Detailed Project (DPR) Report Dehradun, Government of ... · Detailed Project (DPR) Report...

Detailed Project (DPR) Report

Dehradun, Government of Uttarakhand

May-2007

This document is a confidential document of Govt. of Uttarakhand. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, whether electronic, mechanical, photocopying, recording, or otherwise, without the written permission of

Government of Uttarakhand.

Prepared By: Wipro Consulting

UTTARAKHAND – CAPACITY BUILDING

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TABLE OF CONTENTS

1 INTRODUCTION............................................................. 4

2 SUMMARY OF EGRM....................................................... 5

2.1 E-GOVERNANCE VISION .........................................................5 2.2 E-GOVERNANCE BLUEPRINT.....................................................6 2.3 CORE INFRASTRUCTURE INITIATIVES...........................................7 2.4 APPLICATIONS INITIATIVES.................................................... 11 2.5 E-GOVERNANCE ROADMAP:................................................... 14 2.6 SERVICE DELIVERY CHANNELS AND STRATEGY.............................. 18

3 SCOPE OF SEMT........................................................... 20

4 CAPACITY GAP ANALYSIS ........................................... 22

4.1 STATE LEVEL CAPACITY GAP ANALYSIS ...................................... 22

5 PROPOSED STRUCTURE............................................... 27

5.1 PROPOSED PEMT STRUCTURE ................................................ 29 5.2 GOI SUPPORT FOR CAPACITY BUILDING UNDER NEGP ..................... 30 5.3 REQUIREMENT FOR ADDITIONAL RESOURCES FOR SEMT .................. 30

6 COSTING OF CAPACITY BUILDING .............................. 32

6.1 HUMAN RESOURCE EXPENSES................................................. 32 6.2 INFRASTRUCTURE AND HARDWARE EXPENSES............................... 32 6.3 TRAINING EXPENSES ........................................................... 33 6.4 OPERATIONAL EXPENSES ...................................................... 34 6.5 OUTSOURCING TASKS EXPENSES ............................................. 34 6.6 TOTAL EXPENSES ............................................................... 35

7 CONCLUSION............................................................... 36


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List of Exhibits

...........................................................................................................

EXHIBIT 1: E-GOVERNANCE VISION OF THE STATE.....................................5 EXHIBIT 2: E-GOVERNANCE BLUEPRINT - UTTARAKHAND..............................6 EXHIBIT 3: ARCHITECTURAL FRAMEWORK FOR USWAN...............................8 EXHIBIT 4: CORE APPLICATIONS FOR UTTARAKHAND ................................13 EXHIBIT 5: E-GOVERNANCE ROADMAP .................................................17 EXHIBIT 6: SERVICE DELIVERY CHANNELS & STRATEGIC APPROACH ..............18 EXHIBIT 7: EXISTING INSTITUTIONAL FRAMEWORK ..................................22 EXHIBIT 8: PROPOSED INSTITUTIONAL FRAMEWORK .................................24 EXHIBIT 9: PROPOSED SEMT STRUCTURE .............................................28 EXHIBIT 10: INDICATIVE PEMT STRUCTURE ..........................................29 EXHIBIT 11: HUMAN RESOURCE FINANCIAL ESTIMATE ..............................32 EXHIBIT 12: INFRASTRUCTURE FINANCIAL ESTIMATE ................................33 EXHIBIT 13: TRAINING ESTIMATE.......................................................33 EXHIBIT 14: OPERATIONAL EXPENSE ESTIMATE ......................................34 EXHIBIT 15: OUTSOURCING EXPENSE ESTIMATE .....................................34 EXHIBIT 16: TOTAL EXPENSE ESTIMATE ...............................................35


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1 Introduction

The Government of India has planned a national level initiative - National e-

Governance Plan, NeGP for increased transparency, efficiency and effectiveness

in delivery of citizen services.

NeGP has been drafted keeping in mind that the nature and scale of e-

governance initiatives planned within the domain of the State Governments,

present a major managerial and technological challenge as these projects would

be implemented in a “mission mode”, (with clearly defined goals, timelines and

responsibilities) by concerned departments of the State Governments.

Therefore for successful implementation of e-Governance initiatives, planned

under NeGP, it is important to augment the people / expertise available within

the Government and increase participation/outsourcing of people from outside

the Government for carrying out various activities including the following:

• Preparation of Detail IT Road Maps for each Department of the State

Government.

• Preparation of Detail Project Reports (DPR)

• Project Management

To carry out the above activities, adequate support through a dedicated,

professional team need to be in place with appropriate skill-sets and aptitude

(i.e. Capacity Building) at two levels:

• State Level

• Department Level

NeGP provides a good opportunity for the state to achieve its vision, which is

“To have the state of Uttarakhand fully digitized – a networked society

where information flow and access across all sections of the society,

enabled through effective ICT infrastructure, would propel the

economic growth of the state leading to a very high quality of life of its

citizens.”


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2 Summary of EGRM

A brief overview of the e-Governance Roadmap is provided here for ready

reference.

2.1 E-Governance Vision

The e-Governance Vision statement outlines the distinctive and specific ends for

which the Government of Uttarakhand would like to utilize ICT to achieve and

propel the economic growth of the state for a high quality life of the citizens of

the state. Following is the e-Governance Vision of the state:

“The Vision is to have the state of Uttarakhand fully digitized – a networked society where information flow and access across all

sections of the society, enabled through effective ICT infrastructure, would propel the economic growth of the state leading to a very high

quality of life of its citizens.”

EXHIBIT 1: E-GOVERNANCE VISION OF THE STATE

The EGRM spells out the strategy for the effective implementation of the e-

Governance vision.

The important points made in the EGRM are:

• The strategy for e-Governance Roadmap revolves around creating

synergies by using common infrastructure, applications and policies

across the state.

• An institutional framework, with involvement of the state’s senior

executives (both politcal and administrative ) has to be put into place

to ensure the continuity and proper management of the e-Governance

initiatives.

