Training on. Supported under. Comprehensive Capacity Building Programme (CCBP)

Transcription

1 Training on Enabling better performance through Improved Practices, Tools and Technology including Performance Management, Change Management and e- Governance Supported under Comprehensive Capacity Building Programme (CCBP) Commissioners and Directors of the Municipal Administration M.A & U.D Department In Collaboration with National Institute of Urban Management (NIUM)

2 Prepared by: IT-cum-Monitoring &Evaluation Team 1. Team Leader N.Ram Kishore 2. Editorial Advise, Guidance and Review K.Lavanya D.Sara Khosla 3. Content Contributions Stallin Harika Reddy K.Satya Narayana

3 Table of Contents Title Page No. 1. Back ground Intended audience(s) Learning objectives Module overview Structure/ Contents Performance Management Change management Need for Change Management Conclusion Significance of Structured Approach to Change Management Key Steps to Implement a Change Management Plan: Best Practises on E-Governance e-seva (Andhra Pradesh) e-procurement Project in Andhra Pradesh Smart Gov (Andhra Pradesh) e-suvidha applications in A.P & Telangana and their practices Module activities Methods of Teaching Supporting materials Module feedback Feedback Form... 16

4 Outline of the module COMPONENT DESCRIPTION 1. Back ground Realizing the need for Reforms, Comprehensive Capacity Building Programme (CCBP) under Jawaharlal Nehru National Urban Renewal Mission (JNNURM), funded by the Government of India, aims to strengthen the Urban Local Bodies for improving the service delivery and governance. To support the Urban Local Bodies to execute Capacity Building Programmes as per the CCBP Guidelines, Ministry of Urban Development (MoUD) has prepared a Toolkit (revised 2013), in which detailed guidelines and step by step method to plan, implement and monitor the CB Programmes for Urban Local Bodies, States and Ministry of Urban Development (MoUD) have been issued. The objective of the Training Module that can act as a toolkit for providing continuous quality training; capacity building and field level hand-holding support to the ULBs so that they are successfully able to improve their understanding of Urban Governance including their specific Powers, Functions and Roles. Also, by documenting how E- Governance can facilitate and promote Good Governance by improving public service delivery, their functioning and performance in the roles envisaged for them by the constitutional provisions and Municipal laws will be sought to be improved. 2. Intended audience(s) Municipal Council, Municipal Chairperson, Municipal Commissioner and Ward Committees as laid out in various legislations related to Urban Local Bodies.

5 3. Learning objectives 1. Audience understands the need of implementing the e- governance. 2. They understand the best practices in e-governance tools and their uses. 3. They understand their roles and responsibilities. 4. They understand the existing scenario of the tools and technologies and the activities to be taken up for improvement. 5. The staff can understand the existing practices and the deficiencies there in 6. They are also able to plan for improvement 4. Module overview 4.1. Structure/ Contents 1. Performance management on e-governance Strategic management 2. Change management & e-governance 3. Enabling better performance through best practices on e- governance tools & technology Performance Management Performance management encompasses activities that ensure that goals are consistently being met in an effective and efficient manner. Performance measurement in government is related to accountability. Hence, governments ought to consider designing methods and using best practices that measure performance in relation to clear and specific objectives and nurture a performance management environment.

6 There is cogency in the adage that an efficient government is a better government. Yet, performance management adds the effectiveness component. Consequently, citizen feedback has become an important part of performance measurement systems because it reflects the effectiveness of service delivery from the viewpoint of local residents. Improving public sector delivery of services and increasing the ease and speed of access are necessary to improving the relationship between government and citizens. However, the active engagement of citizens is critical to developing e- government services that are both efficient and effective. Supplying more efficient and effective government services also requires using strategic management concepts, operational review and analysis, monitoring and evaluation practices and change management approaches. Information and communication technology is critical for delivering efficient service. On the other hand, performance management practices support e- governance by providing measurements and processes that evaluate the effectiveness of e-government programs. Awareness: Learners get an idea about performance management & change management and different functionalities. Knowledge: They should get knowledge performance management & change management and needs of them. Skills: learners will have skills to adopt the latest methods to use in performance management & change management Change management Departments introduce change, those changes impact how individuals do their work, and the degree to which individuals adopt the changes to their work determines the

7 success of the departmental effort. Change management is the processes and tools for encouraging individuals to make successful personal changes. Prosci's formal definition of Change Management is: The application of a set of tools, processes, skills and principles for managing the people side of change to achieve the desired outcomes of a change project or initiative Need for Change Management Any e-governance project will bring in tremendous change, in terms of processes, people, departmental structures and use of technologies. The changes to be brought in by e- Governance, the expected responses and the suggested measures have to be clearly identified and accordingly handled with utmost care in the whole process. These changes will directly impact someone in the system. Change Management is the people side of projects. The main drivers for applying Change Management in any e- Governance project are to: Increase probability of project success Manage employee willingness or resistance to change Build change competency into department Training Interventions Training can be used as an effective tool for skill building and creating an interest around the project. Training is a crucial component of the Change Management Plan, especially where processes have changed or new skills are required. Some of the possible mediums of training can be e-learning. Tie-ups with Universities, panel discussions,

