Diputació de Tarragona - Área de Coneixement i Qualitat

At the beginning of each mandate, we define a strategic plan by following a process that has been established since 2004. The strategic principles established are deployed as follows: Vision -> Strategic/Annual Aims and Projects; Mission ->Processes and Procedures; Values -> Individual Talents. The Vision part is implemented in 10...

At the beginning of each mandate, we define a strategic plan by following a process that has been established since 2004. The strategic principles established are deployed as follows: Vision -> Strategic/Annual Aims and Projects; Mission ->Processes and Procedures; Values -> Individual Talents. The Vision part is implemented in 10 strategic lines. Strategic risks are a consequence of the risks of the associated projects. The Corporate Strategic Plan is deployed at a second level through the Annual Plans, and these are structured in terms of Annual Projects and Aims, which are the basic elements of the strategy. The Annual Plans are drawn up with the broad participation of all staff. The strategy is explained in the Communication Plan so that all stakeholders are aware of it.

The Regional Government of Tarragona promotes the implantation of the new ACTIO digital platform, which is a system of automated administrative services for local bodies that promotes a more efficient relationship between both administrative bodies and between administrative bodies and the public.
The implementation of this platform...

The Regional Government of Tarragona promotes the implantation of the new ACTIO digital platform, which is a system of automated administrative services for local bodies that promotes a more efficient relationship between both administrative bodies and between administrative bodies and the public.
The implementation of this platform began, as an experiment, in April 2017 and it is expected to be extended to all municipalities during the second half of 2017.

Public administrative procedures are based on a series of documents that are ordered into files. We possess a system that manages the documents and files created during the organisation’s activities. This system considers the entire life cycle of the documents, from their creation to their storage. The Document Management System includes...

Public administrative procedures are based on a series of documents that are ordered into files. We possess a system that manages the documents and files created during the organisation’s activities. This system considers the entire life cycle of the documents, from their creation to their storage. The Document Management System includes features of registration, signature, and notification that allow the system to respond to all regulatory requirements.

During 2008 we began an innovative Business Intelligence (BI) process that allows the management of information that has been created and which takes decisions based on reliable and structured information. The BI system is implemented on three levels:
1. Data Warehouse: once data from different sources has been gathered, it is then...

During 2008 we began an innovative Business Intelligence (BI) process that allows the management of information that has been created and which takes decisions based on reliable and structured information. The BI system is implemented on three levels:
1. Data Warehouse: once data from different sources has been gathered, it is then standardised, ordered and unified in a single database in order to simplify its use.
2. Analysis and Reports: a second level is analysis, where univariate, bivariate and multivariable tools are used that allow information to be extracted and represented in dynamic or static standardised reports (Reports, Dashboards, Olaps, etc.)
3. Portal: the third level involves publication, viewing and interaction with those reports accessible, taking into account workplace access criteria.

The management of organisational information sources (monitoring, reports, experiences, etc.) leads to opportunities for improvement that people are able to identify. Once these opportunities have been identified, it will be determined whether: a) it is known how they can be implemented, or b) it is necessary to undertake a process involving the...

The management of organisational information sources (monitoring, reports, experiences, etc.) leads to opportunities for improvement that people are able to identify. Once these opportunities have been identified, it will be determined whether: a) it is known how they can be implemented, or b) it is necessary to undertake a process involving the creation and evaluation of ideas. If the methods used to implement the project are known, plans are then made for its inclusion in the Annual Plan. If no methods exist regarding how to implement the opportunity detected, a process is initiated that is based on the creation of a challenge that allows ideas and comments to be created in a cooperative manner. This process may then lead to an answer on how to implement the improvement, or discard it. If the challenge allows a solution regarding the implementation of the improvement, the project associated with the Annual Plan will be created.