Model with the help of NRA’s consultants and representatives from the General Tax Directorate. In the period April – May representatives of 8 more structures of the NRA went through training under the EFQM Excellence Model: Directorate ‘Complaints and Realization Management’ – Varna, TD Rousse, TD Shumen, TD Gabrovo, TD Burgas, TD Blagoevgrad and TD Big taxpayers and insurers. The employees in all these directorates who have been trained will become specialists in the criteria, i.e. these will be the people who by the end of the year have to identify and gather the suitable data and information from the inside of the respective directorate to support each of the Model’s criterion. The assessment of these directorates will be further done by inside assessors from the NRA trained to do this.
The rest of the NRA’s structural units will assess themselves by applying the EFQM Excellence Model in 2009 and 2010.
The NRA is striving to be a modern public administration which constantly increases its organizational effectiveness and it intends to apply one more of the tools for quality management – the Balanced Scorecard.
By now the only territorial administration to involve the integrated quality management system CAF 2006 – BSС12 is the regional administration Pazardjik. An expression of this is the Concept for strategic management of the regional administration ‘Change through strategic initiatives’. To achieve the set purposes some initiatives have been undertaken:
Initiative for implementation of the Balanced system for effective indexes (Balanced Scorecard – BSС13)
Initiative for implementation of the Common Assessment Framework (CAF 2006);
Regional initiative for management, coordination and control through the Balanced system for effective indexes of the administrative service.
The results from the first self-assessment in CAF 2006 were reflected through the strategic cards in the planning of the goals, indexes, tasks, initiatives and resources (budgets) in each of the four directions of BSС.
The strategic processes in priority improvement areas are defined by the self-assessment results. Strategic maps are made. A balanced system of indexes (indicators of the key effects according to CAF 2006), for effectiveness (10 - 15) and for result (5 - 8) is defined. With the next self-assessment cycle according to CAF 2006, the data referring to the value and dynamics of the traced in the period of planning indexes (indicators) about effectiveness and result from BSC were used.
The follow-up self-assessment report contains a review of the fulfilled tasks according to the indexes for effectiveness and result, the set goals and the realized initiatives, as well as an opinion concerning the expedience of their choice.
An actualization, and if necessary – a reengineering of the balanced system of indexes for effectiveness (a feedback by studying and innovating of the administration according to CAF 2006) is done.
Practice will show which of the systems (or a combination of them) is the most relevant but in all cases it is beyond dispute that this is the way to have entirely new level of administrative activity in the difficult and complex, but objectively necessary process of transformation of the state management and the administration in Bulgaria.
12 See for example Kartalov, Sv. Implementation of the Common Assessment Framework (CAF 2006) in the regional administration Pazardjik, Presentation. 2006,
13 Balanced scorecard, BSC(, or the so-called “6 sigma”, or Statistical Process Control – it aims at overcoming reported and realized weaknesses and gaps of the previous management approaches. BSC gives organizations the opportunity to clearly formulate determinants to balance their financial perspectives. BSC is above all a management system, not a measurement system, which allows the organizations to define their image and strategy when put into action. It allows a feedback regarding inside processes and the expected results in order to achieve continuous improvement of the strategic presentation and organization results.