2006

e-Governance Roadmap

Chandigarh UT’s

Under National

e-Governance

Plan (NeGP)

An Initiative of

Chandigarh

Administration

PwC 2006

e-Governance Roadmap

Chandigarh UT’s

Under National

e-Governance

Plan (NeGP)

An Initiative of

Chandigarh

Administration

PwCPwC

2

PricewaterhouseCoopers Pvt. Ltd would like to thank the Chandigarh

Administration for the opportunity given to undertake this challenging assignment.

PwC would like to thank the nodal officers of various departments for the time &

efforts spent on this exercise & for holding discussions, sometimes even at short

notices, in spite of their hectic schedules. They played a vital role in collection of

information required for developing the e-Governance Roadmap for Chandigarh

Union Territory.

Finally, PwC is grateful to Mr. R.S. Sandhu, Finance Secretary; Mr. Manjit Singh

Brar, Director IT and Mr. Vivek Atray, Former Director IT for their guidance & inputs

and all the staff of the Department of Information Technology for coordination &

logistical support provided in undertaking this assignment.

AcknowledgementsAcknowledgements

3

S. No. Title Page No.

1 Preface 4

2 List of Abbreviations 5

3 Introduction 6

4 Chandigarh – An Overview 10

5 e-Governance in Chandigarh 17

6 Institutional Framework for Implementation of Roadmap 32

7 Measures 43

8 Next Steps 45

9 Annexure I – Framework for Prioritization of Services 47

10 Annexure II – Output of Service Value Analysis 52

11 Annexure III – National e-Governance Plan (NeGP) 70

12 Annexure IV – Department Questionnaire used for the Study 75

13 Annexure V – Participating Departments 81

14 Annexure VI – Department Reports 82

Table of ContentsTable of Contents

4

Today, the Internet and technology are fundamentally changing the way

government operates. But it’s not just about giving the residents and businesses

the ability to interact with government over the Internet. Rather, it’s changing the

way the government delivers services to the residents and businesses. The

government at all levels and in all global regions are embracing e-Government and

they are adopting proven best practices and technologies for improving customer

service and business performance.

Government of India (GoI) has approved the National e-Governance Plan (NeGP)

that seeks to lay the foundation for the long term growth of e-Governance in the

country. NeGP is aimed at improving the quality, accessibility and effectiveness of

government services to citizens and businesses with the help of information and

communication technology. NeGP is structured on the philosophy of a centralized

initiative with decentralized implementation. GoI plays a co-ordination role at the

centre with the respective state governments / UT administrations managing the

implementation of the planned e-Governance initiatives.

Considering the nature and scale of e-Governance initiatives planned under NeGP,

the role of the State Government / UT Administration in managing these initiatives

is seen as critical. It is also well recognized that for State/UT to play its role

effectively, significant capacities need to be built/upgraded. Thus, for the success

of NeGP, it is necessary to build a strategic roadmap and enhance the capacities in

the State/UT and its nodal agency to enable issues to be dealt with in a competent

manner, with a holistic perspective & with speed.

In this context, pwc have been engaged by the Chandigarh

Administration to prepare strategic e-Government and Capacity Building roadmaps

for the UT. While the preparation of the e-Government Road Map (EGRM)is aimed

at detailing the strategic priorities of the UT and ensuring that they are in alignment

with NeGP, the Capacity Building Road Map(CBRM) addresses the issue of

Capacities required by the Government (from a resourcing perspective) to

implement the EGRM.

This report articulates the ‘e-Governance Roadmap (EGRM) for Chandigarh U.T. in

alignment with the objectives and guidelines of NeGP.

PrefacePreface

5

ACA Additional Central Assistance

BOOT Build, Own, Operate, Transfer

BPR Business Process Reengineering

CIO Chief Information Officer

DeMT Department e-Governance Mission Team

DoIT / DIT Department of Information Technology

DR Disaster Recovery

GoI Government of India

IAS Indian Administrative Service

ICT Information and Communication Technology

IT Information Technology

ITES IT Enabled Services

LAN Local Area network

MMP Mission Mode Project

NeGP National e-Governance Plan

NIC National Informatics Centre

PeMT Project e-Governance Mission team

PIO Public Information Officer

PIU Project Implementation Unit

PSU Public Sector Undertaking

PwC PricewaterhouseCoopers Pvt. Ltd.

RDBMS Relational Data Base Management System

RFP Request For Proposal

SDC State Data Centre

SeMT State e-Governance Mission Team

SPIC Society for Promotion of IT in Chandigarh

SWAN State Wide Area Network

UT Union Territory

List of AbbreviationsList of Abbreviations

6

Objective of the Study

While, the primary objective of the roadmap is to align the UT Administration plan

for e-Governance in line with the national strategy, there are multiple objectives for

preparation of the roadmap including:

• Articulate the e-Governance vision for the Chandigarh UT

• Understand the UT’s priorities and develop a strategic approach for achieving

the e-Governance vision of the UT

• Bring citizen focus in the e-Governance

• Define the immediate action points based upon the UT’s priorities

Scope of Work

The scope of work for the assignment has been structured across three key areas

relating to:

1. Design of e-Governance roadmap for the Chandigarh UT that includes:

� Preparing a blueprint for the UT that documents the overall strategy and

action plan for development of e-Governance in Chandigarh

� Identify high pay-off e-Governance initiatives that are aligned with NeGP

� Plan for implementing the recommended e-Governance initiatives

2. Design of capacity building roadmap for Chandigarh that includes:

� Administrative structure for implementing the e-Governance plan

� Assessment of the capacity gaps for implementing the e-Governance

initiatives

� Sourcing plan for bridging the capacity gaps

3. Detailed Project Report with details of funding requirements for

implementation of the capacity building plan:

� Budget estimate for implementation of the sourcing strategy and bridging the

capacity gaps

This report dwells on the first part of the scope of work i.e. the e-Governance

roadmap.

1Introduction

1Introduction

7

Approach to the Study

The approach followed for developing the e-Governance roadmap report is as

follows:

• Comprehensive understanding of the UT developed by reading the UT

development report and secondary research reports

• Undertaking of a strategic workshop involving the key officials of the UT

representing various departments. The objective of the workshop was to:

• Make the department officials aware of the importance of the present

exercise

• Get the acceptance of the department officials on the approach and time

lines for the exercise

• Detailed interactions with the key officials in the prioritised departments for:

• Understanding the vision and objectives of the department

• Key services provided by the department to citizens, businesses or other

government departments

• e-Readiness assessment of the departments covering current and

planned e-Governance initiatives, detailed IT infrastructure assessment of

the department

• Assessment of the current capacity within the department

• Analysis for identifying key e-Governance initiatives

• Drafting of the hypothesis for UT-level e-Governance roadmap

• Preparing the e-Governance blueprint for the UT

• Finalize the strategy and action plan for the UT; and

• Articulating the recommendations and finalization of the roadmap

Key Design Considerations

The e-Governance roadmap consisting of the vision and strategy for the UT have

emerged out of a number of “given considerations”. The key considerations and its

implications are discussed below:

1. Developmental priorities of the UT

The UT Administration has identified Information Technology (IT) and Tourism as

the core sectors as part of ensuring comprehensive and sustainable development

of the city.

2. Alignment with NeGP

8

NeGP1 is designed at a national level with a focus on the citizen, service delivery

and on undertaking projects on a mission mode. Alignment of UT’s plan with that of

national level plan is an important consideration.

3. Right To Information Act

This is a recent legislation passed by Government of India aimed at increasing the

accountability of the government officials. The citizen can now demand the

requisite information and if denied, can escalate to higher authorities or demand an

explanation. This legislation would drive streamlining of processes in all the citizen

facing departments. The application of information technology in automation of the

processes would greatly facilitate compliance to the legislation.

Limitations of the Study

Indicated below are some of the key limitations of the study and approach to the

assignment that may have implications on the recommendations contained in the

e-Governance roadmap report:

• The study is limited to 17 departments within the UT. It is assumed that this is a

sufficient and representative sample for the roadmap formulation exercise.

• In line with the terms of reference, the report is based on the inputs provided by

the departments during the interactions with PwC consultants. No separate field

visits/detailed study has been undertaken to validate the inputs provided by the

UT administration departments

• The report is expected to set the agenda for e-Governance in the UT. Thus, the

extent of detailing captured in this report needs to be evaluated against a ten

week time frame provided to PwC for the study. It is expected that departmental

plans would be prepared separately in detail based upon the direction and

strategies contained in this document

• While, the roadmap bases its strategy taking into account all common e-

Governance initiatives in the UT and those in the 17 prioritized departments,

there are bound to be independent and isolated initiatives that do not form part

of the study and thus do not reflect in the roadmap. However, this should not

restrict them to pursue other initiatives, as long as they are in conformance with

the overall UT e-Governance roadmap.

Structure of the Report

This report comprises the following chapters:

� Chapter I introduces the subject, highlights its need in the present context and

details the approach followed for preparation of the report;

1 An Overview of the National e-Governance Plan is provided in the Annexure 4

9

� Chapter II provides an overview of Chandigarh and presents some statistics

about the city;

� Chapter III describes in detail the e-Governance vision of the city, the strategy

for UT to achieve the vision and the various components of the strategy;

� Chapter IV presents the institutional framework for UT for implementation of

the e-Governance roadmap;

� Chapter V details the measures to check if the progress made on the roadmap

is as per the conceived plan, and lists quantitative measures to check the

progress;

� Chapter VI talks about the steps needed to be taken by the administration to

implement the roadmap, in the immediate time frame;

� Annexure I details the framework used for prioritization of the services;

� Annexure II details the output of the service value analysis;

� Annexure III presents a snapshot on the National e-Governance Plan;

� Annexure IV lists the department questionnaire used for performing this study;

� Annexure V lists the participating departments; and

� Annexure VI contains brief reports on the participating departments.

10

Chandigarh is India's youngest city, planned by the famous French architect Le

Corbusier. It is Capital of the States of Punjab and Haryana but does not belong to

either of them. Instead, it is a Union Territory. It means that the City is under the

direct administration of the Government of India and not constituted as a state with

its own legislative assembly.

Chandigarh is known for:

• Planning and Architecture

• Quality of Life

• High Educational Level

• Pollution-free Environment

• Low Crime Rate

• Aware & Active Citizens

2Chandigarh – An Overview

2Chandigarh – An Overview

11

Population: In terms of population, the figures of the 2001 Census, it is clear that

Chandigarh is overwhelmingly urban.

Population Density: The urban area of Chandigarh is about four times more

densely settled than its rural area

Total Area of Chandigarh: Chandigarh's urban area is much larger than its rural

area

Male/Female Population Ratio and Sex Ratio: Men outnumber women in

Chandigarh. One reason for this is that many men who are employed in the city

find it more affordable or convenient to leave their wives and children in their native

village or towns.

Population Growth between 1991 and 2001 and Growth Rate: Chandigarh has

grown very rapidly over the past 10 years.

Total Literacy: Nearly 82 per cent of Chandigarh's population is literate. This is

much higher than the national figure of 65 per cent.

(All figures as per 2001 census)

History

India attained Independence in 1947; but in the process the territory of British India

was partitioned to form India and Pakistan. The large and prosperous Province of

Punjab was divided and Lahore, its capital, fell within the borders of Pakistan,

leaving Indian Punjab without a capital. The loss of Lahore, a city much loved by its

inhabitants, was keenly felt by those who had been compelled to migrate to India.

In March, 1948, the Government of Punjab in consultation with the Government of

India approved a 114.59 sq. km tract of land at the foot of the Shivalik Hills in

Ropar district as the site of the new capital. An existing village gave its name

(Chandi - Goddess of Power + garh - fortress) to the new city.

The decision to build a new city seemed like an extravagant decision to some at

the time, but there were practical justifications. After partition, the population of all

the existing towns in East Punjab had more than doubled on account of the

migration of displaced persons from Pakistan. As a government publication pointed

out: "Most of these towns, even before partition, lacked essential amenities such as

adequate drainage and water supply and none of them had schools or hospitals

which could meet the normal needs of the population according to modern

standards for such services."

12

The new city was needed not only to serve as a capital but also to resettle

thousands of refugees who had been uprooted from West Punjab. India's first

Prime Minister, Jawaharlal Nehru enthusiastically supported the project and look

sustained interest in its execution. When he visited the project on April 2, 1952, he

declared: "Let this be a new town symbolic of the freedom of India, unfettered by

the traditions of the past, an expression of the nation's faith in the future....The new

capital of Punjab will be christened as Chandigarh-a name symbolic of the valiant

spirit of the Punjabis. Chandigarh is rightly associated with the name of Goddess

Chandi -- Shakti, or power."

The Site

After an extensive aerial survey, then the Capital Project Administrator, P.N.

Thapar and Chief Engineer, P.L. Verma selected the site -- a sub-mountainous

area of the then Ambala district about 240 km north of New Delhi, the capital of the

republic. The area was a flat, gently sloping plain of agricultural land dotted with

groves of mango trees which marked the sites of 24 villages or hamlets -- one of

which was named Chandigarh on account of its temple dedicated to the goddess.

The general ground level of the site ranges from 305 to 366 meters with a 1 per

cent grade giving adequate drainage. To the northeast are the foothills of the

Himalayas -- the Shivalik Range -- rising abruptly to about 1524 meters and a

dramatic natural backdrop. One seasonal stream, the Patiali ki Rao, lies on the

western side of the city and another, the Sukhna Choe, on the eastern side. A third,

smaller seasonal stream flows through the very center of Chandigarh. The area

along this streambed has been turned into a series of public gardens called the

Leisure Valley.

Chandigarh at a Glance

Figures at a glance - 2001

1 Number of districts 1

Total Rural Urban

2 Area in sq. kms. 114 34.66 79.34

3 Total Population

Persons 900914 92118 808796

Males 508224 56837 451387

Females 392690 35281 357409

13

4 Decadal Population Growth 1991-2001

Absolute 258899 25932 232967

Percentage +40.33 +39.18 +40.46

5 Population Density (persons per sq. km)

7903 2658 10194

6 Sex Ratio (no. of females per 1000 males)

773 621 792

7 Population of 0-6 yrs*

Absolute

Persons 109293 14007 95286

Males 59238 7562 51676

Females 50055 6445 43610

% of Total

Population

Persons 12.13 15.21 11.78

Males 11.66 13.30 11.45

Females 12.75 18.27 12.20

8 Literacy

Absolute

Persons 647208 59547 587661

Males 384563 40178 344385

Females 262645 19369 243276

Literacy Rate

Persons 81.76 76.23 82.36

Males 85.65 81.54 86.16

Females 76.65 67.17 77.53

* 6 yrs means completed 6 years as on 1.3.2001

Total Rural Urban

9 Urban Slum Population

Persons 107098 - 107098

14

Males 62747 - 62747

Females 44351 - 44351

10 Sex Ratio of Urban Slum Population - - 707

11 Slum Population of 0-6 yrs

Absolute

Persons 21777 - 21777

Males 11321 - 11321

Females 10456 - 10456

% of Total

Population

Persons 20.33 - 20.33

Males 18.04 - 18.04

Females 23.58 - 23.58

12 Slum Literacy

Absolute

Persons 47317 - 47317

Males 33730 - 33730

Females 13587 - 13587

Literacy Rate

Persons 55.46 - 55.46

Males 65.59 - 65.59

Females 40.09 - 40.09

Administrative Set-up

Gen. (Retd.) S.F Rodrigues, PVSM, VSM, is the Governor of Chandigarh. He

comes in place of Former Chief Justice of the Kerala High Court, Om Parkash

Verma (66).

The various departments of the administration are listed below:

1. Municipal Corporation

2. Estate Office

3. Information Technology

15

4. Police

5. Agriculture

6. Fisheries

7. Urban Planning

8. Animal Husbandry

9. Weights & Measures

10. District Administration

11. Economic & Statistics

12. Employment Exchange

13. Education

14. Engineering

15. Environment

16. Estate Office

17. Excise & Taxation

18. Finance

19. Fisheries

20. Food & Supply

21. Forests & Wildlife

22. Health

23. Home

24. Housing

25. Industries

26. Printing & Stationary

27. Rural Development

28. Sports & Youth

29. Social Welfare

30. Tourism

31. Transport

32. Vigilance

The contacts numbers of the head of departments are available on the website:

http://chandigarh.nic.in/telphone.htm

16

Information and Communication Technology (ICT)

Website: http://chdit.nic.in/

Chandigarh Administration has laid down an action plan for the next five years in

order to enable all sections of society to benefit from the application of information

technology. ‘I.T. for Society’ is the main component of the I.T. Vision 2010, which

has been announced by the Administration.

Chandigarh is the first planned city in the country and still maintains its status as

one of the best managed cities in the country. The excellent social infrastructure,

large green spaces, and its compact size, make Chandigarh an ideal work

destination. The quality of life in the City Beautiful is comparable to the best cities

across the world.

The Jan Sampark Project which is an e- Governance project involving the setting-

up of more than fifty information kiosks in the city, is the main project being

undertaken by the Administration for the common man.

The Headquarters of the Department of Information Technology are at the following

address:

Department of Information Technology

5th Floor, Additional Deluxe Building,

Sector 9-D, Chandigarh – 160 009 (India)

Tel: +91 172 2749120

Fax: +91 172 2740005

17

Chadigarh’s e-Governance vision is as follows: “ T o s e r v e a l l r e s i d e n t s , b u s i n e s s e s , l o c a l g o v e r n m e n t s a n d e m p l o y e e s o f t h i sk n o w l e d g e c i t y b y c r e a t i n g a t e c h n o l o g y - e n a b l e d c o m m u n i t y , a n d e m b r a c ei n n o v a t i o n i n e v e r y a s p e c t o f g o v e r n m e n t s e r v i c e t o e n s u r e a n y t i m ea n y w h e r e s e r v i c e s . ”

The vision statement clearly articulates the key themes of the city’s future e-

Governance direction, which are:

• Be people-centred by focusing on adding value to the customers

• Focus on development of the society by leveraging information

• Promote creation and sharing of information and knowledge through various

channels

The e-Governance roadmap of the U.T. has been driven by the need to achieve the

above mentioned overall vision of the U.T. As part of the roadmap, the U.T.

administration identified 17 priority departments for participation in the e-

Governance roadmap preparation. This identification was done based upon

aspects such as degree of citizen interface, development priority of the state,

NeGP focus and the revenue generation potential for the U.T.

The key strategic goals that can be derived from the vision statement are:

1. Convenience and Satisfaction: Provide services anytime, anyhow, anywhere

2. Integration and Efficiency: Provide services that are integrated, customer-

centric and operationally efficient

The Strategy

The basic strategy of the Chandigarh Administration is to “transform governance:

e-governance for e-society.” The UT administration is setting out a change

agenda for the governance by transforming Chandigarh into an e-society – though

guaranteeing quality services for all, and improving access to those services.

The strategy for UT defines the central role of e-Government in this agenda.

Modern technology can be used to transform the relationship between citizens and

administration as it offers ways to:

3e-Governance in Chandigarh

3e-Governance in Chandigarh

18

� Design services around citizen needs;

� Make services more accessible;

� Provide better information, at all places;

� Increase efficiency in service transactions; and

� Increase people’s participation in governance.

All this will lead to utmost citizen satisfaction, which is the primary purpose of the e-

Governance initative of the UT, as well as the aim of NeGP.

