4. partnerships and resources 4.a. external partnerships ... · external partnerships are managed...

34

4. PARTNERSHIPS AND RESOURCES

4.a. External partnerships are managedThe concept and the practice of managing partnerships lie at the core of the Mission of our organisation, as evidenced by the followingreference: “NSF promotes co-operation with physical and legal persons who contribute to the development of its mission ...”. One ofthe CSF of the organisation is also identified as “Ability to establish relationships with others (organisations, individuals, etc.) and toidentify potential areas of collaboration.” (Networks and Partnerships). As we have grown and progressed towards excellence, wehave gradually improved our approach from our original volunteer-based action to the systematic implementation and review of a keyprocess for the management of all NSF relationships (sub-crit. 1.c).After several reviews, and as a result of the progress made by NSF in process-based management, 2000 saw the setting up of a pro-cess entitled “Manage External Partnerships” so as to systematise, reinforce, structure and set down in explicit terms this CSF whichhas been so vital in the history of NSF. This process is subjected to PDCA cycles to keep it focused and maintain ongoing internal andexternal learning through a mixed team (contributions from representatives of society, Friends, etc.)

Learning& Reviews

Training inEFQM & com-mitment to theprinciples ofTotal Quality

Self-assessment,learning & sup-port from exter-nal consultant atKPMG in revie-wing P&S

Regular processreviews.Ongoing legalsupport

Externalassessment

Improvements in Structure of External Relationships

Setting up of Novia Salcedo as anAssociation with 60 membersSetting up of Novia Salcedo Fundaciónand establishment of the BG (1990- )New structure of relationships with thesetting up of a Steering Committee(1996-99)

Setting up of a work group to work onthe BSL “Creation of Partnerships andNetworks and Impact on Society”.

Setting up of a Committee of ExternalExperts (senior volunteers) (1998-2000)

Development of a unique, innovative,pioneering structure of co-operationbetween NSF and businesses for recruit-ment of young people (1998- ).

Setting up of the Staff SupportCommittee (sub-crit. 1.a)Setting up of “Friends of NSF” (*) (2000- )Strategic partnership with MBNComunicaciónDefinition & start-up of the process“Manage External Partnerships”

Year

1980

1990

1996

1998

2000

Value Added

Payment of membership feesOne-off collaborations by membersConsolidation of the project and professionalisationContributions of members of the BGContributions by representatives of society to the strategyand course of NSF.• Strategic agreement with El Correo (the biggest sellingdaily newspaper in Bizkaia with 400,000 readers) to rein-force presence in society• Start-up of the business development programme foryoung peopleReflection & drawing up of a development plan on therelationships of NSF (image, prestige, networks & part-nerships)

Contributions to the business creation programme (pro-gramme funded by the European Social Fund and stagedin collaboration with a US service provider)The partner company makes a tax deductible contribution(donation) to the Foundation. NSF uses that donation tofind employment for young degree and diploma holders,who are provided with grants and the chance to obtainwork experience as trainees at the company to which theyare assigned.70% of NSF income comes from the 262 businesses withwhich collaboration agreements have been signed. Thesebusinesses make donations to NSF so that young peoplecan be placed in career-based employment.75% of the young people involved in this collaborationfind workNSF has been identified as a role model for public/privatesector collaboration by the Association for theRevitalisation of Metropolitan Bilbao.Support for staff.

Physical persons or organisations, customers, suppliers,society, etc. register as Friends of NSF and undertakevoluntarily to collaborate with the Foundation throughtheir work, infrastructure, knowledge and experience,management and organisational skills and/or monetarycontributions.

PROCESS MISSION “Manage External Partnerships” : Identify, manage and achieve key partnerships which can help attainresults to 2005 (economic and financial, presence in society, value added for external and internal customers) in accordance withpolicies and strategies, with a win-win culture. In other words, ensure the survival of the Foundation.

• The objectives for 2005 envisage increasing the number of partnerships to reinforce the identity of NSF and its presence insociety, and to fulfil our mission by developing products and services (Fig. 9.b.12)

Since it was founded, the Foundation has carried out various reviews and implemented actions to structure its numerous relationships.The success of this approach is evidenced by the increase in relationships with physical and legal persons from 60 members in the1980’s to the current network of almost 500 active collaborators committed to our mission. In a not-for-profit organisation (NfPO) suchas our Foundation, which is committed to the common good, relationships with customers, institutions and collaborating suppliers giverise to an added commitment over and above mere commercial transactions on the part of trading companies. An approach based oncustomer partners, supplier partners and institution partners makes more sense for NSF.

Fig. 4.a.2

Fig. 4.a.1

PREMIO-INGLES con texto 13/3/03 10:19 Página 34

35

Improvement ofexternal assess-ment Meeting of tar-gets setSurvey ofFriends of NSFProcess appro-ach review.Review ofpolicy, strategyand goals inregard to part-nerships

Event in honour of Friends and awardingof diplomas at the Sociedad BilbaínaClub (sub-crit. 1.c)Newsletter distributed to 3000 people andinstitutions representative of the socio-economic, political and institutionalfabric of societyIncorporation of new Friends into theprocess team.Establishment of new channels of com-munication with Friends of NSF.Adjustments to survey on how the actionsof the Foundation are perceived bysociety.

2001

2002

Systemising of external recognition of interest groups. Reinforcement of external image and creation of networks.

60 of the 152 registered Friends were active in 2002.

(*) The Friends of NSF have always been a part of the culture of our organisation, and many achievements have been made bymobilising relationships and obtaining the support of Friends.By setting up the system of “Friends of NSF” we created a group that can provide support for the actions of NSF and act as a dri-ving force for innovation by contributing ideas, relationships and projects. The Friends are representative of society as a whole,and include both public institutions and private bodies. NSF also has Friends abroad (New York, Mexico, Italy, Nevada, Germany,Ireland, Chile, Uruguay and the USA) and in other areas of Spain (Valencia, Barcelona, La Rioja, Zamora, Madrid), a total of 151registered Friends, of whom 60 were active in 2002) (Fig.9.b.3 & 9.b.4).The following table provides evidence of how these factors are deployed.

