Challenges of policy implementation in public organizations.ppt
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The document discusses the challenges and approaches involved in implementing public policy within organizations, emphasizing the need for clarity, communication, and adapted processes. It highlights the importance of engaging beneficiaries and implementing effective systems for service delivery, using case studies such as the citizen's charter in post offices and wage payment improvements in Rajasthan. It also outlines strategies for continuous improvement and problem-solving, emphasizing participation, empowerment, and performance management.
Challenges of policy implementation in public organizations.ppt
- 1. 4/26/17 1 implementation Challenges of Implementing PolicyChallenges of Implementing Policy in Public organizationsin Public organizations Rajiv Singh MDI, Gurgaon POLICYPOLICY PRACTICEPRACTICE beneficiariesbeneficiaries PUBLIC ORGANIZATIONSPUBLIC ORGANIZATIONS IMPLEMENTERSIMPLEMENTERS CAPABILITIESCAPABILITIES
- 2. Public Policy Implementation-3 stages Integration • Translation of policy into administrative guideline Organization • Establishing and deploying implementation structures and systems Application • Providing the desired service as envisaged by the policy
- 3. Top Down • Requires- clarity of objectives, structured process, adequate resource, committed implementers, excellent communication and coordination • Problems – Higher level perspective pre-dominant, many synchronized pre-conditions, one system fits all Bottom Up • Requires –Interactive process between policy makers and implementers. Local perspective and objectives incorporated • Problem – Evaluation and accountability diffused. Principal - Agent • Requires – contractual relationship between Principal who define policy and agents who implement • Problem – How well policy is defined, scale of change required, size, affected group, pol and eco climate, technology, skills, number of agencies 3 Implementation Approaches
- 4. Beneficiaries OutputProcessInput Implementers •People •Equipment •Vehicles •Buildings •Money •Material IP----P---- OP IP----P---- OP IP----P---- OP IP----P---- OP •Products •Services •Information • • • • INFOINFO INFODecisions DecisionsDecisions Internal Environment External Environment Outcome Impact Dynamic Used by Resistance to change
- 6. Implementation value Chain. The inter- linkage S c s c s c s c s c Project office Paying POAccounting POProject office IP-P-OP IP-P-OP IP-P-OP IP-P-OP Day 0, Day 1, 2, 3 Day 4, 5, 6 Day 7 End to end service is one process for Beneficiary. Many processes for provider. Inter-linkage critical N A R E G A W O R K E R N A R E G A W O R K E R
- 7. Is it a chain? What about end to end cycle time?N A R E G A W O R K E R Project office Paying PO Accounting PO Project Office IP-P-OP IP-P-OP IP-P-OP IP-P-OP ? ? ? ? ? Abyss AbyssAbyss N A R E G A W O R K E R
- 8. 1. How to improve the BENEFICIARY pillar Goal – Policy objectives met. Delighted beneficiary. Five Critical Actions 1. Know your beneficiaries and stake holders and know their needs and expectations– who they are ? What they want? Identify and prepare data base, 2. Listen to them – Set up interaction forums, know what they have to say through meetings, surveys, reports, organized interactions 3. Improve delivery end contact point experience– courtesies, facilitation, problem solving 4. Provide outstanding grievance redressal mechanism – handle complaints effectively to regain confidence of customer
- 9. Five Critical Actions for effective Human Resource Management – Right person at right place at right time 1. Recruit and deploy the right person 2. Educate and train continuously 3. Introduce team working – administrative committees, operations teams, project teams 4. Manage performance effective – set standards, monitor, provide feed back 5. Reward and recognize good performance 2. How to improve the People Pillar2. How to improve the People Pillar Goal – People Involvement and EmpowermentGoal – People Involvement and Empowerment
- 10. 3. How to improve process and systems Goal – Continuous Process and System Improvement Five Critical Actions for effective processes and systems 1. Design processes and systems that are simple enough to be effectively operated by staff and used by beneficiaries 2. Follow six steps to continuous improvement – Current situation, goals for improvement, action plan, time line, responsibilities, measure and monitor performance 3. Use technology effectively to leverage the service delivery 4. Manage the tangibles to create positive impressions – look and feel, forms, dress, 5. Set , measure and continuously monitor standards 6.
- 11. Implementing Citizen’s Charter in Post Offices – a pilot project of DOPT&AR – Ford Foundation sponsored • Pilot project in 3 post office of Delhi and Poona each. In Delhi in Kalkaji, Sarojininagar and Karkarduma POs • PMG Delhi Project Manager for Delhi • Project Team of Secretary Post, Member Operations, Member Technology, JS Finance, Chief GM Business Dev, PMG Delhi and PMG Poona
- 12. Implementing Citizen’s Charter in Post Offices – a pilot project of DOPT&AR – Ford Foundation sponsored • Chose Quality way for implementing the project • Service Quality dimension for evaluation of performance were Reliability, Assurance, Tangible, Empathy and Responsiveness (RATER) • Adopted Service Triangle model for implementation – Strategy, system and staff with Customer First Approach.
