“School of Social Sciences” “Master in Business Administration”

Postgraduate Dissertation

Municipality of

Evaluation of structures and services

Reorganization of the Internal Services Agency

Pavlidou Aikaterini

Supervisor: “Kokkinou Aikaterini”

Patra, , July 2020

© Hellenic Open University, 2020 The content of this thesis/dissertation along with its results is owned by the Hellenic Open University and his/her author, where each of them has the sole and exclusive right to use, reproduce, and publish it (totally or partially) for educational or research purposes, with the obligation to make reference to the thesis’s title, the author’s name and to the Hellenic Open Universtiywhere the thesis / dissertation was written.

Postgraduate Dissertation

Municipality of Volos

Evaluation of structures and services

Reorganization of the Internal Services Agency

Pavlidou Aikaterini

Supervising Committee

Supervisor: Co-Supervisor: Kokkinou Aikaterini Gaki Eleni “HOU” “HOU”

Patra, Greece, July 2020 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

To my beloved family

Postgraduate Dissertation iv Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Abstract

Addressing the issue of the effective operation of the Municipality of Volos, it is found that the municipality is responsible for covering a wide range of responsibilities, a fact that requires specialized personnel and operational organizational chart.

The thesis actually deals with the analysis of the municipality’s functional structure and the legal framework that applies to its operation. Also, the municipal human resources’ evaluation is considered necessary for the conduct of the research.

The question the present thesis sets to corroborate is the potential of way of organizing the services of the municipality and a more appropriate way of staffing.

Theoretically, the research was based on the recording of bibliographic concepts related to management and the application of the principles and tools of Strategic Management, Management by Objectives and Total Quality Management in the case of the Municipality of Volos, in order to ensure its development and progress.

A significant preliminary research finding has revealed that reorganization of the municipality's services leads to its more efficient operation, creating conditions for better quality services and resource savings.

Overall, the present thesis has first contributed to the strengthening of the smooth operation of the municipality. It also provides recommendations, which can become useful tools for municipalities with common characteristics and dynamics. In other words, the following study can produce a new organizational model of operation and administration of municipalities, with the aim of saving resources and more efficient management of human resources.

Keywords

Organisation’s structure Evaluation, Internal Services Agency

Postgraduate Dissertation v Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Περίληψη

Εξετάζοντας το ζήτημα της αποτελεσματικής λειτουργίας του Δήμου Βόλου, διαπιστώνεται ότι ο Δήμος είναι υπεύθυνος για την κάλυψη ενός ευρύ φάσματος αρμοδιοτήτων, γεγονός που απαιτεί εξειδικευμένο προσωπικό και λειτουργικό οργανόγραμμα.

Η εργασία ουσιαστικά έρχεται αντιμέτωπη με την ανάλυση της λειτουργικής δομής του Δήμου και του νομικού πλαισίου που ισχύει για τη λειτουργία του. Επίσης η αξιολόγηση του ανθρώπινου δυναμικού του δήμου κρίνεται απαραίτητη για τη διεξαγωγή της έρευνας.

Το ερευνητικό ερώτημα, που καλείται να απαντηθεί με την παρούσα διατριβή αφορά στη δυνατότητα εναλλακτικού τρόπου οργάνωσης των υπηρεσιών του Δήμου και καταλληλότερου τρόπου στελέχωσης.

Θεωρητικά, η έρευνα βασίστηκε στην καταγραφή βιβλιογραφικών εννοιών σχετικά με τη διοίκηση και στην εφαρμογή των αρχών και των εργαλείων του Στρατηγικού μανατζμεντ, Διοίκηση με στόχους και Διοίκηση Ολικής Ποιότητας στην περίπτωση του Δήμου Βόλου, με σκοπό την εξασφάλιση της ανάπτυξης και της προόδου του.

Ένα σημαντικό αποτέλεσμα της έρευνας φανερώνει ότι η αναδιοργάνωση των υπηρεσιών του δήμου οδηγεί στην αποτελεσματικότερη λειτουργία του, δημιουργώντας συνθήκες ποιοτικότερων υπηρεσιών και εξοικονόμησης πόρων.

Γενικά, η παρούσα διατριβή έχει κατά πρώτον συμβάλλει στην ενίσχυση της ομαλή λειτουργία του δήμου. Επιπλέον γίνονται προτάσεις, που μπορούν να γίνουν χρήσιμα εργαλεία για δήμους με κοινά χαρακτηριστικά και δυναμική. Μπορεί δηλαδή η παρακάτω μελέτη να παράξει ένα νέο οργανωτικό μοντέλο λειτουργίας και διοίκησης δήμων, με στόχο την εξοικονόμηση πόρων και την αποδοτικότερη διαχείριση του ανθρώπινου δυναμικού.

Λέξεις – Κλειδιά

Αξιολόγηση δομής οργανισμού, Οργανισμός Εσωτερικών Υπηρεσιών

Postgraduate Dissertation vi Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Table of Contents Abstract ...... v Περίληψη...... vi Table of Contents ...... vii List of Figures ...... ix List of Tables ...... x List of Abbreviations & Acronyms ...... xi 1. Introduction ...... 1 1.1 Overview ...... 1 1.2 Critical issues that require restructuring of municipal internal services agency .... 1 1.3 Motivation for the current research and methodology followed ...... 4 1.4 Main research’ goals- Importance of the research ...... 6 1.5 Thesis structure ...... 7 2. Theoretical Approach ...... 9 2.1 Overview ...... 9 2.2 Strategy, Management, Human Resources Management and Strategic Management ...... 9 2.3 Stages and Tasks of Strategic Management ...... 11 2.4 Strategic Management in Public Sector ...... 12 2.5 Public Management’s Models ...... 14 2.6 Management by Objectives in Public Sector ...... 15 2.7 Total Quality Management ...... 17 2.8 Greek Public Sector and modernization of its administration ...... 19 3. Analysis of the functional organization structure of Municipality of Volos ...... 22 3.1 Overview ...... 22 3.2 Analysis of the Infrastructure, Transport, Environment, Urban Planning sector of the Municipality of Volos ...... 23 3.2.1 Description of existing structures ...... 23 3.2.1.a Infrastructure Sector ...... 23 3.2.1.b Transport sector ...... 24 3.2.1.c Environment ...... 24 3.2.1.d Urban Planning Services ...... 25 3.2.2 Evaluation of existing structures ...... 25 3.3 Analysis of Economic Development and Employment sector of the Municipality of Volos ...... 26 3.3.1 Description of existing structures ...... 26 3.3.2 Evaluation of existing structures ...... 27 3.4 Analysis of Social Policy and Education of the Municipality of Volos ...... 27 3.4.1 Description of existing structures ...... 27 3.4.1.a Social Policy ...... 27 3.4.1.b Education ...... 28 3.4.2 Evaluation of existing structures ...... 28 3.5 Analysis of Horizontal / Support Services of the Municipality of Volos ...... 29 3.5.1 Description of existing structures ...... 29 3.5.1.a Planning Services ...... 29 3.5.1.b Administrative Services ...... 30

Postgraduate Dissertation vii Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

3.5.1.c Financial Services ...... 31 3.5.1.d IT Services ...... 31 3.5.1.e Legal Support Services ...... 32 3.5.1.f Municipal Police Services ...... 32 3.5.1.g Citizenship Services ...... 32 3.5.2 Evaluation of existing structures ...... 33 3.6 Evaluation of the overall functional structure of the Municipality of Volos ...... 35 3.6.1 SWOT analysis ...... 35 3.6.2 Critical Issues ...... 40 3.7 Conclusions-Critical Issues ...... 42 4. Municipality of Volos’ human resources assesment ...... 45 4.1 Overview ...... 45 4.2 Municipality of Volos’ staffing analysis ...... 45 4.2.1 Historical recording of Municipality of Volos’ staffing ...... 45 4.2.2 Analysis of Municipality of Volos’ current staffing situation ...... 48 4.3 Municipality of Volos’ staffing assesment ...... 52 4.4 Evaluation of Municipal Human Resources ...... 55 4.4.1 SWOT analysis ...... 55 4.4.2 Critical Issues ...... 57 4.5 Conclusions-Critical Issues ...... 59 5. Restructuring of the municipal internal service ...... 61 5.1 Overview ...... 61 5.2 ISA' s Reorganization Proposals ...... 61 5.2.1 Reorganization of the ISA' s structure ...... 61 5.2.2 Responsibilities redistribution ...... 63 5.2.3 New Services Establishment ...... 65 5.2.4 Qualifications' issues arrangement ...... 66 5.3 New internal service agency structure ...... 67 5.4 Municipal Services' Responsibilities...... 68 5.5 Conclusions ...... 68 6. Conclusions ...... 72 6.1 Overview ...... 72 6.2 Revisiting the research problem-limitations ...... 72 6.3 Research methodology analysis- personal contribution to the dissertation ...... 73 6.4 Research findings’ evaluation ...... 75 6.4.1 Evaluation of the functional organization structure of Municipality of Volos .. 75 6.4.2 Evaluation of Municipality of Volos’ human resources ...... 76 6.5 Expectations from the proposals implementation ...... 77 6.6 Recommendations for future research...... 78 References ...... 81 Appendix A:‘‘Municipality’s employees list per organizational unit on February 2020’’ 86 Appendix B:‘‘Ministry of Interior Document no 44754/28.8.2018’’ ...... 119 Appendix C:“Ministry of Interior Document no tt42128/30.10.2014” ...... 121 Appendix D:“Interview with general manager of the Municipality of Volos” ...... 123 Appendix E: “Structure of Municipality of Volos” ...... 128 Appendix F: “Municipal Services' Responsibilities” ...... 132

Postgraduate Dissertation viii Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

List of Figures

Figure 2.1 Diagram 1: Strategic Management Model for Public Sector Organizations….12 Figure 3.1: Municipality of Volos’ organizational chart………………………………....42 Figure 4.1: Municipality of Volos staffing per educational category for the year 2012….45 Figure 4.2: Municipality of Volos staffing per educational category for the year 2014….46 Figure 4.3: Municipality of Volos staffing per educational category for the year 2020….46 Figure 4.4: Staff Distribution per Directorate in February 2020…………………………50 Figure 4.5: Municipality of Volos staff changes per educational category………………51 Figure 5.1: Municipality of Volos’ organizational chart after the amendments………….81

Postgraduate Dissertation ix Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

List of Tables

Table 3.1: SWOT Analysis of Municipality’s functional structure……………………..35 Table 4.1: Staff Distribution per Directorate in February 2020………………………...47 Table 4.2: Staff Specialties……………………………………………………………...52 Table 4.3: Job Positions without staffing……………………………………………….53 Table 4.4: SWOT Analysis of Municipal Human Resources…………………………..54

Postgraduate Dissertation x Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

List of Abbreviations & Acronyms

CAF Common Assessment Framework CE Compulsory Education CSC Citizen Service Center FTPL Fixed-term Private Law GG Government Gazette HRM Human Resources Management HSLDSG Hellenic Society for Local Development and Local Self-Government ITPL Indefinite Time Private Law ISA Internal Service Agency MBO Management By Objectives NPM New Public Management OSPC Open Centers for the Protection of the Elderly PDCA Plan, Do, Check, Act SE Secondary Education SPSC Supreme Personnel Selection Council TE Technological Education TQM Total Quality Management UE University Education

Postgraduate Dissertation xi Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

1. Introduction

1.1 Overview

This introductory chapter is an attempt to first describe the scene that prevails in the functional structure of the Municipality of Volos, describing the current situation. The research question is approached through the study of the legal organizational framework of the Municipality of Volos, the internal environment of the organization and the influence of external factors. The chapter also refers to the generative motivation for this study, the methodology followed, the theoretical approach and highlights its contribution to the improvement of the functional structure of the Municipality. The chapter concludes with a brief description of the structure and content of the following chapters, which aims to guide the reader to the different stages of the research project.

1.2 Critical issues that require restructuring of municipal internal services agency

By the law 3852/2010 "New Architecture of Local Government and Decentralized Administration- Kallikratis Program" a significant administrative reform in local self- government organizations of first degree (Municipalities and Communities) and secondary local self-government (prefectural self-government) is attempted. The main goal is the support of the local authorities on organizational issues, so that servicing the citizens will be more immediate and effective. Also, the actions of the municipalities concerning development are strengthened in order to improve the quality of citizens’ life. Thus, a new “Kallikratikos Municipality of Volos” (as mentioned informally) was established, based in the city of Volos, consisting of former Municipalities: a) , b) , c) Volos, d) Iolkos, e) , f) Nea Ionia, g) , h) Artemis and the Community of , which were abolished1.

1 Paragraph 35 article 1 Law 3852/2010 (GG 87/A/7.6.2010)

Postgraduate Dissertation 1 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

The benefits of the above mergers are evident in Greek society, which has evolved into an improved model of organization and operation, saving human and financial resources. However, both during and after these almost ten years, pathogens have emerged that need to be recorded and treated. The actions must be taken both by the central administration and concern all the municipalities in general, as well as decentralized and concern each municipality separately, taking into account its particular characteristics. Centrally, this has already been attempted during this period by the Law 4071/20122 and Law 4555/20183, known as the Cleisthenes Program. Both aimed at reforming the institutional framework of local government and improving the economic and developmental function of local authorities. Locally, the Hellenic Society for Local Development and Local Self- Government (HSLDSG)4 still plays an active role in the organization of local authorities. During the enactment of Law 3852/2010, HSLDSG issued standard guides5 for the municipalities’ internal services agencies depending on the particular characteristics of them. The Municipality of Volos, taking into account the standard drivers of HSLDSG and the article 10 of Law 3584/20076 about ISAs and setting services in municipalities, proceeded with the establishment of its internal services organization (ISA), which was voted with the decision no.21/2012 of the Municipal Council of Volos and was published in GG 2210/Β/27.7.20127. This was followed by a series of minor modifications to keep up with the demands8.

2 Law 4071/2012 (GG 85/Α/11.4.2012) Regulations for Local Development, Local Government and Decentralized Administration 3 Law 4555/2018 (GG 133/Α/19.7.2018) Cleisthenes Program 4 (https://www.eetaa.gr/index.php?tag=etairia) HSLDSG was founded in 1985 and has shareholders from the Local Government, the Greek State and institutions from the social sector. One of its purposes is to provide scientific and technical support to local authorities of the first and second degree, as it is an institutionalized technical and scientific advisor of the local government of the first and second degree on issues related to local government and local development. 5 (https://www.eetaa.gr/index.php?tag=kal_oey) 6 Article 10 of Law 3584/2007 (GG 143/Α/28.7.2007) Ratification of the Code of Status of Municipal and Community Employees 7 Government Gazette 2210/B/27.7.2012 Modification of the Internal Service Agency (ISA) of the Municipality of Volos N. 8 Government Gazette 2289/B/6.7.2017 Modification of the Internal Service Agency (ISA) of the Municipality of Volos N. Magnesia Government Gazette 3222/B/15.9.2017 Modification of the Internal Service Agency (ISA) of the Municipality of Volos N. Magnesia Government Gazette 316/B/6.2.2018 Modification of the Internal Service Agency (ISA) of the Municipality of Volos N. Magnesia

Postgraduate Dissertation 2 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

The age of the implementation of the above ISA of the Municipality of Volos for almost ten years is in itself the main disparaging factor and the strongest motivation for its restructuring. It is found that during this time no evaluation of the effectiveness of the ISA has been attempted. The necessity of its evaluation and reorganization is strengthened by the fact of the continuous reduction of the active staff of the Municipality. However, the economic crisis of the last decade has also been a catalyst for staff reductions. Unfavorable bills to reduce public wage spending, as well as ominous national retirement scenarios, have negatively affected employee psychology and pushed them into retirement options, even premature ones. The same reasons led the central administration to suspend the recruitment of permanent staff for many years, reducing national wage costs.

The same negative impact on the efficiency of the operation of the ISA had the large increase in the area, which must be managed in Kallikratikos Municipality of Volos. As mentioned in the Operation Plan of Municipality of Volos (2015) the area of 27,678 square kilometers occupied by the Metropolitan Municipality of Volos was launched in 385,614 square kilometers. In addition, heterogeneous areas make up Kallikratikos Municipality of Volos, such as mountainous, lowland, coastal, provincial and urban areas. The professional activities of these areas also vary. In the zone of the new municipality there are industrial and craft zone, landfill, agricultural crops, livestock enterprises, logging, fishing, shipping, tourism, ski resort, etc. All the above professional activities require the support of the Municipality of Volos with similar actions. Finally, along with the increase in area, there was a huge increase in population from 82,439 in 2001 to 144,449 in 2011, dramatically increasing their service requirements9.

All of the above should be taken into account, so that the reorganization of the ISA will have a three-dimensional goal. The ISA should cover the range of responsibilities assigned to the Municipality of Volos, with distinct and functional services. The staffing of the services should be satisfactory in terms of the number of employees, but also the respective specialties. Finally, the implementation of the new ISA of the Municipality of

Government Gazette 678/B/28.2.2019 Modification of the Internal Service Agency (ISA) of the Municipality of Volos N. Magnesia 9 Operational Plan of Action, 1st phase - Strategic Planning of the Municipality of Volos 2015-2019, first edition, Volos, 2015, pages 1-2

Postgraduate Dissertation 3 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Volos should create conditions for happy and efficient employees, but mainly for satisfied citizens.

1.3 Motivation for the current research and methodology followed

Main motivation for which I was personally involved in this work constitutes my twenty- one years of service in the Municipality of Volos. Since 1999, I have been municipal employee and head of municipal departments, mainly in the Directorate of Financial Services (revenue, accounting and payroll departments), administrative employee (correspodence, employees' issues) and head of Citizens' Service Center. Therefore, I believe that the submission of my personal opinion on the reorientation of the operation of the municipality's services will play an important role in drawing conclusions, taking into account my multifaceted professional experience. However, as the Head of Efficiency and Quality Department of the Directorate of Planning, Sustainable Development and New Technologies, critical issues were observed and recorded in the operational structure of the municipality of Volos. That happened because the main responsibility of the above department is the evaluation of the effectiveness of the overall municipal functions. In addition to this, it is responsible for the maintaining the Quality Management System in accordance with the ELOT EN ISO 9001:2015 standard, laying the foundations for the standardization of the municipal services, the evaluation and review and finally their adjustment. So the critical issues that arose had to do first with the functionality of the municipality's organizational chart and secondly with the adequacy and quality of the municipality's human resources.

In order my contribution to the work to be substantial, the main stages of the methodology, based on the principles of Strategic Management and Total Quality Management, that were followed are:

 the strategic analysis of the internal environment of the Municipality, mainly in terms of its structure and human resources, and of the external environment, mainly in term of limitations set by the government

Postgraduate Dissertation 4 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

 The selection and implementation of alternative strategies of administrative organization and staffing of the Municipality

 The evaluation of the expected results from the implementation of the selected strategy

The bibliographic search and the course of the research was done mainly through scientific articles and studies, scientific books and through the internet.

In view of all above, the present research is actually an attempt to test the applicability of alternative organizational methods of municipal services. The legal framework established by the central administration of the state is taken into account, as well as the decisions of the management councils consisting of elected officials of the Municipality, regarding the voting of the regulation of municipality's services internal operation. In addition, the use of the Municipality's electronic database, which includes details on the number and specialties of employees serving in the Municipality, the building facilities and equipment availability, etc., is a useful tool for the dissertation. The rationale behind all above it was that obviously the collection and processing of all the above data was the appropriate methodology for this work. However, it is clear that besides the need for further research and analysis of the secondary data, employees' opinion, which will be based on their personal experience, is equally imperative. The initial step in the methodology followed for the design of a new organizational chart is the complete depiction of the current situation, regarding the organizational structure of the municipality and the distribution of its staff per organizational unit. Then the recording of the problems and weaknesses arose from the implementation of the current ISA, the hierarchy of staffing needs and the changing rate of the total number of employees (retirement-staff retired for a period of three years) will be tried, so as to highlight the needs for new staff or the organization's ability to fill vacancies through an internal staff mobility system.

In short, all the above will lead to the extraction of the new municipality's organogram, which will be a logical response to the new current situation. However, the application of the principles and methods of modern management in the administration of the Municipality will contribute to the effectiveness and evaluation of research.

Postgraduate Dissertation 5 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

1.4 Main research’ goals – Importance of research

As already stated, the present study aims in the organizational reconstruction of municipality's services. Given the new policies of reducing wage costs, the horizontal shrinking of the municipality's organizational chart is an urgent need. It is therefore understood that a tight structure of services implies directly a reduction of the operating costs. Also, taking into account the existing staff, the recording of the necessary staff for the proper operation is attempted. This means that the Municipal's Internal Services Agencies accurately predict the necessary number and specialties for the smooth municipality's operation.

Apart from its contribution to smooth operation of the municipality, the present study is also significant to public interest's safeguarding. Moving in saving resources direction, municipal staffing and operation of critical services, such as the cleaning and waste collection services and the social services, strengthen the importance that the municipal services must maintain their public character. They must remain in the municipal's services operation context and in no case be privatized. In that sense, it promotes the idea that all citizens have the same rights, opportunities and access to the services of the Municipality.

Finally, although this paper is a specific case study, the analysis of the characteristics of a municipality and the establishment of an organizational chart that will meet its needs, both spatially and functionally, can be a useful tool for other municipalities with common characteristics. This work can result in an improved organizational structure model that will fill in the gaps or discard unnecessary elements of municipal organizations. It suggests an alternative framework of municipalities' function, which illustrates how specific elements contribute to upgrading municipality's operation.

The theoretical objectives of the present work, therefore, concern the bibliographic overview of the relationship between Strategic Management in public administration and the Total Quality Management (TQM) and its tools in improving the quality of Public Administration. On the contrary, its research objectives focus on the investigation of the application of methods and tools of strategic management and TQM in the evaluation and

Postgraduate Dissertation 6 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

reorganization of the structure of the Municipality of Volos and the effective management of its human resources.

The importance of the research I dealt with focuses mainly on the following points:

 I recorded the characteristics of the Municipality of Volos and the pathogenesis of Public Administration, which are the main reasons for the need to restructure the Municipality’s ISA  I gathered the legislative product of the central administration, which imposed changes in the administration of the municipalities  I analyzed the impact of the financial crisis on the functioning of the public administration

1.5 Thesis structure

Following this short, albeit comprehensive introduction intended to inform the reader, the chapter has been designed to guide the reader throughout its different phases. Starting with the recording of theoretical approaches and an extensive analysis of the present structure of the municipality’s ISA, the thesis proceeds with the assessment of the current dynamics of municipal human resources and the restructuring of the ISA and it finally concludes with an overall evaluation of the research and recommendations. As a matter of fact, each chapter builds upon the content of the previous, contributing to a tightly woven thesis.

The second chapter records the theoretical approach to research. Reference is made to the basic theories and concepts of management, their principles and stages of implementation, as well as how to apply them in the public sector generally and in Greek public organizations.

More particularly, chapter 3 involves a thorough description of the functional organizational structure of Municipality of Volos, and concludes with the recording of critical issues that should be under consideration for further investigation, assessment and reconstruction.

The evaluation of the existing personnel of the Municipality of Volos is then followed by chapter 4 in order to draw conclusions about the rational reorganization of the

Postgraduate Dissertation 7 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Municipality's structure. The number of active employees and their expertise, the recruitment or retirement rate in the time horizon are initially attempted to be described. The municipality human resources assessment and the critical issues are then exported. The conclusions of this chapter present the critical reasons for reorganization.

In the next chapter 5 the most important findings of the research, as these emerge from the data analysis, are presented. Mainly, the purpose of this chapter is the presentation of the necessary modifications of the Municipality's organization. These modifications include structural breaks, structure mergers, structure overrides, and structure shifts within the organization chart. Applying the above, the new Internal Services Agency of the Municipality results, aiming at the more efficient and effective operation of the Municipality, highlighting the main advantages of the amendment of the ISA.

Finally, it is the “Conclusion” chapter 6 that winds up the thesis, starting with an assessment of the benefits of applying the above innovations. The resulting benefits are multidimensional and affect many sectors of society. For this reason the analysis is performed by their respective segmentation. More specifically, the structure of the last chapter includes three main categories of benefits from the implementation of the proposed reorganization of the functional structure of the Municipality of Volos: a) Municipality and its employees’ benefits b) Citizens' benefits c) General social benefits.

Postgraduate Dissertation 8 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

2. Theoretical Approach

2.1 Overview

This chapter introduces basic theoretical concepts about the organization and management of organizations. Theoretically, the connection of these concepts with the public organizations is attempted. Finally, there is a bibliographic reference to the Greek reality and the steps that have been taken to improve the quality of public organizations as well as their evaluation.

The structure of the chapter initially includes the analysis of the concepts of strategy, management, HRM and strategic management. It continues with recording the steps and tasks of strategic management. The application of the above in Public sector and the models of Public Administration follows. Management by Objectives in Public Sector and Total Quality Management are the last theoretical fields that are developed, before the chapter closes with the description of the actions of adoption of administrative improvement and evaluation practices in the Greek Public Administration.

2.2 Strategy, Management, Human Resources Management and Strategic Management

Johnson and Scholes (1999) define strategy as the ''... direction and scope of a business in the long run, which provides a competitive advantage for a company, by configuring its resources in a changing environment, in order to meet the needs of markets and meet the expectations of all participating parties (individuals or interest groups) in its activities”(Nikolaidis, 2003)10.

10 Nikolaidis, Chr., 2003, Strategic Management and Structural Changes, (pp. 27), Patra, Hellenic Open University

Postgraduate Dissertation 9 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Management, on the other hand, is the administration of an organization which entails strategy crafting and coordination of employees’ efforts towards the attainment of goals and objectives of the organization through the allocation of its available resources (financial, natural, technological and human). Mihiotis (2003) defines it as: “the planning, organizing, leading and controlling of man and material resources towards the effective and efficient attainment of enterprise objectives and goals”. These activities run through the organization and are highly integrated (Stavropoulou, 2019)11.

Moreover, Mihiotis (2005) added that Human Resources Management (HRM) being the managerial function concerned with acquiring, training, appraising and compensating employees plays a very important role in transforming an organization’s workforce to the desired self-motivated team-based structure. HRM is a major contributor to any desired organizational change. The human resources function has four major tasks to accomplish: (1) Assist organizational competitiveness, (2) Increase productivity and improve quality, (3) Conform to legal and social obligations and (4) Foster individual growth and development (DeNisi & Griffin, 2001)12.

Concluding, Strategic management has been defined by various thinkers, philosophers and practitioners. Strategic management can be defined as the formal process for defining company vision & mission, assess internal & external environment, formulate strategies under resource constraints, implement strategies, and evaluate the strategies. Strategic management is the art and science of formulating, implementing and evaluating cross function decision that enable the business to achieve its objectives. Lamb Robert (1984) defines that Strategic management is an on-going process that evaluates and controls the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e., regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet

11 Stavropoulou K., 2019, “Strategic Management and Marketing of a Public Organization:The case study of EFKA”, (pp. 4), (Postgraduate Dissertation), Patra, Hellenic Open University 12 Mihiotis A, 2005, Management of People and Organizations, Volume 2, (pp. 20&24), Patra, Hellenic Open University

Postgraduate Dissertation 10 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

changed circumstances, new technology, new competitors, a new economic environment, or a new social, financial, or political environment (Strategic Management, 2020)13.

