1.

INTRODUCTION:

Information Technology (IT) is playing a critical role in enabling governments to

deliver a wider range of services more efficiently to citizens. Consulting firms with
government agencies and departments and helps them use IT to bring in greater
responsiveness, flexibility and transparency in their operations. Consulting firm
combines rich domain experience and a world-class pool of talent to provide
governments with a gamut of services that encompass the entire e-Governance life
cycle. Our services help government agencies improve operational efficiencies,
reduce project costs, speed up implementation cycles, and become more citizen-
friendly. The implementation of e-government facilitates citizen participation in
governance by increasing access channels to government.

E-Government provides many opportunities to improve the quality service to the

citizen. Citizens should be able to get service or information in minutes or hours,
versus today’s standard of days or weeks. Citizens, businesses and state and local
governments should be able to file required reports without having to hire
accountants and lawyers. Government employees should be able to do their work
as easily, efficiently and effectively as their counterparts in the commercial world.

An effective strategy will result in significant improvements in the government,

including simplifying delivery of services to citizens, eliminating layers of
government management, making it possible for citizens, businesses, government
employees to easily find information, simplifying agencies' business processes and
reducing costs through integrating and eliminating redundant systems and
streamlining government operations to guarantee rapid response to citizen needs.
The first step towards e-Governance is to understand the processes of the
Government. E-Governance is not entirely an IT initiative it actually consists of
Resource Management, Process Re-engineering, Regulatory and Administrative
Reforms, Change Management, Information Management, and many more

1
component. Transformation of processes is the key while implementing e-
Governance project, its not just translation of existing processes in computerized
form. So in order to achieve the ultimate goals of e-Governance the task must be
carried out by experts who are specialised in Governance but not in Information
Technology.

E governance focuses on four citizen-centered groups, each providing

opportunities to transform delivery of services.

• Individuals/Citizens: Government-to-Citizens (G2C); Build easy to find, easy to

use, one-stop points-of-service that make it easy for citizens to access high-quality
government services.

• Businesses: Government-to-Business (G2B); Reduce government’s burden on

businesses by eliminating redundant collection of data and better leveraging E-
business technologies for communication.

• Intergovernmental: Government-to-Government (G2G); Make it easier for states

and localities to meet reporting requirements and participate as full partners with
the federal government in citizen services, while enabling better performance
measurement, especially for grants. Other levels of government will see significant
administrative savings and will be able to improve program delivery because more
accurate data is available in a timely fashion.

• Intra-governmental: Internal Efficiency and Effectiveness (IEE); Make better use

of modern technology to reduce costs and improve quality of federal government
agency administration, by using industry best practices in areas such as supply-
chain management, financial management and knowledge management. Agencies
will be able to improve effectiveness and efficiency, eliminating delays in
processing and improving employee satisfaction and retention.

2
The present research study is a case study based research model. It is primarily
into understanding the role of consulting firm and its provision of services to
assess the current status of the processes and services delivered by the Government
Department for the implementation of the e governance. The case study dealt in
this research report is implementation of e governance in the Department of Local
Government, Punjab. Municipal Corporations of Amritsar, Ludhiana and
Jalandhar; Municipal Council of Rajpura and Improvement Trust of Ludhiana are
selected as the research areas with Deloitte India Consulting, as the consulting
firm.

1.1. BACKGROUND TO RESEARCH

Local government institutions have existed in India in one form or another since
ancient times. The present form of urban local government owes its genesis to the
British rule. The Resolution of 18 May 1882 on local self-government brought in
the constitution of local bodies, their functions, finances and powers and laid the
foundation of local self-government in modern India. After Independence, the
Constitution of India was framed on federal principles. Indian Constitution divided
the government functions in three lists: Federal, State and Concurrent. Local
government bodies were covered in the State List and are governed by the State
Statutes

The Three-Tier Governance Structure: The establishment of three-tier

Panchayati Raj System and Municipal Bodies in the country has been a major
thrust since the passage of the 73rd and 74th Constitution Amendment Acts. States
have passed laws to give effect to the amendment acts and significant

3
administrative and fiscal powers have been devolved to the local bodies to convert
them into effective institutions of local self governance.

Urban and Rural Local Governments: There are two types of local government:
urban local government and rural local government. Until recently, urban local
government was manifested in Municipal Corporations, Municipal Councils,
Town Area Committees and Notified Area Committees. The Seventy-Fourth
Constitution Amendment Act adopted in 1992 proposed to form a uniform
structure of Municipal Corporations, Municipal Councils and “Nagar Panchayats”
in transitional areas. However, the Act has not been able to completely address the
challenges of local government in urban areas.

The Importance of eGovernance: Since governance at the local level has become
a primary work of the Panchayati Raj Institutions (PRIs) and Municipal bodies, it
is important for them to focus more and more on improving their governance
systems and methods. State governments have put in special efforts in placing
improved systems of governance (including those relating to e-governance). These
efforts have brought about a modicum of stability in the otherwise weak and
unstable governance systems of PRIs with initiatives like e-Seva, e-Panchayats,
Lok Vani etc. bringing about better governance in PRIs.

The Twin Facets of Service Provision and Self-Governance: Recent years have
witnessed an increasing interest and a growing consciousness of the need and
importance of local self-government as provider of services to the local
community as well as an instrument of democratic self-government. Local
government is an integral part of the national government structure, the level of
government closest to the citizens and in the best position both to involve them in
the decision making process of improving their living conditions and to make use
of their knowledge and capabilities in the promotion of all round development.

4
Increasing Urban Pressure: Today, the cities and towns are already under severe
stress in terms of infrastructure and service availability. By 2001 census, over 27%
of the total population is residing in urban areas. In post-independence era while
population of India has grown three times, the urban population has grown five
times. The rising urban population has also given rise to increase in the number of
urban poor, with urban slum population estimated at 61.8 million. The ever
increasing number of slum dwellers causes tremendous pressure on urban basic
services and infrastructure.

The Jawaharlal Nehru Urban Renewal Mission: In order to cope with massive
problems that have emerged as a result of rapid urban growth, the Government of
India has launched Jawaharlal Nehru National Urban Renewal Mission
(JNNURM). The JNNURM aims to encourage cities to initiate steps to bring about
improvement in the existing service levels in a financially sustainable manner. It
consists of two sub-missions: a) the Urban Infrastructure and Governance and b)
the Basic Services to the Urban Poor.Since governance at the local level has
become a primary work of the Panchayati Raj Institutions (PRIs) and Municipal
bodies, it is important for them to focus more and more on improving their
governance systems and methods. State governments have put in special efforts in
placing improved systems of governance (including those relating to e-
governance). These efforts have brought about a modicum of stability in the
otherwise weak and unstable governance systems of PRIs with initiatives like e-
Seva, e-Panchayats, Lok Vani etc. bringing about better governance in PRIs. The
e-Governance has now become integral part of the system to make cities work
efficiently and equitably, to support urban reforms at city levels and to universalize
urban services so as to ensure their availability to the urban poor.

5
1.2. Local Government Department

The structure and composition of the Urban local government or municipal

government vary widely. There is generally no accepted set of criteria with
reference to urban agglomerations resulting in wide differences of definitions and
structures between states. Constitutional Amendment Act (CAA) sought to bring
some uniformity in the constitution of the municipal bodies by classifying them as
follows:

• Nagar Panchayat, to be constituted in rural-urban transition areas. These have

been conceived to properly channelize the growth impulses in such settlements and
also to bring some sort of order in their growth and provision of service;

• Municipal Councils for smaller urban areas;

• Municipal Corporations for larger urban areas.

Urban local government is not hierarchical. However, the Municipal Corporation,

as an institution, enjoys a greater measure of autonomy than other forms of local
government. It enjoys the power of dealing directly with the state government
whereas the municipalities have are also answerable to the District Collector and
Divisional Commissioner.

Municipalities and Corporations have deliberative and executive wings. In general,

deliberative wings of Municipal Corporations comprise the Corporation Council,
the Standing Committee and the Mayor, whereas the executive wings comprise the
Municipal Commissioner, the Deputy/Assistant Municipal Commissioner, the
Municipal Engineer and subordinate administrative staff.

6
Municipal Councils: A municipality is a politic and corporate body constituted by
the incorporation of the inhabitants of a city or town. Normally, Municipal
Councils cover smaller areas than the Municipal Corporations. The municipal acts
of the states govern the Municipal Councils. The State Government can, by
notification, propose an area, except a military cantonment, to be a municipality,
define its territorial limits and make alterations in them. The Municipal Council,
President, the Committees and the Executive Officer constitute the main
components of the structure of municipal government. The Municipal Council
makes laws that are called bye-laws within the framework of the municipal act for
the civic governance of the city or town.

The case study aims at making appropriate and effective use of ICT to establish an
ICT system which will implement an electronic workflow system to improve
internal administrative efficiency, redesign processes for transparency and
accountability in operations, overall computerization of functions /
processes/services of ULBs under Local Government Department, minimizing
losses & pilferages, faster processing, monitoring and redressal of public cases /
appeals / grievances, dissemination of information and establishing a real-time
MIS system for prompt and efficient decision making.

1.3. PROBLEM STATEMENT:

In the present context of Indian economy, with massive urban growth and the
economic liberalization, there is significantly high responsibilities are placed on
Urban Local Bodies (ULBs). They are responsible for the improvement of the
efficiency of programmes and services, to mobilize local resources and to provide
coherent planning and delivery of the services at the local level.

7
The current assignment aims to understand the role of the consultant in assessment
of the present situation and data collection from the Client ( Local Government ,
Punjab).

1.4. RESEARCH METHODOLOGY:

Research methodology is a systematic way, which consists of series of

action or steps necessary to effectively carry out research and the desired
sequencing of these steps. The strategic and operations research is a process of
involves a number of interrelated activities which overlap and do rigidly follow a
particular sequence. It consists of the following steps.

1. Formulating the objectives of the study

2. Designing the methods of data collection
3. Processing and analyzing the data

1.5. OBJECTIVES OF THE STUDY:

To study the role of consulting firm in the assessment stage of the selected project
for research.
1.5.1.Sub-objectives
1) To understand the project approach of the consulting firm-stages
and streams
2) To study the present organization structure, functions and services of the
department
3) Assess the existing IT infrastructure – hardware/ software, applications,
networks, IT literate personnel of the department

8
 4) Identify best practices & success stories of similar systems that have been
implemented at national, international level, in other states and PSUs that
are relevant for incorporation in the project

5) To find the probable issues particular in the present context while

implementation

1.6. Methods of Data Collection

Research requires two types of data i.e. primary data and secondary data . This
study requires abundant primary data for the assessment of the current system.
Well-structured questionnaires will be prepared and the survey will be undertaken.
The Questionnaire comprised of two parts. The first part focused on the
organization structure and the services offered by the Organization. The second
part of the report requests for information related to the ICT infrastructure existing
in the organization. For the task of the best practices study secondary research
method is adopted

1.6.1.Data and Sources of Data:

Primary data: Mailed questionnaires, multiple in-depth interviews/meetings

Secondary data: Web search

1.7. Research Approach:

Several methods like questionnaire, one-to-one meetings and group meetings were
used to conduct this as-is assessment. Given below is a brief description about the
main activities conducted as a part of as-is assessment.

