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e-Governance Project Lifecycle

e-Governance Models for Project Development

e-Governance Models for Project Development

e-Governance Models for Project Development

e-Governance Models for Project Development

e-Governance Models for Project Development

e-Governance Models for Project Development

Public Private Partnerships (PPP):Benefits


Faster delivery of capital projects

Access to private funds


Reduced operational risk for the public sector Allowing the government to concentrate on its core activities Access to private sector skills, experience, technology, and innovation

Improved delivery of public services

Public Private Partnerships (PPP):Challenges


Ownership of data and technical infrastructure Issues during change in ownership Spin off new business models Ownership of financial risk Designing enforceable SLAs for private as well as government Period of contract Human resource development IPR Sharing Lack of regulation (Rating of private players and PPP contracts)

Public Private Partnerships (PPP)


1. Technology Dimensions Network Infrastructure, Data bases , Software, Website Content

2. Geographical Dimensions Central level, state level, District level, Block Level.
3. Financial Dimensions Revenue Model Who is responsible for generation of revenues? User Fee Who decides the amount of user fee? Time period for collection Revenue support by government Performance security 4. Event based dimensions Penalties to be defined for default on payments

Public Private Partnerships (PPP)


5. Organization Dimensions Recruitment of additional workforce Salaries of workforce recruited Training All liabilities of additional workforce ( PF , insurance) 6. Monitoring and Evaluation Dimensions 7. Force Majeure Responsibility to resume services within specific period Loss of revenue due to stalling of operations Performance security

CSC Project
Dimensions Technology Dimensions Network Database Server Data S/w Applications Website content Financial Dimensions Revenue generation User Fee Performance security Private Party Government Private Party Private Party Government Private Party Government Private party Government Private party Private party Private party Private party Private party Private party Private party Ownership Operation & Maintenance

CSC Project
Dimensions Force Majeure Responsibility to resume Service within specified period Loss of revenue due to operations failure Event Dimensions Penalty due to default of payment to Government Penalty due to default of payment of subsidy by Government Private Party None Private Party None Private party Private party Ownership Operation & Maintenance

Private party

Private party

CSC Project
Dimensions Organization dimension Recruitment of additional workforce Salaries for additional workforce Training Workforce(Insurance, PF etc) Private party Private party Private Party Private Party Private party Private party Private Party Private Party Government Ownership Operation & Maintenance

Monitoring and evaluation Government

Ministry of Corporate Affairs (MCA)

MCA 21 Project

MCA 21 Project

MCA 21 Project

MCA21 Project
Dimensions Technology Dimensions Network Database Server Data S/w Applications Website content Financial Dimensions Revenue generation User Fee Performance security Private Party Government Private Party Private Party Government Private Party Government Government Government Government Government Private party Private party Private party Private party Private party Ownership Operation & Maintenance

MCA21 Project
Dimensions Force Majeure Responsibility to resume Service within specified period Loss of revenue due to operations failure Event Dimensions Penalty due to default of payment to Government Penalty due to default of payment of subsidy by Government Private Party None Private Party None Private party Private party Ownership Operation & Maintenance

Private party

Private party

MCA21 Project
Dimensions Organization dimension Recruitment of additional workforce Salaries for additional workforce Training Workforce(Insurance, PF etc) Private party Private party Private Party Private Party Private party Private party Private Party Private Party Government Ownership Operation & Maintenance

Monitoring and evaluation Government

MCA21 portal is being managed by Tata Consultancy Services on Built Own Operate Transfer (BOOT) model with data centre servers (and DR server) being in control of TCS itself. MCA with support of NIC has procured necessary back up equipment to create government secure repository with storage capacity (usable) of 100 terabytes. The utility is under commissioning at present. This will ensure that all the MCA21 sovereign data is available with government thereby ensuring strategic control. Ref: Monthly Summary for the Council of Ministers for the month of July, 2012.

Infosys bags contract for MCA21


Ref: 26 Sep 2012, DQ Online

Second phase of MCA21, from January 2013 to July 2021, has a total project outlay of Rs 357.81 crore. The new term will be for 6 years post which if the ministry so desires we can look into an extension of additional 2 years

Infosys: Ministry can give reason for MCA21 glitch Ref: 22nd Feb 2013, TOI
In the last few weeks, MCA21, the portal used by companies to file key documents has been marred by snags delaying business transactions and registrations "It's a large complex project and whenever there is some transition, there will be some hitches. I think we have fulfilled all our commitments. You have to talk to the ministry to find out the real reason behind that," said Infosys board member and India business head V Bala krishnan

NASSCOM Report
Key highlights Government Perspective Lack of IT knowledge to efficiently devise and monitor SLAs and contract management of IT projects Industry teams lack e-Governance domain skills E-governance projects are given low priority by Industry Submission of low , unviable commercial bids.

NASSCOM Report
Key highlights Industry Perspective

Challenges in project execution, project conceptualization & scope of work , contract terms and conditions
Lack of continuity of project champion

Delay in deliverables from government , delay in giving sign/offs from department and audit party

Guidelines For PPP


Undertake PPP projects if it will likely to result in significant cost saving and risks can be transferred to the private player. Private sector has the expertise to deliver innovative solutions for public delivery The legal and political institutions in place ensure contract enforceability and commitment to the contract by the public sector. The public sector has the expertise (or it can rely on a competitive market for expert knowledge) to be involved in complex contract drafting. Project risks are manageable and the demand for the service can be forecasted Unsuitable for fast-moving sectors ( User needs change, Technology change ) as it may result in very costly renegotiation

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