2.3 Stages and Tasks of Strategic Management

Nikolaidis (2003)14 states that the strategic management of a company consists of three main stages:

 The stage of analysis of its internal and external environment (strategic analysis)

 The stage of formulating alternative strategies and selecting the most appropriate of them in terms of its development (strategic choice)

 The stage of effective implementation of the chosen strategy (strategic implementation)

In addition, according to Mihiotis (2005)15 together the following tasks define what the term strategic management means:

 Set strategic vision and mission  Define short-term and long-term objectives  Develop a strategy to achieve the objectives  Implement the strategy efficiently  Evaluating performance and applying corrective actions (on previous tasks)

According to Thompson et al. (2016)16, successful implementation requires the following steps from the management:

 Building the appropriate organizational structure to back the strategy

13 Strategic Management (2020), Retrieved, July 16th, 2020, from https://www.yourarticlelibrary.com/strategic-management/strategic-management/99700 14 Nikolaidis, Chr., 2003, Strategic Management and Structural Changes, (pp. 28), Patra, Hellenic Open University 15 Mihiotis A, 2005, Management of People and Organizations, Volume 4, (pp. 21)Patra, Hellenic Open University 16 Thompson A., Peteraf M. A., Strickland A. J. and Gamble J. E., (2016), Crafting and Executing Strategy; The Quest for Competitive Advantage: Concepts and Cases, 20th edition, New York, NY: McGraw – Hill Education

Postgraduate Dissertation 11 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

 Hiring personnel with adequate skills and knowledge  Motivating staff by providing rewards if an objective is achieved  Providing the personnel with all necessary resources and tools (infrastructure, systems, etc.) to reach their full potential  Selecting critical activities for the organization’s strategic success and provide a wide range of resources  Establishing policies, procedures and best practices aiming at strategy supporting

2.4 Strategic Management in Public Sector

According to McInerney ans Barrows (2020)17, the guiding principles in any strategic management process, whether in the public or private sector, are about understanding what changes are needed, how to implement and manage these changes, and how to create a roadmap for sustaining improvements that lead to better performance. The difficulty in strategic management is the challenge of laying a foundation for success in the future while meeting today’s challenges. The primary tools available to organizations - for understanding, implementing, delivering and managing services and change – are outlined in Diagram 1. This diagram is a brief overview of a common public sector strategic management model3 (with the addition of change management tools) used in the strategic planning process.

This provides a dynamic method - not just a planning model - for evaluating the success of public sector organizations in meeting customer demands in the new public management.

17 Rosemary McInerney and David Barrows, (2020) Management Tools for Creating Government Responsiveness: The Liquor Control Board of Ontario as a Context for Creating Change, Retrieved July 16th, 2020, from file:///C:/Users/user/Downloads/barrows-ed.pd

Postgraduate Dissertation 12 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Figure 2.1 Diagram 1: Strategic Management Model for Public Sector Organizations

The application of this model helps to identify the components for success and the capabilities of an organization in its strategic management planning. As illustrated, the first step is information gathering, which identifies key market, industry and internal organizational trends and opportunities that will impact the organization. Where “market”, in the public sector contexts, refers to all relevant stakeholders. The organization’s ability to respond to these critical strategic issues and challenges is manifest in their vision and the mission statement describing what they do, with/for whom they do it, their distinctive competence and why they do it. The strategic goals and specific strategies for achieving these goals should be formulated in an operational plan that also addresses change management issues. From this point, a review of this process and performance should be ongoing. According to Gullick (1937)18: The science of management is the system of connections through which people can understand relationships, predict results, and influence the outcome of an organized effort to achieve certain common goals. The public administration is that part of the Management Science, which deals with the government

18 Gulick, L. (1937) Science, values and public administration in Luther Gulick and Lyndall Urwick (eds), (pp.191-192), Papers on the science of administration

Postgraduate Dissertation 13 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

and especially with the executive function, where the purposes of the state are applied, although there are administrative problems in both the legislative and the judicial function.

2.5 Public Management's Models

According to Karastathis (2018)19, the New Public Management (NPM) was invented in the 70's, simultaneously with the emergence of the New Economy, which introduced new concepts and reshaped the balances and views of the state and the economy. The design of the new economic stream and the proposed changes, such as specialization, high performance and efficiency, new labor market environment and innovation, could not proceed on the basis of the outdated and anachronistic prevailing bureaucratic situation. New Public Management has been described as "... the toughest invention of the human spirit" (Lapsley, 2009)20.

Ο Denhardt (1995)21 argues that the NPM countered the development of cooperation, the strengthening of communication, the extroversion, the positive attitude towards change and the participation towards a more efficient, economical and productive public administration in the face of centralism and strict bureaucratic control.

"...between two extreme tendencies, a more moderate critique was made that focuses on correcting its imperfections or exaggerations and failures. This critique is reflected, in particular, in the theory of Governance "(Karkatsoulis, 2001: 214-215)22. According to Peters and Pierre (1998)23 "… Governance is related to processes, while New Public Management is related to outflows and results".

19 Karastathis, D., (2018), The New Public Management and the Impact of the Financial Crisis on Greek Public Administration, (pp.95-98), (PhD Thesis), , Panteion University of Social and Political Sciences 20 Lapsley, I. (2009). New Public Management: The cruelest invention of the human spirit? Abacus: Accounting, Finance and Business Studies, 45(1), pp. 1-21 21 Denhardt, R.B. (1995), Public Administration: An action orientation, Harcourt Brace College Publishers 22 Karkatsoulis, P, (2001), Governance as a content and decision-making process for public affairs. Science and Society: Review of Political and Ethical Theory 23 Peters, B. G., & Pierre, J. (1998). Governance without government? Rethinking public administration. Journal of Public Administration Research and Theory

Postgraduate Dissertation 14 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

The most recent model is that of the Neo-Wemberian State "… which co-selects the positive elements of the New Public Management on a bureaucratic basis". Its characteristics are the following:

 Extroverted orientation to the needs of the citizens

 Central role of managers

 Unified state and cooperation

 Ethics in public service

 Complementing the Republic with consultation and participation

 Politics and Management are separate, while emphasis is placed on the specialization of Management

According to Stewart (1999)24 the main axes of the bureaucratic system are:

 Specialization, which is more related to the object of work than to the person who undertakes it  The hierarchical structure of responsibilities and power, which separates managers from simple personel  The system of rules and regulations ensures an efficient and impersonal operation of the agency  Depersonalization, according to which the distribution of privileges and the exercise of powers and responsibilities is not carried out arbitrarily, but in accordance with the current system of rules and regulations

2.6 Management by Objectives in Public Sector

As Stavropoulou mentioned (2019)25, the term “Management by Objectives” was first used in 1954 by management guru Peter Drucker. MBO’s primary aim is to increase the

24 Stewart, R. (1999) The reality of management, Third Edition, Butterworth-Heinemann 25 Stavropoulou K., 2019, “Strategic Management and Marketing of a Public Organization:The case study of EFKA”, (pp. 14), (Postgraduate Dissertation), Patra, Hellenic Open University

Postgraduate Dissertation 15 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

performance levels of an organization by clearly stating the defined objectives set by both management and personnel. Employees are more motivated and committed to the achievement of the organization’s goals when they are able to participate in the goal setting process. MBO is the establishment of a management system in which the set of selected objectives are measured quantitatively in terms of performance, but there is a substantial autonomy and flexibility over the methods and action plans used towards thachievement of these objectives (Investopedia, 2010). The core principles of Management by Objectives are:

 Senior management and employees collaborate in objective setting, aiming at challenging yet achievable goals  Focus is on personal improvement and growth, rather than negativity for not accomplishing the objectives  Emphasis is given on rewards The MBO process includes five interrelated stages (Butterworth-Heinemann, 2007):  Establish objectives that embody the organization’s mission and vision.  Convey S.M.A.R.T. (Specific, Measurable, Acceptable, Realistic, Time-bound) objectives to the personnel.  Stimulate the participation of the personnel in objective setting process to provide deeper understanding of the organization’s broader set of objectives and how the achievement of their own objectives relate to the greater picture.  Develop a rewarding system (e.g. compensation, benefits, perks, business recognition and professional fulfillment) capable of motivating employees to achieve their objectives.  Establish an evaluation and reward process, in which employees participate in their evaluation. When evaluating MBO’s success, the existence of clearly defined objectives, capable managers who are able to implement it and continuous support from top management are very important factors (The economist, 2009). In the public sector, for an MBO process to be considered successful, the following factors are fundamental:  Involvement of employees in the objective-setting process, which empowers employees and increases their job satisfaction and commitment to the organization.

Postgraduate Dissertation 16 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

 Top management objective-setting, which ensures the clarity of direction and the alignment of the subordinates’ objectives with the organization’s overall objectives.  Feedback consistent with the employee performance, because usually in public sector organizations high level of freedom is provided to subordinates when establishing objectives or evaluating their accomplishment, making MBO process redundant.  Organizational support for the MBO procedures that promotes better communication, coordination and fosters harmonious relationships within the organization.

MBO in the public sector, faces several limitations in its implementation, such as: an inherent difficulty in measuring the effectiveness of public goods financed by the state budget, the incapacity of enforcing compliance and adopt innovation, the absence of tangible objectives and the inability of rewarding efficiently employees who conquer their objectives. MBO’s critics claim that it emphasizes the setting of goals to attain objectives, rather than working on a systematic plan as a driver of outcomes.

2.7 Total Quality Management

Total quality management (TQM)26 is the continual process of detecting and reducing or eliminating errors in manufacturing, streamlining supply chain management, improving the customer experience, and ensuring that employees are up to speed with training. Total quality management aims to hold all parties involved in the production process accountable for the overall quality of the final product or service. (Investopedia, 2020)

The Deming Cycle27, or PDCA Cycle (also known as PDSA Cycle), is a continuous quality improvement model consisting out of a logical sequence of four repetitive steps for continuous improvement and learning: Plan, Do, Check (Study) and Act. The PDSA cycle (or PDCA) is also known as the Deming Cycle, the Deming wheel of continuous

26 Investopedia (2020), Total Quality Management, Retrieved July 17th,2020, from https://www.investopedia.com/terms/t/total-quality-management-tqm.asp 27 https://www.isixsigma.com/dictionary/deming-cycle-pdca/

Postgraduate Dissertation 17 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

improvement spiral. Its origin can be traced back to the eminent statistics expert Mr. Walter A. Shewart, in the 1920s. He introduced the concept of PLAN, DO and SEE. The late Total Quality Management (TQM) guru and renowned statistician Edward W. Deming modified the SHEWART cycle as: PLAN, DO, STUDY, and ACT.

Along with the other well-known American quality guru-J.M. Juran, Deming went to Japan as part of the occupation forces of the allies after World War II. Deming taught a lot of Quality Improvement methods to the Japanese, including the usage of statistics and the PLAN, DO, STUDY, ACT cycle.

The Deming cycle, or PDSA cycle:

 PLAN: plan ahead for change. Analyze and predict the results.  DO: execute the plan, taking small steps in controlled circumstances.

 STUDY: check, study the results.

 ACT: take action to standardize or improve the process.

Benefits of the PDSA cycle:

 Daily routine management-for the individual and/or the team

 Problem-solving process

 Project management

 Continuous development

 Vendor development

 Human resources development

 New product development

 Process trials

Benchmarking (https://en.wikipedia.org/wiki/Benchmarking)28 is the practice of comparing business processes and performance metrics to industry bests and best practices from other companies. Dimensions typically measured are quality, time and cost.

28 https://en.wikipedia.org/wiki/Benchmarking

Postgraduate Dissertation 18 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Also referred to as "best practice benchmarking" or "process benchmarking", this process is used in management in which organizations evaluate various aspects of their processes in relation to best-practice companies' processes, usually within a peer group defined for the purposes of comparison. This then allows organizations to develop plans on how to make improvements or adapt specific best practices, usually with the aim of increasing some aspect of performance. Benchmarking may be a one-off event, but is often treated as a continuous process in which organizations continually seek to improve their practices.

In the process of best practice benchmarking, management identifies the best firms in their industry, or in another industry where similar processes exist, and compares the results and processes of those studied (the "targets") to one's own results and processes. In this way, they learn how well the targets perform and, more importantly, the business processes that explain why these firms are successful.

2.8 Greek Public Sector and modernization of its administration

The modernization of the Greek Public Administration, which is being attempted recently by the Central Administration, follows the orders of the theories developed above, as well as the analyzes of young scientists. It is observed that efforts are made in various directions, in order to achieve progress and continuous improvement of the quality of Public Organizations.

The Central Administration of the State, with the DIADIPYD / TSPEAD / F.18 / oik.9462 circular of the Ministry of Interior and Administrative Reconstruction29 gives the basics process guidelines for simplifying and redesigning administrative procedures. According to Papadimitropoulos (2003)30, "the term simplification of administrative procedures

29 DIADIPYD/TSPEAD/F.18/oik.9462 circular of the Ministry of Interior and Administrative Reconstruction, (http://minadmin.ypes.gr/wp-content/uploads/20160412_aploustefsi_anasx_diadikas.pdf) 30 Papadimitropoulos, D., (2003) The simplification of administrative procedures, Theory and Practice, Administrative Information, vol.25, January 2003

Postgraduate Dissertation 19 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

means the continuous and systematic review of laws and regulations generally as administrative practices that define administrative procedures, in order to be compatible with the principles of effective legislation and of the effective-efficient operation of the public services, with a view to serving those to whom they are addressed at all times ". Typical examples of the implementation of simplification of procedures is the establishment of Citizens' Service Centers, which I will refer to in more detail in next chapter.

However, there is a limitation of institutionalized procedures by the Central Administration, regarding the effective utilization of the human resources of public organizations. Theoretically, Vouzas (2002)31 documents the individual elements of the utilization of human resources with Total Quality Management. He states that in order to improve the quality of an organization it must be linked to the following elements:

 Upgrading the role of the Personnel Department  Education of the employees  Involvement of the employees  Evaluation of performance and its recognition  Role of the employee  Employment relations

Finally, for the evaluation of the above procedures in the Greek Public Sector, tools have been established by the Central Administration, based on the principles of TQM (Deming cycle, Benchmarking) that will contribute to the evaluation and ensuring processes of continuous quality improvement.

According to Zafeiridis (2011)32 the Common Assessment Framework (CAF) is a quality tool, with features from the European Foundation Quality Management (EFQM) Standard of Excellence and the standard of the German University of Management Sciences Speyer.

31 Vouzas, F., (2002), Utilization of human resources, Strategic factor for quality improvement, Social Research Review, 108, (pp.285-301), doi: https: //doi.org/10.12681/grsr.9073 32 Zafeiridis, A., (2011), Process Redesign in Public Administration: The simplification of procedures as a quality tool, (Diploma Thesis), Thessaloniki, University of Macedonia, Economics and Social Sciences

Postgraduate Dissertation 20 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

The CAF arose from the effort to introduce TQM principles in the European Union Public Bodies and consists of four objectives:

 To introduce the concept of TQM in the philosophy of public administration  To facilitate the self-evaluation of a public service  To be a bridge between different quality models  To facilitate comparative learning between public services

The CAF consists of nine criteria. The first five relate to the operating conditions of an organization (Leadership, Human Resources, Strategy and Planning, Collaborations and Resources, Processes) and the next four relate to the results of operations (Human Resources Results, Citizen / Customer Results, Results on Society, Main Performance Results). The fifth criterion "Procedures" deals with the important role of procedures in the successful operation of an entity.

Postgraduate Dissertation 21 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

3. Analysis of the functional organization structure of Municipality of Volos

3.1 Overview

In this chapter I provide a thorough description of the functional organizational structure of Municipality of Volos. The analysis is attempted by grouping the types of services. It is attempted to write down the responsibilities of the services, especially those that create problems for the Municipality’s smooth running and for the citizenship.

Initially, a brief description of existing structures and competencies is sought. Then the beneficiaries of the above services are recorded. Finally, the function of the structure is evaluated and problems and possibilities arosed are listed. Additionally, opportunities and limitations from the external environment that directly affect the service are evaluated.

The above analysis applies to each sector that operates the Municipality of Volos separately. More specifically, the sectors are: a) Infrastructure, Transport, Environment and Urban Planning, b) Economic Development and Employment, c) Social Policy, Education, Sport and Culture, and d) Horizontal support services. The above separation was made in order for the analysis to be coordinated with the specifications of the work of the evaluation teams and the reorganization of the structures of the municipalities33, established by the Ministry of Interior under no. tt42128/30.10.2014 its document (APPENDIX C), where it is explicitly stated that the analysis should be done by area of responsibility. According to McInerney ans Barrows (2020)34, a comprehensive mapping of the possibilities and weaknesses of the internal environment as well as the opportunities and threats of the external environment for the overall structure of the Municipality is

33 http://www.pedde.gr/ped/attachments/article/161/%CE%91%CE%BE%CE%B9%CE%BF%CE%BB%CF% 8C%CE%B3%CE%B7%CF%83%CE%B7%20%CE%BF%CE%B4%CE%B7%CE%B3%CF%8C%CF%82 .pdf 34 Rosemary McInerney and David Barrows, (2020) Management Tools for Creating Government Responsiveness: The Liquor Control Board of Ontario as a Context for Creating Change, Retrieved July 16th, 2020, from file:///C:/Users/user/Downloads/barrows-ed.pd

Postgraduate Dissertation 22 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

attempted (SWOT analysis), are the first steps of Strategic Mangemment in Public Sector, which are attempted subsequently in this chapter, in order to indentify critical issues about the real needs for ISA’s restructuring.

3.2 Analysis of the Infrastructure, Transport, Environment, Urban Planning sector of the Municipality of Volos

3.2.1 Description of existing structures

3.2.1.a Infrastructure Sector

The Directorate of Technical Services35 is responsible for the design, execution and maintenance of all technical works of the Municipality, aiming at timely, economical and scientifically excellent construction. The specific responsibilities of the Directorate in the framework of its mission are determined by the applicable provisions of the Laws, Orders and Ministerial Decisions.

Its main divisions are: a) Buildings and Outdoor spaces Department, b) Infrastructure Support Department, c) Municipal Lighting Department, d) Road Construction Department, e) Traffic Lights Department, f) Quality Control and Technical Management Department, g) Hydraulic and Geotechnical Construction Department.

However, responsibilities related to the facilities’ maintenance and construction are included in the Directorate of Cemeteries as well as in the multipurpose departments or offices of the decentralized services of the Municipality. The Infrastructure Support and Construction Department of the Directorate of Cemeteries36 duties are similar to the

35 Article 19th of no.2210/B/27.7.2012 GG 36 Paragraph b of article 18 of no.2210/B/27.7.2012 GG

Postgraduate Dissertation 23 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Infrastructure Support Department of the Directorate of Technical Services. The same situation is reflected in the multipurpose departments or offices of the decentralized services of the Municipality37, which are established in each previous municipality’s base.

3.2.1.b Transport sector

The Directorate of Sustainable Mobility38 is responsible for improving the traffic infrastructure of the Municipality, implementing the principles of sustainable mobility and raising awareness of the local community about road safety issues and traffic education. Regulating parking issues, street and square names and the licensing procedure for the transport sector are also within its competence.

The Directorate consists of the following departments: a) Traffic and Transportation Control Department and b) Parking Control Department It is observed that the character of the Directorate of Sustainable Mobility is distinct and no other functional unit of the municipality with similar responsibilities is found.

3.2.1.c Environment

Environmental issues of cleanliness, protection and upgrading are addressed by the Directorate of Green Environment Management and the Cleaning and Recycling Directorate.

The Directorate of Green Environment Management39 is responsible for the protection and upgrading of the local natural environment by taking appropriate measures and regulating the relevant activities, as well as for the maintenance and development of the municipal green areas.

The Directorate consists of the following departments: a) Department of Green Planning and Supervision and

37 Paragraph 5 of article 25, paragraph 5 of article 26, paragraph 7 of article 27, paragraph 5 of article 28, paragraph 5 of article 29, paragraph 5 of article 30 and paragraph 3 of article 31 of no.2210/A/27.7.2012 GG 38 Article 21st of no.2210/B/27.7.2012 GG 39 Article 23rd of no.2210/B/27.7.2012 GG

Postgraduate Dissertation 24 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

b) Parks, Squares and Tree-arrays Department

The Cleaning and Recycling Directorate40 is responsible for ensuring the collection and transport of waste, separate collection and transport of recyclable materials, ensuring the cleanliness of communal areas and the maintenance of the vehicles of the Municipality.

The Directorate consists of the following departments: a) Department of Planning, Surveillance and Disposal of Waste and Recyclable Materials, b) Common-Public Areas Cleaning and Special Workshops Department and c) Vehicle Management and Maintenance Department. Nevertheless, despite the fact that environmental issues are dealt with by the above municipal services, similar responsibilities are carried out by the employees in the Directorate of Cemeteries and in the multipurpose departments or offices of the decentralized services of the Municipality, as it was already mentioned in 2.2.1.a paragraph.

3.2.1.d Urban Planning Services

The Directorate of Building Construction Services41 is responsible for the implementation of town urban and spatial planning, the issuance and control of the implementation of building permits and the control of arbitrary constructions.

The Directorate is constituted by the departments of: a) Building Permission Department b) Urban Control Department c) Urban Planning Department

Τhe role of this municipal service unit is distinct and is not found elsewhere in the organizational chart.

3.2.2 Evaluation of existing structures

40 Article 22nd of no.2210/B/27.7.2012 GG 41 Article 20th of no.2210/B/27.7.2012 GG

Postgraduate Dissertation 25 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

In the context of assessing the degree of effectiveness of the municipal services in the field of infrastructure, it is observed at first sight that there are many departments with similar responsibilities. However, this often means that the service is performed by one department or office, while the other is inactive and there is fragmentation of responsibilities, that leads to confusion and poor coordination.

Even more complicated are the municipal structures responsible for protecting, cleaning and upgrading the environment and public communal areas. The relevant tasks are performed by the staff of two major directorates and multipurpose departments or offices. There is overlapping of common responsibilities from more than one municipality structure, resulting in confusion and inefficiency of services.

On the contrary, the management of transport issues by the Directorate for Sustainable Mobility is autonomous and with clear boundaries. The responsibilities are carried out adequately and there are no overlapping issues.

Likewise previous, in the services provided by the Building Service Directorate, where no problems are found due to their ambiguous structure.

3.3. Analysis of Economic Development and Employment sector of the Municipality of Volos

3.3.1 Description of existing structures

The Local Economic Development Directorate42 of the Municipality is responsible for the promotion of the tourism development and advertising of the Municipality. In addition to this, monitoring, licensing and supervision of commercial activities in the municipality area and consumers’ protection are its property. The protection and development of plant production, animal production and fisheries in the area of the Municipality, support for the rural world to improve working methods and better organization of agricultural holdings are among its main tasks.

42 Article 15th of no.2210/B/27.7.2012 GG

Postgraduate Dissertation 26 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

It consists of the following departments: a) Tourism Department b) Commerce Department c) Rural Development Department and d) Fisheries Department

3.3.2 Evaluation of existing structures

The sector of economic development and employment within the region of the municipality has been undertaken entirely by the Local Economic Development Directorate. The range of responsibilities is huge. However, the horizontal range is normal, since the directorate consists of four departments. Although a large part of the responsibilities are described in the ISA, they are not yet performed by the competent services of the management. The above responsibilities concern mainly services provided by the former prefectural self-governments and transferred to the municipalities, according to the article 94 of Law 3852/2010 "New Architecture of Local Government and Decentralized Administration- Kallikratis Program". It is therefore confirmed that there is a discrepancy between the responsibilities of the directorate, described in the ISA, and the responsibilities that are actually performed by the services.

3.4 Analysis of Social Policy and Education of the Municipality of Volos

3.4.1 Description of existing structures

3.4.1.a Social Policy

The Directorate of Social Protection, Open Centers for the Protection of the Elderly (OSPC) and Public Health43 is responsible for the social policy pursued by the municipality. It is authorized to design and implement policies for the social protection of citizens. It also ensures the smooth operation of the OSPC and the protection and

43 Article 16th of no.2210/B/27.7.2012 GG

Postgraduate Dissertation 27 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

promotion of public health in the area of the Municipality, taking the appropriate measures and regulating the relevant activities. Finally, it deals with the problem of stray animals with the operation of the appropriate shelter.

It consists of the following departments: a) Social Protection Department, b) OSPC Department which includes: i) Volos OSPC Office and ii) New Ionia OSPC Office and c) Department of Protection and Promotion of Public Health which includes the office of municipal shelter for stray animals.

3.4.1.b Education

The Department of Education and Lifelong Learning, Employment and Culture44 is an independent department of the Municipality, whose main tasks are to ensure the smooth operation of the school units of the municipality, pre-school, primary and secondary education. It ensures the planning and implementation of lifelong learning programs in the context of relevant national and regional planning, in accordance with applicable law. It plans and proposes the implementation and implements local action programs and local initiatives or participates in similar actions and initiatives to promote and expand employment in the municipality. It also assigns licenses for the establishment and operation of private music institutions (conservatories, music schools, choirs, symphony orchestras and chamber music ensembles), in accordance with the provisions in force. Finally, it undertakes the subsidy of organizations that develop cultural activities in the territorial jurisdiction of the Municipality, as well as those that contribute to its tourist development and promotion.

3.4.2 Evaluation of existing structures

44 Article 17th of no.2210/B/27.7.2012 GG

Postgraduate Dissertation 28 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

In terms of social policy, the political structure of the municipality has included all social groups in the wider area of the Prefecture of Magnesia. Support is provided to the elderly, people with disabilities, weak social citizens and stray animals. This is achieved with the cooperation of other bodies of the municipality and the region, such as the Health Service of the Region of , the Hospital of Volos, the Public Procurement Service of the Municipality, etc. The structure of the service is normal in terms of its horizontal development and the objects, which are exercised, are identified with those mentioned in the ISA.

The Department of Education and Lifelong Learning, Employment and Culture monitors and supports the operation of the school units of the Municipality. Its role is clear and unambiguous and there are no issues of overlap or confusion in the performance of the department's work.

3.5 Analysis of Horizontal/Support Services of the Municipality of Volos

3.5.1 Description of existing structures

3.5.1.a Planning Services

The Directorate of Planning, Sustainable Development and New Technologies45 of the Municipality is responsible for the support of the administrative bodies, services and legal entities of the Municipality during the procedures of preparation, monitoring and evaluation of the results of the periodic Operational Programs and Annual Programs. It also ensures the efficiency and effectiveness of the services of the Municipality in achieving its periodic goals and the planning and monitoring of the implementation of internal organizational systems of the municipality, under conditions that ensure the desired level of quality of any kind of services provided.

The Directorate consists of the following departments:

45 Article 9th of no.2210/B/27.7.2012 GG

Postgraduate Dissertation 29 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

a) Planning and Development Department b) Efficiency and Quality Department c) e-Government and Transparency Department and d) Environment Department

3.5.1.b Administrative Services

Administrative services are carried out mainly by the Directorate of Administrative Services46. The Directorate of Administrative Services is responsible for the observance of the procedures of the archives, regarding the municipal situation and the recording of the registration events in the area of the Municipality, as well as for the planning and coordination of the implementation of policies, systems and procedures for rational administration and human resource management of the Municipality. At the same time, the Directorate is responsible for the secretarial support of the city councils of the Municipality, the operation of the Central Protocol and the provision of general administrative support services to the municipal services.

The Administrative Services Directorate consists of the following departments: a) Human Resource Management Department b) Department of Administrative Issues c) Department of City Councils Support d) Department of Municipal and Civil Status and e) Registry Department

The current organizational chart of the municipality, however, also records the Office of the Secretary General47, the Office of Special Advisors, Special Associates, Scientific Associates48 and the Office of the General Manager49, which provide administrative, consulting and support services to the Mayor, municipal councils and municipal services.

46 Article 12th of no.2210/B/27.7.2012 GG 47 Article 3rd of no.2210/B/27.7.2012 GG 48 Article 5th of no.2210/B/27.7.2012 GG 49 Article 7th of no.2210/B/27.7.2012 GG

Postgraduate Dissertation 30 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Finally, in the decentralized service units of the Municipality there are departments or offices with same responsibilities.

3.5.1.c Financial Services

The Directorate of Financial Services50 is responsible for the effective observance of the financial programs of the Municipality, the correct presentation of the financial transactions and the management of its revenues and expenses, the safeguarding and utilization of the municipal property. At the same time, the Directorate takes care of the effective action of all the legal procedures required for the supply of materials, equipment and services of the Municipality. However, in the decentralized service units, which are administratively subordinated to the Directorate, financial affairs are also carried out.

