Governance and Right To Information

Governance in INDIA

TN may shut door on Microsoft

Posted by egovernance on January 4, 2007

TN may shut door on Microsoft

Chennai, Dec. 31: The Tamil Nadu government, which is on a fast-track
pushing the state to the top in the Indian IT sector, has almost shut its
door on the software giant, Microsoft, preferring the Open Source Systems
(OSS) for reasons of costs and easy migrating capabilities.

“Initially, 99 per cent of government systems have been running on
Microsoft systems but then 2007 will be a watershed year for the state IT
sector. We are fast migrating to Linux operating systems which are so much
cheaper and can be operated at low cost, besides offering continuous
updates and freedom from viruses,” says Mr C. Umashankar, managing director
of state-owned ELCOT, vested with the responsibility of overseeing such
ambitious government projects as e-governance, enumerating the
beneficiaries of the free TV scheme, family ration cards and the free
sari-dhoti distribution.

“We have already dispatched 6,500 Linux systems to village panchayats and
another 6,100 Acer desktop systems with Suse Linux operating systems are on
their way. We are procuring 20,000 desktop systems for schools, which will
run only on Suse Linux. Remaining 30 desktop systems will also migrate as
and when the new machines arrive,” Mr Umashankar told this newspaper. He
said all the ELCOT servers were on Redhat Linus and the government IT
company’s 28-seater software development wing was fully on Suse Linux.

“We will train over 30,000 government officials in Linux Operating Systems
and Open Office. A contract has been already finalised with the government
departments and we have set up a Linux support centre with two
Linux-certified professionals to assist the state officers. This number
will go up to ten or more in 2007, which will be a path-breaking year for
government on migration to Linux Operating System,”  Mr Umashankar said.
“India can live without Microsoft packages and even progress but Microsoft
will find it tough without a huge country like India buying their software
packages,” he said.
He said a top official from Microsoft India had met him twice to convince
him to continue with MS products. The official offered the XP operating
system for about Rs.7000 while he quoted Rs.500. “I explained to her that
for a mere Rs.300, I could get the entire operating system, office
productivity software and a wide range of utility tools, such as DVD/CD
writing software, database software, multimedia editing software, vector
map-drawing software plus a whole range of software development tools.
Also, I have the option of downloading this entire package in DVD media and
not even pay that Rs.300, which is the media cost and not the software
charges,” said the ELCOT chief, an IT expert himself besides being a senior
IAS bureaucrat.

He said he had also pointed out to the Microsoft official that MS Office
did not allow saving of documents in open document format. While it was
possible to open all MS Office files using Openoffice.org, the vice versa
cannot be done. “I asked her why ELCOT should buy such an inferior product
when Openoffice.org is available free of cost for Windows as well as Linux.

She said Microsoft are working on open XML format,” he added. Mr Umashankar
said he had written to state finance secretary enumerating the “huge
financial and working advantages” of shifting to Open Source Environment in
all government departments. “I have been receiving great support from all
the senior IAS officers here, from the chief secretary downwards. It is
very encouraging.

ELCOT is not the loser when Microsoft did not accept our price of Rs.500;
on the other hand, Microsoft loses out due to our big volumes involved,” he
said. “There is a gross misconception among the governments and officials
that if they migrate to Open Source platform, Microsoft would get angry and
the entire software industry could come to a grinding halt. This is totally
misplaced fear,” Mr Umashankar said.

“Within the next five years, it is going to be the IT services which would
dominate the revenue share of the IT companies, because more and more
users, governments and the corporate sector have started migrating to OS
software, thus removing the scope for more revenues from products. It is
time that the users understood this scenario and start saving their
precious revenues,” Mr Umashankar said.
Talking of the changes happening in this direction, he said he had ordered
43 rack servers for ELCOT to host various government applications. “All the
applications are to run under OS software. I would have paid Rs.20 lakh per
server if I had adopted proprietary software but now I have saved over Rs.8
crore from this one transaction.

We intend to procure 1000 servers in the next two years. Imagine the amount
of savings we are getting out of this,” the ELCOT chief said. “In my view,
a state government of TN magnitude would be able to save Rs 200-500 crores
every year, when the National e-governance action plan gets implemented,”
he said, adding that school children too could get the benefit of “more
robust, secure and economical Open Source software for their work,” he
added. “Today, there is more demand for OSS trained engineers. I require at
least 500 trainers to train 30,000 state officials across Tamil Nadu in the
next six months.

Source: DECCAN CHRONICLE : 01-01-2007

24 Responses to “TN may shut door on Microsoft”

  1. Dear Sir.,
    I endorse the view from the ELCOT chief regarding the OS Platform, how i wish that all the IT secretaries follow his path, there will be a great money saving for the state which can be used for other developemental projects. India is big gaint in sofware we dont have to be dictated by any one corporation regarding the software or developing such applications. Hats off to you sir such a bold step in right direction. I hope others will see the light, I only wish the so called IT advisors to governament agencies learn from this and apply them practically.
    Uday.
    Director Diginue Technologies Pvt Limited.

  2. J. T.D'souza said

    Wonderful perspective from a bureaucrat who tend to not have the time to understand the finer points of IT. Hope we have more such enlightened persons governing our country.
    Also a small clarification: the open xml format being touted by Microsoft is neither open nor a standard. It is being fast tracked thru ECMA which is more of a “rubber stamping” body (will accept whatever a member submits as a standard), as opposed to a standard arrived at by participation of all the stake holders. Moreover it uses patented technology, which will prevent participation by most freesoftware developers.

  3. ujj said

    really nice to hear about the use of linux in government sectors especially education and village panchayat areas. It is important for our country to understand the importance of open source in designing and distributing applications for the one billion population.

  4. vinod K said

    I am not very convinced with the argument that Open source can save money…The cost savings are only for the initial procurement and the cost may far exceeed during the later stage mainly becuase of, a)training costs and time to rampup will be very high b)productivity will be less due to non user friendly system c) no/limited support may force to replacing the systems altogether d) compatibility and limited applications which run on open source, means you can run only few apps.

    overall there are studies which show that non-microsoft systems costing more money long term.

  5. Kaushik said

    I think it is extremely myopic to worry about price alone. One should consider quality, maturity of a product in addition to just the price. It is also quite silly to overestimate the stability, low maintenance of Linux based systems. 2 Linux support personnel!? Good Luck with that Mr. Secretary.

    As to the standards, Mr. JTD’Souza, your facts are unfortunately a copy of popular negative press. Microsoft’s Open XML is completely open, royalty free. The first step in standardization is to get ECMA approval. The next step is ISO. What makes you think Microsoft’s isnt going to the ISO bodies with this? Did you know that the Open XML formats from Microsoft have no-catch, no fine-print, use completely industry standards, no patented technologies, and these are cross-platform as well!?

    Remember, if you want to just drive a car, you can still be in an auto, close your eyes, imagine you are in a car, and enjoy the ride. If you really want to provide a grand experience and not just an experience for the sake of it, there is no rationale for selecting Linux.

    Also, ‘open source’ isnt something that implies ‘free’, ‘we are all poor and so free is what is good’.

  6. vincent d'silvs said

    The elcot chief says,
    >

    Does he realize the costs for doing this are additional hundreds of crores and lost in productivity during the long training…
    Corrupt IAS officers find easy ways to fool the un-educated politicians to pocket crores of money in these transactions…

  7. I love open source. I just hate the non-compatibility between distros. I just wish I could write code in an IDE and send it to 50 of my friends without worrying about their distro and being sure that it would compile and run without manually writing makefiles and configure scripts.

