Excellence Now Issue 19

Excellence now ISSUE 19 JULY 2017

Making excellence a national characteristic of Scotland

The Wise Group Scottish Award for Business Excellence Winner 2017

Inside this issue Cover: Scottish Award for Business Excellence Winner 2017

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Welcome Claire Ford, Chief Executive Officer

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Transforming innovation through intrapreneurship Some key pointers from Steve McCreadie of The Lens on how to encourage innovation and intrapreneurship

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Cross Sector Network Meeting A review of our first very successful cross sector network meeting held in April

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My first 100 days Andy Kerr, Chair of Quality Scotland Thoughts from Quality Scotland’s New Chair on his first 100 days in office

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The National Green Standard Award

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Highlights from this year’s awards ceremony at the Hilton Glasgow on 21st June 2017

Claire Ford on how your board can become more effective

Scottish Awards for Business Excellence 2017

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Sponsorship Opportunities Be part of 2018 celebrations become a sponsor of the 2018 Scottish Awards for Business Excellence 2018

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Recognised for Excellence

Good Governance – a high priority or an inconvenience?

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Training and Development Update Introducing new workshops on Benchmarking, Continuous Improvement through SelfAssessment, Facilitation Skills, Lean, Strategic Planning and Projects Prioritisation

Find out how Recognised for Excellence can help your organisation and what’s involved

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Building Internal Capacity Can Help Your Organisation Make Cost Savings

Details of a new webinar “From Self-Assessment to International Recognition Using EQUIP Advanced” as well as other regular webinars

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Find out from Fiona Liddle, Account Director how having your people trained to embed a management framework across your organisation can be a financial and management win – win!

Quality Scotland’s Forthcoming Webinars

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Learning, Training and Development Diary Calendar of training and development events from July to October

How does the “Circular Economy” affect your business? Read about this new award to recognise how socially aware and sustainable your business is.

Editorial Excellence Now is the magazine of Quality Scotland, published three times a year to promote business excellence in Scotland.

Quality Scotland is a membership-based charity that promotes Business Excellence across Scotland in the private, public and third sectors with the aim of making excellence a national characteristic of Scotland.

Quality Scotland is the National Partner Organisation for EFQM (European Foundation for Quality Management) in Scotland. EFQM is the most widely used business improvement framework in Europe.

Published by: Quality Scotland, 28 Drumsheugh Gardens Edinburgh EH3 7RN t: 0131 225 5765 info@qualityscotland.co.uk, qualityscotland.co.uk

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Editorial Team: Elaine Sneddon elaine.sneddon@qualityscotland.co.uk Designed by: Two7 Design www.two7design.co.uk Excellence Now is the copyright of Quality Scotland. All rights reserved. Reproduction in whole or in part by any means without written permission of Quality Scotland is not permitted. The publisher accepts no responsibility for errors or omissions and the editor’s decision is final. ©2017 Quality Scotland Images ©Shutterstock, ©Getty Images

Welcome I

t’s hard to believe we are back to that time of year again, the awards have just passed and people’s thoughts are wandering slightly to summer holidays and a well-earned break.

For us here at Quality Scotland we continue to have an action packed few months ahead and indeed we are already planning our Scottish Awards for Business Excellence in the EICC on 21 June 2018.

It was fantastic to see so many of our organisations present at this year’s Awards at the Hilton Glasgow on 21st June. It truly is the pinnacle of our year and is fantastic to see entries increasing every year. It is also very satisfying to see more and more member organisations progressing through the various stages of international recognition built upon robust improvement plans. The progress that you, our members are making year on year is remarkable and we are incredibly proud to be supporting all sectors across Scotland day in day out. Congratulations to all our 2017 Award winners and many congratulations to our overall winner The Wise Group. Find out more about our winners within this edition of Excellence Now. We were also delighted to receive the National Green Standard Award from PRISM Alba on the day in recognition of our commitment to being a sustainable and socially responsible organisation.

The last few months have seen a real flurry of activity and networking in particular. Our First joint network meeting that we held in April had standing room only, a fantastic sign of private, public and third sector organisations working together in the pursuit of Excellence and I look forward to seeing you at next year’s event after firm consensus that this would become an annual occurrence.

We have also just hosted the EFQM Partners Council here in Edinburgh for the very first time, bringing together the 10 main partners in Europe to share best practice and explore how we can expand our collaboration efforts and also how we feed into the strategy of EFQM moving forward. While we are a small organisation the reach we have across Scotland and beyond is strengthening year on year and you and your continued support is pivotal to that success.

As you will see from this issue there is lots happening, lots to get involved in and I look forward to seeing many of you over the coming months. So, enjoy a little break over the summer period and we look forward to supporting you in your improvement programme across 2017/18.

Claire Ford CEO Quality Scotland

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Transforming innovation through intrapreneurship

by Steve McCreadie, The Lens

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nnovation is key to the public and third sectors meeting the challenge of shrinking resources and increasing demand.

Given the complexity of social problems, it is important to include a wider range of people in initiatives aimed at innovation, including frontline workers working directly with people that the organisation seeks to serve. Involvement of a wider range of employees in innovation has also been recognised as important to private companies’ productivity and competitiveness.

However, many organisations struggle to achieve inclusion of their workforce in innovation.

Intrapreneurship is a practical way for organisations to enable, and more importantly empower, employees to have their ideas heard and acted upon.

At the Lens, we have been working to develop intrapreneurship within organisations such as Loretto Care, The Prince’s Trust and Cornerstone. We recently celebrated our first year in action and believe that developing an intrapreneurial culture is key to transforming an organisation’s approach to innovation.

Developing an intrapreneurial culture We believe there are three key aspects to an intrapreneurial culture; leadership, openness to risk and championing innovation.

Looking through an intrapreneur’s lens at leadership, there should be a culture within organisations that empowers others, one that gives staff at all levels the opportunity to share their ideas and that really focuses on listening to customers.

For intrapreneurship to work, staff need tangible and practical opportunities to make the case for their ideas and organisations need to be open to risk. This doesn’t mean trialling every new idea but developing

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a clear, transparent set of criteria to evaluate the risk and measuring those ideas against them will encourage people to come forward and help leaders select those mostly likely to transform people’s lives.

The final aspect is championing innovation. This means being a champion for both innovators and their ideas. Not every idea is going to generate measurable value from its launch; some may take time before any value can be demonstrated. What intrapreneurial organisations have in common is that they are committed to developing new ideas and enable innovators to experiment and learn. Many so called failures provide crucial information about what doesn’t work which is an essential step to knowing what does.

