Decentralisation and reorganisation of the Croatian Employment Service (CES) EuropeAid/119443/C/SV/HR EU CARDS 2003
Dec 31, 2015
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