1. Improved Delivery of Services to the Citizens
PRISM
Property Registration Information System Module
Improved Delivery of Services to the Citizens
New Delhi
28th March 2005
Nirmaljeet Singh Kalsi, IAS
Director-cum-Secretary, Department of IT
Government of Punjab 1
An experience of Punjab in e-Registration

2. The Mindset of most Government Employees So far
Do nothing and nothing would be done to you.
The best approach to the Government work should be:
If possible, avoid it - “PUC does not concern this department” approach.
If necessary, go slow - play safe, take the longer but safest route
If pushed, go in circles - Pass-on the buck to others like Finance, Planning, Personnel, Administrative Reforms, GOI.
If cornered, appoint a committee- diffuse responsibility, delay decisions
No innovations please. Do not deviate from the time tested, track - Status quo is always the safest and the best policy

3. Good Governance- Components
Rule of law
Transparency
Accountability
Responsiveness
Effectiveness & efficiency
Equity and inclusiveness
Consensus orientation
Participation
Process Re-engineering
Reforms
Good Governance
Good Governance is the primary objective of all e-Governance projects

4. How can we improve Governance
Mathematical Simulation Model for Corruption
Corruption =
(Monopoly + Discretion – Accountability)
x Authority
To reduce corruption
Finish monopoly through multiple service delivery channels
Reduce & streamline discretion
Introduce accountability - at all levels
Reduce authority – Empower lower staff
Improve ease and transparency
IT & e-Governance can help in achieving the above

5. Reforms Agenda for Good Governance
Re-invent the Government for Good Governance
Focus on Good Governance & divest other roles to private sector
Shift from Command- control regime to market driven regime
Un-bundle competitive & commercial functions from State’s roles
Strengthening Institutions to perform State domain roles
Re-define and Improve Service Delivery to Citizens
Bring in Responsiveness, Accountability & Transparency
Improve Citizens’ interface with Government
Through use of Information Technology (IT)
Government Process Re-engineering & Administrative Reforms
Improve effectiveness, internal efficiencies in Govt & reduce costs
Right-sizing the Government
Services Delivery through Public-Private Partnership
Empowerment of Citizens, Women & the Disadvantaged

6. Administrative Reforms & Government Process Re-engineering
Comprehensive review, simplification and revision of
Punjab Civil Secretariat Manual of Office Procedure
Punjab Civil Services Rules
Punjab Financial Rules
Restructuring of the State Government Departments
Re-fixing of work norms
Revised functions and roles
Implementation of feasible IIPA Report
Right to Information Act
Simplification of procedures for Citizen Services through
Business Process Re-engineering
Administrative Reforms
Preparation of Citizen Charter
Adoption of Single File System
Take up Evaluation studies

7. Land Registration
“An efficient land registration system is a precondition for the operation of an efficient land market”
World Bank Report

8. Land Registration in Punjab
A system of registration of Deed carrying a State Guarantee
Primarily an Agricultural Economy therefore land is the most important asset
Property ownership is also critical to commercial activity
Main Customers: Citizens, Lawyers, financial institutions, public corporations, local authorities and private firms
Basic Statistics
Number of Districts: 17
Number of Sub-Divisions: 72
Number of Registration offices: 153
Number of Villages: 12,993

9. Why eRegistration ?
Registration Offices had acquired a bad reputation in the eyes of the public due to various reasons including:
Inordinate delays in processes
Lack of transparency in functioning
Discretion-based valuation
Under-valuation translating to revenue loss for the government
Touch points of citizens with numerous rent-seeking intermediaries
Possible frauds and land scandals
Loot of Government land, evacuee property, Nazool land, wakf property, Village common lands

10. The Challenges Reduce Bring in Delays Transparency Objective Valuation
MIS,
Monitoring
Control
Record
Keeping &
Retrieval

11. Delays are incurred in the hand-offs from one step to the next step
Improving What & How?
Generic Property Transfer Process
Reception/
Logging
Verification/
Validation
Decision
Recording
Decision
Deed
(affidavit)
Delays are incurred in the hand-offs from one step to the next step

12. We Planned Big, Started Small, Scaled Fast
TEXT
First Stage Computerisation
Changing mindset
Developing environment for Second Phase
First Phase Computerisation
DIT, GOI Sponsored
17 Locations in one District
PPP Model
Improved Software
Best practices
Launch on 1st April 2005
Second Phase
Implementation ( 12 Months)
All Districts
BOOT Model
Central Legislation
Uniform Standards
Sustainable Business Model
State Wide
Roll Out
( 2 Years)
Completed
Current Status
In progress