Utmost Citizen

SatisfactionDesign services

around citizen

needs

Increase efficiency

in service

transactions

Provide better

information, at

all places

Increase people’s

participation in

governance

Make services

more accessible

Utmost Citizen

SatisfactionDesign services

around citizen

needs

Increase efficiency

in service

transactions

Provide better

information, at

all places

Increase people’s

participation in

governance

Make services

more accessible

19

Front Office Services

The key elements to consider in achieving progress on the front office are:

1. Customers; The customers could be citizens, businesses or other government

departments

2. Services identified for delivery through the channels

3. Channels for exchange of information / delivery

Each of the elements is discussed in detail below.

Customers

The customers can be classified into three key segments viz., Residents (e.g.

citizens, residents and tourists), Businesses operating in UT and Business Partners

(e.g. suppliers and other governmental organizations).

The UT Administration customers can be grouped under the following categories

based on the type of the relationship they have with government. These categories

are:

• Citizens: The citizens are the residents and tourists of Chandigarh. ‘Residents’

constitute the largest customer segment and the most frequent users of the

majority of services of the UT administration departments and information. Their

relationship with government can be summarized as follows:

1. Use the government infrastructure in terms of roads, drainage networks,

hospitals, public parks, etc.

2. Access the departmental services such as payment of taxes, registration

of transactions, issue of various types of certificates, etc.

3. Report problems and provide suggestions.

• Businesses: This refers to the public and private sector organizations that

access the services and information from the Government departments. Their

relationship with UT administration can be summarized as follows:

1. Pre-establishment services such as registration, licenses, etc.

2. Post-establishment services such as payment of taxes, filing of returns,

etc

• Employees: The employees working for the government constitute this

segment. They avail services from the government such as payroll, benefits,

etc.

The key customer requirements that need to be addressed by e-Government are:

20

1. Simple and accessible windows for various segments of customers

through e-Government to all Government information and services

2. Minimize the time spent on repeated visits to government offices.

3. Customers should not no longer be required to submit the same

information/documents repeatedly

4. Feedback mechanism to be established

Customer feedback – Departments that interface with the customers need to

regularly evaluate their performance in actions such as offering services, policy

formulation etc. A feedback mechanism should be established to collect customer

opinion on a range of issues – including convenience, services provided, and

security etc., designed as per the expectations. Based on the variables to be

evaluated for feedback, appropriate data sources / channels can be designed and

established. Such a mechanism will enhance the citizen participation in the

government. This system can be integrated with the grievance redressal system

being conceptualized by the UT administration.

Services

A service is defined as an interaction or a set of interactions that involves exchange

of information / documents between the customer and the government as part of

compliance to legislation(s).

Every government department provides a set of services to its identified customer

base. The delivery of such services would develop an image of the government

among the customers and so making the delivery of services customer-friendly is

the objective of this study.

Classification of Services

The services can be classified as follows:

i) Informational Services; includes those services that solely provide

information to customers and does not involve processing of any

transactions or documents. For example, advertising the bus routes of

public transport. Informational services have relatively simple back-office

operations and can be easily be e-Government-enabled.

ii) Transactional Services; includes those services where customers require

specific actions to be taken by the department. For example, issue of a

driving license. Transactional services mandate a higher degree of

customer interaction and more complex delivery operations than

informational services.

21

Dimensions for Services

i) ‘Breadth of Access’; provides a qualitative review of the breadth of

services and information which can be accessed by the customer

through a specific delivery channel.

ii) ‘Depth of Delivery’; provides a qualitative review of the depth of

process that is simplified / automated for service delivery through a

delivery channel.

Breadth of Access

The services provided by the participating departments are analyzed using the

PwC framework ‘Service Value Analysis’. The methodology is explained in detail in

the Annexure I and the services are prioritized and grouped into four waves as

summarized below:

Table 1:

Wave Number of Services

1 64

2 80

3 85

4 80

The detailed list of services under each of the groups is presented in the Annexure

II.

Depth of Delivery

The different kinds of service transactions offered by the government departments

are largely categorized into three types as mentioned below:

Type I - Transaction without personal interface: Services which can be availed

remotely without any personal interface fall under this category. Currently, they

typically include services such as payment of taxes, payment of duties,

reservations, submission of annual returns etc.

Type II – Transactions requiring personal interface / verification of original

documents: Services that require physical presence of the customer or his

representative before the government official or copies of original documents are

required for validation of the photo copies submitted etc. fall under this category.

Such kinds of requirements are primarily driven by the rules of the legislations. For

example: Registration of properties, Issue of international driving license, Issue of

marriage certificate etc.

With the application of technology some of the Type II services can be moved to

Type I services. Verification of original documents can be done away with in most

of the cases, if the databases of the respective departments / organizations are

available to the officials of other departments for online verification. Similarly some

22

of the legislations can be reviewed from the perspective of technology application

so that some more Type II services can be moved to Type I category. For example:

Though an Encumberance Certificate can be availed online by the customer, it is

considered invalid unless it is stamped and signed by the concerned Sub-Registrar

Officer as per the rules framed under The Registration Act, 1908.

Type III – Transactions requiring personal interface / field verifications: Services

that require field verification fall under this category. Examples include Issue of

Passport, Sub-division of survey numbers etc.

Every service life-cycle typically has the following six stages. Availing a service by

a citizen involves spending energy and resources at each of the stages as briefed

below:

1. Information Availability: The information required before availing a service

such as the need to avail the service, process to be followed including

whom to contact, the forms and supporting documents required, fees to

be paid etc. should be available and accessible to the target customers.

2. Availability of Forms: Gathering the forms required for application as part

of availing a service and the understanding the instructions for filling the

form itself is a task. Citizens visit 1-2 times just for this task.

3. Submission of Application: Submission of the completely filled in

application to the respective department authority with the necessary

statutory fees if any is the next task. The task ends with collecting the

acknowledgement for the submitted application.

4. Service Delivery: After the application is processed with due diligence by

the government authorities, the delivery of the service is made which

could be issue of a certificate, license, permit, updation of registers for

returns etc. Currently, the delivery of certificates / licenses / permits is

made directly to the customer.

5. Tracking of Application Status: If the transaction takes more than a day or

the process is complex with multiple steps then the facility to track the

status of the application at any point of time would add lot of value to the

customer. Customer sometimes pays a dedicated visit for the knowledge

of the status. Such a facility would also help implement SLAs within the

government and improve the accountability. The consideration for Right to

Information can be built into such a facility.

6. Filing Complaint: There should be a facility for the customer to file a

complaint with the respective authorities and an escalation mechanism for

their action.

23

Impact of e-Governance

E-enabling can have a significant impact on the service life-cycle and save energy

for the citizen. The e-Governance impact for the above discussed types of services

and the various stages of the service life-cycle is presented below:

Table 2:

Impact of e-

Governance

Transaction

without personal

interface

(Type I)

Transaction

requiring

personal

interface /

verification of

original

documents

(Type II)

Transaction

requiring personal

interface / field

verifications

(Type III)

Information

Availability /

Disseminati

on

High High High

Info

rmatio

n

Availability

of Forms

High High High

Submission

of

Application

High High Medium

Tra

nsactio

n Service

Delivery

High Low Low

Tracking of

Application

Status

Not Applicable High High

Monito

ring

Filing

Complaint

High High High

The aim of the participating departments is to increase the depth of delivery so that

more and more services can be moved from Type II and Type III to Type I and the

entire service life-cycle is automated.

Way Forward

The way forward for UT administration is to:

1. Position the e-sampark portal as UT-wide single point entry portal and

encourage all the departments to project themselves through this channel

24

2. Publish all the information relating to services in an organized manner on

the single point entry portal and as information booklets for distribution to

the target segment

3. Make all the forms required for availing various services online followed

by facility for online submission

4. Enable service transactions of all the departments through this single

point entry portal rather than a number of department centric portals

5. Initiate service transformation for type II and type III services so that they

can be moved to type I services

Channels

Electronic channels represent the means through which electronic services are

delivered to the customers. Identifying what channels to use is a key success factor

for any effective e-Government strategy. The choice of delivery channels has a

major impact on the following:

• Technology infrastructure required to support the channel (i.e. Hardware,

Software and Network);

• Business processes and procedures required to operate the channel; and

• Organization structure required to manage and deliver the electronic services

(i.e. skills, roles and alliances)

Types of Delivery Channels

The key service delivery channels that UT administration can consider using in e-

Government are listed below:

1. Service Centers

A. Sampark centers

B. e-Sampark centers

C. JanSampark centers

D. Department Service Centers

2. Internet

3. Phone

4. Kiosk

5. Mobile

6. Digital TVs

25

1. Service Centers: There are two kinds of service centers in the current

practice. They are:

a. Sampark, eSampark and Jan Sampark Centers: Information

dissemination, acceptance of service requests and delivery

of services through citizen service centers is one the

objectives of the UT administration. This involves integration

of the backend applications of departments with Sampark

Centers. These have been taken as an electronic channel of

delivery as they will be providing the services on behalf of

various government departments through a single interface

using the electronic integration.

b. Department Service Centers: Providing all the services of a

department through facilitation counters in a service oriented

approach is the significance of this channel. This is important

in certain departments where the interface and involvement

of customers in availing the services is high for example

transport department where obtaining a driving license would

involve photography, driving test etc. Such services cannot

be provided through the common service centers.

2. Internet: where customers can use desktop and hand-held computers to

connect to government’s web site to request services and search for

information.

3. Phone (Call Center): where customers can call UT administration’s hot-

lines and emergency center to request services and request information.

‘Phone’ is considered as an electronic delivery channel due to the

potential use of ‘Call Center’ and ‘Interactive Voice Response’

technologies.

4. Kiosk: is a stand alone ‘ATM-like’ electronic device where customers can

access UT administration’s web site over the Internet without having to

own personal computers. UT administration can establish a network of

Kiosk machines to cover the state. This network will provide residents with

an easy and free access to the administration’s services and information

including electronic payments.

5. Mobile: where customers can request services and information through

mobile phones and hand-held digital personal assistants.

6. Digital TVs, where customers can request services and information

through their TV sets can also be used as a delivery channel, but since it

is not pervasive in the Indian context, it has not been discussed in details.

However, it is essential for the policy makers to note that such a delivery

exists for future.

26

Status of various delivery channels

We have analyzed the six key service delivery channels for UT administration and

the following table summarizes the current status and the recommended way

forward for each of the channels.

Table 3:

Channel Current Status Way Forward

Sampark, e-

Sampark, Jan

Sampark centers

Being used at various

locations in the city, offering a

host of services.

The business model is

completely self-sustainable

with revenues coming both

from user charges and

transaction fees charged to

the department based on the

type of transaction.

The reach of these centers to be

increased, along with more and

more services to be delivered

through these centers.

The depth of the services provided

should also be increased. This is

dependent on the readiness of the

department backend

computerization and data

digitization.

Department

Service Centers

Some of the citizens facing

departments have

transformed themselves in

providing services to the

citizens by establishing

citizen facilitation counters

etc. This has yielded good

results in improving the

image of the department and

also improving the efficiency

of the processes.

The departments should aim at

transforming the feasible processes

for service delivery and aim at

electronic service delivery.

Internet There is a UT-wide single

point entry portal

http://chandigarh.gov.in,

through which a host f

information and some of the

services are delivered online.

All the information and forms

required for availing various

services (irrespective of they being

delivered online) should be posted

on the website. Compiling all the

content service-wise and providing

online will add good amount of value

though it is a significant task.

The services that are provided

through physical Sampark centers

can be assessed for online delivery

and provided through the state-wide

portal.

27

Channel Current Status Way Forward

Foundation services that are

common to all the departments such

as filing of complaints, online status

of a transaction, payment facility for

all the transactions etc., should be

aimed at. Online tracking facility

would facilitate compliance with the

Right To Information Act though it

would demand computerization and

data digitization efforts from the

departments.

The transactions through the

website can be used for building

profiles, which can be used to

provide personalized features to the

customers. This is highly useful for

business segment

Call Center No call center has been

implemented yet in the UT

administration.

The UT administration should aim at

establishing a call center with only

one toll free number for availing all

kinds of government information

services then extend it to providing

foundation services followed by

feasible transaction services. This is

a complex task as the number of

citizen facing departments is high in

number and the number of services

offered is even higher.

Kiosks Currently, UT administration

is pursuing implementation of

the CSC (Common Service

Center) programme of GoI

throughout the city. The

programme aims at

establishing kiosks for

delivering government

services.

Going ahead, the administration can

increase the use of kiosks for

offering services which involve fairly

simple interaction, that can be easily

done on a kiosk user interface.

Mobile m-Sampark initiative provides

a host of services through

SMS

After providing basic information

services through SMS, departments

should look at providing simple

transaction services such as utility

28

Channel Current Status Way Forward

bills and then extended to other

services.

Digital TVs This option is not explored

yet

Feasibility study can be done

Promote Channel Shift

The new opportunities for service design and access have created alternate

channels for customers to access services. Government has an obligation to drive

traffic towards the more efficient and effective channels. While, in many areas, the

benefits to government of promoting channel shift are clear – particularly in the

transactions area – the suitability of the optimum mix of levers has yet to be fully

explored.

Analysis of both the customer preferences and the operation costs and risks on

various channels is necessary for the success of the channels. The government

should adopt appropriate channel shift strategies to enable uptake of the channels.

A review of channel shift strategies across the private and public sectors reveals

that incentives appear to fall into four broad categories:

• Financial Incentives: These may include direct financial incentives, or payment

flexibility. One of the examples is Denmark, where the Government offer

rewards for e-filing for SMEs – some £2-5. In the US, tax refunds are given in

2 weeks if the return is filed electronically, versus 4-6 weeks for paper returns.

In Australia, processing of an electronic return takes some 2 weeks, and tax

practitioners are given an extra month as incentive to adopt e-filing

• Time Savings: A key area of benefit, both to government and its customers, is

packaging up services to save time. Time saving is an important indicator for

promoting usage of on-line government services. For businesses in particular,

freeing up organizational capacity is a major potential benefit, creating space

for improved productivity.

• Adding value through information and expertise: Governments too need to

focus on ‘pulling’ customers to more efficient channels by making their

information more useful and attractive.

• Possible compulsion for channel shift: Sometimes the government also has the

option of implementing compulsory channel shift, focusing initially on the

more sophisticated audiences of business and intermediaries

29

Back-Office Administration

As part of reforming the back office administration for efficiency, particular attention

should be paid to the following areas:

1. Shared services concept

2. Common infrastructure

3. Data sharing and privacy

4. Information assurance

5. Identity management

6. Technology standards and architecture

Each of the above mentioned considerations are discussed in detail below:

Shared services concept: Payroll processing, pension payments, vehicle

management, travel, facilities management, procurement and other such similar

functions hold significant scope for rationalization through sharing. Process re-

engineering to accommodate the shared services concept followed by

standardization of processes and effectiveness of these functions should achieve

efficiency gains across the whole government and in the functions themselves, as

well as enhancing the employee experience and realizing indirect efficiencies from

better financial, personnel, knowledge and asset management.

Common infrastructure will enable joined-up solutions, leverage investments and

shorten the implementation timeframe of new reforms. The UT administration has

realized the significance of the common infrastructure and Chandigarh SWAN and

Data Center initiatives’ design will be based on this concept.

Data Sharing is integral to transforming services and reducing administrative

burdens on citizens and businesses. But privacy rights and public trust must be

retained. There should be a policy on finding and communicating a balance

between maintaining the privacy of the individual and delivering more efficient,

higher quality services with minimal bureaucracy.

Information assurance: despite the difficulties of a fast moving and hostile world,

underpinning IT systems must be secure and convenient for those intended to use

them. The administration will develop a risk management model and issue a policy

on information assurance. Going forward, the administration will also need to play

its part to promote public confidence by leading a public / private campaign on

internet safety and by a new scheme to deliver a wider availability of assured

products and services.

Identity management: UT administration intends to create a holistic approach to

identity management, based on a suite of identity management solutions that

enable the public and private sectors to manage risk and provide cost-effective

30

services trusted by customers and stakeholders. These will rationalize electronic

gateways and citizen and business record numbers.

Technology standards and architecture: to ensure that administration’s technology

is cost effective in terms of public and private sector best practice, the SeMT

should determine a consistent approach to standards and architecture to be taken

across government. Legacy systems will be progressively refreshed: by taking

advantage of open standards, commercial off-the-shelf products and asset re-use,

expenditure will be reduced and capacity freed for the transformational agenda.

Way Forward

Keeping the shared services concept of the state in perspective, some policies and

initiatives are recommended for improving the efficiency in the back office

administration.

Core Initiatives

1. Knowledge City (e-Chandigarh) Initiative

2. Multi Service Smart Card

3. Data Centre

Departmental Initiatives

As detailed in Annexure VI.

Policies

The policies will dictate the success of implementation of the e-Governance

roadmap and hence UT administration must take immediate steps for the

formulation of these policies through the SeMT for design and formalization of the

policies mentioned above. The recommended policies are listed below:

Security

1. Access Control

2. Threat Management

3. Disaster Recovery

4. Business Continuity

5. Authentication

6. Identity Management

Information Management

1. Meta-data standards

31

2. Privacy Management

3. Data Exchange

4. IT Management

5. Technical Architecture

6. Interoperability

Public Private Partnership (PPP)

1. PPP Policy

32

Institutional Framework for Implementation of the Roadmap

The institutional framework is designed to ensure that the national and state level

priorities are considered in conceptualization, design and implementation of various

e-Governance projects. The framework is designed at the programme and project

levels for the strategy, operation and support functions. The various bodies in the

institutional structure and their role in brief are given herewith.

The proposed institutional structure for Chandigarh Administration to implement

and execute e-Governance projects, and effectively build capacity is detailed

below. The various bodies in the institutional structure and their brief role are given

herewith.

• An Advisory Committee on e-Governance, which will comprise leaders from

the industry and the Government, who will draw the e-Gov roadmap for the

Chandigarh Administration and will advise on strategic issues related to

development of IT in the UT. This would be headed by the Advisor to the

Administrator, and the mandate for this committee would be to set the agenda

and vision for the development of ICT and e-Governance in the UT. It will

ensure the optimum use of the IT potential of the UT and will provide vision and

direction to the e-Gov Implementation Committee so that the e-Governance

vision of the UT can be achieved.

Strategy Operation Support

Programme

Project

Advisory Committee

on e-Governance

e-Gov Implementation

Committee

Department of IT

(DoIT)

Project

Implementation Unit

(PIU)

eGov Task Force

Society for Promotion

of IT in Chandigarh

(SPIC)

Department of IT

(DoIT)

SeMT

PeMT

Strategy Operation Support

Programme

Project

Advisory Committee

on e-Governance

e-Gov Implementation

Committee

Department of IT

(DoIT)

Project

Implementation Unit

(PIU)

eGov Task Force

Society for Promotion

of IT in Chandigarh

(SPIC)

Department of IT

(DoIT)

SeMT

PeMT

4Institutional Framework

4Institutional Framework

33

• An e-Gov Implementation Committee, headed by the Finance Secretary and

Secretary IT, has been constituted to continuously provide guidance and

monitor progress. The committee would essentially be responsible for

implementing the e-Governance roadmap for the UT. It will monitor the

progress of the departmental Task Forces, to implement the

decisions/guidelines of the Advisory Committee. This Committee will carry

forward the vision and direction of the Advisory Committee and get it

implemented through the task forces. It will also co-ordinate the working of the

task forces, so that they supplement each other.

