Ministry of Panchayati Raj e-PRI Study Project - Phase IV: March, 2010

Ministry of Panchayati Raj
e-PRI Study Project - Phase IV
Detailed Project Report
for
Panchayati Raj Institutions
in
State of Haryana
By
National Informatics Centre Services Inc.
March, 2010
ePRI Study Project (Phase IV) Detailed Project Report - Haryana
Confidentiality Statement
This report is intended solely for the information and use of the Ministry of Panchayati Raj,
Government of India, State Panchayati Raj Department, Government of Haryana, National
Informatics Centre and should not be used, circulated, quoted or otherwise referred to for any other
purpose by any institution or individual other than the Ministry, State PR department and National
Informatics Centre, nor included or referred to in whole or in part in any document without the prior
consent of National Informatics Centre Services Inc. or the Ministry.
National Informatics Centre Services Inc. Page 2 of 103

Acknowledgment
The ePRI Mission Mode Project holds great promise for the rural masses as it aims at streamlining
the delivery of government services to them through Panchayats. This is a one of its kind nation-wide
IT initiative initiated by Ministry of Panchayati Raj, Government of India (GoI). Being a part of this
endeavor to computerize the Panchayati Raj Institutions has been an enriching experience for the
entire e-PRI team.
We would like to express its gratitude towards the State Government officials, the State Panchayati
Raj Department, the officials and stakeholders at various level of PRIs, for their kind support and
guidance during the course of study.
We would like to extend special thanks to Shri. A.N.P. Sinha, Secretary, MoPR for his continued
support and thought leadership in defining the vision and objectives for this study.
Also, we are thankful to Shri. D.K. Jain, Joint Secretary, MoPR, for providing continuous guidance
and support in formulating the contours of the project and intervening at crucial times to iron out
issues faced by us during the process of interactions with various government officials.
Our sincere thanks are due to Dr. B.K. Gairola, Director General, NIC for providing opportunity to
participate in this unique initiative with potentially far reaching impact, for sharing his vision and
insights on empowerment of Panchayati Raj Institutions through computerization and also for
providing his valuable guidance and directions to the team for effectively executing the project.
Our special thanks to Mr. D.C. Misra, Senior Technical Director, NIC in setting overall guidelines and
roadmap for project execution, in thrashing out critical issues faced by the field teams, in ensuring
support from NIC state and District officials and in proactively addressing the issues to ensure timely
execution at each step of the project.
The availability of right infrastructure is one of the critical elements in smooth execution of a project
and we would like to extend our thanks to Ms. Junu Kailay, MD, NICSI who ensured a smooth take
off for the project.
The constant guidance and coordination support extended by the State Informatics Officers of NIC
state units and the various District Informatics Officers of NIC District units was a considerable
enabler for the state teams as it helped them complete the state and district level study and carry out
extensive interactions with senior officials in the state and districts within the stipulated time.

Last but not the least; we take this opportunity to thank all the members of the central team,
consisting of Ms. Anjali Dhingra, Technical Director, NIC, Shri. Adesh Gupta, Senior Systems
Analyst, NIC, Ms. Meghna Shrimali, Principal Consultant, Mr. Anand Dubey, Senior Consultant, Mr.
Ashish Nasa, Senior Consultant, Ms. Barkha Shah, Senior Consultant and Ms. Seela Swain, Senior
Consultant who have admirably rendered their responsibilities with team spirit throughout the
execution and management of this huge study project.
The involvement and support of all these senior officials has enabled us to understand the
expectations of the project clearly. This will go a long way in defining the overall success of the
project
ePRI Project - Haryana Team

Rahul Jain Project Coordinator, NIC Haryana
Sat Pal Goyal, DIO, NIC Sirsa
Sanjay Sawhney, DIA, NIC Sirsa
Sumit Mittal, Principal Consultant, 3i-Infotech
Jasvir Singh Minhas, Senior Consultant, 3i-Infotech
Shashikant Tripathi,Consultant 3i-infotech

Table of Content
1 EXECUTIVE SUMMARY ............................................................................................................................................... 7
2 PROJECT BACKGROUND ........................................................................................................................................... 9
3 APPROACH AND METHODOLOGY........................................................................................................................... 14
4 ASSUMPTIONS / PRE-REQUISITE ............................................................................................................................ 17
5 REQUIREMENTS FOR E-PRI APPLICATION DEVELOPMENT ................................................................................ 20
6 APPLICATION ARCHITECTURE AND FUNCTIONALITY ......................................................................................... 26
7 REQUIREMENTS FOR ICT AND CONNECTIVITY ..................................................................................................... 38
8 CAPACITY BUILDING................................................................................................................................................. 50
9 CHANGE MANAGEMENT PLAN ................................................................................................................................ 57
10 IMPLEMENTATION STRATEGY................................................................................................................................. 62
11 PROJECT MANAGEMENT STRUCTURE .................................................................................................................. 69
12 RISK MITIGATION STRATEGY .................................................................................................................................. 80
13 FINANCIAL ESTIMATE ............................................................................................................................................... 83
14 RECOMMENDATIONS AND CONCLUSION .............................................................................................................. 87
15 WAY FORWARD ......................................................................................................................................................... 89
16 ANNEXURE ................................................................................................................................................................. 90

Table 1Service Delivery Component .................................................................................................................... 23

Table 2 Support components ............................................................................................................................... 24
Table 3 PR Governance Component ................................................................................................................... 24
Table 4 G2G APPlication Components ................................................................................................................ 28
Table 5 Users of ePRI system.............................................................................................................................. 31
Table 6 G2C Application Layer ............................................................................................................................ 32
Table 7 Service Delivery Components ................................................................................................................. 33
Table 8 Technology Layer component ................................................................................................................. 34
Table 9 Recommended Database ....................................................................................................................... 35
Table 10 User Group-ePRI ................................................................................................................................... 36
Table 11 Bill of Material NIC DC (State) .............................................................................................................. 42
Table 12 Bill of Material State PR Department .................................................................................................... 44
Table 13 Bill of Material at ZP .............................................................................................................................. 45
Table 14 Bill of Material PS .................................................................................................................................. 47
Table 15 Bill of Material GP.................................................................................................................................. 48
Table 18 Training Delivery ................................................................................................................................... 53
Table 19 Training Delivery Mode ......................................................................................................................... 55
Table 20 Training Delivery for elected members ................................................................................................. 56
Table 21 Mapping Stakeholders .......................................................................................................................... 58
Table 22 Communication Plan ............................................................................................................................. 58
Table 23 Communication Plan-Citizen ................................................................................................................. 59
Table 24 Communication Plan PRIs .................................................................................................................... 60
Table 25 Communication Plan Govt offices ......................................................................................................... 61
Table 26 Implementation Plan ............................................................................................................................. 64
Table 27 Details of Review Meetings ................................................................................................................... 66
Table 28 State Level Monitoring Component ....................................................................................................... 66
Table 29 Reports for Monitoring ........................................................................................................................... 67
Table 30 Bill of Material PMU ............................................................................................................................... 79
Table 31 Risk Mitigation Strategy ........................................................................................................................ 80
Table 32 headwise cost breakup ................................................................................................................... 83
Table 33 YearWise Breakup ................................................................................................................................ 83
Table 35 Monthly Payout to SA ............................................................................................................................ 85
Table 36 Total Payout .......................................................................................................................................... 86
Figure 1 Approach and Methodology ................................................................................................................... 14

Figure 2 Approach and Methodology for DPR ..................................................................................................... 15
Figure 3 ePRI Framework .................................................................................................................................... 21
Figure 4Deployment Architecture ......................................................................................................................... 38
Figure 5 n tier Architecture component ................................................................................................................ 39
Figure 6 Change Management ............................................................................................................................ 57
Figure 7 Central Level body for Implementation .................................................................................................. 70
Figure 8 CPMU structure...................................................................................................................................... 72
Figure 9 Program Givernance Structure at State Level ....................................................................................... 74
Figure 10 SPMU Structure ................................................................................................................................... 75
Figure 11 Program Governance structure at District Level .................................................................................. 78
Figure 12 DPMC ................................................................................................................................................... 78

1 Executive Summary
The Ministry of Panchayati Raj (MoPR), as part of its mandated responsibility to strengthen the Panchayati Raj
Institutions (PRIs) across the country, is keen to introduce e-Governance in all the PRIs of the country. The e-
PRI Mission Mode project is a project of immense stature initiated by MoPR in association with National
Informatics Centre (NIC).
The needs of PRIs and citizens vary across States, due to variations in level of governance in PRIs and ICT
readiness of states and PRIs. The e-PRI MMP was therefore, preceded by a comprehensive study to assess
the current information and services needs of citizens, PRIs and other stakeholders (ISNA), identify the scope
for re-engineering various functions and services carried out by PRIs, (BPR) culminating in the cost estimate for
implementing the recommendations in a state wise Detailed Project Report (DPR). In Haryana, the study was
conducted in the Sirsa Zilla Parishad, Sirsa Panchayat Samiti and kotli Gram Panchayat.
Intent of DPR - The DPR serves as the roadmap for operationalization of the e-PRI MMP in Haryana. It
provides details of the estimated cost for implementing the MMP, which includes ICT infrastructure
requirements, state-specific software applications, data digitization requirements, project management cost etc.
The implementation plan for a period of 3 years is also provided. The DPR also proposes the Project
Management and Monitoring structure for supervising the implementation.
Proposed Implementation Plan – Implementation of the ePRI project in the state of Haryana is proposed to
be undertaken in a Service Procurement Model (SPM) whereby a Service Procurement Agency (SPA) would be
selected through a competitive and transparent bidding process. The SPA would provide the required ICT
Infrastructure as well as provide trained computer literate manpower. The SPA would be provided adequate
monthly service charges, as defined through the bidding process, to carry out the desired tasks. The
implementation would be spread over a period of 3 years and would comprise of the following phases:
• RFP Phase – In this phase the RFP template provided by the MoPR will be customised to reflect the State-
specific requirements. The outcome of this phase would be the selection of the Implementation Agency (IA).
• Deployment Phase – This phase would comprise installation and commissioning of the hardware at all the
PRIs as well as augmentation of ICT infrastructure at the State Data Centre or the NIC Data Centre for
hosting the State-specific software applications, which will be developed at State level. Certain core
common software applications have also been identified , which would be developed centrally by NIC and
customised for each State. Trainings will be provided on the usage of these software applications and one
trained computer literate manpower will be provisioned at each PRI for backlog data entry and provision of
services, both G2C and G2G, on an ongoing basis.
• Operations and Maintenance Phase – The manpower provisioned for data entry would continue providing
operational support for a period of three years, during which the Panchayat officials / members are
expected to enhance their skill sets and become sufficiently able to use computers including the various
software applications.

To implement this project across the State in time-bound and effective manner the following 3-tier project
management structure is proposed:
1. Central Level Body – Headed by Secretary, MoPR
2. State Level Body – Headed by Principal Secretary, PR Department, Haryana
3. District Level Body – Headed by CEO, ZP of the respective districts
The State level body would also be supported by a Project Management Unit (PMU) for monitoring the
implementation and operations of the project. Additionally, to ensure robust monitoring a Block Support Group
(BSG), comprising of one resource at each block, is also envisaged. These resources would monitor the project
activities at all PRIs in their assigned blocks and provide inputs to the PMU for monitoring.
Haryana state cost estimates - The total ePRI project cost for the State of Haryana is estimated at (Rs.176.25
cr) which includes costs for ICT & Manpower (Rs 147.38 Cr. approximately), training (Rs.14.13 cr.
approximately), communication & awareness (Rs.1.34cr. approximately), Project Management Unit (Rs. 7.54
cr. approximately) at the state level and support at block (Rs 5.86 cr).
The total ICT cost for state and district includes
a) Costs for provision of ICT infrastructure to the PRIs at the State/ZP/BP/GP level as well as to the data
centre and the Project Management Units.
b) Cost of Application development- This includes cost of development of modules at the State, customization
cost of modules developed at the Centre and cost of integration of existing PRI applications and their
customization.
c) Cost for trained manpower to be deployed at all GP, BP and ZP (Rs 77.67 Cr approximately)
Considering the above costs, the average monthly service charges for a ZP would be INR 11749, BP would be
INR 8221 and for a GP 6257 approximately. However, the actual payouts would be considerably reduced owing
to the local market dynamics realized through the competitive bidding process.
The suggested implementation strategy and estimated costs provided in this report have been calculated on
certain underlying assumptions, both, common across the states and specific to the state of Haryana. Some
major common assumptions include:
• Using NICSI empanelment rates for costing
• The implementation will start within one year of the release of this report
• The civil infrastructure requirements of the PRIs, if any, will be funded by other sources such as NREGS,
BRGF, RGSY, Finance commission grants etc.
• Provision for training to be made with respect to the ePRI application only
Haryana-specific pre-requisites and assumptions include:
1. The Haryana Broad Band Network (HBBN) will provide network connectivity to all government offices,
including PRIs, and hence no network costs have been budgeted for.
2. The e-district implementation, currently ongoing, will be complete and the same will be available for
integration with the ePRI application.
3. NIC data centre at the State will be available for hosting the ePRI application.

2 Project Background
Panchayati Raj Institutions (PRIs) in India promotes decentralized governance by participation of the ordinary
public in their own governance. This process of democratic decentralization was set in motion with the
Constitution (Seventy Third Amendment) Act passed by the Indian Parliament in 1992, which enabled
decentralized governance through PRIs in rural areas.
PRIs function at the village, intermediate (block) and district level. There are approximately 2,34,030 Gram
Panchayats at the village level, 6,053 Janpad Panchayats at the block level and 535 Zilla Panchayats at the
district level. There are more than 31 lakh elected representatives at all three tiers.
PRIs offer India’s rural villagers an opportunity to participate in village planning processes, to engage with the
various developmental schemes being implemented by the Government and to interact with their elected
representatives directly to ensure that their interests are being effectively served and their money properly
spent.
While local governance through PRIs is an excellent concept but has so far remained in theory, reality has been
less positive, as many PRIs have been criticized for poor representation, failure to implement the participatory
decisions of their constituencies and mismanagement of funds. In this context, citizen participation in panchayat
institutions is more meaningful when people have the information to make informed choices and to participate in
decision-making processes based on facts, not rumors and half-truths.
The PRIs are also saddled with the problems of inadequate capacity vis-à-vis physical and financial resources,
technical capabilities and extremely limited computerization. This has limited the usefulness of PRIs as the
preferred delivery channel for the schemes of State and Centre as well as for citizen services.
Computerization and IT enablement of government functioning has received a high impetus with the
implementation of the National eGovernance Programme of Government of India and various states have
realized the importance of eGovernance. This has led to a concerted thrust towards computerizing the
functioning of the state line departments in most of the states. The result of this is cognizable and has brought
in its wake significant efficiencies in the departmental functioning.
While some computerization efforts for PRIs have been made by NIC over the years; unfortunately, the
eGovernance revolution sweeping the country has not touched the PRIs yet in significant measure. The Ministry
of Panchayati Raj, Government of India has realized this and decided to take up the computerization of PRIs on
a mission mode basis.
The Ministry of Panchayati Raj is mandated to ensure effective local self governance in rural areas and is
therefore committed to strengthening the PRIs. To achieve this MoPR in association with NICSI has
conceptualized a nation-wide study to take stock of the needs and expectations of various stakeholders from
PRIs and also the needs and expectations of PRIs from various stakeholders. This study is expected to result in

drafting the requirements of computerization for PRIs across the country and is being undertaken across 27
states within duration of 23 weeks.
This initiative poses unique challenges, as the coverage of the programme is in itself unprecedented not only in
India but perhaps globally too. The geographic and demographic coverage of the programme, therefore, makes
it a challenging initiative to rollout.
In addition, the level of devolution of powers to PRIs across the country varies depending upon the provisions of
the State Panchayati Raj Act and the spirit with which the devolution has been undertaken in a particular
State/UT. This implies that the services that could be delivered to the citizens by Village Panchayats in one
State/UT could differ from another. Consequently, design of the process re-engineering, computerization and
capacity building programme would face significant challenges. This also leads to related challenges around
stakeholder’s involvement in the programme.
This project entails carrying out the following three activities:

Identification of Information and Services Needs of Stakeholders
Process Re-engineering and
Preparation of Detailed Project Report for the MMP
The project execution primarily was carried out across the following five tiers:
Central Line Ministries level
State level
Zilla Panchayat level
Block Panchayat level
Village Panchayat level.
As mentioned above, MoPR as a part of its mandated responsibility to strengthen PRIs, conceptualized e-PRI
project. Under the study phase of e-PRI project the team interacted with PRI officials, elected members &
citizens. The requirements of PRIs and citizens have been captured, our findings of the study phase (ISNA
phase) is depicted as below.

Summary of Findings
a. ICT
i. Lack of infrastructure like computers, connectivity etc at various levels of PRIs make the data
collection, consolidation and processing cumbersome and time consuming.
ii. Lack of Automation: Data collection, storage, record keeping is manual across the PRIs leading to
data inconsistency, data duplication, data corruption and lack of data security.
iii. Content Management: The grassroots level data is sought by various departments for different
purposes. Data inconsistencies are often noticed in data from different departments. Also, every
department has data collection, management and coding systems aligned to their specific
requirements, which lends the data unusable by other departments.
iv. Information dissemination: Lack of an authentic central repository of scheme guidelines, Government
Orders (GOs), plans, beneficiaries list, Minutes of Meetings (MoMs) of Gram Sabha, Standing
Committees meetings etc, makes information availability a bottleneck in effective functioning.
v. Integrated portals for all schemes/services: Various schemes / services are provided by different
line departments. Separate software, user interfaces, menu styles make it difficult for the users to
become adept in using the software.
b. Panchayat Functions
i. All internal functions of the PRIs viz. Planning, Accounting etc are manual except for a few
schemes like NREGS. This leads to delay in the processes of Planning, Implementation, Monitoring
and Accounting across the PRIs.
ii. Planning: The data for planning is sought from grassroots. Due to non availability of ICT infrastructure
at GP level, the data is provided to BP in handwritten form, leading to excessive paper work and
inordinate process delays. Also, the consolidation of data at the Block level is usually done manually
lending a high probability of inaccurate data consolidation.
iii. Accounting: The accounts of GP are manually maintained in several registers which may be further
compiled at Block level. In such cases the probability of manipulation is high, due to high time lag in
accounts closing.
iv. Monitoring & Reporting: For monitoring purpose, most line departments use manually prepared
progress reports, which are prone to calculation and/or data entry errors. Analysis of the manual report
is dependent on the skill-sets of the individual reading the report and does not always generate
decision making inputs. The utilization of manual reports is limited as they cannot be customized easily.
Also, storage and retrieval of these reports is cumbersome and time consuming.

c. Capacity
i. Availability of adequate, trained & skilled manpower: Computer literate manpower for data entry is
not readily available at the GP level. At BP & ZP levels too, the available manpower is not adequate to
handle the existing workload.
d. Service Delivery
i. Easy and Quick service delivery: A clear need for delivery of government service at the door step of
the citizen emerged as a part of the Information & Services Needs assessment exercise.
ii. Low reach of service delivery: Citizens need to travel to district/tehsil to avail services. They expect
Gram Panchayats to act as ‘Single Window’ for availing any service including those delivered by other
Line Departments.
iii. Service delivery time is required to be defined: Due to lack of specific service levels for most
services provided by PRIs, there is little accountability of PRI processing and is highly individual
dependent.
iv. A grievance handling system: A grievance handling mechanism at GP level was almost non-existent.
Adhoc grievance handling by Sarpach / Officials was observed.
v. Low Awareness Level: There is low awareness among citizens regarding schemes & services.
Citizens are not fully aware of their entitlements and the responsibilities of the GP towards them.

