IWA 4:2009
(Main)Quality management systems - Guidelines for the application of ISO 9001:2008 in local government
Quality management systems - Guidelines for the application of ISO 9001:2008 in local government
The objective of International Workshop Agreement IWA 4:2009 is to provide local governments with guidelines for the voluntary application of ISO 9001:2008 on an integral basis. These guidelines do not, however, add, change or modify the requirements of ISO 9001:2008. For a local government to be considered reliable, it should guarantee minimum conditions of reliability for the processes that are necessary to provide all the services needed by its citizens in a consistent and reliable manner. All the local government's processes, including management, core, operational and support processes, should constitute a single, integral, quality management system. The integral character of this system is important because, otherwise, although a local government could be reliable in some areas of activity, it may be unreliable in others. For a government to be considered reliable, it should guarantee minimum conditions of reliability for all key processes and services. To achieve this, it is advisable that the local government clearly identify the management, core and support processes that, together, make it reliable (see Annex A). Annex B provides a diagnostic tool for local governments to evaluate the scope and maturity of their processes and services.
Systèmes de management de la qualité — Lignes directrices pour l'application de l'ISO 9001:2008 à la collectivité locale
Sistemi vodenja kakovosti - Smernice za uporabo standarda ISO 9001:2008 v lokalni oblasti
Ta mednarodni standard določa zahteve za sistem vodenja kakovosti, kjer:
a) mora organizacija prikazati svojo sposobnost, da dosledno zagotavlja proizvode, ki izpolnjujejo zahteve kupcev in veljavne zakone in predpise, in
b) poskuša organizacija krepiti zadovoljstvo kupcev z učinkovito uporabo sistema, vključno s
postopki za neprestano izboljševanje sistema in zagotavljanje skladnosti z zahtevami kupcev ter veljavnimi zakoni in predpisi.
OPOMBA 1: V tem mednarodnem standardu se izraz »proizvod« nanaša samo na:
a) proizvod, namenjen kupcu, oziroma proizvod, ki ga zahteva kupec;
b) vsak namenski rezultat, ki nastane pri postopku izdelave proizvoda.
OPOMBA 2: Zahteve zakonov in predpisov so lahko izražene kot zakonske zahteve.
General Information
Relations
Frequently Asked Questions
IWA 4:2009 is a standard published by the International Organization for Standardization (ISO). Its full title is "Quality management systems - Guidelines for the application of ISO 9001:2008 in local government". This standard covers: The objective of International Workshop Agreement IWA 4:2009 is to provide local governments with guidelines for the voluntary application of ISO 9001:2008 on an integral basis. These guidelines do not, however, add, change or modify the requirements of ISO 9001:2008. For a local government to be considered reliable, it should guarantee minimum conditions of reliability for the processes that are necessary to provide all the services needed by its citizens in a consistent and reliable manner. All the local government's processes, including management, core, operational and support processes, should constitute a single, integral, quality management system. The integral character of this system is important because, otherwise, although a local government could be reliable in some areas of activity, it may be unreliable in others. For a government to be considered reliable, it should guarantee minimum conditions of reliability for all key processes and services. To achieve this, it is advisable that the local government clearly identify the management, core and support processes that, together, make it reliable (see Annex A). Annex B provides a diagnostic tool for local governments to evaluate the scope and maturity of their processes and services.
The objective of International Workshop Agreement IWA 4:2009 is to provide local governments with guidelines for the voluntary application of ISO 9001:2008 on an integral basis. These guidelines do not, however, add, change or modify the requirements of ISO 9001:2008. For a local government to be considered reliable, it should guarantee minimum conditions of reliability for the processes that are necessary to provide all the services needed by its citizens in a consistent and reliable manner. All the local government's processes, including management, core, operational and support processes, should constitute a single, integral, quality management system. The integral character of this system is important because, otherwise, although a local government could be reliable in some areas of activity, it may be unreliable in others. For a government to be considered reliable, it should guarantee minimum conditions of reliability for all key processes and services. To achieve this, it is advisable that the local government clearly identify the management, core and support processes that, together, make it reliable (see Annex A). Annex B provides a diagnostic tool for local governments to evaluate the scope and maturity of their processes and services.
IWA 4:2009 is classified under the following ICS (International Classification for Standards) categories: 03.120.10 - Quality management and quality assurance. The ICS classification helps identify the subject area and facilitates finding related standards.
IWA 4:2009 has the following relationships with other standards: It is inter standard links to ISO 18091:2014, IWA 4:2005. Understanding these relationships helps ensure you are using the most current and applicable version of the standard.
You can purchase IWA 4:2009 directly from iTeh Standards. The document is available in PDF format and is delivered instantly after payment. Add the standard to your cart and complete the secure checkout process. iTeh Standards is an authorized distributor of ISO standards.
Standards Content (Sample)
International Workshop
Agreement
IWA 4
Quality management systems —
Guidelines for the application
of ISO 9001:2008 in local government
* * * *
Systèmes de management de la qualité —
Lignes directrices pour l'application de l'ISO 9001:2008
à la collectivité locale
Reference number ©
ISO 2009
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ii
Quality Management Systems — Guidelines for the IWA 4:2009(E)
application of ISO 9001:2008 in local government
Contents Page
1 Scope for local government. 1
1.1 General. 1
1.2 Application in local government. 2
2 Normative reference .2
3 Terms and definitions in local government . 2
4 Quality management systems in local government . 6
4.1 General requirements.6
4.2 Documentation in local government. 7
5 Management responsibility in local government . 10
5.1 Management commitment.10
5.2 Customer/citizen approach in local government. 10
5.3 Quality policy in local government . 11
5.4 Planning in local government . 11
5.5 Responsibility, authority and communication in local government. 12
5.6 Management review in local government. 14
6 Resource management in local government . 15
6.1 Provision of resources . 15
6.2 Human resources in local government . 16
6.3 Infrastructure in local government . 17
6.4 Work environment in local government . 18
7 Service realization in local government. 19
7.1 Planning service realization . 19
7.2 Customer/citizen related processes in local government. 19
7.3 Design and development in local government. 22
7.4 Purchasing in local government. 27
7.5 Production and service provision in local government . 29
7.6 Control of monitoring and measurement equipment in local government . 32
8 Measurement, analysis and improvement in local government. 33
8.1 General orientation.33
8.2 Monitoring and measurement in local government. 34
8.3 Control of nonconforming service in local government . 37
8.4 Analysis of data in local government . 38
8.5 Improvement in local government . 39
Annex A . 42
Annex B . 43
Bibliography . 50
application of ISO 9001:2008 in local government
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies
(ISO member bodies). ISO's technical work is normally carried out through ISO technical committees in which
each ISO member body has the right to be represented. International organizations, governmental and
nongovernmental, in liaison with ISO, also take part in the work.
In order to respond to urgent market requirements, ISO has also introduced the possibility of preparing
documents through a workshop mechanism, external to its normal committee processes. These documents
are published by ISO as International Workshop Agreements. Proposals to hold such workshops may come
from any source and are subject to approval by the ISO Technical Management Board which also designates
an ISO member body to assist the proposer in the organization of the workshop. International Workshop
Agreements are approved by consensus amongst the individual participants in such workshops. Although it is
permissible that competing International Workshop Agreements exist on the same subject, an International
Workshop Agreement shall not conflict with an existing ISO or IEC standard.
An International Workshop Agreement is reviewed after three years, under the responsibility of the member
body designated by the Technical Management Board, in order to decide whether it will be confirmed for a
further three years, transferred to an ISO technical body for revision, or withdrawn. If the International
Workshop Agreement is confirmed, it is reviewed again after a further three years, at which time it must be
either revised by the relevant ISO technical body or withdrawn.
Attention is drawn to the possibility that some of the elements of this International Workshop Agreement may
be the subject of patent rights. ISO shall not be held responsible for identifying any or all such patent rights.
This second edition of International Workshop Agreement IWA 4 cancels and replaces the first edition
(IWA 4:2005), which has been technically revised.
This second edition of International Workshop Agreement IWA 4 was unanimously approved at a workshop
th th
held in Leon, Guanajuato, Mexico in November 28 to 30 2008, which was hosted by the International
Foundation for Development of Reliable Local Governments (FIDEGOC), the IWA 4 International Secretariat
headquarters, in agreement with the Sub Committee 54 of the Mexican Committee to ISO (CMISO). The
workshop meeting was held with the support of the State Government of Guanajuato through the Government’
Secretary and the Federal Government of Mexico through the National Institute for Federalism and Municipal
Development, the Federalism and Municipal Development Commission of the Federal Chamber of Deputies
and the General Bureau of Standards (DGN, Dirección General de Normas) of the Economics’ Secretary. It
was also supported by the Instituto Latinoamericano para la Calidad (INLAC), the Instituto Mexicano de
Normalizacion y Certificación (IMNC) and the Organización de Servicios Interdisciplinarios (OSI).
iv © ISO 2009 – All rights reserved
Quality Management Systems — Guidelines for the IWA 4:2009(E)
application of ISO 9001:2008 in local government
Introduction
One of the great challenges that societies face today is the need to develop and maintain citizens’
confidence in their governments and their institutions. In this respect, local governments have an
important role to play in creating sustainable local communities in which quality, cost effective and
consistent public services help to promote sustainable economic prosperity and social justice at the
local level, by deploying and interacting with national and regional policies in a consistent and
compatible way. In extreme cases, local governments can provide stability and promote
governability and governance when these are lacking at the regional or national level. In this way, it
should be possible to build stronger regional, national and global governments working from the
local level. By securing a high quality performance of the municipal government, public policies
coming from other government levels can be corrected and improved, allowing the whole system to
become stronger. This type of coherent approach will help build reliable and consistent
governments, at the local, regional and national level.
Although the needs and expectations of local citizens can vary significantly in different parts of the
world, local governments worldwide are experiencing higher levels of democracy and pluralism,
which require them to increase their ability to carry out their mandates in an effective and
transparent way. This in turn requires sound management of the different resources and processes
available to local government in order for these to work together coherently and effectively as a
system.
Local governments depend on their citizens and they should satisfy the citizen’s needs. But local
governments also depend on other level of governments, such as state, national and International.
Citizens expect to have a community provided with all the services, safety and security, good roads,
and public transportation available, there is easiness for document proceeding, local government is
transparent, health and education systems available, infrastructure is present, all needs are
satisfied. Citizens feel they are represented by local government, environment is protected. Citizens
also need to organize in associations, in order to focus and agree on community expectations and
needs.
International bodies provide for world policies, legal structure, global vision.
Key areas for effective operation of local governments are:
• Communication means with the community, through surveys, suggestion box, website,
email, letters, assemblies, chamber meetings, claims, referenda, elections among others.
• SWOT analysis with the community, with associations, internal, with higher government,
identifying a mission, vision, strategies, objectives, goals, actions, responsible.
• Improvement process should follow a structured approach, such as “Plan-Do-Check-Act” (or
PDCA) methodology, and should be applied consistently with the process approach for all
processes.
• Protect Client property.
A quality management system is the way in which a local government can direct and control its
activities, in order to satisfy the needs and expectations of the local community. Broadly, it consists
of the organizational structure together with the planning, processes, resources and documentation
that are needed to achieve the quality objectives, and to provide continual improvement of the
products and services that are being provided. ISO 9001:2008 “Quality management systems –
application of ISO 9001:2008 in local government
Requirements” has gained widespread acceptance as a basis for the development of such a
system. Its effective implementation provides an excellent tool for local governments to be able to
provide confidence to local citizens that their needs and expectations are fully understood and are
capable of being met on a consistent basis and in a timely manner.
The current key documents from the ISO 9000 family of standards consist of
• ISO 9000:2005, which sets out the concepts, principles, fundamentals and vocabulary for
quality management systems in general,
• ISO 9001:2008, which sets out the requirements for a system to be able to consistently meet
the needs and expectations of customers (who in this case are the local citizens),
• ISO 9004.
This International Workshop Agreement has been prepared in order to provide local governments
worldwide with a consistent approach to quality management. It aims to “translate” the technical
language of ISO 9001:2008 into language that is more user-friendly for people who are involved in
local government. In doing so, the intent is to stimulate and facilitate the use of ISO 9001:2008 in
local government. However, since the specific circumstances of local governments in different
regions and cultures will necessarily be different, it is important to recognize that there is no single
prescribed way of implementing a quality management system that is based on ISO 9001:2008. It is
up to individual local governments to adapt the examples that are provided in this International
Workshop Agreement for their own particular situation and circumstances.
