Strategic Plan of the National Bureau of Enforcement (2010-2012)

8/2/2019 Strategic Plan of the National Bureau of Enforcement (2010-2012)

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THE NATIONAL BUREAU OF ENFORCEMENTSTRATEGIC PLAN

2010 - 2012

UNITED NATIONS DEVELOPMENT PROGRAMME (UNDP)

PROJECT ON CAPACITY DEVELOPMENT OF THE ENFORCEMET SYSTEM IN

GEORIGA

29/12/2009

Financed By the UNDP project Capacity Development of the Enforcement System inGeorgia

Consultant Keti Kharatiani


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Acknowledgments

The author would like to express her appreciation to all the representatives of themanagement team of the National Enforcement Bureau, employees of various structural

units, and representatives of the Tbilisi Bureau and territorial bodies, who participated in

the development of this report. In the course of evaluation and strategic planning

consultants were provided with the opportunity to work in a peaceful working

environment, in a specially designated office. Special thanks go to all those individuals

who even in conditions of the tough working regime could allocate time for interviews

and meetings in order to share their opinions on issues representing interest for us.

Finally, the author would like to extend a special acknowledgment to Ms. Ketevan

Kvinikadze, the Head of Department of Public Relations and Cooperation with

International Organizations of the National Bureau of Enforcement for facilitating

arrangement of working meetings and interviews in the National Bureau of Enforcement

as well as with the Bureau stakeholders.


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Applied Research Company 2009

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TABLE OF CONTENTSINTRODUCTION........................ ...................... ........................ ...................... ........................ ........................ . 4ON THE WORK PROCESS ...................... ........................ ...................... ........................ ........................ .......... 5

THE PROCESS OF ORGANIZATIONAL EVALUATION COVERED THE FOLLOWING AREAS:............................................5

ROLE OF THE STRATEGIC PLAN, AS A GUIDING DOCUMENT ; VIABILITY OF THE PLAN...........................................7

ON THE NATIONAL BUREAU OF ENFORCEMENT ...................... ........................ ...................... ................. 9REVIEW OF REFORMS UNDERTAKEN IN THE NATIONAL BUREAU OF ENFORCEMENT .............................................9

RESULTS OF ORGANIZATIONAL EVALUATION OF THE NATIONAL BUREAU OFENFORCEMENT .................... ...................... ........................ ...................... ........................ ...................... .......12

1. ORGANIZATIONAL ARRANGEMENT/ STRUCTURE OF THE NATIONAL BUREAU OF ENFORCEMENT, MAIN

FINDINGS AND RECOMMENDATIONS..........................................................................................................12

2. PROCESS DESIGN IN THE NATIONAL BUREAU OF ENFORCEMENT, DISCOVERED NEEDS..............................16

3. RESOURCES OF THE NATIONAL BUREAU OF ENFORCEMENT.......................................................................19

VISION, MISSION AND VALUES OF THE NATIONAL BUREAU OF ENFORCEMENT ...... .... ...... .... ...... ...24STRATEGIC FRAME.......................................................................................................................................26STRATEGIC GOALS, OBJECTIVES AND ACTIVITIES TO BE IMPLEMENTED DURING 2010 2012.......27PROCEDURE FOR MONITORING THE FULFILLMENT OF THE SET PLAN, EVALUATIONINDICATORS ...................... ...................... ...................... ........................ ...................... ........................ ..........52


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INTRODUCTIONThe present document represents a strategic plan of the National Bureau of

Enforcement a Legal Entity of the Public Law, which is reporting to the Ministry of

Justice. Purpose of the strategic plan is to set those priorities and strategic directions,which will guide the National Biureau of Enforcement during the next three years

(yy 2010 - 2012).

Prior to development of the strategic plan, the evaluation of the organization was

conducted. In the course of evaluation process, the legislative framework in which

the National Bureau of Enforcement functions, as well as Bureaus organizational

structure, units, functions of each structural unit, effective procedures of the

organization and resources (human, material, infrastructural) were studied. In

addition, those positive changes were reviewed that had taken place since the

commencement of reforms. Findings of the evaluation process andrecommendations developed on their basis are presented in a separate document.

However, the most significant findings and conclusions are depicted in the strategic

plan document as well.

Initiator of the strategic plan development

Financial support for organization evaluation and strategic plan development was

provided under the Sub - Programme for Democratic Governance of the United

Nations Development Programme (UNDP).


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ON THE WORK PROCESS

Organizational evaluation and strategic planning of the National Bureau of

Enforcement represent constituent the parts of one process. Meetings with themanagement and staff of the Bureau started on November 13, 2009 and were held in

an intensive regime. Managers and part of the personnel of all structural units of the

National Bureau of Enforcement, managers and enforcement officers of regional

enforcement bureaus, Mr. Jaba Ebanoidze, the Deputy Minister of Justice and other

related parties participated in the interview process. In total, 96 individual interviews

and 8 working meetings were held.

The process of organizational evaluation covered the following areas:

1. Organizational arrangement / structure of the National Bureau of Enforcement;

2. Design of organizational processes (major and supporting processes, governance

process);

3. Resources (human, technical, technological, infrastructure).

In the cousre of evaluation the regulatory legislative framework of the enforcement

sphere and other internal documents of the Bureau were reviewed, namely:

Law of Georgia on Enforcement Proceedings

Regulation of the National Bureau of Enforcement (October 1, 2008)

Instruction on Enforcement Proceedings, (October 1, 2008)

Regulation of the Police Department of the National Bureau of

Enforcement

Internal By-Law of the National Bureau of Enforcement Action Plan of the National Bureau of Enforcement (2009)

Communication Strategy of the National Bureau of Enforcement (2010

2012)

Iny addition, to the above listed documents the following materials were surveyed:

Strategic Plan of the Ministry of Justice for the years 2009 2011;

Communication Strategy of the Ministry of Justice of Georgia

Reporting speech of the Ombudsman of Georgia on Protection of Human

Rights and Freedoms in Georgia, first half of the year 2009, ChapterEnforcement of Court Decisions(pp. 34 43);

Report on activities/ projects implemented during the year 2009.

Organizational evaluation was conducted by use ofPerformance Improvement method.The scheme below shows stages of organizational evaluation and increasing its efficiency.

According to the figure, the process of evaluation ends with identification of difference

between desirable functioning of organization and the real situation. By such approach

the planning stage starts with detecting reasons for existing malfunctioning and selecting


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required interventions / activities for their elimination. Implementation of these

interventions and its monitoring shall be a direct function of the organizations

management (responsible persons).

Figure 1. Organization Evaluation and Performance Improvement Scheme

Development of the strategic plan within the framework of the given project represented

a synthesis between the Performance Improvement and traditional strategic planning.ON THE PROCESS OF STRATEGIC PLANNINGAfter completion of the evaluation process, working meetings aiming at reviewing

organizational needs based on obtained findings, setting the development strategy and

developing the action plan were held. Working meetings were attended by the Chairman

of the National Enforcement Bureau, Deputies and Heads of Departments.

Select

interventionsWhat can be

done to close the

gap?

Describe actual

Performance

ConsiderInstitutionalcontext :Mission

Goals

Strategies

Culture

Client and

Community

Perspective

Participation with stakeholders / related parties

Define Desired

Performance

Find root

causes(Why does the

performance

gap exist?)

