Gap Analysis

REPORT
CAPACITY BUILDING ROAD MAP

(CBRM)
for
GOVERNMENT OF JAMMU & KASHMIR
Jammu
February 2006
Wipro Consulting
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part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form
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the written permission of Government of Jammu & Kashmir.
DOCUMENT CONTROL
Document Title: Report on Capacity Building Roadmap (CBRM) for State of Jammu & Kashmir, for
Department of IT, Government of J&K
Document Status: Draft Report yet to be submitted to the State
Abstract: This document details the analysis and the recommendations of the Capacity Building
Roadmap (CBRM) for development of the Detailed Project Report (DPR) for State of Jammu &
Kashmir.
Document Publication History

(All revisions made to this document must be listed in chronological order, with the most recent revision at the top.)
Date Author Version Remark
17/01/2006 Soumyabrata Saha 1.4 Sent for Review

20/01/2006 Akhilesh Avanish 1.5 Changes incorporated & sent for review
27/01/2006 Akhilesh Avanish 1.6 Changes incorporated & sent for review
30/01/2006 Soumyabrata Saha 1.7 Changes incorporated & submitted for approval of the
Dept.
16/02/2006 Soumyabrata Saha 1.8 Changes required by Client incorporated & sent for review
Reviewers
Date Reviewer Remarks
23/01/2006 Nitin Nagpal

25/01/2006 Ramendra Verma
27/01/2006 Nitin Nagpal Approval given for release of document
08/02/2006 Review Committee of the State
Distribution
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Jammu & Kashmir – Capacity Building Roadmap (CBRM)
TABLE OF CONTENTS
EXECUTIVE SUMMARY ............................................................................................................................................... 7
1. BACKGROUND OF THE ASSIGNMENT ................................................................................................................. 8

1.1 National e-Governance Plan............................................................................................................................. 8
1.2 Capacity Building – The Context ....................................................................................................................... 8
1.3 Approach and methodology adopted for CBRM ........................................................................................... 9
1.4 Scope of the report.............................................................................................................................................11
1.5 Structure of the report ........................................................................................................................................11
2. SUMMARY OF EGRM .................................................................................................................................. 12

2.1 Ongoing e-Governance Projects & their Status............................................................................................12
2.2 e-Governance Vision...........................................................................................................................................13
2.3 e-Governance Priorities ...................................................................................................................................14
3. COMPONENTS OF CAPACITY BUILDING .......................................................................................................... 18

3.1 Existing Governance Structure & Institutional Framework............................................................................18
4. TRAINING & CHANGE MANAGEMENT NEEDS .................................................................................................. 20

4.1 State level Capacity Need Analysis (CNA)....................................................................................................20
4.2 Gap Analysis & Strategy to bridge the Gap ..................................................................................................20
4.3 Training & change management Needs Analysis (TNA)..............................................................................21
5. INSTITUTIONAL FRAMEWORK FOR TRAINING ...................................................................................................... 25

5.1 Institutional Framework for Training .................................................................................................................25
5.2 Existing Training Capacity.................................................................................................................................26
5.3 Type of Training ..................................................................................................................................................26
5.4 Training Strategy ................................................................................................................................................27
5.5 Training Need Analysis Mechanism.................................................................................................................27
5.6 Reach in Different Regions of the State .........................................................................................................27
5.7 Collaborations and Partnerships with other institutions ................................................................................27
5.8 Training Schedule ..............................................................................................................................................28
5.9 Strengths & Weaknesses ...................................................................................................................................28
6. PROPOSED INSTITUTIONAL & GOVERNANCE STRUCTURE..................................................................................... 29

6.1 Institutional Framework .....................................................................................................................................29
6.2 State e-Governance Apex Committee..........................................................................................................30
6.3 State e-Governance Mission Team (SeMT) ....................................................................................................30
6.4 Project e-Governance Mission Team (PeMT).................................................................................................34
6.5 Timelines for Formation of SeMT .......................................................................................................................36
7. TRAINING STRATEGY..................................................................................................................................... 37
7.1 Training Strategy ................................................................................................................................................37
7.2 Training Calender ..............................................................................................................................................40
8. FINANCIALS FOR NEXT 3 YEARS ..................................................................................................................... 42

8.1 SeMT members & Industry experts...................................................................................................................42
8.2 Operational requirements for SeMT ................................................................................................................42
8.3 Training ................................................................................................................................................................42
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8.4 Outsourcing ........................................................................................................................................................43

8.5 Estimated Fund Requirements .........................................................................................................................43
9. CONCLUSION ............................................................................................................................................. 44
10. ANNEXURE ................................................................................................................................................. 45

Annexure I: Skill Set required for SeMT.......................................................................................................45
Annexure II: Skill Set required for PeMT....................................................................................................48
Annexure III: Approach and Methodology .........................................................................................51
Annexure IV: Estimates of Funds Required ..............................................................................................55
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List of Exhibits
Exhibit 1: Approach to the Capacity Building project………………..……………………………………………………………………………….9

Exhibit 2: Current IT initiatives of the State.…………………………………..………………………………………………………………………12
Exhibit 3: Blue Print Diagram…………………………… ……………………………………………………………………………………………………………14
Exhibit 4: Mission Mode Projects for Jammu & Kashmir….………………………………………………………………………………………15
Exhibit 5: Initiatives for the prioritized departments…………………………..………………………………………………………………..17
Exhibit 6: Major trainings provided by IMPA in the current year ……………………………………………………………………….27
Exhibit 7: Strength & weakness analysis of the Training capacity ………………………………………….…………………………..28
Exhibit 8: Proposed Apex Committee Structure……………………………………………………………………………………………………….30
Exhibit 9: Proposed SeMT Structure ………………………………………………………………………………………………………………………….31
Exhibit 10: SeMT Roles chart for different wings…………………………………………………………………………………………………..34
Exhibit 11: Timelines chart for formation of SeMT………………………………………………………………………………………………….36
Exhibit 12: Training Strategy chart …………………………………………………………………………………………………………………………….38
Exhibit 13: Training Strategy for Policy maker level………………………………………………………………………………………………..38
Exhibit 14: Training Strategy for SeMT & Senior IT Department Officials…………………………………………………….39
Exhibit 15: Training Strategy for PeMT & Departmental team members……………………………………………………………39
Exhibit 16: Training Strategy for Other Government employees………………………………………………………………………….39
Exhibit 17: Training Calender for different levels of people…………………………………………………………………………………..41
Exhibit 18: Estimated fund requirements chart………………………………………………………………………………………………………..43
Exhibit 19: Skill set required for resources within Government as part of SeMT……………………………………………45
Exhibit 20: Skill set required for resources outside Government as part of SeMT…………………………………………47
Exhibit 21: Skill set required for resources within Government as part of PeMT…………………………………………….49
Exhibit 22: Skill set required for resources outside Government as part of PeMT………………………………………….50
Exhibit 23: Our Approach to the Assignment……………………………………………………………………………………………………………..51
Exhibit 24: Resource outsourcing Requirement chart for SeMT…………………………………………………………………………..55
Exhibit 25: Salary Expenditure calculation for the outsourced resources of SeMT………………………………………..55
Exhibit 26: Operational Expenses chart for SeMT functioning…………………………………………………………………………….56
Exhibit 27: Training Expenditure chart for SeMT, PeMT & Departmental team members…………………………….56
Exhibit 28: Infrastructural expenses chart for SeMT functioning……………………………………………………………………..57
Exhibit 29: Outsourcing expenses chart for preparation of DPRs………………………………………………………………………..57
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Glossary of Terms
Sl# Term Definition
1 EGRM EGovernance Roadmap
2 CBRM Capacity Building Roadmap
3 DPR Detailed Project Report
4 DIT Department of Information Technology
5 GDP Gross Domestic Product
6 GoI Government of India
7 GoJ&K Government of Jammu & Kashmir
8 GSDP Gross State Domestic Product
9 NeGP National e-Governance Plan
10 NISG National Institute for Smart Government
11 PeMT Project eGovernance Mission Team
12 SeMT State eGovernance Mission Team
13 SLA Service Level Agreement
14 CIC Community Information Centre
15 ICT Information Communication Technology
16 NIC National Informatics Centre
17 ITD Information Technology Department
18 SeGP State eGovernance Plan
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EXECUTIVE SUMMARY
National e-Governance Plan (NeGP) has been developed by the Ministry of Information Technology,
Government of India aimed to build an institutional framework for effective e-Governance
implementation. It is envisaged that the implementations of select Mission Mode Project under NeGP
will bring more transparency, accountability and responsiveness to the system. The National e-
Governance Plan provides clear guidelines for e-Governance implementations and the list of areas
where the States can take e-Governance initiatives. Like all other areas, the States of Indian union
are also in different levels of eReadiness for e-Governance implementations and the aspirations from
e-Governance implementations also vary a lot. Considering the scale of e-Governance initiatives
planned under the NeGP and the technological challenges, As it is easily understandable that every
State is not well equipped in terms of manpower and skill set to drive the NeGP programme in a time
bound manner, it is envisaged to bridge the Gap with a long term strategy for e-Governance
implementation. Preparation of an e-Governance Road Map and Capacity Building Road Map is the
first step towards that goal. Department of Information Technology (DIT), Government of India has
come up with the Capacity Building initiative to develop institutional mechanisms, acquiring the
technical expertise within and outside the government, setting plans for training for the team etc.
However the capacity building scale and costs have to be in line with the e-governance initiatives. A
brief summary of e-Governance Road Map is also provided to give a complete picture of the e-
Governance Road Map. The summary gives details about the status of the current e-Governance
initiatives of the State and proposed prioritized initiatives for different Departments of the State. The
whole Capacity plan is to drive these e-Governance initiatives in different Departments for next three
years.
The e-Governance initiatives till now have been initiated by self-motivated officers. But these
initiatives were not focused on deriving synergies and standardization amongst various initiatives.
This could lead to a situation where various e-Governance initiatives are isolated and provide sub-
standard benefits of e-Governance. Hence the Capacity Building requirements in this document
focuses on the Capacities at the State level to synchronize and harmonise various initiatives.
The Road Map also details out recommendations for the institutional structure of State Apex
Committee, State e-Governance Mission Team (SeMT) and Project e-Governance Mission Team
(PeMT) along with an indicative structure for them, their composition and skill sets of the members
who will be part of the teams. A detailed analysis of the Training Institutes of the State is elaborated
along with the training requirements for the existing resources of the State. The Road Map also
elaborate the capacity requirements, which need to be outsourced from private sector, i.e. outside the
Government setup due to shortage of adequate skill set.
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1. BACKGROUND OF THE ASSIGNMENT

