appendix-1: semi-structure interview questionnaire...

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APPENDIX-1: SEMI-STRUCTURE INTERVIEW

QUESTIONNAIRE

Appendix-1: Semi-Structure Interview Questionnaire

Government-to-Citizen (G2C)

Research Setting: Interoperability in Government-to-Citizen (G2C)

Research Method: Qualitative Method (Case Study Method)

Data Source: Semi-structured Interview; Records from various sources

Target Respondents: First level managers and above {project managers, group leader, pre-sales

and BU-head}

Please mention the projects considered to answer following questions: Please refer completed projects only. Please share details such as project name and description

and other relevant details. Project Name Brief Project Description Remarks

1.

2.

3.

I. Your Role:

II. How is government approaching E-Governance? What are its objectives?

Question Reply

What are the various models of operation (multi-

channel) when providing E-Governance?

i. Does government go alone?

ii. Does it collaborate with private partners

and with intermediaries?

iii. Partners with private partners without any

intermediaries

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Do citizens see the E-Governance by Government

collaborating with private partners as

privatization?

i. Does state’s political economy have

significance in deciding the outlook and

purpose of the E-Governance

What is the main objective of Government in E-

Governance?

i. Economic Growth by providing one-stop

services

ii. Social development

iii. Both

What is the target population with which E-

Governance starts?

i. Low income, middle income and High

income

What kind of entrepreneur’s partner and what is

their outlook and skill?

a. Rural, lower and middle income and not so

affluent socio-economic backgrounds

b. Rural, upper and middle income and

affluent socio-economic backgrounds

c. a and b with Computer Literate

d. In the case of urban, how does the outlook

change?

What kind of assistance does Government provide

to the entrepreneurs (or private partners)?

i. Develop the center, provide content and

connectivity and training needs

ii. Are any of the models such as BOO, BOT,

BOOT are being followed?

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What proportions of revenues are from

transactional services and informative services?

What options are considered as part of interactive

services?

i. Is gathering of citizen opinion and

involving in decision-making also

considered?

Apart from services, what other are considered as

part of G2C services for example, citizen

empowerment and greater engagement?

i. Is citizen engagement possible using G2C?

ii. What kind of social-media interactions

considered?

III. What is impact of PPP on interoperability and its effect on governance?

Question Reply

Where is the power vested (with Government

or entrepreneur) when citizens are offered

services (Rajiv Common Service Centers) by

PPP models?

To make the Partnership sustainable which

income group’s presence is required at higher

proportion?

India is a multi-class fragmented society,

disunited and engages in accommodative

politics with multiple interests. Therefore,

does it not demand that Government owns the

control?

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Entrepreneur plays a dormant role and

Government manages the users’ wants and

needs?

Do citizens utilize E-Governance because

backed by the credibility of Government?

When Intermediaries are involved how does

the information flow assist the inter-

organizational information flow?

i. Does Information system assist the

information flow?

Do Government officials use E-Governance to

enhance accountability? Can citizens perform

surveillance of government or E-Governance

used by Government officials to broadcast

selective information (control of information

flow) and watch citizen’s activities?

Do citizens approach centers that provide

electronic activities because of the efficiency

and market friendliness of private sector?

i. Does absence or presence of cost

benefit motivate or demotivate the

citizens. (for developing or least

developed countries cost saving may

not be a significant when compared to

developed countries)

Do the Government officials see the CSCs as

taking them away from the people?

i. Though the chances of corruption

reduce, the government officials fear

shift of power with CSC representative

communicating and felicitating

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between citizen and government

official.

ii. What other constraints such as

feudalism, caste and so forth come

into play to sustain E-Governance?

IV. Why the insights into the interoperability issues in G2C are important?

Question Reply

What are the attributes for service

development?

i. Citizen centric service delivery – one

stop shop e-services

ii. Community participation -

iii. Efficient allocation of resources

iv. Transparency

v. Reduce corruption

vi. Accountability

vii. Improve response times

When dealing with services that are specific

in nature (such as passport services) what is

the private agency’s involvement?

i. Is efficiency and market friendliness

the key drivers for such partnerships

ii. Where is the power vested in such

scenarios

Along with G2C services, are B2C services

provided at CSCs.

i. Do you feel this is a good move by

government?

Do you see any services that are specific to

location and provided to citizens thru CSCs?

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i. If yes, please list the services

Do you feel the services need to be

customized based on the location?

Apart from providing services to citizens,

what areas do you see private agencies can

participate in governance?

i. Can private agencies share

information and gather opinion?

ii. Can private agencies contribute in

rural areas by providing information

and assisting government in areas such

as insurance, crop details, loans,

details regarding education for rural

children and so forth?

Can private agencies assist government in

reducing digital-divide?

i. Citizens – Help deprived classes to

avail E-Governance benefits

ii. Government Offices – Assist

government offices in using ICT

enabled especially at rural centers. For

example, verification requires

capturing images and attaching these

to necessary artifacts. Is it possible?

What could be preventing government and

private from enabling private in assisting

government in governance activities using E-

Governance?

What changes do you see private agencies to

assist government in governance rather than

providing services to citizens?

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Can intermediaries take a bigger role rather

than providing just technical assistance

wherein Government defines the political

context, political arena for cooperation, legal

and organizational changes, selecting and

defining standards and evaluation and change

management?

Do the intermediaries play a significant role in

deciding what information flows to the

government from the private agency?

V. What are the drivers, during implementation, for standardization and centralization in

G2C scenario?

Question Reply

What methods are being attempted or used to

define the static elements (architecture, data

formats and so forth.) of standardization

i. How these methods implemented (to

achieve dynamic dimension) to effect

governance?

Are attributes in above point consistent across

all CSC centers?

i. If not, is there any criteria followed to

assess the importance of these

attributes as specific to a location.

What are the criteria followed for CSCs

(Common Service Centers) or Village Level

Entrepreneurs (VLEs)?

i. Number of citizens targeted

ii. Number of services offered

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How managed is the Service Center Agency

(SCA)?

i. Do they provide alone the necessary

infrastructure such as gateways

including payment gateway, data

centers, State Wide Area Network,

Call center and so forth?

ii. Is infrastructure alone centralized

iii. Apart from technology, what else

considered as part of SCA?

iv. How location specific issues identified

and considered as part of E-

Governance?

What are the plans to include latest and

emerging technologies into SCA fold?

What activities are standardized?

VI. What changes done to service development to support interoperable governance?

Question Reply

Problem perception: SOA application [scope

{application, workgroup, line-of-biz,

enterprise}, interface granularity {coarse or

fine}, interaction {one-way, synchronous,

asynchronous} and semantics]

Interoperability dimensions addressed by

method

Measuring achievements of method

application

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Government-to-Business/Government (G2B)

Research Setting: Interoperability in Government-to-Business/Government (G2B/G2G)

Research Method: Qualitative Method (Case Study Method)

Data Source: Semi-structured Interview; Records from various sources

Target Respondents: First level managers and above {project managers, group leader, pre-sales

and BU-head}

Please mention the projects considered to answer following questions:

Please refer completed projects only. Please share details such as project name and description

and other relevant details.

Project Name Brief Project Description Remarks

1.

2.

3.

I. Your Role:

II. How is government approaching E-Governance? What are its objectives?

Question Reply

What is the objective of public organizations to use

electronic governance? (from private org

perspective and from public org perspective)

What is the objective of private organizations?

from private org perspective and from public org

perspective)

Do public governments use eGovernance to

improve transactions, accountability and reduce

corruption?

i. Are “Real-life” contestations in form of

constraints?

Citizen-centric initiatives – How are taken forward?

Are there differences in the approaches followed

for following PPP types that are specific to G2B?

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i. Private sector develops software and

consumed internally by government or in

other words its employees.

ii. Private sector develops software and

consumed by both private & public. Private

and public jointly use the developed

software and transact business. For

example, procurement

III. Why the insights into the interoperability issues in G2B are important?

Question Reply

Requirements Gathering

i. Are requirements upfront decided?

ii. Continuously discuss with end-users and

evolve requirements?

Change Management

i. How accommodative of changes?

ii. Can change request raised for each

change?

iii. Are the users’/actors opinions on the

selection of technology, changes to

process re-engineering and adoption of

technology considered? {Social-shaping

of technology}

“Technology-based” approach

i. Do you see an inclusive approach? For

example, concerns of various

stakeholders being considered, for

example, security concerns?

PPP

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ii. Do governments have “vendor” or

“collaborator” mind-set”?

iii. Information asymmetry – How is it

taken care in PPP?

iv. Is Risk-sharing encouraged through the

contract? Risk-reward models?

a. What is approx. risk sharing

percentage between Govt. &

private?

Following questions are specific to situations

such as e-Procurement, Taxation and so forth.

where multiple stakeholders’ involvement is

necessary

i. What factors such as technological,

economic, social based on strategic,

economic and technical accounts

considered while developing and

implementing.

ii. How various stakeholders solicited for

opinion?

iii. How opinions of various stakeholders

deliberated and logically closed?

iv. How local level implementations

considered?

v. Were any of B2B approaches

considered?

IV. How did organization dynamically interoperate in G2B scenario?

Question Reply

What factors (purpose and role of government,

societal trends, changing technologies, human

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elements, information management and

interaction & complexity) specifically

considered to effect changes? {Socio-technical

systems} (Please refer end of document for

attributes of these six factors)

Apart from these six factors, are any other

factors considered?

Changes to Policies, underlying beliefs and

values and practices

i. Do negotiations happen constantly?

ii. Do you see changes in policy and

corresponding changes in action?

Information asymmetry exists and information

sharing.

i. People who own and have information

share it easily and when required

ii. Are conscious actions in place to reduce

information asymmetry? If yes, provide

examples.

Do key individuals drive activities and make

things happen?

Cultural changes required incrementally and by

moving the frontier. Do you agree?

i. Do you feel the changes that are

happening around are assisting in

moving the frontier?

Do negotiations around re-operationalization of

values happen?

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V. During implementation, what are the drivers for standardization and centralization in

G2B scenario?

Question Reply

Are centralized and standardized thought at project

initiation?

i. If yes, what prompted to select both or one

of these?

Centralization

i. Are there situations where centralization

was beneficial? Provide examples.

ii. Can power be de-centralized? What are the

limitations and benefits?

Standardization

i. When various government departments and

private enterprises come into play, is

standardization attempted?

ii. During standardization, are human aspects

also accounted?

iii. During development and during

implementation, is standardization

considered?

What choices are being considered while selecting

technology and thereby standardization?

i. Do social, economic and strategic criteria

play a role?

ii. Do you see scope for negotiations and

mediations while selecting standards?

Similarly, during implementation of technology do

you see scope for choices based on social,

economic and strategic accounts

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i. Can these choices be negotiated and

mediated.

Are there any other interactions social, economic

and so forth that you see during standardization?

Factors that demand E-Governance to be dynamic and open

i. Purpose and Role of Government: Fairness and equity, Transparency, Role of Private

Sector, Role of civil & NGOs, Efficiency & Effectiveness

ii. Societal Trends: Digital divide, demographics, sectarian conflicts, multi-culturalism,

economic development

iii. Human elements: Safety, Privacy, Confidentiality, Identity, Integrity of individual, Trust,

autonomy, access

iv. Changing Technologies: Security, Mobile & wireless, Virtualization, Visualization

v. Information Management: Information search & retrieval, digital (libraries, preservation

& archives), knowledge management

vi. Interaction & complexity: dynamics among subsystems, diverse stakeholders, governance

mechanisms, cooperation, collaboration and multi-channel access & delivery.

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APPENDIX-2: CASES WITH SEMI-STRUCTURED INTERVIEW

Appendix-2: Cases with semi-structured interview

Case studies selected to represent at least one transition trajectory. Certain cases represented

more than one transition trajectory. Cases sourced from CIPS (http://www.cips.org.in) and

eINDIA (http://eindia.eletsonline.com), an annual event. The two identified sources are one of the

avenues for Government of India to highlight leading government cases. Information sourced from

both eINDIA and CIPS are available online.

CATEGORY: G2C

Category: G2C

ICT based Citizen Services (CIPS E-Governance Database pg. 1-8)

Table 27 Key Information - ICT based Citizen Services

Public Organization GoAP DeitY

Software

Development

Indian Company with Global

Presence

Maintenance &

Support

GoAP and a third party. 3rd party partnerships in various

forms

Respondents Officer GoAP

Director SeMT GoAP Sr. Manager from Indian

Company with Global Presence

Key Transitional

Trajectory

Transformation (Desired) Reconfiguration (Observed)

URL http://www.meeseva.gov.in/Mees

eva/intro.html

{Mission Mode Project}

http://www.cips.org.in/

http://eindia.eletsonline.com/

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Government of India started NeGP in 2005. After that, several states in India embarked on ICT

based citizen services using PPP. In this study, selected state of Andhra Pradesh7 citizen based

services. Andhra Pradesh started ICT based services in early 2000. Andhra Pradesh in 2000 started

with its capital Hyderabad and identified 23 centers as CSCs where citizens can avail G2C services.

These centers operated on PPP mode. Moreover, at that time idea of ICT based services had

novelty and contributed heavily to the initial feedback. These and along with other factors

prompted the private enterprise to scale the operations from 23 to 50 centers, but no change to the

amount8 paid per transaction to the private enterprise. Later, government expanded ICT based

services to other regions of state. CSCs initiated across the state under three categories 1) district

level government directly works with private entrepreneur, 2) an intermediary9 works with the

private entrepreneur, and, 3) an intermediary company works as liaison between Government of

Andhra Pradesh and private entrepreneur. All the three categories worked towards the business

goal of efficient and transparent government services with actual business models varying

considerably. Along with service efficiency, Government of Andhra Pradesh took pride in

improving the working environment. One of the government official quoted, “instead of working

in dingy office spaces government employees, private entrepreneurs and citizens transact in clean

and air-conditioned offices”.

After 2005, with roll out of NeGP by Government of India, Andhra Pradesh re-named its ICT

based citizen services in as Mee-Seva (http://www.aponline.gov.in or

7 In June 2014, Andhra Pradesh state has been bifurcated into Telangana and residual Andhra Pradesh

respectively. In this paper, Andhra Pradesh refers to both the states and data refers to both the states. 8 The amount arrived at by selecting the lowest bid. At the start of E-Seva, charged INR.3.90 per transaction

and paid to the participating private enterprise. 9 It can be a company, for example, APOnline, jointly formed between Tata Consultancy Services and

Government of Andhra Pradesh or a company with expertise in ICT acts as liaison between private

entrepreneur and state government.

http://www.aponline.gov.in/

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http://www.meeseva.gov.in). At the same time, other states also started ICT based services. CSCs

connected to centralized gateways and servers at service center agencies (SCA) and located in each

state. CSCs use gateways and servers of state E-Governance Service Delivery Gateways located

in SCA for payment and transaction services. Program reports indicate that centralization of

gateways and servers resulted in better and faster access. Standardized internet technology used

for better and seamless connectivity. At each CSC, VLEs identified to enhance the reach of the

CSCs and make their services available at citizen’s doorsteps. CSCs integrated with B2C services

also.

Various CSCs across the state offer around 250+services by standardizing and centralizing the

setup. Standardization consists of 1) Internet enabled service delivery integrating service providers

and service access providers 2) Taking advantage of the standardized internet technology and

provides mobile interfaces 3) Merger of all services at a single location (CSCs) with VLEs playing

the role of managing and running the CSC. Few key services are birth and death certificates,

scholarships for students, financial assistance to pregnant women from lesser economic status of

society. These transactions take 10-15 minutes to complete as compared to 10-15 days before

implementing ICT based services. Several of these services adopt the concept of central pooling

of data and digitally signing them with digital signatures certificates of authorized officers, storing

them in database and rendering them using web-services. A strong ICT based infrastructure helped

Government of India and its states to perform transactions at a faster pace and aim to increase it

further by including other service businesses. Citizens could avail both G2C and B2C from CSCs.

Table 28 provides the list of services available to citizens. One of the DeitY10 secretary

10 Department of Electronics & Information Technology, DeitY, of Ministry of Communications and

Information Technology, Government of India.

http://www.meeseva.gov.in/

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commented, “electronic delivery of services (EDS) is growing at a fast clip at the national level

with transactions at 150Mn per month in 2013 and would like to increase it to 300Mn in 2014”.

Table 28 CSCs and list of services offered

Services Description

G2C Agriculture Certificates, crop assistance, farmer registration,

incentives

Government Cards /

Taxes / Certificates /

Pension

Ration card, birth/death certificates, Electoral roll,

Caste/Minority, Driving license, Income, Various Gov.

pension schemes, taxes

Poultry / Fisheries Avail subsidies, financial assistance, renewal of licenses

Bill Payment Electricity, Water, property taxes,

B2C Financial Services Bank account opening, Cash deposit & withdrawal,

Direct Benefit Transfer (DBT) and so forth.

Insurance Citizens can avail insurance policies offered by public

and private sector companies.

Education & learning Adult learning programs, e-learning, distance education

courses

Travel Bus, Train and Air ticket bookings

Entertainment DTH connections from private enterprises

Miscellaneous Media, research, data collection and so forth.

A high transaction oriented services did result in skew based on geography (urban and rural),

type of citizens targeted (low, middle and high-income groups), characteristics of private

entrepreneurs benefited (school dropout, school completed and university) and profitability of

private entrepreneurs. Private entrepreneurs operating in urban areas were profitable, whereas rural

areas were not and most of the private entrepreneurs not making profit were school dropout

(Kuriyan & Ray, 2009). To reduce the skew, the options of increasing the citizen reach found to

have benefits in not only increasing the entrepreneur’s profitability, but also making the ICT based

services resolve problems faced by citizens and contribute to growth (Naik et al. 2012). Location

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of CSCs largely addressed by the state considered in this study. For example, Andhra Pradesh has

7200 CSCs covering 23 districts (to compare, another state with twice the number of districts has

6000+ CSCs). However, influence of ICT based services on factors such as market generation and

embedded governance that contributes to growth of ICT has been limited or negligible.

During author’s semi-structured interview, respondents did admit that participating

organizations could assist government in embedded governance. These were, irrespective of

rural/urban, participating organizations to solicit and gather information, provide information on

areas that affect their lifestyle, bridge digital-divide and so forth. For participating organizations

to make a meaningful participation policy level changes are required, define the political context

and arena for cooperation, required organizational and legal changes, selecting standards for

evaluation that are mutually beneficial and a favorable environment for change management. Most

importantly, essential to tailor based on location. Therefore, for citizen-based services to look

beyond transactional services government along with participating organizations requires

developing a regime where adoption of recent ICT innovations help in developing organizational

capabilities and organizational activities for sustaining capabilities. While developing

organizational capabilities and activities affordances for societal evolution are very essential.

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Agriculture Mission Mode Project (AMMP)

As part of NeGP plan, a Mission Mode Project under Department of Agriculture and

Cooperation (http://www.dacnet.nic.in/) has been setup to provide required infrastructure and

enable states to use ICT and provide various services to farmers. Central government has

standardized data structures to ensure uniformity in data structures. Such a framework helps in

sharing of information across states. Best practices can be collected at state level, made available

for other states, and contribute to national repository. Collection of best practices focused on the

prioritized services. Central Government identified 18 of these. NeGP supports agriculture service

delivery through various centers such as CSC, private kiosk, departments, agri-clinics, agri biz

centers. States provided financial assistance to enhance the reach by using various service delivery

centers. Few modules managed by Central government are national level policies regarding

agriculture, plant protection and quarantine, maintain low and high prices for cereals and pulses,

seed certifications, development of insecticides, total sample preparation methods, tools and

procedures and so forth. Therefore, web-services application integrated with other applications for

seeds, agriculture market, insecticides and state portals. Modules such as registration, soil testing,

seed testing and certification, pesticide testing, grievance management, content and knowledge

management managed at both state and national level.

Focus areas of NeGP’s mission mode project are service delivery, capacity building, process

re-engineering, finance planning, technology enablement and monitoring & evaluation. Service

delivery and capacity building exclusively assigned to states and entrusted on state Agricultural

departments with infrastructure support provided by NeGP’s project. Financial planning,

technology enablement and monitoring & evaluation are NeGP’s focus areas and process re-

engineering a joint operation between state and center.

http://www.dacnet.nic.in/

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ICT based services that provide services to citizens, both government and business, and

agriculture services to farmers share the same infrastructure. To enhance service delivery

mechanisms, states have improved request resolution mechanism by providing scientific expert

opinion.

e-KrishiKiran (CIPS E-Governance Database pg. 35-41)

Table 29 Key Information - e-KrishiKiran

Public

Organization

Government of Gujarat Anand Agricultural University

Software

Development

National Informatics Center

(NIC)

Anand Agricultural University

(AAU) provides agriculture

technical expertise

Maintenance &

Support

Government of Gujarat

Respondents Director IT

Key Transitional

Trajectory

Reconfiguration (Desired) Technology Substitution

(Observed)

URL http://shc.aau.in/

Farmers in India come in various proportions, where majority of them follow less scientific

methods. In the absence of scientific advice, there have been cases in India; bad decisions by

farmers coupled with natural calamities resulted in lesser productivity and returns. In certain

situations, when expenditure outweighs returns, farmers became debt ridden. Therefore, timely

scientific expert advice helps farmers to take well-informed decisions. Providing timely scientific

expert is the objective of Government of Gujarat. In this regard, developed an IT based solution

that links the four agricultural universities to the farmers. The IT solution is a web-based

application that can receive requests from farmers and forward it to the agricultural scientists. The

requests managed through a special center established at Anand Agricultural University. Apart

http://shc.aau.in/

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from farmer’s specific requests, general information also provided at the web site. Web site has

FAQs section and covers agriculture, animal husbandry, fisheries and horticulture questions.

General information starts by performing soil test details and calculating the fertility index. These

tests done for each village and for various crops that grown in the village. Farmers expected to

obtain these details from the government offices (panchayat) located at every village. Details

distributed in form of cards and contain apart from soil test details, weather information and crop

information such as fertilizers required, alternative crops tried for viable and better production,

action plans for crop production. So far, details performed for 18,600 villages across state of

Gujarat.

The finalized IT solution involved taking architectural decisions during initial development

phase. The design supports capture of request from the farmer and forwarding it to the scientists

at Agricultural Universities. Scientists objectives re-worked, and contains 30% of their time spent

towards addressing farmers’ requests. With increase in internet usage and adoption by the society,

farmers did not require additional incentives to adopt the ICT based system. However, IT experts

not familiar with agriculture jargon and concepts posted in the special center. This lack of domain

specific knowledge resulted in increase of clarifications from agricultural experts by IT experts.

When multiple domains inter-linked and interwoven into the operation of routines innovative

methods of issue resolution essential to sustain and for better results. Agricultural experts cannot

be posted at the special center to address 30% of their work (agreed as their objectives) in the

process they may sacrifice remaining 70%. During semi-structured interview, the official remarked

saying, “by uploading best practices on web site and uploading videos we plan to address these

issues to certain extent, however, a better solution is essential”.

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e-Sagu (CIPS E-Governance Database pg. 83-87)

Table 30 Key Information - e-Sagu

Public Organization Government of Andhra Pradesh IIIT Hyderabad

Software Development IIIT & Acharya N G Ranga

University

Maintenance & Support IIIT & Acharya N G Ranga

University

Contractual agreement exists

Respondent Project Director

Project Manager

Key Transitional

Trajectory


(Observed)

In the state of Andhra Pradesh, agricultural university and IIIT Hyderabad developed e-Sagu,

an ICT based system, to address farmers’ requests. With help of NeGP, GoAP developed this

application. The application requires a coordinator works closely with the farmer and is ICT

literate. Initially the coordinator had a digital camera to take pictures and attach these along with

the farmer’s request. Coordinator captures farmer’s request by means of a standardized template

that helps the farmer to articulate his/her problems to the agriculture experts. Later the digital

camera upgraded to mobile. Soil tests, crop pattern, fertility index computed before processing

farmer’s requests. Against these parameters, farmer’s request analyzed and information sent back

to the coordinator. Apart from farmer’s requests, crop monitoring and evaluation done at various

stages such as crop selection, pre-cultivation, cultivation, crop management, pre-harvest, harvest

and post-harvest. Schedule is prepared and sent to coordinator and contains the various tasks

required from the coordinator. For example, for commercial crops information is solicited every

week, and for non-commercial crops every 15 days. Coordinator instructed not to suggest solution

even though he is aware of it. During semi-structured interview the respondent replied saying

“patient cannot become a doctor”.