Implementinterventions

Monitor and Performance

Gap


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Figure 2. Logics of the Strategic Planning Process

Role of the Strategic Plan, as a Guiding Document ; Viability of the Plan

Long - term and mid - term planning are quite complicated in such a rapidlyreforming structure as the National Bureau of Enforcement. According to the

management representatives, they have to deal with the current issues and take

care of problem resolution. Even though the initiative to develop a three year

strategic plan comes from the Ministry of Justice, there is declared readiness of the

management team to implement developed strategic plan. It should also be noted

institutionalization of the planning process shall be implemented in the

organization, i.e. internal procedures for planning shall be developed and the

team shall acquire planning and plan management skills. Minimum 2 3 years are

required for institutionalization of the planning process.

For the current period the National Bureau of Enforcement had a 2009 year action

plan and communication strategy for the period of 2010 2012, designed within

the framework of communication strategy of the Ministry of Justice.

Three year action plan within the three year strategic plan of the National

Bureau of Enforcement will have the conventional form as the process of reforms

is still in progress. There is the likelyhood that in the light of changes,

implemented during the first year, the action plan for the next two years will

Situational AnalysisWhere are we now?

Formulation of the StrategyWhere are we going to?

Implementation PlanHow shall we achieve our goal?

What will be the cost?Timeframe?

Who will be responsible?


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require revision and introduction of changes. The process of making corrections is

desirable to start no later than November, 2010. The Head of the National Bureau

of Enforcement will presumably be in charge of this process, however Heads of all

structural units shall be involved therein.

There exist several major threats, which may become a reason for partial non-

fulfillment of the formulated plan:

Change of Management Team HR related and structural changes in the NationalBureau of Enforcement have taken place several times since October, 2008. The

Bureau has new chairman since October, 2009, under whose governance

structural changes were carried out twice. If in the coming three years significant

changes occurr again, it may be possible that some parts of the strategic plan will

not be recognized by the new management or priorities be changed.

Lack of Funds Part of activities depicted in the plan depends on own funds of theNational Bureau of Enforcement or potentially on the funding attracted from

donor organizations. Some activities may be left non-fulfilled unless own funds

increase or donor orghanizations get interested.


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ON THE NATIONAL BUREAU OF ENFORCEMENT

The National Bureau of Enforcement was transformed into the legal entity of the public

law (LEPL) under the governance of the Ministry of Justice in October, 2008. Prior to

that time it represented a department of the Ministry of Justice. Control over theactivities of the National Bureau of Enforcement is exercised by the Ministry of Justice.

Purpose of the National Bureau of Enforcement is enforcement of the court and other

administrative legal acts. The National Bureau of Enforcement implements its activities

all over Georgia through its territorial bodies. Activities of the Bureau shall be regulated

by the Law of Georgia on Enforcement Proceedings and Regulation on Enforcement

Proceedings. Decisions provided for in the Law of Georgia on Enforcement Proceedings

shall be executed by the enforcement officers of the Bureau.

Review of Reforms Undertaken in the National Bureau of Enforcement

Effective enforcement of court decisions is one of the strategic objectives of the

Government of Georgia, therefore reform of the National Bureau of Enforcement is given

high importance in this context. The process of reformation of the enforcement area has

started relatively later compared to other reforms undertaken in the system of the

Ministry of Justice.

The National Bureau of Enforcement, by transforming into a legal entity of the public

law, obtained partial independence, the main purpose of which was improvement of the

citizen / customer service quality through expedited and efficient enforcement of

decisions made by authorized persons. In the course of reforms / transformation, the

National Bureau of Enforcement was intensely supported by international donor

organizations, which attempted to increase efficiency of the Bureaus activities and

organizational sustainability through implementing specific projects. Currently 4 donor

organizations cooperate actively with the Bureau: UNDP, ABA, EU, GTZ.

Reforms of the enforcement system during the past period were accelerated.

Legal framework required for functioning of a new organization was created. In order to

elaborate the Law of Georgia on Enforcement Proceedings significant work had beenperformed since October 2008 in cooperation with the Ministry of Justice of Georgia and

Legal Committee of the Parliament of Georgia. As a result of legislative changes,1 the

procedure for participation in the auction and some provisions related with the

enforcement proceedings got streamlined. For the purpose of bringing the legislative

framework pertaining to enforcement in compliance with the European standards

particular elements of enforcement systems of foreign countries (Great Britain, Estonia,

1SourceAnnual Report of the National Bureau of Enforcement (2009)


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Lithuania, France, Netherlands, Bulgaria, USA, Australia, Italy, Belgium, Finland) as well

as legislations regulating enforcement proceedings were reviewed.

Bureau moved to provision of paid services. As a result, it has own proceeds that can be

managed independently.

The insfrastructure was developed for spreading services all over Georgia. TheEnforcement Bureaus function in Tbilisi and 9 regions2 of Georgia (territorial bodies).

Regional enforcement officers are distributed even by districts.

The National Bureau of Enforcement and its territorial bodies are provided with the

office space. The Enforcement Bureaus are placed in Justice Houses. New premises for

the National Bureau of Enforcement were constructed with the Bureaus funds to which

the National Bureau of Enforcement and Tbilisi Bureau will move presumably in the

spring.

Since October 2008 material and technical base of the Bureau got significantly improved.

The National Bureau of Enforcement as well as its territorial Bureaus got equipped with

office equipment, furniture, photo and video techniques. All territorial bodies are linked

to the united computer network.

The National Bureau of Enforcement got connected to the united governmental network,

which constitutes of 10 governmental agencies and their subordinated organizations. By

connecting to this network the Bureau has full electronic access to its territorial bureaus

and other governmental institutions.

For adequate reacting to existing challenges it is critical to provide the system with

qualified personnel. For this purpose the Bureau focuses its attention on improving

qualification of the existing staff and recruitment of qualified people.

In order to make the enforcement proceedings transparent and set effective control over

it an electronic program for enforcement proceeding was developed. In development of

the program the financial support was provided by the American Bar Association (ABA),

the software itself was written and administered at the initial stage by the National

Agency of Public Registry. The software became operational from January 1, 2010 on the

territory of Georgia.

Webpage of the electronic registry of the enforcement administration(public.reestri.gov.ge /NBOF/) will allow the parties of the enforcement process to search

for and verify information on enforcement cases being processed by the territorial bodies,

get acquainted with the document confirming accept of the enforcement order, its

review stage, decisions made with respect to the enforcement proceedings, documents

present in the enforcement case and observe the enforcement proceedings without

2 At the end of the evaluation process, as a result of implemented structural changes two enforcement buireaus got merged.


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leaving office or home. Parties of the enforcement process may also receive copies of

documents included in the enforcement case.

For the purpose of development of the credit market and facilitating the enforcement

process, the Registry of Debtors became effective from January 1, 2010. It represents a

systemized database on those natural persons and legal entities for which the period set

for voluntary fulfillment of acts on payments subject to enforcement have expired.Software of debtors registry was developed by the National Agency of Public registry.

Any interested person can visit the webpage (www.public.reestri.gov.ge /DEBT) and

obtain information on those included in the Debtors Registry.

Constituent part of the reform was activation3 (from July 1, 2009) of the private

enforcement institute, aiming at creation of a competitive environment for enforcement

of acts made on civil cases. Prior to this change enforcement was a function only of the

state. After partial delegation of this function, licensed private persons (private

enforcement officers), equipped with powers and means identical to those of the public

enforcement officers, independently execute decisions made on civil cases4. Licenseapplicants have to pass qualification exams to become private enforcement officers.

Currently 27 licenses for enforcement activities are issued by the Ministry of Justice of

Georgia.

Reforms implemented in the National Bureau of Enforcement already produced certain

results in the form of increased number of enforced cases. Compared to 2008 in 2009

percentage of enforced cases increased by 8%.

3 The Parliament of Georgia approved Draft Law on Amendments to the Law of Georgia on Enforcement

Proceedings, according to which the institute of the private enforcement became effective on July 1,

2009.4 Cases where the parties of the enforcement process are natural persons or / and legal entities of the private

law.


