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Orissa Modernising Government Initiative
FINAL V.4
Government of Orissa
20th February 2006
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ORISSA MODERNISING GOVERNMENT INITIATIVE Acknowledgment Abbreviations Executive Summary
1 BACKGROUND............................................................................................... 8 1.1 Rationale .................................................................................................. 9 1.2 Summary of Issues ................................................................................ 11
2 STRATEGIC OPPORTUNITY ...................................................................... 14 2.1 Linkages and Progress in Orissa’s Good Governance Agenda.......... 14
2.1.1 Fiscal and Expenditure Policy Reform Initiative............................ 14 2.1.2 Public Enterprise Reform ............................................................... 14 2.1.3 Administrative Reform.................................................................... 14 2.1.4 Investment Promotion and Single Window System...................... 15 2.1.5 Public-Private Partnership Policy .................................................. 15 2.1.6 Civil Society and Poverty Program................................................ 15 2.1.7 Human Development Initiative....................................................... 15 2.1.8 E-governance strategy ................................................................... 15 2.1.9 Focus on anti-corruption measures............................................... 16 2.1.10 Right to Information ........................................................................ 16
2.2 Key Benefits ........................................................................................... 16
3 PROGRAMME OBJECTIVE......................................................................... 17
4 PROGRAM COMPONENTS AND OUTPUTS ............................................ 18 4.1 Institutional Development ...................................................................... 18 4.2 Strategy Development ........................................................................... 19
4.2.1 Preparation of Departmental Strategy & Reform Action Plan...... 19 4.2.2 E-Governance Assessment Study-Department-wise................... 19 4.2.3 Scoping and work plan for the HRMS ........................................... 20 4.2.4 Review of Procedure Manual and Record Management ............. 21 4.2.5 Anticorruption Strategy................................................................... 21 4.2.6 Fiscal management and Accountability Action Plan..................... 22 4.2.7 Support for Project Development Strategy ................................... 22
4.3 Project Implementation .......................................................................... 23 4.3.1 Service Delivery improvement by Departments using ICT .......... 23 4.3.2 Strategic HR Management & Development System .................... 26 4.3.3 Result Based Monitoring and Evaluation System ........................ 28 4.3.4 Procurement Reform - E-procurement.......................................... 29
4.4 Capacity Building ................................................................................... 30 4.5 Key Outputs............................................................................................ 31
5 PROPOSED IMPLEMENTATION APPROACH.......................................... 34 5.1 Institutional Arrangement....................................................................... 34
5.1.1 Steering Committee........................................................................ 34 5.1.2 Management Committee ............................................................... 34 5.1.3 State Project Coordination and Monitoring Unit (SPMU) ............. 35 5.1.4 Strategy and Performance Innovation Units (SPIUs) ................... 35 5.1.5 Contracting Unit in OCAC .............................................................. 36
5.2 Programme Phasing .............................................................................. 37
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6 BUDGET ........................................................................................................ 39
7 Monitoring....................................................................................................... 39
8 Conclusion ..................................................................................................... 41 Tables & Figures Table 1 Indicative list of projects........................................................................... 12 Table 2 OMGI and Good Governance Goal ........................................................ 16 Table 3 Indicative pilot projects ............................................................................ 24 Table 4 Some examples of governance related initiatives.................................. 30 Table 5 OMGI Budget ........................................................................................... 39 Figure 1 Issue Management in Administration .................................................... 11 Figure 2 OMGI Framework ................................................................................... 13 Figure 3 Project Implementation Arrangment ...................................................... 37 Figure 4 Typical phasing of integrated governance projects .............................. 38 Annexure Annexure 1: GoO Resolution on OMGI
Annexure 2: Project Budget
Pre-project activity budget
Service Delivery Pilot Initiatives
E-procurement scooping
Capacity Building
SPU Budget
Core Project Fund
Consolidated Summary
Annexure 3: Note on the E-Procurement Scoping
Annexure 4: Select Terms of Reference of Staff
Annexure 5: Work Plan
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Acknowledgement The project report for Orissa Modernising Government Initiative has been
prepared for the Government of Orissa and is supported by DFID.
Author duly acknowledges the contribution made by Mr. Tuhin Pandey, Special
Secretary, GAD, Mr. Niten Chandra, Addl, Secretary, GAD; and Secretaries of
HUD, WCD, Revenue, Food and Consumer Welfare, Commerce and Transport.
Director-IT, Senior Officers from Bhubaneswar Development Authority,
Bhubaneswar Municipal Corporation, Rural Development, Water Resources and
Panchayati Raj.
Author duly acknowledges the inputs and guidance from Mr Mukhmeet Bhatia,
Governance Advisor-DFID, Mr. Vikram Menon, Senior Public Sector Manager,
the World Bank and Ms Suchitra Pattanayak, the E-Governance Consultant for
the preparation of the report.
The report has been prepared with intense consultations with the departments
and the staff mentioned above. However, the views expressed here are those of
the consultant.
Ashok Kumar Singha
Governance and Institutional Development Consultant
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Abbreviations ARC Administrative Reform Cell ATI Administrative Training Institute CS Chief Secretary DFID Department for International Development GAD General Administration Department GoI Government of India GoO Government of Orissa HUD Housing and Urban Development Department IT Information Technology MIS Management Information System OCAC Orissa Computer Application Centre OMGI Orissa Modernising Government Initiative OPSRP Orissa Public Sector Reform Programme SPIU Strategic Performance and Innovation Unit SPMU State Programme Management Unit SPU State Program Coordination Unit WCD Women and Child Development Department WORLP Western Orissa Rural Livelihood Programme
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Executive Summary
Orissa Modernising Government Initiative (OMGI) is an innovative project that
draws upon the recommendations of the Task Force on Administrative Reform
and subsequent resolution by Government of Orissa (Annexure 1). It builds on
the following medium term strategy framework.
Broad reform strategy envisaged for Orissa is two pronged:
(i) To rationalise the role of the state to focus on the most critical goods
and services which the private sector can not or is not willing to
provide; and
(ii) To enhance the effectiveness, transparency and accountability with
which the Government performs this role.
Goal of OMGI is to ensure better public services to the poor by improving the
service delivery adopting a comprehensive four-pronged approach through the
use of information technology, building an enabling policy framework for service
delivery, re-engineering the government processes and enhancing capacity of
the human resources to manage a smart and modern citizen centric
government. The purpose of the Orissa Modernising Government Initiative is to
support a series of cross cutting and department specific reform process aimed
at delivering responsive service for the public (especially the poor and
marginalized) as customers and clients at all levels.
The implementation arrangement for this project will be collaborative. GAD will
anchor the State Project Monitoring Unit. Each collaborative department will
have Strategic Performance and Innovation Units. GAD SPIU will pursue the
cross-cutting themes while line department SPIUs will pursue sectoral themes.
A Steering Committee headed by the Chief Secretary shall provide strategic
guidance and Management Committee will take operational decisions. The
project will have a cycle of three years. The project will support
conceptualisation and analytical backstopping for developing departmental
reform action plan and strategy, e-governance integration for improvement of
service delivery and pilot initiatives that can be up-scaled. A draw down project
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fund will be constituted to undertake pilot project development. It will be a
responsive fund and can trigger the draw down after the departments show
initiative and performance in pilot implementation phases. The component wise
budget for the project is given below:
INDICATIVE BUDGET Phase-wise Cost (Rs lacs) Components Year I Year II Year III TotalINSTITUTIONAL DEVELOPMENT 84.42 60.06 69.93 214.41STRATEGY DEVELOPMENT 142.54 30.98 15.75 189.26PROJECT IMPLEMENTATION-SPMU in GAD & DEPT SPIUs 126.00 147.00 171.00 444.00CAPACITY BUILDING 36.85 37.81 25.74 100.40GRAND TOTAL 389.81 275.85 282.42 948.08
The amounts indicated under different components are subject to revision as
deemed necessary by the competent authority.
As per the indicative work plan, funding of this project by DFID will commence in
March 2006 and will continue till end- 2008. OMGI will thereafter to take the
form of a long-term sustainable institutional framework for governance reform
that is fully integrated into the core of Government to take forward the process of
reforms after OPSRP II ends in 2008.
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ORISSA MODERNISING GOVERNMENT INITIATIVE
1 BACKGROUND
Government of Orissa is pursuing a path of inclusive growth and development.
To give a direction to this comprehensive reform a Task Force on Governance
and Civil Service Reform had been constituted since October 2000. The
taskforce had several consultations and based on that it had made several
recommendations. OMGI has been conceived to:
gain competitive edge;
improve factor productivity and government efficiency;
raise citizen satisfaction and improve the ease of transaction in the
government;
improve transparency and accountability.
Broad reform strategy envisaged for Orissa is two pronged:
(i) To rationalise the role of the state to focus on the most critical goods
and services which the private sector can not or is not willing to
provide; and
(ii) To enhance the effectiveness, transparency and accountability with
which the Government performs this role
It is the unanimous view of the stakeholders that the good governance is not a
luxury but sine quo non for sustainable development and many governance
assessments have shown that smaller increase in the state capability and the
returns to incremental improvement are high and improves the quality of life of
the citizens.
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1.1 Rationale
There are certain key issues that affect the development in Orissa in the context
of Governance and Civil Service Reform.
Growing population has placed larger burden on the civil administration
for delivering services to the citizen.
The performance of the governments in the past has been assessed by
the number of jobs it has filled – Government has been seen as the only
benevolent employer due to the moribund private sector development. It
has led to an obese and slow administration with a relatively high
proportion of employee to the population ratio as compared to other
major states. At the same time, the number of employees in some critical
sectors is less than adequate. Now the focus is on to rationalise the
government staffing and improvement of the efficiency and accountability
in the system.
The growing workforce throws up the challenge of increasing
unemployment which requires to be dealt with by the expansion of
livelihood and social service programmes.
To cut down delay in decision making and better programme
management, decision support system needs to be modernised and the
framework of rules and regulations require greater adaptation.
To improve the case of transaction with government the access of citizen
to government services need to be widened with the application of ICT
tools.
To reduce cost and time overruns in project implementation modern
project management practice needs to be introduced.
