E-GOV...2013/10/25 · 02 Indo-German E-Gov. Forum 2013: Post event publication “Indo-German...

The Indo-German E-Governance Forum 2013Meeting Governance Challenges via ICT

Ambassador Hotel, New Delhi, India

23rd- 25th October 2013

E-GOV

Organisers

Knowledge Partners

Published byDeutsche Gesellschaft fürInternationale Zusammenarbeit (GIZ) GmbH

Dag-Hammarskjöld-Weg 1-565760 EschbornT: +49 6196 79-0F: +49 6196 79-11 15E: [email protected]

B 5 / 1 , Safdarjung Enclave,New Delhi -110029 , IndiaT: +91- 11- 49495353F: +91- 11-49495391E: [email protected]

]init[ GermanyKöpenicker Straße 910997 BerlinGermanyT: +49 30 97006 0F: +49 30 97006 [email protected]

]init[ IndiaGerman Centre for Industry and TradeUnit No. 17, Level 14, Building No.9, Tower BDLF Cyber City Phase IIIGurgaon - 122 002, HaryanaT: +91 124 463 6030F: +91 124 463 6033 [email protected]

SAP GermanySAP AG - Walldorf Dietmar-Hopp-Allee 16 69190 Walldorf Phone: +49 (0)6227 / 7-47474 Fax: +49 (0)6227 / 7-57575

SAP IndiaSAP India Pvt Ltd. - New Delhi 6th floor, plot no A-2 MGF Corporate Park,MGF Metropolitan Mall, Saket,New Delhi - 110017 India T: +91 11 6602 7200 / + 91 11 3090 7200 F: +91 11 4162 8919

Contact PointsGIZ: Amit Kumar, Programme Manager, MSME Umbrella [email protected]+91- 11- 49495353

]init[: Kai Barkowsky, [email protected] +49 30 97006 865

SAP: Vineet Kumar, Manager- [email protected]+91 9582061166

Edited byKausha Shah [email protected]

DesignInfonautswww.infonauts.in

New Delhi, June, 2014

The Indo-German E-Governance

Forum 2013

Meeting Governance Challenges via ICT

Ambassador Hotel, New Delhi, India 23rd- 25th October 2013

Organisers

Knowledge Partners

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“Indo-German Cooperation for Sustainable Development aims to improve governance and the delivery of public services. ICT helps to provide health insurance for the poor, or enable small enterprises to access finance and advice. E-Governance has become a vital tool cutting across all our efforts here in India.

We are committed to India's agenda of faster and more inclusive growth. We believe that India and Germany have a lot to learn from each other and therefore support this forum whole- heartedly. We are ready to contribute our experience from actual implementation of e-Governance solutions and hope to benefit from good practices shared by other participants.

We welcome the initiative of the private sector to regular bilateral exchanges on e-Governance issues, and would like to see them become a regular feature of our Indo-German dialogue.”

“I am delighted that ]init[ has the opportunity to help initiate this new forum for exchange of ideas and experience between our two great nations.

The challenges facing government modernization have a similar character in India and Germany. With branches in both countries, ]init[ is involved in various endeavours to master them first hand. We are keen to share our experiences and learn from the e-Governance experts and decision makers who have come together for the Indo-German e-Governance Forum in New Delhi.I am convinced that together we will be able to create new insights and opportunities for further cooperation between India and Germany that can help deliver world-class solutions for meeting pressing governance challenges.”

Words Of Welcome

Mr Stefan HelmingCountry DirectorGIZ India

Mr Dirk StocksmeierCEO]init[ Digital Communication

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“We are glad to be associated with the first ever Indo-German e-Governance Forum. The bilateral ties between India and Germany are being celebrated by the governments of the country and also being taken forward by private companies, institutes and associations.

Having distinguished experts from a variety of organizations that drive forward the development and implementation of modern e-Governance solutions participate in the Forum will contribute to improve existing solutions and develop innovative new ones. In a rapidly changing global environment, the exchange of know-how and experience between India and Germany will provide valuable insights beyond the beaten track.

We are sure the e-Governance forum will prove to be a great networking platform to discuss, deliberate and exchange information about how best we can leverage technology to fuel economic growth.”

Introduction

Mr Mathew ThomasVice President; Strategic Industries, SAP

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Introduction

Organizers and Knowledge Partners

Forum Objectives

Forum StructureWelcome Dinner

Conference

Field Visit

Key Outcomes

Select Case-Studies and Best PracticesCase-Studies from India:Mobile based information services for small holder farmers of Uttarakhand Hills

MCA21: Introducing a Service Oriented Approach in the design and delivery of

government services

Improving Service Delivery in Public Services via Electronic Means

Improving public service delivery through well-designed online systems

Case-Studies from Germany:Rethinking Open Innovation for Public-Private Technology Transfer in Germany

Public Service Terminals and Portable Citizens’ Service Offices as components of

modern public service provision in rural areas

Cross-Border E-Government: Facilitating the Transportation of Heavy and Oversize

Loads Across Borders

Reducing administrative burden for SMEs with E-Government

Provision of Employee and Management Services on the Intranet

The new German ID card

Indo-German Case-Study:Exploring Organizational Information Security Management Practices

In Conclusion

Contents

Chapter 1:

Chapter 2:

Chapter 3:

Chapter 4:4.1

4.2

4.3

Chapter 5:

Chapter 6:

6.1

6.2

6.3

6.4

6.5

6.6

6.7

6.8

6.9

6.10

6.11

Chapter 7:

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Contents

List of Figures

Sources of information for hill farmers

Sources of information in the OSV VC Post-intervention

Classical knowledge transfer vs. broadcast search principle

P23R principal to connect national procedures

Process flow of application and processing

List of Tables

Usefullness of RML mobile SMS services to subscribers

Key Beneficiaries of the MCA21 Project

% of Micro entrepreneurs who used mobile phones to access various services

% of Micro entrepreneurs who agreed on service delivery in Telecom domain

% of Micro entrepreneurs who cited reasons for not registering with the govt.

Project Objectives for the National Portal of O/o DC-MSME

Key Project Stakeholders for the National Portal of O/o DC-MSME

Profile and present scenario of case organizations

Figure 1:

Figure 2:

Figure 3:

Figure 4:

Figure 5:

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Table A :

Table B :

Table C :

Table D :

Table E :

Table F :

Table G :

Table H :

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The use of ICT and launch of e-Governance initiatives have demonstrated a transformative impact in key sectors of Indian economy and many central and state governments have launched initiatives that further harness the power of ICT to improve G2G, G2C and G2B interactions. Similarly, in Germany the use of ICT in public administration has steadily increased over the past 20 years and today accounts for ~ €19 billion of public spending.

In their efforts to reform public sector, both India and Germany are increasingly looking to experiences and good practice examples from around the world. Thus, e-Governance is a crosscutting subject matter and a central pillar for several of the Indo-German bilateral cooperation projects e.g. Indo-German Social Security Programme (RSBY / smartcard) with Ministry of Labour and Employment and the MSME Umbrella Programme (National Portal for O/o DC-MSME)

The MSME Umbrella Programme in 2012 commissioned an exploratory study, ‘Potential on Indo-German Cooperation on e-Governance’. The study included several Indian and German experts from business, academia and public sectors. These experts identified similarities such as federal politico-administrative structure, bottom-up driven approach to public sector reform and existence of a large number of different ethnic and cultural groups in both the countries. The study concluded a strong potential for an exchange of similar experiences and best practices through a common platform. On basis of the study and its findings, GIZ along with other interested partners worked towards setting up of a fully functioning bilateral e-Governance knowledge exchange platform.

The first such Indo-German Exchange Forum was held in New Delhi at the Ambassador Hotel from the 23rd to the 25th of October 2013. India and Germany are ideal partners in the area of public sector modernisation due to their dynamic IT industries and federally organised administrations. Thus, this Forum presented an ideal platform for Indian and German e-Governance experts from public administration, business and academia to share and create innovative expertise on pressing Governance challenges and the potential of information and communication technology (ICT) to meet them. The Forum saw participation from around 90 e-Government experts from India and Germany, as well as decision-makers from government, business and the scientific community.

Introduction1 Introduction

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2 Organisers And Knowledge Partners

Key OrganisersThe key organisers for the forum included GIZ India, INIT and SAP. Deutsche GesellschaftfürInternationaleZusammenarbeit (GIZ) Gmbhwww.giz.de

The services delivered by the Deutsche GesellschaftfürInternationaleZusammenarbeit (GIZ) Gmbh draw on a wealth of regional and technical expertise and tried and tested management know-how. As a federal enterprise, GIZ supports the German Government in achieving its objectives in the field of international cooperation for sustainable development. It is also engaged in international education work around the globe.

]init[ Digital Communicationwww.init.co.in

]init[ Digital Communication is an IT service provider, specializing in e-Government and e-Business. Governments as well as national and international NGOs trust ]init[‘s long-standing and comprehensive expertise in Internet and IT projects. In addition to its headquarters in Berlin, ]init[ has offices in Cologne, Mainz, Munich, Brussels, Abu Dhabi, and Delhi.

SAP

www.sap.com/indiaSAP helps companies of all sizes and industries run better. From back office to boardroom, warehouse to storefront, desktop to mobile device, SAP empowers people and organizations to work together more efficiently and use business insight more effectively to stay ahead of the competition. We do this by extending the availability of software across on-premise installations, on-demand deployments and mobile devices.

Organizer and Know

ledge Partners

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Knowledge Partners

A network of knowledge partners from both the countries further supported the Forum:National Association of Software and Services Companies (NASSCOM)Federal Association for Information Technology, Telecommunications and New Media (BITKOM)Indo-German Chamber of Commerce (IGCC)Indian Institute of Technology, Delhi (IITD)Society for Promotion of e-Governance (SPeG)Potsdam e-Government Competence Centre (IfG.CC)German National e-Government Centre of Excellence (NEGZ)

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www.negz.org http://www.bitkom.org www.egovindia.org

www.ifg.cc www.dmsiitd.org

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3 Forum Objectives

Explore and exchange experiences of using ICT over the years to address challenges related to common governance, by both the countries

Identify the gaps in the existing scenario related to the provision and adoption of ICT based services for public service delivery, which can be addressed by collaboration of relevant stakeholders from India and Germany

Set up a permanent knowledge exchange platform involving concerned stakeholders from academia,businesses and civil society

Explore potential areas for establishing cross-linkages among academia, businesses and practitionersfrom both the countries

Initiate an on-going bilateral dialogue on the subject and related matters between the two countries

Forum O

bjectives

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The Forum was planned as a three-day event.

Welcome Dinner Day 1 started with Welcome Addresses by:

Mr Stefan Helming, Country Director, GIZ India Mr Dirk Stocksmeier, CEO, ]init[ Mr Mathew Thomas, Vice President, Strategic Industries, SAP

Followed by warm-up and networking dinner for all the participants from India and Germany.

ConferenceDay 2 began with Opening remarks from the following eminent speakers from India and Germany:

Dr. Jürgen Martens, Minister of Justice and for European Affairs, Free State of Saxony Mr Madhav Lal, Secretary, Ministry of Micro, Small and Medium Enterprises, Government of India Mr Philipp Stammler, Counsellor at the German Federal Foreign Office Mr Guido Christ, Deputy director General, Indo-German Chamber of Commerce

4 Forum Structure

Forum Strusture

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Day 1: Welcome Dinner

4.1

4.2

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This was followed by various round-table discussions that sought to address challenges and explore innovative solutions for the key following e-Government delivery models:

G2C: Responsive and inclusive public service deliveryG2B: Reaching out to MSMEG2G: Infrastructure and interoperability

SESSION A: G2CSession Brief

Responsive and Inclusive Public Service DeliveryThe use of ICT for public service delivery promises easy, fast and secure access of services to the citizens. In India, several G2C projects are being implemented with an aim to foster social and financial inclusion. Under NeGP, the Common Service Centres (CSCs) are being set up in rural and urban areas as the front-end delivery points for the delivery of a range of government, social and private sector services to citizens. Additionally, to encourage greater citizen participation and civic engagement, a Citizen Engagement Framework for e-Governance Projects has been developed for all government agencies. Similarly, in Germany the public administration bodies are striving to introduce ICT for the

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Day 2: Conference Inaugauration Ceremony

Session A: G2C Roundtable

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delivery of more and more G2C services. The Forum sought to exchange knowledge on the use of ICT in meeting the rising citizen demands and ensuring citizen centricity in all projects.