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RESULTS OF ORGANIZATIONAL EVALUATION OF THE NATIONAL BUREAU OFENFORCEMENT51. Organizational Arrangement / Structure of the National Bureau of Enforcement,

Main Findings and RecommendationsOrganizational structure of the National Bureau of Enforcement during the year 2009 got

changed twice6. The first change got approved 10 days before the process

commencement, while the other after completion of evaluation7.

The structure of the National Bureau of Enforcement consists of the Enforcement Bureau

itself, as a governance body, and territorial bodies / enforcement bureaus. The function of

the National Bureau of Enforcement is to facilitate the process of enforcement through

various types of processes as well as to exercise control. Table #1 displays those structural

units, which comprised the National Bureau of Enforcement prior to November 2,

December 30, 2009 and thereafter.

There is a high likelihood that the National Bureau of Enforcement undergoes structural

changes in the near future. Following the last reorganization, the HR Department, as a

separate structural unit, got abolished and does not exist even in the form of division in

the current structure. Also, Department of Relations with International Organizations

and the Public does not exist anymore. These two functions got united under theAdministration.In the opinion of organizational evaluation and strategic planning consultants, the

following structural units shall be present in the Bureau to better fulfill its functions:

HR Service in addition to head counting and registration functions it is criticallyimportant for the organization to have HR Service, which can provide qualified

personnel (personnel selection function), ensure perception by the staff of their

functions / responsibilities (function of development of work / processes design),

evaluate performance (personnel evaluation function), create staff motivation

instruments (personnel development and retaining function) and assist

management to make right HR decisions. Therefore, it is very important for the

National Bureau of Enforcement to strengthen the HR component, for which one

of the main preconditions would be its functioning as a separate structural unit.

Analytical Service division of statistics and analysis, present in the structure ofNational Bureau of Enforcement, which after latest structural changes became a

part of the Records Management, Statistics and IT Service, does not performanalytical activities. Its practical function is represented by summing up some

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Strategic plan displays main conclusions and recommendations on organizational evaluation of the National

Bureau of Enforcement, evaluation results are detailed in theEvaluation Document.6 First amendment became effective on November 2, 2009 and the second amendment on December 30, 2009.7

For structural organizational charts of the National Bureau of Enforcement see annex.


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statistical data related with the enforcement proceeding based on preliminarily

determined periodicity. Therefore, for increasing competitiveness and

sustainability of organization it would be advisable to have an analytical

department, that will be charged with the function to analyze information

received from various structural units of the Bureau, as well as from related parties

or other sources and provide informational support for managerial decisions.

Public Relations Function according to the new structure is performed by theAdministration. Segregation of this function would be advisable, as the

importance and role of the National Bureau of Enforcement is not duly perceived

by the public and it is necessary to actively inform representatives of various

sectors on reforms undertaken in the Bureau and its services. Also it is required to

work on creating a positive image of the Bureau.

Establishing ofDepartment of International Relations is necessary, as the Bureauhas close relations with international donor organizations and receives technical

assistance from them. Acquaintance with foreign enforcement systems and

sharing of experience will remain pressing issue in the future. The National

Bureau of Enforcement became an associated member of the International Union

of Enforcement Organizations, which unites 69 countries. Active international

contacts could play an important role in bringing the Georgian enforcement

system into compliance with the European standards.

Necessity ofCitizens Reception, as a separate function, is determined by the factthat approximately 200 citizens apply to the bureau every day. In the building,

where the National Bureau of Enforcement and Tbilisi Enforcement Bureau are

located, the space is arranged in such a way that a visitor upon entering the

building is met by two employees of the Chancellery of the Tbilisi Bureau whose

function is registration of various types of documents. Whatever the purpose of

the visit, the newcomer has to establish first contact with the chancellery officer

to obtain primary information. Workload of chancellery officers is quite big, as

they have to maintain various registration journals, enter the registered

documents in the electronic database, and even scan part of documents after the

electronic program of enforcement records management is launched. Therefore,

combining the function of establishing the first contact with visitors for

chancellery officers is not expedient, since their responsibilities are excessively

overloaded and simultaneously there is the risk that the citizen may get

dissatisfied with belated response or standing in a queue. It would be advisable tosegregate these two functions and have designated a person responsible for

rendering primary advice / information to citizens, who come to the Bureau or

make a phone call.


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Table 1. Structural Units of the National Bureau of Enforcement

From July 1, 2008 November 2, 2009 November 2, 2009 December 30, 2009 After December 30, 2009Structural UnitAccountability

Administration used to comprise of thefollowing divisions:

1. Records Management

2. IT

3. Statistics and Analysis

4. Relations with InternationalOrganizations and the Public

Transformed into Department of RecordsManagement, Statistics and InformationTechnologies, which used to include

1. Statistics and Analysis Division

Transformed into Records Management,Statistics and Information TechnologiesService, which includes:

1. Statistics and Analysis Division

2. Records ManagementDivision

3. IT Division

Supervised by the DeputyChairman of the BureauDepartment of Relations with International

Organizations and the Public was separatedTransformed into AdministrationAbolished:

HR Department

Department of Relations with

International Organizations and the

PublicHuman Resources Department Has not changedLegal Department:

1. Legal Division

2. Lawmaking Division

Divisions within department were abolished Transformed into the Legal service

Financial - Economic department:1. Logistics Division

2. Finance and Procurement Division

3. Accounting and Reporting Division

Has not changed

Transformed into Economic Service, whichincludes the same three divisions. Head of the

Service is directly subordinated to the

Chairman of the Bureau. Before then activities

of the Department were supervised by one of

Deputies

Directly Subordinated to the

Chairman of the Bureau

Enforcement Police Department Has not changed Has not changed,Directly Subordinated to the Chairman of the

Bureau

Directly Subordinated to theChairman of the BureauInvestigation Department Got united and named as Monitoring

DepartmentTransformed into the Internal InspectionService, Directly Subordinated to the Chairmanof the Bureau


Chairman of the Bureauonitoring DepartmentChairman, two deputy chairmen and advisors were responsible for regional supervision over

western and eastern regions of Georgia

Department of Regional Supervision wasestablished

Supervised by the DeputyChairman of the Bureau


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From July 1, 2008 November 2, 2009 November 2, 2009 December 30, 2009 After December 30, 2009Structural UnitAccountability

The structure includes so-called Special Group (two enforcement officers), whose functions are defined under the internal order. Function of thegroup is to enforce such cases where the creditors side is represented by the budgetary organization (payroll indebtedness, salaries for forcible

absence).


Chairman of the Bureau


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2. Process Design in the National Bureau of Enforcement, Discovered NeedsOrganizational processes may be divided into three large groups: management processes,

main process and supporting processes. Main process is the one, which secures provision

of the basic service. In case of the National Bureau of Enforcement it is enforcement of

decisions of the authorized administrative body and related sub processes.

Supporting processes represent processes, which do not create the main product / service

but support the main process, enforcement, in this particular case. Management processes

imply planning of activities and strategic developments, including financial planning and

control. Table # 2 depicts the list of processes of the National Bureau of Enforcement.

The National Bureau of Enforcement is in the process of organizational development. It

successfully underwent the first stage, where the functional organizational structure

was determined, staff got recruited, legislative base required for functioning of the

organization was developed, design of the major part of main and supporting processes

was defined with a certain degree of detail. Management team works with enthusiasm for

implementation of further reforms, which is a common sign of the initial stage of the

organizational development.