Therefore the Government have decided that it will have a more rationalised and
efficient workforce that works faster and better; is user-friendly and transparent
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and ensures equity and justice to all especially to the poor. Government of
Orissa will exploit the potential of Information Technology not only to speed up
the delivery of public services and to sub-serve the convenience of their users,
but also to make the process of governance more transparent, accountable and
corruption free.
Government of Orissa has developed a medium term Anti-Corruption Action
Plan recognizing that where issues of transparency and accountability and anti-
corruption are concerned a strategy of incremental change, which combines
changes in administrative efficiency with changes in policies, systems of
deterrence, use of ICT and public awareness is key. Special measures to
eliminate corruption in government administration will be required to ensure
fairness, equity and low cost in delivery of public services, efficiency and
economy in procurement of goods and service by the government, monitoring
several projects through the use of technology and surveillance.
It is very clearly articulated in the policy that:
Better governance manifests itself in effective service delivery through a
citizen centric process across all the departments.
Better planning and coordination results in decrease in wasteful public
expenditure.
Usage of IT in delivery points offer the potential to significantly improve
the quality of services to the customer and to facilitate more efficient
working within and across Departments and a properly designed system
is considered transparent and accountable.
Investment in capacity building of the civil services enables the human
resources to perform its core functions and builds a high performance
culture.
Changes in procedures and regulation through a reengineered public
system reduce transaction cost especially for the poor.
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Figure 1 Issue Management in Administration
1.2 Summary of Issues
In summary, the issues relate to three key core areas:
People: A core set of people to work on key issues relating to OMGI. This will
be in relation to the various quick win pilots in the departments who will articulate
it in departmental strategy papers. In addition to this a small unit in GAD will
address the cross-cutting issues relating to OMGI.
Process: There are several processes that need revamping for the
operationalization of OMGI. E.g. legacy codes and systems like revenue laws,
secretariat instructions, Orissa General Finance Rules, etc.
Technology: There is a need for technology integration in a small way in the
operating units of departments starting with basic web presence to multi-
platform transaction portal with proper data warehouse and enabling
procedures.
Acceptance of Best option by
competent authority
Selection of best option
Legal & Technical Feasibility
Test of options
Proposed Solutions Options
Issue of public Importance
Causal Analysis
Collection of Data
Data Analysis
Resolution Of Issue
Reform Communication Implementation
Coordination
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OMGI initiated small reconnaissance in select departments based on three
criteria. The department having large amount of public interface, spatial
coverage like urban and rural populations and where there is a high degree of
discretion involved in the decision making. The over all idea for these pilot
initiatives under OMGI is to enhance effectiveness / transparency, and develop
a model initiative that would have a clear impact on the lives of the poor people.
Based on this the following pilot projects were identified.
Table 1 Indicative list of projects
Departments Service Delivery Information Management
Rules and procedures
Revenue Land Pass book Certificates
Centralised Land Information System
Revenue Code
HUD Allotment rationalised Information Kiosks established Property MIS developed
Acts and Codes
Women & Child Inventory management
ICDS/MDM Tracking System
Water Resources
E-procurement Procurement System E-Track of UC’s
Procurement rules
Finance Financial Management & Accountability
Utilisation tracking, strengthening of public accounting, expanding public access to public accounts committee hearings
Various financial, rules and procedures
Food and Consumer welfare
Inventory Management
Market Intelligence MIS
IT E-procurement : an e-procurement platform through OCAC General Administration Department (tackling Cross Cutting Issues)
Human Resource Management – starting with intranet to comprehensive HMIS, PMS and capacity building initiatives Planning and Monitoring: Monitoring of OMGI projects with proper project management tools for critical milestone tracking, district development planning
Medium Term Anti-corruption Action Plan involving public procurement reform, public awareness, procedural reform, project monitoring at the district level using ICT and MIS
1.3 Way forward Taking the agenda forward, Government of Orissa vide letter no. 89/ARC on 4th
of October 20051 has resolved that in its continued efforts for improving the
citizen service delivery a broad strategic framework has been identified with
following priorities. 1 Please see Annexure 1 of the report
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Cross cutting government process re-engineering at the Secretariat and
Departments and districts (select department specific initiatives to be
piloted for service delivery)
Setting up sound Human Resource Management Systems
Setting up sound monitoring and evaluation systems for expenditure and
implementation
Figure 2 OMGI Framework
In summary, OMGI is expected to be a special purpose initiative that drives the
change from within the system without having a parallel structure and is aimed
at supporting an institutional structure that can analyse reform needs, pilot new
reform initiatives that has a clear impact on the lives of the poor people through
reducing transaction cost, enhancing access and set in place robust monitoring
and evaluation systems at different levels of policies, processes and systems,
capacities and public outreach.
Improvement of public service delivery
Rebuilding the legal frameworks Better Human Resource Management System
E-Governance
Project Performance Management System (PPMS)
Improvement in transparency & accountability through an anti-corruption strategy
OM
GI
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2 STRATEGIC OPPORTUNITY
The agenda of good governance has been a key priority for DFID because of its
beneficial impact on the poor. DFID has forged a meaningful partnership with
Government of Orissa in several projects that aims to improve the services,
fiscal prudence and attempts to promote inclusive growth and development.
2.1 Linkages and Progress in Orissa’s Good Governance Agenda
2.1.1 Fiscal and Expenditure Policy Reform Initiative
DFID and World Bank have been supporting the fiscal and expenditure policy
reform in the state articulated in the white paper on public expenditure
management and approved by the cabinet. Several initiatives have started
paying reasonable dividends especially in the areas of expenditure management
under medium term expenditure framework, guarantee handling, financial
accountability, etc.
2.1.2 Public Enterprise Reform
DFID has supported the public enterprise reform in the state in sale,
disinvestments and restructuring of the 37 PSUs as per the guidelines included
in the white paper on public enterprise reform. More than 14000 employees
have taken VRS under ID Act from various PSEs. A comprehensive social
safety net programme has also been supported.
2.1.3 Administrative Reform
Govt. has constituted an administrative reform cell to look at the human
resource management issues, especially to manage the redeployment,
restructuring of the departments in the line of the functional reviews and
procedural reform and undertake series of procedural reform initiatives. This will
be the core hub of OMGI and its activities will gain momentum in a coordinated
manner.
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2.1.4 Investment Promotion and Single Window System
DFID and UNIDO have partnered to support the investment promotion cell and
operationalising the single window policy approved by the cabinet.
2.1.5 Public-Private Partnership Policy
DFID has been supporting the public-private partnership in infrastructure to
encourage private sector participation in core infrastructure sectors and
operationalising the policy through responsive pilots in the select sectors.
2.1.6 Civil Society and Poverty Program
Civil society and poverty progamme encourages the citizen to negotiate space
for the accountability of development action and also invests in the capacity
building of the civil-society organizations as partners of the government in the
governance and development.
2.1.7 Human Development Initiative
GoO has constituted Poverty and Human Development Monitoring Agency
(PHDMA), as an autonomous organisation under the administrative control of
the Planning and Coordination Department. The Agency aims at tracking the
progress of poverty and human development indicators within the state and
establishing an active monitoring system. DFID, through the Orissa Public
Sector Reform Programme (OPSRP) is committed to supporting GoO, PTF for
developing poverty reduction strategy and for strengthening poverty monitoring
in the state and exploring support to this agency.
2.1.8 E-governance strategy
In the line of national e-governance action plan GoO has been spearheading the
e-governance agenda. OCAC (Directorate of IT) has engaged services of
consultants to look at issues of e-procurement, service delivery initiatives in
several departments.
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2.1.9 Focus on anti-corruption measures
Government of Orissa has consistently attempted to improve the public
accountability through reduction of procedural complexities and strengthening
the internal vigilance system. E-procurement initiative, fast track courts and
specials sectoral courts (like special police stations for power thefts) are some
such initiatives.
2.1.10 Right to Information
Orissa has been quick to initiate the consultation and planning for Right to
Information almost two years back and has already appointed officers in various
departments. However, empowering these officers requires significant
technological, procedural support that needs to be articulated in the
operationalisation of this act.
It is essential that OMGI factors in the learning of these initiatives and makes the
future plans for a more comprehensive strategy and action plan.
2.2 Key Benefits
The following benefits are inherent in OMGI. These are listed in the table below:
Table 2 OMGI and Good Governance Goal
Good Governance Goals How OMGI can help
Less time in completing transactions
Reduction of costs associated with travel, wage loss and harassment
while interfacing with government Improved service delivery
Improvement in Government’s ability to deliver service to larger
segment of population especially the poor
Dissemination of Government rules and procedures; citizen charters,
performance data of the departments to wider audience
Disclosure of transparent information to public on various
procurements, allocations, rations, cases, etc.
Increasing transparency
Making decisions of civil servants available to public
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Good Governance Goals How OMGI can help
Procedures are put online so that transaction can be easily monitored
Elimination of abuse of discretions in the decision making
Elimination of undesirable intermediaries weeding out the corrupt as per
the anticorruption strategy and action plan Reducing corruption
Strengthening of Vigilance and more fast tract courts and strengthening
departmental level vigilance with tools and techniques
Ability of civil servants increased to monitor various task milestones
Ability of the civil servants improved through the automated tools to
reduce the tedious paper work
Increased speed and efficiency of inter and intra-department workflows
Reduction in staff redundancy
Capacity building of the staff
Improving civil service
performance
Better project management
It has been agreed that a series of quick wins would be attempted for a buy-in of
the wider governance reform. The good governance goals listed above has
been encompassed as project components and the implementation
arrangements also have been included in the institutional development
components for faster implementation.
3 PROGRAMME OBJECTIVE
Goal of OMGI is to ensure better public services to the poor by improving the
service delivery adopting a comprehensive four-pronged approach through the
use of information technology, building an enabling policy framework for service
delivery, re-engineering the government processes and enhancing capacity of
the human resources to manage a smart and modern citizen centric
government.
The purpose of the Orissa Modernising Government Initiative is to support a
series of cross cutting and department specific reform process aimed at
delivering responsive service for the public (especially the poor and
marginalized) as customers and clients at all levels.