Keynote AddressDr. Matthias Von Schwanenflügel, Head of Directorate, German Federal Ministry of Health and Dr Neeraj Mittal, Joint Secretary, Ministry of Petroleum and Natural Gas, Government of India delivered the keynote for Session A

Round Table DiscussionsMr Subrata Das, Director Public Services, SAP hosted the discussion and the discussants included:

Dr. Jürgen Martens, Minister of Justice and for European Affairs, Free State of Saxony Dr. Matthias von Schwanenflügel, Head of Directorate, German Federal Ministry of Health Mr Uwe Hesse, Head of Application Development, City of Essen Ms Rama Vedashree, Vice President, NASSCOM Mr Vikas Kanungo, Head of the Society for Promotion of e-GovernanceMr S.K. Sinha, Senior Technical Director, National Informatics Centre (NIC) Ms Sumita Chopra, Chief Technology Officer, RSBY

SESSION B: G2BSession Brief

Reaching out to Micro, small and Medium enterprises via ICTIn both India and Germany, MSMEs are key drivers for economic growth. Despite the extremely different economic structure, the German and Indian MSME sector face some similar problems. It is therefore not surprising that in both the countries, there is an abundance of regulatory procedures, policies, support programs and other measures offered by multitude of public and private sector institutions. Additionally, both the countries have a diverse set of stakeholders and intermediaries operating in the space. Although, the number of support measures and stakeholders is encouraging, the same also adds complexity, redundancy and lack of transparency. Several research studies claim that such support measures remain under-utilized for reasons such as difficulty in obtaining necessary information at a single point, complexity in procedures and bureaucratic delays. Over the years, technology has played an important role in addressing the previously mentioned challenges and hence, the Forum specifically explored the role of ICT to reach out to MSMEs.

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Forum Strusture

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Session B: G2B Roundtable

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Round table discussionsMr Manfred Haebig, Director Private Sector Development, GIZ hosted the discussion and the discussants included:

Mr Rakesh Rewari, Expert Advisor, Office of Advisor to Prime Minister Public Information Infrastructure and Innovations, Government of India Mr Ramesh Pandey, Joint Development Commissioner & CVO, Ministry of Micro, Small and Medium Enterprises, Government of India Mr Dirk Stocksmeier, Chief Executive Officer, ]init[ Dr. M. P. Jaiswal, Professor of Information Management, Management Development Institute Gurgaon Dr. Helmut Krcmar, Professor of Information Systems, University of Technology Munich Dr. Tino Schuppan, Professor of Public Management, Potsdam Institute for e-GovernmentDr. P. Vigneswara Ilavarasan, Associate Professor, Indian Institute of Technology Delhi Mr Keerthi Lal Kala, Associate, Office of Adviser to Prime Minister on Public Information Infrastructure & Innovations

SESSION C: G2C Session Brief

Improving administrative efficiency and effectiveness by sharing infrastructure and strengthening interoperabilityInteroperability and standardisation are key factors for public bodies to work together efficiently and effectively, especially in federally organised countries like India and Germany. The rapid proliferation of ICT solutions if developed in relative isolation at different levels of government impedes this process and results in missed opportunities for simplifying procedures and impediment of data integration. Keeping this in consideration, NeGP sets to lay out common support infrastructure (e.g. State Wide Area Networks (SWANs), e-State Data Centres (SDCs), Open Standards) that can allow information to be shared electronically between different agencies of the government and with citizens. The Forum attempted to promote the concept of back-office interoperability through standardised interfaces in both the countries. Additionally, the Forum also focused on dealing with IT infrastructure related issues for an inclusive countrywide delivery of public services.

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Session C: G2G Roundtable

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Forum Strusture

Keynote AddressDr. Hanno Thewes, Chief Information Officer, State of Saarland delivered the keynote.

Round table discussionsDr. M.P. Gupta, Professor of Information Systems, Indian Institute of Technology Delhi hosted the discussion and the discussants included:

Mr Frank Steimke, Head of the Coordination Office for IT-standards in Germany (KoSIT), City of Bremen Mr Umesh Kumar Nandwani, Senior Director, Testing and Quality Certification Directorate (STQC) Mr Rolf Schlotterer, Adviser to the Bulgarian Deputy Prime Minister, German Federal Ministry of the Interior Mr Deepak Agarwal, Director General, Consultancy Development Centre (CDC) Dr. V. S. R. Krishnaiah, Head e-Governance Standards Division, National Informatics Centre (NIC) Mr Bijoyanand Mishra, Chief General Manager (Tech), Bharat BroadBand Network Limited Dr. Dennis Hilgers, Professor of Public and Non-profit Management, University Linz

Field VisitDay 3 of the Forum was an on-site visit, to understand the enrolment and transaction processes involved in the flagship Indian e-Governance project i.e. Rashtriya Swasthya Bima Yojna (RSBY- a health insurance scheme for BPL families). This brought the exchange into a full circle by experiencing Governance in action via ICT.

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Day 3: E-Governance Field Visit

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5 Key Outcomes

The first Indo-German e-Governance Exchange Forum, 2013 saw participation and a lively exchange of expertise and experience from 90 e-Governance experts and decision makers from India and Germany, including Dr. Jürgen Martens, Minister of Justice and for European Affairs, Free State of Saxony, and Mr Madhav Lal, Secretary, Ministry of Micro, Small and Medium Enterprises, Government of India.

Among the cross-cutting topics were interoperability via common standards, the necessity of an adequate technical infrastructure and integrated solutions that allow overcoming the limiting but widely-spread orientation towards single areas of responsibility. Other topics vividly discussed included the provision of mobile public services via smart devices and one-stop portals in order to lower the barrier to access public services and reach as many citizens and businesses as possible.

The forum connected Indian partner institutions of bilateral programmes to European good practices as well as increased the awareness of German partner institutions about the several advances in Indian e-Governance space. The forum also resulted in the sharing of best practices for the academia.

The select case studies and best practices shared by participants of the Forum from India and Germany are presented in the next section.

Key Outcom

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Case Studies From India

Introduction Majority of the Uttarakhand state population consists of small-scale agricultural farmers living around poorly accessible slopes and valleys of the Himalayas; this makes the task of connecting and organising them extremely difficult. Farmers have small land holdings and poor access to information on cultivation advances and market updates. As a result, incomes are much lower than in less mountainous regions of the country.

Climatic conditions in Uttarakhand are ideal for producing off-season vegetables (OSV) with at least two crop cycles of 90-120 days each. More than 50% of the crop growers in Uttarakhand are vegetable farmers. A significant area of ~56,854ha is under vegetable cultivation with production of 552625 metric tonnes.

However, most farmers engaged in OSV are poor, with average landholdings of ~0.98ha. Uttarakhand being close to consumption centres like Delhi, Lucknow and Moradabad has favourable market demand for OSV. There is a wide scope for poverty alleviation and livelihood generation for a large section of the hill population through interventions in the OSV sector. The full potential of OSV Value Chains have, however, not been realized due to several constraints, lack of information being a major bottleneck.

Current SituationAccess to up-to-date information on advanced cultivation practices, market prices for produce, and prices of input like seeds and fertilizers, can assist the farmers in the planning of agricultural production and increasing their incomes. Reliable information allows the stakeholders to make informed decisions in the market condition, whereas differential information often leads to non-transparent, exploitative transactions among stakeholders in value chains. This is more apparent amongst the poor hill farmers of Uttarakhand. The penetration of mobile phones and network coverage in Uttarakhand has increased significantly in the recent years. More than 82% of the households own a mobile phone. Mobile networks thus represent an ideal communication structure that could help improve the farmers’ access to vital market information.

Two of the key issues in this regard are detailed below:

Existing sources of information have not been efficient in reaching out to the farmers. Television, radio, and newspapers have been popular mediums for gathering agriculture-related information in the past few decades. With the growth in information technology, over 200 ICT-enabled

6 Select Case-Studies and Best Practices

Select Case-Studies and Best Practices

6.1

6.1.1

6.1.2

a.

Mobile based information services for smallholder farmers of Uttarakhand HillsMr Indraneel Ghosh,Senior Technical Expert, Regional Economic Development (RED) Programme in Uttarakhand, GIZ

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Inputsseeds, fertilizers, pestisides

Productionweather advisorycrop advisory

Post Harvestprocessing storage

Marketing

interventions exist at various stages of implementation in India. In Uttarakhand, ICT-enabled services like web-based tools, farmer help-lines, local crop advisory services, and public extension services offer market information for farmers. The web-based services are, however, generally not easily accessible by the farmers. Help-lines such as Kissan Call Centres have registered less than optimal usage. Time lag, high cost, and low technological literacy are the major impediments to the use of such centres by the farmers.

In addition to logistical barriers, the absence of links with other input agencies (seeds, fertilizers, and pesticides, etc.) result in low applicability of the suggestions given by subject matter specialists. Other barriers to access are language and socio-cultural norms governing the use of technology and public spaces. In general, static and one-way forms of communication are not suitable to the needs of farmers (Figure 1).

Because of the lack of accessible information sources, farmers are heavily dependent on traders for market information. 67% of farmers relied on local traders for market information (Figure 1). From this disadvantaged position, farmers were susceptible to manipulation, by traders withholding actual market price information. As a result, majority of small farmers prefer to sell their produce at the local market or in a market located in the same district so as to quickly offload the OSV, saving on time and cost. Access to accurate and timely information through the SMS based service, has helped the farmers get higher prices and reduced risks. It has also placed the smaller farmers in a better bargaining position with buyers and traders. ChallengesThe OSV farmers of Uttarakhand required an information source that addressed the drawbacks of the existing communication tools and provided reliable information in order to reduce their dependence on the traders. In Uttarakhand, the major mobile-based agricultural information service providers are the Indian Farmers Fertiliser Cooperatives (IFFCO), Kissan Sanchar Limited (IKSL), Nokia Life Tools and Reuters Market Light (RML). However, these providers have their own individual conditions. Nokia handset users can access Nokia Life Tools, and subscribers need an IFFCO green SIM card, to use IKSL that only works with Airtel services. In comparison, the RML service can be used with any mobile handset under network provider. RML thus offers complete flexibility and freedom to the users.

b.

6.1.3

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Fellow farmers,Input dealers(other than radio/ TV/newspaper)

Progressive farmers

Government schemes:Newspapers

Weather forecasts: Television

Market price: TradersNewspapers

Input dealers,Commision agents

Farmers

Traders

FUNCTIONS ACTORS SOURCES OF INFORMATION

52 - 67%

66%

40%

81%

67%26%

FIG. 1 Sources of information for hill farmers

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Moreover, the service can be ported from number to number, along with network providers. With these considerations in mind, GIZ partnered with RML.

Solutions Leveraging on the high penetration rate of mobile phones amongst the hill farmers, GIZ’s intervention focused on introducing agriculture information dissemination through mobile SMS. While ensuring neutrality in dissemination of information, SMS has the added advantage of being personalized, authentic, timely and suited to two-way communication. The programme was implemented in partnership with the World Bank supported Integrated Watershed Management Programme (IWMP), IFAD supported Uttarakhand Livelihood Improvement Project for Himalayas (ULIPH), the National Bank for Agriculture and Rural Development (NABARD) and NGOs like Central Himalayan Environment Action (CHEA), Himalayan Action Research Centre (HARC) with technical services by Reuters Market Light (RML), a subsidiary of Thompson Reuters.

On a pilot basis, GIZ facilitated the supply of 1,000 RML subscriptions through NABARD, GRAMYA, ULIPH, HARC and CHEA in ten districts of the state. The partners as per their on-going programmes selected the farmers. RML subscribing farmers received actionable information on market prices, crop advisory, and weather forecasts as well as agriculture information as per the stage of crop, soil type, irrigation, and mechanisation facility. The RML database covers 600 + crop varieties, 1,300+ markets, and 3,500 weather locations in 8 languages.

Intervention OutputsMobile SMS has been rated the best information system amongst the available sources by 93% of subscribers to get information on a regular basis.

The introduction of RML provided market information to OSV producers as well as improved transactional transparency amongst VC actors. Information use also diversified, with increased interest in other aspects of agriculture news. The following list highlights the five most important information needs fulfilled by the service in order of priority as ranked by the RML subscribers in a GIZ-RED study:

Weather advisory: About 96% of farmers used the RML service for weather information. Of those surveyed, 81% had depended on television for the same information before the intervention.

Market prices: About 98% of farmers used RML’s service for information related to market prices. Of those surveyed, 67% had relied on traders and 26% on newspapers before the intervention.

Government schemes: About 96% of farmers used RML’s service for information on government schemes. Of those surveyed, 40% had relied on newspapers before the intervention.

Crop advisory: About 78% of farmers used RML’s service for crop advisory information. Of those surveyed, 66% had relied on other sources such as progressive farmers and traditional knowledge before the intervention.

Quality of information: About 75% of farmers found the daily agriculture news provided by RML’s service to be relevant and timely. Information on the accessibility of roads enabled better planning of harvests or the use of alternative routes to transport goods.

Overall, most subscribers expressed satisfaction on the timeliness of the service. Over the course of two years of using the service, 6% of farmers reported having attained 5-10% increases in market price. Meanwhile, 38% of subscribers reported a 1-5% increase in the market price attained for their product. Further, a study among respondents from five out of the ten districts where the project was implemented revealed benefits beyond market price (Table A)

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6

6.1.4

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Lessons LearntMost users utilized the service for information beyond the OSV VC, including information on other traditional farm products such as cereals, livestock and horticulture.

GIZ and RML have formed a partnership to launch DeveloPPP.de, a public-private partnership project, to strengthen and upscale this service. The ‘Grameen Soochna, Uttarakhand’ initiative will make mobile SMS based agro-information services available to about 12,000 farmers in Uttarakhand in the next three years.

