e Governance

Project ReportOnE-GovernanceSubmitted in partial fulfillment of requirement of Bachelor of Business Administration (B.B.A) General

BBA VIth SEMESTER (B) (E)BATCH 2012-2015

Name of guide: Ms. Mugdha Sehgal Name of Student: Manoj Pawar

Designation : Asst. Professor Enrollment no.:09924501712

JAGANNATH INTERNATIONAL MANAGEMENT SCHOOLACKNOWLEDGEMENT

Success is an effort bounded activity that involves co-operation of all.I hereby take the opportunity to express our profound sense of gratitude and reverence to all those who have helped and encouraged us towards successful completion of the Project Report. I would like to thank our Project Guide Ms. Mugdha Sehgal for her immense guidance, valuable help and the opportunity provided to me to complete the project under her guidance. I would liketoconvey myheartfelttomyfacultyforthe trust she showed in me in assigning me an important and interesting project by sparing time for me from her busy schedule to discuss and clarify various issue connected with this project, for her friendly advice and the motivation she provided me in the completion of the project.

Last but not the least, my gratitude to great almighty and my parents without whose concerned and devoted support this project would not have been possible.

Date: Place: New DelhiSubmitted by: Manoj Pawar

STUDENTS UNDERTAKING

I hereby declare that I have carried out project on the topic entitled Voluntary Retirement schemes provided by public sector Banks at Jagannath International Management School, New Delhi. I further declare that this project work is based on my original work and no part of this project has been published or submitted to anybody.

(Manoj Pawar)

CERTIFICATE OF COMPLETION

This is to certify that the dissertation/project report entitled Voluntary Retirement schemes provided by public sector Banks carried out by Manoj Pawar is an authentic work carried out by him at Jagannath International Management School under my guidance. The matter embodied in this project work has not been submitted earlier for the award of any degree to the best of my knowledge and belief.

Date: Ms. Mugdha Sehgal (Assistant Professor)

CONTENTS

DescriptionPage No.

Acknowledgement2

Student Undertaking3

Certificate of Completion4

List of Tables6

Executive Summary7

Introduction to topic :E- Governance Objectives of E- Governance Origin in India Services of E- Governance Challenges Impact of Technology Swot Analysis E- Governance Project MCA 21 NeGP E- Governance and its relevance to India9

Research Methodology55

Findings & Inferences60

Recommendations and Conclusion72

Bibliography78

LIST OF TABLESS.No.DescriptionPage no.

(1)57

(2)59606162636465

(3)676869707172737475767778

(4)

798081828384

(5)85868788

EXECUTIVE SUMMARY

The project work is pursued as a part of BBA (General) Curriculum at Jagannath International Management School, Delhi.

E-governance stands for `electronic governance or the use of ICT (information and communication technology) to improve the delivery of government services to citizens (G2C), businesses (G2B) and other government agencies (G2G). (G2G).

E-governance helps in integrating and simplifying government services, reducing the time citizens and businesses spend obtaining/submitting information from/to the government, increasing government transparency by cutting down corruption, improving government finances through enhanced revenue collection and cost reduction, and improving the business environment in the country for private sector development and to enhance foreign direct investment.

E-governance is a tool for achieving good governance and is not an end in itself. In good governance, public processes and institutions produce results that meet the needs of society while making the best use of resources at their disposal. It also requires that the institutions and processes try to serve all stakeholders within a reasonable timeframe. And e-Governance is what helps the government achieve this goal. It allows citizens to communicate with the government, participate in the governments policy-making and reflect their true needs.

Achieving success in e-Governance requires active partnerships between government, citizens and the private sector. The e-governance process needs continuous input and feedback from the `customers the citizens, resident, businesses and officials who use electronic public services. Their voices and ideas are essential to making e-Governance work. Hence e-governance has to be a shared vision with all the stakeholders government and non-government participating in defining this vision. For e-governance initiatives, the three Ps public-private partnership (PPP) are a must. The PPP model of development focuses on collaboration between the public and the private sector. It recognizes the importance of the private sector in reaching development goals by promoting business, creating income, providing jobs as well as developing a sense of corporate social responsibility. The public and the private sector recognize overlaps of their goals, see the opportunities for cooperation, and work side by side in mutual projects

CHAPTER I INTRODUCTION TO THE TOPIC

It is a way for governments to use the most innovative information and communication technologies, particularly web-based internet applications, to provide citizens and businesses with more convenient access to government information and services, to improve the quality of the services and to provide enhanced democracy.Imagine a situation in which all interaction with the government can be done through one counter 24 hours a day, 7 days a week, without waiting in lines at government offices. In the near future this is possible if governments are willing to decentralise responsibilities and processes and they start to use electronic means such as the Internet. Each citizen can then make contact with the government through a website where all forms, legislation, news and other information will be available 24/7. Of course, at first the front office will retain several communication channels, such as physical counters, telephone, e-mail and Internet to serve everyone properly, but this will change dramatically in the next few years.In Europe and the USA, commercial banks already work according to this concept. Only in a few very special situations one has to go to a physical counter. Most transactions can be done at either an ATM, by mail or by the Internet, which has saved banks an enormous amount of costs. In other words, they do more work, with less people, in less time and with less and smaller offices: They use the Internet.Government, as a collector and source of information, may also follow this trend, in order to serve its customers (citizens, businesses, and other interest groups) better and to save costs by making internal operations more efficient.

OBJECTIVES OF E-GOVERNANCE

The strategic objective of e-governance is to support and simplify governance for all parties - government, citizens and businesses. The use of ICTs can connect all three parties and support processes and activities. In other words, in e-governance uses electronic means to support and stimulate good governance. Therefore the objectives of e-governance are similar to the objectives of good governance. Good governance can be seen as an exercise of economic, political, and administrative authority to better manage affairs of a country at all levels, national and local. To have transparency, efficiency, accountability in public governance. To provide the cost efficient services to the customers. To ensure adequate help to the common man under e-commerce services. To have a unified data tracking system for the public. Creating a better business environment. Customers online, not in line. Strengthening good governance and broadening public participation. Improving the productivity and efficiency of government agencies. Improving the quality of life for disadvantaged communities.

External strategic objectives. The external objective of e-government is to satisfactorily fulfil the publics needs and expectations on the front-office side, by simplifying their interaction with various online services. The use of ICTs in government operations facilitates speedy, transparent, accountable, efficient and effective interaction with the public, citizens, business and other agencies.

Internal strategic objectives. In the back-office, the objective of e-government in government operations is to facilitate a speedy, transparent, accountable, efficient and effective process for performing government administration activities. Significant cost savings (per transaction) in government operations can be the result. It can be concluded that e-governance is more than just a Government website on the Internet. Political, social, economic and technological aspects determine e-governance.

Origins in IndiaE-governance originated in India during the seventies with a focus on in- house government applications in the areas defence, economic monitoring, planning, electronic file handling, public grievance systems, service delivery for high volume routine transactions such as payment of bills, tax dues etc.Thanks to e-savvy Chief Ministers like Chandrababu Naidu and S.M. Krishna, e-governance has become the buzzword for political success and the key enabler to facilitate reforms.The concept of e-governance has its origins in India during the seventies with a focus on development of in- house government applications in the areas of defense, economic monitoring, planning and the deployment of IT to manage data intensive functions related to elections, census, tax administration etc. The efforts of the National Informatics Center (NIC) to connect all the district headquarters during the eighties was a very significant development. From the early nineties, IT technologies were supplemented by ICT technologies to extend its use for wider sectoral applications with policy emphasis on reaching out to rural areas and taking in greater inputs from NGOs and private sector as well.

SERVICES OF E-GOVERNANCEThe major types of e-government services: Government-to-Citizen (G2C) - Activities between Government to citizens Government-to-Business (G2B) - Government sells product & services to business Government to Non Profit (G2N) - Government provides information to nonprofit organizations Government-to-Employee (G2E)- Services to Government employees Government-to-Government (G2G)- Exchange of information among different authorities

ADVANTAGES OF E-GOVERNANCE It makes the government more result oriented, efficient, citizen centered and easy access to information. To citizens and businesses, e-government would mean the simplification of procedures and streamlining of the approval process. To government employees and agencies, it would mean the facilitation of cross-agency coordination and collaboration to ensure appropriate and timely decision-making. Democratization & Environmental Bonus.

