Network of Asia-Pacific Schools and Institutes

of Public Administration and Governance (NAPSIPAG) Annual Conference 2006

University of Sydney, Australia December 4-5th, 2006.

Title

ROLE OF ENCOMPASSING INNOVATION IN THE DEVELOPMENT OF HUMAN WILL—A MAJOR CONTRIBUTIVE FACTOR

IN THE SOCIAL AND THE HUM AN DEVELOPMENT

Vinay Sharma is Assistant Professor & Head at the Department of Management Studies with SRMCEM,

A college affiliated to the U.P. Technical University, Lucknow, India. Residential Address: 15/112, Indira Nagar, Lucknow 226016, Uttar Pradesh, India Ph No:

0091-522-2356185, 2358396, 9839022610, e-mail: vinnu71@hotmail.com , vinnu871@yahoo.com

About the Author: Having worked with organizations in the fields of Social Development, Media and Information Technology his areas of interests include Poverty Alleviation through Business Development, Market Development and Technology and especially Enhancing the reach of the Health-Care with the perspective of Affordability for the Poor & Profitability for the Provider. He is an associate and a member of the founding group of the Network of Asia Pacific Schools and Institutes of Public Administration and Governance constituted by Asian Development Bank in December 2004 and the Associate Editor of the E-Journal of NAPSIPAG. Vinay Sharma is teaching Strategic Management and Heading the Department of Management Studies at SRMCEM, Lucknow, UTTAR PRADESH, INDIA.

Abstract

This paper through the citation of live and working examples proposes

and suggests that Innovations in Governance, Technology and its usage, Service

Delivery, Business Opportunity Development and in Strategy (Business

Strategy especially in relation to the Rural Markets) develops ‘Human Will’ at

both of the ends of the implementers and beneficiaries i.e. at the ends of

Government and the Public, Technology Providers and the Users, Service

Providers and the Beneficiaries, Business Organizations and the Clientele.

Please also see fig. 1. The paper further suggests that this kind of a

development of ‘Human Will’ at both the ends is instrumental in establishing

‘Self Replicable Processes’ and this in turn are supportive of Social and Human

Development.

The paper also emphasizes that innovation even in any of the

areas/fields like Governance, Technology and its usage or any other also

influences the other areas and aspects and gets influenced in a cyclical fashion

and the process of innovation itself is all encompassing and cyclical in nature

for example the enhancement in the levels of the reach of micro-credit facilities

(through innovations in the policies of the credit facilitators) for the poor people

definitely and positively influences Business Opportunity Development and

triggers innovations in the later too. Hence the paper proposes that the

innovation is important regardless of the area prioritized as the objective should

be to develop ‘Human Will’ because sustenance of the processes is the question

and the answer as well.

Key Words: Innovation, Human Will, Governance, Business Opportunity Development,

Technology, Service Delivery, Strategy, Self-Replicable Processes, Social and Human

Development.

Fig-1

ROLE OF ENCOMPASSING INNOVATION IN THE DEVELOPMENT OF HUMAN WILL—A MAJOR CONTRIBUTIVE FACTOR IN THE SOCIAL AND THE HUM AN DEVELOPMENT

IN DEVELOPS INNOVAT HUMAN WILL LEADING to AT BOTH THE ENDS of

GOVER ACE

TECHN OGY AND ITS SAGE

STRA GY

SERVICE DELIVERY

BUSINESS

OPPORTUNITY DEVEL ENT

G rnment and e Public

chnology Providers and the

Users

Service Providers and the

Beneficiaries

Opportunity Providers and the

Recipients

SELF REPLICABLE PROCESSES which in turn

Support THE SOCIAL

AND THE HUMAN

DEVELOPMENT

Business Organizations and

the Clientele

TE

OPM

ION

N

OL U

oveth

Te

Introduction:

The question of ‘Social and the Human Development’ has an

inevitable answer in the effective Governance of a nation and a society.

Effectiveness of Governance on the other side has ‘Human Will’ as a very

essential ingredient.

This paper emphasizingly proposes for ‘The Role of an Encompassing

Innovation in the Development of Human Will’ justifying the same as one of

the major contributive factors in the Social and the Human Development on the

one hand and simultaneously addresses the question of enhancement of ‘Human

Will’ through innovation and technology through the citation of live and

practical examples on the other hand.

