Innovations in Governance

1. Innovations in Governance Pradeep Singh Kharola

2. Governance Defined • The concept of "governance" is not new. However, it means different things to different people. • Governance is what government does. • "the act or process of governing, specifically authoritative direction and control“ - Webster's • "Governance involves interaction between the formal institutions and those in civil society. Governance refers to a process whereby elements in society wield power, authority and influence and enact policies and decisions concerning public life and social upliftment." -The British Council

3. Impact of Governance is Widespread • As opposed to a business firm it impacts a larger section of society or the entire society. • An individual interacts with government for various services – from cradle to grave. • All critical services are by and large within government’s domain. • Government has to be equitable. • The clientele is quite segregated.

4. Common Perceptions about Governance • Some indicators: • Can one get a building license from a municipality without bribe? • Does on find a police station citizen friendly? • Can one hold a doctor in a government hospital responsible for wrong treatment? • Is recruitment of staff in government jobs ‘fair’? • Does a driving license ensure that the holder is a competent driver? • Do the buses run on time?

5. Governance is Complex • It has multiple objectives • It has multiple stakeholders. • It is difficult to pin point responsibility. • Diffused accountability. • Bound by procedures • The processes have to be transparent and fair • Governance covers both regulation as well as services provisioning

6. Citizen’s Feedback • Officials do not adhere to prescribed time schedules in coming and leaving their offices. • Offices do not have any designated day or time-schedule for meeting people. • There is great deal of inconvenience and delay in getting different certificates (e.g. - income and castes certificates) because of cumbersome procedures and indifference of the office. • Files in government offices do not “move” without payment of a bribe. • There are no nodal officers in departments implementing various developmental programmes for informing people on how to avail of the benefits. • Letters written to higher authorities like Governors and Chief Ministers for redressal of grievances are marked to different departments who do not take any action on them. • Acknowledgements are not given for the complaints filed.

7. Citizen’s Feedback (contd) • The Village Accountant is generally absent from the Gram Panchayats – some hours per day should be fixed for his presence. • There is rampant corruption in police stations and tehsil offices. • Senior citizens are not treated with due regard by officials and are often harassed. • Negligence on the part of government officials, even when pointed out to higher authorities, goes un-heeded and un-punished. Citizen Centric Administration – The Heart of Governance • Action is rarely taken by the Vigilance and Anti-Corruption Department to check corruption in Government departments. • Suomotu disclosures of information are not being made at the lower levels. • Citizens seeking information from government departments like municipal corporations do not receive satisfactory response.

8. Barriers to Good Governance • Attitudinal Problems of Civil Servants • Lack of accountability • Red Tapism • Low levels of Awareness of the Rights and Duties of Citizens Inadequate • Ineffective Implementation of Laws and Rules

9. Tools For Reforms • Re-engineering processes to make governance ‘citizen centric’. • Adoption of appropriate modern technology. • Transparency. • Citizens’ charters. • Independent evaluation of services. • Grievance redressal mechanisms. • Active citizens’ participation – public-private partnerships.

10. All Innovations Need not be Technology Driven • The first thing which comes to ones mind – Use of IT. • IT is a powerful tool but it is not the be and end all of all innovations. INNOVATIONS COULD BE IN THE FOLLOWING FIELDS • A new Product or service • A better process. • Institutional innovations –RTI • Organisational innovation. • Conceptual innovation • Use of technology

11. ThreeCase Studies • Recruitment in Government Organisations – an idea • Monitoring of Bus Fleet Operations – Technology. • Reforming Checkposts- Sugam

12. First Case Study Recruitment in Government Organisations – an idea

13. The Problem • Public transport organisations are big in size. • Huge recruitment of drivers- about 1000 per annum. • The old process. • Process is beset with opaqueness and hence vulnerable to corruption. • The quality of drivers recruited is usually sub-standard.

