2020 - 2021

Innovations for Sustainable Future

SDGCCPlanning, Programme Monitoring

and Statistics Department

Government of Karnataka

HANDBOOK ONBEST GOVERNANCE

PRACTICES OF KARNATAKA

“BEST GOVERNANCE PRACTICES OF KARNATAKA" is designed for the use of different

State Departments and Developmental organizations to implement innovative models

to achieve Sustainable Development Goals 2030. This handbook is compiled by the

Sustainable Development Goals Coordination Centre (SDGCC), Planning, Programme

Monitoring and Statistics Department in coordination with UNDP.

First Edition : 2021

Published By : Planning, Programme Monitoring and Statistics Department, Government of Karnataka

Compiled by : SDG Coordination Centre

Copyright : Planning, Programme Monitoring and Statistics Department, Government of Karnataka

Planning, Programme Monitoring and Statistics DepartmentGovernment of Karnataka

#711 / 715, 3rd Gate, 7th Floor, M S Building, Bengaluru - 560 001Phone: 080 - 2203 2197

Website: https://planning.karnataka.gov.in/englishFacebook: https://www.facebook.com/deptplanning.gok.16

E-mail: sdg2030.karnataka@gmail.com, planninghdddirector@gmail.com

Executive Summary

In the year 2020, the Government of Karnataka has made intense efforts to achieve

SDG goals and targets. Various departments and developmental organizations have

come together to effectively work in establishing and maintaining processes in order to

build the human and social capital of the State. This handbook identified different

practices in the State in responding and recommending sustainable actions for the

future. The concept of best practices is a means of accumulating and applying

knowledge about what is working in different contexts. It is both the lessons learnt and

the continuing process of learning, feedback, reflection, and analysis. The objective of

this report is to strengthen capacities, promote the application of best practices and to

collect, produce, disseminate, and endorse. In this handbook, over 20 best practices

are documented which are an attempt to capture details and provide useful insights

and offer references for all actors of the State.

8

Since December 2017 around 5.15 lakh calls have

been received and 99% of issues have been resolved.

BEST GOVERNANCE PRACTICE - 1

Innovation in

Implementation of

Housing Schemes

SDG 1

This innovation was conceptualized and dealt to monitor the progress of construction and the

quality of houses in 27,000 villages and 279 Urban Areas. The project components include Self

Payment - Indira Mane Mobile App, Audit through GPS mechanism and reaching out to people

through SPANDANA or the Call Centre. Since December 2017, 5.15 lakh calls have been received

and 99% of the issues have been solved. Every telephonic request is instantly attended by the

Rajiv Gandhi Housing Corporation Limited (RGHCL) Support team which tries to solve the issues

on the spot.

Summary

Objectives= Monitor the progress of construction and the quality

of houses in around 27,000 villages and 279 Urban Areas

= Ensure quick transfer of subsidy amount directly to the beneficiaries' accounts

= Prevention of inaccurate progress reports

= Ensure optimum utilization of funds

= Manage all the above activities with 30 employees working at state level without any field level officers exclusively for housing.

Project Components Self-Payment -

Indira Mane Mobile App

= This module enables the user to capture the photographs of the stages of her/his house (Foundation, Lintel, Roof and Completion) photographs along with GPS Co-ordinates (Latitude & Longitude).

= The App checks whether the current standing location falls within a 40mtr radius of the 1st Stage GPS location. If it is within a 40mtr radius, then the app allows the user to proceed further, if not the App disallows further usage.

= On an average 7000-10000 photos of houses which are at different stages of construction are daily uploaded

Audit through GPS

= System Audit - All the GPS coordinates - Latitudes and Longitudes - related to the construction stages of the houses of the beneficiaries within the same Taluk are compared with each other. If the comparison shows them to be within a 3mtr radius, then subsidies to such beneficiaries are blocked until it is justified by the district implementing office.

= Regular Audit -All those photos whose GPS Co-ordinates do not fall within a 3mtr radius, such photos are pushed to the Audit Team for regular verification. Those photos which are within the criteria/ conditions, such photos are considered for the release of the subsidy.

= DBT – Final Disbursal through Aadhar

Reaching People –

SPANDANA – Call Center

= Every telephonic request is instantly attended by the Corporation Support team and try to solve the problems on the spot.

= Every day around 2,000 requests are received and for every call, an instant acknowledgement is sent via SMS.

= Every request is logged into the Call Centre software for further analysis.

Rajiv Gandhi Housing Corporation Limited (RGHCL) was created in the year 2000 as a special purpose vehicle to provide housing for socially and economically weaker section of the society through effective implementation of Central and State housing schemes.

The innovation in the implementation of housing schemes was formulated to deal with the delay in communication which affects the target, selection and approval, ineligible beneficiaries, delay in starting and completion of houses. (2-3Years), underutilization of funds, delay in payment, the intervention of intermediaries and lack of transparency.

Introduction

Outcome and Impact

= 50,000- 70,000 Beneficiaries receiving benefits weekly through DBT

= 18.21 Lakh SMS being received by registered beneficiaries every month

= 24.76 Lakh Houses completed since 2010- 2011

= 91.40 Lakh Houses' stage - wise photos with GPS coordinates captured across the state

Technology used by Rajiv Gandhi

Housing Corporation Ltd in

construction:

Monolithic Shear wall technology has been used for construction of houses under various housing schemes like PMAY(Urban) and other State sponsored Group Housing Schemes.' which is cost and time effective. About 735 houses have been constructed in flood ravaged Kodagu district in a very short period by using the same technology.

Chief Minister's One Lakh

Bengaluru Multi Storey

Housing Scheme

Online Applications have been invited with real time eligibility checks to ensure genuineness of the applications. And also online selection facility has been provided in the portal through which beneficiaries can select flat of their choice as per norms.

Foundation

Lintel

Roof Completed

Contact DetailsThe Managing Director, Rajiv Gandhi Housing Corporation Limited (A Government of Karnataka Enterprise), 9th Floor, C & F Block, Cauvery Bhavan, K. G.Road, Bengaluru.Email - rgrhcl@nic.inPh - 080-23118888 / M - 9448287512

= Karnataka State Horticulture Department has been assisted in GPS enabled mobile technology for drip irrigation.

= Ministry of Rural Development, Govt. of India has appreciated the solution and few modules have been incorporated in their system for Pradhan Mantri Awas Yojna (Grameen)

= RDPR - GoK has been assisted in borewell management system using GPS based validations

8

Successfully rejuvenated ground water through desiltation of 23 Tanks

at Raichur & Yadgir.

14,70,217 cubic metres of silt had been excavated in Yadgir* 5,279

farmers benefitted from using the silt for agricultural purposes.

BEST GOVERNANCE PRACTICE - 2

Jal Samvardhan –

A Unique District-wide

Water Conservation Programme

SDG 2

Summary

The Aspirational Districts Program of NITI Aayog defines district as the unit of implementation.

The Government of Karnataka conceptualized a unique district-wide water conservation model

the Jal Samvardhan Program with Bharatiya Jain Sanghatana, a Pune-based disaster - response

NGO as knowledge and implementation partner. Strategies and processes to implement this

pilot programme were streamlined to rejuvenate all water bodies in Yadgir and Raichur

districts, to achieve the dream of making these districts water - sufficient in 5 years. The Jal

Samvardhan program involves all stakeholders through a transparent process with no

monetary exchange taking place amongst them. With its high visibility, the program is executed

at about 20% of the normal cost with active involvement of farmers, making it a true Jan

Andolan.

The Jalsamvardhan Program is implemented with the help of Bharatiya Jain Sanghatana, a Pune-based disaster-response NGO. As a part of the program strategy and processes, a decision wasfirst taken to map all water structures in the district that are governed by various departments. The Yadgir administration, with the help of all the line departments like agriculture, forest, water resources, minor irrigation, among others, identified water bodies and their feeder channels that required desilting, widening and deepening. Consequently, the scope of the work was defined for each of the water body that existed in every taluka of Yadgir. In February 2019, 350 water structures were identified in six talukas for water restoration and after a technical feasibility assessment, the final scope of work was prioritized. These structures included village ponds, storage tanks, dams and minor irrigation tanks where water conservation needed to be done to increase the water storage capacity. It is a joint

Outcome and ImpactApplication of silt to rain-fed farming improves water-use efficiency and productivity of agricultural land. It is beneficial to sandy and alkaline soils. The application of tank silt to agriculture land before the onset of monsoons not only replenishes soil nutrients, but also improves the soil texture and moisture-retention capacity, which is conducive for enhanced crop production.

Since the initiation of earthwork in February 2019 until 22 June 2019, 14,70,217 cubic metres of silt had been excavated in Yadgir. Farmers transported silt to fertilize 2,450 acres of their farmlands. As many as 5,279 farmers benefitted from using this silt for agricultural purposes. Yadgir has been using 3,61,144 trolleys and 2,621 tippers worth of silt has been transported by farmers. Similar work was also undertaken in Raichur district. BJS has been promoting an equal distribution of silt among marginal and large farmers. The Sangathan motivated the big farmers to support the marginal and small farmers in transporting the silt to their farms by providing trolleys and tippers.

It is no secret that the available, utilizable water resources of the country are insufficient to meet our future needs. The need of the hour is to conserve all those little drops of water that are used every day, every moment and in every walk of life. Nowhere is this truer than in the Yadgir district of Karnataka, which has been classified as the most arid band of the country and the most drought-prone area of the state. What makes the situation worse is the fact that the district solely depends on rain for all its water-related needs, and sadly, the average rainfall in the area is only 725 mm and normal rainy days are only 46 days in a year. Over the years, continuous droughts have affected all facets of life in the district, be it the economy, agriculture, livestock, livelihood of farmers or other domestic water use.

Situated in the north-eastern part of Karnataka and predominantly an agricultural district, Yadgir is divided into two agro-climatic zones – the eastern transition and the north-eastern dry zone. Of a total geographic area of 5.16 lakh hectares, the net sown area in the year 2016-17 was 3.35 lakh hectares, of which 1.49 lakh hectares (44.47%) was covered by irrigation. The major crops grown in the district are jowar, red gram, paddy, cotton, groundnut, bajra and green gram. Raichur too has a similar geographic and agricultural profile, and with Yadgir next to it forms one of the most drought-prone regions in the State of Karnataka.

Both districts are part of NITI Aayog's Aspirational District Programme. During a visit to the districts to assess the implementation of various developmental schemes and to understand the grassroots-level challenges, it was found that the administration, farmer community and the private sector had come together to start the unique Jalsamvardhan Program for district-wide water conservation. It was noteworthy that the MoU for this program was signed in the presence of Dr. Rajiv Kumar, Vice Chairman of NITI Aayog during his visit to Bangalore on 15 December 2018.

Introduction

Project details

initiative of the Government of Karnataka, private sector and farmers. The Government of Karnataka supported implementation of the program through the district administration. While the District Commissioner of Yadgir provided diesel for heavy earthmoving machines to complete the work, farmers carted away the silt from water bodies to their farmlands at their cost, thereby participating collectively in the project.

Budget of the ProjectAs per the Minor Irrigation Department 2020-21 schedule rates of contracts, the unit cost of desilting works out to Rs.73 per cubic metre including silt transportation charges. Through the Jal Samvardhan program model, the Government of Karnataka contributes diesel for heavy earthmoving machines, and farmers contribute by carting away the excavated silt to their farmlands at their cost, reducing the requirement of CSR contribution to Rs.20 per cubic metre.

Case Story-1

Rejuvenation of MI Tank in

Ibrahimpur Village,

Shahapur Taluka, Yadgir

A lake in the village was desilted as part of the Jal Samvardhan program, excavating 33,240 Cu.M. of silt, creating an additional water storage capacity of 3.32 crore litres. A total of 89 farmers in the village benefited through application of the excavated silt in their farmlands.

Shri. Bhimraya, son of Shri. Sabanna applied 100 trolleys of silt to his two-acre farmland that grows cotton. In the previous year he used fertilizers in his farmland and realized per acre yield of 10-15 quintals. However, this year he applied the excavated silt and did not use any fertilizer and received a yield of 30 quintals per acre, resulting in a profit of nearly Rupees one lakh. He is happy to narrate his success with other farmers, encouraging them to use silt in their farmlands for better yield. The farmers in this village thanked the Yadgir District Administration and BJS for their excellent work.

The overall scope for rejuvenation of water bodies in a district is usually five times of what can be achieved in a year. Yadgir district can become water-sufficient and maximum farmland in the district can be fertilized if rejuvenation of water bodies is carried out consecutively for a period of 5 years. Farmers need to be sensitized through different methods and a special campaign on the use of tank-silt application. The Program should have a separate component for tank-silt application as well. There is a need to focus on tank-silt application and explore ways for scaling-up this practice for better and sustained crop production. There is tremendous scope to harvest rainwater and improve the tank irrigation scenario in future. Now, villagers see a ray of hope and say this will motivate them to restore other water bodies as well. Similar efforts have now begun in the neighbouring district Raichur, with Shimoga and a few other districts in the pipeline.

Findings

Contact details Smt. Raga PriyaDeputy Commissioner and District Magistrate Yadgir, Government of KarnatakaM : 9482570780

BJSHead Office: Sri. Vishal PhanseBharatiya Jain Sanghatana Level 3, Muttha Chambers II, Senapati Bapat Road, Pune 411016, Maharashtra, IndiaEmail – vphanse@bjsindia.orgM: 8446704888

Case Story-2

Rejuvenation of Village Pond

in Katletkur Village,

Raichur Rural

Nadeem, who is a marginal farmer is struggling with the problem of water scarcity. That was when the work to deepen the village pond by removing the accumulated silt was initiated as part of the Jal Samvardhan program. Nadeem too transported the excavated silt in 350 trips of tractor and spread it in his three acres of land. The moisture-laden silt helped him to grow crops in the Rabi season. The deepening of the pond led to the increased percolation of groundwater, giving the village community increased water in the pond for domestic and agricultural use, which will last for a long time.

Impact on farmersBefore implementation of the Jalsamvardhan program, soil moisture and water availability were constraints. Due to lack of water-harvesting structures, the run-off could not be efficiently utilized. Dry land farming was predominantly practiced with uncertainty in crop yield, which resulted in the migration of many of the community members. Before the government, the private sector and farmers came together with the idea of renovating natural ponds, water was available only during monsoons. However, it is now available throughout the year.

After the construction of these tanks, water is now available in both kharif and rabi seasons. Farmers are cultivating more area for groundnut and vegetables, as well as using the water for critical stages of red gram, cotton and groundnut with sprinkler irrigation.

Katletkur is a small village in rural Raichur. It is a drought-prone village and falls in semi-arid area. Over the past few years, the village has faced deficit rainfall, which resulted in decreased moisture in soil. The village is dependent on a pond for all its domestic requirements, but its storage capacity was reduced due to continuous accumulation of silt over the years. Due to scarcity of water for irrigation, crop production has also drastically reduced since past two-3 years.

Since inception:= APMC's Brought under On-line: 162

main markets, 31 sub-markets= Stakeholders Registered on UMP: 52

lakh farmers, 43 thousand traders and 19 thousand commission agents.

= Transaction milestone: Notified commodities, 207 lakh lots, Trade Value: Rs.210,796 crore, Traded quantity of 803 lakh MT

BEST GOVERNANCE PRACTICE - 3

Innovations in

Agricultural Markets

SDG 2

Summary

The Government of Karnataka is one of the States in India to modernize, revolutionize the

APMC markets through a pioneer program in Agriculture marketing systems. This change was

ushered to bring in increased transparency, increased participation of outside traders and bulk-

buyers by creating an ideal market for both farmers and traders. One of the cornerstones of this

innovation is harnessing the advances made in the field of Information Technology and web-

based interfaces for the benefit of farmers. This innovation has led to higher prices for our

farmers while encouraging remote participation of traders as well.

This innovation remodeled the farming sector as an area of income generation, employment,

especially for rural Karnataka enabling equitable growth in the State through the E-market

services, Rashtriya E-market services limited (ReMS).

Agriculture, the most important sector of Indian economy gained importance post-independence especially towards food security resulting in an increased food grain production. Before the 1960s, India relied on the import of agricultural commodities to meet its domestic requirement. Agricultural Marketing has also undergone significant changes over the last decades indicating an increase in the output of agriculture production that culminated in marketable surpluses. Increased urbanization and income level, shift in demand pattern for farm products, steady increase in interaction with overseas markets and change in the degree of government intervention in agricultural marketing are few among many.

Agricultural marketing has undergone notable progressive but many challenges still remain. Time and again, attempts have been made to make these primary markets more efficient and competitive to address the issues plaguing the sector, namely, low price realization, high transaction cost and considerable post-harvest losses to the producer. The first sale of the agricultural produce by the producer (farmer) to the trader is in the primary markets and is the beginning of the long journey of the commodity from the farm to the plate. Primary agricultural markets are characterized by low efficiency due to fragmented markets, opaque bidding process, information asymmetry, indifference to quality, low transparency in market operations, lack of use of information technology, poor dissemination of market price information and limited competition and all these heavily weighed against the farmers leading to poor price realization for their produce.

Marketing is not just 'one layer of transaction between the producer and the consumer'; rather it's a system of transaction and transfer of property rights over commodities. In the changed scenario, the complex issues of Agri-commodity marketing give a shallow view of immense opportunities lying in the system. Present day markets provide autonomy to the farmers for selling their produce in the markets. They give them multiple options to choose the best among the alternatives. Farmers could sell their produce directly to the private players and get the most competitive prices.

Marketing of agriculture produce has two prerequisites, first, getting the farm produce from the farm to the market and then participation of buyers in the auction process. If one tracks the journey of the farmer from the farm to the market, he would certainly appreciate the hurdles he faces, the hostile condition that threatens his very existence, all of which underline the need for ushering in reforms in this critical sector. The compulsion to sell only in the regulated market yards having limited infrastructure, a market loaded against the producer, monopoly practices, restricted competition amongst buyers and a host of other unhealthy practices characterize the agricultural markets today.

IntroductionIn view of these odds against the farmer, the need of the hour is to usher in reforms to change such conditions and perceptions. The reforms in agricultural markets are expected to reshape the marketing channel to enable the inflow of investment into agriculture so that the production frontier is expanded and enhances the efficiency of marketing enhanced to make the farmer/producer receive a higher share in the proceeds of the commodity sold. The primary markets have to bring in increased transparency in all market operations, simplify the market processes, extend financial linkages for a better price realization of the agricultural produce.

The government of Karnataka is one of the pioneering states that initiated modernization of APMC markets in the state. To suggest reforms in the agricultural marketing system of Karnataka, Agricultural Marketing Reforms Committee was set up to bring in necessary interventions that improves efficiency and transparency in the agricultural marketing system, by harnessing the advances made in the field of information technology to ensure efficient price discovery, greater access to markets, information symmetry and greater transparency that accrue benefit of the farmers and other market participants.

The Committee after a detailed study on the market conditions prepared a report with recommendations. The recommendations of the Committee were accepted by the Government and accordingly formulated and announced, 'The Karnataka Agricultural Marketing Policy in September 2013. To give impetus to the policy, the Government made necessary amendments to KAPM(R&D) Act and Rules for Single trader license, warehouse-based sales, encouraging private markets and direct purchase centers, waiver of market fee for perishables, exemptions for Farmer Producers Organizations (FPOs) and simplifying contract farming arrangements, notifying online trading and online payment in markets, online dispute resolution mechanism and assaying.

Financial

Physical

Quality

Price

Informational

Market Access

Information Asymmetry

Local Demand & Supply

Opaque Bidding Process

Fragmented Markets

Trader Cartels

Complicated Market Process

Transparency

Price Discovery

Post Settlement

PRE-REFORMS SCENARIO

Project Components:

01. 7th Largest State

02. 62 Million Population

03. 92 Notified Agri Commodities

04. 162 Main Markets & 354 Sub-Markets

05. 45000 Crore Annual Turnover

06. 41 Thousand Traders

07. 19 Thousand Commision Agents

08. 51 Lakh Registered Farmers

Karnataka Agri Market Eco System

The policy 2013 seeks to increase competition, better price realization to the farmer, encourage investments in warehousing infrastructure, assaying and grading facilities, cold chains, food processing etc. It was intended to make this an attractive sector for generating employment in rural areas and enable equitable growth in the State. To implement market reforms, the Government incorporated a PPP initiative namely Rashtriya e-Market Services Limited (ReMS), with NCDEX Spot Exchange Limited as the private partner in January 2014.ReMSoffers complete technology and management solutions for modernizing primary agricultural markets in the state and operating the electronic platform at par with commodity markets.

The Karnataka model of agricultural reforms, with its advanced electronic platform envelopes efficient price discovery mechanisms, brings in transparency in market operations, simplifies licensing conditions so that any buyer anywhere in the state (or the country) can participate.

Participation of buyers across the state (or the country) leads to price quotes that factor broader demand-supply information. Providing price information to farmers will help them decide whether to sell and if so at what price.

Creating infrastructure for as saying in the market can lead to quality-based bidding. Incorporating the price information of private buyers can enable the farmer to have a choice between selling at the farm vis-à-vis the regulated market. Providing warehousing infrastructure for the farmer to hold his produce allows bank funding made available to him. Linking warehouses and the regulated markets forms a statewide virtual market. Allowing buyers of other states to participate in any market in the country would l ink a l l state marketstocreateanationalmarket.Karnataka's path-breaking reforms in agricultural marketing are acknowledged as the lead player in the country and the Government of India is adopting the Karnataka model almost in toto for its National Agricultural market programme.

Innovation - New Market Structure

Competition Transparency

Market Access Alternate Markets

= Multiple licenses to single unified license to trade across state

= From local to national level = Small traders to Institutional buyers= Uncertified to quality tested produce

= Enhanced in all market operations= Equal opportunity for all bids= Price discovery = Electronic weighing= Farmer billing and payment= MIS reports to market participants

= Improved Access= Physical - Warehouses as submarkets= Informational - SMS & Call centers= Financial - Commodity funding to online

payment

= APMCs Market yards= Warehouses as submarkets= Private markets= Direct purchase centres= Contract farming = FPOs & Co-Operatives

Bringing in efficiency and transparency in the agricultural marketing system for efficient price discovery and fair competition to benefit farmers and other market participants by “Creating a hassle-free market for agricultural produce to help the farmers obtain the best price for their produce.”

= To increase competition in agricultural marketing by market integration and creation of online markets, to bring in Assayers/ grading and standardizing certification, to enable single unified license for traders for increased participation by traders and a mechanism for Online payments to the farmers.

= To improve access to markets by Accrediting Warehouses as sub-market yards, that provide alternate and safe storage options and encourage Warehouse based sales enabling farmers to sell from accredited warehouses. To provide access to market information by SMSs, Call centre, TV scrolls, Radio, Information display at prominent places/ GPs and access to financial Institutions for simplified process of pledge loans.

= To enable true price-discovery of the Agricultural produce by Increased competition, to encourage primary value addition of agricultural produce at villages, to establish grading and assaying practices and to increase efficiency in the market Chain due to Market integration.

Purpose of Reforms = To empowering Farmers by simplified marketing processes and to ensure online timely payment to the farmer’s account. To provide alternate and safe storage and sale options through Warehouse based sales, to create an environment to avail pledge loans for the produce kept at warehouses to avoid distress sale. To impart an effective dissemination of market price information enabling the farmer to know the prevailing price of the produce before he decides to sell. To organize farmers groups to initiate primary value additions and encourage village level aggregation, to enhance the bargaining power of farmers to improve price realization

Path Taken In

Karnataka Agricultural

Market Reforms

AMRC Report

(Mar-May 2013)

Agri - Market Policy

(Sep 2013)

Amendments to Act & Rule

(Dec - Feb 2014)

ReMS incorporated

( Jan 2014)

Implementation

(Feb 2014 )

ReMS is a PPP initiative of the Government of Karnataka and it has been conceived to blend public interest with the initiative of a private enterprise for establishing, operating, managing a specialized electronic trading platform called Unified Market Platform (UMP) for auctioning of farmer's produce to implement the ambitious reform agenda envisaged in the agricultural regulated markets in Karnataka State. The UMP enables automated price discovery mechanisms and post auction processes (weighing, invoicing, market fee collection, accounting, payment of sale proceeds directly to farmers, e permit generation) to the agricultural markets. The platform also facilitates assaying, warehouse-based sale of produce and supports commodity funding to benefit all stakeholders. The Unified Market platform has brought in transparency in market operations by making available real time information of the produce to market participants and by providing equal chance for every lot for being bid by a wider participation of buyers. UMP Technology platform seamlessly covers all operations of APMC starting from goods entering the market till the goods exit the market and beyond.

