VIRTUAL VIMARSH LECTURE

VIRTUAL VIMARSH LECTURE

VIVEKNANDA INTERNATIONAL FOUNDATION

DATED 20/8/2021

ADMINISTRATIVE REFORMS CHALLENGES AND OPPORTUNITIES

V.SRINIVAS, IAS

ADDITIONAL SECRETARY DARPG &

DIRECTOR GENERAL NCGG

THE MAHABHARATA

IN GOVERNANCE IS REALIZED ALL THE FORMS OF

RENUNCIATION,

IN GOVERNANCE IS COMBINED ALL KNOWLEDGE,

IN GOVERNANCE IS CENTRED ALL THE WORLDS

CONTENTS

1. OVERVIEW OF ADMINISTRATIVE REFORMS 1950-1990

II. ADMINISTRATIVE REFORMS IN THE 1990’S

III. ADMINISTRATIVE REFORMS 2004-2014

IV. ADMINISTRATIVE REFORMS 2014-2021

V. LEADERSHIP AND WHOLE OF GOVERNMENT APPROACH

VI. DIGITAL INDIA

VII. INCREASING EFFICIENCY IN DECISION MAKING

VII. CONCLUSION

I. ADMINISTRATIVE REFORMS

1950-1990

PRINCIPAL AREAS OF ADMINISTRATIVE REFORMS

• Public Administration of the country should be accountable and

citizen friendly, provide timely grievance redressal.

• It must ensure transparency and endow citizens with RTI

• It must promote integrity in public services and motivate civil

service.

• Public Administration must be result oriented and improve

service delivery.

ADMINISTRATIVE REFORMS – FROM GORWALA TO E-GOVERNANCE

• Since independence, the Union Government has constituted more than 50 commissions and committees to look into administrative and civil service reforms.

• Important committees:

• A.D.Gorwala Committee Report on Public Administration 1951,

• Paul A. Appleby’s Public Administration in India: Report of a Survey 1953,

• K.Santhanam Committee Report on Prevention of Corruption 1964 and

• Second Administrative Reforms Commission Report 2005-08.

A.D.GORWALA REPORT 1951

• “There is no truer maxim from the point of view of goodadministration than the old rule “What is not inspected,is not done”.

• If every Secretary spent half a day once a week in goingthrough the branches of his own Ministry, there can bevery little doubt that delays would be reduced.

• Reason for delay in decision making is that junior officersgenerally deputy-secretaries and under-secretaries decidefar fewer files than in the past due to continuousinterference of higher officers in matters which properly fallwithin the sphere of junior officers.

INTEGRITY IS ONE OF THE CARDINAL PHILOSOPHICAL PREMISES OF GOOD

ADMINISTRATION

A.D.GORWALA, ICS

PUBLIC ADMINISTRATION IN INDIA - 1951

THE INDIAN ADMINISTRATIVE SERVICE

• The challenges that the IAS officers face in the 21st century

are no different from those of the 20th century –

“Commitment to the larger public good against all

odds.”

• The IAS competency remains anchored in the foundational

and non-negotiable values of integrity and credibility.

DECISION MAKING IN GOVERNMENT

• One day an Under Secretary received a note from his Secretary asking all

files related to this body should be put up. He gathered together all files

38 in number and noted “Submitted” below the Secretary’s note and sent

them up.

• A day later he got the files back with the Secretary’s signature below on

the note sheet. Curious, the Under Secretary asked the Secretary if he

would tell him how he would have dealt with these files. “It was a

matter of discretion,” said the Secretary, “not for knowledge,

and when it was left to you, it was a matter for your discretion.

Don’t bother about it, my lad”

PAUL A. APPLEBY 1953

• O&M chart in Bengal showed 30-42 different handlings of

letter when given for consideration in a single department/

ministry,

• Serious overloading of persons of high rank to be reduced

by strong cadre of office secretaries – the Central

Secretariat Stenographer Service

2 RECOMMENDATIONS OF 1953 REPORT

• Establish Organization & Management Units in

each Ministry/ Department

• Government to establish an Institute for Public

Administration – Public Administration is a unique

field, in which interchange of learnings, reflections

and fruits of special studies are of great usefulness

SANTHANAM COMMITTEE REPORT 1964

• The Santhanam committee identified 4 major causes

of corruption

• administrative delays, government taking upon

themselves more than what they could manage,

scope for personal discretion in the exercise of

powers and cumbersome procedures.

