Chandigarh UT’s

e-Governance Roadmap

An Initiative of Under National

Chandigarh e-Governance
Administration Plan (NeGP)

PwC 2006
 2

Acknowledgements

PricewaterhouseCoopers Pvt. Ltd would like to thank the Chandigarh

Administration for the opportunity given to undertake this challenging assignment.
PwC would like to thank the nodal officers of various departments for the time &
efforts spent on this exercise & for holding discussions, sometimes even at short
notices, in spite of their hectic schedules. They played a vital role in collection of
information required for developing the e-Governance Roadmap for Chandigarh
Union Territory.

Finally, PwC is grateful to Mr. R.S. Sandhu, Finance Secretary; Mr. Manjit Singh
Brar, Director IT and Mr. Vivek Atray, Former Director IT for their guidance & inputs
and all the staff of the Department of Information Technology for coordination &
logistical support provided in undertaking this assignment.
 3

Table of Contents

S. No. Title Page No.

1 Preface 4
2 List of Abbreviations 5
3 Introduction 6
4 Chandigarh – An Overview 10
5 e-Governance in Chandigarh 17
6 Institutional Framework for Implementation of Roadmap 32
7 Measures 43
8 Next Steps 45
9 Annexure I – Framework for Prioritization of Services 47
10 Annexure II – Output of Service Value Analysis 52
11 Annexure III – National e-Governance Plan (NeGP) 70
12 Annexure IV – Department Questionnaire used for the Study 75
13 Annexure V – Participating Departments 81
14 Annexure VI – Department Reports 82
 4

Preface
Today, the Internet and technology are fundamentally changing the way
government operates. But it’s not just about giving the residents and businesses
the ability to interact with government over the Internet. Rather, it’s changing the
way the government delivers services to the residents and businesses. The
government at all levels and in all global regions are embracing e-Government and
they are adopting proven best practices and technologies for improving customer
service and business performance.

Government of India (GoI) has approved the National e-Governance Plan (NeGP)
that seeks to lay the foundation for the long term growth of e-Governance in the
country. NeGP is aimed at improving the quality, accessibility and effectiveness of
government services to citizens and businesses with the help of information and
communication technology. NeGP is structured on the philosophy of a centralized
initiative with decentralized implementation. GoI plays a co-ordination role at the
centre with the respective state governments / UT administrations managing the
implementation of the planned e-Governance initiatives.

Considering the nature and scale of e-Governance initiatives planned under NeGP,
the role of the State Government / UT Administration in managing these initiatives
is seen as critical. It is also well recognized that for State/UT to play its role
effectively, significant capacities need to be built/upgraded. Thus, for the success
of NeGP, it is necessary to build a strategic roadmap and enhance the capacities in
the State/UT and its nodal agency to enable issues to be dealt with in a competent
manner, with a holistic perspective & with speed.

In this context, pwc have been engaged by the Chandigarh

Administration to prepare strategic e-Government and Capacity Building roadmaps
for the UT. While the preparation of the e-Government Road Map (EGRM)is aimed
at detailing the strategic priorities of the UT and ensuring that they are in alignment
with NeGP, the Capacity Building Road Map(CBRM) addresses the issue of
Capacities required by the Government (from a resourcing perspective) to
implement the EGRM.

This report articulates the ‘e-Governance Roadmap (EGRM) for Chandigarh U.T. in
alignment with the objectives and guidelines of NeGP.
 5

List of Abbreviations

ACA Additional Central Assistance

BOOT Build, Own, Operate, Transfer
BPR Business Process Reengineering
CIO Chief Information Officer
DeMT Department e-Governance Mission Team
DoIT / DIT Department of Information Technology
DR Disaster Recovery
GoI Government of India
IAS Indian Administrative Service
ICT Information and Communication Technology
IT Information Technology
ITES IT Enabled Services
LAN Local Area network
MMP Mission Mode Project
NeGP National e-Governance Plan
NIC National Informatics Centre
PeMT Project e-Governance Mission team
PIO Public Information Officer
PIU Project Implementation Unit
PSU Public Sector Undertaking
PwC PricewaterhouseCoopers Pvt. Ltd.
RDBMS Relational Data Base Management System
RFP Request For Proposal
SDC State Data Centre
SeMT State e-Governance Mission Team
SPIC Society for Promotion of IT in Chandigarh
SWAN State Wide Area Network
UT Union Territory
 6

1
Introduction

Objective of the Study

While, the primary objective of the roadmap is to align the UT Administration plan
for e-Governance in line with the national strategy, there are multiple objectives for
preparation of the roadmap including:
• Articulate the e-Governance vision for the Chandigarh UT
• Understand the UT’s priorities and develop a strategic approach for achieving
the e-Governance vision of the UT
• Bring citizen focus in the e-Governance
• Define the immediate action points based upon the UT’s priorities

Scope of Work
The scope of work for the assignment has been structured across three key areas
relating to:
1. Design of e-Governance roadmap for the Chandigarh UT that includes:

Preparing a blueprint for the UT that documents the overall strategy and
action plan for development of e-Governance in Chandigarh

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

Plan for implementing the recommended e-Governance initiatives
2. Design of capacity building roadmap for Chandigarh that includes:

Administrative structure for implementing the e-Governance plan

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

Sourcing plan for bridging the capacity gaps
3. Detailed Project Report with details of funding requirements for
implementation of the capacity building plan:

Budget estimate for implementation of the sourcing strategy and bridging the
capacity gaps
This report dwells on the first part of the scope of work i.e. the e-Governance
roadmap.
 7

Approach to the Study

The approach followed for developing the e-Governance roadmap report is as
follows:
• Comprehensive understanding of the UT developed by reading the UT
development report and secondary research reports
• Undertaking of a strategic workshop involving the key officials of the UT
representing various departments. The objective of the workshop was to:

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

exercise
• Get the acceptance of the department officials on the approach and time
lines for the exercise
• Detailed interactions with the key officials in the prioritised departments for:
• Understanding the vision and objectives of the department
• Key services provided by the department to citizens, businesses or other
government departments
• e-Readiness assessment of the departments covering current and
planned e-Governance initiatives, detailed IT infrastructure assessment of
the department
• Assessment of the current capacity within the department
• Analysis for identifying key e-Governance initiatives
• Drafting of the hypothesis for UT-level e-Governance roadmap
• Preparing the e-Governance blueprint for the UT
• Finalize the strategy and action plan for the UT; and
• Articulating the recommendations and finalization of the roadmap

Key Design Considerations

The e-Governance roadmap consisting of the vision and strategy for the UT have
emerged out of a number of “given considerations”. The key considerations and its
implications are discussed below:
1. Developmental priorities of the UT
The UT Administration has identified Information Technology (IT) and Tourism as
the core sectors as part of ensuring comprehensive and sustainable development
of the city.
2. Alignment with NeGP
 8

NeGP1 is designed at a national level with a focus on the citizen, service delivery
and on undertaking projects on a mission mode. Alignment of UT’s plan with that of
national level plan is an important consideration.
3. Right To Information Act
This is a recent legislation passed by Government of India aimed at increasing the
accountability of the government officials. The citizen can now demand the
requisite information and if denied, can escalate to higher authorities or demand an
explanation. This legislation would drive streamlining of processes in all the citizen
facing departments. The application of information technology in automation of the
processes would greatly facilitate compliance to the legislation.

Limitations of the Study

Indicated below are some of the key limitations of the study and approach to the
assignment that may have implications on the recommendations contained in the
e-Governance roadmap report:
• The study is limited to 17 departments within the UT. It is assumed that this is a
sufficient and representative sample for the roadmap formulation exercise.
• In line with the terms of reference, the report is based on the inputs provided by
the departments during the interactions with PwC consultants. No separate field
visits/detailed study has been undertaken to validate the inputs provided by the
UT administration departments
• The report is expected to set the agenda for e-Governance in the UT. Thus, the
extent of detailing captured in this report needs to be evaluated against a ten
week time frame provided to PwC for the study. It is expected that departmental
plans would be prepared separately in detail based upon the direction and
strategies contained in this document
• While, the roadmap bases its strategy taking into account all common e-
Governance initiatives in the UT and those in the 17 prioritized departments,
there are bound to be independent and isolated initiatives that do not form part
of the study and thus do not reflect in the roadmap. However, this should not
restrict them to pursue other initiatives, as long as they are in conformance with
the overall UT e-Governance roadmap.

Structure of the Report

This report comprises the following chapters:

Chapter I introduces the subject, highlights its need in the present context and
details the approach followed for preparation of the report;

1
An Overview of the National e-Governance Plan is provided in the Annexure 4
 9

Chapter II provides an overview of Chandigarh and presents some statistics

about the city;

Chapter III describes in detail the e-Governance vision of the city, the strategy
for UT to achieve the vision and the various components of the strategy;

Chapter IV presents the institutional framework for UT for implementation of
the e-Governance roadmap;

Chapter V details the measures to check if the progress made on the roadmap
is as per the conceived plan, and lists quantitative measures to check the
progress;

Chapter VI talks about the steps needed to be taken by the administration to
implement the roadmap, in the immediate time frame;

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

Annexure II details the output of the service value analysis;

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

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

Annexure V lists the participating departments; and

Annexure VI contains brief reports on the participating departments.
 10

2
Chandigarh – An Overview

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

Corbusier. It is Capital of the States of Punjab and Haryana but does not belong to
either of them. Instead, it is a Union Territory. It means that the City is under the
direct administration of the Government of India and not constituted as a state with
its own legislative assembly.

Chandigarh is known for:

• Planning and Architecture
• Quality of Life

• High Educational Level

• Pollution-free Environment

• Low Crime Rate

• Aware & Active Citizens
 11

Population: In terms of population, the figures of the 2001 Census, it is clear that
Chandigarh is overwhelmingly urban.

Population Density: The urban area of Chandigarh is about four times more
densely settled than its rural area

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

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

Chandigarh. One reason for this is that many men who are employed in the city
find it more affordable or convenient to leave their wives and children in their native
village or towns.

Population Growth between 1991 and 2001 and Growth Rate: Chandigarh has
grown very rapidly over the past 10 years.

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

much higher than the national figure of 65 per cent.
(All figures as per 2001 census)

History
India attained Independence in 1947; but in the process the territory of British India
was partitioned to form India and Pakistan. The large and prosperous Province of
Punjab was divided and Lahore, its capital, fell within the borders of Pakistan,
leaving Indian Punjab without a capital. The loss of Lahore, a city much loved by its
inhabitants, was keenly felt by those who had been compelled to migrate to India.
In March, 1948, the Government of Punjab in consultation with the Government of
India approved a 114.59 sq. km tract of land at the foot of the Shivalik Hills in
Ropar district as the site of the new capital. An existing village gave its name
(Chandi - Goddess of Power + garh - fortress) to the new city.

The decision to build a new city seemed like an extravagant decision to some at
the time, but there were practical justifications. After partition, the population of all
the existing towns in East Punjab had more than doubled on account of the
migration of displaced persons from Pakistan. As a government publication pointed
out: "Most of these towns, even before partition, lacked essential amenities such as
adequate drainage and water supply and none of them had schools or hospitals
which could meet the normal needs of the population according to modern
standards for such services."
 12

The new city was needed not only to serve as a capital but also to resettle
thousands of refugees who had been uprooted from West Punjab. India's first
Prime Minister, Jawaharlal Nehru enthusiastically supported the project and look
sustained interest in its execution. When he visited the project on April 2, 1952, he
declared: "Let this be a new town symbolic of the freedom of India, unfettered by
the traditions of the past, an expression of the nation's faith in the future....The new
capital of Punjab will be christened as Chandigarh-a name symbolic of the valiant
spirit of the Punjabis. Chandigarh is rightly associated with the name of Goddess
Chandi -- Shakti, or power."

The Site
After an extensive aerial survey, then the Capital Project Administrator, P.N.
Thapar and Chief Engineer, P.L. Verma selected the site -- a sub-mountainous
area of the then Ambala district about 240 km north of New Delhi, the capital of the
republic. The area was a flat, gently sloping plain of agricultural land dotted with
groves of mango trees which marked the sites of 24 villages or hamlets -- one of
which was named Chandigarh on account of its temple dedicated to the goddess.

The general ground level of the site ranges from 305 to 366 meters with a 1 per
cent grade giving adequate drainage. To the northeast are the foothills of the
Himalayas -- the Shivalik Range -- rising abruptly to about 1524 meters and a
dramatic natural backdrop. One seasonal stream, the Patiali ki Rao, lies on the
western side of the city and another, the Sukhna Choe, on the eastern side. A third,
smaller seasonal stream flows through the very center of Chandigarh. The area
along this streambed has been turned into a series of public gardens called the
Leisure Valley.

Chandigarh at a Glance

Figures at a glance - 2001

1 Number of districts 1

Total Rural Urban

2 Area in sq. kms. 114 34.66 79.34

3 Total Population
Persons 900914 92118 808796
Males 508224 56837 451387
Females 392690 35281 357409
 13

4 Decadal Population Growth 1991-2001

Absolute 258899 25932 232967

Percentage +40.33 +39.18 +40.46

5 Population Density (persons per sq. km)

7903 2658 10194

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

773 621 792
7 Population of 0-6 yrs*
Absolute
Persons 109293 14007 95286

Males 59238 7562 51676

Females 50055 6445 43610
% of Total
Population
Persons 12.13 15.21 11.78
Males 11.66 13.30 11.45
Females 12.75 18.27 12.20

8 Literacy
Absolute
Persons 647208 59547 587661

Males 384563 40178 344385

Females 262645 19369 243276
Literacy Rate
Persons 81.76 76.23 82.36
Males 85.65 81.54 86.16
Females 76.65 67.17 77.53
* 6 yrs means completed 6 years as on 1.3.2001
Total Rural Urban
9 Urban Slum Population
Persons 107098 - 107098
 14

Males 62747 - 62747

Females 44351 - 44351
10 Sex Ratio of Urban Slum Population - - 707
11 Slum Population of 0-6 yrs

Absolute
Persons 21777 - 21777

Males 11321 - 11321

Females 10456 - 10456
% of Total
Population
Persons 20.33 - 20.33
Males 18.04 - 18.04
Females 23.58 - 23.58
12 Slum Literacy
Absolute
Persons 47317 - 47317
Males 33730 - 33730
Females 13587 - 13587

Literacy Rate
Persons 55.46 - 55.46
Males 65.59 - 65.59

Females 40.09 - 40.09

Administrative Set-up
Gen. (Retd.) S.F Rodrigues, PVSM, VSM, is the Governor of Chandigarh. He
comes in place of Former Chief Justice of the Kerala High Court, Om Parkash
Verma (66).

The various departments of the administration are listed below:

1. Municipal Corporation
2. Estate Office
3. Information Technology
 15

4. Police
5. Agriculture
6. Fisheries
7. Urban Planning
8. Animal Husbandry
9. Weights & Measures
10. District Administration
11. Economic & Statistics
12. Employment Exchange
13. Education
14. Engineering
15. Environment
16. Estate Office
17. Excise & Taxation
18. Finance
19. Fisheries
20. Food & Supply
21. Forests & Wildlife
22. Health
23. Home
24. Housing
25. Industries
26. Printing & Stationary
27. Rural Development
28. Sports & Youth
29. Social Welfare
30. Tourism
31. Transport
32. Vigilance

The contacts numbers of the head of departments are available on the website:
http://chandigarh.nic.in/telphone.htm
 16

Information and Communication Technology (ICT)

Website: http://chdit.nic.in/
Chandigarh Administration has laid down an action plan for the next five years in
order to enable all sections of society to benefit from the application of information
technology. ‘I.T. for Society’ is the main component of the I.T. Vision 2010, which
has been announced by the Administration.

Chandigarh is the first planned city in the country and still maintains its status as
one of the best managed cities in the country. The excellent social infrastructure,
large green spaces, and its compact size, make Chandigarh an ideal work
destination. The quality of life in the City Beautiful is comparable to the best cities
across the world.

The Jan Sampark Project which is an e- Governance project involving the setting-
up of more than fifty information kiosks in the city, is the main project being
undertaken by the Administration for the common man.

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

address:
Department of Information Technology
5th Floor, Additional Deluxe Building,
Sector 9-D, Chandigarh – 160 009 (India)
Tel: +91 172 2749120
Fax: +91 172 2740005
 17

3
e-Governance in Chandigarh

Chadigarh’s e-Governance vision is as follows:

“ T o s e r v e a l l r e s i d e n t s , b u s i n e s s e s , l o c a l g o v e r n m e n t s a n d e m p l o y e e s o f t h i s

n o w l e d g e c i t y b y c r e a t i n g a t e c h n o l o g y - e n a b l e d c o m m u n i t y , a n d e m b r a c e
k

i n n o v a t i o n i n e v e r y a s p e c t o f g o v e r n m e n t s e r v i c e t o e n s u r e a n y t i m e

a n y w h e r e s e r v i c e s . ”

The vision statement clearly articulates the key themes of the city’s future e-
Governance direction, which are:
• Be people-centred by focusing on adding value to the customers

• Focus on development of the society by leveraging information

• Promote creation and sharing of information and knowledge through various
channels
The e-Governance roadmap of the U.T. has been driven by the need to achieve the
above mentioned overall vision of the U.T. As part of the roadmap, the U.T.
administration identified 17 priority departments for participation in the e-
Governance roadmap preparation. This identification was done based upon
aspects such as degree of citizen interface, development priority of the state,
NeGP focus and the revenue generation potential for the U.T.
The key strategic goals that can be derived from the vision statement are:
1. Convenience and Satisfaction: Provide services anytime, anyhow, anywhere
2. Integration and Efficiency: Provide services that are integrated, customer-
centric and operationally efficient

The Strategy

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

e-governance for e-society.” The UT administration is setting out a change
agenda for the governance by transforming Chandigarh into an e-society – though
guaranteeing quality services for all, and improving access to those services.
The strategy for UT defines the central role of e-Government in this agenda.
Modern technology can be used to transform the relationship between citizens and
administration as it offers ways to:
 18

Design services around citizen needs;

Make services more accessible;

Provide better information, at all places;

Increase efficiency in service transactions; and

Increase people’s participation in governance.

All this will lead to utmost citizen satisfaction, which is the primary purpose of the e-
Governance initative of the UT, as well as the aim of NeGP.

Increase people’s
participation in
governance

Increase efficiency
in service
transactions
Utmost Citizen Design services
Satisfaction around citizen
needs

Provide better
information, at
all places
Make services
more accessible
 19

Front Office Services

The key elements to consider in achieving progress on the front office are:
1. Customers; The customers could be citizens, businesses or other government
departments
2. Services identified for delivery through the channels
3. Channels for exchange of information / delivery
Each of the elements is discussed in detail below.

