Tuesday, October 28, 2014

Adminstrative Reform: Open Babudom's Gate

Lateral entry will improve governance and waft a fresh breeze through musty bureaucratic corridors
The NDA government is working to institutionalise lateral entry from academia and the private sector into some senior govern ment positions. This is a long overdue reform with far-reaching potential. Changing the way bureaucracy works and moving from a closed to an open system for recruiting civil servants are prerequisites to enhancing the quality of governance. Suggestions to institutionalise lateral entry have come in the past from the government's own groups of experts but have not been followed up.Hopefully , on this occasion NDA will see this important reform through to its logical end.
Lateral entry has always existed in independent India's civil services. Nandan Nilekani, who set up the Aadhaar scheme which can transform India's social welfare system, is an illustrious recent exam ple. The process, however, has been ad hoc in nature. Given the strong link between governance and prosperity and growing complexity in the way societies function, countries such as the UK, US, Australia, Holland and Belgium throw open specific govern ment positions to qualified personnel from all walks. It's the best way to net the right person for the job.
Domain competence and a combination of relevant knowledge and skills are an essential requirement in governance. These attributes are not always present in a cadre of generalists, moreover one that is recruited increasingly through reserved quotas which limit competition. The second administrative reforms commission, which presented an elaborate blueprint a few years ago, envisaged a shift from a career-based approach to a post-based approach in the top tier of government jobs. Civil servants ought to compete with domain experts from outside government for senior positions.
An important dimension to this reform was to enable genuine competition by setting up an independent authority to handle the recruitment process. Without an independent authority, there is a danger that lateral entry which enhances the quality of governance will be thwarted by the entrenched IAS lobby. Indeed this process of recruitment from outside could be used to prise open the stranglehold the IAS lobby has on key appointments, thus enhancing the quality of governance. For sure, a change of this nature will not be easy as there is bound to be resistance from within babudom. NDA, however, should push ahead with this reform as India's interest is greater than the IAS interest.

1. http://epaperbeta.timesofindia.com/Article.aspx?eid=31809&articlexml=Open-Babudoms-Gate-27102014008009
2. http://www.delhimetrorail.com/press_reldetails.aspx?id=IJ1jGPAwZcIlld
3. https://eaadhaar.uidai.gov.in/
4. http://forbesindia.com/article/big-bet/how-nandan-nilekani-took-aadhaar-past-the-tipping-point/36259/1
5. http://articles.economictimes.indiatimes.com/2014-04-09/news/48999965_1_bangalore-south-narendra-modi-aadhaar-project
6. http://www.myaadhaarcard.in/aadhaar-news/aadhar-card-project-to-continue-under-the-nda-govt/
7. http://indiatoday.intoday.in/story/supreme-court-up-cabinet-secretary-shashank-shekhar-singh/1/149945.html


