COURSE ON e - GOVERNANCE (G2 LEVEL) PDF

Course : COURSE ON e – GOVERNANCE (G2 LEVEL)
Module : Information Technology and Society
TABLE OF CONTENT
DAY NUMBER : 3
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COURSE ON e – GOVERNANCE (G2 LEVEL)
Syllabus
Day-1
Session 1: Insight into the National e-Governance Plan (NeGP)

• Overview of NeGP & e-Governance Core Infrastructure
• Role of Central line ministries and state/UT
• Accelerating implementations at central and state level (Status – delays –
challenges)
• DeitY Key interventions and new initiatives
Session 2: e-Governance Project Life Cycle
Session 3: e-Governance project analysis and outcomes

• e-Governance Project outcomes clarity
• Project impact on citizens/government – through study
• Economic and social benefits
• Defining project performance and success indicators
• Need for baseline data
• Framework for project impact assessment
• Project performance and success indicator
Session 4 : Role of NSDG and India Portal
Session 5: Service Delivery Mechanism (CSC)
Assessment 1
Assessment 2
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Day-2
Session 1: Procurement of e-Governance project

• Introduction to Government Procurement
• Key components of RFP
• Bid process management
Session 2 - 3: GPR
• Framework and Methodology
• Understanding Business Processes
• Approaches for to-be processes
Session 4: Business Models for e-Gov projects
Session 5: Change management and capacity building

• Change management plan at project design stage
• Changes due to Processes & Technology
• Change Request
• Knowledge Transfer and Exit Management
Assessment 1
Assessment 2
Day-3
Session 1: Regulatory Framework for e-Gov projects

• Overview of legal and regulatory framework
• Overview of IT Act 2000 and amendments
• IT Act Amendment & Rules
• Application & Usage of Digital Signature Certificate
Session 2: Service Level in e-Gov projects
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• Service Orientation approach
• Dimensions of SLAs
• Implementing SLA
• Establishing a tool for SLA
• Service Level Measurement (SLM)
Session 3: Audit for e-Gov projects
Session 4: Open Standards, India Portal
Session 5: New Technological Advances
Assessment 1
Assessment 2
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Day -1
Session 1: Insight into the National e- Governance plan (NeGP)
Overview of NeGP & e-Governance Core Infrastructure
Overview of NeGP & e-Governance Core Infrastructure

• NeGP, an extremely ambitious programme of the Government of India, aims at
improving the quality, accessibility and effectiveness of government services to
citizens and business with the help of ICT.
• The NeGP envisages significant investments in areas such as Government Process
Reengineering, Capacity Building, Training Assessment and Awareness
• NeGP Vision
 “Make all Government services accessible to the common man in his
locality, through common service delivery outlets and ensure efficiency,
transparency & reliability of such services at affordable costs to realize the
basic needs of the common man”
• NeGP Program Framework
 The e -Governance framework includes Back ends (databases of the
different government agencies, service providers, state governments etc.),
Middleware and the Front-end delivery channels (home PCs, mobile
phones, kiosks, integrated citizen service centers etc) for citizens and
businesses.
 The Middleware comprises of communication and security infrastructure,
gateways and integrated services facilitating integration of inter-
departmental services.
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FIG1.1 : NeGP Program Framework
• Strategy to realize the NeGP vision

 Centralized Initiative, Decentralized Implementation
 Focus on Services & Service levels
 Ownership and Central Role of Line Ministries / State Governments
 Processes of Business Process Reengineering, Change
 Management & Project Management to be followed
 Support and Facilitation Role of Department of Information
 Technology and Department of Personnel and Administrative Reforms
 Emphasis on Public Private Partnerships
Mission Mode Projects
• A total of 27 Projects covering various Line Departments have been taken up as
‘Mission Mode Projects’ which are fully funded by the Government of India.
• Out of these 27 Mission Mode Projects (MMPs), 7 are Integrated Projects covering
all across the country, 10 are Central level Projects and the remaining are State
level Projects.
• The Departments of Health, Public Distribution System, Education and Social
Welfare have been included as MMPs for States. The list of the MMPs are listed
below
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• Central MMPs
 Banking
 Central Excise & Customs
 Income Tax (IT)
 Insurance
 MCA21
 National Citizen Database
 Passport
 Immigration, Visa and Foreigners Registration& Tracking
 Pension
 e-Office
• State MMPs
 Agriculture
 Commercial Taxes
 e−District
 Employment Exchange
 Land Records
 Municipalities
 Gram Panchayats
 Police
 Road Transport
 Treasuries
• Integrated MMPs
 CSC
 e-Biz
 e-Courts
 e-Procurement
 EDI For eTrade
 National e-governance Service Delivery Gateway
 India Portal
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Selection Criteria for the Mission Mode Projects
• Impact in terms of number of people likely to be affected by project
• Impact in terms of likely improvement of the quality of service
• Impact on the economy or economic environment in the country
• Impact in terms of the likely cost-benefit of investments in the project
• Readiness and willingness of ministry/ department to position a National Mission
• Project Feasibility of implementing the project from a financial, administrative and
political perspective within a reasonable time frame
Core infrastructure of NeGP

• Three main pillars of NeGP are- CSC (Common Service Centre), SDC (State Data
Center) and SWAN (State Wide Area Network)
FIG 1.2 : The three pillar model or the national e-Governance plan
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CSC (Common Service Centre):
• The CSC is a strategic cornerstone of the National e-Governance Plan (NeGP),
approved by the Government in May 2006, as part of its commitment in the National
Common Minimum Programme to introduce e-governance on a massive scale.
FIG 1.3 : Common Service Center

• The CSCs would provide high quality and cost-effective video, voice and data
content and services, in the areas of e-governance, education, health, telemedicine,
entertainment as well as other private services.
• A highlight of the CSCs is that it will offer web-enabled e-governance services in
rural areas, including application forms, certificates, and utility payments such as
electricity, telephone and water bills etc.
• The PPP model of the CSC scheme envisages a 3-tier structure consisting of the
CSC operator (called Village Level Entrepreneur or VLE); the Service Centre
Agency (SCA), that will be responsible for the CSCs; and a State Designated
Agency (SDA) identified by the State Government responsible for managing the
implementation over the entire State.
• The CSC plays an important role in reaching the electronic Government services up
to the grass root level.
• It is envisaged that within the next few years, CSCs shall be the delivery point for
most Government services.
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• There shall be a fee to be charged by the VLEs for each service delivered through
electronic means and shall be notified as when services shall be enhanced.
• Till 31 March 2011, total 93163 CSC are operational across India. In west Bengal,
total 6797 CSCs are operational as on 31 March 2011 which are implemented by
SREI Sahaj under the coordination of the Panchayats & Rural Development
Department, Government of West Bengal.
State Data Center (SDC)
• Under the NeGP, each State has been provided with funds to set up a dedicated
Data Centre to house all hardware and software applications pertaining to e-
Governance efforts of various Departments in order to consolidate services,
applications and infrastructure to provide efficient electronic delivery of G2G, G2C
and G2B services.
• These services can be rendered by the States through common delivery platform
seamlessly supported by core Connectivity Infrastructure such as State Wide Area
Network (SWAN) and Common Service Centre (CSC) connectivity extended up to
village level.
• State Data Centre provides many functionalities some of which are the Central
Repository for the State, Secure Data Storage, Online Delivery of Services, Citizen
Information/Services Portal, State Intranet Portal.
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FIG 1.4 : State Data Center Information Graph

• The West Bengal State Data Centre is housed at MoniBhandar in the Webel campus
in Salt Lake Kolkata and already hosts hardware and applications pertaining to 6
Departments at present while many other Departments are in the process of using
the SDC.
SWAN (State Wide Area Network)
• Department of IT in Government of India is implementing an approved Scheme
known as State Wide Area Network (SWAN) Scheme, envisaged to create such a
connectivity in each State / UT, to bring speed, efficiency, reliability and
accountability in overall system of Government-to-Government (G2G) functioning.
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FIG 1.5 : State Wide Area Network (SWAN)

• SWAN would work as a converged backbone network for voice, video and data
communications across each State / UT.
• SWANs across the country are expected to cover at least 50000 departmental
offices through 1 million (10 lacs) route kilometers of communication links.
Key Infrastructure - Features
• Minimum 2 Mbps connectivity till Block level

• Overall project outlay of Rs. 3334 Crore including State share.
• Around 7500 POPs and provision of Data, Voice and Video connectivity services to
more than 100,000 Government offices.
• Two Implementation Options:
• Option I: Public Private Partnership
• Option II: NIC
• BSNL – Primary Bandwidth Service provider.
• Service Based Implementation and Operational Framework.
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State Service Delivery Gateway (SSDG) & State Portal (SP)
• The main thought behind SSGD and SP is to create an integrated information
infrastructure that will expand, integrate and enhance the utility and reach of the
services provided by the Government by utilizing the network of the Common
Service Centre.
FIG 1.6 : State Service Delivery Gateway (SSDG)

• This project aims to enhance the services provided to the citizens through Common
Service Centers (CSCs).
• It is envisaged that State Portal (SP) along with State Service Delivery Gateway
(SSDG) will be developed and implemented so that citizens are provided with outlets
where they can access the services under a single interface mechanism in the form
of the Portal.
• Also the projects entails delivery of the services through Common Service Centers
(CSCs) by leveraging the common infrastructure (SWAN, SDC etc.) and develop the
applications and infrastructure required for deployment of State Portal and State
Service Delivery Gateway (SSDG) for the State.
• This will enable citizens to download forms and submit their applications
electronically through a common gateway.
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e-District
• Districts are the front-end of government where most Government-to-Consumer or
G2C interaction takes place.
• The e-District project was conceptualized to improve this experience and enhance
the efficiencies of the various Departments at the district-level to enable seamless
service delivery to the citizen.
• Front-ends under the scheme, in the form of citizen facilitation centers, are
envisioned to be built at District-, Tehsil-, Sub-division- and Block- levels. Village-
level front-ends would be established through Common Services Centres (CSCs) for
delivery of services.
FIG 1.7 : e-District Architecture
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Day -1
Role of Central line ministries and state/UT
Role of central line ministries and state/UT

• Line Ministries/Departments: Take ownership of the MMP and conceptualize the
project by fixing the objectives, hold consultations with all the stakeholders, prepare
comprehensive Project Document including identification of e- services and service
levels, obtain sanction for schemes, and implement the project and its various
components.
• State Governments/UT Administrations: Responsible for implementing State Sector
MMPs, under the overall guidance of the respective Line Ministries in cases where
central assistance is also required. An Apex Committee at the State level headed by
the Chief Secretary is constituted to implement the projects.
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Day -1
Accelerating implementations at central and state level
Accelerating implementations at central and state level

National e-Governance Plan (NeGP): Vision (May 2006)
• Make all Government services accessible to the COMMON MAN IN HIS
LOCALITY, through Common Service Delivery Outlets and ensure EFFICIENCY,
TRANSPARENCY & RELIABILITY of such services at AFFORDABLE COSTS to
realize the BASIC NEEDS of the common man.
• National e-Governance Plan
FIG 1.8 : 222 Services provided (out of 252 planned)
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Core Infrastructure under NeGP
FIG 1.9 : Core Infrastructure under NeGP
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Strengths and Weaknesses of NeGP
FIG 1.10 : Strengths and Weaknesses of NeGP
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Opportunities and Threats of NeGP
FIG 1.11 : Opportunities and Threats of NeGP

Why NeGP 2.0.
• For enhancing portfolio of citizen centric services
 Current Portfolio of MMPs does not cover all citizen centric services
 Long gestation period of MMPs (Health, Education, e-Posts)
• Desirability of optimum usage of core infrastructure
 SDC – 22/33, SWAN – 33/35, SSDG – 17/35, CSCs – 129,690
 Fully established MSDG, NSDG and Payment Gateway
 Current average utilization of assets is about 50 %
• For rapid replication and integration of eGov applications
 Lack of integrated services
 Lack of end to end automation
 Lack of interoperability among exiting e-Gov applications
 Lack of replication of successful e-Gov applications across States and UTs
 Need to exploit Emerging Technologies
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• Cloud
 Mobile Platform- Smart phones, Tablets
 In-Memory Database
 Software Defined Network (SDN)
 Big Data Analytics
• Avoid risk of obsolescence
• Need for introducing more agile implementation models
Need for redefining NeGP

• Incremental approach Vs. Transformational approach
• Consequence of SWOT Analysis
• New Image
• New Priorities
• Global Leadership
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Day -1
DeitY Key interventions and new initiatives
DeitY Key interventions and new initiatives

• National e – Governance plan (NeGP) has been formulated by the Department of
Electronics and Information Technology (DeitY) and Department of
Administrative Reforms and Public Grievances (DARPG).
FIG 1.12 : Department Of Information Technology (DeitY)

• The program required the development of new applications to allow citizen
access to government service through Common Service Centers; it aims to both
reduce government costs and make access to services easier.
• DeitY is the facilitator and catalyst for the implementation of NeGP by various
Ministries and State Governments and also provides technical assistance.
• It serves as a secretariat to the Apex Committee and assists it in managing the
programme.
• In addition, DeitY is also implementing pilot/ infrastructure/ technical/ special
projects and support components. DARPG’s responsibility is towards
Government Process Re-engineering and Change Management, which are
desired to be realised across all government departments.
• Planning Commission and Ministry of Finance allocate funds for NeGP through
Plan and Non-plan budgetary provisions and lay down appropriate procedures in
this regard.
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• DeitY is adequately strengthen itself and various institutions like NIC, STQC,
CDAC, NISG, etc. to play these roles effectively in NeGP implementation.
New Initiatives
• Followings are new initiatives in April 2014
 e – Kranti
 Meghraj
 e – TAAL
 Mobile Seva
NeGP 2.0 (e – Kranti)
• The department of electronics and information technology (DeitY) has embarked
upon national e-governance plan (NeGP) 2.0 as the new electronic revolution
and termed it as e-Kranti.
• DeitY has conceptualized a set of ideas and circulated a note to various central
ministries and states. It terms these set of ideas as e-Kranti. But will these set of
ideas actually lead to revolution in the country.
FIG 1.13 : e – Kranti
What’s New in NeGP 2.0?