Championing innovation also means celebrating and rewarding intrapreneurs. This encourages the intrapreneurs who put their head above the parapet but also reassures those who may be waiting to see what happens.

All of the above has to be demonstrated through action, time and time again. Having a policy, giving big set piece speeches or making an announcement isn’t going to change an organisation’s culture. Staff will take cues from how polices are implemented and how managers act. Some organisations set out to be innovative, yet whenever a new idea is proposed it is either quietly side-lined, lost in the decision making hierarchy or is refused because it is deemed too risky.

It’s too often easier to say no.

Organisations that are truly change makers are ones that live and breathe leadership, innovation and they are open to taking risk where properly assessed.

Intrapreneurs are everywhere and there are more than you might think. All we have to do to make the most out of their passion is to find them, switch them on, connect and develop them.

Engaging the creativity of all staff in an organisation means it is more likely to innovate, to learn and to find solutions.

The Lens Programme The Lens Programme does exactly that. It develops workforce innovation by developing front line staff as internal innovators or Intrapreneurs, their peers as Judges and managers as Enablers. These groups participate in two phases of The Lens: Encouraging & Enabling Intrapreneurship and Developing Intrapreneurship. The process includes a Final, where Intrapreneurs pitch their ideas to Judges for a share of an investment fund and mentoring support.

By engaging a wider group, it enables organisations to include more of their workforce in innovation, not just the “usual suspects�. This led to new ideas being found and developed that are a strong fit with existing organisational priorities.

In supporting intrapreneurs to develop their ideas as well as working with Judges and Enablers we

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have developed their capacity and skills. Intrapreneurs’ resilience has been increased and an appetite for learning has been developed. It has increased their confidence to make more use of their skills, interests and observations in their job and it has developed wider networks and cross-organisational awareness.

The Intrapreneurs applied their learning to their day-job, increasing their skills more widely. This development, alongside work with Enablers and Judges, and the high profile of the Finals in each organisation, meant that The Lens built momentum that supports innovation.

Engaging the creativity of all staff in an organisation means it is more likely to innovate, to learn and to find solutions. Intrapreneurship programmes empower staff in a very powerful way, find future leaders, promote a positive culture and mind set and help deliver excellence.

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Cross Sector Network Meeting

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uality Scotland hosted its first cross sector network meeting on 20th April 2017. The event was very well attended across the sectors with over 50 people coming along to hear speakers covering a variety of topics that illustrated four of the fundamental concepts of excellence: Adding Value for Customers Andy Kerr, Chair of Quality Scotland and CEO of Sense Scotland hosted a Panel Discussion with Liz Partington, Deputy Chief Executive of Changeworks and Cathy Fallon, Director of Loretto on their innovative approaches to benchmarking.

Knowing that benchmarking can prove difficult to do for many organisations, discussion and questions posed included: “How do you find suitable benchmarks?”; “What if you think your organisation is unique in its service offering?” and “What are the benefits of benchmarking to the organisation and its staff?” Key points highlighted were: • You can use the Excellence Model as an overall framework to ‘dig into’ different parts of the organisation in a holistic sense.

• Benchmarking/sharing becomes easier as you gain trust to share information with other likeminded organisations or those delivering similar contracts.

• Can be very useful for staff to hear what other organisations are doing and where they fit with that.

• Found that it is useful to mention benchmarking type information in tender applications. Shows that you are aware of how you compare to others. For example, as well as numeric data, you can describe a change in a relevant measure compared to other organisations.

• Important to identify what national benchmarking data exists and identify where your results can compare.

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• It’s also important when benchmarking that you identify and act on any potential quick wins from any external meetings or conversations • This approach helps to show to staff that it is worthwhile getting out and learning what others are doing, so for example, creating a template to share external learning can make that happen quickly e.g. from a Learning Journey.

• Also, another idea would be to establish a Practice Support Fund to fund activities that come from ideas/ learning from elsewhere.

Sustaining Outstanding Results Claire Lorrain, Head of Continuous Improvement at the University of Winchester shared the organisation’s journey to excellence which has recently earned them the British Quality Foundation (BQF) UK Excellence Award 2016 and the BQF Sustainable Future Achievement Award.

Claire’s presentation proved to be very informative and based on her experiences of being involved in R4E submissions since 2009. Her talk very much highlighted the essence of a continuous improvement journey and that at times you may feel you are taking a step back to go forward. Claire reminded the audience that to achieve an overall national award, approaches need to be fully embedded, so the RADAR process of assessing and refining will often lead to new or improved approaches that need time to show results. She also stressed the importance of all Leaders really needing to understand and use EFQM everyday but beyond the leaders, she felt the language of EFQM can be changed or amended to suit their needs. (e.g. Seeing students as customers needs thorough consideration before using such language) She also highlighted that senior staff who have used the model elsewhere can be strong promoters of the model and as a consequence strong supporters

of the continuous improvement journey.

Claire indicated that Universities now find themselves in a very competitive market place that requires greater commercial awareness and has led them to benchmark beyond their sector. Using the model over the years has led to some notable initiatives and successes such as: • The introduction of a leadership programme.

• Customer satisfaction ratings have improved from 75th in National Student satisfaction survey to 4th.

• They don’t just do customer surveys.

Also do 1:1s and breakfast sessions plus other activities to capture feedback.

• In terms of processes, they have an online process library containing 800 process maps! And ‘How do I…?’ for staff and students along with a review process to make sure they are useful, usable and used.

• They now match the number of days staff do volunteering.

• They have redefined ‘Who is our society?’ Claire said “It has been good for us to pin down and review perception data from external organisations” Harnessing Creativity & Innovation Marcus Thornley, founder of Play Consulting presented an engaging approach to supercharging teams. Marcus who has a background in the gaming industry introduced us to the expression “gamification” and how it’s possible to bring engagement through play to routine tasks or activity. He shared an example of where he made “asset tagging” a game by engaging those involved in a competition turning what was seen as routine, or thankless task into something fun and engaging for those involved.

He also was aware that as a small startup business, he needed everyone to bring

Totem’s philosophy We believe: - Great teams are the lifeblood of a company - That by giving autonomy, mastery and purpose to employees, businesses can drive real happiness and success - Transparency, trust and recognition are powerful motivators - That if individuals and teams understand how they are doing, they will optimise themselves to improve and progress - Top-down traditional hierarchies don’t get the best out of teams

their individual creativity and passion to what they were doing and apart from their technical gaming expertise, all they have “is each other.” This led to greater research into engagement and the development of a new social media App called “Totem” that was designed to enable an emotionally engaged workforce that took control of creating its own culture, developing its communication style and how & when they give recognition for a job well done.

