Detailed Project (DPR) Report Dehradun, Government of Uttarakhand May-2007 This document is a confidential document of Govt. of Uttarakhand. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, whether electronic, mechanical, photocopying, recording, or otherwise, without the written permission of Government of Uttarakhand. Prepared By: Wipro Consulting
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Detailed Project (DPR) Report
Dehradun, Government of Uttarakhand
May-2007
This document is a confidential document of Govt. of Uttarakhand. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, whether electronic, mechanical, photocopying, recording, or otherwise, without the written permission of
5.1 PROPOSED PEMT STRUCTURE ................................................ 29 5.2 GOI SUPPORT FOR CAPACITY BUILDING UNDER NEGP ..................... 30 5.3 REQUIREMENT FOR ADDITIONAL RESOURCES FOR SEMT .................. 30
6 COSTING OF CAPACITY BUILDING .............................. 32
6.1 HUMAN RESOURCE EXPENSES................................................. 32 6.2 INFRASTRUCTURE AND HARDWARE EXPENSES............................... 32 6.3 TRAINING EXPENSES ........................................................... 33 6.4 OPERATIONAL EXPENSES ...................................................... 34 6.5 OUTSOURCING TASKS EXPENSES ............................................. 34 6.6 TOTAL EXPENSES ............................................................... 35
Energy Computerization of Corporations, Loan Management System
Public Works Integration of all developed Applications
Water Resources & Irrigation Computerization of Peyjal Dept, Application software for Irrigation Department
Initiatives already under way in these departments are listed elsewhere
UTTARAKHAND – CAPACITY BUILDING
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Suggested list of Department in Government of India who can provide funding for Departmental Projects
List of Departments/Projects Funding Departments in GoI
Infrastructure Projects DIT, GoI
Core Applications DIT, GoI
Agriculture Ministry of Agriculture, GoI
RD & PR Ministry of Rural Development & Ministry of
Panchayatiraj, GoI
Finance Ministry of Finance, GoI
Revenue Ministry of Rural Development & Ministry of Communications & Information Technology, GoI
Food & Civil Supplies Ministry of Consumer Affairs: Food & Public Distribution, GoI
Police Ministry of Home Affairs, GoI
Transport Ministry of Road Transport & Highways & Ministry of Communications & Information Technology, GoI
Urban Development Ministry of Urban Development & Poverty Alleviation, GoI
Labour & Employment Ministry of Labour, GoI
Education Ministry of Education, GoI
Forest Ministry of Environment & Forests, GoI
Tourism Ministry of Tourism, GoI
Co-operatives Ministry of Agriculture, Ministry of Panchayatiraj & Ministry of Rural Development, GoI
Health Ministry of Health & Family Welfare, GoI
Industries Ministry of Small Scale Industries, GoI
Secretariat Administration Ministry of Personnel, GoI
Law Ministry of Law & Justice, GoI
Energy Ministry of Power, GoI
Public Works Ministry of Urban Development, GoI
Water Resource & Irrigation Ministry of Water Resources, GoI
EXHIBIT 5: E-GOVERNANCE ROADMAP
UTTARAKHAND – CAPACITY BUILDING
18
2.6 Service Delivery Channels and Strategy
During the study of the identified departments it was also analysed as to what
services should be provided to the various stakeholders initially and the
possible delivery channels for these services. The table below presents a list of
these services and the most suitable delivery channels:
Service Delivery Channel
Services CIC/ CSC
Website / Portal / Internet
Tele-phone
Segment
Food & Civil Supplies Providing Information to Citizens about the Nearest rationed shops , food Grains availability
G2C
Online application for applying for ration cards. G2C
Procurement of Food Grains G2B
Tourism Information and Reservation facilities G2C G2B
Online Registration , and filing of Luxury taxes ( By Hotels ) and their old status
G2B
Industries Single Window Clearance (Application filing , Registration , Payment & Status ) for SSI's
G2B
Labour Detailed Information on labour laws / Acts G2C; G2B
Employment market Information. G2C
Enabling online application form downloading, Filling up and it’s updated status
G2C
Online registration of Complaints & status availability
G2B ; G2C
E-Classrooms G2C
Health Providing Various Types of Information pertaining to Departmental Schemes, about Facilities available at CHC's / PHC's
G2C
Online Tendering facility for Medical Facilities (Infrastructure, Drugs)
G2B
Rural Development & Panchayati Raj Institutions Information on all Central Government, State Government and Externally aided schemes. Status of schemes and future plans.
