Course: Government Process Re-engineering Day 1

1. Course: • Government Process Re-engineering • Day 1 Session 3: Overview of Process Re-engineering & Defining the Problem

2. Agenda Defining Government Process Re-engineering Illustrative examples in GPR & benefits eGLC- Identifying the need to do GPR GPR Framework How to identify & define a problem statement Elements of a good problem statement Exercise: Define a sample problem statement

3. Defining Business Process Re-engineering (BPR) • 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 Michael Hammer and James Champy • ‘Changing’/’redesigning’/’replacing’/’eliminating’ the activities and/or sub-processes and/or processes related to a service to improve service quality i.e. • Minimize Time, Cost, Complexity • Improve Transparency, Convenience and Experience • GPR may address all or some of the service quality attributes • Government Process Re-engineering (GPR) has evolved from applying Business Process Re-engineering (BPR) concepts to Government Services

4. Need for GPR in e-Governance High • IT enablement (without) GPR provides results to the stakeholders, but may not address all the attributes of service quality • In particular, IT enablement of an inefficient business process can only lead to ‘inefficient IT enabled process’ – delivering the same results with marginal improvement • GPR may support organizations in dramatic improvement of performance and application of IT on reengineered processes will yield better results for stakeholders Dramatic Improvement through BPR Performance Measure Benefits through Typical Quality Initiatives Low Time

5. BPR/GPR success stories – (1/3) • Indian Railways • Issuance of passenger ticket • Physically going to the counter • Filling up application form • Submission at the counter • Confirmation of the ticket • Payment • Printing of the ticket on pre-printed government stationary • Delivery of ticket Total time could be between 2 to 3 hours including travel and queue time

6. BPR/GPR successstories Fundamental rethinking Radical redesign Achieve dramatic improvements No hassle of queuing up No hassle of traveling to the booking counter Convenience of booking tickets anytime, and anywhere Freedom from travel agents Government savings on manpower, and stationary Book tickets online Make payment through credit / debit card Print ticket yourself Send SMS <PNR> to find out the status of booking Access to information on www.irctc.co.in • Indian Railways .. Do we really need to be physically present at the counter? Do we really need to submit the application form? Do we really need to have the ticket on pre-printed railway stationary? Can the ticket information be made more easily available to the passenger Max 10 mins

8. BPR/GPR success stories – (2/3) • Passport Seva Project • Passport Application and Issuance of passport • Physically going to the Regional Passport Office • Filling up and submitting form, at the counter • Verification of documents • Payment of requisite fee • Sending request to jurisdictional police station for verification • Physical verification by police at a later date • Sending of police verification report to RPO • Approval of passport and delivery through post office Total time could be between 30 to 45 days from submission of application to delivery of passport

9. Problems with the passport process • Time taken in police verification is the major contributing factor to delay in passport issuance • Time taken for submission of the application is more than 2 hrs • Less number of counters for accepting the applications resulting in longer queues • Complex application forms and attachments required for submission, resulting in citizens taking help from agents for filling up forms • Large number of human touch points and lack of guidance from staff members • No status tracking mechanism for the passport application • No formal grievance redressal channels

10. BPR/GPR successstories Fundamental rethinking Radical redesign Achieve dramatic improvements • Passport Seva .. Can we eliminate / reduce the waiting time at the RPO? Can we provide multiple channels for verification of documents? Can we waive off police verification in some cases / do a post verification? How can we reduce the time involved in police verification? Submit application online and get appointment for verification Online payments Get documents verified at RPO / other channels at appointed time System alert sent to police station for verification Post verification by police based on Business Rules No hassle in queuing up at the RPO Police verification delays reduced Overall time taken for getting passport reduced considerably Reduced workload on RPO staff Increased citizen satisfaction

11. Some indicators of the dramatic improvement Such dramatic changes would not have been possible without making fundamental changes in process (e.g. police verification) Source: www.passportindia.gov.in

14. BPR/GPR success stories – (3/3) • State Bank of India • Request for a Demand Draft • Physically going to the branch / counter • Filling up the application form • Submission of form • Verification of signature • Preparation / printing of DD • Signature of the official(s) • Delivery of DD Total time could be between 1.5 to 2.5 hours including travel and queue time

