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Moldova ICT Summit, 2011
From Knowledge economy to Inclusive Information Society …Experiences from Indian journey
Vikas Kanungo, Chairman – The Society for Promotion of e-Governance, India
Moldova ICT Summit, 2011
India – A brief snap Shot
2
638,000 Villages
6000 Blocks
610 Districts 1.2 billion people
Diverse Languages, Cultures, Religions
2,40,000 Local Govt. Institutions
35 States, UTs
ICT Sector Facts
787.23 million Mobile Subscribers at the end of Dec. 2010, more than 800 million today. The overall Tele-density in India reached 66.16 Urban tele-density at 147.88 and rural at 33% at December 2010. 18.69 million Internet subscribers at the end of Dec-10. Top 10 ISPs together hold 95% of the total Internet subscriber base. 10.99 million broadband subscribers at the end of Dec-10 (Source: www.trai.gov.in)
Moldova ICT Summit, 2011
Getting the basics right…….
Democracy – Government under people, not over them
Mission of e-Government projects – empowering the citizens , not controlling them
Use of Information technologies and new media - to enable participation in policy making (e-participation), not for converting monolithic government services to electronic format ( From big state to enabling state)
Partnership Models – MSP not PPP
© Vikas Kanungo, 2011, All Rights Reserved
Moldova ICT Summit, 2011
Government/e-Government ?
Major Policy Goals for Government / e-Government 1. The search for savings: dynamic, productivity-driven and value for
money concept and set of institutions (‘more for less’) Citizen as a Tax Payer
2. The search for quality services: inter-active, user-centred, individualisable, inclusive services, maximising fulfilment and security Citizen as a consumer of services
3. The search for good governance: open, transparent, accountable, flexible, democratic Citizen as a voter
© Vikas Kanungo, 2011, All Rights Reserved
Moldova ICT Summit, 2011
e-Government Actors
Private sector
organisationsNGOs
Cost-efficiency
and effectiveness
The public:
Citizen and consumerDiversity of needs
Empowerment
BusinessesReduce transaction cost
Competitiveness
Governments
CSOs
Intermediaries & Mediators
UnionsCitizens Public Service
Providers
Creation of
knowledge
based
public value
Final users
© Vikas Kanungo, 2011, All Rights Reserved
Moldova ICT Summit, 2011
Major Strategic Areas in e-Government
Government process re-engineering
Meeting user needs and expectations
Managing change and human resources
Technology Deployment
Socio-economic drivers of change
Service delivery
Access for all
Institutional and legal structures
e-Governance and e-Democracy
© Vikas Kanungo, 2011, All Rights Reserved
Moldova ICT Summit, 2011
National e-Governance Plan (NeGP) – An Overview
Vision “Make all Government services accessible to the common man in his locality, through common service delivery outlets and ensure efficiency, transparency & reliability of such services at affordable costs to realise the basic needs of the common man.”
638,000 Villages
6000 Blocks
610 Districts
© Vikas Kanungo, 2011, All Rights Reserved
Strategy to Realize NeGP Vision Centralized Initiative, Decentralized Implementation Focus on Services & Service levels Ownership and Central Role of Line Ministries/State Governments Emphasis on Public Private Partnerships (PPP)
1.2 billion people
Diverse Languages, Cultures, Religions
2,40,000 Local Govt. Institutions
35 States, UTs
Moldova ICT Summit, 2011
National e-Governance Plan – Key Mission Mode Projects (MMPs
Projects (27) Core & Infra
Projects
Central(9) Integrated
( 7) State (11)
•Income Tax
• Central Excise
• Passports/Visa
• Immigration
• MCA 21
• Unique ID (UID)
• Pensions
• e-Office
Industry Initiative • Banking • Insurance
• Agriculture
• Land Records - I & II
(NLRMP)
• Transport
• Treasuries
• Commercial Taxes
• Gram Panchayat
• Municipalities
• Police
• Employment Exchange
• e-District
• e-BIZ
• EDI
• India Portal
• Common
Service Centres
• NSDG
• e-Courts
• e-Procurement
CSC
SWAN SDC
SSDG
Moldova ICT Summit, 2011
Issues for E Government Projects
Traditional Contracting has challenges
Low Accountability & Commitment of Contractor
Huge Risk for Government
No Incentive for improvement
Technological intensiveness and obsolescence
Strategic control of Government
Interoperability of solutions
Change management and Business Process Re-engineering
Sustainability of the solution
Exit management
Moldova ICT Summit, 2011
PPP Models
Passive Private
Investment Govt
Bonds
Traditional Public
Contracting Design Build
Joint Ventures Co-ownership
Co-responsibility
Service Contract
Operate and maintain
Lease
Build, Operate and
Invest BOT
Concession
Passive Public Investment Equity, Debt Guarantees
Grants
Agreeing framework Regulatory Dialogue
Convenants
Fully Public Sector
Fully Private Sector
For-profit Non-profit
Building awareness
