GPR government process re engineering Jamesadhikaram.pptx. Reengineering has become an established approachnowadays in the restructuring efforts of public sectororganizations. Initially envisaged as a technique designed tointroduce radical changes in improving business operationsand competitiveness (Hammer and Champy, 1993),reengineering principles and techniques have currentlyattracted and influenced policymakers, professionals andscholars in public administration. It has emerged as aforceful expression of continuing initiatives to redefineadministrative values and philosophies, as well as methodsand systems of government bureaucracies, which have beendeemed as obsolete and incompatible with the demands ofa difficult and complex socio-economic and political envi-ronment. (Reyes, 1998)Underlying the challenges of this new order are theburdens of rising expectations, growing populations,conditions of turbulence and declining resources, on theone hand, and the themes of globalization, competitive-Ropinder OberoiNew Delhi University, India.Email: roopinderoberoi36@rediffmail.comApplying Business ProcessRe-Engineering to Public Sector asA New Public Management Strategyhttp://dx.doi.org/10.18196/jgp.2013.0017ABSTRACTThe introduction of Business process Reengineering(BPR) to the public sector follows the much broadertrend of New Public Management. BPR in the pub-lic sector mostly means amalgamation of businessprocesses, computerization of various activities andremoval of some unnecessary ones. BPR assimi-lates a radical premeditated scheme of business pro-cess reengineering and an additional progressivetechnique of uninterrupted process improvement withadequate information technology (IT) and e-busi-ness infrastructure strategies. Public organisationshave specific and exclusive features that differenti-ate them from private sector organisations. Basedon the literature review and examining of study find-ings, it is argued that a public sector organisationcan employ BPR to get better its process and overallorganisational performance, if it (1) has accrues acollection of BPR-relevant resources and capabili-ties; (2) has embarked on BPR with adequate depthand breadth; (3) is developing a post-BPR comple-mentary set of skills, systems and technologies, whichare essential to further develop the organisationalimpact of the BPR; and (4) has successfully miti-gated the effects of BPR implementation problems.In addition to its effect on administration and ser-vice delivery processes through reduction of the pro-cessing time, work steps and cost of governmentprocesses, BPR also contributes to enhancing citi-zen/customer and employee satisfaction, increasingorganisational transparency and responsivenesswhich have also become an essential objective ofNew Public Management.

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

2. Change.
Those who change after change will survive.
Those who change with change will succeed.
Those who bring change will lead.
T. James Joseph
Adhikarathil.

3. If you do not update, You will be out dated.
Learn – Relearn – Unlearn.
Those who change after change will survive.
Those who change with change will succeed.
Those who bring change will lead.
T. James Joseph
Adhikarathil.

5. .

7. 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

9. Why GPR..?
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.

10. 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.

11. 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.
6. LAND CONVERSION
T. James Joseph
Adhikarathil.

12. GPR the road to smart administration.
1. Specific.
2. Measurable.
3. Achievable.
4. Result oriented/Reasoned)
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.

13. 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. Suspicious out come..
6. Delayed services.
7. Service is mercy...not a right.
8. Too many intermediaries.
T. James Joseph
Adhikarathil.

14. 8 Symptoms of poor processing.
1. Poor receipt and recording of applications.
2. Un necessary attachments and huge inventories.
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.

15. 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.

19. We need to re invent the process..
All processes 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.

20. 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.

21. 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.

22. 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.

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

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

27. 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.

29. 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.
It also helps keep a check on corruption and opportunities for
harassment.
T. James Joseph
Adhikarathil.

30. ICT interventions 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.

31. 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.

32. 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.

33. 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.

34. 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.

35. 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.

36. Identification of Problem and vision
statement.
The purpose of GPR is :
• 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
The current needs of the customer should also be considered. 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.

37. 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.

38. 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.
Customer feed
back.
Points of service
contact.

39. 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.
It is also omportant to identify the needs of the customer.

40. 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)

41. Examples of a good problem statement.
• copy of pattayam is not available for 10 % of the pattaya holders in
the state from any of the Land Revenue Offices.
• It takes approximately three months to obtain legal heirship
certificate.
• It requires minimum of ten visits to get the resurvey correction.
• It takes minimum 6 month for the category change Nilam – to
purayidam of dry land mentioned in the BTR as Nilam.
• Land Tax is realizing almost 70% of the acquired land in the state.
.

42. 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 to 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.