8 checklists, videos, classroom training, on the job training, interactive for expert speak etc. Computer Training: This is the most critical training required for the staff of all four departments across all levels. Both basic and advanced computer training is required for all staff members. Since all the processes are moving to an automated environment there is an increased emphasis on computer training, which will include training on applications & modules. On the Job Training: On the Job Training is one of the best training methods because it is planned, organized and conducted at the employees own work area. The Departments would require delivering On the Job Training for new processes and computer applications Self-Learning: Self learning methods allow employees to learn at their own pace. Self-learning modules can be delivered using multiple mediums like computer based e- learning programs to paper based self-learning toolkits. Computer based self-learning where an employee learns by executing special training programs on a computer relating to their occupation is highly effective for training people to use computer applications because the training is integrated with the applications they use and can practice them while training. Checklist: Checklists are learning aids which facilitate reinforcement of adherence to certain processes, service levels or behaviours (to help standardize service delivery across locations).

9 4.2. Conclusion Significance of Structured Approach to Change Management: While implementing transformational programmes like the NeGP, it is essential to recognise of the importance of a structured approach to Change Management the people side of transformation. It is necessary for Government agencies, especially the nodal Ministries and the Administrative Reforms and IT Departments, to design appropriate Change Management Strategies and plans to accompany the e-governance implementation Key Steps to Implement a Change Management Plan: Creating sub department level forums for exchange of ideas, involving the Leadership as communicators and creating a core team of Change Agents who will be responsible for departmental redefinition, developing department capabilities, providing functional support and implementing Capacity Building measures, group wise. Manpower Planning: Job analysis comprising job description and job specification needs to be reviewed. New responsibilities, tools, changed relationships etc. have to be determined. Restructuring and redefining job responsibilities would also necessitate determination of additional skills and qualifications required for the job. Number of employees required must be determined to avoid work overload/ under load. Reallocation of existing manpower to the new department structure is a challenge. Reshuffling of workforce can be done on the basis of their skills and

10 competences. This process needs to be supported by a good career planning and performance management system which helps in identification of employee potential and hence placement of right person at the right job. Levels of Decision Making: For quick decision making, levels of decision making should be reduced to three, leading to reengineering. Quick decision making also necessitates employee empowerment.¾ Leadership: The e-governance implementation leader should have strong conceptual and management skills. The leader will be required not just to direct but to also act as mentor and coach. Leaders need to change their styles and will have to adopt different approaches to manage people in new work settings in the departments that are characterized by use of modern technologies, and continuous change. Training and Development: Training and acclimatization of the personnel at all levels more so at the lower rung of Government departments are required. It is essential to train all employees in basic computer usage. There should be workshops and seminars for all levels. The employees need to be trained regularly for learning new skills and updating skills to keep in tune with the rapidly changing ICT technology. Performance Management: The performance management system should be modified to incorporate new competences and skills expected from employees. Periodic reviews of employee performance must be conducted to get desired results. Technology that has restructured work will force those who are responsible for employee development to create ever more flexible and responsive learning and performance solutions. Team Work and Motivated

11 Change Management: Last but not the least, the human aspects of the change management initiatives are more important than the technology innovations. Wherever there is team work, with a good and sound human networking. The possibility of adaptation to the needs of change would be stronger. In any given work situation, a motivated team of change management leaders should be identified, who by their persuasive skill would be able to inspire all others, and build up a cohesive teamwork Best Practises on E-Governance e-seva (Andhra Pradesh) This project is designed to provide Government to Citizen and e-business to Citizen services. Originally, it was implemented in the form of the TWINS (Twin Cities Integrated Network Services) project in 1999 in the twin cities of Hyderabad and Secunderabad. The highlight of the eseva project is that all the services are delivered online to consumers /citizens by connecting them to the respective government departments and providing online information at the point of service delivery. The network architecture is designed as an Intranet on a Wide Area Network (WAN). The network is designed in three tiers, each tier being physically located in different places. The first tier for the client-end is located at the eseva centres. The second tier consists of the data servers and the application servers. The third tier comprises Departmental servers as the backend in the concerned departments (Electricity, Municipality, Passport Office, Transport Department, Registration, Commercial Tax, etc). These servers keep consolidated databases. Presently, eseva is providing One-stop shop for over 66 G2C and B2C services

