1 Destination Karnataka initiative Workshop – 2nd August, 2014 FACILITATING SINGLE ON-LINE PLATFORM FOR HASSLE FREE SERVICES USING WORLD'S BEST PRACTICES ORGANISERS SAKALA MISSION (DPAR-AR), GOVERNMENT OF KARNATAKA AND FEDERATION OF INDIAN CHAMBERS OF COMMERCE AND INDUSTRY & INDIA BACKBONE IMPLEMENTATION NETWORK
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Destination Karnataka initiative Workshop – 2nd August, 2014
FACILITATING SINGLE ON-LINE PLATFORM FOR
HASSLE FREE SERVICES
USING WORLD'S BEST PRACTICES
ORGANISERS
SAKALA MISSION (DPAR-AR), GOVERNMENT OF KARNATAKA
AND
FEDERATION OF INDIAN CHAMBERS OF COMMERCE AND INDUSTRY &
INDIA BACKBONE IMPLEMENTATION NETWORK
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TABLE OF CONTENTS BEST PRACTICES IN KARNATAKA 1. INFRASTRUCTURE
1. BESCOM- BANGALORE DISTRIBUTION UPGRADATION ROJECT………………………………….6 2. DEPARTMENT OF AGRICULTURE- HOOCHETANA……………………………………………………….8 3. DEPARTMENT OF PUBLIC WORKS, PORTS AND IONBLAND WATER TRANSPORT- WEB BASED PROGRESS MONITORING SYSTEM…………………………………………………………………….12 4. HOUSING DEPARTMENT- INCENTIVES TO AFFORDABLE HOUSING ROJECTS…………….14 5. KARNATAKA RURAL ROADS DEVELOPMENT AGENCY- INNOVATIVE TECHNOLOGIES ADOPTED FOR RURAL ROAD CONSTRUCTION IN KARNATKA……………………………………….18 6. DEPARTMENT OF AGRICULTURE MARKETING- KARNATKA AGRICULUTRAL MARKETING REFORMS………………………………………………………………………………….………….…20 7. PROCUREMENT OF LAND- MADE EASY IN KARNATAKA…………….……………………………..28
2. MANAGEMENT
1. DEPARTMENT OF MINES AND GEOLOGY- M KHANIJA……………………………………………34 2. DEPARTMENT OF COMMERCIAL TAXES- E SUGAM – AN IDEA CONVERTED INTO A MANDATE AND IMPLEMENTED BY TECHNOLOGY……………………………………..………………36 3. REVENUE DEPARTMENT – ELECTRONIC INTEGRATION OF BHOOMI WITH STAKEHOLDERS………………………………………………………………………………………………………….39 4. BENGALURU TRAFFIC POLICE- B TRAC MAKING ROADS SAFER USING TECHNOLOGY……………………………………………………………………………………………….…………..43 5. DEPARMTMENT OF PERSONNEL AND ADMINSTRATIVE REFORMS (AR) – SAKALA – NO MORE DLEAYS, WE DELIVER ON TIME…………………………………………………………….…...46
3. SERVICES DELIVERY
1. URBAN DEVELOPMENT DEPARTMENT- COMPUTERIZATION OF MUNCIPAL FUNCTIONS……………………………………………………………………………………………………………….52 2. DEPARTMENT OF LABOUR- E KARMIKA ONLINE SERVICES……………………………….……54
WORLD’S BEST PRACTICES
1. SAKAL MEDIA GROUP – DELVERING MAHARASTRA…………………………………….…………57 2. MAHARASTRA- MAITRI ON LINE SERVICES…………………………………………………….………61 3. GUJARAT – POLLUTION CONTROL BOARD’S EXTENEDED GREEN NODE…………………65 4. PUNJAB- SINGLE WINDOW CLEARENCE……………………………………………………..………….75 5. E COMMERCE COMPLAINT RESOLUTION – I SHOUT BY PRIVATE ENTREPRENEUR….80 6. UK MODEL- ESSENTIAL SKILLS FOR MULTI STAKEHOLDER COLLABORATION……….…87 7. CORPORATES VIEW – LABOUR COMMERCIAL TAX, AGRICULTURE MARKETING ANALYSIS…………………………………………………………………………………………………………………..91
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IINNFFRRAASSTTRRUUCCTTUURREE
BEST PRACTICES IN
KARNATAKA
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1. BESCOM- BANGALORE DISTRIBUTION UPGRADATION PROJECT Introduction
BESCOM has embarked upon a project to automate the Distribution network for
monitoring, control and operation of the 11 kV network in the Bangalore City by
providing suitable control and communication equipment which of course, first of
its kind in the entire country. The project has been taken up during FY 2007-08 and
planned to be completed during FY 2012-13.
The main objective of the project to provide assured quality and reliability of power
supply by automating the 11 kV distribution network.
The cost of the Project is estimated to be about Rs.563 Crores.
The Japan Bank for International Cooperation (JBIC) is extending financial,
assistance to an extent of Rs.417 Crores for this project.
BESCOM has to meet the balance amount of about Rs. 147 Crores.
The project is planned to scheduled to be implemented from FY 2008-09 to FY
2012-13.
M/S.KEMA, USA and M/S. CPRI are the Project Management Consultants.
MAIN OBJECTIVES
To automate the Distribution network for monitoring, supervisory control
and operation of the 11kV network in the Bangalore City
To ensure uninterrupted power supply to consumers
To avoid loss of time for fault location and restoration due to manual
operation.
To ensure uninterrupted power supply & to effectively arrest the consumer
hours lost because of the power supply outages, thereby increasing the energy
sales.
To reduce energy loss
Real time control over the costly energy sold
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The scope of works in the project involves replacement of overhead lines by Aerial
Bunched cables, replacement of existing RMU’s, providing new RMU’s Remote
Terminal Units RTU) with communication facility at all RMU locations.
Establishing Master Control Center at Corporate level with necessary
communication, hardware and software.
BENEFITS OF DAS
Real time control over the costly energy sold.
Improved efficiency results in lower costs.
Better reliability in power supply, planned control actions.
Optimum power factor, reduction in losses.
Improved efficiency also results in reduction of the Green House gases and
consequent improvement in the environment.
Enables online energy audit (AMR Systems) which is now receiving the
focused attention of all utilities.
PROGRESS:
Pkg
No.
Contract Package – All Total
turnkey basis Progress as on March 2012
I
DAS System: DAS System,
Communication System &
Control Center Facilities
Design is in progress
II Remote Terminal Units for
RMUs (3 Lots) Delivered 571 Nos of RTUs against 1590.
III Sectionalisers&Reclosers (2 Lots) Delivered: 487 LRCs & 447 LBs
Installed: 68 LRCs &95 LBs
IV New Ring Main Units (3 Lots) Delivered: 101
Installed: 76
V New Ring Main Units ( 2 Lots) Design is under process
VI Construction Of Overhead
Distribution Lines
Stringing of 223.00 KM Coyote conductor,
50.00 KM AB Cable completed.
VII Construction Of
UndergroundDistribution Lines 103.00 KM Cable laid
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2. DEPARTMENT OF AGRICULTURE- BHOOCHETANA Introduction
After Rajasthan, Karnataka has the second largest area under rain fed agriculture in
the country. Nearly 55% of total food grain and 74% of oilseed production comes
from rain fed agriculture in Karnataka. Therefore rain fed agriculture plays an
important role in total food grain production in the state. Demonstrations have
shown that rain fed agriculture has lot of untapped potential and current crop yields
are lower than potential yields. Crop yields can be increased in the dry land areas by
adoption of various dry lands production technologies. Purpose of this initiative was
to increase average productivity of major rain fed crops by 20%. A consortium
approach was adopted with Department of Agriculture, Watershed Development
Department, University of Agriculture Science (Bangalore/Dharwad/Raichur), and
ICRISAT as partners.
During 2009-10, the programme was implemented in six districts viz: Kolar,
Chikkaballapur, Tumkur, Chitradurga, Haveri and Dharwad covering an area of
2.25 lakhs ha under four crops viz: groundnut, Ragi, Maize, and Soybean. In this
phase 2.00 lakh farmers from 1,440 villages have benefited with increase in yield
ranging from 34.17% to 45.67%. During 2011-12 kharif, the programme was
implemented in all 30 districts covering 25.4 lakh ha in 13,800 villages benefiting 20
lakh farmers. The Rabi area coverage during 2011-12 was 5.40 lakh ha. An
enhancement of 29-41% in yields was observed in the treated areas. By the fourth
year (2012-13), the programme was extended to 50 lakh ha of dry land area and 5
lakh ha of irrigated area; reaching out to 26,000 villages covering 42 lakh farmers.
There was considerable area coverage during Rabi season also i.e. 27 lakh ha during
2012-13. An enhancement of 11-37% in yields is observed in the treated areas.
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Examples of Practices followed
The project is implemented with the collective participation of Karnataka state
department of agriculture, watershed development department, three state
agriculture universities (USA, Bangalore/Dharwad/Raichur) and ICRISAT,
Hyderabad
State level coordination committee formed for periodical review and monitoring
under the Chairmanship of Additional Chief Secretary and Development
Commissioner.
Identification and adoption of best of management practices for the selected crops.
Soil test based nutrient management with major thrust to micronutrients
Registration of all the farmers
Timely positioning and distribution of inputs at subsidized rates at
village/cluster village
Farmer facilitators and lead farmers service for extension activities at village
level
State, District, Taluk and village level Trainings/ workshops
Publicity/awareness creation through wall writings, posters, village meetings
and mass media
Advance positioning of inputs at cluster village (one cluster for every 2-3
village) apart from our regular RSK (every hobli) to make timely and easy
availability of inputs
Distribution of all the inputs (seed, seed treatment chemicals, Gypsum,
micronutrients and bio fertilizers) as package
Services of farmers facilitators to take technology to door steps of the farmers
One week institutional training to all the farmer facilitators
Village meetings, wide publicity through mass media, wall writings in the
selected villages
Convergence of all the existing schemes
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Making available necessary inputs to farmers by stocking at cluster village
level
Stakeholder takes the lead in keeping all the SCC members informed about
activities and progress of the scheme. Also the district officers keep the
elected representative informed about the operationalization of the scheme.
Nominee played key role in getting active participation by all consortium
partners through regular coordination committee meetings and taking regular
feedback and suggestions
The project is implemented with the collective participation of Karnataka State
Department of Agriculture, Watershed Development Department, three State
Agriculture Universities (UAS, Bangalore/ Dharwad /Raichur). The technical
support /consultancy services tor project implementation is provided by ICRISAT,
Hyderabad. The State Level Co-ordination Committee for Periodical Review &
Monitoring under the chairmanship of Additional Chief Secretary & Development
Commissioner. Identification & adoption of best management practices for the
selected crops. Soil test based nutrient management with major thirst to
micronutrients.
Project implementation during first phase:
Project implementation started during Kharif 2009-10 in 6 districts covering 11,40
villages and 2 lakh farmers' The area target in 2009-10 was 2.20 lakh hectares. The
project was extended gradually to l6 districts with a target of 12 lakh hectares during
2010-l I and 30 districts with a target of 25'40 lakh hectares during 20ll-12. The
programme was extended to 50 lakh hectares of dry land area and 5 lakh hectares of
irrigated area during kharif. By the fourth year. The project reach was to 26000
villages covering 42 lakh farmers. There was considerable area coverage during Rabi
season also starting with 0.59 lakh hectares during the first year and extending to 2T
lakh during 2012-13' significant enhancement in yields ranging from 2l to 40% is
observed in the treated areas compared to non treated ports across all tie districts.
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With the success of the first phase of the Bhoochetana, Bhoochetana phase_2
implementation is approved for five years (2013-14).Bhoochetana second phase
mainly focuses on science-led productivity enhancement initiative not only to dry
land crops but also to extend the initiative to irrigated crops in the state, to study the
impacts of climate change and recommend suitable technologies. To address farm
related issues making use of latest Information communication technologies and
capacity building of farmers and different stakeholders in the state. The target area
for kharif 2014-15 under the programme is 50 lakh ha dry land area and 6 lakh ha of
paddy and 2 lakh ha of sugarcane in irrigated area.
Sustainability of the program
'The soil fertility management through application of micronutrients has successfully
demonstrated increase in yield levels of crops. Further, the fanners are convinced
about the application organic manures are available at affordable cost. The method
of technology transfer and service provided have facilitated in infiltration of
technology among the farming community. The importance of seed replacement is
well realized and thus the farmers would find measures to produce and preserve
quality seeds either on individual or on group basis. The advantages of seed
treatment with bio agents has been well recognized and with the advantage of easy
availability of seed treatment materials' As a result of this, farmers will continue to
follow the practice of seed treatment. The successful implementation of Bhoochetana
has demonstrated substantial growth in production and productivity of crop grown
with the support and extension work take up under the programme. The crop wise
assessment of crop productivity of different crops indicated that the programme is
sustainable and could be a highly viable economic programme for the benefit of
farmers.
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3. DEPARTMENT OF PUBLIC WORKS, PORTS & INLAND WATER TRANSPORT-WEB BASED PROGRESS MONITORING SYSTEM:
The Karnataka Public Works, Ports and Inland Water Transport Department
is undertaking thousands of works every year but it is very difficult to monitor each
one of them in a cost effective manner. Hence the department has initiated a web
based Progress Monitoring System. The main objective of the system is to monitor
of the developmental works taken up under various schemes in the department.
The system operates as an online application programme. Different users have been
created based on the hierarchy and have been assigned with user IDs. The basic data
of all the developmental works are entered at the Division level. The system is
designed with different modules to make it user friendly.
