Challenges of the public sector
Maria Eugenia Luengo, EFQM
Bilbao, 15th November 2007
Content
 EFQM in brief
 A look into the public sector
 How can EFQM help?
2
Content
 EFQM in brief
 A look into the public sector
 How can EFQM help?
3
Who are we?




Not for Profit
Membership Foundation
Independent
Central team in Brussels
4
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
5
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
6
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
7
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
8
Our structure
EFQM Member Organisations
EFQM Governance Board
CEOs from 10-12 Members
EFQM CEO
& Management Team
Major Accounts
& Knowledge
Development
Membership and
Communications
Awards &
Partnerships
9
Our vision = back to basics
 Active membership = 1,000 members
 Leadership group as role model = Pact
projects
 More visible and upgraded recognition =
integrated EEA
10
EFQM Value proposition
Share what works
between organisations
through mutual assessment
…to implement strategies
11
What does EFQM mean?
EXCELLENCE
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Excellence
What is Excellence?
 What characterises Excellent
organisations ?
13
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
14
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
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Stages of the journey
Concept
Start up
On the way
Mature
Results Orientation
All relevant stakeholders are
identified
Stakeholder needs are assessed in a
structured way
Transparent mechanisms exist to
balance stakeholder expectations
Customer Focus
Customer satisfaction is assessed
Goals & 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 defined
Policy, 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 & Involvement
People 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 Development
A 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 Responsibility
Legal and regulatory requirements
are understood and met
There is active involvement in “society”
Societal expectations are measured
and actioned
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Content
 EFQM in brief
 A look into the public sector
 How can EFQM help?
17
Why the need for a performance
management system?
 They are organisations
 Modernisation/Reform = transformation
of the old model in a new one
18
What does this imply?
 Change in the culture, in the mentality
 From bureaucracy to management
 Performance management tools
19
What tools do they use?
 Balanced Scorecard
 Juran Project Methodologies
 Six Sigma
 Diversiry Model
 ISO
 Business Process Reengineering
 CAF
 EFQM Excellence Model
20
CAF/EFQM Excellence Model
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Similarities
 Same structure
 Self-Assessment
 Measure performance
 Benchmarking
 Recognition
22
Initiatives
TEAMWORK
EMPOWERMENT
LEARNING IiP
POLICY DEPLOYMENT
BALANCED SCORECARD
MANAGEMENT BY
OBJECTIVES
BENCHMARKING
ISO 9000
SERVICE
DELIVERYCHAIN
Policy &
Strategy
Processes
Partnerships
& Resources
360% FEEDBACK
CHANGE PROGRAMMES
USER/PATIENT/CITIZEN
SATISFACTION
People
Results
People
Leadership
SURVEYS
ACTIVITY BASED COSTING
PUBLIC/PRIVATE PARTNERSHIP
ASSET MANAGEMENT
Customer
Results
Key
Performance
Results
Society
Results
ENVIRONMENT
SAFETY
ISO 14001
PUBLIC IMAGE
BUDGET
PERFORMANCE
BALANCED
SCORECARD
REVIEWS OF KPIs
23
Increasing activity
 Europe and beyond
 No longer limited to UK and Scandinavia
 Recognition
 Good practices conferences
24
Participation in EFQM recognitions
300
250
108
200
150
52
100
50
0
52
6
23
2000
26
16
8
20
2001
7
26
2002
Manufacturing and Products
31
5
96
48
94
139
41
24
41
32
2003
2004
2005
2006
Public Sector
Services
25
Participation in EFQM recognitions
160
140
120
100
80
60
40
20
0
2000
2001
Health services
2002
2003
Educational Services
2004
2005
Social Services
Government
2006
others
26
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
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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
28
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
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Content
 EFQM in brief
 A look into the public sector
 How can EFQM help?
30
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
31
THANK YOU!
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