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Introduction Mapping approaches to quality management in the public sector

Introduction Mapping approaches to quality management in the public sector. Seminar on “Quality Manager in the Public Sector” Romania, 10-20 March 2008. Ana Andrade, Portugal Ana.Andrade@igfse.pt. The organisation of the seminar. Day 1: Quality MANAGEMENT Day 2: Quality ASSURANCE

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Introduction Mapping approaches to quality management in the public sector

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  1. Introduction Mapping approaches to quality management in the public sector Seminar on“Quality Manager in the Public Sector”Romania, 10-20 March 2008 Ana Andrade, PortugalAna.Andrade@igfse.pt

  2. 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. There is no single best quality assurance tool I A O O nputs ctivities utputs utcomes ISO Models Balanced Scorecard GI Test of Good Governance Investor’s in People CAF EFQM

  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

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

  8. Leadership Human Resources Management Process and Change Management People Results KeyPerformance Results Strategy and Planning Customer / Citizen-oriented Results Partnerships and Resources Society Results Common Assessment Framework RESULTS ENABLERS 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

  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

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

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

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

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