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Public sector delivery mechanisms: Success story of Madhya Pradesh
Section Page
Foreword 03
Noteofthanks04
Executivesummary 05
PublicservicedeliveryinIndia 07
Governancechallenges 09
PublicservicedeliveryinMP–SMARTgovernance 10
Transformation of MP
• Casestudy1:PublicServiceGuaranteeAct2010–Promisingserviceasaright 11
• Casestudy2:SamadhanEkDin–One-daygovernance 17
• Casestudy3:CMHelpline–Integratedcitizengrievancehandlingmechanism 19
• Casestudy4:CMDashboard–Real-timeperformancemonitoringsystem 20
• Casestudy5:MPMyGov–Adigitalplatformforcitizens 23
• Casestudy6:UnifiedPortal–Integratedsinglewindowforservicedelivery 24
Awardsandaccolades 25
Roadahead 26
Contents
02Publicsectordeliverymechanisms:SuccessstoryofMP
Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh 03
Foreword
Thepurposeofthislegislationwastoenhancetransparency,accountability,responsivenessandinclusivenessintheservicedeliverysystem,andensureequitableaccesstoparticularlydisadvantagedsectionsofsocietyincludingwomen,scheduledtribes,scheduledcastesandtheruralpoor.
Bymakingpublicservicesavailabletocitizensonlineandthrough easily accessible kiosks as a matter of guarantee withinpredefinedtimelines,thepublicservicedeliverysysteminMPushersinanewphaseofreformsguidedbythePSGA(2010)andSustainableDevelopmentGoals(SDG)2030.Withtheforceofalegislationbehindit,thepublicservicedeliverysysteminMPhasmadeaparadigmshifttowardscitizen-centricgovernanceandhasbecomeaninstrumentofempoweringcitizens.
This document has an overview of the various initiatives taken bytheIndiangovernmentinMP,andhowMPgovernmentbecamethepioneeringstateinjump-startingvariouse-governanceandpublicservicedeliveryinitiatives.Thisdocumentcoversthesmartgovernanceframework,variouscomponentsofPSGA2010,andinstitutionalframeworkoftheMPgovernmenttodrivethepublicservicedeliveryinitiativethroughStateAgencyforPublicServices(SAPS)asaprojectmanagementunit.TheactivepartnershipoftheWorldBankformajorfinancingthroughtheMadhyaPradeshCitizenAccesstoResponsiveServices(MPCARS)projectbodyandotherpartnerssuchasGrantThorntonIndiaLLP,NIC,MPOnline(MPO),CMHelpline,MPMyGov,MAPIT,etc.madethisprojectsuccessful.
GrantThorntonIndiaLLPistheProjectManagementConsultant(PMC)forthisproject,andiscontributingtothegovernmentprocessreengineering(GPR),financeandprocurementmanagement,capacitybuildingandcitizenoutreach,alongwithmonitoringandevaluationcomponents.Their contribution also extends to the area of data analytics in e-governance.
Icongratulateallthestakeholders,withinthegovernmentandpartnersoutsideofthegovernment,formakingtheirvaluablecontribution directly or indirectly towards the success of the project.
IamveryhappytobeapartofMP’stransformationaljourneyinthefieldofpublicservicedelivery.MadhyaPradeshisthe first state to take the lead in the Public ServiceGuaranteeAct(PSGA)in2010.
B Chandrashekhar, ExecutiveDirector State Agency for Public ServicesBhopal,MadhyaPradesh
04 Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh
ThisreporthasbeenpreparedbyGrantThorntonIndiaLLPincollaborationwiththeStateAgencyforPublicServices(SAPS)underthePublicServiceManagement(PSM)departmentofGovernmentofMadhyaPradesh,India.WearegratefultoMrB.Chandrashekhar(IAS),executivedirector,SAPS,forgivingtheconsenttoGrantThorntonIndiaLLPtoco-brandthisreportwithSAPSandwritingtheforewordforthesame.
Grant Thornton India LLP has been the PMC for the MPCARS projectsinceOctober2016.ThisWorldBank-supportedproject’smainobjectiveistoprovideimprovedaccesstopublicservicestoallcitizensofMadhyaPradesh.WewouldliketothankMrChandraMohanMishra,director,SAPS,MrBhupendraParaste,director,CMHelpline,MrPankajMishra,manager,Co-ord.,MrHemantBhangre,financecontroller,MrAnkitShrivastava,manager,admin,andMrAnkitBhatiforsharinghisinsightsontheprojectandtheirsupportinwritingthisreport.
The valuable contribution from the technical team including MrAmitJainandMrPrabhatGuptafromNIC,thesoftwareteam,M/sTekplay,andtheMPOnlineandMPMyGovteamforsharingprojectdataforthereportiswellappreciated.
Note of thanks
Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh 05
PublicservicesinIndiaaretransformingtomeetcitizens’growingexpectations,createexperiences,andmakeproductiveuseoflimitedpublicresources.Publicservicessuchasissueofrationcards,domicileorcastecertificates,waterorelectricityconnectionsetc.formthemostcommoninterfacebetweencitizensandgovernment,andhencetheservicelevelprovidedbygovernmentiscriticalinshapingthecitizens’senseoftrustandexpectations.Attemptsarebeingmadetoensurerespectforhumanrights,strengthendemocracy,promotetransparencyinpublicadministrationthroughcitizenparticipation,impartiallegalframework,peopleinclusiveness,effectiveness,accountability,transparency,andresponsiveness.