Marcus gave a brief overview of Totem but was also supported by comments from Quality Scotland staff who currently use the App daily and could give real examples of how it has helped engagement at Quality Scotland. Benefits highlighted were: • Totem encourages side to side or bottom up rather than top down • Creates a sense of community, people being recognised, in real time • Feels like a closed Facebook group but safer, and separate • Opens up personalities, home and work • Connections transcend existing hierarchies • QS performance data can be presented on a weekly basis • Ideal for teams who are not in one place or don’t see each other very often Marcus observed the App was driven by those using it and time spent in advance thinking about what behaviours you are

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trying to drive and the measures that support that will put structure around its use. It was also stressed by the Quality Scotland team that on a very simple level it’s a great way of keeping in touch and letting each other know that you are valued.

Developing Organisational Capability Nigel Kellett, Business Development Manager of global organisation Axon Cable gave his perspective of using the Model to support their business strategy.

Axon Cable in Scotland have used the model from a Supply Chain perspective working in the Aerospace Defence Security sector. They have gained recognition under the banner of “SC21” at the Silver standard.

SC21 is a change programme designed to accelerate the competitiveness of the aerospace & defence industry by raising the performance of its supply chains into the 21st Century.

SC21 is based on the EFQM model using robust diagnostics to assess performance in Manufacturing, Business and Relationships. It also requires a continuous sustainable improvement plan to be in place to measure and track progress.

Nigel outlined Axon’s journey to date and achieving SC21 Silver and his thoughts for the future. Having recently completed External Assessor training, Nigel is now considering how he could broaden the

understanding and use of self-assessment across the Group through Assessor training and inviting cross business assessments. He also recognised the benefits of being involved in external assessments and the opportunity to have a network of like-minded individuals who he could connect with and even perhaps invite to assess in Axon.

Next steps may include R4E recognition, but was quick to acknowledge he had an influencing role to do to gain the necessary senior buy in to that next step. Adapting the process on a European scale was also seen as a challenge and Nigel coined the expression “Excellence lite” to perhaps take the initial steps. We wish Nigel success on the next step of his journey and are keen to support him with his influencing.

Finally, feedback on the day stated the highlights were: “the information and knowledge shared – amazing”, “excellent mix of organisations – good to hear their personal stories” and “really interesting speakers and topics”. For a copy of the presentations, please log on to the members area of our website. If you have forgotten your login details then please contact your account manager or call 0131 225 5765.

Last word & Vote of thanks Thank you to all the speakers who took time to prepare and present. We intend to make this Cross Sector networking event an annual event!

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My first 100 days

Andy Kerr, Chair of Quality Scotland There is a lot said about the first 100 days in politics and in business. At this point leaders are expected to set out their intentions going forward but also reflect on those innovations and changes that have taken place in the previous 100 days.

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y reflections are arguably somewhat more sedate. First of all becoming the Chair of Quality Scotland was a huge honour for someone who has spent all of their working life in a variety of roles but in every role working towards the objective already held by Quality Scotland; to “make Excellence a national characteristic of Scotland”. I would never have thought as a lowly BSI Registered Assessor that one day I would be helping to lead, change and innovate across the public, private and third sectors of Scotland. However that is a sizeable task which the Chair of Quality Scotland takes on.

In so doing, one must respect the work of those who have gone before and the efforts put in by both the previous Chairs of Quality Scotland and the staff who provide our highly respected services. In particular I would want to mention Sir Andrew Cubie who was gracious, generous and supportive during the handover.

Quality Scotland is not a big organisation, it has a small but very effective team ably led by Claire Ford,

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its Board is made up of those connected across the various business communities of Scotland, including serving Board members from RBS, Scottish Water and its ambitions are big.

So back to those 100 days then, in those 100 days I have sought to meet with fellow Board Members, the staff of Quality Scotland and to experience and understand the products and services which we offer.

Additionally and importantly I have met with many member organisations and have gained an insight into some of the amazing work which is carried out across Scotland and I have attended many of the high quality events which we have organised and delivered. But it would be no new Chair who didn’t want to develop an organisation and I particularly want to see greater focus on our support and interventions in the private sector as well as maintaining a very significant presence in the public and third sectors.

I also want Scotland’s civic, business and political communities to be more aware of Quality Scotland and the contribution it does and can make.

Extending the 100 days a wee bit we have seen two of the 15 applications for the prestigious European Excellence Awards come from Scotland indicating the passion and commitment of some of our best leaders and their organisations. I also had the opportunity to attend the first and very successful cross sector network meeting which allowed learning across the wide membership of Quality Scotland and great experiences to be shared.

Of course any reflection on my time at Quality Scotland could not fail to mention the amazing atmosphere and sense of excitement of the Scottish Awards for Business Excellence, a great event which rewards and recognises the dedication and passion of those who have taken on the challenge of EFQM, a great day for some great people.

Like many organisations we are taking the opportunity to review our approach to governance to ensure that as Board members we effectively steer its work effectively, engage with and respond to our stakeholders and optimise the benefit and

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contribution that Quality Scotland makes to making excellence a national characteristic of Scotland.

As CEO of Sense Scotland I saw the EFQM model as being central to our change and development efforts and it has benefitted us greatly, as a social enterprise and charity working in the care sector the pressures are fierce but the rewards plenty.

And speaking of the day job we at Sense Scotland are about to sign up for another Recognised for Excellence journey which we look forward to working with the team on and using the excellent on line tools that are available to support that effort.

I am always keen to learn and share learning and if you see the opportunity for me or the Quality Scotland team to recognise and share your work or indeed to develop or enhance your business then please do make contact with me at Quality Scotland on 0131 225 5765 or via email at andy.kerr@qualityscotland.co.uk

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THE NATIONAL GREEN STANDARD AWARD T

he circular economy. It’s an environmental thing that doesn’t really affect my business. Right?

Wrong. Whether a small, medium or large organisation, the circular economy does affect you and you can benefit from it.

Everything has a value. A National Green Standard Award (NGSA) is an independently assessed Award for organisations that wish to demonstrate that they are socially aware, economically viable and that they achieve their goals through environmentally sustainable practices. Each organisation is scored against a set of criteria and this determines the Award level: Green or Gold.

