Public Sector Innovation Awards

APEX (Association of Public Executives of the Government of Canada)
Award for Leadership in Service Innovation:

APEX Innovations in Leadership Award under Recognition [link to: http://www.apex.gc.ca/about/awards_e.htm }

Innovations in American Government Award [link to: http://www.ashinstitute.harvard.edu/ ]

IPAC Innovation Award — Canadian governments  [link to: http://www.ipac.ca/ ]

Award of Excellence for Innovation in Agriculture and Agri-Food

CAPAM International Innovations Awards Programme:

2001-2002, Theme: Innovations in
Governance

The Innovation Journal: The Public Sector Innovation Journal, 8(2), 2000, article 8.

CAPAM International Innovation Awards Programme, (PDF)

2001-2002

Theme: Innovations in Governance

The
theme of the 2001-2002 CAPAM
International Innovations Awards Programme is “Innovations in
Governance.” For the
purpose of this Awards Programme:

“Governance
is about how an organisation steers itself and the processes and
structures that are used to achieve its goals. Governance is also crucially concerned with how organisations
relate to each other, how they relate to citizens, and the ways in which
citizens are given a voice.” –Meredith Edwards; 2000.

Thus,
the CAPAM International Innovations Awards Programme will be seeking
submissions which demonstrate innovative practice in governance that respond
to the significant challenges extant in the current environment.

In
particular, the CAPAM International Innovation Awards Programme Jury will be
looking for innovations that address governance challenges such as:

–
partnering:

the
increasing involvement of the private and non-governmental (or voluntary or not-for-profit sectors) in the both
the development of policy and the delivery of service

–
accountability:

in
the face of the blurring of roles and responsibilities of the public,
private and non-governmental sectors and the delegation of authority, means
by which accountability is maintained through the citizen to Parliament

–
communication and information revolutions:

the
extent to which information has become more accessible, more diverse, more
voluminous, and communications technology has thus eliminated the government’s
monopoly on information

–
demands for citizen engagement:

responses
to the increasingly well-informed and well-educated citizens’ demands for
involvement in decision-making around the policy development, service
delivery, and the use of public resources more generally

–
integration of horizontal and vertical management:

the necessity for government departments and agencies to act in concert with
other with one another to achieve outcomes

–
maintenance of policy coherence in a fragmented policy community:

the
capacity of government to maintain policy coherence despite the involvement
of a multitude of players and an evolving accountability framework

–
political or Parliamentary structures:

adaptation
of Parliamentary structures to the evolving and complex public sector
environment

–
evolution in required human resource competencies:

demand
for new skill bases which reflect the changing nature of work, one concerned
with complex programme, project and contract management skills, procurement
and IT skills, more so than direct delivery skills

–
values and ethics:

the
challenge of ensuring that the core values of government – integrity,
impartiality, meritocracy – continue to be observed through transformations in governance

Revised

May 27, 2002

1999-2000, Theme: Service to the Public

CAPAM International Innovations Awards Programme 1999-2000 PDF

Theme: Service to the Public

Up to 10 finalists will make presentations to the Jury at the 2000 CAPAM Biennial
Conference October 15-18, 2000, Cape Town, in South Africa. Each of the

Finalists’ submissions will be presented to the delegates at the
Conference. At a formal ceremony on the final evening of the Conference, the Gold, Silver
and Bronze winners will be presented with their awards.

A. Purpose

The purpose of the CAPAM International Innovations Awards Programme
is to promote innovation in government reform throughout the Commonwealth. The Awards
Programme provides Commonwealth countries with varied perspectives on change and exposes
models which may be adapted and applied in differing environments. The theme of the Awards
Programme is “Service to the Public”. The theme focuses on the ways in which
governments and their agencies provide services to their citizens. More specifically, the
CAPAM Awards Programme seeks innovations that:

– tap the creativity of front-line employees, through changes in
work design and supervision;

– reshape organisational culture in profound ways that improve
public performance;

– implement significant policy innovation;

– uphold just and honest government and directly or indirectly
prevent or eradicate corruption;

– exemplify multi-agency, intergovernmental, public-private, NGO and
voluntary sector collaboration; and

– demonstrate effectiveness in performance-based management.

B. Evaluation Criteria

The criteria to be used for evaluation of the submissions will
include:

Effectiveness.