BASIC REQUIREMENTS FOR E-GOVERNANCE High and affordable information and internet infrastructure within government ministries, private sector and citizens Extensive ICT human capacity development Legal framework that recognizes & supports digital communication

CHALLENGESWho pays for e-government? (FUNDING)E-Governance is very capital intensive and no donor or consortium of donors can fully fund e-governance program.Private sector is the major beneficiary of e-governance through increased access to government e-procurements and e-services. It can play a major funding role to subsidize e-governance products. PPPs : A Viable modelEnsuring wider public use of e-government servicesMany citizens do not use e-government for several reasons, among these are unfamiliarity with ICT, lack of access, lack of training, and concerns about privacy and security of information.Economic Issues: Minimum Costs so as to guarantee good cost benefit ratio, reusability - nation wide plan.

Major Areas of Implementation Public Grievances Rural Services Police Social Services Public Information Agricultural Sector Utility Payments Commercial

IMPACT OF TECHNOLOGYThe use of ICT means in Governance has impact on the following aspects:

24/7 Service ModelSystems and processes have to be adapted to a completely new service model. Intake processes are made self-service and even in the middle of the night a citizen should get an immediate (automated) response about the status of the application. Citizens expectations towards governments response times will change because of the new communication medium.

Need for ContentWebsites consist of content (information). Governments will have to collect (buy), produce and update content daily.

Human ResourcesEffective use of ICTs in an organisation requires training of people. People should feel comfortable with the tools they can use otherwise they will return to their old working patterns and habits. Maintaining technological infrastructure requires IT skilled resources. Governments will have to compete with the private (commercial) sector to recruit the necessary IT skilled people.

SecurityJust about any computer system is vulnerable to external attacks. As the government moves its core processes (information, communication and transactions) to the Internet it is becoming far more vulnerable. Internet increases the number of entry points exponentially. Protection is possible with anti-virus software, firewall at gateways, encryption technology, and authentic identification tools.

PrivacyGovernments possess detailed information about citizens and businesses, which is often held in multiple offices on many different computer systems (or still in paper files). The integration of data can result in situations where the privacy of individual citizens is in danger. It is the responsibility of the government to restrict the utilisation of private information, and secure such information from access by unintended parties. Due to public concern regarding privacy several countries have already passed data protection laws.

IT DepartmentWith the implementation of e-governance IT is becoming more and more important in government operations. The need for a professional IT department will inevitable increase, not only during implementation, but also for maintenance of software, hardware and infrastructure.

SWOT-Analyses E-Governance

The SWOTs are kept at a high level. Going into detail would be a problem because situations vary for each country, for each moment and for each e-governance solution.

Political AspectsPolitical aspects related to e-governance are e.g. the formulated strategy and policy, laws and legislation, leadership, decision making processes, funding issues, international affairs, political stability. Political aspects Implementation and maintaining of e-governance solutions

StrengthsWeaknessesOpportunitiesThreats

Combination with democratization reforms

Internet as pull factor

Modern image Budget

Cyber laws not available

No problem owner withinGovernment

No expertise abouttechnology

Slow decision makingprocess

Hierarchy in organisations

Short term approach dueto elections

Integration and reform Raise external funding

Show competitive edge

Transparency causes

Natural change ofprocesses

Reinvent government Bureaucracy

Piracy, misuse

Corruption

Maintaining disorder,no transparency

Political instability

Resistance

Table 1.1

Social AspectsExamples of some of the social aspects related to e-governance are people, (level of) education, employment, income, digital divide, rural areas vs. cities, rich vs. poor, literacy, IT skills.Social aspects Implementation and maintaining e-governance solutions

StrengthsWeaknesses OpportunitiesThreats

People eager to learn

IT skills

Skilled people

possible export product Basic education poor:trainers needed

No IT literacy

Low literacy

Different languages

Public acceptance ofself-service models

Skill shortage: competition with private sector Employment increases

Education systemimprove

People learn structuraljob

Cheap manpower widely available

Promotion of internet

Better healthcare Brain drain IT skilled people after training

Resistance of people

Digital divide Privacy

Table 1.2

Economic AspectsEconomical aspects related to e-governance are funding, cost-savings, business models, e-Commerce, spin-offs of e-governance.

Economic Implementation and maintaining e-governance solutions

Strengths WeaknessesOpportunitiesThreats

E-Governance goodargument for externalfunding

Transparency forBusinesses (procurement) Investors

Budget control Cost efficiency throughe-governance

New business

More efficiency tax revenues Corruption

Table 1.3

Technological AspectsTechnology will be a bottleneck for e-governance in developing countries. Technological aspects involve software, hardware, infrastructure, telecom, IT skilled people, and maintenance, safety and security issues.

Technological aspects Implementation and maintaining e-governance solutions

StrengthsWeaknessesOpportunitiesThreats

Everything is new: no negative legacy

Leapfrogging possible Internet as driving (pull) factor

Lack of IT standards?

Shortage IT skilled people

High cost of internet

Heterogeneous data

Lack of IT standards?

Costs of softwarelicenses 2nd hand hardwareavailable

Use onestandard Dependency oftechnology

Table 1.5

E-Governance Project MCA-21

Ministry of Company Affairs - MCA21 ProjectMinistry of Company Affairs, is primarily concerned with administration of the Companies Act, 1956, other allied Acts and rules & regulations framed there-under mainly for regulating the functioning of the corporate sector in accordance with law. In the Indias first e-Governance initiative called MCA21, Ministry of Company Affairs, has embarked upon the magnificent task of total re-engineering process of corporate governance across India. By taking the all-important step, MCA had placed the assignment to TCS and CMC, for country-wide implementation of the e-Governance project, which covers : IT implementation, site-engineering, business process transformation, e-filling, Digitisation of physical corporate records, Training to the staff and Computerisation of the Establishment Functions of the department itself of activities of the corporate governance re-engineering, into 21st century.

MORE ABOUT MCA-21 PROJECT

MCA21 project has been implemented at 20 Registrar of Companies offices across Country. Over 60 Million physical record as pages were completely digitised and wide range of filling form templates were transformed into e-filling system, to facilitate the process of routine filling activities of the companies. CMC - ITES strategic business unit played most significant role, by implementing digitisation project simultaneously at 20 ROC locations across country, where IT set-up for digitisation, was established in terms of Hardware: Servers, Desk-top systems, Networking components, Software: RDBMS, imaging and quality control tools and Manpower to deliver quality output to the customer. More than 1500 skilled staff members were deployed to complete the task, ahead of schedule. The critical activity of directors and company data updation enabled access to the valuable data to the stake-holders. MCA21, Indias largest e-governance initiative by the Ministry of Company Affairs is a flagship program executed on a PPP (Public Private Partnership) Model .It involves design, implementation, owning, operating the system. Sixty million company records have been digitized at over fifteen ROC centers (Registrar of Companies) across India in a record time. The MCA21 portal enables e filing of returns by companies for fulfilling statutory obligations. It also provides PKI based digital signatures for directors for online registrations.

Transformational Services of Ministry of Corporate Affairs

I. Digital Signature Certificate (DSC)The IT Act, 2000 provides for use of Digital Signatures on the documents submitted in electronic form in order to ensure the security and authenticity of the documents filed electronically. This is the only secure and authentic way that a document can be submitted electronically. As such, all filings done by the companies under MCA21 e-Governance programme are required to be filed with the use of Digital Signatures by the person authorised to sign the documents.

II. One can fill Online form for Director Identification Number

III. Register Digital Signature Certificate

Role check for Indian companies is to be implemented in the MCA application. Role check can be performed only after the signatories have registered their Digital signature certificates (DSC) with MCA. Once the role check is implemented, system shall verify whether the signature on the e-form filed, is of signatory of the company.