• The ten MMPs identified as part of NeGP 2.0 are
 e-Sansad (already under implementation),
 e-Vidhaan (some states have already implemented it),
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 financial inclusion (already under implementation),
 Road and Highway Information System - RAHI (Vaahan and Saarthi exist –
any new component should be part of existing MMP on Road Transport),
 Agriculture 2.0 (MMP on Agriculture already under implementation and
agriculture was MMP in existing 27 projects).
• Though, the adoption of mission mode approach in implementation of e-
governance in rural development, social welfare, women & child welfare is a
welcome move.
• The need for other components like the National e-Governance Academy,
National Institute for e-Governance Standards and e-Governance Impact Index is
a felt need and has to be addressed at earliest.
Principles
• The government has identified few principles on which NeGP 2.0 will be
working. These principles include
 Transformation and not Translation
 Integrated Services and not Individual Services
 GPR to be mandatory in every MMP
 Infrastructure on Demand
 Cloud by Default
 Mobile First
 Fast Tracking Approvals
 Mandating Standards and Protocols
GI Cloud Initiative (Meghraj)

• In order to utilise and harness the benefits of Cloud Computing, Government of
India has embarked upon a very ambitious and important initiative – “GI Cloud”
which has been coined as ‘Meghraj’.
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• The focus of this initiative is to evolve a Strategy and implement various
components including governance mechanism to ensure proliferation of Cloud in
government.
• Formulation of the Cloud Policy is one of the primary steps that will facilitate large
scale adoption of cloud by Government.
FIG 1.14 : GI – Cloud MeghRaj

Cloud enablement
• Optimum utilization of Infrastructure
• Speeding up the IT procurement cycle
• Moving from Capex to Opex
• model Infrastructure elasticity -scale up & scale down
• Easy replicable productized applications at one place
Vision
• Accelerate delivery of e - services
• Optimise ICT spending of the Government
Policy & Policy Principles
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• First evaluate the option of using GI Cloud (National & State Clouds) for
implementation of projects.
• Existing applications be evaluated for migration to GI Cloud
GI Cloud (MeghRaj ) Architecture
FIG 1.15 : GI cloud (MeghRaj) Architecture
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Session : 2 e-Governance Project Life Cycle
e-Governance Project Life Cycle

• The “e-Governance Project Lifecycle” gives the necessary background and
understanding on structured approach for conceptualisation of e-Governance
initiatives, various phases of e-Governance project Lifecycle, key considerations
during each phase of development, activities and outputs of each phase etc.
• The training course will equip the participants with a range of emerging practices
and examples of how e-Government and e-business services can be undertaken by
government/public sector organizations to strategically plan and transform their
organization to:
 Realign government service delivery with the citizen focus
 Improve transparency, accountability and trust in the government
 Improve the citizen experience in Government transactions, reducing time, costs
and administration burden for government agencies.
FIG 1.16 : e-Governance Infrastructure
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The main objectives of E-Governance Project Lifecycle
• Need for change in current service delivery model and role of e-Governance.
• National e-Governance Plan, MMPs, institutional structures and related policies.
• E-Governance evolution model and approach for implementation of e-Governance.
• Lifecycle and phases, scope, approach and deliverables in each phase in e-
Governance project development and implementation.
• Approach for addressing project requirements during the lifecycle.
• Role for private sector participation.
• Capacities and resources required for e-Governance implementation.
• Policy and legislative framework support for e-Governance.
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Session:3 e-Governance project analysis and outcomes
e-Governance Project outcomes clarity
e-Governance project outcomes clarity

• The impact of e-Governance projects can be assessed by examining the difference
between manual and computerized delivery from the point of view of the user
• With the involvement of IT:
 Manual intervention may be reduced
 Centralize data base may be prepared
 Automate process may be time and cost effective in comparison of manual
• Take an example of CSC: With the help of Common Service Centre, a beneficiary
can avail the following services
 Birth Certificates
 Death Certificates
 Caste Certificates
 Income Certificates
 Domicile Certificates
 Availability of land records on Internet
 Information about government works, schemes
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FIG 1.17 : Examples of Common Service Center

• These all above mentioned services can be availed from a single widow which
minimizes the
 Number of trips made for the service
 Average travel cost of making each trip
 Average waiting time in each trip
 Estimate of wage loss due to time spent in availing the service
 Total time elapsed in availing service etc
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Project impact on citizens/government – through study
Project impact on citizens/government – through study
Benefits / Outcomes of e-Governance

• e-Governance is about reforms in governance, facilitated by the creative use of
Information and Communications Technology.
• The following can therefore be achieved as a result of e-Governance:
• Better access to information and quality services for citizens
 ICT would make available timely and reliable information on various aspects of
governance.
 In the initial phase, information would be made available with respect to simple
aspects of governance such as forms, laws, rules, procedures etc later extending
to detailed information including reports (including performance reports), public
database, decision making processes etc.
 As regards services, there would be an immediate impact in terms of savings in
time, effort and money, resulting from online and one-point accessibility of public
services backed up by automation of back end processes.
 The ultimate objective of e-Governance is to reach out to citizens by adopting a
Lifecycle approach i.e. providing public services to citizens which would be
required right from birth to death.
• Simplicity, efficiency and accountability in the government
 Application of ICT to governance combined with detailed business process Re-
engineering would lead to simplification of complicated processes, weeding out
of redundant processes, simplification in structures and changes in statutes and
regulations.
 The end result would be simplification of the functioning of government,
enhanced decision making abilities and increased efficiency across government
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– all contributing to an overall environment of a more accountable government
machinery.
 This, in turn, would result in enhanced productivity and efficiency in all sectors.
• Expanded reach of governance
 Rapid growth of communications technology and its adoption in governance
would help in bringing government machinery to the doorsteps of the citizens.
 Expansion of telephone network, rapid strides in mobile telephony, spread of
internet and strengthening of other communications infrastructure would facilitate
delivery of a large number of services provided by the government.
 This enhancement of the reach of government – both spatial and demographic –
would also enable better participation of citizens in the process of governance.
• Enabling Environment for Promoting Economic development
 Technology enables governments to create positive business climates by
simplifying relationships with businesses and reducing the administrative steps
needed to comply with regulatory obligations.
 There is a direct impact on the economy, as in the case of e-procurement, which
creates wider competition and more participants in the public sector marketplace.
• Enhancing Transparency and Accountability
 e-Governance helps to increase the transparency of decision-making processes
by making information accessible – publishing government debates and minutes,
budgets and expenditure statements, outcomes and rationales for key decisions,
and in some cases, allowing the on-line tracking of applications on the web by
the public and press.
• Improving Service Delivery
 Government service delivery, in the traditional process, is time consuming, lacks
transparency, and leads to citizen and business dissatisfaction.
 By putting government services online, e-Governance reduces bureaucracy and
enhances the quality of services in terms of time, content and accessibility
through integrated service delivery platforms at the door steps of citizen.
• Improving Public Administration
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 e-Governance administrative components, such as a computerized treasury,
integrated financial management information systems, and human resource
management systems, lead to greater efficiency in public administration.
 Features include the integration of expenditure and receipt data, control of
expenditure, human resources management.
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Economic and social benefits
Economic and social benefits
Framework of Assessment
• In order to undertake assessment of project and enable comparision of project
performance across projects and across implementation geographies, all projects
are assessed on an Assessment Framework which is customised to each project.
• The broad parameters of assessment – assessing impact on outreach, cost of
accessing services, quality of services and overall governance across projects
remain the same.
Types of Assessment
• Three types of Assessment for the e-Governance Projects are carried out:
FIG 1.18 : Types of Assessment
 Impact Assessment of e-Governance Project
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 Impact Assessment is carried out for mature projects which have been
delivering citizen services for 1-2 years.
 The broad parameters of assessment are – Assessing impact on outreach,
cost of accessing services, quality of services and overall governance cross
projects remain the same.
 Baseline Study on e-Governance Project
 Baseline study is conducted of projects which are either at conceptualisation
or at an early stage of implementation.
 The same framework as the Impact Assessment is applied to the Baseline
study.
 Recommendations made on the basis of this study may be integrated as
feedback before actual implementation of computerized services.
 Also, data collection from the control group (manual users) done before the
implementation of the computerised services ensures that there are fewer
gaps in the Impact Assessment study, whenever it is conducted since there
will be less dependence on recall for the data.
 The result provides inputs on current problems to be rectified as well as
enable projects to set clear goals for targeted benefits.
 Detailed Assessment of e-Governance Project
 A detailed Assessment is conducted for any of the projects for which Impact
Assessment has already been conducted, to understand the reasons behind
the impact and/or variation in impact across geographies.
 This helps us to understand how and why different locations show varied
impact even though the overall project objectives and implementation models
is the same.
 The winners of the National Awards for e-Governance are also chosen across
different categories of the awards to study the best practices of these
projects.
• Based Assessment studies carried out from 2007-10 several key learning emerged
 The Scope of Impact Assessment needs to be enhanced to include reason for
Impact in the Impact Assessment Framework
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 Carry out Baseline studies to understand existing status of G2C Service delivery
as well create a baseline for doing impact assessment at a later date
 Carry out in depth case studies of large and/or successful projects to understand
reasons for the variation in impact as well reasons for their success/failure,
sustainability, potential for replication etc.
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Defining project performance and success indicators
Defining project performance and success indicators
Impact on Citizens
SL NO Key Dimension Indicators Questions

of Impact
Number of trips made

1. Economic: Direct Direct cost to user:
for the service
& Indirect travel costs, travel
Average travel cost of
time, elapsed time for
making each trip
service delivery, cost
Average travel time for
of repeated visits
each trip
Average waiting time in
each trip
Estimate of wage
loss if any
Extent of reduction of Payment of bribe to

cost of paying bribes Government
(Overlap between functionaries/agents:
corruption in Yes/No
economic impact and Total amount paid in
governance impact bribes to Government
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needs to be functionaries/agents
addressed)
Amount of payments
made to agents to
facilitate the service
Any errors in the
documents which
Rate of errors and required correction:
time for recovery Yes/No
Number of trips required
for correction to be done
Travel cost for

the trips
Waiting time in offices
for getting correction
done
Estimate of wage loss, if
any, in getting correction
done
Payment of user Total processing fee

fee/processing paid for the task
charges
Total license fee, stamp
duty, taxes paid
Extent of reduction in Number of documents to

data/documents to be be submitted
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submitted Cost of preparation of
documents in terms of
hours/days
Effort in preparing
documents: Measure on
a scale
2. Governance: Levels of corruption - Measured on a scale
Corruption, Specify what the user’s
Accountability, perception of corruption
Transparency, is.
Participation
Need for engaging Yes/No
intermediaries (Include
Reason for engaging
intermediary, Distinction
between intermediaries
who are an integral part
of the process Vs. touts)
Adherence to a citizen’s Perception measured on a

charter: compliance to scale
committed service time
frame (include
awareness of citizen
charter, possibility of
agent influence)
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Accountability of Degree to which of

