The EFQM Excellence Model®

The EFQM Excellence Model
A Guide to the use of the EFQM Excellence Model in the National Probation Service of England and Wales
By the National Probation Directorate
This product has achieved the British Quality Foundation Mark of Excellence
Knivett Blake & Associates at www.probation2000.com
EFQM Model Guide Version 2 - 2002
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Contents
Foreword by the National Director Chapter 1
Introduction to the Guide
The NPS approach to self-assessment Acknowledgements Using the Guide
3 5
6 6 6
Chapter 2
The EFQM Excellence Model

Background to the model and the British Quality Foundation The need for a model The philosophy of the model The model described The nine criteria The sub-criteria and areas to address (figure 2)
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10 10 11 12 13 14
Chapter 3
The RADAR logic approach

Description of RADAR logic Some definitions Self-assessment and RADAR logic Results and RADAR logic Enablers and RADAR logic The excellent organisation The EFQM Pathfinder card
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16 17 18 19 20 20 21
Chapter 4
Self-assessment
Uses of the EFQM Excellence Model Description of self-assessment and evidence Scoring Self-assessment in probation areas the NPS model The Quality Engine Self-assessment notes for consensus group members Self-assessment notes for project managers Self-assessment notes for senior managers and boards The NPS model and diversity
23
24 25 27 29 29 30 31 33 34
Chapter 5
Guidance on the criteria and each sub-criterion

Criterion 1 Criterion 2 Criterion 3 Criterion 4 Criterion 5 Criterion 6 Criterion 7 Criterion 8 Criterion 9 Leadership Policy & Strategy People Partnerships & Resources Processes Customer Results People Results Society Results Key Performance Results
35
37 40 43 46 49 52 54 56 58
Chapter 6
Glossary and references
61
Glossary of terms & abbreviations References and websites
62 67
Foreword by the National Director

The EFQM Excellence Model is the model chosen by government for the public sector. It is the model used in the criminal justice sector and is the model used by the National Probation Directorate (NPD) and chosen for use in the National Probation Service (NPS). There is great potential in the future for wider benchmarking once we have learned to benchmark within the service. Described as the glue which will hold together the performance management framework of the new unified service, the EFQM Excellence Model mirrors evidence-based practice and provides a quality framework for the NPS. It is evidence-based management and is founded on a successful approach in both the public and private sectors. The EFQM Excellence Model is helping the NPS to pursue quality. It has become the basis for continuous improvement, for a new culture of self-assessment and for effective benchmarking and organisational planning. Our achievement in 2001 was truly remarkable. The NPD and every probation area in the service carried out self-assessment by the deadline, and all incorporated the findings into their annual business plans which were produced in the EFQM Excellence Model format. Regional business plans were produced. Tools were produced on a regional basis using the innovation fund tools which used nationally will make a significant, practical contribution to improving performance. Self-assessments continue in 2002, based on a great deal of learning from the first year. The NPS is using the model for planning and review. It has begun to be used to assess particular aspects of work such as the assessment of risk procedures in London, What Works arrangements in Wales and diversity arrangements in the North East. The opinion of one member of the Cabinet Office is that of all the many introductions of the EFQM Excellence Model in the public sector, the NPS was the quickest, smoothest and most comprehensive implementation. Probation areas and their staff deserve to be congratulated for this. There is a major role here for all the leaders of the service particularly Chief Officers, Chairs and board members in consolidating and enhancing what has been achieved thus far. The ability of the service to demonstrate organisational excellence by 2006 will depend very largely on informed commitment and leadership from the services leaders.
Eithne Wallis
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Guide to the EFQM Excellence Model for the NPS
1. Introduction to the Guide
The NPS approach to self-assessment Acknowledgements Using the Guide
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1. The NPS approach to self-assessment
1.1 A model of self-assessment for the NPS has been developed over the past four years. It has been extensively tested in a series of pilots covering a third of the NPS areas. It has been reviewed and modified based on learning from year one of deployment. An assessment of performance outcomes and indicators and perception measures has resulted in improvements to the NPS approach which have been incorporated into this guide. 1.2 Similarly, the guide itself has been the subject of rigorous and extensive review. Amongst other things such as focus groups, think-tanks and conference inputs, feedback was obtained from some of the 3000 people in the NPS who have received a copy of version one. Despite the first edition being awarded the British Quality Foundation Mark of Excellence and user perception measures showing 100% satisfaction and 82% rating it very good or excellent, the authors found a number of areas for improvement and these have been included in version two.
2. Acknowledgements
1.3 A great many people have contributed to the first edition of the Guide. This included the original steering group who attended the 24 hour think-tank in February 2000 and those who provided expertise in diversity. Many people in the probation service nationally made a significant contribution particularly the original thirteen pilot areas. 1.4 Latterly, we are indebted to all the people who sent comments on the Guide, to those in focus groups in the South East region, in Wales, the What Works managers and the contribution of the North East and NPRIE members following the Birmingham conference. We received comments from board members, EFQM Excellence Model external consultants from both the contractors, managers and a wide range of staff. 1.5 Direct involvement of the following David Pike, Eve Muir, Donna Meade, Liam Burns, John Budd, Ed Stradling, Jim Standen, Tony Knivett and Lorraine Makin was essential to updating the Guide. Representatives from both the consultants, TQMI and Knivett Blake & Associates were part of the review, improvement and editing process. 1.6 We also received significant assistance from the Cabinet Office, the Audit Commission, police forces including the Metropolitan Police, the Inland Revenue at Cumbernauld and the British Quality Foundation who again assessed and validated our work.
3. Using the guide
1.7 The Guide then, describes the NPS model and sets it very firmly within the tenets and proven logic of the EFQM Excellence Model as presented by the British Quality Foundation.
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1.8 The Guide is a practical approach to assisting the NPS with the use of the EFQM Excellence Model and self-assessment. It is written in language which is relevant to probation and identifies the evidence required for self-assessment using probation examples. It sets out to ensure a consistent approach to self-assessment nationally. Chapter 1 Introduction to the Guide provides history and some background. Chapter 2 The EFQM Excellence Model describes the EFQM Excellence Model and provides essential outline information about the need for it and its structure. Chapter 3 The RADAR logic approach describes how the RADAR logic approach adds a further level of sophistication to the model which is fundamental to the value of the model and an essential part of the probation service performance management culture. Chapter 4 Self-assessment explains self-assessment and provides essential information about the consensus workshop approach and how areas can prepare and organise workshops. Chapter 5 Guidance on the criteria and sub-criteria provides guidance to areas about the evidence which they need to collect in respect of each criterion. This guidance provides a consistent standard for the way in which self-assessment is conducted in the NPS. In addition to providing assistance and guidance to individual areas this chapter aims to ensure that the results of self-assessment in areas will be comparable both for benchmarking and for external scrutiny. Chapter 6 Glossary and references provides a glossary of terms and references for additional material and information on internet sites of value to areas. There is a great deal of experience in the public sector to further assist the probation service in implementing the EFQM Excellence Model and in developing the NPS model as a structure for performance management and quality improvement.
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2. The EFQM Excellence Model
Background to the model and the British Quality Foundation The need for a model The philosophy of the model The model described The nine criteria The sub-criteria and areas to address
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1. Background to the model and the British Quality Foundation
2.1 The EFQM Excellence Model was formerly known as the Business Excellence Model. It was developed between 1989 and 1991 by practitioners to bring together the various models for Total Quality Management (TQM). 2.2 The British Quality Foundation is the UK sponsor of the EFQM Excellence Model. The aim of the British Quality Foundation is to promote continuous improvement and organisational excellence using the EFQM Excellence Model. It has over 1700 member organisations one of which is the NPS which is a sponsor member. The philosophy of the Foundation is summed up in this quote:
2. The need for a model
"Regardless of sector, size, structure or maturity, to be successful, organisations need to establish an appropriate management system. The EFQM Excellence Model is a practical tool to help organisations do this by measuring where they are on the path to Excellence; helping them understand the gaps; and then stimulating solutions. The EFQM is committed to researching and updating the Model with the inputs of tested good practice from thousands of organisations both within and outside of Europe. In this way we ensure the model remains dynamic and in line with current management thinking".
2.3 The model was updated in April 1999 after widespread consultation with members. There were significant enhancements and in particular they ensured the relevance of the model to the public sector. The enhanced model is officially referred to as the: European Foundation for Quality Management (EFQM) Excellence Model.
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3. The philosophy behind the EFQM model - basic concepts
Leadership & modelling
The behaviour of an organisations leaders creates a clarity and unity of purpose and an environment in which the organisation and its people can excel.
Policy and strategy
A successful organisation formulates policy and strategy in collaboration with its people and it is based on relevant, up to date and comprehensive information and research. Organisational performance is maximized when it is based on the management & sharing of knowledge within a culture of continuous learning innovation & improvement.
Continuous learning & improvement
Partnership development
Mutually beneficial relationships, built on trust, sharing of knowledge and integration with partner organisations are a crucial resource to any effective organisation. Organisations perform more effectively when all interrelated activities are systematically managed and decisions about current operations and improvements are based on reliable information and stakeholder perceptions. Quality of service and retention of market share are best achieved through a clear focus on the current and potential needs of customers. The full potential of an organisations people is best realised through shared values and a culture of trust and empowerment which involves everyone.
Management by processes & facts
Customer focus
People development & involvement
Public responsibility
The interests of the organisation and its people are best served by adopting an ethical approach and exceeding the expectations and regulations of the community at large.
Excellence depends on balancing and satisfying the needs of all relevant stakeholders including employees, customers, suppliers and society as well as the funding organisation.
Results orientation
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4. The model described
2.4 The EFQM Excellence Model is a non-prescriptive framework for self assessment. Using this tool an organisation can assess whether it is doing the right things and getting the right results. The ensuing assessment of an organisations performance is measured both by results and by the quality of the processes and systems developed to achieve them. In its most sophisticated form the model is used to assess an organisation for quality awards including the European Quality Award. The assessment looks at the whole organisation (or the whole of a part of the organisation) using nine criteria. The model provides a balance and a relationship between approach (the way in which results are achieved) and results (what is achieved) - a balance between cause and effect. The criteria which deal with cause are known as enablers. Those which deal with effect are known as results. In scoring the organisation both have equal weighting.
Figure 1 - the EFQM Excellence Model
Enablers people policy & strategy partnerships & resources
Results people results processes customer results society results