• Recommended the creation of CVC

1ST ARC

• 1st ARC patterned after the Hoover Commission of USA in the

post World War II period

• 2 important ideas :

• Changing nature of administration – from law & order

agency to development administration

• Drastic overhaul of the machinery of government for

attaining a socialist pattern of society

• 1st ARC worked for 4 years with a wide mandate

1ST ARC

• Appointment of Lok Pal and Lok Ayukta, Introduction of

Performance Budgeting

• Establishment of Department of Personnel and Administrative

Reforms under Cabinet Secretariat

• Appointment of District Development Officer as CEO Zilla

Parishad

• Constitution of inter-state councils under Article 263,

Administrative Tribunals

• Develop a positive organizational culture and motivational

climate in Government

CIVIL SERVICES EXAMINATION REFORMS

• KOTHARI COMMITTEE 1976 preliminary examination

introduced

• SATISH CHANDRA COMMITTEE 1989 introduction of an

essay paper and marks for personality test were increased

• YOGENDRA KUMAR ALAGH COMMITTEE 2001

introduced 2 objective papers in preliminary examination,

general studies and aptitude test

II. ADMINISTRATIVE REFORMS IN1990’S

REFORMS IN ADMINISTRATION IN 1990

• Reforms were driven by economic liberalization

• “Unshackle the Indian economy from cobwebs of unnecessary bureaucratic control”

• Establishment of Board for Industrial and Financial Restructuring

• National Mineral Policy 1993, National Telecom Policy 1994, Amendments to National Highways Act 1997

• Disinvestment Commission 1996

• Decentralization and Empowerment of Panchayati Raj institutions -73rd and 74th Constitutional Amendments

1996 CONFERENCE OF CHIEF

SECRETARIES

• Develop grievances redressal machinery

• Formulation of citizens charters by all Ministries with public

interface

• Setup an inter-ministerial group on RTI and Transparency

• Constitute an expert group to look into computerization in

personnel system

• Civil service reforms in transfer and promotions in center and

states

1997 CONFERENCE OF CHIEF

SECRETARIES

• Accountable and Citizen Friendly Government

• Transparency and Right to Information

• Improving Performance and Integrity of Public Services

• Develop grievances redressal machinery

• Formulation of citizens charters by all Ministries with public

interface

III. ADMINISTRATIVE REFORMS

2004-2014

CITIZENS AND ADMINISTRATION

• Right to Information – Public Authorities notified in all Departments/

Ministries, operationalizing efficient information management systems

• Right to Public Services Acts in States – statutory laws that guarantee

time bound delivery of public services

• Public Grievances – interaction between citizen and government

• Developing Institutional Structures – CIC and Right to Services

Commissions

• Empowering Citizens through e-Services – CSC’s / JAM Trinity

NEW REGULATORY AGENCIES

• Telecom Regulatory Authority of India

• Securities and Exchange Board of India

• Pension Fund Regulatory and Development Authority

• Forward Markets Commission

• Insurance Regulatory and Development Authority

• Financial Stability and Development Council

• Central Electricity Regulatory Authority

• Competition Commission of India

NEW REGULATORY AGENCIES

• Petroleum and Natural Gas Regulatory Board

• National Highways Authority of India

• Airport Authority of India

• Director General of Civil Aviation

RECOMMENDATIONS OF 5TH AND 6TH CPC

5th CPC:

• Downsizing of Government through corporatization of activities

• Contractual appointments in selected areas of operations

• New Regulators have to be evolved and enforced

6th CPC:

• Diminish layers – reduce layers in government structure

• Restore motivation in public services

• Delegation with Accountability

• Ensure best possible talent

NATIONAL E-GOVERNANCE PLAN

MISSION MODE PROJECTS

• Number of trips to government offices to be reduced from 8 trips to

1-2 trips

• Waiting time at Government offices to be reduced by 20-40 percent

• Digital Land Records Modernization Project – significant benefits to

citizens

• Direct Cost Savings to citizens

• Government offices to set up single window systems – grievance

redressal, rail and air travel reservation and for delivery of services

SOCIAL AUDITS AND OTHER INITIATIVES

• Social Audits for

• Community participation in local planning

• Increase accountability and transparency

• Improves local decision making

• Public Vigilance and verification process

• Civil Services Day – April 21 every year (launched in 2006)

• State of the Governance Report (SOGR)

• Study on Social Accountability Mechanisms

2ND ARC

15 reports : Right to Information/ Unlocking Human Capital –

Entitlements and Good Governance/ Crisis Management/ Ethics in

Governance/ Public Order/ Local Governance/ Capacity Building

for Conflict Resolution/ Social Capital/ Refurbishing Personnel

Administration/ Promoting e-Governance/ Citizen Centric

Administration/ Organizational Structure of GOI/ Strengthening

Financial Management Systems/ State & District Administration

2ND ARC

• From accountability of decision making flows credibility, predictability

and transparency.

• Put the citizen first, with systemic changes and information technology.

• Efficient discharge of government business is hampered by horizontal

and vertical dispersal of decision making. Such delays can be avoided by

having Ministries that can take a holistic view of the subject

• In the existing government structure issues are examined at too many

levels, and the contribution of some of them is minimal. These levels

need to be reduced to a rational number.