14. The Challenge- designing a test for drivers • 5 marks - Start & Move forward on upslope • 5 marks - Forward Driving on curve shape “8” • 5 marks - Reverse Driving on curve shape “S” • 5 marks - Drive & park in shed in reverse • 5 marks - Traffic signs and signals knowledge • Candidate sees the marks & signs on the spot continued….

15. BMTC Driving Test Tracks(Bus used is Leyland Viking 205”, 60% ROH) Test-1: Start and drive on upgradient • Position: Engine put-off, foot on break pedal, neutral gear, hand brake released • Candidate to start and move vehicle forward without any slightest roll back • No Roll back drive :: 5 marks • Roll back up to 4” :: 4 marks • Roll back up to 8” :: 3 marks • Roll back up to 12” :: 2 marks • Roll back up to 16” :: 1 mark • Roll back more than 16” ::0 mark • Immediate entry of marks in the score sheet

16. BMTC Driving Test Tracks(Bus used is Leyland Viking 205”, 60% ROH) • Test-2: Forward driving on curve of shape “8” • Track radial width 17 feet approx., • Inner radius 25.6 feet, outer radius 42.6 feet, • Wooden stumps placed at distances of 12.15 • feet on outer and 13.4 feet on inner curves • Standard track drive time 1 minute Misplacement or toppling of: • One stump………………………… no deductions; • Subsequent each 1 stump……… deduct 1 mark; • Each reversal of vehicle………… deduct 1 mark; • Time taken: • More than 1 minute up to 3 min….. deduct 1 mark, • More Than 3 minute ……………….. deduct 2 marks • Maximum Marks ……… 5 marks • Minimum Marks ……….0 marks

17. BMTC Driving Test Tracks(Bus used is Leyland Viking 205”, 60% ROH) • Test-3: Reverse Driving on Curve of Shape “S” • Track radial width 19.25 feet approx., • Inner radius 32 feet, outer radius 51.25 feet, • Wooden stumps placed at distances of 13 feet • Standard track drive time 3 minute • Deduction for displacement or toppling of: • One stump………………………… exempted; • Subsequent each 1 stump……… deduct 1 mark; • Each forward move of vehicle…..deduct 1 mark; • Time taken: • More than 3 minutes up to 6 min….. deduct 1 mark, • More Than 6 minutes ……………….. deduct 2 marks • Maximum Marks ……… 5 marks • Minimum Marks ……….0 marks

18. BMTC Driving Test Tracks(Bus used is Leyland Viking 205”, 60% ROH) • Test-4: Drive in reverse and park in shed • Width of parking slot 12 feet approx., • Wooden stumps placed at distances of 5 feet on either side of parking slot • Deduction of marks for displacement or toppling of each stump ……deduct 1 mark; • Each forward move of vehicle- deduct 1 mark; • Maximum Marks ….5 marks; Minimum marks…… 0 mark.

19. BMTC Driving Test Tracks(Bus used is Leyland Viking 205”, 60% ROH) • Test-5: knowledge of Traffic sign and Signals • Traffic sign and signals numbered & displayed • By lucky dip candidate picks 5 numbers from a box • All correct answers by the candidate 5 marks given • For each wrong answer deduct 1 mark • Additional Supervision in addition to testing by DME • Maximum Marks ……… 5 marks • Minimum Marks ……….0 marks

20. Making the System Fool proof • Other candidates are watching • Supervision of testing by about 5-6 additional officers • One officer to allot candidate to DME at random • Security officers videograph tests at random • At all stages of test, the marks are entered on the spot by the candidate • Confidentiality in specific tasks while transparency is cent percent, no element of fear or favour

21. The Second Case Study Vehicle Tracking and Monitoring Using GPS and GIS

22. The problem • Buses don’t run on time – sometimes they do not run. • The last trips are normally avoided. • There is no way the operating crew can be held accountable. • There is inconvenience to passengers on the one hand and loss of revenue to the organisation on the other. • The system is beset with corruption

23. Conventional System of Vehicle Tracking • Vehicle tracking under conventional system is carried out manually by posting traffic controllers / time keepers at some important points • This does not give 100% coverage besides it depends on human alertness thus prone to errors • It is very expensive • It is not tamper proof • The data generated as entries in the register are not processable