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Apart from providing information to farmer, information also posted on village centers where

people normally aggregate for example, milk collection centers. Information displayed on physical

boards and not on electronic boards, coordinated by the coordinator, and plays a critical role in

information dissemination. Coordinator’s monthly wages agreed before assigning five villages.

Apart from display in public boards, limited help coordinator could provide in information sharing

among farmers. Initially, face-to-face, noticed high issue resolution (60%), as trust developed

gradually, the issue resolution through computer mediated moderated by coordinator increased to

70%. In one of the respondent’s quantitative assessment consisting of ranking farmers, practices

into positive score (increase throughput and reduced cost) and negative score (decrease throughput

and increased cost). A positive correlation (r=0.57) noted between advice and throughput, but only

53% of farmers had a positive score indicating presence of other factors that contributed to

negative score. Slow trust development and negative scores indicate that other factors of societal

evolution such as hierarchical, social (caste and position in society), practices adoption influenced

by people at structurally higher village social levels and so forth could be playing a role. CSC route

not utilized as the project has no contractual agreements with CSC. During semi-structured

interview when request made to respondent to share the feedback of the farmers, respondent

replied saying, “farmers wanted inclusion of other parameters of farming like seeds, horticulture,

fisheries, protection to their produce, labor availability and so forth. In spite of all these limitations

after completion of the project farmers did request to continue the project after its completion”.

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Rice Knowledge Management Portal (RKMP) (CIPS E-Governance Database pg. 228-234)

Table 31 Key Information - RKMP

Public Organization Directorate of Rice

Research

Along with various other centers

Software

Development

CDAC ICRISAT for Knowledge

Management models

Maintenance &

Support

Directorate of Rice

Research

CDAC

Key Transitional

Trajectory


Respondents Sr. Scientist & Consortium Principal

Investigator

Scientist

URL http://www.rkmp.co.in/ {Mission Mode Project}

RKMP is the first step towards knowledge driven agriculture exclusively for cereal rice. It

harnessed ICT and knowledge management to manage voluminous knowledge in DRR. Along

with state departments, DRR harnesses existing knowledge with proper follow-up projects and

activities with continuous update of ICT and knowledge management strategies to enhance yield

in terms of productivity and production. This requires training at Level-I Kisan (farmer) call

centers and collaborating with participating organizations. Though the actions and strategies are

in line with transformational trajectory follow-up actions are very essential. Therefore, observed

trajectory selected as reconfiguration trajectory. RKMP is developed on Drupal (open source)

with plug-ins and add-on platforms (such as dot Net and Java).

Rice Knowledge Management Portal (RKMP) developed with the sole objective of knowledge

creation and dissemination of rice. Rice being a major cereal crop, DRR is the lead institute behind

this initiative, is of the opinion that vast amount of knowledge available across the country and

there is a strong need to share this knowledge for betterment of society. However, there are existing

mechanisms for knowledge creation and dissemination these are grossly inadequate to meet the

ever-increasing rice productivity demands (supply) to meet the ever-increasing consumption

http://www.rkmp.co.in/

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(demand) of rice. RKMP has been developed so that it benefits rice policy makers, rice research

and extension organizations, credit institutes like banks, farmers, input supply firms, rice

marketing firms, rice processing firms, consumers, and external organizations. The knowledge

created, gathered and stored aimed to benefit scientific, technology-related information and market

information. Thereby, explicit knowledge available in terms of artifacts when combined with tacit

knowledge, which is context specific personal knowledge embedded with individuals, can provide

meaning to the explicit knowledge and contribute to development of new knowledge.

RKMP contributes to domain of agriculture extension. Before discussing further on details of

RKMP, a digression on discussion of agriculture extension done. When asked about extension

services, one of the respondent remarked saying that “agriculture extension services are about

focusing on farmer’s needs and learning about what works and what does not and by the nature

of local circumstances and context”. {1}. In order for extension scientists to harness ICT and

develop extension services they need to understand knowledge acquisition followed by farmers

and extension workers. Most importantly, link to organizational knowledge flows to improve their

perception and trust about information. Therefore, extension scientists need to look from

infomediary’s role of gathering content from several sources and aggregating it to farmers and

extension workers. The respondent summarized saying “extensionists to focus on practical ways

of content development along with developing capacities of infomediary’s”. {2}. This requires

along with ICT field workers need to capture local communities key words, practices and

innovations need to be used to develop key learnings and develop videos. Respondent remarked,

“ICTs contributions are immense in repeating field demonstrations across several villages”. {6}.

Videos when shared with wider communities can obtain more insights into farmer’s innovations,

socio-cultural contexts and make further adjustments. In respondents’ words, it is “zoom-in and

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zoom-out”. {3}. Therefore, ICT interventions not to focus on managing ICT, but managing the

knowledge divide. Such an attempt helps in knowledge being available, accessible and applicable.

{7}. the first step in managing knowledge divide lies in validating and contextualizing the relevant

content. The next step is in moving from teaching mode to learning mode. {5}. by using latest

programming techniques, end-users can also share their experiences along with the locally

developed knowledge. For best results respondent feels that “managers managing several

agriculture initiatives need to be convinced in developing such platforms”. Appropriate platforms

and indicators possible only when every manager and its organization focus on causality link

between the ICT initiatives and the results. {9} & {10}. Along with access considering various

parameters is essential, therefore identifying enabling factors for extension workers towards ICT

enabled services or content. {8} Feasibility of integrating knowledge with time-critical services

across whole chain of ICT actors need to be tried out by extension centers. {8}. Respondent

believes that these {10} points are critical when ICT is used for agriculture extension services.

These points could contribute towards developing actions that help to devise actions suitable for

transformation trajectories.

All India Coordinated Rice Improvement program (AICRIP) is a leading program of DRR

involving various locations all over the country. The objective of AICRIP is to develop insect and

disease resistant superior genotypes suited for different agro-climatic conditions present in India.

During developing of genotypes, it is necessary to consider crop monitoring control and the related

areas such as seed dispatch, trials, technical program, cooperators and various other centers

including marketing. Crop monitoring and control consists of crop selection, pre-cultivation,

cultivation, crop management, pre-harvest, harvest and post-harvest. RKMP to contain datasets

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from AICRIP and other centers such as Central Rice Research Institute (CRRI) located at various

rice cultivation regions in India.

The portal developed using the technical expertise of CDAC. Portal development consisted of

developing information architecture, platforms for content management systems, database types,

web servers, script handlers, content maps and user interfaces. The basic information unit for the

portal is RLO (Reusable Learning Object). The portal contains diverse tools, methods and

processes about rice cultivation to support multi-dimensional search by means of rich domain

ontology. DRR also prepared a compendium of rice vocabulary with about 2500 terms. These

again clubbed with other generic terms such as seasons, geographic locations, and user types.

Portal has well developed semantic interoperability and intelligent searches. However, lack of

proper incentives to share information is leading to apathy among stakeholders to share

information. These ontologies are used to develop various IS such as research information system,

extension information system, farming information system, service and general information

system. Apart from information storage, retrieval and display the portal is also enabling DRR

scientists to develop systems such as E-learning. Such systems help providing education to farmers

about the output of scientific research and new knowledge. Extension systems receive large

amount of support from international development agencies. Therefore, extension agencies can

hugely benefit by the rich database of innovative efforts to increase rice productivity. DRR is able

to develop training and e-learning programs on various rice production techniques that benefit

various state and non-state agricultural departments.

The portal provides functionalities for any rice stakeholder to upload information and supports

local languages of all rice-growing regions in India (Hindi, Punjabi, Oriya, Tamil, Telugu,

Kannada and Marathi). Apart from information upload, stakeholders can also benefit by the tools

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and processes. Information is available in various categories such as research, extension, farmers

and service. Extension category consists of tools such as Ferti-meter (soil health and fertilize

recommendation system for farmers), Image Driven Diagnostic tool (diagnose various field level

problems at various stages of crop monitoring and control), weed management, market prices and

various other information required for stakeholders of RKMP. Package of Practices is also

available in extension category where local specific best practices that yielded good results are

available.

DRR along with its partners in consortium have taken the right step in developing a

comprehensive agricultural portal that contains 27,000 datasets from AICRIP centers, 10,000

pages of content, and 3,000 minutes of audio and 50 video clips. When improvements made to

increase voluntary knowledge sharing by stakeholders, without apathy it can trigger a whole range

of extension services that benefit not only profit and non-profit organizations, but also helps the

farmer to benefit. It can lead to improvements in socio-economic status of the rural India. Based

on RKMP, future programs identified by DRR are synergize RKMP with agriculture extension

systems, Krishi Vigyan Kendra (KVK), national food security mission (NFSM), partnerships with

private organizations to assist 1MN farmers in next five years and various other programs to assist

conventional extension services and rice check programs. Rice check programs provide unique

localized solutions to farmers by considering biophysical, socioeconomic, organizational and

institutional parameters to increase productivity.

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Centralized On-line Real Time Electronic (CORE) Public Distribution System (CIPS E-Governance Database pg. 115-118)

Table 32 Key Information - CORE

Public Organization Government of Chhattisgarh Food & Civil supplies

Department

Software Development Internal dept. of Govt. of

Chhattisgarh

NIC Technical partner

Maintenance & Support Internal dept. of Govt. of

Chhattisgarh

Respondent Director IT

Key Transitional Trajectory Reconfiguration (Desired) Technology Substitution

(Observed)

Every state government in India provides subsidized commodities to citizens residing in the

state by PDS. These citizens classified into above and below the poverty line and commodities

provided based on their classification. Public Distribution Systems deliver commodities to

citizens’ doorstep by Fair-Price Shops (FPS). Commodities distributed to these fair-price shops

based on the demand and other aspects that government finds appropriate. Supply chain and

logistics plays a key role in movement of commodities and pilferage of commodities is a common

problem. Apart from pilferage during transit, it is also common to pilfer at FPS shops and diversion

of commodities for financial gains. Moreover, the record of citizens’ contained ghost beneficiaries

and wrong entries including exclusions and inclusion. Such problems challenge government from

effectively delivering the commodities to the citizens’ in need. To address these problems

Government of Chhattisgarh initiated electronic monitoring and distribution of PDS.

Government of Chhattisgarh issued around 300,000 smart cards. Smart cards contain relevant

citizen information required for PDS and include biometrics. To increase reach CORE-PDS

integrated to work with smart cards issued by Health department. Though the system can work

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with Aadhaar card, distribution of commodities not linked to Aadhaar card as Aadhaar card issued

to 40% of citizens’ in state of Chhattisgarh. At the point-of-sale (POS) in FPS, commodity is issued

to the citizen by verifying biometrics stored in the provided smart card with biometrics of the

person present for collecting the commodity. Around 560 FPS shops enabled to work with smart

cards, with 40 being in rural and rest in urban. Since the entire life cycle of commodity from

warehouse to FPS is electronic, amount of commodity, dispatched, sold at FPS monitored at real-

time. Government could also send text messages to citizens’ so that they could reduce their trips

to FPS. Citizens can obtain commodities from any FPS shop enabled to work with smart card.

Government plans to make all the FPS shops smart card enabled in next two years. However,

paucity of funds could delay the program.

Grievance redress system provided to citizens and could dial a toll-free number to raise a

compliant. Complaint addressed in 15 days. Government expects citizens to make necessary

judgments and avoid approaching fraudulent FPS shops. So far, 18 FPS shops have tendered

resignation, but the reasons are not due to fraudulent operations. In semi-structured interview

respondent remarked saying, “more than 60% of FPS in Chhattisgarh are good and share their

true feedback. Though, objective is not a citizen friendly system”. Verification of citizens’

complaints is essential before initiating action against FPS owners. Majority of the complaints

found to be not genuine.

CORE-PDS system has been mostly push based with little citizen engagement. In one of the

districts of Chhattisgarh, Dhamtari, a government official Alex Paul Menon helped a village,

Chindhbarri, to decide for themselves on what ingredients get into their food plate. This helped

the village to get out of hunger and poverty. For governments to replicate such actions at higher

level (Menon, 2014). ICT based delivery need to be pull based with higher citizen engagement.

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This requires transformations at social and cultural level. Citizen participation is essential and very

important for improving public service delivery. In the current form of CORE-PDS, has

“technology-based” solution enabled citizens’ the choice of selecting FPS and attempted to solicit

feedback from citizen. However, ingredients such as citizens’ deciding commodity, FPS also

breathes government objectives, considering human aspects during standardization, de-

centralization of power, more private-public partnerships, increasing rural reach all help in

developing a more citizen centric with greater citizen engagement and empowerment. Such a

system is essential to change the purpose and role of government to participatory with society

striving for collective actions (thereby, exhibiting a civil society) results in better coordination in

the triad of government-society-business. Improving triad leads to better E-Governance.

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CATEGORY: G2B

Category: G2B

E-PASS (Electronic Payment and Application System of Scholarships) (CIPS E-Governance Database pg. 149-151)

Table 33 Key Information - E-PASS

Public Organization Government of Andhra Pradesh

GoAP

Social Welfare Department

Software Development CGG

Maintenance &

Support

CGG Managed by GoAP;

Respondent Project Director CGG

Project Manager CGG

Key Transitional

Trajectory

Transformation (Desired) Reconfiguration (Observed) &

De-alignment & Re-alignment

(Observed)

URL http://epass.cgg.gov.in/

The southern state of Andhra Pradesh provides scholarships to financially and economically

challenged sections of students. These students are primarily, those who have completed their

school education and looking for admissions in various colleges and universities in Andhra

Pradesh. Scholarships support their college fees and their sustenance. Before developing an

electronic system students had to use paper based system, and time consuming, cumbersome,

corrupt, and required huge time and effort from the administrative staff. Social welfare department

of Andhra Pradesh decided to develop an application and entrusted it to a private organization.

The private organization developed the application with JavaScript. The application did not meet

its requirements and had serious integration and interoperability issues. Therefore, the job of

developing a web-services application (OS: Linux; Database: PostgreSQL) entrusted to Center for

http://epass.cgg.gov.in/

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Good Governance (CGG). Apart from meeting requirements, it is essential to resolve integration

and interoperability issues. Application developed in five months and made operational in 2009.

CGG is a software development center managed by government officials. Government officials

perform requirements gathering and other upstream software development activities.

The developed application required applicants to upload necessary documents to support their

want for scholarships. Submission of application completed from the confines of their home.

Application integrated with other departments to verify the authenticity of the supporting

documents. Scholarships paid regularly and electronically to the scholarship granted applicants.

Scholarship payment linked to Unique Id card (Aadhaar) and deposited directly to the applicants

or the college/university bank accounts. Various reports and other dashboards developed for ease

of use, quick retrieval and display of information.

After success with Andhra Pradesh, CGG entrusted to develop similar applications for other

states across India. Application requires lot of customization and is a time-taking and error-prone

activity. In some states, most of the applicants’ information is not available from the school-

leaving certificate. This required integrations with other applications along with business process

re-engineering involving lot of deliberation and consensus building. In certain cases, application

had to re-written as the state decided not to use Unique Id. In one of the author’s discussions, the

officials admitted that managing it is beneficial to manage E-PASS as a product-line and remarked

saying, “This opens up developing knowledge and expertise in various areas other code-build-test.

Though steps have been initiated it remains to be seen how fast we get off the blocks”.

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Passport

Table 34 Key Information - Passport

Public Organization Ministry of External Affairs Central Govt.

Software

Development

Indian Company with Global Presence

Maintenance &

Support

Ministry of External Affairs & Indian

Company with Global Presence

Contractual agreement

exists

Respondent

Manager from Indian Company with

Global Presence

Key Transitional

Trajectory

Transformation (Desired) Reconfiguration

(Observed)

URL https://portal2.passportindia.gov.in/App

OnlineProject/user/userLogin

{Mission Mode Project}

Remarks Though citizens provided with passport services, citizen’s interaction

is limited to submitting application and receiving passport. The

interoperation between public & private decides the efficiency and

effectiveness of services delivered to citizens. Hence, author placed

in G2B category.

Ministry of External Affairs, Government of India felt an increase in demand for passport and

related services. The existing manual system unable to meet demand, provide faster, transparent,

and hassle free services. Government of India along with a partnering organization wanted to

automate the entire workflow of passport and related services and project started in 2008 with pilot

in 2010 and countrywide rollout in 2011. This includes application for passport by citizen,

verification of documents, granting of passport, police verification and dispatch of passport. Using

internet or phone based text messages citizens can know the status of passport application. The

existing manual process had to be completely re-engineering where the participating organization

apart from development of software also performs regular server, database and systems

maintenance activities apart from document processing activities. Extensive usage of technology

https://portal2.passportindia.gov.in/AppOnlineProject/user/userLogin

https://portal2.passportindia.gov.in/AppOnlineProject/user/userLogin

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has enabled development of a system that significantly improved with citizens enjoying a timely,

transparent, more accessible & reliable in a comfortable environment possible by streamlined

process performed by trained and motivated workforce. Few key technological innovations are 1)

electronic queue management system 2) single point data capture that includes photograph,

documents and biometrics and 3) High availability and disaster recovery strategy. Apart from

technological innovations, citizens’ reachability enhanced by wide network of kiosks based on

population density. These kiosks reduce not only number of citizens’ visits, but also eliminate the

need to visit the regional passport offices. Government of India could deliver services with

efficiency of a private organization and credibility of a public organization.

Later, Passport actors introduced integrations and interoperability with various departments

such as police, India Security press (for printing passport booklet), India Postal service (for

dispatch of passport) and immigrations. However, noted limited integrations with regional and

local level systems that hold citizens’ demographic and location required for establishing identity.

Passport reach to citizens’ involved rollout spanning 37 passport offices across 23 states and 63

cities where 77 kiosks (Passport Seva Kendras, PSKs). Infrastructure established for portal and

call center setup that provides high availability and helps in adhering to 27 service agreements.

For all the uploaded records completed data migration. Training provided to 6000+ staff of PSK,

Passport office, Security Press and postal department. Department of External affairs with

technology achieve transactional effectiveness and efficiency and meet most of the citizen’s

expectations. Moreover, passport does not demand a close interacting and interoperation with

citizens’, unlike G2C services. However, passport services work well for typical cases and in case

of atypical cases citizens’ involvement increases. During semi-structured interview, the respondent

from participating organization remarked saying, “to address atypical cases deep technical

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integrations are required along with it a closer coordination with other departments is required,

currently we cannot participate in discussions that are beyond the boundary of our operations.

However, feedback solicited once a month and we do provide our feedback”.

Regulation of Corporations and work-flow Automation

Table 35 Key Information - Regulation of Corporations and workflow

Public Organization Ministry of Corporate Affairs

(MCA)

Central Govt.

Software

Development


Presence

Maintenance &

Support


Presence

Contract agreement exists

Respondent Sr. Manager Indian Company

with Global Presence

Key Transitional

Trajectory


Ministry of Corporate Affairs, MCA, manages the administration of statues of regulations of

corporations including the Companies Act, 1956. After liberalization, economic and commercial

activity of India has seen a remarkable increase in corporation activities. Growth of corporations

enacted, 30,000 in 1956, 200,000 in 1995 and 900,000 in 2013. The huge increase required changes

to legal framework where being competitive international practices can be followed and at the

same time foster positive environment for growth and investment. Along with other changes,

Ministry of Corporate Affairs decided to automate the huge workload of document processing and

started MCA21, a mission mode project. In 2005, a leading Indian Software services provider

awarded the project under BOOT until 2103. After 2013, the project awarded to another leading

Indian Software Services provider. The first phase of project, 78 weeks, rolled-out solution

connecting 52 registrar front offices with 105 offices. The entire workflow digitized including

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signatures and legacy documents. Connected various external stakeholders from cost & works

accountancy such as ICAI, ICS, ICWAI and directors and authorized representatives of various

companies, investors, authorized signatories of banks and citizens. During semi-structure

interview, the private participating organization respondent remarked saying, “projects of this

complexity require not just solving technical issues, but requires extra-ordinary skills such as

stakeholder balancing, political skills, diplomatic skills and to push the project forward. Technical

solutions we could arrive at, but for other issues we could somehow pull it off because of few key

committed individuals at customer side”.

Along with ICT, initiated other changes such as IICA (Indian Institute of Corporate Affairs),

Limited Liability of partnership (LLP), Office of the Competition Commission of India (CCI),

Enhance Accounting Standards of Companies Act, 1956 and International Financial Reporting

Standard (IFRS). The landscape factors that cause opportunity, threat and can become favorable

or opposing are Political (from where can support be obtained), economic (inclusive growth),

Society (skilled, ethical and adaptive), Technical (dynamic changes), Environmental and Legal

(appropriate regulation; identify defaulters and rapid legal action). Ministry has also identified the

benefits, challenges and expectations from stakeholders such as organizations, professional bodies,

banks, investors, field level officers, state and other governments, MCA21 operator and R&D

institutes.

The socio-technical regime of MCA is on the well-established and mature corporate law,

regulations and policy. To augment this MCA supported by well-established professional

institutions. However, slow and cumbersome legal process, inoperative companies, poor ethics by

company professionals, inability to bring in rapid changes to Acts, international legal corporate

law and poor disciplinary mechanisms of professional bodies are challenging MCA’s progress.

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The ICT project enabled MCA by automating workflow operations related to filing, faster

retrieval, managing queues, improved information sharing, improved response times and

compliance monitoring and improved payment options. The type of operation requires secure

operation, PKI based infrastructure provided the required secure environment. From inception in

2002, transactional efficiency has been the significant focus and MCA recorded >250%

improvement in several transactions. MCA has detailed road map to expand their business

intelligence using XBRL. Individual investor is also part of their road map and plan to develop

functionalities to help investor’s to view status of their unpaid dividends and deposits.

Government of Delhi – Department of Excise, Entertainment and Luxury Tax

Table 36 Key Information - Department of Excise, Entertainment and Luxury Tax

Public Organization Government of Delhi Department of Revenue

Software

Development


Presence

Maintenance &

Support

Government of Delhi Indian Company with Global

Presence for seven years

from go-live

Respondent Sr. Manager Indian Company with

Global Presence

Key Transitional

Trajectory


(Observed)

URL http://excise.delhigovt.nic.in/ex3a.asp

Department of Excise, Entertainment and Luxury Tax is division of Revenue department and

a major contributor to government’s revenue. Department has compliance to statutory

requirements towards 1) Excise 2) Entertainment 3) Luxury Tax. Statutory duties include grant of

licenses related to alcohol, intoxicants and drugs. Licenses allow units to distill alcohol, store

alcohol, intoxicants and drugs at warehouses and sell at retail shops. Exercise statutory duties

http://excise.delhigovt.nic.in/ex3a.asp

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according to the Punjab Excise Act, 1914. Similarly, entertainment includes live performances,

cinema, theatre, fun-parks and so forth, according to Entertainment & Betting Act, 1996. Luxury

Tax related to Hotels and Guesthouses according to Luxuries Act, 1996. These Acts framed

keeping in view the socio-cultural situation present in India. Department need to ensure that people

are aware about spurious liquors with ensuring that distilling of liquors adheres to quality standards

to produce quality liquor. Regarding entertainment tax, department need to promote various arts

without affecting brand image of Delhi. Similarly, luxury tax does balance tax calculations and

keep the costs under check to promote tourism. Like any other government department Excise,

Entertainment & Luxury needs to interface with various departments and define policies, standards

and procedures.

Over the years, department has seen huge changes to scope of revenue collection. For instance,

between February and October 2013 department has regulated more than 17 MN cases and 348

MN bottles of alcohol, in the process generating 20 BN INR in revenue. Its limited workforce and

legacy systems resulted in leakage of revenue, difficulties in checking spurious liquor, and, thereby

ensuring consumer safety. Therefore, department felt the need to computerize the excise segment

of its revenue collection. The task of developing Excise Supply Chain Information Management

System (ECIMS) assigned to a leading organization with global presence in software design and

development. The participating organization developed web-based solution with scalable

architecture with 2D bar coding for tracking inventory. Business process re-engineering completed

with standardized look-and-feel and streamlined interfaces. Data maintained at a centralized server

with disaster recovery center. The application’s front-end had two versions one at warehouses a

desktop and handheld device to tag, upload, dispatch, receiving, storing, receiving and storing and

the other a POS application at retail sites. Appropriate front-end application used at various places

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that interact with Excise departments and are distilleries, hotels, clubs, restaurants, state run

corporations. Application gathers transaction data from various outlets to calculate real-time sales

data. Officers can use hand-held devices, perform monitoring, and control of stock information.

At the end of every day, actors performed revenue reconciliation. Reports module of the

application can generate dashboards and reports with various slice and dice options for officers.