The RML service has attracted the interest of development actors beyond agriculture. For instance, ULIPH facilitated a partnership between the Department of Telecommunications and RML to launch ‘Sanchar Shakti’ in March 2011. The service provides information to women and their SHGs about government schemes, health services, and social issues as well as inputs related to livelihood training over the phone.

6.1.6

DISTRICT GAIN TO USERS TIMELINESS OF INFORMATION

USEFULLNESS OF WEATHER ADVISORY

Almora

Bageshwar

Nainital

Tehri

Uttarkashi

95% 30% 74%

86% 43% 75%

100% 53% 80%

64% 91% 100%

88% 23% 100%

TABLE A Usefullness of RML mobile SMS services to subscribers

Inputsseeds, fertilizers, pestisides

Productionweather advisorycrop advisory

Post Harvestprocessing storage

Marketing`

Fellow farmers,Input dealers(other than radio/ TV/newspaper)RML

Information:Storage, grading, transportation and logistics (other traditional sources)

Crop advisory(RML)

Weather forecasts (RML)

Government schemes(RML)

Market prices(RML)

Input dealers,Commision agents

Farmers

Farmers federation,Traders

FUNCTIONS ACTORS SOURCES OF INFORMATION

41 - 36%

25 - 27%

71%

78%

96%

83%

98%

FIG. 2 Sources of information in the OSV VC Post-intervention

The red lines show the new information flow post-upgrading.

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MCA21: Introducing a Service Oriented Approach in the design and delivery of government services IICA- GIZ Business Responsibility Initiatives

IntroductionThe Government of India’s Ministry of Corporate Affairs embarked on the ambitious MCA21 program to prepare the Ministry for the 21st century, by enabling significant ease for doing business in India.

The MCA21 is an e-Governance project implemented by the Ministry of Corporate Affairs (MCA), Government of India. The Project comprises of all registry related services such as filing documents, company registrations, and public access to corporate information through a secure portal. The portal is easily accessible from anywhere, at any time by corporate entities, professionals and by the public in general.

With the expansion of the economy, it was important for the MCA to overcome the challenges posed by voluminous paper filings.

The MCA21 programme has been accorded the status of the Mission Mode flagship programme. Com-pared to similar initiatives that have been carried out worldwide, it has been observed that the MCA21 system has achieved 100%e-filing in less than a one year. This is the shortest possible period for achiev-ing 100% e-filing in the world.

The Pre-MCA21 SituationThe MCA is primarily concerned with the administration of the Companies Act and other allied Acts framed to regulate the functioning of the corporate sector in accordance with the law. The MCA plays a critical function in enabling businesses to function in India and is instrumental in ushering in interna-tional best practices for governance and compliance.

Beginning with about 30,000 companies in 1956, the number of companies grew to 2.02 lakh in 1990, to 6.83 lakh in March 2005 and 9.65 lakh companies as of January 2014. The MCA is the only reposi-tory containing authentic information on the corporate sector of the country and serves as a registry for all statutory fillings. However, the system was entirely paper-based, localized in twenty ROC offices across the country. The limitation of paper interactions led to several problems such as damaged and missing documents. Storage, search, retrieval and weeding of documents in the repository consisting of several million pages, compounded the problem.

The need for stakeholders to appear in person for any statutory filing caused crowding at the ROC offices. Office space constraints and limited availability of staff, added to the woes. Constrained payment procedures with limited cash counters and payments to a single designated bank contributed further to process delays.

Objectives of the MCA21With the Indian economy expanding significantly, the MCA required a system that would reflect India’s corporate governance goals for the 21st century and eradicate the challenges posed by volumes of paper documentation. It was essential for the Ministry to create a transparent, business-friendly efficient envi-ronment for both Indian and international corporations. The MCA21 Project’s core objectives were to improve speed and certainty in the delivery of MCA ser-vices and to provide a harmonious blend of facilitation and control for the Ministry.

Current SituationMCA21 involves the modernization and computerization of the core services related to incorpora-tion and regulation, which are provided by the offices of ROC, RD and Secretariat. The MCA21was a complete departure from the conventional computerization approach that involved putting together


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portions of the solution and integrating them from multiple sources/vendors. Instead, a holistic services outsourcing model has been harnessed to make this into an outcome based initiative.

Project ImplementationThe Project was conceptualized through multi-stakeholder engagements. The program was implement-ed in a record time of 78 weeks with the support of TATA Consultancy Services (TCS).MCA21 is the first PPP project wherein a consortium led by TCS represents the private sector. The commercial approach involves a Build-Own- Operate-Transfer (BOOT) model based on the operation of a service driven solution.

Project OutreachAs of October 2013, the MCA21 Project covered the Secretariat at Delhi, 7 Regional Directorates and 26 Registrars of Company offices spread across various states and union territories.

Key Benefits of the ProjectIntroduction of anywhere, anytime secure electronic filing for MCA transactions through adapta-tion of all statutory forms to e-forms fore-filing.

Verification of the credentials of the authorized signatory (Director, Company Secretary or Manager and Practicing professional) by an additional ‘role check’ function, through other established iden-tification such as DIN, PAN or Practice number provided by the Institute.

Nearly 1,000 Certified Filing Centres operated by practicing professionals from the Institutes of Company Secretaries, Chartered Accountants and Cost Accountants, who provide MCA services.

Use of Digital Signatures to ensure the security of electronic forms and documents in conformance with the Information Technology Act, 2000.

Convenient multi-modal methods of payment encompassing existing payment mechanism and electronic payment options using credit cards and Internet banking, including an expanded nation-wide network of Bank branches for challan payments.

Nearly five crore pages of legacy corporate physical documents digitized for electronic access through the Internet for the investors and public.

National Data Centre located at New Delhi that provides uninterrupted 24 x 7 operations and high bandwidth connectivity across all nationwide MCA offices with access capabilities for several thousand users at the same time.

Access to the MCA services optimized for use from a typical home Internet connection, with freely available software, so that the end user need not incur additional costs for software components.

Dedicated project-monitoring unit for the service levels and the health of the system during the six-year operational period.

A competent independent third party to certify the solution and carry out annual audits.

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Challenges Given the nature of MCA operations, a piecemeal implementation would not feasible for the solu-tion. The coexistence of paper and electronic would have created additional complexities, which would have necessitated further reconciliation. The Ministry had set clear guidelines for the MCA21 implementation to avoid any major ramifications to the legal, operational or organizational structure.

The Project scope included office management (Establishment) functions such as Finance & Budg-ets, Human Resources etc. within the Ministry. The migration of data and digitization of legacy company documents qualified as a standalone project. A parallel strategy was drawn up to utilize the existing workforce in the Ministry to accomplish this mammoth task within the project schedule, in addition to their routine tasks.

A critical problem was to ensure that secure electronic transactions could be accorded legitimate recognition under the Indian legal framework i.e. the courts and other authorized agencies had to recognize and accept the filings made in electronic form. The provisions under the Informa-tion Technology Act, 2000 were used and electronic filing was implemented using digital signature certificates, thereby enabling provisions for the Companies Act. To mitigate paper use under the newly implemented system, mandatory e-filing and other enabling amendments had to be carried out to the Companies Act, alongside the project rollout. This was a critical aspect of the strategy formulation, as any operational glitches could adversely affect the service delivery operations. Once implemented, rollback to the paper based system would be impossible.

The extent of change brought about in the operational environment to the external and internal stakeholders had to be managed with an array of change management interventions.

There was no dedicated framework available to facilitate and oversee the program, with the excep-tion of a small e-Governance cell that was formed within the Ministry.

The orchestration of diverse elements to produce the desired outcomes, within a short time frame, made it critical to balance the strategy and ensure its viability.


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BUSINESS CIVIL SOCIETY FINANCIAL INSTITUTIONS

GOVERNMENT

Starting & doing business simplified

Online access to corporate data

Easy registration and charge verification

Efficient Service Deliv-ery with transparency.

Compliance, Management and Effective Regulation

Modern, productive work environment

TABLE B Key Beneficiaries of the MCA21 Project

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Lessons Learnt

Start RightDemands and Difficulties of the Project:

High quality RFPRe-engineering focusMinimal change to high-level specificationsArchitecture approachSegregation of sovereign functionsAdoption of accepted standards to allow evolutionSolution viability with POC using COTSCompetent Cross-functional Team

Lessons learnt Generously invest in time and expert resources, to effectively articulate RFP upfront

InfrastructureDemands and Difficulties of the Project:

Data CentreDisaster Recovery CentreGovernment Secure Repository (GSR)25 MCA offices, 1200 employeesPlanned upgrade to address obsolescence

Lessons learnt Installation and stabilization takes monthsAcceptability by staff and usage takes even longerRe-consider project strategy; Early start to establish infrastructure and use ‘Establishment Functions’

Digitization and Data MigrationDemands and Difficulties of the Project:

Digitization and data correction is a very slow, error-prone process when migrating from paperExtensive staff participation is inevitable, despite engaging the best vendorsIntegration of data is not simple

Lessons learnt Start early and handle as a separate initiativeAdopt production line techniques to ensure uniformityAllow stakeholders to correct dataEnsure unambiguous procedures for data correction

Forms & ProcessesDemands and Difficulties of the Project:

Process unification20% of transactions delivers 80% valueForm content, need and size of attachments has to be critically reviewed with key stakeholdersForm usability is a continuous process – plan for itCross verify form data with the database for viability of forms processing

Lessons learnt Transition period may need specific interim processes (e.g. concurrent paper and e-form)Involvement of domain specialists is a pre-requisite

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Core Application ProcessDemands and Difficulties of the Project:

User acceptance tests Development of SLAs and Service BenchmarksMIS should ‘flow’ from the systemBenchmarks for service delivery to stakeholders

Lessons learnt User acceptance tests needs focus & resourcesEffort needed for operations standardization and alignment to technology driven processes – this is not automatic

Establishment FunctionsDemands and Difficulties of the Project:

Three key areas;PayrollHRMSFinance and Budgets

Lessons learnt Desirable to have this as a separate initiativePackaged applications are an overkillEven after automation, some activities will need to be done on paper (e.g. Service Book) until e-Government is implemented across the board

Institutional MechanismsDemands and Difficulties of the Project:

Dedicated in-house e-Governance cellSpecialist external consultantsIn-house domain expertsCompetent PMU from day oneNodal officer for portal contentIndependent testing & certification agency

Lessons learnt Dedicated project focus is a must, this is beyond routine work commitments, so allocate a Team Leader for this functionEnsure budgets to engage top talent, as this is a hidden cost

Change Management Demands and Difficulties of the Project:

Basket of measures for External stakeholders & MCA employeesProfessional Institutes involvedNation-wide implementationAwareness seminars & Training kitsExtended handholding for staff

Lessons learnt Media campaign is key and in itself a huge exerciseEarly interventions for reinforcing internal usersKeep sufficient lead-time for external stakeholders

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Improving Service Delivery in Public Services via Electronic MeansDr. P. Vigneswara Ilavarasan,PhD, IIT Delhi

IntroductionThis paper attempts to understand the ways by which public service delivery in low and middle income countries can be improved through electronic means or using information and communication tech-nologies (ICTs). Scholars have repeatedly claimed that emergence of ICTs has enabled leapfrogging many stages in bringing better governance in low and middle income countries. The digital barriers of e-Governance have been overcome by ubiquitous mobile phones, especially among the poor in the developing world. The growth of mobile phones is largely credited to the competitive market forces made possible by policy reforms in the telecommunications arena. The high penetration has prompted governments to explore mobile phones as channels or tools to deliver public services. Lessons for this can be derived from the telecom sector, which has impressive customer relationship management (CRM) initiatives, catering to large populations of poor, which spend relatively small amounts on talk time. The paper explores the following two questions:

Is CRM is better in telecom than public service delivery? Can ICTs, especially mobile phones be used to improve public service delivery?

Study MethodAn empirical study among 1200 microenterprises (MEs); bottom of pyramid (BoP) from the cities of New Delhi and Patna in India was conducted. Micro entrepreneurs were defined as those with less than ten employees. The BoP or the poor were identified as those who occupy SEC D & E levels within the Indian socio economic category (SEC) classification. The sample was selected using multistage cluster sampling method.

In India, the Election Commission divides the city into wards. A list of wards was taken and sixteen wards were selected through systematic sampling process. Within each ward, all the streets were listed alphabetically. Every third street was selected and respondents were selected for the study. The closest data extant national statistics on MEs in India was used to determine the quota of MEs in the sample. A semi-structured questionnaire was used to collect data. Nielsen Private Limited, an international market research agency collected the primary data from the identified respondents, from March to May 2013. An exchange rate of 54 INR per 1USD was used.

The study approached service delivery from a customer relationship management perspective. The cus-tomer lifecycle involves the following stages: targeting new customers, managing enquiries from potential customers, welcoming new customers, getting to know them, developing them, managing their problems and winning them back, if they leave. The study designed a questionnaire to cover all these stages.

