Handbook on Best Governance Practices of Karnataka

2020 - 2021
Innovations for Sustainable Future
SDGCC
Planning, Programme Monitoring
and Statistics Department
Government of Karnataka
HANDBOOK ON
BEST GOVERNANCE
PRACTICES OF KARNATAKA

“BEST GOVERNANCE PRACTICES OF KARNATAKA" is designed for the use of diﬀerent
State Departments and Developmental organizations to implement innovative models
to achieve Sustainable Development Goals 2030. This handbook is compiled by the
Sustainable Development Goals Coordination Centre (SDGCC), Planning, Programme
MonitoringandStatisticsDepartmentincoordinationwithUNDP.
FirstEdition : 2021
PublishedBy : Planning,ProgrammeMonitoringandStatistics
Department,GovernmentofKarnataka
Compiledby : SDGCoordinationCentre
Copyright : Planning,ProgrammeMonitoringandStatistics
Department,GovernmentofKarnataka
Planning, Programme Monitoring and Statistics Department
#711 / 715, 3rd Gate, 7th Floor, M S Building, Bengaluru - 560 001
Phone: 080 - 2203 2197
Website: https://planning.karnataka.gov.in/english
Facebook: https://www.facebook.com/deptplanning.gok.16
E-mail: sdg2030.karnataka@gmail.com, planninghdddirector@gmail.com

Executive Summary
In the year 2020, the Government of Karnataka has made intense efforts to achieve
SDG goals and targets. Various departments and developmental organizations have
cometogethertoeffectivelyworkinestablishingandmaintainingprocessesinorderto
build the human and social capital of the State. This handbook identified different
practices in the State in responding and recommending sustainable actions for the
future. The concept of best practices is a means of accumulating and applying
knowledge about what is working in different contexts. It is both the lessons learnt and
the continuing process of learning, feedback, reflection, and analysis. The objective of
this report is to strengthen capacities, promote the application of best practices and to
collect, produce, disseminate, and endorse. In this handbook, over 20 best practices
are documented which are an attempt to capture details and provide useful insights
andofferreferencesforallactorsoftheState.

8
Since December 2017 around 5.15 lakh calls have
been received and 99% of issues have been resolved.

BEST GOVERNANCE PRACTICE - 1
Innovation in
Implementation of
Housing Schemes
SDG 1
This innovation was conceptualized and dealt to monitor the progress of construction and the
quality of houses in 27,000 villages and 279 Urban Areas. The project components include Self
Payment - Indira Mane Mobile App, Audit through GPS mechanism and reaching out to people
throughSPANDANAortheCallCentre.SinceDecember2017,5.15lakhcallshavebeenreceived
and 99% of the issues have been solved. Every telephonic request is instantly attended by the
RajivGandhi HousingCorporationLimited(RGHCL) Support teamwhichtriesto solvetheissues
onthespot.
Summary

Objectives
= Monitor the progress of construction and the quality
of houses in around 27,000 villages and 279 Urban
Areas
= Ensure quick transfer of subsidy amount directly to
thebeneficiaries'accounts
= Preventionofinaccurateprogressreports
= Ensureoptimumutilizationoffunds
= Manage all the above activities with 30 employees
working at state level without any field level officers
exclusivelyforhousing.
Project Components
Self-Payment -
Indira Mane Mobile App
= This module enables the user to capture the
photographs of the stages of her/his house
(Foundation, Lintel, Roof and Completion)
photographsalongwithGPSCo-ordinates(Latitude
&Longitude).
= The App checks whether the current standing
location falls within a 40mtr radius of the 1st Stage
GPS location. If it is within a 40mtr radius, then the
app allows the user to proceed further, if not the
Appdisallowsfurtherusage.
= On an average 7000-10000 photos of houses which
are at different stages of construction are daily
uploaded
Audit through GPS
= SystemAudit-AlltheGPScoordinates-Latitudesand
Longitudes - related to the construction stages of the
houses of the beneficiaries within the same Taluk are
compared with each other. If the comparison shows
them to be within a 3mtr radius, then subsidies to
such beneficiaries are blocked until it is justified by
thedistrictimplementingoffice.
= Regular Audit -All those photos whose GPS Co-
ordinates do not fall within a 3mtr radius, such
photos are pushed to the Audit Team for regular
verification. Those photos which are within the
criteria/ conditions, such photos are considered for
thereleaseofthesubsidy.
= DBT–FinalDisbursalthroughAadhar
Reaching People –
SPANDANA – Call Center
= Every telephonic request is instantly attended by
the Corporation Support team and try to solve the
problemsonthespot.
= Every day around 2,000 requests are received and
for every call, an instant acknowledgement is sent
viaSMS.
= Every request is logged into the Call Centre
softwareforfurtheranalysis.
Rajiv Gandhi Housing Corporation Limited (RGHCL) was
created in the year 2000 as a special purpose vehicle to
provide housing for socially and economically weaker
section of the society through effective implementation of
CentralandStatehousingschemes.
The innovation in the implementation of housing schemes
was formulated to deal with the delay in communication
which affects the target, selection and approval, ineligible
beneficiaries, delay in starting and completion of houses.
(2-3Years),underutilizationoffunds,delayinpayment,the
interventionofintermediariesandlackoftransparency.
Introduction
Outcome and Impact
= 50,000- 70,000 Beneficiaries receiving benefits
weeklythroughDBT
= 18.21 Lakh SMS being received by registered
beneficiarieseverymonth
= 24.76LakhHousescompletedsince2010-2011
= 91.40 Lakh Houses' stage - wise photos with GPS
coordinatescapturedacrossthestate
Technology used by Rajiv Gandhi
Housing Corporation Ltd in
construction:
Monolithic Shear wall technology has been used for
construction of houses under various housing schemes
like PMAY(Urban) and other State sponsored Group
Housing Schemes.' which is cost and time effective. About
735 houses have been constructed in flood ravaged
Kodagu district in a very short period by using the same
technology.

Chief Minister's One Lakh
Bengaluru Multi Storey
Housing Scheme
Online Applications have been invited with real
time eligibility checks to ensure genuineness of
theapplications. Andalsoonlineselectionfacility
has been provided in the portal through which
beneficiaries can select flat of their choice as per
norms.
Foundation
Lintel
Roof
Completed
Contact Details
The Managing Director,
Rajiv Gandhi Housing Corporation Limited
(A Government of Karnataka Enterprise),
9th Floor, C & F Block, Cauvery Bhavan,
K. G.Road, Bengaluru.
Email - rgrhcl@nic.in
Ph - 080-23118888 / M - 9448287512
= Karnataka State Horticulture Department has been assisted in GPS enabled mobile technology for drip
irrigation.
= Ministry of Rural Development, Govt. of India has appreciated the solution and few modules have been
incorporatedintheirsystemforPradhanMantriAwasYojna(Grameen)
= RDPR-GoKhasbeenassistedinborewellmanagementsystemusingGPSbasedvalidations

8
Successfully rejuvenated ground water through desiltation of 23 Tanks
at Raichur & Yadgir.
14,70,217 cubic metres of silt had been excavated in Yadgir* 5,279
farmers benefitted from using the silt for agricultural purposes.

Jal Samvardhan –
A Unique District-wide
Water Conservation Programme
SDG 2
Summary
The Aspirational Districts Program of NITI Aayog defines district as the unit of implementation.
TheGovernmentofKarnatakaconceptualizedauniquedistrict-widewaterconservationmodel
the Jal Samvardhan Program with Bharatiya Jain Sanghatana, a Pune-based disaster - response
NGO as knowledge and implementation partner. Strategies and processes to implement this
pilot programme were streamlined to rejuvenate all water bodies in Yadgir and Raichur
districts, to achieve the dream of making these districts water - sufficient in 5 years. The Jal
Samvardhan program involves all stakeholders through a transparent process with no
monetary exchange taking place amongst them. With its high visibility, the program is executed
at about 20% of the normal cost with active involvement of farmers, making it a true Jan
Andolan.

The Jalsamvardhan Program is implemented with the help
of Bharatiya Jain Sanghatana, a Pune-based disaster-
response NGO. As a part of the program strategy and
processes, a decision wasfirst taken to map all water
structures in the district that are governed by various
departments. The Yadgir administration, with the help of
all the line departments like agriculture, forest, water
resources, minor irrigation, among others, identified
water bodies and their feeder channels that required
desilting, widening and deepening. Consequently, the
scope of the work was defined for each of the water body
that existed in every taluka of Yadgir. In February 2019,350
water structures were identified in six talukas for water
restoration and after a technical feasibility assessment,
the final scope of work was prioritized. These structures
included village ponds, storage tanks, dams and minor
irrigation tanks where water conservation needed to be
done to increase the water storage capacity. It is a joint
Outcome and Impact
Application of silt to rain-fed farming improves water-use
efficiency and productivity of agricultural land. It is
beneficial to sandy and alkaline soils. The application of
tank silt to agriculture land before the onset of monsoons
not only replenishes soil nutrients, but also improves the
soil texture and moisture-retention capacity, which is
conduciveforenhancedcropproduction.
Since the initiation of earthwork in February 2019 until 22
June 2019, 14,70,217 cubic metres of silt had been
excavated in Yadgir. Farmers transported silt to fertilize
2,450 acres of their farmlands. As many as 5,279 farmers
benefitted from using this silt for agricultural purposes.
Yadgir has been using 3,61,144 trolleys and 2,621 tippers
worthofsilthasbeentransportedbyfarmers.Similarwork
was also undertaken in Raichur district. BJS has been
promoting an equal distribution of silt among marginal
and large farmers. The Sangathan motivated the big
farmers to support the marginal and small farmers in
transporting the silt to their farms by providing trolleys
andtippers.
It is no secret that the available, utilizable water resources
of the country are insufficient to meet our future needs.
The need of the hour is to conserve all those little drops of
water that are used every day, every moment and in every
walk of life. Nowhere is this truer than in the Yadgir district
of Karnataka, which has been classified as the most arid
band of the country and the most drought-prone area of
the state. What makes the situation worse is the fact that
the district solely depends on rain for all its water-related
needs,andsadly,theaveragerainfallintheareaisonly725
mm and normal rainy days are only 46 days in a year. Over
the years, continuous droughts have affected all facets of
life in the district, be it the economy, agriculture, livestock,
livelihoodoffarmersorotherdomesticwateruse.
Situated in the north-eastern part of Karnataka and
predominantly an agricultural district, Yadgir is divided
into two agro-climatic zones – the eastern transition and
the north-eastern dry zone. Of a total geographic area of
5.16 lakh hectares, the net sown area in the year 2016-17
was 3.35 lakh hectares, of which 1.49 lakh hectares
(44.47%)wascoveredbyirrigation.Themajorcropsgrown
in the district are jowar, red gram, paddy, cotton,
groundnut, bajra and green gram. Raichur too has a similar
geographic and agricultural profile, and with Yadgir next to
itformsoneofthemostdrought-proneregionsintheState
ofKarnataka.
Both districts are part of NITI Aayog's Aspirational District
Programme. During a visit to the districts to assess the
implementation of various developmental schemes and to
understand the grassroots-level challenges, it was found
that the administration, farmer community and the
private sector had come together to start the unique
Jalsamvardhan Program for district-wide water
conservation. It was noteworthy that the MoU for this
program was signed in the presence of Dr. Rajiv Kumar,
Vice Chairman of NITI Aayog during his visit to Bangalore
on15December2018.
Introduction
Project details
initiative of the Government of Karnataka, private sector
and farmers. The Government of Karnataka supported
implementation of the program through the district
administration. While the District Commissioner of Yadgir
provided diesel for heavy earthmoving machines to
complete the work, farmers carted away the silt from
water bodies to their farmlands at their cost, thereby
participatingcollectivelyintheproject.
Budget of the Project
As per the Minor Irrigation Department 2020-21 schedule
rates of contracts, the unit cost of desilting works out to
Rs.73 per cubic metre including silt transportation charges.
Through the Jal Samvardhan program model, the
Government of Karnataka contributes diesel for heavy
earthmoving machines, and farmers contribute by carting
away the excavated silt to their farmlands at their cost,
reducing the requirement of CSR contribution to Rs.20 per
cubicmetre.