ADMINISTRATIVE REFORMS 2004-2014

• Rationalization and Reorganization by recasting the Allocation of Business Rules

to make them focused on goals and outcomes., separating policy and execution – for

eg., Rail India Technical and Economic Services (RITES)

• Performance Monitoring & Evaluation System of Ministries and

Departments – Performance Management Division in Cabinet Secretariat; Results

Framework Document at the beginning of each financial year

• Ad Hoc Task Forces to discuss and finalize RFD’s

ADMINISTRATIVE REFORMS 2014- 2021

MAXIMUM GOVERNANCE – MINIMUM GOVERNMENT


• Weberian Model of Governance – rigid, rule bound,

hierarchic characteristics – in need of massive revamping

• The quest for a New Public Service – based on citizen

centric parameters

• The change from Low Capacity to High Capacity State

• Intensive Review for Premature Retirement


• Multi-Source Feedback for Placement of Senior Appointment

• “Zero Tolerance of Corruption” – Lok Pal operationalized

• Discontinuation of interviews for Group B and C posts

• Self Certification for Appointment

• Use of I-GOT

• National Recruitment Agency

INSTITUTIONAL FRAMEWORK TO FIGHT CORRUPTION

• The Prevention of Corruption Act 1988,

• An independent Central Vigilance Commission,

• Comptroller and Auditor General,

• The Lok Pal and Lok Ayukta Act 2013,

• The Whistle Blowers Protection Act 2011,

• The Prevention of Money /Laundering Act 2002,

• The Benami Transactions (Prohibition) Act 1988

FOCUS ON PREVENTIVE VIGILANCE

• VIGILANCE AWARENESS WEEKS: ‘Eradicate

Corruption – Build a New India’

• ORIENTATION OF PSU’s/ CENTRAL SERVICES

FOR ETHICS AND ACCOUNTABILITY –

introduction of visits to rural India in foundation

training

• CREATING A PEOPLE’S MOVEMENT – E-PLEDGE

• An integrity index for organizations

STRENGTHENING AUDIT AND ACCOUNTING

• Big changes in financial governance -amalgamation of the Railways and General budgets, the merger of plan and non-plan expenditures, opening up of foreign direct investment and the introduction of GST.

• The C& AG adapted to the Government’s reforms in financial governance in the organization’s accounting and auditing practices.

• AUDIT OF LOCAL GOVERNMENT INSTITUTIONS

TRANSPARENCY IN GOVERNANCE

• RTI Act should not be limited to a citizen’s right to know but also cover the right to question.

• The process of accessing information should be transparent, timely and trouble free.

• After a decade of implementation, the power and usefulness of the RTI is being felt across the Nation.

• The RTI Act has led to improvements in governance.

• By sharing information, the citizens have become part of the decision making process, which leads to creation of trust between citizens and Government.

EMBRACING TECHNOLOGY BECAME THE KEY PRIORITY FOR CIVIL SERVANTS –MASSIVE E-GOVERNANCE PROGRAM

AADHAR CARDS, JAN DHAN ACCOUNTS, CONSTRUCTION OF TOILETS

BUILDING TO SCALE AND BUILDING TO LAST


• Broad Basing the Scheme of Prime Minister’s Awards for Excellence in Public Administration

• Rewarding Administrative Innovations

• Massive Scaling up of participation

• Flag ship programs being rewards

• National e-Governance Conferences and Awards

• Emphasis on Digital India: Success to Excellence

• Expansion of e-Office under Secretariat Reforms


• CENTRAL SECRETARIAT MANUAL OF OFFICE

PROCEDURE (CSMOP 2019) – Enabling the March

towards a Digital Secretariat

• GOOD GOVERNANCE INDEX 2019 – assessment of

State of governance in States of India

• NATIONAL e-GOVERNANCE SERVICE DELIVERY

ASESSMENT 2019 – India’s Transformative Journey

in the e-Governance Landscape.

CPGRAMS REFORMS :

• CPGRAMS VERSION 7.0 – delineation of last mile grievance officers in 20 top grievance receiving ministries

• INTEGRATION OF STATE GRIEVANCE PORTALS WITH CPGRAMS – for seamless online transfer of Public Grievances

• JKIGRAMS – integration of district portals with CPGRAMS in Union Territory of Jammu & Kashmir

• FEED BACK CALL CENTRES – for assessment of citizen satisfaction in quality and timelines of disposal