In a survey completed by the Fusion Observatory of 286 companies from France, Belgium and the UK, 48.5% of SMEs surveyed had not heard of the term ‘circular economy’. Of those who had 60% felt that their business was aligned to some of the concepts of the circular economy. It is evident that still a lot of work is required around awareness raising of the circular economy; making it relevant and accessible to SMEs and their customers; giving practical guidance on how businesses can get involved; and rewarding businesses for being socially responsible, economically viable and delivering environmentally sound business practices.

The NGSA has been developed by researching the range of awards and standards available to organisations in the UK, each with a particular focus on process, people, and the environment. It draws on the many aspects of these standards with a bias towards the Triple Bottom Line principle which seeks to balance financial growth with corporate responsibility,

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short-term gains with long-term profitability, and shareholder return with other stakeholder interest.

The Triple Bottom Line dimensions are also commonly called the three Ps: people, planet and profit and are referred to as the “three pillars of sustainability”.

One of the founders of the NGSA, Mary McLuskey, has been involved with developing quality standards since the early 1990’s. Commenting on the NGSA Mary said: “I initially came across European Foundation Quality Model (EFQM) when developing Investors in People (IIP) in Scotland. I mapped IIP to EFQM and then other existing quality models.

“Later, when working in CoSLA, I was involved in supporting their Quality Network and developed a strategic partnership with Quality Scotland, training people from across 32 local authorities in EFQM and quality processes. That was a long time ago and both IIP and EFQM remain firmly embedded at the heart of many quality improvement and change management programmes. As an Organisational Development practitioner I regularly make use of these and other tools to implement and manage change.

“One of the challenges I, like others have faced over the years is providing robust and consistent evidence across the whole of the EFQM criteria and in particular the evidence required under Society Results. For larger organisations ISO14,000 has often been used to support the criteria. However, it only fills part of the role and is often not suitable for smaller or less process driven organisations. Third sector organisations often struggle too because it is difficult to separate out their mission from Society Results criteria, often stating ‘but that’s what we do anyway!’

To ensure sustainable growth for organisations we need to use resources in a smarter, more sustainable way.

“In recent years I have worked in the environmental sector and learned a great deal about the impact that people have on the planet and how the way we work and live directly affects the earth and our future.

Climate change and global warming are real threats and we need to address them.”

The NGSA is based on sound principles, the UN Global Goals and has direct links to EFQM and other awards such as IIP. Its bias towards the Triple Bottom Line and concept that companies are responsible first and foremost to all their stakeholders ensures the NGSA has been built on strong foundations, which includes everyone that is involved with the company whether directly or indirectly, as well as the planet we’re all living on. Companies that follow the triple bottom line way of doing business think about the impact their actions have on people, planet and profit. They take pains to reduce their energy usage, they dispose of any toxic waste in a safe way, they try to use renewable energy sources and they don’t produce products that are unsafe or unhealthy for people and the planet.

Mapping the principles of the Triple Bottom Line to a NGSA, the company for example, may offer health care, good working hours, a healthy, safe place to work, opportunities for advancement and education. It will not exploit their labour force (by using child labour or offering sweatshop wages). The company will take the time and energy required to reduce or eliminate its ecological footprint, striving for sustainability whilst recognizing the fact that “going green” may be more profitable in the long run. It will take pains to reduce their energy usage, disposing

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of any toxic waste in a safe way, whilst trying to use renewable energy sources. Products are not produced that are unsafe or unhealthy for people and the planet. All decisions made are subjected to the test of whether they are economically viable, socially responsible and environmentally sound.

Why now?

The NGSA supports the circular economy and UN Global Goals for sustainability. To ensure sustainable growth for organisations we need to use resources in a smarter, more sustainable way. It is clear that the linear model of economic growth relied on in the past is no longer suited for the needs of today’s modern societies in a globalised world. We cannot build our future on a ‘take-make-dispose’ model. Many natural resources are finite, we must find an environmentally and economically sustainable way of using them. It is also in the economic interest of businesses to make the best possible use of their resources.

“Our more in depth analysis showed an abundance of glittering award ceremonies to recognise business achievements within the circular economy but really no recognised standard that will help a business work towards an acceptable and recognised standard with quality indicators”, adds Mary. “Hence the creation of the National Green Standard Award with a robust independent assessment process to fill the gap in the market.”

To find out more about the NGSA and how to achieve the standard visit www.ngsa.co.uk

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Scottish Awards for Business Excellence 2017

Quality Scotland was delighted to host yet another fantastic Scottish Awards for Business Excellence Awards Ceremony in Glasgow on Wednesday 21st June, 2017 at the Hilton Glasgow.

The Scottish Awards for Business Excellence are presented to organisations that are recognised for significant achievement on their journey towards excellence.

Quality Scotland is very proud to recognise all of those organisations that embrace the spirit and vision of excellence, making a difference in Scotland as well as helping to achieve our vision of ‘Making Excellence a National Characteristic of Scotland’.

The Awards, first launched in 1994, are now established as one of the most prestigious Awards ceremonies in the Scottish calendar.

This year we recognised organisations from across all sectors that demonstrated the principles of excellence assessed against the European Foundation for Quality Management’s (EFQM) objective measures of world class performance.

We are proud of all our winners and were delighted to announce The Wise Group as our 2017 Scottish Award for Business Excellence winner.

While there were many familiar faces at the Awards with previous organisations coming back to reaccredit, there were a

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number of new faces too. New Chairman Andy Kerr, who took up post earlier this year when Sir Andrew Cubie stepped down, opened proceedings welcoming everyone to the Awards. He then handed over to another new face at the Awards, David Tanner, Sky sports presenter, who hosted the event and also provided this year’s keynote address. David, familiar to many sports fans in the 300 strong audience, has interviewed football’s greats including Pele, David Beckham, Michel Platini, Jose Mourinho, Denis Law, Kenny Dalglish, and Sir Alex Ferguson.

The Scottish Awards for Business Excellence are the measure of strength that Scotland has in Business Excellence as measured against the EFQM Excellence Model and the recognition that as a nation we desire to be the best we can be.

Alastair MacNish, Chair of our main sponsor the Wheatley Group, presented over 40 organisations with their Committed to Excellence Assessment and Project Validation Awards many of those were from Third Sector Interface Organisations (TSIs) and part of the Big Lottery funded “TSI’s Making Quality Count Programme”

2017 delivered by Quality Scotland in conjunction with Voluntary Action Scotland.

