33 capacity building roadmap (cbrm) report …itda.uk.gov.in/upload/contents/file-34.pdf33 capacity...

33 Capacity Building Roadmap (CBRM) 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 NATIONAL E-GOV PLAN & CAPACITY BUILDING............ 6

1.1 ABOUT NEGP .....................................................................6 1.2 ABOUT THIS PROJECT ............................................................6 1.3 APPROACH FOR CAPACITY BUILDING ROADMAP ...............................7 1.4 DOCUMENT STRUCTURE........................................................ 10

2 SUMMARY OF EGRM..................................................... 11

2.1 E-GOVERNANCE VISION ....................................................... 11 2.2 E-GOVERNANCE BLUEPRINT................................................... 12 2.3 E-GOVERNANCE ROADMAP .................................................... 13

3 COMPONENTS OF INSTITUTIONAL FRAMEWORK......... 17

3.1 PMU EGOVERNNCE/ITDA ORGANIZATION STRUCTURE ................... 18 3.2 STATE LEVEL CAPACITY GAP ANALYSIS ...................................... 19 3.3 SHORTFALL OF APPROPRIATE BACKGROUND AND APTITUDE PERSONNEL .. 19

4 PROPOSED INSTITUTIONAL FRAMEWORK AND TEAMS 20

4.1 EXISTING VS NEGP INSTITUTIONAL FRAMEWORK .......................... 20 4.2 PROPOSED INSTITUTIONAL FRAMEWORK..................................... 21 4.3 PROPOSED SEMT STRUCTURE ................................................ 22 4.4 STRATEGY FOR LEVERAGING EXTERNAL RESOURCES: ...................... 25 4.5 PROPOSED PEMT STRUCTURE ................................................ 26

5 TRAINING NEED ANALYSIS ......................................... 27

5.1 POLICY MAKING LEVEL......................................................... 27 5.2 MEMBER SECRETARY AND OTHER SENIOR MEMBERS OF SEMT ........... 28 5.3 LINE DEPARTMENTS AND HODS .............................................. 29 5.4 OPERATIONS LEVEL MEMBERS OF SEMT ..................................... 30

6 TRAINING AND CHANGE MANAGEMENT STRATEGY ..... 31

6.1 INADEQUATE SKILL SETS OF EXISTING PERSONNEL ......................... 31 6.2 EXISTING INSTITUTIONS AND THEIR ENVISAGED ROLE IN THE STATE ..... 31 6.3 GAPS IN INSTITUTIONAL PROCESSES FOR TRAINING ....................... 32 6.4 TRAINING & CHANGE MANAGEMENT STRATEGY............................. 33 6.5 STRATEGY - FOR CAPACITY BUILDING OF EXISTING EMPLOYEE BASE

ACROSS THE STATE. ................................................................ 34 6.6 STRATEGY - INSTITUTIONAL CAPACITY BUILDING FOR EXISTING

GOVERNMENT TRAINING INSTITUTIONS. .......................................... 35 6.7 STRATEGY FOR TRAINING NEEDS AT VARIOUS LEVELS ...................... 36 6.8 TRAINING CALENDAR........................................................... 36 6.9 TRAINING OUTCOME AND BASIS OF MEASUREMENT......................... 38 6.10 INDICATIVE CONTENTS FOR THE DIFFERENT LEVEL OF TRAINING .... 39


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7 FINANCIALS FOR THE NEXT THREE YEARS .................. 40

7.1 HUMAN RESOURCE EXPENSES................................................. 40 7.2 INFRASTRUCTURE AND HARDWARE EXPENSES............................... 40 7.3 TRAINING EXPENSES ........................................................... 41 7.4 OPERATIONAL EXPENSES ...................................................... 42 7.5 OUTSOURCING TASKS EXPENSES ............................................. 42 7.6 TOTAL EXPENSES ............................................................... 43 7.7 NEXT STEPS..................................................................... 43

ANNEXURE – I: QUALIFICATIONS .................................... 44

ANNEXURE – II: SEMT CALCULATION............................... 50

ANNEXURE – III: INTERNATIONAL BEST PRACTICES....... 51


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List of Exhibits:

Exhibit 1: Approach to CBRM 7

Exhibit 2: e-Governance Vision of the State 11

Exhibit 3: e-governance Blueprint – Uttarakhand 12

Exhibit 4: e-Governance Roadmap 16

Exhibit 5: Existing Institutional Framework 17

Exhibit 6: Existing PMU eGovernance/ITDA Organization Structure 18

Exhibit 7: Proposed Institutional Framework 20

Exhibit 8: Proposed SeMT Structure 23

Exhibit 9: Sourcing for Proposed SeMT Structure 24

Exhibit 10: Proposed PeMT Structure 26

Exhibit 11: Training Calendar 37

Exhibit 12: Human Resource Financial Estimate 40

Exhibit 13: Infrastructure Financial Estimate 41

Exhibit 14: Training Financial Estimate 41

Exhibit 15: Operation Expense Estimate 42

Exhibit 16: Outsourcing Expense Estimate 42

Exhibit 17: Total Expense Estimate 43


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List of Abbreviations:

ACA Additional Central Assistance

CBRM Capacity Building Roadmap

CIC Community Information Centre

CEO Chief Executive Officer

CTO Chief Technology Officer

DIT Department of Information Technology

DPR Detailed Project Report

CSC Common Service Centres

PMU

eGovernance

/ITDA

Information Technology Development Agency

PMU Project Management Unit

EGRM e-Governance Roadmap

GoI Government of India

GoU Government of Uttarakhand

ICT Information Communication Technology

MMP Mission Mode Projects

NeGP National e-Governance Plan

NIC National Informatics Centre

NISG National Institute for Smart Government

GPR Government Process Re-engineering

PeMT Project e-Governance Mission Team

SeGP State e-Governance Plan

SeMT State e-Governance Mission Team

SLA Service Level Agreement


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1 National e-Gov Plan & Capacity Building

1.1 About NeGP

The National e-Governance Plan (NeGP), has been initiated by the Government

of India (GoI) to institute and enable mechanisms for Government to deliver

citizen services using the benefits of Information Technology. This program

provides support to the e-Governance initiatives being taken up by the Central

and State Government Departments (including Local Bodies). It proposes to

achieve this by:

• Rapid deployment and scale-up of select "Mission mode Projects" (MMPs -

projects with significant citizen interface)

• Creation of a national IT backbone for fast, reliable and efficient connectivity,

data storage and access

• Common Service Centers for delivery of citizen services and information

• Creation of Internet portals for 24x7 access to government information and

services.

To achieve the above, the NeGP also provides for significant investments in

areas such as Program Management, Government Process Reengineering,

Training, Assessment & Awareness and Capacity Building.

1.2 About this Project

The e-Governance initiatives planned under NeGP have a wide scope and

require to be implemented on a massive scale. Moreover, these initiatives are

to be ultimately managed by the State Governments. It is also well recognized

that for States to play their role effectively, significant capacities need to be

built / upgraded. Thus, for the success of NeGP, it is necessary to enhance the

capacities in the State Governments and its Nodal Agencies.

With this perspective, the Planning Commission in the year 2004-05 had

incorporated a special Budget entry and had allocated funds as Additional

Central Assistance (ACA) to all the States for initiating the NeGP programme as

communicated by Planning Commission, GoI to State Chief Secretaries.

Planning Commission had issued broad guidelines for use of the ACA indicating

that the first priority is Capacity Building.

Given the context, the Information Technology Development Agency, Govt. of

Uttarakhand has engaged M/s Wipro Limited as consultants for performing

the study for capacity building within the State Government.


7

1.3 Approach for Capacity Building Roadmap

The Capacity Building Roadmap, as proposed in this document, aims at

providing the GoU with the development and/or sourcing of human resource

required for conceptualizing, creating, implementing and managing State’s e-

Governance Strategy.

The approach for the Capacity Building Roadmap started with making an

assessment of the As Is status. Based on the existing and future IT initiatives, a

To Be scenario was prepared. The capacity needs and the training needs were

arrived at after taking into consideration the e-Governance Roadmap, the

institutional structure in the state and the gap between the As Is and To Be

status.

Exhibit 1: Approach to CBRM

Capacity Building Roadmap (CBRM)

Training Need

Capacity Need

Composition of Teams

Structure & Institutional Framework

Training Strategy

Capacity Building Roadmap (CBRM)

Training Need

Capacity Need

Composition of Teams

Structure & Institutional Framework

Training Strategy


8

As-I t

d their delivery status.