NEW INDIA@75

• To ensure that Development becomes a People’s Movement

• Successful Implementation of Priority Programs

• To bring together innovation, technology, enterprise and efficient

management

• Clean and Fair PublicAdministration

• 3 critical new institutions – Lok Pal, GST Council and NITI Aayog

V. LEADERSHIP IN GOVERNANCE

DOES LEADERSHIP MATTER?YES, LEADERSHIP MATTERS MOST

LEADERS CAN MAKE TRANSFORMATIONAL CHANGES

LEADERSHIP IN GOVERNANCE

• Mobilizing people with different skills

and backgrounds toward one common

goal of advancing the cause of public

administration, and the constant need

to unlearn old habits and learn new

skills

AGENDA 2022 – MASSIVE SCALING UP OF STATE LEVEL CAPACITY IS NEEDED

A CONSTITUTION MAY INDICATE THE DIRECTION IN WHICH WE ARE TO MOVE, BUT THE SOCIAL

STRUCTURE WILL DECIDE HOW FAR WE ARE ABLE TO MOVE AND AT WHAT PACE

ANDREW BETEILLE, INDIAN SOCIOLOGIST

LEADERSHIP

• Individual Character –

• Respect parents, love family, develop strong bonds, learn to work in teams,

focus on a holistic approach

• National Character –

• Constitutional values deeply rooted in high moral tones with a

universal dimension

• Transforming Self –

• care for the needs of workers, complete dedication to well being of team

LEADERSHIP – THE QUEST TO REDISCOVER

• Focus on individual remains very important

• A Patient’s journey in a Hospital

• A Litigant’s journey in Revenue Courts

• A Complainant’s journey in Grievance Redressal

• The AIIMS experience of reaching out to people, touching lives. Its

important to reach out to people in distress

• The Board of Revenue experience of reaching out to thousands of

litigants

• The experience of touching hundreds of citizens who file grievances in

the pandemic

LEADERSHIP – A MARATHON

• Pursue the National cause,

• There are no short cuts to success

• “Nothing comes easy in life, hours and hours of

hard work are required to sustain India’s

democracy.”

PERFORMANCE LEADS TO RECOGNITION, RECOGNITION BRINGS RESPECT, RESPECT

ENHANCES POWER

THE WIT AND WISDOM OF NARAYANA MURTHY

A GOOD LEADER

• OPERATES WITH SIMPLE BUSINESS RULES

• EASY TO UNDERSTAND

• EASY TO PRACTICE

• EASY TO COMMUNICATE

INNOVATION AND SUCCESS

• INNOVATION IS AN IMPORTANT TOOL TO BECOME STRONGER

AND ENHANCE REVENUE PRODUCTIVITY

• FOCUS ON RESEARCH, ENVIRONMENT OF CURIOSITY

• OPENNESS TO NEW IDEAS, MERITOCRACY, TRANSPARENCY,

FAIRNESS, ACCOUNTABILITY, SPEED, IMAGINATION AND

EXCELLENCE IN EXECUTION

• WORKING REGULAR HOURS AND RELAXING DAILY ARE SIMPLE

CONCEPTS – STAY DISCIPLINED

ETHICS IN GOVERNANCE

A SOUND VALUE SYSTEM DIFFERENTIATES LONG-TERM PLAYERS

FROM OTHERS

ADMINISTRATIVE ETHICS AND LEADERSHIP

• India’s Constitutional values deeply rooted in high moral tones

with a universal dimension

• Ethical leadership, bringing enhanced productivity by leveraging

technology

• Fostering human capital to ensure institutional transformation

that best meets the needs of the Nation.

• Governments must demonstrate empathy for all of its

constituents and

• Work to create knowledge-based economy.

ETHICS AND VALUES

• Work Ethics – Seniors should lead by example, they should motivate their

juniors to take initiative and responsibility and become enterprising and

efficient

• Empathy and compassion – ethics entails respectful attitude

• Humility and Decency enhances dignity and grace

• Ethics can be considered a form of self-accountability, or an inner-check on

public administrators conduct

• Self-accountability and public accountability are inter-related, the latter

imposes checks on the former.

WHOLE OF

GOVERNMENT

WHOLE OF GOVERNMENT

• “Whole-of-Government,” - the movement from isolated silos in public administration to networks/ digital platforms

• Transforming the way government works for the people

• To meet the increased demand on the part of citizens for more personalized and accessible public services

WHOLE OF GOVERNMENT

• The ability of agencies to work together and citizens to

engage with government

• Putting e-government to the service of people

• Integrated policy approach, enabled by cohesive institutional

mechanisms and modern technology,

• Lending greater legitimacy to government activities.

The following summarises the vision or primary goals of governments around the world as it relates to technology and digital across the 16 countries included in the global scan.

Canada: Government is an open and service-oriented

organisation that operates and delivers programs

and services to people/businesses in simple,

modern, and effective ways that are optimized for

digital and available anytime, anywhere.

Estonia: Vision to develop

from, Electronic-governance

to Information-governance.

Denmark: Digital

Growth Strategy is to

enhance the connection

with Industry 4.0 and to

ensure a long-term

leadership position.

UK: Technological innovation is a centrepiece

of the Government’s Industrial Strategy to

increase the prosperity of people through

investment in skills, industries, and

infrastructure.

New Zealand: Be a world leader in using

information and technology to realise

economic, social, environmental, and

cultural goals, to the benefit of all its

people.

Singapore: Digital Government

Blueprint (DGB) presents ambition

to better leverage data and

harness new technologies, and to

build a digital economy and

society, in support of Smart

Nation.

Republic of Korea: Improve quality of life

through service that sympathizes with

people, self-innovating public service, and

creating a safer environment with

nationwide intelligent infrastructure.

Sweden: Aim to be the best in

the world in the use of

digitalisation opportunities.

Vision is to deliver a

sustainable digitised

Sweden.

Norway: Focused on making the government

more efficient, collaborative, user- and

data-driven, and better at responding to the

changing needs and expectations of citizens

and businesses.Japan: Be the first country to prove

that it is possible to grow through

innovation. Encourage startups, small and

medium enterprises, with new and

innovative ideas, to provide the world with

solutions.U.S: Focused on building a 21st century

digital Government that delivers better

digital services to the American people. It is

also focused on achieving efficiency,

transparency, and innovation through

reusable and open source software.

