State Mission Mode Project e-district - Department of Electronics and ...

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Study Report on Assessment of the Model e-districts (7) The effective grievance redressal system enabled the capturing of petition details online and effective monitoring of disposal. There is a strong operational process that was institutionalized along with a simple software application which needs to be highlighted. II.3 Ahmedabad – Jan Sewa Kendra Project Objective: Reengineering of structures and processes in the Collectorate to achieve the goal of good governance with the use of information technology as the backbone of the project, with predominant focus on the citizen interface. Value to Citizen 1. Single-point front end for information dissemination and submission of applications for the 75 services and handling citizen grievances at Taluka level. 2. Standardized, freely available application forms in Gujarati for each of the listed services providing clear and concise information on the procedure that will be adopted, competent authority who can decide, time taken to process, a checklist of attachments along with a blank application form. 3. One Day Governance for seven services. Jan Sewa Kendra provides one day delivery to save the citizen from the hassle of traveling to and fro Taluka / District headquarter. Services Covered & User Charges (as may be applicable) One Day Governance Service Offered at Taluk level User Charges Seven services typically issue of various certificates, affidavits are provided in a single day Rs 20/- 68 other services related to revenue, magisterial and civil supply Rs 20/- Service Selection Criteria 75 services of the Collectorate’s Citizen Charter - the Citizen Charter was introduced by the Vadodara District Collector Office in 1997-98 for various services provided by the district collector’s office to citizens. This is a set of 75 events/ occasions wherein a citizen comes in contact with a collector’s office, a mamlatdar’s (tehsildar’s) office or a municipal corporation. These 75 issues are broadly divided into 3 categories – land related issues, magisterial issues and civil supplies. Implementation Highlights 1. Public Private Partnership, in establishing, application development and running the Jan Sewa Kendra. 12
Study Report on Assessment of the Model e-districts 2. Standardization of forms and procedures related to 75 citizen services. 3. Process reengineering by introducing level jumping, internal query formats, shortening of processes etc. associated with the standardization of forms. 4. Full State Government support and backup of Government GR (General Resolution) to the initiative ensured smooth adoption of the revised processes. 5. Extensive focus on employee skill upgradation and employee involvement in the whole process of reengineering and automation. 6. An e-district society has been formed headed by the collector 7. Of all the model districts, Ahmedabad as attempted Computerization of revenue court cases, which might be replicated in e-district pilot project. Success factors and key takeaways 1. Business process reengineering involving standardization of forms and process 2. Establishment of kiosk that have become single points of contact for service delivery. 3. Despite the lack of a computerized backend, the service delivery to citizen has improved considerably. This has been achieved by establishing service levels (citizen charter) that are part of the process realignment. 4. There are existing systems and databases like land records, land revenue records, land registration databases, voters list, ration card databases, which if used would reduce the requirement of manual documentation work. Government support in the form of Government Resolution or Government Order is a must to legitimate the use of various government records to provide e-District services. 5. Employee involvement – All the employees of the Collectorate were involved in some way or the other in the project at every stage. 6. The effort at Ahmedabad district was initiated in July, 2003 and still it has not been completed. It takes time to change the attitude, behavior and practices of employees and any Business Process Reengineering effort should take into account the delays on these accounts. 13
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