• ment, Change Management, Financial Management

• Evaluation of training initiatives of the State, their course content,

ge and focus audience.

To-B S

•

ve

• ipation, in line

• is with the existing PMU

eGovernance/ITDA personnel and the Program Management Team

te .

How do

• engthening the training Institutions and level of

• Detailed financial analysis of how the designated agency would

undertake capacity building.

s S udy

• Detailed study of of the existing institutional framework to plan and

implement e-Governance Initiatives within the state.

• Study of the current e-Governance projects being undertaken in the

state by the State Nodal Agency an

• Study of the structure and capacity of the nominated State Nodal

Agency (PMU eGovernance/ITDA).

Assessment of e-Governance Management capacities available in areas

of Project Manage

and Technology Management within the Instituitional Framework for IT

within the State.

covera

e tudy

Keeping in mind the future ICT initiatives recommeded for the state

and the departments (detailed out in EGRM), the capacities required

for these projects at the SeMT level have been estimated. These ha

been done keeping in view the three year perspective for

implementing the recommended Projects as indicated in the EGRM.

Finalizing the nature, extent of Capacity and talent pool that needs to

be developed in-house and also through external partic

with the state e-Government Roadmap and the Capacity Building

Guidelines issued by Government of India under NeGP.

Detailed discussions and analys

(Outsourced members) in the sta

we reach: Capacity Building

• Finalization of the Capacity Building Framework of the State at the

Apex Level, Program Level and Project level.

Strategies for str

competencies and for leveraging their infrastructure for the Capacity

Building Exercise.

• Preparation of comprehensive State Government Strategy and plan for

composition of SeMT & PeMT.


9

How do

• ture within the Institutional

g requirements of the state.

• Developing the in-house capacity of the Government by motivating the

employees.

we stay there: Sustainability strategy

• Assessment of Continuous training requirement for building internal

capacity of Government.

Institutionalising a robust planning struc

Framework to ensure continuous Capacity adjustments based on the

ever changin


10

1.4 Document Structure

Section 1 (About NeGP and Capacity Building Roadmap):

This section provides an overview of the NeGP and the approach followed for

building the Capacity Building Roadmap for the state.

Section 2 (Summary of e-Governance Road Map):

This section provides an overview of the e-Governance Vision, Strategy and

Blueprint that has been proposed for the Uttarakhand State in the EGRM.

Section 3 (Components of Institutional Framework):

This section provides the details of the existing Institutional Framework in

Uttarakhand for IT development and e-Governance projects.

Section 4 (Proposed Institutional Framework and Team Structure):

This section presents the suggested Institutional Framework as per the

Guidelines under NeGP and the requirements of the state.

Section 5 (Training Need Analysis):

This section makes an assessment of etraining requirments of the government

members of the Istitutional Framework.

Section 6 (Training & Change Management Strategy):

This section makes an assessment of the existing Training Institutions in the

state vis-à-vis the training needs of the government employees and suggests a

strategy to strengthen the existing training institutions within the state.

Section 7 (Financials for the Next 3 years):

This section makes cost estimation for the Capacity Building exercise of the

State with primary focus on financial support required for the functioning of

proposed SeMT.


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2 Summary of EGRM

This Capacity Building Roadmap takes into account the nature of e-Governance

initiatives planned and discussed in detail in the e-Governance Roadmap. 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 and provide a high quality of life to the

citizens 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 2: e-Governance Vision of the State

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

Governance vision.

Some important points made in the EGRM are:

• An institutional framework with involvement of the state’s Top

executives ( both Politcal and Administrative )has to be put in place to

ensure the continuity and proper management of these initiatives.

• The strategy of e-Governance Roadmap revolves around creating

synergies by using common infrastructure, applications and policies

across the state.

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

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

initiatives. The core infrastructure required is:

State Wide Area Network (SWAN)

State Data Centre

Common Service Delivery Centres


1

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 the key areas

where the state needs to undertake recommended initiatives to achieve the

goals of the e-Governance roadmap in next 3 years. 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 3: E-Govern

CORE PROJECT

Tour-ism S

Health

DEPARTMENTAL PROJECT

2

cts/initiatives

itiatives

Industries

PWD

Police

SWD Law

ance Blueprint –Uttarakhand


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2.3 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 /

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

Pilot Operationalization (Roll Out)

CM Secretariat

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


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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

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


15

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 Computeriz-ation of Peyjal Dept, Application software for Irrigation Department

Initiatives already under way in these departments are listed elsewhere


16

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 4: E-Governance Roadmap


17

3 Components of Institutional Framework

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

follows:

Exhibit 5 : Existing Institutional Framework

Exhibit 5: Existing Institutional Framework

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:

Programme Steering Council (CM)

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 a Core Committee for IT headed by the Chief Secretary

(CS) for taking policy level decisions for IT and e-Governance projects.

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 a eGovernance society named Uttarakhand

eGovernance initiatives Project Management Unit/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.

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


18

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 identified in the respective

departments for implementation of IT projects of that department. The

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

initiated.

6. NIC is implementing a 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 PMU

eGovernance/ITDA.

Apart from one or two departments that have identified Manager level

resources, the presence of IT skilled staff is negligible within the departments.

The IT staff in the departments is thus mostly limited to Data Entry Operators.

3.1 PMU eGovernnce/ITDA Organization Structure

Uttarakhand eGovernance initiatives Project Management Unit/ PMU

eGovernance/ITDA, is the nodal agency identified by the GoU for IT

Development and e-Governance initiatives in the state.

The organization structure of PMU eGovernance/ITDA is as follows:

Director (IT Secretary)

Project Coordinator (Operations)

Project Coordinator (Finance, Administration &

Procurement) Project Coordinator

(Technical)

Manager(Finance)

Manager(Procurement)Task Force

Manager 1 Task Force Manager 2

Task Force

Assistant Task Force Manager

Data Entry Operators – 4no.s

Steno – 1 no.s

Project Coordinator (Technical)

Project Coordinator (Finance, Administration &

Procurement) Project Coordinator

(Operations)

Manager(Procurement)Task Force

Manager 1 Manager 4

Assistant Task Force Manager

Data Entry Operators – 4no.s

Task Force Manager 3

Manager (Comm)

Project Manager Training

1 no.s Steno –

Director (ITDA)

Exhibit 6 : Existing PMU eGovernance/ITDA Organization Structure


19

As can be seen from the Organization Structure, there are two vacant posts

namely the Project Coordinator (Operations) and one Task Force Manager.

3.2 State Level Capacity Gap Analysis

Uttarakhand aims to be the leading state in e-Governance initiatives in the

country within a very short span of 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 enhanced

and its members provided with appropriate training to enhance their skill set for

the required task at hand.

The ongoing e-Governance Projects in the state are being mainly driven by PMU

eGovernance/ITDA, which is currently acting as the Nodal Agency for all the

major IT initiatives being currently pursued. The capacity of this Nodal Agency

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

existing resources to ensure continued efficiency in execution and program

management of the on-going projects. The state has 3 Core Initiatives (SWAN ,

SDC, CSC’s) and nine other major application initiatives that are either at

Development/Design stage or at Pilot stage. For Proper Control and monitoring

of these projects and further sustenance of these projects, the team needs to

be enhanced and appropriate training provided.

3.3 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 to help in prioritising, conceptualising,

developing and managing the e-Governance projects. The areas of expertise

that are 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)


20

4 Proposed 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 should be as follows:

Exhibit 7: Proposed Institutional Framework

4.1 Existing Vs NeGP Institutional Framework

The existing Institutional Framework within Uttarakhand already incorporates a

major portion of the suggested framework. It may be noted here that the

Guidelines are indicative in nature. It is clearly mentioned in the Guidelines that

in case a state has defined a similar structure then the Capacity Building

Roadmap may serve the purpose of enhancing this existing framework so as to

suit the requirements of the e-Governance initiatives for the next 3-4 years.

During this study, the following gaps were identified in the existing institutional

framework vis-à-vis the proposed institutional framework as per the NeGP

Guidelines:

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.


21

3. The State has departmental committees in the form of 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 Program e-

Mission Teams (PeMT).

4. The State has a SeMT like structure in the form of PMU eGovernance

/ITDA, which is the Nodal agency for IT development and e-

Governance projects in the state. However the capacity of PMU

eGovernance/ITDA needs to be enhanced keeping in view the

requirements of the state and the proposed Capacity Building

guidelines under NeGP.