That the innovation has been commissioned or
chartered after June 30, 1996, and thus sufficient time has passed to demonstrate the
initiative’s effectiveness. Particular attention will be paid to costs of
implementation, savings and other related benefits.

Innovation.

That in the Jury’s experience, the entry
is genuinely innovative within the public sector. Innovation may take the form of a
successful experiment; the implementation of effective organisational change; the
translation of new ideas into practice; or harnessing new technology. Where innovation
involves technological change, the emphasis will be on how the technology was introduced
into the organisation.

Relevance.

That the innovation is consistent with the
Awards theme and that it is relevant. The impetus for the change and the purpose and
objectives of the change should be noted.

Significance.

That the benefits of the innovation, either
actual or potential, are significant; note: significance can be local as well as national
and will not be evaluated simply on the grounds of the size and scale of benefits.

Replicability.

The submission has or will be replicated in
some shape or form by other governments or agencies. If so, it should be noted by whom and
the level of success to date.

Appropriateness to Context.

Given regional economic and
socio-economic conditions, particular technologies may be more appropriate to the
situation or context (i.e. capital financing versus labour intensive improvements).

Published March 24, 2000

Revised

March 13, 2002

1999-2000 Award Winners and
Finalists and Nominees
1998 Award Winners and Honourable Mentions

The Innovation Journal: The Public Sector Innovation Journal, 4(1), 1999, article 13.

CAPAM Innovative Service Award Winners (PDF)

CAPAM Innovations Award Programme 1998
Theme: Service to the Public
http://www.comnet.mt/capam/Intawrd/summarie.htm

The winners can be found at http://www.comnet.mt/capam/award.html

Gold Awards:

Education Guarantee Scheme, Rajiv Gandhi Shiksha Mission, State of
Madhya Pradesh (India)
Ontario Delivers – Improving the Delivery of Quality Public Service in Ontario (Canada)

Silver Awards:

New Pension Delivery Systems (South Africa)
A Matter of Life & Death – Victoria’s Civic Compliance Solution (Australia)

Bronze Awards:

Village Pay Phone – Grameen Telecom (Bangladesh)
Canada’s SchoolNet: Learning without Boundaries (Canada)

Honourable Mentions:

The Redesign, Automation and Integration of the Victorian
Government’s Cabinet, Legislation and Parliamentary Business Systems (Australia)
STRATEGIS – Canada’s Largest Business Information Web Site (Canada)
Transforming Service Delivery: Manitoba’s Special Operating Agencies (Canada)
Towards World Class Fire Rescue Organisation Through Innovation (Malaysia)
UK Public Sector Benchmarking Project – 1996-98 (United Kingdom)
Office of the Ombudsman (Vanuatu)

Published September 03, 1999

1998 Semi-Finalists

30 semi-finalists have been chosen for the first CAPAM International
Innovations Awards Programme. In total, Commonwealth Association for Public
Administration and Management (CAPAM) members from 24 countries made 121 submissions to
the Innovations Awards Programme, with representation from countries small and
large, both developing and developed. The submissions were received from members in the
following countries:

SUBMISSIONS RECEIVED from THE FOLLOWING COUNTRIES:

Australia
Jamaica
Singapore
Bangladesh
Malaysia
South Africa
Barbados
Malta
Trinidad and Tobago
Canada
Mauritius
Uganda
Cyprus
Namibia
United Kingdom
India
New Zealand
United States
Iran
Philippines
Vanuatu
Italy
Seychelles
Zimbabwe

From among the 121 submissions, 30 semi-finalists were chosen by the pre-screening team to
go forward to the International Innovations Awards Jury for final judging. From among
these semi-finalists, ten finalists will be chosen in late June and announced at the CAPAM
Biennial Conference in Malaysia 6-9 September 1998.

The 30 semi-finalists are listed below. The country, project
title and submitting department or organization are also described.

Australia

Centrelink — Linking Australian Government Services
* Centrelink aims to apply world’s best practices in service delivery to 5
million customers. It has innovative governance arrangements including
private sector input. [See description of Centrelink by its chief executive officer in
the Articles section of The Innovation Journal]
Redesign, Automation and Integration of the Victoria Government, Department of the
Premier and Cabinet, Victoria
* Re-engineering electronic work flows for Cabinet, Executive Council, Legislative and
Parliamentary processes.
The Victoria Solution, Department of Justice Victoria
* The Victoria Solution, Victoria’s Civic Compliance System; world’s most
powerful integrated road safety and infringement enforcement package;
leading edge Road Safety and Courts technology.
Bangladesh Village Pay Phone, Grameen Bank
* Grameen Telecom aims to provide digital cellular telephone and related value added
services in the rural areas of Bangladesh.