Innovation & learning
leadership
key performance results
2.5 The model has 9 criteria. Each of the nine criteria has a definition. Each of the 9 criteria is supported by sub-criteria. The sub-criteria are a series of statements about each criterion which should be considered in the course of assessment. Grouped under each of the subcriteria are areas to address which provide guidance about the evidence which should be sought to assess each of the sub-criteria. The areas to address do not provide an exhaustive list and gathering evidence for all those stipulated would not necessarily indicate excellence.
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5. The nine criteria
2.6 The full definition for each of the nine criteria is given below:
3. People 7. People results 6. Customer results 8. Society results 9. Key performance results
1.Leadership
2. Policy & strategy 4. Partnership & resources
5. Processes
Enablers
1. Leadership: How leaders develop and facilitate the achievement of the mission and vision, develop values required for long term success and implement these via appropriate actions and behaviours, and are personally involved in ensuring that the organisation's management system is developed and implemented. 2. Policy and strategy: How the organisation implements its mission and vision via a clear stakeholder-focussed strategy, supported by relevant policies, plans and objectives. 3. People: How the organisation manages, develops and releases the knowledge and full potential of its people at an individual, team-based and organisation-wide level, and plans these activities in order to support its policy and strategy and the effective operation of its processes. 4. Partnership and resources: How the organisation plans and manages its external partnerships and internal resources in order to support its policy and strategy and the effective operation of its processes. 5. Processes: How the organisation designs, manages and plans its processes in order to support its policy and strategy and fully satisfy, and generate increasing value for, its customers and other stakeholders.
Results
6. Customer results: What the organisation is achieving in relation to its external customers. 7. People results: What the organisation is achieving in relation to its people. 8. Society results: What the organisation is achieving in relation to local, national and international society. 9. Key performance results: What the organisation is achieving in relation to its planned performance.
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Figure 2. the structure of the model showing the criteria, the sub-criteria and areas to address
C3 people C1
leadership
C2 policy/strategy C4 partnerships &

resources
C5
processes
C7 people results C6 customer results C8 society

results
C9
Key performance results
9 Criteria
1 2
Enablers
3 4 5 6
Results
7 8 9
a a
b b
c c
d d a b e a c a d b e c d e b c
d
Areas to address ..
32 Sub-criteria
(20 enablers,12 results)
C1
LEADERSHIP
C2
POLICY & STRATEGY
C3
PEOPLE
C4
PARTNERSHIPS & RESOURCES
C5
PROCESSES Processes
C6
CUSTOMER RESULTS
C7
PEOPLE RESULTS
C8
SOCIETY RESULTS
C9
KEY PERFORMANCE RESULTS 9a Key Performance OUTCOMES IN FIGURES 9b Key Performance INDICATORS IN FIGURES
1a Leaders as role models 1b Leaders improve systems 1c Leaders involved with externals 1d Leaders motivate people
2a Based on stakeholder needs 2b Based on Performance information 2c Reviewed & updated 2d Deployed 2e
3a Staffing planning 3b Developing people 3c Involving people 3d Communicating With people 3e
External resources
5a Design methodology Used 5b Improvement methodology Used

Products & services
6a
7a
8a
4a Management of partnerships
Internal resources
Customer People Society PERCEPTIONS PERCEPTIONS PERCEPTIONS IN FIGURES IN FIGURES IN FIGURES 6b Customer Performance INDICATORS IN FIGURES 7b People management Performance INDICATORS IN FIGURES 8b Society Performance INDICATORS IN FIGURES
4b Finances 4c Buildings equipment materials 4d Technology
5c Based on Customer need 5d Delivered to standards
Recognising Communicated & caring for & people implemented
4e Customer relations Information 5e & knowledge Managed & enhanced
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3. The RADAR logic approach
Description of RADAR logic Some definitions Self-assessment and RADAR logic Results and RADAR logic Enablers and RADAR logic The excellent organisation The EFQM Pathfinder card
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1. Description of the RADAR logic
3.1 The EFQM Excellence Model has a basic logic which is as follows:
in the policy and corporate planning of an excellent organisation, the organisation requires are identified in terms of performance indicators
Results which the
the pproaches which are to be used to achieve the required results are identified in the organisations plans and are an integrated part of the policy these approaches are eployed throughout the entire organisation so that implementation of the plans and policy are systematic and consistent approaches are systematically ssessed and eviewed in the light of results and feedback so that no approach will become ineffective or unnecessary once implemented.
Hence the acronym
RADAR
RADAR logic summarised
Central to the logic then, is that an excellent organisation will have sound, fully deployed approaches which are consistent with policy and can be linked to the sustained achievement of appropriate targets. It will compare favourably with other organisations and will demonstrate continuous learning and improvement from external comparisons and internal review and assessment.
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2. Some definitions
Results
This covers what an organisation achieves. In an excellent organisation the results will show positive trends and / or sustained good performance, will compare well with others and will have been caused by the approaches. Additionally, the scope of the results will address the relevant areas. To assist users of the model in assessment and scoring, the EFQM has created two support techniques. These are referred to as the Pathfinder card and RADAR logic.
Approach
This covers what an organisation plans to do and the reasons for it. In an excellent organisation the approach will be sound - having a clear rationale, well defined and developed processes and a clear focus on stakeholder needs and will be integrated supporting policy and strategy and linked to other approaches where appropriate.
Deployment
This covers what an organisation does to deploy the approach. In an excellent organisation the approach will be implemented in relevant areas, in a systematic way.
Assessment & Review

This covers what an organisation does to assess and review both the approach and the deployment of the approach. In an excellent organisation the approach, and the deployment of it, will be subject to regular measurement, learning activities will be undertaken, and the output from both will be used to identify, prioritise, plan and implement improvement.
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3. Self-assessment and the RADAR logic
Results::
3.2 When assessing evidence in respect of Results criteria, each sub-criterion needs to be assessed for

Trends - that is the extent to which trends are positive and progress is sustained Targets - that is the extent to which they are achieved and appropriate Comparisons - the extent to which comparisons with other organisations are being made and how well results compare with the performance of other organisations Cause - the extent to which results are caused by the approaches adopted Scope - the extent to which the scope of the results covers all relevant areas.
Enablers:
3.3 To accommodate this logic in undertaking self-assessment, evidence in respect of each Enabler sub-criterion needs to be assessed for
Approach - the extent to which the approach is sound and fully integrated Deployment - that is the extent to which implementation has occurred and how systematic this has been Review arrangements - the extent to which measurement has taken place, lessons learned and improvements have occurred.
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4. Results and RADAR logic
Results
Trends
0%
25%
50%
75%
Strongly positive trends and /or sustained excellent performance on most results over at least 3 years
100
Strongly positive trends and /or sustained excellent performance in all areas over at least 5 years
Trends are positive and / or there is sustained good performance No results or Positive trends Positive trends and anecdotal and /or satisfactory /or sustained good information performance on performance on many some results results over at least 3 years
Targets
Comparisons
Causes
Targets are achieved Targets are appropriate No results or Favourable and Favourable and Favourable and Excellent and anecdotal appropriate in some appropriate in many appropriate in most appropriate in information areas areas areas most areas Comparisons with external organisations takes place and results compare well with industry averages or acknowledged best in class No results or Comparisons in Favourable in some Favourable in many Excellent in anecdotal some areas areas areas most areas and information best in class in many areas Results are caused by approach No results or Some results Many results Most results All results. anecdotal Leading information position will be maintained
0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 9 0 9 5 10 0
Total
Scope
Results address relevant areas No results or Some areas anecdotal addressed information
0 5 10 15 20 25 30 35
Many areas addressed

