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

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

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

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

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