Decentralisation and reorganisation of the Croatian Employment

Service (CES)

EuropeAid/119443/C/SV/HR

EU CARDS 2003

MAIN CHARACTERISTICSOF PERFORMANCE MEASUREMENT

SYSTEMS

ORGANIZATION AS

AN OPEN SYSTEM

GENERIC MODEL OF A SYSTEMGENERIC MODEL OF A SYSTEM

INPUTSINPUTS• Human Resources• Material Resources• Economic Resources• ICT Resources

CONTROLCONTROL

MECHANISMSMECHANISMS

OUTPUTSOUTPUTS• ProductsProducts• ServicesServices• ProfitsProfits• LosesLoses•Employee SatisfactionEmployee Satisfaction• Client SatisfactionClient Satisfaction

TRANSFORMATION TRANSFORMATION PROCEDURESPROCEDURES

• Programming• Organization• Monitoring• Control• Technology

FEEDBACKFEEDBACKINFORMATIONINFORMATION

ORGANIZATION AS AN OPEN SYSTEM

OUTPUTSOUTPUTSINPUTSINPUTS

FEEDBACKFEEDBACK

Functional Environment

PoliticalFactors

TechnologicalFactors

EconomicFactors

SocialFactors

External environment

InternalEnvironment

THE CHANGINGROLE

OF GOVERNMENT

HARD CORE

STATE

INTERIOR TREASURY DEFENSE

JUSTICE

Regulations Rule – Oriented Citizen - commanded

NEW DOMAINS OF STATE INTERVENTION

HEALTH EDUCATION DEVELOPMENT PUBLIC WORKS SOCIAL WELFARE

CULTURE

Service Delivery Responsiveness Result- Oriented Citizen - Client

TECHNOLOGYTRANSPORTATIONPRODUCTION…………………………..

TECHNOLOGYTRANSPORTATIONPRODUCTION…………………………..

NEW ROLE OF GOVERNMENT

Administrative ProductCitizen as a ClientInternal / External Customer

CENTRALGOVERNMENT

DECENTRALIZEDAUTHORITIES

Ministries HeadquartersFormulation of central Policies

Implementation of Policies

GLOBAL GLOBAL TRANSFORMATIONS LEAD TRANSFORMATIONS LEAD

TO ……..TO ……..

ADMINISTRATIVE CHANGESADMINISTRATIVE CHANGES

CITIZEN – ORIENTED APPROACHCITIZEN – ORIENTED APPROACHTOTO

QUALITY SERVICE DELIVERYQUALITY SERVICE DELIVERY

CLIENT SATISFACTION

CLIENTCLIENTEXPECTATIONSEXPECTATIONS

CLIENT CLIENT PERCEPTIONSPERCEPTIONS

CLIENTCLIENTSATISFACTIONSATISFACTION

REDUCEREDUCEGAPGAP

REDUCEREDUCE

GAPGAP

SATISFACTIOSATISFACTIONN

GAPGAP

Clientexpectations

Employee expectations

Define your client(s),product(s) & service(s)

Identify areas for potential improvement

Monitor, report, & continuously improve

Step 1

InvolvementCommunication

Service standardsBenchmarkingMeasurement

Feedback

Increasedclient satisfaction

Increasedemployee satisfaction

Step 2

Step 3

Step 4

Step 5

Step 6

TrainingInvolvement

CommunicationVision/Mission/Values

EmpowermentMeasurementRecognition

Define & declarewhere you want to be

Identify present levels of employee & client satisfaction

Develop & implement action plans to obtain improvements

A Client-centered Approach to Quality ServicesA Client-centered Approach to Quality Services

PUBLIC ADMINISTRATIONPUBLIC ADMINISTRATION IS CHANGING IS CHANGING

FROM

• “FOLLOW THE RULES”TO

• “CITIZEN’S NEEDS”

RESPONSIVE GOVERNMENTRESPONSIVE GOVERNMENT

PUBLIC SECTOR INSTITUTIONS

EXIST PRIMARILY

TO DELIVER A SERVICE OR

A PRODUCT TO A CLIENT

CITIZEN CENTRES APPROACHCITIZEN CENTRES APPROACHADMINISTRATION FOLLOWS THE CITIZENADMINISTRATION FOLLOWS THE CITIZEN

ADMINISTRATIONADMINISTRATION

CITIZENCITIZEN

Central GovCentral Gov Local GovLocal Gov AgenciesAgencies

CITIZEN’S SERVICE CENTERSCITIZEN’S SERVICE CENTERS

QUALITY AND PERFORMANCE

QUALITY AND PERFORMANCE

MEASUREMENT SYSTEMS

MEASUREMENT SYSTEMS

QUALITY & TOTAL QUALITY MANAGEMENT

PRIVATESECTOR

NEW APPROACH

NEW MANAGEMENT

SYSTEM

Customer is always rightCustomer is the KING

TOTALQUALITY MANAGEMENT

QUALITY

RESPONSE TOCUSTOMER NEEDS

TOTALQUALITY

MANAGEMENT

EVERY ACTIVITY, EVERY DIVISION, EVERY WORKER CONTRIBUTES TO

CUSTOMER SATISFACTIONWITH THE MINIMUM POSSIBLE COST

FOR THE ORGANIZATION

TQMPRINCIPLE

S

FOCUS ON CUSTOMER NEEDSFOCUS ON CUSTOMER NEEDSWho are the Customers

What they expectINTERNAL / EXTERNAL CUSTOMERS

CONTINUOUS IMPROVEMENTCONTINUOUS IMPROVEMENTDEMING CYCLE :

PLAN- DO- CHECK – ACT

TOTAL PARTICIPATION & COMMITMENT

DEMING CYCLEDEMING CYCLE

ACT PLAN

CHECK DO

ACT PLAN

CHECK DO

ISOISOISOISO

INTERNATIONAL ORGANIZATION INTERNATIONAL ORGANIZATION FOR STANDARDIZATIONFOR STANDARDIZATION

Quality Standards Internationally – In the ISO participate National Standardization Organizations of 110 Countries.