12 in 46 e-seva centres in the twin cities and Ranga Reddy district. Centres have also been opened in 20 other districts. The services include online payment of utility bills, issuing certificates, issuing licenses & permits; e-forms etc.payments can be made by cash/cheque/dd/credit card/internet. The project has become very popular among the citizens especially for payment of utility bills. In fact, it has been asserted that the success of this project is largely based on payment of electricity bills.40 This project exemplifies the potential for integration of delivery of Union, State and Local Government services at one point. However, it also shows that the model based on payment of utility bills could not be rolled out in the rural hinterland e-procurement Project in Andhra Pradesh Prior to the introduction of an e-procurement system in Andhra Pradesh, procurement in Government departments was done through a manual tendering process. The process consisted of a long chain of internal authorizations and scrutiny which necessitated several visits by the suppliers to government departments. The manual tender system suffered from various deficiencies, including discrimination, cartel formation, delays, lack of transparency etc. The Government of Andhra Pradesh introduced the e- Procurement project in 2003 with the following objectives: i. To reduce the time and cost of doing business for both vendors and government; ii. To realize better value for money spent through increased competition and the prevention of cartel formation;

13 iii. To standardize procurement processes across government departments/agencies; iv. To increase buying power through demand aggregation; v. To provide a single-stop shop for all procurements; and vi. To allow equal opportunity to all vendors. In order to achieve these objectives, the entire e-procurement process was designed to avoid human interface i.e., supplier and buyer interaction during the pre-bidding and postbidding stages. The system now ensures total anonymity of the participating suppliers, even to the buyers, until the bids are opened on the platform. The e-procurement application provides automatic bid evaluation based on the evaluation parameters given to the system. These improved processes have eliminated subjectivity in receipt and evaluation of bids and has reduced corruption to a significant extent Smart Gov (Andhra Pradesh) The Andhra Pradesh Secretariat comprises a number of departments. The processing of information in the Government is predominantly workflow intensive. Information moves in the form of paper files from one officer to another for seeking opinions, comments, approvals etc. Smart Gov has been developed to streamline operations, enhance efficiency through workflow automation and knowledge management for implementation in the Andhra Pradesh Secretariat. The solution automates the functioning of all levels of Government entities and provides a well-defined mechanism

14 for transforming the hard copy environment to a digital environment. It enhances productivity through use of IT as a tool. Smart Gov replaces the paper file with an e-file. Smart Gov provides the features of creation, movement, tracking and closure of e-files, automation of repetitive tasks, support system through knowledge management, prioritization of work, easy access to files through an efficient document management system and collaboration between departments. This project is being extended to more departments e-suvidha applications in A.P & Telangana and their practices The executive functions of the Urban civic governance are carried out by the ULBs. These functions are similar in nature irrespective of the size of the ULB. Hence a common application software E-Suvidha covering all functions of ULB brings uniformity in the operations and provision of civic amenities. The E-Suvidha software has two components namely i) e-mas (Municipal Administration System and ii) MMIS (Municipal Management Information System. The e-mas software is the core application of E-Suvidha and is made of 16 modules. Eight modules are citizen facing modules and eight modules have been designed for carrying out internal administration. The MMIS module captures the key parameters which would provide the DMA with effective Management Information System from all the ULBs, based on which the DMA's Senior staff would be in a position to take appropriate decisions in an integrated manner.

15 Government to citizen modules: 1. Birth & Death 2. Property Tax 3. Vacant land Tax 4. Building permission & Town Planning 5. Grievance & Redressal 6. Water Tax 5. Module activities 5.1. Methods of Teaching Power point presentation. Provide hard copies of study materials. Practical learning session Conducting examination to know about teaching performance taking feedback from participants 6. Supporting materials Power point presentation Training Material respect to the content Various practices in existing ULBs 7. Module feedback Module Developer NATIONAL INSTITUTE OF URBAN MANAGEMNT

16 Comprehensive Capacity Building Progrmmme Name of the participant: 8. Feedback Form Title of the Programme : Dates : Dear participant your objective feedback will help us improve the Quality of programme design and content. Please spare a few minutes to give your responses in this format. 1. How do you rate the following parameters? Sl. No. Activity Excellent good satisfactory I Ii Reading Material Time Management Iii Audio/Visual.iv Methodology v. Class Room Vi vii NIUM Support Meeting your expectations / Objectives of the programme achieved Contents of the Enclosed Compact Disc (CD) Soft Copy of the Module in PDF Format. Power Point presentation of the Module. Reference Material for all Sub Modules

17 Summary of the Module: 1. To familiarize participants with ICT tools for Information Management and dissemination, with special emphasis on the role of e-governance in office management and citizen service deliveries. 2. To promote the use of Information Communication Technologies in office management. 3. Equip the ULB Staff with the skills required to use the evolving systems and processes. 4. Aid policy makers in prioritizing e-governance reform and connecting the dots between various aspects of e-governance. 5. Support ULB staff by imparting training on modern project and change management techniques and tools. 6. Facilitate transformation in Municipal office sections by equipping select teams with skills in process re-engineering and enterprise architecture