Indian Nation Ale Government Plan Jun 2005

Indian National eGovernment Plan Focus on Service Delivery
Subhash Bhatnagar eGovernment Advisor, World Bank, Washington DC [email protected] Professor, Indian Institute of Management, Ahmedabad [email protected]
Presentation Outline
Why India is focusing on eGovernment? Case study of multiple services through integrated service centers in Andhra Pradesh Learning from service delivery projects Indian National eGovernment Plan and key issues in implementation
Why India is Focusing on service delivery?

Existing delivery mechanisms are inefficient, ridden with corruption resulting in high costs for citizens and businesses Few bottom up large scale e-delivery projects have delivered significant benefits to citizens, business Projects scale up /replicate very slowly India has a vibrant software industry and people expect that ICTs should be deployed by the public sector Political commitment to E-Government across parties-emphasized in the Common Minimum Program, endorsed by the Cabinet (May 04) Presidential address to Parliament (June 04) ..E-Government will be promoted on a massive scale in areas of concern to the common man..
Fundamental Difference in Focus

in developed countries is on building the middleware to enable direct access by citizens and connecting legacy systems to middleware. in India is primarily on building the back-ends and in parallel creating suitable middleware and community access points.
Successful e-delivery of Services

Property Registration in Andhra Pradesh, Maharashtra and Karnataka
Covers 3-400 offices all over the states 5.7 million documents, 3.6 million encumbrance certificates, 2 million market valuation slips in AP 2.2 million documents in Maharashtra and annual collection of Rs. 29 billion
Issue of land titles in Karnataka

18 million titles issued earning a fee of 270 million (51% loans; 14% verify mutation;16%courts) Small sample study quote reduction in corruption; Rs 700 million in bribes and Rs 66 million in wages.
eSeva center in Andhra Pradesh

Used by 1.5 million citizens in one city and 1.5 million in smaller towns Collection of Rs 3 billion per month
How Do Delivery Channels Differ?

Self use versus assisted by staff 24X7 operation versus restricted days and timings Services offered by single agency versus multiple agencies from different levels of Government Online delivery of one/few steps in a service versus the entire tasks or several steps done in one go Services handled--Receipts/Payout/Documents Location of access point Access equipment: PC, Cell Phone, ATM, Phone
Two Ways of Integrated Delivery

Conveniently located Community Service Centers Assisted counters manned by public/private agencies Services from single/ multiple agencies under one roof: payment, licenses, certificates Larger time window 10X 7 but not 24X7 Difficult to deliver complete service from all departments-simple services like bill payments and issue of certificates are popular. Self Service through a Portal one stop shop 24X7, multiple agencies, partial service (submit applications) Back end computerization and Integration needed for data sharing High internet penetration; willingness and ability of citizen to use Security and mutual trust (builds with successful outcome) Usage builds up gradually. Adoption rate has to be driven.
A Case Study on eSeva

Centers were established by AP Government in partnership with private sector to deliver on-line services, such as payments, issue of certificates, application for documents from different agencies of state, local, central government and private sector under one roof. Started with a pilot in 2000. Scaled to 8 centers and then 45 centers in Hyderabad by 2002, offering 136 services from14 state, 3 central and 9 private sector organizations. Replicated in 16 municipalities in the state with 230 eSeva centers and in 1000 rural kiosks Long term plans for extensive rural coverage offering 1,600 services and 10 million transactions per month
Traditional Bill Collection versus eSeva
eSeva NETWORK
............
Leased Line
S1 Sn Departmental Servers
3rd Tier
( Govt.. Depart. )
ISDN
Firewall Leased Line
ISDN LAN-1
C e n t r a l S i t e
Router Pool
INTERNET
2nd Tier
LAN 3 NMS LAN 2
Web Apln Servers
Web Server
DB Servers
Leased Line
DOT Exchange
ISDN ISDN
Leased Line
( ICSC Locations ) ICSC location-1 Router Counter Terminals With Printers ICSC location- 18 Router Counter Terminals With Printers
1st Tier
Card printer
.
Kiosk
.
Kiosk
eSeva: Benefits to Citizens

Many state, central and local govt. services under one roof Different ways of payment are possible- by credit cards on the Internet and eSeva counters, ePayment by direct debit mechanism, one check for several bills Location convenience with network of different channels 150 services at 45 eSeva centers in Hyderabad; 200 in other towns eSeva counters in banks assisted by operator AP online kiosks assisted by operator Access portal directly via Internet, ATM Improved service because of competition amongst channels Good ambience, courteous service by private contract operators, managed queues through electronic tokens
Performance of eSeva since Inception

Value of Collections Rs 10 million 33.43 1004.94 3869.12 5466.86 10374.35
Year 2001 2002 2003 2004 Total
No.of transactions 289087 4487646 10490666 16480500 31747899
Why PPPs in eGovernment?

longer-term contracts between public contracting authority and private provider for delivery of specified outputs (typically combining investment and service provision) Electronic processing enables easy hand shake amongst partners Different models: outsourcing discreet tasks, BOO,BOOT Risk transfer to private sector
Commercial know-how and managerial skills Best-practice technologies and innovation
Incentive for replication in other contexts Enhances government accountability and performance Entrepreneurship and local enterprise promotion Reduced need for public sector borrowing
Issues in Public Private Partnership

Choice of model for shared investments and operating expenses and time frame for contract. Defining a formula for shared revenues for a fair contract. Estimating volume growth is tricky. Many sources of revenue
Charge to the client (utility,service provider) Charge citizens Generate from advertisements-building, transaction slips
Legal and policy framework that encourages PPP Authentication/security of Private Partner transactions Design of Service Level Contract (obligations on all partners) and ability to enforce PPP model can create another type of monopoly.
Learning on Critical Success Factors