Summary of Recommendations
a. ICT
i. Provision of IT hardware to ZPs, BPs and GPs to enable them to deliver the services
ii. Providing last mile connectivity to GPs through broadband.
iii. Physical integration of SWAN with ZP and BP offices.
iv. Provision of LAN to the ZP and BP offices and hubs at the GP offices
v. Digitization of the existing registers and documents / records.
vi. Provision of common, standard and integrated software for correspondence and communication
(emailing and messaging software) amongst all levels of PRIs.
b. Capacity
i. At least one computer literate manpower to be provisioned on contract, at all three levels of PRIs.
ii. IT Training for PRI officials and members to be rolled out on a large scale.
iii. Basic IT skills to be made a key entry requirement for GP staff.
c. Service Delivery
i. Process – GP Office proposed to be made one stop shop for all G2C services. Standardization of
service delivery processes by using common process components like application verification,
application approval, application rejection etc. is proposed to be introduced. Updating / creation of
Citizen charter, Providing acknowledgement receipts, option of printing certificate directly from system
in local language and defining escalation matrix.
ii. Technology – It is proposed to have online applications / service requests / Certificates / Notices /
POs; Digitization of key record and registers; Standardization of service request, with a pre printed
serial number using Web based software for all services.
d. Panchayat Functions
i. It is recommended that standardized software & formats be used across PRIs for panchayat functions
such as planning, monitoring, implementation & accounting to ensure data consolidation & sharing.
Automation of the panchayat functions will make process fast, more accurate and storage and retrieval
of reports easy and speedy. Further it will also bring transparency by providing real time data.
ii. Computerization of basic PR functions such as automatic generation of PF, Payroll, Monthly MIS
reports for fund utilization, revenue collection, No of applications received and ones processed within
SLAs etc

3 Approach and Methodology
A phased approach, dividing the project into four phases, each focusing on different aspects of the ePRI MMP
initiative was undertaken. These included assessing requirements, recommending changes and improvements,
and defining the rollout strategy and budget for the initiative.
Figure 1 Approach and Methodology
Initiation and Planning phase (Phase I) Focused on setting the tone for execution of the project. The key
outcomes of this phase were identification of stakeholders, finalization of the consultation mechanism with the
stakeholders, and common templates for data gathering and deliverables.
Information and Services Needs assessment phase (Phase II) involved interaction with the identified
stakeholders. This phase resulted in forming an understanding of the information needs of stakeholders. The
citizen centric services that are currently being delivered through PRIs and the services that are expected to be
delivered through PRIs were also identified and studied.
The Process Re-engineering phase (Phase III), entailed in-depth analysis of the identified services and the
administrative framework associated with PRIs. This analysis led to the identification of key gaps in the current
processes and the creation of a BPR framework. This framework was designed to be customizable for every
state/UT to address state-specific requirements, while also taking into cognizance the similarities existing
across the country. Eventually a To-Be scenario encompassing PRI internal automation, citizen service delivery
and internal functions of Planning, Monitoring, Implementation and Accounting was defined.
The current phase, namely DPR preparation (Phase IV), is the eventual outcome of the study which defines the plan
for implementation of ePRI MMP in each State/UT. The DPR primarily defines the ICT requirements across the
three tiers of PRIs, the manpower and training requirements and the roll-out strategy along with the overall
program governance and management structure. The budgetary requirements for this project have also been
estimated.

Approach for DPR
In order to arrive at a budget and implementation plan for implementing the recommendations made in the
BPR, the BPR recommendations were translated into requirements. For each requirement, the associated costs
were determined. Subsequently, a program management structure at the central, state and district level was
designed, to supervise and co-ordinate the rollout over 3 years. An implementation plan was also defined for
implementing the recommendations over 3 years in different phases.
The key recommendations made in the BPR phase involved the following aspects:
• Improvements in internal functions of PRIs viz. Planning, Monitoring, Implementation and Accounting
• IT applications for supporting the above internal functions and services
• Service delivery mechanism to be followed for the re-engineered processes
• ICT infrastructure required to support the above recommendations
• Manpower and skills required for implementing the above recommendations
• Requisite legal changes needed to implement the Envisaged Scenario
These recommendations were translated into requirements and budgetary estimates as illustrated in the
following figure.
Figure 2 Approach and Methodology for DPR
Phase IV – DPR
Phase III – BPR Application Architecture Technology Solution
Application
High Level FRS Deployment
BPR Framew ork Modules Architecture
Common Support
Envisaged (To-Be) Scenario Components Functions Database
Architecture
Service Internal
Delivery Functions Security
Civil Infrastructure Architecture
Requirements
Logical Architecture
ePRI
Users
Application
Program M anagement
External Access
Interfaces Channels Governance Structure Implementation Strategy
Civil Infrastructure
Change M anagement Capacity Building
Requirements
Project Cost
The step-wise approach used for determining the requirements is detailed below:

Step 1: Translate automation recommendations into function solution and technical solution. The
technical solution consists of applications to be developed, databases to be deployed and related content
management aspects. The associated budgetary estimates were also computed.
Step 2: Translate computerization recommendations into ICT requirements – This includes defining the
requirements and budget for ICT hardware, networking infrastructure and infrastructure for deployment in
data centre.
Step 3: Translate capacity gaps into manpower requirements and training requirements for PRI
functionaries and elected representatives and the associated budget.
Step 4: Design plan for awareness and communication about ePRI MMP to PRI officials, elected
representatives and rural citizens
Step 5: Define strategy for implementation of ePRI MMP in the States/UTs over 3 years. This includes
a phased implementation plan with specific timelines and deliverables for each phase.
This enabled defining the total state-wise outlay for implementation of ePRI MMP. The following sections of
the report shall explore the various aspects mentioned above in greater detail.

4 Assumptions / Pre-requisite
Objective: - This section lists the assumptions and pre-requisites for e-PRI. These have been
considered in the overall solution definition for e-PRI.
• Manpower
The State study has revealed a gap between the sanctioned and actual occupied posts. The State DPR will
not budget for the addressing this gap. The DPR will only budget for sourcing computer literate contract
manpower. For this 1 person per GP, PS and ZP has been budgeted for.
• Training
Notwithstanding the above, the training budget would include trainings for both categories, i.e.
Training for PRI officials & elected members – To be trained on Basic ICT skills, common applications and
state specific applications.
• Application preparation and management
1. Application preparation (From URS phase to maintenance phase) - will be done centrally for only the most
common applications. The associated budget will be added to the National DPR.
2. Application management (hosting) - Will be done centrally for common applications. For applications that
are specific to a particular state or common across only 3-4 states, the hosting will be done at the state level.
The associated budget will be added to the State DPR. Therefore, assuming that almost all states will have
such specific requirements, we will need to budget for hosting infrastructure at each state.
• Civil Infrastructure
In view of the existing initiatives like RG Seva Kendra etc. which are already in the process of providing civil
infrastructure to PRIs, the ePRI DPRs will not budget for civil infrastructure or office furniture in the GPs.
• Budgeting
In order to budget for hardware, application preparation and management, sourcing manpower, and training,
the central NICSI empanelment rates will be considered.
• Cost Components:
Application Development
All state-specific applications should include multi-lingual support. As per the guidelines under ePRI
EFC *Note, all applications developed under ePRI (whether central or state-specific) should be Unicode
enabled and should be developed in open source software.
If some applications have already been developed by the State, then state DPRs shall also budget for
integration with these existing applications.

Hosting, Network and ICT
It is assumed that an operational data centre already exists in the State. This DPR will not budget for
building a data centre.
To budget for server requirements, NICSI central empanelment rates have been used. Only those
components for which NICSI central empanelment rates are not available, market rate can be used.
As we are assuming that there will be a data centre in the State (SDC or NIC), this DPR does not
budget for firewall, intrusion protection system etc., as they would be installed in the data centre. Only the
following aspects will be budgeted for:
Servers
Storage space (SAN) & Backup
Hosting charges (assume NIC charges)
Hosting of Databases - For common databases, the database design, development, and hosting will be
done centrally by NIC. However, on completion, NIC will only act as the caretaker of the database and state
will have complete ownership of the database. Accordingly, all charges related to common state-specific
databases will not be added to state DPRs.
This DPR includes cost for security audit of applications
Mail Server – This DPR assumes NIC-email. The cost for additional mail servers, if any, will be added
centrally and not in the state-specific DPRs.
This DPR budgets for computerizing all 3 levels of PRIs. However, this is also dependent on the
specific inputs provided by the State PR Department.
• Project Management
In the state level committees to be formed for ePRI implementation, there should be representation of line
departments. The State committee can be headed by the Principal Secretary, PR and will comprise of a)
representatives from PR dept, b) representatives from key line dept, c) NIC officials.
• Implementation
It is assumed that the project shall be implemented in a service procrument model, whereby it would be the
responsibility of service Procrument Agency to provide all necessary hardware and manpower required for
delivering uninterrupted services to Panchayats.

• Prerequisites
The necessary government orders relating to service delivery through Panchayat Ghar needs to be in
place before actual service delivery starts form the Panchayat Ghars.
The line department and State government should accept the provision of Panchayat Ghar accepting
service request application from the applicants.
The state government will have to mandate the acceptance of Digitally Signed certificates across
various departments and provision of Digital signature to PRI officials.
Availability of a public website, where authenticity of a printed copy of a Digitally Signed certificate can
be established.
The above mentioned assumptions and pre-requisites have been deduced after due diligence with the client
and also the findings of the field study has been taken into consideration.
Before moving ahead & getting into details of this report it is imperative to know the constituents of the report.
In the state BPR report in order to achieve the objective set by MoPR, re-engineered processes with
automation has been suggested, hence to operationalize the same it has to be supported by requisit
technology components like IT hardware, connectivity ,software applications & proper capacity at each tier of
PRI.
In the subsequent sections each of the mentioned components of the project has been discussed in detail.

5 Requirements for e-PRI application development
In the present scenario the functions of the panchayats are carried out manually. Ministry of Panchayati Raj has
taken positive step towards increasing operational effeciency of Panchayati Raj institutions by expressing an
interest to leverage the benefits of IT. The To-Be scenario aims to bring all the possible ICT intervention that
can transform the way the Panchayati Raj institutions operates. The two functional areas in which Panchayati
Raj institutions operate are G2G & G2C functional area.
In the envisaged scenario G2G functions shall be carried out in a fully automated environment. All its mandated
functions like Planning, implementation monitoring & accounting shall be rendered using IT. In the subsequent
sections the ICT required by Panchayats for rendering its basic G2G functions shall be discussed in detail.
Similarly non availability of all services at gram panchayat level is also an area of concern because of this a
rural citizen needs to make several visits to different locations for availing different services. This not only leads
to loss of money but lose of time as well.
Therefore in the envisaged scenario it has been proposed that all important services as proposed by citizens in
gram sabha shall be automated and offered at gram panchayat either through gram panchayat office or any
privately owned service centre agency present in the vicinity of gram panchayat.
e- PR Framework
The To-Be scenario is an endeavor to identify the future IT initiatives of the department and the best practices.
All relevant technical architectures have been explained and also the functional features of the suggested IT
applications have been discussed. Considering the present state of affairs where we believe that most of the
NeGP initiatives like SWAN, Data Centre etc will be in place by the time e-PRI project gets implemented, the
proposed application architecture for the PRI is recommended to be centralized .
The proposed Re-engineered scenario has been depicted in the diagram below:

Figure 3 ePRI Framework

• Government-to-Citizen interface:
It is essential that a comprehensive Panchayat Ghar Management System module be part of the proposed PR
Information System and integrated with the other Citizen Service Oriented modules.
In the state of Haryana mandated KIOSK when rolled out will achieve significant penetration both in urban and
rural areas, Integration of the ePRI application with the KIOSK to provide access to information could enable
citizens to make use of Panchayat services from multiple delivery outlet, thus reducing the chances of
monopoly. Selected services like payment of bills, social security allowances, submission of application forms
etc. could be availed through KIOSKs as well as GP offices. For Internet savvy citizens, provision for directly
accessing ePRI services through the proposed State Portal could be enabled. The states who are surging
ahead of other states in terms of e-readiness, the State Portal could also support an mGovernance interface for
those citizens, who prefer to use a Mobile phone for receiving such information as application status, reminders
etc.
A State Level Call Centre is also desirable for providing remote services which is supported by IVR technology
as well as 24x7 support personnel.
• Government-to-Government Interface:
The Government interface to the Panchayat Information System would constitute the linkages between other
Government departments; both State and Central, through State sponsored IT initiatives or other relevant
MMPs so that the entire life cycle of each service could be delivered seamlessly through electronic workflows
as far as practicable.
The State Portal could be utilized for achieving the integration of the Panchayat Information Systems with other
department initiatives. For instance, the Employment Exchange MMP could be integrated with the ePRI MMP
for availing of such services as disbursal Unemployment Allowances, access to the current list of businesses in
the region etc. Likewise the National ID/UID MMP could be integrated with the Citizen’s Database being
proposed at the GP level to share up-to-date information regarding citizens on a National level.
Funds transfer from treasuries is as a high volume activity in the PRIs in many states, especially in terms of
scheme implementation. Integration with Treasury Management Systems could ease the transfer and
management of funds allocated to PRIs in a streamlined manner.
Interfaces maybe provided to Central Line Ministries for accessing MIS reports which could be helpful in
planning and funds allocation for various schemes or the introduction of new schemes based on the
information.

• Government-to-Business Interface:
The Panchayat Ghars could be used as a single window for businesses to interact with the Panchayat office,
with adequate provision in the Panchayat Management system to cater to the same.
Citizen Service delivery kiosks, CSCs etc. could also present an alternative interface for availing those services
to businesses which could be carried out without visiting the Panchayat office. Such services like payment of
profession tax, application for trade licenses, etc. could be delivered through these Kiosks by integrating the
Information System with the same. Businesses with access to the Internet could use State Portal also for
availing Panchayat services such as convenient facilities for e-payment of profession taxes, application fees
etc. APIs for interfacing existing Information Systems of Business with the PR Information System may also be
made available for seamless exchange of data wherever possible. Provision in the Information System could be
provided for directly interfacing with systems of Financial Institutions so that facilities like online funds transfer
could be availed by PRIs, citizens could apply for microfinance schemes, get e-payment etc.
The ePRI BPR framework is broadly based on the following components:

• Service Delivery Component
Table 1Service Delivery Component
S.No. Component Description
1. Information Provision This Component will handle dissemination of Information only.
Lack of information was found to be a key impediment in availing
of services without issues and on time.
2. Forms Availability This Component will provide and ensure the availability of
Application Forms. Application Forms must be easily and readily
available to any citizen. This component must align with the
Forms Submission component, i.e. the forms must be available
wherever they have to be submitted.
3. Application Receipt This Component will handle submission of the application,
including the form and the relevant documents. As the component
exits operation, it would generate a receipt for the applicant which
contain a registration number for status tracking, date of
application, department responsible, summary of supporting docs
submitted etc.
4. Payment Receipt This Component will handle all the payments
5. Application Verification This Component will allow the district administration to make
decisions regarding the claim or request of the applicant based
on submitted documents and / or databases.
6. Application Rejection This Component will ensure that when an application is rejected,
an appropriate reason is provided to the applicant and that the
document be duly signed by the rejecting authority.
7. Application Approval This Component will handle the signing of the deliverables like
certificates, ration cards etc.
8. Application Delivery This Component will handle the delivery of the signed and valid
deliverable to the citizen
9. Status Tracking This Component will retrieve and update the status of an
application. The component will need to retrieve the information
about a file and update it online or on the IVRS tracking system or
in the application where a functionary can view it.

• Support Components
Table 2 Support components
SNo Component Description
1. PRIs Management This component will help in creating master data of PRIs like the
members of PRIs, Standing committees, CEO / Chairpersons etc.
Also this will handle the PRI Meeting Management by creating
annual calendars, preparation of Agenda formats, Scheduling and
updation of PRI meetings. It will also help in generating MIS on
regular basis of all PRI meetings
2. File Management The File Management Components will help in replacing all the
manual processes of filing being used presently in the PRI offices.
This will closely track all the file movements and their status with
the file holder.
3. Asset Management PRI’s office asset management component will handle the
information related to all the physical assets of the office viz.
office infrastructure, furniture, electrical equipments etc.
4. Fund Management This component handles all the fund flow, fund management
related operations.
5. Trainings PRI Officials need training on various aspects all through the
year. This training component will help manage the information
related to the kind of trainings extended, online mode, offline
mode of trainings, Scheduling and updation of training sessions.
Self Learning modules etc. will also be included in such training
component. Training Management component will also help in
generating MIS from the respective training database.
6. Resource Management This components will primarily help in managing information
related to human resources available for the PRI office, Natural
resources information available etc.
7. Audit Audit component will manage the information related to the Audit
schedules of the PRI offices, Audit calendar, Audit findings and
Audit conclusions.
Social Audit information will also be a managed through this
component
• PR Governance Components
Table 3 PR Governance Component
SNo Component Description
1. Planning This component is a part of the initial stage of PRI internal
functioning and in the To – Be scenario would entail a bottom up
approach of decentralized planning with provision for
consolidation of plan at BP and ZP with a mandated approval
through the DPC. Also a facility for uploading of plans for line
department with classification of work and activities for
standardization of plans
2. Implementation
3. Monitoring & Reporting The two crucial components of any work or activity are the
physical and financial progress of the same.
4. Accounting

• Workflow Engine
Workflow is the base component of the indicative framework where the ‘As Is processes’ will be mapped
against the ‘To Be envisioning’. Workflow is the automation of a complex process, in whole or part, during which
resources, information, tasks and data a passed from one participant to another for action, according to a set of
rules.
Workflow management system will link all the components of a given service and will provide a common
platform to work and interact to all the stakeholders. Workflow management system is a mechanism that
defines, creates and manages the execution of workflow through the use of software, running on one or more
workflow engines, which is able to interpret the process definition, interact with workflow participants and, where
required, invoke the use of tools and applications. This system will also allow people to specify and manage
working processes, which are distributed in time and across different domains and actors.
Technologies such as work flow and document management can help cut the corporate paper mountain down
to size while improving the efficiency of basic operations. The key attraction of such technologies lies in their
ability to help organizations and departments improve their existing working practices.
• Technology Layer
MIS
A central MIS application on all aspects of functioning of PRI shall be deployed at GP, BP and ZP levels. The
MIS shall be online with access to various centralized databases of all the transactional systems. The MIS
application shall offer standard periodic reports and also user-custom reports for users to view to specific
information. The MIS shall support query based report generation for end users.
Software Applications
In order to automate service delivery, internal functions of the PRI and also the inter-departmental functions and
workflows, a portfolio of common software applications have been identified across various areas. These
applications are explained in detail in section 6.1
Database
Central Databases for Various Transaction system Databases (Service Delivery, Planning, and Financial,
Operational etc) Village and Beneficiary Profile, GIS (Spatial) database.
Connectivity
The deployment of IT applications and enabling ICT infrastructure across 3 tiers of PRIs is driven by following
factors:-
• Business Need for usage of applications

• Connectivity available at each tier
Quality and availability of connectivity is a key factor in determining the deployment of ICT infrastructure at
grassroots level.

6 Application Architecture and Functionality
The application architecture is reproduced from the BPR framework, it briefly describes the logical functioning of
application components and modules; it is classified into various layers like G2G, G2C, Service Components,
Support components and core technology layer. It also briefly explains the proposed integration of e-PRI
application with other State IT initiatives, the various Modules and Databases recommended under e-PRI and
MIS Report Generation.


