Government Process Re Engineering . James Joseph Adhikarathil Trainer ILDM

1. Government Process Re Engineering. T. James Joseph Adhikarathil. Managing Director, Realutionz Properties(P) Ltd..

2. GPR – The road to smart administration. If you do not update, you will be outdated. T. James Joseph Adhikarathil.

3. GPR – The road to smart administration. Public organizations across developed and developing economies are experiencing challenges to meet the ever increasing demands for efficient public service delivery, more transparent and accountable governance system, and better performance by citizens, businesses, and Governments (Thong, Yap, and Seah, 2000; Linden, 1994). The adoption and implementation of ICT such as ERP-enabled E-Government systems could help to improve operational efficiencies of public sectors. However, addressing effectively all the above demands calls for undertaking a more radical transformation of the organizational model and accompanying business processes. Business process reengineering (BPR) is one of the principal practices for radical transformation of organizations. Public sector organizations have embraced the practice of BPR under the banner of GPR as an instrumental reform tool to transform the public sector from its traditional hierarchical bureaucratic model to customer-oriented horizontal/process model (Sia and Neo, 2008; Anderson, 1999; 2006) T. James Joseph Adhikarathil.

4. Business/ Government Processes. T. James Joseph Adhikarathil.

5. 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 it………Dee Hock. T. James Joseph Adhikarathil.

6. 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.

8. GPR – The road to smart administration. Government Process Re-engineering (GPR) seeks to address problems in the delivery of government services through internal departmental reforms. An indispensable tool in the fight against red tape and corruption, GPR aims to bring transparency and accountability to the system. With the advent of e-governance initiatives, GPR has been gaining attention. T. James Joseph Adhikarathil.

9. GPR – The road to smart administration. At its core, GPR is about increasing access to public services and the concurrent benefits to citizens. However, it is often confused with and confined to only technological interventions. While technology can help achieve this feat, it cannot substitute for the fundamental changes which need to be made in the way the system functions. Therefore, while the term is frequently referred to in conversations on good governance, it still largely remains misunderstood and underexplored. T. James Joseph Adhikarathil.

10. 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.

12. 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. T. James Joseph Adhikarathil.

14. 2. Processing and Movement of files/communications.. The processing of files, communication, Collection of reports and data should be SMART , efficient and effective. T. James Joseph Adhikarathil.

16. 2. Processing and Movement of files/communications.. The processing of files, communication, Collection of reports and data should be SMART , efficient and effective. T. James Joseph Adhikarathil.

17. 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.

18. 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.

19. GPR – The road to smart administration. • Government process re-engineering is a means of improving the effectiveness of public services as public needs and expectations change over time, and as innovation in process and technology provides opportunities for changing the way services are delivered. • Re-engineering involves rethinking and redesign of the processes being used to deliver a service in order to achieve the underlying objectives more effectively. At its heart, re-engineering involves stepping outside existing organisational boundaries and seeing the service process and its objectives as a whole, so that opportunity to deliver the service in ways that achieve better outcomes can be found. T. James Joseph Adhikarathil.

20. 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.

21. GPR- scope & Relevance. • Lead the departments in undertaking GPR initiatives to to optimize the government process and service delivery model. • Define the GPR in terms of Need benefits and scope in your department. • Manage the GPR initiatives in the dept. • Lead in the awareness creation. T. James Joseph Adhikarathil.

22. Knowledge, Skill and Attititude development in the course. • Relevance, importance & benefits. • Key concepts. • Process documentation, mapping methods & tools. T. James Joseph Adhikarathil.

23. 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.

24. Knowledge, Skilland 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. T. James Joseph Adhikarathil.

25. 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.

26. 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.

27. Government processes. Government process are processes in the government domain. A government business system is a collection of processesthat 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..

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

29. What is GPR “BPR is fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed” Government Process Re-engineering (GPR) has evolved from applying Business Process Reengineering (BPR) concepts to Government Services. GPR may address all or some of the service quality attributes identified for the government service. GPR enables governments to achieve dramatic improvement of performance and application of IT on reengineered processes will yield better results for stakeholders, In order to leverage the full advantage of the GPR exercise, suitable IT enablement of the reengineered processes should also be undertaken.

30. GPR STEPS. • Identify and define the problem. • Define vision and objectives for GPR. • Process study and documentation. • Process analysis- process engineering and defining to be processes. • Process implementation – IT enablement and validation.

31. 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.

32. 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.

33. Methods of problem identification.

34. 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

35. 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.

36. 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)

37. 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)

38. 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…

39. Ground rules for a good problem statement. • Focus on the following questions. • Which outputs don’t 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.

40. 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

41. 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

42. 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

43. 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

44. 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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48. 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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