Solution and Details of the Case Study Project
In this section, we would like to explain the guiding approach in aligning the strategies with MeghEA, key business problems addressed, and an overview of the Solution Architecture to understand how the project has been rolled out.
Guiding Approach
The state has developed its vision aligned to achieve the SDGs. Therefore, MeghEA conceptualization and implementation were also driven by the SDGs. All 700+ services were mapped to 236 SDG indicators. This approach helped with the faster buy-in by the all department stakeholders as they identified the need to develop the state strategically. Thus, improvement in service delivery has directly resulted in improvement in SDG performance. The ultimate goal of the state has been set “To be among the Top 10 states in 10 years in terms of SDG ranking”.
Implementation Alternatives
The following two alternatives were considered before embracing and implementing the MeghEA project. However, these approaches were rejected for the reasons mentioned below.
| No | Alternative | Reasons for Rejection |
|---|---|---|
1 |
Department-centric services |
This would have deepened the silos. Instead, a strategic pillar approach was chosen based on the state’s strategy. |
2 |
Building one system for finance processes |
The architecture was system-agonistic. Therefore, choosing already built (existing) systems and re-architecting them is considered to be the best approach. The core system is built on Service Oriented Architecture (SOA) for facilitating ease of integration. |
Project Initiation
To begin with, all the services and processes in the Finance Department were studied, with officials handling activities in different branches of the Finance Department. The “as-is” processes were drafted using standard Business Process Model Notation™ (BPMN™) along with the stakeholders and timelines involved. The “to-be” process flows were also prepared along with the Solution Architecture for the Finance Department before starting implementation of the same. This, however, needed many regulatory changes and hence needed leadership buy-in. The regulatory changes were drafted and necessary approvals were processed before implementation of the system.
Solution Architecture
As we see in Figure 3, the Integrated Finance Solution Architecture is a classic example of using both “existing” applications and “new” applications. The existing applications (i.e., Bill Auditing, Budget Estimation, Bill Submission, etc.) in the domains of e-Billing and TreasuryNET have been improvised to align to the Integrated Finance Solution Architecture, while BEAMS and the ePS have been designed, developed, implemented, and integrated as new solutions.
Results and Benefits
The following are the major outputs/deliverables of the project.
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Prioritization based on service assessment against Digital Service Standard (DSS) basis digital maturity – categorized to high, medium, and low maturity. 202 services identified as a priority services basis “value to stakeholders”, degree of complexity in service transformation.
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Progress towards zero touch points in Government services through simplification, standardization, and automation of services.
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Seamless sanctions and disbursement of funds.
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Digital workflow implementation.
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Digital administration.
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Integrated real-time reporting.
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Dashboard-based efficient monitoring of expenditures.
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Digital tracking through systems, SMS, and email notifications.
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Digital integration with finance systems: BEAMS, e-Billing, TreasuryNET
Outcomes achieved:
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The processing time of the scheme has reduced from two (2) months to seven (7) days.
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From sanction orders to minutes of meetings of committees, all were automated by using templates and digital publishing, leading to huge savings of paper and human effort.
Qualitative and Quantitative Benefits
Qualitative:
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Progress towards zero touch points in Government services through simplification, standardization, and automation of services.
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Seamless sanctions and disbursement of funds.
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Digital workflow implementation.
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Digital administration.
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Integrated real-time reporting.
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Dashboard-based efficient monitoring of expenditures.
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Digital tracking through systems, SMS, and email notifications.
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Digital integration with finance systems: BEAMS, e-Billing, TreasuryNET.
Quantitative:
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Seven (7) times faster and seamless sanctions and disbursement of funds.
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Paperless approach: eliminates 75% of physical files in Government departments.
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120+ man years reduced through digital system-driven efficient tracking of proposals system, SMS, and email notifications.
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130+ man years reduced through dashboard-based efficient monitoring of expenditures and sanctions.
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Quicker disbursement of the benefits to the citizens.
Sustenance of the Initiative
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As the services implemented are internal to the departments and state Government, there is no alternative way of financial sustenance
The next phase of the project would be implementation of citizen services, where a small convenience fee for digital service delivery may be levied to make the project self-sustainable.