    The day that all Linux distros begin to be more compatible, provide common interfaces and some sort of standard API instead of the GTK/QT war, it’s gonna bankrupt Microsoft overnight. The problem is, as a developer, it’s just a pain in the ass to ensure your software will run on 100 systems and instead of focussing on my core problems of vector analysis, I spend a lot more time on a bunch of shitty coding crap which an IDE should do for me, and worring about whether my users will have GTK or QT or XFCE. As a developer, I don’t give a damn what they use so long as a window is shown when I want it to be shown.

    On the other hand, the positive side is very tempting. If Red Hat starts blackmailing the government, they could just switch to Oracle support overnight. Now only if one could simply switch the underlying distribution itself in a few clicks……….

  8. bjvish said

    I guess one fundamental problem here is the lack of understanding of the fact that cost of purchasing a software is different from cost of running a system. For example, if you have to purchase a few screws to build your new car model, will choose a $1/screw or $0.10 screw? I guess it doesnt matter and we should go for the best screw, as its cost component is low compared to overall worth of a new car design.

    S/w is just like a tool to run complex systems, and being miserly on that could affect in the long run. I wish the ELCOT chief took the overall cost of maintaining, running, updating, etc into account and come to a decision after weighing in the overall cost. Maybe Linux was the best choice overall or maybe not. But, rejecting just on software cost to me doesnt sound very prudent.

    (Disclaimer: My opinion here may not reflect the official stand of my employer and I’ve no standing whatsover in this deal).

  9. SA said

    I could not help but comment on how the last friend had to clarify that he (or she) is not owned by his employer. This is what the corporate employment has come to mean, we are high tech servants with no privacy and rights! All the transparency and rights are given away when we sign non-confidentiality agreements, why do we allow such undemocaratic systems in a democracy and allow them to whittle away at our rights. There is a wonderful family guy episode in which the wife is not allowed to disclose to her husband that the beer he is about to drink is poisonous because she has a confidentiality agreement with the employer! Of course I dont mean to tarnish all business. The business practice needs to be open source in itself.

  10. Mandar said

    I applaud the TN Govt. on going all out with Open Source systems. With OSS, apart from the cost savings you have to spend less time worrying about security.

    People want MS products because they are accustomed to believe that MS makes the best products.I agree Microsoft makes good products. I love Microsoft Office. I don’t think there is anything out there that can match the features and speed of Microsoft Excel. But does everyone really need it ? NO!!

    The fact of the matter is, most offices need just a Web Browser, Office applications,basic printing capabilities and may be a chatting software. A FC/Suse/Ubuntu system with OpenOffice 2.0 is sufficient for this.If there is a specific application that requires Windows, you continue using Windows on a small number of systems and look for an alternative. Worst cast, you keep using Windows on those systems.

    For office applications, the maximum amount of time required to get used to Linux Menus, Firefox and OpenOffice won’t be more than a week.

    As far as the support goes, there aren’t many companies that offer it but anyone who has used Linux for more than a month will tell you that once you have your system configured correctly, there is absolutely NO MAINTENANCE required.No Disk Cleanup, No Defragment , No Registry Crashes . You won’t need your support guy to make table side visits time and again trying to diagnose why you keep getting a BSOD!

  11. [...] Jump to Comments “I totally don’t know that means, but…” I happened to see this story on how certain parts of India have had it with Windows, and it rang a bell, because I had been [...]

  12. RAmesh said

    I don’t consider the price of an OS as being any kind of a useful measure. everybody says”Linux is FREE.” but its totally unsupported.

    If you want to buy Linux with media and documentation, the price with limited support starts at about $35. Fully supported Linux workstation software comes in at around $180 — annually. Fully supported Linux server prices start at around $350. These prices are virtually identical to Microsoft’s OEM and retail prices for Windows XP Pro and for entry-level Windows Server 2003. Since the hardware is identical, the “cost” argument is simply moot.

    Expertise, expertise, expertise. The entire thrust of your argument is almost lost in your article but it is the linchpin of the entire Windows vs. Linux debate:

    How much does someone need to know to install and run a Windows server?
    How much does someone need to know to install and run a Linux server?

    Literally you can say anyone with a high school diploma and few hundreds can get certified in Windows server technology in a matter of weeks or months — where most people who are administer an enterprise level UNIX/Linux server have a college degree and/or years of UNIX/Linux experience(just because its complicated and needs good experiance in IT)

    microsoft techies are more when compared to unix/linux… just and additional info :)

  13. arsenalist said

    This is great news. I’d like to see more organizations adapt this approach.

  14. temp said

    alert(‘hey!’)

  15. Harshad said

    It is interesting that people are finally understanding the power and the reliability of Open Source. Of course, three comments above Mr. RAmesh has said that the cost should not be the only factor. I partly agree but mostly disagree with his arguments. Infact he accepts that a dummy can run windows, while you need to have an IQ for running *nix systems.

    His assumption that windows servers are good because even a school diploma holder can manage it is like saying that a small family car is better than a military combat vehicle for fighting a war because you don’t need an engineering degree to be able to drive it. If my sysadmin does not have the IQ for learning all the details of networking, it is more likely to give me daily nightmares! And please note – “format – reinstall” is NOT how you fix a computer – the sysadmin must be able to correct the problem. What if you went to the doctor and he said he’d have to kill you because he only has a school diploma, and nobody told him how to cure you?

    And of course unix/linux techies are not scattered everywhere because it takes serious study to be a good administrator. You have to actually understand what you are doing. No wonder *nix servers have a high availibility and uptime, it is due to the combination of good software and good people.

    As with *nix workstations, they were difficult to set up earlier. That is not the case now. They are just as easy to set up as your favourite OS and generally they work faster on the same hardware.

    Sir, as a windows fan, you should be aware that you have to install antivirus, antispyware and anti-everything to keep your system usable. But did you know that these programs that scan every file that is read, actually slow down your computer? If not, probably your school diploma did not teach you that… not your fault. But any self respecting *nix admin will be able to tell you this. See the difference? And we are not even talking about the cost that the company bears to purchase this software that eventually makes their computers slower. Oh and what if you STILL lose all your data due to a brand new virus? Who pays for that? All the information that is lost… who is responsible for maintaining the backups? Alright, so we have software to make regular backups… and those softwares cost another few thousand Rupees…

    Anyway, I’ll wind this up here… since people who might be interested in *nix already have fired up their favourite browser (look, we don’t all need to use IE… there are others) and gone to their favourite search engines (again, Open Source people like to choose – because they can tell the difference between good and great) and are looking for more interesting things to read than this debate that has been going on for years!

    Windows zealots, thanks for reading up till here. You may now stop reading. This post is over.

  16. Arul said

    vincent d’silvs Says:
    January 4th, 2007 at 6:11 pm

    Does he realize the costs for doing this are additional hundreds of crores and lost in productivity during the long training…
    Corrupt IAS officers find easy ways to fool the un-educated politicians to pocket crores of money in these transactions…

    Vincent should would change his mindset if he can search in GOOGLE for words ‘corrupt umasankar’ and find links about umasankar and his career

    one such hyperlink
    http://www.humnri.com/Humz/Forums/replies.aspx?topid=3&forid=9

    In fact certain governments kept him in dark for his anti-corrupt stand and the State had ultimate loss

    His decision is always for ‘THE PEOPLE’ . I am one of the guys who is always be with Mr Umasankar and his decisions.