• Society for Promotion of IT in Chandigarh (SPIC), would be the nodal

agency of the UT and serve as the State e-Government Mission Team. SPIC

would essentially be the Technical Secretariat for the Advisory Committee, e-

Gov Implementation Committee and DoIT in implementing the role envisaged

for these institutions under the roadmap. SPIC would also be the agency which

would support the departmental initiatives in terms of guidance and capacities

till the time internal capacities (PeMT) are not created. It would be the sourcing

agency for the State with respect to resources required to be build at SeMT and

PeMT levels. SPIC would also be responsible for appraising all departmental

projects before approval of the Advisory Committee and Implementation

Committee to ensure that they are in line with the various requirements (core

policies) of the UT with respect to e-Governance Project design and

implementation

• An e-Gov Task Force, which will serve as a source of internal capacity for

implementing the project and a technical secretariat to the Project

Implementation Unit (PIU). This will have nominated members from the

departments and identified resources from outside / SPIC.

• Department of IT (DoIT), Chandigarh Administration would be the coordinating

department of the UT for all the e-Governance initiatives in the UT. It would

provide support and guidance to departments implementing e-Governance

projects. They would also be responsible for designing and implementing all

core application, infrastructure and policies for development of e-Governance in

the UT.

• Departmental Project Implementation Unit led by a Project Champion and

supported by a Chief Information Officer, would be responsible for the design

and implementation of departmental initiatives in the UT, supported by the e-

34

Gov Task Force (PeMT). Since, a dedicated PeMT is likely to be created only

after the project has been approved; departments are expected to work with

SPIC/DoIT in the design of the project proposals for approval and funding, in

case such capacities do not exist within the departments.

The constitution of some of the above committees is presented below:

1. Advisory Committee on e-Governance

Advisor to Administrator Chairperson

Finance Secretary and Secretary IT Vice Chairperson

Home Secretary Member

Commissioner Chandigarh Municipal

Corporation

Member

Deputy Commissioner Member

Joint Secretary Finance, Director Public

Instructions (C)

Member

Managing Director, CITCO Member

Inspector General of Police Member

Chief Engineer, UT Member

Principal General Manager Telecom Member

Director Regional Computer Centre Member

Additional Director STPI Member

Director IT Member

Director Health Member

Director Technical Education Member

State Informatics Officer, National

Informatics Centre

Member

Additional Director IT Member, Convenor

2. e-Gov Implementation Committee

Finance Secretary and Secretary IT Chairperson

35

Commissioner Chandigarh Municipal

Corporation

Member

Deputy Commissioner Member

Managing Director, CITCO Member

Senior Superintendent of Police (HQ) Member

Chief Engineer, UT Member

Sub Divisional Magistrate (South) Member

Director Public Instructions (Schools) Member

Assistant Estate Officer Member

Director IT Member

Under Secretary IT Member

State Informatics Officer, National

Informatics Centre

Member

Additional Director IT Member, Convenor

3. e-Gov Task Force

Head of Department, Chairman

Nodal Officer

Representative of NIC

Representative of IT Department

Roles and Responsibilities

In line with the institutional strategy discussed above, the table below summarizes

the roles and responsibilities of the various units of the institutional structure at the

programme Level.

Unit Constituents Key Role(s) Key Activities

Advisory

Committee

on e-

Governance

• Headed by the

Advisor to

Administrator

• Consists of

leaders of IT

• Provide strategic

direction for

adoption and

promotion of IT in

the UT

• Envisioning an e-

Governance and IT

policy and working

out a strategy for its

implementation in

36

Industry,

Government

and Education

• Setting up the IT

Strategy for the UT

• Setting up the e-

Governance

Strategy for the UT

the UT

• Take necessary

policy level

decisions on

matters relating to

Information

Technology (IT)

wherever the

approval of the

Cabinet is otherwise

necessary

• Take policy level

decisions on IT

matters

• Ensure required

changes in laws and

legislation

necessary for

enabling

widespread

Government

Process Reforms

• Ensuring higher

degree of

departmental buy in

to a UT approach

• The committee

shoud meet at least

twice every year

e-Gov

Implementati

on

Committee

• Headed by the

Finance

Secretary and

Secretary IT

• Other

important

Department

Secretaries -

permanent

members

• Concerned

• This committee lays

down the broad

modalities for the

implementation of e-

Governance

roadmap, including

which department

/organization which

would be ultimately

responsible for the

implementation of

the various

• Program Approval

including process

for Program

Implementation

• Approve changes to

UT e-Gov roadmap

• Finalize funding

strategy and fund

management

principles

• Monitor program

37

Departmental

Secretary –

based upon

agenda

• SeMT to be

the Technical

secretariat

components of the

roadmap.

• Finalization of

departmental

prioritization

• Implementation and

Monitoring of e-

Governance

projects

progress

• Resolve Inter-

departmental Issues

• Facilitate legal

changes for

effective

implementation, if

required

• Approving

operational policies,

guidelines, manuals

and formats for

activities such as

project report

preparation,

technical standards,

business model,

knowledge

management,

project management

methodologies,

impact assessment,

publicity,

Government

business re-

engineering etc.

• Cost sharing

between projects /

departments /

Centre-State

• Provide guidance to

the project

implementation

committees

• Institute and review

program and project

audit reports from

time to time

• The committee

should meet at least

once every quarter

38

or more frequently

as per requirement

Department

of

Information

Technology

(DoIT)

• Headed by

Secretary /

Director IT

• Nodal Department

for spearheading e-

Governance and IT

in the UT

• Implement the

policy on the use of

Information

Technology in the

UT

• Responsible for

providing strategic

direction for

implementation of

various e-

Governance

initiatives in the UT

• Nodal department of

the UT for the

coordination of the

National e-

Governance Plan

• Administrative

Departments for the

State Nodal Agency

for e-Governance

• Defining of the Core

policies

• Implementation

Agency for Core

Infrastructure and

Core Applications

Society for

Promotion of

IT in

Chandigarh

(SPIC)

• State e-

Governance

Mission Team

– as defined

under the

Capacity

Building

Guidelines of

DIT under

NeGP

• Review of the

project proposal

prepared by the

PeMT for adherence

to the State e-

Governance

Roadmap under

NeGP

• Review of the

project proposal

• Assistance with the

preparation of

project proposals, if

required (prior to

setting up of PeMT)

• Technical

Secretariat to the e-

Gov Implementation

Committee

• Development and

implementation of

the Capacity

Building Programme

including finalization

39

of the Training

calendar and

courses

• Operational

coordination with

DIT, GoI on NeGP

• Support

implementation of

policy, leadership

and Institutional

Development

programme through

DoIT

• Financial

management

• Procurement and

contract

management under

NeGP

• Monitoring and

Evaluation

• Mobilizing funds

• Knowledge and

Project

Management

• Quality Assurance

and Oversight

• Finalization of the

resource plan for

PeMT

• Finalization of the

Job description and

sources of hiring

• Hiring and

deployment of

resources to PeMT

40

Table below summarizes the roles and responsibilities of the various units of the

institutional structure at the project level.

Governance

Unit

Constituents

(Recommended -

Minimum)

Key Role(s) Key Activities

Departmental

Project

Implementati

on Unit (PIU)

• Headed by the

Project

Champion

(preferably the

concerned

Secretary/Dire

ctor/Head of

Department)

• Heads of

Departments –

Administration,

Engineering,

Planning,

Revenue and

Accounts

• Chief

Information

Officer

(Convener)

• Application

development

and

implementation

team

• Nominated

officers from

the

Department

• Local NIC

Team

• Define project

targets and

structure

• Prepare project

report including

time line,

dependencies and

resource

requirements

• Continuously

Monitor project

progress and

resolve intra-

department issues

for resolution

• Identify and report

inter-department

issues for

resolution at the e-

Gov

Implementation

Committee

• Identify support

requirement from

SeMT and through

the creation of

PeMT

• Prepare detailed

terms of reference

for procuring

goods and

services under the

project

• Finalize

• Design and finalize

the system

requirement

specification

• Prepare project

proposal

• Overall project

implementation at the

Department level

• Monitoring the

project activities

• Reporting on project

progress

• Capacity Building

and Change

Management

• User Requirement

Analysis

• Business Process

Reengineering

• Functionality Gap

Assessment

• User Acceptance

Testing

• Technical Training at

Department Level

• Design and finalize

the MIS requirements

• Coordination with

Vendors for H/W

Procurement,

41

agreements under

the projects

Software,

Networking, facility

management

• Ensure technical

implementation

according to project

design

Department

of IT (DoIT)

• Headed by

Secretary /

Director IT

• Provide strategic

inputs to the

Project

Implementation

Unit for

implementing the

e-Governance

project

• Provide strategic

support to the Project

Implementation Unit

for executing the e-

Governance projects

• Perform status check

of the projects

implemented by the

PIU

e-Gov Task

Force

(Project e-

Governance

Mission

Team -

PeMT)

• Chaired by

Head of

Department /

Chairman

• As defined

under the

Capacity

Building

Guidelines of

DIT under

NeGP

• Nominated

Officers from

the

Department(s)

• Identified

resources from

outside / SeMT

• Serve as a source

of internal capacity

for implementing

the Project and

serve as the

technical

secretariat to the

Project

Implementation

Unit

• Preparation of the

State e-Governance

strategy for the

department

• Finalization of project

proposals (detailed

project reports) for

approval of the e-

Gov Implementation

Committee

• Development of

financial

sustainability model

including analysis of

PPP options

• Assistance in the

finalization of the

FRS for application

development

• Finalization of the

procurement strategy

• Finalization of H/w

requirements

42

• RFP preparation and

Bid process

management for

appointment of

application vendor

and data digitization

vendor

• Guidance note on

issues such as

legislative changes,

technology standards

• User acceptance

testing

• Project monitoring

across Departments

• Finalization of the

capacity building and

change management

plan for the UT

43

Once the e-Governance strategy and vision are identified, performance measures

provide a valuable tool to track the progress of the e-Government implementation

efforts. The following broad characteristics can be identified that will mark the

success of the e-government:

Table 4:

Convenience and Satisfaction

Services provided anytime, anyhow, anywhere

Target 2007 • People will be able to find details of government services on the

Internet.

Target 2008 • All the 64 services under Group 1 will be fully or partially

delivered electronically (where appropriate).

• All the services under Group 1 and Group 2 (144 in total) will be

fully or partially delivered through service centers (Common or

department).

• The departments will have redesigned the way they deliver

services – traditional channels may be used less, in favour of

the Internet which will reach most citizens, and often be more

convenient for them.

Target 2009 • All the 144 services under Group 1 and 2 will be fully or partially

delivered electronically (where appropriate).

• All the services under Group 3 and 4 will be fully or partially

delivered through service centers (Common or department).

• Service delivery will be more proactive. People will allow

departments to use information they hold to ‘push’ services out

to them (e.g. reminding people to meet an obligation, the

citizens will get reminders through SMS, email regarding the

bill/taxes payments).

Target 2010 • All the 309 services under the 4 groups will be fully or partially

delivered electronically (where appropriate).

• All the services under Groups 1-4 will be fully or partially

delivered through service centers (Common or department).

5Measures

5Measures

44

Integration and Efficiency

Services that are integrated, customer-centric and efficient

Target 2007 • The customer feedback mechanism will have been established.

• The departments who have already started off the respective e-

Governance initiative before 2005 would have implemented in

at-least one location.

• The participating departments will have their Detailed Project

Reports ready.

• Policies on Information Management, IT Management and PPP

will be in place

Target 2008 • The participating departments will have started the e-

Governance initiative that they are responsible for.

• The departments which started off the respective e-Governance

initiatives before 2005 would have rolled out in all the locations.

• Policies on Security will be in place

Target 2009 • Front-office integration will be well developed – many services

will have been redesigned and bundled together in ways that

meet customers’ needs better.

Target 2010 • The back office of government will be widely shared – there will

be much less investment in department or service-specific

technical, information, and business process infrastructures.

Better value for money will be achieved.

45

Based upon the imperatives identified by the e-Governance roadmap for the U.T.,

there have been a number of initiatives that have been identified by the

administration to be taken over the next six months to a year. These have been

presented in the table below:

Table 5:

S.No Activity Responsibility Action Required Time

Frame

from zero

date

1 Finalization of the e-

Gov roadmap

Advisory

Committee on

e-Governance,

DIT, SPIC

Approval of the

roadmap contained

in this document

15 days

2 Capacity Building and

creation of positions

within the SeMT

Advisory

Committee on

e-Governance ,

e-Governance

Implementation

Committee

Approve the budget

plan and submit to

DIT, GoI for meeting

the funding

requirement for

hiring of resources in

SeMT as detailed in

the capacity building

report

2 Months

3 Preparation of

detailed financial

management and

control systems at the

SeMT for programme

and fund

management under

NeGP

Advisory

Committee on

e-Governance

and SPIC

Detailed operating

and monitoring

procedures to be

prepared,

documented and

approved

2 Months

4 Finalization of the

policy level initiatives

especially data

protection & privacy

policy, PPP policy

SPIC and DIT Constitute an expert

committee /

consultants to

finalize these after

consultations with

3 months

6Next Steps

6Next Steps

46

and technology

standards

the Line departments

5 Preparation of

detailed guidance

notes on areas such

as project report

preparation, PPP, risk

assessment,

technology

evaluation etc., which

can be used by the

departments for

implementing the

various planned e-

Governance

initiatives

SPIC and DIT SeMT to initiate the

discussion draft for

finalization by the

Advisory Committee

on e-Governance

3 months

after the

capacity at

SeMT has

been

created

6 Development of

detailed project report

for core applications,

core infrastructure

and the departmental

applications

SPIC and DIT SeMT to support

through project

management and

appointment of

external agencies to

support this

development

6 months

after the

capacity at

SeMT has

been

created

7 Finalization of the

Monitoring and

Evaluation Plan and

Appointment of an

independent M&E

agency for

continuous impact

assessment

SPIC and

Advisory

Committee on

e-Governance

Finalization of the

M&E Plan

8 Months

47

Framework for prioritization of services

Service Value Analysis - Methodology for prioritising services

The approach of ‘Service Value Analysis’ is used to arrive at ‘High Value’ services.

It is a structured 5-step approach as described in detail below: S t e p 1 : C o m p i l e t h e L i s t o f S e r v i c e s– This step involved compiling the list of

services provided by the various participating departments. S t e p 2 : I d e n t i f y t h e H i g h V a l u e S e r v i c e s w h i c h n e e d t o b e e - G o v e r n m e n t -e n a b l e d- This step involved identifying those services that once made e-

Government-enabled will deliver the maximum value and benefits to the

departments and its customers.S t e p 3 : C o l l e c t I n f o r m a t i o n & S t a t i s t i c s a b o u t t h e v a r i o u s S e r v i c e s– This step

involved collecting operational statistics and information about each service to

assist in the prioritization process. Such information includes transaction volumes,

customer type, service type, number of departments involved in delivering the

service, etc.S t e p 4 : P r i o r i t i z e t h e I m p l e m e n t a t i o n o f t h e H i g h V a l u e S e r v i c e s– This step

involved defining when to implement each of the high value services identified

earlier. A structured analysis method is used based on service visibility and

complexity.S t e p 5 : V a l i d a t e a n d R a t i o n a l i z e t h e R e s u l t s – This step involved deploying

project management team’s experience and knowledge of department’s customers

and operations to further verify the results of the analysis.

The following sub-sections provide detailed description for each of the steps above.

Step 1: Compile the list of services

This step involved interacting with the key officials of the department to compile the

list of key services provided by their department.

Step 2: Identify the High Value Services which need to be transformed into e-

Government

This step involved reviewing the different services to identify those services that

once made e-Government-enabled will deliver the maximum value to the

department and its customers. Here, the emphasis on trying to explore how e-

Government can add value to the department and its customers through a number

7Annexure I

7Annexure I

48

of quantitative measures. These quantitative measures are categorized into two

key groups:

1. D e p a r t m e n t V a l u e M e a s u r e s; explores the e-Government impact on the

following:

� Enhancing existing revenues;

� Setting up new revenue streams;

� Reducing cost of processing transactions; and

� Delivering intangible benefits (e.g. boosting the image of the department)

2. C u s t o m e r V a l u e M e a s u r e s

; explores the e-Government impact on the

following:

� Minimizing the number of customer visits to the department premises;

� Reducing the time required to request the service;

� Reducing the time required to deliver a service;

� Reducing the fees and charges associated with a service;

� Reducing the time spent by the customer to follow-up and track the

progress of the requested service; and

� Reducing the time spend by the customer to file complaints, comments

and suggestions

Based on the above, services were classified into four major categories, described

in detail below:

� G r o u p 1 – ( H i g h D e p t . V a l u e , H i g h C u s t o m e r V a l u e ) ;

this group

represents the high-value services which should be made e-Government-

enabled first. The services are expected to deliver key benefits to UT in

terms of increased revenues or cost reductions. Also, the services are

expected to deliver key benefits to the department customers in terms of

accessing the services quickly, conveniently and efficiently. For example,

establishing a ‘Service Directory’ over the Internet describing the various

UT services, their target customers and their key requirements can be

considered as a high value service. This service minimizes the customer

service operational overhead across all departments by providing answers

to customers’ most frequently asked questions on-line. Furthermore, the

service makes it easier and more efficient for the customer to inquire

about the different services and their associated transaction requirements.

� G r o u p 2 – ( H i g h D e p t . V a l u e , L o w C u s t o m e r V a l u e ) ;

this group

represents the significant focus of government departments aspiring to be

self-financing or profitable. The services are expected to deliver key

benefits to Department in terms of increased revenues or cost reductions.

However, the service once made E-Government-enabled will not

49

necessarily deliver significant benefits to the customers. For example, the

implementation of Electronic Procurement (E-Procurement) will enable

Department to communicate with suppliers electronically to acquire

products quickly and at better prices. This will reduce the overall

operational overhead of the Purchasing Function within Department. Yet,

the implementation of this advanced purchasing model will not deliver

immediate, direct and tangible benefits to the customers of the

department.

� G r o u p 3 – ( L o w D e p t . V a l u e , H i g h C u s t o m e r V a l u e ) ;

this group

represents the significant focus of non-profit governmental organizations

focusing exclusively on customer service. The services are expected to

deliver key benefits to Department’s customers in terms of in terms of

accessing Municipal services quickly, conveniently and efficiently.

However, making the service e-Government-enabled will not deliver key

and tangible benefits to the Department in terms of increased revenues or

decreased operational overhead. For example, ‘Filing Complaints’

electronically over the Internet will deliver key benefits to the customer but

delivers little financial value to the Department.

� G r o u p 4 – ( L o w D e p t . V a l u e , L o w C u s t o m e r V a l u e ) ;

this group of

services provides little benefit and few advantages to the Department and

its customers. For example, the use of e-Government in prosecuting

suppliers or customers on behalf of Department. The use of e-

Government in this area is very limited.

Step 3: Collect Information & Statistics about the various services

This step involved the collection of various operational information and statistics

about the various services. Information collected by the various departments

includes:

1. Customer Base (e.g. Residents, Citizens, etc.)

2. Number of Transactions in a period

3. Service Type (i.e. Internal or External)

4. Annual Revenues

5. Number of external parties involved in delivering the service

6. Number of customer documents required

7. Degree of Automation

8. Degree of Customer Interaction

Step 4: Prioritize the implementation of the high value services

50

This step involved identifying when to implement each of the high value services

identified in Step 2. The implementation priority for each high value service was

defined based on the analysis of the following attributes:

� S e r v i c e V i s i b i l i t y –

describes how significantly and extensively can

customers feel and experience the benefits achieved from delivering the

service into e-Government. Services of high volume of transactions and a

large customer base would be more visible to the Department customers

than other services with a very limited customer base.