For further development of the National Bureau of Enforcement it is necessary to

elaborate design of main, as well as supporting and management processes. Process design

implies detailed description of each process and its constituent sub-processes, as a chain

of consecutive actions, where each step is detailed and unambiguously perceivable.

Description of processes is a certain action instruction as well. Such degree of

formalization of procedures helps personnel to understand precisely what organizational

system / manager expects from them. In case of hiring a new staff member expedites theprocess of acquiring qualification required for appropriate work performance, reduces

period needed for adaptation and streamlines control and monitoring over the activities

for a manager. In the course of working on process design itself, it is possible to detect

any deficiency, which was hampering performance efficiency.

At this stage activities / processes of the National Bureau of Enforcement are regulated by

three documents: Law of Georgia on Enforcement Proceedings, Regulation on the

National Bureau of Enforcement and Instruction on Enforcement Proceedings and By-

Law. Personnel functions are mainly defined by the internal orders linked to specific

employees and not to functions. Other additional instructions, reference documentsdescribing this or that operation are not yet developed, though their need is well

perceived by the Bureau management.

Evaluation revealed that it is required to document / create reference documents for

processes of the Bureau.

Detailed instructions by various types of enforcement cases, case studies;

Procedure for responding to claims and applications (monitoring);


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Archiving procedure for completed / not completed enforcement cases;

Process for submission of statistical data, instruction how to maintain statistical

data by enforcement officers

Instruction on working in an electronic program of records management

Qualification requirements for each working function

Job descriptions for each function

IN addition, the following procedures are to be developed and implemented:

Personnel evaluation system

Selection of new staff / interns

Motivation system adapted to various types of personnel

Development a program for increasing personnel loyalty

Development of mechanisms for electronic data (databases) protection


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Table 2. List of Organizational Processes of the National Bureau of EnforcementManagement Processes

Main Processes and Sub-processes Supporting Processes Setting strategic directions,

planning

Financial planning, budgeting,

financial reporting

Control

Enforcement of decisions made by the authorized administrativebody

Recording registration of documents obtained in an

enforcement proceeding process

Allocation and re-registration of enforcement orders toenforcement officers

Receipt and review of applications and claims of parties to the

enforcement process

Enforcement statistics maintaining and analysis

Maintaining the registry of debtors (from January 1, 2010)

Organizing auctions including offering auction services to private

enforcement officers

Examination and archiving of enforced / completed cases

Ensuring security of the enforcement process

Improvement of the legislative framework, draftin

statutory acts

Relations with international organizations and th

public

Logistical processes, providing the organization wit

material and technical resources

Provision of information technologies

HR management (head count, raising qualificatio

recruitment of qualified staff, personnel evaluation)

Circulation of documents (Chancellery), separate fro

the enforcement proceeding.


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3. Resources of the National Bureau of EnforcementHuman ResourcesStructural units and territorial enforcement authorities of the National Bureau of

Enforcement and enforcement police are staffed. Initially, significant part of thepersonnel was represented by old employees. Major part of enforcement officers did not

have legal education, which was negatively impacting effective conducting of the

enforcement process. During 2009 enforcement staff was gradually renewed. People

with legal education were appointed to the position of enforcement officers. In the

course of the whole year, personnel development was one of the priorities. Trainings

were delivered for the enforcement officers on legislative changes and effective service

for the purpose of acquiring the electronic software of records management. Renewal of

the enforcement officers and establishing the reserve staff will be conducted in regions as

well.

In order to have the motivated personnel and create backup staff the National Bureau of

Enforcement implemented an internship system8. At the initial stage, 30 successful

interns got already employed in the enforcement system.

Discovered NeedsLarge number of enforcement cases is allocated to enforcement officers especially in the

Tbilisi Bureau of Enforcement. Their daily activities consist of many actions. They often

have to work for 10 12 hours a day and on weekends. Such regime is mainly

determined by objective reasons partially by incorrect planning. Therefore, it is critically

important for enforcement officers to acquire adequate time management skills.

Policy for retaining qualified and experienced personnel needs to be developed.

With introduction of the institute of private enforcement there is a threat of experienced

enforcement officers moving to the private sector after they obtain work experience and

practical skills in the public sector. In private sector enforcement officers have higher

income in conditions of a less strict regime and less bureaucracy. Trend of staff outflow to

the private sector will create series of problems: resources (financial, time) spent on staff

training will be wasted. Re-registration of enforcement cases from leaving enforcement

officers to new ones will increase workload for chancellery staff. Professional training ofnew enforcement officers will require time of other experienced enforcement officers,

Head of the Bureau and Deputies, which will further aggravate their work regime and

hamper effective implementation of the enforcement process.

In the light of changes taking place in the National Bureau of Enforcement the need for

personnel of new type / function arises periodically. In the Department of Records

8

Contest for internship was announced twice during 2009 (February, October)


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Management, Statistics and Information Technologies there is a unit of information

technologies, which consists of three staff members, though the division as a structural

unit is not formed within the department.9 Function of IT division needs to be

strengthened and provided with the human resources. Existing staff is not sufficient to

meet new conditions / requirements. Functions are not segregated among employees of

the IT Division. IT Division should be strengthened. For the purpose of implementing

planned information technologies it will be necessary to segregate functions and add newones:

IT division manager (group management, responsibility for IT procurement)

System administrator

Network administrator responsible for appropriate functioning of networks between

territorial bodies

Programmers

Technical support technical assistance of employees, resolution of daily problems

for ensuring adequate operation of equipment

Web designer for access from the Bureau webpage to electronic software of records

management

Adding IT staff in regions, at least several in large regions.

Adding the position of a scanning officer in the Tbilisi Enforcement Bureau would

significantly ease the work of chancellery officers.

It should be noted that qualification level of HR personnel is not sufficient to develop HR

function (HR line). Therefore, it would be expedient to staff this unit with such

personnel, which could develop and implement efficient HR system.

For raising personnel qualification / adaptation of new personnel, trainings shall be

organized for interns on the following topics:

Changes in the legislation;

Effective communications with clients / beneficiaries

Conflict resolution

Studying implemented electronic programs

Management

HR management

Office programs

Fitness training, fighting, marksmanship training for enforcement policemen,

enforcement related legislation

Financial ResourcesThe National Bureau of Enforcement has diversified sources of financing: funding from

the state budget and own proceeds. Enforcement of acts issued by the court and other

9 According to the new structure it is represented by two staff members, as a department.


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authorized agencies represents a paid service10, The National Bureau of Enforcement

receives technical assistance from international donor organizations, which is used for

capacity development.

According to the data for the past year (2009), correlation between the own income and

funding from the state budget was approximately 64% and 36%. It should be noted that

funding of the National Bureau from the 2010 year budget will be reduced by third andby 2011 it may even get less.

Expenses for constructing and refurbishing new premises, salaries of contracted

employees, as well as resources for strengthening the material technical base were

covered from the Bureaus proceeds.

Increasing the Bureaus funding by own income significantly depends on its ability to

compete with the institute of private enforcement in enforcement of civil cases. After

introducing the institute of the private enforcement (July, 2009) the Bureaus own

income from civil cases declined by 60%. There is no united analytical division in the

National Bureau of Enforcement, which would have been responsible for analysis of

financial figures as well and would assist management in making decisions on

maintaining and strengthening position of the National Bureau of Enforcement on the

enforcement market.

Material and Technical ResourcesCurrently the National Bureau of Enforcement and the Tbilisi Enforcement Bureau are

placed in a temporary building. The Bureau is going to move to a new building in 2010,

where adequate offices with sufficient space will be arranged for constantly increasing

archive and keeping seized items. Enforcement policemen will have place to store their

own items (handcuffs, bludgeon, weapon). It is planned to organize library, dining area,

car parking in a new premises, which will make the working environment more

comfortable. Organizing meeting rooms for creditors / debtors is also being planned. IN

addition, auction halls compliant with the international standards will be arranged.

