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Partnership between the National Bureau of Enforcement, Georgia and the Swedish Enforcement Authority

Annual Report, Q1-Q4, 2011

Background The project Partnership between the National Bureau of Enforcement, NBE, Georgia, and the Swedish Enforcement Agency, SEA, started in August 2010 and will run until July 2013. This report is the annual report describing the project covering the period of January through early November, 2011. According to the overall objective of the project the National Bureau of Enforcement of Georgia (NBE) shall provide quick and effective enforcement based on justice, equality before the law and transparency to the public by 2015. Objectives for the project Project objective 1 Capacity for development of the enforcement services Project objective 1 a: NBE has increased its capacity to analyse its environment and operations in order to further develop its enforcement services to meet domestic expectations and international standards. Project objective 1 b: NBE implements new or revised regulations, work processes, technical systems and guidance for the enforcement services as well as carrying out regular monitoring, evaluation of the operations thereby promoting transparent and effective enforcement services governed by the rule of law and respect for human rights. Project objective 2 skills in management of staff Project objective 2: NBE managers have started to use modern management principles and established processes for continuous improvement of staff performance and management.

Project objective 3 Professional skills and culture of enforcement staff Project objective 3: All enforcement staff has basic professional enforcement skills and a system and plan for development and the implementation of a certification scheme for enforcement officers is in place.

Partnership between the National Bureau of Enforcement, Georgia and the Swedish Enforcement Authority

1st through the 4th Quarter of 2011 1. Context at the start of the 4th quarter In December of 2010 a base line study was concluded assessing the manner in which different stakeholders e.g. customers, management and staff perceived the NBE. During the last quarter of 2010 the NBE was introduced to process mapping and the usage of Enforcement Policy to manage their process and steer their activities. At the outset of 2011 workgroups were formed to develop afore mentioned policy and to map the different levels of the enforcement process. The project then had to go deeper into the structures and workings of the NBE in order to identify important areas to focus activities upon. In compliance with these needs, 11 short term experts (STEs) travelled from Sweden to meet with their Georgian counter parts at the Tbilisi head office for the NBE. This gathering took place at the end of February, week 9. During this week the Swedish experts met with representatives from different functions within the NBE as the administration, internal inspection, the evaluation office, HR-function and more. A subsequent meeting was then held with the STEs at the SEAs head office in Stockholm in March were it was elaborated upon which activities that should now follow. A general consensus was reached that the most important need for the NBE was to develop in the area of analysis of its environment and its operations. It was important that the NBE got a firm understanding of its own processes. Therefore activities continued to be strongly oriented towards project goal 1, building capacity within the NBE for developing its enforcement services. At the second quarterly steering group meeting on the 24th of May a decision was taken that the project should use its expert fees under project goal 2, skills in management of staff, and redirect those resources towards project goal one. Activities then continued during the year along this trajectory and no activities pertaining to management training has been implemented in 2011. At the same meeting on the 24th of May a risk mitigation plan had been agreed upon and was put in use. It covers risks concerning the environment surrounding the NBE, taking into consideration the political stability of Georgia. It also includes strain on the NBE due to an extensive workload and not least involvement in another EU Twinning project on Enforcement that runs in parallel to the SIDA project. Finally focus is also on the available resources of the SEA to provide the expertise needed in the project. In June a study visit was made to Stockholm in which the organisation of the SEA was presented to representatives from the NBE management. Workshops related to the different activities of the project were held and interesting ideas for developing

