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Networking and e-Governance

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DQI Bureau
New Update

One billion health insurance claims in France are filed electronically,

Brazilians vote electronically for national and local elections and 75 percent

of Australians file their income tax returns electronically. An e-taxation

solution implemented by the Inland Revenue Authority of Singapore resulted in

cost savings in excess of $500 million.

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E-governance is a reality that is waiting to happen in our country too. More

and more state governments are implementing projects that will usher them into

the e-governance era sooner than expected. And this presents an immense

opportunity for the partners to make good of. However, not too many partners in

the country are aligning their energies and business processes in the direction

to best exploit the opportunity.

The basics of e-Governance

What exactly is this word that seems to have captured the imagination of one

and many in the corridors of power? E-governance solutions will enable the

government to reach out to its citizens with minimal number of mediation points.

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Connectivity across geographical locations will be the key component in an

e-governance solution. An infrastructure that will ensure the contact will be

built by four major components: hardware, software, training and support. The

hardware component will include PCs and kiosks that provide the interface and

the network that will form the backbone of this infrastructure. The main issues

that could plague the efficient implementation and utility are infrastructural

investments and creation of IT awareness and usage at the grass-root level.

Broadly the benefits that e-governance promises to deliver are more than one.

While it will reduce cost, there is expected to be a marked improvement in

efficiency, convenience and citizen satisfaction. And there have been precedents

even in India that have delivered as promised.

Build the skills

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CASE STUDY: Delhi Excise

Department

The Excise

Department is the second largest revenue-earning department of Delhi. With

license issuance and renewal for liquor warehouses to cinema halls falling

under its purview, it was an ideal candidate for a networking solution. It

enabled the two-way flow of information and the ease of online calculation

of excise duties.

The license processing time fell from

three weeks to five hours. The ‘Transport Permit’ processing

capability rose from 2,000 per day to 16,000 per day. It also brought

about a greater transparency, with the removal of procedural deficiencies.

The implementation of a similar solution

by the Delhi Transport Department will help it to reduce cycle times and

allow decentralized issuance of driving licenses and also avoid duplicate

and fraudulent issuance of licenses. It will also enable issuance and

renewal of licenses on the same day.

Where exactly is then the opportunity for channel partners whose presence

sometimes do not extend beyond the realms of their region? Software and training

may not hold too many opportunities for partners to explore considering

limitations posed by size of their organizations and expertise that dwells

therein. And the domain expertise to design and deliver a wide area network may

also not reside with the SME; they enjoy a definite cost advantage in the

support and maintenance of this massive infrastructure.

A reach that the channel enjoys is not only unmatched but extremely difficult

to replicate. "It is very important for channel partners to develop strong

network integration skills," says Alekhya Talapatra, Large Project Manager,

Compaq India. They need to build skills on leading technologies so as to

understand complexities of integration. Partners will however need to address a

number of business issues too, before they are able to really do a good job. A

strong integration skill alone may not earn them that ticket.

Apart from the development of skills, partners also need to address the

resource issue. In simpler words, a greater working capital requirement comes to

the forefront in dealing with the government. Most of the contracts are high

value and need fair amount of cash flow planning. Partners therefore need to

anticipate the collection and cash flow cycles to be ensure smooth roll out of

the projects.

Mohit Chhabra in New Delhi

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