1. Rahandusministeerium
Estonian public sector quality award pilot project 2003 “Learning state agency” Karin Närep Ministry of Finance of Estonia Rome 2003
Rahandusministeerium

2. Content The background The objectives of the pilot project The process
The results
Topics to discuss
Conclusions and next steps

3. The main strategic documents
“Public Administration Reform Programme of the Government of the Republic of Estonia” (2001)
Vision of the public administration reform:
To achieve with optimum expenditure the performing of public functions so that it takes into account the interests and rights of the citizens, is innovative, flexible, of high-quality and effective.

4. The steps to achieve high-quality administration
The public sector managers learn to think in a quality-centred manner
The use of service standards in order to provide more transparent and citizen-centred service
The development of effective consultation mechanisms
The integration of the providing of services
Information and communication technology
Quality prizes

5. New initiatives in Estonian public administration
Some state agencies are starting to implement the ISO9000 standards
The self-assessment using CAF-model (Ministry of Finance, Ministry of Social Affairs, Ministry of Environmental Affairs)
A survey about awareness and implementation of the quality management principles in ministries and state agencies (June 2002)
Quality award contest for schools and kindergartens (in capital city)
Elaboration and implementation of the citizen charters (decision of the Government)
The different initiatives with the aim to introduce the strategic planning and performance management in public sector

6. The objectives of the pilot project
Stimulate organisational diagnose by self-assessment using the CAF-model with the aim to:
- raise the awareness about quality management
- conduct the evaluation of the strengths and weaknesses of the organisation
- compare with other organisations
The public recognition for state agencies and their staff

7. The reasons for choosing CAF
introductory tool designed specially for public sector
involvement of the staff
enables to compare with other organisations
first experiences of use already in place
low level of awareness about the quality management in public sector

8. The process
self-assessment using CAF-model and submitting of the self-assessment reports
external evaluation
site visits of the external evaluators
submitting the feedback reports by external evaluators to the participating agencies
the recognition of the participants

9. Participants Only for central government agencies
10 participating state agencies: 1 ministry, State Chancellery, boards and inspectorates, 1 institution of applied higher education, 1 county government etc
50 external evaluators from public, private and third sector
4 experts (2 consultants)

10. The results In overall: very positive experience!
From the feedback of the participants:
first experience with self-assessment for most of the participants
external evaluation of the agency
overview of its own organisation for the implementation of the strategic planning
promotion of the participative management
comparison of its own organisation with others using same criteria

11. The problems by self-assessment
The understanding of the content of some sub-criteria
The state agencies are only starting to measure the results, so no evidence about results
Problems with criteria 8
Too inflexible and general scoring system

12. Topics to discuss The model used in quality award CAF vs EFQM
Only the best ones or broad participation
The role of the Ministry of Finance
Many different separate quality award/prices or separate categories under the same award

13. Conclusions Following activities:
the quality award for public sector based on CAF-model
better training and careful selection of external evaluators
more links between different initiatives aimed to rise the management capacity – quality and strategic planning
better guidelines for using CAF-model