Ingeborg Maes City of Ghent (Belgium) How to develop an internal quality strategy within an organisation

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Ingeborg Maes City of Ghent (Belgium) How to develop an internal quality strategy within an organisation"

Transcription

1 Ingeborg Maes City of Ghent (Belgium) How to develop an internal quality strategy within an organisation

2 Agenda 1. Introduction 2. Quality Approach 3. CAF: framework and tool 4. Other tools 5. Conclusion

3 1. Introduction City of Ghent (Belgium)

4 City of Ghent inhabitants employees of which City: people Police: people Education: people 1. Introduction

5 How did it begin.. Attention for quality at different levels: e.g. change management, training, website, Gentinfo, April 2003: quality office based on 7 principles December 2003: quality forum 1. Introduction

6 Reorganisation 13 departments Each with different objectives and expertise Consolidation at city level (management team) 1. Introduction

7 Organogram * Dienst Ombudsvrouw Gemeenteraad Autonome bedrijven Stadsontvanger Bur gemeester Het College van Burgemeester en Schepenen Intergemeentelijke samenwerking Stadssecretaris Adjunct stadssecretaris Diensten die rechtstreeks ressorteren onder stadssecretaris Managementteam E X T E R N G E R I C H T E D E P A R T E M E N T E N Departement Financiën I I D E P A R T E M E N T E N Departement Personeel en Organisatie Departement Facility Management Depar tement Bevolking en Welzijn Depar tement Cultuur Depar tement Milieu, Groen en Gezondheid Depar tement Onderwijs en Opvoeding Depar tement Ruimtelijk e Planning, Mobiliteit en Openbaar Domein Depar tement Stadspromotie en Sport Depar tement Werk en Economie Depar tement Br andweer Departement Stafdiensten Lokale Politie 1. Introduction * This organogram is still to be officially approuved.

8 Satisfied employees Mission To provide citizens with a highquality service Qualitative service with satisfied employees Efficiency Within Within the the budget budget through efficient procedures and processes with the means available 1. Introduction

9 Agenda 1. Introduction 2. Quality Approach 3. CAF: framework and tool 4. Other tools 5. Conclusion

10 Total Quality Care in the City of Ghent: Structure Municipal city council Court of Mayor and Aldermen Policy note of majority in City Council Policy note of Alderman of TQM Policy level Office for Quality Care Annual plan for TQM Strategic level Quality co-ordinator Quality action plans Operational level 2. Quality approach

11 Policy note principles 1. Total Quality Management 2. Quality Office * stimulates * co-ordinates * supports 3. CAF model as frame 4. PDCA cycle 2. Quality approach

12 Policy note principles 5. Court of Mayor and Aldermen Management Departments and offices initiate put TQM into practice own priorities 2. Quality approach

13 Policy note principles 6. Internal and external communication + training are crucial (in cooperation with the 3 offices in charge) 7. Attention for 3 balances: short term (actions) long term (processes) top-down - bottom-up external (citizen/customer) internal focus (employees/internal efficiency) 2. Quality approach

14 Approach Strategic planning: cascade City Mission/ Mission/ Vision Vision Strategic Objectives (SOs) Department Mission Mission Vision Vision SOs Office Office Office Department Operational Objectives/CSFs BSC with indicators PSC with milestones Annual plans with evaluations 2. Quality approach

15 Example Strategic goal Operational goal Actions (KPI) We develop a platform for knowledge management in order to support and share information, tools and know-how Learn about and share information and knowhow on strategic planning and TQM Stimulate and support the implementaion of the TQM principles and methodology All employees: Intranet, lunch meetings, magazines, Quality coordinators: eroom, forum guest speakers, Use of CAF Implementation of satisfaction surveys Projectleadership in establishing complaints management system 2. Quality approach

16 Agenda 1. Introduction 2. Quality Approach 3. CAF: framework and tool 4. Other tools 5. Conclusion

17 CAF as reference model Strategic planning ENABLERS Results Employee Satisfaction Survey RESULTS Customer Satisfaction Survey People People Results BSC Leadership Strategy & Planning Processes Citizen/Customer Oriented Results Key Performance Results Partnerships and Resources Society Results Investors in People (IiP) INNOVATION AND LEARNING 4. CAF: framework and tool

18 HRM Combination work family (2002: price of the most employee friendly organisation in Flanders) Qualitative recruitment, function descriptions, development and training of employees (all in line with the strategy) Management of competences (vademecum, Internal mobility, ) Bottom-up evaluations 4. CAF: framework and tool

19 First experience with CAF With the help of external consultant 4 entities 4. CAF: framework and tool

20 5. Evaluation 1. Start up 4. Report 2. Training 3. Self-assessment 4. CAF: framework and tool

21 Approach (1) 1. Start up: - Commitment of the directors - Information to all employees (of the entity) - Establish the evaluation teams 2. Training - Understand meaning of the CAF and be able to use it - Different roles - Structure the sessions 4. CAF: framework and tool

22 Approach (2) 3. Self-assessment: 4. Report: - preparation (individually) - to inventory strengths and weaknesses for all criteria -scores (optional) - inventory and action plan + priorities - final report with link to the strategic goals - communicate results to all employees 5. Evaluation: - evaluation form for all participants of the self-assessment 4. CAF: framework and tool

