Business Process Improvement for State Agencies

Business Process Improvement for State Agencies

What problem does it solve? NJ citizens face challenges navigating state agency processes and systems. Knowing the “as-is” process will answer the following questions: what is the process? Where do I start? When is the process complete and how will I know? Who is involved in the process and what are their activities? How and when does one activity prompt the next activity to occur? Documenting and socializing state agency processes will answer these questions and provide opportunities for improvement. What is your solution and who does it apply to? Form a Board or Commission focused on improving business process across state agencies. Consider Board or Commission members that represent state people, processes and technology along with NJ citizens with experience of the same. Engage a Board or Commission leader who understands the State of New Jersey, perhaps a Certified Public Manager (CPM) with work experience within a state agency and experience with business process improvement methodologies such as Business Analysis, Business Process Analysis, Information Technology Infrastructure Library (ITIL), PMLC (Project Management Lifecycle), SDLC (Software Development Lifecycle) and Lean Six Sigma. The Board or Commission could engage and guide liaisons from each State agency to document their business processes, realize and implement the improvement. What is the anticipated impact? Business process improvement for state agencies will significantly enhance the New Jersey citizen’s experience interacting with state agencies (people), utilizing state services (process) and accessing state systems (technology). State revenue will increase due to cost savings from process improvement.

Points

Existing procedures are often time-consuming, frustrating, and just plain annoying. Unfortunately, even with the best of intentions, I'm afraid attempts to "improve" processes may just add more (mostly non-productive) work.

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