Modules used-
Contractor Mapping- This module enables the user know the details of contractors
information like registration number, class, PAN number, bank details etc.,
Proposal: This module captures the basic data of the development work, such as
date of administrative approval, date of technical sanction and technical details of
the proposed work.
Tender: This module is sub divided into NIT (Notice Inviting Tender) and award of
work. The key details of the tender process and the award of the work including cost
and time schedule for completion etc.; are captured in this module.
Work Programme; This module captures all the activities proposed for the work and
their scheduled dates of completion etc.
Physical and Financial progress: This module captures the monthly physical
progress achieved based on the sub tasks (events). The details of physical and
financial progress are updated every month. The photographic evidence of the
progress of the work is also uploaded and mapped to the individual work.
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Progress Reports: The physical and financial progresses achieved are analyzed in
this module. There are eight reports based on the level of the user like division,
circle, zone and state. The reports can be generated in HTML format and also as
spread sheets.
This programme helps in systematic monitoring the progress of the works
being carried out in department. There is no need to generate reports in form of hard
copy thus effecting savings in energy and cost to the department.
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4. HOUSING DEPARTMENT-INCENTIVES TO AFFORDABLE HOUSING PROJECTS
The following financial as well as non-financial incentives, both on supply
side and demand side, will be provided to eligible affordable housing projects by the
State / Central Government.
(1) Supply side financial incentives:
i. Waiver of conversion charges.
ii. Waiver of external development charges
iii. Waiver of Building Plan approval fee.
iv. Commercial area to be allowed – 5% in EWS/LIG area (10% of the total
area)
v. Buyback guarantee for EWS/LIG Dwelling units.
vi. Plan sanction fee waiver by ULBs/UDAs
(2) Supply side non-financial incentives:
(i) Following timelines by line departments shall be followed for grant of
NOC/consent/issue of documents for Affordable Housing projects. These
services will be made part of Sakala Scheme introduced by Government of
Karnataka.
a) Conversion of land from agriculture to non-agriculture - 45 days
b) Change of ownership in RTC – 45 days
c) Conversion order entry in RTC – 15 days
d) Issue of Single Katha & Katha number from Panchayat – 45 days
e) NOC from Minor Irrigation Department – 45 days
f) NOC from BSNL – 30 days
g) NOC from Airport Authority of India – 30 days
h) NOC from BESCOM/KPTCL – 60 days
i) Consent from Establishment by PCB – 60-90 days
j) NOC from Fire Services Department – 60 days
k) NOC from Central Ground Water Board – 60-90 days
l) Sanction of building plan – 60 days
m) License to construct by Panchayat – 30 days
n) Katha bifurcation – 60 days
o) Consent for operation by PCB – 45 days
p) NOC from Fire Services Dept to obtain OC – 45 days
q) NOC from CEIG to obtain OC – 30 days
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r) Occupancy Certificate from ULBs – 60 days
(ii) Inventory of State / city land holdings and increasing land supply for
affordable housing
(iii) Utilization of additional FAR in the project area. In case the FAR cannot
be utilized fully in project area, it can be converted into TDRs.
(3) Demand side financial incentives:
(i) Reduction of stamp duty for registration of property in affordable housing
projects
EWS flat - Rs.10.00 per flat
LIG flat - Rs.25.00 per flat
(ii) Capital Grant to EWS and LIG dwelling units as may be extended by the
Central and State Governments.
(iii) Interest subsidy as may be extended by GOI.
(iv) Moratorium for 3 years in payment of EMI as may be extended by GOI.
(v) Priority sector lending for affordable housing projects as may be extended
by RBI.
(4) Demand side non-financial incentives:
The State government and nodal agencies to initiate programs to accelerate the home
ownership process in low income groups through the following generic type of
interventions;
i. As a facilitator to enable the EWS/LIG families to access institutional
credit including subsidies under existing schemes.
ii. Outreach to low income families on the importance of home ownership
for financial security.
iii. Educational programs for financial literacy with respect to home loans.
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iv. Active handholding in the process of securing h9ome loans and
purchasing houses.
v. Awareness programs in completed projects regarding building
maintenance and community management.
vi. Interventions in skill development, livelihood, health and education in
completed projects to ensure the upward mobility of these low income
home owners.
vii. Support new ‘Know you client’ procedures being adopted by Housing
financial providers.
(5) i. Land use- Planning Authorities will consider and approve the following
land use pattern for affordable housing projects
(a) Ground coverage - 50%
(b) Roads - 20%
(c) Parks - 10%
(d) Civic amenities - 10%
(e) Commercial - 10%
ii. Side/Reat setbacks on EWS/LIG plot area can be relaxed up to minimum
3 meters by the local authority to achieve 50% ground coverage.
iii. Parking morns can also be relaxed suitably to achieve 50 % ground
coverage.
(6) Use of Transferable Development Rights (TDR) as a result of additional FAR:-
Efforts should be made by developer to consume maximum FAR (including
additional FAR) on the same project land. If he is unable to do so, balance/unutilized
FAR will be allowed to him in the form of TDR under separate guidelines approved
by the State Government in this regard. Use of TDR will allowed after successful
completion of the project. Allowable TDR should normally be in the same sector/
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area/zone of master plan having more or less equivalent value of land. However, in
case this is not feasible, TDR will be allowed to be transferred to other areas as per
norms to be prescribed in this regard. TDR certificate issued may be utilized or
transferred buy the Developer.
(7) Leasing and development of Civic Amenities area:
Affordable housing projects fulfilling the norms prescribed by the State Government
and approved by Local Planning Authorities cam provide for civic amenities such as
primary school, primary heath care centre etc., automatically and the Planning
Authority will accordingly approve such development plan submitted buy
affordable housing Developer. If in case the need for such civic amenities does not
arise owing to the fact such facilities are available in the immediate vicinity, then the
affordable housing Developer can approach Local Planning Authority for utilizing
the earmarked civic amenities area for other permissible uses.
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5. KARNATAKA RURAL ROADS DEVELOPMENT AGENCY
Introduction
Innovative Technologies adopted for rural road construction in Karnataka
Karnataka State is a front runner in adopting the innovative technologies in
rural road construction. Karnataka Rural Roads Development Agency (KRRDA) is
registered under the Societies Registration Act, 1960. KRRDA is a compact,
professional and multi-disciplinary body and the personnel are obtained or engaged
on deputation from Government or hired on contract basis. There is no permanent
appointment to KRRDA. Karnataka Rural Road Development Agency (KRRDA) has
successfully experimented use of Technology Innovations since 2009-2010, wherein
the locally available material is given priority for use in road construction with
respect to the quality of local soil so that not only the costs are very low but, the
strength of the road is increased when compared to use of conventional methods of
road construction. KRRDA intends to take up one road in each taluk in Karnataka,
using the following innovative technologies.
Use of Fly-ash: The fly-ash is abundantly available in Raichur and Shimoga. The use
of fly-ash by partly replacing cement in cement concrete pavement considerably
reduces the consumption of cement thereby reducing the cost of construction of C.C.
pavement, apart from reducing the carbon foot prints and also aid to the utilisiation
of waste products of thermal power plants i.e., Raichur Thermal Power Plant (7
Nos), Bellary Thermal Power Plants (2 Nos.) etc., 28 rural roads in four districts viz.,
Belgaum, Haveri, Hassan and Shimoga have been completed (2009-2010) under
Technology Demonstration Project of PMGSY Phase-8 Batch-I using Pavement
quality concrete, Roller compacted concrete with and without fly-ash.
Use of Jute- Waste : Rural roads have been taken up (2011-12) under Technology
Demonstration project of PMGSY Phase-9 using Cell filled concrete, Slag base, coir
fibre stabilize, lime and cement stabilize, Gravel base, Soil aggregate base etc. Jute
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and Coir mats are being laid over the sub-grade duly embedding in sand bed to
enhance the sub-grade strength thereby effecting savings in the depth of the crust
requirement. This reduces the cost of the pavement. Also impetus is given to the
Jute and Coir Industry.
RBI Grade-81: RBI Grade-81 Technology is being used in Davanagere district having
normal weather conditions. It is now proposed to extend to other districts where
average rainfall is more than 2500 mm, other highly intensive irrigation belt and soil
with very poor CBR values.
Zydex-Nano-Technology: Zydex nano-technology is proposed at the interface of
sub-grade and GSB and base, base and surface layer, for shoulders and in
bituminous layer in coastal, malnad and irrigated areas.
Soil Aggregate Base: The construction of road by using locally available low-cost soil
aggregate base if adopted, instead of WBM (Grade-2). The cost of construction of
base course is reduced between 40% and 60% considerably saving stone quarried
aggregates.
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6. DEPARTMENT OF AGRICULTURAL MARKETING- KARNATAKA AGRICULTURAL MARKETING REFORMS Karnataka Agricultural Market Reforms Committee in its report has suggested
intensive use of Information Technology in the agricultural marketing system. A
summary of salient recommendations of the committee is as under
All markets to be brought under the comprehensive electronic auction system
in a phased manner. This measure would bring in transparency of prices of
the goods being sold.
Interlinking of auction and post auction process, namely, weighing, invoicing,
market fee collection & accounting, payment of sale proceeds directly to
farmers, etc. This would reduce repetitive work and remove scope for
unhealthy practices.
The prices at which sale takes place in the markets to be well publicized for
the benefit of farmers and others.
Sampling, assaying and grading to be introduced in the markets, to facilitate
grade based auctions and pricing.
Electronically interlink markets so that the goods in one market can be bid by
buyers in other markets. This would increase the number of buyers for the
commodity, improving the price.
Warehouses in the areas of every market to be certified/ accredited and link
these warehouses, to markets, so that farmers can deposit their goods in these
warehouses. Thus, transportation can be avoided, with the goods attracting
buyers from all markets.
Invite banks and other financial institutions to provide loan to the producer
against the goods deposited. This would avoid distress sale. The warehouse
would guarantee safe upkeep of goods, making it safe and attractive to banks
to fund stocks.
Private market functionaries (farm gate buyers, processors, etc.) to register
with the appropriate authority, have a similar auction process, disclose trade
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information about their transactions, credit sale proceeds directly to the
seller’s bank account and make available price information to all.
Promote grass root farmer driven groups/ societies/ association/ organizations
for aggregation, primary value addition and better realization of price.
Existing and willing institutions to be trained for aggregation of farmer
produce.
Adequate training and capacity building for farmers and all market
participants.
Creating a Special Purpose Vehicle as a Public Private Partnership initiative to
carry out all the above, develop agricultural markets in the state, link them
with national markets, etc.
Separate regulatory functions, so that operating markets and regulating them
do not conflict with each other. Regulation to encompass all market
participants and private markets.
Encompassing all these recommendations, Agricultural marketing policy 2013 is
prepared and placed to this note. This policy can serve as the guide post in
implementing the recommendations and conceive many other steps to make the
marketing set up serve the farming community and others.
To create a market that is transparent and equitable, distinguishes quality and
variety, disseminates relevant market information to all market participants for a
level playing field, provides easy access to all participants and ensures fair returns to
all stakeholders, with the seller having the choice to decide the time, place and
avenue of sale.
To adopt technology by setting up a comprehensive electronic auction system for
transparent price determination and establish a statewide networked virtual market
by linking various regulated markets and warehouses, provided with assaying &
grading facilities and other necessary infrastructure.
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Apart from the above, changing technologies, especially Information and
Communication Technologies, have enabled many functions and capabilities that
were simply inconceivable a few years ago. Increasing aspirations and expectations
of the stakeholders in the marketing system also have an overbearing influence on
the way these markets are organized and managed. Last, but not the least, fresh
thinking on the economic philosophy to be adopted by governments in the country
makes it necessary to recalibrate and adopt a policy for agricultural marketing in the
state that is forward looking and that would provide an impetus for growth of the
agrarian sector.
An enabling legislative environment, investment in infrastructure and well operated
markets spread across the state have provided a reasonable means for farmers to
market their surplus produce. Karnataka Agricultural Produce Marketing
(Regulation and Development) Act, 1966 was further amended in 2007 to allow
direct purchase centres, establishment of private markets, farmers-consumers
market, contract farming, establishment of spot exchanges, etc. However, for want of
a comprehensive policy backing the amendments, many of these farmer friendly
initiatives did not shape up in a meaningful manner. Therefore, Government realizes
the necessity to review the existing policies applicable to this sector.
Having regards to the above, the policy seeks to address problems plaguing the
sector, namely, small land holdings and the consequent small marketable surplus
available per farm, managing seasonal supply and the heavy arrivals of farm
products during harvest to meet the perennial demand throughout the year, need to
physically move the commodity for accessing the market, considerable post-harvest
losses, lack of formal sources of financing both for the farmer and other market
participants, etc. Moreover, the policy also seeks to increase competition, better price
realization to the farmer, to encourage investments in warehousing infrastructure,
assaying and grading facilities, cold chains, food processing, etc. And, make this
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sector an attractive one for generating employment in rural areas for equitable
growth of the state.
OBJECTIVES
The overall objective of this policy is to create a market structure that is
transparent and equitable, distinguishes quality and variety, disseminates
relevant market information to all market participants for a level playing
field, provides easy access to all participants and ensures fair returns to all
stakeholders, with the seller having the choice to decide the time, place and
avenue of sale.
Reduction and/or elimination in the barriers to participation in markets to
foster competition and efficient determination of price, linking the primary
market in the state to the national market for the benefit of all stake holders in
the marketing chain would be encouraged by the government.
Risks associated with clearing and settlement that arise in course of marketing
of produce by the farmer or by the subsequent buyer would be addressed
through technology solutions or other appropriate means with linkages to
financial institutions.
