Government Process Re Engineering James Joseph Adhikarathil

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Government Process Re Engineering.

• T. James Joseph Adhikarathil.
• Managing Director, Realutionz Properties(P) Ltd..

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GPR The road to smart administration.

• If you do not update,
• you will be outdated.

T. James Joseph Adhikarathil.
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GPR The road to smart administration.

• Government Process Re Engineering (GPR) is the
  analysis and redesign of work flow and process
  within or between Government Organisations.

T. James Joseph Adhikarathil.
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GPR The road to smart administration.

• It is the fundamental rethinking and radical
  design of government processes to achieve
  dramatic improvement in critical measures of
  performance such as cost, quality, service and
  speed .

T. James Joseph Adhikarathil.
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GPR The road to smart administration.

• It is the collection of activities that takes
  one or more kinds of input and creates an output
  that is of value of customers..
• Eg.
• Online pokkuvaravu.
• Torrence system.
• CMO Portal.
• E pattayam.
• E District.

T. James Joseph Adhikarathil.
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GPR the road to smart administration.

• Specific.
• Measurable.
• Achievable.
• Result oriented( efficiency effectiveness)
• Time bounded.
• An organization, No matter How well designed, is
  only as good as the PEOPLE who work in itDee
  Hock.

T. James Joseph Adhikarathil.
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8 Symptoms of poor governance.

• Denial of natural justice.
• Air of mystification of procedures.
• Multiple visit to government offices.
• Long queues at delivery points.
• Outcome is suspicious.
• Poor quality services.
• Service is mercy...not a right.
• Too many intermediaries.

T. James Joseph Adhikarathil.
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8 Symptoms of poor processing.

• Poor receipt and recording of applications.
• Un necessary attachments and huge inventaries.
• Multiple level reports and approval.
• Poor efforts in storage and retracing data. .
• Poor maintenance of records, registers and file .
• Processing by mis interpreting act and rules.
• Not applying technology.
• Disposal of application without speaking orders.

T. James Joseph Adhikarathil.
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Symptoms of poor governance.

• Denial of natural justice.
• Air of mystification of procedures.
• Multiple visit to government offices.
• Long queues at delivery points.
• Outcome is suspicious.
• Poor quality services.
• Service is mercy...not a right.
• Too many intermediaries.

T. James Joseph Adhikarathil.
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GPR The road to citizen centric administration.

• R-esponsiveness.
• E-quity
• P-articipation.
• E-fficiency.
• A-ccountability.
• T-ransparency.
• E-ffectiveness.
• R-easoned decisions.
• GPR can potentially improve these elements in
  public service.
• There is no greater challenge and there is no
  greater honor than in Public Service.
• 
  
  
  Condolezza Rice.

T. James Joseph Adhikarathil.
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We need to re invent the process..

• All problem are simple and efficient when
  originally designed.
• User friendly.
• Deploying contemporary rules and techniques.
• Process become complex and inefficient with
  passage of time.

T. James Joseph Adhikarathil.
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GPR The road to smart administration.

• GPR is not
• Automation of existing inefficient processes.
• Sophisticated computerization of obsolete
  processes.
• Playing with organizational structures.
• Down sizing and doing Less with the Less.

T. James Joseph Adhikarathil.
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Old wine in the new bottle Vs New wine in the
new bottle..

• Effectiveness Vs Automation.
• Automation use technology to computerize the
  AS IS process to make it happen faster, often
  wrongly perceived as E Governance.
• Effectiveness to improve service delivery and
  satisfy customer needs , while lowering costs.

T. James Joseph Adhikarathil.
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What are the essential parameters of GPR?.

• Ease of applying for a service.
• Processing and Movement of files/communications.
• Tracking the application and delivery of service.

T. James Joseph Adhikarathil.
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1. Ease of Applying for a Service..

• The mode of filing application should be relevant
  , efficient and effective.
• Supporting documents required for submission are
  also scrutinized and its essentiality should be
  checked.
• Language should not be a barrier for anyone
  applying for a service hence inclusivity is an
  important criterion against which forms and
  documents are measured.
• QUALITY.

T. James Joseph Adhikarathil.
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Service Quality.

• The quality of
• Physical product.
• The time taken to deliver.
• Cost of service.
• Customer experience.