Government Government functionaries
functionaries can be held accountable:
(Mechanism to assess Measure on a scale
accessibility)
Quality and quantity of Are the rules and

information shared by procedures clearly stated
agencies without ambiguity and
mistakes: Measure on a
scale
Transparency of data:
Measure on a scale
Transparency of decisions:
Measure on a scale
Awareness level and

source of information
Does the agency take

responsibility for the
accuracy of information
shared: Yes/No
Has any suggestion or

Quality and quantity of feedback been provided:
information exchange Yes/No
between client and
agencies
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Ability to influence Measured on a scale

policy, rules/procedures
through feedback
(Include grievance
Redressal)
3. Quality of Service: Quality of problem Was any problem taken for

Decency, Fairness, resolution and exception resolution: Yes/No
Convenience, etc. handling
Satisfaction with the
resolution process:
Measure on a scale
User independence of Convenience of location of

time and/or place, 24 x access point for service:
7 availability Measure on a scale
Is the service available 7

days a week: Yes/No
(include reasons of
inaccessibility)
Satisfaction with service

timings: Measure on a
scale
Quality of facilities at Measured on a scale

access points
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Simplicity of user Measured as a direct
actions required for indicator
obtaining the service
Single window access to How many different

several services services are availed
(dependant on whether
single window access Convenience through a
required by design) single window measured
on a scale
Overall convenience in Measured on a scale

obtaining service
Friendliness in Measured on a scale

interaction with
Government staff
(Including parameter of
dignity/decency with
which client is treated) .
Location of service
access points
Reliability
Utility
Extent of protection of Any instance of privacy

privacy being violated: Yes/No
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Perception of protection of
privacy and confidentiality
of data: measure on a
scale
FIG 1.19 : Impact on Citizens
• Open ended question:

 Fairness, speed of processing, accuracy of transactions, legibility and
durability of certificates and printouts, convenience of obtaining service
 Willingness of users to adopt practices in the future
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Day:1
Need for baseline data
Need for baseline data
Impact on Agency
SL NO Key Dimensions Indicator Question
1 Economic: Direct & Increased revenue Total collections over at least

Indirect collection: enhanced payee 4 years (2 years prior to
base and improved application and 2 years after
compliance the application)
Payee base over at least 4

years (2 years prior to
application and 2 years after
the application)
Perception on compliance:
Measure on a scale (To be
supplemented with qualitative
inputs)
Total collection over at least 4

years (2 years prior to
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the application)
Collection of user fee/ Total cost over 3 years after

processing charges implementation
Total yearly costs for Total number of employees

providing service: over 3 years after
manpower, operating costs. implementation
Number of frauds reported in

previous 2 years
Prevention of fraud and Fraud prevention measured on

improved cost control a scale
Ability to control cost

measured on a scale
Number of transactions
processed per
month
Average number of
Productivity gains transactions per employee
% reduction in cycle time of

key
Accuracy of output/error processes
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rate
2. Governance: Transparency of rules, Transparency of data

Corruption, procedures, data and measured on a scale from
Accountability, decision making perception of a sample of
Transparency, employees
Participation
Transparency of decisions
made
measured on a scale from
perception of managers
Measured on a scale from a

sample of employees
Perception in change of Measured on a scale from

work and working perception of managers
conditions of civil servants
Extent of unnecessary
discretion and exercise of Are intermediaries present:
gate keeping role. Yes/No
Reduction in corruption and Reduction in corruption

presence of intermediaries measured on a scale from
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Measured on a scale from
Strengthening feedback Measured on a scale from a

mechanisms sample of
employees
Degree of employee Extent to which

involvement in project computerization has helped in
design, development & furthering the goals: measured
implementation on a scale
3. Performance on With reference to the key Coverage as % of target

Key Non-economic organization goals in population over at least 4
Objectives section I years (2 years prior to
the application)
Ability to define and comply

with a citizen’s charter Number of new services
added in the
previous 2 years
Enhanced basket of Measured on a scale from

services perception of managers
Improved performance Number of complaints over 6

monitoring and decision years (3 years prior to
support (account for no. of application and 3 years after
services) the application)
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Improvements in complaint Proportion of complaints

handling and problem addressed in stipulated time
resolution (Designed compliance Vis a
vis performance compared to
exception handling)
Is user satisfaction on
complaint handling measured:
Yes/No
Satisfaction with complaint

handling measured on a scale
from perception of managers

Improved policy formulation Measured on a scale from

and implementation perception of managers
Reduced effort in % of reports that are

management and statutory generated automatically
reports
perception of managers (To be
inputs)
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Transparency of rules and

procedures measured on a
scale from perception of a
sample of employees
4.
rocess Reduction in cycle times of Degree of improvement
Improvements key measured on a scale from
processes perception of managers (To be
inputs)
Reduction in throughput time
Integration of services Measured on a scale from a

across agencies and single sample of
window delivery employees
Measured on a scale from a

Process simplification and sample of
reduction in data handling employees
(To capture redesign of
form and procedures, auto
population of data
separately)
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Improved record
maintenance: Measured on a scale from
accuracy, consistency, perception of managers
security and disaster Lapses in security recorded in
recovery (including last 2 years
Inclusion of data retrieval,
security policy present)
Data transaction traceability Measured on a scale from

and audit trails perception of managers
Process Change
5. Quality of
implementation Role Clarity and Degree of Understanding of one’s work
employee-buy-in (Change measured on a scale from a
management) sample of employees
Comfort level with the new

system
measured on a scale from a
sample of employees
Stakeholder Consultation
Employee Satisfaction
Adherence to SLAs
FIG 1.20 : Impact on Agency
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Day:1
Framework for project impact assessment
Framework for project impact Assessment
Impact on Users
• All measurements are to be done on the basis of a sample of clients for each
major service availed by the client.
• Measurements would be done for electronic delivery of services as well as for the
earlier mode of delivery of the same service.
• In cases where alternate (non electronic modes) are currently being used by the
same set of users in similar contexts elsewhere, measurement would be
recorded for such usage.
Key Indicators
dimension
eGover Service Awareness Efforts made -Different level

nance (Citizen
Perspective)
Mechanisms
Actual
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Complete
Access Online -Mobile

mechanism
-Internet
Third party -Facilitation Centre
-Authorized agencies
Government offices
Ease of access
Time Total time
Waiting time
Turnaround time
Adherence to SLA
Interaction Number of visits
Number of channel
partners interacted
with
Number of types of
channel partners
interacted with
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Quality of interaction -Ease of interaction
-Politeness
-Satisfaction
-Dignity
-How was queue being

managed
-Pro-activeness
-Help desks & call

centers
Grievance handling -Availability
-Satisfaction
-Process
Infrastructure -Seating
-Parking
-Accessibility
-Drinking water etc
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Information Complete -Instruction
-Information
-Across channels
Relevant
Consistency across channels
Simple
Language support
Accuracy/updation of information
Status update/verification
Flexibility of modification
Costs (to the User charges

user)
Agent
Bribe
Opportunity cost?
Cost of access -Travel
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-Technology
-Preparing documents
-Search cost
Delivery of Integrated
service
Complete
End to end
Overall perception
Governance Corruption
(Citizen
Perspective) Trust
Transparency
Privacy
Accountability
Responsiveness
Security
SLA Existence
Adherence
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E-Content of
Use of
connections/
relations
Citizen charters Awareness
Visibility
Language
Availability
Adherence to
Technology standards
Organization
and Scalability
stakeholder
(Organization Versioning
Perspective)
Change
management
Inter-operability
Inter-operability -Governance
-Disaster recovery
-Incident handling
Infrastructure
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Resources Financial
Human -Capacity building
• Training
• Knowledge
management
-Change management
• Pro-activeness
Benefits Revenue
Indirect
-Employee morale
-Computer awareness
Project Leadership
governance
Continuity
Monitoring
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E-Content of
Service model -PPP
-In-house
-Any other
Process –before Capacity utilization

and after
Service lead time
Human resource
utilization
Cycle time
Record management
Audit trail
FIG 1.21 : Impact on Users
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Day:1
Project performance and success indicator
Project Performance and Success Indicator

• Results from Impact Assessment of Eight Indian Projects
 Issue of land titles in Karnataka (Bhoomi): 180 Kiosks, Launched February 2001
 Property registration in Karnataka (Kaveri): 230 offices
 Computerized Treasury (Khajane): 240 locations
 Property Registration in Andhra Pradesh: AP 400 offices
 eSeva center in Andhra Pradesh: 250 locations in 190 towns, Used monthly by
3.5 million citizens
 e-Procurement in Andhra Pradesh
 Ahmedabad Municipal Corporation (AMC): 16 Civic Service Centers
 Inter State Check Posts in Gujarat: 10 locations
Project Income Tax Portal MCA21 e-Governance Online Passport

(E-Filling) Project (Authorized Services
Signatories /
Professionals)
Manual Online Manual Online Manual Online

Number of Individual 1.8 1.6 2.2 PFO 1.6 2.5 2.2
Trips
Corporate 1.0 0.75 CFC 1.5
Waiting time Individual 37.8 26.6 75.0 PFO 29 98.0 88.2
(Minutes)
Corporate 26.0 16.7 CFC 25
9
Total elapsed Individual 11 8 N.A. I N.A. 43 41
time in
availing
service (Days)
Corporate 10 4
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Proportion Individual 4.1 1.9
paying bribes VFO 1.4 42.410 48.1
(Percentage) Corporate N.A. 12
N.A. 13 20.1 PFO 10.8 4.311 4.4
CFC 4.4
Proportion VFO 10.2
Using an Individual 9.6 10.6 21.2 PFO 29.0 34.8 33.6
Intermediary CFC 52.8
(Percentage)
Overall Individual 3.9 4.1 3.6 4.4 3.5 3.6
Service Corporate 3.1 3.9
Quality Score
(5 point Scale)
Overall Individual 3.8 4.0 3.3 4.2 3.3 3.5
Governance Corporate 3.1 3.9
(5 point scale)
Composite 3.9 4.0 4.0 3.1 3.2
Score14 (5
point scale)
Preference for 75.0 92.0 59.4 90.4
computerized
system
(percentage)15
FIG 1.22 : Impact on key dimensions
Project Attributes (Percentage Weight Assigned)

Income Tax Level of Corruption Accuracy of Cost of availing
Portal (12%) transaction (10%) service (10%)
MCA21 e- Accessibility to data Speed and Charity and
Governance (20%) Efficiency of query simplicity of
Project handling (11%) processes and
procedures (8%)
Online Passport Queuing system (27%) Cost of availing Time and effort
Services service (24%) required to avail
service (22%)
FIG 1.23 : Important service delivery attributes for the three applications
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Day :1
Session :4 Role of NSDG and India Portal
Role of NSDG and India Portal

• The National e-Governance Plan (NeGP) of the Govt. of India aims to make all
Government services accessible to the common man in his locality.
• Through common service delivery outlets and ensure efficiency, transparency &
reliability of such services at affordable costs to realize the basic needs of the
common man.
FIG 1.25 : National e-Governance Service Delivery Gateway (NSDG)