13. E-Governance Hype Cycle
Decision Framework: Understanding how the Hype Cycle refers to different market events and the product life cycle supports the purchase decision-making process.
Visibility
Surveys and
benchmarking
Government portals
Online not
always good
We are Here
Poor ROI on initial efforts
Initial
Enterprise
E-Government
strategies
E-government
becomes
government
Security issues
Channel management troubles
Single dept
online services
Failures and no ROI
drive divestments
Reducing
channels
Performance
Metrics
Several technology life cycle models attempt to gauge the evolution of a technology. The two most popular are the performance S-curve, which shows the increase in a technology's performance over time, and the adoption curve, which shows market adoption over time. In contrast to other technology life cycle models, the benefit of the Hype Cycle is to concentrate on the early phase of the life of a technology. The Hype Cycle adds another dimension to these models. In addition to charting technology maturity, Hype Cycles also reflect human attitudes to technology. Most technologies conform to the Hype Cycle because the invariant in the equation is people, not the technology.
However, irrespective of the relative maturity of technologies, the problem is how to articulate the business case for a project adopting innovative technologies. This requires to understand what are the key components in a technology investment decision in the public sector. Projects involving emerging technologies have a different risk profile, but criteria for prioritization are not different from other projects. Government organizations need to adopt methodologies and frameworks that make investment decisions more rigorous and auditable, while taking into account the different nature of investments.
Multi-channel strategies
Information-only
sites
E-Government
stagnates
Borderless service
Integrated
Data
Management
Back-office
re-engineering
interoperability
Enterprise
architecture
Peak of
Inflated
Expectations
Technology
Trigger
Trough of
Disillusionment
Slope of
Enlightenment
Plateau of
Productivity
1994–

14. Property Registration Information System Module PRISM

15. The Basic Guiding Principles
“Small-Steps” and “Phased Approach” adopted
Change Management & Process Reengineering given more important than technology
Citizen Centric, People friendly
Improved turnaround time and quality of services to the citizens
Definiteness and certainty of Service through Service Level Agreements
Transparency and Accountability is built-in
Reduced Monopoly and Discretion
Speed and efficiency are the derived factor
Technology is simple, robust and reliable
Model is Self-Sustainable through Public-Private Partnership
The Application is Fraud proof as far as possible
Objectivity in decision making i.e. evaluation
Completeness of solution with Backward and Forward Linkages

16. Land Registration Computerisation
First Phase of Computerisation
Objectives
To change peoples mindset and preparing them for Computerisation
Initial version of PRISM installed in select Registration offices
Computerisation of the manual registration process
Online Photo Capturing of Parties & Witness
Printing of photographs of concerned parties on the backside of stamp paper
First phase completed in October 2004
Implemented by all the District Administrations
No external Consultants involved
Software and Technical Support by NIC Punjab

17. First Phase Computerisation
Respective District Administrations have implemented the project at 110 out of 153 locations
Employing local resources and technical support from NIC District Centres
Institutional mechanism in the shape of Punjab land Records Society for accounting and management
The main objective of PLRS is:
to oversee, monitor the implementation of computerization and digitization of Land Records and related documents in Punjab for the overall benefit of the citizens and
to provide Land Records related services through multiple common access infrastructures
Sustainability of project through Facilitation Charges from Public deposited with the society.

18. Learning from First Phase
Validation of Market Value by PRISM depends on type of property selected by users.
Assessment of Market Value should consider more parameters on property and needs to be more transparent.
Backup, Storage and Retrieval of data needs to be standardized, uniform and regular
Manual records continue e.g. Indexes, Cash Summary, Reports to Tehsils & Dist HQ
No connection with Land Record database & application
Lack of training to the users
Need for a Citizen Charter and SLAs

19. Property Registration Information System Module
Facilitates the process of registration at an enhanced speed and efficiency at the Sub Registrar Offices, across the state
Built with strong focus on ease of usage, simplicity and sound security & controls
A replicable and scalable application suite, the software:
covers the registration process for different documents for registration
integrates registration, valuation, scan and archives modules
generates appropriate reports
introduces service level integrators for return of original documents within a specified time frame
incorporates reengineered processes
introduces enhanced security by inclusion of biometrics
introduces enhanced methods by inclusion of digital photograph

