Documentation of Best Practice: Ashwini Virtual Rural Service Delivery

In 2004, Byrraju Foundation’s proof of concept proposing a virtual platform for
provision of urban services in rural areas became the winner of the World Bank
challenge. The prize was two years of funding for a pilot programme they became
known as Ashwini. Partners Medialab Asia and National Institute for Smart Governance
(NISG) helped to implement two Ashwini centres.
In 2006, the United Nations Development Programme (UNDP) supplied funding for the
upscaling of Ashwini to 32 centres covering 116 villages in the East Godavri and West
Godavri districts.
Ashwini was designed according to a ‘hub and spoke’ model, where a trainer conducts
its lessons from one studio and communicates with two to three surrounding villages
through a two-way video conference. For example, a teacher would conduct lessons
from the ‘hub’ city while students could tune in to the network from ‘spoke’ localities.
Prior to Ashwini, service provision required trainers located in cities to physically visit
those in remote localities, a costly method in terms of both time and money.
Implementation of Ashwini was incremental, namely because of the complex ICT
infrastructure envisioned at the time. Technologies available to serve the purpose
Ashwini aimed to fulfil have changed a great deal since the programme’s outset.
Therefore, it is important to note that the processes described here are not necessarily
the most practical today. However, the lesson that can be taken from this is that egovernance
projects must always consider the future possibility of technology change
and hence, be able to adapt with the times.
Key to Ashwini’s implementation was establishing ‘last mile connectivity’ – the final
step of getting the network up and running. With the help of Medialab Asia, the
necessary antenna and tower technology was developed. After the connectivity
challenge was overcome, video conferencing equipment was selected and purchased for
use. Buildings for centres were donated bringing the initial lump-sum investment to
around 3.5 to 4 lakh, including wireless equipment, furniture for centres (30 to 40
person capacity) and conferencing equipment.
Today, the Byrraju Foundation believes that the social objectives of Ashwini have been
achieved, but the economic side remains in progress since eight out of the 32 centres
have not yet reached their breakeven point. Implementers, however, remain optimistic
that economic goals will be achieved because the demand gap is not expected to shrink
for a number of reasons. First, there is substantial space for efforts to create further
programme awareness. Second, the service model can and should be revamped to offer
free services at the start of any new activity. Third, technology savings will rise over
time. Last, mobile solutions will bridge the digital divide and have the potential to be
leveraged for Ashwini services.