The Directorate of Financial Services is supported by the following departments: a) Municipal Revenues Department, b) Municipal Treasury Department, c) Accounting Department, d) Payroll Department, e) Balance Sheet, Diplografic and Financial Information Department, f) Supplies Department, g) Department of Municipal Property and Bequests, Storage Department and h) Department of Municipality’s Companies

3.5.1.d IT Services

The Department of e-Government and Transparency of The Directorate for Planning, Sustainable Development and New Technologies51 is responsible for the operation of eGovernment systems and services and for the development, installation, operation and maintenance of the ICT systems of the Municipality, including the responsibility for fulfilling the KOSE project. (Central Contact Point) of the Municipality

50 Article 13th of no.2210/B/27.7.2012 GG 51 Paragraph d of article 9 of no.2210/B/27.7.2012 GG

Postgraduate Dissertation 31 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

(as provided by article 19 of Law 3882/2010, GG166/A/2010). The role of the department is unique and similar responsibilities are not performed by other functional structures of the Municipality.

3.5.1.e Legal Support Services

The legal services of the municipality are supported by the Legal Department52. The Legal Department provides legal advice and opinions to the political bodies of the Municipality (Municipal Council, Committees, Mayor, etc.), ensuring the regularity of the actions of the Municipality and representing the Municipality in legal matters within and outside the Courts and Administrative Authorities, to defend the interests of the Municipality.

3.5.1.f Municipal Police Services

The Independent Municipal Police Department53 is responsible for the effective and efficient exercise of competences, in particular, cases 1-8, 10, 11, 15, 16, 19, 21, 22 and 24-28 established by the Law 3731/200854. The specific department joined the internal service organization of the Municipality of Volos, after its modification, according to the number 316 /B/ 6.2.2018 Sheet of the Government Gazette. The services provided are resulted the proper and legal operation into the municipality's geographical area. However, in the initial organizational chart of the municipality, according to the GG 2210/Β/27.7.2012, the service of the Municipal Police was operating under the direct supervision of the Mayor as Municipal Police Directorate, which was abolished by the article 81 of Law 4172/201355.

3.5.1.g Citizenship Services

52 Article 4th of no.2210/B/27.7.2012 GG 53 Article 7th of no.316/B/6.2.2018 GG 54 Law 3731/2008 (GG 263/A/23.12.2008) Reorganization of the municipal police and regulations of other issues within the competence of the Ministry of Interior 55 Article 81 of Law 4172/2013 (GG 167/A/23.7.2013) Abolition of positions of the Municipal Police branch

Postgraduate Dissertation 32 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Issues related with supporting and informing Volos’ citizens are carried out by three important municipal services. The Citizen Service Centers (CSC)56, the Communication, Public and International Relations Department57 and the Independent Office of Administrative Assistance and Citizens' Communication58 with the Municipality are authorized for this reason.

The Citizen Service Centers (CSC) are responsible for providing administrative information and handling citizens' affairs from the submission of the application to the final act, in collaboration with the competent authorities and in accordance with the central design of the Ministry of Interior. In addition to this, decentralized Departments or Offices of CSC of the municipal units belong to the Directorate.

The Communication, Public and International Relations Department includes responsibilities of organization of celebrations, events and Public and International Relations. Communication responsibilities, such as press releases and updating of the municipality's website, in order to channel information to citizens, are also included.

Τhe Independent Office of Administrative Assistance and Citizens’ Communication with the Municipality provides administrative aid at persons, who have objectively inability to access municipal services or CSCs. Additionally, it services citizens by recording requests, complaints, proposals to the competent services of the Municipality and monitors the course of their implementation. Finally, it provides information on citizens' procedures and rights.

3.5.2 Evaluation of existing structures

At the Directorate of Planning, Sustainable Development and New Technologies, it is observed the processes that are being implemented concern the management planning of the overall project of the Municipality. For this reason, the directorate is administratively subordinated directly to the Mayor. The size of its structure is normal. However, there are

56 Article 14th of no.2210/B/27.7.2012 GG 57 Article 10th of no.2210/B/27.7.2012 GG 58 Article 11th of no.2210/B/27.7.2012 GG

Postgraduate Dissertation 33 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

responsibilities, which could be merged into other departments with similar responsibilities of the same or other directorate.

The Administrative Services Directorate has an extensive structure. It consists of five departments and oversees the departments or offices that operate decentralized. Three of them, the Department of Administrative Issues, the Department of Municipal and Civil Status and the Registry Department, are responsible for the citizens. The Department of City Councils Support deals with the committees and councils of the Municipality and the Department of Human Resource Management deals with issues of existing staff as well as recruitment procedures. The extensive structure of the directorate is justified, given the large population of the Municipality and the large number of staff. However, there are some responsibilities that are not considered relevant to the subject matter of the directorate, such as e.g. the responsibility for the management of school cleaners, which should be transferred to the competent Department of Education and Lifelong Learning, Employment and Culture.

Concerning the Financial Services Directorate, the demands are huge. Timetables are strict and failure to comply with them can result in penalties, financial losses and blame on employees. Its cooperation with the other departments and directorates is necessary for the smooth operation of the Municipality. By the voting of the ISA (Government Gazette 2210/B/27.7.2012), nine departments were set up, in order to fully cope with the financial responsibilities of the Municipality. The establishment of decentralized departments or financial offices, which were supervised by the management, also contributed to this. Over time, the relevant legislation has changed, especially by the laws 4412/2016 and 4555/201859, and the immediate restructuring of the directorate is more imperative than ever, both in departments and in responsibilities. The role of the head of the directorate is strengthened with additional responsibilities and procedures, the statistics sent to the services of the central administration are expanded, preventive control of expenditures by the Service of Commissioner of the Court of Audit60, according the Law 4129/2013, is

59 Law 4555/2018 (GG 133/Α/19.7.2018) Cleisthenes Program and Law 4412/2016 (GG 147/Α/8.8.2016) Public Procurement of Projects, Supplies and Services 60 Law 4129/2013 (GG 52/Α/28.2.2013) Ratification of the Code of Laws for the Court of Auditors

Postgraduate Dissertation 34 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

abolished. There is, therefore, no doubt that the Directorate of Financial Services needs a reorientation.

The role of e-Government and Transparency Department is unique and there is no confusion with other departments, because it is about providing specialized services. The same applies to the Legal Department, whose legal services are special in the organizational chart of the Municipality.

The Independent Municipal Police Department took a role in the operation of the Municipality recently. It is directly under the supervision of the Mayor. However, its responsibilities require cooperation with other municipal services and must be clarified. In the field of citizenship service, the institution of CSC since 200261 has been accepted by the citizens and their role is valuable and unique. Their operation, both in the base of the Municipality and decentralized, is necessary, taking into account the large area and population of the Municipality. However, the Communication, Public and International Relations Department and the Independent Office of Administrative Assistance and Citizens’ Communication with the Municipality have communication responsibilities that may confuse citizens. Both operate under the auspices of the mayor, increasing the horizontal structure of services directly subordinated to the mayor.

3.6 Evaluation of the overall functional structure of the Municipality

3.6.1 SWOT analysis62 At this point of the research, the standardization of the above data is attempted, in order to carry out critical issues about the organizational structure of the municipality, among all its services. More specifically, taking advantage of the SWOT analysis, one of the most

61 Article 31 of Law 3013/2002 (GG 102/A/1.5.2002) Upgrading of Civil Protection and other provisions 62 SWOT analysis (or SWOT matrix) is a strategic planning technique used to help a person or organization identify strengths, weaknesses, opportunities, and threats related to business competition or project planning. It is designed for use in the preliminary stages of decision-making processes and can be used as a tool for evaluation of the strategic position of a city or organization. It is intended to specify the objectives of the business venture or project and identify the internal and external factors that are favorable and unfavorable to achieving those objectives. Users of a SWOT analysis often ask and answer questions to generate meaningful information for each category to make the tool useful and identify their competitive advantage, (Wikipedia, 2020)

Postgraduate Dissertation 35 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

significant tools of strategic management, a complete recording of the weaknesses and strengths of the internal environment of the Municipality, as well as the limitations and opportunities that affect it from its external environment will be made.

WEAKNESSES STRENGTHS  The organizational structure that  The Operational Program of the formally applies according to the Municipality63 is a useful tool for ISA is not applied in practice and the development of the discrepancies are found. Municipality. It is a product of  There is an overlap of municipality’s services responsibilities and confusion cooperation in order to improve when handling them by its administrative capacity. employees. Among other things, it includes  There is ambiguity in the the evaluation of services by the registration of responsibilities in employees themselves and the ISA. In many services the captures the staffing of the described responsibilities are services. The knowledge of the generalized, creating a sense of Operational Program by the insecurity in their performance by Management of the Municipality, employees. can lead to decisive structural  There are directorates with a changes. 64 small number of departments and  The establishment of the CAF , a lot of small independent units another tool for measuring quality (departments or offices). in the Municipality, which will  Officials are assigned to perform help the evaluation of the actions their duties in parallel with their  The Quality Management System

63 Operational Plan of Action, 1st phase - Strategic Planning of the Municipality of Volos 2015-2019, first edition, Volos, 2015 64 Common Assesment Framework, Retrived from https://www.ypes.gr/koino-plaisio-axiologisis-kpa- egcheiridio-kai-odigos-efarmogis/

Postgraduate Dissertation 36 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

main duties. of the Municipality, the ELOT EN  Understaffed or overstaffed ISO 9001:201565 manages the services are problematic. standardization of procedures and  There is a malfunction in services forms. This is a powerful tool for due to the transfer of employees, because the responsibilities from the implementation of responsibilities Prefectures, without having according to the specifications of properly established their legal the above quality system, ensures framework. their proper execution and the  Bureaucratic procedures do not avoidance of confusion situations allow the easy recording of of employees. malfunctions, so that immediate  Collaborations of the 66 action can be taken Municipality of Volos : a) with  Lack of communication between bodies in which the municipality services does not help to is involved, b) with neighboring exchange views on constructive local authorities and public restructuring administration bodies, c)  The insufficient utilization of the networking with other know-how of the employees municipalities, and d) Siblings of slows down the evaluation municipalities. The above procedures within the collaborations strengthen the Municipality. municipality, offer it know-how  The delay in the implementation and initiate it in processes of of targeting systems causes continuous development and ignorance regarding the level of improvement of its operation. efficiency of the services Also, communication through these collaborations with

65 https://dimosvolos.gr/sites/default/files/%CE%A0%CE%99%CE%A3%CE%A4%CE%9F%CE%A0%CE% 9F%CE%99%CE%97%CE%A4%CE%99%CE%9A%CE%9F_ISO_9001_2015_en_0.pdf 66 Operational Plan of Action, 1st phase - Strategic Planning of the Municipality of Volos 2015-2019, first edition, Volos, 2015 (pages 7-8 of 5th chapter)

Postgraduate Dissertation 37 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

employees of other agencies and the exchange of views, contributes to the adoption of new effective operational methods.  In the structure of the services of the Municipality, a large part operates with good organization and autonomy, without any confusion in the responsibilities or overlaps. These services are in the areas of social policy, education, urban planning and sustainable mobility, legal services, municipal police, CSC, and IT services.

THREATS OPPORTUNITIES  The delay in the transfer of  The institutional framework for responsibilities based on Law the evaluation of structures67. The 3852/2010 detunes the operation correct implementation of the of the services above legal framework is an  The time-consuming procedures opportunity to highlight critical of the Central Administration issues in the operation of the affect at the municipality’s Municipality and address them. services effectiveness  Simplification of administrative  The enactment of legal procedures, according to the regulations restricts the Circular of the Ministry of administrative autonomy of the Interior, will relieve the complex Municipality (abolition of job

67 Article 35 of Law 4024/2011 (GG 226/Α/27.10.2011) Pension arrangements, single payroll-score, work reserves and other provisions of the Medium Term Fiscal Strategy Framework 2012-2015

Postgraduate Dissertation 38 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

positions, prohibition of and time-consuming procedures recruitment). of the municipality68.  The prevailing legal frame  The implementation of Laws diversity creates confusion in the 3230/2004 and Law 4369/201669 way the Municipality operates. on the establishment of a system of administration through objectives in the Public Administration.  The determination of performance indicators70 per service by the Ministry of the Interior. The application of performance indicators of the services of the Municipality and their comparison between different time periods, can draw substantial conclusions about the effective organization of the services of the Municipality.  Possibility of using modern methods of administration and technologies. The exploitation of innovative technological tools, which have been developed in recent years, can greatly facilitate the conclusion of the performance

68 Ministry of Interior Circular on Simplification and Redesign of Administrative Procedures, ATHENS, 2016 69 Law 3230/2004 (GG 44/Α/11.2.2004) Establishment of a Management System by objectives of measuring efficiency and other provisions and article 22 of Law 4369/2016 (GG 37/Α/7.3.2016) Deposit Guarantee Systems - Deposit and Investment Guarantee Fund and other provisions 70 Law 3230/2004 (GG 44/Α/11.2.2004) Establishment of a Management System by objectives of measuring efficiency and other provisions

Postgraduate Dissertation 39 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

of the services of the Municipality. Table 3.1: SWOT Analysis of Municipality’s functional structure

3.6.2 Critical Issues

According to footnote 37, the SWOT analysis leads to the export of critical issues, which will be both the points that need improvement, but also the points that are a competitive advantage for the organization. Also, Michiotis (2005)71 emphasizes that every organization must set short-term and long-term goals as a precondition for the implementation of strategic management in a company.

From the above and in combination with the evaluation of the above SWOT analysis, the following critical issues arise:

Critical Issues:

1. The operational structure of the Municipality shows issues of disagreement between the described and exercised responsibilities, overlap and ambiguity of responsibilities, lack of communication between municipal services. 2. The implementation of the tools CAF, ISO, Operational Program strengthen the dynamics of the Municipality and eliminate bureaucracy 3. The established collaborations strengthen the extroversion of the Municipality

Remedial Measures:

1. According to the specifications of the work of the evaluation teams and the reorganization of the structures of the municipalities72, established by the Ministry of Interior under no. tt42128/30.10.2014 its document (APPENDIX C), reorganizing the structure of a municipality may include actions to create new services or improve existing services. The same guide also suggests steps to remove or merge services or transfer responsibilities from one service to another.

71 Mihiotis A, 2005, Management of People and Organizations, Volume 2, Patra, Hellenic Open University 72 http://www.pedde.gr/ped/attachments/article/161/%CE%91%CE%BE%CE%B9%CE%BF%CE%BB%CF% 8C%CE%B3%CE%B7%CF%83%CE%B7%20%CE%BF%CE%B4%CE%B7%CE%B3%CF%8C%CF%82 .pdf

Postgraduate Dissertation 40 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

The above instructions should be followed for the reorganization of the functional structure of the Municipality. 2. Zafeiridis (2011)73 states that the steps for the process of simplification of procedures in the Public Sector are the following: (a) The documentation of the procedures by recording the procedures of a service, main and secondary, (b) Identification of the procedures that provide opportunities for improvement. Criteria for identifying problematic processes that need simplification are complexity, friendliness, economy, necessity, suitability and transparency,(c) Simplification Techniques, using methods of eliminating the administrative procedure, limiting the services involved, bodies and employees, implementing one stop shop, tacit approval of a request, removal or replacement of unnecessary supporting documents, increasing the validity of certificates, etc., ex-officio search of supporting documents, internet or telephone lines and administrative decentralization.The instructions of the DIADIPYD/TSPEAD/F.18/oik.9462 circular of the Ministry of Interior and Administrative Reconstruction74 are identified with the theory of Zafeiridis (2011) and give the basic directions to the services of the Greek public sector for the simplification of its administrative procedures. CAF, ISO 9001: 2015 certification and operational program are tools of strategic management and measurement of the quality of the services of the Municipality, whose rational use can contribute to the observance of the above procedure, simplification of the administrative procedures of the Municipality and the fight against bureaucracy. 3. As reffered in 2.7, benchmarking is a TQM tool, which helps the company to increase its performance. According to the Hellenic Benchmarking Center (2020)75 the overall process includes 5 steps: Recording data from the company/organization, Entering data based on best practices from relevant

73 Zafeiridis, A., (2011), Process Redesign in Public Administration: The simplification of procedures as a quality tool, (Diploma Thesis), Thessaloniki, University of Macedonia, Economics and Social Sciences 74 DIADIPYD/TSPEAD/F.18/oik.9462 circular of the Ministry of Interior and Administrative Reconstruction, Retrieved, May 15th ,2020, from http://minadmin.ypes.gr/wp- content/uploads/20160412_aploustefsi_anasx_diadikas.pdf 75 Hellenic Benchmarking Center (2020), The Comparative Evaluation Technique, Retrieved July 5th, 2020, from http://www.e-benchmarking.org/el/benchmarking.html

Postgraduate Dissertation 41 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

European bodies and producing evaluation charts, Writing the evaluation report based on the results and database diagrams, Discussion of the evaluation results with the company/organization and with experts to explore new solutions, Suggestions for improvement and implementation of innovation methods. Through collaborations with public and private sector bodies, the municipality can develop the above techniques in order to find, apply best practices and improve the quality of its services.

3.7 Conclusions

This chapter provides a critical review of the municipal organizational structure. More precisely, through this review, critical issues occurred, concerning the municipal services’ effectiveness and efficiency. The study of services by sector highlighted weaknesses in the organizational structure of the municipality, in most of its services. These weaknesses relate to issues of disagreement between the described responsibilities in the ISA and the exercised responsibilities. Issues of overlap and ambiguity of responsibilities were also identified. Finally, in the organizational chart of the Municipality of Volos, one General Directorate, twelve Directorates, fifty-seven Departments and forty-five Offices are counted. An important observation of this is the large horizontal structure of the organization chart, which consists of many Directorates, Departments and Offices, as shown in the figure below:

Postgraduate Dissertation 42 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Mayor Mayor's General office Directorate General Administrative Secretary's Office Services Directorate Directorate of Office of Special Advisors, Financial Services Special Associates, Scientific Associates Directorate of Citizens' Service Centers (CSC) Directorate of Planning, Local Economic Sustainable Development and Development New Technologies Directorate Directorate of Social Protection, Independent Municipal Police Open Seniors Protection Centers Department (OSPC) and Public Health

Legal Department Directorate of Cemeteries

Directorate of Technical Communication, Public and Services International Relations Department Directorate of Building Construction Services Independent Office of Administrative Assistance and Citizens' Communication with the Municipality Directorate of Sustainable Mobility

Cleaning and Recycling Directorate

Directorate of Green Environment Management

Department of Education and Lifelong Learning , Employment and Culture

Figure 3.1: Municipality of Volos’ organizational chart

It is concluded, therefore, that immediate actions must be taken to address the above critical issues. Necessary strategical steps are the merger of services, the abolition of departments that are understaffed with the simultaneous transfer of responsibilities to other services of the municipality. In addition, the redistribution of responsibilities between departments is appropriate for combating lack of coordination, as well as for services' time and cost reducing. The above proposed actions aim to reduce the structure of the municipality. Also, the intervention in the field of responsibilities will contribute to the

Postgraduate Dissertation 43 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

fight against ambiguities in the recording of the responsibilities and confusions of the employees during their exercise.

In addition, the start of the process for the simplification of procedures is a one-way street, as this will contribute to the faster and more efficient execution of the functions of the services of the Municipality, in order to deal with complex buraeucratics procedures. In combination with the exploitation of the quality measurement tools applied by the Municipality but also with the adoption of new tools, such as the target management system, the continuous evaluation of the services will contribute to their improvement. In addition, it is necessary to introduce innovative technological tools in the operating system of the municipality, in order to facilitate the drawing of conclusions.

Finally, a communication channel should be developed between the Municipality and the collaborations with other bodies, in order to exchange views on the organizational structure and to adopt good practices by the municipality. However, the same must be done within the Municipality. Proper communication between employees will bring to the surface issues of lack of organization, but above all, the exchange of views, knowledge and experience will be achieved, in order to transmit know-how and to make progress in the operation of the services.

Nevertheless, the final decisions about ISA’s reconstruction will be analyzed in the 5th chapter of the work, which follows the evaluation of the existing staff that is attempted in the next chapter. This is because the existing employees will play a decisive role in municipal services’ staffing, a fact that should not be ignored.

Postgraduate Dissertation 44 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

4. Municipality of Volos’ human resources assessment

4.1 Overview

In this chapter, I present the research findings of Municipality of Volos’ staffing, as these emerged from the processing of the data obtained by means of different sources. The historical recording of staffing changes and the recording of the current situation will help in predicting the staffing needs and in the modification, in conclusion, of the ISA, in order to deal with the staff shortages.

More particularly, I attempt the description of the existing staff, as reflected at the time of the establishment of the Kallikratic Municipality of Volos, and its change over time, up to the current configured situation. Then, an attempt is made to evaluate these changes, both in absolute numbers and in specialties, in order to obtain the staffing needs. Finally, the SWOT analysis will contribute to the recording of the needs and capabilities of the organization, but also of the external environment’s factors that affect the municipality’s staffing. The chapter closes with the highlighting of the critical issues in matters of human resources’ management and with the issuance of relevant conclusions.

4.2 Municipality of Volos’ staffing analysis

4.2.1 Historical recording of Municipality of Volos' staffing

With the enactment of Law 3852/2010, a huge undertaking was attempted, regarding the preparation of a new operating framework by the establishment of the ISA. The next step was the distribution of the existing staff in the services, according to their formal qualifications, as mentioned in the no.95838/GP22603/31.8.2012 decision of the Mayor of Volos76, while at the same time the evaluation of their essential qualifications was attempted.Thus, 1012 employees, who came from the municipalities that existed before Kallikratis, were duly placed in the services of the Municipality of Volos. The above employees belonged to the four categories of education, as shown in the figure below:

76 Decision of the Mayor of Municipality of Volos no.95838/GP22603/31.8.2012

Postgraduate Dissertation 45 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Municipality of Volos staffing per educational category for the year 2012

17,59% 30,93%

9,88% UE 178 TE 100 SE 421 CE 313

41,60%

Figure 4.1: Municipality of Volos staffing per educational category for the year 2012 It is found that 41,60% of the employees (421 people) were graduates of Secondary Education (SE), with the employees of Compulsory Education (CE) following with a percentage of 30,93% (313 people). The scientific staff of University Education (UE) and Technological Education (TE) make up a total of 27,47% (278 people in total).However, a large part of the SE employees exercised administrative duties, in the context of supporting almost all the services of the Municipality, as shown in the decision no.95838/GP22603/31.8.2012 of the Mayor of Volos for the distribution of staff in the services of the Municipality.

A wave of employee departures followed in the two years 2012-2014, reaching 26.97% of total employees. In absolute numbers, 273 employees left and as reflected in the Strategic Planning of the Municipality of Volos 2015-2019 at the time of December of 2014, a 739 employees are totally recorded77.This justifies a number of factors that have plagued the country's economic crisis, such as strict wage policies, cutting pensions and raising retirement age. However, it is noteworthy, given the huge departures of staff, that there are no significant differences in the percentages of employees in the various educational levels, as shown in the figure below.

77 Operational Plan of Action, 1st phase - Strategic Planning of the Municipality of Volos 2015-2019, first edition, Volos, 2015 (page 9 of chapter 5)

Postgraduate Dissertation 46 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Municipality of Volos staffing per educational category for the year 2014

21,24% 29,50%

UE 157 TE 79 10,69% SE 285 CE 218

38,57%

Figure 4.2: Municipality of Volos staffing per educational category for the year 2014

Employees SE are again the largest percentage (38.57%) and this time it is followed by the scientific staff of UE and TE with a percentage (31.93% in total). The percentage of CE decreased slightly to 29.50%. This happens because in the two years 2012-2014 only 15.10% of the scientific staff left, while 30.35% of the CE employees category left. The same picture shows the data of February 2020, regarding the participation of employees of various educational levels in municipality's services staffing, as reflected in the database of the Municipal Administrative Services Directorate78, and processed according to the following figure.

Municipality of Volos staffing per educational category for the year 2020 20,02% 27,81%

UE 162 10,26% TE 83 SE 339 CE 225

41,90%

Figure 4.3: Municipality of Volos staffing per educational category for the year 2020

78 Appendix A: ‘‘Municipality’s employees list per organizational unit on February 2020’’

Postgraduate Dissertation 47 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

SE employees account for 41.60% of the total number of employees, followed by UE and TE scientific staff with 30.28% and CE employees with 27.81%. However, there is an increase in the total number of employees compared to 2014 of 9.47%, which now amounts to 809 compared to 739 employees who served in December 2014.

4.2.2 Analysis of Municipality of Volos' current staffing situation Taking advantage of the database of the Directorate of Administrative Services and especially the data of February 2020, a grouping of employees per Directorate was carried out. Also, the staff of each Directorate or Department was analyzed according to the level of education, as shown in the following table: STAFF DISTRIBUTION PER DIRECTORATE in February 2020

DIRECTORATES/DEPARTMENTS/INDEPENDENT TOTAL DEPARTMENTS-OFFICES NUMBER UE TE SE CE General Secretary's Office 1 0 0 1 0

Independent Municipal Police Department 20 4 2 14 0 Legal Department 6 4 0 2 0 General Directorate 4 3 0 1 0

Directorate of Planning, Sustainable Development and New Technologies 19 11 4 4 0 Communication, Public and Indernational Relations Department 5 1 0 4 0

Independent Office of Administrative Assistance and Citizens' Communication with the Municipality 2 0 0 2 0 Administrative Services Directorate 119 16 2 49 52 Directorate of Financial Services 53 33 9 11 0

Directorate of Citizens' Service Centers (CSC) 16 7 5 4 0

Local Economic Development Directorate 19 9 1 9 0

Directorate of Social Protection, Open Seniors Protection (OSPC) and Public Health 36 4 17 8 7

Postgraduate Dissertation 48 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Department of Education and Lifelong Learning, Employment and Culture 9 4 2 3 0 Directorate of Cemeteries 21 3 1 7 10 Directorate of Technical Services 96 24 14 56 2

Directorate of Building Construction Services 38 20 8 8 2 Dirctorate of Sustainable Mobility 13 5 2 5 1 Cleaning and Recycling Directorate 135 7 2 53 73

Directorate of Green Environment Management 45 2 5 32 6 Municipal Unity of N.Ionia 56 4 5 24 23 Municipal Unity of Aisonia 13 0 2 4 7 Municipal Unity of N.Anchialos 23 2 2 12 7 Municipal Unity of Agria 25 1 0 11 13 Municipal Unity of Artemida 5 0 1 2 2 Municipal Unity of Portaria 20 3 0 8 9 Municipal Unity of Iolkos 8 0 1 6 1 Municipal Unity of Makrinitsa 2 0 0 1 1 TOTAL NUMBER 809 167 85 341 216 Table 4.1: Staff Distribution per Directorate in February 2020 It is found, therefore, that the Cleaning and Recycling Directorate includes the largest number of staff, which consists of 135 people, 73 people of them are cleaning workers and 53 people are mainly garbage truck drivers. The Administrative Services Directorate follows with 119 people, of which 52 are the school cleaners, who are supervised by the Department of Administrative Issues of the Directorate.The Financial Services Directorate is staffed by 33 UE and 9 TE employees, mainly economists and accountants, while the Technical Services and Building Services Divisions are staffed by 44 UE and 22 TE employees, mainly engineers. Finally, there are a lot of understaffed services in the decentralized Municipal Units. The staff there mainly belongs to the cleaning services, while the employees of administrative duties are few, while in some Municipal Units they are completely absent.

The following bar chart shows the total distribution of staff per directorate and it is found that some Directorates consist of a large number of employees in contrast to other departments or directorates, which have a minimum number. As noted earlier, the Directorate of Administrative Services Directorate, the Cleaning and Recycling Directorate and the Directorate of Technical Services are the most numerous in terms of

Postgraduate Dissertation 49 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

employees. On the contrary, the Independent Office of Administrative Assistance and Communication with the Municipality, the Department of Education, Lifelong Learning, Employment and Culture, the Sustainable Mobility Directorate and the KEP Directorate consists of a small number of employees.