23 In practice City Library: 2 groups for self-assessment Education: every employee was envolved in discussing the results of the CAF-group City Hall Ceremonies employees without higher education 4. CAF: framework and tool

24 Experiences CAF Commitment of management is essential Coaching All team members should prepare the sessions Investment of time and energy Within short time frame Attention to to Communication! Concrete action plan with some quick wins and follow up 4. CAF: framework and tool

25 Example FACTOREN RESULTATEN Human Resources Resultaten bij mede-werkers Management Leiderschap Strategie en planning Management van de processen en de verandering Resultaten bij de burger/klant Resultaten op vlak van sleutelactiviteiten Partnerships en Resultaten bij de samenleving middelen INNOVATIE EN LEREN 4. CAF: framework and tool

26 Example This is a best practice within the city of Ghent Colours (or scores) help to determine priorities General: Focus on action plan and priorities Quality coordinator knows his/her department 4. CAF: framework and tool

27 Follow up The result of the self-assessment: Action plan follow up by manager and the quality coordinator Overall results regarding the use of CAF Workgroup CAF: exchange experiences and fine tune the assessment Benchmarking: internal (between departments) and external (with other administrations) by the quality office 4. CAF: framework and tool

28 Current approach Taskforce CAF Internal CAF training by Quality Office Self assessment is lead by the quality coordinator and the quality office 4. CAF: framework and tool

29 Agenda 1. Introduction 2. Quality Approach 3. CAF: framework and tool 4. Other tools 5. Conclusion

30 Other tools 1. CAF-model (Common Assessment Framework) 2. Balanced Scorecard 3. Proces Management 4. Improvement projects/actions 5. Satisfaction surveys 4. Other tools

31 Balanced Score Card Is a method to: Formulate objectives in an balanced way in function of the mission and the strategy Follow up these objectives systematically by measurable indicators Dashbord 4. Other tools

32 4. Other tools Balanced Score Card

33 Experiences BSC Critical experiences Costs a lot of energy More complex than expected There are no simple problems, but there are simple solutions Not all managers are that motivated Positive experiences the creation of new forces within the organisation the work becomes more objective-oriented a help to choose priorities results and weaknesses are brought into perspective 4. Other tools

34 Agenda 1. Introduction 2. Quality Approach 3. CAF: framework and tool 4. Other tools 5. Conclusion

35 Top down: Conclusion Set out key principles of quality approach for the entire organisation Bottom-up: Determine own priorities Offer a mix of instruments and implement the tool which fits best the entity (service/department) 5. Conclusion

The Common Assessment Framework (CAF) Presentation 1. General overview : criteria and sub-criteria

The Common Assessment Framework (CAF) Presentation 1. General overview : criteria and sub-criteria The Common Assessment Framework (CAF) Presentation 1. General overview : criteria and sub-criteria Outline 1. Context of TQM 2. Start and growth of CAF 3. The model: general overview: criteria and subcriteria

More information

MPR 1 Use a performance management system to monitor achievement of organizational objectives.

MPR 1 Use a performance management system to monitor achievement of organizational objectives. MPR 1 Use a performance management system to monitor achievement of organizational objectives. Reference: PHAB Standards and Measures 1.5, Standard 9.1 Indicator 1.1 Staff at all organizational levels

More information

Department of Welfare Public Health & Family. Building policy and care together

Department of Welfare Public Health & Family. Building policy and care together Department of Welfare Public Health & Family Building policy and care together Welfare, Public Health and Family policy area Flemish Minister Strategic Advisory Council Management Committee Policy Council

More information

Improving Public Organisations through Self-Assessment

Improving Public Organisations through Self-Assessment Improving Public Organisations through Self-Assessment 2013 The Common Assessment Framework (CAF) Improving Public Organisations through Self-Assessment CAF 2013 Table of contents 7 Foreword 9 General

More information

HR Transformation and Future of HR Brussel, 25 april 2013 Material part 1/2

HR Transformation and Future of HR Brussel, 25 april 2013 Material part 1/2 HR Transformation and Future of HR Brussel, 25 april 2013 Material part 1/2 Doelstellingen Ideeën uitwisselen over hoe een HR transformatie te starten Ervaringen delen over hoe HR toegevoegde waarde kan

More information

HUMAN RESOURCES STRATEGY: IMPLEMENTATION PLAN. Devised: September 2004 Review: September HR Strategy Implementation Plan 1

HUMAN RESOURCES STRATEGY: IMPLEMENTATION PLAN. Devised: September 2004 Review: September HR Strategy Implementation Plan 1 HUMAN RESOURCES STRATEGY: IMPLEMENTATION PLAN Devised: September Review: September 2005 HR Strategy Implementation Plan 1 PEOPLE OBJECTIVE ACTIONS ACHIEVEMENT Create a work life balance culture within

More information

LUKHANJI MUNICIPALITY PERFORMANCE MANAGEMENT FRAMEWORK

LUKHANJI MUNICIPALITY PERFORMANCE MANAGEMENT FRAMEWORK LUKHANJI MUNICIPALITY PERFORMANCE MANAGEMENT FRAMEWORK INTRODUCTION The Municipal Systems Act, 2000, which requires a municipality to establish a performance management system that is: Commensurate with

