1. © OECD A joint initiative of the OECD and the European Union, principally financed by the EU. Workshop Approaches used to evaluate quality Ana Andrade, Tony Bovaird, Elke Löffler, Salvador Parrado „Quality Management in the Public Sector“ Vilnius 27-28 March 2006

2. 2 “What gets measured gets managed” Measuring and evaluating quality

3. 3 Definitions in evaluating performance Objectives (aims, goals): –general aspirations Performance Indicators (Measures): –variables which tell us how close we have come to reaching our objectives Targets –a specific value of a PI to be reached by a specific date

4. To increase the public’s feeling of community safety To deter crime To increase public’s knowledge of actual levels of crime To prevent crime To provide high visibility policing To detect crime To use community reps to inform people To use Neighbourhood Watch Groups To use media First step: Establish a clear hierarchy of objectives

5. 5 AND …? “ To reduce the occurrence of coronary heart disease and to reduce associated deaths and ill health and to improve the treatment and rehabilitation of those suffering from it”. Health of the Nation (HMSO, 1991)

6. Group exercise 1: Define a hierarchy of goals ª Start with your definition of quality as used in the first session – what does it suggest is your overall aim for the service? ª Think about which other objectives you need to achieve to make this overall aim a reality (write these actions on post-it notes) ª Order these post-it notes into a hierarchy of objectives

7. Second step: Define suitable performance indicators ª The choice of indicators depends on definition of quality  Infringement of minimum standards?  Meeting objectives/purposes?  Meeting customer expectations?  Creating symptoms of customer emotional identification with ‘brand’? ª Proxies for quality: rate of innovation, level of adaptiveness, ability to learn

8. A typology of quality indicators Input indicators: e.g. number of employees, money spent, number of hospital beds, number of public buses … Output indicators: e.g. number of pupils taught, number of discharged patients … Outcome indicators: e.g. increased grades achieved in schools, reductions in unemployment …

9. Third step: Define standards of quality ª ‘Hoped-for standards’ (political targets)? ª ‘Minimum’ standards (‘promises’ by the organisation)? ª Assured or guaranteed standards (legal targets)? ª Redress? ª Budget implications?

10. 10 Remember – a target (e.g. a standard for quality) specifies … the quantified level of a performance indicator to be achieved within a given time period

11. 11 Group Exercise 2: Defining quality indicators and targets Think of the definition of quality you used in the previous session Choose a priority service delivered by your agency Define 2-3 indicators and targets for the quality of this service, keeping in mind your definition of quality Check in a small group whether your indicators meets the SMART test

12. 12 The SMART test for targets S pecific M easurable A chievable R ealistic T ime-related

13. Quality measurement is a multi- stakeholder issue Source: Walsh, K (1991) Competitive Tendering for Local Authority Services - Initial Experiences.London: Department of the Environment No one group knows about quality- p oliticians must decide Professionals know about quality (together with users) Quality is complex to evaluate Politicians know about quality (together withVOs) Users know about quality Quality is simple to evaluate Quality is socially experienced Quality is privately experienced No one group knows about quality- p oliticians must decide Professionals know about quality (together with users) Quality is complex to Politicians know about quality (together withVOs) Users know about quality Quality is simple Quality is socially experienced Quality is privately experienced

14. Group exercise 3: Who should decide the standard of quality in your organisation? The top manager of your agency? Your marketing department? Your middle manager? The external consultants/advisors? The minister/mayor? The front-line staff in service sector organisations? NGOs? The service users? … Someone not mentioned here?

15. 15 What are we looking for in successful ‘organisational performance’? Clarity about purposes of performance management- control, direction, learning PIs related to objectives, unless … Targets related to each objective Balanced portfolios of PIs - separate PIs for economy, efficiency, effectiveness, outcomes, equity and quality Agreed PIs, not imposed PIs (unless …) PIs set and reported for priority issues first Comparisons made over time and between departments/agencies, with transferable lessons identified and implemented A clear and systematic performance management system, with responsibilities of staff clearly set out “Short, sharp, snappy” system!

16. Summary ª The measurement of service quality cannot be left to managers - different stakeholders must be involved (depending on the situation)  Of course, you cannot measure every dimension of quality and you should not try to do so  But if you do not try to measure some important dimensions of quality, you will probably not achieve them