Introduction, ix, 
Chapter 1: The Problem and Auditable Quality Standards as a Solution, 1, 
Chapter 2: Quality Science as a Backbone, 9, 
Chapter 3: The Process Management Standard, 12, 
Chapter 4: Scoring the Process Management Standard, 20, 
Chapter 5: The Systems Management Standard, 32, 
Chapter 6: Scoring the Systems Management Standard, 44, 
Chapter 7: The Aligned Leadership Objectives Standard, 54, 
Chapter 8: Auditable Standards as a Catalyst for the Future, 65, 
Chapter 9: Supporting Strategies, 73, 
Chapter 10: Supportive Culture and Values, 82,

CHAPTER 1

The Problem and Auditable Quality Standards as a Solution

Government is unique in that the economic reality that confronts almost every other kind of economic entity does not confront government. Government will never go out of business as a consequence of a lack of delivered quality or competition. The problem is that there is no "invisible hand" that guides government services naturally to meet the demands of its customers. Only elected representatives can shutter those that do not work, and the record of such shut-downs is almost non-existent

Government must provide essential public services and it must ensure that public obligations are met. Municipal bankruptcy notwithstanding, there is not one poorly operated city (or more specifically a municipal corporation) that will be closed and cease to exist. When cities are so badly managed that they cannot pay all their bills, a court may appoint a receiver to remove the discretionary powers of the city council, or to restructure its operations, but the city structure will remain in some form, as if it has eternal life. The taxpayers will be required to continue to pay for its operations through taxes.

Even poorly operated government services will continue to operate, because its revenue stream, through taxes, is automatically collected each year on a formula basis. It does not depend on individual taxpayers approving its service level and agreeing to "buy" a set of government services for the year. Those taxpayers do not have a choice of providers. It is structured as a monopoly to a captive consumer base. It is the pre-eminent bundled package of services.

Government is missing the most important input for the practice of "quality science"—it is missing the Voice of the Customer. There is no one direct "customer" of government services that determines the value of what is received—nor could there be. Voice of the customer is often based on a presumption that in the production of goods and services there is a series of individual transactions that shape and deliver each product, and that at each step there is a producer and a customer. In such an environment it is easy to demonstrate that the services were or were-not effectively and efficiently provided according to the single set of requirements important to the person receiving them. This is often not true in government, and the least appropriate "fit" for this model is in regulatory services, where the person being regulated does not want the service—a speeding ticket for example.

A singular "voice of the customer" concept in government is confounded by the principle of equity. Equity in government means that fairness and other attributes of public purpose often enter into each transaction. So for example, in matters of justice, the decision reached is based on principles of fairness and consistency with law, and not on any "user" needs. In issues of providing monetary support, government must consider whether eligibility requirements are met, and must review whether funds are used for authorized purposes. Principles of equity require that corollary issues serving other purposes are as important as the transaction initially desired by a distinct individual. In addition, even individual agencies perform multiple services, so a description of what each agency does, for whom, and to what effect or outcome, is arguable. This does not mean that voice of the customer cannot be achieved, but it must be based on a carefully constructed model that starts out with a clear definition of what outcome is desired, and that in turn will define the product or service "users" and stakeholders with whom we must communicate to negotiate requirements, and performance standards.

Unlike with private enterprise, individual citizens and taxpayers cannot input a marketplace decision about the government services they now receive, with the collective result of those decisions resulting in changes to the next years' operating budget of those specific government offices. Instead, taxes are "automatically" levied on behalf of the group of departments and offices that are included within the jurisdiction. In addition, the division of taxes between the various agencies that spend the money is also by formula—through legislative and budgeting action—and none of the individual agencies depend on a positive marketplace decision—they each get a legislatively determined "piece of the pie". There is no self-correcting economic motivation as there would be for the divisions of a single company that would show the products and services of one Division were very widely accepted by consumers while those of another were rejected. Government is a package deal, with funding provided through an annual budget, and there is no "invisible hand" that encourages agencies to grow and improve in the areas of customer satisfaction, or efficiency. It sounds like a hopeless mess, that will never sort itself out, but it does not have to be.

