1. IRDSu Integrated regional development in the Municipality of Suharekë/Suva Reka in the sector of agriculture
Strategic Work Shop
Integrated Regional Development Suharekë/Suva Reka
Ing. Mag. Jürgen Erber (ODS)

2. IRDSu Integrated regional development in the Municipality of Suharekë/Suva Reka in the sector of agriculture
PROJECT DONORS
The project is funded by the and kindly supported by the
Municipality of Suharekë/Suva Reka

3. IRDSu Integrated regional development in the Municipality of Suharekë/Suva Reka in the sector of agriculture
IMPLEMENTERS OF THE PROJECT
The project will be implemented by
CARE Österreich and its project partner lk-projekt

4. IRDSu Integrated regional development in the Municipality of Suharekë/Suva Reka in the sector of agriculture
THE PROJECT COMPONENTS (=expected Results)
Establish a Municipal Development Centre (MDC) at the Municipality of Suharekë/Suva Reka with the aim of integration into the municipal structure by end of the project
Strengthen capacities and competencies of municipality staff incl. staff of the MDC (and possibly representatives of other stakeholders)
Set-up a fund for local development initiatives at the Municipal Development Centre

5. ACTIVITY 1 : ESTABLISHING A MDC
COMONENTS – CONTENT OF THE WORK SHOP
ACTIVITY 1 : ESTABLISHING A MDC
ACTIVITY 1.A Negotiate the basis for establishing a MDC
ACTIVITY 1.B Establish the MDC mandate, identity and structure activity
ACTIVITY 1.D Recruitment of the MDC staff
ACTIVITY 1.E Build the capacities of the its staff
ACTIVITY 2 : STRENGTHEN CAPACITY OF THE MDC
ACTIVITY 3 : SETTING UP A FUND FOR LOCAL DEVELOPMENT CENTRE

6. Managing the Individual Division, Department, Team
EFFECTIVE MANAGMENT/BUIDLING UP AN ORGANIZATION
Performance
Management
Managing the Individual
Vision/Mission
Strategic Plan
Operating Plan
Individual Objectives
Key Business Results
Continuous
Improvement
Managing the Group,
Division, Department, Team

7. VISION/MISSION – PURPOSE OF TOOL
The purpose of a vision/mission statement is to:
Inject a sense of purpose into the firm‘s activities
Provide long-term direction
Decide „who we are, what we do and where we are headed“
A mission/vision statement, or „Reason to Exist“, is a succinct summary of the enterprise‘s overall business strategy

8. Answers the question : „Where do we want to go“
VISION STATEMENT
Answers the question : „Where do we want to go“
Creativity
Openness
Spontaneity
Reality relationship
Experience

9. Concrete picture of the MDC‘s future
VISION STATEMENT
Concrete picture of the MDC‘s future
For the management, employees, other members of the municipality and stakeholders
Inspirit for daily operations and strategic decisions
Not for the customers or clients (branding)
Does not tell how you‘re going to get there

10. VISION STATEMENT – INTERNATIONAL EXAMPLES
"McDonald's vision is to be the world's best quick service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile."
General Motors vision is to be the world leader in transportation products and related services. We will earn our customers’ enthusiasm through continuous improvement driven by the integrity, teamwork, and innovation of GM people."

11. VISION STATEMENT – AUSTRIAN EXAMPLES
Austrian Red Cross: „We strive, through voluntary action, for a world of empowered communities, better able to address human suffering and crises with hope, respect for dignity and a concern for equity“.
Austrian Research Center: “The Vision of Austrian Research Centers is characterized by the aim of continuously strengthening the technological knowledge-base of the economy by means of scientific and technological excellence.“

12. VISION STATEMENT FOR THE MDC
VISION STATEMENT – TRAINING
VISION STATEMENT FOR THE MDC
3 groups
Flip charts
30 minutes
new

13. VISION STATEMENT – EXAMPLE MDC
Within the next 10 years the MDC will become THE service centre in Kosovo to develop the economy in the field of farming. It will strengthen the municipality and region, the farmers, the local industry and the identification for home country national products.

14. Answer the question : „Why do we exist?“
MISSION STATEMENT
Answer the question : „Why do we exist?“
Articulate the fundamental purpose of the company
For the organization and the public
Describe an organization’s present capabilities, customer focus, activities and business makeup
The difference to vision statement: mission statement focuses on a organization present state while vision statement focuses on a company’s future

15. MISSION STATEMENT – INTERNATIONAL EXAMPLES
"G.M. is a multinational corporation engaged in socially responsible operations, worldwide. It is dedicated to provide products and services of such quality that our customers will receive superior value while our employees and business partners will share in our success and our stock-holders will receive a sustained superior return on their investment."