Encourage and promote primary value addition through aggregation,
grading and packaging at the village level through farmer self help
groups/societies/associations/producer companies to respond to increasing
and changing market demand, in domestic, regional and international
markets. Create awareness on adherence to quality standards for better price
realization.
Enhancing the skill levels of all stakeholders in the marketing system through
well designed capacity building intervention efforts, for deriving benefits
arising from primary value addition, modern practices adopted in storage,
processing, market systems and the like, with the state playing an active role
in stakeholder education effort.
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Improving access to finance to all market participants, scientific storage and
preservation of commodities, encouraging investment in infrastructure for
market access, and enabling primary value addition of the commodities
produced would be key objectives that the government would pursue.
Encouraging setting up new institutions and strengthening of existing ones to
provide state of the art facilities to all stakeholders, fostering self-help groups
and cooperative ventures for improving the bargaining and holding capacity
of farmers to handle the challenges in marketing.
A progressive regulatory environment distinct from the operational level that
provides an environment for public and private initiatives to function in
tandem for the benefit of all stakeholders, with the government playing an
enabling policy making role to be established.
Adopting technology at all levels for efficient operations of markets and
leveraging technology for efficient operations would be critical in realizing
the objectives of this policy.
By these measures, effectively implement the farmer friendly initiatives
introduced through amendments to the Karnataka Agricultural Produce
Marketing (Regulation and Development) (Amendment) Act, 2007.
In pursuit of the above objectives, the key initiatives of the Government
would be as under.
POLICY INITIATIVES
Regulated markets—
These markets currently operating across the state, would adopt technology
required for setting up a comprehensive electronic auction system for
transparent price determination.
A state wide networked virtual market would be established by linking
various regulated markets and warehouses, provided with assaying &
grading facilities and other necessary infrastructure.
25
Increasing Competition—
As an immediate measure, licensing procedures would be simplified and a
single unified licence would be made applicable for participants.
Conditions that restrict participation would be removed to increase
competition in the auction of the agricultural produce.
Administrative processes with regard to licencees would be simplified and
automated for improved efficiency.
Private markets –
Private markets would be encouraged on a level playing field for providing
an alternate facility for marketing of agricultural produce while being part of
the networked market.
Farmers and other participants would have the choice to offer/ sell in any
regulated or private market in the state.
Private markets and regulated markets would compete to provide services to
farmers and other participants.
Quality standards for Demand creation—
Initiate steps for laying down quality standards for various agricultural
commodities and for creating infrastructure for sampling and assaying the
produce in markets and warehouses, to facilitate quality based trading of the
produce; and
Undertake capacity building programmes to create awareness on quality
standards amongst various participants and its importance for creating
demand in the domestic, regional and international markets.
Empowering Farmers—
Organize farmers groups to initiate primary value addition and encourage
village level aggregation, to enhance the bargaining power of farmers to
26
improve price realization and shorten the food value chain by introducing
direct marketing/ sourcing of agricultural produce from the farmers to the
consumers, processors and exporters.
To provide alternate and safe storage options through accreditation of
warehouses and encourage Warehouse based sales enabling farmers to sell
from accredited warehouses.
Creating an enabling environment to avail pledge loans to avoid distress sale.
Effective dissemination of market price information enabling farmer to know
the prevailing price of the produce, before he decides to sell.
Simplified processes and online timely payment to the farmers account.
Farmer to decide when to sell the produce and at what price, with a right to
reject the price offered.
Market development –
Through an appropriate public private partnership arrangement, Government
would provide state of the art technology for marketing of produce and
attendant requirements.
Facilitate the development of an efficient and effective agricultural marketing
information system and establish a reliable information dissemination system
for the benefit of all stakeholders.
Opening up of the national market in select commodities to participants in the
state, encouraging producer companies, aggregation of farmer produce and
other measures for realization of better prices would be pursued.
Linkages with financial institution would be established to facilitate seamless
clearing and settlement mechanism as well as facilitate pledge loans to the
farmers and other market participants.
Adequate safeguards will be in place to ensure timely online payments to the
farmers, even in case of default by traders/ disputes with Commission
Agents/ Assayers or any other market participants.
27
Contract Farming—
To promote contract farming in the state and have a single point for
registering contract-farming sponsors with procedures for timely settlement
of disputes by the registering authority.
Infrastructure—
Key and strategic agricultural marketing infrastructure will be developed;
The Government will put in place enabling and conducive environment for
private sector and other stakeholders’ investment in the agricultural
marketing infrastructures with appropriate incentives.
Regulatory and legislative environment –
The Karnataka Agricultural Produce Marketing (Regulation and
Development) Act, 1966 would be reviewed to facilitate the aforesaid policy
objectives and initiatives and to create a distinct, level playing regulatory
environment for the transparent and efficient functioning of agricultural
markets in the state.
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7. PROCUREMENT OF LAND-MADE EASY IN KARNATAKA (Proposed Process for Applications Filed under Section 109 of Karnataka Land Reforms Act & Section 95 of
Karnataka Land Revenue Act)
Introduction
Land is an important factor of production in general for the economy and more so
for the new industrial activities. Investment on the industrial front most often gets
delayed due to delays in various approvals including the permission to purchase
agricultural land for industrial purposes. Though many states have restrictions on
purchase of agricultural land by Non-Agriculturalists for any purpose other than
Agriculture, most of the South Indian states other than Karnataka do not have these
restrictions. As a result, the Industries seem to be finding it easy to source the land
and set up industries in states like Andhra Pradesh and Tamil Nadu, rather than in
Karnataka and this has also been the argument put forth most of the times by the
Department of Industries.
Whenever, an industrialist wants to set-up an unit in Karnataka, mobilization of land
for setting up the unit has to either go through the long drawn lengthy process of
land acquisition or through purchase of Agricultural land by Industries, directly
from the land owners after obtaining the permission under Section 109 of Karnataka
Land Reforms Act.
Though the process of obtaining permission under Section 109 though is quicker
than the land acquisition process; the process takes about six to eight months to get
entire process completed. When an individual or a company applies for permission
under Section109, the process starts with field reporting by Village Accountant and
goes up to the High Power Committee, thus taking quite a lot of time. In addition to
the above process of obtaining permission under Section 109, the industries also
needs to get the land converted from agricultural to Non-Agricultural purpose
under section 95 of Karnataka Land Revenue Act, which again takes roughly the
same amount of time as taken for getting permission under Section 109. Thus, it
takes, roughly about a year or so to get clearances related to procurement of land
itself, for all industrial projects. As, the time taken is quite a lengthy one, it needs to
be reduced in the interest of quicker industrial development in the state of
Karnataka.
The Revenue Department placed a proposal before cabinet sub-committee, stating
that the time taken can be reduced by merging the process of permission under
Section 109 of Karnataka Land Reforms Act and the Land Conversion process under
29
Section 95 of Karnataka Land Reforms Act. The cabinet sub-committee accepted the
proposal.
Proposal:
The process of according permission under Section 109 under Karnataka Land
Reforms Act and Conversion of Land from Agricultural to Non- Agricultural
purposes under Section 95 of Karnataka Land Revenue Act follow the same process
and flows except for the fact that the approval under Section 109 is sent to the
Government if the industries seeks permission to buy agricultural land more than
the powers vested with the Deputy Commissioner.
Apart from the process being similar in both the cases, the pre-requisites and
documents to be submitted and verification made by the department are almost the
same, except for few points. Hence, it is quite possible to merge both the process
together and issue the Conversion order as soon as the permission under Section 109
is accorded and the land is registered, based on the processing done for application
under Section 95 along with the processing for the permission under Section 109, so
that the time taken can be brought down by at least 3-6 months.
The detailed process of according permission under Section 109 of Karnataka Land
Reforms Act and Section 95 of Karnataka Land Revenue Act also needs to be re-
visited, so that the number of documents needed to be produced can be brought
down and the number of stages in processing the request can also be cut down in
order to save time.
The process of avoiding certain steps and certain documents as proposed in the
detail process can be implemented after amendment to the rules which are as
follows:
Karnataka Land Reforms Rules, 1974 (38-D)
Karnataka Land Revenue Act -1964 & Land Rules 1966
The modified process after process re-engineering seeks to cut down to 8 stages out
of the existing 27 stages.
Apart from the process re-engineering part, transactions under Section 109 of
Karnataka Land Reforms Act currently not under SAKALA and thus there is no time
limit on processing the request. Hence, it is proposed that the request under Section
30
109 of Karnataka Land Reforms Act be brought under SAKALA, so that the
application gets disposed within the stipulated time.
It is also proposed to offer it as one of the services in the Atalji Janasnehi Kendra
system by making it an end to end online process, so that the status of each of the
request can be monitored effectively.
The process flow for obtaining Permission under Section 109 of Karnataka Land
Reforms Act and land conversion under Section 95 of Karnataka Land Revenue Act
is detailed below.
1. Applicant/Applicant Organization applies for permission under Section 109 of
Karnataka Land Reforms Act in modified 15 A form and prescribed application
form under Section 95 of Karnataka Land Revenue Act.
2. The application is filed online at any one of the Atalji Janasnehi Kendras.
3. The Online applications are forwarded to the caseworker of the Taluk office
concerned, who performs the following tasks.from the records available in the
Taluk office.
a. Will verify the application and the supporting documents that are submitted.
b. Creates file for the application in the online system.
c. The CW will check with the Bhoomi Data Base for any violations under Land
non alienation clause under Karnataka Land Reforms Act, 1961, Inams
Abolition Act, Karnataka Land Grant Rules, 1969 or the Karnataka Scheduled
Tribes (Prohibition of transfer of certain land) Act, 1978 or any other status etc.
This will include:
79A & B violation cases,
Pending 7, 7A applications
PTCL Violation,
Violation of Grant Conditions like Non- Alienation period,
Last 13 years EC at to be verified
Present RTC
RTC from 1974
Last 3 years market value of the land
4. Simultaneously, the request is transmitted to Revenue Inspector for field
verification and reporting.
31
a. RI acknowledges the file in the online system through system/ PDA/Tablet
provided to them.
b. System will have 2 options here for RI to update his remarks.
c. RI can take his PDA/Tablet to field verification and enter his remarks on the
spot.
or
d. RI will take print out of abstract report from the system in a predefined
checklist. He fills the check list during field verification. RI comes back to his
office and updates the file online in the system with his findings.
e. RI will do the spot inspection along with VA and will verify the following.
Extent of the land
Boundary details of the Land as provided in sketch.
Existence of any HT Lines, Trees, Water Path way, Roads or any other
Mines availability in the procuring land.
Approach Road to land.
Any community assets like wells etc.
Any objections
5. Once the RI’s field report and caseworker opinions are recorded, the file is pushed
to the Shirastedar of Taluk office for his comments before being recommended by
Tahsildhar to Deputy Commissioner.
6. On the recommendation of the Tahsildar, the file is forwarded to ADC directly,
without going through the regular system of Caseworker upwards, as the
proposal has been examined at each level with prescribed checklists and the input
needed for decision on permission under Section 109 of Karnataka Land Reforms
Act and Section 95 of Karnataka Land Revenue Act are readily available.
7. ADC peruses the file and records his opinion and forwards to Deputy
Commissioner (DC) for final decision/approval.
8. The DC considers both the proposals under Section 109 of Karnataka Land
Reforms Act and Section 95 of Karnataka Land Revenue Act and approves the
request under Section 109, if the permission sought is within his powers.
9. In case, the permission sought under Section 109 of Karnataka Land Reforms Act
is above the DC’s power, then the DC forwards the file containing the documents
with reference to the request under Section 109 to the Government.
32
10. Government approves the proposal, if considered fit and transfers the file back to
DC.
11. On the receipt of approval from the Government, the DC issues the order under
Section 109 of Karnataka Land Reforms Act and Applicant /Organization
purchases the land and reports the purchase to DC & makes payment of the
estimated conversion fees.
12. The DC, then issues conversion order, which has been kept pending for the
approval of request under Section 109, though it was processed, along with
application under Section 109. It is to be noted that the conversion order under
Section 95 of Karnataka Land Revenue Act, will be issued by the DC, based on the
report submitted separately for the conversion application along with the
processing of application under Section 109 of Karnataka Land Reforms Act,
without going for further verification by sub-ordinates of the offices.
33
MMAANNAAGGEEMMEENNTT
34
1) DEPARTMENT OF MINES & GEOLOGY- M-KHANIJA TRANSFORMATION OF MINERAL ADMINISTRATION THROUGH E-GOVERNANCE
Introduction
Karnataka has becomes the first State in the country which has computerized
mineral dispatch permits for all the major minerals. Department of Mines &
Geology has developed a powerful web application for tracking the movement of
the minerals from the mines to end-user. It has created a personalized and
customizable entry point for all the stake holders such as: general public, lessees,
end-users, etc. The web application produces single interface for complete Integrated
Lease Management System, which includes registration of the stake holders,
statutory clearances, bulk permits, e-payment, Mineral Despatch Permit (MDP),
fund management system, integration with weigh bridges / checkposts, etc. Payment
of Royalty, FDT and VAT is accepted electronically
m-Khanija: (m-permit):
It is one of the best solutions for quarry and other minor mineral lease holders who
have inadequate IT infrastructure at their disposal. m-khanija allow the lessee to get
mineral dispatch permit any time through mobile based SMS application for the
transportation of minor minerals. The details of permit can be obtained through any
mobile by sending message “tripinfo (tripsheet no)” to server no: 9879520274
Benefits:
To lease holders:
Mitigation of internet connectivity issues.
Ease of use with designated parameters.
Solution is open to use for all mobile handsets.
Free from the challenges of setting up IT infrastructure.
Paperless permit.
