Search

If you cannot locate what you want to find, please search using the box given below

Thursday, December 28, 2006

Judging things for their monetary value and not usefulness

Hindu (http://www.hindu.com/2006/12/26/stories/2006122605951100.htm) says

those poor who were not affected by the tsunami are the have nots.

This phenomenon is not unique to Tsunami alone. Often we tend to care a little more for a person / group "more" affected that in the end it is those who are "little" affected who "wrongly assume" that they are the sufferers...

Classic Examples can be had from Health Care

Few years ago, we arranged for Rotary Club to give one egg a day for patients on DOTS (a treatment for Tuberculosis)....

The program went on well , but only for sometime....

Few people protested as to why eggs should not be given to all patients... Is TB something special... And one gentleman even asked the lab technician to give him a positive result (for TB) so that he will get an egg a day !!!!

This is the classic Indian Mentality

Last week, in my PHC, I had a mother bringing the child with high fever. I treated and then asked her as to why she could not bring the child on day one of fever itself. The answer "We know that you will not give injections for low grade fever. We waited for a high fever so that you will give injections" when we bring the child.

God Save India !!!!

So this comment is of no surprise to me working in rural areas for the past three years
A woman whose husband died at sea before the tsunami struck is only partly joking when she says: "Had he died during the tsunami, our family would have at least got the benefits!"
Rural folk in Our country have been trained (trained by the freebies offered by the government) that they feel it is their right to get something free from government. They never view things from the angle of worthiness or usefulness or need. They always value it from economic angle only. For them, getting a tablet in Govt Hospital means that the government is giving them Rs 2. Getting an Injection means that the government is giving them Rs 20. Getting an IV FLuid means that the government is giving them Rs 200. If the doctor gives them only Tablet and not injection, it means that he has cheated them by giving the Rs 2 treatment and has taken the Rs 20 injection for his personal use. They will never understand that the injection is only Vitamin B Complex, but the tablets are Costly Drugs like Ciprofloxacin and Atenolol

Even more pathetic is their attitude of throwing the costly useful antibiotics on their way home having satisfied with an B Complex Injection!!! They are ready to suffer more to get something free..... even if the free is of no real use to them...

Of course, we cannot tell that this is only seen in rural areas......

They had offered a kerchief free for every saree during diwali sales this year.... I know a person who had bought a saree, forgot to pick his free kerchief, spent Rs 120 for auto to go to the shop again to get the kerchief....

Tuesday, December 26, 2006

Chennai and sympathy

From http://www.kiruba.com/2006/12/hidden-heart-real-life-tsunami-related.html

"In such little acts of humanism are life's biggest lessons learnt. I remember an instance, two years ago, when the tsunami struck and I had to rush to Nagapattinam to cover it for my newspaper.

From Virugambakkam (where I lived) to the Koyambedu bus stand, it would normally have cost me Rs 35 in auto fare but the man wouldnt settle for less than 50 bucks as it was the early morning hours.

Grudgingly, I made the trip and midway, took a call on my mobile, explaining to a friend why I had to leave immediately for Nagai. The auto driver probably overheard my conversation, and asked me if I was going to cover the tsunami and I said yes.

When we reached Koyambedu, the man thrust a Rs 50 note in my hand (and this, when he had refused to even think of fare negotiation earlier!) and said, ``Please use this to buy some biscuits for the kids in Nagapattinam. I am a father too and I can understand what they must be going through."

I stood there, transfixed, on the verge of tears, quite unprepared for this gesture from one of Chennai's tough guy autodrivers!

Quite a lesson, I learnt that day and will not forget ever. "

Thamizhnadu or TamilNadu, the story is the same

The fundamentals

Manpower: Highest annual turnout of technical manpower: 252 engineering colleges and 230 polytechnics churn out 1,00,000 engineering graduates and 63,000 diploma holders, not to mention 1,13,000 ITI trained workers every year.

Wages: Wage costs are cheaper than other Indian metros and, in NPV terms, at least 11 per cent cheaper than China, according to a Nokia study.

Infrastructure: Tamil Nadu and capital Chennai are rated higher than other cities by major MNCs.

Communication: Chennai is a leader in bandwidth capability with 13.2 tbps bandwidth availability via two submarine cables.

Power: The only state in India with surplus power and total available capacity of 13,426 MW.

Air connectivity: Chennai airport is South India's largest with 270+ passenger flights and 30 cargo flights every week.

Healthcare: Often rated as the healthcare capital of India.

Industrial climate: Mature manufacturing sector. Prime contributors are cordial management-labour relations and a peaceful industrial environment. Man-days lost due to labour unrest during 2005 were 0.7 per cent, the lowest in India.

Industrial parks: Over 110 major industrial parks and SEZs.

Ports: Three major ports at Chennai, Ennore and Tuticorin supported by 15 minor ports.

From http://www.rediff.com/money/2006/dec/23spec1.htm

"In Europe, we have a saying: 'Do not rock the boat'," says the lanky Finn, pausing for effect. "We expect work out of Tamil Nadu to gather strength without interruptions at every stage." So far, Jukka Lehtela, director of telecom giant Nokia's India operations, has had little to worry about.

But the strain of the ongoing MNC assault on Sriperumbudur - Tamil Nadu's manufacturing sweetspot - is beginning to tell.

"The cooperation extended by the Tamil Nadu government is the best thing we could have hoped for. But we need rail connectivity; there is just one highway which is already under strain from all the SEZs (Special Economic Zones) operating in the Sriperumbudur-Kancheepuram belt," says Lehtela.

Lehtela isn't the only one to recognise that Tamil Nadu's manufacturing competitiveness has doubled, with the largest number of SEZs operational in India.

"We visited several locations in India before zeroing in on Chennai," says Raimo Puntala, a senior vice president-operations at Nokia. "Our decision was based on the approach of the state government, the overall development of the area, and the availability of skilled manpower."

These factors have for years been attracting the world's leading auto manufacturers - Ford, Hyundai, Hindustan Motors, Mitsubishi, BMW - to Chennai, making it the export hub for cars.

Y S Kim, CEO of Hyundai Motors India, notes, "Chennai was our choice due to the efforts of a transparent and proactive state machinery."

Well before Nokia's Lehtela voiced his concern about the overcrowded Sriperumbudur highway and the need for rail connectivity, officials of the Madras Export Processing Zone had submitted a detailed development plan to the Ministry of Railways.

Says an MEPZ official, "We are waiting for approval for a railhead near Sriperumbudur, linking it with Annanagar in south Chennai. Another railway line will offer access to the Ennore and Chennai ports. Two other roads will link SEZs in the Sriperumbudur-Kancheepuram area with the airport."

A third railway line is proposed to link the city precincts with technology parks along the Old Mahabalipuram Road, Chennai's famed "IT corridor", and Tidel Park, one of the city's first technology parks.

The new rail link will mitigate the travel headaches of employees commuting to TCS, Satyam, Wipro, Cognizant and other IT companies, which have set up operations in the IT Corridor and nearby Siruseri, a fast-emerging hub for SEZs.

The government has been quick to sanction Rs 300 crore (Rs 3 billion) to upgrade two key highways. The industrial artery of Sriperumbudur will be upgraded into a six-lane highway, says Tamil Nadu's industry secretary Shaktikanta Das.

The Rs 5,060-crore (Rs 50.6 billion) Chennai Metro Project is expected to add impetus to the infrastructural growth once Sriperumbudur is linked to the project.

Auto-motivated: While the government scrambles to sustain the momentum of growth, Tamil Nadu now accounts for a 25 per cent share of the total Indian automotive and ancillaries industry.

The manufacturing sector is growing at 12 per cent annually and has received enough momentum by way of government support. The automotive and ancillary industry alone has enough potential to grow to $18-20 billion by 2015, says Shaktikanta Das, noting that the state should target a 30-35 per cent share of the pie by 2015.

According to another high-ranking government official, "While we have drastically reduced inefficiencies in the system, road congestions and lack of infrastructure remain to be addressed. We are working on it."

He adds that "working on it" is more than just a figure of speech in today's high-activity industrial environment in Tamil Nadu. "If results are not delivered, all we have achieved over the last few years will be compromised."

For that kind of marketshare, the Tamil Nadu government is targeting automotive component exports to touch $6-7 billion and domestic sales components and completely built units at $5 billion.

"Exports of CBUs and engineering design services could contribute around $1.5-2 billion to the state's total output by 2015," Das says.

The transformation of a state, which at last count produced 21 per cent of all passenger cars, 33 per cent of all commercial vehicles and 35 per cent of all automobile components has been slow, steady and remarkably un-hyped. The growth potential was fuelled by a strong investment climate and low costs of operation out of the state.

Uncomplicated lifestyles, high literacy, openness to outside influences and a work culture rooted in hard work became added draws.

The role of large-scale FDI in employment generation for technical graduates belonging to the deprived classes was not lost on the Dravida Munnetra Kazhagam and its key rival, the All-India Anna Dravida Munnetra Kazhagam. Over the years, both parties became active stakeholders in the new dream.

The incentive packages, ably engineered to lure manufacturers, have been matched by the will to keep them comfortable. About 110 key players of the world's automobile and ancillaries industry have located themselves in Chennai, and auto component exports from Tamil Nadu are $240 million, constituting 27.5 per cent of the country's total exports. The auto component industry has witnessed an investment of $800 million in recent years.

The government clearly has a masterplan. For one, linking the manufacturing hubs and fragmented suppliers in Madurai, Hosur and Coimbatore to Chennai would help newer units to come up. It would help reduce supply chain costs.

The quick availability of labour and low attrition rates in the manufacturing industry have worked well for the state.

Industrial fibre: Tamil Nadu's strong infrastructural and technical support, and access to key markets in India and Asia, are cited by companies like French glassmaker Saint-Gobain, hardware giant Flextronics and Dell as prime reasons for migrating their manufacturing processes.

"Reduced time to market, low labour and logistics costs, lower inventory costs, good workmanship, and a responsive supply chain are strong incentives for manufacturers," says Gururaj, GM-India operations of Singapore-based Flextronics.

With work on railway lines connecting Chennai's suburbs and the airport to Sriperumbudur and expressways to the nearby Ennore and Chennai ports now underway, the government hopes suppliers downstream will find rushing their goods to the manufacturing facilities a smoother affair. This would help industrial zones being developed in the neighbouring district of Hosur.

Initiatives to improve port infrastructure are on in Tuticorin and Ennore. The Chennai Port Trust is creating a second container terminal at a cost of Rs 400 crore (Rs 4 billion) and an off-dock container freight station.

Tamil Nadu's 1,076 km coastline lends itself to multiple availability of sea routes and further possibilities for port development. The five domestic airports at Chennai, Tiruchirapalli, Coimbatore, Madurai and Tuticorin are well poised to handle the uptake in traffic, while cargo handling at Chennai's international airport is being upgraded.

Strong fundamentals: Sixty years before the "Detroit of India" tag was slapped on Chennai, the state's textile units were known across the Western world. Outsourcing, well before it became a fashionable term, had its inception when the dozens of mills dotting the Tirupur-Coimbatore-Erode textiles belt sub-contracted work from the larger textile houses of the West.