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2. Processing and Movement of files/communications
..

• The processing of files, communication,
  Collection of reports and data should be SMART ,
  efficient and effective.
• START FROM CUSTOMER EXPERIENCE.

T. James Joseph Adhikarathil.
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3. Tracking the application and delivery of
service..

• It is necessary to know how the applicant is
  informed about the status of the application and
  how the service is delivered to them. This makes
  it easier to ensure that citizens have to make
  physical visits and follow-ups only when
  necessary. Additionally, it also helps keep a
  check on corruption and opportunities for
  harassment. The right to get a reasoned reply
  should be ensured. Subsequently, the
  re-engineered service is notified under the Right
  to Service Act of the state to ensure compliance
  with the revised timelines.

T. James Joseph Adhikarathil.
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The role of ICT inteventions in GPR..

• Wherever possible the process should be digitised
  to make it more traceable, transparent, and
  accessible.
• Under each GPR parameter, it is essential to
  understand the reasoning and requirement of
  documents, steps, and asks.
• However, it is crucial to understand that
  digitisation is only an enabler to a good GPR and
  not the solution in itself. Archaic processes,
  digitised as is, do little to improve service
  delivery, nor make the process more efficient or
  effective.

T. James Joseph Adhikarathil.
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GPR The road to smart administration.

• The Knowledge of GPR enables officials to
  improve through
• Improved citizen focus.
• Minimised process, cost and time.
• Increased Transparency levels.
• Reduced Administrative burden.
• Adoption of best practices.

T. James Joseph Adhikarathil.
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Knowledge, Skill and Attititude development in
the course.

• Relevance, importance benefits.
• Key concepts.
• Process documentation, mapping methods tools.

T. James Joseph Adhikarathil.
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Knowledge, Skill and Attititude development in
the course.

• Principles, methods tools of GPR.
• IT lead process re engineering.
• statutory implications of GPR.

T. James Joseph Adhikarathil.
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Knowledge, Skill and Attititude development in
the course.

• Recognize the need for change in government
  process.
• Recognise the need for customer focus.
• Recognise the neeed for change management and
  capacity building in the context of GPR.
• Recognise the need for transformation in e
  governance rather than translation.

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Advantages of the traditional approach to e-
Governance

• Minimal legal changes.
• Easier status updates.
• Real time management information system- MIS.
• Any time Anywhere service.
• But remember..
• Many of the government processes are inefficient
  and obsolete.
• Most of the processes were defined long back .
• In many cases, the processes were defined with
  compliance in mind rather than citizen centric
  services.
• Thus GPR allows leveraging the benefits of IT
  rather than just replicating the existing
  process.

T. James Joseph Adhikarathil.
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Government processes.

• Government process are processes in the
  government domain.
• A government business system is a collection of
  processes that take one or more inputs that is
  desired by stake holders.
• Processes are not functions drive an
  organization, They are the key for satisfying
  customers and stake holders.
• Hence it is the responsibility of government to
  improve its
• Internal process.
• Service Quality..

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GPR STEPS.

1. Identify and define the problem.
2. Define vision and objectives for GPR.
3. Process study and documentation.
4. Process analysis- process engineering and
   defining to be processes.
5. Process implementation IT enablement and
   validation.

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Identification of Problem and vision statement.

• Most organizations undertake GPR / BPR to address
  problems or needs of the organization or its
  customers with an objective to improve the
  overall quality of the services.
• These initiatives may be
• To address the specific concerns of the
  citizens employees.
• To address the challenges and issues in the
  services and service delivery To improve the
  quality of the services
• To adopt best practices from similar
  environments
• To address the changing needs of the customers
  (citizens and businesses) and the government
• Accordingly, the GPR initiative should take
  inputs from a problem identification exercise.
  The current needs of the customer should also be
  gauged. In many cases, the problems in service
  delivery are understood poorly, leading to
  stating them incorrectly. Also, the customer
  needs and expectations change with time, and the
  organization has to keep in track with changing
  expectations, and deliver services in accordance
  to such expectations.

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Identification of Problem and vision statement.