5. The state has assigned Department Nodal officers for those

departments in which the existing application projects have been

initiated. However, the state does not have specific teams, similar to

PeMT, identified for implementation of IT projects in the respective

departments. The process for formation of such specific teams (PeMTs)

has been initiated.Government orders have been issued with proposed

structure of PSC for all projects post 01/12/05.

4.2 Proposed Institutional Framework

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 a Program Steering Council

The State has formed a Programme 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 has already formed an Apex Committee for the

National eGovernance Action Plan under the chairmanship of the Chief

Secretary of the State. The main aim of the Apex Committee should be:


22

• 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 prioritized as part of this Capacity Building projects. Government

orders have been recently issued for creation of Project steering committee

for all future projects.

The Departmental Committees for all the proritized departments, may be

formed in line with the existing Project Steering Committees within the state

and the proposed PeMT structure as per this report. Formation of such

committees 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.

4.3 Proposed SeMT Structure

During the study it was found that there is an immediate need for the state to

enhance its SeMT 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 form of

PMU eGovernance/ITDA, which is similar to the SeMT. It is proposed that the

capacity of the existing PMU eGovernance/ITDA be augmented with the

formation of four separate wings under the Director of SeMT i.e. PMU

eGovernance/ITDA with demarcation of the SeMT resources and the existing

PMU eGovernance employees. The four wings should be:


23

1. Program Management Wing

2. Technology Management Wing

3. Finance Management Wing

4. 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:

`

Exhibit 8: Proposed SeMT Structure

Program Management Wing

Technology Management Wing

Change Management Wing

Chairman SeMT (IT Secretary)

Member Convener SeMT (Director)

Finance Management Wing

Chief Exec tiveuOfficer (1)

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

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

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

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


24

Wing / Profile Within Government

Outside Government

Total


Chief Executive Officer

1 1

Head Operations 1 1

Program Managers 4 4


Chief Technology Officer

1 1

Solutions Architect 2 2

Technical Resources 1 1


Senior Resource for Government Process Re-engineering

1 1

Change Management Expert

1 1

Finance Management Wing

Senior Bureaucrat from department of Finance

1 1

Finance Expert / Economist from Industry

1 1

Managers 1 1

SeMT

Member Secretary SeMT (IT Secretary)

1 1

Member Convener SeMT (Director)

1 1

Total 6 11 17

Exhibit 9: Sourcing for Proposed SeMT Structure

During the Assessment, it has been found that exisiting PMU eGovernance/

ITDA employees are overloaded with the project work they are handling as lot

of initiatives are under implementation currently. To initiate new projects in the

prioritized departments and for efficient project & program Management, it is

required that the PMU eGovernance/ ITDA human resources be augmented

following the SeMT structure, along with the existing staff of PMU eGovernance

/ ITDA. 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 SeMT members will be having demarcation of roles and reporting with the

existing PMU eGovernance/ITDA resources.


25

Primary Objectives of SeMT:

• 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 all Departments of the State Government in efficiently

conceptualising, undertaking, managing and maintaining their e-

Governance Projects.

4.4 Strategy for Leveraging External Resources:

As it has been suggested to utilize external resources to bring better best of

breed resources on board, the following strategies can be adopted to leverage

the external resources:

4.4.1 Resource based Strategy

The detailed requirement for the additional resources for SeMT from outside

Government is listed in the exhibit 9 above. To avoid the risk arising from high

attrition rate of technology experts, it is proposed that Government of

Uttarakhand (GoU) would not engage itself in recruiting/ head hunting

individual resources, for roles such as Technology Managers, Program

Managers, Project Managers and Change Managerment Consultants. It is

proposed that experts for the above fields would be engaged from Consulting

Agencies backed with comprehensive SLA on a long term basis, to support

GoU’s needs in an uninterrupted and professional manner.

4.4.2 Task based Strategy

On the other side, the Task based Strategy is also suitable for the State. As the

e-Governance Road Map (EGRM) prepared for the State has covered all the

prioritized Departments with a broader perspective. The members of SeMT will

have to take a thorough analysis of the existing opportunistic applications in

terms of its compatibility with open standards, interoperability issues and

security needs and an integrated approach will be required for implementation


26

of initiatives across the departments. So it is very much essential to take the

help of external agencies to analyze the existing projects and validate the new

opportunities with feasibility and sustainability models.

It is also very much essential for SeMT to engage external agency/ consultants

to prepare Detail Project Reports (DPRs) for State Mission Mode Projects and

State prioritized projects. Under this strategy, external resources will be

leveraged on a task basis.

4.5 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 ten departments is

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

each of these departments is:

Head PeMT (Department Secretary)




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) (Full Time)

Accounts Officer (1) (Part Time)

Head PeMT (Department Secretary)




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) (Full Time)

Accounts Officer (1) (Part Time)

Exhibit 10: Indicative PeMT Structure

*Finance Management Wing :

a.) Finance Expert : Maybe responsible for handling Project Finance for Multiple departments as per requirements

b.) Accounts Officer : Should be responsible for handling finance for respective department and the PeMT


27

5 Training Need Analysis

The capacity building and institutional framework guidelines issued by

Department of Information Technology, Ministry of Communication and

Information Technology, GoI has defined the roles and responsibilities of key

Government officials involved in e-Governance in the states. Based on the

suggested institutional framework, there are four levels at which training is

required to be undertaken:

• Policy making Level

• IT Secretary & other senior members of SeMT

• Line Department Secretary/ HODs of PeMT

• Operational Level members of SeMT, mainly from inside the

Government

The following sections illustrate the need felt areas of training for the above

mentioned levels

5.1 Policy Making Level

The role of the State e-governance Council and the State Apex Committee

(Core Committee for IT) is providing vision for e-Governance, Leadership and

Strategic Guidance on the way forward for the state for delivering services to

the citizens.

• To sensitise the politicians on the growing demands of e-Governance

from the citizens

• Serving Citizens better through e-Governance based administrative

machinery

• Orientation on the Critical Success/ Failure Factors for e-Governance

initiatives

• Making e-Government initiative, case studies & sharing the experience


28

5.2 Member Secretary and other Senior Members of SEMT

The Member Secretary, who is the Director of the SeMT and the other senior

members of the SeMT whether from the government or outside of it would have

a role that would involve managing the State eGovernance Plan. They would act

as the bridge between the actual conceptualization and implementation of the

initiatives and the Apex Committee. They would be primarily responsible for

Program management, Performing an Advisory role for Apex Committee,

Conceptualizing IT initiatives and People Management. Keeping this role in

mind, their training requirements will be to enhance skill-sets for handling the

issues of overall policies, strategies, technologies, common infrastructure etc. in

an effective manner. The illustrative areas for the training are:

• Principles of e-Governance primarily for Policy makers

• Boundaries and coverage of e-Governance in the day to day

functioning

• e-legislation insights and cyber laws

• To impart working knowledge and skills related to:

Government Process Re-engineering

Public-Private-Partnerships

Building Technology architecture and standards

Program development, Project selection & management to

Change management

• e-Governance Insights into:

Project evaluation , estimation and award

IT Trends in the industry linked to selection, acquisition,

development, and installation of major information systems

Awareness on IT security

Evaluating the option of Outsourcing

Standards for systems, applications and processes required for

program management

Holistic overview for interoperable, standardised and scalable

systems in the state

IT Policy and standards relating to the interdependencies,

overlaps, conflicts, architecture, security, legal aspects etc.

Need analysis, solution recommendation, vendor selection,

implementation, training, and post-installation support

Awareness of the support provided by the Central Government

to the State Government for SWAN, Data Centre, CSC, MMPS’s

etc.


29

5.3 Line Departments and HODs

The identified Line Department staff and Head of the Departments where the

curent IT initiatives are being implemented and where the future IT initiatives

are most likely to be initiated based on the EGRM would need to provide

leadership to these initiatives across the entire department. They will also have

to undertake the roles of project monitoring and change management so as to

ensure the successful transition of the department to the new way of working.

