Detailed Project Report for e- District Roll-out in the State of Maharashtra

Transcription

1 Detailed Project Report for e- District Roll-out in the State of Maharashtra November 2011 Government of Maharashtra

2 Table of Contents Introduction 6 About Maharashtra 6 Status of pilot edistrict Project 6 Details for State Wide Roll Out 8 State Designated Agency 9 Project Objectives 13 Mission 13 edistrict Objectives 13 Scope of Work 13 Benefits envisaged 14 Services Envisaged Present and Future 17 E-District list of services and efficiencies envisaged 17 Value additions of e-dist implementation 18 Standardization of Services 18 Formats for 10 Output certificates approved by the Standardization Committee 19 Other e-governance initiatives in the State 31 Stakeholders Expectation 35 Citizen 35 District Administration 35 State Government 36 Target Beneficiaries 38 Stakeholders - Roles and Responsibilities 40 Role and responsibilities of various stakeholders 41 Department of Information Technology (DIT), GoI 41 State Government 41 District Administration 42 District e-governance Society (DeGS) 43 State Designated Agency (SDA) 43 State PMU 44 Service Levels and Measurement 47 SLA Reporting 48 Acceptance Testing 48 Project Costing 50 2 P a g e

3 Estimated Cost Summary 50 Indicative cost for one district 50 Hardware Cost 51 Data Digitization 51 Training 52 LAN Networking and horizontal connectivity 52 Site Preparation 53 Indicative cost at State Level 53 Capacity Building 56 Capacity Building 56 Change Management 57 Organization structure 59 Training Strategy 60 Training Need Analysis 60 Contracting Arrangements 65 Risk Management 67 Key Success Factors 71 Service Delivery Mechanism 73 Proposed Solution 74 Architecture Framework & Standards including overall approach adopted for application customization 75 Network Architecture 77 Conformance to security standards on data, network, software, etc 78 Conformance to technological standards on inter-connectivity and interoperability: 79 Mechanism for ensuring compliance to service levels 79 Public Awareness Campaign, Citizen Feedback Mechanism and Post Implementation Assessment 79 Post Implementation Institutional Mechanism for Operation and Maintenance phase 81 Estimated time frame & Costs 81 Implementation Methodology & Strategy 86 Project Management & Monitoring 89 Project Management Methodology 89 Project Management and Monitoring Structure 92 Milestones & Estimated Project Time Schedule 94 Operations & Maintenance Phase 97 Business Model - Public-Private Partnership (PPP) Model 97 Sustainability Plan 99 Funds Management P a g e

4 Definition of Successful Outcome 100 Appendix 103 Appendix A: Details of Location to be covered 103 Appendix B: CSC (Common Services Centre) 105 Appendix C: SWAN (State Wide Area Network) 106 Appendix D: Location of SDC (State Data Centre) 117 Appendix E: Status of Horizontal Connectivity 117 Appendix F: SSDG (State Service Delivery Gateway), State Portal and eform 119 Appendix G: Status of State MMP s 119 Appendix H: Status of SeMT 121 Appendix I: Key IT initiatives of Government of Maharashtra 122 Annexure I: Government Resolution for implementing 10 Services in Phase Annexure 2: Government Resolution for formation of State & District SETU societies 125 Annexure 3: Extract of Commercial Proposal of TCS for additional districts 126 Annexure 4: Government Resolution for empanelment of Consultants for Maharashtra P a g e

5 Section I: Introduction 5 P a g e

6 Introduction About Maharashtra Maharashtra is India's third largest state in terms of area and second largest in terms of population after Uttar Pradesh. It is bordered by the states of Gujarat, Madhya Pradesh, Chhattisgarh, Andhra Pradesh, Karnataka, Goa and the Union territory of Dadra and Nagar Haveli. The Arabian Sea makes up the state's western coast. Mumbai, India's largest city, is the capital of Maharashtra where as Nagpur serves as the second capital or winter capital of the state. Maharashtra is divided into thirty-five districts, which are grouped into six divisions: Aurangabad Division, Amravati Division, Konkan Division, Nagpur Division, Nashik Division, and Pune Division The Mission of Maharashtra s IT Policy promulgated is Empowerment through Connectivity whose main objective is to give Anywhere, Anytime, Anyhow services. The aim of the state is to make Maharashtra a Maha IT Rashtra, with a vision to reach the remote and poorest people to improve their quality of life and also provide an efficient and transparent system of operations through the adoption of e-governance projects. Status of pilot edistrict Project The e-district project in Maharashtra is first implemented on a pilot basis in 5 districts of Maharashtra for 10 services. Additional 15 services which will make a total of 25 services will be implemented in all 5 pilot districts of the state. Subsequently it is desired to roll out the e-district project to the entire state such that the benefits of good governance, effective and timely service delivery reach out to all the citizen of the state. The objective of this program is the state wide roll out the pilot e-district model and provide integrated citizen centric services in the State. The envisaged benefits will include: Standardization of service delivery as well as the certificates across the state. This will eliminate the district specific deviations The timelines for availing the government services will be same across the entire state All officers across the state will be trained and there will be overall capacity building with modernization initiative not restricted to the pilot districts. Districts are the primary delivery channel for Government Administration and delivery of a large number of services Significant improvement in delivery of Government services by integrating other e-governance initiatives by different departments (Land records, Property Registration, Agriculture, Police, Municipalities, etc.) Establishing a Multi-Disciplinary centre for information accessibility, for capacity building of the district administrative processes Formulation of strategies for creating a Central data repository for all associate activities for improving district administrative processes by ensuring data and information are collected, stored, retrieved, used and exchanged in an efficient manner at all levels from top to bottom Support and integration of the e-governance initiatives by Government of India such as Common Service Centres (CSCs) and Maharashtra Statewide Area Networks (MSWAN) The districts chosen for pilot phase in Maharashtra are Pune, Latur, Nagpur (which received funding from GoI) and Nanded, Sindhudurg (which received funding from Setu Maharashtra). The following 25 services were chosen for pilot phase of e-district. 1. Caste Certificate 6 P a g e

7 2. Income Certificate 3. Temporary Residence certificate/ Residence Certificate 4. Age, Nationality, Domicile certificate 5. Solvency Certificate 6. Senior citizen Certificate 7. Birth Certificate 8. Death Certificate 9. Addition of name to voter list 10. Deletion of name from voter list 11. Revenue court related informational services 12. RTI related services 13. Agriculture to non-agriculture land conversion form 14. Grant of Govt land Non-Agricultural 15. Grant of permission to sell plot non-agricultural 16. Permission to sell Govt distributed land under the New Tenure Land Act 17. Sanjay Gandhi Social Welfare Scheme 18. Indira Gandhi Social Welfare Scheme 19. Shrawan Bal Social Welfare Scheme 20. Samaj Kalyan (13 Schemes to be provided) 21. Mahila Balkalyan (5 Schemes to be provided) 22. District Rural Development Agency (4 Schemes to be provided) 23. Issuance and Renewal of Entertainment License (6 types of licenses to be renewed) 24. Permission to Give Watan Land gifted by Govt. to Mahars in Issuance and Renewal of Arms License 10 out of these 25 services form phase 1 of the pilot and the rest 15 form phase 2. As per Government Resolution 2010/240/39 dated 2 nd February 2011 (please refer annexure 1) it was decided to rollout 10 services in phase 1. Remaining list of 15 services is under revision to identify which services can be incorporated which are the most frequently used and have greater impact on citizens. Project Implementation related activities for Phase 1 services have been completed and the application has gone live in November To ensure that rest of the districts avail the benefits of the edistrict services already live in 5 pilot districts as soon as possible, it is planned to roll out phase II services along with the state wide roll out instead of awaiting their implementation in pilot districts first and delaying the state wide roll out in the attempt. Learnings from the pilot will be 7 P a g e

8 leveraged while implementing the phase II services during the state wide roll out. This will enable the state of Maharashtra to extend the benefits of the edistrict across the state sooner and also to fulfil the purpose of the pilot. Overall status on different activities under the Pilot project is as follows - Status of the STQC testing of pilot application STQC has carried out testing of the application for 10 services. STQC certification will only be issued once application is complete for all 25 services. Status of the implementation of the pilot project including status of launching of the services in all the pilot districts Activity Status Application Development Training and Change Management report Data Digitisation Site Preparation Hardware / LAN Procurement The application has been developed for Phase 1 (10 out of total 25 services). Dry Run successfully completed in all the pilot districts. Application Go Live on 9 th November Training & Change Management Report submitted by the Consultant. Training related to Phase 1 services has been completed. Training related to Phase 2 services shall be undertaken by Systems Integrator once these services are developed. Change Management exercise has been completed for the Pilot Project. Data Digitisation will be carried out as per the requirements of the legacy data and the applicability of the services. Site Preparation has been completed for all the districts, except for the Tehsil where the physic office site has changed. Hardware / LAN procurement, delivery and installation have been completed. Status of closure of project The application for 10 e-district services has gone live in November Specifications of the pilot application software Application Component Detail Database Server MS SQL Server 2008 Web Server Apache web server Application Server JBoss Application Server 4.0 Database Server Hardware Portal Server Hardware Application Server Hardware Maintenance Server Dell PowerEdge R710 Server Dell PowerEdge R610 Server Dell PowerEdge R610 Server Dell PowerEdge R610 Server Details for State Wide Roll Out Project Initiator details i. Department/ Ministry initiating the project: Department of Information Technology (DIT) under General Administration Department (GAD) has initiated the e-district project in the state of Maharashtra. ii. Name and Job Title of the Key contact persons: a. Shri Rajesh Aggarwal Secretary, Information Technology, Maharashtra b. Dr Santosh Bhogle Under Secretary, DIT, GAD c. Mr Pramod Pawar Officer on Special Duty, DIT, GAD 8 P a g e

9 iii. Contact Details: Directorate of Information Technology, General Administration Department, 7th Floor, Mantralaya, Mumbai Telephone: Fax: State Designated Agency i. Name of the State Designated Agency: The State Designated Agency (SDA) for e-district project is SETU, Maharashtra. ii. Name and Job Title of the key contact person Shri. Rajesh Aggarwal, Secretary (IT), DIT iii. Contact Details Mobile : [email protected] iv. Location of Project Implementation The objective is to implement the e-district MMP in all the 35 districts of the state. Since 5 districts are already covered in the pilot phase of the project it is now proposed for the state wide roll out. The summarized approximate demographic details of the districts have been mentioned below Map: Courtesy 9 P a g e

10 District Geographical Area Location details Jalgaon 11,700 sq km Jalgaon District is located in the northwest region of the state of Maharashtra Latur 7,372 sq km Latur District is located in the southeastern part of the state of Maharashtra Nanded 10,422 sq. km Nanded District is located in the Southeastern part of Maharashtra, bordered by Andhra Pradesh Nashik 15,530 sq km Nashik District is located in the northwest region of the state of Maharashtra Pune 15,642 sq. kms Pune District is located in the western region in the State of Maharashtra. Ratnagiri 15,530 sq km Ratnagiri District is located in the southwestern coastal region of the state of Maharashtra Jalna 7,612 sq km Jalna District is centrally located in the state of Maharashtra Akola 5,431 sq. km Akola district forms the central part of Amravati Division in the state of Maharashtra with the city of Akola as the district headquarters. Amravati 12,235 sq.km Amravati is a district of Maharashtra state in central India. Amravati is the administrative headquarters of the district. Buldhana 9640 sq.km Buldhana district is situated at the westernmost border of Vidarbha region of the state of Maharashtra Washim 5,150 sq.km Washim district is located in the north eastern region of the state of Maharashtra Yavatmal 13,584 sq.km Yavatmal district is located in the eastcentral part of the state of Maharashtra Aurangabad 10,100 sq.km Aurangabad District is located in the north-central part of the state of Maharashtra Beed 10,693 sq.km Beed district is located in the central region of the state of Maharashtra. Hingoli sq.km Hingoli district is part of the Aurangabad division in the state of Maharashtra Osmanabad sq.km Osmanabad district is located in the southernmost part of the sate of Maharashtra, and is bordered by the state of Karnatake Parbhani 6, sq.km Parbhani district is located in the north west regionof the state of Maharashtra Mumbai 67.7 sq.km Mumbai City District is a district of Maharashtra in the Konkan division of the state Mumbai Sub (Bandra) 369 sq.km Mumbai Suburban District is a district in the western part of the state of Maharashtra. The district along with the Population (2001 Census) 3.7 million 2.08 million 2.87 million 4.99 million 7.23 million 1.69 million 1.6 million 1.63 million 2.6 million 2.23 million 1.02 million 2.45 million 2.89 million 2.16 million 0.98 million 1.48 million 1.52 million 3.33 million 8.64 million 10 P a g e

11 Mumbai City District make up the Metropolis of Mumbai Raigad 7148 sq.km Raigad district is a district located in the western part of the state of Maharashtra Ratnagiri 8208 sq.km Ratnagiri is a district located in the southwest part of the state in the Konkan region of Maharashtra Sindhudurg 5207 sq.km Sindhudurg district is a coastal plain the western region of the state of Maharashtra Thane 9558 sq.km Thane is a district in the northern region of Maharashtra bordered by the state of Gujarat in the north-east Kolhapur 7685 sq.km Kolhapur is a district located in the south west part of the state of Maharashtra bordered by the state of Karnataka Sangli 8578 sq.km Sangli district is located in the western part of the state of Maharashtra Satara 10,484 sq.km Satara district is a district in the Pune administrative division of Maharashtara. Solapur 14,845 sq.km Solapur district is located in the southern part of the state of Maharashtara Bhandara 3890 sq.km Bhandara district is an administrative district in the eastern part of the state of Maharashtra Chandrapur 10,690 sq.km Chandrapur district is located in the eastern region of the state of Maharashtra bordered by Andhra Pradesh state Gadchiroli 14,412 sq.km Gadchiroli District is situated in the southeastern corner of Maharashtra, bordered by Andhra Pradesh state to the south. Gondia 4,843 sq.km Gondiyais an administrative district in the state of Maharashtra Nagpur 9,897 sq.km Nagpur district is region in the north-east corner of the state of Maharashtra Wardha 6310 sq.km Wardha district is a part of Nagpur division of the state of Maharashtra Ahmednagar 17,413 sq.km Ahmednagar district part of Nashik division is the largest district in the state of Maharashtra Dhule 8063 sq.km Dhule district is located in the northern part of the state of Maharashtra Nandurbar 5035 sq.km Nandurbar is a district located in the north-west corner of maharashtra Nashik 15,530 sq.km Nashik district is located in the north west part of the state of Maharashtra bordered by Gujarat on the west 2.20 million 1.69 million.86 million 8.13 million 3.52 million 2.58 million 2.8 million 3.84 million 1.13 million 2.07 million.97 million 1.2 million 4.06 million 1.23 million 4.04 million 1.7 million 1.31 million 4.99 million Courtesy 11 P a g e