Andy Kerr, Chair of Quality Scotland, had the honour of presenting seven organisations with the much coveted Recognised for Excellence Award including the overall Scottish Award for Business Excellence 2017 5 Star Winner – The Wise Group.

In addition to the regular Committed to Excellence and Recognised for Excellence awards several Good Practice Awards were presented to recognise particularly exceptional work by Recognised for Excellence organisations.

David Harkins of Scottish Autism picked up the prestigious Ambassador Award at this year’s event. David was a clear contender for this year’s award as he has for many years supported Quality Scotland’s vision and reached out to assist organisations using expertise from a range of tools and techniques gained over many years’ experience in the field of quality. He has been an active participant at network meetings, spoken at Learning Journeys and is always volunteering his time and experience to help others.

The Wise Group Scottish Award for Business Excellence Winner 2017

Recognised for Excellence Awards

His passion for his work and the services his organisation provides is clear and he has been key in embedding the Excellence Model and making it work for his colleagues and their service users. He has helped his own team gain recognition, and as an accredited Assessor has put that experience to good use – assessing several times as part of Quality Scotland and European teams.

Quality Scotland is very grateful for his work, support, and endless enthusiasm over the years and it has been a pleasure to see his organisation increasingly recognised for its excellent work. The role of Quality Scotland Ambassador is extremely fitting not just in recognition of his role and work but also his character.

To add to the celebrations on the day, we were especially thankful to our main sponsor the Wheatley Group; and as well as our other sponsors namely, the Care Inspectorate, Scottish Manufacturing Advisory Service (SMAS), PRISM Alba, Scotrail and in kind sponsors Diageo.

If you would like to see some of our feedback from the Awards, please follow us on Twitter @qualityscotland using #SABE17.

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Loretto Care R4E 5 star

Cube Housing Association R4E 5 star

Scottish Autism R4E 4 star

City Building R4E 4 star

Penumbra R4E 3 star

West Lothian Health and Social Care Partnership R4E 3 star

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Recognised for Excellence

Committed to Excellence

Recognised for Excellence (R4E) is a level of excellence designed largely for organisations that are “on the way” to excellence. It is a recognition scheme acknowledged all over Europe for organisations that demonstrate high levels of performance against the nine criteria of the model.

The main benefit of the process for the organisation making an application is that it allows them to identify areas of strength but also pinpoint where there is room for improvement based on the feedback from a group of experienced and trained EFQM Assessors.

Recognised for Excellence is the natural progression for organisations who are well on their journey to excellence. Organisations can apply for it directly or may wish to follow the Levels of Excellence process, starting off at Committed to Excellence Validation before moving on to our new Committed to Excellence Assessment before going for Recognised for Excellence.

Organisations can apply for Recognised for Excellence using the R4E Enabler Map Approach now made even easier using EQUIP Advanced online tool. The organisation is then assessed and scored by an Assessment team against the EFQM Excellence Model. If the organisation achieves over 300 points it is awarded either 3-star, 4-star or 5-star based on its performance. The organisation who receives the highest points is recognised as the Winner of the Scottish Award for Business Excellence.

This year our Committed to Excellence winners come from a broad range of organisations which demonstrates the flexibility of both the EFQM Excellence Model and the C2E process. All of these organisations reached the level of C2E through different routes using different methods of self-assessment, but all were able to demonstrate to the validation team that continuous improvement was happening in line with the principles of the EFQM Excellence Model. Through their improvement projects these organisations have made great achievements in areas such as improved customer engagement, marketing, internal communications and consultation processes.

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Committed to Excellence Assessment This recognition level, launched in 2014, is designed to be a bridge between traditional Committed to Excellence: Project Validation and Recognised for Excellence. Similar to Recognised for Excellence, Committed to Excellence Assessment assesses your entire organisation against the EFQM Model.

As part of this recognition scheme organisations complete a short submission document which includes basic information about the organisation and an Enabler Map describing some of the key approaches within the organisation. Following this, a team of Quality Scotland EFQM Assessors conduct a one day assessment visit, comprising of interviews on 6 key themes.

The organisation’s performance is then scored using the RADAR methodology and depending on the organisation’s performance they are either awarded C2E 1star or C2E 2 star. Organisations receive a detailed feedback report which analyses their performance against the 9 criteria of the EFQM Excellence Model. This process gives organisations a holistic assessment of their approach to continuous improvement and can be used to inform future activities in their Excellence Journey.

Committed Excellence – Project Validation Bethany Christian Trust Shops Bookdonors Capability Scotland Shops CATH (Churches’ Action for the Homeless) Children in Scotland Clackmannanshire Third Sector Interface Edinburgh Third Sector Interface Falkirk Homeless Project Fallin Community Enterprises (Recyke-A-Bike) Good Green Fun Haven Hillhouse Kintyre Recycling Ltd Magpie Midlothian TSI Nathan’s Wastesavers Ltd New College Lanarkshire Oskars PUSH R:evolve Clothing ReConnect Remake Remakery Edinburgh Reuse Revolution ScotRail Stella’s Voice Stirling University – The Fair Share Stirlingshire Voluntary Enterprise STRiVE tsi Moray Voluntary Action East Renfrewshire Voluntary Action North Lanarkshire Voluntary Action Scotland Voluntary Sector Gateway West Lothian Volunteer Centre Borders West Dunbartonshire CVS West Lothian Cycles Committed to Excellence – Assessment Changeworks Dunedin Canmore Housing Ltd East Lothian Council Eildon Housing Association Ltd Enable Scotland Hong Kong Police

Good Practice Awards 2017

Cube Housing Association Adding Value for Customers partnered by West Lothian Council

Ambassador Award

Scottish Autism Harnessing Creativity & Innovation partnered by Centre for Engineering Education and Development

David Harkins Scottish Autism

National Green Standard Award The Wise Group Leading with Vision, Inspiration & Integrity partnered by Institute of Directors

The Wise Group Managing with Agility partnered by The Lens

“Having an experienced external team coming into the organisation allowed us to push this improvement agenda to the forefront of people’s mind and definitely helped with senior management buy-in.”

Loretto Care Succeeding through the Talent of People partnered by Investors in People

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Quality Scotland

“The value of the assessment team and our account director making us think in a certain way to recognise what we were doing and the benefit of mapping this, assessing and refining it.”

Quality Scotland awarded by PRISM Alba

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2018

Primary Partner

2018 Sponsorship Opportunities Each year many Scottish organisations strive to be the best and achieve excellence in everything they do and each year Quality Scotland’s Scottish Awards for Business Excellence recognises and celebrates that achievement and success. If you want to be a part of this excellence phenomenon then why not be a sponsor of Scotland’s leading and longest running awards – The Scottish Awards for Business Excellence 2018.

