GOVERNMENT PROCESS RE ENGINEERING - JAMES OSEPH ADHIKARATHIL Let us take the example of a GPR exercise to understand the above points further. Until recently, the registration of co-operative societies in Punjab was entirely offline. The volume of applications for this service in recent years has been low and it was probably because the application process was tedious. This is what was done under the GPR process: 1. Simplification of the application process A simple application form was created as part of the GPR, eliminating all extra requirements not mentioned in the Punjab Cooperative Societies Act, 1961, including the caste of the proposed members and nominee details. 2. Reduction in the number of documents required Documents that were not mentioned in the Act (such as the balance sheet of the proposed society and inspection copy of concerned Inspector Cooperative Societies) were removed. This reduced the number of required supporting documents. Through our fieldwork, we learnt that several documents were required to verify a person’s address. This included a person’s Aadhaar, voter ID, driving licence, SC Certificate (if applicable), and a certificate from a notary. All of this made the application process cumbersome, exclusionary, and open to channels of harassment. The GPR process strongly recommended a single document requirement for ID proof and proof of address; it also provided a list of standard documents as options. 3. Digitisation and decentralisation of the process Apart from just making it digital, it was suggested that the service be made available through Sewa Kendras as against the earlier requirement of visiting the district co-operative society office to apply for registration. The GPR process also suggested a two-step approach for registrations: i. Decentralisation of the entire backend-process of approval and scrutiny: This was deemed important to remove the multiple channels between the various people involved, which did not add any value to the process. ii. Automatic time-bound registration: A society should be deemed to have been registered if no response was received within a specific duration—in this case two months—from the assistant registrar. This was suggested since only around 60 percent of the societies that applied for registration received approvals, in the analysed time period. Moreover, there already exists a statutory requirement for yearly audits of all societies by the registrar, thus ensuring proper checks of these societies.

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

4. 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.

5. 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.

6. 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.

7. 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. 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.

9. 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 maintainence 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.

10. 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.

11. 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.

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

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

15. Old wine in the new bottle Vs
New wine in the new bottle.
.
Effectiveness Vs Automation.
Automation – use technology to compuerterise the AS IS processto
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.

16. What are the essential parameters of GPR?
.
1. Ease of applying for a service.
2. Processing and Movement of files/communications.
3. Tracking the application and delivery of service.
T. James Joseph
Adhikarathil.

18. 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.

20. 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.

22. 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.

23. 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.

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

25. 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.

26. 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.

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

28. 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.

29. Knowledge, Skill and Attititude
development in the course.
a. Principles, methods & tools of GPR.
b. IT lead process re engineering.
c. statutory implications of GPR.
T. James Joseph
Adhikarathil.

30. 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.

31. 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.

32. 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.

33. 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
1. Internal process.
2. Service Quality..

34. Service Quality.
The quality of
1. Physical product.
2. The time taken to deliver.
3. Cost of service.
4. Customer experience.

35. 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.

36. 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.

37. 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.

38. 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.

39. 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.

40. 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

41. 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.

42. 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)

43. 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)

44. 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…

45. 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 .
1. Avoid pre-determined solutions.
2. Do not blame people o Ensure that the problem statement is
easily understandable by all .
3. Avoid including “Why”, “lack of”, “due to” since they may
imply solutions and thus mislead team members.

46. 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

47. 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

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

49. 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

50. 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

51. .

52. .
 ,

53. ERROR IN Sy Number.

54. 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

55. .
 .

57. .
Making things
specific.
Standardised
formats

58. .
 .

61. Thank You!!
 .
T. JAMES JOSEPH ADHIKARATHIL,Trainer ILDM -9447464502
WEB- www.slideshare.net.in/mysandesham.
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