12 Section II: Project Objectives 12 P a g e

13 Project Objectives Mission The Mission of e-district project is Strengthening the District administration to deliver government services in a simplified, transparent and convenient manner to the citizens, leveraging the Information & Communication Technologies. For achieving its Mission, Government of Maharashtra has identified the services for e-enablement in all the districts of the state, which are discussed in the later sections. edistrict Objectives The main objective of the e-district project is to computerize the workflow system and internal processes of the administration of the pilot districts with the help of Information & Communications Technologies (ICT). The state envisages meeting the following objectives with the implementation of e -District project: Implementation of an efficient electronic workflow system for District Administration. To concretize the information databases at the district level by building up databases & decision support systems to achieve sustainability of system planning, infrastructure planning and habitat planning. Infusion of transparency and accountability in operations Reduction of workload of department personnel Ensuring longevity of the data / protection from damage from moisture and other climatic factors Electronic security and control of confidential data Fast processing of public cases/appeals/grievances dissemination of information as per public requirement To create an efficient delivery mechanism from the Government that brings citizens to the district administration To disseminate the information required by citizenry To proactively provide an efficient system of disseminating information on the Government schemes, planned developmental activities and status of current activities To achieve standardization of citizen database in line with the central aim of a national citizen database. Scope of Work The conceptual design of e-district model is that the services are the focus and not computerization of department or division of the Government. The scope of the programme includes: 13 P a g e

14 To cover high impact G2C and G2B services provided in the district through the use of ICT. Services in the district that are delivered from Taluk and block level are to be brought under the ambit of e-district. It is pertinent to mention that emphasis of this initiative is on the services and not on mere computerization of Collectorate along with its Talukas and Blocks. To integrate with ongoing initiatives of the Government under NeGP such as SWAN, Capacity Building, Common Service Centres, State Data Centers (SDCs) etc. To integrate the state s ongoing e-governance initiatives in the areas of Land Records, Registration, Treasury, Agriculture, Transport, Election, Food, Revenue etc. The scope of the program is limited to implementing the state wide roll-out of e-district project in Maharashtra. e-district MMP aims at electronic delivery of all public services at District / SubDistrict level, progressively. Initially 10 categories (5 mandatory + 5 State Specific) of identified high volume citizen centric public services at district and sub-district level will be taken up for implementation. While doing so, the four pillars of e-infrastructure i.e. SWANs, SDCs, SSDGs and CSCs will be leveraged and no new infrastructure would be created. Later on, new services could be added depending on the requirements and the felt needs. The e-district MMP envisages centralized architecture at the State level with common application software for each of the identified services for all the districts of the State. The application software will be hosted in the State Data Centre. Integration across States would be enabled, through mandatory adherence to technical specifications and e Governance standards. The detailed guidelines in this regard will be issued by DIT (Department of Information Technology) separately. Another key aspect of the Scheme is creation of databases based on e-governance standards for the purposes of ensuring interoperability. Benefits envisaged To the District Administrations Generation of an efficient MIS for better and fast decision-making Fast delivery of services through retrieving of the records from computerized database networked Department/Office e-district model based on sustainable operations through applying the user charges Improvement in efficiency of the employees and reduction in workload Post project evaluation could provide feedback for further improvements Better monitoring system Bring transparency in the delivery system Faster processing of files and information resulting in efficient working of the District Administration Feedback analysis through grievances Reducing the interdependency A holistic citizen centric approach To the Citizens The service delivery is faster to the citizens Issue of domicile certificate in few hours Reducing the cost to citizen like travel cost, wages lost etc. Reducing the time in availing the services like travel time, waiting time Reducing the visits to Governments Departments Status of application at Citizen Facilitation Counter / Common Service Centre (Rainbow) Reducing the interdependency Citizen grievance within a stipulated time frame 14 P a g e

15 Access to information easily with service deliver counters within reach High level of convenience Facility of payment at convenient points and extended hours Negligible queuing with all the above services over the counter 15 P a g e

16 Section III: Services Envisaged Present & Future 16 P a g e

17 Services Envisaged Present and Future Selection of citizen services to be made available as part of the edistrict initiative have been based on an analysis of each identified service in order of priority. Service Prioritization has been based on considerations such as: Importance How important is the service from citizen point of view or from revenue generation point of view of the State. Benefit - Potential benefit to Citizen/Government from computerization Service Levels - Ease with which service levels (time bound) for each service can be defined and ease of replication through out the state Opportunity for BPR - Degree of changes required in existing processes to meet the service level requirements of each of the service (BPR) Ease of change - Ease with which such changes can be introduced, including legal reforms Data Availability - Availability and quality of existing manual/digital data that can be enabled for online service delivery within a period of 12 months Coordination - Extent of coordination with multiple offices of the State for provision of the service online Revenue Potential - Potential for levying user charges for sustainability of the initiative It is important that a Service Oriented Approach is considered for project implementation and not a Department Oriented Approach in order to provide better citizen services at the district. The summarized list of services selected for each district is given below. This would also enable the state to have a broader set of services that can be automated at the completion of the Pilot phase. E-District list of services and efficiencies Phase Service Type Sr. No Service Existing Service Level (days) Proposed Service Level (days) Phase I RTI 1 RTI related services 21 days 21 days Election Related Services 2 Addition of Name to the Voter List 3 Deletion of Name from the Voter List 10 days 5 days 10 days 5 days Certificates 4 Income Certificate 8 days 1 day 5 Temporary Residence/Residence Certificate 6 Age, Nationality and Domicile 8 days 3 days 8 days 1 day 7 Solvency Certificate 8 days 1 day 17 P a g e

18 8 Senior citizen Certificate 8 days 1 day 9 Birth Certificate 1-7 days 1 day 10 Death Certificate 1-5 days 1 day Value additions of e-dist implementation The key envisaged value additions of the project are highlighted below: Objective Service delivery at village level. Benefit Indicators The citizens will be able to avail of the service close to their homes and would not need to travel to Tehsil office Quicker service. Automated workflow and digital signature would speed up the service delivery time and improve the service levels for the service. Status tracking of an application. Citizens will now have Up to date information about the status of their applications Transparency Online availability of information and status tracking of the applications Monitoring of performance and service delivery quality. The Process owners would be able to better monitor the performance and service delivery quality through MIS reports. Effectiveness & Efficiency Stake holder Convenience Increased transparency will result in reduction of leakages Timely availability of services will result in effective management Increased efficiency on account of improved response time Improved processes and increased availability of information Perception of stakeholders of an improved responsiveness of the Government Standardization of Services The services and the output certificates / formats have been studied in detail during the pilot e- District rollout with the purpose of standardization of services as well as the output certificates across the entire state. A series of review meetings were held as well as the State Government had set up a standardization committee with senior Government Officers finalizing the output certificates. This has ensured that there is a standardization of service delivery as well as the certificates across the state. This will eliminate the district specific deviations and have a uniformity across the entire State Government functioning. 18 P a g e

19 Formats for 10 Output certificates approved by the Standardization Committee Addition of name to the Voter List: 19 P a g e

20 Deletion of name from Voter list 20 P a g e

21 Registration of Birth Certificate 21 P a g e

22 Registration of Death Certificate 22 P a g e

23 Age, Nationality, Domicile Certificate 23 P a g e

24 Income Certificate 24 P a g e

25 Senior Citizen Certificate 25 P a g e

26 Solvency Certificate 26 P a g e

27 Residence Certificate 27 P a g e

28 Temporary Residence Certificate 28 P a g e

29 The forms have also been developed in Marathi and some representative samples can be seen below: 29 P a g e

30 30 P a g e

31 Other e-governance initiatives in the State The basic objective of this section is to provide an inventory of the present applications available and running within the State. i) Sarita (Stamp and Registration Department) Sarita (Stamps & Registration with Information Technology Application), is a software application which will provide seamless integration of the registration process and also serve as an efficient administrative tool for the Stamps and Registration Department. ii) Koshwahini (Accounts & Treasury) Koshwahini is a Treasury Information System developed by NIC, and implemented across the State, to manage the exchequer across Maharashtra. The application is hosted at Mantralaya and is used by all the users who are connected through Mahanet. iii) Document Journey Management System (DJMS, Sahaj) With an objective to move towards a paperless office, the Government of Maharashtra recognized the need for an application to cater to this requirement. Thus, DJMS was established to facilitate electronic generation, tracking, searching of various references, letters and files. iv) CCTNS (Maharashtra Police) CCTNS (Crime and Criminal Tracking Network System) is centralized application hosted on to the Maharashtra State Data Centre and will be accessed over the Maharashtra State Wide Area Network. 31 P a g e

32 The CCTNS application is expected to connect approximately 1000 police stations and 600 higher offices of Maharashtra Police. The CCTNS application will automate the overall functioning of the police machinery right from FIR registration to prosecution of criminals. The application has an solution for speedy communication between the police official. Maharashtra police is in the process of digitizing the crime records data for the last 10 years so as to form an input to the CCTNS application. The application also envisages connectivity with e-courts, passport database, UIDAI database etc. vii) CIS Case Information System (Judiciary) The Judiciary Department of Maharashtra deals with a huge number of cases every year. In order to create an effective case inventory framework, the department moved toward electronic storage of information about all cases. Courts at all levels use the CIS (Case Information System) application. viii) KDMC e-governance Solution (e-governance at ULBs) The horizontal transfer of KDMC e-governance Solution (referred as MAINet) across all ULBs in Maharashtra has been envisaged by Government of Maharashtra (GoM), through GR dated 11 November This project is of paramount importance to the State as it would create much needed standardised Business Process Re-Engineering on the lines of KDMC and help ULBs in creating an electronic workflow system for Citizens Services. The objective of this program is to implement MAINet across all ULBs in 3 phases to provide integrated citizen centric services through the ULBs. ix) LMIS - Land Management Information System (Department of Revenue) The LMIS which has been developed by NIC for GoM, is capable of storing Land parcel details and the ownership details and giving output in the desired format as given in the Land revenue code. Now, ownership records can be centrally updated to add transparency and a property card can be made quickly available. This land record data will be attached with GIS based map under final stage at Maharashtra Remote sensing center. x) SIMNIC Status Information Management System Every department of the Government of Maharashtra has a need to collect the information about status of projects from filed offices through various formats. With a view to provide speedy format preparation and online collection of information and its management, NIC, Mumbai has developed this package which is implemented on NICNET as a G2G package. xi) Maharashtra Cooperation System (Department of Cooperation) There are 1.52 lakhs Cooperative societies in Maharashtra. The Divisional Registrar of societies has to perform various tasks and monitor whole cooperative movement. To perform this task efficiently, the computerization of the department was taken up. xii) AGMARKNET (Agricultural Marketing Information System Network ) The Agriculture department in Maharashtra primarily uses the Agmarknet application whose main aim is to create a nationwide network for speedy collection and dissemination of market information. Agmarknet also aims to computerize data about market fees and charges, arrivals, dispatches, sales transport, losses and wastage s and various issues like APMC infrastructure and taxes. It envisages connecting, eventually, 670 mandis and 40 agricultural boards across India. xiii) Mahavikas ( Department of Sales Tax ) Tax is one of the major income sources for the Government of Maharashtra. It contributes over 60 percent of the total revenue of the state. There is a need to administer the whole process effectively, electronically. 32 P a g e

33 The Mahavikas is a multi- tier, web based application. xiv) SEAS (Department of Excise) State Excise is the third largest revenue earner for the state, collecting taxes for production and sale of liquor, toiletries and monitoring associated activities. The State Excise department of Maharashtra uses the SEAS application. The application is used to collect taxes for production and sale of liquor, toiletries and monitoring of associated activities. xv) I Setu (Integrated Setu) The Integrated Setu Citizen Centers will have additional facilities like Railway Reservation, Bus Reservation, Payment of Telephone / Electricity Bills, Payment of Municipal Taxes, Registration of Birth / Death and other services required to citizens on top of regular Setu centers. This will be implemented initially in Mumbai and subsequently in other cities in the State. 33 P a g e

34 Section IV: Stakeholder s Expectations 34 P a g e

35 Stakeholders Expectation Detailed Stakeholder expectations have been described below for the key stakeholders in the project. Citizen A sample district (Ratnagiri) was selected, and a citizen survey was conducted through the direct questionnaire method. The citizens were interviewed at the SETU office at Ratnagiri. The SETU office was selected as the location of conducting the survey as People visiting the SETU office would be aware of the citizen services People visiting the SETU office would have availed or attempted to avail of the citizen services and would be aware of the merits and demerits in the process. Some of the findings in the survey are: An average of 2.5 visits to the Administrative offices are made by citizens to avail a service Citizens would want the services to be made available within 2.3 days on an average The average fee that citizens would be ready to pay for the services is 25 INR The broad citizen expectations are listed below Citizens 1 Reduced visits to District Administrative offices to avail citizen services 2 Quicker availability of services 3 Less cost for availing services 4 Scope of obtaining services over the internet 5 Scope of applying for an service at any point in the day District Administration The District Administration is an integral part of this project, and the success of the project depends enormously on accurately understanding and meeting its expectation from the same. The broad 35 P a g e

36 expectation listed below has been arrived at after detailed discussions with various senior district officials including the District Collectors. District Administration 1 On-time completion of the project 2 Providing faster citizen service, on-time, always 3 Automation of mundane/repetitive tasks, so that District Administration tem can concentrate on strategy formulations and service improvement initiatives 4 Process re-design and improvement 5 Tractability of the service request status State Government The Maharashtra State Government is one of major stakeholders in this project, and regular participation from the same is expected for successful execution of the project. State Government 1 On-time completion of the project 2 Providing faster citizen service, on-time, always 3 Better co-ordination between the State Government and the district administration in providing citizen services 4 Financial independence of the districts in terms of providing certain citizen services. 5 Easier and faster availability of data and information related to services performed by the districts 36 P a g e

