The Catalogue Of Tools Supporting Institutional Development
The report prepared within the project “Institutional Development Program”
under the contract no. DWM/33/2001 dated September 21, 2001
between the Ministry of Interior and Public Administration
and the Consortium established by
Canadian Urban Institute and
The Malopolska School of Public Administration of Krakow University of Economics
21st December 2002
Contents
List of contents......
Strategic Management......
Gmina\Poviat
Development Strategy......
Operational Plans to the Strategy......
Monitoring System and Evaluation and Updating of Strategy......
Monitoring System for Projects Implemented by the Voivodship Authorities......
Financial Management......
Gmina/Poviat......
Multi-year Financial Plan for Gmina......
Multi-year Investment Plan......
Task Budget......
Multi-year Financial Plan for Poviat......
Marshall's Office......
Regional Multi-year Coordination Plan - Finances......
Regional Multiyear Coordination Plan - Projects......
Utilization of Task Budget Procedures for Improvement of Management in the Voivodship Self-government
Organization and functioning of the office......
Gmina/Poviat......
Implementation of Process Management ......
Marshall's Office......
Processes Analysis......
Periodical Self-assessment of the Office on Transparency and Completeness of Procedures
Personnel Management......
Gmina/Poviat......
Recruitment Advertisements Standards ......
Employee Interview Questionnaire ......
Job Descriptions......
Employee Performance Evaluation System ......
Training Need Submission and Training Evaluation Sheet
Training Record Form ......
Marshall's Office......
Database of Recruitment Process......
System of Personnel Promotion and Development ......
Development of Training System......
Public Services ......
Gmina/Poviat......
Procedures of Unit and Total Cost Analysis, of the Quality and Quality Improvement of Service Delivery
Comprehensive Procedure of Service Monitoring......
Catalogue of Office's Services......
Operational Plan of Service Delivery......
Multi-year Plan of Public Service Delivery......
Plan of Extension of Public Services Offer and Introducing of Competition......
Marshall's Office......
Procedure of Unit and Total Service Cost Appraisal......
Procedure of the Evaluation of the Quality of Service Delivery......
Voivodship Residents Polls on Public Service Delivery and their Aspirations in this Scope
Social Participation and Stimulation of Social Development ......
Gmina/Poviat......
Evaluation of Satisfaction with Public Services......
Better Information on the Office Work and Tasks Performed in the Office......
Improvement of Cooperation with the Media......
Permanent Cooperation with Local Economic Organizations and Non- governmental Organizations– the forum of 3 sectors
System of Grants......
The Competition for Local Society Investment Initiatives ......
Stimulating of Economic Development
Gmina/Poviat......
Questionnaire Research of the Entrepreneurship Climate ......
A Unit Stimulating Economic Activity......
Marshall's Office......
System of Personnel Quality Improvement and Ensuring Continuous Knowledge (including procedural), in Local Government Units, in the Scope of Regional and Local Development
......
Project Management ......
Gmina/Poviat......
System of Project Management......
Cooperation between municipal entities......
Gmina/Poviat......
Program of Poviat Promotion
Ethics and prevention of corruption cases......
Gmina/Poviat......
Ethics Code......
Marshall's office......
Ethics Code......
1
Strategic Management
Gmina/Poviat
Catalogue of tools supporting institutional development /Development strategy
Item of the catalogue / Area \ Areas / Name of the toolstrategic Management / Development strategy
Objective / Description
The strategy of the unit’s development is a tool supporting management process. Strategy is being elaborated for the sake of long term development planning. Commencing works on strategy contributes to definition of development vision of the given territorial municipal entity, and to pointing of most important priorities on which authorities activities will be focused on.
Strategy is also being elaborated for the sake of involving the residents and the social groups in the process of the unit’s management. Strategy is created with the participation of the representatives of the local society, entrepreneurs and other groups. Due to this it constitutes a document meeting the interest of various subjects and social environment groups. / The works on development strategy can be divided into following stages:
- Preparation of the unit’s profile, being a diagnostic document.