Argentina: Digitalise and improve data

governance in its public sector and build the

foundations for a digital government

including data leadership and stewardship.

Netherlands: Vision for

Digital Government

centered around:

transparent

government activities,

government’s

responsiveness to

initiatives from society,

and government’s

accountability.

China: Invest into digital technologies

and infrastructure and contribute to

global debates on digital governance to

reach consensus.

Malaysia: Empower Malaysians to

export high value services globally and

participate in cross-border e-commerce.

Focus on mobility and Smart Lifestyle

with digitally-skilled people, digitally-

powered businesses, and digital

investments.

Finland: Digitise a broad

range of government services,

with the aim of developing an

advanced e-government

infrastructure for an

increasingly digitally smart

economy.

GOVERNMENTS AROUND THE WORLD ARE FOCUSING ON DIGITAL

61

WHOLE OF GOVERNMENT

• Leadership/ Commitment/ Vision

• Online Service Integration

• Citizen Centric Design

• Institutional Arrangements

• Infrastructure Development

• Standards/ Integration

VI. DIGITAL INDIA

• Campaign to transform India to a digitally empowered society and knowledge

economy

• High Speed Digital Highways to Unite the Nation

• Government is open and Governance is Transparent

DIGITAL INDIA

India’s Strength: Inclusive Digital Model of Governance

India’s Trillion Dollar Digital Opportunity

Reducing the Digital Divide

Expansion of Internet Access

High Speed Internet Connectivity

Technology enabled interventions in :

Health care

Education

Energy

Next Generation Financial Services

E-Governance

Doubling Farmers income

• Scaling Up Policy Programs

• Aadhar Cards – 1.2 billion

• E-Transactions since launch of Digital India in July 2015 – over 100 billion

• Common Service Centers – 0.31 million

• Number of Govt Services offered on UMANG - 1150

• Jan Dhan Bank Accounts – 31 million

• 2nd largest digital consumer base

• Benefits of technology accepted by rural societies

DIGITAL TRANSFORMATION IN INDIA’S GOVERNANCE

GOOD PRACTICES

• Digital Identity through Aadhar

• Pradhan Mantri Jan Dhan Yojana

• Direct Benefits Transfer

• Digital Payments using UPI/ BHIM

• Goods and Services Tax Network

• Digital India Land Records Modernization Program

• Digitalization of Ration Cards/ Fair Price Shops/ LPG subsidies

• Labor Payments under NREGS

TECHNOLOGY PROGRESS IN WELFARE STATE PROGRAMS

ONE NATION – ONE PLATFORM

• DIRECT BENEFITS TRANSFER:

• Key DBT enablers – Role of Aadhar in DBT

• Aadhar Enabled Payments Systems, Network Infrastructure/

• Beneficiary digitization/ de-duplication of beneficiaries/

electronic transfer of funds

• Data security / Data Privacy Standards/ Local Directory/

Monthly reporting

DIRECT BENEFITS TRANSFER

• CASH TRANSFERS: Subsidy/ welfare schemes; Social Security Pensions;

Scholarships and Fellowships

• In-Kind Transfers: Distribution of In-Kind Goods – Food/ Fertilizer

• Training & Skill Development

• 314 Central Schemes have on-boarded on DBT Bharat Portal

• Inter-connected e-Governance social-welfare delivery reform

• Digital ID/ digitized govt processes/ banking systems/ mobile connections

• UMANG APP

DIRECT BENEFITS TRANSFER IN FERTILIZERS

• DBT in Fertilizer is complex – beneficiary is not defined

• Farmer is identified on the basis of Aadhar/ EPIC/ KCC

• Fertilizers are sold to Government at subsidized MRP and

subsidy is paid directly to manufacturer.

• Subsidy is paid on basis of actual sales captured on POS devise.

• Pan India rollout – full time Mission with IEC, Grievance

Redressal, Evaluation

ONE NATION ONE RATION CARD

• 6 crore beneficiaries currently, 1.5 crore portability transactions

• Ration card works at all FPS’s, similar to Aadhar

• Walk into any FPS with E-POS

• Authenticate on E-POS with Aadhar biometric

• Receive part or full entitlements

• Family members can also access.

• 26 States are using ONORC

• Technology led reforms in PDS

PASSPORT SEWA KENDRA

• End to end process overhaul; Secure digital workflow; Apply Anytime Anywhere

• Mobile First Adaptability; Single visit; Paperless and Cashless; Accountability and

• Transparency2 lac CSC’s for application filing in 488 Parliament constituencies,

190+ Missions and consulates

• Passport Seva at doorsteps

• 2 crore online hits/ day

• 10.9 crore records

• Objective – To ensure planning and collection of

direct taxes through Income Tax Department

• The CBDT (Central Board of Direct Taxes) provides

inputs for policy and planning of direct taxes

;responsible for administration of direct taxes through

IT department (e-filling).

• Objective – To anticipate the environmental impacts

that may arise out of various activities.

• EIAC (Environment Impact Assessment Clearance)

links environment with

development for environmentally safe and sustainable

development.