16. MISSION STATEMENT - INTERNATIONAL EXAMPLES
“eBay's mission is to provide a global trading platform where practically anyone can trade practically anything.„
Sony: "To experience the joy of advancing and applying technology for the benefit of the public.“

17. MISSION STATEMENT - AUSTRIAN EXAMPLES
Today, Biomin is widely recognized as a world leader in mycotoxin control and risk management, with equally strong portfolios in acidifiers, probiotics and phytogenic feed additives. As interest towards natural growth promotion practices has soared in recent years, Biomin has continued to shape the industry with its innovative, trend-setting solutions. The ability to optimize performance and improve production efficiency is the real value that these solutions bring to Biomin’s customers in the farm, feed mill, premix line and integrator livestock business.

18. MISSION STATEMENT - AUSTRIAN EXAMPLES
Austrian Red Cross: “To improve the lives of vulnerable people by mobilizing the power of humanity.
Austrian Research Centers regards itself as an innovative partner for the economy in research and technology, with the aim of strengthening their knowledge base and the quality of life of citizens.

19. MISSION STATEMENT FOR THE MDC
MISSION STATEMENT – TRAINING
MISSION STATEMENT FOR THE MDC
3 groups
Flip charts
30 minutes
new

20. MISSION STATEMENT - EXAMPLE MDC
The MDC is a service centre for farmers and farming industry in the “ONE STOP SHOP” principle. The experts of the MDC will help their customers through consulting services, developing projects and getting funds from international projects.

21. Managing the Individual Division, Department, Team
EFFECTIVE MANAGMENT/BUIDLING UP AN ORGANIZATION
Performance
Management
Managing the Individual
Vision/Mission
Strategic Plan
Operating Plan
Individual Objectives
Key Business Results
Continuous
Improvement
Managing the Group,
Division, Department, Team

22. Service based information centre
OVERALL OBJECTIVES OF THE MDC
Service based information centre
Promoting integrated and sustainable rural development in Suva Reka
Strengthen agricultural production
Develop agricultural markets
Assist the establishment of local agricultural processing industries
Extend and develop the value chain
Headline new

23. Training of the employees to be able to fulfill the services
SHORT-TERM OBJECTIVES OF THE MDC
Training of the employees to be able to fulfill the services
Starting operating of the MDC
Assisting in farmers on submission on the first call of the LDF
Further assistance to all LDF calls
new

24. Monitoring and assistance on the implementation of projects
MID-TERM OBJECTIVES OF THE MDC
Monitoring and assistance on the implementation of projects
Support LDF projects to become successful
Successful operating of the MDC
Tender writing of international calls of development programs
new

25. Sustainable economic development in Suva Reka
LONG TERM OBJECTIVES OF THE MDC
Sustainable economic development in Suva Reka
Best service centre in Kosvo in the area of agriculture
Many successful calls in international programs
Ongoing tender writing for the local farmers and industries
Implementing of many successful projects in Suva Reka
new

26. Education and consultancy Promotion of local integrated development
MDC SERVICES
MDC Services
Education and consultancy
– to farmers and businessmen with a special focus on youth and women, and those seeking to found new enterprises. But also consulting on an individual basis is an option requiring the consultants to visit the farmers.
Promotion of local integrated development
through coordination with and integration of its services into the main development plans of Suharekë / Suva Reka (MDP, UDP and LDS) and the strategic plans of the Municipality and other local development actors.
Lobbying
for policy and legal changes in the interests of the farmers and local business community in order to create an enabling environment. For example, concerning infrastructure improvements (access to markets) or improved credit terms (access to investment).
Financial support
for local business-oriented development projects via the disbursement of small grants from an independent Fund

27. ORGANIZATION – GENERAL
Some duties and responsibilities are done by existing departments/directorates
Directorate of economy, finance and budget
Department of development forestry and agriculture
MDC duties & responsibilities are interdisciplinary
Integration of the MDC in the organization of the municipality is very important!!!