Innovation In Market Process

Unified Market Platform

(Process Flow)

Competition -increased

Trader Participation

Transparency- Computerization

of Market Process

Remote Bidding

Tender Declaration

Price Dissemination

e-Permit

Outcome and

Impact:

Impact= Increased arrivals to markets

= Increased competition

= Higher price realization

= Remote participation

Outcome= Enhanced transparency through a transparent price

discovery mechanism

= Increased competition with the participation of outside traders and bulk-buyers

= Dissemination of real-time price information helping farmers in making an informed decision

= Efficiency in market operations

= Enhanced Market Accessibility

= Quality based trading

Initial indicators of

market reforms= Enhanced Transparency

= Increased Competition

= Simplification of Market Process

= Better Price Realization

= Increased Arrivals

= Other Initiatives

Awards

= Received International Innovation Awards – CAPAM IIA 2018, Georgetown, Guyana under the category of Innovation in Public Service Management and the overallbestprojectprize–GoldAward,2018 from International Commonwealth Association for Public Administration and Management

= Prestigious DL Shah Platinum award by the Quality Council of India,2016 at New Delhi

= Conferred with Gems of Digital India Award 2017 for excellence in Governance by- Ministry of Electronics and Information & Technology, GOI, Digital India

Contact DetailsDr. Manoj Rajan, IFS.,

Managing Director & CEO

Rashtriya E Market Services Pvt. Ltd.,

No.16, KSAMB Building, Rajbhwan Road 2,

Bangalore - 560 001

Phone: 080-22862156/22864867/22864866

Unified Agriculture Market Inauguration

Knowledge Transfer

Market Infrastructure Assaying Lab

Training programme

Pulse Management Workshop

The Total catchment area at the project site is 52.53 Sq miles.

The total yield estimated for the catchment is 176.75 Mcft.

BEST GOVERNANCE PRACTICE - 4

GIS - The Spatial support

for local Level planning

SDG 2

Summary

Through the developments in spatial analysis and GIS methods/techniques, the Government of

Karantaka provides value added information for development work in communities. This high-

potential, high-impact programme greatly benefits the community by combining aspects of

check- dams, ground water and surface water interaction. While the challenges are mostly

caused due to seasonal changes and varitation in weather conditions, the projects proceed to

overcome these challenges in Gadag, Bagalkot Koppal, Kolhar, and Chikkaballapur Districts of

Karnataka.

Natural Resources Data Management System (NRDMS) provides value added information through spatial analysis and GIS reports to end user for their foresight chart directions for multi-disciplinary developmental work at gross root level. Now a days it's a high potentiality, usage of available natural resources for the community's socio-economic developments as well as data management system for evaluation, monitoring for the multi-task developments

Ground Water and Surface Water Recharge-Discharge Synopsis

The interaction between ground water and surface water is likely more important. All this mechanism depends on the climate and climatic conditions of the region, the climate is determined by some of the genuine factors, such as wind, weather, temperature, forest, land form, aquatic and terrestrial habitat, human activities synthesized hydro-geological frame work of the area, All these factors and conditions impact on rainfall, Ground water and surface water recharge-discharge, scarcity of the region.

Objective of Check Dam / Bandra

= Irrigation and increase cultivation efficiency= Supporting to drinking water and animal husbandry = Recharge the ground water table= Micro level water harvesting technique= Prohibits soil erosion= Growth of yield and production rate= Best utilization of flowing waste water= Utilization of natural resource = Sustainable agricultural Developments = Bathing and washing for villagers

Introduction

Project DetailsThe Government of Karnataka has proposed a special package to improve the ground water resources for the Gadag, Bagalkot Koppal, Kolar, and Chikkaballapur Districts by constructing a series of check dams to the natural streams and rivers.

The Bagalkot District falls under arid zone and is quite often affected by the ill distribution and untimely rain fall causing great inconvenience to the farmers. So that construction of the pick-up and check dams will improve the ground water table.

Outcome and ImpactConstruction of check dams across kamatagi, shirur to Palati Nala in the Bagalkot taluka of Bagalkot District. The total catchment area of the proposed sites is 52.53 sqmiles. and partly barren and partly plain and is consisting of semi pervious soil and hence it is classified as strange good catchment as per IS 5209-2002. The total Catchment area at the project site is 52.53 sqmiles.

= Out of which 0.0 sqmiles is intercepted by the upstream commitments and Independent Catchment area is 52.53 Sqmiles. And same has been considered for yield calculations. The stream has not been gauged but it is observed that there is a partial perennial flow from the month of October to the fortnight of February. In the absence of discharge data the yield has been ascertained from the empirical means. The nearest rain gauge station

Challenges of the project:

Water level changes occur due to seasonal variations in rainfall, seepage from canals and return flow from applied irrigation, which affect the recharge and discharge components of the groundwater regime.

Because of change in the seasonal distribution of rainfall, the water-levels record a rise after the rain, indicating the building up of the storage in the groundwater reservoirs.

Pre-monsoon Depth to Water LevelThe Central Ground Water Board monitors water levels at 58 NH Stations 23 Peizometers, 4 times in a year in the district. The depth to water levels during the pre-monsoon period varies from 1.75 (Almatti) to 24.15 mbgl The depth to water, level < 5.00 mbgl covers an area of about 10% and is recorded at Almatti, Hullur and Almel. About 70% of the area of the district falls 5 to 10 mbgl category. And the rest of the areas, where the depth to water levels of more than 10.0 m are observed at Honwad, Tikota, Jigjiwangi, Rugi, Indi, Tangadi and at Jumnal.

Post-monsoon depth to water levelThe depth to water levels during post monsoon period varies from 0.75 at Almatti to 18.87 mbgl. The distribution of post-monsoon depth to water levels is shown in fig.5. Depth to water level of < 5.0 mbgl observed in 30% of the area and is observed at Kannur, Alipur, Aliabad and Shivanagi. About 10% of the area recorded depth to water levels > 10.00 mbgl. And the rest of the area has depth to water levels of 5.00 to 10.00 mbgl.(Source: GROUND WATER INFORMATION BOOKLET)

Factors contributing

to success:Survey and Investigation

Detailed survey is conducted for Construction of check dams, it is proposed to construct 8 nos of check dams in Bagalkot taluka across the Palati Nala and its tributaries running from Kamatagi, Shirur villages the length of the main nala drain is 17 kms.

Similarly, detailed survey is conducted for construction of 9 check dams across Hire halla In Badami Taluka which is having the length of about 20 Kms. and 5 check dams across halla in Hunagund Taluka which is having the length of about 2 Kms in Bagalkot district.

Photographs

Bagalkot DistrictConstruction of Check Dam across Palati Halla near Shirur Village in Hunagund Taluk

Proposal for BCB at Ranvadagi - Binjvadagi Village at Hungund Taluka, Dist. Bagalkot

for the catchment area is the Tikota Rain gauge station situated at 15.0 km from the catchment . The rain fall records available for a period of 30 years. The average rain fall works out to 387.03 mm .The total yield estimated for the catchment is 176.75 Mcft, the total quantity of water for the proposed check dams (8 nos) and existing commitments is about 170.60 Mcft.

Construction of check dams across Hire halla in the Badami taluka of Bagalkot District. The total catchment area of the proposed sites is 28.37 sqmiles. and partly barren and partly plain and is consisting of semi pervious soil and hence it is classified as strange average catchment as per IS 5209-2002. The total catchment area at the project site is 28.37 sqmiles. out of which 0.0 sqmiles is intercepted by the upstream commitments and Independent Catchment area is 28.37 Sqmiles. And same has been considered for yield Calculations. The stream has not been gauged but it is observed that there is a partial perennial flow from the month of October to the fortnight of February. In the absence of Discharge data the yield has been ascertained from the Empirical means. The nearest rain guage station for the catchment area is kerur, katageri, Guledagudda Rain gauge station situated at 18.0 km from the Catchment. The rain fall records available for a period of 30 years. The Average rain fall works out to 440.28 mm. The total yield estimated for the catchment is 101.35 Mcft, the total quantity of water for the proposed check dams (5 nos) and existing commitments is about 9.946 Mcft.

9,68,422 telephonic consultations across the state.

The services have been extended to 87,602 migrants, 7,243 doctors, and

16,469 health workers.

The total persons that have been started on medications are 18,940.

BEST GOVERNANCE PRACTICE - 5

Integrating Mental Health

into General Health Care

in Karnataka

SDG 3

Summary

The tele-counselling services by the Department of Health and Family Welfare, Government of Karnataka is an attempt to ensure healthy lives and promote well-being for all ages especially during the outbreak of COVID. These services fall under Goal 3 of the Sustainable Development Goals and include provisions of mental health care and treatment for COVID patients, persons inisolation / quarantine, migrant workers at shelter camps, doctors & health care professionals, and media champions. The programme began on the 11th of March 2020 to 21st February 2021. The team has given more than 9,68,422 telephonic consultations across the state. The services have been extended to 87,602 migrants, 7,243 doctors, and 16,469 health workers. The overall numbers treated with medication support along with supportive psychotherapy are 10,79,736. The total persons that have been started on medications are 18,940.

Mental disorders cause significant morbidity and disability. Nearly 10% of people in Karnataka are estimated to have at least one mental health problem according to the National Mental Health Survey 2015-2016.

One of the strategies to address the treatment gap is District Mental Health Programme (DMHP) under National Mental Health Programme; this facilitates training of all health staff starting from the PHC level, for early identification and treatment of the mentally ill. Since the year 16 – 17 District Mental Health Programme is being implemented in all the 30 districts and BBMP in Karnataka, where in more than 200 staff are in place.

The COVID-19 pandemic has disrupted or halted critical mental health services in 93% of countries worldwide, while the demand for mental health is increasing, according to a new WHO survey. The survey of 130 countries provides the first global data showing the devastating impact of COVID-19 on access to mental health services and underscores the urgent need for increased funding. It has been emphasized that the pandemic is increasing demand for mental health services .Bereavement, isolation, loss of income and fear are triggering mental health conditions or exacerbating existing ones. Many people may be facing increased levels of alcohol and drug use, insomnia, and anxiety. Meanwhile, COVID-19 itself can lead to neurological and mental complications, such as delirium, agitation, and stroke. People with pre-existing mental, neurological or substance use disorders are also more vulnerable to SARS-CoV-2 infection - they may stand a higher risk of severe outcomes and even death.

WHO recommends universal health coverage for mental health. The NMHS India estimated 150 million Indians need services for one or more mental illnesses. The current prevalence is estimated to be about 10.6% while that of the lifetime 13.6%. Compounding the problems, it is acknowledged that people with mental health conditions often experience severe human rights violations, discrimination and stigma.

The Tele-Communication mental health services by the Government of Karnataka came to be formulated at a point where acute attention is needed on mental health issues. They were created to cater to those who are in distress. Collaborations were rolled out with physicians to administer timely and effective medicines to the relevant people, including front-line workers, healthcare providers,

mentally ill patients, media champions. The project has made a significant impact to prevent mental health pandemic in turbulent times. The free health helpline (104) has also been initiated with a separate option (number 4) for mental health support.

Introduction

This program provided accessible, affordable and comprehensive mental health care to the needy and help to reduce the treatment gap for mental illnesses. It built the capacity in mental health and Integration of Mental Health into General Health Care to leverage technology to the maximum extent possible to achieve the objectives.

Objectives

Challenges of the project

COVID-19 served as a new ground for mental health professionals and physicians in administering medicines with therapy. This innovative initiative faced several other challenges; the first challenge was that people were not used to a one-on-one consultation. Since the entire process occurred over the telephone, professionals were not able to gauge and observe changes in the client, for example facial expressions, body language, this hindered as an impediment since these factors also contribute to the diagnosis of problems. Due to the lack of awareness surrounding COVID-19, district mental health professions reported that COVID- 19 patients face extreme anxiety and fear. Vulnerable communities like the migrant workers specially were worried about jobs, wages, availability of food, shelter and other basic needs. The team was, therefore, faced with the unique challenge of not only addressing general mental health disorders like anxiety, depressions, substance abuse, but also addressing

The District Mental Health Programme teams comprising of psychiatrists, psychologists, social workers, and nurses across the state were sensitized. Medical officers across all 30 districts and BBMP were trained in three rounds on how to provide first-line treatment to patients with mental health issues, especially how to handle the management of an alcohol withdrawal. Furthermore, counsellors manning the free 104 help lines were also trained and sensitized to handle and cater to the needs of the distressed. Using different platforms like community radio stations, TV channels, All India Radio, Facebook Live, and YouTube Live, the Deputy DIRECTOR gave a talk on mental health issues during the pandemic, as also the need to remain calm, besides the services available for persons seeking support as part of the awareness programme.

problems related to lack of jobs, steady income, and other resources, etc.

Factors contributing to

the success

Outcome and Impact

Over a period , the size of the stakeholders of the project has significantly grown. As of 20th September 2020, there have been more than 6,59,815 telephonic conversations made across the state. The services have extended to 76,407 migrants, 4,486 doctors, and 13,386 health workers. The overall numbers treated with medication support along with supportive psychotherapy are 7, 54,094. The total persons that have been started on medications are 13,410.

= For patients: Saves time, energy, and money.= For PHC doctors: Skills transfer rather than only

knowledge.= For the Community: Less burden from psychiatric

disorders= Ensuring early treatment will make patients functional

and begin work.= In the district of Mandya: saving lives of many farmers

by preventing them from committing suicide through earlier treatment given at their doorstep.

District Mental Health

Programme

The reality of COVID-19 and its undeniable presence in the future has made professionals realize the need to augment mental health infrastructure throughout the country. The current project is scalable across all states using the existing resources, namely, mental health professionals under Districts Mental Health Program, district hospitals, and medical colleges. Using these establishments, the project can be replicated in any part of the country. Since the project adopts and adapts the use of telephones, those distressed can be reached from anywhere.

E - ManasSummary

The Karnataka Mental Healthcare Management Systems is an internet-based Karnataka state- wide registry of Mental Health Establishments (MHEs), Mental Health Professionals (MHPs), People with Mental Illnesses (PwMIs) and their treatment records [including Advance Directives (AD) & Nominated Representatives (NR)]. The project is jointly developed by the Department of Health and Family Welfare–National Health Mission, Government of Karnataka in collaboration with the National Institute for Mental Health and Neurosciences and thee-Health Research Center of International Institute of Information Technology, Bangalore. The project is a cost-effective platform that guarantees the confidentiality of the information and is a highly customizable solution.

The Health Management Information System acts as the eyes and ears of the health program/services, recognizing the acute need for a web-based IT solutions, the DMHP monitoring software was developed. This was a summative record maintenance process and refined the flow of data from the peripheral public healthcare institutions up till the district and state level. For the year 2018-19 and 2019-20, the number of footfalls for mental health services in Karnataka has been more than 10,00,000 up from 23,000 in 2014-15.

With the promulgation of the Mental Health Care Act 2017 and the Rules and Regulations thereof in 2018, a proactive initiative was taken up by the Mental Health division of the Directorate of Health and Family Welfare Services, Government of Karnataka to support the development of a software solution for maintaining individual patient electronic health records. This would ensure better compliance with the implementation of the Mental Health Care Act. Hence, e-Manas has been developed.

Introduction

e-Manas Karnataka, also known as Karnataka Mental Health care Management Systems, is an internet based Karnataka state-wide registry of Mental Health Establishments (MHEs), Mental Health Professionals (MHPs), People with Mental Illnesses (PwMIs) and their treatment records (including Advance Directives (AD) & Nominated Representatives (NR).

The key objectives of this platform are the digitization of mental healthcare in Karnataka and facilitating compliance with the Mental Healthcare Act, 2017. This platform facilitates replacing the manual registers with public authorities, health institutions and functionaries and can be leveraged by Government as well as Private medical health care establishments and service providers. This helps in enabling data portability and accessibility leveraging a centralized database for demographic and clinical data of patients. The key functionality is that it integrates with other public healthcare, IT and e-Governance systems of the state. e-Manas Karnataka ensures compliance with the Mental Health Care Act, 2017. It is also in alignment with the State Mental health rules formulated based on the Central Mental Health Rules. The Key guidelines of the Mental Healthcare Act, 2017 are as below.

Project Details

= Mandatory Registration of all Mental Health Establishments

= Mandatory Registration of Mental Health Professionals

= Setting up of a State Mental Healthcare Authority (SMHA) to approve and register MHEs and MHPs

= Setting up of multiple Mental Health Review Boards (MHRB) within the State

= Availability of Basic Medical Records (BMR) for Outpatient treatment of PwMIs

= Availability of Basic Medical Records (BMR) for Inpatient treatment of PwMIs

= Registration of Advance Directives and Nominated Representatives

= Option for PwMIs / healthcare providers to submit grievances. Redressal of grievances to be done by Mental Health Review Boards.

= Enabling Mental Health Professionals and Patients to access their clinical history online which are stored in the form of Basic Medical Records. Mental Health Professionals can store the clinical data for different types of consultations e.g. Outpatient consultation, Therapy Reporting Forms, Psychological Assessment Forms, Physical Restraint Reporting Forms and Inpatient care and post discharge recommendations.

= MHRBs can be informed specifically about Inpatient admissions of women/minors, persons who have lost mental capacity and extended admissions along with instances of physical restraints.

Partners involved in

Implementation

= e - Manas Karnataka platform has been developed by the Department of Health and Family Welfare – National Health Mission, Government of Karnataka in collaboration with the National Institute for Mental Health and Neurosciences and the e- Health Research Center of International Institute of Information Technology, Bengaluru

With a strong focus on ensuring adoption of the technology platform the project incorporated a collaborative design model and a strong emphasis was placed on bringing in an element of familiarity for the users, simplicity of design and facilitating and ensuring a comfortable user interface.

Multiple interactions in the form of field visits were undertaken with various Mental Health Professionals in urban and rural settings. This has helped in building the User interface of e-Manas Karnataka. E-Manas Karnataka provides ease of use and end user satisfaction by seamlessly handling the allowance of human touch by the Mental Health Professionals during treatments along with enabling them to keep a digital record. This was also followed up with beta testing by the users from the District Mental Health Program team as well as other psychiatrists from NIMHANS private establishments.

The architecture and technical design ensure that the forms are easy to fill, self-explanatory, flows are convenient and performance is fast enough to ensure that it takes very less time for filling up of the forms for registrations or for clinical modules.

Factors contributing

to success

Considering the very high sensitivity of the mental health related data, care has been taken to ensure the security of sensitive and personal data and incorporating “Privacy by design” features. Consent mechanism ensures that the Patient has utmost control over sharing their demographics as well as health records with Mental Health Professionals as well as Establishments. There are multiple layers of authentication and access control provisioned to secure the data.

Towards ensuring security of the platform, multiple security related audits were performed by various government empanelled vendors before deployment into the Karnataka State Data Centre. Any vulnerabilities that were found have been fixed through multiple rounds of testing and of audit. The Registration of Mental Health Professionals in Karnataka State has already been started

Privacy and Confidentiality

Administrative -

The Mental Health Authority was setup but making functional the Mental Health Review Boards took time; The Karnataka State Mental Health Rules have been only recently approved by the Government of India.

through E-Manas Karnataka Registration Portal and is in progress with more and more registering every day. The Re g i st rat i o n o f G ove r n m e nt M e nta l H e a l t h Establishments has been opened and we intend to extend this to private establishments as well soon. The platform also offers features for effective governance of mental health care in the state by suitably designed modules for Mental Health Authorities as well Mental Health Review Boards.

The registry design including identity management, data exchange, consent management and other features are on the lines of guidelines from the national digital health blueprint. The platform uses open-source technologies and uses open EHR standards towards facilitating interoperability with other platforms and easier adaptability for all other states besides Karnataka.

Challenges of the project

The challenges were three-fold: technical, operational, and administrative:

Technical -

It needed a consensus to be built up for defining the components and variables of the Basic Medical Record and other formats (Grievance redressal, Nominated Representative, Advanced Directive, etc.,); The functionality and potential of a software platform had to be balanced with the minimum specified legal requirement. This needed to be paired with expectations of the clinician and or researchers to build functionalities / provisions. The software adapted an open-source standard. The key technical challenge was the development of standards in Mental health e-records where none exist as against the practices traditionally accepted and adopted in paper-pen records. The roll out during the data testing provided opportunity to frame multiple SOPs for on-boarding institutions, hosting-related issues in the state data centre etc.

Operational -

The roll out of the software platform has happened in stages and followed the principle of “from known to unknown”. Identifying the champions for implementation provided the leverage for success. A lingering operational challenge was validating the user: while this is technically feasible, it had to portend with the ground realities of the different types of devices which are available; even a phone-based OTP posed a challenge especially in the context of a treatment of PwMI. This opened a fault-line of compromising the confidentiality of patient records. The transparency provided in the process of Nominated Representative and Advanced Directive as specified in the law is new to the existing system; this needed to be tested on the ground.

Karnataka e-Manas has been designed in a cost- effective manner leveraging the best of expertise available in the mental health care and ICT space. The architecture has been designed keeping in mind a potential for on boarding other states and union territories to follow the innovation. A sum of Rs. 100 lakhs has been utilized for phase 1 of the development and deployment of the software.

The development of this innovative, one-of-its kind solution with institutional collaborators, besides bringing in the required expertise helped in keeping the costs low. Usage of open-source technologies has further helped in keeping the software development costs much on the lower side. The platform is available for free for all the government establishments while only a nominal fee is being charged to any other Mental Health Establishments. This charge is levied based on the number of beds in the said establishment as per the State Mental Health rules. The solution is highly customizable and the components have been designed for reusability across states in India. This shall ensure that the cost of setting up and configuration of this platform for any other state is minimal.

With low manpower requirements for maintenance and support, it is expected to augment the mental healthcare services across the states for low running costs in the years to come.

Outcome and Impact

Contact detailsDr. RajaniP

Deputy Director,

Directorate of Health and Family Welfare Services, Government of Karnataka, Bangalore

Mobile: 9845329154

Email: Deputy Director Mental Health

ddmh6hfws@karnataka.gov.in

ddmentalhealthkardd6mhkar@gmail.com

The e-Manas platform has been designed to ensure general applicability of the platform for all mental healthcare services within and outside the state. The design is highly customizable and configuration and setup for other states requires minimal efforts. The platform can be scaled upto support other states o f the country. It can also be established as a separate instance for each of the states. Towards handling larger counts of users or higher volumes of transactions there are provisions for vertical and horizontal scaling up of the solution.

94.85% achievement of training the teachers under

GURUCHETHANA service programme in 2019-20

BEST GOVERNANCE PRACTICE - 6

Guru Chetana - In-service

Teacher Professional DevelopmentAn Initiative of Department of Public Instruction,

Government of Karnataka

SDG 4

Summary

The government of Karnataka has taken up the challenging task of overhauling the in-service

teacher education program in the State. The massive exercise of re-designing the approach,

content as well as the delivery of the program along with the establishment of a teacher

tracking and management system is implemented in collaboration with Azim Premji

Foundation. The target achievement of training the teachers stood at 70.84% in 2017-18,

98.42% in 2018-19 and 94.85% in 2019-20.