    Everyone should note onething, he did negotiate with Microsoft. If at all they would have agreed for Rs 500, he would definitly have gone for Microsoft. In my opinion, Microsoft can even provide much lesser cost than Rs500. May be they thought he is kidding.

  17. Umashankar still cooling his heels

    By Radha Venkatesan
    http://www.hinduonnet.com/thehindu/2001/07/26/stories/04262232.htm

    CHENNAI, JULY 25. The former Joint Vigilance Commissioner, Mr. C. Umashankar, who unearthed a cremation shed scandal and a colour TV scam in 1995-96 against the then AIADMK rulers, is among the three IAS officers left without a posting for over one-and-a-half months now.

    While Mr. T. K. Ramachandran and Mr. Harminder Singh, “on wait”, have been recommended for postings in the Election Commission and the Directorate of Survey and Settlements, Mr. Umashankar is the lone IAS officer cooling his heels with no clue to his slot.

    After the AIADMK regime took charge, Mr.Umashankar was eased out of his post as Tiruvarur Collector on June 11 along with several other IAS officers, who were put on “wait”. According to official sources, the present AIADMK Government initiated a “preliminary” departmental inquiry into the issue of tenders for purchase of computers in Tiruvarur during Mr. Umashankar’s tenure.

    While computers were purchased for Rs. 2.5 crores through three tenders, the first one issued for buying computers worth Rs. 78 lakhs came under scrutiny, say the sources. The “inquiry” revealed that Mr.Umashankar himself had acted as a technical consultant and authorised award of contract to the second lowest bidder, as the company won a greater benchmark in technical expertise.

    Though this was a “procedural deviation” as offical guidelines state the services of government-appointed experts should be used, the inquiry team did not find “adequate material” to initiate departmental action against him, say the sources.

    Sources in the Public department, say Mr.Umashankar is now the only IAS officer, who has not been recommended for any posting.

    Perhaps, not without reason. In 1995, Mr. Umashankar, who was then the Additional Collector in Madurai, created a record of sorts, moving the Central Administrative Tribunal (CAT), against the then Local Administration Minister, Mr. T. M. Selvaganapathy, and the then Madurai Collector and present Chennai Corporation Additional Commissioner, Mr. P. R. Shampath, for his “punitive transfer.”

    He alleged that he was transferred out of Madurai as he had “unearthed a scandal” in the construction of cremation sheds.

    After the DMK regime took over in 1996, Mr.Umashankar was appointed Joint Vigilance Commissioner.

  18. Wait ends for Umashankar

    By Our Special Correspondent
    http://www.hinduonnet.com/2001/07/29/stories/0429223p.htm

    CHENNAI, JULY 28. Mr. C. Umashankar, IAS, former Tiruvarur Collector, who was kept on wait for over a month, has been posted as Commissioner for Disciplinary Proceedings, Salem. Most of the other IAS officers who were also on `wait’ have been provided new postings today.

    The services of Mr. K.A. Mathew, IAS, Special Commissioner for Milk Production and Dairy Development and Managing Director, Tamil Nadu Cooperative Milk Producers’ Federation, are placed at the disposal of the Khadi and Village Industries Board for appointment as its Chief Executive Officer, vice Ms. Jayanthi, IAS, holding additional charge.

    Mr. M. Thangavelu, IAS, Commissioner and Director of Most Backward Classes and Denotified Communities, transferred and posted as Commissioner of Labour, vice Mr. N.S. Palaniappan, IAS, already transferred.

    Mr. Nasimuddin, IAS, Commissioner for Disciplinary Proceedings, Salem, transferred and posted as Commissioner for Disciplinary Proceedings, Chennai, vice Mr. V. Murthy, IAS, already transferred.

    Mr. T.K. Ramachandran, IAS, former Villupuram Collector, posted as Officer on Special Duty (Computerisation), Office of the Commissioner and Director of Survey and Settlement.

    Ms. Meenakshi Rajagopal, IAS, former Director, Ministry of Social Justice and Empowerment, New Delhi, on reversion to the State cadre posted as Special Secretary, Higher Education, vice Mr. K. Ramalingam, IAS, already transferred.

    The services of Mr. Harmander Singh, IAS, former Managing Director, Tamil Nadu Medical Services Corporation, are placed at the disposal of the Tirunelveli Corporation, for appointment as its Commissioner, vice Mr. Dheeraj Kumar, IAS, already transferred.

    The services of Mr. Harsahay Meena, IAS, Additional Collector (Development), and Project Officer, District Rural Development Agency, Perambalur, are placed at the disposal of the Madurai Corporation for appointment as its Commissioner vice Mr. Gagandeep Singh Bedi, IAS, already transferred.

    Mr. Vinith Dev Wankhade, IPS, SP, Tiruvarur, will hold additional charge as SP, Thanjavur, vice Mr. R. Tamil Chandran, transferred.

    Mr. K. Premkumar, Deputy Commissioner of Police, Law and Order, Salem City, is transferred and posted as Superintendent of Police, Thanjavur District, vice Mr. Vinith Dev Wankhade, IPS, holding additional charge.

  19. Process Automation based e-governance implementation in core
    government functioning in Tiruvarur district of TamilNadu. (India)

