Management in Sant Cugat City Hall

WELCOME TO SANT CUGAT CITY HALL

Dr. Marco Denni. National Research Council, Rome
Dr. B.V. Phani. Indian Institute of Technology, Kampur
Prof. Xiaojun Xu. School of Management, Fudan University, Shanghai
Prof. Soeren Henning Jensen. Copenhagen Business School
Prof. Lily Xu. School of Management , Fudan University, Shanghai
Dr. Jesus Jorcano. Universitat Politècnica de Catalunya
Dra. Blanca Martins. Universitat Politècnica de Catalunya
Dr. Patricia Plackett. Copenhagen Business School
Prof. Jan Annerstedt. Interlace-Invent and Conpenhagen Business School

Sharing experiences with the MIKE project
participants.

Discussion about strategic management
Sant Cugat del Vallès. 5th September, 2007

Agenda

1) Introduction. Building the future together (7 min. Film). General framework
about relations between politics and public management

2) Linking politics with management. Developed Strategic Innovation
Experiences in Sant Cugat

3) A step forward: Strategic maps for all the scopes of the City Council

Conclusions and Future Lines: The Analytical Budget and The Code of Ethics

Sharing experiences with the MIKE project participants. Jordi Joly i Lena. Finance Deputy Mayor. Sant Cugat Ciyy Council Pàgina 3
© Jordi Joly Lena

IN GOD WE TRUST.

THE REST, PLEASE, BRING NUMBERS
AND YOUR STRATEGIC MAP ….

POLITICS AND THE UPDATED “ZOON POLITIKON”

• What is that called “politics” ?

• Wich role the politicians play ?

• The management of caos. The major number of political
problems are caused by a management mess.

• World of increasing complexity

• The growing gap between complexity and the political
system

THE GAP BETWEEN COMPLEXITY AND GOVERNABILITY: A KEY ISSUE

© Jordi Joly Lena

A significant share of total
average Europe’s GDP is
expenditure from general
government
COMPLEXITY

+ its direct influence over the
rest of stakeholders GAP
The GAP must be closed through continuous
innovation and change adaptation from public
institutions, administrations and policymakers. y
conom
ess - E
– Busin
nology
– Tech
search
Re
Public Administration and Institutions

TIME

© Jordi Joly Lena

Change and
SOME KEY CONCEPTS
improving
performance
• EFFICACY and EFFICIENCY

• From the ambiguity to the rational
environment
Evaluation
• TOOLS:
Indicators and
information
• 1. Monitoring the management
(OUTCOMES AND OUTPUTS)
Maps developement
• 2. Monitoring the costs. Economy in
the public management Strategic management office

• From the expenditure culture to the
Costs culture. Eficiency programs
cost culture

Management culture

WE FEEL BEFORE WE THINK ! BE AWARE OF THE ORZANIZATION FEELINGS !

© Jordi Joly Lena

What I pay for ?

Euros
28,08
Sports
74,92
Education
51,26
Attention to the citizen
68,86
Security
35,63
Mobility
11,57
Health
191,62
Public streets
43,42
Green areas
81,82
Culture
14,30
Environment
68,34
Social services
35,61
Urban planning
54,07
Economy
56,15
Inter-administrative cooperation
815,66

© Jordi Joly Lena

Strategy

Management
Cost indicators indicators
(measurement of
Evaluation objectives)
Results

Political budget
according
strategy

© Jordi Joly Lena

Conclusions about the role of politics

Politics is something that hardly affects us as a
citizens

Politics must be closer to management

People should demand accountability and
efective management of public services

Ideology is a key factor for politics, but ideology
without efficient management is just useful for
demagogues

© Jordi Joly Lena

Execution is relevant …

The Execution has a “multiplying effect “…

It is possible to overcome the expectations with
+
an excellent execution of a poor strategy

It is possible that the expectations are not
–
achieved through a poor execution of an excellent
strategy

© Jordi Joly Lena

Balanced Scorecard in the Sant Cugat del Vallès City Council.
Introduction.
Base Methodology of the project
Definition of Strategy

VISION
What we want to be ?
MISSION
What we do to achieve the vision ?
VALUES
How do we want to do it ? ?
STRATEGY
Our Plan

GAP
Execution of Strategy

BUDGETS
Investment and Expenses Resources
PERSONAL TARGETS
What I have to do

“STRATEGIC” RESULTS
Satisfied Efficient & effective Motivated & committed
Sustainable TOWN
CUSTOMERS PROCEDURES TEAM