Keeping this in mind the following areas have been identified for their training

needs:

• Potential of e-Governance in the Department

• Specific Business Process Re-engineering in the departments

• Handling Change Management

• Financial Modeling – PPP

e-Governance Insights into:

• Project evaluation and awarding

Project management with emphasis on change management

Process improvement before deployment of software

Budgeting and funding - ROI calculation & Calacualtion of Total

Cost of Ownership (TCO)

Technology trends and future roadmaps

Other key areas worked out jointly

Awareness on IT security

• Evaluation of Outsourcing options


30

5.4 Operations Level members of SeMT

The role of the Operations level staff within the SeMT and the PeMT will be to

manage and implement the e-Governance initiatives both the Core initiatives

that are common to all departments and the individual department level

initiatives. Keeping this role in mind, the training requirements will be:

• Project Management Training

Project plan integrating timelines, roles and responsibilities

Monitor/track and report status regularly

Develop communication plans

Monitor SLAs with vendors

Establish project control mechanisms like responsibility matrix,

escalation matrix, etc.

• Financial Management Issues:

Financial modeling and sustainability

Fiscal Monitoring & Budgeting

Public Private Partnerships

Inventory (or asset) tracking

• Technology related issues

Network design and related issues

Software development related issues

Quality Assurance

• Technological solutions - interoperable, standardised and scalable

• Business Process Re-engineering – change management issues within

the department


31

6 Training and Change Management Strategy

6.1 Inadequate skill sets of existing Personnel

The first aim of the Capacity Building exercise is to build or further develop the

IT competencies of people within the Government who are expected to play

vital roles in e-Governance initiatives in the future. Capacity Gaps currently in

the State Government technology areas will be largely addressed through

training initiatives in areas specific to e-Governance implementation like Project

Management, Change Management, Leadership and Orientation and selected

technology areas. State Government employees are being already trained

under Project Saksham, (which is a part of the E-governance Program at the

state level) which provides basic training for use of computer applications. The

next step should be to train the selected resources from the respective

departments in specific e-governance related applications , technology stacks

and projects affecting the working of their respective departments.

6.2 Existing Institutions and their envisaged role in the state

The Government of Uttarakhand is undertaking a number of training programs

for increasing the skill set of the people towards the usage of Information

Technology resources. The following training programs are in place

Shikhar: For training equivalent to DOEACC Level ‘B’ certification at a nominal

cost through Colleges and Polytechnics within the state. Currently being

undertaken in 37 colleges across 11 districts and 17 Polytechnics.

• A nominal fee of Rs. 350/month is charged from students where

Aptech is providing the infratstructure and Rs. 250/month where the

Government is providing the infratsructure

• Infrastructure in the form of a computer laboratory, a theory room, an

office and course material for the training is ensured

Aarohi (DIET): For training of teachers under the train the trainer concept

where selected teachers are trained by master trainers and the trained teachers

in turn provide training to the students. Each master trainer provides training to

8-10 teachers at a time. This program is for all the schools within the state of

Uttarakhand.

• Already around nine thousand computers have been distributed in

schools under this initiative.

• Course material on basic level computer usage like MS Office, etc. is

provided to the students


32

• Teachers are encouraged to use presentations, etc. during lectures

• Awards are given to teachers as a recognition of their contribution to

the spread of basic computer education amongst students

CISCO: Training under the CISCO program of CCNA through setting up of Local

and Regional Academies. Currently being undertaken in nine engineering

colleges in the state and planned to be extended to further 9-10 engineering

colleges.

• A fee of Rs. 5000/year is charged from the participating students

• Infrastructure in the form of 10 computers for each academy and

course material is provided

• All kinds of networking hardware provided by CISCO

Further an IT Centre for Excellence has already been planned for and is coming

up in Nainital. This centre has been envisaged as a hub of knowledge for all IT

related fields and is being implemented within the premises of Kumaon

University. It will have representations from the five leading organizations of

Microsoft, IBM, HP, Oracle and Sun to set up academies and teach latest

technology to all who enroll. The infrastructure for this initiative is being

provided by the GoU.

6.3 Gaps in Institutional Processes for Training

Current Scenario

• Training Structure: A few of the ten departments studied during this

project identified Saksham as an existing Training Mechanism. Almost

all the ten departments did not have any specific training mechanism

for IT related subjects.

• Training through Outsourced Agencies: There are several training

services provided in the state by private agencies with proper

infrastructure and well-trained faculty to handle the future needs of

capacity building in the state. However, all the training programs of

the state that utilize the outsourced agencies for training, except for

Project Saksham, focus on using these institutes for the students.

• Training Calendar: There is no training calendar for most of the

individual departments in the state, which indicates the need for a

mechanism to regularly assess and identify the training needs of the

employees.

• Focus on e-Governance in the curriculum: Though there are training

institutes like ATI (Nainital) and LBS Administrative Institute

(Mussorie), there is currently a lack of focus on training in subjects

related to e-Governance. The focus is more on building IT awareness


33

and not in the key aspects of e-Governance. In some cases, there is a

lack of state government control over the institututes and in such

cases relevant permissions and approvals may be taken so as to utilize

their capacities towards E-governance training sessions to the senior

bureaucrats and politcians.

• Training Needs: Most of the training provided by these institutions to

the State Govt. employees so far has been limited to basic level of

computer usage. However the several e-Governance initiatives

envisaged in next few years would entail requirement of skills in

several fields like Program and Project Management, maintaining the

technical infrastructure put in place and change management. The

training institutes need to gear up in order to provide relevant

programs.

6.4 Training & Change Management Strategy

Training Strategy

Without practice, any acquired skill cannot give the desired results and the

Government officials of Uttarakhand are not exception to it. It has been

observed that officials who have been trained earlier on IT are not using the

skills mostly due to the accepted way of working of the Government. For the

Departments that will be migrating from manual operation to an computerized

environment, the Government officials should be firstly trained on basic

computer awareness, which is being addressed through the project Saksham to

enable them to adapt to the new way of working.

Government of Uttarakhand (GoU) should build an in house strength of internal

resources specializing in IT in the long run and a select group of individuals,

who are expected to play crucial as well as critical roles in the future ICT

initiatives at individual department levels and at State level. The resources can

be identified and provided Advanced Trainings in various Technology areas.

These individuals can be of senior as well as junior ranks of the State and

including some IT Savvy Resources that are usually there in each of the

departments of the State Government. However while doing so care should be

taken that only those technology areas are taken up for delivering training that

are relevant to the State’s E-Governance Roadmap or related aspects of it.

Capacity Building Institutions of the State should be effectively utilized to make

best use of their Training partners for decentralized training initiatives. Further,

to enable Department staff to conveniently work on custom made applications,

End user training and hand holding support on applications to be delivered

should be provided. The Vendors developing and implementing these


34

applications will initially train the concerned department resources on the

technology stacks and it’s initial maintainence . But emphasis and detail plan

needs to be framed for the sustenance of these applications and Infrastructure

Projects.

Change Management Strategy

The Change Management Strategy of Government of Uttarakhand can be as

follows:

Stakeholders in the Government need to be sensitized on “Good

Governance” and so similar state level initiatives need to be planned for

organizational change, motivation and mindset change inline with the

development & Governance vision of the State.

Realizing the criticality of Process Transformation in e-Governance

implementation a separate wing by the name of Change Management

has been included in the institutional framework at the State level

(SeMT) and at individual department levels (PeMT) to address issues like

Government Process Reengineering, Change Management including

Administrative Reforms and Legal Changes.

Change Management Teams at the State level and at individual

department level must be a mix of people from State Government and

Industry experts to provide professional inputs.

6.5 Strategy - for Capacity Building of Existing Employee Base across the State.

Keeping in mind the above issues, it is recommended that a Detailed “Training

policy for e-Governance” be drawn up for all the employees of the Government

of Uttarakhand. Some of the elements of this training policy and strengthening

the institutional framework for training should be:

• The design and implementation of a consolidated training programme

through various identified agencies including the IITs, IIMs, ATIs

facilitated through the PMU eGovernance/ITDA

• Pro-active identification of training needs of the employees of various

departments should be performed

• Sourcing of carefully selected personnel from government, PSUs or

any state agency or central agency, with required background and

experience

• Sourcing personnel from the private sector

• Such a mix has been suggested in earlier chapters while outlining the

composition and structure of SeMTs and PeMTs.

• Define a e-Governance training policy for the state


35

• Make use of both the manpower and infrastructure available with

private training institutions to provide the requisite training on a

turnkey basis

• All technical trainings should be linked with certifications as much as

possible so as to motivate the employees to add value to their

personal profiles

• Leverage the knowledge gained from successful implementation of e-

Governance initiatives in the country through:

a. Conducting tours for senior government officials and political

leadership of the state to successful e-Governance sites.

b. Staff at the Grass root level should also be made to visit other

states for increased awareness.

c. Case studies and discussions on successful operational models

d. Seminars and discussions with successful implementers.