Canada

Canada’s SchoolNet, Canada’s Information Highway Application Branch, Industry Canada
* SchoolNet is designed to promote the effective use of information technology
amongst young Canadians by facilitating the connection of all 20,000 schools and
libraries to the lnternet by the end of 1998- 1999.
Stategis, Industry Canada
* A major initiative to fill strategic information gaps for small and medium
sized businesses, to broaden the departments reach at a lower cost, and to help
re-engineer the internal workings of the departments.
Export Source, Department of Foreign Affairs & International Trade and
Agriculture and AgriFood Canada
A pioneering Internet business tool for Canadians seeking competitive advantage
in world markets.
Canadian Business Service Centres Network, Treasury Board of Canada
* A tri-party group of public and private sector organisations providing
accurate and current information in response to over 1 million inquiries
from potential entrepreneurs and new or existing businesses.
The Service Delivery Network, Human Resources Development Canada
* HRDC has flattened its structure. Executive level managers in field offices
now have full autonomy to use appropriate technology and community partnerships
to provide the best service.
Special Operating Agencies, Province of Manitoba
* SOA’s are the principal means of alternative service delivery. They are “getting
the structure and incentives right and leveraging reforms that are transforming
government.
The Audit Protocol: A new Approach to Large Business Audit, Revenue Canada
* The Audit Protocol enhances the compliance relationship with large
corporations by developing an individualized audit protocol. This increases
the efficiency of the audit process for both parties through a co-operative,
open and transparent relationship.
Beyond Partnerships: Empowering Clients to Improve Services to the Public, Ontario
Ministry of Agriculture, Food & Rural Affairs
* OMAFRA has developed an innovative approach to customer service that puts its
clients and stakeholders at the centre of program planning and delivery.
Ontario Delivers: Improving the Delivery of Public Services in Ontario, OPS
Restructuring Secretariat Ontario
* The Ontario Government is moving towards an “outside-in’ approach to
service delivery. By creating a ‘One Window” service option we are
meeting the needs and expectations to have faster, more convenient ways to
access government services of today and for the future.

India

The Surat Experience, Municipal Corporation, Surat
* Transform the City into becoming the cleanest in the country, tackling
garbage, sewage, congested roads and unauthorised construction problems,
imparting dignity and self-respect to 20 Lakh people.
Education Guarantee Scheme, Rajiv Gandhi Shiksha Mission
* Provide universal access to primary education. Government provides within 90
days, a trained teacher and teaching-learning materials to 25 learners (tribal) or 40
(non-tribal) for a learning facility, enrolling 500,000 children within one year.
The Divisional Experiment, North Division, Delhi, Government of Delhi
* An experiment of providing a single window for public interface with various
departments, taking transparency and service delivery to their door steps.

Malaysia

Towards a World Class Fire Rescue Organisation, Fire and Rescue Department
* Focus on visionary leadership and planned changes to achieve World Class Standard
in their profession and shifting the mind set of the people. It focussed on recognising
talents and investment in people.

Namibia

Public Sector Reform, Office of the Prime Minister
* To replace the inherited fragmented colonial civil service with a unified
Public Service required major restructuring. A detailed strategy was
designed to achieve this with focus on ‘customer service’.

New Zealand

Protect Drinking Water Quality, Ministry ofHealth
* Developed and implemented a strategy for managing the public health safety
of drinking-water supplies. Uses a set of regulatory and non-regulatory tools to reinforce
one another and to promote self-management by the water industry.

Seychelles

U-First Programme, Ministry of Tourism and Transport
* The aim of the U-first Campaign and competition is to recognise and reward
individuals and establishments who have excelled in their role of maintaining
the Seychelles service edge as a premier visitor destination.

Singapore

Singapore Education Administrative Services over the lnternet,
PS 21 OFFICE
* A virtual one-stop 24-hour counter over the Internet for the central
registration of national examinations and admissions to post-secondary
institutions, and the delivery of these results.
The Expeditious Discharge of Bankrupts, PS 21 OFFICE
* Significantly reducing the number of bankruptcies and the cost of bankruptcy
administration while increasing public service efficiency and payments to creditors.
Discharge from bankruptcy by Certificate of the Official Assignee.