Study Sample In the total sample, 26% owners were women, 85% married with an average age of 36 years and with average family size of 6. The sample had 41% non-literate and 46% able to do simple mathematical calculations and had bank accounts. 80% MEs had zero workers. Only 17% of MEs operated out of fixed locations and half of them operated in unpaid variable locations. The sample was scattered uni-formly across manufacturing, trade and services. Only one tenth of MEs had business banking account. Almost all sample MEs, made or received payments by cash in their businesses. 90% of MEs preferred to interact with customers by mobile phones. Nearly two thirds of sample MEs had customers who lived locally. Among various ICTs, mobile phones were predominantly used by the MEs.

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Mobile Use52% of the sample MEs used mobile phones for business related activities with no use of landlines and Internet. All MEs used pre-paid SIM cards and recharged a median value of $ 0.93 / week. Respondent MEs said that the following are the four major reasons for selecting a particular service provider: cover-age, referral and price. As a first option, recharging is done via a shop / agent / dealer, followed closely by scratch cards. The telecom service providers have created an enabling infrastructure through which multiple recharges of low values are available to the BoP. Through third party vendors or small dealers, MEs are able to reach out to the service providers in a nearby location. The service delivery is about managing the customer problems, and making the service easy to access as in the case of recharging. The voice-based usage is dominant among mobile phone usage. The use of mobile phones for accessing government related services appears to be very low.

(Note: All figures are in percentage and of respondents who said 'Yes' to the questions. The other option was 'No')

Telecom Service DeliveryThe service delivery by telecom service providers was good, as 50% of the sample MEs did not face any problems. Among those who were facing problems, the major areas of concern were lack of coverage, call drops, billing, unsolicited, deceptive activation of VAS service and unsubscribing from services. However, 69% of MEs felt that network connectivity issues / call drops were not affecting their busi-ness. Despite their usage, only one tenth of MEs interacted with the telecom service providers. The main point of contact for service providers to MEs was through call centres. Further exploration into service delivery was made using eleven items. (Table B)

The telecom service providers can improve their service delivery within the areas of tracking customers' complaints, increasing awareness about the location of the information to contact the service provider and filing complaints. Though, the service providers are spreading this information by television and Internet, the target group of the study; BoP MEs is still facing difficulties in these areas.


6ACCESSED SERVICES

Banking and financial services

Making or receiving a payment

Governmental services (local, state or central)

Health services

Competition polls or participation in other live programs on TV or radio

Entertainment related information services

Other general information services

INDIA (665)

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TABLE C % of Micro entrepreneurs who used mobile phones to access various services

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Public Service Delivery The electricity sector in India is still predominantly either government owned or controlled. This has consequences on the services delivered to people, especially the BoP. In the sample, electricity use for business is present amongst 37% and the average spend is $9 / month. Service providers are uncon-cerned with acquiring new customers as the demand is outstripping the supply. Out of the MEs who have electricity, only 43% had connections in their own names. The service providers do not know the actual users, as they tend to be mobile tenants and this leads to a lack of understanding about the customers' usage patterns. Thus, electricity companies keep continuing their tariff patterns unlike the telecom sector, which continuously customizes their tariff packages, to acquire new customers.

Service delivery related problems such as blackouts, voltage fluctuations, and incorrect billing seem to be high within the electricity domain. The intensity of the problems also seem to be as high, as 50% of the MEs feel that their business is severely affected by the poor service quality. In addition since the lack of electricity or energy fluctuations affect MEs more seriously than telecom disruptions; this heightens the need for better service delivery in the electricity domain. Currently, only 5% of MEs receive notices about upcoming power blackouts. The electricity providers could adopt SMS for such notifications to the MEs, as the mobile penetration is already high.

The study attempted to understand service delivery in government services by evaluating experiences of MEs while registering their businesses. Registration with the government by the sample MEs was at 4%. This is largely due to the lack of incentives for MEs to register.

Governments want to bring the MEs and all such businesses under the registration process to increase their tax base and to enforce labour and other regulations like health, sanitation, safety etc. The more

MANAGEMENT OF CUSTOMERSS.No.

I was treated politely by the office / call centre personnel

All the information relevant to my work/query/problem was available easily

The waiting time to reach the concerned officer was satisfactory

The time taken to resolve the problem / answer the query was satisfactory

I am satisfied by the action taken by the operator

Call centre agent redirected me to use Interactive voice response (IVR), Internet or Unstructured Supplementary Service Data (USSD) etc. without answering the query.

I find the automated responses (IVR) in call centre helpline are clear

The interaction with the office was carried out in my language or lan-guage I chose/preferred

Tracking my application or complaint through a phone / the Internet was possible

Information on how to contact the service provider is / was readily available

Information on procedures to file complaints is / was readily available

INDIA (303)

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77

61

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77

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TABLE D % of Micro entrepreneurs who agreed on service delivery in Telecom domain

(Note: All figures in percentages and of respondents who said 'yes' to each question. The other options were 'No' and 'Do not know / Can't say / Not applicable)

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number of MEs registered means more revenues and better living environment for the citizens. How-ever, the data indicates that the government is not aggressive enough to get new members. The MEs are not aware about the need for registration or where to register. The government also needs to think of ways by which registration would benefit the businesses.

Policy ImplicationsThe study attempted to delineate the performance indicators in the two different sectors and provide adequate base for policy agents to derive better performance of delivery services. The same target group, BoP MEs, shared their observations on customer relationship management by viewing the two sectors in comparison.

Lessons LearntThe service delivery in telecom sector is better than government services. In most activities related to information availability such as location of service availability, efficiency of services and use of ICTs, tel-ecom sector is scoring better than the government services. Although the need for telecom services and its extent of use is much greater than that of government services, the government appears disinterested in attaining or retaining customers as seen in the case of electricity. For mandatory services like registra-tion of businesses, the target group is not clear about the possible benefits. The Government needs to clearly understand and express these to the users. Currently, the widening of tax base seems to be the only driver.

Government agencies appear unaware about the nature of their customers and the services are being delivered. In many cases, services are being catered indirectly either through proxy owners or illegally. The use of ICTs in identifying the customer base or delivering to the differentiated customer segments is feasible. Case studies and literature on suggestive frameworks for aligning ICT strategies for better customer relationship management is abundant for learning and implementation.

The telecom sector also offers insights on sustaining service delivery, post customer acquisition. Wider engagement of representatives in accessible forms, like neighbourhood shops, would result in better service delivery that in turn would bring more users to the services.


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REASONS

I am not aware of the need to register or how to register

It is an unnecessary workload for me

I have to pay taxes if I register

There are no benefits of registration

The cost of registration is high for me

INDIA (1223)

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42

27

40

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TABLE E % of Micro entrepreneurs who cited reasons for not registering with the govt.

(Note: All figures are in percentage and of respondents who said 'yes' to the given reason. The respondents were permitted to select multiple reasons.)

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Improving public service delivery through well-designed online systems MSME Umbrella Programme,Ministry of Micro, Small and Medium Enterprises

IntroductionIn India, the Office of Development Commissioner (DC) - Ministry of Micro, Small and Medium Enterprises (MoMSME) is a nodal development agency under the Ministry of MSME, which offers a number of schemes and support programs aimed at improving the growth and competitiveness of the MSME sector. There are currently ~22 schemes being implemented by the Office of DC-MSME along with its field offices across India.

Over the years, the use of ICT and the launch of e-Governance initiatives have demonstrated a trans-formative impact and improved the delivery of government services to citizens and businesses in certain key sectors of India’s economy. Thus, the National e-Governance Plan of Indian Government seeks to lay the foundation and provide impetus for the long-term growth of e-Governance within the country. Drawing on lessons learnt from across the country, a similar effort is being undertaken by the Office of DC-MSME to introduce e-Governance as one of the key service delivery channels for MSME related schemes and support programs.

GIZ under the MSME-UP Policies and Programs project is supporting the implementation of a nation-al e-portal for the Office of DC-MSME. Since, the successful roll-out of any e-Governance initiative is a highly complicated process, not limited to the provisioning of technical infrastructure, GIZ is assisting the Office of DC-MSME at multiple levels including project conceptualization, prototype develop-ment, bid process management, institutional strengthening, project implementation, human resource development and communication among internal and external stakeholders.

The National Portal for the Office of DC-MSME is an e-Governance initiative which aims to provide a single point online access to all the schemes and support programs by the Office of DC-MSME, for enabling the growth of MSME sector. The portal is designed to cater to the diverse needs of several stakeholders including new entrepreneurs, MSMEs, industry associations, procurers of MSME goods & services, MSME support institutions and other private/public service providers. The portal would also automate several internal operations related to provision of such G2B services as well as provide a common public interface to all the field institutions of Office of DC-MSME.

Current SituationA number of schemes and support programs offered by the Office of DC-MSME have not been fully utilized by MSMEs and other target beneficiaries (e.g. associations, intermediaries). Several stakeholder consultations were carried under the MSME Umbrella programme and the intended beneficiaries of such schemes and support programmes cited issues such as inadequate awareness, complexity in applica-tion procedures, delays in processing time and lack of transparency for low utilization levels. The setting up of an electronic channel could help address several of these concerns.

The provision of schemes and support programmes by the Office of DC-MSME is mainly through a limited number of field institutions (~62 Development Institutes across India). The provision of an electronic channel can also play a significant role in increasing the outreach at a minimum cost.The official website for the Office of DC-MSME is hosted at http://dcmsme.gov.in/. The website is mainly static and does not allow for a bi-directional flow of information between Ministry and MSMEs. Thus, it does not support the provision of online application and tracking. Additionally, with the changes in business and economic environment, demand for new and advanced services for MSMEs such as online business matchmaking have emerged. The existing online systems and IT infrastructure available with the office of DC-MSME are not equipped to cater to this demand.

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The design and functionality of the existing online systems have a significant scope for improvement using advanced knowledge management tools for effective information sharing and dissemination.The field offices of DC-MSME i.e. Tool rooms, Development Institutes, Testing Centres etc. located in different regions have their own individual websites which are mainly static with little standardization. The presence of such multiple online systems is inconvenient from a user-friendliness point of view and adds to the administrative burden in terms of time and cost.

The current state of IT infrastructure offers limited flexibility to connect all the nodes (or the field insti-tutions) of the Office of DC-MSME.

Thus, it becomes critical for the office of DC-MSME to introduce new online systems and upgrade the IT infrastructure to expand reach and manage diverse needs of varied stakeholders such as MSMEs, as-sociations, large enterprises, MSME support institutions, expert agencies among others.

Project ObjectivesThe key objectives and benefits of the National Portal of Office of DC-MSME are listed below:

Project StakeholdersThe details of key stakeholders of the project along with their indicative span of interest in the Portal are provided below:

BENEFITS TO END-USERS BENEFITS TO OFFICE OF DC-MSME & ITS FIELD INSTITUTIONS

Simplified and faster application process through a single, one-stop, easy-to-use plat-form to apply to the various services internally routed to the relevant DC-MSME node without additional cost to MSMEs

Improved tracking and monitoring of applica-tion status, resulting in greater transparency

Reduced delays and improved response times

Increased user-friendliness

Single, comprehensive, consistent source of information on schemes and support programs of DC-MSME, reports and databases

Enable the growth of interactions and knowledge-sharing among entrepreneurs, MS-MEs, their Associations, DC-MSME and its field institutions, PSUs, other state and central gov-ernment agencies, MSME support institutions, expert agencies, consulting firms, technical institutions, incubators, training institutes etc.

Effective delivery and administration of services resulting in reduced delays

Reduced administrative burden through conver-sion of a number of administrative processes into simple, interactive & self-service mechanisms

Effective monitoring and tracking of status of applications

Effective communication of public support programmes

Increase usage of schemes and funds

Enhanced perception and image of the office of DC-MSME and its field institutions

Flexibility to add new services/application

Provide role-based and geography-based access to Development Institutes and other nodal agencies of the DC-MSME.

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Key Project FeaturesThe e-portal has been designed with a special focus on user friendliness and ease of navigation, with customized features to cater to its large base of users. The key functional features of portal are:

G2B FeaturesOnline Application Submission and Tracking: One of the key features of the portal is the online provision to apply for schemes and other support programs from the Office of DC-MSME. Users can fill the application forms in a short time through the auto-fill function, save draft application, preview or print application for self-review, submit the application and track the same- all through a single interface. Thus, the system promotes transparency and clarity and expedites the procedures for availing of schemes and services.

‘Quick Finder’ Application for searching schemes and support programs: Given the large number of DC-MSME schemes, often with overlapping objectives and long docu-

Service Provider

Target Beneficiaries/End-users

Infrastructure Provider

Solution Provider

Key Influencer / Compliance /Quality / Audit/ CheckingAgencies

DC-MSME and its field institutions

New entrepreneurs & MSMEs

Industry Associations& other MSME sup-port institutions

Buyers of MSME Goods & Services

NIC

Implementation Agency

Other GovernmentDepartments

The DC-MSME along with its field institutions is provider of several G2B services, schemes and support programs through the portal

The entrepreneurs and the MSMEs are the prima-ry beneficiaries of several schemes and services provided through the portal

The intermediaries such as industry associations, MSME support institutions (e.g. cluster agencies, expert agencies, consulting firms, technical insti-tutions, incubators, training institutes etc.) can ap-ply to several schemes of the Office of DC-MSME for providing services to MSMEs

For e.g. the large enterprises including Public Sector Enterprises (PSUs) can make use of online match-making database and other B2B services of the portal to procure goods from MSMEs

The hosting, hardware, networking and other infrastructure for the Portal shall be managed by the NIC. The Data Centre and the Disaster Re-covery Centre shall be located in - and managed by - the NIC.