Customers
The customers can be classified into three key segments viz., Residents (e.g.
citizens, residents and tourists), Businesses operating in UT and Business Partners
(e.g. suppliers and other governmental organizations).
The UT Administration customers can be grouped under the following categories
based on the type of the relationship they have with government. These categories
are:
• Citizens: The citizens are the residents and tourists of Chandigarh. ‘Residents’
constitute the largest customer segment and the most frequent users of the
majority of services of the UT administration departments and information. Their
relationship with government can be summarized as follows:
1. Use the government infrastructure in terms of roads, drainage networks,
hospitals, public parks, etc.
2. Access the departmental services such as payment of taxes, registration
of transactions, issue of various types of certificates, etc.
3. Report problems and provide suggestions.
• Businesses: This refers to the public and private sector organizations that
access the services and information from the Government departments. Their
relationship with UT administration can be summarized as follows:
1. Pre-establishment services such as registration, licenses, etc.
2. Post-establishment services such as payment of taxes, filing of returns,
etc
• Employees: The employees working for the government constitute this
segment. They avail services from the government such as payroll, benefits,
etc.

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

 20

1. Simple and accessible windows for various segments of customers

through e-Government to all Government information and services
2. Minimize the time spent on repeated visits to government offices.
3. Customers should not no longer be required to submit the same
information/documents repeatedly
4. Feedback mechanism to be established
Customer feedback – Departments that interface with the customers need to
regularly evaluate their performance in actions such as offering services, policy
formulation etc. A feedback mechanism should be established to collect customer
opinion on a range of issues – including convenience, services provided, and
security etc., designed as per the expectations. Based on the variables to be
evaluated for feedback, appropriate data sources / channels can be designed and
established. Such a mechanism will enhance the citizen participation in the
government. This system can be integrated with the grievance redressal system
being conceptualized by the UT administration.

Services
A service is defined as an interaction or a set of interactions that involves exchange
of information / documents between the customer and the government as part of
compliance to legislation(s).
Every government department provides a set of services to its identified customer
base. The delivery of such services would develop an image of the government
among the customers and so making the delivery of services customer-friendly is
the objective of this study.

Classification of Services
The services can be classified as follows:
i) Informational Services; includes those services that solely provide
information to customers and does not involve processing of any
transactions or documents. For example, advertising the bus routes of
public transport. Informational services have relatively simple back-office
operations and can be easily be e-Government-enabled.
ii) Transactional Services; includes those services where customers require
specific actions to be taken by the department. For example, issue of a
driving license. Transactional services mandate a higher degree of
customer interaction and more complex delivery operations than
informational services.
 21

Dimensions for Services

i) ‘Breadth of Access’; provides a qualitative review of the breadth of
services and information which can be accessed by the customer
through a specific delivery channel.
ii) ‘Depth of Delivery’; provides a qualitative review of the depth of
process that is simplified / automated for service delivery through a
delivery channel.
Breadth of Access
The services provided by the participating departments are analyzed using the
PwC framework ‘Service Value Analysis’. The methodology is explained in detail in
the Annexure I and the services are prioritized and grouped into four waves as
summarized below:

Table 1:
Wave Number of Services
1 64
2 80
3 85
4 80
The detailed list of services under each of the groups is presented in the Annexure
II.
Depth of Delivery
The different kinds of service transactions offered by the government departments
are largely categorized into three types as mentioned below:
Type I - Transaction without personal interface: Services which can be availed
remotely without any personal interface fall under this category. Currently, they
typically include services such as payment of taxes, payment of duties,
reservations, submission of annual returns etc.
Type II – Transactions requiring personal interface / verification of original
documents: Services that require physical presence of the customer or his
representative before the government official or copies of original documents are
required for validation of the photo copies submitted etc. fall under this category.
Such kinds of requirements are primarily driven by the rules of the legislations. For
example: Registration of properties, Issue of international driving license, Issue of
marriage certificate etc.
With the application of technology some of the Type II services can be moved to
Type I services. Verification of original documents can be done away with in most
of the cases, if the databases of the respective departments / organizations are
available to the officials of other departments for online verification. Similarly some
 22

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

so that some more Type II services can be moved to Type I category. For example:
Though an Encumberance Certificate can be availed online by the customer, it is
considered invalid unless it is stamped and signed by the concerned Sub-Registrar
Officer as per the rules framed under The Registration Act, 1908.
Type III – Transactions requiring personal interface / field verifications: Services
that require field verification fall under this category. Examples include Issue of
Passport, Sub-division of survey numbers etc.
Every service life-cycle typically has the following six stages. Availing a service by
a citizen involves spending energy and resources at each of the stages as briefed
below:
1. Information Availability: The information required before availing a service
such as the need to avail the service, process to be followed including
whom to contact, the forms and supporting documents required, fees to
be paid etc. should be available and accessible to the target customers.
2. Availability of Forms: Gathering the forms required for application as part
of availing a service and the understanding the instructions for filling the
form itself is a task. Citizens visit 1-2 times just for this task.
3. Submission of Application: Submission of the completely filled in
application to the respective department authority with the necessary
statutory fees if any is the next task. The task ends with collecting the
acknowledgement for the submitted application.
4. Service Delivery: After the application is processed with due diligence by
the government authorities, the delivery of the service is made which
could be issue of a certificate, license, permit, updation of registers for
returns etc. Currently, the delivery of certificates / licenses / permits is
made directly to the customer.
5. Tracking of Application Status: If the transaction takes more than a day or
the process is complex with multiple steps then the facility to track the
status of the application at any point of time would add lot of value to the
customer. Customer sometimes pays a dedicated visit for the knowledge
of the status. Such a facility would also help implement SLAs within the
government and improve the accountability. The consideration for Right to
Information can be built into such a facility.
6. Filing Complaint: There should be a facility for the customer to file a
complaint with the respective authorities and an escalation mechanism for
their action.
 23

Impact of e-Governance
E-enabling can have a significant impact on the service life-cycle and save energy
for the citizen. The e-Governance impact for the above discussed types of services
and the various stages of the service life-cycle is presented below:
Table 2:
Impact of e- Transaction Transaction Transaction
Governance without personal requiring requiring personal
interface personal interface / field
interface / verifications
(Type I)
verification of
(Type III)
original
documents
(Type II)
Information High High High
Information

Availability /
Disseminati
on
Availability High High High
of Forms
Submission High High Medium
Transaction

of
Application
Service High Low Low
Delivery
Tracking of Not Applicable High High
Monitoring

Application
Status
Filing High High High
Complaint
The aim of the participating departments is to increase the depth of delivery so that
more and more services can be moved from Type II and Type III to Type I and the
entire service life-cycle is automated.

Way Forward
The way forward for UT administration is to:
1. Position the e-sampark portal as UT-wide single point entry portal and
encourage all the departments to project themselves through this channel
 24

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

the single point entry portal and as information booklets for distribution to
the target segment
3. Make all the forms required for availing various services online followed
by facility for online submission
4. Enable service transactions of all the departments through this single
point entry portal rather than a number of department centric portals
5. Initiate service transformation for type II and type III services so that they
can be moved to type I services

Channels
Electronic channels represent the means through which electronic services are
delivered to the customers. Identifying what channels to use is a key success factor
for any effective e-Government strategy. The choice of delivery channels has a
major impact on the following:
• Technology infrastructure required to support the channel (i.e. Hardware,
Software and Network);
• Business processes and procedures required to operate the channel; and
• Organization structure required to manage and deliver the electronic services
(i.e. skills, roles and alliances)
Types of Delivery Channels
The key service delivery channels that UT administration can consider using in e-
Government are listed below:
1. Service Centers
A. Sampark centers
B. e-Sampark centers
C. JanSampark centers
D. Department Service Centers
2. Internet
3. Phone
4. Kiosk
5. Mobile
6. Digital TVs
 25

1. Service Centers: There are two kinds of service centers in the current
practice. They are:
a. Sampark, eSampark and Jan Sampark Centers: Information
dissemination, acceptance of service requests and delivery
of services through citizen service centers is one the
objectives of the UT administration. This involves integration
of the backend applications of departments with Sampark
Centers. These have been taken as an electronic channel of
delivery as they will be providing the services on behalf of
various government departments through a single interface
using the electronic integration.
b. Department Service Centers: Providing all the services of a
department through facilitation counters in a service oriented
approach is the significance of this channel. This is important
in certain departments where the interface and involvement
of customers in availing the services is high for example
transport department where obtaining a driving license would
involve photography, driving test etc. Such services cannot
be provided through the common service centers.
2. Internet: where customers can use desktop and hand-held computers to
connect to government’s web site to request services and search for
information.
3. Phone (Call Center): where customers can call UT administration’s hot-
lines and emergency center to request services and request information.
‘Phone’ is considered as an electronic delivery channel due to the
potential use of ‘Call Center’ and ‘Interactive Voice Response’
technologies.
4. Kiosk: is a stand alone ‘ATM-like’ electronic device where customers can
access UT administration’s web site over the Internet without having to
own personal computers. UT administration can establish a network of
Kiosk machines to cover the state. This network will provide residents with
an easy and free access to the administration’s services and information
including electronic payments.
5. Mobile: where customers can request services and information through
mobile phones and hand-held digital personal assistants.
6. Digital TVs, where customers can request services and information
through their TV sets can also be used as a delivery channel, but since it
is not pervasive in the Indian context, it has not been discussed in details.
However, it is essential for the policy makers to note that such a delivery
exists for future.
 26

Status of various delivery channels

We have analyzed the six key service delivery channels for UT administration and
the following table summarizes the current status and the recommended way
forward for each of the channels.
Table 3:
Channel Current Status Way Forward
Sampark, e- Being used at various The reach of these centers to be
Sampark, Jan locations in the city, offering a increased, along with more and
Sampark centers host of services. more services to be delivered
through these centers.
The business model is
completely self-sustainable The depth of the services provided
with revenues coming both should also be increased. This is
from user charges and dependent on the readiness of the
transaction fees charged to department backend
the department based on the computerization and data
type of transaction. digitization.
Department Some of the citizens facing The departments should aim at
Service Centers departments have transforming the feasible processes
transformed themselves in for service delivery and aim at
providing services to the electronic service delivery.
citizens by establishing
citizen facilitation counters
etc. This has yielded good
results in improving the
image of the department and
also improving the efficiency
of the processes.
Internet There is a UT-wide single All the information and forms
point entry portal required for availing various
http://chandigarh.gov.in, services (irrespective of they being
through which a host f delivered online) should be posted
information and some of the on the website. Compiling all the
services are delivered online. content service-wise and providing
online will add good amount of value
though it is a significant task.
The services that are provided
through physical Sampark centers
can be assessed for online delivery
and provided through the state-wide
portal.
 27

Channel Current Status Way Forward

Foundation services that are
common to all the departments such
as filing of complaints, online status
of a transaction, payment facility for
all the transactions etc., should be
aimed at. Online tracking facility
would facilitate compliance with the
Right To Information Act though it
would demand computerization and
data digitization efforts from the
departments.
The transactions through the
website can be used for building
profiles, which can be used to
provide personalized features to the
customers. This is highly useful for
business segment
Call Center No call center has been The UT administration should aim at
implemented yet in the UT establishing a call center with only
administration. one toll free number for availing all
kinds of government information
services then extend it to providing
foundation services followed by
feasible transaction services. This is
a complex task as the number of
citizen facing departments is high in
number and the number of services
offered is even higher.
Kiosks Currently, UT administration Going ahead, the administration can
is pursuing implementation of increase the use of kiosks for
the CSC (Common Service offering services which involve fairly
Center) programme of GoI simple interaction, that can be easily
throughout the city. The done on a kiosk user interface.
programme aims at
establishing kiosks for
delivering government
services.
Mobile m-Sampark initiative provides After providing basic information
a host of services through services through SMS, departments
SMS should look at providing simple
transaction services such as utility
 28

Channel Current Status Way Forward

bills and then extended to other
services.
Digital TVs This option is not explored Feasibility study can be done
yet

Promote Channel Shift

The new opportunities for service design and access have created alternate
channels for customers to access services. Government has an obligation to drive
traffic towards the more efficient and effective channels. While, in many areas, the
benefits to government of promoting channel shift are clear – particularly in the
transactions area – the suitability of the optimum mix of levers has yet to be fully
explored.
Analysis of both the customer preferences and the operation costs and risks on
various channels is necessary for the success of the channels. The government
should adopt appropriate channel shift strategies to enable uptake of the channels.
A review of channel shift strategies across the private and public sectors reveals
that incentives appear to fall into four broad categories:
• Financial Incentives: These may include direct financial incentives, or payment
flexibility. One of the examples is Denmark, where the Government offer
rewards for e-filing for SMEs – some £2-5. In the US, tax refunds are given in
2 weeks if the return is filed electronically, versus 4-6 weeks for paper returns.
In Australia, processing of an electronic return takes some 2 weeks, and tax
practitioners are given an extra month as incentive to adopt e-filing
• Time Savings: A key area of benefit, both to government and its customers, is
packaging up services to save time. Time saving is an important indicator for
promoting usage of on-line government services. For businesses in particular,
freeing up organizational capacity is a major potential benefit, creating space
for improved productivity.
• Adding value through information and expertise: Governments too need to
focus on ‘pulling’ customers to more efficient channels by making their
information more useful and attractive.
• Possible compulsion for channel shift: Sometimes the government also has the
option of implementing compulsory channel shift, focusing initially on the
more sophisticated audiences of business and intermediaries
 29

Back-Office Administration

As part of reforming the back office administration for efficiency, particular attention
should be paid to the following areas:
1. Shared services concept
2. Common infrastructure
3. Data sharing and privacy
4. Information assurance
5. Identity management
6. Technology standards and architecture
Each of the above mentioned considerations are discussed in detail below:
Shared services concept: Payroll processing, pension payments, vehicle
management, travel, facilities management, procurement and other such similar
functions hold significant scope for rationalization through sharing. Process re-
engineering to accommodate the shared services concept followed by
standardization of processes and effectiveness of these functions should achieve
efficiency gains across the whole government and in the functions themselves, as
well as enhancing the employee experience and realizing indirect efficiencies from
better financial, personnel, knowledge and asset management.
Common infrastructure will enable joined-up solutions, leverage investments and
shorten the implementation timeframe of new reforms. The UT administration has
realized the significance of the common infrastructure and Chandigarh SWAN and
Data Center initiatives’ design will be based on this concept.
Data Sharing is integral to transforming services and reducing administrative
burdens on citizens and businesses. But privacy rights and public trust must be
retained. There should be a policy on finding and communicating a balance
between maintaining the privacy of the individual and delivering more efficient,
higher quality services with minimal bureaucracy.
Information assurance: despite the difficulties of a fast moving and hostile world,
underpinning IT systems must be secure and convenient for those intended to use
them. The administration will develop a risk management model and issue a policy
on information assurance. Going forward, the administration will also need to play
its part to promote public confidence by leading a public / private campaign on
internet safety and by a new scheme to deliver a wider availability of assured
products and services.
Identity management: UT administration intends to create a holistic approach to
identity management, based on a suite of identity management solutions that
enable the public and private sectors to manage risk and provide cost-effective
 30

services trusted by customers and stakeholders. These will rationalize electronic

gateways and citizen and business record numbers.
Technology standards and architecture: to ensure that administration’s technology
is cost effective in terms of public and private sector best practice, the SeMT
should determine a consistent approach to standards and architecture to be taken
across government. Legacy systems will be progressively refreshed: by taking
advantage of open standards, commercial off-the-shelf products and asset re-use,
expenditure will be reduced and capacity freed for the transformational agenda.
Way Forward
Keeping the shared services concept of the state in perspective, some policies and
initiatives are recommended for improving the efficiency in the back office
administration.
Core Initiatives
1. Knowledge City (e-Chandigarh) Initiative
2. Multi Service Smart Card
3. Data Centre
Departmental Initiatives
As detailed in Annexure VI.

Policies
The policies will dictate the success of implementation of the e-Governance
roadmap and hence UT administration must take immediate steps for the
formulation of these policies through the SeMT for design and formalization of the
policies mentioned above. The recommended policies are listed below:

Security
1. Access Control
2. Threat Management
3. Disaster Recovery
4. Business Continuity
5. Authentication
6. Identity Management

Information Management
1. Meta-data standards
 31

2. Privacy Management
3. Data Exchange
4. IT Management
5. Technical Architecture
6. Interoperability

Public Private Partnership (PPP)

1. PPP Policy
 32

4
Institutional Framework

Institutional Framework for Implementation of the Roadmap

The institutional framework is designed to ensure that the national and state level
priorities are considered in conceptualization, design and implementation of various
e-Governance projects. The framework is designed at the programme and project
levels for the strategy, operation and support functions. The various bodies in the
institutional structure and their role in brief are given herewith.

The proposed institutional structure for Chandigarh Administration to implement

and execute e-Governance projects, and effectively build capacity is detailed
below. The various bodies in the institutional structure and their brief role are given
herewith.
• An Advisory Committee on e-Governance, which will comprise leaders from
the industry and the Government, who will draw the e-Gov roadmap for the
Chandigarh Administration and will advise on strategic issues related to
development of IT in the UT. This would be headed by the Advisor to the
Administrator, and the mandate for this committee would be to set the agenda
and vision for the development of ICT and e-Governance in the UT. It will
ensure the optimum use of the IT potential of the UT and will provide vision and
direction to the e-Gov Implementation Committee so that the e-Governance
vision of the UT can be achieved.

Strategy Operation Support

SeMT
Programme

Society for Promotion

Advisory Committee e-Gov Implementation
of IT in Chandigarh
on e-Governance Committee
(SPIC)

Department of IT
(DoIT)
Project

Project
Department of IT eGov Task Force
Implementation Unit
(DoIT)
(PIU)
PeMT
 33

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

Secretary IT, has been constituted to continuously provide guidance and
monitor progress. The committee would essentially be responsible for
implementing the e-Governance roadmap for the UT. It will monitor the
progress of the departmental Task Forces, to implement the
decisions/guidelines of the Advisory Committee. This Committee will carry
forward the vision and direction of the Advisory Committee and get it
implemented through the task forces. It will also co-ordinate the working of the
task forces, so that they supplement each other.

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

agency of the UT and serve as the State e-Government Mission Team. SPIC
would essentially be the Technical Secretariat for the Advisory Committee, e-
Gov Implementation Committee and DoIT in implementing the role envisaged
for these institutions under the roadmap. SPIC would also be the agency which
would support the departmental initiatives in terms of guidance and capacities
till the time internal capacities (PeMT) are not created. It would be the sourcing
agency for the State with respect to resources required to be build at SeMT and
PeMT levels. SPIC would also be responsible for appraising all departmental
projects before approval of the Advisory Committee and Implementation
Committee to ensure that they are in line with the various requirements (core
policies) of the UT with respect to e-Governance Project design and
implementation

• An e-Gov Task Force, which will serve as a source of internal capacity for
implementing the project and a technical secretariat to the Project
Implementation Unit (PIU). This will have nominated members from the
departments and identified resources from outside / SPIC.