• Government-to-Government Interface and G2G Application Layer
The Government interface to the PR Information System would constitute the linkages between other
Government departments; both State and Central, through State sponsored IT initiatives or other
relevant MMPs so that the entire life cycle of each service could be delivered seamlessly through
electronic workflows as far as practicable.
The State Portal could be utilized for achieving the integration of the PR Information System with other
department initiatives. For instance, the Employment Exchange MMP could be integrated with the e-PRI
MMP for availing of such services as disbursal Unemployment Allowances, access to the current list of
businesses in the region etc. Likewise the National ID/UID MMP could be integrated with the Citizen’s
Database being proposed at the GP level to share up-to-date information regarding citizens on a
National level.
Funds transfer from treasuries is as a high volume activity in the PRIs in many states, especially in terms
of scheme implementation. Integration with Treasury Management Systems could ease the transfer and
management of funds allocated to PRIs in a streamlined manner.
Interfaces may be provided to Central Line Ministries for accessing MIS reports which could be helpful in
planning and funds allocation for various schemes or the introduction of new schemes based on the
information.
Further the Panchayats in order to render its basic mandated services efficiently the recommended
applications for the same is as depicted below.
Brief description of G2G Application Layer and Support function Layer Components
Table 4 G2G APPlication Components
Sr.No. Module Description & Functionality User Group
1 Village Base Line This application shall provide the village base line
Information information data for all villages in the state. This User Group
System module shall provide detail data on every Village, that will have
Gram Panchayat, Panchayat Samiti and Zila access to this
Parishad. The data that would be provided by this module.
module is census information, house hold detail, GP, PS, ZP
animal husbandry data, agriculture details etc. Once
this data repository is created updating it on time
scale shall facilitate in creating a data ware house
which would further help policy makers to deduce
trend by mining these data.
2 Infrastructure Panchayati Raj institutions are primarily responsible
(Asset for management of development of local area User Group
)Management that will have
System The major task of the Panchayati Raj is to manage access to this
the Village Development Index on various socio- module.
economic parameters. There should be system to GP, PS, ZP
maintain data repositories for analysis and decision
making on all the developmental parameters of each
village. This database shall help the department in
analyzing the parameters and extract the inherent
problems to be addressed by policy making or
effective administration of schemes and programmes.
This module should provide detailed data on every
infrastructures like education (School, College,
Technical & non technical Staff, No. of Students
e-PRI Study Project (Phase IV) Detailed Project Report – Haryana
demographically), health (Hospitals – CHC, PHC,

Ayurvedic Centers, Staff members etc.), other
infrastructure like (old age home, co-operative
society, mini banks, Panchayat Ghar, Community
centers, Anganwaris etc.) and general .
Therefore, there is a need to build a Infrastructure
Management System which shall facilitate the
department in capturing details on the following
aspects:
Health Facilities
Educational Facilities
3 Scheme There are a number of Centrally Sponsored Schemes
Management (CSS) and State Sponsored Schemes (SSS) User Group
System managed by the Department and the Ministry. The that will have
physical and financial monitoring of the schemes is access to this
very critical for the State Governments. The following module.
aspects need to be monitored under the Scheme GP, PS, ZP
Management System:
Scheme details
Beneficiary schemes for the Panchayat
Physical and Financial Progress of the
schemes
4 Local The Gram Panchayats, Panchayat Samiti and Zila
Administration Parishad conducts lots of meetings of the Gram User Group
System(Meeting Sabha, Block Samiti and Zila Parishads and need to that will have
Management maintain the record of agendas, resolutions passed access to this
System) and the minutes of the meetings etc. The Local module.
Administration System shall take care of these GP, PS, ZP
requirements and shall capture the following aspects:
Agenda of the Meetings
Resolutions Passed in the Panchayat
Meetings.
Meeting wise Members Details
Quorum status on each meeting
5 Fund The Panchayats get funds from the Central
Management Government as well as from the State Government
System under various schemes. I The fiscal management of
the funds and the income is very critical. For this fund
management system has been suggested, The Fund
Management system shall track the below given
activity.
Funds approved from the central/state
government and other agencies.
Funds disbursed from the central/state
Funds pending from the central/state
Bank details
Utilization Certificate of the Funds
It will cover only the fiscal management
related aspects, whereas Schemes
Monitoring System shall cover the overall
scheme management aspect.
6 Capacity Building The capacity building programme needs special

attention and its effective execution and monitoring
would go a long way in improving the PRIs. It should
cover the following requirements:
Training programmes planned
Training programmes organized
Subject category wise training programmes
National Informatics Centre Services Inc Page 29 of 103

Workshops and field visits

Venue wise training programmes
7 Panchayat Portal Panchayat potal should
Generates a web site for each Panchayat in User Group
the country that will have
Would integrate with dynamic applications for access to this
planning , monitoring etc. to act as a single module.
delivery gateway using single sign-on GP, PS, ZP
Semantically enabled search across all PRI
sites
8 Planning This software would help the preparation of

district plans (bottom-up) starting from grass User Group
roots level that will have
Converge the funds from different access to this
programmes / schemes to ensure effective module.
utilization of funds GP, PS, ZP
Provide analytical support through various
graphs and GIS tools
We suggest software like plan plus can be leveraged
for Planning Purpose.
9 Budgeting This modules shall help in capturing details of :
Fund inflows
Fund outflows
Sources of funding
The output of this software would be head-
wise estimates of the budget of each level of
Panchayat.
10 Accounting This software would capture the details of
receipts and expenditure by PRIs under User Group
various account heads that will have
The software will automatically generate the access to this
cash book, various registers prescribed by module.
central or state government and Utilization GP, PS, ZP
certificate for various schemes based on the
expenditure incurred by the PRIs
Accounting software PRIA soft is recommended for
this application.
11 Unique code for Would help assigning unique codes to all
Panchayat Panchayats in the country & would evolve into an on- User Group
line Panchayat Directory. It would facilitate updating that will have
& maintaining the directory to address the dynamic access to this
situations arising in view of delimitation & creation of module.
new Panchayats. GP, PS, ZP
12 Unique Code for Will work in conjunction with National UID Project User Group
for Panchayat and provide updated information on new that will have
Residents arrivals/births for generation of UID. access to this
module.
GP, PS, ZP
13 Panchayat This module will keep the PRI members updated User Group
Helpline about the Panchayati Raj act, laws, rules etc. This that will have
module shall support them in case of any doubt. access to this
module.
GP, PS, ZP
14 Office In government every activity starts with a letter and a User Group
Management file. It is really vital to manage the files and letter that will have
System movements therefore we suggest office management access to this
system. module.
GP, PS, ZP

• Users
There five main sake holders would use the application briefly defined in below mentioned table:
Table 5 Users of ePRI system

Users Purpose
Citizen • For receiving alert and get status of Application
• The ePRI application will also act as an information source for the
documents required and understanding the prerequisites for applying
for a service.
Gram Panchayat • For receiving the application from the citizen and provide receiving of
application to citizen
• For Submit the Application on behalf of citizen
• For view the status of application
• For getting the certificate and get printout of digitally signed certificate
• Delivery of Certificate to the citizen
At the Gram Panchayat, the ePRI application operator will use this application
for making the entry of the applications received from the citizens. All the
credentials that are attached along with the application will also be uploaded
by the ePRI operator in to the application. Further the status tracking will also
be done by the operator through the application. Once the application made by
the citizen is approved, the Operator shall also download the Certificates from
the ePRI application and print the same for delivering it to the applicant.
Panchayat Samiti • Receive the application from the citizen through GP.
• Process the application by using Digital Signature.
• Monitoring the schemes
• PR governance function
Panchayat Samiti will be accessing the ePRI application to approve the
applications wherever required and also to upload and make interventions
wherever required. The major role and usage of ePRI application will be in
terms of the approving the various applications that are directed to it.
Zila Parishad • Monitoring the schemes

• PR governance function
Zilla Panchayat will be accessing the ePRI application for making the
necessary approvals and also other necessary interventions in the application
that are received through the ePRI application at Gram panchayat. Also the
MIS reports that would be generated as a part of functioning of the ePRI
application will also be accessed and used by Zilla Panchayat for their
information and monitoring purpose.
Line Departments • Receive the application from the citizen through GP.
• Process the application by using Digital Signature.
In case where a citizen applies for a service in which a particular line
department is the owner of the process and has the authority to approve the
said application, they would access the said application for the same. Also the
line department would be required to provide the static content in terms of the
prerequisites for applying for a particular service. Line departments would also
be accessing the ePRI application for MIS reports that would be generated.

• Government-to-Citizen interface and G2C Application Layer
In the framework, front end has been envisaged to provide a single-window service delivery channel for
the citizen from where the citizen can request for services and also receive the deliverable duly signed
by the respective authority. The proposed e-PRI framework has channel of delivery as an essential
element which will enable the component to take up the defined route for input as well as output from the
application. Some of the envisaged channels of delivery include the following:
Gram Panchayat Office.
Any privately owned service delivery channelin the village where GP office is situated
Personal computer
It is essential that a comprehensive Gram Panchayat Management System module be part of the
proposed PR Information System and integrated with the other Citizen Service Oriented modules. For
Internet savvy citizens, provision for directly accessing e-PRI services through the proposed State Portal
could be enabled. A State Level Call Centre is also desirable for providing remote services which is
supported by IVR technology as well as 24x7 support personnel.
It is envisaged that multiple channels of delivery will help in providing accessibility to the citizens for
availing the services under e-PRI.
Table 6 G2C Application Layer

S.NO Module Functionality User Group
1 Caste Certificate The module should have following functionality Gram Panchayat, Panchayat
SC/ST/OBC Issue of Caste certificate Samiti, Line Department/SDM,
MIS generation citizen
Escalation generation
Status reporting of applications
2 Application for The module should have following functionality Gram Panchayat, Panchayat
Widow Pension Acceptance of application for Widow Samiti, Line
Pension Department/Treasury, citizen
MIS generation
3 Application for The module should have following functionality Gram Panchayat, Line
Income Certificate Issue of Income certificate Department/Tehsildar/
MIS generation SDM,citizen
4 Issuance of The module should have following functionality Gram Panchayat, Line
Unemployment Issue of Unemployment certificate Department/ Employment
Certificate MIS generation officer, citizen
5 Utility Bill The module should have following functionality Gram Panchayat, Line
Payment Acceptance of bill payment for Dept/Electricity Board ,citizen
telephone bill
MIS generation
6 Application for The module should have following functionality Gram Panchayat, Panchayat
Handicap Acceptance of application for Samiti, Line
Pension Handicap Pension Department/Treasury, citizen
MIS generation

7 Application for The module should have following Gram Panchayat, Panchayat
Old Age Pension functionality Samiti, Line
Acceptance of application for Old Age Department/Treasury, citizen
Pension
MIS generation
8 Copy of Nakal The module should have following functionality Gram Panchayat, Panchayat
Certificate Issue of Bonafide certificate Samiti, Line Dept/
MIS generation Tehsildar/SDM ,citizen
9 Grievance This module should have following Citizen, PRIs
Redressal functionality.
System i. Post Grievance.
10 RTI ii. Status tracking Citizen, PRIs, state PR
iii. Escalation generation department
iv. Status report
• Service Delivery Layer and its Components

The service components are the critical elements of the proposed model. These elements define the way
in which the service request will be entertained, processed and finally delivered back to the applicant.
These components are designed to handle all functionalities of the proposed e-PRI application and are
the basic building blocks of the entire BPR framework and the proposed “To Be” scenario. The details of
each component are as mentioned in the table below:
Table 7 Service Delivery Components
Sr. No. Component Description
1. Information This Component will handle dissemination of Information only. Lack of information
Provision was found to be a key impediment in availing of services without issues and on
time. The module should have following functionality
Provide information relating to all schemes and services
Update information on regular basis
2. Forms This Component will provide and ensure the availability of Application Forms.
Availability Application Forms must be easily and readily available to any citizen. This
component must align with the Forms Submission component, i.e. the forms must
be available wherever they have to be submitted. The module should have
following functionality
Availability of application forms for all services
Instruction on application filling process and submission of forms at GP
3. Application This Component will handle submission of the application, including the form and
Receipt the relevant documents. As the component exits operation, it would generate a
receipt for the applicant who contains a registration number for status tracking,
date of application, department responsible, summary of supporting docs
submitted etc. The module should have following functionality
Submission of the application, including the form and the relevant documents.
Generate a receipt for the applicant who contains a registration number for
status tracking, date of application, department responsible, summary of
supporting docs submitted etc.
4. Payment This Component will handle all the payments, the module should have following
Receipt functionality
Accept payment for the application submitted
Generate receipt of the payment made for the service
5. Application This Component will allow the district administration to make decisions regarding
Verification the claim or request of the applicant based on submitted documents and / or
databases. The module should have following functionality
Allow the officials involved in service delivery process to verify the

application received online using web interface

Provide provision for checking the details provided in the application form
with existing database
Provide provision for checking the supporting documents attached with
application form
6. Application This Component will ensure that when an application is rejected, an appropriate
Rejection reason is provided to the applicant and that the document be duly signed by the
rejecting authority. The module should have following functionality
Rejection of application using web interface
Generate rejection report depicting reason of rejection
7. Application This Component will handle the signing of the deliverables like certificates, ration
Approval cards etc. The module should have following functionality
Approval of application using web interface
Digital signing of certificates delivered as a part of the application request
8. Application This Component will handle the delivery of the signed and valid deliverable to the
Delivery citizen. The module should have following functionality
Digitally signed deliverables
Generate unique number for the delivered component
Update database for the delivered components
9. Status Tracking This Component will retrieve and update the status of an application. It will
retrieve the information about a file and update it online or on the IVRS tracking
system or in the application where a functionary can view it.
The module should have following functionality
Status update via web
Status update via SMS
Status update via IVRS
• Application Core Technology Layer
The enterprise application layer is proposed to integrate the front end with the service delivery
components through a secured gateway. The gateway will ensure standard based interoperability
between various departmental applications at the back end and connect the gram panchayat office at the
front end. Acting as the nerve centre, the gateways would handle a large number of transactions across
the entire network; provide a common set of specifications and a single point access for departments.
Such an infrastructure would also facilitate inter-departmental working in a coordinated and synchronized
manner. This application layer will grant free access to the citizens for information related services, form
availability, status tracking and authentication of the issued documents as defined under the application.
A central message processing mechanism would also help in tracking all the transactions of the
Government.
Table 8 Technology Layer component
Module Functionality User Group
Content The module should have following functionality User Group that will have
Management (i) storing, controlling, revising, and publishing documents access to this module.
(ii) ability to track and manage multiple versions of a single GP
instance of content PS
(iii) ability to publish the content to a repository to support ZP
access to the content
(iv) support Digital Rights Management for Creator, Editor,
Publisher, Administrator, Viewer
Mail The module should have following functionality User Group that will have

(i) web based interface to enables mail client and access to this module.
operating system to independently access the email from GP
anywhere on the Internet. PS
(ii) Centralized LDAP-based address books that are ZP
easily accessible from web mail and mail clients alike.
SMS The module should have following functionality User Group that will have
(i) Status tracking for application access to this module.
(ii) Approval and rejection alert GP
PS
ZP
IVRS The module should have following functionality User Group that will have
(i) Status tracking for application access to this module.
(ii) Information helpline for services and schemes GP
PS
ZP
Payment The module should have following functionality User Group that will have
Gateway (i) Authorize payment for various services access to this module.
(ii) Payment transaction reporting GP
PS
ZP
MIS
A central MIS application on all aspects of functioning of PRI shall be deployed at GP, PS and ZP levels.
The MIS shall be online with access to various centralized databases of all the transactional systems.
The MIS application shall offer standard periodic reports and also user-custom reports for users to view
to specific information. The MIS shall support query based report generation for end users. A detailed
view on types of MIS Reports to be generated at each level is covered under Monitoring and evaluation
section.
Database
This section details out all the recommended Databases including the core Databases along with their
proposed usage in the e-PRI application
Table 9 Recommended Database
Database Creator Owner User Purpose
Birth & Gram Panchayat Gram Panchayat Community Development To track the
Death Programme Officer; District demographic
database Medical Officer; Planning & profile of the
Stats Dept, etc village
For issuance of
certificate,
For verification
in case
pension
PDS Gram Panchayat District Food and DSWO,CDPO,Patwari, To track the
Database supply Controller Tehsildar, etc. demographic
profile of the
village
For issuance of
certificate,

For verification
purposes
Income, Certificate Clerk Tehsildar Community Development To track the
Caste and Programme Officer; demographic
Domicile Planning & Stats Dept, profile of the
Certificate Line Department etc village
Database For issuance of
certificate and
social wefair
schemes
For verification
Below Gram Panchayat Rural / Urban Community Development To track the
Poverty Local Bodies Programme Officer; demographic
line Planning & Stats Dept, profile of the
Database Line Department etc village
For issuance of
Ration card
and social
wefair
schemes
For verification
Land Gram Panchayat Revenue Community Development To track the
Record Department Programme Officer; demographic
Database Planning & Stats Dept, profile of the
Line Department etc village
For issuance of
certificate
under social
wefair
schemes
For verification
• User Groups
There are five main stakeholders who would use the application briefly defined in below mentioned table:
Table 10 User Group-ePRI

Users Purpose
Citizen The new set up shall facilitate citizens :-
For downloading forms.
For submission of application.
For receiving alert and get status of Application
The e-PRI application will also act as an information source for the
documents required and understanding the prerequisites for applying for
a service.
Receiving certificates.

ram Panchayat In the envisaged scenario we see gram panchayat to leverage the new set up
for:
Planning & Budgeting,
Monitoring,
Accounting,
Other G2G functions.
With the help of e-PRI application the Gram Panchayat shall provide
necessary approvals wherever required.
The Gram Panchayat can also leverage ICT set up at Gram panchayat under
e-PRI to deliver its mandated citizen centric services therefore following
activities could also be done from Gram Panchayat office.
Receiving the application from the citizen.
Submitting applications on behalf of citizen.
Delivery of services.
Monitoring the applicationOn line receipt of certificate and get printout of
digitally signed certificate Delivery of Certificate to the citizen
Panchayat Samiti Panchayat Samiti shall access the e-PRI application to render its PR
Governance functions like
Planning,
Implementation ,
Monitoring and
Accounting.
Apart from this the other activities that could be rendered through e-PRI
application is the G2C functions of Panchayat Samiti. The activities that could
be carried out are:
Receive the application from the citizen through GP.
Process the application by using Digital Signature.
Panchayat Samiti shall access the e-PRI application to approve the
applications wherever required and also to upload and make interventions as
per requirement. The major role and usage of e-PRI application will be in
terms of the approving the various applications & proposals that are directed
to it.
Zila Parishad
Zila Panchayat shall access the e-PRI application for making the necessary
approvals and also other necessary interventions in the application that are
received through the e-PRI application at Gram panchayat or Panchayat
samiti. Also the MIS reports that would be generated as a part of functioning
of the e-PRI application will also be accessed and used by Zila Panchayat for
their information and monitoring purpose.
••• Monitoring of GP and Panchayat samiti work progress.
••• Performing PR governance function
Line Departments
at Zila Parishad In case where a citizen applies for a service in which a particular line
department is the owner of the process and has the authority to approve the
said application, they would access the said application for the same.The
concole provided to the line department in e-PRI application can be accessed
any the required application can be digitally signed. Also the line department
would be required to provide the static content in terms of the prerequisites for
applying for a particular service. Line departments would also be accessing
the e-PRI application for MIS reports that would be generated.
State PR Monitoring the scheme details and progress of GP,PS & ZP
Department Monitoring the accounting details of GP, PS & ZP.
Monitoring the assets details of GP,PS & ZP
Getting details of village profile for different planning purpose.
State Line Monitoring schemes of the department which are implemented by PRIs.
Department
Ministry of Monitoring different schemes.
Panchayati Raj Generating real time data.

