4 How do senior leaders maintain fiscal, legal How do senior leaders maintain fiscal, legal and regulatory accountability?and regulatory accountability?

1.51.5 What key performance measures do senior What key performance measures do senior leaders regularly review to inform them on leaders regularly review to inform them on needed actions? (Actual results are to be needed actions? (Actual results are to be reported in Category 7.)reported in Category 7.)


1.61.6 How do senior leaders use organizational How do senior leaders use organizational performance review findings and employee performance review findings and employee feedback to improve their own leadership feedback to improve their own leadership effectiveness, the effectiveness of management effectiveness, the effectiveness of management throughout the organization including the head of throughout the organization including the head of the organization, and the governance board/policy the organization, and the governance board/policy making body? How do their personal actions making body? How do their personal actions reflect a commitment to the organizational values?reflect a commitment to the organizational values?

1.71.7 How do senior leaders promote and personally How do senior leaders promote and personally participate in succession planning and the participate in succession planning and the development of future organizational leaders?development of future organizational leaders?


1.81.8 How do senior leaders create an How do senior leaders create an environment for performance improvement environment for performance improvement and the accomplishment of strategic and the accomplishment of strategic objectives?objectives?

1.91.9 How do senior leaders create and How do senior leaders create and environment for organizational and environment for organizational and workforce learning? workforce learning?


1.101.10 How do senior leaders communicate with , engage, How do senior leaders communicate with , engage, empower, and motivate the entire workforce empower, and motivate the entire workforce throughout the organization? How do senior leaders throughout the organization? How do senior leaders take an active role in reward and recognition take an active role in reward and recognition processes to reinforce high performance throughout processes to reinforce high performance throughout the organization?the organization?

1.111.11 How do senior leaders actively support and How do senior leaders actively support and strengthen the communities in which your strengthen the communities in which your organization operates? Include how senior leaders organization operates? Include how senior leaders determine areas of emphasis for organizational determine areas of emphasis for organizational involvement and support, and how senior leaders, involvement and support, and how senior leaders, the workforce, and the organization contribute to the workforce, and the organization contribute to improving these communities.improving these communities.

Category 7 - Business ResultsCategory 7 - Business Results

7.17.1 What are your performance levels and trends for What are your performance levels and trends for your key measures of mission your key measures of mission accomplishment/product and service performance accomplishment/product and service performance that are important to your customers? How do your that are important to your customers? How do your results compare to those of comparable results compare to those of comparable organizations?organizations?

Linked to 2.1 a –a f, 3.1, 3.3 and 6.1 for the “what” Linked to 2.1 a –a f, 3.1, 3.3 and 6.1 for the “what”

and 2.2 – 2.5, 3.2, 3.4, 3.5, 3.6 and 2.2 – 2.5, 3.2, 3.4, 3.5, 3.6

and 6.4 for the “how.”and 6.4 for the “how.”


7.27.2 What are your performance levels and trends What are your performance levels and trends for your key measures on customer satisfaction for your key measures on customer satisfaction and dissatisfaction (a customer is defined as an and dissatisfaction (a customer is defined as an actual or potential user of your organization’s actual or potential user of your organization’s products or services)? How do your results products or services)? How do your results compare to those of comparable organizations?compare to those of comparable organizations?

Linked to 3.4Linked to 3.4


7.37.3 What are your performance levels and trends for What are your performance levels and trends for the key measures on financial performance, the key measures on financial performance, including measures of cost containment, as including measures of cost containment, as appropriate?appropriate?

Linked to 4.1 and 6.2 and 6.4Linked to 4.1 and 6.2 and 6.4


7.47.4 What are your performance levels and trends What are your performance levels and trends for the key measures workforce engagement, for the key measures workforce engagement, workforce satisfaction, workforce satisfaction, the development of your the development of your workforce, including leaders, workforce workforce, including leaders, workforce retention, workforce climate including retention, workforce climate including workplace health, safety, and security?workplace health, safety, and security?

Linked to Category 5Linked to Category 5


7.57.5 What are your performance levels and trends for your What are your performance levels and trends for your key measures of organizational key measures of organizational effectiveness/operational efficiency, and work system effectiveness/operational efficiency, and work system performance (these could include measures related to performance (these could include measures related to the following: product, service, and work system the following: product, service, and work system innovation rates and improvement results; improvements innovation rates and improvement results; improvements to cycle time; supplier and partner performance; and to cycle time; supplier and partner performance; and results related to emergency drills of exercises)?results related to emergency drills of exercises)?