Partnership between the National Bureau of Enforcement, Georgia and the Swedish Enforcement Authority processes within the NBE emerged. One important idea was adapting and developing Summary Process (where the debtor agrees to the creditors claim and the legality of the claim can be settled outside of the court system.) Due to the pending start of the anticipated EU Twinning project that finally came to be realised in October, after several delays, a decision had been taken to intensify activities in form of workshops mainly to the first six month of 2011. This meant that at the outset of the 4th quarter, most of this years activities in form of workshops had been finished. Though it remained work to be done with the EP (Enforcement Policy), the CoC (Code of Conduct) and finally the map of the Enforcement Process itself the remaining work on the map will be finished by the NBE. 2. Objective number one The workshops on mapping the enforcement process are now completed as the sixth and final workshop came to a close in week 41, October. The draft of the process map has been circulated through the regional offices in order to receive input that can lead to further corrections and improvements of the map. Now it has been handled over to the NBE in order that it should be completed. What remains to be done is to complete the fourth level of the map where the process is explained more in detail. In line with modern process mapping more data will be tied in to the map. This will include the CoC, EP and the legislation, making the process map multidimensional and thus able to support multiple goals of the process as for example equality before the law and regulatory compliance among the bailiff community. These different tasks have been received by the workgroup who has appointed some responsible participants that will complete the work by mid December after which the implementation process will continue. NBE has recently become an alternative to private lawyers in the handling of bankruptcy procedures. The creditors can opt for the NBE to handle the bankruptcy or by making no choice of a trustee, default to NBE for the handling of the case. This new function will be mapped as its own process. The project decided to support this endeavour through additional workshops. It was deemed important in order to build sustainability. The NBE workgroup needs to have further support in the development of their skills in order to do this kind of work independently in the future. The first workshop was held w.41 in connection with the last workshop on mapping the Enforcement Process. One new STE was brought into the project, who is the process director for the Supervision of Bankruptcies which is one function that the SEA is responsible for. A new work group was formed by NBE with some participants from the old work group on process mapping and some from the NBE function of supervising bankruptcy procedures. The first workshop was a success and the participants from NBE are really focused on their new mapping assignment. The workgroup responsible for the making of NBE Enforcement Policy has met three times this year. First in February and then in connection with the study visit to Stockholm in June. The last workshop was held at the beginning of September and

Partnership between the National Bureau of Enforcement, Georgia and the Swedish Enforcement Authority the final draft was presented at the last steering group meeting on the 6th of September. The document is now circulated for referral within the NBE before the final stage where it will be implemented in the organisation. The activity of Steering and Finance has currently held one workshop in May. It started by looking into the model for financing the NBE in accordance with project goal 1:3 A proposal for fair and sustainable financing has been developed and presented to the Ministry. At the time when the project plan was cast, the development was towards the NBE being totally self financed through the fees paid by the creditors for the handling of their cases, except when the creditor is the State and no fee is paid. The findings of the group were that the NBE has additional state financing and that there are no immediate or intermediate risks to NBEs economy. In quotation of the previous report Some areas of development was identified and suggestions made to consider investment in educating staff, developing management culture, IT architecture and other related areas... information flow within the NBE (communication) and monitoring of the processes with focus on strategies and improvements... A final workshop was supposed to be held this year with an aim towards development of NBEs vision and strategical plan together with supplying them with the appropriate tools. That workshop had to be moved until next year due to the SEA reorganisation that is currently ongoing were many STEs has assumed new functions and has not been able to find time to do this. During the year a study visit was held in Stockholm on the 13th to 17th of June. Seven representatives of the NBE management staff were present. A presentation was made of the various processes and functions within the SEA. A special point of interest was the Summary Process through which cases dont have to go through the court system in order to become enforceable. Workshops were held on Finance and Strategy, CoC and the EP. During the week an important point was that the NBE caught a sense of how a clearly defined vision and strategy, together with having a process based organisation, creates focus, purpose and energizes the organisation. The context for code, policy and mapping came through more clearly and helped as a source of inspiration for the continued work. The different findings during the study visit were then presented to the rest of the NBE upon the return of the participants. There remains one study visit to be done under this project goal. Contact has been made with the Portuguese enforcement authority regarding a study visit in which the NBE could look further into E-services among other things. Due to organisational restructuring this study visit has been postponed to next year. Next year work will continue under project goal 1 through further support in mapping the different processes of the NBE. An activity is also planned in which the workings of a process based organisation are explained. In connection with this the NBE workgroup attending the workshops will do an overview of the organisation to try to find an organisational model adequate to the needs of NBE, the results of which will be presented towards the end of the year. An important point to be made with

