Improving the delivery of services through the Jan Suvidha Kendra
Collector Office, Banaskantha, Gujarat, India

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
In the initial phase, before the execution of the imitative, a number of problematic situations awaited redresses. Prominent among such issues were:- 1. There were cases where numerous E-Dhara (Land Record Computerization) entries were pending. This led to delay in realizing convenience of land to citizens. 2. Several applications that were citizen centric in nature lay pending, for quite some time. It was difficult to extend support to people in such a situation. 3. The institution faced the acute problem of inability of meting out curative measures as no application was so far, being treated before three months. This in turn, led to an increase in the number of pending cases. 4. Considering the time-effort ratio, there was felt lack of sufficient tools for monitoring and supervising time for service delivery. It was not possible to keep track of events so as to provide services within stipulated time period. 5. As stated earlier, several applications were found pending for proper solution. This resulted in cases lying unattended above the prescribed time-limit. No proper solution could be offered owing to this reason. 6. Another situation that demanded immediate attention was that solution seekers were required to approach all available agencies at various places. They had to shell out time and energy to travel to these service agencies to secure appropriate services. In due course of time, people tended to condemn the service agencies of inefficiency and improper functioning. 7. Besides facing inconvenience in procuring services, people also had to bear the brunt of the lack of comfort and convincing facilities. At the start of our initiative, we had to face their complaining attitude and found it rather difficult to assure them of quick comfort. 8. There were times where we found time inadequate for providing services. There was much to be done and time allotted was scarce. This also put us into an answerable position at times and the situation was gruesome. 9. Few instances lacked appropriate time limit for the provision of services. This made it challenging to estimate the working of our institution so as implement our initiative giving due consideration to the norms of time. 10. We also faced a certain amount of interference in our work of providing services, undue intervention of certain groups hindered our plan of action and we had to go about our job without offence or creating hassles for ourselves and our team. 11. Different social groups were present who sought services and redressal. This group comprised of illiterates, poor, disabled (physical and mentally challenged), elderly persons, women, even youth, immigrants, and even people from the minorities. Unfortunately, there was no efficient system or code for monitoring the segregation of this applicant. As such, it was a challenge to maintain uniformity in meting out services to these sections. 12. Owing to the above factors, we had to face obstacles in offering services on FIRST COME FIRST SERVED basis.

B. Strategic Approach

 2. What was the solution?
The initiative under the banner of Public Services is a distinctively new approach towards problem solution. It is a client-oriented endeavour that aims at providing high-quality services delivery within a stipulated time-frame. Main Objectives:- 1. To provide courtesy and easy access to maximum citizens. 2. Speedy processing of applications / claims. 3. Extend services to vulnerable groups viz. underprivileged, women, illiterate and members from minorities etc. 4. Incorporate citizens’ inputs and function accordingly. 5. Secure maximum involvement of citizen’s in problem solving procedures. Functional Strategies:- 1. The institution volunteered to work on the lines of the Jan Suvidha Centres provided by the State Government. Relevant strategy was formulated. 2. Adequate software was provided by the National Informatics Centre (NIC), Gujarat. This facilitated provision of appropriate information and quick and convenient data entry processing. 3. Execution of our plan of action was quickened by the provision of outsourcing where personnel appointed by the District Administration assisted in quick addressal of pending applications. 4. The Jan Suvidha Centre so constructed had all essential infrastructures. Therefore, we executed our plan through maximum utilization of these resources. 5. We motivated the citizens at large to partake with us in this task. Senior citizens, in particular, came forward and assisted us by actively participating in enlightening the illiterate group of people. This resulted in incremental improvements. 6. The generosity of the State Government was witnessed in grants offered by it towards the construction of the Jan Suvidha Centre. This boosted our morals and the District Administration moved ahead with the setting up of the centres in Banaskantha District. 7. Under the patronage of the State Government, the District Administration took the initiative to provide the facility of comfort and convenience to the citizens – the volunteers as well as the complainants- so that problem solution could be quickened. 8. The District Administration provided a single window for all the applications received. SUMMARY REPORT- 1. From all its 12 talukas, the District Administration received 2, 22,590 applications wherein barely over a thousand are pending for disposal. 2. About 3 thousand applications have been rejected due to various factors. 3. The District Administration was successful in collecting an amount of 43,90,640 from its various fees and programs. 4. The people at large, assisted in providing quick service delivery. They included literates as well as illiterates who worked shoulder to shoulder in promoting equity. We also had members form the minorities, Scheduled Castes, Scheduled Tribes and Other Backward Classes. 5. The Third Party provided by the District Administration went a long way in extending services and monitoring the solution procedures. The Third Party received the services applications and entered them into the computer data. Thus, processing of these applications became quick and convenient. 6. The data entry operators made access to information easy by updating them on the computer. Status of applications (Disposed/Rejected/Pending) has been uploaded online. Relevant documents can also be seen service wise. 7. The NIC developed appropriate software in accordance with the requirements of our system. This facilitated the processing of data entry and also enhanced the monitoring of service delivery and addressal of applications. Thus our institution has achieved commendable success in extending services to a wider population than ever before. And this could be materialized only through an effective working mechanism that prompted and utilized social inclusion to the maximum extent possible.

