DAI

246 views
STTA Business Process Reengineering Expert /Electricity

Job Overview

  1. BACKGROUND AND JUSTIFICATION

 

The purpose of the USAID-funded Iraq Governance and Performance Accountability (IGPA/Takamul) project is to advance effective, accountable, and transparent governance in Iraq. This USAID effort, implemented by DAI, is working with the Government of Iraq (GOI) at all levels to better respond to citizen needs by supporting reform initiatives and Iraqi change agents on inclusive governance and public sector transparency, accountability, and economy. Reform initiatives include support to improve service delivery functions, public financial management, open government initiatives, institutionalize and built the  capacity of governmental staff to ensure sustainability of such initiatives beyond the project life cycle. IGPA/Takamul supports the GOI and the citizens of Iraq in forming partnerships and collaborative efforts to solve problems jointly.

 

IGPA/Takamul has four (4) objectives:

 

  1. Enhance GOI service delivery capacity
  2. Improve public financial management (PFM)
  3. Strengthen monitoring and oversight of service delivery and public expenditure
  4. Support Iraqi change agents (cross-cutting objective)

 

The Ministry of Electricity (MOE) manages the power production, transmission and distribution of electricity across the provinces, towns and industrial areas. As part of its mandate, the MOE manages public and private production with full responsibilities for the operations and maintenance of the transmission and Distribution networks, energy losses, billing and revenue collection, the connection of new customers and the planning of new infrastructure.

Business Process Reengineering (BPR) is a tool to improve service delivery interventions by assessing and streamlining steps in public service delivery. BPR focuses on eliminating waste, these are either steps that don’t add value and hence can be removed or merged with other steps, or elimination of documents or forms that are not needed or merging them. Hence, the reduction of steps or merging or elimination of documents leads to reduction in time and cost. Reengineering of processes was part of the earlier activities implemented by IGPA/Takamul in services in order to improve implementation. BPR is also a part of most assistance packages designed for the federal MOE.

Customer Subscription Process: Improve the customer subscription process for electricity services through the improvement of business processes and work procedures designed to meet customer needs more proactively, aiming towards the implementation of a standardized approach across Iraq.

Under Objective 1 – Service Delivery, the IGPA/Takamul Project is working with MOE to Improve the customer subscription process for electricity services.

 

  1. OBJECTIVE

 

The objectives of this assignment are to:

  • Using the international standards of “Business Process Reengineering” to redesign the customer subscription process for electricity services.
  • Support the MOE to introduce radical changes in the way the processes are implemented and hence achieve significant improvements in the efficiency and outputs of these processes.
  • Conduct capacity building, mentoring and technical assistance for the MOE staff to improve the simplicity of procedures.

 

  1. SOW/ACTIVITY PURPOSE AND SUMMARY

Currently, citizens requiring new or upgraded electricity services are required to visit one of the electricity directorate offices and apply for the services by completing a subscription form in hard copy, which is then handled manually throughout the process until final completion. Details regarding the location, type, size, etc. of the supply (residential, commercial, industrial, agricultural, government) are recorded, and processed further to determine the ability to supply (network capacity), the materials required to implement and the cost to the customer (quotation). Except for larger amounts, payments must be made directly at the directorate offices. The above factors typically determine the length of time required to provide the point of supply, which can take from just a few days to more than a year.

  1. DETAILED TASKS

 

Under this Scope of Work, the following tasks should be performed:

Specific Tasks

 

Task 1: Project Kick-off

IGPA/Takamul will onboard a customer subscription short-term expert who will be responsible for the following:

  • Upon mobilization, the STTA CS Expert shall meet with MOE Distribution Management[1] to confirm the scope of the assignment, identify a Management Project Champion and identify a committee of MOE counterpart staff[2] to support the assessment, re-engineering and implementation of the improved process.
  • At this kick-off meeting, any existing policies and/or desired strategies or goals relating to the customer subscription process should be identified and recorded.
  • Within one week after the kick-off meeting, the STTA CS Expert will convene a work session with the MOE committee with the aim of compiling an agreed approach and implementation plan, along with a list of required data relevant to the assignment. The approach and implementation plan should consist of the following components:
    • a brief description of how the project will be executed, indicating the tasks and the proposed deliverables under each phase
    • an estimated timeline for each task
    • a communication protocol that describes how communication will be managed, including proposed dates for joint working sessions with the MOE committee.