Exports overflowed in the warehouses of Tirupur and found their place on the shelves of Harrods and Carrefour. They were enough to lend credence to the time-tested Tamilian brag - that Tamil Nadu's textile belt boasted the highest density of imported cars in India.

Tamil Nadu was one of the first states to formulate an ITES and biotech policy. Funds have been created for promoting the state at national and international trade conferences.

The strong economic fundamentals of tier-II cities are the result of two factors. First, the state government agencies helped wealth creation down the years by encouraging small-scale industry in the textiles and agricultural sectors. Second, private sector participation in the process of infrastructure development was welcomed in Chennai, Coimbatore, Madurai, Trichy, Salem and Tirunelveli.

This resulted in rapid expansion of roadways, railways and capacity enhancement of the ports and tier-II cities. The easy nexus between credit availability and infrastructure development has been boosted by the huge number of banks in Tamil Nadu.

The emphasis on uniform infrastructural development will generate further industrial activity in relatively backward areas, say government officials.

The revived Sethusamudram project is expected to provide a continuous navigable sea route along the Indian peninsula and could transform Tuticorin port into a transhipment hub.

Building the Go TN mindset: The New Industry Policy introduced in 2003 was a key harbinger of the new industrial order. It helped reel in the big investors. Monitored by SIPCOT, the policy has been offering structured assistance and other incentive packages like soft loans to companies making single investments exceeding Rs 300 crore (Rs 3 billion).

While assignment of land is still on a cost basis to ensure that land-owners are not shortchanged, the incentives policy mostly applies to companies who make their investments within three years.

For investments exceeding $11 million, subsidies are being given on effluent treatment plants, electricity duty is fully exempted and a 50 per cent concession on stamp duties is offered. Soft loan packages from the government typically factor in state and central taxes paid by the company once it starts production.

Thereafter, it is progressively reduced as the manufacturing units pick up steam. Higher weightage is also being given to units set up in industrially and economically backward areas.

With an upgraded industrial policy to be announced by the end of the year, the hassle-free growth of industries will be further concretised. "The Corridor will offer world-class infrastructure," say government officials.

Mahindra World City, 30 km from Chennai airport, has the best of these. Monitored by the Madras Exports Processing Zone, about 75 companies, including the TVS Group and BMW, operate out of the 1,400 acres of agricultural land painstakingly assembled and spruced into industrial readiness by the Mahindras since 1996.

The multi-product World City anticipates exports touching Rs 8,000 crore (Rs 80 billion) by 2012 from its three specialised SEZs.

Realty checks: The high level of economic activity benefits a third force - the fragmented developer community and property funds which are slowly moving in. The potential is multifold. Residential development inside a SEZ could generate a few thousand jobs within the premises.

Moreover, the space multiplier effect comes into play in the residential paradigm. "A single person in an IT SEZ office requires up to 200 sq ft of office space. But he will need at least 1,000 sq ft of residential space," says S J Vijay of Salmon Leap Associates.

Managing director R Ravi of real estate development firm RR Industries, sees Madurai (with a population of 5 million people) as ideally placed to have at least 1,00,000 people employed in the IT/ITES sector.

For infrastructure developers like RR, the ongoing churn in the real estate market is a natural corollary to the industrial boom, though not totally welcome. "The SEZ hype has resulted in land prices zooming out of control," Ravi notes.

Realty executives note that tier-II and tier-III cities can get their act together if they provide the right infrastructure at the right cost. "Then the developer would become a force to reckon with in the manufacturing scenario," he hopes.

"Cost will be the main advantage and the plank on which tier-II and tier-III cities will compete to pull in SEZs," adds Raj Menda, managing director of RMZ Corp.

But unlike SEZs specialising in manufacturing, reduced land and operating costs and HR skills alone cannot usher in an IT industry. Robust all-round infrastructure, a positive workforce attitude and apolitical industrial environment are paramount enablers, say industry watchers.

"Inadequate availability of these requirements raises operational costs out of any location," they say. Rest assured, it's a hurdle Tamil Nadu is keen to vault.

Monday, December 25, 2006

Personal Loan in Prime Bank

Date: Monday 23 August 2004. Time 5.00 pm. Dr Ram Naresh Mehra, a B-school professor, was in his office looking visibly tense and in a very pensive mood. He had just returned from Prime Bank's Chennai office, where he has gone to foreclose a personal loan which he had taken six months ago.

He had taken with him a foreclosure statement he had received that day itself from Prime Bank's Pune branch, where he had originally taken the loan. After a long wait at reception, he was told by the customer service executive that since the foreclosure statement didn't carry any signature, it was invalid.

Ram Naresh was given another statement levying 4% foreclosure charges amounting to approximately Rs 7,000. Taken aback, Ram Naresh protested and asked for an explanation about the discrepancy in the two foreclosure statements generated by the same bank.

As the customer service executive could not answer his queries satisfactorily, she directed Ram Naresh (on the latter's insistence) to a senior manager in the personal loan section.

Ram Naresh went to see the manager, but he was not available as he was out on official business. Another bank official guided Ram Naresh to a third person, Nagesh Rao, in the personal loan section, to whom Ram Naresh narrated the whole story and demanded that the original foreclosure statement be honored and the discrepancy, if any, be informed in writing to him and sorted out later.

Nagesh patiently heard out Ram Naresh but he too refused to accept payment on the basis of the earlier foreclosure statement. However, he promised to gather the details of the case from Pune and other concerned persons and get back to Ram Naresh next day.

Left with no other choice, Ram Naresh returned to his office. In the evening, mulling over the episode, he decided to wait until the next afternoon before taking any steps.

When Nagesh failed to contact him, Ram Naresh called him in the afternoon to get an update. Nagesh said he had yet to get a response from the Pune office. Feeling let down, Ram Naresh decided to write to the bank's CEO.

24 August 2004
Shri PVR
CEO
Prime Bank Ltd
Mumbai

Sub: My experience with Prime Bank

Ref: My Personal Loan AC NO. LPPN 00002869

Dear Mr PVR,

With a deep sense of disappointment I am writing this mail to you as a first step to seek justice for myself and also to put and end to a continuous ordeal at the hands of numerous persons and systems associated with Prime Bank.

Let me introduce myself to you first. I am Ram Naresh Mehra, a member of Prime Bank family availing various services offered by this institution for the last four years.

Last February I availed of a personal loan of Rs 195,000 (LPPN 00002869) from Pune (where I was working with the National Institute of Management, Pune as a Faculty) for a personal contingency.

At the time of signing the agreement for this loan I was informed by the DSA representative interacting with me that in case of foreclosure after six months I will have to pay a foreclosure charge of 2% of outstanding as of date, which Ms Priya Dandekar of Prime Bank Pune (Personal Loans) also confirmed in my telephonic conversation with her.

I had approached Prime Bank for this loan through Mr Qamar Rangoonwala, Brach Head of Prime Bank's MG Road Branch in Pune, who in turn gave the reference to Ms Priya Dandekar. The DSA representative met me on Ms Priya Dandekar's instructions.

In April I moved to Mumbai on a new assignment with another business school. Due to this change of place I tried to get my address changed in the records of Prime Bank as well as the auto debit mandate to a new account for continued repayment of my installments. Subsequently I tried to get the address changed through the call center, which at that time changed the address putting a condition that I have to submit a proof of address to the Race Course Branch of the Prime Bank Mumbai.

Upon visiting the branch on 26 May 2004, I contacted an officer (Ms Heeral Virani) who collected a check (No. 648626, drawn on Prime Bank for EMI of June 2004 vide receipt No. 5174353), and also my request for auto debit through a new account with Prime Bank (Acc No. DD4101265670) in Mumbai after initially refusing on grounds best known to her. After customary hassle and a lot of persuasion on my part, she finally accepted my request.

In June I once again moved, to Chennai, to join the International School of Business, Chennai on a new assignment. I got my address changed again through the call center, but to my surprise this time there was no request made for address proof and a customary branch visit.

My ordeal started when I went to the ATM to check my account and what I saw troubled me. The Prime Bank had drawn one additional installment from my account in the month of June using the auto debit facility despite the fact that for the month of June, I had already issued the check and had specifically mentioned in the auto debit request form that the auto debit should start from July 2004 (I have a copy of the debit form submitted to the bank).

Upon contacting the call center I could not get a satisfactory response as to why the bank had drawn one additional installment from my account, and secondly, how it was possible that when the auto debit instruction was to withdraw transfer money from 7 July, how could a transfer be done before that? To me, it's a breach of trust on behalf of the institution.

The money withdrawn was refunded to my account after seven odd days but no penalty was paid. I wonder if I delay my payment by seven odd days how much penalty the bank will charge? Secondly, I still don't have an answer why this mistake happened and who was responsible for it. Is there any accountability for errors which caused me great discomfort? Excess withdrawal could easily have landed me in trouble had I issued new checks assuming a particular balance in my account.

Startled by all this I decided to foreclose my account, and that is when my ordeal got compounded, and today I am feeling completely lost and hugely disappointed.

In the last week of July, I contacted the call center (through the number 9000137800) just to reconfirm the procedure for foreclosure.

I was told by a gentleman (whose name I can't recall) that I have to put a request for foreclosure after the payment of six installments i.e. on 7 August 2004, and also that I can put a telephonic request too.

When I called again (through the number 9000137800) after 7 August 2004, surprisingly I was told that it is not six installments but six months after the disbursal of the loan, which makes it 13 August 2004 after which I can make this request.

When I verbally confronted the gentleman on the other side he feigned ignorance about how some one from his side could tell me that a foreclosure request can be made after six installments. Assuming the second call content to be true, I called again after 13 August 2004. This time the third person said that actually the norm for foreclosure request is that it can be made after payment of six installments.

Startled by inconsistent information disseminated by the bank's employees, I got my request for a foreclosure registered (the request id was 90-54676678) and was told that the foreclosure generally fetches prepayment charges of between 2% to 4% of the outstanding principal, depending on the customer's track record of payment and other things at the discretion of the bank. I was told that within fourteen days I will receive a foreclosure statement from the bank after which I can go to the local branch and close the account.

I did receive a foreclosure statement couriered from Prime Bank Pune branch (I can provide a copy of the same if needed) on 23 August 2004. I took this to the Chennai branch to make the payment as outlined in the statement. After the customary wait, I was told by the customer care officer that she did not consider the statement valid since it was not signed by any one and produced another statement with various charges. When I tried to enquire about the discrepancy between the two statements, the executive's response was to continue denying the earlier foreclosure statement's validity as it was not signed.

As far as I am aware, I know of numerous communications from banks which are in the form of computer generated print outs and are not signed, one such document in my possession is the Installment (amortization) schedule sent by Prime Bank to me.

The question is, does a Prime Bank's employee have the right to declare the document valid or invalid at their free will? Now I am in a real dilemma whether the numerous communications I have received from various banks are really valid or not since they are computer generated?

My requests that the payment be taken as per the earlier foreclosure statement (dt 17.08.2004) and deficiencies, if any, be formally communicated drew a blank. The branch personnel refused to take my payment or provide any satisfactory answer. I asked the customer care officer to guide me to a higher authority. She mentioned one name (Subroto) to me and asked me to meet him.

