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E-Governance Transforming the Government Presentation to World Bank Workshop at New Delhi, June 09, 2010 Ashis Sanyal, Senior Director Department of IT,

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Presentation on theme: "E-Governance Transforming the Government Presentation to World Bank Workshop at New Delhi, June 09, 2010 Ashis Sanyal, Senior Director Department of IT,"— Presentation transcript:

1 e-Governance Transforming the Government Presentation to World Bank Workshop at New Delhi, June 09, 2010 Ashis Sanyal, Senior Director Department of IT, Govt. of India

2 2 Definition of e-Governance e-Governance is a spectrum of technology inspired strategies adopted by governance to achieve Transformation and efficiency in their administration Agile and responsive service delivery Strengthened transparency and accountability An enhancement capacity to function

3 3 Desired outcomes from e-Governance Improved citizen service Capacity Development Citizens – Knowledge Society Government – Information Workers Businesses – New Economy Better integration of information Economic development Improved accountability / transparency Per Agency Benefits Reduced cost Improved reliability and quality

4 4 Is there any distinction between e- Governance and e-Government ? e-Governance subsumes e-Government as Governance is a broader notion than government e-Governance refers to processes which use ICT for enabling transactions between stakeholders and the government e-Government reflects efficient delivery of services by using emerging technologies e-Governance concept encompasses the States institutional arrangements, decision-making processes, relationships between government and public e-Government reflects largely on improving administrative efficiency

5 5 Features of Good Governance Equity & inclusiveness of all citizens Citizen-centric processes Responsiveness of institutions & processes to all stakeholders Greater participation by citizens Accountability of decision makers to the public Transparency through access to information Effectiveness & efficiency of processes and institutions Rule of Law – fair and impartial legal frameworks

6 6 Benefits of e-Governance Cost Reductions Less Corruption Increased Transparency Revenue Growth Greater Convenience

7 7 ICT & e-Governance Information and Communications Technologies (ICTs) are only an enabler in e-Governance. Governments can leverage the ICTs to deliver information and services to citizens.

8 8 e-Government e-Government uses technology to transform relationships with Citizens Businesses and Other government agencies e-Government is Not about e but about Government Not about computers & websites but about citizens & businesses Not about translating processes but about transforming processes

9 9 Types of e-Government Applications Government Government to Citizen (G2C) Government to Business Enterprises (G2B) Government to Employee (G2E) Government to Government (G2G)

10 10 Government to Citizen (G2C) - I G2C can be delivered either manually or online Benefits to citizens from online services Cost & time saving Better quality of service Easy access to information Multiple delivery channels Possibility of self service Less corruption

11 11 Government to Citizen (G2C) - II Examples Issue of record of rights and mutation of land records Issue of driving licences Registration of property documents Delivery of various municipal services

12 12 Government to Citizen (G2C) - III Objectives Reducing administrative corruption Improving delivery of services to citizens through a single window delivery mechanism Enhancing transparency of Government activities Empowering citizens through participation in decisions that affect them and through effective feedback and grievance redressal mechanisms

13 13 Government to Citizen (G2C) - IV Lower costs of accessing services Enhanced quality of service and greater convenience Lower Corruption Enhanced geographic coverage to reach larger segments of the population Direct Benefits Reduced time for obtaining service

14 14 Government to Business Enterprises (G2B) - I e-Governance provides considerable benefits to businesses, such as: Greater ease of doing business with Government – Single Window Concept Improved transparency and speed of services Better investment climate Hassle-free channels

15 15 Government to Business Enterprises (G2B) - II Benefits of Government Tax collection Customs e-Procurement Investments in such systems have a quicker payback due to increased revenue collection

16 16 Government to Government (G2G) - I G2G applications aim to improve data sharing and communication among Government agencies through: Automation of processes Electronic workflow Better monitoring of civil servants

17 17 Government to Government (G2G) - II Key benefits Increased efficiency through automation of work Improved mechanisms for performance monitoring Higher productivity by interconnecting government offices / agencies by sharing data, documents and improve communication Significant reduction in costs due to paperless environment Reduction in administrative burden of decision makers More informed decisions by Government due to readily available, easily retrievable and effective analysis of information

18 18 Government to Employee (G2E) - I Examples Online services of payrolls Tax information Pension related services Gradation list Information on General Provident Fund Account Administration related government orders / circulars / rules etc. Human resource training and development

19 19 Government to Employee (G2E) - II Key benefits Empowering employees to manage their own transactions Significant reduction in administrative costs Increase transparency by providing vital, relevant information to government employees on matters related to their employment

20 20 Evolution of Government Services Manual Service Islands (Client –Server / LAN) Connected Services (Wide Area Network) Seamless Services (Connected Government)

21 E-Governance: Opportunities & Challenges

22 Opportunities in e-Governance

23 23 E-Governance provides opportunities to govern the least What are the elements to enable e-government services 20% Technology 35% BPR / GPR 40% Changing Organizational Behaviour Institutional Individual Legal 5% Luck ! In the above scenario is there any sense to make bad processes work faster through technology ? Good governance is that which governs the least !