7 Requirements for ICT and Connectivity
Objective: This section highlights about the important technical aspects of the e-PRI MMP
application deployment, ICT Infrastructure at each level of PRIs and Network Connectivity
options. The total cost of ICT 69.71cr
• Deployment Architecture (n-Tier Architecture for ePRIs)
The traditional two-tier, client/server model requires clustering and disaster recovery to ensure resiliency.
While the use of fewer nodes simplifies manageability, change management is difficult because it
requires servers to be taken offline for repair, upgrades, and new application deployments. In addition,
the deployment of new applications and enhancements is complex and time consuming in fat-client
environments, resulting in increased risk and reduced availability. Only average resource utilization rates
are possible, and the ability to reactively scale resources to meet peak time and seasonal demand is
virtually impossible.
Considering the inherent shortcomings of the two-tier model, a N-tier architecture is proposed for the
deployment of the e-PRI Application in the Data Center. A tier is a functionally separated hardware and
software component that performs a specific function.
Figure 4Deployment Architecture

As shown in the figure above, the N-tier application architecture is characterized by the functional
decomposition of applications, service components, and their distributed deployment, providing improved
scalability, availability, manageability, and resource utilization.
Because each tier can be managed or scaled independently, flexibility is increased in the e-PRI IT
infrastructure that employs it. Communication between tiers would be accomplished through standard
protocols such as HTTP, RMI, and XML. All functional components, such as persistent storage,
management of clients, and the marshalling of data from many stores, shall be separated. This
componentization is a key, with each component ascribed to a tier, providing an abstraction for
application architecture, manageability, and flexibility. As a result, individual components can scale and
be made highly available with ease and would also ensure maximum benefits: horizontal, vertical, and
diagonal scaling.
Figure 5 n tier Architecture component
The deployment of the n-Tier architecture and its components would require some ICT infrastructure for
ePRIs and is broadly classified as: -
I. Data Centre Infrastructure
a. National Level (NIC Headquarters, New Delhi)
b. State Level (NIC State Data Center, Chandigarh)
II. PR Department’s Infrastructure (State Headquarters)
III. Zila Parishad Office Infrastructure (at each District)
IV. Panchayat Samiti Office Infrastructure (at each Block)
V. Gram Panchayat Infrastructure
VI. Communications Infrastructure/ Network Connectivity

Data Center Infrastructure
Data Centers house critical computing resources in controlled environments and under centralized
management, which enables an organization to operate around the clock or according to the business
requirements. These resources commonly include Web Servers, Applications Servers, File and Print
Servers, Messaging Servers, Applications Software and the Operating Systems that run them; storage
sub systems; and the network infrastructure, security devices, whether IP or Storage Area Networks
(SAN).
The benefits by a Data Center to e-PRI include traditional business-oriented goals such as the support
for business operations around the clock (resiliency), lowering the total cost of ownership (TCO),
operations and maintenance needed to sustain the business functions (TCO), and the rapid deployment
of applications and consolidation of computing resources (flexibility). These goals generate a number of
IT initiatives, including the following: -
Increased Security in the DC
Application, Server and DC Consolidation
Integration of applications
Storage Consolidation
These IT initiatives are a combination of the need to address the short-term problems and establishing a
long-term strategic direction, all of which require an architectural approach to accommodate future
changes. The design criteria are: -
Availability
Scalability
Security
Performance
Manageability
These design criteria are applied to the distinct functional areas of ePRI Data Center infrastructure. The
selection of the existing NIC Data Centres is coupled with the business criticality of the ePRI applications
and would also address the following areas without any financial implication on the overall project.
Power Capacity
Cooling Capacity
Cabling
High-end DC Devices (Network, Security, etc.)
Temperature and Humidity Control
Fire and Smoke Systems
Physical Security: restricted access and surveillance systems
Rack space and Raised floors
24 x 7 accessibility

ICT Infrastructure Requirements - NIC State Data Center, Chandigarh
Mentioned below are the infrastructures details required for the deployment of the ePRI State Level
(dedicated) application at the NIC Data Center, Chandigarh and would be accessible to all the state
users over NIC Network/ Internet.
Web Server (1+1)
− Purpose: A front end web server serving static content, and potentially some cached
dynamic content to all the ePRI Application Users.
− Technology: OEM Supported Open Source Web Server like Apache Server etc… on
Linux Server Platform with Cluster suite.
Application Server (1+1)
− Purpose: A middle dynamic content processing and generation level application server
that would host the ePRI Application.
− Technology: OEM Supported Open Source Application Servers like Tomcat, JBOSS
etc... on Linux Server Platform with Cluster suite.
Database Server (1+1)
− Purpose: A back-end database, comprising both data sets and the database
management system or RDBMS software that will manage and provide access to the
ePRI Application data.
− Technology: OEM Supported Open Source Database Servers like MySQL, Postgres
etc… on Linux Server Platform with Cluster suite.
Caching/ Proxy Server (1+1)
− Purpose: An intermediate server that hosts the cached copy of the frequently
accessible content and delivers it instantly to all the ePRI Users/
Clients without having need to fetch it from the servers.
− Technology: OEM Supported Open Source Caching Servers like squid on Linux
Server Platform with Cluster suite.
CA Server (1+1)
− Purpose: To build the public-key infrastructure (PKI) for the distribution of the public keys
for deploying SSL/ IPSec support in the ePRI application.
− Technology: OEM Supported Open Source Certificate Servers or Entrust Server, Sun
ONE Certificate Server, Microsoft CA Server on the supported server platform with
cluster suite (preferably Linux Server Platform).
Mail Server (1+1)
− Purpose: A collaboration server for providing Web based E-mail services to all the ePRI
users across the state for better and efficient communication.
− Technology: Preferably an existing Mail server can be used for this purpose. However, if
not available, then a dedicated OEM Supported Open Source Mail Server can be
deployed on Linux Server Platform with Cluster Suite. For Example, Zimbra, Sendmail,
Squirrelmail etc.

Storage Area Network – SAN

− Purpose: Data repository/ storage for holding the huge database data.
− Technology: Preferably an existing SAN with a separate volume space of at least 30TB
for ePRI Application, if available, or a dedicated SAN for ePRI Project with at least 60TB
of usable space and scalable upto 100TB. For example, IBM, Sun, Hitachi SAN etc.
Tape Library (TL) for Backup
− Purpose: Taking periodical backups of the ePRI Application and its Data on SAN.
− Technology: Preferably an existing TL would suffice this requirement.
Communications Framework
− Purpose: To provide network connectivity between all the devices mentioned above so
as to enable communications between them.
− Technology: Existing Layer 2/3 Switches, Routers (WAN/ Internet), Leased Line
Modems, LAN/ WAN Connectivity etc. available in the DC.
Security Framework
− Purpose: To protect the application and the data from internal/ external Threats,
Vulnerabilities and Attacks.
− Technology: Access Control Lists (ACLs) on existing Routers (Standard/ Extended/
Dynamic ACLs), existing Firewalls (Packet Filtering/ Proxy/ Stateful/ Hybrid), existing
IDS (Network based/ Host based, Anomaly/ Signature based), existing IPS, Layer 2
Security (Port Security, ARP Inspection, Private VLANs, 802.1Q Tag All), Security
Policies etc…
Note: Separate tiers often (but not necessarily) would run on separate physical servers, and each tier
may itself run on a cluster for better performance and load balancing.
Bill of Material
Table 11 Bill of Material NIC DC (State)
Location Equipments Qty
Web Server Cluster 2
Application Server Cluster 2
NIC State Data Center, Chandigarh
Database Server Cluster 2

Caching/ Proxy Server Cluster 2
CA Server Cluster 2
Storage Area Network-SAN 0/1
(If not present in the DC or if space is not available)
Tape Library (TL) for Backup 0
(Existing Backup Server and the TL will be used)
Communications Framework 0
(Existing Communication Devices will be used)
Security Framework 0
(Existing Security Devices will be used)
Antivirus Server Software Licenses (as applicable) to be installed upon the Server
Computers mentioned above in this table.

ICT Infrastructure Requirements – PR Department, Chandigarh (State Head Quarters)
Mentioned below are the infrastructures details required for the accessibility of the ePRI Central Level
and State Level applications by PR Department Officials/ Users over NIC Network/ Internet.
PC/ Thin Client – 1+2
− Purpose: To be used by PR Department Official (1) and State PMU Team (2) for
accessing both the ePRI Applications (Central and State Level Application), MIS
Reporting, Program Management and other office activities.
− Technology: Intel/ AMD processor based Thin Clients/ Desktop Computers with MS-
Windows 7 Proff. Edition Operating System.
Laser Printer (Duplex + Network) – 1+1
− Purpose: To be used by PR Department Officials (1) and State PMU Team (1) for MIS
Report printing and other project related documents printing.
− Technology: HP/ Cannon Laserjet Printers with Duplex Capability (both side printing)
and Network Support (RJ45/ LAN Connectivity).
Finger Print Scanner – 1
− Purpose: To be used by PR Department Officials for capturing Thumb impressions in the
ePRI application and for authentication purposes.
− Technology: Biometric Device with USB Interface and with required API and Driver
Support on MS-Windows 7 Platform.
Document Scanner – 1+1
− Purpose: To be used by PR Department Officials for scanning documents/ images into
the ePRI application and other office applications (digitization of the old/ existing data).
− Technology: HP/ Cannon 2400x2400 dpi Flatbed Scanner with USB Interface and
associated scanning/ imaging software. Automatic Document Feeder (ADF) can also be
considered, if desirable.
UPS 600VA – 2+1
− Purpose: For providing power backup to the Thin Client/ Desktop Computers.
− Technology: Online UPS with at least 60mins. Battery backup.
Digital Signature – 5
− Purpose: For authentication purpose i.e. validating the authentic users and to verify the
transaction validity.
− Technology: Token based Digital Signature (as provided by NIC).
Network Cabling (UTP CAT6) – 10 Users
− Purpose: For establishing the Local Area Network (LAN) so as to provide necessary
communications backbone/ links between all the communication devices like Thin
Clients/ Desktop Computers, Network Printers etc.
− Technology: UTP CAT6 cable with Jack Panel, Information Outlets (I/Os) and 7 Feet
Patch Chords.

Bill of Material
Table 12 Bill of Material State PR Department
Thin Client/ PC/ Desktop Computer 3

Laser Printer (Duplex + Network) 2
PR Department
Finger Print Scanner 1

Document Scanner 2
UPS 600VA 3
Digital Signature 5
Network Cabling (UTP CAT6) – 10 Users Pack 1
ICT Infrastructure Requirements – Zila Parishad (ZP) Office (at each District)
and State Level applications by PR Department Officials/ Users at Zila Parishad Office (at each District)
over NIC Network/ Internet.
PC/ Thin Client – 2+1
− Purpose: To be used by ZP Officials (2) and District PMU Team (1) for accessing both
the ePRI Applications (Central and State Level Application), MIS Reporting, Program
Management and other office activities.
Laser Printer (Duplex + Network) – 1
− Purpose: To be used by ZP Officials and District PMU Team for MIS Report printing and
other project related documents printing.
− Technology: HP/ Cannon Laserjet Printers with Duplex Capability (both side printing)
and Network Support (RJ45/ LAN Connectivity).
− Purpose: To be used by ZP Officials for capturing Thumb impressions in the ePRI
application and for authentication purposes.
Document Scanner – 1
− Purpose: To be used by ZP Officials for scanning documents/ images into the ePRI
application and other office applications (digitization of the old/ existing data).
UPS 600VA – 2+1

communications backbone/ links between all the communications devices like Thin
Patch Chords.
Bill of Material
Table 13 Bill of Material at ZP

Zila Parishad Office
(at each District)
Laser Printer (Duplex + Network) 1

Document Scanner 1
UPS 600VA 3
Digital Signature 5
ICT Infrastructure Requirements – Panchayat Samiti Office (BP at each Block)
and State Level applications by PR Department Officials/ Users at Panchayat Samiti (PS) Office (at each
District) over NIC Network/ Internet.
PC/ Thin Client – 2
− Purpose: To be used by PS Officials (2) for accessing both the ePRI Applications
(Central and State Level Application), MIS Reporting, and other office activities.
Laser Printer (Standard) – 1
− Purpose: To be used by PS Officials for MIS Report printing and other project related
documents printing.
− Technology: HP/ Cannon Laserjet Printers.

− Purpose: To be used by PS Officials for capturing Thumb impressions in the ePRI

− Purpose: To be used by PS Officials for scanning documents/ images into the ePRI
UPS 600VA – 2

communications backbone/ links between all the communication devices like Thin
Patch Chords.

Bill of Material
Table 14 Bill of Material PS

Panchayat Samiti
(at each Block)

Laser Printer (Standard) 1
Office
Document Scanner 1
UPS 600VA 2
Digital Signature 2
ICT Infrastructure Requirements – Gram Panchayat (GP) Office

and State Level applications by PR Department Officials/ Users at Gram Panchayat (GP) Office over
NIC Network/ Internet.
PC/ Thin Client – 1
− Purpose: To be used by GP Officials for accessing both the ePRI Applications (Central
and State Level Application), MIS Reporting, and other office activities.
Laser Printer (Standard) – 1
− Purpose: To be used by GP Officials for MIS Report printing and other project related
documents printing.
− Technology: HP/ Cannon Laserjet Printers.
− Purpose: To be used by GP Officials for capturing Thumb impressions in the ePRI
− Purpose: To be used by GP Officials for scanning documents/ images into the ePRI
UPS 600VA – 1

communications backbone/ links between all the communications devices like Thin
Patch Chords.
Bill of Material
Table 15 Bill of Material GP

Gram Panchayat Office
Laser Printer (Standard) 1

Document Scanner 1
UPS 600VA 1
Digital Signature 1
Communications Infrastructure/ Network Connectivity

Convergence of technologies has made it technically possible to deliver voice, data and video services
through communications infrastructure. In order to provide convergence of Voice, High Speed Internet,
Video Conference and Video-on-demand, it is essential to have last mile connectivity using Leased Line,
Broadband, Wireless Networks etc.
BSNL has over 72% of the available OFC route kilometer network. Private service providers such as
Reliance, Bharti, Tata have laid down their own networks. Reliance (60000 Kilometers of Fibre Optic
backbone), Bharti (25000 Kilometers of OFC capacity) and Tata Teleservices (around 2200 Kms of OFC
network) account for over 18% of available coverage. Alternate Telecom Network (ATN) providers such
as Railways, Power Grid and Gailtel operate over 72000 Kms of Optic Fibre Cables representing over
10% of the prevalent OFC coverage.
As indicated herein, BSNL has fibre connectivity to most towns and fibre has almost infinite bandwidth
carrying capability. Nearly 85% of villages are within 15-20 km radius of these panchayat samities /
towns (in India, typically 300 villages in 30 Km radius). What this implies is that BSNL already has the
highest Points of Access available today. With the availability of Digital exchanges in the rural areas,
BSNL could be an optimum source for the last mile connectivity until the SWAN is rolled out.
The possible recommended connectivity options for PRIs are mentioned below: -

1. 2Mbps Point to Point Leased Line Connectivity from PR Department Headquarter to NIC State
DC.
2. 2Mbps Point to Point Leased Line Connectivity from each Zila Parishad (ZP) Office to State NIC
DC.
3. 2Mbps Point to Point Leased Line Connectivity from each Panchayat Samiti (PS) Office to the
respective Zila Parishad (ZP) Office.
4. 256Kbps to 2Mbps BSNL Broadband Connection - Business 1200 Plan, 8GB to each Gram
Panchayat (GP) Office under the coverage of Urban Exchange and Rural Broadband Plan (Rural
USOF 150, 1GB) to each Gram Panchayat (GP) Office under the coverage of Rural Exchange.
Network Connectivity for ePRIs Post-SWAN

As a part of the overall initiatives of e-Governance, State Government’s proposes to setup a State Wide
Area Network (SWAN) to establish the communication infrastructure with an aim to improve the
administrative efficiency and effectiveness, thereby improving the quality of service to common man.
Through implementing SWAN, the State Government can achieve the following:
a. To provide reliable vertical and horizontal communication corridor within the state administration
to make Government more productive and compatible for electronic transactions.
b. To achieve e-Governance commitment and bring governance closer to public.
c. To provide efficient service delivery system.
d. To strengthen Disaster Management Capacity.
Few of the important points may be considered while connecting PRIs over SWAN:
a. SWAN POPs, currently proposed on District/ Tehsil/ Taluka level locations may be setup at Zila
Parishad/ Block Panchayats/ Panchayat Samitis
b. As the District Collectorates and Tehsil offices are the main active IT hubs for all present and
future e-Governance initiatives, it is necessary to link these locations with the SWAN POPs over
a dedicated wired link. Therefore, it is proposed to lay a dedicated OFC between (i) Zila
Parishad and District Collectorate and (ii) Panchayat Samiti (BP) and Tehsil Office wherever
these locations are not co-located.
Considering all above, it is very clear that all the Zila Parishad Offices and Panchayat Samiti Officers are
identified as SWAN DHQ and BHQ PoPs. Hence, later, the SWAN can also be effectively utilized by the
PR Department (along with other state level line departments) as their state wide backbone network.

8 Capacity Building
Objective:-The objective of this section is to define strategies for bridging the skill gap that exist
in the current PRI structure. The cost for bridging this gap is INR 91.80 cr.
Capacity Building aims at addressing the capacity gaps by leveraging the potential of existing resources
in the District through value based training in specific areas in the realm of e-Governance and also by
encouraging private participation in specific areas especially technology. Besides Technology,
professionals in the field of Project Management, Program Management, Financial Management and
Change Management can complement as well as augment the existing strength and potential of the
internal government resources.
Capacity Building effectively addresses the following through preparation of a comprehensive,

coordinated plan for:
• Setting up appropriate institutionalized framework for Project implementation

• Identification of people and skill set for augmenting existing capacities
• Identification of Sources for implementing Plan/Mechanism for acquiring people
• Training Needs Assessment for Specific Domain areas including IT.
At the outset, the State of Haryana proposes to undertake intensive re-engineering and administrative
reforms, redefining its role, and recasting the structure and functioning of its administrative departments
to facilitate implementation of the e-District project. This exercise shall be carried out by removal of
redundancies, resource optimization and rationalization of rules and procedures to bring about
transparency in working and enhancing efficiency and productivity.
The Haryana Administration has made IT application in transaction automation and creation of
information databanks mandatory for all Departments, Boards and Corporations to achieve
accountability and efficiency. As a part of administrative reengineering, the “e-District” Pilot Project is
being positioned to integrate projects across various Departments to provide a single point of contact to
citizens for electronic delivery of services. Each Department, Board and Corporation has earmarked 5%
of its budget for IT applications and for complete transition to e-Governance, under the supervision of
Hartron and NIC. An IT initiative fund for e-Governance has been established with contributions from
profit making state PSUs, co-operative institutions and other public sector organizations. The initiative
fund is being utilized for developing replicable and reusable models of e-Governance, IT innovations in
administration re-engineering; IT supported resource optimization, decision support systems, MIS,
intranets and other applicable enabling technologies.
The Government of Haryana has put into place an IT Literacy Plan (ITLP) for its employees to achieve
100% IT literacy within the Government. IT literacy will have a minimum level of defined proficiency

which will include word processing, e-mail, data entry and access etc. Suitable incentives/disincentives
shall be designed to achieve desired level of proficiency.
Apart from this, each Department is in the process of creating an IT Cell to be headed by Chief
Information Technology Officer (CITO) who shall co-ordinate and supervise mplementation of e-
Governance. The CITO will be a qualified computer professional. Wherever suitable officer is available
within the department, his level of skills will be enhanced through requisite training. The Departments
shall undertake review of existng manpower and replace adequate number of posts with IT personnel
without any additions to overall establishment budget. Senior and Middle level functionaries in the
departments shall be trained in relevant IT applications and management techniques apart from
achieving minimum defined proficiency level.
This section of the report is dedicated for capacity building and change management. Under capacity
building focus would be primarily on manpower, skill requirement & Organization Structure. Capacity
building by and large provides direction & consistency to the program. The trained resource would then
perform as a staff that would operate in the new scenario without any support.
Apart from capacity building to develop a planned approach to change in an organization a change
management program is suggested. The objective of change management is to maximize the collective
benefits for all people involved in the change & minimize the risk of failure of implementing the change.
Capacity Building and Training Strategy
Capacity building programs come in huge variety of forms and it will be up to the state Panchayati Raj
Department to choose the most effective forms of delivery. Priority must be given to those capacity
building programs that are aimed at improving and empowering PRIs. In the present scenario where the
PRIs are in their early growth stage it is recommended that prime focus area should be training
supported by substantial manpower strength.
Manpower
As discussed in the introductory paragraph about providing one IT manpower on a contractual basis at
ZP, BP & GP. The total number of ZP, BP & GP are 33,249 & 9168 respectively, therefore a total of
9450 contractual IT manpower has been suggested for state of Haryana .
Training Strategy
The total strength is very huge therefore it may not be possible to train each PRI members, therefore it is
suggested that . It is recommended that 2 elected members from each ZP and 1 each from PS and GP
could be imparted training and they in turn can share the same with other elected members of respective
PRI. Whereas for officials it is suggested that 6 from ZP, 3 from PS and 1 from GP can be trained.
Further it would be their responsibility to train the other officials. The number of training days across 3
years is 6 for elected members and 12 for Government officials.
Table 16 Training
PRI No of PRI Elected Total elected Official/PRI Total Officials
member/PRI member
ZP 21 2 42 6 126
PS 119 1 119 3 357
GP 6155 1 119 1 6155
Total 280 6638