Case Story-1
Rejuvenation of MI Tank in
Ibrahimpur Village,
Shahapur Taluka, Yadgir
A lake in the village was desilted as part of the Jal
Samvardhan program, excavating 33,240 Cu.M. of silt,
creating an additional water storage capacity of 3.32 crore
litres. A total of 89 farmers in the village benefited through
applicationoftheexcavatedsiltintheirfarmlands.
Shri. Bhimraya, son of Shri. Sabanna applied 100 trolleys of
silt to his two-acre farmland that grows cotton. In the
previous year he used fertilizers in his farmland and realized
per acre yield of 10-15 quintals. However, this year he
applied the excavated silt and did not use any fertilizer and
received a yield of 30 quintals per acre, resulting in a profit
ofnearlyRupeesonelakh.Heishappytonarratehissuccess
with other farmers, encouraging them to use silt in their
farmlands for better yield. The farmers in this village
thanked the Yadgir District Administration and BJS for their
excellentwork.
The overall scope for rejuvenation of water bodies in a
district is usually five times of what can be achieved in a
year. Yadgir district can become water-sufficient and
maximum farmland in the district can be fertilized if
rejuvenationofwaterbodiesiscarriedoutconsecutivelyfor
a period of 5 years. Farmers need to be sensitized through
different methods and a special campaign on the use of
tank-silt application. The Program should have a separate
component for tank-silt application as well. There is a need
to focus on tank-silt application and explore ways for
scaling-up this practice for better and sustained crop
production. There is tremendous scope to harvest
rainwater and improve the tank irrigation scenario in
future. Now, villagers see a ray of hope and say this will
motivatethemtorestoreotherwaterbodiesaswell.Similar
effortshavenowbegunintheneighbouringdistrictRaichur,
withShimogaandafewotherdistrictsinthepipeline.
Findings
Contact details
Smt. Raga Priya
Deputy Commissioner and District Magistrate Yadgir,
M : 9482570780
BJS
Head Office:
Sri. Vishal Phanse
Bharatiya Jain Sanghatana Level 3,
Muttha Chambers II, Senapati Bapat Road,
Pune 411016, Maharashtra, India
Email – vphanse@bjsindia.org
M: 8446704888
Case Story-2
Rejuvenation of Village Pond
in Katletkur Village,
Raichur Rural
Nadeem, who is a marginal farmer is struggling with the
problem of water scarcity. That was when the work to
deepen the village pond by removing the accumulated silt
was initiated as part of the Jal Samvardhan program.
Nadeem too transported the excavated silt in 350 trips of
tractorandspreaditinhisthreeacresofland.Themoisture-
laden silt helped him to grow crops in the Rabi season. The
deepening of the pond led to the increased percolation of
groundwater, giving the village community increased water
inthepondfordomesticandagriculturaluse,whichwilllast
foralongtime.
Impact on farmers
Before implementation of the Jalsamvardhan program,
soil moisture and water availability were constraints. Due
to lack of water-harvesting structures, the run-off could
not be efficiently utilized. Dry land farming was
predominantly practiced with uncertainty in crop yield,
which resulted in the migration of many of the community
members. Before the government, the private sector and
farmers came together with the idea of renovating natural
ponds, water was available only during monsoons.
However,itisnowavailablethroughouttheyear.
After the construction of these tanks, water is now
available in both kharif and rabi seasons. Farmers are
cultivating more area for groundnut and vegetables, as
well as using the water for critical stages of red gram,
cottonandgroundnut withsprinklerirrigation.
Katletkur is a small village in rural Raichur. It is a drought-
prone village and falls in semi-arid area. Over the past few
years, the village has faced deficit rainfall, which resulted in
decreased moisture in soil. The village is dependent on a
pond for all its domestic requirements, but its storage
capacity was reduced due to continuous accumulation of
silt over the years. Due to scarcity of water for irrigation,
crop production has also drastically reduced since past two-
3years.

Since inception:
= APMC's Brought under On-line: 162
mainmarkets,31sub-markets
= Stakeholders Registered on UMP: 52
lakh farmers, 43 thousand traders and
19thousandcommissionagents.
= Transaction milestone: Notified
commodities, 207 lakh lots, Trade
Value: Rs.210,796 crore, Traded
quantityof 803lakhMT

Innovations in
Agricultural Markets
SDG 2
Summary
The Government of Karnataka is one of the States in India to modernize, revolutionize the
APMC markets through a pioneer program in Agriculture marketing systems. This change was
ushered to bring in increased transparency, increased participation of outside traders and bulk-
buyers by creating an ideal market for both farmers and traders. One of the cornerstones of this
innovation is harnessing the advances made in the field of Information Technology and web-
based interfaces for the benefit of farmers. This innovation has led to higher prices for our
farmerswhileencouragingremoteparticipationoftradersaswell.
This innovation remodeled the farming sector as an area of income generation, employment,
especially for rural Karnataka enabling equitable growth in the State through the E-market
services,RashtriyaE-marketserviceslimited(ReMS).

Agriculture, the most important sector of Indian economy
gained importance post-independence especially towards
food security resulting in an increased food grain
production. Before the 1960s, India relied on the import of
agricultural commodities to meet its domestic
requirement. Agricultural Marketing has also undergone
significant changes over the last decades indicating an
increase in the output of agriculture production that
culminated in marketable surpluses. Increased
urbanization and income level, shift in demand pattern for
farm products, steady increase in interaction with
overseasmarketsandchangeinthedegreeofgovernment
intervention in agricultural marketing are few among
many.
Agricultural marketing has undergone notable progressive
butmanychallengesstillremain.Timeandagain,attempts
have been made to make these primary markets more
efficient and competitive to address the issues plaguing
the sector, namely, low price realization, high transaction
cost and considerable post-harvest losses to the producer.
The first sale of the agricultural produce by the producer
(farmer) to the trader is in the primary markets and is the
beginning of the long journey of the commodity from the
farm to the plate. Primary agricultural markets are
characterized by low efficiency due to fragmented
markets,opaquebiddingprocess,informationasymmetry,
indifference to quality, low transparency in market
operations, lack of use of information technology, poor
dissemination of market price information and limited
competition and all these heavily weighed against the
farmersleadingtopoorpricerealizationfortheirproduce.
Marketing is not just 'one layer of transaction between the
producer and the consumer'; rather it's a system of
transaction and transfer of property rights over
commodities. In the changed scenario, the complex issues
of Agri-commodity marketing give a shallow view of
immense opportunities lying in the system. Present day
markets provide autonomy to the farmers for selling their
produce in the markets. They give them multiple options
to choose the best among the alternatives. Farmers could
selltheirproducedirectlytotheprivateplayersandgetthe
mostcompetitiveprices.
Marketing of agriculture produce has two prerequisites,
first, getting the farm produce from the farm to the market
and then participation of buyers in the auction process. If
one tracks the journey of the farmer from the farm to the
market, he would certainly appreciate the hurdles he
faces, the hostile condition that threatens his very
existence, all of which underline the need for ushering in
reforms in this criticalsector.The compulsion to sellonly in
the regulated market yards having limited infrastructure, a
market loaded against the producer, monopoly practices,
restricted competition amongst buyers and a host of other
unhealthy practices characterize the agricultural markets
today.
Introduction
In view of these odds against the farmer, the need of the
hour is to usher in reforms to change such conditions and
perceptions. The reforms in agricultural markets are
expected to reshape the marketing channel to enable the
inflow of investment into agriculture so that the
production frontier is expanded and enhances the
efficiency of marketing enhanced to make the
farmer/producer receive a higher share in the proceeds of
the commodity sold. The primary markets have to bring in
increased transparency in all market operations, simplify
themarketprocesses,extendfinanciallinkagesforabetter
pricerealizationoftheagriculturalproduce.
The government of Karnataka is one of the pioneering
statesthatinitiatedmodernizationofAPMCmarketsinthe
state. To suggest reforms in the agricultural marketing
system of Karnataka, Agricultural Marketing Reforms
Committee was set up to bring in necessary interventions
that improves efficiency and transparency in the
agricultural marketing system, byharnessing the advances
made in the field of information technology to ensure
efficient price discovery, greater access to markets,
information symmetry and greater transparency that
accrue benefit of the farmers and other market
participants.
The Committee after a detailed study on the market
conditions prepared a report with recommendations. The
recommendationsoftheCommitteewereacceptedbythe
Government and accordingly formulated and announced,
'The Karnataka Agricultural Marketing Policy in September
2013. To give impetus to the policy, the Government made
necessary amendments to KAPM(R&D) Act and Rules for
Single trader license, warehouse-based sales, encouraging
private markets and direct purchase centers, waiver of
market fee for perishables, exemptions for Farmer
Producers Organizations (FPOs) and simplifying contract
farming arrangements, notifying online trading and online
payment in markets, online dispute resolution mechanism
andassaying.