24 24 Then what we should do ? Allocate adequate time, effort & fund To re-engineer processes To changing organizational behaviour We have to build capacity within for doing above We have to have commitment at the highest level

25 25 e-Government provides opportunities to advance the agenda of good governance Transparency Efficiency Fiscal Reforms Anti Corruption Empowerment Poverty reduction

26 26 Governance Business Model is changing Change Agent Cost Reduction & Control Downsizing/ Restructuring Cash Flow/ Capital Assets Training Access to Technical Skills Increased Flexibility Centers of Expertise Technology Changes New Governance Business Model Business Changes

27 27 Governance Environment is changing Non-Core Competency Functions High Cost / Low Productivity Functions Layered Functions Highly Leveragable Functions Outsourcing is the new Mantra

28 28 There are Opportunities to change Government Environment - I Paradigm Shift in Procurement Processes Service procurement against Product procurement ICT Imperatives – Government Online Technology GPR Change Management Legal Changes

29 29 There are Opportunities to change Government Environment - II Public - Private Partnership is the key ? Public i.e., Government has to be the driving force behind partnership Given the scale of required resources, PPPs are necessary to enlist private funds for public projects

30 30 There are Opportunities to change Government Environment - III PPP for core government functioning Structuring of Front-end Structuring of Back-end Middleware for all Technical, Financial and Management parameters Sustainability through PPP business models for reduction of cost of delivery of services

31 31 Public Private-Partnership for changed Governance Business Model Combining accountability with efficiency Pace of Implementation Resource Sharing Complexity & size of project Weathering the storm Creating stakes outside system of Governance

32 32 ICT can leverage PPP more efficiently Private participation in ICT projects can enable scarce government resources to be used for other social services Can improve efficiency of ICT use by bringing in innovative project design Would delegate activities and risks to those best able to bear them – tasks and functions from outside rather than performed in-house Sharing of knowledge, infrastructure, data Opportunity to Use of specialist services Give longer term flexibility Increases capabilities and capacity

33 Challenges in e-Governance Implementation

34 34 Key Challenges for Government Putting in place the right policies and strategies Creating, sustaining and strengthening the necessary institutional mechanisms Ensuring robust and appropriate funding streams Resistance from vested interests Creating and nurturing administrative and political capacities and structures to drive projects Getting multiple organizations and people to work together Creating, training, empowering, incentivizing and stabilizing project leaders ICT Infrastructure

35 35 Proper Conceptualization and Planning Deploy adequate skill and expertise for proper conceptualization and planning Allocate financial resources for Project Development Indicate clear objectives, define intermediate milestones and identify ultimate deliverables Assess feasibility, risks and strategize Thrash out Implementation Plan

36 36 Envisioning Realistic Mission Strategize the Mission keeping in view of the limitations of Govt. processes. Address the procedural, departmental, legal and even the constitutional constraints in the project implementation plan. Propose solutions which are practical and achievable Avoid gap between Vision and Reality Manage the stakeholders aspirations efficiently

37 37 Understanding Governance well to implement e-Governance Appreciate the government processes and the institution of governance Try to fit solutions in the governance needs subject to Governance Process Re-engineering Realize that Governance is a complex structure having social, economic and political ramifications of every decision it takes

38 38 Top Leadership to Initiate Reform Lower strata adopted well so far Example: Railways, Public Sector Banks, Postal Services Institutionalize the on-going reform process to remain unaffected with change of guard Impart skills at the top levels to make them efficient Change Agents Break the bottleneck at the Top of the Bottle

39 39 Designing the Solutions as per the Need Do not allow vendor-driven solutions to shadow or override your needs Acquire requisite basic skills and expertise to understand your needs for hardware, software, databases, operating systems etc.

40 40 Focusing on Governance rather than e Appreciate that e-Governance is not about IT Remember that e-Governance is about 20% Technology 35% Govt. Process Re-engineering 40% Change Management 5% Luck Focus on governance elements move, IT as an enabler for improved governance

41 41 Identification of the Stakeholders Identify all the Stakeholders in the project Adopt outside-in approach rather than inside-out approach Consult all stakeholders to capture their needs to make it win-win for every one of them

42 42 Designing the Project with Realistic Timelines Estimate the efforts properly to arrive at realistic timelines for the deliverables Allow adequate time for training and adoption by stakeholders Do not compromise quality in racing for unrealistic timelines After all, Rome was not built in a Day!