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OMGI is not a time-limited project, but a new way of working which would take
over from OPSRP II as a vehicle that would steer public sector reform initiatives
(through SPIUs, with chairmanship by the CS, etc as set out in this report) for
the foreseeable future. Funding in the early years is being provided by DFID but
Govt. of Orissa's fiscal health would soon permit this to be self-financed. The
efforts of the first three years of OMGI are to be upscaled thereafter to take the
form of a long-term sustainable institutional framework for governance reform
that is fully integrated into the core of Government and will take forward the
process of reforms after OPSRP II ends in 2008.
4 PROGRAM COMPONENTS AND OUTPUTS
4.1 Institutional Development
One of the key components of the program will involve a comprehensive change
strategy and planning wherein various institutional arrangements will be fine-
tuned, core staff mobilized and trained, basic workspace modernized and
procurement process initiated. Orissa Computer Application Center (OCAC) has
already been designated as a procurement unit and it is also spearheading the
e-procurement initiative.
Strategic Project Management Unit (SPMU): Program will be managed
through the Strategic Project Management Unit (SPMU) in GAD. It will have a
lean core staff structure. One person will be for the project coordination and
there will be one MIS specialist and two programmers. They will work under the
direct supervision of the Secretary-GAD. The role of SPMU is purely the project
management, tracking the milestones of various SPIU deliverables. Cross
cutting project development work (that is part of the GAD Mandate) will be under
the SPIU of the GAD. SPMU will also under take open source research and
develop software for e-enabling of departments and field offices.
Contracting Unit: DFID might consider supporting a contracting unit in OCAC
so that the pace of OMGI is not hampered and the interests of the individual
departments do not wane because of the procedural delays. This small
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contracting unit will start the procurement for the project activities following the
appropriate procedure laid down by DFID for quick start-up activities (such
examples are there in WORLP) till the e-procurement system is in place.
SPIU: SPIU is the institutional form within OMGI framework to support the
departments (not for replacing the core functions of the department) in
identifying core reforms needed in the departments and develop a reform action
plan for the department with clear timeframes and outcomes and support
implementation of pilot reform activities where needed.
Total Budget Input for this component: Rs 214.41 lacs
4.2 Strategy Development
A. GAD-SPMU driven initiatives
4.2.1 Preparation of Departmental Strategy & Reform Action Plan
It is essential that, the core governance goals are articulated in the departmental
strategy (see section 2.2 above), pilot initiatives and action plans. Several pilots
have been identified through a quick reconnaissance of the departments.
However, it will be essential to develop a full scale strategy with departments
starting with the service charters and some of the key citizen centric processes.
A parallel e-enabling initiative will also run in tandem. Reform Action Plan will
very clearly articulate the medium term governance strategy and clearly define
outcomes and time frames. The department may initiate a few tracking studies
for deepening the understanding of some of the citizen centric processes and
with a focus on assessing the differential impact of resources on outcome for
poor/non-poor; women and men and other marginalised groups.
4.2.2 E-Governance Assessment Study-Department-wise
At this stage, a study of existing systems and department wise study of ICT
driven applications in GoO and its enhancement for efficiency and effectiveness
gain will be initiated. All the while, the study will try and assimilate the learning
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from the evaluation of successfully implemented systems elsewhere in the state
and country. Specific exposure visits for select resources from Departments
and the GAD will be organized during the 1st year of the implementation.
Adequate training budget has been provided for capacity building of SPIUs as
well as in core project development phases. (Details are available in a separate
report on E-Governance).
A typical departmental change agenda should contain inter alia:
Key lessons from the functional review with respect to human
resources/productivity, etc.
Capacity needs arising out of new functional priorities (starting with the
citizen charters and building in the e-governance assessment findings for
improvement of key citizen centric processes and facilitating the
information base to meet the challenges of Right to information)
Analysis of the corruption prone processes and providing inputs to the
anticorruption strategy for initiating reform.
Use of e-governance application wherever possible to reduce corruption,
improving systems and processes to reduce the delay/transaction cost
Undertaking impact assessment and expenditure tracking to see the cost
benefit of the interventions and the fiscal impact and the differential
impact of resources on outcome for poor/non-poor; women and men and
other marginalised groups.
4.2.3 Scoping and work plan for the HRMS
OMGI proposes to have a paradigm shift in the existing human resource
management and development system. The current manually oriented HRMS
needs to be fully modernized and e-enabled in order to ensure more equitable
and effective human resource management, improving service delivery to the
people reduce overhead in HR management and enhance staff satisfaction. A
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scoping study will be supported to work out the detailed programme for this
purpose. A study may also be supported to initiate a new performance appraisal
system to be institutionalized.
4.2.4 Review of Procedure Manual and Record Management
As described in this report, many of the codes and procedures are major
contributors to the delay in decision making and are frozen in the past. These
archaic procedures need to be re-examined and tweaked for the modern day
management of the Government Process. The implementation of Right to
Information Act will require many such procedures to be revised for faster
response. It has been proposed that it is best attempted in a low key manner
with the retired government staffs who have to be guided by GAD based on the
expectations of the Government and with limited divergence. Some of the
indicative procedures include review and redesign of secretariat instructions,
Codes, etc. This component has been budgeted in the pre-project activity.
B. Initiatives for OCAC
OCAC will function as a single window procurement agency for OMGI and later
for the Government of Orissa. A comprehensive e-procurement scoping study is
underway with OCAC and four administrative departments. A comprehensive
transformation of OCAC shall be needed to implement the e-procurement
system that will be in place. Funding for scoping and staff review of OCAC may
be considered for support under this component.
C. SPIU level strategic Initiatives
Some of the strategic initiatives to be handled by the departmental SPIUs are
given below:
4.2.5 Anticorruption Strategy
Government of Orissa is very much committed for cracking down on the corrupt
elements in the administration and in public life. A comprehensive action plan
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has already been worked out by the Directorate of Vigilance and approved by
the Government to put in place an anti-corruption strategy. Implementation of
this strategy is to be addressed. Combating corruption requires a complex
approach that addresses the many causes, facets and structural issues that
corruption entails. One of the starting points shall be the identification of
corruption prone processes that require adequate scrutiny. Blending of RTI, e-
governance, strengthening of affirmative action by civil society organizations and
encouraging whistleblowers can be some of the planks that need to be
programmed in the strategy.
4.2.6 Fiscal management and Accountability Action Plan
Prudent management of fiduciary risk and ensuring financial accountability is a
key reform goal. This initiative shall be piloted by the finance department. Key
elements of this action plan include:
Systematic and timely completion of audits
Tracking of utilization certificates
Enhancing access of the citizen to the hearings of public accounts
committee
Apart from that support should also be extended to better expenditure
management and forecasting framework related research, econometric studies,
etc.
4.2.7 Support for Project Development Strategy
Department SPIUs will generate certain projects based on their importance for
improving service delivery and integrate e-governance solutions. This will arise
out of some thematic assessment, work stream functional review, investment
review of tracking studies.
For example, the expenditure tracking studies tracks the actual spending by
various departments at beneficiary level. It traces the flow of resources through
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the different bureaucratic layers and demonstrates how much of the intended
budget reaches each layer.
Total Budget input for the project component = Rs 189.26 lakh
4.3 Project Implementation
A. Sectoral Initiatives
4.3.1 Service Delivery improvement by Departments using ICT
This is the key component of this project. It is envisaged that, participating
departments will identify pilot initiatives for support through OMGI. These
initiatives will be generated based on a strong analytical backup. Creation of
such analytical base and dissemination of the analysis shall be the take off point
for the reform. Acting upon the analysis OMGI will support piloting new
initiatives that reform policies, systems and procedures.
Apart from renovating the workspace in the departments, OMGI will support the
service of work-stream facilitator (consultant for analytical support) a MIS
specialist and a programmer to each SPIU who will work with departmental staff
and external consultants on the sectoral pilot in the department. They will also
participate in the e-enabling initiative spearheaded by GAD. Apart from that
capacity building support to core staff of SPIU has been envisaged during the
pilot phase. Consulting support in the areas of software development, tracking
studies and scoping of additional project concepts has also been proposed
under project implementation strategy. The SPIUs in the departments will
develop project concepts and proposal to get support from a challenge fund
(and/or any other source) structured separately for a core project funding.
The example given below will demonstrate how the fund will work. GAD will
have an SPIU of its own. This SPIU is supposed to look at some cross cutting
projects those are department neutral. Strategic Human Resource Management
and Development System is one such project concept. The primary task of the
SPIU in GAD shall be to develop a project concept followed by a full project
24
report for support from core fund. Similarly other department SPIUs will also
develop and configure their own projects.
In the first phase consultation, some of the pilot initiatives proposed by
departments will be considered. These are listed below:
Table 3 Indicative pilot projects
Department Project Status Housing and Urban Development Department
Allotment System in BDA Property Tax Management System in BMC
PCN developed, draft proposal also developed PCN Developed, Detailed Proposal to be developed
Women and Child Development Department and Food and Consumer Welfare Department
Inventory Management System – a collaborative project to track food grains and mid-day meal schemes
PCN developed – detailed project proposal to be developed
General administration department
E-tools for departments-enhancement of the intranet Grievance Management System Revision of secretariat manual Operationalisation of the medium term anticorruption strategy
PCN to be developed and proposal to be developed Priority areas to be identified Anti-corruption strategy has already been formulated by the Directorate of Vigilance and approved by the Government. Detailed project proposals to be developed for supporting the operationalisation through OMGI.
Note: This list is only indicative and has to be firmed up after they figure as an integral part of the departmental reform action plan These service delivery pilots will cover both urban and rural areas in the districts.
Tracking studies will be conducted to understand the cost-benefits and also to
fine-tune the systems and procedures. It is envisaged that a core fund will be
created to respond to the proposal by the department after they successfully
complete the intended pilots and also propose important projects.
Introduction of basic governance principles with ICT application is one of the key
tools for OMGI and it will have demonstrative quick wins. This is a unified
component and will be an outcome of the e-citizen service delivery projects
undertaken by GAD-SPIU. Most of the scoping work will be undertaken and
after that the mobilisation of the draw-down fund for full scale implementation
25
will be possible. It is widely recognised that the use of Information Technology
and the delivery of e-Government is an essential element of the Modernisation
Government Programme. It offers the potential to significantly improve the
quality of services to the citizen and to facilitate more efficient working within and
across Departments. If designed properly it ensures adequate transparency and
accountability in the public system.
