The document discusses India's journey towards an inclusive information society through e-governance initiatives. It provides an overview of India's ICT sector facts and demographics. It then discusses key lessons learned from India's National e-Governance Plan including the use of public-private partnerships and case studies on e-procurement and the Madhya Pradesh Online project. The document concludes with recommendations for Moldova in implementing e-government including a focus on citizens, open platforms, and transforming bureaucratic government into a networked, learning government.

1. From Knowledge economy to Inclusive Information Society
…Experiences from Indian journey
Vikas Kanungo,
Chairman – The Society for Promotion of e-Governance, India
vikaskanungo@egovindia.org
Moldova ICT Summit, 2011

2. India – A brief snap Shot
ICT Sector Facts
787.23 million Mobile Subscribers 2,40,000 Local
Diverse
Languages,
at the end of Dec. 2010, more than Govt. Cultures,
Institutions Religions
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.
610 Districts 1.2 billion
35 States, UTs people
18.69 million Internet subscribers
at the end of Dec-10. Top 10 ISPs
6000 Blocks
together hold 95% of the total
Internet subscriber base.
638,000 Villages
 10.99 million broadband
subscribers at the end of Dec-10
(Source: www.trai.gov.in)
2 Moldova ICT Summit, 2011

3. 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

4. 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

5. e-Government Actors
Cost-efficiency
and effectiveness
Governments
Private sector Public Service
Citizens Unions CSOs NGOs
organisations Providers
Intermediaries & Mediators
Creation of
knowledge
The public: based Businesses
Citizen and consumer public value Reduce transaction cost
Diversity of needs Competitiveness
Empowerment
Final users
© Vikas Kanungo, 2011, All Rights Reserved Moldova ICT Summit, 2011

6. 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

7. National e-Governance Plan (NeGP) – An Overview
Diverse
2,40,000
Vision Local Govt.
Languages,
Cultures,
Institutions Religions
“Make all Government services accessible to
the common man in his locality, through
common service delivery outlets and ensure 610 Districts 1.2 billion
35 States,
efficiency, transparency & reliability of such UTs
people
services at affordable costs to realise the
6000 Blocks
basic needs of the common man.”
638,000 Villages
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)
© Vikas Kanungo, 2011, All Rights Reserved Moldova ICT Summit, 2011

8. National e-Governance Plan – Key Mission Mode
Projects (MMPs
Core & Infra
Projects (27)
Projects
Integrated
Central(9) State (11) SDC SWAN
( 7)
•Income Tax • e-BIZ • Agriculture
CSC SSDG
• Central Excise • EDI • Land Records - I & II
• Passports/Visa • India Portal (NLRMP)
• Immigration • Transport
• Common
• MCA 21 • Treasuries
Service Centres
• Unique ID (UID) • Commercial Taxes
• NSDG
• Pensions • Gram Panchayat
• e-Office • e-Courts
• Municipalities
Industry Initiative • e-Procurement • Police
• Banking
• Employment Exchange
• Insurance
• e-District
Moldova ICT Summit, 2011

9. 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

10. PPP Models
Passive Passive Public
Private Investment
Investment Joint Ventures
Equity, Debt
Govt Co-ownership
Guarantees
Bonds Co-responsibility Fully
Grants
Private
Fully Public Sector
Sector For-profit
Non-profit
Building
Traditional Service Build,
Public Agreeing awareness
Contract Operate and framework
Contracting Operate and Invest
Design Build Regulatory
maintain BOT Dialogue
Lease Concession Convenants
Public Investment Responsibility Private
Provider Government Role Enabler & Regulator
Moldova ICT Summit, 2011

11. 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)
Moldova ICT Summit, 2011

12. Case Study – e Procurement

13. Public Procurement in an Indian state -
Background
Procurement worth $ 2 billion per year in AP “Of government projects
that fail, more than 50 per
Discrimination and delays in tenders cent of those failures are
ensured during the
Cartels to suppress competition procurement process and
leadership need to
Physical threats to suppliers recognize they can and
must do something about
Tampering of bids the problem.”
Human touch points throughout the cycle John Kost,
Managing Vice President,
Lack of transparency Gartner Research
Delays in Tender evaluation and contract award
Moldova ICT Summit, 2011

14. Case Study
e Procurement E Procurement Project Objectives
 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

15. Case Study
e Procurement Financial Model
 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

16. Case Study
e Procurement Benefits Realized
 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

17. Case Study
e Procurement Critical Success Factors
 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

18. Case Study: MP Online
Project Objective Project Highlights
To provide one-stop shop services to all the
citizens of MP, any service, anywhere, and •A Joint Venture of GoMP (11%) & TCS
any time (89%)
•No investment in infrastructure
•No IT trained manpower deployed by Govt
•No cost to any Govt Department
Current Status •Reduction in number of interfaceds( G2C)
1. Project is in operation mode •Integration with CSCs
2. MP Online Kiosk Network – 7113
3. More than 5.8 million transactions
Achievement from the initiatives Challenges and Issues faced
1. 24 x 7 service availability
2. Increased transparency 1. Connectivity in Rural Areas
3. Reduction in costs incurred by the 2. Change Management of the ecosystem
departments
Moldova ICT Summit, 2011

19. MP Online
PAYMENT OPTIONS
SERVICES ACCESSED DIRECTLY BY THE CITIZEN SERVICES ACCESSED VIA A KIOSK
• Using a Credit Card – Visa or Master card • Using Cash
• Using a Debit Card – Visa Debit or Maestro Card
• Using Net banking – State Bank of India, FOR KIOSK TOP-UPS
Axis Bank,
State Bank of Indore • Using Cash
• Using pay-in slips – Axis Bank, State Bank of India • Self top-up – State Bank of India,
State bank of Indore,
Axis Bank,
Union Bank of India
Moldova ICT Summit, 2011

20. PPP
PPP – The Lessons
Snapshot PPP – The Fundamentals
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
Moldova ICT Summit, 2011

21. 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

22. 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

23. 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

24. Transformation through e-Government – A
roadmap for Moldova
Process re-engineering
Mindset & cultural
re-engineering
Networked, learning
government
Based on appropriate
Bureaucratic government ‘Best practice’ government balance between top-down
and bottom-up
Based on benchmarks, * networked and local
No measurement of results. measurement, comparison * ‘joined-up’
Rewards based on other against the ideal: * ‘learning practice’
factors: * ROI * knowledge management
* longevity * league tables * flexible and responsive
* size of budget * do more with less * focus on public value
* level of authority * lean government * focus on supporting social
* who you know * business models and economic development
* focus on intelligent content
Employees protect their jobs Employees subject to efficiency (rather than control)
and empires pursuing larger and ‘transparency’ initiatives, * personalised
budgets, more staff and greater performance measurement, etc. Employees most valuable
power. asset, supported by ICT and
Immediate Focus over next 5 knowledge tools.
years?? Foresight for Vision 2020???
© Vikas Kanungo, 2011, All Rights Reserved Moldova ICT Summit, 2011

25. www.mgovworld.org – Global Observatory and knowledge portal on Mobile
Governance
Thank You . Vikaskanungo@egovindia.org
© Vikas Kanungo, 2011, All Rights Reserved Moldova ICT Summit, 2011