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The Business Process Re-engineering Imperative
Devindra RamnarineExecutive Director & Caribbean Lead – GPS
1 May 2019
Agenda
1. The imperative for change
2. Why business process re-engineering
3. The way forward
Page 2
The imperative for change
E-Government development index (scores)
Page 4
0.59
0.63
0.72
0.40
0.45
0.50
0.55
0.60
0.65
0.70
2014 2016 2018
Barbados
0.52 0.52
0.59
0.40
0.45
0.50
0.55
0.60
0.65
0.70
2014 2016 2018
Grenada
0.45 0.45
0.47
0.40
0.45
0.50
0.55
0.60
0.65
0.70
2014 2016 2018
St. Lucia
0.49
0.58
0.64
0.40
0.45
0.50
0.55
0.60
0.65
0.70
2014 2016 2018
Trinidad & Tobago
0.44
0.45
0.47
0.40
0.45
0.50
0.55
0.60
0.65
0.70
2014 2016 2018
Jamaica
E-Government rankings
Page 5
40
50
60
70
80
90
100
110
120
2014 2016 2018
Barbados
40
50
60
70
80
90
100
110
120
2014 2016 2018
Grenada
40
50
60
70
80
90
100
110
120
2014 2016 2018
Saint Lucia
40
50
60
70
80
90
100
110
120
2014 2016 2018
Trinidad
40
50
60
70
80
90
100
110
120
2014 2016 2018
Jamaica
59
54
46
78
8889
104
114
119
91
70
78
109
112
118
Ease of doing business in the Caribbean 2014 - 2019 (score)
Page 6
59.9259.92
56.7856.8756.7856.78
52
57
62
67
72
77
Barbados
59.59
56.64
53.352.7452.6452.71
52
57
62
67
72
77
Grenada
65.03
61.15
62.8262.8762.9663.02
52
57
62
67
72
77
St. Lucia
63.7564.23
62.7162.12
60.9360.81
52
57
62
67
72
77
Trinidad & Tobago
63.72
65.4
66.5166.566.92
75
52
57
62
67
72
77
Jamaica
Ease of doing business ranking
64
100
77
86
9193
50
60
70
80
90
100
110
120
130
140
150
2014 2015 2016 2017 2018 2019
St. Lucia
107
126
135138
142
147
50
60
70
80
90
100
110
120
130
140
150
2014 2015 2016 2017 2018 2019
Grenada
91
106
119117
132129
50
60
70
80
90
100
110
120
130
140
150
2014 2015 2016 2017 2018 2019
Barbados
66
79
88
96
102105
50
60
70
80
90
100
110
120
130
140
150
2014 2015 2016 2017 2018 2019
Trinidad & Tobago
94
58
6467
70
75
50
60
70
80
90
100
110
120
130
140
150
2014 2015 2016 2017 2018 2019
Jamaica
2 May 2019 Presentation titlePage 8
Why business process re-engineering
Doing business in the Caribbean is difficult – an illustration
Registering a property
Sample Caribbean country Portugal Norway
# of process steps 9 1 1
Time to complete (in days) 17 1 3
# of process steps requiring a
customer to physically visit a
Government agency
9
1. Registry of Companies and Intellectual Property; 2. NIC; 3. Land
Registry; 4. Urban Planning; 5. Inland Revenue; 6. Survey & Mapping
Department; 7. Registry of High Court; 8. Land Registry; 9. Inland
Revenue
1
Land Registry
0-1
Land Registry One-Stop
Shop or Civil Servant
comes to the bank / real
estate agent
# of government agencies requiring
>1 visit
2
1. Inland Revenue; 2. Land Registry0 0
E-enabled and joined up
government databases?No Yes Yes
Comparing the sample Caribbean country with digitally enabled countries:
► Silos must be broken and reconfigured
► Manual processes require re-engineering
► Paper records need digitization
► Cross-ministries processes must be integrated and optimized => “joined up government”
Process improvement cannot be optimized in isolation
Join
ed-u
p C
itiz
en
-cen
tric
Vis
ion
KPIs & Metrics
Business Processes
Superior citizen
experience
Process
efficiency
Benchmarked
process
Process Roles Data Interchange
Tech
no
logy
So
luti
on
s
Governance & Controls
Adopt a ‘citizen centric view’ when re-engineering
business processes
Design principles drive the joined-up government experience
Identify inter-linkages & roles and optimize across
government agencies
Make optimum use of digital technologies like
RPA, AI and Blockchain
Develop KPIs and metrics to measure process
improvements
Exploit leading practices and benchmarks to drive
design
Embed methods and reporting for governance and
compliance
2 May 2019 Presentation titlePage 11
The way forward
Critical steps in moving forward
Page 12
• Implement an effective governance model
• Led at the highest levels of government – to break silos and avoid duplication
• Take an all-of-government approach to re-engineering processes
• Collect data once and share
• Address cross-ministries/agencies processes
• Utilize unique digital identification (on blockchain) for citizens and businesses
• Select processes with greatest impact on service quality and ease of doing business
• Construct a manageable re-engineering program with a good business case
• Ensure that IT solutions enable joined-up government
• Execute wisely with digital by default
• Turn off things that are no longer required to produce cost savings
• Measure progress against target KPIs and adjust as progress is made
Critical success factors