6.6 Strategy - Institutional capacity building for existing government training Institutions.

• The strengths of various other training institutes in the state like ATI,

Nainital and LBS Administrative Institute, Mussorie (in case the

relevant approvals are granted by the Central Government) should be

to collaborate with other organizations/ institutions who can provide

subject matter expert training like NISG , IIMA , Oracle etc.

• The existng training instituions should have state of the art

infrastructure to cater the training needs of the state . built both in

terms of infrastructure and manpower so as to enable them to provide

requisite training in all areas related to e-Governance.

• The Instituion should hire industry best manpower who have been

involved in training in other reputed organizations to take charge of

the institute.

• The institute should have reach in different regions of the State.

• The Formulation of the Training courses should be as per the needs

and also to cater to future projected requirements.


36

6.7 Strategy for Training needs at various levels

Level Strategy

Study tours/ Seminars by e-Governance specialists,

Academicians, and experts

Policy Making Level

Training programs at NISG/ tie-ups with reputed private

companies & B-Schools

Study tours / training program by NISG/ other Govt. institutes/

Seminars

Leadership training at institutions like NISG, IIMA, MDI etc

IT Secretary and

members of SeMT

Private Management and Technical institutes (IIT’s) in the state

Govt. Training Institutes outside the State Line Department

Secretary/ Head of

Departments Private Management and Technical institutes in the state

Govt. Training Institutes outside the State

Govt. Training Institutes inside the State

Private Management and Technical institutes in the state

System Administrator level training by NIC and other technical

institutes in the state.

Ope

rational Level Staff

within the SeMT and

PeMT

Govt. training institutes inside the state & Private training

institutes on turnkey basis

6.8 Training Calendar

The following training calendar gives the indicative time chart for the various

training programs that need to be conducted at various levels. Some of them

are need based, and only the frequency of training is indicated here. The actual

time will depend on the specific need of the projects, availability of the official,

availability of training program in the institute etc.

Year 1 Year 2 Year 3 Target Audience Training Course

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Senior Bureaucrats from MMP (preferable) departments/ Senior SeMT Officials

e-Governance Champions Training

Officials of MMP departments (preferable) / SeMT Officials CTO Training

SeMT / Senior officials

Program & Project Management

SeMT members/ Senior officials

Technology Management


37

SeMT members / Senior officials

Financial Management

Trainers Train the trainers

SeMT members Technology Training

Exhibit 11: Training Calendar

6.8.1 Personal Development Policy for Training

The personal development policy for training should try to motivate people to

take trainings and to acquire additional skill sets to handle responsibilities in an

efficient manner. There are various ways to initiate this personal development

policy for training. Few of them which can be examined for implementation in

the State are detailed below:

Providing Incentives: The Development Policy can focus on providing incentives

to the employees who has underwent training in various training courses and

acquired the skill set very well. The Policy should clearly define the various

incentives the employee would win in successfully completing the training

programs.

Out-of Turn promotions: The Policy also can incorporate the scope of out of

turn promotions if the employee is undergoing training in the required areas

and subsequently does his responsibilities in an efficient manner. The policy

need to articulate the level of Promotions the employee(s) would be eligible

under this scheme.

Special Award Schemes: The Policy can also have Provisions for Special award

schemes like tours to world famous places ( with high degree of IT enablement

) for case to case basis as part of successfully completing and acheving merit

orders in the Training sessions conducted.


38

6.9 Training Outcome and Basis of measurement.

Training Outcome

e-Governance Champions training will impart conceptual knowledge on

institutional frameworks, e-governance models, barriers to project

implementation and critical success factors. The Training will enable the senior

officials of SeMT to grasp and use the abovesaid scenarios into practical use.

CTO Training / Techonolgy Training will impart knowledge on technology

architecture, wholistic view of technological platforms , current technological

trends, Technological architectural design considerations and best fit

hardwares for different technological platforms

Program and Project Management training will impart skill sets to handle

multiple projects with varying degree of complexity, identification of key

parameters which need to monitored from Program level, Resource handling,

vendor monitoring & management, SLA compliance etc.

Financial Management training will impart knowledge on financial auditing,

designing PPP models, Calculation of sustainability factors, Risk return profiling

and brief of financial accounting principles etc.

The Project & application related training will impart the candidates with the

specialized knowledge of the project & application relevant to his

department(s). The training Outcome will be - specialized professionals with

high degree of understanding for the Project and it’s related applications.

The Mindset change and re-orientation training will focus on changing people

orientation towards IT enabled professional environment. The training will

provide the candidates with the ways to enable the working of smooth IT

operations within the state department(s). The Focus in the traning would be

majorly on attitude change and adapting to changing work culture with

enablement of IT in the department(s).

Basis of Measurement for Training Programs

The Training programs conducted in various institutions / departments should

have standardized measurement mechanism which will clearly define the skill

set employee has gained during the course of training. The measurement

parameters will differ from program to program and dep’t. To dep’t. But on a

generic front various tools like Mock Testing , Self classroom handling, Peer

review , Case study preparation can be adopted based on the requirement.

Corresponding o every parameter there will be gradations assigned which will


39

be allocated by an independent trainer.Summing up of the whole gradation

marks will give the final result corresponding to every employee.

6.10 Indicative Contents for the different Level of Training

Global Perspective to e-Governance (Steering Council, Apex Committee, Senior SeMT Officials)

To Train & Provide insight into e-Governance initiatives being undertaken, Strategies being implemented and best practices being followed across the world in different countries and within India across different states.

ICT Strategy & Policy Management Techniques. (Apex Committee, Department Heads, Senior & related SeMT Officials)

To provide working knowledge in areas such as GPR, PPP, Technical architecture & standards, Financial Modeling, Change Management, Cyber Laws, & IT Security, etc.

People Management Concepts (SeMT Officials)

To Provide training on Program management, Project Management, Resource Allocation Models, Monitoring & Control)

ICT Infrastructure / Technology management Concepts (Apex Committee & SeMT officials)

To Provide overview of Emerging IT trends, system standards, scalable models, IT Security, Overlaps & conflicts management, architecture, etc)

Financial management Concepts (SeMT officials)

To Provide overview of PPP models, outsourcing, need analysis, vendor selection procedures, etc.)

Change management concepts (SeMT Officials)

To provide overview of Government Process Re-engineering issues people involvement techniques etc.

Financial Management Skills (SeMT Officials)

To provide detailed insight into PPP Models, Outsourcing need analysis, vendor selection, Project cost monitoring &audit


40

7 Financials for the next three years

7.1 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 12: Human Resource Financial Estimate

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

• Existing resources within PMU eGovernance/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.

• Manpower resourcing cost due to extrenal resource hiring will be re-imbursed by GOI subject to

adherence to Capacity Building guidelines and subsequent approval of the competent authority

under NeGP

7.2 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

Desktops For others (2) 0.35 0.70

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


41

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 13: 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

7.3 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 14: 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


42

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

and subsequent approval of the competent authority under NeGP.

7.4 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 15: 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.

7.5 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 16: Outsourcing Expense Estimate


43

• 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.

7.6 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 17: TOTAL EXPENSE ESTIMATES

7.7 Next Steps

The State Government may utilise the amount released by GoI for

enhancement of its SeMT. Paralelly it may also start the process for making

DPRs of the 10 departments that have been already been studied in this report.

The cost of preparation of these DPRs can be taken as part of the NeGP.

The State Government may take help of DIT, GoI / NISG for the selection of

the agencies which could undertake the task of preparation of DPR for each

Department/Project or for the enhancement of SeMT in the State.

It is also Proposed that the State must have an IT Regulatory Authority


44

Annexure – I: Qualifications

This section lists the Qualifications of a few Key members of the SeMT as

proposed in this report. The Qualifications are indicative in nature.

A. Program Manager

The Program Manager will bring in experience from the industry to handle the

implementation of various projects in a professional time bound manner. The

Program manager will also ensure the proper execution of the functions of the

Project Management wing as outline in the subsequent sections.

