E-HUDA
Haryana Urban Development Authority

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
The Haryana Urban Development Authority (HUDA) (www.huda.org.in) was constituted in 1977 in the state of Haryana, India. The mandate was to promote and secure all round development of urban areas throughout the state. HUDA has played a vital role in the rapid, yet orderly development of the state of Haryana. The state has become the residence of choice for more than 15 million people and this number continues to increase. Presently HUDA has three hundred fifty thousand plot (property) holders and 45 of citizens use HUDA’s network infrastructure throughout the state, including the National Capital region, Delhi, India. The citizens have variety of dependencies on HUDA for availing different types of services. Despite having such a large infrastructure, and voluminous clientele the service delivery mechanism and transactions between HUDA and the property owners, citizens were taking place in a manual mode. This was not only impacting the timely delivery of services, productivity of the organisation but significantly contributing to the proliferation of middlemen culture and various other corrupt practices in the system which is severely affecting the people from all walks of the society. The whole process of property owner registration, payments , calculation of property dues, transfer permissions, issuance of No objection certificates, obtaining a new water connection, sewerage etc., and complaints thereof regarding the repairs or roads, street lights, parks etc., were recorded manually and as such, getting exact and prompt response was difficult. The shortage of staff further added complexity in getting the timely delivery of services. The system was completely opaque and lacked total transparency. Data tampering was quite frequent and often went unnoticed resulting in financial losses. Important information such as the account statements, outstanding dues against the property, grievance status was not available to the property owners in time leading to lot of confusion, delays and contributing to financial losses. This all even results in litigation as well. Since the delayed payments invite heavy penal interest and even leads to the cancellation of these priced properties therefore, there is always a heavy rush in getting the timely information so that the dues may be paid in time. This has not only put tremendous pressure on the available staff who had to work long hours to provide the information, but also contributed to rise of unfair means in the delivery of services. Additionally, information was not readily available with the top management for taking important decisions and Whatever information was made available manually by the officials was relied upon and there was no mechanism to counter check the same due to the shortage of staff and critical decisions were based on the available information.

B. Strategic Approach

 2. What was the solution?
The solution is a web-enabled system, which enables the citizens and property owners to make their transactions online without visiting the HUDA office. The objective was to bring transparency, accountability and improve the service delivery mechanism in the state.

