Information Technology And E-Governance (IT-eG), 2017

Policy Update
Elenora Tu’u

Background

India’s push for “Digital India” in recent years created a fertile foundation for departmental Information Technology (IT) programs. In fact , at the International e-Governance Conference ICEGOV-2017 the Union IT minister formally unveiled the ‘Digital India’ global road map, a sign of the times. Against this national push, the Department of Scientific and Industrial Research (DSIR) launched its own IT and E-Governance (IT-eG) division in the department’s mid Xth plan. The department’s initial aim was to make all DSIR procedures and processes accessible and citizen centric, integrating IT-eG processes in alignment with the National E-governance Action Plan. To support this,DSIR created a dedicated budget for fiscal year 2004-5 effectively and launched a comprehensive “IT Action Plan”. Key Objectives include the following.

Online reporting and Intranet content and training.
Infrastructures: PCs,software upgrades,networking LAN/WAN
e-Office: DSIR adopted NIC-developed e-Office to enhance digital file movement and tracking easily. Benefits include remote access, digital signatures, optimization of workflow, and environmental sustainability for file management and software for letter trails.

Procurement Reforms: This refers to paralleling DSIRs e-governance drive , this has seen increased government procurement ceilings, streamlining access to equipment- adjunct of reliability and flexibility.
Assessment Framework: IT-eG projects are assessed periodically using metrics – outreach ,service quality, and access cost as well as publishing rules, acts and downloadable files on its website.

Functions

In practice, DSIRs IT-eG division works through a mix of in-house and NIC built solutions.

Internally it has implemented networked PCs and LANs across all offices along with IntraDSIR portals for employee access.
A major milestone was rolling out NICs e-Office system for all branches hence,e – office is a standard Government of India platform for paperless file movement ,which improves internal efficiencies and enhances decision making.

Other Functional Portals

The Central Public Grievance Redressal System to lets staff and citizens track grievances online and the Planning Monitoring System (CPMS) for scheme monitoring
Its finance system uses an ERP web-based model – known as Integrated Finance ,DDO and Utilization Software (IFDUS). This software automates expenditure work flows like bills,salaries and advances ensuring transparency and timely reporting and updates.
DSIRs IT-eG is citizen centric, where the public domain on its website can be accessed to extract downloadable forms,tracking features and guidelines. In fact,DSIR now allows online submissions of applications under its scheme,eg; registration/renewal of in-house R&D units and public funded research institutes,through a secure portal. Moreover, online dashboards are introduced for real time status of DSIR activities.Furthermore, in procurement DSIR uses Government e-Market place (GeM) for routine purchases and further digitizes its supply chain.

In summary, IT- eG follows a typical ‘Infrastructure – Application- Service’ model closely working with MeitY guidelines and NIC-DSIR IT-eG website that is fully bilingual and GIGW compliant.A recent report states that the all-India NIC Content Management Framework (CMF) went live. The department reports that its websites are regularly updated (2023 report) and have seen site visits at 4.69 lakh times in August 2018, dsir.gov.in. Internal services like DSIR filing or dashboards are now brought online . It is certain that all processes, from employee ROHs to scheme clearances are assumed to go through digital workflows under the IT-eG plan.

Impact

The shift to IT and e-Governance has had several tangible impacts within the DSIRs ecosystem. Internally, automation has reduced paperwork and tracking delays. As the DSIR annual report notes ,”e-Office leads to informed and quicker decision making”. Routinely, it electronically reduces lead time by 30%-40%. The integration of digital record keeping promotes accountability and transparency. This is because every action on file is logged which helps with auditing and reduces misplaced document. For innovators and businesses, this means worrying less as online services are easily accessible. Entrepreneurs can now download registration forms, and track application forms via DSIR portal with just a tap on your screen anywhere through updates on e-Office or official websites to stay connected. While study has isolated DSIRs specific impact – the broader impact of improvement in ease of doing research is evident – for example filings for in house R&D recognition (Form 3CM) and PFRI registration are largely done online, intersecting with other departments. Considerably citizen centric, DSIR eases public access to information on DSIR reports, publications and technical documents. It keeps regular updates on data, such as patent acquisition under PACE on its website. Seemingly, the integration of IT tools have made DSIR more responsive. For example the online Grievance and RTI systems. lets complainants submit and track grievances – which “gets attended regularly” according to DSIRs description, despite RTI functioning separately from IT-eG, online filing compliments this drive. Finally, a larger policy level impact is DSIRs IT-eG programs which serves as a road map for smaller departments by integrating its IFDUS,HR, and scheme database into a digital workflow – DSIR demonstrates how a modest ministry can leap-frog to digital governance.

PIB (Press Bureau) reports emphasized the government citizens bridge through the integrations of e-government platforms. Revolutionising the way citizens interact with the government by making information and services accessible, enhancing transparent and efficient processes.In alignment to India’s overall digital governance goals-DSIRs extension through dedicated budget and incremental IT Action Plan aligns to this narrative emphasizing its contribution.