- Carrying out a strategic analysis.
- Definition of a mission.
- Definition of strategic and operational goals.
The stipulations made in the course of strategic sessions have a decisive effect on the shape of strategy worked out by the task team.
Estimated inputs / Available documentation
Work in man days / Financial in PLN
Employees in the unit - (J) / External consultants (K)
80 / 15 / 1.850 / Implementation procedure and work schedule / yes /
PWH_1_1strategia rozwoju.doc
Detailed description of the implementation procedure / yes /SOP_1_1strategia rozwoju.doc
Samples of documents / NoIT tools / No
Other / No
Availability of information on web pages (addresses) / No
Catalogue of tools supporting institutional development / Development Strategy /
Development strategy
Item of the catalogue / Area \ Areas / Name of the toolstrategic Management / Development strategy
Procedure of implementation / A result / Estimated inputs / Month
Financial / Work in men days / 1 / 2 / 3 / 4 / 5 / 6 / 7 / 8 / 9 / 10 / 11 / 12
Type / PLN / J / K
1 / Establishing of task team responsible for preparing of a strategy / Task team / Not applicable / 2 / 0,5 / x
2 / Meeting of the consultant with the task team / Internal procedure of working on strategy, the team members are acquainted the structure of the unit’s profile / Organizational costs / 50 / 6 / 1 / x
3 / Profile of the units is completed by the task team / Profile of the units / Organizational costs / 200 / 30 / 4 / x / x
4 / Executive body of the given self-government unit invites local leaders to participate in working of the committee of the economic development.
The unit profile is passed together with the invitation. / Committee of economic development / Organizational costs / 200 / 2 / 0,5 / x
5 / 1st session of the committee of the economic development / Draft defining of a mission and strategic goals / Organizational costs / 400 / 10 / 2 / x
6 / The work of task team to define a mission, strategic goals and operational goals / Project of strategy document / Organizational costs / 200 / 15 / 4 / x
Catalogue of tools supporting institutional development /
Development Strategy
/Development strategy
Item of the catalogue / Area \ Areas / Name of the toolstrategic Management / Development strategy
Implementation procedure / Result / Estimated inputs / Month
Financial / Work in men days / 1 / 2 / 3 / 4 / 5 / 6 / 7 / 8 / 9 / 10 / 11 / 12
Type / PLN / J / K
7 / Passing of the strategy project to all members of the committee of economic development / The members of committee of economic development are acquainted with the strategy project / Organizational costs / 200 / 2 / 0,5 / x
8 / 2nd session of the committee of economic development / Approving of strategy document by the committee, appointment of teams working on operational plans / Organizational costs / 400 / 9 / 2 / x
9 / Approving of a strategy by the competent body / Resolution on strategy acceptance / Organizational costs / 200 / 4 / 0,5 / x
Catalogue of tools supporting institutional development / Development Strategy /
Development strategy
Item of the catalogue / Area \ Areas / Name of the toolstrategic Management / Development strategy
Implementation procedure / Detailed description
1 / Appointing of a task team responsible for strategy preparation / A selection is made, from the office staff or subordinate entities, of the employees in charge of proper organization of the work on the strategy and taking care of editorial functions. The composition of a team must reflect the scope of activities to be fulfilled by the office. Team members must always be at the disposal. The decision on the composition of a task team is made by the executive body of the given self-government unit.
2 / Meeting of the consultant with the task team / During the meeting the consultant determines, together with the task team, the detailed procedure of the work on strategy. The most important aim of the meeting is to acquaint the members of the task team with the construction and requirements the unit profile must fulfil. The profile is a diagnostic document, basing upon which strategic analysis is carried out.
3 / Compiling of the unit’s profile by the task team / Before commencement of work on the strategy the task team compiles the unit’s profile. Basing upon this document the strategic analysis will be carried out. It is the consultant responsibility to provide adequate support for the task team.