Partnership between the National Bureau of Enforcement, Georgia and the Swedish Enforcement Authority respect to this activity is that NBE should have an organisation that is suitable to their specific needs. Change happens very fast within the NBE presently and in that situation a hybrid style of organisation can certainly be very flexible, adapting rapidly to new challenges. Finally an activity is planned concerning Legal and Human Rights. In the first seminar a look at the theoretical framework in form of moral and ethics will be the primary subject. Next a second seminar will be held on the legislation. It will focus on the differences of European, Swedish and Georgian legislation as well as the similarities. The activities for next year will be further reflected upon under the heading of Conclusions of the 1st, 2nd, 3rd and 4th quarter 2011 in this report. 3. Objective number two There has been no time spent on this activity this year due to the project prioritising the NBEs capacity for the development of their Enforcement Services under project goal one. A study visit to Stockholm has been planned where objectives two and three should be combined. The visit should thus take aim at the management objective and also include development of skills in staff. This can be accomplished by giving an introduction to management tools as coaching and team building. This approach will also serve as an introduction to the activity on team management that will be starting next year. Due to reorganisation at the SEA and the intense activities of the Twinning project in Georgia during the last quarter, this activity should be moved to the beginning of next year 2012. In planning for next year, discussions have been held on the management objective with the NBE. In the original project document on Partnership between the NBE and the SEA some issues were identified in relation to the traditions and system for management. The management style has been authoritative and there are some inherent problems in the organisation as a result of it. One item that was identified was that the management didnt do enough to develop the capacity of the staff. There was also a connection to management not trusting staff due to a former history of corruption and a lack of effective control systems. The staff was accordingly not encouraged to take own initiatives and the competence of the staff was therefore not put to good use in addition to not being developed. Not surprisingly NBE has a rapid turnover of staff which was also identified as a problem. There are two outputs of particular interest; under project objective 2 Skills in management of staff. The first output, 2.1, was that all managers should have basic skills in modern management principles. Secondly there were a special need expressed under output 2.2 that senior managers should act as leaders in delegating responsibilities and not do all the work by themselves. In current

Partnership between the National Bureau of Enforcement, Georgia and the Swedish Enforcement Authority discussions with the NBE concerning the management objective and what kind of training is needed for its fulfilment, there are certain issues that have been identified as being of importance. Relational issues between staff and management. The people skills of the management need to be strengthened. It is comparably easy to set goals for the organisation in figures but much tougher to set and do follow up on goals related to behaviour. Through the initial baseline study some work was done in this area, 25 short questions on work satisfaction were put to different categories of personnel. The result was probably of limited value and other ways of establishing a baseline in relationship to the issue should probably be pursued. One way of doing this could be to do a new questionnaire that goes more in depth and were an emphasis on anonymity and forthrightness is being made. There are different tools that can be used to develop people skills in management. NBE has shown interest in the OBM (Organisational Behaviour Management) which is closely connected to the behavioural sciences and cognitive based therapy, meaning that the management need to learn what drives and motivates people in order to apply the appropriate leadership. This has a close connection with Situational Based Leadership thats about applying the appropriate kind of leadership in different situations. NBE wants management training that makes the leaders able to motivate and coach staff towards being able to accomplish their tasks. The senior managers of NBE are under high pressure and working long hours. They have a need of functioning effectively together but they also need effective tools in order to handle the workload. There are three areas identified for which especially the senior management would need training. (a) Building a senior management team working on their strengths and weaknesses and how to function effectively together. (b) Time and Stress management learning how to handle the workload in an effective manner. (c) Analytical methods like using SWOT or making problem trees. If consistency in these areas are developed it will have synergetic effects on the whole management process. (d) Working methods theres a need for training in project management methods. The training within this activity will involve basic skills in teamwork. The participants in the workgroup will learn about, for instance, how individual differences can be seen as resources, the different phases of development in a team, conflict solving, motivation and setting of goals, handling stress and the role of the team leader.

