際際滷

際際滷Share a Scribd company logo
Justice & Security / June 2013
The Challenge
For the Italian Ministry of Justice, the combination of increased demand for
services and the impact of ongoing cost reductions was starting to affect the
quality of the justice system.
With civil cases taking up to a decade to go through the legal system and many
penal cases in front of the courts for up to three years, the Ministry recognized
a clear need for change. Moreover, service levels were inconsistent across the
various Justice Bureaus, with pockets of excellence  and deficiencies  in almost
every region of the country.
For their part, the Justice Bureaus themselves were also facing a number of
challenges. For one, budget cuts had largely resulted in widespread hiring freezes
that quickly reduced the number of resources available. Slow implementation of IT
systems and ineffective employee computer training were also resulting in subpar
performance being observed by the Bureaus.
Italys Justice Bureaus
Sharing best practices to improve service delivery
JUSTICE & SECURITY
CASE STUDY  SERVICE IMPROVEMENT
What is a Justice Bureau?
In Italy, a Justice Bureau
refers to an entity which,
according to the constitution,
is responsible for the
administration of the law.
Justice Bureaus include:
Courts, Courts of Appeal,
Juvenile Courts, Mediators,
General Prosecutors and
Prosecutors.
息 2013 KPMG International Cooperative (KPMG International). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
2 | Justice & Security / June 2013
TheApproach
Leveraging financing from the European Social Fund, the Ministry (working
through the regional governments) developed a project to provide Business
Process Reengineering (BPR) services to the regional Justice Bureaus. The
program would be voluntary, meaning that individual Bureaus would need to
opt in in order to participate.
The individual projects were commissioned by their respective regional
governments who were at liberty to adapt the project to meet the needs
expressed by the Bureaus. However, all projects were to include a number of core
activities such as organizational assessments and BPR activities, IT system and
competency assessments, stakeholder communications and the definition of a
code of service to formalize service level targets across the country.
A large focus of the program was to identify and share best practices and process
excellence across each of the participating Bureaus to help the individual offices
make the most of their existing processes and IT systems. Change management
support would also play a role in ensuring that changes were not only effective,
but also sustainable in the long-term.
Ultimately, the Ministry and the Justice Bureaus expected that the project would
improve service delivery and reduce long-term costs, thereby simplifying access
to justice for citizens.
The Results
For those Bureaus that participated, the project was widely seen as a significant
success. Rigorous benchmarking exercises successfully identified a number of best
practices that were quickly rolled-out across the participating Bureaus.
The project team  staffed by BPR professionals from KPMG in Italy  worked
closely with employees from every level of the organization to develop tools
and approaches that would help them become more efficient and effective in
their day-to-day tasks. The project team also analyzed the broader organizational
structure of the Bureaus to identify redundant processes and controls, highlight
opportunities for greater efficiency and expose gaps in critical work-streams.
The BPR program
has helped us
realize that there
was an opportunity
to reinvent our
organization to pay
more attention to
the needs of our
clients. Its been a
thrilling experience
that we hope can
be used by other
Justice Bureaus
to advance the
sharing of best
practices.
Dott.ssa Rosalba Cipparano,
Bari Court of Appeal
息 2013 KPMG International Cooperative (KPMG International). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
3 | Justice & Security / June 2013
The project had a very positive
impact, particularly in the field of social
accountability.Whats more, we were able
to unlock real change within the offices and
even the most resistant employees started
to understand the importance of proper
analysis and improvement.
Dott.ssaAlessandra Scrimitore,
Lecce Court of Appeal
Participating Bureaus now report making better use of their existing processes
and IT resources and  as a result  are now able to meet their increasing
workload more efficiently without compromising citizens access to the justice
system. Anecdotal evidence also shows that these Bureaus have reduced their
cost-to-serve while simultaneously increasing efficiency.
For example, the redesign of the Sentences Office at the Bari Court of Appeal is
estimated to have resulted in a 40 percent savings in time; similar work within the
Justice Expenses group at the Court of Appeal in Lecce is estimated to have cut
the time in half for a single operation.