Postgraduate Dissertation 50 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Staff Distribution per Directorate in February 2020

Municipal Unity of Makrinitsa

Municipal Unity of Iolkos

Municipal Unity of Portaria

Municipal Unity of Artemida

Municipal Unity of Agria

Municipal Unity of N.Anchialos

Municipal Unity of Aisonia

Municipal Unity of N.Ionia

Directorate of Green Environment Management

Cleaning and Recycling Directorate

Dirctorate of Sustainable Mobility

Directorate of Building Construction Services

Directorate of Technical Services

Directorate of Cemeteries Department of Education and Lifelong Learning, Employment and Culture Directorate of Social Protection, Open Seniors Protection (OSPC) and Public Health Local Economic Development Directorate

Directorate of Citizens' Service Centers (CSC)

Directorate of Financial Services

Administrative Services Directorate Independent Office of Administrative Assistance and Citizens' Communication with the Municipality Communication, Public and Indernational Relations Department Directorate of Planning, Sustainable Development and New Technologies General Directorate

Legal Department

Independent Municipal Police Department

General Secretary's Office

0 10 20 30 40 50 60 70 80 90100110120130140150

Figure 4.4: Staff Distribution per Directorate in February 2020

Postgraduate Dissertation 51 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

4.3 Municipality of Volos’ staffing assessment

At this point of the research, an attempt will be made to evaluate the changes, that the municipal staff has undergone over the years, in order to carry out useful information about the future Municipality's staffing.

The following histogram records staff changes per educational category with reference time points in 2012, 2014 and 2020:

Municipality of Volos' staff changes per educational category 450

400

350

300

250

200

MunicipalStaff 150

100

50

0 2012 2014 2020 UE 178 157 162 TE 100 79 83 SE 421 285 339 CE 313 218 225

Figure 4.5: Municipality of Volos staff changes per educational category In the categories UE and TE the number of employees shows small differences from 2012 to 2020. In contrast to the categories SE and CE the differences are significant. However, in order to draw more detailed conclusions, an attempt was made to record the employees based on their specialties and the changes they underwent in the above period. The specialties were grouped into similar ones, so that the results are more easily editable and substantial conclusions can be drawn.

Postgraduate Dissertation 52 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

STAFF SPECIALTIES 2012 2014 2020 UE Administrative, Financial, etc 101 94 101 UE Computer Science, etc 2 1 1 UE Environmentalists, etc 6 7 7 UE Engineers, etc 66 52 50 UE Social Work, Psychologists, etc 3 3 3 TOTAL NUMBER UE STAFF 178 157 162 TE Administrative, Financial, etc 34 31 33 TE Computer Science, etc 8 3 4 TE Environmentalists, etc 9 7 9 TE Engineers, etc 31 22 23 TE Social Work, Psysiotherapists, etc 18 16 14 TOTAL NUMBER TE STAFF 100 79 83 SE Administrative, etc 155 93 110 SE Computer Operators, etc 14 13 12 SE Craftsmen, Drivers, etc 165 130 151 SE Gardeners 35 41 33 SE Cleaning Staff Supervisors, etc 6 5 6 SE Nurses 2 3 2 SE Gards, etc 44 0 25 TOTAL NUMBER SE STAFF 421 285 339 CE Messengers, Call center employees 3 3 2 CE Staff Supervisors 1 2 4 CE Workers 302 207 211 CE Guards 2 2 4 CE Social Protection Auxiliary Staff 5 4 4 TOTAL NUMBER CE STAFF 313 218 225 TOTAL STAFF NUMBER 1012 739 809 Table 4.2: Staff Specialties From the table 3.2 in the UE category it is observed that the UE branch of engineers, etc. has suffered a dramatic reduction of 24.24%, since the employees were reduced from 66 people to 50 people. In the TE category, significant reductions are found in the TE engineers, etc. (from 31 people to 23 people), TE Computer Science, etc (from 8 people to 4 people) and TE Social Work, etc. (from 18 people to 14 people). In the category SE, in the branch SE Administrative, etc., the employees were reduced from 155 people to 110 people and in the branch SE guards, etc. from 44 to 25 people (mainly for school guards). Finally, there is a huge problem in the CE category by the reduced number of CE workers, as it reaches 30.13% of the number of workers (from 302 people to 211 people).

Postgraduate Dissertation 53 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

So, 200 vacancies for employees in ISA were created, which according to the database of the Administrative Services Directorate are the following:

JOB POSITIONS WITHOUT STAFFING UE Administrative, Financial, etc 4 SE Administrative, etc 43 UE Computer Science, etc 1 SE Craftsmen, Drivers, etc 44 UE Engineers, etc 19 SE Gardeners 2 TOTAL NUMBER UE STAFF 24 SE Cleaning Staff Supervisors, etc 2 TE Administrative, Financial, etc 1 SE Gards, etc 1 TE Computer Science, etc 2 TOTAL NUMBER SE STAFF 92 TE Environmentalists, etc 3 CE Workers 71 TE Engineers, etc 5 TOTAL NUMBER CE STAFF 71

TE Social Work, Psysiotherapists, etc 2 TOTAL NUMBER TE STAFF 13 TOTAL NUMBER OF JOB POSITIONS WITHOUT STAFFING 200

Table 4.3: Job Positions without staffing Engineers, Craftsmen and Drivers, Administrative Employees and Workers are mainly the positions of employees, which are vacant in the ISA. Also, as already mentioned in Figure 3.4, decentralized services, cleaning service, technical services and building services are mainly understaffed.

However, due to the extension of the application of Law 4093/201279 about the suspension-restriction of recruitment until 31/12/2020, the above positions cannot be filled immediately. So, in order for the service to cope with the proper execution of its duties, it proceeded to assign parallel duties to its employees. This created a number of 64 employees, who in addition to their main duties, also perform other duties in understaffed services of the Municipality. In addition, in the Municipality of Volos serve 4 employees seconded from other public bodies, but also 2 employees of the municipality of Volos have been seconded to different services from the Municipality of Volos. Finally, the retirement rate has dropped significantly in recent years.

79 Paragraph F, paragraph F.1 of article 1 of Law 4093/2012 (GG 222/Α/12.11.2012Approval of the Medium-Term Fiscal Strategy Framework 2013-2016- Urgent measures for the implementation of Law 4046/2012 and the Medium-Term Fiscal Strategy Framework 2013-2016

Postgraduate Dissertation 54 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

An additional issue, which is regulated in the latest ISA's provisions, is the determination of the qualifications that employees must have in order to be evaluated by the Service Council and placed in positions of responsibility, such as Heads of Directorate or Department. It is found that employees of specialized scientific disciplines can be placed in positions of responsibility, where the relevant qualifications are not necessary. A typical example is the CSC Directorate, whose positions of responsibility can be filled by all branches of UE and TE. In this way, the relevant service lacks specialized scientific staff.

It is therefore certain that the understaffing of the Municipality of Volos and in fact in neuralgic services is an issue that will concern the Administration of the Municipality of Volos in the coming years.

4.4 Evaluation of Municipal Human Resources

4.4.1 SWOT analysis

The evaluation of the Municipality's human resources, concerns mainly the evaluation of the conditions, which contribute to their correct or incorrect utilization. These conditions can be formed within the environment of the Municipality, but also in the external environment. Recording them will help draw conclusions about the more rational exploitation of existing staff.

WEAKNESSES STRENGTHS  Lack of staff in neuralgic services  Creating job descriptions80 and of the Municipality, such as digital organization chart makes it technical services, cleaning easier for employees to perform services and administrative their duties services (understaffed services)  The experience and know-how of  Reduction of Engineers, the existing employees (in the

80 Articles 7 and 29 of Law 4369/2016 (GG 37/Α/7.3.2016) Deposit Guarantee Systems - Deposit and Investment Guarantee Fund and other provisions

Postgraduate Dissertation 55 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Craftsmen and Drivers, Municipality there are 4 Administrative Employees and employees holding doctoral Workers, due to retirement degrees and 75 employees holding  Problems in recording the formal postgraduate degrees) qualifications for filling the  The implementation of the quality positions of responsibility of the management system according to municipality. The placement of ISO 9001: 201581 helps in the special scientific staff in positions standardization of procedures and of responsibility, where it is not forms in order to facilitate the necessary for them to hold them, employees in the exercise of their strips the services of the duties. municipality, where the existence  The establishment of the CAF82, of such qualifications is another tool for measuring quality considered absolutely necessary. in the Municipality, which will  Lack of staff training help the evaluation of the actions  Gradual depreciation of staff’s  The use of information and know-how due to lack of communication technology continuous training applications facilitates the  Lack of process for detecting exercise of employees' duties staff’s training needs  Subscription to legal information  Employees with main and parallel bases, so that employees can duties, who are in charge of a monitor the necessary large volume of responsibilities developments and operate more  Lack of effective communication efficiently between management and employees.  Lack of a targeting system, where

81 https://dimosvolos.gr/sites/default/files/%CE%A0%CE%99%CE%A3%CE%A4%CE%9F%CE%A0%CE% 9F%CE%99%CE%97%CE%A4%CE%99%CE%9A%CE%9F_ISO_9001_2015_en_0.pdf 82 Common Assesment Framework, Retrieved from https://www.ypes.gr/koino-plaisio-axiologisis-kpa- egcheiridio-kai-odigos-efarmogis/

Postgraduate Dissertation 56 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

issues of municipality’s services staffing would be identified THREATS OPPORTUNITIES  Suspension of recruitment based  The establishment of the digital on Law 4093/201283 organization chart, where  Lack of modern employees’ vacancies appear in the evaluation tool Municipality of Volos, is a way of  Lack of incentives and rewards recruiting staff from other public for employees bodies, through the Single  Lack of staffing plan of the Mobility System Municipalities by the Central  The creation of a Management 85 Administration System through Objectives  The mobility system of the  The evaluation of the 86 employees between public municipality’s structures bodies84 Table 4.4: SWOT Analysis of Municipal Human Resources

4.4.2 Critical issues

The SWOT analysis of Municipal Human Resources leads to the extraction of the following critical issues: Critical Issues: 1. Lack of staff, particularly scientific specialties, workload of employees 2. Lack of staffing plan, staff training procedures, communication between employees

83 Paragraph F, paragraph F.1 of article 1 of Law 4093/2012 (GG 222/Α/12.11.2012Approval of the Medium-Term Fiscal Strategy Framework 2013-2016- Urgent measures for the implementation of Law 4046/2012 and the Medium-Term Fiscal Strategy Framework 2013-2016 84 Law 4440/2016 (GG 224/A/2.12.2016) Unified Mobility System in Public Administration and Local Government, obligations of the persons appointed in the positions of articles 6 and 8 of N. 4369/2016, incompatible and prevention of cases conflict of interest and other provisions 85 Law 3230/2004 (GG 44/Α/11.2.2004) Establishment of a Management System by objectives of measuring efficiency and other provisions and Law 4369/2016 (GG 37/Α/7.3.2016) Deposit Guarantee Systems - Deposit and Investment Guarantee Fund and other provisions 86 Article 35 of Law 4024/2011 (GG 226/Α/27.10.2011) Pension arrangements, single payroll-score, work reserves and other provisions of the Medium Term Fiscal Strategy Framework 2012-2015

Postgraduate Dissertation 57 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

3. Observance of tools and procedures such as digital chart, job descriptions, ISO, CAF by the Municipality

Remedial Measures:

1. Municipality of Volos has compiled digital chart of ISA and job descriptions and takes part in the Single Mobility System of the state. It is about a way to fill in the staffing gaps through movements between public bodies. In addition by the restriction of ISA's structure the existing staff will be able to fill more properly services' positions, through internal removals.

2. As Vouzas (2002)87 said “the category of Human Resources Development and Management of Malcolm Baldrige National Quality Award includes fundamental concepts and values (Key concepts and values) which in turn consist of areas to address in order to better and more effectively study and verification of the importance and role of human resources in quality improvement efforts ”. These are HRM, employee participation in decision making, employee training, performance appraisal and employee recognition, employee satisfaction and quality improvement. By the implementation of the above a staffing and training plan would improve the quality of the services of the Municipality. Also the participation of employees in the decision-making system would make their communication effective.

3. At the same point Vouzas (2002) accept that the evaluation of employees' performance and its recognition is significant step to the continuous improvement of themselves and of the services. The ISO, CAF and Operation Plan are municipality's tools that can be used to evaluate and utilize its available staff more effectively. Also with the application of measurement indicators through a Management System through Objectives there will be quantitative and qualitative results and the performance of the services provided by the employees will be evaluated.

87 Vouzas, F., (2002), Utilization of human resources, Strategic factor for quality improvement, Social Research Review, 108, doi: https: //doi.org/10.12681/grsr.9073

Postgraduate Dissertation 58 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

4.5 Conclusions

The above analysis leads to conclusions, which the Administration of the Municipality can manage in different ways. On the one hand, it concerns problems, which must be taken into account in the reorganization of the structure of the services of the Municipality, in order to be addressed. On the other hand, findings have been made, which indicate ways of internal administration of the Municipality, in order to optimize the staffing methods of the services, according to the existing staff. Finally, ways to strengthen the staffing of the Municipality from the external environment are identified.

Therefore, it cannot be disputed from the above that the municipality's services staffing, and in fact of neuralgic services, is insufficient. Thus, the existence of a decent working environment is immediately abolished and dissatisfaction is caused by the employees. Combined with the lack of a continuous educational framework, the efficiency and effectiveness of the services does not reach satisfactory levels.

Regarding the reorganization of the ISA, the intervention in personnel matters is allowed to a limited extent. Essential will be the contribution to the latest provisions of the ISA regarding the qualifications of the employees, who cover positions of responsibility. The modification of the qualification will lead to the scientific staff’s saving and the strengthening of corresponding services. Also, the reorganization of the services of ISA, through the reduction of its structure, will contribute to the elimination of understaffing services as well as the existence of employees who perform parallel duties outside their main duties.

The remaining proposals will concern internal actions of the Municipality, in order to better exploit the existing staff. Therefore, the Municipality should draw up a staffing plan in a three-year period, in order to be able to face the imminent changes immediately. However, it should not be overlooked that the existing staff of the Municipality is in itself an internal reservoir of human resources, from which vacancies can be filled by detecting employees with substantial qualifications and by internal transfers. This will help to address problems in understaffed services, but also to strengthen services with staff who are in short supply.

Postgraduate Dissertation 59 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

On the other hand, the institution of the Single Mobility System can become a tool for strengthening the staff of the Municipality, as well as attracting employees from other public bodies by the method of secondments, transfers, and even minimal recruitment. Emphasis must also be placed on employee training in order to continuously improve their performance.

Emphasis must also be placed on employee training in order to continuously improve their performance. Updating the knowledge of employees will combat the damping of their know-how. Moreover, the dissemination and use of legal information databases helps employees monitor the necessary developments and operate more efficiently.

Finally, another issue that I consider crucial to deal with is the lack of communication between employees, but mainly between the administration of the Municipality and employees. A meaningful way of communicating between bosses and subordinates through work meetings should be established, with the primary goal of improving their cooperation. Also, the evaluation of the institution by the employees, as well as the conduct of a survey of employees’ satisfaction, can contribute to the normalization of working conditions, but also to the more efficient operation of the institution.

All of the above, of course, will not make sense if there is no management by objectives, based on which, any action regarding the HRM of the Municipality, will be evaluated, in order to recognize its result and to take place in time any necessary actions.

Postgraduate Dissertation 60 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

5. Restructuring of the municipal internal service agency

5.1 Overview

This chapter is perhaps the most crucial in this paper, because it deals with the critical issues identified in the previous chapters.

Initially, the restructuring proposals of the ISA are recorded. These proposals concern the reorganization of the structure of the organizational chart, the redistribution of responsibilities between the services of the Municipality and the establishment of new services. Finally, issues of qualification of employees are regulated, which cover positions of responsibility.

Then the final structure of ISA, the responsibilities of the services and the qualifications of the supervisors, as they are finally formed after the above modifications are presented. The chapter concludes with a critical view of the expectations of the above actions.

5.2 ISA's Reorganization Proposals

As Nikolaidis (2003)88 states the stage of analysis of its internal and external environment (strategic analysis) is followed by the stage of formulating alternative strategies and selecting the most appropriate of them in terms of its development (strategic choice). The strategic choice concerns issues of structure’s reorganization, responsibilities redistribution, new services establishment, qualifications’ issues arsangement.

5.2.1 Reorganization of the ISA's structure

As in Chapter 3, the development of the evaluation of structures was carried out by type of service of the Municipality, due to the specifications of the work of the evaluation teams

88 Nikolaidis, Chr., 2003, Strategic Management and Structural Changes, Patra, Hellenic Open University

Postgraduate Dissertation 61 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

and the reorganization of the structures of the municipalities89, established by the Ministry of Interior under no. tt42128/30.10.2014 its document (APPENDIX C), the the same method will be attempted below for the recording of their reorganization proposals, in the following areas: a) Infrastructure, Transport, Environment and Urban Planning, b) Economic Development and Employment, c) Social Policy, Education, Sports and Culture, and d) Horizontal support services. In the field of Infrastructure, Transport, Environment and Urban Planning:

Creation of Construction and Project Supervision Department in the Directorate of Technical Services

Merger of the Buildings and Outdoor spaces Department and the Hydraulic and Geotechnical Construction Department in the newly established Construction and Project Supervision Department of the Directorate of Technical Services

Merger of the Municipal Lighting Department of the Directorate of Technical Services with the Traffic Lights Department of the same Directorate and its renaming to Municipal Lighting and Traffic Lights Department

Abolition of Infrastructure support and Construction Department of the Directorate of Cemeteries

Merger of the Directorate of Green Environment Management with the Cleaning and Recycling Directorate and its renaming to Environmental Directorate

Transfer of the Civil Protection Office from the Cleaning and Recycling Directorate to the Services submitted directly to the Mayor. This is suggested because the specific office must coordinate both different services of the Municipality and external bodies and its supervision must be carried out centrally.

Abolition of the Departments or Offices of Cleaning, Recycling, Environment, Infrastructure and Cemetery Maintenance by the Decentralized Services of the

89 http://www.pedde.gr/ped/attachments/article/161/%CE%91%CE%BE%CE%B9%CE%BF%CE%BB%CF% 8C%CE%B3%CE%B7%CF%83%CE%B7%20%CE%BF%CE%B4%CE%B7%CE%B3%CF%8C%CF%82 .pdf

Postgraduate Dissertation 62 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Municipality. Environmental Offices in the Decentralized Services of the Municipal Units of Agria, Nea Anchialos and Portaria are remained.

In the field of Economic Development and Employment:

Merger of the Department of Rural Development with the Department of Fisheries and the renaming to the Department of Rural Development and Fisheries

In the field of Horizontal/Support Services:

Establishment of Municipal Budget and Report Department in the Directorate of Financial Services

Conversion of the Department of Legal Entities into Office

Abolition of Departments or Offices of Financial Issues in the Municipal Units of Agria, Nea Anchialos and Portaria

Abolition of the Cemetery Directorate and creation of Cemeteries Management Department

Abolition of the Departments or Offices of Administrative Affairs that operate in the Decentralized Services of the Municipality and establishment of Offices of Administrative Affairs in the Municipal Units of Nea Ionia, Agria, Nea Anchialos and Portaria

Integration of the Independent Office of Administrative Assistance and Communication of Citizens with the Municipality under the supervision of the Department of Communication, Public and International Relations

Addition of Secretariat Office to all Directorates

5.2.2 Responsibilities redistribution

Following the above, the redistribution of responsibilities to the services of the Municipality is recorded, as follows:

The responsibilities of article 11 of no.2210/Β/27.7.2012 Government Gazette are transferred and added to the responsibilities of the Department of Communication, Public and International Relations

Postgraduate Dissertation 63 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

The competence of the last paragraph of paragraph b of article 12 of no.2210/Β/27.7.2012 Government Gazette, concerning school cleaners and school guards, is transferred to the responsibilities of the Department of Education, Lifelong Learning, Education and Culture.

The budgetary responsibilities of the Accounting Department of paragraph d of article 13 of no.2210/Β/27.7.2012 Government Gazette are transferred to the newly established Municipal Budget and Report Department of the Directorate of Financial Services.

The Supplies Department and the Storage Department of the Directorate of Financial Services include in their responsibilities the process of classifying materials / equipment as useless or as surplus materials and procedures for the destruction, removal or sale of these materials are observed. This responsibility remains with the Storage Department of the Directorate of Financial Services.

The responsibilities of paragraphs c and d of article 15 of no.2210/B/27.7.2012 Government Gazette are transferred to the newly established Department of Rural Development and Fisheries

The responsibilities of the Department of Administrative and Financial Support of the Directorate of Cemeteries are transferred to the newly established Cemeteries Management Department, except from the financial responsibilities, which are transferred to the respective departments of the Directorate of Financial Services.

The responsibilities of the Infrastructure support and Construction Department of the Directorate of Cemeteries are transferred to the respective departments of the Directorate of Technical Services

Transfer of responsibilities of the Departments or Offices of Financial Affairs to the Revenue Department of the Directorate of Financial Services (excluding collection responsibilities)

Definition as the responsibility of the Revenue Department of the Directorate of Financial Services of the Provision of Certificates for non-debt of fees, Real Estate Fees, contributions, etc.

Postgraduate Dissertation 64 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

The responsibilities of paragraph 1 of article 19 of No.2210/B/27.7.2012 of the Official Gazette of the Hydraulic and Geotechnical Construction Department and paragraph b of the same article of the Department of Buildings and Outdoor Areas are transferred into the newly established Construction and Project Supervision Department of the Directorate of Technical Services.

The responsibilities of paragraph d of article 19 of no.2210/Β/27.7.2012 of the Official Gazette and of paragraph f of article 19 of the same Official Gazette are transferred as responsibilities in the newly established Municipal Lighting and Traffic Lights Department

The responsibilities of the Cleaning and Recycling Directorate and the Directorate of Green Environment of Articles 22 and 23 of No.2210/B/27.7.2012 Government Gazette are transferred as responsibilities of the newly established Environmental Directorate.

5.2.3 New Services Establishment

According to article 12 of Law 3492/200690 and paragraph 1 of article 168 of Law 4270/201491, internal control services are established, under the general guidance and supervision of the General Accounting Office of the State, in the first and second degree local authorities.

The document no.44754/28.8.2018 of the Ministry of Interior92, urges that the local authorities of the first and second degree are invited to implement the above directive with the modification of the ISA. The Municipality of Volos is therefore obliged to establish an internal control service, which will be staffed with sufficient and specially trained personnel.

The work of these services is indicative the procedures’ controls planning, which take place from the receipt to the liquidation and the payment of the obligations of the

90 Article 12 of Law 3492/06 (GG 210/A/05.10.2006) Organization of an audit system to ensure the sound financial management of the State Budget and non-State Budget bodies and other provisions 91Pragraph 1 of article 168 of Law 4270/2014 (GG 143/Α/28.6.2014) Principles of financial management and supervision - public accounting and other provisions 92 Appendix B: “Ministry of Interior Document no 44754/28.8.2018”

Postgraduate Dissertation 65 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

institution and the assistance, through observations, in the improvement of the organization of the Municipality's services, with the aim of eliminating the overdue obligations and not creating new ones.

The audit reports of the Internal Audit Services are notified to the Court of Auditors93. The Court of Auditors monitors, controls and evaluates the effectiveness and adequacy of the Internal Audit Services and the internal valves of all the bodies of the General Government94 (par. 2 article 169 of Law 4270/2014).

For its establishment and the recording of its responsibilities, the operation of corresponding services in other municipalities, such as the Municipality of Thessaloniki95 and the Municipality of Rethymno96, was taken into account. For the Municipality of Volos, and in order to cover the size of the needs of such a service, its organization should be done at the level of an independent department, which is directly under the supervision of the Mayor.

5.2.4 Qualifications' issues arrangement

Last but not least, the issue of qualifications, which must be held by employees of the Municipality, who staff positions of responsibility, is settled. The modification of the qualifications of the employees in specific positions of responsibility is proposed in order the employees with specialized knowledge to remain in the materially competent services. Therefore, employees of the following branches-specialties are proposed as heads:

 In the Department of Internal Audit, all the branches-specialties of UE and TE  In the Municipal Budget and Report Department of the Directorate of Financial Services, the branches of permanent staff of UE Administrative/Financial, TE Administrative/Accounting and the specialties of ITPL staff

93 Paragraph 3 of article 168 of Law 4270/2014 (GG 143/Α/28.6.2014) Principles of financial management and supervision - public accounting and other provisions 94 Paragraph 2 of article 169 of Law 4270/2014 (GG 143/Α/28.6.2014) Principles of financial management and supervision - public accounting and other provisions 95 https://thessaloniki.gr/ 96 http://www.rethymno.gr/municipality/internal-organisation/esoterikouelegxou.html

Postgraduate Dissertation 66 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Administrative/Accounting UE, Financial UE, Accountants TE, Administrative/Accounting TE, Administrative/Financial TE  In the Directorate of Citizens’ Service Centers (CSC) and its departments, all the branches-specialties of engineers UE and TE, Social Work UE and TE, etc. and Economic Accounting UE and TE are excluded  In the Tourism Department of the Local Economic Development Directorate, the branches-specialties Agriculture and Environment are excluded  In the Rural Development and Fisheries Department, the branches and specialties of paragraph 8 of article 40 of no.2210/Β/27.7.2012 GG of the Department of Rural Development and the Department of Fisheries  In the Directorate of Social Protection, Open Seniors Protection Centers (OSPC) and Public Health and in its Departments the branches and specialties of Administrative- Economic UE and TE are excluded  In the Cemetery Management Department, the branches-specialties of paragraph 11 of article 40 of no.2210/Β/27.7.2012 GG  In the Construction and Project Supervision Department of the Directorate of Technical Services, the branches-specialties of paragraph 12 of article 40 of no.2210/Β/27.7.2012 GG  In the Municipal Lighting and Traffic Lights Department of the Directorate of Technical Services, the branches-specialties of paragraph 12 of article 40 of no.2210/Β/27.7.2012 GG  In the Environmental Directorate and in its departments the branches-specialties of paragraphs 15 and 16 of article 40 of no.2210/B/27.7.2012 GG

5.3 New internal service agency structure

The new form of the ISA structure which is created after the implementation of the above interventions will be reducted, as for the horizontal functional structure of the Municipality. The methods used mainly for this purpose are the abolition of services, their merger, the transfer of services to another part of the organization chart and the

Postgraduate Dissertation 67 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

establishment of new services. The configured organization chart is described in Appendix E.

5.4 Municipal Services' Responsibilities

Then the part of ISA is updated, which concerns the responsibilities of each service. The recording was made for all the services, as they emerged after merger, transfer or abolition of services, but also for services that remained in their original state. A detailed description of the responsibilities is attached in Αppendix F.

5.5 Conclusions

The aim of this chapter is to address the critical issues that have developed in previous chapters. Applying a large part of Appendix C of the specifications of the work of the evaluation teams and the reorganization of the structures of the municipalities97, established by the Ministry of Interior under no.tt42128/30.10.2014 its document (APPENDIX C), the implementation of the proposed changes is expected to yield the following results:

Initially, the restructuring of the Municipality’s services structure. The main goal of this action is to reduce the horizontal functional structure of the Municipality. The methods used for this purpose are the abolition of services, their merger, the transfer of services to another part of the organization chart and the establishment of new services. By the amendment of the ISA, according to the above interventions, the reduction of the area of the organizational structure by nineteen is achieved (ten Directorates from twelve, forty- six Departments from fifty-seven and thirty-seven Offices from fourty-five).

Evaluating the above actions, it appears that a direct savings of human resources and a more complete staffing of the services are achieved. Besides, the new structure of ISA

97 (http://www.pedde.gr/ped/attachments/article/161/%CE%91%CE%BE%CE%B9%CE%BF%CE%BB%CF %8C%CE%B3%CE%B7%CF%83%CE%B7%20%CE%BF%CE%B4%CE%B7%CE%B3%CF%8C%CF% 82.pdf)

Postgraduate Dissertation 68 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

aims at better communication and cooperation between the services. In this way, more efficient services are created, which aim to better citizens’ service.

Then, the redistribution of responsibilities in the services of ISA, aims at the better coordination and communication of the employees, in the solution of issues of overlapping of responsibilities between the services and confusion between the employees. It is therefore estimated that the description of clearer responsibilities and the establishment of a better work environment will result in more effective employees and more efficient services.

Finally, in order to achieve economy in the scientific personnel of the Municipality, the recording of the necessary formal staff’s qualifications, who have positions of responsibility of the Municipality’s services is modified. In this way, scientific personnel with specialized knowledge will be placed in positions of responsibility only in the Directorates and Departments, which require this knowledge, while the remaining employees of similar duties will staff the relevant services and will not be removed from them.

