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Empowerment with Information & Communications Technology.
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Sankalp IT Center

IT-enabled Service Center
 • TARAhaat.com Model
 • Rural IT Entrepreneurs
 • Musical Promotions

Documentation Center
 • Content Management
 • Internet Services
 • Livelihood Programs
 • Social Programs

Imaging Services Center
 • Digital Painting
 • Multimedia
 • Livelihood Programs
 • Social Programs

Sankalp Publications
 • eBooks
 • Publications
 • Multimedia Center
 • Projects

Technical Services
 • Sankalp Projects
 • Consultancy Services

White Papers
 • Articles
 • Proposals
 • Other Categories

Rural villages and peri-urban communities in India lack an efficient infrastructure for transport and communication.

Information for basic socio-economic activites is therefore hard to come by and market options are not clearly or widely known. This has impeded the development of rural communities to attain the levels of fulfillment that one can see in advanced countries, and even in many of the not-so-advanced countries in the emerging economies of Asia and the Americas.

The Internet is the most cost-effective platform for building sustainable livelihoods in rural and peri-urban communities, to bring the buyer and seller together and create an efficient marketplace.


Sankalp IT Center

It is now generally accepted that large investments of time and resources inInformation and Communication Technology will be necessary in order for the rural people of India to become nationally competitive as a short run objective, and to become globally competitive in the long run.

The image below shows a typical Community Center, which is powered by solar energy, and addresses the Sankalp pyramidal paradigm for rural community development, in which the provision of IT-related services and educational products have a prominent position  .


Click on image to enlarge

A primary objective of the Sankalp IT Center is to experiment and test various business models at the grassroot level, so that at some point of time in the future, it will help the government in generating approriate policies and methodologies to attain these short run and long run objectives.

The initial programs will work towards generating an awareness of IT-enabled services in general, and to propagate and disseminate Internet Technologies in particular. The objective will be to generate a willingness to pay for ICT services, for sustainability.

Our guiding principle is:
  SUSTAINABILITY!
    SUSTAINABILITY!
      SUSTAINABILITY!

The first question we ask is: If our intervention strategies terminate or the money that we raise for our rural development program finishes, will our project continue to grow, and will lasting economic value be created well into the future?


Sustainability is multi-dimensional, from a business, socio-economic and environmental dimension. Sustainable solutions and models must respect socio-cultural mores and socio-technical values. A basic tenet of ARTS is to continually study these local and regional characteristics, so that we can build sustainability into all our rural development programs and activities.

The technologies that we develop must be appropriate and useful to the rural masses of India, who have been underserved for more than a millennium. Our applications of such appropriate technologies will also have to be reliable and rugged, as these will be used in remote and harsh conditions.

Energy efficiency is also crucial for deciding which technologies will truly work in the field, especially for the needs of the rural people that we are targeting, since conventional fuels are expensive and difficult to get, and non-conventional sources of energy, such as solar photovoltaics and biomass are capital intensive expensive and produces energy that has to be rationed.


IT-enabled Service Centers

The “Sankalp IT-enabled Service Centers” will provide the rural communities with a platform where the local people of all ages and social milieu can congregate to acquire an awareness of the benefits of new and advanced information and communications technologies (ICTs) in general, and Internet Technologies in particular, which will:

§     Permit the rural people to directly experiment and discover for themselves the benefits and advantages of ICT methodologies;

§     Create sustainable livelihoods opportunities and encourage local economic growth

§     Encourage and promote a variety of personal, commercial and governmental communication needs to be actualized

A legitimate question is: How do we get the rural people who have little or no computer skills to exploit these advanced ICT strategies?

For the Sankalp IT-enabled Service Centers (ITESC) to become successful and growth-oriented, each partner in the value chain who is responsible for information or product flows must make a meaningful profit or surplus. The business model has to be carefully designed to result in the highest possible revenue stream for each distinct activity and actor.