See partnership tables in sub-crit. 4.d. & 5.c. (improvements and new products resulting from partnerships).

ProjectAccreditation as an approvedEuropean Computer DrivingLicence (ECDL) centre

PartnersFundación ECDL, CEBEK,Schools:

• Lauaxeta Ikastola, • Jesuitas Ikastetxea, • Politeknika Ikastegia Txoriherri,

Value Added/ InnovationNSF has pioneered the acquisition in theBasque Country of know-how in ECDLproducts and their distribution to youngpeople and schools.

Networks Created and Partners for the Development of Programmes and Services (statement for 2002).

Partners(extract)MBNComunicación

Telefónica,FundaciónEuskoiker,ETSIIT,Softec, Labein, Tecnalia, VirtualCampus (Univ. ofthe BasqueCountry)36 e-user customersMegatraining,Professional ser-vices Prospektiker

SchumanAssociates

386 co-operationagreements forwork placementfor young graduates

Stakeholders

Supplier company &Friend

Supplier companies

Supplier company -Friend

Supplier company

Companies / organisa-tions / institutions &young customers

Impact on the Supply Chain

Impact on all processesat NSF.Presence in SocietyCorporate image

Impact on “ManageYoung Customers”processImpact on “InnovateProducts & Markets”process

Impact on “InnovateProducts & Markets”process

“Young Customer andJob Finder Company”process

Improvement InnovationValue AddedDissemination of NSF services (sub-crit. 5.d)Website designSetting up of a joint team (supplier/NSF) with activemonthly meetingsImprovements in communication of significant informa-tion from NSF (P&S, plans, etc.) to internal and externalstakeholders (BG documents, institutional events, newslet-ters, etc.)

Development of an innovative, systematic method forcompiling and analysing external information sources(Youth Trendwatch XXI System) which is used as thebasis for drawing up NSF P&S (sub-crit. 2.a)Drawing up and dissemination of reports with social inte-rest.Selection & gathering of information from EU bodies.Access to European funds Development of partnership arrangementsRepresentative functions in Brussels.203 companies have made donations totalling €928,110.88to NSF to enable us to arrange for young people to under-go work experience under collaboration grants.

Partnerships in the key process e-user or Technology Customer are based on joint-ventures which make forhigh value added contributions to our services (sub-crit. 4.d)

sub-crit. 4.d.

Fig. 4.a.3

Fig. 4.a.4


36

Vaderegio: EuropeanConsortium for the develop-ment of Corporate SocialResponsibility (CSR) inregional governments

“e-professionals for SME”training process

Local Agenda 21

Dept. of Economic Promotion of the Bizkaia RegionalCouncil, European Union, Scottish agenda on EuroAsociaciones (Italy), UNICEF, Trivisi Project(Belgium), DG for Employment & Social Affairs of theEuropean Commission (Dominique Be), Grupo Alfa,Knowledge Cluster, CSR Europe SME Co-ordination(Madhavi Bhatt), IKEI, SEA (Alava Employers’Association), Euskalit, etc.Basque Govt. Dept. of Justice, Employment and SocialSecurityDept. of Training and Employment of the BizkaiaRegional CouncilEuropean Social FundCEBEKIHOBEBasque Govt. Dept. of the EnvironmentRegional Council of BizkaiaNetwork of town hallsNetwork of businesses

Pioneer in the introduction of the CSRconcept in the Basque Country and establishment of a public/private sectorpartnership.

Re-skilling in technologies of youngwomen with degrees in humanities.Reinforcing of the process of digitisingSME in Bizkaia.

Programme of support for environmentaldevelopment and ISO 14001 in busines-ses and public institutions through thetraining of young people who help orga-nisations to develop their plans.

Partnership

Membership of the governing board of Dema (Employers’Association)Membership of the Basque Govt. Youth Observatory

Bilbao Metrópoli 30 (Association for the development of thecity of Bilbao)

AED (Association of Female Employers and Managers)

Knowledge Cluster

Euskalit. (Basque Quality Foundation)

APD (Association for Business Development)OIAE, International Office for Welcoming of Students(University of the Basque Country (UPV) and University ofDeusto Real Sociedad Bascongada de los Amigos del País (RoyalSociety of Friends of the Basque Country) (RSBAP)Fundare, Foundation of Foundations

INEM (Spanish Labour Ministry)

Reason/ Relationship

NSF invited to participate byregional public institutions

Members

Invited to join

Invited to join

Collaborating partners

MemberFounder member, promoters andmanagers

Member

Promoter

Collaborator agency with INEM

Value Added/InnovationPresence of NSF in society.Collaboration with public insti-tutions in their programmes foryoung people.Participation in the deploymentof actions in the strategy for therevitalisation of metropolitanBilbaoHigh percentage of women onthe NSF workforceAccess to knowledge of advan-ced management techniquesDissemination of the concept ofmanagement of excellenceamong young people andsociety in generalAccess to ongoing trainingProvision of accommodation &infrastructures for young peoplefrom the EU and South AmericaPresence in society

Promotion of Foundations as aform of organisation, and oftheir role in societyFinding employment for youngpeople in the Basque Country

Permanent Active Stakeholdings in Other Organisations (Clusters, Clubs, Associations, etc.)

NSF has also developed a process for the management of all its relational capital, with a total of 3000 records of people and institu-tions with which NSF maintains relationships, and to which it reports its strategies and actions. That relational capital is updated inline with the P&S and enriched through the action of all the organisation’s people.To ensure cultural compatibility with partner organisations, all relationships are based on a PDCA improvement cycle under the super-vision of the process owner.

