Workshop on business process reengineering

1. WORKSHOP
ON
Business Process Re-engineering for
Providing Satisfactory Services
Role of Civil Servants
Dr. Md. Shamsul Arefin
Director General
Anti-Corruption Commission
28.01.2017
Venue: Conference Hall, BARD, Comilla
January 4, 2018Dr. Md. Shamsul Arefin

2. Dr. Md. Shamsul Arefin
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January 4, 2018

3. Business Process Re-engineering (BPR) is
the analysis and redesign of
workflow and processes
within and between
Organizations
 To achieve Dramatic improvements in
critical measures of performance .. such as
Cost, Quality, Service and Speed.
- Michael Hammer & James Champy, 1993
January 4, 2018Dr. Md. Shamsul Arefin

4. BPR DefinitionBPR Definition
The fundamental rethinking and redesign of
operating processes for dramatic improvements in
organizational performance.
Lowenthal 1994
Reengineering is the rapid and radical redesign of
strategic processes to optimize the work flows and
productivity in an organization.
Manganelli and Klein 1994
 BP is a collection of activities that takes one or
more kinds of input and creates an output that is of
value to customers
January 4, 2018Dr. Md. Shamsul Arefin

5. Symptoms of Poor Service Delivery
Confusion about procedures
Long Queues at delivery points
Multiple Visits to Government Offices
Pillar-to-Post
 Outcome is in Suspense
OK or NOT OK !
 Gatekeepers at every turn
 Poor Quality of Service
 Service is a Mercy - not a Right
Too many Intermediaries
January 4, 2018Dr. Md. Shamsul Arefin

6. Root Causes of Poor Service Delivery
Legislative
Intent
Process
Problems
Delivery
Channel
Problems
Bribery
Problems
BPR is an important part of the Solution
January 4, 2018Dr. Md. Shamsul Arefin

7. 3 Goals of BPR
1. Customer Friendliness
▫ Meeting customer requirements closely
▫ Providing convenience
1. Effectiveness and corruption free service delivery
▫ Outcome-based approach
▫ Gaining loyalty of customers
▫ Image and branding
1. Efficiency
▫ Cost
▫ Time
• Effort and speed are needed to provide for both higher quality services and
better value for tax payers’ money with adaptation of certain management
techniques from the private sector .
January 4, 2018Dr. Md. Shamsul Arefin

8. International experiences
 In Britain, they set performance measures, benchmarking and customer-
service standards.
 The Australian and New Zealand Civil Service are both well advanced in the
application of private sector management practices (IPA, 1995).
 The Danish and Canadian civil servants adopted customer-friendly
techniques from the private sector.
 Irish public administration achieved an effective and quality service that is:
customer friendly, run at an acceptable cost, and aims to ensure its activities add
value to the customer. They did:
1. Establishment of client-centric service objectives;
2. Development of process-based measures of service effectiveness;
3. Realignment of organization structure;
4. Extension of process design to the wider service supply chain;
5. Implementation of process-based information systems.
January 4, 2018Dr. Md. Shamsul Arefin

9. Bangladesh Context
Innovation Fund
 Is providing real value-for-money for the taxpayer by maximising
efficiency and eliminating waste;
 Is focused on improving organisational and individual performance,
with a real commitment to excellence in service delivery.
 Grooming the young generation of innovators who will be able to
assist in providing people-friendly public services.
The key objectives are to:
 (a) Provide seed funding to pioneering and creative innovations for
better public service delivery
 (b) Enhance capacity of small-medium initiatives working to find
creative solutions in technology for development.
January 4, 2018Dr. Md. Shamsul Arefin

10. Formation of Innovation Team
Ministry/ Divisional level – Innovation Team
 Additional Secretary/ Joint Secretary level Officer
 3-5 nominated officers (Minimum 1 person will be nominated each from ICT and
Planning wing/ Branch/ Section/Cell)
 The prevailing Work Improvement Team (WIT), in concerned
Ministries/Divisions will turn into Innovation Team
District level: Innovation Team
 Additional Deputy Commissioner
1 Assistant Commissioner
3-5 nominated officers from other offices of the district
Upazila level: Innovation Team
 Upazila Nirbahi Officer (UNO)
 Assistant Commissioner (Land)
3-5 nominated officers from other offices of the Upazila
January 4, 2018Dr. Md. Shamsul Arefin

11. The Innovation Team is responsible to
 Bring qualitative changes in the internal work process and service
delivery in respective office
 Ensure qualitative changes in internal work and service delivery
processes
 Simplification of existing practices
 Prepare annual action plan on above and ensure implementation of the
plan
 Organize monthly Innovation Team meeting and review performance
 Prepare yearly report on innovative efforts/practices of respective
office by 31 January of every year, submit it to the Cabinet Division
and publish on respective website.
January 4, 2018Dr. Md. Shamsul Arefin

12. Cross et al’s Framework for BPR
Customer
Requirement analysis
Design
specifications
High-level design
Detailed design
Pilot new
design
Transform the business
Baseline
analysis
Current
process review
Design options
Model/validate
new design
Build in CI
feedback
Design
principles
Analysis
Phase
Design
Phase
Implementa
tion Phase
January 4, 2018Dr. Md. Shamsul Arefin