Our partner, TARAhaat.com, has been experimenting with this concept in MP and UP since 2000. For TARAhaat to become a successful and rapidly growing venture, each partner responsible for information or product flows must make a profit. The value chain throughout the business model has therefore been carefully designed to result in the highest possible revenue stream for each distinct activity and actor. Business plans for each player in the TARAhaat network show that, provided the range of services made available is properly chosen, significant profits can be generated at each step in the information chain. A more detailed account is provided in the showcased item on the right, under “From our Partner”.

Another solution to this central problem is to experiment with the ‘HP e-inclusion’ strategy that has been tested and successfully implemented in other parts of the world, which is to empower a small group of motivated local entrepreneurs, called "information brokers" to market IT-enabled services on a commission basis — by charging a small fee to send or retrieve an e-mail to distant relatives, an additional fee to browse the Web and obtain, for example, important information for an agricultural project. Going door-to-door, these ‘information brokers’ were able to quickly ascertain and meet the needs of local community members. They can also be trained to arrange for translation services from English, or for that matter any foreign language communication, to the local language, if necessary.


The model can be compared with the sensationally successful Grameen Phone's business strategy in Bangladesh. An important difference is that, while the latter provides just voice services, the Sankalp IT-Center powered by a team of local ‘information brokers’ can offer multiple and scalable information services to the local rural community with a variety of computing and imaging devices.

Another strategy that came out from a meeting with a branding strategist, is to use music and ‘jingles’ to break the myth that modern ICT strategies are not people- or -user friendly, and that ICT processes are the preserve of a few college-educated type intellectuals. Intelligently produced ‘jingles’ that bring ICT methodologies down to earth for the rural people will provide an impetus to native ingenuity and enable the fundamental right of all people for ‘life, liberty and the pursuit of happiness’. . .


Documentation Center

It can be argued that a Documentation Center   is part of an IT-enabled Center  . However, in the context of the ARTS program, an ITESC has wide-ranging socio-economic and environmental impacts, whereas the ‘Documentation Center’ is more focused in the use of ICT for promoting business and educational opportunities.


The Sankalp Documentation Center   will combine advanced ICT with native ingenuity and the strong business acumen inherently present in rural communities to enhance the rural community’s access to information and communications services. This will lead to new livelihoods opportunities and create new jobs for local entrepreneurs.

To ensure that we select the appropriate technology and applications for the business needs of the Documentation Center, we will follow the industry guidelines for document management technology evaluation and selection.


Imaging Services Center

The focus of the Sankalp Imaging Service Center   will be to promote the production of audio-visual and multimedia products, so that the local rural villagers can communicate digitally with the world on a level playing field.

The imaging industry has grown steadily over the last 15 years in the areas of available systems and suppliers. A major problem is to avoid being forced into proprietary systems, thus being exposed to the issues of a single source. The other problem is acquiring an in-depth knowledge of imaging systems and devoting resources to a long and difficult period of research and training to determine what is needed and why. A common problem is that IT technology is evolving so rapidly that the systems may become prior to the media reaching its life expectancy.


Sankalp Publications

The primary objective of Sankalp Publications   is to provide a platform, particularly on the internet, for anybody who has something worthwhile to say, to come right out and publish their thoughts and work, unencumbered by protocol and free of economic concerns. Now, anyone who has heard of Sankalpa and ARTS can send their work to us at mailto:sankalpatrust@hotmail,com  and it will be published on the internet, for the whole world to see and appreciate! Owzat!
Viva la vox populi

At present, ‘Sankalp Publications’ specializes in the following:

§     eBooks: We design and produce eBooks for publishing on the Internet, primarily, and also for the mass dissemination of these products physically using CD-ROM technology as the medium

§     Multimedia Center: As part of the ‘IT Center’, we will develop the capability to produce multimedia products, programs and entertainment products.


Technical Services

ARTS ‘Technical Services’ provide rural entrepreneurs and anybody interested in working with Sankalpa and ARTS for ‘Sustainable Development’ in general, and for rural development in particular. The main divisions of ARTS ‘Technical Services’ comprise:

§     Sankalp Projects: We provide a platform for rural entrepreneurs and anybody else who is interested in rural development to develop their ideas and translate their projects into reality.