 3. How did the initiative solve the problem and improve people’s lives?
The initiative has a new and unique concept in the advancement of problem solution. It has proved to be a creative and innovative policy that has crossed dimensions to promote equity in service delivery. 1. Our institution has achieved success in clearing a backlog of almost 20,000 pending applications and that too, within specified time limit. 2. Addressal of all the applications was initiated at the Jan Suvidha Centres at the Taluka level. Thus, in all 12 JSC’s were functioning all over the district in this direction. 3. In the process of addressal, citizens were requested to submit their applications at their respective JSC. Here, after data entry was done on the computer; the appropriate receipt was given to the applicants for future reference. This receipt also contains the time limit for disposal of the application. 4. All applications were disposed off within stipulated time-limit. Similarly, mutation entries were carried out within the time frame. No applications were left pending for addressal. 5. Monitoring has been conducted on weekly basis at the Collectorate level. Here, all data entered and processed was made available and effective monitoring was made possible. 6. In case of distinctly pending cases, suitable instructions were given to concerned persons who made efforts to implement disposal of applications at the earliest.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
The initiative was undertaken with the aim of extending services to various target groups in a systematic, well planned and accessible manner. The prime objective was to render services to these groups through a speedy processing of applications or claims. (1) Under the patronage of the State Government, 12 ATVT Jan Suvidha Centers (One in each of 12 Talukas) were set up all over the district. These centers possessed essential infrastructure that enabled our institution to avail of all the possible resources so as to execute our plan of action effectively. (2) A well-defined team of trained and skilled operators updated all relevant information so that employees working at different levels could proceed with the strategy. Also, these operators conducted data entries from time to time and made information easily accessible. (3) A well-developed software provided by the National Informatics Centre (NIC) facilitated the data entry processing. It also enhanced the system of evaluation and assisted in monitoring. Besides streamlining data entry procedure, access was provided to maximum people, and thus extension of service delivery scaled greater heights. (4) Once the data was made available online, transparency and accountability became distinct. This data was presented in a comparative form. This enabled comparison of the functioning among all the twelve talukas. This also gave these talukas a clear picture of their achievement levels. Moreover, we at the district level, could assess our work and formulate further strategy. (5) Data entry operators were given appropriate training for their job. Besides these, there were mentors and evaluators who assessed the data and other information updated. Monitoring agencies were given suitable instructions in this regard. A systematic monitoring began on daily basis. The efficiency of the online system accounted for this. The Collectorate conducted monitoring on weekly basis. Monthly reports were submitted regularly to the department for scrutiny. Output was achieved. Pendency was taken into consideration and maximum disposal was enacted. (6) The District Administration brought the initiative to a common platform where all the twelve talukas made a comparative study of their inputs and achievements. A competitive spirit evolved among them and performance was improvised and enhanced to a great extent. (7) We had resolved to work on the theme of the Jan Suvidha Centers. We formulated relevant strategy accordingly. For speedy redressal of applications, people were asked to approach the JSC of their respective taluka. Here, after data entry was made, the applicants were given a receipt each. They were also intimated about the time frame within which their application was proposed to be disposed. Also, people were provided with the liberty to approach the JSC as and when they wished to make an enquiry or seek information. They were also informed about the accessibility to the status of their applications through an online survey. Thus, the institution was successful in convincing citizens and making them free of any sort of doubt or confusion. (8) Effective monitoring made it possible for the institution to implement quick disposal of claims and queries. Wherever a pending case was detected, concerned persons were instructed appropriately, in order to direct them to look into such cases and take immediate measures to resolve complaints. (9) Utmost care and attention was paid to the disposal of applications within specified time-period. In certain instances, penalties were imposed on employees who delayed service delivery. This quickened the pace of service provision with strict vigilance. (10) The strategy adopted by us involved social participation. An appreciable effort was seen on the part of senior citizens who volunteered in the monitoring process. This enhanced evaluation and the implementation was thus made effective.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
The implementation of the initiative was, in no way, a one-man-show. It required team effort and as matter of fact, it was successfully operated through the cordial endeavour of a team of stakeholders that involved persona of various strata and cadres. 1. Above all, we enjoyed the patronage of the State Government who, through a well defined system, facilitated the functioning and operation of the Jan Suvidha centres (JSC’s) in our district. We owe our motivated attempt to it. 2. The District Administration left no stone unturned in conducting efficacious working of our institution and also monitoring our progress on regular basis. Our plans and efforts would have remained dormant had it not been the generous guidance of the administrative wing of our district. 3. Providing information and guidance through software, NIC (Gujarat State) quickened the pace of our functioning by a substantial amount. It successfully streamlined data processing, providing access to maximum personnel, and enabling the extension of service delivery to unimaginable heights. 4. We received appreciable cooperation from all the government employees of all the twelve talukas in the district. They made great effort in conducting surveys, compiling information and extending service facility, thereby assisting in the efficient implementation of the initiative. 5. A commendable performance was rendered by our elderly-our esteemed senior citizens. They willingly went out of their way in creating awareness among the illiterate and less privileged people. They showed remarkable concern for these people and did their best to help them. Thus, they form an integral part of our team. 6. Last but not the least, we had our people, our enlightened and noble citizens, who rendered a significant contribution in executing the initiative of providing services to the masses. Social inclusion of such a nature not only improved efficiency, but also enhanced the working mechanism. Consequently, remarkable satisfaction of public service delivery was achieved. They role modelled the leaders as well as the followers.
 6. How was the strategy implemented and what resources were mobilized?
The initiative of providing improvised service delivery was formulated and implemented with a client-oriented consideration. The entire District Administration joined hands to put this plan into action. In the process, a number of resources-financial, technical and human were mobilized to execute the initiative. 1. The State Government rendered its generosity in establishing a common place for all the activities of the institution. This common stage was christened as Jan Suvidha Centre or JSC. Altogether, twelve JSC’s were setup in the district, one for each of the twelve talukas. The State Government open-heartedly sponsored the construction of the JSC by scooping out a generous amount from its budget. The construction was done by the efforts of the Public Works Department (PWD). The JSC thus built contains all essential amenities for the process of our work. Our plan was thus executed through the judicious utilization of these amenities. 2. The appropriate software was developed and provided by National Informatics Centre (NIC). This was again a gesture of generosity exhibited by the NIC which offered the software from its in-house development. This kind act facilitated speedy data entry and processing of problem solution. 3. Skilled and trained operators assisted in making information and data available on the computer. This hastened the process and also provided transparency and accessibility to maximum benefactors. Accuracy was maintained in updating the status of every application received. Service data and documents were entered regularly. 4. The software created by the NIC also enhanced the evaluation of the plan so executed. Programs were formulated to assess the work at various levels. Monitoring ranged from daily basis to monthly reporting. Thus technical evaluation proved to be a great boon. 5. Countless employees participated in the execution of the plan. They took up the task at various levels. They not only assimilated information and processed it, but did all they could to provide a comfort zone for the applicants who were impatient and anxious to get their claims redressed. These employees included data entry operators, trainers, inspectors, officials and volunteers. They worked sincerely and efficiently for the disposal of applications and eliminating pendency. 6. Common people, at large, lent a helping hand in assisting government officials in all the twelve talukas. They helped the employees and officials in research work, compilation of data, and extending service delivery. A significant contribution was made by our esteemed senior citizens. Through our attempt of motivating them, we were able to procure their cooperation. They enlightened the illiterate and underprivileged people and also brought awareness to them regarding the working of the initiative and the progress of their relief. Thus, our success is indebted to the numerous resources that we could accumulate and avail of.

