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Towards the idea of a one-stop-administration: Experiences

Towards the idea of a one-stop-administration: Experiences. Patrik Hitzelberger, CRP – Gabriel Lippmann Luxembourg Lefis w orkshop Münster, March 9, 2004. Index. Background Statistics and background of the project The project « RCS »

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Towards the idea of a one-stop-administration: Experiences

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  1. Towards the idea of a one-stop-administration: Experiences Patrik Hitzelberger, CRP – Gabriel Lippmann Luxembourg Lefis workshop Münster, March 9, 2004

  2. Index • Background • Statistics and background of the project • The project « RCS » • Fundamental reorganisation of the Luxembourg Register(s) of Companies • Steps towards the « One-stop administration » • Lessons learned & perspectives

  3. Background of the project

  4. Background Statistics about Luxembourg • Surface: 2500km² • Population: 450.000, 38% foreigners (1981: 370.000 / 26%) • 3 official languages • GNP/head: 45.000€ (EU: 25.000€)

  5. Background Conclusions • « Mini » state, but: • High economic and population growth rates • Multicultural and multilingual environment • Political and administrative system complete and comparable to the neighbours (same functions, less « instances » of administrations). • Small, rich, and European society  Ideal and model country for E-Government ? (yes and no: …)

  6. BackgroundeEurope benchmark 10/2003 Source: European Commissionhttp://europa.eu.int/information_society

  7. The project RCS RCS = Registre de Commerce et des Sociétés  = Register of Companies

  8. The project RCSMotivation (1/2) « Business cases » of the RCS Luxembourg 1990-2000 RCS = « Registre de Commerce et des Sociétés » = Register of Companies

  9. The project RCSMotivation (year 2000) (2/2) • 2 public registers in Lux. (ministry of justice) • 80.000 companies registered • 100% paper based • Low quality of data (even loss) • Unacceptable response times (up to months for a certificate of registration) • Low customer satisfaction (no confidence) & • Good starting point for « guichet unique » : one-stop administration for business users

  10. The project RCSRemedies… • Reorganisation&Research project 2001-2004 • Fundamental reorganisation of the RCS in terms of • New law • New operating model (PPP) and new staff • New forms and procedures • Online availability (to a certain extend…) • Consolidation to one register • Development of internal IT system • Digitisation of existing records (ongoing, only data for the certificates) • Simplification of overall process (of company formation) by implicating other organisations

  11. The project RCSNew law and new legal form • New law replacing text from 1909 • New legal form of the register: Creation of a GIE*) consisting of Ministry of Justice and the two professional chambers to operate the (one) new register. New accounting and feeshigh flexibility combined with public control • The law allows the chambers to carry out registration for their members  prepares a « one-stop » procedure *) Groupement d’intérêt économique = economic interest group

  12. The project RCSNew forms and procedures • « Classical » internal BPR project for well structured processes (rare) • 4 basic procedures (« database »), but depends on level of detail (dozens modelled) • Structured forms (did not exist before). (Much new data).Usage mandatory

  13. The project RCSNew operating model: PPP « Private » « Public » Professional chambers Ministry of Justice Administration board 50% 50% Modifications RCS CIE*) Operating&technical control • GIE • New staff • Private employees Oracle database *) Centre informatique de l‘état

  14. The project RCSOnline services (1/2) • Chiefly information oriented • File&Print approach for forms • Simple read access to database • Transactional service was low prio (cf. user groups)

  15. The project RCSOnline services (2/2) • Name / RCS numbers available • Acquisition of all data of existing companies is ongoing • Background re-organisation seems to be more important than distribution channel