Role based authentication could also be easily implemented resulting in changes to reports

granularity based on user roles. Officers can use the data to manage inventory, analyze sales

information, decision-making and policy decisions. Most importantly, officer can also make spot

checks using hand-held devices and ensure quality products distilled from distilleries reach

consumers. A grievance redress system has been set-up with toll free call center for aggrieved

persons to raise requests and track requests. Officers could issue authorizations, certificates, policy

changes and permits after requisite digital authorizations. Rules engine defined to accommodate

changes to excise calculations. The notifications that arise of out changes to excise calculations

sent immediately to concerned stakeholders. A unique blend of standardization and centralization

of data along with workflow and digitized discharge of role based responsibilities helped in

developing a secure, scalable, robust and user-friendly application.

Given the complexity of system for Excise segment of department, requirements gathering

involved a long drawn process. Based on the maturity of the participating organizations and

government, iterations required to decide the requirement. Interoperability required at technology

used to gather, analyze and prioritize requirements and the interactions that happen between

various levels of the both organizations. As requirements refinement is a continuous process, one

of the respondent in semi-structure interview replied saying, “Vendor mindset is more prevalent,

with private organizations having high focus on project completion on-time based on project

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situation innovative methods need to be employed to solicit information. Success of the project

based on these innovative methods. Any cultural transformations to overcome the mind-set will be

a huge bonus”. When complex requirements gathering is coupled with risk averse government

secretaries/directors (respondent felt that is normally the case with any government project) the

project becomes challenging requiring high amounts of motivation to keep the project-team going.

Respondent quoted saying, “though contracts mentions certain clauses, government officers

expect participating organization not to follow it and bear the entire risk”. As the project

progressed, to resolve these risks resolutions from other projects, of B2B type, though applicable

were not re-used. Largely implementation of the solution rests on the context, current situation of

the project, and the contractual clauses. Instead of contract negotiation, an atmosphere of

collaboration could have helped in easy and faster resolution of the issues.

Culturally participating and government organizations differ. Participating organization

emphasizes on change based on business agenda whereas government change agenda though has

the intent of citizen welfare, but in several instances, not translated into actions. However, business

driven change agenda helps in driving few government agendas. The respondent felt, “business

driven change agenda cannot sustain government actions for long, for few instances it may work,

but, not guaranteed, repeatability. To a large extent it is dependent on the maturity of the

organization”. To attenuate the problem information asymmetry exists. Technology related

information is available with participating organization whereas domain and other related

information are with government. A seamless interaction between the two organizations is required

at various stages of the development life cycle. During interactions along with technological and

domain based workflow modifications that happen policy, underlying beliefs, values and user-

preferences also need to change. E-Governance programs are change programs, but equally

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important is creating a platform that enables to create and sustain change. With the presence of

few key individual’s changes are initiated, but sustaining these changes when the key individuals

move or no longer holding the position is not possible. Respondent remarked saying, “re-

negotiation of values doesn’t really happen” is a testimony that change platform does not exist.

Apart from changes to organizational routines and artifacts with changes to employees’ beliefs

and values, changes required during software development are also essential. These changes arise

due to various reasons such as unclear requirements, additional requirements, and changes to

certain assumptions and so forth. These changes invariably bring changes to project schedule and

cost. Changes related to technology and process re-engineering though considered important and

taken forward, but it is not the case at all times. The context and likely changes that occur in the

future have a bearing on accepting/rejecting the change. The decision on change request is not

based on the impact of the change request alone, but on various contingent factors. However, the

respondent mentioned that various steps such as workshops, presentations, avoiding surprises,

clear status updates, frequent mail communication, meeting in-person done stakeholders, fail to

understand and appreciate the need for a change request. Influence of contingent factors playing a

role in decision-making is always present. Respondent felt a vendor mind-set is prevalent and not

of a collaborator.

To stay in tune with technological changes, improvements sought after by governments.

Though the intent of technological changes is for welfare and wellbeing of the citizens, other

changes essential to support or make the technological change happen are lacking. These changes

are required at social, economic, cultural and political level. Without these changes, actions to

manage and respond to socio-technical transitions are not possible.

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Cloud-IVR-Monitor (CIPS E-Governance Database pg. 318-323)

Table 37 Key Information - Cloud-IVR-Monitor

Public Organization Government of Uttar Pradesh Basic Education Dept. Govt. of UP

Software Development Internal dept. of State Govt.;

NIC


Maintenance &

Support

NIC; Internal dept. of State Contractual agreement exists;

Respondent Director, UP Midday meal

Key Transitional

Trajectory


(Observed)

Based on various reasons that include social, economic and political considerations, several

states in India implement mid-day meal program in government run schools. Mid-day meal

program’s objective is to provide nutritious meal to students studying in the government run

schools. Meal is invariably prepared in school premises and in certain cases prepared little away

from school. Mid-meal program requires stocking the essential ingredients at school to prepare

meals. Government also manages supply chain and logistics. Records managed manually; this

resulted in huge delays in getting accurate and reliable information. This required Government of

Uttar Pradesh (UP) to initiate an electronic tracking and monitoring of mid-meal program. It also

wanted an easy-to-use electronic system with minimal involvement from teachers to manage mid-

day meal. After evaluating various options government decided on a cloud, web-based application.

Scaling of operations to meet demand possible as the application is Software-as-a-Service on

Platform-as-a-Service. Felt appropriate to capture data using mobile phone, moreover east for

teachers. Teachers to receive a call from Inter-Active Voice Response (IVR) system regarding

number of mid-day meals served and need to reply by entering the desired amount from their

mobile key pad. For example, zero denotes no meal. The information from IVR is processed and

the web-based cloud application generates reports and makes them available at www.upmdm.in.

http://www.upmdm.in/

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For help and other issues, a toll free number made available. Around 152,000 schools covered so

far where 22,500,000 students served meals. IVR system also raises alerts to officials at

appropriate time. The entire application developed by an internal department in 2-3 months. Given

the scope and risk, officials felt did not assign to private companies. Teachers counselled and

trained in using the system. After discussions with teachers, data collection modified so that

teacher does not incur any cost (in terms of call charges) to provide the required information.

Expanding to include inventory management, attendance and grievance redress reserved for future

expansions.

Teachers counselled and trained in using the system. Data collection, after discussions with

teachers, arrived at such that the provider does not incur any cost, in terms of call charges, to

provide the information. Expanding the idea to include inventory management, attendance and

grievance redress are the future topics. In semi-structured discussion, the official remarked saying,

“with full use of technology we could easily complete some routines that were earlier time

consuming, but we require lot of other changes to further move the E-Governance frontier

forward”.

Given the scope and the importance of timely gathering of data, Government of UP has

implemented an innovative solution with eclectic mix of technology and routines re-design. Such

an eclectic mix helped in developing a new system with easy data entry, data aggregation and

retrieval. Moreover, technology assisted in simplifying day-to-day operations. In doing so could

avoid exceptions based actions and punitive measures, most importantly involved end-users

(teachers), making it user-friendly, providing required infrastructure, and, followed up with regular

training. E-Governance projects are change programs; Government of UP has been successful in

taking requisite initial steps and enhancements are possible. These enhancements could be

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integrating with other systems, better manage of inventory and so forth. Change programs require

re-operationalization and this cannot happen before hand, but negotiated by means of practical

achievements.

e-Panjeeyan (CIPS E-Governance Database pg. 129-134)

Table 38 Key Information - e-Panjeeyan

Public Organization Government of Assam Dept. of Revenue & Disaster

Mgmt.

Software Development National Informatics Center (NIC)

and Internal dept. of Assam


Maintenance & Support NIC; Internal dept. of Assam Contractual agreement exists

Respondent Director IT

Key Transitional

Trajectory


(Observed)

URL http://online.assam.gov.in/revenu

Revenue department along with its other responsibilities has land registration also under its

purview. During land transaction involving sale-purchase, the seller and purchaser prepare a

document and pay the necessary fees to the state government. The entire transaction need to happen

in the state government office called Sub-registrar Office. Both the seller and the purchaser need

to be present during the sale and provide various documents about their identity including

biometrics. The officer captures all the relevant details and confers a legal status to the document

and hands over the document to the purchaser. Thereby, provided a measure of security to the

transaction, thereby, minimizing scope for disputes at a later stage. Therefore, state governments

decided to integrate registration offices with land records management system. This helps in

verifying the authenticity of the property before sale transaction and determine the correct fee that

need to be paid. The various registration activities required are sale deed, mortgage, agreement,

http://online.assam.gov.in/revenu

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lease deed, power of attorney and so forth. Government of Assam decided to ICT enable the entire

registration process to reduce the time taken to complete registration and deliver the document to

purchaser. Automating the registration process helps in quick retrieval and storage along with

accomplishing various MIS reports and dashboards.

Various Acts such as registration Act - 1908, Indian Stamp Act - 1899, Hindu Marriages Act

– 1955, Indian Partnership Act – 1932 and so forth govern registration department. For

administrative purposes, the region divided into registrars and sub-registrars. Government of

Assam has divided Assam into 13 Registrars and 75 sub-registrars. Sub-registrars perform the land

registration, whereas, Companies and firms’ registration is performed by the Registrar. The scope

of work included all 13 registrar and 75 sub-registrar offices. Development of software assigned

to National Informatics Center (NIC), a public organization. NIC got involved from requirements

gathering, initially, developed the software for Registrar offices and later extended it to the 75 sub-

registrar offices. Software development completed and deployed in 2007. Process re-engineering

done to reduce manual intervention and eliminated maintenance of manual entries and registers.

The registered document handed over to the purchaser in the same day. The network connectivity

for the entire registrar and 75 sub-registrar offices completed with the help of a private agency.

Integration is not done with the land management system, “Dharitree”. During semi-structured

interview, the official remarked saying, “Not sure when it will be done, but such integrations

essential to provide better services to citizens”.

Automation of the entire registration process required training of the staff to use the developed

software. Since the existing staff re-trained to use the developed software, less resistance in use

the application. However, challenges faced in digitization of existing records. Existing records

digitized in a phased manner and with the help of taking additional personnel on temporary basis.

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Operations and maintenance of the application is managed by collecting a nominal fee for every

transaction. Linking the registration application with the land records management is very essential

to check irregularities. Land records management helps in keeping a check on land in both urban

and rural. Urban land development authorities allow private developers to develop the land. To

check irregularities urban authorities do monitor and check whether the development is done

according to the plan. Digitization included errors introduced before automation of registration.

The key challenge is continuously checking to prevent irregularities getting into the system and

weeding out existing irregularities. Therefore, for effective and complete realization of automation

of registration integration with land records management is essential, where land records

management can capture reality at the detailed level. This requires huge capital investments a

major issue for computerization in developing countries.

Kerala State Land Bank (KSLB) (CIPS E-Governance Database pg. 168-174)

Table 39 Key Information - KSLB

Public Organization Government of Kerala Department of Revenue

Software Development Internal Dept. of Govt. of

Kerala

Maintenance Government of Kerala

Respondent Deputy Collector

Key Transitional

Trajectory


URL http://www.kslb.kerala.gov.in/

Government of Kerala’s department of revenue like any other revenue department’s in other

states embarked on computerization. Prevention of land encroachment, especially government

lands, primary reasons for computerization. Historically, land under the jurisdiction of Kerala State

came under different provinces, for example, north part of the state under Madras Presidency and

http://www.kslb.kerala.gov.in/

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the South part of the state under Travancore where the central part with Cochin. Therefore,

integrated land survey not possible until the formation of Kerala state. Moreover, passing land acts

in Kerala Assembly essential for performing the survey. All these contributed to delay in land

survey of all types of lands in the entire state. Land survey requires using latest technology

requiring huge capital investments. In 1908, land survey is done for cultivable lands. In 1957, only

few some lands (800 villages) were surveyed.

Along with government land digitization, revenue department has also computerized land

transactions apart from property tax payments. The application has been developed in VB/SQL

server has access to the common database that stores land transactions in Kerala. Citizens can

perform various land transactions such as changes to land records, mutation, collection of taxes

and issue certificates. Citizens can perform all these transactions from CSC centers (or Akshaya)

or from the Sub-registrar offices.

Software developed internally using open source (UBUNTU & MySQL). The digitization of

records involved three steps 1) survey of all the government land using textual and spatial

coordinates 2) digitize all the existing records and issue a date from which all transactions are

electronic 3) surveillance and protection of the surveyed land using markings and Public Land

Protection Force (PLPF). Government lands leased out to private agencies. On certain lands, there

are resources such as trees. Private agencies lease managed electronically with alerts raised at

appropriate times. Amendments also introduced to Registry Act, 1908. These amendments bridge

the gap between the reality and policy.

CSC centers and the IT initiatives in Kerala helped them with on-the-job training to the

personnel of Revenue department working on Land applications. Project Champion plays a critical

role especially in the initial phases of the project. Champion need to understand transparency and

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be critical of when and how to share information. In one of author’s discussions with the

respondent, a project champion, remarked saying, “Complete transparency refers to sharing

selectively even with your supervisor”. Project champion selected the personnel to form the PLPF

team. PLPF team is used judiciously and covering them from political and other attacks. A good

rapport with the team is essential for them to perform evictions. A toll free citizen call center has

been set-up and acts as ears regarding any unlawful occupation of government lands. Identifying

landowners with more than 25 acres of land (Land reforms Act), is another significant development

of land bank. The identified land along with other government land identified for distributing to

landless citizens in Kerala. The revenue department has embarked on a zero landless (citizens) in

Kerala.

Land Bank project identified with a scope of surveying Government land and could leverage

on the existing IT infrastructure (Akshaya). The project’s significance lies in the project

champion’s sparing use of the allocated budget spent only 135 MN INR. Moreover, project

champion interacted with various personnel in revenue departments and leveraged interactions

with personnel outside revenue department. Such interactions bring to light the various social and

political factors that play a significant role in success of E-Governance projects. As projects

objectives change to meet the ever-changing citizens’ wants-and-needs, it requires innovative

ways of meeting and delivering projects by exceeding expectations. Change initiated by few key

individuals, to sustain it in their absence organizations need to inculcate a culture of responding to

change and sustaining change. In other words, a change platform is required.

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CATEGORY: G2G

Category: G2G

Delhi State Spatial Data Infrastructure DSSDI (CIPS E-Governance Database pg. 280-284)

Table 40 Key Information - DSSDI

Public Organization Government of Delhi Geo-Spatial Delhi Ltd (GSDL)

Software Development Navayuga Technologies Ltd

Maintenance &

Support

GSDL Contract agreement exists

Respondent Director GSDL

Key Transitional

Trajectory

Transformation (Desired)

& Reproduction (Desired)

Reproduction (Observed) &

Reconfiguration (Observed)

URL http://www.gsdl.org.in/ http://www.navayugaspatial.com/

html/home.html

Government of Delhi started a company named Geo-Spatial Delhi Limited (GSDL), under

Company’s Act, 1956 in 2007. The objectives of GSDL is develop spatial database and enable

various departments in Govt. of Delhi to take well-informed decisions. This required integrating

spatial database with various Management Information Systems (MIS) of other departments. To

better meet their objectives GDSL felt that geomatics of entire Delhi area under Government of

Delhi is essential. Geomatics includes gathering, processing, storing and retrieval of geographic

information. This required GSDL to map entire city on a large-scale (1:2000) using aerial

photography to produce an accurate base map, capturing and overlay all over ground and

underground utilities, thereby creating a 3-D city model and undertake property survey of all

dwelling units. Thereby, a spatial database and infrastructure to not only create, but also achieve

continuously update of database. However, integrating spatial database with MIS of various other

http://www.gsdl.org.in/

http://www.navayugaspatial.com/html/home.html

http://www.navayugaspatial.com/html/home.html

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departments is essential for well-informed decision-making. This required getting to know 1) who

has what data 2) obtain details of accessing data 3) use it in conjunction with other data.

Standardization of data requires achieving these three aspects. However, standardization alone did

not solve the problem because it is important to address issues such as privacy, confidentiality,

security, safety, access and trust. To address few of these issues GSDL created Metadata (data

about data). Metadata contained descriptions about data, helped in performing retrieval, storage

and display of data, and accomplished discrete display of data. This required migrating existing

data to electronic mode. Decision-making based on both existing and new data; therefore, success

of the project also based on making both existing and new data electronic. This required ensuring

weeding out “bad” data from the records. Weeding out bad data is an exercise best done only

incrementally and is too costly and unviable to complete it in one pass. Navayuga Technologies

developed the first version, subsequent versions managed by GSDL.

The 30 departments expected to use spatial database are Public Words Dept. (PWD), Fire

Services, Delhi Police, Election Commission, Revenue, Health and Family welfare, Census,

Irrigation and Flood Control, Labor, Excise Entertainment and Luxury Tax, Trade and Taxes,

Forests, Power Generation and Distribution divisions in Delhi and Delhi development and

transport authorities of Delhi. Apart from government departments, illegal and unauthorized

constructions could be reconciled with property tax paid by citizens. To address such wide

stakeholders, the digitized map to contain information other than DOGSTAILS (Date, Orientation,

Grid, Scale, Title, Author, Index, Legend, Sources). Therefore, maps divided into general and

special purpose maps and special purpose maps. Special purpose maps expected to deliver various

requirements of stakeholders. Thematic maps both qualitative and quantitative maps developed to

address stakeholder’s requirements. With various thematic maps, GSDL could make the process

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of mapping easy. Along with digitized multiple maps various information management techniques

helped GSDL to achieve retrieval, storage and display. For traffic, Fire, police coordination and

arriving at shortest path made possible using geospatial database. For departments such as public

works, power generation and distribution that lay underground cables coordination, scheduling

and decision-making is made possible using Plan-Dig-Monitor (PDM) application. PDM

application provided graphical and accurate information and departments could login and provide

their requirements as requests. GSDL authorities can coordinate and provide the necessary

schedule to the requesting departments. Effective disaster and traffic management, security of

important buildings, detection of illegal buildings and monitoring changes made to land and

building demarcations in real time.

The entire application’s success is dependent on the success of implementing spatial data

infrastructure in compliance with National Spatial Data Infrastructure (NSDI) of Government of

India. Majority of the users of spatial data were not familiar with NSDI’s guidelines. Moreover,

not establishing a channel of communication between NSDI and spatial data users compounded

the problems. Spatial data users also need to establish Metadata and continuously improve it to

meet the stakeholder’s requirements. Users’ familiarity with metadata and generation of it with

compliance to NSDI is very essential for success of the project. During semi-structure interview,

respondent remarked saying, “Though end-user training provided to users, usage of geospatial

across various departments requires coordination among departments. With GSDL interacting

with lots of departments requires exploring novel methods of knowledge assimilation and

distribution”. Geospatial information requires expensive hardware and software; therefore,

budgetary issues do keep cropping up frequently.

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Home Department Integrated IT Solution HD-IITS

Table 41 Key Information – HD-IITS

Public Organization Government of Gujarat Home Ministry

Software

Development


Presence

Maintenance &

Support

Government of Gujarat

Respondent Manager from Indian Company

with Global Presence

Key Transitional

Trajectory



Reproduction (Observed) &


Home Ministry of Government of Gujarat has 19 departments. These departments manage

various functions such as Police activities (Police Station, Intelligence Bureau, CID Crime and

State Crime Bureau, Home guards and civil defense, Housing, Communications equipment),

Forensic Lab, Anti-Corruption Bureau, Prison, Prohibition & Excise, Traffic and Training. Apart

from a centralized repository that caters to functioning of the functions, Home Ministry also

wanted payroll, inventory and other administrative functions. All these functions have one of their

objective of providing user-friendly services citizen. Therefore, Government of Gujarat developed

a portal to help citizens to perform their transactions. The entire task of developing a software

assigned to leading organization with global presence in software design and development.

Innovativeness displayed in developing the software helped the organization’s business unit to

secure ‘Best Innovation Initiative Award’ issued internally in the organization.

The participating organization did involve from requirements gathering to acceptance testing

and deployment. Requirements gathering followed a hybrid model of deciding upfront certain set

of requirements and iteratively improving the requirements along the project duration. An iterative

and incremental development helped in better meeting Home Ministry’s requirements.

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Requirements of Home Ministry also evolved over a period with incremental improvements, rather

followed “after I see I know what further is required”. The participating organization also involved

the end-users periodically and could discuss the pros-and-cons before arriving at the decisions. A

mutual and consensus approach did occur at several levels of the Home Ministry and the

participating organization. The respondent remarked saying that, “Home Ministry no longer

considers as a vendor, but as a technology partner, contrary to other government projects”.

Moreover, risk sharing between the organizations did occur all along the project with participating

organization detailing out the approach right from beginning, Request-For-Proposal (RFP). The

RFP contained the technology stack, where the required changes both technical and non-technical

discussed and amicably agreed all along the project.

The functionalities, though, not as involved as in Procurement or Taxation domain, but with a

SOA coupled with iterative and incremental development met majority of the functionalities.

Home Ministry readily accepted the suggestion for a centralized repository with required security

and role level authentications. Standardization possible by following SOA coupled with

centralization did achieve re-operationalization of ICT routines. Moreover, the participating

organization had huge experience in completing such programs at several locations across the

world. Apart from software development, centralization and standardization of the communication

paths standardized between both the organizations. Centralization of certain program management

functions to share a holistic and complete picture to all the stakeholders. Project governance

spanning requirements base lining, design and implementation to training, usage, analytics

obtainable from system and the maintainability of the system all managed by standardizing and

centralizing certain information, routines and procedures. The respondent remarked saying that,

“For complex projects like HD-IITS standardization and centralization at appropriate levels not

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only enabled in achieving vision of the government, project was also successfully completed,

thereby meeting objectives of both the organizations”. Participating organization suggests the

government an economical technical solution from both licensing and support standpoint. End-

users understanding imbibing the technology helped in completing the training with ease.

Technology not only met the technical requirements of the functions economic and social needs

also met. Training program had train-the-trainers’ module and played a major role in convincing

the end-users to accept the system.

Change management when viewed from software development perspective, results in a change

request leading to change in either schedule or cost or both of the project. A mutual agreement

between the participating organizations is essential. The method followed be neither too rigid nor

flexible, but requires a right balance. In HD-IITS project given the high age of the staff, computer

literacy and acceptability of standard functionality both organizations could strike that balance.

The respondent attributes it to both the organizations and said, “changes could be incrementally

introduced that helped government to move their frontier of technology adoption”. A change

request requires governance activities to clarify and provide the right level of detailed information.

Program Director in the participating organization and the project sponsors from both the

organization could arrive at mutual consensus resulting in change requests bringing incremental

improvements and transforming the end-users to accept latest technologies.

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APPENDIX- 3: CASES – CIPS {CENTER FOR INNOVATION IN

PUBLIC SYSTEMS}

Appendix-3: Cases – CIPS {Center for Innovation in Public

Systems}

CATEGORY: G2C

Category: G2C

Sakala – Karnataka Guarantee of Services (CIPS E-Governance Database pg. 77-82)

Table 42 Key Information - Sakala

Public Organization Government of Karnataka Dept. of Personnel

Administration

Software Development NIC Bangalore

Maintenance & Support Govt. of Karnataka & NIC

Key Transitional

Trajectory


(Observed)

URL http://www.sakala.kar.nic.in/gsc_home.aspx

Government of Karnataka passed an Act in the legislature assembly in 2011. This Act called

as Guarantee of Services Act, 2011. In this act, certain identified departments assigned important

for citizen. It has also been stipulated in the Act that any requests raised by citizen need to be

addressed within a stipulated time. In case the citizen request is not resolved within the stipulated

time a compensatory amount, is paid to the citizen. Citizen can also appeal to higher authorities in

case issue unduly rejected or not resolved within stipulated time. The various departments included

are School Education Dharwad and Gulbarga, Agricultural marketing, Bangalore Development

Authority, Bangalore Metropolitan Transport Corporation, Bangalore Water Supply and Sewerage

http://www.sakala.kar.nic.in/gsc_home.aspx

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Board, Bruhat Bangalore Nagara Pallike (BBNP), City Corporation (other than BBNP), Water

Resources, Various Universities in Karnataka, Women and Child Welfare, Commercial taxes

department, Forest, Excise & Control and so forth. Certain services identified in each department

for citizens to raise requests.

Against each request, required forms filled with necessary documents detailed in the web site.

On submission of the request, an acknowledgement issued to citizen with a unique identifier.