© Jordi Joly Lena

Balanced Scorecard in the Sant Cugat del Vallès City Council.
Strategic map, Targets and Indicators.
Base Methodology of the project
Definition of Strategy

VISION
What we want to be ?
MISSION
What we do to achieve the vision ?
VALUES
How do we want to do it ? ?
STRATEGY
Our Plan

STRATEGIC MAP
Make operative, prioritize & align

STRATEGIC INITIATIVES
Execution of Strategy

What we will do to achieve the targets

BUDGETS
Investment and Expenses Resources
PERSONAL TARGETS
What I have to do

“STRATEGIC” RESULTS
Satisfied Efficient & effective Motivated & committed
Sustainable TOWN
CUSTOMERS PROCEDURES TEAM

© Jordi Joly Lena

Execution is relevant …

• Less than 10% of the effectively formulated strategies are
executed effectively.

Fortune Magazine

© Jordi Joly Lena

Value and Finances

Vision &
Internal Procedures
Citizens
Strategy

Resources

© Jordi Joly Lena

Structure of the Strategic Map.
The Strategic Map gives a visual representationof the organization’s
strategy

Strategy

Value’s “Explains how the Institute creates
The strategy describes how to Perspective value to the citizens”

transform the intangible assets
in tangible results. “To attain the mission, who are and
Customer’s
what do I have to give to my
Perspective customers?”

Internal
“To satisfy my customers in which
Processes’ processes do I have to be excellent?”
Perspective

Resources’ “Which are the suitable resources to
develop these key processes?”
Perspective

© Jordi Joly Lena

Diferential aspects between the Balanced Scorecard and the Traditional Scorecard

• Generalitation of the financial indicators

• Removal of the obsession for the “short term” concept

• The analysis of the cause-effect relations among indicators: relations within/between
perspectives.

© Jordi Joly Lena

The Balanced Scorecard in the public management.

• Meaning to break the determinist planning that the political mandates represent.

• Linking goverment programmes to the attainment of objectives.

• Changing of culture with regards to the information.

© Jordi Joly Lena

Advantages of the Balanced Scorecard

• It focus the organization in the strategic targets.

• It aids to the transparency of the public management.

• It is a useful comunication and motivation tool.

• It implies to develop a culture of continuous improvement.

© Jordi Joly Lena

FROM THE BSC TO THE SFO

THE STRATEGIC FOCUSSED ORGANIZATION

• Strategy maps in cascade

• The alignment

• Monitoring the organization: Useful auto-evaluation through EFQM

© Jordi Joly Lena

Auto-evaluation results for every EFQM criterion
Date: June 2007
Strategic Managem ent Office
Sant Cugat del Vallès City Hall

C1. Leadership
5
4,1
C9. Key performance
4 C2. Policy and Strategy
results
3
3,70
2,97
2
2,95
1
C8. Society results C3. People
3,09 0
3,83
2,55 1,97 C4. Partnerships and
C7. People results
Resources
3,00

C6. Customer results C5. Processes

© Jordi Joly Lena

STRATEGY CITY MAP
OUTCOMES / COUNCIL

BALANCED SCORE CARD
OUTPUTS / BOARD OF
DIRECTORS

BSC & ACTION BSC & ACTION BSC & ACTION BSC & ACTION
PLAN PLAN PLAN PLAN
Town Planning Culture Economy Enviorment

Staff

Strategic
Management
Institute

© Jordi Joly Lena

VISION

SANT CUGAT, A REFERENCE CITY IN EUROPE. SOURCE OF
INNOVATION AND WORTHY POLITICS

NETWORKING
CONTINUED
VALUE

IMPROVEMENT POLICIES
BENEFICIARY

PEOPLE ORGANIZATIONS AND COMMERCE, BUSINESS AND
ASSOCIATIONS KNOWLEDGE
3
1 2
STRUCTURE

GREEN AREAS EQUIPMENT, URBANIZATION TOWN PLANNING AND
AND INVESTMENTS COMUNICATIONS

4 5 6
RESOURCES

BUDGET GOVERNMENT, MANAGMENT KNOWLEDGE, TECHNOLOGY
AND PUBLIC AND INNOVATION
ADMINISTRATION
7 8 9

© Jordi Joly Lena

The Strategic Mangement Office. Targets of the project

• Ensuring a good and viable integration within the whole Organization.

• Consolidating the Methodology of the Balanced Scorecard towards the SFO
(Strategy Focused Organizations).

© Jordi Joly Lena

Mission

Contributing in a
decisive way to the
achievement of the
continued innovation
and the excellence in
public management.