The Implementation Agency shall be responsible for the design, development, implementation, rollout, operations, and maintenance of the Portal through the Agreement Period.

Government Ministries and departments that have an interest in the MSMEs or in the e-Governance or other technical standards required for the implementation of Government Portals.

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CLASSIFICATION STAKEHOLDER STAKEHOLDER SPAN OF INTEREST

TABLE G Key Project Stakeholders for the National Portal of O/o DC-MSME

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mentation, the ‘Quick Finder’ enables users to find the most relevant scheme matching their requirements in minimum time. The application makes use of a powerful search engine, multiple search criteria and clearly defined service components suited to the varied require-ments and awareness levels of the end-users. The users get comprehensive, easy to understand and detailed information related to the schemes, thereby making it easier to apply for them.

Technical Capacity Grading: This database shall make available the technical capacity grad-ing of MSMEs to interested users such as large enterprises and other procurement entities.

Filing of Entrepreneurship Memorandum Application: The entrepreneurs in the process of registering their enterprises can make use of this single window application for filing EM Applications with respective state governments.

Reports and Resources: Users can access the repository of reports, publications, newsletters and databases for assistance in diverse areas. Searching the vast repository and database is made simpler with customizable searching and filtering options in the form of checkboxes.

Customized Home Pages and Notifications: The portal allows for customization of pages, saving favourites, activity history, and other personal information which enhance the users’ convenience while ensuring standardization. Features like search tips, information balloons on mouse-over etc have been included at relevant places to enhance usability.

B2B FeaturesBusiness Matchmaking Database: The online Business Matchmaking facility provides the users with the facility to search and view prospective business collaborates such as suppliers or buyers of products, goods and services. This service is particularly useful to achieve goals and objectives for the “Public Procurement Policy for MSEs”. The business ‘Match-making’ is achieved by IHS (India Harmonized Code System) Product Codes, which links buyers and sellers of a particular product or service. Through this application, the enterprises can create and update their detailed ‘Public Profile’ containing useful information related to products, contact details etc.

Tenders and Sub-contracting Database: The Tenders & Sub-contracting database would allow for posting, searching and viewing of the tenders and subcontract solicitations.

Technology Profiles: This database intends to bring together profiles of entities offering or requesting innovative technologies for both research and commercial applications. The interested users can post, search and view technology offers and requests, across diverse sectors and industries.

B2G FeaturesReporting and monitoring: The Office of DC-MSME can use this facility to monitor procure-ment related targets reported by PSUs, as envisaged in the ‘Public Procurement Policy for MSEs’.

Public-Private Dialogue: Through this feature, users can send in their suggestions and grievances to the policy makers, and participate in the opinion polls as conducted by Office of DC-MSME.

G2G FeaturesInternal Administration: For users and administrators within the Office of DC-MSME and its field institutions, the administrator’s section provides features such as Manage Ap-plications (for review or approval), Monitoring & Evaluation, Knowledge Sharing Platform, Manage Reports & Databases, Performance Reporting and Events’ Calendar among others.

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The Road AheadThe key next steps or phases identified for the successful implementation and rollout of the portal include:

Project Management Consultancy Unit (PMC): Recognizing the extensive project development and management efforts required in setting up a National Portal, the Office of DC-MSME intends to engage the services of a professional agency, like PMC which has proven experience in provid-ing project conceptualization and management support across the project life-cycle. The selection process for the same is in progress.

Involvement of the private sector and selection of business model: The Office of DC-MSME is also exploring several business models to involve the private sector in development and maintenance of the portal. The Office of DC-MSME will hold a consultation workshop with the probable private partners to seek their opinion on several approaches. Following this, the Ministry shall go ahead with the selection process for an Implementing Agency (IA).

Portal Implementation: This includes design, development and testing of the National Portal by the Implementing Agency.

Transition: The phase will include deployment of the portal with NIC providing the necessary support infrastructure. This phase will also include the training of concerned officers in Office of DC-MSME and its field institutions along with proper documentation to ensure smooth transition and success of the intervention.

Operations & Maintenance: This phase will include the on-going operation and maintenance of the portal.

Challenges & SolutionsThe road ahead for the successful implementation and smooth functioning of the portal has its chal-lenges. The success of the project depends on the following key challenges being addressed:

Project Complexity: The several schemes and services provided by Office of DC-MSME are complicat-ed in design and have overlapping components. In addition, the administration of the schemes involves several field institutions and third-party entities. While the prototype as developed under MSME-UP, has partially addressed the issues related to ease of use and navigation, the Implementing Agency would have to carefully code the internal functionalities of portal to take care of the complexities involved.

Involvement of Private Sector: The feasibility of developing a self-sustainable business model and involvement of private sector remains crucial to the success of project. The Office of DC-MSME is engaging in detailed in-house planning as well as stakeholder discussions to accomplish the same.

Online Feasibility: Some of the schemes and key services provided by Office of DC-MSME involve third-party nodal agencies or other stakeholders such as state governments (e.g. EM filing). The end-to-end online provision of such schemes and services may not be possible without adequate collaboration and IT infrastructure support from the concerned third parties.

Capacity Building: The smooth functioning of the portal would require building manpower ca-pacities within the Office of DC-MSME and field institutions for its administration. Hence, capac-ity building would continue to be a key focus area for the portal, well after its successful launch.

Lessons LearntThe Office of DC-MSME is taking several measures such as detailed planning, consultations with rel-evant stakeholders, prototype development and testing and the review of best practices to overcome the challenges. The success of this intervention will enhance the provision of smooth, timely support from the government to MSMEs, and play an important role in strengthening their competitiveness.

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Case Studies From Germany

Rethinking Open Innovation for Public-Private Technology Transfer in GermanyProf. Dr. Dennis Hilgers,Institute for Public and Non-profit ManagementFaculty of Social Sciences, Economics and BusinessJohannes Kepler University Linz

Introduction After the German re-election of Chancellor Merkel in 2013, the new coalition treaty of the largest German parties (CDU and SPD) offered a surprising insight. During a strategic alignment to a digital and connected society, the coalition put Open Innovation and Open Government on the agenda. In the next four years the German government wants to support the development of suitable open innovation platforms for new creative solutions, in order to use its great potential for economic and social changes, by opening up new business models and services and fostering new forms of collaboration. Especially small and medium-sized enterprises are to be addressed, so that they can drive new developments together with its users, international partners, large companies and universities and research institutions. The question that arises is how knowledge and technological insights from public funded research atmospheres in universities or research labs can be better transferred and adopted by companies by Internet and Open Innovation Methods.

Current SituationExisting approaches of technology transfer are generally based on documentation and active transfer of existing knowledge (inventions). This process is often executed by scientists in commercial enterprises with the means of a ‘transfer via heads’. The storage of research results in databases by scientists. The subsequent search of these databases for an application problem has turned out to be less successful. In both cases, restrictions with an exclusive focus on local paradigms impede the effectiveness of knowledge transfer. Approaches to the concept of ‘Open Innovation’ can resolve these problems. The purpose of this case study is to reflect on innovative, open coordinated, motivational principles to transfer external knowledge from universities to the entrepreneurial innovation process.

ChallengesIn contrast to the traditional way of placing a research project by application, when defined research results of the project are not certain and only have an abstract for the funding party/company at the end of the project’s life span, the implementation of innovation contest on Open Innovation Platforms could improve the transfer of knowledge from university to business. A policy to foster innovation would ensure that public research agencies would have to make efforts to adopt these methods and facilitate technology transfer between scientists, university and firms.

SolutionsFollowing are the requirements of an Open Innovation Platform for technology transfer:

Framing the broadcast search principle The opening of the innovation process takes place by means of an open tender within a problem-solving community of experts, particularly, scientists who are able to take part equally in innovation contests. At the same time, the size of this community is the most important factor for the operation of the innovation platform. In principle, the platform should be aimed at addressing a large-scale heterogeneous community independent of its domain, i.e. independent of its expertise.

Articulation of problemThe formulation of a problem poses a special challenge to the enterprise, as it ought not to be

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on a highly technical or specialised level, which might prevent the a-priori exclusion of potential problem solvers from different domains. At the same time, problems have to be defined in the exact way, to correspond with the problem searching individuals’ or organizations’ requirements for development or innovation.

Granularity of the problemOpen innovation or the mechanism of broadcast search in this context strongly resembles the discussion of the decision-making theory in the 1970s/1980s. The main issue relates to well-

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Motivation based upon:

external enforcementincrease of reputation

Classical Transfer Of Knowledge From Fundamental Research

Search for constituentsof a solution

Knowledge input

SCIENTIST ENTERPRISE

••

Assumption of a procedure of solution:access to known basis of knowledge onlysubjected to “local search bias” whilesearching / evaluatingmotivation limited due to “NIH” phenomenon

•

•••

TRANSFER DATABASE

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scientists screen problemsreaction only if solution is known orapproach to solution is “easy”transmission of concrete solutions

enterprises broadcast problem on the platformscreening and assessment of solutionsremuneration for best contributor

Broadcast Search Principle

Broadcastingof problems

Broadcast Search

Presents a proposal for the solution

EXTERNAL ACTORS ENTERPRISE

••

•

•

••

OPEN INNOVATIONPLATFORM

FIG. 3 Classical knowledge transfer vs. broadcast search principle

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structured and poorly structured problems, assigned to the transfer of (problem-) knowledge. Existing solutions are defined with regard to the problems or the problems are respectively defined and perceived with regard to the solutions that are ‘available in their close environment’. The result is a ‘modular’ or ‘granular’ task structure, enabling a large-scale heterogeneous group of external actors to identify the appropriate subtask (problem) and contribute to its solution, according to the their individual inclinations, skills and knowledge. The problems of the enterprises have to be defined unambiguously (granularity) and simultaneously have the characteristics to be inserted into a general context (modularity).

Mechanism of coordination In contrast to classical principles of coordination like market or hierarchy, the broadcast search principle is based on the principle of self-selection and self-integration. Contributing scientists or miscellaneous experts identify themselves as being capable of submitting a contribution to the solution or taking part in the problem-solution. Therefore, the entirety of all potential collaborators being members of the solver community serves as the backbone of the broadcast search principle. From an innovation point of view, the coordination activity within such communities’ results in a renunciation from the principles of hierarchy, including their problems of local search and the creation of incentives yet, offer a chance to escape from the unstable market coordination.

Lessons LearntOpen innovation focuses on opening the innovation process towards the external environment making use of external knowledge beyond the limitations of the enterprise or of committing a large-scale international talent pool of researchers and product developers, by means of cross-linked collaboration. The specific characteristic of the broadcast search principle is the fact that it constitutes a voluntary interaction process between the participants, thus becoming a common problem solving and a social exchange process at the same time. The exchange between the actors can be successful and permanent only if all participants profit from the interaction and the costs are reasonable.

Although the innovation platforms might merely function to complement the classical R&D process, they constitute a serious opportunity in times of shortage of engineers and qualified experts by involving external experts and their knowledge.

In the past, successful implementations of an open request for collaboration with regard to a commons based peer production in the fields of software, astronomy, biology, publishing, workforce etc. have illustrated highly impressive results of the broadcast search principle. Therefore, it is necessary to apply this mechanism to the technology transfer for the integration of new knowledge into the innovation and development process. Solution-contributing individuals or organizations have the opportunity to profit financially from innovative entrepreneurial value creation (via remuneration and potential licenses). Open innovation based on broadcast search augments the technology transfer, thus realizing a new dimension. Typically, public authorities could possibly operate and support such a platform for technology transfer. Federal science agencies worldwide are aiming to facilitate the progress of science and to advance welfare and innovative development. It becomes, therefore, a public task to establish such a regime and induce scientific communities to take part in such a broadcast search technology exchange project. The process of technology diffusion effects a sustainable contribution in fostering the interchange of scientific information among scientists and entrepreneurial engineers nationwide and to further ‘transfer-innovation’.


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Public Service Terminals and Portable Citizens’ Service Offices as components of modern public service provision in rural areasDr. Jürgen Martens,Minister of Justice and for European Affairs,Free State of Saxony

IntroductionThe aim of the Saxon project ‘Bürgerterminal und Mobile Bürgerbürosals Bestandteilmoderner Bürger-servicesimländlichen Raum’ (Public Service Terminals and Portable Citizens’ Service Offices as compo-nents of modern public service provision in rural areas) is to develop and test new public administration facilities in rural areas of Saxony, as a means of dealing with the consequences of demographic change. This project involves the introduction of Public Service Terminals and Portable Citizens’ Service Offices. These new facilities are intended for providing information and for conducting administrative proce-dures. Personal, face-to-face contact (between individual residents/companies and public administration employees) is to be retained.

