Challenges of the public sector

Maria 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 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

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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

Results

SocietyResults

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

9413952

5248

108

8 7 5166

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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

140

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!