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

department of the UT for all the e-Governance initiatives in the UT. It would
provide support and guidance to departments implementing e-Governance
projects. They would also be responsible for designing and implementing all
core application, infrastructure and policies for development of e-Governance in
the UT.

• Departmental Project Implementation Unit led by a Project Champion and

supported by a Chief Information Officer, would be responsible for the design
and implementation of departmental initiatives in the UT, supported by the e-
 34

Gov Task Force (PeMT). Since, a dedicated PeMT is likely to be created only
after the project has been approved; departments are expected to work with
SPIC/DoIT in the design of the project proposals for approval and funding, in
case such capacities do not exist within the departments.

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

1. Advisory Committee on e-Governance

Advisor to Administrator Chairperson

Finance Secretary and Secretary IT Vice Chairperson
Home Secretary Member
Commissioner Chandigarh Municipal Member
Corporation
Deputy Commissioner Member
Joint Secretary Finance, Director Public Member
Instructions (C)
Managing Director, CITCO Member
Inspector General of Police Member
Chief Engineer, UT Member
Principal General Manager Telecom Member
Director Regional Computer Centre Member
Additional Director STPI Member
Director IT Member
Director Health Member
Director Technical Education Member
State Informatics Officer, National Member
Informatics Centre
Additional Director IT Member, Convenor

2. e-Gov Implementation Committee

Finance Secretary and Secretary IT Chairperson

 35

Commissioner Chandigarh Municipal Member

Corporation
Deputy Commissioner Member
Managing Director, CITCO Member
Senior Superintendent of Police (HQ) Member
Chief Engineer, UT Member
Sub Divisional Magistrate (South) Member
Director Public Instructions (Schools) Member
Assistant Estate Officer Member
Director IT Member
Under Secretary IT Member
State Informatics Officer, National Member
Informatics Centre
Additional Director IT Member, Convenor

3. e-Gov Task Force

Head of Department, Chairman

Nodal Officer
Representative of NIC
Representative of IT Department

Roles and Responsibilities

In line with the institutional strategy discussed above, the table below summarizes
the roles and responsibilities of the various units of the institutional structure at the
programme Level.

Unit Constituents Key Role(s) Key Activities

Advisory • Headed by the • Provide strategic • Envisioning an e-
Committee Advisor to direction for Governance and IT
on e- Administrator adoption and policy and working
Governance promotion of IT in out a strategy for its
• Consists of
the UT implementation in
leaders of IT
 36

Industry, the UT
• Setting up the IT
Government
Strategy for the UT • Take necessary
and Education
policy level
• Setting up the e-
decisions on
Governance
matters relating to
Strategy for the UT
Information
Technology (IT)
wherever the
approval of the
Cabinet is otherwise
necessary
• Take policy level
decisions on IT
matters
• Ensure required
changes in laws and
legislation
necessary for
enabling
widespread
Government
Process Reforms
• Ensuring higher
degree of
departmental buy in
to a UT approach
• The committee
shoud meet at least
twice every year
e-Gov • Headed by the • This committee lays • Program Approval
Implementati Finance down the broad including process
on Secretary and modalities for the for Program
Committee Secretary IT implementation of e- Implementation
Governance
• Other • Approve changes to
roadmap, including
important UT e-Gov roadmap
which department
Department
/organization which • Finalize funding
Secretaries -
would be ultimately strategy and fund
permanent
responsible for the management
members
implementation of principles
• Concerned the various • Monitor program
 37

Departmental components of the progress

Secretary – roadmap.
• Resolve Inter-
based upon
• Finalization of departmental Issues
agenda
departmental
• Facilitate legal
• SeMT to be prioritization
changes for
the Technical
• Implementation and effective
secretariat
Monitoring of e- implementation, if
Governance required
projects
• Approving
operational policies,
guidelines, manuals
and formats for
activities such as
project report
preparation,
technical standards,
business model,
knowledge
management,
project management
methodologies,
impact assessment,
publicity,
Government
business re-
engineering etc.
• Cost sharing
between projects /
departments /
Centre-State
• Provide guidance to
the project
implementation
committees
• Institute and review
program and project
audit reports from
time to time
• The committee
should meet at least
once every quarter
 38

or more frequently
as per requirement
Department • Headed by • Nodal Department • Responsible for
of Secretary / for spearheading e- providing strategic
Information Director IT Governance and IT direction for
Technology in the UT implementation of
(DoIT) various e-
• Implement the
Governance
policy on the use of
initiatives in the UT
Information
Technology in the • Nodal department of
UT the UT for the
coordination of the
National e-
Governance Plan
• Administrative
Departments for the
State Nodal Agency
for e-Governance
• Defining of the Core
policies
• Implementation
Agency for Core
Infrastructure and
Core Applications
Society for • State e- • Review of the • Review of the
Promotion of Governance project proposal project proposal
IT in Mission Team prepared by the
• Assistance with the
Chandigarh – as defined PeMT for adherence
preparation of
(SPIC) under the to the State e-
project proposals, if
Capacity Governance
required (prior to
Building Roadmap under
setting up of PeMT)
Guidelines of NeGP
DIT under • Technical
NeGP Secretariat to the e-
Gov Implementation
Committee
• Development and
implementation of
the Capacity
Building Programme
including finalization
 39

of the Training
calendar and
courses
• Operational
coordination with
DIT, GoI on NeGP
• Support
implementation of
policy, leadership
and Institutional
Development
programme through
DoIT
• Financial
management
• Procurement and
contract
management under
NeGP
• Monitoring and
Evaluation
• Mobilizing funds
• Knowledge and
Project
Management
• Quality Assurance
and Oversight
• Finalization of the
resource plan for
PeMT
• Finalization of the
Job description and
sources of hiring
• Hiring and
deployment of
resources to PeMT
 40

Table below summarizes the roles and responsibilities of the various units of the
institutional structure at the project level.

Governance Constituents Key Role(s) Key Activities

Unit (Recommended -
Minimum)
Departmental • Headed by the • Define project • Design and finalize
Project Project targets and the system
Implementati Champion structure requirement
on Unit (PIU) (preferably the specification
• Prepare project
concerned
report including • Prepare project
Secretary/Dire
time line, proposal
ctor/Head of
dependencies and
Department) • Overall project
resource
implementation at the
• Heads of requirements
Department level
Departments –
• Continuously
Administration, • Monitoring the
Monitor project
Engineering, project activities
progress and
Planning, • Reporting on project
resolve intra-
Revenue and progress
department issues
Accounts
for resolution • Capacity Building
• Chief and Change
• Identify and report
Information Management
inter-department
Officer
issues for • User Requirement
(Convener)
resolution at the e- Analysis
• Application Gov
development Implementation • Business Process
and Committee Reengineering
implementation • Functionality Gap
• Identify support
team Assessment
requirement from
• Nominated SeMT and through • User Acceptance
officers from the creation of Testing
the PeMT
Department • Technical Training at
• Prepare detailed Department Level
• Local NIC terms of reference
Team for procuring • Design and finalize
goods and the MIS requirements
services under the • Coordination with
project Vendors for H/W
• Finalize Procurement,
 41

agreements under Software,

the projects Networking, facility
management
• Ensure technical
implementation
according to project
design
Department • Headed by • Provide strategic • Provide strategic
of IT (DoIT) Secretary / inputs to the support to the Project
Director IT Project Implementation Unit
Implementation for executing the e-
Unit for Governance projects
implementing the
• Perform status check
e-Governance
of the projects
project
implemented by the
PIU
e-Gov Task • Chaired by • Serve as a source • Preparation of the
Force Head of of internal capacity State e-Governance
(Project e- Department / for implementing strategy for the
Governance Chairman the Project and department
Mission serve as the
• As defined • Finalization of project
Team - technical
under the proposals (detailed
PeMT) secretariat to the
Capacity project reports) for
Project
Building approval of the e-
Implementation
Guidelines of Gov Implementation
Unit
DIT under Committee
NeGP
• Development of
• Nominated financial
Officers from sustainability model
the including analysis of
Department(s) PPP options
• Identified • Assistance in the
resources from finalization of the
outside / SeMT FRS for application
development
• Finalization of the
procurement strategy
• Finalization of H/w
requirements
 42

• RFP preparation and

Bid process
management for
appointment of
application vendor
and data digitization
vendor
• Guidance note on
issues such as
legislative changes,
technology standards

• User acceptance
testing
• Project monitoring
across Departments
• Finalization of the
capacity building and
change management
plan for the UT
 43

5
Measures

Once the e-Governance strategy and vision are identified, performance measures
provide a valuable tool to track the progress of the e-Government implementation
efforts. The following broad characteristics can be identified that will mark the
success of the e-government:

Table 4:

Convenience and Satisfaction

Services provided anytime, anyhow, anywhere
Target 2007 • People will be able to find details of government services on the
Internet.
Target 2008 • All the 64 services under Group 1 will be fully or partially
delivered electronically (where appropriate).

• All the services under Group 1 and Group 2 (144 in total) will be
fully or partially delivered through service centers (Common or
department).
• The departments will have redesigned the way they deliver
services – traditional channels may be used less, in favour of
the Internet which will reach most citizens, and often be more
convenient for them.
Target 2009 • All the 144 services under Group 1 and 2 will be fully or partially
delivered electronically (where appropriate).
• All the services under Group 3 and 4 will be fully or partially
delivered through service centers (Common or department).
• Service delivery will be more proactive. People will allow
departments to use information they hold to ‘push’ services out
to them (e.g. reminding people to meet an obligation, the
citizens will get reminders through SMS, email regarding the
bill/taxes payments).
Target 2010 • All the 309 services under the 4 groups will be fully or partially
delivered electronically (where appropriate).
• All the services under Groups 1-4 will be fully or partially
delivered through service centers (Common or department).
 44

Integration and Efficiency

Services that are integrated, customer-centric and efficient
Target 2007 • The customer feedback mechanism will have been established.
• The departments who have already started off the respective e-
Governance initiative before 2005 would have implemented in
at-least one location.
• The participating departments will have their Detailed Project
Reports ready.
• Policies on Information Management, IT Management and PPP
will be in place
Target 2008 • The participating departments will have started the e-
Governance initiative that they are responsible for.
• The departments which started off the respective e-Governance
initiatives before 2005 would have rolled out in all the locations.
• Policies on Security will be in place
Target 2009 • Front-office integration will be well developed – many services
will have been redesigned and bundled together in ways that
meet customers’ needs better.
Target 2010 • The back office of government will be widely shared – there will
be much less investment in department or service-specific
technical, information, and business process infrastructures.
Better value for money will be achieved.
 45

6
Next Steps

Based upon the imperatives identified by the e-Governance roadmap for the U.T.,
there have been a number of initiatives that have been identified by the
administration to be taken over the next six months to a year. These have been
presented in the table below:

Table 5:
S.No Activity Responsibility Action Required Time
Frame
from zero
date
1 Finalization of the e- Advisory Approval of the 15 days
Gov roadmap Committee on roadmap contained
e-Governance, in this document
DIT, SPIC
2 Capacity Building and Advisory Approve the budget 2 Months
creation of positions Committee on plan and submit to
within the SeMT e-Governance , DIT, GoI for meeting
e-Governance the funding
Implementation requirement for
Committee hiring of resources in
SeMT as detailed in
the capacity building
report
3 Preparation of Advisory Detailed operating 2 Months
detailed financial Committee on and monitoring
management and e-Governance procedures to be
control systems at the and SPIC prepared,
SeMT for programme documented and
and fund approved
management under
NeGP
4 Finalization of the SPIC and DIT Constitute an expert 3 months
policy level initiatives committee /
especially data consultants to
protection & privacy finalize these after
policy, PPP policy consultations with
 46

and technology the Line departments

standards

5 Preparation of SPIC and DIT SeMT to initiate the 3 months

detailed guidance discussion draft for after the
notes on areas such finalization by the capacity at
as project report Advisory Committee SeMT has
preparation, PPP, risk on e-Governance been
assessment, created
technology
evaluation etc., which
can be used by the
departments for
implementing the
various planned e-
Governance
initiatives
6 Development of SPIC and DIT SeMT to support 6 months
detailed project report through project after the
for core applications, management and capacity at
core infrastructure appointment of SeMT has
and the departmental external agencies to been
applications support this created
development
7 Finalization of the SPIC and Finalization of the 8 Months
Monitoring and Advisory M&E Plan
Evaluation Plan and Committee on
Appointment of an e-Governance
independent M&E
agency for
continuous impact
assessment
 47

7
Annexure I

Framework for prioritization of services

Service Value Analysis - Methodology for prioritising services

The approach of ‘Service Value Analysis’ is used to arrive at ‘High Value’ services.
It is a structured 5-step approach as described in detail below:
S S
t e p 1 : C o m p i l e t h e L i s t o f e r v i c e s

– This step involved compiling the list of

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

e n a b l e d

- This step involved identifying those services that once made e-

Government-enabled will deliver the maximum value and benefits to the
departments and its customers.
S S S
t e p 3 : C o l l e c t I n f o r m a t i o n & t a t i s t i c s a b o u t t h e v a r i o u s e r v i c e s

– This step
involved collecting operational statistics and information about each service to
assist in the prioritization process. Such information includes transaction volumes,
customer type, service type, number of departments involved in delivering the
service, etc.
S S
t e p 4 : P r i o r i t i z e t h e I m p l e m e n t a t i o n o f t h e H i g h V a l u e e r v i c e s

– This step
involved defining when to implement each of the high value services identified
earlier. A structured analysis method is used based on service visibility and
complexity.
S
t e p 5 : V a l i d a t e a n d R a t i o n a l i z e t h e R e s u l t s

– This step involved deploying

project management team’s experience and knowledge of department’s customers
and operations to further verify the results of the analysis.

The following sub-sections provide detailed description for each of the steps above.
Step 1: Compile the list of services
This step involved interacting with the key officials of the department to compile the
list of key services provided by their department.
Step 2: Identify the High Value Services which need to be transformed into e-
Government
This step involved reviewing the different services to identify those services that
once made e-Government-enabled will deliver the maximum value to the
department and its customers. Here, the emphasis on trying to explore how e-
Government can add value to the department and its customers through a number
 48

of quantitative measures. These quantitative measures are categorized into two

key groups:
e p a r t m e n t V a l u e M e a s u r e s

1. D ; explores the e-Government impact on the

following:
 Enhancing existing revenues;
 Setting up new revenue streams;
 Reducing cost of processing transactions; and
 Delivering intangible benefits (e.g. boosting the image of the department)
C u s t o m e r V a l u e M e a s u r e s

2. ; explores the e-Government impact on the

following:
 Minimizing the number of customer visits to the department premises;
 Reducing the time required to request the service;
 Reducing the time required to deliver a service;
 Reducing the fees and charges associated with a service;
 Reducing the time spent by the customer to follow-up and track the
progress of the requested service; and
 Reducing the time spend by the customer to file complaints, comments
and suggestions
Based on the above, services were classified into four major categories, described
in detail below:
G r o u p 1 – ( H i g h e p t . V a l u e , H i g h C u s t o m e r V a l u e ) ;

 this group D

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

enabled first. The services are expected to deliver key benefits to UT in
terms of increased revenues or cost reductions. Also, the services are
expected to deliver key benefits to the department customers in terms of
accessing the services quickly, conveniently and efficiently. For example,
establishing a ‘Service Directory’ over the Internet describing the various
UT services, their target customers and their key requirements can be
considered as a high value service. This service minimizes the customer
service operational overhead across all departments by providing answers
to customers’ most frequently asked questions on-line. Furthermore, the
service makes it easier and more efficient for the customer to inquire
about the different services and their associated transaction requirements.
G r o u p 2 – ( H i g h e p t . V a l u e , L o w C u s t o m e r V a l u e ) ;

 this group D

represents the significant focus of government departments aspiring to be

self-financing or profitable. The services are expected to deliver key
benefits to Department in terms of increased revenues or cost reductions.
However, the service once made E-Government-enabled will not
 49

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

implementation of Electronic Procurement (E-Procurement) will enable
Department to communicate with suppliers electronically to acquire
products quickly and at better prices. This will reduce the overall
operational overhead of the Purchasing Function within Department. Yet,
the implementation of this advanced purchasing model will not deliver
immediate, direct and tangible benefits to the customers of the
department.
G r o u p 3 – ( L o w e p t . V a l u e , H i g h C u s t o m e r V a l u e ) ;

 D this group
represents the significant focus of non-profit governmental organizations
focusing exclusively on customer service. The services are expected to
deliver key benefits to Department’s customers in terms of in terms of
accessing Municipal services quickly, conveniently and efficiently.
However, making the service e-Government-enabled will not deliver key
and tangible benefits to the Department in terms of increased revenues or
decreased operational overhead. For example, ‘Filing Complaints’
electronically over the Internet will deliver key benefits to the customer but
delivers little financial value to the Department.
G r o u p 4 – ( L o w e p t . V a l u e , L o w C u s t o m e r V a l u e ) ;

 D this group of
services provides little benefit and few advantages to the Department and
its customers. For example, the use of e-Government in prosecuting
suppliers or customers on behalf of Department. The use of e-
Government in this area is very limited.

Step 3: Collect Information & Statistics about the various services

This step involved the collection of various operational information and statistics
about the various services. Information collected by the various departments
includes:
1. Customer Base (e.g. Residents, Citizens, etc.)
2. Number of Transactions in a period
3. Service Type (i.e. Internal or External)
4. Annual Revenues
5. Number of external parties involved in delivering the service
6. Number of customer documents required
7. Degree of Automation
8. Degree of Customer Interaction

Step 4: Prioritize the implementation of the high value services

 50

This step involved identifying when to implement each of the high value services
identified in Step 2. The implementation priority for each high value service was
defined based on the analysis of the following attributes:
S
e r v i c e V i s i b i l i t y –

 describes how significantly and extensively can

customers feel and experience the benefits achieved from delivering the
service into e-Government. Services of high volume of transactions and a
large customer base would be more visible to the Department customers
than other services with a very limited customer base.
S
e r v i c e C o m p l e x i t y –

 describes how easy the service can be made e-

Government-enabled. This depends on a number of factors such as the
degree of existing automation, number of external parties involved and the
number of customer documents processed. For example, issuing of ‘No
Objection Certificates’ is more difficult to make e-Government-enabled
than issuing of ‘Public Health’ certificates.
Hence, the high-value services identified in Step 2 can be grouped into four major
categories:
1 . G r o u p 1 ( H i g h V i s i b i l i t y , L o w C o m p l e x i t y ) ;

this group of high value

services should be implemented first. The services can be transformed
easily to e-Government delivering highly visible benefits to the
Department customers.
2 . G r o u p 2 ( H i g h V i s i b i l i t y , H i g h C o m p l e x i t y ) ;

this group of high value

services can be implemented second, if Department can allocate the
human and financial resources necessary to support the implementation
process. The services are relatively difficult to implement. However, once
implemented the services deliver highly visible benefits to the Department
customers.
3 . G r o u p 3 ( L o w V i s i b i l i t y , L o w C o m p l e x i t y ) ;

this group of services can be

implemented second, if the Department is low on the human and/or
financial resources required to support the implementation process. The
services are relatively easy to implement and deliver benefits that are not
very visible to the Department customers.
4 . G r o u p 4 ( L o w V i s i b i l i t y , H i g h C o m p l e x i t y ) ;

this group of services

should be implemented last. The services are relatively difficult to
implement and deliver benefits that are not very visible to the Department
customers.

