HOHB A PPP Model For

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HOHBA PPP Model For

• System for COmputerised REgistration)
• (SCORE)
• In
• Bihar
• A Presentation
• By
• Dr. N. Vijayalakshmi, IAS
• I.G. Registration, Bihar

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Introduction

• Public-private partnership (PPP) or P3 or P3
  model describes a government service or private
  business venture which is funded and operated
  through a partnership of government and one or
  more private sector companies
• This model generally runs either on BOOT or on
  BOT basis

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contd

• The traditional PPP model more often becomes
  Private Public Partnership instead of Public
  Private Partnership
• In Bihar a new PPP or limited PPP model was first
  tried on pilot basis for introducing the
  computerized system of registration of documents
  and later on adopted as final model for it.

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BOT Experience

• Inspired by the computerized system of
  registration in other States, the Government of
  Bihar started taking initiative to implement this
  system also in Bihar.
• In the meantime a PSU offered to run the system
  of computerized registration on Build Operate
  Transfer (BOT) basis
• The Government agreed to it in principle with the
  rider that PSU would submit the detailed project
  proposal which would be evaluated by an
  evaluation committee headed by the Development
  Commissioner.

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BOT model(Proposal)

• Minimum Guarantee for scanning of 35 lakh pages
  in a year
• Service Charge _at_25/- per page
• Escalation of Rs. 1/- per year in service charge
• Contract for 5 years
• Operator to transfer hardware after contract
  period

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Contd

• Software was to be provided by state government
• The state govt. to make rooms available for
  computerization
• No manual or other system of registration allowed
  during contract period nor could it be given to
  other agencies
• PSU to have liberty of having a private partner
• A pilot project to be run in 1 registry office

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BOT Experience

• During the evaluation of their proposal PSU
  offered to run a pilot project which could be
  useful for the evaluation of their proposal.
• Thus a pilot project was started at DRO, Patna on
  05.09.2005.
• Shortcomings Noted
• System malfunctions were observed right from the
  day of initiation
• There was a low level of accountability for
  faults - PSU blamed NIC for slow software
• The PSU staff was slow in processing applications
  due to their limited knowledge of deeds and their
  structure
• In 17 days only 50 registrations were done
  through computerized process although the average
  demand in the office was about 70 per day

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BOT Experience

• Steps for remedy
• PSU was asked to install additional hardware
  which was completed in 15 days
• DSR was transferred
• New DSR put 1 staff each behind PSUs operators
  for accelerating data entry
• The project looked up and survived

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HOHB ModelA department run initiative

• The delay made by PSU in the installation of
  additional hardware led the department to enquire
  about hiring of additional hardware for the time
  being.
• There was an offer from a local vendor to provide
  required hardware on rent.
• This gave way for trying a new concept of
  procuring hardware on hire and to run it by the
  department.
• The evaluation Committee allowed the department
  to run a parallel project on HOHB, so that a
  comparative evaluation could be made between BOT
  and HOHB

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HOHB ModelA department run initiative

• The program was initiated departmentally in
  Muzaffarpur, Hajipur and Danapur using hardware
  on hire and the NIC software prepared for Patna
  model
• It was run by department employees after they
  were given appropriate training
• 1 data entry operator was permitted
• Service charges were levied on the pattern of the
  BOT model to meet expenditures on
• Hardware hiring
• Consumables
• Generators for power back up

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One unit of Hardware underHOHB
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Government Decides!

• A presentation was made before the CM on 1st
  February 2006 explaining both types of pilots,
  their advantages and disadvantages
• On 5th February 2006, the CM approved the
  following proposals
• BOT offer be rejected
• Muzaffarpur model be extended in all offices
• Societies to be registered at state district
  levels to function as SPVs
• Societies to hire hardware, collect service
  charge and meet expenses on consumables etc.
• State level society to collect savings of
  district level societies and use it for
  maintaining the software etc.
• Not more than 10 offices to be served by 1
  hardware supplier

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Contd

• BOT rejection was justified due to the following
  reasons
• Major part of the project i.e. software
  development was already with state/NIC by then
• Govt. was to bear the cost on civil items anyway
• Only hardware supply operators were left which
  could be arranged in the state itself
• BOT from any other reputed all India party was
  likely to be as expensive
• Involvement of departmental staff was missing -
  Patna project could take off only after involving
  them

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Implementation of HOHB Steps Undertaken

• Hardware Tenders
• Department floated tenders for hiring hardware
• Option for division-wise rates was permitted
• Tenders were decided for rate of 1 unit of
  hardware for each division
• Due to limit of coverage of 10 offices, tenderers
  other than L1s were also permitted if they agreed
  for same rates and conditions
• In some cases non availability of tenderer led to
  selection of local supplier on the same rate
• About 15 small entrepreneurs got jobs by the
  above mentioned plan
• Uninterrupted power supply
• Provision of generator on hire was made for
  unhindered power supply in Registration offices
• Expectations from Suppliers
• Installation of software provided by NIC
• Keep a technical resource for troubleshooting

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Steps Undertaken (contd.)

• Set-up and Training
• A team of NIC scientists senior officer of
  department camped at one district level office in
  each division for starting the computerized
  system till it settled down
• Thereafter hardware suppliers were trusted for
  dissemination and their men were trained
• Local departmental officers (IROs) and NIC
  officers (DIOs) successfully disseminated the
  experience in other offices of the division
• Establishment of Implementing bodies
• District level Societies i. e. (District)_SCOREs
  were created to run and maintain the system
• A State level society i.e. BISCORE was also
  created for maintenance and updating of software
  and to guide and monitor the functioning of
  district level societies

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Timeline
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Sustainability

• A self sustained and cost effective system
• Independent of State budget
• Run and maintained by the District SCORES, a
  district level society under the chairmanship of
  Collector-cum- District Registrar
• BISCORE, a state level registered society guides
  them. It is also to take care of the software
• A service charge of Rs. 20 per scanned page
  charged by the societies to run and maintain the
  system

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Major Advantages

• The system could be disseminated within a year
  in all 109 registration offices
• The system is cost effective with no liability
  (financial, technical or other) on the Government
• The savings from the service charge are being
  utilized for providing public amenities, like
  waiting hall, toilet, drinking water, sitting
  arrangement etc. in registration offices.

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BOT vis-à-vis HOHB Model
The Figure depicts yearly comparative Receipts.
Expenditure and savings of an average
registration office having workload of 90 deeds
per day and requiring 2 units of hardware. The
savings in BOT Rs.16,20,000 whereas in HOHB it is
Rs. 54,82,440. In view of this rate of service
charge was reduced from Rs. 30/- per page to Rs.
20/- per page.
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