Citizen can track the status of his/her application with unique identifier. The application developed

is a web-based application using SOA. A report and dashboard feature provided to generate reports

with the required slice/dice of data. Using Sakala Government of Karnataka plans to bring in

accountability and responsibility in the workforce of the selected departments. Sakala started in

April 2012 and 25 months after its inception 53 MN beneficiaries served using Sakala. So far,

Sakala served 669 services of 50 departments registered in Sakala, where addressed 1500+

grievances. So far, Government of Karnataka opened 2500+ Sakala service centers. By providing

SLA based services for 50 departments using Sakala, Government of Karnataka plans to make

departments think ‘Citizens First’. In doing so, employees union had to be convinced that Sakala

is not detrimental to their job, but in fact increases their morale. Government of Karnataka also

plans to solicit feedback from citizens, based on the services delivered.

Sakala not based on services alone; Government has also plans to drive CSR across corporates.

Corporates that have more than net worth more than 5000 MN INR or turnover of 10 BN INR or

Net profit of 50 MN INR need to spend 2% of their three years average profit in CSR activities.

Government of Karnataka identified CSR activities such as women empowerment, poverty

eradication, rural development projects, Environment sustainability, Health improvement,

Vocational skill development and Educational promotion. CSR activities extended to include

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consultancy services apart from financial activities. Consultancy involved suggestion of

innovative workflows and sharing IT support, suggesting innovative methods to reduce red tape,

innovative advertisements for Sakala to make citizens aware of their rights under Sakala, volunteer

as ambassadors of Sakala (Sakala-Mitra). Towards financial assistance, kiosks/help-desks are set-

up at both rural and urban areas.

Government of Karnataka displayed participative governance, but limited it to corporates and

in business process re-engineering using IT. Largely Sakala oriented towards improving service

delivery efficiency in key departments that touch citizens’ lives very closely. Engaging and

empowerment of citizens not considered, essential to achieve participatory governance. However,

there has been a good rigor for corporates to generate innovative ideas and assist Government of

Karnataka through Sakala.

Crop Pest Surveillance (CIPS E-Governance Database pg. 272-279)

Table 43 Key Information - Crop Pest Surveillance

Public Organization Government of Maharashtra Department of Agriculture

Software Development Department of Agriculture

Maintenance & Support Department of Agriculture

Key Transitional

Trajectory

Transformation (Desired) Technology Substitution

(Observed)

Government of Maharashtra’s department of Agriculture bestowed with a unique problem of

lack of information, limited workforce and lack of awareness about various pests that affect cotton,

pigeon pea, chicken pea and soybean crops. Lack of information is not limited to pesticides alone,

but also due to inability to identify pests, survival of the pests, weather conditions and so forth. To

address these issues, Department of Agriculture in April 2010 initiated Crop Pest Surveillance and

Advisory project. Crop pest surveillance and advisory project comprises two committees namely

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steering and surveillance. Steering committee maintains the information obtained from

surveillance committee in electronic form and provides advisory services to farmers. Advisory

services include extended services in the form of timely information by text messages, training,

providing trainers and training the trainers. Steering team comprises agricultural officers and

scientists. Steering committee team assigns one senior officer at district level to train the trainers

and farmers. State of Maharashtra employed 400 field staff across the entire state. The senior

officer also coordinates between the Department of Agriculture and the steering committee.

Surveillance committee consists of monitor with 10-15 scouts who assist the monitor on gathering

and communicating the data to the sub divisional agricultural office of the Department of

Agriculture. Each monitor has hand-held device to gather information about the pests. The hand-

held device while capturing information also captures GIS information, pictures and other relevant

information. The project was implemented in 78 sub-divisions of 29 districts of Maharashtra and

64 sub divisional agricultural offices, with 2.6MN, 4 MN, 1.4 MN and 1.3 MN hectares of soybean,

cotton, pigeon pea and chickpea managed by 82 monitors. Sub divisional agricultural offices host

the requisite hardware and software. Monitors with the help of data entry operators enter data at

the sub divisional agricultural offices. Surveillance committee in close collaboration with the

steering committee sends advisories to farmers. These advisories use various communication

mediums and one of them is text messages using mobile phone. Until 2013, 2,953,000 advisory

text messages sent to farmers.

This project started with an initial outlay of 250 MN INR for one year and based on the progress

extended for another two years until 2013. Recruited and trained a total of 780 scouts, 82 monitors

and 82 data entry operators. Given the vagaries agricultural produce is exposed to information

regarding weather, best practices from other areas and centers not limited to Maharashtra, superior

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genotypes, and integrating policy makers, research and extension organizations, credit institutes

like banks, input supply firms, marketing firms, processing firms and consumers and external

organizations with farmers is very essential. Such an integration helps in not only the throughput

of the produce, but also helps in increasing value all along the agriculture value chain. This requires

improving agricultural extensions services by moving from reconfiguration socio-technical

transition trajectory to transformation trajectory. Transformation trajectory requires huge capital

inflows and substantial knowledge management repository with rich domain ontology and

semantic searches. A daunting task for E-Governance programs with limited resources.

Intelligent Advisory System for Farmers (CIPS E-Governance Database pg. 285-288)

Table 44 Key Information - Intelligent Advisory System for Farmers

Public Organization Government of Manipur &

Meghalaya

Department of Agriculture

Software Development CDAC

Maintenance & Support Dept. of Agriculture

Key Transitional

Trajectory


(Observed)

The Northeast states of India have also started using ICT to assist farmers. Two states of

Northeast Manipur and Meghalaya in collaboration with Central Agricultural University of Imphal

wanted to assist 1800 farmers residing in nine and five districts of Manipur and Meghalaya

respectively. Central Agricultural University, Imphal is located in the capital of Manipur Imphal.

Department of Agriculture with funding from central ministry DeitY with CDAC as participating

organization initiated a project to develop a computerized solution. CDAC arrived at a web-based

SOA that can take inputs from text messages. The architecture supports fast indexed searches

based on the keywords in text message. Keywords used for indexing through the centralized

repository and identify the probable solutions. In case the search could not identify the solution

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from the repository, request forwarded to agricultural scientists and subject matter experts. Based

on suggested solution farmers can get further clarifications from the agricultural scientists. The

solutions conveyed through e-mail or as text messages. Framers who do not have access to e-mail

can obtain the solution through text messages. Farmers need to register with their mobile phone

numbers; suggested solutions were limited by the limitations imposed by text messages. In this

regard, farmers to augment the mobile text message solution may rely on peers leading to

incomplete and/or distortion of information. The areas covered are insect management, disease

management, weed management and fertilize management.

The suggested ICT based solution enables farmers to connect with experts using mobile phone.

However, the content delivered bound by the format and size possible through text message.

Timely information can reach farmers, but various other extension services of agricultural services

are not possible.

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CATEGORY: G2B

Category: G2B

E-Uparjan: Wheat procurement System (CIPS E-Governance Database pg. 152-157)

Table 45 Key Information - E-Uparjan

Public Organization Government of Madhya Pradesh Dept. of Food and Civil

Supplies

Software Development NIC MPSC Bhopal SeMT Bhopal

Maintenance & Support Dept. of Food and Civil supplies

Key Transitional

Trajectory


(Observed)

Government of Madhya Pradesh’s department of Food and Civil supplies procures wheat from

farmers. These farmers are located across all districts of Madhya Pradesh. Before E-Uparjan,

wheat procured by coordinating with district officials about storage status and initiate procurement

from farmers. This resulting in frequent delays in getting status resulting in postpone of

procurement of wheat from farmers. Farmers were paid amount by cheques, and had cheque

encashment delays. Wheat procured from farmers is stored in district level warehouses before

transporting it to the central warehouses. From central warehouses, wheat transported to various

distribution centers. A manual process followed for coordinating between procurement and

transportation with lot of coordination between several stakeholders. The arrived schedule required

frequent modifications due to reporting of old status. Therefore, Food and civil supplies

department decided to automate the procurement of wheat from farmers.

NIC Bhopal developed E-Uparjan software. E-Uparjan software installed at the 33 cooperative

societies that monitor and track all procurement centers at district level. The cooperative centers

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inter-connected by network connectivity with State eMission Team assisting the department with

procurement of computer hardware and network connectivity. Farmers register using the MP

online portal. Department had to educate farmers in getting themselves registered and the

advantageous. Farmers registered in two phases using MP online portal from CSC centers. Farmers

can register from procurement centers (or E-Uparjan Kendras). During registration, obtained all

relevant details such as name, bank account, phone numbers, address and so forth. Farmers

intimated about procurement four to five days in advance on their mobile phones by means of text

messages. Information from procurement centers to cooperative societies relayed every day. Relay

consists of transporting a physical record containing all the daily transactions. The contents are

farmer’s name, quantity and other relevant details. These values entered into the E-Uparjan

software by data operators. Around 1,562,000 farmers have registered where 1,350,000 text

messages sent. Government of MP procured around 8,500,000 metric tons of wheat. Hands-on

training provided to 3,500 persons.

On receipt of text messages farmers reach the procurement centers at appropriate date to sell

their produce. Amount credited directly into their accounts within 10 days of farmer making the

sale. From the cooperative societies, information transmitted to the banks with payment

instructions. Reports and dashboards generated from cooperative societies.

E-Uparjan software can connect cooperative societies with procurement centers and integrate

with supply chain logistics of Madhya Pradesh warehouse. Such integration can help in better

management and coordination along the entire supply chain from procurement from farmers to

sale at retailers. However, such a system requires huge capital investments towards IT connectivity

to the entire state. Government of MP to focus in not only training of vendors and other

participating agencies in using the software, but also focus on social aspects of virtual

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procurement. This requires taking a transformation socio-technical trajectory instead of a

technology substitution trajectory.

Mineral Administration Karnataka (CIPS E-Governance Database pg. 123-128)

Table 46 Key Information - Mineral Administration Karnataka

Public Organization Government of Karnataka Dept. of Mines & Geology

Software Development nCode Solutions A division of GNFC Ltd.

Maintenance & Support Dept. of Mines & geology nCode Solutions

Key Transitional

Trajectory


URL http://khanjia.kar.ncode.in

Government of India as part of their responsibility to safeguard natural resources in India has

issued Mineral Policy emphasizing the importance and urgency to regulate mining activities in

each state. In this regard, Government of Karnataka’s department of Mines & Geology has decided

to use ICT to strengthen and regulate mining activities. Government of India has set-up in 1974

Metal Scrap Trading Company (MSTC) to assist public sector organizations in e-auction and e-

tender of various metals and mineral-ore. Department of Mines & Geology decided to use the

services of MSTC. This ensures that the audit and surveillance activities incorporated in MSTC

are also applied to its tender/auction activities.

Auction and bidding happens at the MSTC web portal. Bidders who have been successful in

the e-auction make full payment electronically. On receipt of the amount portal, permits generated

at the web-portal developed by nCode Solutions. Permits approved electronically based on user

role authentication. On approval of permits, workflow mechanisms triggered based on the

respective ore mined and the transport mechanism used to take the ore to the buyer’s place. For

example, trip-sheets issued periodically based on the number of trips and frequency of the trips.

http://khanjia.kar.ncode.in/

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On issue of the trips, based on the transport mechanism, information passed to weighbridge

operators, check-posts and other transit points that monitor movement of ore/metals. Rake permits

issued, in case the transport is by Indian Railways and managed multi-mode transportation

arrangements. Keeping the changing business dynamics and the new lease agreements,

customization of web-portal for new workflows is made possible.

ICT based services have made government officials more accountable resulting in increase in

revenue recognition of 33% in one year of the operation. Revenue recognized is seven BN INR.

The registered increase is despite temporary ban on iron-ore by Supreme Court of India.

Department of Mines & Geology had to educate weighbridge operators and owners, mineral

warehouses had to be convinced on the advantageous of ICT based operations. Remote mining

locations posed connectivity challenges. Leaseholders negotiated with telecom service providers

and installed wireless base station controllers. In case of small leaseholders, mobile-based permits

were issued. In certain cases, connectivity issues noted due to erratic power supply. The

leaseholders resolved the erratic supply issues on their own by installing power-generating units.

Around 9200 quarry leaseholders, 521 mining leaseholders issued permits. Thin clients installed

at 210 weigh bridge stations integrated operators with the online permit system. Stations at remote

locations required network connectivity. nCode Solutions did address these connectivity issues.

Overall 10,133 permits, 3,465,824 trip sheets, 4878 rake permits issued in one year of operation.

ICT based permit system required network connectivity and training of weighbridge, mineral

warehouse owners, and quarry and mining leaseholders on usage of ICT system. The routines

government officials use to issue permits have been made ICT enabled resulting in increase of

revenue recognition. The customization of application to meet the various ICT based workflow

arrangements. E-procurement challenges were addressed by utilizing MSTC e-procurement

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services. E-Procurement requires stakeholders to understand ICT routines and the social aspects

of virtual procurement. Moreover, E-Procurement is interdisciplinary involving IS, procurement,

supply chain, public administration and policy. Policies formulated for E-procurement by combing

these fields. Therefore, while policies put into practice get operationalized according to the

localized interpretations. Actors (both objects and humans) interactions influence interpretations.

MSTC being a seasoned player in context of minerals would have developed procurement

interoperations by interacting with various actors of private and public organizations. For example,

established audits and surveillance mechanisms that worked well with localized interpretations.

An established e-procurement system of MSTC could have contributed to the success of mineral

ore ICT permit system.

Mineral Administration and Governance Gujarat (CIPS E-Governance Database pg. 267-271)

Table 47 Key Information - Mineral Administration and Governance Gujarat

Public Organization Government of Gujarat Commission for Geology &

Mining


Maintenance & Support Commissionerate of Geology &

Mining

nCode Solutions

Key Transitional

Trajectory


URL http://www.cgm.ncode.in

Government of Gujarat has set-up a commission for Geology & Mines in Gujarat. Commission

has established 24 offices in 26 districts of Gujarat. Commission has 75 geologists and 12 scientists

who search and explore the mineral wealth in the state by using state-of-the-art technology. After

careful evaluation of the mineral deposits, the mines leased to agencies to excavate. The excavated

ore sold inside India. India’s ore policy prohibits sale of high-grade ore outside India. Geologists

http://www.cgm.ncode.in/

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also certify the grade of the ore. After obtaining the lease of the mines, the leaseholder excavates

and moves the ore to mineral warehouses before it reaches its destination. The current manual

process is slow and lapses present in both the process and the persons who perform the operations.

These elapses resulted in leakage of revenue for the commission. Commission wanted to develop

a logistics software application that can not only improve the paper work associated with

movement of ore and improve the morale of the officers.

Commission selected nCode Solutions to develop the software. nCode developed software of

similar application and for Government of Karnataka. The leaseholder needs to obtain a royalty

pass, for which the necessary payment paid to the commission. On receiving the amount, royalty

passes issued from the software developed by nCode. Government of Karnataka registered around

7000 leaseholders in the entire state. Leaseholders trained by both hands-on and classroom training

sessions. Also prepared demo cases. The developed software is a web-based application using

three-tier architecture. The presentation layer is a thin client, captures and displays the information

required from and to the end-user. The middle layer contains the business logic and performs

authorization, authentication and workflow management. Business logic separated from

presentation layer so that a change to business logic does not affect presentation layer and vice-

versa. The third layer is the database. The business layer can interact with various other

applications such as payroll, human resources, inventory using XML based message exchange

using SOAP web-services. Architecture enables to generate various reports using third party report

generating tools.

Royalty pass has a unique barcode and contains mineral weight, duration of journey,

destination details and so forth. This information required at various points that check the

movement of mineral ore from mines to the destination point. Thereby, Government of Gujarat

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registered weighbridge operators and check-posts. Personnel trained from weighbridge and check-

post to use the software. It also registered around 1627 weighbridges and 4137 warehouses.

Handheld devices provided for ease of operation at the weighbridges and warehouses.

Computerized system could enable the commission to generate 88,087 transactions, 5,800,000

passes and 12,500 returns. Returns refer to ore returned back to the mines.

The workflow management has been ICT enabled and helped the commission to perform

operations 24x7 without much hassles. For benefit of commission, personnel trained to ensure

proper usage of ICT based routines. However, author noted no instances of other necessary aspects

of ICT driven procurement management system.

Gujarat Mineral Development Corporation (CIPS E-Governance Database pg. 289-291)

Table 48 Key Information - Gujarat Mineral Development Corporation

Public Organization Government of Gujarat Gujarat Mineral Development

Corp


Maintenance &

Support

Commissionerate of Geology

& Mining

nCode Solutions

Key Transitional

Trajectory


(Observed)

URL http://www.cgm.ncode.in

Gujarat Mineral Development Corporation (GMDC) wanted its operations ICT enabled, both

internal and with end-users. The operations include sales, dispatch, production, quality

management, material management, financial management, mines management and human

resource management. The application objective is assist GMDC stakeholders in obtaining

requisite information. Therefore, GMDC selected Oracle Business Suite.

http://www.cgm.ncode.in/

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Oracle Business Suite helped them to eliminate manual intervention. The workflow automation

achieved in obtaining necessary approvals and acknowledgements. The existing information had

to be digitized requiring allocation of special resources. Training of personnel to perform ICT

enabled routines, done in batches, role based and in phases. This ensured that the personnel are

comfortable in using the application. Lignite production did increase due to computerization. It

reached 327,773 tons for the year 2011-12. Improving end-user satisfaction using CRM (customer

relationship management) module deserves special mention apart from increase in production.

Customer satisfaction improved due to faster and systematic decision-making and enhanced

employee morale. This is another case where actors followed technology substitution as transition

trajectory without deciding the sequence of subsequent trajectories.

Geo-Informatics for Forests Rights (CIPS E-Governance Database pg. 42-49)

Table 49 Key Information - Geo-Informatics for Forest Rights

Public Organization Government of

Maharashtra

Revenue, Forest & Tribal

Departments

Software Development NIC & TRTI Pune NRSA for Satellite Image

Maintenance & Support TRTI Pune

Key Transitional

Trajectory


URL http://trti.maharashtra.gov.in/frm_HomePage.php

Government of India in 2006 came up with Forest Rights Act exclusively for Scheduled Tribes

and other traditional forest dwellers of India. Primarily two types of forests one is “reserved forest”

and comes under Wildlife Protection Act, 1972. The other forest is the “village forest” or

“protected forest” and is under the purview of Indian Forests Act, 1927. Formal notification makes

these forests demarcated or not. Scheduled tribes and other traditional forest dwellers who have

unexceptionally good understanding of forests flora and fauna are taking up farming and cattle

http://trti.maharashtra.gov.in/frm_HomePage.php

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ranching. These people are taking up these activities in forest areas and becoming a threat to forest

and their wildlife. Forest Rights Act, 2006 provides title, use, relief and development and forest

management rights to these persons if found their claim is found to be true and their cultivation

does not harm wildlife conservation.

Forest officers need to enquire into the claims of the people to land, minor forest produce and

if claims found to be true allow them to continue or re-settle them by paying compensation and

ensuring a livelihood. The claims processed by officials from Forest, Revenue and Tribal

departments. Government of India plans to provide legal ownership to 50 MN hectares of

forestland to 80MN tribal people. The Act has received both for and against criticism. Wildlife

conservationists argue that by giving away land for cultivation forest space lost leading to wildlife

conservation challenges. Supporters of the Act argue that it is not a land distribution act, but a

transparent method to prevent land grabbing and it is better than the existing Act.

The development of application assigned to a participating organization, NIC Pune. The

application works in three phases. In the first phase, the Forests Rights Committee (FRC) at village

level accepts the claims request and surveys the land using handheld GPS device. Compared to

plane table measurement GPS handheld device requires less resources, maps land contours well

and provides GPS-polygon. Polygon helps in displaying the land contour, which shown to claimant

for verification of the land. Government officials present during mapping. The device also enables

to enter date & time and other necessary information. In the second phase, the information from

GPS device downloaded to a computer in sub-divisional level committee (SDLC) to prepare a

GPX file. Computer has Mapssource software to convert data from GPS machine to GPX file. The

area of the land is measured and polygon checked for closed corners. Polygon with open corners

rejected and re-sent to FRC. GPX file then uploaded into TRTI web site and transferred to District

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Level Committee (DLC). In the third phase, at the district level committee the GPX file

downloaded and superimposed on Cartosat-1 satellite image provided by NRSA and Google-

Earth. Google-Earth satellite images were obtained on dates 13-Dec-2005 and 31-Dec-2007,

whereas Cartosat-1 images obtained in years 2005-06 and 2007-08. Both Google-Earth and

Cartosat-1 images are used to verify claim requests. Verification of claim was done by pairing the

field images with satellite images of Google-Earth & Cartosat-1. Claims are approved if cultivation

is also found in Cartosat-1 and Google Earth images, rejected if not found. The findings uploaded

into TRTI website for the District Collector to examine and take appropriate action. If the claim is

being approved the claimant is given a certificate of possession. The application provides user

based role authentication with required security. From the central server at TRTI, the entire process

monitored from SDLC to DLC.

TRTI entrusted the job of spreading the Act and making citizen is aware of it. TRTI used

various public media dissemination methods such as newspaper, radio, plays and so forth. TRTI

also created training and awareness sessions for personnel at FRC, SDLC and DLC. Organized

4,522 trainings, under which approximately 5,500 personnel trained from seven government

departments. Trainings offered to 95,321 GPS men and Forest Rights committees. TRTI performed

a survey on the claimants. Survey showed illiterate claimants of 56% and 82% is below the poverty

line. GPS being appropriate technology it could create the required impact. Several claimants were

happy with the GPS technology. The method followed directly involved the claimant, who could

guide them through the terrain. However, the stages two & three not properly covered during

training programs leading to dissatisfaction among certain claimants.

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Number of claims received at Forest Committee level: 339,005 and Claims recommended to

SDLC: 287,418; Claims recommended to DLC: 113,255. Number of claims approved for Title at

DLC: 105,489. Forestland approved for individual claims: 162,399 acres.

Technology used to implement land allocation is user-friendly. With no shortage of funds

coupled with good training to the personnel, technology able to sustain by allowing

implementation of required changes. Though a top-down approach followed, a sustainable

technology did help in getting required satisfaction from claimants. Technology also helped to

connect the three departments during capture of land and providing status at various stages of the

claim’s life cycle. However, improvements required on the method followed to develop policy

level changes by considering inputs from relevant stakeholders, if extension of the application is

required across India. As the topic that Forests Act addresses and the possible environmental

impacts, a more participatory approach in policy level changes may be helpful. The tussle between

improving socio-economic status (for example, agrarian, eco-friendly tourism and so forth) and

wildlife conservation is inevitable in land distributions, therefore, a participatory solution

involving all parties can only help in arriving at an amicable solution. Most of the claimants being

illiterate with no accessibility to web-site special attention are required to make web site accessible

to them. Improving accessibility can also enable in moving towards a participatory system.

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Land Records Goa - Dharnaksh (CIPS E-Governance Database pg. 88-94)

Table 50 Key Information - Dharnaksh

Public Organization Government of Goa Department of Settlement and

Land Records

Software Development VisionLabs Hyderabad Goa Electronics Ltd

Maintenance & Support VisionLabs Hyderabad Dept. of Revenue

Key Transitional

Trajectory


URL http://www.dharnaksh.com:80

80/gwg/

http://visionlabs-

india.com/index.html

Government of Goa’s department of settlement and land records wanted to computerize the

complete land operations related to survey and providing reliable information to citizens, other

departments and private agencies with quick and easy access for verification. Apart from revising

and updating land records due to partition, conversion, re-survey, re-fixation, demarcation and

amalgamation it also needs to provide copies of plans/maps to public, legal cases related to record

of rights. Department also need to defend government land before various courts of law apart from

land revenue calculations and assessments. To perform all functions government decided to engage

VisionLabs as participating organization for development of GPS based Geo-Spatial software that

can perform various desktop operations on maps. VisionLabs software has MapMaker software

developed as a product line. MapMaker software has all the features required for day-to-day

operations of department of settlement and land records. VisionLabs MapMaker software is

available on client-server mode and localized for various Indian languages. Client of MapMaker

is a thin client and fine-tuned to perform on various hand-held devices such as tablet-PC, pocket-

PC and so forth. The cadastral records generated using the MapMaker used for taxation purposes

and other land mutations that citizens would like to perform. Citizens who use land records not

http://www.dharnaksh.com:8080/gwg/

http://www.dharnaksh.com:8080/gwg/

http://visionlabs-india.com/index.html

http://visionlabs-india.com/index.html

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confined to Goa state, but there is a sizeable number residing outside India. Therefore, a client-

server software hosted on web with requisite data security became a key requirement from

government.