• There is an urgent need for putting into place some core infrastructure

that would serve as the backbone for all the future e-governance

initiatives. The core infrastructures required are:

State Wide Area Network (SWAN)

State Data Centre

Common Service Delivery Centres (CSCs currently in place).


2.2 E-Governance Blueprint

The blueprint diagram is a depiction of the outcomes of visioning and strategic

planning processes, which sets out the big picture of the key areas of e-

Governance initiatives and their relationship. It is a snap shot of all the area

where the state needs to undertake recommended initiatives to achieve the

goals of the e-Governance roadmap. The blue print is a pictorial representation

showing the priorities of various sectors for e-Governance initiatives in the

State.

Partially implemented proje

Recommended Initiatives

Ongoing / Implemented In

ISMS

Inventory Mgt.

CORE INFRASTRUCTURE

SHRMS

Other Core

Applica-tions

Co-

operatives

Labour & Employ-

ment

Finance including

Treasuries*& Commercial

Tax*

Secretariat Adminis-

tration

Food & Civil

Supplies

Tran sport*

Water Resources &

Irrigation

Rural Dev. & Panchayati

Raj

MPHS

CDV PKI (Unique ID)

GIS E- Tend-

ering

Uttara Portal

CSCs Data Centre

Information Mgt.

Core Policies

U-SWAN

Urban Develop-

ment

Revenue including

Registration* & Land

Records*

Educa-tion

Forest

Energy

Agri-culture

* NIC Initiatives

EXHIBIT 2: E-GOVERNANC

CORE PROJECT

Tour-ism S

Health

DEPARTMENTAL PROJECT

6

cts/initiatives

itiatives

Industries

PWD

Police

SWD Law

E BLUEPRINT - UTTARAKHAND


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2.3 Core Infrastructure Initiatives

Core Infrastructure forms a backbone for e-Governance in the state. Core

Infrastructure could be used by all Government Departments and its agencies,

and thereby reduce project costs for each department. Conceptually the

backbone requirement for every e-Governance projects is as follows:

• At the back-end a repository of all the data and applications (State

Data Centres)

• Connectivity of the back-end to all the front-ends which includes

department offices (State Wide Area Network)

• The front-end delivery of services (Citizen interface Centres)

2.3.1 STATE DATA CENTRE (SDC)

The State Data Centre is in the conceptualization phase and is under the

current initiatives of the state. State Data Centre (SDC) shall provide

international standards’ compliant, reliable, highly available and secured

computing facility to host critical statewide applications, data and websites.

SDC will provide system hosting (operation, management and maintenance)

services for the Government's central IT infrastructure and departmental

information systems. It will also provide Disaster Recovery (DR) facilities for

the Government's mission critical systems.

The SDC should have a network control centre and a central help desk that will

monitor the government-wide data network and critical network devices.

2.3.2 STATE WIDE AREA NETWORK (SWAN)

2.3.2.1 Background

Considering the large number, type and reach of e-Governance services and

applications (G2B, G2G, and G2E) that are planned over the next 3 to 5 years,

the need was felt for a State Wide Area Network to enable the efficient

communication of data, voice and video among the various offices of the state

government at the state, district, subdivisions, and block level. The State of

Uttarakhand embarked upon the USWAN program under the National e-

Governance Action Plan (NeGAP). Under NeGAP, the SWAN is to extend

connectivity to the Block level through State Wide Area Networks (SWANs).

Support for the establishment of SWAN infrastructure up to the Block level is

being provided by Department of Information Technology, GoI. SWAN shall be

an integrated and reliable communication backbone connecting all government

offices/departments or Kiosks in Uttarakhand.


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Minimum bandwidth to be made available would be 4 Mbps up to district level

as well as 2Mbps up to block level on a dedicated basis through leased lines /

satellite.

2.3.2.2 Present Status

A proposal for establishing USWAN was sent to DIT, GoI on 5th March 2006. The

proposal was approved by DIT. The total cost of the accepted project is Rs.

7078.31 lakhs with a DIT share of Rs 3963.51 lakhs. TCIL has been hired as

consultant for establishing SWAN.

Architecture of USWAN

The State Wide Area Network (USWAN) aims to provide a reliable, integrated

and robust connectivity infrastructure catering to high speed and high capacity

delivery of voice, data and video transmissions along with setting up an open

standard based, interoperable, scalable network infrastructure providing a

ubiquitous communication backbone for the State’s distributed information

processing environment in addition to enabling connectivity to various

government departments. The USWAN shall have hierarchal structure from

State HQ to District HQ to Sub Division HQ / Block HQ. The network shall follow

STAR topology ultimately with horizontal PoP connected at different levels.

B loc k-1 B loc k-2 Block -n Bloc k-1 B loc k-2 Block -n

314 Blo ck

2 MB PS lin es

8 MB PS lin es

B loc k-1B loc k-1 B loc k-2B loc k-2 Block -nBlock -n Bloc k-1Bloc k-1 B loc k-2B loc k-2 Block -nBlock -n

314 Blo ck

2 MB PS lin es

8 MB PS lin es

121 Bl ocks / Tehsil s

13 D istr icts

Di stri ct 1 D i stri ct 2 D istrict 3D istrict 4 Di stri ct 5 Di stri ct 13

4 MBPS lines

EXHIBIT 3: ARCHITECTURAL FRAMEWORK FOR USWAN.


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2.3.3 Service Delivery Infrastructure (CSCs)

The third of the core infrastructure is providing front office to the citizens for

efficient delivery of services. Currently there are about 200 odd CSC’s

Operating under various different schemes. A Total of 2625 CSC’s are planned

to be rolled out in the state, which would enable the information flow across all

levels of the state, right from state to village level.

The key elements to consider in achieving progress on the front office are:

• Customers; the customers could be citizens, businesses or other

government departments

• Services identified for delivery through the channels

• Channels for exchange of information / delivery

Each of the elements is discussed in detail below.

Customers: The customers can be classified into three key segments viz.,

Citizens (including residents and tourists), Businesses operating in the State of

Uttarakhand and Business Partners (e.g. suppliers and other governmental

organizations).