There have been significant efforts for teachers' development in Karnataka over the last four decades. Alignment between pre and in–service teacher education is key concern in emerging situations. The existing teachers need to acquaint with paradigm shifts in the ever-changing education system. That would require knowledge and understanding of the concept and aims of education, learner, learning, content, and pedagogical knowledge. Inter linkages between theory and practice will help the teacher in his profession. Current In-service professional development programs are designed to provide an individual with the much-needed pedagogic understanding or abilities and dispositions to become an effective teacher. In this situation continuing professional development of the teacher becomes important factor.

In this process a long-term vision and framework that attempts to address the above-mentioned points, considering every possible influencing factor and guide the whole process of an effective in-service program wishes to deliver a meaningful experience to the teachers. In this process it is an attempt to visualize a teacher who facilitates the learning process. This journey provides us wonderful insights and experiences. We faced some challenges, local and some administrative requirements forced us to change little designs etc. This insight and other information are recorded through this effort.

Introductionparticularly through new and rigorous approaches to imparting teaching certifications, (ii) improving the quality of pre-service teacher education, (iii) improving the quality of in-service teacher professional development and options for their upward career mobility with special attention to para-teachers in many States, (iv) enhancing the status of teaching as a profession. Education for All Towards Quality with Equity INDIA Emerging Challenges and Government Priorities and improving teachers' motivation to teach well and their accountability for ensuring learning outcomes, (v) improving the quality of teacher educators.

Project Details

Within the federal structure of the country, while broad policy and legal framework on teacher education is provided by the Central Government, implementation of various programs and schemes are undertaken largely by state governments. Within the broad objective of improving the learning achievements of school children, the twin strategy is to (a) prepare teachers for the school system (pre-service training); and (b) improve capacity of existing schoolteachers (in-service training). For pre-service training, the National Council of Teacher Education (NCTE), a statutory body of the Central Government, is responsible for planned and coordinated development of teacher education in the country. The NCTE lays down norms and standards for various teacher education courses, minimum qualifications for teacher educators, course and content and duration and minimum qualification for entry of student-teachers for the various courses. It also grants recognition to institutions (government, government-aided and self-financing) interested in undertaking such courses and has in-built mechanism to regulate and monitor their standards and quality.

Enhancing the competence of teachers, their motivation and performance is considered crucial for fostering quality education. The XII Five Year Plan envisages several initiatives towards (i) addressing teacher shortages,

Teacher Professional

Development Efforts in

Karnataka: The existing teachers need to acquaint with paradigm shifts in the ever-changing education system. That would require enriching one's knowledge & Understanding of the concept & aims of education, learner, learning content and pedagogical knowledge. Inter-linkages between theory and practice are often missed. Current In-service professional development programs are often inadequately designed to provide an individual with the much-needed pedagogic understanding or abilities and dispositions to become an effective teacher. In this situation continuing professional development of the teacher becomes paramount for effective transaction of the curriculum and to bridge these gaps. This necessitates a long-term vision and framework that attempts to address the above-mentioned issues, considering every possible influencing factor and guide the whole process of an effective in-service program to deliver a meaningful experience to the teachers.

There have been significant efforts for teachers' development in Karnataka over the last four decades. Short duration pre-service programs would only build basic perspectives with little connection to in-service teacher education causes the real needs of school teachers remain unaddressed till date.

Journey of Teacher

Development In KarnatakaOne of the goals of Sarva Shiksha Abhiyan (SSA) is to provide elementary education that is of equitable quality to every child. During the initial years of SSA, the focus was on ensuring physical access and equity, and building school infrastructure along with recruitment of teachers.

Periodic in-service teacher training for up to 20 days in a year, 30 days of induction training for newly recruited teachers, and two-year training for teachers who do not meet professional qualification as laid down by the National Council of Teacher Education (NCTE) constitute an important component of the quality improvement initiative. These programs are designed to strengthen teacher capabilities in teaching subject contents, especially mathematics, science, and social studies; new pedagogical approaches like handling multi-grade classrooms, inclusive education, and child-centered classroom transactions.

Training of In-service

Teachers service education program address the specificities of teacher needs and classroom concerns; ensuring an effective teacher cadre and career management system that facilitates and enhances teacher quality, motivation and accountability and enable teachers to upgrade their professional qualifications and plan for occupational mobility.

Enhancing the competence of teachers, their motivation and performance is considered crucial for fostering quality

Challenges of the ProjectThe key challenges relating to teacher quality are to ensure that young talent enters the elementary/secondary school teaching profession, that teachers are professionally prepared, academically supported and retained in the profession through appropriate career development and occupational mobility options. Specific teacher-related challenges include: putting in place institutional mechanisms to overcome shortfall of professionally qualified teachers without compromising long-term goals of a sustained cadre of professionally qualified teachers; recruiting teachers who are socially closer to children and who are professionally prepared to meet the learning needs of diverse groups of learners; reforming the curriculum for and process of initial preparation of teachers with the aim of preparing teachers for diverse environments (rural and remote areas) and addressing diversity in the classroom with special focus on addressing the learning needs of children from socially and economically disadvantaged groups; ensuring that in-service teachers have adequate access to subject-specific education through regular refresher courses and that periodic in-service education is complemented with sustained on-site academic support to teachers and in-

Capacity buildingA key strategic approach to accelerate progress towards universal elementary education and reduction of adult illiteracy relates to strengthening institutional and human capacities for effective planning and management of educational programs. Significant progress has been achieved in terms of enhancing capacities of various institutions and educational functionaries at national, state, district and sub-district levels such as the State Councils of Educational Research and Training (SCERTs),district level educational functionaries, District Institutes of Education and Training (DIETs), Block Resource Centers etc. which have enabled them to provide academic and professional inputs for planning and management of educational programs and to organize training programs for teachers another educational functionaries.

= To enable the teachers to become reflective practitioners

= To provide the opportunities to take part in their Professional development by choice

= To create autonomous teachers for construing and facilitating children's learning opportunities.

Objectives Of

Guruchethana

Outcome and Impact (How This Program Would Help Teachers)

= This will help teachers to facilitate learning by considering each child's context and competency.

= Will help teachers to become reflective practitioners.

= Teachers have the freedom to choose modules based on their needs and interest.

= Each teacher will get to participate in multiple modules over 3 years as per their interest and relevance.

= Modules combine appropriate content, readings, and research findings in an integrated multi-disciplinary format.

= Space for decentralized, peer learning, continuous and sustained self-learning is built into the design.

Steps to ensure quality:= Monthly alignment meetings were held as per plan

where all the meetings were presided by Additional Chief Secretary of Education Department. This meeting is a key for success.

= Every meeting followed a structured and focused process of reviewing the status on decisions made in the previous meeting and the action points/tasks before next meeting.

= One full day was spent for discussion without interruption going through each component thoroughly.

= Collaboration was ensured in every step and could achieve everything that was visualized.

= Assigning few key officials for full-time into TPD process

= Ensuring adequate budget allocation for every action or at every level

Contact Details

Director Department of State Educational Research and Training100 Ft Ring Road, Banashankari 3rd Stage,Hosakerehalli, Bengaluru – 560085Ph : 080 2642 2372Mob: 9448999322email id: dsert.guruchethana@gmail.com

Nalikali Activities in workshop

Nalikali Activities in workshop

Teachers participation at workshops

Activities in workshop

Innovative way of inauguration of workshop

Bitthi patra presentation at workshop

Urdu Teachers Training

For more details on GURUCHETHANA Modules PLEASE CLICK THE FOLLOWING LINK

http://dsert.kar.nic.in/guruchethana/contact-details.html

Achieved universal sanitation coverage through

proper hygiene and well-being under SLRM

BEST GOVERNANCE PRACTICE - 7

Solid and Liquid Resource

Management

SDG 6

Summary

The Solid and Liquid Resource Management (SLRM) project provides an impetus to The Swachh Bharat Mission (Gramin) and The Swachh Bharat Mission (Urban), which aims at achieving universal sanitation coverage through proper hygiene and well-being. This innovation focuses on creating Gram Panchayats free from open defecation, while ensuring cleanliness and sanitization. Presently Solid Waste Management is being done by systematic segregation, collection, conversion of waste to income etc. In the city of Udupi, A few pilot Gram Panchayats have been chosen to implement the project, where 100% of rural households have been provided with individual Household latrines (IHHL). Udupi district was declared as an Open Defecation Free (ODF) on 2nd Oct 2016.

Introduction

To accelerate the efforts to achieve universal sanitation coverage and to focus on sanitation, the Govt. of India launched the Swachh Bharat Mission on 2nd October 2014. The Swachh Bharat Mission, both rural and urban, aims to achieve Swachh Bharat all over the country. It focuses on the improvement in the levels of rural cleanliness making Gram Panchayats Open Defecation-Free (ODF) with the construction of individual Household latrines (IHHL) for every family, through Solid and Liquid Waste Management activities and improved village sanitation. In the Udupi district, 100% of rural households have been provided with individual Household latrines (IHHL) and the district was declared as Open Defecation-Free (ODF) district on 2nd Oct 2016. Udupi district has the credit of being the first district in the State to be declared as an Open Defecation-Free District under two sub-missions SBM(G) & SBM(U). Udupi stood first in Swachhatha Darpan rating for the year 2017-18 awarded by the Ministry of DWS. Waste Management was one of the major issues of all the Gram Panchayats of the district, as people used to throw waste in public places and used unscientific ways like burning wastes, throwing meat waste into the rivers surrounding the village, throwing beside the road to dispose them off easily. The Gram Panchayats having commercial centres, pilgrimage centres and those situated on the National Highway had more intensity of the waste management issues.

Swach Udupi Mission Programme was envisaged with an aim of making the entire district free of garbage, dumping yards and other sanitation issues. The program was started on July 26th, 2017 with the training for SLRM though it was officially launched on 15th Aug 2017 by the District In-charge Minister. It was estimated in the beginning to reach the goal by 31st March, 2021.

At present, 60 full-fledged SLRM units and 52 dry waste collection centres are there in operation at the GP level in 112 Gram Panchayats of the district, covering around 1,10,000 households and around 7 lakh population.

Members of the Self-Help Groups and other Youth and Women's organizations from all the Gram panchayats have been trained in two phases. More than 1,000 volunteers have been trained in many batches of 2-8 days each at the district level. Around 10,000 different stakeholders like elected representatives, heads of voluntary organizations, religious institutions and hospitals, teachers and lecturers at Schools and Colleges, students, SHG members, Hotel owners and others both in urban and rural sectors were sensitized in a day-long training programs at district/block/Gram Panchayat levels. Interested volunteers, faculty of technical colleges have been trained on the establishment of SLRM centres, construction of biogas units, fabrication of low-cost Tricycles and construction of low cost buildings/sheds etc. One SLRM Centre for each of the G.P was set up with a vehicle, a Supervisor, and workers. A set of three perforated and labeled buckets - green, blue and red – have been distributed to every household for collection of wet organic waste like vegetable and fruit peels, rotten fruits, fish and meat waste, eggshells, etc., dry waste like plastic covers, glass pieces, card boards, metals, wooden materials, papers etc. and hazardous waste like sanitary pads/ products, medical disposables, etc. The holes in the buckets are to prevent the beneficiaries from using them for other purposes like storing water, washing clothes.

Project DetailsBaseline surveys to study the sanitation practices like method of segregation, expenditure incurred by the family for health, measures adopted for mosquito control were conducted in all the Gram Panchayats prior to the execution of SLRM. Based on these surveys, one Gram Panchayat each was identified in three taluks of Udupi district to kick start the SLRM program on a pilot basis.

When the District Administration, under the guidance of Shri Vellore Shrinivasan, Director, Indian Green Services, took up the ‘Garbage to Gold’ project, Vandse Gram Panchayath responded positively and gave its consent to start the SLRM pilot project. The Deputy Commissioner inaugurated the project on September 16th, 2017. Thus, the first SLRM Center to be set up was in Vandse Gram Panchayath limits of Kundapur block. This was followed one after another by Nitte, Hebri, Mudaru, zMundkur, Idu, Kokkarne, Varamballi, K a r k u n j e , H a r d a l l i , M a n d a l l i , T r a s i a n d Maravanthe Gram Panchayats of the district.

Wet (Organic) waste Items

ManagementThe wet (organic) waste is further divided and fed to cattle twice a day. A cow shed is also set up in SLRM Centre or the waste would be sent to Goshalas. The residual from the organic waste is used to make the compost bed to prepare manure. As the eggshells are rich in calcium, they are collected, powdered and used in the flower pots and vegetable gardens, or sold for the same purpose. Waste flowers collected from the flower shops and marriage halls, etc. are sold to Rangoli Powder Manufacturers. Tender coconut shells are used in plant nurseries to grow saplings and as firewood. Cana plants, banana plants, vegetable plants & other kitchen garden plants are grown using the wastewater from the cowshed. As plants absorb grey water, they are are sold to households, panchayats, urban local bodies etc. for wastewater management as well.

Dry (non-organic) waste Items ManagementThe dry (non-organic) waste items such as bottle caps, bottles, bottle wrappers, paper, cardboards, metals, glasses, etc. are separated and sold at a value-added price. The money, thus, earned is utilized for the used to maintenance of the SLRM Centres.

Challenges of the project

= The major challenge was to arrange the financial resources to set up in the SLRM centres and to meet the recurring expenses like honorarium/wages for workers, fuel charges etc. Therefore, it was decided to use available old buildings within GP area with minor repairs & renovation work and consolidate the funds under the Gram Vikas scheme, the Finance Commission grant, the CSR fund, etc. to set up the SLRM centres.

= People's resistance towards the program because of the common complaints like bad smell, stink, maggots and houseflies.

= The doubts the public had about the activities of the SLRM centre in the initial stage.

= Refusal and hesitation of trained workers to work in waste collection, segregation activities at the beginning of the program.

= Marketing of the products coming out of the SLRM centres was one of the major challenges faced.

Factors contributing to

success & innovative aspects

of the projectInvolvement of the SHG:= Active participation in SLRM of Women SHGs, who

have more patience, are reliable, better suited t o communicate with women, and in charge of waste disposal in most households in India.

= Supplementing Women's income through their involvement in SLRM projects.

= Support to the SHGs by way of revolving funds, loans, and subsidies from the government.

= An agreed code of conduct prevalent among the SHGs, which every member abides.

= The SHG itself dispels any member in case the code of conduct is not followed.

= SHG members are local people from the neighborhood; this encourages them to be more involved in the project.

= Their involvement also increases the sense of ownership prevailed upon other residents in the neighborhood.

Compost with NPK value: In SLRM, most of the fresh organic items are eaten by the cattle and reduced to ¼ of their volume and gets converted as dung. The same day it goes to the compost bed - composting process and will get composted with rich NPK value that fetches good demand for the composted manure.

Garbage to Income: 'Wealth from Waste' is the mantra of SLRMs, and all the items generated in the SLRM centres are sold in the market at value added price.By Products: In SLRM centres product sale points are also opened to sell different items prepared out of waste. Some of the products are amruthapani, panchagavyam, bio pesticide, vessel cleaning powder, calcium powder, flower powder, door mat, pillow, cloth bag, organic manure, cow dung cake.

Roof Garden: Roof gardens have been set up on the top of the schools, government buildings, etc. near SLRM centres. The organic manure generated in SLRM centres is used for such roof gardens to grow organic vegetables and the SLRM centres generate income by selling these organic vegetables.

Semi-Mechanization: To make the process easier for the segregation of dry waste, conveyor belts are installed; shredders, bailers are also installed to process the waste items in SLRM centres. This facilitates to enhance the the efficiency of the workers.

Budget details

Estimated budget for construction of SLRM Centre

S.NO

TOTAL RESOURCE

VALUE

1

Inorganic Items

16235

2

Organic Items

11525

3

TAX Collection:

38000

Total

65760

Sl No Description Expenditure No Total

1 Supervisor salary 9000 1 9000

Required Faciltiies Number Estimated amount

(In Lakhs)

If building a new building -SLRM shed

1 7.00

Shredder machine 1 0.80

If an automated vehicle is required 1 4.50

Bora Bag (for dry waste collection) 1000X12rs 0.12

Buckets

300 Set

0.67

Tools (sorting bowls, weighing machines, bora bag s, safety equipment, other equipment)

1.50

IEC and others

0.30

Total

14.89

2

Workers salary

8000

6

48000

3

Maintenance (fuel and other)

ls

7600

64600

There are 155 Gram Panchayats in the Udupi district of which 112 GPs have already been covered and It is planned to extend the project to the remaining GPs in the days to come; at least one SLRM Centre for each of the GP is planned to be set up to reach 100% coverage of the district. Since the SHGs have a lion's share in the implementation and successful running of the SLRM centres, the SLRMS are being planned to be handed over to Self Help Groups for operation & maintenance in future.

After commissioning of SLRM projects, people in the village are happy for the cleanliness in their village; the Gram Panchayats are relieved as their burden of waste management reduced to zero; employment opportunities are created for around 500 local people. Therefore, attempts are being made to tag each household in the district to their nearest SLRM centre enabling all the GPs in

Contact details

The Chief Executive Officer,

Udupi Zilla Panchayath,

Deputy Commissioner's Office Building,

C Block, Rajathadri, Manipal – 576104,

Udupi District, Karnataka, India.

Telephone: 0820-2574938

Website: http://www.zpudupi.in

zpudupi@gmail.com

nbaudp@gmail.com

ceo_zp_udp@nic.in

Mobile: 9480878000, 9480878000

Future Activities

Outcome and Impact

In the SLRM model each item collected is converted into a source of income. Here, the unwanted items from households & commercial centres are collected and converted into useful marketable products.= People's perspective towards garbage has totally

changed; SHG members, youths and others who were not willing earlier to work/involve themselves in waste management activities, are coming forward to join the SLRM projects; with the success of pilot projects in the district, the scenario has completely changed in this field.

= The success of pilot projects commissioned in the district has changed the notion of the public towards waste management program. Now Gram Panchayats are coming forward to take up SLRM projects and implement them in their areas.

= After the implementation of the SLRM projects, there is cleanliness in the village.

= Each household and commercial centre properly segregate the organic and non-organic items and give them to SLRM volunteers.

= The practice of throwing waste in public places and disposing of it in unscientific ways like burning wastes, throwing meat waste into rivers surrounding the village, throwing it at the roadside. have drastically reduced & the burden of waste management has been reduced to zero.

= Income is generated out of the waste items which otherwise, people used to throw out resulting in unclean and dirty surroundings.

= Roadside dustbins have disappeared, and the roadside sanitation has improved.

= Employment opportunity has been created for local SHG members.

= Waste is being tackled as a resource; hence, Solid Waste Management is presently being done by systematic segregation, collection, conversion of waste into income etc.

the district of Udupi to generate revenue from the waste, thus giving “Garbage to Gold” a real meaning and make the lives of people happy, healthy, and wealthy in a clean and hygienic environment.

65

Davanagere District has achieved 100% progress and has

successfully achieved the Target of 1 lakh LPG connection

through district level selection and monitoring committee

66

BEST GOVERNANCE PRACTICE - 8

Mukya Mantri Anila

Bhagya Yojana

SDG 7

The district of Davangere in Karnataka has successfully completed the implementa�on of Mukya Mantri Anila

Bhagya Yojana (MMABY). The implementa�on strategy empowered the district level selec�on and monitoring

commi�ee to make a list of all non-gas ra�on cards from the exis�ng food database belonging to families in Priority

Households and Anthyodaya Anna Yojana categories. The main objec�ve of the scheme is to make the State of

Karnataka, a cooking kerosene free State, through its eco-friendly scheme to avoid environmental pollu�on and

keep the ci�zens free from diseases like 'breathing problem/asthma/lung cancer. Davangere District has achieved

100% progress in Phase-1 of the program and reached those beneficiaries for whom the program was planned.

Summary

67

Food, Civil Supplies and Consumer affairs Department of Davangere is one of the best examples of success for the comple�on of MMABY. The Karnataka State Government has launched a scheme that offers free LPG connec�on to its ci�zens. In addi�on to the LPG connec�on, the scheme provides a double burner gas stove with an ISI mark and two free cylinders to the beneficiaries. Providing free LPG connec�on, a twin burner gas stove and lighter, two refills to all BPL, PHH (Priority Household) or AAY (Anthyodaya Anna Yojana) families ra�on card holders who do not have LPG connec�on will be eligible (both in urban and rural areas) under the scheme. Addi�onally, Construc�on workers registered under Karnataka Building & Other Construc�on Workers Welfare Board (K.B.O.C.W.W.B) who do not have LPG connec�on will also be eligible. Aadhar number is made compulsory for each applicant to prevent duplica�on.

The Pradhan Mantri Ujjwala Yojana beneficiaries (selected from Socio-Economic Caste Census - SECC list) who have already received their gas connec�ons will not be eligible for free gas stove and refills under this scheme. The Food and Civil Supplies Department is the implemen�ng department. The main objec�ve of the MMABY Scheme is to make the state kerosene-free cooking region. cooking kerosene free areas. This eco-friendly scheme will avoid environmental pollu�on and make the problem, free from diseases like ‘breathing problem / asthma / lungs cancer.

Introduction Implementation of the Project

The district level selec�on and monitoring commi�ee will

be given the list of all non-gas households ra�on cards

(exis�ng in the food database which belong to PHH/AAY

categories.) This list will be given Fair Price Shop-wise by

the Member Secretary to all the members.

Four par�cipa�ng departments in MMABY are

= Department of Food, Civil Supplies, Consumer Affairs

and Legal Metrology

= KBOCWWB under Department of Labour

= Department of Social Welfare

= Department of Forest, Ecology & Environment

= A district-level selec�on and monitoring commi�ee managed by the Minister in- charge of the district is responsible for selec�ng the beneficiaries.

= The list of ci�zens who do not have non-gas households Ra�on Cards would be given to the district level selec�on and monitoring commi�ee.

= Within the district, the Member Secretary calculates the number of beneficiaries in Phase-I FPS wise, following the same procedure that has been followed in calcula�ng Phase-I target for the district in the State.

= The Member Secretary gives the guidelines of MMABY and hands over the target list FPS wise to the MLAs of the commi�ee to select beneficiaries for Phase-I.

= If the MLA is unable to finalize the list of Phase I beneficiaries within a week, then the District Selec�on Commi�ee recommends the authority to finalize the list.

= The Forest Department has decided the list of beneficiaries for the Financial Year 2017-18. Therefore, the RFO would be responsible for entering their applica�ons in the Common Applica�on Form.

= The Pradhan Mantri Ujjwala Yojana beneficiaries who have already received their gas connec�ons will not be eligible for free gas stove and refills under the scheme.

= A�er communica�ng to the Phase-I beneficiaries, any female member in the PHH/AAY ra�on card of that family above 18 years of age can approach the Gram Panchayat office / Jana Snehi Kendra / Bangalore 1 / Karnataka 1 centre and apply for MMABY in the prescribed applica�on.

= All Phase-I applicant has to provide the Aadhaar number at the service kiosk and ensure the presence of gas connec�on in the household.

= The applicant can select the agency present in that area while submi�ng the applica�on.

= Once the applica�on is completed, an endorsement would be issued to the eligible beneficiaries of Phase-I. This endorsement states that the applicant is eligible to apply for MMABY.

= The applica�on would be forwarded to the food inspector. A unique consumer ID number would be generated that is used for all subsequent purposes. The applicant receives an SMS a�er verifica�on by Food Inspectors (FIs).

= A photocopy of cheque and the beneficiary list is sent to each beneficiary through FI. The beneficiary hands over the pre-filled applica�on form, the MMABY

District level selection and monitoring committee is formed chaired by Hon'ble district in-charge Minister who will be responsible for the selection of beneficiaries. The committee members are as follows:

1) District in-charge Minister - Chairman

2) Deputy Commissioner of district - Vice-chairman

3) All MLAs of district - Members

4) CEO of Zilla Panchayat - Member

5) District Labour officer - Member

6) Conservator of Forest - Member

7) Deputy Director, Food& Civil Supplies - Member

Secretary

68

State leve l empowered commi�ee under the chairmanship of the Chief Secretary has been formed to take policy decisions regarding the scheme and review its overall implementa�on in the state.