IV. eFilingThe Ministry of Corporate Affairs has introduced the MCA21 e-Governance programme with a view to providing all services relating to ROC offices on-line in e-Governance mode. All filings from September 16, 2006 can be done only under the Digital Signatures of the authorised person (MD/ Director/ Company Secretary as the case may be). There are various channels available to stakeholders to enable them to do the statutory filing with ROC offices across the country:

The Virtual Front Office through www.mca.gov.in portal Registrars Front Offices set-up under the Project and Managed & operated by the Operator(53 all over India) Certified Filing Centers managed and operated by the Professionals on user charge basis (550 plus centers approved all over India at 85 cities).

V. Annual eFilingAs part of Annual eFiling, Companies incorporated under Companies Act, 1956 are required to efile the following documents with Registrar of Companies (RoC): Balance-Sheet Profit & Loss Account Annual Return Compliance Certificate

VI. Company Master Data and Charge DocumentsThe Company Master Data and Charge data has been migrated from the legacy system. There are possibilities that the Company Master Data and Charge Data are incorrect. The facility of correction of Master Data has been made available without any charge. However, this facility, without any charges, would be available only for a limited period of time (up to 31 March 2009). Accordingly, all the companies are requested to view their Company Master Data and take appropriate steps. A similar facility has also been made available in respect of the 'Register of Charges' for the companies by clicking on to the 'View Index of Charges'.

Scope of WorkMCA21 program scope provides, anytime anywhere electronic services with speed and certainty to all the stakeholders. It includes: Design and development of business application system Setting up of IT infrastructure across India Setting up the Digital Signature/PKI delivery mechanisms and associated security requirements Setting up of Physical Front Offices ( PFOs ) Setting up of temporary FOs for the peak periods to meet with requirements and subsequent shutdown of temporary FOs at the end of such peak periods Migrating legacy data and digitization of paper documents to the new system Providing MCA services to all MCA21 stakeholders in accordance with the Service Oriented Approach Providing application training at all levels and all offices (Front and Back Offices) Automation of processes related to the proactive enforcement and compliance of the legal requirements under the Companies Act, 1956. Implementation Phase of 1 year, followed by business operation services for 5 years.

ChallengesDigitisation of approximately 60 million pages pertaining to 0.6 million active companies across India in 6 months . The digitisation Includes document imaging , meta data entry and conversion of TIFF images to PDF. Setting up of front offices at a short time frame, setting up infrastructure for implementation of the portal with digital signatures etc within a very challenging time frame.The prestigious project experienced, challenges in terms of following issues :A. Organisation re-engineering from manual to automated systemsB. Digitisation of physical company records, located at distributed customer sitesC. Resource mobilisation of large number of systems and qualified engineers across country, within a short time-frameD. Building large number of offices at multiple locations

The MCA 21 project is an outcome of the MCA's quest for simplifying forms, making forms e-centric, promoting online transactions, and reaching out to stakeholders in an economy that is growing fast and adjusting to the demands of globalization. MCA 21 services are available 24X7 anytime and anywhere through MCA Portal. With more information in its database. Until recently, corporate representatives were required to visit ROCs just because most transactions were paper-based, leaving little or no room for value-added services. Procedures relating to sorting, storage and retrieval of paper-based records were cumbersome and time-consuming.

Due to manual collection of information and verification processes, long queues were inevitable at official counters. During the peak season (Oct-Dec), the situation used to become unmanageable. The process of obtaining information was time-consuming for stakeholders, while the information the erstwhile system yielded was often inaccurate or outdated. The MCA21 covers a network of 25 MCA offices across the country, with more than eight Lacs registered companies. E-filing of all documents is mandatory since September 16, 2006, with the amendment in Companies Act mandating use of digital signatures of companies' authorized representatives. The new system enables payment of statutory fees through off-line as well as on-line modes. As of July 20, 2007, the portal registered an average of 17 lakh hits per day. The e-filings till then totaled 23.77 lakhs.

CMCs Approach and SolutionA robust infrastructure has been built comprising of high-end server farms, advanced networking equipments, communication links, skilled manpower resources at the central repository at DC based at Delhi. To handle disaster management, a back-up system has also been put-up as DR center in Chennai.The approach was driven on the fundamental measures, to ensure following parameters e.g.1. Scalability2. Availability3. Maintainability4. Manageability5. Business continuity6. Security7. Multi-platform support8. Multi format support9. Offline form filling support10. Data migration & Document migration11. Standards & guidelines12. User training13. System & Network administration training

AchievementsOver 1000 highly skilled IT professionals have been associated in the MCA21 project to deliver the best results, to the customer. MCA21 seeks to fulfill the requirements of the various stakeholders.

The key benefits of MCA21 project are as follows:

Expeditious incorporation of companies Simplified and ease of convenience in filing of Forms/ Returns Better compliance management Total transparency through e-Governance Customer centric approach Increased usage of professional certificate for ensuring authenticity and reliability of the Forms / Returns Building up a centralized database repository of corporate operating Enhanced service level fulfillment Inspection of public documents of companies anytime from anywhere Registration as well as verification of charges anytime from anywhere Timely redress of investor grievances Availability of more time for MCA employees for monitoring and supervision

The NeGP: The NeGP stresses upon ICT as a platform for the rural communities to leapfrog some of the traditional barriers to development by improving access to information, expanding their market base, enhancing employment opportunities and making the Government work better. The NeGP recognizes and supports the need for rural India to take advantage of knowledge-intensive techniques for sustainability. The NeGP is an enormous step towards making the Government accessible to citizens, in ways that can not only save huge costs to the Government but also make it more transparent and efficient in its day-to-day interactions with the common man. To that effect, the role of the Common Services Centers, envisaged as the front-end delivery network for Government services assumes great significance.

Given below illustrates the Three Pillar Model for the NeGP:NeGP - The Three Pillar Model

Figure 1.1

There are different components of National E-Governance Scheme.The Common Services Centers (CSCs): CSCs are envisioned as the front-end delivery points for Government, private and social sector services to rural citizens of India. The idea is to develop a platform that can enable Government, private and social sector organizations to integrate their social and commercial goals for the benefit of rural populations in the remotest corners of the country through a combination of IT as well as non-IT services. CSC as a Change Agent: The CSCs cannot be seen as mere service delivery points in rural India. The CSC has to be positioned as a Change Agent - that will promote rural entrepreneurship, build rural capacities and livelihoods, enable community participation and effect collective action for social change - through a bottom-up model that focuses on the rural citizen. ICT in isolation cannot undertake such monumental socio-economic change. However, Rural Entrepreneurship driven by Government, Private and Social sector agencies, and supported by continuous capacity building and training has the power to undertake dramatic changes in rural incomes as well as attitudes. The intensity of national goals fueled by local entrepreneurial vigor can act as a powerful catalyst to empower rural India. Public Private Partnership (PPP): To undertake such a mammoth task calls for participation of leading thought leaders and agencies involved in rural markets. It is proposed that a Public Private Partnership model can undertake this challenging task in the most effective way. A PPP is a facilitating framework that enables sustainable development by effectively leveraging limited public funds, integrating scale with efficiency; reducing life cycle costs, harnessing national resources and looping best practices, to achieve a social purpose. A PPP provides a format in which all the important stakeholders are incentivized to come together in achieving the community development goals enshrined in the project. To that effect, a PPP framework is more than a Joint Venture.

The PPP Framework (Figure:1.2)

The CSC Structure: The Draft Framework outlines a 3-tier structure for the CSC Scheme: a) At the first (CSC) level would be the local Village Level Entrepreneur (VLE- loosely analogous to a franchisee), to service the rural consumer in a focused cluster of 5-6 villages. b) At the second/middle level would be an entity termed the Service Centre Agency (SCA loosely analogous to a franchiser) to train, manage and build the VLE businesses

c) At the third level would be the agency designated by the State- the State Level Agency (SLA) - to facilitate implementation of the Scheme within the State, to provide policy, content and financial support to the SCAs A Program Management Agency (PMA) was appointed to assist the DIT in Phase I i.e. The Project Development PhaseThe National Level Service Agency (NLSA): There are significant challenges in exploiting opportunities to achieve economies of scale in the identification, customization and implementation of the physical and digital infrastructure required for the project. Further, many of the potential citizen-centric services would lend themselves to aggregation at the national level. To enable the State-specific implementation plans and benefit from such economies of scale, aggregation of best practices, content providers, etc., it is expected that the PMA extend its role to a National Level Service Agency (NLSA) and continue with the project for another 30 months.