SuppliersMaterials and services from suppliers account for just 21% of the total spending budget of NSF, so they do not constitute a key pro-cess. Nevertheless, the process is subject to regular review and improvement, managed firstly by the owner of each customer processand subsequently by our process “Manage Suppliers”

P (Plan)• Define partnership strategy• Visit & meetings, contact to detect potential common inte-rests & ensure cultural compatibility• Decision as to possible partnership & analysis of impact onCSF of NSFC (Check)• Monitoring through indicators• Review of whether management model, common culture &win-win principles are being followed.

D (Do)• Signing of agreement (when relevant) & setting up of commonprojects• Creation of a team & designation of a person responsible for wor-king towards the objectives established.• Taking advantage of synergies A (Act)• Implementation of improvements• Learning, which is then standardised for other partnerships• Management of synergies between group partnerships

Fig. 4.a.5

Fig. 4.a.6


37

NSF is aware of the value and importance of systematic management of continuous improvement of suppliers, with a view to ensu-ring optimum quality, costs and results in supplies which will eventually benefit our own external customers. Within our “ManageSuppliers” process, suppliers are selected who are:

• in tune with the mission and values of NSF;• capable of delivering the services or products that NSF has decided strategically to offer its customers,• capable of drawing up common commitments to allow a win-win culture to be set up, and• able to enter into a relationship based on confidence and total transparency of information.

The process drawn up enables us to:• identify our suppliers specifically and in detail, along with the products and services they supply,• reinforce our links through integrated relationships and management,• set up co-operation agreements, and• encourage quality management at our suppliers (so that we learn together in quality).

NSF uses survey results to improve its working groups. In 2000, a system was drawn up with suppliers for measuring their degree ofsatisfaction, thus enabling services to be improved. Since a review cycle in 2002, the work of suppliers has come to be assessed throughpersonal interviews and joint reviews of annual objectives.

ClassificationBuildings

Office equipment, teachingmaterials, consumables andcomputer equipment

Internet, IT equipment &telephonesE-user Customer suppliersExternal communication(graphic arts, NSF image, e.g.logo, presentations, newslet-ters, etc.)Teachers for young customersprocess

Teachers for internal training

Innovation process consultants

SuppliersBizkaia Regional Council,Official Institute of PhD andBachelor’s Degree Holders(“Colegio Oficial de Doctoresy Licenciados”)Palacio EuskaldunaConference CentreCorreosCianoplanTeknimap FasprintMattio On line, S.A.GoyaMensajeros EuskadiTelefónica Fundación Euskoiker

MBN Comunicación

Megatraining Norte, S.A.Item Isotec ConsultingBakeazConcord IdiomasProfessional ServicesSchuman Associates,Prospektiker

Selection CriteriaPrice, service

Standard of service, features ofservice, price

Standard of service, features ofservice, price

Service, win-win cooperation.

Qualifications, availability,price, experience & youngprofessionals

Necessary skills, time-tableavailabilityAdded value & win-win co-operation

Assessment (sub-crit. 9.b)Satisfaction surveys.Meetings

Monitoring of process indica-tors

Regular meetings.Monitoring of process indicators

Process indicatorsAnnual assessment reports.Monthly assessment meetings.

Satisfaction indicators Process indicatorsSatisfaction survey.

Process indicators

Process indicators

Reviews of each partnership under PDCA cycles are carried out by the process owner responsible, according to the guidelines of theprocess “Manage Partnerships at NSF”. This information is analysed in P&S reviews and business plans through regular reviews bythe KPC and the BG. Management of partnerships at NSF has created most of the organisation’s services and products as a result ofits culture (sub-crit. 5.c & 5.d). This culture reinforces creative talent for improvement through training together with team leaders,who teach people how to structure relations with partners so as to create new value added services (sub-crit. 9.b).

4.b. Finances are ManagedAlthough NSF is a not-for-profit organisation, it manages its financial resources through a process which is identified as key. Theprime objective is not just to be economically profitable but also to consolidate the organisation’s financial structure in order toensure it can fulfil its mission in the future. This has therefore been identified as a CSF from the outset (CSF no. 4 “FinancialSustainability: Understanding of the need to achieve a certain level of profitability to contribute to the sustainability of the orga-nisation, and that all activities are cost accountable and need to be financed”) and as a BSL subject to PDCA and continuousimprovement.The key process known as “Manage Finances” breaks down into 5 further processes with their own indicators and objectives:“Manage the Treasury”, “Manage Administrative and Accounting Improvements”, “Follow Cost Estimates”, “Book-keeping” and“Collaborate in External Audits”. All these processes are subject to PDCA cycles of review and continuous improvement. NSF hasidentified the stakeholders in this process and their requirements with a view to achieving their full satisfaction. The stakeholders inthis process include NSF people, the BG, Financial institutions, Suppliers, Partners and Friends and the Protectorate for Foundations.The mission of the process to support P&S can be summed up as follows:

• Ensure at all times that the resources required to carry out the activities of the organisation are available.

Fig. 4.a.7


38

• Execute the investment plans envisaged to achieve strategic objectives.• Provide regular information on developments in the financial statements so that up-to-date information is available on the run-

ning of the organisation and the degree to which objectives are being met, enabling decisions affecting the various areas of theorganisation to be made.