• One of the goals of the Government to meet this vision is the need to cooperate,
collaborate and integrate information across different departments in the Centre,
States and Local Government.
• Government systems characterized by islands of legacy systems using
heterogeneous platforms and technologies and spread across diverse geographical
locations, in varying state of automation, make this task very challenging.
• The National e-Governance Service Delivery Gateway (NSDG), a MMP under the
NeGP, can simplify this task by acting as a standards-based messaging switch and
providing seamless interoperability and exchange of data across
Vision
• The emergence of many e-governance applications for different departments to
provide online services to citizens, businesses and government would require
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increasing interactions amongst departments and with external agencies at various
levels in Government.
• Departments would need to develop connectors/adaptors for point to point
connections between departments creating a mesh as shown in figure and also tight
coupling between applications.
• This would lead to applications difficult to maintain and upgrade in case of version
change and change in government policies and business rules.
• The National e-Governance Service Delivery Gateway (NSDG) is an attempt to
reduce such point to point connections between departments and provide a
standardized interfacing, messaging and routing switch through which various
players such as departments, front-end service access providers and back-end
service providers can make their applications and data inter-operable.
• The National e-Governance Service Delivery Gateway (NSDG) aims to achieve a
high order of interoperability among autonomous and heterogeneous entities of the
Government (in the Centre, States or Local bodies), based on a framework of e-
Governance Standards.
FIG 1.26 : National Services Delivery Gateway (NSDG)
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Indian Portal
• This MMP is providing a single window access to information and services of
Government at all levels, in a multilingual form.
• National Portal Coordinators in 35 States/UTs and 63 Central Ministries are
responsible for the content development, compilation, etc.
• The portal is available in Hindi and English. Launched in November 2005, the India
Portal has been awarded the Website Quality Certificate by Standardisation, Testing
and Quality Certification (Quality Level I). Special web interfaces pertaining to “NGO
Partnership” and “RTI Complaints & Appeals” have been introduced.
Objectives
• To act as a core infrastructure for achieving standards-based interoperability
between various e-Government applications implemented at various levels and
geographically dispersed locations
• To evolve Gateway messaging standards and build a government owned Central
Gateway based on these standards
• Act as a catalyst in enabling the building of Standards based e-Governance
applications with Gateway as the middleware to ensure interoperability
• Enable integration across Centre, State or Local Governments there by enabling
Integrated Service Delivery and a Service Oriented Architecture (SOA) leading to
joined up government
• Help protect the legacy investments in software and hardware by easily integrating
them with other technology platforms and software implementations.
• De-link the back-end departments/Service Providers (SP) from the front-end Service
Access Providers thereby
 Ensuring separation of concerns of service access from the service
implementation i.e. separates the Portal, CSC, Kiosks etc from the government
services which reside in the backend departments.
 Encouraging competition at the front-end by allowing independent service access
providers to provide services with varying levels of complexity, cost and service
quality levels
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• Shared services can be added on to the core services as and when required, as
special common services of the Gateway without affecting the core functionality of
the Gateway, thereby providing flexibility and modularity.
• Encourage back-end services to be plugged into the infrastructure as and when they
are ready.
• Reduce the cost of e-Governance Projects by rationalizing, distributing and
optimizing the services framework.
• Enable transaction logging and time stamping for tracking of transactions and
centralized control.
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Day : 1
Session 5:Service Delivery Mechanism (CSC)
Common Services Centers [CSC]

• CSC is a strategic cornerstone of the National e-Governance Plan (NeGP),
approved by the Government in May 2006, as part of its commitment in the National
Common Minimum Programme to introduce e-Governance on a massive scale.
FIG 1.27 : Structure of Common Services Centers (CSC)

• CSC provides high quality and cost-effective video, voice and data content and
services, in the areas of e-Governance, education, health, tele-medicine,
entertainment as well as other private services.
• A few of the e-Services offered by CSC are:
 Agriculture Services (Agriculture, Horticulture, Sericulture, Animal Husbandry,
Fisheries, Veterinary).
 Education & Training Services (School, College, Vocational Education,

Employment, etc.).
 Health Services (Telemedicine, Health Check-ups, Medicines).
 Rural Banking & Insurance Services (Micro-credit, Loans, Insurance).
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 Entertainment Services (Movies, Television).
 Utility Services (Bill Payments, Online bookings).
 Commercial Services (DTP, Printing, Internet Browsing, Village level BPO).
FIG 1.28 : e-Services Offered by CSC

• The Scheme creates a conducive environment for the private sector and NGOs to
play an active role in implementation of the CSC Scheme, thereby becoming a
partner of the Government in development of rural India.
CSC Online Monitoring Tool

• The four key applications developed and currently implemented which form part of
the CSC monitoring solution include:
 CSC SMART Solution: (http://www.cscsmart.in) – tracks CSC roll out progress at

the block.
 CSC Online Monitoring Solution: Post CSCs, this helps in registration of CSC IT
terminals and tracks uptime of IT terminals.
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 CSC Online Dashboard: (http://www.csclive.in/dashboard) - provides executive
MIS on registration and uptime status of CSCs on Pan India basis and tracks the
performance of CSCs, SCAs.
 CSC Connect: (http://www.csclive.in/cscconnect) - a facility available to various
Service Access Provider (SAP) Portals to allow CSCs to login into their portals
using their unique CSC ID / password combination defined under CSC Online
Monitoring System.
FIG 1.29 : CSC Online Monitoring Tool
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Quiz
Assessment 1 of day 1
1. Out of 27 Mission Mode Project (MMP) _______ are integrated projects covering
all across the country.
a. 10
b. 14
c. 7
d. 5
2. Which one of the e-service is offered by CSC
a. Agriculture services
b. Health services
c. Commercial services
d. All the above
3. The government has identified few principles on which NeGP 2.0 will be working.
Find out which principle is not one among them.
a. Transformation and not Translation
b. Integrated Services and not Individual Services
c. Moving from Capex to Opex
d. GPR to be mandatory in every MMP
Answers:
1.c
2d.
3.c
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Assessment 2(True or False) of day 1
1. ‘The Role for private sector participation’ is one of the main objectives of E-
Governance Project Lifecycle.
a. True
b. False
2. MMP is providing a single window access to information and services of
Government at some levels, in a multilingual form.
a. True
b. False
Answers:
1.a
2.b
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Day – 2
Session 1: Procurement of e- Governance Project
Introduction to Government Procurement
Introduction to Government Procurement

• Government procures goods, works and services which are incidental to government
functioning and delivery of the services to citizens.
• Accordingly, government procures a large range of items – from procuring civil
works for road construction, health supplies for hospitals, services of IT providers
etc.
• Public Procurement operates on the backbone of a broad framework of National
laws dealing with relevant aspects of procurement. These laws include:
 Indian Contract Act, 1872;
 Sale of Goods Act, 1930;
 Companies Act, 1956;
 Arbitration & Conciliation Act, 1996;
 Limitation Act, 1963;
 Right to Information Act, 2005
• Public Procurement in India is a State subject, and thereby the Regulatory
Framework governing Public Procurement varies from State to State.
• ‘General Financial Rules’ (GFR), framed by the central financial ministry acts as the
guideline for public procurement, but has only subordinate legislation status.
• Various states have adopted their own Legal framework, based on the GFR and
other best practices. Procurement funded by external donors (World Bank, ADB etc)
follows guidelines by the donor in this regard.
• Government procurement is based on certain key principles. These include:
 Ensuring Transparency & Accountability in Public Procurement.
 Achieving Best Value for Money for the government through efficient
procurement and informed management
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 Equal Opportunity to all qualified firms in participating in procurement
opportunities and non-discrimination
 Development of indigenous / Local industries (SSI Units)
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Day – 2
Key components of RFP
Key components of RFP

Procurement in e-Governance Projects
• Procurement in e-Governance projects majorly involves procurement of Information
systems.
FIG 1.30 : Procurement in e-Governance

• Procurement of IS poses many unique challenges. Information Systems are highly
affected by changing business objectives, organizational politics, and institutional
capacity of the end-user.
• They are subject to rapid technological change over the project lifecycle, and also
entail mixtures of professional engineering services and supply of diverse hard and
soft technologies.
• In many cases, their technical content is diverse and difficult to define.
• Procurement in e-Governance projects are even more challenging, due to the
following aspects:
 Projects range from straightforward Supply and Installation of products to
complex development, integration and operation of mission-critical Information
Systems
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 Varied Business Models including Public Private Partnership
Planning the Procurement

• Based on the Procurement context, any of the following procurement modes may be
employed
 Two stage competitive process: Expression of Interest, followed by Request
for Proposal open to bidders qualified from EoI process
 Single stage competitive process: Request for Proposal open to all bidders
fulfilling the qualifying criteria
 Request for Quotes: Used for standardized requirements, in which price is the
only deciding factor
 Procurement from Rate Contracts: For items with standard specification, for
which Rates have already been negotiated in the form of a Rate Contract by a
nodal agency and economies of scale can be obtained
 Single sourcing / Nomination: In cases where the required Solution / Product is
available from only one vendor and there are no suitable alternatives (strong
justification required)
FIG 1.31 : Planning the Procurement
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• Two stage processes are most appropriate for systems with one or more of the
below factors:
 Complex Business Applications, in which requirements are not clear yet
 Systems in which finalization of requirements will need industry inputs
 Extensive Software development
 Complex technologies (e.g. large scale data processing equipment)
• In stage one of the two stage process, client’s high level understanding of the
business requirement presented in the EoI document.
• The EoI solicits response from bidders indicating their interest, and also suggestions
from the bidder to refine the requirements.
• Valid suggestions from this stage are used for refining the requirements in the
second stage (RFP stage).
• Single stage processes are used in cases where Standard Technical products /
service specifications (e.g. packaged software like Accounting, HRMS etc) are
procured.
• In such cases, requirements can be specified to great degree of accuracy and
bidders have no major design discretion. Also, market offerings are standardized
and are comparable
Request for Proposals
• A Request for Proposal (RFP) is an invitation for suppliers, often through a bidding
process, to submit a proposal on a specific commodity or service.
• The RFP process brings structure to the procurement decision and allows the risks
and benefits to be identified clearly upfront.
• The RFP will have to specify in great detail, the following requirements of the Buyer:
 Technical and Functional Requirements
 Bid Process and Commercial Specifications
 Contractual and Legal Specifications (including Master Services Agreement)
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Day – 2
Bid process management
Bid process Management through e-Procurement Platform

• Bid Process Management is about the process followed to select a
vendor/contractor for procurement of works/services/goods. Goods, Works and
Services are type of Tenders in e-Procurement parlance.
• Bid Process Management in Government follows certain pre-defined processes that
provide systemic checks and balances while procurement of Goods/Works/Services.
• The Bid process spans right from the stage of Tender creation till the award of
contract to the bidder.
• In Karnataka State almost all the Departments including Boards, Corporations,
Societies, etc use the end-end unified e-Procurement platform which covers the
entire Bid Process Management and also covers post-tendering activities such as
Contract and Catalogue Management.
• The process followed for tender creation and publishing differs for different types of
Tender.
• This is mainly because of the nature of Procurement, for example for the Works
tender the process starts from Admin Sanction, Estimate Creation, Technical
Sanction, Approvals and finally tender publishing.
• The process for tender publishing for Goods tender is different where it starts with
creation of indents (Goods catalog with Item name, code, etc), indent aggregation,
indent approval, and finally publish the tender.
• However for the Services tender it is largely driven by a Request for Proposal (RFP)
document (uploaded in the e-Procurement portal) which contains all the details
about the project requirements, technical specification, financial details, etc.
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• Although the RFP document contains all the above details mentioned, certain key
details such as eligibility criteria, technical evaluation marks, documents needed for
evaluation (both technical and commercial) are entered in e-Procurement portal,
where the bidders are expected to provide information and necessary
documentation.
• The login to the e-Procurement platform is secure with digital signature key and the
documents submitted (both technical and commercial) are encrypted.
• There are two types of fee paid by the bidder during the tendering process, viz.
Tender processing fees and Earnest Money Deposit, the amount is calculated based
on the value of the project.
FIG 1.32 : Bid Management Process

• The following services are organizations of Government of NCT(National Capital
Territory) of Delhi
 Policy support to all departments of government of NCT of Delhi and
coordination
 Administrative reforms pertaining to simplification of procedures and
improvement of organizational structure.
 Matters relating to organization and method
 Conducting work measurement study of various departments Government of
NCT of Delhi
 Re-organization of departments
 Office inspections
 Public grievances
 Implementation of Delhi Right to Information Act, 2001;
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 Implementation of Right to Information Act, 2005;

 Secretarial functions for office of Lokayukta;
 Secretarial functions for Public Grievances Commission;
 Appointment of consultants for undertaking studies;
 Formulation & coordination and implementation of Citizen’s Charaters.
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Day 2
Session 2-3 :GPR
Framework and methodology
Framework and methodology

Government Process Re-engineering (GPR)
• Overview of various aspects of BPR, where an existing government process will be
given to participants for reengineering (Operational, Technical, Legal and Attitudinal
changes)
.BPR (GPR)
• Re-engineering is also consistent with the new form of governance that has
emerged during the Information Age—one that favors mission-driven, results-
oriented activities.
FIG 1.33 : Business Process Re-engineering (BPR)