Some may argue that those who hold political office must serve in the place of customers, as primary stakeholders, and that through their collective political actions they must provide the correct economic motivation and leadership direction in order for quality to result. However, while having legislators as surrogate customers might work in theory, the actual experience has been different. Our elected leaders are not at all like corporate directors in that they do not have a vested interest in the overall positive performance of the governments for whom they are supposedly "accountable". Their most direct line of responsibility is to the small group of special interests on which they depend for the preponderance of their campaign re-election funding, and secondarily to the members of the majority political party within the geographic area in which they are elected—which could be as little as one-third to one-fourth of the total adult population in that district. Within some reasonable bounds of behavior, a long tenure in office can often be achieved by any politician who can deliver only those votes that are viewed favorably by his or her special interest supporters, through obtaining "key" partisan votes and through obtaining a generous amount of funding for local projects.

A further problem is that elected officials do not get good information to know where to cut even if they have the highest and most noble public interests. For example, how can your Congressman determine whether the Federal Department of Education is doing as good a job as the Department of Housing and Urban Development, or if either or both are unnecessary or in need of improvement? How can Congress get early warning that three of the major programs within the Departments are very poorly run, while the remainder are doing exemplary work?

Lately it has been observed that the major political parties fail to assume responsibility for reaching consensus decisions and even restrain their members from discussing consensus solutions unless they are shared in by party leadership. This has resulted in leaving government in the chaos of "no decision", due to the inability to reach agreement. This latest phenomenon is also quite dissimilar from the management of private business, where corporate directors would be dismissed or sued if they did not make necessary decisions to ensure the quality functioning of their organization.

Corporate directors realize that they cannot always "get their way." They cannot refuse to agree to any other approach to make a necessary decision. They cannot allow the corporation for which they are responsible to perish for lack of direction. Congressmen, however, in our present partisan democracy, are not held to this standard.

It is also impossible to rely solely on hired civil servants and their management team to independently implement an efficient and effective government structure. Government workers and managers are constrained because of their understandable desire for a stable and secure job, with an opportunity to advance and grow their career in the future. Government managers who point out that their programs (or even singular components of programs) are not good value can often draw strong attack from the special interests who put the programs there in the first place, and who can influence their key legislative supporters to trade votes with colleagues to keep them in place. At the same time managers can lose support of their own workforce, who see their own jobs being threatened and who now see their senior managers as "dis-loyal" to the organization. Lastly, managers who take action to reduce the size of their organization can activate fear among their own managers and supervisors, who can see that if the size of their workforce is diminished, or the number of program offices reduced, that the "complexity" and "scope" of their own civil service job classifications could be reduced, and their positions could be downgraded or eliminated. This would be the equivalent of willingly working for your own demotion or termination.

This conflict of interest between what is good for the careers of individual government workers and what is in the best interest of the public is the root cause of the continuing failure to find a way to cut waste from government without resort to across-the-board cuts. Even though it is widely agreed that when there is "fat in government" it should be removed precisely within the pockets and veins where it exists, and without resort to a "meat axe," that almost never happens. It almost never happens because those who know where fat exists have absolutely no incentive to report it. They also have a great deal of fear about coming forward with that information.

At the same time, the voting public only sees the end result of mismanaged government, a series of sub-optimized systems that seem perennially unable to achieve efficiency, effectiveness, and common sense. There is no way to insist on quality management in government, or to remove elected officials who do not achieve quality, when its presence is invisible.

Auditable Standards for Government will make the presence of quality in government measureable and auditable, so the existence of competent management in government braches, programs, bureaus, and departments is completely transparent. These guidelines make this possible through an objective, defined, and auditable Process Management Standard as its base.

Because key processes are fundamental to every office and bureau, no matter how small, auditable Process Management Standards are necessary so each manager and supervisor can develop a report card on their management practice. Uniform audits using the standard can be performed across all types of government, and at all levels.

A classic management book of the past identified a fundamental problem of meetings called to discuss public sector issues that it called "the multi-headed animal syndrome." It was described as a tendency of groups gathered for discussion of a single issue to "go off in all directions at once," so that the participants even forget why they first gathered. A political discourse suffering from the multi-headed animal syndrome can easily proceed from a single initial issue—such as whether to establish a cross walk at a particular location—to a variety of related issues, such as speed limits, whether police adequately patrol the area, whether the city can afford it, and who might be hired to do the work. Without an agreed-to purpose for a meeting, a solution to any problem will do, and debate can go in circles for hours without agreement on anything.