Any organisation, from any sector, whether a Quality Scotland member or non-member is welcome to participate in the sponsorship of the 2018 Awards. Full details of all packages available over the page.

Main Sponsor Package £10,000

Sponsor Package £3,000

• Present an Award at the Scottish Awards for Business Excellence • High profile branding; ‘in association with our main sponsor’ on all promotional materials and website • Two free spaces at Quality Scotland’s Learning Journeys • Guest Speaker at your table • Two tables at the Scottish Awards for Business Excellence 2018 (20 seats) • 50% off additional seat bookings • Exhibition space at the Awards Reception • Two days hire of Quality Scotland’s Training Rooms • Inclusion on Quality Scotland’s website and social media platforms • Networking opportunities

• One free space at Quality Scotland’s Learning Journeys • Five seats at the Scottish Awards for Business Excellence 2017 • 25% off additional seat bookings • Exhibition space at the Awards Reception • Inclusion on Quality Scotland’s website and social media platforms • Networking opportunities

Additional sponsorship opportunities

Interested in sponsorship

Exhibition space £ 250 (includes one ticket)

For more information or to discuss sponsorship opportunities for 2018s Awards: contact: Catriona McDougall email: catriona.mcdougall@qualityscotland.co.uk phone: 0131 225 5765 web: www.qualityscotland.co.uk

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Recognised for Excellence Recognised for Excellence is a world-wide recognition scheme that is designed for organisations that are well on their way to organisational excellence. Achieving Recognised for Excellence demonstrates to staff and customers that you are a high performing organisation that has a culture of excellence and is dedicated to continuous improvement.

How will it help your organisation?

Recognised for Excellence provides: • An holistic view of your organisation, its strengths and areas for improvement • External feedback from an experienced team of Assessors, which helps focus your organisation’s improvement activity • International recognition, based on the most widely used management framework in Europe – the EFQM Excellence Model • Opportunities to benchmark your organisation’s current level of performance against other organisations around the world • An opportunity to demonstrate to existing and potential customers that you have achieved recognition for your efforts in the pursuit of business excellence What’s does it cost?

Members £5,600 – £7,600 Non-Members £7,700 – £9,700 These prices do not include Assessor expenses (travel, accommodation, meals if required) or VAT. The Recognised for Excellence fee depends on the size, scope and complexity of the organisation, but the fee goes beyond your organisation’s accreditation and provides for you: • Two Submission Writers’ Workshops • Two R4E Network Group Meetings • Access to previous R4E organisations’ submission documents

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• Good Practice case studies • Training for your Assessment Team • Webinars • Support from an experienced contact in a recently awarded organisation • Account Director support • Promotion of your organisation on Quality Scotland’s website, social media, and publications • Free seat at the Scottish Awards for Business Excellence It is now easier for organisations who have achieved Bronze, Silver, or Gold level Supply Chain 21 to apply for the Recognised for Excellence award: • Site visit time would be reduced due to the attainment of SC21 recognition • Funding available from the Scottish Manufacturing Advisory Service with flexible payment terms • One year of Quality Scotland membership and Account Director support, including membership rates for training courses How to apply

Simply complete the application form available online or confirm via your Account Director your intention to apply. Applications are accepted all year round and assessments can be carried out within the Awards Cycle or independently – please phone or contact us to find out more information.

The Value of Recognised for Excellence Comments from those who have achieved Recognised for Excellence:

“Putting together the submission enabled me to better understand my organisation and people’s different perspectives.

It will be a useful management document for future use.”

“The biggest highlight was actually going through the assessment. The site visit was a great benefit to everyone involved in the process. I think, at first, there was a bit of trepidation about what was expected from us.

However, what came across very apparently was the passion that came from the staff.”

“The external feedback and how the Assessors engaged with the staff was excellent.”

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Section title

Building Internal Capacity Can Help Your Organisation Make Cost Savings

By Fiona Liddle, Account Director, Quality Scotland

A

s part of reviewing costs, cost savings can actually be made through building the internal capacity of your organisation. Having your own people trained to embed a management framework across your organisation can be a financial and management win-win.

Using a management framework throughout an organisation means there is one holistic approach to managing the organisation. This can be particularly helpful for the leaders in the organisation. It provides not just a focus but also a common language and structure for meetings, projects and ongoing service delivery.

Building internal capacity in this way develops in-house consultancy type skills.

Having your own people increasingly in this type of role can lead to significant cost savings. Not only does this approach save money, it builds the know-how and confidence of your leaders and other people to take an increasingly pro-active role.

As the Scottish partner of the European Foundation for Quality Management (EFQM), Quality Scotland is the only organisation in Scotland licenced to deliver EFQM training.

This training develops people to use the EFQM Excellence Model as a holistic management framework in their own organisation. This not only provides a management development opportunity but also gives people the knowledge and skills to work in an internal consultant type role. As people become more familiar with the model it can be embedded into the work of any team or project. It can then increasingly be used as part of managing any service or delivery.

EFQM training and qualification as an EFQM Assessor also allows people to take part in an assessment team visiting another organisation. This provides the opportunity to gain an insight into good practice beyond their own organisation.

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Quality Scotland

As part of your organisation’s management development, the opportunity for people to be part of an EFQM Assessment team could offer a win-win opportunity. People not only contribute to the work of a qualified assessment team, they also have a ‘live’ opportunity to develop their own skills in a different environment. As people become more experienced, there is the opportunity to gain a wider insight and more global understanding of good practice and how the EFQM Excellence Model is used in other countries.

For any organisation, it can be tricky managing priorities while meeting the needs of all the various stakeholders. Using a management framework that looks at your organisation in a holistic sense can provide you with exactly that. Embedding a management framework into day-to-day working is free as well as a focus for joinedup thinking. A collaborative approach can save time as well as money. If you are looking to have a more collaborative approach in your organisation, the EFQM Excellence Model supports and encourages this.

Where there is scope to avoid duplication or repetition in your organisation there is scope to save money. If different models and ways of working are in place, there is also scope to benefit from a more holistic, joined-up approach. If your organisation could potentially be missing opportunities through collaborative working, there could be scope to reduce costs as well as potentially generate new income.

At Quality Scotland we work with organisations across Scotland. If you would like to find out more about building the capacity of your organisation, please get in touch on 0131 225 5765 or www.qualityscotland.co.uk.