The delivery of internet-based public services may also require the realignment
and modernisation of the organisational structures which deliver public services.
This will be possible after collaborative e-enabling of department is a reality and
there is a fully transaction oriented government portal complete with databases
and payment gateways and information. It has got several sub-components (i.e.
E-Citizen service shared2 database with a fully integrated GIS based statistical
system, a repository of government information like forms, schemes, payment
gateways and kiosks, etc.)
Project implementation fund is a responsive fund where the departments upon
presenting the detailed project reports for the initiatives they propose can draw
down. Some of the sectoral pilot initiatives have been identified during the
consultation:
E-Tooling and Shared Service Database Incld. Citizen Database
(ECSSD) – an inter-departmental collaborative initiative to be anchored
by GAD.
E-Procurement- a department neutral service to be anchored by
Directorate of IT. Initial collaborators are four departments that have large
procurements (HUD, Works, Water Resources and Rural Development).
MIS for Anti-Corruption System: to have a cross-departmental database
from sales tax, income tax, registration, etc. for tracking the high value
defaulters and targets to be anchored by Directorate of Vigilance.
2Detailed notes are in the E-Governance Report and Notes prepared separately
26
Case Load Management: to create a database of all government cases,
attorney, performance of cases, success rates, etc and the initiative will
be led by GAD.
The fund will be made available on a responsive basis and will have a life of 3
years for the entire implementation however stabilization cycle may be much
longer. It will be a performance driven draw-down fund. Only on successful
completion of work and collaboration of the SPIUs the fund can be mobilized.
Since there is no detailed project report available at this stage the fund is only
indicative in nature.
B. Cross Cutting Reform Initiatives
Some of the cross-cutting initiatives that cut across the departments will be
spearheaded by the GAD. Some of the initiatives have been listed below and
some are full-blown projects that have to be configured and supported through
the project implementation fund. The institutional arrangement will remain the
same where collaborating department and GAD will advice OCAC to procure
the services for them for these projects.
It is understandable that the entire project cost for some of the projects may be
much larger than what is provided for support request to DFID. As of now about
Rs 444.00 lakhs have been provided, for both departmental and cross
departmental initiatives. If it is assumed that initially 4 departments including the
GAD will participate in the first three years, the project implementation fund
available per department will be little above Rs. 1 crore.
4.3.2 Strategic HR Management & Development System
A critical component of strategic human resource management and
development is proposed to be funded out separately by DFID. The scoping part
can be supported through OMGI which will be managed by the SPIU in GAD.
The SPIU will review all sporadic initiatives by individual departments and
attempt a unified system.
27
Civil Service is an integral part of the overall system of governance in the State.
There is a mismatch of perceptions between the government and citizen. While
the poorer clients perceive civil service inaccessible and insensitive the more
affluent sections feel the civil service to be slow and both consider the service to
be ineffective to manage the expectations of the citizen. On the contrary the
numbers of schemes and challenges have proliferated and the work-load has
increased without a concomitant change in the capacity of the civil service.
Therefore,
From a predominantly controlling and regulating role, the government
machinery needs to reorient itself today; to play an enabling role for
market oriented economic growth.
From a highly centralized and secretive bureaucracy, public
administration and service delivery need to be brought closer to the
people, made more transparent and accountable to them.
From a large sized and perceptibly inefficient system the civil service
needs to transform itself into a trim and efficient, honest and dedicated
army of public servants who are fired with the passion for social
development and poverty reduction.
It needs to develop over time into a modern system that makes effective use of
the latest information technology. To improve productivity by allowing public
sector managers greater freedom and discretion in managing their staff, to
enhance meritocracy by strengthening the process of performance monitoring
and evaluation and, finally to improve the quality and skills of the workforce,
following steps are to be undertaken for improving human resource
development:
Establish a computerized human resource management system
shareable by departments, establishment offices and field offices, so that
GoO can immediately produce accurate and timely information on the
size and composition of the civil service.
Constant up-gradation of knowledge, skills and attitude of civil servants
working at all levels of the government with a focus on the cutting edge
28
level through compulsory induction, in-service e-enablement and
specialized training. Greater use of Information Technology including
modernization of record keeping. A core training programme has been
proposed to be supported under capacity building component under
OMGI. This however would be further strengthened after the proper skill
and capacity assessment under core HR support programme.
A comprehensive performance management system, cadre management
and rationalization.
Establishing institutional linkages with think-tanks and advocacy groups
both within and outside the government for continuous learning and
development.
Inter-sectoral mobility of civil servants to be encouraged as per the
emerging needs and opportunities.
4.3.3 Result Based Monitoring and Evaluation System
The effectiveness of OMGI depends on speed, accuracy and result orientation
of the collaborating departments. OMGI envisages enhancing effectiveness by
increasingly focusing from compliance to outputs and outcomes and it is
proposed to undertake following steps:
GAD to initiate preliminary intra-departmental review process for the pilot
project, product and services, tasks, milestones and work processes.
Each department to redefine its functional goals and come up with
decision and mission statements, existing structure and areas for
rationalization of departments are to be allowed to retain anticipated
savings through rationalization of work processes and assessing the cost
benefit of the pilot initiatives through tracking studies, special
assessments.
Establish a Technical Working Group review the development and
implementation of the medium term governance strategy through a major
inter-departmental functional review in order to rationalize the distribution
of work between departments eliminate functional overlaps and
29
redundancies and merge and truncate tasks functions and departments;
and identify areas for contracting out, with the goal of making them
consistent with Indian and international standards and assessing the
consistency with OMGI mission and goals.
The budget has been provided in the SPMU for the project performance
tracking in GAD - SPMU.
4.3.4 Procurement Reform - E-procurement
Government procurement has been a politically sensitive issue. Government
has been trying to introduce transparency and accountability in the procurement
process after a large number of tender fixing incidents were reported not only in
the state but also in many parts of the country.
Government has constituted a High Powered Committee on e-procurement to
oversee the implementation of e-procurement project. The members of the
committee are the four major user departments (Works, Water resources,
Housing and Urban Development, Rural Development apart from Finance and
IT departments). NISG3 has been appointed as the consultant for the project
and they are undertaking the scoping of the e-procurement system and their
mandate is to develop a full scale project proposal. It is proposed that
considering the huge impact it has on the governance in the state, the scoping
and transformation of OCAC could be supported from OMGI. However the
detailed implementation cost for establishing the e-procurement system will be
mobilized separately and not covered under OMGI. This process has already
been initiated with the mobilization of NISG and OMGI can reimburse the cost.
3 Detailed note on the E-procurement scooping study has been enclosed in the Annexure 4
30
4.4 Capacity Building
Capacity Building of the SPIU staff as well as the core staff including key
secretaries is very much essential for OMGI implementation. A budget of 50
lakh have been proposed for training the staff (deputy secretary and onwards- at
least five from each of the 37 departments in key identified areas that will be
decided during the core HR programme implementation). They would serve as
internal change agents and will have larger working span and would stay
engaged in the process. More importantly, they will be sensitive to the needs of
the poor people so that the reform is inclusive and equitable. Exposure visits will
involve looking at various projects in different states that has citizen centric
interface and achieves some of the values ingrained in OMGI. Some of the
important initiatives have been listed below.
Table 4 Some examples of governance related initiatives
Project State
Bhoomi online land registration system Karnataka Mandal Online Andhra Pradesh Multi-purpose service delivery by resident welfare associations
Delhi
Citizen Report Card Karnataka Voice online delivery of services and kiosks-eSeva Andhra Pradesh
It will be worthwhile to discuss with concerned officials about the whole process
and document the learning. Regional visits have been proposed with qualified
experts as escorts to document the lessons from these projects. Apart from that
in-house training of SPIU staff on core citizen centric pilot projects has been
budgeted. It is proposed that SPIU will have a core staff of an MIS specialist as
well as one programmer to orient the staff of the department on the technical
aspect of the pilot project. The core staff will work closely with the technical staff
to develop the project concept notes and proposals.
Apart from these capacity building inputs for thematic consultation workshops
(with SPIU and special) have been budgeted to factor in the opinions of the
various stakeholders. Funds have been provided for reform communication to
make citizens aware about the pilot initiatives and seek their feedback about
31
their working and see that the poor uses these products and services and
derives the benefit.
Total Budget input for the component = Rs 100.4 lacs
4.5 Key Outputs
Output 1: A comprehensive Governance Strategy Paper covering participating departments Steps:
GAD seeks suggestions and proposals on Medium Term Governance
Strategy Statements from Departments
Strategy developed and agreed in consultation with select departments
Department Specific Strategy Document Analysed (existing) and
Departmental Reform action plan Developed
Department reform action plan and strategy are vetted by the steering
committee
Vision (in line with Orissa Vision 2020) developed in the Governance
theme by consolidating the strategy and action plan
Time Frame: Indicative end date – April 2006 for select departments
Output 2: E-Governance Strategy document covering sectoral (e-enabling of departments) and cross-cutting wok (HRMIS, Project Performance Management System) developed and basic project MIS is in place. Steps:
E-governance assessment process is initiated with the participating
departments
Pilot initiatives are identified based on criteria laid down
E-governance linkage in the pilot initiatives mapped out with clear
indication for the pilot scale costs and time frame
Basic result based management framework (project MIS) established
and agreed by the steering committee
Time Frame: Indicative end date – June 2006 with full procedural integration
32
Output 3: Tools and procedures reengineered (e.g. Secretariat Manual, OGFR, PWD code, etc.) Steps:
Processes and codes of certain departments are to be re-engineered to
meet the requirement of a modern day management. These procedures
and codes will be identified during the reform action planning stage and
clearly mapped out jointly by the GAD facilitators, work-stream facilitators
and MIS specialists in the SPIUs.
