Published On: 12 June 2014
Organisation: Mazovian Voivodeship (region) Office in Warsaw
Level of government: Local government
Sector: General public services
Type: Organisational Design
Overall development time: 36 months
The innovation aims at:
The Culture of Transparency and Cost Diligence implies registering costs in accordance with the origin of those costs. Departments of the voivodeship (region) office have become cost centres. Costs have been divided into personnel costs (e. g. salaries and salary-related costs, agreements on specific work) and administrative costs (including, among other, electricity, water, cleaning and security services). Administrative costs are assigned to a department automatically.
The Annual Action Plan describes the objectives and indicators for every department. It shows the degree of their achievement at the level of a department, branch, and even individual tasks. Annual Action Plans for individual departments concern performance-related budgets and contain detailed information on the actions necessary to achieve objectives. The implementation of the objectives is measured with the balanced scorecard methodology.
The innovation makes the costs and benefits of a department and the performance of the whole organisation more transparent.
Develop staff capacity, Enhance public trust, Enhance transparency, Improve service quality, Improve user satisfaction
Businesses, Civil Society, General population
In 2009 (the first year of the operation of the innovative practice), a reduction in the administrative costs in relation to 2008 by PLN 2 606, or 21% including, among others, a reduction in the office and warehouse space by 3 811 m2.
In 2010, a further reduction in costs (among others) in relation to 2009:
In 2011, a further reduction in costs (among others) in relation to 2010:
Total (over three years): PLN 3 216.
The number of administrative decisions issued in without more staff:
The results of the customer satisfaction survey:
The innovation is evaluated on the basis of concrete and measurable results of the improvement in activities of the office in the area of finance, the number and quality of provided services and the level of customer satisfaction.
When calculating the value of savings, the following elements were taken into consideration: the number of services delivered and number of FTEs that were involved in their delivery, as well as the actual operating costs of branches of the Office within the years 2009 – 2011. The calculation was made taking into account the different average delivery times of particular types of services.
The author of the idea was the Mazovian governor. The innovation resulted from the requirement to make the operation of the office more efficient. The first thing was to take a wider look and then elaborate on methods that could prevent the negative situations in the future.
The introduction of the innovation helped better manage the work in the administration. Some of these ideas were also taken from practices of business. Not all of these ideas can be employed directly, but the majority can be used as a source of inspiration.Design time: 12 months
There was a pilot phase with an external consultant. The external consultants had experience in realising corrective programs in the private sector. On the basis of their experiences and the experiences of employees of the office, the project was created. The project made it possible to make work in the office more efficient.Testing time: 12 months
The direct costs incurred for 36 months:
Total: PLN 383 200.
We plan to implement the innovation in the administration that is a subordinate to the Mazovian Voivode.
To do this, we did presentations on the innovative practice during meetings of the director general and during international conferences.
At present, a series of seminars is organised related to innovative practices in the administration, in which other voivodeship offices, among others, will take part.Diffusion time: 6 months
Some personnel objected to measuring the effectiveness of tasks performed by them, including the cost effectiveness. When we planned the innovation we expected these difficulties. In order to counteract them, we explained the principle of the project to the employee of the office and trainings were carried out. We consequently stuck to the deadline for introducing the different steps of the innovation and tasks were appointed to individual employees. It was very important to promote the project within organisation.
The practice has been implemented in the administration that is subordinate to the Mazovian Voivode.
In order to make it possible to introduce the innovation with success, the engagement of the whole group of employees was necessary, from the top management to the individual employee. Cyclic monitoring of the operation is essential and the results are related to the proper introduction of the innovation. Effective verification in the whole organisation is also indispensable.
The successful implementation of the innovative practice was also achieved by means of the use of an open information policy, both outside and inside the organisation.
The questionnaire survey demonstrated that in mid-2009, 63% of the employees of the Mazovian Voivodeship Office knew the principles of the project, and 90% in 2010.