Government Process Re Engineering. T. James Joseph Adhikarathil. Managing Director, Realutionz Properties(P) Ltd..
GPR – The road to smart administration.
T. James Joseph Adhikarathil.
If you do not update, you will be outdated.
GPR – The road to smart administration.
T. James Joseph Adhikarathil.
Government Process Re Engineering (GPR) is the analysis and redesign of work flow and process within or between Government Organisations.
GPR – The road to smart administration.
T. James Joseph Adhikarathil.
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 .
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. 1.
Online pokkuvaravu.
2.
Torrence system.
3.
CMO Portal.
4.
E pattayam.
5.
E District.
T. James Joseph Adhikarathil.
GPR the road to smart administration.
1.
Specific.
2.
Measurable.
3.
Achievable.
4.
Result oriented( efficiency & effectiveness)
5.
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.
8 Symptoms of poor governance.
1.
Denial of natural justice.
2.
Air of mystification of procedures.
3.
Multiple visit to government offices.
4.
Long queues at delivery points.
5.
Outcome is suspicious.
6.
Poor quality services.
7.
Service is mercy...not a right.
8.
Too many intermediaries.
T. James Joseph Adhikarathil.
8 Symptoms of poor processing.
1.
Poor receipt and recording of applications.
2.
Un necessary attachments and huge inventaries.
3.
Multiple level reports and approval.
4.
Poor efforts in storage and retracing data. .
5.
Poor maintenance of records, registers and file .
6.
Processing by mis interpreting act and rules.
7.
Not applying technology.
8.
Disposal of application without speaking orders.
T. James Joseph Adhikarathil.
Symptoms of poor governance.
1.
Denial of natural justice.
2.
Air of mystification of procedures.
3.
Multiple visit to government offices.
4.
Long queues at delivery points.
5.
Outcome is suspicious.
6.
Poor quality services.
7.
Service is mercy...not a right.
8.
Too many intermediaries.
T. James Joseph Adhikarathil.
GPR – The road to citizen centric administration. 1.R-esponsiveness. 2.E-quity 3.P-articipation. 4.E-fficiency. 5.A-ccountability. 6.T-ransparency. 7.E-ffectiveness. 8.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.
We need to re invent the process..
T. James Joseph Adhikarathil.
All problem are simple and efficient when originally designed. 1. User friendly. 2. Deploying contemporary rules and techniques. Process become complex and inefficient with passage of time.
GPR – The road to smart administration.
T. James Joseph Adhikarathil.
GPR is not 1. Automation of existing inefficient processes. 2. Sophisticated computerization of obsolete processes. 3. Playing with organizational structures. 4. Down sizing and doing Less with the Less.
Old wine in the new bottle Vs New wine in the new bottle. .
T. James Joseph Adhikarathil.
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.
What are the essential parameters of GPR?
.
T. James Joseph Adhikarathil.
1.
Ease of applying for a service.
2.
Processing and Movement of files/communications.
3.
Tracking the application and delivery of service.
1. Ease of Applying for a Service.
.
T. James Joseph Adhikarathil.
The mode of filing application should be relevant , efficient and effective. 2. Supporting documents required for submission are also scrutinized and its essentiality should be checked. 3. 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. 1.
QUALITY.
Service Quality.
The quality of 1.
Physical product.
2.
The time taken to deliver.
3.
Cost of service.
4.
Customer experience.
2. Processing and Movement of files/communications.
.
T. James Joseph Adhikarathil.
The processing of files, communication, Collection of reports and data should be SMART , efficient and effective.
START FROM CUSTOMER EXPERIENCE.
3. Tracking the application and delivery of service.
.
T. James Joseph Adhikarathil.
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.
The role of ICT inteventions in GPR.
.
T. James Joseph Adhikarathil.
1.
Wherever possible the process should be digitised to make it more traceable, transparent, and accessible.
2.
Under each GPR parameter, it is essential to understand the reasoning and requirement of documents, steps, and asks.
3.
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.
GPR – The road to smart administration. The Knowledge of GPR enables officials to improve through 1.
Improved citizen focus.
2.
Minimised process, cost and time.
3.
Increased Transparency levels.
4.
Reduced Administrative burden.
5.
Adoption of best practices.
T. James Joseph Adhikarathil.
Knowledge,
Skill and Attititude development in the course.
a.
Relevance, importance & benefits.
b.
Key concepts.
c.
Process documentation, mapping methods & tools.
T. James Joseph Adhikarathil.
Knowledge, Skill and Attititude development in the course.
T. James Joseph Adhikarathil.
a.
Principles, methods & tools of GPR.
b.
IT lead process re engineering.
c.
statutory implications of GPR.
Knowledge, Skill and Attititude development in the course.
a.
Recognize the need for change in government process.
b.
Recognise the need for customer focus.
c.
Recognise the neeed for change management and capacity building in the context of GPR.
d.
Recognise the need for transformation in e governance rather than translation.
T. James Joseph Adhikarathil.
Advantages of the traditional approach to e- Governance a.
Minimal legal changes.
b.
Easier status updates.
c.
Real time management information system- MIS.
d.
Any time – Anywhere service.
But remember….. 1.
Many of the government processes are inefficient and obsolete.
2.
Most of the processes were defined long back .
3.
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.
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 1.
Internal process.
2.
Service Quality..
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.
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.
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.
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.
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
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.
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. 1.
States the effect and not the cause (What is wrong & not Why it is wrong) .
2.
Focuses on the gap (between “What Is” & “What should be”)
3.
Is measurable (How often, How much, When)
4.
Is specific (avoids broad & ambiguous categories)
5.
Is a statement, not a question.
6.
Focuses on the “Pain Area” (How Customers / Citizens, Employees and the Government are affected)
What is the Problem?.
T. James Joseph Adhikarathil.
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.
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)
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…
Ground rules for a good problem statement. • Focus on the following questions.
1.
Which outputs don’t meet expectations?
2.
When and where do the problems occur?
3.
How big is the problem? o What is the impact of the problem?
• Things to be careful of / avoid . 4.
Avoid pre-determined solutions.
5.
Do not blame people o Ensure that the problem statement is easily understandable by all .
6.
Avoid including “Why”, “lack of”, “due to” since they may imply solutions and thus mislead team members.
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
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
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
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
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!!
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T. JAMES JOSEPH ADHIKARATHIL,Trainer ILDM -9447464502 WEB- www.slideshare.net.in/mysandesham. Face Book -Kerala Laws on Land