More information

Cascading KPIs using the 9 Steps to Success

Cascading KPIs using the 9 Steps to Success Cascading KPIs using the 9 Steps to Success BSA uses the proven, disciplined framework, Nine Steps to Success, to systematically develop, implement, and sustain a strategic scorecard systems (see Figure

More information

Career development supporting staff (SUPST) Recognise and make use of talent

Career development supporting staff (SUPST) Recognise and make use of talent Career development supporting staff (SUPST) Recognise and make use of talent Background TU/e Strategy 2020 asks for a serious contribution of SUPST: Professionalism Result focused Efficiency Cohesion 1/3

More information

Creating a Strategy-Focused Organization

Creating a Strategy-Focused Organization Creating a Strategy-Focused Organization Werner Bruggeman Valerie Decoene Geert Scheipers In recent years, organizations have sought to develop more comprehensive performance measurement systems to provide

More information

Improving Public Organisations through Self-Assessment

Improving Public Organisations through Self-Assessment Improving Public Organisations through Self-Assessment 2013 The Common Assessment Framework (CAF) Improving Public Organisations through Self-Assessment CAF 2013 Table of Contents 7 Foreword 9 General

More information

PERFORMANCE MANAGEMENT STRATEGY

PERFORMANCE MANAGEMENT STRATEGY PERFORMANCE MANAGEMENT STRATEGY Date published: May 2013 South Essex Homes Keeping you informed www.southessexhomes.co.uk 0800 833 160 1 of 12 SOUTH ESSEX HOMES: PERFORMANCE MANAGEMENT STRATEGY This strategy

More information

Quality management/change management: two sides of the same coin?

Quality management/change management: two sides of the same coin? Purdue University Purdue e-pubs Proceedings of the IATUL Conferences 2004 IATUL Proceedings Quality management/change management: two sides of the same coin? Felicity McGregor University of Wollongong

More information

Quality Assurance in Higher Education

Quality Assurance in Higher Education III.4.7 Decision-making structures Good practices in decision-making suggest: Strong feeling of identity, commitment and responsibility Recognition based on performance criteria Awareness to improve quality

More information

Five Years of CAF 2006: From Adolescence to Maturity What Next?

Five Years of CAF 2006: From Adolescence to Maturity What Next? Five Years of CAF 2006: From Adolescence to Maturity What Next? A study on the use, the support and the future of the Common Assessment Framework Executive Summary Patrick Staes, Nick Thijs, Ann Stoffels

More information

Best Practices in Strategic Planning

Best Practices in Strategic Planning Best Practices in Strategic Planning Charles Aubrey V.P. Performance Excellence AndersonBrecon An AmerisourceBergen Company 1 Foundation Where do We Begin? 2 HOSHIN KANRI Hoshin Kanri Policy Deployment

More information

Quality management/change management: two sides of the same coin?

Quality management/change management: two sides of the same coin? University of Wollongong Research Online Deputy Vice-Chancellor (Education) - Papers Deputy Vice-Chancellor (Education) 2004 Quality management/change management: two sides of the same coin? Felicity McGregor

More information

Supervisory framework for assessing conduct and culture in the financial sector

Supervisory framework for assessing conduct and culture in the financial sector Supervisory framework for assessing conduct and culture in the financial sector Femke de Vries De Nederlandsche Bank June 17th, 2014 The Asch Experiment 2 Pre-crisis supervision 3 Post-crisis supervision

More information

The CAF External Feedback Labelling Effective CAF Users

The CAF External Feedback Labelling Effective CAF Users EIPASCOPE 2010/1 From Self-Assessment to External Feedback The CAF External Feedback Labelling Effective CAF Users From Self-Assessment to External Feedback Nick Thijs* and Patrick Staes** The CAF model

More information

Oudtshoorn Municipality. Performance Management Framework / Policy

Oudtshoorn Municipality. Performance Management Framework / Policy Oudtshoorn Municipality Performance Management Framework / Policy July 2011 2 Table of Contents 1. Introduction 4 2. Objectives and Benefits of a Performance Management System 5 2.1 Objectives 5 2.2 Benefits

More information

Departement Welzijn, Volksgezondheid en Gezin

Departement Welzijn, Volksgezondheid en Gezin / Department of Welfare, Public Health and Family Vlaamse Overheid / Flemish Authority Koning Albert II-laan 35, bus 30 - B-1030 Brussel - België/Belgium Ph 00 32 2 553 33 05 - Fax 00 32 2 553 31 40 e-mail:

More information

Strategic Planning & Change Management 3 DAYS

Strategic Planning & Change Management 3 DAYS Imsimbi Training proudly presents Strategic Planning & Change Management 3 DAYS Imsimbi Training is a fully accredited training provider with the Services Seta, number 2147, as well as a Level 2 Contributor

More information

CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011

CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 1. DEFINITION... 1 2. CONTEXT... 1 3. STRATEGIC ALIGNMENT AND DRIVERS... 1 4. VALUES... 2 5. PRINCIPLES OF PRACTICE... 2 6. PERFORMANCE INDICATORS...