� S e r v i c e C o m p l e x i t y –

describes how easy the service can be made e-

Government-enabled. This depends on a number of factors such as the

degree of existing automation, number of external parties involved and the

number of customer documents processed. For example, issuing of ‘No

Objection Certificates’ is more difficult to make e-Government-enabled

than issuing of ‘Public Health’ certificates.

Hence, the high-value services identified in Step 2 can be grouped into four major

categories: 1 .

G r o u p 1 ( H i g h V i s i b i l i t y , L o w C o m p l e x i t y ) ;this group of high value

services should be implemented first. The services can be transformed

easily to e-Government delivering highly visible benefits to the

Department customers.2 .

G r o u p 2 ( H i g h V i s i b i l i t y , H i g h C o m p l e x i t y ) ;this group of high value

services can be implemented second, if Department can allocate the

human and financial resources necessary to support the implementation

process. The services are relatively difficult to implement. However, once

implemented the services deliver highly visible benefits to the Department

customers.3 .

G r o u p 3 ( L o w V i s i b i l i t y , L o w C o m p l e x i t y ) ;this group of services can be

implemented second, if the Department is low on the human and/or

financial resources required to support the implementation process. The

services are relatively easy to implement and deliver benefits that are not

very visible to the Department customers.4 .

G r o u p 4 ( L o w V i s i b i l i t y , H i g h C o m p l e x i t y ) ;this group of services

should be implemented last. The services are relatively difficult to

implement and deliver benefits that are not very visible to the Department

customers.

Step 5: Validate and rationalize the results

PwC project team has deployed the Department’s experience and knowledge of

the Department’s customers and internal operations to validate the results of the

analysis. The validation process involved the following:

51

− Verify that the high-value services can deliver benefits through e-

Government.

− Verify the feasibility of the implementation priorities assigned to the high-

value services.

52

Output of Service Value Analysis

Group 1

S.No. Service Department

1. Dissemination of information related to

tourism

Tourism

2. Online booking facilities for accommodation

and transport

Tourism

3. Physical planning Urban Planning

4. Designing the various plans Urban Planning

5. Registration of Motor Cabs, Maxi Cabs and

tourist buses

Transport

6. Revision of Excise Duties and Taxes on

Excise Commodities including Remission /

Waiver.

Finance

7. Fixation of license fees and sale price of

Excise goods.

Finance

8. Import/ export of Excise articles in the state. Finance

9. Policy decisions relating to manufacture,

storage, bottling, blending etc. of Excise

Articles.

Finance

10. Matters regarding sales / disposal of Excise

goods.

Finance

11. Reduction in Excise demand. Finance

12. Review and Administration of Excise

Department.

Finance

13. Statutory Appeals and Revisions. Finance

14. Appeals under CCA rules. Finance

15. All matters relating to UT Accounts Service &

UT Subordinate Accounts Service.

Finance

16. Review of recovery of Revenue in major Finance

8Annexure II

8Annexure II

53

Revenue earning departments and other

departments.

17. Returns of write-off of Revenue. Finance

18. All matters relating to Director of Treasury &

Accounts and Administration of Treasuries.

Finance

19. Sanction for advance on AC bills. Finance

20. To ensure the proper realization of taxes and

duties

Excise and Taxation

21. To prevent/evasion/ leakage of revenue due

to the state

Excise and Taxation

22. Conduct inquiries regarding genuinity of sales

and purchases made by the suspected

dealers

Excise and Taxation

23. To prevent illicit sale of liquor Excise and Taxation

24. Handling customer complaints regarding

various things like defective water meters,

sewerage, street lights etc

Municipal Corporation

25. Property tax and fee on commercial,

industrial and institutional land and buildings

Municipal Corporation

26. To sell plots by allotment or auction to private

persons, institutions or government

departments; and to collect annual

installment; issue notice to defaulters;

resume sites in case of default in payment

Estate Office

27. To collect rent or hire-purchase installments

of government-built tenements, houses and

shops

Estate Office

28. Sanction building plans; enforce building

rules and municipal bylaws; prevent

unauthorized use of premises; demolish

unauthorized constructions and

encroachments on government lands

Estate Office

29. To allot sites and collect rents from petrol

pumps, taxi stands, laundries

Estate Office

30. To acquire land and pay compensation; to

allot land to persons displaced by the Capital

Project beyond Phase I or the city

Estate Office

54

31. Provision of OPD / care services / indoor /

surgery

Health

32. Handling emergencies Health

33. Manage various complaints

Health

34. Giving old age pensions Health

35. Issue death birth certificate Health

36. Reimbursements Health

37. Help beneficiaries to get money Health

38. To provide services to encourage industrial

ventures in the city

Industries

39. To assist and guide the entrepreneurs in

setting up industrial units

Industries

40. To create a transparent and automatic

system for allotment of scarce raw materials

like coal/ iron and steel etc

Industries

41. To arrange financial assistance to educated

un-employed youth from banks for setting up

of their ventures under the PMRY scheme.

Industries

42. Free hostels facility Social Welfare

43. Sanction of scholarships(Pre Matric and Post

Matric)

Social Welfare

44. Residential Schools Social Welfare

45. Rehabilitation schemes for scavengers Social Welfare

46. Financial assistance to victims of atrocities. Social Welfare

47. Financial assistance for inter-caste marriage

Social Welfare

48. Issue of ration cards above poverty line Food and Supplies

49. Issue of ration cards below poverty line Food and Supplies

50. Issue antyodaya cards Food and Supplies

51. Implement annapurna scheme Food and Supplies

52. Distribution of kerosene oil Food and Supplies

53. Enforcement of essential commodities act Food and Supplies

54. Implementation of consumer protection act, 1988

Food and Supplies

55. Registrations of unemployed candidates Employment Exchange

55

56. Renewal of registrations, maintenance of

records

Employment Exchange

57. Employment Market Information Employment Exchange

58. Placement services for employment

Employment Exchange

59. To prescribe the syllabi, courses of studies

and text books for colleges

Education

60. Handle recruitment

Education

61. Manage placements

Education

62. Passport, service verifications

Police

63. Redressal of the grievances of the victims, complainants coming to police stations with different problems

Police

64. Detection of crime by investigation of cases registered under IPC or Local & Special laws

Police

Group 2

S.No. Service Department

1. Arrange for various packaged tours and

travels in the UT

Tourism

2. Implement and monitor tourist reception

centers

Tourism

3. Provide assistance to tourists and visitors Tourism

4. Prepare perspective plan Urban Planning

5. Introduce controls through zoning plan and

architectural control

Urban Planning

6. Reassignment/Transfer of Ownership on the

basis of NOC from other states and within

State

Transport

7. Grant / Renewal of Permits in respect of

transport vehicles including National Permits

Transport

8. Grant of Permits in respect of Private Service

Vehicles in the name of Firms/Private Ltd.,

Companies, Institutions.

Transport

9. Enforcement of the various provisions of the

M.V. Act, 1988 & Compounding of Challans

Transport

10. Issuance of duplicate registration books in Transport

56

respect of tourist vehicles and permits in

respect of transport vehicles

11. Grant of Certificate of fitness in respect of

transport vehicles

Transport

12. P.A.C. / Legislative Committees in audit

matters (General) (of all Government

Departments/Undertakings).

Finance

13. C.A.G. Report inspection Reports of A.G. and

pursuance of draft paras.

Finance

14. Internal Audit, Special Audit and Physical

Verification Reports of Director, Inspection.

Finance

15. Matters relating to Reports of Director, Local

Fund Audit Department.

Finance

16. Pursuance of misappropriation / defalcation/

embezzlement cases with the concerned

departments.

Finance

17. Administration of Directorate of Inspection,

and Local Fund Audit Department.

Finance

18. Revision of rates of stamps duties and fees,

including registration and court fees.

Finance

19. Revision of rates of Commercial Taxes and

other Taxes.

Finance

20. Grant of exemption from Taxes Finance

21. Statutory Appeal and Revisions. Finance

22. Appeals under CCA rules. Finance

23. Sales Tax check posts. Finance

24. Refund of Revenue and reduction in demand. Finance

25. Review of recovery of Commercial Taxes and

Registration & Stamps.

Finance

26. Review of working and Administration of

Commercial Taxes, Land & Building Tax and

Registration and Stamps Departments etc.

Finance

27. Monitor the working of dealers and

commercial ventures right from their

registration with the department to the annual

assessments and recovery of tax arrears etc

Excise and Taxation

57

28. Carry out periodical checks on movements of

goods by the checking teams

Excise and Taxation

29. To earn adequate Government revenue from

the trade

Excise and Taxation

30. Maintenance of roads / parking places Municipal Corporation

31. Deal with water meter connections Municipal Corporation

32. Maintenance of gardens, parks, open spaces,

green belts etc.

Municipal Corporation

33. Maintain street lights Municipal Corporation

34. Booking of community centers / janj ghars / open spaces etc.

Municipal Corporation

35. To bring all-round development in the field of

social and economic upliftment in villages

Rural Development

36. Execution of development works/projects for

welfare of the rural masses, thereby raising

their standard of living

Rural Development

37. Providing the rural masses hygienic and

sanitary living conditions

Rural Development

38. To supplement the efforts for development in

the field of agriculture, land improvement,

minor irrigation, dairying, poultry, farm

forestry , small scale industries, khadi and

cottage industries, construction of roads,

culverts and bridges, rural electrification,

development of con-conventional energy

sources, maintenance of libraries, cultural

and sports activities, family welfare, removal

of encroachments on common Panchayat

land etc

Rural Development

39. Performing diagnostic tests Health

40. Issue of MLC certificate Health

41. Undertake inspections Health

42. Issue disability certificate Health

43. Providing referrals for better health care Health

44. Participation in rallies Health

45. To make all the industrialists/ agencies aware

about the industrial development policies of

Industries

58

the Chandigarh Administration

46. To make recommendations to various

agencies for the appraisal of projects

Industries

47. Mahila Sadan(state rescue home for women) Social Welfare

48. Assistance to voluntary agencies for after

care services

Social Welfare

49. Women development centre Social Welfare

50. Hostels for working women Social Welfare

51. Assistance to widows for marriage of their

daughters

Social Welfare

52. Infant homes Social Welfare

53. Home for mentally retarded children

Social Welfare

54. Creating entire infrastructure development in

the territory of Chandigarh comprising of

roads and establishment of water

Engineering

55. Providing and laying of water supply system Engineering

56. Providing and laying underground sewerage and storm water drainage system

Engineering

57. Application for Apprenticeship to different

technical institutes

Employment Exchange

58. Imparting Vocational Guidance Employment Exchange

59. To prescribe conditions for affiliation of

institutions in terms of teachers and their

qualification, curriculum, infrastructure and

other educational facilities

Education

60. Release of grants to private aided

managements

Education

61. Pay fixation of all Government & Non-

Government employees

Education

62. Manage promotions Education

63. To hold examinations for school, publish the

results of such examinations and grant

certificates to persons who have passed

these examinations

Education

64. Maintenance of law & order in the jurisdiction

of the police station.

Police

59

65. Prevention of crime through beat patrolling, surveillance, holding public meetings, taking preventive action u/s 107/150 Cr.P.C., 107/151 Cr.P.C., 109/ 110 Cr.P.C., watch over the activities of criminals, collection of intelligence, issuing servants verification rolls, stranger rolls etc.

Police

66. To provide security protection to the VVIPs,

VIPs and other Protected Persons through

Pilot, Escort, static guards and PSOs.

Police

67. To make necessary security arrangements at

vulnerable vital installations and other

important places such as High Court, District

Courts, PHQ, UT Secretariat etc.

Police

68. To make necessary security arrangements at

the places of functions and other places

visited by the VVIPs/VIPs.

Police

69. To make security arrangements on special occasions like Rose Festival, Independence Day/Republic Day Functions, other official functions etc.

Police

70. To deal with all complaints pertaining to

maltreatment, harassment, cruelty/ violence,

demand of dowry etc. relating to unmarried /

married women and children.

Police

71. Counseling through well qualified/trained

police staff, voluntary NGOs with the

objective to settle the disputes

amicably/mutually and to unite the divided

families.

Police

72. Investigation of cases registered under

section 292, 294, 354, 509, 406, 498-A IPC,

kidnapping/abduction/rape, Dowry Prohibition

Act, Suppression of Immoral Traffic Act or

any other section relating to cruelty/violence

etc. about which the investigation is entrusted

to this unit by the senior officers.

Police

73. To help the women/children in distress through toll-free Child Help Line.

Police

74. Enquiry into all complaints marked by the

senior officers in cases where the

complainant is not satisfied with the enquiry

conducted by the local police or in other

Police

60

special cases.

75. Investigation of cases which are entrusted to

this wing as per orders of senior officers.

Police

76. Detection of cases under Local & Special

Laws, registration of FIRs and investigation.

Police

77. To act as a watch-dog and keep an eye over

organized crime in the city area.

Police

78. Collection of information/intelligence about all

types of other crime.

Police

79. Publication of monthly crime gazettes. Police

80. Modus Operandi Bureau, which functions under the control of DSP/Crime.

Police

Group 3

S.No. Service Department

1. Plan and organize fairs and festivals, meets

and seminars

Tourism

2. Manage the Estate office Urban Planning

3. Manage land use for future – residential,

commercial, open spaces, greens etc.

Urban Planning

4. Entry/Termination of Hire Purchase

Agreement in respect of Tourist Vehicles

Transport

5. Issuance and Renewal of Stage Carriage

permit in respect of CTU buses

Transport

6. Grant/Renewal of driving school licence Transport

7. Grant/Renewal of letter of Authority in respect

of Pollution Checking Centres

Transport

8. Disposal of bank drafts received from/to be

sent to other transport authorities

Transport

9. Counter Signature of vehicles registered with

other transport authorities

Transport

10. Cash collection Transport

11. Budget Circular/ Manual/ Memorandum Finance

12. Budget Speech Finance

13. Scrutiny and approval of Budget including Finance

61

items of new expenditure

14. Appropriation Bill Finance

15. Re-appropriation Finance

16. Supplementary / Excess Demands. Finance

17. Rate of interest on interest bearing deposits Finance

18. Loans Funds and W&M Advance to

Autonomous Boards and Public / Private

Undertakings, Co-operative Bodies

Finance

19. Allocation of funds for advances to

Government Servants

Finance

20. Matters relating to Banks Finance

21. Management of Ways & Means position

including Monthly Accounts

Finance

22. Printing of Budget Finance

23. Performance of Budget Finance

24. Investment in projects, schemes and in

Corporations/ Private / Public Sector

Undertakings.

Finance

25. Government Guarantee or extension thereof. Finance

26. Signing of Guarantee Deeds. Finance

27. To appoint representative of the Governor to

attend Annual General Meeting of

Companies/ Corporation etc.

Finance

28. Financial review of Corporations /

Undertakings.

Finance

29. Proceedings of Board of Directors of

Undertaking and Co-operative Bodies/

Societies attended by the Officers

representing Finance Department.

Finance

30. Matters relating to Electricity Board. Finance

31. Raid the business premises of suspected

dealers to plug the revenue leakage

Excise and Taxation

32. Make available quality liquor at a reasonable

market price to the people

Excise and Taxation

33. Transfer of residential / commercial units Municipal Corporation

62

34. Permission to mortgage Municipal Corporation

35. Permission to sell Municipal Corporation

36. Manage fire related incidences Municipal Corporation

37. To maintain record of ownership or lease

rights.

Estate Office

38. Issue licenses to non-motor vehicles such as

rickshaws and animal-drawn carts.

Estate Office

39. To grant permission for use of grounds for

public or private functions.

Estate Office

40. To prepare the internal annual budget of the office and prepare audited accounts; to maintain service records and individual files and other establishment matters.

Estate Office

41. Training students Health

42. Use of ambulance Health

43. Counseling people Health

44. Arrange blood donation Health

45. Handle donations Health

46. Family planning operations Health

47. Manage AMC Health

48. Produce court evidences Health

49. To provide marketing assistance to local

industrial units through rate contract

Industries

50. To hold rehabilitation of sick small scale

industrial units

Industries

51. To settle disputes arising due to non receipt

of payments to local SSI suppliers from

various purchasers especially Govt.

Departments by acting as arbitrator through

the Industrial Facilitation Council

Industries

52. To register small scale industry/ tiny industry Industries

53. Aids, Appliances, Orthotic and Prosthetic

Aids and Economic Assistance to

handicapped.

Social Welfare

54. Scholarship to handicapped students Social Welfare

55. Publication and free distribution of BRAIL Social Welfare

63

literature

56. State level training centre for teachers of

disabled persons

Social Welfare

57. Polio correction camps Social Welfare

58. Loan facility scheme for disabled persons

Social Welfare

59. Issue of Identity Cards to Senior Citizens for

availing facilities in hospitals, libraries, buses

etc.

Social Welfare

60. Aged and infirm homes Social Welfare

61. Aid to leprosy home Social Welfare

62. Old age pension Social Welfare

63. De-addiction cum rehabilitation centres Social Welfare

64. Probation services Social Welfare

65. Prisoner welfare services Social Welfare

66. Re-imbursement of medical bills for both in

service and retired employees of the dept

Education

67. Processing of GPF final withdrawal Education

68. Sanction of pension proposals to retired staff Education

69. Issue of no objection for obtaining passport to

go abroad

Education

70. Sanction of leave other than casual leaves Education

71. Sanction of annual grade increment Education

72. Purchase & supply of stationary items

including hard ware equipment

Education

73. Re-imbursement of medical bills for both in

service and retired employees of the dept

Education

74. Collection and development of information

with regards to agitations, strikes, dharnas,

demonstrations, processions, rallies etc.

Police

75. Providing daily/advance information to all

concerned about the above mentioned

programmes/ events so as to enable them to

make necessary law & order arrangements.

Police

76. Liaison with the local police as well as with

the leaders of the political/other parties.

Police

64

77. Preparation and submission of Daily

Summary of Intelligence (DSI) reports.

Police

78. FRO office, dealing with registration, grant of

visa and other matters relating to foreigners.

Police

79. Surveillance of suspects. Police

80. Service, marriage and other verifications. Police

81. Dealing with matters relating to permission

for arms licenses, processions, use of loud

speakers etc.

Police

82. Conducting enquiries into cases by senior officers

Police

83. Holding preliminary enquiries into all

complaints of fraud

Police

84. Holding preliminary enquiries into all

complaints against companies

Police

85. Investigation of all cases if after holding a preliminary enquiry

Police

Group 4

S.No. Service Department

1. Approve and classify the hotels in

Chandigarh up to 3 star category

Tourism

2. Development of the areas according to

developed plans

Urban Planning

3. Approval of Models of New Vehicles Transport

4. Grant/Renewal of PSV Permit in respect of

School buses in the name of schools/Under

agreement with schools

Transport

5. Grant of permission for replacement of old

auto rickshaws which have completed the life

span of more than 15 years

Transport

6. Grant/Renewal of permit in respect of

Contract Carriage buses and transfer

Transport

7. Examination of proposals for release of

grants under award of Central/State Finance

Commissions and other related

correspondence.

Finance

65

8. Macro economic analysis of National and

State's finances and Economy.

Finance

9. Examination of proposal for Innovative Financing/Externally aided projects

Finance

10. Inclusion of items in Schedule of new

Expenditure for Non - Plan / Plan/ CSS and

Break-up of lump-sum provision (Including

uncovered items).

Finance

11. Loans and grant - in - aid including advance

sanction and in relaxation of rules.