The critical conclusions of the above moves concern the economy of the scientific staff and its better utilization, with the aim of improving the quality of the services they provide. Following all the above actions, the organizational chart of the Municipality takes the following form:

Postgraduate Dissertation 69 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Mayor

Mayor's General office Directorate General Secretary's Administrative Services Office Directorate

Office of Special Directorate of Financial Advisors, Special Services Associates, Scienti fic Associates Directorate of Citizens' Service Centers (CSC) Directorate of Planning, Sustainabl Local Economic e Development and Development Directorate New Technologies

Independent Directorate of Social Municipal Police Protection, Open Seniors Department Protection Centers (OSPC) and Public Health

Legal Department Cemeteries Management Department Communication, Public and International Directorate of Relations Department Technical Services

Independent Department of Directorate of Building Internal Audit Construction Services

Directorate of Civil Protection Office Sustainable Mobility

Environmental Directorate

Department of Education and Lifelong Learning , Employment and Culture

Figure 5.1: Municipality of Volos’ organizational chart after the amendments

Postgraduate Dissertation 70 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

By implementing the strategical steps, is evaluated that the organization’s goal is going to be achived. However, the expectations from the above actions are multidimensional. They mainly concern the effort to improve the efficiency and effectiveness of the services of the Municipality. This has a direct impact on the development of the economic and social situation of the Municipality. Also, the services provided to citizens are expected to improve. Finally, because this whole project has as its main factors the human resources of the Municipality, the main goal is the development of a decent working environment with satisfied employees.

Postgraduate Dissertation 71 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

6. Conclusions

6.1 Overview

In this chapter the research problem is revisited, stating the main causes of its creation. A restatement of the theoretical approach, the methodology choices and the research’s phases is the continuation of this chapter. However, its main part is the evaluation of the research findings and the proposals for dealing with them. Equally important are the expectations from the implementation of the above proposals, which are summarized in this last chapter. Finally, the thesis concludes with the contribution of the current study in further research to the functional structure of municipalities and other public bodies in general and in particular in implementing theoretical approaches for the development of techniques for adapting to new data and situations.

6.2 Revisiting the research problem-limitations

As it has already been analyzed, the current scene of the Municipality of Volos was formed by the Law 3852/2010 and it is an important administrative reform. This action aimed at significant benefits for municipalities and society, but over time many problems arose. The establishment of a huge municipality in area and population was a turning point in its smooth operation. In combination with the disproportionate expansion of its responsibilities in relation to the small increase in its staff, the problem intensified. The introduction of the functional structure of the Municipality by the no.2210/Β/27.7.2012 Government Gazette and its non-updating after such a long period of time highlights another important issue.

In addition, the selection of a mixed organizational structure, centrally and decentralized, brought about a conflict of responsibilities of the municipal services. Also, the fragmentation of services has led to a lack of coordination among employees, overlaps in their responsibilities and delays in completing procedures.

Postgraduate Dissertation 72 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

All of the above was aggravated by the fact of the continuous reduction of staff. The main reason for this is the resignation of employees due to retirement, in view of the ominous scenarios regarding the retirement age and the reduces in pensions, one-off compensation, etc. Also, the reduction of recruitment, imposed by the central administration in recent years due to the economic crisis has contributed negatively to the adequate staffing of the municipality.

So the reorganization of ISA is a one-way street and in fact it should cover multidimensional needs. It should create distinct and functional services, with adequate staffing in the number and specialties of employees, but above all it should create conditions for more efficient employees and satisfied citizens.

6.3 Research methodology analysis - personal contribution to the dissertation

As Head of the Department of Efficiency and Quality of the Directorate of Planning, Sustainable Development and New Technologies, among my responsibilities are the evaluation of services, standardization of forms and procedures to facilitate employees and the proper implementation of the ELOT EN ISO 9001:2015 quality system. Also, my more than twenty years of career took place in financial matters (revenue, accounting and payroll departments), administrative employee (correspodence, employees' issues) and head of Citizens' Service Center allowed me to form an opinion on the most rational way of municipality’s services operation and it is more easily for me to identify the critical issues that need to be addressed.

Although my contribution to the research based on my career’s experience, the application of scientific methods for the research to be carried out successfully were of major significance. Therefore, according to the principles of Strategic Management, my research began with the strategic analysis of the internal environment of the Municipality, in terms of its structure and staffing, as well as the external environment, recording the factors that affect its operation. Then the critical issues were identified and the goals to be achieved

Postgraduate Dissertation 73 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

were set. Choosing the right strategy to achieve the above goals was the next step of the research. For the implementation of the selected strategy and the evaluation of its results, I relied on tools of the Municipality that will contribute to it, such as the Operational Program of the Municipality, the ELOT EN ISO 9001: 2015 certificate and the Common Evaluation Framework. However, the authorities of HRM could not fail to find application in my research, given that a large part of it concerns the management of the staff of the Municipality. The existence of a staffing plan, recruitment, employees' trainimg are stages of HRM that find application in my research. Finally, my research was based on the philosophy of TQM, according to which the organization looks forward to continuous improvement, constantly detecting and eliminating problems in the organization. For the conduct of the research, the specifications and instructions for the Municipalities and the Legal Entities structures’ evaluation and reorganization reports98, the article 35 of Law 4024/2011 and the Article 54 of Law 4178/201399 were taken into account. The research was conducted using the method of collecting and processing secondary data. The main sources of these data were the Government Gazette for the establishment and modification of the ISA of the Municipality100, the Strategic Plan of the Municipality of Volos (no.510/3.8.2015 decision of the Municipal Council of Volos)101 and the Administrative Services Directorate’s database102. However, the interview of the General Director of the Municipality of Volos103 was crucial, as it confirms the importance of the reorganization of the structure of the Municipality of Volos.

My contribution to the research has to do with the following points:

 I recorded the characteristics of the Municipality of Volos and the pathogenesis of Public Administration, which are the main reasons for the need to restructure the Municipality’s ISA

98 Appendix C: “Ministry of Interior Document no tt42128/30.10.2014” 99 Article 35 of Law 4024/2011 (GG 226/Α/27.10.2011) Pension arrangements, single payroll-score, work reserves and other provisions of the Medium Term Fiscal Strategy Framework 2012-2015 and Aricle 54 of Law 4178/2013 (GG 174/Α/8.8.2013) Arbitrary Building-Environmental Balance and other provisions 100 Government Gazette 2210/B/27.7.2012 Modification of the Internal Service Agency (ISA) of the Municipality of Volos N. Magnesia 101 Operational Plan of Action, 1st phase - Strategic Planning of the Municipality of Volos 2015-2019 102 Appendix A: ‘‘Municipality’s employees list per organizational unit on February 2020’’ 103 Appendix D: “Interview with general manager of the Municipality of Volos”

Postgraduate Dissertation 74 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

 I gathered the legislative product of the central administration, which imposed changes in the administration of the municipalities  I analyzed the impact of the financial crisis on the functioning of the public administration

The survey was also conducted in three major phases. It was preceded by a description of the existing structures, with reference to the responsibilities of the services, highlighting the services that face problems due to the ambiguities of the ISA. The phase of the description of the serving staff and its changes over time is followed. There are issues of lack of specific specialties staff, issues of overloading employees with multiple responsibilities, but mainly issues of understaffed services. The research closes with the stage of recording proposals for the reorganization of the ISA and ways of more rational exploitation of the existing staff.

6.4 Research findings’ evaluation

6.4.1 Evaluation of the functional organization structure of Municipality of Volos

The analysis of the organizational structure of the Municipality of Volos per service sector helped to highlighting and more accurate analysis of problems that hinder its effective operation. It can be concluded that the ISA of the municipality is a large organizational chart, which is flooded with ambiguities and overlaps of responsibilities between its services. Another conclusion is the existence of understaffed services or services with inactive responsibilities. Finally, bureaucratic procedures and lack of communication confuse employees when exercising their responsibilities. Finally, it is stated that the qualifications of the employees are not properly exploited and also a system for measuring the efficiency of the services is not used, so that the administration of the municipality knows the degree of efficiency of the services.

The evaluation of the above findings reinforces the view for the reorganization of the structure of the ISA, aiming at minimizing the above malfunctions through a series of

Postgraduate Dissertation 75 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

measures. These have to do with the abolition of the largest percentage of decentralized services, the merger of Directorates and Departments, the creation of new departments and the redistribution of responsibilities between services.

Also, the introduction of actions to simplify administrative procedures is a key proposal to the administration of the municipality. However, what is proposed to be adopted by the administration of the Municipality is the rational exploitation of the collaborations of the Municipality with other bodies, but also the strengthening of the cooperation between the services of the Municipality, with the aim of disseminating views, knowledge and experiences, in order to improve the organizational function of the Municipality. The last but equally important proposal is the introduction and proper use of service performance measurement tools, so that the malfunctions will be addressed in a timely manner and immediate corrective action will be taken.

6.4.2 Evaluation of Municipality of Volos’ human resources

Then, an evaluation of the human resources of the Municipality was carried out, highlighting issues of understaffing of its neuralgic services that concerns the municipality’s administration. Also, the exercise of parallel duties outside the main ones by employees and the excessive workload causes dissatisfaction among employees and citizens.

In order to achieve the most rational use of existing staff, full knowledge of the qualifications and experience of employees must first be obtained by the municipality’s administration. Then, with internal transfers within the services of the Municipality, the employees should be placed appropriately, depending on their qualifications. In addition, an appropriate and ongoing staff training system should be adopted, so that there is proper and timely information on the progress of their sciences and the updating of their knowledge, will contribute to the more effective services staffing.

Regarding the municipality’s staff strengthening and taking into account the strict policy of the central administration for the reduction of recruitment, the Municipality of Volos should strengthen its extroversion, in order to attract staff from other bodies of the public mechanism. The secondment of employees between public bodies, but mainly the transfers

Postgraduate Dissertation 76 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

with the Single Mobility System are methods that the Municipality Administration must take advantage of in order to achieve the staff strengthening.

Finally, the operation of the services of the Municipality can be normalized through the use of a tool for recording and evaluating procedures. The Quality Management System according to ISO 9001:2015, implemented by the Municipality, through the standardization of procedures, facilitates the exercise of duties of employees. The establishment also of the Common Assessment Framework can help measuring the quality of services provided, their evaluation and their effective restructuring. As a proposal at this point, the widespread dissemination of the above tools by the Management of the Municipality to the services, their adoption and their proper application, in order to bring the desired results, is mentioned.

6.5 Expectations from the proposals implementation

All the actions of the Municipality of Volos, through employees and management, such as any organization, public or private, aim at the systematic effort for a healthy municipality, operationally capable of responding to citizen servicing, the strengthening of social protection and planning and implementation of local development.

In conclusion, by the utilization of the above recommendations for the restructuring of the ISA and for the more rational exploitation of its existing staff, the substantial goals are:

 Improving the efficiency and effectiveness of municipal services  Reduction of the organization chart  Elimination of dysfunction or under-functioning of the services of the Municipality  Saving human and financial resources  Most rational exploitation of the scientific staff of the Municipality  Implementation of staffing plan for the timely treatment of staff shortage issues  Ongoing staff training  Creating a pleasant and efficient work environment

Postgraduate Dissertation 77 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

 Upgrading of the position and role of its employees by activating resources, qualifications and experience  Expanding development and the social character of the Municipality  Improvement of the degree of service of the citizens.

The above rearrangements of the forces of the Municipality with more rational criteria will contribute to the overall improvement of the image of the municipality and its contribution to the local community.

More generally, in terms of the theoretical objective of the work, it appears that the application of the principles of strategic management in public administration and the TQM and its tools contribute to the improvement of the quality of public administration. In particular, it proves that the application of the above in the evaluation and reorganization of the structure of the Municipality of Volos and the management of its human resources is effective and the research goal of the work is achieved.

6.6 Recommendations for future research

Arriving at the conclusion of the research, it is worth mentioning the tools used to conduct it. The implementation of the Strategic Planning of the Municipality, the establishment of a goal setting, the establishment of a Quality Management System according to ELOT EN ISO 9001:2015 and the Common Evaluation Framework are methods of evaluating the actions of the Municipality. Their common feature is the measurement of the efficiency or the achievement of the goals of the Municipality in various sectors, among which the efficiency of the operation of its services. The periodicity of the application of the above differs, but their philosophy has as a common feature: the cycle of Deming104. In a constantly evolving environment, due to socio-political and economic changes and continuous technological development, the Municipality is called to implement continuous changes in order to be adapted directly to the above. In other words, it is called to apply the principles of a tool of TQM, the Deming cycle: plan, do, check and act.

104 https://www.isixsigma.com/dictionary/deming-cycle-pdca/

Postgraduate Dissertation 78 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

The dissertation, therefore, as the first step of the cycle, plans the actions that must be implemented in the Municipality of Volos, trying to fill the gaps or ambiguities in the functional structure of the Municipality, strengthening the perception of the municipality’s services quality. By cultivating a more general philosophy of quality and proper organization of functions, processes and human resources, the adoption of the proposals of the present dissertation by the management of the Municipality and its employees is the next step in the Deming cycle. However, this dissertation is mainly a tool for further research, which will take advantage of the results of its application. During the audit of the fulfillment of the expectations of the present dissertation, the adoption or rejection of the innovations imposed by the present dissertation will take place. Therefore, this work should be a tool for the Municipality of Volos for the next Deming’s cycles of improving the efficiency and effectiveness of its services.

In addition, an event pointed out by the General Manager of the Municipality of Volos in his interview and by the Ministry of Interior in its document no.tt42128/30.10.2014, is the proposal for restructuring of the structures of the Municipality in combination with his legal entities105, creating an expanded operational structure in the administrative district of the Municipality. In the Municipality of Volos belongs the Legal Entity of Public Law DOEPAP-DIPETHE, having in its field the cultural, sports events and the operation of the kindergartens of the Municipality. Also there are the Municipal Enterprise KEKPA DIEK, which manages issues of welfare and social protection, and the Municipal Enterprise Water Supply and Sewerage of Volos, which is responsible for water supply, sewerage and wastewater treatment in the area of the Municipality of Volos. This dissertation is the springboard for the development of research in the above areas, expanding the vision of the municipality, satisfying to a greater extent the economy-cost relationship and increasing the added value of the Municipality of Volos.

However, the establishment of enlarged municipalities with the introduction of Law 3852/2010, had as its main goal the grouping of municipalities spatially, including a large urban center, which is mainly the base of the Municipality and smaller regional centers, which they can be mountainous, coastal, rural or livestock areas. This planning created

105 http://www.pedde.gr/ped/attachments/article/161/

Postgraduate Dissertation 79 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

municipalities with common characteristics in order to manage their issues more effectively. This dissertation could ultimately be a tool for study, implementation and further research for many of the country's municipalities. In other words it could be a standard organization guide for other greek municipalities.

The above concerns the level of administration of municipalities. However, the usefulness of implementing research proposals at the management level of organizations in general is then examined. The public services in general are facing problems in their operation. This is because the same factors that act as catalysts for the occurrence of problems in the Municipality of Volos affected the other bodies as well. Therefore, the proposals presented above could be adopted by other public services. The shrinking organizational structure through mergers or abolitions of services, the redistribution of responsibilities and ways to make the most efficient utilization of human resources, are proposals whose usefulness is widely accepted. However, even the utilization of the methodology used in this dissertation by a public body can act as a compass for the right orientation in the context of the reorganization of its service.

Postgraduate Dissertation 80 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

References

Law 3852/2010 “New Architecture of Local Government and Decentralized Administration-Kallikratis Program” (GG 87/A//7.6.2010)

Law 4071/2012 (GG 85/Α/11.4.2012) Regulations for Local Development, Local Government and Decentralized Administration

Law 4555/2018 (GG 133/Α/19.7.2018) Cleisthenes Program https://www.eetaa.gr/index.php?tag=etairia https://www.eetaa.gr/index.php?tag=kal_oey

Law 3584/2007 (GG 143/Α/28.7.2007) Ratification of the Code of Status of Municipal and Community Employees

Government Gazette 2210/B/27.7.2012 Modification of the Internal Service Agency (ISA) of the Municipality of Volos N. Magnesia

Government Gazette 2289/B/6.7.2017 Modification of the Internal Service Agency (ISA) of the Municipality of Volos N. Magnesia

Government Gazette 3222/B/15.9.2017 Modification of the Internal Service Agency (ISA) of the Municipality of Volos N. Magnesia

Government Gazette 316/B/6.2.2018 Modification of the Internal Service Agency (ISA) of the Municipality of Volos N. Magnesia

Government Gazette 678/B/28.2.2019 Modification of the Internal Service Agency (ISA) of the Municipality of Volos N. Magnesia

Operational Plan of Action, 1st phase - Strategic Planning of the Municipality of Volos 2015-2019, first edition, Volos, 2015, Retrieved from https://dimosvolos.gr/sites/default/files/%CE%A3%CE%A4%CE%A1%CE%91%CE%A 4%CE%97%CE%93%CE%99%CE%9A%CE%9F%CE%A3%20%CE%A3%CE%A7%C E%95%CE%94%CE%99%CE%91%CE%A3%CE%9C%CE%9F%CE%A3%20%CE%9 4%CE%97%CE%9C%CE%9F%CE%A5%20%CE%92%CE%9F%CE%9B%CE%9F%C E%A5%202015%20%E2%80%93%202019.pdf

Postgraduate Dissertation 81 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Nikolaidis, Chr., 2003, Strategic Management and Structural Changes, Patra, Hellenic Open University

Stavropoulou K., 2019, “Strategic Management and Marketing of a Public Organization: The case study of EFKA”, (Postgraduate Dissertation), Patra, Hellenic Open University

Mihiotis A, 2005, Management of People and Organizations, Volume 2, Patra, Hellenic Open University

Strategic Management (2020), Retrieved July 16th, 2020, from https://www.yourarticlelibrary.com/strategic-management/strategic-management/99700

Mihiotis A, 2005, Management of People and Organizations, Volume 4, Patra, Hellenic Open University

Thompson A., Peteraf M. A., Strickland A. J. and Gamble J. E., (2016), Crafting and Executing Strategy; The Quest for Competitive Advantage: Concepts and Cases, 20th edition, New York, NY: McGraw – Hill Education

Rosemary McInerney and David Barrows, (2020) Management Tools for Creating Government Responsiveness: The Liquor Control Board of Ontario as a Context for Creating Change, Retrieved July 16th, 2020, from file:///C:/Users/user/Downloads/barrows-ed.pd

Gulick, L. (1937) Science, values and public administration in Luther Gulick and Lyndall Urwick (eds), Papers on the science of administration

Karastathis, D., (2018), New Public Management and the Impact of the Financial Crisis on Greek Public Administration, (PhD Thesis), Athens, Panteion University of Social and Political Sciences

Denhardt, R.B. (1995), Public Administration: An action orientation, Harcourt Brace College Publishers

Lapsley, I. (2009). New Public Management: The cruelest invention of the human spirit? Abacus: Accounting, Finance and Business Studies, 45(1)

Karkatsoulis, P, (2001), Governance as a content and decision-making process for public affairs. Science and Society: Review of Political and Ethical Theory, 7,

Postgraduate Dissertation 82 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Stewart, R. (1999) The reality of management, Third Edition, Butterworth-Heinemann

Peters, B. G., & Pierre, J. (1998). Governance without government? Rethinking public administration. Journal of Public Administration Research and Theory, 8(2)

Investopedia (2020), Total Quality Management, Retrieved July 17th,2020, from https://www.investopedia.com/terms/t/total-quality-management-tqm.asp https://www.isixsigma.com/dictionary/deming-cycle-pdca/ https://en.wikipedia.org/wiki/Benchmarking

DIADIPYD / TSPEAD / F.18 / oik.9462 circular of the Ministry of Interior and Administrative Reconstruction, Retrieved May 15th, 2020, from http://minadmin.ypes.gr/wp-content/uploads/20160412_aploustefsi_anasx_diadikas.pdf

Papadimitropoulos, D., (2003), The simplification of administrative procedures, Theory and Practice, Administrative Information, vol.25, January 2003

Vouzas, F., (2002), Utilization of human resources, Strategic factor for quality improvement, Social Research Review, 108, doi: https: //doi.org/10.12681/grsr.9073

Zafeiridis, A., (2011), Process Redesign in Public Administration: The simplification of procedures as a quality tool, (Diploma Thesis), Thessaloniki, University of Macedonia, Economics and Social Sciences http://www.pedde.gr/ped/attachments/article/161/%CE%91%CE%BE%CE%B9%CE%BF %CE%BB%CF%8C%CE%B3%CE%B7%CF%83%CE%B7%20%CE%BF%CE%B4%C E%B7%CE%B3%CF%8C%CF%82.pdf

Law 3731/2008 (GG 263/A/23.12.2008) Reorganization of the municipal police and regulations of other issues within the competence of the Ministry of Interior

Law 4172/2013 (GG 167/A/23.7.2013) Abolition of positions of the Municipal Police branch

Law 4412/2016 (GG 147/Α/8.8.2016) Public Procurement of Projects, Supplies and Services

Postgraduate Dissertation 83 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Law 4129/2013 (GG 52/Α/28.2.2013) Ratification of the Code of Laws for the Court of Auditors

Law 3013/2002 (GG 102/A/1.5.2002) Upgrading of Civil Protection and other provisions

(Wikipedia, 2020), SWOT analysis, Retrieved, July 17th, 2020, from https://en.wikipedia.org/wiki/SWOT_analysis

Common Assessment Framework, (2020), Retrieved July 5th, 2020, from https://www.ypes.gr/koino-plaisio-axiologisis-kpa-egcheiridio-kai-odigos-efarmogis/ https://dimosvolos.gr/sites/default/files/%CE%A0%CE%99%CE%A3%CE%A4%CE%9F %CE%A0%CE%9F%CE%99%CE%97%CE%A4%CE%99%CE%9A%CE%9F_ISO_90 01_2015_en_0.pdf

Law 4024/2011 (GG 226/Α/27.10.2011) Pension arrangements, single payroll-score, work reserves and other provisions of the Medium Term Fiscal Strategy Framework 2012-2015

Law 4178/2013 (GG 174/Α/8.8.2013) Arbitrary Building-Environmental Balance and other provisions

Ministry of Interior, Circular on Simplification and Redesign of Administrative Procedures, ATHENS, 2016, Retrived from https://www.karagilanis.gr/files/egk_diadipid_tspead_f18_oik9462_2016.pdf

Law 3230/2004 (GG 44/Α/11.2.2004) Establishment of a Management System by objectives of measuring efficiency and other provisions

Law 4369/2016 (GG 37/Α/7.3.2016) Deposit Guarantee Systems - Deposit and Investment Guarantee Fund and other provisions

Hellenic Benchmarking Center (2020), The Comparative Evaluation Technique, Retrieved July 5th, 2020, from http://www.e-benchmarking.org/el/benchmarking.html

Decision of the Mayor of Municipality of Volos no.95838/GP22603/31.8.2012, Retrieved June 10th, 2020, from https://diavgeia.gov.gr/doc/%CE%924%CE%99%CE%96%CE%A996- 1%CE%A6%CE%9E?inline=true

Postgraduate Dissertation 84 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Law 4093/2012 (GG 222/Α/12.11.2012Approval of the Medium-Term Fiscal Strategy Framework 2013-2016- Urgent measures for the implementation of Law 4046/2012 and the Medium-Term Fiscal Strategy Framework 2013-2016

Law 4440/2016 (GG 224/A/2.12.2016) Unified Mobility System in Public Administration and Local Government, obligations of the persons appointed in the positions of articles 6 and 8 of N. 4369/2016, incompatible and prevention of cases conflict of interest and other provisions

Law 3492/06 (GG 210/A/05.10.2006) Organization of an audit system to ensure the sound financial management of the State Budget and non-State Budget bodies and other provisions

Law 4270/2014 (GG 143/Α/28.6.2014) Principles of financial management and supervision - public accounting and other provisions http://www.rethymno.gr/municipality/internal-organisation/esoterikouelegxou.html https://thessaloniki.gr/%ce%b8%ce%ad%ce%bb%cf%89-%ce%b1%cf%80%cf%8c- %cf%84%ce%bf%ce%bd-%ce%b4%ce%ae%ce%bc%ce%bf/%ce%bf- %ce%b4%ce%ae%ce%bc%ce%bf%cf%82/%ce%b3%ce%b5%ce%bd%ce%b9%ce%ba% ce%ad%cf%82- %ce%b4%ce%b9%ce%b5%cf%85%ce%b8%cf%8d%ce%bd%cf%83%ce%b5%ce%b9% cf%82/%cf%84%ce%bc%ce%ae%ce%bc%ce%b1%cf%84%ce%b1/%ce%b1%cf%85%cf %84%ce%bf%cf%84%ce%b5%ce%bb%ce%ad%cf%82- %cf%84%ce%bc%ce%ae%ce%bc%ce%b1- %ce%b5%cf%83%cf%89%cf%84%ce%b5%cf%81%ce%b9%ce%ba%ce%bf%cf%8d- %ce%b5%ce%bb%ce%ad%ce%b3%cf%87%ce%bf%cf%85/

Postgraduate Dissertation 85 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Appendix A: ‘‘Municipality’s employees list per organizational unit on February 2020’’

ΠΡΟΣΩΠΙΚΟ ΑΝΑ ΟΡΓΑΝΙΚΗ ΜΟΝΑΔΑ

ΑΡΙΘΜΟΣ ΚΑΤΗΓΟΡΙΑ ΠΑΡΑΛΛΗΛΑ ΑΤΟΜΩΝ ΕΚΠΑΙΔΕΥΣΗΣ ΚΛΑΔΟΣ/ΕΙΔΙΚΟΤΗΤΑ ΚΑΘΗΚΟΝΤΑ

Γραφείο Γενικού Γραμματέα

1 ΔΕ ΔΕ Διοικητικών Γραμματέων

ΑΥΤΟΤΕΛΕΣ ΤΜΗΜΑ ΔΗΜΟΤΙΚΗΣ ΑΣΤΥΝΟΜΙΑΣ 4 ΠΕ Δημοτικής Αστυνομίας 1 ΔΕ Τεχνικών Ηχοληπτών 1 ΔΕ Εποπτών Καθαριότητας

Κηπουρών, Δενδροκηπουρών, 1 ΔΕ Δενδροανθοκηπουρών 11 ΔΕ Δημοτικής Αστυνομίας 2 ΤΕ Δημοτικής Αστυνομίας

ΝΟΜΙΚΟ ΤΜΗΜΑ 3 ΠΕ Δικηγόρος παρ' Αρείω Πάγω 1 Δικηγόρος Παρ' Εφέταις 1 ΔΕ Διοικητικών Γραμματέων Παράλληλα καθήκοντα στο Τμήμα Νομικών Προσώπων και 1 ΔΕ Διοικητικών Γραμματέων Επιχειρήσεων

ΓΕΝΙΚΗ ΔΙΕΥΘΥΝΣΗ Παρακολούθηση και έλεγχος ενεργειων που αφορούν στο πρόγραμμα ΕΣΠΑ 1 ΠΕ Ηλεκτρολόγων Μηχανικών 2007-2013

Postgraduate Dissertation 86 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Γραφείο Γραμματείας 1 ΠΕ Αρχαιολόγων 1 ΠΕ Πολιτικών Μηχανικών 1 ΔΕ Διοικητικών Γραμματέων

ΔΙΕΥΘΥΝΣΗ ΠΡΟΓΡΑΜΜΑΤΙΣΜΟΥ, ΒΙΩΣΙΜΗΣ ΑΝΑΠΤΥΞΗΣ ΚΑΙ ΝΕΩΝ ΤΕΧΝΟΛΟΓΙΩΝ

Χωροταξίας, Πολεοδομίας, 1 ΠΕ Περιφερειακής Ανάπτυξης α. Γραφείο Γραμματείας

β.Τμήμα Προγραμματισμού και Ανάπτυξης 3 ΠΕ Διοικητικού ή και / Οικονομικού 1 ΠΕ Πολιτικών Μηχανικών