9
 A. Background Work
The main activities conducted during background work included the following:
• Identification of stakeholders for As-Is Assessment – For conducting the As
Is assessment study, three mission cities were identified which are Municipal
corporation Amritsar, Ludhiana and Jalandhar. Various stakeholders of the
corporations / local government department were identified during the initial stage
of the study. In addition to the corporation, M.C. Rajpura, Improvement Trust
Ludhiana and Head Quarter, Local Government was also identified to be part of
the study.
• Preparation of Questionnaire – A detailed Questionnaire was prepared for
the assessment to cover all the aspects of the project. The Questionnaire comprised
of two parts. The first part focused on the organization structure and the services
offered by the Organization. The second part of the report requests for information
related to the ICT infrastructure existing in the organization.
• Circulation of Questionnaire – Once the questionnaire was finalized, it was
circulated to all the ULBs both in hard form(by post) and soft form (by email)
• Field Visit Plan – Field visit plan was prepared and circulated in advance
for early preparation for the study from corporation as well as consultant’s point of
view.

B. Primary Research
Multiple in-depth interviews/meetings were conducted with all the branches of
Municipal Corporation Amritsar, Ludhiana and Jalandhar; M. C. Rajpura,
Improvement trust Ludhiana and head quarter, local government for the purpose of
data collection for this study. Most of the meetings were one-to-one meetings
where a detailed discussion was carried out on the services offered by the
organization and the ICT infrastructure capabilities of the organization. More
follow-up meetings were carried out with some of the stakeholders for clarification
on received data and assisting them in filling the questionnaire. In addition to this,

10
questionnaire was circulated to all the other ULBs for filling up. Any help required
by the ULBs for filling up of questionnaire was provided by the consultants.

Background Work
Preparation of Circulation of
Identification of stakeholders Fieldvisit plan
Questionnaire Questionnaire

PrimaryResearch
Follow-up meetings One–to–one
As-IsAssessment Assistance for filling Collection of relevant
for Questionnaire fill meetingsto study
Survey up of Questionnaire forms / formats/docs
up process & procedures

Output
Understanding of the Understanding of Gaps /
Filled Up Questionnaire AsIs Process Maps
current status of ULBs Improvement Areas

C. Output

Following are the key outputs of the As Is Assessment Study:

• Filled up Questionnaire

• Understanding of current status of the ULBs

• Understanding of Gaps/Improvement Areas

• As Is process Maps

11
For the task of the best practices study secondary research method is adopted

1.8. Assumptions for Study

Several assumptions have been made during the As-Is assessment study. Some of
the key assumptions are as follows:

• The information provided by the representative of ULBs / branches of ULBs is

correct and no further verification, through independent sources, is needed for the
same.

• The process flows are drawn on the basis of the information collected during the
study. It is assumed that the information provided by the process owners the
accurate ones

1.9. Proposed Methodology of analysis of data:

Spider web analysis, scatter diagram

12
 CHAPTER 2
LITERATURE REVIEW

13
2. REVIEW OF LITERATURE:-

2.1.Jan Sewa Kendra, Gujrat1

Jan Seva Kendra (Gandhinagar) is the outcome of the strategic union of

technology and positive governance. The initiative is aimed towards using ICT to
bring effective e-Governance at the district level, while introducing the transition
from traditional governance to paperless, place-independent governance services
in planned phases.

The Jan Seva Kendra currently offers over 90 different types of civic services, 44
types of affidavits, and several other value-added services in a prompt, simple and
convenient manner. These services encompass land related issues, civil supplies
related matters, revenue collection, grant of licenses, and issue of certificates,
Right-to-information cases and affidavits. The services are delivered from the
district head quarters at Gandhinagar as well as the linked nodes at all the sub-
district centres. The infrastructure at Jan Seva Kendra includes Computer Systems
with Barcode Scanners, IVRS, SMS, Webcams, Biometrics, etc. Connected to
LAN, WAN and Internet.

On average, 400 applications are processed everyday and 100,000 cases are
completed till 31-December-2007 with better than 90% on time delivery record.

2.2.Implementation Of E-Seva2

E-seva is a platform that provides all citizen services under one roof for the benefit
of the citizens of the State. It is the first comprehensive e-governance solution
implemented in India. It has been implemented in the twin cities of
Hyderabad/Secunderabad across 18 locations.

1
http://www.capam.org/assets/ind019.pdf as on 26-Apr-10
2
http://www.scribd.com/doc/21023559/E-Seva-Final on 22-Apr-10

14
E-Seva centres have been established in over 200 villages and towns delivering
services to citizens based on a low-cost networking model. Of the 46 bigger e-
Seva Centres at mandal headquarters, 16 are headed by MACTS (Mutually Aided
Cooperative Societies) which are led by women and have at least 2,000 women
members

Following are the objectives, as envisaged, of e-Seva:

• Improve quality of Government to Citizen (G2C) service delivery in the state

• Provide efficient and transparent Governance to Citizens of the State
• Speed up revenue collections and ease administration
• Citizen services closure to people Multiple services under one roof System
driven delivery of services
• Transparency in delivery of services

2.3.Lokvani Initiative By Sitapur District3

Lokvani is an e-governance initiative by the combined efforts of District

Administration and National Informatics Centre in Sitapur (UP, India). The
initiative not only gave a practical shape to the Right to Information Act, but also
created job opportunities for the educated but unemployed youth of Sitapur.
Lokvani is a unique public private partnership program, which gave citizens an
opportunity to interact with the government without coming to any government
office.

Lokvani was conceptualized by District Magistrate, Sitapur in September 2004. He

commissioned a study of similar initiatives in the districts of Jhalawad (Rajasthan)
and Dhar (Madhya Pradesh). The study revealed the strengths and weaknesses of
these efforts; Lokvani was accordingly designed to improve upon them.

3
sitapur.nic.in/lokvani/intro_eng.doc on 22-Apr-10

15
2.4.E-Governance Initiative: E-Suvidha4

Pimpri–Chinchwad, one of the most important cities in Maharashtra and in the

country, has been growing exponentially in recent years. Developed as a
supporting township for Pune, Pimpri-Chinchwad has emerged as an alternative in
its own right with strong auto and auto-ancillary industries at its core. The growth
drivers of the city are slowly getting diversified and steadily shifting towards new
clusters such as Chakan, Hinjewadi, Talegaon, and Talawade IT Park from Pune
city. As a growing city and considering changing requirements of the city, the
major change was required in a way the Pimpri Chinchwad Municipal Corporation
(PCMC) used to operate. It was felt that the way PCMC serve its citizens is
required to be changed. The vision was aimed at ensuring the economic
development of the city by improving the quality of life of the citizens of Pimpri-
Chinchwad. This improvement and the focus on maintaining the economic
momentum also involves the achievement of providing universal access of
municipal services to the urban poor, improvement in the standard of education,
providing an efficient civic administration among others.

Government’s intervention through e governance reform: For efficient

implementation, PCMC has integrated the e-Governance infrastructure. The
implementation of e-governance also gave new set of responsibilities to PCMC’s
employees. This project has involved around eleven corporation departments,
which are computerized. Citizen Facilitation Center (CFC) is the most successful
project, which provides services to citizens with more than 99% efficiency.

2.5.Gyandoot: G2c Service Delivery Portal

4
http://www.indiaurbanportal.in/bestpractice/national/BP-Cities/maharashtra/e-suvidha-PCMC.pdf as on 26-Apr-10

16
Gyandoot is an Intranet based Government to Citizen (G2C) service delivery
portal commissioned in Dhar district of Madhya Pradesh (a state in central India)
in January 2000. Gyandoot succeeded in creating a cost-effective, replicable,
economically self-reliant and financially viable model for taking the benefits of
Information and Communication Technology (ICT) to the rural masses. It led to
enhanced participation by citizens/government in community affairs through
creative uses of ICT and also ensured equal access to emerging technologies for
the oppressed and exploited segments of the society

2.6.Implementation Of E-Mitra Project

e-Mitra is an integrated project, facilitating the urban and the rural masses with
maximum possible services related to different state government departments
through Lokmitra-Janmitra Centers / Kiosks.

The e-Mitra has provided integrated citizen services pertaining to all departments
under one roof to the public in an efficient, transparent, convenient and friendly
manner using IT in all or any aspects of citizen service to maximize speed,
accountability, objectivity, affordability and accessibility from the perspective of
the citizens. The project is unique in the sense that there are so many private
vendors who are participating in this project and are working towards one common
goal, which is serving the citizens.

2.7.E-GP PROJECT

The use of electronic means to enhance the management of the public procurement
process is one of the central components of public sector reform programs due to
its potential development impact. Keeping in mind that governments are the single
largest purchaser of a national economy and that the public procurement systems
in low- and middle-income countries are typically far away from spending money
in a transparent and efficient way, eGP initiative leveraged on the application of

17
digital technology offering opportunities for improvements that the public sector
cannot afford to ignore. Benefits of e-GP were in line with the objectives of
internationally recognized public procurement systems: enhanced transparency &
compliance, increased performance & quality, and economic development.

2.8.ONE STOP SHOP PROJECT5

Integrated Citizen Service Centres are one-stop centres where varied government
services are made available, thus doing away with the need for the citizen to travel
to different locations interacting with different government departments.
Bangalore One (B1) is an initiative of Government of Karnataka that aims to
redefine citizen-government interaction through its focus on integrated citizen-
centric services.

2.9.E-Governance At Local Government Level In Philippines6

Dissemination of information to local citizens through website. The most

commonly provided information was the application procedure for securing
business and other related permits, information on securing local civil documents.
System allows downloadable of forms, the most common of which was the
application form for business permits. Websites have online forms, consisting
mainly of application forms for securing birth, marriage, and death certificates as
well as business permits. By filling up the corresponding form and clicking the
"Send" button, users can send their application.

Website provides transparency in providing information about services and

operations. Websites give information about services, which largely revolved
around social services, public educational and health facilities, business-related
services such as those relating to applications for business permits (and other

5
http://www.nisg.org/knowledgecenter_docs/D08010005.pdf as on 26-Apr-10
6
http://findarticles.com/p/articles/mi_qa5519/is_200501/ai_n21364514/pg_2/?tag=content;col as on 23-Apr-10

18
related documents) and tax incentives etc. Several websites provide bids and
procurement information, ordinances and resolutions. Some show financial
statements and the budget.

2.10.The Romanian e-Government portal

Romania has implemented e-governance in September 2003 , together with the

"one-stop shopping" concept and the launch of the National Electronic System, in
fact the Romanian e- Government portal. The launch's success and the interest
manifested by the citizens are quantified by more than 50,000 persons that
accessed the portal in less than one and a half month after its start. The portal has
two main parts, some of them targeting the citizens and some of them the
companies:

I. On-line services;

II. On-line forms.

2.11.E-Thekwini Municipality7

The need to reengineer governance at the municipal level and help the reach of
services to people within a particular area was catered by e-Thekwini
Municipality. Durban state has created a Municipal Information Society or MIS
which transforms internal structures and functioning of a Municipality through an
innovative use of ICT and rationalizes relationships between citizens and business
organizations

2.12.E-Tampere8

7
www.durban.gov.za/ accessed on 23-Apr-10
8
http://infoscience.epfl.ch/record/55880/files/e-gov.pdf as on 24-Apr-10

19
eGovernment related activities have been taken up with the Service Information
System Project. Tampere started to reorganize the administrative workflow by
using network technologies, document management solutions, and teamware in
order to guarantee a city-wide interoperability.

