Challenges of the public sector

Maria Eugenia Luengo, EFQM Bilbao, 15 th 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 Cataluña – 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?

E X C E L L E N C E

12

Excellence

What is Excellence?



What characterises Excellent organisations ?

13

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

14

Excellent organisations

Corporate Social Responsibility Results Orientation Customer Focus Partnership Development Leadership & Constancy of Purpose Continuous Learning, Improvement & innovation People Development & Involvement Management by Processes & Facts 15

Stages of the journey

Concept Results Orientation Customer Focus Leadership and Constancy of Purpose Management by Processes and Facts Vision and Mission are defined Processes to achieve desired results are defined People Development & Involvement People accept ownership and responsibility to solve problems Continuous Learning,, Innovation and Improvement Partnership Development Improvement opportunities are identified and acted on A process exists for selecting and managing suppliers Corporate Social Responsibility Start up All relevant stakeholders are identified Customer satisfaction is assessed Legal and regulatory requirements are understood and met On the way Mature Stakeholder needs are assessed in a structured way Goals & targets are linked to customer needs & expectations. Loyalty issues are researched Policy, People and Processes are aligned. A leadership “Model” exists Comparative data and information are used to set challenging goals People are innovative and creative in furthering organisational objectives Continuous improvement is an accepted objective for every individual Supplier improvement and achievements are recognised and key external partners are identified There is active involvement in “society” Transparent mechanisms exist to balance stakeholder expectations Business drivers of customer satisfaction needs & loyalty issues are understood, measured & actioned Shared Values and Ethical role models exist at all organisational levels Process capability is fully understood and used to drive performance improvements People are empowered to act and openly share knowledge and experience Successful innovation and improvement is widespread and integrated The organisation and its key partners are interdependent. Plans and policies are co-developed on the basis of shared knowledge 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 SURVEYS USER/PATIENT/CITIZEN SATISFACTION

People People Results Leadership Policy & Strategy Partnerships & Resources Processes Customer Results Society Results

360% FEEDBACK CHANGE PROGRAMMES ACTIVITY BASED COSTING PUBLIC/PRIVATE PARTNERSHIP ASSET MANAGEMENT ENVIRONMENT SAFETY ISO 14001 PUBLIC IMAGE

Key Performance Results

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 300 250 200 150 100 50 0 6 23 8 2000 16 20 7 2001 26 26 2002 Manufacturing and Products 5 52 52 31 41 2003 96 24 2004 Public Sector 108 48 94 41 2005 Services 139 32 2006 25

Participation in EFQM recognitions 160 140 120 100 80 60 40 20 0 2000 2001 2002 2003 2004 2005 Health services Educational Services Social Services Government others 2006 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