Anywhere, anytime usage.
35
To DMG
Better validation:
m-permit issued to registered mobile number
Duplication of m-permit information is not possible.
Secure transfer of m-permit information.
Environment friendly solution.
Validation on the go
E-khanija (e-permit)
It is a highly secured web based solution for mining lease holders. After the
successful submission of payment in advance, lessee can apply for bulk permits for
particular mineral and grade. After getting the approval from the concerned District
office, he can get bulk permit having unique number. On the basis of the approved
bulk permit, lessee can generate the e-permits having unique trip sheet number
anytime at the mine head.
36
2) E-SUGAM-DEPARTMENT OF COMMERCIAL TAXES- E-SUGAM – AN IDEA CONVERTED INTO A MANDATE AND IMPLEMENTED BY TECHNOLOGY
Traders dispatching goods by trucks had to obtain ‘Delivery-Notes’ from tax-office,
following a cumbersome procedure. The trucks had to carry these ‘Delivery-Notes’-
duly filled. Clearances at check-posts were an ordeal. The new process eliminated
trader-tax office contact while making both sides accountable. Clearance at check-
posts became instantaneous – bringing objectivity, eliminating corruption and
increasing revenues.
1. Introduction: Project e-SUGAM marks a paradigm shift in indirect tax
collection. It introduced a system of self policing by the tax payers which
substituted the traditional method of controls by the government. This
reduced the hardship of tax payers and also lessened the burden of the tax
authorities. Major benefit was increased revenues, diminished scope for
corruption, trade facilitation, elimination of paper work and total
transparency. Project SUGAM was basically a new idea which was backed up
by technological interventions.
2. The Old System was ineffective, created hardship for traders and provided
fertile ground for corruption: Tax on sales of goods (VAT-Value Added Tax)
is a major revenue source for state governments1. Tax evasion is a major
problem in most countries. While some unscrupulous traders invent methods
for evading taxes, the tax authorities react with more controls. These controls
degenerate over a period of time and become ineffective on the one hand,
hinder trade with a scope for corruption on the other hand.
In order to monitor bulk trade – which necessarily takes place through trucks
– it was mandated that each such consignment shall be accompanied by a
‘Delivery Note’ (DN) duly filled in (details of buyer, name of commodity,
37
value etc). A ‘Delivery Note’ has to be obtained from the tax office - it is
issued in triplicate. The first copy is carried along with the truck, the second
copy is for surrender at a check-post and the third one for submission to tax
office. At the end of every month the trader has to submit a utilisation
statement of the forms issued. The intention of the tax office was that through
this procedure the trader would be forced to account all his/her sales
honestly. But that was not to be. The trader would make different entries in
the original, duplicate and triplicate copies, often there would be forged
Delivery Notes (DN), and most importantly at check-posts the officials were
vulnerable for being won over and not collecting the Delivery Notes resulting
in recycling of documents. The trader was also put to a great deal of hardship
while seeking the blank Delivery Notes. He/she would have to make several
visits to the tax office and often make use of ‘speed money’. At check-posts,
the trucks, would get detained for long time on frivolous grounds sometimes
for getting bribes. Thus it was a lose-lose situation for the trade as well as the
government.
A new idea- a paradigm shift: The entire tax administration based on the
philosophy that a trader would issue a ‘Delivery Note’ (DN) and afterwards
duly reflect it in his/her accounts finally ending up in remittance of tax to
Government. It could be ensured that a DN does not get issued unless the
dealer first accounts for the transaction, the problem of tax evasion would not
arise. This idea would have appeared to be a dream a few years back. But
with internet penetration this became a possibility. If the trader could up load
the details of each transaction to a central ‘Server’ through the internet, and
once uploaded, the ‘Server’ would automatically generate a DN with a unique
number. This unique number could accompany the goods vehicle as a proof
of having uploaded the transaction. Such a system would by itself ensure that
38
once DN is issued there could be no possibility of tax evasion. This process
was christened SUGAM2-Simple
Uploading of Goods Arrivals and Movement. The old as well as new process is
shown in Figure 1 and 2.For more details VISIT WEBSITE: http://sugam.kar.nic.in
39
3) BHOOMI-REVENUE DEPARTMENT- ELECTRONIC INTEGRATION OF BHOOMI WITH STAKEHOLDERS
THE PROJECT HAS WON GOLD MEDDLE UNDER THE CATEGORY
“INCREMENTAL INNOVATION IN EXISTING PROJECT” FOR NATIONAL
AWARD ON e-GOVERNANCE 2013-14
1. Introduction:
Any e-Governance system can monitor the activities only after transactions /
process data are digitally captured on them. Even If e-Governance systems are in
place and its interfaces are exchanging data in the form of paper with other
stakeholders, actual benefit cannot be exploited. Automatic initiation of transaction
soon after receipt of electronic data will come handy in such scenarios apart from
making monitoring easy.
Most significant achievement of BHOOMI has been electronic integration
with stakeholders like Registration department, Land acquiring bodies and Banks &
financial institutions.
2. Scope of Services covered:
All activities in BHOOMI are e-Enabled, all inputs for transactions are
through electronic interfaces like input screens or consuming XML data received
from other stake holders. BHOOMI software is a workflow based system with Bio-
metrics and digital signature integration along with built in FIFO concepts.
3. Innovations to the original project:
Three important innovations which were incorporated in BHOOMI during the
period 2010-11 to 2012-13 are as follows
Electronic integration of BHOOMI with KAVERI
Electronic integration of BHOOMI with BHOOSWADEENA
Electronic integration of BHOOMI with Banks
40
3.1 Electronic integration with Registration process: Registration department is one
of the main consumers of the RORs data as all the transactions to transfer the rights
except inheritance transaction happens in Sub Registrar Office (SRO), which is field
level office under registration department. In the pre-BHOOMI scenario, registration
department was dependent on the documents submitted by the parties at time of
registration and there was no verification mechanism in place. There were instances
where same piece of land had been sold more than once to different people. The
vacuum of non availability of data at the time of registration with respect to
agricultural land has been filled by integrating BHOOMI and KAVERI (Registration
software). The KAVERI system of the Stamps and Registration department now
electronically talks to the BHOOMI system and ensures that the seller is indeed
owner of the property as per the BHOOMI database. Soon after the transaction is
over the extent in BHOOMI database of the seller gets decreased ensuring that he
cannot sell more than what he owns or that he cannot sell same piece of land to
others.
3.2 Electronic Integration with Land acquiring system: Land acquisition is the
process wherein agricultural and/or non agricultural lands are acquired by
government for various activities such as village/town extension, roads, culverts,
reservoirs, canals, military camps, railways, industries etc., Regular Assistant
commissioners in the revenue sub-divisions also act as Land Acquisition Officers
along with special Land Acquisition Officers appointed by government, urban
development authorities, Industrial development authorities, National Highways
etc., Keeping the volatile nature of land records, notifications are bound to go wrong
keeping time required to collect the manual data and preparation of notification
manually. Certain transactions which do not change the ownership such as podi
keep happening even after notification resulting in change in key parameters like
survey number and hissa number itself. The paper based intimations from the land
acquiring bodies were not getting implemented in land records system even though
land records management was electronic in nature. It was up to the discretion of the
41
officials to decide whether to initiate the transaction or not. In essence due to absence
of direct electronic interface between the land acquisition officer and the
administrator of record of right management, the notification of intended acquisition
of land was not indicated on the record of right and most of the time there was a
scope for changing the ownership, creation of liability on the land as well as there
was an enormous scope for acquiring the same piece of land resulting in a huge loss
to the State Exchequer in terms of paying compensation multiple times.
3.3 Electronic Integration with Banks: When revenue department analyzed the
different types of transactions happening in BHOOMI, more than fifty percent of
transactions were pertaining to pledge and release of lands. These are transactions
wherein citizen pledges his land to banks or co-operative institutions for getting
farm credit or released the property after paying back the loan. On analyzing data
for few taluks, it was clear that average time taken for data entry and initiating the
transaction is maximum compared to any other stage. This is because, the volume of
applications that are being received from these banks and co-operative institution for
creating liabilities on the land. Keeping the volume of transactions and time taken
for data entry of the same, Revenue department therefore decided to integrate
BHOOMI and Bank activities electronically. Facility has been enabled for banks and
co-operative institutions to raise request for pledge or release over internet from the
bank itself. The request will contain all the parameters to initiate the transaction in
BHOOMI automatically. This has helped BHOOMI to reduce the pendency at data
entry level and Banks are benefitted because they can access the land records
database for confirming ownership, extents owned by the farmer, other liabilities
that farmer has and also monitor the status of requests raised by them. Banks and co-
operatives institution will also become interested parties for all those land parcels for
which they have disbursed farm credit.
42
4. Adaptability and scalability:
All the three integrations discussed here support local language for storage
and display. Data exchange between stakeholders is in the form of XML documents
which is open standard. XML documents from outside the department are digitally
signed by concerned authority and veracity of the XML is checked before using the
same in the target systems.
5. Accessibility and user convenience:
Keeping in view the context in which three electronic integrations work, it
will be better to discuss accessibility and user convenience separately for each of the
integrations. Following sub sections throw light on impact of incremental changes to
BHOOMI with respect to accessibility of services to citizen and convenience to both
citizens and users within the department.
These electronic integrations were need of the hour as they remove human
discretion and bring orderliness in the process as discussed in earlier sections.
Verification and validation of documents before registration is big step towards
bringing conclusive title system in the country. Access to up to date and authentic
RORs have resulted in easy disbursement of agricultural loans. Certainty and timely
charge creation and removals are encouraging banks and financial intuitions to
advance more and more farm credit.
43
4) BENGALURU TRAFFIC POLICE- B-TRAC- MAKING ROADS SAFER USING TECHNOLOGY:
Bangalore City has witnesses a phenomenal growth in vehicle population and
consequent congestion primarily due to inadequate public transport, coupled with
poor infrastructure. Most of the roads are operating above their capacities. Besides
increasing travel time drastically; it also promotes violation of traffic rules which
result in fatal accidents on the roads. Traffic Managers have long been confronting
such situations and experimenting with various ideas to provide better management
of traffic and stricter enforcement of rules. Bangalore Traffic Police looked towards
innovation and technology to enhance its capability.
Objectives: In 2007, Traffic Department initiated a five year plan called B-Trac i.e.
Bangalore Traffic improvement program with following objectives:
a) Reduce traffic congestion by 30%.
b) Reduce accidents by 30%.
c) Achieve substantial compliance of Traffic Laws and Rules.
d) Create robust revenue model to ensure sustainability on financial front i.e.,
traffic fine amount to pay for traffic management infrastructure, its operation
and maintenance.
Challenges: The ultimate solution for redressing traffic congestion is to increase the
“supply” of infrastructure and reduce the “demand” for private modes of
transportation. Both these objectives have long gestation period and require huge
financial outlays. Moreover, none of above is within the mandate of traffic police.
The challenge for traffic police is to manage the situation on ‘as is, where is basis’ by
utilizing available resources in an optimal manner.
B-TRAC-i.e. Bangalore Traffic Improvement Program was based on the premise
that above objective cannot be realized without the use of technology since it is not
possible to increase manpower indefinitely. Although strict enforcement is required
for sustainable road user behavior changes, yet stricter is usually concurrent with
44
rise in corruption and leakages. Hence, the use of technology to bring objectivity
and transparency and make the whole process rational, evidence based, citizen-
friendly and trust-worthy. Secondly, as is obvious by the results, at is seen that
technology can pay for itself and hence involves no cost in the long run.
The goals and objectives clearly defined, the department prepared a detailed
plan for implementation of technology driven traffic management & enforcement.
While technology was the backbone of the initiative, we had to address all concerns
and a steady mix of right policies and procedures was required to make the initiative
a success. Infusion of technology was planned under two categories, namely:
A. Technology driven Traffic Enforcement:
A transparent and objective method of capturing the violations using
blackberry into central system in real-time with creation of database of
history of violations.
Citizen centric facilities for them to pay traffic fines as per their
convenience.
B. Technology driven Traffic Management:
Monitoring the patterns of inflow and outflow of traffic at major junctions
in the city and making real time interventions to avoid wastage of green
time.
Managing junctions by designing signals based upon the density & turning
movements of traffic with a facility to alter the green time in order to
provide quicker relief to commuters.
Redirecting traffic by dissemination of messages in real time in cases where
problem cannot be redressed within limited time frame.
45
RESULTS: The primary goal of B-TRAC was to make the roads safer for commuters
as well as pedestrians and secondary goal was to reduce congestion and prevent loss
to economy that results from vehicles stranded on the roads. The technical foray
achieved the following results:
1. Ensured effective enforcement process & thereby made roads safer by
reducing fatalities and injuries.
2. Reduced the average time taken to commute by rationalizing mobility
patterns.
46
5) SAKALA-DEPARTMENT OF PERSONNEL & ADMINISTRATIVE REFORMS
SAKALA: No more Delays, we deliver on Time
Introduction
Sakala- Karnataka Guarantee of Services to Citizens Act, 2011 mandates the delivery
of 669 services across 50 departments within a stipulated time. The project started
with 151 services under its umbrella, added another 114 services based on citizens’
demand in December 2012, 110 in August, 2013, 44 in September 2013, 28 in
November 2013, and 32 in January 2014, adding up to a total of 669 services.
