| 4. In which ways is the initiative creative and innovative?
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The project is very big in its conceptualization and implementation and required meticulous planning for implementation with focused approach in order to bring lasting changes. The scope of the work undertaken in the project encompassed all the processes and was implemented throughout the State. It required intensive participation of all stake holders
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| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
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Different stakeholders involved in the process can be divided into two parts:
i. The state government, Commissioner of Transport, RTOs and subordinate staff
ii. The vehicle owners, license holders, dealers, permit holders, drivers etc.
The Commissioner of Transport took the initiative and he is the guiding force behind the whole project. The project was conceptualized and discussions were held with different stakeholders by the Commissioner. Once the project was broadly conceptualized, discussions were held in the government at various levels. The Government took necessary policy decisions, provided guidance for implementation and sanctioned budget. The Commissioner also held discussions with department officials and staff at grass root level. He made it a point to tour most of the districts and held meetings with local staff. Thus, the staff got involved with the project and communication was clear. During the field visits, discussions were held with dealers of motor vehicles, vehicle owners associations and agencies involved in road safety work at the district level. These forums were used to invite suggestions that helped conceptualize and implement the project effectively.
What makes the project noteworthy is the fact that the entire project was conceptualized and implemented despite a shortage of staff and a large quantum of work at hand. Direct and clear communication helped implementation in a big way. Team work at different levels also played a significant role in the project.
The whole process is designed in such a manner so as to make it very effective and sustainable. The front desk as well as printing and dispatch of the cards have been outsourced whereas the core function of verification and approval has been retained by the Department. The staff involved in the process was trained on both IT system as well as process flow. The training involved people at all levels. The officers and technical staff were specifically trained on the technical aspects and finer aspects of process changes. The operating staff was given training on software process flow and handling of applicant. The training is a constant endeavor and is therefore carried out periodically wherein significant suggestions received from operating staff are incorporated in the process to improve efficiency and effectiveness of the system further. One of the major impacts of the new system is reduced turnover of hired staff and greater level of satisfaction achieved by both staff and public.
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| 6. How was the strategy implemented and what resources were mobilized?
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Office has outlined a strategy to implement the work
1. Smart Card, Driving LIcence cards, dispatching processes were outsourced
2. Government funded modernization of infrastructure, buildings, furniture , Computer equipments etc.
3. Processes were Re-engineered in-house
4. Programming of Software was carried out by NIC
5. Training was carried out inhouse
6. No extra Human Resource was required
7. Planning was done by inhouse
8. Public Private Partnership model was already implemented and extended for various projects such as Automated test track, Smart RC, Driving Licence, etc.
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| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
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1 Paper work (attachment by applicant) 10 pages per application submitted twice 8 pages submitted once Saving of 12 pages per application resulting in annual saving of 12 million pages approx.
Paper works by Department Maintenance of paper bound registers and books All in electronic format Saving of almost 1.2 million pages every year along with saving in manual effort involved in writing
2 Time in Queue Standing before 10 windows Sitting in waiting hall Saving of 3 hours per person on average basis resulting in an annual saving of 3 million man-hours
Time in services Standing before 10 windows Sitting in front of one counter Saving of 25 min per person to both system and person
Time to get delivery of documents 3 to 15 days 1 to 3 days Improvement in delivery system substantially
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| 8. What were the most successful outputs and why was the initiative effective?
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Entire process was divided into 04 parts:
1. Planning,
2. Decision Making,
3. Implementation
4. Evaluation
1. Planning:
Suggestions were received from all stakeholders, groups on different aspects.
2. Decision Making:
Policy at level implementation at Cot Level
3. Implementation:
Core Group was conceived to implement the entire implementation where field unit is headed by RTO – Head of the office, under supervision and guidance of Officer on special duty and Constant Feedback received from ground lev el and after evaluation, required corrective action is taken.
4. Evaluation:
Re-engineering of Core Processes, feedback from stake holders, Users, feedback used for constant improvement from one RTO to another.
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| 9. What were the main obstacles encountered and how were they overcome?
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1. Staff knowledge & competence was a great challenge, a well planned training programme helped a lot to overcome tis challenge.
2. Change Management was another challenge, changes in policies were carried out by discussions, planning were carried out by experience sharing, discussion, constant improvement,
3. Execution faced lot of challenges, from Driving Schools & intermediaries created lot of problems, to overcame this, processes were made simpler.
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