District level commi�ees headed by the in- charge minister and deputy commissioner will monitor and supervise the implementa�on of the scheme. Commissionerate of FCS will conduct the regular IEC regarding MMABY. Beneficiaries will be provided pictorial instruc�ons regarding the safe use of LPG.

The State has trained voluntaries to assist and advice first �me LPG users to Create “Model Kitchens” to give live demo of how the stove and cylinder should be installed and usage of LPG. Safety clinics shall be organized at regular intervals for the newly selected beneficiaries.

acknowledgement, photocopy of cheque and release order to the LPG distributor.

= On ge�ng clearance from the OMCs, the distributor releases the SV to the beneficiary and uploads the par�culars in the Web Portal of FCS so�ware using login- id and password.

Implementation mechanism1. Any Female member in the PHH (Priority Household)/AAY (Anthyodaya Anna Yojane) Ration Card of the Family who is above 18 Years can submit to Gram Panchayat / Atalji Janasnehi Kendra / Bangalore One / Karnataka One Centers

–MMABY Application Form Developed by NIC.

= In case there is no female member in that ration card, then any male member above 18 years can apply for MMABY.

2. The applicant needs to provide the Aadhar Number at the service kiosk which will check the presence of the gas connection to that household

= A mobile number will be necessary, SMS can be sent to the applicant at all crucial stages of the scheme.

3. The applicant will be given the choice of selecting the agency present in that area at the time of submission of the application.

4. The application would then be pushed to the Food Inspector/PDO of concerned Gram Panchayats.

= The FI would reconfirm that none of the family members of the card holder has the LPG connection, by checking the same in the public website of the OMC through Aadhaar authentication, also doing 5% Field Verification.

5. Thereafter the applicant can approach the LPG Distributor.

= LPG distributor would upload the KYC details of the applicant in the software system provided by OMC.

= The software takes 2-3 days for releasing the Subscription Voucher (SV).

6. LPG distributor would ensure the installation of the connection within 7 days.

7. District Administration can ensure delivery of the gas stove to the beneficiary within this time.

8. Deputy Commissioner will release individual beneficiaries DD amount through KFCSC to the LPG distributors.

9. KFCSC will supply gas stoves to the beneficiaries. LPG distributors collect the 'Acknowledgement' from them and scan and upload the same in the software.

10. LERC (LPG Equipment Research Centre) will be the Technical Advisor and the third-party agencies to test the quality of gas stoves under MMABY.

11. LPG distributors upload the installation details again on the FCS website.

12. In case of surrender of any connection by any beneficiary within 2 years under MMABY, it should be returned to the district administrator.

Monitoring

Social Audit= Web page of MMABY:- Department developed to

display information of list of beneficiaries h t t p s : / / a h a r a . k a r . n i c . i n / f c s s t a t/Stat_mmaby_progress_rpt.aspx

= SMS alerts on the release of connections to their registered mobile numbers at each crucial stages of the scheme.

= Social audit through Gram Sabha:-DC/CEO will arrange to have the list of MMABY beneficiaries readout in the Gram Sabha.

= Call Centre: 1965 state level call center number will call at least 1% of beneficiaries on a daily basis.

= Physical Verification: Deputy Commissioner will set up system for physical verification at Taluk / Gram Panchayat level.

= Evaluation of the Scheme:- KEA (Karnataka Evaluation Authority) under department of Planning Program Monitoring and Statistics will be taken as external evaluators for the scheme to carryout evaluation of the scheme at crucial stages.

State Government will provide free LPG connec�on (SBC) (@ Rs.1940) along with a double burner gas stove with ISI mark (within Rs.1000) and two free refills (@ Rs.550 for each refill) to Mukhya Mantri Anila Bhagya Yojana beneficiaries in the State. The bifurca�on is as follows:

SD for Cylinder

SD for Regulator

Suraksha Hose (1.2 meter)

DGC Booklet

Inspec�on & Installa�on Charges

Two burner gas stove

Two free refills

Grand Total

Rs. 1450

Rs. 150

Rs. 190

Rs. 50

Rs. 100

Rs. 1000

Rs. 1100

Rs. 4040

Budget Details

69

District Name Taluk Name Target Applica�ons Total Gas and Stove Distributed to BeneficiariesDavanagere Harihara 124 124 Harapanahalli 218 218 Channagiri 237 237 Jagalur 268 268 Total 847 847

Outcome and Impact

The State Phase 1 Target is around 1 lakh LPG connec�on to the beneficiaries under MMABY Scheme. Davanagere District has achieved 100% progress and has successfully achieved Phase-1 target assigned by the State government. The scheme has been largely successful in Davanagere, a cooking kerosene free district and reduce health expenditures.

Contact details

Mr ManteswamyJoint DirectorFood, Civil Supplies and Consumer Affairs DepartmentGovernment of KarnatakaDavanagere - 577004

70

Solar Smart Class Facility in 122 Government High Schools

of Yadgir Funded Through The CSR Initiative of

Bharat Electronics Limited

71

BEST GOVERNANCE PRACTICE - 9

SOLAR E-SHALA - Improving public

infrastructure through interventions

in Government schools by

implementing decentralised

renewable energy solutions.

SDG 7

Since the adop�on of the 2030 Agenda for Sustainable Development and the Sustainable Development Goals (SDGs), public-private partnerships have become even more prominent. A shi� in approach between the Millennium Development Goals (MDGs) and the SDGs is the recogni�on that policy objec�ves are best achieved by involving and integra�ng private actors in the policy process. PPP is a long-term arrangement between policymakers and private sector en��es for provision of public u�li�es and services. There are several models that can be adopted to make such partnerships successful. The 'Transforma�on of Aspira�onal Districts 'Programme aims to expedi�ously improve the socio- economic status of 117 districts from across 28 states. The three core principles of the programme are - Convergence (of Central & State Schemes), Collabora�on (among ci�zens and func�onaries of Central & State Governments including district teams), and Compe��on among districts. Driven primarily by the States, this ini�a�ve focuses on the strengths of each district, and priori�ses the a�ainable outcomes for immediate improvement. SELCO has converged with private CSR, public enterprises and funds available in various government departments to improve the performance indicators in the aspira�onal districts of Yadgir& Raichur.

Summary

72

Learnings from this model have been very unique. In the initial days, the program was piloted through CSR contributions. These systems were donated to the government schools. Later, it was realised that to make this project sustainable, it was necessary that funds needed to be mobilised from local stakeholders. Local donors & philanthropists started contributing for such projects. As the program matured, it started gaining momentum and a lot of media coverage. This is when a local (Member of legislative council) MLC showed interest in implementing the program in his constituency. The impact of the program on the learning outcomes and classroom was enormous. This is when the program was scaled through partnerships with various partners / stakeholders through innovative funding patterns and how it has gained popularity amongst the teachers and local communities. In many cases, part of the funding for this solution has come through DDPI, MLA/MLC funds, charity from trusts, societies, not for profit organisations, CSR contributions from private corporates as well public limited enterprises, alumni of the school, funds pooled in from the community &school teachers. The program ensures that the school remains an important stakeholder and hence portion of the cost (annual maintenance charges) is charged to the school. In many cases we have seen convergence of government schemes at various levels for implementing this projects at gram panchayat level.

Project DetailsThe system essen�ally consists of a flat screen display panel which is powered by solar energy. The educa�onal content is provided on a central processing unit (CPU) box with linux opera�ng system, hard disk, graphic cards and all drivers installed. The solar system consists of solar panels, ba�eries, charge controller and micro inverter. Educa�onal content will be in Kannada and English aligned to Karnataka state board for 5 years. The program aim to assist the teacher rather than replace the teacher in schools. The major beneficiaries of the project are children in government schools & teachers. Not only has the program displayed a working model of solar system for the students helping them in understanding the usage of renewable energy which is clean and sustainable, it has also improved their learning outcomes. It has helped them in understanding certain cri�cal concepts which otherwise would be difficult on blackboard based explana�on. The audio visual aid has kept the children interested in new concepts and exposed them to be�er infrastructure even in the remotest of the government schools. The school teachers are now equipped with resource that can help them in be�er explaining concepts which required graphics and audio aid. It has also helped the teachers in planning their lessons and tes�ng the learning ability of children with the ques�onnaire made available through

Innovative Delivery Models

Through Finance Contributions

from Various Stakeholders

in The Society

huge deterrent for children to feel encouraged to attend schools. Access to reliable electricity is one such big deficiency and has created a huge gap in the quality of education between the urban and rural areas. In this context access to modern energy services can be a critical enabler for children to pursue their education in schools. Clean and sustainable energy can power basic lighting and digital tools which make content more meaningful through advanced digital teaching techniques. SELCO launched the digital education program 'E-shala' in the year 2014. The Digital Education Program aims to provide a holistic solution that improves the quality of classroom education and increases learning effectiveness by implementing digital educational content and digital tools powered by solar energy in rural schools. The program has improved quality of classroom teaching thus increasing attendance and reducing drop outs. It has enhanced learning effectiveness and ability to visualise critical concepts leading to better understanding and retention of the subject matter. It has acted as a resource material and has facilitated lesson planning. Modern energy efficient technology powered us ing solar has led to implementation of a sustainable solution that can be replicated. The program has evolved as a replicable model that can be scaled up across the country to schools where there is lack of quality education and sustainable energy source. Solar power has brought in reliability and helped reaching out to remotest corners. Brought in the idea of sustainable energy in the students.

Introductionthe educa�onal content. The management of the school has been able to a�ract more children to get admi�ed into government schools. Uniqueness of this solu�on is that the program will ensure sustainability of the solu�on, a�ract important stakeholders. Supplemented by a detailed teachers' training program to equip teachers with the knowledge and exper�se required to deliver quality and effec�ve teaching using the implemented tools. The system essen�ally is a low cost energy efficient model which replaces high cost and energy intensive laptop/computer with a micro computer. The reduc�on in energy enables the system to be powered by sustainable source of energy like solar at an affordable cost.The content can be accessed through a licensed android applica�on which will be installed on the android device provided as part of the project

73

Case Story-2

Digital Education Program

(e-shala) Funded By

MENDA Foundation

in Multiple Districts of

Karnataka Through Partnership

With PolicymakersMenda Foundation was set up as a charitable trust by the

Group Chairman of RMZ Corp, Arjun Menda, who is a

philanthropist, closely associated with the Rotary Club in

all their Scholarship and Educational activities since 1972.

With the vision of harnessing the power of education to

create a paradigm of positive change, Menda Foundation

has partnered with various not for profits organizations

such as SELCO Foundation to provide digital learning

schools and basic access to energy through solar systems.

Over the period of last 8 years the organization has

implemented this program in over 3000 government

schools of Karnataka. Through its unique grant matching

model, it has fostered partnerships with important

stakeholders in the government machinery as well as

private stakeholders to scale this program and reach

maximum students in the remotest parts of Karnataka. The

program has impacted at least 15000 students and has

considerably influenced the education policy.

FindingsThere is tremendous scope to improve this project and replicate in many other districts of the state. Considerable improvement can be made in the program itself and to extent such facili�es even in the anganwadis of the state. In the wake of COVID-19 pandemic and norms of social distancing, the policymakers should now focus on how to improve the techniques & teaching methods to assist the teachers in the government schools for effec�ve delivery of lectures and knowledge sharing through technological innova�ons such as solar and digital content. By building cri�cal partnerships, such programs have the poten�al to change the educa�on landscape of the state.

Contact Details

SELCO Solar light private limitedHead Office: 690, Ground Floor, 15th Cross Rd, Jeewan Griha Colony, 2nd Phase, J. P. Nagar, Bengaluru, Karnataka 560078Email – amogh@selco-india.com

Case Story-1

Solar Smart Class Facility in

122 Government High Schools

of Yadgir Funded Through

The CSR Initiative of

Bharat Electronics Limited

Bharat Electronics Limited (BEL) is an Indian state-owned

aerospace and defence company which primarily

manufactures advanced electronic products for the Indian

Armed Forces. BEL is one of nine PSUs under the Ministry

of Defence of India. It has been granted Navratna status.

Under the transforma�on of aspira�onal district program,

the deputy commissioner of Yadgir district requested BEL

to invest its CSR funds for providing smart class facility in

the government high schools of the district. Through a

transparent procurement process, BEL selected M/s

SELCO solar light private limited to implement this project.

Through careful considera�on, 122 schools were selected

through assistance from the Deputy director of public

instruc�ons (DDPI) office. The project was completed in

December 2020 and was handed over to the respec�ve

school administra�on. Around 7000 students will be

impacted through this project. It is one the very

pres�gious CSR projects in the state of Karnataka.

74

This process is eco-friendly and will avoid

environmental pollution due to oil fumes

75

BEST GOVERNANCE PRACTICE - 10

Establishment of

Vacuum Frying Unit

to Process Ripen Jack Fruit

SDG 8

The overall size of the Indian Snack Food Market is es�mated at around Rs.45 to Rs.50 Billion

and is reported to be growing at 7% to 8 % annually. This innova�on talks about harnessing this

market using the vacuum frying technology of Jackfruit. This innova�ve method of op�ng to

produce crisp and healthy snacks will be a revolu�on in the snacks consumer world. The low-

budget project gives maximum returns to entrepreneurs while char�ng a thorough plan of

replicability as well.

Summary

76

Food processing and manufacturing is one of the largest employment genera�ng industries in our country. According to the data from the Department of Industrial Policies and Promo�on, The food Processing Sector of India has received around US $7.47 Billion worth of FDI (Foreign Direct Investment) from April 2000 to December 2016 and is expected to cross the US $33 billion over the next one decade. If they adopt food safety and quality assurance mechanisms such as Total Quality Management ,Hazard Analysis and Cri�cal Control Points, Good Manufacturing Prac�ces and Good Hygienic Prac�ces, then the manufacturers would be able to face the global compe��on owing to a wider and enhanced acceptance of the product by foreign consumers.

Vacuum Frying is one of the food processing technologies that help us to produce interna�onal quality snacks. Vacuum frying is a method where a food product is deep-fried under no-pressure or near condi�ons. The general method is as follows: The food product is enclosed into a specialized pressure vessel containing a deep fryer. The vessel is connected to a pump. A�er this, the vessel is depressurized. The food produce is deep fried for the required �me, and then removed from the oil. Finally, the vessel is re-pressurized again; but the re- pressuriza�on is done quickly. A centrifuga�on step is also inserted for removal of excess frying oil a�er the frying step but before the re-pressuriza�on to reduce the amount of fat in the fried product.

Apart from the fat reducing, the lowered temperature in frying also reduces the forma�on of acrylamide, a possible carcinogenic compound that is produced when protein and reducing sugars are heated above 150°C. This also preserves natural colour and flavours.

Introduction Objectives of the Project

The project here encapsulates the aim of the entrepreneur to process ripen Jackfruit using Vacuum Fry Technology and to supply it to exporters for marke�ng. Subsequently, plans to process other fruits like Sapota, Pineapple, Jackfruit, Papaya, Fig and Mango, which also fetch premium revenue in the domes�c as well as interna�onal markets. Jackfruit is considered an apt fruit in this ma�er. Ripen-Jackfruit chips get a�rac�ve colour, texture and sensory acceptability a�er frying. However, the oil content level is dependent on the maintenance of a cri�cal �me temperature. Lower frying temperature resulted in maximum reten�on of the bioac�ve components of the chips such as total phenolics, flavonoids and carotenoids. The study concludes that the Ripen-Jackfruit chips of op�mum quality could be obtained if the material is fried under vacuum at 9° 0 C for 35 minutes

This process produces

the following:= Crispy delicious and nutri�ous snacks having longer

shelf life.

= Reduce oxida�on of the oil, so oil can be reused again

and again

= Rate of deteriora�on of oil (thermal degrada�on) is

reduced due to the absence of oxygen and low

temperature

= HMF produc�on is minimized

= Produc�on of Acrylamide which is reported to be a

neurotoxic and carcinogenic could be avoided.

= Increases crunchiness of vegetable-based snacks

without compromise on nutrients

= Improves over all safety, quality a�ributes and gives

the uniform product.

= No trans-fat forma�on, which are dangerous to the

heart.

= This process is eco-friendly and will avoid

environmental pollu�on due to oil fumes.

Snacks, dry fruits and other processed food items have high demand in the present market. If one can provide regular, assured, quality supplies to the stores and shops, then there will be regular demand for the same. The mega stores in the urban centres as well as the online markets would be the prime source of marke�ng.

Implementa�on area: The entrepreneur aims to develop this as a home-enterprise in his residence at Mavinakoppa in Sirsi Taluk, Karnataka, and market the same through Kadamba Souharda Sahakari Ltd. throughout the State and Country.

Beneficiaries

Action plan for replicability

= The project proposes the following:

= Infrastructure availability: Construc�on of a building

= Procurement of Vacuum Fryer

= Procurement of Nitrogen Packing Machine

= Procurement of Furniture & Fixtures

= Income & Expenditure Plan

77

Market Poten�al:

The overall size of the Indian Snack Food Market is es�mated at around Rs.45 to Rs.50 Billion and is reported to be growing at 7% to 8 % annually. Snacks are produced not only on large scale by big firms, but also on small scale by co�age/home industries. Owing to this, several companies from both the organized and the unorganized sectors are already catering to the needs of tea stalls, restaurants, railway sta�ons, tourist places, supermarkets, etc. S�ll there is a huge demand to be met for different parts of the country. There is a good scope for new entrepreneurs who can manufacture good quality products.

As men�oned above, the demand for ready- made food is increasing day by day. People look for tasty, safe, a�rac�ve, food items. There is a growing trend of health-conscious people check the ingredients to assure themselves that the products are free from fat, sugar, and such other harmful elements. In such an environment, fruit-frying using vacuum frying technology plays a vital role. Even though the end product of this technology is compara�vely costlier, it appeals to the consumers because it is without preserva�ves and health-hazardous elements. The changing tastes of the consumers and their capacity to spend have paved the base for this kind of new technology and venture. Thus, this kind of venture with innova�ve processing technologies has got ample scope in mee�ng the increasing consumer demand for healthier snacks.

As this project proposal has taken into considera�on the minimum income and the foreseeable expenditure while es�ma�ng the Income-flow, one can expect the returns much sooner. It should be possible for the entrepreneur to start repaying the loan amount from the very first year onwards a�er mee�ng the commitments of interest and yearly expenditure. From the above, the project may be considered economically viable assuring to bring profitable returns to the entrepreneur as well as the lenders.

Contact details

Sri. Mahadeva Hegde & Sri. Manjunath Hegde OwnerEkkambi Post, Mavinkoppa Taluk,Sirsi (U�ara Kannada) - 581402M : 94836 13900Email - contact@kadambamarke�ng.com

Hor�culture Departmental contact:Dr. Sateesha BPDeputy Director of Hor�culture DepartmentNear Raghavendra circle, Sirsi (U�ara Kannada) - 581401 M : 9448999234Email - ddhu�arakannada@yahoo.com

Cost of Project: 25,15,000/-(Rupees Twenty Five Lakh Fi�een Thousand Only)

Building: 4,00,000/- (Rupees Four lakh only.)

Plant and Machinery: 21,15,000 (Rupees Twenty One lakhs Fi�een Thousand only)

Means of Finance:

Promoters’ Share: 7,15,000.00 (Rupees Seven Lakh Fi�een Thousand only)

Bank loan: 18,00,000.00 (Rupees Eighteen Lakh Only)

Budget details

78

79

SCADA PROTOCOL ANOMALY

DETECTOR (SPADe) Software

C-DAC's COPS SPADe (SCADA Protocol Anomaly Detector) is a passive security monitoring solu�on targe�ng the security of remote terminal units (RTU). SPADe ac�vely detects anomalous communica�on (between RTU and master) and works on deep packet inspec�on (DPI) and deep content inspec�on (DCI) based analy�cs engine. The analy�cs engine is based on white-listed rules and modeled specifically for IEC-60870-5-104 based SCADA systems. Along with the white-listed rule sets, the solu�on includes field (sensor/actuator values) data correla�on with network data. SPADe can detect known and unknown zero-day a�acks on the SCADA systems effec�vely. This so�ware has been tested in KPTCL which can be used in the power sector.

Summary

BEST GOVERNANCE PRACTICE - 11

SDG 9

80

SCADA Protocol Anomaly Detector (SPADe) is a passive security monitoring solu�on targeted at detec�ng anomalies and a�acks in the network traffic between the remote terminal unit (RTU) and master sta�on. It is a Plug-in solu�on without affec�ng architecture. It can capture zero-day a�ack scenarios with model-based anomaly detec�on. It can be deployed whether RTUs are modern/ legacy/ proprietary. It can support the correla�on of sensor data with RTU data. It can be used in any cri�cal infrastructure sector like power, oil & gas etc. It provides map based real �me dashboard for visualiza�on

Threat landscape covered includes

• Targeted a�acks on RTU (by exploi�ng network)

• Zero-day a�acks (based on network monitoring)

• Use of insecure protocols (IEC 60870-5-104)

• Commands that do not reach the des�na�on

• IP misconfigura�on

• Misconfigured/ malfunc�oning of devices

• Device failure and down�me

• Incompliant data exchange

• Process instability and anomalies (IEC 60870-5-104 communica�on)

Introduction

The Remote Terminal Unit (RTU) is the source of

informa�on collec�on for the purpose of control and

opera�on of the grid. Every RTU has a pre-defined Master

Control Centre (CC) and it has to report its data to the

Control Centre. Detec�ng any anomalous behavior/a�ack

in the RTU to MTU communica�on channel without

interfering with the normal SCADA system opera�on using

the COPS SPADe the control centres in the power grid can

exchange the real �me data with RTUs in a secure way.Major Features• Plug- in solu�on without affec�ng architecture of the

exis�ng system• Non-interfere with the opera�on of the exis�ng

system• A�ached in parallel to RTUs in the same network• Ability to capture zero-day a�ack scenarios• Single dashboard (SCADA Vision) at the control centre

to monitor the status of all RTUs• Operate in promiscuous mode• Failure of this solu�on does not affect the real �me

opera�ons• Deployment of RTUs if they are modern/ legacy/

proprietary

Project details

Factors contributing to

success & Innovative

aspects of the project

The plug-in solu�on works without affec�ng architecture.

It can capture zero-day a�ack scenarios with model-based

anomaly detec�on and can be deployed whether RTUs are

modern/ legacy/ proprietary. There is a correla�on of

sensor data with RTU data. It can be used in any cri�cal

infrastructure sector like power, oil and gas. It can create a

map based real �me dashboard for visualiza�on.

Outcome and Impact

SPADe had been field tested at KPTCL. SPADe is a passive

security monitoring solu�on targeted at the security of

remote terminal units (RTU).

Benefits of SPADe

• Monitor all communica�on between RTU and master,

detect and report any abnormali�es/a�acks at RTU

• It analyzes exchanged messages and commands

ini�ated from the master to perform integrity checks,

detect any suspicious events.

• Detect a�acks on RTU such as DoS, malfunc�oning of

RTU/master, brute-force a�acks, zero-day a�acks.

• The solu�on can be customized and deployed for

Power sector u�li�es.

Budget Details

Cost of one device is Rs.50,000/-

• SPADe works on two phases i.e. first learning phase and secondly opera�onal phase

• The learning phase is to prepare whitelist tables based on meta data and uniform data classifica�on

• In the opera�onal phase, SPADe sniffs real �me data and applies DPI/ DCI methodologies with support of protocol-based rule sets, pa�ern-based state machines and provide these results to analy�cs engine

• The analy�cs engine works based on behavior profiling, decision stress, model-based anomaly detec�on and generates alarms / events / incidents based on risk level

• Takes a separate feed of sensors raw value without affec�ng RTU opera�ons to detect anomalies

Challenges of the project

81

First Time Charging Software

The First Time Charging So�ware (FTC) is to provide a web-based solu�on for the FTC workflow consis�ng of

submi�ng applica�ons, processing of applica�ons like sharing the remarks/comments between

departments and/or NLDC (Na�onal Load Dispatch Centre) and sending acknowledgments and approvals.