    Tiruvarur district of TamilNadu was declared the Pilot-e-district by the Government of TamilNadu on the
    13th June 1999. The largely agrarian district which is located at 350 KMs from Chennai had accomplished
    near total automation of the field level government functioning in Taluk offices, District Rural
    Development Agency (DRDA), Collectorate, Block offices, Town Panchayat Office (local body) and
    Regional Transport Office. Land record administration, rural development scheme administration,
    student scholarship administration, public grievances handling, HR administration, Social welfare
    scheme administration such as National Old Age Pension Scheme, Distress Relief Scheme, Accident Relief
    Scheme, marriage assistance scheme, Agriculture labourers’ Insurance scheme, etc were migrated to
    manual register free status, thus removing hurdles in getting citizen service delivery. Under the title
    ‘Power of e-governance’ the district conducted 8 outdoor camps in different places where the Taluk office
    functioning was held in Marriage halls proving a point that the district could run government offices
    literally anywhere, without moving any manual registers. Times of India, a leading newspaper in India
    had rated Tiruvarur as ’20 years ahead of rest of India’.
    Executive Summary
    Tiruvarur district of TamilNadu State was a new district carved out from Thanjavur and Nagapattinam
    districts on 1-1-1997. Tiruvarur is a riparian district of the Cauvery delta. Its annual contribution to the
    paddy production of the state is about 5,50,000 tonnes. Wetland agriculture forms the backbone of
    Tiruvarur’s economy. Tiruvarur district has over 1.1 million population. Over 80% of the population lives
    in villages. UNDP had classified Tiruvarur district under ‘highly disaster prone’ list. Cyclones, floods and
    droughts are a recurring phenomenon there. The literacy level is 68% as per the latest census. The
    district has very high level of poverty and associated backwardness.
    Geographically, Tiruvarur is located at 350 KMs from Chennai. The district has 7 Revenue Taluks and 10
    Development Blocks.
    Mr.C.Umashankar, an IAS (Indian Administrative Service) officer borne on TamilNadu cadre (1990 batch)
    took over the reins of the district as its second District Collector on the 11th of February, 1999. On the
    date of joining the district had only one personal computer. This was kept in a box. With this one PC the
    pilot e-district commenced its operation during February 1999. In the next two years, the district went
    through a barrage of e-governance initiatives that resulted in over 85% automation in conventional
    offices such as Taluk offices, Block offices and District Rural Development Agency (DRDA). From a single
    personal computer, this backward district reached a level of 311 computers, including 32 servers in 20
    different offices.
    The district also had ushered in a wi-fi revolution by setting up the first wireless LAN using 802.11b radios,
    connecting all the 20 offices coming under the district in 14 locations.
    Mr.Umashankar left the district on 11th June 2001 on transfer orders.
    The Government of TamilNadu declared Tiruvarur district as the pilot-e-district on 13th June 1999 thus
    paving the way for experimenting various application software tools to automate the government
    processes aimed at reducing the troubles of the citizens in their interface with the government machinery
    in their day to day life.
    Based on the pilot-e-district announcement, the district went ahead with the setting up of 4 software
    development centres in the District Collector’s office itself, employing over 30 software professionals for
    Page 2
    the development of e-governance application software packages. The Collectorate became a virtual
    software development cum implementation centre.
    The pilot-e-district rolled out over 20 e-governance software packages touching various areas of citizen
    interface with the government. The major beneficiaries were agriculturists, land owners, students,
    widows, agricultural labourers above 65 years of age, schools, local body population, rural population,
    below poverty line people benefiting from social welfare schemes such as marriage assistance scheme,
    pregnant women assistance scheme etc.
    The district did not receive any formal commitment of funds from the State budget. In the absence of
    budgetary support, the District Collector Mr.C.Umashankar floated an Non Profit Organisation named
    District Welfare Committee which was headed by the District Collector and participated by the people’s
    representatives. This Non Profit Organisation mobilised funds from various sources to the tune of Rs.25
    million and implemented the e-governance programme.
    The IPRs of the application software packages are owned by the Government thus giving scope for the
    Governments to adopt the packages in their respective areas of governance.
    By the end of the 2nd year of commencing the e-governance initiatives, the district reached a very high
    level of e-governance thus enabling citizen services online in the Revenue and rural development areas
    almost to the tune of 85-90%. It is important to understand that by automating the Revenue and rural
    development wings of the district administration, the level of citizen services, especially the common
    man reaches an automatic level of over 70%.
    Because these two departments generally pose a major challenge to the citizens in their interaction with
    the bureaucracy for getting the necessary government services. The level of corruption and inhuman
    treatment by the bureaucracy pose a challenge to anyone who wishes to aim for better G to C services.
    What happened in Tiruvarur district sounds almost unbelievable, yet it is true that the Taluk office
    services were dispensed through 8 online camps during the period between 30th September 2000 and
    11th February, 2001. These online e-governance camps were held in public buildings such as Marriage
    halls where the servers of the Taluk offices were moved to provide online and on the spot services. The
    entire online service was provided under the public glare, without using any manual registers. These
    camps introduced one vital phase in Indian e-governance experiment that conventional government
    offices can indeed be run without paper based registers. Tiruvarur had set a trend to the rest of India by
    making the electronic records as the first source of government records and every other record, including
    manual records, if any, were made secondary records (of reference) only.
    Technically speaking, Tiruvarur had no precedence to follow. It had to lay down its own path. And when
    it created a new path, it made it right. Tiruvarur introduced a novel concept in workflow engine suiting
    the requirements of Indian bureaucracy. The workflow engine ensured total accountability on the users
    and reliability of the database created. The result was that the users took complete ownership of the
    records created using the e-governance system. They were ready to switch over to the electronic
    workflow from the totally manual system due to the tight yet transparent workflow engine.
    Tiruvarur also introduced two new concepts viz., intranet digital signature for the intranet operations and
    a transaction based disaster recovery engine. The transaction based disaster recovery engine was
    conceived by the District Collector Mr.C.Umashankar which enabled the e-governance system from all
    types of disasters, man made or otherwise. This design got the Government of India merit citation award
    during 2003.
    The speciality of Tiruvarur’s experiment lies in the following:
    1. The entire technical and functional areas of Tiruvarur e-governance initiative were headed by the
    Page 3
    District Collector Mr.C.Umashankar who had no technical qualification to carry out the IT work.
    Mr.C.Umashankar handled the front end and back end design of each and every e-governance package,
    its security features such as intranet digital signature and disaster recovery design and he also validated
    the packages.
    2. It became a successful experiment in large number of areas such as land record administration, rural
    development administration, social welfare scheme administration, civil supplies administration,
    scholarship administration, driving licence issue/ vehicle registration administration, grievance redressal
    mechanism, issue of various certificates in Taluk offices, HR administration including payroll processing
    and so on.
    3. It was fully accepted by the users (Government servants), citizens and peoples’ representatives.
    4. It has a built in bilingual database interface. The vernacular language support with English as an add
    on language option proved to be an important trigger for the success of the experiment.
    5. Whoever worked with pen and paper earlier was migrated to the paperless electronic workflow, thus
    paving the way for near paperless office administration. The level of back end automation was over 85%
    in the offices where the e-governance packages were implemented. The total number of users in
    Revenue department exceeded 750 and in rural development administration and Collectorate the
    number exceeded 175. The coverage is roughly 90% of the ministerial staff of the district. Each one had
    his/her own userID and password to operate the system. It could be a surprise that none of these officials
    had ever touched a computer before the e-district experiment began.
    6. Tiruvarur introduced campaign based e-governance services whereby the Taluk office servers were
    moved out and kept in public places such as marriage halls and citizens were given services online. It is
    a case of government going to the citizens to provide services online instead of the other way round.
    7. Tiruvarur’s efforts were wholly funded from local resources. All the people’s representatives,
    irrespective of political party affiliation contributed liberally for the e-governance experiment.
    8. Tiruvarur introduced 802.11b based wireless LAN to connect all the offices coming under the direct
    control of the district administration during April 2001.
    9. The training and motivation of the entire government machinery was handled locally using local
    resources. It may be surprising, yet true that the 32 and odd servers barring the three Collectorate
    servers were being manned by these non technical government officials who had been trained to carry
    out software administration cum system administration (limited to server operation).
    Five years after commencement of the operations, Tiruvarur district transacts is businesses online till
    date (October 2004). The users (government staff) own these operations as on date. They do not require
    the champion to keep the services going.
    Case description:
    Background