Step 5: Validate and rationalize the results

PwC project team has deployed the Department’s experience and knowledge of
the Department’s customers and internal operations to validate the results of the
analysis. The validation process involved the following:
 51

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

Government.
− Verify the feasibility of the implementation priorities assigned to the high-
value services.
 52

8
Annexure II

Output of Service Value Analysis

Group 1

S.No. Service Department

1. Dissemination of information related to Tourism
tourism
2. Online booking facilities for accommodation Tourism
and transport
3. Physical planning Urban Planning
4. Designing the various plans Urban Planning
5. Registration of Motor Cabs, Maxi Cabs and Transport
tourist buses
6. Revision of Excise Duties and Taxes on Finance
Excise Commodities including Remission /
Waiver.
7. Fixation of license fees and sale price of Finance
Excise goods.
8. Import/ export of Excise articles in the state. Finance
9. Policy decisions relating to manufacture, Finance
storage, bottling, blending etc. of Excise
Articles.
10. Matters regarding sales / disposal of Excise Finance
goods.
11. Reduction in Excise demand. Finance
12. Review and Administration of Excise Finance
Department.
13. Statutory Appeals and Revisions. Finance
14. Appeals under CCA rules. Finance
15. All matters relating to UT Accounts Service & Finance
UT Subordinate Accounts Service.
16. Review of recovery of Revenue in major Finance
 53

Revenue earning departments and other

departments.
17. Returns of write-off of Revenue. Finance
18. All matters relating to Director of Treasury & Finance
Accounts and Administration of Treasuries.
19. Sanction for advance on AC bills. Finance
20. To ensure the proper realization of taxes and Excise and Taxation
duties
21. To prevent/evasion/ leakage of revenue due Excise and Taxation
to the state
22. Conduct inquiries regarding genuinity of sales Excise and Taxation
and purchases made by the suspected
dealers
23. To prevent illicit sale of liquor Excise and Taxation
24. Handling customer complaints regarding Municipal Corporation
various things like defective water meters,
sewerage, street lights etc
25. Property tax and fee on commercial, Municipal Corporation
industrial and institutional land and buildings

26. To sell plots by allotment or auction to private Estate Office

persons, institutions or government
departments; and to collect annual
installment; issue notice to defaulters;
resume sites in case of default in payment
27. To collect rent or hire-purchase installments Estate Office
of government-built tenements, houses and
shops
28. Sanction building plans; enforce building Estate Office
rules and municipal bylaws; prevent
unauthorized use of premises; demolish
unauthorized constructions and
encroachments on government lands
29. To allot sites and collect rents from petrol Estate Office
pumps, taxi stands, laundries
30. To acquire land and pay compensation; to Estate Office
allot land to persons displaced by the Capital
Project beyond Phase I or the city
 54

31. Provision of OPD / care services / indoor / Health

surgery
32. Handling emergencies Health
Manage various complaints
33. Health
34. Giving old age pensions Health
35. Issue death birth certificate Health
36. Reimbursements Health
37. Help beneficiaries to get money Health
38. To provide services to encourage industrial Industries
ventures in the city
39. To assist and guide the entrepreneurs in Industries
setting up industrial units
40. To create a transparent and automatic Industries
system for allotment of scarce raw materials
like coal/ iron and steel etc
41. To arrange financial assistance to educated Industries
un-employed youth from banks for setting up
of their ventures under the PMRY scheme.
42. Free hostels facility Social Welfare
43. Sanction of scholarships(Pre Matric and Post Social Welfare
Matric)
44. Residential Schools Social Welfare
45. Rehabilitation schemes for scavengers Social Welfare
46. Financial assistance to victims of atrocities. Social Welfare
Financial assistance for inter-caste marriage
47. Social Welfare
48. Issue of ration cards above poverty line Food and Supplies
49. Issue of ration cards below poverty line Food and Supplies
50. Issue antyodaya cards Food and Supplies
51. Implement annapurna scheme Food and Supplies
52. Distribution of kerosene oil Food and Supplies
53. Enforcement of essential commodities act Food and Supplies
Implementation of consumer protection act,
54. Food and Supplies
1988
55. Registrations of unemployed candidates Employment Exchange
 55

56. Renewal of registrations, maintenance of Employment Exchange

records
57. Employment Market Information Employment Exchange
Placement services for employment
58. Employment Exchange
59. To prescribe the syllabi, courses of studies Education
and text books for colleges
Handle recruitment
60. Education
Manage placements
61. Education
Passport, service verifications
62. Police
Redressal of the grievances of the victims,
63. Police
complainants coming to police stations with
different problems
Detection of crime by investigation of cases
64. Police
registered under IPC or Local & Special laws

Group 2

S.No. Service Department

1. Arrange for various packaged tours and Tourism
travels in the UT
Tourism
2. Implement and monitor tourist reception
centers
Tourism
3. Provide assistance to tourists and visitors
4. Prepare perspective plan Urban Planning
5. Introduce controls through zoning plan and Urban Planning
architectural control
6. Reassignment/Transfer of Ownership on the Transport
basis of NOC from other states and within
State
7. Grant / Renewal of Permits in respect of Transport
transport vehicles including National Permits
8. Grant of Permits in respect of Private Service Transport
Vehicles in the name of Firms/Private Ltd.,
Companies, Institutions.
9. Enforcement of the various provisions of the Transport
M.V. Act, 1988 & Compounding of Challans
10. Issuance of duplicate registration books in Transport
 56

respect of tourist vehicles and permits in

respect of transport vehicles
11. Grant of Certificate of fitness in respect of Transport
transport vehicles
Finance
12. P.A.C. / Legislative Committees in audit
matters (General) (of all Government
Departments/Undertakings).
Finance
13. C.A.G. Report inspection Reports of A.G. and
pursuance of draft paras.
Finance
14. Internal Audit, Special Audit and Physical
Verification Reports of Director, Inspection.
Finance
15. Matters relating to Reports of Director, Local
Fund Audit Department.
Finance
16. Pursuance of misappropriation / defalcation/
embezzlement cases with the concerned
departments.
17. Administration of Directorate of Inspection, Finance
and Local Fund Audit Department.
18. Revision of rates of stamps duties and fees, Finance
including registration and court fees.
19. Revision of rates of Commercial Taxes and Finance
other Taxes.
20. Grant of exemption from Taxes Finance
21. Statutory Appeal and Revisions. Finance
22. Appeals under CCA rules. Finance
23. Sales Tax check posts. Finance
24. Refund of Revenue and reduction in demand. Finance
25. Review of recovery of Commercial Taxes and Finance
Registration & Stamps.
26. Review of working and Administration of Finance
Commercial Taxes, Land & Building Tax and
Registration and Stamps Departments etc.
27. Monitor the working of dealers and Excise and Taxation
commercial ventures right from their
registration with the department to the annual
assessments and recovery of tax arrears etc
 57

28. Carry out periodical checks on movements of Excise and Taxation

goods by the checking teams
29. To earn adequate Government revenue from Excise and Taxation
the trade
30. Maintenance of roads / parking places Municipal Corporation
31. Deal with water meter connections Municipal Corporation
32. Maintenance of gardens, parks, open spaces, Municipal Corporation
green belts etc.
33. Maintain street lights Municipal Corporation
Booking of community centers / janj ghars /
34. Municipal Corporation
open spaces etc.
35. To bring all-round development in the field of Rural Development
social and economic upliftment in villages
36. Execution of development works/projects for Rural Development
welfare of the rural masses, thereby raising
their standard of living
37. Providing the rural masses hygienic and Rural Development
sanitary living conditions
38. To supplement the efforts for development in Rural Development
the field of agriculture, land improvement,
minor irrigation, dairying, poultry, farm
forestry , small scale industries, khadi and
cottage industries, construction of roads,
culverts and bridges, rural electrification,
development of con-conventional energy
sources, maintenance of libraries, cultural
and sports activities, family welfare, removal
of encroachments on common Panchayat
land etc
39. Performing diagnostic tests Health
Health
40. Issue of MLC certificate
Health
41. Undertake inspections
Health
42. Issue disability certificate
Health
43. Providing referrals for better health care
Participation in rallies Health
44.
45. To make all the industrialists/ agencies aware Industries
about the industrial development policies of
 58

the Chandigarh Administration

46. To make recommendations to various Industries
agencies for the appraisal of projects
47. Mahila Sadan(state rescue home for women) Social Welfare
48. Assistance to voluntary agencies for after Social Welfare
care services
49. Women development centre Social Welfare
50. Hostels for working women Social Welfare
51. Assistance to widows for marriage of their Social Welfare
daughters
52. Infant homes Social Welfare
Home for mentally retarded children
53. Social Welfare
54. Creating entire infrastructure development in Engineering
the territory of Chandigarh comprising of
roads and establishment of water
55. Providing and laying of water supply system Engineering
Providing and laying underground sewerage
56. Engineering
and storm water drainage system
57. Application for Apprenticeship to different Employment Exchange
technical institutes
58. Imparting Vocational Guidance Employment Exchange
59. To prescribe conditions for affiliation of Education
institutions in terms of teachers and their
qualification, curriculum, infrastructure and
other educational facilities
60. Release of grants to private aided Education
managements
61. Pay fixation of all Government & Non- Education
Government employees
62. Manage promotions Education
63. To hold examinations for school, publish the Education
results of such examinations and grant
certificates to persons who have passed
these examinations
64. Maintenance of law & order in the jurisdiction Police
of the police station.
 59

Prevention of crime through beat patrolling,

65. Police
surveillance, holding public meetings, taking
preventive action u/s 107/150 Cr.P.C.,
107/151 Cr.P.C., 109/ 110 Cr.P.C., watch
over the activities of criminals, collection of
intelligence, issuing servants verification rolls,
stranger rolls etc.
66. To provide security protection to the VVIPs, Police
VIPs and other Protected Persons through
Pilot, Escort, static guards and PSOs.
67. To make necessary security arrangements at Police
vulnerable vital installations and other
important places such as High Court, District
Courts, PHQ, UT Secretariat etc.
68. To make necessary security arrangements at Police
the places of functions and other places
visited by the VVIPs/VIPs.
To make security arrangements on special
69. Police
occasions like Rose Festival, Independence
Day/Republic Day Functions, other official
functions etc.
70. To deal with all complaints pertaining to Police
maltreatment, harassment, cruelty/ violence,
demand of dowry etc. relating to unmarried /
married women and children.
71. Counseling through well qualified/trained Police
police staff, voluntary NGOs with the
objective to settle the disputes
amicably/mutually and to unite the divided
families.
72. Investigation of cases registered under Police
section 292, 294, 354, 509, 406, 498-A IPC,
kidnapping/abduction/rape, Dowry Prohibition
Act, Suppression of Immoral Traffic Act or
any other section relating to cruelty/violence
etc. about which the investigation is entrusted
to this unit by the senior officers.
To help the women/children in distress
73. Police
through toll-free Child Help Line.
74. Enquiry into all complaints marked by the Police
senior officers in cases where the
complainant is not satisfied with the enquiry
conducted by the local police or in other
 60

special cases.
75. Investigation of cases which are entrusted to Police
this wing as per orders of senior officers.
76. Detection of cases under Local & Special Police
Laws, registration of FIRs and investigation.
77. To act as a watch-dog and keep an eye over Police
organized crime in the city area.
78. Collection of information/intelligence about all Police
types of other crime.
79. Publication of monthly crime gazettes. Police
Modus Operandi Bureau, which functions
80. Police
under the control of DSP/Crime.

Group 3

S.No. Service Department

1. Plan and organize fairs and festivals, meets Tourism
and seminars
2. Manage the Estate office Urban Planning
3. Manage land use for future – residential, Urban Planning
commercial, open spaces, greens etc.
4. Entry/Termination of Hire Purchase Transport
Agreement in respect of Tourist Vehicles
Transport
5. Issuance and Renewal of Stage Carriage
permit in respect of CTU buses
Transport
6. Grant/Renewal of driving school licence
Transport
7. Grant/Renewal of letter of Authority in respect
of Pollution Checking Centres
Transport
8. Disposal of bank drafts received from/to be
sent to other transport authorities
Transport
9. Counter Signature of vehicles registered with
other transport authorities
Transport
10. Cash collection
11. Budget Circular/ Manual/ Memorandum Finance
12. Budget Speech Finance
13. Scrutiny and approval of Budget including Finance
 61

items of new expenditure

14. Appropriation Bill Finance
15. Re-appropriation Finance
16. Supplementary / Excess Demands. Finance
17. Rate of interest on interest bearing deposits Finance
18. Loans Funds and W&M Advance to Finance
Autonomous Boards and Public / Private
Undertakings, Co-operative Bodies
19. Allocation of funds for advances to Finance
Government Servants
20. Matters relating to Banks Finance
21. Management of Ways & Means position Finance
including Monthly Accounts
22. Printing of Budget Finance
23. Performance of Budget Finance
24. Investment in projects, schemes and in Finance
Corporations/ Private / Public Sector
Undertakings.
25. Government Guarantee or extension thereof. Finance
26. Signing of Guarantee Deeds. Finance
27. To appoint representative of the Governor to Finance
attend Annual General Meeting of
Companies/ Corporation etc.
28. Financial review of Corporations / Finance
Undertakings.
29. Proceedings of Board of Directors of Finance
Undertaking and Co-operative Bodies/
Societies attended by the Officers
representing Finance Department.
30. Matters relating to Electricity Board. Finance
31. Raid the business premises of suspected Excise and Taxation
dealers to plug the revenue leakage
32. Make available quality liquor at a reasonable Excise and Taxation
market price to the people
33. Transfer of residential / commercial units Municipal Corporation
 62

34. Permission to mortgage Municipal Corporation

35. Permission to sell Municipal Corporation
36. Manage fire related incidences Municipal Corporation
37. To maintain record of ownership or lease Estate Office
rights.
Estate Office
38. Issue licenses to non-motor vehicles such as
rickshaws and animal-drawn carts.
Estate Office
39. To grant permission for use of grounds for
public or private functions.
To prepare the internal annual budget of the Estate Office
40.
office and prepare audited accounts; to
maintain service records and individual files
and other establishment matters.
41. Training students Health
Health
42. Use of ambulance
Health
43. Counseling people
Health
44. Arrange blood donation
Health
45. Handle donations
Health
46. Family planning operations
Health
47. Manage AMC
Health
48. Produce court evidences
49. To provide marketing assistance to local Industries
industrial units through rate contract
50. To hold rehabilitation of sick small scale Industries
industrial units
51. To settle disputes arising due to non receipt Industries
of payments to local SSI suppliers from
various purchasers especially Govt.
Departments by acting as arbitrator through
the Industrial Facilitation Council
52. To register small scale industry/ tiny industry Industries
53. Aids, Appliances, Orthotic and Prosthetic Social Welfare
Aids and Economic Assistance to
handicapped.
54. Scholarship to handicapped students Social Welfare
55. Publication and free distribution of BRAIL Social Welfare
 63

literature
56. State level training centre for teachers of Social Welfare
disabled persons
57. Polio correction camps Social Welfare
Loan facility scheme for disabled persons
58. Social Welfare
59. Issue of Identity Cards to Senior Citizens for Social Welfare
availing facilities in hospitals, libraries, buses
etc.
60. Aged and infirm homes Social Welfare
61. Aid to leprosy home Social Welfare
62. Old age pension Social Welfare
63. De-addiction cum rehabilitation centres Social Welfare
64. Probation services Social Welfare
65. Prisoner welfare services Social Welfare
66. Re-imbursement of medical bills for both in Education
service and retired employees of the dept
67. Processing of GPF final withdrawal Education
68. Sanction of pension proposals to retired staff Education
69. Issue of no objection for obtaining passport to Education
go abroad
70. Sanction of leave other than casual leaves Education
71. Sanction of annual grade increment Education
72. Purchase & supply of stationary items Education
including hard ware equipment
73. Re-imbursement of medical bills for both in Education
service and retired employees of the dept
74. Collection and development of information Police
with regards to agitations, strikes, dharnas,
demonstrations, processions, rallies etc.
75. Providing daily/advance information to all Police
concerned about the above mentioned
programmes/ events so as to enable them to
make necessary law & order arrangements.
76. Liaison with the local police as well as with Police
the leaders of the political/other parties.
 64

77. Preparation and submission of Daily Police

Summary of Intelligence (DSI) reports.
78. FRO office, dealing with registration, grant of Police
visa and other matters relating to foreigners.
79. Surveillance of suspects. Police
80. Service, marriage and other verifications. Police
81. Dealing with matters relating to permission Police
for arms licenses, processions, use of loud
speakers etc.
Conducting enquiries into cases by senior
82. Police
officers
83. Holding preliminary enquiries into all Police
complaints of fraud
84. Holding preliminary enquiries into all Police
complaints against companies
Investigation of all cases if after holding a
85. Police
preliminary enquiry

Group 4

S.No. Service Department

1. Approve and classify the hotels in Tourism
Chandigarh up to 3 star category
2. Development of the areas according to Urban Planning
developed plans
3. Approval of Models of New Vehicles Transport
Transport
4. Grant/Renewal of PSV Permit in respect of
School buses in the name of schools/Under
agreement with schools
Transport
5. Grant of permission for replacement of old
auto rickshaws which have completed the life
span of more than 15 years
Transport
6. Grant/Renewal of permit in respect of
Contract Carriage buses and transfer
7. Examination of proposals for release of Finance
grants under award of Central/State Finance
Commissions and other related
correspondence.
 65

8. Macro economic analysis of National and Finance

State's finances and Economy.
Examination of proposal for Innovative
9. Finance
Financing/Externally aided projects
Finance
10. Inclusion of items in Schedule of new
Expenditure for Non - Plan / Plan/ CSS and
Break-up of lump-sum provision (Including
uncovered items).
Finance
11. Loans and grant - in - aid including advance
sanction and in relaxation of rules.
Finance
12. Proposals for making temporary posts
permanent including revision of cadre
strength.
Finance
13. Extension in the terms of temporary posts