Finance

12. Proposals for making temporary posts

permanent including revision of cadre

strength.

Finance

13. Extension in the terms of temporary posts Finance

14. Matters relating to PWF&AR revision of rates

and work charged employees.

Finance

15. Framing and Interpretation of GF&AR

including amendments thereof.

Finance

16. Delegation of powers under GF&AR and

relaxation in particular cases

Finance

17. Write - off of losses and Irrecoverable dues,

loans and advances.

Finance

18. Administration of the P.D.R. Act and Rules. Finance

19. Conversion of Agricultural land for Non -

agricultural Purposes and other uses and

fixation of price for sale.

Finance

20. Allotment of land free of cost or at

concessional rates.

Finance

21. Confirmation of sales of Government

property.

Finance

22. Administration of Pension and Pensioners'

Welfare Department.

Finance

23. Policy matters regarding Pension and Pensioners' Welfare.

Finance

24. Perform VIP duties Health

25. Undertake food sampling Health

26. Participation in national programs relating to Health

66

checking of food

27. Prepare various reports of disease

surveillance

Health

28. Outsourcing of services Health

29. Distribution of electric power and construction

of various public buildings and housing

accommodation for govt. employees of

various categories

Engineering

30. Execution of building works, maintenance of

non-residential and residential buildings of

Chandigarh Administration and upgradation

of residential buildings

Engineering

31. Maintenance of various Govt. buildings,

Roads and Horticulture works in U.T.

Chandigarh

Engineering

32. Providing and installation of internal electrical

services in all the non-residential and

residential building including maintenance

thereof

Engineering

33. Responsible for arranging power from various sources (as Chandigarh does not have its own source) and distribution and transmission thereof to all type of consumers

Engineering

34. Undertake sports / extracurricular activities Education

35. Recognition of schools, formulation of syllabi, granting of scholarships

Education

36. Correction of date of birth of SSC candidates Education

37. To enroll all the students in the various age

group under different programmes

Education

38. Release of grants to private aided

management

Education

39. To provide training to teachers to impart

quality education in the UT

Education

40. To formulate and implement pilot projects for

bringing about qualitative improvement in

different fields of school education

Education

41. To promote vocational efficiency and

productivity

Education

42. Activities related to school employees, HR Education

67

issues like salaries, transfers, promotions,

loans, medical bill, allowances, deductions

etc

43. Distribution of food grains under national

program of nutritional support to all primary

children

Education

44. Provision of uniforms / books to SC students

Education

45. Misc. duties such as maintenance of public

order, controlling different agitations, strikes,

dharnas, rallies, rasta-roko programmes,

hunger strikes, fast-unto-death, processions,

demonstrations etc

Police

46. Regulation of traffic at different intersections,

automatic traffic control signals, round-

abouts, chowks, markets and other places.

Police

47. Parking duties in markets, melas, exhibitions,

other functions.

Police

48. Control of traffic during processions,

agitations, strikes, dharnas, rallies, rasta-roko

programmes etc.

Police

49. Traffic regulation and parking duties during

visits of VVIPs/VIPs.

Police

50. Enforcement of traffic rules & regulations by

prosecuting the violators under Motor

Vehicles Act/Rules.

Police

51. Educating school children, drivers, rickshaw

pullers and other road users on road safety

and traffic rules/regulations in Children Traffic

Park Sector 23 as well as by visiting different

schools, other institutions/ departments.

Police

52. Educating general public about traffic rules/regulations and road safety through cinema slides, banners, electronic / print media and by organizing seminars/ workshops/ lectures on road safety during annual Road Safety Weeks.

Police

53. To issue all articles of uniform to all the police

personnel from the rank of Constable to

Inspector from its Clothing Store.

Police

54. To issue all other misc. articles to all the units Police

68

of police department on demand, from its

Misc. Store.

55. To provide force for escort of prisoners from

District Jail to different courts in the city as

well as outside and back to jail.

Police

56. To provide force for maintenance of law &

order and also on different other occasions

such as dharnas, rallies, agitations,

processions, rasta-roko programmes,

demolition drives, strikes etc. on demand, out

of the reserve force.

Police

57. Deployment of static/temporary guards at

vital installations, VVIP/VIP’s

offices/residences and other places as per

requirement.

Police

58. Deployment of force to cover VVIP/VIP’s

route duties.

Police

59. Maintenance/repair of vehicles, issue of POL

and control over all the vehicles of the

department through MT Section.

Police

60. Utilization of Pipe and Brass bands on

different occasions.

Police

61. Tear Gas Squad, QRT, Riot Control Unit,

Dog Squad, and Mounted Staff etc. whose

services are utilized as and when required.

Police

62. Police Family Welfare Center, looking after

the welfare of the families of police

personnel.

Police

63. With drawl and dispersal of cash through Lines Officer.

Police

64. To assist the local police in day to day

functioning of Police Stations

Police

65. To assist the local police on demand during different agitations

Police

66. To cover all the important crime scenes

through still/video photography.

Police

67. To cover all important agitations, strikes, rallies, dharnas, demonstrations, rasta-roko programmes, processions, VIP functions, demolition drives etc. through still/video photography.

Police

69

68. Collection of information/intelligence about

the activities of anti-social elements/

terrorists/ antinational elements etc.

Police

69. Investigation of cases relating to crime

committed by the above category of

criminals.

Police

70. Investigation of any other case entrusted by

the senior officers.

Police

71. To provide basic training to all newly

appointed recruits in Chandigarh Police in

outdoor as well as indoor courses.

Police

72. To arrange short duration refresher courses

for all ranks from Constable to Sub

Inspectors.

Police

73. To attend all spots within 3-5 minutes on

receipt of any information on toll- free phone

no.100.

Police

74. After arriving at the spot, to inform the PCR

about the situation and thereafter, to hand

over the spot to the local police, if necessary.

Police

75. To guard the spot till the arrival of local

police.

Police

76. To shift the injured persons immediately to

the nearest hospital by making use of

Ambulance of the PCR.

Police

77. To guard a specific area of responsibility

round the clock, when not busy elsewhere.

Police

78. The PCR vehicles are also detailed for duty

on other occasions such as agitations,

strikes, rallies, dharnas, rasta-roko

programmes, processions, VIP routes, place

of functions, demolition drives etc.

Police

79. To provide wireless sets to all the vehicles as

well as individual officers/officials.

Police

80. Maintenance, upkeep and repair of all types

of wireless sets of the department.

Police

70

National e-Governance Plan (NeGP)

Technology can be a great leveler if its availability and accessibility is fair &

equitable. It enables two human beings from entirely different walks of life and

strata of society to stand on common footing, empowering a society from its grass

roots. This was one of the underlying philosophies of the NeGP.

The realization of the benefits of e-Governance and thus NeGP is well captured in

the governance agenda of the current government, wherein e-Governance is not

seen as the “use of IT” in governance but as a “tool” for ensuring “good

governance”.

NeGP is an extremely ambitious proposed programme of the government of India

aimed at improving the quality, accessibility and effectiveness of government

services to citizens and businesses with the help of Information and

Communication Technology. It proposes to achieve this by:

• Rapid deployment and scale-up of select "mission mode projects" (MMPs) -

projects (government service) with significant citizen interface

• Creation of a national IT backbone for fast, reliable and efficient connectivity,

data storage and access

• Integrated service centers for delivery of citizen services

• Creation of web portals for 24x7 access to government information and

services

To achieve the above, the national e-Governance action plan also provides for

significant investments in areas such as government process reengineering,

capacity building, training, assessment and awareness. The imperative for

formulating NEGAP were primarily three-fold:

• Firstly, it enables convenient and transparent access to the government as well

as other private services, providing equitable opportunities to all citizens

• Secondly, It can be used as an effective tool to drive administrative reforms

within the government and

• Thirdly, It can be an agent that can change the perception the government

9Annexure III

9Annexure III

71

NeGP in its current form consists of 10 functional components and 25 Mission

Mode Projects (MMP’s) to be executed over a four year period. An apex committee

under the cabinet secretary is already in place for providing the strategic direction

and management oversight. A formal structure to support the apex committee is

currently under formulation. MMP’s comprise projects that are to be implemented

by:

• Line ministries / departments at the National Level,

• State departments, and

• Integrated projects, which may span multiple ministries / departments /

agencies

• NEGAP is aimed at substantially accelerating the spread of e-governance

giving it a service and citizen orientation and ensuring fast, convenient,

accessible and reliable services. To achieve this and at the same time

overcome the current bottlenecks (computerization vs. service delivery; limited

focus on process re-engineering, delay in project approval, limited leverage of

private capital, limited internal capacity/ expertise for project management in

departments etc ), a formal programmatic approach to the implementation of

NeGP has been proposed. Such an approach is likely to result in:

72

• Service Focus – By measuring and defining existing and proposed service

levels, at the time of project structuring, NEGAP would be able to significantly

improve the service delivery of government services.

• Faster Implementation – Through improved project structuring, quick resolution

to interdependencies and availability of additional budgetary resources

• Integrated Approval – NEGAP would allow funding of projects that include and

integrate investments in capital expenditure, O&M expenses and human

resources for successful project implementation.

• Standardization – By looking at various projects in their entirety, it would be

able to assist in executing standardization of approach with respect to

technology and processes across MMPs.

• Quick issue resolution of overlap/ Interdependencies – A formal high powered

institutional structure under the NEGAP programme would help resolve issues

emanating out of multiplicity of objectives and large numbers of projects and

sub programs across departments and states.

Key Components of the NeGP

Mentioned below are some of the essential requisites for maximizing benefits from

e-Governance initiatives.

Government Process Re-engineering (GPR)

The importance of process redesign to facilitate and ensure best practices in the

realm of e-Governance cannot be over emphasized. It is vital that the process

redesign, i.e. the critical analysis and radical redesign of workflows and processes

within and between governmental departments, is undertaken if we are to achieve

breakthrough improvements in performance. While deployment of IT solutions

increases the efficiency of operations, it will not necessarily deliver the best results

unless the processes are reconfigured appropriately to the demands of the specific

circumstances. Otherwise, e-governance would simply result in “computerization”

and the duplication of manual processes by machine-based processes resulting in

“automated” waste. Process re-engineering ensures that processes are

redesigned to ensure effectiveness thereby delivering the maximum value to the

government, its employees and most importantly, the common citizen.

Change Management

Any change in the work culture through the induction of ICT and GPR (Government

Process Re-engineering) has direct impact on the staff who handle the processes.

People resist change for a number of reasons, including vested interest, fear of

losing their discretion, fear of the unknown, reluctance to make the effort involved,

73

upsetting a well established routine, fear of failure, lack of confidence in the change

implementers, lack of proper communication but possibly, the most important

reason is the fear of being worse of afterwards. In our context, where information is

power, making information freely available has serious implications on the

behavioral pattern of people. Planning and managing change, both cultural and

technological, will be one of the most challenging elements of re-inventing

government. Understanding the key areas of change management, and the

associated traps and pitfalls others have encountered, is critical to success.

Human Resources / Capacity

It is important to build human capacities in terms of necessary knowledge and skills

to initiate, implement and sustain e-Governance initiatives. It is equally important to

generate an attitude that is receptive to ICT based administration and ICT based

delivery of services. Developing e-Governance strategies and implementing the

technology will not help deliver the quality of services envisaged unless human

resources are aligned to provide the right services to the right customers from the

right sources with the right tools at the right time.

Evolution of Integrated Services Delivery Mechanism (ISDM) & Business

Model for E-G services

Delivering e-Governance services through a single-window requires an integrated

government system at the back-end. Equally important is the front-end mechanism,

which will actually be the point of interface between the e-Governance services and

its consumers. It is important to note that nearly 75% of the Indian population lives

in rural areas. Extending e-Governance services to this segment of population,

which is highly marginalized and under-privileged needs special consideration, both

in terms of technology and business models.

Standards

Efficient e-Governance services tailored to the needs of the citizen and business,

require adoption of standards for use across government. On account of the high

number of stakeholders, potential complexities introduced by new technologies,

competing technical standards, possible infringement on services provided by

private sector companies and the lack of common operating procedures, it is

necessary to evolve and adopt common standards across government

departments.

Information Exchange Standards

74

Standards need to be evolved to facilitate information exchange among various

departments. This will involve defining e-Governance ontology representing

common understanding of sharable concepts among various departments; Meta-

data frameworks and data definition standards comprising the guidelines and

principles for defining the data schemas and meta-data elements; and data

schemas and meta-data for core elements.

Security

Public trust and confidence are vital to all government services. Without full-fledged

trust from citizens and businesses, the success of the e-Governance initiative is

unlikely. Now that e-Governance initiatives in the country are likely to enter the

transactional phase, the confidentiality, integrity and security of data transmission

need to be addressed in a focused manner. The security framework in terms of

technology, processes and procedures is required, not only for the new systems to

be installed but also the existing system in place, to ensure that there is an

enabling mechanism for keeping business and personal information confidential

and secure.

Legal

Many e-Governance initiatives have not succeeded owing to the absence of the

necessary empowering and enabling legal architecture. A supportive and proactive

legal architecture would need to be devised and implemented at the central and/or

state levels in order to effectively operationalize e-Governance. GPR and gap

analysis done by the departments would highlight the areas where legal remedies

or restructuring is required.

Core Policies

The importance of policies and frameworks to strategize and set the ball rolling on

the e-Governance initiatives needs special emphasis. We need to look at various

e-Governance models and follow an iterative process that leverages the

participation of the multifarious stakeholders. The policies also need to exploit the

positives of existing platforms of governance whilst learning from and scrupulously

avoiding the errors of the past. A plausible framework for drafting policies and

architecting frameworks to manage the transition to e-Governance needs to be

developed. Essentially, policy and guidelines would need to be drafted that are

both specific to the department or the process as well as policies that may be more

wide ranging in their scope.

75

Department Questionnaire Used for the Study

I n t r o d u c t i o n :Chandigarh Administration is developing a roadmap to implement e-

Governance in various departments. PricewaterhouseCoopers Pvt Ltd (PwC) is

working with the Chandigarh Administration in this important initiative. As a part of

this initiative, the present questionnaire seeks to collect information on functions,

services, delivery channels & level of computerization of your department. Your

complete participation in this initiative is a prerequisite & very critical for success of

the project. In case of any clarification, please feel free to contact Amit Saraf,

Consultant, PwC at amit.saraf@in.pwc.com

I . P r e l i m i n a r y d e p a r t m e n t i n f o r m a t i o nName of the Department

Head of Department Name Designation

Nodal Officer

Name Designation

Address (Head Office)

Contact Numbers HOD Nodal Off

Email id HOD Nodal Off

Department website address, if any P l e a s e p r o v i d e t h e f o l l o w i n g d o c u m e n t s w i t h t h e f i l l e d - i n Q u e s t i o n n a i r e a s A n n e x u r e : 1 .C i t i z e n C h a r t e r , 2 . e - G o v e r n a n c e P r o j e c t d e t a i l s , 3 . O r g a n i z a t i o n S t r u c t u r e , 4 . B u d g e t S p e e c h ,5 . D e v e l o p m e n t a l p l a n , 6 . A n n u a l r e p o r t , 7 . M I S , 8 . P e r f o r m a n c e r e p o r t , 9 . I T p o l i c y e t c .

10Annexure IV

10Annexure IV

76 I I . V i s i o n & O b j e c t i v e s o f t h e d e p a r t m e n t

What is the stated vision

of the department?

What are the key

objectives / goals of the

department?

What are the Service

delivery channels for the

department?

(Department Service

Centers / Common

Service Centers /

Internet / Telephone etc) I I I . F u n c t i o n s o f t h e d e p a r t m e n t I V . M i s c e l l a n e o u s I n f o r m a t i o nS.

No. Description of Function

Specify if

‘automated’ Question Yes No 1 Do the offices of the department

have Local Area Network (LAN)? 2 Are department offices connected

through State Wide Area Network?

Please mention, if any other

network is used. 3 Does the department have formal IT

policies? (if yes, then please attach

a copy of the internal IT policy of the

Dept.) 4 Does the department have a

Disaster Recovery Plan? 5 Is there a centralized data center for

the department? 6 Is e-mail used for communication in

the department? 7

77 V . e - G o v e r n a n c e i n i t i a t i v e s ( p l e a s e p r o v i d e s o m e d o c u m e n t a t i o n o n e a c h i n i t i a t i v e m e n t i o n e db e l o w )

S.No.

Name of the

e-

Governance

initiative

Functional

objective

of the

initiative &

coverage

(e.g.,

services

offered

under the

project

targeting

urban /

rural

areas)

Outcome

of the

initiative

(Desired

for future

initiatives)

Number

of

locations

installed

(planned)

Current

Status:

Operational

/ Non –

Operational

etc.

Estimated

Funds

(for

planned

initiatives)

Source

of

Funds

(Central/

State/

Dept.

etc.)

Business

Model, if

any (e.g.

PPP -

BOOT/

BOO/

BOMT,

etc.) I n i t i a t i v e s u n d e r t a k e n i n t h e p a s t12345I n i t i a t i v e s p l a n n e d t o b e u n d e r t a k e n i n f u t u r e12345

78

V I . S e r v i c e s o f f e r e d b y t h e d e p a r t m e n tLevel of Expected Benefits

with Automation of Service

(Tick one - High / Low)

For Citizens

(e.g.

reduction in

delivery

time, fees,

charges and

customer

visits )

For

Department

(e.g.

increase in

revenue,

number of

transactions

per staff,

efficiency)

Level of

Transaction

Volumes /

No of

Customers

seeking

service (Tick

one - High /

Low)

No of

External

Agencies

involved in

service

delivery/ No

of Customer

Documents

required for

service

delivery

(Tick one -

High / Low)

S.No.

Name

of the

Service

Category

(G2C,

G2B,

G2G,

Internal)

Current

Automation

Level

(Manual /

Partially /

Fully) H i g h L o w H i g h L o w H i g h L o w H i g h L o w123456 789 1 01 11 21 31 41 51 61 71 8

79 V I I . D e p a r t m e n t a l s e t - u p ( U s e s e p a r a t e a n n e x u r e , i f r e q u i r e d )a . O r g a n i z a t i o n a n d I T d e t a i l s

Headed

By

No of

office

s

No

of

staff.

No.

of IT

Staff

No.

of

PCs

No. of

connec

ted

PCs

No of

PCs

with

Intern

et

Internet

type -

Dial

up/Prox

y/

Cable

etc.

Internet

connecti

on

speed

(kbps

/mbps)

Numbe

r of

offices

connect

ed by

SWAN

Bandwid

th

connecti

vity for

SWAN

Dept.

Network

Architectu

re

(Centraliz

ed/

Decentrali

zed)

Head

Office

Regional

offices (if

any)

District

Offices

Others 1

(pls.

specify)

Others 2

(pls.

specify)

b . H a r d w a r e D e t a i l s ( q u a n t i t y i n n u m b e r s )

Application

Servers

Database

Servers

(specify

name)

Mail

servers

(specify

name)

Back up

servers

(specify

name)

Other,

please

specify

Printers –

Dot Matrix

and laser

Scanner UPS

Head Office

Regional

offices (if

any)

District

Offices

Others 1

(pls. specify)

Others 2

(pls. specify)

80 c . D e t a i l s o f T r a i n i n g f a c i l i t i e s a v a i l a b l e t o t h e d e p a r t m e n t ( u s e a d d i t i o n a l s h e e t , i f r e q u i r e d )

S.No. Name of the

Training Facility

Address &

Contact

Details

Areas in which

training is

provided (i.e.,

specialization)

Maximum

training

capacity

(number of

seats)

Details of

Training

Faculty

(e.g.,

from IIMs,

IITs, etc.)