20. PRISM – Screen Shots

21. PRISM – Screen Shots

22. PRISM – Screen Shots

23. Distinguished Features of Software
Focused on reducing impersonation in the process, and
Reducing errors in data entry and improving the user experience in the SRO.
Online Photo Capturing of Parties & Witness along with Sub-Registrar and saving in database
Printing of photographs of concerned parties on the backside of stamp paper
User interface in local language i.e. Punjab and English
On the spot valuation of property
On the spot Stamp & Registration Fee Calculations
Checklist and search facility
Scanning Module
Workflow based Application
Secured by Bio-metrics
ISO Certified Product

24. Process Re-engineering Initiatives
Understand and
document the
Process to be
IT-assisted
Substitute IT for
existing technology
Reap modest
effectiveness and
efficiency gains
Substitution
Redesign process,
based on inherent
needs and/or
technology
opportunities
Change the process
with the help
Of IT
Obtain larger
effectiveness and
efficiency gains
Enhancement
Redefine the role
of the process
within the larger
productive system
Change the structure
& organization
of the services,
production
and potentially, its
product strategy
Maximize
effectiveness and
efficiency increases
Transformation

25. Second Phase of PRISM Roll Out of Project in District Sangrur
Partial Funding from Department of IT, GoI
PricewaterhouseCoopers (PwC) as project consultants
NIC Punjab as software partner
Based on Public Private Partnership
Start functioning from
Best Value for Money for All Stakeholders was ensured
Many Public Private Partnership scenarios were examined based on
the efficient allocation of risk between the government and private partner
the payment mechanism to encourage the operator
the amount of investment made by Government (pilot project)

26. Second Phase - Project challenges...
Manage huge investment requirements different locations
Civil construction cost, Hardware/Software Cost, Training requirements, Maintenance cost, Networking cost, Resource requirements etc
Low transaction volumes i.e. 60,000 deeds/year
Unequal distribution of deeds volume across the SRO
i.e. remote SRO with very few Deeds per day
Train people - Inadequate skills sets
Manage man-power requirement
Maintain infrastructure
Standards, Uniformity
State wide roll out
Limited Project
Time Frame and Funds !!

27. We Adopted A UNIQUE Approach!
First of its kind
to test not only the pilot for e-Governance initiative, but also
testing PPP modeling in pilot itself for tremendous learning
with holistic view covering wider scope with in short timeframe
Set project as a role model for all future state PPP initiatives
not only limited to Registration activity but also other e-Governance initiatives of the state
Testing PPP modeling options for the State Wide Roll out
saving time, expense and resources
learning to be used for a Tested implementation model
No Government funds involved
Facilities management totally outsourced on BOOT Model

28. Nobody Minds paying for Quality Service
To get rid of the Direct and Indirect Costs of Government services, humiliation & Inconvenience
Prescribed Government fee/ Transaction cost if any
Cost attributed to Delays and uncertainty
Cost of direct Corruption
Loss of day’s wages
Opportunity cost of time wasted
Cost of Travel to location of service
Cost of stay at the place of service
Cost to be incurred on the sifarish (Sarpanch, Namberdar)
ROI on private investment in e-Governance is good- recovery through user charges
People are prepared to pay for the time bound quality services - even the poor, because it actually costs less

29. “Make Government Businesslike” NOT Making Government Like Business
STRATEGY FOR CITIZEN SERVICES
CAPTURE the Private Sector Profit Motives
Customer orientation
Efficiencies
Management Practices
Financial Resources
HR Talent
Entrepreneurship
While keeping Govt’s Social Responsibility
Public orientation
Equality and justice
Affordability
Accountability
Objectivity
Transparency
Ultimately the Financial Motive is the Single Biggest Success Driver
The Underlying Principle
Private financing wherever possible
Govt. financing where necessary

30. Unique Features Adopted in the Second Phase
Total Integration with Forward and Backward Linkages
Integration and Convergence of Deed-Writers’ activities by providing them dedicated terminals for completeness, accuracy & preciseness of deeds
Automation of Market Valuation Process using location & address description of the property
Forward linkages and Hand-Shake with Land Record software which will directly provide/ take inputs from this application
Such Interface with Land Records Database to check details like ownership, encumbrances etc.
Provision in software for Revision of Market Value based on rates and proper authentication
Generation of Memorandum of Registration
Integration with banks for issue of stamp papers

31. PRISM Seamless Integration
Deed Writer
Module
Core
PRISM
application
Land Records
application
database
Backward Integration With
Deed Writer Module
Forward Integration With
Land Records Software and Database

32. Managing the Change Successful Implementation of e-enabled Services
Requirement Drivers
Change in
Structure of Service Agency
Redesign for enabling
Modification of Workflow
Successful Implementation of e-enabled Services
Public Services
Methodology/ Procedures
New or Redesigned
Services with defined Service standards
GPR/ AR
Redesign of Work
Operations
Change Management -
Citizen and Court Staff
Changes in Skills,
Attitudes, Expectations,
Perceptions