The Special Purpose Vehicle (SPV): In addition to the NLSA, an SPV has been proposed for the day-to-day monitoring of the CSC Scheme, in terms of financial support, content aggregation and SCA enablement. It is suggested that the SPV would be set up during the initial implementation phase of the Scheme, but it is essentially an entity created to be an integral part of the CSC framework in-perpetuity. The SPV would undertake the following key roles and responsibilities: a) Lay down operating and financial disciplines within the CSC system b) Provide a framework for collaborative decision making process c) Catalyze content aggregation on an on-going basis d) Build a common Identity between all stakeholders to the citizens as well as lenders

Building Awareness about the Scheme Reaching out to the stakeholders: The implementation strategy at the State level would need to address the respective States needs and to a certain extent be in line with the ongoing initiatives. Accordingly, over the last six months, various steps have been taken to sensitize the State Governments on the concept, business model and other related aspects of the CSC Scheme. A brief outline of the action plan for implementation of the scheme was discussed with each of the State Governments. Based on the feedback received through interaction with the States, broad parameters for implementation of the Scheme have been outlined in order to formulate a state specific approach for implementation in a majority of States. In a few states like Gujarat, Rajasthan, Tamil Nadu and Kerala existing initiatives need to be factored in. An Approach Note for each State has been developed with an aim to outline a roadmap of CSC implementation taking into account the ongoing initiatives that are being carried out in various States.

Interactions have also been held with various Chambers of Commerce at local level as well as Corporates, NGOs and other stakeholders including content and technology providers. Seminars have been held at Regional / State Levels to create awareness amongst the potential Service Centre Agencies (SCAs) to enable them to understand the project and to encourage them to bid for the Expression of Interest (EOI) issued by the DIT, GOI. The need for a broader base: a) Existing Projects: By some estimates, there are as many as 150 existing rural PC-kiosk projects across India, with approximately 12,000 rural kiosks operational. Reflecting the Nations diversity, these initiatives differ in goals, models, operating paradigms, and geographical distribution. A variety of entities are associated in running these projects, large enterprises, entrepreneurs, universities, Government, and NGOswith motives ranging from driving commercial profits, to achieving socio-economic development or streamlining government processes.

b) To that effect current kiosk projects can broadly be split into three categories: i) Commercial initiatives run by private enterprises; ii) Community-oriented entrepreneurial projects; iii) Government-led initiatives. However, barring a limited few, the ability of the current kiosks to scale up and provide effective service delivery has been hampered by various challenges as listed below: i) Lack of Financial Support ii) Limited End-to-end e-Government Services iii) Limited Sharing of Best Practices iv) Lack of Awareness amongst Users v) Limited Capacity Building and Training vi) Inability to Leverage Economies of Scale vii) Limited bouquet Content & Services .

Widening the Search: Consequently, whilst the operational expertise of existing kiosk businesses is invaluable, there is a need to look beyond the current operators and involve organizations across sectors outlined below: a) Domain Expertise: Strong organisations in various domains such as banking, telecom, agriculture, rural development, education, health etc. can bring their domain specific expertise into the CSC business. Each of these organizations will not only help improve the sustainability of their CSCs but they can develop best practices in their domains for other SCAs to replicate. b) Channel Integration: SCAs which can build the CSC business as an extension of their existing businesses have a better chance to achieve sustainability.

c) Understanding of local issues and ground realities: Organisations like SEWA which have a network of over 684,000 members can bring in tremendous value in terms of local knowledge and innovations in the CSC ecosystem. d) Sound financial and managerial resources: Initiatives backed by large corporations tend to be independent and self-reliant. The possibility of their projects to endure in the long term is higher, because of their business and financial expertise. It is also important to have organizations from diverse segments and commercial interests (like corporate houses, PSUs, SMEs, entrepreneurs, training institutes, NGOs, SHGs, co-operatives, etc.) in the ecosystem so that the entire ecosystem can leverage the core competencies of the participants. Organizations with complementing skills could also form consortiums for effectively leveraging their strengths. For example, a corporate with adequate financial resources and business acumen associating with an NGO which has the relevant understanding of local issues, adequate geographical reach and social acumen can bring their core-competencies together for developing a sustainable CSC business.

Expressions of Interest: More than 2300 organizations from across the country and with diverse backgrounds responded to the DIT advertisement, inviting potential SCAs to express their interest in the CSC Scheme. Exhibit 4 shows the State-wise total number of applicants who have shown an interest in establishing CSCs, with specific location preferences.

Areas of prior experienceCategory Areas of experience

Vocational training Community polytechnic

Conducting EDP and skill-based training programmes

Conducting vocational training programmes

Training & counseling Aptitude test and career counseling

Conducting training for farmers

SHG & micro finance Empowerment of tribal women, through SHG formation

Micro finance for the rural poor

Outsourcing Business Process Outsourcing (BPO) activities

Running call centres and Help Desk services

IT related Computerization of banks

Digitization of Gram Panchayats

Land records computerization & workflow automation

Smart Card based vehicle registration project

Income generation e-commerce for local women entrepreneurs

Entrepreneurship development programme

Handicraft training programme

Income generation programme

Health Telemedicine

Establishing ICT kiosks Community information centre project

Kisan Soochna Kendra

Environment Animal welfare activities

Horticulture training

Education Basic computer education

Distance education /tele-education

Offering alternative & innovative education

Awareness generation Programmes Awareness generation programmes

Conducting adult educational programmes

Table 1.6

Distribution of applicants in terms of number of States selected

No. of States Selected No. of Applicants % of Applicants

All 35 States 7 0.6%

20-34 States 14 1.3%

10-19 States 33 2.9%

5-9 States 44 3.9%

2-4 States 138 12.3%

Only 1 State 884 78.9%

Total 1120

Table 1.7

Determining the number of CSCs: The mandate of the CSC scheme is to establish 100,000 rural kiosks across the country with an equitable distribution. That could normally be taken to imply standardization on the population covered by each CSC. As reflected in the Financial Model, discussed in a later part of the note, a CSC would ideally need a catchment population of 7,000-8,000, to be viable. If the 100,000. centers were to be allocated based on this norm, the distribution of CSCs across States would be as reflected.

State Level Agency: Each State Government was requested to identify a State Level Agency (SLA) and a Nodal Officer to represent the State and provide all state level support for smooth implementation of the CSC scheme. As a State Government representative, the SLA is expected to provide the necessary policy level support to the CSC Scheme. Such support can come in the form of affirmative action through various state policies to develop a sustainable framework for regulation, promotion and ramp up of e-Government and private sector services. Essentially, the role of the SLA would primarily be to: Facilitate e-readiness of the State Provide policy and regulatory support Facilitate integration of the existing ICT enabled Government schemes into the CSC Scheme. Help identify CSC locations Coordinate and facilitate interactions with various internal departments Coordinate and network with other concerned state level entities Select Service Centre Agencies (SCA) Facilitate training and capacity building Facilitate awareness campaigns Facilitate the SWAN interface Link state government schemes with CSCs Catalyse roll out of G2C applications by individual state departments, district administrations, other local bodies.