- 13. Customer First • Citizen charter formulated and displayed in all the three post office with service delivery details • Post Forums in all three post office represented by customers • Customer contact programs – Post office Apke Dwar programs • Constant Customer Feedbacks in post office • Sun down rule for grievance redressal • Customer complaint and suggestion books • Mystery Shopping
- 14. People involvement and empowerment • Self managing teams set up – administrative team and service teams • Constant education and training – training cascade, work place training, • Performance monitoring and evaluation – self, internal(Post Master), external(Circle Team) • Rewards and Recognition • Right person at right place •
- 15. Continuous Process Improvement • Set up Citizen charter standards for service delivery • Set up performance standard • Measurement – by service teams, administrative teams and circle teams • Implementation of technology – computers on every counter • Improvement of the tangibles – look of the post office, customer facilities, cleanliness, forms, dress of employees,
- 16. Payment of MGNAREGA wages in hand in cash within three days from POs in Rajasthan • Payments took 15 days to 3 months from POSB accounts to 75 lakh MGNAREGA workers • Summoned by CM at poor performance by PO • Challenge to pay wages in cash in worker’s hand in 3 days • Problem of cash in most village and far flung POs • Cumbersome processes, State Govt and Paying agencies at cross purpose.
- 17. • Wage bill sent to post office with cheques of Cooperative banks. Cheque clearance always delayed • Head Post office accounted for cash. Prepared payment orders, segregated wage bills post office wise, sent them to paying post offices, cash was arranged based on limit restriction. Village POs Rs 500 to 2000. Bank won’t give cash easily. No security of cash Payment of MGNAREGA wages in hand in cash within three days from POs in Rajasthan
- 18. Turning the payment process upside down – pay first account for later • One seamless process designed from project office to paying post office to accounting post office to project office – from receipt of wage bill to account reconciliation • Communication and coordination – Nodal officers, coordinators, contact persons at each level • 8 home guards for head post offices and 2 for cash vans • All head post offices and important cash offices give hired Bolero cash vans
- 19. Process Improvement (cont)- • 5 copies of wage bills in village POs from local paired project officer. • Cash balance of village POs raised to Rs. 25000 and Rs. 50000 based on need • Statistical date collected for payments of Day0, 1, 2, 3 and beyond • Data feeding in computers on priority on incentive • Incentive for timely payment • Information to worker for cash arrival, village headman, and project officer. • Detailed rules and procedure prepared and provided with charts and help materials.
- 20. People Involvement and empowerment • Sub Postmaster made in-charge for payment of all his/her village post offices • Inspector to check and send payment performance. • Monthly payment performance prepared post office wise and send to Principal Secretary. • Constant joint training post office and state Govt workers by both • Rewards to best performers by CM
- 21. Beneficiary satisfaction • 25 % payments of D0, 60% Day 1 and 2, 10% payments on Day 3 and 5% beyond 3. • Cash in hand not in account • Accident insurance scheme of Rs. 1 lakh for Rs 15 yearly started with Oriental Insurance. Very popular. Paid without claim. Village Post master had to inform and prepare claim papers. • Appreciation from state Govt.
- 22. Public Policy Implementation • The Engine or the driving force Inspired leadership –Dream and Envision –Commit and act • Guards compartment or the controller, guide or facilitator Effective planning and monitoring –Plan and Execute –Manage and monitor performance
- 23. Personal Interpersonal Managerial Organizational Trustworthiness Trust Empowerment Alignment Self Staff Style Skill Shared vision Structure System Strategy 8 ‘S’ Principles of Total Quality Management
- 24. Steps in Quality Improvement -7 Steps to Problem solving- Seven steps : – Problem identification – Problem analysis – Target or goal setting – Gap analysis – difference between current situation and target – Plan of Action for improvement with timeline and responsibilities – Performance measurement system - evaluation – Standardization •
- 25. Problem solving tools and Techniques
- 26. Brain Storming • Tool for creative group thinking • Rules – Team members having various skills get together – Write down the idea or issue to be discussed or brainstormed on flip chart or blackboard visible to all – Relaxed atmosphere, no criticism, no restraint, unstructured rapid fire idea round, structured round robin, have fun – Leader jotting down all ideas clearly visible to all – on flip chart or black board – Cross fertilization of ideas – Brainstorm for 5 to 15 minutes – Rewrite, combine, eliminate, reconstruct the ideas to make sense • Let’s brainstorm on the use of paper clip
- 27. Cause and Effect Diagram or fish bone diagram Effect Cause Cause Cause Cause Cause Cause Thumb rule causes heads • Manpower • Material • Money • Method • Machinery or Equipment • Environment
- 28. Rules for Cause and Effect Diagram • Write the problem statement in the fish head on the right • Brainstorm into major cause heads and put them • Follow the rules of brainstorming and bring out the causes and categorize them under major heads as they emerge • For each cause ask “why does it happen” • Identify 5 or 10 top causes through consensus or nominal group technique and circle them • Prepare a why-why diagram or Tree diagram for those causes • Try to identify definite actions that could be taken to solve those problems • Collect data, analyse and use problem solving technique for solution Let us prepare a cause and effect diagram for “why is parcel business so poor in India Post”
- 29. Best Practice Benchmarking• It is the quality way of becoming the best of the best by emulating the best • Internal benchmarking and external benchmarking • Steps – Identify the process or system that needs improvement – Find out who does similar process the best – Request for best practice benchmarking tie up – Follow problem solving steps except that for goal or target setting, it is the way the best practice organization does. • Imitation is the best form of flattery
- 30. Setting up Service Quality Teams Directorate Chairperson – Secretary Members – CPMGs, DDGs Circle Chairperson – CPMG Members – Regional PMGs Regions Chairperson – PMG Members – Unit heads Divisions Chairperson – Unit Heads Members – CPMGs, DDGs Post Offices/Mail offices Chairperson – PM/HRO/SRO Members – Supervisors Management TEAMS Chairperson – Head of the unit Members – Heads/sup. of subordinate units SERVICE TEAMS –Chairperson – PM, Member - supvs In POs – Counter, Delivery, SB,SBCO, Accounts, Treasury&sub accounts, administration In Mos- HRO, SRO,Sets, Regn, speed post