37 Section V: Target Beneficiaries 37 P a g e

38 Target Beneficiaries The target beneficiaries from the edistrict project are Citizens 1 Easier and simpler access to Government services 2 Availability of most of the Government services delivered through the Collectorate at the District and Village level at a one stop centre 3 Services provided at the doorstep of the citizen 4 Faster, efficient, cost-effective and transparent method of acquiring service District Administration 1 Significantly Improve the Quality and content of Government service delivery at the district level 2 Improved service levels (i.e. reduction in time taken to provide services through faster processing of information) 3 Bring transparency in the delivery system 4 Enhance efficiency and accountability towards service delivery 5 Facilitating faster decision making 6 Possibility of integration of departmental front end applications as and when required 7 Better monitoring system 8 Aesthetically designed delivery centers creating better working place for the departmental personnel 9 Reduction in the number of public complaints 10 Source of revenue for the district administration Government 1 Able to provide effective citizen services 2 Better monitoring system 3 Additional ownership, accountability in the Government processes 4 Bring transparency in the delivery system 5 To achieve standardization of citizen services and database 38 P a g e

39 Section VI: Stakeholders Roles and Responsibilities 39 P a g e

40 Stakeholders - Roles and Responsibilities State Government would closely work with Department of Information Technology (DIT), Ministry of Communications and Information Technology (MoCIT), Government of India (GoI) to seek over all guidance and implementation monitoring. District Administration would also work closely with the project implementation partner to undertake the field work, comprehend the requirements, document the observations, prepare roadmap, redesign the processes, and help build capacity for the staff and executive resources of the district administration. District administration and project implementation partner would also work closely with the technical solution provider for developing and customizing the software, and implementing the technical solution. The stakeholders for this project are: Department of Information Technology, Ministry of Communications & Information Technology State Government, State Designated Agency District Administration District e- Governance Societies Project Consultant / Implementation Support Agency Vendors / Project Implementation Partners Local Entrepreneurs Citizens Stakeholder Analysis Stakeholder Group Roles and Responsibilities Level of Influence Engagement/ Communication Strategy Department of Information Technology (DIT), Government of India State Government Divisional / District Administration Frame and Issue Guidelines, Templates based on approved Scheme to the State Governments and District Administration for implementation of e- District, etc Provide necessary support, including infrastructure and financial resources, as required /envisaged under the project, etc The District/ Divisional Commissioner will provide leadership and ownership for implementation of the Scheme at the District/ Divisional level etc High Regular Interactions, Feedback High Regular Meetings, Interactions, Feedback High Regular Meetings, Interactions, Feedback 40 P a g e

41 District e-governance Society (DeGS) State Designated Agency (SDA) Proper Implementation of the project in the Districts, proper propagation of the awareness campaigns. SDA will synchronize roll out of e- District with e-form, SSDG, State Portal, CSC, SWAN, SDC; etc High Regular Meetings, Interactions, Feedback High Regular Meetings, Interactions, Feedback Project Implementing Unit Project Management Consultant As Is and best practice study, BPR, To be system study, preparation of RFP, bid process management, training and capacity building, project management Implementation Agency Hardware and Network installation, Application development, deployment and testing, application training PeMT Selection of Project Management Consultant, training and capacity building, monitoring and evaluation, change management, project management, budgeting and fund allocation Project Team Operations Operations and Maintenance, Trouble Shooting, Server Management, Database Management High Regular Meetings, Interactions, Feedback High Regular Meetings, Interactions, Feedback Medium Regular Meetings, Interactions, Feedback High Regular Meetings, Interactions, Feedback Line Department Department personnel Ownership and implementation Medium Regular Meetings, Interactions, Feedback Role and responsibilities of various stakeholders Department of Information Technology (DIT), GoI 1. Frame and Issue Guidelines to the State Governments for implementation of e-district in the State-wide roll out 2. Receive and appraise proposals from the State for e-district implementation 3. To form edistrict Project Management Group (EPMG) for monitoring the program at national level 4. Provide technical assistance to the State for effective implementation of the MMP 5. Organizational capacity building 6. Monitoring implementation, consolidation of BPR, Products, Case studies and etc. State Government 1. The State Governments will use the existing High Powered Committee (HPC) headed by the Chief Secretary for Project Monitoring & Steering, The committee comprises of Secretaries in charge of Finance, Planning, Revenue, IT, Infrastructure/Industries, Social Welfare, Rural Development, Panchayati Raj Departments, the e District Champion for the concerned State and a representative of the Government of India. Chief Secretary may also 41 P a g e

42 co-opt other officials as deemed fit. This committee shall be serviced by IT/E Governance Department with the help of the State level PMU 2. The Steering Committee shall meet atleast once a month and shall be responsible for overall planning, coordination, monitoring, evaluation and guidance for successful implementation of the edistrict Scheme in the state 3. The existing State SETU Society was formed as per GR 1002/240/02/39 dated 13 th August 2002 (please refer annexure 2) which is the State Designated Agency (SDA) and a state edistrict Mission Leader will be used for smooth and expeditious implementation of the edistrict project. The mission leader will be the Secretary in charge of IT department or any other officer of sufficient seniority. 4. The mission leader shall internally coordinate with all concerned departments to identify the services and service levels and get approval of the State Project Steering Committee headed by the Chief Secretary. It is made clear that the prime responsibility of identification of services and service levels will be that of the concerned Department/ Organization. 5. The existing District e-governance Societies under the chairmanship of District Collector/ Magistrate which will be responsible for implementation of the scheme at the district level. 6. Provide necessary support including infrastructure and financial resources as required under the project 7. Provide infrastructure. And other support to the State Designated Agency (SDA) 8. Take an appropriate steps for legal changes required in implementing BPR for identified services District Administration 1. Divisional Commissioners in states where Divisional Commissioner system exists, the Divisional Commissioner will provide leadership and ownership for implementation of the Scheme at the Divisional level 2. District Collector / Magistrate through DeGS shall ensure Planning, Coordination, Monitoring, Evaluation and Guidance for successful implementation of the e District Scheme at the district level 3. Existing District SETU society which will be used as it is will acts as District egovernance Society (DeGS), headed by the Collector/District Magistrate in each district will be responsible for the implementation of the project at the district level. District level officials of all service delivery departments could be the members of the society. The DeGS will also play a key role in the post implementation operation and maintenance phase of the Scheme 42 P a g e

43 District e-governance Society (DeGS) 1. The DeGS would implement the project and ensure close linkages and coordination amongst the various stakeholders in the Project at field level. Provide commitment and support to bring-in the process changes. 2. Provide overall guidance to the Project partners at District level. 3. Work closely with the Implementing Agency to undertake the field work, comprehend the requirements, document the observations, prepare roadmap and redesign the processes. 4. Build capacity of the staff at various levels of the district administration. DeGS and System Integrator would also work closely with the technical solution provider for developing and customizing the software, implement the technical solution 5. Manage, supervise and implement backend computerization of partner Departments/Agencies. 6. The DeGS as owner of the Project at district level will be responsible for proper record keeping of all the assets including software / artifacts created under the Scheme at the District level. 7. Support the Common Services Centers (CSCs), throughout the District for providing G2C services as per the Service Level Agreements between Departments/ SDA for CSCs and the Service Center Agency (SCA). It would identify and recommend the Citizen Services which can be provided in consultation and co-ordination with the concerned departments on priority and assist SCA in roll out of G2C services through CSCs. 8. Collect user charges as fixed by the State Government and keep audited accounts of the same. 9. Take all publicity measures and campaigning through media like TV, radio, newspaper, conferences, seminars, public meetings, banners and posters etc for creating awareness about transformation through e-governance for the benefit of the rural masses. 10. Explore revenue streams for the sustenance of the District egovernance Societyand assist SDA in formulating policies accordingly. 11. The DeGS shall also ensure close tie-ups with all the stakeholders in the project, to provide commitment and support, help to bring-in the process changes, and overall guidance to the project. The stakeholders would include district level departmental officers e.g. SSP/SP, Chief Development Officer, CEO (ZP), District Panchayati Raj Officer, District Social Welfare Officer, Chief Medical Officer, District Education Officer / Basic Shiksha Adhikari, Sub Divisional Officer / Magistrate, Tehsildar / Patwari, Block Development Officer etc. State Designated Agency (SDA) 1. Receive and manage funds to ensure timely fund flow to implementing agencies 2. Synchronize roll out of e-district with CSC, SWAN, SDC 43 P a g e

44 3. Transfer funds to DegS for district level activities like hardware installation, training and data digitization 4. Coordinate and facilitate interactions between the project implementation partners/consultants, State PMU, State Government Departments, District Administration 5. Facilitate integration of the existing ICT enabled / E Governance services, wherever possible, into the e-district Project. 6. Facilitate selection of State PMU and the System Integrator from the empanelled list provided by DIT under the guidance of State Project Steering Committee. 7. SDA shall ensure delivery of services, identification and deployment of new services as per requirement. 8. Prepare a comprehensive policy on User Charges. 9. For the Operations and Maintenance of the e district project, the SDA shall finalize an effective transaction-based revenue sharing mechanism for all stakeholders i.e. the Implementing Agency, District e Governance Society (DeGS), CSCs, SCAs, State Designated Agency etc. State PMU 1. The State PMU will design an efficient and effective end to end service delivery process for each of the identified services. This will be based on AS IS and To BE studies for all the services. This study may be conducted in more than 1 district subject to a maximum of 3 districts, which has already been covered in the pilot implementation of the project 2. Assist the State in deploying the existing applications for the state wide rollout. No application software will be deployed for state wide rollout in any state unless it has been certified by STQC. 3. Prepare the Capacity Building, Change Management & Training plans, identify the legal changes required and assist in drafting and issuance of Government Orders for giving effect to the BPR. 4. Assist the SDA in monitoring of the User Acceptance Tests (UAT) and review of test results. 5. Coordinate with STQC for certification of application software. 6. Prepare RFPs required for State wide rollout. 7. Assist the State in the selection of System Integrator (Implementation Agency). 8. Supervise the installation, commissioning and acceptance of IT infrastructure at the State and District level. Provide one dedicated manpower at each district for project coordination for 3 years. 9. Supervise the rollout at all the locations. 10. Design the post implementation guidelines for Operation and Maintenance phase. 11. Project Management and Monitoring with status update and progress tracking. 44 P a g e

45 12. Scope of works of the State PMU shall be further refined at the time of bidding for empanelment 45 P a g e

46 Section VII: Service Levels and Measurement 46 P a g e

47 Service Levels and Measurement The desired Service levels parameters for the various services in the edistrict project which needs to be monitored are defined below Parameters Desired Level Service time Service should be provided within the time defined for a particular service Options Accessibility Traceability of Applications for availing a service should be accepted 24X7 (through any of the methods like online submission, manual submission at district administration office etc) Application status should be traceable online 100% of the time through a unique application number First Right Time 99% of the service provided to the citizens should be right first time itself without involving any re-work. The service levels should be measured and monitored continuously to ensure that citizen services are provided on-time and as per quality standards and guidelines. A methodology for continuous measurement and reporting is given below Set up a SLA Monitoring Office, comprising of members from Government of Maharashtra, Management & BPR Consultant and the PIP Identify and Prepare Automated Reporting framework for measuring and monitoring SLA Generate SLA compliance report on a regular time-frame and report to Project Committee Initiate and Coordinate Causal Analysis and Corrective actions for SLA deviations State Implementation committee would monitor the compliance of the SLA at every state level review meeting. SLA defines the responsibility of the System Integrator (SI) in ensuring the performance of the e-district Project based on the agreed Performance Indicators as detailed in the Agreement. This section defines various Service Level Indicators for e-district Project, which can be considered by the State in the Service Level Agreement with operator. A complete Service Level Agreement will be made with the successful bidder at the time of signing the contract. The Measurement of SLA parameters shall be decided by tenderer jointly with the district implementation committee. Successful bidder should provide necessary monitoring software like EMS for SLA Monitoring of Servers, Network, Application performance and ITIL based facility management. The followings must be reported through the SLA Monitoring tool. 47 P a g e

48 Availability of all the IT infrastructure and network equipments Complete details including the resolution time of all call logged at Helpdesk Proper call monitoring process Progress reports, MIS reports from Helpdesk Details of change requests Detailed Project Report for Implementation of e-district in Maharashtra SLA Reporting Other than the standard reports generated from EMS tool, any other customized reports required by State implementation committee has to be submitted by the selected bidder to be mutually agreed by both the parties. Acceptance Testing The primary goal of Testing & Acceptance is to ensure that the project meets requirements, standards, specifications and performance prescribed by the tender Completion of any other tests/evaluation criteria that State implementation may specify. The Acceptance Tests for the Hardware and Networking Components shall involve successful supply, delivery at site, installation and commissioning of systems at all implementation locations of the district In the event of the site not being allocated by the GoM, the Implementation Agency and the Government of Maharashtra may mutually agree to redefine the milestones. On the successful completion of the Acceptance Test and after the Committee so constituted by the GoM to conduct the said Acceptance Tests are satisfied with the working of the system, the acceptance certificates, signed by the Implementation Agency and Authorized representative(s) of GoM. Any delay by the Implementation agency in the performance of its contracted obligations shall render the Implementation agency, liable to the imposition of appropriate penalties, unless agreed otherwise by the GoM. All components of the solution, for hardware, networking components, software and other peripherals, as the case may be, would be deemed accepted on attainment of the receipt of Site Acceptance Certificate from each Location. Any delay attributable to the Implementation agency in the Acceptance Testing shall render the implementation agency liable to the imposition of appropriate penalties, as mentioned in the document 48 P a g e

49 Section VIII: Project Costing 49 P a g e

50 Project Costing Estimated Cost Summary The total project cost for the project for 3 years turns out to be Rs Cr including both CAPEX and OPEX. The capital expenditure of the project mainly includes procurement of hardware, LAN networking and Horizontal connectivity, Consultancy charges, site preparation The recurring cost i.e, the operational expenditure of the project (for 3 year period) is calculated from the Warranty, Licenses, AMC, and helpdesk support which accounts to Rs Cr S.NO Description of Main Activity Total Budgeted Cost in Crs 1 Total CAPEX Total OPEX 7.13 Total Indicative cost for one district Sl.No Item Total Budgeted cost (lakh) 1. Hardware Data Digitization Training LAN Networking and Horizontal Connectivity Site Preparation Seed Money to e-gov society Program and project management for 2 years Technical Support for 2 years Awareness % of all district level costs 6.99 Grand Total P a g e

