i

ii
Good Governance is the key to a nations progress. Our
government is committed to providing a transparent
and accountable administration which works for the
betterment and welfare of the common citizen.
Citizen-First is our mantra, our motto and our guiding
principle. It has been my dream to bring government
closer to our citizens, so that they become active
participants in the governance process

- Shri Narendra Modi, Honble Prime Minister

iii
iv
.
DR. JITENDRA SINGH
,

Minister of State
Prime Ministers Office,
Personnel, Public Grievances & Pensions,
Government of India

FOREWORD

Every year since 2005-06, the Government has been recognizing the performance and
accomplishments of civil servants - individuals and teams and the organizations they lead, that are truly
excellent, exceptional and emulation-worthy. In his address to the participants on the last Civil Services Day
i.e., on 21st April 2015 the Honble Prime Minister of India had exhorted the participants that the PM
Awarded Initiatives be replicated in other States so that the benefit of Awarded Initiatives could reach every
citizen. Inspired by the guidance of the Honble Prime Minister, the Department of Administrative Reforms
prepared an Action Plan for replication of 14 Awarded Initiatives in 23 States and one Union Territory. Some
of them have made a good beginning in replication. This book is an attempt to bring the significant details of
Seven of the most relevant and contemporary Awarded Initiatives and the efforts of select States in
Replicating them.
From the very first day, the Honble Prime Minister has attempted to turn the Mantra of Minimum
Government - Maximum Governance into reality. Soon after taking over the Government, the Government
of India abolished the practice of submission of Affidavits except when prescribed by the Law. Minimum
Government Maximum Governance could be possible only if the Civil Servants had the passion to bring
about perceptible systemic changes and sustainable improvements in the efficiency of processes and
effectiveness of outcomes. If PRAGATI Proactive Governance and Timely Implementation could be put in
place Maximum Governance with Minimum Government would become a reality.
This year onwards, the Scheme of Prime Ministers Awards on Civil Services Day has been
changed to introduce a healthy competition between all the Districts in implementation of the Priority
Programmes/ Schemes of the Government of India, for conferment of Prime Ministers Awards. Citizen
Feed-back through Call-Centres is one of the criteria incorporated in assessing the work done by Civil
Servants.
Need of the hour is replication of successful implementation strategies all across the country for
equitable and sustainable development. In this context the flagship schemes covering Financial Inclusion
like Pradhan Mantri Jan Dhan Yojana, Pradhan Mantri Suraksha Bima Yojana, Start-UP India, Stand-Up
India; Women-Centric Schemes like Beti Bachao Beti Padhao Yojana; Farmer-centric Schemes like
Pradhan Mantri Fasal Bima Yojana, Pradhan Mantri Gram Sinchai Yojana, Soil Health Card Scheme;
Schemes in Health and Environment Sector like Namami Gange, Swachh Bharat Abhiyan etc., need to
be implemented with full vigour. The New Prime Ministers Awards Scheme would accelerate
implementation of such innovative schemes/ programmes launched by the Government.
With a view to facilitate the replication efforts so that interested States and Union Territories could
progress in a structured and time bound manner, the Department of Administrative Reforms & Public
Grievances has now institutionalized the process of replication. This booklet is a humble attempt at
popularizing the initiatives and efforts of the award-winning and replicating states and, according due
visibility to the project champions concerned. It is envisaged that it would bring wider acceptance and
stronger traction to the replication efforts, inspiring adoption by more states and union territories in the days
to come and turn the dreams of our Honble Prime Minster into reality. Such endeavour has a salutary effect
on advancing the reform agenda for improved public service and good governance in the country.
*****

v
vi
CONTENTS

1. SAVE THE GIRL CHILD TO PREVENT FEMALE FOETICIDE:

AN INITIATIVE TO ARREST THE DECLINE OF
SEX RATIO AT BIRTH 1
Original Initiative 2
Strategy for Replication 9
Success Story: RAJASTHAN 10

2. SKILL DEVELOPMENT PLACEMENT LINKED VOCATIONAL

TRAINING PROGRAMME 21
Original Initiative 22
Strategy for Replication 30
Success Story: CHHATTISGARH 31
Success Story: GUJARAT 36
Success Story: ANDHRA PRADESH 41

3. SAKALA- NO MORE DELAYS- WE DELIVER ON TIME 47

Original Initiative 48
Strategy for Replication 56
Success Story: MAHARASHTRA 58
Success story: CHHATTISGARH 64

4. TOTAL FINANCIAL INCLUSION THROUGH E-ROR 71

Original Initiative 72
Strategy for Replication 83
Success Story: RAJASTHAN 84

5. ERAVIPEROOR GRAMA PANCHAYAT: SUCCESS STORY OF

LOCAL SELF- GOVERNANCE 89
Original Initiative 90
Strategy for Replication 98
Success Story: GUJARAT 101

6. CANAL-TOP SOLAR POWER PROJECT- A NEW DIRECTION

TO GREEN AND CLEAN ENERGY 105
Original Initiative 106
Strategy for Replication 111
Success Story: PUNJAB 112
Success Story: ANDHRA PRADESH 117

7. RETURN OF THE LIVING DEAD- SASUR KHADERI

RIVULET & LAKE THITHORA- A BHAGIRATH ENDEAVOUR 121
Original Initiative 122
Strategy for Replication 132
Success Story: GUJARAT 134

vii
viii
SAVE THE GIRL CHILD TO PREVENT FEMALE FOETICIDE:
AN INITIATIVE TO ARREST THE DECLINE OF SEX RATIO
AT BIRTH IN PERAMBALUR DISTRICT, TAMIL NADU

Lets further the spirit of Beti Bachao, Beti Padhao and

create a discrimination-free & opportunity-filled
environment for the girl child.

- Shri Narendra Modi, Honble Prime Minister

1
ORIGINAL INITIATIVE

Background
Discrimination against the girl child is a tragic reality that India has been confronted with, from
time immemorial. Disdain for girl children is rampant in pockets of this vast nation driven
and dictated by caste-based customs, social group mores, community diktats, peer pressures,
neighborhood influences, illogical traditions and religious practices. It is paradoxical that a
country that worships mothers and Goddesses has the dubious distinction of disregarding the
girl-child both before birth (abortions are the new killers!) and after (infanticide). Though
every right-thinking Indian condemns this inhuman approach, the sad ground reality is that
few dare to address this injustice or put an end to this crime that is earning the nation stinging
notoriety at the global level.
Female foeticide (sex-selective abortion of the girl child), infanticide, gender-bias and child-
marriage have no place in a civilized society. They are an anathema. Yet, they are wide-spread
in our country, rather unfortunately, aided and abetted by family members and elders with
deep-rooted dogmatism.
The liberals are, no doubt, trying to bring about an end to this taboo. However, their numbers
are comparatively negligible to those who swear by the myths and beliefs and continue to
see girls as accursed second-grade family members. The Pre-Natal Diagnostic Techniques
(Regulation and Prevention of Misuse) Act, 1994 (PNDT Act) its amended versions in 2003 and
thereafter strengthening the Pre-Conception and Pre-Natal Diagnostic Techniques (Prohibition
of Sex Selection) Act (PCPNDT Act) have helped. But, only to an extent. They are necessary
but not sufficient as the evidence shows, due to limitations of territorial jurisdiction, among
others. Thus, sex-selective abortions that violate these Acts with impudence have been making
a mockery of the law of the land.
Result, that a daughter is born with a congenital bias stacked up against her stands exposed in
several parts of the country. On the contrary, a son is pampered and treated with a silver spoon.
The daughter is subject to ill-treatment because of the overbearing feeling that she is a liability,
undeserving of the love for which only the son is believed to have a rightful claim. And that is
the sordid reality that stares the nation in its face in many states. The following statistics hold
a mirror to such grim scenario.

2
 Convictions under the Pre-Conception and Pre-Natal Diagnostic Techniques
(Prohibition of Sex Selection) Act

Not surprisingly, a UN estimate indicates that close to 750,000 girls are aborted every year in
this country and the figure is rising at an alarming 80 per cent in some of the states. Combating
this multi-dimensional menace is a challenge for any progressive government and civilized
society.
Visibly pained at this state of affairs, the Honble Prime Minister expressed his displeasure
and disappointment on 24 Jan. 2016, the National Girl Child Day, when he said We are
not worthy of being called citizens of 21st century. It is as if we are from the 18th century
- at that time, just after her birth, the girl was killed. We are worse now; we dont even
allow the girl to be born.
SRB (sex ratio at birth) is an important determinant of CSR (child sex ratio). While post-birth
deficit appears to be declining to an extent, perhaps with realization dawning finally, the share
of pre-birth deficit has been rising sharply in some of the districts of the country, contributing
to perpetuation of the daughter-deficit scenario and causing worry alike to the administratively
conscientious and the socially conscious.

3
Tamil Nadu was one among them. The share of pre-birth deficit rose sharply in Tamil Nadu
and rural areas have a significantly higher deficit than urban areas in the State, alerted Sharada
Srinivasan and Arjun Bedi in their research published in the Economic & Political Weekly
of Jan 17, 2009. Legal solution alone will not help us come out of this quagmire, warned
researchers Rakhi Ghoshal and Anup Dhar, in 2012.
To a vast majority of Indians, Perambalur District in Tamil Nadu may be an obscure name, an
inconspicuous dot on the Indian landscape. But to a section of concerned policy-makers and
crusaders championing the cause of girl-child, it is a District where the alarm bells rang loud
and clear.
The district, with 83% of rural population, saw a sharp decline in the sex ratio (number of female
children born as against 1000 male children). From 965 in 2007-08 it touched an alarming 851
in 2010-11.
It therefore came as a beacon of hope and a whiff of fresh air when well-conceived, imaginatively-
conceptualized Save the Girl-Child Project emerged at the initiative of the Collector and
District Magistrate, who made his intentions clear right at the outset, of converting his plans to
into quick and firm action, in letter and spirit.
His relentless pursuit demonstrated that when the will to bring about the transformation becomes
an obsession, one can move even mountains! The outcome was an enviously remarkable change.
A district that ranked at lowest in Human Development Index and per capita Gross Domestic
District Product among all districts of Tamil Nadu, and one at a literacy rate of 74.68% figured
lower than the state average - is today the toast of the nation. It brought about a turnaround in
the scenario that stands as a classic achievable example for all Indian states and districts to
learn from, imbibe and emulate.
Objectives of the initiative
The initiative aimed at improving the sex ratio by eradicating the menace of female foeticide/
infanticide and ensuring an end to multiple sex-selective abortions, thereby reducing chances of
maternal mortality too. Apart from detecting the missing girl-child and saving her, the initiative
addressed providing a secured environment for her survival.
Parents, blood relations and public should realize and proudly welcome the birth of a daughter
as an occasion to celebrate not to rue, was the larger goal of the intervention.
Implementation Roadmap
Launched in August 2011, the endeavor was both to arrest and to reverse the decline in sex
ratio at birth using a multi-pronged strategy to ensure that the girl-child was not discriminated
against, even before birth.
Audits were carried out to have a detailed investigation of the abortions. With measures of
incentivization, it was ensured that every young mother was registered for Ante Natal Care
(ANC) in the Primary Health Centre (PHC) and the illegality of sex determination was firmly
drilled into her.
The field level functionaries were instructed to have a close follow up of all the ANC cases
registered.

4
firmly drilled into her.

The field level functionaries were instructed to have a close follow up of all the ANC cases
registered.

Highlights
Highlights ofof
thethe Project
Project:

Auditing all 2nd Trimester abortions to check whether it was

spontaneous or done after sex determination.

Auditing all male child births to ascertain whether the parents got
the sex determination done.

Holding meetings every second Tuesday of the month with Village

Health Nurses (VHNs), Auxiliary Nurse Midwife (ANMs),
Anganwadi Workers (AWWs) in order to facilitate close
monitoring and improve institutional deliveries.

Encouraging early registration for ANC (Ante Natal Care) to

facilitate subsequent tracking

Interfacing by the District Collector, directly with the nursing

homes of neighboring districts where sex determination tests
were being conducted and warning them to desist from
scanning and revealing the sex of the fetus, leading to the
amazing outcome of substantially reduced incidence of
abortions, thereafter.
Highlights of Save the Girl Child Initiative in Tamil Nadu
Highlights of Save the Girl Child Initiative in Tamil Nadu
Monitoring mechanism
At the field level, VHNs and AWWs maintained constant touch with pregnant women
Monitoring mechanism
in every village to ensure proper ANC.
Concerted campaigns were conducted on the perils of multiple abortions and early
At sterilization.
the field level, VHNs and AWWs maintained constant touch with pregnant women
in every
Healthvillage to ensure
Sub-Centres wereproper ANC.based on their performance on measurable ANC
monitored
indicators.
During the Mass Contact Programmes (MCPs) and Camps of the District Collector,
special attention was given to sensitize the public about the benefits given by the
Government to girl children, various programmes of social welfare department for
women and child welfare, and reservation policy of the government for women in
employment.
All the second trimester abortions were brought to the knowledge of the Medical
Officer (MO) for detailed investigation to find out the actual reason. Audit reports were
analyzed by the District Collector along with investigation report.
Village Health Nurses are responsible for 100% early ANC registration to identify
patterns and problem areas.
Health Sub Center (HSC) wise review was taken up monthly.
AWWs are responsible for close follow up of all AN mothers in HSC area, sharing data
with VHNs and attending review meeting at the PHCs.

5
 Monitoring Mechanism:
Monitoring Mechanism:
Role of Medical Officers and District Administration
Role of Medical Officers and District Administration

Medical Officers District Administration

Medical Officers District Administration
Interacting with pregnant mothers & educating Review of sex ratio at birth, monthly.
them in PHCs, Grama Sabha and other Panchayat
Interacting with pregnant mothers & educating Review of sex ratio at birth, monthly.
meetings on prevention of female feticide.
them in PHCs, Grama Sabha and other Panchayat Sensitizing public to various girl-child oriented
meetings on prevention of female feticide. benefit policies & schemes
Sensitizing public to various of govt.;
girl-child oriented
Auditing 2 trimester abortions & male child
nd Wide benefit policies & schemes of assistance
publicity about facilities and govt.; to
birth monthly
Auditing 2nd trimester audit.& male child
abortions Wide girl
publicity children
about & their
facilities mothers.
and assistance to
birth monthly audit. girl children & their mothers.
Reviewing activities against sex determination & Providing shelter to families with two girl
abortions
Reviewing in the combined
activities monthly
against sex review of&
determination children
Providing under
shelter housing with
to families schemes.
two girl
abortionsVHN with
in the Anganwadi
combined workers.
monthly review of children under housing schemes.
VHN with Anganwadi workers. Prevention of child marriages, realizing 60% of
174 cases of
Prevention ofdowry deaths arerealizing
child marriages, due to under-age
60% of
marriage.
174 cases of dowry deaths are due to under-age
marriage.

Success: The
Success: The Impact
Impact
Success: The Impact
The average sex ratio at birth of Perambalur district was 965 in 2007-08 and declined to 851
The average sex ratio at birth of Perambalur district was 965 in 2007-08 and declined to
during 2010-11. The decline got reversed and improved to 1016 in 2012-13.
The
851average sex ratio The
during 2010-11. at birth of Perambalur
decline got reverseddistrict was 965toin
and improved 2007-08
1016 and declined to
in 2012-13.
851 during 2010-11. The decline got reversed and improved to 1016 in 2012-13.

1050 1016
1016 961 953 974
1000
1050
974
Ratio

950
1000 961 953
861
Ratio

900
950 851
861
SexSex

850
900 851
800
850
750
800
750 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
(upto Aug
2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
2015)
(upto Aug
Year
2015)
Year
SexSex RatioatatBirth
Ratio Birth in
inPerambalur District
Perambalur District
Sex Ratio at Birth in Perambalur District
The average of second trimester abortion cases was reduced to less than 20 from 45 per month.
As a result, abortions came down to 420 during the year 2011-2012, an all time low in last six
years.
The district was able to register considerable success in restoring the sex ratio. During 2011-12,
the maternal deaths were 12. It fell to 6 during 2012-13.
Thereafter, thanks to the sustained initiative, no maternal deaths were reported pointing towards
improved ANC care.

6
As a part of gender specific intervention, the age of 1st delivery (Primi) registration improved
by 7 months, average hemoglobin and weight of the mother at the time of delivery increased
pointing to a better ante natal care.
Sustainability
The adverse sex ratio for girls not only had adverse impact on the overall population but also
disturbed social equilibrium. The awareness generated by the Health Department about skewed
sex ratio has earned demand for such interventions and has increased the sustainability of the
initiatives.
The actively involved and empowered health functionaries continued these interventions. They
were the prime movers for ANC registrations that formed the basis for monitoring and better
healthcare delivery.
The methodology of pregnancy audit for male child birth reduced resistance in the families for
sharing information pertaining to sex determination.
The Government of Tamil Nadu instructed all the district level officers to replicate the initiative.
The implementation did not require any extra staff or budgets and hence no additional funding
from any source.
Scalability
This initiative has already been up-scaled in all districts of the State.
These experiences can now be leveraged for addressing similar type of problems being
faced where laws were violated, such as in child marriages, drug-trafficking etc. In
these cases the parties like in the PCPNDT Act (the sellers & purchasers of services)
hide the transactions.
The initiative is driven by the Collector with the involvement of medical officers, VHNs,
AWWs and PRI functionaries.

Project Champion Speak

A strong health system and a strong health database of the state are integral to the success of
healthcare initiatives, particularly those with complex socio-economic dimensions such as Save
the Girl Child, observes Dr Darez Ahamed, Collector & District Magistrate who championed
the initiative. For example, it was essential to have a clear understanding of Sex Ratio at
Birth (SRB) both at the district level as well as at the village level. In case of Perambalur,
disaggregated Health Sub Centre wise SRB data was collected and analysed in order to address
the problem of female foeticide effectively recalls Dr. Ahamed.
A salient feature of this initiative is early Ante Natal Care (ANC) registration of all pregnant
women highlights Dr. Ahamed. He worked closely with Village Health Nurses (VHN), Angan
Wadi Workers (AWWS), Panchayat functionaries, Social Welfare and Health functionaries.
It was a coordinated effort. The AWWs were responsible for following up with the ante natal
women and shared the data with VHNs, who in turn had the for ensuring 100 percent registration
of all ante natal women. This helped us identify patterns and problem areas. In Perambalur, 90
VHNs were serving 120 villages with an approximate VHN Village ratio as 1:1.5. It was not
an easy task, states Dr Ahamed.

7
Dr. Ahamed points out the innovative aspects of the initiative as a) audit of all 2nd trimester
abortions to find out whether abortion was spontaneous or done after sex determination, and,
audit of all male child births to examine whether it involved any sex determination.
In his view, other factors which contributed to the success were continuous monitoring of the
scan centres, strict enforcement of the PCPNDT Act and fortnightly review meetings with
VHNs, AWWs and Medical Officers. Minutes of the meeting were then shared among PHCs of
Perambalur, for target-oriented and coordinated effort.
The initiative involves no additional expenditure, but is heavily dependent on inter-
departmental coordination. In case of Tamil Nadu, the program was implemented through
the departmental staff itself. A strong health system with well-knit manpower is crucial for
implementation shares Dr Ahamed.
Conscious decision not to engage contractual manpower for either sensitization of the
communities or for field level monitoring made the staff take ownership of the initiative with
accountability and they rose to the occasion admirably, recounts Dr Ahamed, giving due credit
to the implementation teams.
Finally, a well-rounded approach of sensitization of people on PCPNDT Act and the risks
they are bringing upon themselves of punitive action against sex determination and female
foeticide, awareness-building on the impact of continuous abortions on the health of the woman;
widespread publicity on the numerous government schemes for ensuring holistic development
and growth of the girl child as well as the welfare of the mother, contributed to the success of
the program avers Dr Darez Ahamed, in a tone of satisfaction.

8
STRATEGY FOR REPLICATION

Replicability
Sex ratio in India has shown a declining trend till 1991 after independence. However, an
increasing trend has been recorded after 1991 and in 2011 when it was 940 females per 1000
males.
Based on the Census of 2011, there is an immediate and pressing need to start initiatives where
there are negative trends. On that count, there is a high demand for replication.
That the initiative has no requirement for any additional resources makes its chances of being
chosen for replication, stronger.
Framework for Replication
The achievements at Perambalur are worthy of emulation but duplicating them without adjusting
for local situations may prove counter-productive.
Prior to replicating the initiative, it is essential for the state or district concerned to define the
problem to understand the pattern of the problem. The problem could be in the form of pre
birth deficit indicating female foeticide or post birth deficit denoting female infanticide. It is
equally important for the state to have data related to SRB at least till the block level for every
district.
Districts in the target state where the urgency to reduce adverse sex ratio is high are strong
candidates for the intervention.
Therefore, the challenges and opportunities require careful discussion in the local context with
the stakeholders concerned. Only a collective opinion can give birth to an effective strategy.
As regards prevention of female foeticide, it is essential to have early ANC registration of all
ante natal women. The District Collector should work closely with the State Department of
Health to make this a reality.
Continuous monitoring of the performance of VHNs and AWWs, regular review meetings
with all the relevant line functionaries, especially with staff from Health and Women and Child
Development are crucial for the success.
Analysis of each case of maternal mortality and infant mortality should be undertaken in the
district.
Rigorous campaigns against sex determination, female foeticide as well as sensitizing the
community about the PCPNDT Act, are essential ingredients for the initiative to be effective.
The community should also be educated about the government schemes available for girl child
and should be encouraged to avail the same.
The plan needs to consider the existing schemes, services and resources of the agencies
concerned like the Department of Health & Family Welfare, the Department of Women &
Child Development, Integrated Child Development Services etc. so that scope for dovetailing
could be explored. The various departments and agencies need to chalk out a common strategy
backed by targeted approach and coordinated effort.

9
SUCCESS STORY: RAJASTHAN

Background
SUCCESS STORY: RAJASTHAN
Rajasthan is Indias largest state by area (342,239 square kilometers) or 10.4% of India's
total area. Total population of Rajasthan as per 2011 census is 68,548,437 of which male
Background
and female isproportions
Rajasthan arestate
Indias largest 35,550,997 and 32,997,440
by area (342,239 respectively.orAt
square kilometers) the Census
10.4% 2011,
of Indias total
Rajasthan
area. Totalhad a literacy
population rate of 67.06%
of Rajasthan (80.51%
as per 2011 censusmale and 52.66%
is 68,548,437 female).
of which Although
male and female
Rajasthan's
proportionsliteracy rate is below
are 35,550,997 the national
and 32,997,440 average, At
respectively. thethe
State has been
Census 2011, praised
Rajasthanforhad
its a
literacy
efforts rate
and of 67.06% (80.51%
achievements male
in raising and
male 52.66%
and femalefemale).
literacyAlthough
rates. Rajasthans literacy rate
is below the national average, the State has been praised for its efforts and achievements in
raising male
Reasons and female literacy rates.
for replication
Reasons for replication
a. a.The
Theissue
issue
of of female
female foeticide
foeticide hashas assumed
assumed serious
serious proportions
proportions and and has turned
has turned into a
into social
grave a graveproblem.
social problem.
Therefore,Therefore, monitoring
monitoring of child of
sexchild sex ratio/sex
ratio/sex ratio at ratio
birth at
has
birth has
become become a priority.
a priority.

Trends
Trends in Child
in Child SexSex Ratio
Ratio ininRajasthan
Rajasthan 1971-2011
1971-2011
b. Decline in Child Sex Ratio as per Census 2011 from 2001 (888 from 909)
c. b.Prevention
Decline inofChild Sexbias
gender Ratio as pertoCensus
leading 2011incidences
unfortunate from 2001of(888 from 909)elimination
sex-selective
of foetus
d. c.Strengthening
Prevention the
of gender bias leading
implementation of theto unfortunate
PCPNDT Act incidences of sex-selective
elimination of foetus

d. Strengthening the implementation of the PCPNDT Act

10
 Comparative Child Sex Ratio (0-6 Years) of Rajasthan between 2001 and 2011

e. Child Sex Ratio (0-6 years)

District-wise Child Sex Ratio of Rajasthan (2010-11 & 2011-12)

f. District-wise Child Sex Ratio at Birth

11
 District-wise Child Sex Ratio of Rajasthan (2012-13)

Progress Report
Geographical coverage
All 33 districts of Rajasthan have been chosen for the initiative. Multiple initiatives are being
taken up to prevent foeticide, which are as follows:
i. 104 Toll Free Service
Using the 104 Toll-free services, the citizens can file complaint against sex determination/
selection, which is an easy way to access.

Information on Services offered by 104 Toll-Free Number

12
ii. ii. Doctors
Doctorsfor Daughters
for Daughters
InBikaner,
In Bikaner,thethe scheme
scheme waswas initiated
initiated and and vulnerable
vulnerable girls adopted
girls were were adopted
by the by the doctors.
doctors.
These doctors supported the education and provision of health services
These doctors supported the education and provision of health services for forthe
theadopted
adopted girls.
girls.
The
Theinitiative
initiativeis is
also being
also rolled
being out in
rolled Jaipur
out district.
in Jaipur district.

104 Toll Free

No. Service
Mukhbir Doctors for
Yojna Daughters

Tracking Improving
Device for value of Girl
Sonography child

Initiatives
to prevent
female
foeticide
SMS to
pregnant Beti Janam
womans cell Badhai
no. about 104 Sandesh
facility

Monitoring Mukhyamantri
system for Shubh-Laxmi
PCPNDT Act Yojna
Online
payment for
JSY & SLY

iii. iii.
Improving
Improvingvalue
valueof of Girl
Girl child
child

Jamna:Normally,
Jamna: Normally,thethe birth
birth of male
of male childchild
was was celebrated
celebrated in areas.
in rural rural areas.
In orderIntoorder to
improvethe
improve thevalue
valueofof female
female child,
child, celebration
celebration of birth
of birth of female
of female child
child was setwas set in motion
in motion
by the Health Department
by the Health Department.
iv. Beti Janam Badhai Sandesh
iv. Beti Janam Badhai Sandesh
It means a congratulatory message, signed by the Honble Chief Minister which is
Itgiven
meanstoaevery mother who
congratulatory comessigned
message, to government institutions
by the Honble for delivery
Chief Minister which isand is blessed
given
with
to a baby
every girl.
mother who comes to government institutions for delivery and is blessed with
a baby girl.