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EQUIP Preview is a quick glimpse into how your organisation is performing against the Excellence Model. How do you compare with others?

82 46 81 46 61

%

of organisations rated their method of collating staff satifaction less than ideal

%

of organisations said their leadership is above average

% %

%

of organisations said they could be more resourceful than they are of respondents said their business results are currently satisfactory identified significant room for improvement within their strategy

Get your results now at equipforexcellence.com/Advanced

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Quality Scotland

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Good Governance – a high priority or an inconvenience?

By Claire Ford, CEO Quality Scotland

W

ith more than 24,000 charitable organisations across Scotland all subject to the new OSCR guidelines it’s no surprise there is a bit of a governance minefield out there and organisations often don’t know where to turn to for advice and guidance on how to implement this with day to day working.

If we all take a minute to step back and review our board meetings over the last year what do we find most of our board’s time is taken up with at board meetings? I would be delighted to hear that it’s vision, impassioned discussions, innovation and proactive decision making about adding value but have a suspicion it may be time spent bogged down in trivial detail, passive participation and caught up in operational management of the organisation.

If upon reflection your board operates as the latter described above how well does everyone understand the organisation? If they don’t, how could you change this and ensure strategic direction and effective governance are key priorities?

Day in day out we are working with Scottish organisations to implement a highly effective globally recognised framework to drive their organisation forward identifying the gaps and highlighting the strengths. This covers the operational excellence of the organisation ensuring that a holistic view is taken and acted upon. Imagine if this operational excellence information was shared with the board, enabling them to be reassured all is in order and give them the time and information to focus on the strategy and challenges that lie ahead.

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“Board meetings are not about running an organisation but about what the organisation should be running toward – not about what the organisation does so much as what it is for.” Bob Tricker The EFQM Excellence Model can be used widely as a governance tool, used to assess the current effectiveness of the board but also its methodology enables board members to ask the right questions and leads to more meaningful and integrated discussions for both the organisation and board members.

So what exactly does good governance mean?

The role of good governance is, ofcourse, not just about developing a strategy but ensuring that this is driven through the organisations with defined and effective processes. The impact upon an organisation of governance not being a priority can lead to the operational team feeling disconnected from the strategy, low morale and uncertainty about the future. The role then that we take on when we take up a trustee position has to be an active role, where we are ready to learn and engage and assist in driving the organisation forward ensuring that the board has the capacity to discharge the strategy.

“The job of the board is all to do with creating movement momentum improvement and direction. If the board isn’t taking the company purposefully into the future, who is?” John Harvey – Jones When is the last time you carried out a review of your governance or because you have Articles and a memorandum in place you believe that’s sufficient?

As with everything that Quality Scotland is about, we are striving for excellence not mediocrity when it comes to governance. The EFQM Excellence Model is a highly effective framework to lay over your current board and use as a catalyst for change, ensuring that your board is fit for purpose and fit for not only the new OSCR guidelines but for the individual organisational challenge that no one is exempt from.

It has been reported recently that carrying out regular effective self-assessment is one if the best ways to ensure good governance. The common language offered by the EFQM Excellence Model makes it easier for stakeholders, including the board, to collaborate across projects and even integrate work with other organisations in the third sector

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Quality Scotland

and with partners in the public and private sectors making our organisations more sustainable as we move forward.

For me then it’s not an option to not have good governance in place and constantly strive to make improvements. As the Chief Executive of Quality Scotland and a trustee of the Scottish Waterways Trust we all have a role and responsibility to play in excellent governance across Scotland.

To find out more about how we at Quality Scotland can help with your governance issues contact your account manager on 0131 225 5765 or visit www.qualityscotland.co.uk

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Training and Development

Update

You may notice some additions to our training offerings in this edition of Excellence Now

Half-day Workshops

Three new half-day workshops have been introduced to our open schedule: Benchmarking; Continuous Improvement through Self-Assessment; and Facilitation Skills. A number of others, including Project Management skills, are currently in development and will be added throughout 2017.

This range of short workshops is being developed and added to our portfolio in response to feedback from members, including suggestions that it would be helpful to have practical offerings that target areas which commonly arise as areas for improvement out of self-assessment.

Benchmarking Workshop: This workshop is designed to prepare you to carry out a benchmarking exercise within your own organisation so you will have the opportunity to start to plan your own organisation’s benchmarking project, having touched on the theory behind successful benchmarking and seen how benchmarking

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fits within the EFQM Excellence Model and RADARŠ scoring framework. The opportunity to network with other likeminded organisations represented in the workshop may also enable you to start building up your database of potential benchmarking partners. If you already have some benchmarking skills and would like to develop them further, we offer a range of options. Call us on 0131 225 5765 to discuss options.

Continuous Improvement through Self-Assessment: In order to bring about continuous improvement in your organisation, it is important both to understand, and to communicate, the benefits of self-assessing against a framework, regardless of the specific Model that is being used. During this workshop you will become familiar with the process involved in a cycle of continuous improvement and deepen your understanding of the critical success factors in self-assessment. The workshop stresses the importance of understanding your

audience and using communication means that are appropriate to them, and crucially, you will also learn straightforward, practical techniques to prioritise areas for action.

Facilitation Skills: What makes for a great facilitator and a successful facilitation? This workshop will help you to identify the differences between leading a team and a facilitator, and what separates consensus from compromise, so that you can facilitate a constructive group discussion to achieve a stated aim.

You will learn about the different personality types you may encounter and how to optimise the contribution from each, and there will be plenty of opportunity to practice facilitation through mini exercises and break out groups.

Currently scheduled dates for all offerings are listed on www.qualityscotland.co.uk If you are unsure if a workshop is for you, check out our webinars for taster sessions in some of the topics.

Facilitated Workshops We can offer facilitation services tailored to your needs, and are happy to discuss these with you. From our experience of the common requirements of our members we have also developed some core facilitation services which we can deliver in-house in your organisation.

Projects Prioritisation Facilitated Workshop: For organisations that have already undertaken self-assessment with a view to making a submission for Committed to Excellence Project Validation, this half day workshop will help you to consider your areas for improvement in order to identify and begin to formulate the three most appropriate projects to use in making a submission. Facilitated by a member of the Quality Scotland team, this is a very practical session, using the output of selfassessment and applying RADAR© to the formulation of the projects.

