Creating a Learning Government A case study from South Africa. Bommireddipalli Ravi Teja 5 June 2009

Transcription

1 Creating a Learning Government A case study from South Africa Bommireddipalli Ravi Teja 5 June 2009

2 Agenda Learning Government? South African Revenue Services (SARS) 1. Mission & Vision 2. Strategy execution 3. Objectives, metrics, initiatives. Citizen loyalty 5. Strategic and core processes 6. Learning agenda 7. Align IT to business 8. Knowledge & Innovation management 9. Results & benefits

3 A Learning Government A learning government is sensitive to the environment It learns, innovates, adapts and manages the changing needs Of its stakeholders (citizens, vendors, employees, businesses & partners) For the sole purpose of its survival and growth

4 South African Revenue Services (SARS) - A case for transformation Inland Revenue and Customs & Excise collections Pravin Gordhan the leader Increase tax collection and exceed targets Enable voluntary and pro-active filing of tax returns Ensure collections and not just assessments Provide excellent tax payer service

5 1. Revisit mission and vision Mission To optimise revenue yield, facilitate trade and enlist new tax contributors by promoting awareness of the obligation to voluntarily comply with South African tax and customs laws, and providing a quality and responsive service to the public. Vision To be an innovative revenue and customs agency that enhances economic growth and social development, and supports our integration into the global economy in a way that benefits all South Africans. 5

6 2. Execute the mission Mission If we succeed, how will we look to our financial donors? To achieve our vision, how must we look to our customers? To satisfy our customer, financial donors, and mission, what business processes must we excel at? To achieve our vision, how must our people learn, innovate, and work together? Mission Internal Processes Operational efficiency Citizen management Innovation management Regulatory and Social Cost of providing services including social cost Value/benefit of service including positive externalities Support of legitimizing authorities; legislature, voters/taxpayers Learning and Innovation Competencies, Knowledge and Skills Information Technology (egovernance) Infrastructure Knowledge Mgmt. Internal processes Learning and Innovation

7 3. Finalise objectives, metrics, initiatives SARS strategic objectives Increase Revenue Yield Responsible Enforcement Service Excellence Good Governance Build Capability Performance Culture Divisional objectives - GM Divisional Project / Initiatives AGM / NGM objectives AGM/ NGM Project / Initiatives Regional / Zonal / Branch objectives Branch Project / Initiatives Commissioner Dashboard GM Dashboards Operations Dashboards

8 . Get perception of citizens Predictive Predictive Loyalty Loyalty Index Index Check Check perception perception of of citizens citizens Check Check experience experience of of citizens citizens Stimulation Index > 1 Experiential Index > 1 Predictive Loyalty Index = Predictive Loyalty Index = Experiential Index (EI) Stimulation Index (SI)

9 5. Identify strategic processes Promote Wealth Creation G O V E R N M E N T Manage Human Capital Manage Network Capital Manage Intellectual Capital Manage Financial Capital Manage Technology Capital Manage Internal Services T A X P A Y E R

10 5a. Design core process Promote Wealth Creation is aimed at effective and efficient revenue administration and service, trade facilitation and development of the economy, actively supporting government priorities such as regional integration and social and economic development. Business Intelligence Cognitive Intelligence Legal & Legislative Framework Enterprise Governance Manage Acquisition C-1.1 Registered Stakeholder Profile Empirical & Analytical data infrastructure Knowledge Infrastructure Physical & Virtual Infrastructure Investment Stakeholders needs and expectations Enterprise Governance Cultural Environment Manage Interaction C-1.2 Updated stakeholder Profile Legal & Legislative Framework Enterprise Governance Cultural Environment New services and/or products Empirical & Analytical data infrastructure Knowledge Infrastructure Physical & Virtual Infrastructure Investment Manage Service C-1.3 Optimized Revenue Collection Empirical & Analytical data infrastructure Knowledge Infrastructure Physical & Virtual Infrastructure Investment Stakeholders aspirations Legal & Legislative Framework Enterprise Governance Manage Retention C-1. Value Reporting Empirical & Analytical data infrastructure Knowledge Infrastructure Physical & Virtual Infrastructure Investment New products,services & relationships Legislative Framework Enterprise Governance Manage Loyalty Loyalty Values C-1.5 Loyalty Index Empirical & Analytical data infrastructure Knowledge Infrastructure Physical & Virtual Infrastructure Investment Legal & Legislative Framework Enterprise Governance Manage Retirement Business Intelligence C-1.6 Lifetime stakeholder Value Empirical & Analytical data infrastructure Physical & Virtual NODE: C1 TITLE: Promote Wealth Creation InfrastructureNO.: 2 of 8 Loyalty Profile