    As a person belonging to a poor middle class family, the champion of this e-governance initiative
    (Mr.C.Umashankar IAS.,) had a perfect understanding of the role of the Government vis a vis the
    common man. In the absence of technology tools, the Government machinery had virtually become the
    master and the real masters, that is the citizen had become a servant. Lack of transparency, red tape and
    corruption were the net results. The citizens in India, especially the common man, women, people
    belonging to Scheduled Caste and Scheduled Tribes get a raw deal from these government servants. In
    Page 4
    this context, the champion of Tiruvarur e-governance initiative decided to try true e-governance tools to
    make the lives of the common man better. He also wanted to give a fair chance to the honest among the
    government servants to excel in their job. From his experience in the past, he knew the ways of the
    Government servants and hence he targeted the areas where the citizens got the raw deal from the
    bureaucracy.
    Indian administrative set up revolves around the institution of District Collector. Every State in India is
    divided into small administrative units for convenience of administration. These small units of
    administrative set up are called districts. Each such district is headed by a District Collector cum District
    Magistrate. A District Collector is the head of the District administration. All the other departments
    operating within the district come under the overall supervision and guidance of the District Collector.
    The District Collector is the head of the law and order administration in the district. The police machinery
    works under the overall superintendence of the District Collector. Apart from law and order
    administration, the District Collector is also in charge of land record administration, welfare
    administration, rural development administration, etc.
    Each district has two major set up, viz., Revenue department and Rural Development department. These
    two wings are like two arms of the District administration and they work directly under the control of the
    District Collector. The Revenue department is in charge of land record administration, law and order
    administration, issue of various certificates such as birth and death certificate,
    community/income/solvency/nativity certificates, administration of social welfare schemes such as
    national old age pension scheme, Distress Relief Scheme, Accident Relief Scheme etc. 7 Taluk offices, 2
    Revenue Divisional Offices and the Collectorate (Revenue wing) come under the Revenue department
    administration.
    The Rural Development department is in charge of rural development administration. This includes rural
    infrastructure creation such as construction of rural roads, school buildings, noon meal centres,
    community centres, etc. This department implements majority of the Central Government sponsored
    and State sponsored rural development schemes. These schemes cover community oriented schemes
    such as food for work programme, rural infrastructure creation programmes, non conventional energy
    promotion scheme, women and child development scheme, SC/ST welfare scheme and so on. They also
    implement individual family oriented schemes, largely meant for families belonging to Below poverty line
    (BPL). These schemes include loan cum subsidy scheme for self employment, rural housing scheme
    whereby the SC/ST people are given free financial assistance for construction of houses in rural areas,
    rural employment guarantee scheme, Self Help Group (women) assistance scheme etc. Tiruvarur has 10
    Block offices, one District Panchayat Office and the District Rural Development Agency coming under the
    Rural development wing.
    Majority of the poor citizens who look upon the Government for their well being approach these two wings
    of the Government for getting their needs satisfied. There is inefficiency and corruption in these offices
    due to the large clientele and the large scale of funds being channalised through these offices.
    In the above context, the champion decided to being in a fresh air in the public services offered by these
    two vital wings of district administration. He succeeded in automating majority of their operations with
    total user involvement and a very high rate of success.
    Tiruvarur had been rated as ’20 years ahead of rest of India’ by a leading news paper ‘Times of India’
    The WEEK magazine chose the champion of this experiment Mr.Umashankar as the ‘man of the next
    millennium from among bureaucrats in India’ in its millennium edition during January 2000.
    Page 5
    Objectives
    To provide easy access to government services to common man, especially the people belonging to
    Scheduled Castes, Scheduled Tribes and women.
    To enhance the bargaining power of the common man in his dealings with the bureaucracy.
    To reduce the workload of the government servants thus enabling them to do contribute more with less
    effort.
    To set a trend for true e-governance to the rest of India.
    To make it easy for the District Collector to administer the district efficiently in such a manner that the
    citizen gets a much better deal than earlier.
    To achieve a life’s mission in serving the common man of India.
    To learn more about public services using e-governance.
    Resources
    A sum of Rs.25 million was used for the implementation of the e-district concept. These resources were
    mobilized locally. The Members of State legislature (MLAs) and Members of Parliament (MPs) contributed
    nearly half the sum mentioned above from their Local Area Development funds.
    The district floated a non profit organization titled ‘District Welfare Committee’ to mobilize resources for
    e-governance. This organisation is headed by the District Collector himself and participated by all the MPs
    and MLAs.
    Implementation
    The implementation had the following areas:
    1. Application Software development for various e-governance functioning.
    2. Creating infrastructure in the Collectorate for positioning the software development centres.
    3. Selecting the right technical people for application software development.
    4. Data capture to convert the existing paper data into electronic data.
    5. Training and motivation of the Government servants.
    6. Educating the citizens about the e-services.
    7. Purchase of computer hardware
    8. Making the 20 government offices fit for e-governance based administration. Creation of additional
    infrastructure to enable them fit to keep servers, clients, UPS etc.
    9. Finding resources for the application software, hardware and networking products.
    10. Interaction with the Government for policy support.
    11. Implementation of the e-governance applications.
    12. Ensuring the citizen benefit focus of the e-governance activities.
    The implementation strategy had been based on the common man requirements. The district chose the
    areas where the services to the citizens were too poor in the first phase. This was followed by other
    phases gradually. The first two application software packages introduced within 90 days of commencing
    the e-district project were the grievances handling software and National Old Age pension software.
    These packages were commissioned in the Collectorate and all 7 Taluk offices on the 16th May 1999. The
    Page 6
    Collectorate was deluged with petitioners and petitions and it became physically impossible to manage
    the service at all. The grievances handling software had to be developed in a hurry. The package was
    stabilised by the end of the 3 month period but the actual implementation started side by side as the
    district had no other way except to proceed in these lines due to the heavy rush of petitioners.
    The OAP section in the Taluk offices was the neglected area in Taluk administration. This wing is manned
    by a Tahsildar level officer. But the staff allocated to these wings were usually compassionate ground
    appointees or peon promotees. As a result, this section in the Taluk office was considered as punishment
    posting. But this wing was in charge of serving the citizens in distress such as agriculture labourers who
    had crossed 65 years of age and have lost the ability to do labour anymore, widows, physically
    challenged persons, deserted house wives etc. The beneficiaries under the OAP scheme get a life long
    pension of Rs.200 per month. The problems faced by this segment of citizens were two fold. Firstly, the
    application processing took as long as one year or more. Corruption and red tape were the order of the
    day. Secondly, the selected beneficiaries got their monthly pension through money orders very late,
    usually next month. The OAP wing of the Taluk offices had been saddled with huge arrear work. This area
    badly needed attention. With the introduction of process based automation software for handling all the
    OAP schemes on 16th May 1999, the entire district migrated to paperless stage with regard to OAP
    schemes. The paper based registers were done away with. All the transactions were routed through the
    online procedure. The money orders were generated by the system instead of manually being written. A
    fresh breeze of air indeed. The turnaround was rather dramatic. From huge backlog of work, this wing
    became no backlog wing. The turnaround took place in less than 9 months. Due to the no backlog of work,
    whenever the visitors from outside wanted to see the OAP software functioning, the district
    administration had to send out an alert to the Taluks to keep at least some work pending so that the
    visiting team could see the online functioning. To that extent the offices migrated to an efficient level.
    This had been documented by leading news magazines and newspapers such as CNN, NDTC, The Week,
    Statesman and Times of India.
    This was followed by the other difficult areas such as land record administration online, DRDA online and
    Block offices online.
    Software development centres:
    The district had no financial allocation to pay for the application software development. No IT company
    was willing to sponsor the application software development. In the circumstances, the district had to
    mobilize its own resources. When the resources were not certain, the district was not in a position to
    engage private partners for software development. So, a novel concept of converting a part of the
    Collectorate building itself as a software development wing was adopted. Four software development
    centres were set up in the Collectorate building and the 30 and above programmers were accommodated
    in these centres. These software development centres were provided with quality infrastructure including
    air conditioning, LAN and continuous power supply facility.
    The District Collector himself headed the technical team involved in the software development. The role