Although some local government organizations may have implemented ISO 9001:2008 partially, for
specific services, the objective of this International Workshop Agreement is to promote the use of
the standard on an integral basis throughout the whole range of services provided including any
contingency requirements. The Annexes to this International Workshop Agreement provide some
examples of the services and associated processes that local governments should strive to provide,
and a simple methodology by which to assess their degree of effectiveness and maturity.
In order to achieve the objective of a reliable, responsive and transparent local government, it is not
necessary to seek certification to ISO 9001:2008, although this might be encouraged by regional or
national government initiatives. Nor should conformity to ISO 9001:2008 be regarded as a final
objective in itself – once a local government has achieved a level that allows it to provide consistent,
conforming services to the local community, it should look beyond conformance to performance,
and consider the utilization of ISO 9004 and/or other excellence models to improve its overall
efficiency.
The relative stages in the implementation of a quality management system and the role of this
International Workshop Agreement can be seen schematically in Figure 1 below.
vi © ISO 2009 – All rights reserved
Quality Management Systems — Guidelines for the IWA 4:2009(E)
application of ISO 9001:2008 in local government
EXCEXCELELLENCLENCE ME MOODELS DELS
ISO 90ISO 900404::22000000
ISO 9001:2008
ISISO 9O 9000011::20200000
ReRelialiabilibilityty Li Linene
ReRelialiabilbiliittyy L Liinene
Figure 1 – Schematic diagram to show the positioning of this International Workshop
Agreement
The objective of this International Workshop Agreement is to establish guidelines to help local
governments understand and implement a quality management system that meets the requirements
of ISO 9001:2008, in order to meet the needs and expectations of its citizens. Annex A provides
information about some typical local government processes, and Annex B gives a description of a
diagnostic model that can be used as a starting point for the implementation of an integral quality
management system for a reliable local government.
NOTE 1: Each clause of the ISO 9001:2008 is bordered with a continuous and solid line with normal
font. The text corresponding to this International Workshop Agreement is shown in italics, without a
border.
NOTE 2: Figure 1 of ISO 9001:2008 is also bordered with a continuous and solid line.
NOTE 3: For a better understanding of excellence models. See Annex A of ISO 9004 ´An auto
evaluation tool´, and the national quality prizes models.
0.1 General
The adoption of a quality management system should be a strategic decision of an organization. The design
and implementation of an organization‘s quality management system is influenced by:
a) its organizational environment, changes in that environment, and the risks associated with that
environment;
b) its varying needs;
c) its particular objectives;
d) the products it provides;
e) the processes it employs;
f) its size and organizational structure.
IISSOO//IIWWAA 44
NNotot rreelliiaablblee
RReeliliababllee
EfEfffiicicienentt
EExxcceellellentnt
QQuuaalitlityy L Leevelvelss in in
LoLoccaall Go Govveernrnmmeentntss
application of ISO 9001:2008 in local government
It is not the intent of this International Standard to imply uniformity in the structure of quality management
systems or uniformity of documentation.
The quality management system requirements specified in this International Standard are complementary to
requirements for products. Information marked "NOTE" is for guidance in understanding or clarifying the
associated requirement.
This International Standard can be used by internal and external parties, including certification bodies, to
assess the organization‘s ability to meet customer, statutory and regulatory requirements applicable to the
product, and the organization‘s own requirements.
The quality management principles stated in ISO 9000 and ISO 9004 have been taken into consideration
during the development of this International Standard.
0.1 General
The present general guidelines aim to help local government organizations relate the concepts of
quality management as described in the ISO 9000 family of standards with the practice and
terminology commonly employed in the local government context.
It is expected that a development plan or work programme in the short or medium term is received,
understood, and applied by the employees, officers and representatives of the local government.
However, the plan or programme itself does not ensure that the needs and expectations of the local
community will be covered if the processes needed for the effective implementation of such plans or
programmes are deficient or nonexistent. The need to avoid these deficiencies has motivated the
elaboration of this guide to help local governments in the implementation of an effective quality
management system.
Certification of the quality management system by external parties is not a requirement of this guide,
though local governments may choose to seek certification to ISO 9001:2008 if they wish. Internal
quality audits can provide the verification of compliance with the requirements, in conjunction with
the control of complaints or claims from customers, users, citizens and the local community in
general.
Any quality management system will be influenced by the different policies, objectives, diverse work
methods, resource availability and administrative practices that are specific for each local
government. Therefore, it may be expected that the details of each quality management systems
will vary in each local government. It is not the detailed method of implementation of the quality
management system that is important; what matters is that it yields effective, consistent and reliable
results. The quality management system should be as simple as possible in order to function
properly. It needs to be understandable enough to meet the policies and quality objectives of the
local government.
ISO 9000:2005 (Quality management systems – Fundamentals and vocabulary) states that, in order
for an organization to be successful, it needs to be guided and controlled in a systematic and
transparent way. This is particularly true for local government, where transparency and
accountability to its citizens are vital in order to gain their trust and confidence. Sustainable success
will only result from the implementation of an integral quality management system that addresses
the needs and expectations of all interested parties. The quality management system of a reliable
and successful local government should therefore cover all activities and processes that can affect
its ability to satisfy the requirements of its “customers”/citizens as well as those of other interested
parties, such as regional or national governments.
viii © ISO 2009 – All rights reserved
Quality Management Systems — Guidelines for the IWA 4:2009(E)
application of ISO 9001:2008 in local government
0.2 Process approach
This International Standard promotes the adoption of a process approach when developing, implementing and
improving the effectiveness of a quality management system, to enhance customer satisfaction by meeting
customer requirements.
For an organization to function effectively, it has to determine and manage numerous linked activities. An
activity or set of activities using resources, and managed in order to enable the transformation of inputs into
outputs, can be considered as a process. Often the output from one process directly forms the input to the
next.
The application of a system of processes within an organization, together with the identification and
interactions of these processes, and their management to produce the desired outcome, can be referred to as
the “process approach“.
An advantage of the process approach is the ongoing control that it provides over the linkage between the
individual processes within the system of processes, as well as over their combination and interaction.
When used within a quality management system, such an approach emphasizes the importance of
a) understanding and meeting requirements,
b) the need to consider processes in terms of added value,
c) obtaining results of process performance and effectiveness, and
d) continual improvement of processes based on objective measurement.
The model of a process-based quality management system shown in Figure 1 illustrates the process linkages
presented in clauses 4 to 8. This illustration shows that customers play a significant role in defining
requirements as inputs. Monitoring of customer satisfaction requires the evaluation of information relating to
customer perception as to whether the organization has met the customer requirements. The model shown in
Figure 1 covers all the requirements of this International Standard, but does not show processes at a detailed
level.
NOTE In addition, the methodology known as “Plan-Do-Check-Act” (PDCA) can be applied to all processes.
PDCA can be briefly described as follow.
Plan: establish the objectives and processes necessary to deliver results in
accordance with customer requirements and the organization’s policies.
Do: implement the processes.
Check: monitor and measure processes and product against policies, objectives and
requirements for the product and report the results.
Act: take actions to continually improve process performance.
application of ISO 9001:2008 in local government
Figure 1 — Model of a process-based quality management system (ISO 9001:2008)
0.2 Process approach in local government
For local governments to be able to adopt a process approach, it is important for them to be able to
recognize the different kinds of process that are needed for them to provide reliable services to their
customers/”citizens”. There are various kinds of process involved, including management,
operational, and support processes, as well as the core processes needed to provide the local
government’s services. See 3.6 for definition of the various types of process commonly used in local
government.
For each process, it should be possible to identify:
• Who is the customer? (Who receives the output from the process?). This might be an
internal customer, within another area of the same local government, or an external
customer such as a citizen who is receiving a service
• What are the main inputs to the process? (for example, information, legal requirements,
national and/or regional government policies, materials, energy, human and financial
resources)
• What are the desired outputs? (for example, what are the characteristics of the service to be
provided?)
x © ISO 2009 – All rights reserved
Quality Management Systems — Guidelines for the IWA 4:2009(E)
application of ISO 9001:2008 in local government
• What controls are needed to verify the process performance and/or results?
• What is the interaction with other local government processes? (outputs from one process
typically form inputs into other processes)
NOTE: The guidance document ISO/TC176/SC2/N544 provides further guidance about the
“process approach”
Typical examples of some local government processes include:
a) strategic management processes to determine the local government’s role in the socio-economic
environment;
b) provision of resources and the capacity to provide the local government services;
c) processes needed to maintain the work environment;
d) preparation, revision and updating of development plans and work programmes;
e) monitoring and assessment of the service provision process;
f) transparent internal and external communication processes; these should include citizen
involvement mechanisms that promote dialogue with internal and external interested parties to
encourage a shared understanding on local government issues, aspects and performance;
h) processes to address emergency preparedness and response to crises.
Continual improvement of the quality
management system
Management
responsibility
“Customers”
/ Citizens
“Customers”
Measurement, analysis
Resource
/ Citizens Satisfaction
& improvement
management
Input Output
Service
Requirements Services
realization
Description
Value-adding activities
Information Flow
Figure 2 — Model of a process-based quality management system for local government
application of ISO 9001:2008 in local government
0.3 Relationship with ISO 9004
ISO 9001 and ISO 9004 are quality management system standards which have been designed to complement
each other, but can also be used independently.
ISO 9001 specifies requirements for a quality management system that can be used for internal application by
organizations, or for certification, or for contractual purposes. It focuses on the effectiveness of the quality
management system in meeting customer and applicable statutory and regulatory requirements.
"At the time of publication of this International Standard, ISO 9004 is under revision. The
revised edition of ISO 9004 will provide guidance to management for achieving sustained
success for any organization in a complex, demanding, and ever changing, environment. ISO 9004
provides a wider focus on quality management than ISO 9001; it addresses the needs and
expectations of all interested parties and their satisfaction, by the systematic and continual
improvement of the organization’s performance. However, it is not intended for certification,
regulatory or contractual use."
Note At the time of the publication of this International Standard, ISO 9004:2000 is under revision.
In the context of local government, it has to be recognized that the ability to provide consistent,
conforming services may depend on the provision of resources that are outside the local
government’s direct control. ISO 9004 provides guidance on how to improve process efficiency, in
order to make maximum use of the limited resources available.
0.4 Compatibility with other management systems
During the development of this International Standard, due consideration was given to the provisions of ISO
14001:2004 to enhance the compatibility of the two standards for the benefit of the user community
This International Standard does not include requirements specific to other management systems, such as
those particular to environmental management, occupational health and safety management, financial
management or risk management. However, this International Standard enables an organization to align or
integrate its own quality management system with related management system requirements. It is possible for
an organization to adapt its existing management system(s) in order to establish a quality management
system that complies with the requirements of this International Standard.
In ensuring the quality of the services that it provides, it may be necessary for a local government to
address environmental, health and safety or other management systems issues, through its quality
management system. This situation should not subsequently be mis-represented to imply that the
local government has a full management system (or systems) for these other disciplines, just based
on its quality management system alone; however, it may be necessary for the local government to
either co-ordinate, or integrate, its quality management system with other such systems.
xii © ISO 2009 – All rights reserved
Quality Management Systems — Guidelines for the IWA 4:2009(E)
application of ISO 9001:2008 in local government
Quality management systems — Guidelines for the application
of ISO 9001:2008 in local government
Quality management systems – Requirements
1 Scope
1.1 General
This International Standard specifies requirements for a quality management system where an organization:
a) needs to demonstrate its ability to consistently provide product that meets customer and applicable
statutory and regulatory requirements, and
b) aims to enhance customer satisfaction through the effective application of the system, including
processes for continual improvement of the system and the assurance of conformity to customer and
applicable statutory and regulatory requirements.
NOTE 1 In this International Standard, the term "product" only applies to:
a) product intended for or required by a customer
b) any intended output resulting from the product realization processes
NOTE 2 Statutory and regulatory requirements may be expressed as legal requirements.
1 Scope for local government
1.1 General
The objective of this International Workshop Agreement is to provide local governments with
guidelines for the voluntary application of ISO 9001:2008 on an integral basis. These guidelines do
not, however, add, change or modify the requirements of ISO 9001:2008.
For a local government to be considered reliable, it should guarantee minimum conditions of
reliability for the processes that are necessary to provide all the services needed by its citizens in a
consistent and reliable manner. All the local government’s processes, including management, core,
operational and support processes (see 3.6), should constitute a single, integral, quality
management system. The integral character of this system is important because, otherwise,
although a local government could be reliable in some areas of activity, it may be unreliable in
others. For a government to be considered reliable, it should guarantee minimum conditions of
reliability for all key processes and services. To achieve this, it is advisable that the local
government clearly identify the management, core and support processes that, together, make it
reliable (see Annex A). Annex B provides a diagnostic tool for local governments to evaluate the
scope and maturity of their processes and services.