1.1 NATIONAL E-GOVERNANCE PLAN
The Government of India (GoI) has come up with a comprehensive and holistic program - National e-
Governance Plan (NeGP), to institute and enable mechanisms for Government to deliver citizen
services using the benefits of Information Technology. This program provides support to the e-
Governance initiatives being taken up by the Central and State Government Departments (including
Local Bodies).
NeGP is an ambitious program of the Government of India aimed at improving the quality,
accessibility and effectiveness of government services to citizens and businesses with the help of
Information and Communication Technology. It is a national level initiative which proposes rapid
deployment and scale-up of select "Mission mode Projects", creation of national IT backbone for fast,
reliable & efficient connectivity, data storage & access and Common Service Centers for delivery of
citizen services, creation of Internet portals for 24x7 access to government information and services.
The wide scope and objectives of the NeGP program highlight the enormity of the tasks ahead.
Considering the nature and scale of e-Governance initiatives planned under NeGP, the role of the
State Governments in managing these initiatives is seen as critical. It is also well recognized that for
States to play their role effectively, significant capacities need to be built / upgraded. Thus, for the
success of NeGP, it is necessary to enhance the capacities in the State Governments and its Nodal
Agencies to enable issues to be dealt with in a competent manner, with a holistic perspective and with
speed.
It is in this context, NeGP necessitates State Governments to prepare:
An e-Governance Roadmap (EGRM) clearly defining the e-Governance Vision and strategies
to achieve the Development agenda of the State and provide good governance to the citizen
leveraging ICT as an enabler tool. EGRM also depicts the big picture of e-Governance Blue
print of the State Government.
Capacity Building Roadmap encompasses suggestions for structure of the institutional
framework; capacity requirements in line with the e-Gov Roadmap and the Training need
analysis to build the internal capacity of the Government.
1.2 CAPACITY BUILDING – THE CONTEXT
Capacity Building is an area of lot of emphasis and Government of India wants every state to address
capacity building requirements. It has been observed that most states in India are ill equipped in terms
of personnel and skill sets required for program managing and implementation of the e-governance
projects. National e-governance Plan (NeGP) is one of the most ambitious programs of the
Government of India, and capacity building is a critical factor for its success.
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Under NeGP the state governments have been provided flexibility to augment their capacities. The
aim of Capacity Building is to make the states better placed to envision and steer the NeGP program
in a “projective mode”. A special Budget entry has been incorporated and funds earmarked for
providing Additional Central Assistance (ACA) to all the states for initiating the NeGP. The criticality
and importance of Capacity Building can be judged from the fact that the initial ACA is primarily meant
for capacity building.
The Department of IT (DIT), Government of India (GoI) has also released detailed guidelines for use
of the funds. The guidelines require State Governments to prepare a comprehensive proposal for
capacity building.
Jammu & Kashmir has been quick enough to recognize Information and Communications
Technologies (ICT) as an enabler to empower its citizens. Keeping in view its current IT initiatives and
future plans, a comprehensive e-Governance roadmap has already been prepared for J&K as the first
part of this project. This e-governance roadmap has been used to chalk out the capacity building
requirements.
Capacity Building Roadmap addresses the following:

Setting up appropriate institutionalized framework for e-Governance
Identification of people with required skill sets for augmenting existing capacities
Leveraging the internal Capacities of people within the Government through adequate training
Involvement of professionals from the Privates sector in different areas to complement the
existing government capacities.
Training Needs Assessment
This document titled “The Capacity Building Roadmap for J&K” covers Capacity building strategy,
institutional structure, the training requirements, schedule and mechanisms for augmenting capacity in
the state.
1.3 APPROACH AND METHODOLOGY ADOPTED FOR CBRM

The Capacity Building Roadmap analyzes the strengths and weaknesses of existing institutional
structures. It also analyses the current capacities available within the Government at the state level
and individual department level for e-Governance. Through elaborate discussions with different
stakeholders, a gap analysis was carried out. Finally a Capacity Building roadmap has been
developed so that the existing gaps can be plugged at the state as well as individual department level.
Capacity Building Roadmap (CBRM)
Structure & Composition Capacity Training Training

Institutional of Teams Need Need Strategy
Framework
Exhibit 1: Approach to the Capacity Building project
The approach for the Capacity Building Roadmap started with making an assessment of the “As Is”
status. Based on the existing and future IT initiatives, a “To Be” scenario was prepared. The capacity
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needs and the training needs were arrived at after taking into consideration the e-Governance
roadmap, the institutional structure in the state and the gap between the “As Is” and “To Be” status.
“As-Is” Study
The Approach for “As-Is” Study was:

Assessment of capacities available in areas of Project Management, Change Management,
Financial Management and Technology Management in departments taken up for study in the
State
Analysis of Strengths and weaknesses of the existing institutions and structure to plan and
implement e-Governance Initiatives.
Evaluation of training initiatives of the Capacity Building Institutions in the State, their course
content, coverage and reach
Assessment of the capacity of the nominated State Nodal Agency
“To-Be” study
The Methodology for the “To-Be” study was:
Knowing the future ICT initiatives of the state and of individual departments and assessment
of capacities that would be required in a five year perspective for implementing the future
Projects in the pipeline. E-governance Roadmap was studied in detail.
Finalizing the nature, extent of Capacity and talent pool that needs to be developed in house
and also through external participation in line with the state e-Government roadmap
How do we reach: Capacity Building
The Gap assessment included detailed discussion with officials of Government of J&K, which
included:
Finalization of the Capacity Building Framework of the State at the Apex Level, Program
Level and Project level
Strategies for strengthening the training Institutions and level of competencies and for
leveraging their infrastructure for the Capacity Building Exercise
Preparation of comprehensive State Government Strategy and plan for composition of SeMT
& PeMT
Detailed strategy on how the designated agency would undertake capacity building, following
the option of judicious mix of options, and develop an overall training strategy.
How do we stay there: Sustainability strategy

Sustainability strategy for the government has been drawn up as follows:
Assessment of Continuous training requirement for building internal capacity of Government
Developing the in-house capacity of the Government by motivating the employees. This could
be through monetary and non-monetary incentivisation of the employees.
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1.4 SCOPE OF THE REPORT
The Capacity building roadmap would primarily address three specific gaps:
Lack of Personnel with appropriate background and aptitude, covering four areas of, Change
Management (Training & Process Improvement), Financial Management and Technological
areas and Program Management
Inadequate skill sets of personnel already deployed, leading to further study and capacity
building measures of existing training institutions within the State and also explore options
outside the State with the supporting Training policy for the entire State.
Lack of appropriate institutional framework to handle the programme. Institutional structure
covering State Government strategy composition of SeMT and PeMT, project management
structure to address institutional capacity building, state level program management and
departmental level for projects
1.5 STRUCTURE OF THE REPORT

The Structure of the report would be broadly in these areas:
Section 2: This section covers the Summary of EGRM covering existing and planned r-Governance
initiatives
Section 3: This section covers the existing institutional & Governance structure for e-Governance in
Jammu & Kashmir
Section 4: This section discusses the Capacity need analysis, gap analysis at the current stage and
strategy to bridge the gap and the training and change management need analysis is also carried on
the section.
Section 5: This section covers the training institutes, their strengths and weaknesses and identification
of gaps in institutional framework of training and strength & weakness of the training capacity of the
State.
Section 6: This section covers proposed institutional & governance structure for the State, the SeMT
composition, skill set and experience required for the team members and indicative PeMT structure
for departments.
Section 7: This section covers the Training Strategy for the State as part of Capacity Building
initiative.
Section 8: This section details the financials for next 3 years
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2. SUMMARY OF EGRM
2.1 ONGOING E-GOVERNANCE PROJECTS & THEIR STATUS

Government of Jammu & Kashmir has taken few IT/e-Governance initiatives in the State, mainly in
the area of Departmental automization. Very few initiatives have taken place in the area of Citizen
centric services of various Departments of the State. Information Technology Department was formed
in 2002 and NIC State unit is working in the State from the inception since October, 1988. NIC and IT
Department are working together for successful implementation of the initiatives in the State.
IT infrastructure projects
IT infrastructure Projects form the backbone for all IT and e-Governance initiatives of the State. Many
of the Departments are having Local Area network. No dedicated reliable connectivity is available
between the Districts with the Capital of the State.
J&K has taken a lead in setting up 110 Community Information Centers (CIC) across the
remotest of regions in the J&K among the sanctioned 135 CICs for the State. These have
been done with an aim to bring Information Technology to the grass root level of people.
These centers have also been instrumental in taking Information Technology to the remotest
part of J&K in terms of providing training and other IT facilities to the rural mass. In Jammu &
Kashmir, there is a lot of potential for using the CICs as service delivery centres for different
Government services.
However as per the e-Governance Roadmap, the State Wide Area Network and State Data
Centre would be required for successful implementation of these projects.
Further the J&K IT Department has implemented Secretariat Knowledge Information
Management System (SKIMS) / SMARTGOV, which include combination of total 274
functionality cater to the day to day working of almost all the department and keeping the
record of all secretariat related communications. SMARTGOV mainly handle the email
communication, scheme management, CM / Governor communication and knowledge
management related to departments of J&K State.
The e-Governance roadmap would revolve around the reach of 110 CICs at one end and
computerized Secretariat at the other end.
Departmental e-Governance Projects

Some of the IT initiatives has already been taken in some departments of the State. The inititaives are
in various stages of implementation. Few initiatives has already gone live and few are in the process
of implementation. The snapshot of the implementations are enumerated below:
Departments Initiatives
Transport Computerization of New Registrations
and Learner Licenses
Elections Computerization of electoral roll
Exhibit 2: Current IT initiatives of the State
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• Transport Department implemented two softwares named VAHAN and SARATHI in the RTO,
Lakhanpur, as a pilot site. Vahan software handles the computerized registration of new
vehicles and token taxes for new vehicles. Sarathi software handles the computerized
Learner License operations. Both the softwares are on live run for last three months in the
office.
• An elaborated system has been implemented in Electoral department to computerize the

electoral rolls for J&K State. System is designed to handle complete details of voters,
constituency, address, profile of candidates and declarations. Complete details are made
public using a comprehensive dynamic web portal. The system is evolved to handle data
entry in URDU language and same data is translated in Hindi also and available on the portal.
Other IT initiatives across the State

Some of the other notable achievements are as follows:
• The NIC State unit hosts and maintains the official website of the Government of Jammu &
Kashmir. The Website contains of a rich repository of information useful for the Government
employees as well as the common masses, ranging from the latest News, employment
opportunities in the Government, tenders being floated by the Government to the latest
Promotions and transfers taking place in the Government.
• The Website of Transport Department, Government of Jammu & Kashmir is providing forms
for all License & Registration related transactions in the site, applicable fee details, guidelines
for different transactions, statistical data in terms of Vehicle Population & Revenue Collection
is displayed in the site. Apart from it, the Road signs, Distance & Fare details are also
provided in the site and the Token Tax rates for different category of Vehicles are mentioned
in the site.
• Similar kind of portals with various services and informations for the citizens are available for
the Finance, Employment, Tourism, Vigilance and Horticulture Department. All tenders of the
State are also floated in the web sites of the State.
2.2 E-GOVERNANCE VISION
The e-Governance vision and mission was prepared for the state based on the stakeholder needs,
on-going/planned projects, the development agenda of GoJ&K and the socio-economic conditions of
the state.
e-Governance Vision
e-Governance Vision Statement of the State is
“Jammu & Kashmir will utilize IT as a tool to bring transparency, accountability, efficiency &
responsiveness in to deliver better services to citizens.”
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2.3 E-GOVERNANCE PRIORITIES
The e-Government Roadmap has been prepared for Jammu & Kashmir to identify the various IT
initiatives required in different Departments of the State. The prioritization of IT initiatives and
Departments has been arrived at after a detailed analysis of various factors. The blueprint diagram is
a depiction of the outcomes of visioning and strategic planning processes, which sets out the big
picture of the key areas of e-Government initiative and their relationship. It is a snap shot of all the
Departments where the state needs to undertake recommended initiatives to achieve the goals of the
e-Governance roadmap. The following criterias are taken to arrive at the prioritized initiatives and
departments:
State e-Governance Vision and Mission
Development and Governance vision of the State
Socio Economic Conditions of the State
Cultural and historical analysis of the State
Political aspirations of the State
Stakeholders needs and expectations
Uniqueness of the State
eReadiness of the State
National e-Governance Plan
Other
Initiatives
Industry
Civil Supplies
State High Priority
initiatives
Home
Health
Power
E-
Procure
Law ment
Educati Finance
Rural on
Core
HRMS
Develop SWAN Projects
Tourism Data
Center PWD
Agricul Revenue
ture
PHE
Urban
Develop
Employment
Transport
Social Welfare
Exhibit 3: Big Blue Print Diagram

