Transcript 1. dia

Quality Standards
for the ISSA Members
1st NGO Task Force Meeting
10-11th August 2006
Budapest
1
Outline of the presentation
• Why do we need a quality system for the ISSA
members?
• Definitions and principles
• Short overview of the main features of quality
management systems
2
Why do we need a QMS?
Quality management helps you to improve
your organization and its outcomes with:
• principles and a theoretical framework,
• off-the-shelf quality management systems
which can be tailored to your needs,
• learning from the experiences of other
organizations,
• a wide range of tools.
3
Quality is …
• Satisfaction of
•
stakeholders
• Added value for the society •
• Best value for price
•
• Cost effectivess
•
• Doing the right things in a •
right way
•
• Meeting specifications
• Meeting customer
expectations
Transparency of service
delivery
Process control
Acheiving desired results
Continous improvement
Competitive advantage
Best practice
4
Quality is about…
• knowing what you want to do and how you want
to do it
• learning from what you do
• using what you learn to develop your
organisation and its services
• seeking to achieve continuous improvement
• satisfying your stakeholders - those different
people and groups with an interest in your
organisation
CES, 2006
5
The Quality Cycle
Self-evaluation
Monitoring
the changes
Setting
up priorities
Performing
the
improvements
Preparing an
action plan
6
Generations of
Quality Development
• Small improvements
in processes
• Identifying and
• Customer orientation • Focus of potential
customer
• Improvement of
results
describing
• Improvement of
processes
management &
• Quality control to
meet specifications
• Quality control and
financial control are
divided.
organization
• Balanced steering of
management
• Improvement of staff
development
• Improvement of
flexibility of the
organisation
• Results in terms of
added value for
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society
The main types of the quality
systems
Standards
• ISO 9000
• ISO 14000
• Investors in
People
TQM
• The EFQM
Excellence Model
• PQASSO
• The Big Picture
8
The Quality Ladder©
EFQM European Award
EFQM National Award
EFQM Recognition for Excellence
EFQM Committed to Excellence
ISO 9001
Investors in People
PQASSO / The Big Picture
Accountability standards e.g. BBB
Plan, Do, Check, Act
Quality is not an issue for the organization.
9
Quality areas of PQASSO
1. Planning for
Quality
2. Governance
3. Management
4. User-centred
Service
5. Staff and
Volunteers
6. Training and
Development
7. Managing Money
8. Managing
Resources
9. Managing Activities
10. Networking and
Partnership
11. Monitoring and
Evaluation
12. Results
10
The Big Picture
11
Direction
Governance
Purpose
Strategy & Policy
Staffing
Culture
Legislation & Regulation
Processes
Planning
Managing People
Managing Money
Managing Other
Resources
Managing Activities
Monitoring & Review
Stakeholder Satisfaction
People We Help
Paid Staff
Volunteers
Funders
Partners
Influencers
Positive Impact
Strategic Outcomes
Financial Health
Evidence of Standards
Development
Public Profile
Impact on Society
12
The EFQM Excellence Model
Enablers
Leadership
(10%)
Results
People
(9%)
People
Results
(9%)
Policy &
Strategy
(8%)
Client
Results
(20%)
Partnerhip &
Resources
(9%)
Processes
(14%)
Key
Performance
Results
(15%)
Society
Results
(6%)
Innovation and learning
13
Organizational development
& strategic options
Function of QM-systems
Control
Effectiveness
Efficiency
Intern
Extern
Creativity
Flexibility
Change
14
Challenges
•
•
•
•
•
•
Culture
Development „step by step”
Leadership
Cost
Monitoring outcomes & organization
Different expectations of stakekolder
15
Organizational Lifecycle
Sustainability
Turbulence
Development
Stability
Aristocracy
Stagnation
Growth
Pre-growth
Dream
Sleeping organization
16
Find the balance!