This project, which is co-funded by the Federal Ministry of the Interior (BMI), is being implemented based on a cooperation agreement between the BMI, the Saxon State Ministry of Justice and for Europe (SMJus) and the special purpose association on information processing in local government ‘Kommu-nale Informationsverarbeitung Sachsen(KISA)’.

Current SituationThis project is part of a comprehensive programme for modernising state structures in the Free State of Saxony, which is a primary objective in the current legislative period. The pressure to act in this sphere is strong; the Free State of Saxony faces the following major challenges that make the modernisation of its administration urgently necessary:

Demographic changeThe consequences of the estimated decline in population from 4.9 million in 1990 to an estimated 3.9 million in 2020 have to be managed. This decline in population will go hand-in-hand with a 19.3% decrease in the number of inhabitants of working age and a rise in the average age of inhabit-ants in the Free State of Saxony from 39 to 49 years.

The fiscal situationThe Free State will have to adjust its expenditure to its diminishing revenues. This will result from the end of funding by the Solidarity Pact in 2019 and the scheduled adjustment of payments by the Solidarity Pact in accordance with the population figures, which will have effect on income even before 2019. At the same time, income from EU funds is also set to decrease. The fiscal situation is dependent on demographic factors, thus the decline in population will affect the public coffers and tax revenues. Real income will decline by a fifth over the next ten years. The Free State of Saxony will require a consolidation volume of €2.7 billion up to 2025.

International competitionThe ability of the Free State of Saxony to hold its own in the increasingly competitive international arena requires attractive conditions for businesses, removal of unnecessary red tape for companies and advancement of education, research and development.

Scientific and technological progressThe increase of knowledge in our society, along with developments in information and communication tech-nology, means that changes are also needed in the forms of communication used in public administration.

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In view of these developments, it will be difficult to maintain the current structures of public adminis-tration. This is expressed in the constantly increasing size of territorial entities because of the reform of administrative districts. It will also not be possible to maintain the current level of contact points with public administration agencies. As a result, citizens will have to travel further to visit public administra-tion offices.

ChallengesThe e-Government activities should address the major challenges facing Saxony as a place for living and working, thus focusing primarily on benefits for citizens and businesses. This includes, among other things, creating online services based on the expectations of the citizens in the digital age. However, not all citizens are able or willing to conduct all their administrative affairs via the Internet. The availability of personal contact must continue to be part of the state’s obligation to provide public services.The Free State of Saxony’s multi-channel strategy uses various approaches in a plan to create ‘one-stop government’ system. ‘One-stop government’ is a term used for the integration of various information and public administration services on a joint platform, with access via a uniform user interface. This enables public administration clients to conduct all administrative tasks related to any matter through a single point.

In addition, online services known in Saxony as ‘Amt24’, telephone access to public administration agencies using a dedicated ‘115’ number and a Public Service Terminal or Portable Citizens’ Service Office can be also be provided, particularly in the rural areas.It is also important to analyse new research findings from the science of public administration, for example concerning the establishment of cooperative relationships between different public administra-tion agencies for dealing with administrative procedures or regarding the separation of front office and back-office tasks.

SolutionsOperating the two new facilities, the Public Service Terminal and the Portable Citizens’ Service Office, requires adjustment to the public administration structure and procedures and intelligent technical implementation. Once the project has been put into operation, a new type of contact between citizens and public administration agencies shall become possible. Personal contact or intensive advice and sup-port in dealing with administrative matters shall be supplemented with increased flexibility in time and place. Since it is possible to deal with administrative matters involving different agencies in an integrated way, the number of visits to various public administration offices can be minimised and transparency can be increased.

In order to ensure that the two new facilities, the Public Service Terminal and the Portable Citizens’ Ser-vice Office, can be deployed and tested in practice, it was important to find local and regional authorities that were prepared to take part in the pilot scheme. The level of interest among local and regional au-thorities in Saxony was very high. 11 authorities (4 rural district authorities, 7 towns and municipalities) were involved in the pilot project.

The Public Service Terminal (Bürgerterminal)The Public Service Terminal provides residents with virtual access to public administration agencies. By means of video telephony, citizens can consult with public administration employees and obtain infor-mation about administrative matters and how they are processed. Public Service Terminals are equipped with a camera, scanner and printer. Hence, citizens can submit applications to public administration agencies, pay charges electronically and prove their identity using their personal ID card. It is no longer necessary for them to appear in person at the town hall or citizens’ service office in order to deal with administrative matters. A wide range of matters can be dealt by using the Public Service Terminal, such as applying for a clearance certificate, claiming housing benefit or requesting exemption from parental contributions to nursery schools or day-care facilities.


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The portable Mobile Briefcase Service for CitizensFor senior citizens, or people with disabilities or physical impairments, or people living in rural areas, travelling to public administration offices is often difficult and time-consuming. Local and regional authorities are now improving their services by providing the portable Mobile Briefcase Service for Citizens (mobiler Bürgerkoffer). Through this initiative, services can be provided in a flexible way in various locations, such libraries, retirement and nursing homes, hospitals and other public institutions. This removes the need to ‘go to the town hall’ since administrative matters can be dealt with securely and reliably at a citizen’s place of residence or work, so that the citizen saves time whilst still receiving competent and personal advice.

Many administrative matters can be undertaken using the portable Mobile Briefcase Service for Citi-zens, such as applying for identity documents, registering change of address, having documents authen-ticated and applying for a clearance certificate.

The Public Service Terminal (Bürgerterminal)

Mobile Briefcase Service for Citizens (Bürgerkoffer)

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Lessons LearntThe operation and use of the Public Service Terminal (Bürgerterminal) and the portable Mobile Brief-case Service for Citizens (Bürgerkoffer) are being thoroughly piloted by a number of Saxon local and regional authorities in order to gather experience with the facilities. The authorities have been selected in a way that different operation scenarios and different administrative procedures can be tested in various regions of Saxony. Another aspect being investigated is how these citizens’ services function in different technical network infrastructures.

The experience gathered is being evaluated with the support of academic researchers. In particular, how the public will accept this new service and use it and what organisational, technical and legal issues might be raised, is being investigated.

The findings shall be assessed and taken into account during the planned rollout in Saxony, i.e. the introduction of these services in other towns and municipalities. There are plans to make the findings available to other regions to offer them the advantage from the experiences gathered.In the long term, it is hoped that these citizens’ services will be used in collaboration with business sec-tors such as banks and insurance companies. The vision is for multifunctional citizens’ service centres offering various services to be established in rural areas. It is hoped that the provision of these services will restore the attractiveness of rural areas as places to live and work.

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Cross-Border E-Government: Facilitating the Transportation of Heavy and Oversize Loads across BordersMr Ansgar Kückes, Principal Consultant,]init[ Services for the eSociety

IntroductionMany real world processes do not stop at state borders. This is particularly true for cross-border trans-portation, which start in one country, pass through several others and finally arrive in their country of destination. The multilateral x-trans.eu project concentrates on oversize and overweight transportation, which is subject to administrative authorization. The x-trans.eu project proves an excellent example to reducing administrative burdens by delivering fast and reliable cross-border services. Moreover, the project may also be used as a blueprint for any other cross-country project that requires a sustainable solution for data exchange in a federal government context, while respecting state autonomy and with minimal changes in existing technical infrastructure.

Administrative processes that are covered by e-Government are comprised largely of interactions be-tween two separate entities. In fact, the implementation of e-Government solutions across organisations faces considerable obstacles. Apart from capturing and technically modelling subject specific processes, changes in existing processes also have to be considered, regarding the creation of rules for the regulatory and routine processes in the case of divided responsibilities.

This provides insights into the topical e-Government project x-trans.eu that facilitates cross-border transportation of heavy and oversized loads, by providing a solution to cross-border e-Government processes and their complete digital realisation, free of media disruptions.

Current SituationHeavy and Oversized Load TransportationNumerous heavy and oversized load transportations within the European Union (EU) cross several member states before they reach their final destination. Currently, it is necessary to apply for a transport permit in each country individually. Taking into account the different legal frameworks and regulations this requires a considerable bureaucratic effort for transport companies, even though the information to be reported for the applications regarding vehicle, load and route is largely identical.

In Germany, this problem had been acknowledged several years ago and lead to the creation of a joint project by the federal and state governments called ‘Verfahrensmanagement Großraum- und Schwer-transporte’ (VEMAGS) (Process management for oversized and heavy load transportation) which com-bined numerous authorities responsible for granting the necessary permits via an internet-based online approval procedure, since 2007. Similar initiatives have been set up in other EU member states, e.g., “SondertransporteStraßeÖsterreich“ (SOTRA) (Special transports roadway Austria) for the Austrian states.

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The Project x-trans.eu is a joint project by the German state of Bavaria and the Austrian state of Upper Austria. A prototype was presented at the German IT Summit 2011 that visualised the complete ap-plication process and provided an interface for the VEMAGS system in the form of a proof of concept. At the time of writing this contribution, the project is being piloted in several transportation companies.

Apart from the project partners from Bavaria and Upper Austria, representatives from the national projects VEMAGS and SOTRA are also involved, including scientific supervision by the University of Technology in Munich. Design, concept and implementation is being undertaken by ]init[ AG and Software AG, using the platform webMethods by Software AG.

ChallengesWhile establishing the national application portals VEMAGS and SOTRA, it was necessary to digitalise information that had been previously exchanged via fax. Moreover, it was also necessary to develop a model for integrating the responsible authorities involved in the process of granting application. This was done on a nationally uniform, legal basis.

All data was to be checked and corrected interactively during transfer to x-trans.eu and registration in the user interface before passing it on to the processes of the permit granting authorities. This was done to allow for a high level of data quality and limiting inquiries by the authorities to the applicant. The aim was to create an application process that was completely transparent to the companies.

x-trans.eu was to support the application process as far as possible e.g. by saving ‘often used’ data in a da-tabase for vehicles, transport routes and creating templates for similarly structured applications.X-trans.eu would also be ready to support processes within the transportation companies e.g. the administration of users and their rights.

SolutionsThe P23R-PrincipleThe P23R Principle which was the result of the ground breaking research project ‘Process Data Accelera-tor’ (P23R) was an excellent solution to the problem of mapping different national laws and regulations and for using standardised mechanisms for the transfer of data between companies and administration.

The P23R project developed a procedure that offered connection and automatic adaption to changes in laws and regulations concerning the registration process. The aim was specifically to allow for digital and media disruption by free registration of companies against the backdrop of changing laws and regula-tions, in a completely transparent manner.


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Pilot kick-off of The Project x-trans.eu (2013)

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The P23R principle for x-trans.eu was executed on the technical platform webMethods by Software AG, as an adapter within a service-oriented architecture (SOA) with process controls. The technical acces-sibility for national interfaces and the tools for the transportation companies as well as the P23R integra-tion were realised through an Enterprise Service Bus (ESB). Basic processes for the application process were modelled in BPMN and executed by the process engine. Key performance indicators (KPI) could be placed at user-defined nodes for evaluation through reports and dashboards. For rule processing, an integrated rule engine is at work. Multi-language and GUI creation is being realised via the integrated application development frameworks (CAF). This solution is scalable and allows for multiple tenants.

Process FlowThe application process begins with planning a transport. This is usually done with the support of the transportation companies’ scheduling systems that define crucial attributes like the routing. Transporta-tion data can also be collected directly in x-trans.eu and subsequently be used for the application.

Register Application

Restore Application

Clear Application

Adjust Application

Delete Application

Accept Application

Reject Application

Confirm Entry

New

Deleted

Cleared Placed

Rejected Withdrawal Requested

Change Requested

WithdrawnBeing Processed

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Request Withdrawal

Confirm Withdrawal

Accept Change RequestAll Decisions Present Request Change

Based on the P23R principle country specific regulations are being used in order to select the necessary information for the application from the data model and are transformed into the predefined format.

Scheduling System

ManualRouting

Selection andTransformation Rules

Output in respectivetarget format

Applicant

Application

Transport

Cargo

Vehicle

RouteStart

DestinationSOTRA

viaeGovernmentPortal

FIG. 4 P23R principal to connect national procedures

FIG. 5 Process flow of application and processing

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Depending on the type of application and application data (e.g. planned route) different information is required. The process of application has to be dynamically designed in order to collect data that has a decisive impact on the application process at an early stage. The process engine that supports the condi-tional processes facilitates the dynamic design of the process. The application can be saved at any time, to be completed later. Moreover, applications can also be saved as templates.

Benefits for Companies and Public AdministrationCompanies using x-trans.eu benefit from having to hand in a single application instead of multiple ones for every state border they cross. This single application is handled swiftly and with a low margin of error due to the user-friendly interface and the added support from templates, routes and vehicles. The multi-language interface and data model allows implementation in traffic regions that span multiple countries like that in the EU.

As a result, the preparation of an application is significantly faster and more secure, and the whole process is considerably shortened. 95% of the average 200 details required for an application, can be adopted from existing information systems and templates. This would give the companies flexibility and a competitive edge, leading to positive impact on the transportation market.

Public administration benefits from the IT support, enabling quicker review of applications and its decisions. This allows the administration to offer improved services for transportation companies which – through reduced traffic – ultimately also benefit society and the environment.