Examples of Innovations in Governance, Technology and its usage, Service Delivery, Business Opportunity Development and in Strategy (Business Strategy especially in relation to the Rural Markets): Lokvani – The voice of common people: (A technology based effort suggesting innovations in Governance).

A model based on Public Private Partnership, Lokvani was initiated

on November 9th, 2004 in Sitapur a district of Uttar Pradesh. The objective was

Governance with more responsibility, more transparency, less corruption,

speedy decision-making and relatively less paper work. A Lokvani society was

established with District magistrate (DM) as its President, Chief Development

Officer (CDO) as its secretary and, District Information Officer (DIO) of

National Informatics Centre (NIC) as a technical member. To ensure financial

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viability the revenues are generated by Lokvani centre through registration

charges and revenue sharing on the services offered.

Services offered: The various services offered through Internet kiosks are –

• Online submission, tracking and disposal of public grievance.

• Land records.

• Information about Government schemes.

• Prescribed government forms.

• Pension / scholarship disbursement list.

• Food grains disbursement details.

• Funds allotted to Panchayats (elected Governing body at village

level) under different schemes.

• Tenders of Government / local bodies.

• Online results of exams / competition etc.

The charges depend upon the kind of services like

Grievance registration- Rs 10/- (where 1 INR = 0.0228311 USD or 1

USD = 46 INR approximately)

Printing of any information – Rs 5/-

Receiving land records via courier – Rs 35/-

To ensure accessibility and availability of Lokvani facilities to the

people living in remotest part Lokvani centers (Public Kiosks) were opened

which are connected to the city headquarters through Internet. There are around

50 such kiosks.

Lokvani like similar project has been an instant hit which is evident

from the increasing number of kiosks and increasing number of complaints.

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More than 50,000 complaints have been resolved till now which, reflects the

success of this initiative. The state of Uttar Pradesh, A Brief Profile:

The state of Uttar Pradesh has a population of 166 million out of

which 111.5 million is the rural population distributed in 1,12,539 villages.

About 80% of the poor households live in rural areas of the state whereas the

poor population of the state as a whole constitutes around 8% of the poor

population in whole of the world. Apart from other issues ranging from uneven

distribution of electricity, improper supply of drinking water, uneven

disbursement of health facilities and medical supplies to social issues of gender

inequality, casteism and political uncertainty the state of Uttar Pradesh suffers

from an infant mortality rate of 84-85 per 1000 births, maternal mortality of 767

deaths per 100,000 live births and a literacy rate of only 57% whereas, female

literacy is trailing at 43%, the crude birth rate in the state is 33.5, crude

mortality rate is 10.3 and a very poor overall Human development Index of only

0.07%. Further, Agriculture is economically and socially vital to Uttar Pradesh,

and so is the associated produce whether it is dairy products, the house hold

produce or consumer goods, food products, handicrafts and so on.

ITC’s e-Choupal: A Business Opportunity Development effort

suggesting Profitable Rural Transformation (http://www. echoupal.com/):

ITC is one of India's foremost private sector companies with a market

capitalisation of over US $ 7.5 billion and a turnover of US $ 2.6 billion. Rated

among the World's Leading Companies by Forbes magazine, ITC ranks third in

pre-tax profit among India's private sector corporations. ITC has a diversified

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presence in Cigarettes, Hotels, Paperboards & Specialty Papers, Packaging,

Agri-Business, Branded Apparel, Packaged Foods & Confectionery, Greeting

Cards and other FMCG products. While ITC is an outstanding market leader in

its traditional businesses of Cigarettes, Hotels, Paperboards, Packaging and

Agri-Exports, it is rapidly gaining market share even in its nascent businesses of

Branded Apparel, Greeting Cards and Packaged Foods & Confectionery.

The Company's 'e-Choupal' initiative is enabling Indian agriculture

significantly enhance its competitiveness by empowering Indian farmers

through the power of the Internet. This transformational strategy, which has

already become the subject matter of a case study at Harvard Business School,

is expected to progressively create for ITC a huge rural distribution

infrastructure, significantly enhancing the Company's marketing reach.

e-Choupal places computers with internet access in rural farming

villages; the e-Choupal serve as both a social gathering place for exchange of

information (Choupal means gathering place in Hindi) and an e-commerce hub.