Finance
14. Matters relating to PWF&AR revision of rates
and work charged employees.
Finance
15. Framing and Interpretation of GF&AR
including amendments thereof.
Finance
16. Delegation of powers under GF&AR and
relaxation in particular cases
Finance
17. Write - off of losses and Irrecoverable dues,
loans and advances.
Finance
18. Administration of the P.D.R. Act and Rules.
Finance
19. Conversion of Agricultural land for Non -
agricultural Purposes and other uses and
fixation of price for sale.
Finance
20. Allotment of land free of cost or at
concessional rates.
Finance
21. Confirmation of sales of Government
property.
Finance
22. Administration of Pension and Pensioners'
Welfare Department.
Policy matters regarding Pension and Finance
23.
Pensioners' Welfare.
24. Perform VIP duties Health
Health
25. Undertake food sampling
Health
26. Participation in national programs relating to
 66

checking of food
Health
27. Prepare various reports of disease
surveillance
Health
28. Outsourcing of services
29. Distribution of electric power and construction Engineering
of various public buildings and housing
accommodation for govt. employees of
various categories
30. Execution of building works, maintenance of Engineering
non-residential and residential buildings of
Chandigarh Administration and upgradation
of residential buildings
31. Maintenance of various Govt. buildings, Engineering
Roads and Horticulture works in U.T.
Chandigarh
32. Providing and installation of internal electrical Engineering
services in all the non-residential and
residential building including maintenance
thereof
Responsible for arranging power from various
33. Engineering
sources (as Chandigarh does not have its
own source) and distribution and
transmission thereof to all type of consumers
34. Undertake sports / extracurricular activities Education
Recognition of schools, formulation of syllabi,
35. Education
granting of scholarships
36. Correction of date of birth of SSC candidates Education
37. To enroll all the students in the various age Education
group under different programmes
38. Release of grants to private aided Education
management
39. To provide training to teachers to impart Education
quality education in the UT
40. To formulate and implement pilot projects for Education
bringing about qualitative improvement in
different fields of school education
41. To promote vocational efficiency and Education
productivity
42. Activities related to school employees, HR Education
 67

issues like salaries, transfers, promotions,

loans, medical bill, allowances, deductions
etc
43. Distribution of food grains under national Education
program of nutritional support to all primary
children
Provision of uniforms / books to SC students
44. Education
45. Misc. duties such as maintenance of public Police
order, controlling different agitations, strikes,
dharnas, rallies, rasta-roko programmes,
hunger strikes, fast-unto-death, processions,
demonstrations etc
Police
46. Regulation of traffic at different intersections,
automatic traffic control signals, round-
abouts, chowks, markets and other places.
Police
47. Parking duties in markets, melas, exhibitions,
other functions.
Police
48. Control of traffic during processions,
agitations, strikes, dharnas, rallies, rasta-roko
programmes etc.
Police
49. Traffic regulation and parking duties during
visits of VVIPs/VIPs.
Police
50. Enforcement of traffic rules & regulations by
prosecuting the violators under Motor
Vehicles Act/Rules.
Police
51. Educating school children, drivers, rickshaw
pullers and other road users on road safety
and traffic rules/regulations in Children Traffic
Park Sector 23 as well as by visiting different
schools, other institutions/ departments.
Educating general public about traffic Police
52.
rules/regulations and road safety through
cinema slides, banners, electronic / print
media and by organizing seminars/
workshops/ lectures on road safety during
annual Road Safety Weeks.
Police
53. To issue all articles of uniform to all the police
personnel from the rank of Constable to
Inspector from its Clothing Store.
Police
54. To issue all other misc. articles to all the units
 68

of police department on demand, from its

Misc. Store.
Police
55. To provide force for escort of prisoners from
District Jail to different courts in the city as
well as outside and back to jail.
Police
56. To provide force for maintenance of law &
order and also on different other occasions
such as dharnas, rallies, agitations,
processions, rasta-roko programmes,
demolition drives, strikes etc. on demand, out
of the reserve force.
Police
57. Deployment of static/temporary guards at
vital installations, VVIP/VIP’s
offices/residences and other places as per
requirement.
Police
58. Deployment of force to cover VVIP/VIP’s
route duties.
Police
59. Maintenance/repair of vehicles, issue of POL
and control over all the vehicles of the
department through MT Section.
Police
60. Utilization of Pipe and Brass bands on
different occasions.
Police
61. Tear Gas Squad, QRT, Riot Control Unit,
Dog Squad, and Mounted Staff etc. whose
services are utilized as and when required.
Police
62. Police Family Welfare Center, looking after
the welfare of the families of police
personnel.
With drawl and dispersal of cash through Police
63.
Lines Officer.
Police
64. To assist the local police in day to day
functioning of Police Stations
To assist the local police on demand during Police
65.
different agitations
Police
66. To cover all the important crime scenes
through still/video photography.
To cover all important agitations, strikes, Police
67.
rallies, dharnas, demonstrations, rasta-roko
programmes, processions, VIP functions,
demolition drives etc. through still/video
photography.
 69

Police
68. Collection of information/intelligence about
the activities of anti-social elements/
terrorists/ antinational elements etc.
Police
69. Investigation of cases relating to crime
committed by the above category of
criminals.
Police
70. Investigation of any other case entrusted by
the senior officers.
Police
71. To provide basic training to all newly
appointed recruits in Chandigarh Police in
outdoor as well as indoor courses.
Police
72. To arrange short duration refresher courses
for all ranks from Constable to Sub
Inspectors.
73. To attend all spots within 3-5 minutes on Police
receipt of any information on toll- free phone
no.100.
74. After arriving at the spot, to inform the PCR Police
about the situation and thereafter, to hand
over the spot to the local police, if necessary.
75. To guard the spot till the arrival of local Police
police.
76. To shift the injured persons immediately to Police
the nearest hospital by making use of
Ambulance of the PCR.
77. To guard a specific area of responsibility Police
round the clock, when not busy elsewhere.
78. The PCR vehicles are also detailed for duty Police
on other occasions such as agitations,
strikes, rallies, dharnas, rasta-roko
programmes, processions, VIP routes, place
of functions, demolition drives etc.
79. To provide wireless sets to all the vehicles as Police
well as individual officers/officials.
80. Maintenance, upkeep and repair of all types Police
of wireless sets of the department.
 70

9
Annexure III

National e-Governance Plan (NeGP)

Technology can be a great leveler if its availability and accessibility is fair &
equitable. It enables two human beings from entirely different walks of life and
strata of society to stand on common footing, empowering a society from its grass
roots. This was one of the underlying philosophies of the NeGP.
The realization of the benefits of e-Governance and thus NeGP is well captured in
the governance agenda of the current government, wherein e-Governance is not
seen as the “use of IT” in governance but as a “tool” for ensuring “good
governance”.

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

aimed at improving the quality, accessibility and effectiveness of government
services to citizens and businesses with the help of Information and
Communication Technology. It proposes to achieve this by:
• Rapid deployment and scale-up of select "mission mode projects" (MMPs) -
projects (government service) with significant citizen interface
• Creation of a national IT backbone for fast, reliable and efficient connectivity,
data storage and access
• Integrated service centers for delivery of citizen services
• Creation of web portals for 24x7 access to government information and
services

To achieve the above, the national e-Governance action plan also provides for
significant investments in areas such as government process reengineering,
capacity building, training, assessment and awareness. The imperative for
formulating NEGAP were primarily three-fold:
• Firstly, it enables convenient and transparent access to the government as well
as other private services, providing equitable opportunities to all citizens
• Secondly, It can be used as an effective tool to drive administrative reforms
within the government and
• Thirdly, It can be an agent that can change the perception the government
 71

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

Mode Projects (MMP’s) to be executed over a four year period. An apex committee
under the cabinet secretary is already in place for providing the strategic direction
and management oversight. A formal structure to support the apex committee is
currently under formulation. MMP’s comprise projects that are to be implemented
by:
• Line ministries / departments at the National Level,

• State departments, and

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

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

giving it a service and citizen orientation and ensuring fast, convenient,
accessible and reliable services. To achieve this and at the same time
overcome the current bottlenecks (computerization vs. service delivery; limited
focus on process re-engineering, delay in project approval, limited leverage of
private capital, limited internal capacity/ expertise for project management in
departments etc ), a formal programmatic approach to the implementation of
NeGP has been proposed. Such an approach is likely to result in:
 72

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

levels, at the time of project structuring, NEGAP would be able to significantly
improve the service delivery of government services.
• Faster Implementation – Through improved project structuring, quick resolution
to interdependencies and availability of additional budgetary resources
• Integrated Approval – NEGAP would allow funding of projects that include and
integrate investments in capital expenditure, O&M expenses and human
resources for successful project implementation.
• Standardization – By looking at various projects in their entirety, it would be
able to assist in executing standardization of approach with respect to
technology and processes across MMPs.
• Quick issue resolution of overlap/ Interdependencies – A formal high powered
institutional structure under the NEGAP programme would help resolve issues
emanating out of multiplicity of objectives and large numbers of projects and
sub programs across departments and states.

Key Components of the NeGP

Mentioned below are some of the essential requisites for maximizing benefits from
e-Governance initiatives.

Government Process Re-engineering (GPR)

The importance of process redesign to facilitate and ensure best practices in the
realm of e-Governance cannot be over emphasized. It is vital that the process
redesign, i.e. the critical analysis and radical redesign of workflows and processes
within and between governmental departments, is undertaken if we are to achieve
breakthrough improvements in performance. While deployment of IT solutions
increases the efficiency of operations, it will not necessarily deliver the best results
unless the processes are reconfigured appropriately to the demands of the specific
circumstances. Otherwise, e-governance would simply result in “computerization”
and the duplication of manual processes by machine-based processes resulting in
“automated” waste. Process re-engineering ensures that processes are
redesigned to ensure effectiveness thereby delivering the maximum value to the
government, its employees and most importantly, the common citizen.

Change Management
Any change in the work culture through the induction of ICT and GPR (Government
Process Re-engineering) has direct impact on the staff who handle the processes.
People resist change for a number of reasons, including vested interest, fear of
losing their discretion, fear of the unknown, reluctance to make the effort involved,
 73

upsetting a well established routine, fear of failure, lack of confidence in the change
implementers, lack of proper communication but possibly, the most important
reason is the fear of being worse of afterwards. In our context, where information is
power, making information freely available has serious implications on the
behavioral pattern of people. Planning and managing change, both cultural and
technological, will be one of the most challenging elements of re-inventing
government. Understanding the key areas of change management, and the
associated traps and pitfalls others have encountered, is critical to success.

Human Resources / Capacity

It is important to build human capacities in terms of necessary knowledge and skills
to initiate, implement and sustain e-Governance initiatives. It is equally important to
generate an attitude that is receptive to ICT based administration and ICT based
delivery of services. Developing e-Governance strategies and implementing the
technology will not help deliver the quality of services envisaged unless human
resources are aligned to provide the right services to the right customers from the
right sources with the right tools at the right time.

Evolution of Integrated Services Delivery Mechanism (ISDM) & Business

Model for E-G services
Delivering e-Governance services through a single-window requires an integrated
government system at the back-end. Equally important is the front-end mechanism,
which will actually be the point of interface between the e-Governance services and
its consumers. It is important to note that nearly 75% of the Indian population lives
in rural areas. Extending e-Governance services to this segment of population,
which is highly marginalized and under-privileged needs special consideration, both
in terms of technology and business models.

Standards
Efficient e-Governance services tailored to the needs of the citizen and business,
require adoption of standards for use across government. On account of the high
number of stakeholders, potential complexities introduced by new technologies,
competing technical standards, possible infringement on services provided by
private sector companies and the lack of common operating procedures, it is
necessary to evolve and adopt common standards across government
departments.

Information Exchange Standards

 74

Standards need to be evolved to facilitate information exchange among various

departments. This will involve defining e-Governance ontology representing
common understanding of sharable concepts among various departments; Meta-
data frameworks and data definition standards comprising the guidelines and
principles for defining the data schemas and meta-data elements; and data
schemas and meta-data for core elements.

Security
Public trust and confidence are vital to all government services. Without full-fledged
trust from citizens and businesses, the success of the e-Governance initiative is
unlikely. Now that e-Governance initiatives in the country are likely to enter the
transactional phase, the confidentiality, integrity and security of data transmission
need to be addressed in a focused manner. The security framework in terms of
technology, processes and procedures is required, not only for the new systems to
be installed but also the existing system in place, to ensure that there is an
enabling mechanism for keeping business and personal information confidential
and secure.

Legal
Many e-Governance initiatives have not succeeded owing to the absence of the
necessary empowering and enabling legal architecture. A supportive and proactive
legal architecture would need to be devised and implemented at the central and/or
state levels in order to effectively operationalize e-Governance. GPR and gap
analysis done by the departments would highlight the areas where legal remedies
or restructuring is required.

Core Policies
The importance of policies and frameworks to strategize and set the ball rolling on
the e-Governance initiatives needs special emphasis. We need to look at various
e-Governance models and follow an iterative process that leverages the
participation of the multifarious stakeholders. The policies also need to exploit the
positives of existing platforms of governance whilst learning from and scrupulously
avoiding the errors of the past. A plausible framework for drafting policies and
architecting frameworks to manage the transition to e-Governance needs to be
developed. Essentially, policy and guidelines would need to be drafted that are
both specific to the department or the process as well as policies that may be more
wide ranging in their scope.
 75

10
Annexure IV

Department Questionnaire Used for the Study

I n t r o d u c t i o n :

Chandigarh Administration is developing a roadmap to implement e-

Governance in various departments. PricewaterhouseCoopers Pvt Ltd (PwC) is
working with the Chandigarh Administration in this important initiative. As a part of
this initiative, the present questionnaire seeks to collect information on functions,
services, delivery channels & level of computerization of your department. Your
complete participation in this initiative is a prerequisite & very critical for success of
the project. In case of any clarification, please feel free to contact Amit Saraf,
Consultant, PwC at amit.saraf@in.pwc.com

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

Name of the Department

Head of Department Name Designation

Nodal Officer Designation

Name

Address (Head Office)

Contact Numbers HOD Nodal Off

Email id HOD Nodal Off

Department website address, if any

P l e a s e p r o v i d e t h e f o l l o w i n g d o c u m e n t s w i t h t h e f i l l e d - i n Q u e s t i o n n a i r e a s A n n e x u r e : 1 .

i t i z e n h a r t e r , 2 . e - G o v e r n a n c e P r o j e c t d e t a i l s , 3 . O r g a n i z a t i o n S t r u c t u r e , 4 . B u d g e t S p e e c h ,

C C

. D e v e l o p m e n t a l p l a n , 6 . A n n u a l r e p o r t , 7 . M I S , 8 . P e r f o r m a n c e r e p o r t , 9 . I T p o l i c y e t c .

5
 76

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

What is the stated vision

of the department?

What are the key

objectives / goals of the
department?

What are the Service

delivery channels for the
department?
(Department Service
Centers / Common
Service Centers /
Internet / Telephone etc)

I I I . F u n c t i o n s o f t h e d e p a r t m e n t I V . M i s c e l l a n e o u s I n f o r m a t i o n

S. Specify if
Description of Function Question Yes No
No. ‘automated’
1

Do the offices of the department

have Local Area Network (LAN)?

Are department offices connected

2

through State Wide Area Network?

Please mention, if any other
network is used.

Does the department have formal IT

3

policies? (if yes, then please attach

a copy of the internal IT policy of the
Dept.)
4

Does the department have a

Disaster Recovery Plan?

5
Is there a centralized data center for
the department?
6

Is e-mail used for communication in

the department?
7
 77

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

b e l o w )

Functional
objective
of the
initiative & Business
Number Source
coverage Outcome Current Model, if
of Estimated of
Name of the (e.g., of the Status: any (e.g.
locations Funds Funds
e- services initiative Operational PPP -
S.No. installed (for (Central/
Governance offered (Desired / Non – BOOT/
(planned) planned State/
initiative under the for future Operational BOO/
initiatives) Dept.
project initiatives) etc. BOMT,
etc.)
targeting etc.)
urban /
rural
areas)
I n i t i a t i v e s u n d e r t a k e n i n t h e p a s t

I n i t i a t i v e s p l a n n e d t o b e u n d e r t a k e n i n f u t u r e

5
 78

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

Level of Expected Benefits No of

with Automation of Service External
(Tick one - High / Low) Level of Agencies
Transaction involved in
For Volumes / service
Current For Citizens
Category Department No of delivery/ No
Automation (e.g.
Name (G2C, (e.g. Customers of Customer
Level reduction in
S.No. of the G2B, increase in seeking Documents
(Manual / delivery
Service G2G, revenue, service (Tick required for
Partially / time, fees,
Internal) number of one - High / service
Fully) charges and
transactions Low) delivery
customer
per staff, (Tick one -
visits )
efficiency) High / Low)
i g h L o w i g h L o w i g h L o w i g h L o w

H H H H

1 0

1 1

1 2

1 3

1 4

1 6

1 7

1 8
 79

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

a . O r g a n i z a t i o n a n d I T d e t a i l s

Dept.
Internet
Internet Numbe Network
No of type - Bandwid
No. of connecti r of Architectu
No of No No. No. PCs Dial th
Headed connec on offices re
office of of IT of with up/Prox connecti
By ted speed connect (Centraliz
s staff. Staff PCs Intern y/ vity for
PCs (kbps ed by ed/
et Cable SWAN
/mbps) SWAN Decentrali
etc.
zed)

Head
Office

Regional
offices (if
any)

District
Offices

Others 1
(pls.
specify)

Others 2
(pls.
specify)

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

Database Mail Back up

Other, Printers –
Application Servers servers servers
please Dot Matrix Scanner UPS
Servers (specify (specify (specify
specify and laser
name) name) name)

Head Office

Regional
offices (if
any)

District
Offices

Others 1
(pls. specify)

Others 2
(pls. specify)
 80

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

Details of Whether
Maximum
Areas in which Training used
Address & training
Name of the training is Faculty frequently
S.No. Contact capacity
Training Facility provided (i.e., (e.g., by the
Details (number of
specialization) from IIMs, Department
seats)
IITs, etc.) (Y/N)

d . D e t a i l s o f T r a i n i n g p r o v i d e d a n d p l a n n e d

Training required in the next 2

Details of training provided in past 3 years
years
Training Domain
Office –
No. of No. of Office –
H.O./divisional Provided by
people people H.O./divisional etc.
etc.

Program Management

Project Management

Application software

Hardware &
Networking

OS (system admin) &

Database admin

Web and emerging

technologies

Others 1 (pls. specify)

Others 2 (pls. specify)

e . S o f t w a r e A p p l i c a t i o n s

No of locations Interfaces with

S.No. Name of Application Key Functionalities
installed other applications

2
 81

11
Annexure V

Participating Departments

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

Governance and capacity building roadmap preparation. This identification was
done in a strategic workshop mode involving all the key stakeholders.