Government of Goa along with VisionLabs also engaged Goa Electronics to provide the

network connectivity, web infrastructure, IT infrastructure including set-up of state data center. In

other words, Goa Electronics Ltd provided the necessary infrastructural support where VisionLabs

provided the software. The entire computerization resulted in a cost of 20 MN INR for Government

of Goa. Apart from data security, VisionLabs also had to implement disaster recovery and back up

including retaining workflow traces (audit) and logs with encryption. Since the entire operations

computerized, the maps digitally signatures. Therefore, Government of Goa implemented PKI

with role-based authentication.

VisionLabs had to provide training to the entire team of drafters, surveyors, inspectors and

other staff of the survey department. Digitized 30-50 years old data, with revisions, and quite

challenging. This is another case where actors used ICT to enable transactional services in a

domain that requires integration of various departments, in other words a reconfiguration

trajectory.

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BHOOMI Government of Karnataka (CIPS E-Governance Database pg. 8-13)

Table 51 Key Information - BHOOMI

Public Organization Government of Karnataka Department of Revenue

Software Development NIC & CDAC

Maintenance & Support Dept. of Revenue

Key Transitional

Trajectory


URL http://www.bhoomi.karnataka

.gov.in/landrecordsonweb/

https://www.karnataka.gov.in/ka

rigr/#

In 1999, Government of Karnataka started Bhoomi project. In the last decade Bhoomi project

has increased its functionalities. In 1999, it started as an application for land records mutation and

dissemination of Record-of-Right (RoR). Government extended it all over Karnataka by 2002.

Over the years’ functionalities such as biometrics for user authentication, FIFO techniques for

approval, validating manual record, creating land data storage repository and dissemination of RoR

through web from kiosks spread across the state, providing PKI for land mutation authorization.

Bhoomi integrated with Land Acquisition. Land Acquisition Officer (LAO) can manage land

acquisition electronically. This involves series of steps starting from digitally signing notification

& de-notification according to various land acts, communicating land acquisition information to

various stakeholders, making necessary changes to Bhoomi database and so forth.

Department of Revenue is the principal revenue-generating department for any state.

Therefore, computerization assists in recognizing significant revenue with minimum leakages.

However, maintain an accurate land database is very essential. The extent of digitization that the

land records undergo varies from state to state. The land records workflow starts from survey of

the land to capturing and updating various mutations that happen with various combinations

involving individuals, organizations both public, private and intermediaries. Land records

http://www.bhoomi.karnataka.gov.in/landrecordsonweb/

http://www.bhoomi.karnataka.gov.in/landrecordsonweb/

https://www.karnataka.gov.in/karigr/

https://www.karnataka.gov.in/karigr/

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management software also need to manage the policy and legal aspects of land management.

Moreover, interactions between land officials and citizens are influenced by the societal evolution.

Land Management system implemented using KAVERI (Karnataka Valuation and Electronic

Registration). KAVERI is a web-based client-server application developed by CDAC. This

application helps in business process re-engineering of the registration process and speedy delivery

of registered documents. Land registration done from sub-registrar offices this required

computerizing the 201 sub-registrar offices spread across the state of Karnataka. Government of

Karnataka to expedite the computerization involved a private agency to complete installation of

computer software, network connectivity, computer hardware and other peripheral accessories that

are required during registration process. The partnership followed a BOT (Build-Own-Transfer)

process, where the private agency recovers the cost of hardware, network connectivity and

software installation by means of user-charges. The contract period is for five years. Software

required for installation provided by department of revenue. Apart from consumables, participating

private agency also provides labor to perform scanning, assisting citizens during registration,

verification of documents and operation of peripheral equipment during registration. Moreover,

all the transactions apart from land registration that happen in registrar office such as registration

of Hindu Marriages Act and special marriages act is also included into computerization.

Information at all stages of transactions shared with citizens by means of text messages. Citizens

need to register their mobile number at the beginning of initiation of land transaction until disposal

of mutation information shared by means of text messages. Value-added services such as citizens

registering their mobile number against a survey number, for a nominal amount, can receive text

messages on their phone whenever a transaction takes place against the survey number. Apart from

sub-registrar offices, kiosks opened by participating organizations where citizens can get status of

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land mutations and information about the land called as Pahani. Pahani contains details such as

survey number, owner details, total land under owner, revenue details, way the land has been

acquired, government rights on the land, classification of soil, number of trees, source of irrigation,

cultivator details and details of crops. Pahani is required during sale of land, change of ownership,

division of land within family, change in liabilities on the land, grant of land by government to

poor, conversion of land from agricultural to other purposes. Citizens need to pay Rs.15 for every

transaction involved to obtain Pahani. Government of Karnataka has made manual Pahani records

null and void making it mandatory for every citizen to get computerized Pahani from Bhoomi.

Land records computerized over a period. During transition from manual to computerized

errors that crept into the system during manual process have been retained in the Bhoomi system,

though creeping of errors with computerized process has been reduced from 60% to 2%. Revenue

Inspector’s role and the VA roles have not changed and therefore complete elimination of

corruption is not possible, nevertheless, greatly reduced. Certain mutations took more than

expected time. This suggests that along with ICT, societal evolution and social shaping of

technology are also important.

In this case, author noted that actors performed integration of departments by using latest and

scalable ICT technology and re-engineered certain routines. However, the domain requires re-

operationalization of values; this requires actors to consider societal evolution apart from ICT

enablement of routines.

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CATEGORY: G2G

Category: G2G

E-Court (CIPS E-Governance Database pg. 50-58)

Table 52 Key Information - E-Court

Public Organization Judiciary Govt. of India Ministry of Law & Justice, Delhi

Software Development National Informatics Center

(NIC)

Comprehensive Case Information

System (CCIS)

Maintenance &

Support

NIC; CDAC Noida

Key Transitional

Trajectory




URL http://ecourts.nic.in

Ministry of Law & Justice has embarked on computerization of court workflow for ensuring

speedy and accountable justice. The project started on 2001-03, after establishment of NeGP in

2005, this project was identified as Mission Mode Project (MMP). Thereby, for first phase of the

project allocated a budget of 93.5 MN INR. The objectives of the project re-worked after receiving

MMP status. The objectives are computerizing Supreme courts and High courts followed by

district and subordinate courts. Overall, 14,249 courts in 3069 court complexes are to be

computerized by 31 March 2014. By computerization, increase in cases disposal rates courts and

reduce the inventory of the pending cases. In addition, case disposal to happen without any

manipulations of records and/or evidence. Moreover, there is a visible increase in judicial

administration’s execution efficiency. Certain changes such presence of witnesses/convicts

virtually (on-line by video conference), Digitized copies of both documents and instruments (knife,

http://ecourts.nic.in/

| 322

gun, currencies, and other related documents), web-cast of the court proceedings require legal

enactment. The software development and related infrastructure assigned to NIC. Since the High

courts, district and subordinate courts are under the purview of the respective state governments

the central Ministry of Law & Justice need to work with respective state governments for

computerization of courts workflow. States start computerization in a phased manner with High

courts being the first for computerization followed by district and subordinate courts. Therefore,

monitoring and control of computerization of courts performed by respective states.

The computerized system had software developed with adequate security measures such as

data encryption and digital signatures using PKI. Also implemented role based authentication. The

system had videoconference facilities with police stations, jails and hospitals. The equipment

required to perform videoconference installed at select police stations, jails and hospitals. The case

details managed using Comprehensive Case Information System (CCIS) developed by NIC for

Government of Gujarat’s Judiciary department. Few salient features of CCIS are the entire life-

cycle of case such as inquiry, interim order, pending, Judgment and disposed can be tracked,

generation of reports & dashboards, quick and fast update of case status through various devices,

advocate wise listing of cases & their status, transfer of judges, recruitment and so forth. CCTS

software required coordination to manage version management, product improvements involving

release, version and patch, maintenance and support.

The project that spans all over India planned in three phases spread over a period of five years

starting from 2007. In first phase, with an investment of 44.2 MN INR enabled setting up of

required infrastructure (network and data centers) from district level to high court, providing

equipment to judiciary officers and deployment of CCIS with regional languages support. In the

second phase, apart from documentation being computerized the proceedings of the court such as

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web-cast, videoconference with jails, police & hospitals, video recording of the court proceedings.

The third phase involves creating information gateways between various public agencies and

departments. An empowered committee at the three levels of strategic, tactical and operational

level has been set-up to oversee NIC’s implementation. However, the project is running behind

schedule and first phase not completed across India as of 31 March 2014. Funding requires certain

amount being borne by state and certain amount by the central government. Inadequate funding at

central and state levels is causing delays to the project. Videoconference equipment, installation

of stand-by power generating units to support data center and their maintenance is causing huge

financial strain on states and thereby to court complexes.

In this case, author noted that in domains such as land management requires integration of

various departments. Actors initiated E-Governance program only as technology-based solution.

However, due to budget and lack of prioritization from actors the project has missed its milestone

in its first phase. Moreover, author did not note a clear road map regarding subsequent transition

trajectories. These are clear indications for reverse-salient.

Interoperable Criminal Justice System iCJS (CIPS E-Governance Database pg. 158-163)

Table 53 Key Information - iCJS

Public Organization Government of Himachal

Pradesh

State Judiciary

Software Development NIC

Maintenance & Support NIC

Key Transitional

Trajectory

Reconfiguration (Desired)


Technology Substitution

(Observed)

URL http://admis.hp.nic.in/cjs/WelcomeCJS.aspx?ReturnUrl=%2fcjs%

2fAuthorisedMain.aspx

http://admis.hp.nic.in/cjs/WelcomeCJS.aspx?ReturnUrl=%2fcjs%2fAuthorisedMain.aspx

http://admis.hp.nic.in/cjs/WelcomeCJS.aspx?ReturnUrl=%2fcjs%2fAuthorisedMain.aspx

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Government of Himachal Pradesh wanted a Management Information System (MIS) that

connects court integrates with for day-to-day operations. These departments are prisons, police

stations and forensic. By integrating these departments, information made available easily leading

to quicker and better decision-making. These applications are web-based, thereby providing instant

and online access of information to relevant stakeholders. Government of Himachal Pradesh’s

state judiciary department along with NIC could computerize these departments. iCJS application

interacts with these applications by using web-services. iCJS is hosted on a central server at the

high court complex at Himachal Pradesh. The front-end is dot Net with MS-SQL as back-end and

runs on Windows operating system.

Police Station computerized using Common Integrated Police Application (CIPA). This

application not hosted on the web, but available in the intranet of the police department. iCJS

application could connect to the central database of the CIPA application. However, certain generic

information such as number of accidents, crime report, missing persons and location of police

stations across Himachal Pradesh displayed using a web portal. The court information systems

developed by NIC for Gujarat Government’s state judiciary. This application has various features

and functionalities to manage the case information system. The application developed for Gujarat

ported for Himachal Pradesh. Similarly, prisons and forensic departments’ applications connected

to iCJS using web-services. These applications help in providing videoconference facility from

jails, electronic record of visitor’s logbook and prisoner’s dossiers. Forensic application helps in

providing the forensic report and linking it to the respective case/FIR. iCJS application by

integrating all these applications provides functionalities such as access to crime-data/statistics,

availability of FIR copy, mobile based and online traffic challans and missing persons or vehicles

or bodies found to citizens. By information sharing to citizens and with other departments greatly

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reduced time required to perform the requisite transaction either for citizen or for department. State

Judiciary would like to enhance the image of police and judiciary by timely availability of

information.

During deployment of iCJS the respective department officials had security concerns regarding

information sharing. When applications are built, using state-of-the-art technology security

concerns limit only to training and making the personnel aware about the available security

features. Security concerns are alleviated by providing training to the personnel. However, the

large training requirements required huge coordination and scheduling.

In iCJS information sharing, provided in the form of transaction services. Citizens or the

respective departments can quickly access information specific to a particular case or instance.

Certain information was broadcast to the public using web portals. However, apart from providing

information based on transaction, ICT when used to engage and connect with people helps

governments to improve governance. This requires innovative ways of soliciting information,

mining the received information and obtaining the pulse of citizens. Developing such a system

requires evolutionary changes from both society and government. Such changes help governments

to get closer to Abraham Lincoln’s phrase “by the people, for the people and of the people”.

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Integrated Odisha Treasury Management System, Odisha (CIPS E-Governance Database pg. 297-300)

Table 54 Key Information - Integrated Odisha Treasury Management System

Public Organization Government of Odisha Department of Treasury &

Inspection

Software Development CMC Ltd

Maintenance & Support Dept. of Treasury & Inspection

Key Transitional

Trajectory




URL https://www.odishatreasury.go

v.in/webportal/Home.do

Department of Treasuries and Inspection (DTI) is a department in Government of Odisha to

perform all financial transactions for State of Odisha. Department of Finance allocates budget to

different department when the annual financial budget approved in the State Assembly. Finance

department distributes budget to various departments. After the budget is distributed collection

management and expenditure of the budget is the responsibility of the treasury department.

Treasury department consists of Accountant Generals, Controlling Officers (CO), Drawing and

Disbursal Officers (DDO) who manage its 164 departments.

Government of Odisha wanted to ensure proper financial management and monitoring of

funds, audits and investments in equities and loans. Manual coordinating between 166 heads of

treasuries departments a daunting task leading to challenges in proper financial management and

monitoring of funds. Therefore, Government of Odisha decided to computerize the entire

operations and assigned it to a leading software design and development company having vast

experience in working with government and development of various software. The participating

organization has a framework that used to develop applications for financial management, law

enforcement, utilities, human resources, taxation and schemes management exclusively for

https://www.odishatreasury.gov.in/webportal/Home.do

https://www.odishatreasury.gov.in/webportal/Home.do

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government departments. The developed software captured the workflow between finance and

treasury departments and within departments. The entire paper-less operation saved around 20,000

reams of paper in a single year.

Computerization of treasury department required stringent security standards. The developed

software had the state-of-the-art technology and did meet security aspects. Moreover, the officials

and personnel who use the software were made familiar with the software’s security aspects. This

requires adaption along with societal evolution to understand and comprehend the security aspects.

The personnel’s hands-on and end-user trainings did help them to get comfortable with the day-

to-day working of the software. Data archival is setup to retain and not lose old records. Disaster

recovery and back-up management was also set-up. Auditing and logging of workflow is essential

and not available in the software.

This program requires ICT enabled policy decision-making and involve decision-makers from

legislature until its implementation. With the participating organization providing a tested

framework for integrating of various government departments, it was easy to achieve ICT

enablement of routines. However, when decision-making done without no or improper feedback

from reality, it results in policy-cycle approach. Instead, it requires actors to attempt practice-

oriented guide to policy. This requires developing socialization, mass collaboration and other

aspects of combinative capabilities. Author in the print media did note where law enactment is

done by soliciting opinion from the people (Nagar, 2014). Actors in Odisha Treasury Management

System can explore such avenues.

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APPENDIX-4: CASES: eINDIA

Appendix-4: Cases: eINDIA

CATEGORY: G2C

Category: G2C

E-Mithra: Rajasthan Government

Table 55 Key Information - E-Mithra

Public Organization Government of Rajasthan

Software Development

Maintenance & Support

Year – eINDIA 2013

Key Transitional

Trajectory


URL http://doitc.rajasthan.gov.in/e_CSC.asp

Same as G2C services, discussed in APOnline. Please refer

citizen services section in semi-structured interviewed cases.

The project has been operational since 2005. Initially, through a client server based application

software developed by Department of IT&C. In 2010, the old client server application migrated to

Web-based on-line E-Mithra application across all the 33 districts. Recently, a new generic module

added to E-Mithra portal, which allows end-to-end application and delivery of Digitally Signed

Certificates (DSCs). DSC used for certificates such as caste and income, solvency and so forth.

http://doitc.rajasthan.gov.in/e_CSC.asp

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Financial Inclusion: AISECT

Table 56 Key Information - AISECT

Public Organization AISECT11 Government of Madhya Pradesh,

Punjab & Chhattisgarh

Software Development G2C network

Maintenance & Support Respective states &

AISECT


Key Transitional

Trajectory


URL http://www.aisect.org

AISECT has a wide IT training and Educational services network in India. AISECT

collaborated with 12,000 training partners across India. It plans to reach remotest corner of India

and promote ICT based training and services. AISECT aims that by providing training can

empower people generate employment for youth and unfold entrepreneurship. To extend their

objective AISECT collaborated with State Bank of India (SBI) a leading public sector bank in

India. AISECT acts as Business Correspondent (BC) and Business Facilitator (BF) for SBI. Using

CSC centers as vehicle AISECT would like to reach out to citizens as SBI’s BC & BF. Therefore,

AISECT collaborated with Governments of Madhya Pradesh, Chhattisgarh and Punjab and opened

CSC centers 2926, 1487 and 585 respectively. Activities AISECT plans to perform as BC and BF

for New Account Opening, deposit/withdrawal from account, various loans (house repairs, self-

employment, diary units and 2/4 wheelers), deposits to National health and Kisan credit cards and

micro finance. These services provided by means of kiosks in CSC. In one year of its operation,

AISECT could open 431 rural/urban kiosks, two mobile vans with ATM and kiosk banking

11 AISECT is an organization that has ICT based initiatives to provide skill development, capacity building

and E-Governance activities for semi-urban and rural parts of India.

http://www.aisect.org/

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mechanism. With kiosks and mobile vans, AISECT could add 226,616 new customers leading to

640 MN INR worth transactions. VLEs could earn eight MN INR as revenue. AISECT had to

spend time and effort in encouraging the existing VLEs to adopt kiosks and mobile vans. The

perennial question of supply and demand resulted in VLEs showing their reluctance.

With the kiosks positioned in CSCs, AISECT is able to get required internet connectivity,

geographical proximity, reduced costs and reach to financial services to citizens. The services

target the socially and economically marginalized sections of the society. With all these, AISECT

plans to achieve financial inclusion. However, the financial viability of CSCs at rural centers plays

a crucial role. Nevertheless, when bouquet of services offered from CSC, improving financial

viability of CSCs at rural centers is possible. Government of India from 2005 has shown

considerable interest in financial inclusion. Government of India has encouraged banks both

private and public to develop banking products that are “no frills”. Banks have come up with

banking products (including electronic benefit transfer, EBT) that require less than 50,000 INR

worth transactions per annum. These products also allow users to have zero or less bank balance

when compared to other bank accounts. Legal amendments made in 2006 permit banks to

collaborate with BCs and BFs. Recently, Government of India has renewed its interest in

expanding its financial inclusion. In August 2014 Prime Minister of India personally mailed CEO

of all banks asking them to take the initiative of enrolling 75 MN households. Prime Minister of

India has also declared opening of bank accounts as “national priority”.

In the year 2010, in the state of Andhra Pradesh there have been certain instances of borrowers

failing to re-pay their loans. Reports did mention that of few borrowers were indebted so much

that they went to the extent of killing themselves. Initially, though micro-finance companies started

as not-for-profit, but as their scale and scope of operations increased, it resulted in increase of their

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business further leading to increase in their human and other resources. All these lead to a change

from not-for-profit to for-profit. The borrowers work primarily in informal sectors where there are

no guarantees for their jobs with fewer incomes that are also not steady. However, they are

accustomed to not to pay. However, when failure to re-pay invokes political factors it can

complicate further. When borrowers killed themselves, few members of legislative assembly made

remarks questioning the need to re-pay the loans. In this context, borrowers feel legitimized in not

paying the loans. With re-payments impacted, businesses that financed micro-finances were

affected. This can spread to other states. This can result in collapse of micro-finance mechanisms

and attributing it to the borrowers as unintelligent, unreliable and unworthy of lending. This can

further lead to borrowers having fewer options to borrow money.

To prevent from such crises, India need to start something similar to MIX (www.themix.org),

a market for micro-finances set-up in other countries. MIX has developed FINclusionLab that

captures datasets, works with policy makers, financial service providers and other key

stakeholders, and provides information for effective financial inclusion decision-making.

Government of India has initiated steps in this direction. In June 25 2013, CRISIL along with

Finance Ministry of India developed Inclusix index that classifies based on regional, state and

district wise parameters and analyses financial parameters such as branch penetration, deposit

penetration and credit penetration into one unified metric. Governments in consultation with

financial institutions change policies to drive actions that help in improving the index. Unless the

financial inclusion decision-making is based on solid and sound financial engineering by including

various stakeholders similar to FINclusionLab, ICT based financial inclusion cannot achieve its

objectives.

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Department of Agriculture: Maharashtra

Table 57 Key Information - Department of Agriculture Maharashtra

Public Organization Government of

Maharashtra


Software Development NIC eParwana



Key Transitional

Trajectory

Transformation

(Desired)


URL http://mahaagriiqc.gov.in

Department of Agriculture, Maharashtra with NIC as participating organization developed E-

Parwana. E-Parwana helps small and medium enterprises to apply for license of manufacture of

seeds, fertilizers and insecticides. Along with manufacture, apply for dealership. Each enterprise

needs to register on the web site before applying for dealership. Enterprise can also share their

product details on the web site. Before developing this application Department of Agriculture had

challenges in soliciting applications for dealership and manufacture. Moreover, methods to gather

product and/or number of type of dealers and manufacturers slow and time consuming. By

developing a web-portal, information could be centralized and easily accessible.

Department of Agriculture plays an active role in connecting farmers, enterprises and dealers.

Moreover, department has established agricultural assistant at village level with three-to-four

villages with limiting the number of farmers to 800 to 900. Agricultural assistant along with

agricultural officers undertakes soil conservation, horticulture and various extension schemes.

Innovative extension schemes are possible when the subject matter expertise at Agricultural

University coupled with digital knowledge repository. By making necessary changes, it is possible

to extend extension schemes to all stakeholders in supply chain. These changes can be developing

http://mahaagriiqc.gov.in/

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rich domain ontology, similar to RKMP of DRR, requiring both semantic and organizational

interoperability.

Horticulture: Andhra Pradesh

Table 58 Key Information - Horticulture Andhra Pradesh

Public Organization Government of Andhra

Pradesh


Software Development NIC HORTNET



Key Transitional

Trajectory


URL http://hortnet.ap.nic.in ; http://farmer.gov.in/

Department of Agriculture in India divided into three divisions 1) Department of Agriculture

& Cooperation (DAC), 2) Department of Agriculture Research and Education (DARE) and 3)

Department of Animal Husbandry and Dairying (DAH&D). DAC has 24 sub-divisions and one of

the sub-divisions is National Horticulture Missions (NHM). National Horticulture Mission has

State Horticulture Missions set-up in each state. With a huge population of India dependent on

Agriculture as a means of living and with ever-increasing need for agricultural produce,

Government of India has started numerous projects under the 24 divisions of DAC. Farmers who

are involved in Horticulture face numerous hardships in accessing the welfare schemes. Moreover,

each welfare scheme requires interdepartmental coordination. This is resulting in under-utilization

of several welfare schemes. NHM along with its SHM decided to develop a portal that assists

farmers with various activities related to Horticulture. NIC included as participating organization

and developed a web-based application with SOA. The various services available for farmer from

the web-portal are insurance, storage, seeds, pesticide, farm machinery, fertilizer, advisory, and

http://hortnet.ap.nic.in/

http://farmer.gov.in/

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credit and extension activities. This portal acts a market place for various organizations and

farmers. Organizations and farmers register on this portal and the services provided to farmer

according to schemes laid out by Government of India. NHM feels that 60% of the population in

the country is dependent on agriculture and allied services. Therefore, the objective is to provide

an online workflow automation system for the benefit of, especially, the farmers. Workflow

automation ensures an end-to-end holistic approach covering production, post-harvest

management, processing and marketing to assure appropriate returns to both growers and

producers. Interface provided from traditional desktop and mobile interfaces. Farmers can access

the web-portal from various internet cafes and community internet centers located across the

country.

Apart from providing services, NHM also gathered data from farmers. With currently 600,000

villages and 600 districts, but with access to all 35 state and union territories in India the count of

villages and districts are only increasing. Therefore, steps are in place to register farmers to

generate identity card. Information regarding land type, crops, soil test, diseases, pesticide used

gathered for every registered farmer. This enables NHM to weed-out duplicate beneficiaries and

help monitor and track their welfare schemes. NHM’s current mechanism uses latest technology

for identification using GIS and mobile technology GPRS based to verify and authenticate claims

and restrict/detect fraudulent claims.

NHM’s objective of farmer’s welfare by providing integrated services as “one stop shop” is

laudable, especially in country like India where huge population is dependent on agriculture.