40 45 50 55 60
Most areas addressed

65 70 75 80 85
All areas addressed

9 0 9 5 10 0
Total
Overall total
10
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Enablers and Radar logic
Approach
Sound
0%
25%
50%
75%
100
Integrated
Approach has a clear rationale There are well defined & developed processes Approach focuses on stakeholder needs No evidence or Some evidence Evidence anecdotal Approach supports policy & strategy Approach is linked to other approaches as appropriate No evidence or Some evidence Evidence anecdotal
0 5 10 15 20 25 30 35 40 45 50 55 60
Clear evidence
Comprehensive evidence
Clear evidence
65 70 75 80 85
Comprehensive evidence
9 0 9 5 10 0
Total
Deployment
Implemented Systematic Total
0%
25%
50%
75%
In about of relevant areas Clear evidence
55 60 65 70 75 80 85
100
All relevant areas Comprehensive evidence
9 0 9 5 10 0
Approach is implemented . No evidence or In about of In about of anecdotal relevant areas relevant areas Approach is deployed in a structured, systematic way No evidence or Some evidence Evidence anecdotal
0 5 10 15 20 25 30 35 40 45 50
Assessment
&
0%
25%
50%
75%
100
Rev
iew
Measurement Learning Improvement Total Overall total
Regular measurement of the effectiveness and deployment of the approach is carried out No evidence or Some evidence Evidence Clear evidence Comprehensive anecdotal evidence Learning activities are used to identify & share best practice & improvement opportunities No evidence or Some evidence Evidence Clear evidence Comprehensive anecdotal evidence Output from measurement & learning is analysed & used to identify, prioritise, plan & implement improvements
0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 9 0 9 5 10 0
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The excellent organisation
3.4 An implication of RADAR logic is that to be assessed as an excellent, best in class, beacon organisation it will be necessary to demonstrate: a) That in relation to the twenty-four sub-criteria which relate to approach there is
Comprehensive evidence that the approach has a clear rationale, contains well defined and developed processes and focuses on stakeholder needs
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Comprehensive evidence that the approach supports policy and strategy and is linked to other approaches Comprehensive evidence that the approach has been implemented in all relevant areas Comprehensive evidence that the approach has been deployed in a structured way Comprehensive evidence that there is regular measurement of the effectiveness of the approach and its deployment Comprehensive evidence that learning has taken place as a result of review and that best practice is shared Comprehensive evidence that the review and learning has resulted in improvements.
b) That in relation to the eight sub-criteria which cover the range of organisational results (for probation areas there are 33 indicators drawn from SDAs and SPMs which may be added to locally) there is Numerical evidence of strongly positive trends in all results areas over at least 5 years Numerical evidence that achievement of targets is excellent and appropriate in most areas Numerical evidence that in comparisons with other organisations performance is excellent in most areas and best in class in many areas Evidence that all results are caused by approach and therefore a leading position can be maintained Evidence that the results measured address all relevant areas of the organisations functioning and accountabilities.
7. The EFQM Pathfinder card
3.5 The Pathfinder card is a self-assessment tool for identifying opportunities for improvement. It is used to assist in the identification of improvement opportunities through self-assessment and to help build improvement plans. The card reflects the RADAR logic which is at the heart of the EFQM Excellence Model. Unlike the RADAR approach described above it is not a scoring tool. 3.6 The Pathfinder card is as follows -
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THE PATHFINDER CHECKLIST ENABLERS Is the approach:

Soundly based Focussed on stakeholder needs Supporting policy & strategy Linked with appropriate approaches Sustainable Innovative Flexible Measurable. Show positive trends or sustained good performance. If yes, for how long? Have targets. If yes, are the targets achieved? Have comparisons with others, for example competitors, industry averages or best in class. Compare well with others Show a cause & effect link to approaches Measure a balanced set of factors both for now & in the future Give a holistic picture. Measure all the relevant approaches & deployment of approaches using perception & performance indicators
RESULTS Do the results:

Cover all appropriate stakeholders
Deployment Is the deployment of approach:

Implemented in all potential areas in the organisation Implemented to its full potential/capability Achieving all the planned benefits Systematic Understood and accepted by all stakeholders Measurable.
Assessment & Review Is the approach & its deployment:

Measured for effectiveness regularly Providing learning opportunities Benchmarked with others inc best in class Improved based on assessment & review.
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4. Self-assessment
Uses of the EFQM Excellence Model Description of self-assessment and evidence Scoring Self-assessment in probation areas the NPS model The Quality Engine Self-assessment notes for consensus group members Self-assessment notes for project managers Self-assessment notes for senior managers and boards The NPS model and diversity
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1. Uses of the EFQM Excellence Model
4.1 There is a range of uses for the model. Some of those are
as a continuous improvement tool to identify improvement opportunities to focus continuous improvement effort to involve people in change to develop an understanding of Excellence to provide a common vocabulary and set of principles to pull together existing initiatives to compete for national and international quality awards to prepare for external scrutiny (e.g. BV or BQS).
4.2 All the above uses require a suitable self-assessment process, which enables an organisation to measure what it is doing and plan improvement. 4.3 However the EFQM Excellence Model can also be used as a visioning tool. This enables an organisation to build a picture of itself as world class or best in class.
The EFQM Excellence Model when combined with an appropriate tool, becomes a powerful way of continuously improving the performance of an organisation in: what it achieves - its RESULTS and . the way in which it does things the ENABLERS or approach It is a means of producing a prioritised action plan.
4.4 NPS areas undertake one whole area self-assessment annually and use the EFQM Excellence Model as the framework for their three year plans and business plan (probation circulars: PC99/00 and PC 114/00). Annual reports and local inspections will also be based on the model. In addition areas will be using the model for annual team/unit reviews and for regional initiatives such as regional benchmarking. Regional plans identifying regional areas for improvement, are also prepared annually and lead to regional improvement projects which in year one were paid for by innovation fund money.
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4.5 The level of investment in the model and the approach used by an organisation will be dependent on what the organisation wants from the model. A minimum approach would be as an overview assessment where managers share their perceptions of the organisation using the nine criteria. In contrast, a maximum amount of effort would be required to prepare the organisation for a campaign of continuous improvement aimed at securing an international award.
Figure 3 - Ways in which the model can be used
Minimum approach
Use whole organisation self-assessment to identify areas for improvement
Continuous improvement A model for planning & review
Benchmarking
Comparison, learning from others & improving processes Using standards such as ISO 9000, IiP, Chartermark, to improve performance Continuous improvement & review of segments of the organisation
Choice of award scheme
Applying the model to assess different parts/ aspects of the organisation
Assist with Best Value, BQS & audit
Integrating & preparing for external scrutiny EFQM award (or to get validated assessment)
Maximum approach
Externally assessed, self-assessment
2. Description of self-assessment and evidence
4.6 The British Quality Foundation definition of self-assessment is that it is "a comprehensive, systematic & regular review of activities & results against a tangible model culminating in planned improvement actions". Self-assessment is core to the EFQM Excellence Model. Its major characteristic is that it is done by the organisation itself but to an externally defined standard.
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Self-assessment: is a process whereby staff collect and analyse evidence about their organisation (or part of it) using the criterion parts as a checklist the result is a report which assesses performance across a full range of indicators & for each, identifies strengths & areas requiring improvement [AFIs] which lead to a number of improvement activities and projects.
4.7 Self-assessment in the context of the EFQM Excellence Model, is based on a framework of gathering evidence both about the way in which the organisation approaches the work and the results which it achieves.
Enabler evidence is factual descriptions that provide physical, concrete, tangible proof that: an approach has been planned has been deployed to the relevant areas feedback mechanisms are in place to assess how well our approach and deployment is working.
Results evidence is tangible data that shows : the numerical evidence under each of the 4 Results criteria the performance over time trends [e.g. graphs, bar charts] the performance compared to others [e.g. results of benchmarking exercises] the breakdown available or segmentation of each number [e.g. for diversity issues by gender, ethnicity, disability].
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Evidence is not: aspirational something we hope to achieve anecdotal something we hope is happening unsubstantiated perceptions the views of a small sample that are not part of a planned survey conjecture something we think is probably happening somewhere impressionistic something that is too vague and ill formed complaints especially about other organisations fantasy, solutions or advice.
The benefits of self-assessment . It is done internally by the organisations people it is done by staff not to them It involves staff in improving their own organisation It Its clear purpose is continuous improvement provides guidelines on preferred behaviours It is evidence based It is gives a view of the whole organisation or the whole of a part of the organisation It is focussed, economic & efficient
3. Scoring
4.8 A few organisations who use the EFQM Excellence Model do not move to scoring following assessment of evidence but most report that scoring is fundamental to continuous improvement and permits benchmarking. 4.9 Indeed it is difficult to see how it is possible to demonstrate improvement if performance is not measured and scored. It has therefore, become an important component of the NPS selfassessment model.
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Scoring is valuable because: It validates the assessment & eliminates extremes It permits the measurement of year on year improvement It permits benchmarking It could lead to an award & .. Its fun.
4.10 When organisations start to use the EFQM Excellence Model for self-assessment, the overall score is probably the least important aspect of scoring. What is of value however, is the scoring of the individual sub-criteria so that they can be presented in bar chart form showing the performance of each area as a pattern. This is one reason why whether or not areas use the NPD accredited software Quality Engine - for selfassessment, it is a requirement for every area to input scores to the Quality Engine and produce the bar-charts for benchmarking. Where a bar chart from one area is superimposed onto the chart from another area it can illustrate important benchmarking opportunities.
10 0 9 0 8 0 7 0 6 0
% cr S oe
5 0 4 0 3 0 2 0 1 0 0 1 a 2 a 3 a 4 a 5 a 6 a 7 a 8 a 9 a
C it r nN m e r e io u b r
10 0 9 0 8 0 7 0 6 0
% cr S oe
5 0 4 0 3 0 2 0 1 0 0 1 a 2 a 3 a 4 a 5 a 6 a 7 a 8 a 9 a
C it r nN m e r e io u b r
4.11 Area A and area B above have different profiles. When one is superimposed on the other it exposes sub-criteria where area B could learn from area A.
100 90 80 70 60
% Score
50 40 30 20 10 0 1 a 2a 3a 4a 5 a 6a 7 a 8a 9a
C riterion N ber um
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4. Self-assessment in probation areas the NPS model
4.12 There are six major steps in carrying out self-assessment:
Planning planning for the self-assessment Evidence - identifying and gathering evidence in respect of each of the thirty-two sub-criteria Assessment assessing the evidence for the identification of strengths and areas for improvement. (AFIs) for each sub-criterion. Scoring - arriving at a score for each sub-criterion (in a consensus workshop) Prioritising prioritising the main points for an action plan and for corporate planning and for developing and implementing improvement activities and projects.
4.13 Both phases of the pilots (1998 & 2000) based self-assessment on the consensus workshop approach. This is where individuals or pairs, having gathered and assessed evidence, meet together in a group and the whole group comes to a majority view of the score for each subcriterion. This has become the selected method for the NPS.
5. The Quality Engine
4.14 Many organisations undertake this process with the use of software. The software chosen for self-assessment in the NPS is Quality Engine. It is licensed for use in every probation area. Those areas who do not use the software in collecting evidence or in the consensus workshop are still obliged to enter their scores and include the resulting bar charts in the report of the self-assessment which they submit to NPD (there is a standard format for this report). 4.15 Whenever using or inputting scores to the Quality Engine it is essential to observe the NPS QE protocol which is to work with the 5% scoring option switched off. This is done by going to the pull down menu under scoring and de-selecting 5% scoring. 4.16 For areas involved in any description of self-assessment, the sequence of events is as follows:
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Figure 4 - NPS self-assessment
Group members COLLECT Enablers evidence Project manager COLLECTS results evidence Group members ASSESS evidence Group members INPUT assessments The group together SCORES the assessments The software produces print-out which contains
Regional Business Plan NPD Area Business Plan Board
Which triggers plans for improvement
And produces .. A report for managers
The group together Prioritises the findings (2 per criterion)
A report giving ... Strengths Strengths Areas for Areas for improvement improvement Bar charts for Bar charts for benchmarking benchmarking sub-criteria sub-criteria
Draft Area Business Plan
6. Self-assessment notes for consensus group members
When collecting evidence: accept the evidence given if there is no evidence, do not create it list it as an AFI ENABLER evidence is documentary RESULTS evidence is numerical with explanatory narrative.
4.17 There is guidance about assessment deciding whether the evidence represents a strength or an AFI (or both) some important points are as follows:
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When assessing: make factual statements in the strengths column eg there is a diversity policy begin statements in the AFI column - with there is little evidence of/some evidence etc you are not stating that something does not exist only that you can find no evidence of it. avoid the phrases should, need to on no account suggest solutions or improvements If there are no figures available for a results sub -criterion performance cannot be assessed as a strength or an AFI but the absence of data can be noted for improvement.
4.18 Scoring in the NPS model using the Quality Engine programme, is a group exercise best done on screen from a laptop computer using a multi-media projector. The programme has a screen for each sub-criterion and scoring is done using on-screen sliders. The process replicates RADAR logic and the algorithm used in the background to calculate scores uses the RADAR factoring and weightings.
7. Self-assessment notes for project managers
4.19 Getting started is a matter of selecting a team sufficient members of staff who have time to devote to evidence gathering (about 2 days per person) and can make the main meetings (about 4 days per person) on the dates arranged. The composition of the team should reflect the profile of the area staff group. Team members should be selected for their enthusiasm for continuous improvement and some for their competence in the model. 4.20 A typical consensus group will consist of eight to ten people and may include support/clerical/administrative personnel, probation practitioners and unit managers, a senior manager, board members and a facilitator. The majority of the group will be evidence gatherers. They will not all be assessor trained nor will they necessarily have expertise in the subject which is being assessed. 4.21 Group roles may include the project manager as chair, the evidence gatherers as presenters, a facilitator or consultant (internal or external). If Quality Engine is used for the workshop an operator will be required and a member of the group will be needed to compose the final text which is to be entered in the strengths and AFIs columns. 4.22 When planning for subsequent/ follow-up assessments it is worth considering