It also provides the trial opera�on applica�on processing for final cer�fica�on. It provides a fast and

convenient service to any Load Dispatch Centres (LDC) as well as the applicant and NLDC (if involved). This

so�ware has been tested in KPTCL which can be used in the power sector.

Summary

The FTC so�ware is a web-based solu�on for the First Time Charging of transmission elements workflow consis�ng of submi�ng applica�ons online by any transmission licensee to the Regional Load Dispatch Center (RLDC), It also includes processing of applica�ons by verifying all required documents and data files for integra�on tes�ng and sending approvals online, including sending and receiving consents from departments of RLDC and NLDC. It provides a fast and convenient service to the RLDC as well as the applicant and NLDC. The process involves different types of data and documents which flows from consumer/ licensee to Inter-region level of the power grid. Figure- 1 below shows the documents and data-flow for applica�on processing of FTC of transmission elements.

The process of FTC starts with the submission of the applica�on within the �me s�pulated by CERC. A�er receiving the applica�on from the transmission licensee, the RLDC user will verify manually all the documents and data files required for processing. The FTC so�ware will help the RLDC user in Real Time Systems & IoT CDAC Bangalore verifying all the data and documents required for processing and suggest the user send the applica�on back for any modifica�on required. Once verifica�on is completed, the applica�on will be forwarded to different departments for processing and valida�on of data. The so�ware will help the department user to validate the data required for FTC processing and alert the department user for any delay in processing for consents. Each stage of applica�on is tracked with the �me s�pulated by the CERC. Once the integra�on test is completed, the transmission licensee can upload the tes�ng result to get the cer�ficate from the RLDC. The so�ware will help the RLDC user in valida�on and verifica�on of data and document required for issuing the cer�ficate. It will also help to track the applica�on status and alert the user to process the trial applica�on as per defined schedule. The so�ware also helps to schedule the tes�ng resource properly in order increase the grid u�liza�on effec�vely.

Introduction Project details

The FTC software is a web-based solution for the First Time

Charging of transmission elements workflow consisting of

submitting applications online by any transmission

licensee to Load Dispatch Center (RLDC). It consists of the

following features as noted below:

Features of FTC:

Tracking of Application Status

Approval of Partial Trial of Application

(after charging)

SMS Notification if required

MIS Report

Search facility

Role based workflow process

Factors contributing to

success & Innovative aspects

of the project

The solu�on is implemented to follow the complete procedures for integra�on of a new network element of a transmission licensee into the grid and issuance of the cer�ficate by Regional Load Dispatch Centers (RLDC) for successful trial opera�on of a transmission element by following the CERC guidelines and CEA standards. The development of the solu�on follows the standard life cycle of the so�ware to other 4 Regional Load Dispatch Centres (RLDC) and demonstrated.

Development as defined in the Informa�on Technology (IT) standards. The first solu�on has been first implemented at WRLDC and NERLDC. The FTC consumer has informed for one-�me registra�on into the FTC so�ware who like to take part in the First �me charging of their transmission elements. The so�ware will assist the operator to schedule and plan the FTC charging of new

82

• Easy to access the applica�on documents

• Easy to track the Status of applica�on

• No�fica�on of Pending Elements to be approved

• No�fica�on of Pending Elements for Charging /Trial

Processing

Benefits of FTC

transmission elements. The solu�on has also assisted the FTC consumer to provide the required data and documents needed for the integra�on of new transmission elements into the grid. The solu�on has been taken to other 4 Regional Load Dispatch Centres (RLDC) and demonstrated.

This so�ware has provided the substa�on level planning for the integra�on of new transmission elements into the grid. It will assist the operator in the issuance of the cer�ficate by RLDC for successfully trail opera�on of transmission elements. It will help the operators to manage the grid efficiently by adhering to the CERC guidelines and CEA standards.

The integra�on of new transmission elements with the substa�on is done innova�vely. The so�ware provides all possible integra�on of new transmission elements for each substa�on in the intra-state and inter-state regional of the power grid. It will also help to route the applica�on to the concerned departments for valida�ng the data and verifica�on of the documents involved in the first �me charging of transmission elements. The SMS technology has been integrated into this FTC so�ware to track the status of the applica�on at various stages.

Challenges of the project

The First Time Charging (FTC) processing was done manually, there was a need to reduce the time for processing the testing for integration of new transmission elements into the grid. This allows the Regional Load Despatch Centres (RLDCs) to effectively utilize the available resources to complete procedures for integration of a new network element of a transmission licensee into the grid and issuance of certificate by RLDC for successful trail operation of a transmission element.

The data validation and verification required for integration testing of the new transmission elements into the grid was manual and not uniform across the departments. There was difficulty in the inter departmental communication regarding the FTC elements and substations involved in the trial operations.

The scheduling of the testing was done manually, the communication of the scheduling to the departments was cumbersome and was time consuming. The resources were not optimally used for the trial testing and the departmental responsibility to adhere to the timelines was minimal.The stakeholders were required to maintain separate files for tracking of each individual transactions. The

consolidation of the inputs of various departments regarding the processing was not available centrally. The clarification and inputs were to be provided to each department individually.

The solu�ons can be customized and be deployed for Load

Dispatch Centres.

Cost for the loca�on is Rs.6,00,000/-

Budget Details

Outcome and ImpactThe web-based so�ware solu�on developed for scheduling and tracking of FTC transmission elements for WRLDC has helped the user in verifying and valida�ng of data and documents needed for integra�on tes�ng. This so�ware has improved the processing of applica�on and scheduling of the transmission on the grid to maximize the u�liza�on Real Time Systems & IoT CDAC Bangalore of grid for tes�ng the new elements and it is provided with the dashboard for monitoring of comments from each department to resolve the issues in FTC of elements.

Mr. K Jagan Mohan,

Joint Director, Centre for Development and

Advanced Compu�ng (C-DAC)

Real Time System & IoT Group,

Mobile - +91 9739109842

Direct Line - 080-25093441

Email - kjaganmohanl@cdac.in

Contact detailsMr. Rajesh Kalluri

Joint Director, Centre for Development and

Advanced Compu�ng (C-DAC), Real Time

System & IoT Group

Mobile - +91 9886917196

Direct Line - 080-25093457

Email - rajeshk@cdac.in

83

Mobile based application to pay the taxes through

E-Governance services to the door steps

84

BEST GOVERNANCE PRACTICE - 12

Smart and Public Axial

Revenue Collection

SDG 9

The city of Tumkur in Karnataka adopted the use of new technology to help physically

challenged, aged-ci�zens and people with less resources by taking Governance services to their

doorsteps. This integrated approach allowed for means to generate reliable data on payment of

property tax, water tax, UGD charges, adver�sement tax, trade license fees, building rent and

spot fines. The adop�ng of the SPARC system has revolu�onized day-to-day transac�ons

without pendency and augmented the revenue of the corpora�on. It has catered to the needs

of the ci�zens effec�vely and efficiently.

Summary

85

The ini�a�ve is completely state-of-art technology driven. En�re manual demand/ receipt system of working of a ULB has been replaced with technology. Real-�me upda�ng of records and data availability and accessibility is ensured as the en�re solu�on is mobile based. All the field level ac�vi�es under one umbrella all revenue taxes/fees in a single applica�on, all modes of payment through same device real �me dashboard, property survey module using the same device, smart monitoring by geo co- ordinates. Various u�lity reports and all standard reports are integrated into the so�ware ensuring a strong MIS. Data integrity is maintained as the data is hosted in remote server with adequate security. Like various ULBs, Tumkur City Corpora�on was encountering the problem to create awareness among its ci�zens about Corpora�on services like payments of property tax, water and UGD charges. So Tumkur corpora�on planned to create awareness by using new technology to help physically challenged, aged ci�zens and poor people by taking e-governance services to their doorsteps, promote digital India ini�a�ves by introducing Governance and m-governance concept and Integrated approach to generate reliable data of demand. through a mobile App to pay the property tax, water and UGD charges, adver�sement tax, trade license fees, building rent and spot fines

Introduction

Project details

Challenges of the project

• First data entry of all the proper�es, water

connec�ons and UGD connec�ons adver�sement tax,

trade license fees, building rent details are done based

on the registers and other documents.

• A�er comple�on of the data entry, data verifica�on

and correc�ons were carried out by the concerned

officials.

• Integra�on into our database: Once the budget was approved by the Tumkur Corpora�on, the work order was issued to integrate into our database.

• The API was developed for integra�on, tested with all cases to get live valida�on.

• The mobile app was installed on every EDC device and handed over to the concerned field staff.

• Training to the staff regarding “SPARC” system opera�ons. On the spot demand and receipt

Budget DetailsUnit cost:

• ANDROID POS Devices free of cost sponsored by HDFC

Bank

• Integrated android applica�ons cost - Rs. 16,98,000

genera�on for Property Tax, Water charges, UGD charges, Adver�sement Tax, Trade license fees.

• Building rent and Spot fines. On the spot renewal, on the spot regulariza�on water tap connec�on, UGD connec�on, trade license, on the spot imposing fine to promote Swatch Bharat Abhiyaan and adver�sement hoardings.

• Discussion with field level staff about the difficul�es in the field and incorpora�ng the sugges�ons and modifica�ons to the applica�on.

• Publicity and crea�ng awareness amongst ci�zens.

• Transforma�on of the mindset of the working staff to the new was system was �resome

Outcome and Impact

“SPARC” system can be easily replicated in any other Corpora�on, CMC, TMC, TP. This applica�on helps in improving overall efficiency by genera�ng various reports, plugging revenue leakage, saving lot of paperwork and serving ci�zens efficiently on �me.

Since the adop�on of SPARC system, day-to-day

transac�ons are updated without pendency. The

applica�on has augmented the revenue of the

Corpora�on and catered to the needs of the ci�zens

effec�vely and efficiently as compared to the previous

system of opera�ons. Dissemina�on of informa�on is

transparent. No technical glitches that resulted in the

hampering of day-to-day opera�ons were no�ced. The

“SPARC ” system is sustainable in the long- run and can

easily be adopted. The benefits can be categorized as :

1. Benefits to the department

There is massive revenue genera�on for the department. The android based applica�on has duly integrated with mul�ple databases. Furthermore, demand no�ce is generated and issued to the taxpayer on the spot. The applica�on has also reduced mul�ple visits by the staff. Real �me data processing has allowed for ease of reconcilia�on work and target achievement for staff.

2. Benefits to the ci�zens include access to complete transparency of informa�on. It has also allowed for the avoidance of inconvenience to the public. It has also helped physically challenged and senior ci�zens, technologically challenged people as they get e-governance services at their doorsteps.

86

Contact details Mr. Bhoobalan T

Tumkur City Corporar�on,

Tumkur

Tel: 0816-2278480, 9449872601,

Email - itstaff_ulb_tumkur@yahoo.com,

The facility also allows payment on demand at doorsteps in different modes such as cash, debit/credit card, demand dra� and cheque. The project has also allowed for instant SMS to the ci�zen for payment confirma�on. It has reduced mediators and brokers.

87

The Government of Karnataka set out a unique way to build

the start-up ecosystem in Bengaluru through Elevate.

88

BEST GOVERNANCE PRACTICE - 13

ELEVATE

SDG 9

The Government of Karnataka set out a unique way to build the start-up ecosystem in Bengaluru through Elevate. This innova�on allowed for the government to aid start-ups without buying into their equity to harbor the brightest minds of the country to explore opportuni�es in India. This combined flagship program of Karnataka Innova�on and Technology Society (KITS), Department of Informa�on Technology (IT), Biotechnology (BT) and Science and Technology (S&T), Government of Karnataka has extended funding and mentoring support to 254Start-ups, with a total commi�ed fund of INR61.70 crores un�l today.

Summary

89

Karnataka Innova�on and Technology Society, a registered society with the brand name K-Tech under the Department of Informa�on Technology, Biotechnology and Science and Technology is facilita�ng and promo�ng the IT and BT sectors in the State of Karnataka by organizing as well as par�cipa�ng in trade shows, conferences, symposia, seminars held at state, na�onal and interna�onal levels. This enables it the project to understand its poten�al for investments, implementa�on of its policies and programs, assis�ng industries in ge�ng quick clearances, administering incen�ves and concessions announced in State the policies.

KITS assists the Department of Electronics, IT, BT and S & T in the following ways:

= Create an enabling ecosystem for the development of the Informa�on Technology and Biotechnology industry in the state through policy facilita�on and investment promo�on

= Promote start-ups and entrepreneurs to encourage innova�on and use of technology to propagate solu�ons in mul�ple sectors

= Generate employment for the state's youth by taking up skilling and re-skilling of people to create a ready pool of talent for the industry

= Interface with industry, academia, and R&D ins�tutes on various ma�ers of interest, new technology areas, collabora�on with other countries/ci�es

The KITS focuses on the vast technology sector by handling its various sub-components through separate policies:

= IT, ITES Innova�on Incen�ves

= Anima�on, Visual Effects, Gaming and Comics Policy

= Electronics System Design and manufacturing Policy

= Biotechnology Policy

= Start-up Policy

Introduction Elevate is the combined flagship program of Karnataka Innovation and Technology Society (KITS), Department of Information Technology (IT), Biotechnology (BT) and Science and Technology (S&T), Government of Karnataka. It falls under the category of Idea to Proof of Concept - Grant in Aid Seed Funding Scheme under Karnataka Start-up Policy 2015-20. Elevate provides the much-needed initial boost for start-ups by providing upto Rs.50 lakh grants-in-aid to select start-ups based on various levels of screening and evaluations. The core intention is to identify innovative start-ups in Karnataka to facilitate scaling up and making the innovative entrepreneurs successful.

Project details

Under the aegis of Start- up cell, KITS, Department of ITBT, Government of Karnataka has come up a with a great vision of providing start-ups with the necessary boost at different levels and extend support by providing Govt. Grant/ Support, Idea Valida�on, & Mentoring as key enablers. Karnataka has implemented start- up friendly policies for ease of doing business and thus has been the leading state to offer its start-ups the necessary toolkit to launch their venture.

Karnataka was the first state in the country to provide grant-in-aid to start-ups without participating in equity. There are no other government agencies in India that have taken such a significant step towards encouraging entrepreneurship. The conducive ecosystem of Bengaluru is being utilized to provide access to worldclass mentors for the start-ups through Elevate, while assisting them with initial funding. This is a truly unique way of facilitating innovation and R&D. The scheme is also creating a more robust start-up ecosystem in the State, providing impetus to the brightest minds of the country to explore opportunities in India, as opposed to going abroad for more lucrative opportunities.

Till date, six calls have taken place and approximately 254 Start-ups / Ideas have been incubated, with a total committed fund of Rs.61.70 crores

Event Overview and Key Takeaways:

= 100 best ideas and performing start-ups ge�ng grant or support from the Government of Karnataka.

= 240+ start-ups to be men�oned on a single day.

= 240+ pitching sessions under one roof on a single day.

= 50+ validated mentors to be in a�endance helping start-ups pro bono.

= Innova�on Hubs by leading technology companies

= Stalls/ Demo Pods by accomplished start- ups, Booster Kit partners.

Stakeholders

The program is specifically for start-ups in the early stages of their journey, that is, pre seed stage, where entrepreneurs are looking to convert their ideas into proof of concept. Being sector agnos�c, start-ups from various sectors are eligible to apply for the program: Aggregators, mobile Apps, Anima�on and Gaming, ESDM, IoT, Wearables, Ar�ficial Intelligence, SAAS, PAAS, Robo�cs, Cybersecurity, Agri-tech, Fintech, MedTech, Data Sciences, Biotech, Cleantech, Precision Farming, Agri Input, Agri Output, Thermal Imaging, Smart Devices, Machine Learning, Aerospace, HRTech, TourTech, FitTech, SportsTech, Mo�on Sensors, Augmented Reality, Virtual Reality, Logis�cs, Gene�cs, etc. Though majority of start-ups are concentrated in Bengaluru, mul� city pitching happens across the State, thereby targe�ng entrepreneurs in Tier 2 and Tier 3 towns as well.

90

The biggest advantage of this program is that start-ups benefit with access to funds to run their opera�ons. This comes with an added advantage that the funds with the mare being monitored and released by the Government,

Challenges of the project

Elevate is the Flagship program of Karnataka Innova�on and Technology Society (KITS), Department of Informa�on Technology (IT), Biotechnology (BT) and Science and Technology (S&T), Government of Karnataka, under which start-ups are given the necessary boost at various stages of through funding and mentoring in the following ways:

= Sector specific programme.= Upto Rs.50 lakh grant-in-aid provided to start-ups in

tranches on milestones basis= Mul�-city Pitching conducted events in �er 2 ci�es to

encourage start-ups.= A collabora�ve pla�orm to connect start- ups,

investors and corporates.= Till date, six calls have taken place and approximately

489 Start-ups/ Ideas have been incubated, with a total commi�ed fund is Rs.117 crores.

This program has been the first in the country to be specifically designed for tech start-ups. Karnataka was the first state in the country to provide grant-in-aid to start-ups without buying equity. The process of launching the call, invi�ng applica�ons, short lis�ng them at each level, and parameters are all unique.•= At every stage of evalua�on, a new panel of jury

members is cons�tuted based on sectors. The panels are cons�tuted in consulta�on with industry associa�ons, whose sugges�ons are considered for impanelment.

= The start-ups pitches are carefully heard examined and are short-listed in a transparent manner to ensure they are indeed the most deserving.

= The opportunity given to pitch before Venture Capitalists (VCs)

= High visibility and recogni�on are given to the winners by the State Government. This, in turn, has helped them raise more funds from external agencies.

= KITS has created a pla�orm for start-ups in �er 2 �er 3 ci�es, with no pitching happening in these regions during each call.

= Special programs have been carved out for the Kalyan Karnataka backward region to help

Innovation

= Reaching out to the community at large for

promo�on and deployment of Elevate was indeed a

�me-consuming ac�vity as it involves crea�ng

awareness about the program via all media/social

media outlets.

= Screening the eligible start-ups was a long-drawn-

out- process due to the huge number of applicants

= Developing online pla�orm for quick upload of

applica�ons, par�cularly accoun�ng for spike in

uploads during the last minute to prevent the

website from crashing

= Ge�ng nomina�ons for jury from industry in large

numbers had to be achieved to ensure top notch

quality of judges and subsequently, the success of

the program

= Cons�tu�ng sector-based jury panels from industry

was a challenge, because all members were senior

execu�ves with busy schedules. Since the

evalua�ons were day long, a par�cular jury member

had to set aside one full day if they were part of the

evalua�ons.

= Further, coordina�ng with the jury members, most of

whom are based in Bengaluru, for their travel to �er 2

ci�es, had to be done in a �mely and efficient manner

to ensure adherence to the schedule as most of them

are based in Bengaluru.

= Managing �melines was taxing as Elevate/ Idea2PoC

from the Govt. of Karnataka is a scheme with a short

turnaround �me

= Finaliza�on of tranche plans and project milestones

before releasing the grant amount to start-ups

proved to be �me consuming due to me�culous and

in detailed examina�on of the presenta�on given by

each start-up.

= Post disbursal of the grant amount, monitoring the

spending of the grant amount by the start-ups as

per the capping done in the agreement was a tedious

process due to the numerous bills/ receipts

submi�ed by the start-ups.

Outcome and Impact

Budget Details

The total project cost sanc�oned for the program is as follows:

• Total no. of start-ups supported - 489 (By means of 11 Calls during last 4 Years)

• Total Commi�ed Fund is INR 116.73 Crores

• So far Total Amount Released - INR 91.04 Crores

periodically based the on milestones achieved. This ensures that genuine start-ups who are on the right path of product development benefit from the funds. The start-ups also have a pla�orm that facilitates entry to the market due to the credibility of industry experts at Elevate panels, as well as visibility and outreach achieved as a result of being a part of Elevate. It is also a perfect pla�orm for networking among start-ups, investors and corporates. In addi�on to funding, the start-ups are also exposed to the best mentors from across the state to advise them on various aspects ranging from the latest technology trends to the way forward about the funding op�ons etc.

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Contact Details

Mrs. Meena Nagaraj C.N., IAS

Managing Director, Karnataka Innova�on and Technology Society Department of Electronics, IT, BT and S&T

Tel: 080 22230109, Email : md.ktech@karnataka.gov.in

Website: h�p://k-tech.orgwww.itbtst.karnataka.gov.in

entrepreneurs there compete with the larger ecosystem.

= Special focus on women entrepreneurs= Funds given to start-ups is a grant-in-aid seed fund

and not given as equity or debt, making it a truly pioneering ini�a�ve to catapult entrepreneurship and innova�on.

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Program now implemented in collaboration with 18 host educational

Institutions, located across 8 districts of Karnataka, trains students in 9

sub-domains of Biotechnology.

129+ biotechnology industries entered into a MoU.

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BEST GOVERNANCE PRACTICE - 14

Millennium Biotech Policy

SDG 9

In an effort to bridge the gap between industry requirements and the quality of students, the Government of Karnataka has set up an implementa�on program to provide students with real-life industry-oriented experiences through internships and appren�ceship. The millennium biotech policy – II paved the way for se�ng up the Biotech finishing schools to design and deliver the appropriate course content and dura�on to equip graduates and post-graduates with necessary employable skills to make them job-ready. This innova�on has now been implemented in collabora�on with 18 host educa�onal ins�tu�ons located in 8 districts of Karnataka training students in 9 sub-domains of Biotechnology.

Summary

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Karnataka Innova�on and Technology Society, a registered society with the brand name K-Tech under the Department of Informa�on Technology, Biotechnology and Science and Technology is facilita�ng and promo�ng the IT and BT sectors in the State of Karnataka by organizing as well as par�cipa�ng in trade shows, conferences, symposia, seminars held at state, na�onal and interna�onal levels. This enables it the project to understand its poten�al for investments, implementa�on of its policies and programs, assis�ng industries in ge�ng quick clearances, administering incen�ves and concessions announced in State the policies.

• Karnataka Innova�on and Technology Society (KITS) assists the Department of IT, BT and S & T in the following.

• Create an enabling ecosystem for the development of the Informa�on Technology and Biotechnology industry in the state through policy facilita�on and investment promo�on

• Promote start-ups and entrepreneurs to encourage innova�on and use of technology to propagate solu�ons in mul�ple sectors

• Generate employment for the state's youth by taking up skilling and re-skilling of people to create a ready pool of talent for the industry

• Interface with industry, academia and R&D ins�tutes on various ma�ers of interest, new technology areas, collabora�on with other countries/ci�es

• The KITS focuses on the vast technology sector by handling its various sub-components through separate policies

• 4 Policy: IT, ITES Innova�on Incen�ves

• Anima�on, Visual Effects, Gaming and Comics Policy

• Electronics System Design and manufacturing Policy

• Biotechnology Policy

• Start-up policy

Biotechnology Skill Enhancement Program, first of its kind ini�a�ve envisioned to bridge the gap between industry requirements and quality of students coming out of ins�tu�ons in the areas of Biotechnology provides students the experience of real-life industry-oriented experience working on problems which are not taught-in-depth in regular academic curriculum.

The program not only imparts industry specific skills and meets the trained manpower needs of the industry both within and outside the state, but also ensures that the students are mentored and nurtured in entrepreneurship in various areas of biotechnology domains and augment the start-up ecosystem in which Karnataka is already a leader.

Introduction Project details

Under the aegis of the Start- up cell, KITS, Department of ITBT, Government of Karnataka has come up a with a great vision of providing start-ups the necessary boost at different levels and extend support by providing Government Grant/ Support, Idea Valida�on, & mentoring as key enablers. Karnataka has implemented start-up friendly policies for ease of doing business and is the leading state to offer its start-ups the necessary toolkit to launch their venture.

It is challenging to change the prevailing educa�onal system but at the same �me there is a dire need for mee�ng the trained manpower requirements of biotech industries to ensure that the State con�nues to retain its leadership posi�on in biotechnology sector.

