Capacity Building Schemes

Under the Ministry of Skill Development and Entrepreneurship’s (MSDE) convergence policy, the Capacity Building (CB) component of the Ministry of Development of North Eastern Region’s (MDNER) Capacity Building & Technical Assistance (CB & TA) Scheme has been transferred to the MSDE for conducting skill development training for NER’s unemployed youth. With a budget of Rs. 25 crore, this Scheme provides residential training to the youth of NER. All courses/job roles undertaken under the scheme were NSQF(National Skills Qualification Framework) aligned, while payouts/disbursements of funds to TPs were made in accordance with standard Common Norms. 

The goal was to train approximately 9,681 candidates. The scheme has now concluded with a total enrolment of 9,435 candidates, of whom 6,686 have been certified and 3,638 have been reported placed.

Capacity Building Scheme l

The Capacity Building Scheme of the Government of India’s National e-Governance Plan (NeGP) envisions the establishment of an institutional framework for State-Level decision-making.

The Capacity Building Scheme addresses the critical ‘Human Resource Development’ and the ‘Training’ components of the NeGP in order to provide technical and the professional support to State Level Policy and the Decision Making Bodies and the develop specialised skills for e-Governance initiatives.

The Scheme proposes

• Establishment of an institutional framework for strategic decision making at the state level for the state e-government programme

• Establishment of the State e-Governance Mission Team (SeMT) in the state.

• Specialised training and orientation for SeMTs and decision makers (public functionaries, state legislature, and senior bureaucrats).

• Sharing knowledge through e-Governance-related trainings and bringing international best practises to initiative implementation

• Strengthening of State Training Institutions

Establishment of Institutional Framework

A set of formal organisational structures, rules, and informal norms for service provision is referred to as a “institutional framework.” As a prerequisite for the successful implementation of other sanitation and water management intervention tools, such a framework must be carefully considered. An institutional framework in the field of water and sanitation management entails outlining the responsibilities of service institutions for various aspects of the sector (IEES 2006). Institutional structures differ from country to country, but whatever the structure, mechanisms for dialogue and coordination are essential. 

A balance must be struck between providing a fully integrated approach in which specific issues may be overlooked due to a lack of expertise or interest and a sectoral approach in which different policies are implemented without coordination (GWP 2008).

State Level Strategic Decision

• Strategic decisions have significant resource implications for an organisation. These decisions could be about acquiring new resources, organising others, or reallocating others.

• Strategic decisions are concerned with matching organisational resource capabilities to threats and opportunities.

• Strategic decisions affect a variety of organisational activities. It all boils down to what they want the organisation to be and stand for.

• Because an organisation operates in an ever-changing environment, strategic decisions entail significant changes.

• Strategic decisions are difficult to make.

• Strategic decisions are made at the highest level, are uncertain because they deal with the future, and are fraught with danger.

• Administrative and operational decisions are not the same as strategic decisions. Administrative decisions are routine decisions that aid or facilitate strategic or operational decisions. Technical decisions that aid in the execution of strategic decisions are referred to as operational decisions. Cost reduction is a strategic decision that is accomplished through an operational decision to reduce the number of employees, and how we carry out these reductions is an administrative decision.

State e-Governance Mission Team

Through Program Management, the State e-Governance Mission Team is responsible for laying the groundwork for providing overall direction, standardisation, and consistency in the State or UT’s e-governance initiatives. They carry out strategic planning, project consultancy, project development support, and project guidance.

Aside from core and day-to-day operations, SeMT’s work can be further classified as follows:

• Strategic Thinking

• Project Consultation and Execution

• Support Following Implementation

• Facilitate the establishment of PeMTs

SeMT serves as an advisory body for all Mission Mode Projects (MMP) and collaborates closely with them to assist line departments in implementing these MMPs. They accomplish this by developing a department-level e-governance road map. Each state has a SeMT led by a Principal Consultant/Head who oversees various teams in charge of these major functions.

• Programme Management – This team assists the State Government in implementing NeGP in the state. They monitor the progress of the NeGP and provide input to the State Apex Committee as needed for effective decision making.

• Financial Management – This team assists state departments in developing appropriate financial management processes for e-Government projects such as viability, costing, accounting, budgeting, and monitoring. They are also in charge of assisting the state with PPP, contract management, vendor management, and other related activities.

• Technology Management – This team assists and supports State departments on technological issues pertaining to MMPs and other e-Government projects. They are also in charge of the technological evaluation of project reports received from state departments.

• Change Management – This team directs the implementation of the Capacity Building Scheme in the State and assists the State in carrying out business process transformation exercises that result in efficiency improvements for e-Government projects.

Conclusion

Under the Ministry of Skill Development and Entrepreneurship’s convergence policy, the Capacity Building component of the Ministry of Development of North Eastern Region’s Capacity Building & Technical Assistance Scheme has been transferred to the MSDE for conducting skill development training for NER’s unemployed youth. The Capacity Building Scheme of the Government of India’s National e-Governance Plan envisions the establishment of an institutional framework for State-Level decision-making.