Territorial bodies are provided with the office space, each enforcement officer has own

working place. Out of 11 regional offices 9 (Kakheti, Kvemo Kartli, Shida Kartli,

Samegrelo Zemo Svaneti, Imereti, Guria and Gori) are already newly renovated and

refurbished.

Enforcement bodies of the National Bureau of Enforcement are equipped with computers

and connected to the united network. Enforcement officers are provided with materials

required for work performance (stationery), transport means and communication

expenses. Funds for business trips are also allocated.

10Debtor has to pay fees which constitute 7% of the claim to be enforced, though not less than GEL 50. Creditor upon

submission of the enforcement order to the Enforcement Bureau shall pay 2% of the claim to be enforced though not less

than GEL 50.


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Discovered NeedsFunds allocated for communication and fuel are not sufficient in some cases. Enforcement

officers, quite frequently, have to cover communication and transport costs themselves.

Business trip funds are not sufficient as well. Vehicles of the National Bureau of

Enforcement usually do not meet requirements and are useless for mountainous regions.

Therefore, it is advisable to renew the park at least for mountainous regions.

For efficient operation of the electronic program of enforcement proceeding and database

maintaining by the National Bureau of Enforcement, it is required to purchase powerful

server which would meet increasing requirements.

Growing volume of archived documents will create the necessity for organizing the

archive space with respective furniture (shelves ) and purchasing equipment (climate

control) to keep adequate storage conditions.

Technologies, ITThe National Bureau of Enforcement is actively implementing modern information

technologies, in order to appropriately meet existing challenges, quickly and effectively

conduct the enforcement process and make it transparent for the concerned parties.

The National Bureau of Enforcement completely moved to the electronic records

management from January 201011. Through the webpage of the electronic registry of

enforcement proceeding (www.public.reestri.gov.ge /NBOF/) the parties of the

enforcement process can search and verify information on enforcement cases under

proceedings of the territorial bodies of the National Bureau of Enforcement.

For the purpose of facilitating development and enforcement process, the registry of

debtors became effective from January 1, 2010. It represents a systemized database on

those natural persons and legal entities, against which the period set for voluntary

fulfillment of acts on payments subject to enforcement have expired. Software of debtors

registry was developed by the National Agency of Public registry. Any interested person

can visit the webpage (www.public.reestri.gov.ge /DEBT) and obtain information on

those included in the Debtors Registry.

The National Bureau of Enforcement is connected to the united governmental network,

which consists of 10 state authorities. As a result, the Bureau has access to databases ofthe other state structures: public registry, civil registry, Ministry of Internal affairs, state

treasury. This significantly simplifies the enforcement process.

11 The enforcement proceeding program was created by the financial support of the American Bar Association; software was

developed by the National Agency of Public Registry.


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Discovered NeedsThe National Bureau of Enforcement plans to purchase and implement various electronic

programs in the nearest future. Specifically:

HR record and management program;

Chancellery software / record keeping program; Archive maintaining program;

Tourniquet program

It would be advisable to set the internal organizational network / intranet, by which the

employees will have access to internal documents, various types of instructions,

supporting references, training materials, legislative changes, open information regarding

the Bureau. Through the intranet the personnel will have the opportunity to raise

problems on-line. Intranet will improve communication of the territorial bodies with the

National Bureau of Enforcement, strengthen the corporate spirit, will become a certain

resource for raising qualification and personnel awareness.


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VISION, MISSION AND VALUES OF THE NATIONAL BUREAUOF ENFORCEMENT

Vision, mission and major values of the Bureau were formulated at the strategic

planning meeting held with participation of the National Bureau of Enforcement.

Vision of the National Bureau of Enforcement is:

Quick and effective enforcement based on justice, equality before the law, andtransparency to the public.

Mission of the National Bureau of Enforcement:

Quick and effective enforcement of decisions made by authorized bodies /officials.Employees of the Bureau, at the strategic planning meetings, showed values,

which were reflected on relations with the service beneficiaries and related

parties, as well as values impacting internal organizational culture, work style and

relations among employees.

Internal Organizational Values: Commitment to work

Respect for colleagues

Collective nature, team spirit

Caring for employee motivation

Implementation of high professional standards

Caring for raising qualification, training and growing opportunities

Provision of qualified personnel

Discipline

Consultations with the respective personnel when making important

decisions;

Efficient management


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Values Directed at External Relations: Respect for service recipients, respecting their rights

Transparency and accountability to the community;

Rule of law;

Equality to the law, impartiality, fairness;

Cooperation with representatives of various industries.


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Strategic Frame

Strategic Goal 2Transparency of activities and Availability ofInformation

Objective 4.1

Structural

improvement

Objective 4.2

Development of

procedures

Objective 4. Provision of

qualified personnel

Objective 4.4

Development of the

personnel loyalty

program

Mission: Mission of the National Bureau of Enforcement is Prompt and Effective Enforcement of Decisions Made by Authorized Bodes / Officials

Strategic Goal 1 Popularization of the Role of theNational Bureau of Enforcement in the Community

Objective 1.1 Research

of public awareness

about activities of the

Bureau

Objective 1.2 Creation

of the positive image in

the community

Objective 2.1

Accountability

to the Public

Objective 2.3

Existence of

Effective

Renewable

Webpage

Strategic Goal 3. Improved Services forBeneficiaries

Objective 3.1

Continuation of

Legislative

Changes

Objective 3.2

Improving Feedback

with Beneficiaries

(Service Recipients)

Strategic Goal 4. Organizational Development

Objective 4.5 Formation

of corporate cultureObjective 4.7

Development of

electronic technologies

Objective 4.6

Improvement of internal

communication

Objective 4.8

Strengthening / renewal of

the technical resources of

organization

Objective 4.9 Strengthening

the function of planning

and monitoring

Objective 2.2

Transparency of

Financial

Activities


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STRATEGIC GOALS, OBJECTIVES AND ACTIVITIES TO BEIMPLEMENTED DURING 2010 2012Strategic Goal I - Popularization of the Role of the National Bureau of Enforcement inthe PublicPopularization of the role and function of the National Bureau of Enforcement in the

public will contribute to efficiency of its activities. For the purpose of popularizing its

own function and role the Bureau set the following objectives:

Objective 1.1 Research of Public Awareness about Activities of the BureauFor formation of the positive image and conducting popularization campaign it is

necessary to study attitudes and views of the related parties as well as of the entire

public about activities of the Bureau and enforcement process.

Activities / Results1.1.1 Research of opinion of the related parties about activities of the Bureau

(banks, private enforcement officers, creditors ) will assist it in establishing

effective communications with various related groups.

1.1.2 Research of public opinion research results will assist the Bureau in

identification of the existing image, planning and implementing the public

education campaign. In the event of repeated research, identification of the

changes in the image will be possible as well as assessment of the effect of

activities undertaken for public education.

Objective 1.2 Creation of the Positive Image in the Community, Planning Implementation of Educational CampaignSeries of actions are planned to increase the public awareness about and

perception of the National Bureau of Enforcement.

Preparation and dissemination of informative materials of various formats on

activities of the Bureau and changes undertaken in the enforcement sector will

increase public awareness about the Bureau and raise its prestige. It will also

contribute to increasing competitiveness. The Bureau plans preparing, publishingand disseminating the following information materials:

1.2.1 Preparation, issuance of informational videos

1.2.2 Publishing, dissemination of informational triplets

1.2.3 Preparation of regional TV program


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Activities 1.2.4 -1.2.7

By organizing periodical meetings with various public sector representatives the

Bureau will be able to better make them acquainted with its own activities,

innovations and receive respective feedback. The Bureau plans to organize

meetings with the following groups:

Representatives of the banking sector Non-governmental organizations

Public sector representatives

Students

Organizing introductory meetings with students will increase their interest in

internship in the Bureau.