11 5b. Multiple touch points Legend $ Assisted Service Cash Handling Information/ Service Kiosk Processing Centre Enforcement Centre Contact Centre Customer Service Centre $ Tax collection Agencies Drop off point $ Postnets / PostOffices Document Handling $ SARS Net (Web Enabled Services) Corporates / Business $ Drive Throughs Unions SARS Franchise Agent Retail Outlets / Business Parks Banks

12 6. Learning agenda Job Title Recruitment & Selection Standard Titles Standard Requirements Criteria for Selection Job Description Skills Audit Competency Standards Criteria for Objective Assessments Competency Requirements Competency Gaps Learning agenda Scientific basis for needs identification Prioritization based on multiple criteria Job Scorecard Overall Performance Performance Review Review Objective basis for performance appraisal Comprehensive assessment Employee Job Kit Remuneration, Incentives, Promotions Mapping of overall score to reward system

13 i Activities Activity 1 Tasks Process Returns, Schedules Process Functionalities Pre-defined Templates / Procedures to allow the user to accomplish and coordinate complex tasks with ease. Provide for finding, assigning, scheduling, and checking the progress of these activities.the activity template tells users what steps to take during the process. Documents (or indexed dossier) to associate with the customer. Electronic processing of forms. The filing should be accomplished using on-line forms with fields for direct entry. Filings should be routed to the backend databases of the relevant departments. Ability to capture, process, publish documentation in multiple formats, track documents through their lifecycle a document or record electronically Maps to P C I H I E I K o R D R F A D M r M M M M I S t S S S S a l Alternatives Products, Technology, Standards Context Personalization Unlimited Profiles Process Integration Abstraction Layers Federated Search Federated Portals P2P Offline Support Web Services Knowledge Management Mainframe Support State / Sessions Management Proactive Notification Robust Applications Framework Collaborative Platform (Community) Mobile & Wireless enabled Management Framework Integrated Content Management Align IT to business Transition Plan Cognitive Framework Alternate Approach Shaper approach Customers Aspiration What is is our ambition and dream? Interface Imagination What might the potential futures be? Business Applications Integration Management Decision Innovation Which future do do we wish to to create? What opportunities will we exploit or or create to to reach our future? Business Context Business Use Case Process Responsibility Role Skills Accountabilities Segmentation Get the market feedback Business Consultants Communication Update repository Research on best practices Business Consultants Information Handling Get the market feedback Cognitive Consultants Business Analysis Research on best practices Business Consultants Shared Services Infrastructure Data Technology Architecture Segmentation Get the market feedback Business Consultants Communication Update repository Research on best practices Business Consultants Information Handling Get the market feedback Cognitive Consultants Business Analysis Research on best practices Business Consultants Government Regulations QCDS standards Risk profiling Customer Knowledge Processing Base Solution repository Tax Payer's information Process Map Government Regulations QCDS standards Risk profiling S e Government r Regulations v QCDS standards Audit and Compliance c Information about Noncompliance e d Enforcement and Collections Serviced c Customer u s t o m e r s Segmentation Get the market feedback Business Consultants Communication Update repository Research on best practices Business Consultants Information Handling Get the market feedback Cognitive Consultants Business Analysis Research on best practices Business Consultants Roles and responsibilities Requirements / Functionality SAP IBM BVSN Functionality Matrix Application Map Total Points Scored 53.5 Product Evaluation

14 7a. Increase information capital BUSINESSES CIVIL SOCIETY e-commerce e-citizens e-government GOVERNMENT The Knowledge Economy 1

15 7b. Set up IT Enterprise Applications Portal efiling Procurement Citizen Self Service Enterprise Reporting News Dissemination Collaboration Employee Self Service Partner Services Relationship Loyalty Office & Dashboard Tools Data Warehouse ERP and Legacy Contact Center Web Content Document Management Profiled, Personalized and Preferentiated

16 8. Knowledge & Innovation Management Learning happens in COMMUNITIES. What is easier? Learning or Sharing 1. Communities of Practice Best Best Practice sharing and and ideation 2. Tacit Knowledge Transfer Techniques to to externalize the the Gut Gut Feel Feel or or the the Unsaid 3. Innovation process Review, prototype and and institutionalize ideas ideas and and best best practices

17 9. Results Performance Dashboard

18 9a. Benefits Track benefits of transformation through metrics Set up Metrics office Better operational performance Customer service improved by about 28% Reduction in unprocessed tax returns (from 00,000 to 288,000) Rate of customer complaints resolution increased

19 It is not the strongest of the species that survives, nor the most intelligent; it is the one that is most adaptable to change. Charles Darwin 19

20 Questions?