State Mission Mode Projects
The State Mission Mode Projects has been arrived at, after a detailed analysis of the State’s socio
economic conditions and current status of IT initiatives. In the process, emphasis has been given to
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some of the sectors which would address the socio-economic priorities of the state. The following are
the key socio-economic indicators, which govern the e-Governance priorities of the state:
• A large percentage (75.19%) of the population live in Rural Areas of the State.
• Low productivity in agriculture and allied sectors has impeded employment and income
generation.
• Special status of the state as some of the GoI policies and rules are not applicable for the
State of Jammu & Kashmir.
• Poor industrial infrastructure along with the poor investment climate has left the industrial
sector in its infant stage.
• The Governance and Development vision of the State is focused towards the social sector
upliftment.
• Major areas of the State are under Forest and the hilly terrains make the communication
facility more difficult.
• Agriculture, the predominant sector of the economy of Jammu and Kashmir, supports about
80 per cent of its population.
• The state suffered due to militancy for a long period from 1989 onwards resulting in erosion of
the tax base, increase in expenditure, depletion of infrastructure and various other factors.
Considering the above factors into account, the following sectors have been chosen as Mission Mode
Projects for Jammu & Kashmir:
1 Agriculture MMP
2 Transport MMP
3 Land Records (Revenue) MMP
4 Property Registration (Law) MMP
5 Municipalities (UD & UH) MMP
6 Finance MMP
7 Labour & Employment MMP
8 Health SMMP
9 Education SMMP
10 Public Works Department SMMP
11 Public Health Engineering SMMP
12 Power SMMP
13 Rural Development SMMP
14 Urban Development SMMP
Exhibit 4: Mission Mode Projects for Jammu & Kashmir
The initiatives have been categorized at three different levels, namely

• Core Projects – Core Applications & Core Infrastructure Projects, which are common across
all the departments, for e.g. HRMS, e-Procurement, SWAN, Data Centre etc.
• Group Initiatives – Applications, which are common across a few departments of the state,
for e.g., GIS, Grievance Redressal etc.
• Departmental Initiatives – Applications which are specific for the department, for e.g,
Inventory Management system for Food & Civil supplies, Disease monitoring system for
Agriculture department etc.
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Chart of all priorities initiatives
The table below depicts the prioritization of the departments for NeGP and the various initiatives to
be taken by various departments. These have been detailed out in e-Governance Roadmap report.
eGovernance Roadmap Initiatives

Core Infrastructure Project
State Wide Area Network (SWAN)
Data Centre
Core Applications
Human Resource Management System (HRMS)
e-Procurement
Other Initiatives
Core Initiatives for all the Departments eMail/Internet in all Departments
Geographical Information System
Group Applications Integrated Applications Grievance Redressal System
across few Departments Disease Surveillance & Monitoring System
Web Portal
Mandi Management System
Computerization of Co-Op Banks
Inventory Management for Agriculture & Food Products
Agriculture Kiosk Application
Web Portal
Tourism
Management Information System
Departmental Database
Connection with Hotels, Lodges & Restaurants
Social Welfare Web Site
Scheme Management System
Departmental Initiatives
Database of all Beneficiaries

Automated Payroll System
Computerization of Commercial Tax
Fund Organization Computerization
Finance Check Post Computerization
Automated Ration Card System
Consumer Affairs & Public Distribution
Inventory Management System
Forecasting System
Centralized Database
Connectivity with Godowns and FCIs/PDS
Power Development Inventory Management System
Energy Accounting System
Bill Automation System
Vehicle Registration Automation System
License Automation System
Transport Check post computerization system
Property Registration Automation System
Law Court case Monitoring System
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Land Records Automation System

Revenue Scheme Management System
Hospital Information System
Health Resource Management System
Scheme Monitoring System
Integrated Village Information Portal
Rural Development Village Community Information System
Gyan Rath
Integrated Education Information System
School Management System
Education Administration System
Education MIS for secondary & higher education
Website
Single window clearance system
Management Information System
Industries & Commerce Online Verification System
Integrated Urban Development System
Grants Monitoring System
Urban Development & Urban Housing Municipality Information System
Web portal
MIS Application
Public Works Department Inventory Management System
Public Health Engineering Billing Automation System
Computerization of Employment Exchanges
Labour & Employment Web Portal
Labour Management System (Computerization of Labour Department)
PF management System
Exhibit 5: Initiatives for the prioritized departments
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3. COMPONENTS OF CAPACITY BUILDING
3.1 EXISTING GOVERNANCE STRUCTURE & INSTITUTIONAL FRAMEWORK
The Information Technology Department was formed in the year of 2002 by the State Government to
act as a nodal agency for implementation of all IT initiatives and to meet the IT requirements of
different Departments. The IT Policy and Web Policy of the State has already been formulated. The IT
Department has been set up to assist other Departments in their IT needs. The department also
attends to any hardware problems being faced by the Departments, rectifying networking faults,
coordinating implementation of various software packages. The National Informatics Centre has also
established 110 CICs in the State among the sanctioned 135 CICs for the State, to promote
Information Communication Technology (ICT) to the rural masses and to provide IT benefits to the
citizens who stays in rural areas. These have been done with an aim to bring Information Technology
to the grass root level of people. These centers have also been instrumental in taking Information
Technology to the remotest part of Jammu & Kashmir in terms of providing training and other IT
facilities to the rural mass. In Jammu & Kashmir, there is a lot of potential for using the CICs as
service delivery centres for different Government services.
Roles and Responsibilities of IT Department
The roles and activities of Information Technology Department include:
• Coordinating with Hardware vendors and other institutions for early resolution of issues.
• Introducing e-governance initiatives for empowering the citizens with faster service delivery
and transparency in the system.
• Imparting IT training to the Government employees of other Departments.
• Bringing more efficiency to the administrative setup through introducing customized softwares
and computerization of the critical business processes.
• Introducing latest communication technologies in the State.
• Executing Hardware purchase proposals for other Departments of the State.
• Bringing more efficiency to the Citizen Centric Services through introduction of IT.
• Encouraging establishment of IT parks and to drive industry friendly policies to attract private
institutions for greater investment and setting up of industrial establishments in the State.
• Coordinating various efforts with NIC for proper execution of the initiative.
Roles and Responsibilities of NIC State Unit

The NIC State unit was formed way back in October ,1988 in the State of Jammu & Kashmir to drive
the information technology in the state. The NIC is headed by the State Informatics Officer supported
by Project leaders and District Informatics Officers, which are present at the district level in the entire
state. The NIC State unit has contributed in the IT implementations of the State. Most of the IT
initiatives are getting implemented by the state unit of NIC. The NIC State unit works with IT
Department, Government of Jammu & Kashmir, hand in hand to provide the IT benefits to the citizens
of the State. The main roles and responsibilities of the unit are detailed below:
• Software development for different Departments of the State.
• Development, hosting and maintenance of Web Sites for different Departments of the State.
• Maintaining repository of all data in the servers and regular backups of the same.
- 18 -
• Problem resolution for developed softwares, which is running in different departments.

• Maintenance and IT support to all 14 district headquarters
Existing Interface Mechanism
Most of the central government sponsored e-governance initiatives are implemented by NIC with an
active support from IT Department. Providing training to the existing employees to run the IT systems,
providing infrastructure and technical expertise for software development is the responsibility of NIC
State unit. IT Department also implements projects for individual departments and provide training to
the employees on regular basis. Although, it is well understood that the IT Department and NIC work
in collaboration, but the success of all the initiatives depend on how closely and actively both the
institutes are able to coordinate and synergize their efforts for a greater cause of all round success in
Jammu & Kashmir. Considering the huge task of implementing National e-Governance Plan (NeGP)
in the State in the coming years successfully, sound coordination mechanism to ensure integration,
consistency and coordination across and within departments need to be established. The institutional
framework proposed under NeGP is a step in this direction.
Analysis of the existing institutional framework

Department of Information Technology is envisaged to play lead role in the e-Governance
implementation in the state, but due to shortage of manpower and lack of institutional framework has
resulted in a position where IT Department is having a very little role to play in the e-Governance
implementation in the state. There is strong need to strengthen the Department of Information
Technology, it may be noted that proposal to establishment of Directorate / Society has already been
taken and appropriate policy and guidelines are in process of formulation. Department has also
proposed the increase in competent manpower to manage the e-governance initiative in the state.
The as-is analysis is as follows:

• There are no full time resources available with departments that would look into and drive IT
and e-Governance initiative.
• Most of the departments do not have technical experts, which can provide advise on technical
issues. With IT Department not adequately staffed to provide full time technical expertise to
all the departments, this becomes a constraint for the departments to initiate and implement
e-Governance projects.
• Further for projects that are live, the departments’ do not having the requisite IT skilled
personnel to implement e-Governance initiatives.
• The current resources available within the Government require upgradation of knowledge and
skill-sets through specialized training.
• At a state level, there is a requirement of resources having expertise in specific areas which
have not been conventionally emphasized like Financial Expertise, for at the state Level in the
following areas
o Designing and standardizing issues pertaining to database, networking, IT security
issues etc.
o Developing Solution Architecture and framework for the entire state
o Carrying out financial modeling, to ensure long term sustainability of the projects
o Having relevant expertise in the area of Process re-engineering
o Program managing of the various initiatives in the state and provide support and
direction, as and when needed
- 19 -
4. TRAINING & CHANGE MANAGEMENT NEEDS
4.1 STATE LEVEL CAPACITY NEED ANALYSIS (CNA)

After evaluation of the existing training capacity of the State, it has been found that the existing
training infrastructure and capacity for imparting training will not be sufficient for the State to train the
capacities for implementation of the ambitious e-Governance Road Map and NeGP in the State.
During the study of the current initiatives, it came into a big way that the ongoing e-Governance
Projects in the state are driven through teams which are formed on task basis and not by an
institutionalized team or task force and the implementation is done mainly by the NIC State unit, IT
department resources and few people from the line department. Due to shortage of trained people
and institutional framework for e-Governance, some of the initiatives are facing stiff challenges in
terms of sustainability, implementation, ownership and roll out at the State level.
The Capacity needs identified for the State are:

• Full fledged training centre with all modern infrastructural facilities for specialized courses for
Government employees
• Skilled faculty with relevant experience with strong domain knowledge
• Dedicated full time trainers for the training institutes
• Periodic training programmes for the trainers to keep them well updated on technologies
(Train the trainers)
• Establishment of training need analysis mechanism
• Catering to the training needs of all the government employees of the State in all regions
• Upgradation of the training facilities in IT Department and IMPA with more infrastructure and
skilled resources
• Analyzing the training needs of various department employees
• Making a training calendar for the year taking every department employees into consideration
after training need analysis
• Collaborations and partnerships with other Institutions (including private institutions) for
specific training needs
• Bringing subject expert from the industry to impart knowledge to the employees on
requirement and shortage of capacity in the State
4.2 GAP ANALYSIS & STRATEGY TO BRIDGE THE GAP

The Capacity Gaps identified for the State after detailed analysis are:
• Shortage of Personnel with appropriate skill set and aptitude
• Inadequate skill sets of personnel already deployed
• Lack of appropriate institutional framework to handle the program
The Capacity Gaps in the above mentioned areas along with the Strategy to bridge the Gap are
detailed below:
- 20 -
Shortage of personnel with appropriate skill set and aptitude

The best practices across the world suggest that for successful implementation of e-Governance
initiatives in a State requires a judicious mix of domain experts, IT literate resources and e-
Governance champions from the Departments of the State and professionals and industry experts
from the Private sector in specific skill areas. Government of Jammu & Kashmir requires a right mix of
resources with appropriate background and skill sets from within the state government and
professionals from external agencies. The right mix of resources would be helpful in prioritizing,
conceptualizing, developing and managing the e-Governance projects within the State. The areas of
expertise identified as being necessary for handling program/ project level issues are:
• Program Management (at State level)