As the number of manpower to be trained is massive therefore the training strategy has to be
meticulously decided. Here we envisage SIRD/IGPRS would be the nodal agency providing training to
PRIs. Presently the focus of SIRD is on PR Governance and Scheme based training, however we
suggest to club other IT trainings like basic IT training, advanced IT training, or refresher IT training to be
a part of SIRD training program. This will give a systematic and focused approach. It is recommended
that SIRD should leverage the services of:
o SIRD own Staff.
o Retired Panchayati Raj officers.
o IT staffs of Zilla Parishad
o NGOs
o Other agency
As depicted above the number of manpower to be trained is huge therefore cascading model (ToT) of
training shall be more effective. We also suggest hybrid model where both Government and private
institutions shall provide training to PRIs.
Training Needs
The training needs have already been discussed in BPR report.(Ref section 6.3.1 BPR ). Though the
demand of the project is analysing skill gap from IT perspective, but in order to ensure strengthening of
PRIs, skill gap with respect to PR Governance and other areas were also studied. The training need at
all the three tiers of PRIs have been discussed in detail in this section, however as per the scope of the
project, budgeting would be done only for IT training needs.
Given below is detailed over all training requirement at three tiers of PRI. The training to higher
level officials like CEO ZP & BDO basically focuses on Project management & People management. As
far as IT need is concerned we suggest only an awareness training on ICT to them
Table 17 Training Requirement
Upper Level Position Skills Required
Zila Parishad CEO, ACEO Zila Parishad 1.People Management Skills
2. Project Management Skills.
3. Broad Planning Skills.
4. Knowledge on Legal Boundaries.
5. Conflict Resolution Skills.
6. Resource Management.
Panchayat Block Development Officer 1. Awareness on ICT.
Samiti 2. Managerial Skills.
3. Leadership Skills
4. Knowledge on Legal Boundaries.
5. Project Management Skills
Middle Level Position Skills Required
Zila Parishad All Project Officers & 1. IT skills (Operational).
Incharge of Various 2. Administrative Skills.
Schemes and Assistant 3. Human Resource Management Skills.
Engineer 4. Interpersonal skills.
Panchayat Block Panchayat Officers, 1. IT skills (Operational).
Samiti Junior Engineer 2. Financial Management.
3. Administrative Skills.
4. Human Resource Management Skills.
5. Interpersonal Relationship skills.
6. Inter departmental administrative skills

Ministerial Staff Position Skills Required

Zila Parishad All Head clerks, clerks & 1. ICT Skills to work independently over computers.
Stenos. 2. Knowledge on Laws, rules, processes, etc.
3. Job Description.
Panchayat Junior Engineer, All 1. Technical Knowledge based on Job Description.
Samiti Panchayat Extension 2.Operational IT skill
officers 3. Job Description.
Gram Gram Sevak 1. Local Area Citizen Management.
panchayat 2. Thorough ICT skills to handle all operational IT skills
independently
3. Job Description.
4. Communication Skills.
5. Proposal Writing Skills.
6. Document Management Skills.
7. Data Gathering Skills
Training delivery mechanism is one of the vital elements for the success of any project. For most of the
cases class room training is suggested, however a time to time revision of these training could be done
as post training support in form of presentations or written material posted in website.
Table 18 Training Delivery
Training Target Audience Aim Delivery mode Type of
training
People CEO, ACEO This will help in effective Instructor based Class room
Management resource allocation, training module is
Skills motivating staffs & thus well suited for this
helps in smooth internal genre of audience.
functions of PRI’s
Project CEO ZP, ACEO The aim of Project Executive training Class room
Management ZP,BDO Management is smooth from Management
Skills execution of Projects. institutes
Broad Planning CEO ZP, ACEO ZP This aim of this module is Executive training Class room
Skills to give a focused from Management
approach to planning institutes
Knowledge on CEO ZP, ACEO,ZP The aim of this module is For this kind of Class room
Legal ,BDO to help higher level training, distant
Boundaries authority to take decision learning is apt.
which should not get fixed
in legal loopholes.
Conflict CEO ZP, Project This would help easy For conflict Class room/
Resolution Director ZP resolution of issues resolution skills, Audio
Skills. between different teams. lectures on Visual
Easy resolution would negotiation will help
help smooth functioning of this genre of
the internal function. audience.
Resource CEO ZP, Project The aim of this module is Guest lectures Class Room
Management Director ZP absolute utilization of from Management Training
resources. institutes
Managerial Skills BDO, This module aims at professors or from Class Room
inculcating skills in officers domain expert who Training
for smooth functioning of are working in the
internal functions(The field of rural
components of managerial development
skills has been taken care
of separately)
Leadership Skills BDO The aim of this module is Class Room
to motivate group of Training
people toward a common
goal so that there doesn’t
arise any conflict.

Administrative All officers In The aim of this skill is to Class Room

Skills charge of Various nurture the targeted Training
Schemes and stakeholders with
Assistant Engineer, administrative skills for
District Panchayat better implementation of
officer & Panchayat the projects & schemes &
Development also smooth functioning of
Officers internal functions.
Human Resource All officers In The aim of this module is Audio Visual Audio Visual
Management charge of Various to create skills to better training. training.
Skills Schemes and administer the people so
Assistant Engineer, that their efficiency could
District Panchayat be enhanced.
officer & Panchayat
Development
Officers
Interpersonal All officers In To create conducive Audio visual Audio Visual

Behavioural charge of Various working environment, it is training training.
skills Schemes and vital to have good
Assistant Engineer, interpersonal behaviour
District Panchayat between staffs.
officer & Panchayat
Development
Officers
Financial BDO, Block The main aim of this Guest lectures from Class Room
Management Panchayat Officers, module would be to train management Training
& Assistant the Chief Accounts institute professors
Engineer, GP Officer, Accounts Officer or from domain
Secretaries. on the accounting expert who are
practices and principles. working in the field
This module would also of rural
make BDO and GP development (for
secretaries more ex. UNDP or World
knowledgeable on the Bank etc.)
reporting structures to be
followed for their regular
and monthly reporting.
Inter CEO ZP, BDO, PRI’s need to work in co- Guest Lectures Class Room
departmental Block Panchayat ordination with various line from retired Training
administrative Officers, & departments therefore for government
skills Assistant Engineer smooth functioning officials will help
interdepartmental this audience in
administrative skill is vital. achieving these
Proposal writing Junior Engineer, All Proposal is a vital part of Class room training Class room
skills Panchayat any plan. The proposal and then training
Extension officers, should be objective and afterwards
Gram Panchayat acceptable therefore to providing them with
executive officer develop a viable proposal study material
required skills needed to
be acquired.
Local Area Gram Panchayat Citizens are the most vital Class room training Class room
Citizen executive officer element of any rural is well suited for Training
Management initiative, therefore to for this genre of
smooth functioning of any audience.
schemes local citizens
should be managed
efficiently.
Communication Gram Panchayat Communicating the Audio Visual based Audio Visual
Skills executive officer initiatives of government training program is based
to citizens with a right well suited for this

approach is very vital for kind of set of skills.

the success of the
initiative. This module
would aim at achieving the
same
Document Gram Panchayat Proper document Audio Visual based Audio Visual
Management executive officer management would help training program is Based
Skills. in easy information well suited for this
retrieval & preservation of kind of set of skills.
data.
Data Gathering & Gram Panchayat Data gathered should not Audio Visual based Audio Visual
Analysis Skills executive officer only be used for training program is Based
immediate purpose but well suited for this
same kind of set of skills.
Knowledge on All Head clerks, Having knowledge on Lectures from local Class room
Laws, rules, clerks & Stenos Laws, Rules, Processes & lawyers or an based
processes, etc. etc will give an upper hold initiative taken by a
and efficiency in the NGO
delivery of services within
the ambit of law.
Job Description. All staffs With a description of the Computer based Computer
job profile, the respective training program is based training
employees can carry out suited best for job
their assigned jobs without description for the
any chaos and more PRI employees
effectively and
systematically with a
focussed approach.
Technical Junior Engineer, All Technical knowledge to Distant learning Computer
Knowledge, Panchayat the Jr. Eng. or to other program is well based training
based on Job Extension officers Panchayat officials will suited for this set of
Description. help in carrying out skill.
technical assignments
independently.
Table 19 Training Delivery Mode

Training Target Audience Aim Delivery Type of training
mode
Awareness on CEO ZP, Block This module would help Instructor led Class room
ICT Development the BDO to keep himself based
Officer, abreast with new ICT
initiatives for panchayats.
IT skills All officers In This module would help Instructor led Class room base
(Operational). charge of Various officers to work training
Schemes and independently over
Assistant computers.
Engineer, Block
Panchayat
Officers, &
Assistant
Engineer, Junior
Engineer & All
Extension officers
ICT Skills to All Head clerks, This module would help Instructor led Class room
work clerks, stenos & the clerks & stenos to based training
independently accounts persons work efficiently over
over computers.
computers
IT enabled All officers at This would help officers CBT Audio Visual
Documents ZP,BP & GP to maintain & preserve
management documents systematically

skills
Advance IT To all program IT officials of the Zilla Instructor led Class room
Skills managers & Parishad will be sufficiently based training
programmers of equipped to handle all IT
ZP & BP related issues
independently.
Ability to To all accounts This module would help Instructor
maintain persons of ZP,BP accounts persons at all led/Audio
accounts & GP levels to work efficiently Visual
using with IT based accounting
accounting system.
software
Table 20 Training Delivery for elected members

Training Target Audience Aim Delivery mode Type of training
PR Governance Elected Members Aim of this module is to Instructor Led Class room
sensitize all elected members
about their roles and
responsibilities and
expectations of citizens from
them.
Basic IT Elected Members To prepare elected members Instructor Led Class room
training(Internet to leverage IT for efficiently
,email, MIS rendering their responsibility.
extraction etc
Conclusion :
The above plans and suggestions are based on our observation during our field study. The suggestions
have been made for enhancing governance & IT skills.
To address the need of technical persons at ZP,PS & GP, one technical person at Gram Panchayat,
Panchayat Samiti & Zilla Parishad on a contractual basis is suggested. The manpower at GP & PS level
can be of the status of a data entry operator, however the manpower placed at ZP level should be skilled
enough to manage the IT setup at three tiers of panchayati Raj system.

9 Change Management Plan
A great solution supported by an effective program management cannot guarantee success of any
project. The missing element in the above sentence is change management. Managing the human side
of change is key to meeting objectives. Change management is generally carried out in three phases;
the same is depicted as below.
Figure 6 Change Management
Change Management Factors

Before detailing the step by step approach that needs to be followed for implementation of BPR
recommendations, it is essential to identify the factors that drive for successful change. In order to make
panchayat services more efficient, reliable, transparent and integrated , the consolidated
recommendations brings about following factors which drive for successful change and are essential for
successful implementation of the re-engineered processes:
Factor-1 Infrastructure
Factor-2 Human Resources
Factor-3 Software Systems
Factor-1 Infrastructure
Availability of suitable infrastructure is important factor for successful change management. Following are
the sub factors relating to infrastructure that needs to be considered while planning for effecting changes.
Provision for adequate number of computers.
Provision for proper connectivity.
Proper storage space to be provided.
Adequate civil Infrastructure should be in place
.Factor-2 Human Resources

Change is successful only when the people involved approve of the change, understand the need for the
change and believe that the change is good for the organization and themselves. While implementation of
BPR recommendations, successful strategy for change in Human Resources factor will be a key driver.
Effective communication of the change and identifying the skills of the employees that needs to be

upgraded to enable them to adapt the changes will pose a key challenge for successful implementation.
Communication of proposed changes needs to be made to all the employees. The communication shall
exhibit the commitment of MOPR towards the changes and shall also clearly detail out the change
management strategy adopted in this regard.
In order to pull maximum advantage of the advanced and post computerized scenario, a customized
training strategy to be designed describing a multidimensional approach encompassing the technical as
well as non technical aspects of training as well as the channels through which it has to be imparted.
Training needs have already been discussed in capacity building section.
Factor-3 Software Systems

Software solutions are also recommended in the BPR report. Successful implementation of those
systems will also be major factor for successful change management. As a part of change management
required modification to common core applications to cater to state’s need should be analyzed and
documented. Enhancement and/or bug-fix requirements should be developed, documented, and
coordinated with all parties.
Mapping the entire critical stakeholder community
As a part of change management exercise the impact and influence of various stake holders have been
analyzed. The analysis says that Zilla Parishad and Gram Panchayat are the most influential entity
whereas MoPR who is steering the program at the national level has least influence.
Table 21 Mapping Stakeholders

Stakeholder Impact Influence Involvement Communication Owner
Rating Rating Rating Channel
MoPR Low Low Low Letters & e-mails State PR
Department
State PR Medium High Medium GO, MoPR Websites CEO Zila Parishad
Department
Line Low Low Medium Circulars CEO ZP/Secretary
Departments Panchayati Raj
Zilla Parishad High High High Circulars ,e-mail, Advt.
in Govt. Journals, State
PR website
Panchayat Low Low Low Circulars, Advt. in Govt. Zilla Panchayat
Samiti Journals
Gram High High High Circulars, Advt. in Govt Panchayat Samiti
Panchayat Journals, & ZP
Citizen High Medium Medium In Gram Sabha Sarpanch
Awareness and communication Plan
The various channels for awareness and communication that have been suggested is based on the
target audience and its proximity to responsibility centre. It is also dependent on the number and the type
of target audience. An overview of awareness and communication plan is as given below. Detail
communication plan for each audience is described in subsequent table.
Table 22 Communication Plan

Audi Mode of Location/ Venue Launch Respon After 3 After 6 After 1
ence Delivery communication sibility months months year
PR Worksho In Secretariat or any Start of the Secreta Status Achievem Status

depa p other venue as per implementation ry PR update, ent till update/

rtme the convenience of phase of the target date date, feedba
nt state PR department project of next feedback ck
and line department milestone on sessio
Achievem n
ent
Line Worksho In Secretariat or any Information on the Secreta
Depa p other venue as per launch of the ry PR
rtme the convenience of project and for
nt state PR department seeking support for
and line department a better
mechanism.
ZP Websites NA Information on the CEO- Seeking Report on
, launch of the ZP the data entry
Circulars, project and performan status and
Meetings soliciting optimum ce report
usage of the new on the new
system. project
and how it
is being
carried off.
BP Circulars, NA Information on the CEO-
launch of the ZP
project and
soliciting optimum
usage of the new
system.
GP Circulars NA Role and BDO
responsibilities of
GP in the service
delivery.
Citiz Gram GP office. Availability of GP
en sabha , services through secreta
Big Gram Panchayat ry
bang,
NGOs
Citizen
Gram Sabha is the closest and the most effective communication medium as far as citizens are
concerned, also other means like communication through ward members and notice boards can also be
leveraged for communication to citizens.
Table 23 Communication Plan-Citizen
Vehicle of Key Purpose of Sensitivities Mitigation Strategy
Communication/ Message Message
Medium of
communication
Gram Sabha Launch of the project Make them Political party Identify them before
aware / inform representatives hand and take them
not happy with into confidence before
the present govt such mass
in the state communication
Announcement Commencement of Creating Non availability of Announcement time
through drum Citizen Centric awareness citizens at the should be selected by
beatings Services through e- time of keeping the
PRI project. announcement. availability of citizens
Clarity of the in mind. People with
announcement. clear speech and a
good diction should
be selected for the

same.
Communication For communication of Helping the Resistance and Through proper
through Ward roles and citizens in absence of the sensitization program.
members responsibilities of the availing the Ward Member.
responsible authority services
in respect to e-PRI. through the
respective
authorities.
Notice Board For communicating Creating Illiteracy of the e-PRI operator at GP
services & the rate Awareness citizens office can help the
chart. citizen in providing
the same.
PRIs
Table 24 Communication Plan PRIs
Vehicle of Key Message Purpose of Sensitivities Mitigation
Communication/ Message Strategy
Medium of
communication
Letters. Launch of the The purpose of the Letters not IT should be
project, project is to increase reaching on used for
progress the awareness time or not dispatching the
reports of the regarding the project reaching the same.
project, roles and to take concerned
and appropriate actions department or
responsibilities with in their the official at all
of the officials in jurisdiction for a
the To-be better mechanism of
scenario. the same
Emails Launch of the The purpose of the Low connectivity Providing
project, project is to increase and the user adequate
progress the awareness should have bandwidth and
reports of the regarding the project sound requisite IT
project, roles and to take knowledge of training to the
and appropriate actions the computer officials.
responsibilities with in their application.
of the officials in jurisdiction for a
the To-be better mechanism of
scenario. the same
Notice/Circulars Change in job Influence and to get Letters not Circulars and
responsibility of action reaching on notices should
officials and time or not upload on the
change in reaching the website/portal.
modus operandi concerned
of service department or
provision. the official at all
Meetings/Workshop Scope, To get feedback and Lack of Agenda for the
Progress and to enlighten the enthusiasm in meeting should
expectations officials regarding the officials be decided a
of the e-PRI project. week prior to
project the meeting.
Officials should
be provided
with feedback
questionnaire.

Government Departments/ Offices

Table 25 Communication Plan Govt offices
Medium of
communication
Notices/ Change in job Communicating new Resistance from Increasing
Circulars responsibility of roles to the the stakeholders awareness.
officials and stakeholders.
change in modus
operandi of
service provision.
Other Stakeholders
Medium of
communication
Newspapers Launch of e-PRI Creating Resistance from By constructive
awareness opposition party discussion in
amongst assembly
citizens

10 Implementation Strategy
This section elaborates on the implementation strategy to be adopted for the Rollout of ePRI MMP in
Haryana. It covers the important aspects like key considerations for implementation, project
management structure, implementation plan with timelines and mechanism for continuous monitoring
and evaluation of the project for a period of 3 years.
Key Considerations for Implementation

Unlike most e-Governance projects, e-PRI shall be implemented in a big bang model. As projects of
similar nature has already been successfully implemented across the county. The experiences of these
projects have contributed to decide on the same. Therefore a pilot implementation prior to complete roll
may not be required.
As the project shall be implemented in big bang therefore due care has to be taken on certain aspects
like:
• Required connectivity
• Required infrastructure for PMU
• Civil infrastructure for setting up of e-PRI set up.
• Data entry application should be made available at the inception of the project.
• Local area resistance.
• Resistance from employees.
• Sensitization of citizens
• Sensitization of PRIs
• Proactive leader
Project Phasing (Time Schedule)
Haryana has 21 zilla parishad, 119 panchayat samiti and 6155 gram panchayat. With this wide spread
geographic location, it would not be possible for a single vendor to do justice to the project, therefore we
suggest a multiple vendor approach for implementation of the project. As the level of smoothness and
ease of implementation may vary from place to place, therefore the terms and conditions should be
planned accordingly, so that it’s a win-win situation for all vendors. The project shall be implemented in
a big bang model. A systematic implementation right from the conceptualization stage up to the roll out
of the project across the State needs to be followed. We estimate nearly 5 months for implementation of
the project @ of 50 implementations per day . The entire project has been divided into three years. The
details of the implementation plan are as given below.
Over all Timelines of project.

The MoPR has envisaged a coordinated effort between Centre and States for nation-wide
computerization of Panchayats. This approach advocates laying down the common guidelines and
project artefacts (e.g. RFP), along with a robust monitoring and implementation structure at the Center
and anchoring the project implementation at the State. The project will be executed in a Service
Procurement Model (SPM), where a Service Agency (ies) (SA) will be selected through a competitive
bidding process by the State Government. The State Government may decide to engage multiple SA,
region-wise or district-wise depending on local suitability. The phases and activities planned are as
under:

1 Preparatory Phase – Approximate duration: 3 months1
In this phase, MoPR will sensitize the project stakeholders at the Centre and create a Central Project
Management Committee (CPMC), which will provide guidance for smooth implementation of the project.
The State Government will also be directed to constitute a State Project Management Committee
(SPMC) to oversee the State level implementation. MoPR proposes to organize workshops at State level
to sensitize the State vis-à-vis preparedness for such large scale project implementation. Subsequently,
the State Government will be expected to carry out such workshops for all districts.
2 RFP Phase – Approximate Duration: 6 months1
MoPR plans to prepare a model RFP for the States, which can be customized by the States to suit the
local requirements. It is considered prudent to prepare a model RFP as majority of the requirements will
be similar in a SPM. All the critical elements e.g. Service Level Agreements, which are pivotal to a SPM
will be clearly defined in this model RFP to ensure higher operational efficiency. Also, if required, MoPR
will consider empanelling some Service Agencies centrally to benefit from the economies of scale and
also reduce the time required for engaging vendors at the state level.
While customizing the RFP at the State level, it would be prudent to capture the specific requirements
vis-à-vis the number of computers and associated infrastructure required across each level. This will be
included as an indicative Bill of Material in the RFP. The State Government would have to prioritize the
services to be rolled out and initiate the issuance of necessary GOs.
The State, with adequate support from the CPMC, will complete the Bid-Process including the following
activities:
• RFP issuance, pre-bid meeting, clarifications, corrigendum etc

• Technical and Commercial evaluation of proposals
• Selection of SA
• Finalization of contract
Once the contract with the SA is finalized a detailed implementation plan will be prepared by the SA in
consultation with the SPMC. The roll-out, in any State, is expected to take 5 – 6 months time during
which the SA will commission computers at all GPs / PS’ in the State and also provide trained manpower
for providing services to the GPs / PS’. Once the services start at any GP / PS the SA will be provided a
monthly payout for a period of 3 years.
The step by step approach for implementation is depicted in the gantt chat below.
1
Both the phases will be executed in parallel; therefore the total duration would be 6 months.

