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Challenges of the public sector Maria Eugenia Luengo, EFQM Bilbao, 15 th November 2007.

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Presentation on theme: "Challenges of the public sector Maria Eugenia Luengo, EFQM Bilbao, 15 th November 2007."— Presentation transcript:

1 Challenges of the public sector Maria Eugenia Luengo, EFQM Bilbao, 15 th November 2007

2 2 Content  EFQM in brief  A look into the public sector  How can EFQM help?

3 3 Content  EFQM in brief  A look into the public sector  How can EFQM help?

4 4 Who are we?  Not for Profit  Membership Foundation  Independent  Central team in Brussels

5 5 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

6 6 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

7 7 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

8 8 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

9 9 Our structure EFQM Member Organisations EFQM Governance Board CEOs from Members EFQM CEO & Management Team Major Accounts & Knowledge Development Membership and Communications Awards & Partnerships

10 10 Our vision = back to basics  Active membership = 1,000 members  Leadership group as role model = Pact projects  More visible and upgraded recognition = integrated EEA

11 11 EFQM Value proposition Share what works between organisations through mutual assessment …to implement strategies

12 12 What does EFQM mean? E X C E L L E N C E

13 13 Excellence  What characterises Excellent organisations ? What is Excellence?

14 14 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

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

16 16 Stages of the journey ConceptStart upOn the wayMature Results OrientationAll relevant stakeholders are identified Stakeholder needs are assessed in a structured way Transparent mechanisms exist to balance stakeholder expectations Customer FocusCustomer satisfaction is assessedGoals & 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 definedPolicy, 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 & InvolvementPeople 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 DevelopmentA 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 ResponsibilityLegal and regulatory requirements are understood and met There is active involvement in “society”Societal expectations are measured and actioned

17 17 Content  EFQM in brief  A look into the public sector  How can EFQM help?

18 18 Why the need for a performance management system?  They are organisations  Modernisation/Reform = transformation of the old model in a new one

19 19 What does this imply?  Change in the culture, in the mentality  From bureaucracy to management  Performance management tools

20 20 What tools do they use?  Balanced Scorecard  Juran Project Methodologies  Six Sigma  Diversiry Model  ISO  Business Process Reengineering  CAF  EFQM Excellence Model

21 21 CAF/EFQM Excellence Model

22 22 Similarities  Same structure  Self-Assessment  Measure performance  Benchmarking  Recognition

23 23 Initiatives Processes People Results Customer Results Society Results Policy & Strategy Partnerships & Resources People Key Performance Results TEAMWORK EMPOWERMENT LEARNING IiP POLICY DEPLOYMENT BALANCED SCORECARD MANAGEMENT BY OBJECTIVES ACTIVITY BASED COSTING PUBLIC/PRIVATE PARTNERSHIP ASSET MANAGEMENT ENVIRONMENT SAFETY ISO PUBLIC IMAGE BENCHMARKING ISO 9000 SERVICE DELIVERYCHAIN USER/PATIENT/CITIZEN SATISFACTION BUDGET PERFORMANCE 360% FEEDBACK CHANGE PROGRAMMES BALANCED SCORECARD REVIEWS OF KPIs SURVEYS Leadership

24 24 Increasing activity  Europe and beyond  No longer limited to UK and Scandinavia  Recognition  Good practices conferences

25 25 Participation in EFQM recognitions

26 26 Participation in EFQM recognitions

27 27 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

28 28 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

29 29 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

30 30 Content  EFQM in brief  A look into the public sector  How can EFQM help?

31 31 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

32 32 THANK YOU!


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