Specialist teams to be configured and mobilised to work on the manuals
Pilot testing and finalisation of the manual
Steering committee sends the updated manuals for feedback from
appropriate agencies for implementation
Necessary government orders obtained for their implementation
Time Frame: It’s a recurring task – to be over by 31st July 2006
Output 4: Procurement Strategy through OCAC developed and detailed transformation strategy for the e-enabled system to transform to e-procurement system is established. Steps:
E-procurement scoping document prepared
Piloting of the system initiated with the participating departments
Restructuring plan for OCAC for the transformation of its structures and
processes is completed
Strategic staff for the e-procurement pilot implementation identified
Time frame: Strategic restructuring to be finalised by June 2006
Output 5: Project development support provided to configure, assess and track the pilot projects Steps:
Specific discussion initiated with vigilance department for anti-corruption
strategy and expenditure management strategy with the finance
department.
Tracking studies and assessment framework for the pilot initiatives
established.
33
Consultation on the pilot initiatives with stakeholders on the impact is
conducted and upscaling plan assessed and project report developed
Time frame: Task is recurring in nature – to be mostly over by end of 2008
Output 6: Assured Level of Service Delivery Framework and Strategy in Place and pilot SPIU level E-CSSD Projects Implemented Steps:
Citizen charter (if any) analysed (in line with the strategy statements)
Maximum citizen interface points identified
Maximum number of processes that is corruption prone listed
Minimum level of IT exposure in the process identified
Prioritised pilot project developed
Report highlighting Performance and Outcomes published
Possible re-engineering of the system, renewal of the staff and
integration of technology arising out of lessons from pilot is integrated
and upscaling project report prepared
Time Frame: Task is recurring in nature – to be mostly over by end of 2008
Output 7: Capacity Building of SPIUs Steps:
Mobilised staff of SPIU are familiarised with their ToR and Job chart
Thematic consultations with SPIU staff and SPMU staff is facilitated for
the preparation of departmental action plan and strategy
Exposure visits organised for the key staff
Reform communication plan formulated
Reform communication about the implemented pilot initiatives are
implemented and the stakeholders are made aware
Time Frame: Some tasks are recurring and to be over by end of 2008
Output 8: Institutional Development Steps:
Identified workspace refurbished and modernised
All requisite furnishings, equipment procured
Core staff for the contracting unit at OCAC mobilised
34
Core staff for SPMU mobilised
Core staff of SPIU mobilised
Time frame: All institutional development tasks for select departments to be
completed by the end of April 2006 and full procurement stabilisation may be by
the end of July.
5 PROPOSED IMPLEMENTATION APPROACH
5.1 Institutional Arrangement
5.1.1 Steering Committee
The project will get the strategic guidance from a steering committee. The role
of the steering committee shall be to ensure that the works of all parts of OMGI
are well coordinated. It will approve and review the Reform Action Plans of
specific Departments. It shall identify the strategic priorities for the
departments, review the progress and communicate the results of the
programme to the political leadership. The committee will be chaired by the
Chief Secretary. The composition of the committee has been notified in the
resolution enclosed in Annexure 1. A member each from DFID and the World
Bank may be invitee members to the steering committee. One or two experts
could be nominated by name to the committee at the discretion of the GoO.
This will aid in faster decision making on request of funds, proposal processing
and decisions on the draw-down funds.
5.1.2 Management Committee
A Management Committee will be formed to implement various initiatives with
following members:
1. Special Secretary, General Administration Department (A.R.) -Chairman
2. Additional Secretary, Administrative Reforms -Member Convener
3. Chief Executive, OCAC -Member
35
4. Additional Secretary, Finance to be nominated by the Finance Department -
Member
5. Three Officers not below the rank of Deputy Secretary to be nominated by
three Departments (SPIUs) having specific sectoral reform programme.
This committee is an operational hands-on committee and will provide
operating guidance to SPIUs and SPMU, act as sounding board, trouble-
shooter and shall act as operating decision maker.
5.1.3 State Project Coordination and Monitoring Unit (SPMU)
In order to aid and assist the Steering Committee and Management Committee,
a Coordination and Monitoring Unit will be set up in the General Administration
Department under OMGI. It will serve as the secretariat of the steering
Committee. This unit will coordinate with collaborating departments, follow up on
project mile-stones and prepare project progress reports to be shared with
stakeholders and funding agencies on a regular basis. Adequate funds have
been provided in the SPU for preparatory work such as e-tooling, research and
studies.
5.1.4 Strategy and Performance Innovation Units (SPIUs)
The Departments undertaking reform action plans will establish Strategy and
Performance Innovation Units (SPIUs) within their Departments comprising the
Nodal Officers at the level of Department as well as HOD level. These units will
be supported from the project in terms of sourcing external expertise through the
Contracting Unit established at OCAC. Each SPIU will be supported by an MIS
specialist and a programmer to provide e-governance technical backstopping.
(The ToR for these positions is available in the separate E-governance Report)
The sectoral backstopping will be provided by a work-stream facilitator and the
identified core staff from the departments. SPIU is meant to support to the
Principal Secretary/head of the department in planning ad taking forward the
reform initiatives as per the departmental strategy and action planning to
improve the services of the department.
36
It is envisaged that SPIU will undertake special purpose pilot reform initiatives
facilitated by the strategic consultants for governance reform and e-goverance
integration. Pilot implementation will be coordinated by the SPIU nodal officer
(from the department) and the work-stream facilitator (a technical consultant (s)
mobilized for the reform implementation or project implementation). The terms of
reference and profiles of the special purpose consultants to be hired by the
SPIUs have to be proposed by the departments and to be approved by the
management committee and to be procured by OCAC for the SPIU.
The capacity building requirements of SPIU has been budgeted so that they
have right exposure and expertise to sustain the initiatives anchored by the
department. Each SPIU will be supported to generate at least 3-4 project
concept notes. Some of the project concept notes will be short-listed for detailed
proposal development.
The proposals will be placed in the steering committee for approval and the
cleared projects for their hardware and software needs will request special
purpose contracting unit in OCAC for the fund.
5.1.5 Contracting Unit in OCAC
The project requirements (hardware and software) and specific consultancy
assistance for the Departments will be procured through a special purpose
Contracting Unit established at the Orissa Computer Application Center. This
Contracting Unit will function under the overall guidance of the Management
Committee. Staffing of the unit with qualified staff will be funded and supported
under pre-project initiatives. The ToR of the staff has been enclosed in the
Annexure 4 of this report. OCAC will serve as a window for receiving the
technical assistance. OCAC will receive the technical assistance and keep it in a
separate account. Drawal from this fund will be authorized by the Management
Committee.
The detailed schematic diagram of the project implementation arrangement has
been given in the following page.
37
Figure 3 Project Implementation Arrangment
5.2 Programme Phasing
It is a general consensus that there will not be a big-bang reform which can’t
manage the expectations of the citizen and will be open to question and will be
unsustainable. OMGI will be divided in to manageable phases. There will be a
phase for designing the projects with proper analysis where all the institutional
arrangements will be in place. This period will be used for fine-tuning the
comprehensive strategic framework and implementation plan. Some of the large
projects for which preparatory and scoping work will be supported so that it
creates an enabling environment for those project implementation.
Then in first three year phase SPIUs will roll out sectoral pilots where GAD-
SPIU will roll-out its own cross-cutting reform initiatives. The funding for pilot
initiatives on a draw down basis will also commence once the scoping exercise
is over.
Resource and Technical Assistance Institutions
Funding Support
State Resource Centre for E-Governance & IT
application
OMGI Steering Committee Strategic Direction & oversight
OMGI Mgmt. Committee Agenda setting,
implementation coordination
Gopabandhu Academy of Administration for training
SPU in GAD Project
Management
Contracting Unit Contract Mgmt
SPIUs in Departments Pilot Project & Core Projects
Districts & Blocks Interface Points
38
The programme phasing framework has been summarised from the experience
of several countries who have undertaken similar reform initiatives. The
countries like Philippines, Indonesia, Malaysia and Ireland had identical
implementation pathway.
Figure 4 Typical phasing of integrated governance projects
Detailed work-plan for the project has been presented in the Annexure 5 of
this report.
Del
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e to
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Supp
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AD &
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AC
PRE-PROJECT
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) WEB PRESENCE
Implementation and Technology Phasing
Intra
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TRANSFORMATION Cross cutting area:
HRMS, rules & procedures
39
6 BUDGET
The budgets have been linked to activities, output and phases. The total
consolidated budget has been given below. Component wise budget is included
in Annexure 2 of this report. Total project cost will be Rs 9.48 crores.
Table 5 OMGI Budget
INDICATIVE BUDGET Phase-wise Cost (Rs lacs) Components Year I Year II Year III TotalINSTITUTIONAL DEVELOPMENT 84.42 60.06 69.93 214.41STRATEGY DEVELOPMENT 142.54 30.98 15.75 189.26PROJECT IMPLEMENTATION-SPMU in GAD & DEPT SPIUs 126.00 147.00 171.00 444.00CAPACITY BUILDING 36.85 37.81 25.74 100.40GRAND TOTAL 389.81 275.85 282.42 948.08
The amounts indicated under different components are subject to revision as
deemed necessary by the competent authority. As per the indicative work plan
the project can commence in February 2006 and end in December 2008.
7 Monitoring The project will be monitored internally by the SPPMU and quarterly progress
reports will be prepared and submitted to the stakeholders. Apart from that
institutional arrangement will be reviewed in the first year after six months and
subsequently there will be one annual review each year and a mid-term review
at the third quarter and one output to purpose review during the end of the third
year after the annual review. These are external reviews to be done in a
participative manner to bring objectivity to the project. Indicative list of indicators
have been listed below: The indicators of various outputs are listed below:
Institutional Development Notification and constitution of a SPMU in GAD to operate in a mission
mode
Staff and facility provided in the SPMU
SPIUs established the planning, coordination and monitoring system for
the project
40
Contracting unit established
a. Core team at OCAC for consultations and contracting for OMGI
b. Study of existing procurement systems in select departments
Exposure and consultation report on the e-procurement system
a. X% Cycle time reduction
b. X % Grievance reduction
Strategic consultants mobilized
Core staff mobilized
Strategy Development X no. of departments prioritised
X nos. department consultation held
X nos. of quick win pilots conceptualised
X nos. department specific strategic documents prepared
E-governance scoping document
Project MIS
X nos. tools and procedures developed or re-engineered
Project Implementation X no of Service Delivery guidance note prepared by the core team of the
dept. (SPIU)
Committee clears the X no. of project proposal
X no. of Back-office system, resources and infrastructure estimated for
the pilot and upscaling
X of Pilot Public information points including the dist. are enabled to try
the pilot including the staff associated with proper training
X no of reports of results of the pilot critically analysed and systems and
procedures studied to have a robust mainstreaming
Capacity Building X no. of exposure visits organised
X no. of consultations held
X no. of training programmes conducted for core staff
X no. of media coverage and interest serviced by the cells
41
8 Conclusion
OMGI is not meant for a big bang reform or an e-governance initiative it is a
special purpose initiative to analyse, inform and conceptualise reform with
tangible quick wins that can be up-scaled if found beneficial to the stakeholders.