Saturday, October 11, 2014

Home Guards

                          A Reliable And Performing Force
Directorate of  Director General of Civil Defence (DGCD) was established in the Ministry of Home Affairs in 1962 in Government of India to handle Civil Defence and its running partners Home Guards (HG) and Fire service.  It deals in HG policy and planning in respect of role, target, raising, training, equipment, establishment and financial assistance.
HG is a voluntary force  and  works on the motto of national social service. It is raised in December,1946 to assist the police in controlling civil disturbance and communal riots.  The role of HG is to serve as an auxiliary to the police in maintenance of internal security, help the community in any kind of emergency such as an air-raid, fire, cyclone, earthquake, epidemic etc.
HG are of two type-rural and urban. Total strength of  Home Guards in the county is 5,37,793. Against this, the raised strength is 4,86,401. This organisation is  spread in all states and Union Territories expect in Kerala. Eighteen Border Wing Home Guards Battalions are raised in the border states. It serves as an auxiliary to Border Security Force for preventing infiltration on the international borders/coastal areas etc. 
Home Guards are raised under the Home Guards Acts and rules of the states and Union Territories. Normal tenure of  membership is 3 to 5 years.  Amenities and facilities given to HG include free uniform and washing allowance, free boarding and lodging during training, cash awards and medals for gallantry, distinguished and  meritorious services.
A HG whenever called out for duty and training is paid allowance for pocket expenses on per day basis.  HG are  trained in police  to make them learn deferent duties of  police. In the event of national emergency, some  portion of Civil Defence work is also entrusted to the HG.
The Ministry of  Home Affairs formulate the policy in respect of role, target, raising, training, equipping, establishment  and other important matters of  HG organisations.  Expenditure on HG is shared by Centre and State Governments as per existing  financial policy.
The government of  Uttar Pradesh has a  Home Guard Ministry headed by a Hon'ble cabinet minister.  The  HG department  is headed  by a principal secretary. This department has only one section. To assist and carry on the work of the department, special, joint, deputy, under secretaries are posted. Section is headed by a section officer  and assisted by  UDA.
HG directorate works under the command of a Commandant General HG and its head office is located at Lucknow.  Many senior officers are posted from Indian Police services and Commandant  Home Guards cadre. For administrative control whole state  is divided into two part - east and west. Each part is headed by a senior officer with headquarters at Allahabad  and Agra  respectively.
A  divisional commandant HG is posted in each divisional headquarters. He looks after the affairs of all district commandants under his jurisdiction.  A district commandant HG heads the district level working of the department. Three district have the City Commandant- Lucknow, Agra, Varanasi.
Home Guards are trained in routine  to maintain their working efficiency and capacity in order to have desired performance.  A State level training centre is established in Lucknow.  For district manpower training, eleven district training centres are in working at divisional headquarters.
HG office is in all districts. Fifty eight district commandants are leading the district level activities.  U P  has 1,17,009 home guards which includes 10,000 rifle trained and 3417  females.  Government of India bears 25% of expenditure of mutually approved  strength and financial budget.  
Heera Lal  (Views are personal and  based on different sources)

1. http://dgcd.nic.in/directorate_General1.htm
2. http://information.up.nic.in/Module_View.aspx?id_view=114
3. http://timesofindia.indiatimes.com/city/lucknow/Chief-minister-announces-sops-for-home-guards-doubles-honorarium/articleshow/17579541.cms
4. http://homeguards.up.nic.in/
5. http://india.wikia.com/wiki/Indian_Home_Guard
6.  http://en.wikipedia.org/wiki/Home_Guard_(India)

Social Marketing Without Investment

Our PM does social bussiness without any Investment. Such social activities are management oriented and it is a sequence of activities of departments. He is empowering public by making them aware by different progams. In such programs, he is making voters aware by giving knowledge about different projects and programs run by different ministries. PM believes Knowledge is Power. So far he did three activities. First was Jan Dhan Yajna. Second was Swach Bharat Abhiyan. And third is MP Adarsh Yajana. By such steps, GoI keeps public connected and engaged and gives a feeling to general massess that government is active and working for them. It is empowering public at least by knowledge and association.
 In a seris our PM Launched Saansad Adarsh Gram Yojana. This Yojana is not about money, it is driven & guided by people's participation. This is a scheme that will open the door for good politics.We are committed to the overall development of our villages. The aspirations of the people on our villages are no less than the aspiration of those who stay in cities. The need of the hour is to modify our attempts towards rural development with the changing times, in sync with global changes. 

The Saansad Adarsh Gram Yojana will work through the leadership of MPs. MPs will select a village to develop on a demand-driven, rather than a supply-driven model, with people`s participation. It offers a flexible approach towards Rural Development and will bring a qualitative difference in the villages across India