One of the core objectives of e-Tampere is to develop the city as the leading
developer of Information Society in Finland. The three main themes of e-Tampere
are:

• Develop public online services, which are available for all residents,
• Develop a strengthened knowledge base for research and training, and
• The generation of new business related to the Information Society.

20
 CHAPTER 3
INDUSTRY PROFILE

3. CONSULTING INDUSTRY:
Management consulting refers to both the industry of, and the practice of,
helping organizations improve their performance, primarily through the analysis of
21
existing business problems and development of plans for improvement.
Organizations hire the services of management consultants for a number of
reasons, including gaining external (and presumably objective) advice, access to
the consultants' specialized expertise, or simply as extra temporary help during a
one-time project, where the hiring of more permanent employees is not required.
Because of their exposure to and relationships with numerous organizations,
consultancies are also said to be aware of industry ", although the transferability of
such practices from one organization to another is the subject of debate.

Consultancies may also provide organizational assistance, development of skills,

technology implementation, strategy development, or operational improvement
services. Management consultants generally bring their own, proprietary or
frameworks to guide the identification of problems, and to serve as the basis for
recommendations for more effective or efficient ways of performing tasks.

3.1. HISTORY:
Management consulting grew with the rise of management as a unique field of
study. The first management consulting firm was Arthur D. Little, founded in 1886
by the MIT professor of the same name. Though Arthur D. Little later became a
general management consultancy, it originally specialized in technical research.
Booz Allen Hamilton was founded by Edwin G. Booz, a graduate of the Kellogg
School of Management in 1914 as a management consultancy and the first to serve
both industry and government clients.

After World War II, a number of new management consulting firms formed, most
notably Proudfoot Consulting, founded in 1946 by Alexander Proudfoot, which
implemented sustainable operational improvements within its clients, and Boston
Consulting Group, founded in 1963, which brought a rigorous analytical approach

22
to the study of management and strategy. Work done at Booz Allen, McKinsey,
BCG, and the Harvard Business School during the 1960s and 70s developed the
tools and approaches that would define the new field of strategic management,
setting the groundwork for many consulting firms to follow. In 1983, Harvard
Business School's influence on the industry continued with the founding of
Monitor Group by six professors.

One of the reasons why management consulting grew first in the USA is because
of deep cultural factors: it was accepted there, (contrary to say, Europe), that
management and boards alike might not be competent in all circumstances;
therefore, buying external competency was seen as a normal way to solve a
business problem. This is referred to as a "contractual" relation to management. By
contrast, in Europe, management is connected with emotional and cultural
dimensions, where the manager is bound to be competent at all times. This is
referred to as the "pater familias" pattern. Therefore seeking (and paying for)
external advice was seen as inappropriate. However, it is sometimes argued that in
those days the average level of education of the executives was significantly lower
in the USA than in Europe, where managers were Grandes Ecoles graduates
(France) or "Doktor" (Germany), though this is very difficult to quantify given the
vastly differing management structures in American and European businesses.
It was only after World War II, in the wake of the development of the international
trade led by the USA, that management consulting emerged in Europe. The current
trend in the market is a clear segmentation of management consulting firms.
Another branch of management consulting is Human Resource consulting. Such
firms provide advice to their clients regarding the financial and retirement security,
health, productivity, and employment relationships of their global workforce.

3.2. ROLE OF CONSULTING AGENCIES:

23
In general, various approaches to consulting can be thought of as lying somewhere
along a continuum, with an 'expert' or prescriptive approach at one end, and a
facilitative approach at the other. In the expert approach, the consultant takes the
role of expert, and provides expert advice or assistance to the client, with,
compared to the facilitative approach, less input from, and fewer collaborations
with, the client(s). With a facilitative approach, the consultant focuses less on
specific or technical expert knowledge, and more on the process of consultation
itself. Because of this focus on process, a facilitative approach is also often
referred to as 'process consulting,' with Edgar Schein being considered the most
well-known practitioner. The consulting firms listed above are closer toward the
expert approach of this continuum.

Many consulting firms are organized in a matrix structure, where one 'axis'
describes a business function or type of consulting: for example, strategy,
operations, technology, executive leadership, process improvement, talent
management, sales, etc. The second axis is an industry focus: for example, oil and
gas, retail, automotive. Together, these form a matrix, with consultants occupying
one or more 'cells' in the matrix. For example, one consultant may specialize in
operations for the retail industry, and another may focus on process improvement
in the downstream oil and gas industry.

3.3. CURRENT STATE OF INDUSTRY:

Management consulting has grown quickly, with growth rates of the industry
exceeding 20% in the 1980s and 1990s. As a business service, consulting remains

24
highly cyclical and linked to overall economic conditions. The consulting industry
shrank during the 2001-2003 period, but has been experiencing slowly increasing
growth since. In 2012, total global revenues for management consulting are
expected to exceed the $400 billion mark.
Currently, there are four main types of consulting firms:
1. Large, diversified organizations that offer a range of services, including
information technology consulting, in addition to a strategy consulting
practice (e.g. Accenture, Deloitte). Some very large IT service providers
have moved into consultancy as well and are also developing strategy
practices (e.g. Wipro, Tata)
2. Medium-sized information technology consultancies, that blend boutique
style with some of the same services and technologies bigger players offer
their clients (e.g. IDS Scheer, arinso).
3. Large management and strategic consulting specialists that offer primarily
strategy consulting but are not specialized in any specific industry (e.g.
McKinsey, BCG).
4. Boutique firms, often quite small, which have focused areas of consulting
expertise in specific industries, functional areas or technologies (e.g.
Heidrick & Struggles, Towers Perrin, the Avascent Group). Most of the
boutiques were founded by famous business theorists. Small firms with less
than 50 employees are often referred to as niche consultancies (e.g. Agility
Works, iProCon HCM). If they have a unique concept and market it
successfully, they often grow out of this segment very fast or are bought by
larger players interested in their knowhow.

3.4. TRENDS:

Management consulting is becoming more prevalent in non-business related fields

as well. As the need for professional and specialized advice grows, other industries

25
such as government, quasi-government and not-for-profit agencies are turning to
the same managerial principles that have helped the private sector for years.
One important and recent change in the industry has been the spin-off or
separation of the consulting and the accounting units of the large diversified firms.
For these firms, which began business as accounting firms, management
consulting was a new extension to their business. But after a number of highly
publicized scandals over accounting practices, such as the Enron scandal,
accountancies began divestiture of their management consulting units, to more
easily comply with the tighter regulatory scrutiny.

26
 CHAPTER 4
COMPANY PROFILE

4. COMPANY PROFILE:

27
Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, and
its network of entities, each of which is a legally separate and independent entity.
Deloitte provides audit, tax, consulting, and financial advisory services to public
and private clients spanning multiple industries with a globally connected network
of member firms in over 140 countries.

Deloitte provides audit, tax, consulting, and financial advisory services to public
and private clients spanning multiple industries. Deloitte brings world class
capabilities and deep local expertise to help clients succeed wherever they operate.
Deloitte's 165,000 professionals are committed to becoming the standard of
excellence.

With over 165,000 people globally accounting for more than $26 Billion revenue
in 140 countries, Deloitte today is considered a service provider of choice to
government entities and public sector organizations all over the world.
"Consulting" alone brings more than $9 Billion generated by over 22,500
professionals for each of whom client satisfaction is paramount in their service
delivery.

28
Deloitte's strategy and value proposition are summed up in what it describes as the
"Deloitte Difference”, namely, Deloitte's partners and associates, it understand
business issues from every perspective, which enables them to deliver more
comprehensive solutions for their clients. Deloitte's focus is to differentiate itself
based on the benefits and synergies of being an integrated professional services
firm that works collaboratively and flexibly with its clients to address multifaceted
business issues.

Source: Gartner’s Big Vendor Rating (2003)

Deloitte Global firm stand out as a leader in the consulting firms

29
 Source : The Forrester Wave™: IT Organization Redesign
Consultancies, Q1 2009 by Marc Cecere with Tim DeGennaro

4.1.Deloitte in India:

Deloitte Touche Tohmatsu India Pvt. Ltd. (Deloitte), member firm of DTT, offers
a wide gamut of consultancy services and provides a comprehensive range of fully
co-ordinated services under a single umbrella. The scope of services offered
envelope all areas of management function including eGovernance Strategy and
Action Plan, Government Process Re-engineering, Organisation Design and
Structure, Information and Communication Technology (ICT), Programme and
Project Management, eGovernance Solutions Design and Implementation,
Capacity Building, Business Plans etc.

4.2. Incorporation Details

30
Deloitte Touche Tohmatsu India Private Limited was incorporated in India on 6th
October 1995.

In India, Deloitte is recognized as one of the country‘s top professional services

firm, with over 8000 professional staff spread across 13 cities including offices at
Ahmadabad, Bangalore, Baroda, Calcutta, Chennai, Coimbatore, Kochi, Goa,
Hyderabad, Jamshedpur, Mumbai, New Delhi and Pune .

4.3. Range of Services Offered

Deloitte in India provides a full range of management consulting, financial

advisory services including accounting & tax and IT solutions delivery to clients
where and when they need them, tailored to their specific requirements. Our
professionals in India work closely with our offices across the Asia-Pacific region
and around the world in providing clients with the right combination of local
experience and international expertise.

4.3.1.Consulting:

• Feasibility and Business Planning

• Organisation Development, Training
• Business Strategy, Human Development
• Information Technology
• Management Outsourcing
• Public Sector Transformation
• E-Governance
4.3.2. Legal And Financial Advisory:

31
 • Company Incorporation /Registration
• Secretarial Services
• Financial and Legal advise
• Compliance with companies code
• Due diligence
• Corporate Structuring/Restructring
4.3.3. Tax:
• General Tax( Tax planning, international tax, compliance and advise)
• Payroll administration
• Indirect Tax (VAT, Customs, Duties)

4.3.4. Audit:
• Audit of Financial Statements
• Special Purpose Audits
• International Accounting Services
• Risk Management and Internal Audit
• IT Risk and Security
• Forensic Services

4.4. Deloitte Resource Base in India

Deloitte professional base in India is drawn from the best educational institutions
in the country, including the Indian Institutes of Technology and the Indian
Institutes of Management, after a thorough selection process that takes into
account their educational and professional trajectories as well as other soft skills.
Deloitte accords a very high value to domain expertise. For example, our
eGovernance practice is staffed with people who have long-standing expertise

32
acquired through working in and for government entities. As such, they have deep
levels of understanding of public sector sensitivities and constraints with which
they make informed recommendations to their clients.

4.5. Deloitte India Consulting- Service Lines, Practices and e Governance

In line with the Deloitte India‘s service alignment, the consulting Line of Service
has five Strategic Business Units (SBUs). However, collaborative working is a
principal enabler at Deloitte and, as such, no practice line is isolated in any way
from any of the others and wherever required our assignments are always staffed
with right mix of skill sets. Accordingly, often our assignments are staffed with
resources who hail from more than one SBU.

eGovernance as a practice line falls in the SBU ―Strategy and Operations and
includes, within its ambit of offerings the entire spectrum of service offering from
strategy to implementation and post-implementation reviews.