However, the size and variety of schemes and the diversity of agriculture produce across

states/districts/sub-districts makes the task very challenging. Apart from ICT enabling there are

various other interactions starting from creating awareness among farmers, making them ICT

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literate, restricting or utilizing peer pressures while farming, social structure that exists in farming

practices. Moreover, during cultivation a close coordinated tracking and monitoring mechanism is

required and need to be backed-up with availability of subject-matter experts to resolve issues

faced during cultivation. Rather than developing these on their own, it may be worthwhile to

leverage on the existing solutions that are currently available. These solutions also vary across

India and are not consistent. Another key important and most beneficial area extended services.

For effective delivery of extended services, a close cooperation required between DARE & DAC.

Extended services include not only online training programs, but also sharing latest germ resistant

seeds with farmers and the special precaution required while using such seeds. Therefore, in order

for NHM to achieve their objective ICT alone is not sufficient, but need to couple ICT with

activities that can leverage ICT and provide benefits to farmers.

Public Distribution System: Andhra Pradesh

Table 59 Key Information - Public Distribution System Andhra Pradesh


Pradesh

Department of Civil Supplies

Software Development Dept. of civil supplies

Maintenance & Support Dept. of civil supplies


Key Transitional

Trajectory


URL http://www.apscsc.gov.in/

Same as Chhattisgarh PDS systems, but with Aadhaar based authentication. Please refer

semi-structured case in Appendix-2.

http://www.apscsc.gov.in/

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Citizen Friendly Transport Services: Andhra Pradesh

Table 60 Key Information - Citizen Friendly Transport Service


Pradesh

Department of Transport

Software Development BitraNet Pvt Ltd.

Maintenance & Support Department of Transport BitraNet Pvt Ltd.


Key Transitional

Trajectory


(Observed)

URL http://www.aptransport.org

Department of Transport provides various transport related services to citizens. These services

are driving license and learner’s license, collection of vehicle taxes, issue of fitness certificates,

and registration of transport and non-transport vehicles and issue of permits. The state has 140

registrar offices located across 23 districts with 1400 dealers who sell new vehicles resulting in

45,000 transactions per day. SOA replaced numerous local servers linked to central server. For

better, faster and real-time availability of data and due to establishment of good network

connectivity Department of transport could centralize data and business logic at a central location

with the 140 registrar offices connected to this server. With the help of the ICT technology, a

centralized system helped in standardizing work procedures and methods. Moreover, with

advances in ICT technology security features could be built-in into their system enabling citizens

to pay fees, taxes and other payments online. Earlier citizens preferred approaching through

intermediaries to complete their tasks, but with ICT enabled routines, greatly reduced the interface

with intermediaries. Operations and maintenance of the ICT infrastructure managed by means of

the user-charges collected from citizens.

http://www.aptransport.org/

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Department of Transport with centralization and standardization could streamline their internal

routines. However, equally important is integration with other departments such as Police, Urban

development and Public works (Roads and Bridges). This requires actors taking actions for

reconfiguration trajectory. However, author feels that existing actions done using latest

technologies these are in line for actions required for reconfiguration trajectory.

Child Rights Cell: Andhra Pradesh

Table 61 Key Information - Child Rights Cell


Pradesh

Department of Women, Child &

Disabled persons (WCDSC)

Software Development

Maintenance & Support WCDSC


Key Transitional

Trajectory


(Observed)

URL http://wcdsc.ap.nic.in/

Government of Andhra Pradesh’s WCDSC established exclusively for women, child, disabled

and senior citizens. WCDSC has initiated various welfare programs for children. Similarly,

Ministry of Rural development has established District Rural Development Agency (DRDA) in

1989 and reports to both state and central level Ministries of Rural Development. Since 1989,

GoAP initiated various programs and welfare schemes. The tasks of DRDA are in identifying the

needs of rural people and ensure that the schemes reach the needy. Backward Regions Grant Fund

(BRGF) established by the Government of India. It covers 250 districts in 27 states. The fund

designed to address the regional imbalances in development using existing developmental inflows

into the backward districts. BRGF primarily provides financial assistance with focus on backward

districts.

http://wcdsc.ap.nic.in/

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Andhra Pradesh recently has emerged as an important IT hub and increase investment in health

sector with increase in corporate hospitals, UNICEF has expressed concerns. The concerns are in

reducing income poverty in rural areas, access to and quality of basic services such as health,

nutrition, education and sanitation remain poor especially for disadvantaged social groups. To

support UNICEF’s concerns data gathered regarding certain key areas that are of importance.

Identified areas12 are childbirth, infant mortality, maternity mortality rates, and immunization and

sanitation facilities. There are numerous crimes and abuse on children, skewed sex ratio, large-

scale distress migration, early marriage, female feticide and infanticide with coastal areas being

vulnerable to disasters (flood/cyclone) where protection to address infrastructural and emotional

issues.

According to UNICEF, Andhra Pradesh social development programs besieged with numerous

actions required in multiple areas. Areas identified by UNICEF are

advocacy and partnerships (strong partnerships with legislative assembly, media, civil

society and children)

social policy planning monitoring and evaluation (SPPME) (integrate children’s

developmental issues with poverty reduction and women empowerment with emphasis

on data, evidence and critical policy engagements)

Reproductive & child health (devise numerous interventions with public-private

partnerships)

12 Childbirth (one third still happening at home (31%)), Infant Mortality (IMR), Maternal Mortality rates

(IMR) (high around 195 per 100,000 live births), immunization (drop in immunization rate to 46%

compared to 10 years back value (59%)), sanitation facilities (though in households and schools has

increased to 48% and 46% respectively in disadvantaged social groups it is only at 15%).

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Behavioral change and communication (capacity building, social mobilization and

knowledge management).

UNICEF highlighted key areas that help in making social developmental programs successful.

WCDSC though may be aware of all the issues and might have initiated actions towards this.

However, the ICT related development initiated by WCDSC has received attention in eINDIA

events. WCDSC has developed a web-application that can track complaints regarding child rights.

It uses both web and mobile technology. Complaint raised using the web application regarding

child marriages, lack of school infrastructure, quality of mid-day meals and child labor issues. On

successful submission of the complaint, officer at grass root level receives an alert on the mobile

phone as a text message. Intervention of departmental officers on complaints not addressed by

grass root officers made possible. Moreover, the application helps in generation of reports,

centralized database, frequent monitoring and control. In the presence of actions suggested by

UNICEF, such ab web application can definitely add value to the actions suggested by UNICEF.

Public Service Commission: Rajasthan

Table 62 Key Information - Public Service Commission

Public Organization Government of Rajasthan Public Service Commission

Software Development Government of Rajasthan.

Uses e-Mithra (G2C) initiative

Maintenance & Support Government of Rajasthan


Key Transitional

Trajectory


URL http://rpsconline.rajasthan.gov.in

Public Service Commission tests are used by Government of Rajasthan to recruit its officers.

These tests managed manually from advertisement, filing of applications, issue of examination

http://rpsconline.rajasthan.gov.in/

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admit cards, conducting examinations, evaluation of answer sheets and display of results.

Government of Rajasthan decided to ICT enable all activities in the workflow except conducting

examinations and evaluation of answer sheets. Participants who take public service commission

spread all over Rajasthan. There can be certain participants who are outside Rajasthan for a short

period. Government wanted information flow to all participants residing in and outside Rajasthan.

Therefore, a web-based application with centralized database with security measures found to be

appropriate. Security measures related only to controlling the incoming and outgoing network

traffic based on applied rule-set. Security measure prevents unauthorized access to and from

private network. Application developed internally. Participants need not make several visits to the

Public Service Commission office, but can visit any of the CSC centers located in urban and rural

areas. Participants along with online submission of the application can also pay the necessary fees

at the CSC counters. Admit cards for examination issued by the CSC centers. The online

application is very user-friendly; users who are not acquaint with computers are also comfortable

in filing the application. The statuses of application, examination, admit card and result are

obtained by both e-mail and text messages. Application fees can be paid by three modes 1) through

internet banking at http://rpsconline.rajasthan.gov.in, 2) through e-Mithra (CSC center) portal

http://emitra.gov.in and 3) from CSC centers. Application fees payment facility by using secure

payment gateways.

With web-based application and integrating it with CSC network, public service commission

examination services made available to citizens. Government of Rajasthan could conduct 22 exams

in one month with 70 for every year. Over 1.75 MN applications processed in the first year. For

ease of use, details of each step uploaded in the CSC and Public Service Commission web sites.

Government of Rajasthan plans to make the public service commission application submission

http://rpsconline.rajasthan.gov.in/

http://emitra.gov.in/

| 322

possible through mobile. Government of Rajasthan focused only on transactional effectiveness and

ensured that information is readily available at various stages. Government of Rajasthan could

make it successful with CSC centers established all over Rajasthan.

Public Grievances: Government of Karnataka

Table 63 Key Information - Public Grievances

Public Organization Government of Karnataka Directorate of Municipal

Administration

Software Development E-Governments Foundation

Maintenance & Support E-Governments Foundation Directorate of Municipal

Administration


Key Transitional

Trajectory


URL http://www.mrc.gov.in

Department of Municipal Administration aims to improve citizens’ opinion and outlook about

the Government. Though several transactions have been ICT enabled, citizens do visit Government

offices for various transactions. Department of Municipal Administration feels that citizens’ leave

the Government office with bad experiences due to lack of cooperation from employees, long

queues, attitude and behavior of employees, lack of inter-departmental coordination and so forth.

Department feels that if citizens provided with a grievance redress system they could share their

experiences. These experiences forms the basis for the areas where department could focus.

Department is also looking at enabling citizens to participate by providing opinions and ideas

regarding governance of ULB. Department could secure funds from Asian development bank in

the first phase and could cover 55 urban bodies and in the second phase with funding from World

Bank could cover remaining 158 urban bodies.

http://www.mrc.gov.in/

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An ICT enabled system, Public Grievance Redress System (PGRS), helped Department of

Municipal administration to standardize the complaint registering mechanism. PGRS developed

in close collaboration with Survey of India (for GIS mapping), E-Governments Foundation (for

application support & maintenance), Karnataka Urban Infrastructure (for funding) and Software

Technology Parks (for data center). Centralized data with web-based application change

management and customizing for different urban bodies made possible. The initial set-up time

streamlined complaint registration where citizens and employees became familiar with the ICT

enabled routines. In municipal administration, the problems vary from location to location

requiring local level initiatives. The field officers who are directly in contact with the citizens drive

these local level initiatives. Empowering local level officers with guidelines from higher officials

is essential for effective resolution of problems. By engaging the local level officers with citizens’

an empowered officer can better discharge his/her responsibility. When the procedures and

routines are standardized, it provides little room for the field level officers to customize to provide

solutions that resolve location specific issues. However, standardization of routines across urban

bodies helps in common measurements, comparisons between urban bodies where replication of

best practices made possible. Therefore, a right balance between policy, location specific

requirements considering both social and cultural needs, innovative problem resolutions,

customization of routines and partnerships required for better and effective delivery. It requires a

distinction between data centralization and customization of routines. This requires defining meta-

data (data about data) and customizing ICT systems and organizational routines. In the current set-

up of PGRS, with centralized ICT system there are no or less local level initiatives by municipal

system. The consequences of such an action only unfold when local level issues become very

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acute. Along with ICT systems routines customization with scope for innovation & partnerships

are essential to engage and empower citizens.

Chief Minister’s Office: Gujarat

Table 64 Key Information - Chief Minister's Office

Public Organization Government of Gujarat Chief Minister’s Office (CMO)

Software Development >1 Organization

Maintenance & Support >1 Organization


Key Transitional

Trajectory


URL http://www.gujaratindia.com/

Government of Gujarat has laid huge emphasis on ICT enablement of their routines. ICT

initiatives are done with both public and private organizations as participating organizations. CMO

plays a pivotal role in coordination among various departments. CMO also gathers various

feedback especially from the citizens. Therefore, felt prudent to ICT enable CMO. CMO office

focused on Smart, reliable, Accountable, Responsive and Transparent (SMART). Computerization

of the entire CMO operations labelled as SMART. The citizen feedback system named as

SWAGAT (State Wide Attention on Public Grievances by Application of Technology). SWAGAT

application accessed by 8496 offices and contained 23,017 officers as registered users. The

application also enabled video conferencing facility and could connect 26 departments, 26 districts

and 239 sub-districts. SWAGAT application while interfacing with citizens could also connect

government departments. Citizens could approach Chief Ministers with their grievances

electronically. Electronic means available to citizens are videoconference, e-mail and text

messages. Selected messages from citizens passed to Chief Minister. On an average sent 500-700

messages. Concerned department is looped while forwarding messages to Chief Minister. Few

http://www.gujaratindia.com/

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messages are also towards better governance. The ideas brainstormed internally before passing to

Chief Minister. Social Networking sites such as Facebook and Twitter used extensively to reach

out to the citizens.

CMO office did make efforts to achieve e-Accessibility. E-Accessibility is essential to achieve

E-Participation. CMO does claim that E-Participation became possible by using SWAGAT.

Nevertheless, participation refers to deliberation leading to shared decision-making. Therefore,

CMO could achieve E-Accessibility to a certain extent. E-Accessibility is the first step to E-

Participation. CMO used ICT quite effectively to reach to citizens and solicit their opinions.

However, CMO could have used their SMART application to funnel citizens’ grievances to

improve other departments functioning. Citizens do come forward with their grievances where

most of their grievances could be with other departments such as Revenue, Municipalities,

Agriculture, Social Justice and so forth. Therefore, apart from increasing E-Accessibility CMO

office could have improved interactions with other departments using SMART application.

Instead reports from CMO office emphasized on SWAGAT, awards received and Chief Minister’s

web-portal. However, CMO could have attempted a more comprehensive outlook of connecting

public grievances by tangible improvements in operations of related departments.

Property Tax: Bihar

Table 65 Key Information - Property Tax Bihar

Public Organization Government of Bihar Department of Revenue

Software Development Internal IT Dept.

Maintenance & Support Internal IT Dept.


Key Transitional

Trajectory


(Observed)

URL http://ptax.nagarseva.in/

http://ptax.nagarseva.in/

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Government of Bihar’s Department of Revenue earlier collected property tax manually and

based on demand notice. Instead, they wanted property tax to be self-assessment. With self-

assessment based, the onus is on the citizen to pay the property tax. Department of Revenue feels

that by making the citizens voluntarily to pay tax can minimize revenue leakages. However,

guidelines issued to arrive at property tax. Government officials check for compliance to these

guidelines. By doing so, Government of Bihar feels citizens can become more responsive and start

demanding for their rights rather than being passive or get subdued due to certain social structure

that exists in rural and other areas. Apart from computerizing the property tax payment,

Government of Bihar had also created awareness among citizens regarding the changes in payment

of property policy. They had issued 250,000 notices and delivered these across the state of city of

Patna. Posters affixed on prominent centers highlighting the necessary steps required to calculate

their property tax. Property tax paid from home or from empaneled cyber cafes. For registering

property tax details citizen requires a visit to civic center with registered sale-deed and a photo id.

After necessary checks, entry for property tax made in the system and a property tax number

generated for the property in the citizen’s name. However, after paying the property tax, whether

it is first time or regular annual payment, citizen submits hard-copy of the payment receipt to the

nearest civic center.

Government of Bihar’s step towards making citizens more responsible and change their

opinion and mind-set towards Government is novel and laudable. However, the efforts to percolate

further and focus on participatory form of governance.

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CATEGORY: G2B

Category: G2B

Purchase Automation System

Table 66 Key Information - Purchase Automation System

Public Organization National Power Corporation

India Limited NPCIL

NPCIL

Software Development Nextenders TenderTiger

Maintenance & Support Nextenders TenderTiger

Year - eINDIA 2013

Key Transitional

Trajectory


URL https://npcil.abcprocure.com https://npcil.etenders.in

National Power Corporation India Limited (NPCIL) manages various atomic power stations

located in India. The site locations are Tarapur Maharashtra, Rawatbhata Rajasthan, Madras

Atomic Power Station Tamil Nadu, Narora Atomic Power Station Uttar Pradesh, Kakrapar

Gujarat, Kaiga Generating Station Karnataka, and Kudankulam Nuclear Power Project Tamil

Nadu. Directorate of Contracts and Materials management at headquarters Mumbai manages

material procurement for these sites by soliciting material requirements from these sites. Given the

scale (type and volume of materials) and the scope (atomic power plant) directorate of Contracts

and Materials management decided to use ICT enabled procurement, auction and tender.

Therefore, NPCIL engaged a participating organization that has experience in managing tenders,

communication with vendors, post-tender allocation activities. Most importantly, the Directorate

also wanted the participating organization to set-up, establish and operate the portal. The required

IT infrastructure such as network, servers, firewalls and other related equipment are provided by

another participating organization.

https://npcil.abcprocure.com/

https://npcil.etenders.in/

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Salient points are

Technically latest and innovative practices are followed {128-bit encryption, PKI, fire-wall

and intrusion detection, secure socket layer (SSL), non-repudiation}

Tenders those are public and limited. Public tender’s results can be seen, but limited

tender’s results are not visible

Bidders can upload various documents to support their credentials

Published corrigenda. Bidders can click on corrigenda and view the details. E-Accessibility

is provided, but not participation

Integration with bidders, but not with their ERP systems

Global and local bidders. {while registering global bidders are also accepted}

o Foreign nationals can also participate by getting their details attested by Indian

Embassy in their country.

Minutes of pre-bid meeting

Business Intelligence on tendering authorities’ parameters, decisions and other details

Sub-contracting after winning the tender

By using ICT, NPCIL could achieve the required changes in procurement, auction and tender

functions. The changes aimed at harvest savings through strategic souring initiatives while

maintain equitable access to government businesses. NPCIL enhance procurement, auction and

tender functions by enhancing professionalism of activities, skills of procurement officers,

processes, systems and streamlining policy with the help of a participating organization. Around

8000 vendors’ managed and the late bidding issues eliminated by ICT. All payments made through

secure payment gateways. E-procurement is an interdisciplinary of IS, procurement, supply-chain,

public administration and policy. The portal serves as a marketplace and enables the buyer and the

sellers to make transactions. The associated logistics need to be borne by the vendor. E-

procurement system offers no integrations with vendors’ information systems. Policy formulations

modified to include ICT enabled transactions. Human and technical systems interactions with the

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associated ICT did provide scope for translation of events. Translation refers to assembling and

aligning interests of multiple actors’. Translation results in stabilizing the network by wider

audience acceptance the technology or solution, but temporarily. However, for durability of these

alliances inscription of practices and actions is essential. However, these inscriptions happen at

local and contingent level with or without interpretations of the social structures, material relations

and power systems that exist (Hardy & Williams, 2008). Further exploration is required on

NPCIL’s innovation of ICT based transactions, involving the plurality of meanings and translation

of actions. The size and scale of NPCIL procurement operations did influence translation. A

flexible, creative and responsive policy networks and maintainability of equity, accountability and

democratic legitimacy requires further analysis.

E-Procurement: Indian Oil Corporation

Table 67 Key Information - E-Procurement Indian Oil Corporation

Public Organization Indian Oil Corporation (IOC)


(NIC)

Maintenance & Support NIC & IOC

Year - eINDIA 2013

Key Transitional

Trajectory


URL https://iocl.etenders.in/iocl/index.asp

Indian Oil Corporation (IOC) started using electronic medium from 2000. Initially used for

information broadcast. In year 2007 when Finance Ministry emphasized the need to expand the

usage electronic medium, IOC started implementing e-procurement. IOC collaborated with NIC.

NIC mandated to adhere to CVC (Central Vigilance Commission), DeitY and Finance Ministry

guidelines. Initially the Divisional Head Offices covered under e-procurement. By April2012, the

https://iocl.etenders.in/iocl/index.asp

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e-procurement system stabilized and extended to regional and state level offices. The total number

of offices covered is 56 and spread all over India. Procurements of value above One MN INR can

be procured using e-procurement system. In one year of expanding e-procurement across all

offices 70 tenders of value 3.45 BN INR in April 2012 increased to 5000 tenders of value 120 BN

INR in May2013. Using electronic procurement IOC could also expand their procurements

operations across the globe and not limited to national boundaries besides reducing procurement

cycle time.

IOC followed a technical innovation approach with the help of NIC. With a vendor base of

80,000 registered users, 5000 departmental users and 11,000 bidders across the globe a technical

innovation approach did make it possible. However, several vendors were skeptical about security,

functionality and performance. IOC efforts confined to providing vendors training at specific IOC

centers and providing user-friendly user-manuals. In performing the e-procurement transactions,

persons interact with systems and develop to bring certain practices into effect. These practices

shaped by both technical innovations and the background knowledge actors developed by

performing procurement transactions. Practices adhere to policies. Policies indeed are guidelines,

adherence required while performing public and limited tenders. Translations are required from

human actors and to the system functionalities in performing the required actions. Societal

evolution shapes and reinforces few of these translations. IOC with technical innovation and their

sheer size and volume of tenders could align interests of various agencies. However, deep

integrations with their existing systems are essential towards developing e-procurement system

that integrates IS, supply chain management, public administration and policy. When e-

procurement system integrates actors both technical systems and humans, an interoperating

systems achieves plurality of meanings. To consider plurality of meanings it is essential to create

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a flexible, creative and responsive policy network that enables technical innovation throughout the

network. Similar to NPCIL, author feels it is essential to investigate these to obtain detailed

insights into interoperability in ICT enabled procurement systems.

Madhya Pradesh Warehouse & Logistics Corporation

Table 68 Key Information - Madhya Pradesh Warehouse & Logistics Corporation (MPWLC)

Public Organization Government of Madhya

Pradesh

MPWLC

Software Development MP Online

Maintenance & Support MP Online

Year - eINDIA 2013

Key Transitional

Trajectory

Transformation (Desired) Technology Substitution (Observed)

URL http://www.mpwarehousing.com/;

https://www.mponline.gov.in/Portal/Services/Warehousing/frmHom

ePage.aspx

Madhya Pradesh Warehousing and Logistics Corporation (MPWLC) established with a share

capital of INR 10 MN INR from Government of Madhya Pradesh and INR 5 MN from Central

Warehousing Corporation. The total capital of MPWLC is 20 MN INR. MPWLC stores

agricultural and minor forest produces in warehouses. Produce supplied to citizens through public

distribution system. MPWLC objective is provide warehouses to Government of Madhya Pradesh

and meet governments storage needs. MPWLC obtains revenue based on the produces stored in

warehouses. MPWLC stores both inputs (seeds, fertilizers and manures) and outputs (food grains)

of agriculture. Economic criteria alone don’t decide the items that need to be shared, but to also

look into social and political factors Along with warehouses provides the necessary logistics such

as transport vehicles to move the items from warehouses to public distribution systems and to

warehouses from farmers and other stakeholders. Therefore, to meet the ever-increasing storage

http://www.mpwarehousing.com/

https://www.mponline.gov.in/Portal/Services/Warehousing/frmHomePage.aspx

https://www.mponline.gov.in/Portal/Services/Warehousing/frmHomePage.aspx

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demands of government MPWLC decided to utilize private warehouses to augment their storage

needs. MPWLC decided to use ICT to improve their transaction efficiency and transparency.

Therefore, decided to utilize MP Online (G2C service provider in Madhya Pradesh) as the medium

for private vendors to register and apply for managing private warehouses. Private vendor enters

into an agreement with MPWLC to manage the warehouse. The agreement decides the ratio for

sharing of profits. Private vendor bound by the Warehousing Corporation’s act, Rules, and

principles that benefit citizens of Madhya Pradesh. Comptroller and Auditor General of India

statutory auditors require auditing MPWLC accounts before placing in the legislative assembly.

MPWLC could enhance their storage capacity from 7.9 MN metric tons to 15.2 MN metric

tons in the last five years. Profits have also increased from 27% to 104%. Government of Madhya

Pradesh had developed e-Uparjan application to procure agricultural produce from farmers. An

integrated system that encompasses procurement from farmers, storage and distribution to farmers

with managing the associated logistics helps Government of Madhya Pradesh to improve not only

earnings, but also in better serving of its citizens. This requires huge capital investments and is a

challenge for developing countries, more so, for states who are economically lagging behind when

compared to other states.

Singareni Collieries

Table 69 Key Information - Singareni Collieries Company Ltd. (SCCL)

Public Organization SCCL SCCL

Software Development ERP & E-Auction

Maintenance & Support SCCL & Service provider

Year - eINDIA 2013

Key Transitional

Trajectory


URL http://www.scclmines.com

http://www.scclmines.com/

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Singareni Collieries Company Limited (SCCL) deals with coal mines located in Kothagudem

of Andhra Pradesh. Singareni excavates the coal from the coalmines and sells the coal to various

users. To enable easy transport and load/unload of coal from coalmines rail and road load and

unload are possible right from the coalmines. Singareni Collieries has huge employees around

70,000. A significant part of the employees operates in the coalmines. Their salary disbursements

are an operational and administratively demanding for SCCL. Apart from salary, coal dispatch

requires checks at various checkpoints starting from loading, weighing at weighbridges, at

checkpoints and so forth. Payment for purchase of coal integrated resulting in fast receivables.