28. Line-and-staff organization Matrix organization
ORGANIZATION – TYPES OF ORGANIZATION STRUCTURE
Unity of command
Multiple-line system
Line-and-staff organization
Matrix organization

29. Every unit is under one responsible commander
ORGANIZATION – UNITY OF COMMAND
Every unit is under one responsible commander
Classical authority hierarchy
Every employee has one manager to report

30. ORGANIZATION – UNITY OF COMMAND
Strengthen
Avoid competence conflicts
Clear regulation of the responsible contact
Transparency of the overall system
Prevention of other contacts – stabilization of the authority structure
Control and access opportunity of the superiors
Weakness
Danger of overstressing of the upper command structure
Danger of long and complicate normal challenge
Heaviness of the overall system in relation to changing of the environment

31. Principle of specializing Principle of direct way
ORGANIZATION – MULTIPLE-LINE SYSTEM
Principle of specializing
Principle of direct way
Principle of multiple assignment

32. Instruction from several professional units Short communication ways
ORGANIZATION – MULTIPLE-LINE SYSTEM
Strengthen
Instruction from several professional units
Short communication ways
Flexibility in problem solving
Weakness
Danger of competence conflicts between the superiors
Danger of distributed instructions
Problems in the assignment of the responsibility (e.g. which superior is responsible for the deadlines)

33. ORGANIZATION – LINE-AND-STAFF ORGANISATION
Exists beside unity of command or multiple-line system
No authority to decide
Information, consulting, controlling functions
Exculpate line units from specific responsibilities
Often positioned in the higher command structure

34. ORGANIZATION – LINE-AND-STAFF ORGANISATION
Strengthen
Exculpating of line units
Increasing the decision quality through intensive scheduling
Flexible Handling (does not change the basic structure of an organization
Wide range of application area – functions and hierarchical assignment
Can be a preparation of further line unit
Weakness
Danger of competence conflicts if the staff section tries to exercise power on another line unit (which is not unassigned to them)
Danger of isolation of the staff section

35. Combination of two or more principles of structuring
ORGANIZATION – MATRIX ORGANIZATION
Combination of two or more principles of structuring
No clear competences – more superiors
Employees stay in their unit but fulfill “other” work for the product or project management

36. ORGANIZATION – MATRIX ORGANIZATION
Strengthen
Increase the capacity of innovation and the flexibility of the whole organization
High potential to solve problems and conflicts
Strong focus on group work – lowering of the risk of errors
Weakness
Friction losses through high need of communication and playing out of conflicts
Increased workload – decreasing of motivation especially at the interfaces
Increases complexity in the whole structure and delays in the decision making process

37. STRUCTURE OF THE MUNCIPALITY OF SUVA REKA
ORGANIZATION STRUCTURE – TRAINING I
STRUCTURE OF THE MUNCIPALITY OF SUVA REKA
Picture the organization chart of the municipality
Flip charts
30 minutes
new

38. STRUCTURE OF THE EXISTING DEPARTMENT
ORGANIZATION STRUCTURE – TRAINING II
STRUCTURE OF THE EXISTING DEPARTMENT
Picture the organization chart of the existing department of planning, development, forestry and agriculture
Flip charts
15 minutes
new

39. Integration of the MDC in the municipality
ORGANIZATION – RESULT
Organization form - we advice: unity command or line-and-staff organization
Multiple-line organization, MATRIX organization are very complicate; problems with integration in a hierarchic system, especially in public organization
Integration of the MDC in the municipality
NOT a new organization because of the acceptance of the employees in the municipality
Communication and coordination with the different departments and the MDC is very important

40. Second opportunity: New department in the municipality
ORGANIZATION – RESULT
Prefer: Line-and-staff organization within the municipality in the department of the mayor because:
MDC is important for the economic development of the municipality/region
Interdisciplinary duties and responsibilities
Has to cooperate with existing departments:
Directorate of economy, finance and budget
Department of development, forestry and agriculture
Department of public services …
Second opportunity: New department in the municipality
Third opportunity: Integration in the department of development, forestry and agriculture with supervisors in each division (problem: 2 supervisors and one director within the department)

41. Directorate of municipality
MDC AS LINE-AND-STAFF ORGANISATION
Directorate of municipality
MDC
Deve-lopment, forestry, agriculture
Economy, finance, budget
Public services
Adminis-tration
…..
Modified the picture

42. Directorate of municipality Economy, finance, budget
MDC AS UNITY COMMAND
Directorate of municipality
Economy, finance, budget
Urbanism
Public services
MDC
…..
Added the urbanism, modified.

43. Directorate of municipality
INTEGRATION OF THE MDC IN THE DEPARTMENT
Directorate of municipality
Economy, finance, budget
Devel-opment, forestry, agriculture
MDC
Public services
…..

44. Director of MDC Business Division Technique Division
INTERN ORGANIZATION OF THE MDC
Director of MDC
Business
Division
Technique
Division
new

45. Finalization integration MDC in the municipality Strategic plan
NEXT STEPS
Finalization integration MDC in the municipality
Strategic plan
Operation plan
Specification of the job profiles of the employees of the department
Training plan
Last two bullet points
Last points