How is your quality development progressing?

- We have worked with SIQ's model for quality development for many years. It has given us a clear framework and tools to work on improving our quality for those we serve.

- Last year, we chose to focus our quality work on one of our three activities, in order to be able to scale up the model. We have conducted a review in the area of work integration using SIQ's Mindmap model, based on experiential learning. For us, this means that we not only map our working methods and results linked to customers & stakeholders, management & employees and the organization's processes, but we have also chosen to focus on how we design that process. With experience-based learning, we weave the model's three cornerstones into every part of the mapping process.

Göteborgs Stadsmission is a member of SIQ and has been working actively with the SIQ management model for a long time. We asked development strategist Sara Larsson some questions about their quality development.

What does this mean in practice?

- The management team has spent a whole year (2019) mapping the business based on SIQ's Mindmap and worked continuously with the tool once a week and on four full days during the year. The results of the mapping have shown which areas we need to work on. With the support of experiential learning, which for us has meant that we have worked with different exercises linked to each part of the mapping, we have focused on collaboration, presence and trust in both each other and the process. This has contributed to an increased joint commitment to quality development in the group.

- In 2020, we have selected three areas that we work focused on, also in this work we focus on continuity and experiential learning. For us, SIQ Management model & Mindmap are important frameworks that become part of our success factor. Another success factor was the design with continuity and experiential learning. We plan to scale up our work in the other business areas in 2021.

Anything that worked particularly well or badly?

- Generally speaking, it has worked well. The difficulties we have had to work with are to anchor and explain the model internally, as many colleagues find it complex and difficult to use. Another difficulty is how we weave together our quality work and get it easily and effectively linked to other strategic processes such as business intelligence and sustainability/global goals.

How has the coronavirus pandemic affected you over the past year? 

- We have restructured a lot of our activities, but have not discontinued anything. Our vision is to work for a more human society, and to support people from exclusion to inclusion. The tools for this are always evolving, and we have, among other things, worked more digitally, scheduled group meetings in smaller groups, delivered food bags to people in risk groups and a number of other activities.

Have you been supported by your other quality work when faced with new challenges?

- We have had support from our quality work. Since the management team has jointly taken responsibility for continuing to develop based on our vision "a more humane society for all", and the area's mission to "get more people into self-sufficiency through work", the quality work has been a base plate from which we have then been able to develop possible initiatives to contribute to both the organization's and the area's goals.