Beti Janam Badhai Sandesh

13
 Beti Janam Badhai Sandesh

v. Mukhyamantri Shubh-Laxmi Yojna (MSLY)

v. Incentive amount to bonafide

Mukhyamantri women
Shubh-Laxmi residents
Yojna (MSLY)of Rajasthan on live birth (girl-child) on
institutional delivery at government health centres, hospitals and accredited private
hospitals
Incentive amount to bonafide women residents of Rajasthan on live birth (girl-child)
on institutional delivery at government health centres, hospitals and accredited private
hospitals

Payment at the birth of Girl-Child (Live) Rs. 2,100

Payment at the girl's age of 1 year Rs. 2,100

Payment at the girl's age of 5 years Rs. 3,100

Total Payment under MSLY Rs.7,300

Incentives provided under Mukhyamantri Shubh-Laxmi Yojna on Live Birth (Girl-Child) at

Government Health Centres, Hospitals and Accredited Private Hospitals

vi. Direct Benefit Transfer (Online payment system for Janani Suraksha Yojana (JSY)
& Shubh Lakshmi Yojana (SLY)
Started in 2015, this initiative enables direct benefit transfer to the beneficiaries under
Janani Suraksha Yojana and Shubh Lakshmi Yojana at the Community Health Centre
and above. The features of this initiative are as follows:
It covers more than 600 government health institutions.
Payment transfers to more than 2000 cases per day
Payment transferred from August 2015 to February 16
- Janani Suraksha Yojana 55.35 Crore for 3.91 Lac cases
- Shubh Lakshmi Yojana 41.00 Crore for 1.94 Lac cases
Payment Realisation (online) - 97 %
vii. IMPACT Software - Integrated Monitoring system for PCPNDT Act
The Integrated Monitoring system for PCPNDT Act (IMPACT) Software is a platform
for complaints against patients who demand sex-determination. The system is designed
and developed by the National Informatics Centre (NIC), Rajasthan.
More than 1470 functional sonography centres are registered online. In addition, more
than 2025 tracking devices have been installed.

14
 Snapshot of web Portal of Integrated Monitoring System for PCPNDT Act (http://pcpndt.raj.nic.in)

The features include Real-time, Anytime Anywhere access monitoring of Form-F and Day End
Summary built with a robust database of centres and associated information e.g. Equipment/
Radiologist/ Tracking device etc. It includes an integrated SMS facility with reminders for
renewal of centre registration.
An SMS provision is also made on Impact Software for Doctor, if pregnant lady and/or her
relatives ask for sex selection/determination.
Wide publicity has been carried out about this provision and it has created a sense of fear among
those who think any sonography centre can be used for sex selection by paying extra money.

SMS Provision for reporting against cases of Sex Selection / Determination

viii. SMS to pregnant womans mobile number to create awareness about 104 Toll Free
Number for complaining sex-determination activity

dU;k Hkzw.k gR;k t?kU; vijk/k gSA fyax ijh{k.k dh fkdk;r 104 uacj ij
fu%kqYd ntZ dh tk ldrh gSA fpfdRlk ,oa LokLF; foHkkx] jktLFkku ljdkjA
SMS to pregnant Womans Mobile Number, creating Awareness on the 104 Toll-Free Number

ix. Tracking Device

It is installed with the sonography machine in a tamper-proof manner, with a common
power supply with sonography machine. It captures the screen of sonography machine
and records it in compressed and encrypted form.

15
It stores data for a period of two years and sends the status through GPRS/ SMS signal.

Block Diagram of Sonography Machine and Tracking Device

x. Mukhbir Yojana
Under this Scheme, the state government declared an award of Rs.2,00,000 to the
Mukhbir for giving authentic information on sex selection. A total of 30 decoy
operations are conducted across the State, cumulatively.
Under this scheme, 40% of the award amount is given to informant, other 40% is given
to the pregnant lady and the remaining 20% is given to the attendant of the pregnant
woman.

Breakup of Award under Mukhbir Yojana for Authentic Information on Sex Selection

16
 Training, Effective public Issuance of Effective Timely review
Workshops communication circulars, monitoring meetings of
and through press office orders, of state officials
Orientation conferences guidelines as sonography & district
about theHighlightsand
of
press
the project per centres and PCPNDT
scheme andHighlights of the
releases project
requirements devices for coordinators
technology ensuring
compliance

Training, Effective public Issuance of Effective Timely review Creating a

Workshops communication circulars, monitoring meetings of network of
and through press office orders, of state officials informers
Orientation conferences guidelines as sonography & district and
about the and press per centres and PCPNDT conducting
scheme and releases requirements devices for coordinators decoy
technology ensuring operations
compliance

Sharing among peer groups

During the "National Seminar on e-Initiatives in Healthcare in Rajasthan" infor

Sharing
Sharing among
among peer groups
about IMPACT Software was shared with participants from Other States.
During
During the
theNational
"National Seminar
Seminaron
one-Initiatives
e-InitiativesininHealthcare
HealthcareininRajasthan
Rajasthan"information
informationabout
IMPACT Software
about IMPACT was shared
Software with with
was shared participants fromfrom
participants Other States.
Other States.
Teams from Haryana and Gujarat visited Rajasthan to learn about IMPACT Software
Teams from Haryana and Gujarat visited Rajasthan to learn about IMPACT Software.
Teams from Haryana and Gujarat visited Rajasthan to learn about IMPACT Software.
Monitoring mechanism
MonitoringMonitoring
mechanism mechanism
State supervisory Board under the Chairmanship of Honble
State supervisory
Health Minister Board under the Chairmanship of Honble
Health Minister
State Advisory Committee

State Advisory Committee

A three-member State Appellate Authority

Duly appointed district/sub-divisional appellate authorities

A three-member State Appellate Authority
Red Alert SMS for reporting complaints by doctors

Tracking of sonography cases on a random basis to check

Duly appointed
abrupt abortiondistrict/sub-divisional
rates appellate authorities
Regular inspections by the appropriate authorities
Red Alert SMS for reporting complaints by doctors
Decoy Operations

Tracking of sonography cases of

Monitoring Mechanism onthea Initiative
random basis to check
abrupt abortion rates

Regular inspections by the appropriate authorities

Decoy Operations

Monitoring Mechanism
Monitoring Mechanism of the Initiative
of the Initiative

17
Challenges
Challenges
The challenges faced during the implementation of the initiative are as follows:
Challenges
The challenges faced during the implementation of the initiative are as follows:

The challenges faced during the implementation of the initiative are as follows:
Large
geographical area
with difficult Mindset of people
Large
terrains (desert, of preferring male
geographical area
hills, tribal and children
with difficult
hard to reach Mindset of people
terrains (desert,
areas) of preferring male
hills, tribal and children
hard to reach
areas)

Resistance to
technological
Limitations of
innovation & Use
resources and
ofResistance to
computerized
partnerships with technological
Limitations of online means for
service providers innovation & and
Use
resources and data capture
of computerized
tracking.
partnerships with
online means for
service providers
data capture and
tracking.
Challenges faced in the Implementation of the Initiative
Challenges faced in the Implementation of the Initiative
Steps Taken To Address Challenges
Challenges faced in the Implementation of the Initiative

Steps
Steps Taken
Taken To Address
To Address Challenges
Challenges

Constant
Use of technology to
trainings/orientation
overcome the
of State Officials and
geographical issues
District Coordinators
Constant
Use of technology to
trainings/orientation
overcome the
of State Officials and
geographical issues
District Coordinators

Oath taking ceremony

Innovative schemes conducted, by
like Mukhbir/decoy involving public on a
large scale.
Oath taking ceremony
Innovative schemes conducted, by
like Mukhbir/decoy involving public on a
large scale.

18
Success:
Success: The Impact
The Impact
Theactions
The actionstaken
taken by
by Appropriate
Appropriate Authorities
Authoritiesininthe State
the (Till
State Dec,
(Till 2015)
Dec, 2015)

Registrations since inception of the Act

(Govt. 204 + Pvt. 2288) 2,492

Inspections 8,157

Suspension / Cancellation 185 / 395

Seal and seizures 432

Complaints filed in the Court 626

Convictions against Sonography Centres,

including dealers / suppliers of the 116
machines

The initiative won the award in the 33rd SKOCH Summit for SMART Governance, in
The initiative
Sept. 2013. won the award in the 33 SKOCH Summit for SMART Governance, in Sept.
rd

2013.
Teams from three States - Haryana, Karnataka and Uttarakhand visited the State to learn about
the implementation
Teams of IMPACT
from three States software
- Haryana, and sought
Karnataka andthe assistance of
Uttarakhand the State
visited the in replicating
State to learn
the initiative
about in their respective
the implementation States. software and sought the assistance of the State in
of IMPACT
replicating the initiative in their respective States.

o0o

19
20
SKILL DEVELOPMENT PLACEMENT LINKED
VOCATIONAL TRAINING PROGRAMME IN GADCHIROLI
DISTRICT, MAHARASHTRA

We are conscious that our challenges are vast across

Indias immense social and economic diversity but we draw
confidence from the unity of our nation. Even more, we get
our energy from the aspirations of a young India, with 800
million youth under the age of 35 years.

- Shri Narendra Modi, Honble Prime Minister

21
ORIGINAL INITIATIVE

Background
It is important how we view the youth of our nation. To simply consider them as new-age
voters will be a big mistake. They are the new-age power.
Honble Prime Minister Shri Narendra Modis statement underlines the importance of youth
power. With approximately 356 million in the age group 10-24 year, India has the worlds
largest youth population, according to The Power of 1.8 billion, a report on the State of the
Worlds Population compiled by the United Nation Population Fund (UNFPA).
The darker side of the power of youth is that the younger generation is devoid of adequate
job opportunities and gainful means of livelihood, which is one of the biggest challenges in
the country. Joblessness would indeed lead to frustration and such desperate youth can be
conveniently lured by anti-national elements or terrorist outfits to carryout unlawful activities.
Quite a few efforts have been made to bring respite to the harrowed youth. An inspiring example
is the attempt by the Maharashtra government to empower youngsters with job-oriented
skills, when it came up with a unique programme that is aptly themed as Skill Development:
Placement-linked Vocational Training Programme.
The Government zeroed in on Gadchiroli district, one among
the countrys 250 most backward districts, to implement
the initiative. According to 2011 Census, there are 250,000
households in Gadchiroli with a population of 10,72,942 while
the average size of the family is 4.3. There are 982 females
per 1000 males in the district. Scheduled Castes constitute
11.3 per cent of the total population, while Scheduled Tribes
are at 38.7 per cent. Gadchiroli district, like Chandrapur and
Gondia districts, has been included in the red corridor
owing to prevalence of left-wing extremism in the State.
Rain-fed agriculture is the main occupation of people of the
district. According to Economic Survey of Maharashtra, it has
the highest work participation rate in the State at 54.5 per cent
(59.7 per cent among males and 49.1 per cent in females). Out of the total number of workers,
67.2 per cent are main workers and 32.8 per cent are marginal workers. Also, 38.6 per cent are
farmers, 42.4 per cent are agricultural laborers, while 1.9 per cent work in household industries.
It is against this background that the initiative was first grounded in Gadchiroli.
Objectives
a) To provide industry-specific training to under-employed and unemployed youth
b) To provide placement support on successful completion of training
Implementation Roadmap
Knitting together small ideas from several individuals can yield unexpected, but phenomenal,
results. In 2012, when personnel from the Forest Department were interacting with the think

22
tank of Indian Institute of Technology (IIT) Mumbai for initiating bamboo-based industry in
the district, they learnt about Pratham Education Foundation, an NGO that provides skills to
rural school dropout youth with placement assurance. Consequently, a total of 277 students
were sent to Pratham in two batches to receive training in hospitality and construction, starting
in January 2012. 58 per cent of those who enrolled completed the programme and 93 per cent
of the successful students got placed in various organizations across India. Delighted with the
response and progress of the initiative, the District Collector decided to expand it further, in
scale and scope.
Highlights of the initiative
Drawing inspiration from the Pratham example, the Director of Self-Employment came up
with a new scheme based on state level policy and thus was born the Career Guidance and
Counseling Centre (CGCC) in Gadchiroli district. Proposals were called for establishing such
a centre and Pratham was selected, based on its proven credentials. An MoU was entered into
on a pilot basis, from January 2013 for a period of six months.
The highlights of CGCC were:
To provide employability solution to all job seekers including fresh graduates, school
dropouts, 10th/12th pass students, incumbent workers, ITI graduates, or any one
requiring skill up-gradation by training them on the infrastructure available in the
CGCC.
To assess the skills of the job seekers and make them industry-ready by way of training
and certify them accordingly.
To establish relationships with industries in and around Gadchiroli district so that they
could source their manpower requirements from the CGCC.
Thus, the model was to provide services such as assessment, counseling and placements,
through tie-ups with partners. This would also help create and maintain a centralized database
of youth seeking employment, along with their skills and capabilities.
The initiative needed wide-publicity, mobilization and enrolment of youth. Accordingly,
Pratham placed one mobilizer in each Taluka. Given the fact that a variety of languages are
spoken in the district, those well-versed with the local dialect were selected. Moblisers played
a vital role in taking forward the initiative.
The next key step was to select candidates to impart training. Employable youth who registered
themselves with the CGCC were assessed on the basis of general awareness, mathematics,
reading, confidence and communication skills. They were further counseled by showing to
them Pratham vocational training programme videos. Based on the qualifications, interest and
knowledge levels of candidates, mobilisers discussed with the candidates and their family
members about the vocational stream in which they have interest.
As per the agreement signed in 2015, fee towards training and placement for students is being
paid by the District Skill development Executive Committee in four installments, as follows:

23
 VOCATIONAL SKILL TRAINING PROGRAMME as per MOU

S. Vocational/ Course Trainee Training Industry Partners

No. Trades Duration Per Centres
TRAINING (As per Head
MES) Cost
(Rs.)
1 HOSPITALITY 8th Pass 2 Months 16,000 Aurangabad, Sun and Sand at Shirdi
*Food/ Beverage Yeotmal,
Taj Gateways,
Satara, Bhopal
*Housekeeping (MP) Mangalore
*Food Production Lords Inn, Gujarat,
Laguna Resorts,
Lonavala,
Taj Deccan,
Hyderabad
Pluz resorts, Silvasa,
Vivanta at Mercara,
Rama international,
Aurangabad, Gateway
Hotel Surat, Barbeque
Nation, Pune
2 CONSTRUCTION 5th Pass 3 Months 14,000 Latur, L& T
*Masonry Ahmednagar
*Bar bending
*Farm work
3 AUTOMOBILE 5th Pass 3 Months 18,000 Kohlapur, Tata Motors
Motor Mechanic Sagar, Raipur
Neosym Industries,
4 wheeler Pune,
Unnati Motors,
Nagpur
Eicher Motors, Panvel
Lawanya Motors, Hyd
Provincial Tractors,
Nagpur
Bafna Motors, Nerul
Pratibha Showroom,
Osmanabad,
VRM Motors,
Dombivali
4 WELDING 5th Pass 1 Month 10,000 Latur, Nasik L & T
5 ELECTRICIAN 5 Pass
th
2 Months 18,000 Ahmednagar, L & T
Kholapur,
6 BEDSIDE 8th Pass 3 Months 18,000 Nasik, Sai Darshan, Baramati
ASSISTANT Ahmednagar
7 TALLY 10th Pass 2 Months 14,750 Kamptee S. B. Infotech, Nagpur
Nagpur
8 RETAIL 10th Pass 2 Months 15,000 Ramtek, Future Value
Nagpur
Big Bazar
Eureka Forbs, Nagpur
9 DATA ENTRY 10th Pass 2 Months 14,500 Kamptee, Gega Infotech, Nagpur
OPERATOR Nagpur
10 BANKING & 10th Pass 2 Months 14,750 Ramtek, Ngp Axcess Group, Ngp
FINANCE

24
The costs include mobilization, awareness, assessment, counseling, food, travelling,
accommodation and training, a pair of uniform, study material, placement & post-placement
tracking services.
With the help of the Skill Development Vocational Training programme, trained/placed
candidates are getting Rs. 5000 to Rs 12000 per month, which in effect brought the family out
of the Below Poverty Line (BPL) economic category.
Monitoring mechanism
Pratham deployed personnel at various locations where the trained students were placed in order
to provide much needed support. These personnel accompanied youth to the organizations in
which they were placed and supported them in completing the formalities. Also, a counselor
was in regular touch with the candidates for the initial six months. The feedback received from
the employers helped the officials to strengthen the system.
Success: The Impact
According to placement data of students enrolled in the first ten batches, 66 per cent of the total
students placed in hospitality industry completed at least six months in their job, successfully.
Trained youth were placed in popular hotels such as Sun and Sand at Shirdi; Taj Gateway,
Mangalore; Lords Inn, Gujarat; Laguna resorts, Lonavala; Taj Deccan, Hyderabad; Pluz
resorts, Silvasa; Vivanta at Mercara; Rama international, Aurangabad; Gateway Hotel, Surat;
Barbeque Nation, Pune etc. The trained youngsters are earning anywhere between Rs. 3500
to Rs. 8500 per month. A large percentage of students (65 per cent) received a starting salary
ranging between Rs.4500 and Rs.5500.
In case of students placed in automobile industry, 42 per cent of the youth from the first ten
batches continue to work in the industry successfully. These students have been placed with
Neosym industries, Pune; Unnati motors at Nagpur; Eicher motors, Panvel; Lawanya motors,
Hyderabad; Provincial tractors, Nagpur; Bafna motors, Nerul; Pratibha show room, Osmanabad;
VRM motors, Dombivali either as helpers or assistant mechanics. A large percentage of
students (67 per cent) earn salaries ranging from Rs.3000 to Rs.4500. Companies also provide
accommodation to 30 per cent of the students.
Thus, the programme impacted the quality of life of the trainees for the better. Besides providing
them with regular employment and instilling in them a sense of identity and confidence, it
helped their families to move out of economic impoverishment.
i. The immediate impact was that it brought about respectable and stable earnings to the
youth.
ii. A number of candidates ventured into the world outside their village for the first time.

25
 Year Taluka/ Students Selected Trained Placed % Retention
Village Mobilized- for 6 months &
Visited Assessment- training above
Counseling
2012-13 357 657 524 371 289 77
2013-14 1022 4830 930 684 654 93
2014-15 1431 4921 708 406 288 71 59 %
2015-16 150 91 91 In Progress
Total 2960 10500 2253 1461 1231 84

Skill Development Programme - Progress

iii. New skills and a job with a starting pay of Rs. 7,000, boosted the confidence levels of
the youth. It brought hope and brightness into their lives.
iv. The youth were initiated into the job market and were groomed for jobs interviews.
v. More than 2,000 families benefited from their young children getting employment
vi. There was a significant reduction in youth getting recruited by the left-wing extremists.

26
Hospitality, Construction & Automobile Trade: On-The-Job Training

27
Mobilization, Orientation and the selected Students on their Way to the Training Centre

28
Sustainability
This skill development programme has a high degree of sustainability. The strategy of the
initiative, in close dovetailing of the initiative with the Union Governments Deen Dayal
Upadhya - Grameen Kaushalya Yojana (DDU-GKY) vastly improved its potential and
beneficial power.
Adequate budgets earmarked for skill building under various schemes for forest dwellers of
the Ministry of Tribal Affairs, schemes of Department of Environment, Forest and Climate
Change, Panchayat Raj and Rural Development (e.g. DDU-GKY), Youth Affairs, ensuring
fund flow for this laudable initiative and ensuring its sustainability.
Yet another salient feature of the initiative is community involvement. There is an established
bond between the unemployed youngsters and mobilisers of the respective areas, contributing
to the initiative continuing. The persons trained in initial batches are now successfully working
in Mumbai, Pune, Panaji and Nagpur, earning a decent livelihood for themselves and their
families. All these are contributory factors for sustainability.
The training agencies have MoUs with industry for the latter to recruit trained youth for labor
needs. This is the cornerstone of sustainability.
Scalability
Till date the candidates were trained in hospitality, construction and automobile industry,
catering well to the manpower needs in these sectors. Now the District Committee is planning
to scale up and foray into 13 more disciplines. To facilitate this and broaden the employment
horizon, the National Skill Development Corporation has developed standards of skills from
1-4 & 5-10 levels.
Project Champion Speak
Livelihood is the biggest need of tribals in Gadchiroli. So, we designed this skills-upgradation
programme where travel, accommodation and training expenses of the youth are fully taken
care of, with guaranteed placement recounts Shri Abhishek Krishna, who championed the
initiative as District Collector, Gadchiroli.
Its a first-of-its-kind PPP initiative that has been huge hit beams Shri Krishna with satisfaction.
Its popularity can be gauged from the number of forms distributed in thousands among the
youth for enrolment and the filled-up ones received. We were targeting training and jobs for at
least 2,500 candidates a year avers Shri Krishna.
Educated up to standard X, candidates get trained in house-keeping, waiting on tables, repairing
automobiles, masonry, etc. A survey by the National Skills Development Corporation showed
these sectors will have the most employment potential in future. This contributes hugely to the
sustainability of the initiative shares Shri Krishna, exuding confidence.
Successor incumbent Shri Ranjit Kumar ascribes the accomplishment that won them the coveted
Public Administration Excellence Award of the Honble Prime Minister, to the needs-driven and
individual-preferred focus of the skill building exercise. It has to be a virtuous combination of
the interests of the individual, customized training by the institution and fulfillment of the skill
sets that industry seeks in hiring the youth adds Shri Kumar.
Outsourcing the skill provisioning makes good sense, since the caveat incorporated in the
agreement with the training outfit ensures that payments would be made only when 70% of the
batch is placed in jobs states Shri Kumar. This brings in result-orientation and concomitant
responsibility and accountability in the agency, feels Mr Kumar.

29
STRATEGY FOR REPLICATION

Replicability
The initiative has a potential for replication in regions having tribal population, particularly
in hardship districts affected by the influence of left-wing extremism in states like Bihar,
Jharkhand, West Bengal, Andhra Pradesh, Chhattisgarh and Telangana. Already, there are
Training-cum-Production Units (TCPCs) established under Tribal Area Development Plans
by several state governments. This strategy can be incorporated by states into their respective
training centres, so that the proven initiative could be adopted as a measure to bring the youth
into the mainstream of the society, with tangible gains.
Dedicated training agency and its commitment to the cause is prime factor in the success of
initiatives of this kind. It is therefore essential to have the right agency that can collaborate well
with industries.
Framework for Replication
Districts that are away from main land and are affected by insurgency or other local disturbances
might be the right places for intervention.
A careful analysis of trades/skills required/desired and competence mapping of the youth are
crucial for the selected area. The skill choices can be broadened after creating adequate level of
awareness about them through various campaigns, including government channels, PRIs and
local media.
Potential training agencies should be identified after obtaining the opinion of local institutions
and ascertaining their credibility.
Prior to preparing action plan framework, existing schemes of the state or GoI like DDU-GKY
and the resources available under them should be taken stock of.

30
 SUCCESS STORY: CHHATTISGARH

SUCCESS STORY: CHHATTISGARH

Background

Gadchiroli in Maharashtra and Dantewada in Chattisgarh share a common feature, i.e. Left
Background
Wing Extremism (LWE) in tribal areas and the support it gets from the gullible unemployed
Gadchiroli in Maharashtra
tribal youngsters. In a bidandtoDantewada
wean awayinthe Chattisgarh
youth fromshare a common
falling feature,
prey and make i.e. Left
their lives
Wing Extremism (LWE) in tribal areas and the support it gets from the gullible unemployedwas
better by providing them with tangible livelihood opportunities, a Livelihood College
opened
tribal at Dantewada
youngsters. In a bid toinwean
2011. The
away theinitiative
youth from was recognized
falling prey andwith
makethe
theirHonble Prime
lives better
by providing them with tangible livelihood opportunities, a Livelihood College was opened atThe
Minister's award for excellence in public administration for the year 2011-12.
experience from the Gadchiroli initiative is contributing to the strengthening of the
Dantewada in 2011. The initiative was recognized with the Honble Prime Ministers award for
endeavors in Chhattisgarh.
excellence in public administration for the year 2011-12. The experience from the Gadchiroli
initiative
Fourteenis contributing to the strengthening
out of 27 Districts of the StateofaretheLWE
endeavors in Chhattisgarh.
affected, of which eight rank in the 35
worst LWE-hit
Fourteen out of 27districts of the
Districts country.
of the State Considering the success
are LWE affected, and suitability
of which eight rank of
in the
the model
35
for Chhattisgarh Livelihood Colleges were set up in all 27 districts of the State.
worst LWE-hit districts of the country. Considering the success and suitability of the model for
Chhattisgarh Livelihood Colleges were set up in all 27 districts of the State.
Progress Report
Progress Report

27 Livelihood Colleges were established in 27 Districts initially.

One more Livelihood College was established in Antagarh block of Kanker District.

MoUs are being entered into with institutions of national repute.

Three Livelihood Colleges are currently running in PPP mode under CSR activity of reputed
corporate entities.
Placement percentage is very high in these colleges.

ICICI Academy for Skills has placed 98.95% of beneficiaries.

Gariaband College of Security eplaced 81% of the candidates.

Expressions of Interest have been invited for all 27 Livelihood Colleges to select the best
training partners operating at the national level, for each college.

Skill development training has been extended to jail inmates too.

In order to provide skill development training to jail inmates, private trainers from reputed
In institutions
order to provide
have skill
beendevelopment
roped in totraining
maximize to jail
theinmates, private opportunities
employment trainers from reputed
for them,
institutions
especiallyhave been roped in to maximize
for self-employment after theythe
areemployment
released andopportunities for them, especially
rehabilitated.
for self-employment after they are released and rehabilitated.
Highlights
Highlights of of
thethe Initiative
Initiative
Optimum Utilization of Government Infrastructure
To optimally utilize the available training capacity, infrastructure available elsewhere in the
State is also being put to use for skill development. A total of 1,878 government institutions
have been registered as training providers for Skill Development.
From among them, 95 ITIs, 13 Polytechnics, 18 Horticulture Nurseries, 10 Krishi Vigyan
Kendras, 21 Veterinary Hospitals and 351 other Government institutions have already started

31
 the State is also being put to use for skill development. A total of 1,878 government
institutions have been registered as training providers for Skill Development.

