Presentation given at the Service Design and Delivery in a Digital Age - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Topic 3: Quality management systems and quality culture.

1. 2
SERVICEDESIGNANDDELIVERYIN A DIGITALAGE
Quality management
systems and quality
culture
Academies for EaP countries

2. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
DAY 4
Quality management systems and quality culture
Module 6: Business Process
Re-engineering
Thursday, 7 September 2023

3. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU. Welcome and introduction
Round table
• In one sentence - why are you
interested in processes?
About me - Tomislav Mičetić
• Head of Quality Management
Service
• 22 years of experience (PFM and
internal audit, PA reform design
and implementation)
• My purpose: Building
trust/satisfaction of citizents
through quality management
introduction and development in
Croatian public administration
• LinkedIn profile:

4. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Republic of Croatia - in a nutshell
Croatian Public Sector
State administration
MINISTRIES
(14)
LOCAL OFFICES OFFICES
COUNTIES
(20)
CITIES
(127)
MINICIPA-
LITIES (428)
Local and Regional
Selfgovernment
Legal persons
with public
authority
STATE OFFICES
(12)
Central
level
Regional
level
Local
level
AGENCIES,
FUNDS,
INSTITUTES AND
OTHER LEGAL
PERSONS WITH
PUBLIC
AUTHORITIES
CITY OF
ZAGREB
Public
Companies
State companies
Local and regional
companies
Public
services
HEALTH,
EDUCATION,
FACULTIES,
CULTURE,
NATURE
PROTECTION,
FIRE BRIGADE,
ETC
Public Administration
EU member since 07/2013; OECD accession - in progress

5. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU. Key indicators by countries
Based on Guidelines for Implementing CAF 2020
Indicator Armenia Azerbaijan Georgia Moldova Ukraine Croatia
Population
(mil.)
3 10,1 3,7 2,6 41,1 3,9
Corruption
perception index
2022. -score(rank)
46 (63) 23 (157) 56 (41) 39 (91) 33 (116) 50 (57)
BTI
transformation
index 2022 –
(max 10) -
Governance Index
4,93 3,98 5,55 4,99 5,31 5,98
Worldbank -
GovTech maturity,
2022
B - Significant
focus on
GovTech
A - GovTech
leader
B - Significant
focus on
GovTech
A - GovTech
leader
No data A - GovTech
leader
GDP per capita-
nominal (2021-
WB)
$4,967 $5,388 $5,023 $5,231 $4,836 $17,685

6. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Programme day 4
• 09:00 - Welcome and introduction
• 09:15 - Process management and process reengineering as quality
management tools towards performance increase
• 11:00 - Administrative burden reduction & digital transition
• 13:15 - Hands-on exercise: Process reengineering with ID cards
• 14:30 - Presentation & discussion on ID card exercise
• 15:00 - Knowledge & Information Management
• 16:00 - Question & answer session, recap of key takeaways

7. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
1. Process management and process reengineering as quality management
tools towards performance increase
• 1.1. Process management and process reengineering as part of
quality management criteria/principles
• Objective: Building understanding of the main concepts around process
management and linking to quality management system/criteria
• 1.2. Case studies from Croatia illustrating the benefits of
incorporating process reengineering into quality management
practices
• Objective: Information of Croatian way in dealing with process management
in public administration

8. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
1.1. Process management and process reengineering as part of
quality management criteria/principles
• Process experience?
• Why we need/use processes and
process management, process
reengineering?
• Process management and
services in public
administration?

9. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
1.1. Process management and process reengineering as part of quality management criteria/principles
Processes – origin and definition
• Latin „processus” - a going forward, advance, progress
• Process –
• A process is a set of intertwined activities, which transforms a set of inputs
into outputs and outcomes, thereby adding value. (CAF 2020)
• Words used in CAF 2020: 211 x process; 94 x quality
• A series of actions or steps taken in order to achieve a particular end.
(Cambridge dictionary)
• Synonyms: procedure, method, technique, operation, course, proceeding,
manner, way

10. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
1.1. Process management and process reengineering as part of quality management criteria/principles
Processes in everyday life

11. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
1.1. Process management and process reengineering as part of quality management criteria/principles
Process classification
• By type/category
• Core/operational
• Supporting
• Management
• By level (APQC*)
• Category
• Process group
• Process
• Activity
• Task
*(American Productivity & Quality Center - https://www.apqc.org/)

12. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
APQC clasification of
processes
• APQC's Process Classification
Framework® (PCF) is a taxonomy of
business processes that allows
organizations to objectively track and
compare their performance internally
and externally with organizations
from any industry. It also forms the
basis for a variety of projects related
to business processes.

13. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
CAF 2020 & procesess
• CAF 2020 – set of interlinked
processes
• Every process (criteria=category)
must be in place and perform
• Core/operational –5., 6. & 9.
• Supporting - 3., 4, 7. & 8.
• Management - 1.& 2.

14. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
CAF 2020 - Criterion 5: Processes
• Subcriterion 5.1
• Design and manage processes to
increase value for citizens and
customers
• Subcriterion 5.2
• Deliver products and services for
customers, citizens, stakeholders
and society
• Subcriterion 5.3
• Coordinate processes across the
organisation and with other
relevant organisations

15. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Public policies and processes
Public intervention (policy, policy,
programme, measure, project)
can be analyzed as a set of
financial, organizational and
human resources mobilized to
achieve, in a given period of time,
an objective or set of objectives,
with the aim of solving or
overcoming a problem or
difficulty affecting targeted
groups.
Source: https://www.pempal.org/sites/pempal/files/attachments/271275.pdf

16. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Processess as part of public policy - example
Source: Ibid

17. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Business process management (BPM)
• Business process
management (BPM) — is the
identification, improvement
and management of a
business’s processes.
• Business Process
Reengineering = proces
improvement

18. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU. Process management - As-is vs. To-be
As-is process
• Present flow/state of a process that
documents how processes is
currently implemented.
• “now” state
• before any changes or improvements
• gaps or issues with the current operation
• How:
• 1. Interviews; direct observation;
surveys; group meetings; training of
managers
• 2. Documenting/mapping: BPMN,
customer journey map, measure, KPIs,
etc.
• 3. Then: Identify gaps, bottlenecks, and
weaknesses, benchmarking,
benchlearning
To-be process
• The future state process which has
been designed to achieve the targeted
process performance and
requirements.
• „future” state
• after changes of improvement
• what you want the process to look like
• How:
• 1. Documenting/mapping: BPMN,
customer journey map
• 2. Analyse if gaps, bottlenecks, and
weaknesses are solved
• 3. Piloting if to- be is better then as-is

19. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Why BPM?
• Enables agility/resilience: in ever-changing environment, public bodies
need to remain flexible so they can pivot their operations and set of
activities.
• Promotes efficiency: good process management means continually
monitoring
• Increases visibility: part of an effective process management approach
involves overseeing human involvement (eg assigning ownership over each
process) and optimizing processes.
• Increases revenue/expenditure/sustainability potential: process
management offered a route to cost savings and increased revenue.
• Increases employee engagement: comprehensive process management
includes identifying opportunities to automate repetitive administrative
tasks. This means employees can focus on tasks that add value.
• Promotes a culture of continuous improvement: embedding an effective
process management approach fosters a culture of improvement.

20. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Benefits of process management for government
• Better alignment of policy and strategy with its operational execution
• Increased transparency and oversight, and thus increased accountability
• Quicker and more collaborative responses to policy changes and
unplanned events
• Better connection between different levels of government, including
more standardized processes and the enhanced management of risk and
change
• Continuous improvement of service delivery, increasing quality and
reducing costs
• Identification of current congestion points, where they will be in the
future, and how to remove them
• Simulation of new programs or policies, to identify inefficiencies or
problems, with no risk of negative impact on consumers

21. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU. Process Improvement vs. Reengineering
Improvement (optimisation)
• On-going effort
• Improvement of existing process
• Limited organizational change
• Requires and incremental change
in mind-set
• As-is is mapped/documented
• As-is not well enough
• Focus on process not strategy
Reengineering
• Project-based effort
• Build process from scratch
• Greater organizational change
• Requires a fundamental change in
mind-set
• As-is is redundant-need for
redesign
• As-is no longer works
• Focus is on overall strategy
When? When?

22. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Business Process Reengineering tools in CAF2020
• Process(ess):
• support the strategic goals
• are planned and managed
• have needed resources to achieve the
targets/milestones established.
• have process owners (the people who
control all the steps in the process),
responsibilities and competences
• Are customer-oriented, demand-driven
and focus on the once-only principle,
• Are fully accessible (online and on site)
• Have innovation and optimisation
procedures with stakeholders and
partners (customer surveys, complaint
management procedures and other
forms of feedback)
Compare
with that…
How to start with
process
optimisation/
reingenering?

23. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
What are we doing?
What are we doing? What are the needs and
expectations of users?
What are the needs and
expectations of users?
Who should do it?
Who should do it?
Which
transformation
scenario?
Which
transformation
scenario?
• What are the objectives of public policy?
• What services does it provide? What does it
help achieve? What does it reform?
• Who are the target beneficiaries and what are
their characteristics?
• What scenarios for change will result in more
effective public policy at a lower cost?
• How can effective implementation be guaranteed?
• What developments will make it possible to
maximise policy resources while ensuring
compliance with its objectives and
improving the organizational context of the
employees?
• How can structures and procedures be
simplified?
• Is State funding of this policy justified?
• Who should pay?
• What co-financing can be considered?
• Does this policy always serve the public interest?
• Do the services meet the needs? What are the new
expectations? What new services should be offered?
• How have the beneficiaries changed? Who are the
actual beneficiaries?
• Does this policy have unintended or windfall effects?
Who should pay?
Who should pay? How can we do more
at a lower cost?
How can we do more
at a lower cost?
Should we continue
to do as we have
always done?
Should we continue
to do as we have
always done?
• Should this policy be maintained?
• Should the objectives be reviewed?
• What services should the policy deliver?
• How can public policy tools be adapted? Is there need
for a shift in the field of beneficiaries?
1 2
3
4 6 5
7
• Could the policy be implemented more
effectively by other players or in other
forms?
• Is it up to the State to lead this policy?
At what level?
• With what cooperation and links with
other public or private players?
Greece example for public sector organization reengineering
Source: Structural Reforms in times of crisis –
the case of Greece (2014)

24. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
1.2. Case studies from Croatia illustrating the benefits of incorporating
process reengineering into quality management practices
• Croatia – policy overview
• Why quality?
• Objectives of the quality in PA (including processes)
• Public Administration Quality Management Guidelines (PQMG) – OG 65/2023
• Strategic framework for the introduction of quality
• Quality Management documents
• Optimization and standardization of business processes methodology
• IT system
• Training

25. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
• Satisfied citizens
• Facilitating and speeding up
the resolution of life events,
the same quality of services for
all citizens (NPOO-152)
• Increasing citizens'
satisfaction/trust in public
administration (TSI-OECD
project)
• Competitive economy
• Administrative relief and
acceleration regardless of the
place of work (MINGOR)
• Increasing the
satisfaction/confidence of
economic subjects
• Excellent public
administration
• Process optimization, digitization,
continuous business improvement
(Quality, VFO 2027)
• Increasing the wellbeing of
employees (TSI-OECD project)
• Absorption of EU funds (PT2
working group)
• Joining the OECD
Higher standard of living and quality
of life
Greater competitiveness, more
investment, economic growth
More economical, efficient, agile and
innovative public administration
Public interest and welfare
Why quality in public administration? (PQMG)

26. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
(How?) Public Administration Quality Management Guidelines
(PQMG) – OG 65/2023
• Objective: The guidelines are adopted by Government of Republic of
Croatia for the purpose of adopting the principles, requirements,
methodologies and tools of quality management and business
processes in the daily work of Public Administration Bodies (PAB)
• Content:
• Introduction
• Planning and normative framework for adoption
• The goals and purpose of quality management in public administration
• Terms and definitions
• Principles of quality management in public administration
• Requirements for quality management systems
• Establishment, maintenance and continuous improvement of the quality
management system
• Process optimization and standardization
• Responsibility for implementation
• Annual reporting on the implementation of the Guidelines
https://narodne-novine.nn.hr/clanci/sluzbeni/2023_06_65_1078.html

27. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Croatian Public Administration Vision 2027
Modern, efficient, agile and transparent public administration
guided by the principles of quality, adapted to the needs of society.
1.
User-oriented
administration
2.
Digital
transformation
5.
Local self-government
functionality and
sustainability
improvement
4.
Public Policies
Capacities
Development
3.
Human Resources
Development
Principles of good governance (rule of law, protection of citizens' rights, availability,
response to user needs, equality of treatment, transparency, responsibility, participation)
Croatia - Public Administration National Development Plan 2027
28
https://mpu.gov.hr/UserDocsImages/dokumenti/Strategije,%20planovi,%20izvje%C5%A1%C4%87a/Nacionalni%20plan%20razvoja%20javne%20uprave%20za%20razdoblje%20od%202022_2027.pdf

28. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Croatia - Strategic framework for the QM introduction
- Program of the Government of the Republic of Croatia 2020 - 2024 - Objective 4.1. An efficient, transparent
and resilient state
- National Development Strategy - Croatia 2030 (Official Gazette 13/21) - Development direction 1.
Sustainable economy and society - Strategic goal 3. Efficient and effective judiciary, public administration and
management of state assets
- United Nations 2030 Agenda for Sustainable Development - Goal 16. Promote peaceful and inclusive
societies for sustainable development, provide access to justice for all and build effective, accountable and
inclusive institutions at all levels of sustainable development; Indicator 16. 6. Develop efficient, responsible and
transparent institutions at all levels
- National recovery and resilience plan 2021-2026. – Subcomponents C1.1.1. Strengthening of
competitiveness and green transition of the economy and C2.1 Strengthening of capacities and mechanisms
for management and implementation of public policies and projects (Administrative reduction for citizens)
- National Public Administration Development Plan for the period 2022-2027. - Special objective 1. User-
oriented public administration and efficient provision of public services
- National reform program 2023. - C2.2. Further improvement of the efficiency of public administration - Quality
management (KPI – number of PABs in QM)

29. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Croatia PA Quality Management documents – 2023.
Government of the Republic of Croatia
Public Administration QM Guidelines (OG 65/23)
REQUIREMENTS FOR PUBLIC ADMINISTRATION QUALITY
MANAGEMENT SYSTEMS
MANUAL FOR QUALITY
MANAGEMENT IN PUBLIC
ADMINISTRATION BODIES with
appendices
MANUAL FOR QUALITY MANAGERS
AND MANAGING OFFICERS -
Methodology for process
optimization and standardization
PROCEDURE AND CRITERIA FOR
INTERNAL AND EXTERNAL
ASSESSMENT OF SUK IN PUBLIC
ADMINISTRATION BODIES OF THE
REPUBLIC OF CROATIA
EUPAN - CAF 2020 - Common Assessment
Framework (and CAF External Feedback
Procedure (PEF) )
Module A. Process
optimization and
standardization
Module B. Establishment and
application of the quality
management system in public
administration
Module C. Monitoring,
evaluation and improvement of
the quality management
system

30. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Croatia-Optimization and standardization of business
processes
• Through the project "Introduction of quality
management system in the public
administration of the Republic of Croatia" we
developed 2 methodologies for our
quality management system in the public
administration of the Republic of Croatia:
• Quality management methodology
• The methodology of optimization and
standardization of business processes - a
manual for quality management managers and
management officers
✓Result: Optimization plan for 100 business
processes; about 2,600 processes in the
eSUK system

31. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Croatia - The methodology of optimization and standardization
of business processes
• Methodology (short):
• Prerequisites (HR, change capacity,
process ownership) and timeframe
• Mapping and analysis (BPMN,
eSUK,
• Process optimisation
methodologies:
• Process optimisation through
standardisation
• Process optimisation through
comparative learning (benchlearing)
• Organic process optimisation
• Used tools
• Horizontal acitivities – change
management

32. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
IT system (eSUK) to support the process/quality management system in
public administration
▪ Knowledge and information management
tool
▪ Shared Service Center hosted
▪ https://kvaliteta.gov.hr/
▪ Environments
▪ Educational
▪ Production
▪ 600 users
▪ Modules:
▪ Processes
• 2.600 processes
• Process metrics
• BPMN tool
• Simulator
• Documentation (laws, rulebooks, manuals, etc.)
▪ Quality
• Assessments (internal/external) s with visualization
• Documentation on assessments

33. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
eSUK - IT system
Process catalog

34. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
eSUK IT system
Processes – BPMN and simulator

35. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Croatia - Module A: Standardization and optimization of business processes
in public administration
• Topics:
• theoretical and methodological framework for modeling business processes,
• examples of good practice in the EU and the Republic of Croatia
• approaches, methodologies and tools for business process mapping, business process
management,
• the methodology of standardization and optimization of business processes in the public
administration of the Republic of Croatia,
• BPMN 2.0 - basics,
• distinguishing the concepts of life situations - services - processes through familiarization with
the process catalog/repository
• simulation procedures and possible optimization of business processes, IT system:
Functionalities and roles in the field of standardization and optimization of business processes
• Practical tasks of modeling real processes from their work
• The target group: employees/managers appointed as representatives of public
administration bodies (e.g. process mapping experts; process improvement experts)
• Available online via e-learning system of Public School for Administration

36. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Steps and tools to public administration excellence (Croatia)
1. Guidelines for
quality
management
(and other
documents)
2. Raising
awareness and
knowledge of
leaders
3. Work on
processes (list,
description,
optimization,
standardization)
3. Internal self-
assessment of
quality
management
5. External
assessment of
quality
management
(2024>)
Module 1. The role of
leadership in quality
management
Module 2.
Process
management in
management
(AS-IS)
Module 3.
Management of
processes in
administration
(TO-BE)
Module 4. Management self-
assessment
quality in public
administration
Module 5. External
assessment
of quality management
1. Capacity
development
through
modules
2. Knowledge
management (
eSUK )
PROCESSES module (description,
documents, metrics, BPMN,
simulations)
QUALITY module (initiation, documents,
assessment, visualization) – internal and
external assessment
SURVEYING
MODULE
3. Coordination
and monitoring
Quality manager
coordination
(online)
Partnerships
(EUPAN,
international
cooperation ,
science, quality
associations,...)
Working
group for
quality
management
Annual
conferences on
quality
Committee for Quality
Management in Public
Administration
Annual reports on quality
management in public
administration

37. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Key takeaways (for process reengineering) …
Starting point:
• Government policy, system setup, guidance,
methodologies, training, support…
Then:
1. Identify all the processes using
methodologies (and IT tools)
2. Create ownership for processes
3. Know users and their expectations
4. Define the problem
5. Build a culture of continuous
improvement
a. Standardize repeated processes
b. Optimization before automation
c. Value performance over perfection

38. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Q&A

39. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
2. Administrative burden reduction & digital transition
• 2.1. Understanding the concepts of administrative burden reduction and
digital transition
• 2.2. Exploring how process reengineering can be effectively applied to
address these challenges
• 2.3. Case studies and best practices highlighting successful implementations

40. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
2.1. Administrative burden reduction
• Administrative burden is usually defined very generally as an
individual’s experience of a policy’s implementation as onerous (non
neccesary or burdensome).
• Three types of burden that are commonly experienced:
• Learning costs - about a policy and the process required to access the policy
• Compliance costs - costs associated with complying with a policy or
application process
• Time taken for process
• Financial costs associated (documents, photos, checks, stamps, ets.)
• Psychological costs (negative experiences, stress and anxiety, etc.)

41. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
2.2. How process reengineering can be effectively applied
to address these challenges
• Administrative burden reduction can be one of the starting point and
objective for priorities of process reengineering
• Citizens/clients (core processes) are key to achieve the quality in
public administration
• Using process optimization tool(s) can help in making positive change
happen
• Your views on using process reengineering?

42. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
2.3. Croatia - Case studies and implementation
Citizens' administrative burden reduction (RRP#152)
• The focus is on services that citizens
perform in direct contact with the PAB
officer - burden to citizens
• ​Analysis of the administrative burden
on citizens includes all life events of
an average family (three members)
from marriage to death (for example:
wedding, birth, education,
registration/change of residence,
personal documents, health care,
culture and information, mobility,
housing, employment , retirement,
death, etc.) ​
• All administrative burdens (arrivals at
offices, administrative fees and
charges and all related actions and
procedures) are converted into the
equivalent value in euros and added
up (the cost of arriving at the counter)
• The biggest administrative
burden on citizens in 2019 to
2022 has the following five
processes :
• Vehicle registration
• Selection/change of primary health
care doctor
• Issuing an identity card
• Issuing a driver's license
• Passport issuance at the police
department or station

43. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Croatian Government
ADOPTS ACTION PLAN AND ACCEPTS
NPOO REPORT
Working group for administrative relief (quality
management managers from TJU, MPU,
SDURDD, MINGO)
It reports through
indicators
Public administration bodies
(managers-owners of the process)
COORDINATION OF THE IMPLEMENTATION OF THE
ACTION PLAN AND ADOPTION OF THE REPORT
Stakeho
lders
Citizens - users
Rating of satisfaction with
services, suggestions for
improving services
Implementation
of the process
MANAGEMENT OF BUSINESS PROCESSES -
IMPLEMENTATION OF THE ACTION PLAN
Public bodies - 1st degree
(managers - process managers)
PROCESS IMPLEMENTATION AND PROPOSALS
FOR PROCESS IMPROVEMENT
Process optimization
and standardization,
quality control
Authorizes
Responsibility and
support for the
implementation of
measures
It reports through a
questionnaire/annual
report
Reports within the
system
Cooperation
Cooperation
USE OF PROCESSES/SERVICES
Citizens'
administrative burden
reduction - process

44. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Plan
•NPOO – 152 – 20% adm. reduction for citizens
•List of services/processes for citizens (M5)
•Initial analysis of the situation - questionnaire
•Action plan for adm. relief of citizens 2023-2025 .
Do
•Meetings of the Working Group
•Competence development (M1); knowledge and information
management (M2); Comparative learning (M9)
•Implementation of goals/initiatives (M10): Interoperability
(M3); Reduction of physical arrivals at counters (M4); Process
optimization and standardization (M8)
•Process management and implementation
Check
•Measuring citizens' satisfaction with services (M7)
•Analysis and preparation of the annual report on
adm. workload and implementation of measures
from the Action Plan
Act (improvement)
•Changes and additions to the methodology
•Continuous updating of the list of services for
citizens (M5)
•Acceptance of citizens' proposals for improving
services (M6)
Citizens' administrative burden reduction - Action plan (PDCA)

45. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Public administration digitalization and regulations
https://ec.europa.eu/isa2/home_en/

46. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Innovative trends in process management for government (OECD-
OPSI)
• Invisible to visible—There is often a disconnect between the decisions
made by governments and the perspectives of the people affected by those
decisions. Innovation can help make these perspectives visible,
strengthening a government’s ability to make more inclusive, and therefore
better, decisions.
• Opening doors—Traditionally, how and why government departments
make their decisions is hidden from the general public. Furthermore,
accessing government services or finding information is made more
difficult by complexity and a lack of transparency. Making government
services clear and accessible is paramount to ensuring they are effective for
as many people as possible.
• Machine-readable world—Within governments, algorithms serve as the
basis for a growing number of decisions and services. The innovative aspect
of this comes as government departments translate the world and their
work into bits and bytes that can be read by machines and fed into these
algorithms.

47. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Q&A

48. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
3. Hands-on exercise: Process reengineering with ID
cards
• 3.1. Practical exercise where participants apply process reengineering
techniques to improve the process of issuing ID cards.
• Facilitated group discussions and sharing of insights and solutions
• 3.2. Presentation & discussion on ID card exercise

49. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Croatia – ID Cards
Inputs
(what is triggering the
process to start)
Activities/steps
(process quality, efficenty or
consistency)
Outputs
(what is produced)
Outcomes
(what we are ultimately
trying to achive)
- Law/Rulebook
on ID Cards
- Validity - 5 years
- Citizens
1. Information on
the service
2. Payment for ID
Card
3. Photo issuance
4. Submission of
request
1. ID Card +
Contract/Data for
eID Card
- Legal protection
of citizens
- eSignature/
- Digital
authorisation

50. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
3.1. Practical exercise where participants apply (simple) process reengineering techniques to
improve the process of issuing ID cards
• Task:
• Organize teams by country
• Describe in bullets how the
process of issuing the ID card is
functioning in your country
• Trigger (validity or?)
• Information or documents to bring
for ID issuance
• ALL Steps to be carried out and desks
visited (including payment,
photograph, etc.)
• We have citizen who does not
have Internet (digitally not
equipped and not literate)– must
obtain the process information on
site

51. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
3.2. Presentation & discussion on ID card exercise

52. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU. 4. Knowledge & Information Management
Content:
• 4.1. Importance of effective
knowledge and information
management in organizational
processes and quality
management
• 4.2. Strategies and processes for
capturing, organizing, and sharing
knowledge within an organization.
• 4.3. Case study Croatia – eSUK
system

53. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Knowledge management
• Knowledge is a high-value form of
information that is ready to apply
to decisions and actions, [and that]
knowledge derives from
information as information derives
from dana (Davenport and Prusak)
• Knowledge management (KM) is
the process of organizing, creating,
using, and sharing collective
knowledge within an organization.
• Successful knowledge
management includes maintaining
information in a place where it is
easy to access.
• Why KM?: Better decision making
(evidence based decision making)
Knowledge
management
Civil
servants
Processes
Practice
Technology
Advice
Continuous
impr.
Expertise
Training
Onboarding
/leaving
54

54. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Process - Data, Information, Knowledge, Wisdom
WISDOM
KNOWLEDGE
INFORMATION
DATA
Understanding, integration, application,
reflected upon, actions, principles,
patterns
Idea, learning, concept, synthesized,
comparation, discussion
Organised, structured, categorise,
usefull, calculated
Facts, figures, measurement
+ context
+ meaning
+ insight
PAST
TODAY
FUTURE
UNDERSTANDING
&
CONTEXT
Decision making

55. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Explicit
Tacit
Knowledge
Information that has been written
down, recorded, or otherwise
documented. It’s easy to share and apply,
and it helps people be more efficient.
Information that lives inside people’s
heads. It’s hard to articulate and share,
but it’s key to building the competencies
of employees and the competitive
advantage of the organization.
Easier to replicate
Easier to document & share
In the heads of staff/customer!
Skills & experience
Leads to competency
Harder to transfer
Quality/process
management
objective
Organizational culture
Source: Adapted by APQC KM presentation

56. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
4.1. Importance of effective knowledge and information management in organizational processes and quality management
KM & factors
• Knowledge management (KM) is a
strategic approach to improving
organizational performance by making
the best use of the knowledge and
information available to the organization
• Ensure you take the following elements into
account when designing your knowledge
management (strategy/plan):
• People and Culture
• Process
• Technology
• Strategy/plan/standards
People
Culture & values, Atitutudes,
Sharing, Innovation, Skills,
Motivation, Organisation,
Vision/objectives,
Communities, Standards,
rewards and incentives
Technology
Data Stores and formats,
Networks, Software, Internet,
Intranet, Dana mining and
analysis, Decidion tools,
Automation Standards
Process
KM maps, procedures,
workflows, integration, best
practices, standards, trainings,
KM
Governance
Tone of the top, leadership,
strategy,
Plans, stakeholders
management

57. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
4.1. Importance of effective knowledge and information management in organizational processes and quality management
CAF 2020 – Knowledge and information management
• Subcriterion 4.4 Manage information and knowledge
• Strength of an organisation lies in its knowledge, skills and competences
• Objective is to provide people with the right information at the right time and to
empower them to use their gained knowledge.
• Examples:
• learning organisation providing systems and processes for managing, storing and
assessing information and knowledge, digital skills
• learning and collaboration networks
• monitor the organisation’s information and knowledge
• have access to the relevant information and knowledge.
• promote knowledge transfer between people in the organisation.
• ensure access to and exchange of relevant information and open data with all
external stakeholders
• ensure that key (explicit and implicit) knowledge of employees who are leaving is
retained within the organisation.

58. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Plan
•CAF 2020 or equivalent
•Gathering/discovering knowledge
•Create/Capture from various sources
•Training plan
•KPIs (days of training/civil servant)
Do
•Organizing knowledge
•Standardization (job aids, checklists, procedures)
• Processes for knowledge management (meeting standards and
storing, network/cloud folders usage, process management
software, onboarding, manuals, e-mails, websites,
intranet/Internet, etc.)
•Offering/doing training
•KM examples
Check
•Ensuring system uses knowledge
•Measuring/reporting (Collection of
points/days/hours/Euros for learning) – Capacity
building
•Sharing – make knowledge available
Act (improvement)
•Use/reuse
•Utilize
•Learn and improve
•Update
•Audits/evaluation
Knowledge management – PDCA for CAF 2020

59. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
4.2. Strategies and processes for capturing, organizing, and sharing knowledge within an organization
APQC - KM framework

60. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
4.2. Strategies and processes for capturing, organizing, and sharing knowledge within an organization
KM systems/processes & examples
Communities of practice
Groups of
professionals/stakeholdres to
share ideas and learn around a
topic/interest.
(Croatia- QM network, EUPAN CAF
NC)
Search and Discovery
Tools and algoritms help to find
and discover knowledge transfer.
(Google. MS Teams, network
folders, OneDrive)
Content Management and
Curation
Process to ensure critical content
is updated, findable, and meets
needs.
(Croatia – eSUK system, BPM
systems, MS Teams, competency
framework)
Lessons Learned
Capture learning from
event/project and identify usable
practices for organisation (follow
up).
(this Academy, traning event)
Mentoring
(In)formal programs for bulding
knowledge of staff (Onboarding,
induction training)
Knowledge mapping
Visual representation of the org.
Intelectual capital to understand
KM system.
(Internet, intranet, mindmapping)
Knowledge capture Inteviews
Formal interviews for storing critical
knowledge from experts
(interviews)
Expertise location
Serch and discovery tools for
finding knowledge in and outside
of organisation
(terms of references in public
procurement, memos)

61. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Process documentation (knowledge management)
• Main parts
• Objectives – purpose of the process,
goals of the process
• Scope – what is included in the
process
• Inputs and documents
• Procedures, work instructions, forms
• Tools used (IT tools too)
• To deliver the output of the process
• Interfaces with other processes
• Roles and responsibilities
• Right to start procedure
• Organizational units (servants)
responsible
• Signature/approval rights
• Steps and deadlines
• (Performance indicators)
• Why?
• Streamline processes
• Knowledge and information
management (crisis management
essential)
• Safety
• Less complaints and confusion
• Improving quality
62

62. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
4.3. Case study Croatia – eSUK system
IT system ( eSUK ) to support the process/quality
management system in public administration
▪ Knowledge and information
management tool
▪ Shared Service Center hosted
▪ https://kvaliteta.gov.hr/
▪ Environments
▪ Educational
▪ Production
▪ 600 users
▪ Modules:
• Processes
• 2.600 processes
• Process metrics
• BPMN tool
• Simulator
• Documentation (laws, rulebooks, manuals, etc.)
• Quality
• Assessments (internal/external) s with
visualization
• Documentation on assessments

63. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
4. Knowledge management
Key takeaways
• KM is key for effective:
• Public administration
organizations
• Staff satisfaction
• Management and Leadership
• Evidence based policy making
• Process management and
• Quality management
implementation (CAF 2020) -
documenting
• …

64. A
joint
initiative
of
the
OECD
and
the
EU,
principally
financed
by
the
EU.
Question & answer session, recap of key takeaways