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.

Ref:

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

8. 

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.

Ref:

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

8. 

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)

 Reference:

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)

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)

 Reference:

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

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