33
4.6. E-Governance at Deloitte

Deloitte has been involved with several recent large and prestigious e-Governance
and business process reengineering initiatives in the country. These include for
Ministry of Finance, Ministry of Health and Family Welfare, Ministry of Tourism,
Ministry of Defence, Uttaranchal Power Corporation Limited, Comptroller
General of Accounts, National Institute of Smart Governance, Municipal
Corporation of Hyderabad, Maharashtra Health Department etc.

Government executives consider Deloitte to be outstanding professional services

firms serving the Government Sector today. Its leadership is evident in the clients
it serve, the experience and knowledge it offer, and the extent of its involvement in
association affairs.
It has more than 40 years of experience helping national, state (district, province)
and local governments with their operations and their systems. Deloitte brings an
in-depth understanding of governments at all levels gained through over 40 years

34
of consistent service to this critical segment of our economy. It is this
understanding that allows us to develop advanced thought leadership and action
relative to governments. Our deep understanding also enables Deloitte to remain at
the cutting edge in terms of new product and process development.

Quality Assurance in Deloitte strives ―to provide software products which are fit
for their purpose, meet client‘s specification at an economic cost and are delivered
by the promised date Deloitte India‘s software quality assurance standards have
been judged by the international yardstick of SEI CMM, and has been SEI CMMi
Level 5 certification.

35
 CHAPTER 5
PROJECT APPROACH

36
5. PROJECT APPROACH:

In the Project schedule of any typical e governance project has the following
phases

1. Assessment phase
2. Design
3. Construction
4. Management
5. Evaluation

The scope of the present research study is to understand the assessment phase role
of the consulting firm in the same.

Consultant has two important deliverables to the client in the assessment phase.

1 . As is Status report

2. Best Practice Report

Study of As is status:

A Multi-Dimensional Assessment, which is eight fold, is followed in the present

case study. A multi-dimensional assessment has been made in terms of:

• SERVICE MISSION AND PORTFOLIO, which takes stock of the department’s

vision and objectives and the functions and services it extends to its stakeholders,

• LEGAL AND REGULATORY MEASURES, which takes into account

laws/legislations/decrees influencing service attributes (target customer base,
process steps, business rules, privacy requirements, data, access channels, and
technology use,

37
• ORGANISATIONAL CAPABILITIES, or the capabilities and skills of
department’s personnel for service delivery to customers,

• PROCESSES AND PROCEDURES, or the steps and activities involved in

providing a service, their duration, owner, information requirements/
inputs/outputs, business rules etc.,

• SYSTEMS AND TECHNOLOGIES, or the hardware, software (system and

application) and the networking infrastructure available and being used in the
department,

• DELIVERY AND OPERATIONS, including key stakeholders involved,

definition of approvals, authority levels ANYWHERE, ANYTIME, ANYHOW
requirements, access channels and channels of service delivery used,

• DATA OWNERSHIP, or the key data elements of use to the department and
where they are sourced from, and

• THE OPERATING MODEL being currently followed in conducting the different

activities of the department.

5.1. Service Mission and Portfolio:

5.1.1. Functions of the department

The Department of Local Government was established in the year 1966 and was
given permanent status in the year 1979. Its main functions are:

• To direct, supervise and control the functioning of all the Municipal

Corporations, Municipal Councils, Nagar Panchayats and Improvement Trusts in
the State.
38
• To implement the State/Centrally sponsored schemes through these urban local
bodies.

• To get the water supply and sewerage schemes executed through Punjab Water
Supply and Sewerage Board for which the Department serves as Administrative
Department.

There are three main enactments under which the functioning of the local bodies is
governed:

1) The Punjab Municipal Act, 1911,

2) The Punjab Municipal Corporation Act, 1976 and

3) The Punjab Town Improvement Act, 1922.

The State Government introduced the Punjab Municipal Bill, 1998 in Punjab
Vidhan Sabha during the Winter Session, 1998 to merge all the above three
enactments into a comprehensive Bill.

This department also serves as administrative department for

the Punjab Water Supply and Sewerage Board
which is governed under the Punjab Water
Supply and Sewerage Board Act,
1975. The main function of this Board
is to provide water supply and
sewerage facilities to the urban
populace.

39
The main function of Municipal Corporations, Municipal Councils and Nagar
Panchayats is to provide core civic services, which constitute fundamental
requirements of urban life, like scavenging (Solid Waste collection, removal and
disposal), roads and streets, street lighting, water supply and sewerage etc. etc.
Urban local bodies exercise certain regulatory powers like town planning,
regulation of construction of buildings, licenses of trades and manufacturing
activities and registration of births and deaths. As a service oriented organization
the urban local bodies take a vast spectrum of developmental activities for
providing civic services to the urban population.

The main function of Improvement Trusts is to provide better housing facilities

through acquisition and development of land with main civic facilities

5.1.2. Administrative structure of the department

40
 The structure of the local government is shown in the table below:

There is single file system in the Department. Work of all the Branches is routed to
Director, Local Government-Additional Secretary and to Principal Secretary,
Local Government through various Branch Officers which are headed by
IAS/PCS/Departmental Officers.

LGM

PSLG

DLG / SSLG SLG

ASLG -I ASLG -II AD(A) CVO DCFA CTP(LG) Legal Cell DDLG 1..
(14) ....DDLG 6

LG I and LG IV
LG II and LG III

Vigilance Cell Town Planning

(12)
(17)

Accounting &
Pension (20)

Establishment Municipal Services Trusted Services

General Branch Election Cell SUDA CE Projects
Branch (14) Cell (10) Cell (9)
(7) (10) (7)

Citizen facing interfaces of the department are mainly the Municipal Corporations,
Municipal Councils and Improvement Trusts which are spread across the state.
The major services delivered by these entities are listed in the table below:

SN NAME OF THE SERVICE

1. Issuance of Birth Certificate
2. Issuance of Death Certificate

41
3. Name correction /title change in Birth/Death certificate
4. Enter the name in birth certificate
5. Late entry Registration- birth
6. Late entry Registration- death
7. Issuance of T.S. (1) certificate
8. Issuance of sanction certificate for Town Planning
9. Issuance of license for commercial unit
10. Issuance of license for Rickshaw & mule cart
11. Issuance of NOC for new power connection for commercial usage

12. Issuance of Fire call report

13. Issuance of N.O.C. for Fire safety
14. Providing new connection for water and sewage
15. Disconnection of existing connection of water and sewage
16. Reconnection of water and sewage service
17. Change of title of existing water and sewage connection
18. Connection for Street Light
19. Generation of water and sewage bills
20. Bill amendment
21. Assessment of disposal charges of commercial unit
22. Assessment of land and building tax
23. Penalty for no license/expired license
24. Imposing penalty for violation of approved plan or construction without
plan
25. Compromise unauthorized construction
26. Check for Illegal Hording, Adv Boards, Banners, Kiosks etc.
27. Complaint Resolution
28. Removal of Temporary encroachment
29. Approval of plan for residential and commercial usage
30. Approval for change of land use
31. Approval for hording, Adv Boards, Banners, Kiosks etc.
32. Public street declaration
33. Employees Pension
34. Widow, dependent, old age and handicap scheme
35. Library Membership
36. Issue/return books/magazine
37. Contracting of advertisement sites with relevant media
38. Collection of Tehbzari fees

42
39. Rent/Lease
40. Fire Brigade operations
41. Ticket Sale &Challan entry Planetarium
42. Operation and maintenance of water and sewage connection
43. Land Acquisition
44. Sanction of proposed building plan for other uses
45. Collection of receipts in instalments for sale of plots
46. Lottery/ Auction/ refund of earnest money
47. Preparation of site plan
48. Sanction of water & sewage connection
49. Sale Agreement
50. NOC of Residential/Commercial Sites/buildings
51. Transfer of plot/site/house
52. No dues Certificate/duplicate allotment/Re-allotment letters/ Sale Deed
for house
53. No Objection Certificate / Conveyance Deed
54. Collection from defaulter
55. Tatrima sale deed.
56. Permission of mortgage of house/plot
57. Payment of enhanced compensation
58. Possession of plots to owner

5.2. Legal and Regulatory Measures

This covers laws/legislations/decrees influencing service attributes (target

customer base, process steps, business rules, privacy requirements, data, access
channels, and technology use.

5.2.1. The Punjab Municipal Act, 1911

43
This act provides for the constitution of the municipal councils and nagar
panchayats, their duration and dissolution, specification of local areas to be smaller
Urban Areas or Transitional Areas, Alteration of limits of Municipality,
reservation of seats, reservation of office presidents, Power of State Government to
direct holding of general election, Resignation of member of committee, Powers of
the state government as to removal of members, incorporation of committee,
functions of municipalities, election of presidents and vice presidents, municipal
fund and property, taxation, municipal police, extinction and prevention of fire,
water supply, power for sanitary and other purposes, bye laws, power of entry and
inspection and control.

5.2.2. The Punjab Municipal Corporation Act, 1976

This act provides for constitution and functions of municipal corporation,

municipal authorities under the corporation, procedure, revenue and expenditure,
taxation, corporation officers and other corporation employees, borrowing,
property and contracts, Account and audit, streets, building regulations, water
supply and drainage and sewage disposal, sanitation and public health, vital
statistics, public safety and suppression of nuisances, markets, slaughter houses,
Trades And Occupations, improvements, Powers, Procedure, Offences and
Penalties rule regulations and bye laws, control, miscellaneous, Transitory
provisions, repeals and amendment

5.2.3 . The Punjab Town Improvement Act, 1922

This act makes a provision for the improvement and expansion of towns in the
state of Punjab.

44
The major areas of this act include constitution of the trusts, proceedings of the
trust and committee, supply of information to the government, housing and street
schemes, power to make surveys or contribute towards their cost, application of
act to other authorities, finance, rules, procedures and penalties and various
supplemental provisions like legal proceedings, evidence, validation,
compensation and dissolution of trust.

5.3. Organization Capabilities

5.3.1. Directorate, Local Government

Functions and duties: The Director is the Chief Controlling Authority and the
main function of the Directorate is to have an effective co-ordination with the
ULBs as well as with the Deputy Directors of each District on the one hand and
the Secretariat in the Government on the other hand. (An IAS officer is working as
Director who is the Head of the Department). The Directorate has the
responsibility to supervise the function of the municipalities, work out suitable
human resource policies, exercise disciplinary control over the staff of
municipalities, monitor the tax collection of ULBs, lay down policies for
transparency in expenditures, and hear appeals against the decisions of
municipalities. Release the Government grants to the ULBs, to implement schemes
of state and central government. The Directorate also collects statistics from ULBs
and helps in the preparation of municipal statistics.

5.4. Delivery & Operations

The current service delivery mechanism for most of the business and citizen
services are manual from the respective Government offices. The table below
captures the services delivery channel and delivery offices. Post automation and

45
e-Governance Implementation, it is desired that services are delivered online to the
extent possible and an ANYWHERE, ANYHOW, ANYTIME delivery
mechanism is in place.