Linked to 1.5 (which all measures are)Linked to 1.5 (which all measures are)


7.67.6 What are your performance levels and trends What are your performance levels and trends for the key measures of regulatory/legal for the key measures of regulatory/legal compliance and community support?compliance and community support?

Linked to 1.4 and 1.11Linked to 1.4 and 1.11

Category 2 - Strategic PlanningCategory 2 - Strategic Planning

2.12.1 What is your strategic planning process, What is your strategic planning process, including key participants, and how does it including key participants, and how does it address:address:

a)a) your organization’s strengths, weaknesses, opportunities and threats;

b) b) financial, regulatory, societal and other potential risks;

c) shifts in technology and customer preferences;

d) human resource capabilities and needs;e) organizational continuity in emergencies;f) your ability to execute the strategic plan.


2.22.2 How do your strategic objectives address the How do your strategic objectives address the strategic challenges you identified in your strategic challenges you identified in your Executive Summary? (Section I, Question 4)Executive Summary? (Section I, Question 4)

2.32.3 How do you develop and track action plans How do you develop and track action plans that address your key strategic objectives, and that address your key strategic objectives, and how do you allocate resources to ensure the how do you allocate resources to ensure the accomplishment of your action plans?accomplishment of your action plans?


2.4 2.4 How do you communicate and deploy your How do you communicate and deploy your strategic objectives, action plans and related strategic objectives, action plans and related performance measures?performance measures?

2.5 2.5 How do you measure progressHow do you measure progress

on your action plans?on your action plans?


2.62.6 How do you evaluate and improve your How do you evaluate and improve your strategic planning process?strategic planning process?

2.72.7 If the agency’s strategic plan is available to If the agency’s strategic plan is available to the public through the agency’s internet the public through the agency’s internet

homepage, please provide an address for homepage, please provide an address for that that plan.plan.

Category 3 - Customer FocusCategory 3 - Customer Focus

3.13.1 How do you determine who your customers How do you determine who your customers are and what their key requirements are? are and what their key requirements are?

3.23.2 How do you keep your listening and How do you keep your listening and learning methods current with changing learning methods current with changing customer/business needs and customer/business needs and expectations? expectations?

3.33.3 What are your key customer access What are your key customer access mechanisms, and how do these access mechanisms, and how do these access mechanisms enable customers to seek mechanisms enable customers to seek information, conduct business, and make information, conduct business, and make complaints?complaints?

Category 3 - Customer FocusCategory 3 - Customer Focus

3.43.4 How do you measure customer/stakeholder How do you measure customer/stakeholder satisfaction and dissatisfaction, and use this satisfaction and dissatisfaction, and use this information to improve?information to improve?

3.53.5 How do you use information and feedback from How do you use information and feedback from customers/stakeholders to keep services or customers/stakeholders to keep services or programs relevant and provide for continuous programs relevant and provide for continuous improvement?improvement?

3.63.6 How do you build positive relationships with How do you build positive relationships with customers and stakeholders customers and stakeholders to meet and exceed to meet and exceed theirtheir expectations?expectations? Indicate key distinctions Indicate key distinctions between different customer and stakeholder between different customer and stakeholder groups.groups.

Category 4 – Measurement, Analysis Category 4 – Measurement, Analysis and Knowledge Managementand Knowledge Management

4.14.1 How do you decide which operations, How do you decide which operations, processes and systems to measure for tracking processes and systems to measure for tracking financial and operational performance, financial and operational performance, including progress relative to strategic including progress relative to strategic objectives and action plansobjectives and action plans??

4.24.2 How do you select, collect, align and integrate How do you select, collect, align and integrate data/information for analysis to provide data/information for analysis to provide effective support for decision making and effective support for decision making and innovation throughout the organization? innovation throughout the organization?

Category 4 – Measurement, Analysis and Category 4 – Measurement, Analysis and Knowledge ManagementKnowledge Management

4.34.3 What are your key measures, What are your key measures, how do you how do you review them, and how do you keep them review them, and how do you keep them current with organizational service needs and current with organizational service needs and directions?directions?

