Quality Management in the Public Administration through CAF

Quality Management in the unrestricted governance by dint of CAFESF 4.159 Developing Quality Management in the national Administration d whiz CAF(SLIDE 3)The bearings chief(prenominal) Thematic Objectives atomic number 18 set out in denomination 9 of the Common Strategic Framework. each common strategic modelling contri providedes to the Union strategy for smart, sustainable and inclusive growth. Such butts may be translated into specific priorities to each common strategic mannequin fund.The European Commission believes that the respective member states should continuously improve the environment for their businesses, citizens and stakeholders by direction of the modernization of normal brass.The chosen project falls at heart the eleventh Thematic Objective that seeks the enhancing of institutional message and efficient public giving medication by dint of stronger institutional capacity and more efficient public administration supported the European Social Fund (ESF).(SLIDE 4)In total the criterion of ESF funds allocated to this project measuring stick to a total of three nose candy and thirteen thousand, three hundred and seventy euros. The central documental is that of modify efficiency and effectiveness of the public administration through lifelong scholarship and innovative activities.These are the briny funding breeding including the total amount of allocated funds and the areas of intervention.(SLIDE 5)Through much(prenominal) investment stinting overture is one of the main drivers. This provide be achieved from better business environment and different societal and economic impacts of the survey stakeholders.The EU Commission will specifically assessThe needs of stakeholders in order to improve the delivery through tone of voice perplexity systems, andThat there is to a fault a set of actions, referring to the proof and use of already set quality direction systems in a sustainable way.(SLIDE 6)Before the implementa tion of this project, the situation inwardly the Maltese common Administration was characterised by throttle use of quality focussinging systems. Nevertheless, elements such as the CAF, node care and redress, online portals, service charters, directives and guidelines, eGovernment, one stop shop, topical anesthetic Councils (as an alternative delivery channel), partnerships with NGOs and capacity building altogether existed to a limit extent.This project seeks to develop the skills and competences of public officers in the application of the CAF and central competencies at heart the Management Efficiency Unit (MEU). This would be achieved through training and networking of CAF users and experts.This as well as stretchs to passment that improves the public service delivery through burden reduction of regulation and administrative procedures, quality assurance and control. Service delivery would progressively become professional, fair, transparent and outcome-oriented . Service users would also be able to ask from channels of delivery which should be as close as potential to them.For such achievements the MEU would become a centre of faithfulness as regards the CAF. It would be able to strengthen the public sector in CAF implementation and the management of certification in order to ensure long term-sustainability.To obtain such objectives, adoption of better practices, maximizing of partnership synergies, leverage technology and the move of corporate social responsibility are essential tools.(SLIDE 7)The CAF model is primarily based on 3 pillars that are Structure, Process, Outcome.Structure (or Leadership) holds thatCAF is based on 2 key elements that are Enablers and Results and thatEach enabler and result is foster upset(a) down into key sub-criteriaProcess holds thatCAF is rooted on a groups view of the position of an organisation at a particular point in time and thatCAF nurtures a continuous improvement lookout deep down an organi sationOutcome holds thatBenefits for the organizations stakeholders, image and written report(SLIDE 8)Assessment of the achievement of desired achieved goals is done through the PDCA round of golf. Basically this cycle observes theInitiation of the project such as thePlanning and organization of the outgrowth andCommunication within the organisationCarrying out of self-assessment such as the backdrop up of the self assessment team formulation and data fabrication andSelf assessmentPlanning and execution of improvements includesPrioritization and planningCommunication of the improvement plan adPeriodic review of the project(SLIDE 9 and 10) win of sub-criteria is based on the PDCA cycle which typically takes between 6 to 10 weeks depending on the complexity and scale of the issue at stake.The 6 main criteria for fulfillment infra conditionality 11 will achieve results into 3 main areas, which are of a Societal, Citizen and Workforce nature. All achievements lead to further econ omic efficiency within the subject organisation. Societal, Citizen/Consumer, and People/Workforce benefits will be achievedSocietal improvements includeImprovement in quality of life version to trendsProactive holistic set aboutStakeholder engagementTransparencyCitizen improvements include sudden deliveryImproved service aimCost-efficient operations assure and reputationWorkforce improvements includeMotivated workforceRole lucidity and employmentImproved commitment to missionBetter resource workoutReduced skill gaps(SLIDE 11)4 key strategic objectives form the onus of this projectCAF as Quality Management System (QMS) that Promotes and implements the CAF as the Maltese familiar Administrations first choice of quality management systemIt is anticipated that strategic possible action to construct this strategic objective include but are not of necessity limited to further roll out of CAF within Government providing implementation support, enablement and capacity to part and Government Entities implementing CAF once a critical mass of Departments and Government Entities harbour adopted CAF, a quality award is introduced to recognize achievement sharpening the focus on results and outcome orientation and introducing CAF in education and justice sectors.Partnerships that beef up partnership development and management between the Maltese popular Administration and its stakeholdersIt is anticipated that strategic initiatives to attain this strategic objective include but are not necessarily limited to providing guidance and building capacity in partnership development and management developing further strategic partnerships in assorted sectors extending consultation to service design sustaining and improving on corporate social responsibility fortify a proactive information policy and developing a corporate identity kit for the Public Administration. There are all areas where citizens, service users, and stakeholders can act together in co-design, c o-decision making, co-production and co-evaluation. go/Processes Improves the way services and associated business processes operate and enter within the Public administrationIt is anticipated that strategic initiative to attain this strategic objective include but are not necessarily limited to improving and innovating services and channels in use within the Public Administration developing capacity to implement business management further supporting business processes with ICT better records management maximizing citizen/ node suggestion and complaints system and introducing systematic citizen/customer satisfaction measurement.People Develops the capabilities of the Public Administration workforce in customer service, partnership development and quality management systemsIt is anticipated that strategic initiative to attain this strategic objective include but are not necessarily limited to sharpening the focus on performance management to ensure accessibility, transparency, qual ity of service delivery, involvement training and development of Public employees in the required toolkit and introducing climate and finish perception surveys with ply.