• Most organizations undertake GPR / BPR to address
  problems or needs of the organization or its
  customers with an objective to improve the
  overall quality of the services.
• These initiatives may be
• To address the specific concerns of the
  stakeholders (citizens/ businesses/ employees)
• To address the challenges and issues in the
  services and service delivery To improve the
  quality of the services
• To adopt best practices from similar
  environments
• To address the changing needs of the customers
  (citizens and businesses) and the government
• Accordingly, the GPR initiative should take
  inputs from a problem identification exercise.
  The current needs of the customer should also be
  gauged. In many cases, the problems in service
  delivery are understood poorly, leading to
  stating them incorrectly. Also, the customer
  needs and expectations change with time, and the
  organization has to keep in track with changing
  expectations, and deliver services in accordance
  to such expectations.

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Methods of problem identification.
Reactive Method Customer voice. Proactive method
Information comes through customer initiative. Information comes through customer initiative.
Customer complaints and grievances. Survey Questionnaires.
Media.research Focus groups.
Interviews.
Custodiand feed back.
Points of service contact.
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Methods of problem identification.

• In most government situations the problems are
  identified by reactive methods. In other words,
  the problems are identified when something goes
  wrong and the customer / media seek redressal.
• Proactive methods are used by successful
  government/private sector organizations listen
  to the customers to identify and address their
  problems and needs at a very early stage.
• This helps in building confidence in the
  customers, enhancing overall image of the
  organization, and in minimizing the impact of the
  problems to larger segment of customers

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Customer needs and how they evolve ?.

• 1. Basic needs are the must-haves, which when
  met will not contribute much to customer
  satisfaction, but if they are not met will lead
  to customer dissatisfaction. These are unspoken
  but expected needs.
• Eg No factual errors in a certificate issued
  by a village officer
• 2. Performance needs are the spoken and expected
  needs, whose fulfillment leads to satisfaction
  and Non-fulfillment leads to dissatisfaction.
• Eg - certificate received within the stipulated
  time limit.
• 3. Delight needs are the unspoken and unexpected
  needs, whose fulfillment leads to customer
  delight. As the customer was not expecting the
  need to be fulfilled, it does not lead to any
  dissatisfaction.
• E.g.village officer calls on day of application
  and informs that the certificate is ready
• Over a period of time Delight needs become
  Performance needs and then Basic needs.
• We will have to constantly sense the Delight
  needs and service the customer to build a quality
  organization.

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6 Components of a good problem statement.

• A Problem Statement is a specific description of
  the current situation of the problem that will be
  addressed by the organization in measurable
  terms. They are prepared to develop a shared
  understanding of the problem that the
  organization is trying to address.
• States the effect and not the cause (What is
  wrong not Why it is wrong) .
• Focuses on the gap (between What Is What
  should be)
• Is measurable (How often, How much, When)
• Is specific (avoids broad ambiguous categories)
  
• Is a statement, not a question.
• Focuses on the Pain Area (How Customers /
  Citizens, Employees and the Government are
  affected)

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What is the Problem?.

• The problem is that we are governing in the 21st
  century with the Act, Rules, Processes designed
  in the 19th century
• We need entirely new / different processes and
  organizational structure for governance in the
  21st century.

T. James Joseph Adhikarathil.
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Examples of a good problem statement.

• A Problem Statement is a specific description of
  the current situation of the problem that will be
  addressed by the organization in measurable
  terms. They are prepared to develop a shared
  understanding of the problem that the
  organization is trying to address.
• States the effect and not the cause (What is
  wrong not Why it is wrong)
• Focuses on the gap (between What Is What
  should be) Is measurable (How often, How much,
  When)
• Is specific (avoids broad ambiguous
  categories)
• Is a statement, not a question
• Focuses on the Pain Area (How Customers /
  Citizens, Employees and the Government are
  affected)

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Examples of a good problem statement.

• Only 40 of the ration items distributed
  through Public Distribution System (PDS) are
  reaching eligible families.
• It takes approximately two months to obtain
  death certificate.
• It requires minimum of ten visits to get the
  pension amount sanctioned.
• Process for Passport Issuance on Turn Around
  Time (TAT) metric is operating at only 38 within
  Service Level Agreement (SLA)
• It takes 2-4 hours to get the railway
  reservation done in Metro cities in India for
  reservations across the counter

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Ground rules for a good problem statement.