51 Note: During the pilot implementation of the e-district project in the State, of the 5 pilot districts, 2 districts have been funded by the State Government. Hence, the expenditure of those 2 districts might also be considered in the above project cost estimations Hardware Cost Cost of the hardware in the districts is estimated based on the number of block level, taluka level, divisional level offices, ZP offices and Collectorate office in the state and the quantity of hardware in each district. A total of 358 tehsils, 354 blocks, 6 divisional commissioner offices, 33 ZP offices and 35 Collector offices are present in the state of Maharashtra. Considering an average 10 tehsils offices and 10 block offices per district the type and quantity of hardware has been estimated on the number of offices in the district. The estimation is exclusive of pilot project implementation. Type and Quantity of hardware at each district Item Quantity Computers High End PC 205 Laptops 7 Network A4 Laser printers 101 ADF Scanners 101 UPS 1KVA 205 Digital Signatures 59 Cryto Token 59 Assumption: The total number of digital signatures required in the state will be approximately Assuming a shortfall of 15 % the quantity is approximated to 1770 Data Digitization Assumption: An average cost of Rs. 50, 00, 000 has been estimated for data digitization of all services selected under the e-district project in a district. The data volume has been approximated from the pilot implementation of 25,00,000 records per district at the rate of Rs. 2 per record. This is an indicative budget proposed under this head and takes into account data digitization requirements based on the most recent data, going backwards. 51 P a g e

52 Training A total budget of Rs Lakhs is the overall indicative cost of training per district. The training is held in a minimum of 5 sessions per district. This is also inclusive of the training and handhold support for the application support at district level which is Rs. 1, 25, 000 per district. Facts: The following rates of Yashada Training Centre at Pune have been considered for costing: Boarding & Lodging cost ( Deluxe room twin sharing basis) is Rs. 2000/- per room per day Boarding & Lodging cost ( Executive room single basis) is Rs. 3500/- per room per day Boarding & Lodging cost ( Suite room single basis) is Rs. 5000/- per room per day Breakfast and Lunch cost is Rs. 350/- per person Training hall cost is Rs. 10,000/- per day Assumption: Employees shall be trained for 2 days in a batch size of 61 (all the employees possessing digital signatures eg Tehsildars and Nayab Tehsildars) LAN Networking and horizontal connectivity The LAN cost across the Divisional Commissioner s offices, ZP offices, Collectorate offices, Tehsil offices and BDO offices in the state is evaluated as below: LAN for offices No. of offices Total Budgeted (INR) Divisional Commissioners Office ZP Offices Collectorate Office Tehsil Office 266 (15 nodes per office) BDO 293 (12 nodes per office) Total 4,46,96,239 *The cost have been estimated based on the pilot implementation Assumption: Based on the above total cost for LAN networking and horizontal connectivity in the state, the cost per district is estimated as total cost/30 which is Rs Lakhs per district 52 P a g e

53 Site Preparation The estimates for site preparation have been arrived at by calculating the site readiness i.e, quantity of furniture at the district level. Fact: Rates for the furniture have been calculated from the DGS&D RC Computer cum Printer tables (1200x750x750mm, top made of pre laminated particle board) at Rs 4840/- per table Table for scanners (750x750x750 top shelf made of pre laminated particle) at Rs. 2750/- per table Computer tables (1000x600x750mm, top made of pre laminated particle board) at Rs. 3835/- per table Chairs at Rs per chair. The chairs are as many as the computers in a district From the above, indicative cost at the district level for site preparation is calculated as Rs. 18, 22, 446/- Indicative cost at State Level Sl.No Component Unit Cost (Lakhs) Unit cost Period 1. Systems at SDC One time Systems support Per Year Application support One Time Third party/ STQC testing 35 One Time 35 Total cost for 3 years 5. Awareness and communication 20 One time Assessment 15 One time Program Management Consultant One Time Total Budgeted Expenditure at State level Note: During the pilot stage there was an open tendering process whereby the price quote for the state-wide rollout was also requested. TCS was chosen and has already developed the software application. Hence rather than floating a new tender, we will be using the price discovered already through the open tendering process and TCS will 53 P a g e

54 roll-out the software for all the remaining districts at the price quoted by them earlier. The commercial quote of TCS for the pilot project is available as Annexure 3 Though GoM has a rate contract for PC / Printers / LAN etc it would not be using them for the hardware procurement and site preparation. For the hardware procurement and the LAN connectivity, site preparation etc tendering will be undertaken for a single vendor (SI) who would be responsible for procuring the entire hardware / LAN connectivity etc. This strategy is being effectively followed in many projects like SSDG, CCTNS etc. The selected vendor will perform the role of an SI whose scope will include the following Site Preparation (Provision of computer furniture, earthing and electrical cabling) Hardware (IT / non IT)Procurement & Installation LAN & Networking Hardware Warranty & Support Data Digitization if required Handholding Support o Help desk to address Network and Hardware issues o Maintenance and repair / replacement of Hardware o Local Area Network (LAN) Management and IT Security Administration services o Upgrade of Operating System and Database Software 54 P a g e

55 Section IX: Capacity Building 55 P a g e

56 Capacity Building The project would require a close supervision and appropriate project control for successfully meeting the objectives and its timely completion. The individual projects would be executed in all the districts administered by a District Project Coordinator (preferably the Collector), under the supervision of the State Committee. The State would have full responsibility for the project and all decisions for the project would be made by them. The proposed Organization structure of the State Project Committee (SPC) to implement the Project includes: Sl. No. Name Member Convenor 1 State IT Secretary 2 State Director IT 3 Representative from Finance dept 4 Representative from Planning dept 6 District Collectors of the districts where project is being implemented 7 Representative from NICSI At the district level a district level monitoring committee will be created for all the districts Sl. No. Name Member Convenor 1 District Collector 2 State Government representative 4 Representative from Consultant team The State Project Committee will be responsible for overall policy direction, resolving the issues, monitoring the programme at the state level and overall Programme management. The District level monitoring committee will be responsible for actual implementation at the districts, Weekly progress monitoring, status reporting to State Project Committee and DIT. Capacity Building 56 P a g e

57 Capacity building initiatives would help to improve the competencies of the people and departments that would participate in the implementation of the project. It is thus a means to an end, enabling to develop and sustain particular programs, or an end in itself, where the purpose is to enable to have greater capacity to solve challenges by empowering the end-user. The following tasks will be carried out in order to achieve the objective of training and capacity building Assess the capacities in terms of number of people required at each level, skill sets required for each role Assess the gap in capacity building infrastructure and skills Develop well planned, sustainable and integrated strategies for capacity building Assess the training needs for each level Define the training plan in terms of curriculum (outlines), duration, entry and exit criteria for each phase of training, training models for each component of training (instructor based, CBT, user manuals etc) Define performance measures for each role and framework for monitoring Design the Change Management Strategy Design the Communication and awareness Strategy Benefits of Change Management A successful Change Management Programme Will Ensure: A smooth transition to the new processes The new organisation supports the changes implemented Individuals know how the changes affect them and the role they have to play The new system and its underlying concepts are understood People are aware of how roles and responsibilities are changing Everyone is motivated and committed to the change programme The success and progress of the programme is monitored and measured Based on the project implementation strategy, and proposed modules to be implemented, this section provides the details about the Change Management and Capacity Building based on the existing capacity and competency of the Information Technology Department, Government of Maharashtra. Change Management Any change in the work culture through the induction of ICT and Process Re-engineering has direct impact on the staff handling the processes. People resist change for a number of reasons and it is important to build human capacities in terms of necessary knowledge and skills to initiate, implement and sustain e-government initiatives such as e-district. Particularly, e- District project requires building capacities at the grass-root level of Government administration for successful implementation. While the detailed Capacity Building & Change Management plan is proposed to be developed during Phase II of e-district project conceptualization and development based on detailed assessment of grass-root level issues, this section captures the key training requirements for various government organizations and resources related to the identified services. 57 P a g e

58 Introducing radical reforms has to be necessarily accompanied by efforts to change the mindsets of people both within and outside the Government setup in the different districts. For instance, the citizens need to know how to avail services in the new system; the employees should be skilled to deliver the services in an altogether new way. A well-calculated and welldesigned strategy has to be followed for employees to transition onto their new roles smoothly. It is necessary to formulate a change management strategy and to plan appropriate interventions. Capacity Building Current State Desired State Change Management Strategy Communication Change Interventions The strategy essentially is comprised of three elements: Capacity Building, Communication and Change Interventions. While Capacity Building addresses the disconnection between new processes, people and technology, Communication involves the mitigation of the risks that exists between people and new / modified processes. Change Interventions basically deal with the efficient linking of people with new / modified process and technology. These three approaches, if followed holistically, will help the IT Department in the successful implementation of e-governance by reducing the resistance to change, both from internal stakeholders as well as from external stakeholders. Capacity Building measures will concentrate mainly on equipping the appropriate people with the appropriate skills and help them grow with the organization. It will help the people to overcome the deficiencies / fear in dealing with the new processes and will also address the related issues. Communication will address the various methods in which the e-district Project can reduce the differences that may creep up between the various categories of employees in the Government Departments and the IT Department while implementing the new processes. It will help the e-district Project in conveying the right message to the employees and hence mitigating the risk of resistance from the employees. Change Interventions will look at development of the basic institutional framework which will drive the implementation of the new processes. This will help in successfully monitoring the implementation activities as well as addressing the change management issues. 58 P a g e

59 It may be noted that Capacity Building and Change Interventions have specific and time bound objectives while Communication is an ongoing and adaptive process which seeks to manage all stakeholders and their perceptions about the change over a period of time. Key Change Management Implications The introduction of e-governance has several change implications emanating from the following changes: Process (introduction of reengineered process and systems) Technical and technological (introduction of new technologies for enabling e- Governance) Physical (up gradation of offices/ change of location due to introduction of e- Governance) Partnerships and decentralization (partnership with private service providers (which can be evaluated for self sustainability of the project) and the proposed decentralization in service delivery (e-district Project Services could be delivered through Common Services Centers (CSCs) and other such initiatives)) Organizational (transformation of existing organizational structure and redefined roles and responsibility) Organization structure The organization chart of the e-district Project and the individual organizations associated with it and other Departments in the state are highlighted in the following sub-sections Roles and Responsibilities Position Roles and Responsibilities Number Location Project Implementing Unit Project Management Consultant Implementation Agency PeMT Project Operations Team District e-governance Society (DeGS) Best practice study, preparation of RFP, bid process management, training and capacity building, project management Hardware and Network installation, Application development, deployment and testing, application training Selection of Project Management Consultant, training and capacity building, monitoring and evaluation, change management, project management, budgeting and fund allocation Operations and Maintenance, Trouble Shooting, Server Management, Database Management Proper Implementation of the project in the Districts, proper propagation of the awareness campaigns. 3-5 Mumbai Mumbai 3-5 Mumbai 8-10 Mumbai 8-10 District Headquarters 59 P a g e

60 Position Roles and Responsibilities Number Location Line Department Department personnel Ownership and implementation Mumbai Training Strategy There shall be a dedicated committee of senior officers from various entities to drive the change management initiatives. The change management committee would be responsible for oversight of all change management activities to be carried out in the e-district Project. Training Need Analysis Imparting right training at the right time would be essential for the success of the edistrict project. A detailed Training Need Analysis (TNA) has to be performed to arrive at the Training Requirement for the project. The following methodology will be used for performing TNA - The TNA will clearly define skills, capability and knowledge that individuals in each role in the various departments must have if they are to excel and develop. The Seven Stage Approach in analyzing training needs involve degree interviews: To assess training needs at various levels Technical experts: To ensure that all technical aspects of training needs are captured. The Technical experts will analyze training needs in following areas o BPR Requirements o Basic Computer Knowledge o Office Productivity Tools 60 P a g e

61 o Maintenance Requirements o Application Usage Knowledge Stage 1: Determine the Business Objective Meet with stakeholders and key project staff to: o Understand issues in Current Processes. This ensures that our recommendations for training will help to deliver your strategic goals. o Produce a plan for TNA process incorporating Activities, milestones for Government departments Measures to ensure that skills are transferred to personnel Produce a communications and stakeholder management plan to raise awareness and support for TNA work. Stage 2: Clarify Competencies Review Technical and Professional Competencies Understand how competencies map to each job role through discussions with project staff. Develop a standard template for use during the needs analysis. We will use a standard template to facilitate the process of aggregating TNA work. The template must: o Link analysis of training needs to competencies you have identified. o Consider current and future training needs of staff o Ensures consistency across geographical locations Stage 3: Agree on Training Needs For each job role, interview: o An individual within that job role. o A representative of his or her immediate line management. Line managers may be able to provide feedback on more than one subordinate role. Review the list of job roles to identify roles with similar training needs that can be analyzed together. This will make the interview process more effective by reducing the number of interviews whilst identifying needs of different roles in sufficient detail. Use standard interview templates created at Stage 2 to identify: o Technical skills, capabilities and knowledge that individuals within each role require to meet competencies defined for that role. o Preferred learning styles of individuals (e.g. classroom, e-learning, Employee Performance Support tools) Interviews will be conducted by one or two interviewers with either Training, or Technical expertise, depending on expected technical requirements of the role. Aggregate the output of TNA of all district offices and synthesize results ready for validation in Stage P a g e

62 Stage 4: Identify Current Provision Analyze training and development programmes currently in place for each job role. o Map current training to competency framework reviewed in Stage 2. o Assess effectiveness of current training at delivering the business objectives identified in Stage 1. This stage can take place simultaneously with the interview process, in order to meet the timelines. Stage 5: Gap Analysis Initial analysis of performance gap identified using results of the interview process and our review of current training and development provision. This analysis will be conducted for each job role and gaps will be identified against each required competency. You may wish to complete some, or all, of this stage. Stage 6: Validate Findings Validate training needs identified for each role and confirm that the TNA will help deliver the project s strategic goals. This can be achieved by: o Holding workshops (e.g. as part of the existing Staff Forums) in each location with staff of different roles to outline the findings of TNA work and to seek their feedback and support for its findings o Discussions with Key Stakeholders of the Project Stage 7: Recommendations Produce a final report summarizing: o Technical skills, capabilities and knowledge required for each job role mapped to the competencies identified o Preferred learning styles for each job role and training area o Regional variations in training needs and preferred learning styles o Recommended solutions to meet training needs identified in following areas: Project Objective and Benefits BPR Need Office Productivity Tools Workflow Management 62 P a g e

63 Project Management Training Capabilities for the Trainer Assist the districts in designing and implementing the communications plan to share the findings of the TNA. Designing a Full scale training program at various levels to be envisaged for a set of employees spanning the gamut of Government departments and subordinate organizations. 63 P a g e