Providing information about the rural market, traditional items etc.
G2C
Co-operatives
Providing Banking information to the stakeholders G2C G2B
EXHIBIT 6: SERVICE DELIVERY CHANNELS & STRATEGIC APPROACH
UTTARAKHAND – CAPACITY BUILDING
19
All of the above services can be provided through the CSC/CICs, Web portals,
etc. For provision of these services in the most effective manner there are some
pre-requisites as listed below:
1. Integrated and Departmental applications need to be designed, developed
and implemented so that the back-end is ready. The above mentioned
service delivery channels can function only when the back-end
applications are in place.
2. A centralized portal and data centre where all these service supporting
data can merge
3. State wide connectivity so that all information is online
4. Setting up of the necessary infrastructure as mentioned in this report
Till such time as these pre-requisites are put in place, like the USWAN, the
State Data Centre and the Uttara Portal, etc. the provision of these services can
be made for information dissemination and downloading of forms, etc. to the
stakeholders with manual submission of forms.
UTTARAKHAND – CAPACITY BUILDING
20
3 Scope of SeMT
As proposed in the NeGP Guidelines, if a state already has an institutional
framework in place then the same may be retained and/or enhanced. The state
has to ensure that the scope of the SeMT as mentioned in the guidelines should
be executed and the necessary capacity building exercise done for the existing
institutions.
The GoU has identified Uttarakhand eGovernance initiatives Project
Management Unit/ITDA as the nodal agency responsible for the e-
Governance initiatives in the state. It has been proposed through this study
that the same agency be retained and resource augmentation to be done.
These enhancements have been proposed keeping in mind the following scope
of the SeMT.
The scope of the SeMT as per the NeGP Guidelines is as follows:
• Preparation of Scope of Work for e-Governance initiatives
• Preparation of Request for Proposals (RFPs)
• Selection of External Agencies
• Managing and getting the best out of external agencies
• Internalizing the outputs/reports of external agencies
• Quality Assurance
• Preparation of Internal Note sheets for getting approvals/sanctions
• Conducting cost benefit analysis amongst various Technological and
other Policy options
• Provide the ability to ramp up the capacity as and when required by
the state governments and its departments
• Function as a permanent advisory body of the Apex Committee to
undertake e-Governance projects
• Provide constant inputs to the Apex Committee in formation of the
State e-Governance Master Plan, which would include the Key
Strategic Projects and Programs
• Overall Program Management of Projects including but not restricted
to:
Provide an overall direction, standardization and consistency
through Program Management of the e-Governance initiatives
in the state
Assist the departments within the State of Uttarakhand for
setting up dedicated teams (PeMT) for conceptualizing and
undertaking e-Governance projects in their departments (i.e.
building capacities at Department/Project level) through the
constitution of individual project groups
UTTARAKHAND – CAPACITY BUILDING
21
Monitor and track the progress of projects within the
departments
Implement processes to ensure consistency and quality of
output including using standardized tools for data collection,
discussions, reporting and monitoring, etc.
Program manage all interdependencies, overalaps, conflicts,
etc. across projects as well as core and support infrastructure
shared across several projects
• Assess the training needs of the state on a constant basis and provide
a list of Training requirements
• Conduct all processes required for effective management of e-
Governance initiatives:
Issue resolution process
Program Communication process
Performance evaluation and review
Conflict Management process
Audits from time to time
Information and Technology Risk Assessment process
Information Management process
Risk Management process
Financial Management process (Viability, Costing, Accounting,
Budgeting & Monitoring)
Project plan and monitoring
Change Control process
Knowledge Management process
The SeMT should also be able to develop capacities for the entire state
based on a continuous assessment of changes in requirements. The
capacities may be in terms of people, training and processes.
UTTARAKHAND – CAPACITY BUILDING
22
4 Capacity Gap Analysis
It needs to be appreciated that the projects with such a high value are being
already initiated and would also further require to be taken up by the state
Government with people who are full time working on these projects and have
a “big-picture” for the e-Governance in the state. The NeGP incorporates the
need for people working full time on the project with adequate skill-sets and
knowledge to initiate and manage the e-Governance projects.
At present, the Institutional Framework for IT in the state of Uttarakhand is as
follows.