any changes e.g. the appointment of the regional managers the learning from the regional projects linked to the regional plan all actions and improvements since last year that those areas who were amalgamated are now one year further down that road; therefore amalgamation will not be such a large issue
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that the evidence gathered last year will contain relevant evidence for this year.
4.23 The starting point for subsequent self-assessments is the report from last year. Performance information has been selected on the basis that it includes those measures essential to managing the organization. In the first year some of this information had to be sought out and some was not readily to hand because it was not being used routinely. In subsequent self- assessments however, it is hoped that the learning from the first selfassessment means that managers are routinely using the information to monitor performance and it will be readily to hand. 4.24 A typical project plan might be as follows:
Figure 5 planning self-assessment
Select team
Optional Area team meeting 1 Regional project manager meeting
Local assessor team event
Collect & assess evidence
Input assessments
Scoring consensus workshop (2 day)
Prioritise AFIs & report
CO/ Chair event
Regional AFI event
1 member s.ware operator trained
June
July
August
September
October
November
4.25 Project leaders also need to consider the make-up of the team. Continuity is important and therefore some team members from the first year will be invited onto the new team. However inviting new members is also beneficial, in that it brings a fresh perspective, acts as a development tool for those new members and involves more employees in the change process. 4.26 Regarding the scores, project leaders and senior managers should be prepared for a potential drop or a static score. This can occur because

the teams expectations have been elevated the teams knowledge of the scoring system is advanced progress against last years plans has been slow other factors have emerged since last year.
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4.27 The prioritisation of AFIs is an important role of the assessor team. The focus of this exercise is to ask the question of every AFI: To what extent is this AFI key to the area achieving the results crucial to its success? So for instance, an AFI in relation to an SDA or SPM will take precedence over an AFI which requires attention but which will not clearly contribute towards achievement of one of the required results criteria in the area business plan. Figure 6 - Prioritising AFIs.
leadership
b) W hich co ach ntribu enab le ievi t n peopleg th e most rs t ose resu o lts? policy &
strategy partnerships & resources
processes
are hich ults a) W y res people the ke st need o results we m prove? to im key customer performance results results
society results
c) What does our assessment tell us we are good at & not good at & what are the priorities?
8. Self-assessment notes for senior managers and boards
4.28 In every self-assessment project, the main investment (probably 70% of the initiative) is in converting the findings into actions and processes which will ensure continuous improvement and a better score in a subsequent assessment. 4.29 The initiating and management of every self-assessment in the area is the responsibility of senior managers. However the use of the EFQM Excellence Model for the self-assessment process which is specifically a part of the areas approach to the three year plan and annual business plan is particularly a responsibility of the chief officer and board. The overall framework for whole area assessment, planning and improvement will be something like this
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Figure 7- Outline timetable and milestones for whole area self-assessment
National annual plan Evidence identified Evidence assessed AFIs identified Area annual plan Monitor review Implement Project plans for AFIs Regional business plan
Milestones
3. NPD approves area plans 2. Areas submit draft plans to NPD 1. NPD issues planning info to areas 4. Areas submit annual reports on previous period
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
5. Consolidated annual report & planning information issued by NPD 6. Process of self-assessment starts again 7. Self-assessment starts to feeds into area business plan .
9. The NPS model and diversity
4.30 This Guide has been validated against the NPS diversity checklist and it incorporates some of the main parts from that document. In chapter 5 sub-criteria include areas to address in relation to diversity. 4.31 In addition, the NPS diversity checklist is a separate guide in its own right which used in conjunction with this one, will assist areas to measure their efforts in relation to diversity issues and point the way to further development. 4.32 In order to measure performance in respect of diversity issues, it is necessary to present information appropriately segmented.
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5. Guidance on the criteria and each sub-criterion
Criterion 1 Leadership Criterion 2 Policy & Strategy Criterion 3 People Criterion 4 Partnerships & Resources Criterion 5 Processes Criterion 6 Customer Results Criterion 7 People Results Criterion 8 Society Results Criterion 9 Key Performance Results
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CRITERION 1
LEADERSHIP
How leaders develop and facilitate the achievement of the mission and vision, develop values required for long term success and implement these via appropriate actions and behaviours, and are personally involved in ensuring that the management system is developed and implemented.
The quality of taking ordinary men and women and inspiring and enabling them to achieve quite extraordinary things see Living Leadership NPD 2002
Every sub-criterion in this section is about LEADERSHIP in relation to: a) setting a direction and acting as a role model b) getting personally involved in developing management systems c) getting personally involved with customers, partners and society d) personally motivating, supporting and recognising employees
10%
1a Leaders develop the mission, vision and values and are role models of a culture of excellence 1a) is about what leaders actually do to visibly demonstrate their commitment to the achievement of excellence and sustained improvement throughout the service. (leaders are the CO, Chair and board members, ACOs, team/ unit managers) Areas to address include:
leaders demonstrate knowledge of what excellence is what leaders do is visible throughout the service leaders have an area leadership model and people know the leadership style they should be modelling leaders act as role models for the vision, mission and values of the service and integrate them into the work of the area leaders demonstrate personal involvement and commitment to ensuring that diversity and fairness issues are fully integrated leaders demonstrate that they review and improve their own performance as leaders leaders personally give and receive training leaders are personally involved in improvement initiatives and providing resources leaders are seen to take the steps to eradicate structural discriminatory practice leaders encourage empowerment, creativity and innovation and learning opportunities leaders model learning and support collaboration in the area and regionally 1a) examples area conferences, meetings where leaders give visible leadership to excellence
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leaders taking personal responsibility for the area community diversity plan the development programme for leaders such as CO learning sets, EEM training leaders modelling the standards which they expect of staff by the way they work and in their visits and contacts with staff leaders involvement in local and regional improvement activities
1c Leaders are involved with customers, partners and representatives of society 1c) is about the extent to which leaders are personally involved with customers (including offenders sentencers) partnerships and society. It is not about having a partnership strategy for instance which is covered in 4a. Areas to address include:
1b Leaders are personally involved in ensuring the organisation's management system is developed, implemented and continuously improved 1b) is about the personal involvement of leaders in improving the management systems. Areas to address include:

leaders align the organisation's structure to support delivery of policy and strategy leaders ensure systems for managing processes are developed and implemented leaders ensure a process for the development, deployment and updating of policy and strategy is developed and implemented leaders ensure a process for measurement, review and improvement of key results leaders set the area business plan within the bigger picture/ national scene.
meeting, understanding and responding to external needs and expectations outside the organisation being attentive and responsive to diversity events in the community establishing and participating in partnerships establishing and participating in joint improvement activities recognising individuals and teams of stakeholders for their contribution to the organisation's activities, for loyalty etc participating in professional bodies, conferences and seminars supporting and engaging in activities that aim to improve the environment and the organisation's contribution to society.
1b) examples evidence that leaders lead a process for producing the area annual business plan from the national plan and ensure it is reflected in plans throughout the organisation and linked to EFQM excellence model assessment and the annual report leaders ensure there is a model for converting plans into action & clarity about what constitutes policy, strategy & processes. leaders ensure there is a process for deploying policy throughout teams/ units leaders are personally involved in defining the information requirement & monitoring.
1c) examples leaders meeting with community leaders and minority groups leaders liaising with schools, colleges, health etc leaders involved in local criminal justice approaches, crime reduction, public protection initiatives and involvement with other leaders from the police, courts, CPS, prisons etc leaders involved in inter-agency work - inc victims, children, sex offenders, accommodation, drug treatment, YOTS leaders personally leading by involvement with crime and disorder and community safety initiatives leaders bringing the experience and knowledge gained from external work back into the organisation leaders promote the use of the EFQM Excellence Model in the criminal justice system sharing NPS experience.
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1d Leaders motivate, support and recognise the organisation's people 1d) is about the ways in which leaders having set the direction in 1a, having had personal involvement in the improvement of management systems in 1b, and having been personally involved with customers and partners in 1c personally motivate, support and recognise employees. It is not about the systems themselves: e.g. the recognition system which is covered in 3e. Areas to address include:
leaders personally involved in ensuring that there is allocated time and workload relief to enable staff to participate fully in improvement activities (including EFQM Excellence Model self assessment and improvement projects addressing AFIs).
personally communicating the organisation's mission, vision, values, policy, strategy, plans, objectives and targets being accessible, actively listening and responding to all people throughout the organisation helping, supporting and enabling people to achieve their plans, objectives and targets encouraging and enabling people to participate in improvement activities for the organisation recognising team and individual efforts at all levels within the organisation, in a timely and appropriate manner.
1d) examples personal involvement of leaders in working groups, projects, cross grade forums leaders personally putting diversity issues on the agenda at all relevant junctures and meetings SMT team/unit meetings existence of a statement of how to gain access to leaders and how in practice they ensure that they are available and involved with staff in their tasks a record of leaders being available to staff when they are engaged in converting the area business plan into team/unit plans leaders being personally involved with staff at times of concern and crisis such as when residents are protesting outside the bail hostel
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CRITERION 2
POLICY & STRATEGY

How the organisation implements its mission and vision via a clear stakeholder focussed strategy, supported by relevant policies, plans and objectives.
8%
2a Policy and strategy are based on the present and future needs and expectations of stakeholders 2a) is about how policy and strategy are based on information about the needs of all stakeholders including staff, partners and customers. Areas to address include:
Every sub-criterion in this section is about the way in which policy and strategy are: a) based on stakeholders needs and b) information c) reviewed and updated d) deployed e) communicated and implemented
understanding and anticipating the needs and expectations of customers, employees, partners, society and stakeholders and representing that in policy and strategy understanding and using information to define the area contribution to the criminal justice sector evidence of consultation with a diverse stakeholder group including - staff, customers and the community which informs policy and strategy understanding and anticipating developments in the sector including legislative changes and changes in government policy and priorities reflected in policy and strategy aligning/ integrating all policies and strategies with diversity legislation.
2a) examples evidence in policy and strategy documents (or in the way they are prepared) that they
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are based on information about stakeholder need evidence that local deployment of policy and strategy is based on a systematic approach to stakeholder information.
development and deployment of policy and strategy and in improvement activities.
2b Policy and strategy are based on information from performance measurement, research, learning and creativity related activities 2b) is about the extent to which policy and strategy is based on a review of performance information, research, learning and feedback/ perception information not covered in 2a. Areas to address include:
2c Policy and strategy are developed, reviewed and updated
2c) is about the methodology used to develop policy and strategy (based on what was gathered in 2a and 2b) and the processes which ensure it is measured, reviewed and kept up-to-date. Areas to address include:
collecting, understanding and acting on information output from performance indicators and using current data to inform policy and strategy collecting and understanding the output from learning activities and research analysing, comparing and learning from the performance of other similar organisations and best in class organisations understanding social, legal, political and environmental issues identifying and understanding economic and demographic indicators understanding the impact of new technologies analysing and using ideas, information and feedback from stakeholders, minority /community groups and partnership organisations.
2b) examples evidence in policy and strategy documents (or in the way they are prepared) that national performance information is used to improve/ develop and plan policies evidence that local deployment of policy and strategy is based on a systematic approach to performance information evidence that plans, policy and strategy and local deployment of policy and strategy is based on a systematic approach to performance information evidence of the use of benchmarking subcriteria from self-assessment is used in
developing policy and strategy consistent with the organisations mission, vision and values and based on the needs and expectations of stakeholders and information from learning and improvement activities balancing the needs and expectations of stakeholders balancing short and long term pressures and requirements identifying critical success factors involving all relevant groups in policy/strategy review identifying organisational risk and developing contingency plans identifying present and future opportunities for providing added value aligning the organisations policy and strategy with that of partner organisations reflecting the fundamental concepts of excellence in policy and strategy evaluating the relevance and effectiveness of policy and strategy which has been developed ensuring that there is an effective process for reviewing and updating policy and strategy.
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2c) examples evidence that the way that NPD priorities and the area business plan are actioned through to unit level evidence that policy and strategy are developed, that there are measures in place to review effectiveness of the policies, that reviews take place and improvements are based on learning evidence that national developments such as what works expectations or accreditation for sex offenders programmes result in changes in policy and strategy evidence that the development of policy and strategy its measurement, review and updating takes full account of local and national requirements in respect of diversity.
evidence of the systematic process which is used to ensure that policy and strategy are deployed, measured, assessed and improved evidence for instance of the process used to deploy the areas approach to meeting national standards targets evidence that the approach used to deploy, measure, assess and improve policy and strategy is itself measured, assessed and improved.
2e Policy and strategy are communicated and implemented 2e) is about the method used to communicate policy and strategy as part of the process for ensuring policies and strategies actually happen and that managers know full deployment has taken place. Areas to address include:

2d Policy and strategy are deployed through a framework of key processes 2d) is about the way in which the organisation ensures that policy and strategy once developed, are translated into the required action Areas to address include:
identifying the methodology used to convert plans policy and strategy into action establishing clear ownership of the key processes defining and communicating the key processes ensuring that inclusivity, transparency and diversity principles are integrated throughout measuring and reviewing the effectiveness of the framework of key processes to deliver policy and strategy.
communicating and cascading policy and strategy, as appropriate ensuring that there is a process for communicating policy and strategy in a way which is clear and accessible to all using policy and strategy as the basis for planning of activities and the setting of objectives and targets and for the allocation of resources aligning, prioritising, agreeing and communicating plans, objectives and targets evaluating the awareness of staff about policy and strategy assessing the implementation of policy and strategy to ensure the full implementation of a policy.
2d) examples
2e) examples how staff are familiarised with local business plan objectives or with national targets in relation to SDAs and SPMs the introduction and implementation of procedures such as those for assessment of risk (SPM 9)
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policy led training such as for accredited programme
arrangements for dissemination of policy and strategy including ways of doing this electronically.
CCRITERION 3
PEOPLE
How the organisation manages, develops and releases the knowledge and full potential of its people at an individual, team-based and organisationwide level, and plans these activities in order to support its policy and strategy and the effective operation of its processes.
Every sub-criterion in this section is about the way in which the organisation manages people: a) b) c) d) e) staffing/ workforce planning developing people involving people communicating recognising, caring
9%
3a People resources are planned, managed and improved 3a) is about staffing the area about recruiting the right numbers of staff with the appropriate competences to meet the requirements of delivery across the organisation - recruitment, deployment, retention, promotion and employment conditions. Areas to address include:
workforce planning documents, policies and strategies based on an assessment of the competences required to provide the services necessary involving employees and their representatives in developing HR policy integrating HR plans with area policy and strategy and key processes recruitment and career development ensuring fairness and that diversity friendly perspectives are fully incorporated into HR plans, accountability and resourcing commitment to recruitment of diverse groups and to addressing underrepresentation applying systems for staff complaints, grievance, discipline and incapability. using people including surveys, exit surveys, and other employee feedback to
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improve human resource policies strategies and plans using innovative methodologies to improve the way of working clear arrangements for managing cover, absences and workload fluctuations.
3a) examples a workforce planning document detailing skills/ competences analysis for all what works personnel and plans for recruiting sufficient staff with the appropriate qualifications to meet the accredited programmes targets and the diversity service delivery agreements evidence of Napo and Unison participation in planning HR approaches.
3b) examples staff supervision and appraisal policy to help people improve their performance use of competence based job descriptions use of the annual training plan and training validation and quality assurance systems achievement of Investors in People award induction systems and pairing and mentoring arrangements a post-appointment studies scheme, use of occupational standards, certificate in community justice, Welsh language studies, work experience schemes training related to diversity all staff enabled to participate in improvement activities.
3b Peoples knowledge and competences are identified, developed and sustained 3b) is about the development of people training/ supervision/ appraisal etc. Areas to address include:

3c People are involved and empowered 3c) is about how the organisation creates a culture in which staff feel encouraged to be creative and to offer a service which is sometimes outside the boundaries of their role. It is also about ensuring that decisions are made at the correct level for the best quality of service to be delivered Area to address include:
appraising and helping people improve their performance ensuring that appraisal is done with an understanding of diversity ensuring that those who manage staff from diverse groups identify necessary areas of development for retention and progression identifying, classifying and matching peoples knowledge and competences with the organisations needs developing and using training and development plans to help ensure people match the present and future capability needs of the organisation designing and promoting individual, team and organisational learning opportunities developing people through work experience developing team skills reviewing and updating individual and team objectives and aligning them with the organisations targets providing specific initiatives.
evidence of a culture that encourages empowerment (within the proper framework of accountability) which is accessible and relevant to all groups of staff encouraging and supporting individual and team participation in improvement activities encouraging and supporting peoples involvement through internal conferences providing opportunities which stimulate involvement and support appropriately directed, innovative and properly managed creative behaviour how people are encouraged to operate outside role boundaries when it will provide a better service.
3c) examples
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planned role-flex such as in a case management approach where responsibility and tasks are shared devolvement of budgets, partnership responsibilities, liaison with local stakeholders etc cross grade working group structure where innovation and creativity has produced better ways of providing services as in the delivery of local programmes, cross grade inspection teams and design teams use of experienced practitioners to act as mentors.
subject briefings CJ & CS Act, home secretarys priorities, the new choreography document etc CO/board, SMT, team/unit structure.
3e People are rewarded, recognised and cared for 3e) is about what is done for employees through financial remuneration, recognition and also those benefits over and above the regular package. Area to address include:

3d People and the organisation have a dialogue 3d) is about the means by which twoway, top-down, bottom-up and lateral sharing and dialogue is ensured. Areas to address include:
identifying communication needs and developing policies strategies and plans based on communication needs use of communication technology developing and using top down, bottom up and horizontal communication channels sharing best practice and knowledge ensuring an openness and inclusiveness of dialogue and access to all groups involving minority groups in dialogue about the full business of the area not diversity issues only business plan focus groups.
applying arrangements for remuneration and benefits effectively ensuring that all policies pertaining to employee care and reward are mindful of the specific needs of a diverse workforce ensuring a caring approach to redeployment, redundancy, terms of employment recognising people in order to sustain their involvement and empowerment rewarding awareness and involvement in health, safety and the environment promoting social and cultural activities, providing facilities and services and caring for people at work.
3d) examples
a document identifying the area communication needs and a strategy to meet them team listening structure where new developments are communicated to all staff and their comments sought and returned to senior managers use of website or intranet to promote dialogue team briefings and discussions, area magazine or bulletin, CO newsletter etc area handbook and policies on the network use of staff conferences to gauge peoples reaction to proposed development and to garner ideas for implementation
3e) examples applying pension plan, health care, child care in the most effective way praise - formal and informal - a systematic approach to awards book-tokens, paperweights, letters of commendation from the CO and /or board chair flexible hours to accommodate religious observance such as Ramadan or Pesach, closed circuitry and Braille converters, special arrangements for those with family abroad to take their annual leave assisted membership of sports, fitness and leisure facilities, restricted smoking policy and counselling for unhappy smokers flexible hours, transport, crche, health checks, lifestyle screening, counselling scheme and/or psychiatric services etc violent/traumatic incidents de-briefing, absence sickness management, stress measurement and stress reduction approaches, harassment approaches and policy, supportive structures such as daily
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hostel staff de-briefings, supportive problem solving supervision etc
provision of pleasant working environmmet e.g. plants, water fountain.
CRITERION 4
PARTNERSHIPS & RESOURCES

How the organisation plans and manages its external partnerships and internal resources in order to support its policy and strategy and the effective operation of its processes.
9%
4a External partnerships are managed 4a) is about the way in which the area manages partnership arrangements and contracted supply/ provider relationships. Areas to address include:
This criterion is sub-divided as follows: EXTERNAL RESOURCES a) partnerships INTERNAL RESOURCES b) area finances c) buildings, equipment and materials d) technology e) information and knowledge
identifying key partners and strategic partnership opportunities in line with policy and strategy ensuring that the partnership policy and plan fully accommodates the pursuit of excellence in respect of diversity issues and meets the needs of diverse social groups structuring partnership relationships to create and maximise value ensuring cultural compatibility and the sharing of knowledge with partner organisations supporting mutual development e.g. YOTS and DTTOs generating and supporting innovative and creative thinking through the use of partnerships creating synergy in working together to improve processes and add value to the services provided.
4a) examples
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a partnership strategy which is closely aligned with the corporate strategy and annual business plan standard area contract templates and information to monitor contracted performance, performance linked payment systems and effective arrangements for managing providers of supplies and services such as catering, maintenance or hostel laundry, contracted HR or legal services information protocols, sharing of information about offenders, e-mail links to partnership organisations for monitoring performance and giving information, links with courts for court list/results, timely CPS packs etc arrangements for joined up inter-agency work and regional collaborations for example crime reduction, community safety, victims and public protection.
4b) examples evidence of aligning resources to key priorities e.g. what works, and of considering the implications of financial decisions effective virement arrangements and the ability to meet changing demands such as new legislation, and to accommodate changing national priorities like DTTOs or electronic monitored release arrangements and to be able to manage staff absence/vacancy with the safety of staff and public paramount etc results of external and internal audit and subsequent actions the ability to analyse costing and provide unit cost and vfm information as required, (for instance by HMIP or the board) which demonstrates effective spending decisions make or buy judgements.
4b Finances are managed 4b) is about the way area finances are managed. A crucial aspect for the NPS is the way in which finance and spending is clearly linked to the business plan and there is information to support decisions about the way in which the area has chosen to spend its allocation. Areas to address include:
4c Buildings, equipment and materials are managed 4c) is about the arrangements for managing buildings, equipment and materials in the area. Areas to address include:
targeting financial resources to ensure delivery of policy and strategy, particularly links between corporate plans and financial allocation developing and implementing financial strategies, processes and protocols operating within financial regulations and legal constraints but with sufficient flexibility allocating finance to initiatives for diversity and fairness and monitoring impact of resource allocation on vulnerable groups using financial mechanisms and parameters to ensure an efficient and effective resourcing structure managing risks to financial resources ensuring that probity governs the spending of public money and that it is spent in the most effective and responsible manner.
utilising assets in support of policy and strategy e.g. buildings are suitable for delivery of effective practice and accessible for use by members of the public ensuring that the management of buildings and the provision of materials and equipment addresses the needs of a diverse workforce, stakeholder and customer base managing the maintenance and utilisation of assets to ensure that they are serviceable for the longest time and economically used managing the security of assets measuring and managing any adverse effects of the organisation's assets on the community and employees optimising material inventories optimising consumption of utilities reducing and recycling waste conserving global non-renewable resources reducing any adverse global impact of products and services.
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monitoring and compliance with statutory obligations and audit.
4c) examples within nationally managed property arrangements ensuring the accommodation is appropriate to meet targets e.g. for accredited programmes an accommodation strategy covering standards of accommodation, equipment and materials and refurbishment for instance to meet the standards for running accredited programmes disabled access based on audit, signs in different languages etc community punishment order equipment and vehicles maintenance community punishment vehicles /trailers/tools security arrangements or key holder provision H & S policy and training programme, staff safety measures such as alarm buttons, cameras in interview rooms, security codes equipment/materials budgets delegated to SPO grade managers plan to conform to the regulations of work act or the disability discrimination act.
approaches for users with various disabilities including dyslexia, sight or hearing impairment such as closed loop sound systems in training rooms, languages software etc availability of equipment such as lap-tops and multi-media projectors for training use of mobile phones in the interests of safety by community punishment order supervisors or officers on home visits home links, video conferencing etc ensuring all are comfortable operating new technology e.g. keyboard, mouse.
4e Information and knowledge are managed 4e) is about the areas management and use of information and knowledge Areas to address include:
4d Technology is managed
4d) is about how technology is managed in the area. Areas to address include:

using technology to improve performance managing the technology portfolio and having a technology strategy exploiting existing technology ensuring that technology is resourced and deployed to incorporate a diversity perspective innovating technology harnessing technology to support improvement (e.g. in processes or in communication as a result of e-mail) identifying and replacing old technologies.
collecting, structuring and managing information and knowledge in support of policy and strategy in line with an information management strategy ensuring that the management of information is inclusive and takes full account of diversity issues providing appropriate access, for both internal and external users, to relevant information and knowledge assuring and improving information validity, integrity, timeliness and security seeking to acquire, increase and use knowledge effectively generating innovative and creative thinking within the organisation through the use of relevant information and knowledge.
4d) examples getting the most out of (NPSISS) or incorporating the benefits of the internet into probation business or the use of up-todate proprietary software
4e examples availability of information for the business plan, performance management and board business and the provision of information for self-assessment, for BQS review, for local audit, for LIP activities, for the HMIP and for accredited programmes audits, IQR etc provision of performance information e.g. collating what work data for internal use prior to submission to NPD/ HMIP the provision of statistics broken down by gender, ethnicity, age, disability etc
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crime audits, and access to information input and output for partnerships up to date risk protection procedures accessibility of internet and web-site /materials library
information strategy and research e.g. what works and offender programme feedback, CPO beneficiaries feedback, hostel residents views etc.
CRITERION 5
PROCESSES
How the organisation designs, manages and plans its processes to support its policy and strategy and fully satisfy, and generate increasing value for its customers and other stakeholders.
14%
5a Processes are systematically designed and managed 5a) is about the methodology and tools used by the area to design and manage processes. Areas to address include: An industry standard methodology and tools for ..
This criterion is sub-divided as follows: PROCESSES a) design and management of processes b) improvement of processes PRODUCTS, SERVICES,CUSTOMER RELATIONSHIPS c) design and development of products and services d) production, delivery and servicing of products and services e) management and enhancement of customer relationships
identifying, defining and improving the processes key to the organisation in delivering policy, strategy and outcomes identifying how process ownership is managed and contributes to the success of the organisation ensuring that each process has an in-built diversity checklist which identifies critical success factors designing and managing processes to achieve the full range of public sector quality standards such as ISO 9000, Investors in People, Chartermark establishing the methods of process management and improvement to be used resolving interface issues inside the organisation and with external partners for
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the effective management of end-to-end processes.
5a) examples proven methodology aimed at: design ( or engineering) of entire processes inputs and outputs being defined against present and future requirements mapping and documentation of data flows for each process- process maps process documentation for every procedure evidence that key processes have been identified and those community punishment, services to victims, community rehabilitation (accredited programmes, DTTOs, ETE etc), risk/public protection procedures, HR, staff development etc are designed prior to implementation and managed and reviewed following implementation evidence that key processes which involve other organisations such as provision of court services, victims services, risk and public protection, partnerships, prisoner services are designed to reduce interface issues such as non availability of CPS packs and feature overlapping processes and joint protocols.
improvements to processes e.g. by the use of process teams and process owners discovering and using new process designs, operating philosophies and enabling technology e.g. one touch processing establishing appropriate methods for implementing change piloting and controlling the implementation of new or changed processes communicating process changes to all appropriate stakeholders ensuring people are trained to operate new or changed processes prior to implementation ensuring process changes achieve predicted results having a method for ensuring that when performance drops the processes are reviewed.
5b Processes are improved, as needed, using innovation in order to fully satisfy and generate increasing value for customers and other stakeholders 5b) is about the methodology and tools used for identifying processes which need change and improving them. Areas to address include:
5b) examples proven methodology aimed at: review and re-design ( or reengineering) of current processes streamlining of procedures reduction in paperwork, forms etc improvement in performance joint agency process reviews, joint mapping of procedures, analysis of joint process evidence that processes such as those for instance, concerned with PSR production, breach, national standards, risk, community punishment etc are reviewed and improved as appropriate.
5c Products and services are designed and developed based on customer need and expectations 5c) is about how the area uses feedback and information to design, develop and improve products and services. Areas to address include:
identifying and prioritising opportunities for improvement, and national consistency by reviewing of processes and setting targets for improvement stimulating and bringing to bear the creative and innovative talents of employees, customers and partners in
using research, customer surveys and other forms of feedback to determine the needs and expectations of customers now and in the future and their perceptions of existing products and services
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anticipating and identifying improvements aimed at enhancing products and services in line with customers' future needs and expectations designing, researching and developing new products and services to address the needs and expectations of customers. using creativity and innovation to develop excellent products and services generating new products with partners.
5c) examples evidence that the entire range of area provision including services to offenders, courts, prisons such as the provision of PSRs, hostel accommodation, community supervision etc are designed and improved on the basis of information from those receiving those services and products e.g. national change control - use of offender feedback to alter design of accredited programmes evidence that there is an approach to monitoring and research of key initiatives such as new deal pathfinder, victims, what works, DTTOs, partnership forums etc aimed at developing better services customers involved in process review.
supplying services and products such as PSRs, effective practice programmes, ETE, victims work, the management of risk and dangerousness and offender supervision to the specifications identified in NPD documentation, probation circulars, national standards and CJ industry standards evidence of PR, media, materials aimed at promoting the products and services in respect of the entire range of area provision.
5e Customer relationships are managed and enhanced 5e) is about the way in which the area manages its customer relationships. Areas to address include:

5d Products and services are produced, delivered and serviced 5d) is about the delivery of products and services once designed at 5c, within set specification and the processes necessary to deliver them and maintain standards. Areas to address include:

determining and meeting customers' contact requirements handling feedback including complaints proactive involvement with customers in order to discuss and address their needs expectations and concerns follow up on product and service delivery seeking to maintain creativity and innovation in the customer relationship using surveys and other forms of data gathering to determine and enhance satisfaction levels e.g. with telephone or reception processes identify where satisfaction/dissatisfaction occurs within the process of a product or service
producing services in line with designs and developments communicating, marketing and promoting products and services to existing and potential customers delivering products and services to customers to a quality standard servicing products and services, where appropriate and adjusting them to meet the standards
5e) examples evidence of the way in which the area ensures contact with customers such as sentencers, offenders, victims, hostel residents, prison governors, other agencies etc evidence of the way in which the area uses feedback information such as PSR surveys, victim satisfaction, community punishment order beneficiary satisfaction in order to service and improve the relationship
5d) examples
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the processes in place to ensure that complaints from any group are dealt with effectively and accolades encouraged surveys of sentencers or offenders or complaints procedures monitoring
meeting with offenders e.g. following completion of accredited programmes, to hear their views.
CRITERION 6
CUSTOMER RESULTS
What the organisation is achieving in relation to its external customers.
This criterion is sub-divided as follows: PERCEPTION a) what customers think of the services and products INDICATORS b) performance measures of products and services delivered to customers
20%
(6a 75%/6b 25%)
6a Perception measures 6a) is about customer perception measures expressed in figures supported by narrative. Areas to address include:

This section may include statistics collected in order to pursue the Chartermark award [SPM 22] both in terms of customer perceptions and performance indicators. It may also include wider stakeholder information including public perception as part of SPM 31 All results should reflect diversity broken down by gender, race etc.
sentencer satisfaction survey results [SPM 21] customer satisfaction information obtained from surveys [SPM 31].
And may also include the following: The results of all surveys concerned with customer satisfaction and the views of customers about the services received from the organisation. 6a) examples general court satisfaction survey results
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surveys of community punishment order beneficiaries the views of hostel residents surveys of offender satisfaction with supervision the views of offenders taking part in programmes particularly those in relation to employment, accommodation, education and training in line with SPMs 11 16 inc perception information from audits and HMIP inspections surveys of offenders receiving services from partnership organisations victims views of the quality of service as per national standards and the Victims Charter measurable feedback from local prisons in respect of governors contracts feedback from other consumers of services such as the crown prosecution service in respect of bail information services, the parole board, the sentence enforcement unit of the prison service, multi-agency public protection panels.
which contact is made with victim within 8 weeks of sentence SPM 32 the quality and performance of the bail information service performance against locally delivered customer care and local standards.
6b Performance indicators 6b) is about the measures used by the organisation to monitor, understand, predict and improve performance and to predict perceptions of its customers all expressed in figures supported by narrative. Areas to address include:

SDA 1 (a) [SPM 2a] budget link 2001/02 timeliness of PSR completions. SDA 1 (b) [SPM 2b] proportion of reports which are SSRs SDA 2 educational and vocational qualifications of offenders measured by level 2 basic skills awards (includes measurement by starts) SDA 5 [SPMs 11 16] access of supervised offenders in relation to employment, accommodation, education and training measured at the beginning and end of supervisory contact SPM 1 proportion of cases involving serious sexual or other violent offence in
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CRITERION 7
PEOPLE RESULTS
What the organisation is achieving in relation to its people.
This criterion is sub-divided as follows: PERCEPTION a) what people think of the organisation INDICATORS b) performance measures of people management
9%
(7a 75%/7b 25%)
7a Perception measures 7a) is about the peoples perception of the organisation (obtained for example from surveys, exit questionnaires, focus groups, interviews, appraisals) expressed in figures supported by narrative. Areas to address may include:
This section may include statistics collected in order to pursue the Investors in People award [SPM 22] both in terms of perceptions and performance indicators. All results should reflect diversity broken down by gender, race etc.
motivation career development communication, empowerment, involvement and recognition equal opportunities, fairness and the management of diversity opportunity to learn and achieve and training and development target setting and appraisal
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the organisations values, mission, vision, policy and strategy the organisations leadership. satisfaction organisations administration employment conditions, facilities and services health and safety job security, pay and benefits the management of change the organisations environmental policy and impact on the working environment.
Staffing trends
SPM 20 staff turnover, recruitment trends and vacancies
7a) examples results of area exit survey to monitor the reasons for staff leaving the organisation results from stress survey results from annual area staff survey and from wide-ranging questionnaire results from collated feedback from training events quality of training etc results from collated perceptions of staff appraisal satisfaction with supervision opportunities for development etc.
Performance indicators may also include: numbers trained in accordance with the training plan numbers of staff who received training opportunities by subject and grade accident levels grievances, complaints & resolution rate take-up of organisation provided facilities e.g. recreational, crche, fitness/gym/sport, medical screening, counselling proportion of appraisals completed annually. representation, retention and career progression in relation to diversity targets other than ethnic group violent incidents. And performance results in respect of any other objectives contained in the area plan which concern people management and human resources.
7b Performance indicators 7b) is about the measures used by the organisation to monitor, understand, predict and improve the performance of the organisations people and to predict their perceptions expressed in figures supported by narrative. Areas to address include: Ethnicity measures

