Good Management Effective Organisations Bj

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Good ManagementEffective OrganisationsBjørn
BauerPlanMiljø
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(No Transcript)
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The Process

• IMPEL Workgroup with 12 participants from 11
  countries
• Eight two-day meetings in Brussels over 18 months
• Organisational concept derived from management
  research
• Fact finding in 16 countries
• In depth discussions of all ideas, findings and
  chapters
• Adopted by IMPEL December 2003

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Effectiveness To set the right goals and To
achieve the goals, you have set, with the lowest
possible resource consumption
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In
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The way we have always done it
Political, Environmental, Economical and Social
Factors
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Successful Inspectorate
Management
Political, Environmental, Economical and Social
Factors
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Political and Regulatory Factors
Environmental Factors
Resources

Strategy
Managerial Style
Culture
Mission Vision Values
Personnel
Systems
Structure
Effective Inspection Work
Social and Cultural Factors
Economic and Technical Factors
Political, Environmental, Economical and Social
Factors
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Vision
Above all technicalities we need vision
If you want to build a ship do not drum up people
to gather timber. Do not divide the work or give
orders. Instead, evoke their longing for the blue
and endless sea
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Vision - Latvia
It is our vision that in future we will see an
effective and efficient, not politicised
independent environmental inspection system,
highly respected in the society. State
Inspectorate ensures the right of the person to
live in a environment of good quality and is
capable of eliminating not only the consequences
of the environmental impacts but also their
causes. State Inspectorate employs highly
skilled personnel with appropriate salaries and
state guarantees. Implementing the environmental
policy plan they are capable of operative acting
in any situation using the most modern equipment.
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Strategy

• Where are we now?
• Where do we want to go?
• How do we get there?
• How do we know
• when we have arrived
• Can we do better next time?

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Mission, Vision Values
Environment
Strategy Cycle
Evaluation of present state
Monitoring and review of indicators and
assumptions

Goals
Actions


Objectives

Political and Regulatory Priorities
Stakeholders
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Human Resources

• The staff is the inspectorates most important
  resource. Without competent, committed and
  responsible staff the manager is unable to
  deliver environmental goals.
• Factors of importance for retaining staff
• motivation
• development and progression opportunities
• adequate remuneration
• transparent carrier opportunities
• good working conditions
• social protection
• civil servant status for staff

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Human Ressource Management

• Which competencies do we need?
• How do we recruit the right people?
• Improve qualifications?
• And motivate?
• Do people deliver their best?

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Systems

• How do we decide the need?
• Have staff been involved in deciding?
• Do we have the necessary systems?
• And only these?
• Has quality of the work been assured?
• What about information sharing?

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Systems

• Permitting, compliance assessment and enforcement
• Monitoring industrys environmental performance
• Monitoring ambient environment
• Monitoring performance of the inspectorate
• Handling appeals and complaints
• Quality assurance
• Networking, co-ordination and exchange of good
  practice
• and information with other authorities and
  institutions
• Reporting
• Budgeting, calculating, resource allocation

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Quality Assurance

• Quality demands can, as in Scotland, deal with
• goal oriented and prioritised efforts
• harmonic approach in the country
• citizens admittance to the Inspectorate
• communication in easily understandable terms
• efficient case handling (inspection, letters,
  decisions etc.) within reasonable time limits
• fair decisions accompanied by information on
  appeal possibilities
• Tangible indicators may illustrate the quality
  demands
• presence of strategy, measuring on indicators
• rate of staff that have completed the plan for
  competence development
• rate of citizens that know the Inspectorate and
  its responsibilities
• rate of stakeholders who find that their case is
  handled within reasonable time
• rate of stakeholders who find the Inspectorate
  highly competent
• rate of stakeholders who have received good
  service from the Inspectorate
• case handling time for inspection cases including
  follow up

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Internal Culture Co-operation or Conflict

• Active work with culture
• Open and respectful dialogue
• Openness about goals
• Handling of conflicts and critique
• Unity about decisions
• Agreements are observed
• Both results and process

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Changing Culture Changing Habits
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Inspectorate Structure

• Different options considered?
• Clear and transparent tasks and mandates?
• How has management tasks been divided?

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Structure
Review outside / overall structure of
regulatory cycle
Disseminate to staff and stakeholders
Review mission statement, vision and strategy
Discuss with mid-level management
Identify tasks, responsibilities and priorities
Consult with Government, trade unions and
maybe stakeholders
Consider different possible structures
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Effective Inspectorates start
WITH YOU
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Good Leadership
Leaders
Managers

• Explicate and demonstrate
• principles and values
• Aim at effectiveness by
• formulating, revising, and
• focusing at goals
• Work at the strategical level
• Where to go
• Release staff competence and
• responsibility by empowerment
• and delegation

• Deal with the practical
• implementation
• Secure efficiency by
• developing and maintaining
• systems that promote
• productivity
• Work at the tactical level
• How to get there
• Regulate staff performance by
• systems and control

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Good Leadership

• Be trustworthy and honest
• Empower the staff
• Be proactive and take responsibility
• Be enthusiastic, visionary, visible and creative
• Be goal-oriented and effective
• Seek win/win solutions, create winners
• Be communicative
• Be informative
• Synergize
• Ongoing development