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
The Public Services is a unique institution in its ownself wherein solution of problems is sought through an innovative mechanism. High quality service is aimed to be delivered within a clearly defined time frame. In a short span of 8 months, our institution succeeded in achieving over ninety-eighty percent solution to applications rendered by numerous citizens seeking services. Five concrete outputs that contributed to the success of the initiative are : 1. INCREASED EFFiCIENCY – Through mobilization of various resources-financial, technical and human- the institution was able to give an efficient output wherein 98.58 percent cases were disposed in a short span of 8 months. About 20,000 applications were addressed and thousands of mutation entries made and certified. 2. NO PENDENCY – A well-defined software made data entry and processing work speedy and precise. Applications received at the Jan Suvidha Centers were given prompt attention. The receipt handed over to the applicants clearly mentioned the time limit for adressal. Much to their amazement and satisfaction, they were given relief within that frame. Pendency has been substantially eliminated at the end of eight months. 3. CORRUPTION HAS BEEN CURBED – The initiative, which is client-oriented in nature, aims at providing high quality service to maximum people belonging to different social strata. The efficiency of the online system and restrictions imposed on time limit promoted transparency to the system. Information was accessible for all the employees and the public. This helped a great deal in curbing corruption and red tapism. Employees were provided the liberty to extend full cooperation to the applicants. Thus, a client friendly, genial environment was established. 4. BEHAVIOURAL CHANGE IN EMPLOYEES – Initial hesitation and doubt that was seen in the employees or service agents was treated with a positive endeavor. With the passage of time, work progress and implementation advanced. The motivation level of the employees was elevated. This was also due to the tireless effort of the authorities and appreciation rendered by the State Government. The workers now did their task with self assurance and took pleasure in accomplishing the targets specified to them. They were given adequate training through regular seminars and workshops. Consequently, the initiative took a successful turn to such heights that they became self-sufficient in monitoring their work and participated in Talukawise comparative surveys. 5. POSITIVE FEEDBACK FROM CITIZENS – Public resentment in the initial stages was replaced by public appreciation and acceptance. Prompt addressal and accessibility to the online system proved beneficial to the institution. The people were happy with the speedy work of the employees. Timely status of their applications was intimated to them through SMS. Besides, they were not required to approach all agencies but just go to the Jan Suvidha Centers. Here, they were also impressed by the courtesy and facilities provided viz. drinking water, toilets, comfortable sitting etc. Confidence and gratitude was openly expressed by the people, and this was indeed a feather in our cap.