• Focus on the following questions.
• Which outputs dont meet expectations?
• When and where do the problems occur?
• How big is the problem? o What is the impact of
  the problem?
• Things to be careful of / avoid .
• Avoid pre-determined solutions.
• Do not blame people o Ensure that the problem
  statement is easily understandable by all .
• Avoid including Why, lack of, due to since
  they may imply solutions and thus mislead team
  members.

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GPR Vision.

• Vision is a of what the organization intends to
  become and to achieve at some point in the
  future.
• A vision statement takes into account the current
  status of the organization, and serves to point
  the direction of where the organization wishes to
  go.
• The vision statement provides the direction for
  the organization, while not inhibiting the
  development of the strategy that will allow the
  organization to reach the desired goal.
• A vision statement should
• Be clear, intuitive and simple
• Reflect the specific conditions and ambitions
  of the organization
• State what will be and will not be done
• Consider needs and opportunities
• Be aligned with overall development strategy
• Involve consensus building by stakeholders

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GPR Vision.

• Vision is a of what the organization intends to
  become and to achieve at some point in the
  future.
• A vision statement takes into account the current
  status of the organization, and serves to point
  the direction of where the organization wishes to
  go.
• The vision statement provides the direction for
  the organization, while not inhibiting the
  development of the strategy that will allow the
  organization to reach the desired goal.
• A vision statement should
• Be clear, intuitive and simple
• Reflect the specific conditions and ambitions
  of the organization
• State what will be and will not be done
• Consider needs and opportunities
• Be aligned with overall development strategy
• Involve consensus building by stakeholders

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GPR Vision.

• Vision is a of what the organization intends to
  become and to achieve at some point in the
  future.
• A vision statement takes into account the current
  status of the organization, and serves to point
  the direction of where the organization wishes to
  go.
• The vision statement provides the direction for
  the organization, while not inhibiting the
  development of the strategy that will allow the
  organization to reach the desired goal.
• A vision statement should
• Be clear, intuitive and simple
• Reflect the specific conditions and ambitions
  of the organization
• State what will be and will not be done
• Consider needs and opportunities
• Be aligned with overall development strategy
• Involve consensus building by stakeholders

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GPR Vision.

• Vision is a of what the organization intends to
  become and to achieve at some point in the
  future.
• A vision statement takes into account the current
  status of the organization, and serves to point
  the direction of where the organization wishes to
  go.
• The vision statement provides the direction for
  the organization, while not inhibiting the
  development of the strategy that will allow the
  organization to reach the desired goal.
• A vision statement should
• Be clear, intuitive and simple
• Reflect the specific conditions and ambitions
  of the organization
• State what will be and will not be done
• Consider needs and opportunities
• Be aligned with overall development strategy
• Involve consensus building by stakeholders

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GPR Vision.

• Vision is a of what the organization intends to
  become and to achieve at some point in the
  future.
• A vision statement takes into account the current
  status of the organization, and serves to point
  the direction of where the organization wishes to
  go.
• The vision statement provides the direction for
  the organization, while not inhibiting the
  development of the strategy that will allow the
  organization to reach the desired goal.
• A vision statement should
• Be clear, intuitive and simple
• Reflect the specific conditions and ambitions
  of the organization
• State what will be and will not be done
• Consider needs and opportunities
• Be aligned with overall development strategy
• Involve consensus building by stakeholders

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GPR Vision.

• Vision is a of what the organization intends to
  become and to achieve at some point in the
  future.
• A vision statement takes into account the current
  status of the organization, and serves to point
  the direction of where the organization wishes to
  go.
• The vision statement provides the direction for
  the organization, while not inhibiting the
  development of the strategy that will allow the
  organization to reach the desired goal.
• A vision statement should
• Be clear, intuitive and simple
• Reflect the specific conditions and ambitions
  of the organization
• State what will be and will not be done
• Consider needs and opportunities
• Be aligned with overall development strategy
• Involve consensus building by stakeholders

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• Making things
• specific.
• Standardised
• formats

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Thank You!!

• .

T. JAMES JOSEPH ADHIKARATHIL,Trainer ILDM
-9447464502 WEB- www.slideshare.net.in/mysandesham
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