13. 12 Attributes of Customer-friendly Service Delivery
1. Simple
2. Need-based
3. Certainty
4. Speed
5. Convenience
▫ Place
▫ Time
▫ Channel
6. Equitable
7. Responsive
8. Customer-centric
9. Quality of Service
10.Cost-effective
11.Accessible
12.Assisted
January 4, 2018Dr. Md. Shamsul Arefin

14. Five Basic Principles of BPR
1. Organize around outcomes, not tasks.
2. Identify all the processes in an organization and
prioritize them in order of urgency.
3. Integrate process and activity
4. Put the decision point where the work is
performed, and build control into the process.
5. Capture information once and at the source.
January 4, 2018Dr. Md. Shamsul Arefin

15. Service Delivery Channel Problems
• Jurisdiction
 too many ‘narrow domestic walls’ !
 too many ‘single windows’
• Restricted timing
• Desperate and sub-optimal delivery networks
• No choice of delivery channels
• Process & Delivery Channel often combined
resulting in delay, malpractice
• Comprehensive regulation is needed because the discretion of
many public officials is unrestricted and this systemic weakness is
intensified by poorly defined, ever changing, and poorly
disseminated rules and regulations
January 4, 2018Dr. Md. Shamsul Arefin

16. Service Delivery Problems
• Mindset & attitudinal problems
• Delivery Agents unsuitable
 Unqualified
 Untrained
 Unequipped
• Lack of empowerment of front-end people
• Lack of dedicated delivery teams
 Delivery is handled on a part-time basis
• Lack of service levels, measurement systems
January 4, 2018Dr. Md. Shamsul Arefin

17. Asking for too
much information
No concept of
Quality Assurance
Single point or
one stop delivery
Controls instead
of facilitation Scope of Automation
Burden of proof
thrown on Citizen
Attachments, Annexures, Attestations
Heavy reliance
on manual systems
Bundle offer
Too many areas
of Discretion
Complexity of
Rules & Regulations
Compensation
for delay delivery
Surrounde
d by Dalal
Service Delivery Problems and
Opportunities
January 4, 2018Dr. Md. Shamsul Arefin

18. Compulsion of UNCAC
 Bangladesh ratified UNCAC in 22 Feb, 2007
 The Convention visualizes both taking preventive measures
against corruption and creating an enabling environment for
ensuring integrity in conducting public affairs
 Promote and strengthen measures to prevent and combat
corruption more efficiently and effectively” and “to
promote integrity, accountability of public property”.
Dr. Md. Shamsul Arefin January 4, 2018

19. Responsibility of the ACC under National Integrity Strategy
 Anti-Corruption Commission (ACC) is the most important organization for a
relentless fight against corruption and promotion of integrity in the society.(C.2.9.1,
page 34 of NIS document)
 Formulation of action plan for mobilizing citizens’ support for prevention of
corruption (C 2.9.3 of NIS)
 Improvement of communication between the ACC and other state
organizations (2.9.4 Action Plan of NIS)
Undertaking initiatives for raising awareness among government
organizations, businesses, civil society and media on prevention of
corruption. (2.9.4 Action Plan of NIS)
 Formation of National Integrity Unit and ‘Ethics Committees’ by
Cabinet Division where necessary support will be provided by ACC.
(2.9.4 Action Plan of NIS)
January 4, 2018Dr. Md. Shamsul Arefin

20. Priority Areas for Improving Collaboration between
ACC and State Organizations
 Strengthening Reporting systems
 strengthening Reporting of fraud detection and corrupt practice
under NIS action plan. Minimize Conflict of interest
Improving front-Line Service Provision
Instituting citizen report cards and monitoring
 Regular Public Hearing and strengthening oversight
Strengthening Leadership & Ethics
 Continuously arranging Workshop, Seminars and Trainings
with NIS Focal Points.
Dr. Md. Shamsul Arefin January 4, 2018

21. Public Hearing for Improved Service Provision:
Bangalore, India.
Source : Public Affairs Center, India
Dr. Md. Shamsul Arefin January 4, 2018

22. Expected Role of Civil Servants
 Reduction of discretionary Authority
 Redesigning in the Financial management (delegated
administrative and financial authority must be followed
strictly).
 Releasing fund in due time (1st
day of concerned quarter)
of development and revenue budget.
 Fixing responsibility as per law in all levels including the
Accounts , Registration and Land Administration
Department.
 Regular RTI Fair by each public office.
Dr. Md. Shamsul Arefin January 4, 2018

23. Dr. Md. Shamsul Arefin
Expected Role of Civil Servants
 Using Citizen’s Report Card ( CRC)
Using Whistle Blower’s protection act at the public
office.
 A Booklet of Model case issued by each public office
depending on their nature of public service.
 Integrity pledge.
 One stop services
 Code of conduct to be signed by each public officer
Develop a Evaluation Form for your customer
(Are you satisfied , if not why please comment)
Using social accountability tools ( Public Hearing) and
GRS
January 4, 2018

24. Conclusion
 The motivation to earn easy way income is still extremely strong.
 Role Model is required in each office who will act as a living
legend of Ethics.
 Show zero tolerance to rent seeking behavior.
 Bring Efficiency, Effectiveness & Customer-friendliness
 Acts should be citizen-centric not department-centric
 Citizens’ report cards, community score cards, public hearings
and social audits can be commonly used in monitoring the delivery
of public services.
 Stimulate society to move from a culture of acceptance of
corruption to one of rejection of corruption.
January 4, 2018Dr. Md. Shamsul Arefin

25. Dr. Md. Shamsul Arefin January 4, 2018