From among them, 95 ITIs, 13 Polytechnics, 18 Horticulture Nurseries, 10 Krishi Vigyan

Kendras, 21 Veterinary Hospitals and 351 other Government institutions have already
providing skills-oriented
started providing training. A multi-pronged
skills-oriented strategy is being
training. A multi-pronged put in
strategy is place
being for
putholistic
in place for
approach and qualitative outcomes.
holistic approach and qualitative outcomes.

18 Horticultural 13 Polytechnics 10 Krishi Vigyan

Nurseries Kendras
21 Veterinary
Hospitals

95 ITIs

352 Other
Government
Institutions

Institutions that
Institutions that commenced
commenced Skill Development
Skill Development Training Training

Optimum Utilization of Government

Infrastructure

Technology Initiatives - Web Portal of CSSDA

Preparation of Comprehensive Database of

Beneficiaries
Harnessing the local employment
opportunities completely
Three-Year Perspective Plan for Skill
Development of youth
Initiatives to Improve the accessibility and
quality of training
Highlights of the Skill Development Initiative in Chhattisgarh
Highlights of the Skill Development Initiative in Chhattisgarh

Technology Initiatives- Web Portal of CSSDA

Chhattisgarh State Skill Development Agency (CSSDA) portal has made skill development
activity information easily accessible and available, in Chhattisgarh. Reports on all skill
development programs are available online. 32
Technology Initiatives - Web Portal of CSSDA
Chhattisgarh State Skill Development Agency (CSSDA) portal has made skill development
activity information easily accessible and available, in Chhattisgarh. Reports on all skill
development programs are available online.

Snapshot of the CSSDA Portal (www. cssda.cg.nic.in)

The CSSDA web The portal (www.

CSSDA cssda.cg.nic.in)
web portal facilitates
(www. cssda.cg.nic.in) online
facilitates registration
online registration of beneficiaries,
of beneficiaries,
sector and course information, registration of VTPs (Vocational
sector and course information, registration of VTPs (Vocational Training Providers), Training Providers),
sponsors,
sponsors, employers etc.
employers etc.
Information related to status of training, evaluation and placement in any district can also
Information related
be to statuseasily
accessed of training,
on the Webevaluation
Portal. and placement in any district can also be
accessed easily on the Web Portal.
Preparation of Comprehensive Database of
Preparation of Comprehensive Beneficiaries
Database of Beneficiaries

Skill requirements and preferences of 7,74,495 youth (Rural 6,49,381 and Urban 1,25,114;
Skill requirements and preferences of 7,74,495 youth (Rural 6,49,381 and Urban
Male - 4,20,535 and Female 3,53,960) have been identified through a needs - based skill
1,25,114; Male - 4,20,535 and Female 3,53,960) have been identified through a needs-
survey in all the 27based
Districts of Chhattisgarh.
skill survey in all the 27 Districts of Chhattisgarh.

Male Female
4,20,535 3,53,960

Youth
7,74,495

Urban Rural
1,25,114 6,49,381

Survey Details
Survey Details

Unique Skill Identity Number is generated for every youth whose details will enable
Unique Skill Identity Number is generated for every youth whose details will enable tracking
tracking the prospective trainees skill cycle i.e. from counseling to placement to retention
the prospective trainees skill
for at least threecycle i.e.
months . from counseling to placement to retention for at least
three months.

33
Harnessing the local employment opportunities completely
i. Skill Gap Analysis for each district
All districts have requirements of different skill sets, considering the fact that the nature
of industries present/upcoming in a particular district, the agro-climatic conditions in it,
and the natural resources.
Considering these facts, skill gap analysis workshops were held in all 27 districts of
Chhattisgarh in September 2015 under the supervision of the District Administration.
Experts and Employers from various fields along with various heads of departments in
the district mulled over the issue and came out with a specific list of skill sets whose
requirement was being felt but there was a paucity of skilled personnel, for each district.
ii. Developing standard curricula for local skills as per NSQF standards
During skill gap analysis in various districts, the need for skilled personnel in certain
local skills was strongly felt. Thirty six such skills were therefore identified in various
sectors like construction, agriculture, sericulture, forest, rural industries like handlooms
and handicrafts.
Curricula are being designed for aforementioned skills as per NSQF (National Skills
Qualifications Framework) standards with the help of Central Staff Training & Research
Institute (CSTARI), Kolkata and Regional Directorate of Apprenticeship Training
(RDAT), Kanpur.
Three-Year Perspective Plan for Skill Development of youth
Based on the data compiled through Household Skill Survey 2015 and Skill Gap Analysis
carried out for each district in September 2015 Perspective Plan for skill development
for each district for youth has been made for 2016-17 to 2018-19. It includes Counseling
Plan, Information, Education and Communication (IEC) Plan and Placement Plan as well.
Accordingly, a Perspective Plan is also being made for the entire State.
Initiatives to Improve the Accessibility and Quality of Training
Counseling at the doorstep is being organized through Skill Gram Sabha to involve greater
number of youth. Attempts to increase the number of Vocational Training Providers at Block
level is on. Hindi Training Manuals have been developed for seven sectors as of now- and the
number is being increased constantly to help beneficiaries. Initiatives like Facebook connect
by Chief Minister to ensure IEC of skill development activities in the State are adding to the
innovation and popularity of the initiative.
Biometric devices for attendance and their linkage with CSSDA portal has been made
compulsory for all VTPs.
Success: The Impact
Since 2012, a total of 2,79,096 beneficiaries have been trained under various schemes
of the Central and State governments. Of this, a total of 28,749 beneficiaries have been
trained in Livelihood Colleges.
Placement has improved substantially. For Livelihood Colleges, the percentage has
risen to 45%. For colleges (skill development centres) running under Public Private
Partnership PPP mode, the placement is as high as 98.95%.

34
 As many as 3,038 training providers have been registered with State Skill Development
Authority for providing training in 602 courses under 78 sectors.

ICICI Academy for Skills A Joint Venture with State Project Livelihood

India is a youthful country. A country with such a major percentage of youth has the
capability to change not only its own, but the fate of the entire world.
- Shri Narendra Modi, Honble Prime Minister

35
SUCCESS STORY: GUJARAT

Background
Gujarat is referred to as the Jewel of Western India, because of its enterprise, entrepreneurial
spirit and contribution to the socio-economic well-being of the country as a whole. Spurred by
the Gadchiroli initiative and other similar endeavors in states like Chhattisgarh, the state came
up with a similar initiative, Kaushalya Vardhan Kendra (KVK), for the benefit of unemployed
rural population.

KVK was conceptualized in a Chintan Shibir held at Dhordo (Kutch) in December 2009 and an
institute to impart desired skill training at the doorsteps of the rural population was launched.
Courses were designed on the basis of participatory approach of Kaushalya Sabha in the
villages and as many as 500 KVKs were established in four phases across the State since 2010.

All villages having a population of above 5000 in general and 2500 in tribal areas are covered
with skill centers within a 15kms cluster.

36
Progress Report
Progress Report
Strategies adopted to bring transformation
Strategies adopted to bring transformation

Strategies Adopted for The Implementation of The Initiative

STRATEGIES ADOPTED FOR THE IMPLEMENTATION OF THE INITIATIVE

Adoption of WISH Approach

Adoption of WISH Approach

W I
Women Industry
Oriented Specific
Courses Courses

S H
Soft Skill Hard Core
Related Traditional
Courses Courses

WISH Approach for Implementation of the Initiative

WISH Approach for Implementation of the Initiative

37
 Initiatives undertaken as part of the WISH Approach

Training model
1. Minimum Four Courses
Batch size of 20 trainees/course
Employability skill component in all courses
Basket of 483 Short Term Courses - 40 hrs to 576 hrs
2. Certification
Gujarat Council of Vocational Training(GCVT)
3. Nominal Fees of Rs 50/course
Free for SC, ST, Women, PH & BPL trainees
No upper age limit
4. Admission on the basis of School Leaving Certificate
Exception is provided for those who have no school leaving certificates but
admission are on the basis of a oral test
5. Optimal utilization of existing infrastructure
Existing buildings of Schools, Village Panchayats, Agricultural Produce
Marketing Committee (APMC) etc. used. No new infrastructure created

38
Monitoring mechanism
NIC developed portal for KVK monitoring
Principal of attached ITI designated as Skill Development Officer (SDO)
Created post of coordinator (Foreman Instructor) to Head the KVK
Kaushalya Sabha organized in villages for awareness generation regarding
benefits of KVK, identification of courses, liaison with Kaushalya Samitis
Constituted Kaushalya Samitis to ensure proper infrastructure facilities for
quality of training, awareness campaign, linkage with industry for promoting
employment

Role of key stakeholders

Department Role
Labor & Employment Department Framing policies & norms, Providing adequate budget

Directorate of Employment & Training Overall Implementation, Monitoring & Supervision

Skill Development Officer-SDO (Principal of Coordination with cluster villages, Monthly

Mentor ITI) inspection & evaluation, fund disbursement & skill
gap analysis

Coordinator of the respective KVKs (Regular Head of the Unit & Member Secretary of Kaushalya
Foreman Instructor) Samiti - Selection of courses, training activities,
admission, examination & placement assistance
Kaushalya Samiti at village level Sensitizing local youth, assessing the local needs,
evaluating quality of training & social audit
Village & Block Leaders Guiding people to avail benefits

Success: The Impact

It is heartening to note that from August 2010 to January 2016, total 15,04,766 youth were
trained of which 9,57,476 were women (63%). Other salient features of the success of the
initiative are:
Life Skill courses in 18 sectors; 200 skills shortlisted
Quality vocational education via satellite
1308 hours of e-learning content for Engineering, Non-engineering and Soft skill
training prepared
Flexible approach: Instead of trainees being offered available courses, the institutes run
courses preferred by trainees and industry
For rural and semi-urban population, four Kaushalya Rath have been initiated
specifically for the benefit of candidates residing in remote areas
Trainees entitled for bus passes, bank loan and capital subsidy
KVK Scheme won the Honble Prime Ministers Award for Excellence in Public
Administration for the year 2011-12

39
Youngsters trained under Skill Development Initiative
between 2010-11 and 2015-16

40
SUCCESS STORY: ANDHRA PRADESH

Background
The northern parts of Andhra Pradesh, located in South India, are impacted by left-wing
extremism. Most of the villagers in the interior parts belong to the BPL category and are
illiterate. Due to non-availability of suitable livelihood and employment opportunities and lack
of technical and life skills, youth are vulnerable to be attracted towards extremist activities.
Enthused by the initiative of Gadchiroli and similar interventions in states like Gujarat and
Chhattisgarh, the Government of Andhra Pradesh wished to create awareness among youth
about the importance of vocational and life skills. Under the auspices of the Tribal Welfare
Department, it sought to bring their living conditions on par with other groups of the society
through suitable livelihood opportunities.
Progress Report
Department of Tribal Welfare Youth Training Centers (YTC):
A Memorandum of Understanding (MoU) has been signed between Andhra Pradesh State Skill
Development Corporation (APSSDC) and Tribal Welfare Department.
Accordingly, 28 Youth Training Centres (YTCs) are being set up in the State out of which 15
are completed; three are nearing completion while the remaining are under various stages of
progress. Through them training to Tribal youth is planned, focusing mainly on basic skills, soft
skills, communicative English and spoken English. This initiative is being dovetailed with:
Bhavitha Programme, a Corporate Social Responsibility (CSR) initiative of
Vizag Port Trust
Pradhan Mantri Koushal Vikas Yojana (PMKVY)
Comprehensive Strategy followed By APSSDC
Awareness has been created on the importance of Skill Training, Bhavitha (future) counseling
programmes are organized and tribal youth are enrolled in them. Various organizations/institutes
and industry training partners are empanelled to implement the technical training programmes.
The Tribal Welfare Department is organizing three-month training programmes at a cost of
Rs.1.25 lakh per candidate for 30 ST youth to promote them as Class V contractors.
In the Tribal Sub Plan (TSP), the Tribal Welfare Department has made a provision
for Skill Development Department for imparting vocational training in the
residential schools and Ashram Schools run by Tribal Welfare Department.

Comprehensive Strategy followed By APSSDC

41
 Comprehensive Strategy followed By APSSDC

Selected
Selected Districts
Districts
The
Theselected districts
selected for for
districts the the
implementation of theofinitiative
implementation are as are
the initiative follows:
as follows:

Visakhapatnam

East
Kurnool
Godavari

Districts
West
Srikakulam
Godavari

Nellore Vizianagaram

Districts for Implementation of Skill Development Initiative

Districts for Implementation of Skill Development Initiative

Rationale and how were they selected

Most of the tribal groups are located in the above seven districts of Andhra Pradesh. There is
less literacy among them and most of them are below poverty line.
Goals and Timelines

Soft Technical
S. No. Term Timeline Counseling Placement
Skills Skills
1 Immediate Term 31st March 2016 5000 2700 2700 2200

2 Short Term (2 yrs) 31st March 2018 40,000 30,000 30,000 24,000

3 Mid Term (5 yrs) 31st March 2021 1,00,000 75,000 75,000 60,000

4 Long Term (10 yrs) 31st March 2026 2,00,000 1,50,000 1,50,000 1,20,000

Goals and Timelines for Completion of The Skill Development Initiative

42
 GOALS AND TIMELINES FOR COMPLETION OF THE SKILL DEVELOPMENT INITIATIVE

Monitoring Mechanism
Monitoring Mechanism
Tribal Department
Tribal Department
The Monitoring
The Monitoring Mechanism
Mechanism of theofInitiative
the Initiative
in theinTribal
the Tribal Welfare
Welfare Department
Department is as follows:
is as follows:
Commissioner - TWD / Managing Director
Tribal Cooperative Finance Corporation Ltd (TRICOR)

DGM- TRICOR

District Level Project Officer

Integrated Tribal Development Agency (ITDA)

APSSDC
The Monitoring Mechanism of the Initiative in APSSDC is as follows:
The Monitoring Mechanism of the Initiative in APSSDC is as follows:

Managing Director & CEO, APSSDC

APSSDC Dy. CEO / COO

Sr. Manager

Associate Manager- State

Associate Manager- District Office

Job Resource Persons (JRPs)

Success: The
Success: TheImpact
Impact
TheThe success
success of theofinitiative
the initiative is evident
is evident from thefrom the beneficiaries
beneficiaries fromDevelopment
from the Skill the Skill Development
Initiative.
Initiative.
A detailed breakup of the Youth Training Centres (YTCs) Training Programmes and Partner-
AStatus
wise detailed
of breakup ofas
Trainings theofYouth
MarchTraining Centres
2016 is as (YTCs) Training Programmes and Partner-
follows:
wise Status of Trainings as of March 2016 is as follows:

43
S. District ITDA YTC Training Course Number Number of
No. Partner Allotted Candidates
undergoing
Training
1 Srikakulam Seethampeta Seethampeta APITCO Industrial 64 64
Sewing
Machine
Operator
Synchro Serve Computer 40 40
Assitant
2 Srikakulam Synchro Serve Computer 50 48
Assitant
Hardware 50 40
Training
Bollineni General Duty 60 30
Assistant
Med Skils
3 Vizianagaram Parvathipuram Parvathipuram Synchro Serve Computer 40 40
Asst.
4 GL Puram Gramtharang Driving 30 30
(Full Center) (LMV)
5 Saluru IGIAT Retail 50 37
6 East Godavari Addathigala Gramtharang Driving 30 50
(Full Center) -LMV

7 West Godavari K.R. Puram K.R.Puram Dhatri Computer 40 40

Foundation Asst.
Nursing 30 30
Assistant
St. Johns Driving LMV 60 30
Welfare
8 Eluru CIPET(Full Machine 120 40
Center) Operator
Plastic
Processing
with Special
focus on
Injection
molding
9 Kurnool Srisailam Srisailam Dhatri Terracota 40 40
Foundation Jewels
Synchro Serve Cell Phone 30 18
Repairing
Sub Total 734 577

Youth Training Centres (YTCs) Training Programmes and Partners - Status of Trainings

44
 S. Name of the Training Cource Proposed Targets No of Candidates
No. POOL Center Location allotted Undergoing

1 Indo-German Visakhapatnam Welder 50 25

Institute of
2 Advanced Electrician 50 12
Technology
3 (IGIAT) Contractor 50 23
Development
Programme

Sub Total 150 60

Grand Total 884 637

APSSDC-Tribal Welfare Department sponsorship of Tribal Youth in Andhra Pradesh

As all the areas are in the interiors, APSSDC has collaborated with Tribal Welfare Department,
which has a strong community network that has helped reach out to all the interior areas.
APSSDC has established a network of training partners who have the experience and expertise
in organizing and conducting training programmes. The arrangement has yielded good results
and a large number of youth are getting benefitted.

45
46
SAKALA- NO MORE DELAYS- WE DELIVER ON TIME,
KARNATAKA

Technology for me is - discover, learn, evolve and

implement. It combines 3Ss - Speed, Simplicity and Service.
Technology is fast, technology is simple and technology is
a brilliant way to serve people. It is also a great teacher.
The more we learn about technology and the more we learn
through technology, the better it is

- Shri Narendra Modi, Honble Prime Minister

47
ORIGINAL INITIATIVE

Background
Citizens are entitled to get Government services without any glitch. They approach government
offices to obtain various kinds of services but lack of uniform service procedures put them to a
lot of discomfiture. Cumbersome methods coupled with the nonchalant attitude of government
officials is a big disappointment for Indian citizens, against their expectation for simpler
delivery of services with smile and speed.
Many a time, there is no way for citizens to know the status of their applications. They are
forced to make multiple visits to various offices, to chase their files. Much to the dismay of
citizens, reasons for the rejection of their application are not given by the officials. To avoid
getting caught in the labyrinth of the complicated procedures and resultant wastage of precious
time and energy, many citizens willy-nilly approach middlemen to get things done.
Sometimes one also feels that it is difficult for the Government, given its complexities, to
ascertain as to which departments or offices are doing a good job of service delivery. In the
absence of an objective measurement of performance, officials would get away with inefficiency
and dereliction of the duties.
To prevent such an unhealthy situation in government offices, the Karnataka Legislative
Assembly passed the Karnataka Guarantee of Services Act in December 2011. The Act
mandated in-time delivery as well as penalty against government officers for delay and default
in delivery of services. Sakala (means, in time or good time in Kannada) Mission was
constituted for the effective implementation of the Act. The Mission was founded with the
mandate of implementing the Act across Karnataka, covering a population of 6.2 crore citizens
across over 30 districts and 177 talukas.
Objectives
The Karnataka government decided to bring into effect the Right to Services Act with the
following objectives:
1. To reform the administrative set up for ensuring good governance.
2. To create a single monitoring system for service delivery.
3. To fix timelines for each service delivery.
4. To fix accountability on a single official responsible for the service.
5. To empower the citizen to avail of the services as a matter of right.
6. To reduce human interface by use of information technology.
7. To prevent corrupt practices and enhance government efficiencies.
Implementation Roadmap
Creation of a Common Management Information System and data flow were tough tasks for the
Government to achieve the desired results. In the absence of any large e-Governance programme
to ensure real time data entry and monitoring in the public domain, the Government has made
the National Informatics Centre (NIC) as the IT Solution provider for the development and roll
out of Sakala initiative.

48
Next on the anvil was the need to select pilot districts to implement the project.
The Act was notified in January 2012. The pilot was planned in March of that year. Initially,
151 services of 11 Departments were taken on a voluntary basis. As most of the Government
Service Delivery takes place in Tehsil offices, Deputy Tahsildar Offices, Police Stations and
Gram Panchayats, actual field usage was tested in the districts of Bidar, Dharwad, South Canara
and Chitradurga on pilot basis. A contributing factor for the pilot testing in these districts was
that the Deputy Commissioners (DCs) there were pro-active. The DCs were made leaders
of the team to coordinate with all government officers in their jurisdiction. They were then
advised to select one Taluka each where the Tahsildar was proactive and efficient. The pilot
districts had a 99 per cent success rate, which paved the way for the implementation of the
project across the State in April 2012.
Highlights of the initiative
A comprehensive IT Solution was developed by NIC to enable implementation of the Act by
providing a transparent on-line monitoring mechanism for the services requested by citizens.
Whenever a request for the service is made through the exclusive website (www.sakala.kar.
nic.in), the citizen receives an acknowledgement slip with a unique 15 digit number called the
Guarantee of Services to Citizen (GSC) number. With the help of this number, a citizen can
monitor the status of his application on the website, which provides all information about the
Act. A list of departments, their services, committed time frames, service procedures, documents
to be submitted, frequently asked questions, downloadable application etc. are provided on the
site to empower the citizens.
To make things easier for the common man, this system also has a mobile interface through
which one can check the status of application by sending an SMS from the mobile phone,
quoting the 15 digit GSC number. The system sends a reply with the current status of application.
Citizens are encouraged to give their mobile numbers at the time of registrations so that they
can be automatically informed about the interim status of their applications. Citizens can
also call up the Call Centre (080-44554455) to get any information related to the Act or their
application. Hence, visits to offices got reduced drastically and the Government services were
only a call away!
The Sakala Portal is accessed by more than 40,000 Government Offices for service delivery
and generating monitoring reports.
The enthusiasm and popularity generated was such that people participated actively in the
campaign launched to coin a name for the project.

SAKALA- No more delays - We deliver on time

49
The citizens chose the name and slogan, No more delays - We deliver on time, as time
consciousness among employees was considered to be the most critical attribute of good
governance by them. The logo shows that if time lines are not adhered to, the gavel of justice
would hit them!
A multi-pronged communication strategy was then adopted by the Information Department to
make Citizens aware about their Right to Services. People were encouraged to raise questions
or give suggestions through phone-in programmes on Doordarshan, or through Call Centre,
Facebook and Twitter etc.

Street Play creating Awareness on Sakala in Yadagir

Monitoring Mechanism
The beauty of the system is the grievance redress mechanism. In case, the application is rejected
or if the service is not provided within the stipulated time, citizens can file an appeal before the
Competent Officer (CO) to redress their grievance quoting the GSC number by simply calling
the Call Centre 080 4455 4455. The CO hears the appeal and redresses the grievance within
the specified time. Citizens can claim in cash, the compensatory cost of Rs. 20 per day for the
delayed period subject to a maximum of Rs. 500 from the CO. The same shall be deducted
from the salary of the designated officer or his subordinate responsible for delay or default,
automatically, in the next month.
A corpus of rupees five crore was provided by the State government for the COs to draw as
imprest amount for paying cash compensation without any delay.
A monthly report card of all departments and districts is released by the Minister concerned to
the media. A healthy competition is generated due to ranking of districts, talukas, departments,
Assembly/Parliamentary constituencies, based on the efficiency and effectiveness of Service
Delivery. To account for differences in population size among the districts, suitable weight is
assigned so that they are normalized with respect to population.

Snapshot of monthly District-wise Sakala Performance Report

50
Sakala uses extensive data-driven analytics for improving Service Delivery. Service-wise and
District-wise performances are measured on rejections, their percentage and average time taken
for Service Delivery. Analytical measurements are done at Service Delivery Offices, Taluka
Offices, District Offices and at overall State level.
These measurements are used for Government Process Re-Engineering of Services. Average
Service Time measurements are used for reducing the average service delivery time for example
Police Verification Time for Passports was reduced from 90 to 20 days.

Snapshot of District-wise Rejection Analysis of Applications under Sakala

Snapshot of cumulative Department-wise Rejection Analysis of Applications under Sakala

51
Success: the Impact

Current
Success:status of the initiative in terms of simplification of procedures, improvement in
the Impact
delivery time of services at citizen service-delivery points, beneficiary-feedback etc. is
Current status
Success: of the initiative in terms of simplification of procedures, improvement in
the Impact
highly encouraging.
delivery time of services at citizen service-delivery points, beneficiary-feedback etc. is highly
encouraging.
Current status of the initiative in terms of simplification of procedures, improvement in
The growth of Sakala services from 2012 to January 2016 is as follows:
delivery time of services at citizen service-delivery points, beneficiary-feedback etc. is
The growth of Sakala services from 2012 to January 2016 is as follows:
highly encouraging.

Sakala-"No
The growth of Sakala More
services from Delays,
2012 We2016
to January Deliver
is as on Time"
follows:

(ISO 9001 certified process)

Sakala-"No More Delays,
Tracking We DeliverProgress
& Delivery on Time"(As on Feb., 2016)
Services
9001tracking
(ISO100% certified process)More than 13 lakh calls
of service
726 services- 61 Depts. answered by call centre
delivery process
Tracking & Delivery Progress (As on Feb., 2016)
Services More than 13 lakh
100% tracking of service Compensation for calls
659
136
726 online Services
services- 61 Depts. 98% in-time delivery answered
cases (Rs.79,700)centre
by call paid
delivery process

20,000+ Service centres Compensation for 659

136 online Services 98% in-time delivery 9.90
casescrore Applications
(Rs.79,700) paid
in 31 Dist.s of Karnataka disposed of, out of 10 crore
applications received
20,000+ Service centres 9.90 crore Applications
in 31 Dist.s of Karnataka disposed of, out of 10 crore
applications received
Sakala-Growth
Sakala- Growth of
of Services
Services

Number of Services delivered

Sakala- Growth under Sakala
of Services

800 721 725 726

Number of Services delivered 688 706
668 678 under Sakala
700
800
600 721 725 726
678 688 706
700 478 668
500 419 447
600 375
400 478
500 265 419 447
300 375
400
200 151
300 265
100 151
200
0
100
Jun-14
Aug-13

Feb-14

Jan-16
Dec-12

Nov-13

Jul-15

Nov-15
Sep-13

Sep-15

Dec-15
Apr-12

Oct-15

0
Aug-13

Jun-14
Feb-14
Dec-12

Sep-13

Nov-13

Jul-15

Jan-16
Sep-15

Nov-15

Dec-15
Apr-12

Oct-15

I II III IV V VI VII VIII IX X XI XII XIII

phase phase phase phase phase phase phase phase phase phase phase phase phase
I II III IV V VI VII VIII IX X XI XII XIII
phase phase phase phase phase phase phase phase phase phase phase phase phase
Growth of Services delivered under Sakala (Apr 2012- Jan 2016)
Growth of Services delivered
Growth of Services deliveredunder Sakala
under Sakala (Apr
(Apr 2012- Jan2012-
2016) Jan 2016)

52
Through analytics, popular services used by the citizens were ascertained..

Similarly, the analytics provided insights into the departments whose services were utilized the
most.
The whole exercise brought in a positive mindset among officials regarding service delivery.
Thus, Sakala Mission was certified for ISO 9000 in a record time of 60 (sixty days). This has
also led to the Mission winning much recognition, which includes the DL Shaw Quality Award,
PM Award for Excellence in Public Administration, Google Club Innovator Award and the
CloudGov Award.