S.No. Department Name

1 Home
2 Finance
3 Excise and Taxation
4 Municipal Corporation
5 Police
6 Estate Office
7 Transport
8 Rural Development
9 Health
10 Industries
11 Tourism
12 Education
13 Social Welfare
14 Food and Supplies
15 Engineering
16 Urban Planning
17 Employment Exchange
 82

12
Annexure VI

Department Reports

Tourism Department
The Home Secretary is the Administrative Secretary and the Director Public
Relations also functions as the Head of Department. The department imparts
useful tourist information and assistance to the tourists and visitors regarding
accommodation, sight seeing and transport facilities. The department plans and
organises various tourism activities, fair and festivals, meets and seminars for the
promotion of tourism. The department also approves and classifies the hotels in
Chandigarh up to 3-star category as per guidelines from the Department of
Tourism, Govt. of India. The department formulates and executes State Sector
Plan Schemes and Central Sponsored Schemes for tourism promotion in
Chandigarh. The department also maintains coordination with the Chandigarh
Industrial and Tourism Development Corporation (CITCO) for creation of tourism
infrastructure and facilities in the city. CITCO also undertakes local sight seeing
and package tours.

Introduction to CITCO
The Chandigarh Industrial and Tourism Development Corporation Limited (CITCO)
was set up for promotion and development of Small Scale Industrial Units in the
Union Territory of Chandigarh. It was incorporated as a company under the
Companies Act, 1956 on 28/03/1974 as Chandigarh Small Industries Development
Corporation Limited (CSIDC) and started functioning from 20/09/1974.

The Corporation was given additional functions of promotion of tourism and other
miscellaneous activities in 1982. Hotel Chandigarh Mountview and Hotel Parkview
(earlier Chandigarh Yatri Niwas) were transferred to the Corporation. It was also
asked to run and maintain the Community Centres and Clubs in different sectors of
Chandigarh. The distribution of sugar under public distribution system was handed
over to the Corporation. Its name was first changed to Chandigarh Industrial and
General Development Corporation Limited (CIGDC) and finally to Chandigarh
Industrial and Tourism Development Corporation Limited (CITCO)

Functions
1. Printing of tourism related literature for publicity
 83

2. Advertising UT tourism aspects

3. Hold various conferences and exhibitions
4. Formulate and execute state sector plan schemes and centrally sponsored
schemes for tourism promotion
5. Coordinate with CITCO for creation of tourism infrastructure and facilities in
the city

Services
1. Dissemination of information related to tourism
2. Online booking facilities for accommodation and transport
3. Arrange for various packaged tours and travels in the UT
4. Implement and monitor tourist reception centers
5. Provide assistance to tourists and visitors
6. Plan and organize fairs and festivals, meets and seminars
7. Approve and classify the hotels in Chandigarh up to 3 star category

Current e-Governance Initiative(s):

The tourism department has a comprehensive website which provides a host of
information that a tourist seeks about the city and nearby areas.

Proposed e-Governance Initiative(s):

The department plans to undertake the following e-governance initiatives going
forward:
1. Creation of a world class website for the department enabling a host of
online services like booking of hotel rooms in the city though the website
2. Setting up of information kiosks and making CDs of Chandigarh tourism
available at prominent places
 84

Urban Planning Department

The Department is headed by the Chief Architect who is the Ex-officio Secretary,
Urban Planning. The Department consists of two wings.
1. Architectural Wing
2. Town planning Wing

Architectural Wing
In the Architectural Wing there are two Senior Architects with three or four
Architectural Units each. Each Architectural unit consists of an Architect, Asstt,
Architect and supporting team of Draftsmen in different grades. This wing has five
basic duties:
• To design buildings for the Chandigarh Administration and work entrusted to it
by various departments of the Central and State governments and
autonomous bodies
• To Co-ordinate with the various wings of the Engineering Department both in
the planning and construction phases and to incorporate structural designs
and other engineering services into the buildings.
• Architectural supervision during the course of construction of works designed
by the deptt.
• To scrutinize building plans submitted to the Estate Office for approval of the
Administration and to inspect commercial buildings for issuance of completion
certificates by the Estate Office.
• The Chief Architect's jurisdiction encompasses the entire Union Territory.

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

Regulations) Act, 1952, The Punjab Capital (Development and Regulation) Building
Rules, 1952, and the Architects Act, 1972.

Town Planning Wing:

The Town Planning Unit consists of Senior Town Planner with supporting team of
Divisional Town Planner, Asstt, Town Planners and other draftsmen in different
grades.

The Senior Town Planner is responsible for implementing the Chandigarh Master
Plan proposals. He prepares project reports dealing with different aspects of the
development of the city and its surrounding area. He plans the Phase-II and II
 85

sectors and the left out pockets of Phase I and II with the aim of bring areas under
intensive utilization. HE scrutinizes building plans and cases concerning
construction in areas falling under the Periphery Control Act. He studies Urban
trends, which will require plan revisions and plans for changing traffic and
transportation needs. Rehabilitation and resettlement of squatters settlements and
other rehabilitation housing projects come under his purview and he also outlines
the statutory zoning plans in respect of land for
commercial/residential/cultural/educational purposes. In accordance with the
Estate Officer, the Senior Town Planner releases land for auction and sets plinth
levels. He provides guidance to the Chandigarh Housing Board and prepares plan
for the development schemes of Manimajra. He is involved in planning for the
integrated development of the Chandigarh Inter-State Region.

The Senior Town Plan's jurisdiction encompasses the entire area of the Union
Territory of Chandigarh. He functions in accordance with the Capital of Punjab
(Development and Regulation) Rules, 1952. The Chandigarh (Sale of sites) Rules,
1952. The Chandigarh Trees Preservation Order, 1952, the Punjab New Capital
(Periphery) Control Act, 1952, The Land Acquisition Act, 1894, The Punjab
Municipal Corporation Act, 1976 (extension to Chandigarh), and The Chandigarh
Advertisement Control Order, 1954.

Services
1. Physical planning
2. Designing the various plans
3. Manage the Estate office
4. Development of the areas according to developed plans
5. Manage land use for future – residential, commercial, open spaces, greens
etc.
6. Prepare perspective plan
7. Introduce controls through zoning plan and architectural control

Current e-Governance Initiative(s):

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

Proposed e-Governance Initiative(s):

The department wishes to develop a soft copy of all maps, zoning plans,
architecture controls. The department also wishes to network its computers by
setting up a local area network.
 86

Transport Department

The Chandigarh Transport Undertaking functions under supervision of the Home

Secretary who is also the Secretary, Transport. A Director, Transport, carries out
day-to-day management, assisted by three general managers in addition to works
managers, engineers and other staff.

Functions
1. Registration of vehicles
2. Issue of driving licenses
3. Issue of permits
4. Tax collection
5. Enforcement of CMV 1989
6. Procurement
7. HR management

Services
1. Registration of Motor Cabs, Maxi Cabs and tourist buses.
2. Reassignment/Transfer of Ownership on the basis of NOC from other states
and within State.
3. Entry/Termination of Hire Purchase Agreement in respect of Tourist
Vehicles.
4. Grant / Renewal of Permits in respect of transport vehicles including
National Permits.
5. Grant of Permits in respect of Private Service Vehicles in the name of
Firms/Private Ltd., Companies, Institutions.
6. Issuance and Renewal of Stage Carriage permit in respect of CTU buses.
7. Approval of Models of New Vehicles.
8. Grant/Renewal of PSV Permit in respect of School buses in the name of
schools/Under agreement with schools.
9. Grant of permission for replacement of old auto rickshaws which have
completed the life span of more than 15 years.
10. Grant/Renewal of permit in respect of Contract Carriage buses and transfer.
11. Grant/Renewal of driving school licence.
 87

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

Centres.
13. Enforcement of the various provisions of the M.V. Act, 1988 &
Compounding of Challans.
14. Issuance of duplicate registration books in respect of tourist vehicles and
permits in respect of transport vehicles.
15. Grant of Certificate of fitness in respect of transport vehicles.
16. Disposal of bank drafts received from/to be sent to other transport
authorities.
17. Counter Signature of vehicles registered with other transport authorities.
18. Cash collection.

Current e-Governance Initiative(s):

Salaries and Inventory have been completely computerized. Also, a system for
challan computerization has been developed by SPIC, which will be shortly
implemented.

Proposed e-Governance Initiative(s):

The Transport department in the UT requires a complete computerization for
managing the financial transactions.
 88

Finance Department
Primary responsibilities of this department include all matters relating to Finance
and Planning, also Excise and Taxation including sales tax. This Secretary is also
the Chief Administrator of the Capital Project.

Services:
u d i t a n d I n s p e c t i o n i v i s i o n :
A

• P.A.C. / Legislative Committees in audit matters (General) (of all Government

Departments/Undertakings).
• C.A.G. Report inspection Reports of A.G. and pursuance of draft paras.
• Internal Audit, Special Audit and Physical Verification Reports of Director,
Inspection.
• Matters relating to Reports of Director, Local Fund Audit Department.
• Pursuance of misappropriation / defalcation/ embezzlement cases with the
concerned departments.
• Administration of Directorate of Inspection, and Local Fund Audit Department.
• Utilization certificates and Recovery of Loans and advances

u d g e t a n d W a y s & M e a n s i v i s i o n :

B D

• Budget Circular/ Manual/ Memorandum

• Budget Speech
• Scrutiny and approval of Budget including items of new expenditure
• Appropriation Bill
• Re-appropriation
• Supplementary / Excess Demands.
• Rate of interest on interest bearing deposits
• Loans Funds and W&M Advance to Autonomous Boards and Public / Private
Undertakings, Co-operative Bodies
• Allocation of funds for advances to Government Servants
• Matters relating to Banks
• Management of Ways & Means position including Monthly Accounts
• Printing of Budget
• Performance of Budget
 89

c o n o m i c f f a i r s i v i s i o n :
E A

• Examination of proposals for release of grants under award of Central/State

Finance Commissions and other related correspondence.
• Macro economic analysis of National and State's finances and Economy.
• Examination of proposal for Innovative Financing/Externally aided projects.

x c i s e i v i s i o n :
E

• Revision of Excise Duties and Taxes on Excise Commodities including

Remission / Waiver.
• Fixation of license fees and sale price of Excise goods.
• Import/ export of Excise articles in the state.
• Policy decisions relating to manufacture, storage, bottling, blending etc. of
Excise Articles.
• Matters regarding sales / disposal of Excise goods.
• Reduction in Excise demand.
• Review and Administration of Excise Department.
• Statutory Appeals and Revisions.
• Appeals under CCA rules.

x p e n d i t u r e i v i s i o n :
E

• Inclusion of items in Schedule of new Expenditure for Non - Plan / Plan/ CSS
and Break-up of lump-sum provision (Including uncovered items).
• Loans and grant - in - aid including advance sanction and in relaxation of
rules.
• Proposals for making temporary posts permanent including revision of cadre
strength.
o (i) Non - gazetted
o (ii) Gazetted
• Extension in the terms of temporary posts
• Matters relating to PWF&AR revision of rates and work charged employees.

G e n e r a l F i n a n c e & c c o u n t R u l e s a n d T r e a s u r i e s ( G & T ) i v i s i o n :
A

D
 90

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

• Delegation of powers under GF&AR and relaxation in particular cases
• Write - off of losses and Irrecoverable dues, loans and advances.
• Administration of the P.D.R. Act and Rules.
• Conversion of Agricultural land for Non - agricultural Purposes and other uses
and fixation of price for sale.
• Allotment of land free of cost or at concessional rates.
• Confirmation of sales of Government property.
• Administration of Pension and Pensioners' Welfare Department.
• Policy matters regarding Pension and Pensioners' Welfare.

P u b l i c I n v e s t m e n t i v i s i o n :

• Investment in projects, schemes and in Corporations/ Private / Public Sector

Undertakings.
• Government Guarantee or extension thereof.
• Signing of Guarantee Deeds.
• To appoint representative of the Governor to attend Annual General Meeting
of Companies/ Corporation etc.
• Financial review of Corporations / Undertakings.
• Proceedings of Board of Directors of Undertaking and Co-operative Bodies/
Societies attended by the Officers representing Finance Department.
• Matters relating to Electricity Board.

R e v e n u e i v i s i o n :

• All matters relating to UT Accounts Service & UT Subordinate Accounts

Service.
• Review of recovery of Revenue in major Revenue earning departments and
other departments.
• Returns of write-off of Revenue.
• All matters relating to Director of Treasury & Accounts and Administration of
Treasuries.
• Sanction for advance on AC bills.

T a x a t i o n i v i s i o n :

D
 91

• Revision of rates of stamps duties and fees, including registration and court
fees.
• Revision of rates of Commercial Taxes and other Taxes.
• Grant of exemption from Taxes :-
o (a) When the case is covered by a precedent
o (b) Other cases
• Statutory Appeal and Revisions.
• Appeals under CCA rules.
• Sales Tax check posts.
• Refund of Revenue and reduction in demand.
• Review of recovery of Commercial Taxes and Registration & Stamps.
• Review of working and Administration of Commercial Taxes, Land & Building
Tax and Registration and Stamps Departments etc.

Proposed e-Governance Initiative(s):

Not much computerization work has been done as yet in the Finance department;
hence the department is looking at benefiting from computerization by automating
the functioning of the department through deploying ICT applications.
 92

Excise and Taxation Department

The main activity of this department is to check evasion of sales tax by conducting
surprise raids of business premises, and checking movement of goods across the
borders of the Union Territory. Although the Excise and Taxation Department of the
Union Territory is a small department in comparison with its counterparts in Punjab,
Haryana, Himachal Pradesh and Delhi, it has consistently achieved very low
percentage cost of collection in the entire country.

Functions:
The main functions of Excise and Taxation Department are the proper
implementation of the following Acts and monitoring of realization of taxation
revenue and recoveries made there from:
1. Punjab General Sale Tax Act, 1948 as applicable to the U.T., Chandigarh.
2. Central Sales Tax Act, 1956.
3. Punjab Excise Act, 1914 as applicable to U.T., Chandigarh.
4. Punjab Motor Spirit (Taxation Sales) Act, 1949.
5. Punjab Passengers and Goods Taxation Act, 1952.
6. Punjab Entertainment Duty Act, 1956.
7. Punjab Entertainment Tax (Cinema Autography Shows) Act, 1954.

Services:
1. To ensure the proper realization of taxes and duties
2. To prevent/evasion/ leakage of revenue due to the state
3. Monitor the working of dealers and commercial ventures right from their
registration with the department to the annual assessments and recovery of tax
arrears etc.
4. Carry out periodical checks on movements of goods by the checking teams
5. Conduct inquiries regarding genuinity of sales and purchases made by the
suspected dealers
6. Raid the business premises of suspected dealers to plug the revenue leakage
7. Make available quality liquor at a reasonable market price to the people
8. To prevent illicit sale of liquor
9. To earn adequate Government revenue from the trade
 93

Proposed e-Governance Initiative(s):

Not much computerization work has been done as yet in the Excise and Taxation
department; hence the department is looking at benefiting from computerization by
automating the functioning of the department through deploying ICT applications.
 94

Municipal Corporation

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

extension of Punjab Municipal Corporation Law (extension to Chandigarh) passed
in 1994. The entire area under the corporation is divided into 20 wards.

Functions:
1. Water supply and sewerage disposal
2. Street lightening
3. Sanitation and hygiene
4. Maintenance and booking of community centres and open spaces
5. Maintenance and construction of bridges and roads
6. Maintenance and development of new green parks and green belts
7. Fire and rescue services
8. Removal / prevention of encroachment on MC land
9. Prevention of deposit / dumping of malba and garbage at non-designated
places
10. Management of municipal property
11. Storm water drainage
12. Regulate parking areas
13. Generate own sources of income

Services:
1. Maintenance of roads / parking places
2. Deal with water meter connections
3. Handling customer complaints regarding various things like defective water
meters, sewerage, street lights etc.
4. Maintenance of gardens, parks, open spaces, green belts etc.
5. Maintain street lights
6. Booking of community centers / janj ghars / open spaces etc.
7. Property tax and fee on commercial, industrial and institutional land and
buildings
8. Transfer of residential / commercial units
 95

9. Permission to mortgage
10. Permission to sell
11. Manage fire related incidences

Current e-Governance Initiative(s):

The corporation has undertaken the following e-governance initiatives in the past:
1. Interactive complaint lodging system for the residents of Chandigarh – IVRS
(interactive voice response system)
2. Software for audit branch for advance entries
3. Property tax system
4. CIMS – all information concerning maps relating to property etc.

Proposed e-Governance Initiative(s):

Going forward, the department wishes to implement an integrated municipality
software system which will provide and ERP like functionality to the corporation and
seamlessly link all its functions and operations. The system will have various
modules for property tax, PWD, electrical etc. and will also provide MIS reports for
various departments. Simply put, the department wishes to computerize its back-
end operations.
 96

Police Department

Chandigarh is one of the best planned cities in India. It has a unique place in the
world in terms of architecture and town planning .The city is located in picturesque
settings with the ragged skyline of Shivalik hills as its back drop.
Chandigarh Police has been playing a key role in keeping the city Beautiful-
Chandigarh a role model city as was dreamt by its planner Le-Corbusier. Though
he planned the city for only 5,00,000 people, but today its population has crossed
those limits but the police force remains lesser in number. In order to keep pace
with the growing needs of the city. Chandigarh Police has taken many steps, which
have been taken in other foreign countries.

The police functions are known to have taken birth with the advent of Civilization.
Hence the history of crime dates back to the birth of mankind. In the initial stages
crimes were of simple nature and were mostly committed by individuals which
gradually took the shape of collective criminal acts. The police functionaries had to
mainly depend on personal knowledge, direct evidence and visible indicators to
solve the criminal mysteries. However the growing complexity of civilization,
availability of faster means of transportation, advancement in technology and easy
access to global telecommunications and gadgetry has given a new dimension to
crime. This has posed new challenges to the police force to cope up with the
changing scenario. This requires regular updating of the police force with the newer
technologies. Computer and Communications have revolutionized the handling of
information in an organized and sophisticated manner. This technology is
expanding globally at enormous speed and offers tremendous opportunities and
means for aiding the police force in crime prevention, crime detection and crime
tracing/solving.

Functions and Services:

Police Stations
1. Maintenance of law & order in the jurisdiction of the police station.
2. Prevention of crime through beat patrolling, surveillance, holding public
meetings, taking preventive action u/s 107/150 Cr.P.C., 107/151 Cr.P.C.,
109/ 110 Cr.P.C., watch over the activities of criminals, collection of
intelligence, issuing servants verification rolls, stranger rolls etc.
3. Detection of crime by investigation of cases registered under IPC or Local &
Special laws.
4. Passport, service verifications.
 97

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

stations with different problems.
6. Misc. duties such as maintenance of public order, controlling different
agitations, strikes, dharnas, rallies, rasta-roko programmes, hunger strikes,
fast-unto-death, processions, demonstrations etc.

Traffic
1. Regulation of traffic at different intersections, automatic traffic control
signals, round-abouts, chowks, markets and other places.
2. Parking duties in markets, melas, exhibitions, other functions.
3. Control of traffic during processions, agitations, strikes, dharnas, rallies,
rasta-roko programmes etc.
4. Traffic regulation and parking duties during visits of VVIPs/VIPs.
5. Enforcement of traffic rules & regulations by prosecuting the violators under
Motor Vehicles Act/Rules.
6. Educating school children, drivers, rickshaw pullers and other road users on
road safety and traffic rules/regulations in Children Traffic Park Sector 23 as
well as by visiting different schools, other institutions/ departments.
7. Educating general public about traffic rules/regulations and road safety
through cinema slides, banners, electronic / print media and by organizing
seminars/ workshops/ lectures on road safety during annual Road Safety
Weeks.