γ.Τμήμα Αποτελεσματικότητας και Ποιότητας

2 ΠΕ Διοικητικού ή και / Οικονομικού

δ.Τμήμα Ηλεκτρονικής Διακυβέρνησης και Διαφάνειας : έχει την ευθύνη οργάνωσης και 1 ΠΕ Διοικητικού και /ή Οικονομικού λειτουργίας του ΔΔΤ 1 ΤΕ Πληροφορικής 1 ΔΕ Χειριστών Η/Υ ΠΕ Ηλεκτρονικών Υπολογιστών 2 ΤΕ Πληροφορικής (software)

1 ΔΕ Ηλεκτρονικών 1 ΤΕ Πληροφορικής (hardware) 1 ΔΕ Διοικητικών

Postgraduate Dissertation 87 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

ε.Τμήμα Περιβάλλοντος

2 ΠΕ Περιβάλλοντος Απόσπαση στο Γραφείο του ΣΥΡΙΖΑ από 1 ΔΕ Δημοσιογράφων 1/1/2013

ΤΜΗΜΑ ΕΠΙΚΟΙΝΩΝΙΑΣ, ΔΗΜΟΣΙΩΝ ΚΑΙ ΔΙΕΘΝΩΝ ΣΧΕΣΕΩΝ 1 ΠΕ Διοικητικών

Παράλληλα καθήκοντα στο Τμήμα Τουρισμού της Διεύθυνσης ΤΟΑ 2 ΔΕ Δημοσιογράφων

1 ΔΕ Τεχνικών Ηχοληπτών

Παράλληλα καθήκοντα ως αναπληρώτρια για την τήρηση πρακτικών 1 ΔΕ Δημοσιογράφων Εκτελεστικής Επιτροπής

ΑΥΤΟΤΕΛΕΣ ΓΡΑΦΕΙΟ ΔΙΟΙΚΗΤΙΚΗΣ ΒΟΗΘΕΙΑΣ ΚΑΙ ΕΠΙΚΟΙΝΩΝΙΑΣ ΤΩΝ ΠΟΛΙΤΩΝ ΜΕ ΤΟ ΔΗΜΟ Παραλληλα καθήκοντα σε Αντιδημαρχια 1 ΔΕ Δημοσιογράφων πρασινου Διοικητική και οικονομική υποστήριξη ΝΠΔΔ "Μουσείο Αλ. 1 ΔΕ Διοικητικών Γραμματέων Δάτσα"

ΥΠΗΡΕΣΙΕΣ ΥΠΑΓΟΜΕΝΕΣ ΣΤΗ ΓΕΝΙΚΗ ΔΙΕΥΘΥΝΣΗ

Postgraduate Dissertation 88 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

ΔΙΕΥΘΥΝΣΗ ΔΙΟΙΚΗΤΙΚΩΝ ΥΠΗΡΕΣΙΩΝ

1 ΠΕ Διοικητικού

α. Τμήμα Διαχείρισης Ανθρώπινου Δυναμικού 3 ΠΕ Διοικητικού 2 ΔΕ Διοικητικών Γραμματέων 4 ΠΕ Διοικητικού και /ή Οικονομικού Γραμματειακή υποστήριξη Δ/νσης 1 ΠΕ Διοικητικού και /ή Οικονομικού Διοικητικών

β. Τμήμα Διοικητικής Μέριμνας 1 ΠΕ Διοικητικού και /ή Οικονομικού 23 ΔΕ Σχολικών Φυλάκων 3 ΔΕ Διοικητικών Γραμματέων 1 ΔΕ Κλητήρων 6 ΥΕ Καθαριστριών 38 ΥΕ καθαρίστριες σχολείων Με απόσπαση από το ΝΠΔΔ "ΔΟΕΠΑΠ- ΔΗΠΕΘΕ", από 1 ΥΕ Φύλακας 1/4/2012 5 ΥΕ Εργατών Καθαριότητας 1 ΥΕ Εργατών Κήπων Με απόσπαση από Δήμο Ελληνικού- Αργυρούπολης μέχρι 1 ΔΕ Διοικητικού 10/9/20 1 ΥΕ Φύλακας

γ. Τμήμα Υποστήριξης Συλλογικών Οργάνων 2 ΔΕ Διοικητικών Γραμματέων

1 ΠΕ Διοικητικού και /ή Οικονομικού Διοίκησης Μονάδων Τοπικής 1 ΤΕ Αυτ/σης

Postgraduate Dissertation 89 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

δ. Τμήμα Αστικής και Δημοτικής Κατάστασης

10 ΔΕ Διοικητικών Γραμματέων ΠΕ Διοικητικού και /ή 3 ΠΕ Οικονομικού

Παράλληλα καθήκοντα 1 ΤΕ Διοικητικού στο Ληξιαρχείο Βόλου

ε. Τμήμα Ληξιαρχείου Δημοτικής Ενότητας Βόλου

ΠΕ Διοικητικού και /ή 2 ΠΕ Οικονομικού 6 ΔΕ Διοικητικών Γραμματέων

Τετάρτη στο Γραφείο Διοικητικών Θεμάτων 1 ΔΕ Διοικητικών Γραμματέων ΔΕ Μακρινίτσας

ΔΙΕΥΘΥΝΣΗ ΟΙΚΟΝΟΜΙΚΩΝ ΥΠΗΡΕΣΙΩΝ ΠΕ Διοικητικού και /ή 1 ΠΕ Οικονομικού α. Γραφείο Γραμματείας

β.Τμήμα Δημοτικών Προσόδων

1 ΔΕ Διοικητικών Γραμματέων ΠΕ Διοικητικού και /ή 5 ΠΕ Οικονομικού 1 ΔΕ Χειριστών Η/Υ

Οδηγών Παράλληλα καθήκοντα 1 ΔΕ Αυτοκινήτων/Απορριμματοφόρων στο Τμήμα Εμπορίου

γ. Τμήμα Ταμείου

Postgraduate Dissertation 90 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Στατιστική ανταποκρίτρια για την υποβολή οικονομικών ΠΕ Διοικητικού και /ή στοιχείων του ΝΠΔΔ 1 ΠΕ Οικονομικού Μουσείο ΔΑΜΤΣΑ

ΠΕ Διοικητικού και /ή οικονομικη διαχειριση 1 ΠΕ Οικονομικού του ΣΥΔΙΣΑ ΠΕ Διοικητικού και /ή 2 ΠΕ Οικονομικού

4 ΔΕ Διοικητικών Γραμματέων 1 ΔΕ Εισπρακτόρων

δ.Τμήμα Λογιστηρίου

Παράλληλα καθήκοντα είσπραξης οφειλών προς το Δήμο, των Γραφείων Οικονομικών Θεμάτων των Δ. Ε. Πορταριάς, Ιωλκού και Μακρινίτσας. Γραμματειακή Εξυπηρέτηση Τοπικής ΠΕ Διοικητικού και /ή Κοινοτητας Άλλης 1 ΠΕ Οικονομικού Μεριας

1 ΔΕ Διοικητικών Γραμματέων ΠΕ Διοικητικού και /ή 1 ΠΕ Οικονομικού 2 TE Διοικητικού - Λογιστικού

Postgraduate Dissertation 91 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

ΑΠΟΣΠΑΣΗ ΣΤΟ ΕΑΚ ΠΕ Διοικητικού και /ή ΛΑΡΙΣΑΣ ΑΠΌ 1 ΠΕ Οικονομικού 1/3/2019 ΕΩΣ31/5/2020

ε.Τμήμα Μισθοδοσίας ΠΕ Διοικητικού και /ή 4 ΠΕ Οικονομικού Εκκαθαριστής 1 TE Διοικητικού - Λογιστικού μισθοδοσίας

στ. Τμήμα Ισολογισμού – Διπλογραφικού και Οικονομικής Πληροφόρησης ΠΕ Διοικητικού και /ή 4 ΠΕ Οικονομικού

ζ. Τμήμα Προμηθειών

ΠΕ Διοικητικού και /ή 6 ΠΕ Οικονομικού 1 TE Διοικητικού - Λογιστικού ΜονάδωνΤοπικής 1 TE Αυτοδιοίκησης Γραμματειακή ΠΕ Διοικητικού και /ή εξυπηρέτηση Δημοτικής 1 ΠΕ Οικονομικού Κοινότητας Βόλου

Γραμματειακή εξυπηρέτηση Δημοτικής Κοινότητας Ν. Ιωνίας και Τοπικής 1 TE Διοικητικού - Λογιστικού Κοινότητας Γλαφυρών

η.Τμήμα Δημοτικής Περιουσίας και Κληροδοτημάτων ΠΕ Διοικητικού και /ή 3 ΠΕ Οικονομικού 1 TE Διοικητικού - Λογιστικού

θ.Τμήμα Αποθήκης

Postgraduate Dissertation 92 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

1 ΔΕ Διοικητικών Γραμματέων Άδεια άνευ αποδοχών 28/5/2019 έως 1 TE Διοικητικού - Λογιστικού 26/10/2021 1 ΠΕ Διοικητικού και /ή Οικονομικού 1 TE Διοικητικού - Λογιστικού

ι.Τμήμα Νομικών Προσώπων και Επιχειρήσεων 1 ΔΕ Διοικητικών Γραμματέων

ΔΙΕΥΘΥΝΣΗ ΚΕΝΤΡΩΝ ΕΞΥΠΗΡΕΤΗΣΗΣ ΠΟΛΙΤΩΝ ( ΚΕΠ )

ΠΕ Διοικητικού και /ή 1 ΠΕ Οικονομικού

α. Τμήμα Α΄ ΚΕΠ (0452) 1 TE Κοινωνικής Εργασίας Διεκπεραίωσης Υποθέσεων 3 ΠΕ Πολιτών Διεκπεραίωσης Υποθέσεων 1 ΤΕ Πολιτών 1 ΠΕ Διοικητικού και /ή Οικονομικού 2 ΔΕ Διοικητικών Γραμματέων

β.Τμήμα Β΄ ΚΕΠ 1 TE Κοινωνικής Εργασίας Διεκπεραίωσης Υποθέσεων 2 ΠΕ Πολιτών Διεκπεραίωσης Υποθέσεων 2 ΤΕ Πολιτών 1 ΔΕ Χειριστών Η/Υ 1 ΔΕ Διοικητικών Γραμματέων

ΔΙΕΥΘΥΝΣΗ ΤΟΠΙΚΗΣ ΟΙΚΟΝΟΜΙΚΗΣ ΑΝΑΠΤΥΞΗΣ

Postgraduate Dissertation 93 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

1 ΤΕ Διοικητικού - Οικονομικού

α. Τμήμα Τουρισμού Άδεια Ανευ αποδοχων ΠΕ Διοικητικού και /ή από 1/8/2017 για 5 1 ΠΕ Οικονομικού χρόνια 1 ΠΕ Στατιστικής 1 ΔΕ Χειριστών Η/Υ 2 ΔΕ Διοικητικών Γραμματέων ΠΕ Διοικητικού και /ή 1 ΠΕ Οικονομικού

β. Τμήμα Εμπορίου ΠΕ Διοικητικού και /ή 4 ΠΕ Οικονομικού 1 ΔΕ Χειριστών Η/Υ 2 ΔΕ Διοικητικών Γραμματέων 1 ΔΕ Εποπτών Καθαριότητας

Παράλληλα καθήκοντα είσπραξης οφειλών προς το Δήμο του Γραφείου Οικονομικών Θεμάτων Δ. Ε. Αρτέμιδας ,παράλληλα καθήκοντα εκτέλεσης υπηρεσιακών αντικειμένων στο τμημα 1 ΔΕ Διοικητικών Γραμματέων Τουρισμού

γ. Τμήμα Αγροτικής Ανάπτυξης 1 ΠΕ Γεωπόνων

δ.Τμήμα Αλιείας

Postgraduate Dissertation 94 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

2 ΔΕ Διοικητικών Γραμματέων

ΔΙΕΥΘΥΝΣΗ ΚΟΙΝΩΝΙΚΗΣ ΠΡΟΣΤΑΣΙΑΣ, ΚΕΝΤΡΩΝ ΑΝΟΙΚΤΗΣ ΠΡΟΣΤΑΣΙΑΣ ΗΛΙΚΙΩΜΕΝΩΝ (ΚΑΠΗ) ΚΑΙ ΔΗΜΟΣΙΑΣ ΥΓΕΙΑΣ 1 ΤΕ Κοινωνικών Λειτουργών

α. Τμήμα Κοινωνικής Προστασίας 2 ΠΕ Κοινωνιολόγων Διοίκησης Μονάδων Τοπικής 1 ΤΕ Αυτ/σης 5 ΤΕ Κοινωνικών Λειτουργών 2 ΤΕ Διοικητικού-Λογιστικού ανάθεση καθηκόντων γραμματειακής υποστήριξης Αντιδημάρχου Οικονομικών και Αξιοποίησης Δημοτικής Περιουσίας με Διοίκησης Μονάδων Υγείας και αποδέσμευση από τα 1 ΤΕ Πρόνοιας κύρια καθήκοντά της

2 ΔΕ Διοικητικών Γραμματέων 1 ΠΕ Οικονομολογων

Άδεια άνευ αποδοχών πέντε (5) ετών από 1 ΠΕ Ψυχολόγων 4/11/2016 - 3/11/2021 Σπουδάστρια ΤΕΙ πρακτική άσκηση στο Τμήμα Ηλεκτρονικής Διακυβέρνησης και Διαφάνειας από 21/10/2019 - 20/4/2020 1 ΔΕ Διοικητικών Γραμματέων β. Τμήμα ΚΑΠΗ

Postgraduate Dissertation 95 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

2 ΤΕ Κοινωνικών Λειτουργών 1 ΤΕ Νοσηλευτών 3 ΥΕ Οικογενειακών Βοηθών 2 ΔΕ Βοηθών Νοσοκόμων 1 ΤΕ Φυσιοθεραπευτών 2 ΥΕ Προσωπικού Καθαριότητας Παράλληλα καθήκοντα στο Κοινωνικό 1 ΥΕ Μαγείρων Παντοπωλείο Προσωρινή μετακίνηση στο Τμήμα Λογιστηρίου για 2 + 6 μήνες με αναστολή των παράλληλων καθηκόντων.Παράλληλα καθήκοντα στο ΚΕΠ 1 ΤΕ Νοσηλευτών Υγείας 1 ΔΕ Διοικητικών Γραμματέων 1 ΔΕ Οδηγών

Με απόσπαση από το ΝΠΔΔ "ΔΟΕΠΑΠ- 1 ΥΕ Προσωπικού Καθαριότητας ΔΗΠΕΘΕ από 1/4/2012 ΠΑΡΑΛΛΗΛΑ ΚΑΘΗΚΟΝΤΑ ΣΤΟ ΤΜΗΜΑ ΠΡΟΣΤΑΣΙΑΣ ΚΑΙ ΠΡΟΑΓΩΓΗΣ ΔΗΜΟΣΙΑΣ ΥΓΕΙΑΣ - αν. μέλος στο ΣΥΝΕΡΓΕΙΟ ΕΠΙΣΙΤΙΣΤΙΚΟΥ 1 ΤΕ Νοσηλευτών ΠΡΟΓΡΑΜΜΑΤΟΣ

γ. Τμήμα Προστασίας και Προαγωγής της Δημόσιας Υγείας 1 ΔΕ Διοικητικών Γραμματέων

1 ΤΕ Εποπτών Δημόσιας Υγείας

ΤΜΗΜΑ ΠΑΙΔΕΙΑΣ ΚΑΙ ΔΙΑ ΒΙΟΥ ΜΑΘΗΣΗΣ, ΑΠΑΣΧΟΛΗΣΗΣ ΚΑΙ ΠΟΛΙΤΙΣΜΟΥ

Postgraduate Dissertation 96 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

3 ΠΕ Διοικητικού και /ή Οικονομικού 1 ΠΕ Αρχαιολόγων 2 ΤΕ Διοικητικού-Λογιστικού Γραμματειακή υποστήριξη αντιδημάρχου Παιδείας 1 ΔΕ Χειριστών Η/Υ - Πολιτισμού 1 ΔΕ Διοικητικών 1 ΔΕ Βοηθός Λογιστή

ΔΙΕΥΘΥΝΣΗ ΚΟΙΜΗΤΗΡΙΩΝ

Αγρονόμων Τοπογράφων 1 ΠΕ Μηχανικών Στη διάθεση του Αντιδημάρχου με παράλληλα καθήκοντα σε Γραφείο Διοικ. Θεμάτων Αισωνίας και στο Γραφείο ΚΕΠ 1 ΠΕ Διοικητικού και /ή Οικονομικού Αισωνίας Γραμματειακή υποστήριξη του 1 ΔΕ Πληροφορικής Αντιδημάρχου 1 ΔΕ Σχολικών Φυλάκων

Στη διάθεση του Αντιδημάρχου με παράλληλα καθήκοντα στο Γραφείο Διοικητικών Θεμάτων Ιωλκού και Γραμματειακή εξυπηρέτηση Τοπικών Κοινοτήτων Αγίου Ονουφρίου, Ανακασιάς 1 ΔΕ Διοικητικών Γραμματέων και Άνω Βόλου

α. Τμήμα Διοικητικής και Οικονομικής Υποστήριξης 1 ΠΕ Διοικητικού και /ή Οικονομικού

Postgraduate Dissertation 97 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

2 ΔΕ Διοικητικών Γραμματέων

β. Τμήμα Συντήρησης και Κατασκευής Έργων Μηχανικών Πολιτικών Δομικών 1 ΤΕ Έργων Οδηγών 2 ΔΕ Αυτοκινήτων/Απορριμματοφόρων 1 ΥΕ Προσωπικού Καθαριότητας 7 ΥΕ Προσωπικού Καθαριότητας 2 ΥΕ Ταφών – Εκταφών

ΔΙΕΥΘΥNΣH TEXNIKΩN YΠHPEΣIΩN

Προϊστάμενος Διεύθυνσης 1 ΠΕ ΠΕ Πολιτικών Μηχανικών

Με απόσπαση από το ΝΠΔΔ "ΔΟΕΠΑΠ- ΔΗΠΕΘΕ", από 1/9/2013 Παράλληλα καθήκοντα διεκπεραίωσης διαδικασιών μετακίνησης 1 ΠΕ Διοικητικού προσωπικού Παράλληλα καθήκοντα διεκπεραίωσης διαδικασιών μετακίνησης 1 ΠΕ Διοικητικού προσωπικού

α. Γραφείο Γραμματείας Παράλληλα καθήκοντα διεκπεραίωσης διαδικασιών μετακίνησης 2 ΔΕ Διοικητικών Γραμματέων προσωπικού

Postgraduate Dissertation 98 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Εξουσιοδότηση υπογραφών Παράλληλα καθήκοντα διεκπεραίωσης διαδικασιών μετακίνησης προσωπικού

β. Τμήμα Κτιρίων – Υπαίθριων Χώρων 2 ΠΕ Πολιτικών Μηχανικών 1 ΠΕ Ηλεκτρολόγων Μηχ/κών 2 ΠΕ Μηχανολόγων Μηχ/κών Αγρονόμων, Τοπογράφων 1 ΠΕ Μηχανικών 5 ΠΕ Αρχιτεκτόνων Μηχανικών 1 ΠΕ Χημικών Μηχανικών 1 ΤΕ Πολιτικών Μηχανικών 1 ΤΕ Μηχανικών Τοπογραφίας 1 ΔΕ Σxεδιαστών

γ. Τμήμα Συντηρήσεων 1 ΠΕ Χωροτάκτη Μηχανικού 1 ΠΕ Μηχανολόγων Μηχανικών 1 ΠΕ Διοικητικού και /ή Οικονομικού 1 ΤΕ Μηχανικών Έργων Υποδομής

Διαχειρίστρια υλικού 1 ΤΕ Πολιτικών Μηχανικών αποθήκης Διεύθυνσης Αναρρωτική Αδεια άνευ αποδοχών μέχρι 1 ΤΕ Ηλεκτρολόγος Μηχ/κος 31/01/2022 1 ΔΕ Χειριστών Η/Υ 1 ΔΕ Διοικητικού 5 ΔΕ Τεχνιτη Ελαιοχρωματιστή 3 ΔΕ Τεχνίτη Πλακοστρωτής 3 ΔΕ Τεχνιτης Οικοδομος 6 ΔΕ Τεχνίτης Υδραυλικός 1 ΔΕ Τεχνίτης Ξυλουργός 2 ΔΕ Τεχνίτης Ψυκτικός 1 ΔΕ Τεχνίτη Αλουμινοσσιδερας 1 ΔΕ Τεχνίτης 2 ΔΕ Οδηγών Αυτ/των 2 ΥΕ Εργατών

Postgraduate Dissertation 99 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

δ. Τμήμα Hλεκτροφωτισμού Μηχανολόγων ή Ηλεκτρολόγων 2 ΤΕ Μηχανικών 4 ΔΕ Ηλεκτρολόγων 7 ΔΕ Ηλεκτροτεχνιτών Χειριστών Μηχανημάτων Έργων 1 ΔΕ (καλαθοφόρου οχήματος) 1 ΔΕ Οδηγών Γερανοφόρου 3 ΔΕ Χειριστών Μηχανημάτων Έργων 1 ΔΕ Διοικητικών Γραμματέων

Παράλληλα καθήκοντα στο Τμήμα 3 ΔΕ Ηλεκτροτεχνιτών Συντηρήσεων Εξουσιοδότηση υπογραφών - Παράλληλα καθήκοντα Μηχανολόγων ή Ηλεκτρολόγων στο Τμήμα 1 ΤΕ Μηχανικών Συντηρήσεων

ε. Τμήμα Οδοποιίας 2 ΠΕ Πολιτικών Μηχανικών 1 ΠΕ Τοπογράφων Μηχανικών΄ 1 ΤΕ Πολιτικών Μηχανικών 1 ΔΕ Διοικητικού Θα προσφέρει τις υπηρεσίες του στη Δ/νση Υπηρεσίας 1 ΔΕ Οδηγών Αυτοκινήτων Δόμησης κάθε Δευτέρα

στ. Τμήμα Φωτεινής Σηματοδότησης ΤΕ Μηχανολόγων ή

1 ΤΕ Ηλεκτρολόγων Μηχανικών Παράλληλα καθήκοντα στο Τμήμα 2 ΔΕ Ηλεκτρολόγων Ηλεκτροφωτισμού 1 ΔΕ Τεχνιτών Ηλ/γων Παρκομέτρων

Postgraduate Dissertation 100 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

ζ. Τμήμα Ποιοτικού Ελέγχου και Τεχνικής Διαχείρισης 1 ΠΕ Πολιτικών Μηχανικών 3 ΤΕ Πολιτικών Μηχανικών 1 ΔΕ Τεχνικών Ηχοληπτών 1 ΔΕ Εργοδηγών

η. Τμήμα Υδραυλικών και Εγγειοβελτιωτικών Έργων 1 ΤΕ Τοπογράφων Μηχανικών, 1 ΠΕ Γεωτεχνικών - Γεωλόγων 1 ΠΕ Περιβάλλοντος

ΔΙΕΥΘΥΝΣΗ ΥΠΗΡΕΣΙΑΣ ΔΟΜΗΣΗΣ 1 ΠΕ Πολιτικών Μηχανικών

α. Γραφείο Γραμματείας Παράλληλα καθήκοντα διεκπεραίωσης διαδικασιών μετακίνησης 1 ΔΕ Διοικητικών Γραμματέων προσωπικού Παράλληλα καθήκοντα διεκπεραίωσης διαδικασιών μετακίνησης 1 ΔΕ Χειριστών Η/Υ προσωπικού 1 ΥΕ Προσωπικού Καθαριότητας

β. Τμήμα Έκδοσης Αδειών Δόμησης

Postgraduate Dissertation 101 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Παράλληλα καθήκοντα Γραμματειακή Υποστήριξη της Διεύθυνσης Δόμησης Παράλληλα καθήκοντα διεκπεραίωσης διαδικασιών μετακίνησης 1 ΤΕ Διοικητικού-Λογιστικού προσωπικού

1 ΥΕ Κλητήρων 1 ΔΕ Κτιριακών Έργων Παράλληλα καθήκοντα διεκπεραίωσης διαδικασιών μετακίνησης 1 ΔΕ Χειριστών Η/Υ προσωπικού

Αγρονόμων, Τοπογράφων 1 ΠΕ Μηχανικών 3 ΠΕ Αρχιτεκτόνων Μηχανικών 1 ΠΕ Βιομηχανικού Σχεδίου 1 ΠΕ Πολιτικών Μηχανικών 1 ΠΕ Ηλεκτρολόγων Μηχ/κών Μηχανολόγων ή Ηλεκτρολόγων 1 ΤΕ Μηχανικών 1 ΔΕ Δομικών Έργων

γ. Τμήμα Πολεοδομικού Ελέγχου Μηχανικών Πολιτικών Δομικών 2 ΤΕ Έργων Αγρονόμων, Τοπογράφων 1 ΠΕ Μηχανικών 2 ΠΕ Αρχιτεκτόνων Μηχανικών

Postgraduate Dissertation 102 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

2 ΤΕ Πολιτικών Μηχανικών 1 ΠΕ Πολιτικών Μηχανικών 1 ΔΕ Διοικητικών Γραμματέων

δ. Τμήμα Πολεοδομικού Σχεδιασμού

1 ΤΕ Τοπογράφος Μηχανικός Αγρονόμων, Τοπογράφων 3 ΠΕ Μηχανικών 1 ΠΕ Αρχιτεκτόνων Μηχανικών 1 ΤΕ Πολιτικών Μηχανικών Μηχ/κών Χωροταξίας, 2 ΠΕ Πολεοδομίας, Περιφ. Ανάπτυξης 1 ΔΕ Διοικητικών Γραμματέων Παράλληλα καθήκοντα Αγρονόμων, Τοπογράφων στο Τμήμα Έκδοσης 1 ΠΕ Μηχανικών Αδειών 1 ΔΕ Χειριστών Η/Υ Παράλληλα καθήκοντα Αγρονόμων, Τοπογράφων Τμήμα Πολεοδομικού 1 ΠΕ Μηχανικών Σχεδιασμού

ΔΙΕΥΘΥΝΣΗ ΒΙΩΣΙΜΗΣ ΚΙΝΗΤΙΚΟΤΗΤΑΣ

1 ΠΕ Πολιτικών Μηχανικών

α. Γραφείο Γραμματείας

1 ΔΕ Διοικητικών Γραμματέων

Postgraduate Dissertation 103 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

β. Τμήμα Κυκλοφορίας και Συγκοινωνιών 2 ΠΕ ΠΕ Πολιτικών Μηχανικών

3 ΔΕ Τεχνιτών 1 ΔΕ Βοηθού Λογιστή 1 ΥΕ Εργατών

γ. Τμήμα Στάθμευσης Μηχανολόγων ή Ηλεκτρολόγων 2 ΤΕ Μηχανικών Αγρονόμων Τοπογράφων 1 ΠΕ Μηχανικών 1 ΠΕ Πολιτικών Μηχανικών

ΔΙΕΥΘΥΝΣΗ ΚΑΘΑΡΙΟΤΗΤΑΣ KAI ΑΝΑΚΥΚΛΩΣΗΣ

1 ΠΕ Περιβάλλοντος Φύλαξη Δημοτικού 1 ΥΕ Φυλάκων Νυκτοφυλάκων Αμαξοστάσιου

α. Γραφείο Γραμματείας 1 ΔΕ Διοικητικών Γραμματέων 1 ΤΕ Διοικητικού - Λογιστικού

β. Γραφείο Πολιτικής Προστασίας υπεύθυνη του Γραφείου 1 ΤΕ Τεχνολογίας Γεωπονίας Πολιτικής Προσταίας

γ. Τμήμα Σχεδιασμού, Εποπτείας και Αποκομιδής Απορριμμάτων και Ανακυκλώσιμων Υλικών

Postgraduate Dissertation 104 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Παράλληλα καθήκοντα στο Τμήμα Καθαριότητας και Ανακύκλωσης Δ.Ε. 1 ΥΕ Επιστατών Καθαριότητας Νέας Ιωνίας 23 ΥΕ Προσωπικού Καθαριότητας 18 ΥΕ Προσωπικού Καθαριότητας Παράλληλα καθήκοντα στο Τμήμα Καθαριότητας και Οδηγών Ανακύκλωσης Δ.Ε. 11 ΔΕ Αυτοκινήτων/Απορριμματοφόρων Νέας Ιωνίας Οδηγών