Today,theIndiangovernmentisleveragingtechnologytotransformpublicservicesandaccomplishgoodgovernance.AdoptionofprojectslikeRighttoInformation(RTI),Nationale-GovernancePlan(NeGP),DigitalIndia,CommonServicesCenters(CSC),andSevottamFrameworkofServiceDeliveryaretestimonytothis.
Executive summary
Public services in MP
Casestudy:Evolutionofpublicservices
Public Services GuaranteeAct(PSGA)
Governmentprocessre-engineering(GPR)
SamadhanEkDin CMHelpline
Smart governance MPe-districtportal CMDashboard
MPisshadowingtheIndiangovernmentinutilisingcutting-edge technology and initiatives for good governance to enrich thedeliveryofpublicservices.TheStateisexecutingaWorldbankfundedprojectcalledMPCARSwhichaimsatimprovingcitizenservices,simplifythegovernmentprocessesandstrengthentheperformanceofimplementingagencies.GrantThorntonIndiaLLPisreinforcingMPCARSobjectivesthroughproficientknowledgepartnership.Afewofthekeyrevolutionaryinitiativesarediscussedinthefollowingparagraphs.
PSGA MP is the first state in India that enacted the revolutionaryPSGAin2010toeliminatecorruptionandfacilitateproficientandtime-boundpublicservicestocommoncitizens.
Samadhan Ek Din TheinitiativewaslaunchedasaprojectinMarch2018toensurepromptdeliveryofservicesinaspanofonedaythroughLokSevaKendra(LSK)inanefficient,reliable,transparent,andintegratedmanner.Sinceitsinception,asuccessrateof99.85%hasbeenachievedinsettlingnearly39.94lakhoutofthe40lakhapplicationsreceivedwithinthesameday.
Smart governance Aframeworkofcorrectstrategy,arobustmonitoringandevaluationsystem,accurateaccountability,promptresponsiveness,anddependabletransparency,hasbeenundertakenandimplementedbythestategovernmentforgoodgovernance.
CM Dashboard Itisanintegratedportal,visuallyrepresentingthekeyperformanceindicatorsofapproximately30departmentsandempoweringtheadministration in making informed decisions for citizensthroughappropriateinitiatives.
CM Helpline Ahelplinewasestablishedtoenableagileandresponsivegovernanceinthestatetoaddressresident’sissues,concernsandtakesuggestions,regardinggovernmentschemesandservices.Acitizencancalluptollfreenumber181toregistertheirgrievances,whichisthenattended/resolvedbydesignatedofficialswithinaparticulartimeframe.
MP MyGov IntroducedbytheChiefMinister,ShivrajSinghChouhan,inAugust2017,MPMyGovisacitizenengagementplatformthatempowerspeopletoassociate with the government and contribute towardsgoodgovernancethroughgroupdiscussions,polls,contests,blogsetc.Theportalhassuccessfullyregisteredalmost33,000usersandnearly4,000submissionsforvariouscontestsanddiscussions.
GPR Anotherkeyprogrammeadoptedbythestate,torealiseimprovementintheidentifiedservices,andapplicationofITisreengineeringofgovernmentprocesses.Businessintelligenceanddataanalyticstools are being used to constantly monitor the deliveryofallservicesasperPSGAprovisions.
MP e-district portal Itprovidesautomationoftheworkflowofinternalprocessesandintegrationoftheservicesofdistrictadministrationtorenderexceptionalservicestothecitizens.Approximately200servicesfromvariousdepartmentsareintegratedontheportalandarebeingdeliveredtocitizensattehsil/blocklevelthroughLokSevaKendra(LSK),MPO,andCitizenServiceCenter(CSC).
Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh 07
Source:McKinsey,Industry4.0:ReinvigoratingASEANManufacturingfortheFuture
Overtheyears,relentlesseffortshavebeenmade,toenhancethedeliveryofpublicservicesandstreamlinetheprocessofaccessingthem.Publicservicessuchasissueofrationcard,domicileorcastecertificates,waterorelectricityconnectionsetc.arefewofthemostcommonrequirementsofacitizen.
Stategovernmentsandcentralministrieshavepioneeredvariousgovernanceinitiatives,tousherinane-governmentera.E-governanceinIndiahasprogressedfromnaïveautomationofgovernmentdepartmentstoinnovationsencapsulatinggovernancewithcitizencentricity,serviceorientationandtransparency.
Right to Information Act, 2005 TheRighttoInformation(RTI)ActisoneofthestrategicstepstakenbytheIndiangovernmenttoempowercitizens,promotetransparency,enhanceaccountability,containcorruption,and ensure democracy through legal access to government informationwithinpredeterminedtimelines.Theactmandatescomputerisationofcertaincategoriesofinformationbelongingtopublicauthorities,tofurnisheasyaccessandreducetherequirementformalrequests.
Theinformationthatcanberequestedisasfollows:
• Documentsandrecordsforworkinspection,• Documentsandrecordsofnotes,extracts,andcertified
copies• Certifiedsamplesofmaterialheldorincontrolofpublic
authority
National eGovernance Plan (NeGP) “Make all government services accessible to the common man inhislocality,throughcommonservicedeliveryoutlets,andensureefficiency,transparency,andreliabilityofsuchservicesataffordablecoststorealisethebasicneedsofcommonman.”
