Strategic Planning and Implementation of E Governance 1st Edition by Suri, Sushil 9811021759 9789811021756

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ISBN 10: 9811021759

ISBN 13: 9789811021756

Author: P.K. Suri, Sushil

Strategic Planning and Implementation of E Governance 1st Table of contents:

1 Introduction to E-Governance

1.1 General Background

1.2 E-Governance in India

1.3 E-readiness Status of India

1.4 E-Governance in Agriculture––Significance and Challenges

1.4.1 Agriculture-Related Popular Grassroot ICT Projects in India

1.4.2 Agriculture-Related National/Multi-state E-Governance Projects in India

1.5 Significance of the Book

1.6 Concluding Remarks

References

2 Measuring E-Governance Performance

2.1 Introduction

2.2 Key Stakeholders and Value from E-Governance

2.3 Contributions of E-Governance

2.4 Assessment of E-Governance

2.5 Conceptualization of Performance Variables

2.5.1 Macro-variable

2.5.2 Micro-variables

2.6 Generalized Multi-perspective Performance Analysis

2.7 Concluding Remarks

References

3 A Strategic Framework for Improving E-Governance Performance

3.1 Introduction

3.2 Synthesized Recommended Framework

3.2.1 Changing Situation (Driver)

3.2.2 Strategic Planning (Enabler)

3.2.3 Strategy Implementation (Enabler)

3.2.4 Performance (Outcome)

3.3 Framework Implementation Considerations

3.3.1 Planning-Level Considerations

3.3.2 Implementation-Level Considerations

3.3.3 Beneficiaries-Level Considerations

3.4 Methodology for Developing Strategic Framework

3.4.1 Interpretation in Case Studies and Synthesis of Interpretations

3.5 Concluding Remarks

Reference

4 Changing Situation: A Driver of E-Governance

4.1 Introduction

4.2 Significance of Shared Vision and Mission

4.3 Access to Service

4.4 Changing User Needs

4.5 Feedback Loop

4.6 Reflections from Survey of Actors

4.6.1 Univariate Analysis and Regression Summary

4.6.1.1 Micro-variables of Effectiveness of Strategy Implementation

4.6.2 Multivariate Analysis

4.7 Concluding Remarks

References

5 Strategic Planning: An Enabler of E-Governance

5.1 Introduction

5.1.1 Extent of Planning

5.1.2 Comprehensiveness of Strategy Formulation

5.1.3 Flexibility of Processes

5.2 Suitability of Conventional Planning Approach to E-Governance Projects

5.3 Significance of Environmental Analysis in E-Governance

5.4 Planning for Service Delivery

5.5 Strategic Importance of Stakeholders in E-Governance

5.6 Strategic Importance of Collaborations in E-Governance

5.7 Need for Refining Structure and Processes

5.8 Significance of Feedback System

5.9 Reflections from Survey of Actors

5.9.1 Univariate Analysis and Regression Summary

5.9.1.1 Micro-variables of Extent of Planning

5.9.1.2 Micro-variables of Comprehensiveness of Strategy Formulation

5.9.1.3 Micro-variables of Flexibility of Processes

5.9.2 Multivariate Analysis

5.10 Concluding Remarks

References

6 Strategy Implementation: An Enabler of E-Governance

6.1 Introduction

6.1.1 Effectiveness of Strategy Implementation

6.1.2 Competence Level of Actors

6.2 Involvement of Senior Leadership

6.3 Motivation of Operational Staff

6.4 Empowerment of Operational Employees

6.5 Effective Communication

6.6 Competence of Actors

6.7 Involvement of Stakeholders in Implementation

6.8 Building Collaborative Relationships Through Strategic Alliances

6.9 Reflections from Survey of Actors

6.9.1 Univariate Analysis and Regression Summary

6.9.1.1 Micro-Variables of Effectiveness of Strategy Implementation

6.9.1.2 Micro-Variables of Competence Level of Actors

6.9.2 Multivariate Analysis

6.10 Concluding Remarks

References

7 Case Studies of Agriculture Related G to C and G to E Projects

7.1 Introduction

7.2 Methodology for the Case Studies

7.3 Case Study 1: AGMARKNET

7.3.1 Brief Description of the Project

7.3.2 S-A-P Analysis

7.3.2.1 Situation Analysis

7.3.2.2 Summary of Key Developments in the Post-Study Period

7.3.3 Observations from Opinion Surveys and L-A-P Synthesis