The GoU customers can be grouped under the following categories based on the

type of the relationship they have with government. These categories are:

Citizens: The citizens are the residents and tourists of Uttarakhand. ‘Residents’

constitute the largest customer segment and the most frequent users of the

majority of services of the GoU departments and information. Their relationship

with government can be summarized as follows:

• Use the government infrastructure in terms of roads, drainage

networks, irrigation networks, public parks, etc.

• Access the departmental services such as payment of taxes,

registration of transactions, issue of various types of certificates, etc.

• Report problems and provide suggestions.

• Payment of Bills and other transactions

Businesses: This refers to the public and private sector organizations that

access the services and information from the Government departments. Their

relationship with these type of organizations can be summarized as follows:

• Pre-establishment services such as registration, licenses, etc.


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• Post-establishment services such as payment of taxes, filing of

returns, etc

Employees: The employees working for the government constitute this

segment. They avail services from the government such as payroll, benefits,

etc.

The key customer requirements that need to be addressed by E-Government

are:

• Simple and accessible windows for various segments of customers

through e-Governance of all Government information and services .

• Minimize the time spent on repeated visits to government offices.

• Customers should no longer be required to submit the same

information / documents repeatedly

• Feedback mechanism to be established

Setting up of the Service delivery Infrastructure is going on in the state of

Uttarakhand and a Number of CSC’s are operational under different districts of

the state. But the scale of the infrastucture has to increased and number of

applications through which certain services can be delivered, are to be made

available to the citizens through these CSC’s & Kiosks.


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2.4 Applications Initiatives

The e-Governance Roadmap includes Core and Integrated departmental

applications. The Core applications will be spread commonly across all the

departments of the State whereas the Integrated departmental applications will

be for each of the departments that have been covered as part of this study.

Together both these categories comprise the Applications’ Roadmap of the

State.

Ongoing Core Application Initiatives

Name Description

HRMS (Human

Resource

Management

System)

The HRMS project involves creation of an integrated

technology solution to address the needs and streamline the

complex and dispersed Payroll and Human Resource

Management System. Its key components are:

• Sourcing and selection of personnel covering recruitment,

appointment and pay fixation

• Rewarding and retention of the personnel

• Development and counseling for personnel

• Retirals covering resignation, retirement and pension

• Payroll processing

• Time, attendance and leave management

• Loans and advances, LTC, housing, vehicle management

etc.

• Information management

• Knowledge base of various Gazette Orders applicable to

HR and payroll

MPHS-CDV-PKI The project involves creation of a database of the residents of

the state through computerization of the Multipurpose

Household Survey capturing the socio-economic data and

formation of a CDV (Central Data Vault) for all the data

related to citizens that would aid the government in

Integrated Service Delivery. The project would include

Intelligent Analysis of the data so captured. It would include

issuance of smart cards to the residents of the state.

The project also involves establishing a PKI (Public Key

Infrastructure) to ensure security, confidentiality and

accuracy of the data.


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Uttara Portal The project involves building of an Integrated Service

Delivery interface for the citizens, businesses and employees.

It is envisaged that all the back-end applications will be

integrated to the Uttara Portal. The project has the following

phases:

• Phase-I: Provision of Information Service

• Phase-II: Provision of Two way services with no legal

implications

• Phase-III: Provision of Two way services with legal

implications

The current scope of the Project covers the first two phases

Recommended Core Application Initiatives

Name Description

2. E-Procurement

E-Procurement initiative can be initiated which will be

supported through electronic purchase requisition

generation , comparison of Quotes , selection of vendor

and placement of order. It will also facilitate purchase

order processing follow-up and monitoring deliveries

through conformation of receipt of goods simply by

entering PO number. The Solution should also support

invoice verifications. Departments would be provided a

facility to raise an online requisition for any purchases (

Major/Minor). Based on the sanctioning levels , the

requisition would be approved online by the respective

authority. The e-procurement system can have the

facility for issuance of tenders through predefined

templates/ proformas. The tender responses can be

compared and based on the successful tenderer quotes ,

supply order , work order generated with standard

terms & conditions

Integrated

Scheme

Application and

Database

The project would involve creation of a centralized database

of all the government-sponsored schemes including both

state and central government schemes. It may also include

any externally funded schemes. The individual departments

and institutions would be able to use this centralized scheme

application and related information database for effective

distribution.


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GIS Application Considering the terrain, where more than a majority of the

state is hilly in nature and faces inhospitable weather for a

reasonable duration every year, the state may go for a GIS

application initiative. The application initiative would cover

the broad requirements of the entire state with links to the

concerned departments for specific data and information.

Recommended Integrated Applications

Name Description

Grievance Redressal System

Grievance redressal system should be able to handle

lodgement of public grievances, flagging the grievances

to the respective authorities and provision for recording

redressal steps taken for the corresponding grievance.

This Application should act as a Integrated application,

as various departments can use the same for providing

better citizen satisfaction.

EXHIBIT 4: CORE APPLICATIONS FOR UTTARAKHAND

2.4.1 Planned E-Governance Initiatives

The e-Governance Roadmap provides details of the type of services/processes

which should be taken up for e-Governance. However the list is based on the

discussions with the stakeholders and a socio-economic analysis of the state

performed during the study and is to be used as a guide. The complete scope of

work under each of the recommended e-Governance initiative should be

finalised during the preparation of the DPR for that department.

Once the departments finalize the DPRs, it is expected that Govt. of

Uttarakhand(GoU) would initiate some of these projects in the state in the next

3 years. For these projects a Detail Project Report/Proposal (for funding) and

the tender document (for software development vendors) should be prepared

subsequently.

The Important e-Governance initiatives may be segregated under 3 categories

a) Core Infrastructure – projects which would form backbone for all the

departments

b) Core Applications – Applications which could be standardised and could be

replicated in all the department without any major modifications

c) Integrated departmental Applications - Applications which would

address the specific needs of the department


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The following 3 projects have been identified as a Core Infrastructure projects:

• State Wide Area Network : Provide backbone connectivity from State

Headquarters to Block level

• State Data Centre : A repository of all the data and applications at a

State Level

• Common Services Centres : A front-end service delivery centre

The initiatives which should be planned during the next three years at the

Department level have been indicated below in the departmental application

roadmap which would give a initial thrust to the e-Governance in the diff

departments identified . The exhibit below also indicates the Prioritization of

these recommended activities over the three year period.

