By: Mohammad Amin Mir
In the digital age, India’s Common Service Centres (CSCs) are the frontline of the government’s Digital India Mission, providing essential services like Aadhaar registration and updates. While these centers are meant to be a gateway to efficiency, many citizens find themselves facing indifference and incompetence. This is the story of one family’s frustrating search for a solution and the refreshing discovery of a CSC that does things differently.
My own frustrating experience began when my son’s Aadhaar card was temporarily suspended because his biometric details were missing from the database.
Without it, he was excluded from various services, causing my wife and I great distress. Determined to resolve the issue, I visited nearly every CSC in the nearby areas of Qazigund and Doru. At one center, the operator was apathetic. At another, the staff lacked basic training. At a third, the attitude was dismissive, as if they were doing me a favor. The cumulative effect was wasted time, growing hopelessness, and a feeling that these centers, meant to be facilitators, had become barriers.
Desperate, I discussed the matter with my brother, whose son, a Block Development Officer (BDO) in Bijbehara, directed me to a CSC run by Arshid Hussain. It was located on the ground floor of the Mini Secretariat in Bijbehara, Anantnag. What I found there was a revelation.
From the moment we walked into Arshid Hussain’s CSC, the difference was obvious. We were welcomed warmly, with a genuine respect that radiated customer orientation. The workspace was organized, the queue was disciplined, and every interaction was professional. My son’s biometric process was completed smoothly within minutes, without unnecessary delays, cold faces, or a shrugging of responsibility. The staff was attentive and clear. While waiting, I spoke with Arshid Hussain, and in that short conversation, I discovered a rare kind of CSC operator. He not only understood the technicalities of digital services but also the deeper essence of public service. Arshid spoke about ethics, accountability, and his responsibility to the local community. “If we don’t uphold professionalism here,” he said, “people lose faith in the system itself.” His words resonated with truth and experience. I also spoke to other citizens there for various services, and the feedback was unanimously positive. Everyone I spoke to used words like helpful, respectful, professional, and efficient. It became clear to me that this CSC had evolved into a model of professionalism, a stark contrast to many others that were failing.
My story is not unique. Across India, especially in semi-urban and rural areas, citizens often complain about CSCs. While the issues are many, they can be broken down into a few key areas. Many operators lack the technical knowledge to resolve routine issues and treat their work casually, forgetting they handle sensitive public services. Reports of overcharging, favoritism, and simply ignoring the needs of less influential citizens are common. Some centers also lack basic equipment, stable internet connections, or proper spaces to respectfully accommodate citizens. And once an operator gets a license, accountability tends to vanish, with weak monitoring mechanisms in place. As a result, what was envisioned as a tool for bridging the digital divide has, in many cases, become a frustrating obstacle course for ordinary people.
Against this backdrop, the Bijbehara CSC emerges as a refreshing example of how things can and should work. Its success rests on a few clear principles. Every citizen who walks in is treated with dignity and respect, regardless of their background or status. The operator and staff are well-versed in procedures, ensuring efficiency. The center operates with a strong ethical foundation, with no overcharging or dismissive behavior. The operator also actively listens to people’s experiences and makes adjustments. As a result of this consistent professionalism, the center enjoys community trust—something that cannot be bought, only earned.
Professionalism is not a vague buzzword. It’s a set of practices that determine the credibility of institutions. At a CSC, professionalism should mean respecting citizens’ time by ensuring timely service, maintaining transparency in fees and procedures, and treating people with empathy, especially those unfamiliar with digital processes. These standards are absent in many centers. The Bijbehara CSC shows that when these values are embraced, both the system and the citizens win. One elderly man I spoke to at the center had come for a pension-related Aadhaar linking. “I had tried in two other centers before this,” he said, “but they kept saying ‘system down.’ Here, they solved it in 15 minutes. This is how it should be.” A college student applying for a PAN card told me: “I expected delays and arguments. Instead, I was treated politely, and they even explained the online tracking process to me. I didn’t feel lost.” These voices prove that professionalism is not an abstract demand; it’s a lived experience that directly impacts people’s lives.
CSCs were created to bring governance closer to citizens. When they fail, people feel betrayed. When they succeed, however, they build a bridge of trust between citizens and the state. In Bijbehara, the CSC has become more than just a service center. It is a symbol of faith—that governance can work, that dignity is possible, and that public institutions can serve rather than exploit. If other CSCs wish to emulate the success of Bijbehara’s model, they can take a few steps. Operators must undergo continuous training in technical aspects, customer service, and ethics. Every visitor should be treated as a valued citizen, not as a burden. Fee structures and service guidelines should be clearly displayed. Authorities must also strengthen monitoring by conducting periodic reviews and citizen feedback surveys. Centers that demonstrate consistent excellence should be recognized and incentivized, and operators from weaker centers should visit successful ones to learn best practices. Ultimately, CSCs should not be transactional alone; they should build long-term trust with local communities.
My son’s Aadhaar biometric update was a simple procedure. The lack of professionalism in some CSCs made it complicated; the presence of professionalism in Bijbehara’s CSC solved it. This story illustrates a bigger truth: India’s digital transformation depends not just on policies, budgets, or technology, but on people—on whether those who run institutions do so with responsibility, ethics, and professionalism. Arshid Hussain’s CSC is a shining example of what is possible. If other centers follow this path, the vision of Digital India will not remain just a slogan; it will become a reality experienced by citizens in their everyday lives. The lesson is simple yet powerful: when professionalism enters the room, frustration exits.
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