As the gentleman was not there in the office, I was guided to meet another gentleman who in turn guided me to another person named Nagesh Rao in the loan section, who I was told is the right person for loan related queries.

I still fail to understand why I was first sent to some other person if he was not the right person. Nagesh tried his level best and admitted to me that a personal loan does attract a foreclosure charge of between 2% to 4% of the outstanding, and it was he who told me that in my contract the foreclosure is 4%. This came as a rude shock to me as it was different to what was told to me at the time of the agreement, as I have mentioned earlier.

Nagesh also refused to accept any payment on the basis of the earlier foreclosure statement citing similar arguments such as not valid, wrong and so on.

After all this I called the Prime Bank Pune to talk to Ms Priya Dandekar and I got another dose of shock when she simply refused to accept that she had mentioned a 2% foreclosure charge and also disowned the foreclosure statement issued to me (ref 17 August 2004) saying that may be done by "some one else" and the statement is not valid.

She also insisted that there is no 2% to 4% foreclosure charge band, and rather it is only 4%, which is not consistent with what the guys in call center say, and what Nagesh Rao told me in Chennai.

I am completely lost. It seems to me that a charade is being performed to delay and make me pay more and more by any means possible. I never imagined in my distant dream that employees of an organization of such repute would behave in a manner quite unbecoming of even minimal professional standard.

Circumstances compel me to even think negatively about their integrity as they simply went back on their words, and harassed me to the best of their ability. Telling lies, misinforming, refusing to own their mistakes, misguiding is all that I see in my interactions. I only have a few questions to ask, but no answers from anyone whom I have met.

All I want to do is pay back my loan as quickly as possible without any hassle and with dignity. The delay caused is not my fault but as things stand, it is I who pays the penalty and even face undue harassment.

Anticipating your attention and consideration,

Thanking you

With warm personal regards

Ram Naresh Mehra
(M) 999988833

Wednesday, 25 August 2004. 12.45 pm

Ram Naresh was in his office preparing a lecture when he got a call from Pramod Ekka, Business Head Personal Loans Division, Prime Bank. Though based in Bangalore, Pramod called from New Delhi where he was on a business tour. The following conversation took place between Ram Naresh and Pramod:

PE: Am I talking to Dr Mehra?

RNM: Yes. Who is this?

PE: Dr Mehra, good afternoon. This is Pramod Ekka, Business Head-Personal Loans Division of Prime Bank. I have been forwarded your mail written to our CEO. Let me at the outset express my deepest regrets over the episode and the difficulties caused to you. However, I would like to assure you that it is not as if the bank has singled you out to harass you. There is nothing personal in the whole affair.

RNM: (interrupting) I have just narrated in mail the facts! Nothing less, nothing more. And yes, I sent the mail to get my concerns addressed. However, the fact of the matter is that even today I have not been able to pay back my loan despite best of my efforts and willingness. Who is responsible? I am paying interest on each passing day. I am told various versions each time I meet or talk to someone from the bank. I am always being told stories and at best they are confusing, conflicting and self serving. Just one example I can give you. . .

PE: Dr Mehra, I appreciate that. Let me first. . .

RNM: NO! Let me complete first. I was telling you about the foreclosure charges. First, I was told various versions on foreclosure process, then I was told about a 2% charge when I took loan, later I was issued a statement with 0% charge and when I go to pay I am told that I have to cough up a 4% charge, otherwise they won't accept my payment and I end up paying for the delay. Is this a sophisticated way of extracting more from clients?

PE: Absolutely not. Let me inform you that foreclosure charges have always been 4% for personal loans for a period of more than two years. No one, including me, has the power to make it 0%. However, in your case as you say, since you have been promised 2%, we will honor that. I am sending instructions to the Chennai office, they will contact you, and you can make payments accordingly.

One more thing, we will not charge any interest since 23 August 2004, the day when you first went to the bank to make the payment.

RNM: This is fine, but what about the statement already issued, Sir. Is that valid or invalid? And why did the executive refused to accept that in the first place?

PE: I haven't seen the statement's copy so I would not be able to comment. However, we will work to sort this out. What do you want?

RNM: I want nothing, if you are looking for a quantitative answer. All I want is a dignified end to this ordeal and harassment, and answers to my questions.

PE: I don't think you should feel that way. We will sort this out.

RNM: Fine, I will go to the bank today.

PE: Fine then. One last question, Dr Mehra, if you don't mind. . .

RNM: Go ahead.

PE: Can I ask you whether you are closing the loan due to these problems by taking a loan from another agency?

RNM: I won't tell you my source, but I can share with you this much: that I have not swapped the loan from any other agency. But yes, the developments of the past few months are the catalyst for closing the loan.

PE: Thank you Dr Mehra. If you still wish to continue the loan, we will be more than happy to serve you.

RNM: No, the best way I can be served is to close the account as soon as possible. Bye Mr Ekka and thanks for calling.

Ram Naresh had mixed feelings after the call. On the one hand he felt placated by the response to his mail, on the other hand, his anger grew because Pramod too tried to underplay the problem, and skipped answers to more pointed questions.

Nevertheless, Ram Naresh proceeded to the bank's Chennai branch to pay the money. There he first met Nagesh who was more courteous this time and asked Ram Naresh to make the final payment as per the foreclosure statement first sent to him (with a 0% foreclosure charge).

Ram Naresh was surprised and told Nagesh about his morning conversation with Pramod who had mentioned a 2% foreclosure charge. Ram Naresh asked Nagesh to be doubly sure as he wanted no more hassles. Ram Naresh also called Subroto (Nagesh's superior) and told him every detail. Subroto checked with Nagesh who told him that he had received a communication from headquarters about settling the account at 0% and that he had an official communication in this regard.

Finally Ram Naresh made a payment with 0% foreclosure charges and interest up to 23 August 2004. Before leaving, Ram Naresh went to meet Subroto and enquired about the refund of his post-dated checks and a no-dues certificate from the bank. Ram Naresh was told that he would positively receive both in seven days.

On his way back home, Ram Naresh wondered whether the bank had really viewed his case in the right perspective. In the morning Pramod had told him to settle the loan at 2% foreclosure charges yet another part of the bank had sanctioned a settlement at 0% charges. Had the bank really fixed accountability for the issues raised in his mail?

Friday, 27 August 2004. 12.45 pm

His account closed, Ram Naresh turned his attention to the backlog that had piled up in the office. The day's email included one from Shaina Mitra, Service Quality Manager, Customer Service Group Prime Bank.

To: Dr Ram Naresh Mehra
From: Shaina Mitra
26 August 2004

Dear Dr Mehra,

This refers to your mail dated 24 August 2004 to Mr PVR regarding your loan account. At the outset, we sincerely regret that the experience you had was not satisfactory. Thank you for writing to us with your feedback, which will help us to take appropriate steps to ensure that such instances do not recur.

We understand that Mr Pramod Ekka, Business Head, has spoken to you and discussed the matter. We have arranged to foreclose your loan at 2% charges. We earnestly hope that the experience you had will not come in the way of your continuing to expand your relationship with Prime Bank.

With Regards,

Shaina Mitra
Service Quality Manager, CSQ Group

Friday, 27 August 2004. 1.23 pm

While responding to this email, Ram Naresh once raised his questions:

Dear Ms Mitra,

Thank you for your response. I did have a talk with Mr Pramod Ekka regarding my mail to Mr PVR. On the same day I submitted a check for Rs 179,171.00 towards pre-payment and foreclosure of my personal loan as per instructions of Subroto and Nagesh (at Chennai office). If anything else needs to done on my part, please let me know. However, I still do not have answers to several questions I raised in my mail. Let me repeat those questions once again:

1. Why in June 2004 was an additional installment withdrawn despite there having no auto debit mandate operational by that date? (My auto debit mandate was valid from 7 July 2004). Why should the bank not pay me the same penalty for overdrawing the money from my account which the bank usually would have charged if the case be vice-versa?

2. Why did the personnel at the call center give, on three different days, different info for the same questions causing delay and great distress? Who will own up the responsibility for the delay since I had to pay almost Rs 89 per day as interest on the outstanding amount?

3. Why did the bank personnel refuse to honor a statement issued by the bank on the pretext that it is not signed?

Though you may feel I am being belligerent, I would request you to keep in mind the fact that every visit to the branch here in Chennai costs me Rs 300, and at least two to three hours of my time, that too within working hours, plus the distress of all these events. Secondly, yet more importantly, justice, as I prayed for, should not only be done, but also seen to be done.

I hope this time around I may have satisfactory response to the issues raised in my mail.

With best wishes

Ram Naresh Mehra
Friday, 3 September. 6.17 pm

A few days later, Ram Naresh received another email from Shaina.

Dear Dr Mehra,

This refers to letter mail dated 27 August 2004 regarding your experiences with regards to your personal loan account. We deeply regret the anxiety that these incidents have caused you.

The June 2004 EMI was debited from your savings account, despite receiving your payment towards the same. We acknowledge that this was due to an inadvertent error at our end.

We regret that the information about foreclosure provided to you by our officials at phone banking was contradictory. Corrective feedback has been given to the officials concerned to ensure that such instances do not recur. We focus considerable effort on training our staff to ensure high levels of service and we shall further strengthen our initiatives in this direction, based on your feedback.

It is unfortunate that your experience at our Chennai office was not satisfactory at the time of foreclosure of loan. While there is no excuse for what happened, we are grateful to you for bringing this occurrence to our attention and appreciate your patience in settling this matter.

We have sent across a gift to you as a small token of our appreciation. We request you to kindly accept the same.

We once again sincerely apologize for the inconvenience caused to you.

With regards,

Shaina Mitra

Friday, 3 September 2004. 6.33 pm

Almost ten day after Ram Naresh closed the account, he received the no-dues certificate. In fact he received three no-dues certificates: two issued from the bank's Mumbai office and one from the Chennai office. However, the bank did not return the post-dated checks submitted by Ram Naresh at the time of the loan disbursal. Ram Naresh emailed Subroto and Nagesh acknowledging the certificates, and raising the non refund of the checks issue.

Dear Subroto / Nagesh,

This is in reference to the foreclosure of my personal loan Acc No. 00001896224. I have received a no-dues certificate from Prime Bank Mumbai. However, I have not received my security post-dated checks PDCs (eight in numbers) drawn on Kalupur Commercial Cooperative Bank, Pune, each of an amount approximately equivalent to six installments (approx Rs 34,000) i.e. 6 x Rs 5,727.

As far as I am aware I should get back my post-dated checks also. I earnestly request you to expedite the matter and arrange to return my checks asap.

Regards,

RNM

Subroto immediately emailed back:

From: SUBROTO

Friday, 3 September 2004 7:10 PM

To: RNM

Sir, Will check and revert asap.

regards

Subroto

ASM - Personal Loans, RAPG

Acknowledging Subroto's promptness, Ram Naresh emailed back:

From: RNM

Sent: Sunday, 5 September 2004. 6.28 pm

To: SUBROTO

Thax, Subroto. I will be waiting.

RNM

When ten days had elapsed with no further contact, nor any sign of the post-dated checks, Ram Naresh reminded Subroto again about the issue.

From: RNM

Sent: Monday, 13 September 2004. 11.45 am

To: SUBROTO

Dear Subroto

I am still awaiting your response regarding my security PDCs which I have not received till date.