1.2.8 Internship of masters students of the TSU Legal Department in the Bureau.

Based on Memorandum of Cooperation concluded with the University students of

the legal department will undertake internship in the Bureau twice a year.

1.2.9 Delivery of information seminars for the media representatives. For the

purpose of proper highlighting of processes taking place in the Bureau as well as of

innovations, it is necessary to deliver informational seminars for media

representatives at least once a year.

Strategic Goal 2. Transparency of activities and Availability of InformationThe National Bureau of Enforcement conducts its activities on the basis of transparency

and public accountability principles. Towards this end the Bureau defined the following

objectives:

Objective 2.1 Accountability to the PublicThe Bureau intends to be accountable to the public through the various types of

activities.

2.1.1 Summarizing meeting on activities performed by the bureau during the year

The Bureau plans to summarize activities and present report to the Public on

annual basis. Media representatives and related parties will be invited to the

meeting.

2.1.2 Preparation of Annual ReportPrinted versions of the annual report in Georgian and English languages are being

prepared on an annual basis. Printed version is disseminated among related

parties. Electronic version will be placed on the webpage.

2.1.3 Forwarding announcements, press releases and information to media

By distributing media announcements, press releases on innovations taking place

in the system, the Bureau ensures awareness of media and popularization of the

Bureau.


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Objective 2.2 Transparency of Financial ActivitiesRequired attribute of transparency is transparency of financial activities. For this

purpose the National Bureau of Enforcement undertakes the following activities:

2.2.1 Preparation of annual financial report - the National Bureau of Enforcementprepares and submits financial report to the Ministry of Justice on an annual basis.

Financial report shall be prepared in compliance with Decree #1321 of December

2007 of the Ministry of Finance on Approving the Regulation on Accounting of

Organizations Funded from the State Budget.

2.2.2 Annual Financial Audit, pursuant to the Decree of the Ministry of Justice,

the National Bureau of Enforcement selects audit firm to have the financial audit

done on an annual basis. The audit allows to study financial accounting and

internal control systems of the organization comprehensively, and the

management will receive professional advice on improvement of this system.

2.2.3 Preparation of the Public Version of Financial Statements and Placement on

the Website

For the purpose of ensuring financial transparency a public version of the financial

statements will be prepared on an annual basis and be posted on the Bureaus

website.

Objective 2.2 Effective and Renewable WebpageActivities 2.3.1-2.3.4

Having an informational webpage displaying own activities, services, and

achievements is an effective tool for public awareness. The bureau plans to

improve design of the existing webpage and elaborate its structure. The bureau

promptly renews the News and Auction sections. Constant renewal of these

sections is planned in the future. Also it is planned to renew the section of

Frequently Asked Questions. Constantly renewable interactive webpage of

attractive design will increase the number of visitors and respectively the level ofinterested persons awareness on the Bureau.

Strategic Goal 3. Improved Services for BeneficiariesThe National Bureau of Enforcement will continue to implement legislative changes for

the purpose of improving its services in conformity with reforms.

Objective 3.1 Continuation of Legislative Changes


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3.1.1 Conducting dialogue / working meetings with enforcement officers for

continuation of legislative changes

It is vital to involve enforcement officers in the process of continuation of

legislative changes. By organizing periodical working meetings with them it will

become possible to identify those legislative deficiencies, which are encountered

by enforcement officers in the practical activities. Implementing the format ofmeetings will be beneficial for more active involvement of enforcement officers in

elaboration of the legislative framework. Analysis of opinions generated at such

meetings will assist the personnel of legal department to develop legislative

initiatives for further improvement of legislative basis of enforcement

proceedings.

3.1.2 Conducting working meetings with interested / related parties to continue

implementation of legislative Changes

In order to continue legislative changes as required it will be advisable to organize

meetings with the related parties of the enforcement system. This will pertain to

implementation of changes related with other parties, such as banks, private

executors other state institutions. In the process of working on the draft legislative

changes, holding such meetings would be beneficial to make mechanisms of

implementation of legislative changes more effective.

3.1.3 Preparation of Problematic Enforcement Cases by the Heads of Enforcement

Groups in Writing

Implementation of the practice of collecting problematic enforcement cases from

activities of the enforcement officers in writing and further review analysis will

facilitate elaboration of the legislative base. Description, systemization and posting

on the intranet server of problematic cases and their solutions will be a helpful

tool for new employees as well as for experienced ones. This will ease sharing

experience and accumulation and transfer of knowledge.

3.1.4 Introducing Changes to the Law on Enforcement Proceedings

As a result of activities listed above, the Bureau will draft changes to the Law on

Enforcement Proceedings. Changes should facilitate simplification of enforcement

proceedings and increase number of enforced / completed cases, which itself will

increase the level of satisfaction of consumers / beneficiaries and proceeds of theBureau.

3.1.5 Introducing Changes to the Regulation on the National Bureau of

Enforcement in conformity with the reorganized structure

Changes implemented in the structure of the Bureau are periodically reflected in

the Regulation. As a result of changes, the structure of the Bureau will get

elaborated and functions and powers of the Bureau get detailed. Structure will be

more tailored to objectives faced by the Bureau.


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Objective 3.2 Elaboration of Feedback from Citizens, Service Beneficiaries, as wellas of Forms of Reacting to themFor the purpose of efficient fulfillment of its functions and improving services, the

National Bureau of Enforcement plans diversification of forms of feedback and

responding to received information.

3.2.1 Establishing United Telephone Network (Internal Automatic Telephone

Station)

Setting united telephone network will ease forwarding of incoming calls.

Connecting to the desirable addressee will get quicker and convenient. Function

of the telephone operator will be separated, which will free working time of other

personnel who currently have to combine this function.

3.2.2 Elaboration of the Process of Responding to Creditors Claims

Creation of document reflecting procedure of responding to creditors claims will

elaborate the process of reacting to claims. Document will reflect each step from

receipt of claim to making conclusion by the respective service and serving a

notice to the creditor party on the outcome. All parties will be informed about

forms of responding to the type of violation / deviation, timeframe for requesting

information, providing creditor with response and etc.

3.2.3 Researching Satisfaction of Creditors with Services

Research of creditors satisfaction with services of the National Bureau of

Enforcement will ascertain the current level of service quality and reveal its

deficiencies. In case of repeated research, comparison of quantitative data will

allow observance of dynamics. Conducting research all over the country will

reveal existing difference among regions. Analysis and interpretation of research

results will assist the Bureau in defining activities required for further

improvement of services.

3.2.4 Evaluation of the Service Quality (Citizens Reception)

Evaluation of the service quality in the citizens reception will reveal the

satisfaction level of consumers, qualification of personnel working in thereception, possession of required skills for effective communication with citizens

and aspects of the service to be improved. Consideration of conclusions and

recommendations will increase satisfaction of consumers.

3.2.5 Analysis of Opinions Received from Service Beneficiaries through Website

The Bureau plans to implement the practice of receiving opinions through

webpage and conducting their analysis. This will be an additional method of


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receiving information on comments, opinions, desires of consumers and related

parties. Document depicting analysis of considerations will systemize comments

and opinions received through webpage and respective conclusions will be made.

Strategic Goal 4. Organizational DevelopmentThe National Bureau of Enforcement is institutionally a new organization. At this stage

even after implemented reforms and structural changes its internal organizational

development, structural elaboration and development of procedures are still important.

