| 4. In which ways is the initiative creative and innovative?
The key differences between erstwhile and present system are as under :
Access to RashtrapatiBhavan was restricted to limited number of visitors.
Online Booking System has widened its scope and reach to people from all parts of country and world.
Visitor was required to send written / physical request for which no acknowledgement or reference number was given.
Visitor now submits request online and get registration number for reference.
It was not possible for the visitor to track the status of request and had to rely solely on telephonic communication for knowing the status, causing wastage of time and money.
Visitor can online track the status of their request, which is faster, time saving, reliable and cost-effective way of communication.
No time frame to send confirmation / denial to the visitor. Confirmation / Regret is sent instantly and maximum within 2-3 working days of request submission.
Non-availability of written confirmation to visitor led to ambiguity about information to reach the place and instructions to be followed. Confirmatory mail received by the visitor contains date and time of visit, route / gate no. and all other required information and detailed instructions.
Difficulty in accessing the place at the time of visit due to non-availability of written permission
Since the visitor carries a copy of confirmation email and visitor’s details are already available with security, access of the visitors to the place becomes hassle-free.
No prior availability of visitors’ data to security for advance scrutiny and verification on arrival.
As the online registration form contains photograph, address, contact numbers, ID card and other details, data is available to security in advance. Availability of details through bar coded-feature also leads to faster yet reliable completion of formalities at the time of visit.
No systematic plan for deployment of guides based on number of visitors.
According to the number of visitors per slot, Scholar Guides are deployed, leading to better management of visitors.
Cumbersome exercise to get visitors’ data such as number of persons visited per day or during desired period etc. Visitors data is electronically stored and available at the click of button.
(2) A team constituted to maximize the positives of the new system and work out the system in a modular manner and subsequently the modules were integrated to see the full the system.
(3) Seminar and training for change management of all stakeholders in the presence of top management. The stakeholders were motivated to adopt the best practices in the governance interest.
(4) Identification of motivated manpower to run the system and project. A suitable infrastructure for this new project and staff was created.
(5) Refurbishment of visitors’ areas and routes with proper labelling.
(6) Regular interactions and training with staff members and Scholar Guides to keep them abrest with the activities in RashtrapatiBhavan.
(7) Creation of audio-visual media for the Visitors in Reception area and for the Guides.
(8) Establishment of rejuvenated Curio Shop to provide insignia / mementoes to visitors. For this, Management Committee of Curio Shopwas energized and informed about new system and requirement of Curio Shop to move in line with emerging requirements of visitors and also their expectations.
(9) Identification of routes with description to be followed by Scholar Guides for the visits and placing them on the website for prior information of Visitors.
(10) Continuous monitoring of the feedback received through online and in physical format.
(11) Communication strategy with State Governments, Members of Parliament, various departments of Government of India, Offices of Governors and Chief Ministers etc. about changed procedure.
A schematic diagram is separately uploaded.
| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
Role of various stakeholders – most importantly, role and details of involvement of the nominee(s) in the initiative
(1) Security team, Delhi Police – to gear up for this change and be
ready to use bar-code system
(2) Household team of RashtrapatiBhavan – for identification of in-
house guides, providing basic amenities like drinking water facility
and tea/coffee etc.
(3) CPWD – ambience improvement and designing of museum and
(4) Art Section – upkeep of museums
(5) E-governance – Development, design, implementation and
monitoring of online system for Visitors’ E-management
(6) Press Division – for press release prepared by E-governance
section for educating the citizens about the change of procedure
for use in electronic and print media
(7) Various Ministries/Departments of Govt. of India, State Governments, CM Offices, Governors’ Offices, Members of Parliament
Display of leadership / Team work by the nominee(s)
This was a multi-disciplinary Project involving different organs of RashtrapatiBhavan under the mentorship of Secretary to the President. The Project was executed, designed and developed under the leadership of Shri Suresh Yadav, Officer on Special Duty to the President.
The Scholar Guides were trained by the Indira Gandhi National Centre for Arts. Apart from this, we also received several suggestions and feedback from NGOs engaged in imbibing heritage and constitutional values amongst the underprivileged and physically challenged children.
| 6. How was the strategy implemented and what resources were mobilized?
The project was designed and developed in-house. Software applications were developed by in-house technical team to suit the online requirement and also to have MIS for continuous monitoring of the progress, pendency of the requests and feedback. Human Resource was managed through change management by the project leader and no external funding was required.