2.5 E-Governance Roadmap:

E-Governance Roadmap for Uttarakhand

2006 2007 2008 2009 1. Define Policy and standards Define HR Policy Define IT Standards and Data

Standards in detail

Define Security Policy 2. Implementation on-going projects (NIC Project are mentioned in another table)

Uttara Portal Education-TS Portal e-Class Agriculture Portal Social Welfare Project Urban Development of Local Bodies

Public Works Department Project MPHS- CDV-PKI Badri-Kedar Portal HRMS 3. Formulate Citizen Charter 4. Core Infrastructure Projects

Anchor Deptt.

SWAN Establishment & Operationalization

ITDA

State Data Centre Establishment & Operationalization

ITDA

Common Service Centre Establishment Operationalization ITDA Uttara Portal Operationalization ITDA 5. Core Applications GIS Establishment Operationalization DMMC/Rev

enue Information management & Grievances Redressal System including RTI& Assembly Question, website updation, etc.

Pilot Operationalization (Roll Out)

CM Secretariat


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Inventory Management System

Establishment Operationalization SAD

Attendance Monitoring System Establishment Operational-ization

Personnel

Scheme Monitoring System Establishment Operationalization Planning e-Tendering & e-Procurement Establishment Operationalization Finance Court Case & offences Mgmt. System

Establishment Operational-ization

Law

Budget & Audit Management System

Establishment Operationalization Finance

Digital Library Establishment Operational-ization

Higher Education

Unique ID & Integration of all databases

Establishment Operationalization IT & Planning

Infrastructure Project Management System

Establishment Operationalization PWD

Online Transaction System Establishment Operationalization Finance Single Window Integrated Workflow Automation System

Establishment Operationalization SAD

6. Departmental Application

2006 2007 2008 2009

Agriculture AGRISNET, Crop Information System

RD & PR Creation of Beneficiary Database

RD&PR Automation System Scheme Management System

Finance Commercial Tax Computerization

Pension Management System Integration of all Applications

Revenue e-District Implementation

Integration of all Applications at district level

Food & Civil Supplies Creation of Beneficiary Database

Workflow Automation, Ration Card Automation System

Food Coupon Monitoring system

Police Common Integrated Police Application Jail Administration System

Integration of all Applications

Transport Computerization of Transport Corporation, Integrated check post

Labour & Employment Admission & Counseling Management System

Education Integration of all Applications

Forest Forest Management Information System, Scheme Management System, Forest Fire Control System

Integration of all Applications


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Tourism Tourism Information System, e-Governance in GMVN, KMVN & UTDB

Integration of all Portals

Co-operatives PACS Monitoring System, Banking solution for DCBs, Herbal Products Database

& Application Health Birth & Death

Registration System, Food & Drug Control Automation System, Inventory Management System

Enhancement of Disease Surveillance System Telemedicine

Industries Single Window clearance system, PMRY Computerization

Secretariat Administration Asset Management System, Gate Pass issuance & Management System

Law City Civil Court Computerization

Energy Computerization of Corporations, Loan Management System

Public Works Integration of all developed Applications

Water Resources & Irrigation Computerization of Peyjal Dept, Application software for Irrigation Department

Initiatives already under way in these departments are listed elsewhere


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Suggested list of Department in Government of India who can provide funding for Departmental Projects

List of Departments/Projects Funding Departments in GoI

Infrastructure Projects DIT, GoI

Core Applications DIT, GoI

Agriculture Ministry of Agriculture, GoI

RD & PR Ministry of Rural Development & Ministry of

Panchayatiraj, GoI

Finance Ministry of Finance, GoI

Revenue Ministry of Rural Development & Ministry of Communications & Information Technology, GoI

Food & Civil Supplies Ministry of Consumer Affairs: Food & Public Distribution, GoI

Police Ministry of Home Affairs, GoI

Transport Ministry of Road Transport & Highways & Ministry of Communications & Information Technology, GoI

Urban Development Ministry of Urban Development & Poverty Alleviation, GoI

Labour & Employment Ministry of Labour, GoI

Education Ministry of Education, GoI

Forest Ministry of Environment & Forests, GoI

Tourism Ministry of Tourism, GoI

Co-operatives Ministry of Agriculture, Ministry of Panchayatiraj & Ministry of Rural Development, GoI

Health Ministry of Health & Family Welfare, GoI

Industries Ministry of Small Scale Industries, GoI

Secretariat Administration Ministry of Personnel, GoI

Law Ministry of Law & Justice, GoI

Energy Ministry of Power, GoI

Public Works Ministry of Urban Development, GoI

Water Resource & Irrigation Ministry of Water Resources, GoI

EXHIBIT 5: E-GOVERNANCE ROADMAP


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2.6 Service Delivery Channels and Strategy

During the study of the identified departments it was also analysed as to what

services should be provided to the various stakeholders initially and the

possible delivery channels for these services. The table below presents a list of

these services and the most suitable delivery channels:

Service Delivery Channel

Services CIC/ CSC

Website / Portal / Internet

Tele-phone

Segment

Food & Civil Supplies Providing Information to Citizens about the Nearest rationed shops , food Grains availability

G2C

Online application for applying for ration cards. G2C

Procurement of Food Grains G2B

Tourism Information and Reservation facilities G2C G2B

Online Registration , and filing of Luxury taxes ( By Hotels ) and their old status

G2B

Industries Single Window Clearance (Application filing , Registration , Payment & Status ) for SSI's

G2B

Labour Detailed Information on labour laws / Acts G2C; G2B

Employment market Information. G2C

Enabling online application form downloading, Filling up and it’s updated status

G2C

Online registration of Complaints & status availability

G2B ; G2C

E-Classrooms G2C

Health Providing Various Types of Information pertaining to Departmental Schemes, about Facilities available at CHC's / PHC's

G2C

Online Tendering facility for Medical Facilities (Infrastructure, Drugs)

G2B

Rural Development & Panchayati Raj Institutions Information on all Central Government, State Government and Externally aided schemes. Status of schemes and future plans.