Withthevisionstatedabove,acountrywideinfrastructurecontainingtheremotestofthevillages,andlarge-scaledigitisationofrecordsisevolving.Thiswillenableeasyandreliableaccessovertheinternet.Theeventualobjectiveistobringpublicservicesclosertocitizens,facilitatinggoodgovernance.
Tofacilitateresponsible,responsive,andcitizen-centricgovernance,theIndiangovernmenthaspioneeredadministrative restructuring through initiatives like Right to Information,Nationale-GovernancePlan(NeGP),DigitalIndia,CommonServiceCenters(CSCs),SevottamFrameworkofServiceDeliveryetc.Theseinitiativesfocusonthedecentralisationofthegovernmentfunctions,re-engineeringofthegovernmentprocesses,applicationoftechnology,andenablementoflaw.Afewoftheseinitiativesarebeingdeliberatedinthefollowingparagraphs.
Connecting services with people through technology
Public services delivery in India
08 Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh
Digital India DigitalIndiaprogrammeaspirestotransformIndiaintoadigitally-empoweredsocietyandknowledgeeconomy,throughintimate entwining of the Indian talent with information technology.Thisprogrammeenvelopsmultiplegovernmentministriesanddepartmentstoreorganiseandrefocusvariousexistingschemesinasynchronisedmanner.Theprogrammeaims at enhancement and utilisation of the most beneficial featuresoftheNeGPframework.
Theprogrammeisfocusedonthreestrategicfactors:• Digitalinfrastructureasacoreutilitytoeverycitizen• Governance and services on demand• Digitalempowermentofcitizens
Sevottam framework of service delivery ThewordsevottamisderivedfromtheHindiwordssevaanduttam,meaningexcellenceinservice.
IntroducedbytheDepartmentoftheAdministrativeReformsandPublicGrievances,theSevottamframeworkprovidesaqualitymanagementsystem(QMS)tomeasurethequalityofpublicservicesdeliveryinthecountry.Themodeldeliversaself-assessmenttooltoanalysethegapinthequalityofservices,establishesadesirablebenchmarkstandardofqualityofservices,andaratingmodeltorewardorganisationsthatareperformingbetter.
Theframeworkhasthreekeycomponents:
• Citizencharterandservicestandardsforkeyservicesalongwithtimelinestokeepthecitizensinformed
• Publicgrievanceservicestoreceive,redressandpreventcomplaints
• Servicedeliveryenablerslikecustomerfeedbacktoprovideservices matching the desired standards
Common Service Centers (CSCs) CSCs,conceptualisedunderNeGP,providesaconsolidated,integrated,andcollaborativeframeworkfordeliveryofelectronicservicestotheremotestofthevillagesinIndia,therebycreatingadigitallyandfinanciallyinclusivecivilisation.
Focusedonruralcitizens,CSCsareplacedasinstrumentstoencourageruralentrepreneurshipandimprovethelivelihoodsofcitizensthroughsimplifiedaccesstonumerousservicesandschemes.
Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh 09
Governance challenges
Irrespectiveoftheprogressiveeconomicgrowththathappenedinnearlytwodecades,publicservicedeliveryinIndiaisinsufficientascomparedtootherdevelopingcountries.Corruptionsupplementedwithimperviousrulesandprocedurescausesaprolongeddelayinthedisposalofpublicmatters.Itnotonlyhelpswiththebenefitsofglobalisationbutalsoprohibitstransparency,accessibilityandaccountability.Itmushroomspoorcommitmentsthroughopaquerulesandprocedures.
TheIndiangovernmentisemployingtechnologytorestraincorruptionandmakepublicservicesdeliverymoretransparent,accessibleandaccountable.Suitablecapacitybuildingprogrammeshavebeeninitiatedforaccomplishingaparticipativesystemofgovernanceinwhichpeopledeliveringpublicservicesaremotivatedbythecontentmentachievedbydoinggoodforpeople.
Internationalgrowthcentre(IGC)supportsthefollowingpolicyreformstoimproveandenhancepublicservicedeliveryinIndia.
Strengthen capacity of local governments Implementationofcountlesspublicprogrammescanbedauntingduringtheinitialstageofassumingtheappointmentofthepublicservicedeliveryofficer.Thisnotonlyneedsmanpowermanagementskillsbutalso,indoctrinationofthesenseofcontentmentintheartofgiving.Therefore,capacitybuildingexercisesofpublicofficialsmayensureaneffective,transparent,andacorruption-freeimplementationofpublicprogrammes.
Rewarding performance of service providers Performanceofpublicsectorworkersdefinestheeffectivenessandperformanceofpublicservicedeliveryindevelopingcountries.Governments,atalllevels,arestrugglingtorecruitcandidateswithspecificcharacteristics.Additionally,keepingthe candidates motivated for long is also challenging in the absenceofperformance-basedincentivesduetoinflexiblebureaucracyandfirmbudgets.
