10 EFQM Rollout Strategy

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Performance and Resources Board meeting 27 September 2016 Agenda item 10 EFQM Rollout Strategy. Background, 1 European Foundation for Quality Management EFQM is a widely used methodology. for the assessment of key strengths and potential gaps in relation to an organisation s. stated vision and mission We already use a wide range of performance measures. management tools and techniques but EFQM will help provide a holistic view of the. organisation, 2 The key to a successful implementation of EFQM is ensuring that it is delivered in a. way that is complementary to the organisation s existing systems and that key. stakeholders understand the value it can add, 3 EFQM is made up of three components The first is the Fundamental Concepts of. Excellence These are eight underlying principles that can generally be mapped to an. organisation s existing values, 4 The second and more significant part is the excellence model itself This is made up. of five enablers and four results sections Each of these is then broken down into. their component parts,a Leadership enabler,b Strategy enabler.
c People enabler,d Partnerships and resources enabler. e Processes products and services enabler,f Customer results. g People results,h Society results,i Business results. 5 The aim is to collect evidence of the organisation s performance against each of the. enablers and results as part of our evaluation, 6 The third component is called RADAR This is an assessment framework and is used. to understand such things as how well a particular initiative has been deployed. RADAR is a four stage model,b Approaches, Performance and Resources Board meeting 27 September 2016 Agenda item 10 EFQM Rollout Strategy.
d Assess and refine, 7 During 2015 we planned to undertake and complete two tasks The first was to train. internal resources in EFQM assessment This would negate the future need to bring in. external resources We successfully trained six assessors. 8 The second task was to collect evidence against the enablers and results This was. completed in 2016 as a desk based exercise and consequently is very much a partial. assessment of the GMC s positon Ideally we would have then engaged with staff to. validate and extend our findings through the RADAR assessment However the. development and roll out of the change programme in Quarter 4 2016 precluded this. 9 Now that the majority of the programme relating to the relocation of work has been. completed we are in a position to undertake the next part of the EFQM assessment. the RADAR assessment, 10 We propose spending three four months engaging with the organisation to validate. our findings and undertake the RADAR assessment We would first seek to identify. individuals within the organisation who have the required insight into the enablers. and results They would be our main points of contact. 11 We would then run a series of workshops with the key individuals and their teams. where we work through RADAR For example we would work with colleagues from. Human Resources to support the review of both People and People results. 12 The workshops and data collection activities would be supported by the Central. Business Planning Managers CBPM The CBPM would be trained on the concepts of. 13 Writing up the report and further clarifications sessions would be followed by the. executive review phase The executive would work through the enablers and results. in facilitated workshops The output from these sessions would be series of actions. for the business For example if the findings showed that the deployment of parts of. our strategy could be improved we would need to develop action plans to rectify this. 14 Conversely the findings may show that a particular enabler or result is performing at. a level acceptable to the executive and no action is required It is expected that. depending upon availability these sessions would be delivered over a two month. Performance and Resources Board meeting 27 September 2016 Agenda item 10 EFQM Rollout Strategy. 15 Overall the EFQM assessment and follow up actions would support the achievement. of our strategic aims and the delivery of excellence in our business as usual activities. Phase two second option, 16 Alternatively the assessment could be scaled down to focus on just one enabler. There is a natural cross over between the enablers but a substantive assessment. could be undertaken that would provide insight into the usefulness and potential. resource burden a full assessment would entail, 17 The steps would be the same but the timings and resource demands across the GMC. would be reduced,Key considerations, 18 The assessment will require committed resources from across the organisation and.
therefore it is important that if the work is to be taken forward it fits within the. organisation s priorities, 19 If a full assessment is undertaken and new organisational priorities are identified the. EFQM assessment would be at least in part redundant. 20 The key consideration for the timings of the EFQM implementation will be the. availability of staff and in particular those with the right level of insight to support. the assessment It is expected that in the first six months of 2016 a considerable. amount of time and resources will be spent on managing the recruitment of staff and. the transition of processes and knowledge This would have a negative impact on our. ability to deliver phase two, 21 The start date is for discussion and there is an expectation that we need to balance. expediency with a realistic view of staff availability. Performance and Resources Board meeting 27 September 2016. 10 EFQM Rollout Strategy,10 Annex A,GMC EFQM report 2016. Purpose of the paper, 1 This paper sets outs the results of the initial internal European Foundation for Quality. Management EFQM assessment of the GMC As is standard with an EFQM. assessment the paper sets out the areas of good practice and the opportunities for. improvement for the enablers and results as defined within EFQM. Limitations, 2 Information was gathered from the GMC intranet GMC internet and other documents.
that the Assessment Team were aware of It is therefore important to note that there. are limitations to what information has been identified in the report. 3 As we didn t engage with GMC colleagues who would have specialised knowledge of. the enablers and results it is expected that there will be further insight for us to. 4 It should also be noted that the evidence collected was correct as at the end of 2015. and has not been updated, 5 In the following section we describe each enabler as set out by EFQM This is followed. by commentary on our related strengths and areas for development Areas for. development have only been included where we have been able to substantiate any. findings through survey results or other data sources We have not sought to include. the development opinions of the Assessment Team, Performance and Resources Board meeting 27 September 2016 Agenda item 10 EFQM Rollout Strategy. Leadership,EFQM criterion definition, 6 The first enabler is leadership The criterion is broken down into the five parts and is. described by EFQM as, Excellent organisations have leaders who shape the future and make it happen acting. as role models for its values and ethics and inspiring trust at all times They are. flexible enabling the organisation to anticipate and react in a timely manner to ensure. the ongoing success of the organisation, Part 1a Leaders develop the mission vision values and ethics and act as role models.