24. Vehicle Tracking System

25. GPS Antenna mounted on the Top of the Bus GPS Antenna

26. GPS-Receiver Data • The data recorded by GPS receiver give the Latitude (N) and the Longitude (E), both in degrees, minutes and seconds followed by time (in hour, minute and second) and date

27. Developing GIS Map GIS is a database system for capturing, storing, checking, checking, integrating, manipulating, analysing and displaying data which are specially referenced to earth • For this purpose the map of Bangalore containing roads were digitised using satellite images provided by ISRO upto a radius of 50 kms

28. Satellite Imagery

29. Digitised Road map of Bangalore in 50 Kms radius

30. Tracking of Vehicle movement • The pulled data is used for tracking the movement of the Vehicle off line through the features available in Arc view package Animation Show

31. GPS-Receiver Data • The data recorded by GPS receiver give the Latitude (N) and the Longitude (E), both in degrees, minutes and seconds followed by time (in hour, minute and second) and date

32. GPS-Reports • Software for conversion of latitude and longitude into the nearest land mark was developed • Software for generating a log-sheet giving the location of the bus at periodic intervals in terms of landmark was developed

33. Route length: 27.9kms * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * Route length: 30.5kms * * * * * * * * * * * * * Route length: 29.3kms

34. Conclusion • The reports generated have immense potential • It became possible to analyse the punctuality of the bus throughout the route • Cases of missed trips and short trips were brought to light • The distance traveled by the bus could be calculated • The GPS readings be the base for scheduling of buses • It also help in case of accidents by establishing the recklessness or otherwise of the driver

35. Why should Government Innovate • The current practices and quality of services leave much to be desired. • The existing resources – human and material have to be used more creatively • There is a pressing demand to reform

36. What drives Innovation in Government • Political Initiative or pressure by politicians or people • Change in leadership • A crisis • New opportunities created by technologies etc. • Individual initiative

37. Factors that encourage innovation • Autonomy • Participation and team work • Support or demand from the citizens for better services. • Resources • Knowledge-management • Documentation of best practices • Reward mechanisms

38. Factors that inhibit innovation • Pressure to make no mistakes. • Strict adherence to rules and regulations • Lack of understanding the spirit behind the rules. • Over-centralisation • Resource limitation • Resistance to change • Too many oversight mechanisms

39. Technology – major tool for innovation • Most people, however, think of technology in terms of its artefacts: computers, sophisticated engines, automatic tools and implements, health check up machines, microwave ovens, to name a few. But technology is more than these tangible products. • Science aims to understand the "why" and "how" of nature, engineering seeks to shape the natural world to meet human needs and wants. • "the practical application of knowledge especially in a particular area" - Merriam-Webster . • It’s the thinking of a man or woman who sees before them an opportunity to improve a process, or to create a device or object that facilitates, improves or aids something or someone else.

40. Why Technology has not been able to provide good governance in all cases? lessons • Focus of technologists has been on tangible commodities – governance is intangible. • Lack of understanding of governance processes amongst the technologists. • Lack of understanding of technological tools among the people who ‘govern’.

41. Technology • Technolgy is a powerful tool to improve governance. • But use of technology has certain pre-requisites. • Marrying the governance reforms with technology is a challenge.

42. Innovation – National Knowledge Commission • The most critical external barrier is skill shortage arising out of lack of emphasis on industrial innovation, problem-solving, design, experimentation, etc in the education curricula. • There is also need for more effective collaboration between industry, universities and R&D institutions. • Systematic reform of the higher education system (including skill based marketable vocational education) in India is essential to develop the required intellectual capital as well as generate effective synergies among industry, government, the educational system, the R&D environment and the consumer. • Innovation is a complex activity that requires widespread interaction across the entire economy.

43. The real test of successful innovations Knowledge should not be confined to equipments, hardware, megabytes and frequencies, related to technology but foremost, to pay greater attention to applications, services and innovations.

44. THANKS