State Mission Mode Project e-district - Department of Electronics and ...

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Study Report on Assessment of the Model e-districts 6. Challenges and Mitigation Strategies Since the District Collector conceived and championed the project, he had the access to the resources and the authority to ensure implementation by directing the key players at every level. The emphasis was more on setting up viable kiosks through PPP model, while the application development was taking place. The efforts were on to aggregate as many services as possible to generate more revenues and improve the earning power of these kiosks. The initial framework was evolved wherein the service request processing was confined to the Mandal Revenue Office (MRO) level, while leaving the internal processing at the MRO to be evolved by the concerned officer himself. In this manner the system was not burdened by the backend processing involving the Government officials like the Village Accountant, Revenue Inspectors and so on. This was one of the reasons for quick acceptance both by the departments as well as the citizens. Channeling of electricity bill payments have assured a captive income to the kiosks and established viability. 6. Current Status of the Project The project is currently operational the way it was originally conceived. The rural eSeva centers have been able to deliver 750,000 certificates while over 16,000 grievances have been redressed using the facilitation provided by the eSeva system. In excess of Rs 16 Crores has been collected for the payment of electricity bills without any hitch. More than Rs. 4 crores of Panchayat Taxes has been collected. All the centres are doing good business and have become self-sustainable. They are earning anything between Rs 3,000 to Rs 15,000 per month depending on the location and average number of monthly transactions. The system has also facilitated the rectification of incorrect data of citizens to as much as about 10,000 cases. 48
Study Report on Assessment of the Model e-districts 7. Critical Success factors Sustenance of the Kiosk: From the inception, the kiosk was identified as a critical success factor and serious work went into modeling them. It was also very clear that the model cannot sustain only through delivery of government services and must be augmented with other entrepreneur businesses, sponsored or otherwise, to bring in value addition and make them self sustain. It was not left to individuals’ imagination to come up with viable means to start a kiosk. Rather, a well-defined approach was adopted by the administration. A Coordination Committee was formed, which identified all government schemes that encourage self help groups to become entrepreneurial. Though the individuals may not be aware of such schemes, the committee that was formed had this task cut out. Some of the schemes of this nature were identified with SC Corporation, NSFDC, and Women Welfare Department etc. The schemes involved an element of subsidy, and easy loans from banks. Setting-up of this committee has also brought in the element of transparency. Continuous efforts were on to encourage organizations and business houses to deliver their products through these centers. Financial Viability: The sources of income are generally captive. Unhealthy competition was avoided by regulating the centers in terms of location versus population. Citizen Awareness of the Facility: The comfort and convenience of the facility through which the citizen is getting served is another key factor. Once used to this facility, the expectation of the citizen to demand such service levels in future would help prevent the withdrawal or collapse of the system. Extent of Change: The initiative was more of automation of the front end and nothing to do with backend enabling. The processing at the backend got simplified in such a way that the services were delivered on the basis of MPHS data. There was no major acceptance of change issue or changes effected on existing workflows. Leadership: As this initiative was being driven under the personal involvement of the District Collector and the services mostly pertained to the revenue department that is directly under the district collector, the adoption of the system was both quick and effective. 49
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State Mission Mode Project e-district - Department of Electronics and ...

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