Partnership between the National Bureau of Enforcement, Georgia and the Swedish Enforcement Authority These will be important steps towards fulfilling the aim of changing the culture and the attitude of the organisation. It is also important with respect to what has been said about hybrid organisation under objective number one. 4. Objective number three During the year, two workshops have been held in purpose of establishing a CoC (Code of Conduct) for the NBE. Three workshops were planned upon the subject but due to effective work only two workshops needed to be held. The code was planned to be ratified by the MoJ (Ministry of Justice) in order to be valid for all kinds of bailiffs, both private and public. For judicial reasons this was not possible and the CoC will be issued as a recommendation for the private bailiffs instead. One workshop has been held in May on the subject of Training of Trainers (ToT). In that workshop the focus was on educational strategies. During the discussions in the workshop the concept of E-learning surfaced and NBE is very interested in using this methodology for the legal training of their bailiffs. This coincides with the ToT objective in the ongoing Twinning Project and at the present it has been decided that theres no need of any more workshops on this subject this year. Concerning the study visit under objective three, reference is here being made to what was written under the previous heading Objective number two. For the upcoming year an activity has been set that falls outside of the legal training for the bailiffs. Each region will send representatives to form a workgroup that will be trained in safety awareness in the field work of the bailiffs. This training will be done by two Swedish bailiffs with support from a Swedish security adviser from within the SEA. The Georgian bailiffs task will be to evaluate and develop safe work practices among the whole bailiff community. 5. EU-Twinning Project The Twinning project is now up and running. After several delays a kick off was finally held at the Court Yard Mariott Hotel in Tbilisi on Monday the 17th of November. The LTE, Greger Erixon, from the SEA/SIDA project, was cordially invited as an observer at the Twinning Project steering group meeting that followed later the same day. During the meeting the delegates from the EU-commission in Georgia were briefed about the SIDA project and its activities. The two projects were presented as having different emphasis on the areas that should be developed in order to reach the common goal of building up capacity for effective enforcement within the NBE. The representatives from the EU-commission pointed out the importance of keeping the different projects separated from each other making sure that the different activities doesnt overlap each other and that the same work is not being done all over within the two projects. This was something that our project of course readily

Partnership between the National Bureau of Enforcement, Georgia and the Swedish Enforcement Authority agreed upon. The result so far in form of drafts for the process map, EP and CoC has been shared with the Twinning Project. Since the SEA is a junior partner in the Twinning Project that is run by the Netherlands Centre for International Law Cooperation, the SIDA/SEA project will have full insight into what is being done and can of course benefit from findings and information that will surface in the other project. Sven Kihlgren member of the steering board for the SIDA/SEA project is also on the steering board of the Twinning Project. The Twinning project has a strong emphasis upon legislation, and a PR component that doesnt exist in the SIDA project. A meeting has been held between the LTEs of both projects in which the strong emphasis on management and organisation in the SIDA project was discussed and that the Twinning project should concentrate work on the legislation and the PR side including legal training which falls within the frames of the ToT objective. This is further developed and explained later in this report. 6. Other stakeholders During the first three quarters, meetings have been held with stakeholders relevant for the project. Meetings have been held with representatives for the Private Bailiffs organisation, the Training Centre for MoJ and the GIZ (former GTZ). Contact persons for each of these stakeholders have been appointed for the project and meetings will be held when ever its called for. Nino Beruashvili is director and contact person for the Training centre for MoJ and Dr. Volker Stampe is team leader for GIZ. There has been participation in the development of the CoC from the Private Bailiffs organisation which is currently represented by its chairman Davit Macharashvili. Contact has been made during the second quarter with Marianne Helledi Knudsen, who works for the Danish Patent and Trademark office. She visited Georgia by the end of April on behalf of the EU-commission to work with a possible upcoming Twinning Project that will concern infringements on copyright, patents, and trademarks. 7. Others In order to strengthen NBEs long term capacity in the project, deputy chairperson Guranda Goglidze has attended a Sida course in the RBM/LFA method on the 19th to the 21st of September. The two long term experts Greger Erixon and Patrik Berglund have also been in attendance. There could also be a possibility of training an additional asset from NBE during 2012/2013.