4.44.4 How do you select and use key comparative How do you select and use key comparative data and information data and information to support operational to support operational and strategic decision making and and strategic decision making and innovationinnovation??

Category 4 – Measurement, Analysis Category 4 – Measurement, Analysis and Knowledge Managementand Knowledge Management

4.54.5 How do you ensure data integrity, How do you ensure data integrity, reliability reliability timeliness, accuracy, security, and timeliness, accuracy, security, and availability for decision making? availability for decision making?

4.64.6 How do you translate organizational How do you translate organizational performance review findings into priorities performance review findings into priorities for continuous improvement?for continuous improvement?

4.74.7 How do you collect, transfer and maintain How do you collect, transfer and maintain organizational and workforce knowledge? organizational and workforce knowledge? How do you identify, share and How do you identify, share and implementimplement best practices, best practices, as appropriateas appropriate??

Category 5 Category 5 Workforce FocusWorkforce Focus

5.15.1 How does management organize and measure How does management organize and measure work to enable your workforce to: work to enable your workforce to:

1) develop to their full potential, aligned with the 1) develop to their full potential, aligned with the organization’s objectives, strategies and action organization’s objectives, strategies and action plans; andplans; and

2) promote cooperation, initiative, empowerment, 2) promote cooperation, initiative, empowerment, teamwork , innovation and your organizational teamwork , innovation and your organizational culture?culture?

5.25.2 How do you achieve effective communication and How do you achieve effective communication and knowledge/skill/best practice sharing knowledge/skill/best practice sharing across across departments, jobs, and locations? Give examples.departments, jobs, and locations? Give examples.

Category 5 – Workforce FocusCategory 5 – Workforce Focus

5.35.3 How does management recruit, hire, place, and How does management recruit, hire, place, and retain new employees? Describe any barriers that retain new employees? Describe any barriers that you may encounter.you may encounter.

5.45.4 How do you assess your workforce capability and How do you assess your workforce capability and capacity needs, including skills, competencies, and capacity needs, including skills, competencies, and staffing levels?staffing levels?

5.55.5 How does your workforce performance How does your workforce performance management system, including feedback to and management system, including feedback to and from individual members of the workforce support from individual members of the workforce support high performance work and contribute to the high performance work and contribute to the achievement of your action plans?achievement of your action plans?

Category 5 – Human ResourcesCategory 5 – Human Resources

5.6 How does your development and learning system for leaders address the following:a) development of personal leadership attributes;

b) development of organizational knowledge;

c) ethical practices;

d) your core competencies, strategic challenges, and accomplishment of action plans?


5.75.7 How do you identify and address key How do you identify and address key developmental training needs for your developmental training needs for your workforce, including job skills training, workforce, including job skills training, performance excellence training, diversity performance excellence training, diversity training, management/leadership training, management/leadership development, new employee orientation, and development, new employee orientation, and safety training? safety training?

5.85.8 How do you encourage on-the-job use of How do you encourage on-the-job use of new knowledge and skills?new knowledge and skills?


5.95.9 How does employee training contribute to How does employee training contribute to the achievement of your action plans?the achievement of your action plans?

5.105.10 How do you evaluate the effectiveness of How do you evaluate the effectiveness of your workforce and leader training and your workforce and leader training and development system?development system?

5.115.11 How do you motivate your workforce to How do you motivate your workforce to develop and utilize their full potential?develop and utilize their full potential?


5.125.12 What formal and/or informal assessment methods What formal and/or informal assessment methods and measures do you use to obtain information on and measures do you use to obtain information on workforce well-being, satisfaction, and motivation? workforce well-being, satisfaction, and motivation? How do you use other measures such as employee How do you use other measures such as employee retention and grievances? How do you use this retention and grievances? How do you use this information?information?

5.135.13 How do you manage effective career progression How do you manage effective career progression and effective succession planning for your entire and effective succession planning for your entire workforce throughout the organization?workforce throughout the organization?


5.145.14 How do you maintain a safe, secure, and How do you maintain a safe, secure, and healthy work environment? (Include your healthy work environment? (Include your workplace preparedness for emergencies and workplace preparedness for emergencies and disasters.)disasters.)