Financial
Physical
Quality
Price
Informational
Market Access
Information Asymmetry
Local Demand & Supply
Opaque Bidding Process
Fragmented Markets
Trader Cartels
Complicated Market
Process
Transparency
Price Discovery
Post Settlement
PRE-REFORMS
SCENARIO

Project Components:
01. 7th LargestState
02. 62 MillionPopulation
03. 92
NotifiedAgri
Commodities
04. 162
MainMarkets&
354Sub-Markets
05. 45000
CroreAnnual
Turnover
06. 41 ThousandTraders
07. 19
Thousand
CommisionAgents
08. 51
LakhRegistered
Farmers
Karnataka Agri Market
Eco System
The policy 2013 seeks to increase competition, better
price realization to the farmer, encourage investments in
warehousing infrastructure, assaying and grading
facilities, cold chains, food processing etc. It was intended
to make this an attractive sector for generating
employment in rural areas and enable equitable growth in
the State. To implement market reforms, the Government
incorporated a PPP initiative namely Rashtriya e-Market
Services Limited (ReMS), with NCDEX Spot Exchange
Limited as the private partner in January 2014.ReMSoﬀers
complete technology and management solutions for
modernizing primary agricultural markets in the state and
operating the electronic platform at par with commodity
markets.
The Karnataka model of agricultural reforms, with its
advanced electronic platform envelopes eﬃcient price
discovery mechanisms, brings in transparency in market
operations, simplifies licensing conditions so that any
buyer anywhere in the state (or the country) can
participate.
Participation of buyers across the state (or the country)
leads to price quotes that factor broader demand-supply
information. Providing price information to farmers will
help them decide whether to sell and if so at what price.
Creating infrastructure for as saying in the market can lead
to quality-based bidding. Incorporating the price
information of private buyers can enable the farmer to
have a choice between selling at the farm vis-à-vis the
regulated market. Providing warehousing infrastructure
for the farmer to hold his produce allows bank funding
made available to him. Linking warehouses and the
regulated markets forms a statewide virtual market.
Allowing buyers of other states to participate in any
market in the country would link all state
marketstocreateanationalmarket.Karnataka's path-
breaking reforms in agricultural marketing are
acknowledged as the lead player in the country and the
Government of India is adopting the Karnataka model
almost in toto for its National Agricultural market
programme.

Innovation - New Market Structure
Competition Transparency
Market Access Alternate Markets
= Multiple licenses to single unified license
to trade across state
= From local to national level
= Small traders to Institutional buyers
= Uncertified to quality tested produce
= Enhanced in all market operations
= Equal opportunity for all bids
= Price discovery
= Electronic weighing
= Farmer billing and payment
= MIS reports to market participants
= Improved Access
= Physical - Warehouses as submarkets
= Informational - SMS & Call centers
= Financial - Commodity funding to online
payment
= APMCs Market yards
= Warehouses as submarkets
= Private markets
= Direct purchase centres
= Contract farming
= FPOs & Co-Operatives
Bringing in efficiency and transparency in the agricultural
marketing system for efficient price discovery and fair
competition to benefit farmers and other market
participants by “Creating a hassle-free market for
agricultural produce to help the farmers obtain the best
pricefortheirproduce.”
= To increase competition in agricultural marketing
by market integration and creation of online
markets, to bring in Assayers/ grading and
standardizing certification, to enable single unified
license for traders for increased participation by
traders and a mechanism for Online payments to the
farmers.
= To improve access to markets by Accrediting
Warehouses as sub-market yards, that provide
alternate and safe storage options and encourage
Warehouse based sales enabling farmers to sell from
accredited warehouses. To provide access to market
information by SMSs, Call centre, TV scrolls, Radio,
Information display at prominent places/ GPs and
access to financial Institutions for simplified process
ofpledgeloans.
= To enable true price-discovery of the Agricultural
produce by Increased competition, to encourage
primary value addition of agricultural produce at
villages, to establish grading and assaying practices
and to increase efficiency in the market Chain due to
Marketintegration.
Purpose of Reforms = To empowering Farmers by simplified marketing
processes and to ensure online timely payment to
the farmer’s account. To provide alternate and safe
storage and sale options through Warehouse based
sales, to create an environment to avail pledge loans
for the produce kept at warehouses to avoid distress
sale. To impart an effective dissemination of market
price information enabling the farmer to know the
prevailing price of the produce before he decides to
sell. To organize farmers groups to initiate primary
value additions and encourage village level
aggregation, to enhance the bargaining power of
farmerstoimprovepricerealization

Path Taken In
Karnataka Agricultural
Market Reforms
AMRC Report
(Mar-May 2013)
Agri - Market Policy
(Sep 2013)
Amendments to
Act & Rule
(Dec - Feb 2014)
ReMS incorporated
( Jan 2014)
Implementation
(Feb 2014 )
ReMS is a PPP initiative of the Government of Karnataka
and it has been conceived to blend public interest with the
initiative of a private enterprise for establishing,
operating, managing a specialized electronic trading
platform called Unified Market Platform (UMP) for
auctioning of farmer's produce to implement the
ambitious reform agenda envisaged in the agricultural
regulated markets in Karnataka State. The UMP enables
automated price discovery mechanisms and post auction
processes (weighing, invoicing, market fee collection,
accounting, payment of sale proceeds directly to farmers,
e permit generation) to the agricultural markets. The
platformalsofacilitatesassaying,warehouse-basedsaleof
produce and supports commodity funding to benefit all
stakeholders. The Unified Market platform has brought in
transparency in market operations by making available
real time information of the produce to market
participantsandbyprovidingequalchanceforeverylotfor
being bid by a wider participation of buyers. UMP
Technology platform seamlessly covers all operations of
APMC starting from goods entering the market till the
goodsexitthemarketandbeyond.

Innovation In Market Process
Unified Market Platform
(Process Flow)
Competition -increased
Trader Participation
Transparency- Computerization
of Market Process
Remote Bidding
Tender Declaration
Price Dissemination
e-Permit

Outcome and
Impact:
Impact
= Increasedarrivalstomarkets
= Increasedcompetition
= Higherpricerealization
= Remoteparticipation
Outcome
= Enhanced transparency through a transparent price
discoverymechanism
= Increased competition with the participation of
outsidetradersandbulk-buyers
= Dissemination of real-time price information helping
farmersinmakinganinformeddecision
= Efficiencyinmarketoperations
= EnhancedMarketAccessibility
= Qualitybasedtrading
Initial indicators of
market reforms
= EnhancedTransparency
= IncreasedCompetition
= SimplificationofMarketProcess
= BetterPriceRealization
= IncreasedArrivals
= OtherInitiatives
Awards
= Received International Innovation Awards – CAPAM
IIA 2018, Georgetown, Guyana under the category of
Innovation in Public Service Management and the
overallbestprojectprize–GoldAward,2018 from
International Commonwealth Association for Public
AdministrationandManagement
= Prestigious DL Shah Platinum award by the Quality
CouncilofIndia,2016atNewDelhi
= Conferred with Gems of Digital India Award 2017 for
excellence in Governance by- Ministry of Electronics
andInformation&Technology,GOI,DigitalIndia
Contact Details
Dr.ManojRajan,IFS.,
ManagingDirector&CEO
RashtriyaEMarketServicesPvt.Ltd.,
No.16,KSAMBBuilding,RajbhwanRoad2,
Bangalore-560001
Phone:080-22862156/22864867/22864866
Unified Agriculture Market Inauguration
Knowledge Transfer
Market Infrastructure Assaying Lab
Training programme
Pulse Management Workshop

The Total catchment area at the project site is 52.53 Sq miles.
The total yield estimated for the catchment is 176.75 Mcft.

GIS - The Spatial support
for local Level planning
SDG 2
Summary
Through the developments in spatialanalysis and GISmethods/techniques,the Government of
Karantaka provides value added information for development work in communities. This high-
potential, high-impact programme greatly benefits the community by combining aspects of
check- dams, ground water and surface water interaction. While the challenges are mostly
caused due to seasonal changes and varitation in weather conditions, the projects proceed to
overcome these challenges in Gadag, Bagalkot Koppal, Kolhar, and Chikkaballapur Districts of
Karnataka.

Natural Resources Data Management System (NRDMS)
provides value added information through spatial analysis
and GIS reports to end user for their foresight chart
directions for multi-disciplinary developmental work at
grossrootlevel.Nowadaysit'sahighpotentiality,usageof
available natural resources for the community's socio-
economic developments as well as data management
system for evaluation, monitoring for the multi-task
developments
Ground Water and Surface Water Recharge-Discharge
Synopsis
The interaction between ground water and surface water
is likely more important. All this mechanism depends on
the climate and climatic conditions of the region, the
climateisdeterminedbysomeofthegenuinefactors,such
as wind, weather, temperature, forest, land form, aquatic
and terrestrial habitat, human activities synthesized
hydro-geological frame work of the area, All these factors
and conditions impact on rainfall, Ground water and
surfacewaterrecharge-discharge,scarcityoftheregion.
ObjectiveofCheckDam/Bandra
= Irrigationandincreasecultivationefficiency
= Supportingtodrinkingwaterandanimalhusbandry
= Rechargethegroundwatertable
= Microlevelwaterharvestingtechnique
= Prohibitssoilerosion
= Growthofyieldandproductionrate
= Bestutilizationofflowingwastewater
= Utilizationofnaturalresource
= SustainableagriculturalDevelopments
= Bathingandwashingforvillagers
Introduction
Project Details
The Government of Karnataka has proposed a special
package to improve the ground water resources for the
Gadag, Bagalkot Koppal, Kolar, and Chikkaballapur
Districts by constructing a series of check dams to the
naturalstreamsandrivers.
The Bagalkot District falls under arid zone and is quite
often affected by the ill distribution and untimely rain fall
causing great inconvenience to the farmers. So that
construction of the pick-up and check dams will improve
thegroundwatertable.
Outcome and Impact
Construction of check dams across kamatagi, shirur to
Palati Nala in the Bagalkot taluka of Bagalkot District. The
total catchment area of the proposed sites is 52.53
sqmiles. and partly barren and partly plain and is
consisting of semi pervious soil and hence it is classified as
strange good catchment as per IS 5209-2002. The total
Catchmentareaattheprojectsiteis52.53sqmiles.
= Out of which 0.0 sqmiles is intercepted by the
upstream commitments and Independent
Catchment area is 52.53 Sqmiles. And same has
been considered for yield calculations. The stream
has not been gauged but it is observed that there is
a partial perennial flow from the month of October
to the fortnight of February. In the absence of
discharge data the yield has been ascertained from
theempiricalmeans.Thenearestraingaugestation
Challenges of the project:
Water level changes occur due to seasonal variations in
rainfall, seepage from canals and return flow from applied
irrigation, which affect the recharge and discharge
componentsofthegroundwaterregime.
Because of change in the seasonal distribution of rainfall,
the water-levels record a rise after the rain, indicating the
buildingupofthestorageinthe groundwaterreservoirs.
Pre-monsoonDepthtoWaterLevel
The Central Ground Water Board monitors water levels at
58 NH Stations 23 Peizometers, 4 times in a year in the
district. The depth to water levels during the pre-monsoon
period varies from 1.75 (Almatti) to 24.15 mbgl The depth
towater,level<5.00mbglcoversanareaofabout10%and
is recorded at Almatti, Hullur and Almel. About 70% of the
area of the district falls 5 to 10 mbgl category. And the rest
of the areas, where the depth to water levels of more than
10.0 m are observed at Honwad, Tikota, Jigjiwangi, Rugi,
Indi,TangadiandatJumnal.
Post-monsoondepthtowaterlevel
The depth to water levels during post monsoon period
varies from 0.75 at Almatti to 18.87 mbgl. The distribution
of post-monsoon depth to water levels is shown in fig.5.
Depth to water level of < 5.0 mbgl observed in 30% of the
area and is observed at Kannur, Alipur, Aliabad and
Shivanagi. About 10% of the area recorded depth to water
levels > 10.00 mbgl. And the rest of the area has depth to
waterlevelsof5.00to10.00mbgl.
(Source:GROUNDWATERINFORMATIONBOOKLET)
Factors contributing
to success:
SurveyandInvestigation
Detailed survey is conducted for Construction of check
dams, it is proposed to construct 8 nos of check dams in
Bagalkot taluka across the Palati Nala and its tributaries
running from Kamatagi, Shirur villages the length of the
mainnaladrainis17kms.
Similarly, detailed survey is conducted for construction of
9 check dams across Hire halla In Badami Taluka which is
having the length of about 20 Kms. and 5 check dams
across halla in Hunagund Taluka which is having the
lengthofabout2KmsinBagalkotdistrict.