33. System Architecture in SRO

34. System Architecture in District

35. Unique Features Adopted in the Second Phase
Built-in Anti fraud features in sale-purchase transactions
Digital Photograph of seller, buyer and witnesses in the presence of SRO integrated in the sale deed itself
Live on the spot Digital Photograph in secured environment
Strong Security features with Multi level access control
Biometric security for operators and Authorities
Effective monitoring by meaningful and timely MIS reports
Discontinuance of manual preparation of statements and registers
Automating report compilation at Sub-division, District Head Quarters and State HQ
Central record room for easy storage and on-line distributed search and retrieval facilities
Scanning of Documents for ease of storage, retrieval and retrieval
Extensive and reliable networking

36. Allocation of Tasks to Private Parties
Printing
Fee Collection
Deed Writer
Writing the Deed
Photograph
Processing, Data Entry
Registration Clerk
review
SR/JSR Review
(Query handle, Issue of token number, Data Entry, issuance of reports , registered deed, document)
Helpdesk Support
Data Entry Staff
for entering the
Deed Details in system
Printing
(Receipt,
Document printing)
Citizen comes to SRO office Helpdesk
Document Scanning
, Data Entry
Periodic Report Generation and Data Backup & Transfer to Head Office
Hardware, Software and Network Management Support
Facilities Management
Services to be handled by BOOT Operator time to time

37. Our Achievements & Experience
Better value for money - the cost of a service delivered is lower than traditional procurement,
Better quality services - the quality of service is expected to be better (SLA)
Faster project delivery - the linkage between service availability and payment to deliver project objectives within short timeframes;
More project delivery - by using private sector finance it is possible to cover all the 17 locations within a defined period of time;
Protection against technology obsolescence while minimizing government financial outgo

38. Benefits to Government & Citizens
Greater certainty - the allocation of risk to the private partner provide for greater certainty and predictability w.r.t the cost and quality of SRO services
Better regulation - by transferring responsibility, SROs to focus upon service performance rather than management of day-to-day service delivery;
Enhanced competitiveness - by competitive tendering, the quality and cost of operations are benchmarked against market standards.
Efficiencies in management and improving Citizen Government Interface

39. e-Governance Prioritization Framework & Status
Pursue
Executive Information System
Punjab Wide Area Network
Video Conferencing
Treasury & Accounts
GIS in PWD B&R, Mandi Board
Secretariat LAN & Applications
Social Security & Welfare
Digitization of Records
P Govt Personnel Mgt System
E-Procurement
Defence Welfare
Defer
All other applications
Permit
Dynamic Departmental web Sites
, Office tools
Modernization of AG Office
PWD, Engg Applications
Agri-Information Services
Rural Development & Panchayats
Target
Sukhmani -Integrated Citizen Services
SUWIDHA in DC Offices & EFV
Excise & Taxation
Land Records
Punjab Property Registration
Transport – Motor Vehicle activities
Multi-Service Smart Card
Local Govt - Municipal Corporation
Labour and Employment
ICT Education
Staff Training- CIO, DyCIO, Sys Admin
Low Criticality
High Criticality
Low Feasibility
High Feasibility

40. Lessons Learned Political Will & Leadership
Adopt an incremental/phased approach
Government Process Re-engineering is necessary to get the full benefit IT based Project
Institutionalization of e-Governance Project Management
Facilitation Charges from Public gives self-sustainability
Involve All Stakeholders at every step
Ensure you can provide technical and administrative support to the Departments
Don’t underestimate internal and external change management Challenges
There must be Backward Linkage with existing market and economic factors
There must be Forward Linkage with future vision and applications

41. Way Forward… Fast Completion of the Project at Sangrur
Replication of its experience through out the state.
Property Market Rates on web to improve transparency
Addition of value added service
Data Centre for all registered & scanned documents along with photographs
Integration of Registration process with Banks
Backward & Forward Linkages

42. ? THANK YOU MD,Punjab Infotech, Chandigarh www.doit.gov.in
Nirmaljeet Singh Kalsi, IAS,
MD,Punjab Infotech, Chandigarh
Tel ( Telefax ),
Residence: # 906, Ministerial Complex,
Sector 39-A, Chandigarh Tel.:
Director-cum-Secretary, Department of Information Technology, Government of Punjab, - ?
Punjabsewa.gov.in
Punjab.gov.in