© OECD A joint initiative of the OECD and the European Union, principally financed by the EU Introduction Mapping approaches to quality management in the public sector Seminar on “Quality Manager in the Public Sector” Romania, March 2008 Ana Andrade, Portugal

The organisation of the seminar Day 1: Quality MANAGEMENT Day 2: Quality ASSURANCE Without quality management there is no need to do quality assurance!

3 IAOO nputsctivitiesutputsutcomes Investor’s in People Balanced Scorecard ISO EFQM CAF Models There is no single best quality assurance tool GI Test of Good Governance GI Test of Good Governance

4 The focus of ISO 9001:2000  Customer orientation (the service user is at the centre)  Process-oriented approach/process management  Continuous improvement of processes and the management systems

General features of the new ISO series ISO 9001: 2000: revised quality assurance system (replaces former ISO 9000, 9001, 9002 and 9003 standards of 1994) and provides framework to integrate more specialised ISO norms (environment, work and safety, etc.) New features of the revised 2000 series less documentation more attention to results, in particular measurement of customer satisfaction more focus on commitment of managers more focus on staff participation ISO 9004:2000 – recommendation of self-assessment (to go beyond external certification and strive for continuous improvement)

6 Preconditions and benefits of a certification What needs to be in place (basics of a performance management system) –Vision, strategy, action plan –Quality policy for staff (e.g. a code of conduct on quality) –Clear idea of the legal framework (laws, regulations, etc.) –Handbook of the agency with a description of processes, forms, checklists, etc. Benefits of a certified management system –Processes are clearly structured, less interfaces –Clear definitions of responsibilities of staff (insure that other staff can perform tasks) –Continuous improvement > external view (annual audits, comparisons, etc.) Further developments –SQS 9004 and NPO-Label for Management Excellence –for best practice (within a TQM framework)

7 How a certification works in practice First briefings Preparatory meetings with ISO staff Preparatory meetings Pre-audit 2x maintenance audit Repeat audit (every 3 years) Granting of certifaction Report Corrections Voluntray but to reommend Registration Certification audit Granting of certification

8 Common Assessment Framework Leadership Human Resources Management Strategy and Planning Partnerships and Resources Process and Change Management People Results Customer / Citizen- oriented Results Society Results Key Performance Results ENABLERS RESULTS INNOVATION AND LEARNING

9 CAF - Objectives –To introduce Quality Management –To work as a self assessment structure –To act as a bridge between different models –To insert some indicators that allow the comparison of results –To allow benchmarking between organizations in EU –To be available, free of charge

10 Self-Assessment Cycle STRENGTHS & AREAS FOR IMPROVEMENT IMPLEMENTING IMPROVEMENT ACTIONS IMPROVED RESULTS SELF- ASSESSMENT

11 Criterion 4: Partnerships and Resources How the organisation plans and manages its partnerships and internal resources in order to support its policy and strategy and the effective operation of its processes.

12 Criterion 4: Partnerships and Resources SubCriterion –4.1. Develops and implements key partnership relations –4.2. Develops and implements partnerships with the customers/citizens –4.3. Manages knowledge –4.4. Manages finances –4.5. Manages technology –4.6. Manages buildings and assets

13 SCORE - Enablers Panel 0 No evidence or only anecdotal evidence of an approach. 1 An approach is planned P (plan). 2 An approach is planned and implemented D (do). 3 An approach is planned, implemented and reviewed C (check). 4 An approach is planned, implemented and reviewed on the basis of benchmarking data and adjusted accordingly A (act). 5 An approach is planned, implemented, reviewed on the basis of benchmarking data, adjusted and fully integrated into the organisation.

14 Organize the Process of Assessment 1. Gain Commitment of the senior management 2. Appoint a CAF project leader 3. Establish the assessment group 4. Inform the team about what/how is to be done 5. Communicate CAF self-assessment process

15  Undertake consensus –In the process of arriving at consensus, a four-step method may be used: 1.Presenting the range of individual scores under each sub- criterion, as well as the statistical mean of the individual assessments. 2.Identifying the significant points of consensus and difference. 3.Discussing the background to any significant cases of difference. 4.Attempting to reach consensus, possibly on the basis of a second assessment-round for selected criteria. The assessment process  Undertake individual assessment

16 Use The Results Prioritise improvements Develop and implement an improvement plan Monitor progress and repeat the assessment  Share experience and bench learning