| 4. In which ways is the initiative creative and innovative?
|
|
The implementation of the project was divided into 10 project phases with 70 work packages (see Reference Document 1 and 2 – description of the work packages in English and german). The development and implementation of the project had to be undertaken in 6 month (July – December 2011). The project duration was legally prescribed and could therefore not be expanded.
Project phase 0: Conceptual design of the project
There has not been any experience with this kind of administrative reformation process in Austria so far. A check-list with all “to-do”-items was therefore established. In total 70 work packages were designed. This list of tasks was later on used in further reform projects.
In general all administrative levels were involved in the conceptual design of the project, as well as the general public and politics.
Project phase 1: project management
A kick-off-event was initiated with some 50 participants to inform about the content of our project as well as to reach a common understanding. Moreover, we reached a consensus on the documentation of our work phases. During the project phases, interim reports were due at regular intervals, to be able to identify possible delays in the implantation of the project. In addition, we established an “info-point” to be able to communicate with all project partners on a regular basis as well as to save important documents.
Project phase 2: project communication
Since our project merged two districts for the first time, the general public as well as our staff was afraid that it might not work. People mainly feared that the range of services provided would degrade. It was therefore highly important to communicate the goals of our project properly and to gain their trust.
- Our staff was regularly updated about the developments of the project in general meetings. Staff members could furthermore pose questions in an online forum, which were answered immediately by the project leaders.
- Politicians were updated on the proceeding of the project.
- National media was highly interested in our project developments. We therefore held press conferences and we gave radio- and TV-interviews.
- Many face-to-face-conversations were held with stakeholders (communities, regional politicians).
- The general public was mainly informed two months ahead of the start of work of the new district commission. Each letter by the administration was accompanied by an information leaflet on the reform.
Project phase 3: legal reforms
Any district commission can only work based on legal norms. 8 national laws an 9 regulations had therefore to be altered.
Project phase 4: organization and personnel
During this project phase, we decided upon what service shall be offered where. Our main criteria were ensuring the accessibility of the authority as well as guaranteeing the best quality for our citizens at the lowest costs possible.
We decided that all services that can be offered quickly and un-bureaucratically will be offered at two locations in the new district, our “citizen´s service points” Complex tasks that require high expert knowledge were centralized.
The tasks of our staff had to be redefined. The main criteria in this process were their expert knowledge, their social situation as well as ensuring the continuation of work of the authority. Managing positions were reduced from 15 to 7 jobs and are now mainly connected to positions that are necessary to keep the system going. Staff members with a high level of qualification can therefore now use their skills in areas that require expert knowledge. Further reduction in staff could be undertaken regarding different positions, such as driver or computing experts that are now centrally managed. It is, however, important to mention that no one of the staff was dismissed due to the project.
Project phase 5: work organisation
The existing work processes in the district commissions were optimized and harmonized in standardized administrative processes. In addition, all administrative documents as well as the online service were adopted. In general, the information flow was renewed.
Project phase 6: IT and material costs
Computer applications had to bei reorganized on the regional as well as the national administration level. Some 170 computer applications were renewed and 3.800 access rights were allocated. The 38 local communities also hat to adapt their computer applications.
Project phase 7: room concept
The offices of almost all our staff members hat to be redistributed. We furthermore took care that our administration offices are easily accessible to the public. Adaptians to guarantee accessibility for handicapped persons were undertaken, where necessary. All changes were managed while our office stayed in service.
Project phase 8: budget accounting
Payment processes of some million euros are carried out by the district commissions. It was thus our aim to merge all bank details and accounts and to standardize accounting processes.
Project phase 9: external institutions
Each Austrian district has its own historically grow social structure. Many institutions are present: district courts, police force, interest groups for economy / workforce / agriculture / hunting. A change of the general administrative structures therefore has to go hand in hand with further institutional reforms. In many these institutions go hand in hand with further institutional reforms. In many of these institutions reformation processes are already ongoing, which furthers cost savings in different places.
|
|
| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
|
|
The project was supported by the office of the regional government of Steiermark as well as by regional politicians of all parties. The national government also accepted our project. Even on the local level, the developments of our project were welcomed. Our staff cooperated to bring our project to a successful conclusion. The media were a further backing.
|
| 6. How was the strategy implemented and what resources were mobilized?
|
|
The project was designed by staff members of the office of the regional government and by personnel from the district commissions. No external experts were consulted during the development and implementation phases of the project. 7.900 man-days were needed.
A total amount of – Euro 392.000,-- had to be invested to guarantee the functioning of computer applications. These measures have, however, built the basis for any further administrative reformation measures among the districts that were installed due to the success of this project. The material costs can therefore not solely by ascribed to the project.
|
|
| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
|
|
1. The project allocates cost savings of 1 Million Euro/year. In some ten years, a total of – 10 Mio could be saved. This is also due to follow-up-projects (6 other districts have already been merged in 2013). These cost savings can be used to finance innovative projects in our new district “Murtal”.
2. Our services to the public did not only remain stable but were even upgraded. We currently have two service points for the public that offer the most frequently required administrative services quickly and un-bureaucratically.
3. Administrative processes are now quicker due to the specialization of our staff.
4. In general, the public seems more satisfied with our work, since we are now able to ensure proper service in cases of illness or vacation of our staff members due to a bigger administrative entity.
5. We designed a best-practice-model for other mergers of districts in the future.
|
|
| 8. What were the most successful outputs and why was the initiative effective?
|
|
The project was audited by the Federal Court of Audit. The pattern of implementation and the results were appreciated by this external body. The project was presented as a “best practice example” during the ESF Launch Conference in Brussels.
|
|
| 9. What were the main obstacles encountered and how were they overcome?
|
|
The biggest challenge was to overcome the fears of the employees and the population. The fear was that due to the new administrative structure the accomplishments of the administration would be provided in a smaller quantity and quality. The fears were overcome with intensive internal and external public relation activities.
That way the employees were constantly informed about the status of the project. We established an internet platform, which gave all interested parties the opportunity to pose questions.
The general public was informed within the framework of press conferences and numerous interviews in print media, on TV, and on the radio. We submitted a fact sheet of the new administrative structure to every letter of the district commission two months in advance of the new administration. The District Governour instructed about the innovations at all public appearances.
The new district Murtal has existed with its new structure since January 2012 and it is fully accepted by the population.
|