Security
1. To provide security protection to the VVIPs, VIPs and other Protected
Persons through Pilot, Escort, static guards and PSOs.
2. To make necessary security arrangements at vulnerable vital installations
and other important places such as High Court, District Courts, PHQ, UT
Secretariat etc.
3. To make necessary security arrangements at the places of functions and
other places visited by the VVIPs/VIPs.
4. To make security arrangements on special occasions like Rose Festival,
Independence Day/Republic Day Functions, other official functions etc.

CID
1. Collection and development of information with regards to agitations,
strikes, dharnas, demonstrations, processions, rallies etc.
 98

2. Providing daily/advance information to all concerned about the above

mentioned programmes/ events so as to enable them to make necessary
law & order arrangements.
3. Liaison with the local police as well as with the leaders of the political/other
parties.
4. Preparation and submission of Daily Summary of Intelligence (DSI) reports.
5. Passport verifications.
6. FRO office, dealing with registration, grant of visa and other matters relating
to foreigners.
7. Surveillance of suspects.
8. Service, marriage and other verifications.
9. Dealing with matters relating to permission for arms licenses, processions,
use of loud speakers etc.
10. Conducting enquiries into cases by senior officers.

Economic Offences Wing

1. Holding preliminary enquiries into all complaints of fraud, cheating, breach
of trust, embezzlement, misappropriation of money, forgery etc. where the
amount involved is more than Rs.2.00 laces.
2. Holding preliminary enquiries into all complaints against companies, I.T.
Act, Prevention of Corruption Act, Prize Chits & Money Circulation Schemes
(Banning) Act, 1978, Cyber Crime etc.
3. Investigation of all cases if after holding a preliminary enquiry, some
cognizable offence is found to have been made out.

Women & Child Support Unit

1. To deal with all complaints pertaining to maltreatment, harassment, cruelty/
violence, demand of dowry etc. relating to unmarried / married women and
children.
2. Counseling through well qualified/trained police staff, voluntary NGOs with
the objective to settle the disputes amicably/mutually and to unite the
divided families.
3. Investigation of cases registered under section 292, 294, 354, 509, 406,
498-A IPC, kidnapping/abduction/rape, Dowry Prohibition Act, Suppression
of Immoral Traffic Act or any other section relating to cruelty/violence etc.
about which the investigation is entrusted to this unit by the senior officers.
4. To help the women/children in distress through toll-free Child Help Line.
 99

Crime Branch
1. Enquiry into all complaints marked by the senior officers in cases where the
complainant is not satisfied with the enquiry conducted by the local police or
in other special cases.
2. Investigation of cases which are entrusted to this wing as per orders of
senior officers.
3. Detection of cases under Local & Special Laws, registration of FIRs and
investigation.
4. To act as a watch-dog and keep an eye over organized crime in the city
area.
5. Collection of information/intelligence about all types of other crime.
6. Publication of monthly crime gazettes.
7. Modus Operandi Bureau, which functions under the control of DSP/Crime.

Police Lines
1. To issue all articles of uniform to all the police personnel from the rank of
Constable to Inspector from its Clothing Store.
2. To issue all other misc. articles to all the units of police department on
demand, from its Misc. Store.
3. To provide force for escort of prisoners from District Jail to different courts in
the city as well as outside and back to jail.
4. To provide force for maintenance of law & order and also on different other
occasions such as dharnas, rallies, agitations, processions, rasta-roko
programmes, demolition drives, strikes etc. on demand, out of the reserve
force.
5. Deployment of static/temporary guards at vital installations, VVIP/VIP’s
offices/residences and other places as per requirement.
6. Deployment of force to cover VVIP/VIP’s route duties.
7. Maintenance/repair of vehicles, issue of POL and control over all the
vehicles of the department through MT Section.
8. Utilization of Pipe and Brass bands on different occasions.
9. Tear Gas Squad, QRT, Riot Control Unit, Dog Squad, and Mounted Staff
etc. whose services are utilized as and when required.
10. Police Family Welfare Center, looking after the welfare of the families of
police personnel.
 100

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

Operations Cell
1. Collection of information/intelligence about the activities of anti-social
elements/ terrorists/ antinational elements etc.
2. Investigation of cases relating to crime committed by the above category of
criminals.
3. Investigation of any other case entrusted by the senior officers.

Recruits’ Training Centre

1. To provide basic training to all newly appointed recruits in Chandigarh
Police in outdoor as well as indoor courses.
2. To arrange short duration refresher courses for all ranks from Constable to
Sub Inspectors.

Police Control Room

1. To attend all spots within 3-5 minutes on receipt of any information on toll-
free phone no.100.
2. After arriving at the spot, to inform the PCR about the situation and
thereafter, to hand over the spot to the local police, if necessary.
3. To guard the spot till the arrival of local police.
4. To shift the injured persons immediately to the nearest hospital by making
use of Ambulance of the PCR.
5. To guard a specific area of responsibility round the clock, when not busy
elsewhere.
6. The PCR vehicles are also detailed for duty on other occasions such as
agitations, strikes, rallies, dharnas, rasta-roko programmes, processions,
VIP routes, place of functions, demolition drives etc.

Wireless Section
1. To provide wireless sets to all the vehicles as well as individual
officers/officials.
2. Maintenance, upkeep and repair of all types of wireless sets of the
department.
 101

Photographers
1. To cover all the important crime scenes through still/video photography.
2. To cover all important agitations, strikes, rallies, dharnas, demonstrations,
rasta-roko programmes, processions, VIP functions, demolition drives etc.
through still/video photography.

Home Guards
1. To assist the local police in day to day functioning of Police Stations,
patrolling, traffic duties, PCR and other units of the department.
2. To assist the local police on demand during different agitations, strikes,
dharnas, rallies, rasta-roko programmes, processions, demolition drives etc.

Current e-Governance Initiative(s):

1. National database of stolen / recovered vehicle information counter
2. Crime Criminal Information System (CCIS) in all police stations
3. Computerized visitor pass system with photographs of visitor
4. Passport verification branch fully computerized
5. Complaint tracking system at public window
6. Issue of computerized No Objection certificate by MOB at public window
7. Computerization of FRO branch
8. Computerization of all types of verification such as service verification,
permissions and their status thereof
9. Computerization of police quote quarter allotment
10. Computerized pay of all police department employees
11. Traffic challans fully computerized
12. TVIS (traffic violation information slip) fully computerized
13. Personnel information system
14. Count case monitoring system
15. Registered vehicle ownership data available
16. Official website of the department, and of traffic police
17. Duty roster of the traffic staff
18. Daily spot information system of the police control room
19. Portrait building system
 102

20. Payment of traffic challans through sampark centers

21. Status of passport/complaints available on internet, and SMS
22. Proclaimed offendor information system (MOB branch)

Proposed e-Governance Initiative(s):

1. CIPA (Common Integrated Police Application)
2. Inventory / history of vehicles in M.T. section
3. Landlord / tenant information system
4. Servant information system
5. More informative services though internet / SMS
 103

Estate Office

Chandigarh is a planned city with a hierarchy of controls defining the spatial layout
of the city down to the development of various types of buildings. The legal
framework for this has been provided by the Capital of Punjab (Development &
Regulation) Act, 1952 and rules made thereunder. Another act, the Punjab New
Capital Periphery Control Act, 1952 helps in the regulated development of land
outside the Sectoral grid of Chandigarh City. The Chandigarh Administration
acquires the land through the Land Acquisition Branch of the Estate Office and
amenities are developed as per the standard norms of population density for the
area and also in keeping with the projected land use in the master plan. These
developmental works are undertaken by the Engineering Department of the U.T.
Chandigarh. The land which can be constructed upon and to be used for
habitation/other purposes (including usage's such as residential, commercial,
institutional, industrial and recreational) is then released into the property market.

The Estate Office, U.T. Chandigarh came into existence on 30.10.1952 for the
construction of a new Capital of Punjab. The Estate Office in Chandigarh is one of
the biggest property management agencies in India and has so far allotted about
65000 different categories of sites to individual and institutions.

Services:
1. To sell plots by allotment or auction to private persons, institutions or
government departments; and to collect annual installment; issue notice to
defaulters; resume sites in case of default in payment.
2. To collect rent or hire-purchase installments of government-built tenements,
houses and shops.
3. To maintain record of ownership or lease rights.
4. Sanction building plans; enforce building rules and municipal bylaws; prevent
unauthorized use of premises; demolish unauthorized constructions and
encroachments on government lands.
5. Issue licenses to non-motor vehicles such as rickshaws and animal-drawn
carts.
6. To allot sites and collect rents from petrol pumps, taxi stands, laundries.
7. To grant permission for use of grounds for public or private functions.
8. To acquire land and pay compensation; to allot land to persons displaced by
the Capital Project beyond Phase I or the city.
 104

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

Estate Office is the administration's property management arm which markets the
real estate, sells the sites/buildings, receives the payments from the allottees, and
processes the requests of the allottees for various clearances/permissions for
raising construction on sites in conformity with the zoning regulations and building
bye laws. This office deals with allottee requests for transfer of properties through
secondary market dealing and coordinates with the line departments of the
administration, Chandigarh Municipal Corporation and Chandigarh Housing Board
for inter departmental issues. In short this office is the interface between the public
and administration for a variety of permissions and collection of the fees/payments
due to the administration. This office is the intermediary through which the public
dealing work involving not only of the Estate Office but inter departmental work
involving one or more of the line departments of Chandigarh Administration in
transacted. Estate Office is a major revenue-raising source of the administration
and it does so by way of sale of land developed by the Administration. The Estate
Officer and other functionaries are vested with quasi-judicial powers to ensure
compliance to law and other regulation's for development of land and buildings
within Chandigarh. The Estate Office works under the overall supervision of Estate
Officer. On behalf of the administration, the Finance Secretary exercising the
powers of Chief Administrator of the Capital project has supervisory powers.

Current e-Governance Initiative(s):

In the year 2001, the Estate office went ahead with outsourcing of payment
collection and computerization of Estate office. Secondly, another computerization
project i.e. Integrated file tracking system (IFTS) has also been put in place.
Thirdly, a Helpdesk Facility has been started for Single Window Service and
information.

Outsourcing of payment collection For collection of payments of Estate office

(mainly auction proceeds, lease dues, rents etc.) Bank of Punjab has set up a fully
computerized and air-conditioned branch on the ground floor of the Estate office.
Computerisation of Property records As per the Memorandum of Understanding
(MoU), the Bank of Punjab is to fund the entire computerization of the Estate office
by providing about 100 computers, related software and training to the Estate office
personnel. It has outsourced software development and training part of
computerization process to a software company.
Integrated File Tracking System (IFTS) is a comprehensive software designed by
NIC that provides information on the status of files in the Estate Office. This
 105

information is available instantly at the touch of a finger on the information kiosk,

placed at the helpdesk facility, for which, the application number acts as the login
code. All the applications received in the Estate Office from 15th January, 2005
onwards have been fed into this system and the system has been opened for
general public from 1st of February, 2005.
Help-desk Facility A Help-Desk started at the ground floor has four Single Window
Counters (SWC) for front-office jobs of various functions relating to Estate Office. In
addition, Information Kiosk service has also been provided for indicating the
checklist of requirements for various functions and status of files through IFTS.
Recently, another feature i.e. the details of property records has been added on the
Information Kiosk and is also available on internet.
Sampada is a successful e-Governance initiative of the State Office, which enables
the citizens to access an array of services through the internet by accessing the
website.

Proposed e-Governance Initiative(s):

Though a lot of front-end computerization has been carried out by the department,
the department is now looking at complete back-end computerization of its entire
functions. All the records need to be in the soft format for the department to take
full benefits of computerization.
 106

Rural Development

The rural area of Chandigarh comprises 18 villages spread over an area of about
35 sq. km. out of the total 114 sq. k.m. area of Union Territory, Chandigarh. As per
census 2001, the population of these villages is 92,120. From the very inception of
the Chandigarh Block during the year 1968, the Chandigarh Administration has
been focusing its attention on development of the U.T. villages and on providing the
basic civic amenities at par with the city people. The efforts of the Chandigarh
administration have resulted in the provision of sewerage system, storm water
drainage, metalled roads, paved streets, surface drains, flush-type latrines,
buildings of activity centre, street lighting, piped water supply, electricity etc. in all
the villages. The rural development department focuses on improving the life in
these villages for all masses.

Functions:
1. To bring all-round development in the field of social and economic
upliftment in villages
2. Execution of development works/projects for welfare of the rural masses,
thereby raising their standard of living
3. Providing the rural masses hygienic and sanitary living conditions
4. To supplement the efforts for development in the field of agriculture, land
improvement, minor irrigation, dairying, poultry, farm forestry , small scale
industries, khadi and cottage industries, construction of roads, culverts and
bridges, rural electrification, development of con-conventional energy
sources, maintenance of libraries, cultural and sports activities, family
welfare, removal of encroachments on common Panchayat land etc.

Proposed e-Governance Initiative(s):

Not much computerization work has been done as yet in the Rural Development
department; hence the department is looking at benefiting from computerization by
automating the functioning of the department through deploying ICT applications.
 107

Health Department

The Department's various programmes are implemented, coordinated and

supervised by the Director Health Services-cum-Principal Medical Officer. He is
assisted by the Joint Director-cum-Medical Superintendent, Deputy Medical
Superintendent and various programme officers.
HOSPITALS: Chandigarh has four hospitals: the General Hospital (Sector 16) with
500 beds, The Government Medical College Hospital (Sector 32) with 500 beds,
the Postgraduate Institute of Medical Research and Training (Sector 12) with 1,250
beds, the Police Hospital (Sector 26) and the Primary Health Centre (Manimajra)
with 50 beds.

POLYCLINICS: Two polyclinics are running in Sector 22 and Sector 45. A rural
dispensary in village Burail (Sector 45) is also being upgraded to polyclinic level.

Functions:
1. Promotion of sound health, health education and health campaigns
2. Formulate and implement the schemes for comprehensive development of
dispensaries/hospitals
3. Providing first aid at health centres
4. To implement National Health Programmes
5. To provide services of specialists in each hospital
6. To provide immediate treatment in case of emergency

Services:
1. Provision of OPD / care services / indoor / surgery
2. Performing diagnostic tests
3. Issue of MLC certificate
4. Handling emergencies
5. Manage various complaints
6. Undertake inspections
7. Issue disability certificate
8. Giving old age pensions
9. Providing referrals for better health care
 108

10. Participation in rallies

11. Issue death birth certificate
12. Training students
13. Reimbursements
14. Use of ambulance
15. Help beneficiaries to get money
16. Counseling people
17. Arrange blood donation
18. Handle donations
19. Family planning operations
20. Manage AMC
21. Produce court evidences
22. Perform VIP duties
23. Undertake food sampling
24. Participation in national programs relating to checking of food
25. Prepare various reports of disease surveillance
26. Outsourcing of services

Current e-Governance Initiative(s):

The directorate of health services has undertaken a lot on computerization
initiatives in the last few years. It has already computerized the functions of
registration, admission transfer and discharge, OPD (patient diagnosis),
investigation (billing of tests), transport, billing (centralized), blood bank (donor
registration), stores entry, report entry and inquiry.

Proposed e-Governance Initiative(s):

With most of the functions being computerized, the directorate now plans to link its
hospital management system with the other hospitals so that important information
can be shared and the benefits of same utilized.
 109

Industries Department

The Industries Department, under the overall supervision of Home Secretary, looks
after the all-round industrial and commercial development of the Union Territory; it
provides direct assistance, regulation and coordination of industry-promoting
activities. The Directorate of Industries is the main agency operating under this
department but there are also several specialised agencies.
Several laws govern the functioning of this department. They include: the Industrial
Development (Regulation) Act, 1956 [For small scale industries registration, the
department follows the instructions of the Union Development Commissioner,
Small Scale Industries], Electrical Wires, Cables, Appliances and Accessories
(Quality Control) Order, 1993, The Cement (Quality Control) Order. 1995, and the
Oils and Greases (Processing, Supply and Distribution Regulation) Order, 1987.
Growth of industry for the last few years has been limited in Chandigarh as it is not
an industry led city because of the limited space envisaged for industrial
development at the time of original planning of the city. However, still keeping in
view the fact that industry would provide crucial resource base in the city, a limited
area of about 1450 acres was planned for development as industrial area mainly
for the development of small scale and pollution free industries.
The Chandigarh Administration is focusing on promotion of Information Technology
(IT) industry which requires lesser space and is also non polluting. Accordingly,
high speed data communication facilities for software development and its export
has been arranged by providing a NODE at Punjab Engineering College (PEC),
Chandigarh through the Software Technology Parks of India - STPI - (an
autonomous Society under the Deptt. of Electronics, Govt. of India) which has set
up an earth station at Mohali for the proposed Software Technology Park /
Complex being set up by the Punjab Govt. About 10000 sq.ft. of space has been
earmarked in the PEC campus for being rented out to the desirous entrepreneurs
at fixed rates.
An Industrial Advisory Committee under the Chairpersonship of Adviser to the
Administrator has been set up by the Chandigarh Administration to solve the major
problems of the industry.

Functions:
1. To provide consultancy services and give guidance to entrepreneurs
2. To carry out industrial surveys and identify potential industries
3. To organize industrial campaigns for awareness in rural areas
4. To assist in making available infrastructure facilities like land, water etc
5. To arrange for raw materials and fuel for small scale industries
 110

6. To encourage rural artisans in upgrading the skills and adopting modern

tools and implements
7. To assist in industrial development of tribal and desert areas

Services:
1. To provide services to encourage industrial ventures in the city.
2. To make all the industrialists/ agencies aware about the industrial
development policies of the Chandigarh Administration.
3. To assist and guide the entrepreneurs in setting up industrial units.
4. To register small scale industry/ tiny industry.
5. To make recommendations to various agencies for the appraisal of projects.
6. To create a transparent and automatic system for allotment of scarce raw
materials like coal/ iron and steel etc.
7. To arrange financial assistance to educated un-employed youth from banks
for setting up of their ventures under the PMRY scheme.
8. To provide marketing assistance to local industrial units through rate
contract.
9. To hold rehabilitation of sick small scale industrial units.
10. To settle disputes arising due to non receipt of payments to local SSI
suppliers from various purchasers especially Govt. Departments by acting
as arbitrator through the Industrial Facilitation Council.