OMGI is not a time-limited project, but a new way of working which would take
over from OPSRP II as a vehicle that would steer public sector reform initiatives
for the foreseeable future. The efforts of the first three years of OMGI are to be
upscaled thereafter to take the form of a long-term sustainable institutional
framework for governance reform that is fully integrated into the core of
Government- fully owned and operated.
Orissa Modernising Government Initiative
DRAFT
Annexure
-
Annexure-1
Government of Orissa General Administration Department
(Administrative Reforms) ****
RESOLUTION
No. 89/ARC Bhubaneswar Dated 4th October, 2005
Sub: Setting up of the institutional framework for the implementation of administrative reforms under Orissa
Modernizing Government Initiative (OMGI).
1. Background
The Government of Orissa in its continuing efforts for improving citizen service delivery has embarked on a
broad based strategy for administrative reforms. The strategy includes broad priorities as follows:
Cross-cutting process re-engineering at the Secretariat and Departments
Cross-cutting Process re-engineering at the district
Better Public Expenditure Management Systems
Setting up sound Human Resource Management Systems
Capacity building for better policy making and implementation
Setting up sound monitoring and evaluation systems for expenditure and implementation.
2. STEERING COMMITTEE
With the aforesaid objective the State Government have been pleased to constitute a steering Committee
on Good Governance Initiatives under the chairmanship of Chief Secretary with the following as
members"
1. Development Commissioner
2. Agriculture Production Commissioner
3. Member Board of Revenue, Orissa, Cuttack
4. Principal Secretary, Finance Department
5. Principal Secretary, Commerce & Transport Department
6. Principal Secretary, Revenue Department
7. Principal Secretary, Forest & Environment Department
-
"- 8. Principal Secretary, Housing & Urban Development Department
9. Commissioner-cum-Secretary, Rural Development Department
10. Commissioner-cum-Secretary, School & Mass Education Departments
11. Commissioner-cum-Secretary, Information &Technology Department
12. Special Secretary, General Administration Department
13. Commissioner-cum-Secretary, Panchayati Raj Department
14. Additional Secretary, Administrative Reforms -Member Convener.
The Steering Committee will provide overall strategic direction to the reform process. It will approve and
review the Reform Action Plans of specific Departments.
3. COORDINATION & MONITORING UNIT
In order to aid and assist the Steering Committee a Coordination and Monitoring Unit is' set up in the General
Administration Department under OMGI. It will serve as the secretariat of the steering Committee.
4. MANAGEMENT COMMITTEE
A Management Committee is formed to implement various initiatives with following members:
1. Special Secretary, General Administration Department (A.R.) -Chairman
2. Additional Secretary, Administrative Reforms -Member Convenor
3. Chief Executive, OCAC -Member
4. Additional Secretary, Finance to be nominated by the Finance Department -Member
5. Three Officers not below the rank of Deputy Secretary to be nominated by three Departments having specific
sectoral reform programme.
The Management. Committee shall meet as and when necessary and work under the guidelines of Steering
Committee.
5. CONTRACTING UNIT
The requirement of specific consultancy assistance of the Departments a Contracting Unit is established at the Orissa Computer
Application Center that will source
- expertise. This Contracting Unit will function under the overall guidance of the Management
Committee.
6. STRATEGY AND PERFORMANCE INNOVATION UNITS
The Departments undertaking reform action plans will establish Strategy and Performance Innovation Units
(SPIUs) within their Departments comprising the Nodal Officers at the level of Department as well as HOD level.
These units will be supported from the project in terms of sourcing external expertise through the Contracting
Unit established at OCAC.
FUNDS MANAGEMENT
OCAC will serve as a window for receiving the technical assistance. OCAC will receive the technical
assistance and keep it in a separate account. Drawal from this fund will be authorized by the
Management Committee.
8. This order will take effect from the date of issue.
ORDER
Ordered that the Resolution be published in the Orissa Gazette. Ordered also that copies of the
Resolution be forwarded to all Departments of Government / All Heads of Departments / All Collectors /
Registrar, Orissa High Court / Registrar, Orissa Administrative Tribunal/Secretary, Orissa Public Service
Commission, Cuttack / Secretary, Orissa Staff Selection Commission, Bhubaneswar / Director, Printing,
Stationary and Publication, Orissa, Cuttack / Secretary to Governor for information and communication to
all appointing authorities under them. '
By order of the Governor
Sd/- (T.K. Pandey)
Special Secretary to Government
Annexure 2 ORISSA MODERNISING OF GOVERNMENT INITIATIVESummary Sheet
SL. NO INDICATIVE BUDGETComponents Year I Year II Year III Total
2C1 INSTITUTIONAL DEVELOPMENT 84.42 60.06 69.93 214.412C2 STRATEGY DEVELOPMENT 142.54 30.98 15.75 189.262C3 PROJECT IMPLEMENTATION-SPMU in GAD & DEPT SPIUs 126.00 147.00 171.00 444.002C4 CAPACITY BUILDING 36.85 37.81 25.74 100.40
GRAND TOTAL 389.81 275.85 282.42 948.08
Phase-wise Cost (Rs lacs)
Annexure 2: Budget for OMGI
2C1 INSTITUTIONAL DEVELOPMENT(Rs Lac)
Budget Estimate Qty Unit Rate Cost YR-I YR-II YR-III TotalA GAD SPMU WORKSPACE MODERNISATION
A1 Workspace modernisation Building Renovation 1000 Sft 700 7.00Airconditioning 2000 Sft 300 6.00Sub Total 13.00 13.00
A2 Furnitures:Office 5 Modules 20,000 1.00Conference Room Lumpsum 2.00Sub-Total 3.00 3.00
A3 Equipments:Computers including printers 5 Nos 40,000 2.00Library Reading Materials & E-subscriptions Lumpsum 5.00Sub-Total 7.00 7.00
B SPIU WORKSPACE MODERNISATIONNo of SPIU formed 4 5 6 15Cost per SPIU for Scoping work
B1 Modernisation of the SPIU WorkspaceWorkspace Renovation lumpsum 1.00 4 5 6 15Sub Total 4.00 5.00 6.00 15.00
B2 Furnitures:Office furnitures for 5 persons 5 Modules 10,000 0.50 2 2.5 3Other furnitures Lumpsum 1.50 6 7.5 9Sub-Total 8.00 10.00 12.00 30.00
B3 SPIU Equipments:Computers including printers 3 Nos 40,000 1.20 4.8 6 7.2Furniture, Library & Reading Materials Lumpsum 1.00 4 5 6Sub-Total 8.80 11.00 13.20 33.00
C SPECIALIST SERVICES-GAD SPMUCORE STAFFProject Coordination 1 p.m 30,000 3.60MIS development Specialist 1 p.m 20,000 2.40Technical Specialists (programmer) 2 p.m 10,000 2.40Sub Total 8.40 8.40 8.40 25.20
D SPECIALIST SERVICES-OCACCORE STAFF FOR CONTRACTING UNITProcurement Specialist 1 p.m 30,000 3.60 3.00 3.60 4.20Deputy Procurement Specialist 1 p.m 20,000 2.40 2.04 2.40 2.76Accountant 1 p.m 15,000 1.80 1.56 1.80 2.04Sub Total 6.60 7.80 9.00 23.40
E SPECIALIST SERVICES-DEPT. SPIUsCORE STAFFWorkstream facilitator 1 p.m 20,000 2.40 9.60 12.00 14.40MIS development Specialist 1 p.m 15,000 1.80 7.20 9.00 10.80Technical Specialists (programmer) 1 p.m 10,000 1.20 4.80 6.00 7.20Sub Total 21.60 15.00 18.00 54.60
F TOTAL INVESTMENT COST 80.40 57.20 66.60 204.20Contigency 5% 4.02 4.02 2.86 3.33 10.21
D RECURRENT COST 4.02 2.86 3.33 10.21
G GRAND TOTAL 84.42 60.06 69.93 214.41
Assumption Yr I Yr II Yr IIISalary for procurement specialist p.m. 25,000 30,000 35,000 Salary for Dy. procurement specialist p.m. 17,000 20,000 23,000 Salary for Dy. Accountant p.m. 13,000 15,000 17,000 Other positions can be phased in the anbove fashion to show some increment
PHASE-I
Annexure 2: Budget for OMGI
2C2 STRATEGY DEVELOPMENT(Rs Lac)
Budget Estimate Qty Unit Rate Cost YR-I YR-II YR-III Total
A1
STRATEGY & PROJECT DEVELOPMENT SUPPORT-GAD SPMUE-Governance Assessment Study-Departmentwise Lumpsum 10.00Scoping and Workplan for e-enablement, HRMIS Lumpsum 40.00Manual & procedure Development Lumpsum 10.00 10.00Departmental strategy papers for medium term governance strategy Lumpsum 10.00Sub Total 70.00 10.00 80.00
A2 STRATEGY DEVELOPMENT - OCACScoping for E-procurement (design fee, exposure visit, workshop and visit cost)** Lumpsum 25.75 2.00OCAC Staff Review Lumpsum 10.00 5.00Sub Total 35.75 7.00 42.75
A3PROJECT DEVELOPMENT SUPPORT-DEPT SPIUsNo of SPIU formed 4 5 6 15Cost per SPIU for Scoping workTracking studies, assessments Lumpsum 2.50 10.00 12.50 15.00Anticorruption strategy Lumpsum 10.00Expenditure Management Strategy Lumpsum 10.00Sub Total 30.00 12.50 15.00 57.50
B TOTAL INVESTMENT COST 135.75 29.50 15.00 180.25
Contingency 5% 6.79 1.48 0.75 9.01
C RECURRENT COST 6.79 1.48 0.75 9.01
D GRAND TOTAL 142.54 30.98 15.75 189.26
**This amount has been ufront financed by the state because of the urgency and to be retroactively financed by OMGI
Annexure 2: Budget for OMGI
2C3 PROJECT IMPLEMENTATION-SPMU in GAD & DEPT SPIUs(Rs Lac)
Budget Estimate Qty Unit Rate Cost YR-I YR-II YR-III Total
A GAD-SPMU CORE TASKThematic Research (open source software for E-CSSD and anyother study) Lumpsum 10.00 5.00 5.00Software Development (Intranet, E-Tools, PMIS) Lumpsum 10.00 10.00 10.00Sub Total 20.00 15.00 15.00 50.00
B DEPT. SPIU PILOT INITIATIVESNo of SPIU formed 4 5 6 15Implementation approx. budget Lumpsum 25 100 125 150The tasks will include various scoping studies, pilot intiatives by SPIUse.g. Food-grain tracking (Food & CW), MDM MIS (W&CD), Allotment System in BDAProperty Tax MIS (H&UD), Ditstrict Modernisation Plan, etc.Sub Total 100.00 125.00 150.00 375.00