Whether

used

frequently

by the

Department

(Y/N) 12d . D e t a i l s o f T r a i n i n g p r o v i d e d a n d p l a n n e dDetails of training provided in past 3 years

Training required in the next 2

years

Training Domain

No. of

people

Office –

H.O./divisional

etc.

Provided by No. of

people

Office –

H.O./divisional etc.

Program Management

Project Management

Application software

Hardware &

Networking

OS (system admin) &

Database admin

Web and emerging

technologies

Others 1 (pls. specify)

Others 2 (pls. specify) e . S o f t w a r e A p p l i c a t i o n sS.No. Name of Application Key Functionalities

No of locations

installed

Interfaces with

other applications

1

2

81

Participating Departments

The following departments have been identified for participation in the e-

Governance and capacity building roadmap preparation. This identification was

done in a strategic workshop mode involving all the key stakeholders.

S.No. Department Name

1 Home

2 Finance

3 Excise and Taxation

4 Municipal Corporation

5 Police

6 Estate Office

7 Transport

8 Rural Development

9 Health

10 Industries

11 Tourism

12 Education

13 Social Welfare

14 Food and Supplies

15 Engineering

16 Urban Planning

17 Employment Exchange

11Annexure V

11Annexure V

82

Department Reports

Tourism Department

The Home Secretary is the Administrative Secretary and the Director Public

Relations also functions as the Head of Department. The department imparts

useful tourist information and assistance to the tourists and visitors regarding

accommodation, sight seeing and transport facilities. The department plans and

organises various tourism activities, fair and festivals, meets and seminars for the

promotion of tourism. The department also approves and classifies the hotels in

Chandigarh up to 3-star category as per guidelines from the Department of

Tourism, Govt. of India. The department formulates and executes State Sector

Plan Schemes and Central Sponsored Schemes for tourism promotion in

Chandigarh. The department also maintains coordination with the Chandigarh

Industrial and Tourism Development Corporation (CITCO) for creation of tourism

infrastructure and facilities in the city. CITCO also undertakes local sight seeing

and package tours.

Introduction to CITCO

The Chandigarh Industrial and Tourism Development Corporation Limited (CITCO)

was set up for promotion and development of Small Scale Industrial Units in the

Union Territory of Chandigarh. It was incorporated as a company under the

Companies Act, 1956 on 28/03/1974 as Chandigarh Small Industries Development

Corporation Limited (CSIDC) and started functioning from 20/09/1974.

The Corporation was given additional functions of promotion of tourism and other

miscellaneous activities in 1982. Hotel Chandigarh Mountview and Hotel Parkview

(earlier Chandigarh Yatri Niwas) were transferred to the Corporation. It was also

asked to run and maintain the Community Centres and Clubs in different sectors of

Chandigarh. The distribution of sugar under public distribution system was handed

over to the Corporation. Its name was first changed to Chandigarh Industrial and

General Development Corporation Limited (CIGDC) and finally to Chandigarh

Industrial and Tourism Development Corporation Limited (CITCO)

Functions

1. Printing of tourism related literature for publicity

12Annexure VI

12Annexure VI

83

2. Advertising UT tourism aspects

3. Hold various conferences and exhibitions

4. Formulate and execute state sector plan schemes and centrally sponsored

schemes for tourism promotion

5. Coordinate with CITCO for creation of tourism infrastructure and facilities in

the city

Services

1. Dissemination of information related to tourism

2. Online booking facilities for accommodation and transport

3. Arrange for various packaged tours and travels in the UT

4. Implement and monitor tourist reception centers

5. Provide assistance to tourists and visitors

6. Plan and organize fairs and festivals, meets and seminars

7. Approve and classify the hotels in Chandigarh up to 3 star category

Current e-Governance Initiative(s):

The tourism department has a comprehensive website which provides a host of

information that a tourist seeks about the city and nearby areas.

Proposed e-Governance Initiative(s):

The department plans to undertake the following e-governance initiatives going

forward:

1. Creation of a world class website for the department enabling a host of

online services like booking of hotel rooms in the city though the website

2. Setting up of information kiosks and making CDs of Chandigarh tourism

available at prominent places

84

Urban Planning Department

The Department is headed by the Chief Architect who is the Ex-officio Secretary,

Urban Planning. The Department consists of two wings.

1. Architectural Wing

2. Town planning Wing

Architectural Wing

In the Architectural Wing there are two Senior Architects with three or four

Architectural Units each. Each Architectural unit consists of an Architect, Asstt,

Architect and supporting team of Draftsmen in different grades. This wing has five

basic duties:

• To design buildings for the Chandigarh Administration and work entrusted to it

by various departments of the Central and State governments and

autonomous bodies

• To Co-ordinate with the various wings of the Engineering Department both in

the planning and construction phases and to incorporate structural designs

and other engineering services into the buildings.

• Architectural supervision during the course of construction of works designed

by the deptt.

• To scrutinize building plans submitted to the Estate Office for approval of the

Administration and to inspect commercial buildings for issuance of completion

certificates by the Estate Office.

• The Chief Architect's jurisdiction encompasses the entire Union Territory.

He functions in accordance with The Capital of Punjab (Development and

Regulations) Act, 1952, The Punjab Capital (Development and Regulation) Building

Rules, 1952, and the Architects Act, 1972.

Town Planning Wing:

The Town Planning Unit consists of Senior Town Planner with supporting team of

Divisional Town Planner, Asstt, Town Planners and other draftsmen in different

grades.

The Senior Town Planner is responsible for implementing the Chandigarh Master

Plan proposals. He prepares project reports dealing with different aspects of the

development of the city and its surrounding area. He plans the Phase-II and II

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sectors and the left out pockets of Phase I and II with the aim of bring areas under

intensive utilization. HE scrutinizes building plans and cases concerning

construction in areas falling under the Periphery Control Act. He studies Urban

trends, which will require plan revisions and plans for changing traffic and

transportation needs. Rehabilitation and resettlement of squatters settlements and

other rehabilitation housing projects come under his purview and he also outlines

the statutory zoning plans in respect of land for

commercial/residential/cultural/educational purposes. In accordance with the

Estate Officer, the Senior Town Planner releases land for auction and sets plinth

levels. He provides guidance to the Chandigarh Housing Board and prepares plan

for the development schemes of Manimajra. He is involved in planning for the

integrated development of the Chandigarh Inter-State Region.

The Senior Town Plan's jurisdiction encompasses the entire area of the Union

Territory of Chandigarh. He functions in accordance with the Capital of Punjab

(Development and Regulation) Rules, 1952. The Chandigarh (Sale of sites) Rules,

1952. The Chandigarh Trees Preservation Order, 1952, the Punjab New Capital

(Periphery) Control Act, 1952, The Land Acquisition Act, 1894, The Punjab

Municipal Corporation Act, 1976 (extension to Chandigarh), and The Chandigarh

Advertisement Control Order, 1954.

Services

1. Physical planning

2. Designing the various plans

3. Manage the Estate office

4. Development of the areas according to developed plans

5. Manage land use for future – residential, commercial, open spaces, greens

etc.

6. Prepare perspective plan

7. Introduce controls through zoning plan and architectural control

Current e-Governance Initiative(s):

Currently the department uses AutoCAD for the development of all plans.

Proposed e-Governance Initiative(s):

The department wishes to develop a soft copy of all maps, zoning plans,

architecture controls. The department also wishes to network its computers by

setting up a local area network.

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Transport Department

The Chandigarh Transport Undertaking functions under supervision of the Home

Secretary who is also the Secretary, Transport. A Director, Transport, carries out

day-to-day management, assisted by three general managers in addition to works

managers, engineers and other staff.

Functions

1. Registration of vehicles

2. Issue of driving licenses

3. Issue of permits

4. Tax collection

5. Enforcement of CMV 1989

6. Procurement

7. HR management

Services

1. Registration of Motor Cabs, Maxi Cabs and tourist buses.

2. Reassignment/Transfer of Ownership on the basis of NOC from other states

and within State.

3. Entry/Termination of Hire Purchase Agreement in respect of Tourist

Vehicles.

4. Grant / Renewal of Permits in respect of transport vehicles including

National Permits.

5. Grant of Permits in respect of Private Service Vehicles in the name of

Firms/Private Ltd., Companies, Institutions.

6. Issuance and Renewal of Stage Carriage permit in respect of CTU buses.

7. Approval of Models of New Vehicles.

8. Grant/Renewal of PSV Permit in respect of School buses in the name of

schools/Under agreement with schools.

9. Grant of permission for replacement of old auto rickshaws which have

completed the life span of more than 15 years.

10. Grant/Renewal of permit in respect of Contract Carriage buses and transfer.

11. Grant/Renewal of driving school licence.

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12. Grant/Renewal of letter of Authority in respect of Pollution Checking

Centres.

13. Enforcement of the various provisions of the M.V. Act, 1988 &

Compounding of Challans.

14. Issuance of duplicate registration books in respect of tourist vehicles and

permits in respect of transport vehicles.

15. Grant of Certificate of fitness in respect of transport vehicles.

16. Disposal of bank drafts received from/to be sent to other transport

authorities.

17. Counter Signature of vehicles registered with other transport authorities.

18. Cash collection.

Current e-Governance Initiative(s):

Salaries and Inventory have been completely computerized. Also, a system for

challan computerization has been developed by SPIC, which will be shortly

implemented.

Proposed e-Governance Initiative(s):

The Transport department in the UT requires a complete computerization for

managing the financial transactions.

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Finance Department

Primary responsibilities of this department include all matters relating to Finance

and Planning, also Excise and Taxation including sales tax. This Secretary is also

the Chief Administrator of the Capital Project.

Services: A u d i t a n d I n s p e c t i o n D i v i s i o n :• P.A.C. / Legislative Committees in audit matters (General) (of all Government

Departments/Undertakings).

• C.A.G. Report inspection Reports of A.G. and pursuance of draft paras.

• Internal Audit, Special Audit and Physical Verification Reports of Director,

Inspection.

• Matters relating to Reports of Director, Local Fund Audit Department.

• Pursuance of misappropriation / defalcation/ embezzlement cases with the

concerned departments.

• Administration of Directorate of Inspection, and Local Fund Audit Department.

• Utilization certificates and Recovery of Loans and advances

B u d g e t a n d W a y s & M e a n s D i v i s i o n :• Budget Circular/ Manual/ Memorandum

• Budget Speech

• Scrutiny and approval of Budget including items of new expenditure

• Appropriation Bill

• Re-appropriation

• Supplementary / Excess Demands.

• Rate of interest on interest bearing deposits

• Loans Funds and W&M Advance to Autonomous Boards and Public / Private

Undertakings, Co-operative Bodies

• Allocation of funds for advances to Government Servants

• Matters relating to Banks

• Management of Ways & Means position including Monthly Accounts

• Printing of Budget

• Performance of Budget

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E c o n o m i c A f f a i r s D i v i s i o n :• Examination of proposals for release of grants under award of Central/State

Finance Commissions and other related correspondence.

• Macro economic analysis of National and State's finances and Economy.

• Examination of proposal for Innovative Financing/Externally aided projects. E x c i s e D i v i s i o n :• Revision of Excise Duties and Taxes on Excise Commodities including

Remission / Waiver.

• Fixation of license fees and sale price of Excise goods.

• Import/ export of Excise articles in the state.

• Policy decisions relating to manufacture, storage, bottling, blending etc. of

Excise Articles.

• Matters regarding sales / disposal of Excise goods.

• Reduction in Excise demand.

• Review and Administration of Excise Department.

• Statutory Appeals and Revisions.

• Appeals under CCA rules. E x p e n d i t u r e D i v i s i o n :

• Inclusion of items in Schedule of new Expenditure for Non - Plan / Plan/ CSS

and Break-up of lump-sum provision (Including uncovered items).

• Loans and grant - in - aid including advance sanction and in relaxation of

rules.

• Proposals for making temporary posts permanent including revision of cadre

strength.

o (i) Non - gazetted

o (ii) Gazetted

• Extension in the terms of temporary posts

• Matters relating to PWF&AR revision of rates and work charged employees. G e n e r a l F i n a n c e & A c c o u n t R u l e s a n d T r e a s u r i e s ( G & T ) D i v i s i o n :

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• Framing and Interpretation of GF&AR including amendments thereof.

• Delegation of powers under GF&AR and relaxation in particular cases

• Write - off of losses and Irrecoverable dues, loans and advances.

• Administration of the P.D.R. Act and Rules.

• Conversion of Agricultural land for Non - agricultural Purposes and other uses

and fixation of price for sale.

• Allotment of land free of cost or at concessional rates.

• Confirmation of sales of Government property.

• Administration of Pension and Pensioners' Welfare Department.

• Policy matters regarding Pension and Pensioners' Welfare.

P u b l i c I n v e s t m e n t D i v i s i o n :• Investment in projects, schemes and in Corporations/ Private / Public Sector

Undertakings.

• Government Guarantee or extension thereof.

• Signing of Guarantee Deeds.

• To appoint representative of the Governor to attend Annual General Meeting

of Companies/ Corporation etc.

• Financial review of Corporations / Undertakings.

• Proceedings of Board of Directors of Undertaking and Co-operative Bodies/

Societies attended by the Officers representing Finance Department.

• Matters relating to Electricity Board. R e v e n u e D i v i s i o n :• All matters relating to UT Accounts Service & UT Subordinate Accounts

Service.

• Review of recovery of Revenue in major Revenue earning departments and

other departments.

• Returns of write-off of Revenue.

• All matters relating to Director of Treasury & Accounts and Administration of

Treasuries.

• Sanction for advance on AC bills. T a x a t i o n D i v i s i o n :

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• Revision of rates of stamps duties and fees, including registration and court

fees.

• Revision of rates of Commercial Taxes and other Taxes.

• Grant of exemption from Taxes :-

o (a) When the case is covered by a precedent

o (b) Other cases

• Statutory Appeal and Revisions.

• Appeals under CCA rules.

• Sales Tax check posts.

• Refund of Revenue and reduction in demand.

• Review of recovery of Commercial Taxes and Registration & Stamps.

• Review of working and Administration of Commercial Taxes, Land & Building

Tax and Registration and Stamps Departments etc.

Proposed e-Governance Initiative(s):

Not much computerization work has been done as yet in the Finance department;

hence the department is looking at benefiting from computerization by automating

the functioning of the department through deploying ICT applications.

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Excise and Taxation Department

The main activity of this department is to check evasion of sales tax by conducting

surprise raids of business premises, and checking movement of goods across the

borders of the Union Territory. Although the Excise and Taxation Department of the

Union Territory is a small department in comparison with its counterparts in Punjab,

Haryana, Himachal Pradesh and Delhi, it has consistently achieved very low

percentage cost of collection in the entire country.

Functions:

The main functions of Excise and Taxation Department are the proper

implementation of the following Acts and monitoring of realization of taxation

revenue and recoveries made there from:

1. Punjab General Sale Tax Act, 1948 as applicable to the U.T., Chandigarh.

2. Central Sales Tax Act, 1956.

3. Punjab Excise Act, 1914 as applicable to U.T., Chandigarh.

4. Punjab Motor Spirit (Taxation Sales) Act, 1949.

5. Punjab Passengers and Goods Taxation Act, 1952.

6. Punjab Entertainment Duty Act, 1956.

7. Punjab Entertainment Tax (Cinema Autography Shows) Act, 1954.

Services:

1. To ensure the proper realization of taxes and duties

2. To prevent/evasion/ leakage of revenue due to the state

3. Monitor the working of dealers and commercial ventures right from their

registration with the department to the annual assessments and recovery of tax

arrears etc.

4. Carry out periodical checks on movements of goods by the checking teams

5. Conduct inquiries regarding genuinity of sales and purchases made by the

suspected dealers

6. Raid the business premises of suspected dealers to plug the revenue leakage

7. Make available quality liquor at a reasonable market price to the people

8. To prevent illicit sale of liquor

9. To earn adequate Government revenue from the trade

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Proposed e-Governance Initiative(s):

Not much computerization work has been done as yet in the Excise and Taxation

department; hence the department is looking at benefiting from computerization by

automating the functioning of the department through deploying ICT applications.

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Municipal Corporation

Municipal Corporation Chandigarh (MCC) was established on 24/05/1994 after the

extension of Punjab Municipal Corporation Law (extension to Chandigarh) passed

in 1994. The entire area under the corporation is divided into 20 wards.

Functions:

1. Water supply and sewerage disposal

2. Street lightening

3. Sanitation and hygiene

4. Maintenance and booking of community centres and open spaces

5. Maintenance and construction of bridges and roads

6. Maintenance and development of new green parks and green belts

7. Fire and rescue services

8. Removal / prevention of encroachment on MC land

9. Prevention of deposit / dumping of malba and garbage at non-designated

places

10. Management of municipal property

11. Storm water drainage

12. Regulate parking areas

13. Generate own sources of income

Services:

1. Maintenance of roads / parking places

2. Deal with water meter connections

3. Handling customer complaints regarding various things like defective water

meters, sewerage, street lights etc.

4. Maintenance of gardens, parks, open spaces, green belts etc.

5. Maintain street lights

6. Booking of community centers / janj ghars / open spaces etc.

7. Property tax and fee on commercial, industrial and institutional land and

buildings

8. Transfer of residential / commercial units

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9. Permission to mortgage

10. Permission to sell

11. Manage fire related incidences

Current e-Governance Initiative(s):

The corporation has undertaken the following e-governance initiatives in the past:

1. Interactive complaint lodging system for the residents of Chandigarh – IVRS

(interactive voice response system)

2. Software for audit branch for advance entries

3. Property tax system

4. CIMS – all information concerning maps relating to property etc.

Proposed e-Governance Initiative(s):

Going forward, the department wishes to implement an integrated municipality

software system which will provide and ERP like functionality to the corporation and

seamlessly link all its functions and operations. The system will have various

modules for property tax, PWD, electrical etc. and will also provide MIS reports for

various departments. Simply put, the department wishes to computerize its back-

end operations.

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Police Department

Chandigarh is one of the best planned cities in India. It has a unique place in the

world in terms of architecture and town planning .The city is located in picturesque

settings with the ragged skyline of Shivalik hills as its back drop.

Chandigarh Police has been playing a key role in keeping the city Beautiful-

Chandigarh a role model city as was dreamt by its planner Le-Corbusier. Though

he planned the city for only 5,00,000 people, but today its population has crossed

those limits but the police force remains lesser in number. In order to keep pace

with the growing needs of the city. Chandigarh Police has taken many steps, which

have been taken in other foreign countries.

The police functions are known to have taken birth with the advent of Civilization.

Hence the history of crime dates back to the birth of mankind. In the initial stages

crimes were of simple nature and were mostly committed by individuals which

gradually took the shape of collective criminal acts. The police functionaries had to

mainly depend on personal knowledge, direct evidence and visible indicators to

solve the criminal mysteries. However the growing complexity of civilization,

availability of faster means of transportation, advancement in technology and easy

access to global telecommunications and gadgetry has given a new dimension to

crime. This has posed new challenges to the police force to cope up with the

changing scenario. This requires regular updating of the police force with the newer

technologies. Computer and Communications have revolutionized the handling of

information in an organized and sophisticated manner. This technology is

expanding globally at enormous speed and offers tremendous opportunities and

means for aiding the police force in crime prevention, crime detection and crime

tracing/solving.

