Reforming government service agencies: A call for action

As reforms sweep across various sectors, it's crucial to scrutinise government service agencies. Despite significant progress in e-governance, questions remain about enforcing the quality of service (QoS) and Service Level Agreements (SLAs).

While all service organisations now offer online platforms, the real test lies in the quality of service delivered to citizens. For example, if you've recently applied for an online birth certificate, renewed a licence, or changed vehicle ownership at BRTA, you're likely familiar with the frustrations and delays involved. These experiences highlight a gap between technological advancement and service efficiency.

The core issue is that these technology-based services often fail to meet reasonable expectations. Ideally, a citizen should be able to request a service, complete the process, and receive the outcome within a specified timeframe. Yet, the reality is different. I have dealt with BRTA and the passport office in the past two years. The only positive experience was renewing my passport, which I received in 10 working days under the 14-day SLA. However, renewing my licence took 13 months, and transferring vehicle ownership took five months, with no clear SLA in place while applying for the service in the first place.

The lack of SLAs and QoS seems to be a systemic problem, not just in providing citizen services but within organisations. For example, BRTA's Annual Procurement Plan 2023–24 allocated funds for software purchases, with a vendor contract deadline of November 12, 2023. However, only the tender was published on November 29, 2023 - delayed by a month. If organisations can't adhere to their SLAs, how can they ensure timely service for citizens?

From my expertise in dealing with such a problem, I would say that it is not one of intention or planning but of execution, in most cases. The National ICT Policy 2018 stated that ICT usage should bring government services to citizens at ease. However, significant portions of the plan remain unimplemented even four years later. The hypothetical concept of Government as a Service (GaaS, similar to Software as a Service, SaaS) is seldom discussed at the granular level necessary for real progress. GaaS should make government services as accessible as using a ride-sharing or food delivery app, allowing citizens to receive services seamlessly, on time, and at their doorstep.

Establishing GaaS would have numerous benefits. For example, while I can apply for a passport online, I still have to queue for hours for biometric data collection. Birth registration should be automated from when a child is born, yet it isn't. In 2024, why should I still visit a BRTA office to change a vehicle's wheel size?

Sceptics may question the feasibility of handling such volume efficiently, but it's possible with the right system and people. Easy example - Mobile Financial Services (MFS) regularly update their apps with new features based on user needs. Behind the scenes, product managers and their teams work tirelessly to solve problems and enhance user experience. The same principles could apply to government services through GaaS.

Take BRTA as an example. If someone applies for a licence renewal, the process could be streamlined into several steps: verifying the need for renewal, checking for legal barriers, collecting new biometric data, ensuring sufficient resources, and gathering feedback. A dedicated project manager could manage each of these tasks, ensuring the service is delivered efficiently and on time.

However, managing such projects requires a structured approach. Two methodologies are commonly used: Agile and Waterfall. Agile suits flexible, evolving projects like GaaS, where tasks can be adjusted frequently. Waterfall, on the other hand, is more rigid and is ideal for projects like infrastructure development, where each step must be completed before moving to the next.

Government service agencies that operate through technology should adopt the Agile methodology. A daily Scrum meeting, where team members review progress and identify obstacles, could replace the lazy typical morning tea and newspaper routine. Unfortunately, this isn't the norm in our service agencies.

Until such systems are in place, citizens will continue to face uncertainty and delays in accessing government services. The entire system needs reform, and it's possible with the right talent and execution. The country has capable individuals who can drive this change; it's just a matter of utilising them effectively.

J S Mahboob is a Product Analyst at Optimizely.

Disclaimer: The views and opinions expressed in this article are those of the author and do not necessarily reflect the opinions and views of The Business Standard.