Whenever a citizen requests for a service under Sakala, it is compulsory to issue a
computerized unique GSC number which establishes citizens' "Right" for timely
service delivery. Using this number, the citizen can check the status of the
application by sending an SMS. In case the application is rejected or if the service is
not provided within the stipulated time, the citizen may file an appeal to the next
officer. In case of a delay /default of a service request, the officer responsible is liable
to pay a fine of Rs. 20 per day limited to a maximum of Rs. 500 to the citizen as
compensation. Statistics show that 20 months after State wide launch of the Act,
about 41 million citizens of the state have availed of timely delivery of services
across the departments. Office workflow and check list of documents with the
prescribed service procedure/fees payable etc. for all the services under Sakala have
been widely publicized. Online system has been set up to monitor actual time taken
for each and every application received under Sakala.
An acknowledgment receipt is generated along with an SMS, indicating due date for
delivery. Citizen can use the unique 15 digit acknowledgement number to track
status of the application on-line and can also register a complaint to the call centre,
whenever there is a delay/default. There is no need for any papers, documents and
personal visits to register an appeal against delay or defaults.
Sakala’s integrated grievance redress mechanism includes:
47
a) Call Centre- 080 44554455 functions as a hub for receiving & channelizing
complaints, providing information and serving as a feedback tool to understand the
pulse of our citizens. Over 500,000 citizens have already availed the services of the
call centre
b) Helpdesks- 200 desks run by consumer forums, NGOs have been established at
every District and Taluk HQ
c) Phone-in program on Doordarshan - Every first and third Wednesday, the Hon.
Law minister hears out public grievances for suitable action at the highest level. This
puts everyone on high alert.
d) A unified grievance portal - e JANASPANDANA has been developed and is
operated to act as a single window for grievance and complaint resolution across the
State
Pre-Sakala Situation
Citizens were being deprived of receiving basic routine services as there were:
-6 visits on an average for receiving
a service
staff
interventions for a sustainable solution
atistics were either not available or were incomplete.
under-privileged citizens were harassed and humiliated
48
Examples of Practices followed
The project was launched in a unique manner. It has been named by the citizens
through an open competition. The best entry selected was- SAKALA, which in
Kannada means, “in time”, or “good time”. The Logo has also been designed by
citizens, which represents a clock with a hammer of justice. The slogan says- “No
more Delays, we deliver on Time.”
Extensive discussions and deliberations were held with government functionaries
and their associations to convince them about the benefits of implementing this Act
& improving their own brand image. They accepted the fact that they are citizens
first and employees later and it is high time to put themselves in citizens’ shoes!
Standard operating procedures have been evolved at the stage of formulating the
Act itself –which is defined by the employees themselves, thereby resistance is
minimal or NIL.
Once the services were identified by respective departments along with their time
lines, workshops were conducted at State, District and sub District level to build
their confidence levels. Workflow charts were built to map the time taken by each
govt servant for providing the service and to ensure that the administrative system
can gear up to deliver much before the stipulated time. Clear timelines are defined at
each officer level to exactly pin point the cause of delay. This is not just to identify or
penalise the staff, but also helps in understanding the grey areas causing delay in
delivery.
A training plan was drawn with the help of Administrative Training Institute,
Mysore to train 16,000 designated officials about the roles and responsibilities. This
is envisaged as an ongoing process. Infrastructural needs to boost confidence was
provided in the form of providing additional staff (over 460 data entry operators, 200
junior Engineers etc), hardware like computers, UPS and printers to every remote
office worth nearly 7 crore was necessary for ensuring improved output.
Technology is a key factor in assessing and enhancing effectiveness of citizen
services legislation. The National Informatics Centre (NIC) has created a portal
49
ww.sakala.kar.nic.in which provides an interface to the citizen and a platform to the
government officials to (i) Receive (ii) Process (iii) Deliver the services as per a pre-
designed format. Under Sakala, heterogeneous departments have been brought on to
a single platform for integrating tasks like entering the application, tracking the
service request, processing, monitoring delivery delays, defaults, rejections, and
complaint resolution. 40,000 offices directly involving 200,000 employees are
integrated on to Sakala e-platform.
Earlier, there was no tool to measure on a real time basis what is happening in
government offices. Effective monitoring is the key to successful implementation of
this project.
Analytics software has been developed to give insights into critical managerial
aspects and help in decision making. Monthly performance ranking across districts
is done to induce a competitive spirit among employees. The government staff is
conscious of the deadlines and reminded through SMS/e-mail alerts on delay basis
leading to 98% timely delivery.
On the Management front, a Mission has been constituted for the successful
implementation of this Act. Mission is assigned exclusive responsibility of
implementing the Act. Concurrent evaluation of implementation by Indian Institute
of Management, Bangalore keeps the Mission on its tenterhooks.
The Department of Information and Publicity has been making citizens aware of
their rights by virtue of publicizing various provisions of the Act. Over 1620 Street
plays were enacted at peoples’ door steps. Interaction with consumer forums,
resident welfare associations, student community as well as women self-help groups
and other NGO’s were carried out to spread the awareness of this program.
Awareness generation campaigns through social media such as Facebook, Twitter
and bulk e-mails to corporate sector were sent to spread the word.
50
Simplification of procedures
Self-declarations in place of Affidavit for all certificate related services
Exemption of Domicile Certificates by Housing Board for allotments
Caste certificate, now valid for life (earlier 1 year)
Integrating all departments’ data bases to avoid duplication eg. death
certificates linked to pensions
Key elements identified by Sakala Mission for replicability
1. Strong political leadership
2. Publicity and awareness
3. Independent and Concurrent evaluation
4. Citizens trust is the key
5. Government process Reengineering
6. Involvement of senior bureaucrats
7. Ownership by Departments
8. Lean Mission mode
9. Employees Acceptance
10. Defined periodic Monitoring
11. Training and capacity building
12. Augmentation of IT resources /infrastructure
51
SERVICE DELIVERY
52
1) DEPARTMENT OF URBAN DEVELOPMENT- COMPUTERIZATION OF MUNICIPAL FUNCTIONS
Karnataka, one of the most rapidly urbanizing states in India, has demonstrated its
strong commitment to urban reforms. This initiative was the first of its kind in India
where some of the most innovative decisions were taken on the e-governance front
viz., 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.
Introduction
e-Initiatives were formulated to help Urban Development Department (UDD)
improve the capacity of the ULBs in delivering efficient services and to ensure good
governance with the objective of : Enhancing the capacity of urban local bodies to
discharge their functions according to the 74th Constitutional Amendment with
greater sustainability and accountability. Strengthen institutional and financial frame
works in urban services delivery at ULB- level and State-level. Improve the quality
of urban infrastructure through mobilization of resources, investments and
application of sound project appraisal. The broad classifications of the reforms
introduced are :
1. Institutional or Structural - Fund-based Double-entry Accrual Accounting and
Budgeting, Application of IT
2. Revenue generation – Aasthi –GIS-based Property Tax Information System
3. Service delivery - Birth & Death Registration and Certification, Public
Grievances Redressal System, Websites for Urban Local Bodies.
For each city, a website has been launched which provides the sharing of basic
information about the city with the citizens, Portal for the Government-Citizen
Interface, Information on City Finances, Details of Elected Staff, Details of Municipal
53
Staff, Sharing of useful forms with the citizens, Gateway to the web-based Public
Grievance Redressal System, Property Tax Information System, Accounting System,
and Birth & Death Registration and Certification applications etc. It also has a public
grievances and redressal system that enables citizens to register their
complaints/suggestions. It is based on GIS (schematic) based property tax
information system, which computerizes the revenue section of the ULB and
provides online support to manage properties and their taxation. Accounting
reforms based on double entry accrual based system. The key challenge in this
project was the geographical distribution of 213 ULBs, as well as the different sizes
of the municipal bodies (City Corporations (CC), City Municipal Councils (CMC)
and Town Municipal Councils (TMC) and Town Panchayats (TP)).
Creation of a centralized system which was common in terms of process and data
model across the state. Municipal Reforms Cell (MRC) was created in 2005, under
the Directorate of Municipal Administration, Government of Karnataka (GoK),
exclusively for implementation of computerization and other reforms in all the
Urban Local Bodies (ULBs) of Karnataka. The cell is responsible for the projects,
complete software development life cycle like understanding requirements, design,
development, implementation, verification & maintenance. The entire process of
rolling out of Municipal Applications of ULBs is handled by the IT professionals of
Municipal Reforms Cell, duly appointed by the department, through outsourcing.
Municipal Reforms Cell handholds the ULBs in implementation of computerization
reforms and further maintenance of the same.
For more details: www.municipaladmn.kar.nic.in
54
2) DEPARTMENT OF LABOUR-E KARMIKA- E-KARMIKA ON-LINE SERVICE The Department, as part of its functions, enforces various laws in the State which
require citizens to interact with the department as part of adherence to various State
and Central Enactments and one of them is - The Karnataka Shops and Commercial
Establishments Act, 1961.
Under this Act, the department provides for the following:
• Issuance of Registration Certificate
• Renewal of Registration Certificate
• Amendment in Registration Certificate
• Issuance of Duplicate Registration Certificate
• Filing of Annual Returns
• Exemption on weekly holiday for Shops and Establishments
• Exemption for women working in night shift
• Submission of Appeals
With growing population and consequently the business / trade, both
citizen/entrepreneur and the department have been facing several constraints; few
of them are as follows:
The entrepreneur ends up in number of visits to the department for
submission of registration application, fees remittance, renewal, amendments
etc., and also due to non-availability of the concerned inspector for attending
the required assistance
The department keeps the information submitted by citizen/entrepreneur in
hard copy formats and errors happen in repeating the information either in
the certificate or in the records.
The department has limited number of Inspectors whose time is spent mostly
in compiling statistics and issuing Certificates/Licenses, the time available for
physical inspection is greatly reduced, which is one of the key functions of the
Inspector.
55
More than everything, statistics pertaining to actual number of shops and
commercial establishments is a big gap.
Department of Labour, Government of Karnataka desires to automate the
services of department under the Karnataka Shops and Commercial
Establishments Act, 1961.
In this Regard, Department of Labour, Government of Karnataka has
deployed e-karmikaa user friendly application for online registration of
shops and establishments directly by the applicants.
This application will make the entire process of registration a hassle free
process for both the applicants and the Department of Labour.
It is designed to register with proper geographical location on the GIS map
and thereby facilitating the department of get the location of units and
statistics of Circles /Jurisdiction with spatial data.
e-karmika also facilitate the recording of units at the spot using GPS enabled
Hand Held Devices and is designed to consolidate the field survey data
captured using GIS.
Apart from this, it is designed to generate various reports, automatic
intimations and alerts based on the user role.
Steps to be taken before registration by the applicant:
User will be able to view general instructions for registering establishment
through online with Department of Labour.
To view these instructions user has to click on link “Instructions to Shop and
Establishment owners”.
56
WORLDS BEST PRACTICES
57
1) SAKAL MEDIA GROUP – DELIVERING MAHARASTRA Malaysia's Transformation programme & Reform Initiatives:
A Critical Assessment by YB Senator Dato’ Sri Idris Jala Minister in the Prime
Minister’s Department and CEO of Performance Management and Delivery Unit
(PEMANDU)
Sakal is a leading Marathi newspaper in Maharashtra, and with a daily circulation of
1.5 million copies, it is amongst the top 10 regional dailies in the country.
Performance Management and Delivery Unit (PEMANDU) is a national
transformation body set up by the Prime Minister’s office in Malaysia to conduct
consensus-based planning, monitoring and delivery of Malaysia’s Government and
Enterprise Transformation Plans.
Sakal, leveraging its vast reach had already been conducting groundbreaking
grassroots level work in Maharashtra but lacked the knowhow to scale up
operations. PEMANDU on the other hand had some tested tools and techniques to
tackle such problems but could learn from Sakal the power of media to bring about
policy level changes. Sensing such synergies, IbIn brokered an arrangement to bring
PEMANDU’s proven methodology to India.
PEMANDU and Sakal have inked a 50:50 JV to launch a joint program in
Maharashtra and have embarked on a project together called ‘Delivering
Maharashtra’
Project Delivering Maharashtra
Desired
Outcome(s)
The Delivering Maharashtra Program is rooted in an approach
that combines needs identified by the grassroots with the
knowledge of the domain experts. The program is setting the stage
for a high-value and socially responsible state of Maharashtra by
the year 2019. Under this program, multiple think-tanks/labs
would be created to achieve socio-economic transformation. In
May 2014, the first lab on ‘Water For All’ initiative has been set up
58
Project Delivering Maharashtra
under the Delivering Maharashtra Program.
Status prior to
intervention
Water is the most poignant and sensitive issue across rural and
urban Maharashtra and needed immediate attention. It was also
an issue that was understood to be a ‘core issue’ across several
other sectors such as agriculture, industry, healthcare, rural
development, infrastructure, urban development etc.
The
PEMANDU –
Sakal approach
The purpose of the Delivering Maharashtra program is to build
consensus at the grassroots level to understand the needs of all the
key stakeholders and co-create an implementable plan for the
same.
After major public consultations with all sections of society and
running an open public survey through the Sakal Media network,
the most poignant and sensitive sector has been identified to be
WATER. Therefore, the "WATER for ALL" Lab was launched,
which is an extensive, six-week-long program, designed to find
implementable solutions to provide "WATER for ALL" in
Maharashtra.
The theory in use behind the lab process is based on the 3 feet
deep model. The 3 feet model is built around the idea that when
plans for implementation are made they are high level plans at
30,000 feet. However for implementers to understand these plans
they have to be at a depth of 3 feet. To get to these 3 feet plans the
process of the labs were planned in three stages –
1. Pre Lab Stage
2. Lab Stage
3. Post Lab Stage
Pre Lab Stage – The pre lab stage is planned for a duration of 4
weeks and will involve the following :
1.1 Research and accurate data points collected to back up facts for
lab scope
1.2 Defining the Lab Scope
1.3 Key Stakeholder Syndications
1.4 Lab Member selection and invitation
1.5 Lab venue and logistics
Lab Stage – The lab stage is planned for a duration of 6 weeks
2.1 The LAB will comprise of participants from all sections of the
59
Project Delivering Maharashtra
society i.e. the Government of Maharashtra, Business, Academia
and NGO sector. Each section brings with it a different perspective
and methodology to address issues in the WATER sector.