Strong political and administrative leadership Defining an appropriate scope and scale and clearly identified goals and benefits Detailed project management and significant process reengineering required Start small, scale up through stages, manage expectations In-source analysis; outsource design, software development, data preparation, training. Minimize customization by using established standards and protocols. Management of change and training are critical Use Public Private Partnership eGovernment is a good entry point but other reforms also to be done. Management style to determine reform sequence
The National eGovernment Plan Framework

Middleware
Communication Infrastructure
GOI Agencies
GOI Portals
Central Data Banks Gateways Security Infrastructure
Mobile Citizens
Home PCs
Service Providers
eIndia Portal
State Portals
Front-end interface Integrated Services Enabled
Integrated Citizen
Service Centres
Businesses
Citizen Portal
Kiosks
State Agencies
E-biz Etc.
DTV
<< Back
Networked India
NEGP Approach
Focus on Public Service Delivery & Outcomes
Identify services to be targeted, Prioritize Services (Mission) Identify measurable service goals (Outcomes) Process Re-engineering and change management to redefine the way government delivers services
Service delivery through Common Service Centres Centralized Initiative, Decentralized Implementation Standardize, Localize & Replicate Project Implementation in Mission Mode Effective Public Private Partnership is crucial Incorporation of suitable incentives to encourage adoption
Governments need an innovation agenda that involves IT and not an IT Agenda Mckinsey Global Institute
Mission Mode Projects

Central Agencies
Income Tax, Passport, Visa, Immigration, Department of Company Affairs, Insurance, Central Excise, Pensions
State Level Agencies

Land Records, Road Transport, Property Registration, Agriculture, Treasuries, Commercial Taxes, Police, Employment Exchanges
Local Government
Municipalities, Gram Panchayats
Integrated Projects
EDI (E-Commerce), E-Biz, E-Procurement, India Portal, National Citizen ID
Implementation Strategy
Visible and full support of political leadership Empowered Committees for speedy sanctions and implementation. Apex Committee headed by Cabinet Secretary to drive and coordinate All services supported by 3 infrastructure pillars to facilitate web-enabled Anytime, Anywhere access
Connectivity: State Wide Area Networks (SWANs)/NICNET National Data Bank/ State Data Centres ( SDCs) Common Service Centres (CSCs) primary mode of delivery
Standardization of core policies & practices to ensure

Integration of services and interaction between applications
Candidate list of projects: 25 Mission Mode Projects identified so far
Major Activities Proposed in the National EG Programme

Amounts in Rs. 10 million TOTAL OUTLAY 12,400
HRD & Training 550 (4%) Technical Assistance 100 (1%)
(4 YEAR ACTION PLAN)
Core Projects 9,000 (73%) Integrated Services 300 (2%) Support Infra 600 (5%) Core Infrastructure 1,200 (10%)
Organization Structures 100 (1%) R&D 100(1%)
Core Policies 100 (1%)
Awareness & Assessment 280 (2%)
Possible Structure of an Integrated Fund

?
Program Management Structure
Lending Institns.
?
OI G
e-Governance National Fund
D UN
$ 5m n
pro . ap
ved
s nor osed o er D n. prop Oth$ 25m
Project Development
Project Implementation
LO AN TO GO LO V. AN TO PR OJ GU . AR AN TE E
GR AN T
Role of Department of Information Technology

Assist Apex Committee to manage program Serve as secretariat to Apex Committee Address Standardization, Interoperability issues Implement Pilots / Infrastructure projects Augment capacity / provide technical support Create suitable e-Governance Group to discharge above functions Take inputs from a broad-based Advisory Group
Major gap: Internal, institutional capacities
Conditions That Foster Reform

Strong political driver and seasoned civil servant executorIn high risk projects (innovations) presence of both is ideal. Political support is required to end monopoly provision of services by departments and tackle vested interests Civic pressure plays a limited role in initiating the project. However, in preventing a roll back of reform civic pressure is critical. Media plays an important role in minimizing resistance from vested interests and also in motivating the staff. Enabling policy framework and legal environment that encourages civil servants to be entrepreneurial

Indian Nation Ale Government Plan Jun 2005

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Indian National eGovernment Plan Focus on Service Delivery

Why India is Focusing on service delivery?

Fundamental Difference in Focus

Successful e-delivery of Services

Issue of land titles in Karnataka

eSeva center in Andhra Pradesh

How Do Delivery Channels Differ?

Two Ways of Integrated Delivery

A Case Study on eSeva

Traditional Bill Collection versus eSeva

Web Apln Servers

eSeva: Benefits to Citizens

Performance of eSeva since Inception

Year 2001 2002 2003 2004 Total

No.of transactions 289087 4487646 10490666 16480500 31747899

Why PPPs in eGovernment?

Issues in Public Private Partnership

Learning on Critical Success Factors

The National eGovernment Plan Framework

Central Data Banks Gateways Security Infrastructure

Front-end interface Integrated Services Enabled

Mission Mode Projects

State Level Agencies

Standardization of core policies & practices to ensure

Candidate list of projects: 25 Mission Mode Projects identified so far

Major Activities Proposed in the National EG Programme

(4 YEAR ACTION PLAN)

Organization Structures 100 (1%) R&D 100(1%)

Core Policies 100 (1%)

Awareness & Assessment 280 (2%)

Possible Structure of an Integrated Fund

e-Governance National Fund

s nor osed o er D n. prop Oth$ 25m

Role of Department of Information Technology

Major gap: Internal, institutional capacities

Conditions That Foster Reform

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