• Project Management (at Department level)
• Change Management (both at State and Department levels)
• Financial Management (both at State and Department levels)
• Technology Management (both at State and Department levels)
To bridge these gaps a judicious mix of two approaches would be required:

• Sourcing of carefully selected personnel from government, central agency e.g NIC, DOEACC,
C-DAC etc, with required background and experience
• Sourcing personnel from the private sector. Please refer Annexure II for Knowledge and Skill
set suggested for outsourced Agency Personnel.
Inadequate skill sets of personnel already deployed
The major goal of the Capacity Building exercise is to evaluate the existing competency level of the
people and based on those findings, formulate strategy to build and further develop the IT
competencies of people in various departments of the Government who are expected to play crucial
roles in implementation of e-Governance initiatives in future. The existing capacity gaps in the
Government in the technology areas will be augmented with adequate training programmes. And the
capacity gaps in the areas of Project Management, Change Management and Financial Management
will be addressed through a mix of training and private participation. The broad strategy for
addressing all these capacity gaps will be training, leveraging the training infrastructure of the
Capacity Building Institutions of the state and taking required resources through private participation
in case of shortage of resources within the setup.
Lack of appropriate institutional framework to handle NeGP

Most of the e-Governance and IT initiatives in the State are driven through a specific group of people
and e-Governance champions. But the earlier experience shows us that removal or relocation of a
specific person from the department brings a complete halt to the whole initiative. This gives us the
direction to build an institutional framework for e-Governance to handle this kind of ambitious e-
Governance initiatives. The institutional framework best suited for State is proposed in this document.
4.3 TRAINING & CHANGE MANAGEMENT NEEDS ANALYSIS (TNA)
Existing Training needs

In the current setup, training is given to the employees of different departments in the State
Government mainly in computer basics. Very few specialized trainings are organized for them.
- 21 -
Technologies in the space of IT is changing so rapidly that it is getting hard for well updated people to
keep pace with it. Considering this scenario, there is an urgent need for regularly upgrading the skill
sets of the employees. The immediate training needs for the State are as below:
1. Advance training to the technical employees of IT Department and specific departments in the field
of:
• Database management
• Networking
• IT security
• GIS
• Hardware trouble shooting
2. Change Management training to all Gazetted officers in the state so that they can drive the e-
governance projects in their department. It have been observed that there are areas of resistance to
e-Governance due to the following factors:
• Little knowledge of essentials of e-Governance
• Minimum technology exposure
• Lack of in-depth understanding of the benefits
• An adjustment to new way of working
• “What’s in it for me?”
The training needs and skill enhancements requirements will vary for different levels.
Policy maker level

Training courses need focus in various areas of e-Governance like principle of e-Governance, GPR,
PPP initiatives, Policy-making, strategy, program management and user level training. Some of the
issues related to training are:
• Principles of e-Governance
• Working knowledge training in:
Government Process Re-engineering (GPR)
Public-Private-Partnerships
Technology architecture and standards
Program development, Project selection & Management
Financial modeling
Change management
• e-legislation insights and cyber laws
• Vendor Management
• Awareness on issues related to e-Security
• Study of best practices, case studies and international models
SeMT
All the members of SeMT need to develop skill-sets to handle the issues of overall policies, strategies,
technologies, common infrastructure etc. in an effective manner. The training need is also dependent
on the knowledge and skill set that will be available with the member. The areas of training for SeMT
are:
• Project Management
• Principles of e-Governance
- 22 -
• e-Security
• Leadership & Motivation
• Boundaries and coverage of e-Governance in the day to day functioning
• e-legislation insights and cyber laws
• Program management with emphasis on change management
Project evaluation and award
Project monitoring and control
• Technology management
IT Trends in the industry linked to selection, acquisition, development, and installation
of major information systems
IT security
Standards for systems, applications and processes required for program
management
Holistic overview for interoperable, standardized and scalable systems in the state
IT policy and standards relating to the interdependencies, overlaps, conflicts,
standards, architecture, security, legal aspects etc.
• Financial management
PPP models
Outsourcing
Need analysis, solution recommendation, vendor selection, implementation, training,
and post-installation support
• Change management
Government Process re-engineering
Best practices
PeMT & Departmental Team members
PeMT and departmental IT committees will both be responsible for implementation of the project. The
training needs are similar, but training needs will vary from department to department and project to
project. The training needs are:
• Project Management
Project plan integrating timelines, roles and responsibilities
Monitor/track and report status regularly
Develop communication plans
Monitor SLAs with vendors
Establish project control mechanisms like responsibility matrix, escalation matrix, etc.
• Financial Management
Financial modeling
Fiscal Monitoring & Budgeting
Public Private Partnerships
Inventory (or asset) tracking
Outsourcing
• Technology related issues
Network design and related issues
Database administration
IT Security
E-commerce
GIS
- 23 -
Software development related issues

Quality Assurance
Latest technological solutions - interoperable, standardized and scalable
Change Management
Business Process Re-engineering
Department specific change management issues
Other Government employees
The training given to the government employees at present is basic computer awareness training.
Apart from this there is also a need for:
• Advance computer training for individuals who use computers more frequently
• Training in specific software for end users
• Training in systems administration
- 24 -
5. INSTITUTIONAL FRAMEWORK FOR TRAINING
5.1 INSTITUTIONAL FRAMEWORK FOR TRAINING

There are three main blocks of the institutional framework for training in the State of Jammu &
Kashmir for providing training to the Government employees of the State. All the three institutes work
coherently for building capacities in the government employees of the State. Though the training
programmes imparted by these institutes are not of very advanced level and no fixed institutional
training framework exists in the State. The training programmes are arranged as and when required.
The role of all the three major training institutions in the existing setup and the trainings imparted by
these institutions, are detailed below:
Information Technology Department (ITD)

Information Technology Department (ITD) is envisaged to play the lead role in the Capacity Building
of the Government employees by providing training in different related areas. In the existing scenario,
few training programmes are organized for the employees of the Secretariat and running of the CICs
are handled by the IT Department. But looking at its potential, IT Department is having a greater role
to play in the NeGP implementation and capacity building initiative of the State. Some of the key
areas training where IT Department plays a greater role are:
Computer training for Government employees: One of the primary roles of IT Department is to train all
government employees. For this, it conducts training courses for the employees on computer
fundamentals, internet concepts and arranges training programmes on various software packages
through other organizations / institutions.
Training programmes through CICs: Trainings are also imparted to the rural masses and grass root
level people through 110 CICs of the State. To bring more structured approach to these training
programmes and to provide advanced courses, IT Department has taken an initiative to provide IT
trainings through DOEACC in the CICs of the State. It would help the rural masses to extract more
value through these kinds of courses. The courses provided in CICs vary from basic computer training
courses to advanced level courses. The training programmes are intended to train the rural people to
take up the citizen services at the block level and to work as part of the system as it is envisaged that
after implementation of NeGP, services of various departments will be provided at block levels
through CICs and service delivery centres.
J&K Institute of Management, Public Administration & Rural Development (IMPA)

IMPA is a training institute under General Administration Department of Government of Jammu &
Kashmir. The main role of this training institute is to provide administrative and IT training to the
government employees of the State. The institute runs very specialized courses also in many areas.
The existing infrastructure and faculty are not adequate to train all the government employees of the
State. IMPA is having their institute in both Srinagar and Jammu. The training institute in Jammu and
Srinagar has multiple halls for training. But the training centres need to be equipped with all modern
equipments and interactive systems. The training courses provided here are more focused towards
administrative trainings and not mainly for IT training.
- 25 -
National Informatics Centre (NIC)

NIC as the major technical stakeholder of the Government setup has a greater role in imparting
training to the Government employees. The training courses provided by the NIC State unit ranges
from basic computer training to Application software training, which is project specific. NIC conducts
training on much regular basis based on the request received from various departments on
requirement.
5.2 EXISTING TRAINING CAPACITY

IT Department Training Infrastructure
Faculty
There is no dedicated training faculty in IT Department in the current setup.
• Department has outsourced few trained persons from other departments to impart basic
computer training required to use Internet, MS Office etc.
• Department coordinates between 110 CIC Operators and DOEACC Society to impart basic
and advance computer training to rural people using CIC centers.
Infrastructure
A separate training hall with the capacity of approximately 40 people is dedicated for all training
programmes in the IT Enclave of the Secretariat, Jammu. Department has dedicated Computers used
for training purpose. The training hall is equipped with basic training infrastructure like LCD projector,
white boards etc.
IMPA Training Infrastructure

Faculty
The total faculty strength of the institute is 22. However there is no dedicated faculty is available for IT
training.
Infrastructure
IMPA has 3 training rooms (with a seating capacity of 25-30 each) in Srinagar and 2 training rooms
(with a seating capacity of 25-30 each) in Jammu. The institute has its own Computer Labs at both the
locations. The Jammu Computer Lab is having 14 desktops and Srinagar Computer Lab is having 6
desktops, which are used during the IT training programmes. Apart from it, 26 desktops are available
with the faculty section of the Srinagar Institute and 16 desktops are available in the faculty section of
the Jammu Institute. The training hall is equipped with basic training infrastructure like LCD projector,
white boards etc. Internet connectivity is available in the desktops of the faculty sections of the
Institute.
5.3 TYPE OF TRAINING
Trainings by IMPA
IMPA has provided training in various areas to the employees of the State. In total 2585 people were
trained during the FY 2005-06(upto Dec’05). Some of the relevant areas of training are mentioned
below:
- 26 -
Type of Training Methodology

Workshop on Rights to Information Act-2005 Workshops
Training course on Financial Management Classroom Training
E-Literacy programme for enhancing Information Classroom Training
Technology Applications - Capacity Building
Training course on Managerial Skill Development Classroom Training
Workshop on Community Information Centre Project for Workshops
BDOs & DIOs
Workshop on Computer Awareness & Internet networking Workshops
for IMPA Staff
Workshop on “Training Needs Assessment” for elected Workshops
representatives of Municipal Corporations/Councils
/Committees
Workshop on Modern trends in Training Workshops
Courses on Total Quality Management Classroom Training
Courses on Disaster Management Classroom Training
Courses on Effective office Management Classroom Training
Courses on Transparency & Accountability in Government Classroom Training
Courses on Self Development & Time Management Classroom Training
Courses on Combating Corruption Classroom Training
Courses on Office Management & Procedures Classroom Training
Exhibit 6: Major trainings provided by IMPA in the current year
5.4 TRAINING STRATEGY

Though IT Department is yet to formulate any formal training strategy for the Department. But as a
part of capacity building initiative, Information Technology Department (ITD) intends to train all the
state government employees in the next three years in terms of basic IT training and computer
literacy.
5.5 TRAINING NEED ANALYSIS MECHANISM

A training need analysis mechanism needs to be established.
5.6 REACH IN DIFFERENT REGIONS OF THE STATE

Information Technology Department (ITD) is having a training centre in the IT enclave at Jammu,
Secretariat and planning to build a similar training centre in Srinagar. In addition, IMPA also has its
own training centres in the Jammu & Srinagar. Presence in both the regions would help in providing
training to maximum number of government employees in the State. For providing training courses to
the rural masses of the State 110 CICs are utilized fully as it is having a much greater reach in the
State.
5.7 COLLABORATIONS AND PARTNERSHIPS WITH OTHER INSTITUTIONS

At present, IT Department or IMPA is not having any formal collaboration or partnerships with private
institutions. In some cases, specific departments arrange training programmes through DOEACC/
- 27 -
private institutions. IT Department also arranged training programmes for SMARTGOV product
through TCS in the Secretariat level.
5.8 TRAINING SCHEDULE