Citizen satisfaction has also greatly increased. Results from customer satisfaction
surveys from the Bari Court of Appeal show that 75 percent of respondents are
now fully satisfied with their experience with the Sentencing Office, with the
remainder claiming to be very satisfied. Whats more, 83 percent of respondents
rated the new system as excellent.
息 2013 KPMG International Cooperative (KPMG International). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
Lessons Learned
The Ministry of Justices project provides a number of valuable lessons for any
government department seeking to become more effective and efficient in an era
of austerity and budget reductions.
	 Leverage best practices: The ability to break down organizational silos in
order to share experiences and best practices is often seen as a significant
challenge for governments. But by encouraging cooperation between the various
departments, governments can foster a culture of continuous improvement and
drive sustainable change across the organization.
	 Build momentum: While uptake from the individual Bureaus was initially slow,
this started to change as results of the projects success became evident. In fact,
as the first Bureaus started to show results, the program enjoyed a noticeable
uptake in the interest and enrollment from other parts of the country.This was
also true within individual Bureaus where successes within one office often
catalyzed engagement from other offices.
	 Maximize IT investment: Rather than installing a new organization-wide IT
system, the project aimed to enable employees to make better use of the
resources already available such as self-generating standardized forms that
allow both clerks and judges to avoid duplication and reduce redundant data
entry activities.This not only meant that the Ministry was able to maximize their
IT investments, but also allowed Bureaus to achieve significant improvements
without disrupting operations and service delivery.
The information contained herein is of a general nature and is not intended to address the circumstances of any particular individ-
ual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information
is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information
without appropriate professional advice after a thorough examination of the particular situation.
息 2013 KPMG International Cooperative (KPMG International), a Swiss entity. Member firms of the KPMG network of
independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any
authority to obligate or bind KPMG International or any other member firm vis--vis third parties, nor does KPMG International have
any such authority to obligate or bind any member firm. All rights reserved.
The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.
Designed by Evalueserve.
Publication name: Justice and Security: Italys Justice Bureaus Case Study
Publication number: 120341
Publication date: June 2013
Contact us
Paul Dijcks
Global Head
Justice & Security
Center of Excellence
KPMG in the Netherlands
T: +31703 382126
E: dijcks.paul@kpmg.nl
Francesco Patrizi
Senior Manager
KPMG in Italy
T: +39 3483080770
E: fpatrizi@kpmg.it
Lorenzo Scrocca
Senior Consultant
KPMG in Italy
T: +39 3483080773
E: lscrocca@kpmg.it
kpmg.com/justicesecurity

More Related Content

italy-v2

  • 1. Justice & Security / June 2013 The Challenge For the Italian Ministry of Justice, the combination of increased demand for services and the impact of ongoing cost reductions was starting to affect the quality of the justice system. With civil cases taking up to a decade to go through the legal system and many penal cases in front of the courts for up to three years, the Ministry recognized a clear need for change. Moreover, service levels were inconsistent across the various Justice Bureaus, with pockets of excellence and deficiencies in almost every region of the country. For their part, the Justice Bureaus themselves were also facing a number of challenges. For one, budget cuts had largely resulted in widespread hiring freezes that quickly reduced the number of resources available. Slow implementation of IT systems and ineffective employee computer training were also resulting in subpar performance being observed by the Bureaus. Italys Justice Bureaus Sharing best practices to improve service delivery JUSTICE & SECURITY CASE STUDY SERVICE IMPROVEMENT What is a Justice Bureau? In Italy, a Justice Bureau refers to an entity which, according to the constitution, is responsible for the administration of the law. Justice Bureaus include: Courts, Courts of Appeal, Juvenile Courts, Mediators, General Prosecutors and Prosecutors. 息 2013 KPMG International Cooperative (KPMG International). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