Emerging Issues & Challenges

Legacy process and change management: The government should invest in capacity building for departmental users to fit digital mode as DSIR scientists and staff may resist change as many long established paper based procedures are still partly manual.
Interoperability and integration: Various IT systems of DSIR, HR, finance, projects, schemes etc require seamless integration. Stakeholders may have to push for adoption of common data standards and APIs so the cross sectional integration at departmental (DSIR IT, NIC, MeitY)levels are end to end.
Digital Infrastructure Gap: While areas like Delhi hub are well connected, partner institutions may face poor connectivity and outdated hardware. Lack of reliable internet unevenly limits access to e-service for rural SMEs or innovators, encouraging offline facilitation centers or mobile apps that work on low bandwidth.
Resource Constraints,Data security & Privacy: User Accessibility and inclusion are common bottlenecks that need regular assessment and response to ensure smooth digital interfaces are user friendly and ongoing.
Monitoring and Evaluation: Clear metrics need to be defined for its IT-eG initiative. Simply deploying an e-Office of its website is not enough. The department may reassess and track outcomes, for example the amount of processing time, user satisfaction and so forth. Regular assessment and publication of KPIs in MIS or annual reports would help managers see what is working. This can be affirmed by Citizens Charter and RFD for DSIRs already mentioned services, updating this will reflect timely digital processes and promote transparency with update to reports.

Way Forward

At a macro level, DSIRs IT-eGs journey illustrates the evolving role of technology in the Indian governance system. The department’s transition with dedicated budget ,phased automation of workflows and use of central platforms like e-Government,e-Office,e-procurement etc aligns with the flagship Digital India initiatives objectives. As emphasized above in official reviews, the integration of e-governance in India bridges the government-citizen gap, empowering citizens and officials to access services with a touch on the screen. Despite the limited scope of operations DSIR exemplifies itself as a road map for small departments, hence contributing to this transformation (Digital India) by making S&T programs more efficient and transparent.For other developing-country’s governments, DSIR’s model offers lessons.It shows that even a modest ministry can effectively digitize its administration by aligning with national IT schemes (NIC services, unified portals) and by planning an IT roadmap under a specific budget head. The phased approach starts with basic infrastructure and office automation, then adds citizen‑facing portals and dashboards that are replicable.

Lastly, DSIR’s focus on measurable outcomes (as seen in its MIS tracking of website visits and project completions) reinforces the idea that data should guide e-governance expansion.In summary, the DSIR IT‑eG program is part of India’s broader digital governance push which has made significant progress in-roads, though gaps remain.Continuing this progress will require attention to infrastructure, skills, and integration. If sustained, DSIR’s experience may serve as a roadmap for other science ministries (in India or abroad) on leveraging IT to advance innovation, policy and public service.

References.

Department of Administrative Reforms and Public Grievances, Government of India. (n.d.). Centralised Public Grievance Redress and Monitoring System (CPGRAMS). http://pgportal.gov.in
Department of Scientific and Industrial Research, Ministry of Science and Technology, Government of India. (2023). Annual Report 2022–2023.
Department of Scientific and Industrial Research, Ministry of Science and Technology, Government of India. (n.d.). Information Technology and e-Governance (IT-eG). https://www.dsir.gov.in/information-technology-and-e-governance-it-eg
Department of Scientific and Industrial Research, Ministry of Science and Technology, Government of India. (n.d.). Information Technology and e-Governance (IT-eG). https://www.dsir.gov.in/information-technology-and-e-governance-it-eg
Ministry of Electronics and Information Technology, Government of India. (2023). Guidelines for Indian Government Websites and apps (GIGW 3.0).
National Informatics Centre, Government of India. (n.d.). Content Management Framework (CMF). https://cmf.gov.in
National Informatics Centre, Government of India. (n.d.). DSIR e-Office Portal.
Department of Administrative Reforms and Public Grievances, Government of India. (n.d.). Centralised Public Grievance Redress and Monitoring System (CPGRAMS). http://pgportal.gov.in
Department of Scientific and Industrial Research. (2023). Annual Report 2022–2023. Ministry of Science and Technology, Government of India. https://www.dsir.gov.in/sites/default/files/2023-06/AR2223E.pdf
Department of Scientific and Industrial Research. (n.d.). Information Technology and e-Governance (IT-eG). Ministry of Science and Technology, Government of India. https://www.dsir.gov.in/information-technology-and-e-governance-it-eg
Ministry of Electronics and Information Technology. (2023). Guidelines for Indian Government Websites and Mobile Apps (GIGW 3.0). Government of India.
National Informatics Centre. (n.d.). Content Management Framework (CMF). Government of India. https://cmf.gov.in
National Informatics Centre. (n.d.). DSIR e-Office Portal. https://dsir.eoffice.gov.in
Press Information Bureau. (2022, August 4). MoS Jitendra Singh launches revamped CGHS portal and mobile app. Ministry of Health and Family Welfare.
Times of India. (2023, May 12). Digital governance: India’s leap into the paperless era. MeitY. (2023). Digital India Programme – Progress Report. Ministry of Electronics and Information Technology.
Press Information Bureau. (2023, March 17). India’s progress in e-Governance and digital delivery. Ministry of Electronics & IT. https://pib.gov.in/PressReleasePage.aspx?PRID=1908070

About the contributor:
Elenora Tu’u is an undergraduate student specializing in Politics and Public Policy. This article is published as part of her course work with the IMPRI Impact and Policy Research Institute.

Acknowledgment
The author extends sincere gratitude to Ms. Aasthaba Jadeja for her invaluable guidance and mentorship throughout the research process.

Disclaimer: All views expressed in the article belong solely to the author and not necessarily to the organisation.