Practice:Region of Crete
DescriptionDescription of practiceThe Region of Crete, in a challenging endeavour to reform the services provided by the Directorate of
Transport and Communications (DTC), developed a Strategic Plan that outlines the main steps towards the utilization of an Organisational Change Management Process. A systematic analysis based on the Common Assessment Framework revealed essential lines of action, necessary for a holistic organisational improvement. This comprehensive approach has been steered by a set of solid work ethics based on Quality of Service, Transparency and Efficiency. The key enablers of this project were the leadership of the Region of Crete, the civil servants involved and the strategic technology partner/provider [the Institute of Computer Science (ICS) of the Foundation for Research and Technology – Hellas (FORTH)], all having actively contributed through an effective and empoweringcooperation programme.
Innovative approachesInnovative approaches of the practiceThe introduction of innovative technologies and new ways of interaction was met very positively by
citizens, a reaction that was noticeable even on the first days of operation. The great positive impact that the developed services had on DTC’s operational performance has resulted in a dramatic decrease of waiting and execution times for the requested administrative tasks. Prior to the deployment of the new innovative solution, the average waiting time on a standing queue was in excess of 90 minutes, while the average time to complete an administrative action (execution time) was estimated at 30-40 minutes. Currently, the average waiting time is 8 minutes and the average execution time is 12 minutes. Citizen feedback is constantly acquired through an online survey, currently showing a 96% satisfaction rate amongst citizens and customers. The described services have been implemented with emphasis on the ability to be adapted, disseminated and transferred to different environments and services. These services can spread across all regional DTCs in Greece and can also be customized and applied to similar organizations in other member states of the EU. In addition, the adoption of the customer-centred design makes the transfer of the services to other citizen service organizations feasible. The project has been selected as a best practice at the 9th European Quality conference which was hosted by the Maltese Presidency of the Council of the European Union (EU) in Malta (15-16 May 2017). In addition, the project has been identified as a Best Practice in the 2017 European Public Sector Awards - EPSA2017 (http://www.epsa2017.eu/) and nominated as one of the 4 finalists for theEPSA 2017 award in the regional category.
Results and outcomesResults and outcomes of the CAF implementationThe Department of Transport and Communications (DTC) is a vital division of the Region of Crete,
executing a heavy load of public sector administrative services for a large number of citizens/customers requesting them. DTC was facing many operational challenges, such as low performance indicators, understaffing, high levels of customer dissatisfaction, long waiting lines, managing complicated procedures and high volumes of non-digital paper records, and absence of modern IT practices. The goal of this initiative was to tackle these problems and to establish a model public sector office that will be based on the pillars of a customer-centered approach, transaction transparency and optimal management of human resources. The programme focused on four interrelated pillars of action.
1. Organisational Innovation Organisational Innovation involved changes in the working environment, the operational model and the customer service culture. A people-focused workplace was created, providing reception desks, ergonomic working stations and a transparent public service environment.
2. Information and Knowledge Management The digitization of the physical record archive was carried out through a Social Inclusion Programme of the Greek Employment Organisation involving long-term unemployed people. A highly motivated team of young people, committed to a common vision, digitized 100.000 folders, containing approximately 4 million pages. The digital record has been digitally signed and fully validated through quality and quantity controls, guaranteeing accuracy with respect to the original paper record. The digital archive is now a vital part of DTC’s automated processes.
3. Standardization and Business Process Reengineering (BPR) BPR involved process mapping, procedure simplification, process redesign, process automation and KPIs measurements. The standardization process includes the creation of new application forms and work instructions, integrating dynamic QR Code generation for a seamless integration in the new processes.
4. Innovative e-Government ICT applications In order to facilitate digital service delivery and citizen service mechanisms, new innovative IT applications were developed. The developed IT solution consists of several services and applications that support and deal with the digital transformation of the organization and address major operational problems, such as poor levels of service, lack of trust and transparency issues. The overall implementation approach adopted for this project was based on best practices in usercentred design (UCD), empowered with concepts of Participatory Design and coupled with the agile software development methodology.
The organisational transformation in DTC was inspired by the core principles of Total Quality Management. The application of the Common Assessment Framework has assisted our organisation to promote a culture of business excellence, continuously assess performance and prioritize areas for improvement. An experienced and inspirational leadership established clear vision and values, developed strategy and goals, and designed key processes, defining key performance indicators. Additional critical success factors are:
- Oganisational culture of trust and openness
- Continuous development of human resources
- Empowerment and recognition of people
- Active involvement of all stakeholders
- Value-adding partnerships with other public service organisations
- Focus on needs and requirements of citizens and customers
- Development of smart ICT solutions
- Effective management of available resources
Further informationFurther information of the practiceThis is an application form for a Good Practice Case for the 8th European CAF-User Event.
upload LogoLogo of organisation. Must be a JPG-File
|CountryCountry of the practice||Greece|
|CityCity, town or village||Heraklion|
|Type of organisationType of organisation||Government Ministry (national, regional)|
|Function of organisationFunction of organisation||General public services|
|Size of organisationSize of organisation|
|Level of governmentLevel of government||Regional Government|
|OrganisationName of Organisation||Region of Crete|
|DepartmentDepartment of the organisation|
|AddressAddress of the organisation||Eleftherias Square35° 20' 18.39" N, 25° 8' 12.11" E|
|ZIPZIP code (postal code)||71201|
|CityCity, town or village||Heraklion|
|WebsiteLink to the Website of the Organisation||www.crete.gov.gr, gdme.crete.gov.gr, www.ics.forth.gr|
|EmailEmail of Organisationfirstname.lastname@example.org|
|PersonName of contact person||Nikolaos Raptakis|
|Job titleJob title of the contact person||Dr.|