2.2 The LAB is expected to be a 6 week transformative journey for
each participant where they will get to learn, share, collaborate
and jointly develop and present actions plans for issues facing the
WATER sector in Maharashtra with co-participants. This unique
experience will allow each participant to get sensitized to the
divergent views and positions that their co-participants take on
various issues in the sector and at the same time encourage
meaningful collaboration.
2.3 Detailed, in-depth research and analysis from the rural and
urban areas for the WATER sector already done in Pre Lab will
establish a credible, universal knowledge threshold. This will
ensure there is seamless integration of data and knowledge each
of the participants will bring to the table. The LAB will be a
learning experience from DAY 1.
2.4 Established mechanism and structure to bring about a
meaningful and equitable participation from all participants,
mentors and stakeholders. Trained moderators from PEMANDU,
Malaysia will ensure heterogeneity of views and ensure
representation of all sections.
2.5 Detailed discussions to identify ‘key’ issues and joint
development of ‘LAB’ charter which will lead to a solution based
framework called the ‘Big and Fast Results’ (BFR) endorsed by
World Bank, AT Kearney, Princeton University and Harvard
Business School. The LAB mechanism is a tried, tested and
respected model and will ensure that each participant gets an in-
depth knowledge of global best practices in the WATER sector.
2.6 Stakeholder syndication meetings with policy makers
(ministry and secretariat) and experts in tandem with LAB work
to understand ‘ hurdles in policy implementation’, pubic private
participation opportunities and to get validation on solutions to
various priority level issues identified and analyzed during the
LAB
Basis the solutions identified in Lab and validated in syndication,
Entry Point Projects (EPPs) will be conceived with detailed
implementation plan to achieve the Lab Charter
60
Project Delivering Maharashtra
Post Lab Stage – The post lab stage is planned for a duration of 4
weeks and aims to achieve –
3.1 Conduct open day to share outputs of the lab with people of
Maharashtra
3.2 Launch of delivery/unit system with governance structures,
key performance indicators/targets.
3.3 Emotional connect program to keep the people up to date with
the progress.
Status as on
date As on 27th May, 2014, the six week lab phase is in progress
61
2)MAITRI-MAHARASHTRA
As envisaged in the Industrial Policy 2013, the State Government of Maharashtra has
started Investor Facilitation Cell which marks a shift in the mind-set of the
Government of being a regulator to that of a facilitator. The Investor Facilitation Cell
has been officially named as Maharashtra Industry, Trade and Investment
Facilitation Cell (MAITRI), which was launched by Hon’ble Chief Minister of
Maharashtra, Shri Pritviraj Chavan on February 27, 2014 in Mumbai.
Government Resolution
A Government resolution has been issued defining the functioning of this cell.
Three committees under the chairmanship of Chief Minister, Chief Secretary and
Principal Secretary – Industries department respectively have been constituted to
oversee effective and efficient functioning and implementation of the cell.
MAITRI’s Role
Maharashtra Industry Trade & Investment Facilitation Cell (MAITRI), the
Government to Business (G2B) Portal is a completely online-based one stop shop
for existing and prospective Investors to get consolidated information about the
investment process with regards to expanding their existing units or to set up a new
business unit in the State. MAITRI will provide services through hand-holding
support, management of web-based portal, coordination with different government
agencies.
MAITRI’s online portal also enables applicant to download application forms even
for the services which are not completely online. Filled forms can be submitted at
MAITRI or at the concerned office for obtaining approvals. Investors will also be
able to receive prompt information from this portal and from the team of executives
Introduction
62
at ‘MAITRI’. To avail services from MAITRI, Investor will have to register online on
www.mahaebiz.com. Once the online registration is done and the online
application has been made by the investor, team of executives at MAITRI will track
the progress and closely follow up every single application with the respective
departments to get the approvals within the stipulated timeframe as per the citizen
charter. This system also enables the investor to raise their grievances online.
MAITRI will cater to the investment projects to the tune of INR10 crore and above,
which are designated as Large and Mega projects under Industrial policy of
Maharashtra 2013. This cell will assist the investors in obtaining approvals for 31
services across 8 departments and will guide the investors through the investment
process in the state. MAITRI will also reach out proactively to such business units
(Mega and Large projects) which are pending and awaiting approvals.
S. No Service Location of Industry Department
Pre-Commissioning Stage Industries Department
1 Approval of Mega Project MIDC/Outside MIDC
2 BTAL Permission Outside MIDC Directorate of Industries
(DoI)
3 NA Permission for Agriculture Land Outside MIDC Revenue Department
4
Zone Change for Agri. Land under
Outside MIDC
BTAL
Urban Development
Department (UDD)
5 EM-I Registration MIDC/Outside MIDC Directorate of Industries
6 Land Allotment MIDC
Maharashtra Industrial
Development Corporation
(MIDC)
7 Stamp Duty Exemption MIDC/Outside MIDC Directorate of Industries
8 Water Reservation Consent Outside MIDC Irrigation Department
9
Environment Clearance for BUA>20000
Outside MIDC Environment Department
Sq.M.
10 Building Plan Approval MIDC
Maharashtra Industrial
Development Corporation
(MIDC)
63
S. No Service Location of Industry Department
11 Building Plan Approval Outside MIDC Urban Development
Department (UDD)
12 Factory Layout Plan Approval MIDC/Outside MIDC Directorate of Industrial
Safety & Health (DISH)
13 Consent to Establish MIDC/Outside MIDC Maharashtra Pollution
Control Board (MPCB)
14 Water Connection MIDC
Maharashtra Industrial
Development Corporation
(MIDC)
15 Permission to Mortgage MIDC
Maharashtra Industrial
Development Corporation
(MIDC)
16 Provisional Fire Approval MIDC Maharashtra Industrial
Development Corporation
Services available through Single window on MAITRI’s web portal
S. No Service Location of Industry Department
Pre-Commissioning Stage
17 Provisional Fire Approval Outside MIDC Maharashtra Fire Services
18 Electrical Connection NOC MIDC
Maharashtra Industrial
Development Corporation
(MIDC)
19 CST & VAT Registration MIDC/ Outside MIDC Sales Tax Department
Post-Commissioning Stage
20 Final Fire Approval MIDC
Maharashtra Industrial
Development Corporation
(MIDC)
21 Final Fire Approval Outside MIDC Maharashtra Fire Services
22 Building Completion Certificate MIDC
Maharashtra Industrial
Development Corporation
(MIDC)
23 Consent to Operate MIDC/Outside MIDC Maharashtra Pollution
Control Board (MPCB)
24 Drainage Connection MIDC
Maharashtra Industrial
Development Corporation
(MIDC)
25 Line Charging NOC MIDC/Outside MIDC Public Works Department
(PWD)
64
S. No Service Location of Industry Department
26 Power Connection MIDC/Outside MIDC Maharashtra State
Electricity
Distribution Corporation
Limited (MSEDCL)
27 Boiler Permission MIDC/Outside MIDC Directorate of Boilers
Post-Production Stage
28 Registration under Factories Act 1948 MIDC/Outside MIDC Directorate of Industrial
Safety & Health (DISH)
29 EM-II Registration MIDC/Outside MIDC Directorate of Industries
(DoI)
30 Permission for Contract Labour MIDC/Outside MIDC Labour Department
31 Professional Tax Registration MIDC/Outside MIDC Sales Tax Department
3
65
3) GUJARAT POLLUTION CONTROL BOARD: ONLINE SERVICES
With the aim of more transparency in the process, uniformity and quick disposal,
Gujarat Pollution Control Board has developed software known as an extended
Green Node (XGN) with the help of National Informatics Centre (NIC) Gandhinagar
for online applications under various Environmental laws. This has made clearance
procedures more Transparent, Accountable, Responsive besides achieving absolute
objectivity and uniformity.
Which industrial unit is required to obtain permission/consent of the Board?
In the territory of Gujarat state, accordance with the provisions of “The water
(Prevention & Control of Pollution) Act-1974, every water polluting industry has to
obtain the consent of the Board for bringing in to use on outlet for discharge of
effluent in to a stream, sea or land. “AND accordance with the provisions of the Air
(Prevention and Control of Pollution) Act-1981, every industry emitting gases has to
obtain the consent of the Board.” AND accordance with the provisions of Hazardous
Wastes (Management, Handling and Trans boundary Movement) Rules, 2008
framed under Environment (Protection) Act, 1986 every unit generating/ handling/
managing hazardous wastes and operating any facility for collection, reception,
treatment, transportation, storage and disposal of hazardous wastes have to obtain
the authorization of the Board.
Before establishment of such industrial project, the applicant is required to
obtain the Consent to establishment (CTE). The Consent to Operate- Consolidated
Consents and authorization (CCA) is required to obtain at the time of starting of the
operation/production at the industrial plant.
66
Permission of the Board before establishment of Industrial Project (Consent to
Establish- CTE)
Every industry is required to obtain Consent to Establishment– CTE before
establishment of industrial unit / project. (Earlier known as NOC)
With the aim of more transparency in the process, uniformity and quick
disposal, Gujarat Pollution Control Board has developed software known as an
extended Green Node (XGN) with the help of National Informatics Centre (NIC)
Gandhinagar for online applications under various Environmental laws.
Applicant shall obtain necessary ID and PASSWORD for XGN from
concerned regional office of the Board. The information of the regional Offices is
available on the website www.gpcb.gov.in
Applicant shall get proper guidance related to online application from
regional office. Recently the Board has introduced HELP DESK facility in Head
office and all regional offices to eliminate difficulties to the applicant for online
applications.
On receipt of the application for Consent to Establishment (CTE), the officers
of the Board will inspect the proposed site for environmentally suitability as early as
possible. During inspection necessary written instructions are given in writing
regarding requirements of pollution prevention and/or pollution control measures as
case may be, so that applicant shall install environment management system at the
time of establishment of the industrial plant.
Based on the product profile mentioned in the application, industry is
categorized as Red, Orange and Green. Further based on the investment of plant and
machinery it is categorized as Large, Medium and Small scale industry. Based on
these classification application of CTE is being decided at the level of the regional
office or various rank of offices at the head office as case may be.
67
Permission of the Board to operate industrial plant (Consent to operate- CCA)
Every Industrial unit, after installation of required Environmental
Management System (pollution control measures) and on starting production
activities, immediately shall apply for Consolidated Consent and Authorization
(CCA) under the provisions of the Water Act, the Air Act and the Hazardous Waste
Rules.
Applicant shall ensure to obtain Consent to Establish (CTE) prior to apply for
the Consent to Operate (CCA).
On receipt of CCA application, Board officials will inspect the industrial plant
to verify the installed Environment Management System (EMS) to prevent and
control pollution and also get checked its efficacy. After careful legal and technical
scrutiny, the Consolidated Consents and Authorisation (CCA) will be issued to the
applicant specifying various terms and conditions and discharge standards.
Note:
CTE and CCA are being issued with validity of 5 years.
Before expiry of validity of the CCA, applicant shall have to apply for the
renewal of it.
Applicant industry shall have to comply with all the conditions and standards
stipulated in its CTE/ CCA order and shall have to submit Monthly as well as
Annual returns/forms.
Procedure for online CTE and CCA application at the website (XGN) of the Board
gpcbxgn.gujarat.gov.in
Applicant shall obtain a unique GPCB ID and PASSWORD from concerned
regional office, after providing basic details of the project to the office. With the help
of unique GPCB ID and Password, industry shall login at the web site - http:/
/gpcbxgn.gujarat.gov.in.
68
Click on “IND” appeared on screen.
Click on ONLINE APPLICATION – as mentioned at point number 3.
As appeared on screen, from 1 to 15 point, click on OPEN simultaneously and
enter information in the boxes. After entering all the information, SAVE it.
On click at point no. 8, first of all click on “Applicable” and mark ‘V ‘for PDFs
in the boxes (which ever are applicable to industrial unit).
Please do not mark ‘V‘, whenever particular information / PDF is not
applicable to industrial unit.
Scan and Convert all related documents in to PDF format and make soft
copies of all the document before uploading on the system.
Click on “Upload”. Only those information which ‘V ‘marked earlier will be
appeared on. Now upload relevant documents from FILE column. By correct
uploading of documents all red boxes will convert to green colour.
Enter the details in the each point no. 1 to 15 and then click on NEW APPLICATION.
After click on NEW APPLICATION, the amount of the processing fee will appear on
the screen.
On scrutiny of your application by officers, applicant will receive message for
acceptance (Accepted) through SMS on mobile.
In case, any information is missing and/or not filled then applicant will
receive SMS regarding query (Query). Query shall be complied/ replied within given
time limit.
On receipt of application, industry will prepare Demand Draft (D.D.) of the
amount of processing fees. The details of D.D. shall have to enter in the XGN or
industry shall pay their RTGS/NEFT.
69
Then, two sets of print copy of the XGN generated application form, print
copy of all the uploaded documents and original D.D. shall be submitted to
concerned regional office of the Board.
Procedure to be followed for online application at the XGN after login at XGN
Provide all latest information and Update your Profile.
Enter the information related to Stack/Vents, ETP, Hazardous waste products,
raw materials etc.
Enter the information related to Water Cess and file Water Cess e-return.
Mention quantity of water in KL/Day only.