Category 6 – Process ManagementCategory 6 – Process Management

6.1 How do you determine and what are your organization’s core competencies, and how do they relate to your mission, competitive environment, and action plans

6.2 How do you determine and what are your key processes that produce, create or add value for your customers and your organization and how do they relate to your core competencies? How do you ensure these processes are used?

6.3 How do you incorporate organizational knowledge, new technology, cost controls, and other efficiency and effectiveness factors, such as cycle time, into process design and delivery?


6.46.4 How does your day-to-day operation of these How does your day-to-day operation of these processes ensure meeting key performance processes ensure meeting key performance requirements?requirements?

6. 56. 5 How do your systematically evaluate and How do your systematically evaluate and improve your key product and service related improve your key product and service related processes?processes?

6.66.6 What are your key support processes, and how What are your key support processes, and how do you evaluate, improve, and update these do you evaluate, improve, and update these processes to achieve better performance?processes to achieve better performance?


6.76.7 How does your organization determine the How does your organization determine the resources needed to meet current and resources needed to meet current and projected budget and financial obligations?projected budget and financial obligations?

Category 7 ExampleCategory 7 Example

Current Level/Trend/Benchmarks

70

75

80

85

90

95

100

2004 2005 2006 2007 2008

Year

On-

Tim

e P

ayab

les

Pro

cess

ing

(%) Agency A

Overall Organization

Industry Standard

Agency B

PREPARING THE REPORTPREPARING THE REPORT

Some Suggestions:Some Suggestions:Data/information collectionData/information collectionStart earlyStart earlyUse multiple approaches for collecting data/informationUse multiple approaches for collecting data/information

Use other internal reports (last year’s AR report, Use other internal reports (last year’s AR report, budget request documents, strategic plan, misc. budget request documents, strategic plan, misc. other reports)other reports)Distribute prior year’s AR to each Division Distribute prior year’s AR to each Division (highlight prior year’s data submitted) (highlight prior year’s data submitted) Review AR’s from other agenciesReview AR’s from other agenciesConduct internal surveysConduct internal surveysConduct external research for benchmarking Conduct external research for benchmarking informationinformation


Some Suggestions:Some Suggestions:Writing the ARWriting the AR Coordinate, coordinate, coordinateCoordinate, coordinate, coordinate Include management and those who Include management and those who

provided key inputsprovided key inputs Use feedback to help make revisionsUse feedback to help make revisions Work with organization’s CFO (relating to Work with organization’s CFO (relating to

financial performance and completion of financial performance and completion of expenditures/appropriations chart)expenditures/appropriations chart)

Consult with executive/senior management Consult with executive/senior management oftenoften


Additional thoughts and ideas:Additional thoughts and ideas: Use single person writing styleUse single person writing style Consider linkages (describe your business system)Consider linkages (describe your business system) Find expert on constructing chartsFind expert on constructing charts Find good proofreader/editorFind good proofreader/editor Person who has overall responsibility for AR needs Person who has overall responsibility for AR needs

to be kept informed on organization’s plans and key to be kept informed on organization’s plans and key activities; attend key business meetingsactivities; attend key business meetings

Use AR preparation process as a training tool and Use AR preparation process as a training tool and organizational improvement toolorganizational improvement tool

Capture “lessons learned” after report submissionCapture “lessons learned” after report submission

Additional InformationAdditional Information

Suspense Date: September 15, 2009Suspense Date: September 15, 2009

WHAT WE DOThe Organizational Performance

and Accountability Team Provide feedback on Accountability

Reports•Key Strengths•Key Opportunities for Improvements•General Comments

Provide consulting services Provide training on organizational

improvement topics Provide information to the House Ways

and Means Staff

For Additional Information:For Additional Information:

Baldrige National Quality ProgramBaldrige National Quality Program

www.quality.nist.govwww.quality.nist.gov

SC State Government Improvement NetworkSC State Government Improvement Networkwww.scsgin.orgwww.scsgin.org

SC Quality ForumSC Quality Forumwww.scquality.comwww.scquality.com

Office of the State BudgetOffice of the State Budgethttp://www.budget.sc.gov/OSB-index.phtmhttp://www.budget.sc.gov/OSB-index.phtm

Suzie Rast – Suzie Rast – [email protected] – 734-0647

Garry Monjo – Garry Monjo – [email protected] – 734-0919



Questions & AnswersQuestions & Answers

the accountability report supporting business excellence in government presented by:

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