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Quality Scotland

Strategic Planning Facilitated Workshop: This very practical half day session has been designed for organisations that wish to undertake a strategic planning exercise, with input from senior leaders and key managers in mind. The organisation may or may not be considering progressing to the next stage of recognition. The group will undertake a scoping exercise initially to ensure that they have a shared understanding of how they see the organisational context. They will go on to examine what the organisation is doing in relation to 20 key approaches mapped against the Fundamental Concepts of the EFQM Excellence Model using RADAR© to help them consider how well they are performing. The workshop is facilitated by two members of the Quality Scotland team, using the Equip e-tool to focus discussion and capture outputs.

Practically Lean Workshop: The Quality Scotland Lean Workshop is custom-designed for your organisation – you will bring along a practical issue from your organisation that you want to address and, over a full day, your tutor will lead you through the process of applying lean thinking to the issue. Attendees don’t need to have any prior knowledge or experience of Lean to be involved in the workshop; however, you will need to supply some information around the process you intend to work on so a call or a short pre-meeting with the tutor will be required in advance.

You will leave the workshop with some knowledge of the theory of Lean, as well as some Lean tools, an as-is process map, a future state process map and a plan how to get there.

Visit our website for full details www.qualityscotland.co.uk or call us on 0131 225 5765 to discuss options, customisation etc.

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Quality Scotland’s Forthcoming Webinars

Taking you from Self-Assessment to International Recognition Using EQUIP Advanced This newly introduced webinar demonstrates how EQUIP Advanced provides an effective and robust online platform for self-assessment enabling organisations to prepare for and go on to achieve EFQM recognition. A walk-through the tool will not only show how it looks and works, but also demonstrate how your own organisation can use it in a self-assessment.

EQUIP Advanced can be used in a variety of ways to help you to: • Familiarise everyone with the model and embed excellence across the organisation – there is an interactive version of the EFQM Excellence Model, with guidance and access for all staff.

• Help with the creation of your organisation’s strategic plan, when self-assessments are incorporated into the planning process.

• Create, manage and report on all assessments – all held on the one system to monitor progress and track improvements over time.

• Check if your organisation is ready for Recognised for Excellence.

• Store and record results from your self-assessment sessions in the ‘Recognised for Excellence’ format to avoid duplication of effort when creating a submission document.

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Join other forthcoming Webinars 23rd August 24th August 12th September 14th September 5th October 24th October

Lean & Six Sigma Basic Assessor Introduction Basic Assessor Introduction Getting Started with EFQM Excellence Model Benchmarking Basic Assessor Introduction

See full calendar of webinars There’s no need to install any software to attend our webinars.

The webinars are organised through the GoToWebinar online platform and provide you, our members with an accessible way to learn and share best practice without having to leave your desk.

Learning, Training and Development Diary July–September 2017 July

Course/Event

Designed For/To

Location

Price

11th

ISO 9001 Awareness / QMS Foundation Workshop NEW FORMAT for 2017

Suitable for novices, we begin with the basics of Quality Management, then walk you through the clauses of the Standard – making sure to explain and contextualise them to the satisfaction of each participant on the workshop.

Edinburgh

Member: £405 Non member: £449

12th

ISO 9001 Internal QMS Auditor NEW FORMAT for 2017

In just 14 hours, using SQMC’s unique methodology, participants will learn how to confidently and assertively plan, conduct and report on an internal audit of an ISO 9001-based Quality Management System (QMS).

Edinburgh

Member: £585 Non member: £ 649

August

Course/Event

Designed For/To

Location

Price

8th

Basic Assessor Training Workshop

What makes an excellent organisation? This practical half-day workshop is designed to answer that question, based on understanding the links between the 2013 EFQM Excellence Model, the Fundamental Concepts, and the RADAR© logic.

This workshop is a pre-requisite for the EFQM Assessor Training, but can be undertaken as preparation for any EFQM training.

Glasgow

Member: £195 Non member: £390

September

Course/Event

Designed For/To

Location

Price

5th

Basic Assessor Training Workshop

What makes an excellent organisation? This practical half-day workshop is designed to answer that question, based on understanding the links between the 2013 EFQM Excellence Model, the Fundamental Concepts, and the RADAR© logic.

This workshop is a pre-requisite for the EFQM Assessor Training, but can be undertaken as preparation for any EFQM training.

Edinburgh

Member: £195 Non member: £390

12th

Basic Assessor Introduction Webinar

This webinar will provide you with an introduction to / refresher of the Basic Assessor Training.

Online

Member: Free Non member: £30

19th

LSS Foundation Greenbelt (Module 1)

An introduction to the Lean Six Sigma principles and methodology, this course will suit anyone who needs a thorough understanding of what Lean Six Sigma is, and how it works in practice without yet requiring the more advanced statistical tools.

Edinburgh

Member: £1485 Non member: £1650

26th

EFQM Assessor Training (2 day)

This new 2-day course provides you with theoretical and practical in-depth experience of assessing an organisation with the EFQM Excellence Model; it uses a case study close to a real submission document to simulate real-life assessing conditions for the group exercises.

Glasgow

Member: £950 Non member: £1900

See full calendar of training and events www.qualityscotland.co.uk/events

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Quality Scotland

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QS Directory

info@qualityscotland.co.uk qualityscotland.co.uk Tel: 0131 225 5765

@qualityscotland Quality Scotland

Quality Scotland is a registered Scottish Charity, No SC040316

Chief Executive

Business Development

Partners in Excellence

Claire Ford

Ann Pike Head of Business Development

SQMC

Eileen McGregor Business Manager

Carol George Perform Consulting and Development

Shared Services

Moore Allison Catalyst Consulting Ltd

Angela Howarth Head of Membership Services

Ciara Sutherland Learning, Training, Development and Office Manager

Sara Keane Account Director (Private Sector)

Shona Angus Finance Assistant

Fiona Liddle Account Director (Third Sector)

Products and Services

VSN

Melanie Thomson Online Products Developer

Fiona Liddle fiona.liddle@qualityscotland.co.uk

Membership Services

Janet Robertson Account Director (Education) John Cannon Account Director Lauren Irvine Account Director (Public Sector)

Janet Robertson Director of Learning, Training & Development

Harvey MacMillan Future Farmers

Networks

Private Sector Network Sara Keane sara.keane@qualityscotland.co.uk

Public Sector Network Marketing and Events Elaine Sneddon Marketing Director

Awards

Angela Howarth angela.howarth@qualityscotland.co.uk

Housing Association Network Janet Robertson janet.robertson@qualityscotland.co.uk

Catriona McDougall Awards Manager

Contact us through our website

Š 2017 Quality Scotland

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