4 / The executive body of the given local government unit invites local leaders to participate in the work of the committee of economic development / A list of persons, playing a significant role with the local community, is prepared. The directors and owners of big companies, the representatives of small and medium size businesses, the representatives of non-governmental organizations (associations and foundations) and branch organizations must be included. Following the list, a committee of economic development is established. It must also include designated office employees (from the key departments), the representatives of the poviat municipality (in case of gmina strategy) and of poviat labor office. The executive body passes, together with the invitation for 1st session of the committee of economic development, the unit profile compiled earlier.
5 / 1st session of the committee of economic development / At the 1st session the committee of economic development is constituted. The chairman and vice-chairman are elected. A schedule of work on strategy is presented and approved. During the session the unit’s profile is discussed, SWOT analysis is carried out, which is a base for defining of the major development problems and strategic goals. The representatives of local media should attend the session of the committee.
6 / The work of a task team on definition of a mission, strategic goals and operational goals. / Task team, having the stipulations made during the session in view, prepares a working version of the strategy. This document must include a mission, strategic goals and operational goals.
7 / Strategy project is delivered to all members of the committee of economic development / The chairman of a committee passes a strategy project on to its members.
8 / 2nd session of the committee of the economic development / The comments to the document project prepared by the task team are reported during the session. After this, the committee of economic development approves f the final strategy version. During the session the sub-teams are formed to work, at the later stage, on the operational plans to the strategy. There should be between three to five sub-teams. During the session the chairmen of these sub-teams are elected.
Catalogue of tools supporting institutional development / Development Strategy /
D
Item of the catalogue / Area \ Areas / Name of the toolstrategic Management / Development strategy
Implementation procedure / Detailed description
9 / Approving of a strategy by the competent body / Finally agreed strategy version is submitted to the competent body of the given territorial municipal unit. The resolution is passed to accept the strategy.
Catalogue of tools supporting institutional development / Operational plans to the strategy /
Development strategy
Item of the catalogue / Area \ Areas / Name of the toolstrategic Management / Operational plans to the strategy
Objective / Description
Operational plans are the executive document to the strategy. The implementation of operational plans will make possible the achievement of goals set in the strategy. Operational plans are prepared to make detailed projects of the most important development ventures. / The elaboration of operational plans is a task to be performed immediately after completing of works on the development strategy. The operational plans are worked out in dedicated teams formed out of the committee of economic development (which prepared the development strategy at the earlier stage). The operational plans are constructed for the areas, which are crucial for the unit development. They include a description of tasks serving to achieve the goals set in the strategy. The operational plans determine the impmenters of the individual tasks, implementation schedule and estimated costs, along with financing source provisions.
Estimated inputs / Available documentation
Work in man days / Financial in PLN
Employees in the unit
(J) / External consultants
(K)
67 / 13,5 / 1.500 / Implementation procedure and work schedule / yes / PWH_1_2operacyjne.doc
Detailed description of the implementation procedure / yes / SOP_1_2operacyjne.doc
Samples of documents / yes / Wzor_1_2operacyjne.doc
IT tools / No
Other / No
Availability of information on web pages (addresses) / No
Catalogue of tools supporting institutional development / Operational plans to the strategy /
Operational plans to the strategy
Item of the catalogue / Area \ Areas / Name of the tool:strategic Management / Operational plans to the strategy
Procedure of implementation / Result / Estimated inputs / Month
Financial / Work in man days / 1 / 2 / 3 / 4 / 5 / 6 / 7 / 8 / 9 / 10 / 11 / 12
Type / PLN / J / K
1 / 1st meeting of sub-teams appointed to elaborate the operational plans / Preparation of a tasks list, being the core of operational plans / Organizational costs / 200 / 8 / 2 / x
2 / Editorial works to the operational plans / Working versions of the operational plans / Organizational costs / 150 / 20 / 4 / x / x
3 / Delivery of the working versions of the operational plans to the members of sub-teams / The members of sub-teams acquaint themselves with the working versions of the operational plans / Organizational costs / 200 / 2 / x
4 / 2nd meeting of sub-teams / Final stipulations regarding the content of operational plans / Organizational costs / 200 / 8 / 2 / x
