Implementation of e - Office in Collectorate, North 24 Parganas West Bengal. Presented by: Randhir Kumar, IAS on 24/7/2014 at UPAAM, Lucknow

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1 Implementation of e - Office in Collectorate, North 24 Parganas West Bengal Presented by: Randhir Kumar, IAS on 24/7/2014 at UPAAM, Lucknow

2 Challenges faced in the Collectorate before advent of eoffice Lack of transparency & accountability Manual system vulnerable to corrupt practices Delay in the decision making process due to multiple levels of physical file movement No automated system for tracking papers/files/cases Loss of Papers/files Difficulty in Record Management Limited information sharing Inaccessibility of Files during absence of an Officer/Staff No means to measure citizen service delivery 2

3 Genesis of the Project District Administration was seeking an electronic solution to Digitize legacy files. Process files electronically Track & Monitor DAK Accelerate Decision Making process Establish a Central repository of common documents Provide efficient citizen service delivery Engage, empower and measure human resources Streamline the Non-Plan expenditure (space, consumables & non-consumables) 4

4 eoffice suite of NIC, was best suited for the Collectorate Based on the Central Secretariat Manual of eoffice procedures of DAR&PG Strategic control of the application and data as per the NeGP guidelines Role Based Access Mechanism Electronic File Processing System Central Repository of Documents with Managed Access Single Employee Directory Management Information System

5 eoffice at a glance... platform for efficient, effective and transparent inter and intra departmental transactions and processes. Unified File Management System (efile) Knowledge Management System (KMS) Collaboration and Messaging Services (CAMS) * Personnel Information and Management System (PIMS) * Leave Automation System (eleave) * Tour Automation System (etour) *Under Implementation 5

6 Prominent features efile Features Dashboard view with alerts for different categories of Files and Receipts lying with self and subordinates. Diarisation Generation of Acknowledgement for received letters Follow up Setting reminders on files and receipts Powerful Global Search on metadata and content Added security with Digital Signatures and SMS alerts on important files Instant Messaging for notifications

7 efile Dashboard

8 efile Process

9 efile Process First receiver Scans Scan directly to eoffice application Enter Meta Data System Creates sequential Diary Number for each receipt Send e Receipt to Section, in case of CRU as first receiver Store in Hard Drive Create a new efile Attach to current efile Browse & upload Enter Meta Data System Creates a efile Number e-file moves through the Channel of Submission on the system Digital Sign and send efile to next user Open efile and start Noting, create draft/edit draft/approve draft/issue draft, referencing to drafts & correspondence sections within e-file 9

10 Receipt Diarisation: Scanning, uploading & metadata entry of Inward Letter

11 Receipt Forwarding

12 Receipt Sent items: Tracking Sent receipts

13 File Creation: Creation of new efiles

14 Receipt Attachment : Attachment of Inward letters now termed as Receipts to the relevant files

15 File Work Area : Noting, Correspondence, Draft, References, Linked files, Movements, Details, Digital Signatures, Sending, Closing etc.

16 File Forwarding

17 File Sent items : List of forwarded files for easy tracking

18 File Movement History

19 Search : Quick and Easy retrieval of Receipts, Files and Dispatched letters

20 Search : Quick & Easy retrieval of Receipts, Files & Dispatched letters

21 MIS Reports

22 Knowledge Management System centralized knowledge bank for information sharing, retrieving and archiving

23 Central Repository : Organized storage of documents in KMS

24 Knowledge Repository : List of recently shared documents

25 Before eoffice vs After eoffice ADMINISTRATION SECTION Forms VS CENTRAL REPOSITORY WORKFLOW SECURITY Rules SEARCH LESS EFFICIENT MULTIPLE COPIES MORE TIME ONLINE ACCESS QUICK SEARCH DISASTER RECOVERY STORAGE SPACE MANUAL SEARCH INCREASED COSTS SMS/ ALERTS CENTRAL REPOSITORY WORKFLOW ARCHIVAL DISTRIBUTION SECURITY VERSION CONTROL

26 Implementation Approach Composition of a Project Management team Carrying out Administrative Reforms and Innovations Establishing ICT infrastructure 26

27 Implementation Plan Phases Phase Name Activities Phase 0 Base work for Implementation Data Collection DSC Creation & Configuration Installation and Configuration of Servers & Application Phase 1 Pre- Implementation Planning Preparation of Roadmap for Implementation Study of the working style Study of File Naming Convention Finalization of folder structure for KMS Standardization of File Naming Infrastructure Gap Analysis Procurement of Hardware Phase 2 Capacity Building Training Design Training and Assessment Phase 3 Transition Government Process Re-engineering Migration of existing data Phase 4 Going LIVE eoffice is fully functional Support extended by the team at Collectorate 15

28 Establishing ICT Infrastructure for eoffice Implementation The success and efficiency of an e-governance project depends critically on the quality and extent of the network and its availability in an organization. Setting up of Network-Cum-Data Centre [NDC-N24P] in the Collectorate 4 High End servers SAN Storage Backup through LTO Remote backup (NDC and WBNIC-DC) Disaster Recovery Network Campus wide LAN Integrated Network Backbone North 24 Parganas (INB-N24P), 1000 nodes in 20 buildings spread in an area of 2.1 sq. km WAN [NICNET & Internet Gateway] Primary [BSNL 34 Mbps MLLN] Secondary Failover [Railtel 34 Mbps MLLN] Hardware 206 Thin clients and 340 Desktops for users 4 High level Scanners 25 Middle level Scanners 20 Small Scanners 14