43. GPR Vision.
Vision - 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.
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

45. 4. Documenting “As-is” Processes - Process Mapping
Process Mapping is the process of documenting various aspects of business
processes with the intention of developing a correct understanding of how
things happen “actually”
Process Mapping is necessitated in the government scenario due to the
following reasons:
• Government service delivery evolves over time
• First a good process is established for a small set-up; it is usually efficient
and responsive
• As the demand for the service grows, more people, functions and
hierarchies are involved in a process
• Government needs from time to time gradually change the process
• Some changes are not always for the better
• Everyone tries to do their best but the process evolves over a period of
time to the current state (in some cases these are person-specific)
• Rich experiences of people are lost when they leave the organization /
function

46. 4. Documenting “As-is” Processes - Process Mapping
Following are the objectives behind undertaking the activity of
process mapping:
• To understand “how do we actually work” as opposed to “how are
we supposed to work”
• To understand the four attributes of process: o Players o Process
flow o Policies, Standards and Responsibilities o Phases with clear
start & end-points and process time-lines
• To identify the Critical to Process metrics
• To identify “Quick Wins” in the process
• To understand response time & cycle time Government Process Re-
engineering 31
• To determine process efficiency
o Value-added activities and Non value-added activities
• To estimate the cost of the process
o The concept of waste

47. 5. Process Analysis .
. Analyzing “as-is” processes Once current processes have been
documented along with the data (relevant CTPs) it is useful to
identify the root causes of problems and non-value adding
activities in processes. Identifying the root cause of process
dysfunction enables you to ensure that the process redesign
solves the root cause, rather than simply addressing a symptom
of a problem that will occur again. It also allows determination
of how many processes are affected by a single root cause. The
more process problems a root cause creates, the higher priority
it is for being addresses quickly and effectively. Once the root
causes are identified, the next step in process analysis is the
identification of Value Added / Non Value Added tasks, process
complexity, and process metrics.

48. 6“To-Be” Process Definition.
Preparing for Process Design Process design phase requires a lot
of brainstorming to arrive at possible solutions. This stage may
include:
• Focused stakeholder discussions using group thinking
techniques facilitate identification of solutions and alternate
ideas
• Best practices studies from similar environments provide
inputs to possible solutions Different group thinking approaches
are used to arrive at possible solutions. Divergent thinking
techniques involve spontaneous, free-flowing generation of
many ideas in a random, unorganized fashion. The ideas
generated by divergent thinking are organized and structured
using convergent thinking. Divergent thinking techniques include
brainstorming, outof-the-box thinking and exploration.

49. 6“To-Be” Process Definition.
The new process may be designed using a variety of process drivers.
These process design drivers include:
• Redesign existing processes - combine activities, remove
redundancies, duplications, obsolescence, disconnects,
inappropriate timing, costs…
• Rework the way (how and where) that the process is executed o
E.g. co-locating all of the functions in one area or tasks that were
formerly divided between 6 people are now undertaken by 1 person
• Remove the process or sub-processes o E.g. police verification
process completely waived off for certain cases in passport process,
based on certain business rules
• Replace processes / sub processes completely either by
automation or by alternate processes o E.g. a manual system
replaced by a computer system
• Outsource the process or components of the process

50. 7. Implementing the Re-engineered Processes.
processes are usually derived from the underlying legislation.
Hence, changing processes may require change to the legal
framework, to legalize the process changes, and give them enough
legal backing. Some of the changes that may result from GPR, which
requires legal changes include:
• Organizational Structures change (e.g. change in designated
agency to handle a particular task / process)
• Jurisdictions change (anytime / anywhere services)
• Statutory powers change (who is the authority for delivery of a
certain service)

51. 7. Implementing the Re-engineered Processes.
Another important legal aspect in IT ennablement and GPR is the
legal recognition of the resulting IT enabled processes. They issues
that arise include the following (to name a few): • Legal recognition
of electronic transactions • Legal recognition of electronic records •
Equivalence of Electronic and Manual Signatures • Electronic
Contracts In India, such legal recognition is provided by the
following legislations: • Information Technology Act, 2000 •
Information Technology Act Amendments, 2008 • Rules under the IT
Act More details of the legislations can be obtained from
http://mit.gov.in/content/acts-policies

52. 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

53. 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

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. .

56. .
 ,

57. ERROR IN Sy Number.

58. .
 .

59. .
Making things
specific.
Standardised
formats

60. .
 .

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