• Focus efforts on achieving the quantified goals for 2005, in terms of the financial results in the following table:

Quantified Goals 2005 Achieved Objective Objective Objective2002 2003 2004 2005

2-3% surplus on volume of activity €2,448.00 €59,478.15 €61,815.67 €66,000.00 Equity of €540,000 €352,904.64 €412,382.79 €474,198.46 €540,000.00 Increase budget to 3M euros €1,995,719.67 €2,676,002.83 €2,809,802.97 €3,000,000.00

70% from corporate sources €1,436,918.16 €1,926,722.04 €2,023,058.14 €2,100,000.00 Diversify funding sources 10% from young people €99,785.98 €133,800.14 €140,490.15 €300,000.00

20% from public institutions €459,015.52 €615,480.65 €646,254.68 €600,000.00

1996 2002From corporate sources 61% 72%From young people 5% 5%From public institutions 34% 23%

From corporate sources 70%From young people 10%From public institutions 20%

Ultimate financial responsibility for the organisation lies (by law) in the hands of the BG. One person chosen by the Board and one byManagement led an improvement team which worked to increase the organisation’s financial solidity in 2000 and 2001. After a reviewof the functions of the BG, an improvement was made: a Technical Committee was set up to do this job. The same committee nowmanages risks to financial resources on the basis of a process. The participation, training and empowerment of team members in finan-cial matters is an objective of NSF (Fig.1.a.8). 78.3% of people in 2002 considered that NSF was working coherently in terms of financial sustainability. In 2002, 95.7% of the work-force indicated that they were satisfied with the information they received on the financial results of the Foundation, compared to just40% in 1996.Reports on the audits undergone voluntarily every two years confirm that financial resources are managed in a way that reflects trans-parency and matches the financial and accounting statements. To confirm that activities subsidised by public institutions are actuallycarried out, specific programme audits are performed, e.g. on the guidance programme for unemployed women graduates (equal oppor-tunities), the programme of support for young entrepreneurs and creation of businesses and the placement agency. Positive reports havebeen submitted in all these cases.NSF evaluates investment in tangible and non-tangible assets through an annual investment plan (covering mainly IT equipment). Thisplan is reviewed and approved by the KPC. Major, long-term investments such as the Foundation’s new offices are analysed and appro-ved by the BG. The effectiveness of our approach is shown by the trends in the financial results of the Foundation from 1996 to 2002 (Fig. 9.a.1-9.a.15). From an initial volume of €773,797.07 in 1996, the result for 2002 grew to €1,995,719.67 and the strategic objective of diver-sifying funding sources was achieved:

The growth in income from corporate sources is the result of efforts to increase awareness and the presentation of proposals to busi-nesses to get them involved in the Foundation’s youth programmes. The Strategy for 2005 envisages the following percentages for thecoming years:

See results for key parameters and main sources of feedback in sub-crit. 9.a.List of financial mechanisms and parameters used to ensure an efficient, effective resourcing structure:

P

D

5 financial processes identified as significant (documented, with objectives and indicators as per a process table)Identification as a CSF: Economic Sustainability 1998 & 2000 (BSL 9 in Strategic Thinking 1998 & 2000))There are quantified goals for 2005 (See table of quantified goals above)Drawing up of annual budget forecast as per the Business Plan

• Strategies defined in the Strategy Plan• Plan of activities for the year as per the BP• Specific needs of areas of activity• Analysis of results for previous year• Investment requirements

The budget forecast is drawn up from the bottom up, with the approval of the BG, and incorporated into the BP.Approval, review and reporting to the whole organisation take place as per the procedure established in the P&S Processand the BP (crit. 2)Negotiations and Agreements with banks Drawing up of documentationImplementation of the budget

Fig. 4.b.1

Fig. 4.b.2

Fig. 4.b.3

Fig. 4.b.4


39

In the last quarter of each year, specific objectives for the following year are set on the basis of the consolidated results to date and theQuantified Goals.The financial budget documented and incorporated into the Business Plan is approved at the NSF BG meeting in December or Januaryand reported to the full workforce. This provides the backbone for the activities of the year.The following information is analysed monthly and reported to the whole organisation: balance sheet, P&L, monitoring of delivery offinancial objectives (volume of work, invoicing to date, amounts collected, comparisons, analysis of credit & credit accounts, treasurypeaks, ordinary investment, purchases, etc.)This information is used to analyse trends in financial parameters: treasury, short- and long-term debts, income and expenditure, trendsin results, personnel expenses, cash-flow, etc.Analysing these parameters monthly enables any variance to be detected quickly and the necessary corrective measures to be put inplace. This provides the basis for drawing up the P&S at NSF. (sub-crit. 2.a & 2.b).

Improvements Implemented in Recent Years

Learning & Review

Making more financial information available

Creation of an improvement groupSelf-learning by process owner

Making more information available for analysing trends inbudgets, treasury, credit situation.Facilitating understanding by people at the Foundation whoare not accounting experts.Greater liquidity to tackle new projects.Ability to handle balances involving public sector customers.Assessment by a member of the BG.Through the setting up of an improvement group comprisingmembers of the workforce and the BG.Internal decision of the then Steering Committee (now the KPC)to ensure that a true picture is given of the Foundation and itsmanagement of its financial resources.Ensuring compliance with new legal requirements for founda-tions and preparing for the entry of the euro.Demonstration by the company Logic Control of new accoun-ting software specifically for foundations. Learning to use the programSpeeding up all banking operations (payment of invoices, sala-ries, etc.)Strict monitoring of bank accounts.Making information available on collections & payments asthey take place.Establishment of the procedure for issuing invoices and esta-blishing payment deadlines for customers.Courses to adapt to the euro

Course by supplierIssue of receipts and payments to the Revenue Ministry via the Internet.

Year1996

1996

1997

1998

1999

2000

2001

2002

Improvements

Drawing up & processing data under analyticalaccounting criteria not previously used, which exceedthe requirements of law for organisations of this type.Start-up of the analytical accounting system.Purchase of “Contaplus” accounting software.

New format for financial information for managementand resource control.Drawing up of treasury plans.

Incorporation of credit accounts for treasury management.

New forms of financial information for the BG andworkforce to facilitate understanding.Commencement of two-yearly audits even thoughthere is no legal obligation to perform them.

Purchase & implementation of the new program at theorganisation.

Incorporation of IT systems for making bank transfersvia the Internet.

Adaptation of treasury plans through this banking sys-tem.

Possibility of a much healthier treasury.Making it easier to claim sums overdue from custo-mers, and easier to monitor them.Adaptation to the euro.Purchase of new payroll software.Registration with the BizkaiBai service of the TreasuryDept. of the Bizkaia Regional Council.