• Even with this new focus. There are some elements of the public sector that will not
change and remain challenging for Re-engineering implementers.
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• For instance, government agencies are subject to greater political executive
management and oversight. Election cycles and administration changes also affect
Re-engineering efforts.
• In addition, governments cannot revise or depart from their missions and operations,
whereas in the private sector there is much greater discretion to change business
orientations.
• Legislation, taxpayer accountability, competition for funding and resources,
continuous change, as well as partnerships with international, state, and local
governments will continue to challenge government agencies as they reengineer.
• Perhaps the most critical challenge for government lies in the area of risk-taking.
• Historically the culture of the government has been to avoid risk. Any successful Re-
engineering effort will need to embrace change and negotiate some degree of risk.
• There is a great deal of experience in Business Process Re-engineering. But the
government is not a ‘business’. Because businesses have to perform such Re-
engineering of legacy systems, and because they face similar difficulties.
• It is tempting to treat government as a large business in the analysis of the problem.
However, government has many drivers and difficulties of context that businesses
do not face: in particular, whereas businesses have the (relatively) straightforward
goal of creating value for shareholders within the law, governments need to meet a
wide range of targets.
• Government remains distinctive from business for many reasons, including the fact
that government cannot choose its customers and that user of government services
take on a variety of roles, including as voters, taxpayers as well as consumers.
• Thus, a ‘government process Re-engineering’ (GPR) approach may be more
appropriate, learning from, but also informing business (for example in terms of
social responsibility), in the context of public, private and non-profit sector
partnerships.
• The National Academy of Public Administration, USA, recast the definition of Re-
engineering for government:
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• “Government business process Re-engineering is a radical improvement approach
that critically examines, rethinks, and redesigns mission product and service
processes within a political environment.
• It achieves dramatic mission performance gains from multiple customer and
stakeholder perspectives.
• It is a key part of a process management approach for optimal performance that
continually evaluates, adjusts or removes processes.” —NAPA, 1995
• It has been argued that government activities are often policy generators or
oversight mechanisms that appear to add no value, yet cannot be eliminated.
• The concept of Re-engineering in the public sector is challenged on some of these
premises. However, government only differs from the commercial sector because it
has different kinds of controls and customers.
• It still utilizes a set of processes aimed at providing services and products to its
customers.
• It is evident that Government Process Re-engineering (GPR) is one of the essentials
to bring about transparency in government working, reducing bureaucratic controls,
increasing efficiency and productivity, reducing cost of service delivery.
• A GPR approach must rest upon a longer-term and more enlightened vision. This
aims for a re-balancing of the ‘front’ and ‘back’ offices, as part of a gradual and
deliberate policy to move resources and re-train staff from a more efficient and
streamlined administration to direct citizen contact and service.
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FIG 1.34 : Re-balancing e-Government
• ICT can support and enhance quality improvements to government services

delivered in tradition, such as health, education and social care.
• It is important that the technology does not replace frontline staff when this would
lead to a more impersonal, lower quality service, but rather directly supports such
staff by improving the quality of the services they deliver and by making them more
responsive to citizen needs.
• Rather than a technology-driven approach, it is important to let people do what
people do best and the technology do what it does best.
• Indeed, Alan Mather, of the UK’s eEnvoy Office had once said ‘e-Government isn’t
any different from government. It just might make it better, sooner
• Poor governance can be identified by signs of
 Air of mystification about procedures
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 Long queues at delivery points
 Multiple visits to government offices
 Pillar-to-Post
 Outcome is in suspense
 OK or NOT OK!
 Gatekeepers at every turn
 Poor quality of service
 Service is a mercy - not a right
 Too many intermediaries, shortcuts
 Extensive information exchange, data redundancy and re-keying
 Huge inventory, buffers and other assets
 Too many controls and checks, complexity, exceptions & special cases
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Day 2
Session 2-3 :GPR
Understanding Business Processes
Understanding Business Processes
• Every government service is supported by a set of business processes, which

provides approach and guidance to deliver the service.
• To understand Business Processes and Government Processes, consider the
following definitions:
FIG 1.35 : Understanding Business Processes
• Government Processes are processes in the government domain. The process

environment or a Business system is a collection of processes that take one or more
inputs and create output that is of value to all stakeholders.
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• Processes and not functions drive an organization. Processes are the key to
satisfying customers and stakeholders.
• Accordingly it should be the endeavor for the Government to improve its internal and
citizen service delivery processes.
Understanding Service Quality
• Service Quality is an important concept to be kept in mind while undertaking GPR

initiatives.
• Service Quality comprises of the physical Product, the Time taken to deliver it, the
Cost of getting the service, and Customer Experience or Service Delivery.
• A GPR exercise should identify the Service Quality Parameters associated with the
service being re-engineered, and strive to improve those parameters.
• To illustrate service quality, let us take the example of the Passport Issuance
process.
• At first glance the only tangible product in Passport Issuance process is the physical
passport itself. There are various parameters by which the quality of the physical
product can be measured:
 Name & Photo are correct
 Personal information like sex, date of birth, x address etc are correct
 The passport is stamped / signed and is valid
 Physical passport is as expected
 Not torn or damaged (Does not have pages
 missing / has correct number of pages)
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FIG 1.36 : Understanding Service Quality
• But for a citizen, the Service Quality is dependent on a lot of other factors apart from
the Physical product. These include a host of factors, including the following:
 Time: time taken for completion of service by the citizen/business, time taken for
delivery of service by the Government
 Cost: Cost incurred in receiving the service by the citizen/business, cost incurred
by the government in delivery of service
 Complexity (illustrative): Number of forms to be filled, amount of information to be
provided, number of offices to be approached etc by the citizen/business
 Transparency: Knowledge on process for delivery of service, delivery timelines,
status of service request to citizen and business.
 Citizen Experience: Quality of interactions (courtesy, politeness, treatment) with
the government during service delivery.
• A holistic process improvement initiative should address all these Service Quality
Parameters.
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Kano’s Model
• The Kano model is a theory of product development and customer satisfaction
developed in the 1980s by Professor NoriakiKano, which classifies customer
preferences into five categories.
 The Kano Model of Customer satisfaction divides product attributes into three
categories: threshold, performance, and excitement.
 A competitive product meets basic attributes, maximizes performances attributes,
and includes as many “excitement” attributes as possible at a cost the market
can bear.
FIG 1.36a : Kano’s Model
Applications of Kano Model Analysis

• A relatively simple approach to applying the Kano Model Analysis is to ask
customers two simple questions for each attribute:
 Rate your satisfaction if the product has this attribute
 Rate your satisfaction if the product did not have this attribute
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Day 2
Session 2-3 :GPR
Approaches for to be processes
Approaches to be processes
Business Process Re-engineering (BPR) and GPR
• One of the widely accepted definitions of BPR is “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 Re-engineering (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.
Steps involved in GPR
FIG 1.37 : Steps Involved in GPR
• The various stages in the GPR initiative are depicted above.

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• The first step in the GPR process is the identification and statement of the problem
in the current process scenario.
• This is followed by the definition of the vision and objectives of GPR.
• Before setting out on process re-engineering, the existing processes should be
studied and documented.
• During this phase, data is also collected from the different processes, to understand
the processes better and to obtain baseline metrics.
• The processes thus documented are analyzed using various tools and
methodologies, to identify improvement opportunities.
• This will include identification of value adding / non value adding activities, process
complexity and process metrics.
• During the re-engineering phase, the new processes are designed based on the
process re-design drivers.
• This may involve rework, redesign, outsourcing or replacing of processes / sub
processes.
• The new processes thus defined are implemented, with IT enablement (in most
cases).
• The implementation phase may require changes in the legal framework governing
the processes, and change management efforts to smoothen the roll-out.
• Stage 1: Problem Identification and Definition
 Analysis of citizen grievances & complaints and pro-active Voice of Customer

surveys
 Analysis of issues raised
 Identification of problem and defining unambiguous problem statements.
• Stage 2 : Define vision and objectives for GPR

 Analysis services portfolio and undertake service prioritization exercise
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 Define vision for GPR, from problems identified, service priority
 Define measurable objectives for the GPR objectives
• Stage 3: Process Study and Documentation

• Study process flow, actors, policies, process stages
• Documenting as-is processes and creating Process Maps
• Recording time and other data elements for each process step
• Validation of process documentation from dept.
• Identify and classify PIEs for the processes
• Analyse services portfolio and undertake service prioritisation exercise
• Define vision for GPR, from problems identified, service priority
• Define measurable objectives for the GPR exercise

• Root cause analysis of process issues and identification of root causes
• Analyzing process efficiency - Value Adding and Non Value Adding
steps
• Analyzing process complexity – Data entry points, Hands off points etc
• Definition of key metrics and arriving at baseline indicators (TAT, error
rate etc)
• Elimination or automation of Non Value Adding / redundant activities

• Identification of solutions (re-engineered process)
• Evaluation and selection of best solution
• Definition of To-be processes based on the evaluation
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• Finalization of To-be processes with department
• Setting of target KPIs
• Stage 6: Process implementation / IT enablement & validation
• Implementation of re-engineered processes

• Implementation of IT system to handle re-engineered process flow
• Putting in place mechanisms to monitor KPIs and continuous
improvement
• Change Management, Legal Framework changes etc
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Day 2
Session 4: Business Models for e-Gov Projects
Business Models for e-Gov Projects
Introduction to the Business Models
• A Business Model is the description of the VALUE an Enterprise offers to its

Customers, the financial model of the initiative and the network of Partners & their
relationships for creating, marketing and delivering the value to generate profitable &
sustainable revenue streams.
FIG 1.38 : Business Model for e-Governance Project

• The reasons for considering business model in e-Governance are as follows
 To define the VALUE Proposition clearly
 To bring about clarity on roles & responsibilities of Government, Stakeholders &
Implementing Agencies
 To ensure sustainability
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• A Business model, in summary, for a project should address/answer the following
 How much does it cost to create and maintain the project?
 Is the project feasible?
 Who is funding for the Project?
 Who is developing or implementing the project?
 Who is paying for the project?
 What are payment terms?
 Roles and responsibilities of the parties concerned with the business model
 Duration of the contract etc…
Different Business Models
Public-private partnership (PPP)
• Public-private partnershipis a funding model for a public infrastructure project such

as a new telecommunications system, airport or power plant.
FIG 1.39 : Public-Private Partnership (PPP)
• The public partner is represented by the government at a local, state and/or national
level.
• The private partner can be a privately-owned business, public corporation or
consortium of businesses with a specific area of expertise.
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 PPP is a broad term that can be applied to anything from a simple, short term
management contract (with or without investment requirements) to a long-term
contract that includes funding, planning, building, operation, maintenance and
divestiture.
 PPP arrangements are useful for large projects that require highly-skilled workers
and a significant cash outlay to get started.
 They are also useful in countries that require the state to legally own any
infrastructure that serves the public.
 Different models of PPP funding are characterized by which partner is
responsible for owning and maintaining assets at different stages of the project.
Examples of PPP models include:
Build-Own-Operate (BOO)
• The private-sector partner finances, builds, owns and operates the infrastructure
component in perpetuity.
• The public-sector partner's constraints are stated in the original agreement and
through on-going regulatory authority.
Build-Own-Operate-Transfer (BOOT)
• The private-sector partner is granted authorization to finance, design, build and

operate an infrastructure component (and to charge user fees) for a specific period
of time, after which ownership is transferred back to the public-sector partner.
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FIG 1.40 : Build-Own-Operate-Transfer (BOOT)
Buy-Build-Operate (BBO)
• This publicly-owned asset is legally transferred to a private-sector partner for a

designated period of time.
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Day 2
Session 5 :Change Management and capacity Building
Change management plan at project design stage
Change management plan at project design stage

Change Management and capacity Building
• The implementation of e-Governance programs brings along drastic changes in the
routine functioning of day to day government.
• The delivery of Government services through the electronic media including EDI,
Internet and other IT based technologies would necessitate procedural and legal
changes in the decision and delivery making processes.
• It demands fundamental changes in Government decision management. There are
changes in the processes, reporting structure, delegation of powers, administrative
set-up, roles and responsibilities of the employees etc.
• The employees need to be delegated more authority. De-layering of the decision-
making levels leads to Re-engineering and appropriate sizing of the decision-making
machinery.
• All the changes in the system may not be welcomed by the stakeholders. These
changes need not only be accepted by the government and citizens but also be
accepted by various interests groups like employees’ unions.
• Under such circumstances bringing in a change will involve changing the mindsets of
the people, and a complete Re-engineering process needs to be carried out for the
same.
• Hence, implementation of e-Government programs necessitates change
management.
• Change management is the methodology that integrates change and the ability to
adapt into the organization.
• It is an organized, systematic application of the knowledge, tools, and resources of
change that provides organizations with a key process to achieve their basic
business strategy.
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• This will involve training of the personnel at all levels, more so, at the lower rung of
government management organizations.
FIG 1.41 : Change Management Plan
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Day 2
Changes due to Processes & Technology
Changes due to Processes & Technology
• e-Government Implementation is complex for the following reasons.

