LU, SK, MT, IE, AT, SE, PL, HU, FR, BG, NL, PT, RO, SI
LV, DK, CY, CZ, EE, GR, LT
CSManagement (uvedla LV)
Training plan (uvedel LU)
Staff annual interview (uvedel LU)
Suggestions and Complaints boxes for customers and employees (SK)
SK, FR, RO, SI
BE (Complaint Procedure)
Customer Satisfaction Surveys (MT)
Audits, Quality- and Performance Standards (AT)
Local Agenda 21 (uvedla Češka)
Benchlearning groups (PL)
Good practice databases (PL)
Mystery shopping procedure (PL)
Employee Satisfaction tool – InternetSpiegel (NL)
Customer Satisfaction tool – InternetSpiegel (NL)
C.L.E.A.R. ( RO)
Under a public private partnership NACS is implementing the CLEAR tool which exists to help local governments and other organisations or groups at the local level to better understand public participation in their localities. It is a diagnostic tool: one which helps public bodies to identify particular strengths and problems with participation in their localities and, subsequently, to consider more comprehensive strategies for enhancing public participation.
The CLEAR tool develops from a framework for understanding public participation which argues that participation is most successful where citizens:
Can do –that is, have the resources and knowledge to participate;
Enabled to – that is, are provided with the opportunity for participation;
Asked to – that is, are mobilised by official bodies or voluntary groups;
Responded to –that is, see evidence that their views have been considered.
The tool is organised around these five headings and provides a focus for individuals to explore participation in their area. This tool was developed through the Council of Europe’s intergovernmental co-operation supported by a team of experts.
NACS in a public private partnership is adapting the European Public Ethics Score Card model initiated by the Council of Europe to the current Romanian conditions and elaborating a national Balanced score card for evaluation of the public institutions as regards the observance of ethical standards and principles. In the same time, another quality tool is used as peer review visits which aim on facilitating an exchange of know how between different public institutions and authorities and as well to disseminate good practices examples.
At federal level since 1980 we have the modernisation unit. They organise quality meetings on different themas (added value of signature, number of signature on a document, simplification of formulaire, impact of the structure of the building on the organisation, …).
At federal level we have build a method and a standard questionnaire with module to evaluate the orientation, the processus, the decision, the after decision of the organisation on 3 criteria (kindness, efficency, customer orientation).
Many federal ministeries have made BPM in order to simplify the procedure. The Pharma inspection has Standard Operating Procedures (SOP’s). Each week there is quality meeting with the personnel about the products, the services. They have signed Mutual Recognition Agreement with Canada, Australia, New Zealand, United states, … They have also Minimum Residual Agreement (MRA) with all member states. They are working with beltest. http://www.beltest.fgov.be
At regional level the flemisch community has also build a standard questionnaire with module. They compare the marks with the other administrations.
At the regional level the French community make enquiry for the sport stage for the young people, for the diploma homologation.
At federal level we have a complain procedure for the training office, the engagement office, the social security office, children allocation office.
Local Agenda 21: approx. 80 cities and municipalities in CR have implemented this method until now.
Improvement groups / Quality Circles:
SCKK arranges meetings for interested institutions on monthly basis. The purpose of the meetings is to give inspiration and to spread knowledge about quality tools, such as KVIK, among the institutions.
FOKUS is a network group for exchange of experience and knowledge about quality development in regions and municipals. FOKUS gathers and communicates knowledge about the work on quality development within the regions and the municipals. Link: http://www.fokus-net.dk/composite-10.htm.
A few public institutions use balance scorecards. Among these are Slots og Ejendomsstyrelsen. This is not coordinated from a central place. Link: http://www.ses.dk/db/files/bsc_artikel.pdf
The Directorate of Quality and Efficiency (Ministry of Interior) has published a document providing guidelines on strategic management. Within this framework the use of BSC by public organizations as a tool for goal setting and performance measurement is strongly recommended and supported by the Directorate of Quality and Efficiency.
Some PAs utilize the above mentioned tools to achieve continuous improvements but this is a matter of independent and voluntary choice as pointed up in the table below.
LL – Regarding Q Tools
In the Finnish context it has been important that organisations can choose the tolls they use.
we assume that all named Instruments are used in the Federal Administration, a detailed list is not avaible. In some municipalities the instruments are used also. A list of the users does not exist up to now.
Quality Clubs might be extremely useful if they involve all the actors that have influence in the efficiency and quality of services. They might become a source of new motivation and support for people working in public services. The facilitator role is a fundamental one.
CRM is an expensive instrument and should be used appropriately to the needs and size of the administration.
The results of the research conducted in 2007 by the State Chancellery, show that institutions lack not only financial, but also methodological support for CSM activities
The research done by the State Chancellery in 2007 indicates that there is intensive demand for methodological help, guidance and benchmarking projects among public institutions, that shows that the supply is far from satisfactory.
The links existing between the tools underline the importance of a global approach. For the moment, projects to the personnel are the most followed.