Partnership between the National Bureau of Enforcement, Georgia and the Swedish Enforcement Authority During the course the participants were introduced to the background and evolution of the RBM model, its components, terminology and challenges - the focus of the method being actual results and not e.g. the number of different activities that are performed within any given project. The European commission funded a TAIEX (Technical Assistance Information Exchange instrument) conference in Batumi on the 28th to 29th of September which was arranged by the NBE. It was set up as a workshop on Enforcement and was visited by many enforcement professionals from the former eastern block, as well as other international guest involved in enforcement, in total 24 countries represented. The conference was also visited by representatives from both the Twinning project as well as the Sida project. The project is also buying video conference equipment that will be set up at the projects facilities at the NBE. This will make communication between STEs and NBE personnel easy and effective. The equipment should be up and working before Christmas. 8. Conclusions of 1st, 2nd, 3rd and 4th quarter 2011

The start
At the outset of 2011 the NBE had changed parts of its leadership. Nika Melia had become new chairman as of November 2010. Guranda Goglidze was appointed new deputy chairman and assumed responsibility for international relations among other tasks. A baseline study had been conducted but there was further need of developing a deeper understanding of the NBE context. It was therefore decided to bring in a team of Swedish short term experts in February. During this week the experts got to meet with both management and staff. The understanding of NBEs context was deepened but another important effect was that of engaging a wider part of the Georgian organisation in the project. Good relationships were formed with both management and staff. Aiming for this wider engagement with the NBE was important especially from the viewpoint that the recipient organisation needs to feel that they have real ownership in the project and that their needs are in focus rather than being on the receiving end of a pre packaged product that they have little or no influence over. The prevailing notion after that week was that it was a joint venture and that it was our common responsibility to make the most out of it. Since then the amount of trust that was created has been nurtured in the different workshops set up around the ongoing activities of the project as well as in the work done by the members of the steering group.

Process mapping
One of the first activities the project started implementing was the Mapping of the Processes. This was discussed during the inception phase of the project. Initially the benefits of such an approach was not self evident to the NBE. The work continued to be supported by the short term experts and gradually it became apparent that the

Partnership between the National Bureau of Enforcement, Georgia and the Swedish Enforcement Authority workflow would differ between different regions. Previously it was thought by everybody that the way of enforcement done in their respective region was the right one and that there were no major differences between regions (an experience shared by the SEA as ten regional enforcement authorities became one in 2006.) Since then NBE has undertaken engagement in this activity in a very serious and energetic manner. Regional differences has been discussed in depth and a perspective of equality before the law and that citizens should be able to expect the same handling of their respective cases no matter where in Georgia they live, has become one of several key issues in the activity. This corresponds well to the intermediate goal 1a) of the project plan in which the NBE should live up to domestic expectations and international standards. Through the activity of mapping the process, it actually can be benchmarked with other processes of enforcement and raised to international standards. The process map also has bearing on the openness of the organisation and facilitates for the different stake holders to get insight as to how the organisation operates and shows were in the process different changes are made. As pointed out earlier in the report the process map is being finished through being tied up to legislation, Code of Conduct and the Enforcement Policy. This is making the map multidimensional i.e. applicable to multiple goals of the process. Under project goal 1b) a key issue is the ability of the NBE to be able to evaluate their operations; the process map is an excellent base to be used for effective controlling finding key points to measure. The map will also support equality before the law and regulatory compliance to the law in handling the cases, providing that the map is implemented in the right way and becomes integrated on all levels of NBEs work with enforcement. It should be used not just on management level but also on the operational level, in the education of and the daily work of the bailiffs. For all practical purposes it is also the firm intention of the NBE to use it as such. This will certainly have bearing on the management objective and the path that should be taken in order to increase the capacity of the NBE organization wise. In relation to objectively verifiable indicators for project purpose 1a), that NBE has a well defined process... that is definitely true when it comes to the Enforcement Process itself and as the work with mapping progresses it will also become true relating to NBE processes in general. When an organisation functions effectively it tends to get more tasks to perform and the NBE is no exception to this rule. During this year the NBE has taken over responsibility for the bankruptcy procedures and is now a viable alternative on par with private lawyers. In response to this, the need was foreseen to support NBE in the mapping of the bankruptcy procedures and a workgroup has already been started. In addition to this the NBE has started work on legislation for summary process (cases being settled outside of the court system through the mutual agreement of creditor and debtor). In conclusion, making the effort within the project to really make sure that the knowhow of process mapping is sustainable within the organisation is of great importance especially when it comes to building capacity within the NBE to handle the increased workload. Through mapping, the new tasks

Partnership between the National Bureau of Enforcement, Georgia and the Swedish Enforcement Authority can simply be put into different processes creating clear demarcating lines so that they can be handled separately and easily analyzed and measured. The activity of NBE working with and getting to know its own enforcement process is of value with respect to ongoing changes and improvements made to its function. Looking at statistics of the effectiveness of the enforcement process during a period of 4 years in terms of funds transferred to the government shows a significant improvement for the year of 2011.