  16. AED Notaire RCS CCSS CdC C.Dir. ..... ..... ..... ..... Steps towards the « One-stop administration » Guichet unique

  17. One-stop administrationFormation of an enterprise Le Centre deFormalités PME notifie la confirmation del‘autorisation Le client reçoit sacarte d‘artisan parvoie postal (oupar voie électronique) Inscription au rôleartisanal (Chambre desMétiers) Attribution d‘un numéromatricule national par le CIE Consultation par le Tirbunal de Commerce Demande à l‘Adm. desContributions Directes Le client reçoit unN° fiscal par voiepostalbe (ou par voie électronique) Avis du Greffe duTribunale deCommerce Le client est informé des autres formalités éventuelles à réaliser Demande à l‘Administration desDouanes et Accises Le client reçoit unN° d‘accise par voiepostale (ou par voie électronique) Accueil et conseil client Centre de Formalités PME (CdM, CdC) Demande d‘autorisationMCM Accusé de réceptiondu MCM Autorisation(„clignotant“) Le Centre de Fomrlaités PME notifie la confirmation de l‘autorisation Réalisation des autres formalités Demande àl‘Administration del‘Enregistrement Le client reçoit unN° TVA par Voie postale (ou par voie électronique) Notaires (statuts) Registre de Commerceet des Sociétés (RCS) Avis de laCommision„autorisationd‘etablissements“ Le Centre de Formalités PME Notifie la confirmation De l‘autorisation Inscription au rôle de la Chambre de Commerce Greffe Faillites etLiquidations Servie Central des Législations (Mémorial C) 11 agencies / organisations Statec Centrale des Bilans Consultation par laCommission„autorisationsd‘établissement“ Un document original est réalisé par le Centre Commun de la Sécurité sociale Le client doit retirer l‘original personnellement Le client est informé d des autres formalités Éventuelles à réaliser Répertoire des Personnes Physiques et morales Attribution d‘un Code NACE

  18. One-stop administrationRCS as starting point… • Technically seen, the RCS is a good starting point (creation and collection of main data in the formation process) • Political support and high motivation of the professional chambers to start and support the project • Digitisation of the RCS was indispensable to realise any further step towards integrated services

  19. Client(s.s. privé) Notaire Notaire One-stop administrationExample: From two stops…. AED - Plateau St. Esprit RCS – Eescher Schmelz Réquisitions RCS Guichet Réquisitions & Publications AED LAC Caisse 2 Copies confirmées Publications délai: 1-2 jours délai: de suite Réquisitions Payement cash ou virement en avance Payement cash (Exception très rare) 1 AED LAJ Caisse/Bureau AED - Plateau St. Esprit Facture mensuelle Réquisitions Réquisitions AED LAC Bureau RCS Bureau délai: 24h Actes sous seing notarié délai: 2-3 jours A payer:- droit d’apport / droit fixe- amendes Copies confirmées LAC– Luxembourg actes civils LAJ– Luxembourg actes judiciares Facture mensuelle Autres bureaux de l‘AED pas traités

  20. Client(s.s. privé) Ticket de caissecommun(en cas du payement direct) Dépôts Copies confirmées Notaire Notaire One-stop administration… to one stop RCS – Escher Schmelz + AED Bureau des sociétés • Payement: direct oupar facture (clients fiables) • une quittance commune • contrôle AED (droit d’apport) • contrôle RCS (dépôt) • date certaine • payement des droits et frais AED/RCS • confirmation du dépôt au RCS RCS&AED Guichet 1..N Dépôt s.s. privé consultation Facture commune mensuelle(clients fiables) AED - Plateau St. Esprit AED Bur. d. Soc. RCS Backoffice Compensation (comptabilité) (Transfert des données) Réquisitions AED LAC Bureau Actes notarié délai: 2-3 jours délai: un jour Facture mensuelle (AED) Facture mensuelle (RCS) LAC– Luxembourg actes civils

  21. One-stop administrationCharacteristics of the model • One common counter • One physical location • Mixed counter staff from both agencies with identical responsibilities • Back-offices of both agencies • One number of registration, one receipt • Separated IT systems (requirement of AED)

  22. Results and lessons learned

  23. Results and lessons learnedReorganisation of the RCS • Deep back office reorganisation of the RCS was extremely efficient • Prerequisite 1: New legal form of the register, new law, (new staff?) • Prerequisite 2: Deployment of IT • The industry-like processes of the RCS allowed a « standard » BPR approach • Change management was difficult • new and old structures operating parallel, • law did not pass as early as planned • IT was delayed

  24. Results and lessons learnedRCS and beyond: One-stop… • Optimisation of RCS took into account needs and processes of collaborating agencies • Overall process has been regarded in order to avoid local optimisations • Inter-organisational overall process of enterprise formation is much more complicated than the RCS internal one • « E-government is more about government than about “e”. » (OECD). (?) • On the other hand: Difficult integration of legacy IT systems in different agencies

  25. Results and lessons learnedPerspectives • Realisation of common RCS-AED counter is on hold • Chambers will extend their „formality centres“ to benefit from the now available technical and organisational infrastructure • Research to integrate further administrations in the process is ongoing • Focus on distribution channel and electronic service provision • Integration in eLuxembourg portal

  26. Results and lessons learnedGood practice retained Source: David Feeny 2000http://www.oecd.org/puma/Risk/Feeny/

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