Technology play a great role in solving problem
of modern age. The scope of the solution is unlimited but effort and vision is required.
The Punjab Governed left no stoned unturned when it comes to facilitate public unlike
other provinces.
A
lot of the credit to this change can be given to the Punjab Information and
Technology Board (PITB), headed by the Chairman Dr Umar Saif since 2011. Saif -
who received his PhD from Trinity College, Cambridge - also serves as the Vice
Chancellor of the Information Technology University in Pakistan, after a four
year stint teaching and working at MIT.
The Pakistani province of Punjab holds
more than half of the country's population and in 2011 it was facing a dengue
epidemic, with 21,000 cases and hundreds of fatalities. Part of the problem was
the haphazard of digitisation of records, which made it hard to co-ordinate
work across departments. The solution that the PITB came up with was to create
a smartphone application that could be distributed to workers and officials in
the various government departments engaged in tackling dengue. The app was used
to track the work being done to fight the disease, and to also map the spread
of dengue.
Saif shares his insights into the challenges
of bringing a technology solution to a government problem.
"Historically, IT departments around
the world have stuck to using personal computers as the platform for their solutions,"
Saif explains, "and this has some fundamental flaws. Governments spend
billions buying the hardware and software, but the uptake of technology is very
low."
"The bureaucracy - particularly the
lower tiers, are not computer savvy, and PCs have a lot of infrastructural
needs," he adds. "And a senior bureaucrat will often not want to use
the computer either, and just gives it to an assistant in a back room. That's
the state of things in Pakistan, and I suspect, in countries like India too -
such devices are used more as typewriters."
To work around these constraints, the PITB
invested in Android smartphones
- cheaper ones for the lower level staff, and high-end ones for the senior
officials - and distributed these devices with a few work-related pre-installed
apps along with some paid for talk time and messages.
In 2011, when Saif joined the PITB,
smartphone penetration was growing fast, and the networks were growing as well.
With their own batteries and wireless connections, phones solved one of the
bigger problems that PCs faced. But more than that, Saif says that the phones
also come with "social value."
"You can call friends and family,
watch a film, or play games on the phone," says Saif. "They're
intuitive, and everyone wants to use one, so they won't get handed off to an
assistant. So with the hardware taken care of, we [the PITB] could focus our
efforts on developing smartphone applications for automating government
work."
The PITB team would go on to develop an
automated platform with which they could crank out simple, template-based apps
for government departments in minutes, based on the queries that each
department needed to track, but the first stage - after convincing an extremely
sceptical bureaucracy - was making the dengue tracking app.
The app needed to be able to track the
location of each report, save pictures both before and after interventions to
measure their effectiveness, and also share this information to a centralised
database. This helped the team in locating the epicentre of the disease, and
tracking the aedes larva. To do this, the PITB equipped the field workers to
track the containment activities, so that all incidents, larvae, and control
activities could be viewed on a map to track trends and developments.
"We bought 1,500 smartphones and
giving them out to different government departments," says Saif. "So
everything you [the workers] do, go to a house, or do some fog spray, or use
the chemicals to kill the larva in a pond of water, or you clear a puddle of
water, or shred some tyres, or you are putting some fish in a pond, which will
eat the larva, any such activity; [the workers] take a before and after photo,
which geotags the activity, and time stamps it. We have entomologists who go
around looking for the larva, and they geotag their findings as well. We use
this as a predictive tool to figure out where the patients will come from. We
also geotag the houses of the confirmed patients; the system carries out
statistical analysis, and raises alerts and highlights that on the map and
automatically messages the district staff as well."
This also solved one of the big issues
that had been facing the different departments - staff accountability. Since
all the work is being geotagged and time stamped, if there is any lacuna, it is
possible now to zero in on the exact area and time where photos needed to be
checked. Accountability was in fact the biggest selling point to many of the
heads of departments, to get better insights into the work their staffers were
doing, according to Saif.
The project was a success - dengue is no
longer at epidemic status in Punjab - and with World Bank funding, the core
idea has been rolled out to multiple functions of the government. Agricultural
expansion is now being tracked and verified, drug inspectors are uploading data
on all the pharmacies they check, while the police in Lahore geotag all crime
scenes to analyse patterns in crime.
"Often there are external factors
which would affect the incidence of crime in an area," says Saif.
"The map visualisation makes it possible to understand the problem and
take preventative measures. For this reason, each station has two smartphones
now."
If you think about it, that's not actually
so different from most location-based social networks that exist right now, and
once the PITB got the green light, it did not take them long to get prototypes
running. Saif credits Burhan Rasool, a member of the PITB, with having done
most of the actual coding required. Since then, Rasool has created several more
applications for the PITB - 26 in total - which are being used in different
spheres of the government.
Aside from smartphone applications, the
PITB has also taken a page from the work being done in India, and is trying to
move Punjab away from a stamp paper regime, by digitising land records. Along
with this, the board is also rolling out educational campaigns on the phone,
and SMS outreach programs, similar to the work being done in parts of India.
Three years ago though, all this was still
pretty far off, and Saif had an uphill task of convincing people that the
project would bring about the desired results.
"Convincing the district officers,
then 17 government departments, was a challenge," says Saif. "Two and
a half years down the line people have come to see the value and it has become
easier, but it was definitely an uphill struggle at first. The Chief Minister's
[Shahbaz Sharif] support was "We make the data public, that makes it
harder to be inefficient, and will cut out commissions and bribes, and so there
can emerge an adversarial relationship," says Saif.
Along the way, Saif has learned a useful
lesson, which he believes is important for people here to know as well.
"When you talk to IT people," he
says, "we often see the ideal solution. And the behaviour of people at the
ground level does not always get factored into our thinking."
Instead, Saif believes, technology should
be used as a measurement tool.
"Identifying the bottlenecks - are
people doing their jobs properly - this is the real way in which to drive
progress. Use technology to drive decisions, instead of replacing the existing
processes."
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