SCCL also wanted to integrate auction along with dispatch. Therefore, SCCL felt it is prudent to

ICT enable their operations (productions), marketing and personnel departments.

SCCL decided to use SAP software to achieve automation of workflow. To the existing SAP

software, various modules developed internally by their IT department. Modules developed in

various mobile platforms that can seamlessly integrate with mobile devices and enterprise

applications. At the end of the month when employees’ salaries credited into their bank account

text messages sent to the registered mobile number regarding the credit of salary. Modules

developed to integrate weighbridges with SAP, require no manual intervention. The weighbridges

weigh the trucks and compare with the permitted value obtained from SAP. Similarly, certain

critical inventory items that can stop the production or critically hamper the operations tracked

electronically. When the inventory reaches a threshold level, trigger raised so that necessary

procurements initiated before the stock reaches alarming levels.

ICT enabling of auction mechanism and few policy decisions and their effects discussed in this

section. Vendors need to register in the SCCL portal and deposit a non-interest bearing amount

called Earnest Money Deposit (EMD). SCCL policy prohibits vendors from exporting the coal and

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restricts them to using it internally. So, vendors located outside India prohibited from participating

in e-auction. SCCL uses services of service provider (MSTC or Coal-Junction) to manage the E-

Auction. Service provider coordinates between the vendor and SCCL and performs various tasks.

Performs tasks such as receive EMD from the vendor, informs the vendor on award of auction,

refund EMD amount to all other vendors who did not win the auction and so forth. Service provider

also communicates the policy decisions regarding the coal grades their price bands, E-Auction

mechanism, limits for dispatch by rail mode. Service provider ensures that non-end users of coal

and are not permitted to download the coal within 60kms radius of SCCL coalmine. Similarly, for

dispatch by rail it is the vendor’s responsibility to unload and transfer to their destination from the

rail destination. Indian Railways used to transport coal by rail, so Indian Railways prevalent

railway rules govern the rail transport rules. However, SCCL follows the state-of-the-art coal

grading process and communicates to vendors through the service provider, bidder expected to

verify the grade of the coal before proceeding further with E-Auction. Bidder based on the EMD

amount decides bid quantity and bid increments. Bid also has a reserve price below which bidders

not allowed to bid. E-Auction apart from registering to the bid and paying the EMD deposit, the

real-time bidding process displayed on the screen. Electronically monitored bidding process starts

from the highest bid as long as the bid quantity is available for allocation. In case if bidders bid

the same price preference given to bidder who requests higher quantity, in case of same quantity

bidder who submitted his/her bid first in the system given preference. Post E-Auction service

provider coordinates with the bidder to receive the payment value for the bid coal. There are

timelines within the bidder honors the bid, else, bidder needs to pay penalty and beyond a certain

limit forfeits EMD.

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SCCL with ICT enabling of their pay roll, operations, and production and marketing functions

could improve their working efficiency. Moreover, it resulted in transparency in weighing of coal

and dispatch by trucks. Dispatch mechanism integrated with their E-Auction mechanism.

However, E-Auction confined only to registration and selection of the bidder. E-Auction does not

integrate with bidder’s ERP systems and does not consider the public administration and supply

chain management required pre and post auction. These along with flexible, responsive and

creative policy are essential when SCCL plans to expand their E-Auction to include E-

Procurement. E-Procurement is the integration of IS, supply chain, public administration and

policy.

Coal India E-Tendering and Reverse auctioning

Table 70 Key Information - Coal India E-Tendering and Reverse auctioning

Public Organization Coal India Limited (CIL)

Software Development MSTC or Coal-Junction

Maintenance &

Support

CIL MSTC or Coal-

Junction


Key Transitional

Trajectory


URL http://www.coalindia.in

Coal India Limited (CIL) is the largest producer of coal in India. Supply of coal has a

significant presence in power generation for India. Several states in India rely on coal based

thermal plants for economic reasons. CIL with 81 mining areas and seven wholly owned coal-

producing subsidiaries plays a significant role in supply of coal to various states. CIL’s users are

varied and range from captive and independent power stations, defense, Railways, fertilizer, steel,

cement and aluminum companies, PSUs, Traders and so forth. Purchase of coal strictly monitored

http://www.coalindia.in/

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by Ministry of Coal. Ministry of coal distributes coal through Fuel Supply Agreements (FSA).

Companies that need coal on continuous basis get FSA’s issued to them by Ministry of Coal. CIL

based on the amount mentioned in FSA supplies coal. Ministry of Coal has decided to supply 10%

of coal produced to be available through E-Auction. Ministry of Coal wants traders and other

companies that require coal in small quantities (<4200 Metric tons per annum) and continuously

need not approach Ministry of Coal, but can approach CIL. Therefore, felt a need for transparent,

equal treatment of all categories of users, buyers from anywhere in India can procure coal, users

who need coal beyond their FSA requirements, reduce diversion of coal at a premium in secondary

market, and an efficient auction system. Therefore, initiated ICT based auction of coal. It has

primarily two primary features forward E-Auction and spot-auction. Forward E-Auction helps in

booking coal for a long period, say 12 months. On the other hand, spot-auction is for short-term

coal demands. E-Auction is done by MSTC (www.mstcindia.com) and/or Coal-Junction

(www.coaljunction.com).

Forward e-auction and spot-auction have different guidelines. However, both forward and spot

e-auctions necessitate that the vendor be located in India and use it only for domestic purposes.

For forward e-auction Ministry of Coal has stipulated submission of certain documents. These

documents are related to tax, industrial registration certificates, recommendation letters from

Ministry of Coal regarding end use of coal in the unit, pollution certificates, certificate from

magistrate certifying that the coal is used for own consumption apart from ownership and related

documents regarding proper functioning of the enterprise. For spot auction vendor to provide

documents such as tax returns, trade license if applicable, reasons for procuring coal and so forth.

For both forward and spot e-auctions vendor need to register with the service provider by providing

the necessary documents.

http://www.mstcindia.com/

http://www.coaljunction.com/

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When tenders raised, registered vendors need to submit their bids mentioning the quantity.

Tenders displayed on the CIL web site. Usage of web site has reduced spending a considerable

amount on newspaper advertisements and other public media communications. Since the timelines

for forward and spot auction, auctioning for forward and spot are also different. For forward,

performed auctions every quarter and informed one month in advance. Vendors need to book coal

for next four quarters from the auctioning quarter. For spot auction, at least two auctions scheduled

per month. For both spot and forward vendor has to deposit an interest free Earnest Monthly

deposit for submitting of bids. Though CIL has the state-of-the-art technology to assess the grade

of coal, it is the vendor’s responsibility to ensure the quality of coal. Rail and road modes of

transport auctioned separately though the tender is the same. There are restrictions on the amount

of coal transported through rail/road in forward and spot auctions. Transport by rail follows the

Indian Railways rules.

Bidder based on the EMD decides amount bid quantity and bid increments. Bid also has a

reserve price below which bidders allowed to bid. E-Auction apart from registering to the bid and

paying the EMD deposit, the real-time bidding process displayed on the screen. Electronically

monitored bidding process starts from the highest bid as long as the bid quantity is available for

allocation. In case of bidders had bid the same price preference given to bidder who requests higher

quantity, in case of same bidder who first submitted his/her bid in the system given preference.

Post E-Auction service provider coordinates with the bidder to receive the payment value for the

bid coal. There are timelines within the bidder honors the bid else, bidder needs to pay penalty and

beyond a certain limit forfeits EMD. Bids that require rail delivery adhere to Indian Railways rules.

Vendor to arrange transport of coal from Indian railways destination point to the destination point

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required for the vendor. If any of the Indian Railways, rules or rail rake limits or destination points

not suitable for vendor it results in forfeiture of EMD.

CIL’s e-auction user base ranges from minor users to large users who would like to procure

beyond the FSA limit. CIL’s e-auction system integrated with their internal ERP systems. On

successful award of the bid, the operations are instructed electronically on the dispatch size, mode

and frequency. However, their e-auction not integrated with the vendor’s ERP systems. Moreover,

the supply chain of the coal distribution stops when the coal leaves CIL premises. Given the CIL’s

role in power requirements of India and its states, a more intense ICT enabling of routines is

essential to improve working efficiency and effectiveness. This requires integrating not only the

information systems, but also the supply chain until the last delivery point, public administration

and policy related changes. Though CIL wants to reduce the sale of the coal at a premium in the

secondary market, the policies and lack of deep integrations with various disciplines of

procurement can result in pilferage and sale of coal in secondary markets. Forming of cartels is

possible.

E-Procurement: Indian Railways

Table 71 Key Information - E-Procurement Indian Railways

Public Organization Indian Railways

Software Development HCL (Hindustan

Computers Ltd)

Maintenance & Support HCL Contract agreement exists


Key Transitional Trajectory Transformation (Desired) Reconfiguration (Observed)

URL https://www.ireps.gov.in/

Large public sector organizations such as Indian Railways (IR) and Indian Oil Corporation

have wide extensive network in terms of organizational set-up and the volume of traffic material

https://www.ireps.gov.in/

| 322

supply. Indian Railways organization is broadly classified into Board, Zone and Divisions. Indian

Railways covers the entire length and breadth of the country by 24 zones. Each zone sub-divided

into divisions. Zones report to board and board reports into Ministry of Railways. Board comprises

six members Staff, Traffic, Engineering, Electrical, Mechanical and Financial Commissioner. The

procurement organization of IR consists of Controller of Stores (COS), stocking depots and local

procurement. Items procured classified into stock and non-stock units. Stock items need to be

replenished periodically and required by zones and manufacturing units. For sake of procurement,

manufacturing units, total eight, considered as a separate entity. Local procurement confines to

procuring low value items of both stock and non-stock. All other items procured by COS where

stocking depots raise indents. Procurement rate determined by the consumption rate through the

RDBMS based online material management system maintained by COS. IR has identified

approved vendors to ensure reliability, availability and safety. Vendors are categorized into Part-

1 and Part-2 and based on their performance are moved from one part to another. First time vendor

after registration placed in Part-2 category. COS department based on indents raised by stocking

units and the consumption rate electronically raise tenders after obtaining necessary budget

approvals. The purchase and sale are performed electronically by COS functions such as e-

Tenders (National and Global), e-Reverse Auction (procurement of goods from electronically

qualified vendors), e-Forward Auction (sale of scrap/disposal materials) and e-Payment. The e-

procurement solution has a web-server architecture and state of the art security features. Contract

management is done with integrations to legacy systems (financial and material management

information Systems). Objectives of the e-procurement solution are transparency, efficiency,

stimulate competition, reduce procurement cost (reduce time), larger vendor/bidder community

and improve tracking and monitoring.

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E-Procurement solution with the internet enabled web-service architecture did integrate the 24

zonal offices. Internet based web technology required codification of goods/items to eliminate

redundancy, consistency and re-use of data. Other artifacts such as schemas, forms and reports

derived from data also standardized such as forms, reports and dashboards. With the

improvements in reporting tools an integrated and quick retrieval of data and reports possible. The

private enterprise a leading global software developer enterprise and could support the developed

solution with stringent timelines on maintenance support issues ranging from helpdesk support to

code corrections.

One of the objectives of ICT enabled procurement system is transparency. Irregularities noted

in IR “The major irregularities detected and punishments awarded in the IR in recent years relate

to: (a) Award of contracts at exorbitant rates (b) Acceptance of substandard supplies (c) Failure to

carry out quality checks (d) Manipulation at tender processing stage to eliminate eligible bidders

to favor a particular bidder.” (Nag 2012, pg. 15), ICT based procurement cannot mitigate these

irregularities. Therefore, extent of transparency in ICT based systems is a complex socio-technical

process. To complicate, in India legal frameworks of The Indian Contract Act, 1890 and The Sale

of Goods Act, 1930 are used and no specific public procurement frameworks exist. To address

procurement oversight, IR has built-in internal (vigilance and accounts departments) and external

(Central Vigilance Commission, Central Bureau of Investigation, Comptroller and Auditor

General and Parliament) agencies to assist in maintaining the required transparency. IR has

employed 30,000 employees in procurement department where <10,000 employees of external

vigilance agencies supervise their actions. The success of IR procurement system attributed to the

organization structure, strict adherence to guidelines, contracts formulated by Railway Board, clear

demarcated line of command, interlocking matrix structure and vigilance mechanisms (Nag,

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2012). With e-procurement solution ICT enabled, the existing routines (niche-innovation) required

private enterprise to spend time and effort on techno/functional trainings. The significance of

adopting niche-innovation into the socio-technical regime of IR highlights the success and

sustenance of IR’s procurement system. However, noted a very limited vendor involvement in

adoption of niche-innovation into the socio-technical regime or considering vendor’s inputs in

improving the regime. Alternatively, vendors and the managers of IR have formed a loose

conglomerate with a common denominator (similar to keiretsu of Japanese manufacturing).

Forests Produce Tracking: Karnataka

Table 72 Key Information - Forests Produce Tracking

Public Organization Government of Karnataka Department of Forests

Software Development NIC & NRSA Forest Produce Tracking System

(FPTS)

Maintenance & Support NIC & Dept. of Forests


Key Transitional

Trajectory


(Observed)

URL www.aranya.gov.in ;

http://164.100.80.10/forest_epermit/(S(c3hmqu2ibvkbjd55su4vdr

qf))/default.aspx

Karnataka Forest Department (KFD) manages forest produce. Forest produce consists of

timber, pulp for paper and other minor forest produce. KFD also manages the movement of mineral

ore excavated from forest area. Forest officer inspects the load and issues transit pass. It is

mandatory to show transit pass on-demand at various places such as check-post until its

consumption. Few forest areas of Karnataka have rich iron-ore. The mines in the forest area leased

to leaseholders. Leaseholders need to mine the mineral-ore against the issued transit passes.

Royalty paid to Government of Karnataka against these transit passes. These transit passes issued

http://www.aranya.gov.in/

http://164.100.80.10/forest_epermit/(S(c3hmqu2ibvkbjd55su4vdrqf))/default.aspx

http://164.100.80.10/forest_epermit/(S(c3hmqu2ibvkbjd55su4vdrqf))/default.aspx

| 322

manually. Users exploited lacunae in issue of manual transit passes. This resulted in loss of

thousands of millions to the Government of Karnataka exchequer. In the background of such huge

loss Department of Forest decided to ICT enable, transit passes. Apart from transit passes, the

leaseholders require to obtain permits for mining. A very time consuming manual process could

not meet the spurt in mining activities. A marked increase in iron-ore mining activities is due to

huge demand of iron-ore in the global market.

Forest Produce Tracking Software (FPTS) is software developed by NIC along with NRSA.

NRSA provided the geo-spatial image of the forest area. NRSA has developed “Bhuvan” that can

provide detailed location and satellite images of any area under Government of Karnataka. The

product is similar to “Google Earth”. When applications for issue of transit passes and permits are

received these can be reconciled with NRSA’s images. While issuing transit passes reconciled with

the region of the issued permit. Transit passes can also decide the route for transport of mineral

ore and inform check-posts accordingly. Using ICT, Government of Karnataka enhanced decision-

making. Wherever applicable for sake of simplicity, it utilized text messages from phone. Until

2012, 951,660 online passes issued for transporting 21 MN tons of ore transported.

The field officers and staff of forest department trained in phases. This helped them to

internalize the technology and overcome indifference and resistance to change. Gradually,

government performed ICT enablement of routines. The entire application is a case of process

automation using ICT. Author feels that forest produce tracking includes procurement and

integration of departments and routines require process re-engineering that follow reconfiguration

trajectory.

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Municipal Administration and Urban Development: Andhra Pradesh

Table 73 Key Information - Municipal Administration and Urban Development


Pradesh

Commissioner & Director for

Municipal Administration

(C&DMA)


Maintenance & Support CGG & C&DMA


Key Transitional

Trajectory


URL http://cdma.gov.in

Commissioner and Director for Municipal Administration (C&DMA) provide basic civic

services to the citizens. They received constitutional status by 74th Constitutional amendment in

1992 and named as Urban Local Bodies, ULB. Apart from providing civic services ULBs also

collect taxes, fees, charges and receive grants from state and central governments. In the year 2001,

Supreme Court directed Municipal Corporation of Delhi to maintain accounts according to

mercantile system. In 2003, Government of India has come up with National Municipal Accounts

Manual (NMAM) and made available to states across the country. Like several other states Andhra

Pradesh’s ULBs excluding Municipal Corporation of Hyderabad followed single entry

bookkeeping. With introduction of NMAM, several ULBs had to move to double entry system of

accounting. To adhere to NMAM norms Government of Andhra Pradesh has come up with Andhra

Pradesh Modified Accounts Manual (APMAM) with modified accrual based double entry system

of accounting. With these changes, Government of Andhra Pradesh felt the need to computerize

the accounting system. Computerization helps ULBs to maintain accounts that adhere to

accounting and audit standards. Therefore, CGG as participating agency agreed to develop

http://cdma.gov.in/

| 322

software for the ULBs. The developed software used by all ULBs except Municipal Corporation

of Hyderabad.

Software developed by CGG certified by third party agencies and deployed in 15 ULB

clusters. For monitoring and sustenance of the accounts and audits established Monitoring

Accounts and Audit Reforms Cell (MAARC) and Monitoring Accounts and Audit Coordination

Committee (MAACC). Representatives from various departments such as municipal, state, audit,

finance and domain experts became part of the committees. With the help of these committees and

ICT based accounting and audit software, a sound accounting system helps realize accountability,

efficiency and transparency. Another significant characteristic of this project is along with audits

and accounts; policy related (legal framework) changes were also integrated during software

development. These three aspects considered by the committees MAARC and MAACC help

improve decision-making during software development. In the absence of committees, decision-

making managed by bureaucratic communication maze between various departments. CGG being

an organization established by Government of Andhra Pradesh with senior CGG officers having

worked earlier in various state departments could also intervene to expedite decision-making.

CGG, keeping in mind the IT-savviness of the ULB staff, had to develop a user-friendly and

easy to use application. Along with that, training for end-users and auditors carried out. Role and

end-user training were done in phases. Training supported by external Chartered Accountant firms.

These firms clarified certain legal and statutory requirements required while following mercantile

system. Clear demarcation of roles helped in faster adoption of the application. ICT enabled

routines required support and back-up from the committees MAACC and MAARC. These

committees made recommendations to the government, where government formalized these by

issuing orders. Committees also reviewed ICT routines after passing the order and suggested

| 322

necessary amendments. The necessary institutional arrangements helped in faster adoption of ICT

enabled accounting and auditing system. Institutional arrangements also provided the required

confidence that sustenance of the ICT enabled system is possible. ICT enabled financial system

also integrations with ERP packages of municipal administration. Such integrations automatically

streamline data and remove manual interventions, making system more reliable. However, these

marked as future work. CGG may have to look the ICT enabled financial system as a product line.

This requires considering various aspects apart from “code-build-test-train”. These factors can be

non-functional requirements such as performance, scalability, non-repudiation and so forth.

Committees assisted in implementing replication of collaborative and incremental decision-

making and essential for non-functional requirements. Going forward, committees need to extend

it to several and different stakeholders.

Commercial Tax Department: Gujarat

Table 74 Key Information - Commercial Tax Department

Public Organization Government of Gujarat Department of Commercial Tax

Software Development An Indian Multi-national

company with global

presence

Maintenance & Support Dept. of Commercial Tax;

Indian multi-national

company


Key Transitional

Trajectory


URL http://commercialtax.gujarat.gov.in/vatwebsite/

Commercial Tax department of Gujarat wants to ICT enable its transactions. Currently CST,

1956 laws are applicable across India. However, Government of India has been considering

http://commercialtax.gujarat.gov.in/vatwebsite/

| 322

implementation of Goods and Service Tax (GST). GST is a value added taxation system. Several

countries across the world have implemented GST because it integrates state economies and boosts

overall growth. However, GST brings change in tax structure that can have huge impact on the

supply chain. Currently supply chain in India is sub-optimal and structured to avoid taxes. With

GST, current taxation structure to change. Currently, traders with turnover <One MN INR

exempted from registering and paying taxes, and compounding of tax is not done for traders with

<Five MN INR. Continuing with this policy may not benefit traders who pay tax and trade with

traders with turnover <One MN INR or <Five MN INR. Therefore, GST though overall boosts the

economy there are lot of policy, supply chain and public administration changes required to make

it effective. In spite of all these ambiguities, Commercial Tax department currently plans to

develop software to enable them implement GST.

Commercial tax department, to ICT enable their operations decided to engage a participating

organization that has software development experience in developing software for several

customers and with a global presence. The developed software uses DSCs. It is not mandatory for

taxpayers to obtain DSC; nevertheless, encouraged to obtain one. Various organizations that

qualify the tax bracket need to pay various taxes to Government of Gujarat. These taxes are VAT,

CESS, Profession and Entry taxes. Few transactions such as inter-state purchase, purchases in the

course of export and branch transfer or consignment transfer or State transfer are exempt from tax

or pay taxes at discounted rates. Preparation of forms and submission of taxes ICT enabled, by

developing a web-services based application. Organizations need not spend huge time and effort

in obtaining latest applications and physically submitting forms. Tax payment and tax returns done

electronically. The developed application has all the security features to make a secure transaction.

The web application helps in tracking the status of the permits and passes as they pass through

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various transit points. A web-based application with SOA helped the participating organization to

integrate with latest report generating tools. These report-generating tools help Commercial tax

department to generate various reports and dashboards. These reports and dashboards influence

decision-making.

The web-based application with state-of-the-art technology helped Commercial tax department

in change management regarding forms, easy, fast tax submission, processing of tax submissions

and faster returns, assist organizations with various taxation activities and help them to tune their

supply chain. However, for GST implementation apart from ICT enabling of tax routines require

deep integrations with supply chain and public administrations. Moreover, requires a consensus

based policymaking. A consensus based policymaking helps in making the policy adhere close to

practice. In other words, minimize reality deviating from policy. A practice-oriented guide to

policy making requires social-construction that considers both official and unofficial participants.

This requires moving away from “policy-cycle”, where feedback from policy considered after

reality (based on official and unofficial actors’ interpretation of policy and interaction in the

network) deviated from policy. Such an approach helps to better approach the taxation systems

that are an inter-disciplinary consisting of IS, taxation, supply-chain, public administration and

policymaking.

| 322

Integrated Child Development: Andhra Pradesh

Table 75 Key Information - Integrated Child Development


Pradesh

Department of Women, Child &

Disabled persons

Software Development Dept. of Women, Child &

Disabled persons

Maintenance & Support Dept. of Women, Child &

Disabled persons


Key Transitional

Trajectory


(Observed)

URL http://wcdsc.ap.nic.in

Government of Andhra Pradesh has established a separate department for the welfare of the

women, child and disabled persons. This department focuses mainly on persons who are social

and economic deprived and lives below the poverty line. Government works with the help of

Anganwadi (AWW) centers. Anganwadi means “courtyard shelter” in Indian languages. AWW

focuses on providing basic health care in Indian villages. Basic health care includes contraceptive

counseling and supply, nutrition education and supplementation and pre-school activities. These

centers used as oral rehydration salts, basic medicines and contraceptives. These centers operate

closely with public health systems to provide health check-up, immunization and health education.

Personnel in AWW centers consist of officers and their helpers who are typically women from

poor families. AWW centers are besieged by reports of corruption and crimes against women.

There are also legal and societal issues when AWW serviced children fall sick or die.

WCDSC decided to improve information availability to AWW centers. AWW workers have

limited knowledge on computers and work with paper-based registers. Therefore, most of their

time and effort spent on going through the registers and identifying women/children who needs

http://wcdsc.ap.nic.in/

| 322

services. WCDSC decided to computerize data capture, storage and reporting. Thereby, in AWW

centers officers can spend time in organizing, planning and coordinating their work instead of

identifying capturing data from their helpers. AWW officers and helpers are conversant with local

language (Telugu), so data capture consists of predominantly of entering numbers and clicking on

radio buttons. Thereby, great computer skills not required to perform their daily routines. However,

WSDSC department officials can get information quickly and suggest action plans to AWW

centers. Review meetings between AWW centers and WSDSC officials became more productive,

for example, in a specific locality vaccination not done during nutritional health days. Availability

of information helped WSDSC officials to point out to AWW centers and get it corrected

immediately.