Table 26 Implementation Plan
10
11
12
13
14 to 48
1
Sn
Tasks
o
A Preparatory Phase
State-level visioning workshops in state (also involving CEO ZPs)
Selection from empanelled agencies for formation of SPMU
Formation of SPMU to assist the SPMC
Directing the Districts to form DPMC (headed by CEO, ZP) comprising of SLD
and NIC representatives
District-level visioning workshops in districts
B RFP Phase
State-wise prioritization of services to be rolled out and issue of necessary GOs
Data gathering by SPMUs for finalization of BOM based on inputs by
DP/BP/GP
Customization of Model RFP at state and approval by SPMC
Release of RFP, Pre-bid, corrigendum & proposal submission by Service
Agency
Techno-commercial evaluation, selection of service agency, negotiations &
contract signing
District-level kick-off meetings in 579 districts with vendor
Finalization of implementation plan with vendor
C Deployment phase
ICT Hardware
Site survey for the user level hardware and Network installation
Preliminary inspection of hardware and network components
Network and hardware Installation and commissioning at data centre
Network & hardware Installation & commissioning at PRD
Network & hardware Installation & commissioning at ZP
Network & hardware Installation & commissioning at BP
Network & hardware Installation & commissioning at GP
Acceptance tests for the network and hardware by Panchayat Secretary,
EO-BP, CEO-ZP
Onsite inspection
Data Entry
Mapping of Data, data entry and validation
ePRI application development
Preparation of SRS, Design documents and test plans
Software development / customization / integration
Installation and Configuration of software
User Acceptance Testing for state-specific applications
Manpower and Training
Deployment of manpower at locations
Preparation of state-specific training plan and approval
Imparting training as per training plan
Training Completion report, feedback and sign offs
D Operations and Maintenance
E Ongoing project management
Sustenance Effort
Project Evaluation

e-PRI Study Project (Phase IV) Detailed Project Report - Haryana
Monitoring and Evaluation

The Monitoring and evaluation mechanism is indispensable for successful implementation of such a large scale
project. A standard approach is required to minimize the risk and deviation of the project from timeline and
scope. Three tier structures have been proposed for monitoring the project as explained under above section.
The various reports along with frequency and content is shown below.
Table 27 Details of Review Meetings

SR. DETAILS MONITORING ASPECTS PARTICIPANTS
1 Monthly Progress • Deviation from Project Plan SPMC, SPMU and
Review Meeting • Key issues in implementation of Project plan respective DPMC
• District specific challenges representatives
• Strategic decision required by SMPC
2 Quarterly • Strategic decision from SPMC SPMC and SPMU
Progress Review • Review of Monthly progress meeting of
Meeting SPMU
• Financial and physical progress of the
project
• Support and guidance required from CPMU
3 Half Yearly • Key challenges for implementation of the SPMC and SPMU
Progress Review project
Meeting • Revision of project plan if required
• Changes in SPMU structure/ staff
SPMC and SPMU should also conduct the field visit to assess the project progress and gaps in implementation.
State level filed monitoring components are shown below.
Table 28 State Level Monitoring Component

SR. DETAILS COVERAGE ASPECTS TO BE ACTIVITIES
COVERED
A State Committee
Surprise A PRI • Resources provided to • Compliance report from ePRI

Inspections PRIs portal
• Functioning of PRIs • Grievance from ePRI portal
• PRI elected member • PRI home page at PRI portal
satisfaction • Interviews and interactions
• Citizen satisfaction • Inspection of documents
B SPMU
1 Monthly Field 5 district • Installation/ • On spot verification of all the

Monitoring 10 PS functioning of ICT aspects and filling up these
Plan 10 GP hardware details in portal in detailed
• Installation/ format developed by CPMU
functioning of •
networking/
connectivity
• Installation/
functioning of ePRI
application
National Informatics Centre Services Inc

SR. DETAILS COVERAGE ASPECTS TO BE ACTIVITIES

COVERED
• Functioning of DPMC
and Block Support
Group
• Implementation of
Training Plan
• Key issues hindering
implementation
• Best Practices
The various reports from SPMU to CPMU will be required for enabling regular monitoring by CPMU of the
project. The trigger will be generated to CPMU if SPMU has not submitted the report on time. The CPMU is
responsible for reminding the SPMU for submission of report on time and presenting the multiple default case to
CPMC.
Table 29 Reports for Monitoring

SR. NAME OF THE REPORT INFORMATION CONTENT
1 Monthly Physical Progress • Schemes and service implemented from PRIs
Report • Installation/ functioning of ICT hardware
• Installation/ functioning of networking/ connectivity
• Installation/ functioning of ePRI application
• Functioning of DPMC and Block Support Group
• Implementation of Training Plan
• Financial and resource requirement for the respective state
2 Monthly Financial • Ratio of Utilization reports from ePRI system and manual
Progress Report submission
• Total number of Statement of Expenditure (SoE) from ePRI system
• Fund utilization status of schemes and ePRI project
3 Half Yearly Progress • Regularity of physical and financial reports from district/blocks
Report – Financial & • Quality of data available in reports
Physical
• Deficiency in reporting
4 Quarterly Hardware • Issues in functioning of ICT hardware
Installation report • Issues in functioning of networking/ connectivity
• Issues in ePRI application
5 Quarterly Training Status • Number of people trained in a quarter
report • Type of the training and batch size
• Utilization of fund and future requirement
• Estimated number of people to be trained
• Specific training requirements from SPMU
6 Quarterly Networking • Connectivity mapping with required and existing
report • Approximate uptime of the network
• Issues in functioning of networking/ connectivity
7 Monthly application • Average uptime of the ePRI application
development report • Extent of usage of ePRI application
• Bugs/ improvement areas in ePR application
• Additional requirement in ePRI application

SR. NAME OF THE REPORT INFORMATION CONTENT

8 Monthly Service agency • Compliance of SLAs related to ICT hardware, networking,
performance report Manpower, ePRI application and Training.
All the reports will be posted using web forms available under MIS and KPIs module of the ePRI application.
The Block reports will be sent through CEOs, PS and DPMCs after their review and then collated at Zonal
Coordinator level at SPMU level. Zonal Coordinator will be responsible for collation of block reports sending it to
Project Manager, SPMU. However, if there is administrative dependency and the delay is because of non
responsiveness of the person out of the control of Zonal Coordinator or Block Support group; the Zonal
Coordinator, Block support group and the executive officer panchayat samiti should be highlight such case to
DPMC and same should be reflected in the MIS reports.
The same set of the collated report will also be required from SPMU to CPMU with status of their respective
States.

11 Project Management Structure
The design and implementation of ePRI MMP is a complex exercise under the federal structure which involves
formulation of detailed scope and project plan with necessary commonalties at the National level while allowing
adequate scope for interplay of local variations, rules, procedures and implementation at the State level.
Some of the key issues that need to be addressed are:
• Clear Roles and Responsibilities

• Implementation Structure
• Reach till the grass root level
• Participation till Grass root level
PRIs function at the village, intermediate (block) and district level. There are approximately 2,34,030 Gram
Panchayats at the village level, 6053 Janpad Panchayats at the block level and 535 Zilla Panchayats at the
district level. There are more than 31 lakhs elected representatives at all three tiers.
Given the enormity and complexity of the project, the implementation of the same requires a robust and still
flexible project governance and management structure. The objective of project management is ensuring the
implementation of the project as per the defined requirements, timelines, deliverables and budget. The project
monitoring teams will be responsible for managing the overall project execution by the selected Service
agency(ies) and ensuring that key objectives of the project are met and issues are highlighted in a timely
manner.
It is proposed to have well defined governance structure at Centre i.e. the Program review board with
representatives from MoPR and each State. Further, it is proposed that Project Management Unit (PMU) to be
designed and set up at two critical levels of project implementation namely at the centre – MoPR – and at the
state – State PR.
It is imperative to have participation from all the key stakeholders viz MoPR, NIC, DIT and key Central Line
Ministries at the Central level. Entire project implementation will be led by the center and states have to be key
participants in this Endeavour. Unlike other MMPs, ePRI MMP program governance structure will have
participation till the grass root level i.e. the Gram Panchayats, which can be made possible by involving the
Districts and blocks in the implementation process. Hence a three tier structure is proposed for program
governance of ePRI MMP implementation:
• Central Level Body – Headed by Program Review Board (PRB)

• State Level Body – Headed by State Programme Management Committee
• District Level Body – District Programme Management Committee
Sections below detail out the structure, roles and responsibilities of each of the above mentioned level of
program management structure proposed.

Program Management and Governance structure at centre

The project governance structure provides a framework for the operations to support the MoPR and State PR
for various activities and options relevant to successful implementation of the ePRI MMP, right from project
conceptualization stage to complete roll out phase.
The Governance Structure for project at Centre would be a three layered structure as illustrated in the figure
below. The first layer would consist of a Program Review Board. The second layer would consist of key
committees to act as advisory committees to the PRB on various aspects such as Technical, Functional, eGov
Standards and Change management and the third one consisting of Central Programme Management Unit
(CPMU).
Figure 7 Central Level body for Implementation
Programme Review Board (PRB) - It is proposed to setup Programme Review Board to advise
the government and monitor the progress of the over all programme. The board will have
representation from all states and NIC under the coverage of e-PRI MMP. This will be chaired by
Secretary, MoPR, GoI and convened by the Mission director / JS, e-PRI.
Sub-Committees - As part of the PRB, it is proposed to setup the following sub-committees to
manage the respective areas. These committees will have representation from a few states:
Technical and Standards Specification Committee – This will also include members of technical
institutions. Its responsibilities will include:

• Scan emerging technology scenarios

• Provide & finalize technical specifications, keeping in mind the cost and sustainability issues,
so that the same could be adopted in proposed software
• It will also include domain experts and members of academia (NIRB, IIPA etc.) engaged in
study and research on matters relating Panchayati Raj and local governance. Its
responsibilities will include:
i. Ensure adoption of the prevailing suitable standards

ii. Develop domain specific standards if any
2. Domain Advisory Committee - Its responsibilities will include provide domain expertise in the
following areas:
PlanPlus
ActionSoft
National Panchayat Directory (NPD)
PRIAsoft
ServicePlus
Profiler
Taxation
National Panchayt Portal (NPP)
Central Programme Management Unit (PMU) - It is proposed to setup Central Programme

Management Unit, headed by Mission Director i.e. JS, MoPR, to manage the future action plan on the
e-PRI MMP including software development, deployment, operationalization and change
management. The constituents of PMU will include:
i. Officials from NIC and MoPR

ii. Contract / Consulting staff
iii. Support staff
Structure of CPMU for Implementation of ePRI MMP: The team of Central Programme Management
would comprise of 13 personnel, primarily to focus on co-coordinating the whole project at the India level with
all the States. The Central Programme Management Unit (CPMU) would timely avail the inputs provided by the
State project management units (SPMU) and the State representatives.
Project Leader - 1, NIC
Project Manager – 1 PC
Technology Consultant - 1 (SC)
Capacity Building Consultant - 1 (SC)
Bid Process Expert – 1 (PC)
State Project Coordinators – 9 (8 SCs – 1 each for minimum 4-5 implementation sites)

Figure 8 CPMU structure
• The CPMU’s primary responsibilities will include:

The broad responsibilities include timely completion of the project, Quality of deliverables, SLA Monitoring
mechanism, Risk Assessment Framework, Monitoring and Evaluation mechanism and the Methodology and
framework for reporting. The detailed responsibilities of the Central PMU would include, but not be limited to,
the following:
Execute the guidelines finalized by the PRB

Execute the decisions finalized/approved by MoPR
Analyze proposals on ePRI received from states.
Manage coordination between the sub-committees and the PRB
Provide support to the sub-committees and the PRB.
Oversee day-to-day functioning and
Manage overall coordination and liaisoning with states
Preparation of Project Plan with detailed activities and timelines in consultation with Service Agency
(ies)
Validation of Design formats prepared by Service Agency (ies) for data exchange between centre and
state, to meet the MIS requirements of MoPR
Monitoring of Project Implementation in terms of managing the Project timelines, Quality of deliverables
by close coordination with both Central implementation agency (NIC) and State Service Agencies.
Ensuring Strategic control of the project with Centre
Working on the regular inputs provided by the State PMUs
Designing Model RFP for the States to customize according to the state specific requirements
Appraisal of DPRs, RFPs received from the states based on the detailed guidelines, SLA s issued by
the MoPR from time to time
Guiding and assisting the Bid Process Management for the MoPR and State PR departments for
selection of Service Agency(ies).

Ensuring the incorporation of open standards for interoperability, seamless data transfer between State
and Centre in the recommended solutions as per the E-Governance standards.
Coordination and Liasoning by State Project Coordinator with various State PMUs.
Resolve the issues raised by the SPMU on the implementation issues like SLA, technology, standards
and domain issues etc.
Setting Guidelines for SPMU to Review / monitor the progress implementations by the the State agency
Assist to approve release of funds to the states for the project and their utilization.
Guiding and assisting the SPMU on maintaining quality and on time delivery / closure of milestones of
the Project by State Service Agencies.
Design parameters, metrics and methodology for collecting actual hardware and other supporting
infrastructure requirement at the 3 tiers of PRIs for the states.
Designing the MIS reporting & monitoring frameworks for the project
Issue identification, tracking, escalation and resolution management between Centre, SPMU and state
Service agencies in all aspects including customization of core application , data exchange and
interoperability between Centre and States
Coordination with different stakeholders and agencies and ensuring common understanding of issues
between stakeholders
Tracking timelines vis-à-vis the project plan and taking necessary action in case of slippages in
coordination with SPMUs
Validate the various training plans developed by Service Agency(ies) in coordination with SPMUs
Monitor implementation of training plan in coordination with SPMUs
Vetting of reports and deliverables of the State IA through respective SPMUs
Supporting the MoPR in selection of an agency for conducting 3rd party Audits of the ePRI MMP, as
required under the RFP.
Maintenance of central repositories / tools for best practices, knowledge sharing
Validate the Exit plan for the various Service agency (ies)
Develop detailed Exit plan for the CPMU at the end of contract period
Capacity Building and Knowledge transfer to the MoPR as per the Exit plan

Program Management and Governance structure at state

The State Governance structure would have three layers as shown in figure below. An Apex State Programme
Management Committee (SPMC) for guidance and direction headed by the Chief Secretary PR of the state,
second level i.e. the State Project e-Mission team headed by Principal Secretary PR, and the third layer
consisting of State Programme Management Unit (SPMU).
Figure 9 Program Givernance Structure at State Level
Constitution of the Governance entities at State Level

State Programme Management Committee:
Chief Secretary
Principal Secretary (In charge of the PR Department)
Representative of Finance Department
HODs of identified SLDs Department
State IT Secretary
NIC Representative
Internal domain specialist (full-time)
Representative of State DIT
Representative from NIC – (SIO / SIO coordinator)
Representatives from 3-4 District Programme Management Committees on Rotation basis
Technical & Change Management Experts - Internal / Hired from industry and reputed institutions
Any other person deemed fit by the Secretary

Role of State Programme Management Committee at the State level:
Overall guidance
Decisions on Policy matters
Approval of all deliverables by various agencies/groups
Financial Powers as per delegation
Selection of Service agency / ies at the State
Monitoring and quality audit of activities performed by service agency at the State
Review of FRS at State level
Monitor implementation of BPR and Change management
Exercise Strategic Control
Ensure certification from Certifying agency on application developed before full State level roll-out
Ongoing support and guidance to SPMU
Structure of State PMU for Implementation of ePRI MMP
Project Manager- 1 (PC)

Technology Consultant- 1 (SC)
Capacity Building Consultant- 1 (SC)
Bid Process Expert - 1 (PC – Part time)
Zonal Coordinators (1 SC and 1 JC, each, for a zone of 5 districts)
Figure 10 SPMU Structure

Role of State PMU

The broad responsibilities include timely completion of the project, Quality of deliverables, SLA Monitoring
mechanism, Risk Assessment Framework, Monitoring and Evaluation mechanism and the Methodology and
Framework for reporting. The detailed responsibilities of the State PMU would include, but not be limited to, the
following:
• Design parameters, metrics and methodology for determining the actual requirements before project
commencement
• Designing the MIS reporting & monitoring frameworks for the project
• Assist the SPMC in selection of service agency / ies at the State
Customizing the Model RFP
Bid Process Management for the State PR for selection of State Service Agency
Pre-bid conference
Techno commercial evaluation
Negotiation and contract finalization
• Preparation of Project Plan with detailed activities and timelines in consultation with State Service agency
(SIA).
• Review of FRS
• Assist the SPMC in identifying areas of customization needed in the core applications. Monitor the
customization of core applications by SIA.
• Validate the IT security/Business Continuity Plan developed by IA and monitor its implementation
• Monitoring of Project Implementation in terms of managing the Project timelines, Quality of deliverables
by close coordination with State Implementation Agencies
• Tracking timelines vis-à-vis the project plan and taking necessary action in case of slippages
• Assist the SPMC in prioritizing the legal changes required for implementing the reengineered processes.
• Validate Training Plan developed by Service Agency
• Monitor implementation of process changes. Assist SPMC in issue of GOs for institutionalizing the
changes
• Monitor the imparting of training till GP level by SIA.
• Vetting of all progress reports and deliverables of the SIA
• Providing the required inputs to the Central PMU on regular basis
• Serve as secretariat for SPMC for the Project
• Ensure certification from Certifying agency on application developed before full State level roll-out
• Impact assessment after project go live with respect to evaluation parameters gathered during the
baseline survey

• Defining detailed Exit plan for the PMU at the end of contract period
Ensuring knowledge transfer to the SPMC as per the Exit plan.
The Zonal Coordinators will have overall responsibility for the implementation of the project in districts and is
accountable to SPMC and Project Manager, SPMU. The responsibilities of the Zonal Coordinators will be:
• Implementation of direction received from SPMC and Project Manager, SPMU
• Project implementation in the respective district
• Providing directions and guidance to Block Support Group and PRIs
• Liasoning and Coordinating with the relevant officers at district level
• Enabling full knowledge and systematic application guidance to the implementation agency team in the
initial stages and the testing and approval of the deliverables at the intermediate stage and finally the
monitoring and analysis of reports for their respective districts as well as centrally for the entire state, to
assist the SPMU and SPMC.
• Orienting the stakeholders on the structure and methodologies of project implementation and usage by
conducting periodic workshops to discuss progress on the project and to identify and solve emerging
problems
• Enabling effective transfer of knowledge and lessons learnt to the people involved in the project
• Address concerns / enquiries / complaints referred to the SPMU by stakeholders for their respective
districts under the Zone
• Implementing procedures developed by SPMU to regularly monitor the performance of the project, and
preparing regular monitoring reports based upon information submitted by the Block Support Group and
the various service agencies
• Guiding Block Support Group to prepare progress reports on a regular basis and collating the same at
SPMU level for their respective districts
• Coordination with the other Zonal Coordinators to ensure effective knowledge transfer/ adherence to
common guidelines and adoption of best practices across all the districts
• Enabling regular monitoring through visits by block support groups to various PRIs under the blocks
and escalating concerns if any.
• Enabling effective adherence of of SLAs by Service Agencies by setting common standards / reports to
and guiding block support groups to monitor the same for their respective PRIs under the block.
• Monitoring Training Plan and adherence to the same by coordinating and liasoning with the various
stakeholders and service agency
• Enabling adherence to the Exit plan by the service agency with help from block support group at the
end of the Contract.
A District Programme Management Committee (DPMC) will be constituted at each District level headed by the
Chairman ZP of the district, for guidance and direction to the Block Development Officers of the respective

blocks who will work in close coordination with the Block support group for monitoring the implementation of the
project in the Gram Panchayats under the respective blocks.
Figure 11 Program Governance structure at District Level
DPMC will have responsibility of district wide successful implementation of the project. The structure of DPMC
is shown below with the help of following organization chart.
Figure 12 DPMC
DPMC will be headed by Chief Executive Officer, ZP. DPMC should have District Officials of line departments
who are implementing their schemes through PRIs; DIO, NIC for technical support; 3-4 BDOs on rotation basis;
representative from 3-4 GPs on rotation and if required, locally recognized activist working for improvement of
PRIs system in the district.
The DPMC has the responsibility for overall implementation of policy directives of SPMC, guidance and
coordination for all project activities related to ePRI.