C A

Day-to-day financial managementAccounting data processing (monthly, quarterly & annual)Financial information (monthly, quarterly & annual)Presentation of data to employees (quarterly)Presentation of data to the BG (quarterly)Meetings of the financial KPC on the second Monday of each monthMeetings of the Technical Committee on the first Monday of each monthReviews through the system of indicatorsTwo-yearly audits as a review mechanismComparison of data with other NfPO (through the NfPO-ASLE financial club in 1998, 1999 & 2000 (sub-crit. 9.a)Comparisons with other international organisations on financial management.Analysis of main variance and its causes (Technical Committee & KPC-monthly)Presentation of data to the Protectorate for Foundations (annual)Implementation of corrective action and confirmation of its efficacy through analysis of information drawn up monthlySetting up of an improvement group in 2001 to implement improvements identified in 2000Updating of the accounting system to enable detailed analytical accounting of products Agreements with financial institutions

Fig. 4.b.5


40

NSF manages risks to its financial resources through a team of people set up specifically for that purpose: the permanent TechnicalCommittee and the Financial Improvement Committee for one-off tasks. These committees were set up after the strategic thinking pro-cess in 1998, and their actions are reviewed annually through the BP.

4 c. Buildings, equipment and materials are managedNSF has set up a process known as “Manage Buildings, Equipment and Materials” whose objective is to deploy and improve activi-ties in this area. This strategy for the management of fixed assets is consistent with the Mission of NSF in that it seeks to ensure thatassets will enable the organisation to keep growing and thus satisfy its customers and its own people. The effectiveness of our appro-ach to asset management is measured through people satisfaction surveys. In an anonymous survey of the workforce in 2002, 78.3%indicated that the physical environment and technological resources available to them were adequate. In 1996 the figure was just 52%.This rise clearly reflects the efforts made in this area following self-assessment in 1998, and is also attributable to the management ofthe areas for improvement detected each year.Although ours is a modest organisation, we have always believed that having the proper equipment is a great help in working on thebasis of quality principles. The fitting out of new premises in 2000 provided us with bigger, friendlier, more welcoming premises,equipped with ergonomic furnishings so that each person has their own computer, work-desk and telephone.

Improvements in BuildingsRented premises on c/ Licenciado Poza (70 m2)Rented premises on c/ Urquijo (130 m2) (1990-2000)Premises provided under an agreement with the BBK savings bank for dealing with the public, on c/ Jose Mª Olabarri(1994-2000) (400 m2)Allocation for 10 years of premises (300 m2) on c/ Iparraguirre under an agreement with Bizkaia Regional Council (1999- )Preparation of premisesRented premises on c/ Juan de Ajuriaguerra (90 m2) (2000- )Preparation of an area for dealing with the public in the hall of the building on c/ Iparraguirre (15 m2) (2000- )

Preparation of the office on c/ Ajuriaguerra to hold 3 new workstations and two rooms for person to person interviews.Preparation of the office on c/ Iparraguirre to hold 2 new workstations.

Year198019901994

1999

2000

20012002

In 2000, a comparative study was carried out with the designs of other offices before work started to prepare our own premises. Weread company reports and visited the offices of Friends (Lansegur) in search of advice on layout. The contractor hired for the workwas Dinof, an international office furniture company, and the results have generated positive feedback from all those who visit us.In 2002, we took our first steps in the field of teleworking and began work to set up the international side of the work placementagency with the establishing of a roaming office (computer +e-mail account +mobile telephone). Combined with the NSF policy ofencouraging a healthy work/life balance, this experience has led to adaptations in technology for the use of remote equipment fromhome with security systems, firewalls, etc. to turn lack of space into an opportunity for improvement by extending teleworking to otherareas of our organisation. Pilot schemes had been run before 2002, and it was decided to put more emphasis on this system after con-sulting our people through a survey.When our premises on c/ Iparraguirre were renovated, a small kitchen was installed to help staff take up flexible working hours andthus reduce the time spent away from home by people travelling in from outside the city. This is by no means common practice amongbusinesses in our area. All our employees are aware of the efforts made in this respect, and the facility is used responsibly. Of course,some small day-to-day problems arise such as cleaning the kitchen, taking out the rubbish, etc. These are solved imaginatively, withnotices posted to encourage responsible attitudes in cleaning, and e-mail reminders sent when necessary.In the past, hardware maintenance contracts to keep material assets up and running properly have been entered into with external com-panies as needed, following assessment of results. Maintenance expenditure has now been greatly reduced as our own technicians gra-dually take over responsibility.Our 2 photocopiers (one in each premises) are maintained by Canon. Photocopiers are regularly replaced by newer models through aleasing arrangement. There is also a cleaning service at both offices and general maintenance services covering the cleaning of win-dows, curtains, etc. Since we moved to our new offices in October 2000 the air conditioning system has been maintained by Refrigeración Basconia.NSF has always taken out insurance covering building and contents at all the premises it has occupied. The insurer used has variedaccording to need and cover provided. The current insurer is Lansegur, an NSF Partner company.To make the best possible use of buildings and equipment, NSF has set up a process entitled “Manage Buildings, Equipment andMaterials” which seeks to ensure that these assets are used properly and to the satisfaction of NSF people. Process efficiency is mea-sures through indicators (people satisfaction, no. of items of equipment, depreciation of equipment). The person responsible for theprocess reports to the Director on any needs detected or pointed out by the staff for study and inclusion in the budget of the organisa-tion (sub-crit.9.b). This process has been modified in its scope and focus as our organisational structure has been modified.To forestall any complaints from neighbours regarding the noise produced by our air conditioning system, we asked the companyAcústica Aplicada to conduct a noise audit. The results showed that we needed to change our system, as the existing machinery slightlyexceeded admissible levels. A renovation has been ordered and the relevant changes will be made in the course of 2003. The organisation is gradually making small changes in the areas of ergonomics and health and safety at work, such as the purchase in2002 of foot-rests for all staff members to prevent back pain at the end of the working day.While implementing the 5S procedure at our stores, we took stock of the office material kept there to monitor consumables and pre-vent any improper use.