TheIGCgrowthbrief2017,named,‘Rewardingbureaucrats:Canincentivesimprovepublicsectorperformance?’advocates“Well-designedfinancialrewardslinkedtojobperformancetoimproveoutcomesandcarefullydesignednon-financialincentivesformotivatinggovernmentworkersinacost-effectivemanner.”
Thegovernmentisadoptingsuitablemonitoringandevaluationtoolstolinkperformanceofpublicservicesdeliverywithoutcomestofacilitatesuitablerewardmechanism.
Provide information to stakeholders Organicflowofinformationtothepublicservicesproviderandthecitizensofthecountrycreatesatransparentandaccountablesociety.Theinformation-drivensociety,ononesideofthespectrum,enablestheservicedeliveryprovidertotranslatethepreferencesofthecitizensintosuitableprogrammesforinclusivegrowth,andontheotherside,empowersthecitizenstoparticipateinthegovernanceandquestionthequalityofservicesoffered,thuscurbingcorruption.
ManyIndianstatesareadoptingcutting-edgetechnologiestoprovideopenandtransparentinformationthroughpublicdashboards and enacting effective laws like the Right to Public ServiceAct.
Leverage technology to improve accountability Moderncutting-edgetechnologiesholdpromiseforimprovinggovernmenteffectivenessandaccountability.Technologyoffersamulti-facetedideathatofferscorruptioncontrol,efficientdeliveryofpublicservicesandatimelyresponseoftheauthorities.Digitisationofrecords,onlineapplicationsandprocessing,e-district,citizenhelpline,etc.areafewexamplesof how governments in various states have begun harnessing technologyforgoodgovernance.
10 Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh
Public service delivery in MP - SMART governance
MPisthesecondlargestandthefifthmostpopulatedstateinIndia.Asperthe2011census,thepopulationofMadhyaPradeshwasabout73millionandisexpectedtoreach80millionin2019.Thepopulationofthestatecomprisesasexratioof919femalesto1,000males,literacyrateof70.60%andasubstantialpercentageofscheduledcastesandscheduledtribes.
With52districtsand22,816villages,thestateinhabits75%ofthepopulationinvillageswithagricultureasprimaryoccupationandHindiasthepreferredlanguage.
Governance framework - SMART Aframeworkofcorrectstrategy,robustmonitoringandevaluationsystem,accurateaccountability,promptresponsiveness,anddependabletransparencyhasbeenundertakenandimplementedbythestateforestablishinggoodgovernance.
Theframeworkemphasisesonpublicserviceswithenhancedquality,reach,efficiencyandaccountabilitythroughrestructuredleadershipandprogressivetechnologytobreezethroughthegovernancechallenges.
PSGA2010,SamadhanEkDin,CMHelpline,CMDashboard,MPMyGov,andUnifiedPortalareafewofthetransformationalinitiativesadoptedbytheMPgovernment.
Strategic
Transparent
Responsive
Monitored
Accountable
Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh 11
Transformation of MP
Case study 1:PublicServiceGuaranteeAct2010–Promisingservice as a right Publicservicedeliveryinthestaterequiredstrategiesandpoliciesforeffectiveandresponsivemechanisminordertobesuccessful.Thestategovernmentgrappledwithnever-endingdelaysintheprovisionofpublicservicesduetonon-existenceofatime-boundsystemtodeliver.Identifyingthereasonsfordelays was a bigger challenge due to the lack of accountability inthesystem.
PSGA 2010 - Overcoming the challengesToascertainthedeliveryofqualityservices,theMPgovernmentenactedPSGAinSeptember2010,andhassincebeenrecognisedforpioneeringPSGAinIndia.
Theactpromisesthedeliveryofnotifiedpublicservicesindefinedtimelines.Thisactconsiderstheserviceasalegalright,servicewithinthestipulatedtime,andservicewithaccountabilitythroughstandardoperatingprotocols.TheactempowersthepeopleofMPtoappealagainsttheaccountableserviceproviderfornon-deliveryordelayofservices,whointurncanbepenaliseduptoINR5,000forirresponsiblefunctioning.
Theactinitiallycovered26servicesandallowedmoreservicestobeaddedoveraperiodoftime.
Penalty/ compensation
http://home.mp.gov.in/en/mp-public-service-guarantee-act-2010-0
Disposal within timelines
Accountability
Assurance of service
Grievance redressal
12 Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh
Institutional framework for implementation
AnindependentPublicServiceManagementDepartment(PSDM),wasestablishedtocoordinatebetweendifferentagencies,andhavetheactimplementedsuccessfully.
State agency for public services: The state government instituted an autonomous society titled Madhya Pradesh State Agency for Public Services (MPSAPS),underthePublicServicesManagement(PSM)departmenttocoordinatewithallthestakeholdersanddeliverservicestimely.
TheDistrictCollector(DC)ensurestheimplementationintheirjurisdictioninassociationwiththeDistricte-GovernanceSociety(De-GS).PublicServiceManagers(PSM)deputedbySAPSassistthedistrictcollector.TheSDMs/tehsildarsareresponsibleforeffectiveimplementationatthelocallevel.
MPCARS project: To strengthen the delivery of publicservices,thestategovernmentsignedtheMPCARSprojectfundedbyWorldBanktoimplementcriticalpublicmanagementreformstoensureimprovedaccesstopublicservicestoallcitizenswithaspecialfocusonmarginalisedgroups.TheprojectaimedtoprovidespecialisedtechnicalassistancetogovernmentprogrammesthroughGPR,strengtheningofICTandeffectiveprojectmanagement.
