Administrative Reforms Unit – Activities
03. Human Resources Management Information System
06. Transparency and Accountability
OMGI stands for Orissa Modernizing Government Initiatives. It represents a range of change and development plans that aim at improving the delivery of public services across different Departments. It also aims at bringing about greater efficiency in the utilization of available resources by the adoption of modern tools of management and leveraging information and communication technology. The basic purpose is to stimulate, refine and concretize good ideas for improvement into practicable solutions and provide the necessary implementation support so that the standard of governance is upgraded over time. This support is not limited to any Department but is open to all. Even district administration and other field offices may take advantage of this. The programme envisages provision of expert knowledge and analytical support to the Department for examining the problem and determining the appropriate solution along with the implementation plan. The entire process of evolving the change and improvement plan will be undertaken in a consultative mode involving all the stakeholders. The Action Plan will be placed in the Screening Committee to be Chaired by the Chief Secretary for approval.
The programme for E-Governance aims at creating the infrastructural capacity and improving the access methods of the citizens to the public services rendered by the Government. A network of Community Information and Service Center is envisaged to be set up for improving the reach of the different schemes of the Government. These centers will be provided the back end support of the different Government offices so that the citizens can access the services of the Department. Thus the citizens may obtain ration cards, birth and death certificates, income, residence, caste and other certificates without actually going to the Government offices and that too anytime and anywhere. This will not only improve access to public services provided by the Government but also provide employment opportunities to the unemployed youth by providing them the support for opening up the Common Service Centers or kiosks.
Under the National E-Governance
Plan, National Institute of Smart Governance has engaged WIPRO to develop the
vision document under E-governance for the State. Besides WIPRO has also been
requested to develop the Capacity Building Roadmap and the Detailed Project
Report (DPR). The documents prepared by WIPRO, after due approval by the State
Government will be sent to the Ministry of Information Technology, Government of
India for funding of the State E-Governance Plan.
Several Mission Mode Projects are also being undertaken by the Government. The important mission mode projects are related to treasuries, commercial taxes, land records, registration of documents, local bodies management.
3. Human Resources Management Information System
The Government of Orissa have
identified human resource management function as a common thread that binds all
the Departments. At present, the GoO has about 4.70 lakh employees on its rolls.
The Government recognizes the need for an information technology solution to
address the needs and streamline its complex and dispersed Human Resource
Management System. The problems in the personnel system have negative
repercussions upon the activities of the rest of the organization. Mismanagement
of the personnel system imposes a serious burden and distracts the energy of the
leadership from core departmental activities to solving grievances of the
employees. It also causes distortion in the personnel structure as delays occur
in recruitment and promotion and vacancies remain unfilled for a considerable
period of time. Delays also occur in sanction of pensions that cause grave
hardship. The Administration often gets involved in solving employee grievances
and substantial manpower efforts are diverted to these issues. In addition,
there are over 50,000 pending litigation cases which take away crucial senior
officials’ time and attention. All these problems require an immediate remedy.
Given the size of the personnel in the State Government and the complexities of
the problems related to personnel, the modernization of the Human Resources
Management System will be a major enabler for an efficient, effective and
citizen-centric administration.
GoO have identified Human Resource Management System (HRMS) as one of the core initiatives as a part of its ongoing modernizing initiatives and e-governance plans, eventually culminating into a Government to Employee (G2E) portal. An Employee Life Cycle Approach will be adopted while capturing the employee data in a dynamic real-time basis through the proposed system right from the stage of the recruitment of the employee to the stage of her retirement (in fact, even for post-retirement pension related issues) all the relevant facts in connection with the employee will be recorded in the proposed database. This is a project aimed at modernization of the human resource management system that may facilitate creation of an optimal personnel regime which simultaneously, satisfies the employees, and furnishes the necessary means for the fulfilment of broader organizational goals. The optimal personal strength would in turn lead to reduction in the salary cost of the GoO. This would make the system leaner and efficient and in turn would help in better management of finances of the state. The resources which would be freed can be deployed into programs which would have a wider social impact for the state as a whole. The outcome of the same shall be more time for the senior officials as well as employees to devote to relevant development work and operation issues thereby serving the citizens better, particularly the weaker sections. It will cover all the offices including the Departments, Heads of Departments, other subordinate Field offices.