53
Sustainability
The Sakala initiative, launched in 2011, is doing extraordinarily well even today. Empirical
studies proved beyond doubt that citizens are extremely satisfied with the services. By the first
quarter of 2016, the mission mode initiative handled about 9.5 crore of applications indicating
its sustainability.
Secondly, the systems and procedures developed for its implementation are flexible and
dynamic in nature which enhances its potential for sustainability. Since the initiative ensures
the autonomy of the line departments, there was no resistance to change among the government
staff.
The cost of service delivery per application is much lower than the cost borne by the citizen
by way of loss in time, loss in travel expenses and loss due to delay. It is sustainable because
citizens are of the firm opinion that it is a cost effective initiative.
To fetch further traction, the Government of Indias nationwide mission mode project called
e-District, with similar objectives, can be dovetailed with this initiative.
Scalability
Continuous evaluation of this popular initiative led to innovative ideas for further benefit of the
civil society.
Sakala for Women: An exclusive women-centric citizen service is provided to cater to the
emerging needs of women
Ease of business: Industry and Commerce related services were included under the Act.
Sakala SIP - Sakala Student Internships: The initiative is attracting IIT/IIM/International
students for assisting various citizen-centric projects.
Sakala CSR: The initiative is also attracting corporates to empower citizens through publicity
and generating employment in the form of Cyber Cafes, under their Corporate Social
Responsibility initiatives.
As many as 912 MoUs were signed with IT entrepreneurs to start operations for providing 150
online services to citizens in all 30 districts/talukas. Now citizens get the services delivered
in the comfort of their homes, on computers or mobile applications. Feedback obtained on
citizens needs, satisfaction and happiness index provides useful inputs, ideas and insights to
the Government in providing / fine-tuning the required services. The mission is also a great
means for generating employment at the local level and bridging the digital divide in rural
areas.

Brochure on the Initiatives of Sakala CSR

54
Concurrent evaluation
Indian Institute of Management (IIM) Bangalore was entrusted with the job of concurrent
evaluation of Sakala. A monthly appraisal report is being prepared by the Institute to guide
the Mission and on new programmes and interventions. Evaluation by the Institute reveals that
staff too is very happy, with the work becoming easier due to simplified processes, thanks to
business process reengineering under Sakala.

Project Champion Speak

It was a mission-mode, missionary zeal approach with a vision of having citizen-friendly
governance with a time-bound service guarantee. The entire gamut of activities - Formulating
acts and rules, standardising schedules of service delivery, issuing government orders,
coordinating with multiple departments for time-bound commitment on service delivery were
all handled by the Sakala Mission as a single-point nodal agency. That was crucial for the
successful roll out of the initiatives despite the challenging nature of the task, recalls Dr.
Shalini Rajneesh, the Project Champion.
She identifies mobilising the ownership by all government officials as the most challenging
task. Extensive discussions and deliberations were held with government functionaries and
their associations to convince them about the benefits of implementing the Service Guarantee
Act. Such bottom up approach ensured the ownership of time limits by each and every
functionary of Government with voluntary acceptance of accountability. This is a significant
step towards commitment for good governance highlights Dr Rajneesh.
Adoption of a scientific and just approach to assessing the work load led not only to
simplification of processes and delegation of powers with due authority and responsibility, but
also resulted in augmentation of the staff where needed. This facilitated ready acceptance of the
initiative recounts Dr Rajneesh.
Dr Rajneesh highlights the importance and necessity of capacity building for hard skills (like
IT and process handling) as well soft skills (for attitudinal and mindset change) at the State,
District and Sub-district level. Employee Associations willingly joined and supported the
initiative to bring about a change from a bureaucratic mindset into a service mentality. They
deserve full credit for being willing partners in this long endeavour for positive transformation
acknowledges Dr Rajneesh.
The Call Centre, accessible toll-free, is a vital link between the citizens and the Mission for
information-sharing, lodging complaints and ensuring compliance in a prompt manner. The
Sakala Portal acted as single window for redressing grievances efficiently and effectively. This
was possible because of convergence of all departments onto a single electronic platform,
providing easy traceability states Dr Rajneesh, emphasizing the importance of gaining the
faith and confidence of the citizens in the initiative.
Dr Rajneesh proudly reels off the many tangible achievements of the initiative. The fact
that 96% of the services are delivered ahead of time with 98% reliability factor to citizens,
maintaining100% transparency in workflow - whom to contact for what, what to pay, whom
to appeal to etc. enforcement of 100% accountability of officials by monitoring pendency and
disposal, public disclosures etc. - bear testimony for the success of the initiative narrates Dr
Rajneesh.
It is the entire government machinery getting aligned with one mission reiterates Dr Rajneesh,
driving home the importance of buy in by the service providers who willingly accepted
accountability marked by commitment.
55
STRATEGY FOR REPLICATION

Replicability

The type of services covered under Sakala is common to majority of the states and citizens
of the country. Therefore, the initiative has great potential for replication. Over the past two
decades, many states had already computerized the working in their departments, paving the
way for better service delivery. Such States may replicate this initiative with a holistic and
integrated approach to service delivery with due answerability and accountability, by enacting
a similar Services Guarantee Act.

The technology used in Sakala may need to be modified suiting the specific services of the
replicating state. The strategies adopted may also need changes to be in sync with the local needs
and available local resources. Being the hub of IT, Bengaluru has the facility for outsourcing
some of the functions and activities. For example, Toll Free Help Centre services of Sakala are
outsourced to a private agency. This enabled facilitation at low cost but with a higher level of
speed and accountability.

The Sakala has a very strong component of training the service providers and team members at
district and taluka level. The service providers are trained for the new services brought onto the
service delivery platform. For replication, the training strategy used in Sakala can be used but
the training material needs to be developed or modified for state specific requirements.

Before replicating the Sakala initiative, organizational climate must be ascertained and
interventions of managing change among service providers needs to be undertaken. Change
would be in form of business process engineering as well as tuning the service delivery
personnel to the new (technology-driven) way of working by bringing about a change in their
mindset and attitude through soft-skills based interventions.

Framework for replication

The replication of this type of initiative has wide scope in any state. It requires a mission- mode
approach. Therefore, a State-level Mission or a State Services Guarantee Act or State-level
Project Management Unit is a must for replication to take off and taste success.

The roll out plan, training manuals, implementation guidelines and strategies, services extended
by the departments under Sakala would come in handy for the states interested in this initiative.

56
The estimated time-frame for various key steps involved in the initiative is as follows:
The estimated time-frame for various key steps involved in the initiative is as follows:

Act and Rules to be framed with stakeholder

0 - 1 month
involvement

Implementation and Strategy Plan 0-1 month

Discussions with departments concerned and work

0-2 months
study

Empowerment of citizens and civil society 0-3 months

Training and capacity building 0 - 3 months

IT systems and portal customization 0 2 months

IT preparedness and readiness for deployment 0-3 months

Grievance Management System (incl. Call Center) 0-2 months

Pilot implementation 0-3 months

Full-fledged Roll out 6 months

Step-wise Timeframe for the Initiative

Step-wise Timeframe for the Initiative

M-governance is empowered governance. It has the potential

to make development a truly inclusive and comprehensive mass
M-governance
movement.isIt empowered governance.
puts governance It has the
into everyones potential
reach. to make
It puts
development a truly inclusive and comprehensive mass movement. It
governance in your hands 24/7.
puts governance into everyone's reach. It puts governance in your
hands 24/7plants and trees as our God...after all, these are the things
related to security of climate and hence, combating climate change is
- Shri Narendra Modi, Honble Prime Minister
in our enlightened self-interest.
- Shri Narendra Modi, Honble Prime Minister

57
SUCCESS STORY: MAHARASHTRA

Background

Maharashtra is Indias third largest state by area (307,713 square kilometers) and the worlds
second most populous sub-national entity. With an idea to achieve citizen empowerment and
usher in process reforms in administration, Maharashtra became the first state to introduce
a dedicated e-Governance Policy in 2011. Since then, Maharashtra has been a forerunner in
adopting and implementing e-Governance initiatives across various domains for effective
public service delivery.

However, some of the salient and beneficial features of Sakala were worthy of adoption. The
state believed that by addressing the unmet gaps with Sakala like initiative, it could achieve
the following:

Information for citizen services now present on separate department portals would
become available at one place, in an integrated manner

Information about citizen services can be made available online, in a well defined, easy
to understand structure

This can be a cause for heralding a Right to Public Services Act in Maharashtra

This would make availability of a common platform for citizen Services, a reality

Reports about delivery of citizen services will be error-free, providing a single source
of truth

Standardized input forms can be introduced across various districts, for same/similar
citizen services

Standardized workflow can be introduced for processing of citizen services

Standardized certificate formats can be introduced across various districts

The initiative would lead to process re-engineering in government departments.

Progress Report

In existence earlier were the following facilities:

a) Maha eSeva Kendra Common Service Centre (CSC) for delivery of Citizen Services

b) Common portal for all SETU (Self-Employment & Talent Utilization) initiatives and
Maha eSeva Kendra Maha Online Portal

However, these were falling short of a holistic, integrated, full-fledged citizen-centric approach.

58
 Maha eSeva Kendra CSC Centre for delivery of Citizen Services

About Challenges
Maha eSeva Kendra CSC Centre for delivery of Citizen Services
All Offline processes.
Earlier: SETU centres at Dist.s & Talukas.
Maha eSeva Kendras set up at village Challenges
About Division-wise standard application
level.
Earlier: SETU centres at Dist.s & Talukas.
One CSC centre per 3-4 villages; formsAll Offline
and processes.
certificates; However,
Maha eSeva
Population Kendras
density based setinup at village
urban areas. disparity between MahaeSeva Kendras &
level. SETUs.
Division-wise standard application
Non-uniform (input ) forms and forms and certificates; However,
One(output)
CSC centre per 3-4 villages;
certificates. Different services charges.
disparity between MahaeSeva
Population density based in urban areas. Focus only on Revenue Dept. Kendras &
New window for citizens outside the SETUs. services.
Non-uniform (input ) forms and Questions
Tehsil(output)
and Collector's Office.
certificates. Differenton Quality
services of Service.
charges.
New window for citizens outside the Focus only on Revenue Dept. services.
Tehsil and Collector's Office. Questions on Quality of Service.

MahaOnline Portal - Designated as Common &

Mandatory Portal for all MahaeSeva Kendra & SETUs
MahaOnline Portal - Designated as Common &
Mandatory
About Portal for all Maha eSeva Kendra & SETUs
Standardized (input s)forms with defined list of
supporting About
documents. Challenges
Standardized (input
Standardized s)formscertificates
(outputs) with definedwith
list of
supporting documents. Existence of both Semi-Online & End-to-end
barcodes. Challenges
Online dept. workflow processes.
Online &Standardized (outputs)
SMS based facility certificates
to check with
authenticity Existence of both Semi-Online & End-to-end
usingbarcodes.
barcode. Online dept. workflow processes.
OnlineMaximum
& SMS based Citizen login was not available for all services
three deskto
facility check authenticity
workflows.
using barcode. despite common portal for MahaeSeva Kendras &
Introduction of Digitally Signed Certificates. Citizen login was not SETU.
available for all services
Maximum three desk workflows.
despite common portal for MahaeSeva Kendras &
Common application
Introduction of Digitallyfee across
Signed state.
Certificates. SETU.
Devt.Common
& Integration of services
application of state.
fee across Dept.s Service delivery was not under any Act.
(Revenue, Industry, Social Justice, Public Health,
Devt. &
Rural Integration
Devt. etc) underof services of Dept.s
one platform Service delivery was not under any Act.
(Revenue, Industry, Social Justice, Public Health,
Rural Devt. etc) under one platform

59
 Action plan for
Action plan for replication
replication
Action plan for replication

1. Act 2. Notification of Services 3. Online Platform

1. Act 2. Notification of Services 3. Online Platform
The act Maharashtra Right to Each Government Department to Extension of MahaOnline portal
ThePublic
act Maharashtra
Services Act Right
2015towas Each Government
notify its PublicDepartment to
Services in the Extension
that wasofcommon
MahaOnline portaleSeva
for Maha
Public Services
passed Act 2015 was
by assembly. notify its Public
format Servicesin
as prescribed inthe
theAct that was common
Kendra for Maha
and SETUs to theeSeva
citizens
passed by assembly. format as prescribed in the Act Kendra and SETUs
thru separate to the
portal citizens
Aaple
thru separate portal Aaple
Sarkar
Under the Act provision made for: This notification of the services is
This notification of the services Sarkar
Under the Act provision
a. Notifying made for:
Services, delivery through Government Orders is
a. Notifying
period andServices, delivery
designated officers through Government Orders One stop for citizens to apply
period and designated
responsible officers
for delivery of Oneonline,
stop for
seekcitizens to apply
information about
Consequently, Government
responsible
services for delivery of Consequently, online, seekand
services information about
procedures, avail
departmentsGovernment
notified 319
services departments notified services andtrack
services, procedures, availand
application
b. Three levels of Appellate services under the 319
Act
b. Three levels of Appellate services under the Act services,
verify track application
authenticity and
of certificate
authority
authority verify authenticity of certificate
issued
c. Penalty on designated officer issued
c. Penalty on designated
for non-justified delayofficer
in delivery
forofnon-justified
service delay in delivery As on 26th January 2016, total
of service As 156
on 26th January
services 2016,
of 22 total
departments
156and
services of 22local
50+ urban departments
bodies
andavailable
50+ urban local bodies
online
available online

Highlights of the initiative

Highlights of the initiative
End-to-end Online System with Document upload
End-to-end Online System with Document upload
Unique Application ID for tracking across the State
Unique Application ID for tracking across the State
Bi-Lingual (Marathi and English) facility to key in the application form online
Bi-Lingual (Marathi and English) facility to key in the application form online
Facility to authenticate with User ID
Facility to authenticate with User ID
SMS alerts
SMS alerts
Payment Gateway with Net Banking, Debit and Credit Cards, IMPS
Payment Gateway with Net Banking, Debit and Credit Cards, IMPS
Facility of Payment thru RTGS and NEFT thru Virtual Account Number unique to
Facility of Payment
each online thru RTGS and NEFT thru Virtual Account Number unique to
transaction
each online transaction
Option of secured access using Bio-Metric device for Government Officials
Option of secured access using Bio-Metric device for Government Officials
Barcodes on output certificate facility to authenticate certificate thru SMS and
Barcodes
Online on output certificate facility to authenticate certificate thru SMS and
Online

Goals and Timelines

Timeline for achieving set Goals of the Initiative

60
Monitoring Mechanism
Daily Status Reports to Nodal Department
Weekly Reports to Service Departments such as Revenue, Labour etc
Services accessibility through portal, in the public domain
Departmental access for detailed analysis
Monthly Review at Department levels
Highlights of departmental analytics constituting the Monitoring Mechanism.

Percentage of Services Delivered in the stipulated Time Limit

Applications disposed of by Revenue Department

61
Status of Transactions in select Districts

62
Success:
Success: The Impact
The Impact
Success: The Impact
TheThe impact
impact of of
thetheinitiative
initiativeisisevident
evident from
from an
an analysis
analysis of
of the
thedisposal
disposalrate ofof
rate transactions of
transactions
the
of the major
major government
government departments.
departments.
The impact of the initiative is evident from an analysis of the disposal rate of transactions
i. of
theDisposal Rate of Departments
major government departments.
i. Disposal Rate of Departments
Applications Received Applications Disposed % Disposal
i. Disposal Rate of Departments
Revenue 9,66,689
Applications Received 9,16,694
Applications Disposed 94.83%
% Disposal
Labour
Revenue 2,48,546
9,66,689
Applications Received 2,35,593
9,16,694
Applications Disposed 94.79%
94.83%
% Disposal
Labor
DGPSRevenue 2,48,546
6,402 9,66,689 2,35,593
5,688 9,16,694 94.79%
88.85% 94.83%
DGPSLabor 6,402
2,48,546 5,688
2,35,593 88.85%
94.79%
DGPS 6,402 5,688 88.85%
ii. On-time
ii. delivery delivery
On-time of key services
of key services
ii. On-time delivery of key services
On-time Delivery of Key Services
On-time On
Applications Disposed
Delivery of Key%Services
Time Delivery On Time Delivery
1,000,000 Applications
916,694 Disposed On Time Delivery % On Time Delivery
100%
900,000
1,000,000 916,694 815,819 90% 100%
800,000
900,000 89% 80% 90%
815,819
700,000
800,000 89% 70% 80%
73.11%
600,000
700,000 60% 70%
500,000 73.11% 50% 60%
600,000
400,000
500,000 40% 50%
300,000 235,593 30% 40%
400,000 172,250
200,000
300,000 235,593 20% 30%
100,000 172,250 10% 20%
200,000
0
100,000 0% 10%
0 Revenue Labour 0%
Revenue Labour
On-TimeOn-Time Delivery
Delivery of key of Services
key Services
ininthe
theRevenue
Revenue and
andLabor Departments
Labor Departments
On-Time Delivery of key Services in the Revenue and Labor Departments

iii. iii. community

Active Active community participation
participation
iii. Active community participation
Citizen Profile Created
100,000 Citizen Profile Created
100,000 54,855 46,574 42,427
50,000 14,405 15,986 54,855 46,574 42,427
50,000 14,405 15,986
-
- Oct/15 Nov/15 Dec/15 Jan/16 Feb/16
Oct/15 Nov/15 Dec/15 Jan/16 Feb/16

63
SUCCESS STORY: CHHATTISGARH

The state of Chhattisgarh, which was carved out of Madhya Pradesh in 2000, is one of the
fastest developing states in India. It is the tenth largest and 16th most-populated State in India.
The demographic profile of the state points that about 80 per cent of the population of the
State lives in rural areas. Despite the large rural population and associated challenges, the state
has been successful in implementing many e-Governance initiatives effectively, for achieving
improved public service delivery.
It felt the need of replicating the Sakala initiative with the following objectives:
To achieve compliance with Citizen Charter
To achieve better monitoring and auditing of service delivery
To expand geographical reach (Public Service Counters) and Number of Services
To provide single-window solutions to citizens
To make the government more accountable to citizens
To provide application tracking facility to citizens
To improve in-time delivery of Services
To adopt online MIS reporting
To achieve standardization and simplification in getting the services
Progress Report
Strategic approach
The strategy and approach for replication was based on optimum utilization of available
resources. The replication envisaged leveraging the three pillars of e-Infrastructure to deliver
public services electronically to citizens.
State Data Center (SDC)
State Wide Area Network (SWAN), and
Common Service Centers (CSC)
The need was to increase the number of public service counters, thus the Lok Seva Kendras
(Public Service Counters) have been established at every District and Tehsil Offices. Self-
employment opportunities for the local residents in Lok Seva Kendras have also been
encouraged.
The state also implemented Chhattisgarh Online information for Citizen Empowerment
(CHOiCE) project in 6 districts (covering the urban population only) with a similar objective
of providing online citizen services.
This resulted in 176 Lok Seva Kendras being established. 3000 Village Level Entrepreneurs
(VLEs) of the CSCs including 300 CHOiCE agents are also being brought under one umbrella.
Vision is to establish 3500 Lok Seva Kendras by the year 2016-17. Additionally, Online MIS
and Application tracking facility has also been replicated.

Implementation plan

64
1. Core Infrastructure
Strengthen the IT Infrastructure at District and Block Level
Ensuring the redundant connectivity
Establishment of Lok Seva Kendras at every District and Tehsil
2. Capacity Building
Exhaustive Training Program More than 4500 Government officials and 350+
Lok Seva Kendra operators have been trained
3. Citizen Awareness
Mandatory display of Citizen Charter
Utilizing the Social Media
4. Leveraging the Mobile Platforms
Mobile App (iOS/Android) for availing services
Mobile App (iOS/Android) for Monitoring of service Delivery
5. Integration with Departmental applications
Transport Department
Department of Employment and Training
Urban Administration
Districts covered
All 27 districts of the State were covered in a phased manner that included:
Deployment of IT Infrastructure, including connectivity
Engagement of Local Entrepreneur (Lok Seva Kendra Operator)

#- Includes major LWE affected area

Phase-Wise implementation of the Initiative in Districts

65
Highlights of the project

Efficient Workflow and Processes

Access Channel for Every Group of User

66
Goals and Timelines
Goals and Timelines

Goals and Timelines of Activities

Monitoring mechanism Goals and Timelines of Activities

A strong mechanism to monitor the progress of the initiative helped the Government.
Monitoring mechanism
A strong mechanism to monitor the progress of the initiative helped the Government.
Review by State Apex Committee

Online open-to-all MIS Dashboard

Weekly District Level Meeting

Monthly/Quarterly State Level Meeting

SMS Reminders to officer regarding pendency

Mobile App for Monitoring of Service Delivery

Monitoring Mechanism
Monitoring Mechanism forfor Public
Public Service
Service Delivery
Delivery

67
 Challenges and Interventions
The government faced four challenges in the implementation, prompting officials to chalk out
interventions on urgent basis.

Challenges and Interventions undertaken for achieving the Set Goals

Success: The Impact

Success: The Impact
The impact of the interventions was highly encouraging. More than 11 lakh transactions were
The recorded
impact ofto the
obtain 34 government
interventions wasservices.
highly encouraging. More than 11 lakh transactions
were recorded to obtain 34 government services.

More than 11 lakh transactions

High level of SLA compliance

34 Services covered

Ensuring the reach up to the block-level

Impact of the Initiative

Impact of the Initiative

Pending Overall Performance

5% 68
11%1%
 Ensuring the reach up to the block-level

Impact of the Initiative

Pending Overall Performance

5%
11%1%
Approved
Sent Back
83% Rejected
Pending

Overall Performance:
Overall Total
Performance: TotalApplications Received:
Applications Received: 11 Lakh
11 Lakh

Way forward
Setting up of Citizen Call Centre
Increasing number of services
Financial Sustainability- Transaction fee to be worked out by Kiosk Operator and
District e-Governance Society

Lokseva Kendra Counters

69
70
TOTAL FINANCIAL INCLUSION THROUGH E-ROR;
PILOTED AT MANDWI BLOCK, WEST TRIPURA DISTRICT,
TRIPURA

Jan Dhan Yojana is a reflection of how rich Indias poor

are at heart. Without any obligation to put any money in the
zero balance accounts, they didnt open an empty account! I
salute the poor of our country who have deposited more than
Rs 20,000 crore in Jan Dhan Bank Accounts.

- Shri Narendra Modi, Honble Prime Minister

71
ORIGINAL INITIATIVE

Background
The Rangarajan Committee defined Financial Inclusion as Universal access of financial
services by the poor and disadvantaged people at an affordable cost. It is a concept which
explores alternative approaches to promoting the banking habit among rural people, who
constitute more than 70 per cent of our population.
The process of Financial Inclusion consists of ensuring that each household has at least one
bank account, resulting in their inclusion in the banking system. This is an enabler providing
banking and financial services in a fair, transparent and equitable manner at an affordable cost.
Access to financial services also promotes social inclusion, builds self-confidence in the
individuals and leads to their empowerment. Financial Inclusion enables institutions to offer
affordable credit and tailor-made financial products to different sections of people, based on
their needs, like medical insurance for daily laborers/farmers, overdraft facility for Self-Help
Groups (SHGs) etc. Thus, Financial Inclusion goes beyond the goals of accessibility and
affordability and includes utility and effectiveness, addressing the issues of social and financial
needs at the household level.
Tripura as a State is confronted with several challenges, not uncommon in regions where tribals
are pre-dominant. Making matters worse has been the adverse effect of insurgency and ethnic
conflict since the 1990s. The hilly and geographically isolated Mandwi block, for instance,
has 95 per cent tribal population. It falls under the Tripura Tribal Areas Autonomous District
Council, constituted under Article 244 of the Indian Constitution. Locals, by and large, practice
traditional agriculture as well as shifting cultivation.
Just consider this: From among 12,910 households in the entire block, only 1040 had bank
accounts till May, 2012 and there was only one Tripura Gramin Bank branch to cater to the
populace! In view of the resultant delays in the government benefits reaching them, the people
relied heavily on local money lenders and chit fund agencies and innocent and ignorant as they
were, fell an easy prey to Ponzi schemes.
Its remoteness, large percentage of its population being tribal and the hardships and deprivation
that the locals have been suffering, made Mandwi a strong candidate for the Financial Inclusion
endeavor. This was viewed as a mission for positive change, that which would infuse in the
tribals a sense of social security, satisfaction and dignity, with the benefits of the banking
outreach providing the livelihood means. Thus the initiative titled Achieving Total Financial
Inclusion was launched in Mandwi in September 2012. The e-ROR (e-Record of Ordinary
Residence) was the most crucial enabling instrument in the entire process, as the success story
that unfolds would reveal.
Objectives
The aim was to provide financial support to the economically deprived tribal sections and help
them earn their livelihood with dignity by taking advantage of the many welfare and social
security schemes of the central and state governments - services and benefits of which are
channelized through the banking system. Providing a trusted, friendly, dependable and reliable
facility that offered neighborhood banking and financial services suiting the modest needs of
the tribals was the principal objective of the endeavor.