MODE OF SERVICE DELIVERY

NAME OF THE
S.N. CATEGORY
SERVICE
Manually Online/ Kiosk Other
From Computer Means
Office
1. Issuance of Birth G2C 
Certificate
2. Issuance of Death G2C 
Certificate
3. Name G2C 
correction /title
change in
Birth/Death
certificate
4. Enter the name in G2 
birth certificate
5. Late entry G2C 
Registration- birth
6. Late entry G2C 
Registration-
death
7. Issuance of T.S. G2C, G2B 
(1) certificate
8. Issuance of G2C, G2B 
sanction
certificate for
Town Planning
9. Issuance of license G2B 
for commercial
unit
10. Issuance of license G2C, G2B 
for Rickshaw &
mule cart
11. Issuance of NOC G2B 
for new power
connection for
commercial usage

46
12. Issuance of Fire G2C, G2B 
call report
13. Issuance of N.O.C. G2B 
for Fire safety

14. Providing new G2C, G2B, 

connection for G2G
water and sewage

15. Disconnection of G2C, G2B, 

existing G2G
connection of
water and sewage
16. Reconnection of G2C, G2B, 
water and sewage G2G
service
17. Change of title of G2C 
existing water and
sewage connection

18. Connection for G2C 

Street Light

19. Generation of G2C, G2B,  

water and sewage G2G
bills
20. Bill amendment G2C, G2B,  
G2G
21. Assessment of G2B  
disposal charges of
commercial unit
22. Assessment of land G2C, G2B  
and building tax
23. Penalty for no G2C, G2B 
license/expired
license
24. Imposing penalty G2C, G2B 
for violation of
approved plan or
construction
without plan
25. Compromise G2C, G2B 
unauthorized
construction

47
26. Check for Illegal G2B  
Hording, Adv
Boards, Banners,
Kiosks etc.
27. Complaint G2C, G2B, 
Resolution G2G
28. Removal of G2C, G2B  
Temporary
encroachment
29. Approval of plan G2C, G2B 
for residential and
commercial usage
30. Approval for G2C, G2B 
change of land use
31. Approval for G2C, G2B 
hording, Adv
Boards, Banners,
Kiosks etc.
32. Public street G2C, G2B 
declaration
33. Employees Pension G2G 

34. Widow, G2C 

dependent, old
age and handicap
scheme
35. Library G2C 
Membership
36. Issue/return G2C 
books/magazine
37. Contracting of G2B 
advertisement
sites with relevant
media
38. Collection of G2C, G2B 
Tehbzari fees
39. Rent/Lease G2C, G2B 

40. Fire Brigade G2C, G2B, 

operations G2G
41. Ticket Sale & G2C 
Challan entry
Planetarium
42. Operation and G2C, G2B, 
maintenance of G2G

48
 water and sewage
connection
43. Land Acquisition G2C, G2B 
44. Sanction of G2C, G2B 
proposed building
plan for other uses
45. Collection of G2C, G2B 
receipts in
instalments for
sale of plots
46. Lottery/ Auction/ G2C, G2B 
refund of earnest
money
47. Preparation of site G2G 
plan
48. Sanction of water G2C, G2B 
& sewage
connection
49. Sale Agreement 
50. NOC of G2C, G2B 
Residential/Comm
ercial
Sites/buildings
51. Transfer of G2C, G2B 
plot/site/house
52. No dues G2C 
Certificate/duplic
ate allotment/Re-
allotment letters/
Sale Deed for
house
53. No Objection G2C, G2B 
Certificate /
Conveyance Deed
54. Collection from G2C, G2B 
defaulter
55. Tatrima sale deed. G2C 
56. Permission of G2C, G2B 
mortgage of
house/plot
57. Payment of G2C 
enhanced
compensation

49
58. Possession of plots G2C 
to owner

5.5. Systems & Technology

5.5.1. ICT Infrastructure:

The details of the existing IT infrastructure in the ULBs are provided in Annexure.
The table provided in the Annexure is prepared based on the data received through
the filled As Is Study Questionnaire. Further after analysis of the collected data
following inferences may be drawn regarding the ICT infrastructure in ULBs:

5.6. Operating Model

This assesses overall cost for providing a specific service including overhead,
staff, infrastructure as well as IT related costs (hardware and software)

5.7. Data Ownership

This assesses govt. entities’ security concerns including standards, internal and
external audits, compliance etc

5.8. Process and Procedures

All the services of the Municipal Corporation, Council and Improvement Trust are
studied through direct interviews and meetings with relevant stakeholders. Using
Swim Line diagram the processes of the ULBs are depicted and validation of the
same is carried out by the process owners. Sample Process maps are in annexure.

5.9. Study of Best Practices

50
Best practices can be defined as the most efficient (least amount of effort) and
effective (best results) way of accomplishing a task, based on repeatable
procedures that have proven themselves over time for large numbers of people.
Sharing of best practices gives us many advantages including avoidance of
mistakes that have earlier been committed, pre-empting of threats even before they
arise and the like.

Governments around the world and also the various state government within India
are improving their service delivery mechanisms leveraging advances in
Information & Communication Technologies (ICT). Globalization and exposure to
innovative private sector services is making the citizens more demanding and
quality conscious for the services availed from the government. In the midst of this
paradigm shift in relationship of the government with its citizens, e-Government
resulting from the adoption of ICT technologies for provisioning better services
and attaining higher productivity and efficiency in government processes provides
a compelling tool to facilitate the government in meeting the legitimate aspirations
and expectations of the people while also increasing the efficiency and
productivity of its own functioning.

Approach :

5.9.1. Identify Organizations for Benchmarking

• Select Orgs with similar mandate
• Select, in general, Process Reengineering guidelines
• Countries and regions with similar geo-political configurations and governance.
• Countries and states with similar demographics profile

51
• Include organizations successfully practising eGovernance in their regular
operations

5.9.2. Select Suitable Best Practices (BP)

• Select BPs that focus on user convenience and management decision-making
• Select continuing BPs
• Select BPs that enables planning and policy formulation
• Extract BPs operational

5.9.3. Mirror BPs against requirements

• Extract BPs and map them against DLG stakeholders
• Discard BPs that are not culturally suitable
• Include BPs that enable planning and policy formulation
• Modify BPs already operational if required
• Adopt and adapt selected BPs

5.10. Prioritization of Best Practices

Once the best practices are identified and suitably adapted, they would be
prioritized thus having a direct bearing on the recommendations for the DLG
(Department of Local Government) Automation exercise. Prioritization of the
selected practices would be on the twin considerations of (a) Feasibility of the
implementation of the particular practice, and (b) Desirability for the practice
itself. The higher the practice ranks in terms of both of these, the earlier it would
be implemented. The diagram below brings this out.

Best Practice is considered DESIRABLE if …

52
• The practice “fits” well with the DLG’s mandate and objectives;

• It promotes a smooth, quick, transparent and accountable process towards

obtaining licenses, registration and other amenities from the DLG and its
associated stakeholders;

• It generates cost savings;

• It results in delivering better customer-centric services (time, cost, convenience)

to the stakeholders including internal staff of DLG and officials, partners and other
external stakeholders;

• It helps the entity with policy decision-making and better integration with other
cooperating departments of the Government of Punjab.

Best Practice FEASIBILITY will be assessed on the major service attributes, as

defined earlier:

• Service Mission and Portfolio;

• Operating Model and Cost;

• Legal and Regulatory Measures;

• Data Ownership;

• Process and Procedures;

• Architecture of application, data, hardware, networking etc;

• Supporting Technology;

53
• Delivery and Operations; and

• Organization Capabilities.

Secondary research was carried out and about 38 best practices were identified
which had similar needs to the client’s requirement. Out of 38 practices, 25 were
picked up from India and other 13 practices were from across the globe.

54
BP Case
Best Practice
No
1. Jan Sewa Kendra, Gujrat
2. Implementation Of E-Seva, Andhra Pradesh
3. Lokvani Initiative By Sitapur District Uttar Pradesh
4. E-Governance Initiative: E-Suvidha , Pimpri Chinchwad Maharashtra
5. Implementation Of Bhu Bharati, Andhra Pradesh
6. Gyandoot: G2C Service Delivery Portal, Madhya Pradesh
7. Implementation Of E-Mitra Project, Rajasthan
8. AKSHAYA PROJECT, Kerela
Public private partnership in recurring and maintenance costs by local self
9.
government body , Gujarat
10. THE SARI PROJECT , Tamil Nadu
11. Online Tendering Application Project PCMC, Maharashtra
12. AMC Website For E-Governance, Ahmedabad, Gujrat
13. SMS And Web-Based Complaint Monitoring System, Maharashtra
14. E-Village Chiluvuru AndhraPradesh
15. Online Assessment And Payment For Property Tax, Delhi
16. GP Implementation (Dristi), West Bengal
17. Jeevan Project, Delhi
18. e-GP Project, Karnataka
19. One Stop Shop Project, Karnataka
20. IT Enabled Solid Waste Management, Hyderabad Andhra Pradesh
21. SARATHI, Rajasthan
22. Automated Parking System, Bangalore
23. Streamlining Of Building Plan Approval Process, Pune
24. GIS Survey, Moradabad, Uttar Pradesh
Land Management Information System (LMIS) And Integrated Management
25.
System, Delhi
26. Mapping System Though Web Sites Brent Council, London
27. Boosting Local Authorities Lusaka, Zambia
28. E-Governance At Local Government Level In Philippines
Implementation Of Integrated Financial Operations Management System
29.
(LAIFOMS) In Local Authorities In Kenya
30. One-Stop Shopping - The Romanian E-Government Portal, Romania
31. E-Tampere, Finland

55
BP Case
Best Practice
No
32. E-Government Initiative In NY, New York,USA
33. Maxi an online service delivery option for local government, Melbourne
34. Issy-Les Moulineaux (ILM) France
35. Friendly Administration Program, Poland
36. E-Thekwini Municipality, South Africa
37. Portal Of City Of Los Angeles
38. Portal For Urban Governance, Denver

CHAPTER 6
FINDINGS/ANALYSIS

56
FINDINGS/ANALYSIS/INTERPRETATION OF DATA

6.1. Analysis of As is Status study:

57
 Credit
Rating
1-Poor,
Sl.No Parameters of Assessment 2-Below Avg,
3-Average,
4-Good,
5-Excellent
1 Systems & technology
a Computers to Employee ratio 1
b Sufficiency of other Computer peripherals (e.g. printer scanner etc.) 1
c Availability of Servers 1
d Availability of website/web presence for MC 1
e Usage of basic/office software 3
f Usage of any software applications 1
Average 1
2 Organisation capabilities
a Knowledge of process and procedures 4
b IT staff ratio to Total staff ratio 1
c ICT Skills 1
d Readiness of staff for ICT 2
Average 2
3 Service mission & portfolio
a Availability of citizen charter, well defined service delivery mechanisms 4
b Coverage of services being delivered, as per act 4
c Overall TAT (Turn Around Time) for service 2
Average 3
4 Legal & regulatory measures
a Awareness of rules and regulations 4
b Law Adherence 5
Average 5
5 Process & procedures
a Knowledge of process and procedures 5
b Adherence of procedures as per defined roles and responsibilities 5
c Overall satisfaction level of employees 3
Average 4
6 Delivery and Operations
a Overall efficiency of current channel of service delivery 2
b Availability of alternate channel of service delivery 1
c Ease of service delivery w.r.t. staff 2
d Overall satisfaction level of staff 3
Average 2
7 Operating Model
a Overall cost for providing a service w.r.t. staff effort, overhead and infrastructure 1
b Overall efficiency of delivery of services 2
Average 2
8 Data Ownership
a Security / Safety of records 4
b Availibility of well defined mechanism for maintaining relevant data/information 3
c Data Authenticity 3
d Ease of data extraction 1
Average 2