Photographs
Bagalkot District
Construction of Check Dam across Palati
Halla near Shirur Village in Hunagund Taluk
Proposal for BCB at Ranvadagi - Binjvadagi
Village at Hungund Taluka, Dist. Bagalkot
for the catchment area is the Tikota Rain gauge
station situated at 15.0 km from the catchment .
The rain fall records available for a period of 30
years. The average rain fall works out to 387.03 mm
.The total yield estimated for the catchment is
176.75 Mcft, the total quantity of water for the
proposed check dams (8 nos) and existing
commitmentsisabout170.60Mcft.
Construction of check dams across Hire halla in the
Badami taluka of Bagalkot District. The total catchment
area of the proposed sites is 28.37 sqmiles. and partly
barren and partly plain and is consisting of semi pervious
soil and hence it is classified as strange average catchment
as per IS 5209-2002. The total catchment area at the
project site is 28.37 sqmiles. out of which 0.0 sqmiles is
intercepted by the upstream commitments and
Independent Catchment area is 28.37 Sqmiles. And same
has been considered for yield Calculations. The stream has
not been gauged but it is observed that there is a partial
perennial flow from the month of October to the fortnight
of February. In the absence of Discharge data the yield has
been ascertained from the Empirical means. The nearest
rainguagestationforthecatchmentareaiskerur,katageri,
Guledagudda Rain gauge station situated at 18.0 km from
the Catchment. The rain fall records available for a period
of 30 years. The Average rain fall works out to 440.28 mm.
The total yield estimated for the catchment is 101.35 Mcft,
the total quantity of water for the proposed check dams (5
nos)andexistingcommitmentsisabout9.946Mcft.

9,68,422 telephonic consultations across the state.
The services have been extended to 87,602 migrants, 7,243 doctors, and
16,469 health workers.
The total persons that have been started on medications are 18,940.

Integrating Mental Health
into General Health Care
in Karnataka
SDG 3
Summary
The tele-counselling services by the Department of Health and Family Welfare, Government of
Karnataka is an attempt to ensure healthy lives and promote well-being for all ages especially
during the outbreak of COVID. These services fall under Goal 3 of the Sustainable Development
Goals and include provisions of mental health care and treatment for COVID patients, persons
inisolation / quarantine, migrant workers at shelter camps, doctors & health care professionals,
and media champions. The programme began on the 11th of March 2020 to 21st February
2021. The team has given more than 9,68,422 telephonic consultations across the state. The
services have been extended to 87,602 migrants, 7,243 doctors, and 16,469 health workers.
Theoverallnumberstreatedwithmedicationsupport alongwithsupportivepsychotherapyare
10,79,736.Thetotalpersonsthathavebeenstartedonmedicationsare18,940.
Mental disorders cause significant morbidity and disability. Nearly 10% of people in Karnataka
are estimated to have at least one mental health problem according to the National Mental
HealthSurvey2015-2016.
One of the strategies to address the treatment gap is District Mental Health Programme
(DMHP) under National Mental Health Programme; this facilitates training of all health staff
starting from the PHC level, for early identification and treatment of the mentally ill. Since the
year 16 – 17 District Mental Health Programme is being implemented in all the 30 districts and
BBMPinKarnataka,whereinmorethan200staffareinplace.

The COVID-19 pandemic has disrupted or halted critical
mental health services in 93% of countries worldwide,
while the demand for mental health is increasing,
according to a new WHO survey. The survey of 130
countries provides the first global data showing the
devastating impact of COVID-19 on access to mental
health services and underscores the urgent need for
increased funding. It has been emphasized that the
pandemic is increasing demand for mental health services
.Bereavement, isolation, loss of income and fear are
triggering mental health conditions or exacerbating
existing ones. Many people may be facing increased levels
of alcohol and drug use, insomnia, and anxiety.
Meanwhile, COVID-19 itself can lead to neurological and
mental complications, such as delirium, agitation, and
stroke. People with pre-existing mental, neurological or
substance use disorders are also more vulnerable to SARS-
CoV-2 infection - they may stand a higher risk of severe
outcomesandevendeath.
WHO recommends universal health coverage for mental
health. The NMHS India estimated 150 million Indians
need services for one or more mental illnesses. The
current prevalence is estimated to be about 10.6% while
that of the lifetime 13.6%. Compounding the problems, it
is acknowledged that people with mental health
conditions often experience severe human rights
violations,discriminationand stigma.
The Tele-Communication mental health services by the
Government of Karnataka came to be formulated at a
point where acute attention is needed on mental health
issues. They were created to cater to those who are in
distress. Collaborations were rolled out with physicians to
administer timely and effective medicines to the relevant
people, including front-line workers, healthcare providers,
mentally ill patients, media champions. The project has
made a significant impact to prevent mental health
pandemic in turbulent times. The free health helpline
(104) has also been initiated with a separate option
(number4)formentalhealthsupport.
Introduction
This program provided accessible, affordable and
comprehensive mental health care to the needy and help
to reduce the treatment gap for mental illnesses. It built
the capacity in mental health and Integration of Mental
Health into General Health Care to leverage technology to
themaximumextentpossibletoachievetheobjectives.
Objectives
Challenges of the project
COVID-19 served as a new ground for mental health
professionals and physicians in administering medicines
with therapy. This innovative initiative faced several other
challenges; the first challenge was that people were not
used to a one-on-one consultation. Since the entire process
occurredoverthetelephone,professionalswerenotableto
gauge and observe changes in the client, for example facial
expressions, body language, this hindered as an
impediment since these factors also contribute to the
diagnosis of problems. Due to the lack of awareness
surrounding COVID-19, district mental health professions
reported that COVID- 19 patients face extreme anxiety and
fear. Vulnerable communities like the migrant workers
specially were worried about jobs, wages, availability of
food, shelter and other basic needs. The team was,
therefore, faced with the unique challenge of not only
addressing general mental health disorders like anxiety,
depressions, substance abuse, but also addressing

The District Mental Health Programme teams comprising
of psychiatrists, psychologists, social workers, and nurses
across the state were sensitized. Medical officers across all
30districtsandBBMPweretrainedinthreeroundsonhow
to provide first-line treatment to patients with mental
health issues, especially how to handle the management
of an alcohol withdrawal. Furthermore, counsellors
manning the free 104 help lines were also trained and
sensitized to handle and cater to the needs of the
distressed. Using different platforms like community radio
stations, TV channels, All India Radio, Facebook Live, and
YouTube Live, the Deputy DIRECTOR gave a talk on mental
health issues during the pandemic, as also the need to
remain calm, besides the services available for persons
seekingsupportaspartoftheawarenessprogramme.
problems related to lack of jobs, steady income, and other
resources,etc.
Factors contributing to
the success
Outcome and Impact
Over a period , the size of the stakeholders of the project
has significantly grown. As of 20th September 2020, there
have been more than 6,59,815 telephonic conversations
made across the state. The services have extended to
76,407 migrants, 4,486 doctors, and 13,386 health
workers. The overall numbers treated with medication
support along with supportive psychotherapy are 7,
54,094. The total persons that have been started on
medicationsare13,410.
= Forpatients:Savestime,energy,andmoney.
= For PHC doctors: Skills transfer rather than only
knowledge.
= For the Community: Less burden from psychiatric
disorders
= Ensuring early treatment will make patients functional
andbeginwork.
= In the district of Mandya: saving lives of many farmers
by preventing them from committing suicide through
earliertreatmentgivenattheirdoorstep.
District Mental Health
Programme
The reality of COVID-19 and its undeniable presence in the
future has made professionals realize the need to augment
mental health infrastructure throughout the country. The
current project is scalable across all states using the existing
resources, namely, mental health professionals under
Districts Mental Health Program, district hospitals, and
medical colleges. Using these establishments, the project
can be replicated in any part of the country. Since the
project adopts and adapts the use of telephones, those
distressedcanbereachedfromanywhere.