Proposed Qualifications Position

Essential Desirable/Additional

SeMT Member

(Program Management

expertise)

For Senior Level

1. Graduate with MBA

2. 6+ years experience of

which 2+ years in managing

various IT projects in public/

government/ private sectors

involving PPP/ Outsourcing

1. Experience in IT program/ project

management – e.g. implementation

of ERP in a large multi-location

organization

2. Experience in Delivery function of

software export organization

3. Experience in software quality and

IT audit

4. PMI

B. Senior Resources for GPR/Change Management:

The implementation of e-Governance initiatives entails serious issues of Process

reengineering and handling the resistance and other change management

issues involved. Senior resources with the requisite skills and experience would

ensure that the implementation all e-Governance initiatives in the state is

carried out with a holistic approach and the process transformation and

transition is carried out smoothly. The resources would also ensure the proper

execution of the functions of the Change Management wing outlined in the

subsequent sections.

Proposed Qualifications Position Essential Desirable/Additional

SeMT Members

(Change

Management

1. MBA

2. Graduate

3. 6+ years experience in

1. Experience in preparation of

strategy/policy document for any of the

State / Government Departments


45


expertise) Management/IT

consultancy

2.Experience of conceptualizing /

implementing a process improvement / re-

engineering initiative

3. Experience/involvement in drafting IT

strategy plans

4. Experience of implementing e-Governance

projects in India

5. Experience in organizational structure

design

C. Chief Technology Officer

The Chief Technology Officer (CTO) should have vast exposure to the working

in the Government/PSU sector with hands on knowledge of the implementation

of e-Governance projects in the Government/PSU sector. The CTO will be

instrumental in taking Technology decisions during design and

conceptualization phase of projects. The CTO will also be instrumental in

designing the complete strategy and roadmap for the State including

development of applications, policies and standards. The CTO will also be Head

of the Technology Management Wing of the SeMT and be able to lead the team

from the front.


SeMT Member

(Technology

Management)

1. Post-Graduate

2. 12+ years experience

1. Experience in implementation and

driving IT projects in an organization

2. Project Management and People

handling experience

3.Aware of the latest trends and

technologies


46

D. Chief Executive Officer

The Chief Executive Officer will be responsible for all functions of the SeMT and

ensure that the IT Roadmap and e-Governance Vision, Goals and Objectives are

achieved in a dynamic manner. In addition the CEO will ensure the following:

♦ Co-ordinate all the activities of the SeMT

♦ Interact with IT Secretary, Chief Secretary and Department Secretaries

of the state

♦ Get budget approvals and deliver within the required budget

♦ Dynamically achieve and design the IT Roadmap and Future Strategy for

the state

♦ Ensure ethical and value driven execution of the team

♦ Manage expectations of all stakeholders from all departments of the

state

♦ Enhance the position and image of the State in terms of delivering

eGovernance services among the citizens of the state

Proposed Qualifications Position Essential Desirable/Additional SeMT Member

(Chief Executive

Officer)

1. From Government Sector

2. 15+ years of experience

1. Extensive experience of the working

for the Government processes

2. Excellent strategic skills

3. Prior Experience in similar lead roles

would be desirable

E. Head Operations

The Head Operations will be responsible for ensuring that all timelines of e-

Governance Projects are met and resources within the SeMT are utilized

optimally. In addition, the operations head will also interact closely with the HR

/ Training Manager to ensure that the requirements of manpower and their skill

set are in tune with the technology and number of e-Governance projects being

implemented.

Proposed Qualifications Position Essential Desirable/Additional SeMT Member

(Head

Operations)

1. From Government Sector

2. BE / MBA

3. 8-10 years of experience

1. Extensive experience of the working

for the Government processes

2. Extensive Project Management

Expereince

3. Knowledge of Operations Research

and Management


47

F. Economist/Finance Expert:

The Economist would assist the SEMT in formulating required policies to ensure

the proper financial planning and monitoring. The economist would also help

formulate a viable Private Public Partnership model for the implementation of e-

Governance initiatives in Uttarakhand.


SeMT Member

(Financial

Management)

1. MBA (Finance) or CA


1. Experience in developing financial

models like Public Private Partnership

2. Experience in Financial project

appraisals, viability analysis, etc.

3. Experience in development of

business plans

G. Solution Architect

The Solution Architect will be responsible for defining the solution architecture

for large or medium scale, medium-risk projectcs for individual departments

and at the state level. The person will also be responsible for ensuring the

correctness of the Detailed Project Reports to be developed for the projects as

per the IT Roadmap. In addition, the Solutions Architect will have good working

knowledge across three of the five POPIT (Process, Organisation, People,

Information, Technology) channel disciplines and sound working knowledge of

one.


SeMT Member

(Solution

Architect)

1. BE, MBA, MCA (IT)

2. 8-10 years of experience

1. 7-8 yrs of IT experience with

minimum 2 years of experience as

Technical Architect

2. Experience in high level solution

design across platforms & bid

support

3. Excellent communication skills and

ability to work in a team

4. Knowledge of Government Sector

working


48

H. Technical Resources

The Technical Resources will be responsible for executing the e-governance

projects from the technology perspective. The resources should have a mix of

networking and application software development experience within their

teams.


SeMT Member

(Technical

Resources)

1. BE/MCA/Relevant

Certifications


1. Experience in Networking or Systems

Integration or Software Development

Life Cycle project execution

2. Architecting and designing project

wide solutions

I. Manager - Finance

The manager for Finance in the SeMT would be required to ensure long term

viability and sustainability of the projects and ensure financial reporting, asset

tracking and operational cost control for the project.


SeMT Member

Manager –

Finance

1. MBA (Finance) or CA


1. Experience in Financial Modeling

2. Experience in Financial project

appraisals and reporting

3. Experience in P&L reporting and

communication for quality assurance

reporting

J. Change Management Expert

The manager for Finance in the SeMT would be required to ensure long term

viability and sustainability of the projects and ensure financial reporting, asset

tracking and operational cost control for the project.


49


SeMT Member

Change

Management

Expert

1. MBA/ PGDBM/ CA

2.Information Technology

(MCA/PGDCA) with advanced

Certification


1. Experience in managing at least one

IT & eGovernance Project through

complete life cycle

2. Experience of interfacing with

Government Departments

3. Experience in Change Management

initiatives and Change Strategy

formulation

4. Experience in leading Workshops,

Training Assessment framework

modeling etc


50

Annexure – II: SeMT Calculation

Effort (Under Implmentation - 50%); (To be initiated - 100%)

No. of Projects

Size of Projects (Large = 3, Medium = 2, Small = 1)

Effective No. of Projects (BxCxD)

A B C D E Core Policies Completed 50% To be initiated 100% 3 2 6 Core Infrastructure Completed 5% Under Implementation 50% 1 3 1.5 To be initiated 100% 2 3 6 Core Applications Completed 5% Under Implementation 50% 3 3 4.5 To be initiated 100% 3 3 9 Departmental Applications Completed 5% Under Implementation 50% 7 2 7

To be initiated 100% 39 2 78

112

Wing Resources (except Head of the Wing) No.s

Others (Heads/Experts) Total

Program Management 1 for every 20 projects 4 2 6 Technology Management 1 for every 30 projects 3 1 4

Change Management 2 for all projects internal drivers 2 2

Financial Management 2 for all projects 2 1 3 No. of People required 11 4 15

* Member Secretary is not covered under the number calculated.


