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Description sub-topic


Description of organisational levels

Sub-itemDescription
Region

99 Regional organisations

Duties of the Regional organisations:

  • Implementing the guidelines set by the federal and Land organisations
  • Defining the principles for implementing labour market policy at the local offices.
Land organisation

9 state organisations

tasks:

  • Development of labour market objectives for the states
  • Cooperation with the state government, the municipalities, the social partners as well as other actors in the area of labour market policies
  • Planning and distribution of the budget to the regional offices
  • direction, support and monitoring of the regional offices
National organisation

Tasks of the national organisation:

  • Implementation of the labour market policy directives set by the Federal Minister for Employment, Social Security and Consumer Protection
  • Allocation of resources needed for achieving the objectives (human resources, labour market budgets, and personnel and operating expenses) to the Federal state organisation
  • Targeting uniform rules („principles“) for the business processes, the labour market instruments, the staff, the equipment, and the basic conceptional work
  • Guidance and supervision of the management at all levels.

Overview (organisation)

The AMS is the most important instrument in the implementation of the Federal Governments labour market policy and therefore it is the main player on the Austrian labour market. In 2010 (reference date 1st January), AMS engages 5253 employees totally in 4865 established posts. This staff works mainly in the field of direct and personal services to the AMS clients (workers and enterprises).

The AMS is set up on three hierarchical levels that parallel the Austrian governmental structure of federal, state (‘Land’) and regional or municipal governments. It comprises:

·         1 federal organisation

·         9 Land organisations

·         100 regional organisations

Each of these levels has its own:

·         managing and decision-making bodies (the federal Administrative Board, Land Directorates, and regional Advisory Boards)

·         executive bodies (the federal Board of Directors, the Land managers, the Regional Office managers)

·         and business offices (Federal, Land and Regional Offices).

The two key features of the 1994 devolution of the AMS (formerly the Labour Market Administration, or AMV) from direct federal management were

·         removing it from direct hierarchical subordination to the Minister (formerly it was part of the Ministry)

·         and a strong, consistent involvement of both labour and management (institutionalised representatives of employer and employee interests) in the entity’s decision-making boards at all levels.

At the federal level, the decision-making body is the Administrative Board.

The Administrative Board has 9 members (plus deputies and alternates). Three board members are nominated by labour representatives and three by employer representatives, and are then appointed by the Minister of Economics and Labour; a further three represent the government, one of them nominated by the Minister of Finance. Each member has a six-year appointment.

The Chair of the Board of Directors is elected from among the ranks of the board upon nomination by the Minister of Economics and Labour, and has a two-year term of office.  

At the Land level the decision-making body is the Land Directorate.

The Land Directorate comprises the Land manager, who chairs this board, plus two members each who represent employers and workers. The members of the Land Directorate too are appointed by the Minister of Economics and Labour for a six-year term.

At the regional level, the decision-making body is the Regional Advisory Board.

This board is chaired by the manager of the Regional Office, and likewise has two members to represent employers and two to represent workers in the region. The Advisory Board members are appointed for a six-year term by the Land Directorate.

 

The institutions responsible for the implementation of the decisions of these collegiate bodies are the Board of Directors (2 persons) at the federal level, the managers of the Federal state offices at the federal state level and managers of the regional offices at the regional level.

 

Business offices have been set up to conduct business operations at every level (the federal organisation, the 9 Land organisations and the 100 regional organisations), and are staffed as required for their duties:

  • One Federal Office (‘BGS’) with 150 budgeted positions.
  • Nine Land Offices (‘LGS’) with a total of 700 budgeted positions.
  • One hundred Regional Offices (‘RGS’) with a total of 3300 budgeted positions.

Internal organisation of the AMS

The guiding concepts behind the internal organisation of the AMS’s offices are customer orientation and process orientation.

Here the AMS views job-seekers and businesses as its central client groups, each of them equally important.

Taking this customer orientation as a basis, the AMS also decides and defines its major core and business processes.

These in turn – together with the process model as a whole – are also the foundation for laying out the internal organisation of the AMS (structural and procedural organisation).

This pertains to the organisation of the primary managing and coordinating business offices at the federal and Land levels (BGS and LGS), but most especially to the level where services are actually provided to these clients – the organisation of the Regional Offices.

The structural organisation and its associated apportionment and demarcation of the duties of the individual organisational units (departments) clearly defines authorities and responsibilities for the business processes of the Land and Federal Offices.

Thereby to the SFA division 2807.14 established posts and to the SFU division 615.7 established posts are allocated (reference date 2010; other 296.65 established posts relate to the so called Internal/Key Tasks).

The orientation to customers and processes is especially a basis for further internal organisational distinctions and the organisation of procedural structures in the most important unit in quantitative terms, the Job-Seeker Service that assists and supports those looking for work.

On the basis of a comprehensive, systematic analysis of strengths and weaknesses at the AMS and how it provides its services, a new organisational model (the ‘Three-Zone’ model) was developed for the Regional Offices. After a trial run at selected offices to evaluate its feasibility and efficacy, it was implemented at all 100 Regional Offices nationwide between 2001 and 2003.

This model works with a more detailed client segmentation based on different, individualised problem pictures with their associated needs for support.

From this viewpoint, three main client segments were identified:

·         Information clients (with specific, one-time needs for information and no need or desire for ongoing support),

·         Service clients (who need personal and systematic support in regard to earning a living and finding a job), and

·         Counselling clients (who need to draw on intensive, individualised support, counselling and programmes for reintegration into the job market).

 

Based on this client segmentation the service offers for job seekers were re-bundled and restructured; employees with relevant qualifications will now offer them in the RGS in “zones” separated organisationally and spatially.

An essential and very extensive outcome of this consequently client and process oriented reorganisation brought the two key tasks and services of the unemployment insurance and the job placement together in one place, at one employee of the service zone, and therefore the realisation of the “One-stop-shop” principle to a major part of job seeking clients.

 

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