Stability
Compliance to the
common rules
Documentation
Change
Freedom to do
it better
„Real” work
17
The benefits of quality 1
• confidence that the organization’s service
is of value to users
• attracting more users
• taking the organisation out of firefighting
and into longer term planning
• setting and meeting achievable goals
• motivation of all those involved in our work
18
The benefits of quality 2
• assurance that the organization does not drift
from its purpose
• the integration of work and bringing the
organization together
• the most efficient and effective use of resources
• meeting the expectations and demands of other
stakeholders- primarily trustees, volunteers,
funders and donors
19
The benefits of quality 3
The benefits of quality 3
•
•
•
•
better accountability
support for funding applications
public recognition and credibility
attracting more ‘supporters’ whether
trustees, volunteers, funders or donors
• accreditation
• demonstrable achievement of standards
20
The benefits of quality 4
The benefits of quality 4
•
•
•
•
comparison with other organizations
help in dealing with change
addressing areas of tension and conflict
openness and clarity of understanding
about where and how things can be
improved
21
The benefits of
the main systems 1
ISO
EFQM IIP
PQASSO
9000
Overall organization
improvement
Confidence that users’
requirements are being
met
*****
**** ***
*****
****
**
****
Improved planning
*****
*** **
****
Integration of all our
activities
*****
**** **
****
***
22
The benefits of
the main systems 2
EFQM
Motivation of our
people
Efficient use of our
resources
Meeting the demands
of our funders
Greater accountability
IIP
ISO
PQASSO
9000
****
***** *
****
****
***
***** ****
***
**
***
***
****
***
**
****
23
The benefits of
the main systems 3
EFQM
Greater external
recognition and support
for our work
Check by an independent,
external person
Formal accreditation to a
standard, with a ‘badge’
Help in setting standards
for our work
IIP
ISO PQAS
9000
SO
**
**** ****
***
****
***** *
*
**
**** ***** *
***
*
****
***
**** 24
The benefits of
the main systems 4
ISO
EFQM IIP
PQASSO
9000
Comparison with other
organization
Help in dealing with
change
Clear diagnosis of how
good we are
****
*
*
*****
**** **
***
*****
**
*****
*
**
25
European Quality
in Rehabilitation Mark
The European mark for excellent performance in rehabilitation service provision
26
Frame of Reference
EQRM Principles of
Excellence
1. Leadership
2. Rights
3. Ethics
4. Person Centred
5. Comprehensiveness
6. Result oriented
Criteria for
performance
1. Proof of EQRM
Principles of
Excellence in policy
2. 5 specific criteria for
each EQRM principle
of Excellence
7. Participation
8. Partnerships
9. Continuous
improvement
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Rights
Person fokus
Ethics
Leadership
Partnership
Virkemidler
Participation
Results
Continuous
improvement
Person centred
Tjeneste fokus
Comprehensiveness
28
Leadership
1.
Organisations demonstrate leadership internally, within
the rehabilitation sector and within the wider
community by promoting positive images, challenging
low expectations, best practice more effectives use of
resources, innovation and a more open and inclusive
society.
29
Criteria
1.
Organisational policy on leadership
2.
Policy documents
3.
Research & development plans
4.
Innovation taken place
5.
Internal & external communication plans
6.
Promotion materials
30
Participation
1.
Organisations promote the participation and inclusion
of people with disabilities at all levels of the
organisation and within the community. In pursuit of
more equal participation and inclusion, organisations
work in consultation with representative bodies and
groups to support advocacy, the removal of barriers,
public education and active promotion of equal
opportunities.
37
Criteria
1.
Organisational policy on Participation
2.
Policy development
3.
Active involvement of person served in:
• planning
• decision making
• evaluation
• leadership development
4.
Community based activities
5.
Partnerships
6.
Workforce of the organisation
38
Result orientation
1.
Organisations are outcome focused, in terms of
both perceptions and achievements, on the
benefits to the person served, their family/carers,
employers, other stakeholders and the community.
They also aspire to the achievement of best value
for their purchasers and funders. Service impacts
are measured, monitored and are an important
element of a continuous improvement,
transparency and accountability processes.
43
Criteria
1.
Organisational policy on result orientation
2.
Identification of outcomes
3.
Collection of outcome information using internal and
external indicators
4.
Utilisation of outcome information
5.
Processes and procedures
6.
System to report, publish and disseminate business
results
44
Continuous improvement
1.
Organisations are proactive in meeting market needs,
using resources more effectively, developing and
improving services and utilisation research and
development to achieve innovation. They are
committed to staff development and learning, strive for
effective communications and marketing, value user,
funder and stakeholder feedback and operate systems
of continuous quality improvement.
45
Criteria
1.
Organisational policy on continuous improvement
2.
Methodology of improvement
3.
Utilisation of the feedback of persons served, staff,
employers and other stake holders
4.
Annual planning
5.
Preventive and corrective actions
6.
Assurance of results
46
Key processes
1.
Self-reflection
2.
Diagnosis
3.
EQRM profile
4.
Implementation plan
47