    of the District Collector was front end and back end design, validation and implementation.
    The District Collector involved himself in the software development work from 6.30 to 8.30 a.m everyday
    in the Collectorate. The entire software development team used to work from 6.30 in the morning. The
    young software programmers coped with the rigors of the Tiruvarur expectations.
    Today the IPRs of these valuable packages are owned by the Tiruvarur district administration.
    The net effect of this strategy was that a total number of 20 application software packages were
    Page 7
    developed, validated and implemented within a short period of 24 months. This was possible as the users
    themselves were fully involved in the design of the application software and they were eager to own
    these packages as and when the development was completed.
    An institutional arrangement was made through the District Welfare Committee to continue the support
    for the application software and database.
    Hardware requirement and the Tender procedure adopted:
    The district had acquired servers, fat client machines, thin client machines, UPS, laser and dot matrix
    printers, LCD projector and power back up generators.
    Hardware acquisition:
    Servers: 32
    Thin clients: 100
    Fat clients:180
    Laser printers: 18 Nos.
    DMPs: 22 (This includes 7 heavy duty DMPs for Taluk offices to print the Money Orders)
    5 KVA UPS – 4 Nos (for Collectorate)
    3 KVA UPS – 7 Nos (For Taluk offices)
    2 KVA UPS – 12 Nos (For 10 Block offices and two Revenue Divisional Offices)
    15 KVA Generator set – For Collectorate to support the UPS only
    6 KVA UPS – 2 Nos for Two Taluk offices.
    As organized funding was not forthcoming the district had to make its own funding arrangements.
    Instead of waiting for the funds to materialize, the district went ahead with open tender procedure and
    finalized the lowest bidder before mobilizing the funds. By the time the tenders neared their logical end,
    the requisite resources were mobilized from various sources. In this way there was no wastage of time in
    the acquisition of hardware. When the hardware acquisition process was on, the application software
    were developed using the minimum infrastructure available. Training and orientation programmes
    commenced during June 1999 even before the first batch of computers arrived. The entire government
    staff were to be oriented towards e-governance before the actual implementation process. The
    motivation level of these government staff was so high that the district administration had no difficulty in
    orienting them. By the time the first batch of computers (79 numbers) arrived during July 1999, the
    initial application software for land record administration was ready. The newly acquired computers were
    directly taken to a marriage hall where they were used as training infrastructure to train the entire
    Revenue machinery, including over 650 village administrative officers. After a week long training session,
    these machines were dispatched to their respective Taluk offices.
    The next batch of purchases followed a similar pathway.
    For the Wireless LAN towers and Microwave radios, a sum of Rs.4 million was allocated by the Member of
    Parliament, Nagapattinam. The district could set the trend for the rest of India in using wi-fi technology
    for high speed networking during April 2001.
    Wireless infrastructure:
    50 metre towers at Collectorate – one
    45 metre tower at Mannargudi (Police tower) – one
    30 metre towers in Tiruthuraipoondi and Muthupet – Two
    Page 8
    24 metre tower at Valangaiman Taluk – one
    18 metre towers at Kodavasal , Needamangalam and Nannilam Taluks – Three
    6-12 metre towers – 6
    Wireless radios:
    802.11b wireless bridges (CISCO) – three
    802.11b wireless access devices – 5. (six more to be installed)
    Training to staff:
    Staff training was undertaken on a continuous basis. In majority of the training sessions, the senior
    officials of the district administration, including the District Collector took part. The trainees were given
    hands on experience during these sessions. The District Collectorate became the centralized training
    facility. Whenever any new module was about to be introduced, the resource persons from each office
    was called to Collectorate and training was imparted.
    The software professional in charge of the application software was made the nodal officer for handling
    the technical requirements of the training.
    Training manuals were prepared before each such training session.
    User feedback was obtained then and there and necessary modifications were carried out thus making
    the packages acceptable to the users.
    Training was an integral part of the e-district exercise. Weekly training schedules were announced well in
    advance to enable the officials to attend the same.
    Software administrators:
    To administer the Taluk/Block servers, clerical employees from each of the 20 offices were chosen on
    voluntary basis to undergo training to act as software administrators. In each office two such staff have
    been selected for a one week intensive training on server administration. Their main role was to
    administer the software installed in the server and to serve as server operators. They had not been given
    system administration password nor database administration password. The main role of the software
    administrator is to start the server in the morning and close the operations at end of the day. Other users
    had no right to shut down the system. In addition to this, the software administrators had the powers to
    assign and revoke rights on each of the application software. This enables them to handle the day to day
    variations in availability of staff. If the Software administrator goes on leave, then the standby software
    administrator takes over charge. A software based tool had been provided for such online handing over
    of charge. This procedure had enabled the staff to take complete ownership of the IT infrastructure and
    the database. The software programmers were barred from carrying out any transactions at the field
    offices. The Software programmers were permitted only to upgrade the database or application software.
    Within a period of 6 months, these software administrators became experts in server administration,
    application software administration and hardware trouble shooting. In this way, the dependency on the
    technical officials had been completely done away with.
    To provide continuity to these software administrators, an order was issued barring their transfer to
    other assignments without the written orders of the District Collector.
    Page 9
    Public awareness campaign:
    Despite the online status of the Block offices and Taluk offices, the patronage of the citizens was
    concentrated only on the Collectorate services. To educate the citizens that they could avail online
    services in the Taluk and block offices, a special campaign in the name of ‘Power of e-governance’ was
    organized in 8 places, starting from 30th September 2000. The modus operandi was to move the Taluk
    office server from the Taluk office to a public place such as marriage hall on the day prior to the campaign.
    Through advertisement and publicity the citizens were requested to come to the campaign centre to avail
    of the online services. The promise was that the services would be provided within a maximum of 2 hours,
    including enquiry time, if any and no paper based register would be used in the whole exercise.
    This campaign was greeted with huge success. In each such campaign the office concerned could
    transact work equivalent to nearly 6 months turnover.
    Output and Results
    1. The entire land record transactions have been moved into manual register free online status with
    effect from February 2000. The agriculturists could get the cultivation and harvest certificates (Adangal
    extract) within minutes just by parting with Rs.20. Earlier it had a variable pricing mechanism due to
    corruption. Likewise the citizens could have their land purchases recorded in the Taluk and village land
    record registers just by paying Rs.20 in person or Rs.60 through VPL. All the final orders were dispatched
    through VPL when the applicant does not want to pick up the orders in person. Other land record extracts
    were made available at a cost of Rs.10 in all the Taluk office counters.
    2. At the Collectorate, the entire grievance redressal mechanism was made online with effect from May
    16, 1999. Each petitioner was handed over a computer generated acknowledgement and action taken
    report was sent within two weeks.
    3. The OAP beneficiaries who were hitherto getting the money orders after a delay of one month started
    getting the MOs on the 2nd or 3rd of every month. This was made possible due to the e-governance
    based software commissioned in the OAP section with effect from May 16th, 1999.
    4. Pendency of applications in OAP section was minimized to just one or two weeks only from more than
    one or two years. Thanks to the e-governance software that provided for effective monitoring from
    Collectorate upto the Taluk level.
    5. Corruption in disposal of Distress Relief Scheme and Accident Relief Scheme where the family
    members who lost a bread winner had been completely done away with as the entire sanction procedure
    and fund disbursement procedure went online with sufficient checks and balances.
    6. Earlier the pre and post matric students were getting Scholarship between February and April. After
    the introduction of e-governance package in Collectorate scholarship section, the task could be
    accomplished within one week after receipt of fund allocation from Government. That means, the
    students could get the Scholarship assistance well before August every year. Thanks to the fully
    automated paperless scholarship admin software.
    7. RTO: Online processing of applications for issue of learners license and permanent driving licence and
    online registration of new vehicles was introduced to weed away corruption. It was found that the RTO
    was accepting applications only through touts. They were caught red handed by the District Collector
    himself. This was immediately followed by the online RTO software. The software had been made to issue
    the date for test driving on its own thus removing the touts in toto. This service was priced at Rs.5 for
    each transaction to keep the infrastructure going for long.
    8. Rural Development: The family oriented rural development schemes which concentrated the poor
    Page 10
    among the villages and the SC/ST people had no transparent elements. This had resulted in delay and
    corruption. The Indira Awaas Yojana (IAY) which offers free grant for construction of rural house had
    been fully automated, right from the receipt of application stage. Similarly, the credit cum subsidy
