Hessische Landesamt für Bodenmanagement
DescriptionDescription of practiceThe Hessian Administration for Land Management and Geoinformatics (HVBG) keepsrelevantand comprehensive information on the landscape and land in Hessia/Germany and providesspatial data for various purposes.HVBGrunsnecessary data processing procedures and integratesspatial dataof state administrations and municipalities.HVBG developsurban and rural areasand supportsrural infrastructure investments.HVBG’s core duties are: national/state survey, land survey register, spatial data infrastructure, land consolidation, site development, property value collections and services.
The Hessian Administration for Land Management and Geoinformatics in Wiesbaden (in the state of Hessia/Germany) has been driving a far-reaching transformation process since 1999. In the first phase, many public services provided by the Agency were privatised. As a result, in 2005 the 56 local offices of the Agency were merged into seven new land survey offices with five outlying branches. At the same time, the Agency reduced staffing numbers by 30% within 10 years through an employment freeze. It is estimated that the Agency will lose nearly 200 employees by 2022 due to retirement.For more than 10 years HVBG handles its challenges using consequently methods and tools of a modern management cycle. The interaction of using modern management tools, common assessment framework, strong staff involvement and introducing an understanding of the TQM maturity within the organisation is leading to a continuous way of improvements. Therefore a high quantity and quality of positive outputs and outcomes can be perceived. Political leadership appreciates the improvement activities of HVBG. In 2014/2015 HVBG was recompensed with a management dividend of 1 Million EUR.
Innovative approachesInnovative approaches of the practiceHVBG uses Common Assessment Framework as total quality management tool since 2003.Self-assessments were proceeded in 2003,2006, 2008, 2011, 2013 and 2016.An enhancement of scores can be observed. The scores of caf assessments enhance significantly in 2016 compared against scores of 2011 and 2013.
Results and outcomesResults and outcomes of the CAF implementationKey Performance Results
HVBG improves processes and technology to reduce treatment-/process times in core duties up to 30%during five years (2010-2015).Process costs in section sales/distribution are reduced by 100.000 EUR/year and complaints on products/services are decreased lower than 1,5 percent.
Sector ‘Liegenschaftvermessung/Surveying’and sector ‘Liegenschaftsdaten/real estate data’generate more than 90 percent of orders and turnover. As a result of different improvement activities (process manage-ment, new ICT solutions for geo-data, knowledge management etc.) cost coverage in core duties advances at maximum by 20 percent in period 2010 to 2015.
Since 2010, as a consequence of privatising many public services provided by the Agency and reducing staff, HVBG has to concentrate on core duties (high relevant for society and regional politics) and tries to offer good products and services to core customers (state administration, municipal management, energy etc.) in different sales channel. Since 2011 the agency simultaneously strengthens activities in sales, distribution, marketing. In spite of staff reduction (2500 employees in 56 locations in 2005 to 1440 employees in 8 main locations in 2016) orders and turnover remain (nearly) stable.
The HVBG has done a lot for work-life balance like
•flexibility in the organisationof working time
•flexibility in alternatingtelework
•the awareness of managers for the issue up to the corporate culture and appreciative relations
In 2016 HVBG is given the quality label ‘Family Friendly Employer’
Results after CAF implementation
Since 2010 an executive department of strategy and controlling (strategic steering, quality management, organisational development, project management, process management etc.) is supervising and supporting all activities and every actor.Today the interaction of using modern management tools, CAF, strong staff involvement and introducing an understanding and awareness of the TQM maturity within the organisation is leading HVBG to acontinuous way of improvements towards the Principles of Excellence.
Self-assessment with CAF is now used:
•to find everything what is still absent;
•to find everything what is not good yet;
•to find everything where a decreasing can be perceived.
About 250 improvement activities (2003-2016) initiated by CAF were started and implemented.
CAF Self-Assessmentprocess in HVBG based on this approach and the ten step model of EIPA/German CAF Centre.
1. Decide how to organise and plan the self-assessment.
2. Communicate the self-assessment project.
3. Compose 8 Self-Assessment Groups.
4. Train Self-Assessment Groups.
5. Undertake the self-assessment.
6. Conduct 8 consensus workshops, develop short project-profiles [on one page: initial situation, objectives, tasks, quick-scoring of efforts (resources, costs, time exposure, simplicity of implementation) and impacts/benefits (customer, quality, processes, employees)] for improvement actions.
7. Conduct Quality conference.
a. Quality conference(first day: Self-Assessment Group).
b. After consensus workshops in 8 locations all members of the Self-Assessment Groups propose, unify and develop short project-profiles [on one page: initial situation, objectives, tasks, quick-scoring ofefforts (resources, costs, time exposure, simplicity of implementation) and impacts/benefits (customer, quality, processes, employees)] for improvement actions and prioritise10-15 actions at maximum (method: Portfolio-Analysis).
c. Quality conference (second day: Self-Assessment Groupand steering board).
d. Self-Assessment Group(delegation of all members) presents/discusses the results/project profiles to/with executive management board of HVBG. An adjustment against strategic determinations/other running activities/projects and prioritisationfollows. All activities for
e.initiation/assignment/implementation are agreed/fixed at the end of the day.
f. HVBG has developed and implemented a general approach for prioritisation, planning and implementing of activities, proposes or projects:
8. Communicate the improvement plan.
9. Implement the improvement plan.
a. Afterwards HVBG uses all established project management tools to implement the improvement actions. The actions of improvement are defined in clear, verifiable project contracts (S.M.A.R.T.).
b. The project contracts are concretised with scheduling, milestone planning etc.
c. If needed the prioritisation/planning could be adjusted by project steering committee.10. Plan next self-assessment.
Further informationFurther information of the practiceThis information determined from the following study:
CAF Improvement identification,prioritisation and implementation, Patrick Staes, Nick Thijs, Dorina Claessens
|Type of organisationType of organisation||Local or regional administration|
|Function of organisationFunction of organisation||General public services|
|Size of organisationSize of organisation||1001-5000|
|Level of governmentLevel of government||State Government (for countries with a federal structure)|
|OrganisationName of Organisation||Hessische Verwaltung für Bodenmanagement und Geoinformation|
|DepartmentDepartment of the organisation||Hessisches Landesamt für Bodenmanagement und Geoinformation|
|AddressAddress of the organisation||Schaperstraße 1650° 5' 16.59" N, 8° 13' 36.69" E|
|ZIPZIP code (postal code)||65195|
|CityCity, town or village||Wiesbaden|
|WebsiteLink to the Website of the Organisation||https://hvbg.hessen.de/|
|EmailEmail of Organisationfirstname.lastname@example.org|
|PersonName of contact person||Christoph Hehl|
|Job titleJob title of the contact person||Dezernent Stabsstelle, Departement Head at Staff Unit|