SDA 7(a) minority ethnic representation in the area workforce SDA 7(b) retention/resignation by grade and ethnic group SDA 7(c) career progression by grade and ethnic group
Sickness/ absence
SDA 8 budget link 2002/03 sickness absence rates
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CRITERION 8
SOCIETY RESULTS
What the organisation is achieving in relation to local, national and international society as appropriate.
6%
(8a 25%/8b 75%)
8a Perception measures
This criterion is sub-divided as follows: PERCEPTION a) what society thinks of the organisation INDICATORS b) performance measures of the organisations contribution to society
8a) is about societys perception of the organisation (obtained for example from surveys, reports, and any quantitative data which can be used to measure trends and for comparison with other organisations) expressed in figures supported by narrative. Areas to address may include:
For the probation service, whose primary purpose lies in serving the needs of society, this criterion has to be seen as applying to activities over and above the accepted work of the service. It concerns the way in which areas provide additional service to society or conduct activities with particular regard for the public good in a way which marks them out as good corporate citizens.
performance as a responsible citizen local diversity initiatives and equal opportunities practices impact on local and national economies relationships with relevant authorities ethical behaviour community involvement involvement in education and training
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support for sport and leisure voluntary work and philanthropy
activities to reduce and prevent nuisance from organisational activities noise risk of criminal activity preservation of resources choice of transport usage of energy reduction of waste and profligacy use of recycled materials.
account of diversity e.g. proportion of material in languages other than English as appropriate to the area amount of press/media coverage reduction/ increase numbers of community initiatives /resource devoted proportion of local people employed reflecting the community profile e.g. Welsh speaking staff amount of voluntary work and philanthropic initiatives /resource devoted measures of involvement in sport and leisure, education and training in the community the results of any targets in relation to: reduction in transport /travelling costs reduction in energy consumption increase in use of recycled materials such as stationery. And performance indicators in respect of any other objectives contained in the area plan which concern society and aiming to be a responsible citizen.
8a) examples Public perception of the organisation may depend on the way in which the area: buys goods and services locally manages hostels to minimise disruption locally and involves the community in the hostel is involved in community initiatives and voluntary work commitment to local education and training such as time off for school governor duty.
8b Performance indicators 8b) is about the measures used by the organisation to monitor, understand, predict and improve the performance of the organisation as a responsible citizen and to predict perceptions of the organisation expressed in figures supported by narrative. Areas to address may include:
percentage of the organisations resource committed to the community over and above standard probation responsibilities measures of employment trends numbers of complaints and accolades measure of effort taken to communicate with the local community to take full
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CRITERION 9
KEY PERFORMANCE RESULTS

What the organisation is achieving in relation to its planned performance.
15%
All results should reflect diversity broken down by gender, race etc.
9a Key Performance Outcomes 9a) is about the measures of the key performance outcomes planned by the organisation expressed in figures supported by narrative. Areas to address will include:
SDA 3 [SPM 27] budget link 2002/03 accredited programmes completions particularly in respect of numbers through SDA 4 [SPM 7] budget link 2001/02 & 2002/03 breach action as per national standards SDA 6 budget link 2002/03 DTTO referrals budget link 2002/03 diversity (PSRs on ethnic minority offenders) SPM 4 reconviction rates of offenders supervised by the area
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budget link 2002/03 information submissions VFM savings made by efficiency/ productivity improvements.
SPM 23 proportion of hostel residents whose conviction or charge is for a serious offence SPM 24 average national standards compliance for high risk of harm cases SPM 28 IQR & results of other statutory audits and inspections for example, overall PIP/ current HMIP rating SPM 29 accredited drug programme completions SPM 30 ratio of commencements to staff .
9b. Key Performance Indicators 9b) is about the key performance indicators used by the organisation to monitor, understand, predict and improve the organisation likely key performance outcomes expressed in figures supported by narrative. Areas to address will include:

SPM 3 the quality of PSRs from national standards monitoring SPM 5 budget link 2001/02 contact/compliance requirements of national standards across the basket of orders SPM 6 timeliness of supervision plans & reviews SPM 8 proportion of offenders under supervision whose current offence is serious SPM 9 timeliness of risk plan on those assessed as high risk of harm SPM 10 hostel completions SPM 17 unit costs, of PSRs & orders SPM 18 proportion of hostel bed spaces occupied SPM 19 proportion of community punishment orders (CPOs) averaging at least 5hrs per wk SPM 25 proportion of offenders on drug programmes SPM 26 (a) & (b) offenders joining accredited programmes
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6. Glossary and references
Glossary of terms and abbreviations References and websites
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1. Glossary Aim:
A statement of direction often a re-statement of objectives in general terms.
Competences:
The ability to perform to expected standards bringing together skill, knowledge and understanding.
Creativity:
The generation of ideas for new or improved working practices and/or services.
Customers:
The recipients or beneficiaries of the activities, products, dictates and services of the organisation. Customers include victims offenders sentencers community punishment order beneficiaries other criminal justice agencies local prison governors CPS bail information the parole board .. The universal morals which the organisation adopts and abides by.
Ethics:
Excellence:
The pursuit of outstanding practice and continuous improvement.
Finances:
The short term funds required for the day to day operation of the organisation, and the capital funding from various sources required for the long term financing of the organisation. The resources defined in terms of cash, staff or skills invested in a process.
Input:
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Key outcome:
A key result - a measurement of what is being achieved in relation to planned performance.
Knowledge:
Part of the hierarchy made up of data, information and knowledge. Data are raw facts. Information is data with context and perspective. Knowledge is information with guidance for action. [Data + (context + perspective) = Information] [Information + (guidance for action) = Knowledge]
Leaders:
Those who co-ordinate and balance the interests of all stakeholders - all those with a leadership role. The acquiring and understanding of information which may lead to improvement or change including benchmarking, assessments, audits and best practice and what works. The framework of processes and procedures used to ensure that the organisation can fulfil all tasks required to achieve its objectives.
Learning:
Management system:
Mission:
The statement that describes the overall purpose of the organisation (or part) - the raison d'tre. There is an NPD statement for the probation service. An identified desired result.
Objective:
Outcome:
A result - a measurement of what is being achieved in relation to planned performance (or objectives). The product of the inputs to any given process.
Output:
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Pathfinder:
The self-assessment tool for identifying strengths and particularly opportunities for improvement. It reflects RADAR logic but is not a scoring tool and is ideally suited as a checklist for evidence collectors. Those parties who have a working relationship which adds value for the customer -including suppliers, distributors, joint ventures and alliances. NPS partners include: employers and benefit agencies learning and skills councils crime and disorder reduction partnerships CRE all contractors and suppliers of services local authorities the prison service the police voluntary organisations All of the individuals employed by the organisation - full time, part time, temporary and contract employees - all those who deliver a service on behalf of the organisation. A measurement of attainment achieved by an individual, team, organisation or process. A policy is an expression of intent that gives guidance on the conduct of affairs. Essentially a policy relates to the vision, mission and values of the organisation and is likely to remain stable over a relatively long period. A sequence of activities which adds value by producing required outputs from a variety of inputs. The scoring matrix at the heart of the EFQM Excellence Model and replicated in the Quality Engine software.
Partners:
People:
Performance:
Policy:
Process:
RADAR:
Society:
Are all those who are, or believe they are, affected by the organisation, other than its people, customers and partners.
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Stakeholders:
All those who have an interest in an organisation, its activities and its achievements. These include customers, partners, employees, and government. NPS stakeholders include: NPD HMIP Audit Commission and NAO Home Office legislators ministers the Public including the local community the Treasury
Strategy:
The broad programme for defining and achieving an organisations objectives the organisations response to its environment over time. Likely to be shorter term and more subject to change than policy. The understandings and expectations which describe how people behave and upon which all organisational relationships are based - trust, support, truth. The statement that describes how the organisation wishes to be in the future. There is an NPD vision statement for the probation service.
Values:
Vision:
1a Abbreviations: ABPO: Association of Black Probation Officers
BQS: CPO: CPS: CRE:
Better Quality Services Community Punishment Order Crown Prosecution Service Commission for Racial Equality
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DTTO: ETE: HMIP: Napo:
Drug Treatment Testing Order Education Training Employment Her Majestys Inspectorate of Probation Union & Association for Probation & Family Court Workers National Probation Directorate National Probation Service Information System Strategy Public Sector Agreement Pre Sentence Report Service Delivery Agreement Supporting Performance Measure Specific Sentence Report Youth Offender Teams
NPD: NPSISS: PSA: PSR: SDA: SPM: SSR: YOTS:
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2. References Reference material Description

Linked BQS and the Criminal Justice System. Linked the public sector to the EEM and set timetables for BQS reviews and the use of the EEM. NPS vision, mission, objectives Book by Roy Peacock & David Lascelles Book by Sylvia Codling BQS guidance Overview of the model A practical guide to self-assessment A guide to the concepts for improving performance
Title
Public Services for the Future Dec1998 White Paper Modernising Government 1999 The Integrated Strategy for the NPS A New Choreography Self assessment for Business Excellence Benchmarking The 12 Guiding principles in using market testing & contracting out. The Better Quality Services Handbook Introducing Excellence Assessing for Excellence Eight Essentials of Excellence The Business Excellence Model
Reference
ISBN: 0 07 709186 8 ISBN 0 - 566 07926 - 7 Cabinet office As above BQF BQF BQF PC 7/1999 PC 54/1999 PC 86/1999 PC 41/2000
Confirmed that NPS will be BQS not BV Confirmed that the NPS will be required to use self-assessment against the EEM to assist it to satisfy BQS criteria. Implementation support for areas Abolition of % target Performance measures Confirmation that area plans would be in EEM format Roll-out support for areas Roll-out selection of consultants SDAs SPMs Business plan guide
Report of the first pilots BQS and the EEM BQS and the EEM
Planning cycle BQS and the EEM Partnership arrangements Home Secretarys Priorities Format of area plans Further guidance on area plans EEM implementation EEM implementation National Probation Service Performance Measures (SDAs/SPMs) 2001-04 The Development of the Area Business Plan for 2002/03
PC 68/2000 PC 71/2000 PC 77/2000 PC92/2000 PC 99/2000 PC 114/2000 PC 37/2001 PC 68/2001 NPD NPD
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LINKS
British Quality Foundation The Audit Commission Public Sector benchmarking project Better Quality Services NPS This Guide & KBA site TQMI 020 7654 5000 020 7828 1212 www.quality-foundation.co.uk www.audit-commission.gov.uk www.cabinet-office.gov.uk/eeg www.cabinet-office.gov.uk/eeg/1998/quality/qualmenu.htm www.homeoffice.gov.uk/new_indexs/index_probation.htm www.probation2000.com www.tqmi.co.uk
01832 732778 01590 624646
In this and any other document or presentation by Knivett Blake & Associates all references to the "nine boxes" model are trademarked EFQM 1999 and all references to material or wording from the EFQM model are copyrighted EFQM1999
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EFQM Model Guide Version 2 - 2002