64 Section X: Contracting Agreements 64 P a g e

65 Contracting Arrangements Annual (or any other time-bound) contract should be maintained for the following service areas. Software Maintenance and Support Hardware/Network Maintenance and Support IT Training Data Entry Operations (can be a one time activity during the course of the project before Go-Live) Any other services deemed necessary The contract document to be ratified and signed by the designated signatories from Government of Maharashtra and the third party service provider, and should include (but not limited to) Scope of Work Roles and Responsibilities Service Level Agreements (SLA) Reward and Penalty clauses, if any Review and Monitoring framework Contract Expiry and Renewal clauses Contract modification clauses Annual Maintenance Contract Value An indicative contract value guideline has been provided below, which can be reviewed/ modified at the time of RFP Preparation/Vendor Identification and Selection or at any other point during the project depending on the market dynamics and competitive scenario prevalent. Software Maintenance and Support - The average Annual Contract values should not exceed 8% of the total development cost for software Hardware/Network Maintenance and Support The average Annual Contract values should not exceed 8% of the total implementation cost for hardware etc. IT Trainings Designated training partners should be identified for each of the areas for which training may be required, and a rate contract should be finalized with them. Payments should be made as and when a training program has been conducted. Data Entry Contract values should be based on the number of data points entered into the system. The average contract value can be Rs. 2 per data entry. 65 P a g e

66 Section XI: Risk Management 66 P a g e

67 Risk Management Failure Mode Effect Analysis (FMEA) framework has been used to identify and examine the potential risks in the project and to evaluate the risk management priorities for mitigating known threat-vulnerabilities In this system of risk analysis, the consequences are then evaluated by three criteria and associated risk indices: severity (S), likelihood of occurrence (O), and (This is also often known as probability (P)) inability of controls to detect it (D) Each index ranges from 1 (lowest risk) to 10 (highest risk). The overall risk of each failure is called Risk Priority Number (RPN) and the product of Severity (S), Occurrence (O), and Detection (D) rankings: RPN = S O D. The RPN (ranging from 1 to 1000) is used to prioritize all potential failures to decide upon actions leading to reduce the risk, usually by reducing likelihood of occurrence and improving controls for detecting the failure Stage Risks Effect S Cause O D RPN Mitigation Plan Entire Project Entire Project Entire Project Project Timeline not adhered to Integratio n with MSWAN and CSC not ontime Frequent change in project key Schedule and Cost Slippage Delay in Go- Live of the project Not able to integrate the project at the village level, or have integration within the state Possible schedule slippage 8 Improper Project Management Lack of project monitoring 8 Improper coordination between the projects 4 Any Government directive Project Management Consultants hired for project management and monitoring Regular scheduled meetings of all the empowered committees Clear hierarchy and reporting structure defined for the project Setting up a co-ordination level at the State level for the 3 projects Maintain a detailed transition plan All work activities should be 67 P a g e

68 personnel documented for ready reference in future Post Implem entatio n No/Less Availabilit y of Power & Electricity CSC / e- District centres unable to function 8 Power Failure Less than adequate power supply Maintain a Generator backup at each of the centres Entire Project Non/Less Participat ion of personnel in the Governm ent departme nts Data / Information not provided Schedule and Cost Slippage Lower Acceptance to Project 7 Accurate project knowledge not available Reluctance to accept change Buy-in from Senior Management Initial trainings to be provided for key personnel to improve their level of participation in the project Post Implem entatio n Governm ent departme nt personnel not trained for new process Lower Acceptance to new process New process not functioning properly 8 Trainings not planned as part of the project plan Training Need Analysis to be done as part of the project and relevant training programs to be defined and executed. Post Implem entatio n Citizens unaware of new services Citizens not availing the services through the new e- Districts centres Lower revenue to the district administratio n, thus hampering the viability of the project 7 Citizens not informed of the new initiative Not enough publicity planned for the initiative Proper publicity campaigns to be planned during the project closure phase, so that the citizens are aware of the e- District initiative and the benefits Post Implem entatio n Overlap of services with SETU Confusion regarding the service provider 6 Improper project planning resulting in duplication Different set of services to be included as a part of the e- District initiative State Government / District Administration may decide to have single BOT contractor for all the services after expiry of the present SETU contracts 68 P a g e

69 The above mentioned risks have been identified by the various stakeholders during the multiple brainstorming sessions organized. The risks should be monitored by the Project Management team on a weekly basis during the execution of the project, and appropriate action taken in case of an exigency. 69 P a g e

70 Section XII: Key Success Factors 70 P a g e

71 Key Success Factors The key factors that have been identified for ensuring the successful implementation of the project have been listed below - 1. Identifying Project Champions for each district for championing of the entire initiative from visioning to implementation by the District Leadership team. 2. Obtaining necessary support from all quarters for project sustainability. Also, building the next level of empowered project team would be essential for project implementation 3. Providing full support from the State Government with backup of Government GR (General Resolution) to the initiative to ensure smooth adoption of the revised processes. 4. Senior Management Buy-In and Involvement of all the key stakeholders, including the employees of the District Administration 5. The team of field officers involved in these projects would be instrumental in conceptualization and implementation under the guidance of a project champion. To ensure that there is continuity and sustained activity through the project life-cycle, there should be a mandate to ensure that the project team remains the same at least for three years, as far as possible. 6. Standardization of services across the districts, to the extent possible, and localization of language should be adopted for the project. 7. Citizen awareness and appreciation of the services 8. Successful Capacity Building and Training 9. Provisioning for IT Budgets in the District Budget in future 10. Close Project Monitoring, and timely risk escalation and mitigation 11. Successful Data Digitization and ensuring Satisfactory Data Quality for the project 12. The e-district project would have a lifecycle of 4-5 years, and the funding should be budgeted for the full lifecycle to prevent the project from failures. Thus the IT infrastructure and software are put up during the project implementation / launch stage, should have provisions for maintenance and upgrade afterwards 13. Incremental creation of the citizen database should be undertaken 14. The system should be designed in a manner that it is interoperable with both existing and future applications of the line department where interaction is necessary for service delivery. 15. While introducing e-district project, a conscious effort should be made to improve the office layout and environment. 71 P a g e

72 Section XIII: Service Delivery Mechanism 72 P a g e

73 Service Delivery Mechanism Districts envision that the office of District Magistrate (all sections) and other Government departments of the district which are involved in public dealing are covered in e-district. District magistrate s office, at district headquarter and all other Tehsils of the district are envisaged to be networked through MSWAN to provide prompt, hassle free and transparent services to the citizenry. SETU Maharashtra, a society formed by Government of Maharashtra may act as State implementing agency. The network between the District collectorate offices to the Tehsils will be established through the GOI initiative Statewide Area Network (SWAN), which envisages 2Mbps leased line between the district and Talukas. Till the time SWAN becomes operational, Hybrid models will be utilized for update of data. The online services could also be added through the existing cyber café setup which does not come under the purview of SETU or CSC. SETU centers have been set up at all the district centers which provide variety of services. At present these SETU centers are run on BOT model and all the recurring expenditures are met from the income generated from user charges collected by providing various services provided to the people from SETU centers. After the implementation of e- District, the number of services provided through these centers will increase which would make these centers a sustainable business opportunity for the local entrepreneurs. Alternatively, the State may decide to involve separate agencies to run the day-to-day functioning of the service centers providing services through the e-district project on a BOT basis. The e-district initiative needs to be integrated with the Common Service Centre (CSC) initiative of the GOI. The CSC s created through the GOI scheme will also be used for delivering the services of the district. The SETU and the CSC needs to be integrated under the same umbrella. 73 P a g e

74 Proposed Solution The solution implemented and planned for state wide rollout has the following features: Caters to functional and non functional requirements. The Solution is devised based on following architectural visions: The Solution supports extensibility to include new or changing Government processes The Solution will be rolled out in all the districts across the state. Interface required for various other existing applications in a district are available. The system integrator should support the additional interfaces, given the flexibility of the proposed solution The Solution creates service mosaics or component across the e-district application to maximize reasonable reuse The Solution adopts open standards as much as possible to promote interoperability Being a web based application security features have been implemented. The Portal acts as a Single window service delivery channel for e-district services enabling the citizens and businesses in Maharashtra to avail all the services at one place. It provides a platform to citizens and business houses to interact with Government in an efficient and effective manner. Each service has been thought of consisting of a number of common components like Information Dissemination Forms availability Application receipt Payments Verification Rejection Approval/signing of approver Delivery / collection Status Monitoring (MIS) Workflow Others salient features 74 P a g e

75 Architecture Framework & Standards including overall approach adopted for application customization Following is the architecture framework and design patterns used at various layers. Sr. No. Layer Design Patterns 1 Service Layer Intercepting Filter(J2EE Pattern) Service Locator(J2EE Pattern) Front Controller(J2EE Pattern) 2 Data Access layer Data Access Object(J2EE Pattern) All the relevant standards from the website are adhered to. Additional functional requirements which can be met directly or little customization from an already implemented e-district Application Software. In the service oriented architecture approach, the functional requirements will be component based. To illustrate this, the following functional requirements are listed for the Application Receipt component. 75 P a g e

76 Basic Functional Requirements implemented: The system should have Pull down menus, command buttons, short-cut keys, and pop-up windows and use other navigation aids wherever possible to make the product efficient and easy to use. The system should use standard drop-down lists wherever possible for standard values to be selected by the User. The system should have the capability to cut/ paste/ format, etc at a field level on the inputs screens, output screens, etc. The system s user interface should make use of horizontal and vertical scroll bar feature wherever needed, depending on the layout of the window. The system should have an ability to configure restricted and mandatory fields wherever relevant. The system should include a calendar tool which can be used to graphically select a date when a date field is to be used. The system should have the functionality to: o Define user groups o Define users o Map users to groups o Assign the users a role and privileges in the applications o Assign the menus/ forms/ functionalities in the system to the users / groups o Give / impose data-based access / restrictions to the users e.g. specific currencies, customers, products etc. o Define menus and attach such menus to users/ groups o Disable/re-enable users / groups from the system o Disable / re-enable modules within application The system should have the capability to store and use the Unique ID (UID) proposed to be given to all citizens. The system should be capable to support multi factor authentication including biometric/ smart card or hardware tokens, software tokens, etc. The system should store all authentication credentials of users in an encrypted format. The system should suspend the user in case of a specified number of unsuccessfully attempts to logon to the system and these suspended user IDs should only be reactivated by system administrator. The system should allow administrator to forcibly log out users, in case needed. System should maintain following categories of logs: System access logs System health logs System error logs The system should have an integrated audit log capable of recording, displaying and reporting all transactions occurring in the system. 76 P a g e

77 The existing application software is scalable to support all the 30 districts beyond the 5 pilot districts without any change / customization. The add-on required for state-wide roll-out will be in terms of hardware and storage space at state data centre Network Architecture 77 P a g e

78 Conformance to security standards on data, network, software, etc 1. Data Security at e-district Infrastructure A multi-layered security arrangement is built in the solution to avoid any unauthorized access to the applications and data. The multiple layers of the security paradigm are: 1.1 Security against Intrusion The local area network is proposed to be secured from the outside world by a layer of hardware firewall, providing adequate security against hacking. Should the outside world require access to the web server through internet the same may be provided by restricting the ports in the Firewall. Application & Database Server will not have any direct connectivity to the outside world. The outside users will be able to connect to the web server which in turn is be connected to the Application Server. The same will be configured in the firewall also. It will be ensured that only required ports are opened between the Web Server & Application server. In addition to the firewall security, devices like server will additionally secure the solution by proper authentication. Apart from servers other components are part of SDC. 1.2 Security against Virus attack At SDC the network is protected against data loss by providing anti-virus installation in all the computers in the network. The system administrator ensures that the anti-virus is updated. The protection points are as follows: Internet in-the-cloud Gateway Mail servers File servers Storage systems Clients The following threats are protected by Antivirus Solution Inappropriate content Spam and phishing attacks Spyware, root kits, and bots Viruses and Trojans Web threats 1.3 Security against Data loss The solution has been designed to guard against data loss from failure of disks, database server. Disks Array with Mirroring and hot disk swap will address the disk failures. Spares are available to fix the disk failure in real time. Apart from this a proper backup management will ensure data availability all the time with reasonable latency. 78 P a g e

79 1.4 Schematic representation of IT Infrastructure security Availability /Fault Tolerance High Availability at the Database level will be maintained by using two physical servers with one of them as hot standby. The Application and WEB servers are also available in multiple numbers to provide hardware level fail over. Hardware level load balancer will be used to scatter the load and as well act as a failover switch. Conformance to technological standards on interconnectivity and interoperability: Interface with other MMP, UID, e form and SSDG 1. edistrict pilots: The edistrict state-wide rollout would use the use the same application and database as used in the pilot project. All efforts would be made to ensure the technology platform adopted for pilot is used for state-wide rollout. 2. Eforms SSDG project : RFP to clearly mention that the work done by the edistrict pilot has to be leveraged. The eforms project team would leverage the BPR and the eforms developed for the services which are common to both. 3. Central Database : The registration database that would be created as part of the eforms SSDG project would be leveraged by the edistrict application to capture the user profile. 4. Data Migration and Standards : The rollout of edistrict should ensure that the Meta Data and Data standards and all the other relevant standards published for egovernance applications are adhered to. Mechanism for ensuring compliance to service levels There is provision of adequate tools in the application software for capturing data required for measuring SLAs. Public Awareness Campaign, Citizen Feedback Mechanism and Post Implementation Assessment E District project related campaign and required information dissemination would be extended by Department of IT, Government of Maharashtra. Public awareness campaign: To educate the citizens that they could avail online services in the District, Sub Divisional and block offices, special campaigns needs to be organised. The modus operandi will be to demonstrate the e-services in a public place such as marriage hall or public ground, in order to show the merits and use of the services to the general public. Through 79 P a g e

80 advertisement and publicity the citizens are to be requested to come to the campaign centre to avail of the online services. The promise should be that the services would be provided within the shortest period of time, including enquiry time, if any and no paper based register would be used in the whole exercise. Citizen Feedback Mechanism: If good governance requires an inclusive public space based on informed dialogue and debate, a positive relationship between communication and governance seems plausible. Contributions to government responsiveness are considered by analysing whether formal citizen feedback mechanisms lead to improved service delivery. The use of citizen score cards as a formal means of communication led to significant improvements in governance and public service delivery in many places in India. Enabling factors also played a role, including the willingness of citizens to take part in civic activism, the engagement of local authorities and the avoidance of elite capture. The benefit of communication is most evident when the basic preconditions for democracy and/or good governance exist - when there are established mechanisms for holding government to account, for example, and when the government is prepared to listen. Post Implementation Assessment: Post Implementation Assessment is an evaluation process that grew out of the review of asset performance. These asset reviews determined the suitability of the asset to the required task and whether they could be improved to provide better value and performance. The same generic process can be used to review any project to ensure improvement in future outcomes. The process can be used to review the development of an asset strategy, a maintenance plan, a construction project or asset procurement. The Post Implementation Assessment process has two components: The Post Completion Review (PCR) A PCR asks whether the process achieved what was asked for. The Post Implementation Review (PIR) A PIR asks whether the process achieved what was needed. The PCR is intended to systematically and rigorously compare the actual performance of a project output with the stated objectives of the original project brief. The PCR process aims to identify ways in which future project concept, design, development and implementation can be improved. The PIR process is designed to collect and utilise knowledge learned from project concept through to design, development and implementation. The review focuses on how well the project outcomes match the required performance. In the case of an asset review, the required performance would be the optimum support of an agency s service outcomes. 80 P a g e