51

Annexure – III: International Best Practices

International e-Goveranance Models:

In this section, an attempt has been made to study some international models

of the e-Governance institutional & organization structure of respective

countries. The organisation structure has some roles and responsibilities which

are common across all the countries. This is clearly shown in the following

graphic

Country / Region Name of the e-Gov Group

Formulating e-Gov

Roadmap

Review of Policies & Procedures

Designing Projects

Project Funding

Mechanism

Project Monitoring

Ensuring Quality

Support Staff **

Hongkong Government Chief Information Office

Ras Al Khaimah e-Government Authority

Malaysia e-Government Program Management Group

Singapore Infocomm Development Authority

New Zealand e-Government Unit

Australia Information Management Strategy Committee

Phillipines Commission on ICTUnited Kingdom Office of e-Envoy

Roles and Responsibilities of the e-Government Group

** Note: The role of support staff is for Process Improvement, Training, Admin, Finance and HR

The summary of the e-Governance structure of the various countries is given

below and explained in detail in Annexure I

All the sample countries have an e-Government Management Group /

Authority

Most of these Groups / Authorities are responsible for IT directions for

the State/Country, policy & strategy formation, IT standards,

supervision & monitoring of the projects / initiatives

Hong Kong department has dual responsibility for promoting e-

Governance as well as promoting IT within the Special Administrative

Region

In regions like Hong Kong and RAK, UAE there are support groups for

conducting business process re-engineering studies, performing post-

implementation reviews and training

Again, both the regions also have support functions like Administration,

Finance and HR


52

In Hong Kong & New Zealand, there is a mix of permanent and

contractual staff. For rest of the countries, this information is not

available

In New Zealand, there is special group formed called ‘Formal Network’,

wherein all the respective Project leaders meet every month to share

ideas and also discuss the interdependencies and interoperable issues

Details of the International Models ( e-Governance Institutional &

Governance structure)

Hong Kong

Institutional & Organization Structure in Hong Kong

The Office of Government Chief Information Officer (OGCIO) set up in

2004 to provide leadership for the development of ICT within and

outside the Government

OGCIO provides a single focal point with responsibility for ICT policies,

strategies, programmes and measures under our “2004 Digital 21

Strategy”, in addition to providing information technology (IT) services

and support within the Government

The aim behind establishment of the OGCIO was to provide a

streamlined government structure for delivering the IT function both

within the Government and in the community, and enable the

Government to take a proactive, leading role in championing IT

development

Concurrent with the establishment of the OGCIO, a high-level E-

government Steering Committee, chaired by the Financial Secretary was

formed to set the strategic direction of the E-government programme

and coordinate interagency implementation


53

Assistant GCIO(IT Policy)

Assistant GCIO(Industry Development & E-business)

Assistant GCIO(E-Government Policy & Development)

Deputy Government Chief Information Officer(Planning & Strategy)

Deputy Government Chief Information Officer(Operations)

GovernmentChief Information Officer (GCIO)

Secretary(Commerce, Industry & Technology)

Senior Treasury Accountant(Finance)

Assistant GCIO(E-government Programme, Management &

Application Integration)

Assistant GCIO(Infrastructure and Security)

Assistant GCIO(Technology Management, Sourcing &

Facilities Management)

Chief Systems Manager(Community & Industry Liaison)

Chief Systems Manager(HR, Professional Development &

IT Management)

Chief Executive Officer(Admin)

Note: Only the shaded boxes have e-Gov focus

Role of GCIO

To manage the government IT budget and IT investment across the

Government and evaluate the effectiveness of government IT projects,

programmes and investment

To be the Government's principal advisor on government IT

infrastructure, architecture and systems (including technical standards)

To lead, implement and coordinate the E-government programme with

cross-agency responsibilities

To champion the adoption of new information technologies and the

development of innovative applications, services and content

To promote IT in the community and the business sector and lead efforts

to bridge the digital divide

To facilitate the growth and development of the local IT industry through

the influence and impact of government programmes and measures.


54

Role of Assistant GCIO (E-Government Policy & Development)

To assist in formulating the overall E-government policy and strategy

To coordinate the E-government programme and provide the necessary

policy steer including for joined-up and Government-wide initiatives

To oversee the management of the IT project funding mechanism

To assist in formulating the policy and strategy for the adoption of

Customer Relationship Management technology and principles in E-

government projects

To oversee the benchmarking and marketing of E-government activities

and opportunities

To service the E-government Steering Committee

Role of Assistant GCIO (E-Government Programme, Management & Application

Integration)

To manage joined-up and Government-wide IT programmes

To manage the Electronic Service Delivery Scheme and related contract

and support activities

To advise on enterprise systems integration methodologies and technical

solutions

To formulate and manage the Government IT management framework

covering IT Management Unit policy and liaison, stakeholder

management, knowledge management, and advice on best practices

such as project management, quality management, systems

development standards and methodologies

For staffing the GCIO, both the categories of Government IT Staff and Contractual staff are

employedwithin Government IT Staff there are 3 categories, viz. Analyst/Programmer grade, the Computer Operator grade and the Data Processor grade

Analyst / Programmer Grade - Conduct information systems studies,

design, implement and maintain application systems, provide technical

support, and manage IT projects.

43% of Analyst/Programmer on the OGCIO's establishment

57% on establishment of other 42 government departments

Computer Operator Grade - Handle site preparations and the operations

of mainframe and mid-range computer systems installed in the OGCIO

and other departments, and also participate in PC/LAN/network

administration/support and security monitoring


55

Data Processor Grade - Handle data-entry from hard copy onto

computer readable media. Staff of these two grades are mainly on the

establishments of the various government departments

To complement the work of the IT staff, the OGCIO has an

establishment of 14 Management Services grade staff. They conduct

business process re-engineering studies, plan, monitor and control the

funding of IT projects, and perform post-implementation reviews

OGCIO also engages contract staff services.

20% are engaged by the OGCIO and the rest by IT Management Units in

other government bureaux and departments

Ras Al Khaimah Institutional & Organisation Structure in Ras Al Khaimah (RAK), UAE

Government Info &Technology Advisor

External Consultant

Process Improvement

Management Training

Staff Training

Computer based Training

Management DevelopmentSupport

Management Development

Accounts

Admin

Personnel

Purchasing / Contracts

Public Relations

Partnerships

Finance & Admin

e-Government

ERP

Special Systems

GIS

Document RecordsManagement

Small Projects

Project Management

Operations

Database

Security

User Support

Software Development

External Services

Services Management

Director General

Define the ICT standards and polices and supervise enforcing them

Define any ICT requirements for the government departments and

implement them within the RAK ICT master-plan, strategy and budget

Supervise and manage all the government departmental ICT centers and

monitor their activities and performance


56

Define ICT training requirements and develop/organize the training

programs to match these requirements

Interview, evaluate and suggest suitable candidates for the ICT positions

Define the ICT annual plan, annual budget master-plan/strategy for the

whole government

Represent the RAK government with any communications or contracts

with the ICT companies

Represent the RAK government in the local, regional and international

ICT conferences and seminars

Define the management development requirements for the RAK

governments

Supervise and manage all ICT activities and monitor their performance

for all levels

Supervise the management development operations, procedure

enhancements and implement the technologies that support them

Malaysia

Institutional & Organisation Structure in Malaysia

Error!

ELECTRONIC GOVERNMENT Program Management Group

ELECTRONIC GOVERNMENTSteering Committee

Operation•Agencies•Consortium

Support•MAMPU•Consultants







Project Manager



Driving License, etc

Program Support Group

ELECTRONIC PROCUREMENT

Generic Office Environment

HRMIS Project Monitoring System

Project Manager Project Manager Project Manager Project Manager

ELECTRONIC GOVERNMENT Program Management Group

ELECTRONIC GOVERNMENTSteering Committee









Project Manager



Driving License, etc

Program Support Group

ELECTRONIC PROCUREMENT

Generic Office Environment

HRMIS Project Monitoring System

Project Manager Project Manager Project Manager Project Manager

In Malaysia, there is an e-Government Steering Committee for

approving all policy related and project related issues

This committee is supported by e-Government Program Management

Group for formulating various projects and also monitoring their

progress

Each of the projects has a Project Steering Committee to monitor the

projects and has a Project Manager, which takes assistance from outside


57

agencies / consortiums, Consultants and Malaysian Administrative

Management Modernization and Planning Unit (MAMPU).

Singapore Institutional & Organisation Structure in Singapore

Permanent Secretaries of Ministries

Representatives from Private and Public Sector eGPC eGAP

Ministry of Finance

IDA

CIO/CTO

e-Government Policy Committee (eGPC): Centrally coordinates for e-government policy and direction. Chaired by the Head of Civil Service and comprises Permanent Secretaries of Ministries. Sets specific targets and monitors the progress of e-Government initiatives

e-Government Advisory Panel: Chaired by Head of Civil Service and

comprises representatives from private and public sectors to help steer the e-Government effort. The panel advises:

Advises the Government on global trends in e-Government and their impact on Singapore; and

Provides feedback and advice to the Government on areas where the e- Government implementation efforts can be improved

Ministry of Finance (MoF): Owns the overall e-Government initiative.

Responsible for all central Infocomm Technology (ICT) infrastructure, services and policies within the Public Service

Infocomm Development Authority of Singapore (IDA):

Catalyzing and project-managing innovative and impactful government-wide information and communications technology (ICT) initiatives to provide integrated and seamless eServices to the public

Permanent secretaries, Heads of the

Chief Executive Officers of the statutory bodies

Agency-specific ICT infrastructure


58

Articulates ICT directions, policies and standards, and identifies technology-enabled innovations for experimentation in the Government, and fosters a secure infocomm environment in Singapore.

