Good Practices and Innovations in Public Governance 2003-2011

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Good Practices and InnovATIONS in Public Governance used in Andrha Pradesh. The wide network of NIC, as well as coordination between employees and a standardized central data structure has made the transferability of the project exceptionally smooth and fast. It takes only a few hours to install the system in a new district, but strategically it takes time to implement. This system can be made operational by conducting a Lokvani meeting once a week under the chairmanship of the District Magistrate. Lessons Learned The Lokvani initiative has proved that a low literacy rate, financial constraints, and power shortages are not a barrier for implementing a successful e-Governance project. Sitapur has a 38.6% literacy and negligible computer literacy rate. However, this did not prove to be a deterrent to the project since the existing kiosks were used as an interface between the system and the citizens. A key learning point from this solution is that word of mouth is the most effective and efficient mechanism for generating awareness among rural and semi-urban citizens that have low literacy rates. Rural people have lost trust in advertisement due to false promises made to them. Hence, trust can be built only by offering services that satisfy their needs over a period of time. By charging the kiosk operator an annual fee for hosting government services instead of subsidizing kiosks, the Lokvani initiative has proved that e-Governance projects can be a source of revenue for governments even in a district where 88% population is rural and the average per capita income is very low. The project has succeeded despite several odds such as extremely poor literacy, only six to seven hours availability of power in rural areas, minimal computer literacy, poor connectivity and an inert socio-political atmosphere. It has demonstrated that e-Governance/ICT can succeed without electricity also in rural areas, provided a good business model is built around it. Kiosks are managed using generators/invertors/solar devices. This shows that profit motive and competition can overcome many infrastructural inadequacies. The large success of the project has created an e-Governance friendly atmosphere in the state. Another important lesson learned is that widespread awareness, as well as a more informed public opinion can go a long way in the fight against corruption. People were unaware of their rights as well as of the various services offered by the government. Lokvani has brought about a well appreciated transparency by displaying the performance of officers on the web (sitapur.nic.in/lokvani/stp/officerwise_detail. asp). This kind of openness cannot be found yet in any other government organisation in the country. 206
2008 Category 1: Singapore Asia and the Pacific Singapore 2008 Category 1 Winner Home Ownership Programme Housing and Development Board, Singapore Description Fulfilling the aspirations of Singaporeans for homes and communities through the Home Ownership Programme established by the Housing Development Board in Singapore. Summary To forge nation building and community development for a multi-racial society, the Government of Singapore decided to move away from rental housing to leasehold owner ship flats by encouraging home ownership. Singapore’s “Home Ownership for People Scheme”, was introduced in 1964 through the Housing & Development Board to help Singaporean families own their apartments. With home ownership, each Singaporean family has an asset to hedge against inflation and an investment that can be monetized in times of need. The Problem When Singapore obtained its independence from Great Britain in 1959, it faced serious problems of a rapidly growing post-war population (4.3% per year or 60,000 citizens), high unemployment rate (about 13.5%) and a critical shortage of sanitary housing. Public housing provided by the colonial government was grossly insufficient to meet a booming population. Basic housing was out of reach to large majority of Singaporeans. Only 9% of 1.6 million people were living in public housing. The city was mostly occupied by dilapidated and overcrowded shop houses. Due to postwar rent control, landlords had no incentives to maintain their properties and allowed them to sink into disrepair, while their chief tenants benefited by endlessly sub-dividing cubicles to maximize large number of sub-tenants to collect rent. At the city periphery, racketeers made quick profits on unauthorized shelters in squatter settlements and in vacant land that were not properly controlled, to ignorant citizens. Such overcrowded slums and squatter colonies with no sanitation, water or basic facilities were homes to more than half a million people. They became breeding grounds for disease, crime and fire hazards. Social disharmony and frustration among the different communities of ethnic groups were strong; riots and strikes were common. 207
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