C TOTAL INVESTMENT COST 120.00 140.00 165.00 425.00
Contingency 5% 6.00 7.00 8.25
D RECURRENT COST 6.00 7.00 6.00 19.00
E GRAND TOTAL 126.00 147.00 171.00 444.00
PHASE-I
Annexure 2: Budget for OMGI
2C4 CAPACITY BUILDING(Rs lac)
Qty Unit RateBudget Estimates (In Rs) YR-I YR-II YR-III Total
A SPIU TRAINING
Inhouse trainings 1.50 1.88 2.40 5.78Thematic Seminars 15 75,000 3.00 3.75 4.50 11.25Service Provider Cost lumpsum 1.00 1.00 1.00 3.00Facilitation Cost lumpsum 1.00 0.75 0.50 2.25
B OTHER STAFF TRAINING 250 20,000 20.00 20.00 10.00 50.00
C EXPOSURE VISITSRegional Visit 6 visits 4 2.00 2.00 0.00 4.00
D REFORM COMMUNICATION lumpsum 5.00 5.00 5.00 15.00
E TOTAL INVESTMENT COST 33.50 34.38 23.40 91.28
Allowances, per diems, etc. 10% 3.35 3.44 2.34 9.13F RECURRENT COST 3.35 3.44 2.34 9.13
G GRAND TOTAL 36.85 37.81 25.74 100.40
AssumptionsSPIU TrainingSPIU Formation Yr-I Yr-II Yr-III UnitNo. of SPIUs 4 5 6 Nos.No of trainees per year 40 50 60 Nos.Expense per trainee for 15 days training 750 750 800 Rs.No. of Trainings 5 5 5 Nos.Thematic SeminarParticipants per workshop 30Cost per participant 2500Exposure VisitsRegionalNo.of members in each team including facilitators 8No of teams per year 3 3Per member cost 50000Other staff training costPer member cost 10002 wk training cost per member 14000per member tarvel cost 5000
Yr-I Yr-II Yr-IIITotal staff to be trained 100 100 50
PHASE-I
Annexure 3
Short Note on e-Procurement
1) Constitution of High Powered Committee for e-procurement
Government have been pleased to constitute a High Powered Committee on e-
procurement to oversee the implementation of e-procurement in the State with the
following Government officials.
1. Principal Secretary, Finance Department - Chairman
2. Secretary, Works Department - Member
3. Secretary, R.D. Department - Member
4. Secretary, W.R. Department - Member
5. Secretary, H & UD Department - Member
6. Secretary, IT Department - Member
7. Director, IT Department - Member Convener
In case of the absence of the Chairman of the Committee, the senior most
Member of the Committee will preside over the meeting.
The Committee will decide the modalities of the implementation of e-
procurement system in the State.
2. Meeting of the committee
The 1st meeting of the High Powered Committee was held on 11.8.2005 under
Chairmanship of Chief Secretary, Orissa.
Decisions taken in the 1st High Powered Committee for e-procurement are as
follows:
• The proposal given by NISG, Hyderabad seems to be in order. However, the exact
Terms of Reference (TOR) for the assignment may be studied and vetted by a
team comprising Secretary H & UD, Secretary RD, Secretary Water Resources
and Secretary Works. Thereafter, the file may be submitted for Govt. approval for
engaging NISG as the consultant. NISG shall be asked to set up a full-fledged
team at Bhubaneswar itself.
• Secretaries of the 4 engineering departments shall identify by (12/8/05) 4 to 5
officers, preferably those with right orientation and having sufficient remaining
service in their respective departments of the rank of SE/ EE/ AEE. These officers
shall be the key resource persons for implementing e-procurement and one of
them may be nominated as the nodal officer for the respective department. A core
implementation team will function full time (out of those identified officers) at
OCAC.
• A team comprising the Secretaries of the 4 engineering departments along with 4
to 5 officers from each department may visit Hyderabad preferably in the week
starting 22nd August for an exposure-cum-training program on e-Procurement.
The objective of the visit shall be to understand the way e-Procurement system
has been implemented in Andhra Pradesh and the processes and issues associated
with the implementation. Secretary IT and Secretary AR Cell may also be a part
of this team.
• Each of these 4 engineering departments shall prepare a compendium of all Govt.
orders/ circulars of their department relating to tenders/ award of contracts/works.
This compendium should be ready within one week.
The 2nd meeting was conducted on 13.8.2005. Secretary Water Resources,
Secretary IT, Special Secretary G.A, Secretary Works, Director IT & Chief Engineer
Rural Works Department attended the meeting.
The proposal submitted by NISG for appointment as consultant for the e-
procurement project was discussed at length. The committee recommended to appoint
NISG as consultant for e-procurement project of Govt. of Orissa.
3. Decision to engage NISG, Hyderabad as consultant
The proposal submitted by NISG for engagement as consultant has been
discussed at length by the committee. The committee recommend Government to appoint
NISG as consultant and with a consultancy fee of Rs.18.0 lakh. Out of pocket expenses as
per actuals with a ceiling of Rs.4.0 lakh shall be paid to NISG. The above amount shall
be earmarked from the Orissa modernizing Government initiative fund.
Chief Minister has approved the proposal on 18.08.2005.
4. Training of key personnel on e-procurement
A three day workshop on e-Procurement was conducted by NISG, Hyderabad at
Hyderabad during 15-17th September, 05. Where in 22 official from Works, Rural Works,
Water Resources, Housing & Urban Development, GA Department & OCAC have
attended the workshop.
The participants have shown keen interest in the workshop and have taken active
part in the group activities devised and came up with meaningful presentation.
5. Kick-off meeting to be organized
Kick-off meeting for the start of the e-Procurement to be organized very shortly.
****
Annexure 4 TERMS OF REFERENCE
Procurement Specialist in OCAC Contracting Unit BACKGROUND: Government of Orissa is pursuing an ambitious Orissa Modernizing Government Initiative (OMGI) to be supported by DFID. The objective of the Program is to ensure better public services to the poor by improving the service delivery adopting a comprehensive four-pronged approach through the use of information technology, building an enabling policy framework for service delivery, re-engineering the government processes and enhancing capacity of the human resources to manage a smart and modern citizen centric government. The Project implementation arrangements will include establishment of a Special Purpose Contracting Unit in the Orissa Computer Application Centre (OCAC). This unit will be responsible for the procurement of services of the consultants and other hardware for the Project implementation process, and will be supported by a small core team of professionals who will provide support in their respective areas. OBJECTIVE: The Project Support Unit shall be a staffed by qualified personnel having experience in project management, procurement especially in the areas of information technology, consultancy, etc. The unit will be responsible to the Managing Committee of OMGI for the coordination and implementation of all procurement activities within PCU and in the department for project funded initiatives to give desired flexibility. TASKS:
A. Provide support in preparation of the Project Procurement Procedures Manual based on the
Project’s established procurement parameters and the DFID’s procurement rules and guidelines. B. Provide support in preparation of the Simplified Procurement Procedures Manual (SPPM) for use
in implementation of the activities funded under DFID in Orissa (linking relevant government rules to ensure minimum divergence but maximum flexibility)
C. Develop a database of service providers in the areas of goverance, institutional development, M&E, Information Technology (specific skills listed in the E-Governance Note), etc
D. Facilitate the conduct of procurement training workshops for the information of various service providers.
E. Provide support in preparation of DFID’s customized Bidding Documents and Request for Proposals (RFP) including standardized Forms to be used for local contracts in Orissa.
F. Monitor the Project procurement activities. Interact with all stakeholders and provide support in preparation and update of the Project’s annual Procurement Plan.
G. Ensure timely publications of the annual General Procurement Notices (GPN), Specific Procurement Notices (SPN), and Expression of Interests (EOI) when required.
H. Maintain the Register of qualified suppliers and consultants and ensure periodic update of the Register as per the advertisements and consultant requests;
I. Interact with the SPIUs of the departments and technical officers, for coordination of the preparation of Terms of reference and Specifications for the Procurement activities.
J. Initiate and coordinate the procurement process for the bids, and provide support in the selection of the short lists and pre-qualification of suppliers (staff, consultant, hardware, etc.) where necessary.
K. Coordinate the response to the inquiries, and where necessary communicate the results of the evaluation process to the applicants.
L. Provide support in Coordination and preparation of Bidding Documents and RFPs and issue the documents to the respective bidders and consultants.
M. Monitor and ensure timely responses to procurement questions raised by DFID.
N. Follow-up with the short listed consultants within 10 days of RFP dispatch to ensure their participation in the procurement exercise.
O. Coordinate the Evaluation Committees/Steering Committee/Managing Committee meetings, and where necessary assume the role of the Committee’s secretary in recording the minutes of the meetings.