 8. What were the most successful outputs and why was the initiative effective?
The initiative, which was well-begun, needed to be assessed and evaluated at various levels and stages. 1. Once the operators conducted the data entry and updated information on the computers, information became easily accessible to all-citizens as well as employees involved in the implementation of the strategy. 2. Evaluation and monitoring was now possible in a systematic manner. Monitoring was initially done on daily basis. It was easy to do so once the computer job was done with. The efficient online system made it feasible. 3. Monitoring was also done on weekly basis at the Collector level. Wherever pending cases were distinct, appropriate instructions were given to concerned persons who looked into the quick disposal of applications. 4. The concerned authorities made it mandatory to submit date wise report to the department for proper scrutiny. Similarly, weekly and monthly reports as per demand of the department were also submitted so that data entry could be regularized and eventually, the functioning of the system could be judiciously monitored. 5. By developing appropriate software, the National Informatics Centre (NIC) helped to accelerate the pace of our working. Besides enabling operators to conduct timely data entry and updating information, processing of data was streamlined, and government employees were able to monitor the system with easy accessibility. 6. Numerous operators from various departments were given adequate training for data entry. Moreover, there were other personnel at hand who acted as mentors and monitored the data so processed. They also helped to produce the output into a reliable form. Gradually appreciation was sought and achieved. 7. The District Administration was consistent in rendering guidance to out institution. A congenial team work conducted meticulous evaluation of the entire system providing service delivery and thus, we were able to obtain a clear portrait of our efforts and achievements. 8. A feather was added to our cap with the active support of some of our elderly members. Our senior citizens not only rendered their cooperation in the functioning of the system at various levels, they also went out of their way to assist in the evaluation process. These who were computer literate rendered their contribution in regular checking of data entries, citizens’ inputs and also kept the system enlightened regarding feed-back and reports stating public service delivery satisfaction.