Providing information about the rural market, traditional items etc.

G2C

Co-operatives

Providing Banking information to the stakeholders G2C G2B

EXHIBIT 6: SERVICE DELIVERY CHANNELS & STRATEGIC APPROACH


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All of the above services can be provided through the CSC/CICs, Web portals,

etc. For provision of these services in the most effective manner there are some

pre-requisites as listed below:

1. Integrated and Departmental applications need to be designed, developed

and implemented so that the back-end is ready. The above mentioned

service delivery channels can function only when the back-end

applications are in place.

2. A centralized portal and data centre where all these service supporting

data can merge

3. State wide connectivity so that all information is online

4. Setting up of the necessary infrastructure as mentioned in this report

Till such time as these pre-requisites are put in place, like the USWAN, the

State Data Centre and the Uttara Portal, etc. the provision of these services can

be made for information dissemination and downloading of forms, etc. to the

stakeholders with manual submission of forms.


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3 Scope of SeMT

As proposed in the NeGP Guidelines, if a state already has an institutional

framework in place then the same may be retained and/or enhanced. The state

has to ensure that the scope of the SeMT as mentioned in the guidelines should

be executed and the necessary capacity building exercise done for the existing

institutions.

The GoU has identified Uttarakhand eGovernance initiatives Project

Management Unit/ITDA as the nodal agency responsible for the e-

Governance initiatives in the state. It has been proposed through this study

that the same agency be retained and resource augmentation to be done.

These enhancements have been proposed keeping in mind the following scope

of the SeMT.

The scope of the SeMT as per the NeGP Guidelines is as follows:

• Preparation of Scope of Work for e-Governance initiatives

• Preparation of Request for Proposals (RFPs)

• Selection of External Agencies

• Managing and getting the best out of external agencies

• Internalizing the outputs/reports of external agencies

• Quality Assurance

• Preparation of Internal Note sheets for getting approvals/sanctions

• Conducting cost benefit analysis amongst various Technological and

other Policy options

• Provide the ability to ramp up the capacity as and when required by

the state governments and its departments

• Function as a permanent advisory body of the Apex Committee to

undertake e-Governance projects

• Provide constant inputs to the Apex Committee in formation of the

State e-Governance Master Plan, which would include the Key

Strategic Projects and Programs

• Overall Program Management of Projects including but not restricted

to:

Provide an overall direction, standardization and consistency

through Program Management of the e-Governance initiatives

in the state

Assist the departments within the State of Uttarakhand for

setting up dedicated teams (PeMT) for conceptualizing and

undertaking e-Governance projects in their departments (i.e.

building capacities at Department/Project level) through the

constitution of individual project groups


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Monitor and track the progress of projects within the

departments

Implement processes to ensure consistency and quality of

output including using standardized tools for data collection,

discussions, reporting and monitoring, etc.

Program manage all interdependencies, overalaps, conflicts,

etc. across projects as well as core and support infrastructure

shared across several projects

• Assess the training needs of the state on a constant basis and provide

a list of Training requirements

• Conduct all processes required for effective management of e-

Governance initiatives:

Issue resolution process

Program Communication process

Performance evaluation and review

Conflict Management process

Audits from time to time

Information and Technology Risk Assessment process

Information Management process

Risk Management process

Financial Management process (Viability, Costing, Accounting,

Budgeting & Monitoring)

Project plan and monitoring

Change Control process

Knowledge Management process

The SeMT should also be able to develop capacities for the entire state

based on a continuous assessment of changes in requirements. The

capacities may be in terms of people, training and processes.


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4 Capacity Gap Analysis

It needs to be appreciated that the projects with such a high value are being

already initiated and would also further require to be taken up by the state

Government with people who are full time working on these projects and have

a “big-picture” for the e-Governance in the state. The NeGP incorporates the

need for people working full time on the project with adequate skill-sets and

knowledge to initiate and manage the e-Governance projects.

At present, the Institutional Framework for IT in the state of Uttarakhand is as

follows.

Programme Steering Council (CM)

EXHIBIT 7: EXISTING INSTITUTIONAL FRAMEWORK

4.1 State Level Capacity Gap Analysis

The state has a Nodal agency as PMU eGovernance/ITDA, which is acting as the

sole agency for major iitiatives in the state of Uttarakhand. This existing

Institutional Framework as in the figure above is responsible for spearheading

the current e-Governance Vision of the state. The salient points of this

institutional framework are mentioned below:

1. The State has formed a Program Steering Council headed by the Chief

Minister of the State, for taking high-level policy decisions for e-

Governance projects within the state.

2. The State has formed an Apex Committee for the National

eGovernance Action Plan with the Chief Secretary as the Chairman of

the Committee as per the Capacity Building Guidelines.

Core Committee for IT (CS )

ITDA / PMU

NIC

Team / Cell in Few

Department Nodal Officers for each IT

Project

Project Steering Committees (PSCs) for

Application Projects

PMT

Vendors

Vendor Project Teams

Core Committee for IT (CS )

PMU eGovernance/ ITDA

NIC

Team / Cell in Few

Project Steering Committees (PSCs) for


Project


Project

Application Projects

PMT

Vendors

Vendor Project Teams


23

3. The state has Project Steering Committees to spear head the current

IT application projects, which are being implemented. Government

orders have also been recently issued for all future projects. These will

be converted to Project eGovernance Mission Teams (PeMT).

4. The state has PMU eGovernance/ITDA, which is the Nodal agency for

IT development and e-Governance projects in the state. However the

capacity of the PMU eGovernance/ITDA needs to be enhanced keeping

in view the requirements of the state and number of initiatives

envisged in the Department..