Programme Steering Council (CM)
EXHIBIT 7: EXISTING INSTITUTIONAL FRAMEWORK
4.1 State Level Capacity Gap Analysis
The state has a Nodal agency as PMU eGovernance/ITDA, which is acting as the
sole agency for major iitiatives in the state of Uttarakhand. This existing
Institutional Framework as in the figure above is responsible for spearheading
the current e-Governance Vision of the state. The salient points of this
institutional framework are mentioned below:
1. The State has formed a Program Steering Council headed by the Chief
Minister of the State, for taking high-level policy decisions for e-
Governance projects within the state.
2. The State has formed an Apex Committee for the National
eGovernance Action Plan with the Chief Secretary as the Chairman of
the Committee as per the Capacity Building Guidelines.
Core Committee for IT (CS )
ITDA / PMU
NIC
Team / Cell in Few
Department Nodal Officers for each IT
Project
Project Steering Committees (PSCs) for
Application Projects
PMT
Vendors
Vendor Project Teams
Core Committee for IT (CS )
PMU eGovernance/ ITDA
NIC
Team / Cell in Few
Project Steering Committees (PSCs) for
Department Nodal Officers for each IT
Project
Department Nodal Officers for each IT
Project
Application Projects
PMT
Vendors
Vendor Project Teams
UTTARAKHAND – CAPACITY BUILDING
23
3. The state has Project Steering Committees to spear head the current
IT application projects, which are being implemented. Government
orders have also been recently issued for all future projects. These will
be converted to Project eGovernance Mission Teams (PeMT).
4. The state has PMU eGovernance/ITDA, which is the Nodal agency for
IT development and e-Governance projects in the state. However the
capacity of the PMU eGovernance/ITDA needs to be enhanced keeping
in view the requirements of the state and number of initiatives
envisged in the Department..
5. The Departmental Nodal officers for IT projects in that department
have been identified for the existing application projects. However, the
state does not have specific teams in place in the respective
departments for implementation of IT projects of that department. The
process for formation of such specific teams (PeMTs) has been initiated
as per the requirements of the existing e-Governance projects.
6. NIC is implementing few e-Governance projects (a list of these
projects is attached with the EGRM) and has a structure comprising of
around 23 people including outsourced and district level resources.
7. At present Vendors are performing implementation of the existing e-
Governance projects and these are being monitored by the ITDA.
The State of Uttarakhand aims to be the leading state in e-Governance
implementation, within country in a very short time. To achieve this a number
of policy level and implementation level initiatives are being undertaken. For
the successful conceptualization, implementation and sustenance of these
initiatives it is imperative that the existing institutional framework be
strengthened and all the members of the Institutional Framework be provided
with appropriate trainings to enhance their skill set for the required task at
hand.
It has been found that the ongoing e-Governance Projects in the state are
being mainly driven by PMU eGovernance/ITDA, which is the Nodal Agency for
all the major IT initiatives being currently pursued. The state has around 3 Core
Initiatives, and nine other major initiatives that are either at
Development/Design stage or at Pilot stage.The capacity of this Nodal Agency
needs to be enhanced through additional resources and training of the existing
resources before implementation of the envisaged initiatives under the capacity
Building Project. For Proper Control, Monitoring and Sustenance of these
projects, the team needs to be enhanced and proper training provided to the
existing personnel to ensure continued efficiency in execution and program
management of the on-going projects.
UTTARAKHAND – CAPACITY BUILDING
24
4.1.1 Shortfall of appropriate background and aptitude personnel
E-Governance initiatives ideally require a right mix of domain experts from the
State Government, IT savvy resources and e-Governance champions from
within the State and also professionals and industry experts from the Private
sector in specific skill areas. GoU requires a healthy mix of resources from
within the state government and professionals from external agencies with
appropriate background and skill sets would be helpful in prioritising,
conceptualising, developing and managing the e-Governance projects. The
areas of expertise identified as being necessary for handling program/ project
level issues are:
• Program Management (at State level)
• Project Management (at Department level)
• Change Management (both at State and Department levels)
• Financial Management (both at State and Department levels)
• Technology Management (both at State and Department levels)
4.1.2 Enhanced Institutional Framework and Teams
As per the guidelines for Capacity Building and Institutional Framework for e-
Governance under NeGP, the proposed institutional framework for
conceptualizing, performing cost benefit analysis, implementation and
monitoring e-Governance initiatives within the state is as follows:
EXHIBIT 8: PROPOSED INSTITUTIONAL FRAMEWORK
UTTARAKHAND – CAPACITY BUILDING
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Hence as per the gaps identified in the existing Institutional Framework within
the state vis-à-vis the suggested framework under the NeGP guidelines, the
state should take up the following steps to plug these gaps:
1. Formation of the Program Steering Council
The state has formed the Program Steering Council under the chairmanship
of the Chief Minister to provide overall vision, broad policy direction and
guidance to the State Apex Committee. This council would work as the
steering committee and indicates the political will of the state. It would
provide the necessary drive to the administrative machinery and would
champion the cause of e- Governance. It would also help in synergizing
efforts across the state to help IT emerge as a core area of Governance in
the state.