Note: In local governments with scope and functions that doesn’t apply the Annex B indicator, this
can considered applied for these diagnostic system. Also can include some indicators that apply to
its scope and functions.
application of ISO 9001:2008 in local government
1.2 Application
All requirements of this International Standard are generic and are intended to be applicable to all
organizations, regardless of type, size and product provided.
Where any requirement(s) of this International Standard cannot be applied due to the nature of an
organization and its product, this can be considered for exclusion.
Where exclusions are made, claims of conformity to this International Standard are not acceptable unless
these exclusions are limited to requirements within clause 7, and such exclusions do not affect the
organization’s ability, or responsibility, to provide product that meets customer and applicable statutory and
regulatory requirements.
1.2 Application in local government
All the guidelines indicated in this International Workshop Agreement are general and they are
intended to be applicable to all local governments regardless of their type, size and services
provided.
As this International Workshop Agreement is a guidance document, the guidance provided is not
subject to the "exclusion" of requirements, as is the case for ISO 9001. The user is free to apply the
guidance as necessary, to their maximum benefit.
2 Normative references
The following referenced documents are indispensable for the application of this document. For dated
references, only the edition cited applies. For undated references, the latest edition of the referenced
document (including any amendments) applies.
ISO 9000:2005 Quality management systems – Fundamentals and vocabulary.
2 Normative references
No additional guidance necessary.
3 Terms and definitions
For the purposes of this International Standard, the terms and definitions given in ISO 9000 apply.
Throughout the text of this International Standard, wherever the term “product” occurs, it can also mean
“service”.
3 Terms and definitions in local government
For the purpose of these guidelines, the terms and definitions given in ISO 9000:2005 apply.
Wherever the term “the organization” is used in ISO 9001:2008, it means the local government.
The use of the terms and definitions presented in these guidelines may vary according to the
culture, practices and customs of each location and region in which the local government is located.
ISO 9001:2008 does not require the local government to adopt specific ISO 9000:2005 terminology
in developing its quality management system.
2 © ISO 2009 – All rights reserved
Quality Management Systems — Guidelines for the IWA 4:2009(E)
application of ISO 9001:2008 in local government
3.1
top management
officer or group of officers in charge of the executive function at the highest level of the local
government (3.5)
Note 1: Titles and functions may vary significantly according to country and culture. Typical
examples could be: Mayor, regional governor, head of the local council, director, etc. This is the
authority typically elected by popular voting or other electoral process that presides and performs
the provisions and agreements of the local government (3.5).
Note 2: The local council is typically the assembly of the local government (3.5) that is regulated by
a specific organic legislation and whose origin is typically a popular election process. It is normally
formed by the local mayor, counsellors, officials and trustees. It is also the local public corporation in
charge of managing the interests of a territory and its population.
3.2
customer/citizen
organization or person that pays for and/or receives a service (3.7) from local government (3.5)
Note 1: It is important for local governments to recognize the various categories of customer and to
achieve a balanced response to all of their needs and expectations. For example, some citizens
who are taxpayers, and whose contributions serve to finance the services of the local government,
might not be the same citizens as those who actually benefit most from the services provided.
Note 2: The term “customer” can sometimes cause controversy in local government / public
administration and even in public international law, since it is related to the mercantile legislation.
However due to its wide adoption and usefulness in the standardization of quality management
systems the use of the word “customer” has been adopted in these guidelines, and, where possible,
has been adapted to “customer/citizen”.
3.3
specification for local government
minimum requirements to be fulfilled by the local government (3.5) in order to provide products
and services that meet the needs and expectations of its citizens consistently and effectively
Note 1: This is sometimes expressed in a document such as a “local government charter” or
“service pledge”.
Note 2: Part of the specification may come from legislation, or from regional or national
government policies.
Note 3: See also Annex B for possible indicators of the performance specifications for local
government.
3.4
Citizen’s Charter
document that specifies the local government, and its personnel, commitments toward the citizens
and lists the pertinent citizen’s rights.
Note 1: These documents can also be named service letters, citizen letters, and compromise
letters.
application of ISO 9001:2008 in local government
Note 2: These documents include normally the list of the services provided by the local
government and the relevant quality factors, indicators, standards. It also usually includes general
information concerning the community, facts of historical interest about municipality, buildings and
infrastructures of public interest , tourist attractions, the local government organization, the citizens
rights, the complaints form with instructions, the reference addresses (postal, telephone, e-mail),
municipal offices places and opening hours, the area and town map, the public relation offices and
interfacing tools.
3.5
local government
part of government in a country or nation that is typically closest to the population, in charge of
managing, governing and promoting development of a specific territory, and responsible for
providing local government services (3.7) to the customer/citizen (3.2)
Note: The local government is normally based on a territorial division and on the national and/or
regional political and administrative organizations closest to the population. It is typically a public
entity formed by territory, population, government and legislation, has its own legal capacity, and
states its own political, administrative, patrimonial and regulatory capability.
3.6
local government process
set of interrelated or interacting activities of the local government which transform input elements
(policies, resources, customer/citizen needs and expectations, etc.) into outputs/results (the
products and services provided to the citizens)
Note1: Annex A provides some examples of typical local government processes.
Note 2: For improvement process please see ISO 9004.
3.7
service
result of one or several processes performed by the local government (3.5)
Note 1: “Service” is normally used to indicate an intangible product. Wherever ISO 9001:2008
refers to the organization’s “product”, this means both the products and the services provided by the
local government. Although predominantly intangible in nature, service may include some tangible
components (for example, advisory brochures, waste receptacles, shelters among others).
Note 2: Examples of services may relate to the provision of drinking water, sewage and drainage,
lighting, waste collection, civil protection, among others.
Note 3: One major service that is often provided by local government is that of development
projects, which may need specific quality plans (see ISO 10005 and ISO 10006 for the development
of quality plans and project management respectively).
3.8
quality management system of the local government
set of interrelated or interacting elements that allow the local government to establish its policy and
objectives related to quality, and to achieve those objectives
Note 1: Compound definition derived from ISO 9000:2005, definitions 3.2.1, 3.2.2 and 3.2.3.
4 © ISO 2009 – All rights reserved
Quality Management Systems — Guidelines for the IWA 4:2009(E)
application of ISO 9001:2008 in local government
Note 2: These elements usually include the hardware (equipment), software (methods and
procedures) and the human ware (people) that are needed for the effective operation of the local
government processes (3.5).
Note 3: The objectives for quality should include the specifications for local government (3.3).
3.9
transparency
result of processes, procedures, methods, data sources and assumptions used by the local
government that are made available to all interested parties and citizens and collectively ensure that
interested parties are made aware of their roles, rights and duties in the local government
4 Quality management system
4.1 General requirements
The organization shall establish, document, implement and maintain a quality management system and
continually improve its effectiveness in accordance with the requirements of this International Standard.
The organization shall
a) determine the processes needed for quality management system and their application throughout the
organization (see 1.2),
b) determine the sequence and interaction of these processes,
c) determine criteria and methods needed to ensure that both the operation and control of these processes
are effective,
d) ensure the availability of resources and information necessary to support the operation and monitoring of
these processes,
e) monitor, measure where applicable, and analyse these processes, and
f) implement actions necessary to achieve planned results and continual impro
...
SLOVENSKI STANDARD
01-september-2011
Sistemi vodenja kakovosti - Smernice za uporabo standarda ISO 9001:2008 v
lokalni oblasti
Quality management systems - Guidelines for the application of ISO 9001:2008 in local
government
Systèmes de management de la qualité - Lignes directrices pour l'application de l'ISO
9001:2008 à la collectivité locale
Ta slovenski standard je istoveten z: IWA 4:2009
ICS:
03.120.10 Vodenje in zagotavljanje Quality management and
kakovosti quality assurance
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
International Workshop
Agreement
IWA 4
Quality management systems —
Guidelines for the application
of ISO 9001:2008 in local government
* * * *
Systèmes de management de la qualité —
Lignes directrices pour l'application de l'ISO 9001:2008
à la collectivité locale
Reference number ©
ISO 2009
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Published in Switzerland
ii
Quality Management Systems — Guidelines for the IWA 4:2009(E)
application of ISO 9001:2008 in local government
Contents Page
1 Scope for local government. 1
1.1 General. 1
1.2 Application in local government. 2
2 Normative reference .2
3 Terms and definitions in local government . 2
4 Quality management systems in local government . 6
4.1 General requirements.6
4.2 Documentation in local government. 7
5 Management responsibility in local government . 10
5.1 Management commitment.10
5.2 Customer/citizen approach in local government. 10
5.3 Quality policy in local government . 11
5.4 Planning in local government . 11
5.5 Responsibility, authority and communication in local government. 12
5.6 Management review in local government. 14
6 Resource management in local government . 15
6.1 Provision of resources . 15
6.2 Human resources in local government . 16
6.3 Infrastructure in local government . 17
6.4 Work environment in local government . 18
7 Service realization in local government. 19
7.1 Planning service realization . 19
7.2 Customer/citizen related processes in local government. 19
7.3 Design and development in local government. 22
7.4 Purchasing in local government. 27
7.5 Production and service provision in local government . 29
7.6 Control of monitoring and measurement equipment in local government . 32
8 Measurement, analysis and improvement in local government. 33
8.1 General orientation.33
8.2 Monitoring and measurement in local government. 34
8.3 Control of nonconforming service in local government . 37
8.4 Analysis of data in local government . 38
8.5 Improvement in local government . 39
Annex A . 42
Annex B . 43
Bibliography . 50
application of ISO 9001:2008 in local government
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies
(ISO member bodies). ISO's technical work is normally carried out through ISO technical committees in which
each ISO member body has the right to be represented. International organizations, governmental and
nongovernmental, in liaison with ISO, also take part in the work.
In order to respond to urgent market requirements, ISO has also introduced the possibility of preparing
documents through a workshop mechanism, external to its normal committee processes. These documents
are published by ISO as International Workshop Agreements. Proposals to hold such workshops may come
from any source and are subject to approval by the ISO Technical Management Board which also designates
an ISO member body to assist the proposer in the organization of the workshop. International Workshop
Agreements are approved by consensus amongst the individual participants in such workshops. Although it is
permissible that competing International Workshop Agreements exist on the same subject, an International
Workshop Agreement shall not conflict with an existing ISO or IEC standard.
An International Workshop Agreement is reviewed after three years, under the responsibility of the member
body designated by the Technical Management Board, in order to decide whether it will be confirmed for a
further three years, transferred to an ISO technical body for revision, or withdrawn. If the International
Workshop Agreement is confirmed, it is reviewed again after a further three years, at which time it must be
either revised by the relevant ISO technical body or withdrawn.
Attention is drawn to the possibility that some of the elements of this International Workshop Agreement may
be the subject of patent rights. ISO shall not be held responsible for identifying any or all such patent rights.
This second edition of International Workshop Agreement IWA 4 cancels and replaces the first edition
(IWA 4:2005), which has been technically revised.
This second edition of International Workshop Agreement IWA 4 was unanimously approved at a workshop
th th
held in Leon, Guanajuato, Mexico in November 28 to 30 2008, which was hosted by the International
Foundation for Development of Reliable Local Governments (FIDEGOC), the IWA 4 International Secretariat
headquarters, in agreement with the Sub Committee 54 of the Mexican Committee to ISO (CMISO). The
workshop meeting was held with the support of the State Government of Guanajuato through the Government’
Secretary and the Federal Government of Mexico through the National Institute for Federalism and Municipal
Development, the Federalism and Municipal Development Commission of the Federal Chamber of Deputies
and the General Bureau of Standards (DGN, Dirección General de Normas) of the Economics’ Secretary. It
was also supported by the Instituto Latinoamericano para la Calidad (INLAC), the Instituto Mexicano de
Normalizacion y Certificación (IMNC) and the Organización de Servicios Interdisciplinarios (OSI).
iv © ISO 2009 – All rights reserved
Quality Management Systems — Guidelines for the IWA 4:2009(E)
application of ISO 9001:2008 in local government
Introduction
One of the great challenges that societies face today is the need to develop and maintain citizens’
confidence in their governments and their institutions. In this respect, local governments have an
important role to play in creating sustainable local communities in which quality, cost effective and
consistent public services help to promote sustainable economic prosperity and social justice at the
local level, by deploying and interacting with national and regional policies in a consistent and
compatible way. In extreme cases, local governments can provide stability and promote
governability and governance when these are lacking at the regional or national level. In this way, it
should be possible to build stronger regional, national and global governments working from the
local level. By securing a high quality performance of the municipal government, public policies
coming from other government levels can be corrected and improved, allowing the whole system to
become stronger. This type of coherent approach will help build reliable and consistent
governments, at the local, regional and national level.