72
which are channelized through the banking system. Providing a trusted, friendly,
dependable and reliable facility that offered neighborhood banking and financial services
suiting the modest needs of the tribals was the principal objective of the endeavor.

For actualizing this goal, what is crucial is to ensure at least one CBS
(Core Banking Solution) bank account in each family for routing the various benefits
For actualizing this goal, what is crucial is to ensure at least one CBS (Core Banking Solution)
without any middlemen or delay and with no cost of transaction to the beneficiaries. Of
bank account in each family for routing the various benefits without any middlemen or delay and
equal importance is the facilitation of tailor-made financial products, enabling families to
withbenefits
avail no cost ofunder
transaction to the beneficiaries.
the various Of equal
priority sector importance
schemes is thethem
that help facilitation of tailor-
tide over crisis
made financial products, enabling families to avail benefits under the various
situations and transition towards stable livelihoods. Favorable winds in the form of priority sector
schemes Mantri
Pradhan that helpJanthem tide Yojana
Dhan over crisis situations
(PMJDY) and transition
brought greater towards
tractionstable
to thelivelihoods.
Financial
Favorable winds in the form of Pradhan Mantri Jan Dhan Yojana (PMJDY)
Inclusion effort resulting in an integrated and reinforced approach to meeting brought greater
the
traction to the Financial Inclusion effort resulting in an integrated and reinforced approach to
challenge.
meeting the challenge.
Priorities
Prioritiesofofthe
the initiative
initiative
Providing adequate infrastructure through Ultra Small Branches
wherever brick & mortar branches are not available.

Facilitating universal access to banking facilities.

Opening No frill CBS accounts of each family.

Routing of various benefits to the people through the said bank

accounts, linking them with Direct Benefit Transfer (DBT) initiative.

Instilling the habit of savings among the people.

Bringing transparency & maintaining a trail of transactions.

Inculcating financial literacy amongst the customers.

Extending tailor-made financial products

to the marginalized and the poor
Priorities of Financial Inclusion in Madwi Block, Tripura
Priorities of Financial Inclusion in Mandwi Block, Tripura

Implementation Roadmap
The District administration in collaboration with the elected public representatives, Block
officials, bankers, Panchayats and service providers (National Informatics Centre) spearheaded
the initiative. The endeavor was to create a common database useful across the sectors.
Involvement of panchayats and people at the grassroots level ensured that the efforts for
Financial Inclusion were effective.
In the absence of any database of those who had and did not have bank accounts, the Record
of Ordinary Residence (ROR), maintained and periodically updated at each Gram Panchayat/
Village Council in Tripura, came in handy. This provided access to details of the individuals
bank accounts, Aadhar card, Ration card, mobile numbers and basic details of the family.
Seizing the opportunity, the District Administration ensured that all RORs were updated and
computerized in 2012-13 and the database was made available online. This acted as a tool
for identifying uncovered families and tracking them for various benefits. Thus was born the
e-RoR.
The Block Development Officers (BDOs) were provided with the list of uncovered families
generated from e-ROR. Geographic Information System (GIS) mapping with spatial data
proved valuable for identification of most appropriate location of bank branches. No-frills
accounts were thereafter opened in the nearest bank branches or Ultra Small Branches of State
Bank of India.

73
proved valuable for identification of most appropriate location of bank branches. No-frills
accounts were thereafter opened in the nearest bank branches or Ultra Small Branches of
State Bank of India.

Sounding the bugle, the plan formulation and preparatory activities were taken up in
Sounding2012,
August the bugle, the plan
and the formulation
project and preparatory
was formally launchedactivities were taken
in September, up inWith
2012. August
brisk
2012, and what
progress, the project was formally
the initiative launched
achieved was ina September,
miracle of 2012.
sorts!With brisk
All the progress,
12910 what
households
were brought
the initiative under was
achieved banking foldofwithin
a miracle six the
sorts! All months, an exceptional,
12910 households exemplary
were brought underand
emulation-worthy
banking fold within six months, an exceptional, exemplary and emulation-worthy achievement of
achievement by any standards, given the topology and demography
the region!!
by any standards, given the topology and demography of the region!!

RoR

Adhaar Bank A/C

Inter-linkage of e-ROR, Bank Accounts and Aadhaar

Inter-linkage of e-ROR, Bank Accounts and Aadhaar
In a years time, the accounts were linked to Adhaar, which enabled smooth, seamless and
In a years time, the accounts were linked to Adhaar, which enabled smooth, seamless and
simultaneous payments under Mahatma Gandhi National Rural Employment Guarantee Act
simultaneous payments
(MGNREGA) under Social
and National Mahatma Gandhi National
Assistance ProgramRural Employment
(NSAP). Guarantee Act
In an agreement with
(MGNREGA) and National Social Assistance Program (NSAP). In an agreement with the
Common Services Centre (CSC) e-Governance Services India Ltd. (the special purpose vehicle
under the National e-Governance Division) & Basix Limited (the Service Centre Agency in
Tripura for the CSC Scheme) for use of the existing CSCs for extending banking services, SBI
opened four Ultra Small Branches in the Village Panchayat Office premises. This heralded
the coverage of hitherto unbanked areas in the Mandwi block, bringing the region onto the
financial map of the country.

Key Role of Record of Ordinary Residence (ROR)

74
 Screen Shot of e-ROR Web Page

Highlights of the Initiative

Borakha was the first Panchayat of Mandwi Block under West Tripura District where
all the villagers (264 households) were brought under Financial Inclusion within 15
days of introduction of the pilot project. Thereafter, Direct Benefit Transfer (DBT)
under NSAP was successfully piloted in the Panchayat covering 194 beneficiaries in
September, 2012.
Immediately, thereafter, West Tripura achieved the distinction of being one of the five
districts in the country to have successfully implemented the pilot project on Aadhar-
linked payments. By no means a mean achievement for the District, given the ground
conditions! This exemplifies the potential of Mandwis progress and the power of
Financial Inclusion!!
Monitoring Mechanism
The strategy followed was to effectively coordinate the efforts of various agencies
involved like the Block Development Officers, Panchayati Raj Institutions (PRIs),
public representatives, functionaries from related government departments , leaders of
the Tribal community and managers of the nearby branches of banks. Engagement with
and participation by citizens in the process made it a mass movement. Subsequently, the
project was scaled up to other eight Blocks of the district from April 2014. Out of nine
blocks, eight boast of 100 per cent coverage, while the ninth stands at tipping point of
an enviable 99 per cent.

75
 Aadhaar-enabled Payments being disbursed under NSAP & MGNREGA

Old Age & Widow Pensioners with Bank Passbook during weekly Payment Day

76
 High School Girls with Bank Accounts to receive Pre-Matric Stipends through DBT

Success: The Impact

Success: The Impact

Coverage of Bank Accounts in Mandwi

30 12910 14000
No. of families with a bank A/C

24 12000
25
19 9180
No. of Villages

10000
20
8000
15
6000
10
4000
4 2140 1590
5 2000
1
0 0
Tripura Tripura State United Bank Total
Grameen Co-op Bank of India
Bank

Villages covered No of families having bank A/C

All 12,910 households in Mandwi Block were covered with at least one CBS bank
account
All 12,910
within households in Mandwi
one year thereby, Block100%
achieving were covered with at least one CBS bank
coverage.
account within one year thereby, achieving 100% coverage.
Linking the bank account number with various benefits has reduced the cost of
Linking the bank account number with various benefits has reduced the cost of
transaction, minimized the delays and eliminated the role of and appropriation by
transaction, minimized the delays and eliminated the role of and appropriation by
middlemen, thanks electronic, direct benefits transfer.
middlemen, thanks electronic, direct benefits transfer.
The number of banking service providers increased from one to six including Ultra
Small Branches (USB) of State Bank of India, facilitating availability and easy
accessibility to banking facilities and services. The two ATMs in the Tribal
77
dominated block extended the reach of branch-less banking.
 The number of banking service providers increased from one to six including Ultra Small
Branches (USB) of State Bank of India, facilitating availability and easy accessibility to
banking facilities and services. The two ATMs in the Tribal dominated block extended
the reach of branch-less banking.
Electronic wage payments under MGNREGA
- 10,180 beneficiary families
- 10,180 Bank Accounts
- 10,180 Payments through BC model
- 98 man days per job card on an average in 2013--14
- Rs.12 crore is the volume transferred under MGNREGA in 2013--14
100% Electronic transfer of benefits under Indira Awaas Yojna (IAY) and Janani
Suraksha Yojana (JSY)
IAY : 1516 beneficiaries in last 2 years
100% coverage of NSAP beneficiaries
Good Momentum
Good forforcredit
Momentum creditdisbursements
disbursements under priority sector
under priority sector

Loan Disbursement by Banks in Mandwi from 2011-2014

480
Loans Disbursed (in Rs. Lakh)

450
420
390
360
330
300
270
240
210
180
150
120
90
60
30
0
2011-12 2012-13 2013-14 2011-12 2012-13 2013-14
KCC AGRI & ALLIED
MANDAI 12.28 13.15 10.38 35.48 56.92 90.76
NIT, AGARTALA 15.68 13.85 17.07 57.65 92.38 134.51
KHAYERPUR 20.32 17.23 21.64 124.86 155.24 188.47
CHAMPAKNAGAR 11.25 12.1 10.65 20.35 33.25 50.37
Total 59.53 56.33 59.74 238.34 337.79 464.1

MANDAI NIT, AGARTALA KHAYERPUR CHAMPAKNAGAR Total

Since 2013, under Prime Ministers Employment Generation Programme (PMEGP)

Since 2013, under Prime Ministers Employment Generation Programme (PMEGP)
and,and,
Swavalamban credits
Swavalamban creditsamounting
amountingto
to Rs. 73.28lakh
Rs. 73.28 lakhwere
wereextended
extended
byby
UBIUBI
SBI extended two Cash Credit facilities worth Rs. 19 lakh
SBI extended two Cash Credit facilities worth Rs. 19 lakh
Other credits including PMEGP and Swavalamban accounted to 29 accounts worth Rs.
65.25 lakh.
Other credits including PMEGP and Swavalamban accounted to 29 accounts worth
Rs. 65.25 lakh.
SHGs: 756 in total; 74 types of economic activities
SHGs: 756 in total; 74 types of economic activities
Total number of bank accounts : 23,946 ( as on 31-12-2014)
Total number of bank accounts : 23,946 ( as on 31-12-2014)

78
 Annual Credit Report
2500
2181.86
2017.54
Amount in Rs. (Lakhs)

2000 1744.12 1800.69

1616.32
1455.06
1500
1169.95 1227.47
Deposit
1000
Advance
500

0
31.03.2012 31.03.2013 31.03.2014 31.03.2015
Year

CD Ratio
76
74
72
70
Ratio

68
CD Ratio
66
64
62
31.03.2012 31.03.2013 31.03.2014 31.03.2015
Date

Source:
Source: Annual Credit Annual
Report Credit
placed Report
in DCC placed in DCC meeting
meeting
One of the highest Credit-Deposit (CD) Ratios, since 2011-12 for any region in the
One of the highest Credit-Deposit (CD) Ratios, since 2011-12 for any region in the
State
State
Reduction of the dominance of Chit Funds which used to usurp significant amounts of
savings of the
Reduction poordominance
of the households, of
before
Chitthe onset of
Funds the initiative
which used toinusurp
2012. As a result, theamounts
significant
gross collection and net collection under Small Saving Schemes
of savings of the poor households, before the onset of the initiativeincreased to 350 per
in 2012. As a
cent in 2013-14 from 2011-12.

79
 Year CD Priority Sec- Non-Priority Disbursement in Credit
Ratio tor Advance Sector PMEGP Swavalamban
Advance
No. Amount No. Amount
2011-12 29 74114.68 38073.41 778 3162.95 891 1601.31
2012-13 27 62668.59 23500.75 416 1766.07 513 1052.39
2013-14 29 103196.83 36063.15 376 1638.97 489 1062.70
2014-15 32 124502.91 42989.55 399 1856.61 511 1173.82
o In 2012-13, the erstwhile West Tripura district was divided into 3 districts.

o There has been 220% increase in the credit extended in the agriculture & allied sectors at the end of
2013-14 since 2011-12 with respect to the corresponding area in undivided district.

o There has been an increase of 160% in PMEGP/Swavalamban schemes in last two years in West
Tripura District (Source: Annual report placed in DCC meeting)

There has been a 220 per cent increase in the credit extended in the Agriculture & allied
sectors in West Tripura at the end of 2013-14, when compared to 2011-12.
There has been an increase of 160 per cent in PMEGP/Swavalamban schemes too in the
last two years.
The District is leading in the implementation of Direct Benefit Transfer under various line
Departments like Janani Suraksha Yojana (JSY), Janani Shishu Suraksha Karyakaram
(JSSK), stipends & scholarships, pensions, cash subsidy for oil & pulses and LPG
subsidies etc.

Ultra Small Branches of State Bank Of India

Scalability
Seeding of databases like e-ROR, MGNREGA, AWAAS Soft (e-Governance Solution for Indira
Awas Yojana) with CBS Bank account numbers and Adhaar numbers aided speedy scaling up
of the initiative, ensuring the validity and reliability of the data.
The initiative piloted at Mandwi has already been replicated in other blocks of West Tripura
District with more than 99 per cent achievement, since the time scale-up commenced in April,
2014.
The model was shared by the Chief Secretary, Government of Tripura with other districts too.
Since the e-ROR is already operational in all the eight districts, the entire State is well set to
reap the benefits of Financial Inclusion.
80
Sustainability
The data-based approach (e-ROR) and collaborative nature of the project ensured that change
in leadership or team composition does not hamper sustainability. Thus, the initiative can be
considered as having been truly institutionalized. This is evident from the fact that the successive
incumbents in district administration, bank branches, and CSC Centres have been continuing
the momentum. Total Financial Inclusion once achieved shall continue, as constant upgrade of
the facilities and services is taking place with technology-powered bank accounts. Further, all
these accounts are being converted to RuPay accounts under the PMJDY, obviating the need
to open new accounts and optimally leveraging those already operative. Thus, the initiative
is eminently sustainable in view of its potential and compatibility with new / future schemes.
Whenever DBT schemes are linked with Aadhar by the departments of Government of India,
the accounts opened would be brought into their fold automatically. Continued awareness-
building and addressing the credit needs are the significant benefits of Financial Inclusion,
contributing to the generation of demand among people for banking facilities and services,
towards securing their future socially and economically.

Project Champion Speak

Mr Abhishek Singh, who championed the initiative when he was Collector & District Magistrate
for West Tripura, gives credit to the Village Panchayats in the State. They have a healthy
practice of maintaining the Record of Ordinance Residence (ROR) systematically, albeit in
manual form. Ready availability of such a rich repository of family-wise information helped
the project team achieve Financial Inclusion in a timely and methodical manner acknowledges
Mr Singh. The RoR was instrumental for success. Its digitization eliminated duplications and
enhanced the validity. As a reliable catalyst, the e-ROR greatly facilitated the task, he adds.
Any computerization effort is normally viewed with suspicion, unease and trepidation in
societies that have information asymmetry. But in the case of Mandwi, the member of legislative
assembly (MLA) for the constituency along with all the Panchayat Chairpersons in the Block
understood and appreciated the benefit that would reach the people if ROR is digitized and
used for Financial Inclusion. As the key stakeholders - public representatives, government
machinery, National Informatics Centre and banks were all in alignment - it became easier to
handle operational challenges during implementation narrates Mr Singh, sharing the secret for
the success of the initiative.
Mr Singh had praise for the Ultra Small Branch concept of banks. Mandwi block has a size
of 216 sq. kms. and a population of only 55050 people. Thus, low population and a sparse
population density of 255 people per sq. km. against a national average of 436 people per
sq. km. makes this block a difficult place when it comes to providing citizen services. It was
impractical for banks to open sufficient number of branches across the block. Therefore, banks
tied up with the Service Centre Agencies (Basix in the case of Tripura) under the mission
mode Common Services Centre scheme of Govt. of India, to set up ultra-small branches that
would provide kiosk banking. In addition, SBI had set up rural ATMs at their own cost. These
facilities, which mostly operated from Panchayat Offices brought banking services closer to
the villagers, aiding the efforts of the District Administration in Financial Inclusion, observes
Mr Singh.
While central government schemes are available across the country, what was different here
was that the people recognized the importance of such schemes as a true means of improving

81
their livelihoods, in the light of the hardships they face due to remoteness and tough living
conditions. The homogeneity of the population was definitely a facilitating factor. A supportive
environment created by public representatives and government machinery helped them open
bank accounts and avail benefits under various schemes through banking services, adds Mr
Manohar Biswas, Block Development Officer for Mandwi.
Involvement of public representatives enthuses and ensures active participation by people in
any governmental effort, particularly those of socio-economic kind. That this aspect was well
addressed was a critical success factor for the initiative, highlights Mr Singh.
Its also the motivation of the team that deserves special mention. This project is a collective
effort of elected public representatives, officials from various departments of the state
government, banks and NIC, that drew upon the excellent cooperation and whole-hearted
participation of the citizens recounts Mr Singh, driving home the importance of participatory
governance.

Citizen Speak
Mandwi block has come a long way in past few years in terms of development and citizen
services. The insurgent operations have ended; villagers are actively leveraging the schemes
offered by the state government and central government, improving their living standards,
focusing on education and self-sustenance.
The positive reactions and encouraging feedback from the citizens bear testimony to this fact.
One of the old practices of people here is to put currency notes inside bamboo sticks and
hide them in the ceiling of their houses. Over time, moths and insects would eat them away,
rendering them useless. Introduction of banking services to all families has benefitted them.
People are now making use of the schemes. These will contribute to the economic independence
of the people.
- Manoranjan Debbarma, MLA, Mandwi
I have got a Rupay card from SBI in 2013. Now I can withdraw money more flexibly, as much
as I need, when I need.
- Mukunda Debbarma, Shibnagar Panchayat
My bank account was opened with Tripura Gramin Bank in 2012. In addition to getting many
scheme benefits, I get money transfers by my husband into my account, directly. There is no
dependence on anyone now. It is a good feeling.
- Senura Khatun, Dinabandhunagar Panchayat

Though deposits and savings activities are less compared to withdrawals and benefit-receipts
under government schemes, presence of our bank has helped in weaning these people away
moneylenders and chit funds. Apart from adults, students in schools are also being provided
bank accounts so that they can receive stipends and scholarships directly. Financial Inclusion
is here to stay in Mandwi. I am proud to be a part of this success journey.
- Gautam Lashkar, Manager, TGB, Mandwi.

82
STRATEGY FOR REPLICATION

Replicability

The successful achievement of the initiative highlights the collectivism displayed by the
multitude of stakeholders including the District Administration, public figures, bankers and PRIs
that helped leverage the Records of Ordinary Residence (ROR) as an enabling instrument and
catalyzing tool for Financial Inclusion. Since such an enabling mechanism should be available
in other states too, the initiative is easily replicable. For example, institutional arrangements
are already in place like SLBC (State Level Bankers Committee), DLCC/ DCC (Dist Level
Coordination Committee, District Coordination Committee for bankers) BLBC (Block Level
Bankers Committee) and vibrant PRIs.

Framework for Replication

Family registers like ROR at Village Level are maintained in most of the states, which can act
as the common database in digitized form. In case of absence of such registers, the National
Population Register, Census abridged Household lists or the Household lists of Socio Economic
Caste Census or the Digitized database of Ration Cards (as maintained under National Food
Safety Act) could well be utilized as the common database. In case of connectivity challenges,
both online as well as offline models could be explored suiting the geography, spread and
access of the specific state / district.

The success in West Tripura District has demonstrated that the Financial Inclusion can indeed
be a reality under challenging geographic, social and demographic conditions. It provided a
ready platform for increased scope of activities under PMJDY, Prime Ministers Mudra Yojana,
Atal Pension Yojana, PM Swasthya Suraksha Yojana, PM Jivan Jyothi Bima Yojana etc. The
Replication Framework should subsume such a holistic approach.

83
 SUCCESS STORY: RAJASTHAN

Background
SUCCESS STORY: RAJASTHAN
Rajasthan is Indias largest state by area (342,239 square kilometres) or 10.4% of Indias total
Background
area. Total population of Rajasthan as per 2011 census is 68,548,437 of which male and female
proportions
Rajasthan is are 35,550,997
Indias largestand 32,997,440
state respectively.
by area (342,239 At thekilometres)
square Census 2011,
or Rajasthan
10.4% of had a
India's
literacy
total rate
area. of 67.06%
Total (80.51%
population male and 52.66%
of Rajasthan female).
as per 2011 Although
census Rajasthansofliteracy
is 68,548,437 whichrate
male
and female proportions are 35,550,997 and 32,997,440 respectively. At the Census
is below the national average, the State has been praised for its efforts and achievements in 2011,
Rajasthan had a literacy rate of 67.06% (80.51% male and 52.66% female). Although
raising maleliteracy
Rajasthan's and female
rateliteracy rates.
is below the national average, the State has been praised for its
efforts
Reasonsandfor
achievements
Replication in raising male and female literacy rates.
Reasons
To build afor Replication
better society, empowerment of women is important because if signifies empowerment
of the society as a whole and the State at large. With this ethos, the State launched a scheme
To build a better society, empowerment of women is important because if signifies
of Financial Inclusion
empowerment and Women
of the society Empowerment,
as a whole and the called Bhamashah
State at large. WithScheme in 2008.
this ethos, theItState
is
launched a scheme
an end-to-end of delivery
service Financialplatform
Inclusion and Women
to transfer Empowerment,
in a transparent manner,called
cashBhamashah
and non-
Scheme in 2008. It is an end-to-end service delivery platform to transfer in a transparent
cash benefits under various public welfare schemes, to the targeted beneficiaries of State
manner, cash and non-cash benefits under various public welfare schemes, to the targeted
Government. of
beneficiaries Enthused by the success
State Government. story ofbyWest
Enthused the Tripura
success and
storyto of
bring
West onTripura
board theand
toadditional
bring on board
benefitsthe additional
accruing frombenefits accruing from
Total Financial Total the
Inclusion, Financial Inclusion, the
State Government
State Government broadened the scope and re-launched the Bhamashah Scheme, in
broadened the scope and re-launched the Bhamashah Scheme, in 2014.
2014.
Goals
Goals

Ensuring empowerment of women

Achieving Financial Inclusion for all sections of

the society

Providing an end-to-end service delivery

platform for cash and non-cash benefits with
complete transparency and real-time delivery

Facilitating closer-to-home banking services to

citizens

Providing a unified platform for multiple

welfare schemes, including both family and
individual beneficiary schemes

Goals of of
Goals thetheRe-launched Bhamashah
Re-launched Bhamashah Scheme
Scheme

84
Highlights of the Initiative
The one-of-a-kind multipurpose scheme is a family-based program of Financial
Inclusion, where each family is issued free-of-cost, a Bhamashah Card which is linked
to bank account in the name of lady of the house, who is the head of the family. The
card functionality leverages bio-metric identification and core banking solutions. Cash
benefits can be transferred to the bank accounts of the beneficiaries and can be accessed
through the Bhamashah Card. Non-cash benefits could be given directly to entitled
beneficiaries. Under this Scheme the family is mapped carefully and a single, unique data
set for each resident of the State is generated. Duplication is checked. All demographics
and socio-economic parameters are included, so as to work out entitlements under
various government schemes. The goal is to cover beneficiaries at all levels across the
State, under the Scheme.
The Bhamashah Scheme leverages the bank accounts opened under Pradhan Mantri Jan
DhanYojana for achieving Financial Inclusion.
Screenshot of Bhamashah Web Portal- http://bhamashah.rajasthan.gov.in

The Bhamashah platform simultaneously ensures door-step delivery of banking services

through business correspondents (BCs) of the banks and Micro ATMs, being established
at all Panchayats in rural areas. A one-time financial incentive of Rs.2000 is credited
into the bank accounts of all BPL families who enrol in Bhamashah.
Further, various mobile payment gateways have been integrated with the Bhamashah
platform, making service delivery through JAM (Jan Dhan; Aadhar; Mobile) trinity a
reality in the State.
The Bhamashah enrolment software has been developed to work both in offline as well
as in online mode.

85
 Any resident of the State can apply online for Bhamashah enrolment through the
Bhamashah Portal - http://bhamashah.rajasthan.gov.in
The enrolment software also has features for update of details like - New birth in the
family, Marriage of an individual, Death of a family member, Change in address of
resident, Change in any of the detail like bank account number, Correction in details.
First check for data-quality assurance has been provided in the enrolment software
which ensures that invalid entries are not made in the data fields, since due validation
checks are provided at relevant data entry fields in the software.
The Bhamashah Card, with its Ultra Smart features provides multi-dimensional
benefits to the card holder. The all-empowering card is the perfect combination of e
and Governance ensuring effective service delivery.
As the card relies on back-end data set encompassing complete entitlement profile,
neither is there a storage limitation as in case of chip or magnetic strip-based cards nor
is there a requirement of updating profile on the card-based storage. Thus the entire
control can be managed from central servers.
Any member of the enrolled family can also get an individual Bhamashah Card by
paying a nominal fee. This card, apart from being an identity card, highlights the
individuals status for entitlements e.g. Pensioner; Unorganized Laborer, etc.