 3. How did the initiative solve the problem and improve people’s lives?
The system provides an interface for seamless transactions on real time basis to the property owners and the citizens, which were made with the authority till date including an update on financial transactions and resolution of grievance. User ID and passwords have been allotted to each property owner to access their property account anywhere, anytime through the internet. This system facilitates the property owners and the citizens to access the information, register their grievances without visiting the HUDA office. The objective is to eliminate the dependencies on HUDA staff as earlier, visits to HUDA office by the property owners used to make them vulnerable to the middlemen, who assured them of getting the job done on high priority, in lieu of extra money. Direct Benefit Transfer: The third party payments generated on account of physical works were paid to the contractors only after their visit to the respective accounts office. They had to follow up for the payments from one desk to another. In fact some of the contractors had deployed liaison officers for tracking their payments. This was the main area of corruption in the system and to eliminate this process, a system was developed wherein, the vouchers for the payments are generated through the online financial accounting system, with host-to-host connectivity with the banks’ server. The payments are directly posted in the beneficiary account thereby eliminating the physical contact between the contractor and the HUDA official. • Online approval of building Plan: Until recently, the building plans approval process was most tedious process as it requires approvals from various authorities which was a time consuming process. Getting the timely approvals saves the cost of construction and to achieve this milestone, the files were chased by the applicant which gave rise to generation of unfair practices. To address this area, online approval process of building plans system was launched wherein, property owner uploads his building plan in CAD format on HUDA portal. This plan is compared with the actual zoning parameters of the property and in case of any deviation it gets rejected with the list of errors, else the plan is accepted without human intervention. Before performing the automation, business process re-engineering (BPR) was done for every process with the strategy to enhance the performance of the system and to facilitate the applicants in getting faster results. In one of the examples listed below where the approvals of building plans requires long channels have been considerably reduced before making the system live. The details are as as follows: Business Process Re-Engineering in the online approval of Building Plan system. * Orignal-Process Hierarchy(Designation Wise). Sub Divisional Clerk-> Record Keeper->Assistant->Accountant Assistant->Record-> Keeper->Sub Divisional Clerk->Junior Engineer->Sub Divisional Engineer (S)->Estate Office 9 Channels involved in the process * Re-engineered (Phase-1)Process-Hierarchy(Designation Wise). Sub Divisional Clerk-> Record Keeper-> Assistant-> Accountant-> Sub Divisional Clerk-> Sub Divisional Engineer (S)-> Estate Officer 7 Channels involved in the process * Re-engineered (Phase-2) Process Hierarchy (Designation-Wise). Sub Divisional Clerk-> Record Keeper-> Sub Divisional Engineer-> Estate Officer 4 Channels involved in the * Phase 3 Current Hierarchy Uploading building plan in CAD format on HUDA portal. The plan is compared with the Zoning parameters and if uploaded successfully the plan stands approved.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
Automating the three hundred fifty thousand property accounts was the most challenging job as there was no benchmark existing within the country or anywhere which gives online and updated information to the property holders at the click of the mouse. User ID and passwords have been allotted to the each property owner for viewing the status of property, make payments for outstanding due from the comfort of their home. Extracting the data on specially designed formats from three hundred fifty thousand property files of which many were very old and had dilapidated form was a gigantic task. Moreover, The offices where these files were present were spread over eighteen different locations in the state. Innovative feature: • SMS alerts to the property owners on the start and completion of various events, due dates for payments etc. • Host to Host connectivity with the banks for making direct payments in the beneficiary account. • Toll number based helpline. • Online approval of building plans on HUDA portal. Plans are compared with the zoning parameters and in case of deviation it gets rejected with list of errors else plan is approved. Dynamic portal enables the property owners to make online payments.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