Regards

RNM

Subroto sent an express response, with a copy of an earlier mail which he has forwarded to his colleagues for necessary action.

From: SUBROTO

Date: Monday, 13 September 2004. 5.21 pm

To: NAGESH

Cc: SANJOY, RNM

Pls revert asap without any further delay.

regards

Subroto

+ Attachment mail

From: SUBROTO

Date: Friday, 3 September 2004. 7.10 pm

To: NAGESH

Pls do the needfull. --very urgent case.

regards

Subroto

After receiving these emails Ram Naresh tried calling Subroto and Nagesh throughout the day but could not get through, due either to non availability or failed connection. He tried again on the morning of 14 September 2004 but of no avail. Finally he shot off another email to Subroto.

From: RNM

Sent: Tuesday, 14 September 2004. 1.29 pm

To: SUBROTO

Dear Subroto

This is my last mail pertaining to the issue of foreclosure of my loan and non-receipt of PDCs. I am disappointed at the kind of responses I am getting since last two weeks. Just to remind you and recall the whole sequence, I wrote you a mail on 3 September 2004 informing you about receipt of a no-dues certificate and non-receipt of the PDCs.

You responded to the mail immediately saying that you will revert back ASAP. As I haven't heard anything so I shot a reminder mail to you on 13.9.2004 (exactly ten days later!), to which you again forwarded to some persons with an instruction similar to the first one.

I do not know what is going on at your end which takes more than ten days to just let me know what the problem is and also I am completely in the dark about whether I will be getting back my PDCs or not?

I leave it to you to judge whether I am right in feeling aggrieved in the light of all these developments despite the prior developments which you are well aware of.

Best wishes,

RNM

Monday, 20 September 2004. 4.51 pm

Subroto called Ram Naresh the very next day with assurances that he has taken up the matter on an urgent basis, that there will be immediate action, and also that Ram Naresh will get feedback by the evening. In the evening someone called on behalf of Subroto to inform Ram Naresh that he will receive his checks in two days time as they will be dispatched the next morning. After Ram Naresh got his checks back on 20 September 2004, he emailed Subroto and Shaina.

Dear Subroto

Thanks for your help off late. I have received my PDCs today afternoon.

Thanx once again

Ram Naresh

Dear Ms Mitra,

Thanks for your response (dt. 3 Sept 2004) to my mail (dt 27 August 2004). I took time to respond to your mail since I was still battling (literally) to complete the closure process. Today I got my security PDCs back after almost four weeks since I gave the check for foreclosure. I am also attaching my communication to Mr Subroto Nath for your perusal.

As far as accepting the gift I am to get as per your mail (though I am yet to receive any such gift), I am not sure whether I have done anything to be gifted. My plea is, if it has not been sent, then I may be excused.

Since my present loan account is closed now and I still continue my relationship with Prime Bank as a savings account holder, I can just hope and pray that similar inconveniences and disappointments do not occur in future.

My experience has been that since I wrote the first mail to the CEO on 24 August 2004, I am still to see a perceptible change at least in my interactions with the bank till date.

Thanking you for your help and concern,

With best regards,

Ram Naresh

Taken from http://www.rediff.com/money/2006/dec/22tcs.htm

Wednesday, December 20, 2006

Intersexuality, 9 , Hermaphroditism, Intersex

Following the "Medal Withdrawn" Controversy, it seems that there is an increase demand from the common public to know about these conditions.

I will write a series of articles about this on the following topics.

But before that, have you ever realised the the column on the application forms with regard to Sex can have so many answers and can no longer be a (T/F) Field but a data Field. Let us see the spectrum that exists between a complete male and a complete female

  1. Normal Male
  2. Male with Hypospadiasis
  3. Simple Constitutional Feminism
  4. Adrenogenital feminism
  5. Male homosexual
  6. Male Transvestism
  7. Klinefelter's Syndrome
  8. Male Intersex II - Testicular Feminisation Syndrome
  9. Swyer's Syndrome
  10. Turner's Syndrome
  11. True Hermaphroditism
  12. Female Intersex I - without Adrenal Disorder
  13. Female Transvestism
  14. Female Homosexual
  15. Adrenogenital masculinism
  16. Simple Constitutional Masculinism
  17. Normal Female
While points 1 and 17 need no explanation, I will try to explain the causes, features, diagnosis and treatment of other conditions one by one when time permits.


But please note that Point 13, Female Transvestism is no more an entity. Transvestism means a desire to wear the dress of opposite gender (Trans + vest + ism) By Female Transvestism, you have to include all girls always wearing Jeans, Pants, !!!!!

Wait. Does that mean all Policewoman are transvests ?? No, not like that.... The disease means that the female "prefers" to wear male dress..... As far as Uniform is concerned, that is not the individual's preference. Also wearing pants while working in a factory will not come under this criteria. The same with wearing Jeans once in a while.

But if a police woman, continues to wear male dresses even after duty time or if a girl prefers only pants and shirts and does not prefer female dresses, she needs psychiatric assessment.

Tuesday, December 19, 2006

Examination and Cultivation - Expanding Chennai Central

Just trying to expand Thennavan's List

After Deep Consideration

Comtemplation

And consultation

I came to a conclusion

That Matriculation

Examination

Is a botheration

To the student population

Of Indian nation

Whose main occupation

Is cultivation


1 Comments:

At 7:38 AM, Anonymous said…

That was a great addition Doctor :-).


Monday, December 18, 2006

Shanthi Given 15 Lakhs by Tamil Nadu Chief Minister

Unfazed by the Controversy, the Government of Tamil Nadu today went ahead and gave the cash prize of 15 lakhs to Shanthi



For the related story, read Medal Withdrawn for No Fault of the Individual

And here are the other prize winners












Intersex, 9, hermaphroditism,

An intersexual or intersex person (or organism of any unisexual species) is one who is born with genitalia and/or secondary sex characteristics determined as neither exclusively male nor female, or which combine features of the male and female sexes. The terms hermaphrodite and pseudohermaphrodite, introduced in the 19th century, are now considered antiquated, misleading and stigmatizing, and patient advocates call for these terms to be abandoned. The phrase "ambiguous genitalia" refers specifically to genital appearance, but not all intersex conditions result in atypical genital appearance.

The older term for this condition, hermaphroditism, came from joining the names of a Greek god and goddess, Hermes and Aphrodite. Hermes was a god of male sexuality (among other things) and Aphrodite a goddess of female sexuality, love, and beauty.

And the most important fact - The persons affected by this condition are not to be blamed or ridiculed as it is a genetic condition and not their fault

Cricket - Sreesanth Dancing After his Six

Siddhartha Vaidyanathan in "The Bulletin" of South Africa v India, 1st Test, Jo'burg, 3rd day on December 16, 2006 (http://content-ind.cricinfo.com/rsavind/content/current/story/273074.html) says

Sreesanth decided to match Nel antic for antic - returning glares and sledges. Nel's aggressive salvo was met with a charge down the track, with the ball disappearing for six, but Sreesanth followed that up with a brand of hip gyrations that was accomplished enough to make it in the movies. There was a distinct needle in the contest and Sreesanth swirling the bat like a lasso with a pelvic thrust of a break-dancer was definitely the highpoint. For once Nel probably met his match.
Obviously this is not the first time he is dancing in the cricket field. See the video below

Great !!! Isn't it

Medal withdrawn for a different reason other than doping

Hindu (http://www.hindu.com/2006/12/18/stories/2006121809971900.htm) reports

Indian athletics plunged into further gloom and embarrassment as news came through on Sunday that S. Santhi, who won the silver medal in the women's 800 metres in the Asian Games, had failed a `gender test' at Doha.

The Olympic Council of Asia (OCA) has decided to withdraw the medal from the Indian athlete and was in the process of officially intimating the Indian Olympic Association (IOA).

Replacement

That something could be amiss was known on the final day of the athletics programme last Tuesday when Santhi was withdrawn and in her place O. P. Jaisha was brought in. As ill luck would have it, Jaisha apparently clipped the heel of a runner in front, tripped and fell around the 200-metre mark and withdrew from the race.

Santhi was asked to leave early from Doha and return home alone a few days ago even as the whole of the country, especially Tamil Nadu, rejoiced the success of the girl from Pudukottai.

The rest of the athletics team returned in batches over the past two days, some of them to Bangalore, some to Mumbai and the rest to Delhi.

The OCA medical panel apparently took up the case on a `protest,' but it was not immediately known which team had protested about Santhi's gender. The athlete was also reported by the dope control authorities about the matter of gender, it is learnt.

The Tamil Nadu athlete had earlier competed and won the silver in the 800 metres in the Asian championships in Incheon, Korea, last year. In August this year, she also won the 1500m gold and the 800m silver in the South Asian Games in Colombo.

Gender verification

An expert speaking on condition of anonymity, said that normally such cases were handled by a panel including a gynaecologist, an endocrinologist, a psychologist and a genetic expert, among others, and all possible examinations and verifications done, including any tests if necessary, before a decision was forwarded to the appropriate authorities.

It is learnt that the OCA panel did come to the conclusion that Santhi had failed the gender verification test and accordingly informed the Coordination Committee of the OCA that oversees all such matters during a Games and the latter decided to withdraw the medal from India.

Comeback chances

A medical expert familiar with the rules and regulations of the international sports bodies said on Sunday that an athlete who failed a gender test could seek a review by an expert panel after two years following a surgery and hormone therapy and such an athlete, if cleared, could start competing again. The Athletics Federation of India (AFI) Secretary, Lalit K. Bhanot, when contacted on Sunday said that he was yet to get any official intimation from any of the agencies involved. He confirmed that Santhi was put through a gender verification test in Doha.

Coupled with the Seema Antil doping case that broke just before the athletics competitions began in Doha, Indian athletics has been pushed into a an embarrassing corner after this episode. How Santhi was cleared for participation when she had reportedly failed to satisfy medical authorities in the Southern Railway about her gender when she sought employment there sometime ago is a point that will come up for debate in the coming days.

Sportspersons are not subjected to any fitness tests or gender verification tests before participation in major international competitions, though they are put through random dope tests by the Sports Authority of India (SAI).

Expressing shock

In Chennai, Santhi's coach at the Prime Sports Academy, Nagarajan, expressed shock. The President of the Tamil Nadu Athletic Association, W.I. Davaram said that the news had come to him where SDAT was arranging a reception for Santhi.


Now is Shanthi really to Blame ??

Read Gender Testing of Female Athletics

But there is another question
How Santhi was cleared for participation when she had reportedly failed to satisfy medical authorities in the Southern Railway about her gender when she sought employment there sometime ago.

