Model EFQM 2013
The permanent interest of the General Administration of the State (AGE) in making available to public managers a set of practical instruments of help for the self-evaluation of their organizations according to the guidelines of the EFQM Model, thus facilitating the implementation of the programs that integrate the general framework for the improvement of the quality, established by the Royal Decree 951/2005, of 29 July, as the
The new revision of the EFQM Model - EFQM 2010 - which the Foundation carried out in 2009 led AEVAL and other public organizations, at the request of the CEG, to perform an interpretation for the public administrations of this model, which ended with the publication in 2012 of the 1st edition of the Interpretation Guide for the Public Administrations of the EFQM Model of Excellence 2010, all as
At the end of 2012, a new version of the European Model of Excellence - EFQM 2013 - was presented in which the eight fundamental concepts of excellence, the naming of some sub-criteria and certain attributes of the REDER Logical Scheme, as well as the parameters of the rating scale of the scoring matrix have been thoroughly reviewed. These significant changes in the EFQM Model posed AEVAL a new challenge to carry out an updated interpretation for public administrations of the new contents, with the impetus of the CEG and inter-administrative cooperation in the field of quality management, culminating in the publication of this Guide.
In 2004, the 4th edition of the Self-Assessment Guide for Public Administration linked to the updating of the EFQM Model of Excellence (v. 2003) of the European Foundation for Quality Management was highlighted. The sensitive reformulation of the criteria, sub-criteria and elements to consider of the Model that the EFQM had carried out advised, as in previous occasions, to supplement this Guide with a practical case that would help to facilitate its interpretation in the field of public administrations.
The work for the elaboration and publication of this case study was not, therefore, a novelty. The first edition of this Guide already included, in 1999, a case with the aim of facilitating self-evaluation exercises that promoted, through its training actions, the newly created General Directorate of Inspection, Evaluation and Quality of the Services of the Ministry of Public Administrations. This first case, the Altamira Provincial Directorate of Education, opened the door to a series of practical cases that complemented the successive editions of the Guide: the corresponding edition of the 2000 edition was the Government Subdelegation in Hesperia, in 2001 (3rd edition) the National Agency of Social Administration (ANAS) and in 2003 (4th edition) the Public Administration Training and Research Agency. The dual need to encourage the re-elaboration and publication of these cases was, on the one hand, to review and improve them in the light of training practice and, on the other, to adapt them to the updates of the Model that the European Foundation for Quality Management carries out periodically.
The Agency for Training and Research in Public Administration case meant a significant effort, since this adaptation to the changes of the Model posed, in addition to the challenge of elaborating a completely new example, an additional effort to make it "universal", that is, designed for all public administrations (state, autonomous and local) to have a practical example "conceived and developed for all of them". Moreover, in order to obtain its "official" validation, it was counted, providing a clear added value, with the collaboration of the Quality Management Club, as representative of the EFQM in Spain.
In addition to being conceived for the three levels of the administration, the case meant, in itself, an example of inter-administrative collaboration because, although its realization was coordinated by the General Directorate of Inspection, Evaluation and Quality of the Services of the Ministry of Public Administrations, incorporated in its editorial team representatives of the State Agency of Tax Administration, the General Treasury of the Autonomous State of Valencia All this under the supervision, review and validation of the representative of the Quality Management Club.
The 2004 edition of the Self-Evaluation Guide for the Public Administration and its corresponding case study Agency for Training and Research in Public Administration closed a cycle started in 1999 with the four editions mentioned (although since 1992-93 approaches that could be similar to those of the Guide) and its corresponding "cases" that founded, gave strength and meant an important partnership for various Spanish administrations.
At the end of 2009, the new version of the European Model of Excellence 2010 was presented. Its translation into Spanish again revealed the need for an updated interpretation for the public administrations of the new contents, since, as a singularity of this version, the EFQM developed a single one for all sectors, including the public sector. The 2010 version was not, as in the past, a refreshing review but an update of the 8 Fundamental Concepts of Excellence, an in-depth review of the structure of the Model and significant changes in the elements of the REDER logic, which already posed a challenge of a certain magnitude. The result was a common and consensual interpretation – at the request of the CEG itself – rather than an update of the adaptations to the public administration made for the previous version of the Model (2003).
The result of all this was realized with the publication of the Interpretation Guide for the Public Administrations of the EFQM Model of Excellence 2010, in July 2012, coordinated by the Department of Quality of AEVAL and in co-edition with the State Agency Official State Gazette. It included representatives of the Junta de Andalucía , Junta de Castilla y León, Tesorería General de la Seguridad Social, Ayuntamiento de Madrid, REGTSA, Ayuntamiento de Alcobendas and the own AEVAL.Llegados to this point it seemed necessary to supplement, as usual, this publication with a new illustrative case study. To this end, the Forum of Public Administrations was once again implemented, constituting a Working Group – this time more livi – made up of representatives of AEVAL, the Community of Madrid and REGTSA.
Between April and November 2012, the Group dealt with the case from the 2010 version of the EFQM Model, fully re-elaborating the previous case "Training Agency" published in 2004 with the idea of maintaining the type of organization - which had already proved its effectiveness and useful - but providing an evolutionary vision that would allow highlighting the changes in context and organization that currently affect the Spanish public administrations. The current work was presented at the Forum meeting on 11 December 2012. Also, through an exhibition by the Club, the most relevant innovations incorporated by the EFQM into the new version (2013) of the EFQM Model of Excellence were presented.
In view of the expected entry into force of this new version - and the forthcoming three-year version - the members of the Forum considered it essential to reflect on the appropriateness and appropriateness of redirecting their immediate priorities as well as the timing of several projects in marcha.Para making this reflection operational, a technical paper was set up to respond adequately to the burning issue that had been placed on the table:
The result, presented by the Coordinator of the Forum and Director of the Department of Quality of AEVAL on behalf of the rapporteurs (AEVAL, Community of Madrid and REGTSA) and the other organizations that participated in the debate, was that the most convenient was to address, simultaneously and in parallel, the Interpretation for the Public Administrations of the EFQM Model 2013 as well as the objective publication. This also enabled the transition to be adapted to the model revisions envisaged by the EFQM.
The next meeting, held at the CEG headquarters on 19 June 2013, presented ongoing work, both on the interpretation of the new version of the Model and the Case Study with a timeframe, in order to comply with the agreements adopted as regards its publication in 2013.Como on previous occasions, this Case Study which is now presented does not intend to be a definitive document, but has a successful outcome.
The Public Administrations Forum trusts that the continuity of this experience will be beneficial for the Spanish administrations and will be a good practice at European level of quality.