58
Parameters for eight fold assessment:

Parameter Score Max Score

Systems/ technology 1 5
Organisation capabilities 2 5 Legend
Service mission & portfolio 3 5 1-Poor,
Legal & regulatory 2-Below
measures 5 5 Avg,
Process & procedures 4 5 3-Average,
4-Good,
Delivery and Operations 2 5
5-Excellent
Operating Model 2 5
Data Ownership 2 5

59
 6.1.1. Analysis of existing IT infrastructure:

CORPORATIONS

Laptop
Sl.no

Training Provided
No. Staff Needs PC

IT Staff

Printer

Scanner
Corporation

Website
Antivirus
Total Staff

PC

UPS

Projector
Server
Municipal

1 Ludhiana 1520 608 0 23 0 42 2 23 1 0 1 1 0

2 Jalandhar 3634 1450 3 21 4 38 0 45 0 0 1 0 0

3 Amritsar 3542 1416 4 50 0 29 1 40 0 1 0 0 0

4 Patiala 1158 463 0 22 2 2 2 22 0 3 0 0 0

5 Batianda 883 353 0 2 2 12 2 16 0 0 0 0 0

6.2. Assumptions:
• The Number of Staff needs PC in Some Municipal is taken as 40% of the
Total Staff as the data was unavailable and also the trend in the other
municipal council is similar.

• In any of the Corporations the training was not provided.

• All municipal corporations have a shortage of Projector as one out of four

corporations doesn’t have the projector.

• The Basic IT skill of the staff in the municipal corporations is extremely

low.

60
Findings on employee to infrastructure ratio details:

Employee to Employee to Employee to Computer to

PC Ratio Printer Ratio Scanner Ratio UPS ratio

26.43478 14.47619 304 1

58 38.15789 0 1
28.32 48.82759 1416 1.25
21.04545 231.5 231.5 1
176.5 29.41667 176.5 1

6.3. Analysis And Selection Of Best Practices

Selection of best practices to be adopted in the Department is a critical decision.

The practices needs to be analyzed according to the various factors such as their
ability to address the problems and pain areas of the department, improve the
service quality, convenience of stakeholders and so forth. However factors
regarding their applicability in conditions of the state as well as costs would also
be of prime importance.

61
 6.3.1. Quantitative Approach

Significant parameters, from the point of view of Local Government of Punjab

have been identified. The parameters are classified under two heads viz.
Desirability (Criticality) and Feasibility.

Desirability parameters:

1. Potential of the BP to save time for LGD

2. Potential of the BP to save costs for LGD

3. Potential of the BP to bring about better service

4. Potential of the BP to generate more revenue for the LGD

5. Potential of the BP to generate Cost Saving for Customer

6. Number of instances where the BP could be used by LGD

7. Number of instances where the BP could b used by Customers

8. Potential of the BP to contribute to increased decision-making

9. Number of Stakeholders BP is likely to involve

10. Potential of the BP to become an example for other agencies

62
Feasibility parameters are:

1. Technology preparedness for the BP in LGD (applications)

2. Technology preparedness for the BP in LGD (databases)

3. Technology preparedness for BP in LGD (hardware/network)

4. Stakeholder preparedness for the BP in LGD (Domain skills)

5. Stakeholder preparedness for the BP in LGD (Customer skills)

6. Stakeholder preparedness for BP in LGD (costs borne by LGD)

7. Stakeholder preparedness for BP in LGD (time it would take)

8. Ease of implementation in LGD - Integration Requirements

9. Ease of implementation of BP in LGD - Support Requirements

10. Ease of implementation- availability of solutions in the market

For analysis and comparison purposes the appropriateness is being measured on a

grade scale of 1 to 5, with 5 being most appropriate. The following table quantifies
the appropriateness of each best practice on these parameters for the PP.

63
 9.
8.
7.
6.
5.
4.
3.
2.
1.
BP

10.
Cas
e No

Seva

Bharati
Practice

Chinchwad

Mitra Project
Delivery Portal
Sitapur District

in recurring and
E-Suvidha , Pimpri
Lokvani Initiative By

self government body

Implementation Of E-
Implementation Of E-

THE SARI PROJECT

Description of the Best

AKSHAYA PROJECT
Implementation Of Bhu

Gyandoot: G2C Service

E-Governance Initiative:
Jan Sewa Kendra, Gujrat

Public private partnership

maintenance costs by local

3
4
3
4
4
2
5
4
5
5
Potential of the BP to save time for LGD

2
5
3
5
3
3
4
3
4
4
Potential of the BP to save costs for LGD

2
4
3
5
3
3
5
4
5
4
Potential of the BP to bring about better service

3
5
4
4
3
2
4
3
4
4
Potential of the BP to generate more revenue for the LGD

2
2
3
4
3
2
4
4
5
5
Potential of the BP to generate Cost Saving for Customer

3
4
2
4
3
2
5
3
4
4
Number of instances where the BP could be used by LGD

2
4
4
4
4
3
4
4
5
4

Number of instances where the BP could b used by Customers

BEST PRACTICE DESIRABILITY

5
3
2
4
3
2
4
3
4
3

Potential of the BP to contribute to increased decision-making

4
3
2
5
2
2
4
4
4
4

Number of Stakeholders BP is likely to involve

2
4
3
5
3
2
5
3
4
4

Potential of the BP to become an example for other agencies

2
3
3
4
3
4
3
4
3
3

Technology preparedness for the BP in LGD (applications)

3
3
2
3
2
3
3
3
3
3

Technology preparedness for the BP in LGD (databases)

3
2
3
4
3
3
4
3
4
3

Technology preparedness for BP in LGD (hardware/network)

2
3
3
3
3
3
3
3
3
3

Stakeholder preparedness for the BP in LGD (Domain skills)

3
4
3
4
4
3
4
3
4
4

Stakeholder preparedness for the BP in LGD (Customer skills)

3
5
4
4
5
3
3
4
4
3

3 LGD)Stakeholder preparedness for BP in LGD (costs borne by

4
1
3
3
3
3
4
4
4

Stakeholder preparedness for BP in LGD (time it would take)

BEST PRACTICE FEASIBILITY

2
3
3
3
3
2
2
3
3
3

Ease of implementation in LGD - Integration Requirements

3
3
2
3
2
3
3
2
4
3

Ease of implementation of BP in LGD - Support Requirements

3
4
3
4
4
2
4
3
4
4

Ease of implementation- availability of solutions in the market

64
4

OVERALL SCORE
3.6
2.8
2.6
3.8
3.7

2.75
3.95
3.15
3.35
65
The desirability and feasibility scores of these best practices have been graphically
illustrated in Figure 5 to analyze their appropriateness for Punjab Local
Government Department.

Highly appropriate practices: Practices that can be ‘as-it-is’ replicated in Punjab

Police. These practices are highly desirable as well as highly feasible.

Appropriate practices: Practices where a major portion can be adopted in the

Department. These may require certain customization or modification as per the
nature and ground realities in the State.
Figure 1 Desirability-Feasibility Matrix

BP22
BP20

BP29
4

BP28

BP13
BP12 BP2

BP31
BP35 BP36
BP11
BP38 BP7
BP 9

BP30 BP1
BP15
BP19 BP17 BP4
BP6
BP3
Y
T
LA
IB
F
E
S

BP34
BP32
3 BP37 BP33
BP21 BP24
BP25 BP18
BP5 BP16

BP8
BP23
BP10

BP27 BP26

BP14

2 3 4
DESIRABILITY

66
Moderately appropriate practices: Certain good elements of these practices may
be adopted.

Not immediately appropriate: These practices may not be immediately adopted

in the State due to low levels of desirability and/or feasibility and current state
readiness.

Analyzing the desirability and feasibility levels of the best practices the following
could practices could be regarded as highly appropriate practices:
• BP Case 2: G2C Services Through Internet Implementation Of e-SEVA
• BP Case 7: Implementation Of e-Mitra Project
• BP Case 12: eGovernance Implementation in AMC
• BP Case 13: SMS and Web-Based Complaint Monitoring System
• BP Case 28: e-Governance At Local Government Level In Philippines
• BP Case 29: Implementation Of Integrated Financial Operations Management
System (LAIFOMS) In Local Authorities In Kenya
• BP Case 35: Friendly Administration Program, Poland
• BP Case 36: e-Thekwini Municipality, South Africa

Appropriate practices could be:

• BP Case 1: Jan Sewa Kendra, Gujrat
• BP Case 4: e-Governance Initiative: e-Suvidha, Maharashtra
• BP Case 9: Public private partnership in recurring and maintenance costs by
local self government body, Mahesana, Gujarat
• BP Case 17: Jeevan Project, Delhi
• BP Case 33: e-Governance: Maxi an online service delivery option for local
government, Melbourne, Australia
67
• BP Case 25: Land Management Information System (LMIS) & Integrated
Management System, DDA
BP Case 18: e-GP Project, Karnataka
• BP Case 23: Streamlining Of Building Plan Approval Process, Pune Municipal
Corporation
• BP Case 15: Online Assessment And Payment For Property Tax, MCD
• BP Case 19: One Stop Shop Project, Karnataka
• BP Case 16: GP Implementation (DRISTI), West Bengal
• BP Case 24: GIS Survey, UP
• BP Case 21: SARATHI, Rajasthan
• BP Case 32: e-Government Initiative In NY
• BP Case 3: Lokvani Initiative By Sitapur District, UP
• BP Case 34: Issy-Les Moulineaux (ILM) France
• BP Case 6: Gyandoot: G2C Service Delivery Portal
• BP Case 30: One-Stop Shopping - The Romanian E-Government Portal
• BP Case 11: Online Tendering Application Project PCMC
• BP Case 31: E-Tampere, Finland
• BP Case 38: Portal or Urban Governance, Denver
• BP Case 20: IT‐Enabled Solid Waste Management, Hyderabad

• BP Case 22: Automated Parking System

Moderately appropriate practices could be:

• BP Case 26: Mapping System Though Web Sites Brent Council, UK
• BP Case 14: e-Village Chiluvuru, AP
• BP Case 27: Boosting Local Authorities Lusaka
• BP Case 8: AKSHAYA Project, Kerala
• BP Case 10: The SARI Project

68
• BP Case 5: Implementation Of Bhu Bharati, AP
• BP Case 37: Portal Of City Of Los Angeles, UP

6.4. SUMMARY OF ISSUES

6.4.1. Information Issues

• Information availability is largely department or discipline-centric at the

ULB level. For every service that is provided the service-seeker must know the
department that would provide the service.

• There is a general lack of political will and hesitation of the administration

in sharing of information and introducing transparency in the operation of
panchayats and entities of local governance.