Although the needs and expectations of local citizens can vary significantly in different parts of the
world, local governments worldwide are experiencing higher levels of democracy and pluralism,
which require them to increase their ability to carry out their mandates in an effective and
transparent way. This in turn requires sound management of the different resources and processes
available to local government in order for these to work together coherently and effectively as a
system.
Local governments depend on their citizens and they should satisfy the citizen’s needs. But local
governments also depend on other level of governments, such as state, national and International.
Citizens expect to have a community provided with all the services, safety and security, good roads,
and public transportation available, there is easiness for document proceeding, local government is
transparent, health and education systems available, infrastructure is present, all needs are
satisfied. Citizens feel they are represented by local government, environment is protected. Citizens
also need to organize in associations, in order to focus and agree on community expectations and
needs.
International bodies provide for world policies, legal structure, global vision.
Key areas for effective operation of local governments are:
• Communication means with the community, through surveys, suggestion box, website,
email, letters, assemblies, chamber meetings, claims, referenda, elections among others.
• SWOT analysis with the community, with associations, internal, with higher government,
identifying a mission, vision, strategies, objectives, goals, actions, responsible.
• Improvement process should follow a structured approach, such as “Plan-Do-Check-Act” (or
PDCA) methodology, and should be applied consistently with the process approach for all
processes.
• Protect Client property.
A quality management system is the way in which a local government can direct and control its
activities, in order to satisfy the needs and expectations of the local community. Broadly, it consists
of the organizational structure together with the planning, processes, resources and documentation
that are needed to achieve the quality objectives, and to provide continual improvement of the
products and services that are being provided. ISO 9001:2008 “Quality management systems –
application of ISO 9001:2008 in local government
Requirements” has gained widespread acceptance as a basis for the development of such a
system. Its effective implementation provides an excellent tool for local governments to be able to
provide confidence to local citizens that their needs and expectations are fully understood and are
capable of being met on a consistent basis and in a timely manner.
The current key documents from the ISO 9000 family of standards consist of
• ISO 9000:2005, which sets out the concepts, principles, fundamentals and vocabulary for
quality management systems in general,
• ISO 9001:2008, which sets out the requirements for a system to be able to consistently meet
the needs and expectations of customers (who in this case are the local citizens),
• ISO 9004.
This International Workshop Agreement has been prepared in order to provide local governments
worldwide with a consistent approach to quality management. It aims to “translate” the technical
language of ISO 9001:2008 into language that is more user-friendly for people who are involved in
local government. In doing so, the intent is to stimulate and facilitate the use of ISO 9001:2008 in
local government. However, since the specific circumstances of local governments in different
regions and cultures will necessarily be different, it is important to recognize that there is no single
prescribed way of implementing a quality management system that is based on ISO 9001:2008. It is
up to individual local governments to adapt the examples that are provided in this International
Workshop Agreement for their own particular situation and circumstances.
Although some local government organizations may have implemented ISO 9001:2008 partially, for
specific services, the objective of this International Workshop Agreement is to promote the use of
the standard on an integral basis throughout the whole range of services provided including any
contingency requirements. The Annexes to this International Workshop Agreement provide some
examples of the services and associated processes that local governments should strive to provide,
and a simple methodology by which to assess their degree of effectiveness and maturity.
In order to achieve the objective of a reliable, responsive and transparent local government, it is not
necessary to seek certification to ISO 9001:2008, although this might be encouraged by regional or
national government initiatives. Nor should conformity to ISO 9001:2008 be regarded as a final
objective in itself – once a local government has achieved a level that allows it to provide consistent,
conforming services to the local community, it should look beyond conformance to performance,
and consider the utilization of ISO 9004 and/or other excellence models to improve its overall
efficiency.
The relative stages in the implementation of a quality management system and the role of this
International Workshop Agreement can be seen schematically in Figure 1 below.
vi © ISO 2009 – All rights reserved
Quality Management Systems — Guidelines for the IWA 4:2009(E)
application of ISO 9001:2008 in local government
EXCEXCELELLENCLENCE ME MOODELS DELS
ISO 90ISO 900404::22000000
ISO 9001:2008
ISISO 9O 9000011::20200000
ReRelialiabilibilityty Li Linene
ReRelialiabilbiliittyy L Liinene
Figure 1 – Schematic diagram to show the positioning of this International Workshop
Agreement
The objective of this International Workshop Agreement is to establish guidelines to help local
governments understand and implement a quality management system that meets the requirements
of ISO 9001:2008, in order to meet the needs and expectations of its citizens. Annex A provides
information about some typical local government processes, and Annex B gives a description of a
diagnostic model that can be used as a starting point for the implementation of an integral quality
management system for a reliable local government.
NOTE 1: Each clause of the ISO 9001:2008 is bordered with a continuous and solid line with normal
font. The text corresponding to this International Workshop Agreement is shown in italics, without a
border.
NOTE 2: Figure 1 of ISO 9001:2008 is also bordered with a continuous and solid line.
NOTE 3: For a better understanding of excellence models. See Annex A of ISO 9004 ´An auto
evaluation tool´, and the national quality prizes models.
0.1 General
The adoption of a quality management system should be a strategic decision of an organization. The design
and implementation of an organization‘s quality management system is influenced by:
a) its organizational environment, changes in that environment, and the risks associated with that
environment;
b) its varying needs;
c) its particular objectives;
d) the products it provides;
e) the processes it employs;
f) its size and organizational structure.
IISSOO//IIWWAA 44
NNotot rreelliiaablblee
RReeliliababllee
EfEfffiicicienentt
EExxcceellellentnt
QQuuaalitlityy L Leevelvelss in in
LoLoccaall Go Govveernrnmmeentntss
application of ISO 9001:2008 in local government
It is not the intent of this International Standard to imply uniformity in the structure of quality management
systems or uniformity of documentation.
The quality management system requirements specified in this International Standard are complementary to
requirements for products. Information marked "NOTE" is for guidance in understanding or clarifying the
associated requirement.
This International Standard can be used by internal and external parties, including certification bodies, to
assess the organization‘s ability to meet customer, statutory and regulatory requirements applicable to the
product, and the organization‘s own requirements.
The quality management principles stated in ISO 9000 and ISO 9004 have been taken into consideration
during the development of this International Standard.
0.1 General
The present general guidelines aim to help local government organizations relate the concepts of
quality management as described in the ISO 9000 family of standards with the practice and
terminology commonly employed in the local government context.
It is expected that a development plan or work programme in the short or medium term is received,
understood, and applied by the employees, officers and representatives of the local government.
However, the plan or programme itself does not ensure that the needs and expectations of the local
community will be covered if the processes needed for the effective implementation of such plans or
programmes are deficient or nonexistent. The need to avoid these deficiencies has motivated the
elaboration of this guide to help local governments in the implementation of an effective quality
management system.
Certification of the quality management system by external parties is not a requirement of this guide,
though local governments may choose to seek certification to ISO 9001:2008 if they wish. Internal
quality audits can provide the verification of compliance with the requirements, in conjunction with
the control of complaints or claims from customers, users, citizens and the local community in
general.
Any quality management system will be influenced by the different policies, objectives, diverse work
methods, resource availability and administrative practices that are specific for each local
government. Therefore, it may be expected that the details of each quality management systems
will vary in each local government. It is not the detailed method of implementation of the quality
management system that is important; what matters is that it yields effective, consistent and reliable
results. The quality management system should be as simple as possible in order to function
properly. It needs to be understandable enough to meet the policies and quality objectives of the
local government.
ISO 9000:2005 (Quality management systems – Fundamentals and vocabulary) states that, in order
for an organization to be successful, it needs to be guided and controlled in a systematic and
transparent way. This is particularly true for local government, where transparency and
accountability to its citizens are vital in order to gain their trust and confidence. Sustainable success
will only result from the implementation of an integral quality management system that addresses
the needs and expectations of all interested parties. The quality management system of a reliable
and successful local government should therefore cover all activities and processes that can affect
its ability to satisfy the requirements of its “customers”/citizens as well as those of other interested
parties, such as regional or national governments.
viii © ISO 2009 – All rights reserved
Quality Management Systems — Guidelines for the IWA 4:2009(E)
application of ISO 9001:2008 in local government
0.2 Process approach
This International Standard promotes the adoption of a process approach when developing, implementing and
improving the effectiveness of a quality management system, to enhance customer satisfaction by meeting
customer requirements.
For an organization to function effectively, it has to determine and manage numerous linked activities. An
activity or set of activities using resources, and managed in order to enable the transformation of inputs into
outputs, can be considered as a process. Often the output from one process directly forms the input to the
next.
The application of a system of processes within an organization, together with the identification and
interactions of these processes, and their management to produce the desired outcome, can be referred to as
the “process approach“.
An advantage of the process approach is the ongoing control that it provides over the linkage between the
individual processes within the system of processes, as well as over their combination and interaction.
When used within a quality management system, such an approach emphasizes the importance of
a) understanding and meeting requirements,
b) the need to consider processes in terms of added value,
c) obtaining results of process performance and effectiveness, and
d) continual improvement of processes based on objective measurement.
The model of a process-based quality management system shown in Figure 1 illustrates the process linkages
presented in clauses 4 to 8. This illustration shows that customers play a significant role in defining
requirements as inputs. Monitoring of customer satisfaction requires the evaluation of information relating to
customer perception as to whether the organization has met the customer requirements. The model shown in
Figure 1 covers all the requirements of this International Standard, but does not show processes at a detailed
level.
NOTE In addition, the methodology known as “Plan-Do-Check-Act” (PDCA) can be applied to all processes.
PDCA can be briefly described as follow.
Plan: establish the objectives and processes necessary to deliver results in
accordance with customer requirements and the organization’s policies.
Do: implement the processes.
Check: monitor and measure processes and product against policies, objectives and
requirements for the product and report the results.
Act: take actions to continually improve process performance.
application of ISO 9001:2008 in local government
Figure 1 — Model of a process-based quality management system (ISO 9001:2008)
0.2 Process approach in local government
For local governments to be able to adopt a process approach, it is important for them to be able to
recognize the different kinds of process that are needed for them to provide reliable services to their
customers/”citizens”. There are various kinds of process involved, including management,
operational, and support processes, as well as the core processes needed to provide the local
government’s services. See 3.6 for definition of the various types of process commonly used in local
government.
For each process, it should be possible to identify:
• Who is the customer? (Who receives the output from the process?). This might be an
internal customer, within another area of the same local government, or an external
customer such as a citizen who is receiving a service
• What are the main inputs to the process? (for example, information, legal requirements,
national and/or regional government policies, materials, energy, human and financial
resources)
• What are the desired outputs? (for example, what are the characteristics of the service to be
provided?)
x © ISO 2009 – All rights reserved
Quality Management Systems — Guidelines for the IWA 4:2009(E)
application of ISO 9001:2008 in local government
• What controls are needed to verify the process performance and/or results?
• What is the interaction with other local government processes? (outputs from one process
typically form inputs into other processes)
NOTE: The guidance document ISO/TC176/SC2/N544 provides further guidance about the
“process approach”
Typical examples of some local government processes include:
a) strategic management processes to determine the local government’s role in the socio-economic
environment;
b) provision of resources and the capacity to provide the local government services;
c) processes needed to maintain the work environment;
d) preparation, revision and updating of development plans and work programmes;
e) monitoring and assessment of the service provision process;
f) transparent internal and external communication processes; these should include citizen
involvement mechanisms that promote dialogue with internal and external interested parties to
encourage a shared understanding on local government issues, aspects and performance;
h) processes to address emergency preparedness and response to crises.
Continual improvement of the quality
management system
Management
responsibility
“Customers”
/ Citizens
“Customers”
Measurement, analysis
Resource
/ Citizens Satisfaction
& improvement
management
Input Output
Service
Requirements Services
realization
Description
Value-adding activities
Information Flow
Figure 2 — Model of a process-based quality management system for local government
application of ISO 9001:2008 in local government
0.3 Relationship with ISO 9004
ISO 9001 and ISO 9004 are quality management system standards which have been designed to complement
each other, but can also be used independently.
ISO 9001 specifies requirements for a quality management system that can be used for internal application by
organizations, or for certification, or for contractual purposes. It focuses on the effectiveness of the quality
management system in meeting customer and applicable statutory and regulatory requirements.