Fig. 4.c.1


41

Regular checks on office furniture provide information for proposing improvements in our maintenance plan.The 5S system enables us to keep a detailed check on our stores. This system will subsequently be extended to other areas and jobs.Half our staff have been trained in this method, and are now passing on their knowledge in-house to the remaining people. A systemis being drawn up for reporting to the head of purchasing what material needs to be replaced. A minimum level has been introducedbeyond which material must be replenished, so it is always known how much material needs to be ordered and whether an order hasbeen placed. An improvement introduced into our material management system through 5S methods was the contracting in 2000 of the companyBeotibar Recycling, S. L. to collect non-reusable surplus paper and card for recycling. 5S methods have also resulted in paper printedon one side only now being systematically reused. As a result of internal learning processes and co-operation with the company Gesporlan, S. L., NSF now receives information on new,certified environmentally friendlier goods and consumables. As a result, our volume of purchasing from some suppliers has droppedand, for instance, we have switched from conventional toner to recycled toner on those machines which permit this, and conventionalink cartridges are recycled on those that do not. This team has worked hard to heighten awareness of this area among the NSF work-force and encourage them to assume social responsibility (sub-crit. 3.e), using all available channels of communication to help con-serve global resources and optimise consumption patterns.Articles such as IT equipment, furnishings, etc. that become obsolete are handed over to the association Traperos de Emaus for resto-ration and sale, recycling, internal re-use, etc. Surplus material in good condition is given to other NfPO.5S system improvements have been implemented at the above premises since 1999. The experience obtained in implementing 5S atthe information office (Infojuve) and the Andrés de Mañarikua students’ residence enriched implementation at the stores of our currentoffices. Learning was done in the form of team work with other NfPO (Fig. 1.a.9).All actions currently operational are the result of reviews and adjustments of the process and of mainly internal learning on the part ofthe team.NSF commitment to environmentally-friendly management and to developing programmes and services for external stakeholders (sub-crit. 1.c) has resulted in a heightening of awareness among the organisation’s own people.Process information generated in the process “Manage Buildings, Equipment and Materials” (results, SWOT, main suppliers) is usedas an input for the organisation’s P&S (sub-crit. 2.a & 2.b).

4d. Technology is managedThe process entitled “Manage Technology” is a key process for NSF, in line with various CSF: 11 .Technological Development: A factor or element that adds value to the products and services of internal and external customers.8. Innovation and Anticipation: Continually watchful for new developments and improvements which may add value to our professio-nal activity. Independence, creativity, originality and imagination to address new approaches and ideas, ensuring NSF a leading placein the market. 5. Internationalisation: International perspective and open-minded attitude to other markets, with an activity area covering both localand international affairs. Wide ranging references from a multi-cultural perspective.

Process Mission: Identify new products, new technologies to meet our needs, taking advantage of partnerships with the College of Engineering andTelefónica to learn best practices. Apply technology to our products, improving and innovating, and to the management systems of our various processes.Manage our in-house technology infrastructure of networks, systems and security. Manage customer hosts.

Customers: Internal: NSF workforce and related processesExternal: young customers, job-finder custo-mers, e-user customers, Youth Trendwatchcustomers, CSR customers.

Inputs: Resources:Requirements & needs of workforce andcustomers

Lines, networks, IT equipment, communications,software & technical equipment, external partners& suppliers

Process management developments andproducts.

Outputs:

Their Requirements, Needs & Expectations:Internal: they need technology to apply to their management processes, equipment,communications, possibility of teleworking, user-friendliness, workforce ODS, External: new, innovative products, improvements introduced, user-friendliness, customer ODS

Action in regard to this process comes from NSF strategy, and impacts results in relation to various stakeholders (in processes, inter-nal and external customers, society and other key results, etc.)As shown in Fig. 4.d.2, technology management includes resources, infrastructure, technology assessment, identification, review andadjustment of methods, equipment, etc.

Fig. 4.d.1


42

NSF technology strategy adds value for all stakeholders involved in its mission (people, customers, society, etc.). Annual reviewsare conducted through the BP, plus regular reviews by the TC and the KPC and through the process “Manage Technology”.On the evidence of our results criteria, we can affirm that the NSF technology strategy is successful (sub-crit. 2.c).The main source of identification and assessment of technologies is collaboration with expert researchers from the ETSIIT (HigherTechnical College of Industrial and Telecommunications Engineering) in Bilbao and from Telefónica, S.A., the biggest telecommuni-cations operator in Spain and Latin America. Both these organisations are familiar with alternative and emerging front-line technolo-gies, and both are supplier partners for product development at NSF. This information provides the basis for the P&S (sub-crit. 2.b)NSF leads the field in its sector in terms of the implementation of technology. Numerous organisations, including CEBEK (Employers’Association of Bizkaia) and the Club Deportivo Jolaseta sports club have come to us to learn, and the ETSIIT has identified us as best-in-class in our sector.We have realised that to provide quality service to our internal and external customers we need a communications infrastructure of ourown, with our own Internet server, databases, domain and security systems such as firewalls. We have opted to use standard programsto facilitate the exchange of information and applications between stakeholders. These developments were made possible by our part-nerships with the following organisations.