15. BPR/GPR success stories Fundamental rethinking Radical redesign Achieve dramatic improvements • State Bank of India Do we really need to be physically present at the branch / counter? Do we really need to submit the application form at the counter? Can we do away with signature verification at the counter? Issue DD on line Transfer funds electronically from your own account Verification through user id and password Request the bank to courier the DD directly to the beneficiary No hassle of queuing up No hassle of traveling to the bank branch Convenience of issuing DD anytime, and anywhere Freedom from Babus of the bank Government savings on manpower Max 10 mins

17. 1. E-Governance Strategy Development 2. Current State Assessment 3. Future State Definition 4. Implementation approach and sourcing 5. Develop and implement IT system 6. Operate and sustain Identifying the need to do GPRe-Governance Project Lifecycle (eGLC) Project Management Office/Unit Change Management and Communications

18. E-Governance Strategy Development Current State Assessment Future State Definition Implementation approach and sourcing Develop and implement T system Operate and sustain e-Governance Project Lifecycle (eGLC) Needs Assessment Define clear vision & objectives Prioritization of services and projects Incorporate domestic and global learnings Identify institutional structures & capacities for implementation Define funding requirements Define monitoring and evaluation approach… Critical assessment of current business processes and pain areas Best practices in similar environments Assess legal framework and current limitations Assess current ICT systems and their ability to support future plans Assessment of current capacities at all levels and their preparedness for e-governance.. Process reengineering & to –be process definition Identity IT enablement opportunities & requirements Define changes to legal & regulatory environment Develop People change and capacity building plan Develop project awareness and communication requirements… Define implementation approach and phasing plan (functional and geographic) Assess detailed funding requirements and business model Develop vendor evaluation and selection criteria Develop KPIs and performance levels for services and systems Develop RFP Bid evaluation and vendor selection Definition of detailed functional and technical requirements System design and development Software quality assurance, acceptance testing and auditing Training and capacity building Change management and project communications Project documentation Project go-live System operations and maintenance Software change management Rollout services and systems (functionality and geography) Objectives and benefits evaluation and reinforcement Sustained change, capacity building and communications..

19. E-Governance Strategy Development Current State Assessment Future State Definition Implementation approach and sourcing Develop and implement T system Operate and sustain e-Governance Project Lifecycle (eGLC) Needs Assessment Define clear vision & objectives Prioritization of services and projects Incorporate domestic and global learnings Identify institutional structures & capacities for implementation Define funding requirements Define monitoring and evaluation approach… Critical assessment of current business processes and pain areas Best practices in similar environments Assess legal framework and current limitations Assess current ICT systems and their ability to support future plans Assessment of current capacities at all levels and their preparedness for e-governance.. Process reengineering & to –be process definition Identity IT enablement opportunities & requirements Define changes to legal & regulatory environment Develop People change and capacity building plan Develop project awareness and communication requirements… Define implementation approach and phasing plan (functional and geographic) Assess detailed funding requirements and business model Develop vendor evaluation and selection criteria Develop KPIs and performance levels for services and systems Develop RFP Bid evaluation and vendor selection Definition of detailed functional and technical requirements System design and development Software quality assurance, acceptance testing and auditing Training and capacity building Change management and project communications Project documentation Project go-live System operations and maintenance Software change management Rollout services and systems (functionality and geography) Objectives and benefits evaluation and reinforcement Sustained change, capacity building and communications.. The highlighted activities in EGLC are carried out as part of the GPR exercise

20. Approach to GPR Problem Identification and Definition • Analysis of citizen grievances & complaints and pro-active Voice of Customer surveys • Analysis of issues raised • Identification of problem and defining unambiguous problem statements

21. Approach to GPR Define vision and objectives for GPR • Define vision for GPR, from problems identified, service priority • Analyse services portfolio and undertake service prioritisation exercise • Define measurable objectives for the GPR exercise

22. Approach to GPR Process Study and Documentation • Study process flow, actors, policies, process stages • Documenting as-is processes and creating Process Maps • Recording time and other data elements for each process step • Validation of process documentation from dept. • Identify and classify PIEs for the processes