Public Private Investment Responsibility
Provider Enabler & Regulator Government Role
Moldova ICT Summit, 2011
Types of PPPs
Management Contracts Management Contract Management Contract (with rehabilitation/ expansion )
Lease Contracts Lease Build Lease Transfer (BLT) or Build-Own-Lease-Transfer (BOLT) Build-Transfer-Lease (BTL)
Concessions Build-Operate-Transfer Contracts
Design-build-operate (DBO) Build-operate-transfer (BOT)/ Design-Build-Finance-Operate-Transfer
(DBFOT) Build-operate-transfer (BOT) Annuity
Build-own-operate Transfer (BOOT) Contracts Build-own-operate-transfer (BOOT) or DBOOT Build-own-operate (BOO)
Case Study – e Procurement
Moldova ICT Summit, 2011
Public Procurement in an Indian state - Background
Procurement worth $ 2 billion per year in AP
Discrimination and delays in tenders
Cartels to suppress competition
Physical threats to suppliers
Tampering of bids
Human touch points throughout the cycle
Lack of transparency
Delays in Tender evaluation and contract award
“Of government projects that fail, more than 50 per cent of those failures are ensured during the procurement process and leadership need to recognize they can and must do something about the problem.” John Kost, Managing Vice President, Gartner Research
Moldova ICT Summit, 2011
E Procurement Project Objectives Case Study
e Procurement
Economies of scale through consolidated purchases
Reduced cost of doing business for Government
Level playing field and “fair” competitive platform for the suppliers
Curtail the Procurement Life Cycle for increased Transparency
Suppliers only need to maintain “Single Point of Contact with multiple Buyers”
Availability of sufficient Data to carry out micro-level spending analysis
Efficient Monitoring and controlling of end to end Procurement Cycle
Self-sustaining initiative … not necessarily a profit making business
Moldova ICT Summit, 2011
Financial Model Case Study
e Procurement
The PPP model is of the Built Owned and Operate (BOO) type.
The private operator invested on Solution, Technology and Infrastructure.
Government shared the tender fees collected from the bidders with the operator.
Incentives for Usage
Pilot Phase : Cost to government with ‘No Cost’ to Bidders
Rollout Phase : Cost to Bidders with ‘No Cost’ to government departments
Ensured easy acceptance from Bidders in the early stage
Speedy roll out across government departments in the later stage
Moldova ICT Summit, 2011
Benefits Realized Case Study
e Procurement
Within 30 months, users included
8 Government departments
13 Public sector Units
51 Municipalities
5 Universities
Reduction in Tender Cycle Time
From 90-135 days to 35 days
Instant access to all tenders
Increased Transparency
Cost Savings
Moldova ICT Summit, 2011
Critical Success Factors Case Study
e Procurement
Presence of strong Political and Bureaucratic Leadership
Effective Training and Change Management plan
Training of users was very effective
Nurturing CIOs as Change Agents and Project Champions helped
Public Private Partnership was helpful in
Scaling up the transactions during roll out
Private partner had resources to meet the challenge.
Sound Business Model for Pilot and Rollout Phases
Dedicated project teams from both the service provider and the Government
24X7 help desk, strong security features and MIS
Moldova ICT Summit, 2011
Case Study: MP Online
Project Highlights Project Objective To provide one-stop shop services to all the
citizens of MP, any service, anywhere, and
any time
•A Joint Venture of GoMP (11%) & TCS
(89%)
•No investment in infrastructure
•No IT trained manpower deployed by Govt
•No cost to any Govt Department
•Reduction in number of interfaceds( G2C)
•Integration with CSCs
Current Status 1. Project is in operation mode
2. MP Online Kiosk Network – 7113
3. More than 5.8 million transactions
Achievement from the initiatives 1. 24 x 7 service availability
2. Increased transparency
3. Reduction in costs incurred by the
departments
Challenges and Issues faced
1. Connectivity in Rural Areas
2. Change Management of the ecosystem
Moldova ICT Summit, 2011
MP Online
PAYMENT OPTIONS
SERVICES ACCESSED DIRECTLY BY THE CITIZEN
• Using a Credit Card – Visa or Master card • Using a Debit Card – Visa Debit or Maestro Card • Using Net banking – State Bank of India, Axis Bank, State Bank of Indore • Using pay-in slips – Axis Bank, State Bank of India
SERVICES ACCESSED VIA A KIOSK
• Using Cash
FOR KIOSK TOP-UPS
• Using Cash • Self top-up – State Bank of India, State bank of Indore, Axis Bank, Union Bank of India
Moldova ICT Summit, 2011
PPP – The Fundamentals PPP
Snapshot
PPPs are concerned with Services, not assets
The government does not need to own infrastructure to deliver services
PPPs are a procurement option, not a novel method of developing public infrastructure
PPP policy sits alongside other procurement methods – i.e. conventional, outsourcing, leasing etc.