Functions and Services:

Police Stations

1. Maintenance of law & order in the jurisdiction of the police station.

2. Prevention of crime through beat patrolling, surveillance, holding public

meetings, taking preventive action u/s 107/150 Cr.P.C., 107/151 Cr.P.C.,

109/ 110 Cr.P.C., watch over the activities of criminals, collection of

intelligence, issuing servants verification rolls, stranger rolls etc.

3. Detection of crime by investigation of cases registered under IPC or Local &

Special laws.

4. Passport, service verifications.

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5. Redressal of the grievances of the victims, complainants coming to police

stations with different problems.

6. Misc. duties such as maintenance of public order, controlling different

agitations, strikes, dharnas, rallies, rasta-roko programmes, hunger strikes,

fast-unto-death, processions, demonstrations etc.

Traffic

1. Regulation of traffic at different intersections, automatic traffic control

signals, round-abouts, chowks, markets and other places.

2. Parking duties in markets, melas, exhibitions, other functions.

3. Control of traffic during processions, agitations, strikes, dharnas, rallies,

rasta-roko programmes etc.

4. Traffic regulation and parking duties during visits of VVIPs/VIPs.

5. Enforcement of traffic rules & regulations by prosecuting the violators under

Motor Vehicles Act/Rules.

6. Educating school children, drivers, rickshaw pullers and other road users on

road safety and traffic rules/regulations in Children Traffic Park Sector 23 as

well as by visiting different schools, other institutions/ departments.

7. Educating general public about traffic rules/regulations and road safety

through cinema slides, banners, electronic / print media and by organizing

seminars/ workshops/ lectures on road safety during annual Road Safety

Weeks.

Security

1. To provide security protection to the VVIPs, VIPs and other Protected

Persons through Pilot, Escort, static guards and PSOs.

2. To make necessary security arrangements at vulnerable vital installations

and other important places such as High Court, District Courts, PHQ, UT

Secretariat etc.

3. To make necessary security arrangements at the places of functions and

other places visited by the VVIPs/VIPs.

4. To make security arrangements on special occasions like Rose Festival,

Independence Day/Republic Day Functions, other official functions etc.

CID

1. Collection and development of information with regards to agitations,

strikes, dharnas, demonstrations, processions, rallies etc.

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2. Providing daily/advance information to all concerned about the above

mentioned programmes/ events so as to enable them to make necessary

law & order arrangements.

3. Liaison with the local police as well as with the leaders of the political/other

parties.

4. Preparation and submission of Daily Summary of Intelligence (DSI) reports.

5. Passport verifications.

6. FRO office, dealing with registration, grant of visa and other matters relating

to foreigners.

7. Surveillance of suspects.

8. Service, marriage and other verifications.

9. Dealing with matters relating to permission for arms licenses, processions,

use of loud speakers etc.

10. Conducting enquiries into cases by senior officers.

Economic Offences Wing

1. Holding preliminary enquiries into all complaints of fraud, cheating, breach

of trust, embezzlement, misappropriation of money, forgery etc. where the

amount involved is more than Rs.2.00 laces.

2. Holding preliminary enquiries into all complaints against companies, I.T.

Act, Prevention of Corruption Act, Prize Chits & Money Circulation Schemes

(Banning) Act, 1978, Cyber Crime etc.

3. Investigation of all cases if after holding a preliminary enquiry, some

cognizable offence is found to have been made out.

Women & Child Support Unit

1. To deal with all complaints pertaining to maltreatment, harassment, cruelty/

violence, demand of dowry etc. relating to unmarried / married women and

children.

2. Counseling through well qualified/trained police staff, voluntary NGOs with

the objective to settle the disputes amicably/mutually and to unite the

divided families.

3. Investigation of cases registered under section 292, 294, 354, 509, 406,

498-A IPC, kidnapping/abduction/rape, Dowry Prohibition Act, Suppression

of Immoral Traffic Act or any other section relating to cruelty/violence etc.

about which the investigation is entrusted to this unit by the senior officers.

4. To help the women/children in distress through toll-free Child Help Line.

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Crime Branch

1. Enquiry into all complaints marked by the senior officers in cases where the

complainant is not satisfied with the enquiry conducted by the local police or

in other special cases.

2. Investigation of cases which are entrusted to this wing as per orders of

senior officers.

3. Detection of cases under Local & Special Laws, registration of FIRs and

investigation.

4. To act as a watch-dog and keep an eye over organized crime in the city

area.

5. Collection of information/intelligence about all types of other crime.

6. Publication of monthly crime gazettes.

7. Modus Operandi Bureau, which functions under the control of DSP/Crime.

Police Lines

1. To issue all articles of uniform to all the police personnel from the rank of

Constable to Inspector from its Clothing Store.

2. To issue all other misc. articles to all the units of police department on

demand, from its Misc. Store.

3. To provide force for escort of prisoners from District Jail to different courts in

the city as well as outside and back to jail.

4. To provide force for maintenance of law & order and also on different other

occasions such as dharnas, rallies, agitations, processions, rasta-roko

programmes, demolition drives, strikes etc. on demand, out of the reserve

force.

5. Deployment of static/temporary guards at vital installations, VVIP/VIP’s

offices/residences and other places as per requirement.

6. Deployment of force to cover VVIP/VIP’s route duties.

7. Maintenance/repair of vehicles, issue of POL and control over all the

vehicles of the department through MT Section.

8. Utilization of Pipe and Brass bands on different occasions.

9. Tear Gas Squad, QRT, Riot Control Unit, Dog Squad, and Mounted Staff

etc. whose services are utilized as and when required.

10. Police Family Welfare Center, looking after the welfare of the families of

police personnel.

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11. With drawl and dispersal of cash through Lines Officer.

Operations Cell

1. Collection of information/intelligence about the activities of anti-social

elements/ terrorists/ antinational elements etc.

2. Investigation of cases relating to crime committed by the above category of

criminals.

3. Investigation of any other case entrusted by the senior officers.

Recruits’ Training Centre

1. To provide basic training to all newly appointed recruits in Chandigarh

Police in outdoor as well as indoor courses.

2. To arrange short duration refresher courses for all ranks from Constable to

Sub Inspectors.

Police Control Room

1. To attend all spots within 3-5 minutes on receipt of any information on toll-

free phone no.100.

2. After arriving at the spot, to inform the PCR about the situation and

thereafter, to hand over the spot to the local police, if necessary.

3. To guard the spot till the arrival of local police.

4. To shift the injured persons immediately to the nearest hospital by making

use of Ambulance of the PCR.

5. To guard a specific area of responsibility round the clock, when not busy

elsewhere.

6. The PCR vehicles are also detailed for duty on other occasions such as

agitations, strikes, rallies, dharnas, rasta-roko programmes, processions,

VIP routes, place of functions, demolition drives etc.

Wireless Section

1. To provide wireless sets to all the vehicles as well as individual

officers/officials.

2. Maintenance, upkeep and repair of all types of wireless sets of the

department.

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Photographers

1. To cover all the important crime scenes through still/video photography.

2. To cover all important agitations, strikes, rallies, dharnas, demonstrations,

rasta-roko programmes, processions, VIP functions, demolition drives etc.

through still/video photography.

Home Guards

1. To assist the local police in day to day functioning of Police Stations,

patrolling, traffic duties, PCR and other units of the department.

2. To assist the local police on demand during different agitations, strikes,

dharnas, rallies, rasta-roko programmes, processions, demolition drives etc.

Current e-Governance Initiative(s):

1. National database of stolen / recovered vehicle information counter

2. Crime Criminal Information System (CCIS) in all police stations

3. Computerized visitor pass system with photographs of visitor

4. Passport verification branch fully computerized

5. Complaint tracking system at public window

6. Issue of computerized No Objection certificate by MOB at public window

7. Computerization of FRO branch

8. Computerization of all types of verification such as service verification,

permissions and their status thereof

9. Computerization of police quote quarter allotment

10. Computerized pay of all police department employees

11. Traffic challans fully computerized

12. TVIS (traffic violation information slip) fully computerized

13. Personnel information system

14. Count case monitoring system

15. Registered vehicle ownership data available

16. Official website of the department, and of traffic police

17. Duty roster of the traffic staff

18. Daily spot information system of the police control room

19. Portrait building system

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20. Payment of traffic challans through sampark centers

21. Status of passport/complaints available on internet, and SMS

22. Proclaimed offendor information system (MOB branch)

Proposed e-Governance Initiative(s):

1. CIPA (Common Integrated Police Application)

2. Inventory / history of vehicles in M.T. section

3. Landlord / tenant information system

4. Servant information system

5. More informative services though internet / SMS

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Estate Office

Chandigarh is a planned city with a hierarchy of controls defining the spatial layout

of the city down to the development of various types of buildings. The legal

framework for this has been provided by the Capital of Punjab (Development &

Regulation) Act, 1952 and rules made thereunder. Another act, the Punjab New

Capital Periphery Control Act, 1952 helps in the regulated development of land

outside the Sectoral grid of Chandigarh City. The Chandigarh Administration

acquires the land through the Land Acquisition Branch of the Estate Office and

amenities are developed as per the standard norms of population density for the

area and also in keeping with the projected land use in the master plan. These

developmental works are undertaken by the Engineering Department of the U.T.

Chandigarh. The land which can be constructed upon and to be used for

habitation/other purposes (including usage's such as residential, commercial,

institutional, industrial and recreational) is then released into the property market.

The Estate Office, U.T. Chandigarh came into existence on 30.10.1952 for the

construction of a new Capital of Punjab. The Estate Office in Chandigarh is one of

the biggest property management agencies in India and has so far allotted about

65000 different categories of sites to individual and institutions.

Services:

1. To sell plots by allotment or auction to private persons, institutions or

government departments; and to collect annual installment; issue notice to

defaulters; resume sites in case of default in payment.

2. To collect rent or hire-purchase installments of government-built tenements,

houses and shops.

3. To maintain record of ownership or lease rights.

4. Sanction building plans; enforce building rules and municipal bylaws; prevent

unauthorized use of premises; demolish unauthorized constructions and

encroachments on government lands.

5. Issue licenses to non-motor vehicles such as rickshaws and animal-drawn

carts.

6. To allot sites and collect rents from petrol pumps, taxi stands, laundries.

7. To grant permission for use of grounds for public or private functions.

8. To acquire land and pay compensation; to allot land to persons displaced by

the Capital Project beyond Phase I or the city.

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9. To prepare the internal annual budget of the office and prepare audited

accounts; to maintain service records and individual files and other

establishment matters.

Estate Office is the administration's property management arm which markets the

real estate, sells the sites/buildings, receives the payments from the allottees, and

processes the requests of the allottees for various clearances/permissions for

raising construction on sites in conformity with the zoning regulations and building

bye laws. This office deals with allottee requests for transfer of properties through

secondary market dealing and coordinates with the line departments of the

administration, Chandigarh Municipal Corporation and Chandigarh Housing Board

for inter departmental issues. In short this office is the interface between the public

and administration for a variety of permissions and collection of the fees/payments

due to the administration. This office is the intermediary through which the public

dealing work involving not only of the Estate Office but inter departmental work

involving one or more of the line departments of Chandigarh Administration in

transacted. Estate Office is a major revenue-raising source of the administration

and it does so by way of sale of land developed by the Administration. The Estate

Officer and other functionaries are vested with quasi-judicial powers to ensure

compliance to law and other regulation's for development of land and buildings

within Chandigarh. The Estate Office works under the overall supervision of Estate

Officer. On behalf of the administration, the Finance Secretary exercising the

powers of Chief Administrator of the Capital project has supervisory powers.

Current e-Governance Initiative(s):

In the year 2001, the Estate office went ahead with outsourcing of payment

collection and computerization of Estate office. Secondly, another computerization

project i.e. Integrated file tracking system (IFTS) has also been put in place.

Thirdly, a Helpdesk Facility has been started for Single Window Service and

information.

Outsourcing of payment collection For collection of payments of Estate office

(mainly auction proceeds, lease dues, rents etc.) Bank of Punjab has set up a fully

computerized and air-conditioned branch on the ground floor of the Estate office.

Computerisation of Property records As per the Memorandum of Understanding

(MoU), the Bank of Punjab is to fund the entire computerization of the Estate office

by providing about 100 computers, related software and training to the Estate office

personnel. It has outsourced software development and training part of

computerization process to a software company.

Integrated File Tracking System (IFTS) is a comprehensive software designed by

NIC that provides information on the status of files in the Estate Office. This

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information is available instantly at the touch of a finger on the information kiosk,

placed at the helpdesk facility, for which, the application number acts as the login

code. All the applications received in the Estate Office from 15th January, 2005

onwards have been fed into this system and the system has been opened for

general public from 1st of February, 2005.

Help-desk Facility A Help-Desk started at the ground floor has four Single Window

Counters (SWC) for front-office jobs of various functions relating to Estate Office. In

addition, Information Kiosk service has also been provided for indicating the

checklist of requirements for various functions and status of files through IFTS.

Recently, another feature i.e. the details of property records has been added on the

Information Kiosk and is also available on internet.

Sampada is a successful e-Governance initiative of the State Office, which enables

the citizens to access an array of services through the internet by accessing the

website.

Proposed e-Governance Initiative(s):

Though a lot of front-end computerization has been carried out by the department,

the department is now looking at complete back-end computerization of its entire

functions. All the records need to be in the soft format for the department to take

full benefits of computerization.

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Rural Development

The rural area of Chandigarh comprises 18 villages spread over an area of about

35 sq. km. out of the total 114 sq. k.m. area of Union Territory, Chandigarh. As per

census 2001, the population of these villages is 92,120. From the very inception of

the Chandigarh Block during the year 1968, the Chandigarh Administration has

been focusing its attention on development of the U.T. villages and on providing the

basic civic amenities at par with the city people. The efforts of the Chandigarh

administration have resulted in the provision of sewerage system, storm water

drainage, metalled roads, paved streets, surface drains, flush-type latrines,

buildings of activity centre, street lighting, piped water supply, electricity etc. in all

the villages. The rural development department focuses on improving the life in

these villages for all masses.

Functions:

1. To bring all-round development in the field of social and economic

upliftment in villages

2. Execution of development works/projects for welfare of the rural masses,

thereby raising their standard of living

3. Providing the rural masses hygienic and sanitary living conditions

4. To supplement the efforts for development in the field of agriculture, land

improvement, minor irrigation, dairying, poultry, farm forestry , small scale

industries, khadi and cottage industries, construction of roads, culverts and

bridges, rural electrification, development of con-conventional energy

sources, maintenance of libraries, cultural and sports activities, family

welfare, removal of encroachments on common Panchayat land etc.

Proposed e-Governance Initiative(s):

Not much computerization work has been done as yet in the Rural Development

department; hence the department is looking at benefiting from computerization by

automating the functioning of the department through deploying ICT applications.

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Health Department

The Department's various programmes are implemented, coordinated and

supervised by the Director Health Services-cum-Principal Medical Officer. He is

assisted by the Joint Director-cum-Medical Superintendent, Deputy Medical

Superintendent and various programme officers.

HOSPITALS: Chandigarh has four hospitals: the General Hospital (Sector 16) with

500 beds, The Government Medical College Hospital (Sector 32) with 500 beds,

the Postgraduate Institute of Medical Research and Training (Sector 12) with 1,250

beds, the Police Hospital (Sector 26) and the Primary Health Centre (Manimajra)

with 50 beds.

POLYCLINICS: Two polyclinics are running in Sector 22 and Sector 45. A rural

dispensary in village Burail (Sector 45) is also being upgraded to polyclinic level.

Functions:

1. Promotion of sound health, health education and health campaigns

2. Formulate and implement the schemes for comprehensive development of

dispensaries/hospitals

3. Providing first aid at health centres

4. To implement National Health Programmes

5. To provide services of specialists in each hospital

6. To provide immediate treatment in case of emergency

Services:

1. Provision of OPD / care services / indoor / surgery

2. Performing diagnostic tests

3. Issue of MLC certificate

4. Handling emergencies

5. Manage various complaints

6. Undertake inspections

7. Issue disability certificate

8. Giving old age pensions

9. Providing referrals for better health care

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10. Participation in rallies

11. Issue death birth certificate

12. Training students

13. Reimbursements

14. Use of ambulance

15. Help beneficiaries to get money

16. Counseling people

17. Arrange blood donation

18. Handle donations

19. Family planning operations

20. Manage AMC

21. Produce court evidences

22. Perform VIP duties

23. Undertake food sampling

24. Participation in national programs relating to checking of food

25. Prepare various reports of disease surveillance

26. Outsourcing of services

Current e-Governance Initiative(s):

The directorate of health services has undertaken a lot on computerization

initiatives in the last few years. It has already computerized the functions of

registration, admission transfer and discharge, OPD (patient diagnosis),

investigation (billing of tests), transport, billing (centralized), blood bank (donor

registration), stores entry, report entry and inquiry.

Proposed e-Governance Initiative(s):

With most of the functions being computerized, the directorate now plans to link its

hospital management system with the other hospitals so that important information

can be shared and the benefits of same utilized.

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Industries Department

The Industries Department, under the overall supervision of Home Secretary, looks

after the all-round industrial and commercial development of the Union Territory; it

provides direct assistance, regulation and coordination of industry-promoting

activities. The Directorate of Industries is the main agency operating under this

department but there are also several specialised agencies.

Several laws govern the functioning of this department. They include: the Industrial

Development (Regulation) Act, 1956 [For small scale industries registration, the

department follows the instructions of the Union Development Commissioner,

Small Scale Industries], Electrical Wires, Cables, Appliances and Accessories

(Quality Control) Order, 1993, The Cement (Quality Control) Order. 1995, and the

Oils and Greases (Processing, Supply and Distribution Regulation) Order, 1987.

Growth of industry for the last few years has been limited in Chandigarh as it is not

an industry led city because of the limited space envisaged for industrial

development at the time of original planning of the city. However, still keeping in

view the fact that industry would provide crucial resource base in the city, a limited

area of about 1450 acres was planned for development as industrial area mainly

for the development of small scale and pollution free industries.

The Chandigarh Administration is focusing on promotion of Information Technology

(IT) industry which requires lesser space and is also non polluting. Accordingly,

high speed data communication facilities for software development and its export

has been arranged by providing a NODE at Punjab Engineering College (PEC),

Chandigarh through the Software Technology Parks of India - STPI - (an

autonomous Society under the Deptt. of Electronics, Govt. of India) which has set

up an earth station at Mohali for the proposed Software Technology Park /

Complex being set up by the Punjab Govt. About 10000 sq.ft. of space has been

earmarked in the PEC campus for being rented out to the desirous entrepreneurs

at fixed rates.

An Industrial Advisory Committee under the Chairpersonship of Adviser to the

Administrator has been set up by the Chandigarh Administration to solve the major

problems of the industry.

Functions:

1. To provide consultancy services and give guidance to entrepreneurs

2. To carry out industrial surveys and identify potential industries

3. To organize industrial campaigns for awareness in rural areas

4. To assist in making available infrastructure facilities like land, water etc

5. To arrange for raw materials and fuel for small scale industries

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6. To encourage rural artisans in upgrading the skills and adopting modern

tools and implements

7. To assist in industrial development of tribal and desert areas

Services:

1. To provide services to encourage industrial ventures in the city.

2. To make all the industrialists/ agencies aware about the industrial

development policies of the Chandigarh Administration.

3. To assist and guide the entrepreneurs in setting up industrial units.

4. To register small scale industry/ tiny industry.

5. To make recommendations to various agencies for the appraisal of projects.

6. To create a transparent and automatic system for allotment of scarce raw

materials like coal/ iron and steel etc.