Lessons LearntA remarkable insight so far has been, from the creation of intelligent solutions for cross-border e-Government, which are viable with little or no change to the existing national platforms and legal frameworks.The problem of non-unique semantic and syntactic attributions along with connection to existing in-terfaces can be solved consistently across different national entities in the area of application processing.The specific advantage of such a solution is found in its ability to digitalise processes and to create a single point of personalised access for companies and transport agencies in all participating EU member states, without making any changes to the regulatory, technical or organisational framework.

Another valuable experience from the project concerns the involvement of political representatives apart from those of subject specific control boards. Although national procedures do not need to be altered through x-trans.eu, the willingness to cooperate requires legal agreements between the involved coun-tries and subsequent political support.

In both Germany and Austria, the well-established national procedures within federal context contrib-uted to the successful launch of x-trans.eu. In countries where this is not yet the case, the x-trans.eu can still be implemented in principle at a lower level to facilitate central applications for public services between sub-national units in a federal state.


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Reducing administrative burden for SMEs with E-Government Dr. Tino Schuppan, Professor of Public Management, Potsdam Institute for e-Government

IntroductionEnterprises, worldwide, complain about complex administrative procedures, fragmented bureaucratic structures and administrative burdens caused by information obligations – regardless of doing business in emerging, developing or developed countries. For large businesses, these issues may be tedious but they usually are able to deal with them by employing extra staff or intermediaries and/or using IT sys-tems. Micro, small and medium sized enterprises (SME) often do not have enough resources and have struggle through or decide to shut down their businesses. Recognizing the increasing negative effects of red tape for a country’s competitiveness, governments have started de-bureaucratization initiatives and developed measures, such as accounting for administrative costs to businesses when fulfilling regulatory information obligations and trying to reduce them. Various IT solutions have been implemented in many countries to ease fulfilling information obligations for enterprises using technology as a panacea. This approach involves the following problems:

Firstly, efforts are often not undertaken to get rid of the overregulation and secondly, the IT solutions depict a fragmented structure and enterprises are again loaded with new forms of administrative bur-dens. This necessitates the use of IT potential along with an integrated perspective for data, information, target groups, and the public administration.

Current SituationSMEs are proving to be socially and economically more important for a country’s economy than large businesses. SMEs represent ~99% of all enterprises in the EU and 99.5% in India. This is why it is nec-essary for countries to simplify and reduce administrative burdens caused by information obligations. An information obligation is a law or regulation text that requires a business to provide or draw up infor-mation, and make this available to public administrations or a third party. Examples include statistical data, applying for permissions or filling in tax returns. A regulation may contain various information obligations. Fulfilling an information obligation requires disclosing information to the public authority and having it available to present upon request. In order to carry out the information obligations, en-terprises require resources and time that may differ according to industry, size, and product. Enterprises are often inconvenienced by requiring to send out the same or identical data to multiple authorities at different times. This amounts to high effort with cost implications, especially for SMEs.

De-bureaucratization or reduction of administrative burdens has been high on the political agenda for the last three decades in many countries, especially in the EU/OECD states and in various emerging economies. All those efforts have been triggered by the increase in awareness of the negative side effects of regulations for businesses, such as compliance costs and their overall effect on competitiveness. The objectives have been to avoid overregulation, limit the number of laws at manageable levels and improve the quality of regulations.

ChallengesMost countries consider e-Government as an instrument for cutting red tape. Yet, they often pursue an IT centric approach and digitalize only the existing procedures. Since e-Government offers possibilities to simplify and redesign procedures without changing regulations, it is unfortunate that new regulations do not consider the e-Government potentials appropriately.

Nevertheless, in many countries e-Government solutions for the transfer of statistical data, tax returns and social security reports for employees have been implemented. In the early stages of e-Government, these solutions were often web portals or intelligent forms that needed to be filled in manually. Amongst

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the first countries to provide such solutions were the Scandinavian countries, Estonia and Singapore. In the industrialized countries, e-Government solutions were developed further to allow connections and transfers with businesses’ IT systems e.g. sending required data to the authorities directly. Such solu-tions mainly benefit larger enterprises because they have the resources to employ such systems. SMEs continue to compile and fill in data manually, lacking suitable alternatives.

In spite of such solutions increasingly being provided in many countries the complaints about adminis-trative burdens have remained and in places new burdens appear to have arisen.

SolutionsProcesses and decisions of the public administration are made from information, which can be digital-ized. One-stop shops reduce the burden of enterprises, as services such as information provision from various departments or authorities can be bundled. The single point contacts, established in all EU member states, thanks to an EU Service Directive, are an example of the one stop shops for enterprises, which provide services at physical offices or via internet. For transfer of statistical data that presents the pricier burden for enterprises, this IT infrastructure provides many options to lighten the burden. Enterprises can send the data to one authority, which could automatically be transferred to others that require the same. This would lead to reduction of administrative burdens through the bundling of back offices. Nordic countries such as Denmark and Estonia have undertaken efforts to consolidate their e-Government solutions, especially for enterprises by bundling systems in the area of social security reports and statistics. In Belgium, the number of reports required containing social security data of employees were reduced. In Estonia, the frequency of gathering statistic data from SMEs was changed.

Lessons LearntThe efforts to cut red tape by use of e-Government show mixed results. The perception of administra-tive burden differs between SMEs and larger businesses and depends upon the enterprise industry. For example, a pharmaceutical plant might have to fulfil more information obligations, e.g. for waste dis-posal, employee health issues etc., compared to an advertising company. There is also discord between political decision makers and enterprises regarding the efforts and results of the de-bureaucratization strategies and its instruments. This is especially valid for e-Government solutions that were provided in the last years. These were used mostly because they were mandatory and not perceived as a solution to ease administrative burdens. Thus in countries such as Singapore and Denmark, the departments have started a dialogue with the businesses – with mixed methods and results. In Denmark, the Division for Better Business Regulation organized workshops especially with SMEs to discuss the problems and to develop joint solutions. The Singapore Government provided an online suggestions form, which busi-nesses could use and an award was given to the best suggestion.

Three strategic tasks are necessary for cutting red tape:First, administrative burdens of information obligations have to be identified and data should be col-lected and stored in a database, which is made visible and can allow for cost calculations. Instruments like the Standard Cost Model are useful to identify focal points with high administrative burdens in areas such as taxes or social security.

Secondly, before developing and applying specific solutions, it is crucial that different laws and regula-tions are harmonized and similar processes amongst different agencies, standardized. Interoperability and common IT standards form a strong fundament for e-Government. Therefore, methods of process modelling as well as analysis and design of process chains are helpful.

Thirdly, after harmonization and standardization, e-Government solutions can be developed and applied, oriented with existing processes and structures. In this context, it has to be emphasized that there is no “one fits all solution” – the size, branch and other distinctions between businesses have to be considered. In addition, transfer of solutions from one country to another is not advisable. Since such solutions are based on values and ideas that may not adjust with the administrative and social culture of another country.

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Provision of Employee and Management Services on the IntranetMr Uwe Hesse, Head of Application Development, City of Essen, Germany

Introduction We started using SAP-software for optimizing the internal processes in the city of Essen, in 1992. The core internal processes included payroll, master data and time management and personnel cost plan-ning. They also dealt with managing financials such as taxes and duties and managing real estate and their plant maintenance. All these core processes were integrated into the SAP system.

Current SituationCurrently the system is integrated over an intranet-portal, delivering services such as employee self-service for leave requests, absences, payroll forms or time management information. It also incorporates management self-service for executives to approve requests or plan budgets. The executives also receive key indicators about the personnel situation and current financial data. This improves the planning process and proves useful for controlling and steering the administration.

ChallengesWhen the project started in 2004, all changes and notifications to the personnel department were in writing by post. All the information on time management and the payroll for 9,000 employees was printed and sent by post, each month.

Control information for executives was prepared manually with high time expenditure and was non-editable. The creation of standard reports took several weeks since the control-relevant information was usually in different software systems and MS Office files.

The required data for the system had to be determined through many discussions with the executives and employees, who helped create the standard reports regularly. This amounted to personnel, financial and statistical data on the city e.g. the age structure by gender, population, number of pupils per school type, rate of unemployment, social structure etc.

This data had to be consolidated and brought to a common platform. Access to the data would have to be intuitive to use, available on the intranet and presented graphically for some cases.

In addition to displaying data on the portal, it needed to be exportable into MS Excel or through email for further processing. This additional IT infrastructure was built and the necessary expertise had to be developed by the employees of the IT department.

SolutionsThe SAP Business Warehouse (BW) system was set up with an additional SAP portal system as a tech-nical solution. On specified dates, the BW system automatically extracts the required data from the operational systems and loads it on its own. SAP standard programs - business content – were used to cut down on the development time required.

BW queries have been created and the results are now displayed in the intranet portal. Users can navi-gate the data and filter it intuitively. Where necessary, there is also graphical representation with the standard tools of the SAP software. The data is transferrable to MS Excel. These have been made stand-ard functions of the SAP Portals and SAP BW.

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The second phase of the project was implementation of the Employee Self-Services and the Manager Self-Services. Standard SAP solutions were used to enable testing after 4 weeks. Adapting administrative instructions solved many organizational and structural problems.

For instance, the employee can now send his/her leave request or travel management information di-rectly over the portal to his manager. The manager gets an email for this request and can approve or reject it over the manager-self-services on the portal. The employee then gets an email with the decision and the information is directly related back in the operational SAP system for human resources.

In another example, the employee can change his/her personal data directly in the SAP system for human resources and the personnel department would be informed of the changes made by email, thereby remov-ing the need for form filling and notifications. These systems are currently being by over 6000 employees.

Lessons LearntThe use of as many standard functions in the SAP software reduced the project cost and the expenses related to external consulting. The integration between the five participating SAP systems led to a high degree of automation, thereby resulting in cost savings. The data consolidated and reported could be standardized. The information on financial situation of administration or staff demographics has been made easily accessible.

Acceptance rate by employees and executives has been high.This new platform is used for strategic re-porting and for planning by employees and managers.

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The new German ID cardDr. Marian Margraf, Professor for Theoretical Computer Science and IT-Security,University of Applied Science, Darmstadt

IntroductionThe national ID cards are frequently used for commercial applications besides their intended use for identity verification, at police and border controls. One objective for the introduction of new national ID cards was to extend the conventional use of ID documents to the digital world. In order to meet this objective, the new ID card offers two electronic functionalities for e-business and e-government service providers: an electronic authentication and a digital signature.

Current SituationOn 1st November 2010, Germany started issuing new identity cards. One of the main differences compared to the previous version was the integration of an ISO-14443-compliant chip that contains a government application, for border control purposes, and two applications for e-government and e-business (authentication and signature).

The cardholder is required to identify him/herself, using the ID card (and the biometric information on it), to the business partner or government officer, thereby proving a claimed identity.Usually, either the cardholder knows the person to whom he or she proves identity because it takes place on the premises of the commercial partner or the government, or both persons involved show each other their ID cards. This is the basis of the trust between the two persons and/or whether they are acting on behalf of the institution(s), they represent.

In a technical sense, a mutual authentication takes place. However, both parties receive just a ’snap shot’ of the authentication, and they cannot prove the other person’s identity to a third party. A signature constitutes a proof and can be presented in a court or in administrative proceedings.

The objective of the introduction of the new national ID card was to extend the conventional use of ID documents to the digital world. In order to meet this objective, the new ID card offers two electronic functionalities for e-business and e- government service providers:

Electronic authentication- enables mutual authentication of two parties via the Internet in a way that each party knows the person with whom it is communicating.

Qualified digital signature (QualifizierteElektronischeSignatur (QES))- a digital equivalent to a legally binding, hand-written signature according to the German Digital Signature Act (Signaturgesetz).

The cardholder has total control over the use of both functionalities, the ability of the card to perform an electronic authentication can be enabled or disabled when the citizen receives the card, and the digital signature requires the prior loading of a (qualified) certificate onto the card.

Challenges and SolutionsIn Germany, citizens are very sensitive with regard to the protection of their personal data. Therefore, IT security and privacy considerations played a crucial role during the design phase of the electronic functionalities. Reliable protection for personal information required a coordinated approach to legal provisions, organisational measures and technical implementation.

The legislative framework for the (previous) national ID card (Personalausweisgesetz) already contained various provisions about the use of the national ID card, including restrictions. Thus, only in excep-tional cases is it permitted to make a paper copy of the ID document; the serial number of the ID card

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must not be used for data mining purposes; and the machine-readable zone (MRZ) and the data in it must only be used for government purposes.

These provisions were transferred into the legal framework for the new, electronic national ID card. However, because of the new electronic functionalities, additional security mechanisms had to be speci-fied and implemented. Therefore, the following requirements were taken into account during the design phase of the chip functionalities:

All data transmissions must be encryptedAll transmissions of data have to be approved by the cardholderAny illicit use of the ID card by a third party must be impossibleThe cardholder must know to whom their personal data will be transmittedOnly personal data that are necessary and approved by the cardholder may be transmittedGovernment institutions or other parties cannot monitor the usage of the cardLost ID cards must be revocableUnique identifiers must not be used, for the citizen or for the ID card

Requirements 7 and 8, in particular, required careful designing of the revocation management for lost ID cards.