29 Administrative Reforms & Innovations Government Process Re-engineering Revising the extant systems and reengineering the existing processes to increase efficiency and cut down delays and superfluous steps Extensive interaction and communication to buy-in support from stakeholders Conducting workshops and brainstorming session with the staff Regular interaction to develop a sense of ownership among the employees Setting up a Central Digitization and Migration Centre Scanning of all active physical files and old records File Migration Setting up a Training & Handholding Centre for eoffice Establishing a Knowledge Repository of documents All documents organized in a structured directory Role based access given to employees for information sharing and retrieval Publishing Notices & Circulars through portal Specially designed capacity building programme for all the eoffice users The training was designed with elective modules to cater to employees with varied skill sets. 13

30 Benefits of Innovation Cost Savings Resource Savings 30

31 Benefits of Innovation Increased Efficiency Faster file processing Central Document Repository Enhanced Monitoring and Evaluation Systematic Management through Institutions Robust ICT Backbone Improved office environment 31

32 Objectives fulfilled Every document which enters the departments gets accounted for eoffice has infused transparency in all transactions Delay caused by the physical carrying of files from one desk to another got eliminated Paper processing time has gone down by 2-3 days per file Decision making is not getting delayed due to the absence of any officer Sections have become cleaner and free from bulky physical files Management Information System for monitoring Efficient citizen service delivery by sections such as MGNREGA, SSM, etc. Responding to RTI queries became very easy as information retrieval became faster Data Security: Zero loss of papers and files post the implementation of project Dynamic Inventory of all documents and Files in the electronic system Officers are no longer carrying files back home to complete pending work Flexi work timings as now files are available in electronic space 24*7 19

33 12 Working Environment Was Dusty and Files littered everywhere Clean and Hygienic environment Outcome & Impact after implementation of eoffice SL. No. Key Performance Indicators Before Implementation After Implementation 01 Time taken in DAK to reach the section after receiving 02 Time taken in putting the DAK to concerned file A minimum of 3 days At least one Hour Same day (By the Evening) Within a Minute 03 Searching of Paper/File Need to go to every section where it has been sent for status checking From System can be seen online 04 Dependency Person Dependent Person Independent 05 Loss of Paper/File Very Frequent Does not happen, as it is stored digitally 06 RTI Compliance Was Difficult Information is being provided within days of application 07 Supervision & Monitoring Was very cumbersome and person dependent Online MIS can be generated and work pendency at each level can be ascertained immediately 08 Knowledge Management Used to be done in the form of Guard File, which was property of that particular department Is being done in the form of KMS which is an organization wide knowledge Sharing System 09 Beneficiary Feedback Earlier, when the beneficiary used to come for checking the status of the file, either paper used to be lost or file used to be unavailable at that date. And, beneficiary used to go unsatisfied Now, once entered into the system, no paper or file can be lost. Again, beneficiary can be given feedback by anyone and on urgent matter it can be disposed by higher officials even when lower level employees are on leave or sitting on the file 10 Round the Clock Office By the Office time Now, it is available 24x7 on 365 days. In future, one can go for Flexi Office or Mobile Office 11 Process Simplification Was Cumbersome Process Re-engineering was done and all unnecessary slack has been removed and only critical activity remains the part of the system

34 Lessons Learnt from the achievement Project Leader Holistic Approach epreparedness Participation ICT Infrastructure Sharing of Leason Security & Privacy Confidence Successful projects require an empowered leader with a dedicated team who can conceptualize and implement e-governance projects with the help of officials at all levels and technological solution providers Being a complex egovernance project having various critical components a holistic approach is needed during implementation. Adequate time and resources need to be devoted in conceptualization, implementation and maintenance of the project. epreparedness of the organization must be kept in mind while planning for the project and fixing time frames. Active involvement of staff and capacity building is necessary for success of the project. Changing the mindset of the government employee who are used to work only in the manual mode. This is a big task and needs patience and careful planning. Workshops, seminars and training programmes are required to be organised to spread awareness among the employees at all levels. Government servants need to be motivated to adapt and work in ICT environment. There should be end to end computerization. Important lessons can be drawn from the experience of other organization in similar projects. Two major concerns in the IT implementation should be addressed on urgent basis - the security and privacy. Steps must be initiated to generate confidence among the individuals and organization.

35 Sustainability of the Project Technology and Security measures Based on Open Source Technology No license fee involved System is enabled over https User Authentication through Lightweight Directory Access Protocol (LDAP) Digital Signatures used for Authentication and Signing Built in encryption mechanism to ensure data security Training and Support Model Fully ICT equipped Training Centre Dedicated eoffice Helpdesk at 233 ( ) Regular capability building programmes by experienced resources Dedicated support from NIC 20

36 Replication of Best Practices Innovative project management process Quick Deployment to any other organization with minimum data customization Simplified processes and generic SOPs easy for adoption by other agencies Innovative use of technology to bring reforms in Administration and Bureaucracy Customized and elective Employee Capacity Building Program One of its kind of projects which acts as a epicenter for internal organizational reforms Model successfully adopted by Collectorate: South 24 Parganas in West Bengal and District Sindhudurg, Jalna, Nandurbar in Maharashtra 22

37 Project Cost 21

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