Digitization is at the heart of Norway WhatsApp Number List  both to better serve citizens and to increase productivity in the various departments. But, on both sides, bridging the digital divide is as important an issue as being able to provide new digital services (possibility of e-payment, saving and online consultation of tax notices ,…) To those who request it. The digitization of the user – administration relationship must be efficient but above all simple so that the appropriation of new tools is accessible to the majority of the population. The other main lever for coping with the reduction in state grants is to accelerate the pooling movement. It is a movement of variable geometry, depending on the political alignment between the inter-municipal authorities and

or the municipalities that constitute them. In local administrations, the main orientations below are confirmed: Pursue organizational transformation to gain in competitiveness Use of new technologies and new organization of administrations Process optimization Simplify the relationship between administrations and users Single referent, “tell us once” Simplification of procedures and a single collection agency Improve the quality of public service through dematerialization Dematerialization of administrative procedures, digital platform for the community, Opening of data, targeting of controls by artificial intelligence. Local authorities therefore generally ask themselves questions in terms of organization and skills to carry out their

The Challenges Of Local Authorities

transformation: What key skills do you need to have internally? What do we pool between municipalities? What governance? … The observations we made Here are some concrete, non-exhaustive examples of the issues we encountered: In addition, the current service organizations are characterized by a strong compartmentalization that makes any transversal project very difficult. The need to identify the most relevant levers for an organizational development project The whole challenge of carrying out an organizational audit is to succeed in defining productive organizations centered on the needs of citizens, clients of the territorial administration. To do this, we must rely on 3 main levers: The operational system: analyze end-to-end

Norway-Whatsapp-Number-List

processes, eliminate waste (work to be redone, pending work, activities without added value, underutilization of skills, etc.), streamline, identify the contributions of technology The management system: analyze governance, measurement and incentive systems, chains of responsibility Culture and people: analyze culture and behavior, identify levers to promote collaboration and information sharing rather than operating in silos, aim for a “holomorphic” organization (where individuals are all carriers of global issues) , identify HR issues. Why do we need to do an organizational audit now and in what context? For local authorities, it is necessary to go beyond just improving costs. A more in-depth diagnosis of the organization leading to more precise lines of action is necessary

The Observations We Made

The organizational audit must identify the orientations allowing the organization to respond to the challenges of the policy of the local authority. Greater transversality of the action is expected. The strengths of the current organization must be converted into so many points of support for successful organizational development. The organizational audit must be carried out with a vision and according to certain key values: The audit is the first step of a transformation project The objective of the audit is to provide an overview of the current situation and to present recommendations for development

The vision of the operational staff must be supplemented by a vision of the strategic orientations The recommendations must be articulated in a perspective of lasting change in operating methods The audit is the time to share findings to evolve together The audit must be a time of sharing and discussion on findings to better evolve, not a judgment “in room” The physical meeting of the people concerned allows a dialogue on their work environment and to better understand their problems and expectations. Auditing must be customer-oriented The place given to customer expectations is essential to judge

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