43 43 Institutionalization of Project Institutionalize the project processes after it is initiated by a Champion Establish Project/ Program Management Units, wherever feasible

44 44 Avoiding Procedural Loops Design carefully the project processes Sometimes project approval processes take more time than implementation Establish Empowered Committee, wherever feasible in place of long approval processes

45 45 Encouragement to Reformers Adopt a policy to encourage Reformers Carefully discourage Doubting Thomases Incentivise lower level operating staff, wherever feasible

46 46 Necessity of Back-office e-Governance Address all the issues of back-office e-Governance at the planning stage Integrate the back-office applications with front-office deliverables

47 47 Sustainable Business Model Design a sustainable business model, always Adopt appropriate PPP model, wherever feasible Technology, Manpower, Other resources Understand PPP to clarity PPP is not Public Money for Private Partners ! Appreciate the meaning of Partnership

48 48 Think Big, Start Small, Scale Fast Do not initiate the Project for high-scale implementation Do not take up Big Bang approach which proposes radical changes in the processes leading to high level of resistance and constraints One needs to warn up before taking a race !

49 49 Adequate Stakeholder Consultation Consult Stakeholders as much as possible to capture their perception and expectation Do not neglect any advocacy coming externally and even internally Accommodate all suggestions as far as feasible to increase acceptability of the project at a later stage

50 50 Centralized Initiative, De-centralized Implementation Design ownership of the project appropriately Carry out detailed Feasibility Study Integrate necessary linkages for federal, state and local level governance activities Initiate Pilot implementation with detailed Plan roll-out in phases

51 51 Summary and Conclusion - I In e-Governance it is possible to govern the least There are opportunities to advance the agenda of good governance by providing transparency, efficiency, accountability, reliability and empowerment There is an opportunity to provide paradigm shift in the entire government procurement processes There is a possibility of utilizing external expertise, resources through PPP model A Connected Government can be actually realized e-Governance need be properly conceptualized and planned addressing the ground realities and constraints

52 52 Summary and Conclusion - II Will of Top Leadership is essential Governance should get priority over IT systems Stakeholders consultation is essential Institutionalization of the project is essential for its sustainability Innovation should be encouraged and incentivised while radical and big changes should be avoided as far as possible Appropriate PPP model may be the key to success for most of the e-governance projects

53 Thank You For Your Attention

54 54 Example G2C: Bhoomi Online Delivery of Land Records - I Computerisation of land records in Karnataka (Bhoomi project) has reduced delivery time of records to farmers to just 15 minutes. Bhoomi has improved the transparency and convenience of services First phase of computerisation of Bhoomi was completed in 2002 Printed copy of RTC can be obtained within minutes for a fee of Rs.15 only

55 55 Example G2C: Bhoomi Online Delivery of Land Records - II Project Features 7 million farmers 20 million land records 27,000 villages Computer terminals operated by trained staff

56 56 Example G2C: Bhoomi Online Delivery of Land Records - III Key Benefits of Bhoomi: 200% increase in mutation requests Rise in revenue Greater efficiency in service delivery Decrease in corruption

57 57 Example G2B: MCA21 MCA21 e-Governance project launched by the Ministry of Corporate Affairs in February, 2006 offers easy, secure services to businesses. Services are delivered through 3 channels: Virtual Front Offices (VFO) / MCA21 portal Physical Front Offices (PFO) Certified Filing Centres (CFC)

58 58 Example G2B: MCA21 Key Services provided by the project Registration and incorporation of a new company Downloading of e-forms; annual and event-based filing of documents e.g., annual returns, balance sheets, profit and loss account statements etc. Payment of penalty and fees Tracking and redressal of complaints relating to shares, dividends, etc.

59 59 Example G2B: MCA21 Benefits to Businesses: Easy registration of companies & filing of returns Elimination of middlemen Greater transparency & speed Better scrutiny & follow up

60 60 Example G2B: MCA21 Benefits to Citizens: Quick & easy access to records Grievance redressal

61 61 Example G2B: MCA21 Benefits to Financial Institutions: Registration & verification of charges of companies To the Ministry of Corporate Affairs Better compliance with Company Law 800,000 balance sheets & annual returns have been filed by companies using MCA21 system

62 62 Example G2G: Khajane Computerisation of Treasuries in Karnataka - I Key Features Electronic Stamping of Bills Online Budget System (OBS) Rapid Data Transfer Classification of Expenses Khajane invloved networking of all 31 district and 185 sub- treasuries

63 63 Example G2G: Khajane Computerisation of Treasuries in Karnataka - II Key Benefits: Optimization / Reduction of Manpower Reduction of Payment Approval Time Rapid access to District-wise Data Reduced scope for corruption Timely, hassle-free payment of bills & pensions Decrease in misappropriation and misclassification of funds

64 64 Example G2E: e-Pension A Boon for retired government employees e-Pension enables pensioners to determine the status and details of their monthly pension online and makes available complete details about their pensions for a 12-month period e-Pension scheme eliminates issues of manual service delivery such as Human errors and slow delivery time Poor redressal mechanisms Faulty payments

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