81 Post Implementation Institutional Mechanism for Operation and Maintenance phase Citizen and the Government Officers Data shall be stored in the database. Right to access is configured by the system administrator. Administrator rights can be given to authorized users subject to government approvals. E-district application incorporates the structural changes to the approving cycle. The amount of time required shall depend on the magnitude and complexity of the change. Post implementation, support shall be given to the government officers who are part of the work flow which will comprise of answering the queries and prompt resolution of critical issues. Training has been provided to officials as part of rollout activity. Additionally training videos and manuals are also available. Interface to department data and e-district application will be provided/ built by the system Integration. Modality of post implementation support ( ) may be decided after the users are trained and the requirements are analyzed. All policies related to (but not limited to) backup, maintenance, security, load balancing, etc. are part of SDC services extended by GOM for this project Estimated time frame & Costs Costs Unit No. of units Unit Cost (Rs) Total Budgeted Cost (Rs) DPR Preparation State 1 IT Infrastructure Hardware/ Computing Facility District Systems at SDC State Systems manpower support for 2 years Networking and Horizontal Connectivity Application Software State District Third Party/ STQC Testing State Application Support State Capacity Building Training District Seed Money to egov Society Rollout District P a g e

82 Site Preparation District Technical Support for 2 Years District Data Digitization District Program & Project Mgmt Project Mgmt Consultant States Project Manager for 2 years District Awareness and Communication Citizen awareness on launch of eservices Citizen awareness on launch of eservices Baseline and Post Assessment Contingency District States State District State(SDA) Grand Total P a g e

83 Tentative Pert chart (No. of days are in circles) DPR Submission 15 Approval of 15 DPR by DIT, Appointment of Project Consultants Training & Change Management Plan Data Migration & Digitization 15 Issue of Government Orders Site preparation for e-district project Completion of Training & Change Management Hardware procurement & Commissioning 60 Third party application audit by STQC Digitization of Historical data 60 Hardware 30 Go-Live of 30 Augmentation at application for SDC non-pilot districts 30 Constitution of Joint Entity for (O&M) of e- District project 30 Project handover from Project Consultant to Joint Entity 30 Project closure report from State Government to DIT 30 Citizen Satisfaction Survey 2 30 Post Go-Live project assessment Citizen Satisfaction Survey 1 30 The approach and methodology for e-district pilot implementation is as follows: 1. The software application for all the services to be rolled out is already prepared by existing vendor. 2. The same application software is proposed to be rolled out for the all other districts in entire state. 3. The existing vendor i.e. TCS will be asked to rollout the application for other non-pilot districts considering that it has developed the application and it will be difficult for other vendor to use the source code and maintain it etc. The quote for roll out in additional districts was already taken from the vendor originally. 4. TCS will be responsible for the roll-out of software application, server side hardware procurement and maintenance, application training and change management. 5. Though GoM has a rate contract for PC / Printers / LAN etc we would not be suing then for the hardware procurement and site preparation. For the hardware procurement and the LAN connectivity tendering will be undertaken for a single vendor who would be responsible for procuring the entire hardware / LAN connectivity etc. This strategy is being effectively followed in many projects like SSDG, CCTNS etc. The selected vendor will perform the role of an SI whose scope will include the following o o Site Preparation (Provision of computer furniture, earthing and electrical cabling) Hardware (IT / non IT)Procurement & Installation 83 P a g e

84 o o o o LAN & Networking Hardware Warranty & Support Data Digitization if required Handholding Support Help desk to address Network and Hardware issues Maintenance and repair / replacement of Hardware Local Area Network (LAN) Management and IT Security Administration services Upgrade of Operating System and Database Software 6. The duration envisaged for the completion of e-district application go-live in non-pilot districts is 12 months. The timelines with breakup has been detailed in later section 7. GoM has empanelled consulting firms (GR No 2156/File/DIT/2011 dated 5 July 2011 (please refer annexure 4) which will be used to select the Project Management Consultant for the e- District Statewide Rollout. 84 P a g e

85 Section XIV: Implementation Methodology & Strategy 85 P a g e

86 Implementation Methodology & Strategy The implementation methodology to achieve the project objectives is: 1 Review As Is Assessment Department of the s Vision Districts 2 Data Digitization - and Migration to be e - 3 Site Preparation at Districts s various services 4 Prioritize Hardware implementation / Software Delivery of the and high Installation - value services at Districts 5 Validate End User and and rationalize System Training` the results 6 Change Management 7 Communication 8 Citizen Orientation 9 Complete Rollout The detailed project implementation methodology and strategy is as follows: 1. As-Is Assessment of the districts: AS-Is Study has been completed during the pilot implementation. 2. Software System Change Requirement / Designing new Software System: The detailed Software Change Requirement document of the pilot implementation will be reused for the state wide roll-out. 86 P a g e

87 3. Data Digitization and Migration: Data preparation and / or migration plan for a location depending on the current level of maturity at the target location would be prepared by the consultant. It would also involve development of an RFP for data digitization / migration and assistance in selection of vendor for the same. In addition to the above, consultant would also develop quality management procedures to ensure that the data conversion / digitization is of highest quality without any qualitative errors. 4. Architecture and Rollout: A detailed architecture and rollout plan for the state would be prepared by the consultant. This would include estimated project budget, timelines responsibilities, physical site and its requirement the application architecture, the organization, administrative & legislative changes expected from the state Government. The plan would focus on prioritization of project opportunities, identification of key personnel, and development of an RFP for procurement of hardware, networking components, and software, if required. The plan would also have migration of digitized data & implementation strategy including timelines and milestones. 5. End user and System training: A training session for the district authorities and the end users prior to project go live would be conducted to ensure success of the project implementation. The training would include end user training for basic computer handling, understanding egovernance, best practice processes, process changes suggested, application system and its functionalities, problem and change management, exception management and monitoring, citizen handling, information systems security and controls, etc 6. Change Management: The objective is to maximize the collective efforts of all the district administration officials involved in the change and minimize the risk of failure of implementing this project. It would focus on assisting the district administration in cultural and attitudinal changes, organizational structural changes etc. The change management would also include conducting workshops for information dissemination for suggested changes, the communication plan to the district administration employees. 7. Communication: The objective is to have effective communication of the efforts of district administration to the inhabitants of the district / Taluk / Village 8. Citizen Orientation: A program for citizen orientation would be required to educate public regarding the benefits of the electronic workflow system of the district administration. It would also impart information regarding the method to access the government officials and to check the status of request. 87 P a g e

88 Section XV: Project Management and Monitoring 88 P a g e

89 Project Management & Monitoring Project Management Methodology The approach to planning and managing projects shall be based on the Project & Programme Management (PPM) model. This model is goal oriented and, promotes the use of an integrated project plan as a central instrument for controlling and guiding projects. The Project Management methodology should ensure that the following keys of an effective project is effectively addressed The Project Management support which shall be provided for the edistrict project shall include design of Integrated Project Plan which: Is a consolidated statement of how a project s objectives will be achieved. Identifies conflicting demands and dependencies across the project. The integrated project plan shall be used for: Guide & monitor the project execution Document planning assumptions and constraints. 89 P a g e

90 Document the project approach and help identify the components of the work. Facilitate communication among stakeholders and build consensus and commitment. Monitor process/costs against the baseline provided by the project plan. Assess the impact of changes (e.g. scope changes). Document risks and approaches to mitigate them. Five steps of the goal-oriented planning approach The following summarizes the 5 step approach for effective project planning based on the activities mentioned above: Change Management An Integral part of project management If project management is about the definition, execution and delivery of a project to line management, change management is about preparing people for the impact the project will have on them. Research has shown that many project failures are due to the absence of a change management programme to ensure people commit to the project and the changes it will cause to organizational life once implemented. If change is not effectively managed we have observed a number of adverse consequences. Consequences of avoiding change management Increased stakeholder resistance Project conflicts Project delays 90 P a g e

91 Uninformed decision-making Inconsistent decision-making Inappropriate use of new technology Sabotage of change efforts Failure to implement change Increased financial cost A project support office shall be set up, which shall provide both project management and change management support for the project implementation and key activities or scope of work for providing Project Management Support shall include the following: Key Activities in Project Management Support: 1. Planning project management support and definition o Maintaining a log of all subproject plans and generation of summary plans showing project status and progress; o Set up and administration of a project scope change control process o Set up and administration of process for communicating interdependencies between sub project plans across the project and highlighting deviations; o Document Project risks and track progress of planned mitigation measures; o Provide project implementation/progress monitoring support o Set up and administration of an issue and escalation management process; o Set up and administration of a process for reporting progress on key project metrics; o Prepare and circulate Periodic Program Status Reports o Distributing (electronically or manually) documents as required for information to the project teams; o Setting up and maintaining standard document, spreadsheet and project plan templates; 2. Project Appraisal and Review Periodic Project Appraisal should be conducted to assess the extent to which the project s vision and objectives are translated into the outcome of the project. Following are illustrative performance measures, which shall be evaluated during the project Percentage of services transformed into e-government; Number of citizens of each type using e-government services; Percentage of transactions of each service executed electronically (including forms entry and enquiry) Percentage of transactions of each customer type executed electronically. Percentage of reduction in service cost (i.e. average cost of processing a transaction) 91 P a g e

92 Total number of transactions executed per staff over a period of time (including application processing and enquiry) Efficiency of the service delivery and citizen satisfaction levels Reduction in number of visits to the department premise for each service Reduction in number of documents required for submission for each service Reduction in time and effort required to request a service Reduction in time and effort required to track pending transactions for each service Reduction in time and effort required to acquire a service Reduction in time and effort required to file in and follow-up on complaints and suggestions Reduction in time and effort required to obtain information for each service. Project Management and Monitoring Structure State Apex Committee for e-governance State Project Committee State PMU District Monitoring Committee 1 District Monitoring Committee n Project Manager(s) Project Management Office District Project Coordinator DIO Management and BPR Consultancy team PIP Government Mgmt & BPR Consultant PIP 92 P a g e

93 Section XVI: Milestones and Estimated Project Timelines 93 P a g e

94 Milestones & Estimated Project Time Schedule The overall schedule for implementation of the project is 12 months for all the remaining districts to go-live. Post Project Implementation and stabilizing period for 2 years has been considered. An indicative overall time frame is given below: S. No. Activity Duration (Days) A. Project Preparatory Works * 1. Approval of the DPR by Govt of India Appointment of Project Consultants Government Orders 60 Preparation of draft Government Orders (GO) 30 Approval and issue of GO by State Data Migration & Digitization Plan 30 Preparation of Data Migration & Digitization Plan 15 Approval of Data Digitization Plan by State Training & Change Management Plan 30 Preparation of Training & Change Management Plan 15 Approval of Training & Change Management Plan by State 15 B. Stage 2- Project Implementation 1. Deploying Software Application User Acceptance Testing of e-district application Third party application audit by STQC Hardware procurement & Commissioning P a g e

95 Placement of order by State 15 Commissioning at Data Center 45 Commissioning at District locations Site preparation for e-district project 150 Civil construction,office infrastructure 100 Network connectivity (Horizontal & LAN) installation Completion of Training & Change Management activities 9. Digitization of Historical data Deployment of e-district application at SDC Go-Live of e-district application 30 D Stage 3- Project Post Implementation 2 Years 2 Years 1. Constitution of Joint Entity for (O&M) of e-district project Project handover from State PMU to Joint Entity Citizen Satisfaction Survey Post Go-Live project assessment Citizen Satisfaction Survey Project closure report from State Government to DIT P a g e

96 Section XVII: Operations & Maintenance Phase 96 P a g e

97 Operations & Maintenance Phase Business Model - Public-Private Partnership (PPP) Model Public-private-partnerships generally fall somewhere in between the traditional public sector model of public service delivery and full privatization. Within this range, however, there are an infinite number of potential PPP transaction structures which can be employed, depending on the public sector s objectives and needs. The decision as to the specific transaction design will depend on which risks and responsibilities remain with public authorities and which are to be transferred to the private partner. As one moves across the spectrum of contracting options, from traditional public works and service contracts towards divestitures and privatizations, private sector risks and responsibilities increase as outlined below. As outlined above, different PPP contract modalities reflect distinct distributions of risk and responsibility. Several structures exist in the PPP models, differing in ways the pubic-sector and private-sector entities share the responsibilities, risks, and rewards Public-Private-Partnerships do entail some unique challenges, which are discussed below. PPP are complex and relatively inflexible structures. PPP procurement and implementation can be lengthy and costly, making it unsuitable for some projects. PPP place additional responsibility on the public sector, which must be prepared to act as a competent counterpart and regulator. This may require a different set of government proficiencies, i.e. managers skilled in negotiation, contract management and risk analysis. 97 P a g e

98 PPP may lead to higher user charges once implicit or explicit subsidies are removed. This is not necessarily a direct consequence of PPP, but the public may perceive the increased rates and charges as a consequence of the private partner s required return on investment. PPP do not achieve absolute risk transfer and not all projects are suited for PPP. Given that public-private-partnerships allocate certain risks to the private partner, the private entity must be compensated for assuming these risks. The various PPP options discussed above have been analyzed based on risk-reward point of view as below. Design and Build Build, Operate & Transfer (BOT) Special Purpose Vehicle (Joint Venture) Build, Own & Operate (BOO) Fully Government Venture Contract License (Operate & Maintain) Lease Agreements Build, Own, Operate & Transfer (BOOT) Build, Own, Maintain (BOM) Complete Private Sector Initiative Increasing Investment Responsibility of the Private Sector Risk vs Rewards Type of PPP Model Design and Build Contract License BOT Lease Agreemen ts Joint Venture BOOT BOM BOO Degree of Risk X X X X X X X X X X X X X XXXX X X X X Degree of Reward As evident from the above exhibit, greater the risk involved in a PPP model, greater is the degree of return envisaged. In case of PPP models like BOO and BOOT, the degree of risk involved for the private partner is extremely high as he has to share bulk of the investment cost, but the private partner can expect a high degree of return, if the model is successfully executed. In PPP arrangements, the private partner is typically compensated through either: User-based payments (i.e. toll roads, airport charges, etc.); Availability Payments from the public authority (i.e. PFI, PPA, WPA, etc.); or A combination of the above. The various government support mechanisms to reduce financial risk in project are outlined as below. Cash Subsidy: The government or public authority agrees to provide a cash subsidy to a project. It can be a total lump sum or a fixed amount on a per unit basis, and payments can be made either in installments or all at once. Payment Guarantee - The government agrees to fulfill the obligations of a purchaser (typically a publicly-owned- enterprise) with respect to the private entity in the case of nonperformance by the purchaser. The most common example of this is when a government guarantees the fixed payment of an off-take agreement (e.g. Power Purchase Agreement 98 P a g e