What began as an effort to re-engineer the procurement process for soy,

tobacco, wheat, shrimp, and other cropping systems in rural India has also

created a highly profitable distribution and product design channel for the

company—an e-commerce platform that is also a low-cost fulfillment system

focused on the needs of rural India. The e-Choupal system has also catalyzed

rural transformation that is helping to alleviate rural isolation, create more

transparency for farmers, and improve their productivity and incomes.

ITC has created and is maintaining its own IT network in rural India

and has identified (the process is still going on) and trained local farmers to

manage e-Choupal. The computer, typically housed in the farmer's house, is

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linked to the Internet via phone lines or, increasingly, by a VSAT connection,

and serves an average of 600 farmers in 10 surrounding villages within about a

five kilometer radius. Each e-Choupal costs between US$3,000 and US$6,000

to set up and about US$100 per year to maintain. Farmers incur no costs for

using the system but the host farmer, called a sanchalak, incurs some operating

costs and is obligated by a public oath to serve the entire community. The

sanchalak benefits from increased prestige and a commission is paid to him for

all e-Choupal transactions. The farmers can use the computer to access daily

closing prices on local mandis, as well as to track global price trends or find

information about new farming techniques—either directly or, because many

farmers are illiterate, via the sanchalak. The e-Choupal system has had a

measurable impact on what farmers chose to do. The system provides direct

access to the farmer and to information about conditions on the ground, thereby;

improving planning and building relationships that increase its security of

supply. The company reports that it recovers its equipment costs from an e-

Choupal in the first year of operation and that the venture as a whole is

profitable.

Selected from 64 nominations in 27 countries, the 'e-Choupal' project has been specially recognized for making a significant contribution to society by deploying the innovative and productive skills of a business enterprise and striving to address the challenge of development through a core business activity.

Further ITC is establishing 30 rural malls in synergy with its fast

growing e-choupal network. One of the ITC’s rural malls - Choupal Sagar - is at

Sehore in Madhya Pradesh. These malls are modeled and housed in 5 acres of

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land, have a warehouse space of 10,000 sq ft, besides space for storing 10,000

tonnes of grains, with support facilities such as fuel station, food court and

training center.

SKS Microfinance: (An effort based on Business Opportunity Development through technology and its Usage).

SKS Microfinance empowers the poor to become economically self-

reliant by providing financial services in a sustainable manner. Launched in

1998, SKS Microfinance is one of the fastest growing microfinance

organizations in the world, having provided over $ 92 million (Rs 425 crores)

and has maintained loans outstanding of $38 million (170 crores) in loans to

nearly 320,000 women clients in poor regions of India. Borrowers take loans

for a range of income-generating activities, including livestock, agriculture,

trade (such as vegetable vending), and production (from basket weaving to

pottery). SKS also offers interest-free loans for emergencies as well as life

insurance to borrowers. Its affiliate, SKS Education, provides education

services to poor children, including running a government-funded school for

girls who have dropped out of school. SKS currently has 138 microfinance

branches in the states of Andhra Pradesh, Karnataka, Maharashtra, Orissa and

Madhya Pradesh, Bihar, UP, Rajasthan, West Bengal, Jharkhand, and

Chhattisgarh. This year, SKS aims to reach 700,000 clients by March 2007. In

the last year alone, SKS Microfinance has achieved nearly 161 % growth, with

98% on-time repayment rate. Further, SKS is accepted into MicroFinance

Network (MFN) http://www.mfnetwork.org/, a global association of leading

microfinance practitioners committed to improving the quality of lives of the

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poor through the provision of credit, savings, and other financial services, adds

SKS to its exclusive membership organization

Narayan Hrudayalaya: (Service Delivery through Innovative Usage of Information and Communications Technology)

This unusual public-private partnership has brought down healthcare

costs in the private sector dramatically. The insurance scheme - Yeshasvini -

entails that each member of farmer cooperative societies pays Rupees 5 (US $

.11) a month or Rupees 60 (US $ 1.33) per annum to get insured for surgeries

and post-operative treatment at 67 identified private and government hospitals

across the state. The first lot of 1.7 million farmers, who have paid the small

amount, have created a corpus of Rs.150 million that has been further bolstered

by the state government contributing an additional Rupees 2.50 (US $ .05) per

farmer per month. The hospitals are paid from this amount once the cooperative

society sends the bill to the state-run National Insurance. Devi Shetty, noted

cardiac surgeon and the brains behind the insurance scheme expects the

financial health of the hospitals to change so dramatically that the costs of

healthcare will come down. Occupancy rates in hospitals had gone down to as

low as 10 percent in several cities and semi-urban towns because of the high

cost of healthcare. Shetty’s Narayana Hrudalaya, a cardiac hospital that has

come to be known for reducing costs, monitors the quality of healthcare under

this scheme. NARAYAN HRUDALAYA has also generated a telemedicine

network in coherence with their low cost medical facility network. Tele-

medicine project is a "Non Profitable" project sponsored by Rabindranath

Tagore International Institute of Cardiac Sciences (RTIICS) Calcutta, Narayana

Hrudayalaya (NH) Bangalore, Hewlett Packard, Indian Space Research

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Organization (ISRO) and state Governments of the seven North Eastern states