Determining the Content and Services Stack for the CSCs Understanding the Needs: Rural India has several unmet needs. Be it education, health, agriculture or finance, rural India has very limited or even no access to quality services and necessary financial support to avail them. Therefore, merely driving any content and service into the CSCs will be risky in the long-term. What is needed instead is a model that can build disposable incomes while providing world-class services at affordable costs.Prospective Key Government (G2C) Services: Land records Registration of vehicles Issue of certificates/ Government schemes Employment exchange Ration cards Electoral services Pension schemes Road transport Public grievance Utility/ Telephone Bills (Government undertakings)

Prospective Business to Consumer (B2C) servicesCommercial Services Digital Photos Web surfing Photocopy DTP Email/Chats CD Burning Typing Printing Games Forms downloads/Estimates Utility/Telephone Bills (private enterprises)

Prospective e-Commerce/online services Railway Tickets Astrology Matrimonial Shopping Resumes

Prospective Education Services IT Education English Skills Training Tuitions

Prospective Entertainment DTH - Community TV

Prospective Telemedicine Primary Healthcare

Prospective Agriculture Services Agriculture-inputs Agriculture -loans Agriculture -consulting and training

Prospective Business-to-Business services (B2B)

Advertising & Promotion Services Space marketing of Jan Seva Kendra Promotions

Data Collection Services Research Data collection Data Entry

Distribution Services FMCG Products

Financial Services Loans/Deposits Referrals Insurance, etc.

Usage Patterns of Services in the State

Agricultural procurements Presently most farmers procure their farming inputs from multiple locations. The large farmers buy branded products from State Government Co-operatives, which provide seeds, fertilizers and information, but the availability of seeds and fertilizers is limited to about 30% of the total demand. Krishi Samitis provides seeds to some of the farmers. Good quality seeds are also available at Agricultural University Outlets, which are 2 3 in each district, but the travel time and cost has to be incurred. For the small and marginal farmers most of the inputs are from the numerous small shops in nearby town mandis, and it is this section of farmers, who really require the Jan Seva Kendra services, to save transport costs and multiple visits.Agricultural consultancy & marketing facilities to the farmers for their produceAlthough Kisan Seva Kendras are present, they do no real work, and no relevant literature on various consultancy requirement are also available with them.. These centres mostly act as distribution centres for branded seeds. Consultancy is mostly required on the dos and donts of using different hybrid seed varieties for different crops.Vocational education:- In different parts of Uttar Pradesh, a variety of skilled but labour intensive handicraft work is done. The villagers of Uttar Pradesh demand training to undertake such work in efficient and cost effective manner.

Basic computer training It is lower than the national average. Unless the kiosks provide some placement assistance to the youths undertaking Basic computer training there will be no meaning to provide such a service through kiosks.

All tuitions Due to the poor performance of the board examination students, tuition classes are plentiful for classes IX, X, XI and XII. However, as the students mostly travel 2 3 km on bicycle to access the classes in nearby towns or kasbas, they would prefer availing them from the Jan Seva Kendra.

Forms and mark sheets (all downloads)Although current level of usage relating to download of forms and mark-sheet is quite low, yet they rural masses have expressed willingness to use such facility once available through Jan Seva Kendra.

Tele-medicine The poor infrastructure (only 18% PHCs and 23% subcentres), absenteeism of doctors, dispensing of medicines by pharmacists without due consultation, are all reasons, which make tele-medicine attractive for the villagers.Entertainment - movies Movies are a much favoured entertainment option, but as easily accessible infrastructure is limited, demand for Jan Seva Kendra usage is high for this service.

Internet browsing and email (includes information search)It is lower than the national average.

E-daak It is lower than the national average.

Bio data MakerComputerized, neat bio-data (with soft copies, which are amenable to changes/modifications) are only available at block headquarters at present. In the villages, the typewriterbased bio-data is still made, which is not as neat, and has to be re-made each time, if modifications have to be made. Thus, need for this service is high at the Jan Seva Kendra .

Ticketing - Rail/Road/Air Train ticketing is only available at the districts, which incurs average transport cost of Rs.100 per trip. If the ticketing option is available at the Jan Seva Kendra , information on ticket availability and purchase is facilitated. This is especially relevant for the eastern UP districts, which travel to Maharashtra for migratory work. It is also relevant for a large proportion of households in western UP, who travel to the Gulf countries for work.Long distance Telephony through internet (ISD)The proportion of villagers currently availing ISD services is 14% and the willingness to use such services through Jan Seva Kendra is comparatively high.

Photocopying 19% villagers are currently availing the service of photocopying. The proportion of villagers willing to use such services through Jan Seva Kendra is comparatively low.

Desk Top Printing (DTP) servicesProbably due to unavailability of DTP related jobs in rural Uttar Pradesh, not only the current usage but also willingness to use such services is also comparatively low.

Astrology The present willingness to use is low due to low faith in the authenticity of high-tech; less understood computer generated outputs (due to low literacy levels). The faith is on the universally available local pandit, who is also usually an influential person, and on interactive sessions for any finding favorable dates or solutions to various problems besides developing the usual janam kundli or the horoscope, and allowing customers to clarify content and predictions.

CD burning including CD costIt is lower than the national average.

Digital Photographs passport sizeNot exposed to digital photography, but the need is for photograph shops, which are not very abundant.

Digital Photographs postcard sizeNot exposed to digital photography, but the need is for photograph shops, which are not very abundant.

Soil Testing- Soil testing are required for western UP districts, which practices multi-cropping. Presently facilities are only available at Block level, where test results are generally delayed and therefore become irrelevant.

Land records Are used for crop loan guarantee and for litigation both of which have considerable requirement in UP.

Ration cards issue of newcards/ change of name/change of nameGovernment campaigns for making new rations cards and photo id cards are currently going on, and therefore the willingness to use figures are low.

Bus pass Roads are bad, with little government transport network.Although the demand for bus passes from the Jan SevaKendra is high, little can be done about the same, as mostof the present infrastructure is private bus service.

Certificates available at GP Willingness to use figure are high, as currently certificates

(Birth/ Death certificate) are procured only after speed money is paid, and that toowith multiple visits.

Certificates available outside GP(Residency/caste/income/marriage/power of attorney/unemployment/disability certificate)Willingness to use figure are high, as currently certificates are procured only after speed money is paid, and that too with multiple visits.

Application for New passport/renewal/change of name & addressWillingness to use for passport application is high, as this is a much-required service, especially in areas where there is non-agricultural labour exodus to neighbouring countries (Bangladesh, Nepal and the Gulf countries), and with low literacy, to get a passport made is considered a problem.

Payment of all bills In rural Uttar Pradesh, there is general tendency of notpaying or delaying the payment of bills to future date.

Grievances Land problems, caste conflicts; dissatisfaction among villagers w.r.t existing Government programmes makes this service much sought after if provided through kiosks at a reasonable rate wherein villagers can access this service without much pain..

The Services Model

E-Government Services Market Linkages Education, Healthcare, Agricultural Extension, etcEntertainmentData Collection,Rural BPOs, etc.Save CostsQuality of LifeSocial DevelopmentCreate Income OpportunitiesValue-adds

Figure 1.3

Delivery Network at the Core of a Network of StakeholdersFigure1.4

FinanceGovernmentInfrastructure providersCorporates operating in rural arease-Service providersCommunities/marketsGovernmentNGOsBusinessDelivery networkNetwork orchestratorVillagekioskRegionalhubAgro-businessConsumer productsPolicy,funding

Common Services Centres: Impact On Rural Livelihood Good Governance Empowerment Equal Opportunity Human Development Income / Employment Generation

E--GOVERNANCE AND ITSS RELEVANCE TOO INDIA.