More information

Change Management Training (in German or English language)

Change Management Training (in German or English language) Principles of Training Change Management Training (in German or English language) Nowadays, providing executive staff and high potentials as well as employees and project managers with training in the

More information

Strategic Policy. 2015-2018 Business Plan and 2015 Budget

Strategic Policy. 2015-2018 Business Plan and 2015 Budget Strategic Policy 2015-2018 Business Plan and 2015 Budget Agenda Existing Core Services Vision and Mission Service Delivery Model Service Level Issues and Trends Service Area Information Accomplishments

More information

U.S. Defense Priorities OSD PA&E

U.S. Defense Priorities OSD PA&E 1 U.S. Defense Priorities Deter potential adversaries and defend America and American interests Counter asymmetric threats including terrorism, cyber attacks and ballistic and cruise missiles Fight and

More information

Het belang van triple helix en netwerken bij innovatie. Lieven Danneels Televic

Het belang van triple helix en netwerken bij innovatie. Lieven Danneels Televic Het belang van triple helix en netwerken bij innovatie Lieven Danneels Televic Outline: - Presentation Televic - Belang innovatie - Triple helix - Voorbeeld iminds WHAT does do? WE CREATE research-based

More information

CHAPTER SEVEN PERFORMANCE MANAGEMENT

CHAPTER SEVEN PERFORMANCE MANAGEMENT 235 CHAPTER SEVEN PERFORMANCE MANAGEMENT 7.1 INTRODUCTION Integrated development planning enables the achievement of the planning stage of performance management. Performance management then fulfills the

More information

Introduction to Directors Institute of Finland. Jorma Eloranta 13 June 2014 Directors Institute of Finland / Hallitusammattilaiset ry

Introduction to Directors Institute of Finland. Jorma Eloranta 13 June 2014 Directors Institute of Finland / Hallitusammattilaiset ry Introduction to Directors Institute of Finland Jorma Eloranta Trends in corporate boards The business environment and global economy have changed considerably during the last ten years Regulation and corporate

More information

EFQM Levels of Excellence

EFQM Levels of Excellence EFQM Levels of Excellence Committed to Excellence A Guide for Applicants 2007 EFQM It is the EFQM s intent to encourage the widespread use of this material within companies and organisations. However,

More information

EuroCollege Hogeschool

EuroCollege Hogeschool Bijlage 4.3 Onderwijs- en examenregeling International Hotel & Hospitality Management EuroCollege Hogeschool Teaching and Examination regulations (Art. 7.13. WHW [Higher Education and Academic Research

More information

Developing and Implementing a Balanced Scorecard: A Practical Approach

Developing and Implementing a Balanced Scorecard: A Practical Approach RL Consulting Developing and Implementing a Balanced Scorecard: A Practical Approach White Paper Prepared by: Rick Leopoldi March 31, 2004 Copyright 2004. All rights reserved. Duplication of this document

More information

QUALITY MANAGEMENT RECOMMENDATIONS FOR VOCATIONAL EDUCATION AND TRAINING

QUALITY MANAGEMENT RECOMMENDATIONS FOR VOCATIONAL EDUCATION AND TRAINING QUALITY MANAGEMENT RECOMMENDATIONS FOR VOCATIONAL EDUCATION AND TRAINING Recommendations Working Group PREFACE Vocational education and training (VET) and those responsible for providing it play more and

More information

STEVE TSHWETE LOCAL MUNICIPALITY

STEVE TSHWETE LOCAL MUNICIPALITY STLM Performance Management System Framework 1 STEVE TSHWETE LOCAL MUNICIPALITY PERFORMANCE MANAGEMENT SYSTEM FRAMEWORK 2015-16 REVIEW STLM Performance Management System Framework 2 Contents CHAPTER 1...

More information

Performance Management and Service Improvement Framework

Performance Management and Service Improvement Framework Performance Management and Service Improvement Framework Author Marcus Evans, Operational Director - Performance and Customer Insight Date: September 2014 Contents Page 1. Introduction 3 2. Strategic ning

More information

The creation of EIPA in 1981 coincided almost exactly with the launch of

The creation of EIPA in 1981 coincided almost exactly with the launch of Exchange of Best Practices: The CAF Experience 1 By Robert Polet*, EIPA 1994-2004 The creation of EIPA in 1981 coincided almost exactly with the launch of regular meetings of the Directors-General of The

More information

Develop a customer-focused organisation

Develop a customer-focused organisation Overview What this Unit is about This Unit is about ensuring that your organisation puts customers first. The organisation s vision, values, processes and systems, for example, should all be clearly driven

More information

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management)

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management) NES Item 8d December 2011 NES/11/111 (Enclosure) NHS Education for Scotland Board Paper Summary 1. Title of Paper People & Organisational Development Strategy 2. Author(s) of Paper Dorothy Wright Director

More information

GLOUCESTERSHIRE HOSPITALS NHS FOUNDATION TRUST ORGANISATIONAL DEVELOPMENT ACTION PLAN

GLOUCESTERSHIRE HOSPITALS NHS FOUNDATION TRUST ORGANISATIONAL DEVELOPMENT ACTION PLAN GLOUCESTERSHIRE HOSPITALS NHS FOUNDATION TRUST ORGANISATIONAL DEVELOPMENT ACTION PLAN 1. Aim 1.1. The purpose of this paper is to enable the Trust Main Board to; Note the summary assessment of where we