5. The Departmental Nodal officers for IT projects in that department

have been identified for the existing application projects. However, the

state does not have specific teams in place in the respective

departments for implementation of IT projects of that department. The

process for formation of such specific teams (PeMTs) has been initiated

as per the requirements of the existing e-Governance projects.

6. NIC is implementing few e-Governance projects (a list of these

projects is attached with the EGRM) and has a structure comprising of

around 23 people including outsourced and district level resources.

7. At present Vendors are performing implementation of the existing e-

Governance projects and these are being monitored by the ITDA.

The State of Uttarakhand aims to be the leading state in e-Governance

implementation, within country in a very short time. To achieve this a number

of policy level and implementation level initiatives are being undertaken. For

the successful conceptualization, implementation and sustenance of these

initiatives it is imperative that the existing institutional framework be

strengthened and all the members of the Institutional Framework be provided

with appropriate trainings to enhance their skill set for the required task at

hand.

It has been found that the ongoing e-Governance Projects in the state are

being mainly driven by PMU eGovernance/ITDA, which is the Nodal Agency for

all the major IT initiatives being currently pursued. The state has around 3 Core

Initiatives, and nine other major initiatives that are either at

Development/Design stage or at Pilot stage.The capacity of this Nodal Agency

needs to be enhanced through additional resources and training of the existing

resources before implementation of the envisaged initiatives under the capacity

Building Project. For Proper Control, Monitoring and Sustenance of these

projects, the team needs to be enhanced and proper training provided to the

existing personnel to ensure continued efficiency in execution and program

management of the on-going projects.


24

4.1.1 Shortfall of appropriate background and aptitude personnel

E-Governance initiatives ideally require a right mix of domain experts from the

State Government, IT savvy resources and e-Governance champions from

within the State and also professionals and industry experts from the Private

sector in specific skill areas. GoU requires a healthy mix of resources from

within the state government and professionals from external agencies with

appropriate background and skill sets would be helpful in prioritising,

conceptualising, developing and managing the e-Governance projects. The

areas of expertise identified as being necessary for handling program/ project

level issues are:

• Program Management (at State level)

• Project Management (at Department level)

• Change Management (both at State and Department levels)

• Financial Management (both at State and Department levels)

• Technology Management (both at State and Department levels)

4.1.2 Enhanced Institutional Framework and Teams

As per the guidelines for Capacity Building and Institutional Framework for e-

Governance under NeGP, the proposed institutional framework for

conceptualizing, performing cost benefit analysis, implementation and

monitoring e-Governance initiatives within the state is as follows:

EXHIBIT 8: PROPOSED INSTITUTIONAL FRAMEWORK


25

Hence as per the gaps identified in the existing Institutional Framework within

the state vis-à-vis the suggested framework under the NeGP guidelines, the

state should take up the following steps to plug these gaps:

1. Formation of the Program Steering Council

The state has formed the Program Steering Council under the chairmanship

of the Chief Minister to provide overall vision, broad policy direction and

guidance to the State Apex Committee. This council would work as the

steering committee and indicates the political will of the state. It would

provide the necessary drive to the administrative machinery and would

champion the cause of e- Governance. It would also help in synergizing

efforts across the state to help IT emerge as a core area of Governance in

the state.

2. Roles and responsibilities of the Apex Committee

The state of Uttarakhand already has an Apex Committee in the form of

Core Committee for IT headed by the Chief Secretary of the state. The main

aim of the Core Committee should be:

• To provide strategy and direction to achieve the Policies and

Goals as determined by the State e-Governance council

• Develop the strategy for e-Governance

• To oversee the State e-Governance Plan

• To ensure inter-departmental coordination

• Ensure that the initiatives are in line with the NeGP guidelines

• Act as a single window for clearance of projects, and issuing

relevant directions to departments.

As per the Capacity Guidelines, the roles and responsibilites of the Core

Committee should be in the lines of the National Apex Committee for NeGP

instituted under the Cabinet Secretary at the center.

3. Departmental Committee

The Project Steering Committees identified by the State of Uttarakhand

are similar to the Departmental Committee as per the institutional

framework under NeGP Guidelines. The state of Uttarakhand should now

pro-actively start formation of Departmental Committees for all the

departments that have been studied as part of this Capacity Building

projects. The Departmental Committees for all the proritized departments,

may be formed in line with the existing Project Steering Committees


26

within the state and the proposed PeMT structure as per the

recommendation.

Formation of such committee in each of these departments would ensure

that the projects as identified in the e-Governance Roadmap are

conceptualised and undertaken successfully from the beginning.


27

5 Proposed Structure

During the study it has been found that there is an immediate need for the

state to enhance its SeMT and PeMT capacity. This is because the state has

undertaken a number of application IT projects and Core Infrastructure projects

at present, which are in various stages of implementation and require specific

resources both at the Program level and the Implementation level.

As mentioned in this report, Uttarakhand has a nodal agency in the name of

Uttarakhand eGovernance initiatives Project Management Unit/ITDA, which is

similar to the SeMT. The existing resources of the nodal agency is having

multiple projects of different departments for monitoring & project

management and dedicating them for the new initiatives under the capacity

building project will be difficult. It is proposed that the capacity of the existing

PMU eGovernance/ITDA be enhanced with the formation of four separate wings

under the Director of SeMT Project Management Unit/ITDA. The four wings

should be:

Program Management wing

Technology Management wing

Finance Management wing

Change Management wing

For staffing of these individual wings, criteria have been used to arrive at the

number of effective e-Governance projects within the state. The criteria have

been used in similar Capacity Building exercises for other states for which the

Capacity Building Roadmap has been approved. Accordingly the following

enhanced structure for SeMT in Uttarakhand is suggested (in addition to the

already existing infrastructure):


28

EXHIBIT 9: PROPOSED SEMT STRUCTURE

In addition to the structure of SeMT as proposed above, there will be a

requirement for keeping some Data Entry Operators in the team. It is

proposed that there should be six Data Entry Operators in the Team to assist

the SeMT.

The detailed scope of the SeMT is mentioned in Section 3 of this report. To

summarize, the SeMT should broadly cover areas like :

• Finalizing State’s e-Governance Architecture and its various

components, such as network, databases, hardware, manpower, etc.