Bhamashah Family Card

86
Bhamashah Individual Card

Bhamashah Individual Card

87
Monitoring Mechanism
The service department concerned delivers the benefit/service to the core banking
account of the Bhamashah Card holder after bio-metric verification. The system ensures
that only the genuine Bhamashah Card holder families get the intended benefits.
Therefore, there are no chances of misuse of the card, even when lost or stolen.
In case of difficulty in verification through finger-print based bio-metric authentication
(especially in case of manual laborers whose finger prints are not easily readable),
facility of secured validation through One Time Password (OTP) on registered mobile
is also provided.
The security features on the card include: Micro-text printing, Guilloche Pattern,
Invisible UV, Fluorescent ink printing, Bar Code/QR Code and Hologram Hot stamping.
Transactions both cash and non-cash, pertaining to a family are consolidated at one place
in the Bhamashah platform. All the transactional events are linked with notifications to
the stakeholders concerned through SMS/e-mail. Multiple MIS reports are available to
the decision-maker and beneficiaries alike.
A Unified Resident Data Hub (RDH) is created under the Bhamashah Scheme. It
comprises Aadhaar-linkage for identification and basic demographic data leading to
Know Your Resident (KYR). This is akin to the e-RoR data of West Tripura. It ensures
both One Family, One identity and One Resident, One identity.
Success: The Impact
The data includes eligibility entitlements under various schemes. This database has the
power to replace all other resident/beneficiary databases being maintained by individual
departments. With Bhamashah ID, Aadhaar number and bank account detail of the
resident getting linked, all departments leverage Bhamashah data for benefit transfers
for all their schemes and for service delivery.
Since all cash and non-cash benefits are provided directly into the hands of the
beneficiaries after due authentication, it is a major reform institutionalizing good
governance.
More than 30000 e-Mitras are working in all panchayats in rural areas and wards in
urban areas and 20,000 micro ATMs are established to facilitate door-step service
delivery.
Bhamashah Scheme is a landmark innovation for bringing about Financial Inclusion
efficiently and effectively to all the sections of society.
1.12 crore families and 3.88 crore persons have thus far enrolled in the Scheme.
Benefits of different schemes like Social Security Pensions, MNREGA, Janani Suraksha
Yojana (JSY), Shubh Laxmi Yojana (SLY), Below Poverty Line (BPL) Scholarships
etc. amounting to Rs. 1,408 crore in respect of 2.29 crore transactions are transferred
directly into bank accounts of beneficiaries.
Recognition in the form of National e-Governance Gold Award, 2015-16 for (Financial
Inclusion), presented by the Govt. of India is an acknowledgment of the positive impact
of the hugely successful Scheme.
Way Forward
The State is making efforts to ensure that the benefits of Financial Inclusion through the
Bhamashah Scheme are made available in every village, block and district of the State.

88
ERAVIPEROOR GRAMA PANCHAYAT: SUCCESS STORY
OF LOCAL SELF-GOVERNANCE PATHANAMTHITTA
DISTRICT, KERALA

Accountability, Responsibility and Transparency; this

ART is essential for good governance. Jan Bhagidari is the
biggest asset of a democracy.

- Shri Narendra Modi, Honble Prime Minister

89
ORIGINAL INITIATIVE

Background
As one of the most progressive States in the country, Kerala has carved a niche for itself as a
pioneer in decentralized development. The 73rd and 74th Amendments (1992) to the Indian
Constitution brought the local government institutions to the fore, with focus on economic
development and social justice.
Within a span of two years, the Kerala Panchayat Raj Act 1994 was brought into force and
it ushered in a greater measure of participation of people in the planning and development
process at the Village, Block and District Panchayat levels.
Over the years, the Gods Own Country built on the dividends of decentralised democratic
functioning of administration, by way of prudent transfer of powers, funds and expertise to
Local Self Government Institutions (LSGIs) for initiating developmental works at the grassroots
level. The local initiatives and participation were encouraged to such heights that the Panchayat
Raj System of Kerala is hailed as the best in the country.
The good governance initiatives of Eraviperoor Grama Panchayat, Pathanamthitta District of
Kerala exemplify how LSGIs with commitment for common good could gainfully leverage
their potential to bring about positive transformation. The Eraviperoor initiative has been a
step forward towards ensuring the well-being and better livelihood opportunities for the
people. A significant feature of the initiative that is completely in keeping with the vibrancy of
Digital India is the priority accorded to e-Governance at the grassroots level, making local
self-governance citizen-centric, efficient, transparent, responsive, cost-effective and result-
oriented, which reinforced the faith of citizens in public institutions. The multi-dimensional
initiative gave a fillip to development and contributed to the socio-economic advancement
of the Panchayat residents, albeit in a modest, but trend-setting way. Several initiatives were
successfully implemented by March, 2014.
Objectives
The initiative is principally aimed at the all-round development of the Panchayat, the locals and
the environs. The objective was to boost the growth on social, economic, environmental and
human development fronts through a bouquet of progressive and sustainable interventions at
the local level, demonstrating the success of local self governance.
Implementation road map
Following a multi-pronged strategy and citizen-centric approach, a variety of sub-initiatives
were identified and prioritized. These included less-paper office through computerization,
establishing Village Knowledge Centre, Environment Grama Sabha for sensitization and
awareness-building on environmental issues, Waste Management, Mini Water Supply Scheme,
Arogya Sabha, Jagratha Samithy (to facilitate resolution of family disputes in an amicable
way by exploring alternative, informal avenues), Haritha Gramam for making the Village

90
 Following a multi-pronged strategy and citizen-centric approach, a variety of sub-
initiatives were identified and prioritized. These included less-paper office through
computerization, establishing Village Knowledge Centre, Environment Grama Sabha for
sensitization and awareness-building on environmental issues, Waste Management, Mini
Water Supply Scheme, Arogya Sabha, Jagratha Samithy (to facilitate resolution of family
disputes in an amicable way by exploring alternative, informal avenues), Haritha Gramam
clean and green and, optimal use of funds and facilities under Mahatma Gandhi National Rural
for making the Village clean and green and, optimal use of funds and facilities under
Employment
Mahatma Guarantee SchemeRural
Gandhi National (MGNREGS).
Employment Guarantee Scheme (MGNREGS).

Less-
Paper
Assets Office Village
creation Knowledg
under e Centres
MGNREGS

Haritha Enironmen
Eraviperoor t Grama
Gramam
Grama Sabha
Panchayat

Waste
Jagratha Manage-
Samithy ment
Mini
Arogya Water
Sabha Supply
Scheme
Model
Modelofof
Local SelfSelf
Local Governance: Eraviperoor
Governance: Grama Panchayat
Eraviperoor Grama Panchayat

Highlights of the Initiative

Less-paper Office

Less-Paper Office, Eraviperoor G.P.

This modernization initiative applied e-Governance principles and techniques to the

administration of the Panchayat office. Using the software developed by Information Kerala
Mission (IKM, a Government agency) the Panchayat could conduct its office functions (divided
into front-office and main office) in a transparent, systematic and speedy manner. Registrations
of Birth, Death and Marriage from 1970 onwards were fully digitized. The certificates were
made available 24x7, thanks to the linkage to the official website. The activities of the Panchayat
are informed to the public through SMS alert (voice and text messages). In fact, the entire
Panchayats public information is conveyed by SMS alerts. Honorariums as well as salary of
the Panchayat staff are remitted online, directly into their bank accounts, on the first working
day of every month.

91
All sections of the office were under Wi-Fi-enabled computer network. The Wi-Fi facility was
available to the general public too. An easily accessible and people-friendly Touch Screen
facility was also provided. Large display Boards
informed the public about the online services
provided by the office and the procedure for
filing of application for availing the services.
Since all the services were provided from the
front office and touch screens only, public
did not have the need to approach any other
authorities or sections of the Panchayat for the
purpose. Since all records are digitized, original
documents in the Record Room are traced with
facility, within 5 minutes. Village Knowledge Centre,
Eraviperoor G.P.
Village Knowledge Centre
This is a unique initiative by the Panchayat. It involved the up gradation of the Panchayat
Library that came as Godsend to students readying for Civil Services and other competitive
exams. The endeavor included development of a directory on the history of the village, its

Wi-Fi Enabled Network, Eraviperoor G.P.

cultural richness and traditional knowledge. Classes on Sanskrit language were organized.
It is a long-term project and the first stage was completed by equipping the Centre with
reference books and starting training classes for specially selected students in the preliminary
examinations for civil service entry. Thus, the Panchayat Library was transforming itself,
beyond the conventional mould, into provider of services for advancement of cultural and
education activities and knowledge acquisition.

92
Environment Grama Sabha
The initiative relates to conducting awareness programmes on environment and waste
management. Special Grama Sabhas (Village Meetings) were called in all the 17 Wards to
sensitize the residents on environmental issues. Awareness classes are also conducted by subject
experts during the sabhas. Based on the discussions held, various initiatives were identified
and prioritized on waste management, rain water harvesting, planting of the trees etc. to be
implemented by the Panchayat with the support of citizens.
Waste Management
Utilizing the aid given by the Government of Kerala under the Suchitwa Mission along
with the Plan Fund of the Panchayat, the initiative achieved considerable success in waste
management. It included a number of programmes under its umbrella, such as:
Modern & Durable Infrastructure
Composting: Nearly 500 compost pits were dug by laborers engaged under MNREGA.
95 biogas plants and 174 vermi pipe-ring composting units were distributed to tackle
management of waste at the source.
Management of Plastic Waste: This is a first and only such exercise in the whole district
of Pathanamthitta. Plastic waste, which adversely impacts the environment and is not
bio-degradable, was collected by installing dust bins kept in the schools, anganwadis and
public places, by paying Rs.10 per Kg. This encouraged these institutions in facilitating
the collection. Public-awareness was generated through environment grama sabhas,
Village Eco Club and using services of NCC Cadets and Self- Service Organizations.
Plastic Shredding Machinery at a cost of Rs. 2.10 lakh was installed with the unit
titled as Haritha Plastic which is run by a group of five Kudumbasree (destitute
welfare organization). In fact, plastic waste was collected from the famous pilgrimage
centre of Sabarimala and from the nearby Panchayats too, with a larger goal of making
the surrounding areas also plastic-free. The shredded plastic from the unit is mixed with
bitumen for construction of roads, which increases its quality. Thus, the life span of
black top of roads got enhanced. Since the initiative is driven by science, technology
and innovation, various international agencies like Sweden-based International Centre
for Local Democracy (ICLD) visited the project and hailed its practical relevance.
Modern Slaughter House: Construction of modern slaughter house was taken up as per
the norms and conditions of Suchitwa Mission and Pollution Control Board, which is
again a first-of-its-kind initiative in not only the district of Pathanamthitta but also in the
State.

Plastic Shredding Unit, Eraviperoor G.P.

93
 Modern Fish Market: Construction of a modern fish market too was taken up, under the
annual plan of Grama Panchayat, utilizing the financial aid from Fisheries Department.
Mini Water Supply Scheme
The purpose of the initiative is to specially meet the drinking water requirements from the
disadvantaged sections of the society. Accordingly, eight mini-water supply schemes were
implemented in different Scheduled Caste colonies in the Panchayat, thanks to support from
SC Development Plan Fund.
Arogya Sabha
This initiative focused on effective implementation of various government health programmes
and Panchayat health projects:
Yoga Class - Yoga classes was conducted, as a remedy for lifestyle diseases like
diabetes, hypertension and obesity. In seven locations, around 1,000 participants were
trained. Every year around 300 participants are being trained. There is a dedicated Yoga
instructor for the Panchayat.
Ayush - Sub-centres of Ayurveda and Homeo dispensaries functioning at different areas
of the Panchayat were brought together to the Primary Health Centre (PHC) premises
along with a yoga centre. Essential medicines, bought with Panchayat Plan Fund, were
also made available in the centres.
Karate Class - Karate classes were conducted for girls between 10 15 years of age, in
various schools of the Panchayat. The aim is to develop self-defense skills and bolster
self-confidence in them along with their physical and mental development.
Renovation of PHC - The Primary Health Centre (PHC) was renovated using
Panchayat Plan Fund. The PHC had taken several steps to ensure quality healthcare.
Computerization of the outpatient wing and modernization of the pharmacy were two
significant achievements. The Grama Panchayat has the unique distinction of being the
first in the State to get ISO-9001 certification for its PHC at Othera.

Various Government Health Programmes & Projects in Eraviperoor G.P.

Pain-relief & Palliative Cure - Various pain-relieving and palliative-cure initiatives

were implemented. Medicines were distributed to the needy. A nurse was appointed and
an ambulance was bought for house visits.
Insurance cover for cancer treatment - A Scheme for insurance cover towards treatment
of cancer at Regional Cancer Centre, Thiruvanathapuram was implemented. 176 women
laborers, who completed their hundred days of employment under MGNREGS, were
among the beneficiaries.

94
As a result, of the Arogya Sabha initiatives, the health outcomes of the Panchayat improved
vastly and were recognized as one of the best in Kerala.
Jagratha Samithi
Jagaratha Samithi is an alternative dispute redress mechanism for resolving the complaints
and petitions raised by women and children, without their having to approach the police or
the judiciary. The Samithi makes its sitting on the first Friday of every month and deals with
various complaints like maintenance allowance, partition of family property, and protection for
senior citizens etc. and gives counseling to the needy. It proved to be an effective grievance
redress forum at Panchayat level as well as at Ward level with special focus on preventing and
addressing atrocities against women and children. In 48 months, the Samithi received 182
petitions and amicably settled 173 of them. The aim is to make the entire Panchayat litigation-
free, over time.
Haritha Gramam
Fallow land cultivation as well as modern cultivation schemes to improve the agriculture
production is the feature of the Haritha Gramam (green village) initiative. Twenty five acres
of fallow land was cultivated with paddy under the Scheme. It inspired the farmers to start
cultivation in poly houses. In order to promote roof gardening, 1,250 grow bags with
seedlings and two rain shelters were distributed in one year alone. Preparation and supply of
grow bags was taken up by the Labor Bank formed in the Panchayat. Around 20,000 plants
were distributed under the aegis of Special Ward Committees. A garden of Ayurvedic plants
was setup in the Government Upper Primary School at Vallamkulam.
Mahatma Gandhi National Rural Employment Guarantee Scheme
Under the MGNREGS, various durable assets
were created. They included:
Varattar Punarjeevanam Rejuvenation
of River Varattar. It is a river that got
dried up, having stopped flowing 30
years back. A plan was drawn up to clear
the river path, remove sand and mud,
and to regenerate the water flow. The
first stage of the work was completed
during 2013-14. Haritha Gramam Initiative,
Improvement of Roads Metalling Eraviperoor, G.P.
and black topping of village roads (1280
mtrs.) was completed in several Wards, using Panchayat Road Maintenance Grants.
Rain Water Harvesting 38,000 Rain Water Harvesting pits were constructed in the
Panchayat area. This increased the ground water level and proved to be a remedy during
drought to a considerable extent.
Banana Cultivation - The Scheme was formulated and implemented as a Productive
Sector project, in which funds under MGNREGS and Panchayat Plan were integrated
and utilized. Forty two citizen groups were part of the project and 13,860 banana
seedlings were planted. Subsidy was given under the Panchayat Plan for seedlings and
fertilizer, while labour charges were borne out of MGNREGS funds.

95
Success: The Impact
To obtain feedback about the services after the implementation of the initiatives, a survey was
conducted throughout the Panchayat. The feedback strongly brought out the positive nature of
the changes and wide-spread appreciation by the people. The comments in the survey showed
that the improved quality of services was in tandem with the contemporary-demand and citizen-
expectation scenario.
Interaction with stakeholders and citizens / users highlighted the success of the Panchayat, for
its service-oriented and people-friendly initiatives. Patients who visited the PHC praised that
its more than a hospital and a true family-caring centre. Employees engaged in various units
and productive activities as well as the local community were overwhelmingly happy with the
various initiatives and the benefits accruing therefrom.
The completion of the implementation of each of the projects successfully, certainly contributed
to the Panchayat emerging as a model not just for Kerala, but for the whole country.
The initiative won accolades not only from several quarters from within the country but also
on the international platform. The Sweden-based International Centre for Local Democracy
(ICLD) that visited the Panchayat with its researchers from 11 nations adjudged Eraviperoor as
the best Panchayat based on its rich project diversity and successful implementation.
The initiative was also conferred with the States Bio-diversity Management Committee Award.
Elected as a Model High Tech Green Village, it was given an additional government aid of Rs
three crore. As a further and resounding recognition for its achievements, the Panchayat won
the most coveted Prime Ministers Award for Excellence in Public Administration for the year
2013-14.
The exemplary and emulation-worthy performance of the Panchyat found a mention in the
Limca Book of Records, in 2015-16.
Sustainability
The major contributing factor for the initiative was the involvement and confidence reposed in
the Panchayat by the Grama Sabha and the support by the Grama Panchayat Board. The funds
available with the Panchayat, as well as those under MNREGA, together with the Plan and
Non-Plan funds of the Government of Kerala, ensured that the works progressed uninterrupted
in a smooth and systematic manner.
Retired personnel settled in the Panchayat proved to be very useful resources. Their commitment
and contribution in various projects made an immense positive difference and reinforced
sustainability and hence merits special mention.
Scalability
Riding on the success of its projects, the Panchayat is planning many more services in separate
phases, including women empowerment and skill building. Citizens are willingly and readily
coming forward to contribute to the pool of resources, so that the initiative could be expanded
in scale and scope. Moreover, they are an inspired lot because they have already tasted success.
A step in this direction is the Nutrimix project, a food-supplement initiative by the Panchayat
that engages and provides employment to 20 women members of a Kudumbashree group. They
sell nutrient food to about 139 Anganwadies in the Panchayat and also to nearby areas. It helps
the women in their livelihood. The product (nutritious powder) is made from quality wheat,
ground nuts, corn etc. and has good acceptability and demand.

96
Project Champion Speak
The Eraviperoor Grama Panchayat initiative is an organizational effort led from the front by
the then Panchayat President Shri N Rajeevan, an advocate by profession. The recognition and
accolades won by the Panchayat are the result of continuous efforts by him and his team, ably
supported by the government functionaries and the citizens.
All panchayats in Kerala receive the same amount as funds from the Local Self Government
Department but what made Eraviperoor Panchayat unique is the fact that it invested the funds
in initiatives that are of direct interest and common concern to the local people, says Rajeevan.
He credits the success to the fact that the initiatives were all demand-driven, in other words,
addressing the felt needs of the people. He recalls with satisfaction the proactive role that he
and his team played by visiting the households for eliciting their expectations, which had come
in for lot of praise and generated awareness, interest and enthusiasm among the citizens.
He highlights that the entire Panchayat staff and members worked as a team in spite of their
political differences, for the common good of the village. The Panchayat members developed
excellent cooperation with the Panchayat staff, the administration team.
Funds from Central and State schemes like MNREGS and Suchitwa Mission need to be
integrated and dovetailed to get innovative projects completed, advises Rajeevan drawing
upon his successful experience.
Moving from the conventional approach of involving only the government machinery or
depending exclusive on it, the Panchayat brought in private players for speedier and targeted
implementation of projects. This is another key recipe for success, opines Rajeevan.
Rajeevan gratefully acknowledges the support extended by Block Panchayat and District
Administration, whenever he and his team faced difficulties in implementing the projects due
to resistance from vested interests. With such backing, I could strictly enforce compliance to
get things done, Rajeevan proudly states.
We knew that if we work as team, people too will appreciate and come forward for benefit
of all, avers Rajeevan. He drives home the importance of mutual trust, delegation and
empowerment when he professes that as the President of the Grama Panchayat, he takes the
responsibility and identifies a project after due consultations, his team would take over the
activities and go ahead with implementation with full steam till the initiatives are successfully
completed.
When once we demonstrate our commitment to transparency, timeliness and integrity in our
activities, people realize, recognize and appreciate our efforts as truly service-oriented and
it reinforces their faith in the Panchayat that its THE place for their needs addressed and
grievances redressed, as we experienced, proclaims Rajeevan. Keep the initiatives simple so
that their benefits can be easily felt and experienced quickly by the people suggests Rajeevan.
Wholehearted involvement of local community is the key. For that to come by, its the
responsibility of the Panchayat to sensitize and build awareness in the communities on the
positive aspects of the initiatives and enhance their capacities for active participation and
contribution is a sound piece of advice by Rajeevan for the replicators.

97
STRATEGY FOR REPLICATION

The major factors that led to the success of the initiatives were the care and concern for the
societal well-being shown by residents of the Grama Panchayat. Grama Sabha members,
government officials as well as other stakeholders came together to work to address the
commonly felt need for the betterment of services like waste management, combating diseases,
improved health services delivery, security of girl children, orienting youth towards better and
knowledge-based opportunities, addressing ecological and environment issues etc.
Replicability
a) The Eraviperoor Grama Panchayat implemented about nine major interventions under
the initiative. All the services covered are those which any Panchayat Raj Institution
(PRI) would dream to provide. Secondly, all the services were provided on the principle
of pooling and sharing of resources and services. Therefore, the initiative has a strong
potential for buy-in and resultantly, replication worthiness.
b) With due identification of funds, functions and functionaries, any State, District or
Panchayat can replicate these interventions by addressing the local needs through a
viable strategy and acceptable plan of action.
Framework for Replication
It is vital that the replicating State has in place a string and vibrant Panchayat Raj system,
with effective transfer of funds and functions to the functionaries at the grassroots level. A
Panchayat which has already proven itself for good performance could be an ideal candidate
for replicating the initiatives of Eraviperoor, if they have not been taken up already. Initiatives
chosen should be location-specific. There is a need to identify particular/ newer initiatives
based on a demand-driven approach, so that there is ready acceptance, willing cooperation
and whole-hearted participation by the people of the Panchayat. It is better to choose those
initiatives for replication for which the relevant Schemes / Guidelines are available in the State.
Else, there would be scope for queries and delays. If the initiatives are heavily dependent on
funding from National/State agencies/ schemes, sustainability could get affected if priorities or
programs change at the National / State level. Such initiatives are to be avoided. Encouragement
and support from the District Administration and the Department concerned at the State level
(dealing with PRIs) are important. If staff which is part of the initiative gets transferred mid way
during implementation, it will lead to project progress getting affected. This is best avoided.
At the outset, the services provided by the Panchayat need to be analyzed, so as to identify the
gaps that could be fulfilled through replication suiting local conditions.
a) Before replicating the interventions, sensitization of the community is needed so that
it can appreciate the potential benefits and the level of commitment, involvement and
participation expected of it.
b) The initiative calls for capacity-building, need identification and community ownership.
Therefore, training needs should be ascertained, keeping in view the initiatives being
taken up for replication.
c) The initiative needs to be incorporated in the Panchayat Annual Work Plan. Considering
the significant outcomes and success of the Eraviperoor endeavor, a model PRI Work
Plan could be prepared, so that the same project could be implemented in multiple PRIs
in a phased manner, ensuring balanced progress and development.

98
 Plan. Considering the significant outcomes and success of the Eraviperoor
endeavor, a model PRI Work Plan could be prepared, so that the same project
could be implemented in multiple PRIs in a phased manner, ensuring balanced
progress and development.

For selectingaaPRI
For selecting PRIforfor replication,
replication, thethe following
following aspects
aspects couldcould be considered:
be considered:

The The PRI is The PRI is

Gram recognized The Most The PRI
successful in community members has
Sabhas for unique imple- obtained
are held and is not are open
menting divided into and awards in
regularly innovative majority of the past
and achieve- many supportive
the disjoint of like Nirmal
attended ments in development Gram
by large the past. groups. innovation.
schemes. Puraskar,
number Open-
of defecation-
citizens. free (ODF)
Village etc.

A PRI with the above attributes is an ideal candidate for taking up replication.
A PRI with the above attributes is an ideal candidate for taking up replication.
The scope of activities undertaken by the Eraviperoor Grama Panchayat needs to be calibrated
with the local conditions, in terms of suitability of the activities, eligible persons under each
The scope
selected of activities
activity, undertaken
potential bythe
for use and theresources
Eraviperoor GramaAfter
required. Panchayat needs of
due analysis tothe
bePRI, the
calibrated with the local conditions, in terms of suitability of the activities, eligible persons
activities may be customized and finalized.
After selecting the activities for intervention, the key stakeholders need to be identified.
They could be Ward members, members of the Village Development Committees, village
level workers of the Departments of Panchayat Raj, Health, Agriculture, Revenue and Rural
Development, media and communication specialists of the area and Civil Society Organizations
(CSO) and Non-Governmental Organizations (NGOs) working in the rural development sector
in the locality. Participatory meetings are to be organized where the concerns of each category
of stakeholders could be addressed and later redefined.
The process of implementation should be tuned to PRI requirements besides considering the
PRI priorities and work culture.
The Replication Framework needs to consider existing services/schemes of the PRI in the
district. The government schemes of various departments such as Health, Women & Child
Development (WCD), Social Justice, Agriculture and Rural Development need to be taken
stock of and appropriately dovetailed while preparing the activity plans.
State, Block, District leadership needs to be apprised/involved by the PRI. Successful projects
involve the encouragement and participation by the State/District leadership as well as elected
public representatives. Leaders prove to be great advocates of interventions of the Eraviperoor
kind. Workshop and meetings with stakeholders would help address their concerns so that
guidelines and the action plans could be suitably amended.
Based on the activity plans, budgets are to be prepared considering the possible sources of
funds. The budgets should be prepared only after finalizing the activity plans. Workshops/
Grama Sabhas involving key stakeholders will not only provide solutions to possible problems

99
but also help in identification of activities, long term and immediate objectives, ultimate goals
as well as ownership for various interventions.
Implementation should involve a Documentation and Dissemination Plan to share the
experiences within the PRI, Block, District and the State.
Sustainability of replication would be ensured if the initiative is institutionalized, ownership
by the stakeholders is promoted, capacity building is ensured, resources/funding are tied up,
information, education and communication (IEC) campaigns are conducted and a balanced and
equitable distribution of benefits is established with due socio-economic justification.

100
SUCCESS STORY: GUJARAT

SUCCESS STORY: GUJARAT

Background

Gujarat, strategically located on the West coast of India, has been a model state for its
Background
development-centered governance. One of the many pioneering initiatives of Gujarats
Gujarat, strategically
governance located
includes the on Village"
"Smart the Westproject,
coast ofwhich
India,aims
has at
been a model
making the state for clean
villages its
development-centered
and governance. disease-free,
healthy, environment-friendly, One of the and manysocio-economically
pioneering initiatives of Gujarats
empowered.
governance includes the Smart Village project, which aims at making the villages clean and
Smart Village
healthy, Yojna
environment-friendly, disease-free, and socio-economically empowered.
Smart Village Yojana
Smart Village is a destination, which select villages aspire to reach with a set vision in
Smart
mind, Village
with is a destination,
due support from thewhich
State select villages aspire
Government. to reach
Through with acompetition,
an open set vision in mind,
certain
with dueare
villages support from which
selected, the State Government.
prepare Through
their own an open
plans, to becompetition,
executed over certain villages
three years,
ensuring overall
are selected, which development
prepare their and
own focusing notexecuted
plans, to be only onoverphysical infrastructure
three years, but also
ensuring overall
sanitation, cleanliness, education and health.
development and focusing not only on physical infrastructure but also sanitation, cleanliness,
education and health.
A village shortlisted after the competition will be one with a clear vision for its
A village shortlisted
development, capableafter the competition
of utilizing willavailable
resources be one with
andaready
clear vision for itsits
to perform development,
duties under
capable of utilizing resources available and ready to perform its duties
various Acts and rules to deliver services effectively to all sections of the society. under various Acts
This, in a
and rules to deliver services effectively to all sections of the society. This,
nutshell, is the improvised replication initiative of the progressive State of Gujarat. in a nutshell, is the
improvised replication initiative of the progressive State of Gujarat.
Highlights of the project
Highlights of the project

The Village Panchayat is treated as a unit.

