According to its history, the Hungarian National Public Health and Medical Officer Service (NPHMOS) traditionally have a complex and linearly directed structure. In the organisation itself a basic, middle and upper level of institute services can be differentiated. The sub-regional public health institute services (SPHISs) can be defined as ‘front offices’ of the NPHMOS. The scopes of their duties are as follows: environmental and epidemiologic insurance of public health and the improvement of state health using results of activities on authority and supply. In their field of competency these services are responsible for the whole health administrational and professional control and supply activities which are not involved in the scope of authority of upper level institutes of the NPHMOS. According to these tasks, the administrators realise official field controls, supply and preventive actions related to human health. Until 2005 the SPHIS worked according to the recognised way of the Hungarian authorities. The follow-up of the professional and financial efficiency was not preferred in the environment of the whole organisation. Leadership was organised exclusively vertically. The absence of an innovative approach characterised the whole organisation. Managers and specialists of the operational level played only an executive role during the changes and their initiatives were blocked by the upper level. Nevertheless the supply of information technology (IT) appeared in the operative level, but IT was limited in use, to keep compulsory records of files and professional actions. This year it emerged that positive supply attitudes of the employees were not supported by the NPHMOS, the customer service was completely confused in time and location too, and clients had to revisit the institute during case management.
This situation gave rise to the following observations in the State Report (2005, for Szarvas): supplier service and prevention actions of the subregional institute services are inefficiently organised. In the same institute the specialty activities do not meet the requirements. Employees’ activities fit the demands of the traditional organisation: they are not efficiencyoriented, and engagement-based self-control is unknown. Changing ‘Clients to consumers’ was not considered by the organisation.
As a consequence of the dysfunctions, satisfaction and confidence of the clients did not reach the expected level, the activity of the organisation was not traceable, comparable and communicable; and under changing external and internal conditions, the organisation did not achieve efficiency and the expected quality of their professional actions. Overall, these circumstances generated dissatisfied clients and overloaded administrators.
Given this situation, they had to come up with an adequate response and based on clients’ feedback in their SPHIS of Szarvas a new trend was introduced under the changing external circumstances: – Update of the organisational functionality, 2005, Szarvas; Introduction of quality indicators – ‘Bench-learning’, 2006-2007, Szarvas – Orosháza; Efficiency-monitoring. 2008, Szarvas – Orosháza; Common Assessment Framework (CAF), 2008; Extension of the organisation development to the other (81) sub-regional institute services of the NPHMOS; Ongoing monitoring of efficiency using professional and financial indicators; CAF, 2010 Outcome: Hungarian Public Administration Quality Prize, 2009.
|Award category:||smart public service delivery|
|Sector:||Public health and social welfare/affairs|
|Type of activity:|
|Keywords:||Public health, updating functionality, quality indicators|
|Short English description:||Employees’ activities fit the demands of the traditional organisation: they are not efficiencyoriented, and engagement-based self-control is unknown. Changing ‘Clients to consumers’ was not considered by the organisation.|
|Organisation:||Government Office for Békés County, Policy Administration Service, Subregional Public Health Institute Service for Szarvas and Orosháza|
|Level of government:||local level|
|Size of organisation:||1-25|
|Number of people involved:||>15|
|EU membership:||EU member|