• There is often an inordinate amount of focus accorded to technology as

against the needs of the intended beneficiaries of the project.

• There are problems of resource provision in so far as providing access

points to the citizens are concerned.

• Connectivity options, more often than not, are restricted and there is an
over-dependence on service provision by one single service provider

• The information provided is often outdated, infrequently updated and not in

the local language which ends up alienating the service-seekers from the systems.

• Members have poor knowledge of the government schemes available to

them, their right to information on the schemes and to generally voice their
grievances against any real or perceived unfair practices

69
• Frequent and long power outages mean that the regular option of using the
computer to enter relevant data into the system is not available

• Dissemination of government information to people and gathering

information or feedback from them is difficult

6.4.2. Interaction Issues

• Non-involvement of the citizens, CSC owners, local leaders and business

stakeholders in planning as well as implementation

• Involvement of communities in local governance could be a enormous task

• There are infrastructural problems rekated to uneven supply/availability of

civil infrastructure, network connectivity, power and the likes.

• There is often an inordinate amount of focus accorded to technology as

against the needs of the intended beneficiaries of the project.

• There are problems of resource provision in so far as providing access

points to the citizens are concerned.

• Connectivity options, more often than not, are restricted and there is an
over-dependence on service provision by one single service provider

• Frequent and long power outages mean that the regular option of using the
computer to enter relevant data into the system is not available

70
6.4.3. Transaction Issues

• For all the programmes operational there is no ready output/outcome centric

performance management system that is available.

• There is a lack of trained manpower for data management and the operation
and maintenance of systems.

• There are problems of resource provision in so far as providing access

points to the citizens are concerned.

• Connectivity options, more often than not, are restricted and there is an
over-dependence on service provision by one single service provider

• Tracking of accountability and transparency of welfare schemes is difficult.

• Inefficient in-house functions and decision support systems

• Reaching services to the underserved has remained less effective than

desired due to primarily an administrative culture of apathy and disregard for
results

• Difficult for stakeholders to get answers to their queries

• As there is substantial subsidy / revenue support component in the scheme,

it may lead to standard mis-utilization techniques by way of manipulation of
figures / reports / records / officials being used by big players. This may lead to the
exclusion of genuine players from the scheme altogether

71
6.4.4. Process Issues

• The department and ULBs are involved in the extension of many e-services;
however, the set of processes being followed, though contained in manuals and
other documents, often lend themselves to local flavours. Also, since no process
re-engineering has earlier been performed, processes have inefficiencies embedded
in them.

• The set of processes being followed are not measurable and hence are not
controllable.

• Clearer role allocations need to be made in consonance with skills available

with staff.

• The processes being followed at field offices and at the HQ are

substantially manual.

• There is inadequate information availability on sectoral issues for

stakeholders from the department and ULBs

6.4.5. Technology Issues

• Earlier efforts made in this direction have not yielded the desired results
thus prompting the need for consultancy exercise prior to actual development and
implementation of solutions.

• Internet has not been optimally used in the department and ULBs; efforts
are largely restricted to emails.

• Web-based collaborative tools have not been in use that would bring
together different stakeholders in the sector for the advantage of the sector.

72
• There is not enough awareness generating literature that is available easily
on the Internet on conservation matters and on issues of customer service.

• There are inadequate policy planning &decision-supporting solutions to

help top management.

• e-Services need to get initiated.

• There is no use and deployment of mobile-based services particularly of use

to citizens.

5.3.6. People Issues

• Staff have poor orientation on the values of customer service

• Staff has sub-optimal levels of knowledge and skills in the effective use of
ICT in general and of customised ICT solutions in particular.

• There are inadequate support systems for the operation and maintenance of
technology solutions in the department and ULBs.

6.4.7. Strategy, Communication And Collaboration Issues

• There is an inadequate level of sectoral collaboration happening particularly

among the ULBs and with the department.

• With changing realities in the global market place the traditional ways of
reaching out to customers may no longer work with the same effectiveness. There
are currently no ICT-enabled systems supporting such features.

• Collaborative solutions that would bring together different stakeholder

groups for mutually beneficial information exchange do not exist.

73
CHAPTER 6
CONCLUSION

74
CONCLUSION:

The assessment research study would become the input for design phase of the
Project. The analysis of the existing infrastructure would help the consultants in
designing MIS system and in the procurement of IT hardware/ Software and
training programs to the employees. The next step would be to mould the current
practices and systems in the case of Punjab according to the appropriate practices
identified in this report and the conditions of the department.

This adaptation of best practices along with innovative ideas and improvement
suggestions from To Be Process Map report would result in a solution for
achieving the objectives identified by the Department for the e-Governance
initiative

Like most Local Government Departments in India, Punjab LGD too has its share
of issues and pain areas. It has initiated this initiative to address them with the help
of technology and process re-engineering initiatives. Practices adopted in other
countries or States in India can set a platform for Punjab Local Government
Department towards taking the right decisions

REFERENCES:
75
• http://egovindia.wordpress.com/
• http://www.punjabinfotech.org/
• http://www.ebsco.com
• Municipal Corporation Act of Punjab, 1976
• Punjab Civil Services Rules

76
 ANNEXURE I – SAMPLE QUESTIONNAIRE

Questionnaire

Current State assessment for e-Government

Implementation in ULBs

Background Note:
The Department of Local Government, Punjab intends to introduce automation and e-
Governance by leveraging ICT to streamline and improve upon its functioning in order to bring
efficiency, transparency and accountability. In this context, the Department has selected the
consulting firm Deloitte Touché Tohmatsu India Pvt. Ltd. for executing automation and e-
Governance in the Department in consonance with the laid down strategies, policies and
procedures of the Department.
The study aims for building a project on Information and Communication technology based
system for urban management in order to strengthen urban management and policy-making
capacity. The overall aim is to contribute to the local government reform in Punjab through
strengthening the Department of Local Government and Urban Local Bodies, and enhancing
transparency in administrative procedures and efficiency of public service delivery in the
domain of urban management in Punjab.
The questionnaire placed in the subsequent pages attempts to capture information to assess the
current state, in line with the above objectives. We appreciate your cooperation in completing
this Questionnaire. Your are requested to send the filled questionnaire by email to
pmu@punjabjnnurm.org.in
77
Name of the Organization Municipal Council Amloh

Address
Amloh ( Fatehgarh Sahib)

Head of the Organization Name: Designation:

Jagjit Singh Executive Officer
Additional Charges

Phone: 01765-520431
Fax: 01765-
Email: MCA_428 @ Yahoo.in

Contact (Nodal) Person for Name: Designation:

the Study Jagjit Singh Executive Officer

Phone:01765-520431
Email: MCA_428 @ Yahoo.in

Documents provided with this 1. Organization Structure (Filled)

response
(Organization Structure, 2. Information Flow (Filled)
Information Flow, Department
Reports, Citizen Charter/ e-
Governance Project details/
3. Department Reports (Filled)
Training Plans / IT policy/
Others, (please specify))
4. Citizen Charter/ e-Governance Project (Filled)

5. Training Plans (Filled)

A. Contact Information of the Organization:

B. About the Organization: - Briefly describe the background, role, objectives and goals / mission of
your organization. Also, please indicate the key decree governing operations of your organizations

What are the key functions of the Providing Civic amenities with in city Khanna
Organization?

(Also, if available, please provide

78
the website link/documents in
hardcopy or softcopy for details)

Total number of employees in the

Organization: 31

C. Organization structure / hierarchy (Including external reporting of the organization. Please also
indicate the number of staff at each level)

President (1)

Executive Officer (1)

Accountant Ad. Superintendent Nil Municipal Engineer Ad. Sub Fire Officer Nil
S.I Nil
Doctors Nil
Pharmasist Nil
T.D Nil
Bhasti Nil
W.S Nil

Clerks (7) Inspectors (1) Asstt.Municipal Engineer Fireman Nil

Peons (1) Clerks (7) J.E (1) Additional Charges S. Sewak (19)
Peons (1) T.O Nil Part time (2)
W.M Nil Daily wage (1)
Lineman Nil
M.R Nil
B.D Nil
Plumber Nil
Baldar Nil
Mali (1)

D. Services Offered: Please list down the services offered by the organization. Please add more rows,
if required

79
 Average total elapsed time to complete No. of Applications
an application <time of receipt to Received
delivery, include waiting time>.Please
mention code below.
Name of the Service
Servi 1: < 1 hour;
<Sample service list is given below, please
ce. 2: half a day; Year Year
add any other additional service of your
No. 3: 1 day; 2008 2009
organization>
4: 2 to 5 days;
5: > more than 1 week
6: > more than 1 month
1. 3 Days 1318 1538
Issuance of Birth Certificate

2. 3 Days 650 733

Issuance of Death Certificate

3. Name correction /title change in Birth/Death 15 Days 68 87

certificate
4. Providing new connection for water and 5 Days 100 277
sewage
5. Disconnection of existing connection of 5 Days 91 27
water and sewage
6. Reconnection of water and sewage 5 Days Nil Nil
service
7. Change of title of existing water and 5 Days 53 9
sewage connection
8. Quarterly 5321 3322
Generation of water and sewage bills
9. 2 Days Nil Nil
Bill amendment
10. 112 205
Assessment of land and building tax
11. 270 306
Issuance of T.S. (1) certificate
12. 225 395
Issuance of license

13. Issuance of NOC for new power 3 Days 95 99

connection for commercial usage
14. Approval of plan for residential and 5 Days 456 401
commercial usage
15. N.A Nil Nil
Approval for change of land use

16. Imposing penalty for violation of approved 9 3

plan or construction without plan
17. 100 789
Complaint Resolution

18. Nil Nil Nil

Others (Please Specify)

E. ICT Infrastructure: User level

Please provide below the details of the mentioned hardware components.

S. Hardware Configuration and Make Number Number of

80
 Units
Year of Hard Disk planned for
No. Component Purchase/ Processor RAM (in MB) Capacity (in of Units future
Upgrade GB) procuremen
t
1. Desktop Personal 2007 2 GB 160GB 3
Computer
(In case of multiple
configurations
please mention all
configurations
available along with
number of units for
each configuration)

6. Laptop Nil

S. Hardware Units Currently Number of Units planned for future

No. procurement

1. Printer Canyon Printer: Canyon Printer: Canyon Printer: Canyon Printer:

Nil Nil Nil Nil

--- --- --- ---

4. Scanner
Nil
5. UPS
3
6. Projector Nil

7. Any Other (Please Nil Fax and photo stat

Mention)

81
F. ICT Infrastructure: Organization level
Configuration and Make Planned for
Network
Hardware Type: Mini Configuration Year of Hard Disk Number of future
S. No. RAM Operating
Component Computer, PC Tower, Rack, Purchase/ Processor Capacity (in Units procurement
(in MB) System
Server Blade, others Upgrade GB) (Number)
Network Server NIL NIL NIL NIL NIL NIL NIL NIL

Application NIL NIL NIL NIL NIL NIL NIL NIL

Server
Database Server NIL NIL NIL NIL NIL NIL NIL NIL

Web Server NIL NIL NIL NIL NIL NIL NIL NIL

1.
Mail servers NIL NIL NIL NIL NIL NIL NIL NIL

Proxy Server NIL NIL NIL NIL NIL NIL NIL NIL

Back up servers NIL NIL NIL NIL NIL NIL NIL NIL

Others (please NIL NIL NIL NIL NIL NIL NIL NIL
specify)

G. Software Applications currently being used:

Purposes and Key Functionalities Network Architecture Reach Connectivity

Serial Name of
Number Application Different Modules and services (Centralized / City / District / Intranet Internet
provided Decentralized) Ward (Officials connected) (Minimum capacity)

Local W/s
1. ---- --- ---- ---- ----
Package

Tally
Package ----
2. ---- ---- ---- ---

82
 H. Operating System

Number of Server
Operating System Version Number of Client Licences
Licences
MS Windows XP & 98 ----- ----
Unix
Linux
Macintosh
Others (please specify)

I. Office Package

Office Package Version Number of Licences

MS Office 2003 ---
OpenOffice.org
Star Office
Others (please specify)

J. Antivirus

Malware Protection Program Version Number of Client Licences Number of Server Licences
---- ---- ----

K. Application under development / planned for future use

Number
Name of Hardware Connectivity
S. No. Functionalities of
Application Requirements Requirements
Licenses
1 ---- ---- ---- ---- ----
.