99 (PPA), Water Purchase Agreement (WPA)) between a private entity and the publicly-owned enterprise. Debt Guarantee - The government secures the borrowings of a private entity by guaranteeing repayment to creditors in the case of a default by a private entity. Revenue Guarantee - The government sets minimum variable income for the private partner; typically this income is from user fee payments by end-use customers. This form of guarantee is most common in roads with minimum traffic or revenue set by a government. The e-district Project in Maharashtra is also built to use the PPP model. Sustainability Plan The sustainability of the project will ultimately depend on the extent to which the results add value to the stakeholders. Some of the key factors that would facilitate the overall sustainability of the project are: a) Tenure commitment for project champions b) Key resources needed over a longer period of time c) Clarity of strategy for identifying, training, remunerating and replacing key staff d) Government commitments for O&M budgetary support Tenure commitments for project champions: The key project champions identified as part of both the Governance (including the project steering committee and working group) and the implementation structures (i.e. the project management unit) need to be actively involved throughout the entire life of the project. It should thus be ensured that the champions are not transferred to other departments / sections during the implementation of the project, as this would impact the time and quality of implementation of e-district. Necessary approval from the respective authorities for long term deployment of champions would need to be ensured. A minimum tenure of 3 years needs to be ensured for the champions of the project. Key resources needed to be ensured over a longer period of time: To ensure sustained momentum to the implementation of the e-district project, there is a need to deploy / retain / identify key resources (both functional and technical) having the operational knowledge of IT and in depth knowledge of key process areas over a longer period of time. This would ensure: a. Speedy implementation of both the configuration and customization of the application. b. Speedy settlement of key issues being faced by the user of the system. c. Maintenance of key knowledge within the department thereby facilitating speedy knowledge transfer. d. Successful adoption of training the trainer s concept to provide additional / new trainings to the existing / new user in the office. 99 P a g e

100 In order to ensure continuity, not only should the availability of key resources be ensured during the period of implementation, adequate succession planning needs to also be place, thereby in case of any eventuality, a replacement could be made available at a short notice. Strategy for identifying, training and replacing key resources: The key resources identified at all the departments/ offices (including offices of the DTA, district treasury, subtreasury, etc.) should be identified / trained and retained during the course of implementation of the project. Also an adequate strategy of replacing them should also be in place. These resources should be identified in each of the key process areas and areas cutting across each of these processes (i.e. people - HRMS and technology related areas). The key resources so identified should be provided intensive training with respect to the overall requirements of the application/ modules to be adopted in each of the process areas in order to facilitate formation of multiple trainers across the entire system. Government commitments for O&M budgetary support: Effective running of e-district requires availability of adequate funds for the operations and maintenance of the application. Thus it is critical for government to ensure that the operation and maintenance expenses of e-district is duly estimated and inculcated as a part of its own annual budget. Funds Management All funds under the e-district Project implementation would be released directly to the State Designated Agency identified by the State Government in the project proposal. Funds under this scheme may also be released directly to the District e-governance Society for which State has to include all such details in DPR. Definition of Successful Outcome For the project to be considered successful, the following outcome would be considered: a) Successful implementation of Business Process Reengineering (BPR) b) STQC testing completed before launch of services. c) Launch of all services as detailed in FRS d) Number of live notified e-services, adhering to prescribed service levels throughout the State. e) To be live for at least six months with services being provided through CSCs and other front end systems f) Leveraging the SWAN, SDC, CSC and State Gateways g) Regular data updating for 2 years during O&M phase through Institutionalized capacity to sustain e-enabled delivery on a consistent and regular mode. h) Development and implementation of a financial sustainability model 100 P a g e

101 i) Formation of Joint Entity in 1st year of O&M phase and successful Operation through Joint entity in 1st and 2nd year of O&M phase. j) Post Implementation Assessment and improvements in service delivery levels as envisaged k) Visible and enhanced accountability of the governance structure to deliver efficiently and transparently. l) GO LIVE of the services shall be defined as: Launch of all e-services as detailed in FRS, notified and adhering to prescribed service levels in 50% of the districts of the first phase or in 10 districts whichever is more 101 P a g e

102 Section XVIII: Appendix 102 P a g e

103 Appendix Appendix A: Details of Location to be covered S.No Name of District Number of Horizontal offices to be connected to DHQ Number of SDO offices to be connected to DHQ Number of Blocks Number of Tehsil or Revenue Circles Number of any other office (s) 1 Akola 9 2 Amravati 7 3 Buldhana 7 4 Washim 7 5 Yavatmal 7 6 Aurangabad 5 7 Beed 7 8 Hingoli 8 9 Jalna 8 10 Latur 8 11 Nanded 6 12 Osmanabad 7 13 Parbhani 7 14 Mumbai Mumbai Sub (Bandra) 8 16 Raigad 8 17 Ratnagiri 7 18 Sindhudurg 8 19 Thane 4 20 Kolhapur 8 21 Pune 6 22 Sangli 8 23 Satara 7 24 Solapur 7 25 Bhandara 7 26 Chandrapur 7 27 Gadchiroli 6 28 Gondia 7 29 Nagpur P a g e

104 30 Wardha 7 31 Ahmednagar 7 32 Dhule 7 33 Jalgaon 7 34 Nandurbar 8 35 Nashik P a g e

105 Appendix B: CSC (Common Services Centre) S.No Name of District Name of SCA Number of CSCs Planned Number of CSCs Operational Registered (By 30/9/2011) Up (At least once ) in Sept Akola CMS computers Ltd Amaravati CMS computers Ltd Buldhana CMS computers Ltd Washim CMS computers Ltd Yeotmal CMS computers Ltd Auranagabad CMS computers Ltd Beed CMS computers Ltd Hingoli CMS computers Ltd Jalana CMS computers Ltd Latur CMS computers Ltd Nanded CMS computers Ltd Osmanabad CMS computers Ltd Parbhani CMS computers Ltd Mumbai City SPANCO ltd Mumbai Sub SPANCO ltd Raigad SPANCO ltd Ratnagiri SPANCO ltd Sindhudurg SPANCO ltd Thane SPANCO ltd Kolhapur SPANCO ltd Pune SPANCO ltd Sangli SPANCO ltd Satara SPANCO ltd Solapur SPANCO ltd Bhandara Reliance Com Chandrapur Reliance Com Gadchiroli Reliance Com Gondiya Reliance Com Nagpur Reliance Com Wardha Reliance Com P a g e

106 Appendix C: SWAN (State Wide Area Network) Sr. No District HQ PoP Date of Commis s-ioning PoP Status Sr. No Taluka HQ PoP Date of Commissio ning 1 Wardha 7/9/2009 Live 1 Deoli 1/5/2010 Live 2 Bhandara 7/20/ Gadchirol i 7/16/ Gondia 7/23/ P a g e PoP Status 2 Seloo 2/5/2010 Live 3 Arvi 12/2/2009 Live 4 Ashti 3/19/2010 Live 5 Karanja 1/7/2010 Site Ready 6 Hinganghat 9/7/2009 Live 7 Samudrapur 12/8/2009 Not Ready Live 8 Tumsar 10/23/2009 Live 9 Pauni 8/18/2009 Live 10 Mohadi 10/12/2009 Live 11 Sakoli 2/8/2010 Live 12 Lakhni 11/17/2009 Live 13 Lakhandur 12/21/2009 Live Live 14 Dhanora 9/23/2010 Live 15 Chamorshi 11/26/2009 Live 16 Mulchera 3/9/2010 Live 17 Desaiganj (Vadasa) 2/4/2010 Live 18 Armori 3/8/2010 Live 19 Kurkheda 4/1/2010 Live 20 Korchi 2/16/2010 Live 21 Aheri 3/3/2010 Live 22 Etapalli 3/19/2010 Live 23 Bhamragad Live 24 Sironcha 12/18/2010 Live Live 25 Tirora 3/2/2010 Live 26 Goregaon 3/30/2010 Live 27 Arjuni Morgaon 2/24/2010 Live 28 Amgaon 11/16/2009 Live 29 Salekasa 11/16/2009 Live 30 Sadak Arjuni 12/18/2009 Live 31 Deori Not Ready 5 Nagpur 5/26/200 Live 32 Kamptee 4/23/2010 AT not

107 6 Chandrap ur 9 donediscovere d 33 Hingna 7/14/2009 Live 34 Katol 8/7/2009 Live 35 Narkhed 9/25/2009 Live 36 Savner 9/19/2009 Live 37 Kalameshwar 8/9/2009 Live 38 Ramtek 10/14/2009 Live 39 Mouda 8/13/2009 Live 40 Parseoni 9/30/2009 Live 41 Umred 11/20/2009 Live 42 Kuhi 1/16/2010 Live 43 Bhiwapur 9/4/2009 Live 7/1/2009 Live 44 Saoli 1/18/2010 Live 45 Mul 12/29/2009 Live 46 Ballarpur 1/7/2010 Live 47 Pombhurna 1/11/2010 Live 48 Gondpimpri 12/22/2009 Live 49 Warora 12/17/2009 Live 50 Chimur 10/7/2009 Live 51 Bhadravati 3/6/2010 Live 52 Brahmapuri 8/27/2009 Live 53 Nagbhid 12/30/2009 Live 54 Sindewahi 11/5/2009 Live 55 Rajura 10/6/2009 Live 56 Korpana 2/1/2010 Live 7 Nashik 5/18/200 9 Live 57 Igatpuri 1/28/2010 Live 58 Dindori 10/21/2009 Live 59 Peint 10/27/2009 Live 60 Trimbakeshwar 10/26/2009 Live 61 Kalwan 11/6/2009 Live 62 Deola 8/29/2009 Live 63 Surgana 1/27/2010 Live 64 Baglan/ ( Satana ) 8/13/2009 Live 65 Malegaon 10/12/2009 Live 66 Nandgaon 9/2/2009 Live 67 Chandwad 7/2/2009 Live 107 P a g e

108 8 Dhule 5/12/ Nandurba r 10 Ahmedna gar 7/17/ Jalgaon 6/18/ Niphad 7/3/2009 Live 69 Sinnar 7/27/2009 Live 70 Yeola 1/5/2010 Live Live 71 Sakri 10/3/2009 Live 72 Sindkheda 10/9/2009 Live 73 Shirpur 1/27/2010 Live Live 74 Navapur 11/5/2009 Live 75 Shahade 11/6/2009 Live 76 Talode 11/6/2009 Live 77 Akkalkuwa Not Ready 78 Akrani Not Ready 5/6/2009 Live 79 Shevgaon 7/27/2009 Live Live 80 Pathardi 9/9/2009 Live 81 Parner 12/30/2009 Live 82 Sangamner 6/29/2009 Live 83 Kopargaon 8/26/2009 Live 84 Akole 9/1/2009 Live 85 Shrirampur 9/21/2009 Live 86 Nevasa 9/17/2009 AT not donediscovere d 87 Rahata 12/16/2009 Live 88 Rahuri 1/7/2009 Live 89 Shrigonda 8/26/2009 Live 90 Karjat 10/1/2009 Live 91 Jamkhed 7/30/2009 Live 92 Jamner 9/25/2009 Live 93 Erandol 12/10/2009 Live 94 Dharangaon 12/15/2009 Live 95 Bhusawal 12/17/2009 Live 96 Raver 12/14/2009 Live 97 Muktainagar 12/4/2009 Live 98 Bodwad 12/14/2009 Live 99 Yawal 9/29/2009 Live 100 Amalner 9/24/2009 Live 108 P a g e

109 101 Parola 9/24/2009 Live 102 Chopda 11/24/2009 Live 103 Pachora 10/30/2009 Live 104 Bhadgaon 10/30/2009 Live 105 Chalisgaon 8/10/2009 Live 12 Mumbai City District 13 Mumbai Suburban District 4/29/ /29/20 09 Live Live 106 Kurla (Mulund) 7/30/2009 Live 107 Andheri 11/9/2009 Live 108 Borivali 7/27/2009 Live 14 Raigad 7/2/2009 Live 109 Pen 12/15/2009 Live 15 Ratnagiri 7/16/ Alibag Site not Ready 111 Murud 12/11/2009 Live 112 Panvel 8/3/2009 Live 113 Uran 8/12/2009 Live 114 Karjat 2/23/2010 Live 115 Khalapur 12/2/2009 Live 116 Mangaon 3/25/2010 Live 117 Roha 8/11/2009 Live 118 Sudhagad Site Not Ready 119 Mahad 3/9/2010 Live 120 Poladpur 1/28/2010 Site Not Ready Live 121 Sangameshwar 3/23/2010 Live 122 Lanja 3/31/2010 AT completed - Not discovere d 123 Rajapur 4/26/2010 AT not donediscovere d 124 Chiplun Site Not Ready 125 Guhagar AT completed - Not discovere d 109 P a g e

110 16 Sindhudu rg 6/18/ Mandangad 3/25/2010 Live 127 Khed Site Not Ready Live 128 Devgad 4/13/2010 AT not done 129 Vaibhavwadi Site not ready 130 Kankavli 4/21/2010 AT completed - Not discovere d 131 Malwan AT not done 132 Sawantwadi AT not done 133 Vengurla AT not done 134 Kudal 4/13/2010 Site Shifted 135 Dodamarg Site Not Ready 17 Thane 5/4/2009 Live 136 Kalyan 11/18/2009 Live 137 Murbad 1/14/2010 Live 138 Dahanu 12/15/2009 Live 139 Palghar 2/9/2010 Live 140 Talasari 12/16/2009 Live 141 Jawhar 3/11/2010 Live 142 Mokhada 3/6/2010 Live 143 Vada 12/31/2009 Live 144 Vikramgad 5/3/2010 AT not donediscovere d 145 Vasai 8/11/2009 Live 146 Bhiwandi 8/18/2009 Live 147 Shahapur Site Not Ready 148 Ulhasnagar 2/17/2010 Live 149 Ambarnath 4/3/2010 Site not ready 18 Aurangab ad 7/1/2009 Live 150 Kannad 10/8/2009 Live 151 Soegaon 12/10/2009 Live 152 Sillod 9/22/2009 Live 110 P a g e