"At the time of publication of this International Standard, ISO 9004 is under revision. The
revised edition of ISO 9004 will provide guidance to management for achieving sustained
success for any organization in a complex, demanding, and ever changing, environment. ISO 9004
provides a wider focus on quality management than ISO 9001; it addresses the needs and
expectations of all interested parties and their satisfaction, by the systematic and continual
improvement of the organization’s performance. However, it is not intended for certification,
regulatory or contractual use."
Note At the time of the publication of this International Standard, ISO 9004:2000 is under revision.
In the context of local government, it has to be recognized that the ability to provide consistent,
conforming services may depend on the provision of resources that are outside the local
government’s direct control. ISO 9004 provides guidance on how to improve process efficiency, in
order to make maximum use of the limited resources available.
0.4 Compatibility with other management systems
During the development of this International Standard, due consideration was given to the provisions of ISO
14001:2004 to enhance the compatibility of the two standards for the benefit of the user community
This International Standard does not include requirements specific to other management systems, such as
those particular to environmental management, occupational health and safety management, financial
management or risk management. However, this International Standard enables an organization to align or
integrate its own quality management system with related management system requirements. It is possible for
an organization to adapt its existing management system(s) in order to establish a quality management
system that complies with the requirements of this International Standard.
In ensuring the quality of the services that it provides, it may be necessary for a local government to
address environmental, health and safety or other management systems issues, through its quality
management system. This situation should not subsequently be mis-represented to imply that the
local government has a full management system (or systems) for these other disciplines, just based
on its quality management system alone; however, it may be necessary for the local government to
either co-ordinate, or integrate, its quality management system with other such systems.
xii © ISO 2009 – All rights reserved
Quality Management Systems — Guidelines for the IWA 4:2009(E)
application of ISO 9001:2008 in local government
Quality management systems — Guidelines for the application
of ISO 9001:2008 in local government
Quality management systems – Requirements
1 Scope
1.1 General
This International Standard specifies requirements for a quality management system where an organization:
a) needs to demonstrate its ability to consistently provide product that meets customer and applicable
statutory and regulatory requirements, and
b) aims to enhance customer satisfaction through the effective application of the system, including
processes for continual improvement of the system and the assurance of conformity to customer and
applicable statutory and regulatory requirements.
NOTE 1 In this International Standard, the term "product" only applies to:
a) product intended for or required by a customer
b) any intended output resulting from the product realization processes
NOTE 2 Statutory and regulatory requirements may be expressed as legal requirements.
1 Scope for local government
1.1 General
The objective of this International Workshop Agreement is to provide local governments with
guidelines for the voluntary application of ISO 9001:2008 on an integral basis. These guidelines do
not, however, add, change or modify the requirements of ISO 9001:2008.
For a local government to be considered reliable, it should guarantee minimum conditions of
reliability for the processes that are necessary to provide all the services needed by its citizens in a
consistent and reliable manner. All the local government’s processes, including management, core,
operational and support processes (see 3.6), should constitute a single, integral, quality
management system. The integral character of this system is important because, otherwise,
although a local government could be reliable in some areas of activity, it may be unreliable in
others. For a government to be considered reliable, it should guarantee minimum conditions of
reliability for all key processes and services. To achieve this, it is advisable that the local
government clearly identify the management, core and support processes that, together, make it
reliable (see Annex A). Annex B provides a diagnostic tool for local governments to evaluate the
scope and maturity of their processes and services.
Note: In local governments with scope and functions that doesn’t apply the Annex B indicator, this
can considered applied for these diagnostic system. Also can include some indicators that apply to
its scope and functions.
application of ISO 9001:2008 in local government
1.2 Application
All requirements of this International Standard are generic and are intended to be applicable to all
organizations, regardless of type, size and product provided.
Where any requirement(s) of this International Standard cannot be applied due to the nature of an
organization and its product, this can be considered for exclusion.
Where exclusions are made, claims of conformity to this International Standard are not acceptable unless
these exclusions are limited to requirements within clause 7, and such exclusions do not affect the
organization’s ability, or responsibility, to provide product that meets customer and applicable statutory and
regulatory requirements.
1.2 Application in local government
All the guidelines indicated in this International Workshop Agreement are general and they are
intended to be applicable to all local governments regardless of their type, size and services
provided.
As this International Workshop Agreement is a guidance document, the guidance provided is not
subject to the "exclusion" of requirements, as is the case for ISO 9001. The user is free to apply the
guidance as necessary, to their maximum benefit.
2 Normative references
The following referenced documents are indispensable for the application of this document. For dated
references, only the edition cited applies. For undated references, the latest edition of the referenced
document (including any amendments) applies.
ISO 9000:2005 Quality management systems – Fundamentals and vocabulary.
2 Normative references
No additional guidance necessary.
3 Terms and definitions
For the purposes of this International Standard, the terms and definitions given in ISO 9000 apply.
Throughout the text of this International Standard, wherever the term “product” occurs, it can also mean
“service”.
3 Terms and definitions in local government
For the purpose of these guidelines, the terms and definitions given in ISO 9000:2005 apply.
Wherever the term “the organization” is used in ISO 9001:2008, it means the local government.
The use of the terms and definitions presented in these guidelines may vary according to the
culture, practices and customs of each location and region in which the local government is located.
ISO 9001:2008 does not require the local government to adopt specific ISO 9000:2005 terminology
in developing its quality management system.
2 © ISO 2009 – All rights reserved
Quality Management Systems — Guidelines for the IWA 4:2009(E)
application of ISO 9001:2008 in local government
3.1
top management
officer or group of officers in charge of the executive function at the highest level of the local
government (3.5)
Note 1: Titles and functions may vary significantly according to country and culture. Typical
examples could be: Mayor, regional governor, head of the local council, director, etc. This is the
authority typically elected by popular voting or other electoral process that presides and performs
the provisions and agreements of the local government (3.5).
Note 2: The local council is typically the assembly of the local government (3.5) that is regulated by
a specific organic legislation and whose origin is typically a popular election process. It is normally
formed by the local mayor, counsellors, officials and trustees. It is also the local public corporation in
charge of managing the interests of a territory and its population.
3.2
customer/citizen
organization or person that pays for and/or receives a service (3.7) from local government (3.5)
Note 1: It is important for local governments to recognize the various categories of customer and to
achieve a balanced response to all of their needs and expectations. For example, some citizens
who are taxpayers, and whose contributions serve to finance the services of the local government,
might not be the same citizens as those who actually benefit most from the services provided.
Note 2: The term “customer” can sometimes cause controversy in local government / public
administration and even in public international law, since it is related to the mercantile legislation.
However due to its wide adoption and usefulness in the standardization of quality management
systems the use of the word “customer” has been adopted in these guidelines, and, where possible,
has been adapted to “customer/citizen”.
3.3
specification for local government
minimum requirements to be fulfilled by the local government (3.5) in order to provide products
and services that meet the needs and expectations of its citizens consistently and effectively
Note 1: This is sometimes expressed in a document such as a “local government charter” or
“service pledge”.
Note 2: Part of the specification may come from legislation, or from regional or national
government policies.
Note 3: See also Annex B for possible indicators of the performance specifications for local
government.
3.4
Citizen’s Charter
document that specifies the local government, and its personnel, commitments toward the citizens
and lists the pertinent citizen’s rights.
Note 1: These documents can also be named service letters, citizen letters, and compromise
letters.
application of ISO 9001:2008 in local government
Note 2: These documents include normally the list of the services provided by the local
government and the relevant quality factors, indicators, standards. It also usually includes general
information concerning the community, facts of historical interest about municipality, buildings and
infrastructures of public interest , tourist attractions, the local government organization, the citizens
rights, the complaints form with instructions, the reference addresses (postal, telephone, e-mail),
municipal offices places and opening hours, the area and town map, the public relation offices and
interfacing tools.
3.5
local government
part of government in a country or nation that is typically closest to the population, in charge of
managing, governing and promoting development of a specific territory, and responsible for
providing local government services (3.7) to the customer/citizen (3.2)
Note: The local government is normally based on a territorial division and on the national and/or
regional political and administrative organizations closest to the population. It is typically a public
entity formed by territory, population, government and legislation, has its own legal capacity, and
states its own political, administrative, patrimonial and regulatory capability.
3.6
local government process
set of interrelated or interacting activities of the local government which transform input elements
(policies, resources, customer/citizen needs and expectations, etc.) into outputs/results (the
products and services provided to the citizens)
Note1: Annex A provides some examples of typical local government processes.
Note 2: For improvement process please see ISO 9004.
3.7
service
result of one or several processes performed by the local government (3.5)
Note 1: “Service” is normally used to indicate an intangible product. Wherever ISO 9001:2008
refers to the organization’s “product”, this means both the products and the services provided by the
local government. Although predominantly intangible in nature, service may include some tangible
components (for example, advisory brochures, waste receptacles, shelters among others).
Note 2: Examples of services may relate to the provision of drinking water, sewage and drainage,
lighting, waste collection, civil protection, among others.
Note 3: One major service that is often provided by local government is that of development
projects, which may need specific quality plans (see ISO 10005 and ISO 10006 for the development
of quality plans and project management respectively).
3.8
quality management system of the local government
set of interrelated or interacting elements that allow the local government to establish its policy and
objectives related to quality, and to achieve those objectives
Note 1: Compound definition derived from ISO 9000:2005, definitions 3.2.1, 3.2.2 and 3.2.3.
4 © ISO 2009 – All rights reserved
Quality Management Systems — Guidelines for the IWA 4:2009(E)
application of ISO 9001:2008 in local government
Note 2: These elements usually include the hardware (equipment), software (methods and
procedures) and the human ware (people) that are needed for the effective operation of the local
government processes (3.5).
Note 3: The objectives for quality should include the specifications for local government (3.3).
3.9
transparency
result of processes, procedures, methods,
...
SLOVENSKI SIST-TS IWA 4
STANDARD
september 2011
Sistemi vodenja kakovosti – Smernice za uporabo standarda
ISO 9001:2008 v lokalni oblasti
Quality management systems – Guidelines for the application of
ISO 9001:2008 in local government
Referenčna oznaka
ICS 03.120.10; 03.180 SIST-TS IWA 4:2011 (sl,en)
Nadaljevanje na straneh od 2 do 99
© 2011-09. Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov standarda ni dovoljeno.
SIST-TS IWA 4 : 2011
2 NACIONALNI UVOD
Tehnična specifikacija SIST-TS IWA 4 (sl, en), Sistemi vodenja kakovosti – Smernice za uporabo standarda ISO 9001:2008 v lokalni oblasti, 2011, ima status slovenske tehnične specifikacije in je enakovredna dogovoru mednarodne delavnice IWA 4, Quality management systems – Guidelines for the application of ISO 9001:2008 in local government, druga izdaja, 2009.
NACIONALNI PREDGOVOR
Dogovor mednarodne delavnice IWA 4 je bil potrjen 28. do 30. novembra 2009 na delavnici v Leonu, Guanajuato, Mehika, ki sta jo gostila Mednarodni sklad za razvoj zanesljivih lokalnih oblasti (FIDEGOC) in Centrala Mednarodnega sekretariata IWA 4 v dogovoru s pododborom 54 Mehiškega odbora ISO (CMISO). Delavnico so podprli vlada države Guanajuato preko sekretarja vlade in zvezna vlada Mehike preko Nacionalnega inštituta za federalizem in razvoj občin, Komisija za federalizem in razvoj občin pri Zvezni poslanski zbornici ter Generalni urad za standarde (DGN, Dirección General de Normas) pri Sekretariatu za gospodarstvo. Podprli so jo tudi Instituto Latinoamericano para la Calidad (INLAC), Instituto Mexicano de Normalizacion y Certificación (IMNC) in Organización de Servicios Interdisciplinarios International (OSI).
Slovenska tehnična specifikacija SIST-TS IWA 4:2011 je prevod angleškega besedila dogovora mednarodne delavnice IWA 4:2009. V primeru spora glede besedila slovenskega prevoda v tej tehnični specifikaciji je odločilen izvirni dogovor mednarodne delavnice v angleškem jeziku. Slovensko-angleško izdajo tehnične specifikacije je pripravil in potrdil tehnični odbor SIST/TC VZK Vodenje in zagotavljanje kakovosti.
Odločitev za izdajo te tehnične specifikacije je 12. julija 2011 sprejel tehnični odbor SIST/TC VZK Vodenje in zagotavljanje kakovosti.
