In the Ombudsmans opinion All decisions about process and determination overseen supervised and signed by the Ombudsman Advantages The statutory appointee has control over the quality of decisions ID: 626549
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Slide1Slide2
Our story of
quality
developmentSlide3
In the Ombudsman’s opinion...
All decisions about process and determination overseen, supervised and signed by the Ombudsman
Advantages:
The statutory appointee has control over the quality of decisions
Decisions are genuinely ‘in the Ombudsman’s opinion...’Slide4
In the Ombudsman’s opinion...
Disadvantages:
Lack of capacity in face of rising demand
Process bottlenecks
Lack of clear guidance on exercise of discretion
Problems managing performance because of lack of clear expectations
Disempowering highly qualified and expensive employeesSlide5
Our story of
quality
developmentSlide6
Safe delegation of discretion
Defining quality
2004
Quality
criteria
Manager’s to supervise
Final decisions delegated to senior managersSlide7
Safe delegation of discretion
Advantages:
Managers able to make decisions
Clarity on skills and competencies needed
Clearer guidance on parameters for exercising discretion – more autonomy
Clearer expectations for managing performance
EfficiencySlide8
Safe delegation of discretion
Disadvantages:
‘Subjectivity’ of quality monitoring
Personal values under attack
Variable quality of decisions
Onerous quality control
Marking home workSlide9
Our story of
quality
developmentSlide10
Systematic process and quality assurance
Core process re-engineering
Single casework process
Lean principles – purpose and customer perspective
CMS with management reports
Investigation and quality assurance processes integrated into work-flowSlide11
Systematic process and quality assurance
Casework roles
Job roles and team structures
Competencies & emotional intelligence
Performance management
Learning and development – skills and behaviours
Guidance on discretions
Customer serviceSlide12
Systematic process and quality assurance
Culture
Values
Explicit people management expectations
Commitment, competence and contribution
Management development - effective feedback, difficult conversations, managing performance, challenging behavioursSlide13
Systematic process and quality assurance
And quality...
2007 quality standards
Accurate reflection of the Ombudsman’s role
Fair and impartial
Timely
Professional standards of customer care
Clarity
Audit trail
Decisions & determinationsSlide14
Systematic process and quality assurance
Quality control process:
Complaint definition
Key issues
Investigation and assessment of evidence
Determination – ‘findings’
Orders and recommendationsSlide15
Systematic process and quality assurance
Advantages:
Unbelievable efficiencies
Double demand
Half investigation time
No extra resources
Turnover – ‘non-regretted leavers’
Highly skilled managers and caseworkersSlide16
Systematic process and quality assurance
Disadvantages:
Competence is not universal
Endless ‘development’ activities
Blurred boundaries of acceptable performance
Quality supported by the highly skilled – marking homework
Double handling of casework
Lack of responsibility for decision making
Target driven investigations distorting process
Undervalued work at the front end of process
Process driven performanceSlide17
Our story of
quality
developmentSlide18
Introducing the external perspective
What value do we add?
What impact does our service have on our customers and the sector we work in?
Public value and employee engagementSlide19
Introducing the external perspective
Build on the good bits...
Align work flow to reflect customer demand and deliver value
Focus on positive outcomes not process
Streamlined quality standards integrating customer care
Flexible roles to match the skills that actually existSlide20
Introducing the external perspective
What does the customer think?
Tenants and landlords
Did we help?
How did we treat you?
Evidence of impact on an individual and collective basisSlide21
Introducing the external perspective
Advantages:
Performance management for the whole of HOS
Benchmark for service improvements
Analysis to improve performance
Insight into which elements of ‘quality’ have the greatest impact on the customer
Recognises value at all stages of the process
Puts the customer at the centre of our serviceSlide22
Introducing the external perspective
Work in progress:
Embedding the new ways of working
Focus on outcomes
External perspective
Understanding autonomy
Accepting responsibility
Mindset and behaviour changeSlide23
Our story of
quality
development
Intrinsically linked to our organisational development
Where you are in terms of organisational development will determine how you
manage
quality
Driving up quality will help you with organisational development
Simple in theory, darn hard in practice!