WORK METHODOLOGY (Decentralized): 185 TECHNICAL COMMITTEESS AND 36 SUB-COMMITTEESS supported by TECHNICAL SECRETARIAT in 35 Countries.The CENTRAL SECRETARIAT is in GENEVA

NECESSARY STEPS FOR THE INTRODUCTIO

N OF ISO

DECISION OF THE LEADERSHIPDECISION OF THE LEADERSHIP

REORGANIZATION OR DEVELOPMENT OF NEW PROCEDURESREORGANIZATION OR DEVELOPMENT OF NEW PROCEDURES

GAP IDENTIFICATION AND ACTION PLANGAP IDENTIFICATION AND ACTION PLAN

CREATION OF TEAM WORK UNITCREATION OF TEAM WORK UNIT

EXAMINATION OF THE CURRENT SITUATIONEXAMINATION OF THE CURRENT SITUATION

SUBMISSION OF THE MANUAL TO THE ISO AUTHORITY FOR APPROVAL

SUBMISSION OF THE MANUAL TO THE ISO AUTHORITY FOR APPROVAL

DEVELOPMENT OF QUALITY ASSURANCE MANUALDEVELOPMENT OF QUALITY ASSURANCE MANUAL

SELLECTION OF ISO AUTHORITYSELLECTION OF ISO AUTHORITY

EVALUATION OF THE PROCESSEVALUATION OF THE PROCESS

ACCREDITATION /ISOACCREDITATION /ISO

MANAGEMENT BY OBJECTIVES

MBO is a system in which specific performance objectives are jointly determined by subordinates and their superiors, progress toward objectives is periodically reviewed, and rewards are allocated on the basis of this progress.

EFQM MODEL

The self-assessment of organisations is the strategy that

is recommended by the EFQM in order to improve its outputs (results).

SELF ASSESSMENT is extensive, systematic and regular review of activities and results of an

organisation.

PROFITS

A well structured approach that appreciates forces of organization and determines the areas for improvement

The employees are trained in the fundamental principles of administration and and learn that they relate these operations with their own obligations

It incorporates the efforts of improvement in connection with the daily operations of organization

The comparisons with other organisations of same or different type are facilitated, using a set of criteria widely acceptable in Europe, while the "good practices" are located and published.

.

Organizations use the EFQM, EXCELLENCE MODEL as a quality management system and an overall framework for quality development.

TOTAL SCORE

CRITERIA

MAXIMUM SCORE

TOTAL SCORE

FOR THE CRITERION

1. LEADERSHIP

5

2. STRATEGY AND PLANNING

5

3. HRM

5

4. PARTNERSHIP AND RESOURCES

5

5. PROCESS AND CHANGE MANAGEMENT

5

6. CUSTOMER/ CITIZEN – ORIENTED RESULTS

5

7. PEOPLE RESULTS

5

8. SOCIETY RESULTS

5

9. KEY PERFORMANCE RESULTS

5

TOTAL SCORE

45

AVERAGE

5

The BALANCED SCORECARD Model

THE BALANCED SCORECARD is a methodology to measure success and selection of objectives taking into account functional and economic parameters. The connection between everyday management and strategy succeeds by examining the organization through four different perspectives:

The financial perspective represents the long-term objectives of the Organization (company).

The customer perspective consists of measures relating to the most preferable customer groups.

The internal-business process perspective focuses on the internal processes required in order the Organization to excel at providing the value expected by customers both productively and efieciently.

The learning and growth perspective focuses on internal skills and capabilities, in order to align them to the strategic goals of the organization.

The BALANCED SCORECARD Model For the PUBLIC SECTOR

BSC WHAT IS IT? A STRATEGIC COMMUNICATION &

PERFORMANCE MEASUREMENT TOOL HELPS MANAGEMENT TEAM TO ARTICULATE

AND COMMUNICATE THEIR STRATEGY IN THE FORM OF STRATEGIC OBJECTIVES AND MEASURES

PHILOSOPHY It is based on key management concepts, as : LEARNING FROM ACTIONS AND THE EFFECTS THEY HAVE TEAM WORKING AND CLEAR COMMUNICATION OF GOALS AND PRIORITIES

EFQM WHAT IS IT?

A BEST PRACTICE & CONTINUOUS IMPROVEMENT TOOL.

HELPS ORGANIZATIONS RECOGNIZE CURRENT STRENGTHS AND WEAKNESSES AND IDENTIFY AREAS FOR IMPROVEMENT.

PHILOSOPHY The Organization can achieve BUSINESS EXCELLENCE through CONTINUOUS IMPROVEMENT by focusing on relative performance in the so-called enabling criteria and results criteria

EFQM VS BSC

BSC IS ABOUT WHAT IN MANAGING AN ORGANIZATION: What we are going to do and what results we expect from those actions. BEM IS ABOUT HOW: How the Organization is managed and operated in general

Do the right things……. Communication Strategic focus Alignment Learning

Do things right ……… Diagnostics Benchmarking Improvement Best Practice

DO THE RIGHT

THINGS RIGHT