The change agents will be selected, focused on, and give them a leading role through implementation.

The approach and implementation plan should be no more than 10 pages, excluding attachments.

 

Task 2:  As-Is assessment

  • The MOE committee, together with the STTA CS Expert, should initially undertake meetings / interviews with relevant MOE Head Office (HO) staff to:
    • solicit data and documents related to the assignment
    • understand the current subscription process and management system from a HO perspective
    • obtain inputs from MOE HO staff regarding proposed improvements to the process

 

  • The MOE committee, together with the STTA CS Expert, should conduct meetings / interviews with relevant staff to:
    • solicit additional local data and documents related to the assignment
    • map out and understand the current subscription process in detail, taking into consideration the process flow within the respective organization units, tools/systems used, availability and quality of data, knowledge / experience of the staff, indicators, and methods of communication with customers
  • The STTA CS Expert should, in collaboration with the MOE committee members, collate the data, review, analyse and document the data and record findings of the as-is process(es), noting:
    • deficiencies identified in the subscription processes
    • differences in practices in the respective provincial directorates, if any

 

Task 3: Assessment Analysis

  • The MOE committee, with the assistance of the STTA CS Expert shall, based on their findings during field visits and interviews with MOE staff, design an overall to-be process for all categories of customer subscriptions (residential, commercial, industrial, agricultural, governmental).
  • The redesigned to-be process should ultimately achieve an improved subscription service for customers, as well as more efficient work processes for MOE/GD staff,
  • The recommended to-be design changes should be categorized according to the ability to implement the changes either immediately (short term), in the medium term or in the longer term, taking into account the following factors:
    • complexity of implementing the change / improvement
    • IT/IS and/or other tools required
    • cost / availability of budget
    • anticipated benefits to be derived
    • level of change management / training required for MOE/GD staff.

 

  • The recommended process shall be clearly described and documented, highlighting the main differences between the as-is and to-be models in terms of the number of steps, time scales for tasks, cost implications, and any other areas of impact.
  • The MOE committee members shall present the recommended to-be process to the MOE Distribution Management, as well as to the IGPA Team, for preliminary acceptance and/or any final comments regarding the proposed new design.
  • Upon receipt of any comments, the MOE committee shall in collaboration with the STTA CS Expert consider the comments, agree on the appropriate revisions and update the relevant documentation.

 

Task 4: Workshop for GOI MOE and Change Agents

Task 4: Approval of process changes and implementation

  • The MOE committee including the change agents, supported by the STTA CS Expert, shall present to MOE Distribution Management, in particular the Customer Service Management, the following for acceptance:
    • a summary of the findings regarding the current subscription process(es)
    • the recommended to-be model for the customer subscription process
    • a proposed phased implementation plan and budget

 

  • After making any required adjustments and/or receiving Management approval, the MOE committee, supported by the STTA CS Expert, shall request an official letter from MoE Management addressed to the provincial General Directorates of Electricity directing them to implement the new subscription process model as approved. The STTA will be expected to assist with the drafting of the letter, following up to ensure the letter has been signed & delivered to the GD’s, and ensuring that prescribed timelines are being met.
  • After receiving Management approval, the MOE committee, supported by the STTA CS Expert, shall prepare a presentation and any required software tools (e.g. Word documents, Excel spreadsheets) with the objective of informing and training the MOE Customer Services staff of the modified process to be implemented in their respective service areas[3]. The STTA will be expected to guide MOE committee in the development of the workshop / implementation material, provide quality assurance for the presentation material, and confirm that the materials are acceptable by IGPA standards, etc.