---- ---- ---- ---- ----

2
.

---- ---- ---- ---- ----

3
.

83
L. Online Presence

1 Does the organization have web presence? No

. (Yes/No) (If yes, please specify the website
address and answer the questions below)

No
2 What information / services are available on
. the website?

Internal Search (Yes/No) : No

What features does the website support? Forum (Yes/No) : No
3
Personalization (Yes/No) : No
.
Please answer Yes/No corresponding to the Digital Signature (Yes/No) : No
given parameters. Privacy Statement (Yes/No) : No
Web mail (Yes/No) :
Please highlight/tick from the list below:
Daily No
4 Weekly No
What is the frequency of updating data on Fortnightly No
.
the website? Monthly No
Bi-Annually No
Yearly or more No

M. Staff Capabilities

1. What is the total number of IT staff in ---

your organization
2. What is the distribution of the IT Staff Hardware & Network:
in relation to the activities performed? Database: ----
User Support: Water, Sewerage & Accounts
Package
Operations: Nil
Administration: Only Typing Work
Development:
Others (Please Specify):

For each of the identified IT skill set (given below) please specify the awareness level (in percentage) for
the non-IT staff in the Organization.

S.
Skill set Beginner Intermediate Expert
No.

3 Nil Nil
1. Office package

1 Nil Nil
2. Email / Internet

N. Details of training provided in the PAST three years

84
 Frequency Level
Total number Total number
S. Duration of (One Time / (Beginner /
Training name of people of training
No. training Monthly / Intermediate /
trained sessions
Annually etc) Expert)
1 Nil Nil Nil Nil Nil Nil
.

2 Nil Nil Nil Nil Nil Nil

.

3 Nil Nil Nil Nil Nil Nil

.

O. Additional comments (If Any)

-------------------------------- End of Questionnaire: Thank You --------------------------------

85
 ANNEXURE II – SAMPLE PROCESS MAPS

Water and Sewage Connection Process

Property Owner

Collect and
fill the Submit to
Start Form from the SDO
the Head Zonal
office
SDO Zonal

Mark File to
Receives
Receive Receive the Supr. Mark File
Assign JE Back the
the Form Report Water to the JE
File
Department
Inspector/JE/

Looks at
Submit the Query
Fitter

Inspect
Report to and Submit End
Site
the SDO Report to
the SDO

Yes
Check
and Sewage
Supr. Water

Proper
Receive Is there any
Connection
the file Arrear
or any
Arrear
No

Enter
Computer

Get the Send the

Section

Details in
Clerk

Connection File to the

the ID Number Cashier
Computer
Cashier

Give it to
Receive Issue
the
the file Receipt
Plumber
Plumber

Receives
Install
the
Connection
Receipt

86
House Tax Assesment

Yes
Citizen

Either put his Gets the

Deposited the Gets END
objection or not Assessment Pays the Bill
bill Receipt
with in 30 days Notice

No
Inspector

Visit the field and Enters the details

prepares the notes PAR (Preliminary
Start
having house Assessment
details Register) Yes
Yes
Superintendent

Assessment
Assessment Proceedi
Notices is
Citizen Notices is sent to Citizen ng Notice Citizen
prepared under No TS-5 is TS-5A is
Available Citizen via post or pays the sent pays the
Municipal Act 101 Issued issued
Press Publication Bill No under Act Bill
and 103
137

Yes No
No
House Tax
Committee

Either Resolves Decision of Action is

Objection from Takes x-party
the objection or committee is taken under
Citizen decision
rejects entered Act 138

Yes
House Tax
Clerk

Entry in TS-1 Demand (bill ) is

register issued

87
Birth and Death Certificate Process
Applicant/ Govt

Fill
Nursing Home

Fill Form1 Submit to Receive

Hospital or
Individual

(Giving Application
Respective Receipt Receive
Start Information Form2 for
Zonal or with SR. Certificate
Regarding Birth the
Head Office NO.
and Death Certificate

Give Receipt
Posting Clerk
Head Office

Receive Post with SR . No (To

Receive
Information Details in Individual
Information
from Zonal the Applicant or
Form
office Register Hospital

Receive all
Zonal Clerk

Receive the Send back to

verify with Prepare
Information 2 Application computer cell End
manual record Certificate
Form Forms for the for printout
Certificate
Receive Clerk

Receive all the Send Application

ApplicationForms for the Form to the
Certificate and the Respective Zonal 1
Application Fees by Clerk and Applicaton
computer cell Fees to the Cashier

Receives
Cashier

Post into
Application
Ledger
Fees
Supr. Birth and

Department

Receive Certificate Send to Health

Death

and Cross Check in Officer For Final

manual record room Signature

Receives in Send back

Computer cell

computer cell to
with fees of Send to Clerk (R.R)
1 computer 2 Send back to
Rs 12.50 per record room verifies
cell for computer cell for
copy print distribution

88
ANNEXURE III – GLOSSARY

As-Is Assessment

In the scope of this study, the As-Is Assessment means to study current services
and processes being followed in the Government departments/districts/wards and
also take stock of the current ICT Infrastructure present in the Government
organizations of Punjab

e-Government

The term e-Government refers to the use of electronic information and

communications technology so as to integrate the user of government services into
the activities of government and the public service.

E-Governance G2B, G2C, G2G

G2C and G2B and G2G e-Government is all about government agencies working
together to use technology so that they can better provide individuals and
businesses with government services and information. It is not a massive
Information Technology (IT) project. Much of it is about -

• establishing common standards across government,

• delivering services more effectively,

• providing ways for government agencies to work together

• all using the best technologies that are available

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G2C services

Following are the list of G2C services:

Census, List of Polling Stations, Caste/Tribe Certificate, Character Certificate,

Identity Certificate, Income Certificate, Land Ownership, No Objection
Certificate, Non-Studentship and Un-Employed Certificate, OBC Certificate,
Residential/Domicile Certificate, Rural Certificate, Examination Results

G2B services

Business-to-Government transactions, on the other hand, are more often multi-

level processes that involve multi-disciplinary functions and multiple transactions
that are often contingent upon one another. Examples of G2B services are
auctions, joblistings or basic municipal transactions tailored to business
applications

G2G Services

Services that are delivered by an e-government system to other government

agencies

ICT

Information and communication technologies (ICT) is an umbrella term that

covers all technical means for processing and communicating information. While
this technically encompasses pre-digital technologies, including paper-based
writing, it is most often used to describe digital technologies including methods for
communication (communication protocols, transmission techniques,
communications equipment, media (communication)), as well as techniques for
storing and processing information (computing, data storage, etc.) The term has

90
gained popularity partially due to the convergence of information technology (IT)
and telecom technology.

ICT allows users to participate in a rapidly changing world in which work and
other activities are increasingly transformed by access to varied and developing
technologies. By this definition, you could almost say ICT is technology’s version
of economic growth, to satisfy the needs and wants of the community over time.
ICT tools can be used to find, explore, analyze, exchange and present information
responsibly and without discrimination. ICT can be employed to give users quick
access to ideas and experiences from a wide range of people, communities and
cultures.

ICT Infrastructure

In the scope of this study, ICT Infrastructure refers to the spectrum of information
processing technologies and services. It includes computer hardware, networking
equipments, and peripherals software management, support, and applications.

Improvement Trust

The main function of the Trust is to develop the city in a planned manner and to
provide residential plots / flats & commercial units to the public at reasonable
reserve price

JNNURM

Jawaharlal Nehru National Urban Renewal Mission is a massive city

modernisation scheme launched by Government of India. JNNURM is a
Government of India initiative aiming at encouraging reforms and fast track
planned development of identified cities. Focus is on efficiency in urban

91
infrastructure and service delivery mechanisms, community participation and
accountability of ULBs/parastatal agencies towards citizens

Local Government

Local government refers collectively to administrative authorities over areas that

are smaller than a state. In India the local government is the third level of
government apart from the State and Central governments. There are two types of
Local Government in operation: Panchayats in rural areas and Municipalities in
urban areas.

One-stop-shop

It is the mechanism to process requests from citizens and organizations within the
authority of public administrative offices, ranging from receiving requests and
applications to returning results through a focal agency called “Receiving Requests
and Delivering Results Unit” in the Provincial administrative agency.

Rural Local Bodies

Rural local bodies look after the necessities of the villagers and encourage the
development activity in the villages. Panchayati Raj is a system of governance in
which gram panchayats are the basic units of administration. It has 3 levels:
village, block and district. At the village level, it is called a Panchayat. It is a local
body working for the good of the village. The number of members usually ranges
from 7 to 31; occasionally, groups are larger, but they never have fewer than 7
members.

The block-level institution is called the Panchayat Samiti. The district-level

institution is called the Zilla Parishad

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Service

In the scope of this study, a service can be described as a business transaction

between a government agency and a user of government services and includes
informational and transactional services.

Service Delivery

The processing and providing result of any service request received from the user
(e.g. citizen, organization) by the Government agency.

Stakeholder

From the perspective of this study, Stakeholder is any organization, governmental

entity, or individual with an interest in the success of this project, in delivering
intended results and maintaining the viability of the Government services.

Urban Local Bodies

Urban Local Bodies are the constitutionally provided administrative units that
provide basic infrastructure and services in cities and towns.

Large urban areas are governed by nagar nigams, often simply called corporations.
The area under a corporation is further divided up into wards. Individual wards or
collections of wards within a corporation sometimes have their own administrative
body known as ward committees.

Smaller urban areas are governed by nagar palika, which are often referred to
simply as municipalities. Municipalities are also divided into wards, which may be
grouped together into ward councils. One or more representatives are elected to
represent each ward.

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Urban Local Government

The Urban and Local Government Program provides city officials a platform with
which to explore key aspects of urban management.

The objectives of the program are to advance their knowledge and understanding
of a broad range of urban issues and to present the tools they need to plan, manage,
and govern their cities.

Workflow

The automation of a business process, in whole or part, during which documents,

information or tasks are passed from one participant to another for action,
according to a set of procedural rules.

94