.

Objective 4.1 Structural Elaboration4.1.1. Formation of the Structural Unit of the Citizens Reception

There is a large flow of customers / visitors in the National Bureau of Enforcement

every day. In order to make primary consultation / information obtaining for

customers comfortable, establishing the structural unit is being planned, which

will render primary services to incoming citizens. Adding this function will make

the process of rendering the service prompt and effective and ease the workload of

chancellery officers. Improvement of the service quality will contribute to

forming the positive image of the Bureau.

4.1.2. Strengthening the IT Department (Adding Human Resources, Segregation of

Functions)

Rapid technological processes create the need for strengthening the IT Division.

Implementation of new software requires adequate development of the structural

unit and increase in its capacity. It will become necessary to segregate functions

for implementation of scheduled information technologies and adding new

positions, which will improve IT procurement process, adequate functioning of

networks among territorial bodies, ensure technical assistance of employees,

resolution of daily issues, adequate operation of equipment, access to the records

management electronic software through the Bureaus webpage.

4.1.3. Establishing Division of International Relations

The National Bureau of Enforcement has active relations with the international

donor organizations and representatives of the foreign enforcement system. Efforts

of the international donor organizations significantly facilitate the process of the

Bureaus development. Cooperation with enforcement systems / foreign experts is

important for sharing international experience in the enforcement field. For the

purpose of increasing the efficiency of relations, the Bureau plans to create a

structural unit responsible for international relations and relations with donors.


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4.1.4 Establishing Public Relations Division

In order to activate relations with the public the Bureau plans to allocate a

structural unit responsible for communication with the various groups of

community. The function of this unit will be planning and implementing the

public educational campaign, formation of the positive image for the Bureau in the

society and increasing awareness about enforcement.

4.1.5. Establishing Human Resources Division

Establishing the HR Division is critically significant for the further institutional

development of the Bureau. This Division will have to resolve important issues in

the nearest future, specifically, provide the National Bureau of Enforcement with

highly qualifies personnel, focus on raising qualification of the existing staff,

develop job descriptions and qualification requirements, implement personnel

evaluation and motivational systems, raise internal corporate image of the

organization, create reserve (back up) staff through development of internship

system and etc.

4.1.6. Adding Analytical Function

Various informational flows are being collected in the National Bureau of

Enforcement, processing and analyzing of which will allow the Bureau to

determine those quantitative indicators that will assess efficiency of the Bureaus

activities (financial indicators, quantitative data and share on the market).

Strengthening the analytical function of the statistics and analysis division will

allow the Bureau to improve planning process, assess results of the past year,

measure and avert risks which may be associated with specific types of activities,

increase competitiveness of the Bureau and etc.

4.1.7. Adding Marketing Function

In the light of presence of the private enforcement institute in the enforcement

system, the National Bureau of Enforcement is facing the need to increase its own

competitiveness. The Bureau for the purpose of developing adequate marketing

strategy and occupying solid positions in the enforcement field plans to add

marketing function. This function in the beginning may be added to the public

relations officer.

Objective 4.2 - Development of Procedures, Drafting Written Documents4.2.1 Development of Qualification Requirements and Job Descriptions for Each

Position

Job descriptions represent significant part of the HR Policy - functions of an

employee, content of activities and scope, which determine qualification

requirements for an employee. Number of qualification parameters includes the

following: physical characteristics, intellect, skills, interests, motivation and etc.


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After development of job descriptions it is possible to use them for: determination

of tasks of each performer; personnel evaluation; correction of organizational

structure; educating, training and raising qualification of the staff; for dismissal in

case of ascertaining non-compliance of an employee with the job and in case of

necessity.

Job description allows employee to know what is expected from him/her and what

criteria will be used for evaluation of his / her performance.

4.2.2 Drafting and Printing a Manual for Employees of the Enforcement System

(Positional Instruction)

Employee manual / positional instruction represents an important tool for

personnel management, which covers qualification requirements for the job,

respective functions, main rights and duties, competence and responsibility,

criteria for evaluation of the work performance and management structure related

with an employee.

Employee manual / positional instruction contributes to timely adaptation and

motivation of new employees. The manual should define step by step duties of an

employee, i.e. all sections of the work shall be described. Such detailed

instructions facilitate reduction of ambiguity with respect to any aspect of the

work. In addition, detailed manual / positional instruction fulfills informative

function, sets standards and technologies for achievement of the set objectives.

4.2.3 Development and Implementation of Personnel Evaluation System

Personnel evaluation gives the possibility to have a full picture about the status of

HR resources of an organization and the quality of performed work, based on

which it is possible to plan further measures for optimization of HR policy.

Among those are: development of correction plan for revealed deficiencies after

reviewing employee behavior at the workplace; making decisions on career

development and remuneration; development and implementation of targeted

training and consulting system and etc.

4.2.4 Development of a Procedure (Drafting Document) on Personnel / InternSelection

Professional and quality selection of personnel significantly depends on presence

of an adequate clearly structured algorithm / procedure, which details selection

stages: calculation and planning the required personnel; forming vacancy requests;

regulation of staff selection procedure; evaluation and selection of candidates for

the vacancy. Selection procedure shall include tools used for selection and

evaluation of candidates, e.g. interview questions, questionnaires


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4.2.5 Development of a Monitoring and Control Procedure

The National Bureau of Enforcement plans to implement monitoring practice for

activities of enforcement officers, which implies examination of cases directly at

the stage of enforcement / conducting activities. Therefore, it is required to

develop a clear procedure depicting methodological approach to monitoring andcontrol, periodicity of inspection, principles used for selection of cases and scope /

number of cases. Procedure should also specify monitoring stages and forms of

reacting to made conclusions.

For the purpose of elaborating organizational processes, the National Bureau of

enforcement also plans detailed description of the following procedures /

instructions:

4.2.6 Description of a procedure for examination of completed / enforced cases,

description of a procedure for examination of cases forwarded to the archive;

4.2.7 Development of a procedure for document archiving and filing;

4.2.8 Developing mechanisms, drafting instruction on electronic data / database

protection;

4.2.9 Elaboration of an instruction for working in the electronic program of

enforcement proceedings

4.2.10 Instruction on providing statistical information to enforcement officers

4.2.11 Instruction for working in the program of Registry of Debtors

Documents of this type represent a supporting tool for personnel. It will help

employees in correct implementation of this or that activity. Unification of

processes will not allow personnel to introduce their own interpretations to the

perception of procedure and will save working time of senior / more experienced

employees spent on giving additional explanations. Defined procedures and

instructions reduce period of personnel adaptation with the job. All developed

procedures / instructions will be placed on the internal network server and be

available to all employees / interns.

Objective 4.3. Raising Staff Qualification Level, Staffing with Qualified PersonnelThe National Bureau of Enforcement focuses on recruitment of qualified

personnel and raising qualification of the existing staff. In this regardstrengthening efforts is very important for increasing efficiency of the Bureaus

activities.

4.3.1 Recruitment of Employees by Contest Procedure

In 2010 staffing of the Bureau through contest procedure has started. The Public

Service Bureau will announce open contest for this or that vacancy. Contest


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certification commission will assess participants and make decision. This process

will be completed in June, 2010.

4.3.2 Personnel Training Needs Analysis

Conducting the training needs analysis is a permanent process. At the end of each

year Head of HR Service will analyze what are fields where the staff membersneed raising their qualification and what are the specific skills that increase the

personnel efficiency, and define the forms of learning (training with internal

resources, sending to special courses, group training with invited expert, purchase

of reference books and etc.). Detected needs are reflected in a next year action

plan, which is designed by the Bureau at the end of each year.