The enforcement process has clearly developed in the desired direction since the start of SIDA project in September 2010.

Enforcement policy
The workshops on Enforcement policy were brought to a conclusion in September and the final draft has now been finished in accordance with the prioritised output 1.3 An Enforcement Policy for NBE is adopted and implemented. As in the work with process mapping the issue of having different stakeholders and a customer perspective has been the focus coupled with a description of the NBE functions. In the policy consideration has been given to stakeholders in general with needs like simple procedures, reliable information, time efficiency and more. The customer perspective was further developed through looking at the specific needs of stakeholders like the creditor e.g. fast and effective repayment of debt in order to suffer as little economical damage as possible. The debtors expect fair treatment and information while the buyers at the auctions expect to take possession of the property immediately after the auction etc. Furthermore the policy takes aim towards being a guide to the staff in daily practises to ensure consistent implementation of the same.

Partnership between the National Bureau of Enforcement, Georgia and the Swedish Enforcement Authority The process itself of developing the EP has been important for the NBE since it demands that the organisation itself reflects on and accommodate the actual needs of the current stakeholders. Now its important that an ongoing system for policy review, through which the NBE seeks genuine collaboration with its stakeholders, is developed. This will support NBE in the endeavour of meeting domestic expectations and international standards as related to project goal 1a).

Code of Conduct
NBE has put a lot of effort into developing the Code of Conduct and in the process has given deep consideration to the welfare of their key stakeholders and how to respect the right of all constituents affected by its operations. The importance of achieving balance between the rights of the creditors and the right of the debtors in the performance of the bailiffs duties has been clearly addressed. There is a focus on building trust in relationship to the public and to project an image of fairness. It is important the work continues through implementation of the code making sure that all bailiffs both private and public make efforts in living up to the code. This will tie in with the management objective concerning the public bailiffs as it concerns staff performance but an effective implementation of the code in relationship to the private bailiffs will probably require some further effort on NBEs part.

Training of the Trainers


In this activity the NBE got an opportunity to sit down and work through strategical considerations in relation to their programs for training. This included important features like agreeing upon results of the training, the pedagogical foundations for training and more. This was on hindsight deemed as a good approach since the NBE showed that they had a clear cut vision of what needed to be taught in the training of their bailiffs. Due to the high turnover of staff and the subsequent demand for training there can be few or many participants at each occasion and they are located in different regions. The conclusion was that E-learning would be an efficient way to train the bailiffs. The training can be started at the, would be, bailiffs convenience and is not sensitive when it comes to how many participates in the training even if mentors also has to be found for relevant aspects of the training. The key expert in this activity is now also involved under the ToT objective as an expert for the Twinning project. It has been suggested in their Annex 1 Work plan that the two projects could focus upon different subjects of learning. The conclusion arrived upon within the SIDA project does not concur with the Twinning project in this part. Working with a strategical approach towards education and adopting a holistic view is important for the NBE as to avoid a fragmented approach that would prove to be prone towards getting out of sync with the overall process flow. Because of this the natural conclusion is that the short term expert should continue with ToT in the Twinning project, incorporating relevant judicial training provided by their legal

Partnership between the National Bureau of Enforcement, Georgia and the Swedish Enforcement Authority experts. This approach will also free time within the SIDA project that can be used to focus on other relevant issues concerning management and organisation.