10 ΔΕ Αυτοκινήτων/Απορριμματοφόρων 1 ΔΕ Εποπτών Καθαριότητας

δ. Τμήμα Καθαρισμού Κοινοχρήστων Χώρων & Ειδικών Συνεργείων 2 ΠΕ Διοικητικού και /ή Οικονομικού 1 ΔΕ Διοικητικών Γραμματέων Παράλληλα καθήκοντα στο Τμήμα Καθαριότητας και Ανακύκλωσης Δ.Ε. 1 ΥΕ Επιστατών Καθαριότητας Νέας Ιωνίας Παράλληλα καθήκοντα στο Γραφείο Πολιτικής 1 ΥΕ Προσωπικού Καθαριότητας Προστασίας 17 ΥΕ Προσωπικού Καθαριότητας Παράλληλα καθήκοντα στο Τμήμα Καθαριότητας και Ανακύκλωσης Δ.Ε. 9 ΥΕ Προσωπικού Καθαριότητας Νέας Ιωνίας Οδηγών

4 ΔΕ Αυτοκινήτων/Απορριμματοφόρων Παράλληλα καθήκοντα στο Τμήμα Καθαριότητας και Οδηγών Ανακύκλωσης Δ.Ε. 5 ΔΕ Αυτοκινήτων/Απορριμματοφόρων Νέας Ιωνίας

Postgraduate Dissertation 105 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Παράλληλα καθήκοντα στο Γραφείο Πολιτικής 2 ΔΕ Εποπτών Καθαριότητας Προστασίας 7 ΔΕ Χειριστών Μηχανημάτων Έργων Παράλληλα καθήκοντα στο Τμήμα Καθαριότητας και Ανακύκλωσης Δ.Ε. 1 ΔΕ Χειριστών Μηχανημάτων Έργων Νέας Ιωνίας Παράλληλα καθήκοντα στο Τμήμα Καθαριότητας και Ανακύκλωσης Δ.Ε. 1 ΔΕ Συντηρητής Νέας Ιωνίας

ε. Τμήμα Διαχείρισης και Συντήρησης Οχημάτων 1 ΠΕ Μηχανολόγων Μηχανικών 3 ΠΕ Διοικητικών 3 ΔΕ Ηλεκτροτεχνιτών Αυτοκινήτων 4 ΔΕ Μηχανοτεχνιτών Αυτοκινήτων 2 ΔΕ Διοικητικού 2 ΥΕ Εργατών Καθαριότητας

ΔΙΕΥΘΥΝΣΗ ΠΡΑΣΙΝΟΥ

1 ΤΕ Τεχνολογίας Γεωπονίας

α. Γραφείο Γραμματείας 1 ΔΕ Χειριστών Η/Υ 1 ΔΕ Διοικητικών Γραμματέων 1 ΠΕ Διοικητικών

β. Τμήμα Σχεδιασμού και Εποπτείας Πρασίνου 1 ΤΕ Τεχνολογίας Γεωπονίας 9 ΔΕ Κηπουρών 1 ΔΕ Τεχνιτών 2 ΔΕ Οδηγών Αυτοκινήτων 1 ΠΕ Γεωπόνων

Postgraduate Dissertation 106 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Διαχειρίστρια υλικού αποθήκης Διεύθυνσης Πρασίνου - ΑΝΑΘΕΣΗ ΚΑΘΗΚΟΝΤΩΝ ΣΤΟ ΤΜΗΜΑ ΣΥΝΤΗΡΗΣΕΩΝ ΓΙΑ 2 ΜΗΝΕΣ (1/11/2019- 31/12/2019) ΚΑΙ ΕΠΙΠΛΕΟΝ 6 ΜΗΝΕΣ (4/2/2020- 1 ΤΕ Τεχνολογίας Γεωπονίας 3/8/2020) 1 ΔΕ Τεχνιτών (Υδραυλικών)

γ. Τμήμα Πάρκων, Πλατειών και Δενδροστοιχιών

2 ΤΕ Τεχνολογίας Γεωπονίας 16 ΔΕ Κηπουρών 1 ΔΕ Τεχνιτών (Υδραυλικών) 6 ΥΕ Εργατών κήπων

ΑΠΟΚΕΝΤΡΩΜΕΝΕΣ ΥΠΗΡΕΣΙΕΣ ΔΗΜΟΤΙΚΗ ΕΝΟΤΗΤΑ ΝΕΑΣ ΙΩΝΙΑΣ

1. Τμήμα Διοικητικών Θεμάτων

Έκδοση βεβαιώσεων 1 ΠΕ Διοικητικού και /ή Οικονομικού μονίμου κατοικίας. 1 ΔΕ Φυλάκων Κτιρίων Προσωπικού Καθαριότητας 1 ΥΕ (Καθαριστριών)

Postgraduate Dissertation 107 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Έκδοση βεβαιώσεων μονίμου κατοικίας. Παράλληλα καθήκοντα στο Ληξιαρχείο Βόλου και στο Τμήμα Αστικής και Δημοτικής 1 ΔΕ Διοικητικού Κατάστασης 1 ΔΕ Διοικητικού

2. Τμήμα Οικονομικών Θεμάτων 1 ΔΕ Διοικητικών Γραμματέων

3. Τμήμα Κέντρου Εξυπηρέτησης Πολιτών (Κ.Ε.Π.) (0208) 1 ΤΕ Κοινωνικής Εργασίας Διεκπεραίωσης Υποθέσεων 3 ΠΕ Πολιτών Διεκπεραίωσης Υποθέσεων 1 ΤΕ Πολιτών 1 ΔΕ Διοικητικών Γραμματέων

4. Τμήμα Καθαριότητας και Ανακύκλωσης 1 ΤΕ Πολιτικών Μηχανικών

1 ΔΕ Χειριστών Μηχανημάτων 1 ΔΕ Εποπτών καθ/τας Παράλληλα καθήκοντα στα Τμήματα της Οδηγών Διεύθυνσης στη Δ.Ε. 9 ΔΕ Αυτοκινήτων/Απορριμματοφόρων Βόλου Οδηγών

1 ΔΕ Αυτοκινήτων/Απορριμματοφόρων

Postgraduate Dissertation 108 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Παράλληλα καθήκοντα στα Τμήματα της Διεύθυνσης στη Δ.Ε. 1 ΔΕ Τεχνιτών Βόλου Παράλληλα καθήκοντα στα Τμήματα της Διεύθυνσης στη Δ.Ε. 1 ΥΕ Επιστατών Καθαριότητας Βόλου Παράλληλα καθήκοντα στα Τμήματα της Διεύθυνσης στη Δ.Ε. 8 ΥΕ Προσωπικού Καθαριότητας Βόλου 11 ΥΕ Προσωπικού Καθαριότητας

5. Τμήμα Πρασίνου 2 ΤΕ Τεχνολογίας Γεωπονίας 6 ΔΕ Κηπουρών 2 ΥΕ Εργατών κήπων

ΔΗΜΟΤΙΚΗ ΕΝΟΤΗΤΑ ΑΙΣΩΝΙΑΣ

1. Γραφείο Διοικητικών θεμάτων

2. Γραφείο Οικονομικών Θεμάτων

3. Γραφείο Κέντρου Εξυπηρέτησης Πολιτών ( Κ.Ε.Π. ) (0451) Εξουσιοδότηση υπογραφών σε αντίγραφα ληξιαρχικών πράξεων και Διεκπεραίωσης Υποθέσεων πιστοποιητικών 1 ΤΕ Πολιτών δημοτολογίου

4. Πολυδύναμο Γραφείο Καθαριότητας και Ανακύκλωσης, Πρασίνου, Συντήρησης Υποδομών και Κοιμητηρίου

Postgraduate Dissertation 109 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

μετακίνηση στη ΔΕΥΑΜΒ 1/9/2013 έως 1 ΤΕ Γεωπόνων 31/8/2020) 3 ΥΕ Εργατών Καθαριότητας

Παράλληλα καθήκοντα στο Πολυδύναμο Γραφείο της Δημοτικής Ενότητας Νέας Αγχιάλου 4 ΥΕ Εργατών Καθαριότητας

Παράλληλα καθήκοντα στο Πολυδύναμο Γραφείο της Δημοτικής Ενότητας Νέας Αγχιάλου 1 ΔΕ Κηπουρών

Παράλληλα καθήκοντα στο Πολυδύναμο Γραφείο της Δημοτικής Ενότητας Νέας Αγχιάλου 2 ΔΕ Υδραυλικών

Παράλληλα καθήκοντα στο Πολυδύναμο Γραφείο της Δημοτικής Ενότητας Νέας Οδηγών Αγχιάλου 1 ΔΕ Αυτοκινήτων/Απορριμματοφόρων

ΔΗΜΟΤΙΚΗ ΕΝΟΤΗΤΑ ΝΕΑΣ ΑΓΧΙΑΛΟΥ

1. Τμήμα Διοικητικών Θεμάτων 2 ΔΕ Διοικητικών Γραμματέων

παράλληλα καθηκόντα στο Γραφείο Κέντρου Εξυπηρέτησης Πολιτών (Κ.Ε.Π. - 0676) ΔΕ 1 ΤΕ Διοικητικού-Λογιστικού Νέας Αγχιάλου

Postgraduate Dissertation 110 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Παράλληλα καθήκοντα στο Τμήμα Αστική και Δημοτικής Κατάστασης 1 ΔΕ Διοικητικών Γραμματέων 2 μέρες την εβδομάδα

2. Γραφείο Ληξιαρχείου

3. Γραφείο Οικονομικών Θεμάτων Παράλληλα καθήκοντα στο Τμήμα Εμπορίου (Αρμοδιότητα Λαϊκών 1 ΔΕ Διοικητικών Γραμματέων Αγορών) 1 ΠΕ Διοικητικού και /ή Οικονομικού

4. Γραφείο Κέντρου Εξυπηρέτησης Πολιτών ( Κ.Ε.Π. ) (0676) Διεκπεραίωσης Υποθέσεων 1 ΤΕ Πολιτών Διεκπεραίωσης Υποθέσεων 1 ΠΕ Πολιτών

5. Πολυδύναμο Γραφείο Καθαριότητας και Ανακύκλωσης, Πρασίνου, Συντήρησης Υποδομών και Κοιμητηρίου

Παράλληλα καθήκοντα στο Τμήμα Προμηθειών - Συντονισμός λειτουργίας περιφερειακών 2 ΔΕ Διοικητικών Γραμματέων κοιμητηρίων

Παράλληλα καθήκοντα στο Πολυδύναμο Γραφείο της Δημοτικής Οδηγών Ενότητας Αισωνίας 5 ΔΕ Αυτοκινήτων/Απορριμματοφόρων

Postgraduate Dissertation 111 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Παράλληλα καθήκοντα στο Πολυδύναμο Γραφείο της Δημοτικής Ενότητας Αισωνίας 1 ΔΕ Τεχνιτών (οδοποιίας)

Παράλληλα καθήκοντα στο Πολυδύναμο Γραφείο της Δημοτικής Ενότητας Αισωνίας 7 ΥΕ Προσωπικού Καθαριότητας

ΔΗΜΟΤΙΚΗ ΕΝΟΤΗΤΑ ΑΓΡΙΑΣ

1. Τμήμα Διοικητικών Θεμάτων

Παράλληλα καθήκοντα Διοικητικού Συντονισμού και Διαχείρισης Κοιμητηρίων Αγριάς και 1 ΔΕ Διοικητικών Γραμματέων Αρτέμιδας 1 ΥΕ Τηλεφωνητών

3. Γραφείο Κέντρου Εξυπηρέτησης Πολιτών ( Κ.Ε.Π. ) (01031)

Γραμματειακή εξυπηρέτηση Δημοτικής Κοινότητας Αγριάς και Τοπικής Κοινότητας 1 ΔΕ Διοικητικών Γραμματέων Δράκειας 1 ΔΕ Διοικητικών Γραμματέων

Postgraduate Dissertation 112 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

5. Πολυδύναμο Τμήμα Καθαριότητας και Ανακύκλωσης, Πρασίνου, Συντήρησης Υποδομών και Κοιμητηρίου 1 ΠΕ Διοικητικού και/'η Οικονομικού Παράλληλα καθήκοντα στο Πολυδύναμο 1 ΔΕ Χειριστών Μηχανημάτων Γραφείο Αρτέμιδας 1 ΔΕ Χειριστών Μηχανημάτων Παράλληλα καθήκοντα Οδηγών στο Πολυδύναμο 3 ΔΕ Αυτοκινήτων/Απορριμματοφόρων Γραφείο Αρτέμιδας Οδηγών

1 ΔΕ Αυτοκινήτων/Απορριμματοφόρων 1 ΔΕ Εργοδηγών Παράλληλα καθήκοντα στο Πολυδύναμο 1 ΔΕ Τεχνιτών (υδραυλικών) Γραφείο Αρτέμιδας Παράλληλα καθήκοντα στο Πολυδύναμο 7 ΥΕ Προσωπικού Καθαριότητας Γραφείο Αρτέμιδας 5 ΥΕ Προσωπικού Καθαριότητας

ΔΗΜΟΤΙΚΗ ΕΝΟΤΗΤΑ ΑΡΤΕΜΙΔΑΣ

1. Γραφείο Διοικητικών Θεμάτων

Παράλληλα Καθήκοντα στο ΚΕΠ Αρτέμιδας. Γραμματειακή εξυπηρέτηση Τοπικών Κοινοτήτων Άνω Λρχωνίων, Κάτω Λεχωνίων, Αγίου Βλασίου και Αγίου Λαυρεντίου, ΕΊσπραξη οφειλών Δ.Ε. 1 ΤΕ Βιβλιοθηκονομίας Αρτέμιδας.

Postgraduate Dissertation 113 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

2. Γραφείο Οικονομικών Θεμάτων ………………………..

3. Γραφείο Κέντρου Εξυπηρέτησης Πολιτών ( Κ.Ε.Π. ) (0804) Διεκπεραίωσης Υποθέσεων ΤΕ Πολιτών

4. Πολυδύναμο Γραφείο Καθαριότητας και Ανακύκλωσης, Πρασίνου, Συντήρησης Υποδομών και Κοιμητηρίου Παράλληλα καθήκοντα στο Πολυδύναμο Τμήμα 1 ΔΕ Τεχνιτών (υδραυλικός) Αγριάς Παράλληλα καθήκοντα Οδηγών στο Πολυδύναμο Τμήμα 1 ΔΕ Αυτοκινήτων/Απορριμματοφόρων Αγριάς Παράλληλα καθήκοντα στο Πολυδύναμο Τμήμα 1 ΥΕ Προσωπικού Καθαριότητας Αγριάς 1 ΥΕ Προσωπικού Καθαριότητας

ΔΗΜΟΤΙΚΗ ΕΝΟΤΗΤΑ ΠΟΡΤΑΡΙΑΣ

1. Τμήμα Διοικητικών Θεμάτων 1 ΠΕ Διοικητικού 1 ΔΕ Διοικητικών Γραμματέων

Postgraduate Dissertation 114 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Παράλληλα καθήκοντα στο Γραφείο Διοικητικών Θεμάτων ΔΕ Μακρινίτσας - Διοικητική υποστήριξη τοπικών συμβουλίων Κατωχωρίου-Άλλης Μεριάς, Σταγιατών. Παράλληλα καθήκοντα στο Τμήμα Αστική και Δημοτικής Κατάστασης 1 ΔΕ Διοικητικών Γραμματέων 3 μέρες την εβδομάδα.

2. Γραφείο Ληξιαρχείου

3. Γραφείο Οικονομικών Θεμάτων

4. Γραφείο Κέντρου Εξυπηρέτησης Πολιτών ( Κ.Ε.Π. ) (0453) Έκδοση βεβαιώσεων 2 ΠΕ Διεκπεραίωσης Πολιτών μονίμου κατοικίας

5. Πολυδύναμο Τμήμα Καθαριότητας και Ανακύκλωσης, Πρασίνου, Συντήρησης Υποδομών και Κοιμητηρίου 1 ΔΕ Διοικητικών Γραμματέων 1 ΥΕ Επιστατών Καθαριότητας 1 ΥΕ Δασοφυλάκων 3 ΥΕ Προσωπικού Καθαριότητας Παράλληλα καθήκοντα στα Πολυδύναμα Γραφεία Ιωλκού και 4 ΥΕ Προσωπικού Καθαριότητας Μακρινίτσας Οδηγών 1 ΔΕ Αυτοκινήτων/Απορριμματοφόρων

Postgraduate Dissertation 115 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Παράλληλα καθήκοντα στα Πολυδύναμα Οδηγών Γραφεία Ιωλκού και 2 ΔΕ Αυτοκινήτων/Απορριμματοφόρων Μακρινίτσας Παράλληλα καθήκοντα στα Πολυδύναμα Γραφεία Ιωλκού και 1 ΔΕ Ηλεκτρολόγων Μακρινίτσας 1 ΔΕ Υδραυλικών

ΔΗΜΟΤΙΚΗ ΕΝΟΤΗΤΑ ΙΩΛΚΟΥ

1. Γραφείο Διοικητικών Θεμάτων

2. Γραφείο Οικονομικών Θεμάτων

Παράλληλα καθήκοντα στα Γραφεία Οικονομικών Θεμάτων Δ.Ε. Πορταριάς και Μακρινίτσας , πλην της είσπραξης οφειλών προς 1 ΔΕ Διοικητικών Γραμματέων το Δήμο

3. Γραφείο Κέντρου Εξυπηρέτησης Πολιτών ( Κ.Ε.Π. ) (0805) Διεκπεραίωσης Υποθέσεων 1 ΤΕ Πολιτών

4. Πολυδύναμο Γραφείο Καθαριότητας και Ανακύκλωσης, Πρασίνου, Συντήρησης Υποδομών και Κοιμητηρίου

Postgraduate Dissertation 116 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Παράλληλα καθήκοντα στο Πολυδύναμο Τμήμα Πορταριάς και Πολυδύναμο Γραφείο Μακρινίτσας 1 ΥΕ Εργάτης Ταφών - Εκταφών

Παράλληλα καθήκοντα στο Πολυδύναμο Τμήμα Πορταριάς και Πολυδύναμο Γραφείο Οδηγών Μακρινίτσας 3 ΔΕ Αυτοκινήτων/Απορριμματοφόρων Οδηγών

1 ΔΕ Αυτοκινήτων/Απορριμματοφόρων 1 ΔΕ Υδραυλικών

ΔΗΜΟΤΙΚΗ ΕΝΟΤΗΤΑ ΜΑΚΡΙΝΙΤΣΑΣ

1. Γραφείο Διοικητικών

Κάθε Τετάρτη, τις υπόλοιπες ημέρες στο Τμήμα Ληξιαρχείου 1 ΔΕ Διοικητικών Γραμματέων Βόλου

2. Γραφείο Οικονομικών Θεμάτων

3. Πολυδύναμο Γραφείο Καθαριότητας και Ανακύκλωσης, Πρασίνου, Συντήρησης Υποδομών και Κοιμητηρίου

Postgraduate Dissertation 117 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Παράλληλα καθήκοντα στο Πολυδύναμο Τμήμα Πορταριάς και Πολυδύναμο Γραφείο 1 ΥΕ Προσωπικού Καθαριότητας Ιωλκού

Postgraduate Dissertation 118 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Appendix B: “Ministry of Interior Document no 44754/28.8.2018”

Postgraduate Dissertation 119 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Postgraduate Dissertation 120 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Appendix C: “Ministry of Interior Document no tt42128/30.10.2014”

Postgraduate Dissertation 121 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Postgraduate Dissertation 122

Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Appendix D: “Interview with general manager of the Municipality of Volos”

Hellenic Open University School of Social Sciences

Municipality of Volos Evaluation of structures and services Reorganization of the Internal Services Agency Aikaterini E.Pavlidou

Interview Questionnaire

Προς Δήμο Βόλου Υπόψη Γενικού Διευθυντή κ.Νικηφόρου Ευστάθιου

Το παρόν ερωτηματολόγιο συντάχθηκε στο πλαίσιο της εκπόνησης διπλωματικής εργασίας με τίτλο “Δήμος Βόλου- Αξιολόγηση των δομών και των υπηρεσιών – Αναδιοργάνωση του Οργανισμού Εσωτερικών Υπηρεσιών” και στόχος του είναι η ρεαλιστική αποτύπωση και αξιολόγηση της υφιστάμενης κατάστασης των Υπηρεσιών του Δήμου από την έναρξη της λειτουργίας του, το 2011 ως σήμερα.

Η αναλυτικότερη συμπλήρωσή του θα συνδράμει καθοριστικά στη διατύπωση της βέλτιστης πρότασης αναδιοργάνωσης του Οργανισμού Εσωτερικών Υπηρεσιών του Δήμου και θα εξασφαλιστεί η αποτελεσματικότερη και ποιοτικότερη λειτουργία του προς όφελος της τοπικής κοινωνίας, αλλά και η μεγαλύτερη δυνατή βελτίωση του εργασιακού περιβάλλοντος, προς όφελος του προσωπικού του.

Postgraduate Dissertation 123 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Λαμβάνοντας υπόψη τα παραπάνω, παρακαλούμε για τη συμπλήρωση του ερωτηματολογίου και ευχαριστούμε εκ των προτέρων για την ανταπόκρισή σας στη διαδικασία. ΕΡΩΤΗΜΑΤΟΛΟΓΙΟ Με βάση τον ισχύοντα ΟΕΥ του Δήμου Βόλου: 1. Έχουν εντοπιστεί σημαντικές διαφορές μεταξύ της προβλεπόμενης στον οργανισμό οργανωτικής δομής και της δομής, που υφίσταται στην πράξη; Αν ναι, ποιες είναι αυτές οι διαφορές; Οι ΟΕΥ των Δήμων που δημιουργήθηκαν με το Πρόγραμμα Καλλικράτης καταρτίστηκαν βάση ενός σχεδιασμού προτύπων από την ΕΕΤΑΑ σε μία εποχή πριν μνημονίων με τελείως διαφορετικά δεδομένα τόσο για την ίδια την χώρα όσο και για την ίδια την αυτοδιοίκηση. Τα πρότυπα αυτά θέλοντας να ικανοποιήσουν μία συγκεκριμένη πολιτική πραγματικότητα για την διοικητική μεταρρύθμιση της χώρας και την διοικητική ανασυγκρότηση των ΟΤΑ , έκαναν μία προσπάθεια μεταφοράς αρμοδιοτήτων από το κεντρικό κράτος στους ΟΤΑ ώστε να επιτευχθεί η πολυπόθητη αποκέντρωση του κράτους. Αυτή η προσπάθεια όμως δεν προχώρησε για πολλούς και διάφορους λόγους με βασικότερους α) την μη μεταφορά πόρων από το κράτος στους ΟΤΑ και β) το μειωμένο προσωπικό των ΟΤΑ , που μειώθηκε ακόμη περισσότερο στα χρόνια των μνημονίων. Για τους λόγους αυτούς οι υπάρχοντες ΟΕΥ βρίσκονται σε πλήρη αναντιστοιχία με τις ανάγκες των ΟΤΑ , ενώ ταυτόχρονα υπηρεσίες που σχεδιάστηκαν ως καινοτόμες για να λειτουργήσουν ως αποκεντρωμένες υπηρεσίες , ουδέποτε λειτούργησαν έτσι όπως σχεδιάστηκαν και στην ουσία υπολειτουργούσαν. Ένα άλλο πρόβλημα που έχει δημιουργηθεί είναι αυτό της ουσιαστικής μείωσης του προσωπικού των ΟΤΑ με αποτέλεσμα ο όποιος σχεδιασμός των ΟΕΥ που γίνεται λαμβάνοντας υπόψη έναν συγκεκριμένο αριθμό υπαλλήλων να μην είναι λειτουργικός με έναν τελείως διαφορετικό και μειωμένο αριθμό και αυτό έχει σαν αποτέλεσμα την ουσιαστική υπολειτουργία των δομών . 2. Υπάρχουν αρμοδιότητες στον οργανισμό που δεν ασκούνται από τις υπηρεσίες του Δήμου, στην παρούσα φάση, αν και προβλέπονται στον οργανισμό; Αν ναι, ποιες είναι αυτές οι αρμοδιότητες; Για ποιο λόγο δεν ασκούνται; Σύμφωνα με τα όσα και ανωτέρω αναφέρθηκαν , αποτέλεσμα των προβλημάτων αυτών είναι η υπολειτουργία δομών στους ΟΤΑ , δομών που είναι μεν στους ΟΕΥ αλλά ουδέποτε στελεχώθηκαν από υπαλλήλους και ουδέποτε ολοκληρώθηκε η πλήρη μεταφορά των αρμοδιοτήτων αυτών από την κεντρική εξουσία στους ΟΤΑ. Ένα παράδειγμα για τα όσα ανωτέρω αναφέρονται αποτελούν τα τμήματα αλιείας και αγροτικής ανάπτυξης τα οποία , σύμφωνα με τα πρότυπα της ΕΕΤΑΑ αποτελούσαν καινοτόμες δράσεις μεταφοράς αρμοδιοτήτων από το κεντρικό κράτος στους ΟΤΑ. 3. Υπάρχουν αρμοδιότητες που ασκούνται από τις υπηρεσίες του Δήμου, ενώ δεν προβλέπονται στον οργανισμό; Αν ναι, ποιες είναι αυτές οι αρμοδιότητες; Γιατί ασκούνται και από ποια υπηρεσία; Τα τελευταία χρόνια , τα χρόνια της κρίσης και των μνημονίων , οι ΟΤΑ επωμίσθηκαν ένα τεράστιο κοινωνικό έργο για την επούλωση των πληγών της κρίσης. Έτσι δράσεις όπως του ΤΕΒΑ (Ταμείο Ευρωπαϊκής Βοήθειας για τους

Postgraduate Dissertation 124 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Απόρους) , Κέντρα Κοινότητας , μεταφορά του Βοήθεια στο Σπίτι στους Δήμους , Πρόγραμμα Στέγαση Επανένταξη , Ξενώνες Κακοποιημένων Γυναικών κ.α , έχουν καταστήσει επιτακτική την ανάγκη αναθεώρησης των ΟΕΥ ώστε αυτοί να ανταποκρίνονται στις σημερινές αυξημένες ανάγκες που καλείτε ο ΟΤΑ να ανταποκριθεί. 4. Υπάρχουν αρμοδιότητες που επικαλύπτονται από διαφορετικές υπηρεσίες του Δήμου; Αν ναι, ποιες είναι αυτές οι αρμοδιότητες; Από ποιες υπηρεσίες επικαλύπτονται; Ο τρόπος με τον οποίο συντάχθηκαν οι ΟΕΥ , η μείωση του προσωπικού και η ελλιπής χρηματοδότησης στήριξης των ΟΤΑ κατά το μεταβατικό στάδιο στο πρόγραμμα Καλλικράτης , είχαν σαν αποτέλεσμα την επί πολλά χρόνια διατήρησης του αρχικού σχεδιασμού χωρίς την ενσωμάτωση της νέας πραγματικότητας με τροποποίηση των ΟΕΥ. Για παράδειγμα , η κοινωνική πολιτική ασκείται τόσο από τον δήμο όσο και από τα νομικά του πρόσωπα με αποτέλεσμα να υπάρχει επικάλυψη των αρμοδιοτήτων και σύγχυση του ποιος κάνει τι. Επίσης η περιβαλλοντική πολιτική και η προστασία του περιβάλλοντος είναι κατανεμημένη σε πάνω από μία Διευθύνσεις με αποτέλεσμα την καθυστέρηση στην λήψη μέτρων , το ίδιο ισχύει και σε θέματα διαχείρισης του θαλάσσιου μετώπου σε συνδυασμό με την προσβασιμότητα των ΑμΕΑ κ.α 5. Έχουν εντοπιστεί τμήματα/διευθύνσεις του Δήμου με μικρή στελέχωση (υποστελέχωση); Υπάρχουν τμήματα που είναι υποστελεχωμένα λόγω έλλειψης προσωπικού και λόγω του στησίματος του ίδιου του ΟΕΥ , με πολλές Διευθύνσεις , γεγονός που δεν δίνει την δυνατότητα να δημιουργηθούν ισχυρά τμήματα και Διευθύνσεις. 6. Έχουν εντοπιστεί τμήματα/διευθύνσεις του Δήμου με μεγάλη στελέχωση (υπερστελέχωση); Δεν υπάρχουν τέτοιες περιπτώσεις στον υπάρχοντα ΟΕΥ 7. Κατά την άποψή σας, επαρκεί ή όχι το υφιστάμενο προσωπικό του Δήμου για: α. την κάλυψη των σημερινών αναγκών; β. την κάλυψη των μελλοντικών αναγκών, σε βάθος πενταετίας; Να αιτιολογήσετε την επιλογή σας Κατά την άποψή μου το θέμα της επάρκειας του προσωπικού ή μη , θα πρέπει να μπει σε νέα βάση. Θεωρώ ότι ο δήμο θα πρέπει να ενσωματώσει όλες τις δραστηριότητες που αυτή την στιγμή είναι διάσπαρτες και στα νομικά του πρόσωπα ώστε να δημιουργηθεί οικονομία κλίμακος και κατόπιν μπορούμε να δούμε , εφόσον κάνουμε έναν νέο ΟΕΥ , σύγχρονο που να ανταποκρίνεται στις σημερινές ανάγκες των πολιτών , με την χρήση και ενσωμάτωση στην φιλοσοφία των υπαλλήλων πλεονεκτημάτων που προσφέρουν οι νέες τεχνολογίες , εάν υπάρχουν ανάγκες και ποιες για νέες προσλήψεις , στοχευμένες σε ειδικότητες που λείπουν από τον δήμο και όχι προσλήψεις για τις προσλήψεις.