Tuesday, September 30, 2014

Political Marketing: PM Modi After Election- An Analysis

                   Political Marketing:  PM  Modi After Election- An Analysis
            The Prime Minister of India is on American tour. His tour is getting more light than expected. There are many reasons for it. But three of them are more prominent. One is his visa denial on a controversial issue for decade which is an imprint on Americans' mind. Two is NRIs' hope in PM Modi's style of working. Three is making an all out effort to re-establish and rebuild confidence of  business class worldwide.
            Modi won majority beyond expectation. He got majority due to young voters' siding with him. Modi is an advance planner and implementer to get desired results. For 2014 election, he started campaign  more than two years ago on a well chalked out plan. He was highly successful in his experiment. Now, he is focussing how to repeat in next election of 2019. He has given hints to this effect at different points of time in public meetings and discussions.
            To be successful in his next mission, he has an outline what to do. And accordingly, he is moving and taking steps.  He knows, it is the young voters who will again play a significant  role. So, he needs to keep their affiliations with him. Underemployment and   unemployment are twin issues to control them. Job creation for them is the key to keep their mandate.
            PM Modi is trying an all out effort to create opportunities for young voters. To achieve this, he first set his house in order. He gave a clear and loud message to his government officials and party workers- Perform or Go. He is heading government and in full command. This is half. To make it full, he needs command of the party too. To get command of the party, he is successfully and smoothly got elected his close confidant  Amit Shah, as the President of his party BJP.
            In his party and government, all are very clear about his intentions.  PM modi has marketed well his intentions. There is no chance of any confusion. After settings his house in order, he stated touring  to regain and rebuild faith in India for bilateral businesses. In last five years, an atmosphere of  policy paralysis and inaction prevailed. These reduced the faith of business class in India worldwide. This hit hard job creation. Hence, the youth did not get livelihood, that is in the form of job, work or any business.
            By foreign tours, PM Modi is trying to re-establish the lost confidence of business class. He is trying to clarify all the confusions in their mind. In this effort, over a power-packed breakfast meeting with captains of eleven large American Corporations, he wooed them for big -ticket investments to develop India's infrastructure and create more jobs and enhance the quality of life.
            Modi (2014) followed Obama's(2008) style of campaign. Obama did experiment with internet and social media. Likewise, Modi experimented 3D technology and social media. Following campaign footsteps of Obama, Modi got landslide victory like him. Obama repeated in 2012 for his second term of presidency. Repeated result was more than expectation.
             Just after 2008 result, Obama focussed on 2012 election with a well chalked-out plan to repeat. He started working on it from the very start of his first term. As a result, he re-elected with good margin. Similarly, Modi is working on a plan which will provide him another term of PMship. He, already has started efforts to continue as PM for at least two terms following obama's trails.
            What big aim as politician Modi should have except repetition of  PMship.  He is a world class political marketeer. Hence, he is marketing to sustain in office at least for ten years by good governance. There is nothing wrong in it from political angle as it is not harming anyone in anyway.

Heera Lal ( views are own and based on different referances)
1. http://blogs.timesofindia.indiatimes.com/indus-calling/modi-vs-the-old-elite-madison-square-speech-represents-an-upsurge-against-indias-anglicised-and-entitled-class/?utm_source=TOInewHP_TILwidget&utm_campaign=TOInewHP&utm_medium=NavLi_Stry
2. http://blogs.timesofindia.indiatimes.com/toi-editorials/porous-nation-modi-should-leverage-madison-square-speech-to-harness-nri-power-for-indias-transformation/?utm_source=TOInewHP_TILwidget&utm_campaign=TOInewHP&utm_medium=Widget_Stry
3. http://timesofindia.indiatimes.com/india/PM-Narendra-Modi-meets-top-US-CEOs-pitches-for-big-ticket-investments/articleshow/43816289.cms
4. http://heeralalpcs.blogspot.in/2014/05/modi-2014-trails-obama-2008.html
5. http://heeralalpcs.blogspot.in/2012/12/3d-cm-aspiring-for-pm.html
7. http://heeralalpcs.blogspot.in/2012/10/us-2012-chief-election-agenda.html

