Challenges of the public sector

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

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

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

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

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. 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. 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. 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. Our structure EFQM Member Organisations EFQM Governance BoardCEOs from 10-12 Members EFQM CEO & Management Team Major Accounts & Knowledge Development Membership andCommunications Awards & Partnerships

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

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

13. Excellence • What characterises Excellent organisations ? What is Excellence?

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

16. Stages of the journey

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

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

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

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

21. CAF/EFQM Excellence Model

22. Similarities • Same structure • Self-Assessment • Measure performance • Benchmarking • Recognition

23. Initiatives TEAMWORK EMPOWERMENT LEARNING IiP POLICY DEPLOYMENT BALANCED SCORECARD MANAGEMENT BY OBJECTIVES BENCHMARKING ISO 9000 SERVICE DELIVERYCHAIN SURVEYS USER/PATIENT/CITIZEN SATISFACTION People People Results Leadership Key Performance Results Policy &Strategy Customer Results Processes Society Results Partnerships & Resources BUDGET PERFORMANCE ACTIVITY BASED COSTING PUBLIC/PRIVATE PARTNERSHIP ASSET MANAGEMENT ENVIRONMENT SAFETY ISO 14001 PUBLIC IMAGE BALANCED SCORECARD REVIEWS OF KPIs 360% FEEDBACK CHANGE PROGRAMMES

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

25. Participation in EFQM recognitions

26. Participation in EFQM recognitions

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. 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. 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. Content • EFQM in brief • A look into the public sector • How can EFQM help?

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. THANK YOU!