The STTA CS Expert shall submit the final presentation materials, including the training schedule, to the IGPA/Takamul team for approval.

  • The STTA will also prepare the MOE committee members to provide continuous process improvement in their respective provinces after the initial implementation of the process improvements.

The MOE Committee members in their role as ‘implementation agents’, shall arrange and deliver workshops for the relevant Customer Services staff selected by MOE from selected GDs in the provinces. The MOE committee and STTA CS Expert shall be responsible for complying with the IGPA Monitoring, Evaluation and Learning (MEL) requirements related to the carrying out of these workshops / training sessions[4]. The MOE committee will ensure that the relevant information required for compliance is gathered from each location, also ensure a professional handover of training material to the MOE change agents, and training institutions/center to ensure sustainability, and replicate the methodology for other processes that need reengineering.

 

Task 5The Final Report

  • The STTA CS Expert, with the assistance of the MOE committee, shall compile and submit to the IGPA team a Completion Report of no more than 20 pages, excluding attachments and photographs, summarizing the work undertaken by activity and achievements.
    • the body of the report shall be submitted in English
    • one hard copy and a soft copy (MS-Word and PDF format) is required

 

  • As a minimum, the following shall be included as attachments to the Completion Report:
    • the accepted short, medium- and long-term recommendations regarding improvements in the customer subscription process, together with the agreed implementation plan and anticipated budget requirements.
    • details of all business process improvements already implemented during the course of the activity
    • a timeline for the recommended medium- and longer-term improvements in the customer subscription process
    • a detailed lesson learned section that captures the successes and challenges of the activity. This section should identify best practices that can be shared and replicated across future activities, as well as an analysis describing implementation or planning challenges, with recommendations for overcoming these challenges in the future.
    • all presentations and other training materials and records (in both English and Arabic as appropriate)
    • the official letter from MoE Management addressed to the provincial General Directorates of Electricity directing them to implement the new subscription process model
    • all relevant MEL data and indicators

 

  1. ACTIVITY LOCATION

 

The activity will implement with MoE HQ in Baghdad.

 

DETAILED DELIVERY/PAYMENT SCHEDULE

 

The duration of the implementation of this SOW is (16) weeks from the date the contract is signed.

Requirements of this Statement of Work – as per deliverables included in the table below

 

 

Requirements of this Statement of Work – as per deliverables included in the table below

Task Deliverable Time Frame January 2

2022

February

 2022

March

2022

April

 2022

Task:1

Project kick-off,

.

–        Conducting meetings with MOE Distribution Management (reports and documents includes information about the activities)

–        Confirm the scope of the assignment, identify a committee of MOE counterpart staff (includes official letter)

–        An official letter of committee including the change agent’s formation.

–        Weekly reports cover task 1 period

End of week 2                                
Task 2:

As-Is assessment

 

–        Conduct an assessment to list the As-Is working customer subscription process at MOE Distribution Department.

–        Assessment report approved by MoE.

–        Documents ( Micro soft word and Visio) to describe the As-Is process.

–        Weekly report covers task 2 period

End of week 4                                
Task:3

Assessment analysis

·       Documents ( Micro soft word and Visio) to describe the redesigned to-be process categorized according to the ability to implement the changes either immediately (short term), in the medium term or in the longer term, taking into account the following factors:

–   complexity of implementing the change / improvement

–   IT/IS and/or other tools required

–   cost / availability of budget

–   anticipated benefits to be derived

–   level of change management / training required for MOE/GD staff.

–        Weekly reports cover task 3 period

End of week 8                                
Task:4

Approval of process changes and implementation

–        a summary of the findings regarding the current subscription process.

–        the recommended to-be model for the customer subscription process

–        a proposed phased implementation plan and budget

–        MOE approval letter of acceptance

final presentation materials, including the training schedule, to the IGPA/Takamul team for approval.