There is no formal training schedule. The trainings are conducted on need basis.
5.9 STRENGTHS & WEAKNESSES
Strength Weakness
• Awareness and training • No Training Need Analysis
programmes for rural masses mechanism
• Fully functional training body, • No Institutional mechanism for
IMPA Training Need Analysis
• Good coordination with NIC • No policies related to Capacity
Building
• No quantitative and commonly
accepted basis of establishing
whether the training has been
successful.
• No Mechanism to ensure
integration, consistency and
coordination
Exhibit 7: Strength & weakness analysis of the Training capacity
- 28 -
6. PROPOSED INSTITUTIONAL & GOVERNANCE

STRUCTURE
6.1 INSTITUTIONAL FRAMEWORK
The Capacity Building Guidelines issued by

Program Steering Council
Government of India has suggested creation of
Institutional Structures to promote and manage the e-
Governance. However the following steps may be
needed to align itself with the structure proposed in the
State Apex Committee
GoI Guidelines:
• Form a Program Steering Council (Vision &

Policy Level)
ITD
• The State Apex Committee (Monitoring &
Policy Level)
• State e-Governance Mission Team (SeMT)
(Program Level)
• Project e-Governance Mission Team
(PeMT) (Project Level) SeMT PeMT
Proposed Institutional framework
As per GoI Guidelines, the following structure would provide the support and drive for e-Governance
Project. It is proposed that the Program Steering Council would be formed under the
chairmanship of the Chief Minister of Jammu & Kashmir. The Apex level Program Steering Council
would provide overall vision, broad policy direction & guidance to the State Apex Committee for
current & future e-Governance initiatives in the State.
As proposed, the State Apex Committee for e-Governance would be headed by the Chief
Secretary supported by the Line Secretaries. The State Apex Committee would work together to
provide strategy direction and oversee the State e-Governance program. It is expected that the
Committee would prioritize e-Governance initiatives in the State following the NeGP guidelines. One
of the major tasks of the Committee will also be to ensure sound inter departmental coordination for
all the initiatives & help in synergizing efforts across the state.
SeMT- The proposed SeMT would be formed to support the Program Steering Council & State Apex
Committee in all the initiatives through participation in overall direction, standardization, program
management of e-Governance initiatives running in the State. All interdependencies, overlaps,
conflicts etc. across projects as well as core and support infrastructure shared across several projects
would fall under the purview of this group.
- 29 -
It is proposed that Departmental Committee and Project e-Governance Mission Team (department
wise) would be formed for each project (the exact structure would be dependent on the project
requirements) funded under NeGP.
6.2 STATE E-GOVERNANCE APEX COMMITTEE
Structure
The Apex Committee Structure for the State should have the following composition
Chief Secretary Chairman

Secretary IT Member Convener
Secretary Finance Member
Secretary Planning Member
Line Secretaries of prioritized Members
Departments
Secretary GAD Member
Domain/ Technical Experts Special Invitees
Exhibit 8: Proposed Apex Committee Structure
Roles & Responsibilities

• Provide overall vision, broad policy direction and guidance to the State e-governance
Program (SeGP), i.e. State specific projects under NeGP
• Provide strategic direction and oversee the SeGP
• Ensure inter-departmental coordination
• Providing frameworks and issuing broad guidelines for SeGP
• Ensure that the initiatives and action are in line with the NeGP Guidelines
6.3 STATE E-GOVERNANCE MISSION TEAM (SEMT)
It is proposed that the SeMT would be a dedicated capacity at the State level to provide an overall
direction, guidance, standardization and consistency through program management of e-Governance
initiatives running in the State Government. SeMT would serve as a secretariat of the IT Department,
though technically the Society formed for the implementation will be the part of the whole setup.
6.3.1 Requirement Analysis of SeMT
The requirements for SeMT for the state of Jammu & Kashmir were identified after a detailed analysis
of the following parameters:
State e-Governance Plan
Average composition of SeMT
NeGP Guidelines
- 30 -
Chairman, SeMT (IT Secretary)
Director (IT), Member Convener
Program Change Finance Technology

Management Wing Management Wing Management Wing Management Wing
. Prog. . Business . Head Finance . SIO, NIC

Management Transformation & . Director, IT
expert (Addl. BPR expert (Preferably an Department
Secretary/ . Professional officer at the . Technology
Special secretary Senior Consultant level of Addl. Architect
or higher level) for Business Secretary from . Operations &
Process the Finance IT
. Professional Reengineering Department) Infrastructure
Programme Management
Manager Expert
Institutional Structure of State e-Governance Mission Team (SeMT)
Skills Program Change Management Finance Technology Management

Management Management
an officer at the level of Addl.
Secretary from the Finance
Finance Manager (Preferably
Business Transformation, &
IT
Secretary/
Special Secretary or higher
Senior
Expert
Program
Business
Process Reengineering and
Infrastructure Management
Director, IT Department
Business Transformation
Technology Architect
&
Prog. Management
for
Profile
Professional
Professional
BPR Expert
Department)
Operations
(Additional
Consultant
SIO, NIC
Manager
level)
Requirement 1 1 1 1 1 1 1 1 1
Part Time PT PT PT PT FT PT PT FT FT
(PT)/ Full
Time (FT)
From Govt FG OG FG OG FG FG FG OG OG
(FG)/Outside
Govt(OG)
Total 2 2 1 4
Exhibit 9: Proposed SeMT Structure
- 31 -
Total Number of People envisaged for SeMT: 9
Full time: 3
Part time: 6
From Within Government: 1 (Full time) + 4 (Part time)

From Outside the Government: 2 (Full time) + 2 (Part time)
It is proposed that SeMT may have few additional members who would be the non-executive
members of the team. The list of members are as below:
• 1 IT Security Expert
• 1 Senior official from Planning Department
The State Government may add or remove few more members from the indicative list as non-
executive members based on requirement. The SeMT structure for Government of Jammu & Kashmir
has been taking the eGRM into consideration. It has tried to incorporate people from different
backgrounds with required skill sets from and outside Government to meet the project monitoring
body requirement.
Resources from the Government

It is proposed that the Director, IT would be the member convener for SeMT. He will convene all the
meetings and coordinate all the efforts of all the four wings for complete management.
It is proposed that Government of Jammu & Kashmir may utilize the services of Programme
Management Expert (Addl. Secretary/Special Secretary or above) who has rich experience in
programme/ project management during his service tenure. The bureaucrat should have atleast 10+
years of experience, preferably with atleast one IT project implementation. They will be part-time
members of the program management wing.
It is proposed that Government of Jammu & Kashmir may utilize the services of Business
Transformation & BPR Expert (Addl. Secretary/ Special Secretary or above) who has rich experience
in high level Government Process Reengineering, business transformation and change management.
His services may be utilized on a part time basis. It is proposed that Government of Jammu &
Kashmir would appoint a Senior Officer at the rank of Additional Secretary/ Special Secretary in the
Finance or any other Department to head the Financial Management Wing in SeMT. This post will be
full-time. The State Informatics Officer of NIC and Director, IT Department, will be part-time members
in the Technology Management wing of SeMT.
Additional resources from outside the government

It has been found that Government of Jammu & Kashmir will need external participation from the
Private Sector to complement and strengthen the internal resources of the State setup. External
participation has been planned with a right mix of professionals in the field of Project and Program
Management, Change Management, Finance and Technology Management in line with NeGP’s
- 32 -
guidelines. Considering the size and volume of current e-Governance initiatives of Jammu & Kashmir
and the planned initiatives under EGRM, it is proposed that Government of Jammu & Kashmir will hire
the following professionals for SeMT:
• 1 Professional Program Manager to program manage several concurrent initiatives

• 1 Senior Business Transformation Services Consultant
• 1 senior Technical resource as Technical Analyst to mentor and monitor all technology
initiatives in line with the best practices in the World.
• 1 Operations and IT Infrastructure Management Expert
Roles & Responsibilities

It is proposed that State e-Governance Mission Team (SeMT) would act as a full time internal
advisory body in decision making and executing any e-Governance and IT projects in the State. The
roles and responsibilities of the SeMT will be as below:
• It will act as a permanent advisory body to State Apex Committee in undertaking e-
Governance and IT projects.
• The team will perform the groundwork for providing overall direction, standardization and
consistency through program management of the e-Governance initiatives in the state.
• Program management of all e-Governance projects handling all interdependencies, overlaps,
conflicts, standards, overarching architecture, security, legal aspects etc. across projects and
support infrastructure shared across several projects.
• Establishment of a robust Program Management Structure that would drive the e-Governance
program of the State
• Providing feedback and inputs to Government of Jammu & Kashmir in the process of making
IT Strategy & IT Policy for various departments and in the preparation of State wide e-
Governance strategies.
• Executing the tasks related to IT & e-Governance project initiation and implementation
involving
Preparation of internal note-sheets for getting approvals/sanctions
Selection of external agencies and ensuring to extract best work out of them
Internalizing the outputs/reports of the external agencies and quality assurance
Performing cost-benefit analysis amongst various technological and other
sustainability options etc.
• Providing support to Secretary and Director of the Information Technology Department in
overall guidance and administrative control.
• Extending help to the individual departments of the State in formation of a dedicated team
(PeMT) for conceptualizing (i.e. building capacity at Department/project level), initiating,
executing and monitoring e-Governance projects in the departments.
• Progress monitoring and tracking of milestones of the projects.
• Providing the guidance to ramp-up the capacity as and when required by the Departments of
the State Government.
• Development of people, process and tools capacity in the below mentioned four building
blocks, which would help and guide the Government of Jammu & Kashmir to successfully
manage its e-Governance initiatives:
Program Management
- 33 -
Change Management
Technology Management
Financial Management
• Assessment and capacity building of e-Governance training institutes of the state. Identifying
the training requirements and formulating training Calender for providing appropriate training
to the desired groups.
Assessment of current status, identify Gaps and help to implement processes for
effective management of the program.
Roles of SeMT Wing
Wing Role
Program Management Enable administrative and legal changes through involvement of
top leadership
Develop program and project plan integrating timelines, roles and
Responsibilities of each stakeholder
Project Monitoring, track and report status regularly
Establish control and escalation mechanisms
Prepare advertisement / promotion plan
Change Management Synchronize individual initiatives with the State level / National
level initiatives
Identification of Training needs of the employees
Process Improvement / GPR
Finance Management Ensure long term financial viability and sustainability
Carry out cost-benefit analysis
Conceptualize and develop Public Private Partnership (PPP)
models
Ensure quality in financial reporting
Technology Management Ensure quick turnaround in developing / conceptualizing the
technological solution for each department
Develop standards for systems, applications and processes
across the State
Develop, integrate and leverage infrastructure of various
departments across state for reducing overall investments
Exhibit 10: SeMT Roles chart for different wings
Knowledge & Skills