Mention permissible limits of applicable parameters based on earlier CTE or
CCA order issued by the Board or after getting help from GPCB office.
Enter information of water pollutants and air pollutants.
Enter name, Address and Mobile number of owners of industrial unit.
Pay analysis charges (Lab bills) to the regional office, if pending.
Scan and Convert in to PDF format (soft copy) and upload all relevant
documents.
Pay water cess amount to the office (principle and interest) after due
calculation their RTGS/NEFT.
Update main basic information (Master data).
Upload Environment Auditor’s recommendation, if applicable.
Upload Environment Statement Form-V.
Open REPLY MENU and then enter the reply of query which is asked from
regional office and then click on SAVE.
Enter information related to Hazardous Waste disposal and its Return.
Enter information related to energy consumption –Production, APCM and
ETP.
Enter information in prescribed Monthly and Annual Forms.
70
Information (CHECK LIST) while uploading online application for CTE and CCA
Information of raw water usage (KL/Day)
Information of waste water disposal (KL/Day)
Information of ETP along with flow diagram
Information of air pollution control system
Adequacy certificate from Auditor (Only for CTE) regarding efficacy of
proposed EMS
Name , address and mobile number of owners of industrial unit
Certificate from Talati regarding “Distance of nearby Places” (only for CTE)
Authentic documents related to ownership of land (only for CTE)
Map showing place and plan / Lay out of industry
SSI Certificate and investment Certificate of C.A. (show land, building, plant
and machinery details separately)
Treatability / Feasibility study report. (In case of pollution potential Unit)
Notorised undertaking on Rs. 100/- stamp paper regarding “NOT
APPLICABILITY OF WATER ACT, AIR ACT and/or HAZARDOUS WASTE Rules,
whichever is applicable (in prescribed format).
Form-15 under Hazardous waste rules -2008 (in case of accident).
Form-VI & Form-VII (in case of import of Hazardous waste under Hazardous
waste Rules-2008).
Details of manufacturing process with process flow diagram.
Copy of earlier issued CTE/CCA grant or rejection order (if issued).
In case of reapply for the CTE/ CCA, submit compliance report of reasons
mentioned in the rejection Order issued by the Board.
In case of renewal of CCA, submit compliance report of conditions given in
CCA order granted by the Board.
Form-4 for Annual report under hazardous waste rules.
71
Compliance report of remarks / suggestion given by the auditor in the
environment audit report. (3 pages)
Environment statement form-V
Certificate from Central Ground Water Authority in case of use of ground
water (For applicable Taluka only)
Membership certificate of CETP and TSDF (if applicable)
Form 12 and 13 , Annual report, If applicable
Any other specified details, if asked.
Procedure to obtain authorization under Bio-Medical Waste (Management and
Handling) Rules, 1998
In the territory of Gujarat State, accordance with the Bio-Medical Waste
(Management and Handling) Rules, 1998 notified under the Environment
(Protection) Act, 1986, the occupier in relation to any institution generating bio-
medical waste which includes a hospital, nursing home,
clinic, dispensary, veterinary institution, animal house, pathological laboratory,
blood bank by whatever name called; as well as an operator of a facility for the
collection, reception, storage, transport, treatment, disposal etc, shall have to apply
in Form-I and obtain authorization of the
Board before handling and management of bio-medical wastes.
Procedure to obtain Authorisation as follows:
Applicant has to obtain a unique GPCB ID and Password by providing
required information from the concerned regional office.
Required Information : Name and address of Health care Unit / Hospital, name of
doctor with mobile Number, nature of hospital, authorisation number ( In case of
72
renewal ), number of beds, O.P.D. per day, date of commencement of hospital, name
of associated CBMWTF, membership number, validity of membership, number of
lab samples per day.
After scrutiny of the information provided by the applicant, the system
generated GPCB ID and Password shall be informed via. Registered Mobile number.
Then, Doctor/ In charge of Health care unit shall have to LOGIN at the web
site- gpcbxgn.gujarat.gov of the Board.
Click on MENU and update information related to health care unit like name
of health care unit, name of doctor/ in-charge, complete address of hospital, mobile
number, date of commencement
Number of hospital, number of beds, number of lab. Samples per day,
percentage of bed usage, name and registration number of associated CBWTF and
validity of membership, nature of practice, details of various category of wastes like
collection/storage/ treatment /disposal etc.
Category wise bio-medical waste generation shall be entered.
Then, click on UPDATE button after entering above details.
Enter information in the menu of ANNUAL REPORT for system generated
annual report. In case of new health care unit, annual report is not needed.
After generating annual report, open BMW Online Application Menu and
enter all required information. On entering number of beds, the applicant will know
the amount of application processing fees to be paid.
In case of less than 1000 O.P.D. per month and having zero bed, the health
care unit shall have to submit notarized undertaking on Rs.100/- stamp paper. Scan
and convert undertaking in soft copy- PDF format and upload through
“UNDERTAKING” button.
Click on SAVE button. Inward number appeared on the screen is the
indication that application has been filled.
73
This application will be scrutinized and then Accepted by concerned regional
office. The intimation to enter the details of demand draft D.D. shall be received via.
SMS on registered mobile.
On receipt of SMS regarding processing fee, enter details of D.D. number,
name of bank, branch etc. SAVE it.
Then, applicant has to get print copy of system generated application, annual
report. Duly signed Application form, duly signed annual report. Original D.D.,
Membership certificate of associated CBWT shall be submitted to concerned regional
office.
Procedure to obtain registration under Plastic Waste (Management and Handling)
Rules, 2011
As per the provisions of Plastic waste (Management and Handling) Rules, 2011, any
person manufacturing or proposing to manufacture plastic carry bags, multilayer
plastic pouch or sachets shall apply to the Board in Form-1. Person recycling or
proposing to recycling carry bags or multilayer plastic pouch or sachets shall apply
in Form – 2 appended to the rules. System for online application is not fully
developed. Applicant shall submit applicable Form along with following documents
in duplicate at concerned regional office.
Consolidated (Common) consents and authorization issued by the Board
Registration of District Industries Centre (DIC)
A notorised undertaking assuring compliance of the provisions of the Plastic waste
(Management and Handling) Rules, 2011
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Compliances for revocation of closure order
Unit shall have to apply for revocation of closure order in prescribed format.
The format is mentioned at point no. 10. As per this format.
Unit shall have to comply with all the reasons mentioned in the closure order.
Further Unit shall have to apply for consent to establish and submit requisite form,
documents and processing fees at concerned regional office.
In accordance with the provisions of the Water (Prevention & Control of
Pollution) Act,1974, the Air (Prevention and Control of Pollution) Act-1981, “The
hazardous wastes (Management, Handling and Trans boundary Movement) Rules,
2008 framed under the Environment (Protection) Act, 1986. Unit shall have to apply
for CTE / CCA with all required Forms, documents and fees in concerned Regional
office of the Board.
Unit shall have to install all necessary equipment / system to control water
pollution, air pollution and handling & management of hazardous wastes
(Environment Management System).
Unit shall have to submit notarized undertaking on Rs. 100/- stamp paper for
the assurance of regular and continuous operation of EMS after commencement of
production and it must be duly signed by authority.
In case, Bank Guarantee (B.G.) shall be submitted under the guidance of
concerned Unit Head at Head office. The information on bank guarantee is given at
point no. 11. The decision of extension of B.G., return of B.G. and/ or forfeit of B.G.
will be taken on basis of compliance of environmental laws.
Unit shall have to pay water cess amount, water cess e-return, analysis
charges (Lab bill), monthly and annual report etc.
Before issuing revocation order, the documents related to revocation of
closure order, compliance report, measures taken by unit shall be legally and
technically scrutinized by the Board. Further compliance of closure order directives
and pollution control measures shall be verified and inspected by the regional office.
Industrial unit shall have to comply the directions / instruction mentioned in
trial run/ revocation order. Further compliance report of it shall be submitted to head
office as well as regional office in advance to get extension or permanent revocation.
Point to be noted:- At the time of operating an industrial plant against any closure
order issued under the provisions of the Water Act, Air Act and / or Hazardous
Waste Rules, unit shall have to obtain trial run or permanent revocation order.
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4) SINGLE WINDOW CLEARANCE – DEPARTMENT OF
INDUSTRIES AND COMMERCE, PUNJAB
Single Window Clearance
Single Window Clearance and Clearance from different bodies like PCB, PSEB
A System to provide single window service to the entrepreneurs has been launched
by the State Government. The State Govt. under this system, had devised a Single
Composite Application Form for Clearance relating to release of Power Connection
by P.S.E.B, Grant of NOC/Consent to operate under Water & Air Pollution Control
Act by PPCP and Site Approval under the Factories Act, 1948 by the Factories
Department. The Clearances will be granted in fixed time schedule for setting up
Industrial Units in the Punjab.
The Govt. has constituted an Empowered Committee with the following
composition:-
1. Composition
Chief Secretary Chairman
1. Principal Secretary to Chief Minister
2. Principal Secretary, Industries &
Commerce
3. Principal Secretary, Irrigation and
Power
4. Secretary, Environment
5. Secretary, Housing & Urban
Development
6. Secretary, Labour
7. Director of Industries, Punjab
Convenor.
The Chairman of Committee may co-opt other Administrative Secretaries/
State Government Officials, as and when required.
2. Powers and Functions
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The powers and functions of the Empowered Committee shall be as under:-
1. To monitor sanction/clearances from the environmental, locational and
other aspects to entrepreneurs setting up large and medium industries.
2. To oversee the implementation of Industrial Policy 1996, by the
Department/Agencies concerned in the State Government.
3. Procedures
1. The Empowered Committee shall lay down its own procedure for the
transaction of business and the decisions taken by it shall be
implemented by Government/ Agencies in the interest of promotion and
growth of industry in the State.
2. The entrepreneurs shall give information regarding inputs/clearances
needed for the project in the Composite Application Form to Udyog
Sahayak.
3. Udyog sahayak shall transmit composite applications received from
entrepreneurs to the Department/Agency concerned for getting their
approval/ clearances within the time frame indicated in the Appendix
4. These cases after due processing would be put up to the empowered
committee.
5. The approval/clearance granted by the Empowered Committee shall be
valid for two years. It shall be extended for one year in genuine cases
where delay had occurred due to the circumstances beyond the control of the
entrepreneurs.
6. The Empower Committee shall meet once in a month or earlier, if
necessary.
4. Executive Committee An Executive Committee with the following
composition is hereby constituted to assist the Empowered Committee by
monitoring the disposal of applications that are sent to the various
Departments/Agencies for approval/Clearance:-
Director of Industries, Punjab Chairman
Dy Chairman and Managing Director,
Punjab State Industrial Development
Corporation Limited.
Member
Managing Director, Punjab Small
Industries and Export Corporation
Member
Managing Director, Punjab Financial
Corporation
Member
Managing Director, Punjab State
Electronics Development and
Production Corporation Ltd.
Member
Chief Engineer Commercial, Punjab
State Electricity Board, Patiala
Member
77
Chief Town Planner, Punjab Member
Member Secretary, Pollution Control
Board, Patiala
Member
Industrial Adviser-cum-Additional
Director, Industries, Punjab
Member
Chief Coordinator, Udyog Sahayak Member Secretary
Chief Conservator for Forests Member
Chief General Manager Telecom Member
Besides, the Executive Committee shall also be competent to sanction expenditure,
approve appointment to Udyog Sahayak and exercise administrative control over its
staff. The executive Committee shall meet once in a month. Executive Committee
would also deliberate, once in two month, issues pertaining to the existing industrial
units. Representatives of concerned departments would be requested to attend such
meetings as special invitees.
5. The Administrative Department of State Government shall immediately issue
necessary directions/instructions to the Head of Department/Agencies under
their administrative control so that they assign top priority to the cases being
sent by Udyog Sahayak under Single Window Clearance Scheme and
immediately implement the orders of the Empowered Committee. The
constitution of Empowered Committee and Executive Committee and their
functions shall be changeable at any time and with the approval of Chief
Minister
6. Single Window Committee at District Level:
A Single Window Committee will function at District level with following
composition:-
Deputy Commissioner Chairman
1 Environmental Engineer, Punjab Pollution Control Board,
2. Superintending Engineer/Executive Engineer of PSEB,
3. District Officer of Housing and Urban Development, Authority
4. Assistant Director of Factories
General Manager, District Industries
Centre,
Convenor
The above committee will provide sanctions/clearance for setting up of small
scale Industrial Units in the state. The Committee will meet once in a month
or earlier, if necessary.
78
Annexure
Sr. No.
Department Service/Facility Time Limit
1. Department of Industries,
Govt. Punjab
i. Sponsoring of Composite applications to the concerned Department/Agency
5 days
ii. Recommendation to GOI for Letter of Intent/ Industrial License and Registration for Milk Products.
2 Weeks
iii. Sponsorship for essential Raw Material/ inputs 4 Weeks
iv. Allotment of plots in Industrial focal points/Growth Centres out of "Off the Shelf" Quota
4 Weeks
v. Incentives
a. Investment Incentive
4 Weeks
b. Sales Tax exemption
1 Weeks
c. Any other incentive 2 Weeks
vi. Sanction of Loan by PFC/PSIDC 8 Weeks
vii. Registration of Boiler by Chief Inspector of Boiler. 3 Weeks after the receipt of application if requirements
are satisfied.
2. Department of Environment
i. Site approval/ environmental clearance by CSA for 20 highly polluting Industries
2 months after the receipt of application
ii. Adequacy Certificate by the Competent State Authority (CSA)
1 month from the receipt of application
iii. NOC from Pollution Control Board in respect of
Green Category
a. Marginally Polluting Industries 15 days from the receipt of application
b. Moderately Polluting Industries 1 month from the receipt of application
Red Category
a. Clearance Certificate from Pollution Control Board.