2. Roles and responsibilities of the Apex Committee
The state of Uttarakhand already has an Apex Committee in the form of
Core Committee for IT headed by the Chief Secretary of the state. The main
aim of the Core Committee should be:
• To provide strategy and direction to achieve the Policies and
Goals as determined by the State e-Governance council
• Develop the strategy for e-Governance
• To oversee the State e-Governance Plan
• To ensure inter-departmental coordination
• Ensure that the initiatives are in line with the NeGP guidelines
• Act as a single window for clearance of projects, and issuing
relevant directions to departments.
As per the Capacity Guidelines, the roles and responsibilites of the Core
Committee should be in the lines of the National Apex Committee for NeGP
instituted under the Cabinet Secretary at the center.
3. Departmental Committee
The Project Steering Committees identified by the State of Uttarakhand
are similar to the Departmental Committee as per the institutional
framework under NeGP Guidelines. The state of Uttarakhand should now
pro-actively start formation of Departmental Committees for all the
departments that have been studied as part of this Capacity Building
projects. The Departmental Committees for all the proritized departments,
may be formed in line with the existing Project Steering Committees
UTTARAKHAND – CAPACITY BUILDING
26
within the state and the proposed PeMT structure as per the
recommendation.
Formation of such committee in each of these departments would ensure
that the projects as identified in the e-Governance Roadmap are
conceptualised and undertaken successfully from the beginning.
UTTARAKHAND – CAPACITY BUILDING
27
5 Proposed Structure
During the study it has been found that there is an immediate need for the
state to enhance its SeMT and PeMT capacity. This is because the state has
undertaken a number of application IT projects and Core Infrastructure projects
at present, which are in various stages of implementation and require specific
resources both at the Program level and the Implementation level.
As mentioned in this report, Uttarakhand has a nodal agency in the name of
Uttarakhand eGovernance initiatives Project Management Unit/ITDA, which is
similar to the SeMT. The existing resources of the nodal agency is having
multiple projects of different departments for monitoring & project
management and dedicating them for the new initiatives under the capacity
building project will be difficult. It is proposed that the capacity of the existing
PMU eGovernance/ITDA be enhanced with the formation of four separate wings
under the Director of SeMT Project Management Unit/ITDA. The four wings
should be:
Program Management wing
Technology Management wing
Finance Management wing
Change Management wing
For staffing of these individual wings, criteria have been used to arrive at the
number of effective e-Governance projects within the state. The criteria have
been used in similar Capacity Building exercises for other states for which the
Capacity Building Roadmap has been approved. Accordingly the following
enhanced structure for SeMT in Uttarakhand is suggested (in addition to the
already existing infrastructure):
UTTARAKHAND – CAPACITY BUILDING
28
EXHIBIT 9: PROPOSED SEMT STRUCTURE
In addition to the structure of SeMT as proposed above, there will be a
requirement for keeping some Data Entry Operators in the team. It is
proposed that there should be six Data Entry Operators in the Team to assist
the SeMT.
The detailed scope of the SeMT is mentioned in Section 3 of this report. To
summarize, the SeMT should broadly cover areas like :
• Finalizing State’s e-Governance Architecture and its various
components, such as network, databases, hardware, manpower, etc.
• Finalizing State’s e-Governance Policy & Legal Framework, inclusive of
Security
• Policies, Data Entry/Conversion & Management Policies, etc.
• Institutionalizing requisite processes and tools for effective Program
Management of all e-Governance Initiatives
• Facilitate the creation and management of State’s Core ICT
Infrastructure, including the SWAN, Data Centers, Service Delivery
Channels, etc.
• Managing various interdependencies, overlaps, conflicts and issues
across projects and for core and support infrastructures
• Assisting various Departments of the State Government in efficiently
conceptualising, undertaking, managing and maintaining their e-
Governance Projects
Program Management Wing
Technology Management Wing
Change Management Wing
Chairman SeMT (IT Secretary)
Member Convener SeMT (Director)
Finance Management Wing
Chief Executive Chief Technology Sr. resource for Senior Bureaucrat Officer (1) Officer (1) Government Process from department