India is a land of diversity. This diversity spans across culture, tradition, language, geography and the economic condition of the people. It is a nation that has a significant number of people who are below the minimal socio-economic benchmarks. This includes rural and urban poor, women in rural areas, street children, people belonging to historically disadvantaged castes and people living in less developed areas. The vulnerability of these sections of society has increased with globalisation and this section is prone to become even more marginalized - economically and socially. Successive governments have committed themselves to addressing these divides, but effective implementation of various economic development programmes aimed at individuals belonging to these sections of society has proved an elusive goal. Government of India (GoI) recognizes that e-Governance, in the context of developing countries, provides an excellent opportunity for improving governance. Used imaginatively, it is a trigger for introducing various administrative reforms. These changes could not only go a long way in improving the quality of life of these sections of society, but could actually provide them more equitable access to economic opportunities than ever before. In this context, the Government of India views e-Governance as a strategic tool for transforming Governance and improving the quality of services provided by the government to its people. Indias experience in e-Governance / ICT initiatives has demonstrated significant success in improving accessibility, cutting down costs, reducing corruption, extending help and increased access to un-served groups. In this phase of experimentation, e-government initiatives have reached millions of people belonging to these sections of society. Improved access to information and services has provided economic and social development opportunities, facilitated participation and communication in policy and decision-making processes and empowerment of the weakest groups. This has led to fostering a sense of ownership and building of social capital, which in turn, constitute a basis for local revitalization. The Government of India, in various forums, has indicated its commitment to provide efficient and transparent government to all strata of society. E-Governance is now mainly seen as a key element of the countrys governance and administrative reform agenda. The Government of India aspires to provide: Governance that is easily understood by and accountable to the citizens, open to democratic involvement and scrutiny (an open and transparent government) Citizen-centric governance that will cover all of its services and respect everyone as individuals by providing personalised services. An effective government that delivers maximum value for taxpayers money (quick and efficient services)

Hence the Government of India views e-Governance as a vehicle to initiate and sustain reforms by focusing on three broad areas:3 Governance Transparency Peoples participation Promotion of a democratic society

Public services Efficient, cost-effective and responsive governance Convenient services to citizens and businesses Greater citizen access to public information Accountability in delivery of services to citizens Management Simplicity, efficiency and accountability Managing voluminous information and data effectively Information services Swift and secure communication While pursuing these goals, it is recognized that the motivations and imperatives for adopting e-governance in a developing country like India are vastly different from those in developed countries. Manpower costs and constraints were among the imperatives driving technology induction in developed countries. Further, the advent of ICT in governance preceded the emergence of the Internet. Hence one of the main challenges in these countries was to integrate heterogeneous backend computer systems through complex middleware to leverage the Internet and achieve integration of services. By contrast, in countries like India, there was hardly any significant back end computerisation in government before the advent of the Internet. Consequently, while planning e-governance projects today, the ubiquity, convenience and power of the Internet can be factored in right from the planning stage itself. Moreover, it is neither the availability constraint nor the cost of manpower that is the driver for e-governance. Primarily, the motivations are higher efficiency, transparency, accessibility and accountability as well as reduction of procedural complexity that breeds corruption. It is also a realization that there is no other way to effectively provide services to a population of over one billion people. Besides, the economic and social environment is very different in India compared with that in a developed country. Per capita income is much lower. Telephone, PC and Internet penetration levels are low in comparison. Availability of reliable electric power supply is still a problem, particularly in rural areas. Universal literacy is still a distant goal. IT literacy is very low, both in absolute and relative terms. India has 22 official languages. Several hundreds of dialects are spoken all over the country. Less than 5% of the population can speak English. Hence e-governance initiatives need to be planned with reference to these ground realities in the country.

E-Governance In India:- Challenges.There are however, numerous challenges. Some of the key areas needing attention are: Clarity in objective setting: Project approval and funding of projects through multiple departmental budgets lead to wide variations in the approach to project objective setting, without a clear focus on outcomes or on building sustainable services. The service needs of citizens/ businesses and those of other departments are often either overlooked or accorded lower priority in relation to internal needs. Very often, objective setting is purely in ICT terms such as computers, networks and so on which are specified in great detail, while government business process outcomes are either not defined or are defined in vague terms that do not lend themselves to measurement post implementation. Ensuring service delivery: E-governance projects have primarily focused on internal process automation and generally are hardware and infrastructure driven (sometimes even vendor driven) with little focus on citizen service delivery or outcomes. Leveraging Private Capital: Experience of successful e-governance initiatives indicates that well structured service-oriented projects can attract private capital linked to explicit service-linked revenues from users or from government. The current system of project formulation, i.e. based on budgetary allocation / grant places little or no pressure on departments to develop project structures that can attract private capital, a goal that necessitates additional rigour and complexity at the project formulation and development stage. Need for Government Process Reengineering: Computerization of inefficient processes can lead to higher rather than lower levels of inefficiency and spiralling cost. Hence, it is essential to undertake process re-engineering as an integral part of e-governance project implementation in order to ensure increased efficiency and reduced costs. Standardization: Departmental approach and absence of a national framework for common standards has resulted in adoption of different technical standards and varied architectures. This has significant implications for designing effective integrated applications and also entails long-term costs and sub-optimal results.

Independent Impact Assessment: In the current system, there is no requirement or institutional mechanism for an independent assessment of projects post-implementation to determine whether they have achieved the set objectives, except in purely financial terms. Further, very few projects have formal performance metrics defined at the start of the project to measure outcomes. Localisation: ICT solutions were mostly developed with an English Language interface. However, in India a vast majority (95%) of the citizens do not know English and use the local language. The fact is that India has 22 official languages; for success of e-Governance, this reality needs to be reflected in the implementation strategy. Internal Capacity/Project Management Expertise: Departments/ states have limited access to any institutional mechanisms for building capacities in the areas of e-governance project development and design, bid process management, professional project management, development of Contractual Frameworks, Service Level Agreements, etc. They also have no means of accessing external (outside Government) competencies that are difficult to procure within the governmental framework.

The Overall E-Governance Action Plan

Figure 1.5

Estimated Revenue Potential: B2C (Table 1.8)

Key B2C Services that would drive footfalls

B2C Services% HHs WTPHHs (APL) per 910 HHsRate per transaction in Rs.Mean No. of transactions per annumRevenue Potential per annum (Rs.)