This explains why the past discussions of cutting waste in government go in circles. It is because there is no shared agenda on which to base discussion, with no consensus objective supporting a review.

Decision making in the public sector is choice work that must be undertaken by elected leadership because everything is possible if cost and time are not issues. Choice work is the process of weighing the pros and cons of alternatives, including the methods, costs, and trade-offs. For most people going to Disneyland does not mean that you can ride all the rides and eat all the food. That's because their money, time, and waistline have limits! The same is true for government and without prioritized goals, it's impossible to balance competing goals—all of which may haves some merit.

Implementation of an auditable standard will provide a beginning point for change because it will (ultimately) provide an agreed-upon list of priorities for that government jurisdiction, a scorecard to show how well each priority is addressed, and an efficiency and effectiveness score for each agency charged with accomplishment of that scorecard. With this information the areas for action will be clear. It will then allow hired public sector managers to apply proven methods of quality science and process management to deliver value and achieve the intended purpose of government.

Auditable Quality Standards provide a means for government at all levels to focus on what is most important, and to provide value, efficiency and effectiveness. Society is currently witness to a clash of parties and institutions on a broad scale, that has spawned a chaotic mélange of criticism, litigation, and advocacy that trumps leadership and spurns good management in many ways, like the multi-headed animal syndrome. It threatens the core of good that is at the heart of our democracy.

If the reader is persuaded by the political view that elimination of government may be the solution, it must also be remembered that government brings a unique value to society that no other entity can provide. For example, we would all suffocate in pollution but for the agency of government. And for those persuaded by a larger role for government everywhere, it must be remembered that there are valid reasons to limit the overall spending on in the public sector—including the ability to pay for it.

However, in the debate of less versus more, the focus on unleashing the potential value of our government may be at risk. It would seem that the debate over limiting government has been much more successful at diverting the public attention away from obtaining best value from government, and towards a singular focus on either a perceived problem or its total cost. In many circles people are only able to discuss what government should not do, rather than what it can do or what can be accomplished.

(Continues...)

Excerpted from Quality Standards for Highly Effective Government by Richard E. Mallory. Copyright © 2014 Richard E. Mallory. Excerpted by permission of Trafford Publishing.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

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PBShop.store UK

Fairford, GLOS, Reino Unido

Vendedor de 5 estrellas

Vendedor de IberLibro desde 11 de junio de 1999

Tarifas de envío de Reino Unido a Estados Unidos de America

Artículo	De 10 a 20 días hábiles	De 10 a 20 días hábiles
Primer artículo	EUR 3,93	EUR 3,93

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Descripción de la tienda

**Please note our transit times are from the date of dispatch.** We first started out as “The Paperback Exchange,” a chain of physical bookstores where we would part exchange your beloved books for new stories to transport you to faraway places. However, as shopping started to evolve to online shops and marketplaces, we bid our stores goodbye to become “PBShop.” This transition has only allowed us to blossom as we now ship thousands of titles to book lovers across the globe. We pride ourselves in being a community of local book lovers which allows our passion and devotion to shine in everything we do. In 2020 we not only celebrated our 20th birthday but our 1st birthday as being completely employee owned after becoming an E.O.T in September 2019. We are proud to be different and embrace standing apart on a book mountain by working from a virtual inventory which allows us to provide thousands of books that may be difficult to get for your bookshelf or your studies. Working with a number of different suppliers allows us to explore other avenues such as puzzles, sheet music and even stationery so we really do have something for everyone. Life is about being versatile in all realms of existence. If this is your first purchase with us, or you are a returning customer, we would like to welcome you to the PBShop family, for there is no friend as loyal as a book. We are a company who put our customers at the centre of everything we do as we understand the importance of reading because once you learn to read, you will forever be free. There are a whole lot of things in this world of ours that we are yet to explore, which is why we will forever inspire curious minds.…

Especialidad

Hardbacks, Paperbacks

Información empresarial del vendedor

Pbshop.co.uk

Unit 22 Horcott Industrial Estate, Horcott Road
Fairford, Reino Unido GL7 4BX

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Condiciones de venta

Returns Policy
We ask all customers to contact us for authorisation should they wish to return their order. Orders returned without authorisation may not be credited.
If you wish to return, please contact us within 14 days of receiving your order to obtain authorisation.
Returns requested beyond this time will not be authorised.
Our team will provide full instructions on how to return your order and once received our returns department will process your refund.
Please note the cost to return any unwanted order to us is borne by the buyer.
Should your order arrive damaged, not as advertised or faulty, we must be advised of this within 14 days of delivery. Please contact us so we can find the best solution for you.