South Africa

Renewal of Staff Establishments, Department of Health, Free
State
* Make recommendations on the hospital structure and staffing, the creating of
new structures and staff and the development of an implementation strategy.
The Maputo Development Corridor, Department ofTransport
* To rehabilitate the core infrastructure of the corridor (development axis)
from Johannesburg to Maputo through public private partnerships.
New Pension Delivery System, Free State Department of Social Welfare
* New delivery systems harnessing the latest technology have been designed and
successfully implemented thereby dramatically improving the effectiveness and
efficiency of service delivery.

Trinidad and Tobago

National Public Service Week Ministry of Public Administration
and Information
* An event that facilitated concentrated attentions on customer information and
feedback; demonstrated value for customers; launched the utilisation of state
of the art technology to provide easy access to information, and conveyed to
internal customers/employees you count.

Uganda

Commencement of Private Programmes, Makerere University Business
School
* The programmes were for those who were not sponsored by government. The idea
was novel because it was previously unacceptable. It has generated revenue, enabled
improvement in staff salaries, purchasing teaching aides and repair facilities.

United Kingdom

The Armed Forces Personnel Administration Agency, Armed Forces
Personnel Administration Agency
* The outsourcing of military personnel administration function under a private
finance partnership; contracted to develop a new tri-service system.
UK Public Sector Benchmarking Project, Office of Public Service
* The project demonstrated that the Business Excellence Model can help public
sector bodies improve their service to the public, by measuring performance in
key areas and spreading management best practices.

Vanuatu

Ombudsman-Vanuatu, Office ofthe Ombudsman
* To investigate complaints of government wrongdoing, and recommend follow up action.

The International Jury for the Awards Programme will interview each of the 10 finalists in
Malaysia immediately prior to the Biennial Conference in September 1998. Each of the 10
will then make a presentation to the Conference delegates. At the President’s Banquet on
the closing night of the Conference the gold, silver and bronze award winners will be
announced.The post-conference issue of Commonwealth Innovations,
published by CAPAM, will provide full information on the final award winners. All
submissions will be profiled in that issue of the newsletter. Watch this space for the
award winners.

This information was originally published in Commonwealth
Innovations, Vol. 4, No. 2, 1998

Updated

September 03, 1999 Revised Nov 2009

United
Nations Public Service Awards: Innovations
in Public Service

Quality Awards

The Baldrige Award
(see a related website)

The Baldrige Award is
based on an analysis of what makes for an effective organization. These have been
identified as leadership, a people focus, a customer focus, a supplier focus, planning for
improvement, process optimization and organizational performance.

The Baldrige Award examines the quality of an organization’s
activities in seven categories:

• Leadership
• Information and Analysis
• Strategic Planning
• Human Resource Development and Management
• Process Management
• Business Results
• Customer Focus and Satisfaction

These seven criteria categories are Examination Items and Areas to
Address. Examination Items consist of sets of Areas to Address. There are 24 Examination
Items.

Although developed with the private sector in mind, the approach of
the Baldrige Award is applicable to the public sector.

The Canada Awards for Excellence use the Baldrige Awards approach.

For more information: http://www.quality.nist.gov/

Related Article:
A Comparison of the Criteria and Strategies ofDifferent Awards by Larry Taylor

Source: Canada Awards for Excellence, 1997 Entry
Guide

Updated

August 22, 2000 Revised Nov 2009

The Deming
Prize

Speyer Quality Award for the German,
Austrian and Swiss public sector.

The Innovation Journal: The Public Sector Innovation Journal, 4(3), 1999, article 6.

Speyer Quality Award PDF

This public sector award for German, Austrian and
Swiss public organisations is organised every two years by the German
Post-Graduate School of Administrative Sciences in Speyer, Germany.

(http://www.dhv-speyer.de/lst/hill/qualwbwb.htm old)

new

http://www.dhv-speyer.de/5-speyerer-qualitaetswettbewerb-2000/10.htm

Published November 09, 1998 & new pdf Aug 27 2013

Other Awards

The Agatha
Bystram Award an award of the National Library of Canada, was presented in 2000 to
Industry Canada’s Nora Hockin for leadership, using creativity and initiative in
Information Management in Canada’s Digital Collections program. Canada’s Digital
Collections house over 375 Web sites and receives over 1.5 million visits per month.