P. Prepare the minutes of the Evaluation Committee meetings, and request for “no objection” letters, where necessary.
Q. Coordinate arrangements for the negotiation process, where necessary. R. Provide support in preparation of the final contracts, and ensure timely distribution of all relevant
procurement and contract documents to all stakeholders. S. Monitor timely receipt of the Goods and consultant’s monthly status reports. T. Monitor the receipt of the Suppliers and Consultants invoices and ensure the request does not
exceed the contract allowance. Where approved payments exceed the contract amount, verify the validity of the invoice, and prepare a request for “no objection” from Committee.
U. Maintain the performance monitoring database for all suppliers and consultants. V. Maintain and update the unit’s procurement filing system, and ensure timely input of all relevant
documents in their respective files for audit purposes confirming to the audit procedures laid down in the project
W. Support the Senior Staff Members in SPU in any and all procurement activities. X. Organise national and international exposure visits, prepare itinerary, budget and contact various
institutions for the visit. Y. Conduct workshops and seminars and manage the logistics as well prepare the budget as per the
advice of the technical staff. Z. Carry out any other periodic duties that may be assigned by the Director IT in OCAC.
QUALIFICATIONS The staff should have a must have a (1) Degree in Accounting/Finance (Chartered Accountant or MBA-Finance) and (2) at least at least 5 years of working experience in Donor funded projects or in procurements in reputed IT companies with a turn over of Rs 10 crores per annum. He will be supported by a deputy procurement specialist who is qualified in costing and also familiar in secretarial duty (computer literate). Staff must be fully proficient in application of the bi-lateral and multilateral Procurement Rules and Guidelines for procurement. REPORTING The procurement specialist will report to Director-IT in OCAC for the administrative purpose who is also the member of the managing committee. He will be supported by a deputy procurement specialist. Staff will work closely with the department and other technical officers responsible for the Project activities in SPU and SPIUs in departments for all the procurement related tasks. CONSULTANCY TERM: The staffs are expected to work in the OCAC office in Bhubaneshwar and will use the fully furnished office space allotted for the purpose. This Consultancy term will be initially for a period of three years.
TERMS OF REFERENCE Project Coordination Specialist in SPU-GAD
BACKGROUND: Government of Orissa is pursuing an ambitious Orissa Modernizing Government Initiative (OMGI) to be supported by DFID. The objective of the Program is to ensure better public services to the poor by improving the service delivery adopting a comprehensive four-pronged approach through the use of information technology, building an enabling policy framework for service delivery, re-engineering the government processes and enhancing capacity of the human resources to manage a smart and modern citizen centric government. The Project implementation arrangements will include establishment of a State Project Coordination Unit (SPU) in the General Administration Department. This unit will be responsible for the overall coordination and management of the Project implementation process, and will be supported by a small core team of professionals like MIS speacialist and programmers who will provide support in their respective areas. OBJECTIVE: The Project Support Unit shall be a staffed by qualified personnel having experience in project management, information technology, consultancy, etc. The unit will be responsible to the Managing Committee of OMGI for the coordination and implementation of all project management activities within SPU and in the departments for project funded initiatives to give desired flexibility. TASKS: A. Assists Secretary, Addl. Secretary in GAD and other technical staff regarding issues affecting
programming, planning, development, implementation, program monitoring, reengineering programs, managing and focusing on results.
B. Coordinates with consultants for the delivery of OMGI program performance monitoring system. C. Works with technical team to develop practical information tracking systems. Assists in the
verification of baseline data and helps to analyze data collected.
D. Assists in provide oversight, and follows up with SPIUs, core project consultants for the continuity for current program activities, while at the same time assessing and responding to OMGI’s changing needs, shift form emergency to development programs by expanding current activities and programs and creating new ones, as appropriate.
E. Interfacing with SPIUs and consultants for the follow up on the development of proposals for
programs, activities (projects), feasibility studies, evaluations, analyses. F. Support proposal and program development in the field, and provide leads for program
development. G. Convenes and leads meetings as needed to address current program activities (project), program,
strategic objectives, and intermediate results issues. H. Supervise and assures accurate, well-documented reporting on achieving the OMGI program;
assures that such reporting contributes to effective management of the development program. I. Assisting in coordinating the development of project strategies, proposals, regular donor program
updates to ensure they meet OMGI and donor quality standards and to ensure that they are technically feasible.
QUALIFICATIONS: Able to work on a team of nationals and international experts, and ability to mentor other staff in the SPU. Prior experience in DFID program reporting, impact measurement, writing proposals and grants Strong knowledge of DFID program rules and regulations. Degree in Business Management/ Information Technology and 7 plus years of professional experience. REPORTING: The project coordination specialist will report to Addl. Secretary in GAD for the administrative purpose who is also the member of the managing committee. He will be supported by an MIS specialist and two programmers who will work closely with the department and other technical officers responsible for the Project activities in SPU and SPIUs in departments for all the procurement related tasks. CONSULTANCY TERM: The staffs are expected to work in the GAD office in Bhubaneshwar and will use the fully furnished office space allotted for the purpose. This Consultancy term will be initially for a period of three years.
ID Task Name Duration Start Finish0 Annexure 5 Workplan 750 days Wed 15/02/06 Tue 30/12/08
1 1 Institutional Development 50 days Wed 15/02/06 Tue 25/04/06
2 1.1 Modernization ofworkspace
30 days Wed 15/02/06 Tue 28/03/06
3 1.2 Relevant GO for staffmobilization at SPMU andSPIU
7 days Wed 29/03/06 Thu 06/04/06
4 1.3 Core staff at ContractingUnit
15 days Wed 15/02/06 Tue 07/03/06
5 1.4 Core staff at SPMU 30 days Wed 15/02/06 Tue 28/03/06
6 1.5 Core staff at SPIUs 20 days Wed 29/03/06 Tue 25/04/06
7 2 Strategy Development 750 days Wed 15/02/06 Tue 30/12/08
8 2.1 Mobilization of strategicconsultants
10 days Wed 08/03/06 Tue 21/03/06
9 2.2 GAD consultsdepartments on mediumterm governance strategy
15 days Wed 22/03/06 Tue 11/04/06
10 2.3 Departmental actionPlan Preparation
28 days Wed 22/03/06 Fri 28/04/06
11 2.3.1 Departmentalaction PlanPreparation 1
7 days Wed 22/03/06 Thu 30/03/06
12 2.3.2 Departmentalaction PlanPreparation 2
7 days Wed 22/03/06 Thu 30/03/06
Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 42006 2007 2008
Task
Critical Task
Progress
Milestone
Summary
Rolled Up Task
Rolled Up Critical Task
Rolled Up Milestone
Rolled Up Progress
Split
External Tasks
Project Summary
ANNEXURE 5 - OMGI WORKPLAN-INDICATIVE
Annexure 5 Workplan -Page 1
Project: Annexure 5 WorkplanDate: Fri 13/01/06
ID Task Name Duration Start Finish13 2.3.3 Departmental
action PlanPreparation 3
7 days Thu 20/04/06 Fri 28/04/06
14 2.4 E-governanceassessment
26 days Wed 22/03/06 Wed 26/04/06
25 2.5 Scoping and workplan for e-enablment,HRMIS, etc.
29 days Wed 22/03/06 Mon 01/05/06
40 2.6 Manual and ProcedureDevelopment
116 days Mon 20/02/06 Mon 31/07/06
47 2.7 Departmental ActionPlan Vetted
7 days Thu 27/04/06 Fri 05/05/06
48 2.8 Anticorruption StrategyDevelopment
120 days Wed 12/04/06 Tue 26/09/06
49 2.9 ExpenditureManagement Strategy
138 days Mon 20/02/06 Wed 30/08/06
57 2.10 Project DevelopmentSupport to SPIUs
747 days Mon 20/02/06 Tue 30/12/08
119 2.11 Procurement strategy 98 days Wed 15/02/06 Fri 30/06/06
122 2.12 Procurment strategy 743 days Mon 20/02/06 Wed 24/12/08
123 2.12.1 Criteriaestablished for pilotinitiatives
15 days Wed 22/03/06 Tue 11/04/06
124 2.12.2 SPIU conceptnotes start flowing
30 days Mon 01/05/06 Fri 09/06/06
125 2.12.3 Thematicresearch on E-CSSD
743 days Mon 20/02/06 Wed 24/12/08
Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 42006 2007 2008
Task
Critical Task
Progress
Milestone
Summary
Rolled Up Task
Rolled Up Critical Task
Rolled Up Milestone
Rolled Up Progress
Split
External Tasks
Project Summary
ANNEXURE 5 - OMGI WORKPLAN-INDICATIVE
Annexure 5 Workplan -Page 2
Project: Annexure 5 WorkplanDate: Fri 13/01/06
ID Task Name Duration Start Finish161 2.12.4 Project MIS
development30 days Wed 22/03/06 Tue 02/05/06
162 2.12.5 Pilot projectsdevelopment bySPIUs
670 days Mon 08/05/06 Fri 28/11/08
198 3 Capacity Building 456 days Wed 26/04/06 Wed 23/01/08
199 3.1 SPIU & SPMU training 30 days Wed 26/04/06 Tue 06/06/06
200 3.2 Departmentalconsultation
20 days Wed 07/06/06 Tue 04/07/06
201 3.3 Exposure Visits 198 days Wed 26/04/06 Fri 26/01/07
204 3.4 Reformcommunicationworkshops, etc.
263 days Mon 22/01/07 Wed 23/01/08
207 4 External Monitoring 542 days Mon 20/11/06 Tue 16/12/08
208 4.1 Annual Review 530 days Mon 20/11/06 Fri 28/11/08
212 4.2 Output to purposereview
12 days Mon 01/12/08 Tue 16/12/08
Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 42006 2007 2008
Task
Critical Task
Progress
Milestone
Summary
Rolled Up Task
Rolled Up Critical Task
Rolled Up Milestone
Rolled Up Progress
Split
External Tasks
Project Summary
ANNEXURE 5 - OMGI WORKPLAN-INDICATIVE
Annexure 5 Workplan -Page 3
Project: Annexure 5 WorkplanDate: Fri 13/01/06