In every taluka, a minimum of one village is selected at the end of the competition.

There is a two-stage process for selection of the villages.

One additional village is selected from the backward talukas.

Every taluka headquarters, which is a Gram Panchayat, gets a lateral entry in the
second round.

If a village is able to find a donor/sponsor/PSU which is willing to adopt and support

its development by contributing 50% of total funds, it gets a lateral entry in the second
stage of the competition.

If a village is not selected at the end of competition, but in the course of the year
achieves certain targets like Open Defecation Free (ODF) status, it will also be eligible
for lateral entry into the second round of the Smart Village process in the coming year.

Selection process
There is a two-stage process for selection of villages under Smart Village scheme. In the initial
stage, all villages are motivated to fill an entry form for the competition. This entry form seeks
details of performance of the village in different aspects like activities of Gram Sabha, tax
collection, literacy, working of schools, anganwadis, and involvement of village in education,
health, sanitation and cleanliness.
This form is checked for veracity and forwarded to a District-level Expert Committee which

101
 form seeks details of performance of the village in different aspects like activities of Gram
Sabha, tax collection, literacy, working of schools, anganwadis, and involvement of village
in education, health, sanitation and cleanliness.

This form is checked for veracity and forwarded to a District-level Expert Committee which
shortlists a certain multiple of villages, as allotted to the district. The Committee does its
shortlists a certain
assessment based multiple of villages,
on objective criteria. as
At allotted
the end to
of the district.
stage one, twoTheorCommittee
three timesdoes
the its
assessment based on objective criteria. At the end of stage one, two or three times
number of villages allotted to a district are selected to participate in the state level the number
ofcompetition.
villages allotted to a district are selected to participate in the state level competition.

Villages' details on
performance in diff. aspects
(activities of Gram Sabha, tax
Shortlisting by District- Shortlisted villages
collection, literacy, working of participate in the State
schools, anganwadis, level Expert Committe
Level Competition
education, health, sanitation
etc. )

Selected villages
Selected villages at
granted support to
District level prepare
transform themselves
development plans
as Smart Villages

Selection Process - Smart Village

Selection Process - Smart Village

In the second stage, villages selected at the district level, prepare their respective plans for
In the secondThis
development. stage,
planvillages
shouldselected at thekeeping
be prepared district level,
in mindprepare their respective
the mandatory targetsplans for
and vision
development. This plan should be prepared keeping in mind the mandatory targets and
tovision
be realized for the village to be identified as a Smart Village. Every village is given a grant to
to be realized for the village to be identified as a Smart Village. Every village is given
prepare its plan
a grant to prepareand support
its planisand
provided
supportbyisthe Districtby
provided team
thefor preparing
District teamthe
forplans. At thethe
preparing state
level, villages
plans. are selected
At the state based on
level, villages arethe plans based
selected they prepared. At the
on the plans theyend of stageAt
prepared. two,
thearound
end
300 400two,
of stage villages are300
around selected,
400 which
villageswill
arebe supported
selected, whichforwill
nextbethree years to
supported forreach
next the goal
three
years to reach
of Smart Village. the goal of Smart Village.

Mandatory Targets for Smart Village

Total Immunization
0% school dropout ratio
Open defecation free
90% collection of taxes
Compulsory door to door garbage collection
Maximum service delivery at E-gram center
100% institutional deliveries
100% individual toilets
Roads without encroachment
100% registration of births & deaths
Compulsory four Gram Sabhas with quorum of minimum 50% of total voters
100% bank accounts

102
 100% enrollment of children in Anganwadis
Revenue / Panchayat record classification
Road side Plantation
Wi-Fi connectivity in the Village

Potential Success: The Impact

Social Development
Crime- free village
100% literacy village
Mal-nutrition-free village
Child-marriage free village
Pollution- free village

Human Development
100% coverage of widows, differently-abled persons and senior citizens for government
benefits
100% girl-education up to 8th standard
Reduction in child mortality

Economic development
Organic farming/Vermi compost
Progressive farming
Soil Health Card
Dairy development
Hat Bazaar
Increase in employment opportunities

Community Development
Drinking water / Tap water
Internal roads
School building
Health center
Door to Door collection of garbage.

103
 Health center
Door to Door collection of garbage.

Social
Development

Community Success: Human

Development The Impact Development

Ecomomic
Development

Potential Success: Impact of the Smart Village

Potential Success: Impact of the Smart Village
Thus, the Eraviperoor Gram Panchayat model of successful local self governance spurred the
spawning of improved, improvised and integrated initiatives like Smart Village in Gujarat,
towards realizing the objective of contributing to the socio-economic and human development
of thethe
Thus, population residing
Eraviperoor in villages.
Gram Panchayat model of successful local self governance spurred
the spawning of improved, improvised and integrated initiatives like Smart Village in
Gujarat, towards realizing the objective of contributing to the socio-economic and human
development of the population residing in villages.

o0o

104
CANAL-TOP SOLAR POWER PROJECT- A NEW DIRECTION
TO GREEN AND CLEAN ENERGY, MEHSANA DISTRICT,
GUJARAT

India has now graduated from Megawatts to Gigawatts in

terms of renewable energy production

- Shri Narendra Modi, Honble Prime Minister

105
ORIGINAL INITIATIVE

Background
The challenges of climate change and global warming have been a matter of great concern
to humanity, as a whole. As silent killers, they are spreading their tentacles to such alarming
proportions that the toll, in course of time, could be more devastating than any known
catastrophe.
Today, the fact that conquering this man-made destruction rings in an environment that will
help us, and the future generations breathe easy, is on the top of the agenda of every national
and international forum.
In tune with its visionary conceptualization that stemmed from a compelling need to redress
the rising menace, the State of Gujarat rose to the occasion almost a decade ago. This was
necessary because the climate change had a direct, and ominous, bearing at not just the state
level but also at the national level.
Realizing the overwhelming need to tackle the challenges head-on, the Government evolved
viable integrated policy prescriptions and programmes that could mitigate and reduce the
deepening of the vulnerability.
The Government was also aware of the cascading effect and the enormous cost implications it
brought along, which also had the potential to escalate if preventive remedial measures were
not put in place, alongside the programme implementation.
While the exhaustible reserves of fossil fuels were a cause for worry for the nations energy-
security, volatile market prices of fuel resources were making matters worse.
The State Government recognized the central role of energy in this context. This could be
meaningfully handled with more prudent use of conventional energy by promoting sustained
use of new and renewable energy sources and applications that had the potential to reduce
emissions and hence the adverse impact on climate change. This was almost like a double-
benefit as it would prevent erosion of natural carbon energy resources that the State has been
endowed with.
Based on this very resourceful climate-friendly initiative, the State decided to promote energy
efficiency measures, adopt preventive management techniques and build capacities in which all
stakeholders could contribute and help achieve the transition to a more energy-secure future.
Needless to emphasize, the State has come a long way in this pioneering endeavor.
Gujarat is endowed with high solar radiation levels with 300 days of clear sun, very conducive
arid conditions and minimal sun-tracking, especially in the barren wasteland areas. Given this
enabling scenario, the State government has been encouraging solar power generation projects
as a means for socio-economic development of backward regions that also helped generate
livelihood opportunities to the local population. In a way, the State could potentially evolve as
the nations Integrated Solar Generation Hub.
Inspired by the successes, the Government of Gujarat introduced the Solar Power Policy
2009 with the objective of promoting generation of green and clean power across the length of
breadth of the State. The Policy facilitates judicious use of an appropriate mix of technologies.

106
Not one to rest contented, the State, under the dynamic stewardship of the Honble Prime
Minister, Shri Narendra Modi ji, who was the then Chief Minister of the State, envisioned
utilizing the large canal network and exploiting Saur Urjashakti with Jalshakti to reap the
twin benefits of saving on the use of land and conserving water by way of reduced evaporation.
Putting in place a solar power plant needs large acreage of free land -approximately five acres
being the requirement to establish one MW capacity project. It goes to the ingenuity of the
State Government that it recognized and appreciated the fact that the canal network provides
a unique opportunity to accommodate solar panels as it eliminates land acquisition issues and
also reduces water evaporation, as solar panels block a substantial amount of sunlight falling
on water.
A conservative estimate is that a one MW pilot plant will save about nine million liters of water
annually from evaporation and thus, leads to conservation of this precious natural resource.
Another proven advantage of solar power is that the generation of energy is close to the
consumption point. This helps in minimization of the transmission and distribution losses, a
vexatious issue for conventional energy supply networks when electricity is to be transported
from power stations that are normally situated at a considerable distance.
Objectives
i. To put into action the great vision of combining Saur Urjashakti and Jal Shakti
(Generation of Solar energy & Conservation of Water).
ii. To reinforce and give a new direction to green-energy revolution.
Implementation roadmap
The roadmap that was formulated envisaged selection of an easily accessible site that could be
useful for future scale-up; establishing and commissioning of a pilot and demonstration plant
on the canal to facilitate solar power generation; study of the plant functionalities as a viable
prototype besides finding ways to reduce the cost of setting up similar plants in the future; and,
creating awareness and promoting use of canals for future solar plants.

Canal-Top Solar Power Plant, Gujarat

107
Highlights of the Initiative
Though private sector was appreciative of this concept as a first-of-its-kind path-breaking
initiative, it was hesitant to come forward in view of the cost factors. Against this backdrop,
the Gujarat State Electricity Corporation Ltd (GSECL) took up the task to establish the
demonstration project, taking the one MW solar photovoltaic power project on Narmada branch
canal as a challenge.

Narmada Branch Canal, Gujarat

Supporting the cause and the innovative endeavor espousing it, the Sardar Sarovar Narmada
Nigam Limited (SSNNL) issued Right of Use and Right of Way to GSECL for implementing
the project on the canal top.
The branch canal near village Chandrasan was selected as the site from among ten short-listed
ones after taking into consideration its suitability and proximity to the State capital.
As a part of sustainable business model, a power purchase agreement (PPA) was signed with
the Uttar Gujarat Vij Company Limited (UGVCL), which is off-taking the generated solar
electricity at 11 kilo volt-level in its local distribution grid.
GSECL facilitated visits of representatives of Central Government, State governments, industry,
developers, educational institutions, students and media, so that they could understand and
appreciate the concept as well as the nuances of the implementation.
The local community not only cooperated all along as a demonstration of their solid support but
was present in full strength when the project was being dedicated.
Monitoring Mechanism
The project was executed through an engineering, procurement and construction (EPC) contract.
In its capacity as the owner and developer of the unique project, GSECL coordinated with all
the stakeholders and ensured its timely completion.

108
The project work started in September 2011 and progressed with precision. The commissioning
was carried out in phases from January 2012 to February 2012. The project was dedicated to
the nation on April 24, 2012 by the Honble Prime Minister, who was the then Chief Minister
of Gujarat.
Success: The Impact
Besides being a successful model of clean energy generation, the initiative demonstrated its
many benefits both direct and indirect.

Photo Voltaic Modules- Canal-Top Solar Power Plant

For instance it has been observed that generation of energy for the same capacity was significantly
higher in a Canal Top Solar plant when compared to the plant erected on the ground. This is
on account of the temperature of panels being relatively lower due to the cooling effect of the
water beneath.
That apart, shadowing effect of the solar panels on water results in a lower rate of photosynthesis
and retarding the growth of algae in the water. This was found to reduce clogging in pumping
stations and irrigation pumps, thus lowering the operation and maintenance costs for canals
and irrigation.
A bigger reward is that the plant spurs development of the adjoining areas, spawning and
stimulating economic activity, in the process.
Thus, there has been appreciation from all quarters, from the expert to the common man on how
the project could help the State, country and the world in harnessing solar power, conserving
water and emerging as a tangible solution to combating climate challenge.
It is therefore not surprising that the innovative initiative was recognized with a slew of awards,
including coveted ones like the 11th India Tech Excellence Award 2012 (Innovative Clean &
Green Energy Generation); 5th India Power Award 2012 (Innovative & Imaginative Use of
New & Renewable Sources); Global Solar EPC Award (Finalist); 7th India Power Award 2014
(For the valued contribution made to the Energy Sector); and the Honble PMs Award for
Excellence in Public Administration, 2014.

109
The deluge of positive feedback and wide-spread appreciation from national and
international dignitaries, representatives from a multitude of organizations, institutions
and government agencies who visited the plant for a first-hand study remains till
today as the most satisfying and heart-warming reward for this excellent, exemplary,
extraordinary, exceptional and emulation-worthy initiative.
Sustainability
The initiative is sustainable, given that the life of a solar plant lasts over 25 years. The crystalline
technology used in solar panels is also proven. The availability of the canal is, of course,
assured for a long period. The PPA is also signed for 25 years. Thus, the project, with proven
technical feasibility and financial viability as its credentials, is eminently sustainable.
Scalability
Enthused and spurred by the success of the pilot, the installation of Canal-top solar plant on
the main canal is already on the agenda of the Government of Gujarat. The Government also
proposes to undertake an extensive study for widespread deployment of the canal solar power
concept.
Expert Speak
As a domain expert and one of the resource persons who championed the pioneering initiative,
Ms Bela Jani, Executive Engineer, GSECL, is a an extremely happy officer, having witnessed
from close quarters, the evolution, implementation and the amazing results of the initiative.
As an authority on the subject, she identifies the critical factors for the initiative as the purposeful
oneness with which all the individuals drawn from across diverse departments worked in unison
and in tandem with every other stakeholder.
Ms Jani urges the replicating States to use experts to conduct feasibility studies before the
inception stage and also give due priority to design. This could be achieved if stakeholders
from Irrigation and Environment Departments and Distribution companies are brought on
board right from the early stages she suggests.
Strong and visionary State leadership that encouraged and provided an enabling environment
for the initiative, dedicated workforce that energized the positive efforts, engagement with
stakeholders and the project consortium constituting the winning combination of Sardar Sarovar
Narmada Nigam, Irrigation department and Gujarat State Electricity Corporation Limited
(GSECL) are the significant contributory factors for achieving the success, is her observation.

110
STRATEGY FOR REPLICATION

Replicability
What has been the distinctive feature of this innovation is that it has brings about a noticeable
qualitative impact for the better, on the environs.
Tangible benefits include enhanced efficiency levels of the canal-top solar system and also the
increased life span of the solar modules.
The demonstrated initiative in Gujarat holds immense promise for the future. It is for these
reasons that the Gujarat success story is worthy of emulation and the interest evinced by several
states for its replication, exemplifies this aspect.
Thus, the concept is replicable in its entirety on account of its many proven advantages, not
only for Gujarat or the nation but also globally.
Framework for Replication
The framework for replication should encompass careful attention to and seamless integration
of human, socio-economic, technological and environmental factors, which the initiative
successfully demonstrated.
Considering the changes in the solar industry landscape, and taking into account that photovoltaic
cells have higher capacity today than during the time of the initiative, as an improvisation,
future implementations could explore 10 MW canal top solar power plants. Of course the
infrastructural aspects such as support structures for the photovoltaic cells need to be designed
suitably to reduce the load on the canal.

111
SUCCESS STORY: PUNJAB
SUCCESS STORY: PUNJAB
Background

Punjab is a prosperous State of India with an area of 50,362 square kilo meters. Most of the
Background
State lies in a fertile, alluvial plain with many rivers and intensive irrigation canal systems.
Punjabbrings
Monsoon is a prosperous State of
the inimitable India with an area
Baisakhi-styled joy toof the
50,362 square kilo
agricultural meters.
sector. TheMost of the
region is
State for
so ideal lieswheat-growing
in a fertile, alluvial
thatplain withtitles
it won manylike
rivers and intensive
"Granary irrigation
of India" canal systems.
and "India's bread-
Monsoon
basket". Armed brings
withthe inimitable adoption
progressive Baisakhi-styled
of newjoy to the agricultural
technologies, sector.
the State hasThe region
a good is so
track-
record of efficient power generation with high plant load factors. In fact Punjab
ideal for wheat-growing that it won titles like Granary of India and Indias bread-basket. is also a
provider
Armedofwith
electricity to other
progressive states of
adoption that
newfetches valuablethe
technologies, revenue to the
State has exchequer.
a good track-record of
efficient power generation with high plant load factors. In fact Punjab is also a provider of
Widely recognized
electricity and
to other respected
states for its
that fetches innovative
valuable revenueandtoentrepreneurial
the exchequer. spirit, the State is
among the early movers for replicating the successful Canal Top Solar Power Generation
Widelyofrecognized
endeavor Gujarat. and respected for its innovative and entrepreneurial spirit, the State is among
the early movers for replicating the successful Canal Top Solar Power Generation endeavor of
Gujarat.
Reasons
Reasonsfor for
Replication
Replication
Punjab
Punjab State
State hashas
vastvast Canal
Canal irrigation
irrigation systems(about
systems (about9090
9090 km)
km) that
that comprise:
comprise:

Sirhind
4,020 km.

Harike Punjab Upper

Head Canal Irrigation Bari
Works Systems
Doab
487 km. 3,119 km.

Bhakra
Main Line
1,464 km.

Canal Irrigation Systems in Punjab

Canal Irrigation Systems in Punjab
The States land is extensively earmarked for agricultural purposes. Hence, the Canal Top Solar
The Plants
Statesmake
landaissound proposition
extensively to spur pollution-free
earmarked energy
for agricultural generation
purposes. capacity,
Hence, utilization
the Canal Top
of vacant space over the canals and, more importantly, obviating the necessity
Solar Plants make a sound proposition to spur pollution-free energy generation capacity, for additional
land useoffor
utilization the purpose.
vacant space over the canals and, more importantly, obviating the necessity
for additional land use for the purpose.
Progress report
Mapping of the available potential on the main canals showed that there is a scope for more
than 1,500 MW for installation of Solar PV projects. Evacuation points have been identified
and the distance of the sub-stations from the potential canals varies from 3 Kms to 8 Kms.
Accordingly, pre-clearances from the State Irrigation Department were obtained.
The Union Ministry of New & Renewable Energy (MNRE), sanctioned 20 MW capacity pilot-
cum-demonstration project for development of Canal Top Solar Projects to the State of Punjab

112
and the distance of the sub-stations from the potential canals varies from 3 Kms to 8 Kms.
Accordingly, pre-clearances from the State Irrigation Department were obtained.

The Union Ministry of New & Renewable Energy (MNRE), sanctioned 20 MW capacity pilot-
cum-demonstration project for development of Canal Top Solar Projects to the State of
Punjab with central financial assistance of Rs.3.0 Crore per MW or 30 per cent of the
withcost,
project central financialisassistance
whichever lower. of Rs.3.0 Crore per MW or 30 per cent of the project cost,
whichever is lower.
These projects
These arearebeing
projects beingimplemented on Build,
implemented on Build,Operate
Operate&&Own
Own (BOO)
(BOO) basis
basis under
under the
the State
State New & Renewable Sources of Energy (NRSE) Policy. Two Projects of a total of 5 MW
New & Renewable Sources of Energy (NRSE) Policy. Two Projects of a total of 5 MW capacity
capacity (2.5 MW each) on Sidhwan Branch Canal and Ghaggar Branch Canal have been
(2.5 MW each) on Sidhwan Branch Canal and Ghaggar Branch Canal have been allocated
allocated through e-bidding to private developers. The Projects are due for commissioning
through e-bidding to private developers. The Projects are due for commissioning by March
by March 2017.
2017.
E-bidding is also
E-bidding scheduled
is also in in
scheduled April 2016
April forforthe
2016 theremaining
remaining15
15MW
MWCanal
CanalTop
Top Solar
Solar PV
PV
Projects.
Projects.
Highlights
Highlights of the
of the Projects
Projects
Sidhwan Branch Canal
Sidhwan Branch Canal

Sidhwan Branch Canal, Punjab

(Scheduled Commissioning: March, 2017)

Location
On Sidhwan Branch canal
About (Sirhind Canal System) Project Cost
Stretch: 1.2 kms.; Width 28 m. Rs. 25.10 crore
2.5 MW (Rs. 10.04 crore per MW)
Special Purpose Vehicle In the vicinity of Ludhiana (20 kms.)
(SPV) Project Tariff applicable:
& National Highway:
Ludhiana-Doraha-Delhi 7.03 per Kwh.
No. of panels: (around 5 kms. )
Expected annual generation:
8,335 of 315 W each.
Sub-station for evacuation of power: 15 lakh units per MW.
7 kms. away.

Section Sidhwan Canal

113
 Graphical Representation of The Project on Sidhwan Canal

GhaggarBranch
Ghaggar BranchCanal
Canal

Ghaggar Branch Canal, Punjab

(Scheduled Commissioning: March, 2017)

Location
About On Ghaggar Branch canal Project Cost
(Bhakra Main Line Canal System) Rs. 26.14 crore
2.5 MW Stretch: 2.1 kms. ; Width: 26.5 m. (Rs. 10.46 crore per MW)
Special Purpose Vehicle (SPV)
Project In the vicinity of: Tariff applicable:
Patiala (25 kms.) & 7.01 per Kwh.
National Highway: Patiala- Sangrur
No. of panels:
(about 3 kms. ) Expected annual generation:
8,335 of 315 W each.
15 lakh units per MW.
Sub-station for evacuation of power:
5 km.s

Section Ghaggar Branch

114
 Graphical Representation of the Project on Ghaggar Branch Canal

Improvisations in Replication
The Canal width in the state of Punjab is higher than that in Gujarat, where the canal
top projects had a width of 10m to 20m. The width of Punjab canals varies in the range
of 27m to 70m having water depth of 2m to 6m and high volume of water flows. This
called over suitable design innovations.
Piles and piers have been provided to reduce the span for mounting of module structures.
As a further improvisation over the Gujarat model, the projects were designed with
further care to ensure that the canal banks do not adversely impact the canals safety,
service road or the inhabitants in their vicinity.
The structural design for module mounting structures is a unique combination of RCC
piling and ground anchoring. Additionally, the super structure is based on steel in
tension-cable technology-design and space-frame concept.
Periodic de-silting/cleaning of the canal bed with floating pontoons helps maintain the
safety of the canals and also the smooth flow of water.
The canals are the lifeline of agriculture and are closed only for 10-15 days in a year for
maintenance. Execution of work regarding entire piling, anchoring and mounting steel
structure work is scheduled during this short closure period, even in running water.

115
Incentives by the State Government for solar power projects
To promote new and renewable sources of energy, the State of Punjab is extending a number of
incentives, concessions and exemptions. Some of them include:
100 per cent Electricity Duty exemption for power consumed from state licensee during
construction and testing of the project.
100 per cent VAT Exemption for manufacturing and sale of New and Renewable
Sources of Energy (NRSE) devices/systems and equipments/machinery for NRSE
Power Projects.
100 per cent Exemption from entry tax in respect of all supplies (including capital
goods, structure and raw materials) for setting up and trial operations of the projects.
100 per cent exemption from payment of fee and stamp duty for registration/lease deed
charges for the land required for the project.
100 per cent exemption from payments for Change of Land Use (CLU) and External
Development Charges (EDC) for the land required for Renewable Energy Power
Projects.
Solar Photo-voltaic (PV) Power projects are exempted from obtaining any No Objection
Certificate (NOC)/consent under Pollution control laws from the Punjab Pollution
Control Board (PPCB).

116
SUCCESS STORY: ANDHRA PRADESH

Background
As a residual state after the carving out of the State of Telangana, the State of Andhra Pradesh
(AP) is in the process of making substantial investments in infrastructure, so that the durable
assets created would yield the desired socio-economic benefits. In the process, as a Sunrise
State that is committed to clean and green energy, the Government of Andhra Pradesh is
implementing one of the largest alternative energy programmes in the country with the 4000
MW solar parks. Towards this end, the State envisages installation of solar panels in coastal
areas where vacant land is not available for installation of solar power plants.
Reasons for Replication
The coastal region in Andhra Pradesh is endowed with many canals to meet the irrigation
requirements. Hence, the State proposes to gainfully utilize the canal tops and bunds for
installation of solar panels for generation of clean power. Grid connected solar rooftop systems
are also being promoted.
Progress Report
On the completion of an extensive survey, the New & Renewable Energy Development
Corporation of AP Ltd. (NREDCAP) has identified sites to set up of 1 MW canal top
solar power project on the Losari Canal, near Gollavanitippa, Bhimavaram Rural
Mandal, West Godavari District, under Pilot Demonstration Programme. Losari Canal
is ideal as its width is only 8 mts. and the solar panels can be installed in 10 mts width.
To set up a Canal Top Solar Power Project on Losari Canal, NREDCAP is coordinating
at the district-level involving District Manager, DISCOM (Distribution Company)
Authorities and District Administration.
On approval from the State Government, the proposal was forwarded to the Ministry
of New & Renewable Energy (MNRE), Government of India, which sanctioned the
project under Pilot Demonstration Scheme, in December 2014.
In addition to the 1 MW Canal Top power project, AP Power Generation Corporation
Ltd. (APGENCO) is implementing 5 MW Canal Bund solar power project on Polavaram
Right Main Canal, Gollgudem village, Unguturu Mandal, West Godavari District. Prior
to this, no canal top or canal bund project was taken up in the State.