ZVEZE S STANDARDI
S privzemom te tehnične specifikacije veljajo naslednje zveze: SIST TS IWA 1:2007 (sl,en)
Sistemi vodenja kakovosti – Smernice za izboljšave procesov v zdravstvenih organizacijah SIST TS IWA 2:2008 (sl,en) Sistemi vodenja kakovosti – Smernice za uporabo standarda ISO 9001:2000 v izobraževanju SIST EN ISO 9000:2005 (sl,en) Sistemi vodenja kakovosti – Osnove in slovar SIST EN ISO 9001:2008 (sl,en) Sistemi vodenja kakovosti – Zahteve SIST EN ISO 9004:2009 (sl,en) Vodenje za trajno uspešnost organizacije – Pristop z vodenjem kakovosti (ISO 9004:2009) SIST ISO 10001:2008 (en) Vodenje kakovosti – Zadovoljstvo odjemalcev – Smernice za kodeks ravnanja organizacij SIST ISO 10002:2004 (en) Vodenje kakovosti – Zadovoljstvo odjemalcev – Smernice za ravnanje s pritožbami v organizacijah SIST ISO 10003:2008 (en)
Vodenje kakovosti – Zadovoljstvo odjemalcev – Smernice za reševanje nesoglasij z zunanjimi organizacijami SIST ISO 10005:2005 (en) Sistemi vodenja kakovosti – Smernice za plane kakovosti SIST ISO 10006:2004 (en) Sistemi vodenja kakovosti – Smernice za vodenje kakovosti projektov SIST ISO 10015:2002 (en)
Vodenje kakovosti – Smernice za usposabljanje SIST EN ISO 19011:2003 (sl,en) Smernice za presojanje sistemov vodenja kakovosti in/ali sistemov ravnanja z okoljem
SIST-TS IWA 4 : 2011
3OSNOVA ZA IZDAJO STANDARDA
–
privzem IWA 4:2009
OPOMBI
–
Nacionalni uvod in nacionalni predgovor nista sestavni del tehnične specifikacije.
–
Lokalna oblast je splošni pojem, ki zajema državne organe na lokalni ravni in lokalno samoupravo.
SIST-TS IWA 4 : 2011
VSEBINA Stran CONTENTS PagePredgovor.60
Uvod.80.1
Splošno.120.2
Procesni pristop v lokalni oblasti.151
Predmet standarda za lokalno oblast.191.1
Splošno.191.2
Uporaba v lokalni oblasti.202
Zveze z drugimi standardi.213
Izrazi in definicije v lokalni oblasti.214
Sistemi vodenja kakovosti v lokalni
oblasti.254.1
Splošne zahteve.254.2
Dokumentacija v lokalni oblasti.275
Odgovornost vodstva v lokalni
oblasti.315.1
Zavezanost vodstva.315.2
Pristop k odjemalcem/občanom v
lokalni oblasti.325.3
Politika kakovosti v lokalni oblasti.335.4
Planiranje v lokalni oblasti.335.5
Odgovornosti, pooblastila in
komuniciranje v lokalni oblasti.355.6
Vodstveni pregled v lokalni oblasti.376
Vodenje virov v lokalni
oblasti.406.1
Priskrba virov.406.2
Človeški viri v lokalni oblasti.406.3
Infrastruktura v lokalni oblasti.426.4
Delovno okolje v lokalni oblasti.437
Realizacija storitve v lokalni oblasti.447.1
Planiranje realizacije storitve.447.2
Procesi, povezani z odjemalci/občani
v lokalni oblasti.457.3
Snovanje in razvoj v lokalni
oblasti.497.4
Nabava v lokalni oblasti.567.5
Proizvodnja in izvedba storitev v
lokalni oblasti.597.6
Obvladovanje nadzorne in merilne
opreme v lokalni oblasti.658
Merjenje, analize in izboljševanje
v lokalni oblasti.66 Foreword.60
Introduction.80.1
General.120.2
Process approach in local government.151
Scope for local government.191.1
General.191.2
Application in local government.202
Normative reference.213
Terms and definitions in local government 214
Quality management systems in local government .254.1
General requirements.254.2
Documentation in local government .275
Management responsibility in local government .315.1
Management commitment.315.2
Customer/citizen approach in local government.325.3
Quality policy in local government.335.4
Planning in local government .335.5
Responsibility, authority and communication in local government.355.6
Management review in local government.376
Resource management in local
government .406.1
Provision of resources .406.2
Human resources in local government .406.3
Infrastructure in local government .426.4
Work environment in local government .437
Service realization in local government.447.1
Planning service realization.447.2
Customer/citizen related processes
in local government.457.3
Design and development in local
government .497.4
Purchasing in local government.567.5
Production and service provision
in local government .597.6
Control of monitoring and measurement
equipment in local government.658
Measurement, analysis and improvement
in local government.66
SIST-TS IWA 4 : 2011
58.1
Splošna usmeritev.668.2
Nadzorovanje in merjenje v lokalni
oblasti.678.3
Obvladovanje neskladnih storitev
v lokalni oblasti.728.4
Analiza podatkov v lokalni oblasti.738.5
Izboljševanje v lokalni oblasti.74Dodatek A: Tipični procesi za
celovito vodenje kakovosti lokalnih
oblasti.78Dodatek B: "Kontrolni" sistem za zanesljivo
lokalno oblast.80Literatura.948.1
General orientation.668.2
Monitoring and measurement in local government.678.3
Control of nonconforming service in local government .728.4
Analysis of data in local government .738.5
Improvement in local government.74Annex A: Typical Processes for the Integral
Quality Management of local
Governments.79Annex B: "Check Up" System for Reliable
Local Government.81Bibliography .95
SIST-TS IWA 4 : 2011
Predgovor
Foreword ISO (Mednarodna organizacija za standardizacijo)je svetovna zveza nacionalnih organov zastandarde (članov ISO). Tehnično delo ISOponavadi opravljajo tehnični odbori ISO, vkaterih ima pravico biti zastopan vsak član ISO.Pri delu sodelujejo tudi mednarodne vladne innevladne organizacije, povezane z ISO.
ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies
(ISO member bodies). ISO’s technical work is normally carried out through ISO technical committees in which each ISO member body has the right to be represented. International organizations, governmental and nongovernmental, in liaison with ISO, also take part in the work V odgovor na vse glasnejše zahteve trga je ISOuvedel možnost, da se dokumenti pripravijo vdelavnicah, in to zunaj postopkov, običajnih zadelo v odborih. ISO te dokumente objavlja kotdogovore mednarodnih delavnic (InternationalWorkshop Agreements – IWA). Izvedbo takedelavnice lahko predlaga kdorkoli, potrditi pa jomora Strokovni odbor ISO (ISO TechnicalManagement Board), ki tudi imenuje člana ISOza pomoč predlagatelju pri organizacijidelavnice. Dogovore mednarodnih delavnic skonsenzom potrdijo sodelujoči na delavnicah. Čeprav lahko obstaja več konkurenčnihdogovorov mednarodnih delavnic na isto temo,pa ti ne smejo biti v nasprotju z obstoječimstandardom ISO ali IEC.
In order to respond to urgent market requirements, ISO has also introduced the possibility of preparing documents through a workshop mechanism, external to its normal committee processes. These documents are published by ISO as International Workshop Agreements. Proposals to hold such workshops may come from any source and are subjectto approval by the ISO Technical Management Board which also designates an ISO member body to assist the proposer in the organization of the workshop. International Workshop Agreementsare approved by consensus amongst the individual participants in such workshops. Although it is permissible that competing International Workshop Agreements exist on the same subject, an International Workshop Agreement shall not conflict with an existing ISO or IEC standard. Član, ki ga je imenoval Strokovni odbor, jeodgovoren, da po treh letih pregleda dogovormednarodne delavnice in odloči, ali naj bopotrjen še za nadaljnja tri leta, poslantehničnemu odboru ISO v revizijo ali umaknjen.Če je dogovor mednarodne delavnice potrjen, gaponovno pregledajo čez tri leta. Takrat ga moraustrezni tehnični odbor ISO revidirati ali umakniti. An International Workshop Agreement is reviewed after three years, under the responsibility of the member body designated by the Technical Management Board, in order to decide whether it will be confirmed for a further three years, transferred to an ISO technical body for revision, or withdrawn. If the International Workshop Agreement is confirmed, it is reviewed again after a further three years, at which time it must be either revised by therelevant ISO technical body or withdrawn. Opozarjamo, da so nekateri elementi tegadogovora mednarodne delavnice lahko predmetpatentnih pravic. ISO ne prevzema odgovornostiza identificiranje nobene od takih patentnihpravic.
Attention is drawn to the possibility that some of the elements of this International Workshop Agreement may be the subject of patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Ta druga izdaja dogovora mednarodne delavnice IWA 4 razveljavlja in nadomešča prvoizdajo (IWA 4:2005), ki je tehnično revidirana.
This second edition of International Workshop Agreement IWA 4 cancels and replaces the first edition
(IWA 4:2005), which has been technically revised.
SIST-TS IWA 4 : 2011
7Ta druga izdaja dogovora mednarodnedelavnice IWA 4 je bila soglasno potrjena nadelavnici, ki je od 28. do 30. novembra 2008potekala v Leonu, Guanajuato, Mehika, in sta jo gostila Mednarodni sklad za razvoj zanesljivihlokalnih oblasti (FIDEGOC) in CentralaMednarodnega sekretariata IWA 4 v dogovoru spododborom 54 Mehiškega odbora ISO(CMISO). Delavnico so podprli Vlada državeGuanajuato preko sekretarja vlade in zveznavlada Mehike preko Nacionalnega inštituta zafederalizem in razvoj občin, Komisija zafederalizem in razvoj občin pri Zvezni poslanskizbornici ter Generalni urad za standarde (DGN,Dirección General de Normas) pri Sekretariatuza gospodarstvo. Podprli so jo tudi InstitutoLatinoamericano para la Calidad (INLAC),Instituto Mexicano de Normalizacion yCertificación (IMNC) in Organización deServicios Interdisciplinarios International (OSI).
This second edition of International Workshop Agreement IWA 4 was unanimously approved at a workshop held in Leon, Guanajuato, Mexico in November 28th to 30th 2008, which was hosted by the International Foundation for Development of Reliable Local Governments (FIDEGOC), the IWA 4 International Secretariat headquarters, in agreement with the Sub Committee 54 of the Mexican Committee to ISO (CMISO). The workshop meeting was held with the support of the State Government of Guanajuato through the Government’ Secretary and the Federal Government of Mexico through the National Institute for Federalism and Municipal Development, the Federalism and Municipal Development Commission of the Federal Chamber of Deputies and the General Bureau of Standards (DGN, Dirección General de Normas) of the Economics’ Secretary. It was also supported by the Instituto Latinoamericano para la Calidad (INLAC), the Instituto Mexicano de Normalizacion y Certificación (IMNC) and the Organización de Servicios Interdisciplina-rios (OSI).
SIST-TS IWA 4 : 2011
Uvod
Introduction Eden od največjih izzivov, s katerimi se družbadanes sooča, je potreba po pridobivanju inohranjanju zaupanja državljanov v državo in njeneinstitucije. Na lokalni ravni igrajo pomembno vlogolokalne oblasti, ki ustvarjajo trajnostne lokalneskupnosti, v katerih stroškovno učinkovite inkonsistentne javne službe pomagajo zagotavljatitrajno ekonomsko blaginjo in socialno pravičnost,tako da dosledno in na združljiv način širijonacionalno in regionalno politiko ter z njosodelujejo. V izrednih razmerah lahko lokalneoblasti poskrbijo za stabilnost in zagotavljajoobvladljivost ter obvladovanje razmer tako naregionalni kot na nacionalni ravni. Na tak način bimoralo biti mogoče z lokalne ravni graditi močnejšoregionalno, nacionalno in globalno oblast. Zzagotavljanjem kakovostnega delovanja občinskeoblasti se lahko javna politika na drugih ravnehoblasti korigira in izboljšuje, s tem pa celotensistem postane močnejši. Tak usklajen pristop bopomagal graditi zanesljivo, konsistentno oblast nalokalni, regionalni in državni ravni.
One of the great challenges that societies face today is the need to develop and maintain citizens’ confidence in their governments and their institutions. In this respect, local governments have an important role to play in creating sustainable local communities in which quality, cost effective and consistent public services help to promote sustainable economic prosperity and social justice at the local level, by deploying and interacting with national and regional policies in a consistent and compatible way. In extreme cases, local governments can provide stability and promote governability and governance when these are lacking at the regional or national level. In this way, it should be possible to build stronger regional, national and global governments working from the local level. By securing a high quality performance of the municipal government, public policies coming from other government levels can be corrected and improved, allowing the whole system to become stronger. This type of coherent approach will help build reliable and consistentr governments, at the local, regional and national level. Čeprav se potrebe in pričakovanja občanov vrazličnih delih sveta lahko precej razlikujejo, palokalne oblasti po vsem svetu dosegajo vednovišje ravni demokracije in pluralizma, ki od njihzahtevajo, da učinkovito in pregledno povečajosvojo sposobnost izvajanja pooblastil. Za to paje potrebno dobro vodenje različnih virov inprocesov, ki so na voljo lokalni oblasti, da bilahko delovala kot usklajen in učinkovit sistem.