The DPMC will play a key role in implementation of project and the systemic reform that the project will initiate.
The DPMC will monitor the district wide ePRI project implementation at district level by coordinating with the
BDOs and the Block Support Group.
DPMC will have following role and responsibilities.
(i) Implementing the direction received from SPMC
(ii) Guiding the work of the BDO and Block Support Group
(iii) Reviewing implementation progress periodically
(iv) Considering recommendations put forward by BDOs
The DPMC is proposed to meet at least monthly although ad-hoc meetings may be convened by the
Chairperson based on needs.
Block Support Group at all the blocks will have the responsibility of providing the necessary support to the
BDO, DIO and assisting the Zonal Coordinators of various districts at the SPMU level.
The responsibilities of the Block support group will be:
• Implementation of direction received from Zonal coordinators at SPMU
• Project implementation in the respective PRIs under the block
• Liasoning and Coordinating with the relevant officers at block level
• Assisting the Zonal Coordinators to collect the actual requirement of hardware for the PRIs at Block
and below level.
• Liasoning and Coordinating with Service Agency contact person at Block level and below.
• Regular Monitoring and reporting on the actual status of implementation, hardware deployment, training
etc.
• Enabling adherence to timelines and project plan by effective coordination
• Surprise visits to various PRIs under the block to check the actual implementation status and validate
the status reported by the Service agency.
Bills of Material
Table 30 Bill of Material PMU
Sr. Position Principal Con Senior Con Junior Con
State
1 Project Manager (Pr Consultant) 1
2 CM and CB expert (Sr Consultant) 1
3 Technology Expert Sr. consultant 1
4 Project Coordinator, Sr. Consultant 4
5 Project Coordinator, Jr. Consultant 4
6 Bid Process Expert 1 (20% availability)
Block Support Group
7 Block support 314

12 Risk mitigation strategy

There are several categories of risk. In this section, develop strategy to mitigate all risk under scope, schedule,
and project management, financial, personnel, legal, internal, external, and organizational.
Risk refer to unclear roles and Responsibilities, Time Over Run and delay at individual milestones, Ineffective
usage of the newly introduced technology, Project being put o hold due to non-compliance of legal statute of a
state, Will affect overrun in project cost, Time & cost overrun, Ineffective Chances of delay in the project
schedule and Rollout of the application and its supporting components, Time Over Run and delay at individual
milestones.
Mitigation methodologies like Detailed and practical training to be imparted to the personnel who are the final
users of the newly established set up, Detailed and practical training to be imparted to the personnel who are the
final users of the newly established set up, Detailed and practical training to be imparted to the personnel who
are the final users of the newly established set up, Detailed and practical training to be imparted to the personnel
who are the final users of the newly established set up, Detailed and practical training to be imparted to the
personnel who are the final users of the newly established set up.
Table 31 Risk Mitigation Strategy

Risk Factors and Mitigation Solutions
Risk Risk Risk Responsibilit Stakehol Risk Effect Mitigation
Catego Description Sources y der Resolution Methodology
ry Affected Strategy
Scope Unrealistic or Scope MoPR, State All PRIs Mitigation Unclear roles Proper defined and
incomplete document. Panchayati at and evaluated Scope
project scope Raj GP/BP/ZP Responsibiliti and boundaries for
definition. Department level es the project to
decided in advance
in consultation with
the stakeholders.
Final Release Activities/S MoPR and PRIs & Mitigation Time Over No future delays for
of the cope State Boot Run and the upcoming
approved involved Panchayati Vendor delay at milestones, delays
Scope needs Raj individual quantified and
document approval Department. milestones. additional payments
from should be done
various
Govt.
Authorities,
causing the
delay
Scope PRI’s All PRIs Mitigation Pre-implementation
statement not at discussions with all
agreed by all GP/BP/ZP the stakeholders.
the level
Stakeholders
Sched Project Longer MoPR, State PRIs & Mitigation Chances of Take up the
ule Milestones will Time Panchayati Boot delay in the upcoming milestone
be linked with Frame for Raj Vendor project activities and obtain
Client sign offs approvals Department. schedule and sign offs and
and on the Rollout of the approvals from
deliverables, deliverable application various stake
technical s and and its holders in shorter
issues. getting supporting period. Performing
milestones components. follow up activities
approval/si to reduce the
gnoff. timelines for
approvals, and
complete the rollout
milestones

Project Inadequate Improper MoPR, State All PRIs Mitigation Time & cost Proper mapping of
Manag skills and Project Panchayati at overrun, efficient resources
ement ability of manageme Raj GP/BP/ZP Ineffective for each level of
implementatio nt plan. Department, level activity and proper
n agencies, Implementatio change
Poor project n Agency. management
management strategy to be
processes, predefine.
Lack of or
poorly
designed
change
management
Processes,
Inadequate
tracking of
goals/objective
s throughout
the
implementatio
n process.
Financi The project Internal MoPR, State PRIs & Mitigation Will affect Cross sharing of
al budget if Estimation Panchayati Boot overrun in resources deployed
estimated and as per Raj Vendor project cost. on project. Work on
without taking experience Department. parallel deliverables
into account and utilizing
time overruns resources on
would act as a multiple activities at
major risk. the same time to
Funding cuts, overcome the
reduced timelines
Legal Lack of legal Non MoPR, State All PRIs Mitigation Project being Compliance matrix
authority to compliance PR at put o hold due for each and every
implement of department. GP/BP/ZP to non- major activity and all
project, Failure applicable level compliance of the necessary
to comply with Rules and legal statute approvals and sign
all applicable State Acts. of a state. off to be collected
laws and from the relevant
regulations authorities.
Person Low availability Improper MoPR, State All PRIs Mitigation Leading to Proper training and
nel of qualified and PR at ambiguity in on understanding to
personnel, unqualified Department, GP/BP/ZP process be created among
Inadequate personnel Implementatio level implementatio all levels of
skills and to n agency. n. personnel executing
training implement the project.
the project
may lead to
discrepanci
es in the
targeted
way of
implementa
tion.
Perfor Unrealistic Project All PRIs Mitigation Unable to Goals and timelines
mance performance planning and at perform the to be set in
goals and milestones GP/BP/ZP activities on according to
immeasurable deciding level time and available manpower
performance committee. inability to and attainable
standards. quantify the speed of work.
same. Milestones bases
methodology to be
used for project
execution.
Interna Existing Lack of MoPR, State All PRIs Mitigation. Ineffective Detailed and
l Resources in knowledge PR at usage of the practical training to
the system on the part department, GP/BP/ZP newly be imparted to the
unable to cope of the Implementatio level introduced personnel who are
up withy the personnel n agency. technology. the final users of the
new who are the newly established
technologies future users set up.

introduced. of the
same.
Extern Seasonal or Unexpecte Implementatio All PRIs Mitigation Inability to Performance and
al cyclical events, d change in n Agency, at execute the supplier guarantee
Change in policy and Selected GP/BP/ZP work on time. contracts to be
policy of the unavailabilit Vendor for level made initially and
Government. y of proper the supply. procurement of
Lack of vendor instruments materials to be
and supply needed for shared and made
availability, the form multiple
Financial execution vendors.
instability of of the
vendors and project.
suppliers, Incapability
of the
vendor to
supply the
materials
on time.
Organi Lack of Change in MoPR, State All PRIs Mitigation Basis motive ‘Project Continuity
zationa stakeholder the Panchayati at for the clause’ to be added
l consensus, authority at Raj GP/BP/ZP execution of in the agreement at
Changes in higher level Department, level the project the time framing of
key or change may change the terms and
stakeholders, in the and conditions.
Lack of structure at acceptability
involvement by which of the terms
project project is and
sponsor, being conditions of
Changes in executed. the new
agency/office stakeholders
leadership, vary.
Improper
organizational
structure to
support the
change.

13 Financial estimate
Objective: - This section provides the financial requirement for the roll out of e-PRI MMP in Haryana.
It details out the total project cost as well as head-wise & year-wise cost break up of e-PRI solution
proposed to be implemented in Haryana. The total cost of implementing e-PRI Project is Rs.176.25 cr.
Project costing
The e-PRI project implementation in the state of Haryana is estimated to cost about 176.25 crores including the
cost of provisioning the ICT infrastructure, Training, Manpower, Project management units, Block support group
and Information Education &communication cost.
Over all Head Wise Break up
Table 32 headwise cost breakup
No Head Cost
(cr.)
1 ICT 69.72
2 Manpower 77.67
3 Training 14.13
4 BSG 5.86
5 Program Management 7.54
Unit
6 IEC 1.34
Total 176.25
Year Wise Break up

The total cost of the project has been distributed in four years basis the implementation plan provided in section
10. The table below presents the overview of the year wise breakup of the total cost that shall be incurred
during implementation of e-PRI project.
Table 33 YearWise Breakup
No Year # Cost (cr.)

1 Year 1
22.68
2 Year 2
56.21
3 Year 3
58.98
4 Year 4 38.38

Yearly – Head wise breakup

Broadly the cost estimates have been categorized under State ICT cost, Payout to Service Agency (PRIs ICT &
Manpower), Training related cost, cost related to BSG, Program Management Unit and IEC.
The following table depicts the yearly cost estimates against each of the cost heads.
Table 34 Yearly headwise Breakup

No Items Year 1 Year 2 Year 3 Year 4 Total
1 State ICT Cost 1.37 0.71 0.77 0.41 3.26
2 Payout (PRIs ICT + Manpower) 14.76 46.44 48.75 34.17 144.12
3 Training 2.36 4.71 4.71 2.36 14.13
4 BSG 0.57 1.85 2.00 1.44 5.86
4 Program Management Unit 2.28 2.50 2.75 0.00 7.54
5 IEC 1.34 0.00 0.00 0.00 1.34
Total ePRI Project Cost 22.68 56.21 58.98 38.38 176.25
Year 1
Year 1 would be stone setting year for the project.
Project will be kicked off with constitution of various
commit
tees and State Program Management Unit. It can be
inferred from the graph that 65% of the total cost
incurred during Year 1 shall be towards deployment
of ICT & IT trained manpower at each tier of PRIs in
terms of payout to the PRIs. The first 5 months as
per the suggested implementation, the RFP will be
floated to select the implementation agency and the
deployment of the IT Hardware and IT manpower
th
will begin from the 6 month of Year 1. Thus
deployment of hardware and manpower at all PRIs
will be incremental over next 5 months of the year 1 and hence the payout will be incremental in year 1 as
well, which will depend upon the number of sites deployed in that manner. The lump sum IEC cost is
provisioned in Year 1 only and may be utilized by state across 3 years to generate awareness amongst the
citizens and PRIs
Year 2, Year 3 and Year 4

As per the implementation plan, the deployment of
IT Hardware and IT trained manpower will happen
incrementally in 7 months of the 1st year itself.
Year 2 and 3 will see full fledged operation and
maintenance support of ePRI system at all PRIs,
thus the payout to service agency for hardware
and manpower will be larger as compared to year

1. As the provision for IT manpower is made for 3 years or 36 months for each PRI site, hence in year 4 the IT
manpower support will end incrementally at PRIs after first 6 months of full support. The cost incurred during
these years would be heavily constituted of IT skilled manpower deployed at each tier of PRIs, who will be
responsible for rendering the services as per the SLA defined. As seen in the graphs for year 2, 3 and 4, the
ICT and IT manpower payout is the larger cost head. PMU will also continue to provide its services for the
duration of 36 months (3 years) during the ePRI project implementation.
Training cost is budgeted for 36 months staring 6th month of year 1 till year 4. Capex for setting up training
infrastructure is included in year 1 itself.
Monthly Payouts to Service Agency

The roll out of ePRI in Haryana is proposed to be based on a a Service Procurement Model (SPM), where a
Service Agency(ies) (SA) will be selected through a competitive bidding process by the States. The States may
decide to engage multiple SA, region-wise or district-wise depending on local suitability
Once the contract with the SA is finalized a detailed implementation plan will be prepared by the SA in
consultation with the SPMC. The roll-out, in AP, is expected to take 7 months time during which the SA will
deploy computers at all GPs / BPs/ ZPs in the State and also provide trained manpower for providing services
to the GPs/ BPs/ ZPs. Once the services start at any GP / BP/ZP the SA will be provided a monthly payout for a
period of 3 years as per the following table:
Table 35 Monthly Payout to SA
SR NO Year 1 Year 2 Year 3 Year 4
1 ZP 11072.24 11500.01 11962.00 12460.95
2 BP 7797.02 8064.79 8353.98 8666.30
3 GP 5808.18 6091.95 6398.42 6729.41
The above monthly payouts have been calculated by assimilation of monthly cost incurred to SA on following
components:
• CAPEX: This includes the cost of ICT infrastructure commissioned at each tier of PRIs
• OPEX: This includes the cost of maintenance of ICT infrastructure
• IT Trained Manpower: This includes the cost of IT trained manpower deployed by SA for providing services
to ZP/BP/GP
The table below detailed out the monthly cost estimation considered for the calculation of payouts.

Table 36 Total Payout
In Year 1 In Year 2 In Year 3 (Monthly In Year 4

Items PRIs
(Monthly Payout) (Monthly Payout) Payout) (Monthly Payout)
ZP 5725.14 5725.14 5725.14 5725.14
CAPEX BP 4449.92 4449.92 4449.92 4449.92
GP 2261.08 2261.08 2261.08 2261.08
ZP 347.10 374.87 404.86 437.25
OPEX BP 347.10 374.87 404.86 437.25
GP 547.10 590.87 638.14 689.19
ZP 5000 5400 5832 6298.56
Manpower BP 3000 3240 3499.2 3779.136
GP 3000 3240 3499.2 3779.136
ZP 930068.15 2898002.04 3014423.43 2093439.02

Total Annual
BP 3711380.42 11516514.24 11929477.04 8250317.92
Payout
GP 142997498.95 449951615.08 472587462.78 331356118.86
Total Payouts (in Crores) 147638947.52 464366131.36 487531363.25 341699875.80

14 Recommendations and Conclusion

(i) We recommend to prioritize the GP on the basis of availability of Connectivity and Infrastructure , the
GP where Broad band connectivity may be provided immediately should be chosen on priority and rest
of GP should be chosen on next phase and in between SPMC should negotiate with BSNL for fasten
their connectivity.
(ii) If it is possible , SPMU should chalk out the plan with the help of BSNL official
(iii) Digitization of Data at GP level is enormous task, CEO Zila Parishad should be responsibility center for
the task, digitization lab at the district level should be establish to perform the task.
(iv) Proposed CPMU/SPMU should also draft Policy and Procedure guideline for the ePRI project which
should include PR Governance, IT/IS Policy & Procedure, Document Management Guidelines etc.
(v) Suggestion and feedback process for e PRI should be established which directly interact with public at
various level.
(vi) Formal roadmap should be prepared by the CPMU/SPMU for the strengthen the project and continual
improvement in project for the benefit of citizen and government officer There should be formal session
regarding BPR framework , legal and administrative retransformation to concern line department as
well
(vii) Power Backup: The power situation in rural India is characterized by low and inconsistent power
supply. In a scenario where it is envisaged that all Panchayats would be computerized, it becomes
imperative to give due diligence to sources of power. While the mandate of ePRI project does not
include provision of power, some alternatives and associated costs have been evaluated and are
mentioned below
Since most of the Gram Panchayats across the country face acute power shortage, it is important that
adequate power backup is provisioned to ensure smooth operations at the Gram Panchayat. The
following three alternatives can be explored depending upon the need and feasibility.
• Inverter
• A typical 1200VA inverter can operate 1 fan, 1 tube light and 1 PC

• Considering the need for 8 hours backup, two inverter batteries would be required for the above load
• Cost – Rs. 25,000 approximately per GP
• Operational Expenses – Battery water
This option is most suitable in situations where power supply is available for 8-10 hours every day as the
inverter battery would need power supply for charging
• GenSet
• A typical 1200VA genset can operate 1 fan, 1 tube light and 1 PC

• Cost – Rs. 30,000 approximately per GP
• Operational Expenses – Rs. 12 – 15 per hour.
This option is feasible in most situations, except in far flung areas where availability of fuel is limited.

• Solar Photo Voltaic Cells
• Off the grid lighting concept based on solar photovoltaic technology is also an upcoming alternative.
While the upfront investment is significantly higher than the other alternatives, the operational expenses
are negligible. It has been tested in the state of Rajasthan has across all 9168 GPs.
• Cost - Rs 3.10 lakhs per GP. This includes 5 years maintenance.
• Operational Expenses – Battery water
In Rajasthan, this option has been implemented in a Service Procurement Model, whereby the
service providing agency shall be paid, based on the number of hours for which electricity is provided.
This eliminates the drawback of high upfront investment. Hence, this delivers the maximum value for
money.
Power Option Total Project estimate(INR (cr))

Total project cost without power option 176.25
Total project cost with 1200 VA inverter 191.64
Total project cost with 650 VA genset 225.18
Total project cost with 1120 Wp SPVpower 367.055
pack with 5 years warrenty

15 Way Forward
This ePRI Study project, which is a precursor to the ePRI MMP, was initiated with a comprehensive study to
assess the current information and services needs of citizens, PRI and other stakeholders. This study lead to the
identification of the information and services needs of various stakeholders, scope for re-engineering various
functions and services carried out by PRIs, formulation of detailed roadmap for the transformation of Panchayati
Raj system from existing state to e-PRI in Haryana.
The key activities in the DPR phase included: estimating ICT requirements, defining strategy for roll-out, defining
project management structure, defining monitoring and evaluation structure, defining communication plan,
defining change management strategy.
This phase focused on defining these components along with the associated outlays. The implementation plan,
detailing out the activities to be undertaken for project implementation is charted out and the financial model for
executing the ePRI MMP in Haryana is also defined. This phase has resulted in head-wise cost break up of the
ePRI MMP in the State, which will be further aggregated with similar cost break up from a similar study being
parallel conducted in other states to arrive at a nation-wide cost for executing the ePRI MMP across the country.
As a next step, the aggregated National Detailed Project Report along with the Expenditure Finance Committee
(EFC) note will be submitted by Ministry of Panchayati Raj to the Cabinet for approval.
Post Approval, a National level seminar of all the state will be called to launch the ePRI MMP programme. The
National level seminar will be a first important step towards the journey of transforming the present Panchayati
Raj system in India to and e Enabled one.

16 Annexure
1. Clustering Environment
2. Detailed Costing Table
3. Hardware Configuration

ANNEXURE – 1
CLUSTERING ENVIRONMENT
Why 1+1 Environment?
The ePRI Application is based upon nTier (3-Tier) Architecture and would be simultaneously accessed by the
officials of the PR Department across the state. Hence, 1+1 (Cluster) configuration is proposed for Web/
Application/ Database Servers so as to provide higher availability, reliability, and scalability than cannot be
obtained by using a single server system.
Whenever a failure occurs in a cluster, resources are redirected and the workload is redistributed. A Cluster
would easily handle: -
• Application and service failures, which affect application software and essential services.
• System and hardware failures, which affect hardware components such as CPUs, drives, memory,
network adapters, and power supplies.
• Site failures, which can be caused by natural disasters, power outages, or connectivity outages
Benefits
If one server in a cluster stops working, a process called failover would automatically shift the workload of the
failed server to another server in the cluster. Failover would ensure continuous availability of ePRI application
and data.
This ability to handle failure allows clusters to meet two requirements that are typical in most data center
environments:
1. High availability: The ability to provide ePRI application end users with access to a service for a high
percentage of time while reducing unscheduled outages.
2. High reliability: The ability to reduce the frequency of system failure.

3. Load Balancing: The ability to address the need for high scalability, which is the ability to add resources
and computers to improve performance.