HUDA is having three hundred fifty thousand plot holders (property owners) and millions of citizens using HUDA infrastructure network throughout the state including National Capital region, Delhi, India. Handling such a large infrastructure manually was becoming a herculean task and becoming un-manageable in day to day functioning. To address the challenge the Chief Administrator decided to go for comprehensive automation drive of the organization with the following objectives: 1 Bring improved transparency and accountability in the functioning of HUDA 2 Improve the service delivery mechanism of HUDA 3 To redress the grievances of the allottees and the General Public by making the system online For the start, an independent IT wing was created with General Manager (Information Technology) as head of the Implementation team. Persons with proven track record in managing the project life cycles were selected. Full authority was given to the persons in taking important decisions. Staff having domain knowledge and an aptitude to work with positive bent of mind were identified and made part of the implementation process. The process was undertaken in a very planned and phased manner. The digitization and reconciliation of property accounts were handled by the private sector leading banks (ICICI,HDFC, Axis Bank) in the state having experience of doing similar work successfully. where the automation was to take place and domain knowledge experts held weekly review meeting to monitor the progress. Political leadership of the state was apprised about the progress from time to time. Three hundred fifty thousand property owners and about 15 million citizens of the state are directly benefitted from the initiative. This initiative has come as a boon for the NRIs who belong to Haryana state and have properties in the region.
 6. How was the strategy implemented and what resources were mobilized?
Initially the staff and their unions were reluctant to take on the automation as vested interest were involved in handling the files manually. Staff IT literacy was very poor and strong resistance from the staff unions having apprehensions of retrenchment of staff post automation made the task formidable to achieve. Earlier there were three different attempts made to start the system but could not succeed for one reason or the other. To implement the system of such a magnitude special strategies were devised for making it successful. For the project supervision a high powered steering committee under the Chairmanship of the Chief Administrator and head of the branches where the automation was to take place and domain knowledge experts was constituted to monitor the progress of the project. An Independent IT wing was created where persons with strong IT background and domain knowledge were taken. The entire control and command was given to Sh. Sanjay Sharma, General Manager (Information Technology). System Integrator with proven track record was selected through open tender process and the whole of the process was implemented as per the chronology given below: * Principle approval from the Government for the execution of the project detailing the benefits and impact to the organization as well to the citizens of the state was taken. * Since the project was having mass user base touching all categories of citizens therefore, the Political leadership was taken into the loop. * Identification of the staff within the organization having domain knowledge and aptitude towards computerization. * Selection of System Integrator having strong credentials in implementing systems successfully. * Identification of agency for digitization of property records. * Identification of banks for reconciliation of financial data from the property files. * Design &development of the application was made in such a way that gives ease of operations to the new user. * Identification of Master Trainers for implementing train the trainer concept. These officials were selected from within the existing staff having domain knowledge and aptitude to work. These officials played a vital role in motivating fellow colleagues about the benefits of the system which ultimately helped in smooth implementation of the system. * Setting of Infrastructure viz., Servers, MPLS network, Local Area Network etc. across the state in 18 estate offices and 37 division offices of engineering wing. * Establishment of Data centre and Disaster Recovery site with 24 X 7 uptime * User acceptance testing of the application and the IT infrastructure installation trials were made stringently so that the system do not face any technical glitches during the implementation phase. * Rollout on pilot site was made and lessons learnt from the pilot implementation were incorporated in the system which benefitted the implementation in the State wide rollout of the system. * Frequent training and interaction sessions with all stake holders were held so as to build a confidence in them during the actual implementation. * General public were involved through the awareness programmes that were conducted in different parts of the state to start using the system for availing their day to day requirements from HUDA. As the public started using the system the demand from them for further improvement in the system made the system more and more perfect. This puts extra pressure on the staff to perform the operations through the system instead of going through the manual mode.