Although the needs and expectations of local citizens can vary significantly in different parts of the world, local governments worldwide are experiencing higher levels of democracy and pluralism, which require them to increase their ability to carry out their mandates in an effective and transparent way. This in turn requires sound management of the different resources and processes available to local government in order for these to work together coherently and effectively as a system. Lokalna oblast je odvisna od občanov in najizpolnjuje njihove potrebe. Prav tako pa jelokalna oblast odvisna tudi od drugih ravnioblasti, kot so državne, nacionalne inmednarodne.
Local governments depend on their citizens and they should satisfy the citizen’s needs. But local governments also depend on other level of governments, such as state, national and international. Občani pričakujejo, da bodo njihovi skupnostizagotovljene vse storitve, varnost in zaščita,dobre ceste in javni prevoz, da bodo postopki pridobivanja dokumentacije enostavni, da bolokalna oblast pregledna, zdravstveni inizobraževalni sistem na voljo, infrastrukturaprisotna ter da bo zadovoljeno vsem potrebam.Občani čutijo, da jih lokalna oblast zastopa, daje okolje varovano. Prav tako se morajo občaniorganizirati v zveze, ki se osredotočajo napričakovanja in potrebe skupnosti ter se gledenjih strinjajo.
Citizens expect to have a community provided with all the services, safety and security, good roads, and public transportation available, there is easiness for document proceeding, local government is transparent, health and education systems available, infrastructure is present, all needs are satisfied. Citizens feel they are represented by local government, environment is protected. Citizens also need to organize in associations, in order to focus and agree on community expectations and needs.
SIST-TS IWA 4 : 2011
9Mednarodni organi skrbijo za svetovno politiko,pravno strukturo, globalno vizijo.
International bodies provide for world policies,legal structure, global vision. Ključna področja uspešnega delovanja lokalneoblasti so: – način komuniciranja s skupnostjo prekraziskav, skrinjice za predloge, spletnestrani, elektronske pošte, dopisov,zborovanj, zborničnih sestankov,zahtevkov, referendumov, volitev idr.,
– analiza SWOT pri skupnosti, prizdruženjih, notranja, pri višji veji oblasti, sprepoznavanjem poslanstva, vizije,strategije, ciljev, namer, ukrepov,odgovornih, – proces izboljševanja naj ima strukturiranpristop, kakršna je npr. metodologijaPDCA (planiraj, izvedi, preveri, ukrepaj), innaj se dosledno uporablja pri procesnempristopu za vse procese, – ustrezna zaščita stranke.
Key areas for effective operation of local governments are: – Communication means with the community, through surveys, suggestion box, website, email, letters, assemblies, chamber meetings, claims, referenda, elections among others. – SWOT analysis with the community, with associations, internal, with higher government, identifying a mission, vision, strategies, objectives, goals, actions, responsible. – Improvement process should follow a structured approach, such as “Plan-Do-Check-Act” (or PDCA) methodology, and should be applied consistently with the process approach for all processes. – Protect Client property. S sistemom vodenja kakovosti lahko lokalnaoblast usmerja in obvladuje svoje aktivnosti zazadovoljevanje potreb in pričakovanj lokalneskupnosti. V širšem pomenu ga sestavljaorganizacijska struktura skupaj s planiranjem,procesi, viri in dokumentacijo, potrebnimi zadoseganje ciljev kakovosti in zagotavljanjenenehnega izboljševanja proizvodov in storitev,ki se izvajajo. Kot podlaga za razvoj takegasistema je splošno razširjen in sprejet standardISO 9001:2008, Sistemi vodenja kakovosti –Zahteve. Z uspešnim izvajanjem tega sistemalahko lokalne oblasti zbujajo zaupanje pri svojihobčanih, da popolnoma razumejo njihovepotrebe in pričakovanja in da so jih sposobnedosledno in pravočasno izpolnjevati.
A quality management system is the way in which a local government can direct and control its activities, in order to satisfy the needs and expectations of the local community. Broadly, it consists of the organizational structure together with the planning, processes, resources and documentation that are needed to achieve the quality objectives, and to provide continual improvement of the products and services that are being provided. ISO 9001:2008 “Quality management systems – Requirements” has gained widespread acceptance as a basis for the development of such a system. Its effective implementation provides an excellent tool for local governments to be able to provide confidence to local citizens that their needs and expectations are fully understood and are capable of being met on a consistent basis and in a timely manner.
Ključne dokumente iz skupine standardov ISO9000 trenutno sestavljajo: – ISO 9000:2005, ki opredeljuje splošnekoncepte, načela, osnove in slovar zasisteme vodenja kakovosti,
– ISO 9001:2008, ki opredeljuje zahteve zasistem, da bo sposoben doslednoizpolnjevati potrebe in pričakovanjaodjemalcev (to so v našem primeruobčani), – ISO 9004.
The current key documents from the ISO 9000 family of standards consist of
– ISO 9000:2005, which sets out the concepts, principles, fundamentals and vocabulary for quality management systems in general, – ISO 9001:2008which sets out the requirements for a system to be able to consistently meet the needs and expectations of customers (who in this case are the local citizens), – ISO 9004.
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10Ta dogovor mednarodne delavnice je bilpripravljen z željo, da bi lokalnim oblastem povsem svetu omogočil dosleden pristop kvodenju kakovosti. Namenjen je "prevajanju”strokovnega jezika iz standarda ISO 9001:2008v jezik, ki je bolj uporabniško prijazen do ljudi,zaposlenih v lokalni oblasti. Pri tem je namenspodbujati in olajšati uporabo standarda ISO9001:2008 v lokalni oblasti. Ker pa sospecifične okoliščine lokalnih oblasti v različnihregijah in kulturah nujno različne, je pomembnopoudariti, da ni enega samega predpisaneganačina za izvajanje sistema vodenja kakovosti,ki temelji na standardu ISO 9001:2008.Posamezne lokalne oblasti morajo sameprilagoditi primere iz tega dogovoramednarodne delavnicesvojemu stanju in okoliščinam.
This International Workshop Agreement has been prepared in order to provide local governments worldwide with a consistent approach to quality management. It aims to “translate” the technical language of ISO 9001:2008 into language that is more user-friendly for people who are involved in local government. In doing so, the intent is to stimulate and facilitate the use of ISO 9001:2008in local government. However, since the specific circumstances of local governments in different regions and cultures will necessarily be different, it is important to recognize that there is no single prescribed way of implementing a quality management system that is based on ISO 9001:2008. It is up to individual local governments to adapt the examples that are provided in this International Workshop Agreement for their own particular situation and circumstances. Nekatere lokalne organizacije so sicer lahko ledelno uvedle standard ISO 9001:2008 zaspecifične storitve, medtem ko je cilj tegadogovora mednarodne delavnice pospeševaticelovito uporabo standarda pri vseh storitvah, kise izvajajo, vključno z morebitnimi zahtevami zadelo v posebnih razmerah. V dodatkih k temudogovoru mednarodne delavnice je nekajprimerov storitev in z njimi povezanih procesov,za katere bi si lokalne oblasti moraleprizadevati, ter enostavna metodologija zaocenjevanje stopnje njihove uspešnosti inzrelosti.
Although some local government organizations may have implemented ISO 9001:2008partially, for specific services, the objective of this International Workshop Agreement is to promote the use of the standard on an integral basis throughout the whole range of services provided including any contingency requirements. The Annexes to this International Workshop Agreement provide some examples of the services and associated processes that local governments should strive to provide, and a simple methodology by which to assess their degree of effectiveness and maturity. Za doseganje cilja zanesljive, odzivne inpregledne lokalne oblasti ni treba pridobiticertifikata ISO 9001:2008, čeprav to regionalneali nacionalne oblasti mogoče spodbujajo. Pravtako skladnost s standardom ISO 9001:2008 nisama sebi namen – ko lokalna oblast dosežeraven, ki ji omogoča izvajanje konsistentnih,skladnih storitev za lokalno skupnost, naj odskladnosti preide na kakovost delovanja inrazmisli o uporabi standarda ISO 9004 in/alidrugih modelov odličnosti za izboljšanje svojecelotne učinkovitosti.
In order to achieve the objective of a reliable, responsive and transparent local government, it is not necessary to seek certification to ISO 9001:2008, although this might be encouraged by regional or national government initiatives. Nor should conformity to ISO 9001:2008be regarded as a final objective in itself – once a local government has achieved a level that allows it to provide consistent, conforming services to the local community, it should look beyond conformance to performance, and consider the utilization of ISO 9004 and/or other excellence models to improve its overall efficiency. Ustrezne stopnje izvajanja sistema vodenjakakovosti in vloga tega dogovora mednarodnedelavnice so razvidne iz shematičnega prikazana sliki 1.
The relative stages in the implementation of a quality management system and the role of this International Workshop Agreement can be seen schematically in Figure 1 below.
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11Slika 1: Shematični prikaz položaja tega dogovora mednarodne delavnice
Figure 1 – Schematic diagram to show the positioning of this International Workshop Agreement Cilj tega dogovora mednarodne delavnice je vzpostaviti smernice za pomoč lokalnimoblastem pri razumevanju in uvajanju takegasistema vodenja kakovosti, ki izpolnjuje zahtevestandarda ISO 9001:2008, da bi se zadovoljilipotrebe in pričakovanja občanov. V dodatku Aso informacije o nekaterih tipičnih procesih v lokalni oblasti, medtem ko je v dodatku Bopisan diagnostični model, ki se lahko uporabiza izhodišče pri uvajanju celovitega sistemavodenja kakovosti v zanesljivo lokalno oblast.
The objective of this International Workshop Agreement is to establish guidelines to help local governments understand and implement a quality management system that meets the requirements of ISO 9001:2008, in order to meet the needs and expectations of its citizens. Annex A provides information about some typical local government processes, and Annex B gives a description of a diagnostic model that can be used as a starting point for the implementation of an integral quality management system for a reliable local government.
OPOMBA 1: Posamezne točke ISO 9001:2008so zapisane v okvirju iz neprekinjene črte in vpokončnem tisku. Ustrezno besedilo tegadogovora mednarodne delavnice
jezapisano v poševnem tisku in ni v okvirju. OPOMBA 2: Tudi slika 1 iz standarda ISO 9001:2008je v okvirju iz neprekinjene črte. OPOMBA 3: Za lažje razumevanje modelov odličnostiglej dodatek A k standardu ISO 9004"Orodje za samovrednotenje" ter modelenacionalnih nagrad za kakovost.
NOTE 1: Each clause of ISO 9001:2008 is bordered with a continuous and solid line with normal font. The text corresponding to thisInternational Workshop Agreement is shown in italics, without a border. NOTE 2: Figure 1 of ISO 9001:2008 is also bordered with a continuous and solid line. NOTE 3: For a better understanding of excellence models. See Annex A of ISO 9004 ´An auto evaluation tool´, and the national quality prizes models. 0.1
Splošno
0.1
General Privzem sistema vodenja kakovosti naj bo strateška odločitev organizacije. Na snovanje in izvajanje sistema vodenja kakovosti organizacije vplivajo: a) njeno organizacijsko okolje, spremembe v tem okolju in tveganja v povezavi s tem okoljem, b) njene spreminjajoče se potrebe, c) njeni posebni cilji, d) proizvodi, ki jih ponuja, e) procesi, ki jih izvaja, f) njena velikost in organizacijska struktura.
The adoption of a quality management system should be a strategic decision of an organization. The design and implementation of an organiza-tion's quality management system is influenced by: a) its organizational environment, changes in that environment, and the risks associated with that environment; b) its varying needs; c) its particular objectives; d) the products it provides; e) the processes it employs; f) its size and organizational structure.
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12Namen tega mednarodnega standarda ni, da bi zahteval enotno strukturo sistemov vodenja kakovosti ali poenotenost dokumentacije.
It is not the intent of this International Standard to imply uniformity in the structure of quality mana-gement systems or uniformity of documentation. Zahteve za sistem vodenja kakovosti, specificirane v tem mednarodnem standardu, so dopolnilo zahtevam za proizvode. Besedilo, označeno z "OPOMBA", predstavlja napotek pri razumevanju ali razjasnitvi zahtev.