Manages the eGovernment Action Plan and works closely with individual government agencies to architect and manage ICT solutions, operations and projects.

Permanent Secretaries of Ministries, Heads of Organizations of State,

and Chief Executive Officers of Statutory Boards: Responsible for agency-specific ICT infrastructure and services within their own organizations. Assisted by their Chief Information Officer (CIO), they:

Articulate the organization's vision in the exploitation of IT Align ICT policies, standards, projects, systems and infrastructure with

the vision, business needs and business priorities and that of central authority

Provide leadership in the planning and prioritizing of IT initiatives Ensure that appropriate management attention, manpower and

monetary resources are given to ICT initiatives

New Zealand Institutional & Organization Structure in New Zealand

Information Technology Policy and StrategyDevelopment

Relationship Management Project Management

e-Government Director(e-Government Unit)

e-Government Advisory Board

Minister(State Services)

E-Government Agency leaders & CIOs (Formal Networks)

Note: The boxes under the e-Government Unit represent functions and not departments

e-Government Advisory Board: State Services Commissioner chairs the Board. Its members assist him in guiding and overseeing the programme. Board has four Public Service chief executives, a local government chief executive, and a private sector chief executive. The Director of the E-government Unit is an ex officio member of the Board.

e-Government Director: Manages the E-government Unit to deliver the e-

government programme. Also works closely with chief executives and senior managers in the government agencies to ensure wide acceptance of the programme objectives


59

E-Government Unit: Has people with technical IT, policy and strategy development,

relationship management and project management expertise Unit size fluctuates according to the project work underway at any given

time Mix of permanent State Services Commission staff, secondees from other

government departments, staff from other departments leading e-government projects from within those departments and contract staff

Many other public servants, including local government staff are involved in the development and delivery of the e-government programme, lending their time, expertise and facilities

Formal networks within the government sector to facilitate the exchange of information and ideas. Also provides avenue for government agencies to identify opportunities for collaboration to deliver e-government

Formal Networks: Public Service departments and some other government organizations nominate e-government agency leaders and CIO's who meet monthly. Role of the agency leader to drive the implementation of e-government in their organization. Their role is:

Act as a conduit for 2 way communication between their organization and the e-Gov Unit

Ensure mandatory requirements from the programme are included into their organization’s work plan

Working within their organization to ensure that the approach to online service delivery is consistent with the policies and standards developed in the e-government programme.

e-Government agency leaders: Senior managers working in the core

business of their organization. Their role is service delivery (to people, business, other government organizations and Ministers), business transformation and change management dimensions of e-government

CIOs: Managers accountable for design and delivery of the technical and

information management dimensions of e-government. Focus on implementation of the interoperability framework, technical standards and guidelines & leveraging government IT infrastructure


60

Australia Institutional & Organization Structure in Australia

Management Advisory Committee

Information Management Strategy Committee (IMSC): Responsibilities of IMSC

Responsible to the Management Advisory Committee, act as a

reference group for the Minister for Communications, Information Technology and the Arts (where appropriate) and draw on agencies with key central roles or major responsibility for delivering services online

IMSC includes representatives of the primary agencies involved in delivering programs and implementing policies that use ICT as an enabler

IMSC is chaired by the Secretary of the Department of Communications, Information Technology and Arts

IMSC will be serviced by NOIE and supported by the CIO Committee Role of IMSC

Direct CIO Committee work plan and to consider its proposals Provide shared leadership on whole-of-government information

management strategies Within the governance principles, develop policies, standards,

specifications and guidelines for ICT that support business solutions for agencies as well as future interoperability

Identify and consider strategic information management approaches aimed at delivering whole-of-government benefits, and optimizing potential gains

IMSC

CIO Committee

Working Groups

National Office for the information economy

Minister for CITA

Acts as reference group for MCITA

Policy advise

Secretary of the department of Communications. IT, Arts, and CEO


61

Promote ICT investment, architecture and governance arrangements for strategic projects that support innovative business solutions

Initiate research and development into matters affecting whole-of government ICT activities

Sponsor key strategic issues for ministerial consideration

Philippines

Institutional & Organization Structure in Philippines

Commission on Information and Communications Technology (CICT)

CHAIRMAN

COMMISSIONER COMMISSIONER COMMISSIONER COMMISSIONER

eGovernment Implementation Group

(eGIG)

Information Infrastructure Group

Human Capital Strategic Business Development Group Development Group

Policy, Research & Standards development

Program Review & Monitoring

ICT Consulting Services

Office

Field Operations Office

E-Government Program

Management Office

eGovernment Implementation

Group (eGIG)


62

Program Review and Monitoring

Conduct of in-depth reviews of all Agency ISSPs to determine conformance to established ICT policies/standards and to the GISP

Issuance of appropriate Agency ISSP endorsements to the Department of Budget and Management (DBM)

ICT Consulting Services Office

Provides ICT-related consulting assistance to National Govt Agencies (NGAs)

Strategic Information Systems Planning Systems Design and Development IT Project Management (PMBOK-based) ICT Procurement Assistance

Overall Project Management for the e-Gov Services Portal and the eGov Payment Gateway initiatives

Field Operations Office (FOO)

Provides ICT-related consulting assistance to Local Govt Units (LGUs) and to field offices of National Govt Agencies (NGAs)

Overall Project Management for the e-LGU Project Automating revenue-generating functions of LGUs Establishing LGU-owned and managed Community eCenters

eGovernment Program Management Office (eGovPMO)

Provides oversight project review and monitoring on all projects funded out of the eGov Fund

Provides secretariat support to three inter-agency committees: the eGov Frontline Services SWG the eGov Project Review and Selection SWG, and the eGov Fund Management SWG

United Kingdom Institutional & Organization Structure in United Kingdom

Office of the e-Envoy (OeE)

E-Policy Service Transformation e-Delivery e-Communications

Office of Government Commerce (OGC)

Departments


63

e-Policy: The e-Policy team focuses on operational and infrastructure

strategies. It ensures that the infrastructure for the new economy is delivered, transforming government to improve services to citizens and business

e-Government Policy & Strategy: The e-Government Strategy team is responsible for developing central policy and strategic direction for the e-Government programme.

e-Democracy: The e-Democracy team is responsible for the development of government policy on e-democracy including both participation and e-voting.

Markets, Technologies and Innovation: The Markets, Technologies & Innovation Team is responsible for setting out the UK government's vision and policy on online services. It works jointly with the private and public sector and business

Industry and Regions Central Strategy Unit: The Central Strategy Unit provides strategic

support to the e-Minister and the e-Envoy on their broader e-economy responsibilities

Service Transformation: The Service Transformation Team (STT) has a

central role in the OeE's relationships with key government departmental customers and in ensuring joined-up e-government products and services from the rest of the OeE

e-Delivery: The e-Delivery team (eDt) is responsible for the implementation

and operation of projects initiated by the OeE. eDt focuses on delivery and technology innovation and provides products and services to government departments to enable the internet to become the primary channel for interaction with government.

e-Communications: The e-Communications team has a leading role in

ensuring that the Government has a first-class Internet presence. The e-Communications group is spearheading the UK online Campaign and is working across government to improve the quality of government websites, promoting best practice and innovation.


64

Canada Institutional & Organization Structure in Canada

Government online (GOL) Advisory Panel

GOL Advisory panel: The Government On-Line Advisory Panel will comprise of representatives from all facets of Canadian life; including members of the following:

the general public businesses and the high-tech sector academic and education sector voluntary sector

The Panel will work collaboratively with the President of the Treasury Board and federal government officials to provide advice and recommendations on the following:

the scope and reach of government on-line the priorities and timetable for electronic delivery of

government services, including how services should be clustered for single window delivery

minimum standards for government electronic delivery of services, including for special needs clients

how best to foster innovation, service improvement and increased access through information technologies and electronic service delivery

partnership opportunities and strategies for joint delivery of services with other levels of government and the private and non-profit sectors

mechanisms for assessing the government's progress in meeting its targets

strategies to promote increased awareness and use of the Internet by the public and business communities (including strategies to help address the "digital divide" in Canada)

e-government policy issues and possible approaches to address these issues.

Public Sector Chief Information Officer Council (PSCIOC)

Public Sector Service Delivery Council (PSSDC)

Organizational Readiness & Human Resources

Service Delivery Common Secure Infrastructure & architecture

Policy

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