 Inherent difficulties
 Long implementation
o Underestimation of effort
o Benefits accrue in the end whereas effort required upfront
 Large number of stake holders
o Who are the drivers: consultants, departments, ICT authority, partner
o Degree of support from top management for investment and involvement
in implementation
 Design issues
o Processes consistent and transparent versus flexibility
o Integrating with legacy systems
o Technical performance
o Privacy, security and standardization
 Management of change
o Extent of process reform
o Varying comfort level with IT/screens
• The implementation of e-Government projects leads to a cultural shift for the
government officials.
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FIG 1.42 : Traditional and e-Governance Model
• A reluctance or inability to manage change properly is often one of the key reasons
for the failure of e-Governance projects.
• The discipline of change management identifies and addresses the human resources
and organizational factors that can drive or obstruct change.
• Prof. Norman Archer has developed a simple but comprehensive methodology for
analyzing change management.
• According to Dr. Archer: "an evolving Environment creates Change Drivers that
impact the Organisation”. Management determines how to respond to these drivers.
A Change Strategy is selected, along with Tools and Methodologies, for
implementing the proposed organisational changes.
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• It is critical to be able to Measure and evaluate the impact of change on the
organisation, so an initial snapshot of the organisation is taken.
• During and after implementing changes, the organisational impact must again be
evaluated to determine whether it has been successful. Continuing adjustments may
be required to tune the organisation."
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Day 2
Change Request
Change Request
ADKAR" - a model for Change Management
• ADKAR is a goal-oriented change management model that allows change

management teams to focus their activities on specific business results.
FIG 1.43 : Abbreviation of ADKAR

• The model was initially used as a tool for determining if change management
activities like communications and training were having the desired results during
organizational change.
• The model has its origins in aligning traditional change management activities to a
given result or goal.
• The model was initially used as a tool for determining if change management
activities like communications and training were able to obtain the desired results
during organizational change.
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• The model has its origins in aligning traditional change management activities to a
given result or goal.
• As a project manager, the participants can use this model to identify gaps in their
change management process and to provide effective coaching for their employees.
• The ADKAR model can be used to:
 diagnose employee resistance to change
 help employees transition through the change process
 create a successful action plan for personal and professional advancement
during change
 develop a change management plan for employees
• The ADKAR model has the ability to identify why changes are not working and help
you take the necessary steps to make the change successful. You will be able to
break down the change into parts, understand where the change is failing and
address that impact point
• The ADKAR model works on the premises that change is a two dimensional process
viz. Business dimension of change and People dimension of change. Successful
change happens when both dimensions of change occur simultaneously.
Key Principles for Change Management design
• The following factors must be considered while designing change management plan.
 Design compensatory benefits for real losses due to change for employees.
Communicate positives and negatives honestly
 Ensure organization climate is right
 Shared values with advocates of change
 Participative design
 Quality of work life, job satisfaction as explicit objectives
 Training and education
• Ensure all stakeholders understand
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 Expected pay off
 Role of stakeholders & others in terms of new tasks, skills, training
 Counseling service, feedback on understanding
• Organisation to manage change
 Identify champions and legitimize role
 Project team, command structure
• Identity obstacles to change in advance of implementation
 Financial, technical, organisational, social, anti- champions
• Determine implementation strategy staged/phased, incentive structure
Organizational dimension of change
• The business dimension of change includes the typical project elements.
 Business need or opportunity is identified.
 Project is defined (scope and objectives).
 Business solution is designed (new processes, systems and organizational
structure).
 New processes and systems are developed.
 Solution is implemented into the organization.
• These are the standard elements of a business change that managers feel most
comfortable managing
People dimension of change
• Research shows that problems with the people dimension of change are the most
commonly cited reasons for project failures.
• In a study with 248 companies, effective change management with employees was
listed as one of the top-three overall success factors for the project.
• Helping managers be effective sponsors of change was considered the most critical
success factor overall.
• Effective management of the people dimension of change requires managing five key
goals that form the basis of the ADKAR model:
 Awareness of the need to change
 Desire to participate and support the change
 Knowledge of how to change (and what the change looks like)
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 Ability to implement the change on a day-to-day basis
 Reinforcement to keep the change in place
Communication in Change Management
• There are five key principles of Effective Communication

 Principle #1: Organisational Change cannot occur without communication
 Principle #2: Communication is not a single step or component of a change
process - it must occur in parallel, fully integrated with the change process
 Principle #3: Communication strategic planning entails more than selecting
ingredients or tactics according to a cookbook or recipe e-Governance Project
Lifecycle
 Principle #4: Communication is not something done to a target audience, like
turning on a fire hose of words. Effective communication is a two-way process,
focused on dialog
 Principle #5: Communication professionals apply the rigorous planning process,
including assessing stakeholder needs, creating and coaching message delivery,
and building feedback loops
• Some of the errors in change communication are:
 No clear identification of key stakeholders/audiences
 Failure to listen to stakeholders (attitudes, concerns, information needs,
suggestions)
 Insufficient faith in stakeholders’ ability to handle “bad news”
 Lack of candor
 Concentration on the “what” at the expense of the “why”
 Failure to analyze communication processes/channels internally and
externally (what works and what does not)
 Over-reliance on established media
 No high-level, strategic accountability for communication
 No clear spokesperson/spokespeople
 Failure to define consistent “major messages” for all stakeholders
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 Focus only on initial announcement and end results - rather than on continuous
information sharing and reinforcement
 Lack of predictability (communication frequency and channels)
 Belief that confidential information will stay secret
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Day 2
Knowledge Transfer and Exit Management
Knowledge Transfer and Exit Management
• This section discusses overview of approach for managing the change in e-

Governance projects implementation.
• Change management is the process, tools and techniques to manage the people-
side of business change to achieve the required business / organisational outcome,
and to realize that business change effectively within the social infrastructure of the
workplace.
• The Change Management in e-Governance projects implementations focuses along
three key dimensions. These are
Essential Elements of Change Management
Stakeholder Management
• Make sure all stakeholders are identified, relationships are managed;

stakeholders get information about progress, programme needs, and benefits
tracking, their feedback is received and incorporated in the programme
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FIG 1.44 : Stakeholder Management
Communication Management
• Provide planned communication throughout the organization and execute this

along effective means and Channels.
• Make sure that communication reaches the target audience in time and provides
just enough information for that audience so that they are informed on and
excited about the change and effectively implement it
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FIG 1.45 : Process for Communication Management
Training
• Provide training materials, trainers and logistics; ensure the target audiences are
trained in the new ways of working (including data, processes, systems/tools and
governance) just in time and just enough.
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Quiz
1. How many stages involved in the Government Process Re-engineering

a. 10 stages
b. 4 stages
c. 6 stages
d. 5 stages
2. What is the reason for considering business model in e-Governance
a. Ensure sustainability
b. Feasibility
c. Responsibility
d. None of these
3. Abbreviation for ‘K’ in ADKAR mode __________
a. Kind
b. Knowledge
c. Key-ratio
d. None of these
Answers:
1. c
2. a
3. b
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Assessment 2 (True or False) of day 2

1. Stakeholder Management, Communication Management, Training are
three focuses of e-Governance project implementation in change
management
a. True
b. False
2. There is no errors in change management of ADKAR model
a. True
b. False
Answers:
1. a
2. b
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Day 3
Session 1 :Regulatory Framework for e – Gov Projects
Overview of legal and regulatory framework
Overview of Legal & Regulatory Framework in India

• The components of Legal and Regulatory Framework in India for addressing these
requirements is listed below. Each of these components is discussed in further
details in subsequent chapters:
 Legislation in Information Technology domain:
 IT Act, 2000
 IT Act Amendments 2008
 Electronic Service Delivery Bill
 Implication of existing Laws vis-à-vis IT practices:
 Indian Penal Code, Indian Evidence Act, IPR related laws (Copyright,
Trademark, Patent etc)
 Legislation in the domain in which the e-Governance project is undertaken
 Guidelines for e-Governance under National e-Governance Plan (NeGP)
 Specific issues like legal implications of Portal based service delivery
• The major legislation in the e-Commerce domain in India is the IT Act, 2000, which
overrides previous legislations, in providing recognition to electronic records,
transactions etc at par with their manual counterparts.
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Day 3
Overview of IT Act 2000 and amendments
Overview of IT Act 2000 and amendments
Background on IT Act, 2000

• The Information Technology Act came into effect from October 17th, 2000. The Act
was framed on the lines of the UNCITRAL Model Law, and India was the 12th nation
in the world to adopt Cyber Laws.
• The Act3 contains 94 Sections segregated into 13 Chapters and 4 Schedules. IT Act
2000 was amended through the Information Technology Amendment Act, 2008
which came into effect from October 27, 2009
Objectives of IT Act, 2000

• The objectives of the IT Act is summarised below:
 Legal Recognition for transactions carried out by means of electronic data
interchange
 Digital Signatures and Regulatory Regime for Digital Signatures
 Admissibility of Electronic Documents at par with paper documents
 e-Governance
 Electronic Filing of Documents and e-Payments
 Define Civil wrongs, Offences, punishments
 Investigation, Adjudication of Cyber crimes
 Appellate Regime
 Amend existing Acts to address IT Act provisions
 Indian Penal Code & Indian Evidence Act - 1872
 Banker’s Books Evidence Act – 1891 & Reserve Bank of India Act – 1934
Applicability to the Act

• Exceptions of applicability to the Act, is extended to the following:
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 a negotiable instrument (Other than a cheque) as defined in section 13 of the
Negotiable Instruments Act, 1881;
 a power-of-attorney as defined in section 1A of the Powers-of-Attorney Act, 1882
 a trust as defined in section 3 of the Indian Trusts Act, 1882
 a will as defined in clause (h) of section 2 of the Indian Succession Act, 1925
including any other testamentary disposition
 any contract for the sale or conveyance of immovable property or any interest in
such property
 any such class of documents or transactions as may be notified by the Central
Government
• The Act applies to the whole of India and also applies to any offence or
contravention there under committed outside India by any person irrespective of his
nationality, if such act involves a computer, computer system or network located in
India.
• The Act has superseding effect over existing legal provisions. Section 81 of the Act
states that this Act shall have effect notwithstanding anything inconsistent therewith
contained in any other law for the time being in force. Only exceptions provided to
the overriding effect are for the Copyright Act, 1957 or Patents Act, 1970.
Major Components of IT Act

• The major areas addressed by the IT Act are listed below:
 Admissibility of electronic records at par with handwritten records
 Attribution, Acknowledgement and Receipt of Electronic Documents
 Authentication of electronic records
 Digital Signatures and Digital Signature Regime
 Cybercrimes and contraventions
Recognition of electronic records

• One of the main requirements of all e-Government and e-Commerce activities is the
recognition of electronic / digital records at par with handwritten records. This
recognition is extended by provisions of Chapter III of IT Act, 2000.
• As per the definition provided in IT Act, 2000
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• "Electronic record" means date, record or date generated, image or sound stored,
received or sent in an electronic form or micro film or computer generated micro
fiche”
• Section 4 of the IT Act provides legal recognition to electronic records
• “If any information is required in printed or written form under any law the Information
provided in electronic form, which is accessible so as to be usable for subsequent
use, shall be deemed to satisfy the requirement of presenting the document in
writing or printed form”
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Day 3
IT Act Amendment & Rules
IT Act Amendments, 2008 & Rules

• The IT Act, 2000 was amended in 2008 to include additional provisions, and also to
correct certain provisions. The major changes introduced in the IT Act Amendments,
2008 were to:
• To make the Act Technology Neutral:
• Enabling provision added to replace Technology specific “Digital Signatures” to
technology neutral “Electronic Signatures”.
• Central government to specify accepted forms of electronic signatures in the Rules
 To enable the IT Act to be easily amendable with advances of Technology
 Exclusion of applicability modified to allow Central Government to change the list
by executive orders (Rules)
 Enabling provision for PPP in e-Governance service delivery
 Provisions for more extensive coverage of Cyber Crimes including Cyber
Terrorism.
The Electronic Delivery of Service Bill, 2011

• A Bill to provide for electronic delivery of public services by the Government to all
persons to ensure transparency, efficiency, accountability, accessibility and reliability
in delivery of such services and for matters connected therewith or incidental
thereto.
• This Act may be called the Electronic Delivery of Services Act, 2011.
 It extends to the whole of India except the State of Jammu and Kashmir.
 It shall come into force on such date as the Central Government by notification in
the Official Gazette, appoint, and different dates may be appointed for different
provisions of this Act and for different States and any reference in any such
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provision to the commencement of this Act shall, in relation to any State, be
construed as a reference to coming into force of that provision in that State.
Privacy & Security Issues in e-Governance