And this question needs answer from our sports department

Sunday, December 17, 2006

Tamil as Classical Language - Committees formed

செய்தி வெளியீடு எண்.517 நாள் - 13.12.2006
செய்தி வெளியீடு
மாண்புமிகு முதலமைச்சர் கலைஞர் அவர்கள் 29.11.2006 அன்று டெல்லியில் மத்திய அரசு மனித வளத் துறை அமைச்சர் மாண்புமிகு அர்ஜூன் சிங் அவர்களைச் சந்தித்து, செம்மொழி
தமிழுக்கென தனியே ஒரு நிறுவனத்தை சென்னையில் உருவாக்கிட மத்திய அரசு முன் வர வேண்டுமென்று கேட்டுக் கொண்டதற்கிணங்க 11ஆம் ஐந்தாண்டுத் திட்டக் கருத்துருக்களில் சென்னையில் செம்மொழி தமிழ் நிறுவனத்தை ஏற்படுத்திட தேவையான திட்டம் தயாரிக்கப்பட்டு இணைக்கப்படும் என்று மத்திய அமைச்சர் மாண்புமிகு அர்ஜூன் சிங்
அவர்கள் முதல் அமைச்சர் கலைஞர் அவர்களுக்கு கடிதம் அனுப்பினார்.

செம்மொழி தமிழுக்கென சென்னையில் அமையவுள்ள மத்திய அரசின் நிறுவனத்திற்கான உரிய திட்ட வரைவுகளைத் தயார் செய்து மத்திய அரசுக்கு அனுப்பிடவும்; தொடர்ந்து சென்னையில் அமையவுள்ள மத்திய அரசு நிறுவனத்தை நிர்வாகம் செய்திடவும்
பின்வரும் இரண்டு குழுக்களை அமைக்கலாம் என்ற பரிந்துரை தமிழக அரசினால் மத்திய அரசின் மனித வளத் துறை அமைச்சருக்கு அனுப்பி வைக்கப்பட்டது. அந்த இரண்டு குழுக்களின் விவரம் வருமாறு :-
தலைவர் :- முதலமைச்சர் கலைஞர் மு. கருணாநிதி
துணைத் தலைவர்கள் :-
1. முனைவர் வி.ஐ. சுப்பிரமணியன்
2. முனைவர் வா.செ. குழந்தைசாமி
ஐம்பெருங்குழு :-
1. முனைவர் அவ்வை து. நடராஜன்
2. மணவை திரு. முஸ்தபா
3. கவிஞர் திரு. வைரமுத்து
4. முனைவர் பி.பி. ராஜராஜேஸ்வரி
5. கவிஞர் திருமதி கனிமொழி
எண்பேராயம் :-
1. முனைவர் மா. நன்னன்
2. கவிக்கோ திரு. அப்துல் ரகுமான்
3. முனைவர் சிலம்பொலி செல்லப்பன்
4. கவிஞர் திரு. வாலி
5. கவிஞர் திரு. கா. வேழவேந்தன்
6. பேராசிரியர் சாலமன் பாப்பையா
7. திரு. டி. ரவிக்குமார், எம்.எல்.ஏ.
8. பெருங்கவிக்கோ வா.மு. சேதுராமன்
தமிழக அரசின் இந்தப் பரிந்துரையை மத்திய மனித வளத் துறை அமைச்சர் ஏற்றுக் கொண்டு அதற்கான ஆணையினை இன்று பிறப்பித்துள்ளார்.
செம்மொழியாம் தமிழ் வளர்ச்சிக்கும், இட ஒதுக்கீடு சமூக நீதிக்கும் உறுதியான ஒத்துழைப்பினை தொடர்ந்து நல்கி வரும் மத்திய மனித வளத் துறை அமைச்சர் மாண்புமிகு அர்ஜூன் சிங் அவர்களுக்கு முதலமைச்சர் கலைஞர் அவர்கள் தலைமையில் வரும் 25ஆம் தேதி அன்று கலைவாணர் அரங்கில் மாலை 5 மணி அளவில் தமிழக அரசின்
சார்பில் பாராட்டு விழா நடைபெறும். விழாவில் ஆன்றோர்களும், சான்றோர்களும் கலந்து கொண்டு மத்திய அமைச்சருக்கு பாராட்டு தெரிவிப்பர். மத்திய அமைச்சர் அர்ஜூன் சிங் ஏற்புரையாற்றுவார்.
****
வெளியீடு இயக்குநர், செடீநுதி மக்கள் தொடர்புத் துறை, சென்னை-9

Quote of the Day.... from Badri

From http://thoughtsintamil.blogspot.com/2006/12/blog-post_16.html

அப்படி ஏதாவது நடந்தாலும் நடக்காவிட்டாலும் தலித்கள் தினம் தினம் கோயிலுக்கு - பக்திக்காக இல்லாவிட்டாலும்கூட - போகவேண்டும். விருப்பமிருந்தால் பிறர் கோயிலுக்கு வரட்டும், இல்லாவிட்டால் ஒழியட்டும்.

Wednesday, December 13, 2006

Open Letter to Amit Varma - Mens Rea for Friends and Actus Rea for Others

Dear Blogger

In http://indiauncut.blogspot.com/2006/12/navjot-singh-sidhu-convicted.html and http://indiauncut.blogspot.com/2006/12/shoaib-asif-and-question-of-intent.html you wrote

I feel no sympathy for him in that regard.

The Hindu uses the clumsiest and most archaic English of India's major broadsheets, but I like the way that sentence is constructed. A "mere accident," it seems.

In any case, it's common sense that you have to judge actions on the basis of their outcome, and not their intent. Any action can be rationalised as having a harmless intent behind it, and intention can rarely be established.

and
Fair enough, and I stand chastised. A better illustration of my broader point would perhaps be the recent reversal of the ban on Shoaib Akhtar and Mohammad Asif for doping. I can't think of a single instance of a sportsman caught for doping admitting to having cheated deliberately. They all claim innocence, and say that they inadvertently took the banned substances (Warnie blamed it on his mommie!), and did not intend to cheat.

In such cases, my contention is that the question of intent should be ignored, for we have nothing to go by but the word of the accused, who is bound to deny it. Once the action -- that the sportsman took banned substances -- is established beyond doubt, the punishment should be based on that alone. Otherwise efforts to ban doping are bound to fail.

In http://indiauncut.blogspot.com/2006/12/rashmi-bansal-and-two-stupid-laws.html you write
Rashmi's a friend of mine, and I chatted with her a lot at the time of the IIPM controversy, when she did not back down. She's got courage, and she's also got good sense: if JAM did not mean any offence, there's hardly any point in taking on the law.

How come Sidhu (the post still continues in your blog) be tried based on outcome and Rashmi (your friend) released based on intent

When it comes to Sidhu (to whom you feel now sympathy), you write
  • They all claim innocence
  • contention is that the question of intent should be ignored, for we have nothing to go by but the word of the accused, who is bound to deny it.
When it comes to Rashmi (a good Friend) your take is
  • if JAM did not mean any offence, there's hardly any point in taking on the law.


Please note that I am not for Sidhu or Against Rashmi

This is just to highlight that bloggers need some responsibility and cannot just praise or degrade some one.

As far as I am concerned, It should be always Mens Rea. But you cannot drop a law just because you friend has been booked. In my opinion and both Sidhu as well as Rashmi need to be charged, but not punished, but let off with a warning.

Thursday, December 07, 2006

Kiss of the Year

As per media reports

Abhishek is allegedly irked by the Ash-Hrithik kiss in Dhoom2. Do stars worry about on-screen passion upsetting their partners?


What an important topic to discuss ??

Let us further waste our time by watching the video

Saturday, December 02, 2006

Florida and Cuddalore - Efficiency of Tamil Nadu Government

From http://www.hindu.com/2006/12/02/stories/2006120209850100.htm

It was in the shade of a neem tree at the Panchayat Union Middle School in Thazhanguda, a fishing village in Cuddalore, that the future disaster management policy of the United Nations was discussed on a hot Friday morning.

Former U.S. President and United Nations Special Envoy for Tsunami Recovery Bill Clinton cited the model the small town had adopted for post-tsunami reconstruction and rehabilitation and wanted it to be replicated not only in other tsunami-hit areas but also the rest of the world. "I want to figure out how to make this part of the UN strategy for future disasters."

"This is a good model for economic diversification and housing construction, not only for places devastated by natural disaster but also where poor people have substandard housing and not much economic opportunity. What is being done here, I would like to see copied throughout the world," Mr. Clinton reiterated during his last trip to India as Special Envoy.

He lauded the speedy pace at which houses were built for each family that had lost its home while ensuring that education, water and sanitation standards were on par with the mandate he had set.

He said housing was very important and also "the hardest thing to do." In other places, only about 30 per cent of the homes had been replaced. Even in Florida, a year after the hurricane rendered several thousands homeless, people were still living in tents. In Cuddalore, even those not affected by the tsunami but identified as "vulnerable" had been given houses.

He commended the efforts to provide alternative livelihood for those who had suffered multiple losses during the tsunami.

Mr. Clinton, who turned out in a formal blazer worn over a blue t-shirt, also dwelt on the warning system that had come up in the area. Cuddalore could be proud that it had covered the "last mile" in early warning systems and disaster preparedness.

Commending Collector Gagandeep Singh Bedi for leading the recovery and rehabilitation effort right through, he said behind the success story was an "unusual partnership - national funding and regional leadership under this good man here." A combination of government, NGO and private contractor partnership had helped "build back better."

In two hours, Mr. Clinton visited the house of Mayilvail, a fisherman, in the newly reconstructed shelters (by the TANFAC Janseva Trust), interacted with students of the Panchayat Union Middle School in Thazhanguda and witnessed a mock disaster-preparedness drill.

Characteristically, he broke protocol to reach out, touch and interact with the locals who had gathered in droves to see him.

Sixth Pay Commission wants your opinion

Update : The are a lot of pay scales in circulation. The pay commission has come out with a disclaimer in their site

ORIGINAL POST : Sixth Central Pay Commission invites all interested persons, including members of the public, peoples' representatives, consumer associations, staff associations, State/UT governments, ministries/departments to send their views on the subject by 31st December 2006.

A questionnaire has been prepared to facilitate response on the items of specific interest to the Commission.

  • Submit your Responses Online (available only to Registered Users. If you are an existing registered user of National Portal, you may use the same Login Id / Password or else Signup as a new user)Submit Response Online
OR

  • Download the questionnaire from the government portal as MS Word or PDF Format and submit the same at sixth.cpc@nic.in or by post at the following address:

    Sixth Central Pay Commission
    2nd Floor, ICADR Building ,
    Plot No.6, Vasant Kunj Institutional Area, Phase II
    New Delhi-110070.

    OR AT:

    PO Bag No.001, Vasant Kunj Post Office, New Delhi-110070
Do Give your Feed Back.

Please visit the Portal of the Sixth Central Pay Commission for more information

My opinion is given below

· Comparison with public/private sectors

  • Should there be any comparison/parity between pay scales and perquisites in Government and the public/private sector?

    Yes. At present Government Pays certain sectors a very high salary and certain categories a very low salary. For example, take home salary of a driver with 5 years in Government is about Rs 8000. Take Home Salary of a staff nurse in Government (5000 Basic as the starting scale) as soon as she joins is Rs 12000. These categories will get just Rs 2500 and Rs 4000 in private hospitals. On the other hand, a doctor / IAS Officer is paid just Rs 17000 (Basic 8000-275-13500). A staff nurse who does not even complete a degree is paid a basic of 5000. An IAS Officer / Doctor with high education starts at Rs 8000. This is a high disparity
  • Is it possible to quantify all other benefits, excluding pay, derived by employees in Government and the public and private sectors from security of tenure, promotional avenues, retirement packages, housing and other invisibles? In view of these benefits, can there be any fair comparison between the salaries available in the government vis-à-vis the salaries in the private sector?