More information

Curriculum Vitae. Sophie Op de Beeck

Curriculum Vitae. Sophie Op de Beeck Curriculum Vitae Sophie Op de Beeck PERSONALIA Name: Op de Beeck Surname: Sophie Professional address: KU Leuven Public Management Institute Parkstraat 45 - bus 3609-3000 Leuven - Belgium Tel.: +32 (0)

More information

THE CHANGING ROLE OF HUMAN RESOURCES IN THE 21ST CENTURY AND THE HR SCORECARD

THE CHANGING ROLE OF HUMAN RESOURCES IN THE 21ST CENTURY AND THE HR SCORECARD THE CHANGING ROLE OF HUMAN RESOURCES IN THE 21ST CENTURY AND THE HR SCORECARD 2 1. CHALLANGES OF THE HUMAN RESOURCES MANAGEMENT IN THE 21ST CENTURY 2. THE HR-BALANCED SCORECARD AS A CONTROLLING INSTRUMENT

More information

Lead-Engage-Perform. Agenda. Public Sector Leadership for Improved Employee Engagement and Organisational Success

Lead-Engage-Perform. Agenda. Public Sector Leadership for Improved Employee Engagement and Organisational Success Public Governance and Territorial Development Directorate Working Party on Public Employment and Management Lead-Engage-Perform Public Sector Leadership for Improved Employee Engagement and Organisational

More information

PAGE 1 PROJECT MANAGEMENT COMPETENCE CENTER SETTING MILESTONES PMCC CONSULTING

PAGE 1 PROJECT MANAGEMENT COMPETENCE CENTER SETTING MILESTONES PMCC CONSULTING COMPETENCE CENTER PAGE 1 SETTING MILESTONES PMCC CONSULTING PAGE 2 COMPETENCE CENTER SETTING MILESTONES PMCC CONSULTING PAGE 4 PMCC CONSULTING PMCC CONSULTING The ability to professionally manage strategies,

More information

2011 staff survey. Plans and changes to the staff survey for 2011 June 2011

2011 staff survey. Plans and changes to the staff survey for 2011 June 2011 2011 staff survey Plans and changes to the staff survey for 2011 June 2011 ICO Vision By 2012 we will be recognised by our stakeholders as the authoritative arbiter of information rights, delivering high-quality,

More information

Proceedings of the 34th Hawaii International Conference on System Sciences - 2001

Proceedings of the 34th Hawaii International Conference on System Sciences - 2001 Aligning Business and Information Technology through the Balanced Scorecard at a Major Canadian Financial Group: its Status Measured with an IT BSC Maturity Model Wim Van Grembergen University of Antwerp

More information

Executive Summary of Final Report

Executive Summary of Final Report Information Day Adult Education: Widening access to Education and training opportunities Basic Skills of Adults Ministry of Education and Culture (Organized in the framework of the implementation of the

More information

Master of Public Health Program Goals, and Objectives September 2006

Master of Public Health Program Goals, and Objectives September 2006 Goals for Teaching (), Learning (Students), Research, Service, and Operations Mission: The DMU-MPH program serves humanity through advancing and disseminating core public health knowledge through teaching,

More information

Consumer, carer and family participation self-assessment template

Consumer, carer and family participation self-assessment template Consumer, carer and family participation self-assessment template This template is a self-assessment tool and is for completion by your mental health service. This self-assessment tool will assist your

More information

Embedding public engagement at UCL: Dr Hilary Jackson UCL Public Engagement Unit ucl.ac.uk/public-engagement publicengagement@ucl.ac.

Embedding public engagement at UCL: Dr Hilary Jackson UCL Public Engagement Unit ucl.ac.uk/public-engagement publicengagement@ucl.ac. Embedding public engagement at UCL: successes, barriers and lessons for the future Dr Hilary Jackson UCL Public Engagement Unit ucl.ac.uk/public-engagement publicengagement@ucl.ac.uk Beacons for Public

More information

UNIVERSITY OF CUMBRIA LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY HUMAN RESOURCES SERVICE

UNIVERSITY OF CUMBRIA LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY HUMAN RESOURCES SERVICE UNIVERSITY OF CUMBRIA LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY HUMAN RESOURCES SERVICE NB. This strategy is available on the University of Cumbria website and it should be noted that any printed

More information

HPF Tool. Template for the Performance and Accountability Statement Second round reviews. Amended December 2012

HPF Tool. Template for the Performance and Accountability Statement Second round reviews. Amended December 2012 HPF Tool Template for the Performance and Accountability Statement Second round reviews Amended December 2012 The High Performance Framework was developed by the Public Sector Performance Commission. This

More information

The ISAT. A self-assessment tool for well-being at work supporting employees, employers and EAP

The ISAT. A self-assessment tool for well-being at work supporting employees, employers and EAP The ISAT A self-assessment tool for well-being at work supporting employees, employers and EAP Audrey Eertmans, Ph.D. European Branch Office Manager Chestnut Global Partners Chestnut Global Partners 1.309.820.3604

More information

Information Technology Master Plan. Information Technology Master Plan

Information Technology Master Plan. Information Technology Master Plan Passion for Improving Performance Information Technology Master Plan Update: GGAF Subcommittee February 8, 2010 Information Technology Master Plan Update: Agenda Background City s Vision Master Plan Assessment

More information

ANNEXURE 1 Policy for Managing the Performance of Section 57 Employees of the City of Johannesburg