• Below are the threats, which may be the major concern of Privacy and security with
the e-Governance
 Public databases provide significant target to cyber threats Scale and complexity
of data transactions creates more possibilities of data leakage
 Central storage of information invites risk of compromise and abuse-It affects the
society where practice of renting creates huge problem in public services delivery
 Use of sensitive information for commercial gain or cause harm – This may affect
society where illiteracy is one of the significant challenge
 Construct a detailed profile of individual
 As per CERT (Indian Computer Emergency Response Team) Report, in the
month of January 2011 a total of 710 websites were defaced. Out of these 64%
websites were on .in domain and 31% websites on .com domain. It was also
observed that majority (90%) of the Indian websites defaced were hosted by
outside India.
 Attack metrologies which are generally used to defaced are:
 Password stealing
 Shared MIS configuration
 File Inclusion
 SQL injection
 Web shell uploading
 Access credential
 FTP server intrusion
 Web server intrusion
 DNS attack
 Remote admin access thru brute force
 Telnet server intrusion
 Mail server intrusion
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Cyber Crime Provisions in IT Act
Introduction to Cyber Crimes

• Cybercrime or computer crime refers to any crime that involves a computer and a
network, where the computers may or may not have played an instrumental part in
the commission of a crime.
• Some examples of cyber crimes:
 Virus attacks
 Stealing user credentials
 Credit card frauds
 Cyber pornography
• In cyber crime cases, Computer may the role of weapon / target (credit card fraud),
tool for the crime (denial of service attacks) or storage facility for the crime
(pornography).
• The knowledge of cyber crimes is essential for e-Governance personnel. In many e-
Governance projects, contraventions to Cyber Security and Cyber Crime provisions
are common:
 Sharing of passwords
 Sharing of Digital Signature Certificates
 Unintentional use of pirated software / making illegal copies of software
 Using government IT facilities for download of pirated music
• In most cases, the contravention is done without understanding the legal implication
and magnitude of the offense. Accordingly, Government personnel and Operators
should be educated about the legal implications of contraventions and offense.
Cyber Crime provisions in the IT Act

• A quick snapshot of the cyber crime provisions in the IT Act is given below:
• Section 43: Civil Wrongs under IT Act
 Certain Civil wrongs are defined in the IT Act, for which the offender shall be
liable to pay damages by way of compensation not exceeding Rupees One
crore to the affected party. The compensation is decided through an
adjudication process.
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 These offences include:
 whoever without permission of owner of the computer
o Secures access to the computer, computer system or network
o Downloads, copies, extracts any data
o Introduces or causes to be introduced any viruses or contaminant
o Damages or causes to be damaged any computer resource
o Destroy, alter, delete, add, modify or rearrange
o Change the format of a file
o Denies or causes denial of access to any authorised computer user
o Disrupts or causes disruption of any computer resource
 Assists any person to do anything above
o Rogue Websites, Search Engines, Insiders providing vulnerabilities
 Charges the services availed by a person to the account of another
person by tampering or manipulating any computer resource
o Credit card frauds, Internet time thefts
 Section 43A was added with Amendments of 2008 to make it mandatory
for corporate bodies handling sensitive personal data (e.g. mail services,
banks, insurance companies) to put in place security practices as
prescribed by the Central government. Computer source code was also
brought into ambit of civil wrongs by the amendments of 2008.
• Section 65: Tampering with Source Code

 Computer Source Code is the most important asset of software companies.
 “Computer Source Code" means the listing of programmes, computer
commands, design and layout.
 According to Section 65, if anyone knowingly or intentionally conceals,
destroys or alters computer source code, when the computer source code
required to be kept or maintained by law, it is punishable by fine up to Rs 2
lakh and / or imprisonment up to three years.
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• Section 66: Criminal Offenses
 Section 66 was amended with the IT Act Amendments of 2008 to bring more
crimes in its purview.
 The section is applicable to all contraventions listed in Section 43, when the
offense is done “dishonestly” and “fraudulently”, with penalties for such
contraventions increased to Rs. 5 lakh.
 Certain new Sections were added to clarify and expand the scope of the Act:
 Section 66A: Sending offensive Messages - Applies to any information
that is grossly offensive or menacing or false information. Also covers
Cyber Stalking and Phishing.
 Section 66B: Receiving a Stolen Computer Resource - Applies to
purchase or trading or use of stolen computers or mobiles besides
information.
 Section 66C: Identity Theft - Applies to Password theft, theft of
cryptographic key etc.
 Section 66D: Cheating by impersonation - Applies to Phishing, Job Frauds
etc
o Section 66E: Violation of Privacy - Applies to Video Voyeurism
o Section 66F: Defines Cyber Terrorism and punishment for the same.
Offenses under this section punishable with imprisonment which may
extend to imprisonment for life
 Section 66F (A): Act done with the intent to threaten the unity, integrity,
security or sovereignty of India or to strike terror in the people or any section
of the people by:
 denying or cause the denial of access to any person authorized to access
computer resource; or
 attempting to penetrate or access a computer resource without
authorization or exceeding authorized access; or
 introducing or causing to introduce any computer contaminant;
 66F (B): Accessing computer resources that is restricted for reasons for the
security of the State or foreign relations, with reasons to believe that such
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resources so obtained may be used to cause or likely to cause injury to the
interests of the sovereignty and integrity of India
 Section 66A in conjunction with the Indian Penal Code, is used for different
criminal offenses, as listed below:
FIG 1.46 : Criminal Offenses
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Day 3
Application & Usage of Digital Signature Certificate
Application & usage of Digital Signatures Certificate

• Digital / Electronic Signatures are the electronic equivalents of the handwritten
signatures. Handwritten signatures fulfil the criteria that a manually signed document
can be attributed to the individual, as the signature is unique to the person
(authenticity, non-repudiation and integrity).
FIG 1.47 : Applications of Digital Signature

• There are many electronic signature technologies, which allow signing electronic
records, fulfilling the required criteria.
• Recognition to Digital Signatures is provided by Section 3 of the IT Act. According to
the section:
 Any subscriber may authenticate an electronic record by affixing his Digital
Signature.
 The authentication to be affected by use of asymmetric crypto system and hash
function which envelop and transform the initial electronic record into another
electronic record.
 The private key and the public key are unique to the subscriber and constitute
functioning key pair.
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 Verification of electronic record possible using public key of the subscriber.
• Section 5 of the Act establishes equivalence of Digital and Handwritten signature.
• The exact type of Digital Signature to be used is not specified in the IT Act.
• Section 10 of the Act confers the authority to Central Government to prescribe
Digital Signature Regime using Rules drafted under IT Act, 2000. These powers
include the powers to prescribe:
 the type of digital signature;
 the manner and format in which the digital signature shall be affixed;
 the manner or procedure which facilitates identification of the person affixing the
digital signature;
 control processes and procedures to ensure adequate integrity, security and
confidentiality of electronic records or payments;
 any other matter which is necessary to give legal effect to digital signatures.
• Accordingly, the following provisions were brought about by the Central Government
in the IT (Certifying Authorities) Rules, 2000:
 “Digital Signature shall be created and verified by cryptography that concerns
itself with transforming electronic record into seemingly unintelligible forms and
back again”;
 Public Key Cryptography to be used for creation and verification of Digital
Signatures
 Prescribes ITU X.509 version 3 standard of Digital Signatures
 Defines the Digital Signatures Regime including guidelines for Licensed
Certifying Authorities.
• Thus, Public Key Infrastructure (PKI) was the recommended standard for Digital
Signatures in India as per the IT Act, 2000. The Act also describes the Institutional
structures for governing the Digital Signature Regime.
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Day 3
Session 2:Service Level in e- Gov Projects
Service Orientation Approach
Service Orientation Approach

• Increasingly, e-Government projects are being designed on a service oriented
approach.
• This is in strong contrast to the situation a few years ago when e-Government
projects were being designed on the basis of a bought- out concept.
• Wherein the Government agency would require the ‘vendor’ to supply and install the
required IT infrastructure and the application software designed and developed for
meeting the requirements of the project.
• With the increasing realization that e-Government is more about providing efficient
and convenient services to the stakeholders than acquisition of IT assets,
Government agencies are preferring to procure a set of services conforming to
specified service levels.
• The role of Service Level Agreements (SLAs) assumes a great importance in
defining the service levels in a manner that ensures the maximization of the
customer satisfaction at an optimal cost and also provides a mechanism for
enforcing the service levels in a contractually binding manner.
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FIG 1.48 : Role of Service Level Agreements (SLAs)

• The concept of SLAs is well established in the infrastructure sector – physical
infrastructure, IT infrastructure, and Telecom sectors - it is still in an evolutionary
state in relation to service-oriented e-Government projects.
• There are only a few known examples in India of deployment of SLAs in e-
Government projects, like the MCA21 and Bangalore One.
• With increasing number of e-Government projects being designed on a service-
oriented approach, it has become imperative to create a framework for the design
and management of SLAs for the e-Government sector.
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Day 3
Dimensions of SLAs
Dimensions of SLAs
Design Considerations for the SLA Framework

• Every e-Government project, especially those with a business model involving the
private sector participation, should first create an SLA Framework at first and then
attempt designing the SLA(s) for the project.
• The following considerations should prevail in designing the SLA framework
• The SLA Framework should
 Be Simple to apply.
 Be Applicable to a wide variety of e-Government Projects of different sizes in the
G2C, G2B, G2G and G2E environments.
FIG 1.49 : Variety of e-Government Project
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 Balance the requirements of the wide spectrum of Stakeholder Groups.
 Ensure alignment of SLOs to the business objectives of the Project.
 Cover the entire lifecycle of SLA
 Be Legally sustainable
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Day 3
Implementing SLA
Implementing SLA
SLA Lifecycle
• An SLA is a living instrument. It evolves over the Project Development period and
lives through the project period. It is quite appropriate therefore to visualize the SLA
in its lifecycle.
• There are 6 steps in designing an SLA adopting the Lifecycle approach. These are
 Step 1: Articulating the Business Objectives
 Step 2: Defining the Services
 Step 3: Defining the Service Level Objectives (SLOs)
 Step 4: Defining Service Levels
 Step 5: Designing the Service Level Agreement and
 Step 6: Establishing Service Level Management (SLM)
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FIG 1.50 : SLA Lifecycle
Defining Service Levels

• Service Levels are target metrics specified for each service and help the
organization achieve the SLOs. A set of well designed and well-calibrated Service
Levels provides a necessary first step on the way to achieving success in an e-
Government
• Service Levels are characterized by 4 basic attributes:
 Service Level Parameters
 Service Level Metrics
 Service Level Measurement Method
 Service Level Enforcement Method
Service Level Measurement Method

• The heart of the SLA framework is the ability to measure the quality and quantity of
services delivered by the Service Provider in an e-Government project.
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• This follows the general principle of management that ‘you can control only those
aspects that can be measured precisely’
• In this view of the matter, it becomes critical to design a mechanism for
measurement of the various SLMx’s in such a way that we have precise idea on how
far the committed service levels are complied with by the service provider
• The tools designed for measuring the SLMx’s should be
 precise
 100% reliable
 accurate
 consistent,
 trustworthy
• It is most desirable that the mechanism for measurement of SLMx’s should be
completely objective without any need for interpretation or scope for exercise of
discretion
• This is best achieved by establishing an appropriate tool for measuring SLMx’s
during the project implementation period itself
• Several of the Enterprise Management Systems offer products that have the
capability of tracking, measuring, and managing service levels.
• While the COTS products in this area offer very good solution for the technical SLAs,
they do not enable us to measure a host of other SLMx’s required in an e-
Government project, described above in the section on SLP’s.
• In such cases, we have to necessarily either customize the COTS product or to
develop a fresh application for measuring SLMx’s.
• In this regard it is essential that the tool selected or developed for measurement of
SLAs is got audited by a neutral third party initially and at periodical intervals
thereafter, so as to create the necessary environment of trust and reliability
• Some of the SLMx’s in e-Government projects are not quite amenable to
measurement through automated tools.
• Most of the SLMx’s that seek to measure the quality of service fall under this
category. Such SLMx’s can be measured through two methods namely
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 conducting a periodic survey of the outcomes of the project and its impact among
the stakeholders and
 Obtaining the feedback from a cross-section of the customers served, picked up
randomly, through administration of a feedback form at the service delivery point
immediately after the service is rendered.
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Day 3
Establishing a tool for SLA
Designing the Service Level Agreement