E - Manas
Summary
The Karnataka Mental Healthcare Management Systems is an internet-based Karnataka statewide registry of Mental Health
Establishments (MHEs), Mental Health Professionals (MHPs), People with Mental Illnesses (PwMIs) and their treatment
records [including Advance Directives (AD) & Nominated Representatives (NR)]. The project is jointly developed by the
Department of Health and Family Welfare–National Health Mission, Government of Karnataka in collaboration with the
National Institute for Mental Health and Neurosciences and thee-Health Research Center of International Institute of
Information Technology, Bangalore. The project is a cost-effective platform that guarantees the confidentiality of the
informationandisahighlycustomizablesolution.
The Health Management Information System acts as the eyes and ears of the health program/services, recognizing the acute
need for a web-based IT solutions, the DMHP monitoring software was developed. This was a summative record
maintenance process and refined the flow of data from the peripheral public healthcare institutions up till the district and
state level. For the year 2018-19 and 2019-20, the number of footfalls for mental health services in Karnataka has been more
than10,00,000upfrom23,000in2014-15.
With the promulgation of the Mental Health Care Act 2017 and the Rules and Regulations thereof in 2018, a proactive
initiativewastakenupbytheMentalHealthdivisionoftheDirectorateofHealthandFamilyWelfareServices,Governmentof
Karnataka to support the development of a software solution for maintaining individual patient electronic health records.
This would ensure better compliance with the implementation of the Mental Health Care Act. Hence, e-Manas has been
developed.
Introduction

e-Manas Karnataka, also known as Karnataka Mental
Health care Management Systems, is an internet based
Karnataka state-wide registry of Mental Health
Establishments (MHEs), Mental Health Professionals
(MHPs), People with Mental Illnesses (PwMIs) and their
treatment records (including Advance Directives (AD) &
NominatedRepresentatives(NR).
The key objectives of this platform are the digitization of
mental healthcare in Karnataka and facilitating
compliance with the Mental Healthcare Act, 2017. This
platform facilitates replacing the manual registers with
public authorities, health institutions and functionaries
and can be leveraged by Government as well as Private
medical health care establishments and service providers.
This helps in enabling data portability and accessibility
leveraging a centralized database for demographic and
clinical data of patients. The key functionality is that it
integrates with other public healthcare, IT and e-
Governance systems of the state. e-Manas Karnataka
ensures compliance with the Mental Health Care Act,
2017. It is also in alignment with the State Mental health
rules formulated based on the Central Mental Health
Rules. The Key guidelines of the Mental Healthcare Act,
2017areasbelow.
Project Details
= Mandatory Registration of all Mental Health
Establishments
= Mandatory Registration of Mental Health
Professionals
= Setting up of a State Mental Healthcare Authority
(SMHA)toapproveandregisterMHEsandMHPs
= SettingupofmultipleMentalHealthReviewBoards
(MHRB)withintheState
= Availability of Basic Medical Records (BMR) for
OutpatienttreatmentofPwMIs
= Availability of Basic Medical Records (BMR) for
InpatienttreatmentofPwMIs
= Registration of Advance Directives and Nominated
Representatives
= Option for PwMIs / healthcare providers to submit
grievances. Redressal of grievances to be done by
MentalHealthReviewBoards.
= Enabling Mental Health Professionals and Patients
to access their clinical history online which are
stored in the form of Basic Medical Records. Mental
Health Professionals can store the clinical data for
different types of consultations e.g. Outpatient
consultation, Therapy Reporting Forms,
Psychological Assessment Forms, Physical Restraint
Reporting Forms and Inpatient care and post
dischargerecommendations.
= MHRBs can be informed specifically about
Inpatient admissions of women/minors, persons
who have lost mental capacity and extended
admissions along with instances of physical
restraints.
Partners involved in
Implementation
= e - Manas Karnataka platform has been developed
by the Department of Health and Family Welfare –
National Health Mission, Government of Karnataka
in collaboration with the National Institute for
MentalHealthandNeurosciencesandthee-Health
Research Center of International Institute of
InformationTechnology,Bengaluru
With a strong focus on ensuring adoption of the
technology platform the project incorporated a
collaborative design model and a strong emphasis was
placed on bringing in an element of familiarity for the
users, simplicity of design and facilitating and ensuring a
comfortableuserinterface.
Multiple interactions in the form of field visits were
undertaken with various Mental Health Professionals in
urban and rural settings. This has helped in building the
User interface of e-Manas Karnataka. E-Manas Karnataka
provides ease of use and end user satisfaction by
seamlessly handling the allowance of human touch by the
Mental Health Professionals during treatments along with
enabling them to keep a digital record. This was also
followed up with beta testing bythe users from the District
Mental Health Program team as well as other psychiatrists
fromNIMHANSprivateestablishments.
The architecture and technical design ensure that the
forms are easy to fill, self-explanatory, flows are
convenient and performance is fast enough to ensure that
it takes very less time for filling up of the forms for
registrationsorforclinicalmodules.
Factors contributing
to success
Considering the very high sensitivity of the mental health
related data, care has been taken to ensure the security of
sensitive and personal data and incorporating “Privacy by
design” features. Consent mechanism ensures that the
Patient has utmost control over sharing their
demographics as well as health records with Mental
Health Professionals as well as Establishments. There are
multiple layers of authentication and access control
provisionedtosecurethedata.
Towards ensuring security of the platform, multiple
security related audits were performed by various
government empanelled vendors before deployment into
the Karnataka State Data Centre. Any vulnerabilities that
were found have been fixed through multiple rounds of
testing and of audit. The Registration of Mental Health
Professionals in Karnataka State has already been started
Privacy and Confidentiality

Administrative-
The Mental Health Authority was setup but making
functional the Mental Health Review Boards took time;
The Karnataka State Mental Health Rules have been only
recentlyapprovedbytheGovernmentofIndia.
through E-Manas Karnataka Registration Portal and is in
progress with more and more registering every day. The
Registration of Government Mental Health
Establishments has been opened and we intend to extend
this to private establishments as well soon. The platform
also offers features for effective governance of mental
health care in the state by suitably designed modules for
Mental Health Authorities as well Mental Health Review
Boards.
The registry design including identity management, data
exchange, consent management and other features are on
the lines of guidelines from the national digital health
blueprint. The platform uses open-source technologies
and uses open EHR standards towards facilitating
interoperability with other platforms and easier
adaptabilityforallotherstatesbesidesKarnataka.
The challenges were three-fold: technical, operational,
andadministrative:
Technical-
It needed a consensus to be built up for defining the
componentsandvariablesoftheBasicMedicalRecordand
other formats (Grievance redressal, Nominated
Representative, Advanced Directive, etc.,); The
functionality and potential of a software platform had to
be balanced with the minimum specified legal
requirement. This needed to be paired with expectations
of the clinician and or researchers to build functionalities /
provisions. The software adapted an open-source
standard. The key technical challenge was the
development of standards in Mental health e-records
where none exist as against the practices traditionally
accepted and adopted in paper-pen records. The roll out
during the data testing provided opportunity to frame
multiple SOPs for on-boarding institutions, hosting-
relatedissuesinthestatedatacentreetc.
Operational-
The roll out of the software platform has happened in
stages and followed the principle of “from known to
unknown”. Identifying the champions for implementation
provided the leverage for success. A lingering operational
challenge was validating the user: while this is technically
feasible, it had to portend with the ground realities of the
different types of devices which are available; even a
phone-based OTP posed a challenge especially in the
context of a treatment of PwMI. This opened a fault-line of
compromising the confidentiality of patient records. The
transparency provided in the process of Nominated
Representative and Advanced Directive as specified in the
law is new to the existing system; this needed to be tested
ontheground.
Karnataka e-Manas has been designed in a cost- effective
manner leveraging the best of expertise available in the
mental health care and ICT space. The architecture has
been designed keeping in mind a potential for on boarding
other states and union territories to follow the innovation.
A sum of Rs. 100 lakhs has been utilized for phase 1 of the
developmentanddeploymentofthesoftware.
The development of this innovative, one-of-its kind
solution with institutional collaborators, besides bringing
in the required expertise helped in keeping the costs low.
Usage of open-source technologies has further helped in
keeping the software development costs much on the
lower side. The platform is available for free for all the
government establishments while only a nominal fee is
being charged to any other Mental Health Establishments.
This charge is levied based on the number of beds in the
said establishment as per the State Mental Health rules.
The solution is highly customizable and the components
have been designed for reusability across states in India.
This shall ensure that the cost of setting up and
configuration of this platform for any other state is
minimal.
With low manpower requirements for maintenance and
support, it is expected to augment the mental healthcare
services across the states for low running costs in the years
tocome.
Outcome and Impact
Contact details
Dr.RajaniP
DeputyDirector,
Directorate of Health and Family Welfare Services,
GovernmentofKarnataka,Bangalore
Mobile: 9845329154
Email:DeputyDirectorMentalHealth
ddmh6hfws@karnataka.gov.in
ddmentalhealthkardd6mhkar@gmail.com
The e-Manas platform has been designed to ensure
general applicability of the platform for all mental
healthcare services within and outside the state. The
design is highly customizable and configuration and setup
for other states requires minimal efforts. The platform can
be scaled upto support other states o f the country. It can
also be established as a separate instance for each of the
states. Towards handling larger counts of users or higher
volumes of transactions there are provisions for vertical
andhorizontalscalingupofthesolution.

94.85% achievement of training the teachers under
GURUCHETHANA service programme in 2019-20

Guru Chetana - In-service
Teacher Professional Development
An Initiative of Department of Public Instruction,
SDG 4
Summary
The government of Karnataka has taken up the challenging task of overhauling the in-service
teacher education program in the State. The massive exercise of re-designing the approach,
content as well as the delivery of the program along with the establishment of a teacher
tracking and management system is implemented in collaboration with Azim Premji
Foundation. The target achievement of training the teachers stood at 70.84% in 2017-18,
98.42%in2018-19and94.85%in2019-20.