Web surfing 8%735.006.60 2,402

DTP 5%464.004.67 850

Email/Chats 6%555.004.64 1,267

Health Services 47%42810.004.58 19,589

Forms Downloads/Estimate 9%825.004.41 1,806

Photocopy 44%4000.503.99 799

CD Burning 6%5515.003.86 3,161

Railway Tickets 33%30010.003.85 11,562

Resume upload 11%1005.003.51 1,757

Movies 29%2643.003.00 2,375

Astrology Services 10%9120.002.59 4,714

Sale of Agri-inputs 29%2645.002.16 2,850

Digital Photos 41%3735.002.04 3,806

Agri-consultancy 28%25510.002.00 5,096

Tuitions Classes 29%26450.001.00 13,195

IT Training 21%191450.000.33 28,665

Vocational Training Programs 10%91200.000.33 6,067

CHAPTER 2 RESEARCH METHODSIn this section I have first explained about research philosophy and approaches. In the later part of the chapter a brief and detailed overview of the research design and methodology used by me for this dissertation are provided. RESEARCH METHODOLOGY To get to the stated aim of the research in question a combination of both primary and secondary research is to be carried out. A discussion of the methodology would provide a framework for constructive criticism and replication of the research.The various tools used throughout the research are described in the following section along with a rationale behind choosing each one of those tools. RESEARCH DESIGNResearch design is a conceptual structure within which research is conducted. It constitutes the blueprint for the collection, measurement and analysis of data. Research design is needed because it facilitates the smooth sailing of the various research operations, thereby making research as efficient as possible yielding maximum information with minimum effort, time and money. Research design stands for advance planning of methods to be used for collecting the relevant data and the techniques to be used in their analyses. Preparation of research design should be done with great care as any error may upset the entire project. Therefore it is imperative that an efficient design must be prepared before starting research operations. It helps to organize the ideas in a form whereby it becomes possible to look for flaws and inadequacies.THE CREDIBILITY OF RESEARCH FINDINGIn order to reduce the possibility of getting the answer wrong means that attention has to be paid in two particular emphases on research design: Reliability and Validity. Reliability of the source is very important for the research, which is to be carried out. It is to be seen and understood that the analytical measures will yield the same result as desired in other situations and whether the results obtained will be the same if the same research is carried out by other researchers. Reliability of the source can also be the source of faults and threats for the research like information drawn from the source could be biased, there could be an error of misinterpretation by the observer, or the questionnaire could be full of faults. These tend to raise the questions of how reliable is the source for the research. Thus in the research I have been careful while using the secondary data. Validity on the other hand, is concerned with whether the findings are really about what they appear to be. There is always a great probability of error creeping into the system. A researcher has to be very careful and alert while focusing on his research. He has to make sure the method used to collect data is valid and that the data thus collected is from the reliable source, as the final findings in the research report depends on it. For the research to be a successful it is very important that the researcher has his aim very clear with well-defined set of objectives and some means or guidelines in hand to keep a check on the research for its growth.DATA COLLECTION METHODSThis section describes the various data collection methods used along with the rationale behind choosing them,SAMPLINGThe sampling strategy for this research is largely modeled around the various constraints on the availability of data. The productivity data in organisations is very confidential and in most cases is not publicly available. Therefore, one of the factors which are an important influencer to the sample size is the number of organizations processes from where data could be obtained.The research focuses on the population of the research theoretically would be all the behavior of rural paradigm in the India. it is extremely difficult to ascertain the total population size, which makes using accurate probability sampling not feasible.Keeping those constraints in mind, the sampling used for this research is heterogeneous non-probability sampling. According to Newuman (2000), this sort of sampling is best when using the case study research. Although a statistically accurate sample of the population is not feasible in this research, the sample used is heterogeneous to remove the element of bias to the extent possible. SECONDARY DATAA majority of the data regarding this research was in the form of secondary data. A large portion of the data came from the various sources available such as books, journals and industry reports etc. A description of each source is presented below.SOURCES OF SECONDARY DATAThe exploratory desk research included a wide range of sources including, books, journals, newspapers etc. Journals Journals supplemented the knowledge available from books. Journals are frequently updated and therefore provide insight into the Indian Auto Component Industry. Journals can also be chosen because of the fact that they are the articles, which gives you views and work done on the same field, by other researchers. However, journals might also suffer from biasness in its approach. A researcher just might have taken a different approach or might have overlooked the other side of the coin required in the research. Still journals provide enough insight and material for the research in question here. Thus raising the doubts about how reliable is this source and how valid is the data collected from this source. A researcher needs to make sure about the information gathered is not only valid but also reliable and can be used in the research. If not, then the research will not be a valid research report. Among the sources mentioned above, additional sources of knowledge were trade journals, websites and industry reports. These are the sources for wider coverage of the research. PRIMARY DATA: INTERVIEWSFor the purpose of getting the required information, I proposed to conduct the interview of three segments. One segment will be people in the organization who have the decision-making powers. Second segment will be people who execute the decision taken. Furthermore researchers divide these segments into two main categories. For those organizations who outsource and the other for those who are being outsourced to. Interviews will be both through emails, postal and personal in nature. Use of email and postal is for the targeted interviewees who are not reachable by me in the given timeframe however personal interviews are specially meant for the interviewees like managers or people in the organisation who have the decision taking power. The reason for conducting the interviews is to have the first hand information from the people in question here for the research. Among the different kinds of interviews, semi-structured interviews have been used for this research. It was felt that a structured approach would not be completely appropriate. The nature of relationships is likely to be very different across different organizations therefore; the interviews may require a more flexible approach. On the other hand, the key discussion areas need to be guided by the existing literature and therefore it would be helpful that an interview guide is followed. It may well be the case that some people would prefer not to discuss particular subject areas. There are certain limitations of interviews, which should be made clear. The experiences of each interview subject are personal therefore to generalize the analysis across all organisations would not be scientific. However, keeping this abstract subject of cross-cultural management relationship in mind, it would not have been effective to ascertain the true picture by using an alternative research tool.

ETHICAL CONSIDERATIONS FOR DATA COLLECTIONThe subject of offshore outsourcing is quite volatile in the public domain. Confidentiality and anonymity is therefore, of primary importance throughout this research. In almost all cases, the data collection has only been possible on the condition of anonymity. An attempt is also be made in this research to abide by the ethical aspects on all occasions.LIMITATIONS OF THE RESEARCHFor every research there are restrictions and limitations. Without them the world does not exist. Similarly there are some restrictions in my research work, which could not be controlled. The following were some limitations, which I faced in the making of this research. The study was restricted to only the case of E-Governance Nevertheless all efforts were made to get relevant information for the successful completion of the research. There may be some discrepancies in views as some people might give false information in the Questionnaire, as they might not be interested in filling the form. Firstly I had chosen 100 residents of 3 districts near of for the evaluation of exact needs and requirements of e-governance in INDIA I was able to get all questionnaires filled. The reason being that they all really want to find out what is the exact requirement and their propositions in rural context scenario.

CHAPTER 3FINDINGS & ANALYSISSURVEY RESULTSOver 100 Rural Residents were interviewed and were asked different questions on which their view on E-GOVERNANCE concept was came to know in a much better way.

1. Are you fully aware of National E-Governance Plan.

Figure 1.6

2. Does the model fits for Building rural India into great economy ?Figure 1.7

3. Are you a owner of Common Service Center under NeGP ?Figure 1.8

4. From where did you came to know about this Project ?Figure 1.9

5. Are you aware of the qualification criteria required for taking CSC ?Figure 1.10

6. What was your mindset when you first listened about the project- Rank ?Figure 1.11

7. Do you feel that to the area you belong is well developed ?Figure 1.12

8. Do you think Government is well equipped to provide services in rural areas.Figure 1.13

9. What's your opinion that does Public-Private partnership will really cater needs of rural India ? Figure 1.14

10. Rate the Indian Rural Economy Figure 1.15

11. Rate your key ratings from different services.G2C SERVICES. (Figure 1.16)

B2C SERVICES.Figure 1.17

B2B SERVICES.Figure 1.18

Commercial Services.Figure 1.19

12. For you which is the most important service.Figure 1.20

13. Do you feel the concepts of Telemedicine & E-Agriculture will really prove to be beneficial for the rural mass ?Figure 1.21

14. Does the facilities provided by the company are well equipped ?

Figure 1.2215. Does the Bank Loan Process is really a transparent module ?Figure 1.22

16. What are expected earnings from the CSCs business model?Figure 1.23

17. Would you recommend this CSCs business model to your nearest ones or to your nativess ?Figure 1.24

GENERAL FEEDBACK QUESTIONS

Some Questions were asked where the general questions were asked for the reference of what they think about this NeGP Model.

Where the answer of 1 respondents is mentioned below:-

1. Write your feelings below regarding this PPP model framework.

I think PPP model will really work in achieving the modus operandi of the National e-governance plan, whether it is government, private or commercial services it will be delivered to us in the least minimum time with the affordability, reliability & with least amount of error.

2. What would you say about the services that are being already to your CSCs?

They are really good in fulfilling the needs of rural customers and the Services that are already there are really catering the needs of the rural consumers.

3. Now, the most important thing what are your expected outcomes or rating from the National E-Governance Model?

YearsConsumer Services.Business Model.Government Support.Private Firms.

2009 HighHighLowHigh

2010 HighHighMediumHigh

2011 HighMediumCant SayHigh

2012 HighHighHighHigh

Table 1.9

The Questionnaire was prepared in such a manner so that it should not hinder any ones feeling thats why questions that were asked in this were very crisp and easy to answer because at the end of the day the answers to these questions have to be answered by the rural consumers.