23. Approach to GPR Process Analysis • Root cause analysis of process issues and identification of root causes • Analyzing process efficiency - Value Adding and Non Value Adding steps • Analyzing process complexity – Data entry points, Hands off points etc • Definition of key metrics and arriving at baseline indicators (TAT, error rate etc)

24. Approach to GPR Process Re-engineering & Defining To-be processes Elimination or automation of Non Value Adding / redundant activities Identification of solutions (re-engineered process) Evaluation and selection of best solution Definition of To-be processes based on the evaluation Finalization of To-be processes with department Setting of target KPIs

25. Approach to GPR Process implementation / IT enablement & validation Implementation of re-engineered processes Implementation of IT system to handle re-engineered process flow Putting in place mechanisms to monitor KPIs and continuous improvement Change Management, Legal Framework changes etc

26. Why Organizations do GPR/BPR? • 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 In Summary, GPR is undertaken to address ‘problems’ or ‘needs’ of the organization or its customers with an objective to improve the overall quality of the services

27. Illustrative problems reported in Government Services • It takes lot of time to get the service • It calls for too many visits to the department for completion of service • It is expensive to complete the transaction • The welfare benefits of government are not reaching the eligible families • Healthcare services not delivered on time • Land records management framework not ensuring ownership of the properties • It takes very long to get the welfare benefits…

28. How are the problems or needs identified? • Concerns raised by customers (citizens/businesses) – Voice of Customer • Concerns raised by internal stakeholders – employees • Through independent research/media

29. How are the problems or needs identified? There are two ways to gather VOC information Voice of Customer Proactive Methods Reactive Methods • Information comes though • Government's initiative • Surveys / Questionnaires • Focus groups • Interviews • Custodian feedback • Point of Service contact.. • Information comes through • customer initiative • Customer complaintsand grievances • Media… At present most of the problems or challenges are identified through reactive methods….

30. Need for proactive methods for problem identification? • Many successful government/private sector organizations ‘listen’ to the customers to identify and ‘address’ their problems and needs at a very early stage • Through proactive methods • To build confidence in the customers • To enhance overall image of the organization • To minimize the impact of the problems to larger segment of customers • To improve competitiveness – applicable for government as well.. • The most proactive and caring governments today are able to attract maximum investments in the country or globally

31. Need for proactive methods for problem identification? • The key to achieving customer satisfaction is: • To understand the stated & unstated needs of customers, and • To incorporate them in the service delivery • Why do we need to capture the Voice of Customer (VoC) for this? • We need to capture VoC data because • Customers change • Needs of customers change • We must deliver what the customers want, not what we “think” / “know” they want • Customer needs are not always spoken

32. Need for proactive methods for problem identification? Kano’s model^ of Customer Satisfaction allows us to understand the various types of Customers’ needs Satisfaction • Based on Kano’s model, we can define customer needs into the following types • Basic • Performance, and • Delight • It allows us to differentiate among the three needs and understand how they impact customer satisfaction levels Delight Performance Indifference Zone Requirement fulfilled Requirement unfulfilled Basic ^ The Kano model is a theory of product development and customer satisfaction developed in the 80's by Professor Noriaki Kano Dissatisfaction

33. Need for proactive methods for problem identification? Understanding how different types of needs impact customers • Basic needs to be met (Must-Haves) • Unspoken but Expected • No satisfaction if fulfilled but can cause dissatisfaction if not fulfilled • e.g. No error in Passport Details • Performance needs to be fulfilled • Spoken and Expected • Fulfillment leads to satisfaction and Non-fulfillment leads to dissatisfaction • e.g. Passport received within SLA of 40 – 45 days • Delight needs (Wow effect) • Unspoken and not expected • Delighted if sensed and fulfilled proactively, Not dissatisfied if not fulfilled • e.g. Police calls on day of application submission to set up appointment for verification • e.g. Passport delivered to house within 5 days op application

34. Need for proactive methods for problem identification? Understanding how different types of needs impact customers • Basic needs to be met (Must-Haves) • Unspoken but Expected • No satisfaction if fulfilled but can cause dissatisfaction if not fulfilled • e.g. No error in Passport Details • Performance needs to be fulfilled • Spoken and Expected • Fulfillment leads to satisfaction and Non-fulfillment leads to dissatisfaction • e.g. Passport received within SLA of 40 – 45 days • Delight needs (Wow effect) • Unspoken and not expected • Delighted if sensed and fulfilled proactively, Not dissatisfied if not fulfilled • e.g. Police calls on day of application submission to set up appointment for verification • e.g. Passport delivered to house within 5 days op application 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