WCDSC is a case where ICT enabling expedites collect, storage and retrieves day-to-day

operations. However, social development objectives in India require beyond transactional

effectiveness. The areas identified by UNICEF are a case in point.

Sugar Commission: Maharashtra

Table 76 Key Information - Sugar Commission

Public Organization Government of Maharashtra Sugar Commission

Software Development Government of Maharashtra

Maintenance & Support Sugar Commission


Key Transitional

Trajectory


(Observed)

URL http://www.mahasugarcom.gov.in

Sugar commission of Maharashtra manages the sugar companies that are located in the state.

Sugar commission has serious challenges in gathering information from the sugar factories.

Information is required regarding certain important parameters such as daily production rate,

http://www.mahasugarcom.gov.in/

| 322

inventory regarding input and output, dispatch of finished items and so forth. Several sugar mills

had poor computerization and connectivity. Therefore, sugar commission decided to receive

information on required parameters by means of text messages sent from mobile phones.

Standardized the format used for sending information. Sugar companies requested to register their

mobile phones with the commission. Commission on receipt of the text message parses the

information. The information managed by a three-tier application that has various report

generating capabilities.

Sugar commission with their unique methodology could solicit information from sugar

companies. However, the methodology requires sugar mills to be forthcoming with the correct

information. Sugar commission with trainings to the sugar mills personnel could reduce the errors

during data entry into the text message. However, on sugar mills that are frequent defaulters in

sending data, Sugar Commission methodology had limited avenues to take corrective action.

Maharashtra being the leading producer of sugar in India with societies having various classes of

membership, an ICT enabled system that helps Maharashtra to improve its position when ICT used

to innovate, knowledge sharing and financial assistance.

Agricultural Land Management: Andhra Pradesh

Table 77 Key Information - Agricultural Land Management

Public Organization GoAP Department of Revenue

Software Development NIC



Key Transitional

Trajectory


URL http://webland.ap.gov.in; http://www.ccla.ap.gov.in;

http://apland.ap.nic.in/cclaweb/BhubharatiWebsite/vision.html

http://webland.ap.gov.in/

http://www.ccla.ap.gov.in/

http://apland.ap.nic.in/cclaweb/BhubharatiWebsite/vision.html

| 322

Agricultural land management system is part of ‘Bhu Bharati’ initiated by Government of

Andhra Pradesh’s Department of Revenue. Department of Revenue consists of various sub-

divisions and one of them is Land Administration. Citizens’ perform land transactions at the sub-

registrar offices by paying the necessary fees. Location and type of land determine the fees. Given

the value appreciation that is possible with land transactions frequency is not predicable and in

certain cases, same land sold to multiple persons resulting in disputes. Governments would

definitely like to definitely eliminate errors in land transactions and maintain traceability from

survey to various mutations. The objective to computerize land management is common across

several states in India and Andhra Pradesh is no different. The challenges in computerization of

land management require ICT enabling from survey to land mutations. Apart from identifying the

costly land survey capturing various land contours requires number of iterations. Moreover, action

plan required to manage errors (before ICT) during land transaction. Post ICT, roles of inspectors

and accountants who continue to maintain land records requires re-operationalization. Inclusion of

various other private and urban bodies, associated discrepancies and integrating land records with

other departments such as forest, urban and municipal land bodies are few challenges.

Revenue Department of Andhra Pradesh started “Bhu Bharati” to computerize the land records

of Andhra Pradesh. ‘Bhu Bharati’ captures the non-government and non-agricultural land. The

agricultural and governmental lands maintained by ‘webland’ and ‘Sarkaar Bhoomi’ land

management records respectively. These land record management systems are developed using

SOA, open data exchange standards, effectively leverage GIS based systems and have meta-data

standards for effective sharing of data. Other than registration of sale document with conferring a

legal status to it all other transactions citizens can perform from the CSC centers. Land records

management plans to manage the maintenance and operations of the land management system

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from the revenue received from user-charges. Services available to citizens are information and

document issue services (title, transaction history, transaction, map & document search, building

& layout plan, crop information and market value), transaction services (transfer of title,

registration of will, creation/release of charge, layout approval) and other services (complaints and

grievances).

The existing land records comprising of 42.5 MN agricultural land records of 15 MN

landowners entered into webland. These records verified and signed by officers. In one year of its

operation, transactions performed around 1.75 MN land titles, 90,000 Record-of-Rights and

350,000 land mutations. Training to the sub-registrar offices and accountants had done in phases.

Text displayed in Telugu language. Unicode codeset used to store Telugu language so that the

fonts are web-compatible. A distributed database selected for faster data retrieval and reduced

network traffic. Like any other land management system, technological solution is state-of-the-art,

but various coordinative capabilities required in any other state government are also applicable for

Government of Andhra Pradesh.

Land Registration (Judicial Stamp Paper): Bihar

Table 78 Key Information - Land Registration


Software Development Judicial Stamp Franking M/C NIC & Forbes Technosys Ltd

Maintenance & Support National Informatics Center

(NIC) & Forbes Technosys Ltd


Key Transitional

Trajectory


(Observed)

URL http://registration.bih.nic.in/; http://www.forbestechnosys.com/

http://registration.bih.nic.in/

http://www.forbestechnosys.com/

| 322

Department of Revenue during land registration levies fees. Fees based on the percentage of

the land transaction value. Some percentage of the fees paid at the time of registration and

remaining in the form of stamps on judicial paper. The land transaction details printed on the

judicial paper and submitted to the registrar at the time of registration. Registrar after the necessary

checks confers legal status to the document. Department of revenue did notice long queues at the

POS of judiciary papers, the High court and district courts. Judiciary paper is available in two

forms 1) paper has a printed top portion that displays the value and Government of India symbol,

and, 2) judiciary stamps in various denominations can be affixed on normal paper to convert it into

a judiciary paper of required value. To reduce citizens waiting time and also reduce the circulation

of counterfeit judiciary papers, department of revenue decided to get the entire process of selling

judiciary stamps electronic and reduce the circulation of judiciary papers. Department of Revenue

with participating organizations as NIC and Forbes Technosys Ltd decided to computerize the

judicial stamp vending process. The scope of the project is 56 district & subordinate courts covered

by 116 franking machines. A committee constituted to consider the merits and demerits of various

franking machines available with participating organizations. After careful consideration, the

committee decided Forbes Technosys Ltd.

The franking machines hardware provided by Forbes Technosys Ltd and the software with

necessary security features and validations provided by NIC. The software installed in the franking

machine had encryption features, each transaction based on PIN mailers and unique digital printing

technology through thermal transfers and UV protection making is foolproof, safe and reliable.

The print used applicable for forensic evidences. The franking machine operates by operator

crediting an amount in a bank account specified by the Government. The operator can frank stamps

| 322

until there is balance in the bank account. The machine keeps a log of the transactions for audit

trails and syncs with franking server.

Department of revenue had to deal with the intermediaries who vehemently opposed

implementation of the franking machine. Several of them felt, they would be out-of-business.

Reduced resistance by using a combination of High court directive, public demand and few

intermediaries accepted to operating the franking machines. The participating organization had to

reduce the power consumption of the franking machine; thereby operating the franking machines

not a hindrance in rural areas. Legal amendments required to make the franking machine legally

acceptable. The amendment permitted paying court fees in various modes apart from stamp fees.

The success of franking machine attributed to the directive from the High court. Though other

reasons could have also contributed, directive from High court ensured overwhelmed the resistance

is completely. Franking machine’s reach extended by integrating it with CSC centers that provide

various G2C services.

Land Registration: Bihar

Table 79 Key Information - Land Registration



(NIC)

Minimum Valuation Registration

(MVR)



Key Transitional

Trajectory


(Observed)

URL http://registration.bih.nic.in/

Government of Bihar’s Department of Revenue decided to improve the current land

registration. Like any other registration process in India Bihar also follows the practice of paying

http://registration.bih.nic.in/

| 322

a registration fees with submission of document transferring the property title from seller to buyer.

The registrar confers legal status to the document. However, during registration valuation

intentionally done less than the market value, but higher than Government value. In certain cases,

land is also shown in areas where the government value is less. These practices are resulting in

lesser revenue realization for the Government of Bihar. Therefore, ICT enabling of the registration

process helps in reducing leakage. In this regard, Government of Bihar decided to assign software

design and development to participating organization, NIC. NIC designed and developed a web-

based application with SOA. The application based on the geographical coordinates (GIS) obtained

from land survey arrives at the minimum value of registration (Government value). These values

uploaded in the Department of Revenue portal. Citizens expected to check the minimum

registration value and decide their registration amount. Though citizens can check based on the

survey numbers officers in registrar offices have a visual display. The visual display derived from

the GIS based survey mechanism. Color codes, peaks, and troughs used to differentiate variation

in minimum valuation of registration. At the time of registration, registrar can visually view the

location of the registering land based on the survey number mentioned in document. Identified and

corrected any anomalies. Government of Bihar expects annual increase in revenue of 20 MN INR.

In this case, ICT enablement of routine performed to arrive at minimum value of registration.

However, when ICT enabling requires extension to other land management systems the challenges

faced by other states are applicable for Government of Bihar.

| 322

Loan Disbursement Housing Corporation: Andhra Pradesh

Table 80 Key Information - Loan Disbursement Housing Corporation


Pradesh

Andhra Pradesh Housing

Corporation


Maintenance & Support CGG & AP Housing Corp.


Key Transitional

Trajectory


(Observed)

URL http://www.housing.cgg.gov.in

Andhra Pradesh Housing Corporation finances houses for socially and economically under-

privileged sections of the society. Socially and economically, under-privileged sections of the

society are termed as beneficiaries in Andhra Pradesh Housing Corporation’s parlance.

Beneficiaries are allotted house sites for construction based on various parameters. Beneficiary

expresses interest in constructing the house, based on the progress made allotted funds. Andhra

Pradesh Housing Corporation wanted to ICT enabled monitoring and tracking of house

construction. An ICT enabled system helps the housing corporation to achieve transparency.

Transparency is essential to ensure that amount is disbursed directly to beneficiary’s bank account

based on progress, photograph of the house under construction attached to verify and validate,

easy monitoring, tracking and report generation. CGG, an organization managed by Government

officers taken as participating organization to design and develop the ICT based application.

Given the nature of work the field officers are required to perform, CGG decided to develop a

web-based application with mobile connectivity. Mobile connectivity developed using open

source J2ME. J2ME application helps in transfer of information from mobile devices to centralized

servers. Application works in both limited and full configuration of the mobile device. Using J2ME

http://www.housing.cgg.gov.in/

| 322

updates to the mobile device application done remotely and with minimum manual intervention.

The various real-time activities possible are communication from mobile device to enterprise

management systems control monitoring and data acquisition, diagnostics and preventive

maintenance and dynamic downloading of applications and remote service updates. On photo

capture, geographic coordinates latitudes and longitudes captured by the mobile device before

sending it to the web-application. The web-application developed with SOA. This helps in

integrating with third party report generators. Reports are available for public view to ensure

transparency. Application supports 1500 concurrent users.

Field officers provided with laptops and mobile devices for ease of data capture. Field officer

uploads house construction progress, when the necessary requirements met; web-application sends

instructions to transfers funds to the beneficiary’s bank account.

Scholarship: Maharashtra

Table 81 Key Information - Scholarship Maharashtra

Public Organization Government of Maharashtra Department of Social Justice &

Empowerment

Software Development Mastek Pvt. Ltd.

Maintenance & Support Dept. of Social Justice


Key Transitional

Trajectory


(Observed)

URL http://socialjustice.nic.in/scholarships.php;

http://escholarship.maharashtra.gov.in/LandingPageE.html

National eGovernance Plan has mandated all states to provide scholarships to students

electronically. The primary objectives of providing electronic scholarships is towards ensuring

transparency, only the desired get the scholarship and ease in monitoring and tracking.

http://socialjustice.nic.in/scholarships.php

http://escholarship.maharashtra.gov.in/LandingPageE.html

| 322

Scholarships are provided for socially and economically under-privileged sections and accessible

across all the 35 districts of Maharashtra. Department of Social Justice and Empowerment selected

a leading IT software development company with a global presence. The leading software

company had developed enterprise solutions for various domains with significant domains being

insurance, financial services and government. The solution developed by the IT Company is a

web-based application using SOA.

Application classifies applicants into pre-matric (before completing secondary school) and

post-matric (after completing secondary school). Similar to scholarship applications in other states,

application required linking with the school leaving certificate number. Applicants desiring for

post-matric scholarship need to provide the school-leaving certificate for the application to retrieve

all the relevant information. Using web-services call the application accesses the records of the

Department of Education to retrieve all relevant information. Pre-matric scholarships restricted to

select sections of society who in Government’s point-of-view are very under-privileged. The

sections of society covered are children of parents who do manual scavenging, tanners and flayers.

Pre-matric scholarships provided until the student reaches highest class of secondary school (class

X). In an academic year, scholarship provided only for 10 months. The business process layer

captured the rules for calculation of scholarship. Application localized to work in local language

Marathi. Application configured to work with Aadhaar Unique Id number also.

The participating organization had to work closely with the staff of the department spread

across 35 districts to make them adopt the ICT enabled business process. Implemented certain

changes suggested by the end-users. However, a considerable time and effort spent in making the

staff adopt the ICT enabled system. Department also assisted the participating organization and

developed Computer Based Training (CBT), movie clips apart from classroom trainings. Though

| 322

the department could manage training of the department personnel, training students and other

stakeholders required special efforts. Department personnel toured the entire state to create

awareness among stakeholders and the advantageous of ICT based scholarship disbursement.

Government of Maharashtra did not consider managing release and increment changes to the

product. However, did consider maintenance and support activities. Managing scholarship

applications as a product-line is helpful in reducing the time required to customize it for other

states and better management of release and increments. Whether the department can manage

products as product-lines, using participating organizations requires a different study.

Online Scholarship Management: Andhra Pradesh

Table 82 Key Information - Online Scholarship Management


Pradesh

AP State Minorities Finance

Corporation


(NIC)



Key Transitional

Trajectory


(Observed)

URL http://www.apsmfc.in

Government of Andhra Pradesh has established Andhra Pradesh State Minorities Finance

Corporation Ltd (APSMFC) under Companies, Act 1956 in the year 1985. The objective of

establishing APSMFC is assist minority communities such as Sikhs, Buddhists, Muslims, Parsis

& Jains citizens living in Andhra Pradesh. APSMFC expected to work for the socio-economic

improvement of minority communities. In this regard, they work with various financial institutions

and banks to provide financial assistance for socially and economically under-privileged sections

of the minority communities. Apart from financial assistance, APSMFC also does capability

http://www.apsmfc.in/

| 322

development activities for the minority youth. Capability development activities are towards

making them develop skills that assist them in their employment. Training is provided in the areas

such as drafter, Hotel management, Multimedia, Interior decoration, Air Ticketing and Heavy

Motor Driving and only at Hyderabad. APSFMC felt that ICT enabling of the scholarships

disbursement is essential to maintain transparency and ensure that it reaches the appropriate

persons. Therefore, APSFMC engaged a participating organization NIC to develop an ICT enabled

system. Given the reach of 23 districts of Andhra Pradesh, NIC decided to develop a web-based

application with SOA.

The web-application provides two types of scholarships pre-matric (applicants who have not

completed secondary school) and post-matric (applicants who have completed secondary school

and interested in pursuing their education). Apart from scholarships, APSFMC also provides

financial assistance for small or promising entrepreneurs who meet the eligibility criteria. Fee

reimbursement provided to the eligible applicants. Applicants submit online application by logging

into the portal http://www.apsfmc.in. The hard copy of the online application submitted to the

university/college/school. The concerned authorities of the university/college/school require

attesting the application and forward it to APSFMC. APSFMC after necessary checks instructs for

electronic transfer of funds to college and the applicant. Audit and logs maintained for the funds

transferred electronically. Around 500,000 applicants every year avail scholarships. APSFMC did

spend a good amount of time and effort in socializing the ICT based discharge of scholarships and

its benefits. For year 2012-13 around 4186 MN INR (450 MN INR is from central government),

spent towards minority communities where 3016 MN towards scholarships and other financial

assistance to minorities. In year, 2013-14, until Dec2014 around 1255 MN INR spent for assisting

minority communities. Given the amount and number of financial transactions done per year ICT

http://www.apsfmc.in/

| 322

enabling scholarship disbursement looks prudent. However, equally important is increasing the

number of applicants each year and striving for improvement in other activities such as women

development, child welfare, training and employability. Using ICT if APSFMC could bring a

difference in these areas its objectives would have largely met.

| 322

CATEGORY: G2G

Category: G2G

Forests Government of Karnataka

Table 83 Key Information - Forests Government of Karnataka

Public Organization Government of Karnataka Department of Forests


(NIC)

HULI

Maintenance &

Support

NIC


Key Transitional

Trajectory




(Observed)

URL http://aranya.gov.in; http://www.huli.in

There has been a new inclusion of Tiger reserve in the name of Biligiri Rangaswamy Temple

(BRT) to Department of Forests of Government of Karnataka. The Forest officials manage the

entire forest area with the help of patrol teams. Government formed eight patrol teams. These

patrol teams’ schedules decided by Forest Officers. Patrol teams need to patrol the assigned area

by the specified time. As they patrol they need to capture information regarding the flora and fauna.

Patrolling forms an important component of wildlife conservation. Patrol teams bring the ground

data. Reliable and accurate ground level information helps forest officials in not only directing the

patrol teams, but also helps in their decision-making. Decision-making are regarding conservation

of forests (wildlife habitat). In case of any conflicts between man and animals, decision-making to

explore options to reduce the conflict.

Given the importance of information captured by patrol teams, Department of Forests decided

to develop a hand-held based GPS based data capture method. The captured data uploaded to a

http://aranya.gov.in/

http://www.huli.in/

| 322

web-based application with SOA. Officers can login to the web-based application and analyze the

data. Patrol teams provided with camp stations with facilities such as internet connectivity, mobile-

phone connectivity, and battery backup for six hours, charging mechanisms for hand-held GPS

device and so forth. Patrol teams along with their sightings capture geographical information such

as latitude and longitudes in their GPS hand-held device. When they return to the camp station

after a 12-hour trek covering eight kilometers, they connect the hand-held device to the laptop.

The sightings captured in their hand-held device and uploaded to the laptop along with their

observations. The user-interface is very friendly and helps the patrol team to upload information

with minimum computer knowledge. The information uploaded into the laptop syncs with the web-

server. Information stored in the web-server is available for other forest officials and stakeholders.

Apart from the information gathering by patrol team, Department of Forests developed

application to record incidents of man-animal conflict. The requester can raise details regarding

the conflict. The details to be entered apart from Forest Range officer’s circle, division and Tiger

Reserve name and the requester’s name, district, village and the photograph of the incident, nature

of complaint and damage are survey number of his/her land and also the bank account details.

Forest Range officer on receipt of the complaint makes necessary verifications such as authenticity

of the claim and extent of damage. Forest Range officer with integration to land record

management system can also check for encroachments.

Forest department by ICT enabling their routine monitoring and controlling operations could

obtain relevant information to help them in taking well-informed decision. However, Government

of India in 2006 has come up with Forest Rights Act. This a new paradigm of forest governance

from colonized of forestland and people to democratic governance with the law conceding the

rights to forest dwellers. To implement Forest Rights Act, government needs to integrate with

| 322

various stakeholders with an integrated approach with all relevant information and take well-

informed decisions. In other words, for implementing Forest Rights Act government requires to

look beyond technology substitution and use reconfiguration of their routines.

Border Area Development Program

Table 84 Key Information - Border Area Development Program

Public Organization Government of Jammu &

Kashmir

Border Area Development

Program BADP

Software Development Internal IT

Maintenance & Support Internal IT


Key Transitional

Trajectory




(Observed)

URL http://jkpulse.gov.in;

http://jandkplanning.com/index.php?option=com_content&vie

w=article&id=4&Itemid=2&lang=en

Planning and Development of Government of Jammu & Kashmir works on planning and

implementation of projects. Border Area Development Program (BADP), a sub-division of

Planning & Development, started with central government funding with objective of sensitive

development of border areas to develop security among local residents. The projects are invariably

inter-disciplinary, inter-region and inter-district. The State Government is also interested in

decentralizing decision-making. In this regard quick, correct and reliable information assists

during monitoring and control, especially for BADP. BADP has under its purview 44 blocks that

are in the border areas with China and Pakistan. Planning and Development decided to computerize

their operations during officers make field visit. Their internal department designed and developed

a web-based application that can capture information using a hand-held device. The hand-held

device is a mobile device that can capture geographical coordinates and time.

http://jkpulse.gov.in/

http://jandkplanning.com/index.php?option=com_content&view=article&id=4&Itemid=2&lang=en

http://jandkplanning.com/index.php?option=com_content&view=article&id=4&Itemid=2&lang=en

| 322

During deployment of the web-based application the field officers, other personnel of Planning

and Development along with Public Words Department (PWD), Public Health Engineering (PHE)

and Power Development Department (PDD) provided training. Initially the application introduced

in two districts, plans to extend it across all the 44 blocks exist. With a top-down approach

(Government issued an order), the ICT enabled routines made mandatory for the personnel. Since

BADP works in close collaboration with other departments ICT enabling routines of other

departments with voluntary adoption of ICT enabled routines is essential.

Gujarat State Land Development

Table 85 Key Information - Gujarat State Land Development

Public Organization Government of Gujarat Gujarat State Land Development

Corporation

Software Development Gujarat Info Petro Ltd.

Maintenance & Support Gujarat Info Petro Ltd.


Key Transitional

Trajectory




(Observed)

URL http://gsldc.org/AboutUs.aspx; http://www.gipl.in

Gujarat State Land Development Corporation (GSLDC) formed by Gujarat Government with

100% equity capital. Shareholders of the corporation are Governor of Gujarat and other

representatives from various state departments. GSLDC’s main objective is land development and

executes various watershed programs. GSLDC has a fleet of 63 bulldozers to perform various

excavation, filling and leveling activities. The majority of GSLDC activities are related to storage

of water in ponds, lakes and other tanks (tanks are called talavadis in local Gujarati language). The

tanks constructed at places at appropriate places to store run-off water. Water storage constructions

are done to assist Agricultural department including Horticulture, Forest Department and farmers.

http://gsldc.org/AboutUs.aspx

http://www.gipl.in/

| 322

The completion of the construction activities and the progress of the storage activities are required

not only for internal monitoring and for tracking, but also for sharing the progress details with

other departments. Therefore, necessity for an ICT based solution felt for better monitoring and

tracking. GSLDC with a participating organization developed a hand-held based device for

gathering information. The hand-held device can gather information such as photographs and the

geographical coordinates. The gathered information uploaded into a web-based application with

SOA. Officials of GSLDC and other department officials can login and check the status and

progress of the various construction activities. The application called as sim-talavadi in local

parlance.

With the use of latest technology, GSLDC could improve its data gathering and display of

information with reduced cycle-time. The technology required minimum technology adoption

from the field officers. Officers who wish to check the progress need to be aware about various

reporting options.

Missing and Found Persons: Andhra Pradesh

Table 86 Key Information - Missing and Found Persons


Pradesh

Department of Women, Children &

Disabled persons & Police

Department

Software Development Internal IT dept.

Maintenance & Support Internal IT dept.


Key Transitional

Trajectory



Reproduction (Observed)

URL http://www.wcdsc.ap.nic.in; http://missingperson.ap.nic.in/

http://www.wcdsc.ap.nic.in/

http://missingperson.ap.nic.in/

| 322

Department of Women, children & disabled persons (WCDSC) along with Police department

wanted to track and monitor missing persons. Every year numerous persons reported as missing.

Perpetuators were left unpunished, due to the labyrinth of bureaucratic maze between governments

departments, missing person’s reports are lost or when found authorities not informed at the

appropriate time or after found and reported necessary actions not taken in some cases. These

procedural lapses resulted in ineffective search operations with loss of trust on the government by

the citizens. An ICT enabled search operation could bring the required operational efficiency into

the system. Moreover, both the police and WCDSC departments have ICT enabled their

operations. Therefore, using internal IT department both departments developed a web-based

application with SOA. Using web-services appropriate department notified when detecting a

trigger. Citizens from anywhere in Andhra Pradesh can also report missing persons or inform the

authorities if they found anyone.

Total number of missing persons as on date and their classifications based are displayed don

the portal. As on date 33% are children, women are 29% and men are 25%. An increase of 4% can

be included to these values, as 11% of the cases did not specify gender.

appendix-1: semi-structure interview questionnaire...

Documents