Suitable to some public projects, not all projects
PPPs are not “new money”
Service outputs must be paid for, whether directly (e.g. service usage) or by appropriation
Must therefore be affordable – either to users (service users) or to the Budget
Unlike privatization, PPPs usually involve the provision of new infrastructure
PPP – The Lessons
Moldova ICT Summit, 2011
PPP – The Lessons
Sharing of risk
Private party bears significant financial, technical and operating risk
Promise of a sustained service
Capital investment and capacity building
Significant private capital deployed for citizen services or use of already developed capabilities
Building capacities for servicing at a faster pace
Joint ownership
Well defined roles and responsibilities
Clarity in ownerships and other terms
Full control by Government over Key data
Strategic Control of Government
Can not be outsourced
Moldova ICT Summit, 2011
Implementing e-Government in Moldova – key pointers from Indian Experiences
There needs to be a transformation of government to prioritise the production and distribution of public goods (‘content’) rather than public administration (‘control’), with a re-vitalised public service ethic and high skill, high value staff Down-sizing and centralisation of the back office (control), even up to national and international levels: Open technical platforms, interoperability, standardisation, comprehensive security systems, integrated processes, shared databases, economies of scale and scope, based on KM principles, CRM -- middle office, shared service centres Up-sizing and de-centralisation of the front office (content) to provide high quality, simple, localised, personalised, services: grounded in local situations, responding to the large variety of individual needs of both users and government, and respecting and promoting democracy at all (R)e-balancing -- freeing up and redeploying resources Let the technology do what it does best -- let people do what they do best….
© Vikas Kanungo, 2011, All Rights Reserved
Moldova ICT Summit, 2011
Moving Forward – Foresight for next generation Public Services Focus on what citizens and business really want, rather than the machinations of existing government structures and systems Focus on using new technology as a tool to support services and governance, i.e. enable people to do what they do best (e.g. provide “warm” human services) and enable technology to do what it does best (e.g. provide effective and efficient data, information and communication systems) Develop and re-vitalise the existing public service ethic into one suitable for the information society and knowledge economy. This would include recognising that government can learn from business, and vice versa, but that there is a unique Indian way to e-government which combines both economic efficiency as well as social cohesion and access for all. What we think of as e-government today will become (just) government within ten years – i.e. all of government will use and become “e”. In the same way that “e-business” is migrating to “k-business”, so “e-government” will migrate to “k-government” in the sense that the technology will become unremarkably ubiquitous (the norm) and intelligent services will be provided by intelligent government Develop “me”-government, i.e. personalised, intelligent government, based on knowledge management, artificial intelligence and ubiquitous, ambient technology. Anytime, anywhere, any service, on the user’s own terms.
© Vikas Kanungo, 2011, All Rights Reserved
Moldova ICT Summit, 2011
Transformation through e-Government – A roadmap for Moldova
Bureaucratic government
No measurement of results. Rewards based on other
factors: * longevity * size of budget * level of authority * who you know Employees protect their jobs
and empires pursuing larger budgets, more staff and greater power.
Process re-engineering
‘Best practice’ government
Based on benchmarks, measurement, comparison against the ideal:
* ROI * league tables * do more with less * lean government * business models Employees subject to efficiency
and ‘transparency’ initiatives, performance measurement, etc.
Immediate Focus over next 5
years??
Mindset & cultural
re-engineering
Networked, learning government
Based on appropriate balance between top-down and bottom-up
* networked and local * ‘joined-up’ * ‘learning practice’ * knowledge management * flexible and responsive * focus on public value * focus on supporting social
and economic development * focus on intelligent content
(rather than control) * personalised Employees most valuable
asset, supported by ICT and knowledge tools.
Foresight for Vision 2020???
© Vikas Kanungo, 2011, All Rights Reserved
Moldova ICT Summit, 2011
www.mgovworld.org – Global Observatory and knowledge portal on Mobile Governance
Thank You . [email protected]
© Vikas Kanungo, 2011, All Rights Reserved