Proposed e-Governance Initiative(s):

Not much computerization work has been done as yet in the Industries
department; hence the department is looking at benefiting from
computerization by automating the functioning of the department
through deploying ICT applications.
 111

Education Department

The Home Secretary is the administrative secretary of this department; assisting him
are two Directors, Public Instruction -- one for colleges and one for schools. Other
senior officers of this department include an Assistant Controller (Finance and
Administration) and two Registrars, one for colleges and one for schools.
Chandigarh has emerged as a center for excellent educational facilities both for
Elementary and Higher education. As per the national policy on Education, the
10+2+3 pattern of education is being followed. All govt. schools are affiliated with the
CBSE and the colleges are affiliated with the Panjab University, Chandigarh.

Libraries:-There are two State Libraries situated in Sector 17 & Sector 34, 5 Branch
Libraries located in Sector 27, village Badheri, Burail , Mani Majra and Sector 47. In
addition to these, there are libraries attached with all the Colleges and Sr. Secondary
and High Schools.

NCC:-The Directorate of NCC is headed by Brig. Mehra. NCC has an independent

office with a staff strength of around 98 officials. NCC Units are functioning in all the
Govt. and privately managed Colleges and some of the Sr. Secondary Schools.

NSS:-Units of NSS are functioning in all the Colleges and Sr. Secondary Schools
under the Control of two programme Coordinator. (One for Schools and One for
Colleges)

Yoga Centres:- There is one State Yoga Centre located in Sector 23. In addition to
this, there are also 5 Yoga Sub Centres located in different sectors of the city.

Non-Formal Education Centres:- The drop out rate in Chandigarh upto middle level
is 1.8%. To impart education to these, there are 107 non formal education centres
running in slum / rural areas of Chandigarh under a centrally sponsored scheme.
Under the scheme, the teachers are designated as Instructors. Each centre has an
Instructor with the students in age group from 6-14 yrs. For every 15 centres, there is
a supervisor.

Adult Education Centres:- Chandigarh has already implemented the project under
Total Literacy Campaign (TLC) and consequently achieved the male literacy rate of
82.04 % and female literacy of 72.34%. After successful completion of TLC, the
department has also implemented Post Literacy Campaign (PLC) and has now
 112

started the Continual Educational Centres (CEC) programme. Under this campaign,
there is a proposal to open around 400 Adult Education Centres within the city and in
the adjoining villages.

I R C T O R T O F T C H N I C L C T I O N
E A E E A E A

D D U

The Directorate of Technical Education controls/coordinate the activities &

functioning of the Technical Institutions of Chandigarh Administration.
• Punjab Engineering College
• Chandigarh College of Architecture
• Government College of Art
• Ambedkar Institute of Hotel Management
• Food Craft Institute
• Central Craft Institute
• Central Polytechnic
• Industrial Training Institute
• Technical Teachers Training Institute
• Government Polytechnic for Women.

Functions:
Technical Education
1. Imparting higher education in the UT through degree and PG colleges (non-
technical)
2. Inspecting the degree colleges in the UT
3. Release of grants to (grant-in-aid) to private aided colleges
4. Auditing the financial functioning of colleges
5. Assessing the developmental requirements of government colleges and
releasing grants
6. Regulation and sanction of various types of scholarships
7. Restructuring of courses by introducing need based and market oriented
courses
8. Preparation of Government colleges for assessment and accreditation by
standard agencies like NAAC
9. Conducting training programmes to lecturers and principals for improving
their knowledge and skills
 113

10. Formulation of schemes for the overall development of the department

academically and administratively
11. Coordination with universities and other Institutions concerned
12. Recruitment of lecturers and other staff
13. Providing sports facilities / extra-curricular activities
14. NSS/NCC training
15. Placement facilitation
16. Central State library service
17. State Yoga centre
School Education
1. Imparting of education through schools in the UT
2. Administrative control over all the schools
3. Teacher’s recruitment and transfer
4. Auditing of aided schools and colleges
5. Inspection of regional and district offices in the state
6. Implementation of different educational policies and schemes
7. Revenue planning and disbursement

Services:
Technical Education
1. To prescribe the syllabi, courses of studies and text books for colleges
2. To prescribe conditions for affiliation of institutions in terms of teachers and
their qualification, curriculum, infrastructure and other educational facilities
3. Release of grants to private aided managements
4. Pay fixation of all Government & Non-Government employees
5. Re-imbursement of medical bills for both in service and retired employees
of the dept
6. Processing of GPF final withdrawal
7. Sanction of pension proposals to retired staff
8. Issue of no objection for obtaining passport to go abroad
9. Sanction of leave other than casual leaves
10. Sanction of annual grade increment
11. Purchase & supply of stationary items including hard ware equipment
 114

12. Handle recruitment

13. Manage promotions
14. Undertake sports / extracurricular activities
15. Manage placements
School Education
1. Recognition of schools, formulation of syllabi, granting of scholarships
2. To hold examinations for school, publish the results of such examinations
and grant certificates to persons who have passed these examinations
3. Correction of date of birth of SSC candidates
4. To enroll all the students in the various age group under different
programmes
5. Release of grants to private aided management
6. To provide training to teachers to impart quality education in the UT
7. To formulate and implement pilot projects for bringing about qualitative
improvement in different fields of school education
8. To promote vocational efficiency and productivity
9. Activities related to school employees, HR issues like salaries, transfers,
promotions, loans, medical bill, allowances, deductions etc
10. Distribution of food grains under national program of nutritional support to
all primary children
11. Provision of uniforms / books to SC students

Current e-Governance Initiative(s):

The department of education has a comprehensive website where all information
required is available. Also various forms/prospectus are made available for online
download through the website.

Proposed e-Governance Initiative(s):

The department wishes to implement the following e-governance initiatives:
1. Optimization of the existing website for better efficiency
2. All possible forms/application forms etc. should be available on the website
and all should be submitted as well on the website, along with a payment
mechanism linked
3. Undertake a process reengineering to remove the non-required forms and
processes and automate the rest
 115

Social Welfare

Set up in the year 1978, this Department is responsible for welfare of Scheduled
Caste, Other Backward Classes, Persons with Disabilities, Women and Children
and other vulnerable sections of the Society. The Department is managing one
Nari Niketan, one Juvenile Home under the Juvenile Justice Act.
The Welfare of SC/ST and OBC, includes Post Delivery Financial
Assistance to Women for Nutrition; Stitching Charges of School uniform for S.C.
Children, Free Education for Meritorious SC and OBC students; Apni Beti Apna
Dhan; Holiday Camps for Scheduled Caste; Encouragement to inter-caste
Marriage; Development of Skills amongst SC children living in Jhugies and Slum
Areas; Seminar on Life, Mission & Work of Baba Saheb Dr.B.R. Ambedkar,
Monetary Relief/ Rehabilitation of Victims of Atrocities; Strengthening of Machinery
for the enforcement of PCR Act, Housing Scheme for Scheduled Castes
(Dr.Ambedkar Awas Yojana) etc..
For Social Security and Welfare of Women and Children, there are schemes
like Creches for the Children of Working Mothers; Construction of Anganwari
Centre; Home for Delinquent/Neglected Children; Children in need of care and
protection; Financial Assistance to Widows/Destitute Women; Nari Niketan etc.
For the disabled, schemes of Scholarship, Subsidy on Petrol/Diesel;
Prosthetic aid, Unemployment Allowance; Free Vocational Training in Computer
and Beauty Culture etc. are being implemented. For the aged, scheme of Old Age
Pension is being implemented and Identity Cards to Senior Citizens are also being
issued. An ex-gratia payment to the family of deceased Govt. servants is being
released by this department.

Functions:
1. Educational, economic and social development of SC/STs
2. Implementation of various welfare schemes.
3. Programmes for control of drug addiction
4. Programmes for providing social security to old, disabled and destitute etc
5. Maintenance of hostels and other social welfare institutes
6. Budget releases and monitoring of expenditure

Services:
Welfare of Backward Classes
1. Free hostels facility
 116

2. Sanction of scholarships(Pre Matric and Post Matric)

3. Residential Schools
4. Rehabilitation schemes for scavengers
5. Financial assistance to victims of atrocities.
6. Financial assistance for inter-caste marriage
Women and Child Welfare
7. Mahila Sadan(state rescue home for women)
8. Assistance to voluntary agencies for after care services
9. Women development centre
10. Hostels for working women
11. Assistance to widows for marriage of their daughters
12. Infant homes
13. Home for mentally retarded children
Disabled Welfare
14. Aids, Appliances, Orthotic and Prosthetic Aids and Economic Assistance to
handicapped.
15. Scholarship to handicapped students
16. Publication and free distribution of BRAIL literature
17. State level training centre for teachers of disabled persons
18. Polio correction camps
19. Loan facility scheme for disabled persons
Welfare of Aged and Infirms
20. Issue of Identity Cards to Senior Citizens for availing facilities in hospitals,
libraries, buses etc.
21. Aged and infirm homes
22. Aid to leprosy home
23. Old age pension
24. De-addiction cum rehabilitation centres
25. Probation services
26. Prisoner welfare services

Current e-Governance Initiative(s):

 117

No computerization initiatives have been undertaken as yet in the department,

though some services are being provided though sampark centers.

Proposed e-Governance Initiative(s):

The department plans to undertake the following e-governance initiatives to be able
to provide better services to the citizens:
1. Develop a department website
2. Undertake basic computerization by providing computers to various personnel
3. Provide connectivity between the computers by setting up a local area
network
 118

Food and Supplies Department

The Food and Supplies Department functions under the supervision of the Home
Secretary who is also Secretary, Food and Supplies. The Deputy Commissioner,
who is also Director, Food and Supplies, administers the department and day-to-
day functioning is carried out by the Additional Director Food and Supplies assisted
by a District Food and Supplies Officer.
This department is mainly concerned with the Public Distribution System. The
Public Distribution System covers all of India and is intended to ensure that a
minimum quantity of essential commodities such as wheat, rice, sugar and
kerosene oil are available to people at reasonable rates.

Functions and Services:

1. Issue of ration cards above poverty line
2. Issue of ration cards below poverty line
3. Issue antyodaya cards
4. Implement annapurna scheme
5. Distribution of kerosene oil
6. Enforcement of essential commodities act
7. Implementation of consumer protection act, 1988

Proposed e-Governance Initiative(s):

Not much computerization work has been done as yet in the Industries department;
hence the department is looking at benefiting from computerization by automating
the functioning of the department through deploying ICT applications.
 119

Engineering Department

The Engineering Department of Chandigarh Administration is responsible

for creating entire infrastructure development in the territory of Chandigarh
comprising of roads and establishment of Water, providing and laying of water
supply system, providing and laying underground sewerage and storm water
drainage system, distribution of electric power and construction of various public
buildings and housing accommodation for govt. employees of various categories. In
addition, most of the buildings as occupied by Punjab and Haryana Governments
have been constructed and are being maintained by the Engineering Department.
At present infra-structural services are being maintained by the Municipal
Corporation being of public utility but development of these services in sectors
covered under Phase- III are being executed by the Engineering Department. To
keep up the pace of development in compatibility to population growth of city, the
building activity in the city is continuing and adequate funds are being provided
under Plan schemes of the Administration.
Engineering Department is headed by Chief Engineer, who in turn is assisted by
five Superintending Engineers and two Officers on Special Duty in charge of
Construction Circle-I, Construction Circle- II, Public Health, Electrical and Electricity
Operation circle, Officer on Special Duty (Rules) and Officer on Special Duty
(Planning & Design).
Construction Circle-I
Construction Circle-I is assigned the execution of building works, maintenance of
non-residential and residential buildings of Chandigarh Administration and
upgradation of residential buildings.
Construction Circle-II
It handles the work of maintenance of various Govt. buildings, Roads and
Horticulture works in U.T. Chandigarh.
Public Health Circle
This circle is looking after rural water supply, rural sewerage, development of
infrastructural services; providing and laying internal water supply and sanitary
system in non-residential and residential building including their maintenance;
providing and installation of air-conditioning, fire fighting system including operation
and maintenance thereof. For setting up of Govt. Medical College & Hospital, air-
conditioning system, fire fighting system, medical gages distribution and solar water
heating system are being provided and maintained.
Electrical Circle
Electrical Circle is looking after providing and installation of internal electrical
services in all the non-residential and residential building including maintenance
 120

thereof; electrification works for infrastructural development; modernisation and

upgradation of ATC signals at various junctions and intersections; works of fire
sensing system and passenger lifts in multi-storey buildings including maintenance
thereof.
Electricity Operation
Electricity Operation Circle is responsible for arranging power from various sources
(as Chandigarh does not have its own source) and distribution and transmission
thereof to all type of consumers. Power is being purchased from BBMB against
3.5% share of U.T.; special assistance at global rates from BBMB; from NTPC and
Chamera and from URI Project. Average drawl amounts to 31 LU per day with
peak consumption touching 36.83 LU/ day during summer. Present power
requirement is assessed as 180 MW over the year. Tariff rates commensurate with
purchase of power bill have been revised annually for the last three years.
Officer on Special Duty (Planning & Design)
It is a part of Chief Engineer's Engineering Department, U.T. Admn. office and
constitutes Central Design Organisation for Planning, Estimation, Design and
monitoring of building works, Roads & Bridges construction in the city and rural
areas of U.T. It is responsible for inception and implementation of Buildings, Roads
and Bridges Construction form Pre-planning stage to the inception of construction
at site.

Services:
1. Creating entire infrastructure development in the territory of Chandigarh
comprising of roads and establishment of water
2. Providing and laying of water supply system
3. Providing and laying underground sewerage and storm water drainage
system
4. Distribution of electric power and construction of various public buildings
and housing accommodation for govt. employees of various categories
5. Execution of building works, maintenance of non-residential and residential
buildings of Chandigarh Administration and upgradation of residential
buildings
6. Maintenance of various Govt. buildings, Roads and Horticulture works in
U.T. Chandigarh
7. Providing and installation of internal electrical services in all the non-
residential and residential building including maintenance thereof
8. Responsible for arranging power from various sources (as Chandigarh does
not have its own source) and distribution and transmission thereof to all
type of consumers
 121

Current e-Governance Initiative(s):

The department has undertaken a few initiatives in the area of e-governance.
There is a website for the department; and the department has a citizen facilitation
center as well. It also provides the facility of sending e-mails for handling queries.

Proposed e-Governance Initiative(s):

The department now wishes to embark on e-governance in a big way and intends
to get its functioning computerized.
 122

Employment Exchange

The Regional Employment Exchange is situated in the Additional Town Hall

Building adjoining Deputy Commissioner's Office in Sector 17, Chandigarh and it
caters to the needs of employers and applicants residing in the jurisdiction of U.T.,
Chandigarh. The main functions of this exchange are:-
i. to register applicants and sponsor them against notified vacancies;
ii. to provide vocational guidance and employment counselling to the job
seekers;
iii. to collect information from the establishments in the organized sector
under the Employment Market Information Programme of National
Employment Service.

REGISTRATION:
Any applicant who is a resident of U.T. Chandigarh can get his name registered
with this exchange on his local address provided he is not already registered with
any other Employment Exchange.
NOTIFICATION OF VACANCIES:
Every employer in the public sector and those employing 25 or more persons in the
private sector are required to notify their manpower requirements to the local
employment exchange before filling them up under the provisions of the
Employment Exchanges (Compulsory Notification of vacancies) Act 1959 so that
the applicants registered with the Employment Exchange can be sponsored.
SUBMISSIONS OF APPLICANTS:
Applicants are sponsored against notified vacancies as per their seniority in
registration keeping in view the age limit, qualifications etc. prescribed by the
employer for the said post. Applicants are issued call letters under UPC at least 7
days before the date of interview and they report in the Regional Employment
Exchange for Pre Submission Interview for onward submission to the employer.
Vacancies and submission work is being handled through computer and scheme of
selection of each and every vacancy is displayed on the notice board for the
information of the general public. Thus, there is total transparency in the working of
this exchange.
CANCELLATION OF REGISTRATION:
Applicants are required to get their card renewed after every three years in the
month in which it is due for renewal. The month in which X-1 card is to be renewed
is given on the X-10 card which is given to the applicants at the time of registration.
A grace period of two months is also given to the applicant for getting his card
 123

renewed. The applicant can get his card renewed either in person or by post.
Applicants who fail to get their cards renewed during the stipulated time, their index
cards are removed from the Live register.

VOCATIONAL GUIDANCE:
There is a Vocational Guidance Unit in the Regional Employment Exchange. The
Employment Officer (Vocational Guidance) who is Incharge of this Unit provide
vocational guidance and employment counselling to the job seekers registered with
this exchange. This guidance is given at the time of registration individually and in
groups also. Applicants on request can also get vocational guidance from the
Vocational Guidance Officer.

COLLECTION OF EMPLOYMENT MARKET INFORMATION:

The Regional Employment Exchange also collects information regarding
employment from the establishments in the organized sector under the provisions
of Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959 from
all establishments in the public sector and those' employing 25 or more persons in
the private sector. This information is also collected from the employers in the
private sector employing 10 to 24 persons on voluntary basis.
SPECIAL EMPLOYMENT EXCHANGE FOR PHYSICALLY HANDICAPPED
APPLICANTS:
The Government of India, Ministry of Social Justice & Empowerment has set up a
Special Employment Exchange for the Physically Handicapped applicants in the
Regional Employment Exchange under the Centrally Sponsored Scheme. The
main functions of this Special Employment Exchange are:-
i. to register the Physically Handicapped applicants after getting them
physically examined from the Medical Board constituted for this
purpose in the General Hospital, Sector 16, Chandigarh.
ii. to submit the Physically Handicapped applicants both against
reserved and unreserved vacancies;
iii. to guide and motivate the Physically Handicapped applicants to join
various training courses available for them in Union Territory,
Chandigarh;
iv. to motivate them to adopt self-employment and send their application
forms to the loaning agencies for the grant of loan;
v. to check the roster registers being maintained by the employers to see
whether 3% reservation in jobs is being given to the Physically
Handicapped applicants.
 124

Services:
1. Registrations of unemployed candidates
2. Renewal of registrations, maintenance of records
3. Employment Market Information
4. Placement services for employment
5. Application for Apprenticeship to different technical institutes
6. Imparting Vocational Guidance

Current e-Governance Initiative(s):

The department tried a prototype application for registration and submission of
information, but it failed. So currently all the operations are carried out manually.

Proposed e-Governance Initiative(s):

The department plans to implement the application for registration and submission
of information of candidates to prospective employers. This application is
developed by SPIC, which runs on SQL server. This will be rolled out soon.
 125

Home Department

Primary responsibilities include all matters relating to administration of personnel,

including allotment of quarters and inquiring into any questionable activities of
individual employees (vigilance), administration of the Secretariat per se, public
relations and hospitality, printing and distribution of official stationery. The
departments of Home, Police, Education, Transport, Tourism, Cultural Affairs, Food
and Supplies, Elections, Technical Education and Revenue also function under the
supervision of the Home Secretary.

The department does not involve any public dealing and is purely concerned with
internal government matters; hence it does not offer any services. Also the
department does not feel any need for investing in computerization as the current
computerization investments are also not utilized fully.