Ensure a professional handover of training material to the MOE change agents, and training institutions/center to ensure sustainability, and replicate the methodology for other processes that need reengineering.

Training report

–        Weekly reports cover task 4 period

End of week 12                                
Task 5:

Final Report

–        Completion no more 20 pages final report must include the following:

–        the accepted short, medium- and long-term recommendations regarding improvements in the customer subscription process, together with the agreed implementation plan and anticipated budget requirements.

–        details of all business process improvements already implemented during the course of the activity

–        a timeline for the recommended medium- and longer-term improvements in the customer subscription process

–        a detailed lesson learned section that captures the successes and challenges of the activity. This section should identify best practices that can be shared and replicated across future activities, as well as an analysis describing implementation or planning challenges, with recommendations for overcoming these challenges in the future.

–   Weekly reports cover task 5 period

End of week 16                                

 

 

 

  1. Qualifications:

The STTA needs to have the minimum qualifications as follows:

  • Bachelor’s degree in related fields and at least 10 years of experience in the related technical areas.
  • Proven experience with business and companies’ registrations in Iraq.
  • Strong analytical and research skills, including access to information.
  • Expertise in result‐based management, gender equality, and capacity building is also important.
  • Expertise in Arabic, English Languages both in writing and understanding.
  • Familiarity with the Iraqi system, administration, and organizational framework.
  • A Minimum, three years of experience working with USAID-funded projects is desired.
  • Knowledge of the Iraqi national and sub-national level of government, development, and service delivery context and knowledge of minority needs.
  • Proven track record of managing similar projects, including upgrading the organizational structure of service delivery institutions
  • The STTA is required to review and agree to the MEL requirements which will be shared by HR upon selection of the STTA.

 

  1. Monitoring and Evaluation:

 

The STTA is required to review and agree to the MEL requirements which will be shared by HR upon selection of the STTA.

  1. TECHNICAL DIRECTION

 

Objective 1 Service Delivery Team Lead will be responsible for technical direction and oversight of the activity.

 

  1. SPECIAL CONSIDERATIONS

 

IGPA/Takamul supports STTA’s which do not discriminate based on race, religion, gender, ethnicity, political party affiliation, disability, or any other minority/vulnerability/marginalized identity.  In line with this policy, IGPA/Takamul aims to have equal access to training as well as participation.  For the selection criteria, IGPA/Takamul attempts to reflect the demographics of the target communities and government institution in the composition of training participants.  The identification with any minority/vulnerable population/marginalized group does not supersede the need to select participants who meet the minimum requirements.

 

Data Protection:  

Because IGPA/Takamul works according to the principles of Do No Harm and because the project has a focus on vulnerable, marginalized and minority populations, especially women and children, it is essential that all activities work towards implementing a data protection policy or framework.  The purpose of data protection is multi-faceted.  First, a data protection policy is essential to protect the fundamental, legal rights and freedoms of persons that are related to the data to be protected.  Simultaneously, data protection is essential to ensure a person’s rights and freedoms are not violated or abused.  Data protection regulations regulate the collection, usage, access, transfer and disclosure of data.  The STTA must be familiar with data protection policies, including those that are in place under Iraq legislation, and must be willing to adhere to the data protection policy of DAI.

 

Conflict Sensitivity:

IGPA/Takamul will strictly apply the principles of “do no harm” in the design, planning and implementation of activities.  The purpose of “do no harm” is to avoid exposing people to additional risks through our action. “Do no harm” means taking a step back from an intervention to look at the broader context and mitigate potential negative effects on the social fabric, the economy, and the environment.

 

Change Agent and Sustainability:

The implementer would build the capacity of the change agent to lead some of the implementations, such as providing on the job training to other staff to ensure the sustainability of the initiative beyond the project life cycle.

 

 

 

More Information

Apply for this job

Get social with us