4th European CAF Users Event, Bucharest, 17-18 December …



4th European CAF Users Event, Bucharest, 23-24 September 2010

Progressing Towards Excellence

The Challenge for European Public Administrations in Difficult Times

The introduction of “process chain” logic in Corte d’Appello di Milano:

bridging the gap between public functions and service provision in the management of justice

1. Identification

Reference/ Session: S1.1.

| |Name of the organisation: CAF Resource Center - Dipartimento della |

| |funzione pubblica and Formez |

| |Name of the person in charge: Giancarlo Vecchi (Polytechnic of Milan) – |

|[pic] |CAF Resource Center expert |

| |Email / phone/ website: |

| |Email: giancarlo.vecchi@polimi.it |

| |Tel: +39. 335.5845351 |

| |Website: |

| | |

| |Level: Local |

| |Sector: Justice and judicial organisations quality improvement |

| |Focus: |

| | |

| |management by processes and facts |

Case presentation.

Corte d’Appello di Milano is involved in the national project regarding the diffusion of best practices. The project, financed by the European Social Fund, started in 2008 and is based on the experience of Procura della Repubblica di Bolzano. At the moment, it involves almost 100 courts of law and other judicial organizations.

As to the Corte d’Appello di Milano, the first activity consisted in a self-assessment based on the CAF model, customised to the judicial system. The Court has never before mapped the working processes and has never had an output and outcome measurement system.

The self-assessment based on the CAF model led up to:

- the definition of the key working processes concerning the core missions of the organization;

- the linking of the key working processes to the strategies pursued by the organization;

- the mapping, for each working process, of all the actors intervening in the achievement of output and outcome: internal offices, stakeholders, customers (both inside and outside the organization);

- the definition of those activities that can be conceived as “a service” and for which it is necessary to take into account the customers’ expectations and to carry on customer satisfaction surveys. In this sector it is extremely important to distinguish between activities that can be evaluated on professional standards through peer reviews, and those that can be defined as “provision of services”, for which the direct involvement of users and stakeholders is necessary.

The justice sector distinguishes itself from other public administrations through the presence of two managerial parts: judges, namely the professional part, and the administrative part. The first action implemented in the Court consisted in triggering a dialogue between these two parts. Furthermore, the analysis of the working processes emphasized the interdependences between the work of these two parts and allowed the promotion of ideas on how to obtain improvements in the organization of information to orient customers and stakeholders, in the management of data for the management control, in the implementation of procedures for the complaints management, etc.

In the first phase of activity, the analysis of the working processes focused primarily on the administrative services. The analysis brought to the definition of a process reengineering proposal, which includes:

a) the unification of the accounts department of both Tribunale di Milano and Corte d’Appello;

b) the unification of the Innovation, Statistics and Management control offices;

c) the unification of the human resources management;

d) the unification of the General Affairs, Logistics and Procurement offices.

At the same time, actions related to the definition of specific procedures (such as procurement, protocol, accounting and payroll) were projected.

Quality Improvement issues – the broader scope of excellence (i.c. the chosen principle of excellence)

The Court has never before mapped the working processes and has never had an output and outcome measurement system.

2. Case background (optional)

3. The Actors: A complex network of actors is involved, insuring leadership and representation :A Leading Committee (involving judges and empoyees from The Court of Appeal and Tribunale), A CAF Committee (responsible for the implementation of self-evaluation), A group of consultants (from the Polytechnic of Milan).

The Work process / the Approach : The approach used consisted in a confined” application covering a specific part of the organisation, the administrative area and based on the 5th Critiera

4. The Measure of Success: A map of the administrative area was obtained and the connection among jurisdictional activities recognised by the main internal actors. A re-organisation project was designed and proposed and under considertion.

5. The main obstacles (optional)

6. Lessons learned: the analysis of the services’ processes is a key task of the change management strategy.

7. Project Innovation Content and Adaptability: The network complexity of the national programme is a key resource to insure leadership and motivation; the replication or an emulation in a target context needs the availability of teo conditions:

- A national actor (or more national actors) playing the role of director to obtain coordination

-Some local actors (in that case, some judicial offices) with a stake and experience to play in the game as innovators and good implementers.

................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download