The quality management system requirements specified in this International Standard are complementary to requirements for products. Information marked "NOTE" is for guidance in understanding or clarifying the associated requirement. Ta mednarodni standard lahko uporabljajo notranje ali zunanje stranke, vključno s certifikacijskimi organi, za ocenjevanje sposobnosti organizacije glede izpolnjevanja zahtev odjemalcev, zakonodaje in regulative, ki se nanašajo na proizvod, in zahtev, ki si jih postavi organizacija sama.
This International Standard can be used by internal and external parties, including certification bodies, to assess the organization's ability to meet customer, statutory and regulatory requirements applicable to the product, and the organization's own requirements. Pri razvoju tega mednarodnega standarda so bila upoštevana načela vodenja kakovosti, pojasnjena v ISO 9000 in ISO 9004.
The quality management principles stated in ISO 9000 and ISO 9004 have been taken into consideration during the development of this International Standard. 0.1
Splošno
0.1
General Namen teh splošnih smernic je pomagatiorganizacijam lokalne oblasti povezovati načelavodenja kakovosti, kot so opisana v skupinistandardov ISO 9000, s prakso in terminologijo,ki se na splošno uporablja v povezavi z lokalnooblastjo.
The present general guidelines aim to help local government organizations relate the concepts of quality management as described in the ISO 9000 family of standards with the practice andterminology commonly employed in thelocal government context. Pričakuje se, da bodo zaposleni, uslužbenci inpredstavniki lokalne oblasti sprejeli, razumeli inuporabljali kratko- ali srednjeročni razvojni planali program dela. Vendar pa sam plan oziromaprogram še ne zagotavlja, da bodo potrebe inpričakovanja lokalne skupnosti izpolnjeni, če soprocesi, potrebni za uspešno izvajanje takihplanov oziroma programov, pomanjkljivi ali čejih sploh ni. Izdelavo tega vodila, ki naj bi bilovpomoč lokalnim oblastem pri uvajanjuuspešnega sistema vodenja kakovosti, je spodbudila prav potreba po izognitvi takimpomanjkljivostim,
It is expected that a development plan or work programme in the short or medium term is received, understood, and applied by the employees, officers and representatives of the local government. However, the plan or programme itself does not ensure that the needs and expectations of the local community will be covered if the processes needed for the effective implementation of such plans or programmes are deficient or nonexistent. The need to avoid these deficiencies has motivated the elaboration of this guide to help local governments in the implementation of an effective quality management system, To vodilo ne zahteva zunanjega certificiranjasistema vodenja kakovosti, čeprav se lokalneoblasti lahko odločijo za pridobitev certifikataISO 9001:2008, če želijo. Z notranjo presojokakovosti je mogoče overjati skladnost zzahtevami skupaj z obvladovanjem reklamacijali pritožb odjemalcev, uporabnikov, občanov inlokalne skupnosti na splošno.
Certification of the quality management system by external parties is not a requirement of this guide, though local governments may choose to seek certification to ISO 9001:2008 if they wish. Internal quality audits can provide the verification of compliance with the requirements, in conjunction with the control of complaints or claims from customers, users, citizens and the local community in general.
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13Na vsak sistem vodenja kakovosti vplivajorazlične politike, cilji, različne delovne metode,razpoložljiva sredstva in upravna praksa, ki sospecifični za vsako lokalno oblast. Zato je pričakovati, da se bodo posamezni sistemivodenja kakovosti v posameznih lokalnihoblasteh razlikovali v podrobnostih. Apomembna ni podrobna metoda izvajanjasistema vodenja kakovosti; pomembno je, dadaje uspešne, konsistentne in zanesljiverezultate. Da bo sistem vodenja kakovostilahko pravilno deloval, naj bo čim enostavnejši.Biti mora dovolj razumljiv, da bo uresničevalpolitiko in cilje kakovosti lokalne oblasti.
Any quality management system will be influenced by the different policies, objectives, diverse work methods, resource availability and administrative practices that are specific for each local government. Therefore, it may be expected that the details of each quality management systems will vary in each local government. It is not the detailed method of implementation of the quality management system that is important; what matters is that it yields effective, consistent and reliable results. The quality management system should be as simple as possible in order to function properly. It needs to be understandable enough to meet the policies and quality objectives of the local government. Standard ISO 9000:2005 (Sistemi vodenjakakovosti – Osnove in slovar) navaja, da jeorganizacija lahko uspešna le, če je sistematičnoin pregledno vodena in nadzorovana. To šeposebej velja za lokalno oblast, saj stapreglednost in odgovornost bistveni, če si želipridobiti zaupanje občanov. Uspeh bo trajen le,kadar bo temeljil na izvajanju celovitega sistemavodenja kakovosti, ki bo upošteval potrebe inpričakovanja vseh zainteresiranih strani. Zato bimoral sistem vodenja kakovosti zanesljive inuspešne lokalne oblasti zajemati vse aktivnostiin procese, ki lahko vplivajo na njenosposobnost zadovoljevati potrebe "odjemalcev"/občanov kakor tudi drugih zainteresiranihstrani, kot so npr. regionalne ali državne oblasti.
ISO 9000:2005 (Quality management systems – Fundamentals and vocabulary) states that, in order for an organization to be successful, it needs to be guided and controlled in a systematic and transparent way. This is particularly true for local government, where transparency and accountability to its citizens are vital in order to gain their trust and confidence. Sustainable success will only result from the implementation of an integral quality management system that addresses the needs and expectations of all interested parties. The quality management system of a reliable and successful local government should therefore cover all activities and processes that can affect its ability to satisfy the requirements of its “customers”/citizens as well as those of other interested parties, such as regional or national governments. 0.2
Procesni pristop
0.2
Process approach Ta mednarodni standard spodbuja privzem procesnega pristopa pri razvijanju, izvajanju in izboljševanju uspešnosti sistema vodenja kakovosti z namenom, da bi se z izpolnjevanjem zahtev odjemalcev povečalo njihovo zadovoljstvo.
This International Standard promotes the adoption of a process approach when developing, implementing and improving the effectiveness of a quality management system, to enhance customer satisfaction by meeting customer requirements. Da bi organizacija delovala uspešno, mora opredeliti in voditi številne povezane aktivnosti. Aktivnost ali skupek aktivnosti, ki uporabljajo vire in ki se vodijo z namenom, da omogočijo spremembo vhodov v izhode, se lahko obravnava kot proces.
Izhod enega procesa pogosto tvori vhod v drugi proces.
For an organization to function effectively, it has to determine and manage numerous linked activities. An activity or set of activities using resources, and managed in order to enable the transformation of inputs into outputs, can be considered as a process. Often the output from one process directly forms the input to the next. Uporabo sistema procesov znotraj organizacije, vključno z njihovo identifikacijo, medsebojnimi vplivi in njihovim vodenjem z namenom ustvariti želeni rezultat, lahko poimenujemo “procesni pristop“.
The application of a system of processes within an organization, together with the identification and interactions of these processes, and their management, can be referred to as the "process approach".
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14Prednost procesnega pristopa je v tem, da omogoča nenehni nadzor nad povezavami med posameznimi procesi znotraj sistema procesov kot tudi nad njihovimi kombinacijami in medsebojnimi vplivi.
An advantage of the process approach is the ongoing control that it provides over the linkage between the individual processes within the system of processes, as well as over their combination and interaction. Pri uporabi znotraj sistema vodenja kakovosti tak pristop poudari pomen: a) razumevanja in izpolnjevanja zahtev, b) potrebe po obravnavanju procesov z vidika dodane vrednosti, c) pridobivanja rezultatov delovanja in uspešnosti procesov, d) nenehnega izboljševanja procesov na osnovi objektivnih merjenj.
When used within a quality management system, such an approach emphasizes the importance of
a) understanding and meeting requirements, b) the need to consider processes in terms of added value, c) obtaining results of process performance and effectiveness, and d) continual improvement of processes based on objective measurement. Slika 1 prikazuje model sistema vodenja kakovosti, ki je osnovan na procesih. Model ponazarja procesne povezave, kot so predstavljene v točkah od 4 do 8. Slika prikazuje, da imajo odjemalci pomembno vlogo pri določanju vhodnih zahtev. Spremljanje zadovoljstva odjemalca zahteva ocenjevanje informacij o njegovem zaznavanju, ali je organizacija izpolnila njegove zahteve. Model, prikazan na sliki 1, pokriva vse zahteve tega mednarodnega standarda, vendar ne prikazuje procesov podrobneje.
OPOMBA: Poleg zgoraj opisanega se lahko pri vseh procesih uporabi metodologija, poznana kot "Planiraj–Izvedi–Preveri–Ukrepaj" (PDCA). PDCA lahko na kratko opišemo na spodaj navedeni način.
The model of a process-based quality management system shown in Figure 1 illustrates the process linkages presented in clauses 4 to 8. This illustration shows that customers play a significant role in defining requirements as inputs. Monitoring of customer satisfaction requires the evaluation of information relating to customer perception as to whether the organization has met the customer requirements. The model shown in Figure 1 covers all the requirements of this International Standard, but does not show processes at a detailed level. NOTE In addition, the methodology known as "Plan-Do-Cheek-Act" (PDCA) can be applied to all processes. PDCA can be briefly described as follows. Planiraj: Vzpostavi cilje in procese, potrebne za doseganje rezultatov, v skladu z zahtevami odjemalcev in načeli organizacije.
Izvedi: Izvajaj procese. Preveri:
Nadzoruj in meri procese in proizvod glede načel, ciljev in zahtev za proizvod ter poročaj o rezultatih.
Ukrepaj: Ukrepaj tako, da se delovanje procesa nenehno izboljšuje.
Plan: establish the objectives and processes necessary to deliver results in accordance with customer requirements and the organization's policies. Do: implement the processes. Check: monitor and measure processes and product against policies, objectives and requirements for the product and report the results. Act: take actions to continually improve process performance.
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15OdjemalecMerjenje, analizein izboljševanjeMerjenje, analizein izboljševanjeVodenjevirovVodenjevirovNenehno izboljševanje sistema vodenja kakovostiNenehno izboljševanje sistema vodenja kakovostiOdjemalecZadovoljstvoOdgovornostvodstvaOdgovornostvodstvaZahteveVhodRealizacijaproizvodaRealizacijaproizvodaProizvodIzhod Legenda Aktivnosti, ki dodajajo vrednost Tok informacij Slika 1: Model sistema vodenja kakovosti, zasnovan na procesih (ISO 9001:2008)
CustomerMeasurementanalysis andimprovementMeasurementanalysis andimprovementResourcemanagementResourcemanagementContinualimprovementof thequalitymanagement systemContinualimprovementof thequalitymanagement systemCustomerSatisfactionManagementresponsibilityManagementresponsibilityRequirementsInputProductrealizationProductrealizationProductOutput Key Value-adding activities Information flow Figure 1 – Model of a process-based quality management system (ISO 9001:2008) 0.2
Procesni pristop v lokalni oblasti
0.2 Process approach in local governmentDa bodo lokalne oblasti lahko sprejele procesnipristop, je pomembno, da prepoznajo različnevrste procesov, ki so potrebni za zagotavljanjezanesljivih storitev njihovim odjemalcem/"občanom". Vključene so različne vrsteprocesov, od vodstvenih, poslovnih, podpornihdo osrednjih procesov, potrebnih za izvajanjestoritev lokalne oblasti. Za definicijo različnih vrstprocesov, ki se v glavnem uporabljajo v lokalnioblasti, glej točko 3.6.
For local governments to be able to adopt a process approach, it is important for them to be able to recognize the different kinds of process that are needed for them to provide reliable services to their customers/”citizens”. There are various kinds of process involved, including management, operational, and support proces-ses, as well as the core processes needed to provide the local government’s services. See 3.6for definition of the various types of process commonly used in local government. Pri vsakem procesu naj bo mogoče identificirati: – kdo je odjemalec (kdo je prejemnikrezultatov procesa). To je lahko notranjiodjemalec z drugega področja iste lokalneoblasti ali zunanji odjemalec, npr. občan, kiprejema storitev,
– kateri so glavni vhodi v proces (na primerinformacije, zahteve zakonodaje in/aliregulative, politika nacionalne in/aliregionalne oblasti, material, energija,človeški in finančni viri), – kakšni so želeni rezultati (na primer,kakšne so karakteristike storitve, ki naj bibila izvedena), – kakšen nadzor je potreben za overjanjedelovanja procesa in/ali rezultatov, – kakšen je medsebojni vpliv z drugimiprocesi lokalne oblasti (rezultati enegaprocesa ponavadi tvorijo vhode v drugeprocese).
For each process, it should be possible to identify: – Who is the customer? (Who receives the output from the process?). This might be an internal customer, within another area of the same local government, or an external customer such as a citizen who is receiving a service – What are the main inputs
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