8. Η εσωτερική μετακίνηση υπαλλήλων μεταξύ των υπηρεσιών μπορεί να λύσει ένα μέρος των αναγκών των υπηρεσιών; Η εσωτερική μετακίνηση υπαλλήλων χωρίς σχέδιο και προγραμματισμό για το τι θέλουμε να κάνουμε δεν δίνει λύσεις σε τέτοια θέματα , πόσο δε μάλλον όταν

Postgraduate Dissertation 125 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

αυτές οι μετακινήσεις δεν γίνονται με αντικειμενικά κριτήρια αλλά με άλλου είδους. 9. Έχουν εντοπιστεί προβλήματα στη λειτουργία των υπηρεσιών με αποτέλεσμα να μην ικανοποιούνται οι ανάγκες των πολιτών ικανοποιητικά ή και καθόλου; Αν ναι, σε ποιες υπηρεσίες του Δήμου; Έχουν παρατηρηθεί τέτοια προβλήματα , κυρίως σε υπηρεσίες όπου ο όγκος των νέων δραστηριοτήτων έχει αυξηθεί σημαντικά χωρίς να υπάρχει και η σχετική τεχνογνωσία για την ενσωμάτωση όλης αυτής νέας δραστηριότητας. Το πρόβλημα γίνεται εντονότερο εκεί που υπάρχουν αλληλοεπικαλύψεις αρμοδιοτήτων , όπως στην κοινωνική πολιτική , σε θέματα αδειοδοτήσεων καταστημάτων κ.α 10. Είναι πιθανός ο συντονισμός μεταξύ υπηρεσιών του Δήμου, με σκοπό τη συγχώνευση τμημάτων; Αν ναι, μεταξύ ποιών τμημάτων; Η συγχώνευση μεταξύ τμημάτων για την επίλυση των οποιοδήποτε προβλημάτων δεν αποτελεί λύση και ούτε μπορεί να γίνει. Εκείνο που είναι επιτακτική ανάγκη είναι η κατάρτιση ενός νέου ΟΕΥ , σύγχρονου που να ενσωματώνει τα προβλήματα του παρελθόντος και να έχει ορίζονται δεκαετίας τουλάχιστον. 11. Η λειτουργία των αποκεντρωμένων υπηρεσιών του δήμου, ανταποκρίνεται στην προβλεπόμενη από τον οργανισμό λειτουργία τους ή όχι; Αποτελεί πλεονέκτημα ή δημιουργεί προβλήματα στη λειτουργία του Δήμου; Οι αποκεντρωμένες υπηρεσίες του δήμου με τον τρόπο που λειτουργούν δεν νομίζω ότι ανταποκρίνονται στις ανάγκες των περιοχών στις οποίες είναι εγκατεστημένες γιατί εκτός του ότι είναι υποστελεχωμένες , λειτουργούν ως απομακρυσμένες δομές κεντρικών υπηρεσιών αλλά χωρίς προσωπικό για την κάλυψη των αναγκών. Απαιτείται άλλη αντίληψη για την λειτουργία των αποκεντρωμένων υπηρεσιών ώστε να μπορούν να εξυπηρετούν από μόνες τους τις ανάγκες των περιοχών τους. 12. Με δεδομένη τη συνεχή μείωση του προσωπικού του Δήμου (συνταξιοδοτήσεις, απαγόρευση προσλήψεων, μείωση των προσλήψεων συμβασιούχων κ.λ.π.) τι θα είχατε να προτείνετε για τη βελτίωση της λειτουργίας των αποκεντρωμένων Υπηρεσιών; Οι κεντρικές υπηρεσίες σε πρώτη φάση , καθαριότητα , πράσινο και Τεχνικές υπηρεσίες , σε συνεννόηση με τους υπευθύνους των αποκεντρωμένων υπηρεσιών να προγραμματίζουν παρεμβάσεις στις περιοχές αυτές σε τακτικά χρονικά διαστήματα. ΠΡΟΤΑΣΕΙΣ: 1. Εκτιμάτε ότι υπάρχει ανάγκη αναδιοργάνωσης του ΟΕΥ του Δήμου; Να αιτιολογήσετε την απάντησή σας. Έχω αναφερθεί και παραπάνω ότι ο υπάρχον ΟΕΥ του δήμου είναι πλέον ξεπερασμένος και έχει αναφορά σε εποχές πριν των μνημονίων και της κρίσης , με άλλο δυναμικό και άλλες προτεραιότητες. Ο νέος ΟΕΥ θα πρέπει να λαμβάνει υπόψη όλα τα προβλήματα που έχουν δημιουργηθεί από τον υπάρχοντα ΟΕΥ , τις νέες αρμοδιότητες που έχουν ενσωματωθεί στους ΟΤΑ , ενώ ταυτόχρονα θα πρέπει να ανοίξει η κουβέντα για ενσωμάτωση των Νομικών προσώπων του Δήμου στον κεντρικό δήμο. 2. Σε περίπτωση που χρήζει, κατά την άποψή σας, και με δεδομένη τη συνεχή μείωση του προσωπικού του Δήμου, διατυπώστε τη σχετική πρόταση:

Postgraduate Dissertation 126 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

α. Για συγχώνευση Δ/νσεων/Τμημάτων/Γραφείων β. Για μείωση αριθμού Δ/νσεων/Τμημάτων/Γραφείων Ένα νέος ΟΕΥ αφού λάβει υπόψη του τις σημερινές ανάγκες και εφόσον υπάρχει πολιτική βούληση για μεγάλες αλλαγές στην δομή του δήμου , τότε θα συζητηθεί μέσα από πλατιά διαβούλευση το εύρος των διοικητικών μονάδων που θα πρέπει να λειτουργήσουν , λαμβάνοντας υπόψη ότι τα μικρά και ευέλικτα σχήματα δημιουργούν τις προϋποθέσεις για την σωστή στελέχωση των δομών.

Σας ευχαριστώ εκ των προτέρων για τη συνεργασία Κατερίνα Παυλίδου

Postgraduate Dissertation 127 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Appendix E: “Structure of Municipality of Volos”

STRUCTURE OF THE MUNICIPALITY OF VOLOS I. STRUCTURE OF CENTRAL SERVICES A. SERVICES SUBMITTED DIRECTLY TO THE MAYOR 1. General Secretary’s Office 2. Office of Special Advisors, Special Associates and Scientific Associates 3. Legal Department 4. Civil Protection Office 5. General Directorate a. Secretariat Office 6. Independent Municipal Police Department 7. Directorate of Planning, Sustainable Development and New Technologies a. Secretariat Office b. Planning and Development Department c. Efficiency and Quality Department d. e-Government and Transparency Department e. Environment Department 8. Communication, Public and International Relations Department a. Office of Administrative Assistance and Citizens’ Communication with the Municipality 9. Independent Department of Internal Audit B. SERVICES SUBMITTED TO THE GENERAL DIRECTORATE 1. Administrative Services Directorate a. Secretariat office b. Human Resource Management Department c. Department of Administrative Issues d. Department of City Councils Support e. Department of Municipal and City Status f. Registry Department 2. Directorate of Financial Services

Postgraduate Dissertation 128 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

a. Secretariat Office b. Municipal Revenue Department c. Municipal Treasury Department d. Accounting Department e. Payroll Department f. Balance Sheet - Diplografic and Financial Information Department g. Supplies Department h. Department of Municipal Property and Bequests i. Storage Department J. Municipal Budget and Report Department k. Office of Municipality’s Companies 3. Directorate of Citizens’ Service Centers (CSC) a. Secretariat Office b. Department A’CSC (0452) Volos’ municipal unit i. Civil Service Office ii. Internal Response Office iii. Office of Single Service Center (CSR) c. Department B’CSC (0326) Volos’ municipal unit i. Civil Service Office ii. Internal Response Office 4. Local Economic Development Directorate a. Secretariat Office b. Tourism Department c. Commerce Department d. Rural Development and Fisheries Department 5. Directorate of Social Protection, Open Seniors Protection Centers (OSPC) and Public Health a. Secretariat Office b. Social Protection Department c. OSPC Department i. Volos OSPC Office

Postgraduate Dissertation 129 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

ii. New Ionia OSPC Office d. Department of Protection and Promotion of Public Health i. Office of municipal shelter for stray animals 6. Department of Education and Lifelong Learning, Employment and Culture 7. Cemeteries Management Department 8. Directorate of Technical Services a. Secretariat Office b. Construction and Project Supervision Department c. Infrastructure Support Department d. Municipal Lighting and Traffic Lights Department e. Road Construction Department g. Quality Control and Technical Management Department 9. Directorate of Building Construction Services a. Secretariat Office b. Building Permition Department c. Urban Control Department d. Urban Planning Department 10. Directorate of Sustainable Mobility a. Secretariat office b. Traffic and Transportation Control Department c. Parking Control Department. 11. Environmental Directorate a. Secretariat Office b. Department of Planning, Surveillance and Disposal of Waste and Recyclable Materials c. Green Planning and Supervision Department d. Parks, Squares and Tree-arrays Department e. Common-Public Areas Cleaning and Special Workshops Department f. Vehicle Management and Maintenance Department III. STRUCTURE OF DECENTRALIZED SERVICES A MUNICIPAL SECTION OF NEA IONIA

Postgraduate Dissertation 130 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

1. Office of Administrative Affairs 2. Citizen Service Center (CSC) (0208) B. MUNICIPAL SECTION OF AISONIA 1. Citizen Service Center (CSC) (0451) C MUNICIPAL SECTION OF NEW AGHIALOS 1. Office of Administrative Affairs 2. Office of Economic Affairs 3. Citizen Service Center (CSC) (0676) 4. Environmental Office D. MUNICIPAL SECTION OF AGRIA 1. Office of Administrative Affairs 2. Office of Economic Affairs 3. Citizen Service Center (KEP) (01031) 4. Agria-Artemis OSPC Office 5. Environmental Office E. MUNICIPAL SECTION OF ARTEMIDA 1. Citizen Service Center (KEP) (0804) F. MUNICIPAL SECTION OF PORTARIA 1. Office of Administrative Affairs 2. Registry Office 3. Office of Economic Affairs 4. Citizen Service Center (CSC) (0453) 5. Environmental Office G. MUNICIPAL SECTION OF IOLKOS 1. Citizen Service Center (CSC) (0805)

Postgraduate Dissertation 131 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Appendix F: “Municipal Services' Responsibilities”

SERVICES RESPONSIBILITIES RESPONSIBILITIES OF CENTRAL SERVICES A. SERVICES SUBMITTED DIRECTLY TO THE MAYOR 1. General Secretary’s Office: The responsibilities of article 3 of no.2210/Β/27.7.2012 GG 2. Office of Special Advisors, Special Associates and Scientific Associates: The responsibilities of article 5 of no.2210/Β/27.7.2012 GG 3. Legal Department: The responsibilities of article 6 of no.2210/Β/27.7.2012 GG 4. Civil Protection Office: The responsibilities of paragraph b of article 22 of no.2210/Β/27.7.2012 GG 5. General Directorate: The responsibilities of article 7 of no.2210/Β/27.7.2012 GG 6. Independent Municipal Police Department: The responsibilities of article 7 of no.316/Β/6.2.2018 GG 7. Directorate of Planning, Sustainable Development and New Technologies: The responsibilities of article 9 of no.2210/Β/27.7.2012 GG a. Secretariat Office: The responsibilities of paragraph a of article 9 of no.2210/Β/27.7.2012 GG b. Planning and Development Department: The responsibilities of paragraph b of article 9 of no. 2210 / Β / 27.7.2012 GG c. Efficiency and Quality Department: The responsibilities of paragraph c of article 9 of no.2210/Β/27.7.2012 GG d. e-Government and Transparency Department: The responsibilities of paragraph d of article 9 of no.2210/Β/27.7.2012 GG e. Environment Department: The responsibilities of paragraph e of article 9 of no.2210/Β/27.7.2012 GG 8. Communication, Public and International Relations Department: The responsibilities of article 10 of no.2210/Β/27.7.2012 GG a. Office of Administrative Assistance and Citizens’ Communication with the Municipality: The responsibilities of article 11 of no.2210/Β/27.7.2012 GG

Postgraduate Dissertation 132 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

9. Independent Department of Internal Audit I. Head Office 1. Directs, supervises and controls the staff of the Department. 2. Receives the correspondence concerning the Department, characterizes it, charges it electronically and distributes it for procedures in the offices of the Department. 3. Monitors all documents drawn up by the offices of the department and signs those for which he has a special order of Mayor. 4. It faithfully implements its working hours, setting a good example for its employees. 5. Checks the staff of his Department for the exact observance of his schedule, the performance of his duties, his performance and assigns to any employee of his Department, regardless of competence, any extraordinary services necessary for the proper functioning of the Department. 6. Takes care of the internal control of the services of the Municipality. 7. Suggests the issues of their Department to the Municipal Council and the competent Committees of the Municipality. 8. Informs the Municipal Council in writing annually on the audits carried out, their findings, the progress of the audit work and the degree of implementation of the proposed proposals. 9. Collaborates with the Audit Services such as the Court of Auditors, the Inspector of Public Administration and the General Accounting Office of the State. 10. Executes any other responsibilities assigned to him. 11. He also personally exercises all the responsibilities of his subordinates (who have not been assigned to them) or those who have not been fulfilled by the employees of his department. 12. Approves the participation of the employees of its Department in training seminars. 13. Takes care of the keeping and clearing of the file of his Department. 14. Implements the management system through objectives 15. Evaluates the work of the employees of its department. 16. Approves the jobs descriptions of the underlying municipal units. II. Internal Audit Office

Postgraduate Dissertation 133 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

1. Takes care of the internal control of the services of the Municipality. Internal audit examines the adequacy, efficiency and effectiveness of internal controls that have been established to ensure that the organization's objectives are met, and makes recommendations for improvement. His role is reassuring, advisory and helpful through suggestions and recommendations. 2. Carries out preventive and repressive management, financial, administrative audits in the Services of the Municipality in order to ensure their smooth, efficient and effective operation. 3. Investigates ex officio or by complaint in order to identify inappropriate, inadequate, illegal, false or abusive acts that have already taken place and collects the information that will lead to decisions related to criminal prosecution, disciplinary action or other structural moves. 4. Has full access to all datas, employees, spaces and activities of all the municipal units, which are necessary for the implementation of the audit project. It is also responsible for the full protection of confidentiality. The competent heads and employees of the municipal units cooperate and provide information to the Internal Auditors and generally facilitate their work in any way. 5. Monitors compliance with the audited services and the degree of implementation of the corrective, preventive and improvement proposals (follow up). 6. It is monitored and evaluated on the basis of the general principles of economics, sound financial management, efficiency and effectiveness, functions, administrative procedures and the applied control system, at all levels, in order to identify possible weaknesses and improve their effectiveness. 7. Examines the quantity and quality of the produced work (performance control). 8. Evaluates organizational changes and the impact of developing new systems and activities 9. Examines whether the appropriate moral principles and values are promoted within the organization. 10. Prepares the documents for the information of the Municipal Council per year about the carried out audits, their findings, the progress of the audit works and the degree of implementation of the proposed proposals.

Postgraduate Dissertation 134 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

11. Cooperates with the Audit Services such as the Court of Auditors, the Inspector of Public Administration and the General Accounting Office of the State. B. SERVICES SUBMITTED TO THE GENERAL DIRECTORATE 1. Administrative Services Directorate: The responsibilities of article 12 of no.2210/Β/27.7.2012 GG a. Secretariat office: Provides secretarial support to the Administrative Services Directorate (keeping correspondence, archiving documents, etc.) b. Human Resource Management Department: The responsibilities of paragraph a of article 12 of no.2210/Β/27.7.2012 GG c. Department of Administrative Issues: The responsibilities of paragraph b of article 12 of no.2210/Β/27.7.2012 GG, except from the last sub-case (school cleaners and school guards) d. Department of City Councils Support: The responsibilities of paragraph c of article 12 of no.2210/Β/27.7.2012 GG e. Department of Municipal and City Status: The responsibilities of paragraph d of article 12 of no.2210/Β/27.7.2012 GG, except from the responsibilities of Foreigners and Immigration f. Registry Department: The responsibilities of paragraph e of article 12 of no.2210/Β/27.7.2012 GG 2. Directorate of Financial Services: The responsibilities of article 13 of no.2210/Β/27.7.2012 GG a. Secretariat Office: The responsibilities of paragraph a of article 13 of no.2210/Β/27.7.2012 GG b. Municipal Revenue Department: The responsibilities of paragraph b of article 13 of no.2210/Β/27.7.2012 GG c. Municipal Treasury Department: The responsibilities of paragraph c of article 13 of no.2210/Β/27.7.2012 GG d. Accounting Department: The responsibilities of paragraph d of article 13 of no.2210/Β/27.7.2012 GG, except from Budget responsibilities e. Payroll Department: The responsibilities of paragraph e of article 13 of no.2210/Β/27.7.2012 GG

Postgraduate Dissertation 135 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

f. Balance Sheet - Diplografic and Financial Information Department: The responsibilities of paragraph f of article 13 of no.2210/Β/27.7.2012 GG g. Supplies Department: The responsibilities of paragraph g of article 13 of no.2210/Β/27.7.2012 GG h. Department of Municipal Property and Bequests: The responsibilities of paragraph h of article 13 of no.2210/Β/27.7.2012 GG i. Storage Department: The responsibilities of paragraph i of article 13 of no.2210/Β/27.7.2012 GG j. Municipal Budget and Report Department: The responsibilities of the Budget of paragraph d of article 13 of no.2210/Β/27.7.2012 GG k. Office of Municipality’s Companies: The responsibilities of paragraph j of article 13 of no.2210/Β/27.7.2012 GG 3. Directorate of Citizens’ Service Centers (CSC): The responsibilities of article 14 of no.2210/Β/27.7.2012 GG a. Secretariat Office: Provides secretarial support to the Administrative Services Directorate (keeping correspondence, archiving documents, etc.) b. Department A’CSC (0452) Volos’ municipal unit (i. Civil Service Office, ii. Internal Response Office, iii. Office of Single Service Center (CSR)): The responsibilities of paragraph A of article 14 of no.2210/Β/27.7.2012 GG c. Department B’CSC (0326) Volos’ municipal unit (i. Civil Service Office, ii. Internal Response Office): The responsibilities of paragraph B of article 14 of no.2210/Β/27.7.2012 GG 4. Local Economic Development Directorate: The responsibilities of article 15 of no. 2210/Β/27.7.2012 GG a. Secretariat Office: Provides secretarial support to the Administrative Services Directorate (keeping correspondence, archiving documents, etc.) b. Tourism Department: The responsibilities of paragraph a of article 15 of no.2210/Β/27.7.2012 GG c. Commerce Department: The responsibilities of paragraph b of article 15 of no.2210/Β/27.7.2012 GG

Postgraduate Dissertation 136 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

d. Rural Development and Fisheries Department: The responsibilities of paragraph c and d of article 15 of no.2210/Β/27.7.2012 GG 5. Directorate of Social Protection, Open Seniors Protection Centers (OSPC) and Public Health: The responsibilities of article 16 of no.2210/Β/27.7.2012 GG a. Secretariat Office: Provides secretarial support to the Administrative Services Directorate (keeping correspondence, archiving documents, etc.) b. Social Protection Department: The responsibilities of paragraph a of article 16 of no.2210/Β/27.7.2012 GG c. OSPC Department (i. Volos OSPC Office, ii. New Ionia OSPC Office): The responsibilities of paragraph b of article 16 of no.2210/Β/27.7.2012 GG d.Department of Protection and Promotion of Public Health (i. Office of municipal shelter for stray animals): The responsibilities of paragraph c of article 16 of no.2210/Β/27.7.2012 GG 6. Department of Education and Lifelong Learning, Employment and Culture: The responsibilities of article 17 of no.2210/Β/27.7.2012 GG. In addition, the responsibilities of the last paragraph of article 12b (School Cleaners and School Prisoners) 7. Cemeteries Management Department: The responsibilities of paragraph a of article 18 of no.2210/Β/27.7.2012 GG, except from cash management responsibilities 8. Directorate of Technical Services: The responsibilities of article 19 of no.2210/Β/27.7.2012 GG a. Secretariat Office: The responsibilities of paragraph a of article 19 of no.2210/Β/27.7.2012 GG b. Construction and Project Supervision Department: The responsibilities of paragraph b and h of article 19 of no.2210/Β/27.7.2012 GG c. Infrastructure Support Department: The responsibilities of paragraph c of article 19 of no.2210/Β/27.7.2012 GG d. Municipal Lighting and Traffic Lights Department: The responsibilities of paragraph d and f of article 19 of no.2210/Β/27.7.2012 GG e. Road Construction Department: The responsibilities of paragraph e of article 19 of no.2210/Β/27.7.2012 GG

Postgraduate Dissertation 137 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

g. Quality Control and Technical Management Department: The responsibilities of paragraph g of article 19 of no.2210/Β/27.7.2012 GG 9. Directorate of Building Construction Services: The responsibilities of article 20 of no.2210/Β/27.7.2012 GG a. Secretariat Office: The responsibilities of paragraph a of article 20 of no.2210/Β/27.7.2012 GG b. Building Permition Department: The responsibilities of paragraph b of article 20 of no.2210/Β/27.7.2012 GG c. Urban Control Department: The responsibilities of paragraph c of article 20 of no.2210/Β/27.7.2012 GG d. Urban Planning Department: The responsibilities of paragraph d of article 20 of no.2210/Β/27.7.2012 GG 10. Directorate of Sustainable Mobility: The responsibilities of article 21 of no.2210/Β/27.7.2012 GG a. Secretariat office: The responsibilities of paragraph a of article 21 of no.2210/Β/27.7.2012 GG b. Traffic and Transportation Control Department: The responsibilities of paragraph b of article 21 of no.2210/Β/27.7.2012 GG c. Parking Control Department: The responsibilities of paragraph c of article 21 of no.2210/Β/27.7.2012 GG 11. Environmental Directorate: The responsibilities of articles 21 and 22 of no.2210/Β/27.7.2012 GG a. Secretariat Office: The responsibilities of paragraph a of article 22 of no.2210/Β/27.7.2012 GG b. Department of Planning, Surveillance and Disposal of Waste and Recyclable Materials: The responsibilities of paragraph a of article 22 of no.2210/Β/27.7.2012 GG c. Green Planning and Supervision Department : The responsibilities of paragraph d of article 22 of no.2210/Β/27.7.2012 GG d. Parks, Squares and Tree-arrays Department: The responsibilities of paragraph e of article 22 of no.2210/Β/27.7.2012 GG

Postgraduate Dissertation 138 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

e. Common-Public Areas Cleaning and Special Workshops Department: The responsibilities of paragraph b of article 23 of no.2210/Β/27.7.2012 GG f. Vehicle Management and Maintenance Department: The responsibilities of paragraph c of article 23 of no.2210/Β/27.7.2012 GG

III. RESPONSIBILITIES OF DECENTRALIZED SERVICES A MUNICIPAL SECTION OF NEA IONIA 1. Office of Administrative Affairs: The responsibilities of paragraph 1 of article 24 of no.2210/Β/27.7.2012 GG 2. Citizen Service Center (CSC) (0208) : The responsibilities of paragraph 4 of article 24 of no.2210/Β/27.7.2012 GG B. MUNICIPAL SECTION OF AISONIA 1. Citizen Service Center (CSC) (0451): The responsibilities of paragraph 4 of article 25 of no.2210/Β/27.7.2012 GG C MUNICIPAL SECTION OF NEW AGHIALOS 1. Office of Administrative Affairs: The responsibilities of paragraph 1 of article 26 of no.2210/Β/27.7.2012 GG 2. Office of Economic Affairs: The responsibilities of paragraph 3 of article 26 of no.2210/Β/27.7.2012 GG 3. Citizen Service Center (CSC) (0676) : The responsibilities of paragraph 4 of article 26 of no.2210/Β/27.7.2012 GG 4. Environmental Office: The responsibilities for Cleaning, Recycling and Greenery of article 26 of no.2210/Β/27.7.2012 GG D. MUNICIPAL SECTION OF AGRIA 1. Office of Administrative Affairs: The responsibilities of paragraph 1 of article 27 of no.2210/Β/27.7.2012 GG 2. Office of Economic Affairs: The responsibilities of paragraph 3 of article 27 of no.2210/Β/27.7.2012 GG 3. Citizen Service Center (KEP) (01031) : The responsibilities of paragraph 4 of article 27 of no.2210/Β/27.7.2012 GG

Postgraduate Dissertation 139 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

4. Agria-Artemis OSPC Office: The responsibilities of paragraph 5 of article 27 of no.2210/Β/27.7.2012 GG 5. Environmental Office: The responsibilities for Cleaning, Recycling and Greenery of article 27 of no.2210/Β/27.7.2012 GG E. MUNICIPAL SECTION OF ARTEMIDA 1. Citizen Service Center (KEP) (0804): The responsibilities of paragraph 4 of article 28 of no.2210/Β/27.7.2012 GG F. MUNICIPAL SECTION OF PORTARIA 1. Office of Administrative Affairs: The responsibilities of paragraph 1 of article 29 of no.2210/Β/27.7.2012 GG 2. Registry Office: The responsibilities of paragraph 2 of article 29 of no.2210/Β/27.7.2012 GG 3. Office of Economic Affairs: The responsibilities of paragraph 3 of article 29 of no.2210/Β/27.7.2012 GG 4. Citizen Service Center (CSC) (0453): The responsibilities of paragraph 4 of article 27 of no. 2210 / Β / 27.7.2012 GG 5. Environmental Office: The responsibilities for Cleaning, Recycling and Greenery of article 29 of no.2210/Β/27.7.2012 GG G. MUNICIPAL SECTION OF IOLKOS 1. Citizen Service Center (CSC) (0805): The responsibilities of paragraph 4 of article 30 of no.2210/Β/27.7.2012 GG

Postgraduate Dissertation 140 Pavlidou Aikaterini, “Municipality of Volos, Evaluation of structures and services, Reorganization of the Internal Services Agency”

Author’sStatement: I hereby declare that, in accordance with article 8 of Law 1599/1986 and article 2.4.6 par. 3 of Law 1256/1982, this thesis/dissertation is solely a product of personal work and does not infringeany intellectual property rights of third parties and is not the product of a partial or total plagiarism, and the sources used are strictly limited to the bibliographic references.

Postgraduate Dissertation 141