One Month from the date of receipt of application
b. Sanction to operate from Pollution Control Board in respect of:
1 Month after submission of compliance of NOC.
c. Renewal of Consent from the Pollution Control Board.
3 months after submission of application with 2 months of
submission of renewal request.
3. Chief Inspector of
Factories
i. Site Clearance for 29 hazardous industries from the point of view of health, safety and welfare of the workers.
2 months from the date of receipt of complete
applications
ii. Approval of Factory Plan under Factories Act, 1948. Within 1 month from the
date of submission of application.
iii. License for running the factory to be issued by the field Officer
2 weeks after receipt of application
4. P.S.E.B Sanction of Power:
S.P. (upto 20 K.W)
a. Issue of Demand Notice 4 Weeks
79
Sr. No.
Department Service/Facility Time Limit
b. Release of connection after compliance of demand Notice
8 Weeks
M.S. (21-99 KW)
a. Issue of demand Notice 4 Weeks
b. Release of Connection 12 Weeks
L.S (Upto 500 KW)
Issue of demand Notice 60 Days
Release of Connection 12 Weeks
L.S. (above 500 KW)
a. Feasibility study 90 Days
b. Issue of Demand Notice 60 Days
c. Release of connection 11 KV 90 Days
80
5) E-COMMERCE COMPLAINT RESOLUTION
Introduction
Any agency handling complaint management systems must perform, at the
minimum, three key functions: provide a definite closure within a reasonable time
frame, provide next steps where resolution is not in the agency’s control, and handle
all transactions in a way that prevents repetitive complaints. With this in mind,
iShout was launched by a private entrepreneur. The intention was to make a positive
impact on the customer service scene in the country by helping to resolve complaints
by customers shopping online. Online shopping was selected because the domain is
new, growth rates are phenomenal, hence it is important that consumer friendly
processes are put in place at the earliest.
This case study describes a project under which 1,250 unresolved customer
complaints related to online shopping were taken up. It explains the process
followed for identifying complaints, taking each case to its logical conclusion in a
way that would, if not prevent then at least discourage recurrence.
Taking each complaint to its logical conclusion meant that the complaint was
followed up with the merchant and status update/check with the consumer was
repeated till closure was obtained in one of the following ways:
a. The complaint was resolved to the satisfaction of the consumer
b. Consumer was not able to provide evidence to substantiate the complaint and
hence the complaint had to be dropped
c. The merchant refused to entertain the complaint and hence the complainant
was guided to escalate to the next authority (in many cases the consumer court).
iShout was able to resolve 650 out of the 1250 complaints, 350 had to be dropped due
to lack of evidence and 250 consumers had to be advised to approach the consumer
court.
81
Examples of Practices followed
iShout believes that most customer service issues can be solved by application of
quality management principles and problem solving attitude. This formed the basis
of their approach to helping consumers in complaint resolution. This approach
required them to:
Be transparent in our communication with both merchant and complaint
Take decisions based on facts and evidence
Proactively reach out to complainants rather than wait for them to make
contact
Make available multiple means such as phone, email, website for
complainants to check status of their complaints or share information with us
Collect sufficient documentary evidence before approaching the merchant
Ensure that each step in our operational process had a clearly defined entry
and exit criteria
Put in place a time bound escalation mechanism
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Initial research on complaints data suggested that a large number of complaints on
the Internet were lying unused, unattended and unresolved. So iShout decided to
work on these complaints rather than invite new complaints. Since this data had
valid complaints mixed with opinions, reviews and anonymous complaints or
complaints without sufficient information about the transaction, therefore a
cleansing and validation process was set up to separate complaints with from
everything else.
After data cleaning, consumers who had made substantive complaints were
contacted to check status of the complaint or register it formally (if not already done)
and obtain a reference number from the merchant about whom the complaint was
made. Then a status update was given to the complainant based on merchant
feedback. A key challenge in such situations is to bridge the communication gap
between the two stakeholders (complainant and merchant) so that issues can be
resolved in a transparent manner based facts and evidence.
To obtain definite closure on all complaints in a time bound manner, iShout adopted
a problem-solving attitude as against a presumption of negative intent or
vindictiveness. This was appreciated by merchants and as a result they were much
more responsive, decision making was approached on the basis of verified facts.
There was a risk that consumers or merchants may not provide complaint details
and updates. To mitigate this, we kept an outcome focus with a problem-solving
attitude. In hindsight, this has indeed helped us win the trust of complainants and
cooperation from merchants thereby resulting in resolution of complaints that were
hitherto lying unresolved.
Operational Process Steps
1. Collecting Complaints: Before starting the complaint resolution work, iShout had
made a list of different blogs/websites that listed complaints. However they
83
observed that these source blogs/websites kept going offline. Therefore it was
decided to:
Keep text/screenshot of each complaint and
Use dynamic search rather than refer to a static list of source websites
2. Data Cleaning and Validation: Since complaint data had substantive complaints
mixed with other communications relating to online shopping incidents, data had to
be cleaned to yield substantive complaints. A complaint was considered substantive
if it contained:
Reference to a particular consumer transaction
Complainant details (Name and at least one of email/phone number)
Substantive complaints were validated before taking up with the concerned
merchant. The process of validation involved speaking to the complainant on phone
(at least once) and interacting through email if required. A complaint was considered
valid if it contained:
Customer information, at the minimum name, location, and contact number
Unique reference number for transaction
Current status of complaint
Previous interactions with company indicate ‘unresolved’ status of complaint
3. Coding: In this step the information collecting was documented using the
following two excel sheets:
Master Sheet with complainant related details collected for validation e.g.
Name, Age, and Address etc.
Status Sheet containing complaint related details & status of interactions with
both complainant & e-commerce company.
84
Some information such as complainant contact information & order related details
was common to both sheets.
4. First contact with merchant: Contact was established with merchant named in the
complaint using multiple channels like phone, email and social media (FB/Twitter)
to check:
Ref no. given is valid and relates to an order from the said merchant
Whether a complaint has been recorded against order (if complainant doesn’t
have ref no.)
o If complaint existed complaint no. was noted and status/action taken was
enquired
o If complaint did not exist, complaint was formally registered & complaint
no. taken
Documentary evidence was shared with the merchant as required and name of the
customer care representative and/or call reference number (if available) was noted
for future reference.
5. Status update to consumer: The consumer was given update on phone/email on
the response from the merchant. Also clarification or additional details/evidences
were taken and the consumer was reminded to keep the iShout team in loop for all
future communications from merchant.
6. Subsequent follow-up with merchant: The following three step process was
repeated in tandem with process 5:
Step 1: Follow-up with Company periodically for next two weeks, document
each interaction. After 1 week, Escalate to manager level and connect on social
media. Duration: 2-3 weeks
Step 2: Escalate to CXO level through email/social media if possible. Duration:
2-3 weeks
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Step 3: If no action or response from company after steps 1 & 2 then advise the
complainant on how to escalate to the next authority and how to present case
This task was repeated for 4- 6 weeks or till closure of the complaint as resolved,
dropped or referred for escalation.
7. Closure: Three different closures were possible:
Complaint resolved: Verify satisfaction of complainant before marking
resolved.
Dropped: If documentary evidence not available or three consecutively
unsuccessful attempts at contacting complainant
Escalate to Next Authority: Complaint cannot be resolved at iShout’s level
and complainant guided to approach next authority (Consumer court in most
cases)
In total 1250 complaints were collected from September 2012 to August 2013. iShout
was able to resolve 650 out of the 1250 complaints, dropped 350 due to lack of
evidence and guided 250 complainants to approach the next authority. Zero
pendency was achieved in October 2013. Average resolution time was 3-4 weeks.
Achievements
Closure for all complaints in time bound manner
The outcome focus and problem-solving attitude worked well with
complainants and merchants as they appreciated the fact that the issues were
not sensationalized and instead solutions were explored.
> 52% complaints resolved and those complainants who did not get a
resolution, they were guided on what are the other actions they could take
86
Improvement Opportunities
Around 30% issues could not be resolved at iShout’s level. This was either
because connect at CXO level could not be found to escalate the issue or
documentary evidence was in sufficient
The online ticketing systems and emails for most service providers did not get
time bound response and therefore only connect in such cases was merchant
call centers
Validating telephone conversations became a major issue especially because
merchants were not willing to share a copy of the recorded conversations
Lessons Learnt
Team responsible for Complaint resolution systems need to have a problem-
solving attitude and also be ready to constantly review and dynamically
change processes at periodic intervals to improve efficiency
Well defined operational process with built in automatic escalation
mechanism plays a key role in ensuring a high resolution and 100% closure
Documentary evidence and fact based approach helps speed up decision
making and get better response from merchants
87
6) UK MODEL ESSENTIAL SKILLS FOR MULTI-STAKEHOLDER
COLLABORATION
Introduction
A multi-stakeholder collaborative approach is fast becoming the predominant
development paradigm but it is a disappointing reality that most multi-stakeholder
collaboration falls far short of intention and potential and there is a risk that
‘partnering’ will become discredited before it has had a chance to prove its value.
On the whole, the partnering / collaboration process is poorly understood (by
partners, donors, champions) and is often badly managed so. We have worked hard
to understand why this is so and to make the case for investment in the development
of partnership brokering competencies because we are confident that this makes a
measurable difference to the quality, innovation, reach and sustainability of complex
collaboration. Box 1
88
Why is partnership brokering necessary?
It is common for partnerships to be highly project and outcome-focused – which is,
of course, as it should be since all those involved want to see that their efforts
achieve tangible goals and have impact. However, to maximize the added value of
collaborating across traditional boundaries requires more than a signature on a piece
of paper, it requires a considerable amount of effort to understand the drivers,
priorities, imperatives, constraints and values of those working. Most of us are quite
ignorant about sectors other than our own and we therefore make judgments about
others sectors based on assumptions rather than knowledge.
The views summarized in Box 2 are directly drawn from early-stage partnership
building workshops in widely different contexts – including India (it is noteworthy
that inter-sector prejudice is remarkably global!).
Box 2: Stereotyping of each sector by those from different sectors
GOVERNMENT BUSINESS DONORS/UN NGOs COMMUNITY
Bureaucratic
Buck passing
Dogmatic
Short-term
Inflexible
Controlling
Profit driven
Quick fix
Hard-nosed
Self-centred
Greedy
Inconsiderate
Arrogant
Latest ‘fad’
Overpaid
Wasteful
Insensitive
Imposing
Demanding
Lazy
Uneducated
Difficult
Hot-tempered
Weak-willed
Unprofessional
Point scoring
Self-righteous
Narrow focus
Unrealistic
Unaccountable
Many partnerships proceed without any real attempt to get beneath these
stereotypes. Those involved collaborate with a degree of suspicion and / or
skepticism. They more or less expect the partnership to fail and for this reason
refrain from investing fully and / or relinquishing ‘behaviour-as-usual’.
A partnership broker* is an active ‘go-between’ who supports partners /
stakeholders in complex collaborations in navigating their partnering journey by
helping them to create a map, plan their route, choose their modes of transport and
change direction when necessary.
89
Partnerships brokers:
• Are active enablers, catalysts, shapers and coaches
• Operate both formally (explicit) and informally (implicit)
• Can be ‘internal’ or ‘external’ to the partnership
• May need to operate pro-actively and / or re-actively
• Work at all levels (grass roots implementation to strategic decision-making)
• Can come from any sector / professional background
• Seek to make their brokering role redundant by empowering partners
Partnership brokering (effectively ‘process management’) is not important solely in
the early stages, it can be critical throughout the partnership’s life cycle – though
what brokering is required will change over time – see box 3:
Box 3:
90
Partnership Brokering – A New Profession
What constitutes a ‘profession’? A professional is understood as someone who
possesses an important and / or uncommon expertise – undertaking things that
others cannot do for themselves. They are accepted because of their qualifications –
typically defined by education, training, and certification – that are designed to
protect the public.
They are able to work with a significant degree of autonomy – trusted to do the right
thing, to practice with excellence and to look after the interests of those they work
with / for. Typically, professionals are affiliated to an organisation that sets
standards and represents their interests.
The international Partnership Brokers Association was established in 2012 based on
work to develop training and formal accreditation that started in 2003. As a non-
profit, social business (not a charity) we operate a self-financing model without
dependence on grants – when the training ‘takes off’ in a new context, it markets and
funds itself.
91
7) CORPORATES VIEW-LABOUR, COMMERCIAL TAX, AGRICULTURE
MARKETING ANALYSIS.
Registration under Shops and Establishments Act
92
VAT Registration
93
Professional Tax Registration
94
Documents needed for export of Agricultural Products sdfsafs f
95
WEBSITES FOR REFERENCE:
http://www.icrisat.org/what-we-do/agro-ecosystems/Bhoo-Chetana/home.html
http://www.bescom.co.in
http://sugam.kar.nic.in
http://khanija.kar.ncode.in
www.kship.in
www.municipaladmn.kar.nic.in
http://www.bhoomi.karnataka.gov.in/landrecordsonweb/
http://www.bangaloretrafficpolice.gov.in
http://housing.kar.nic.in/
http://89.238.162.147/krrda.in/(S(1komn155atglbj45yn431545))/default.aspx
http://www.uddkar.gov.in/
https://www.karnataka.gov.in/surakshate/Pages/home.aspx
http://ksfc.in/
www.sakala.kar.nic.in
http://www.agricoop.nic.in/
www.ekarmika.com
http://sakalmediagroup.com/initiatives/delivering-maharashtra/
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