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    e-Governance Project Lifecycle

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    e-Governance Models for Project Development

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    e-Governance Models for Project Development

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    e-Governance Models for Project Development

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    e-Governance Models for Project Development

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    e-Governance Models for Project Development

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    e-Governance Models for Project Development

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    Public Private Partnerships (PPP):Benefits

    Faster delivery of capital projects

    Access to private funds

    Reduced operational risk for the public sector

    Allowing the government to concentrate on its core activities

    Access to private sector skills, experience, technology, and

    innovation

    Improved delivery of public services

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    Public Private Partnerships (PPP):Challenges

    Ownership of data and technical infrastructure

    Issues during change in ownership

    Spin off new business models

    Ownership of financial risk Designing enforceable SLAs for private as well as government

    Period of contract

    Human resource development IPR Sharing

    Lack of regulation (Rating of private players and PPP contracts)

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    Public Private Partnerships (PPP)

    1. Technology Dimensions

    Network Infrastructure, Data bases , Software, Website Content

    2. Geographical Dimensions

    Central level, state level, District level, Block Level.

    3. Financial Dimensions

    Revenue Model

    Who is responsible for generation of revenues?

    User Fee

    Who decides the amount of user fee?

    Time period for collection

    Revenue support by government

    Performance security

    4. Event based dimensions

    Penalties to be defined for default on payments

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    Public Private Partnerships (PPP)

    5. Organization Dimensions Recruitment of additional workforce

    Salaries of workforce recruited

    Training

    All liabilities of additional workforce ( PF , insurance)

    6. Monitoring and Evaluation Dimensions

    7. Force Majeure

    Responsibility to resume services within specific period

    Loss of revenue due to stalling of operations

    Performance security

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    CSC Project

    Dimensions Ownership Operation & MaintenanceTechnology Dimensions

    Network Government Private party

    Database Server Private party Private party

    Data Government Private party

    S/w Applications Private party Private party

    Website content Private party Private party

    Financial Dimensions

    Revenue generation Private Party Private Party

    User Fee Government Government

    Performance security Private Party Private Party

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    CSC Project

    Dimensions Ownership Operation & MaintenanceForce Majeure

    Responsibility to resume

    Service within specified

    period

    Private party Private party

    Loss of revenue due tooperations failure

    Private party Private party

    Event Dimensions

    Penalty due to default of

    payment to Government

    Private Party Private Party

    Penalty due to default ofpayment of subsidy by

    Government

    None None

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    CSC Project

    Dimensions Ownership Operation & MaintenanceOrganization dimension

    Recruitment of additional

    workforce

    Private party Private party

    Salaries for additional

    workforce

    Private party Private party

    Training Private Party Private Party

    Workforce(Insurance, PF

    etc)

    Private Party Private Party

    Monitoring and evaluation Government Government

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    Ministry of Corporate Affairs (MCA)

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    MCA 21 Project

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    MCA 21 Project

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    MCA 21 Project

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    MCA21 Project

    Dimensions Ownership Operation & MaintenanceTechnology Dimensions

    Network Government Private party

    Database Server Government Private party

    Data Government Private party

    S/w Applications Government Private party

    Website content Government Private party

    Financial Dimensions

    Revenue generation Private Party Private Party

    User Fee Government Government

    Performance security Private Party Private Party

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    MCA21 Project

    Dimensions Ownership Operation & MaintenanceForce Majeure

    Responsibility to resume

    Service within specified

    period

    Private party Private party

    Loss of revenue due tooperations failure

    Private party Private party

    Event Dimensions

    Penalty due to default of

    payment to Government

    Private Party Private Party

    Penalty due to default ofpayment of subsidy by

    Government

    None None

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    MCA21 Project

    Dimensions Ownership Operation & MaintenanceOrganization dimension

    Recruitment of additional

    workforce

    Private party Private party

    Salaries for additional

    workforce

    Private party Private party

    Training Private Party Private Party

    Workforce(Insurance, PF

    etc)

    Private Party Private Party

    Monitoring and evaluation Government Government

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    MCA21 portal is being managed by Tata Consultancy Services

    on Built Own Operate Transfer (BOOT) model with data centre

    servers (and DR server) being in control of TCS itself. MCA with

    support of NIC has procured necessary back up equipment to

    create government secure repository with storage capacity(usable) of 100 terabytes. The utility is under commissioning at

    present. This will ensure that all the MCA21 sovereign data is

    available with government thereby ensuring strategic control.

    Ref: Monthly Summary for the Council of Ministers for the

    month of July, 2012.

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    Infosys bags contract for MCA21Ref: 26 Sep 2012, DQ Online

    Second phase of MCA21, from January 2013 to July 2021, has a

    total project outlay of Rs 357.81 crore.

    The new term will be for 6 years post which if the ministry so

    desires we can look into an extension of additional 2 years

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    Infosys: Ministry can give reason for MCA21 glitch

    Ref: 22

    nd

    Feb 2013, TOI

    In the last few weeks, MCA21, the portal used by companies to file

    key documents has been marred by snags delaying business

    transactions and registrations

    "It's a large complex project and whenever there is some

    transition, there will be some hitches. I think we have fulfilled all

    our commitments. You have to talk to the ministry to find out the

    real reason behind that," said Infosys board member and Indiabusiness head V Bala krishnan

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    NASSCOM Report

    Key highlights Government Perspective

    Lack of IT knowledge to efficiently devise and monitor SLAs and contract

    management of IT projects

    Industry teams lack e-Governance domain skills

    E-governance projects are given low priority by Industry

    Submission of low , unviable commercial bids.

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    NASSCOM Report

    Key highlights Industry Perspective

    Challenges in project execution, project conceptualization & scope of work

    , contract terms and conditions

    Lack of continuity of project champion

    Delay in deliverables from government , delay in giving sign/offs from

    department and audit party

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    Guidelines For PPP Undertake PPP projects if it will likely to result in significant cost saving and

    risks can be transferred to the private player.

    Private sector has the expertise to deliver innovative solutions for public

    delivery

    The legal and political institutions in place ensure contract enforceability

    and commitment to the contract by the public sector.

    The public sector has the expertise (or it can rely on a competitive market

    for expert knowledge) to be involved in complex contract drafting.

    Project risks are manageable and the demand for the service can beforecasted

    Unsuitable for fast-moving sectors ( User needs change, Technology

    change ) as it may result in very costly renegotiation


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