Our Customer Care Team can be contacted by emailing alborders@paperbackshop.co.uk, or by calling our UK Office on +441285 712 917. We are available 9:00am till 5:30pm GMT Monday to Friday.

Derecho al desistimiento

Si es un consumidor, puede rescindir el contrato de acuerdo con lo siguiente. Por consumidor se entiende cualquier persona física que actúe con fines ajenos a su actividad comercial, empresarial, oficio o profesión.

Información sobre el derecho de desistimiento

Derecho legal de desistimiento

Tiene derecho a rescindir este contrato en un plazo de 14 días sin dar ningún motivo.

El periodo de desistimiento vencerá a los 14 días desde que usted, o un tercero que no sea el transportista e indicado por usted, adquiera la posesión física del último bien o del último lote o pieza.

Para ejercer el derecho de desistimiento, complete de forma electrónica y envíe una declaración clara en nuestro sitio web, desde "Mis compras" en "Mi cuenta". Le enviaremos sin demora un acuse de recibo de dicho desistimiento a través de un soporte duradero (por ejemplo, por correo electrónico).

Para cumplir con el plazo de desistimiento, basta con que envíe su comunicación relativa al ejercicio del derecho de desistimiento antes de que venza el periodo de desistimiento.

Efectos del desistimiento

Si rescinde este contrato, le reembolsaremos todos los pagos que hayamos recibido de usted, incluidos los gastos de envío (excepto los gastos adicionales que surjan si elige un tipo de envío que no sea el tipo de envío estándar más económico que ofrecemos).

Podemos hacer una deducción del reembolso por la pérdida de valor de cualquier bien suministrado, si la pérdida es el resultado de una manipulación innecesaria por su parte.

Efectuaremos el reembolso sin demoras indebidas y, a más tardar, 14 días después de que se nos informe de su decisión de rescindir este contrato.

Efectuaremos el reembolso utilizando el mismo medio de pago que utilizó para la transacción inicial, a menos que haya acordado expresamente lo contrario; en cualquier caso, no incurrirá en ningún cargo como resultado de dicho reembolso.

Podremos retener el reembolso hasta que hayamos recibido los bienes o hasta que nos haya presentado una prueba de que los ha devuelto, lo que ocurra primero.

Deberá devolver los bienes o entregarlos a PBShop.store UK, Fairford, United Kingdom, +44 1285 712917, sin demoras indebidas y, en cualquier caso, en un plazo máximo de 14 días a partir del día en que nos comunique su desistimiento del presente contrato. El plazo se cumple si devuelve la mercancía antes de que venza el periodo de 14 días. Tendrá que asumir los gastos directos de devolución de los bienes. Usted solo es responsable de la disminución del valor de los bienes como resultado de una manipulación distinta a la necesaria para establecer la naturaleza, las características y el funcionamiento de los bienes.

Excepciones al derecho de desistimiento

El derecho de desistimiento no se aplica a lo siguiente:

La entrega de periódicos, diarios o revistas, con la excepción de los contratos de suscripción; y
El suministro de contenido digital que no se proporcione en un soporte tangible (por ejemplo, en un CD o DVD) si, al hacer el pedido, aceptó que podíamos empezar a entregarlo y que no podría desistir una vez iniciada la entrega.

Condiciones de envío

Orders are shipped from our UK warehouse. Delivery thereafter is between 4 and 14 business days. Please contact us if you have any queries about our services or products.

Privacidad y seguridad

We are committed to protecting the privacy and security of personal data. This policy tells you how we will collect and use your personal data, and what you should expect in respect of the personal information about you that we have collected.

We are PBShop.co.uk Limited (registered in England & Wales with Company No: 9366362). Our registered office is at Swatton Barn, Badbury, Swindon, SN4 0EU, United Kingdom.

The person with responsibility for our data protection compliance is the Managing Director and they can be contacted via email at help@pbshop.store.

We are the data controller of the personal data that we keep and use, and we are therefore responsible for making sure that our systems, processes and people comply with the relevant data protection laws in respect of that personal data.