• Objective- To develop a framework of virtual

repository of learning resources.

• Ministry of Human Resource Development - Top

Performer ;offers good practices for replication with

its features like Online Library and Education

Services

• Objective- To ensure timely disbursement of

scholarships to students on a common portal.

• Provides benefits like improved transparency,

simplified process for students and helps in

standardization.

• Objective- To measure impact of various e-

governance initiatives at National and State level

• Automatically pulls the e-Transaction data from

applications and integrates it using Web Service

technology; facilitating quick analysis of transaction

data for the user

• Provides an integrated visual interface with a real-

time view of e-transactions taking place

• Objective- To facilitate user with digital signature of

a document, without using physical cryptographic

token

• e-Sign process includes: signatory’s consent, Digital

Signature Certificate issuance request, Digital Signature

creation ,affixing and Digital Signature Certificate

acceptance with respect to IT Act

• Using authentication of the e-Sign user through e-KYC

service; online electronic signature service can be

facilitated

• Objective- To avail online services such as registration appointment, view diagnostic reports and check availability of blood in government hospitals

• e-Hospital works on the Online Registration System (ORS) model. ORS is an online portal where Aadhaar holders can enroll for appointments in hospitals spread across various States and UTs

• Objective-To consistently make financial transactions

through Aadhaar-based authentication

• Aadhar Enabled Payment System - a model allowing

online interoperable financial transactions at PoS

through Business Correspondent / Bank Mitra using

Aadhaar authentication

• Payment system to transfer funds, make payments,

deposit cash, make withdrawals, make enquiry about

bank balance

• Objective- Brings government closer to common

man by using online platform

• MyGov enables an interface for healthy exchange of

ideas and views involving common citizen and

experts with ultimate goal to contribute to social

and economic transformation of India

• Recently reached 1,00,00,000 users who contributed

and participated in various tasks

• Objective- To create a unified national market-pan India

electronic trading portal for agricultural commodities

• e-NAM has attained better price discovery through

transparent auction based on quality of produce and

timely online payments

• Registrations: Farmers- 1.64 cr ;Traders-1.24 lakh

• Mobile app developed to ease various processes under e-

nam including trading, lot progress, trade history,

feedback etc

GeM– Overview

A one-stop online procurement portal for all govt. buyers including central/state ministries,

departments, bodies & PSUs. Launched on 9th August 2016. (https://www.gem.gov.in/)

Rule 149 of GFR amended to “.. Procurement of Goods and Services by Ministries or

Department will be mandatory for Goods or Services available on GeM

The government is committed to curbing corruption. One of the key

aspects of this objective is to minimize Governments human transactional

interface.

Process Alignment

Administrative

Framework

Capacity Building

India: Innovations in e-Governance

To transform and reform Governance through innovative usage of e-Governance initiatives for efficiency in

delivery of services, citizen welfare and impact of governance in-line with sustainable development goals and

India’s commitment to be a world leader in e-Governance:

India Post Payments Banko Doorstep Banking services through Postman

o Utilization of Aadhaar for authorization and transfers

e-Pensiono Utilization of ICT to offer a single portal for pension

disbursement

o Re-engineered processes for efficient service delivery and

grievance redressal

Umang Appo A single app to access 1200+

Government services

o Over 300 services with 70 plus

departments with regular addition

Digital Lando Comprehensive digitization of land

records using unique identifiers

o Direct benefit transfer to

authenticated beneficiaries

India: Innovations in e-Governance

PRIASofto A double entry cash-based accounting MIS for Gram

Panchayats (GPs) for monitoring and transparency

o 100% digitization of all the payments made to all schemes

and grants, spanning 29 sectors across 18 departments

e-Kharido Single platform for scheduling

arrivals, procurement of crops

and DBT to the Farmers

o Lead to elimination of

middlemen, growth procuring

of non-traditional crops, better

prices and transparency

TeCHO+ Applicationo ICT mobile application for improved health

service delivery, data collection and user outreach

o Tracking of health parameters, resources et al

through digital infrastructure with offline support

GRameen Internal audit Portal (GRIP)o Open source application for internal audit of

MGNREGA, PMAY and PMGSY

o Leading to enhanced service delivery, efficiency,

security

e-HRMSo Smart dashboard for employee

management, service records,

payment disbursal et al

o e-Sign for accountability with

PFMS integration for loans,

GPF and others

SECRETARIAT REFORMS - E-OFFICE

E-OFFICE – GOV 4.0 • Less Contact Governance

• Officials have to work in Masks and

Gloves

• Work From Home (25-33 % in

Office)

