District Administrator�s Office Ebersberg by HC121104025111

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									District Administrator’s Office Ebersberg

                                        District Administrator’s Office
                                        Landkreis Ebersberg - Kommunale Steuerung

                                        Country: Germany
                                        Website: http://www.lra-ebe.de
                                        CAF uses: 1 X
                                        Key words:
                                        continuous improvement process, service
                                        guarantees, benchmarking

                                        Focus:
                                        citizen results
                                        key performance results




Mission
Landratsamt Ebersberg is both a lower public authority and a local autonomous body.
As a public authority it performs supervisory tasks, such as planning permission
procedures and interventions under nature protection law as well as issuing residence
permits, vehicle licences and driving licences. As a local authority, the administrative
district of Ebersberg is mainly concerned with social issues such as social and youth
welfare, educational matters, in which field it is responsible for expenditure on materials,
as well as local public transport.

The administrative district employs over 400 staff and is responsible for a total
expenditure of about EUR 75 million. Capital expenditure accounts for about EUR 10
million per annum.

Our major results
The following areas of improvement were identified and dealt with by CAF:
Improvement in leadership:
The self-assessment showed improvement in the process of agreeing objectives and in the
instructions given to staff. With the introduction of mandatory coaching at management
level in 2003/2004, managers were assisted on a more individual basis. Since 2004,
groups and conflict coaching have also been introduced and targeted conflict training
provided.

Improvement in human resource management:
CAF clearly highlighted opportunities for improvement in the suggestion scheme and this
was borne out in a subsequent staff survey. In 2006, an “Optimising improvements with
ideas” programme will be launched. This concept will be linked to the existing
performance and reward concept and is intended to optimise the organisation from inside
out even more than before.
Improvement in the continuous optimisation of citizen orientation:
CAF gave an additional boost to the service offensive which has been in place since
2000. Since then, service guarantees have been introduced in several offices within the
Landratsamt, e.g. anyone who has to wait longer than 10 minutes for their vehicle licence
receives a free car wash. Another citizen survey was conducted in 2005 to maintain and
implement further optimisation initiatives on a continuous basis.

Comparison with other administrations (benchmarking):
CAF highlighted clear weaknesses in the inter-authority performance table, most of
which have now been tackled, e.g. through a benchmarking group which has been in
place in the aliens office for three years, participation in a nationwide benchmarking
group on high schools and a group of Bavarian youth welfare offices. A further
benchmarking group will be set up in 2006 in the driving licence office.

Measurements:
of results achieved in leadership. Feedback from staff during their appraisal of the
managers and feedback from the coaches in agreement with the manager concerned.
of results achieved in human resource management. For this we have been relying on
regular staff surveys since 1999. By repeating the same questions, it is possible to
demonstrate whether plans and improvement actions implemented in the interim have
also produced improved survey results.
results achieved in citizen orientation: The measurement comes from the citizens
themselves. The number of car wash vouchers issued is a measure of compliance with the
service guarantee.
in relation to other administrations (benchmarking): Benchmarking groups issue
regular reports on their work. The measurement criteria developed by these groups
provide the means for comparing our own stage of development with other
administrations. This gives rise to a constant stream of initiatives for optimising our own
performance as an administration.

Our way to improved results
CAF was mainly used by our administration to analyse our continuous improvement
process. In particular, CAF helped us to answer the question of “where are we not yet
active?” This produced the above priorities for our work. Worthy of particular emphasis
in this regard are our service guarantees. It was not easy to achieve the acceptance of our
administration. The positive feedback from citizens and the press finally tipped the scales
so that there are now three further service guarantees. An internal service guarantee from
our data processing provider to our staff is currently in preparation. In future, there will
be pre-determined response times in the area of data processing, e.g. when a printer is not
working. If these response times are not met, the staff member affected by the
disfunctioning will receive a meal voucher for the canteen. In this way, staff will
themselves be assessing whether the guaranteed response time is being adhered to and it
will be measured on the basis of the meal vouchers issued. The cycle below ensures the
implementation of CAF and continuous further improvements.
The CAF in practice
The process of self assessment:
 12 evaluators from all departments and different levels of hierarchy were involved
 Approximately 1.5 hours was made available to fill in the standard European
   evaluation form anonymously
 A one-day workshop was held for shared reflection
 Every indicator (over 200) was discussed
 Evaluation could only be changed by renouncing anonymity.

The management had not made CAF participation compulsory. The majority of the staff
were in favour. Only one level of the hierarchy – manual workers – could not be
persuaded. Otherwise, everyone was in favour: senior officials, high and middle-ranking
officials, department heads, specialists and group leaders as well as clerks and secretarial
staff.
It only took about 1½ hours to fill in the questionnaire and great value was attached to the
participants’ assessment. The cornerstone of CAF was the one-day workshop which was
held off-site to ensure a relaxed and undisturbed atmosphere. All participants described
the workshop as a profitable exercise in terms of getting to know their own organisation
better. Above all, this workshop identified potential areas of improvement.

 There is no such thing as a bad result. A result that appears bad is a good result
because it shows there is potential for improvement

Contact
Brigitte Keller
Leiterin Kommunale Steuerung / Finanzmanagement
E-mail: Brigitte.keller@lra-ebe.bayern.de

								
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