Purpose: this paper proposes a business process reengineering (BPR) approach to a public administration of Italy, to first assess the efficiency of the administration, then to redesign its internal processes, to improve the current performance. Design/methodology/approach: a detailed mapping of the AS IS processes of the public administration was initially carried out, together with the collection of the relevant data. Then, a simulation model was designed to support the BPR approach. In particular, the model was exploited to assess the performance of the AS IS scenario of the organization, then to investigate numerous TO BE process configurations and evaluate the achievable performance improvements. Findings: From the study, it emerged that the current efficiency level of the public administration examined has potentials to be significantly improved. For instance, by maintaining its current workforce, the public administration could consider the opportunity of providing additional services to the citizens or to serve citizens from the neighbouring municipalities. Otherwise, the organization could consider a reorganization and reduction of its current workforce, at the same time keeping the service level to its citizens almost unchanged. Research limitations/implications: results of this study cannot be fully generalised, since the whole analysis is grounded on specific public administration. Moreover, although the simulation outcomes of the TO BE processes show interesting improvements compared to the AS IS scenario, the TO BE configurations were not (yet) implemented in practice. Therefore, the results provided should be confirmed in future research activities. Practical implications: the case study allowed deriving some useful guidelines to improve the efficiency of the public administration examined, as well as to identify some TO BE configurations that could be implemented in practice. Originality/value: scientific literature includes a limited number of studies that evaluate the efficiency of public organizations in real contexts. Moreover, no studies target public administrations in Italy. Therefore, this case study represents an interesting addition to the literature.
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