• Finalizing State’s e-Governance Policy & Legal Framework, inclusive of

Security

• Policies, Data Entry/Conversion & Management Policies, etc.

• Institutionalizing requisite processes and tools for effective Program

Management of all e-Governance Initiatives

• Facilitate the creation and management of State’s Core ICT

Infrastructure, including the SWAN, Data Centers, Service Delivery

Channels, etc.

• Managing various interdependencies, overlaps, conflicts and issues

across projects and for core and support infrastructures

• Assisting various Departments of the State Government in efficiently

conceptualising, undertaking, managing and maintaining their e-

Governance Projects

Program Management Wing

Technology Management Wing

Change Management Wing

Chairman SeMT (IT Secretary)

Member Convener SeMT (Director)

Finance Management Wing

Chief Executive Chief Technology Sr. resource for Senior Bureaucrat Officer (1) Officer (1) Government Process from department

of Finance (1) Re-engineering (1)Head Operations Solutions (1) Architect (2) Finance Expert / Change

Economist from ManagementIndustry (1) Program Technical Expert (1)

Managers (4) Resources (1)Managerial Resource (1)


29

SeMT is also expected to engage various agencies on task-basis, wherever

feasible and appropriate, and it is important to ensure that the SeMT does not

itself undertake tasks that could be outsourced to professional agencies for

getting the best-possible services available.

5.1 Proposed PeMT Structure

During this study, key people amongst the ten chosen departments were

interviewed and a suggestive e-Governance Roadmap was drawn for all these

departments.

The e-Governance Roadmap for these deparments, lists down the various

intitiatives that these deparments should undertake within the next three years.

For successful initiation of these projects, and continued project management it

is required that a structure be put in place in these departments on a high

priority basis. The setting up of PeMT for these 10 departments is thus of

utmost importance. A suggested structure of the PeMT to be formed in each of

these departments is given in Exhibit 9.

EXHIBIT 10: INDICATIVE PEMT STRUCTURE

Head PeMT (Department Secretary)

Program Management Wing

Technology Management Wing

Change Management Wing

Finance Management Wing

Chief ExecutiveOfficer (1)

Domain Experts (1)

Manager / Executive (1)

Chief Technology Officer (1)

Systems Administrator (1)

Senior resource for Government Process Re-engineering (1)

Finance Expert / Economist from Industry (1)


30

5.2 GoI support for Capacity Building under NeGP

As per the Guidelines issued by GoI (dated 09-02-2005, F.No.4 (4)/3/2004-C &

I), it is understood that the funding f r the expenses towards capacity Building

is being done throug he following :

ncurred on SeMT (remuneration of the experts at the State Level and their

lated operational expenses)

xpenses incurred on initiating e-Governance projects at the department level (for e.g.

preparation of IT Road Maps for the departments, preparation of DPR/project proposals,

tc.)

owever it is also noted that this excludes the funding for the expenses

towards Capacity Building at the department level (i.e. PeMT). The funding for

, in which capacity

MU eGovernace/ ITDA, capacities need to be

ery smoothly in different departments. The current PMU eGovernace/ ITDA

resources are handling couple of existing projects and are overloaded.

• ent members (6

nos.) and experts from outside the Government (11 nos.).

Technology Management Wing (4 nos.)

o

h ACA to the states. This includes t

Expenses i

re

E

e

H

the PeMTs would be covered under the overall project funds

building at the department level/PeMT, would be one of the cost components.

In this regard, this proposal is being submitted to Government of India.

5.3 Requirement for Additional Resources for SeMT

The SeMT structure should be enhanced as per the NEGP guidelines and the

Present Nodal Agency, P

augmented with additional resources as suggested in the SeMT structure , so

that the body can function as a SeMT and implementation of different initiatives

run v

Considering the number of projects to be initiated in different departments

under the capacity building initiative, it is very much required that additional

resources are placed with the existing resources of of eGovernance PMU/ITDA.

There will clear demarcation of roles & reporting between the SeMT resources

and the existing ITDA rsources to avoid any ambiguity in roles.

The SeMT structure would comprise of the Governm

• The Government members of SeMT would look into the issues

primarily pertaining to Project Management and Financial

Management.

• The experts from outside the Government would focus on issues

Operations and Management (at state level), Technology Management,

Change Management, Financial Management and Program

Management. These people would support the Government officials

forming part of SeMT in carrying out the work envisaged at the State

Level. The estimated number of these experts is as follows :


31

Change Management wing for GPR (2 nos.)

Program Management (4 nos.)

Financial management Expert (1 no.)


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6 Costing of Capacity Building

Government of India guidelines (dated 09-02-2005, F.No.4(4)/3/2004-C & I)

suggests that the State Governments have to prepare a DPR listing the exact

costs of internal and external manpower required within SeMT and their

infrastructure and operational requirements, cost of training, cost of setting up

of PeMT. The Capacity Guidelines further state that after exhausting the funds

in these categories, the costs incurred in implementation may be listed.

6.1 Human Resource Expenses

Cost (Rs. Lakhs)

2007 2008 2009 Positions Description and No.s CPP CTG CPP CTG CPP CTG

Program Manager

For Program Level Management of multiple ICT initiatives (4)

15 60 17.2 68.8 19.8 79.2

Chief Technology Officer

For all Technology related advise to CEO and Chairman (1)

16 16 18.4 18.4 21.1 21.1

Solutions Architect

For solution architecture design related decisions (2)

12 24 13.8 27.6 15.8 31.6

Technical Resources

Database, Network, Data Center, Software, web Portal expert (1)

9 9 10.3 10.3 11.9 11.9

Senior GPR resource

For Government Process re-engineering (1)

10 10 11.5 11.5 13.2 13.2

Change Management Expert

For assisting the departments in changing work culture (1)

10 10 11.5 11.5 13.2 13.2

Finance Expert / Economist

For making cost benefit analysis of projects (1)

9 9 10.3 10.3 11.9 11.9

Total (Rs. Lakhs) 138 158.4 182.1

EXHIBIT 11: HUMAN RESOURCE FINANCIAL ESTIMATE

• Cost incurred in recruitment of people is not included as per NeGP guidelines

• Existing resources within ITDA are taken into consideration while making the above calculations

• Costs of keeping Data Entry Operators is minimal in comparison to other costs and may be

covered under the head Miscellaneous.