    Please note that with the advent of COntributory pension scheme, the term retirement benefits has become a mockery. Also please note that the govt servant is transferred every three years and has to work in rural areas also. In many case, costs of papers / phone calls for office work are met from the government servants own pocket
  • In order to ensure a fair comparison based on principles of equity and social justice, would it not also be appropriate to take into account the economic conditions of large sections of the community that are less privileged than Government employees and many of whom live below the poverty line?

    But isn't it the government servants who are serving them. How can you justify giving Rs 5000 as the starting basic for a Nurse (10th std pass with 3 years training) and just 8000 to an IAS Officer (Graduate / Post Graduate)

· International comparisons

  • Some countries have raised civil service pay scales almost to levels prevalent in the private sector on the hypothesis that a well-paid bureaucracy is likely to be honest and diligent. To what extent would such a hypothesis be valid and how far would such a course of action be desirable?

    That is a very valid judgement. Whether you give high pay or low pay, 10 % is going to work per their conscience and another 10% is going to be corrupt. The rest 80% can be persuaded to be diligent by raising the pay. But again the pay rise should be more for those who are in the place to take decisions like IAS Officers / Judges / Directors / Deans / Deputy Directors etc.

· Impact on other organizations

  • Salary structure in the Central and State Governments is broadly similar. The recommendations of the Pay Commission are likely to lead to similar demands from employees of State Governments, municipal bodies, panchayati raj institutions & autonomous institutions Their paying capacity is considerably limited. To what extent should this factor be considered in devising a reasonable remuneration package for Central Government employees?

    Yes... That should be similar only. WHen the government is ready to give thousands of crores by reducing the taxes and surcharges for share market, what is wrong in paying the government servant his money. The cost of petrol is 1996 was Rs 22 per litre. Now it is Rs 52 per litre. How can the govt employee lead a normal life (Compare with the starting pay of a BE Graduate in 1996 - Rs 4500 and now Rs 20000 - 4 fold rise)

· Salaries

  • How should we determine the salary to be paid to a Secretary in the Central Government? Please suggest an appropriate basic pay for a Secretary? Can appointment to this post be made on a contractual basis where salaries and tenure are linked to the performance in terms of achieving defined targets?

    No. It cannot be on a contract tenure. They are responsible for policy decisions and have to have foresight. If you make them "insecure" they may resort to "gimmicks" to hold on to their post. Secretary to Governments should be paid at least Rs 1 lakh per month
  • What should be the reasonable ratio between the minimum and the maximum of a pay scale?

    It should be 1:1.5 (Minimum scale Rs 10,000 - Maximum Rs 15,000)
  • Is it necessary to persist with a pre-determined minimum-maximum ratio on ideological considerations? Or is it more important to ensure efficient administration by preventing flight of outstanding talent from Government?

    It is more important to "ensure efficient administration by preventing flight of outstanding talent from Government?"

· Relativities

  • Employees in the Secretariat and analogous establishments are entitled to higher pay scales than the corresponding field functionaries. This was supposed to compensate them for the loss of certain facilities available to them in field assignments and the extra effort required for decision-making at the policy level. Are these factors valid even today particularly in the context of decentralization and devolution of administrative powers? Is this discrimination between field and secretariat functionaries even justified today?

    Yes. It will take atleast another 10 years for the decentralisation to go to the villages. The higher pay is valid for this pay commission

· Group-A Services

  • Is there a case for a Unified Civil Service, merging therein all Central (both technical and non-technical) and All India Services, allowing vertical and horizontal movement ? Or should there be two distinct streams, one embracing all the technical services and the other for non-technical services?

    There should be two services - one technical and another non-technical. It would be much better if the IAS Officer in charge of Highways is a Civil Engineer and the Secretary - CHemicals and Fertilizers a Chemical Engineer and the Law Secretary a lawyer
  • Do you feel that the pattern of pay scales for all Group A Services should be redesignated so as to attract candidates of the requisite caliber? Keeping in view some of the compensation packages being offered to fresh professionals by the private sector, what emoluments would you suggest for an entrant to a Group-A Service in Government?

    Yes... Yes... Yes.... When MBA gets Rs 50,000 how will you give just 8000 for an IAS

· Professional personnel

  • Should there be a higher compensation package for scientists in certain specialized streams/departments like Department of Space, Department of Atomic Energy? If so, what should be the reasonable package in their case?

    Yes... Yes... Yes... And also doctors who are paid the worst pay in government. For any cadre (other than Scientists), the govt servant gets more pay than private. But doctors alone have to suffer.

· Classification of posts

  • Presently, civilian posts in the Central Government are classified into four Groups (‘A’, ‘B’, ‘C’ & ‘D’) with reference to their scales of pay. The Fifth Central Pay Commission had recommended their reclassification into Executive, Supervisory, Supporting and Auxiliary Staff. Would you suggest any changes in the existing classification or should the classification recommended by Fifth Central Pay Commission be adopted with/without modifications?

    I strongly support their reclassification into Executive, Supervisory, Supporting and Auxiliary Staff.

· Restructuring of Group ‘C’ & ‘D’ posts

  • Should all lower Group ‘C’ functionaries in the Secretariat be replaced by multi-functional Executive Assistants, who would be graduates and well versed in office work, secretarial skills and use of modern office equipment including computers? Should Similar arrangements can be evolved for Group ‘C’ posts in other organisations of Government?

    Yes... Yes... Yes...
  • Should a similar regrouping of Group D staff into fewer categories capable of performing diverse functions also be carried out?

    Yes... Yes... Yes...

· Pay Scales

  • How should a pay scale be structured? What is a reasonable ratio between the minimum and maximum of a pay scale?

    For Example, an IAS Officer should get Rs 20000 as the starting pay with 20000-1000-30000. (The 1:1.5 ratio is perfectly valid and practical). Each Cadre should have 3 or 4 scales depending on promotion. For example 1.Judicial Magistrate 2. Chief Judicial Magistrate 3. High Court Judge 4. Supreme Court Judge Or for Engineers 1. Asst Engineer 2. Chief Engineer 3. Deputy Director (District Level Officer) 4. Joint Director / Director (State Level Officer)
  • The successive Pay Commissions have progressively reduced the number of distinct pay scales. The number of scales has therefore come down from more than 500 scales at the time of the Second Central Pay Commission to 51 scales before Fifth Central Pay Commission, which was brought down to 33 scales by the Fifth Central Pay Commission. The reduction in the number of pay scales brings in attendant problems like the promotion and the feeder grades coming to lie in the same pay scale, etc. Do you feel whether the existing number of pay scales should be retained or increased or decreased or whether the same should be replaced by a running pay scale?

    There should be at least 12 to 15 cadres of service and in each cadre 3 or 4 scales (as explained above) that will bring a total of 50 scales. The cadres may be 1. IAS Officers 2. Judges / IPS Officers / MBBS Doctors / Scientists 3. Engineers / Other Professionals / Treasury Officers 4. College Lecturers / Tahsildhars 5. School Teachers / 6. Junior Assistant / Assistant / Superindent / Administrative Officer (Clerical Staff) 7. Field Staff like Livestock Inspector, Village Health Nurse. VAO 8. Drivers etc 9. Last Grade Servants - Peon etc 10. Sweepers / Sanitary Workers

· Increments

  • What should be the criteria for determining the rates and frequency of increments in respect of different scales of pay? Should these bear a uniform or varying relationship with the minima and/or maxima of the scales?

    Varying relationship. How can you equate the scientist working at Bhaba Atomic Research centre with a school teacher

· Revision of pay scales

  • Is there any need to revise the pay scales periodically especially when 100% neutralization for inflation is available in form of dearness allowance?

    Yes. They should be revised periodically for the simple reason that some jobs become more important with time and some jobs are no more needed. For example, artists have been replaced by photographers and digital designers. So we need revision every 10 years
  • How should pay be fixed in the revised pay scales? Should there be a point-to-point fixation? If not, please suggest a method by which it can be ensured that senior personnel are not placed at a disadvantage vis-à-vis their juniors and due weightage is given for the longer service rendered by the former

    The pay commission should evolve a comprehensive formula at this stage itself. The very concept of "junior getting more pay" and hence "my pay to be stepped up" is a head ache and in every department hundreds of similar cases are pending

· Compensatory Allowances

  • Is City Compensatory Allowance a sufficient compensation for the problems of a large city? If DA and HRA provide full neutralization, do you think CCA should continue? Is there a need for changing the basis of classification of cities and the rates of CCA? If so, please suggest the revised basis and rates.

    CCA is not sufficient. An IAS Officer (or someone in the same pay scale ), if posted as subcollector is given a HRA of Rs 140. This is the most cruel joke. HRA should be given as a percentage of basic (say 20 %)

· Pay and perquisites for Armed Forces

  • What should be the basis for determination of pay scales for Armed Forces Personnel? What percentage weightage should be assigned to (i) parity with civil services, (ii) comparison with private sector, (iii) special and hazardous nature of duties, (iv) short career span and (v) restricted rights?

    They should be paid MORE THAN CIVIL Services and Private Sector. That is simple fact
  • How should the pay of a soldier, sailor and airman be determined? How should it relate to the minimum wage in Government and the pay of a constable in paramilitary or internal security forces?

    A soldier should get DOUBLE pay of a Constable (who is near his family and less chance of danger life and body)

· Abolition of feudalism

  • Should all vestiges of feudalism in the country like huge residential bungalows sprawling over several acres, large number of servants’ quarters, retinues of personal staff, bungalow peons, use of uniformed personnel as batmen or on unnecessary security or ceremonial duties etc. be abolished? Please make concrete suggestions.

    I am surprised at this question. This question is at least 20 years old. At present These are given only to the Governors and IAS officers. They should be given to other cadres also. I have seen the Principal of the ENgineering college come to buy vegetables (as all the staff are vacant). Instead of being abolished, the posts should be brought under contract system (instead of the time scale) and the concerned officers allowed to have their staff. This will at least prevent the constables being used as drivers for the DGP's wife and the Mazdoor buying groceries for the PWD Engineer

· Specific proposals

  • In what manner can Central Government organizations functioning be improved to make them more professional, citizen-friendly and delivery oriented?

    1. Computerise 2. Change communications to Electronic form 3. have everything on net for the public to see 4. Except for sensitive issues (like Home, Finance and Ext Affairs), every one should be able to see the exact status of a file (where it is pending and how long) on net. There are very good softwares for this. Only will is needed. Technology is not at all a problem
  • Please outline specific proposals, which could result in: (i) Reduction and redeployment of staff, (ii) Reduction of paper work, (iii) Better work environment, (iv) Economy in expenditure, (v) Professionalisation of services, (vi) Reduction in litigation on service matters, (vii) Better delivery of service by government agencies to their users.

    1. Computerisation and connection of all departments by Internet 2. Computerisation and connection of all departments by Internet 3. Computerisation and connection of all departments by Internet 4. Computerisation and connection of all departments by Internet 5. Computerisation and connection of all departments by Internet 6. If the govt looses the case, the officer who took the decision has to pay the court expenses 7. As above

· New concepts

  • Do you think the concepts of contractual appointment, part-time work, flexible job description, flexi time etc. need to be introduced in Government to change the environment, provide more jobs and impart flexibility to the working conditions of employees?