The knowledge and skill sets required for various members of SeMT have been detailed in
Annexure I.
6.4 PROJECT E-GOVERNANCE MISSION TEAM (PEMT)
Various departments of the State Government taking up e-Governance projects under NeGP, would
require a full time dedicated Project e-Governance Mission Team (PeMT) at Secretariat/State level
and project teams at division, district & sub district level, for eGovernance implementations under the
- 34 -
Department (the exact structure would be dependent on the project requirements). As the line
departments will be the owner of the Projects taken up for implementation and project needs to be
implemented in all the Directorates by the individual department only, it is very much essential to form
core teams at the Secretariat, Divisions, Districts and sub districts level for implementation, with some
people having technical expertise. The same team structure strategy needs to be replicated in districts
and sub districts for smooth implementation and successful running of the system. This team would
oversee project execution and would manage implementation and deal with technology, process &
change management related issues. This team would also manage outsourcing tasks like:
Preparation of the Project Proposals
Consulting Assignments for Business Process Re-engineering, Change management,
Financial Modeling, System Design & Architecture etc.
Project Management / Monitoring etc.
Training
Procurement of Hardware, Software, Networking etc.
Data entry
The approach for formation and skill-sets required for PeMT would be on similar lines as mentioned
for SeMT. It is expected that the PeMT would typically consist of 8-10 core people who will
dedicatedly work for the IT/eGovernance implementations of the Department and PeMT should have
a well-balanced mix of domain expertise (serving officials of the department having detailed
knowledge about the department and its processes and functions) and technical expertise (i.e.
technology, process re-engineering, change management, project management). The PeMT is
envisaged to act under the leadership of the Secretary/Commissioner of the concerned line
Department and Director-IT should be the member of the PeMT for smooth coordination between the
line department and IT Department.
PeMT should be formed as early as possible, especially the departments that have already reached
the implementation stage. Till such time, the department may take necessary support from SeMT for
handling early stages of project i.e. project proposal formulation and early stage of bid process.
The knowledge and skill-set required for the PeMT are detailed below:
Experience in Change Management
Preparation of strategy/policy document for any of the State Departments
Conceptualizing / implementing process improvement / re-engineering initiative
Drafting Strategy and plans in IT projects
Experience in Information Technology
Development of systems requirements specification for e-Governance projects
Systems integration, solution architecting, developing software, etc.
Computerization of large organizations involving technology selection issues
Project implementation / communication experience
Knowledge about technology trends
Experience in Financial Management / Modelling
Implemented Public Private Partnership.
Financial project appraisals, viability analysis etc.
Knowledge & Skills
The knowledge and skill sets required for some of the members of PeMT have been detailed in
Annexure II.
- 35 -
6.5 TIMELINES FOR FORMATION OF SEMT
Activity March April May June July

Initiation of the process for formation
of SeMT
Identification of Government's
internal resources
Selection of Agency for recruitment
of SeMT members from outside
Government/ Tendering process for
appointment of Consulting Agency’s
personnel
Appointment of Government’s
internal resources
Identification of selected manpower
for recruitment from outside
government
Appointment of manpower from
outside Government
Formal formation of SeMT
Exhibit 11: Timelines chart for formation of SeMT
- 36 -
7. TRAINING STRATEGY
7.1 TRAINING STRATEGY
From the discussions in the above sections of the Report it is evident that there is gap between the
training facilities available and the training infrastructure required for the State. The proposed
institutional framework for training, governance structure and training strategy is intended to bridge
the gap. It is very much essential to adopt the training strategy for successful capacity building of the
State.
The training strategies to mitigate this gap are enumerated below. The specific initiatives required for
augmenting the training capacities and infrastructure are:
1 Upgradation of the training centre within IT Department, Government of

Jammu & Kashmir to an e-Governance Training Centre (eGTC), which
would provide training to the government employees of various
departments of the State covering basic computer training to advanced
training and e-Governance specific domain knowledge training.
2 The training approach in e-GTC should include
I. Demonstrations of specific application softwares at eGTC
II. Group discussions
III. Classroom sessions and followed by practical sessions
IV. Case studies and presentations
V. Visits to e-Governance sites
VI. Discussions with successful e-Governance champions from the
State
VII. Seminars by e-Governance experts or domain experts from
outside the State
VIII. Sharing of best practices adopted in relevant projects in India
IX. Documentaries on successful e-Governance projects
5 Upgrade the existing infrastructures and the skill sets of the faculty
members/ trainers within IMPA and IT Department.
5 Develop a comprehensive training policy for the state
6 Define the roles and responsibilities of training institutes and training
calendars for IT Department, NIC and IMPA every year at the initiation
of the year to bring more structured approach and remove duplication of
efforts.
7 Training programmes should be linked to Certifications, which will
establish person’s credentials and identify the individuals specific skill
sets. Scoring patterns should decided after due discussions and should
be course specific
8 Establish a comprehensive training need analysis mechanism
- 37 -
9 Building collaborations and partnerships with other institutions

(including private institutions) to provide specific trainings on regular
basis
10 Conduct study tours for senior officials to successful e-governance
implementation locations and arranging to attend e-Governance
Workshops in NISG, Centre for Good Governance etc in India and in
potential institutes abroad
11 Appointing an e-governance training manager who would coordinate
and monitor all e-governance training. He would also be responsible for
identifying specific training needs and developing a training roadmap for
the state.
12 A feedback process should be institutionalized in form of performance
appraisal, dipstick surveys, external surveys and 360° feedback to
creates ample feedback so that areas that require more focus and
improvement can be identified
Exhibit 12: Training Strategy chart
The training strategies for different levels of people in the State are enumerated are:
Policy maker level
Training needs & levels Training Strategy

Principles of e-Governance Study tours/ Seminars by e-
Governance experts
Working knowledge training in GPR, Training programs at NISG/ tie-ups
PPP, Technical Architectures and with reputed private companies/
standards, program development, Training programmes & Lectures
financial modeling, change conducted by Management Institutes
management, e-legislation insights and
cyber laws
Awareness on issues related to e-
Security
Best practices, case studies and Study tours & Knowledge sharing
international models workshops of DIT, GoI
Exhibit 13: Training Strategy for Policy maker level
SeMT/ Senior officials of IT Department

Leadership Leadership training at institutions like
NISG, Management Institutes etc.
e-governance principles, e-legislation Study tours / training programme by
insights, e-Governance trends NISG/ other Govt. institutes/
Seminars
Program Management - project Training programs at NISG/ tie-ups
management, monitoring control, with reputed private
Technology management- IT Trends, companies/Private
- 38 -
standards for systems, scaleable training institutes

models, IT Security, interdependencies,
overlaps, conflicts, standards,
architecture, security, legal aspects etc
Financial management- PPP models,

outsourcing, need analysis, vendor Govt. institutes outside state/ Private
institutes
selection etc
Change management- GPR/ Best Govt. institutes outside state/ Private

practices institutes
Exhibit 14: Training Strategy for SeMT & Senior IT Department Officials
PeMT/ Departmental team members

Project Management - project eGTC /IMPA / Private training
monitoring/tracking, timelines, institutes/ Govt. training institutes
communication plans, SLAs, project outside state
control mechanisms, escalation matrix
etc.
Financial Management - Financial eGTC /IMPA / Private training
modeling, budgeting, PPPs, inventory institutes/ Govt. training institutes
tracking, outsourcing outside state
Technology related issues - network eGTC / IMPA / Private training
design, IT security, e-commerce, GIS, institutes/ Govt. training institutes
Software development, quality outside state
assurance etc.
Change management- GPR eGTC/ IMPA / Private training

institutes/ Govt. training institutes
outside state
Exhibit 15: Training Strategy for PeMT & Departmental team members
Other Government Employees

Basic computer literacy training eGTC/IMPA / CIC
Advance computer training for
individuals who use computers more
frequently
Training in specific software for end
users
Training in systems administration eGTC/ IMPA/ Private institutions
Specialized Software/ technology
training to line department employees
Exhibit 16: Training Strategy for Other Government employees
- 39 -
7.2 TRAINING CALENDER

The training calendar drafted below identified the areas of training for different levels of people in the
State along with the indicative training duration, which may change based on actual requirement,
availability of officials and availability of courses in the training centre. The frequency of the training
programmes are indicated through marking the training programme in the specified quarter of the
year.
Training needs and levels Proposed 2006 2007 2008

duration
of
training
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Policy Maker Level
Principles of e-Governance 3 Days
Working knowledge training in 4 Days
GPR, PPP, Technical
Architectures, Program
development, Financial
modeling, Change management,
e -legislation and cyber laws
Awareness on issues related to 3 Days

e-Security
Best practices, case studies 4 Days
and international models
SeMT Members/ Senior ITD officials
Leadership 1 Week
e-governance principles, e 1 Week
legislation insights, e-
Governance trends
Program management, Project 1 Week
management, Monitoring &
control
Technology management -IT 1 Week
Trends, standards for
systems, scaleable models, IT
Security, interdependencies,
overlaps, conflicts, standards,
architecture, security, legal
aspects etc.
Financial management- PPP 1 Week
models, outsourcing, need
analysis, vendor selection etc
Change management- GPR/ 1 Week
best practices
- 40 -
Training needs and levels Proposed 2006 2007 2008

duration of
training
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
PeMT Members & Departmental
Members
Project Management - 1 Week
Project Monitoring/
tracking, Timelines,
Communication plans,
SLAs, Project control
mechanisms, Escalation
matrix etc.
Financial Management - 1 Week
Financial Modeling,
Budgeting, PPPs,
Inventory Tracking,
Outsourcing
Technology related issues 1 week to 2
- network design, IT Week (Based
security, e-commerce,
on
GIS, Software
development, quality requirement)
assurance etc.
Change management- 1 Week
GPR
Other Government officials
Basic computer literacy 10 Days
Training
Advance computer 1 Week to 15
training for individuals Days (Based on
who use computers more requirement)
frequently
Training in specific 15 Days to 1
software for end users Month (Based
on
requirement)
Training in System 15 Days to 1
Administration Month (Based
on
requirement)
Specialized software/ 15 days to 1
technology training to line month (Based
Department employees on
requirement)
Exhibit 17: Training Calender for different levels of people
- 41 -
8. FINANCIALS FOR NEXT 3 YEARS
8.1 SEMT MEMBERS & INDUSTRY EXPERTS
The outsourced resources of the SeMT who need to be hired from private resource, will strengthen
the capacity of the state by bringing best expertise and required skill set in their respective fields.
These people will be hired at market rates on contract basis. The cost of such personnel is detailed
out in Exhibit 25 of Annexure IV.
8.2 OPERATIONAL REQUIREMENTS FOR SEMT
8.2.1 Hardware & Related Infrastructure
It is expected that the Government of Jammu & Kashmir would provide the required office space,
hardwares such as computers, laptops, printer, scanner, UPS, furniture & fixtures and electrical
fittings etc for smooth functioning for SeMT, which will work inter-alia as secretariat for IT Department.
The cost estimate for these expenses is detailed in Exhibit 28 of Annexure IV
8.2.2 Operational Expenses
For smooth and regular functioning of the SeMT it is envisaged that some recurring expenses will take
place. These expenses include office maintenance charges, telephones & mobiles, travel & transport,
postage & courier, stationery & consumable, advertisement & promotions (like brochures & support
materials), electricity etc. These costs will be variable in nature, as it will depend on the exact nature
of use. The cost estimate for these expenses is detailed in Exhibit 26 of Annexure IV.
8.3 TRAINING
Training is the one of the crucial areas of Capacity Building, which need to be addressed with utmost
importance. The team members of SeMT will require orientation training to facilitate crystallization and
discharge of the role of SeMT. The training strategy has already been discussed in section 7
After detailed analysis of the existing resources and the skill set available, it is recommended that
Leadership training, Program Management and Government Process Reengineering (GPR) training is
required to be given to all members of SeMT selected from within the Government. It is also required
to provide leadership training to 5-6 members of the Apex committee, SeMT, PeMT and IT
Department. The best practices from the successful projects implemented elsewhere in the country
need to be shared for learning and strategy building before initiation of similar projects in the State.
The project Champions from other States need to be invited for experience sharing with the target
project team members. The cost estimate for these expenses is detailed in Exhibit 27 of Annexure IV
- 42 -
8.4 OUTSOURCING
8.4.1 Resource based
The detailed requirement for the additional resources for SeMT from outside Government is detailed
in the exhibit 25 of Annexure IV. To avoid the risk arising from high attrition rate of technology experts,
It is proposed that Government of Jammu & Kashmir would not engage itself in recruiting/ head
hunting individual resources, for roles such as Technology Managers, Program Managers, Project
Managers and Business Transformation Consultants. It is proposed that experts for the above fields
would be engaged from Consulting Agencies backed with comprehensive SLA on a long term basis,
to support GoJ&K’s needs in an uninterrupted and professional manner.
8.4.2 Task based

