| 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.