Thursday, September 25, 2014

A Chief Development Officer

                                 "Challenges Before  A  CDO"
          The district administration of Uttar Pradesh basically looms around  two main pillars. One is law and order and the other is development. The first one is controlled by District Magistrate(DM) with the help of Sub-Divisional Magistrates(SDM) and Police. The development is headed by a Chief Development Officer (CDO). The CDO accomplishes his task with a team of Block Development Officers and district level officials of different departments.
          The maintenance of law and order is the utmost and top priority. It is followed by developmental work for the district admin head. DM keeps his team vigilant for 24x7. He accomplishes  this responsibility with the help of his SDMs and Police. He is commander-in -chief for law and order. He can avail and acquire any or all the services of public and private to keep law and order intact. 
          The task of a CDO is to see all round progress and development of the district in rural areas. Urban Development is controlled by local urban bodies. Each body is headed by an elected Mayor or Chairman. Broadly, we can divide various different departments of rural development into different sectors. Social and Agricultural sectors are core sectors of rural development. Educational and Medical sectors are equally important. Infrastructural sector acts as back-up.
          Social sector has many district level officials. One, district social welfare officer; two, district minority welofficer; three, district backward welfare officer; four, ADDO(SK);five, district handicapped welfare officer.All of them provide scholarships, pensions and financial assistance in the form of subsidy and loan to their respective categories. The poorest of the poor is to be covered as beneficiaries. Benefits directly  reaches into the bank accounts of beneficiaries. Leakages in routes are minimum now.
          Agricultural sector has many officials in the district. A deputy director  heads this sector. He is supported by many officials. One, district agriculture officer; two, plant protection officer; three, social conservation officers. The Government of India (GoI) runs many agricultural programs and projects with the help of state officials. It is the backbone of our national economy. It provides livelihood to two-third of our population. Hence, it requires utmost care and attention.
          Agricultural sector is supported by its allied departments. Animal husbandry, horticulture and fisheries are main departments. These are headed by Chief Veterinary Officer(CVO), District Horticulture Officer(DHO) and Assistant Director(AD) fisheries respectively. Dairy development, poultry and fish farming along with horticulture mission are flagship schemes of state and GoI to raise the income level of farmers. Agriculture is taking shape of agribusiness.
          Educational sector is basically divided into three parts. The first is primary education, headed by the Basic Shiksha Adhikari(BSA).The second is middle education, controlled by District Inspector of Schools (DIOS). And the third is higher education, headed by Regional Higher Education officer posted at divisional level.