The project was implemented on the concept of low-cost solutions. The only requirement related to procurement was of hardware, in the form of computers, printers, walkie-talkie sets etc. These hardware requirements were met from the internal resources.
As this project was conceived as a creative and innovative project with low cost solution, funding was never a constraint and no external funding was needed.
This project is a role model for adopting whole of the Government approach in delivering quality services which are intended towards developing the heritage and democratic values by connecting citizens and children to this constitutional office
| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
(1) The ease and convenience with click of a button is one of the important outputs that have contributed to the success of the initiative.The communication and connect strategy at each level of the process with prospective visitors have generated and established faith in the system. It has also reinforced that transparency clubbed with a very strong communication strategy can make any complex change project a success.
(2) The engagement of young and enthusiastic Scholar Guides with the faith in system transformed the whole environment of delivery services to appropriate persons at the appropriate times.
(3) The concept of advance information to the security team on the lines of Advanced Passenger Information System of the Airlines reinforced the belief of the security set up that system is secured and is compatible with security requirement of this highly secured building of the country.It has also helped in strengthening the security at this most sensitive and secured place, due to its bar-coded security feature and prior availability of visitors’ data for necessary scrutiny and verification.
(4) The instantaneous response to the feedback and difficulties expressed by the online visitors concretized the belief that the system is responsive, transformative and really focused to the need of the common man who aspire and dream to visit this living heritage building.In the period of almost 15 months, over 160,000 visitors have availed this facility keeping in view the fact that there is a daily limit on visits and number is restricted to 700 per day.
(5) The most intangible output is the connect of constitutional and democratic office to the citizens who are at the bottom of the social pyramid, school children, villagers as well as physically challenged persons who would have otherwise found it difficult to approach this unreachable zone. This has been made possible because of the paper-less management of visitors system, which has generated efficiency and productivity and at the same time made the whole process environment-friendly. Tonnes of papers have been saved over a period one year during the process.
| 8. What were the most successful outputs and why was the initiative effective?
The progress of the project was monitored using PERT-CPM technique to following the timelines for completion of the project. Regular stakeholders meetings were held to adhere to the timelines.
Testing of each component was carried out to ensure reliability of the system. Regular presentations were organized with the team members and stakeholders to evaluate the progress and the completion of activities.
Regular reports were submitted to top management for their guidance, mentoring, support and critical analysis. The expert agencies in each field like heritage, technology, training, security were consulted for their expert opinion to ensure that product developed is best in every respect and conforms to the demands and expectations of the citizens.
The feedback received from visitors in the form of emails, entries in visitors’ book as well as through scholar guides were assessed, evaluated and implemented.
Apart from this, the project leader and other team members interacted personally with the visitors after their visits and obtained personal feedback and suggestions to make changes and corrections to improve the system further. This live feedback has benefited and project in a big way and at the same time ensured the participation of the citizens in developing a governance model which is for the citizens, of the citizens and by the citizens. This has ensured true empowerment of citizens in a democratic system through direct participation
| 9. What were the main obstacles encountered and how were they overcome?
The following were main obstacles during implementation of the project :
(i) Migration from an opaque and discretion based system to a transparency based online platform
(ii) Bureaucratic approach in granting approval to the visits
(iii) Multiple stakeholders with multiple views and ideas
(iv) Lack of knowledgeable guides with historical perspective
(v) To meet the security concerns of security agencies in the heightened threat perception environment
(vi) Heritage and conservation issues
These obstacles were tackled in a strategic manner in the following way :
(i)&(ii) An open house meeting in the presence of top management with an action plan and intended output. A change management approach was adopted with flexibility towards others to make them fall in line for the new system.
(iii) Presentation of new system to all stakeholders and redressal of all their concerns by offering solutions to them that the new system will not only take care of the existing problems but will also offer a better solution and efficient management of their responsibilities and duties.
(iv) University graduates were enrolled and interviews held for Scholar Guides with attractive remunerations. They were provided with uniforms, training material and also hand-holding through training to bring them to a particular level.
(v) Security concerns were addressed using bar-coded technology and by sharing MIS of the visitors with security agencies. A training programme for them was also organized to make them appreciate benefits of the new system.
(vi) Heritage and conservation issues were studied by a reputed organization INTACH and they endorsed the e-governance practice by stating that the system meets the requirement of conservation and footprints of the visitors are adequately regulated and well organized.