The Millennium Biotech Policy – II, Government of Karnataka has announced se�ng up of the Bio Tech Finishing School (BTFS) with appropriate course content and dura�on to equip graduates and post-graduates, with necessary employable skills to make them job-ready. The BTFS Selec�on Commi�ee screened 25 applica�ons, short- listed 19 proposals for presenta�on and finally selected 12 ins�tutes in 7 districts of Karnataka to start BTFS program.

During the 1st phase (2011-2016) of the Biotechnology Finishing School (BTFS) program, a total of 828 students had joined for the course and among them 734 students have successfully completed the course with overall job placement record of 70%. The number of companies associated with BTFS program for providing internship and placement has also grown gradually from 66 in the first year to 300+ companies by the end of fi�h year of the program.

The 2nd phase of Biotechnology Finishing Schools program renamed as Biotechnology Skill Enhancement Program (BiSEP), a first of its kind ini�a�ve was envisioned to bridge the gap between industry requirements and quality of students coming out of ins�tu�ons. Through BiSEP it was planned to provide students the experience of real-life industry-oriented experience working on problems which are not taught-in-depth in regular academic curriculum.

The program now implemented in collabora�on with 18 host educa�onal ins�tu�ons, located across 8 districts of Karnataka, trains students in 9 sub-domains of Biotechnology. These 18 host ins�tutes together have entered into a Memorandum of Understanding with 129+ biotechnology industries both within and outside Karnataka. Also, many more companies are being added to the list.

Collabora�ons with Associa�on of Biotechnology Led Enterprises (ABLE), Life Science Sector Skill Development

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Target Population

Stakeholders• Dr. Kiran Mazumdar Shaw, Founder - CMD M/s Biocon

Limited, as the Chairperson of

• VGBT along with the Principal Secretary, Department of IT BT and S&T and other experts in the group have contributed immensely into formula�ng the biotechnology policy documents to take up the right ini�a�ves for growth of Biotechnology sector.

• Government of Karnataka cons�tuted a Selec�on Commi�ee with Prof. G. Padmanaban as its chairman and following due process of selec�on and recommenda�ons of the commi�ee, the Government established BTFS in 12 ins�tu�ons in the State for the period of five years [2011 – 2016]. The State provided 25% of the es�mated costs with a cap of maximum of Rs.1 Crore each towards the purchase of high-tech sc ien�fic equipment and the program was successfully implemented.

• The 18 host ins�tutes selected for the program are the major champions of the program considering the role that they played in impar�ng the students the industry required skill-sets and make them industry ready.

• The biotech industry has been extremely suppor�ve of the programme and has partnered with educa�onal ins�tu�ons not only to provide internship but also to involve themselves in teaching a por�on of the course curriculum and evalua�ng the performance of the students at the end of the training.

The targeted popula�on from pan India includes the students who must have passed Master's degree examina�on with a minimum of 50 % in Biotechnology / Microbiology / Biochemistry / Bioinforma�cs or any other Life Science related courses or a Minimum of 50% in B .E/B.Tech.- B iotechnology or B io informa�cs , BPharma/BSc(Agri)/BVSc or 4 year degree courses in any branch of Life Sciences. For the past 1 year the aim has been to improve the innova�on ecosystem in rural areas in Karnataka by giving them good opportuni�es and the right pla�orm for execu�on.

Council (LSSSDC) and CSIR-IICT in re-designing the curriculum and assess the skill sets acquired under BiSEP have made it a unique industry – academic partnership program.

The program launched in March 2018 has so far trained 500 students and placed them in 150+ industries for internship/job.

Challenges of the project

InnovationThe BTFS programme started during the academic year 2011-12 and continued in 2nd phase as renamed Biotechnology Skill Enhancement Program, the first of its kind initiative in the country envisioned to bridge the gap between industry requirements and quality of students by providing the students the real-life industry-oriented experience through internships. The 12 months program has 6 months of academic training in select sub-domains of biotechnology, followed by a 6-month compulsory industry internship relevant to the areas trained. The 6 months of internship paves the way for the candidate to prove him/herself and get the job in the same company that they have interned. Also, it is an excellent way to initiate Academia- Industry collaborative research that can offer unique possibilities to train students in 'industry-like' project settings.

Under BiSEP, The Government is offering Post-Graduate Diploma degrees in the following areas of biotechnology: Bioinformatics & Big Data Analytics; Biopharmaceutical Technology; Cellular & Molecular Diagnostics; Clinical Research & Data Management; Fermentation & Bioprocessing; Multi - OMICs Technology; Nutraceuticals & Food Processing; Plant Genetic Engineering and Protein Expression & Scale-Up. The course curriculum is aligned with the National Skill Qualification Framework and the candidates are trained for specific job roles namely, Business Development Executive, Research Associate in Product Development, Technology Transfer/Process Development Cl inical Research, Production / Manufacturing Biologist, Quality Control Biologist, and Scientific Medical Writer. The government has collaborated with the Life Science Sector Skill Development Council, New Delhi, the nodal agency for

There were challenges before and during the program. Many students graduating from the institutions had the least exposure to the latest advances in biotechnology as the cost of establishment and maintenance of its

infrastructure facility is very high and many colleges lacked them. Lack of exposure results in a lack of understanding of the latest developments. The industry was not happy with the quality of students aspiring for the jobs in the Biotechnology sector, as they were short on several industry specific technical and soft skills. A vast majority of the academic institutions especially the ones located in tier – II and III cities of Karnataka lagged behind in having a regular interaction with biotech industries and had very little research collaboration for translation of laboratory findings.

The infrastructure in many colleges was very far from what had to be desired. It was a challenge to try and change the prevailing educational system but at the same time there was also a dire need for meeting the trained manpower requirements of biotech industries. Another challenge faced was that the enrolment percentage of students from Karnataka in the first phase of the program was less than 25%. There needed to be a procedure to ensure that the State of Karnataka continues to retain its leadership position in biotechnology.

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Budget of the project

assessment and certification of skills acquired by the candidate during the training program. This is the first attempt in the country to certify candidates for specific job roles specially in the Biotech Industry.

Outcome and Impacts The programme was launched one year back with an intention to align the current resources to match the booming industry. The idea was to provide common instrumentation and wet lab facilities and industry level internship opportunities for researchers and organizations working on the latest innovations.

Earlier there were many skilling program available in the areas of biotechnology implemented by many government and non-government agencies but none had aligned their curriculum with NSQF, the institutes offering the training were accredited by LSSSDC and the assessment and certifications obtained. But, under BiSEP for the first time in India, The course curriculum is aligned with the National Skill Qualification Framework and candidates are trained for specific job roles.

The program paved way for undertaking research in advance areas of biotechnology/life sciences and has resulted in increased number of research publications an d industry collaborations.

The industry can get trained manpower to be utilized for a period of 6 months and is able to observe the performance of the candidates before offering them the job in the same company.

The candidates joining the program, on successful completion of training, are certified by the life science sector skill development council which is the first such instance in the country for the Biotechnology Sector.

The budget of Rs.44.17 crores men�oned was for BiSEP under Millennium Biotech Policy.

Total Rs.44.17 crores for 5 years

Rs.31.21 Crores from GoK

Rs.12.96 Crores from GoI

A sum of Rs.14.20 crores has been spent up to January 2021 (includes Rs.2.20 crores from GoI).

The program can be replicated in other sectors especially those that have requirements of highly skilled workforce by bringing both academia and industry together and the State/Centre governments playing the role of facilitators with the necessary funds and support.

A separate web portal www.bisep.karnataka. gov. in has been established to implement and monitor the program including online registration, online test, student's attendance, fellowship release details, report and submission of feedback by students, host institutes and industries.

The Department presented the complete details of the program to DBT (Department of Biotechnology, Government of India) and the DBT is planning to incorporate such a program under the Skill Vigyan Scheme of the Department in collaboration with Science and Technology Departments of the States and is in the advance stage of being implemented in various states of India.

Contact Details

Dr. S. Balasubramanya

Senior Consultant - Biotechnology

Biotechnology Facilita�on Cell

Karnataka Innova�on & Technology Society (K-Tech)

Department of IT & BT, Govt. of Karnataka

M : 99000 48833

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98

HPC systems offer unprecedented computational power for solving

complex grand challenge applications such as flood prediction, aircraft

design, computational drug discovery etc.

99

BEST GOVERNANCE PRACTICE - 15

HPC Dashboard

SDG 9

Opera�onal since 2019, the High-Performance Compu�ng (HPC) also known as Super Compu�ng has been one of the pillars of economic growth and advancement in this country. With applica�on in several components of governance systems, especially in flood predic�on, aircra� design, and computa�onal drug discovery, the HPC system is a highly reliable tool. There is an increased recogni�on by worldwide governments for HPC, due to its poten�al for solving grand challenge problems. India has embarked on the Na�onal Supercompu�ng Mission (NSM) to enhance the HPC capacity and capability in the Na�on. Through careful study of the project below, it is understood that the benefits of the HPC system outweighs the challenges at hand while also making it an easily replicable model.

Summary

100

High Performance Compu�ng (HPC) also known as Supercompu�ng is an important technology for the scien�fic advancement and economic compe��veness of a na�on. The Project has been opera�onally released in Jan-2019. The HPC systems offer unprecedented computa�onal power for solving complex grand challenge applica�ons such as flood predic�on, aircra� design, computa�onal drug discovery etc. However, the HPC system contains several hundreds of CPUs, GPUs, Accelerators, Storage devices and high- speed interconnects making it a daun�ng task for the users. The HPC Dashboard comes as a game changer for the complex HPC systems, making them intui�vely usable and accessible from anywhere. Making HPC simple is the goal of the Dashboard. It solves almost all the challenges of access, management, and usage of HPC by bringing some of the best governance prac�ces to the complex domain of HPC.

The Unique Selling Points (USPs) of the HPC Dashboard include –

• Eliminates the learning curve for using HPC

• Command Line interface is replaced with GUI

• Secure access to the HPC Data Centre from anywhere

• Single sign on

• One stop shop – no individual authen�ca�ons and separate commands for different func�onali�es

• Latest Human Centered interface - for naviga�on through different components and services available in the HPC cluster; supports voice commands

• Abstracts complexi�es of applica�on development and execu�on on HPC

• Card based personalized and customizable interface for users in different roles (such applica�on developers, HPC Users or e- Infrastructure Managers)

This decade has witnessed that HPC is becoming more affordable and promising for speeding up the processing of almost any type of applica�ons ranging from anima�ons, simula�ons and discovery, big data analy�cs, and machine learning etc. There is an increased recogni�on by worldwide governments for HPC, due to its poten�al for solving grand challenge problems. India has embarked on the Na�onal Supercompu�ng Mission (NSM) to enhance the HPC capacity and capability in the Na�on.

Introduction

Project DetailsDetails of coverage of the targeted popula�on.The HPC dashboard provides the environment for engineers, scien�sts, industry, teachers, and students to use HPC infrastructure to solve important research issues, learning, experimenta�on, and training.

HPC dashboard can benefit: Student community, Teaching staff, Scien�sts and Researchers, Applica�on developers, System administrators, Users and developers of an

Factors Contributing to

Success & Innovative Aspects

of The Project

Customizable dashboard: Most of the �mes, the default dashboard view might suffice every HPC user. But the real usefulness of the dashboard lies in the ability to create and customize the way user wants it. The Dashboard contains one or more cards that can provide an overview of dimensions and metrics that the user cares about most. The HPC dashboard i s a fully customizable interface that provides instant visibility into cluster's health status, job execu�on status, resource u�liza�on, storage u�liza�on and job usage sta�s�cs.

Role Specific: For each role and person (HPC user or developer or administrator), the custom dashboard provides key informa�on that the user is interested in by elimina�ng clu�ered data and distrac�on.

Natural language forms: O�en web portals and applica�ons contain forms that are too lengthy and boast tradi�onal look and feel. Dashboard's job submission interface does not read the user's input via tradi�onal forms, instead the user is asked to input job requirements in a conversa�onal form. It is an innova�ve web form that does not follow tradi�onal form, styles and instead the input fields of the form are embedded within a sentence. It makes filling forms easy, fun and more engaging than a tradi�onal web form. Comple�ng the sentence, “I would like to submit Parallel job with 2 processes using executable from cluster” feels more natural than tradi�onal forms. There is a strong reason for using conversa�onal forms – A/B tes�ng of such forms has shown a 25-40% increase in conversion rates. Conversa�onal forms are not new, but a rare sight in HPC portals.

Interac�ve voice assistant: Conversa�onal user interface and voice assistants are becoming a prevalent part of human lives, changing the way interfaces work. For instance, today 33 million voice first devices are in use, 1 out of 5 queries in Google is a voice search and by 2030 voice search is expected to account for about 50% of all online queries. According to Gartner's predic�on, by 2020 about 30% of all web browsing sessions will take place

aggregated computa�onal grid, Users and developers of Cloud and Passionate individuals who want to explore parallel compu�ng.

HPC Dashboard can also benefit users from various industries such as engineering - the most obvious use of HPC in engineering domain is simula�ons. HPC facilitates researchers to simulate models against simulated physics to determine the model's viability, life sciences, energy, data analy�cs, nuclear simula�ons etc.

101

without the use of any screen at all. To enable more intui�ve digital experience and interac�on, blending this innova�on with dashboard brings it closer to more human experience.

Outcome and ImpactAn important software which solves all user problems of HPC users is the HPC Dashboard. High Performance Computers are generally large and complex systems. Using these systems requires learning new commands, usage of workload manager, shell programming and parallel programming for efficient use of the resource. Now, the HPC Dashboard provides cutting edge technology in terms of UI&UX enabling the user to solve real world problems irrespective of the complex HPC environment.

High Performance Computing (HPC) plays an important role in both scientific advancement and economic competitiveness of a nation - making scientific and industrial solutions faster, less expensive, and of higher quality.

Typically, HPC applications are diverse and vary by the domain. The applications can be concurrent jobs, cluster parallel or multi- workflows (e.g. genomics, data analytics). Also, HPC applications may require specialized devices such as GPUs. One key problem that was not addressed in HPC till date is the struggle by administrators to simplify user access to HPC resources and applications.

Making HPC simple is the real goal of the HPC dashboard. The ideal HPC portal should provide the user with flexibility. If the user needs an application and wants to execute it in a on parallel environment in HPC, then he should be able to just upload and submit the job to the workload manager. The dependencies on such file stage in and stage out, monitoring status, notification of change the in job status and presenting results should be seamless.

The dashboard provides instant visibility into various functionalities and services of the HPC system. Even a non-expert HPC user can easily navigate around the various functionalities. The job submission interface makes it easy for users to run HPC applications without the need to worry about the underlying complexities. Advanced file manager facilitates user to perform file management operations using the tools that are familiar to them and the integrated remote visualization facilitates the user to render data remotely and visualize it locally.

Benefits

Eliminates the need for complex HPC training.One interface, multiple services: Dashboard is a unified interface to access all services offered in HPC. It means, the user need not remember the URL of each and every service

Simplified HPC: HPC dashboard simplifies the user's access to the HPC clusters and hides the complexities of a H i g h Performance Computer.Role specific & personalized dashboard: The application takes the personalization to the new level by allowing the user to customize the look and feel of the dashboard and focus on modules that are important to the user. For each role and person, custom dashboard provides key information thus eliminating cluttered data and distractions.Job management from start to finish: The easy-to-use job submission and management interface allows the user to manage the submission of jobs from the start to the end.Ready to use Application templates: The user can use the readily available HPC application templates such as Blast, Star - CCM+, Gromacs and Gaussian-Linda for faster job submission.Integrated visualization: A fully integrated visualization tool allows the exploration of huge data sets directly within the dashboard.Eliminating multiple services methods & remote access: Advanced HPC users might want to access the cluster via command- line interface.Scheduler integrated & Self- service reporting: The users and administrators can create and modify reports with easy-to-use report builder that is seamlessly integrated with cluster scheduler and system logs.Smart voice assistant: An automated voice assistant can understand natural language in spoken form and perform a variety of actions after hearing a command.Integrated product tour: Helps users to discover everything they need to know about the dashboard with interactive product tour.

Challenges ozf the ProjectUnderstanding HPC: High performance compu�ng (HPC) resources seem more suitable for applica�ons that needhugecompu�ngpowerandlargeamountofdataforprocessing.Bu�heseresourceswerenotreadilyavailableand were complex to use – especially for the new users who donot know how to write batch programming scripts, use resource managers/schedulers, parallelize applica�ons and execute Linux commands.

Many access / usage methods: Generally, HPC resources come with plenty of services such as monitoring tools, programming development environment, command-lineinterface, job submission portals, cluster management solu�ons etc. Each of these services is offered via different end points making it difficult for Each of these services is offered via different end points making it difficult for the user to find and use.

Managing HPC: The cluster administrator would spend a lot of �me training HPC users and had to deal with errors as new users learn the complexi�es of job scripts and slowly begin to implement resource-efficient prac�ces.

Budget Details

This project was developed as part of the so�ware ecosystem for the CDACNSMHPC systems in a �me frame of approximately one year. The unit cost for the HPC Dashboard so�ware to be deployed on the head node of a HPC cluster is rupees two lakhs (Rs. 2 lakhs) plus taxes as applicable.

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This is one of the best Governance practices followed to achieve an HPC dashboard with the highest possible quality.

= Customer centric: The customer centric design provides administrators and users with the vital indicators that drive the usage of HPC.

= Use of Standards: The dashboard uses web standards and guidelines established by World Wide Web Consortium (W3C) to provide consistency in the design and experience.

= Modularity: Every functionality in the dashboard is grouped into modules that enable reusability, flexibility, interoperability and maintainability.

= Security: The application adopts secure coding guidelines proposed by the Open Web Application Security Project (OWASP).

= Privacy: Dashboard adopts “Privacy by Design” principle, which gives the user understanding and control over the use of their personal data.

= Single Sign On: SSO standard is adopted to allow the user to login once and use multiple applications without the need to login again.

Contact details

Mangala NSenior DirectorCentre for Development of Advanced Compu�ng (C-DAC),Knowledge Park,No.1 Old Madras Road,Byappanahalli, BengaluruTelephone: 91-80-2509 3400 / 500Mobile : 91-9008001817Email: mangala@cdac.in

Figure  : Customizable Interactive Dashboard

Figure  : Conversational Job Submission Interface

Figure  : Integrated File Manager

Figure  : Features of Dashboard

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Components under

Tumakuru Smart Lounge...

=Digital reading zone

=Digital public service

kiosk

=Digital display board

=ATM services

=Café with Pantry etc

104

BEST GOVERNANCE PRACTICE - 16

Tumakuru Smart Lounge

at Amanikere

SDG 11

Summary

Smart Lounges were conceptualized with the primary objec�ve of promo�ng public spaces for the ci�zens of Tumakuru as a means of enhancing their quality of life. By providing access to essen�al basic infrastructure and interac�ve public spaces, state-of-the-art technology that brings ease to tedious processes and building a pla�orm to connect the ci�zens of Tumakuru with the Government, The Smart Lounge project realizes the aim of Smart City Mission effec�vely.

• The Tumakuru Smart Lounge is an independent module-based, stand-alone structure with low-cost construc�on and good aesthe�cs. The Smart Lounge is having a built-up area of 130 square meters which contains the following components

• Digital Reading Zone: E-Library, having 14 nos. of 22-inch touch screens with a facility of e-library, different journals, e-books, and magazines for students according to Karnataka State Board Syllabus. An intui�ve E-Content with easy-to-learn video reads to help the students for concept learning and quick understanding. Manned zone provides access to digital subscrip�ons over Wi-Fi inside the lounge on personal devices.

• Digital Public Service Kiosk: A unique Kiosk leveraging the Public U�lity Services and Corpora�on U�lity Services. The Kiosk is facilitated with the printer and a standard backup facility. The self-service kiosk helps the ci�zen to access services, pay bills across the u�lity bills and grievance redressal across the city services. All the services available in Karnataka- One is made available along with the other e-Governance applica�ons already running in the State of Karnataka such as e-District, AJSK applica�on, Sakala Services, etc., and the other Smart city ini�a�ves viz., Digital Library Solu�on, ITS (Soon to be available) etc., through the kiosk.

• ATM: The Automated Teller Machine to facilitate cash withdrawals.• Café with Pantry: As the lounge is a community centre, the lounge houses a small area of about 33.85 m. The

Café provides the light beverages, hot coffee, and ready-to-eat foods. well maintained with the impact rate at 21.4% against the visitors.

• Toilets: The Lounge has the working and manned washroom and toilets for the users/visitors of the Lounge. The He / She Toilets are built across 32m.

• Thus, the Smart Lounge project implemented by TSCL is a unique experiment envisaging educa�on, E-Governance, Financial services, and Chophouse [with the ready foods]. The loca�on of Smart Lounge is also within the boundary of Amanikere, a tourist centre with parks, a musical fountain, and recrea�onal space.

105

Tumakuru, the district headquarters of Tumakuru district in south east Karnataka, is an industrial city spread over about 48 square kilometers, popularly known as the 'City of Educa�on' and the 'City of Coconuts'.

Quality of life can be measured in terms of economic capacity, inclusive housing, development of public spaces, cost-effec�ve transport, and ci�zen-friendly governance. The means of enabling the objec�ve is strategized by a focus on local area-based development, provision of core infrastructure, and harnessing technology.

Tumakuru Smart City Limited (TSCL) envisages to enhance the accessibility, convenience, and to make ease for the ci�zens of Tumakuru for accessing digital content for public reading as well as towards fundamental banking services, and municipal and other G2C and B2C services. Accordingly, the TSCL has established a “Model Tumakuru Smart City Lounge”.

Introduction

Project details

The primary objec�ve of this project under the Tumakuru Smart City, implemented by M/s Hexagon Global, is to enhance the accessibility, convenience and make ease for the ci�zens of Tumakuru to access digital content for public reading as well as towards use of ATM services, and municipal and other G2C and B2C services. The Model Tumakuru Smart Lounge is an independent module-based, standalone structure with low-cost construc�on and good aesthe�cs. Some of the important objec�ves are as below:

• Enable an infrastructure setup towards digital literacy amongst the ci�zens of Tumakuru Smart City.

• Offer digital learning and reading materials.

• Create a highly conducive environment for students to study for their aspira�ons.

• Provide a one-stop shop for learning,

• knowledge enhancement, ci�zen services and a hub for smart digital interac�ons.

• To inculcate reading habits and to facilitate access to digital/online content for its ci�zens at a nominal per-day cost / membership.

• To operate with/without internet allowing mul�ple device connec�vity with browser view func�onality for library/subscrip�on management applica�on.

• Networked Digital Library of books and reading material

Outcome and Impact

Challenges of the project• Non willingness to adopt to technology due to lack of

knowledge• Lack of understanding, Lack of awareness of new

technologies and Lack of Fac i l i ty for such technological interven�ons.

• Language barriers to understand the technological interven�on

• Adop�on to the Technology and availability of the Digi Services for u�li�es

As per the demand analysis, for the Smart lounge - the

minimum of 240 visits to the Lounge on a weekly basis with

a footfall of 1,200 over 5 weeks. Visitors from age group 19

Years to 49 years, across the occupation from Student to a

Geologist. The report vindicated that the place is best for

71.40% of people who do not own/have PC at home. The

demand against Internet usage for education/academic

services is about 66.7% across the city under different age

groups.

Citizens harbored the opinion to use the space for group

activities at a hit rate of 39%. On an average, 62% of the

visitors are open for the digital library (E-Library)

subscription. The demand analysis has a 64.3% analytical

report on the request for Physical & Competitive Exam

Content at the Lounge. The registration analysis at the E-

Library has a vertical increase at a rate of over 27.12%.

Budget detailsThe Infrastructural and IT Expenses of the project is amoun�ng to Rs. 1.39 Crores.

Tumkur city is otherwise called an Educa�onal Hub. The percentage of students are higher than the employment rate across the City. The Lounge is a proven model across the key loca�ons in the city facilita�ng the Skill Development and Employment Enabled training using the E- Library.