  • 2. 2 | Justice & Security / June 2013 TheApproach Leveraging financing from the European Social Fund, the Ministry (working through the regional governments) developed a project to provide Business Process Reengineering (BPR) services to the regional Justice Bureaus. The program would be voluntary, meaning that individual Bureaus would need to opt in in order to participate. The individual projects were commissioned by their respective regional governments who were at liberty to adapt the project to meet the needs expressed by the Bureaus. However, all projects were to include a number of core activities such as organizational assessments and BPR activities, IT system and competency assessments, stakeholder communications and the definition of a code of service to formalize service level targets across the country. A large focus of the program was to identify and share best practices and process excellence across each of the participating Bureaus to help the individual offices make the most of their existing processes and IT systems. Change management support would also play a role in ensuring that changes were not only effective, but also sustainable in the long-term. Ultimately, the Ministry and the Justice Bureaus expected that the project would improve service delivery and reduce long-term costs, thereby simplifying access to justice for citizens. The Results For those Bureaus that participated, the project was widely seen as a significant success. Rigorous benchmarking exercises successfully identified a number of best practices that were quickly rolled-out across the participating Bureaus. The project team staffed by BPR professionals from KPMG in Italy worked closely with employees from every level of the organization to develop tools and approaches that would help them become more efficient and effective in their day-to-day tasks. The project team also analyzed the broader organizational structure of the Bureaus to identify redundant processes and controls, highlight opportunities for greater efficiency and expose gaps in critical work-streams. The BPR program has helped us realize that there was an opportunity to reinvent our organization to pay more attention to the needs of our clients. Its been a thrilling experience that we hope can be used by other Justice Bureaus to advance the sharing of best practices. Dott.ssa Rosalba Cipparano, Bari Court of Appeal 息 2013 KPMG International Cooperative (KPMG International). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
  • 3. 3 | Justice & Security / June 2013 The project had a very positive impact, particularly in the field of social accountability.Whats more, we were able to unlock real change within the offices and even the most resistant employees started to understand the importance of proper analysis and improvement. Dott.ssaAlessandra Scrimitore, Lecce Court of Appeal Participating Bureaus now report making better use of their existing processes and IT resources and as a result are now able to meet their increasing workload more efficiently without compromising citizens access to the justice system. Anecdotal evidence also shows that these Bureaus have reduced their cost-to-serve while simultaneously increasing efficiency. For example, the redesign of the Sentences Office at the Bari Court of Appeal is estimated to have resulted in a 40 percent savings in time; similar work within the Justice Expenses group at the Court of Appeal in Lecce is estimated to have cut the time in half for a single operation. Citizen satisfaction has also greatly increased. Results from customer satisfaction surveys from the Bari Court of Appeal show that 75 percent of respondents are now fully satisfied with their experience with the Sentencing Office, with the remainder claiming to be very satisfied. Whats more, 83 percent of respondents rated the new system as excellent. 息 2013 KPMG International Cooperative (KPMG International). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
  • 4. Lessons Learned The Ministry of Justices project provides a number of valuable lessons for any government department seeking to become more effective and efficient in an era of austerity and budget reductions. Leverage best practices: The ability to break down organizational silos in order to share experiences and best practices is often seen as a significant challenge for governments. But by encouraging cooperation between the various departments, governments can foster a culture of continuous improvement and drive sustainable change across the organization. Build momentum: While uptake from the individual Bureaus was initially slow, this started to change as results of the projects success became evident. In fact, as the first Bureaus started to show results, the program enjoyed a noticeable uptake in the interest and enrollment from other parts of the country.This was also true within individual Bureaus where successes within one office often catalyzed engagement from other offices. Maximize IT investment: Rather than installing a new organization-wide IT system, the project aimed to enable employees to make better use of the resources already available such as self-generating standardized forms that allow both clerks and judges to avoid duplication and reduce redundant data entry activities.This not only meant that the Ministry was able to maximize their IT investments, but also allowed Bureaus to achieve significant improvements without disrupting operations and service delivery. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individ- ual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation. 息 2013 KPMG International Cooperative (KPMG International), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis--vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International. Designed by Evalueserve. Publication name: Justice and Security: Italys Justice Bureaus Case Study Publication number: 120341 Publication date: June 2013 Contact us Paul Dijcks Global Head Justice & Security Center of Excellence KPMG in the Netherlands T: +31703 382126 E: dijcks.paul@kpmg.nl Francesco Patrizi Senior Manager KPMG in Italy T: +39 3483080770 E: fpatrizi@kpmg.it Lorenzo Scrocca Senior Consultant KPMG in Italy T: +39 3483080773 E: lscrocca@kpmg.it kpmg.com/justicesecurity