• Short/ Medium/ Long Term

Challenges

REDEFINING

GOVERNANCE –

Getting to Live with the

Corona Virus

DIGITAL DECISION MAKING IN CENTRAL SECRETARIAT

• Virtual Offices, those Depts not on e-Office had to attend

work in lockdown

• Web room meetings, New Protocols Needed

• Digital Central Secretariat, - Attached Offices, Subordinate

Offices, Autonomous Bodies

• Virtual Private Networks and Home Working Policies

• Network Security in home WIFI

IMPLEMENTATION EXPERIENCE

• 75 Ministries on e-Office/ 57 Ministries have achieved more than 80 percent

of work on e-Office/ 17 lac e-Files in Central Secretariat

• CSMOP 2019 enabled Digital Central Secretariat –VPN upto Deputy

Secretary level

• NIC Teams have created functional web-rooms

• E-Office was awarded the Digital India Award 2020 in Jury Category

DIGITAL AIIMS

PROCESS SYSTEMS RE-ENGINEERING – MY JOURNEY

A REALITY CHECK IN 2014

• Patients looking for help to reach the destination, the

absence of signages making the patient journey

complicated, crowding at every counter – crowding at

blood collection centers, crowding at registration counters,

crowding on the elevator lobbies, crowding on the stairs –

a state of chaos all over the OPD areas.

NEW IDEAS - WWW.ORS.GOV.IN

• Linking Aadhar numbers with the Unique Health Identification Numbers

• The patient seeking an appointment at AIIMS could log into the AIIMS

OPD Appointment System (ORS.gov.in) and submit a request for an

appointment online.

• The Unique Health Identification Number gave an Individual Digital

Identity to every Patient visiting AIIMS. The Patient could use the UHID

for his entire lifetime and every consultation visit was documented by the

system.

INSTITUTIONAL CHANGES

• Simple changes brought into the management practices of AIIMS.

• facilitate faster registration,

• to dissipate crowds by creating larger patient waiting areas,

• introduction of thousand signages,

• introduction of screening at the entry point,

• introduction of patient care coordinators at the registration/ consultation areas

and the rather unique exit OPD counters for all follow-up patients.

• To simplify the registration system, the Patient Registration Center was constructed.

NEW CADRES BRING EFFICIENCY

• New cadres of officials were operationalized in AIIMS –

• nursing informatics specialists,

• patient care coordinators and

• data entry operators.

• The registration time was a mere 40 seconds for all new appointments. Fast

track queues had been created where the patients

• The waiting time had come down by nearly 6 hours per patient. The 3 am

serpentine lines were no longer there. They had disappeared and replaced by a

more orderly queue system that commenced at 8 am and reached the OPD

consultation rooms by 9 am.

INDIA’S FIRST FULLY DIGITAL PUBLIC HOSPITAL

• 65 departments were digitalized

• New modules that were implemented were

• the RIS –PACS (Radiology Information System and Picture Archiving and

Communications Systems),

• the Laundry Module/ the Dietary Module/ the Blood Bank,

• establishment of Kiosks with Net Banking Facilities/ Billing Modules.

• inter-linking of Laboratories along with in-Patient data was also taken up.

• AIIMS launched as India’s First Fully Digital Public Hospital in a landmark event in June

2016

PRIME MINISTER’S INDEPENDENCE DAY ADDRESS - 15/08/2016

• The Prime Minister in his Independence Day address

from the ramparts of Red Fort on15/8/2016

commended the Digital AIIMS project and

recommended it for pan India replication. Many

State Governments and Central Government

Hospitals sought to replicate the Digital AIIMS

project.

DIGITAL AIIMS: AWARDS GALORE

• AIIMS has pioneered India’s journey for patient friendly hospitals.

• DIGITAL INDIA AWARDS 2016 – DeiTY felicitated AIIMS for successful

implementation of the Digital AIIMS which had the highest footfalls of Digital

India projects.

• PM’’s AWARDS 2017: The Department of Administrative Reforms listed

Digital AIIMS as amongst the best innovations for the period 2015-17 and

included it in the select list of projects in their publication “Innovations”

released on National Civil Services Day, April 21, 2017.

NESDA 2021

• DARPG through the NeSDA Framework aims to evaluate the Online

Service Index of UN-EGDI and assess Citizens’ view on the service

delivery offerings across the specific sectors covered under UN EGDI

Index.

• The overall objective of the study is to assess States, Union Territories

and Central Ministries in their efficiency in e-Governance service

delivery.

NeSDA Framework

NESDA: Assessment Parameters

Accessibility Content Availability Ease of Use

Information Security &

PrivacyEnd Service Delivery Integrated Service

Delivery

Status and Request Tracking

97

NeSDA 2019 – Key Findings

State / UT Portals Assessment

North-East States and Hill

States

Rank State NameOverall

Score

1Himachal

Pradesh0.69

2 Tripura 0.68

3 Assam 0.64

4 Nagaland 0.57

5Arunachal

Pradesh0.56

6 Sikkim 0.52

7 Meghalaya 0.44

8 Mizoram 0.27

9 Manipur 0.22

Union Territories


Score

1Andaman and

Nicobar Islands0.55

2 Lakshadweep 0.54

3 Chandigarh 0.44

4 Delhi 0.23

5Dadra and

Nagar Haveli0.17

6 Pondicherry 0.10

Remaining States

RankState

Name

Overall

Score

1 Kerala 0.83

2 Goa 0.74

3 Haryana 0.68

4 West Bengal 0.67

5 Telangana 0.63

6 Chhattisgarh 0.63

7 Punjab 0.56

8 Gujarat 0.56

RankState

Name

Overall

Score

9 Maharashtra 0.55

10Madhya

Pradesh0.54

11 Karnataka 0.53

12 Jharkhand 0.50

13Andhra

Pradesh0.48

14 Odisha 0.38

15 Rajasthan 0.36

16 Uttar Pradesh 0.26

17 Tamil Nadu 0.13

Note: Jammu & Kashmir and Uttarakhand did not provide adequate data for the assessment and hence were not considered for assessment.