Reviews & Source of LearningSet-up of consortium with ETSIIT, Ibex (IT servicecompany) and Baratz (documentation specialist)Agreement with Fundación Telefónica to provide fundsfor the improvement projectStrategic partnership with ETSIIT & Baratz

Strategic partnership with ETSIITAgreement with ETSIIT to develop end-of-course pro-jects for telecommunication engineering students as partof the “Research Applied to Business” programmeStrategic partnership with ETSIIT and FundaciónEuskoikerAgreement with Telefónica to provide approved consul-tancy (INCOTEL)Agreement with ETSIIT to develop end-of-course pro-jects for telecommunication engineering students as partof the “Research Applied to Business” programmeAgreement with ETSIIT to develop end-of-course pro-jects for telecommunication engineering students as partof the “Research Applied to Business” programmePartnership with Fundación Euskoiker, ETSIITPartnership with MBN (communication company) Agreement with ETSIIT to develop end-of-course pro-jects for telecommunication engineering students as partof the “Research Applied to Business” programmePartnership with Fundación Euskoiker, ETSIIT

Year1997

1998

1999

2000

2001

2002

ImprovementSet-up of a VIRTUAL OFFICE (information service foryoung customers and public institution customers)

Migration from Dbase IV to the BRS document database anddevelopment of BRS CGI, an application to make databasesavailable over the Internet.Recruitment of a trainee to assist in the improvement project.Planning & start-up of the NSF intranet.

Change in connection system & housing of all host computersat the headquarters of NSF.Frame Relay & broad-band connections installed.Housing of our own e-mail host.Standardising of software, changing over from BRS to SQL Server 7Design & implementation of a host unit for generating perso-nalised contents.Set-up of a team of technicians on the payroll of NSF.Development of a manager for personalised content presenta-tions for a major bank (BBVA)Design & development of the NSF Website & portal.

Review of the intranet, incorporating the possibility of accessingmanagement databases (e-mail, databases of contacts, customers,etc.) to foster teleworking (reconciling the work/life balance).Improvements in NSF services:Design & technological development of the YouthTrendwatch XXI prospecting system with on-line access.Implementation of on-line electronic paymentStudy of IT security & proposals for corrective measures.Expansion of technical staff with the recruitment of a tele-communications engineer and an IT technician.Sending of personalised newsletters to young customers andNSF contacts.Set-up of personalised portals with information & databasesfor customers.

FORMULATE, DEVELOP,

REVIEW & IMPROVETHE TECHNOLOGYSTRATEGY OF NSF

TECHNOLOGIES AVAILABLEON THE MARKET• networks• systems• security• software• hardware, etc.

Innovation inexternal products

Innovation inexternal products

• Review of the process• Formulate, Develop & Review P & S• Long-term needs of all stakeholders• Strategic partnerships• Analysis of internal & external information

sources: links & performance

Team required, with sufficient qualificationsto meet the needs of the organisation

NSF creates a working infrastructure,selects standard software networks.Technology sizing

Adjustment & improvement

PLANNING

PERFORMANCE

ASSESSMENT

IDENTIFICATION

TRAINING & USE

MAINTENANCE

ASSESSMENT

TECHNOLOGY MANAGEMENT

Fig. 4.d.2

Fig. 4.d.3


43

All technological improvements implemented over the last 6 years have helped us obtain better financial results, to diversify our customerbase and products, to improve our customer care (crit. 6) and to extend our markets (CSF no. 5: Internationalisation).The technology portfolio is managed by the process team, which also handles the identification and replacement of obsolete technologies.The steady development of IT systems in NSF has meant that we have had to change our computer equipment. Labour market requirementshave also led us to allocate one computer and one personalised e-mail account per member of staff. (crit. 9).As new technologies are introduced, “old” technologies are identified and a joint study is carried out with our partners and strategic sup-pliers to determine what technology best suits the needs of NSF in line with our technology P&S, and replacements are phased in gradually.People affected by technological changes receive specific re-training in the new technologies introduced so that they can make the mostof them. The processes “Manage Technology” and “Train and Develop Competencies” are used to ensure that everyone is satisfied inthis respect. The results show how successful this is (sub-crit. 3.b & 7.a).A joint committee has been set up with members of the “Manage Technology” team and people from other processes, which meetsregularly to organise, plan, adjust and improve management applications and the development of new products for customers.Information from the process “Manage Technology” is used as an input for drawing up the NSF P&S (sub-crit. 2.b) and as an inputfor generating new products and services or improving existing services (sub-crit. 5.b & 5.c). All the foregoing are clear examples oftechnology applied to the improvement and innovation of products. Specific examples include the work placement agency, databases,e-user contents, the creation of portals, the personalising of contents, etc.

4.e. Information and knowledge are managedManagement of information resources is taken into account in drawing up the P&S, as everyone must have the information they needto do their jobs. NSF shares and develops knowledge as described in crit. 3 (communication, involvement & empowerment). The effec-tiveness of this system is measured through people satisfaction surveys, the monitoring of process indicators and annual self-assessment.NSF strategy involves the deployment of a process entitled “Manage Information and Knowledge” which is reviewed regularly.Information systems take account of continuous change towards new technologies, and have changed from their original form, withdata not available on-line, to the current Integrated Information Management System which covers all the needs of the users of all pro-cesses at NSF and extends also to external stakeholders such as trainees, suppliers and senior volunteers. The information and know-ledge system comprises the following processes:

One of the key processes at NSF is “Manage e-user Customers”. This process is closely linked with “Mange Information &Knowledge”. Information management is highly important to NSF: collecting, structuring and managing specialist information in areasof interest for young people and distributing that information has been one of the main pillars of the organisation’s work to deliver itsmission and met its P&S objectives since its founding in 1980. This is also one of the areas in which there has been continual invest-ment in technology to adapt and innovate in products and in our own in-house information management systems (sub-crit. 4.d). Inline with European directives, NSF also supports the initiative “eEurope-An Information Society For All” by seeking to reinforce theuse of technology in the groups with which it works.Information management at NSF focused in this way, fully integrated into the organisation’s strategy, means responding to the requi-rements of various stakeholders:1. Information services for young people and organisations through the process “Manage e-user Customers”. NSF allows external

users proper access to specialist information in areas of interest to young people, To that end, it has developed specific processes tolink the production of contents with their personalised delivery to young customers and organisations seeking personalised digitalinformation services (see tables on results, ODS, etc.).

2. Information for in-house people, managed through the process “Manage Information and Knowledge”. To support and reinforce theorganisation’s P&S, all NSF staff have access via an intranet to the information they need to do their jobs. The system also inclu-des management indicators, which are updated quarterly. Access as required by other stakeholders to information and knowledgeheld by NSF is also assured, e.g. by providing ongoing information to members of the BG, senior volunteers and Friends.

