Arcor has had an ESF quality label for several years now
We implement an effective quality policy under the Quality Assurance Decree in the welfare provisions of 29/04/97. The Quality Decree exists within a process of implementing responsibility, re-regulation and decentralisation that takes place in all sectors of healthcare.
The dimensions to which the quality policy must be addressed relate to providing services with respect for human dignity, prosperity, privacy, ideology, philosophical and religious conviction, the right to complain, to be informed and have input.
Quality in bespoke companies
In order to use a similar quality system as in sheltered and social workplaces, a first project was launched at the end of 2006 by the Flemish Government.
A new model was developed based on the EFQM (European Foundation for Quality Management) model and made more practical by means of the CAF principles. It became a management model that should encourage the organization to strive for better results in 9 areas. The first five criteria are the basic requirements and the following four are areas of results. Each criteria has two sub-criteria.
In addition, the following 4 sector quality objectives form the framework:
- The organisation wants to realise employment in a (adapted to the individual) work environment, with a view to sustainable integration into the workforce.
- The organization wants to provide its target group employees with expert guidance and development opportunities.
- The organisation wants to provide its target group employees with an income that does not relate to their performance within their function.
- The organisation does business in a sustainable and socially responsible manner.
Quality in Arcor
Arcor has therefore used the 9 criteria and the 18 sub-criteria to draft this "quality guide" that forms the basis for the ongoing growth process. After all, the aim is to manage the organisation more successfully and to achieve results. These results should focus on (financial) performance, customers, employees and society. In addition, the results are the achievement of leadership (management) that implements the policy and strategy, guides employees, concludes partnerships and manages resources and procedures.
The Management has developed the model together with the Directors, employees and DSB as a result of a study of the Dutch Management Foundation (Nemas), in which the INK model (Institute for Dutch Quality) was taught.
The essence of the management model is formed by the cohesion and growth in all areas of interest of the model.
We distinguish five organisational areas and four performance areas as well as a focus point of 'improvement and renewal'.
The organisational areas describe how the organisation is managed; Information is also provided in which areas the organisation could improve. In the result areas, the strategically relevant criteria is chosen and it is determined what has actually been realised. The tenth focus area is the feedback loop in which it is central, to what degree the organisation learns from its experiences and achievements and how it seeks new opportunities to achieve goals.
The quality indicator seeks to balance the social and economic objectives within the social economy. Implementing a quality system is therefore a task for the full framework i.e. staff, management and directors.