Practice:Madrid City Council
DescriptionDescription of practiceThis project starts in 2006, two years after the creation of the Corps of Mobility Agents, specialized
unit in urban traffic management, by Madrid City Council.
According to Law, traffic in Spanish cities is a competence of local polices, but after the 1986 Law on Security Forces (Ley Orgánica 2/1986, de 13 de marzo), modified in 2003, local governments can create civil servants’ bodies dedicated exclusively to traffic management under the supervision of the local polices.
Madrid City Council did create in 2004, an independent Body for this purpose. This would work on the basis of the traffic management action lines planned by the local Madrid Police Force, but without any direct dependence or integration in it.
On this basis, the City Council of Madrid appointed a number of Police officials as an initial senior staff of the Corps of Mobility Agents.
The challenge was to implement a quality management system integrated in a complex organization of the traffic management in Madrid, were there was a competent Police Force, a new Corps of Mobility Agents and a senior staff of Police Members leading the Mobility Agents in coordination with the Police Force.
Innovative approachesInnovative approaches of the practiceThe MBO for senior staff was approved in 2006 and it has been implemented since, with the
acceptance of the members of this staff.
The new homogenization of this MBO with the objectives of the Citizens Charter, that is, the homogenization of the officials and mobility agents MBO’s have been achieved. This is confirmed by a permanent control of a large quantity of facts, daily collected and monthly analyzed by the operational department of the Body.
The Citizens Charter was approved in 2007 and has been in force since then, reviewed annually and always improved in the citizen’s benefit through the necessary adjustment according to the actual needs.
In 2016 was approved the MBO agreement for agents. This agreement was previously negotiated and approved by the workers’ unions representatives and assemblies, and then accepted by most of the members of the Corps.
In this direction, the Citizens Charter contains ten objectives measured by twenty five indicators that are monthly loaded and analyzed. Up to now, we have most of the 2017 facts already collected (all of them will be available in early February) and we can almost assure that the objectives will be 100% achieved, with the remarkable fact that in absolute figures, the numbers of 2016 has been exceeded by the 2017 results in 12 items and evened in 6, all this out of 23 indicators and only 3 lower (2 were new for 2017 and 3 where improvement areas different every year).
Results and outcomesResults and outcomes of the CAF implementationIn 2006 a policy of quality management was initiated in the Mobility Agents Corps.
The Corps was composed by a short senior staff made up of local policemen/women and about one thousand mobility agents. The Corps’ regulations envisaged the implementation of a command structure where the mobility agents would have a scale of command that has been developed gradually over these years, diminishing the number of local policemen/women and creating two new command levels occupied by mobility agents.
In this context, the first step was to implement a MBO system for this senior staff, which was continued by the adoption of a Citizens Charter in 2007, and a MBO system for the rest of the agents in 2016. In between a system of budgetary objectives was also implemented by the Council on a general basis.
So, the way the events unfolded, we found ourselves facing a complex system of MBO and Citizens Charter in which in 2016, there were three different MBO’s with two separated lists of commitments and indicators, a Citizens Charter with indicators different to those of the high staff MBO and an annually list of budgetary objectives more or less related to the Charter’s ones.
The challenge was to homogenize and improve commitments, requirements and procedures in order to get a system where the Citizens Charter is the basis of the management commitments for every member of the Corps, with a MBO for high officials and for agents with the most possible common commitments and indicators, and all of it, aligned with the budgetary objectives yearly implemented.
After these ten years we have confirmed that the most difficult step was to reach an agreement with the agents’ trade unions which were tough negotiators, especially as salary conditions are concerned. After a number a negotiations and a change of the local government, an agreement was finally reached and the consistency of the quality system guaranteed.
The process started with the decision of developing the Citizens Charter, the basis of this system of commitments and incentives, all within a frame of a permanent assessment and analysis of results.
The Citizens Charter is the basic document of the Mobility Agents Corps activity, as it is a transparent document aimed to satisfying the citizens’ needs, where these citizens can get information about the Corps’ goals, means and actions, and can find a number of compulsory commitments directly invocable by any of them. This was the main reason for the implementation of the Charter’s commitments as the basis of the commitments for the agents MBO and the main reason also to initiate the process towards the implementation of the same commitments for the high staff MBO, always on the basis of considering that the direct commitment with the citizens is a common obligation of every member of a public body as the Corps of Mobility Agents is.
The homogenization of MBO’s is a part of the 5th topic of the CAF Frame dedicated to Management by processes and facts where the concepts of its 4 sub-criteria were applied.
Further informationFurther information of the practiceThis is an application form for a Good Practice Case for the 8th European CAF-User Event.
|Type of organisationType of organisation||Local or regional administration|
|Function of organisationFunction of organisation||General public services|
|Size of organisationSize of organisation||251-1000|
|Level of governmentLevel of government||Local Government|
|OrganisationName of Organisation||Madrid City Council|
|DepartmentDepartment of the organisation|
|AddressAddress of the organisation||plaza de Cibeles 140° 25' 8.04" N, 3° 41' 31.87" W|
|ZIPZIP code (postal code)||28014|
|CityCity, town or village||Madrid|
|WebsiteLink to the Website of the Organisation||https://www.madrid.es/portales/munimadrid/es/Inicio/El-Ayuntamiento/-promos/Madrid-City-Council?vgnextfmt=default&vgnextoid=905a1a54ad0f0510VgnVCM1000000b205a0aRCRD&vgnextchannel=069f89da1c5cb410VgnVCM2000000c205a0aRCRD&rm=%2Ce5a8dfd258681510VgnVCM1000000b205a0aRCRD%2Cd3601f37171f0510VgnVCM2000000c205a0aRCRD|
|EmailEmail of Organisationemail@example.com|
|PersonName of contact person||Francisco José López Carmona|
|Job titleJob title of the contact person|