35. Need for proactive methods for problem identification? We have good examples in Government – Ministry of Corporate Affairs (MCA) • MCA has implemented e-Governance initiative i.e. MCA21 for facilitating online services to the companies / entrepreneurs • Online registration of companies • Online filing of returns … • MCA has identified certain key benefits for its customers • Reducing the time in transacting with the Ministry • Reducing the cost in transacting with Ministry

36. Need for proactive methods for problem identification? We have good examples in Government – Ministry of Corporate Affairs (MCA) • Post system implementation, Ministry has created framework for listening to the customers at regular intervals through proactive methods to identify: • Benefits from the new system • Areas of improvement in the new system • Challenges/issues in the new processes/systems • Ministry has worked on addressing the identified issues and challenges to strengthen the systems and processes • MCA21 is regarded as one of the most successful e-Governance initiatives in India and industry has experienced a true service transformation Listening to customers helps significantly……………..

37. Need for proactive methods for problem identification? • Using VoC, organizations can incorporate customer feedback into strategic decisions/directions: • What customer needs exist that we are not currently meeting? • What services customers feel are unnecessary? • What services customers feel are painful? • What services customers feel are complex? • How does our service compare to other (state) governments? • What are the current world class levels of performance? • Organizations can use this to identify problems and needs, incorporate the findings into product/process/service design • This VOC data can also be used to drive process improvements

38. How can we get inputs from Customer Experience • At the point of service delivery • Filling up of questionnaires/forms by citizens during or upon completion of the service/Transaction • Focused surveys on identified stakeholder groups through questionnaires, workshops, group discussions, one to one interviews.. • Independent market research/Survey by professional organizations • Experience it your self • Feedback mechanisms/helpdesks/call centers for receiving feedback.. • Online polls • Observe the service delivery points/environments to identify the problems/challenges encountered by the customers

39. Need for identifying or defining the ‘problem’ right? To find right answers/right solutions, it is important to understand/ define the problems or needs right…

40. Common challenges with Needs/Problems reported/identified.. • The services are of very poor quality • There is no transparency in government services • I am not satisfied with the services • We need to computerize this process/workflow (problems don’t define solutions) • It is too expensive to deal with government None of these problem statements hint at the real ‘problems’ – they don’t identify the specific problems or specific needs with a specific service/specific task or specific output… Such problems are difficult to resolve….

41. Understanding Problem Statements • What is a 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 • Why develop a problem statement? • To develop a shared understanding of the problem that the organization is trying to address

42. Understanding Problem Statements • Example of good problem statements (illustrative only) • Only 40% of the ration items distributed through 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 metric is operating at only 38% within SLA • It takes 2-4 hours to get the railway reservation done in Metro cities in India for reservations across the counter…

43. So what makes a good Problem Statement? • A good Problem Statement • 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)

44. So how do you write good Problem Statements? • Focus on the following questions • Which outputs don’t meet expectations? • When and where do the problems occur? • How big is the problem? • What is the impact of the problem? • Things to be careful of / avoid • Avoid pre-determined solutions • Do not blame people • 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

45. Exercise: Define a Problem Statement Rules • Discuss and develop a suitable problem statement based on the current situation • Present your Problem Statement to the workshop participants and get feedback Time Frame • 10 Minutes for the exercise • 15 Minutes for discussion

46. 1. e-Governance Strategy Development 2. Current State Assessment 3. Future State Definition 4. Implementation approach and sourcing 5. Develop and implement IT system 6. Operate and sustain When are the Problems identified in e-Governance Project Lifecycle? • The business level challenges/problems are identified and analyzed at e-Governance Strategy level • The strategy should clearly identify the business problems and should focus on addressing or solving the business issues confronted by the organization • The goals and objectives defined under e-Governance strategy shall be based on the problems/challenges or priority areas of the business • These goals and objectives defined in e-Governance strategy shall form the key inputs for GPR

47. End of Session