7. To arrange financial assistance to educated un-employed youth from banks

for setting up of their ventures under the PMRY scheme.

8. To provide marketing assistance to local industrial units through rate

contract.

9. To hold rehabilitation of sick small scale industrial units.

10. To settle disputes arising due to non receipt of payments to local SSI

suppliers from various purchasers especially Govt. Departments by acting

as arbitrator through the Industrial Facilitation Council.

Proposed e-Governance Initiative(s):

Not much computerization work has been done as yet in the Industries

department; hence the department is looking at benefiting from

computerization by automating the functioning of the department

through deploying ICT applications.

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Education Department

The Home Secretary is the administrative secretary of this department; assisting him

are two Directors, Public Instruction -- one for colleges and one for schools. Other

senior officers of this department include an Assistant Controller (Finance and

Administration) and two Registrars, one for colleges and one for schools.

Chandigarh has emerged as a center for excellent educational facilities both for

Elementary and Higher education. As per the national policy on Education, the

10+2+3 pattern of education is being followed. All govt. schools are affiliated with the

CBSE and the colleges are affiliated with the Panjab University, Chandigarh.

Libraries:-There are two State Libraries situated in Sector 17 & Sector 34, 5 Branch

Libraries located in Sector 27, village Badheri, Burail , Mani Majra and Sector 47. In

addition to these, there are libraries attached with all the Colleges and Sr. Secondary

and High Schools.

NCC:-The Directorate of NCC is headed by Brig. Mehra. NCC has an independent

office with a staff strength of around 98 officials. NCC Units are functioning in all the

Govt. and privately managed Colleges and some of the Sr. Secondary Schools.

NSS:-Units of NSS are functioning in all the Colleges and Sr. Secondary Schools

under the Control of two programme Coordinator. (One for Schools and One for

Colleges)

Yoga Centres:- There is one State Yoga Centre located in Sector 23. In addition to

this, there are also 5 Yoga Sub Centres located in different sectors of the city.

Non-Formal Education Centres:- The drop out rate in Chandigarh upto middle level

is 1.8%. To impart education to these, there are 107 non formal education centres

running in slum / rural areas of Chandigarh under a centrally sponsored scheme.

Under the scheme, the teachers are designated as Instructors. Each centre has an

Instructor with the students in age group from 6-14 yrs. For every 15 centres, there is

a supervisor.

Adult Education Centres:- Chandigarh has already implemented the project under

Total Literacy Campaign (TLC) and consequently achieved the male literacy rate of

82.04 % and female literacy of 72.34%. After successful completion of TLC, the

department has also implemented Post Literacy Campaign (PLC) and has now

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started the Continual Educational Centres (CEC) programme. Under this campaign,

there is a proposal to open around 400 Adult Education Centres within the city and in

the adjoining villages. D I R E C T O R A T E O F T E C H N I C A L E D U C A T I O N

The Directorate of Technical Education controls/coordinate the activities &

functioning of the Technical Institutions of Chandigarh Administration.

• Punjab Engineering College

• Chandigarh College of Architecture

• Government College of Art

• Ambedkar Institute of Hotel Management

• Food Craft Institute

• Central Craft Institute

• Central Polytechnic

• Industrial Training Institute

• Technical Teachers Training Institute

• Government Polytechnic for Women.

Functions:

Technical Education

1. Imparting higher education in the UT through degree and PG colleges (non-

technical)

2. Inspecting the degree colleges in the UT

3. Release of grants to (grant-in-aid) to private aided colleges

4. Auditing the financial functioning of colleges

5. Assessing the developmental requirements of government colleges and

releasing grants

6. Regulation and sanction of various types of scholarships

7. Restructuring of courses by introducing need based and market oriented

courses

8. Preparation of Government colleges for assessment and accreditation by

standard agencies like NAAC

9. Conducting training programmes to lecturers and principals for improving

their knowledge and skills

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10. Formulation of schemes for the overall development of the department

academically and administratively

11. Coordination with universities and other Institutions concerned

12. Recruitment of lecturers and other staff

13. Providing sports facilities / extra-curricular activities

14. NSS/NCC training

15. Placement facilitation

16. Central State library service

17. State Yoga centre

School Education

1. Imparting of education through schools in the UT

2. Administrative control over all the schools

3. Teacher’s recruitment and transfer

4. Auditing of aided schools and colleges

5. Inspection of regional and district offices in the state

6. Implementation of different educational policies and schemes

7. Revenue planning and disbursement

Services:

Technical Education

1. To prescribe the syllabi, courses of studies and text books for colleges

2. To prescribe conditions for affiliation of institutions in terms of teachers and

their qualification, curriculum, infrastructure and other educational facilities

3. Release of grants to private aided managements

4. Pay fixation of all Government & Non-Government employees

5. Re-imbursement of medical bills for both in service and retired employees

of the dept

6. Processing of GPF final withdrawal

7. Sanction of pension proposals to retired staff

8. Issue of no objection for obtaining passport to go abroad

9. Sanction of leave other than casual leaves

10. Sanction of annual grade increment

11. Purchase & supply of stationary items including hard ware equipment

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12. Handle recruitment

13. Manage promotions

14. Undertake sports / extracurricular activities

15. Manage placements

School Education

1. Recognition of schools, formulation of syllabi, granting of scholarships

2. To hold examinations for school, publish the results of such examinations

and grant certificates to persons who have passed these examinations

3. Correction of date of birth of SSC candidates

4. To enroll all the students in the various age group under different

programmes

5. Release of grants to private aided management

6. To provide training to teachers to impart quality education in the UT

7. To formulate and implement pilot projects for bringing about qualitative

improvement in different fields of school education

8. To promote vocational efficiency and productivity

9. Activities related to school employees, HR issues like salaries, transfers,

promotions, loans, medical bill, allowances, deductions etc

10. Distribution of food grains under national program of nutritional support to

all primary children

11. Provision of uniforms / books to SC students

Current e-Governance Initiative(s):

The department of education has a comprehensive website where all information

required is available. Also various forms/prospectus are made available for online

download through the website.

Proposed e-Governance Initiative(s):

The department wishes to implement the following e-governance initiatives:

1. Optimization of the existing website for better efficiency

2. All possible forms/application forms etc. should be available on the website

and all should be submitted as well on the website, along with a payment

mechanism linked

3. Undertake a process reengineering to remove the non-required forms and

processes and automate the rest

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Social Welfare

Set up in the year 1978, this Department is responsible for welfare of Scheduled

Caste, Other Backward Classes, Persons with Disabilities, Women and Children

and other vulnerable sections of the Society. The Department is managing one

Nari Niketan, one Juvenile Home under the Juvenile Justice Act.

The Welfare of SC/ST and OBC, includes Post Delivery Financial

Assistance to Women for Nutrition; Stitching Charges of School uniform for S.C.

Children, Free Education for Meritorious SC and OBC students; Apni Beti Apna

Dhan; Holiday Camps for Scheduled Caste; Encouragement to inter-caste

Marriage; Development of Skills amongst SC children living in Jhugies and Slum

Areas; Seminar on Life, Mission & Work of Baba Saheb Dr.B.R. Ambedkar,

Monetary Relief/ Rehabilitation of Victims of Atrocities; Strengthening of Machinery

for the enforcement of PCR Act, Housing Scheme for Scheduled Castes

(Dr.Ambedkar Awas Yojana) etc..

For Social Security and Welfare of Women and Children, there are schemes

like Creches for the Children of Working Mothers; Construction of Anganwari

Centre; Home for Delinquent/Neglected Children; Children in need of care and

protection; Financial Assistance to Widows/Destitute Women; Nari Niketan etc.

For the disabled, schemes of Scholarship, Subsidy on Petrol/Diesel;

Prosthetic aid, Unemployment Allowance; Free Vocational Training in Computer

and Beauty Culture etc. are being implemented. For the aged, scheme of Old Age

Pension is being implemented and Identity Cards to Senior Citizens are also being

issued. An ex-gratia payment to the family of deceased Govt. servants is being

released by this department.

Functions:

1. Educational, economic and social development of SC/STs

2. Implementation of various welfare schemes.

3. Programmes for control of drug addiction

4. Programmes for providing social security to old, disabled and destitute etc

5. Maintenance of hostels and other social welfare institutes

6. Budget releases and monitoring of expenditure

Services:

Welfare of Backward Classes

1. Free hostels facility

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2. Sanction of scholarships(Pre Matric and Post Matric)

3. Residential Schools

4. Rehabilitation schemes for scavengers

5. Financial assistance to victims of atrocities.

6. Financial assistance for inter-caste marriage

Women and Child Welfare

7. Mahila Sadan(state rescue home for women)

8. Assistance to voluntary agencies for after care services

9. Women development centre

10. Hostels for working women

11. Assistance to widows for marriage of their daughters

12. Infant homes

13. Home for mentally retarded children

Disabled Welfare

14. Aids, Appliances, Orthotic and Prosthetic Aids and Economic Assistance to

handicapped.

15. Scholarship to handicapped students

16. Publication and free distribution of BRAIL literature

17. State level training centre for teachers of disabled persons

18. Polio correction camps

19. Loan facility scheme for disabled persons

Welfare of Aged and Infirms

20. Issue of Identity Cards to Senior Citizens for availing facilities in hospitals,

libraries, buses etc.

21. Aged and infirm homes

22. Aid to leprosy home

23. Old age pension

24. De-addiction cum rehabilitation centres

25. Probation services

26. Prisoner welfare services

Current e-Governance Initiative(s):

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No computerization initiatives have been undertaken as yet in the department,

though some services are being provided though sampark centers.

Proposed e-Governance Initiative(s):

The department plans to undertake the following e-governance initiatives to be able

to provide better services to the citizens:

1. Develop a department website

2. Undertake basic computerization by providing computers to various personnel

3. Provide connectivity between the computers by setting up a local area

network

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Food and Supplies Department

The Food and Supplies Department functions under the supervision of the Home

Secretary who is also Secretary, Food and Supplies. The Deputy Commissioner,

who is also Director, Food and Supplies, administers the department and day-to-

day functioning is carried out by the Additional Director Food and Supplies assisted

by a District Food and Supplies Officer.

This department is mainly concerned with the Public Distribution System. The

Public Distribution System covers all of India and is intended to ensure that a

minimum quantity of essential commodities such as wheat, rice, sugar and

kerosene oil are available to people at reasonable rates.

Functions and Services:

1. Issue of ration cards above poverty line

2. Issue of ration cards below poverty line

3. Issue antyodaya cards

4. Implement annapurna scheme

5. Distribution of kerosene oil

6. Enforcement of essential commodities act

7. Implementation of consumer protection act, 1988

Proposed e-Governance Initiative(s):

Not much computerization work has been done as yet in the Industries department;

hence the department is looking at benefiting from computerization by automating

the functioning of the department through deploying ICT applications.

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Engineering Department

The Engineering Department of Chandigarh Administration is responsible

for creating entire infrastructure development in the territory of Chandigarh

comprising of roads and establishment of Water, providing and laying of water

supply system, providing and laying underground sewerage and storm water

drainage system, distribution of electric power and construction of various public

buildings and housing accommodation for govt. employees of various categories. In

addition, most of the buildings as occupied by Punjab and Haryana Governments

have been constructed and are being maintained by the Engineering Department.

At present infra-structural services are being maintained by the Municipal

Corporation being of public utility but development of these services in sectors

covered under Phase- III are being executed by the Engineering Department. To

keep up the pace of development in compatibility to population growth of city, the

building activity in the city is continuing and adequate funds are being provided

under Plan schemes of the Administration.

Engineering Department is headed by Chief Engineer, who in turn is assisted by

five Superintending Engineers and two Officers on Special Duty in charge of

Construction Circle-I, Construction Circle- II, Public Health, Electrical and Electricity

Operation circle, Officer on Special Duty (Rules) and Officer on Special Duty

(Planning & Design).

Construction Circle-I

Construction Circle-I is assigned the execution of building works, maintenance of

non-residential and residential buildings of Chandigarh Administration and

upgradation of residential buildings.

Construction Circle-II

It handles the work of maintenance of various Govt. buildings, Roads and

Horticulture works in U.T. Chandigarh.

Public Health Circle

This circle is looking after rural water supply, rural sewerage, development of

infrastructural services; providing and laying internal water supply and sanitary

system in non-residential and residential building including their maintenance;

providing and installation of air-conditioning, fire fighting system including operation

and maintenance thereof. For setting up of Govt. Medical College & Hospital, air-

conditioning system, fire fighting system, medical gages distribution and solar water

heating system are being provided and maintained.

Electrical Circle

Electrical Circle is looking after providing and installation of internal electrical

services in all the non-residential and residential building including maintenance

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thereof; electrification works for infrastructural development; modernisation and

upgradation of ATC signals at various junctions and intersections; works of fire

sensing system and passenger lifts in multi-storey buildings including maintenance

thereof.

Electricity Operation

Electricity Operation Circle is responsible for arranging power from various sources

(as Chandigarh does not have its own source) and distribution and transmission

thereof to all type of consumers. Power is being purchased from BBMB against

3.5% share of U.T.; special assistance at global rates from BBMB; from NTPC and

Chamera and from URI Project. Average drawl amounts to 31 LU per day with

peak consumption touching 36.83 LU/ day during summer. Present power

requirement is assessed as 180 MW over the year. Tariff rates commensurate with

purchase of power bill have been revised annually for the last three years.

Officer on Special Duty (Planning & Design)

It is a part of Chief Engineer's Engineering Department, U.T. Admn. office and

constitutes Central Design Organisation for Planning, Estimation, Design and

monitoring of building works, Roads & Bridges construction in the city and rural

areas of U.T. It is responsible for inception and implementation of Buildings, Roads

and Bridges Construction form Pre-planning stage to the inception of construction

at site.

Services:

1. Creating entire infrastructure development in the territory of Chandigarh

comprising of roads and establishment of water

2. Providing and laying of water supply system

3. Providing and laying underground sewerage and storm water drainage

system

4. Distribution of electric power and construction of various public buildings

and housing accommodation for govt. employees of various categories

5. Execution of building works, maintenance of non-residential and residential

buildings of Chandigarh Administration and upgradation of residential

buildings

6. Maintenance of various Govt. buildings, Roads and Horticulture works in

U.T. Chandigarh

7. Providing and installation of internal electrical services in all the non-

residential and residential building including maintenance thereof

8. Responsible for arranging power from various sources (as Chandigarh does

not have its own source) and distribution and transmission thereof to all

type of consumers

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Current e-Governance Initiative(s):

The department has undertaken a few initiatives in the area of e-governance.

There is a website for the department; and the department has a citizen facilitation

center as well. It also provides the facility of sending e-mails for handling queries.

Proposed e-Governance Initiative(s):

The department now wishes to embark on e-governance in a big way and intends

to get its functioning computerized.

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Employment Exchange

The Regional Employment Exchange is situated in the Additional Town Hall

Building adjoining Deputy Commissioner's Office in Sector 17, Chandigarh and it

caters to the needs of employers and applicants residing in the jurisdiction of U.T.,

Chandigarh. The main functions of this exchange are:-

i. to register applicants and sponsor them against notified vacancies;

ii. to provide vocational guidance and employment counselling to the job

seekers;

iii. to collect information from the establishments in the organized sector

under the Employment Market Information Programme of National

Employment Service.

REGISTRATION:

Any applicant who is a resident of U.T. Chandigarh can get his name registered

with this exchange on his local address provided he is not already registered with

any other Employment Exchange.

NOTIFICATION OF VACANCIES:

Every employer in the public sector and those employing 25 or more persons in the

private sector are required to notify their manpower requirements to the local

employment exchange before filling them up under the provisions of the

Employment Exchanges (Compulsory Notification of vacancies) Act 1959 so that

the applicants registered with the Employment Exchange can be sponsored.

SUBMISSIONS OF APPLICANTS:

Applicants are sponsored against notified vacancies as per their seniority in

registration keeping in view the age limit, qualifications etc. prescribed by the

employer for the said post. Applicants are issued call letters under UPC at least 7

days before the date of interview and they report in the Regional Employment

Exchange for Pre Submission Interview for onward submission to the employer.

Vacancies and submission work is being handled through computer and scheme of

selection of each and every vacancy is displayed on the notice board for the

information of the general public. Thus, there is total transparency in the working of

this exchange.

CANCELLATION OF REGISTRATION:

Applicants are required to get their card renewed after every three years in the

month in which it is due for renewal. The month in which X-1 card is to be renewed

is given on the X-10 card which is given to the applicants at the time of registration.

A grace period of two months is also given to the applicant for getting his card

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renewed. The applicant can get his card renewed either in person or by post.

Applicants who fail to get their cards renewed during the stipulated time, their index

cards are removed from the Live register.

VOCATIONAL GUIDANCE:

There is a Vocational Guidance Unit in the Regional Employment Exchange. The

Employment Officer (Vocational Guidance) who is Incharge of this Unit provide

vocational guidance and employment counselling to the job seekers registered with

this exchange. This guidance is given at the time of registration individually and in

groups also. Applicants on request can also get vocational guidance from the

Vocational Guidance Officer.

COLLECTION OF EMPLOYMENT MARKET INFORMATION:

The Regional Employment Exchange also collects information regarding

employment from the establishments in the organized sector under the provisions

of Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959 from

all establishments in the public sector and those' employing 25 or more persons in

the private sector. This information is also collected from the employers in the

private sector employing 10 to 24 persons on voluntary basis.

SPECIAL EMPLOYMENT EXCHANGE FOR PHYSICALLY HANDICAPPED

APPLICANTS:

The Government of India, Ministry of Social Justice & Empowerment has set up a

Special Employment Exchange for the Physically Handicapped applicants in the

Regional Employment Exchange under the Centrally Sponsored Scheme. The

main functions of this Special Employment Exchange are:-

i. to register the Physically Handicapped applicants after getting them

physically examined from the Medical Board constituted for this

purpose in the General Hospital, Sector 16, Chandigarh.

ii. to submit the Physically Handicapped applicants both against

reserved and unreserved vacancies;

iii. to guide and motivate the Physically Handicapped applicants to join

various training courses available for them in Union Territory,

Chandigarh;

iv. to motivate them to adopt self-employment and send their application

forms to the loaning agencies for the grant of loan;

v. to check the roster registers being maintained by the employers to see

whether 3% reservation in jobs is being given to the Physically

Handicapped applicants.

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Services:

1. Registrations of unemployed candidates

2. Renewal of registrations, maintenance of records

3. Employment Market Information

4. Placement services for employment

5. Application for Apprenticeship to different technical institutes

6. Imparting Vocational Guidance

Current e-Governance Initiative(s):

The department tried a prototype application for registration and submission of

information, but it failed. So currently all the operations are carried out manually.

Proposed e-Governance Initiative(s):

The department plans to implement the application for registration and submission

of information of candidates to prospective employers. This application is

developed by SPIC, which runs on SQL server. This will be rolled out soon.

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Home Department

Primary responsibilities include all matters relating to administration of personnel,

including allotment of quarters and inquiring into any questionable activities of

individual employees (vigilance), administration of the Secretariat per se, public

relations and hospitality, printing and distribution of official stationery. The

departments of Home, Police, Education, Transport, Tourism, Cultural Affairs, Food

and Supplies, Elections, Technical Education and Revenue also function under the

supervision of the Home Secretary.

The department does not involve any public dealing and is purely concerned with

internal government matters; hence it does not offer any services. Also the

department does not feel any need for investing in computerization as the current

computerization investments are also not utilized fully.