Developments at the NBE


As has been pointed out in connection to the conclusions concerning process mapping, the NBE has taken on the new function of handling bankruptcy procedures. They are currently working on mapping this process. Another function, also previously mentioned, is the work done concerning the legislation and the building of the new function of Summary Process. Furthermore they are now engaged in two projects; Twinning and SIDA. They have held one international TAIEX conference in Batumi on Achievements and Challenges for the Enforcement System. House of Justice is a way of offering state services to the citizens from MoJ (Ministry of Justice). Different functions has been brought together under one roof, as the Civil Registry Agency, National Agency of Public Registry, National Archives, Notary Chamber, Legislative Herald, Training Centre of Justice and the NBE. This has also created work for the NBE and the affected regional offices have moved together with the other authorities. In 2012 House of Justice will open in Tbilisi and the NBE has to allocate resources to that move. These processes put a lot of strain on the NBE which is reflected in the workload on the management. Building effective organisational structures and having effective training of management will be important for the NBE in order to continue the positive trend of growth and development.

Continuing the project in 2012


During 2011 focus has been on project goal 1, capacity for development of the enforcement services. The NBE is mapping different processes with the multidimensional approach previously mentioned, tying legislation and policy to the maps. A natural continuation of these activities is being expressed by questions from the NBE on the workings of a process based organisation. This is a natural development as an organisations core processes are defined. There arises a need for further development of the organisational structure in order to function effectively with the process. The roles of middle and top management are heavily affected by this especially if process ownership becomes a key dimension in the organisation. At the same time it is important to keep in mind the fluent environment of the NBE and what has been said about a hybrid organisation and teamwork in relation to objective number one. The first conclusion is that focus should be kept on project goal one the upcoming year, looking into process based organisation and reviewing the organisational needs of the NBE together with further support in the mapping of the processes. Secondly there will also be a need to focus on the second management objective, developing skills in the management of staff. At the outset of the project this need was expressed as a need for leadership to delegate responsibilities which

Partnership between the National Bureau of Enforcement, Georgia and the Swedish Enforcement Authority should be adequately addressed through the proposed training in management. There is also a need for secure work practises in the field under project goal three. This need is not being addressed within the Twinning Projects ToT objective. Following the proposed line of action for 2012 will require that time left under project goal three will be used on project goal one. It is important that enough resources will be used towards this goal and that unused fees from 2011 will be carried over to strengthen the development of NBEs organisational structure. 9. Crucial issues to handle

Summary process
The legal department of the NBE has come up with a proposal for implementing a Georgian version of summary process. It is currently being translated by the SIDA project. In the next step it will be further developed by the entire NBE after which it will be presented to MoJ (Ministry of Justice) for approval, the courts will then have the suggestion for referral as well. Finally it is to have governmental approval. If everything runs according to plan the new function should be up and running by the summer of 2012. This function will be a new core process of the NBE and will be separated from the enforcement process. Its important for the project to provide support in the realisation of this new function. It should be integrated into the activity of learning more about process based organisation and the revision of NBEs own organisation.

Organisational issues of the NBE


Looking deeper into the process based organisation is a natural next step as the NBE is making progress in its work of mapping the processes. These activities concerning organisational issues will be in need of close coordination with the actual needs of the NBE. As mentioned on the previous topic of Summary Process the fact that the NBE is building an entire new function or core process should be taken into consideration as the activity is started next year. As NBE has to quickly comply with different stakeholder needs and the general fluency of its environment, it is important to take into proper consideration how this relates to NBE as being more of a hybrid organisation than a purely process based one in this stage of its development.

The Twinning Project


Cooperation with the Twinning Project is working well though it is inevitable that well be looking at the same subjects from time to time. An example is that the NBE has put questions to the Twinning Project with regard to the legislation of the summary process, an area which the SIDA project will be concerned with as well. It is of course natural that such input could be asked for from any number of available resources. The two projects are communicating over the issue though and are in agreement that the SIDA project will be covering this area through its look into the organisation from a process perspective. Its important that cooperation and good communication between the projects continues.

Partnership between the National Bureau of Enforcement, Georgia and the Swedish Enforcement Authority

The new organisation of the SEA


Due to the new organisation of the SEA which will be launched on the 12th of December, there have been some changes in the roles of the STEs. Some of them have had large responsibilities in the reorganisation which has affected their availability and some of the planned activities for the remainder of 2011 will not be carried out until next year. There will be only one more workshop on mapping the bankruptcy process and the workshop on vision and strategy will have to carry over to next year. This is a transitional problem and will not affect the project long term but has some impact on the project during the last quarter of 2011.

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