Italian Award: Cento Progetti

The Innovation Journal: The Public Sector Innovation Journal, 5(1), 2000, article 9.

Italian Award: Cento Progetti PDF

DIPARTIMENTO DELLA FUNZIONE PUBBLICA

Cento Progetti al Servizio dei Cittadini

per diffondere l’innovazione nelle amministrazioni pubbliche
Il Tosi vince la 1^ edizione: maggio 1995
Il Tosi vince la 2^ edizione: maggio 1997

Created March 24, 2000

Updated

May 06, 2003 new pdf June 3 2015

Development
Marketplace Awards, funded by World Bank

Dubai International Award for Best
Practices in Improving the Living Environment

The Innovation Journal: The Public Sector Innovation Journal, 5(1), 2000, article 12.

Dubai International Award for PDF

Best Practices in Improving the Living Environment

Call for year 2000 nominees

Each of the ten Awards consists of a US$30,000 cash prize, a trophy
and certificate.

1998 Winners:

1. Comprehensive Improvement of the Urban Environment of Zhuhai,
China

2. Urban Sub-centres for Citizen Life in the Low-income Areas of
Medellin, Colombia

3. Household Solid Waste Management: Zabbaleen Garbage Collectors,
Cairo, Egypt

4. Urban Governance in Environment and Public Health: Surat’s
Experience, India

5. The Kipepeo Project, Arabuko-Sokoke Forest, Kenya

6. Housing Programme for the Peripheral Areas of Xalapa, Vera Cruz,
Mexico

7. Participatory Planning Initiatives in Naga City, The Philippines

8. Programmes for Improving the Urban Environment in Malaga, Spain

9. Community Infrastructure Upgrading Programme, Dar-es-Salaam,
Tanzania

10. Interface’s Journey to Sustainability, Kennesaw, Georgia, United
States of America

1996 Winners:

1. Project on Sites and Services for Low-income Families, Buenos
Aires, Argentina

2. Integration Council in the Favelas Rehabilitation Process,
Fortaleza, Brazil

3. Metro Toronto’s Changing Communities: Innovative Responses,
Canada

4. Post-calamity Reconstruction of Anhui Province’s Rural
Areas, China

5. Successful Institutionalisation of Community-based Development,
Cote d’Ivoire

6. The Self Employed Women’s Bank (SEWA), India

7. Shelter Upgrading in Agadir, Morocco

8. City Management in Tilburg, The Netherlands

9. Local Initiatives Programme, Lublin, Poland

10. Community Information Resource Centre, Alexandra, South Africa

11. “Don’t Move, Improve!” Banana Kelly, South Bronx,
United States of America

12. City of Chattanooga, Tennessee, United States of America

http://www.sustainabledevelopment.org/blp/awards/

Published February 25, 2000 new pdf June 3 2015

The Peter F. Drucker Award of the Peter F. Drucker
Foundation for Non-Profit Management: Eligiblity and
criteria.

Eligibility

Application is by self-nomination. Any nonprofit organization
registered with the U.S. Inland Revenue Service as a 501(c)(3) organization may nominate
one of its programs or projects — launched no earlier than January 1, 1993 — that meets
the Criteria for Award Selection. Nominations must be submitted by the organization
responsible for the program or project; third-party nominations are not accepted. Only one
entry may be submitted by an organization. The Award is not presented to an individual,
nor for the general work of an organization, nor for funding a project proposal.

Criteria for Award Selection

The nominated program or project must:

• further the mission of the organization;
• have specific and measurable outcomes;
• exemplify innovation by demonstrating a “new dimension” of
  performance;
• have made a difference in the lives of the people it serves; and
• serve as a model that can be replicated or adapted by other
  organizations.

If the project or program originated with an organization with which
the sponsoring organization is affiliated, or is a variation of a preexisting model — it
must be distinctive and novel in design, execution, delivery, and result.

Updated

May 27, 2002 Revised Nov 2009

1997 Global Information Infrastructure
(GII) Award

Entries must describe a specific use of the information
infrastructure (e.g., a specific project, service or user application). All entries must
be submitted in the English language. For the 1997 GII US competition, entries must be
based principally in the United States and must be accessible by, and of benefit to,
people residing in the United States (entries may also be used by people outside the
United States).

