Re-do of BPR for Addis Ababa City Administration employees

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A 109 member team is in Adama restructuring the position of city workers in the new Business Process Reengineering (BPR) management project geared towards instituting a better work culture, greater productivity and improved customer service delivery.
The re-do is being conducted after city departments were cut from 117 to 68.
Under BPR 109,000 city workers will be assigned jobs according to their education and work experience. A source in the Administration told Capital that the Adama team will deliver their findings to the Vice Mayor, Takele Uma and the Addis Ababa City Public Service and Human Resource Development Bureau in order to implement BPR.
“The city is folding some of its institutions so there is overlapping of positions and duplication of work so rearranging positions is vital,” a city employee said.
The city has instituted a hiring freeze for the last four months, but the Vice Mayor said no one would lose their job. Instead they will be reassigned to positions they are qualified for. After BPR is implemented the hiring freeze will be lifted.
Under former Mayor Kuma Demksa the city implemented BPR and restructured many positions.
Since 1994, the government of Ethiopia has embarked on reforming its civil service organizations with the objective of improving the public sector service delivery system. The government sponsored many management training programs to enhance the capacities of civil service employees and to implement Result Based Performance Management System in all of its civil service organizations. Though this brought some improvements in the performance of some civil service organizations, it required great effort to achieve the benefits obtained. Since 2004, the government has also endorsed Business Process Reengineering (BPR) as a foundation for strengthening Result Based Performance Management System in the Civil Service. Scientific Management, Systems Theory and Operations Management are the theoretical and methodological foundations of BPR. For this reason, most corporations used BPR as a transformation tool during the 1980s and 1990s. However, the characteristics of government organizations are different from corporate organizations. These distinguishing features constrain government organizations from emulating the BPR experiences of corporate ones.