ANNEXURE 1 Policy for Managing the Performance of Section 57 Employees of the City of Johannesburg ANNEXURE 1 Policy for Managing the Performance of Section 57 Employees of the City of Johannesburg August Section 57 Performance Management Policy Table of Contents 1 SECTION 1 - Introduction... 1 1.1

More information

Quality Management on the European Agenda 1

Quality Management on the European Agenda 1 Quality Management on the European Agenda 1 By Patrick Staes and Nick Thijs* Quality thinking is rising in the public sector in many Member States. Does Europe have a strategy? Is this coincidence or are

More information

GLOSSARY Definitions of the most frequently used terms in the Quality Improvement scheme

GLOSSARY Definitions of the most frequently used terms in the Quality Improvement scheme GLOSSARY Definitions of the most frequently used terms in the Quality Improvement scheme 1. Appraisal 2. Appraisal interviews 3. (Self)Assessment 4. Autonomous 5. Benchmarking 6. Can do descriptors 7.

More information

The successful applicants will be entrusted with the following main tasks:

The successful applicants will be entrusted with the following main tasks: Position Details Security and Safety Managers Reference 2016-123-EXT Function The Security and Safety Division of the European Central Bank (ECB) operates a physical security and safety programme for the

More information

ASSET MANAGEMENT. solutions. smec.com

ASSET MANAGEMENT. solutions. smec.com ASSET MANAGEMENT solutions smec.com About SMEC SMEC is a professional services firm with a global footprint that provides high-quality consultancy services on major infrastructure projects. With over 5,300

More information

CORE VALUES TEAMWORK EXPERTISE RESPECT

CORE VALUES TEAMWORK EXPERTISE RESPECT Organisation Learning and Development Processes Stakeholder and Industry Visitor TOURISM NORTHERN IRELAND OPERATING PLAN 2015 / 16 MISSION: Our mission is to build the value of tourism to the economy VISION:

More information

LEJWELEPUTSWA DISTRICT MUNICIPALITY

LEJWELEPUTSWA DISTRICT MUNICIPALITY LEJWELEPUTSWA DISTRICT MUNICIPALITY PERFORMANCE MANAGEMENT POLICY INDEX Introduction 3 Background 4 Definitions 7 Legislative Framework 8 Overview of Performance Management 9 The Performance Management

More information

Performance Management Self-Assessment Tool

Performance Management Self-Assessment Tool Refreshed by the Public Health Foundation in May 2012 Performance Management Self-Assessment Tool How well does your public health organization or partnership manage performance within its jurisdiction?

More information

Human Resource Management (MNG-2002) Course Outline Fall 2011

Human Resource Management (MNG-2002) Course Outline Fall 2011 Human Resource Management (MNG-2002) Course Outline Fall 2011 Coordinator : Lise Chrétien, bureau 1543 PAP, tel. 656-2834 lise.chretien@mng.ulaval.ca Teacher : Jean-Sébastien Morin, B.A.A., B.Soc., M.Ps.,

More information

COREinternational s organizational effectiveness approach

COREinternational s organizational effectiveness approach COREinternational s organizational effectiveness approach 174 Spadina Avenue, Suite 407 Toronto, ON M5T 2C2 Tel: 416-977-2673 or 800-361-5282 Fax: 866-766-2673 www.coreinternational.com Contents Introduction...

More information

Institutional lifelong learning strategy University of Antwerp

Institutional lifelong learning strategy University of Antwerp Institutional lifelong learning strategy University of Antwerp Prof. dr. Joke Denekens Dr. Cis Van Den Bogaert EUA - SIRUS, Vienna, 24-25 November 2010 Lifelong learning strategy Facts and figures about

More information

Towards a science driven evidence-based criminal justice policy

Towards a science driven evidence-based criminal justice policy Better evidence for a better world, Campbell Collaboration Colloquium, 19th May 2009, Oslo, Norway Towards a science driven evidence-based criminal justice policy An overview of 15 years of scientific

More information

2012 IAS CONFERENCE. Case Study N 2: Monitoring EU LAW Implementation. Pascal Hallez René Scholzen 12 October 2012

2012 IAS CONFERENCE. Case Study N 2: Monitoring EU LAW Implementation. Pascal Hallez René Scholzen 12 October 2012 2012 IAS CONFERENCE Case Study N 2: Monitoring EU LAW Implementation Internal Audit Service: Improving the Commission s Performance Pascal Hallez René Scholzen 12 October 2012 1. Setting the scene 2. Carrying

More information

Public Health Accreditation Board STANDARDS. Measures VERSION 1.0 APPLICATION PERIOD 2011-2012 APPROVED MAY 2011

Public Health Accreditation Board STANDARDS. Measures VERSION 1.0 APPLICATION PERIOD 2011-2012 APPROVED MAY 2011 Public Health Accreditation Board STANDARDS & Measures VERSION 1.0 APPLICATION PERIOD 2011-2012 APPROVED MAY 2011 Standard 9.1: Use a performance management system to monitor achievement of organizational

More information

REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE

REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE Report to Personnel Committee 26 September 2012 Agenda Item: 6 REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE INVESTORS IN PEOPLE RE-ACCREDITATION Purpose of the Report 1. The purpose