To be accepted as eligible, an Entry must meet the following
requirements:

1. Real and verifiable The Entry can be verified to be (or to have been)
   operational as described.
2. Networked The Entry supports multiple people and/or machines at
   multiple buildings or locations and achieves end-to-end connectivity.
3. Compliant with all requirements of the Required Entry Information,
   Entry Release Form and the Official Rules. Non-compliance with any terms, conditions or
   requirements of the Official Rules and/or the Official Entry Information or Entry Form may
   result in the disqualification of an entry.

JUDGING CRITERIA

There are three Judging Criteria that will be weighed equally by the
judges. The Judging Criteria will be applied in the context of the Award Category
Definitions.

1. Demonstrates the capability of the information infrastructure. In
   judging this criterion, the judges will consider the extent to which the Entry:
   • opens communication, knowledge and/or bodies of information to those
     who had limited or no access before.
   • encourages communication and/or collaboration beyond traditional
     boundaries.
   • empowers its users and/or community of interest.
   • strengthens relationships between the provider and/or its community
     of users.
2. Produces practical results and benefits In judging this criterion,
   the judges will consider the extent to which the Entry:
   • produces benefits, outcomes and results.
   • Exhibits sustainability and economic viability.
   • achieves acceptance by a community of users.
3. Is innovative In judging this criterion, the judges will consider the
   extent to which the Entry:
   • represents a new way to meet the needs of targeted people or groups.
   • provides a unique motivation for people to use the information
     infrastructure.
   • is clearly distinctive from similar projects, applications or
     services.

THE INFORMATION INFRASTRUCTURE

The information infrastructure is the combination of public and
private networks, computers and electronics that connects people with people, and people
with information. The US National Information Infrastructure (NII) is that part of the
Global Information Infrastructure (GII) which is used in the United States. The wired and
wireless interactive networks of businesses, carriers, schools, communities, government
agencies, and the Internet all form part of the GII.

Through applications such as electronic commerce, telemedicine,
distance learning, community and health networks, virtual libraries and communities,
collaborative work, online information services and interactive entertainment, the GII is
being used today to improve people’s productivity, health and well being.

Updated

May 27, 2002 Revised Nov 2009

Related Articles:

Role of Innovation Awards
by Eleanor Glor

AComparison of the Criteria and Strategies of Different Awards
by Larry Taylor

Readings

The Innovation Journal: The Public Sector Innovation Journal, 4(3), 1999, article 7.

Readings on Innovation Awards PDF

Altshuler, A.A. and Behn, R.D. (eds). 1997. Innovation in
American Government. Washington, D.C.: Brookings Institution

Borins, Sandford. 1998. Innovating With Integrity: How Local
Heroes Are Transforming American Government. Washington, D.C.: Georgetown University
Press

Borins, Sandford. 1995. “Public Management Innovation Awards in
the US & Canada,” In Hermann Hill and Helmut Klages, eds., Trends in Public
Service Renewal, Frankfurt: Peter Lang International

Glor, Eleanor D. 1998. “Public Sector Innovation in
Canada,” chapter in Hoffman, Randy, Diane Jurkowski, Victor MacKinnon, Janice
Nicholson, James Simeon, Public Administration: Canadian Materials,Third
Edition, Toronto: Captus Press, pp.300-340

Halachmi, Arie. 1995. “Potential Dysfunctions of Quality Awards
Competitions.” Hermann Hill and Helmut Klages, eds. Trends in Public Sector
Renewal: Recent Developments and Concepts of Awarding Excellence. Frankfurt am Main,
Germany: Peter Lang

Hill, Hermann (1999), On Including Employees in the Management of
Knowledge and Energy.

Speech at the Closing Conference for the Award Presentation at the
Fourth Speyer Quality Award 1998 on December 11, 1998 in Speyer

To be published in: Hill/Klages (eds.), Innovations in high
performing administrations, Duesseldorf 1999. Copy at: http://www.hfv-speyer.de/lst/hill/pie.htm

Quality Bookstore: http://www.quality.org/html/bookstore.html

NQI Quality Related Links: http://www.nqi.ca/new_web/english/frames/frames4.html

NQI Quality Related Links: http://www.nqi.ca/new_web/english/frames/frames4.html

New Web site’s

http://www.hfv-speyer.de/lst/hill/pie.htm

http://www.nqi.ca/en/home/

http://www.nqi.ca/en/awards

http://www.dhv-speyer.de/5-speyerer-qualitaetswettbewerb-2000/10.htm

Published September 03, 1999 & new pdf Aug 27 2013

Revised November 2009