          Medical sector consists of four departments. The chief medical officer(CMO) heads the Allopathy.  Homeopathy , Ayurveda and Unani are other departments headed by different officials. CMO is in limelight and rest are in its shadow. Health issue is an important aspect.  Different health programs and projects are in place to keep our poor and needy public healthy.
          In infrastructural sector Public Works Department(PWD) and Irrigation department are lead by the irresprctive executive engineers. Electricity department is headed by superintending engineer. PWD deals in mainly construction of roads. While irrigation department is involved in making irrigating canals. Project officer NEDA is popularising renewable energy. Solar  energy products are getting popularity.
          There are other departments. Assistant registrar cooperative is entrusted with co-operative societies. These societies supply agricultural finances, fertilisers and seeds at right time with credit facilities. Assistant Llabour Commissioner(ALC) and General Manager, district industrial centre are important officials.
             I joined as Chief Development Officer at Ballia on the 1st April, 2013 after 23 days of my transfer. For the first time, this multidimensional and multifarious responsibility put a big challenge before me. Having no experience of this position, I brought myself in learning mode to know the CDO. After discussing with officials, I reached to conclusion that they are either not known or little known about their departmental programs.
          Officials do not get copies of government orders(GO) to know programs' details for proper and timebound implementation. Planning and monitoring of programs and projects are rarely found. Officials lack enthusiasm and motivation. Problem solving and helping attitude of district level officers are seldomly seen. Evaluation of program and projects efficiency and qualities are not visible in field. Accountability-fixing of officials are not in place. Departmental heads and assistants avoid to bring the things in the notice of CDO. This prevailing attitude is highly dangerous for the programs and projects.
          Seeing an overall dismal situation, I evolved a three-step-system for officials- Educate, Motivate and Monitor(EMM). To get delivery in ground, I started working on EMM. This gave me results. Hard work and leaning mode are two key elements which put each and every officials on move. These initiative  made me a real CDO rather than a passive and paper based official.
          I directed all departments to provide all GOs to all workers to study. I monitored so all got the copies of GOs. Then, I tried to force them to learn these GOs. I made it compulsory for every officials to maintain a file of GOs and read it time and again. This way I educated all officials about their projects and programs. This step enriches officials with knowledge about what to do, how to do, why to do and when to do. This enhances the confidence-level of employees and aroused an interest in them about their duties and responbilities.
           To motivate officials, as first step, I took employees' service matters. In a drive, I got completed all personal records of officials. Sorted out their service-   matter problems within a week. This sent a good signal among them. As second step, I started meetings of all officials to discuss the details of projects and programs. In this meeting, I motivated and convinced them to work responsibly. Always told them that your problems are mine. Take all credits earned and transfer all discredits to me. This greatly inspired the officials. After two meetings of each department, their motivational level went up and as a result the performance improved.
          After education and motivation, I did rigorous monitoring. In this progress monitoring, removing obstacles was my main task. This facilitated and encouraged workers. On an average, one field visit everyday and issuance of visit notes jolted all district officials. Visits remained sudden and undisclosed. This made officials on high alert, round the clock.
           Jolting and scolding without any punishment were my main tool to keep them energised for work. Initially, I took six meetings every day with an average time of one hour for each meeting of each departments. This forced me to do hard work. Every meeting and field visit were covered as news items by local daily papers. This made public known about projects and programs. This helped in making good image of governments and district administration.
          A good media management to propagate projects and programs helped a lot in associating public with it. Every day visit notes and meeting minutes along with photographs are mailed to a group mail of journalists in the district. This helped in wide coverage of developmental activities, innovations and initiatives. Kept posting these on my social media accounts. Facebook, twitter, G+ and linkedin are four sites which got regular inputs as post. I entrusted a contract employee for this task. This improved the image of district administration in the public eye.
          My experiences say a CDO must work 8 am to 8 pm as I did. If not, desired results would have not come in picture. The team building of good officials is another mile stone of success. Giving credit to officials for their good work is essential for delivery in ground. Making all officials a continuous learner is hard task far a CDO. A strong message always prevailed that CDO can come anywhere at anytime. Easy accessibility of CDO for officials and public was a norm.  EMM is a successful experiment in my one and half year of CDOship in Ballia and Firozabad. Job satisfaction and bringing smile on the face of poor public are my main achievements as CDO.
Heera Lal (views are personal and based on different sources)

Sunday, August 24, 2014

Make In India

      I agree partially. Deleting control means inviting and giving free hand to profit maximisation attitude of the companies. This will lead to more harm than good to public. Real estate and other activities are good example to prove the point. Builders never give delivery in time promised. They made measurement fraud and low qulaity construction. In absense of effective control dwellers are suffering.
     Likewise, it is good to reudce the discretion of personality drivend decesions. But deleting it not advisable in our Indian conditions where consumers are little aware about it and have very low capacity to achive it by leagal remedies.
     Removing control will lead to anarchy. Then animal herd will not know where to go how to go when to go why to go and confusion will be created. Hence Make-In- India needs promotion and attention. Its nice  that our Prime Mininster is giving due importance to it. 
      Ratio of manufacturing and trading is a comlex issue. Both live together in equlibrium is must for healthy and prosperous economy. 


Tuesday, June 24, 2014

New Social Site For Online Dispute Redressal

Online dispute redressal is a new concept in India. As social service and free of cost, anyone can use it. Please reach the site to know its detail and cateh me to avail the services. Making You Happy is a catchy name to invite the people. Couselling makes everyone aware which leads to precaution and prevention.Prevention is better than cure.