The hit rate of a minimum of 30% every day is emphasizing that the lounge may be replicated across the city. In six iden�fied loca�ons, the lounge shall be built with its uniqueness along with the enhanced features and add-ons from the exis�ng Model Lounge feedbacks. The structured-Model will a�ract visitors from different age groups. The structure will be having a minimum of 200 sq.m to a maximum of 300 sq.m and it will have a minimum height of 3.6m. Further replica�on of the model at different loca�ons apart from the ini�al seven is in the anvil.

Based on the impact assessments for the exis�ng lounge at Amanikere, the EOI was called for to establish unique Smart Lounges at six loca�ons across the iden�fied loca�ons in the Tumakuru City as a PAN City Project. The proposals are being evaluated against the further scalability against the exis�ng lounge structures.

The be�er exposure to technology is just a beginning as the Smart Lounge is proposed to start the Robo�cs Summer Camps and Training sessions (also on Course Model) which brings in the unique ini�a�ve as the educa�on hub and frees the environment among the students who are from rural background to gain-back the interest in technology. An introductory model on Robo�cs

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was conducted during May 2019 for the Girl- PU Students as a part of Women Empowerment and awareness of trending technology.

Contact detailsMr. Rangaswamy B.T, KMASManaging Director and Chief Execu�ve Officer,Tumakuru Smart City, TumakuruPh: 9986404693Mail: smartcitytumakuru@gmail.com

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Network of GPRS enables and Solar-Powered Telemetric

Rain Gauges at all the 6,500 GPs and 923 Telemetric

Weather Stations at all the 747 Hoblis and

176 Micro - Water sheds in the state

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BEST GOVERNANCE PRACTICE - 17

An effective utilization

of ICT Tools Under

Disaster Monitoring And

Management At KSNDMC

SDG 13

Karnataka State Natural Disaster Monitoring Centre (KSNDMC) has taken up pioneering and

path- breaking ini�a�ves towards monitoring natural disasters and risk reduc�on by

establishing weather monitoring networks in Karnataka. The project components detail

drought monitoring, urban flood forecast, thunderstorm and lightning monitoring.

Addi�onally, KSNDMC is also providing natural disaster and agricultural related informa�on

through helpdesk, general radio service, very small aperture terminal and other methods. The

project component also lays down that the high-resolu�on data collected from the ground level

be used for the implementa�on of the Crop Insurance Scheme in the State, which is considered

as a risk transfer mechanism. The Varuna Mitra Scheme has significantly benefi�ed the farmers

in Karnakata, this success has been elucidated through the increase in the number of calls since

its incep�on from a low of 6,565 in 2011 to 14.92 lakh in 2020.

Summary

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Interna�onal Panel on Climate Change Working Group II has suggested that extreme weather events are to increase in both frequency and severity, par�cularly on regional and local scales. Consequently, devasta�ng weather phenomena like successive drought, torren�al rainfall associated with lightning strikes, hailstorms, strong surface winds, and intense ver�cal wind shear are to increase and cause loss of life and property. It is a common experience that relevant, precise informa�on about natural disasters is not available, in real-�me to the community and response players. It takes along �me to obtain the data and even longer to integrate and generate informa�on that will help in mi�ga�ng disasters.

Karnataka, one of India's eighth largest state in terms of geographical area (19.1M. sq.km) is home to6.11 crore people (2011 Census) accoun�ng for 5.05% of India's popula�on. It has a net cul�vated area(2010-11) of 10.5MHa, net irrigated area of 3.49MHa and net rainfed area of 7.01MHa. Due to both spa�al and temporal varia�on in rainfall, hydro-meteorological disasters like droughts and floods occur simultaneously in the different regions of the state. Droughts are more common than the other disasters in the state thus affec�ng the rain-fed Agriculture produc�on system. The State also has huge arid and semi-arid land and is highly vulnerable to drought. In the last 15 out of 20 years (2001- 2020), parts of the State have been subjected to severe drought. Some of the Taluk as in the State have witnessed drought for more than five consecu�ve years. Devasta�ng floods, hailstorm, Lightning and Thunderstorms have hit Karnataka during pre-monsoon season frequently causing huge damage to standing crops, especially hor�culture crops.

Introduction The Centre has established a state-of-the-art facility to collect data at a very high spatial and temporal resolution, data analysis, information and advisory generation and dissemination to the stake holders at a near-real-time. Necessary computer/web applications have been indigenously developed to collect, store, analyze and transmit reliable, accurate and seamless data with the least manual intervention. As a result, the time interval between data collection to decision making is almost at a near-real-time. Based on the near real-time data collected, the Centre identifies and maps the hazard vulnerable areas, prepares reports with advisories and disseminate to stakeholders.

Weather monitoring

networkKSNDMC has established a network of GPRS enabled and solar-powered Telemetric Rain Gauges at all the 6,500 Gram-panchayaths (25sq.km each) and 923 Telemetric Weather Stations at all the 747 Hoblis (Sub- Tehsil : 200 sq. km each) and 176 Micro-Watersheds in the state. The weather data comprising Temperature (⁰C), Relative Humidity (%), Wind Speed (m/s), Wind Direction (Degrees), Rainfall amount (mm) and intensity (mm/hr) data has been collected at every 15 minutes through these weather monitoring stations. The density of weather monitoring stations network is the highest and first of its kind in the country. Also, the temporal resolution of the data collected (96 data points a day/station) through this network of stations is a need of the hour for the researchers to develop simulations and related advisories. The monitoring network can capture the highly erratic distribution of rainfall and weather parameters both in terms of space and time, in turn it is helping the decision makers to take a timely decision at the micro level.

Telemetric Rain Gauge

Telemetric Weather Sta�on

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Map Depic�ng The Network Of TRG And TWS Sta�ons In Karnataka

Weather Data Collection Mechanism Operational In Karnataka

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• Drought Monitoring in Karnataka: The near-real-�me data collected through the network of the sta�on is being used for monitoring and assessing Drought indicators at the Hobli level in the state on weekly basis. KSNDMC is monitoring and guiding the state execu�ves and the farming communi�es to reducing the impact of and also to plan & implement long term mi�ga�on measures. The Centre is also assessing the impact of Drought using Weather Data, Soil Moisture & Agricultural crop Status, Satellite products, Surface & Groundwater Statuson Standard Weekly basis during each Season.

• Flood Monitoring in Karnataka: Flood is one of the most common and recurring Natural Disasters in Karnataka, in the last decades. Large parts of North Interior Karnataka, which is under Krishna River basin is prone to severe floods. Similarly, the Malnad region and parts of South Interior Karnataka, which are in the Cauvery river basin, are also prone to floods and associated with landslides/mudflows. Heavy and high-intensity rainfall during the Monsoon season has been causing floods in one or the other parts of the state resul�ng in loss of life, livelihood, property, enormous damage to the standing crops, destroying cri�cal infrastructure. The State is currently facing a third consecu�ve year of floods. Consideringthe recent flood severity over the state a dedicated Flood Forecast Cell created at KSNDMC.

• Urban Flood Forecast: An integrated Urban Flood Model for Bangalore City (UFM) is being developed by Karnataka State Natural Disaster Monitoring Centre (KSNDMC) in collabora�on with the Indian Ins�tute of Science (IISc) Bangalore, to manage floods in the city. An efficient forecast system with a well-established network of 100 Telemetric Rain gauge Sensors and 12 Telemetric Weather Sta�ons with integrated two-dimensional flood model, along with 26 Water Level Sensors, provides informa�on on the spread of the flood water (vis- à-vis flood inunda�on). An automated informa�on dissemina�on Web Portal www. varunamitra.karnataka.gov. in and a Mobile app named Bengaluru Meghasandesha has been developed to disseminate relevant informa�on to stakeholders.

• Thunderstorms and Lightning Monitoring: Lightning strikes have been causing loss of life and property in Karnataka as well. Apart from the loss of life, there is a huge loss of livestock as well as infrastructure due to ligh�ng strikes in the State every year. To mi�gate the losses due to Lightning strikes in the State, the centre has taken up monitoring and early warning through a network of 11 Lightning Detec�on Sensor sta�ons to provide loca�on-specific early warnings to the Government Execu�ve and general public across the state about the Thunderstorms and Lightning strikes.

• Seismic Monitoring: To address the Seismicity in the State, KSNDMC has established a Network of 14VSAT Enabled and Solar Powered Permanent Seismic Monitoring Sta�ons at different vulnerable loca�ons

in the State. The data pertaining to these 14 Seismic Sta�ons is being received to the Master Control Facility (MCF) located at KSNDMC, Bengaluru in Real Time through VSAT & GPRS Technologies. Through this Network of Sta�ons in the State, KSNDMC is monitoring Local, Regional and Tele seismic Earthquakes. Technical support in terms of providing Earthquake informa�on through SMS followed by Technical Reports are being provided to the Stakeholders of GoK and the Dam Authori�es for taking up mi�ga�on measures accordingly.

• Implemen�ng Insurance Schemes:- The high-resolu�on weather data collected from the ground level has been used for the implementa�on of the Crop Insurance Scheme in the state which is considered as a risk transfer mechanism. The weather data isused at different levels. First, it is used in designing the Term sheets in case of Restructured Weather Based Crop Insurance Scheme (RWCIS), wherein area-specific and crop-specific termsheets are designed by using high-resolu�on historical weather data by the agencies. Similarly, the ground-level weather data Is also being used by the public for claiming insurance for the damage / loss of property incurred due to weather aberra�on. Incidences of damage to industrial sheds or the chimneys due to high wind ac�vity are being established and assessed using the weather data collected from the TWS sta�on network. Likewise, damages to the polyhouses installed for floriculture and/or cash crop cul�va�on are also assessed using the weather data. The observed data from the nearby TWS or TRG sta�on is used to corroborate the incidence of weather aberra�on beyond a threshold, and accordingly, insurance claims are being se�led between the par�es.

• Weather Forecast: Weather forecast at very high temporal and spa�al resolu�on is another cri�cal segment that enables to generate effec�ve Meteorological advisory. The KSNDMC generates Rainfall / Weather Forecast for the State of Karnataka every day in collabora�on with na�onal agencies like Space Applica�on Centre (SAC), Ahmadabad and Sa�sh Dhawan Space Centre (SDSC-SHAR), Sriharikota and Indian Space Research Organiza�on (ISRO). Weather forecasts are generated regularly with three different �me scales, viz., Short term, Medium term and Long term. The weather data observed on the ground is also ingested into some of these weather forecas�ng models, and it has been to be useful in correc�ng and improving the Model output over the years.

• Informa�on Dissemina�on Mechanism of KSNDMC: Informa�on Dissemina�on plays an important role in disaster risk reduc�on. KSNDMC has employed various Dissemina�on systems to send Disaster-related informa�on through Alerts, Advisories and Early Warnings to all the Government Execu�ves & Communi�es at Real�me. High Spa�al and Temporal

112

Thunderstorm and Lightning Network

resolu�on data thus collected from the ground on various parameters are being converted into informa�on. Subsequently, in conjunc�on with the weather forecast, the meteorological informa�on is used to generate customized weather Advisories and disseminated to the users. This has enabled the stakeholders at all levels to take appropriate decisions at right �me in the domain of Drought Monitoring & Management, Crop Assessment Survey Mechanism, Water Resource Management. Implemen�ng Insurance Schemes and Power genera�on and Grid load management. KSNDMC is providing natural disaster and agricultural development-related informa�on through helpdesk, general radio service, Very Small Aperture Terminal, and other methods. The centre serves agriculture, hor�culture, fisheries, transporta�on, power and electricity sectors, disaster management agencies and other beneficiaries through web-enabled database management, applica�on development and customiza�on. Informa�on is also disseminated to the field level officers of the Department of Agr iculture, Hor�culture, Animal Husbandry, Sericulture, Water resources, Raitha Samparka Kendras (RSKs), Farmer's facilitators under Soil Enrichment Program, Krishi Vigyana Kendras (KVKs), and Agriculture Universi�es, besides Print and Electronic Media.

Community Helpdesk For Informa�on Dissemina�on: To disseminate the Agro-Met informa�on, forecast and advisories directly to the farmers, a 24x7 Interac�ve Help Desk "Varuna Mitra" has been put in place in Karnataka at KSNDMC. Some of the unique features of this dissemina�on model are;-

• The farmers can get the informa�on on what they need and when they need.

• Provides Agro-Met Advisories directly to the farmers through interac�ve telephony in the language and frequency a farmer can comprehend.

• Informa�on on rainfall, temperature, humidity, cloud cover, wind speed informa�on and forecast are made available (highest spa�al resolu�on in the country at present) at the Gram Panchayat level.

• The informa�on and Advisories are based on high spa�al and temporal resolu�on ground- level weather observa�on and same resolu�on weather forecast.

• Alerts on extreme weather events, informa�on on reservoir status, stream flow etc., are also made available to the users.

• Voice recording of each call is used to improve the service and to address the complaints.

• The farmers have been calling Varuna Mitra and collec�ng customized informa�on per�nent to their respec�ve Gram Panchayats and using the informa�on and advisories for planning their agricultural ac�vi�es encompassing land prepara�on, sowing, inter-crop cul�va�on, applica�on of fer�lizers, spraying pes�cides and harves�ng. Though it is not a Toll-Free service, the number of calls have been increasing annually and lakhs of farmers are seen to be benefi�ng from the VARUNA MITRA Services.

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Rainfall & weather forecast at 12hrs intervals at GP Level for the next 3 days in collabora�on with SAC,ISRO

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Impact Evaluation of

'Varuna Mitra Services'

A team of researchers from the Ins�tute for Social and

Economic Change (ISEC), Bengaluru has carried out a study

to evaluate and assess the impact of Varuna Mitra help

desk services on the farmers. Through mul�-stage random

sampling technique, the assessment was carried out by

directly contac�ng the farmers in three districts in three

different regions with High Rainfall (>1200mm), Moderate

Rainfall (600-1200mm) and Low Rainfall (<600mm) based

on the annual rainfall which represents 8 of the 10 agro-

clima�c zones of Karnataka. The farmers who obtained

informa�on from Varuna Mitra helpdesk service were

randomly interviewed using a pre-tested ques�onnaire.

Apart from farmers, other stakeholders were also

interviewed to assess the impact of Varuna Mitra more

comprehensively.

In this evalua�on, the impact of Varuna Mitra services was

assessed on the cost of cul�va�on, yield, Income and post-

harvest losses considering two situa�ons, namely, with

and without weather informa�on from KSNDMC. Overall

impact was es�mated by aggrega�ng the stage-wise

impact to arrive at per acre and per farm impact by using

the informa�on provided by Varuna Mitra. The results

showed that the performance of the Helpdesk has been

impressive.

This also stood substan�ated from the increase in the

number of calls since its incep�on from a low of 6,565 in

2011 to 14.92 lakh in 2020. In terms of the pa�ern of calls

during the drought years, it was found that the number of

calls increased with the increase in the number of districts

experiencing drought.

Among the queries made about 99.53% were about

rainfall and / or weather-related which is a very crucial

input for planning or execu�ng agricultural opera�ons and

securing the standing crop. The sub-sector alanalys is of

the purpose for which the calls were made, it was seen that

majority of the farmers sought informa�on rela�ng to

agriculture (90.39%), followed by hor�culture (8.65%),

animal husbandry (0.39%) andsericulture (0.57%). Each

farmer fetching informa�on from Varuna Mitra, inturn,

shared it with atleast 12 farmers in his/her area. A majority

of the farmers sought short term rainfall forecast for one to

three (1-3) days and indicated a wide range of accuracy

levels of these predic�ons. An overwhelming propor�on

of farmers (62.50 per cent) indicated that the accuracy of

predic�on realized was to the extent ranging from 60 to

90%

Farmers had interacted with Varuna Mitra at different

stages of crop cul�va�on from sowing to harves�ng of

more than 2000 farmers contacted for this exercise, 49%

reported a decrease in input cost, 49.70% reported

increase in yield, 53% reported an increase in net income

and 40% reported decrease in post-harvest losses.

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Cost for efficient and effec�ve meteorological services in Karnataka

The ICT enabled informa�on dissemina�on pla�orm Varuna Mitra operates 24x7 to provide weather related informa�on, forecast and advisories to the public, especially the farming community. The op�mum use of technological tools from weather data collec�on from the ground to informa�on dissemina�on to the last mile, with minimal manual interven�on, has reduced the �me and cost of weather advisory services in the state.

The complete cycle of weather monitoring to informa�on dissemina�on to the last mile has a Capex of Rs 50 Cr for establishing a weather monitoring network and maintain for 5 years and Opex of about Rs 2.0 Cr per Annum which includes IT hardware & So�ware, Broadband and Telephone, manpower, etc.

To improve the accuracy of weather observa�on and forecast, a network of Doppler Weather Radars has been proposed to be established at an es�mated cost of Rs 60 CR.

The informa�on dissemina�on through the Public broadcas�ng system proposed to be installed in all GPs at an es�mated cost of about Rs 1 lakh per Grama Panchayath will help in reaching the informa�on one end-users in amuch larger scale.

As the data and services of Varuna Mitra has been used by many sectors, star�ng from Agriculture to Energy to Transport, the return on investment is very high.

Budget Details

Contact Details

Dr Manoj Rajan, IFS

Commissioner, KSDMA and Director

Karnataka State Natural Disaster Monitoring

Centre, Major Sandeep Unni Krishanan Road,

Near A�ur layour, Yelahanka , Bengaluru –

560064

Phone: 080 67055000

E-Mail : dmc.kar@gmail.com,

Director@ksndmc.org

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117

GOOD GOVERNANCE PRACTICE - 18

Upgradation of Urban Local Bodies -

Municipal E Governance Integrated

Software System

SDG 11

Karnataka Government has created a standardized set of systems and processes across the state to provide the benefit of knowledge sharing across the individual bodies and create a common pla�orm on which compara�ve evalua�on between municipali�es could be undertaken. e- Governance Integrated So�ware System (MeGISS) project is a cri�cal building block for par�cipa�ve governance and was ini�ated with this aim of the digital transforma�on of Urban Local Body (ULB) processes, inclusive of all the func�ons and ac�vi�es, with the final objec�ve of providing a single integrated system.

Summary

118

The Urban Development Department, GoK through the Directorate of Municipal Administra�on launched Municipal Reforms along with Computeriza�on of all Urban Local Bodies in the year 2004. The objec�ve of digitalizing ULBs include Up-grada�on & streamlining of municipal services in all ULBs from manual to Computer based systems through process re-engineering with the use of IT and to ensure fast, effec�ve, accountable & transparent delivery of municipal services to the ci�zens.

KMDS (Karnataka Municipal Data Society) was created in 2 0 0 9 - 1 0 u n d e r t h e D i re c to rate o f M u n i c i p a l Administra�on, Urban Development Department (UDD), Government of Karnataka, exclusively for implementa�on of computeriza�on and other reforms in all the Urban Local Bodies (ULBs) of Karnataka of during 2009-10 with a defined set of objec�ves towards strengthening Urban Local Bodies through e- governance by KMDS. It has a well- defined organiza�on structure and equipped with required state-of-the-art data centre with infrastructure to achieve high standards in the municipal service delivery area of E-Governance. It has the mandate to provide uniform services to ci�zens across all the ULBs through e- governance by business process and re-engineering. Currently, KMDS has developed and successfully implemented various online applica�ons for ci�zens and ULB staff. As part of incremental improvement, KMDS is developing a single integrated system called MeGISS (Municipal e- Governance Integrated So�ware System) which will work as an ERP (Enterprise Resource Planning) system for all urban local bodies (ULBs) by October end.

MeGISS project was ini�ated with the aim of digital transforma�on of Urban Local Body (ULB) processes, inclusive of all the func�ons and ac�vi�es, with the final objec�ve of providing a single integrated system, where all ULB func�ons can be performed, availed and monitored. This is a cri�cal building block for par�cipa�ve governance. Efforts have been made to remove inefficiencies in current processes and adopt an integrated system, which allows for seamless flow of data between ULBs and other government departments.

Introduction

Project Details

= Creation of a centralized system which was common in terms of process and data model across the state.

= The centralized approach enabled the technology team to leverage the internet to develop an application that was accessed by the individual municipal bodies over the internet.

= The applications are now hosted centrally at an independent entity (Karnataka municipal data society) which provides the applications to the individual municipal bodies for an annual subscription fee. This is also a first under the Indian government context.

= KMDS adopted a truly democratic approach by engaging Citizen in designing and implementing every people centric urban reform. Thus, citizens have owned the reforms and ultimately sustainability is achieved.

This initiative was the first of its kind in India where a state-wide model of reforms was implemented. Traditionally, municipal e- governance reform initiatives have been driven at the local level, which has made them difficult to replicate and scale up. In the case of Karnataka, the vision was to create a standardized set of systems and processes across the state which would not only provide the benefit of knowledge sharing across the individual bodies but also create a common platform on which comparative evaluation between municipalities could be undertaken. Under this framework, some of the most innovative decisions taken on the e-Governance front were:

The uniqueness of service delivery through e- Governance by the KMDS has resulted in establishing SMART (Simple, Moral, Accountable, Responsive, Transparent) governance model in all ULB's.

E-Inclusion

KMDS has spearheaded the process of computerizing urban local bodies thus discrimina�on based on sex, religion, caste, creed, creed and socio-geographic is removed geography etc is removed. KMDS has developed E-Gov models supported by robust ins�tu�onalized systems (NGOs are manning ci�zen service centres) through which all urban services can be availed by all including computer illiterate and ignorant ci�zens.

The frameworks of reforms are highly sustainable and replicable in the following way:

• Karnataka municipal data society: The officers/staff from government and qualified technocrats (Project Managers, Sr. Programmers, Business Analysts, Testers, Database administrators, UI developers etc) hired from market to administer / manage technically f u l l y e q u i p p e d o ffi c e t o e n s u r e e ffe c � v e implementa�on of E- governance modules across the state.

• Highly competent IT Engineers appointed to implement the project: IT Engineers exclusively appointed for this project at each ULB are assigned the task to implement and further maintain E- Governance modules in their respec�ve ULBs and coordinate with ULB, field Level staff and Karnataka municipal data society for this purpose.

• District Urban Development Cells and Nodal Officers: Project Directors and Nodal Officers posi�oned in the District Urban Development cells a�ached to the respec�ve DC offices handhold the ULBs for implementa�on and maintenance of e- Governance ini�a�ves taken-up by the State Government.

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Contact DetailsMr. Shivakumar .K.HBusiness Analyst & Implementa�on Managershivakumar.kh@mrc.gov.in9448025509

Karnataka Municipal Data Society (Municipal Reforms Cell)

(Under Directorate of Municipal Administra�on)#1-4, 6th Floor, I.T Park, Rajajinagar Industrial Estate,Bengaluru - 560 010, Karnataka State, INDIA.

Outcome and Impact User Convenience

= Easier access and delivery of service. Delivery of services is not �me consuming because the system is very user friendly. Online system is very fast and useful for ci�zens. Ci�zens can view their concerned records online.

Budget DetailsOverall cost of the project is 10 Crores.

Challenges of the project= Manual system: The old service delivery in the ULB

was tedious, time consuming and unreliable.= Resistance from ULBs: There were cases of non-co-

operation from the ULB officials to use the service delivery modules. Review meetings on monthly basis, training and capacity building helped to implement the reforms.

= Capacity Building: Some ULBs did not have the basic facilities like computers, the Internet and UPS. Grants were released to bear all the expenses incurred for the implementation of the project.

= Continuous training and capacity building were organized for all the officials to address the day-to-day challenges/issues.

= Skilled human resources: Software and hardware r e l a t e d p r o b l e m s w e r e f a c e d d u r i n g implementation. Qualified and experienced technical staff were appointed to overcome this problem

= Advertising and publicizing the benefits of the service: Proper training to the concerned officials helped them to overcome this. Delay in data entry of the earlier certificates due to various reasons. Data entry operators were appointed and target was fixed for enter the records. Awareness programs were conducted to ULB officials and citizens.