The purpose of the organisation is clearly stated within the Medical Act How this. purpose is delivered is in turn laid out in the corporate strategy and the strategic. aims These are directly linked to the corporate values. The leadership structure is well defined highly visible and is underpinned by the code. of conduct in the company handbook, Change is led through structured frameworks with clear goals and objectives. The organisation s values have been developed in consultation with all staff They are. effectively communicated and there is evidence that staff are generally aware of the. corporate values, The values are integrated into the performance management system and all staff are. required to evidence how they support the delivery of the values. We invest in our leadership through bespoke training courses. An annual research report which brings together a view of the organisation s research. is reviewed by the Strategy and Policy Board SPB, Part 1b Leaders define monitor refine and drive the improvement of the organisation s. management system and performance, There are established governance systems in place and process performance is. reported locally to the executive and Council through formal reporting The main. review mechanism is through the Performance and Resources Board PRB. Performance targets are set for all key processes There is an emphasis on meeting. those targets agreed with our external regulator Where targets are not achieved. appropriate escalation methods are in place, Performance and Resources Board meeting 27 September 2016 Agenda item 10 EFQM Rollout Strategy.
A standardised approach to continuous improvement CI and quality assurance QA. has been developed and is being introduced CI projects are underway and a QA. strategy has been developed, The organisation s performance management includes the monitoring of risks. financial management corporate complaints staff recruitment and retention. Changes to policies and procedures are reviewed through PRB and the Strategy and. Policy Board SPB,Part 1c Leaders engage with external stakeholders. We engage widely with external stakeholders through many different forums. Formal consultations are in place as part of our policy development processes. SPB uses information and feedback collected from external stakeholders to inform. GMC policy development, There are a wide range of mechanisms in place for engaging with stakeholders and. recording the information gathered, Part 1d Leaders reinforce a culture of excellence with the organisation s people. The work of the staff is recognised through the Valued Awards scheme. The pay and benefits systems rewards staff for exceeding their objectives. Efficiency targets are set and monitored throughout the year Best practice is shared. across the organisation through the Efficiency Sub group. The CI programme includes communications aimed at improving CI awareness and CI. project leader training is available to all staff, Through engagement in activities such as IAMRA and the GMC conference leaders.
provide an external message of a culture of excellence The GMC strives to be a. leading medical regulator, Part 1e Leaders ensure that the organisation is flexible and manages changes effectively. The organisation has helped met the challenge of maintaining and where possible. reducing its cost base through the development of the change programme The. Performance and Resources Board meeting 27 September 2016 Agenda item 10 EFQM Rollout Strategy. change programme consists of five portfolios reducing costs income generation. innovation working smarter organisational design and capability. Each portfolio focus is sponsored by senior management and consists of a number of. managed projects, Project methodologies are in place for projects Full programmes are set up where. required with the appropriate governance arrangements An example being the. management of the organisational wide change programme this included. workstreams such as communications and facilities, The centralisation of some teams such as CI enables has reduced directorate s. dependency on their own internal resources and has provided greater flexibility to. meet business demands, 7 The second criteria is strategy This is broken down into the four parts and is defined. Excellent organisations implement their Mission and Vision by developing a stakeholder. focused strategy Policies plans objectives and processes are developed and. deployed to deliver the strategy, Part 2a Strategy is based on understanding the needs expectations of both.
stakeholders and the external environment, The GMC corporate strategy 2014 to 2017 has been developed with significant. involvement of external stakeholders The GMC also has significant resource invested. in an intelligence unit that seeks to collect and analyse external information. We have also developed a series of complementary strategies These include our. customer services strategy digital strategy and data strategy. The customer services strategy is about proactively providing a better experience for. everyone that we deal with both internally and externally. The data strategy sets out how we can use our internal data and external data. sources more intelligently to become a better regulator. The digital strategy is about making the best use of online technology to support our. processes and our communications, We deliver consultations as part of our policy development ensuring that we engage. with our stakeholders, We manage liaison groups that contribute to the collective intelligence of the. organisation, Performance and Resources Board meeting 27 September 2016 Agenda item 10 EFQM Rollout Strategy. Operational teams are involved in the development of our strategies to ensure they. validate and extend our findings through the RADAR assessment However the development and roll out of the change programme in Quarter 4 2016 precluded this 9 Now that the majority of the programme relating to the relocation of work has been completed we are in a position to undertake the next part of the EFQM assessment the RADAR assessment

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