§     Consultancy Services:Our consultancy services promote the free and fair dissemination of information for ‘Sustainable Development’ in general, and for rural development in particular.


White Papers

An important activity of ARTS is to continually generate information products and services to promote the cause of ‘Sustainable Development’ in general, and for rural development in particular. These will be available in the form of ‘White Papers’, which will be posted and revised appropriately.

From Our Partner
TARAhaat.com
Rural ICT Strategies

Our partner, Tarahaat.com (www.tarahaat.com), promoted by Delhi-based Development Alternatives, provides online services to rural communities in north India. It is both, a horizontal as well as a vertical portal (hence a Mother portal, or ‘Mortal’) and has a unique interactive and graphics-intensive interface system, which allows even semi-literate and neo-literate users enhanced access to products and services.

TARAhaat.com has been experimenting with their revolutionary concept in TARAkendras at MP and UP since 2000.


For TARAhaat to become a successful and rapidly growing venture, each partner responsible for information or product flows must make a profit. The value chain throughout the business model has therefore been carefully designed to result in the highest possible revenue stream for each distinct activity and actor. Business plans for each player in the TARAhaat network show that, provided the range of services made available is properly chosen, significant profits can be generated at each step in the information chain.

TARAhaat combines their mother portal, TARAhaat.com with a franchised network of village cybercafes and delivery systems to provide a full range of services its clients. The subsidiary units include:

§   TARAdhaba: Provides the villager connectivity and access to a new world.

§   TARAbazaar: Provides access to products and services needed by rural households, farmers, and industries.

§   TARAvan: Delivers goods ordered.

§   TARAdak: Connects the rural families to the daughter married far off and to the son posted on the front.

§   TARAguru: A decentralized university which provides mentoring and consultancy to village-based mini-enterprises.

§   TARAreporter: TARAscouts collect relevant information for the portal.

§   TARAvendor: Runs the store that will cater to products available at Tarabazaar.

§   TARAcard: Enables the villager to order goods and services on credit.

Payment for the different types of transaction made possible by TARAhaat will be largely by cash (which research over the past 20 years shows to be more easily- though somewhat seasonally - available in rural and peri-urban areas than is commonly supposed). However, the TARAcard, which provides a highly prized photo ID to each villager, will in time become a local credit card, particularly in dealings with the TARAdhaba and TARAvan. As the TARAhaat network expands, the TARAcard can become a more widely used method of payment for goods, services and financial transactions, potentially evolving into a SmartCard with medical and other records resident on it.

Revenues to TARAhaat will come from payments received for services, commissions on sales, fees for advertising and entertainment, royalties and other sources of earnings. All these will be structured to maximise the incentives for each participant in the TARAhaat network: the user, the TARAdhaba, the TARAvan, the TARAscout, the TARAguru and TARAhaat.com and its shareholders. Overseas franchises and consultancies in other developing countries will provide revenues in the future.

The economics of the TARAdhaba franchise are critical to the success of the network. The main costs of running a TARAdhaba are: loan servicing, staffing, utilities and royalties to TARAhaat. Preliminary business plans show that the break-even for a TARAdhaba with two terminals is around Rs. 600 ($15) per day, or Rs. 20,000 ($450) per month. The revenues to cover this must come from several streams. The owner will charge each user for the time spent at the terminal. (In the cybercafes found in cities all over India, the current charges range from Rs. 50 to 100 -- $ 1 to 2 -- per hour).

In addition, the TARAdhaba will charge a brokerage fee for certain kinds of transactions and information delivery. Other revenue sources include displaying ads from local businesses and professionals, downloading educational materials and accessing official information, application forms, etc.

TARAhaat's revenues come from the wide range of services it provides to its end-clients, the villagers; its franchises in the form of royalties and service fees; its advertisers; its vendors and its other business partners, all of whom will benefit by the growing market for the their products and services made possible by TARAhaat. Alliance partners, who collaborate and contribute to building up TARAhaat in the initial stages of its development, will continue to have a special relationship, including the use of the network for their own marketing purposes on special terms.

Watch this space for new entries

 

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