The e-Governance Road Map (EGRM) prepared for the State has covered all the Departments with a
broader perspective. The members of SeMT will have to take a thorough analysis of the existing
opportunistic applications in terms of its compatibility with open standards, interoperability issues and
security needs and an integrated approach will be required for implementation of initiatives across the
departments. So it is very much essential to take the help of external agencies to analyze the existing
projects and validate the new opportunities with feasibility and sustainability models.
It is also very much essential for SeMT to engage external agency/ consultants to prepare Detail
Project Reports (DPRs) for State Mission Mode Projects and State prioritized projects. SeMT will
advise, support and monitor the working of external agency/ consultants for preparation of DPRs. The
cost estimate for these expenses for preparation of DPRs & Proof of concepts is detailed in Exhibit 29
of Annexure IV
It is also proposed that SeMT would engage need-based services of industry specialists and domain
experts with adequate skill sets and vast experience in the areas of Technology Management, Project
Management, Change Management and Finance Management. The details of the requirements are
enlisted in the Exhibit 24 of Annexure IV.
8.5 ESTIMATED FUND REQUIREMENTS

Based upon the cost components explained in the previous sections, the total fund requirement under
NeGP for State e Governance Mission Team (SeMT) for next 3 financial years would be as follows:
Please Refer Annexure IV for details of the cost break-up in all the heads mentioned in the above
table.
Total costs
(Rs. Lakhs)
Cost Components Year 1 Year 2 Year 3 Total
SeMT Professionals Salary Expenditure 34.00 35.00 35.00 104.00
Operational Expenses 15.60 21.00 22.20 58.80
Training Expenses 24.75 24.85 18.80 68.40
Hardware/ Infrastructure Expenses 7.40 3.32 3.32 14.04
Preparation of DPRs & Proof of Concept 196.46 185.00 50.00 431.46
Total Cost (in Rs. Lakhs) 278.21 269.17 129.32 676.70
Exhibit 18: Estimated fund requirements chart
- 43 -
9. CONCLUSION
To lead the task of National e-Governance Plan (NeGP) implementation, it is very much essential to
build the Capacity of the State in terms of resources and training institutes. The capacity building
should be the first step towards the great goal achievement of NeGP implementation. The e-
Governance Roadmap drafted for the State of Jammu & Kashmir needs considerable augmentation of
resources and training institutes before implementation of the initiatives as serious gaps exist in these
two areas. The strategy of the capacity building exercise must be primarily to leverage the internal
capacities which would allow the State of Jammu & Kashmir to develop a team of e-Governance
champions, IT savvy resources and competent IT literate employees, whose energies can be
synergized to drive the e-Governance Program of the state. Finally it can be concluded that
successful capacity building will be the key for successful implementation of the e-governance project
under the NeGP for next three years and it will bring Jammu & Kashmir in the main list of IT enabled
State.
- 44 -
10. ANNEXURE
ANNEXURE I: SKILL SET REQUIRED FOR SEMT

Qualification & Experience of Capacities within Government
Sl. Overall Role Designation Qualification Experience No Requirement
No.
1 Overall Control & Guidance Head of SeMT Members of IAS services • Experience in e-Governance or 1 Full Time
(Chairman), State IT Service Industry
Secretary or any other • Relevant experience abroad
secretary nominated by • Experience in Business Process
the State Government Transformation
2 Technology Management Director, IT Department Members of IAS/ State Administrative • Experience in Quality 1 Part Time
services Management System
• Experience in design of
Organizational performance
system and monitoring
4 Technology Management SIO, NIC NA NA 1 Part Time

3 Program Management Additional Secretary/ Professional qualifications in one or • Managing at least one IT & e- 1 Part Time
Special Secretary or many following areas: Governance projects through
higher level • Information Technology complete lifecycle
4 Change Management Additional Secretary/ (MCA/PGDCA) with advanced • Interfacing with Government 1 Part Time
Special Secretary or certifications Departments
higher level • MBA/PGDBM/CA • Experience in Technology
5 Financial Management Additional Secretary/ • Experience of atleast 10 years selection, project monitoring & 1 Full Time
Special Secretary or programme management
higher level • Experience in Financial
Modelling & designing PPP
Models
Exhibit 19: Skill set required for resources within Government as part of SeMT
- 45 -
Qualification & Experience of Capacities Outside Government

Agencies from outside the Government set-up from where people would be taken for SeMT will be selected meeting the following criteria:
• The Agency should have an annual Turnover from consultancy services averaged over the last 3 years should be a minimum of Rs. 5 Crores
(Rupees Five Crores).
• The Agency should have completed at least three years of operations since date of its certificate of commencement of business.
• The agency is required to depute a minimum number of qualified personnel having relevant experience per the following on continuous basis. The
other qualified personnel may be deployed as when required on written request of the state government.
Sl. Overall Role Designation Qualification Experience No Requiremen

No. t
1 Program Program MBA with basic • 12+ years of experience of which 3+ years in managing multiple 1 Part Time
Management Manager degree in projects in Private/Government/Public sector involving PPP/
Science/Engineerin Outsourcing
g • Experience in IT Program/ Project Management involving various
projects
• Experience in Software Quality & IT audit functions
• PMI Certification
• Experience in Project delivery/ hand holding of projects
2 Change Senior MBA with basic • 10+ years of experience in Management/IT Consultancy 1 Part Time
Management Consultant- degree in • Experience in preparation of strategy/policy document for any of the
BPR & Science/Engineerin State/ Government Departments
Business g • Experience of conceptualizing/ implementing a process
Transformati improvement/re-engineering initiative
on • Experience in drafting IT Strategy for Government Departments/ State/
private organizations
• Experience of implementing e-Governance Projects in India
• Experience in Organizational restructuring exercises
- 46 -
Sl. Overall Role Designation Qualification Experience No Requiremen

No. t
3 Technology Technology B. Tech/ BE and • 15 years of experience among which 10+ years of experience in 1 Full Time
Management Architect MS (from a reputed implementation of IT Projects and 3+ years of experience in General
institute preferably Management experience
IIT/NIT) or BE/B. • Relevant experience of building and scaling up business/ e-Governance
Tech with MBA initiatives of the Government
• Experience in formation and implementation of IT Strategy and
Business Strategy for Governments/ private organizations
• Experience in development & implementation of e-Governance
implementation strategies
• Strong technical knowledge of enterprise technologies, IT integration,
standardization, security and implementation issues
• Excellent leadership, interpersonal and communication skills
• Experience in Visioning, motivational exercises for motivating peers and
bring people together
4 Technology Operations MBA with basic • 8+ years of experience in an Operations & Management in a mid sized/ 1 Full Time
Management & IT degree in large IT peripheral manufacturing company
Infrastructur Engineering/scienc • Experience in Managing & Coordinating with system executives and
e e trouble shooting teams deployed in multiple locations
Managemen • Experience in development of cost effective strategies for infrastructure
t Expert procurement, deployment, service and maintenance
• Experience in managing Hardware vendors, AMC vendors across the
state
• Experience in developing hardware maintenance & service models with
private partnerships, preparation of SLA, monitoring of SLA and
resolving SLA escalation issues
• Good negotiation and inter personal skills
• Knowledge and experience of Open Standards
Exhibit 20: Skill set required for resources outside Government as part of SeMT
- 47 -
ANNEXURE II: SKILL SET REQUIRED FOR PEMT
Qualification & Experience of Capacities within Government
Sl. Overall Role Designation Qualification Experience Requiremen

No. t
1 Overall Control & Head of PeMT, Members of IAS cadre • Experience in e-Governance Full Time
Guidance Department Secretary or or Service Industry
any other senior officer of • Relevant experience abroad
the department nominated • Experience in Business
by the State Government Process Transformation
• Experience in Quality
Management System
• Experience in design of
Organizational performance
system and monitoring
2 Technology Database Administrator Professional qualifications in one or • Experience in Database Full Time
Management many following areas: Administration in various
3 Technology System Executive • ME/BE in Computer Science technologies Full Time
Management or higher qualification • Software Development
• IT Certifications for key skills experience
• Experience of working in
Software development &
Database Administration
project
• Exposure to all new backup
technologies, networking and
SRS preparation
- 48 -

No. t
4 Overall Program Domain Expert, Additional Professional qualifications in one or • Managing at least one IT & e- Part Time
Management & Secretary/ Special many following areas: Governance projects through
providing domain Secretary level officer of • Information Technology complete lifecycle
guidance the Department (MCA/PGDCA) with advanced • Interfacing with Government
5 Change BPR & Business certifications Departments Part Time
Management Transformation Expert • MBA/PGDBM/CA • Experience in Technology
(Additional Secretary or • Experience of atleast 10 years selection, project monitoring &
higher level) programme management
• Experience in Financial
Modelling & designing PPP
Models
Exhibit 21: Skill set required for resources within Government as part of PeMT
- 49 -
Qualification & Experience of Capacities Outside Government

Agencies from outside the Government set-up from where people would be taken for PeMT will be selected meeting the following criteria:
• The Agency should have an annual Turnover from consultancy services averaged over the last 3 years should be a minimum of Rs. 5 Crores
(Rupees Five Crores).
• The Agency should have completed at least three years of operations since date of its certificate of commencement of business.
• The agency is required to depute a minimum number of qualified personnel having relevant experience per the following on continuous basis. The
other qualified personnel may be deployed as when required on written request of the state government.
No. t
1 Program Professional MBA with basic • 12+ years of experience of which 3+ years in managing multiple Full Time
Management Program degree in projects in Private/Government/Public sector involving PPP/
Manager Science/Engineerin Outsourcing
g • Experience in IT Program/ Project Management involving various
projects
• Experience in Software Quality & IT audit functions
• PMI Certification
• Experience in Project delivery/ hand holding of projects
2 Finance Professional B. Com/ M. Com/ • 10+ years of experience in Business Planning, Conceptualizing & Full Time
Management Financial CA/ MBA or preparing PPP Models, Financial audit, viability analysis and Financial
Manager Engineering project appraisals
Background • Experience in development of Business Plans and Financial Modelling
• Experience of financial management of e-Governance/IT Projects
3 Technology Security BE/B.Tech/MBA • 10+ years of experience in conducting security audits/ technology risk Full Time
Management Governance with certifications assessment
Expert like CISA, CISSP • Experience in conducting BS7799 assessments
or BS7799 • Experience in designing Security Architecture for an organization and
suggesting security features for applications & their implementation
• Experience in remote management, configuration & monitoring of
servers & firewalls, routers, other network devices, network traffic and
preventing intrusions using incident response process & responding to
a comprehensive intrusion detection analysis
Exhibit 22: Skill set required for resources outside Government as part of PeMT
- 50 -
ANNEXURE III: APPROACH AND METHODOLOGY

Our approach relied on an optimal mix of the following activities as graphically depicted in Exhibit 23.
The detail of the components given below is explained subsequently.
1. E-
E-Governance Roadmap 2. Capacity Building
(EGRM) Roadmap (CBRM)
a. Study Phase b. Analysis Phase
Development • Institutional
Socio- Needs of the Structure for
economic State
Analysis e-Governance
• Prioritization
• Staffing of the
Citizens’ of Depts..
SeMT & PeMT
Survey • Prioritization
• Departmental • Institutional
Initiatives
Initiatives structure for
training
• Core Projects
• Training need
Departmental assessment
meetings EGRM
• Vision
3. Detailed Project Report
• Strategy
• Blueprint • Summary of EGRM
• Summary of CBRM
• Funding requirement
Exhibit 23: Our Approach to the Assignment
E-Governance Roadmap
As part of the Capacity Building Project, a e-Governance Roadmap (EGRM) will be prepared detailing
the State’s Vision, e-Governance strategy to fulfill the vision and short-listing the initiatives based on
priority and need, from NeGP under the domain of State & Central Governments. This roadmap is
very crucial for the state as this will guide the state in its future e-Governance initiatives and will act as
base for selection of the State e-Governance Mission Team (SeMT) and their skill sets.
For this deliverable, we have covered under two phases:
a. Study Phase covering Socio-economic analysis, Citizens’ survey and Meeting with the
Departments of Government of Jammu & Kashmir (GoJ&K).
i. Socio-economic analysis
The Socio Economic Analysis study is to analyze the socio-economic growth in the state. Under this
section details like population & demography, human development index, economy, economic
development, natural resources, social sector, investments would be discussed.
The goal of this analysis to identify the development needs or challenges that the Jammu & Kashmir
as a state is facing. The attempt would also be made to determine how the Information
- 51 -
Communication & Technology (ICT) initiatives can atleast help alleviate the identified problems in the
state.
ii. Citizens’ Survey
The objective of undertaking the citizens’ survey was to:

