Practice:Municipal Office of Gliwice
DescriptionDescription of practiceThe CAF model application enabled our organization to obtain a strong basis for starting the ongoing improvement process. The self-assessment provided by the method, enabled the Municipal Office in Gliwice to get more knowledge on its operations, mainly a preliminary view of the strength of its operations and pointed out areas of improvement. The sphere where the most problems were revealed, was the lack of rules set and benchmarking application to initiate and plan improvement activities. Such conclusion was reached by the self-assessment both regarding the potential and results in the following three criteria: Strategy and planning, Change management processes, Key operation results.
Innovative approachesInnovative approaches of the practiceThe subject considered in the scope of the case Urban benchmarking as the effect of using self-assessment with the CAF method presented by the Municipal Office in Gliwice is using benchmarking as a systematic comparison method of various aspects of achievements with other Offices whose operation we have deemed good. We are searching new concepts and approaches helpful in the Office improvement.
The project genesis goes back to the Municipal Office in Gliwice identification of the issue which was lack of a system approach to collect data and monitor a unit management efficiency indicator on the supra-local level to enable effective inference and improvement opportunities based on good practices worked out in similar units.
In this regard, in 2004 we developed a procedure of pilot implementation of a benchmarking project. Therefore, we invited the cities which in that time scored the best results in the ranking of cities published by independent institutions. In the years to follow, other cities joined the project and we launched an Internet benchmarking website.
The high interest of the cities was an impulse to further improvement of management methods and tools worked out in the Gliwice benchmarking project. It was possible thanks to obtaining EU funding for this task in 2011. The project implementation for such a vast scale required involvement of reginal institutions, therefore a decision to continue the project within the Silesian Union of Municipalities and Districts gathering the local self-government units of the Silesia province, also including Gliwice. An assumption was to apply a final product in all 127 associated units. Activities of the Silesian Union of Municipalities and Districts allowed a representative identification of the municipal offices’ needs, verification of the rationality of approach to the problem and created good conditions for the project implementation.
The essence of the main problem consisted in:
1. lack of model set of indicators to monitor the effectiveness of key processes taking place in offices,
2. lack of benchmarking methodology taking into account the municipal offices specificities,
3. insufficient level of the managing competence of management personnel with simultaneous lack of model solutions to apply directly,
4. lack of a website intended to disseminate knowledge on management, taking into account the specifics of the public finance sector units,
5. lack of IT tools to support a system approach to data collection and monitor the efficiency indicators on a supra-local level,
6. lack of publicly accessible data base on results of process monitoring in similar units with good practices presentation,
7. problem in restricted opportunities of expert service financing by individual units.
The final product of the project is a system benchmarking research in units’ operation efficiency, including:
1. model set of units’ operation efficiency indicators (expert study),
2. benchmarking methodology with the use of comparative research results (expert study),
3. specialist trainings in management by objectives (MBO) and benchmarking,
4. the project website,
5. IT tools for data collection and processing,
6. comparative research results (in detailed and averaged set),
7. good practices database.
In addition to the recognition of the cities participating in the project, it was also appreciated by the National Supporting Institution for the Centre of European Projects which in 2015 awarded the project leaders with the title of “innovation Leader”.
Results and outcomesResults and outcomes of the CAF implementationWe have achieved excellent results of positive reference to own goals and to results achieved by other organisations. The effects of benchmarking are not merely visible within the scope of our Office operation but also significantly translate into operation of organisations we exchange experience with and cooperate on an ongoing basis. This is demonstrated by the following outcomes of using the good practices revealed when applying the urban benchmarking. Our unit ongoing improvement are confirmed by results gained in the scope of cooperation, inter alia, in:
1. operating costs – joint procurement, after the solution implementation we have achieved advantages in terms of reduction of property and third-party insurance costs of 114 municipal units (63% (86 thousand euro) drop of insurance cost, wider insurance scope, more favourable insurance conditions),
2. debt enforcement – we have introduced a number of organizational changes, using the experience of comparative group cities. The changes brought about specific financial outcomes. In the first year after the changes implementation, the amount of debt enforced by the Office was 164% higher (775 thousand euro) than in the preceding year,
3. text message taxpayer notification system – solution implemented to provide greater comfort to Gliwice residents and at the same time improve timeliness of payments made to the city,
4. modification of education system – solution aimed at merging the education units into bigger education complexes, whose objective and result is reduction of the said units’ administrative costs,
5. electronic submission system generator for a public task performance – facilitates non-government organisations’ submitting tenders for public tasks performance.
Continuous aiming at our organisation improvement has also been confirmed by implementation of our solutions by other units, such as:
1. sending correspondence via couriers – an example of the Gliwice solution implemented by Krakow city. A public operator delivering official correspondence within the Krakow city area was replaced by couriers employed the Municipal Office. The savings obtained this way amounted to approx. 1 million zlotys per year (250 thousand euro per year),
2. street lighting masterplan – a planning document used by four other cities in the territory of Poland targeted at the lighting arrangement taking into account the ecological issues,
3. electronic register of applications and decisions issued in the scope of trees and shrubs cutting, introduced by two cities in the Silesia province to facilitate the Office employees, inter alia, replacement planting control,
4. financial motivation of employees, professional competence improvement system – solution taken from Gliwice by four other cities.
Further informationFurther information of the practiceThis is an application form for a Good Practice Case for the 8th European CAF-User Event.
upload LogoLogo of organisation. Must be a JPG-File
|CountryCountry of the practice||Poland|
|CityCity, town or village||Gliwice|
|Type of organisationType of organisation||Local or regional administration|
|Function of organisationFunction of organisation||General public services|
|Size of organisationSize of organisation|
|Level of governmentLevel of government||Local Government|
|OrganisationName of Organisation|
|DepartmentDepartment of the organisation||Urząd Miejski w Gliwicach|
|AddressAddress of the organisation||Zwycięstwa 21The following coordinate was not recognized: Geocoding failed.|
|ZIPZIP code (postal code)||44-100 to 44-164|
|CityCity, town or village||Gliwice|
|WebsiteLink to the Website of the Organisation||www.gliwice.eu|
|EmailEmail of Organisationfirstname.lastname@example.org|
|PersonName of contact person||Katarzyna Śpiewok|
|Job titleJob title of the contact person|