PMC: TheMPSAPS,ingeneral,isresponsiblefortheimplementationoftheMPCARSproject.GrantThorntonIndiaLLPisnowanestablished,trustedadviserforprofessionalservicesandtechnicalassistancetotheMPCARSprojecttoimplementGPR,monitoringandevaluationframework,InformationEducationandCommunication(IEC),capacitybuilding,dataanalytics,etc.,tobringinreformsrequiredinpublicservicedelivery.
National Informatics Centres (NIC): Information technologymanagement,implementationandmonitoringofdevelopmentofintegratedManagementInformationSystem(MIS)etc.,iscoordinatedbyNIC.
Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh 13
Delivery channelsTheMPgovernmentaspiredtoprovideachannelofchoice(phone,onlineanddeliverycenters)toitscitizensfordeliveryofvariouspublicservices.
Lok Seva Kendra (LSK) ThePSMDdecidedtolaunchpeopleservicecentersknownasLokSewaKendras(LSKs)tobringpublicservicesclosertothecitizens.LSKsenablepeopletoreceivevariousservicesatonelocation.Applicationsforarangeofgovernmentservicescanbesubmittedtotherespectiveofficesthroughtheseoutletswithoutanyhassle.
Sofar,413LSKshavebeenestablishedonthePublic-PrivatePartnership(PPP)modelattheblock/tehsillevelsfortakingtheservicestowhereverthecitizensare.
MPO Kiosk ThePSMDhasalsopartneredwithMPO,ajointventureoftheMPgovernmentandTataConsultancyServices,toutilise28,000+MPOkiosksforeasyandproximateaccessofpublicservicesacrosstheentiredistrict.
CSCs CSCshavebeensetupinthestateaspartofthenationale-governanceplantocatertotheGovernmenttoCitizen(G2C)andBusinesstoGovernment(B2C)servicesatthecitizens’doorsteps.TheMPgovernmenthasintegratedanetworkofnearly18,000CSCstoofferselectedPSGAservicesattheGramPanchayat(GP)levelinthestateinordertoprovidehighqualityandcost-effectiveservicestocitizens.
MP e-District MPe-DistrictandMPOaretheonlineportalsthatintegratevariousdepartmentstoprovidenotifiedservicestothecitizensatoneclick.
14 Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh
Service delivery process
Theprocessworkflowforservicedeliverythroughcitizencentresusingonlineportalisdepictedbelow:
Applicantvisits
Applicantfillsandsubmits form
Operatorkeysinapplicantdetailsand submits
Operatorprintsand gives to applicant
Designatedofficerreceives online application
VerificationVerification
Physical Online
Approverreceivesonlineapplication
Approvingauthorityapprovesorrejects
Applicantreceivescertificate/service
Applicant
Service centres
Service centres
Online portal
Online portal
Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh 15
Impact on the state
Services being provided under PSGA: Atotalof450+servicesof47departmentshavebeennotifiedunderthePSGA2010,outofwhichabout200+servicesarebeingdeliveredonline.
More focus on women-related services: SinceoneoftheprimaryobjectivesoftheMPCARSprojectistoincreasetheparticipationofwomeninpublicservicedelivery,asignificantnumberofwomenhavebeenreceivingPSGAservices(datafromSeptember2012toDecember2018)
Increase in service applications: Ason31December2018,thetotalnumberofapplicationsreceivedintopvolumeservicesunderPSGAinMPe-districtportalistabulatedbelow.
S. no. Department name Service name Total registered applications
1 GeneralAdministrationDepartment SC/STcastecertificate 91,30,942
2 GeneralAdministrationDepartment OBCcastecertificate 90,32,012
3 GeneralAdministrationDepartment Incomecertificate 43,53,294
4 GeneralAdministrationDepartment Domicilecertificate 34,31,679
5 RevenueDepartment CopyofKhasraandB-1Khatoni 31,78,333
S. no. Department name Service name Total registered applications
1 SocialJusticeDepartment IndiraGandhiNationalOldAgePensionSchemeapprovedforthefirsttime
2,87,950
2 LabourDepartment Maternitybenefit 1,54,026
3 LabourDepartment Marriagebenefitscheme 98,365
4 WomenandChildDevelopmentDepartment LadliLaxmiScheme(firstdaughter) 83,862
5 SocialJusticeDepartment Indira Gandhi National Widow PensionSchemeapprovedforthefirsttime
83,481
16 Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh
Other benefits: Provisionofquickandeasyaccesstopublicservicesatasingleplacewithindefinedtimelinesandatalowercostduetoavoidanceofmultiplevisitstogovernmentoffices.
Lessons learned The success of the enactment of PSGA has established that a distinguishedandelevatedlevelofpublicservicesdeliverycanbeachievedthroughrigiddeliverynorms,successfulpublic-privatepartnershipmodel,andusageofmultipledeliverychannels(onlineandofflinedeliverycentres).
ReplicationofPSGAishelpingmanystatesincludingBihar,Punjab,Delhi,JammuandKashmir,UttarPradesh,Rajasthan,andJharkhandtoachievegoodandresponsiblegovernance.
Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh 17
Case study 2:SamadhanEkDin–One-daygovernance
The challenge TheMPgovernmentsoughtamodelthatoffersatransparent,error-free,andquickservicedeliverytoincreasetransparencyandreducewaitingtime.Thegovernmentaspiredtocreateahassle-freesystemthatcanprovidegovernmentservicesunderasingleroofinthesamedaytosimplifytheprocesses,buildtransparency,andavoidtheintermediatorchannel.Thesystemwasdevelopedtogenerateregularreportsforaccuratemonitoringandinitiateimmediatecorrectiveactions.
Results achieved Increase in the number of applications: Sinceitsinception,asuccessrateof99.85%hasbeenachievedinsettlingnearly39.94lakhoutofthe40lakhapplicationsreceivedwithinthesameday.
Decrease in Viability Gap Funding (VGF): VGFisamonthlycompensationprovidedbythegovernmenttoLSKstosustainincaseofnon-generationofenoughfundsthroughserviceapplications.Thisisreducingmonthonmonth.
Solution Anovelconcept,SamadhanEkDinwasinitiatedwiththeobjectivetoreducethetimelinesforservicesinhighdemandtojustoneday.ThecitizencanapplyfortheservicesatLSKinthemorning and collect the certificate by the evening of the same day.
Thisprojectwasrolled-outinthebeginningof2018acrossall413LSKswithfewidentifiedservicesfromacrossthedepartments.Thisprojectwasexecutedbyinstitutionalisinganewframeworkwhereinofficialsfromthecross-functionaldepartmentwereincludedandauthorisedfordisposalofapplicationbelongingtootherdepartments.OnededicatedofficialfromadepartmentisavailableateveryLSKonrosterbasisforapproval/disposalofapplication.Currently,34servicesof9departmentsarebeingdeliveredunderthisinitiative.
Anoutboundcallcentrehasalsobeensetuptocollatecitizenfeedback on the services taken by them under the Samadhan EkDinproject.Acallcentreexecutivecallsthecitizenwhohasrecentlytakenanyserviceandtheirresponseonvariousparametersofservicedeliveryrangingfromoperatorbehaviour,generalupkeepofservicecentre,timelydeliveryofserviceandoverallsatisfactionscoreisrecorded.
0 2000000 4000000 6000000 8000000 10000000
2016
2017
2018
3289413
3467335
4006712
3265285
3413501
3993970
99.27
98.45
99.68
Total Applications received Total Disposed Disposal Rate
5,490,382 5,774,782
4,555,573
2,173,544
840,720 519,493
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
2/1/2018 3/1/2018 4/1/2018 5/1/2018 6/1/2018 7/1/2018
VGF distributions month on month
18 Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh
Higher citizen satisfaction level: Morethan96%ofthecitizenshavegivenaratingof‘goodandabove’tothisinitiative.
Lessons learned Citizen centricity approach: SamadhanEkDinprogrammebecamesuccessfulbybeingcitizen-centricwhileimprovisingthepublicservicedeliveryframework.
55%
28%
13%
4%
Excellent Very good Good Average
11%
14%
17%
58%
General Scheduled Tribe Scheduled Caste OBC
87%
13%
87%
Women Men
Citizenresponses
Category-wiseresponses Gender-wiseresponses
Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh 19
Case study 3:CMHelpline–Integratedcitizengrievancehandling mechanism
The challenge Anintegratedsystemwasrequiredwherecitizenscouldcontactandlodgetheircomplaintsorgrievanceforanygovernment-relatedissuesofanydepartmentandtrackitsstatusuntilitisresolved.Thecomplaintcouldrangefromanon-receiptofpensionorstudentscholarshiptobadconditionofroadsorsewagesystemintheircolony.
Solution TheCMhelplineservice,asingleintegratedplatformforthecitizensofMPwasestablished.Thecitizencancallonthetoll-freenumber181toregisterhis/hergrievancesordirectlyaccesstheirportal.Eachgrievanceisallocatedauniqueregistration number and is attended by designated officials withinastipulatedtimeframe,failingwhichthegrievancegetsescalatedtothenextlevelautomatically.ThecitizenscantrackthestatusoftheirgrievanceusingtheuniqueregistrationnumberallocatedtothemduringtheircalltotheCMhelpline.Thisplatformprovidesthefollowing:
• Acompletetransparentandpaperlesssystemforgrievancehandling through easily accessible mediums within a stipulatedtimeframe
• Spreadsawarenesstocitizensonrighttoserviceandrighttoequality
• Ensureseffectiveservicedeliverytothelastmile,whileensuringgenderequalityandempoweringwomenandpeopleinneed
• Fixes the accountability in governance• Provides a strong feedback mechanism on every grievance
Results achieved Faster disposal of complaints: Achievementof95%disposalratebydisposing72,13,048complaintsoutofthe75,82,174complaintsfiled.
Single on-call platform: Itcaterstoalldepartmentservices,schemes,grievancesandsuggestions.
Multiple modes to address grievance: Telephonecall,paper-basedwrittencomplaints,onlineportalandmobileappsareavailable.
Lessons learned Integrated grievance redressal mechanism: Anintegratedsystemforregistrationofanykindofcomplaintsbycitizensforanygovernmentservicebymakingasimplecalltoahelplinenumberhashelpedinestablishingacompletetransparentandpaperlessgrievancemanagementsystemtoresolvetheissueswithinastipulatedtimeframe.