© Jordi Joly Lena

Vision: Key lines to achieve the mision.

Contributing in a decisive way to the achievement of the continued innovation
and the excellence in public management

RESEARCH OF EFFICIENT INFORMATION
ALIGNEMENT ECONOMIC FOR THE CHANGE MOTOR
WITH TARGETS MANAGEMENT MANAGEMENT

• To develop the tools
• To boost the
• To foment the for the decision
economic growth
• To plan the strategy economic making of politicians
• To develop the ITs
• To evaluate the sustainability of the and directors
(Information
impact of short term municipality • Global vision of the
Technologies) within
decisions and • To promote the execution of the
the public
rebuild the strategy investemt capacity government
administration
• Constant • To link the budget programme
• To boost ITs to the
adjustement of the with the • To facilitate the
society
strategy management improvement, the
• Constant reserch of
indicators responsability and
the best practices
the transparency

© Jordi Joly Lena

Values: The way we will work to achieve the Mision and the Vision.

Contributing in a decisive way to the achievement of the continued innovation
and the excellence in public management

RESEARCH OF INFORMATION FOR THE
EFFICIENT ECONOMIC
ALIGNEMENT WITH MANAGEMENT CHANGE MOTOR
MANAGEMENT
TARGETS

Team Work
Within the Institute and with the rest of the organization

Innovating
With the will of constant improvement and overcoming

With transparency
Presenting objective data and indicators

With vocation of service
It is clear that our customers are the politicians, the directors and the whole of the organization

© Jordi Joly Lena

Institute’s Map Structure.

What is our Mision?

What are our key targets of Value that will contribute to the sustainability of Sant
Cugat?

Who are our customers and what value do we offer them?

What are the targets of the internal procedures that will allow us to guarantee the
proposal of value and to focus ourselves to results

What are the basic organizations’ resources that will guarantee the success in the
strategy’s implementation?

© Jordi Joly Lena

VISION

Contributing decisively in the Continuous Innovation and the
excellence in public management
VALUE

FOSTERING THE IMPROVING THE
ECONOMIC RESPONSIBILITY IN
SUSTAINABILITY 1 2
THE MANAGEMENT

AREAS GOVERNMENT AND DIRECTORS ECONOMIC & SOCIAL REPRESENTATIVES
CUSTOMERS

“Change Motor” “Partners in the decision making” “ We help to make business ”
• Valid information for the decision • Highly valuable information. • High value net.
making. • New management tools. • Administration of proximity .
• Boosting chage projects. • Management by objectives. • Boosting innovation.
• Turning towards strategy. • Fostering business excellence.
3 4 5

Costs and Economy Management Analysis Economic Promotion IT
“Efficiency & Alignement” “Boosting the Growth” “Motor of modernization”
“Focused to results”
PROCESSES

• Budget Alignement and • Active management of enterprise • Boosting new technologies.
• Management of the strategy by
Strategy. territory. • Continuity and
areas (Maps)
• Efficiency in the expenditure. • Fostering use and development of improvement of current
• Focus individuals towards the
innovative services. services.
execution of the strategy
8
6 7 9
• Creating networking platforms and • Identifying trends.
credit.

PEOPLE AND ORGANISMS KNOWLEDGE ALLIANCES – COLLEAGUES
RESOURCES

• Management by objectives. • Arrangement, spreading and • Wide net of alliances and colleagues.
• Adaptation capacity. active management of the • Active research of co-funding the
• Team work. knowledge. projects.
• Vocation of service & implication in the areas
• IIndependency.
10 11 12

© Jordi Joly Lena

MAIN STAKEHOLDERS

From Strategy to Execution
•

Strategic
Management
Office

ORGANIZATION
Co
rd u
oa Go nci
dB ve l / C
an tors
Bo rnm ity
O c
CE Dire ar ent
d
Of

Evaluation,
• Outcomes definition
•
improvement, and closely work with
motivation and CEO and Board of
fostering shared Directors
knowledge

© Jordi Joly Lena

Future lines; The analythical budget and the organization ethics code

Linking budget to the strategy No way to pass the budget bill
Involving investment and current without previous strategy
definition with its action plan
expenditure

Formal approval by the Council
Developing an
of the ethics code involving
SFO and EFQM integrated model
Politics and civil servants

© Jordi Joly Lena

Thank you very much for your attention.

Please, don’t hesitate to contact us again
to share experiences and improve the
management of our organizations

Sant Cugat City Council

CATALONIA

© Jordi Joly Lena

Management in Sant Cugat City Hall

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