of India. The Rabindranath Institute at Kolkata and Narayana Hrudayalaya at

Bangalore is the main hub for Tele-medicine linking the seven states. The

specialists at both the institutions offer their services for this project entirely

free. They first identify a 100-bed hospital in each of these seven states. The

hospitals are preferably located away from the state capital and do not possess

the facility of a coronary care unit and subsequently go for the Telemedicine

Networking. Another example is Video Doctors of Asha Sanjay in Tamil

Nadu India (A Southern state in India): (Source:

http://lists.isb.sdnpk.org/pipermail/gsd-list/2004-July/001292.html) here also

technology and innovation is the tool and the methodology.

Drishtee Foundation: A Not-for-Profit Organization, with a Vision for Communicating ICT for Development'.

Drishtee Foundation It promotes the network of Information

Communication Technology (ICT) centers for the benefit of rural population.

This rural Intranet project was initiated in the year 2000 to enable citizens to

communicate their concerns to local Government officials. Soochanalayas or

centres have been established to cater to 25 to 30 surrounding villages and the

buildings of Gram Panchayats and are nodes working as rural cybercafe-cum-

cyberoffices. Each Soochanalaya provides an option to access services to about

15-Gram Panchayats and uses innovative e-governance, e-commerce, and e-

education techniques for social change and development through wired villages

within districts. Drishtee has successfully demonstrated its concept in over 90

kiosks across five Indian states and is currently customizing its software and

services for nearly 500 districts in India.

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Drishtee has included the ‘Community Sensitization’ as the first step

of the rural ICT implementations. This is done through participating in the

scheduled official Gram Sabhas of the villages and by organizing local

community meetings. These meetings – termed as Gram Sabhas in general by

the Drishtee terminology – are organized with the consent of the Village Head

i.e. Mukhiya or the Sarpanch. A team of Drishtee represents in these meetings

and talks about the concept of Drishtee to the rural groups – students, elderly,

working people, farmers, etc. The revenue model, returns to the Kiosk Owner,

to communities and to all the stakeholders are explained in the simplest manner

so that the value of the ICT Centers can be promoted well. Drishtee’s Kiosks

are established and run by the village entrepreneur who should have the zeal for

delivery of information and services in the rural segment. For selecting the most

appropriate entrepreneur, Drishtee follows a selection methodology based on

reach out capacity of the entrepreneur with the Drishtee concept – i.e. through

the sale of Subscriptions for the Drishtee Soochnalaya.

Development of ‘Human Will’ through an Encompassing Innovation – especially Technological Innovation:

This paper proposes for the usage of ICTs to enhance connectivity and

communication which brings in action and response (on both the parts of doer

as well as the recipient i.e. the beneficiaries) and this becomes the motivational

force for the generation of sense of belongingness, consistency of efforts and

further communication, which generates commitment levels, (Max Neef 1991,

1992), which in turn enhances credibility, reliability and trust of the participants

of a process into the process itself, whereas trust is highly vital for change

initiatives (Shaw, 1997).

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Now, the development of credibility, reliability and trust becomes the

motivating force and the reason for the satisfaction of intrinsic needs of the

participants (the people and the agencies/the doers and the beneficiaries)

enhancing their levels of capabilities (Sen’s capability approach, 1999) and

freedom, as freedom has intrinsic as well as instrumental value (Sen, 1999).