20 Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh
Case study 4:CMDashboard–Real-timeperformancemonitoring system
The challenge Voluminous digital data was available in the state after digitisationofthemajorityofgovernmentrecordsanddeliveryofpublicservicesthroughvariousonlineplatformslikedepartmentwebsites,MPe-districtandMPO.Atransparentmechanismwasrequiredthroughwhichperformanceofvariousdepartmentscouldbemonitoredonareal-timebasiswithrespecttosetKPI,andinsightsgatheredcouldbeusedfordecision-makingbyleadership.
3http://www.cmdashboard.mp.gov.in/
Solution CM dashboard3wasdevelopedbythePMCwithactivesupportfromallstakeholders.Itisanintegrateddashboardthatmonitorscategory-wisekeyperformanceindicatorsofvariousdepartmentsinreal-timeforeffectivedecisionsupport.Ithasempoweredallstakeholdersfromtoppoliticalandbureaucraticleadershiptocommoncitizens.ThesolutionwasimplementedusingMicrosoftPowerBIapplication.Theflowchartshowstheprocessofdiscoveringtheinsightsfromthedatacapturedbythedepartmentduringoperations.
Real time monitoring
Oneclick solution
Drilldown facility
Business intelligence
Decisionsupportsystem
Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh 21
State at a glance module• A holistic view of the state of affairs in
theindividualdepartmentsintheformof a balanced scorecard like view
• Well-definedkey performance indicators which will act as true indicators
• Creating a transparent appraisal systemforgovernmentemployeesbyidentificationoftheperformersandnon-performersuptoagrassrootlevel
• Measuresforimprovingthefiscal health of the state
Government initiative module• Creation of a real-time alert system
(redalertsforcriticalitems)• Facilitatingquickandconvenientdata
retrievalfrommultipledepartments• Improvementincoordination
andoperationsofdepartmental performance benchmarking
• Identifying the bottlenecks in the systemwithacomprehensivedrill-down facility
• Creating a feedback mechanism to qualifywhetheraparticularstrategyiseffectiveornot,andhenceleadtoacorrective strategy
Decision support system• Scenario analysis • Variations (targetsversusactual)
analysis • Root cause and what-if analysis • Forward looking analysis such
as forecasting of domestic wheat consumption,orforecastingofchildmortalityrate,orrolloutofschemesetc.
District score cards• Understandthetop performers and
bottom performers • Understandproblemsspecificto
districts,forexample,districtAisgoodin crime but is not doing very well in revenue generation
• Analyse the trends of district performance and take corrective actions before it degrades below a certain threshold
State at a glance
District score cards
Scheme wise analysis
Decision support analysis
22 Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh
Results achievedLivedataofmorethan30departmentsisavailableforreal-timeaccesstoinformationandmonitoringbydepartmentofficialsandcitizens.
Use case: ThisisasnapshotofMPe-Districtdashboardhighlightingreal-timestatusofcitizenapplicationatvariousLSKsacrossthestate.
Lessons learnedApplication of data analytics in governance: Continuousmonitoringandqualitychecksovertheimplementationmodelbyapplyingdataanalyticstoolseventuallyleadstobetterdecision-making,bringsoutservices/schemesthatthecitizensneedandhelpsinanincreasedadherencetotherequiredSLAs.
Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh 23
Case study 5:MPMyGov–Adigitalplatformforcitizens
The challenge Withwideaccessibilityofmobilephonesandanincreaseindigitallyliteratepopulationespeciallylocatedintheurbanareasofthestate,therewasaneedforatechnologyplatformthatcouldprovideinterfacebetweenthegovernmentandcitizens.Thisplatformcouldbeusedtopromoteactiveparticipationofcitizensinthestategovernancebycrowdsourcingideasfromthemandincludetheminprovidingfeedbacktothegovernment.
Activities conducted on MP MyGov for PSGA services Samadhan Ek Din -100participantssharedtheirideastoimprovetheonedaygovernanceservicedeliverysystem.
PSGA (for public)–ThecitizenswereinvitedtosharetheirexperienceaboutLSKandMPOservices.100participantssharedtheirexperiences.
PSGA (for officers) -Tomaketheservicesbetter,theofficersofLSKwereinvitedtosharetheirideas.50+participantsgavetheirsuggestions.
Results achieved Theportalhasabout33,000registeredusersandhasreceivedabout4,000submissionsfor41contestsinvariouscategories.Citizenshavealsoparticipatedactivelyandforwardedabout4,000commentsinmorethan50discussionthemes.
Lessons learned Citizen government digital interface:ApplicationofaninnovativetechnologyplatformintheformofMPMyGov,tobuildapartnershipbetweenthecitizensandgovernmenttoencouragecitizenparticipationhasledgoodgovernancebyseekingtheirideas,suggestionsandcontributionatthegrassrootlevel.