Annexure 2 Detailed Cost Calculation Table
Key considerations for financial estimate

Assumptions
Few Assumptions for training will be added at PEU level. But all the Cost Sheets
are ready for use by state teams.
S No. Assumption / Standards used in respective areas Value (If

applicable)
A ICT Infrastructure
Cumulative Security Audit cost for all state modules (INR) 200000
All the PCs being provisioned will be provided with Internet connectivity
The PCs at GP level have been estimated at the NICSI empanelled
rates and intrernet connectivity charges have been estimated @ 200
per month per GP. However, the PCs with internet connectivity may
also be procured from the vendors under agreement with BSNL under
USO fund Subsidy.
Internet connectivity charges have been budgeted for only GPs as the
ZPs and BPs are assumed to be connected through a Government
Network like SWAN, NICNET etc. If provision for extension of SWAN
upto GP level exists, then the horizontal connectivity for that must be
costed for and the internet connectivity charges at the GP level can be
removed.
Open Source solutions are being proposed for all system software.
Hence, there will be no CAPEX; only annual support cost will be
budgeted for.
Maintenance cost of hardware is included in the Warranty support of 3
years.
B Training
Training Costs are budget only for IT training
Training costs are averaged for all participant irrespective of location at
which they are trained
No of Training days under ePRI is assumed to be 6 days for elected
members and 12 days for PRI officials
2 ZP,1 BP and 1
No: of elected members to be trained per PRI GP
6 ZP,3 BP and
No: of PRI officials to be Trained 1GP
Unit cost per trainee Rs 1111/day
C Contractual Manpower
One Contractual resource at each PRI level is provisioned through ePRI 1 at each PRI level
Man Month Rate of Contractual Resource with Basic IT skill set at
GP Level : INR Per Month 3000
BP Level : INR Per Month 3000
ZP Level : INR Per Month 5000
The Manpower is being provisioned for a period of 3 years irrespective
of the project implementation plan. This is from the perspective of
providing the handholding support to the PRIs.
D PMU
Civil Infrastructure (Rent, Electricity, support infrastructure etc) for PMU
is not provisioned through ePRI and the state PR department is
expected to provision for the same. That Implies No CAPEX cost for
PMU is provisioned through ePRI.
Computing devices (Laptops etc) for External Consultants in PMU will
be provisioned by Empanelled agency themselves and not through

ePRI
OPE is have been provisioned @ 15% of the PMU Cost

Other Administrative Expenses are considered as 1% PMU Cost
1 Document Scanner, 1 Lazer Printer is provisioned at each State PMU
10% increase in the PMU External Consultant rates every year

The PMU cost is being budgeted for a period of 3 years irrespective of
the project implementation plan as it is the handholding supporting
being provided ti the State.
E Data Digitization
Data Digitization is assumed to be done by the manpower appointed by
service providing agency. Therefore no separate budgeting has been
done for Data Digitization.
F Application Software
As a standard each module can be developed by 2 S/w developers in 3
months timeframe which implies development effort of 6 man months
per module. This would include the entire development activity
pertaining to the module including development of Admin modules for
database management.
Effort of integration of modules developed at State with central modules
will be included in the development effort of 6 months as above
Customization Effort for central modules at state level is 1 resource for
3 months
Customization Effort of 3 months for central modules at state level will
also include effort for integration of state specific modules with Central
modules
Calculation-ICT and Manpower

Base Data for Bill of Material and Costing
Inflation Rate 8%
Total Number of Districts PRI Departments in State 0
Total Number of Zila Parishad in State 21
Total Number of Block Panchayat in State 119
Total Number of Village Panchayat in State 6155
Maintenance cost for ePRI Application 22%
State Level ICT Cost

CAPEX
Data Centre Costs
Hardware Unit Cost Number Total
Web Server 366025 2 732050
Application Server 366025 2 732050
Database Server 1768000 2 3536000
Total Server Side ICT Infrastructure Cost 5,000,100
State Site IT Infrastructure Costs

Application Software Cost
Application Development Cost 4986600
Security Audit Cost 200000
Sub-Total 5186600

Hardware Unit Cost Number Total
PC / Thin Client
Panchayati Raj Department

31243 3 93729
Directorate of Panchayati Raj
31243 0 0
Network Printer
Panchayati Raj Department 40000 1 40000
Directorate of Panchayati Raj 40000 0 0
State ePRI Project Management Unit
40000 1 40000
UPS (600VA)
Laser printer
Finger Print Scanner
Digital Signature
Document Scanner
State ePRI Project Management Unit 6000 1 6000
Sub-Total 229904
# of
Networking cost Unit Cost Total
Sites
Connectivity with SWAN (Horizontal Connectivity) 18000 0 0
Office LAN (CAT6) at office with 20 user 40000 0 0
LAN Switch 30000 0 0
Sub-Total 0
Total State Site IT Infrastructure Cost 5416504
Total CAPEX at State Level 10,416,604

OPEX
Year 1 (6 Year 4 (6
Heads Year 2 Year 3
Annual Cost months) months)
Post implementation support for 1097052
548526 1184816.16 1279601.453 690984.7845
ePRI application
Support cost for OS, Database & 2010000
1005000 2170800 2344464 1266010.56
Application Servers software
Hosting Charges for Servers (Large 2375250
1187625 2565270 2770491.6 1496065.464
States)
SAN (Large State) 509600 254800 550368 594397.44 320974.6176
Tape Backup (Large State) 50000 25000 54000 58320 31492.8
Miscellaneous (5% of CAPEX) 520830.2 260415.1 562496.616 607496.3453 328048.0265
Total 6562732.2 3281366.1 7087750.776 7654770.838 4133576.253
Total OPEX at State Level 22157463.97
District Level ICT Cost

CAPEX
District Site IT Infrastructure Costs
# Per
Hardware Unit Cost Total
Site
PC / Thin Client
District PRI department 31243 0 0
Zilla Parishad 31243 3 1968309
Block PRI 31243 2 7435834
Village PRI 31243 1 192300665
ePRI District PMU 31243 0 0
Network Printer
Block PRI 40000 1 4760000
Village PRI 40000 0 0
UPS
Block PRI 7000 2 1666000
Village PRI 7000 1 43085000
Laser printer
Block PRI 14400 1 1713600
Village PRI 14400 1 88632000
Finger Print Scanner
Block PRI 20000 1 2380000
Village PRI 20000 1 123100000
Digital Signature
Block PRI 555 2 132090
Village PRI 555 1 3416025

Document Scanner
Block PRI 6000 1 714000
Village PRI 6000 1 36930000
Sub-Total 510547198
Cost per Total

Networking cost
site Sites
Connectivity with SWAN (Horizontal Connectivity) 18000 0 0
LAN Switch 30000 140 4200000
Hub 1000 6155 6155000
Sub-Total 13855000
Total for all District Site ICT CAPEX Infrastructure Cost 524,402,198
OPEX
Heads Annual Cost Year 1 Year 2 Year 3
Internet Connectivity Charges at GP = ( No. of
14772000 14772000 15953760 17230061
computers at GP X 200 per month X 12)
Miscellaneous (5% of CAPEX) 26220110 26220110 28317719 30583136
Total 40992110 40992110 44271479 47813197
Total OPEX for District sites 133076785.6
Total State Level ePRI ICT Infrastructure Cost for three years 32,574,068
Total District ePRI ICT Infrastructure Cost for three years 657,478,984
Manpower Monthly
Sites (Number) Per Site Cost
Number of
Manpower at
GP 6155 each ZP 1 5000
Number of
Manpower at
BP 119 each BP 1 3000
Number of
Manpower at
ZP 21 each GP 1 3000
Deployment
5
Total 6295 Mths
Yr1 Yr2 Yr3 Yr4

ZP 5725.14 5725.14 5725.14 5725.14
CAPEX (Monthly) BP 4449.92 4449.92 4449.92 4449.92
GP 2261.08 2261.08 2261.08 2261.08
ZP 347.10 374.87 404.86 437.25

OPEX (Monthly) BP 347.10 374.87 404.86 437.25
GP 547.10 590.87 638.14 689.19
Manpower ZP 5000 5400 5832 6298.56

BP 3000 3240 3499.2 3779.136

GP 3000 3240 3499.2 3779.136
Subtotal(MP) 7.57 24.53 26.49 19.07
ZP 11072.24 11500.01 11962.00 12460.95

Total Monthly Payout BP 7797.02 8064.79 8353.98 8666.30
GP 5808.18 6091.95 6398.42 6729.41
ZP 930068.15 2898002.04 3014423.43 2093439.02

Annual Payouts BP 3711380.42 11516514.24 11929477.04 8250317.92
GP 142997498.95 449951615.08 472587462.78 331356118.86
Total Payout 147638947.52 464366131.36 487531363.25 341699875.80
Calculation-Project Management Unit

OPEX
Manpower Cost
ePRI PMU Durations (Months) 36
Inflation Rate 8%
Total Number of Districts in State 21
Principal Consultant 200200
Senior Consultant 145200
Junior Consultant 115500
Support Staff 5000
Man-Month Cost
Permanent (100% Availability) No. of Resources
Year 1 Year 2 Year 3
Project Manager, Pr. Consultant 1 2402400 2642640 2906904
CM and CB expert Sr. consultant 1 1742400 1916640 2108304
Technology Expert Sr. consultant 1 1742400 1916640 2108304
Project Coordinator, Sr. Consultant 4 7318080 8049888 8854876.8
Project Coordinator, Jr. Consultant 4 5821200 6403320 7043652
State
Support staffs 2 120000 132000 145200

Total Cost for Permanent Resources 19146480 21061128 23167240.8
Man-Month Cost
Temporary (20% Availability) No. of Resources
Bid Process Expert, Pr. Consultant 1 480480 528528 581381
0 0 0
0 0 0
Total Cost for Temporary Resources 480480 528528 581381
State level ePRI PMU cost 19626960 21589656 23748622
Man-Month Cost
Permanent (100% Availability) No. of Resources
0 0 0
0 0 0
0 0 0
District
0 0 0
Total Cost for Permanent Resources 0 0 0
Man-Month Cost
Temporary (20% Availability) No. of Resources
0 0 0
Total Cost for Temporary Resources 0 0 0
District level ePRI PMU cost for three years 0 0 0

Total State ePRI PMU Manpower Cost (In Rs.) 19626960 21589656 23748622
Operational Cost
Heads Year 1 Year 2 Year 3
State
OPEs 2944044 3238448 3562293

Other Administrative expenses @ 1% 196270 215897 237486
Total State Level Operational Cost for PMU 3140314 3454345 3799779
Heads Year 1 Year 2 Year 3
District
OPEs 0 0 0
Other Administrative Expenses @ 1% 0 0 0
Total District Level Operational Cost for PMU 0 0 0
Total State ePRI PMU Operational Cost 3140314 3454345 3799779
Total District Level ePRI PMU Cost for three years 0

Total State Level ePRI PMU Cost for three years 75359676
Total State ePRI PMU Cost for three years 75359676
Deployment
5
Sites (Number) Months
BP 119
Yr1 Yr2 Yr3 Yr4
Per Month 12000 12960 13996.8 15116.544
Yr1 Yr2 Yr3 Yr4

Total
BP 5712000.00 18506880.00 19987430.40 14390949.89
BSG
Calculation-Training
No. of Training Days per Official 12
No. of Training days per Member 6
Batch Size 25
Inflation 8%
Year 1 1111
Average Training cost per day per participant Year 2 1200
Year 3 1296
No. of PRI offices being covered per year at each

Officials Members level
ZP 6 2 year 2 year 3 year 4
ZP(8 people
BP 3 1 per ZP) 7 7 7
BP (4 people
GP 1 1 per BP) 39 40 40
GP (2
people per
GP) 2051 2051 2052
Training Cost
PRI
Officials
To Be Participants To Be Trained (Number) Cost (In Crores)

Trained
(Number)
Level Year 1 Year 2 Year 3 Year 2 Year 3 Year 4
ZP 126 42 42 42 559944 604800 653184
BP 357 117 120 120 1559844 1728000 1866240
GP 6154 2051 2051 2052 27343932 29534400 31912704
Total Cost 95763048 29463720 31867200 34432128
Training Cost
PRI
Members
To Be
Trained
(Number) Participants To Be Trained (Number) Cost (In Crores)
Level Year 1 Year 2 Year 3 Year 2 Year 3 Year 4
ZP 120 14 14 14 93324 100800 108864
BP 424 39 40 40 259974 288000 311040
GP 9118 2051 2051 2052 13671966 14767200 15956352
Total Cost 45557520 14025264 15156000 16376256
Total 141320568
Yearly 23553428
State District Average

Cost Cost Block Cost Cost
(Rs/Day) (Rs/Day) (Rs/Day) /Day/Head
Room Cost (Per Batch) 2500 1500 1000 67
Transportation (Faculty Per Batch) 0 300 500 11
Faculty Cost (Per Batch) 700 500 500 23
Transportation (Per Participant Per
Training Day - Round Trip) 1000 500 300 600
Boarding & Lodging (Per Participant) 300 200 250
Boarding & Lodging (Per Faculty) 300 200 10
Stationery (Per Participant Per Training
Day) 100
Rewards / Certificate (Per Participant
Per Training Day) 50
Average Training cost per day per participant 1111
Calculation- Software Development

Base Data for Costing
Blended Man-month Cost for Development 190000
Man Month Cost for Customization 34700
Development Effort per module (manmonth) 6
Customisation Effort for modules developed centrally
3
(manmonth)
Total Number of Modules to be developed at State
2
(Category D)
Total Number of Modules to be customised at State
26
(Category C)
Development Cost 2280000
Customisation Cost 2706600
Total Software Application Cost 4986600
Module D - Development, C -

Details Customisation
S. No. Module Name Category

1 Certificate Service Module C
2 Pension Service Module C
3 Utility Bill Service D
4 Nakal(Land Record ) Service Module D
5 Greivance C
6 RTI C
7 Village Base Line Information C
8 Asset Management C
9 Scheme Management Syatem C
10 Meeting Management Syatem C
11 Fund Management C
12 Capacity Building C
13 Panchayat Portal C
14 Planning and Budgeting C
15 Accounting C
16 Unique code for Panchayats C

ANNEXURE 3- Hardware Configurations
• Configuration – PC
Configuration Price all inclusive and 3 yr warranty

Config-B (Desktop System with Intel Core 2 Duo
E7300 (2.66GHz speed, 3MB-L2
Cache,1066MHz FSB) or higher processor, 2GB
DDR-II 800 MHz or higher Memory, 250GB or
higher SATA-II HDD, TCO-03 certified 17'' TFT
color monitor, DVD Writer, Gigabit Ethernet Port
& 4xUSB, Keyboard & Optical Mouse with
Mouse pad, Preloaded Windows Vista Business
Edt. & Preloaded Anti Virus S/W with 60 days
validity). Complete System with 3 Yr. Warranty
on site warranty support. 31,243.00
• Configuration – Laser Printer
Specification Unit Price Warranty

HP Color Laserjet CP1215
Printer
(A4, 8 PPM , 16 MB RAM,
600 x 600 dpi, 150 sheet
input tray 125 output tray,
USB interface cable and
driver software 14,400.00 Price all inclusive and 1 yr wrnty

• Configuration – Server
Configuration Price all inclusive and 3 yr

wrnty
Database Server - Annexure-VI (Config-F), Rackmount Server 1,768,000.00
(6U/7U) equiped with Quad multi core RISC/ EPIC 64 bit, fully binary
compatible to 64 & 32-bit Applications processors (Quad Sun Sparc
64-VII processor, 2.4 Ghz, 1.4Ghz Processor/ Quad Dual Core Intel
Itanium2 9140N, 1.66 Ghz or higher processor), 16x2GB DDR2-667
with ECC memory expandable to 192GB, Dual port or higher SAS
Controller supporting RAID 0&1, 2x146GB SAS Hot Swap HDD (10K
or higher rpm), IDE DVD ROM Drive, Dual port Gigabit server Ethernet
controller, One dedicated Ethernet port for OS independent hardware
management (Out of Band management). Server Equiped to support
clustering of servers under Windows & Linux OS without any additional
hardware, virtual media licence, 3 yrs on site comprehansive warranty
support. (Note: Sun Server is with built in 2x4Gbps HBA Card)
Application Server & Web Server - Annexure-IV (RS4)4U 366,025.00
RackMouunt Server having Dual Intel Xeon (Duel Core)7120M (3GHz,
800 Mhz FSB, 4 MB L3 Cache and 2x 1MB L2 cache or higher
processor support for Qued dual core processor,8GB DDR2-400Mhz
FB DIMM or higher ECC memory,SVGA video Controller with 16 MB
RAM, SAS Raid Controller having 128 MB buffer memory with battery
backup and supporting RAID 0, 1 and 5 Dual Gigabit server Ethernet
controller with Teaming, load balancing and auto fail over Feature, 5
x146GB SAS HS HDD, IDE DVD ROM Drive, with (N+1)hotswap
Redundant Hot Swap Power Supply

Ministry of Panchayati Raj e-PRI Study Project - Phase IV: March, 2010

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Ministry of Panchayati Raj e-PRI Study Project - Phase IV: March, 2010

Uploaded by

Copyright:

Available Formats

Ministry of Panchayati Raj

e-PRI Study Project - Phase IV

Detailed Project Report

Panchayati Raj Institutions

National Informatics Centre Services Inc.

National Informatics Centre Services Inc. Page 2 of 103

National Informatics Centre Services Inc. Page 3 of 103

ePRI Project - Haryana Team

National Informatics Centre Services Inc. Page 4 of 103

2 PROJECT BACKGROUND ........................................................................................................................................... 9

3 APPROACH AND METHODOLOGY........................................................................................................................... 14

4 ASSUMPTIONS / PRE-REQUISITE ............................................................................................................................ 17

5 REQUIREMENTS FOR E-PRI APPLICATION DEVELOPMENT ................................................................................ 20

6 APPLICATION ARCHITECTURE AND FUNCTIONALITY ......................................................................................... 26

7 REQUIREMENTS FOR ICT AND CONNECTIVITY ..................................................................................................... 38

9 CHANGE MANAGEMENT PLAN ................................................................................................................................ 57

11 PROJECT MANAGEMENT STRUCTURE .................................................................................................................. 69

12 RISK MITIGATION STRATEGY .................................................................................................................................. 80

13 FINANCIAL ESTIMATE ............................................................................................................................................... 83

14 RECOMMENDATIONS AND CONCLUSION .............................................................................................................. 87

15 WAY FORWARD ......................................................................................................................................................... 89

National Informatics Centre Services Inc. Page 5 of 103

Table 1Service Delivery Component .................................................................................................................... 23

Figure 1 Approach and Methodology ................................................................................................................... 14

National Informatics Centre Services Inc. Page 6 of 103

National Informatics Centre Services Inc. Page 7 of 103

The total ICT cost for state and district includes

National Informatics Centre Services Inc. Page 8 of 103

National Informatics Centre Services Inc. Page 9 of 103

This project entails carrying out the following three activities:

National Informatics Centre Services Inc. Page 10 of 103

National Informatics Centre Services Inc. Page 11 of 103

National Informatics Centre Services Inc. Page 12 of 103

National Informatics Centre Services Inc. Page 13 of 103

3 Approach and Methodology

Figure 1 Approach and Methodology

National Informatics Centre Services Inc. Page 14 of 103

Approach for DPR

National Informatics Centre Services Inc. Page 15 of 103

National Informatics Centre Services Inc. Page 16 of 103

• Application preparation and management

National Informatics Centre Services Inc. Page 17 of 103

Hosting, Network and ICT

This DPR includes cost for security audit of applications

National Informatics Centre Services Inc. Page 18 of 103

National Informatics Centre Services Inc. Page 19 of 103

5 Requirements for e-PRI application development

National Informatics Centre Services Inc. Page 20 of 103

Figure 3 ePRI Framework

National Informatics Centre Services Inc. Page 21 of 103

National Informatics Centre Services Inc. Page 22 of 103

The ePRI BPR framework is broadly based on the following components:

National Informatics Centre Services Inc. Page 23 of 103

National Informatics Centre Services Inc. Page 24 of 103

• Business Need for usage of applications

National Informatics Centre Services Inc. Page 25 of 103

6 Application Architecture and Functionality

National Informatics Centre Services Inc. Page 26 of 103

National Informatics Centre Services Inc. Page 27 of 103

demographically), health (Hospitals – CHC, PHC,

6 Capacity Building The capacity building programme needs special

National Informatics Centre Services Inc Page 29 of 103

Workshops and field visits