7.4 Case Study 2: Kisan Call Centre

7.4.1 Brief Description of the Project

7.4.2 S-A-P Analysis

7.4.2.1 Situation Analysis

7.4.2.2 Summary of Key Developments in the Post-Study Period

7.4.3 Observations from Opinion Surveys and L-A-P Synthesis

7.5 Case Study 3: DACNET

7.5.1 Brief Description of the Project

7.5.2 S-A-P Analysis

7.5.2.1 Situation Analysis

7.5.2.2 Key Actors and their Responsibilities

7.5.2.3 Actor-Process Linkages

7.5.2.4 Summary of Key Developments in the Post-Study Period

7.5.3 Observations from Opinion Surveys and L-A-P Synthesis

7.6 Concluding Remarks

References

8 Case Studies of Agriculture Related G to B Projects

8.1 Introduction

8.2 Case Study 4: Grapenet

8.2.1 Brief Description of the Project

8.2.2 S-A-P Analysis

8.2.2.1 Situation Analysis

8.2.2.2 Actor—Process Linkages

8.2.2.3 Value Accrued from Grapenet

8.2.3 Observations from Opinion Surveys and L-A-P Synthesis

8.3 Case Study 5: Computerized Registration of Pesticides (CROP)

8.3.1 Brief Description of the Project

8.3.2 S-A-P Analysis

8.3.2.1 Situation Analysis

8.3.2.2 Actor—Process Linkages

8.3.2.3 Summary of Key Developments in the Post-study Period

8.3.3 Observations from Opinion Surveys and L-A-P Synthesis

8.4 Case Study 6: Integrated Fertilizers Management Information System

8.4.1 Brief Description of the Project

8.4.1.1 Fertilizers Information Linkages of the DoF

8.4.2 S-A-P Analysis

8.4.2.1 Situation Analysis

8.4.2.2 Actor–Process Linkages

8.4.2.3 Summary of Key Developments in the Post Study Period

8.4.3 Observations from Opinion Surveys and L-A-P Synthesis

8.5 Concluding Remarks

References

9 Effective E-Governance Through Strategic Alliances—An Illustration

9.1 Introduction

9.2 Central Organizations and Their Agricultural Marketing-Related Information Systems

9.2.1 Agricultural Market Information System of DMI

9.2.2 Market Information System of DES

9.2.3 Market Information System of NHB

9.2.4 Market Information System of DCA

9.3 Case Analysis Based on SAP–LAP Framework

9.3.1 Learning Issues

9.3.1.1 Redundant Efforts and Lack of Synergy

9.3.1.2 Inherent Gaps in Each System

9.3.1.3 Farmer Centricity

9.3.1.4 Need for Sharable Repositories

9.4 Developing Market Information Service by Forming an Inter-organizational Strategic Alliance

9.4.1 Role of DMI, DES, NHB and DCA in the Proposed Alliance

9.4.1.1 Directorate of Marketing and Inspection (DMI)

9.4.1.2 Directorate of Economics and Statistics (DES)

9.4.1.3 National Horticulture Board (NHB) and Department of Consumer Affairs (DCA)

9.4.1.4 Expected Value Creation Through Inter-organizational Alliance

9.4.1.5 Likely Conflicts in Alliance Formation

9.4.1.6 A Few Guidelines for Overcoming the Challenges

9.5 Concluding Remarks

References

10 Effective E-Governance: The Way Forward

10.1 Introduction

10.2 Strategic Recommendations

10.2.1 Systems Approach to Plan for E-Governance Project

10.2.2 Strengthening Bottom-up Planning Through Emergent Strategy and Village Level Socio-economic D

10.2.3 Designing Flexible Planning Processes

10.2.4 Rejuvenating IT Units of Government Departments

10.2.5 Accelerating Organizational Learning and Responsiveness

10.2.6 Practicing Contact Leadership

10.2.7 Monitoring Strategic Effectiveness Based on Governance Reforms

10.2.8 Improving Service Levels Through Learning Loops

10.2.9 Forming Strategic Alliances for Effective E-Governance

10.2.10 Ensuring Strategic Coherence Among Planners and Implementers

10.2.11 Bridging Planners–Beneficiaries Gaps

10.2.12 Shared Ownership of E-Governance Services

10.2.13 Incentivizing Implementers for Local Initiatives

10.2.14 Ensuring Adoption of E-Governance Services

10.2.15 Enabling Implementers and Beneficiaries for Participatory Governance and Demand-Driven Servi

10.2.16 Strengthening the National Informatics Centre

10.3 Concluding Remarks

References

Appendix A

Appendix B

Appendix C

Appendix D

Appendix E

Appendix F

Appendix G

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