(SLIDE 12)Current state-of-playThe adoption of a quality management framework would build on these efforts and works towards a more consistent approach to continuous improvement. CAF is a core tool to achieve sustainable excellence in all performance aspects. Actions are based on the enter that excellent results with respect to performance, customers, people and society are achieved through leadership driving policy and strategy, that is delivered through people partnerships, resources, processes and change management.Unlike various other quality management models CAF is specifically targeted for public administration and is adequate of capturing unique features of governing organisations, holds a high degree of flexibility and may be used n a wide variety of circumstances.For this reason, CAF plays an giganti c role in Maltas National Reform course under the Europe 2020 strategy. By the adoption and promotion of CAF, the MEU would be increasing its level of self-assessment. MEU also aims to become the Maltese centre of expertise through the strengthening of its in-house capacity.(SLIDE 13)Three types of training that have been delivered by the European Institute of Public Administration in Mata includeA Specialised Training Programme in CAF delivered by CAF experts to 14 members (out of a total of around 20) of MEU staffA CAF Model Training Programme delivered by CAF experts to 6 groups of public officials andTraining on the mapping on External Feedback and the CAF Label Training Programme delivered to members of MEU staff and public officials in the public sector.154 civil servants were instruct in the TQM approach for the public sector to obtain knowledge on relevant concepts of quality development from a holistic perspective the gist of quality instrument that have been used succe ssfully over the noncurrent decade in more public sector organisations in many countries and the adequate processes of implementation.Additionally, a group of experts was also trained in the Procedure of External Feedback, assuring qualitative progress in future organisational development.A CAF website has also been created.3 CAF user organisations in Malta and Gozo have also been registered. Each after successfully completing a cycle of CAF assessment and implementation. (These are the Gozo Public Library, the Food Safety Unit and the Gozo Sports complex.) These users were also made subject to the process of concluding their second self-assessment, which would lead them to achieve the CAF Label certification. It should also be noted that the CAF Label Certification is valid for 2 geezerhood and thus each government entity would have to be assessed and certified every(prenominal) two years.Other 5 public organisations including Appogg and Sedqa have engaged in CAF towards excell ence with the assistance of the MEU.(SLIDE 14)SERVIZZ.GOV portal is an online portal whereby citizens can complain with local anesthetic Councils and entities. There are pre-set timeframes for closure of the complaint, typically 10 or 20 days depending on the subject case. A significant percentage of complains are anonymous and some 95% of cases originate from local anaesthetic Councils.MEU developed an in-house data warehouse to analyse trends and responsiveness. Overall, Local Council and entity responsiveness are analysed. MEU also monitors customer complaints performance regularly and validates closure on a sample basis.client CARE and REDRESS. All line ministries have customer care officers within their organisational structures. There are also administrative customer care officers within designated Directories within Ministries which route complaint resolution and monitor complaint closure. The major(ip) regulatory authorities, Departments and Government entities have various forms of customer care offices in operation. Training to Customer Care officers has been provided by the MEU and the CDRT/OPM.Redress mechanisms available include the office of the Ombudsman, Tribunals and the Law Courts.QUALTY SERVICE CHARTERS. Charters spell out the rights of citizens as customers of a Public Service and specify the quality of service that can be expected. A department holding a charter will commit itself to stated performance targets typically on waiting times, quality of product, discretion and information provided. Charters also explain how to lodge complaints.In the light of government commitments, it is the opinion of the MEU that it is worth revising the Quality Service Charter initiative to reflect the changing times and resources of the Public Administration. However, such initiative should be as simple as possible, by monitored and audited regularly by tercet parties, independent of the servicing Department such as the IAID (i.e. for auditing purposes) .ONE engine block SHOPS. Business First one-stop-shops run by Malta Enterprise since the beginning of 2012 with completely 5% of total number of applications not being delivered within the appointive deadline. The Malta Financial Services Authority can register a limited liability company within 48 hours provided the correct documentation is submitted. Local Councils are seen as the key means to move Public Services closer to citizens and service users. They already offer a range of lodge services. However, more work needs to be done to bring the most-frequently-used Public Services within the locality.(SLIDE 15)Through all these actions this project will lead to significant economic results. It has been calculated that around 70% of the total chance organisations will benefit from an average of a 20% improvement that generally includes economic efficiency. Stakeholders within the public administration do not only include private citizens but also the state itself. As a result the State will benefit from lesser deficits.(SLIDE 16 and 17)An abstract highlighting the Strengths, Weaknesses, Opportunities and Threats resulting from this project has also been done. Some of the main positive aspects are the better acquired knowledge about the tapping of EU funds, increased employment and the reduction of cost and administrative burdens. However, challenges such as new social risks and fiscal consolidation should still be studied and dealt with.CAF helps the Government in creating and maintaining the better(p) possible environment in which Maltas economy could sustainably grow. Government would be able to create a sense of peace of mind in which, through transparency and less red tape economic operators will know where they stand. It is vital that pointless bureaucracy does not lead to peculiar(a) costs that weigh down enterprises and hamper economic growth.Further economic growth will be achieved through investment in root word and the productive capabilit ies of the country, the skills of the workforce and more workers who enter the labour market.