Government undertakes large procurement of goods every year that is made under the rules and regulations formulated by the Government. It requires publication of notice for submission of tender for the supply of goods at appropriate rates on a specified date and time in a particular office. On receipt of the tender, an evaluation of tender is done for determining the best tender. The entire process is done manually on paper.
The introduction of E-procurement makes the manual process redundant. The notice for tender, submission of documents and evaluation of tender will be done electronically under E-procurement. This will bring greater transparency in the entire process.
Best practices are such forms of organizational processes that facilitate the achievement of the objectives of the organization in an optimal manner. They represent the innovative actions undertaken in an organization that may help in reducing the costs in terms of time, money and human resources required. They may also lead to enhancement in satisfaction of the stakeholders, including the beneficiaries and create substantial impact.
Identification, collection, documentation, development and dissemination of Best Practices constitute an important component of Government Process Reengineering (GPR). The dissemination and adoption of the best practices may act as an important source of organizational change resulting in significant efficiency gains locally as well as for the Government as a whole. A repository of best practices gathered from within and outside the State may be collected and be made available to all the functionaries of the Government. Therefore it is required that a Best Practices unit be set up as a part of the Administrative Reforms Department.
This unit will identify the best practices and the innovators and hold consultative meetings to develop an initial document of the process. The initial document may be amplified further, if necessary, by holding discussions and workshops. Thus the best practice may be polished, refined and processed further to yield an important Reform Action Plan for adoption and implementation by other organizations and functionaries that are similarly situated.
6. Transparency and Accountability
A pilot scheme involving pairs of
nine districts and nine Departments have been undertaken for modernizing the
management of database by the application of information and communication
technology for improving the planning, implementing, monitoring and evaluation
of the programmes of the Departments. A part of the database may be held in
the public domain to facilitate the compliance with the norms of the Right to
Information Act and to enhance transparency. The database may contain the
details of the functionaries involved in the programmes, the estimated cost, the
expected time of completion, the details of beneficiaries, location, present
status, etc. of the programmes. Common database such as details of Gram
Panchayats, Blocks, Police Stations, Tahasils, and Districts may also be
developed along with the digitization of their maps. Application of GIS tool for
the watershed and road development programmes may be considered. At the Gram
Panchayat level information on the names of grass root level Government
functionaries such as the VAWS, VLWS, ANMS, Anganwadi workers, teachers, etc.
will be kept for display to the public, along with the details of their
remuneration paid by the Government.
The process will be extended all over the state by consolidation of the experiential gains from the pilot programme.
In order to conduct a detailed analysis of the size, structure, distribution and growth of the personnel of the State Government it is important to compile the information on the employees working under the Government. For this purpose data on employees will be culled out from the reports on the Annual Establishment Review prepared by each office and submitted to their superior office. The Departments submit the aggregated reports to the Finance Department. The data will be collected from the finance Department and organized suitably to facilitate the analysis of the personnel under the State Government.
Considering the mounting burden of litigation in Government it is also proposed that a tool needs to be designed that will aid in monitoring of the progress of litigation of the Government and also ensure that there is no default in compliance with the orders of the Court or Tribunal.
The redeployment of surplus personnel is an important task that is required for rational allocation of the human resources within the different Departments of the Government. The Departments having surplus staff report the details of the surplus staff to the General Administration Department in the prescribed manner. The General Administration Department puts up the information in respect of the surplus staff on to the web site for the information of all the user agencies. The user Departments may use the information to fill up its vacant positions, to the extent possible, by engaging the surplus employees.
The AR Unit of the Department also deals with the following activities :
1. Rules of Business
2.
Secretariat Instructions