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The organization has defined architecture review templates so that any new application to be developed/deployed in the state can be reviewed and alignment to MeghEA principles can be done before adoption; this would ensure seamless information flow between applications through the state API gateway
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Further, the discussion between the department and the World Bank has matured for additional funding for the project implementation
The Preliminary Project Report for the same has already been submitted for necessary approvals. Until then, the department is already in the process of implementing finance services from state funds.
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The project is ongoing; there is a plan to implement the architecture in all other seven north-eastern states
For this purpose, the team is documenting a set of learnings which include problems, solutions, and alternatives.
The dashboard shown in Figure 7 illustrates the features of the project, such as how many proposals related to schemes are submitted, how many of them are in progress, approved, and sanctioned, and the released amount for various Government domains such as vehicle purchase and contingency fund. The details are as of October 4, 2022.
Insights and Learnings
From our project experience, we would like to highlight the following as significant organizational challenges that we had to overcome during the implementation of the project.
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Leadership Buy-In: the Planning Department (being the nodal department) has coordinated with all key stakeholders and performed the analysis
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Change Management Committees: Honorable Chief Minister of the State, Honorable Chief Secretary (Civil Servant), and Commissioner Secretary of the Planning Department have led the three Change Management Committees, which nurtured the shape of the project outcomes
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Data Collection: this was performed using a web-based system, which enabled faster and easier analysis of services
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Low Code Platform: this was chosen with perpetual license rights to enable the Government to design and implement digital services; this also meant detailed digital training (capacity building) to Government officials to enable them to design and implement services with minimal support from external vendors
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The transformation from file-based activity to service-based activity was the key challenge
Before the ePS, officials were used to working to the extent demanded by the file and not be concerned with the end outcome; with ePS, officials were asked to look beyond the file and align strategy with schemes
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Capacity building and training of the officials to enable them to use the ePS was also a key challenge
The same was achieved by focused training with simulation of an actual environment which involved class room training, train the trainer sessions, hands-on training in a testing environment, and on-the-job training as per requirements.
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To extend the system to all the departments, a mandate was issued from the Planning and Finance Departments to all Treasuries in the state that all bills produced for payment must accompany sanctions issued from the ePS
In the absence of the same, the bills should be rejected for processing. This had a greater buy-in from the Honorable Chief Minister of the State and Honorable Chief Secretary.
Key Decisions Made and Rationale
Below is the list of key decisions made with their respective rationale.
| No. | Key Decision | Rationale |
|---|---|---|
1. |
Digital integration with finance systems: BEAMS |
The budget provision and expenditure can be fetched directly from BEAMS instead of manually entering the data. Now the system directly communicates with BEAMS. |
2. |
Schemes mapped with SDGs, state strategy, and budget |
The system is mapped with six state strategic pillars; i.e., Human Development, Primary Sector, Entrepreneurship, Infrastructure, Governance, and Environment, which are mapped with SDGs and then mapped with indicators and targets. |
3. |
To make services digitally available to various stakeholders |
Only less than 200 e-Services are available. And, Government internal services are mostly non-digital. |
4. |
All services to be personalized based on citizen or employee profile |
Currently, services are yet to be personalized. |
5. |
Digital ID provisioning for all citizens |
Currently, there is a lack of adoption of citizen identification card or digital ID. Aadhaar adoption is less than one third (1/3) of the total population. |
6. |
All payments to be on digital channels |
Currently, multiple channels exist for payments, leading to delay. |
Other Information
Human Resources Employed in the Project
(Please note that the information shared here is for reference/estimation only, and is therefore subjective.)
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Four (4) consultants for the period of one (1) year to study services, as-is processes, and challenges and prepare the target state along with the vision, scope, architecture requirements, and blueprint
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Two (2) consultants for the bid process management for almost one (1) year for preparation of Requests for Proposals (RFPs), tendering process, selection of implementation partner, preparation of functional requirements for implementation, and project management support
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Three (3) developers for the period of one (1) year with expertise on low code/no code platform; this includes customization of forms along with production support of six (6) months
Future State Architectures
MeghEA is conceptualized based on six (6) pillars; i.e., Human Development, Primary Sector, Entrepreneurship, Infrastructure, Governance, and Environment. The ePS is a key project implemented by the Finance Department, under the Governance strategic pillar. This section will refer to the key future state architectures – i.e., Business, Data, Application, and Technology – of the Governance pillar which could be useful for a “systems thinking” approach.
Future State Business Architecture
Future State Data Architecture