More information

CUSTOMER SERVICE STRATEGY 2013-2014 IMPLEMENTATION PLAN

CUSTOMER SERVICE STRATEGY 2013-2014 IMPLEMENTATION PLAN CUSTOMER SERVICE STRATEGY 2013-2014 IMPLEMENTATION PLAN Customer Service Strategy 2013-2014 Implementation Plan The Customer Service Strategy aligns our customer service commitment with our customer service

More information

Nyenrode as an educational institute

Nyenrode as an educational institute January 12, 2015 Nyenrode as an educational institute Nyenrode has been granted university status in 1982 by the Dutch Ministry of Education. From 1992 we received no more government funding and this makes

More information

Executive Coaching Services Description of Program Components

Executive Coaching Services Description of Program Components Executive Coaching Services Description of Program Components Coaching is essential to ensuring successful, engaged leaders with the skills necessary to meet current and future challenges. At Fenestra

More information

Equal opportunities for health?!

Equal opportunities for health?! Equal opportunities for health?! Mariël Droomers, Laetitia Kuijpers, Carola Schrijvers Ministerie van Volksgezondheid, Welzijn en Sport Contents Magnitude health inequalities Causes health inequalities

More information

The Role of Boards of Management in Clinical Governance. Professor Alan Wolff Wimmera Health Care Group October 2015

The Role of Boards of Management in Clinical Governance. Professor Alan Wolff Wimmera Health Care Group October 2015 The Role of Boards of Management in Clinical Governance Professor Alan Wolff Wimmera Health Care Group October 2015 Horsham, Victoria, Australia North Western Victoria Cropping & sheep farming Nearest

More information

Annex 1 to GF/B9/15. Performance Measurement System for the Executive Director of The Global Fund

Annex 1 to GF/B9/15. Performance Measurement System for the Executive Director of The Global Fund Annex 1 to GF/B9/15 Performance Measurement System for the Executive Director of The Global Fund Board document November 12, 2004 1 EXECUTIVE SUMMARY Objective of this proposal is on introducing performance

More information

Oak Park School District. Administrator Evaluation Program

Oak Park School District. Administrator Evaluation Program Oak Park School District Administrator Evaluation Program Table of Contents Evaluation Purpose...1 Evaluation Timeline...2 Rubric for Instructional Administrator Standard 1...3 Standard 2...5 Standard

More information

Leading Financial Services firm overhauls Corporate Performance Management Ecosystem to Achieve Predictability in Financial Performance

Leading Financial Services firm overhauls Corporate Performance Management Ecosystem to Achieve Predictability in Financial Performance Leading Financial Services firm overhauls Corporate Performance Management Ecosystem to Achieve Predictability in Financial Performance Abstract A leading financial services firm in the Asia-Pacific region

More information

What the are KPI s? You probably have them and just don t know it. Steve Peterson Vice President of Marketing & Channel Development CellarStone, Inc.

What the are KPI s? You probably have them and just don t know it. Steve Peterson Vice President of Marketing & Channel Development CellarStone, Inc. What the are KPI s? You probably have them and just don t know it Steve Peterson Vice President of Marketing & Channel Development CellarStone, Inc. What the. Are KPIs? You Probably Already Have Them and

More information

Agricultural Communication Strategic Plan 2010 2015

Agricultural Communication Strategic Plan 2010 2015 Agricultural Communication Strategic Plan 2010 2015 The Department of Agricultural Communication has set the following goals for 2010 2015 to enhance and expand our already vital service to Purdue Agriculture.

More information

STRATEGIC PLANNING AND BALANCED SCORECARD AT PLIVA

STRATEGIC PLANNING AND BALANCED SCORECARD AT PLIVA Mislav Vučić PLIVA d.d., Strategic Planning Office mislav.vucic@pliva.hr STRATEGIC PLANNING AND BALANCED SCORECARD AT PLIVA How and for what purpose PLIVA uses Balanced ScoreCard Abstract: The strategic

More information

III Congreso de Excelencia San Sebastián, June 3-4, 2010 Hans van Beek

III Congreso de Excelencia San Sebastián, June 3-4, 2010 Hans van Beek Royal Philips Electronics Quality Journey Business Excellence, the Philips way III Congreso de Excelencia San Sebastián, June 3-4, 2010 Hans van Beek Agenda Royal Philips Electronics The company BEST The

More information

2013-2014 Annual Performance Review: Research Manager

2013-2014 Annual Performance Review: Research Manager 1 of 9 2013-2014 Annual Performance Review: Research Manager Introduction The annual performance review is organized around four major components: universal competencies, goal achievement, performance

More information

PRMF Implementation Review

PRMF Implementation Review Department of the Interior and Local Government PRMF Implementation Review Project Steering Committee Meeting 25 November 2010 1 Managed by: Outline 1. What are PRMF s achievements in Capacity Development

More information

The city of Joburg is measuring up

The city of Joburg is measuring up to global standards The city of Joburg is measuring up CHAPTER 10 PERFORMANCE MANAGEMENT YTEM INTRODUCTION Citizens of outh Africa expect that the policy and regulatory changes introduced by government

More information

Investors in People (IiP)

Investors in People (IiP) Investors in People (IiP) The Investors in People standard is a business improvement tool designed to advance an organisation s performance through the management and development of its people. believe