111 19 Beed 6/17/ Hingoli 6/15/ Jalna 7/21/ Latur 7/27/ Phulambri 3/4/2010 Live 154 Khuldabad 2/11/2010 Live 155 Vaijapur 9/16/2009 Live 156 Gangapur 8/24/2009 Live 157 Paithan 2/1/2010 Site Shifted Live 158 Ashti 9/8/2009 Site Not Ready 159 Patoda 10/12/2009 Live 160 Shirur Kasar 10/12/2010 Site Not Ready 161 Georai 10/14/2009 Live 162 Manjalgaon Site Not Ready 163 Wadwani 3/31/2010 Live 164 Kaij 8/10/2009 Live 165 Dharur 10/1/2009 Live 166 Parli 9/19/2009 Live 167 Ambejogai 2/1/2010 Live Live 168 Sengaon 1/13/2010 Live 169 Kalamnuri 11/20/2009 Live 170 Basmath 3/5/2010 Live 171 Aundha Nagnath 1/8/2010 Live Live 172 Bhokardan 1/12/2010 Live 173 Jafrabad 8/29/2009 Live 174 Badnapur 12/19/2009 Live 175 Ambad 1/12/2010 Live 176 Ghansawangi 12/14/2009 Live 177 Partur 12/11/2009 Live 178 Mantha 3/17/2010 Live Live 179 Renapur 1/4/2010 Live 180 Ahmadpur 1/25/2010 Live 181 Jalkot 2/17/2010 Live 182 Chakur 1/25/2010 Live 183 Shirur Anantpal 1/8/2010 Live 184 Ausa 10/31/2009 Live 185 Nilanga 9/16/2009 Live 186 Deoni 1/14/2010 Live 187 Udgir 9/14/2009 Live 111 P a g e

112 23 Nanded 6/7/2009 Live 188 Ardhapur 9/15/2009 Live 189 Mudkhed 9/18/2009 Live 190 Bhokar 9/17/2009 Live 191 Umri 12/11/2009 Live 192 Loha 11/11/2009 Live 193 Kandhar 12/11/2009 Live 194 Kinwat 9/8/2009 Live 195 Himayatnagar 8/26/2009 Live 196 Hadgaon 9/15/2009 Live 197 Mahur 2/5/2010 Live 198 Deglur 11/30/2009 Live 199 Mukhed 2/1/2010 Live 200 Dharmabad 9/14/2009 Live 201 Biloli 1/27/2010 Live 202 Naigaon (Khairgaon) 9/19/2009 Live 24 Osmanab ad 5/29/ Parbhani 8/5/200 9 Live 203 Tuljapur 11/9/2009 Live 204 Lohara 3/11/2010 Live 205 Umarga 3/9/2010 Live 206 Bhum 3/15/2010 Live 207 Paranda 1/11/2010 Live 208 Washi 11/17/2009 Live 209 Kalamb 3/9/2010 AT not donediscovere d Live 210 Sonpeth Site Not Ready 211 Gangakhed 1/14/2010 Live 212 Paalam 1/5/2010 Live 213 Purna 12/14/2009 Live 214 Sailu 9/23/2009 Live 215 Jintur 11/18/2009 Live 216 Manwath 11/23/2009 Live 217 Pathri 11/9/2009 Live 26 Pune 5/6/2009 Live 218 Haveli 9/4/2009 Site shifted 219 Khed 1/27/2010 Live 220 Junnar 11/12/2009 Live 221 Ambegaon 1/21/2010 Live 112 P a g e

113 27 Satara 5/8/ Sangli 7/22/ Maval 7/29/2009 Live 223 Mulshi 1/22/2010 Live 224 Shirur 10/12/2009 Live 225 Purandhar 10/31/2009 Live 226 Velhe 1/21/2010 Live 227 Bhor 10/3/2009 Live 228 Baramati 7/10/2009 Live 229 Indapur 12/3/2009 Live 230 Daund Site Not Ready Live 231 Jaoli 1/28/2010 Live 232 Koregaon 2/4/2010 Live 233 Wai 9/26/2009 AT not donediscovere d 234 Mahabaleshwar 1/12/2010 Live 235 Khandala 11/5/2009 Live 236 Phaltan 10/8/2009 Live 237 Maan 8/26/2009 Live 238 Khatav 1/21/2010 Live 239 Patan 10/23/2009 Live 240 Karad 8/22/2009 Live Live 241 Miraj 7/31/2009 Live 242 Kavathe-Mahankal 8/22/2009 Live 243 Tasgaon Site Not Ready 244 Jat 1/27/2010 AT not donediscovere d 245 Walwa - Islampur 8/26/2009 Live 246 Shirala 2/15/2010 Live 247 Khanapur Vita 9/16/2009 AT not donediscovere d 248 Atpadi 9/2/2009 Live 249 Palus 2/5/2010 Live 29 Kolhapur 5/4/2009 Live 250 Karvir 9/14/2009 Live 251 Panhala 11/11/2009 Live 252 Shahuwadi 2/16/2010 Live 113 P a g e

114 30 Solapur 5/25/ Kagal 9/23/2009 Live 254 Hatkanangale 8/12/2009 Live 255 Shirol 8/18/2009 Live 256 Radhanagari 2/15/2010 Live 257 Gaganbawada 2/16/2010 Live 258 Bhudargad 2/15/2010 Live 259 Gadhinglaj 8/10/2009 Live 260 Chandgad 9/24/2009 Live 261 Ajra 2/11/2010 Live Live 262 Solapur North 8/3/2009 AT completed - Not discovere d 263 Solapur South 8/31/2009 Live 264 Akkalkot 10/29/2009 Live 265 Barshi 8/19/2009 Live 266 Madha 11/4/2009 Live 267 Karmala 10/14/2009 AT completed - Not discovere d 268 Mohol 8/13/2009 Live 269 Pandharpur 8/18/2009 Live 270 Malshiras 2/8/2010 Live 271 Sangole 10/8/2009 Live 272 Mangalvedhe 10/16/2009 Live 31 Amravati 6/17/200 9 Live 273 Bhatukali 9/7/2009 Live 274 Nandgaon Khandeshwar 11/16/2009 Live 275 Dharni 10/30/2009 Live 276 Chikhaldara 11/30/2009 Live 277 Achalpur 12/15/2009 Live 278 Chandurbazar 1/30/2010 Live 279 Morshi 10/27/2009 Live 280 Warud 11/24/2009 Live 281 Daryapur 11/26/2009 Live 282 Anjangaon Surji 3/4/2010 AT not donediscovere d 114 P a g e

115 32 Akola 6/17/ Buldhana 7/21/200 9 Live 283 Chandur Site Not Ready 284 Dhamangaon 11/20/2009 Live 285 Tiosa 11/9/2009 Live 286 Akot 10/23/2009 Live 287 Telhara 11/13/2009 Live 288 Balapur Site Not Ready 289 Patur 1/25/2010 Live 290 Murtajapur 9/9/2009 Live 291 Barshitakli 11/13/2009 Live Live 292 Chikhli Site Not Ready 293 Deulgaon Raja 1/14/2010 Live 294 Jalgaon Jamod Live 295 Sangrampur 11/9/2009 Live 296 Malkapur 9/11/2009 Live 297 Motala 11/9/2009 Live 298 Nandura 9/14/2009 Live 299 Khamgaon 9/14/2009 Live 300 Shegaon 1/4/2010 Live 301 Mehkar 2/25/2010 Live 302 Sindkhed Raja 11/30/2009 Live 303 Lonar 11/11/2009 Live 34 Washim 7/8/2009 Live 304 Malegaon 11/17/2009 Live 35 Yavatmal 7/21/ Risod 11/25/2009 Live 306 Mangrulpir 10/27/2009 Live 307 Karanja 1/7/2010 Live 308 Manora 2/24/2010 Live Live 309 Arni 4/1/2010 Live 310 Babhulgaon 11/10/2009 Live 311 Kalamb 11/12/2009 Live 312 Darwha 11/16/2009 Live 313 Digras 2/24/2010 Live 314 Ner 2/2/2010 Live 315 Pusad 1/18/2010 Live 316 Umarkhed 11/10/2009 Live 317 Mahagaon 2/3/2010 AT completed 115 P a g e

116 318 Kelapur 11/11/2009 Live 319 Ralegaon 10/7/2009 Live 320 Ghatanji 4/6/2010 Live 321 Maregaon 1/8/2010 Live 322 Zari Jamani 3/2/2010 Live 323 Wani 11/11/2009 Live - Not discovere d 116 P a g e

117 Appendix D: Location of SDC (State Data Centre) Status of SDC Status of DRS Likely date of Commissioning Please clarify SDC has adequate space and IT resources of e-district project Operational Yet to be decided Commissioned already Yes Appendix E: Status of Horizontal Connectivity Number of Offices District wise which are to be connected to DHQ S.No Name of District Total number of Horizontal offices to be connected to the DHQ Number of Horizontal offices connected to DHQ Number of Horizontal offices to be connected to DHQ 1 Akola Amravati Buldhana Washim Yavatmal Aurangabad Beed Hingoli Jalna Latur Nanded Osmanabad Parbhani Mumbai Mumbai Sub (Bandra) Raigad Ratnagiri Sindhudurg Thane Kolhapur Pune P a g e

118 22 Sangli Satara Solapur Bhandara Chandrapur Gadchiroli Gondia Nagpur Wardha Ahmednagar Dhule Jalgaon Nandurbar Nashik P a g e

119 Appendix F: SSDG (State Service Delivery Gateway), State Portal and eform Status of SSDG in the State Status of State Portal M/s Tata Consultancy Services is selected for implementation of SSDG. Project awarded to TCS. Current Status: Contract to be signed with M/s TCS tentatively by November 30th 2011 M/s Tata Consultancy Services is selected for implementation of State Portal. Project awarded to TCS. Current Status: Contract to be signed with M/s TCS tentatively by November 30th 2011 Appendix G: Status of State MMP s S. N o Name of State MMP 1 MSWAN (Maharashtr a State Wide Area Network) 2 CSC (Common Service Center) Projec t Conce ptualize d Decem ber 2005 Launch ed in Jan, 2008 DPR Appro ved Yes Yes Status Under Imple - menta tion Imple mentat ion (FAT Compl eted on 13th May 2010) Yes (target comple tion by March 2012) Post Implementati on O&M Phase on from 13th May 2010 for 5 yrs. No of Distric ts Covere d All 35 Districts N.A All 35 Districts Project Cost 290,61,15,099 (including consultancy,tpa and Horizontal connectivity) 1) Nashik Region: 3i was terminated. In its place M/s Bhartiya Samruddhi Finance Ltd (Basix) was selected. They shall be paid crores over span of 5 years for 1362 CSCs. ( Rs per CSC per month for 1112 CSCs) 2) Konkan Division: M/s Spanco Telesystems & Solutions Ltd was selected. It was negative bid (-750 per CSC per month) 3) Pune Division: M/s Spanco Telesystems & Solutions Ltd was selected. It was negative bid (-900 per CSC per month) 4) Amravati Division: 119 P a g e

120 M/s CMS Computers Ltd was selected. It was a zero bid. 5) Aurangabad Division: M/s CMSComputers Ltd was selected.it was negative bid (-405 per CSC per month) 6) Nagpur Division: M/s Reliance Communication Ltd was selected. It was negative bid (-150 per CSC per month) 3 MHSDC (Maharashtr a State Data Center) 4 e-district Pilot Phase Maharashtra 5 SSDG (State Service Delivery Gateway) Launch ed in June, 2008 Launch ed in June, 2008 Launch ed in Aug, 2009 Yes Yes N.A. Covers all state wide applicat ions (hence 35 Districts ) Yes Yes N.A 5 Districts in pilot phase (Pune, Latur, Nagpur, Nanded, Sindhud Yes. M/s Tata Consul tancy Service s is selecte d as the Imple mentat ion Agency (IA) N.A. urg) All the 35 districts Govt has been given 2.31 crores by GoI as Administrative expenses for implementation of CSC scheme in state cr crores (DPR approved) 120 P a g e

121 Appendix H: Status of SeMT The State e-mission Team (SeMT) is to provide technical advisory and support to all departments of GoM in all aspects of e-governance. The members and the details of the SeMT team are mentioned below S.No Name Designation Contact 1 Sonia Misra Senior Consultant Number [email protected] 2 Nikhil Senior +91 [email protected] Karkera Consultant Akshay Mhatre Consultant [email protected] 4 Ajay Ramteke Consultant [email protected] 5 Manoj Ranalkar 6 Gaurav Srivastav Consultant Consultant [email protected] [email protected] 7 Leena Thokal Consultant [email protected] 8 Rajeev Senior +91 [email protected] Krishnan Consultant Sudhanshu Senior +91 [email protected] Jain Consultant P a g e

122 Appendix I: Key IT initiatives of Government of Maharashtra Following are the key IT initiatives of the Government. of Maharashtra: Type G2G Services G2B Services G2C Initiative Accounts & Treasury Koshwahini Vidhan Bhavan Computerization Mantralaya e-mantra, Sevaarth Public Works Department Computerization Home Department CCTNS Dept of Employment Monitoring of Employment Guarantee Scheme Government Residence Allocation Scheme Document Journey Management System ( DJMS ) Monitoring of Local Area Development of MPs, MLAs MPLAD Personnel Resource Information System PRIS Public Works Department Computerization Registration Dept Computerization Food & Drugs Computerization Sales Tax Computerization Excise State Excise Computerization Cooperation Dept State Lottery and Small Savings Charity Commissioner Computerization Maharashtra Tourism Computerization Water and Property Tax application (KDMC) e-kalyan package License and Permits KDMC Birth and Death registration KDMC Public grievance KDMC Works Management NMMC Registration Dept SARITA Employment and Self Employment Computerization SETU- Citizen Facility Centre Land Records Computerization Transport Dept TOOLS Court Information System High Courts Agriculture Computerization Municipal Corporation KDMC, NMMC, PMC, BMC Computerization Warana Wired Village project 122 P a g e

123 i-setu Commissioner Small Savings and Lotteries Computerization Web Based Maharashtra Statuatory System Web Enabled Package for Transport Dept SARTHI-VAHAN Maharashtra Tourism Computerization 123 P a g e

124 Annexure I: Government Resolution for implementing 10 Services in Phase P a g e

125 Annexure 2: Government Resolution for formation of State & District SETU societies 125 P a g e

126 Annexure 3: Extract of Commercial Proposal of TCS for additional districts 126 P a g e

127 127 P a g e

128 Annexure 4: Government Resolution for empanelment of Consultants for Maharashtra 128 P a g e