Lessons LearntThe launch has been mostly a success. The production of new ID cards has been stable from the begin-ning; there have been no successful attacks against the chip or the infrastructure. To date there have been ~24 million identity cards issued and there are ~50 service providers, where the authentication function can be used (usually amongst authorities, but also banks and insurance).

One of the main problems has been that only a few citizens use this function. There are several reasons for this:

Citizens do not understand the use of the functions. They do not know the difference between authentication and signature. As majority of citizens are not interested in the security aspects, this problem cannot be solved by an information campaign. The ID card will only be used frequently, when a large number of attractive services are made available.To use the new functionalities, citizens need the ID card and a card reader along with a software (called AusweisApp). These components do not come from one single source. Citizens get their ID cards from the local public office and have to buy the card reader in a shop and download the software from the Internet. In the future, the local public offices should hand out the ID card along with the card readers and software.The main problem is the lack of user-friendliness of the software i.e. AusweisApp. Therefore, the federal government is currently working intensively on its improvement.

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Indo-German Case Study

Exploring Organizational Information Security Management Practices; from India and Germany

Mr Abhishek Narain Singh,Department of Management Studies, IIT Delhi, New Delhi, India

Dr M P Gupta, Department of Management Studies, IIT Delhi, New Delhi, India

Dr Arnold Picot,Institute for Information, Organization, and Management, LMU, Munich, Germany

Dr Johann Kranz, Management Information Systems and Methods, Georg-August-University, Göttingen, Germany

IntroductionThe current era of rapid technological advancements has increased dependence of businesses on or-ganizational information systems and related assets. Changing ways of information management have facilitated business activities in many ways but also posed new and challenging threats. This scenario has created a burning need for Information Security (IS) in organizations across the globe. The IS was pri-marily considered as a tool for adopting technological solutions at operational level in organizations. But despite all the high-end technological solutions, the IS threats/vulnerabilities have remained persistent. One plausible reason for this is the reduced attention to core strategic issues of Information Security Management (ISM). IS experts and literature published emphasizes the need to address the core strate-gic and tactical aspects of IS in organizations to effectively deal with this challenge.

The present study is a part of Doctoral research conducted in parts, in both Germany and India. One of the authors worked as visiting scholar at the Institute for Information, Organization, and Management in Ludwig-Maximilians-University in Munich as a fellow of DeutscherAkademischerAustauschDienst (DAAD). The study consists of six case studies, three of which were conducted on organizations in In-dia, and other three on organizations in Germany. The objective of the study was to examine the present ISM practices of the case organizations and the challenges faced by them, to derive solutions and draw learning.

Current SituationPrevious research has identified various factors due to which organizations fail to manage their IS activi-ties. Some of these factors include:

The mind-set of ‘it will never happen to us’Emphasis on IT alone, not the businessReluctance to release resourcesLack of understanding for information securityLack of awareness for responsibility and ownershipLack of experience in human resource issuesNon-acceptance of the importance of security education and trainingNo training budget

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Table A gives a brief profile of the case organizations and the present scenario of their ISM practices. Purposive sampling was used to select interview respondents from across the hierarchy in organizations. In total, 42 interviews were conducted, eight from each organizations in India, and six from each or-ganizations in Germany. All the interviews were conducted in person, in the respondent’s regular setting and were audio recorded. Each interview lasted around 45 to 50 minutes. Transcripts of each of the interviews were later made for further analysis.

ChallengesIn the article ‘the ten deadly sins of information security management’ published in Computers & Security research journal in 2004, authors Basie von Solms and Rossouw von Solms underscored the ten most important aspects that need to be considered while designing an IS plan for any organization. These include:

Understanding that IS is a corporate governance responsibility IS as a technical and business issue ISM is a multi-dimensional discipline (there is no silver bullet or single ‘off the shelf ’ solution)An IS plan must be based on identified risksUnderstanding and leveraging the vital role of international best practices for ISMAccepting that a corporate IS policy is absolutely essentialMaintaining constant IS compliance enforcement and monitoringSetting up a proper IS governance structureEstablishing the core importance of IS awareness amongst usersEnabling IS managers with infrastructure, tools and support mechanisms to perform IS responsibilities

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TABLE H Profile and present scenario of case organizations

ORGANIZATION INDUSTRY PRESENT SCENARIO

Case A -India

Case B -India

Case C -India

Case D -Germany

Case E -Germany

Case F -Germany

IT division(transportation)

Telecom and ITinfrastructure services

IT – software development andservices

IT and managementconsultancy services

IT – project management andconsultancy

IT – softwaredevelopment andservices

IS is considered as an hindranceto productivityIS policy was released recentlyGeneral awareness and areaspecific IS trainingMostly reactive approach for ISM

Top management is concernedabout ISOrganization has acomprehensive IS policyAnnual external as well internal IS auditISO/IEC 27001 ISM certification

No documented IS policyNo IS training/awarenessprogramsAd-hoc approach for IS incident management

IS considered among top 10 management risksDocumented risk management approachIS officer and steering committee for ISMMonthly and quarterly newsletters on IS

IS policy as a part of IT infrastructure policyNo IS training for employeesNo risk management/incident management plan

IS policy as a part of IT policyOn demand IS training programsNo IS audits by company, sometimes by clients

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During the course of interviews, respondents talked about various barriers to organizational ISM in their respective organizations. Some of the key barriers include:

Lack of executive and top management will/support for organizational ISM functionsEmerging technologies (e.g. use of cloud and social media)Unavailability of skilled IS professionalsReactive approach to ISMVarying international laws/regulationsLack of unified ISM standardLack of a mechanism to measure the effectiveness of organizational ISM practices

SolutionsBased on our research and the case studies findings, the following solutions can be proposed for effective management of organizational ISM:

ISM is a governance issue, therefore top executives and managers in organizations need to appre-hend its importance and provide required resources for its implementation.

Organizations need proper IS infrastructure; ‘soft’ (IS policies, guidelines, processes, risk assessment/management framework, etc.) and ‘hard’ (CISO or IS manager, physical access control mechanisms, firewalls, etc.)

The key to sustainable ISM initiatives/activities is to ‘align IS objectives to the business objectives of organization’.

ISM is primarily a top-down phenomenon. Therefore, consistent top management support is vital for effective ISM in organizations.

A clearly defined and documented IS policy that covers all relevant areas of IS, is the starting point for ISM. The IS policies need to be reviewed with changing business and environmental needs of the organization.

Organizational IS policies should be translated into operationally usable guidelines for employees, contractors and third party vendors, to enforce the defined goals, objectives and strategies of organi-zational ISM.

Regular IS training and awareness programs keep employees responsive towards the current security threats, vulnerabilities, risks, and challenges. Employees often thought to be ‘the weakest link’ can act as ‘the strongest firewall’ for organizations.

Awareness is not a ‘one time job’. Periodic communication with all relevant stakeholders, in the form of flyers, meetings, display messages, workshops, etc. is essential for spreading awareness.

The IS culture makes employees vigilant and shields the organization against unwanted risks and challenges. This can be created through regular IS training/awareness programs.

It is important to learn from the industry-wide ISM best practices. This makes certain that ‘we are on right track’ and keeps the business competitive.

Periodic internal as well as external IS audits are helpful in identifying the vulnerabilities and risks to the information systems and to the critical business applications of organization. Audit reports must be submitted to the management for necessary corrective actions.

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In the existing connected world, all the possible risks/threats are unknown. In such a scenario, the organization’s preparedness for incident management and disaster recovery is crucial. Therefore, a business continuity plan is essential for the survival of organization.

Compliance to relevant industry standards (e.g. ISO/IEC 27001, COBIT etc.) is an assurance of organization’s ISM practices and gives confidence to its partners and clients.

It is imperative to comply with pertinent IS laws/regulations (e.g. data privacy, copyright, etc.). Constant examination of the changing legal/regulatory requirements is required, to protect the or-ganization from unwanted legal actions that may lead to defacement of the organization’s image. It is important for organizations to assess the effectiveness of their current ISM practices. This is helpful in identifying areas for improvement and moving up on the IS maturity ladder.

Lessons LearntIt is evident from the case studies that although organizations acknowledge the need and importance of IS, there is reluctance to allocating the required resources (budget, manpower, etc.) to the same. It is observed that the organization size and the nature of business (industry type) are significant determi-nants of its ISM practices. Often in small organizations, there are no specific IS policies due to various constraints to dedicating a team for ISM functions. Where an IS policy exists, it is often not properly documented, discussed and communicated to the employees and other stakeholders. Organizations lag behind in having a clear governance plan and structure for ISM. Poor communication and coordination results in the employees being unaware of their roles, responsibilities and accountability for the IS poli-cies and its guidelines. In absence of proper IS training, this leads to a lagging IS culture in organizations.

It was also observed that having an organizational IS policy did not necessarily result in its actual com-pliance. Thrust towards ISM is usually top-down in organizations; ground level employees follow their senior management’s attitudes. Reluctance, carelessness and poor asset management often leads to loss of information, which in turn delays project delivery and affects the productivity of the organization. Data loss and breach incidents strongly affect the clients’ trust in the organization and thus have an effect on further business opportunities. On the other hand, good ISM practices give a competitive advantage to the business and helps build strong trust relations with their clients and partners.

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The bilateral dialogue that was successfully initiated by the Forum will hopefully continue and translate into strong partnerships and collaborations in future. Further evolution of the platform shall see various follow-up measures like continued networking, database of stakeholders and web based collaboration.

“The exciting discussions on topics like the provision of health services via smartcards in India and the development of country-wide standards to ensure interoperability in Germany are just two of a large number of promising starting points for further exchange and cooperation between both countries. The Forum laid a foundation for a joint dialogue which we hope will be continued in the future.”Mr. Dirk StocksmeierChief Executive Officer]init[ AG Digital Communication

“We strive for cooperation through interoperability, common standards and a shared infrastructure. On our way to getting there, the knowledge exchange with countries like India can be very helpful.”Dr. Hanno ThewesChief Information OfficerSaarland

“Indo-German Cooperation for Sustainable Development aims to improve governance and delivery of public services. E-governance has become a vital tool cutting across all our efforts, here in India. The forum has produced concrete ideas for the cooperation between Indian and German institutions, e.g. on a National Portal for small and medium enterprises, or adding a social media component to the existing Indo-German Mittelstands (SME) Forum. We are looking forward to continue contributing to these efforts.”Mr. Manfred HaebigDirector Private Sector DevelopmentGIZ GmbH, India

In Conclusion

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7 In Conclusion

Indo-German E-governance Forum 2013

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About GIZ Working efficiently, effectively and in a spirit of partnership, Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH supports people and societies worldwide in creating sustainable living conditions and building better futures. The services delivered by GIZ draw on a wealth of regional and technical competence and tried and tested management expertise. It is owned by the German Government and works in the field of international cooperation for sustainable development. GIZ is also engaged in international education work around the globe. It currently operates in more than 130 countries worldwide.

About ]init[]init[ Digital Communication is an IT service provider, specializing in e-Government and e-Business. Governments as well as national and international NGOs trust ]init[‘s long-standing and comprehensive expertise in Internet and IT projects. In addition to its headquarters in Berlin, ]init[ has offices in Cologne, Mainz, Munich, Brussels, Abu Dhabi, and Delhi.

About SAPSAP helps companies of all sizes and industries run better. From back office to boardroom, warehouse to storefront, desktop to mobile device, SAP empowers people and organizations to work together more efficiently and use business insight more effectively to stay ahead of the competition. We do this by extending the availability of software across on-premise installations, on-demand deploy-ments and mobile devices.

Deutsche Gesellschaft fürInternationale Zusammenarbeit (GIZ) GmbH

Dag-Hammarskjöld-Weg 1-565760 EschbornT: +49 6196 79-0F: +49 6196 79-11 15E: [email protected]

MSME Umbrella ProgrammeB 5 / 1 , Safdarjung Enclave ,New Delhi -110029 , IndiaT: +91- 11- 49495353F: +91- 11-49495391E: [email protected]: www.giz.de

]init[ IndiaGerman Centre for Industry and TradeUnit No. 17, Level 14, Building No.9, Tower BDLF Cyber City Phase IIIGurgaon - 122 002, HaryanaT: +91 124 463 6030F: +91 124 463 6033 [email protected]

]init[ GermanyKöpenicker Straße 910997 BerlinGermanyT: +49 30 97006 0F: +49 30 97006 [email protected]

SAP GermanySAP AG - Walldorf Dietmar-Hopp-Allee 16 69190 Walldorf Phone: +49 (0)6227 / 7-47474 Fax: +49 (0)6227 / 7-57575 SAP IndiaSAP India Pvt Ltd. - New Delhi 6th floor, plot no A-2 MGF Corporate Park,MGF Metropolitan Mall, Saket,New Delhi - 110017 India T: +91 11 6602 7200 / + 91 11 3090 7200 F: +91 11 4162 8919

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