 9. What were the main obstacles encountered and how were they overcome?
Certain hurdles had to be encountered in the process of the proper implementation of the service delivery initiative. However, these hurdles were overcome and normalcy was established. 1. In the very first instance, we had to cater to certain aspects of budget provisions. One the Jan Suvidha Centre was set up; its smooth and effective administration had to be paid heed to. We had to make adequate arrangements for proper resources. Computers were required in sufficient numbers. This was the prerequisite for speedy processing of applications. Through proper planning and meticulous working, our institution was able to fulfill this need. Ample computers were made available and other requirements viz. furniture, cabins, etc. were set up. Besides, special arrangements were made to recruit data entry operators and provide for their emoluments etc. 2. Initially, a big hurdle emerged in the form of hesitation and anxiety on the part of the employees. They were doubtful of the objectives of the initiative and its outcome. With the passage of time and through tireless striving, we were able in raising their level of motivation. They were self-assured of their work and processed to implement the objectives of the initiative in a successful manner. 3. ‘Well begun is half done!’ We had pulled up our sleeves and tightened our belts to partake in the successful execution of the initiative and the effective working of the Jan Suvidha Centre. However, there were teething problems regarding the will and acceptance of the common people. They were doubtful of our attempts. This attitude of theirs out-ruled our expectation of their cooperation. Although we were met with doubt and resentment in the initial stages, as we proceeded with a firm step, we received an incremental assurance from the people who came forward in gradual numbers to join our campaign. Thus, the initial phase was quite challenging but our grit and strong will-power ushered in the participation of the multitudes.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
The delivery of public services is a noble endeavor ventured by the Banaskantha District. It is a unique approach towards promoting equity in the process of problem solving and delivery of services. The improvised initiative undertaken by our institution has gone a long way in winning the favor of the masses. 1. Over the past eight months, over 20,000 applications were successfully disposed. People did not need to visit different agencies. All services were provided at the Jan Suvidha Centre, which embodied a single window system. This increased satisfaction level among the citizens. 2. Disposal of application was done within stipulated time frame. Pending applications were taken care of the receipt given to clients clearly mentioned the dead line of disposal. Timely updated status was able to reduce the anxiety level of applicants. 3. All mutation entries were conducted in a hassle free manner. Land records were meticulously coined and clients were contented with the mutation proceedings. It also rendered a sense of satisfactory relief to the employees who proceeded in their work with zest and vigour. 4. The provision of the Third Party to receive and register applications not only reduced the work load of the employees, but also quickened the pace of service delivery, thereby winning the confidence of the people. 5. The software designed and provided by the NIC made data entry process convenient and accessible. Citizens were happy to know about the status of their applications from time to time. It also enabled them to seek information in the comfort of their homes rather than wait in queues for hours together to get their queries answered. 6. Rapid technical support curbed the complaints of people who found their problems being resolved within the time limit specified by the officials. 7. Citizens were saved from the clutches of red tapism that found no space to survive. This not only gave the people a sense of relief but also changed their notion for the District Administration and the government system in general. 8. An efficient system of monitoring and evaluation enhanced the performance of the employees. Monitoring at various levels and on regular basis provided appropriate feedback to the servers. 9. The efficient online system made evaluation more feasible. Advanced planning done by the department made monitoring at various stages more effective. The general public was able to have distinct view of the data updated regularly and also get a clear picture of the status of their applications. 10. Citizens could avail of the convenience of monitoring in executing the speedy disposal of their applications. This facility was made available to other parts of Gujarat as well so that information and accessibility could be reached to the maximum populace. 11. Convinced by the reliability of the institution, the general public was motivated to be part of the campaign. Many people came forward in assisting to conduct surveys and collect relevant information. There were the elderly who rendered their cooperation in bringing about awareness among people. They also helped in the monitoring process. Many people came forward as volunteers and extended help at the Jan Suvidha Centers. They also donated time and energy in providing courtesy and other facilities at these centres. 12. All services were monitored within the specified time limit. Any pendency existing would be clearly depicted online. This not only enabled the institution in the speedy clearing of pendency, but also helped the people in obtaining correct feed back through regular follow up. 13. The employees and officials had timely support of the software provided to them. They made extraordinary effort to satisfy people’s queries and offer redressal to their problems. There were instances where employees were penalized for any delay or discrepancy on their part. This boosted the confidence of the general public and increased their faith in the department. It also abated corruption to a large extent. Accessibility and transparency of the system had a favorable impact on the people who now shared a more cordial and harmonious rapport with the department.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
The initiative of public service delivery system is an innovative approach to provide service to the citizens within a specific time frame. Care has been taken to provide high quality services to the citizens and address their queries and demands in a satisfactory manner. The initiative has been sustained in various aspects and at various levels using creative technique. 1. The state government patronized a common single window for the applicants. This was the ATVT Jan Suvidha Centre which was carved out of a generous amount of the government budget. Constructed with all essential technical and infrastructural provisions, these centres have acted as a common stage where common people can approach government employees for addressal of their applications. These centres are 12 in number all over Banaskantha district. They also serve as archives that record all the applications and their status. 2. The State Government contributed in Financial Assistance and the National Informatics Centre (NIC) contributed in Technical assistance towards the establishment of the JSC’s with all its facilities. This has become a permanent house where people can assimilate and get quick solution to the applications. 3. Social inclusion has been a responsible factor in extending service delivery to the maximum people. As the institution portrayed its efficiency in attaining speedy resolution of complaints, the people became more interested in public administration. They placed full faith in the institution and also rendered their cooperation as and when sought. This established a perpetual bond between the servers and the served. 4. The initiative has proved to be a one-time investment. The concrete structure with all its provisions is a well-set centre where a common person can expect strategic implementation of governmental effort in the addressal of their applications. There was no chance of recurring of expenditure as the initiative was well-formulated. Expense once incurred was utilized in the most constructive manner and proved to be fruitful. 5. The software provided by the NIC Gujarat made data processing speedy and convenient. Information and data could be systematically stored at a common compact place. It not only reduced the use of public property space but also provided accessibility to various employees for future use. 6. The efficient software and online system has made the replication of the initiative possible to a broader field of action. The success of the institution at the District level has motivated the initiative at higher levels and has widened the scope of service delivery extension. Public services are being extended to a wider population than ever before. A uniform online system has made it possible to disseminate relevant information to government institution at different levels. 7. The common people, who have been the prime benefactors of the initiative, have promulgated the effectiveness of the system to others. Thus, it has taken the shape of a widespread campaign.