Thus, now comes in the enhancement of the levels of ‘Will’ i.e. ‘Human Will’

of the participants of the process, which actually becomes the reason for the

enhanced levels of effectiveness and efficiency of process itself. (Pleae refer to

Figure-2). Therefore, reaching to a stage wherein, one may observe the

importance of ‘Human Will’ as a generic constituent for the genesis of an

effective and efficient process and a basic or generic reason for the success or

failure of human endeavours, we actually argue on the following lines:

a) the factors such as commitment, faith, responsibility and reliability,

which, are the main constituents of the human will may be deeply

accessed through the proper usage of Information and Communication

Technologies (termed as ICTs in this paper). (Please See Figure - 3).

b) and that the factors mentioned above are the qualitative results of

management supported by e-Governance.

c) and these qualitative results, which may not be quantified in a shorter

span of time, but definitely extract quantitative results, which, can be

summarized in figures in a longer span, also are the initiators of self

replicable processes.

Replication of a process brings in its sustainability, which, further

brings in viability. Viability on the conceptual levels is intensely related to self-

sustenance i.e. financial capability. (Please See Figure -4).

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FIGURE-2

ICT INTERVENTION/ leads to CONNECTIVITY USAGE OF ICTs CONNECTIVITY enhances COMMUNICATION COMMUNICATION generates ACTION & RESPONSE ACTION & RESPONSE becomes MOTIVATIONAL FORCE/DRIVE SENSE OF BELONGINGNESS MOTIVATIONAL generates CONSISTENCY OF EFFORTS FORCE/ DRIVE &FURTHER COMMUNICATION SENSE OF BELONGINGNESS CONSISTENCY OF EFFORTS generates COMMITMENT LEVEL &FURTHER COMMUNICATION CREDIBILITY COMMITMENT enhances RELIABILITY TRUST CREDIBILITY THE MOTIVATING FORCE RELIABILITY becomes FOR THE SATISFACTION OF TRUST THE INTRINSIC NEEDS OF THE PARTICIPANTS OF THE PROCESS SATISFACTION OF enhances the levels of CAPABILITIES INTRINSIC NEEDS & FREEDOM CAPABILITIES & enhances HUMAN WILL FREEDOM in actual terms EFFECTIVENESS & HUMAN WILL is the reason for the THE EFFICIENCY OF enhancement of A PROCESS

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FIGURE-3

SELF-REPLICABLE PROCESS Subsequently initiates And these qualitative results, though may not be quantified in shorter span but extract quantitative results which can be summarized in figures in a longer span And these factors are qualitative results of the management supported e-Governance

PROPER USAGE OF INFO. facilitates the deep Commitment these are the HUMAN

& COMMUNICATION accessibility of Faith main WILL TECHNOLOGIES (ICTs) factors such as Responsibility constituents Reliability of

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FIGURE-4 HUMAN WILL REPLICATES PROCESS REPLICATION OF THE brings in the SUSTAINABILITY PROCESSES OF THE PROCESSES SUSTAINABILITY brings VIABILITY IN ALL THE FUNCTIONAL TERMS/AREAS VIABILITY BRINGS IN SELF SUSTAINANCE Which may develop FINANCIAL CAPABILITY OF A PROCESS AS PER THE REQUIREMENTS

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The Interlinkage Innovation Develops Between Different Segments:

The beauty of innovation or the technology-based innovation is that it

develops a specific interlinkage between various segments regardless of the fact

that it is done or initiated from the Governance point of view or Business

Opportunity Development Point of view or else and the basic and the basic and

fundamental reason for this is that the Information and the Communication

Technology has multiple usage for example a platform generated by ITC per se

may be used by other organizations or service providers for the same set of

beneficiaries or target population, like in the case of ‘Lokvani’ on the one hand

it is providing a complaint redressal system and also providing earning

opportunity to the kiosk operators and if these operators multiply the usage of

their facility the replication process may find its solace. (Please also refer to

Figure - 5). (Figure-5)

The adjacent PictorialDemonstration is suggestive ofthe fact that Innovation,influences all the segments in acyclical fashion regardless ofthe segment ittouches/implemented first. The concept here is that‘Innovation’ based on‘Technology’ has multipleusage and at the end of everyprocess there are people at largewho actually are interconnectedin a sphere called SOCIETY.

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Conclusion:

Assuming that the basic reason for the success or the failure of the

human endeavours is the ‘Human Will’ itself (as may be concluded by the

motivational theories propounded by various theorists and sociologists), The

paper has argued on the following lines:

a) The factors such as commitment, faith, responsibility and reliability, which

are the main constituents of the human will, may be deeply accessed through

the proper usage of Information Technology.

b) And that the factors mentioned above are the qualitative results of

management supported by e-Governance and e-Facilitation.

c) And these qualitative results, which may not be quantified in a shorter span

of time but do extract quantitative results, which can be summarized in figures

in a longer span, also are the initiators of self replicable processes.