4.3.3 Training in Legislative Changes (Enforcement Officers, Interns)

Enforcement officers and interns of the Bureau are periodically provided with

information on changes in legislation. This may have a form of internal training.

Materials reflecting legislative changes are placed on the internal intranet server.

4.3.4 Training with Customers / Service Beneficiaries on the Subject of Efficient

Communications and Conflict Resolution

In order to cope with conflict / unordinary situations more efficiently, the Bureau

plans to develop communications skills of those personnel, which have frequent

relations with citizens, service beneficiaries: enforcement officers, chancellery

officers, employees of citizens reception and enforcement policemen.

4.3.5 Training in Implemented Electronic Programs

In the course of 2010 the Bureau plans to purchase and implement series of

electronic programs, for working on which it is critically important to train

respective personnel. For this purpose, during the current year, training of the

staff to work on implemented programs will be performed in stages.

IN addition, the Bureau plans to raise the personnel qualification through various

trainings:

4.3.6 Training for heads of structural units / representatives of management team

(presentation skills, ability to make public speech, time management)

4.3.7 Training in HR Management (HR Officers)

4.3.8 Trainings in Public Relations (PR) (for PR Officers)

4.3.9 Training in use of Office Applications (Enforcement Officers)

4.3.10 Trainings for Enforcement Policemen (Fitness training, fighting,

marksmanship training for enforcement policemen, legislation)

4.3.11 Trainings for Financial Management Personnel


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4.3.12 Announcement of Internship Contest

The Bureau implemented internship practice since 2009. Selected interns get

practical experience in the Bureau. The internship allows having a reserve staff.

Interns represent a supporting resource for personnel working in the Bureau. The

Bureau plans to announce contests in the future as well, minimum once a year.

4.3.13 Setting the Staff Reserve

Staff reserve will be created from successful interns. For this purpose it is

necessary to permanently have the file on interns in the HR division, where the

internship assessments and achievements will be depicted.

4.3.14 Detection of Needs for Various Types of Personnel and Staffing

Changes going in the Bureau may periodically create necessity of adding staff of

this or that qualification. For this purpose, head of administration reveals necessity

of adding new staff and makes recommendations, based on which respective staff

is hired. At this stage the process of organizational evaluation revealed a need for

hiring the staff of the following type: chancellery officer responsible for scanning,

IT division officers, HR manager.

Objective 4.4 Personnel Loyalty Program Development and Implementation4.4.1 Creation and implementation of Motivation System Tailored to Various

Types of Staff (Bonus System, intangible forms)

Organizations efficiency significantly depends on personnels work behavior.

Personnels interest in work at a great extent depends not only on content of work

but also on how the work is organized as well as on personnels motivation system.

Therefore, development and implementation of the correctly structured system is

one of the main factors for achieving personnels maximum efficiency.

4.4.2 Research of Personnels Work Satisfaction and its Management

Work satisfaction is closely linked with personnels loyalty and commitment to

work and the organization. Loyal personnel are far more motivated to direct bestefforts to work and share organizational goals and values. If valuable employees

permanently think about leaving the organization and are looking for a new job, it

is containing threat for the organization. On the other hand, if unqualified /

ineligible staff is content with work and do not intend to leave, it implies that

there are favorable conditions for ineffective personnel in the organization.

Therefore, information on staff work satisfaction is an important tool for

determination of HR risks.


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Objective 4.5 Formation of Corporate CultureFormation of the internal corporate image will facilitate sharing of mission, vision

and values of the National Bureau of Enforcement by enforcement officers and

will positively impact staff retention. Development of corporate aspects and

designing the Code of Conduct of enforcement Officers will positively impact the

image of the Bureau in the public as well as internal organizational image. Toachieve this objective the Bureau plans the following activities:

4.5.1. Development of Corporate Attributes work uniform of enforcement

officers will be designed; dress code will be introduced for the other personnel.

4.5.2. Development of Corporate Code of Conduct Corporate Code of Conduct

represents a set of rules and principles, by which the organization is guided in its

activities. The Code will reflect general ideology, what the organization values and

expects from its employees and what are responsibilities of the organization

towards its personnel. The Code shall include the norms pertaining to the

following aspects of the organizational life: relations among employees,

appearance of employees, rules of conduct at public meetings and relations with

media, informational / communication security system (types of confidential

information), ethical norms of relations with customers. The Code shall also depict

traditions, corporate celebrations

4.5.3. Implementation of Corporate Activities - for the purpose of strengthening

corporate and team spirit, the Bureau plans to organize corporate events. It may be

a New Year celebration, organizing sports games and etc.

Objective 4.6 Improvement of Internal Communication4.6.1 Establishing the internal organizational network / intranet will improve

communication of the enforcement personnel with the National Bureau of

Enforcement, strengthen corporate spirit and become a resource for raising

qualification and personnel awareness.

Various instructions, supporting manuals, training materials and legislative

changes will be placed on the intranet server.

Objective 4.7 Implementation / Development of Electronic Technologies4.7.1 Elaboration of Enforcement Proceeding Program

Due to peculiarity of objectives of the electronic program of enforcement

proceedings, the program elaboration will continue during the year 2010. The

final design of the program will create the possibility to resolve all issues related

with the enforcement process promptly and effectively.


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4.7.2 Elaboration of the Debtors Registry

For appropriate functioning of the program of debtors registry it is necessary to

continue the further elaboration of the program and create required program

mechanisms necessary for enforcement of the Order on Debtors Registry.

4.7.3 Involvement of Private Enforcement Officers in the Enforcement

Proceedings Program

4.7.4 Allowing Private Executors to Maintain Debtors Registry

For the purpose of creating the united information system of enforcement

proceedings, it is necessary to involve private enforcement officers in the

electronic program of enforcement proceedings as well as in maintaining the

debtors registry. For this purpose private executors shall undergo respective

training in order to acquire skills needed for working with these programs.

For increasing efficiency of supporting and management processes of the National

Bureau of Enforcement, the purchase / implementation of the following electronic

programs is being planned.

4.7.5 Chancellery Program (Software) will enable the Bureau to control internal

and external correspondence, promptly register incoming letters and deliver sent

correspondence to addressee / respective structural unit, file and retrieve

information. By implementing the chancellery program the united database of

correspondence and documents will be created.

4.7.6 Human Resources Management Program will assist person / persons in

charge of human resources management in automating all major processes of

personnel registration and management.

4.7.7 Electronic Archive Maintaining Program Archiving documents and

materials will ensure data protection and security.

4.7.8 Accounting and Reporting Program

4.7.9 Tourniquet Program - For the purpose of registering arrival / leave ofpersonnel and preventing non-sanctioned entrance of visitors it is planned to

install a tourniquet in the new premises of the Bureau and provide respective

software. Functions of the tourniquet program will allow the person in charge of

human resources management to register arrival / leave, retardation, work hour

statistics, which will be one of the indicators of employee performance evaluation.

Objective 4.8 - Strengthening / Renewal of Technical Resources of OrganizationActivities 4.8.1-4.8.10


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In 2010 the National Bureau of Enforcement will complete renovation and

refurbishing of the new premises. In parallel, regional offices will get renovated

and refurbished.

In the coming years the Bureau will be technically reequipped, Auto Park will be

renewed, professional photo and video equipment will be purchased.

Implementation of electronic programs all over Georgia requires installation of a

powerful server in order to eliminate stagnations in the work process. It is also

necessary to arrange a secure room for server.

In addition, the Bureau plans to allocate sufficient space

Strategic Plan of the National Bureau of Enforcement (2010-2012)

Documents

Transcript of Strategic Plan of the National Bureau of Enforcement (2010-2012)