Karnataka municipal data society has an exclusive training wing which is focused to train all the people involved in the implementa�on process.

= T h e o n l i n e a p p l i ca� o n h a s p rov i s i o n fo r accommoda�ng new enhancements in the form of different versions.

= State of the art state municipal data center to host, maintain urban data centre to host, maintain urban data

= KMDS/KMDS is registered under socie�es Act thus fully empowered to act fast with less processes.

= Professional Technical Advisory Commi�ee (PTAC) comprising of learned professors /scien�sts from IIIT, IISC, and CDAC to advice, guide and assist KMDS in achieving its mandate.

= Partnership with reputed organiza�ons like NIC, STPI to deal with any technical challenges.

= The above unique features of KMDS will ensure that sustainability in implemen�ng the reforms on sustained basis.

= The online registra�on, SMS based alerts to get acknowledgement, tracking �ll the closure of service requests.

= Easy to monitor and review the performance of the ULBs for delivering the services and aiding ULB's for scien�fic planning followed by easer decision making.

= With a centralized dedicated �er-2 with the latest technologies based RAC, blade servers (with RAM up to 128 GB and storage up to 20 TB) and enhanced bandwidth of capacity 22 Mbps data centre enabling the ci�zens and ULB officials to access and complete the transac�ons quickly.

Cost to user

There is uniformly prescribed/ user fees charged by the ULB to the ci�zen. No agents or touts are involved. Computer based front-end to accept applica�ons, deliveries in commi�ed �me and no need for personal follow-ups.

Problem Resolu�on and Query Handling

As it is a web-based service delivery model having a central server in Bangalore, and helpdesk support has been established at the Karnataka municipal data society. Any

technical/procedural query/issue arising from ULBs is registered with the helpdesk and in turn helpdesk routes the complaint to the technical team for solu�on

Privacy & Security Policy

As of now individual ULB user logins are created and using passwords the respec�ve service delivery modules are accessed and shortly all ULBs will be migrated to dedicated point to point leased line connec�vity between ULB and Central data centre, thus increasing the security level further.

As the Karnataka municipal data society setup is owned by the government, all sensi�ve data of ci�zen and municipali�es is safe and secure with latest technologies, for which KMDS is bound to. Implementa�on of enhanced security measures like biometrics and digitally signing of documents is in progress.

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During 2020, a total of 988143 birth events and 551808 death

events have been registered under e - JanMa application.

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121

BEST GOVERNANCE PRACTICE - 19

E - JanmaSDG 16

In the web-based registra�on system of Birth and Death, the birth or death events which occur

in the Government health ins�tu�ons/private health ins�tu�ons/non ins�tu�onal

(domiciliary) situa�ons will be entered in the 'e-JanMa' portal and a digital library is created.

Informa�on will be available for ci�zens at Sevasindhu Centres. This innova�on func�ons as a

full-�me helpdesk service for ci�zens about their technical and administra�ve issues.

Summary

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The Registra�on of birth and death in Karnataka is carried out under the Registra�on of Birth and Death Act, 1969 & Karnataka Registra�on of Birth and Death Rules, 1999. The Addi�onal Director, Directorate of Economics and Sta�s�cs is appointed as the Chief Registrar who is responsible for the implementa�on of the RBD Act and Rules in the State. To simplify the registra�on procedure, a web-based applica�on for the registra�on of births and deaths has been developed by the Department of Economics and Sta�s�cs in associa�on with Na�onal Informa�cs Centre, Bengaluru and it has been named 'e-JanMa' (electronic Janana Marana). The applica�on has been implemented in rural Karnataka in a phased manner since1st April 2015 and subsequently rolled out in BBMP, Bengaluru from 01.04.2018 and Urban Local Bodies from 02.07.2018 in Karnataka as a Uniform procedure across the State.

In the web- based process, repor�ng forms will be entered in the 'e-JanMa' applica�on and a�er verifica�on the same will be digitally signed by the registrars / sub-registrars and the required number of cer�ficates will be generated. From 2019 onwards, monthly sta�s�cal tables of registra�on of births and deaths in the state can be generated directly in the Chief Registrar's Office.

Preserva�on of and access to records in electronic media is easy. Authen�city of the registered birth and death events can be easily verified by any Government agencies like Passport office, Visa office, Schools, Insurance companies. As directed by the RGI, informa�on about the deceased is sent to the District Electoral office every six months, from the e-JanMa applica�on.

Introduction In the web-based procedure of Birth and Death Registration, the birth or death events which occur in the Government health institutions will be entered in the 'e-JanMa' by the data entry operators and forwarded along with the filled in reporting forms (Form No. 1, 2 or 3 as the case may be) to the Medical Officer who functions as the sub-registrar of births and deaths, verifies the correctness of the events and approves them. After the approval from the sub-registrar, Birth or Death certificate will be generated and issued at the time of discharge from the hospital.

In the case of domiciliary (non-institutional) events, the informant has to furnish the information in the Form No.1, 2 or 3 to the respective Nada kacheri (Atalji Janasnehi Kendra) at Village level or Municipality office at Town level which acts as a “Front line Office”. The data will be entered at the Nada kacheri / Municipal office, verified and approved by the designated registrar (Village Accountant / Health Inspector / Health officer). The certificate will be generated and issued to the party concerned.In the case of private institutions, the data will be entered in the 'e-JanMa' application by the institutions and sent for the approval of the registrar along with the reporting forms to the concerned front line office. After getting the approval from the registrar, the certificate will be issued to the party concerned in the frzont line office.

Project Details

Work flow of e-JanMa

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Budget details:There is no separate budget provided for the implementation of 'e-JanMa'web application. During 2020-21, to improve the Civil Registration System (CRS) in Karnataka, State Government released Rs 33.00 lakh maintenance grant to Civil Registration System National Sample Survey and Local Body Statistics (CNL) division through Directorate of Economics and Statistics (DES). Other than this during the year 2016 Government of India also provided Rs 79.50 lakhs. This amount is utilized for training of Registrars of Birth and Death, preparation of Annual Report, Medical Certificate of Cause of Death (MCCD) reports and salary for four e-JanMa program coordinators.

Contact Details

The Chief Registrar of Births and Deaths,

Directorate of Economics and Sta�s�cs (DES),

7th Floor, Vishveshwarayya Main Tower,

DR.B.R. Ambedkar Veedhi,

Bengaluru-560 001.

• Digital Signature of the Registrars/ Sub-registrars has been introduced.

• Birth and Death cer�ficates are issued in Bapuji Seva Centres and Sevasindhu Kendras.

• SMS is sent to the Registrar's/ Sub-registrar's mobile number regarding the pending events for approval.

• SMS is sent to the informant's mobile number a�er the event is approved.

• Public can verify the status of their applica�on in the public portal of the'e-JanMa' regarding correc�on and name inclusion.

• The authen�city of the Birth or Death cer�ficates can be verified by the government agencies like School Authority, Passport Offices, Insurance companies, etc.

• Dedicated Helpdesk is setup to help registra�on func�onaries for technical and administra�ve issues, with a Toll free facility number (1800-425-6578).

• Integrated with Family Database of Government Of Karnataka.

• Registra�on of births and Deaths is being done using the'e-JanMa' in 31569 rural and 737 urban Registra�on units as on 31st, March 2020.

• The Annual report for the year 2019 that contains 1047877 registered births and 508584 registered deaths has been brought out.

• During the year 2020, a total of 988143 birth events and 551808 death events have been registered under eJanMa applica�on and the Annual report for the year 2020 is under progress and is in its final stage.

Outcome and Impact

Challenges of the project

• Crea�on of user - Ids and digital signatures to all the Registrars and Sub-registrars (8795 registrars and 2537 Sub-registrars).

• Mapping of Villages to the respec�ve Village Accountant Circle and Nada kacheri.

• Upda�ng and improvement of the so�ware as and when errors occurred during the implementa�on. These challenges had to be overcome in consulta�on with the Na�onal Informa�cs Centre, Bengaluru.

• The complaints received from the public and the registra�on func�onaries regarding e-JanMa web-based registra�on are being addressed through the helpdesk and rendered clarifica�ons thereon.

• Report on Medical Cer�fica�on of the cause of Death for the year 2019 has been brought out.

• Report on Medical Cer�fica�on of the cause of Death for the year 2020 is under progress.

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125

BEST GOVERNANCE PRACTICE - 20

Innovation In Public Service

Management

SDG 16

Summary

The success of the Sakala innova�on lies in bringing together effec�ve administra�on and poli�cal leadership of the State while engaging with an ac�ve ci�zenry, media and an ac�ve Informa�on Technology base. This on-going journey towards good governance takes the confidence of all the stakeholders involved. Empowering ci�zens and sensi�sing employees are the pillars on which the Sakala innova�on is built. Our target is to reach 100% success rate, with no delay in implementa�on. Karnataka is also poised to be 100% Sakala complaint, covering all departments and services. Sakala embodies Government's moto - of the people, by the people, for the people. 98 Ins�tu�ons/Departments registered with SAKALA having access to 1025 no�fied service.95.05% (22,85,22,647) of applica�ons received have been disposed. The number of registered MSME units grew by 0.4% in the pre-Sakala, the growth rate was significantly be�er at 12.4% during the post-Sakala period.

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Introduction

Even a�er 64 years of independence, Ci�zens do not feel that the Government is responsive to their needs. They have to go through a very unpleasant experience while seeking any service from any government department. Ci�zen services are adversely affecteddue to Red-tapism, lack of transparency, accountability and responsiveness. Many departments are involved in the day to day life of a common man, for instance, an individual may be required to approach the Revenue department for ge�ng a Caste, income or any other relevant cer�ficate for admission or employment. Similarly, they need plan approval from the Urban/ Rural Local bodies to build their dream house. However they are usually made to run from pillar to post, some�mes harassed for illegal gra�fica�on and many �mes denied the services, on one pretext or the other, by the Government employees . The c i�zens are beingdeprived of receiving these services on account of-

• Undefined �me lines for service delivery leading to undue delays andmul�ple visits (at least 5-6 visits), for receiving a service.

• Couldn't care less a�tude of the staff.• Rampant corrup�on at the cu�ng edge.• Lack of single window solu�ons for public grievance

redressal and its tracking.• Poor business sta�s�cs which are either not available

or are incomplete, incompa�ble and unreliable, as they are prepared manually by different offices, in their own way.

• Inefficient repor�ng systems manipulated for personal gains by employees, at the cost of Revenue to State exchequer

This reflected very poorly on the state of Governance and people were losing faith in the ins�tu�on of Government.

Over the last 7 years Sakala has in its fold a totalto 1025 services in 98 departments - The highest ever in the Country!.Out of this Sakala also has total of 700 plus services completely end-to-end online and this is also highest in the country.

Project Components

own people, through an open compe��on. The best entry found was 'Sakala', which in Kannada means 'In �me; or “Good �me'. The logo again is given by the ci�zens. It shows a clock which indicates “�me consciousness” and a hammer which means, if you don't adhere to the commitment of �me, then jus�ce follows! The Slogan “No more Delays, we deliver on �me” has redefined the work ethics of the Government employees.

Uniqueness of

Sakala Initiative• Ci�zen First Approach - What could be done to

improve Governance was a million dollar ques�on. Many States had already passed Right to Public services Acts and even, the Union Government had introduced a bill to ensure that all Central and State services are delivered in a �me-bound, hassle free-manner, making officials accountable for their job. However, what is unique about Karnataka's approach is that People's Power was roped in, even before the Act was conceived! Its name has been given by our

•• Time- consciousness is the most important feature

of this Ini�a�ve which is monitored rigorously using e- Governance. Time lines have been fixed through a bo�om-up approach for each service delivery under the Act. Government efficiencies have been enhanced due to standardised and simplified procedures coupled with use of IT.

• Performance management system has helped in ensuring the compliance to the provision of the Act in le�er and spirit. What gets measured gets done.

• Convergence – 98 heterogeneous departments have been integrated into a single pla�orm for func�ons like entering the applica�on, tracking the service request, processing, delivery, delays, defaults, rejec�ons, Complaint redressal etc. all under one portal ie www.sakala.kar.nic.in

• Brand Image make-over – Employees Associa�on of the State commi�ed themselves to self-discipline in a voluntary manner. The CEO of Google Inc. Mr Eric Smith while presen�ng Google innova�on award to Sakala remarked that, “Sakala has the dis�nc�on of taking along the employees in the innova�on, which �ll date could not happen in USA”. No State has seen employees as Ci�zens. We have included - Personnel Services under the Act to help employees focus on people's work rather than chase 'own' files.

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• Fixing Accountability - On a single official, who is made responsible for the �me-bound service delivery only a�er"delega�ng" required power and authority and with complete "ownership" of the Team work.

• Preven�ng corrupt prac�ces - As the employees are bound to deliver the services on �me, else they end up "compensa�ng" ci�zens from their pockets.

• Reducing Human interface - By use of informa�on technology and kiosks, setup specially for collec�ng ci�zen applica�ons.

• Reducing workload - While the efficiencies in service delivery have increased mul�-fold, the employees do not complain about the work load due to the e-Governance pla�orm developed to ensure paperless transac�ons across the state.

• Ci�zen Empowerment - The ci�zen is issued with a computerised unique Guarantee of Services to Ci�zen (GSC) number to establish his right for �mely service delivery for every applica�on filed. Mandatory display of informa�on outside the office coupled with helpdesks and mul�-pronged publicity h a s c re ate d h u ge c i � ze n awa re n e s s a n d empowerment.

• Single window grievance management: A single call to the call centre (080-44554455) is enough to lodge a complaint or raise an appeal or get necessary informa�on, without the hassle of submi�ng documents. A closed loop system to ensure final resolu�on besides automa�c escala�on of unresolved cases to higher ups, ensures speedy redressal.

• Par�cipa�ve governance: Involving ci�zens, Civil society and bureaucracy in Government process reengineering has resulted in ci�zen centric Governance and demand based growth of services.

• Inducing 'compe��ve spirit' among employees: The portal has a robust mul�dimensional analy�cs to measure and benchmark performance of various offices/ officers through objec�ve ranking method.

• De-mys�fying Government - 700 plus services are enabled Online for ease in availing services. As we move on, more and more services will be delivered through Bangalore One, Karnataka one, Grama One, Atal Janasnehi Kendras and other Cyber centres iden�fied for this purpose. Ci�zen Service self-help Kiosks have also been installed to facilitate service delivery.

There are mul�ple stakeholders for this solu�on. Synergising posi�ve energy of each component was a challenge by itself. However strategizing their ac�ve involvement, paid rich dividends.

Ci�zens are the primary stakeholders. In order to receive feedback from the ci�zens, Ci�zens applying under Sakala

are contacted daily by our helpdesk / call centre/Mission personnel to obtain their feedback during various stages of their case for taking instant correc�on, if required.Besides civil society organiza�ons such as Women self-help groups, Na�onal Service Scheme, Resident Welfare Associa�ons, Consumer Forums and NGOs disseminate awareness in each locality in an ongoing manner.

Employees working in various departments who deliver services to ci�zens under “Sakala” form the most cri�cal stakeholders. Systema�c capacity building and a�tudinal re-orienta�on programmes led to desirable reforms in the work culture of Government employees.

Government ini�a�ng “Sakala” is a major stakeholder because en�re ac�on emanates here. The Top poli�cal execu�ve as well as the bureaucracy is fully commi�ed to "zero –tolerance" approach. Although, “Sakala” was ini�ated by the previous Government of Karnataka, yet it has been embraced by the current Government because of the posi�ve image it is crea�ng in the minds and hearts of the people.

“Par�cipatory Democracy”- Various NGOs, Ins�tu�ons such as Indian Ins�tute of Management (IIM)-Bangalore, Fiscal Policy Ins�tute, Federa�on of Indian Chambers of Commerce and Industry etc were involved in working with the Government departments to bring in their exper�se in Workflow Analysis, Business Process re-engineeringetc for services brought under Sakala. The concurrent evalua�on is conducted by University of Chicago, Booth School of Business, as en�re data is in public domain.Interna�onal Marke�ng Research Bureau (IMRB) has been entrusted with the job of independent evalua�on of success of “Sakala” intaking Governance to People's doorsteps.

Vendors have been involved to set up help desks and cyber cafes across the state for elimina�ng the middle men menace. Besides Big Data analy�cs so�ware is helping the Mission in reforming areas of concern.

Sakala has been, by far the most costeffec�ve programme of the Government benefi�ng 229 million consumers (Ci�zens). Karnataka has the highest number of services being rendered under this ini�a�ve in the country. Besides, it has transformed the work culture and Brand image of 600,000 Government employees, who are working �relessly to deliver services to ci�zens, even ahead of the �me s�pulated in their Ci�zen Charters.

• 100% Transparency has been achieved by publicising office workflow and check list of documents with the prescribed service procedure/ fees payable etc. for all the services under “Sakala”.

Challanges

Outcome and Impact

128

• 100% Accountability on the part of officials ensured through online monitoring system and speedy redressal of grievances with a single window and paper less approach.

• Empowerment of ci�zens to avail of the services as a ma�er of right is reflected by 4,886 ci�zens who have claimed Rs1,68,699 as compensa�on from the employees for delays/defaults.

• Reducing grievances of Ci�zens –online registra�on of appeals through call centre and regular follow up has ensured speedy redressal of grievances. The services which do not lie under the Act are added based on Ci�zens complaints in a phased manner.

Live Sakala clock near Vidhana Soudha, Bengaluru

• Taking Governance to Ci�zens' door steps – 206 helpdesks in Deputy Commissioner and Tahsildar office coupled with 1000 cyber cafes are working as Ci�zen Service centres apart from Sakala Counters in 40,000 different offices. Online services have been launched to enable Ci�zens to avail services, any �me anywhere. Mobile applica�on has further added to the convenience of the Ci�zens. State wide single number call centre has become a virtual bridge between Ci�zen and Government.

• Awards and recogni�on: Sakala Model has been recognized both na�onally and interna�onally for providing an innova�ve 'Ci�zen fr iendly ' , 'Technology driven' and 'Business like' Governance Model which aims at 100% transparency, accountability and efficiency.

Some of the awards are as follows,

1. Sakala is 9001:2008 cer�fied (2014)

2. Google cub innovator award (2012)

3. Na�onal e- governance award for outstanding performance in ci�zen centric service (2013)

4. Na�onal award for the government category of the Quality Council of India – DL Shah Quality awards 2014

Outcome and Impact

Sakala has not only sustained under 5 successive Governments (3 Chief Ministers), but retained its flagship status due to its ci�zen centric approach. Some of the lessons learnt are:

• Simplicity - The en�re Act is covered in 20 sec�ons read with 18 Rules that define the way services should be provided. Being simple, this is most replicable.

• Standardiza�on - Standard opera�ng procedures have been evolved at every stage, right from formula�on of the Act itself - which is defined and owned by the employees themselves, leading to ISO 9001 Cer�fica�on.

129

= a) E-Governance-Making Government SMART (Specific, Measurable, Achievable, Relevant & Time bound) ensures there is no going back. The employees are reminded of the deadlines through SMS/e-mail alerts on daily basis, helping them organise daily work efficiently. Besides, the citizens also get SMS's when their service is ready so that they do not make unnecessary visits to offices/ officials.

= Introducing Personnel Services under Act- For the first time in the Country, employees are made to feel as citizens themselves. This also creates a vested interest among the bureaucracy to implement the Act successfully. 115 employee services are also brought under SAKALA.

= Big Data Analytics. IT will continue to form the backbone of “Sakala” to serve citizens better. Mission aims to achieve inter-operability and cross-communication of multiple databases of government and private systems to use the information accurately and in a secure fashion to reduce the burden of documentation at Citizens' end.

= Reformist approach – Each public grievance is put through 'root cause analysis' to reduce steps in delivery, simplify procedure/documentation, re orient staff attitudes and upgrade their skills or infrastructure. The outcome desired is higher 'happiness index' of the citizens, vis a vis actual Public Service Delivery.

always keep the employees on their alert, as they would not like to spoil their service records.

= ISO 9001-2008 certification has enhanced the documentation precision and standardised processes to a very great extent.

One of the unique features of Sakala is the scale of its operations. Presently, it is not just a pilot project, or a project in just a few districts/taluks, not just a few services or a project implemented in one department. Sakala is dealing with multiple departments which have their own unique set of problems/challenges.

= For improvising/standardising/simplifying already existing tasks of the government departments. Hence, adding more services under Sakala with minimal addition of staff/ IT augmentation can be taken up easily & eventually all the citizen services will be brought under Sakala. Adding 1025 services with a 98% timely delivery is testimony to the scalability of the Sakala Model.

= Massive awareness program: Among citizens and employees – as more and more citizens realise that the services rendered by the government are not difficult to avail. They will apply for services with greater confidence thereby increasing the count of citizens. Over time, adding more services under Sakala is directly proportionate to growth & replication.

Contact Us

Dr. B.R. Mamatha, IAS

Addi�onal Mission Director -1

Phone number – 080-22032857

Email – amd1.sakala@karnataka.gmail.com

Way Forward The Following are the factors which will make the initiative sustainable

= Unanimous support for such a service from the Legislature, political executive, administrative machinery and the citizen forums.

= Mission mode approach for ensuring focused attention on driving the initiative.

= Standardization of Rules, forms and formats which govern/guide the enforcement of Act, ensure uniformity and automation.

= Need based capacity building of officials coupled with IT software/hardware availability has reduced monotony and increased outputs.

= Spearheading by Department of Administrative Reforms lead to replicating and sharing of the learning from one department to the others for constant improvement.

= Inclusion in Result Framework Documentation for the State to sustain the same among the performance outcomes of all departments.

= Automated ranking of Districts acts as a constant motivation to improve.

= The e-linkage of the defaulters' information with the human resource management system will

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List of contributing Departments for the Handbook

1. Department of Agriculture,

2. Department of Hor�culture

3. Department of Water Resource

4. Department of Health and Family Welfare,

5. Department of Educa�on,

6. Department of Food and Civil Supplies,

7. Department of Energy,

8. Department of Urban development (Directorate of Municipal Administra�on),

9. Department of Industry and Commerce,

10. Department of ITBT and S & T,

11. Department of E-Governance,

12. Department of Housing (Rajiv Gandhi Housing Corpora�on Limited),

13. Directorate of Economics and Sta�s�cs

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SDG COORDINATION CENTREK A R N A T A K A

SDGCC VISION

Work with Government of Karnataka to formulate and support integrated policies along with strengthening of ins�tu�onal and programme

responsiveness towards achieving SDGs by enhancing synergies, effec�veness, targe�ng, accountability and repor�ng across all governance levels

CONTINUOUS MONITORING AND EVALUATION

AWARENESS GENERATION AND CAPACITY BUILDING

SDG LOCALIZATION AND OUTREACH

CHANGE MANAGEMENT AND INNOVATION

INTEGRATED PLANNINGAND BUDGETING

RESOURCE MOBILIZATION AND PARTNERSHIPS

GOVERNMENT OF KARNATAKA NODAL DEPARTMENT FOR SDGCC:

DEPARTMENT OF PLANNING, PROGRAMME MONITORING AND STATISTICS

SDGCC OFFICE ADDRESSDEPARTMENT OF PLANNING, PROGRAMME MONITORING AND STATISTICS

7TH FLOOR, GATE NO. 3, M.S. BUILDING,

DR. AMBEDKAR VEEDHI, BENGALURU - 560001

132132132132

Planning, Programme Monitoring and Statistics Department

Government of Karnataka

#711 / 715, 3rd Gate, 7th Floor, M S Building, Bengaluru - 560 001Phone: 080 - 2203 2197

Website: https://planning.karnataka.gov.in/englishFacebook: https://www.facebook.com/deptplanning.gok.16

E-mail: sdg2030.karnataka@gmail.com, planninghdddirector@gmail.com

SDGCCPlanning, Programme Monitoring

and Statistics Department

Government of Karnataka