• A Service Level Agreement (SLA) attempts to capture the essence of the entire
service level framework envisaged for an e-Government project.
• It is a legally enforceable instrument that touches all the components of the SLA
framework developed.
• The components of a typical SLA are listed below
 Objective Statement, including SLOs
 Service Level Parameters
 Service Level Metrics
 Service Level Measurement
 Roles and Responsibilities of the Parties to the SLA
 SLA Enforcement Method, including payments, rewards and penalties
 Relationship Management
 Change Control
 Risk Transfer and Risk Sharing
• The following principles are useful to follow while designing SLAs for e-Government
Projects.
 It is absolutely essential to design a complete SLA framework before attempting
to draft the SLA.
 The SLA should not give scope for interpretation nor should it contain any areas
of discretion available to either party
 It is desirable to take the services of legal experts for drafting the SLA.
 The focus of the SLA should be on defining the service levels and the
methodologies for measurement and payment and equally importantly, the
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framework for managing the SLA inan effective manner throughout the term of
the arrangement with the service provider
 SLAs have to be evolutionary in nature, especially given the fact that the term
extends to long periods like 5 to 10 years.
 It is therefore, essential to incorporate certain enabling provisions in the SLA that
would permit a periodical review of the SLMx’s with regard to their continued
relevance and workability during the term.
 Such a review may be conducted annually in a joint effort by the service-seeker
and the service-provider.
 Necessary adjustments may be made to the SLMx’s so that they are closely
aligned to meet the evolving requirements of the project.
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Day 3
Service Level Management (SLM)
Service Level Management (SLM)

• Service Level Management relates to effectively managing the relationship
between the service-seeker and the service-provider during the term of the
agreement with a common objective of achieving the service level outcomes
envisioned for the e-Government project.
FIG 1.51 : Service Level Management (SLM)

• The essence of theSLM is Relationship Management.
• Depending on the nature, size, and complexity of a project, two models of SLM
emerge as mentioned below
 Joint Management Model: In this model a Joint Management Committee is
constituted with Representatives of both the parties.
 The Committee would be made responsible for measuring the SLAs, resolving
areas of conflict through a discussion, and regulating the payments.
 They would also be responsible for any remedial action required in respect of
deviations in performance against the SLA.
 Third Party PMU Model: In this model the responsibility of managing the SLA is
given to a neutral party selected by the service seeker through an open process.
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 Very often such a party can also perform other management functions relating to
the program.
 Accordingly it can be termed as the Third Party PMU, which is typically
established during O&M period of a project.
 The PMU Model offers distinct advantages over the Joint Management Model as
it assures neutrality between two parties on all matters relating to the SLM. The
recommendations of the PMU have to be honored in total by both the parties.
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Day 3
Session 3 : Audit for e- Gov Projects
• To ensure trust and confidence of the citizens and all stakeholders involved in the
National e-Governance Plan, it is important to provide necessary 3rd Party Audit and
Testing services for compliance and certification to various mission mode projects.
• STQC, which is a Directorate of DEIT, has been providing testing, audit, compliance
and certification services in IT domain to the private sector.
• However, with the inception of NeGP, STQC has extended its services to many e-
Governance initiatives and the recent one is MCA21.
• Through this project, GoI has established 7 "e-Governance Conformity Assessment
Centres (eGCA)" across the country (i.e. Chennai, Bangalore, Hyderabad, Delhi,
Kolkata, Pune/Mumbai, Guwahati) to provide the requisite facilities for testing, audit
and certification.
• The objective of the project is to create national infrastructure (region-wise) in terms
of skills, knowledge and experience with technical and legal expertise in the areas of
Information Security, Software Quality, IT Service Quality, Legal and ethical issues
of web sites etc. so that conformity with applicable requirements and regulations can
be assessed by an independent Third Party rather than relying solely on the
assertion of developers and service providers.
• With this project GC Awill support
 10 Central Government Mission Mode Projects : Income Tax, Passport visa,
Immigration Project, MCA21, Insurance, National Citizen Database, Central
Excise,Pension,Banking,e-office.
 13 State Government Mission Mode Projects : Land Records, Road Transport,
Property Registration, Agriculture, Treasuries, Municipalities, Gram Panchayat,
Commercial Taxes, Police, Employment Exchange, Health, Education, PDS.
8 Integrated Services Mission Mode Projects : EDI e-Commerce, E-biz,
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Common Service Centres, India Portal, EG Gateway, E-procurement, E-courts,
Posts.
• And other non-mission mode projects of various Ministries and State governments.
This support was made available in the form of Quality Assurance and Conformity
Assessments to:
 State Wide Area Network (SWAN)
 Data Centre (DC)
 Common Service Centres (CSC)
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Day 3
Session 4 : Open Standards, India Portal
National Policy on Open Standards

• The national policy on Open Standards was set out by DIT, with the following
purpose:
 Sets out guidelines for the consistent, standardized and reliable
implementation of e-Governance solutions.
 Ensure seamless interoperability of various e-Governance solutions
developed by multiple agencies.
 improve the technology choices available and avoid vendor lock-in
• The policy is applicable for all systems used in e-Governance, and all standards
used in e-Governance systems, including interfaces and data archival. All legacy
systems should ensure external interfaces adhere to the policy.
• The policy envisages selection of a single standard in each technical domain,
which complies with certain mandatory and desirable characteristics. The
mechanism for finalizing and implementing the standards is given below:
 GoI identifies domains for standardization and identifies the authorized
agency to select the standard.
 The selected agency shortlists the standards and after extensive
consultations, finalizes the standard.
 Once standard is recommended, industry shall be given a definite time for
progressive compliance with the standards, be it for interface or for the entire
system.
• Once the standard is finalized, all Government IT Systems should comply with the
standard recommended in the particular domain. All Requests for Proposals for e-
Governance systems shall include the guidelines for ensuring compliance to Open
Standards.
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Day 3
Session 5 : New Technological Advances
New Technological Advances

• Emerging technologies are those technical innovations which represent progressive
developments within a field for competitive advantage.
• Below mentioned Emerging technologies can play a vital role in the e-Governance
vision.
Mobile Governance
• Mobile technologies provide the opportunity to both reach citizens who are currently
under-serviced by government, largely as a result of the lack of land-line
connectivity, and to provide greater convenience to all citizens who are already
accustomed to using their cell-phone as a primary means of communication.
• M-Governance can be used to providing government services like grievance
redressal, status of pending applications, alerts for filing tax returns, utility payments
etc.
• The current generation of wireless/mobile technology includes cellular phones,
pagers, wireless-enabled laptop computers, PDAs, wireless local area networks
(WLANs), and GPS, with the wireless service providers’ technology enabling
transmittal of voice and text/data working fairly well.
• With the advent of wireless networks and broadband, wireless devices can be
content rich, enabling transmittal of content rich graphics, video, and other
information.
• Mobile technology has significant potential for providing commercial applications,
especially in the business-to-consumer (B2C) domain, which we call “m-commerce”.
Biometrics Technology
• Biometrics consists of methods for uniquely recognizing humans based upon one or
more intrinsic physical or behavioral traits.
• Biometrics technologies can be used to identify a person by his Finger print, Face or
IRIS. This technology can be useful to ensure the delivery of service to right person.
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• India is undertaking an ambitious mega project (the Multipurpose National Identity
Card) to provide a unique identification number to each of its 1.25 billion people.
• The Identification number will be stored in a central database. It consist the biometric
information of an individual. If implemented, this would be the biggest
implementation of the Biometrics in the world.
• Biometrics Technique:
 Finger Print authentication
FIG 1.52 : Finger Print Authentication

 Face verification
FIG 1.53 : Face Verification
 IRIS recognition
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FIG 1.54 : IRIS Recognition

 Vein matching/ Retinal scan
FIG 1.55 : Vein matching/ Rental scan

 Speaker recognition
FIG 1.56 : Speaker Recognition

 Automatic Finger Print Identification System
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FIG 1.57 : Automatic Finger Print Identification System

e-Payment Gateway
• The goal of the e-payment gateway project is to provide a mechanism to handle the
online payment for services offered by the government, which subsequently, will be
made available to commercial entities.
• The e-payment gateway is a key enabler to the successful delivery of public sector
services online and once operational will increase the adoption of e-services due to
its efficiency and ease-of-use.
• The e-Payment Gateway can support Internet and other electronic channels
including the mobile phone, IVR, Call Center, etc in future.
 The e-Payment Gateway will provide an operational component of the e-
Governance infrastructure and a full e-Commerce facility that will allow secure
online payments (e-Payments).
 The e-Payment Gateway will operate as a critical shared service within the e-
Governance architecture along with the State Government e - Services Portal.
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Quiz
1. Attack metrologies which are generally used to defaced are
a. Password stealing
b. FTP server intrusion
c. DNS attack
d. All the above
2. In service level Agreement life cycle, service levels are characterized by how
many attributes
a. 6
b. 4
c. 7
d. 3
3. Which one of the step is the final step in the Service Level Agreement life cycle
approach
a. Establishing Service Level Management (SLM)
b. Defining the Service Level Objectives (SLOs)
c. Articulating the Business Objectives
d. Defining the Services
Answers:
1.d
2.b
3.a
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Assessment 2(True or False) of day 3
1. There is only one electronic signature technologies, which allow signing

electronic records, fulfilling the required criteria.
a. True
b. False
2. The exact type of Digital Signature to be used is not specified in the IT Act.
a. True
b. False
Answers:
1.b
2.a
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Course : COURSE ON e – GOVERNANCE (G2 LEVEL)

Module : Information Technology and Society

Session 1: Insight into the National e-Governance Plan (NeGP)

Session 2: e-Governance Project Life Cycle

Session 3: e-Governance project analysis and outcomes

Session 4 : Role of NSDG and India Portal

Session 5: Service Delivery Mechanism (CSC)

Session 1: Procurement of e-Governance project

Session 4: Business Models for e-Gov projects

Session 5: Change management and capacity building

Session 1: Regulatory Framework for e-Gov projects

Session 2: Service Level in e-Gov projects

Session 3: Audit for e-Gov projects

Session 4: Open Standards, India Portal

Session 5: New Technological Advances

Session 1: Insight into the National e- Governance plan (NeGP)

Overview of NeGP & e-Governance Core Infrastructure

Overview of NeGP & e-Governance Core Infrastructure

FIG1.1 : NeGP Program Framework

• Strategy to realize the NeGP vision

Core infrastructure of NeGP

FIG 1.3 : Common Service Center

FIG 1.4 : State Data Center Information Graph

FIG 1.5 : State Wide Area Network (SWAN)

• Minimum 2 Mbps connectivity till Block level

FIG 1.6 : State Service Delivery Gateway (SSDG)

FIG 1.7 : e-District Architecture

Session 1: Insight into the National e- Governance plan (NeGP)

Role of Central line ministries and state/UT

Role of central line ministries and state/UT

Session 1: Insight into the National e- Governance plan (NeGP)

Accelerating implementations at central and state level

Accelerating implementations at central and state level

FIG 1.8 : 222 Services provided (out of 252 planned)

Core Infrastructure under NeGP

FIG 1.9 : Core Infrastructure under NeGP

FIG 1.10 : Strengths and Weaknesses of NeGP

FIG 1.11 : Opportunities and Threats of NeGP

Need for redefining NeGP

Session 1: Insight into the National e- Governance plan (NeGP)

DeitY Key interventions and new initiatives

DeitY Key interventions and new initiatives

FIG 1.12 : Department Of Information Technology (DeitY)

FIG 1.13 : e – Kranti

What’s New in NeGP 2.0?

GI Cloud Initiative (Meghraj)

FIG 1.14 : GI – Cloud MeghRaj

Policy & Policy Principles

FIG 1.15 : GI cloud (MeghRaj) Architecture

Session : 2 e-Governance Project Life Cycle

e-Governance Project Life Cycle

FIG 1.16 : e-Governance Infrastructure

Session:3 e-Governance project analysis and outcomes

e-Governance Project outcomes clarity

e-Governance project outcomes clarity

FIG 1.17 : Examples of Common Service Center

Session:3 e-Governance project analysis and outcomes

Project impact on citizens/government – through study

Project impact on citizens/government – through study

Benefits / Outcomes of e-Governance

Session:3 e-Governance project analysis and outcomes

Economic and social benefits

Economic and social benefits