    1. Yes. But only for low level jobs like Mazdoors, Drivers (Not police drivers), Road workers 2. It is a disaster to recruit engineers / doctors etc by this method
  • For improving punctuality/introducing new concepts like flexi time, should biometric entry/exit be introduced?

    YES YES YES YES YES (Absolutely)
  • What steps should be taken to ensure that scientists, doctors, engineers and other professionals with sophisticated education and skills are retained in their specialized fields in Government? Should they be appointed on contract with a higher status and initial pay, advance increments, better service conditions, etc.?

    1. No contract. 2. Their pay should be just below the IAS Officers. At present both IAS and Doctor while joining join at a basic of Rs 8000 - the Gross pay for Nov 2006 is Rs 17823 - it may vary depending on HRA. But a staff nurse 10th standard with three year training gets Rs 13000 this month. Serious discrepancy !! 3. Please take this suggestion seriously - As soon as an engineer / doctor joins, he should be given an option to take up pure technical line or administration and an induction training given for those who opt for administrations. Many good civil engineers have "run away" from service frightened by the administrative paper work. The same with doctors posted at Primary Health Centres who quit service because of the paper work. At the same time there are a lot of doctors who like administration. They have to be trained and the services should be segregated.
  • Should there be lateral movement from Government to non-Government jobs and vice versa? If so, in which sphere(s) and to what extent ?

    Engineers / Lawyers / Doctors
  • It has been suggested that existing Government employees should be encouraged to shift to employment on contract for specified periods in return for a substantially higher remuneration package. Would you agree?

    NO

· Performance Appraisal

  • In what way should be present system of performance appraisal be changed? Should be ACR be an open document?

    Yes. That should be AR (Annual Report) based on the entire work and should be available online for every one to see. For a clerk 1. Number of files handled last year 2. Files pending 3. Files returned with queries by the superior authority For a lawyer 1. Cases attended 2. hearing attended 3. Cases won For a teacher 1. Pass percentage In short the Annual report should be OBJECTIVE (and not subjective) and based on well laid, concrete criteria For a doctor 1. Number of patients treated 2. Number of deliveries conducted 3. Number of surgeries 4. Deaths in the ward 5. Days leave taken etc etc etc
  • How far has the introduction of self-assessment helped in the process of appraisal?

    Yes. But very little
  • Should appraisal be done for an entire team instead of for individuals?

    Both team as well as individuals
  • In what manner can Government employees be made personally accountable for their acts of omission or commission, without any special safeguards? Would you recommend any amendments to Article 311 of the Constitution, Section 197 of the Code of Criminal Procedure, Section 17 and 19 of the Prevention of Corruption Act, 1988 and various rules relating to conduct of Government servants and disciplinary proceedings?

    There should be regular feedback and cross check. If the entire process is computerised, it will be very easy

· Holidays

  • Kindly comment on the appropriateness of adopting a five-day week in Government offices when other sectors follow a six day week. Please also state whether the number of Gazetted holidays in Government offices should be reduced? Please also comment on the appropriateness of declaring Gazetted holidays for all major religious festivals.

    Please note that the technical people like Doctors work on a 6 day job. They should be paid more (at least 20% more !!! - not just joking, please understand the bottomline). And police / IAS Officers don't even have this. First and foremost cancel the summer vacations for the courts. That was introduced since the british judges went to hill stations in summer. What is the logic of summer vacations when we have lakhs of cases pending
  • What do you think is the state of work ethics and punctuality in Government offices? Kindly suggest ways of improving these.

    1. Computerisation 2. Biometric Attendance 3. The State Level Officer should be able to check all the attendance on his monitor sitting at Hyderabad or Lucknow Biometric Attendance alone can lead to punctuality. At present we have to actively deduct the pay and by default the man gets full pay.The system should be made to automatically deduct half a day pay for late arrivals.


Do take a look at one another opinion.

1 Comments:

At 2:23 AM, maradnusro said…

Sixth Central Pay Commission

Comparison with public/private sectors
Q.Should there be any comparison/parity between pay scales and perquisites in Government and the public/private sector?

Answer. Yes. To some extent only. However in the private sector the salaries of the top few are very often unconscionably high while those at the bottom are doled out barely living wages. Obviously this cannot be followed by the government. In fact, Infosys Narayana Murthy himself has commented often about this unethical practice of the large differential between the top and bottom. It is also noticed that in the private sector only upto about 25% of the required strength is kept as its employees on their payroll, rest being supplied on contract or even informal basis which deprives them of all security compensations like PF, Medical and leave benefits. Seroius thought should be given to enact laws which would bring unorganised labour market into some regime of formalised workforce at least to give them the benefit of old age insurance and medical attendance. Further top few in private sector are paid depending upon market conditions, profitablity of the products and services offerred by the company but also competetive wages in the labour market and the law of supply and demand. However, it is very much possible to evaluate statistically the wage trends in private sector and apply those trends more dynamically to the government servants instead of waiting for a decade or more to revise the pay scales. Compensation packages can be worked out which catch the trends quickly so that the government sector retains attraction. Indexing to Inflation always lags behind the trend and using an index derived from the market forces of labour is likely to leave the governmment servants with pay slightly above and ahead of inflation to offset the perception of of eroding income. However if such dynamism is to be imparted then the policies of recruitment and declaration of redundancies also have to become dynamic and continually reflect the changes in skill profiles required for modern governance and delivery of services to citizens.

Q.Is it possible to quantify all other benefits, excluding pay, derived by employees in Government and the public and private sectors from security of tenure, promotional avenues, retirement packages, housing and other invisibles? In view of these benefits, can there be any fair comparison between the salaries available in the government vis-à-vis the salaries in the private sector?

Answer. In fact not all government servants enjoy perquistes at the level the IAS and IPS do. For example even class I officers of other services do not get government accommodation in the common pool in cities until after they put in at least fifteen years of service. Therefore taking them as the example and striving for a fair comparison will be invidious for those belonging to other services or lower rungs in group B,C and D. No one knows how the Retirement packages for those recruited after 1/10/2004 are going to shape up for them. For the others these can be factored in by developing suitable mathematical models using actuarial calculations to arrive at a composite index of pay scales in the private sector and the government.

QIn order to ensure a fair comparison based on principles of equity and social justice, would it not also be appropriate to take into account the economic conditions of large sections of the community that are less privileged than Government employees and many of whom live below the poverty line?

Answer. Yes! But how? If the government is to be citizen oriented and government servants are to be kept away from temptations (which is difficult even if they are given high salaries) they should be given wages a notch above the average what is obtained for similarly educated and skilled persons in the society. In order to have social justice we cannot push the government servants below the poverty line. Bulk of the activities in the government are non productive and less value adding to the society. Therefore attempts should be made to hive off all activities of manufacturing, service, logistics etc to private sector so that markets will determine their wages. Railways (Britain has done it) and Posts (Japan has done) can be privatised if the political will exists in which case a large chunk of work on pay determination can be avoided. Even otherwise they can be corporatised, moving them away from government budgetting and constitutional safeguards on service conditions so that wage determination will be largely a derivative of the specific functions performed by them and the markets thereof. Until then comparisons willy nilly have to be made with organised private sector factoring its lopsided wage differentials. It must be remembered that the human resource pool is the same for both private and government sectors. Private sector must be grateful to the government for the subsidised high quality education it provides for its recruits.


International comparisons

Q. Some countries have raised civil service pay scales almost to levels prevalent in the private sector on the hypothesis that a well-paid bureaucracy is likely to be honest and diligent. To what extent would such a hypothesis be valid and how far would such a course of action be desirable?

Answer.The case of Singapore is often quoted in support. But there most services and manufacturing are in private and relatively they pay far less to the shop floor personnel compared to their top brass. It is difficult to concieve that it can work in our case. Yes. A Well paid bureaucracy should be more honest and diligent. If however other conditions like summary and swift punishment are not in place for dealing with delinquent elements then the bureaucrats will not only enjoy higher pay but also take bribes. Most often the erosion of value of money as perceived by officers after they put in fifteen to twenty years of service , specailly when their children are to be educated and married off spurs them to accept graft as we have seen in recent years. India Rejuvenation Institute has identified 20 IAS officers as most corrupt ,. One would expect IAS officers at least to be less corrupt considering the enormous clout, power, political influence they weild and prestige in society they enjoy.


Impact on other organizations

Q.Salary structure in the Central and State Governments is broadly similar. The recommendations of the Pay Commission are likely to lead to similar demands from employees of State Governments, municipal bodies, panchayati raj institutions & autonomous institutions Their paying capacity is considerably limited. To what extent should this factor be considered in devising a reasonable remuneration package for Central Government employees?

Answer. If this question is seriously considered then we should have set up a comprehensive National Pay Commission.


Salaries

QHow should we determine the salary to be paid to a Secretary in the Central Government? Please suggest an appropriate basic pay for a Secretary? Can appointment to this post be made on a contractual basis where salaries and tenure are linked to the performance in terms of achieving defined targets?

Answer. Simultaneously the possibilty of working the compensation package from Bottom Up should be tried instead of keeping the Secretary as the benchmark. If the lowest functinary say an auxilary assistant is to be paid Rs 7000, then the Secretary's pay can be determined at around Rs 1,50,000.

QWhat should be the reasonable ratio between the minimum and the maximum of a pay scale?

Answer.The ratio between minimum and maximum of a single pay range may be between ten and twentyfive percent.

Q.Is it necessary to persist with a pre-determined minimum-maximum ratio on ideological considerations? Or is it more important to ensure efficient administration by preventing flight of outstanding talent from Government?

Answer.We have come a long way from the days of application of ideological considerations. Citizens' expectations from the government have increased with increasing literacy and public awareness and Right To Informatiom Act etc. Efficient administration and delivery of quality services must be the sole consideration in determining compensation. If people's perception of the government can be altered flight of talent will automatically abate.


Relativities

Q Employees in the Secretariat and analogous establishments are entitled to higher pay scales than the corresponding field functionaries. This was supposed to compensate them for the loss of certain facilities available to them in field assignments and the extra effort required for decision-making at the policy level. Are these factors valid even today particularly in the context of decentralization and devolution of administrative powers? Is this discrimination between field and secretariat functionaries even justified today?