We will act in respect of personal data to comply with the six principles of the General Data Protection Regulation (“GDPR”), which are:

Lawfulness, fairness and transparency;
Purpose limitation;
Data minimisation;
Accuracy;
Storage limitation;
Integrity and confidentiality.
You have rights in respect of how your personal data can be processed; these include the right to request:

a copy of your personal data;
that inaccurate data is rectified; and
that your personal data is, in certain circumstances, erased or restricted.
You have the right to complain to the Information Commissioner, which you can do by contacting the Information Commissioner’s Office (ICO) directly. Full contact details, including a helpline number, can be found on the ICO website (www.ico.org.uk). This website also has useful information on your rights and our obligations. However, please raise any concerns or issues with us first so that we may deal with this as quickly as possible for you.

COLLECTION, USE AND DISCLOSURE OF PERSONAL DATA
We collect and process data for the following reasons:

personal data collected and created in relation to our selling books and other items; and
personal data relating to our people (which means those people working for our company, or providing services to us, or potentially working or providing services to us, including employees, consultants, temporary or casual workers and contractors).
All of our people are required to abide by our Privacy Policy when handling personal data, and are provided with appropriate data protection training. Any breach of data protection will be taken seriously, and may result in disciplinary action.

Selling books and other items
COLLECTION:
We will collect personal information which may include names, addresses and other information for our customers. This will be done for the management of the commercial relationship with our customers.

We may collect this personal data from you directly, and also from third parties, including publicly available third party sources. Additional personal data will be collected as it is created by or supplied to us in the course of anything we do for you.

USE:
We will use the personal data in the course of making sales and to comply with requirements that we are required to undertake.

We will only use your personal data when the law allows us to. Most commonly, we will use your personal data in the following circumstances:

in performance of a contract (the agreement to sell books and other items); and/or
compliance with a legal obligation; and/or
vital interests of the data subject; and/or
where it is necessary for our legitimate interests (or those of a third party) and your interests and fundamental rights do not override those interests.
We may also use your personal data in the following situations, which are likely to be far less common:

where we need to protect your interests (or someone else’s interests);
where it is needed in the public interest or for official purposes.
DISCLOSURE:
We may share personal data with third parties as is necessary in the sale of books and other items, including to third party providers who deliver services to support the operation of our company.

In respect of all disclosures of personal data, we will only share the personal information which is necessary for the particular purpose for which it is provided, or where we have another legitimate interest in doing so, and we will ensure that the personal data is appropriately protected.

RETENTION PERIOD:
We will keep personal data only for as long as is necessary to fulfil the purposes for which we collected it, including for the purposes of satisfying any legal, accounting or reporting requirements. Normally, our retention period for personal data collected for this purpose is a minimum of 6 years after the end of the period that we are selling books and other items.

Our people
COLLECTION:
We will collect names, addresses, contact details, education and employment history, identity and other background checks (which may include appropriate criminal and financial checks and confirmation of the right to work in the UK), marital status and information on next of kin and dependents, financial information (such as bank details and NI numbers), date of birth, gender, a copy of your passport and driving licence, performance information and compensation history, recruitment information (including references), salary, benefits, pension and annual leave information, disciplinary and grievance information, photographs, information about your use of our information and communications systems and CCTV footage or other information obtained through electronic means.

We may collect and use special categories of personal data as required in the carrying out of obligations and exercising specific rights of us or the data subject in the field of employment. This may include information relating to matters such as health, racial origin, religious belief and offences or alleged offences.

Personal data may be collected from you during the selection process (for example via your application form and CV) and during your employment (including holiday forms, expense claims, performance reviews, any disciplinary or grievance processes), or from third parties, including referees, health service providers, background check providers.

USE:
Personal data of our people will be used for HR administration and management, both in respect of the selection of people to work for us (including suitability, eligibility and/or fitness to work), and those who do work for us, to include learning and development, disciplinary and security (of people, offices and data) requirements, providing and liaising with benefits providers, business management and planning (including accounting and auditing), paying you and dealing with tax and NI deductions, assessing and deciding on salary reviews and compensation, conducting performance reviews and managing performance, dealing with legal disputes involving you or others, preventing fraud, monitoring your use of our information and communications systems, ensuring compliance with our policies, and equal opportunities monitoring.