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
For a start, an independent IT wing was created with General Manager (Information Technology) as head of the Implementation team. He was involved from end to end commissioning of the solution. Resources with proven record of accomplishment in managing the project life cycles were selected. Full authority was given to the implementing team in taking important decisions. Staff having domain knowledge and an aptitude to work with positive bent of mind were identified and made part of the implementation process. The process was undertaken in a very planned and phased manner. The Chief Administrator Sh S.S Dhillon, IAS conceived the idea of automation of property records. * A high powered committee under the Chairmanship of the Chief Administrator and head of the branches where the automation was to take place and domain knowledge experts held weekly review meeting to monitor the progress. Political leadership of the state was apprised about the progress from time to time. * Since the project was having mass user base across all categories of citizens therefore, the Political leadership was apprised about the system and implementation from time to time . * The design and Implementation phase was looked after by Sh. Sanjay Sharma, General Manager(IT) * Tata Consultancy Services worked as Systems Integrator. * Digitization and Financial Data reconciliation was made by leading private sector banks viz., ICICI, AXIS, HDFC banks which have large experience in doing similar work. * Special Helpline counters were established by the banks for data and record verification. * Domain knowledge experts from within the organization helped in designing the application

 8. What were the most successful outputs and why was the initiative effective?
The most successful output was the generation of complete account statement of the property on real time basis. This statement can also be treated as ‘No Dues’ certificate if all payments due to the authority is shown as NIL. The property owner can access this statement online by entering their User ID and password. Until now the property owner has to jostle hard in getting this statement . Due to large volume of files it took the staff an average of 8 to 10 days for the preparation of this statement. Automation of the accounts have completely standardized the calculation process independent of human intervention which otherwise was marred by favoritism and corrupt practices. • SMS alerts to the property owner on the start and completion of various events, due dates, Payment reminders, court case reminders etc. is an extremely useful feature for the staff as well as the general public having timely reminders on trigger of the events. • E-Auction of properties: The auction of high valued residential, commercial , industrial and institutional properties were taking place in manual mode. This becomes very restrictive for the genuine buyer to physically come and participate. Moreover, a cartel is formed by the local property dealers who hardly allows any genuine buyer to purchase the property. This not only gives rise to the black marketing of the properties but the buyers were deprived of their housing needs. e-Auction portal was launched to promote online bidding. • Helpline Services: There was no mechanism to lodge a grievance without visiting the concerned office within the given time frame and to know the status of the grievance one has to visit the concerned estate office. No priority and timelines were fixed for the resolution of the complaints. Rather the public was not aware as to which office is required to be visited for the registration of grievance relating to the services provided by the authority. To address this Toll free Number 1800-180-3030 was established for the enquiry & registration of various grievances through single point of contact. • Getting the HUDA utility( Auditorium, parks, open spaces, community centers) booked for marriages, functions, convocations etc., was marred by controversies and corrupt practices. Entire process was handled manually and based on discretions. To address this online portal was launched for online booking of such utilities.