More information

QUALITY MANAGEMENT RECOMMENDATION FOR VOCATIONAL EDUCATION AND TRAINING

QUALITY MANAGEMENT RECOMMENDATION FOR VOCATIONAL EDUCATION AND TRAINING QUALITY MANAGEMENT RECOMMENDATION FOR VOCATIONAL EDUCATION AND TRAINING QUALITY MANAGEMENT RECOMMENDATION FOR VOCATIONAL EDUCATION AND TRAINING Authors and the Finnish National Board of Education ISBN

More information

Derbyshire County Council Performance and Improvement Framework. January 2012

Derbyshire County Council Performance and Improvement Framework. January 2012 Derbyshire County Council Performance and Improvement Framework January 2012 Contents 1. Introduction 3 2. About the framework 4 3. Planning 7 5. Monitoring Performance 8 6. Challenge and Review 11 7.

More information

THE INNOVATION WORKSHOPS GUIDE

THE INNOVATION WORKSHOPS GUIDE THE INNOVATION GUIDE CONTENT INTRODUCTION 3 ABOUT THE INNOVATION 4 DEVELOPING THE INNOVATION 6 RECRUITING FOR THE INNOVATION 8 HOLDING INNOVATION 11 ANCHORING 12 CROSS DISCIPLINARITY SCHOOLS 14 WHY DO

More information

4 PERFORMANCE MEASURES

4 PERFORMANCE MEASURES 4 PERFORMANCE MEASURES Objective Strategic, performance measurement-based management systems allow an organization to align its business activitities to its strategy, and to monitor performance toward

More information

User Guide for the CAF Self Assessment etool

User Guide for the CAF Self Assessment etool EN_eTool_User_guide.doc November 2010 User Guide for the CAF Self Assessment etool Introduction The CAF Self Assessment e-tool - developed at the CAF Resource Centre (RC) is an easy-to-use application

More information

Our Vision: Lead in initiative and performance to promote competitiveness and achieve comprehensive and sustainable economic development.

Our Vision: Lead in initiative and performance to promote competitiveness and achieve comprehensive and sustainable economic development. Our Vision: Lead in initiative and performance to promote competitiveness and achieve comprehensive and sustainable economic development. Our Mission: Support and organize business sector and provide integrated

More information

UNIVERSITY OF BRIGHTON HUMAN RESOURCE

UNIVERSITY OF BRIGHTON HUMAN RESOURCE UNIVERSITY OF BRIGHTON HUMAN RESOURCE STR ATEGY 2015 2020 Human Resources Strategy 2015 2020 01 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for

More information

PRCA Communications Management Standard (CMS) for In-House Teams

PRCA Communications Management Standard (CMS) for In-House Teams PRCA Communications Management Standard (CMS) for In-House Teams PRCA Communications Management Standard (CMS) for In-House Teams Contents Introduction 4 The Communications Management Standard for In-House

More information

Section 2 Quality Assurance Policy

Section 2 Quality Assurance Policy Section 2 Quality Assurance Policy Quality Assurance Policy (Approved by Academic Council 17 June 2011) Page 1 of 6 1. Introduction Strategic Plan 2007-2013, published in December 2007, is the Institute

More information

Supporting effective teamwork

Supporting effective teamwork Supporting effective teamwork A checklist for evaluating team performance CHAPTER 26 : HATCHED Margaret Kilvington and Will Allen Summary Teams can be instruments for achieving changes in culture and practice

More information

Internal Audit Ambition Model

Internal Audit Ambition Model Internal Audit Ambition Model Agenda Achtergrond Aanpak Het IA AM Doelstelling De tool Self-assessment Toepassing Een voorbeeld Vervolgstappen Vragen Achtergrond Aanleiding Opdracht Commissie Professional

More information

THE MEDIA STRATEGY GAME

THE MEDIA STRATEGY GAME THE MEDIA STRATEGY GAME FOSTERING COMMUNICATION ON MEDIA STRATEGY HARRY VAN VLIET, CHARLOTTE VAN NUS, ROGIER BRUSSEE, JEROEN NOBEL Order in Chaos TYPICAL QUESTIONS WE GET We want to do something with Facebook

More information

APPRAISAL POLICY. Policy description:

APPRAISAL POLICY. Policy description: APPRAISAL POLICY Policy description: Craven College s appraisal scheme aims to enhance the quality of service provided by the College by promoting the individual professional and personal development of

More information

WELLBEING IN HOME CARE (BELGIUM)

WELLBEING IN HOME CARE (BELGIUM) WELLBEING IN HOME CARE (BELGIUM) 1. Organisations involved Familiehulp 2. Description of the case 2.1. Introduction Familiehulp is the biggest integrated service for home support in Flanders and Brussels.

More information

Integrating risk indicators into corporate performance management tool

Integrating risk indicators into corporate performance management tool Integrating risk indicators into corporate performance management tool Jelena Raid Swedbank Estonia Liivalaia 8, Tallinn, Estonia Abstract Tallinn Technical University Raja 15, Tallinn, Estonia In operational

More information

10% (September 2009). 80% of staff

10% (September 2009). 80% of staff Human Resources Strategy Outcome 1: Enhanced talent and leadership 1.1. Percentage of staff who have completed skills profiles 10% (September 2009). 80% of staff 1.2. Percentage of women in management

More information