There have been significant efforts for teachers'
development in Karnataka over the last four decades.
Alignment between pre and in–service teacher education
is key concern in emerging situations. The existing
teachersneedtoacquaintwithparadigmshiftsintheever-
changing education system. That would require
knowledge and understanding of the concept and aims of
education, learner, learning, content, and pedagogical
knowledge. Inter linkages between theory and practice
will help the teacher in his profession. Current In-service
professional development programs are designed to
provide an individual with the much-needed pedagogic
understanding or abilities and dispositions to become an
effective teacher. In this situation continuing professional
developmentoftheteacherbecomesimportantfactor.
In this process a long-term vision and framework that
attempts to address the above-mentioned points,
considering every possible influencing factor and guide
the whole process of an effective in-service program
wishes to deliver a meaningful experience to the teachers.
In this process it is an attempt to visualize a teacher who
facilitates the learning process. This journey provides us
wonderful insights and experiences. We faced some
challenges, local and some administrative requirements
forcedustochangelittledesignsetc.Thisinsightandother
informationarerecordedthroughthiseffort.
Introduction
particularly through new and rigorous approaches to
imparting teaching certifications, (ii) improving the quality
of pre-service teacher education, (iii) improving the
quality of in-service teacher professional development
and options for their upward career mobility with special
attention to para-teachers in many States, (iv) enhancing
the status of teaching as a profession. Education for All
Towards Quality with Equity INDIA Emerging Challenges
and Government Priorities and improving teachers'
motivation to teach well and their accountability for
ensuring learning outcomes, (v) improving the quality of
teachereducators.
Project Details
Within the federal structure of the country, while broad
policy and legal framework on teacher education is
provided by the Central Government, implementation of
various programs and schemes are undertaken largely by
state governments. Within the broad objective of
improving the learning achievements of school children,
the twin strategy is to (a) prepare teachers for the school
system (pre-service training); and (b) improve capacity of
existing schoolteachers (in-service training). For pre-
service training, the National Council of Teacher Education
(NCTE), a statutory body of the Central Government, is
responsible for planned and coordinated development of
teacher education in the country. The NCTE lays down
norms and standards for various teacher education
courses, minimum qualifications for teacher educators,
course and content and duration and minimum
qualification for entry of student-teachers for the various
courses. It also grants recognition to institutions
(government, government-aided and self-financing)
interested in undertaking such courses and has in-built
mechanism to regulate and monitor their standards and
quality.
Enhancing the competence of teachers, their motivation
and performance is considered crucial for fostering quality
education. The XII Five Year Plan envisages several
initiatives towards (i) addressing teacher shortages,
Teacher Professional
Development Efforts in
Karnataka:
The existing teachers need to acquaint with paradigm
shifts in the ever-changing education system. That would
requireenrichingone'sknowledge&Understandingofthe
concept&aimsofeducation,learner,learningcontentand
pedagogical knowledge. Inter-linkages between theory
and practice are often missed. Current In-service
professional development programs are often
inadequately designed to provide an individual with the
much-needed pedagogic understanding or abilities and
dispositions to become an effective teacher. In this
situation continuing professional development of the
teacher becomes paramount for effective transaction of
the curriculum and to bridge these gaps. This necessitates
a long-term vision and framework that attempts to
address the above-mentioned issues, considering every
possible influencing factor and guide the whole process of
an effective in-service program to deliver a meaningful
experiencetotheteachers.
There have been significant efforts for teachers'
development in Karnataka over the last four decades.
Short duration pre-service programs would only build
basic perspectives with little connection to in-service
teacher education causes the real needs of school
teachersremainunaddressedtilldate.
Journey of Teacher
Development In Karnataka
One of the goals of Sarva Shiksha Abhiyan (SSA) is to
provide elementary education that is of equitable quality
to every child. During the initial years of SSA, the focus was
onensuringphysicalaccessandequity,andbuildingschool
infrastructurealongwithrecruitmentofteachers.

Periodic in-service teacher training for up to 20 days in a
year, 30 days of induction training for newly recruited
teachers, and two-year training for teachers who do not
meet professional qualification as laid down by the
National Council of Teacher Education (NCTE) constitute
an important component of the quality improvement
initiative. These programs are designed to strengthen
teacher capabilities in teaching subject contents,
especially mathematics, science, and social studies; new
pedagogical approaches like handling multi-grade
classrooms, inclusive education, and child-centered
classroomtransactions.
Training of In-service
Teachers service education program address the specificities of
teacher needs and classroom concerns; ensuring an
effective teacher cadre and career management system
that facilitates and enhances teacher quality, motivation
and accountability and enable teachers to upgrade their
professional qualifications and plan for occupational
mobility.
Enhancing the competence of teachers, their motivation
andperformanceisconsideredcrucialforfosteringquality
Challenges of the Project
Thekeychallengesrelatingtoteacherqualityaretoensure
that young talent enters the elementary/secondary school
teaching profession, that teachers are professionally
prepared, academically supported and retained in the
profession through appropriate career development and
occupational mobility options. Specific teacher-related
challenges include: putting in place institutional
mechanisms to overcome shortfall of professionally
qualified teachers without compromising long-term goals
of a sustained cadre of professionally qualified teachers;
recruiting teachers who are socially closer to children and
who are professionally prepared to meet the learning
needs of diverse groups of learners; reforming the
curriculum for and process of initial preparation of
teachers with the aim of preparing teachers for diverse
environments (rural and remote areas) and addressing
diversity in the classroom with special focus on addressing
the learning needs of children from socially and
economically disadvantaged groups; ensuring that in-
service teachers have adequate access to subject-specific
education through regular refresher courses and that
periodic in-service education is complemented with
sustained on-site academic support to teachers and in-
Capacity building
A key strategic approach to accelerate progress towards
universal elementary education and reduction of adult
illiteracy relates to strengthening institutional and human
capacities for effective planning and management of
educational programs. Significant progress has been
achieved in terms of enhancing capacities of various
institutions and educational functionaries at national,
state, district and sub-district levels such as the State
Councils of Educational Research and Training
(SCERTs),district level educational functionaries, District
Institutes of Education and Training (DIETs), Block
ResourceCentersetc.whichhaveenabledthemtoprovide
academic and professional inputs for planning and
management of educational programs and to organize
training programs for teachers another educational
functionaries.
= To enable the teachers to become reflective
practitioners
= To provide the opportunities to take part in their
Professionaldevelopmentbychoice
= To create autonomous teachers for construing and
facilitatingchildren'slearningopportunities.
Objectives Of
Guruchethana
Outcome and Impact
(How This Program Would Help Teachers)
= This will help teachers to facilitate learning by
consideringeachchild'scontextandcompetency.
= Will help teachers to become reflective
practitioners.
= Teachers have the freedom to choose modules
basedontheirneedsandinterest.
= Each teacher will get to participate in multiple
modules over 3 years as per their interest and
relevance.
= Modules combine appropriate content, readings,
and research findings in an integrated multi-
disciplinaryformat.
= Space for decentralized, peer learning, continuous
andsustainedself-learningisbuiltintothedesign.
Stepstoensurequality:
= Monthly alignment meetings were held as per plan
whereallthemeetingswerepresidedbyAdditional
Chief Secretary of Education Department. This
meetingisakeyforsuccess.
= Every meeting followed a structured and focused
process of reviewing the status on decisions made
in the previous meeting and the action points/tasks
beforenextmeeting.
= One full day was spent for discussion without
interruption going through each component
thoroughly.
= Collaboration was ensured in every step and could
achieveeverythingthatwasvisualized.
= Assigning few key officials for full-time into TPD
process
= Ensuring adequate budget allocation for every
actionorateverylevel

Contact Details
Director
Department of State Educational Research and
Training
100 Ft Ring Road, Banashankari 3rd Stage,
Hosakerehalli, Bengaluru – 560085
Ph : 080 2642 2372
Mob: 9448999322
email id: dsert.guruchethana@gmail.com
Nalikali Activities in workshop
Nalikali Activities in workshop
Teachers participation at workshops
Activities in workshop
Innovative way of inauguration of workshop
Bitthi patra presentation at workshop
Urdu Teachers Training
For more details on GURUCHETHANA Modules
PLEASE CLICK THE FOLLOWING LINK
http://dsert.kar.nic.in/guruchethana/contact-
details.html

Achieved universal sanitation coverage through
proper hygiene and well-being under SLRM

Solid and Liquid Resource
Management
SDG 6
Summary
The Solid and Liquid Resource Management (SLRM) project provides an impetus to The Swachh Bharat Mission
(Gramin) and The Swachh Bharat Mission (Urban), which aims at achieving universal sanitation coverage through
proper hygiene and well-being. This innovation focuses on creating Gram Panchayats free from open defecation,
while ensuring cleanliness and sanitization. Presently Solid Waste Management is being done by systematic
segregation, collection, conversion of waste to income etc. In the city of Udupi, A few pilot Gram Panchayats have
been chosen to implement the project, where 100% of rural households have been provided with individual
Householdlatrines(IHHL).UdupidistrictwasdeclaredasanOpenDefecationFree(ODF)on2ndOct2016.

