Main Functions of Quality Management Department 

Depending on the development and innovation approach and confidence and a new vision for the future of the Central Bank of Iraq. The Governor of the Central Bank of Iraq directed to establish the Department of Total Quality Management and Institutional Development on May 24, 2015. The Department begins its activities by formulating a comprehensive strategic plan for the Bank for the purpose of developing and improving the processes and mechanisms and procedures followed and introducing the concepts and methods of modern management as an important basis for the dynamic work in it. The Bank is a key pillar of the national economy and an example to be followed by other institutions of the Iraqi state, the development and continuous improvement of the Bank's internal operations and activities in the public interest.

The department works in accordance with the principles of Total Quality Management which aims at continuous improvement of performance in the long term by focusing on the beneficiaries as follows:

 

a. Customer focus: is to ensure the continued delivery of fast and error-free services to meet customer needs and requirements.

B. Employee Participation: Remove all administrative barriers between departments, open multiple channels of communication and exchange information between different staff at all levels of management.

C. Leadership: Support and participation of senior management by providing the necessary resources, putting the right person in the right place and training and motivating all staff

D. Process methodology: To look at and manage an organization as a coherent work system consisting of a set of interactive and interrelated processes

E. Decision-making on evidence: decision-making based on facts and statistical data and the use of benchmarks and indicators to measure performance

F. Improvement: continuous improvement of the quality of services and administrative activities to cope with changing customer needs, technology and economic conditions.

G. Relationship Management: An ongoing process through which management seeks to strengthen the interrelationships between suppliers and partners to increase capacity to create benefit for each and for the community.

The section consists of three divisions:

1. Division of systems and standards:

This department is responsible for preparing, documenting and reviewing the procedures, procedures and policies of the bank, as well as preparing the necessary requirements for obtaining the international accreditation issued by institutions such as ISO and BSI, in addition to the tasks of approving the organizational structure and reviewing the job description. For the staff of the department to prepare research, studies and personal initiatives to serve the central bank under the direction of senior management both according to scientific and practical specialization. The functions of the Systems and Standards Division are described in detail below:

 

1.1. Ensure the existence of an internal system of the Central Bank of Iraq showing the functions and powers of each department in addition to the existence of an approved organizational structure based on which the tasks, responsibilities, duties and job description of each job.

2.1. Conducting internal audits on the procedures and documents required in the international administrative systems such as (ISO 9001 Quality Management System, Occupational Health and Safety Management System ISO 45001 and Business Continuity ISO22301 ... etc.) and applied in the departments and branches of the bank and to prepare the necessary reports to the Board of Directors.

3.1. Develop and improve the systems, mechanisms and procedures of the Bank and apply the latest international procedures and standards to improve and increase the efficiency and skills of employees based on fairness, transparency, efficiency and institutional performance. (Followed Procedures Guide).

4.1. Search and obtain certificates of quality, occupational safety, environment and other international standard certificates from organizations or bodies licensed and recognized globally.

5.1. View the progress of work on all the initiatives and initiatives proposed and implemented by TQM and institutional development, and identify the solutions required for any obstacles for the purpose of adoption by senior management.

6.1. Providing advice and recommendations for the selection of international accreditation bodies and obtaining ISO certificates in the Central Bank and being a strategic partner with the departments seeking to apply international standards issued by international standards organizations such as (BSI, ISO) and others.

7.1. Implementation of specialized and training workshops on international standards issued by the International Organization for Standardization.

2. Strategic Planning Division:

undertakes the tasks of preparing and following up the strategic plan and levels of implementation, identifying and analyzing problems related to them and setting up mechanisms for the Bank's departments to facilitate the implementation of the objectives. The functions of the Strategic Planning Division are outlined below in details:

 

1.2. Participate in the preparation of the long term strategic plan of the Central Bank in coordination with the departments, taking into consideration the vision, mission and objectives of the Central Bank and internal and external variables and efforts directed to allocate resources and use and identify areas of excellence and initiative to develop relations of liaison and integration with all parties related to the work of the Central Bank.

2.2. Participate in the preparation of the annual plan including plans and formations of the Central Bank, and prepares the annual plan in light of the objectives of the long-term strategic plan and the results of the implementation of the plans of previous years and the resulting achievements and experiences.

3.2. Prepare a program to follow up the implementation of the annual plan and define criteria and indicators to evaluate the results of implementation and to report periodically the results.

4.2. Implementation of specialized workshops and training in the field of strategic planning.

 

3. Performance Evaluation and Institutional Development Division:

 Evaluates the development and implementation of corporate performance appraisal standards in the Bank's departments, in accordance with international standards and experiences, including the EFQM model. The Division also develops individual performance appraisal standards for employees. The functions of the Performance Evaluation and Institutional Development Division are described in detail below:

 

1.3. Conducting statistical questionnaires to determine the level of satisfaction of the collaborators and the systematic evaluation of this data periodically and reduce the risks of work and its impact on the work and procedures of the bank.

2.3. Conducting an annual performance evaluation of the institutions and the development of individual performance assessment mechanisms and the efficiency matrix guide.

3.3. Implement specialized and training workshops in the field of performance management and institutional evaluation.