Business Process Reengineering Session In order to ensure that the services we deliver to customers are efficient, effective, and

as fast and accurate as possible, many organisations are using tools such as Business Process Reengineering. It sounds simple - draw a map of the processes involved in delivering a service, count the amount of resource used to deliver the process, and then use that evidence to identify any weak points or opportunities for improvement. BPR is not always so simple in practice, and this panel session will explore the highs and lows of using BPR tools to develop customer-focused processes. In discussion, the following principal points were made: BPR is a good way of moving back office functions to the front office. About 3 councils have used consultants for this It can help deliver CRM There is a need for a corporate BPR resource to manage consultants and manage different directorates/ workstreams. Secondees from the service directorate can work well. Top down there is a need for: - Clear BPR vision and strategy - BPR to be part of the corporate strategy - Good communication of the reasons for BPR - KPIs arising out of the changing process A formal communication channel for expressing anxieties is useful Measuring BPR efficiencies there is a need to sit with people yourself and identify the time it takes accurately

To make BPR work effectively there needs to be: SMART objectives for implementation Leadership Investment/ Resources Communication a corporate council wide approach Coordination Performance monitoring Consultation with stakeholders aqnd buy-in Ownership and commitment Staff skills and training Evaluation of the success of the strategy Identification of quick wins Culture change and change management