Introduction
To accelerate the efforts to achieve universal sanitation
coverage and to focus on sanitation, the Govt. of India
launched the Swachh Bharat Mission on 2nd October
2014. The Swachh Bharat Mission, both rural and urban,
aims to achieve Swachh Bharat all over the country. It
focuses on the improvement in the levels of rural
cleanliness making Gram Panchayats Open Defecation-
Free (ODF) with the construction of individual Household
latrines (IHHL) for every family, through Solid and Liquid
Waste Management activities and improved village
sanitation. In the Udupi district, 100% of rural households
have been provided with individual Household latrines
(IHHL) and the district was declared as Open Defecation-
Free (ODF) district on 2nd Oct 2016. Udupi district has the
credit of being the first district in the State to be declared
as an Open Defecation-Free District under two sub-
missions SBM(G) & SBM(U). Udupi stood first in
Swachhatha Darpan rating for the year 2017-18 awarded
by the Ministry of DWS. Waste Management was one of
the major issues of all the Gram Panchayats of the district,
as people used to throw waste in public places and used
unscientific ways like burning wastes, throwing meat
waste into the rivers surrounding the village, throwing
beside the road to dispose them off easily. The Gram
Panchayatshavingcommercialcentres,pilgrimagecentres
and those situated on the National Highway had more
intensityofthewastemanagementissues.
Swach Udupi Mission Programme was envisaged with an
aim of making the entire district free of garbage, dumping
yardsandothersanitationissues.Theprogramwasstarted
on July 26th, 2017 with the training for SLRM though it was
officially launched on 15th Aug 2017 by the District In-
charge Minister. It was estimated in the beginning to reach
thegoalby31stMarch,2021.
At present, 60 full-fledged SLRM units and 52
dry waste collection centres are there in operation at the
GP level in 112 Gram Panchayats of the district, covering
around 1,10,000 households and around 7 lakh
population.
Members of the Self-Help Groups and other Youth and
Women'sorganizationsfromalltheGrampanchayatshave
been trained in two phases. More than 1,000 volunteers
have been trained in many batches of 2-8 days each at the
district level. Around 10,000 different stakeholders like
elected representatives, heads of voluntary organizations,
religious institutions and hospitals, teachers and lecturers
at Schools and Colleges, students, SHG members, Hotel
owners and others both in urban and rural sectors were
sensitized in a day-long training programs at
district/block/Gram Panchayat levels. Interested
volunteers, faculty of technical colleges have been trained
on the establishment of SLRM centres, construction of
biogas units, fabrication of low-cost Tricycles and
construction of low cost buildings/sheds etc. One SLRM
Centre for each of the G.P was set up with a vehicle, a
Supervisor, and workers. A set of three perforated and
labeled buckets - green, blue and red – have been
distributed to every household for collection of wet
organic waste like vegetable and fruit peels, rotten fruits,
fish and meat waste, eggshells, etc., dry waste like plastic
covers, glass pieces, card boards, metals, wooden
materials, papers etc. and hazardous waste like sanitary
pads/ products, medical disposables, etc. The holes in the
buckets are to prevent the beneficiaries from using them
forotherpurposeslikestoringwater,washingclothes.
Project Details
Baseline surveys to study the sanitation practices like
methodofsegregation,expenditureincurredbythefamily
for health, measures adopted for mosquito control were
conducted in all the Gram Panchayats prior to the
execution of SLRM. Based on these surveys, one Gram
Panchayat each was identified in three taluks of Udupi
districttokickstarttheSLRMprogramonapilotbasis.
When the District Administration, under the
guidance of Shri Vellore Shrinivasan, Director, Indian
Green Services, took up the ‘Garbage to Gold’ project,
Vandse Gram Panchayath responded positively and gave
its consent to start the SLRM pilot project. The Deputy
Commissioner inaugurated the project on September
16th, 2017. Thus, the first SLRM Center to be set up was in
Vandse Gram Panchayath limits of Kundapur block. This
was followed one after another by Nitte, Hebri,
Mudaru, zMundkur, Idu, Kokkarne, Varamballi,
K a r k u n j e , H a r d a l l i , M a n d a l l i , Tr a s i a n d
MaravantheGramPanchayatsofthedistrict.
Wet (Organic) waste Items
Management
The wet (organic) waste is further divided and fed to cattle
twice a day. A cow shed is also set up in SLRM Centre or the
waste would be sent to Goshalas. The residual from the
organic waste is used to make the compost bed to prepare
manure. As the eggshells are rich in calcium, they are
collected, powdered and used in the flower pots and
vegetable gardens, or sold for the same purpose. Waste
flowers collected from the flower shops and marriage
halls, etc. are sold to Rangoli Powder Manufacturers.
Tender coconut shells are used in plant nurseries to grow
saplings and as firewood. Cana plants, banana plants,
vegetable plants & other kitchen garden plants are grown
using the wastewater from the cowshed. As plants absorb
grey water, they are are sold to households, panchayats,
urban local bodies etc. for wastewater management as
well.
Dry (non-organic) waste
Items Management
The dry (non-organic) waste items such as bottle caps,
bottles, bottle wrappers, paper, cardboards, metals,
glasses, etc. are separated and sold at a value-added price.
The money, thus, earned is utilized for the used to
maintenanceoftheSLRMCentres.

= The major challenge was to arrange the financial
resourcestosetupintheSLRMcentresandtomeet
the recurring expenses like honorarium/wages for
workers, fuel charges etc. Therefore, it was decided
to use available old buildings within GP area with
minor repairs & renovation work and consolidate
the funds under the Gram Vikas scheme, the
Finance Commission grant, the CSR fund, etc. to set
uptheSLRMcentres.
= People's resistance towards the program because
of the common complaints like bad smell, stink,
maggotsandhouseflies.
= The doubts the public had about the activities of
theSLRMcentreintheinitialstage.
= Refusal and hesitation of trained workers to work in
waste collection, segregation activities at the
beginningoftheprogram.
= Marketing of the products coming out of the SLRM
centreswasoneofthemajorchallengesfaced.
Factors contributing to
success & innovative aspects
of the project
Involvement of the SHG:
= Active participation in SLRM of Women SHGs, who
have more patience, are reliable, better suited t o
communicate with women, and in charge of waste
disposal in most households in India.
= Supplementing Women's income through their
involvement in SLRM projects.
= Support to the SHGs by way of revolving funds,
loans, and subsidies from the government.
= An agreed code of conduct prevalent among the
SHGs, which every member abides.
= The SHG itself dispels any member in case the code
of conduct is not followed.
= SHG members are local people from the
neighborhood; this encourages them to be more
involved in the project.
= Their involvement also increases the sense of
ownership prevailed upon other residents in the
neighborhood.
CompostwithNPKvalue:
In SLRM, most of the fresh organic items are eaten by the
cattleandreducedto¼oftheirvolumeandgetsconverted
as dung. The same day it goes to the compost bed -
composting process and will get composted with rich NPK
value that fetches good demand for the composted
manure.
GarbagetoIncome:
'Wealth from Waste' is the mantra of SLRMs, and all the
itemsgeneratedintheSLRMcentresaresoldinthemarket
atvalueaddedprice.
ByProducts:
In SLRM centres product sale points are also opened to sell
different items prepared out of waste. Some of the
products are amruthapani, panchagavyam, bio pesticide,
vessel cleaning powder, calcium powder, flower powder,
door mat, pillow, cloth bag, organic manure, cow dung
cake.
RoofGarden:
Roof gardens have been set up on the top of the schools,
governmentbuildings,etc.nearSLRMcentres.Theorganic
manure generated in SLRM centres is used for such roof
gardens to grow organic vegetables and the SLRM centres
generateincomebysellingtheseorganicvegetables.
Semi-Mechanization:
To make the process easier for the segregation of dry
waste, conveyor belts are installed; shredders, bailers are
also installed to process the waste items in SLRM centres.
This facilitates to enhance the the efficiency of the
workers.

Budget details
Estimated budget for construction of SLRM Centre
S.NO TOTAL RESOURCE VALUE
1 Inorganic Items 16235
2 Organic Items 11525
3 TAX Collection: 38000
Total 65760
Sl No Description Expenditure No Total
1 Supervisor salary 9000 1 9000
Required Faciltiies Number
Estimated amount
(In Lakhs)
If building a new building
-SLRM shed
1 7.00
Shredder machine
1 0.80
If an automated vehicle is required
1 4.50
Bora Bag (for dry waste collection)
1000X12rs 0.12
Buckets
300 Set 0.67
Tools (sorting bowls, weighing machines, bora bags, safety
equipment, other equipment) 1.50
IEC and others
0.30
Total 14.89
2 Workers salary 8000 6 48000
3 Maintenance (fuel and other) ls 7600
64600

There are 155 Gram Panchayats in the Udupi district of
which112GPshavealreadybeencoveredandItisplanned
to extend the project to the remaining GPs in the days to
come; at least one SLRM Centre for each of the GP is
planned to be set up to reach 100% coverage of the
district. Since the SHGs have a lion's share in the
implementation and successful running of the SLRM
centres, the SLRMS are being planned to be handed over
toSelfHelpGroupsforoperation&maintenanceinfuture.
After commissioning of SLRM projects, people in the
village are happy for the cleanliness in their village; the
Gram Panchayats are relieved as their burden of waste
management reduced to zero; employment opportunities
are created for around 500 local people. Therefore,
attempts are being made to tag each household in the
district to their nearest SLRM centre enabling all the GPs in
Contact details
The Chief Executive Officer,
Udupi Zilla Panchayath,
Deputy Commissioner's Office Building,
C Block, Rajathadri, Manipal – 576104,
Udupi District, Karnataka, India.
Telephone: 0820-2574938
Website: http://www.zpudupi.in
zpudupi@gmail.com
nbaudp@gmail.com
ceo_zp_udp@nic.in
Mobile: 9480878000, 9480878000
Future Activities
Outcome and Impact
In the SLRM model each item collected is converted into a
source of income. Here, the unwanted items from
households & commercial centres are collected and
convertedintousefulmarketableproducts.
= People's perspective towards garbage has totally
changed;SHGmembers,youthsandotherswhowere
not willing earlier to work/involve themselves in
waste management activities, are coming forward to
join the SLRM projects; with the success of pilot
projects in the district, the scenario has completely
changedinthisfield.
= The success of pilot projects commissioned in the
district has changed the notion of the public towards
waste management program. Now Gram Panchayats
are coming forward to take up SLRM projects and
implementthemintheirareas.
= After the implementation of the SLRM projects, there
iscleanlinessinthevillage.
= Each household and commercial centre properly
segregate the organic and non-organic items and give
themtoSLRMvolunteers.
= The practice of throwing waste in public places and
disposing of it in unscientific ways like burning
wastes, throwing meat waste into rivers surrounding
the village, throwing it at the roadside. have
drastically reduced & the burden of waste
managementhasbeenreducedtozero.
= Income is generated out of the waste items which
otherwise, people used to throw out resulting in
uncleananddirtysurroundings.
= Roadside dustbins have disappeared, and the
roadsidesanitationhasimproved.
= Employment opportunity has been created for local
SHGmembers.
= Waste is being tackled as a resource; hence, Solid
Waste Management is presently being done by
systematic segregation, collection, conversion of
wasteintoincomeetc.
the district of Udupi to generate revenue from the waste,
thusgiving“GarbagetoGold”arealmeaningandmakethe
lives of people happy, healthy, and wealthy in a clean and
hygienicenvironment.

65
Davanagere District has achieved 100% progress and has
successfully achieved the Target of 1 lakh LPG connection
through district level selection and monitoring committee

66
Mukya Mantri Anila
Bhagya Yojana
SDG 7
The district of Davangere in Karnataka has successfully completed the implementa on of Mukya Mantri Anila
Bhagya Yojana (MMABY). The implementa on strategy empowered the district level selec on and monitoring
commi eeto makea list of allnon-gas ra on cards from theexis ng food database belongingto familiesinPriority
Households and Anthyodaya Anna Yojana categories. The main objec ve of the scheme is to make the State of
Karnataka, a cooking kerosene free State, through its eco-friendly scheme to avoid environmental pollu on and
keep the ci zens free from diseases like 'breathing problem/asthma/lung cancer. Davangere District has achieved
100%progressinPhase-1oftheprogramandreachedthosebeneﬁciariesforwhomtheprogramwasplanned.
Summary