98


State / UT Services Portals Assessment

North-East States and Hill

States


Score

1 Nagaland 0.47

2 Assam 0.28

3 Manipur 0.23

4Himachal

Pradesh0.19

5 Tripura 0.18

6 Meghalaya 0.14

7 Mizoram 0.08

8Arunachal

Pradesh0.04

9 Sikkim 0.03

Union Territories


Score

1 Delhi 0.18

2 Chandigarh 0.14

3 Daman and Diu 0.14

4Dadra and

Nagar Haveli0.09

5 Pondicherry 0.07

6Andaman and

Nicobar Islands0.06

7 Lakshadweep 0.04

Remaining States

RankState

Name

Overall

Score

1 Haryana 0.63

2 Rajasthan 0.61

3 West Bengal 0.43

4 Uttar Pradesh 0.43

5Madhya

Pradesh0.41

6 Gujarat 0.40

7 Chhattisgarh 0.38

8 Telangana 0.36

9 Punjab 0.36

RankState

Name

Overall

Score

10 Bihar 0.35

11 Odisha 0.27

12 Maharashtra 0.24

13 Karnataka 0.24

14 Jharkhand 0.24

15 Kerala 0.19

16 Goa 0.19

17Andhra

Pradesh0.16

18 Tamil Nadu 0.10 Note: Jammu & Kashmir and Uttarakhand did not provide adequate data for the assessment and hence were not considered for assessment.

99


Central Ministries

Ministry Portals Ministry Service Portals

Rank Ministry Name Overall Score

1 Health & Family Welfare 0.68

2 Human Resources Development 0.63

3 Agriculture 0.54

4 Social Justice & Empowerment 0.52

5 Rural Development 0.52

6Environment Forest & Climate

Change 0.48

Rank Ministry Name Overall Score

1 Finance CBDT 0.77

2 Human Resources Development 0.74

3 Labour & Employment 0.67

4Environment Forest & Climate

Change 0.61

5 Finance CBIC 0.59

6 Agriculture 0.58

7 Rural Development 0.56

8 Health & Family Welfare 0.37

9 Social Justice & Empowerment 0.37

Way Forward

101

Way Forward

Key focus areas that would help Government to transform its approach to be

simpler, innovative and intuitive to deliver the e-Governance services

Creating an inclusive Digital Ecosystem

Mandatory sector-specific service focus to attain SDG Goals

e-Literacy for inclusiveness

Improvising Accessibility for higher uptake

Security and Privacy for public data

Embracing New Age Technologies (NAT) for improved service delivery

Adoption to Standards for uniformity in governance

Integrated Service Delivery- Focus on IndEA

BharatNet e-Taal e-SIGN Digi Locker MyGov

New India@2022

VII. INCREASING EFFICIENCY IN DECISION MAKING

INCREASING EFFICIENCY IN DECISION MAKING

• Delayering – reducing the channels of submission

• Operationalization of e-Office version 7.0 across the central

secretariat

• Digitalization of central registration units

• Operationalization of desk officer system.

CONCLUSION

LEADERSHIP

• Leadership is all abut the courage to dream big

• Courage of conviction is very important – courage to go against nay

sayers, courage to lead from the front, courage to make sacrifices

• Power is all about making a difference to the people around you

• Create an obsession to win, it is the fuel that drives the engine of

success

• Internet is a great phenomenon, it has brought the anywhere – any

time paradigm

HUMAN ASSETS WALK OUT OF THE DOOR EVERY DAY EXHAUSTED MENTALLY AND PHYSICALLY. A

SUCCESSFUL CORPORATION ENSURES THAT THEY COME BACK ENTHUSIASTIC AND ENERGETIC

NEXT MORNING


LEADERSHIP IS ABOUT MAKING PEOPLE SAY “I WILL WALK ON THE WATER FOR YOU” IT IS ABOUT

CREATING A WORTHY AND LOFTY DREAM AND HELPING PEOPLE ACHIEVE IT


WHOLE OF GOVERNMENT

• Creating a one-stop portal is a great step forward towards establishment of Whole of Government

• However, the portal per se does not guarantee such an outcome and requires connecting all the e-government systems with process re-engineering

• There exist substantial benefits for both governments and citizens that can result, from adopting the Whole of Government approach.

THE CIVIL SERVICES IN 2021

• Recruitment is highly competitive

• Training norms stringent

• Constant evaluations introduced on capacity of

civil servants to meet current challenges

• Effective management of public resources – open,

transparent and accountable systems of delivery

DOCUMENTATING REFORMS

DOCUMENTING REFORMS - 2

THANK YOU

Documents

VIRTUAL VIMARSH LECTURE