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Piave District and Feletto Federation of the Municipalities - English Text

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Fabio Sforza

on 7 June 2013

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Transcript of Piave District and Feletto Federation of the Municipalities - English Text

Development and Path of the Union Federazione dei Comuni del Quartier del Piave e Feletto
Piave District and Feletto's Federation of the Municipalities December 10, 2012
Municipal Councils of the 6 municipalities meet to
Decide to Initiate the procedures for the Union A Date to Remember Why the Union In the Veneto Region there are 581 municipalities and
99 are members of 26 Unions To establish a Union of
Municipalities you need - Political Vision
- Institutional Trust
- Benefits
- Spirit of Cooperation More Advantages • it is not subject to the Stability Pact;
• can replace 100% of the staff going to retirement;
• may extend the timetable of municipal employees made available to the Union up to 12 hours a week. There are regional and state grants for starting and for normal functioning, which the Veneto Region hands out in the event that the Union includes at least three municipalities and that at least three functions or services are transferred.

At the same time, the Union is provided with a sort of flexible management, because it can be used in "variable geometry" of functions and municipalities.

The Union is a direct expression of Municipalities, it is governed by the municipal administration and uses the staff and the other resources of the Municipalities. Economic and Financial Reasons
• Incentives for the establishment and operation associated with ordinary business.
• Overcoming the constraints of the Stability Pact
• Additional funding of projects. Efficiency and Economy
• Economies of scale and better utilization of available resources (management efficiency).
• Increased market power with suppliers (economy). Organization
• Possibility to replace 100% of the turn-over of staff.
• Improved distribution of staff
• Improved organization of services.
• Specialization of staff. Opposition to Change Cultural Reasons
• Rooted pride and fear of loss of identity.
• Lack of an integrated vision of the territory and an approach to shared goals.
• Individualism in administration ("who acts alone does for three").
• Lack of mutual trust among the directors (regardless of different political beliefs). Political Reasons
• Fear of the political directors to lose visibility among the citizens-voters.
• Fear of small towns to be run by a greater municipality.
• Fear of the City leader to take on too many tasks on behalf of smaller municipalities. Arrangement Reasons
• Fear that the political managers may lose control over the staff.
• More complex and slower decision making process (negotiatiation and mediation are needed).
• More complex management of the municipalities' network.
• Opposition of the staff and, in particular, of managers in charge of the new duties. Economic Reasons
• Fear that the management costs may outweigh the expected benefits.
• Fear that the political duties may increase (policy costs).
• Time Lag between immediate costs of installation and future benefits. • The municipalities must clearly understand the economic and political expedience deriving from the associated management, not just when they decide to start the collaboration, but especially when evaluating the services obtained and the costs sustained.
It is therefore essential to immediately activate a system of monitoring and evaluation.

• The associated management should be evaluated for the results it produces, because it 's the result of political choices and organization of local administrators, who have to be responsible of their actions towards the citizens. First of all the Evaluation Then the Criteria and Objectives • Improvement of the service quality as it is perceived by citizens.
• Activation of new services.
• Resource saving: reduction of costs per capita for services.
• Development of skills and motivation.
• Building a relationship of trust between administrators.
• Development of networks of external relations with other public and private actors.
• Overcoming narrow visions, creating an enlarged territorial identity, which encompasses and enhances municipal ones. Implementation Step

• Political and planning understanding
• Drafting the Strategic Plan
• Deed and articles of incorporation
• Constitution of the governing bodies
• Approval of the acts of operation Start - up Process of the Union Essential Acts for Union Constitution Documento di Indirizzo Piano Strategico Statuto e
Atto Costitutivo Piano Operativo
per la Costituzione Piano Organizzativo
di Settore Trasferimento
delle Competenze In the Province of Treviso there are 95 municipalities and only 1 Union consisting of 3 municipalities recognizing their
IDENTITY Territorial
homogeneity Economic flows Social
flows they will evaluate the costs
and the Standard Requirements
for the functions and associated services The Secondary Functions
to be developed later The Primary Functions to share in the Union coming the formal UNION CONSTITUTION Rules
Representation Mechanism
Contribution Decision-making
Mechanisms Government GOVERNANCE all this means MANAGEMENT Evaluation
Needs Creation of
Organizational Models Instruments of Management and Coordination Transfer
of Staff Finally the Union should be provided with sufficient economic resources. Later you must
the Logistics then the Technological Equipment a suitable management control Evaluation of Results Citizens' SATISFACTION FEDERAZIONE DEI COMUNI DEL QUARTIER DEL PIAVE E FELETTO
• Maintenance and improvement of services at the same costs.
• Activation of new services (investment). Development
• Promotion of land and infrastructure planning.
• Increased strength to institutions supra-municipal management of public service stations'.
• Increased power in interchanges with greater political institutions (Region, State, EU). Preliminary Step

• Analysis of the territory and its peculiarities
• Analysis of the structure of each municipality
• Evaluation of political feasibility
• Evaluation of organizational feasibility
• Evaluation of technological feasibility
• Check of the financial feasibility Then The Area The 6 municipalities evaluated and they identified and Will Define The Next Step This does not mean more Staff, Facilities
and Additional Resources, because the Municipalities
are not going to sustain those costs any more all this follows
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