6.2 Infrastructure and Hardware Expenses

Cost (Rs. Lakhs) Cost Component Description and No.s

CPU CTG

Laptops For all except Manager /

Executives and Technical

Resources (17)

0.80 13.60


33

Desktops For others (2) 0.35 0.70

Printers (High-end) One for the Team (1) 0.50 0.50

Printers (Low-end) One for each Wing (1) 0.10 0.40

Scanners One for the Team (1) 0.10 0.10

CD Writers For each Wing and the Secretary

– IT (5)

0.05 0.25

UPS For each Wing minus existing

UPS (3)

0.50 1.50

Fax Machines One for the Team (1) 0.10 0.10

Photocopiers One for Two Wings of the team

(2)

3.00 6.00

Furniture & Fixtures For each Wing of the Team 1.00 4.00

Total (Rs. Lakhs) 27.3

EXHIBIT 12: INFRASTRUCTURE FINANCIAL ESTIMATE

• Civil or Building costs are not allowed under NeGP

• Costs taken as one time investment in resources and their running

• Infrastructure and Hardware expenses cost will be re-imbursed by GOI subject to adherence to

Capacity Building guidelines and subsequent approval of the competent authority under NeGP

6.3 Training Expenses

Cost (Rs. Lakhs)

2007 2008 2009

Training

No. CPP CTG No. CPP CTG No. CPP CTG

Leadership Training 10 5.00 50.00 10 5.50 55.00 6 6.00 36.0

Program

Management*

4 4.00 16.00 3 4.40 13.20 3 4.84 14.52

e-Governance

training for

departmental

heads**

5 5.00 25.00 5 5.50 27.50 5 6.05 30.25

Technology 2 1.00 2.00 3 1.10 3.30 3 1.21 3.63

Change

Management

3 1.00 3.00 3 1.10 3.30 2 1.21 2.42

Financial

Management

2 1.00 2.00 2 1.10 2.20 2 1.21 2.42

e-Governance

Training for SeMT

members

6 2.00 12.00 6 2.10 12.60 6 2.21 13.26

Total 110.00 117.10 102.5

EXHIBIT 13: TRAINING ESTIMATE

• *Ideally the resources recruited from outside should possess requisite skills and not require

training but in critical positions, continuous update through training is a must

• **: All 15 prioritized departments under Capacity Building exercise will be covered in a phased

manner, 5 in first year, 5 each in next two years


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• Training cost will be re-imbursed by GOI subject to adherence to Capacity Building guidelines

and subsequent approval of the competent authority under NeGP.

6.4 Operational Expenses

Cost (Rs. Lakhs)

2007 2008 2009

Cost

Components

PM PA PM PA PM PA

Consumables 0.10 1.20 0.11 1.32 0.12 1.45

Eelctrical

Charges

0.10 1.20 0.11 1.32 0.12 1.45

Telephones 0.25 3.00 0.28 3.30 0.30 3.63

Office

Maintenance

0.40 4.80 0.44 5.28 0.48 5.81

Travel (Local) 1.20 14.40 1.32 15.84 1.45 17.40

Travel (Outside

state)

1.00 12.00 1.10 13.20 1.21 14.52

Advertisement

and Promotion

0.30 3.60 0.33 3.96 0.36 4.36

Total (Rs.

Lakhs)

40.20 44.22 48.64

EXHIBIT 14: OPERATIONAL EXPENSE ESTIMATE

• Operational expenses will be re-imbursed by GOI subject to adherence to Capacity Building

guidelines and subsequent approval of the competent authority under NeGP.

6.5 Outsourcing Tasks Expenses

Cost ( Rs Lakhs) Cost

Component

Descrption

2007 2008 2009

Initial Exercise

– NeGP

Preparation of EGRM,

CBRM and DPR

11.00

As Is Study

Study of existing

projects in each

department and suggest

appropriate Post-

Implementation and

enhancement strategy

20.00

Preparation of

DPRs

Preparation of DPR for

15 prioritized

departments identified &

for 3 core projects at 6

Lakhs per DPR

60.00 48.00

Total 91.00 48.00

EXHIBIT 15: OUTSOURCING EXPENSE ESTIMATE


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• Cost of DPR preparation for other Core Projects may be borne from internal resources of the

Government • Outsouricing expenses involving preparation of DPR’s for departmental projects will be re-

imbursed by GOI subject to adherence to Capacity Building guidelines and subsequent approval

of the competent authority under NeGP.

6.6 Total Expenses

Cost Head 2007 2008 2009

Human Resource 138.00 158.40 182.10 Infrastructure and Hardware 27.30 0.00 0.00

Training 110.00 117.00 102.50

Operational Expenses 40.20 44.22 48.64

Outsourcing Tasks Expenses 91.00 48.00 0.00

Total Expenses 406.50 367.62 333.24

Miscellaneous @ 10% 40.65 36.76 33.32

Grand Total * 447.15 404.38 366.56

Total Cost -> 1218.09 LAKHS * Cost in – Rs Lakhs

EXHIBIT 16: TOTAL EXPENSE ESTIMATE


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7 Conclusion

The NeGP provides the state of Uttarakhand an excellent opportunity to

increase efficiency and transparency in the Governance. With the people and

training support requested under this proposal, the State of Uttarakhand would

have the enhanced capacity to initiate, implement and manage the e-

Governance initiatives identified in the e-Governance Roadmap and also

augment the existing e-Governance initiatives already being pursued by the

PMU eGovernance/ITDA . It is therefore requested to approve this proposal /

DPR for capacity Building, so that the e-Governance initiatives could be put on

a fast track with the right Human resources & funding avaliable to the state at

the earliest.

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