• Capturing Citizen’s expectation of the nature & quality of the service
• Identify new areas of service need
Identifying current turn around time for the services
• Frequency of the service access
Keeping the above objective in mind, we first identified the Departments providing citizens facing
services. After detailed analysis and discussions with the State officials, we have short listed the
services which are mainly cater to citizen. The services that we targeted in the survey are:
• Transport-Issuance of Driving Licenses, Learner Licenses & Registration Certificates
• Municipal services
• Collection of tax
• Utilities (Electricity, Water)
• Land Registration/Land Records-Issuance of RoRs, Permanent Residence Certifcates etc
• Employment
• Social Welfare-Old Age pensions, Scholarships etc
• Education-Scholarships etc
• Health
The basis of selection of the sectors were reached considering to cover high number of beneficiaries,
high number of citizen touch points and high pain areas in the survey.
iii. Departmental Meetings
All the e-Governance initiatives in a State are implemented in one or more Departments as a whole.
To identify the development needs and prioritization of the e-Governance initiatives, it is very much
essential to have one to one meeting with the Department officials to get a first hand feel of the status
of the existing initiatives and to identify the need for the future initiatives to strengthen the current
ones. We have identified 18 Departments in Jammu & Kashmir to be met based on the priority and
citizen services offered. (The list of departments is given Annexure I). The main objectives behind the
Departmental meetings were:
• Understand the role and functions of the Department(s)
• Understand the core functions
• Current e-governance initiatives and status as on date
• Current IT infrastructure in place
• Analyzing the transaction load for reaching the future infrastructure requirement
• Future e-governance initiatives planned
• People (number & skill sets in IT)
• Training requirements in IT and related areas
b. Analysis Phase covering the analysis of the data gathered from the primary survey, secondary
survey and the meetings held with the Department officials in the Study phase.
In this phase we will be coming out with the short listed list of initiatives of the State under NeGP which will be
taken for implementation, development & infrastructural needs of the State, finalization of the e-governance
vision and strategy of the state.
- 52 -
Capacity Building Roadmap

This roadmap, which would be part of the second deliverable, would cover capacity requirement with
the skill set requirements for augmenting the existing capacities of the State, identifying training needs
of the State and formulating the resourcing strategy for the state.
Detailed Project Report (DPR)

Finally, based on the EGRM and CBRM, a Detailed Project Report (DPR) would be prepared which
would cover the staffing details of the SeMT & PeMT, an estimated budget to undertake the capacity
building of SeMT as assessed in the study and for the implementation of the prioritized initiatives in
the next three years. This DPR would be submitted to DIT, Government of India for their approval and
also for funding.
- 53 -
ANNEXURE IV: ESTIMATES OF FUNDS REQUIRED
Full Time/Part Time Employees No Full Time/ Part Time Cost / Year (lakhs) Wing Indicative Sourcing Area
Program Manager 1 Part Time 12 Program Management Outside Government
Senior Consultant for BPR & Business 1 Part Time 10 Change Management Outside Government
Transformation
Technology Architect 1 Full Time 10 Technology Management Outside Government
Operations & IT Infrastructure 1 Full Time 8 Technology Management Outside Government
Management Consultant
Exhibit 24: Resource outsourcing Requirement chart for SeMT
Role No Requirement Year 1 Year 2 Year 3 Man Year Year Year

Months 1 2 3
Cost/ (In (In (In
Year Lakhs) Lakhs) Lakhs)
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Program Manager 1 PT 12 6 12 12
Sr. Consultant- BPR 1 PT 10 10 5 5
Technology Architect 1 FT 10 10 10 10
Operations & IT 1 FT 8 8 8 8
Infrastructure Management
Consultant
Total: 34 35 35
Exhibit 25: Salary Expenditure calculation for the outsourced resources of SeMT (All figures in Lakhs)
- 54 -
Cost Components Year 1 (In Lakhs) Year 2 (In Lakhs) Year 3 (In Lakhs)
Per Month Per Annum Per Month Per Annum Per Month Per Annum
Office Maintenance 0.10 1.20 0.15 1.80 0.15 1.80
Telephones 0.10 1.20 0.20 2.40 0.20 2.40
Postage & Couriers 0.10 1.20 0.20 2.40 0.20 2.40
Advertisement & Promotion 0.30 3.60 0.30 3.60 0.30 3.60
Stationery & Consumables 0.20 2.40 0.30 3.60 0.30 3.60
Transport & Travel 0.50 6.00 0.60 7.20 0.70 8.40
Total: 15.60 21.00 22.20
Exhibit 26: Operational Expenses chart for SeMT functioning (All figures in Lakhs)
Training Details Year 1 (In Lakhs) Year 2 (In Lakhs) Year 3 (In Lakhs)
No Cost/Person Cost No Cost/Person Cost No Cost/Person Cost
Orientation (For SeMT members) 4 0.30 1.20
Leadership Training (For SeMT members) 4 0.40 1.60 3 0.40 1.20 3 0.40 1.2
Programme Management Training (For SeMT 4 0.50 2.00 3 0.50 1.50 3 0.50 1.5
members)
GPR Training (For SeMT members) 5 0.25 1.25 3 0.25 0.75 2 0.25 0.5
Change Management Training (For SeMT 5 0.50 2.50 3 0.50 1.50 2 0.50 1.0
members)
Relevant Technical Training 4 0.30 1.20 3 0.30 0.90 2 0.30 0.6
Infrastructure Building for existing 1 5.00 5.00
Training Centre
Training expenses for PeMT & potential 50 0.20 10 70 0.20 14 70 0.20 14
departmental members
Total: 24.75 24.85 18.80
Exhibit 27: Training Expenditure chart for SeMT, PeMT & Departmental team members (All figures in Lakhs)
- 55 -
Cost Component Year 1 (In Lakhs) Year 2 (In Lakhs) Year 3 (In Lakhs)
No CPU Cost No CPU Cost No CPU Cost
Computers & Peripherals
Desktops 2 0.40 0.80 1 0.40 0.40 1 0.40 0.40
Laptops 3 0.70 2.10 1 0.70 0.70 1 0.70 0.70
Servers 1 2.50 2.50
Printer (Higher end) 1 0.80 0.80
Fax 1 0.10 0.10
Scanner 1 0.10 0.10
UPS 1 1.00 1.00
Maintenance Cost/AMC 2.22 2.22
Total: 7.40 3.32 3.32
Exhibit 28: Infrastructural expenses chart for SeMT functioning (All figures in Lakhs)
Description Year 1 (In Lakhs) Year 2 (In Lakhs) Year 3 (In Lakhs)
No Cost No Cost No Cost
DPR preparation for Capacity Building Initiative 1 11.46
Preparation of DPR for 9 State MMPs 5 75.00 4 60.00
DPR for Core Projects 2 30.00 2 30.00
DPR for State’s high prioritized Projects 2 30.00 3 45.00
Proof of concept and prototyping 50.00 50.00 50.00
Total 196.46 185.00 50.00
Exhibit 29: Outsourcing expenses chart for preparation of DPRs (All figures in Lakhs)
Assumptions:
1. Cost per DPR preparation is Rs. 15 Lakhs each
2. All the Mission Mode Projects will be taken up for DPR preparation within next 2 years.
- 56 -
3. DPR for all core projects will also be prepared in the two year timeframe.
4. DPR for all State High Prioritized projects will be prepared in the first two years time span.
5. Prototyping Costs to include proof of concept. On average, 10% of departments are taken up each year.
Sl. No. Name of the Department/Project

State MMPs
1 Revenue (Land Records)
2 Transport
3 Law (Property Registration)
4 Agriculture
5 Finance (Treasuries)
6 Urban Development (Municipalities)
7 Rural Development (Gram Panchayats)
8 Commercial Taxes
9 Labour & Employment (Employment Exchanges)
State High Prioritized Sectors
10 Power
11 Public Health Engineering
12 Public Works
13 Education
14 Health
Core Projects
15 SWAN
16 e-Procurement
17 Data Centre
18 HRMS
- 57 -

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REPORT

CAPACITY BUILDING ROAD MAP

GOVERNMENT OF JAMMU & KASHMIR

Document Status: Draft Report yet to be submitted to the State

Document Publication History

Date Author Version Remark

17/01/2006 Soumyabrata Saha 1.4 Sent for Review

Date Reviewer Remarks

23/01/2006 Nitin Nagpal

Version Name Location

1. BACKGROUND OF THE ASSIGNMENT ................................................................................................................. 8

2. SUMMARY OF EGRM .................................................................................................................................. 12

3. COMPONENTS OF CAPACITY BUILDING .......................................................................................................... 18

4. TRAINING & CHANGE MANAGEMENT NEEDS .................................................................................................. 20

5. INSTITUTIONAL FRAMEWORK FOR TRAINING ...................................................................................................... 25

6. PROPOSED INSTITUTIONAL & GOVERNANCE STRUCTURE..................................................................................... 29

8. FINANCIALS FOR NEXT 3 YEARS ..................................................................................................................... 42

8.4 Outsourcing ........................................................................................................................................................43

10. ANNEXURE ................................................................................................................................................. 45

Exhibit 1: Approach to the Capacity Building project………………..……………………………………………………………………………….9

Sl# Term Definition

1 EGRM EGovernance Roadmap

2 CBRM Capacity Building Roadmap

3 DPR Detailed Project Report

4 DIT Department of Information Technology

5 GDP Gross Domestic Product

6 GoI Government of India

7 GoJ&K Government of Jammu & Kashmir

8 GSDP Gross State Domestic Product

9 NeGP National e-Governance Plan

10 NISG National Institute for Smart Government

11 PeMT Project eGovernance Mission Team

12 SeMT State eGovernance Mission Team

13 SLA Service Level Agreement

14 CIC Community Information Centre

15 ICT Information Communication Technology

16 NIC National Informatics Centre

17 ITD Information Technology Department

18 SeGP State eGovernance Plan

1. BACKGROUND OF THE ASSIGNMENT

It is in this context, NeGP necessitates State Governments to prepare:

1.2 CAPACITY BUILDING – THE CONTEXT

Capacity Building Roadmap addresses the following:

1.3 APPROACH AND METHODOLOGY ADOPTED FOR CBRM

Capacity Building Roadmap (CBRM)

Structure & Composition Capacity Training Training

The Approach for “As-Is” Study was:

The Methodology for the “To-Be” study was:

How do we reach: Capacity Building

How do we stay there: Sustainability strategy

1.4 SCOPE OF THE REPORT

1.5 STRUCTURE OF THE REPORT

2.1 ONGOING E-GOVERNANCE PROJECTS & THEIR STATUS

Departmental e-Governance Projects

• An elaborated system has been implemented in Electoral department to computerize the

Other IT initiatives across the State

2.2 E-GOVERNANCE VISION

e-Governance Vision Statement of the State is

2.3 E-GOVERNANCE PRIORITIES

Exhibit 3: Big Blue Print Diagram

Exhibit 4: Mission Mode Projects for Jammu & Kashmir

The initiatives have been categorized at three different levels, namely

Chart of all priorities initiatives