 9. What were the main obstacles encountered and how were they overcome?
1) HUDA is having 18 estate offices providing various type of services to more than three hundred and fifty thousand property owners and 37 engineering wing divisional offices looking after the infrastructure development works. 2) The biggest challenge in the implementation of the system was the resistance from the staff and Unions, property dealers. Since these are high valued properties and due to limited staff strength the timely processing of the files and papers remains a challenge. Since there was no concept of first come first serve therefore, the property owners depend on middlemen who were roaming around the corner. 3) The fear of eliminating the dependencies on the staff and retrenchment of staff post automation was the biggest hurdle posed by the staff in getting the system implemented. 4) Poor IT literacy of the staff in the adoption of the system was another road block in the system implementation. 5) Extraction of the data from three hundred and fifty thousand property files, most of them were very old and dilapidated form spanning in 18 different locations of the state posed a big challenge. 6) Data in the property files were not complete as the all the payment vouchers were not posted hence reconciliation of data was a major concern. 7) Maintaining the secrecy of the data from property files from the outside agency posed a big challenge. 8) There was no benchmark on this type of setup therefore, incurring cost on the establishment IT infrastructure was always a point of concern from audit side. All the challenges were overcome by involving the top management and the political leadership of the state. Staff was motivated by organizing frequent training programmes and introducing IT incentive scheme for the extraordinary workers having contributed to the development and implementation of the online system.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
This system has a tremendous impact on the life of the common man who until now jostled hard to get the information or depend on the middlemen for getting the job completed. The key benefits derived from the system are elaborated as under: Efficiency Gains Sucess Indicators Before Now * Property Account Information * Restricted, opaque and time consuming access * Open, ready and upto-date * Application Status Tracking * On Personal Persuation * Online Georaphical Reach. Property owner has to visit concerned Unrestricted. Anywhere, Anytime Estate Office within restricted time limits. * Identification of Vacant * Lack of Proper record and difficult * Ready online information Properties. retrieval of information. * Queries relating to reconciliation * About 250-300 per month. * About 20 per month * Service Delivery. * There were 10-20 channels for clearance of * Max 5 Channels. one process. 100 services covered. * Change of Correspondence Address * An applicant has to come personally to deposit * Online through HUDA Web Portal his application for changing address. * Plot Status Enquiry * An applicatant has to submit the request personally * Online and Instant through in the Estate Office and the process was time HUDA Web Postal. consuming as calculation of dues are required which take a lot of time. * Revenue Generation * Manual system was causing revenue losses. * Generation Quarterly list of dues and notices resulting in increased revenue. * Automatic outstanding dues * Tedious Process-at max 10 notices per day * Automatic generation of dues of all notice generation. per Estate Office. Property owners in a single day. * Payment Receipts * Single Bank in the permises of Estate Office * Multiple Bank Branches and credit and No Guarantee of attachment in the concerned to the property owners A/c the same day. file. * Sngle wndow clearance * No such concept exists. There were different * Single window for accepting all windows for different process. applications with checklist of documents. In case the the application is incomplete the same is rejected there only. * User Satisfactions * Very Low * High Even excess payments detected and refunds given. * Grievance Redressal System. * An property owner has to visit particular * Toll Free Number based helpline for the office for registration of his complaint. registration of complaints with online tracking mode. * MIS Report managements * Generated manually as and when demanded - * More than 100 reports are available on tedious job. a single click. * Helpline services * Nil * Toll free Number 1800-180-3030 for the enquiry and registration and resolution of various grievances through single Point of contact. * Consistency in calculation * Lack of uniformity in the calculation procedures * Uniform accounting procedures across of dues the state. * e-Auction of properties * Manual, The applicants had to visit the Estate * Online with web access to the application office for participation in the Auction progress anywhere anytime * Booking of Community Centres * Manual & Opaque Process was followed in the * Online from HUDA Portal. booking process. * Direct Debit Transfer * Through Cheque & Draft on manual persuasion by * Amount is credited directly in the the contractor beneficiary account through host to host connectivity All the above process have not only improved the working of the organization but facilitated the common man in a big way by providing services in a transparent manner. This has also contributed to the large revenue generation to the organization which otherwise went unnoticed in the books of accounts.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
The system has been designed in such a manner that that it has tremendously improved the integrity and built accountability in the delivery of services in the public domain. The workflow for every process was designed and mapped with the citizen charter for the purpose of timely delivery and effective monitoring of the system. Earlier there was no mechanism to monitor the pendency of works by the general public and the top management. The web enabled system allows the property owners to track the status of their file on day to day basis which is also mapped to the citizen charter. SMS alerts to the property owners keep them in full loop about the various events of processing relating to their case. All this puts extra check on the staff while processing the files and papers and they adhere to the prescribed timelines in the citizen charter. This has not only eliminated the middlemen culture but also built an accountability and brought transparency in the system. The Processes Hierarchy is depicted below: Process Name Hierarchy & Working Day to Process Cancellation of Transfer Permission > Record Keeper (2 working days) Assistant (1 working day) Superintendent /AEO (1 Working day) Estate Officer(2 working day) Total(6 working day to process) De-Mortgage > Record Keeper (2 Working day) Assistant (1 working day) Deputy superintendent(1 working day) Total(4 Working day) Re-Allotment Letter > Record Keeper(2 Working day) Accountant (1 working day) Assistant (1 working day) Superintendent/AEO (1 working day) Estate Officer(2 working days) Total (7 working days) The in-time and overdue report is available to the management on real time basis which helps in the effective monitoring of the system. Application Status dashboard from all the Zones of the state Sr. No. Zone Intime Overdue 1 * Faridabad 585 103 2 * Gurugram 620 88 3 * Hisar 549 75 4 * Panchkula 788 71 5 * Rohtak 473 11 Designation Wise Application Pendency dashboard Location Designation Application Type Sector Plot Category Submission Last Over Due Id No. Date Pending Date Since Faridabad Fridabad Junior Engineer OC Certification 64 101 RESID 16/02/2017 22/02/2017 10/03/2017 Gurugram Gurugram-II Sub Divisional Revised Building Plan 52 680 RESID 01/03/2017 02/03/2017 10/03/2017 Engineer Panchkula Panchkula Estate Officer Transfer Permission 31 41 RESID 15/02/2017 22/02/2017 10/03/2017 Letter - Family

 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
Ninety percent rebate has been granted to the women and girls on account of extension fees charged during the construction of the house.

Contact Information

Institution Name:   Haryana Urban Development Authority
Institution Type:   Public Authority  
Contact Person:   Sanjay Sharma
Title:   General Manager, IT  
Telephone/ Fax:   0172-2569504
Institution's / Project's Website:  
E-mail:   gmithuda@gmail.com  
Address:   c-3, Sector-6, HUDA
Postal Code:   134109
City:   Panchkula
State/Province:   Haryana
Country:  

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