5 / Editorial works to the operational plans / Replenished versions of the operational plans for the individual areas / Organizational costs / 150 / 15 / 3 / x / x
6 / Delivery of all operational plans worked out in sub-teams to the members of a team / The members of sub-teams acquaint themselves with the final version of plans / Organizational costs / 200 / 2 / x
7 / Plenary session of all sub-teams / Final version of operational plans, setting up a committee for strategy monitoring / Organizational costs / 300 / 10 / 2 / x
8 / Approval of the operational plans by the competent body / A resolution to accept the operational plans / Organizational costs / 100 / 2 / 0,5 / x
Catalogue of tools supporting institutional development / Operational plans to the strategy /
Operational plans to the strategy
Item of the catalogue / Area \ Areas / Name of the toolstrategic Management / Operational plans to the strategy
Procedure of implementation / Detailed description
1 / 1st meeting of sub-teams appointed to elaborate the operational plans / The work on the operational plans should commence immediately (3-4 weeks) after the competent body is passing a resolution to accept the strategy. The operational plans are elaborated by the sub-teams appointed at the last stage of work on strategy. Only directly responsible employees of the office should become members of sub-teams. The consultant presents the construction and the principles of elaboration of operational plans. At the first meeting of sub-teams the internal procedures and the schedule of work on plans is determined. Consultant plays a role of the moderator. The persons performing editorial tasks are also selected (must be office’s employees). At the meeting, the initial proposal for tasks performed in the individual areas should be elaborated.
2 / Editorial works to the operational plans / At this stage the persons appointed to perform editorial tasks conduct the works. They make out a listing and detailed description of the tasks reported during the team meeting. In case of necessity, they carry out consultations with the other office employees (e.g. financial department).
3 / Delivery of the working versions of the operational plans to the members of sub-teams / After completing of editorial works, the first versions of the operational plans are passed on to all members of sub-teams. The documents must be delivered well in advance, so that before the next working meeting all the members were given the possibility to acquaint themselves with them
4 / 2nd meeting of sub-teams / During the meeting the comments (if any) are reported to the projects of the operational plans. Sub-teams approve of the final version of the documents as the next step.
5 / Editorial works to the operational plans / The operational plans, worked out and approved of by the individual sub-teams, are subject to the language editing and combined to form a single document.
6 / Delivery of all operational plans worked out in sub-teams to the members of a team / A single document, comprising of the operational plans for the individual areas, is delivered to the members of all sub-teams.
7 / Plenary session of all sub-teams / During the session, the comments are reported to the complete document. A special attention should be given to eliminate possible overlaps between the sector plans. During the session, the final version of the operational plans is submitted for voting. The selection of members of the Committee of strategy monitoring is also made.
8 / Approval of the operational plans by the competent body / Operational plans, finally agreed upon, are accepted by the resolution of the competent body.
Catalogue of tools supporting institutional development /
Monitoring system , evaluation and updating of strategy
Item of the catalogue / Area\ Areas / Name of the toolstrategic Management / monitoring system, evaluation and updating of strategy
The objective of implementation / Description
During implementation of strategy a necessity arises to compare conformity and the stage of implementation of individual projects with the content of development vision and strategic goals. The follow-up to the correction introduced, should be corrections and updating of strategy stipulations. The implementation of the monitoring system and updating leads to closing of a planning circle including the phase of planning and implementing of strategy. / Primary role of a system is to provide current information whether the strategic goals of development are achieved, and to what extent. Monitoring system must be of “multi-level” character’ that is it has to provide detailed information on the stage of implementation of individual projects, and on more general and objective information on the flow of the process of strategy development implementation. This information should later on be used in verification and updating of strategy.
The monitoring system and evaluation of progress in strategy implementation should include the following elements:
- Committee of monitoring and evaluation of strategy implementation to be composed of the municipal representatives, economic entities and social partners,
- The principles of gathering comments and remarks of social partners regarding strategy implementation issues,
- Set of indicators to monitor and evaluate the implementation of strategy.