Review and improvement cycles on the information system over time and successive SWOT analyses have greatly refined the system.

Mónica MuñozPaloma EizaguirreMónica MuñozAna UrbinaAna Díaz

5.4. Manage Information and Knowledge5.4.1. Intranet5.4.2. Relational capital database5.4.3. Reception & General Secretariat5.4.4. Information sources from surrounding environment (Youth Trendwatch System)

For external users, young people and organisations: • 16 databases containing 77,813 domestic and foreign entries per annum.(Fig.9.b.21)• An integrated training and employment information portal for young people.• A WebsiteIn-house: Design, development, review and updating of the intranet, with relevant information on products (workings of processes, people,suppliers, customers, indicators, consultants, foreign correspondents, etc.) which can be accessed via an Internet browser. MicrosoftInformation Server software provides access to e-mail and the intranet from all points. This means that all NSF offices and all per-sonnel are permanently interconnected and able to access the various information and knowledge systems they need to carry outtheir duties in regard to processes, and ensure that NSF is managed from an overall perspective.• Invitations to submit applications for aid and local and European projects which support the P&S of the organisation, e-mailed

regularly by the person responsible for the process.• Design & development of the Youth Trendwatch XXI system in partnership with Prospektiker. The main objective of the project

is to set up a intelligent prospecting analysis and information tool capable of detecting emerging trends and signs of change anddevelopment in youth-related areas. This project also enables us systematically to incorporate significant information obtainedfrom experts and other people wishing to provide additional viewpoints on the objectives of our activities. The system helps tospecifically reveal the sources of information which NSF has been using implicitly (Fig.9.b.22).

Fig. 4.e.1

Fig. 4.e.2


44

P (Plan)- Define information resources strategy- Define objectives for annual IT management plan- Analyse external best practices (Technology Park, NfPO,etc.)C (Check)- Administer, control & maintain the system (intranet, theInternet, databases)- Monitor plans of action monthly (KPC & TC) - Conduct satisfaction surveys on information system users- Annual PDCA by process team

D (Do)- Develop plans & objectives- Manage requests from users & improvements - Train & educate users.

A (Act)- Implement improvements resulting from reviews, learning actions& user surveys.

Information transmission is supplemented by direct communication at various forums (sub-crit. 3.c) and other channels, includingtelephone, information panels, reports, documents, e-mails, the intranet and the Internet. NSF regularly and systematically pools know-ledge. Full information on external training and learning activities is placed at the disposal of other teams, including both materialsand the knowledge acquired (sub-crit. 3.d). This strategy of increasing empowerment to further professional development and flexibi-lity of people (sub-crit. 3.b) is based also on the process “Manage Information and Knowledge”. This information is an input forimprovements within teams (sub-crit. 5.b).The process “Manage Information and Knowledge” is subject to systematic PDCA cycles:

The effectiveness of the approach is measured through our people satisfaction survey. • QUALITY: qualitative improvement in services due to reduction of errors• COST: reduction in the administrative burden for all processes.• SERVICE: faster response to external customer as a result of the greater integration of information in process & greater agility

provided by the intranet system (charts, unified formats, networked information, etc.)

To ensure and improve the validity and integrity of information, data are introduced directly by the person from whom they ori-ginate, with no intermediaries. A system is in place for the assessment and review of information processed to ensure that it is accu-rate, complete and up to date. The effectiveness of the mechanisms in the information gathering process is monitored.The measures used to ensure and improve information security include the use of passwords, barriers to external access from theInternet, daily routines for back-up copies of databases, anti-virus programmes and UPS systems.In compliance with current regulations on data protection and authorship rights, back-up copies are made weekly of all applications,with one copy being kept outside the office. All personnel systematically make back-up copies of all their documents.To develop and protect copyright, decisions and records on patents, marks, utility models, etc. are monitored systematically by theTC and the KPC, or through the innovation process. We hold patents on some organisation programmes, including the prospecting sys-tem for Youth Trendwatch XXI.Innovative and creative thinking within NSF is generated through the use of relevant information and knowledge resources.Innovation is identified as a CSF, and the innovation process for products and markets is prioritised as a key process. NSF provides internal and external users with adequate access to information and knowledge which is considered of interest for thefostering of innovation and creativity.

Informationfrom:Intranet

Network

Internal e-mailLibrary

NSF Databases

External Sources

Management of Information Resources

ContentsStrategic information on theorganisation (business plans,strategy plan, indicators)General management informa-tion (document templates,logos, NSF directory, etc.)Information on all processesavailable whenever the personresponsible deems it appropriatePersonalised e-mail accounts(Microsoft Outlook)Books, journals, grey docu-mentsTraining & employment data-base

Books, journals, newspapers,newsletters, leaflets, courseinformation, reports

HowManagedThrough the “Managethe Intranet” processteam and owner

Individual managementby each person

Catalogued by areas

Management of the process “ManageDatabases withSpecific Contents”The person responsiblefor the “ManageInformation & Know-ledge” process distri-butes information ofinterest to NSF people

Management ObjectivesEnsure that the whole workforcehave key knowledge of the organisation available to them.Provide the workforce withdocuments to help in theirwork within the organisationEnable information & docu-ments of interest to beexchanged easily

Provide easy access to relevant informationMake information relevantfor their activities available topeople.

Provide the workforce withthe information they needUse that information toimprove management

Review of Management& EffectivenessNo. of intranet hitsQuestion on the usefulnessof the intranet in the peo-ple satisfaction survey

Monitoring of process indicators.

Specific library database(SQL format)Monitoring of process indicators.

Personalised monitoringby the “ManageInformation &Knowledge” processowner

Fig. 4.e.3

Fig. 4.e.4


4. partnerships and resources 4.a. external partnerships ... · external partnerships are managed...

Documents