    scheme aimed at providing self employment opportunity to the rural masses was fully automated at the
    DRDA and Block level with vertical linkages.
    9. In addition to the above, the entire scheme and financial accounting areas of rural development
    department were fully automated. The noon meal centres got their monthly ration allocation in time. The
    staff associated with rural development department got their salary, increment etc on time, thanks to the
    office manager software. The supervising officials and people’s representatives could monitor the
    financial and physical progress of each work from various locations, thus providing transparency to the
    whole system.
    10. At Koradachery Town Panchayat office, the citizens could transact their entire requirement online.
    This includes property tax assessment, water tax assessment and payment of utility bills.
    11. In 55 fair price shops where the optical mark read based automation was commissioned, the citizens
    could get their ration without any let up.
    12. The policemen in Tiruvarur district started getting his salary and other emoluments without delay as
    the customized office manager software enabled their entire HR operations online.
    13. The Revenue officers who used to be missing for nearly two months during the beginning of every
    calendar year due to preparation of Jamabanthi (annual audit of village accounts) accounts. The
    Jamabanthi accounts are comprehensive accounts that require a minimum of 40 days to prepare the
    same. So these officers used to be missing from public action during the Jamabanthi period. Tiruvarur
    had converted the Jamabanthi to paperless stage whereby the Revenue officials do not write any
    Jamabanthi account manually. The system generates all the Jamabanthi accounts within 2-3 minutes
    thus saving hundreds of man months. From February 2000 onwards, the district had undergone 5 such
    online Jamabanthi exercise. This had enabled the Revenue officials to won the Taluk Automation package
    as they consider the software more employee friendly as well. The late night/evening works in Taluk
    offices became thing of the past as the pendency of works came to minimum or just nil.
    Learning points and conclusions
    1. Politicians and political parties came forward to support the e-governance initiative at every stage.
    Without their support Tiruvarur initiative could have never become a success.
    2. The general impression that older people among the government employees would have difficulty in
    learning computers was belied by Tiruvarur experience. It was found that the older people among the
    Government staff were more enthusiastic in leaning the computer skill. They took over the training task
    proudly. This had helped the district administration to train the rest of the employees through these
    senior staff.
    3. Fears of resistance from government employees and employee unions were belied. The Staff unions
    passed a unanimous resolution supporting Tiruvarur e-governance. The Staff association leaders
    themselves led the pack.
    4. A highly user friendly yet secure system would be quickly accepted by Government employees without
    any reservations or resistance. It was found in Tiruvarur that the employees were not willing to accept
    less efficient workflow in the front end design. They started demanding high quality front end design
    taking a cue from other packages already installed. Their demand had to be met before the packages
    were fully commissioned.
    Page 11
    5. The bilingual interface was liked by the users to the extent that without even any exposure to typing
    skill, these government employees took a print out of the font layout and keyed in their work in
    vernacular language (Tamil). This was one of the most striking factors found during the implementation.
    6. The ownership feeling of the employees was revealed to the Union Ministers Mr.T.R.Baalu and Mr.Raja
    when they came to Tiruvarur to formally inaugurate the Jamabanthi and Birth and Death Registration
    software during June 2000. When Mr.T.R.Baalu raised a hypothetical question about discontinuing the
    software in future, the employees, notably the Village administrative officers retorted by saying that they
    would resort to State wide strike to seeking restoration of the software.
    7. Lack of organized financial support does not hinder a true initiative to bring in e-governance. However,
    organised funding is an absolute necessity to carry on an e-governance initiative in the long run.
    8. A mission mode approach to e-governance with well defined milestones alone can bring about results.
    9. Such a mission mode approach causes prejudice among the seniors.
    10. Technically, without network infrastructure when such an initiative is taken, it takes three to four
    times effort to ground a project. With a high speed network backbone the output could be much higher.
    So a high speed network backbone is a must before commencing e-governance initiative.
    11. Without policy framework revenue models cannot be resorted to. Even if resorted to, the same may
    not last long. So an organized policy support has to be provided by the State.
    12. For professional e-governance, the systems should be developed only on open source.
    References and links
    1. Tiruvarur had been rated as ’20 years ahead of rest of India’ by a leading news paper ‘Times of India’
    2. The WEEK magazine chose the champion of this experiment Mr.Umashankar as the ‘man of the next
    millennium from among bureaucrats in India’ in its millennium edition during January 2000.
    3. Book : e-governance – the success story of Tiruvarur – the road covered and the road ahead –
    authored by C.Umashankar IAS – April 2001.
    4. Article: Nuts and bolts of e-governance by C.Umashankar IAS., (2000)
    5. Power of e-governance videos 1. Mannargudi, 2. Tiruthuraipoondi and 3. Kodavasal.
    6. NDTV coverage & publication in Good morning India dated 8th January 2000
    7. CNN coverage and publication dated 7th January 2001.
    Contact Information
    Organisation: Government of TamilNadu
    Name: Commissioner for Disciplinary Proceedings, Salem. C.Umashankar IAS
    Address:
    No.43(Old No.18) Pushpavanam apartments, 3rd Main Road, Gandhi
    Nagar, Adyar, Chennai – TamilNadu (Res)
    Telephone: 91-427-2311737 (Off) , 91-44-5
    Mobile: 94443-82827
    E-mail: umashankarc@gmail.com, umashankarc@yahoo.com,
    umashankarc@tn.nic.in
    List of case Domains, Objectives and Key Factors
    How this case fits the Beep Knowledge map.
    Page 12
    Domain: eGovernment in India
    Objective: To improve the eGovernment demand side (the quality and reach of government services)
    Key Factor eServices for Citizens
    Case relevance
    Key Factor eServices: transaction based, non financial
    Case relevance
    Key Factor eServices: transaction based, non financial
    Case relevance
    Key Factor eServices: user trust and security, including identity management
    Case relevance
    Key Factor eServices: user design and fulfilment
    Case relevance
    Key Factor eServices: user skills
    Case relevance
    Key Factor eServices: user take-up
    Case relevance
    Key Factor eServices generating income for government
    Case relevance
    Key Factor eServices providing social and financial benefits for users
    Case relevance
    Key Factor eServices for permits and licenses
    Case relevance
    Key Factor eServices: information based
    Case relevance
    Key Factor eServices: communication based
    Case relevance
    Objective: To improve the eGovernment supply side (the productivity and efficiency of government)
    Key Factor eGovernment policy, strategies and management
    Case relevance
    Key Factor Public agency human resources
    Case relevance
    Key Factor Public agency own data security and identity management
    Case relevance
    Key Factor Public agency technology infrastructure, tools and applications
    Case relevance
    Key Factor Government process and organisational re-engineering within agencies
    Caserelevance
    Key Factor Government process and organisational re-engineering between agencies
    Caserelevance
    Key Factor Interoperability between agencies
    Case relevance
    Key Factor Partnership / cooperation with the civic sector
    Case relevance
    Key Factor Public agency finance, costs and revenue
    Case relevance
    Key Factor Public agency knowledge management
    Case relevance
    Key Factor Public agency culture and ethics
    Case relevance
    Objective: To improve the good governance of society through participation and democracy
    Key Factor Development of policy and strategy within society
    Case relevance
    Key Factor Consultation and participation within society
    Case relevance
    Key Factor Decision-making within society
    Case relevance
    Objective: To improve government support for societal development (the wider role of government)
    Key Factor Government support for infrastructure
    Case relevance
    Key Factor Government support for economic development
    Case relevance
    Key Factor Government support for social cohesion, culture and quality of life
    Case relevance
    Key Factor Government support for environmental sustainability
    Case relevance
    Page 13
    Case Characteristics
    Keywords Government, eGovernment, eAdministration, eGovernment business services,
    eGovernment citizens services, eGovernment culture, eGovernment benefits for
    users, eGovernment finance, eGovernment generating income for government,
    eGovernment permits and licenses, eGovernment registration services,
    eGovernment technology, eGovernance, Data security, Authentification, Security,
    Design for All, Usability, Learning, Upgrading skills, eGovernment policy,
    eGovernment process re-engineering, Public-Civil Partnerships, Knowledge
    Management, Public service ethic, eGovernment human resources, Economic
    development, Quality of life, Social cohesion, Environmental sustainability
    Timing: Start (2 / 1999) Termination (6 / 2001)
    Country groups Asian countries, countries (GLOBAL)
    Geographic location INDIA
    • Large Town – 100,000 to 500,000 inhabitants
    • Medium city – 1 million to 5 million inhabitants
    Geographic size:
    Main Actors
    Types of people who are contributors: 2 Members of Parliament 6 Members of State Legislature 10
    Panchayat Union Chair Persons. 1 Chairman of District Panchayat. 10 members of District Welfare
    Committee (NGO) Over 1000 employees, including 660 Village Administrative Officers. Traders and
    business houses. 34 software professionals District Collector (author)
    Number of people directly responsible for, or contributing to, the case – persons who have an interest
    or involvement in the case but are not the ultimate beneficiaries of it: 1100
    Number of people directly benefiting from the case: 1200000
    Type of organisation
    Contributors

