Good Management Effective Organisations Bjørn Bauer PlanMiljø

Good ManagementEffective Organisations

Bjørn BauerPlanMiljø

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

Effectiveness

To set the right goals

and

To achieve the goals, you have

set, with the lowest possible resource

consumption

e

Inspector tta

The way we have always done it

Vision Values

Management

StrategyHuman Resources

Systems

SuccessfulInspectorate

Structure

Culture

Strategy

Managerial Style

Structure

Systems Personnel

Culture

Resources

Political and Regulatory FactorsEnvironmental Factors

Social and Cultural FactorsEconomic and Technical Factors

Mission Vision Values

Effective Inspection

Work

Vision

Above all technicalitieswe need vision

If you want to build a shipdo 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

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”.

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?

Evaluation of present state

Evaluation of present state

GoalsGoals

Objectives Objectives

Actions Actions

Mission, Vision& Values

Mission, Vision& Values

Political and Regulatory Priorities

Political and Regulatory Priorities

Strategy Cycle

StakeholdersStakeholders

Monitoring and review of indicators

and assumptions

Monitoring and review of indicators

and assumptions

EnvironmentEnvironment

Human Resources

The staff is the inspectorate’s 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

Human Ressource Management

•Which competencies do we need?

•How do we recruit the right people?

•Improve qualifications?

•And motivate?

•Do people deliver their best?

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?

Systems

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

Quality Assurance

Quality demands can, as in Scotland, deal with:goal oriented and prioritised effortsharmonic approach in the countrycitizens’ admittance to the Inspectoratecommunication in easily understandable termsefficient case handling (inspection, letters, decisions etc.) within reasonable time limitsfair decisions accompanied by information on appeal possibilities

Tangible indicators may illustrate the quality demands: presence of strategy, measuring on indicatorsrate 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

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

Changing CultureChanging Habits

Skills to do what shall be done

Knowledge

What shall be done and why

Will

The driving force to do it

Habits Capability

Inspectorate Structure

•Different options considered?

•Clear and transparent tasks and mandates?

•How has management tasks been divided?

Structure

Review outside / overall structure

of regulatory cycle Review mission

statement, vision

and strategy

Identify tasks, responsibilities and

priorities

Consider different

possible structures

Consult with Government, trade

unions and maybe stakeholders

Discuss with mid-level

management

Disseminate to staff and

stakeholders

Effective Inspectorates start

WITH YOU

Good Leadership

•Explicate and demonstrateprinciples and values•Aim at effectiveness byformulating, revising, andfocusing at goals •Work at the strategical level –“Where to go”

•Release staff competence andresponsibility by empowermentand delegation

•Deal with the practicalimplementation•Secure efficiency bydeveloping and maintainingsystems that promoteproductivity•Work at the tactical level –“How to get there”•Regulate staff performance bysystems and control

LeadersLeaders ManagersManagers

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