Governments and their stakeholders, such as donor agencies and

international organizations, have enthusiastically embraced the claim that IT

usage can enhance public-sector efficiency1 and effectiveness2 (e.g. Heeks,

1999b; Bedi, 1999; Hashim & Allan, 1999; and Mansell and Wehm, 1998).

Consequently, IT initiatives have been designed around technical infrastructure

investment, education and training projects, and change management initiatives

to achieve the efficiency and effectiveness benefits associated with IT

deployment and usage in clerical activities, government decision-making

service delivery (see: Mansell and Wehm, 1998; Heeks, 1999b).

1 Efficiency gains in information system studies are measured along three dimensions, namely quantity, time and accuracy (see: Heeks, 1999b; Te’eni 1990; and Dery, 1981). 2 Effectiveness gains in information system studies are described as improvements in the way information is filtered, integrated, and presented to decision makers (see: Te’eni, 1990).

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This paper has used the reference of Information and the

Communication Technologies with context to ‘Innovation’, which is perceived

to be all encompassing in nature. The proposition suggested in the preceding

pages is based on the characteristics of the social structure itself and the

technology as well i.e. on the one hand various segments of the society

influence and are influenced by any innovative change regardless of its initial

most point and on the other hand technology motivates for it to be used for

multiple purposes.

References:

1. Background paper on E-governance Problems and opportunities in delivery of Public Services through IT, available at: http://www.mit.gov.in/eg/home.htm.

2. Benchmarking E-Governance: A global Perspective, (2002) United Nations Division for Public Economics and Public Administration, May.

3. Census of India Report, 2001. 4. DfID, (2002), Making e-Government work for poor people: Governments

and Electronic Information and Communication Technologies (eICTs) in Development, Department for International Development Target Strategy Paper Executive Summary Report.

5. DfID, (2002), The significance of information and communication technologies for reducing poverty, January 2002.

6. Habermas, J. (1984). The theory of communicative action: Reason and the rationalization of the society, Volume 1, Boston: Beacon Press.

7. Harris R. W., Kumar A., & Balaji V., (2002), Sustainable telecentres? Two cases from India, paper presented at the 7th IFIP International Conference held in Bangalore in May 2002 entitled ‘Information & Communication Technologies and Development: New Opportunities, Perspective and Challenges.

8. Heeks R., (2001a), Understanding e-Governance for Development, iGovernment working paper series, paper no 11, Institute of Development Policy and Management, University of Manchester. Available at http://www.man.ac.uk/idpm_dp.htm#ig.

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9. Heeks R., (2001b), Building e-Governance for Development, iGovernment working paper series, paper no 11, Institute of Development Policy and Management, University of Manchester. Available at http://www.man.ac.uk/idpm_dp.htm#ig.

10. Heeks, Richard, “i-Development not e-Development: Special Issues in ICTs and Development”, Journal of International Development 14 (January 2002), p 7.

11. Heeks, Richard, “The approach of senior public officials to information technology-related reform:lessons from India,”Public administration and development 20 (August 2000), pp 197-206.

12. Prahalad C. K., & Hammond A. 2002. What works: Serving the poor, profitably. A private sector strategy for global digital opportunity, Harvard Business Review , September 2002.

13. Sharma Vinay (2002). Visionary Enterprise, First International Conference on Vedic Values and Corporate excellence, 22-24, (February, 2002) Organized by Gurukul Kangri University and Shanti Kunj, Haridwar, Uttaranchal.

URLs :

1. http://puggy.symonds.net/pipermail/health-india/2003-June/000125.html

2. http://www.comminit.com/pdskdv82003/sld-8383.html 3. http://www.drishteefoundation.org/ 4. http://www.hrudayalaya.com/ 5. http://www.hrudayalaya.com/) 6. http://www.itcportal.com 7. http://www.itcportal.com/sets/echoupal_frameset.htm 8. http://www.mfnetwork.org/content/view/86/1/ 9. http://www.sksindia.com/website2/financialhistory.htm 10. http://www.sustainabletechnologies.ac.uk/PDF/Working%20papers/2

01b.pdf 11. www.digitaldividend.org/pdf/serving_profitably.pdf 12. www.itcportal.com 13. www.sitapur.nic.in All the information related to Lokvani may be

viewed here.

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