    Mixed public/private/not-for-profit
    Specific social/citizens groups
    Beneficiaries

    Students/youth

    Local community

    Families

    Households

    Elderly

    Disabled

    Unemployed

    Ethnic / non-national

    Women
    Page 14

    Men
    Skills of individual
    Contributors

    Change management skills
    Beneficiaries

    Domain skills

    ICT skills (specialised/advanced)

    Change management skills
    ICTs
    Generic type of service
    Contributors

    Interactive data service
    Beneficiaries

    Multipoint conversational service
    Generic type of infrastructure platform
    Wireless Network 802.11b
    Contributors

    Specialised
    Generic type of user terminal
    2/3rd windows based fat clients/servers (over 211) 1/3rd thin clients
    (100)
    Contributors

    PCs connected on a local network
    Specialized workstation (different to a standard PC)
    Beneficiaries

    PCs connected on a local network
    Type/Field of application
    The e-governance application software packages were aimed at making the living of the common man
    easy and corruption free. The effort targeted rural population, women, physically challenged people,
    widows, below poverty line families, poor students in schools and colleges, Transport licence seekers,
    infrastructure creation in the rural and urban areas etc.
    Page 15
    Contributors

    Government to Government G2G

    Government to Citizens G2C

    Government to Civic Sector
    Beneficiaries

    Government to Government G2G

    Government to Citizens G2C
    Investments and Costs
    Investment whole case Time period covered (in months)
    Investment amount
    (in thousand Euro)
    Regional
    27
    443400
    Cost Expenditure for case
    Actual components,
    plus comments and
    timing (in months) if
    known
    Cost
    amount
    (in
    thousand
    Euro)
    Expenses for end user hardware Examples: PCs,
    laptops, mobiles, PDAs, local printers, etc.
    One laptop and over 280
    clients
    301512
    Expenses for end user software Examples:
    off-the-shelf applications/tools, client software,
    etc.
    Windows operating system for
    the servers and clients.
    17736
    Expenses for system hardware Examples: servers,
    routers, switches, networks, centralised storage
    media, centralised printers, etc.
    33 servers, over 20 switches,
    wireless LAN towers in 14
    places, over 30 laser printers,
    over 30 DMPs etc.
    70944
    Expenses for developments and changes
    Examples: applications development, software
    programming, software modification, content
    developments such as populating a database,
    integrating new software with existing tools or
    designing new Internet/web-based facilities, etc.
    In house application software
    development done in 4
    software development
    centres at the Collectorate
    employing over 30 software
    professionals.
    Rs.30 lakhs
    53208
    Expenses for actions of implementation Examples:
    planning, surveying user requirements, pilot
    testing, evaluation, etc.
    development centres at the
    Collectorate employing over
    30 software professionals.
    17736
    Expenses for training and technical support
    Examples: courses funded by organisation, hiring
    45472
    Page 16
    trainers, etc.
    Expenses for other activities/purchases
    Wireless radios
    35472

  20. [...] TN may shut door on Microsoft [...]

  21. Well I found this reply to be too envious towards Windows. Thats one reason I thought of replying.

    Microsoft needs to be complemented for having their remarkable share in the
    desktop market though. Someone from the Microsoft world would think the
    whole world could live without Linux as well… And the number of viruses
    that you find in windows is because of the popularity it has gained. Let
    linux gain the market share and you would see the viruses for linux flowing
    in too…

    Who said Linux does not crash. Its all a choice that people have to choose
    between Linux and Windows. We are not here to promote Windows in the bad
    picture to make Linux a hero. Thats bad publicity and I feel not a good
    spirit.

    One more thing I want to ask is, that you would get Linux and utilities
    bundled for free but what about support. What happens when something
    crashes, something does not work or something is not supported. Do I get
    support too for free?

    Well I am not a windows fan either, but I don’t go around promoting badly
    about windows because at the end of the day its windows that we use on our
    office machine or home PC and its windows that has inspired Linux to be even
    more friendly, isn’t it? We tend to use Windows in one way or the other.
    Then why abuse it?

    Even a big rival of Microsoft (I wouldn’t name that company) has understood
    that the world cannot live without Windows, no matter how great a UNIX
    implementation they have, to such an extent that they have started giving
    customers a choice of Windows, Linux and their own OS on their manufactured
    servers… I call that business sense.

    ~Murtaza – Murtaza Ghiya

  22. P NARASIMHAN said

    Linux on a desktop for limited use such as Office Productivity Tools, File Manager,Web Browsing, Graphics Rendering is very robust and does not require any expert support as it is made out to be by vested interests who want to promote proprietary solutions. Further, who said there is no support for Linux OS ? There are hundreds of companies and thousands of individuals who offer support training and support at a nominal cost compared to what is there MS.Moreover the support from companies like MS are for the OS related problems and not from any specific configurations, whereas Linux support is there for such things as well. We need to keep our eyes and ears open for new ideas and current technologies.I’ve been using Linux as my preferred desktop for the past seven years and except when you fiddle with it no problems occur. It is a very good move by ELCOT Chief to initiate steps to introduce OSS in governance in the state of TN.Let it be a shining example.
    P Narasimhan

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    Hi. Thanks for the good read.

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