We will only use your personal data when the law allows us to. Most commonly, we will use your personal data in the following circumstances:

In performance of a contract with you; and/or
compliance with a legal obligation; and/or
vital interests of the data subject; and/or
where it is necessary for our legitimate interests (or those of a third party) and your interests and fundamental rights do not override those interests.
We may also use your personal data in the following situations, which are likely to be less common:

where we need to protect your interests (or someone else’s interests);
where it is needed in the public interest or for official purposes.
In respect of all disclosures of personal data, we will only share the personal information which is necessary for the particular purpose for which it is provided, or where we have another legitimate interest in doing so, and we will ensure that the personal data is appropriately protected.

In respect of special categories of personal data, we may process this in the following circumstances:

in limited circumstances with your explicit written consent; and/or
where we need to carry out our legal obligations and in line with our policies; and/or
where it is needed in the public interest (such as for equal opportunities monitoring or in relation to our occupational pension scheme), and in line with our policies; and/or
where it is needed to assess your working capacity on health grounds, subject to appropriate confidentiality safeguards.
Less commonly, we may process this type of information where it is needed in relation to legal claims or where it is needed to protect your (or someone else’s) interests and you are not capable of giving your consent, or where you have already made the information public. We may also process such information about our people (or former people) in the course of our legitimate business activities with the appropriate safeguards.

The special categories of personal data may be used in the following ways:

in relation to leaves of absence, to comply with employment and other laws;
in relation to your physical or mental health, or disability status, to ensure your health and safety in the workplace and to assess your fitness to work, to monitor, manage and administer benefits and absences;
in relation to your race, national or ethnic origin, religious, philosophical or moral beliefs, or your sexual life or sexual orientation, to ensure meaningful equal opportunity monitoring and reporting.
DISCLOSURE:
Personal data may be transferred to service providers who support the operation of our business (such as payroll service providers), to other third parties reasonably necessary in the conduct of our business (including insurers, professional advisors, regulators). These third parties may be acting as processor, or controller of personal data in their own right.

RETENTION PERIOD:
We will keep personal data only for as long as is necessary to fulfil the purposes for which we collected it, including for the purposes of satisfying any legal, accounting or reporting requirements. We will normally keep personal data of applicants who we do not employ for six months after we receive it.

We will keep personal data of employees throughout your employment and normally for a minimum of six years after your employment ends.

Changes to your personal data
It is very important that the personal information that we hold about you is accurate and current. Please tell us if your personal information changes during your relationship with us.

Data Security
We have put in place measures to prevent your personal data from being accidentally lost, used or accessed in an unauthorised way, altered or disclosed. In addition, we limit access to your personal data to those of our people and other third parties who have a business need to know. They will only process your personal data on our instructions and where they have agreed to treat the information confidentially and to keep it secure. We have put in place procedures to deal with any suspected data security breach and will notify you and the ICO of a suspected breach where we are legally required to do so.

Where we store your personal data
We principally store data, both electronically and on file, at our office.

Personal data may be transferred outside of the EEA by processors acting on our behalf. For transfers to countries not considered adequate by the EC, we will ensure that personal data is adequately protected, as required by the GDPR. This would include by use of the Standard Contractual Clauses adopted by the EC to protect personal data.

Your rights
Under certain circumstances, you have the right by law to request:

access to your personal data. This enables you to ask to receive a copy of the personal data that we hold about you and to check that we are lawfully processing it.
correction of the personal data that we hold about you.
erasure of your personal data.
object to processing of your personal data where we are relying on our legitimate interest and there is something about your particular situation which makes you want to object to processing on this ground. You also have the right to object where we are processing your personal information for direct marketing purposes.
restriction of processing of your personal data.
transfer of your personal data to another party.
Links from our website
Our website may, from time to time, contain links to and from the websites of third parties that we permit to make such links. If you follow a link to any of these websites, please note that these websites have their own privacy policies and that we do not accept any responsibility or liability for these policies. We recommend that you check these policies before you submit any personal data to these websites.

CHANGES TO THIS PRIVACY POLICY
Any changes we may make to our privacy policy in the future will be posted on our website, so please ensure that you are viewing the correct version.

Please contact us if you have any questions, comments or requests regarding this Privacy Policy.

Last amended May 2021.

Quality Standards for Highly Effective Government

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