67
Food, Civil Supplies and Consumer affairs Department of
Davangere is one of the best examples of success for the
comple on of MMABY. The Karnataka State Government
has launched a scheme that offers free LPG connec on to
its ci zens. In addi on to the LPG connec on, the scheme
provides a double burner gas stove with an ISI mark and
two free cylinders to the beneficiaries. Providing free LPG
connec on, a twin burner gas stove and lighter, two refills
to all BPL, PHH (Priority Household) or AAY (Anthyodaya
Anna Yojana) families ra on card holders who do not have
LPG connec on will be eligible (both in urban and rural
areas) under the scheme. Addi onally, Construc on
workers registered under Karnataka Building & Other
Construc on Workers Welfare Board (K.B.O.C.W.W.B) who
donothaveLPGconnec onwillalsobeeligible.
Aadhar number is made compulsory for each applicant to
preventduplica on.
The Pradhan Mantri Ujjwala Yojana beneficiaries (selected
from Socio-Economic Caste Census - SECC list) who have
already received their gas connec ons will not be eligible
for free gas stove and refills under this scheme. The Food
and Civil Supplies Department is the implemen ng
department. The main objec ve of the MMABY Scheme is
to make the state kerosene-free cooking region. cooking
kerosene free areas. This eco-friendly scheme will avoid
environmental pollu on and make the problem, free from
diseaseslike‘breathingproblem/asthma/lungscancer.
Introduction Implementation of the Project
The district level selec on and monitoring commi ee will
be given the list of all non-gas households ra on cards
(exis ng in the food database which belong to PHH/AAY
categories.) This list will be given Fair Price Shop-wise by
theMemberSecretarytoallthemembers.
Fourpar cipa ngdepartmentsinMMABYare
= DepartmentofFood,CivilSupplies,ConsumerAffairs
andLegalMetrology
= KBOCWWBunderDepartmentofLabour
= DepartmentofSocialWelfare
= DepartmentofForest,Ecology&Environment
= A district-level selec on and monitoring commi ee
managed by the Minister in- charge of the district is
responsibleforselec ngthebeneficiaries.
= The list of ci zens who do not have non-gas
households Ra on Cards would be given to the
districtlevelselec onandmonitoringcommi ee.
= Within the district, the Member Secretary calculates
the number of beneficiaries in Phase-I FPS wise,
following the same procedure that has been
followed in calcula ng Phase-I target for the district
intheState.
= The Member Secretary gives the guidelines of
MMABYandhandsoverthetargetlistFPSwisetothe
MLAs of the commi ee to select beneficiaries for
Phase-I.
= If the MLA is unable to finalize the list of Phase I
beneficiaries within a week, then the District
Selec on Commi ee recommends the authority to
finalizethelist.
= The Forest Department has decided the list of
beneficiaries for the Financial Year 2017-18.
Therefore, the RFO would be responsible for
entering their applica ons in the Common
Applica onForm.
= The Pradhan Mantri Ujjwala Yojana beneficiaries
who have already received their gas connec ons will
not be eligible for free gas stove and refills under the
scheme.
= A er communica ng to the Phase-I beneficiaries,
any female member in the PHH/AAY ra on card of
that family above 18 years of age can approach the
Gram Panchayat office / Jana Snehi Kendra /
Bangalore 1 / Karnataka 1 centre and apply for
MMABYintheprescribedapplica on.
= All Phase-I applicant has to provide the Aadhaar
number at the service kiosk and ensure the presence
ofgasconnec oninthehousehold.
= The applicant can select the agency present in that
areawhilesubmi ngtheapplica on.
= Once the applica on is completed, an endorsement
would be issued to the eligible beneficiaries of
Phase-I. This endorsement states that the applicant
iseligibletoapplyforMMABY.
= The applica on would be forwarded to the food
inspector. A unique consumer ID number would be
generated that is used for all subsequent purposes.
The applicant receives an SMS a er verifica on by
FoodInspectors(FIs).
= Aphotocopyofchequeandthebeneficiarylistissent
toeachbeneficiarythroughFI.Thebeneficiaryhands
over the pre-filled applica on form, the MMABY
District level selection and monitoring committee is
formed chaired by Hon'ble district in-charge Minister who
will be responsible for the selection of beneficiaries. The
committeemembersareasfollows:
1) Districtin-chargeMinister-Chairman
2) Deputy Commissioner of district - Vice-chairman
3) All MLAs of district - Members
4) CEO of Zilla Panchayat - Member
5) District Labour officer - Member
6) Conservator of Forest - Member
7) Deputy Director, Food& Civil Supplies - Member
Secretary

68
State level empowered commi ee under the
chairmanship of the Chief Secretary has been formed to
take policy decisions regarding the scheme and review its
overallimplementa oninthestate.
Districtlevelcommi eesheadedbythein-chargeminister
and deputy commissioner will monitor and supervise the
implementa on of the scheme. Commissionerate of FCS
will conduct the regular IEC regarding MMABY.
Beneficiaries will be provided pictorial instruc ons
regardingthesafeuseofLPG.
The State has trained voluntaries to assist and advice first
me LPG users to Create “Model Kitchens” to give live
demo of how the stove and cylinder should be installed
and usage of LPG. Safety clinics shall be organized at
regularintervalsforthenewlyselectedbeneficiaries.
acknowledgement, photocopy of cheque and
releaseordertotheLPGdistributor.
= On ge ng clearance from the OMCs, the distributor
releases the SV to the beneficiary and uploads the
par culars in the Web Portal of FCS so ware using
login-idandpassword.
Implementation mechanism
1. Any Female member in the PHH (Priority
Household)/AAY (Anthyodaya Anna Yojane) Ration Card of
the Family who is above 18 Years can submit to Gram
Panchayat / Atalji Janasnehi Kendra / Bangalore One /
KarnatakaOneCenters
–MMABYApplicationFormDevelopedbyNIC.
= Incasethereisnofemalememberinthatrationcard,
then any male member above 18 years can apply for
MMABY.
2. The applicant needs to provide the Aadhar Number at
the service kiosk which will check the presence of the gas
connectiontothathousehold
= A mobile number will be necessary, SMS can be sent
totheapplicantatallcrucialstagesofthescheme.
3. The applicant will be given the choice of selecting the
agency present in that area at the time of submission of
theapplication.
4. The application would then be pushed to the Food
Inspector/PDOofconcernedGramPanchayats.
= The FI would reconfirm that none of the family
members of the card holder has the LPG connection,
by checking the same in the public website of the
OMC through Aadhaar authentication, also doing 5%
FieldVerification.
5. Thereafter the applicant can approach the LPG
Distributor.
= LPG distributor would upload the KYC details of the
applicantinthesoftwaresystemprovidedbyOMC.
= The software takes 2-3 days for releasing the
SubscriptionVoucher(SV).
6. LPG distributor would ensure the installation of the
connectionwithin7days.
7. District Administration can ensure delivery of the gas
stovetothebeneficiarywithinthistime.
8. Deputy Commissioner will release individual
beneficiaries DD amount through KFCSC to the LPG
distributors.
9. KFCSC will supply gas stoves to the beneficiaries. LPG
distributors collect the 'Acknowledgement' from them
andscananduploadthesameinthesoftware.
10. LERC (LPG Equipment Research Centre) will be the
Technical Advisor and the third-party agencies to test the
qualityofgasstovesunderMMABY.
11.LPGdistributorsuploadtheinstallationdetailsagainon
theFCSwebsite.
12. In case of surrender of any connection by any
beneficiary within 2 years under MMABY, it should be
returnedtothedistrictadministrator.
Monitoring
Social Audit
= Web page of MMABY:- Department developed to
display information of list of beneficiaries
h t t p s : / / a h a r a . k a r . n i c . i n / f c s s t a
t/Stat_mmaby_progress_rpt.aspx
= SMS alerts on the release of connections to their
registered mobile numbers at each crucial stages of
thescheme.
= Social audit through Gram Sabha:-DC/CEO will
arrange to have the list of MMABY beneficiaries
readoutintheGramSabha.
= Call Centre: 1965 state level call center number will
callatleast1%ofbeneficiariesonadailybasis.
= Physical Verification: Deputy Commissioner will set
up system for physical verification at Taluk / Gram
Panchayatlevel.
= Evaluation of the Scheme:- KEA (Karnataka
Evaluation Authority) under department of Planning
Program Monitoring and Statistics will be taken as
external evaluators for the scheme to carryout
evaluationoftheschemeatcrucialstages.
State Government will provide free LPG connec on (SBC)
(@ Rs.1940) along with a double burner gas stove with ISI
mark (within Rs.1000) and two free refills (@ Rs.550 for
each refill) to Mukhya Mantri Anila Bhagya Yojana
beneficiariesintheState.Thebifurca onisasfollows:
SDforCylinder
SDforRegulator
SurakshaHose(1.2meter)
DGCBooklet
Inspec on&Installa onCharges
Twoburnergasstove
Twofreerefills
Grand Total
Rs. 1450
Rs. 150
Rs. 190
Rs. 50
Rs. 100
Rs. 1000
Rs. 1100
Rs. 4040
Budget Details

69
District Name Taluk Name Target Applica ons Total Gas and Stove
Distributed to Beneficiaries
Davanagere Harihara 124 124
Harapanahalli 218 218
Channagiri 237 237
Jagalur 268 268
Total 847 847
Outcome and Impact
The State Phase 1 Target is around 1 lakh LPG connec on to the beneficiaries under MMABY
Scheme. Davanagere District has achieved 100% progress and has successfully achieved Phase-
1 target assigned by the State government. The scheme has been largely successful in
Davanagere,acookingkerosenefreedistrictandreducehealthexpenditures.
Contact details
Mr Manteswamy
Joint Director
Food, Civil Supplies and Consumer Affairs
Department
Davanagere - 577004

70
Solar Smart Class Facility in 122 Government High Schools
of Yadgir Funded Through The CSR Initiative of
Bharat Electronics Limited

71
SOLAR E-SHALA - Improving public
infrastructure through interventions
in Government schools by
implementing decentralised
renewable energy solutions.
SDG 7
Since the adop on of the 2030 Agenda for Sustainable Development and the Sustainable Development Goals (SDGs),
public-private partnerships have become even more prominent. A shi in approach between the Millennium
Development Goals (MDGs) and the SDGs is the recogni on that policy objec ves are best achieved by involving and
integra ng private actors in the policy process. PPP is a long-term arrangement between policymakers and private sector
en es for provision of public u li es and services. There are several models that can be adopted to make such
partnerships successful. The 'Transforma on of Aspira onal Districts'Programme aims to expedi ously improve the
socio- economic status of 117 districts from across 28 states. The three core principles of the programme are -
Convergence (of Central & State Schemes), Collabora on (among ci zens and func onaries of Central & State
Governments including district teams), and Compe on among districts. Driven primarily by the States, this ini a ve
focuses on the strengths of each district, and priori ses the a ainable outcomes for immediate improvement. SELCO has
converged with private CSR, public enterprises and funds available in various government departments to improve the
performanceindicatorsintheaspira onaldistrictsofYadgir&Raichur.
Summary

Handbook on Best Governance Practices of Karnataka

Handbook on Best Governance Practices of Karnataka

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Handbook on Best Governance Practices of Karnataka