CONCLUSIONS & RECOMMENDATIONSThe report focuses on the tools used for this research. The research uses a range of data sources and techniques including interviews and secondary data analysis, therefore, it seems appropriate to classify the research strategy as a case study. Data collection is one of the most important elements of the research. As mentioned above, this research uses a range of data sources. The most important data sources being interviews and analysis of data from Omax Auto, secondary data sources such as books, journals, industry reports and Internet have also been used. The reason of giving more stress to the primary data is for the fact that secondary data is more of historical and very nature of the research is evidential. For this research I had to collect and analyse the current market to prove the assumptions. To validate the research findings primary research gave the research more indebt knowledge about the aim. Secondary data though relevant sources was available but suffers from a lot of biasness and limitations of the previous studies conducted as the situation in the Indian Auto Component Industry is changing. What the situation was five years ago may not be relevant today. Moreover the research here is based more on todays market conditions. Global shifts towards increased deployment of IT by governments emerged in the nineties, with the advent of the World Wide Web. The technology as well as e-governance initiatives (Heeks & Richard, 2006) have come a long way since then. With the increase in Internet and mobile connections, the citizens are learning to exploit their new mode of access in wide ranging ways.There has been an increasing involvement of international donor agencies under the framework of e-governance for development to catalyze the development of e-governance laws and technologies in developing countries. While the emphasis has been primarily on automation and computerization, state Governments have also endeavored to use ICT tools into connectivity, networking, setting up systems for processing information and delivering services. The strategic objective of e-governance is to support and simplify governance for all parties - government, citizens and businesses has been successful by the use of ICTs.After ensuring that the basic requirements are fulfilled advantages of e governance start accruing. Challenges need to be forecasted and dealt with very cautiously.For success of an e-governance project and superior service delivery, it is imperative that the government agency focuses on whole citizen experience. Focusing on the citizen is essential for long term success. The Government agency needs to integrate information from all points of citizen interaction. The overall architecture for e-Governance needs to ensure that the architecture components are extensible and scalable to adapt to the changing environments.MCA-21 project an e-Governance initiative of the Ministry of Company Affairs (MCA). This is a flagship e-Governance Project of the Government of India covers the core services of the Ministry. The project was visionary in nature and aimed at repositioning the Ministry as a dynamic and modern organization, capable of fulfilling the aspirations of stakeholders in the 21st century. As a result of this, business and citizens enjoyed the benefits of working in a modern office environment with access to the best in class information technology solution that helped them in executing their responsibilities efficiently.In the context of a globalising world, it is important that Indian industry remains in the reckoning in a competitive environment. Therefore, the regulatory framework must facilitate compliance of rules at a minimum cost and with convenience to the stakeholder. MCA21 is founded on the Governments vision to build a healthy business eco system and make the country globally competitive.For any program to be outcome-based, a paradigm shift in the service delivery is inevitable. A Service Centric Approach by the Government is the principal driving factor to the transformation. The bottom line of this unique initiative is the improved speed and certainty in the delivery of MCA services. This improvement is primarily enabled through the mechanism of electronic Filing (e-Filing) for the services and back office automation by harnessing the right technology enablers.The MCA21 initiative is part of the Mission Mode projects of the Government of India. Such mission mode projects have been positioned to be major change agents in the e-Governance space in India. Government agencies and departments and even private entities, which want to play a role in e-Governance transformations, will all be catalyzed to think along the roadmap and imbibe the learnings from the mission mode projects. The MCA21 program may be looked at as one of the early e-Governance building blocks capable of providing sustainable ethos to the several modernizing initiatives that will be carried out by the Government of India.There are two distinct areas where knowledge and learnings can be taken from the MCA21 project - (a) a model for secure electronic filing and (b) a concept for improving Government Back office efficiency. It is needless to say that these two are critical ingredients that can be used in a plethora of situations involving delivery of citizen services by the Government. The experience gained from MCA21 can serve as a solid foundation not just for improving service delivery but help the Government think out-of-the-box for innovating and defining new services.The following points that were there to finalize the whole topic and from where we drive towards conclusions and there were some nice recommendations from my external guide that this NATIONAL E-GOVERNANCE PLAN is really fruitful for the growth of Indian Rural Economy;

The efforts as the Program Management Agency, have, primarily been focused on developing a better understanding of the building blocks for a viable and sustainable CSC model focusing both on the technology pieces, as well as, more importantly the potential stack of services. The attempt has been to cover as wide a spectrum as possible so as to surface all the areas, which need to be looked at for implementation of this scheme. As the project moves to the next stage some of the key areas, which need to be focused on, are covered in the following paragraphs:

Technology Architecture The configuration and IT hardware at the CSC would need to be robust and easy to operate. There are enough reliable sources of hardware of all types in the country, and therefore procurement of IT assets and getting optimal costs thereof, should not be a major issue. To the extent, the various SCAs can coalesce their requirements could be through the NLSA economies of scale could help further drive down prices from the levels indicated.The bigger challenge is going to be that of maintenance and management of a remote network especially in harsh power, heat and dust conditions. Whilst, more robust PC hardware solutions are entering the market, SCAs would need to tie-in with reliable manufacturers and System Integrators for the establishment and maintenance of the CSCs.To achieve ease of operations, would also need a focus on the OS, applications software etc, especially from a language interface perspective. Whilst there are some available solutions, with agencies such as CDAC, most of them are still prototypes. These now need to be taken to the market.

The Content Challenge More than just the user interface, the bigger challenge is going to be the Content. There is no dearth of available content available in disaggregated forms with various content providers, government departments, and NGOs - both at the national and the regional levels. For example, MANAGE has a large repository of agriculture content which could be effectively used. Television channels like Doordarshan, as well as private channels, have large content banks that could be catalogued and recycled for rural areas. The challenge, is to create capacity and capability to: Enable content to be delivered through a digital medium in multiple languages: Most content would be in any one of English, Hindi or a regional language i.e. the content is not ready for multi-lingual deployment. Further, most of it is in print. Technology can be effectively used to convert this content into a CSC friendly format. Hence, for government agencies at least, it is suggested that the DIT should facilitate Selection of VLEs: The VLE is the key to the success of the CSC operations. While content and services are important, it is the VLEs entrepreneurial ability that is critical to ensure CSC sustainability. A good VLE would be one with entrepreneurial traits, strong social commitment and commands respect within the community. VLE should have all the qualities necessary to sub-serve the basic objectives of the CSC. The quality of service at the CSCs would be as effective as the quality of persons running them. Selection and proper training of the VLE therefore would play a vital role in making the CSC a success. The SCAs would need to explore NGOs, SHG and other agencies such as organization of retired services personnel for a database of potential VLEs. Network such that those of Gram Sevaks, National Innovation Foundations, Yuvak Kendras can provide a starting place for identifying potential change agents.

Monitoring Framework A strong monitoring and control systems at the SCA level is a must. Whilst there are available platforms for managing remote hardware and software, a robust MIS and financial control system needs to be put in place. There are challenges of secure payment systems, user identification and authentication, remote network management. Some solutions have been identified. These and more would be tested out through pilot centres, which are being set up in different parts of the country.

G2C Services The State Governments should be encouraged to establish a centralized SDC. The SDC should host all the databases across the various State government departments, District/Taluka offices. The States should also accelerate their backend computerisation through a turnkey PPP model, wherein the private partner could take complete responsibility for development/sourcing of relevant applications, bring in the initial investment and agree on a revenue sharing pattern with the SCAs, as services get deployed through the CSC. A centralized initiative also needs to be taken for establishing connectivity solutions.

Selecting SCAsThe success of the CSC scheme would largely depend on a careful selection of the SCAs. Most of the existing private kiosks are managed by SCA equivalents, which bring in their managerial skill and their business networks for the benefit of village kiosk owners. Other than a few like ITC, do not necessarily bring in a base revenue model of their own. Motivating large.companies from relevant verticals can accelerate the establishment of a viable business model, as the CSCs would essentially become an extension of an existing commercial ecosystem. And, to the extent such SCAs can be networked with local NGOs, a good mix of commerce and development can be achieved. Going forward, this matchmaking will be a key focus area.

BIBLIOGRAPHYData was collected primarily from secondary sources (internet, articles etc).Following are the references. www.mca.gov.in www.icsi.edu/webmodules/student/mca_21.html www.csi-sigegov.org/egovernance www.wikipedia.org http://www.google.co.in Mr Gopesh Tiwari State Anchor- ILFS, Lucknow. Department of IT & Electronics Uttar Pradesh. http://www.csc-india.org Dataquest Magzine. E-Gov Magzine. Mr Ravindra Singh Center for E-Governance, Lucknow.www.nic.in

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