 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)
The noble initiative to promote effective public services delivery is an innovative step to reach out to the least of the country’s populace. 1. The overall experience of working within a well-defined system was over-whelming. The department had easy access to the general public and vice-versa. 2. The employees experienced a high degree of contentment working for the common people. Great satisfaction was felt while dealing with the vulnerable groups viz. women, illiterates, underprivileged and weaker sections of society. 3. Though there were challenges to be encountered in the initial stages, it was overall an adventurous task undertaken by a well-set team. It was an exciting movement that was exclusively characterized by social inclusion and cordial team work. 4. Our service agency deemed themselves to be enjoying the privilege of being service givers. It is an honour to be part of a system that executed quality work. We have adopted a mechanism that promotes equity by giving due importance and recognition to members of any and every section of society. 5. Well-trained operators and an efficient online system enhanced the performance of our institution. It made information accessible to all and promoted transparency of the functioning of the system. 6. Paper work was seen to be reduced to a great extent. It also solved the problem of data storage. Punctuality could now be easily maintained in data entry and disposal of applications in due time without leaving any pendency. 7. The employees received a great deal of appreciation from the people to whom they were providing services. These people expressed their confidence and gratitude in open terms. Citizens sought attention of the employees and were contented when their queries were answered satisfactorily. The same appreciation was received from higher authorities and this in turn, raised the motivation level of the employees. 8. Adequate evaluation of services provided and those pending were mentioned promptly on the software. The service providers and the supervising authorities would immediately plunge into action and seek addressal quickly. Thus, this initiative was welcomed by the employees as well as the masses. The execution and accomplishment of the initiative helped to improvise the plan of action. It gave us a new insight of the working of any system. I. Success can be achieved by firm determination and strong will-power. Hurdles should not deter our motives. II. Team work and cooperation are the cornerstones of any achievement. III. Feedback and clients’ input must not be considered as complaints, but as suggestive measures to improvise our performance. IV. Transparency is a prerequisite for a cordial partnership. It not only caters to one’s accountability but also increases confidence and reliability. Besides, it frees the system from the menace of corruption and red tapism, thus, establishing a genial working environment.

Contact Information

Institution Name:   Collector Office, Banaskantha, Gujarat, India
Institution Type:   Government Agency  
Contact Person:   Jaysukhlal Hingrajia
Title:   District Collector and District Magistrate  
Telephone/ Fax:   02742-257171
Institution's / Project's Website:  
Address:   District Collector & District Magistrate – Banaskantha, Head Quarter Palanpur,State - Gujarat, India
Postal Code:   385001
State/Province:   GUJARAT

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