Solution MP MyGov4isatechnology-drivenplatformforcitizenengagementfoundedbytheMPgovernmenttopromoteactiveparticipationofthecitizensintheirstategovernanceanddevelopmentbycrowdsourcinggovernanceideasfromthem.MPisthefourthstateinIndiatoadoptthisplatform,aninitiativestartedbythecentralgovernment.SinceitslaunchinAugust2017,MyGovhasmorethan33,000registeredusers.Citizenscanengagewiththestategovernmentthroughoneofthefollowingactivities:
Onlineandonground tasks
Do
Group-centricandnational themes
Discuss
Make your opinioncount
Poll/survey
Updates,experiencesandMyGovimpact
Blog
Dialoguewithdecision makers
Talk
4https://mp.mygov.in/hi
24 Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh
Case study 6:UnifiedPortal–Integratedsinglewindowforservice delivery
The challenge Currently,multiplewebsitesviz.e-district,MPonlineanddepartmentportalsarebeingusedfordeliveryofpublicservicesandinformationdissemination.Fewservicesareavailableacrossallplatforms,whereasothersaredeliveredthroughspecificmediumonly.Themultiplicityapproachofservicedeliveryaddstocitizens’confusionandisapotentreasonfortheirdissatisfactionwiththestategovernance.
Solution Aunifiedportalhasbeendeveloped,whichservesasaone-pointinterfacetoavailanyservicebelongingtoanydepartmentofthestate.Thisportalisintegratedattheback-endwithmultiplegovernmentwebsites/departmentsandisreadyforitsroll-out.Itwillsimplifycitizens’accesstoallgovernmentservices.
• Acompletetransparentandpaperlesssystemforgrievancehandling through easily accessible mediums within a stipulatedtimeframe.
• Spreadawarenesstocitizensonrighttoserviceandrighttoequality
• Ensureeffectiveservicedeliverytothelastmile,whileensuringgenderequalityandempoweringwomenandpeopleinneed
• Fix the accountability in governance• Providing a strong feedback on every grievance
Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh 25
• UnitedNationPublicServiceAward2012–MP’sPSMDwasconferredwiththisawardunderthe‘ImprovingtheDeliveryofPublicServices’categorytowardsimprovingtheeffectiveness,efficiencyandqualityofpublicservices.
• SkochOrderofMerit2013–ThePSMDwasawardedinrecognitiontopublicservicedeliverythroughLSK.
• StateITAwardforexcellenceine-Governanceinitiative,2014– This was given for online solutionforpublicservicedelivery,SAPSunderthecategoryofthe‘BestITProjectforMassesLeadingtoSocialInclusion’.
• GemsofDigitalIndiaAward2018– This was awardedtothee-districtprojectforexcellenceine-governance.
MP’spublicservicedelivery has received the following awards and accolades for its efficient functioning.
Awards and accolades
26 Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh
Public service delivery system in Madhya Pradesh has significantlyimprovedthroughPSGA2010withguaranteedandtimelyservices.Thestategovernmenttodayischallengedtoconstantlyimprovetheservices,tomaintaintheexistingsatisfactionlevelofthecitizens.Thegovernmenttherefore,isconstantlyevolvingmethodologiestoimprovetheefficiencyandeffectivenessofservicedelivery,throughcitizencentric,higherquality,reducedcost,andlessertimelinesservices.
Goingforward,thestategovernmentshalladoptthebestpracticesfromothersstatestorespondtothechangingneedsofthecitizens.Fourkeyareasthatneedtobefocusedare:
Speed of delivery–Shortestpossibletimetodeliveraservice
Citizen-centric-Servicethatisdesignedforcitizens
Integrated platform – Service delivery system is integrated to actasone-stopsolution
Multiple delivery channels–Citizentohavechoiceofusingdeliverychannelsaspertheirrequirementorcomfort.
The government is currently working on the following initiatives tofurtherenhancethequalityofdeliveryofpublicservice:
Express service delivery (Tatkal Seva):Citizensexpectimmediatedeliveryofservicesthroughprocessre-engineering.Thisoffersserviceswhereapprovalsofgovernmentofficialsarenotwarranted,forexample,registrationforemploymentandcopyoflandrecords.Otherservicesthatarebeingconsideredto be included would be the ones that could be issued based onaffidavit/self-declarationfromthecitizen.
More services on mobile app:Thegovernmentaimstodelivermoreservicesthoughamobileapptothedigitallyliterateormobilefriendlypopulation.
Advanced data analytics for monitoring and operation: Cutting-edgetechnologiesfordataanalysisarebeingconsidered to understand the challenges and design new strategiesfordeliveringnewschemesandsolutions.
Conducting citizen awareness programmes: Extensive promotionalprogrammesandcampaignsutilisingalldeliverychannels-includingtraditionalanddigital-arebeingplannedtocreateawarenessacrossthestate.
Citizen survey for identification of new services:Astate-widesurveymaybeplannedtounderstandthecitizens’experienceandtheirexpectationsfromthegovernment.Theseinteractionsmayprovideinsightstoidentifynewmorerelevantandimportantservicesforthecitizens.
Road ahead
Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh 27
Editorial review Design
Shambhavi Modgill GouravKalra
For media queries, please contact
Spriha Jayati E:[email protected]:+919323744249
For further queries related to the report, please contact
Ravinder Reddy E:[email protected]:+919871606103
Acknowledgements
Authors
Ravinder Reddy
Abhinav Sisodia
Ram Gurung
Shyam Khobragade
Sapna Nauhria
28 Publicsectordeliverymechanisms:SuccessstoryofMadhyaPradesh
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