117
 Photographs of the Project In Andhra Pradesh

Highlights of the project

NREDCAP took up the challenge to replicate the novel and innovative example set by
Gujarat
The Losari Site was selected after detailed scientific study
The estimated project cost is Rs. 7.50 Crore and MNRE is extending Rs.2.25 Crore
Central financial assistance.
The contract was awarded to BHEL in April 2015 and it has progressed well. All works,
electrical and 33/11 KV were completed in time.
The length of 33 KV transmission line is 2.7 kms.
Length of Canal being utilized is 1.4 kms and width is 9 mt.
Due attention has been paid to conceptualization, design and manufacturing of the
special structure with required strength and corrosion protection capabilities, keeping
safety of canal as the vital focal point.
The latest IT & technology is being used for monitoring/online remote monitoring.
PPA has been entered with AP Eastern Power Distribution Company Ltd. (APEPDCL)
@Rs.6.80/unit for a period of 25 years.
Total tariff payment in a year is Rs 1 Crore.
Incidentally, it is lowest project cost for a plant of its kind in the country
Goals and Timelines
400 KW of solar plant was installed and could be synchronized in 10 days time.
The successful commissioning was achieved in a record 8 months.

118
Monitoring Mechanism
The EPC agency, BHEL, is responsible for operation and maintenance of the canal top solar
plant for a 10 year period. NREDCAP and the State Government are closely monitoring the
performance of the plant and the benefits accruing there from.
Success The Impact
Five villages having a population of 20,000 are using the clean power.
The initiative opened a new direction for green energy generation using existing
infrastructure.
The canal water is instrumental in lowering of temperature of the solar panels. It is
envisaged, on the lines of the Gujarat model, that this will further improve the efficiency
of the solar plant, besides also generating a higher electricity output.
Minimization of the transmission loss, leading to strengthening of the grid.
Conservation of environment, flora and fauna.
Development of surrounding areas with suitable greenery and a boost to aqua life.
Generation of 1.46 MU per year of green energy
Carbon emission to the approximate tune of 1300 tons avoided annually
Saving of 9 million liters per MW of water per year
Employment opportunity for minimum 20-25 persons-unskilled, semi-skilled and
skilled personnel, depending on length of canal
Way Forward
Balance of 600 KW is due for commissioning by end of April 2016.
Buoyed by the success, more projects with higher generation capacity are being proposed
across the State.

119
120
RETURN OF THE LIVING DEAD- SASUR KHADERI RIVULET
& LAKE THITHORA - A BHAGIRATH ENDEAVOUR IN
FATEHPUR DISTRICT OF UTTAR PRADESHT

Reverence for nature is part of our shared heritage. We

consider rivers as our mother, plants and trees as our God...
after all, these are the things related to security of climate
and hence, combating climate change is in our enlightened
self-interest.

- Shri Narendra Modi, Honble Prime Minister

121
ORIGINAL INITIATIVE

Background
This is the story of restoration and revival of the rivulet Sasur Khaderi and its source
Thithora Lake in Fatehpur district of Uttar Pradesh.
It is the unkindest cut of all. Nothing can be more gruesomely bizarre than when human
greed for conquering the world leads all and sundry to the pits, quite literally.
The human race is a blessed lot as it has been gifted bountiful Nature, which, when used
to appropriate levels, could usher in a lifetime of bliss and give a new meaning to the joy
of living.
For instance, rivers, lakes, waterfalls and ponds are invaluable gifts of nature, which are
more than mere elixir of life. Not only do they provide for our life but also embellish the
environment, like no other. Alas, the tragic irony is that when such life-giving creations
are not tended to, they risk extinction. This is precisely what has been happening with
some sections of the society taking to gross neglect or destructive exploitation, putting
everyones life at peril.
The fact of the matter is that protecting such freely acquired natural heritage resources is
a critical necessity. If timely action is not taken, human civilization would be in jeopardy.
It is the self-destructive instinct that is wreaking havoc.
Understandably, rising population and catering to its survival needs that come alongside
rapid industrialization and urbanization are adversely impacting the fragile ecological
balance. At the macro-level, global warming leading to climate change is causing
environmental disturbances. The negative effect of these changes becomes more
pronounced, if preservation of natural resources is not duly addressed.
Such a disaster was staring in the face of the locals residing in Fatehpur district of Uttar
Pradesh. Its lifeline, the iconic rivulet Sasur Khaderi was nearing the point of extinction
due to various adverse conditions, from abuse to abandonment. While pessimism was writ
large on face of hapless locals, the clueless authorities were perplexed.
Fatehpur district is blessed with Ganga in the north and Yamuna in the south, while the
mid-part is provided with drainage by small rivulets like Pandu, Noon, Badi Nadi, Chhoti
Nadi and Sasur Khaderi rivulets (1 & 2).
People in the area believe that the third river of the Sangam (the sacred confluence of
Ganga, Yamuna and Saraswati at Prayag), River Saraswati, of which there is no trace now,
once flowed through Fatehpur and with the passage of time, it came to be known as Sasur
Khaderi.

122
 Map of Fatehpur

Sasur Khaderi is an important river of the district. Originating from Lake Thithora in village
Rawatpur under Teliani development block, it traverses 46 kms through Teliani, Bhataura,
Bahua, Haswa development blocks before meeting Yamuna in the form of Badi Nadi. Through
the stretch small drainages like Sahili, Dhamina, Kandhi, Bahua, Era, Bakaspur, Khesahan,
Bada Gaon, among others, join Sasur Khaderi to provide with drainage to the central region of
Fatehpur district. Thithora Lake is fed by Deegh and Bharsana drains.
It was only as recently as May 2013 that a startling revelation was made in a remote sensing
report that stated that water bodies were in a critical stage in as many as 1,071 blocks spread
across the country. Of these, a whopping 111 were in Indias largest State!
It was pointed out that the situation in four out of 13 blocks of Fatehpur had turned critical in
2012, while three more blocks met the same fate a year later.

Dried-up Route of River Sasur Khaderi before Restoration

123
Environmentalists and Fatehpur Forum, a social organization, while alerting the Administration
in 2013 about the danger lurking around Sasur Khaderi, sought the immediate intervention of
the District Magistrate.
Objectives
The grim reality was that the situation warranted restoration of Sasur Khaderi River to its
original fully flowing glory and, that too, on a priority basis. A bigger problem confronting
the authorities was that its main source, the Thithora Lake, was encroached upon. There was a
need to replenish it for sustained water collection, conservation and for maintaining continuous
water supply to the river even after the rainy season.
Despite the odds and responding to the SOS from the concerned people, the District
Administration decided to formulate an all-encompassing plan that not only restored the
original shape and flow of the 46km long river by making it free of encroachment, dredging
and de-silting, but also went a long way in preventing water-logging that was posing a health
hazard to people dwelling in the 42 villages along the river.
Sensing an opportunity in the challenge and determined to give the surroundings a new-
look, the authorities decided to bring in an element of vibrancy by making the place a tourist
destination too. This was very welcome, considering that Fatehpur district figured nowhere on
the State tourist map.
It was, by and large, agreed that the ultimate aim of the project plan was to ensure maintenance
of the river flow with the availability of lake water during the lean season that could be achieved
by using gated check-dams at the lake and the river reaches. Scientifically, it was felt that on
its completion, it would be able to increase the availability of water for irrigation as also give a
boost to the overall agro-climatic situation and the hydrological cycle. To make the eco-balance
plan even more relevant, trees were to be planted around the lake and river banks in order to
check soil erosion.
Accordingly, a comprehensive plan was drawn out at the district-level to expedite the entire
process of bringing in a welcome turnaround. Accordingly, the Lower-Ganga Canal division of
Irrigation department, Fatehpur prepared the Project plan under the Mahatma Gandhi National
Rural Employment Guarantee Scheme (MNREGS).
The project-plan was prepared in April of 2013. The ambitious project was to be completed
before the rains in June of the same year.

District Magistrate of Fatehpur, Smt. Kanchan Verma with Community Leaders

124
Highlights of the initiative
In the project formulation, the river channel was treated as a canal and accordingly the silt
quantity was calculated to correct the entire internal section of 15m to 50m width, which meant
a massive amount of earthwork. An estimated quantity of 1,46,065 cu.m and 11,05,455 cu.m of
soil was required to be dug out from 7.377 hectare lake area and 38 km long river, respectively.
An innovative idea saved the day. As the river developed on its own, the only need was to
provide a minimum section with proper slope at the bed level in the entire length of the
channel. A slope of 20cms at every kilometre was to be maintained. Consequently, de-silting
was planned in a shape of only one-third width, thereby reducing the quantity of earthwork to
one-fourth of the original estimate.

Labourers excavating along the Pathway to the River

Leveraging the funds, functions and functionaries under MNREGS, the Government of Uttar
Pradesh accorded an allocation of Rs 12.08 crore. This helped not only in cutting down the
project cost but also in framing a strategy to complete the massive excavation in 45 days.
Meetings were organized with Gram Pradhans (village heads) of all the 40 villages in the
project area to both enlist their support and strengthen the hands of the local labour.
A befitting tribute to the proposal was the whole-hearted enthusiasm shown by the locals
who felt that the initiative was a shot in the arm that was long overdue. They understood
that the project was directly linked to their lives. The transformation gathered momentum and
developed into a movement of sorts.
Arrangements for drinking water, shed, accommodation, food and emergency medicines like
Oral Rehydration Salts (ORS) and payment to laborers were made at the work-site. During
the summer months of May and June, taking advantage of the vacations, schools were used
to provide shelter to labourers from far-off villages. Because of these measures demonstrating
care and concern for the workforce, the workforce swelled to 5000, starting from a modest 100.
The soil excavation was engineered so meticulously that neither did it flow back into the river
bed nor did it become an impediment to the flow of water into the river-catchment area.
Students of Koteshwar Inter College of Ramva village deserve a special mention here. The
absence of a large number of labourers on a particularly hot morning may have dampened the
spirits of the Administration but cheer came from unexpected quarters, and one that originated

125
from a spontaneous sense of belonging that was displayed by around 200 children. Soon after
turning up at the site, oblivious of the perils in a job they had perhaps never undertaken, the
enthusiastic kids started digging up the river bed. This self-manifested Shramdaan spurred the
village elders, who rushed to the site to join in the days work.

Shramdaan by School Children at the Project Site

In the case of Lake Thithora, dug up soil had to be stacked on lake-periphery in such a way that
the delineation of lakes boundaries was clearly earmarked without impeding the water streams
flowing into it.
To ensure water pooling in the lake, a dam had to be built using the excavated soil at the gate
that was proposed at the origin of river. In the middle of lake, a bird shelter island made of soil
was also envisaged.

Revival Effort of Sasur Khaderi

126
Monitoring mechanism
It was beyond the capability of a single department to implement this project under MNREGA.
So, assistance was taken from all Block Development Officers (BDOs) serving alongside the
river alignment, the BDO staff and the village pradhans.
The length of 38kms was divided into chainages of a kilometre each. Each such task, stretching
five kilometres, was entrusted to Junior Engineers, Rozgar Sewaks (employment personnel),
Village Secretaries and Lekhpals. District-level senior officers review meetings took stock of
the progress. Even as they were racing against time, the project that was launched in May, 2013
was accomplished in just about a months time!
It was nothing short of a miracle as meeting the deadline was presumed near-improbable.

Thithora Lake Before and After the Revival

Success: The Impact

On July 16, 2013, while making a post-completion review, discharge in the River Sasur Khaderi
was measured as 689.95 cusecs compared to almost nil in the previous years. Similarly, on June
15, 2013 dead storage at Lake Thithora measured approximately 15,000 cu.m!
Man-days amounting to 2,04,900 were generated in 45 days, raising the district average from
30 to 90 man-days per year.

127
 Discharge in Sasur Khaderi 689.95 cu.secs in 2013; Nil in previous years

Dead Storage at Lake Thithora approx. 15,000 cu.m

Discharge in Sasur Khaderi 689.95 cu.secs in 2013; Nil in previous years
Man Days amounting to 2,04,900 in 45 days
Increase in district average from 30 to 90 man-days per year
Dead Storage at Lake Thithora approx. 15,000 cu.m
Ground water level increased between 16 and 63%
Man Days amounting to 2,04,900 in 45 days
Increase in district average from 30 to 90 man-days per year
Production of crops increased between 15% and 62%
Ground water level increased between 16 and 63%
Water-logging ceased to occur in the catchment even in heavy rainfall
Production of crops increased between 15% and 62%
Plantations added to environmental quotient
Soil was saved from turnig sodic and infertile
Water-logging ceased to occur in the catchment even in heavy rainfall
Turned into habitat for diverse flora and fauna; destination for migratory birds
SUCCESS:
Plantations added IMPACT OF THE REVIVAL OF SASUR KHADERI
to environmental
Success: Impact ofquotient
The Revival of Sasur Khaderi
Soil was saved from turnig sodic and infertile
Rise
Turned into in Groundwater
habitat for diverse flora andlevel at destination
fauna; locationsfornear the birds
migratory
River
SUCCESS: IMPACT OF & LakeOF SASUR KHADERI
THE REVIVAL

Ground water level, m as on Nov. 15, 2012 Ground water level, m as on Nov. 15, 2013
Rise in Groundwater17.5 level at locations near the
16.55
15.2
13.9 River
13.85
& Lake
14.15 13.22 13.1
10.5
Ground water level, m as on Nov. 15, 2012 10.45 9.97 10.1
Ground water level, m as on Nov. 15, 2013
8.3
6
3.9 16.55 17.5
1.44 15.2 14.15
13.9 13.85 13.22 13.1
10.5 10.45 9.97 10.1
8.3
6
3.9
1.44

Piesometric Location / Block

Source: Groundwater Dept., Fatehpur

Piesometric Location / Block
Ground water level has increased between 16 and 63%. Production of various crops has
increased between
Source: Groundwater 15%
Dept., and 62%.
Fatehpur Source: Groundwater Dept., Fatehpur
Ground water level has increased between 16 and 63%. Production of various crops has
increasedwater
Ground between
level15%
has and 62%. between 16 and 63%. Production of various crops has
increased
increased between 15% and 62%.

128
Consequent to the completion of the project, it was found that the menace of water-logging
had ceased to occur in catchment areas of the water bodies, even in the heavy rainfall of 2013.
Plantation on the lake boundary and rivulet banks added to the environmental quotient of the
area. Soil was saved from turning sodic and infertile due to water-logging. The area came to
provide a habitat for diverse flora and fauna and became a destination for migratory birds!

Sasur Khaderi: Habitat for Flora and Fauna and Destination for migratory Birds

Revival of Sasur khaderi-2 and Thithora Lake may be a small step in itself but its a giant leap
towards bringing back to life, lost water bodies, thanks to the governments timely initiative
that had the active involvement of the local residents.

Revival of Sasur Khaderi and Thithora Lake

129
Sustainability
a) The initiative had involved, without any bias, the local community and leadership,
which ensured its ownership and commitment to create durable assets for common use.
b) Since the funds were drawn from MNREGA and its Deputy Commissioner was/is
actively involved, the maintenance of the infrastructure created, is still continuing.
c) Sot River in Amroha district has been revived under the leadership of the same
Champion. Following the example of Sasur Khaderi-2, works on four more rivers -
Chandaval in Mahoba, Lakheri in Jhansi and Ahnaiya and Sengur in Kanpur (Rural)
and Auraiya districts have been taken up recently in Uttar Pradesh. This speaks of the
immense potentialities of replication.
d) Following aspects add to the sustainability of the interventions:
Nurturing of the project at least for time duration of five years so that assets
created do not slide into disuse.
Forming a water committee for maintenance of the project.
Interlinking lakes and channels so as to ensure recharge in the lean season
Ensuring free flow up to five kms and thereafter; retention of water up to 20 kms
through check dams of 1mt height for nourishment of wet lands.
Phased interlinking of 40 Nalas (existing near the project) under MNREGA so
that they could store water during rains.
Continuity of the core team for about two-three years for performance
improvements through engagement with the community.
Scalability
This initiative has the high potential of community acceptance and up-scaling.
There are 40 nalas nearby as potential feeders for the rejuvenated structures/ rivers, which can
be linked. Therefore for up-scaling, funds from MNREGA and Watershed Schemes of GoI,
viz. IWMP (Integrated Watershed Mgt. Programme) of the Ministry of Rural Development,
GoI can be tapped.
This initiative has the potential for generating tourist inflow if developed as a full-fledged,
popular picnic/tourist spot. For this, funds from the Ministry of Tourism could also be tapped.

130
Project Champion Speak
Any multi-stakeholder project such as this requires direction and coordination at the level of
District Collector for its success, and I was fortunate that I got the opportunity to perform that
role, avers Ms. Kanchan Verma from the Indian Administrative Service. This was a noble
initiative. I took the lead in identifying the stakeholders and forming the project consortium
constituting all relevant government agencies and departments concerned. Clarity in the roles
and responsibilities of the consortium stakeholders and timely communication with them are
the contributors for the project success, highlights Ms Verma.
A pre-requisite for the timely completion of a complex project of this nature is a team of
dedicated officials of the Collectorate to oversee the implementation on a regular basis, which
is what we realized early and positioned, shares Ms Verma. The Cell at the District level
was also responsible for project documentation including developing work plans, budgeting,
proposal-writing for funding, coordinating with the stakeholders for recruitment of manpower,
extending timely advice and generating progress reports, which contributed immensely to
efficient project management, recalls Ms Verma.
Ms Verma also drives home the need for the consortium of stakeholders to be well-knit,
with complementary strengths. The consortium has to be carefully constituted based on the
expertise and experience each member brings, on water projects. For example, those with
domain knowledge in land records and land information were involved in various stages of
project planning and execution, while Irrigation department officials provided technical inputs
on earth excavation, states Ms Verma.
A dedicated project team is needed at the field level too, emphasizes Ms Verma. The project
made provision to appoint project staff from different departments of the government to work
as a dedicated team. Where needed, personnel were engaged on contract too. These teams rose
to the occasion and worked round the clock with a missionary zeal, acknowledges Ms. Verma
with gratitude.
Adequate budget provision and timely allocation of funds is the lifeline of the Project.
Obtaining funds from the Ministry of Rural Development and Panchayat Raj, Social Welfare
and other related line departments and dovetailing the facilities under Central and State
sponsored schemes was a challenging task that we managed with success, recounts Ms. Verma
with satisfaction.
In the ultimate analysis, ownership and drive by the community is the backbone of any socio-
economic initiative, underscores Ms Verma. That assured, meticulous planning, implementation
of the project in mission mode and timely delivery become a natural reality, opines Ms Verma.

131
STRATEGY FOR REPLICATION

Replicability
Renovation of traditional water bodies, soil and water conservation activities are permissible
activities under MGNREGA. So, the scheme is the perfect medium for implementation of
projects similar to that of Sasur Khaderi.
Since a single department cannot implement a project of such a magnitude, it is in the fitness
of things that an inter-departmental expert committee comprising of senior officers from all
the relevant Departments like Revenue, Irrigation, Social Forestry, Rural Development and
Panchayati Raj is constituted.
Extensive community level meetings and discussions by including local residents and leaders
inculcate a sense of ownership, at the base level.
Framework for Replication
The States willing to replicate these interventions need to create an inventory of water bodies
that qualify for rejuvenation. The Department of Rural Development & Department of Irrigation
and Municipal Corporations could help in this regard, by preparing the inventory for their
districts / localities.
Factors determining the selection criteria could be as follows:
i. Water bodies for whose development or rejuvenation there has been a long-felt or
pending need be given preference. Such endeavors would have better potential for
acceptance and support.
ii. Water bodies, which have high water storage and retaining capacity with lesser
expenditure, be given preference.
iii. Water bodies which have higher potential for increased water-table and scenic beauty
be given higher priority.
iv. Community involvement, ownership and their shared benefits should be given priority
in development of natural resources.
Of key importance is the study of the status of the water bodies, their capacity, area covered,
water flow, seasonal and trend analysis of rains and their historical data and direction of water
flow, among others. This could be complemented and supplemented through interactions with
local community as well as from related records.
A detailed project report needs to be prepared and presented before local bodies/Gram Sabhas.
The concerns of all the major stakeholders be addressed and due modifications effected.
The data collected during situation analysis may be presented before the State/District
leadership so that they could appreciate and internalize the cause and advocate the same in
public meetings, administrative meetings and official gatherings.
Identification of suitable implementation agencies and signing of agreements are the next
crucial steps.
Based on the nature and extent activity, plans and budgets are to be prepared after taking into
account possible sources of funds. The external sources of funds, if available, could also be
tapped. Apart from GoI schemes, Public-Private Partnerships, Corporate Social Responsibility

132
(CSR) funds could also be explored. The budgets should be prepared only after finalizing the
activity plans in due consultation with and involvement of the key stakeholders.
A balanced and equitable distribution of benefits from the initiative should be established
upfront, in terms of socio economic classes, gender, ethnic and geographic criteria.

133
SUCCESS
SUCCESSSTORY: GUJARAT
STORY: GUJARAT

Background
Background
Gujarat,strategically
Gujarat, strategically located
located onon the
the West
West coast
coast of
of India,
India, has
has been
been aa model
model state
state for
for its
its
development-centered governance.
development-centered governance.ItItisistherefore
thereforenot not surprising
surprising thatthat
thethe
State is among
State is amongthe first
the
movers
first to recognize
movers and appreciate
to recognize that revival
and appreciate thatand restoration
revival of surface water
and restoration bodies is
of surface vital
water
for groundwater-recharge,
bodies for improving health
is vital for groundwater-recharge, of the soil and
for improving improving
health of the rural economy.
soil and Also,
improving
rural economy. Also,
that interventions that interventions
concerning creation of concerning creation
productive assets of productive
of lasting assets of that
nature necessitate lasting
the
nature necessitate that the projects, even though initiated by the State,
projects, even though initiated by the State, need to be people-driven, for long-term success.need to be people-
driven, for long-term success.
Keeping the replicability and replication frameworks in view, the Gujarat government initiated
similar interventions
Keeping in Saurashtra
the replicability and Kachchh.
and replication In Saurashtra,
frameworks in view,theretheis Gujarat
a rocky bed with and
government
without fissures whereas in Kachchh it is sandy soil. Both have a coastal
initiated similar interventions in Saurashtra and Kachchh. In Saurashtra, there is a rocky belt and groundwater
extraction
bed with and canwithout
result infissures
sea water intrusion.
whereas Surface-water
in Kachchh basedsoil.
it is sandy intervention
Both haveisathe only belt
coastal way
out. groundwater
and Rivers are small and non-perennial
extraction can result andinhence
sea distributed resourceSurface-water
water intrusion. management through based
intervention is the only way out. Rivers are small and non-perennial and hence
small water bodies could be the sensible solution. Protective irrigation, therefore, is an important distributed
resource
objective.management through small water bodies could be the sensible solution.
Protective irrigation, therefore, is an important objective.

Saurashtra- Beti River Kachchh- Kankavati River

Rocky bed with and without Sandy soil
fissures

Gujarat- Revival and Restoration of Surface Water Bodies

Gujarat- Revival and Restoration of Surface Water Bodies

134
Highlights of the initiatives
Saurashtra Beti River
Beti is a tributary of Aji River. It has a river bed of exposed hard rock basalt with no fissures.
It has a steep gradient and, hence, high velocity and no water in the post-monsoon period.

Maps pointing Check Dams built on Beti River

Checkdam on Beti River

135
 Series of check dams with height of 2.5m to 3.25m have been built.

Total length of each reservoir varies between 6kms and 7kms.

Upper crust of soil has good water retention property due to the rocky bed.
Neem tree plantation on both sides for atmospheric moisture retention.

Industries were involved for construction of 120 check dams on rivers of

Saurashtra in three years; 40,000 check dams on small rivers and rivulets in
five years.

Highlights ofofthe
Highlights Initiative
the on Beti
Initiative onRiver
Beti River

Kachchh Kankavati River

Kankavati
Kachchhhas a river width
Kankavati of 150 m and reach of 32 km (approx.). It has a medium irrigation
River
scheme with gross storage 370.8 mcft, 5 check dams and 1 bandhara (check dam at the tail-end
ofKankavati
the river tohas a river
collect sweetwidth of 150 m and reach of 32 km (approx.). It has a medium
water).
irrigation scheme with gross storage 370.8 mcft, 5 check dams and 1 bandhara (check dam
at the tail-end of the river to collect sweet water).

Check Dam on Kachchh Kankavati River

Check Dam on Kachchh Kankavati River

136
 Holistic planning of river basin to actualise Integrated River Basin
Management

Groundwater recharge through Recharge wells

Effective utilization of available water

Due honoring of riparian rights of downstream entities

Highlights of the Initiative on Kankavati River

Highlights of the Initiative on Kankavati River

Success: The Impact

Success:
In Gujarat, The Impactworks taken up are as follows:
rejuvenation
Check
In Gujarat, dam construction
rejuvenation workswith
takennearly 1.66
up are asLac peoples participation
follows:
Check dam
Cleaning construction
of canals withfornearly
and drains nearly1.66
225 peoples
Lac cum participation
Cleaning of canals and drains for nearly 225 Lac cum
De-silting/ deepening of reservoirs/ponds/check dams of more than 600 Lac Cum (591
De-silting/ deepening of reservoirs/ponds/check dams of more than 600 Lac Cum
reservoirs + 1504 ponds + 2226 check dams)
(591 reservoirs + 1504 ponds + 2226 check dams)
Construction
Constructionofof2,500
2,500Recharge
Recharge wells
wells
Revival of
Revival of 1,000
1,000Step
Stepwell
well
Construction of 1.22 Lac No.s of Boribandh and 2.62 Lac No.s of Khet talavdi
Construction of 1.22 Lac No.s of Boribandh and 2.62 Lac No.s of Khet talavdi
Inter-connecting of 400 ponds in North Gujarat
Inter-connecting
Inter-connectingofof400 ponds
basins inin North Gujarat
Saurashtra
Supplying surplus
Inter-connecting Narmada
of basins water in North Gujarat, Saurastra and Kachchh region
in Saurashtra
Transfer of water from surplus river basin to water deficient region, by Narmada
Supplying
Project andsurplus Narmada
Sujalam watercanal.
Suphalam in North Gujarat, Saurastra and Kachchh region
Transfer of water from surplus river basin to water deficient region, by Narmada Project
and Sujalam Suphalam canal. o0o

137