Answer. Salary differentials between field functionaries and secretariat officers are not justified anymore. More than decentralisation and devolution, effective implementation of IT in Ministries should do away with many jobs. In the past a vast army of officers and clerks was there just to collect and collate information from field formations. Although everyone was paid Secretarial Deputation allowances very few really did policy work. In fact, with active Virual Private Networking in place and installation of workflow applications it is possible to take approvals and sanctions online. The number of secretariat functionaries should be at least reduced by a third in the next three years by progressive use of IT. In a typical IT enabled system. there should be a Proposer and authorities called Modifier, Verifier and Approver. Not more than four levels are necessary for carrying out most of the functions. The Proposer and even Modifier can be a field functionary and the the other two or three levels could be at the secretariat. The Modifier will bring to bear any common policy issues on the proposal or get clarifications and modify the proposal accordingly while the verifier will act to check out the facts and veracity of the view points expressed and approver will stamp the authority of the government. The Approver can be even at the level of the Cabinet Minister. ****The way the question is framed it appears that the VI Pay Commission is under the impression that the devolution and decentralisation in internal processes are complete. This is far from the truth. This is another area needing very urgent attention. In any case there should be no extra incentive to work in Secretariat and Headquarters formations as this breeds a courtier culture. If the growth of bureaucracy is analysed carefully , it will be found whenever job cuts are imposed Secretariat and headquarters escape the axe because of proximity to the influential and the powerful in the heirachy. For instance as I know in the office of the Secretary to Defence Production ( Vijay Kapoor later Lt Governor of Delhi)in the early nineties there were nine staff members including PAs and even a technical Indian Ordnance Factory Service Officer who was there because he was able to pull strings. While ten percent reduction was effected in the field formation no single post was affected at the Secretariat including the personnel in the Secretary's own office. Similarly a Directorate of Planning and Coordination was established in 1964 in the wake of Chinese aggression to set up six ordnance factories. Even now, as far as I know, it continues in almost in its peak strength although there is no project factory underway.


Group-A Services

Q Is there a case for a Unified Civil Service, merging therein all Central (both technical and non-technical) and All India Services, allowing vertical and horizontal movement ? Or should there be two distinct streams, one embracing all the technical services and the other for non-technical services?

Answer In three words, a resounding Yes!. The advantages are
1. Availability of a bigger pool of talent, at least twelve times or more.
2. Objective matching of Job Requirements with appropriate weightages for qualification, domain expertise and training and personal preference.
3. Equality of opportunity, not only at the time of recruitment but also at every major critical transition from entry level , middle level and senior policy making level.
4. Fair competition based on performance indices
5. Help in creating flatter organizations
6. Relief from the stranglehold of seniority.
7. Avoidance of parochial group identities based on service cadre or year of allotment.
8. Develop espirit de corps as Central government civilian officers.
9. Reduction in overall strength by avoiding duplication of examination of same matters once in the Head quarters and again in the Secretariat.
10. Transfers can be facilitated by computer based matching of requirements with available pool since no restrictions based on bars on horizontal movement or vertical hierarchy will be placed.
11. Creation of fixed tenures.

More Square Pegs In Round Holes At Senior Positions:--- The present classification of services as All India Services and Central Services presents a situation in which more often than not square pegs come to occupy round holes, especially at the top. While MacAulay’s formulation in 1850 that the liberal education for a youngster is good enough for colonial administration of a country whose population was 90% illiterate might have been contextually correct it is almost axiomatic that it no longer holds true in the twenty first century modern India rearing to become the third largest economy and a powerhouse of knowledge. We do not have to be a weighed down by a mere 5000 members of the IAS for occupying posts which increasingly calls for greater depth of knowledge of specialized subjects. There are over 50,000 perhaps civilian gazetted officers and if one were to search from a larger pool of this magnitude one would be able to make a selection list for consideration of at least ten persons for every job. The present government is trying to broad base selection for its prestigious institutions of learning like the IITs and IIMs, on the assumptions brilliance is not the determined by birth and it follows as corollary that selection to positions at various levels in the government should also receive the benefits of search from a larger pool of talented persons. Characteristic Lack of Commitment:--- The old world bureaucrats may argue that by virtue of their long experience in handling their political masters a special group like the IAS rather than people from different departments would be better suited to handling political bosses, and the nuances of lobbying for proposals and will be, above all, able to accomplish more through batch buddies’ network. Precisely this is the defect of the present system. Since it takes a considerable time for the generalist IAS secretary to understand the department he let things pass unless there is some political pressure to achieve some targets. Since he hops from department to department he does not develop commitment to any vision for any of the department he presides over.

Pre Paid Auto Queue:--- The Finance Secretary in 2002 was honest to admit his ignorance for the job he was handling, in the wake of UTI scam and called for replacement of this colonial legacy. . This is true of more than 80 per cent of cases. For instance, Secretaries to DOPT who have never handled staff issues, Secretary Defence who has never attended even one course in a Defence Training Institution or Security Studies at higher levels, Secretary Health who has never been to a hospital , a Secretary PDS who has not seen a ration shop and so on. This is particularly because the IAS are empanelled first as Secretaries and like in the Pre-Paid Auto Stand in Railway Stations is asked to occupy the next available vacancy, ignoring totally self evident requirement of matching jobs with qualification, domain knowledge, experience , training and performance. .

Potential Use Of New Technologies:---- Now technology is available to do objective and impersonal talent hunt with scaleable databases where information on personnel such as qualification, experience, training, skills., performance stat and achievements can be stored and matched against criteria for job position requirements. For example if some one with experience in land acquisition is needed it will not restrict the choice to the IAS officers but will also throw up candidates among civilians who have dealt with Land for the Military too. The number thrown up ate the minimum will be ten fold. Old style word of mouth lobbying and pulling strings can be replaced by transparently listing the candidates , interviewing them on phone, if it is necessary and selecting them. World recruitment consultants are having databases of in tens of thousands and are able to position people from the ranks of Presidents and CEOs to Engineers and managers in three weeks even if it involves visa formalities.
Class Within a Class Against Tenets Of Equality Of Opportunity:---- One important aspect of such a selection is equality of opportunity. There is no reason to create a class within a class and handicap officers with potential and competent for the job by prescribing arbitrary hurdles like two years extra efflux in government career. While meritocracy is all about fair competition the existing systems only pay lip service to the principle of finding the right people for the right job. It is the duty of the government as model employer to not only broaden and deepen the talent pool but also ensure fairness in competition all the way up the hierarchy. By incorporating performance indices in the job search algorithms along with other factors mentioned it will be no exaggeration to say that fairness in selection will not only be operational but seen to be operational.

Flattening of The Heirachy:---- The number of levels in the present hierarchical set up is a product of classification of services as Central Services and the IAS and primarily engineered for ensuring advancement for the IAS based on the number of years its members put in at various levels. To any modern organizational expert it would appear risible that from the Under Secretary to cabinet Secretary there should be nine rungs. This has been specially created to exercise the authority of the ministry while superintending any department under it and for most often duplicating the headquarters’ functions of the department. The levels not only of the top position should be higher but the ministry also staffed with higher level functionaries. This is colonial mind set which did not trust the officers at lower levels and is wary of delegating powers. This has to change if flattening of hierarchy is considered a more efficient form of organization. With modern IT aids like monitoring the process of information collection and decision making can be through computerized workflow processes. This makes supervising subordinates very easy and is not tied to geographical location of the boss. No more than three to four levels of hierarchy are necessary from a functional point of view although there can be more number of bands of pay ranges. Less number of hierarchies, over time will felicitate lateral entry from academics, media, private sector and NGO activists freeing literally the hide bound bureaucracy.

Stranglehold Of Seniority:---- Adherence to the strict order of seniority militates against merit and rewards age rather than wisdom and performance. If the talent hunt algorithm is designed by Human resource Experts the ill effects of the current vice like grip of seniority can be mitigated. Because of the difficulty in placing people in positions based on talent many a modernization process of internal processing in government departments like e-governance is languishing. Progress if any is sporadic and uncoordinated. It will be absolutely necessary for the VI Pay Commission to make a dent on this Seniority stranglehold to make government jobs attractive.

Flatter hierarchy, lateral entry and abandoning seniority rules will unshackle bureaucracy and substantially bring in more economic ways of doing things. For instance currently, if two departments were to merge, the foremost issue is inter se seniority and litigations of government officers on seniority take the maximum time of administrative tribunals. The issue of seniority is exacerbated by the loyalty to a service and batch seniority determination of which again raises more disputes, heart burn. If a single service is created largely the seniority questions at least in the future can be avoided.

Disconnect Between Objectives Of The Ministry and The Departments:---- Because of many services the inter service rivalry works against accomplishment of tasks. Quite often scoring victories in meetings and brownie points with one’s boss of one’s parent cadre becomes more important than applying one’s mind dispassionately to the issues at hand. Moreover when officers from the IAS are frequently changed in the Ministry it is often seen as a drudge to make presentations and briefs to the bosses in Delhi. The officers in the departments think and rightly too that the IAS boss is busy finding for himself a coveted position than develop any vision for the department he is put in charge. They find it difficult even to engage them on issues concerning the department since the IAS bosses would take notice most often only when the political master comes to be seized of an issue. To develop an espirite-de-corps keeping the goal of the government’s efficient functioning alone in view would require a unified civil service. Internecine quarrels based on parochial considerations, are not good things in the government since as it is, it is the government has to deliver on multiple fronts often given conflicting goals by the political masters. For instance they would want Urban areas to look clean and at the same time order them not to do anything to disturb the support slum dwellers.

Merging Ministry And Headquarters Made Easy:---- Practically the same functions are carried out especially at the Ministry and the Head Quarters particularly relating to staff matters and parliament questions. Even if meetings are held and decisions taken matters are processed sequentially on files in both the places. Despite recommendations of various reform commissions this is one aspect of administration which has defied any attempt to repair. By having a single service and merging the functions of the Ministry and the Headquarters will be rendered easy bringing in enormous savings. In the private sector it is common knowledge when companies merge the administrative functions give the maximum cost cutting potential. However in the government this is never attempted for fear of antagonizing the different service interests. With a single Civil Service scale economies would automatically result as it would render redeployment flexible.

Transfer Woes Eliminated With Fixed Tenures:---- If tenures are fixed and published the posts will be filled, periodically transparently by the IT enabled Talent Hunt process in which officers preferences for stations of their choice can be taken into account. Moreover the responsibility for moving from A station to B station will be that of the individual as specified by his preference which can be updated online by the officer himself. This will be only possible with a large pool of officers. CAVEAT:---There should not be any promotion merely on the basis that a particular batch of officers has completed some specified years of service , but only on the basis of available vacancies. The ridiculous practice of having four chief secretaries and five Director Generals of Police should stop.

Q.Do you feel that the pattern of pay scales for all Group A Services should be redesignated so as to attract candidates of the requisite caliber? Keeping in view some of the compensation packages being offered to fresh professionals by the private sector, what emoluments would you suggest for an entrant to a Group-A Service in Government?

Answer. Actually the problem is not with entry level salary. Actually whatever the ntry salary may be there should be a jump of at least 100% within two years. Rs 18.,000 should be attractive enough and on confirmation after two years it should be Rs 36,000 with eligibility for interest free House and Car Loan.


Professional personnel

Q Should there be a higher compensation package for scientists in certain specialized streams/departments like Department of Space, Department of Atomic Energy? If so, what should be the reasonable package in their case?

Answer. Yes! Scientific streams should be given higher pay than the mere administrators, first to attract and then retain them. Also technologists should be separated from scientists. The IAS should not be the benchmark for compensation for Scientists and technologists since in such a case everyone of them would strive to be as accountable (or unaccountable) as the IAS. Researchers' salaries should be given as grants based on proposals submitted. Grants should tie them to results. There should be flexibility and delegation of authority to the scientists to split the grant between income, travel and equipment. Currently Scientists and technologists buy fancy equipment often which are not likely to be utilised. It should be necessary make the scientist community more accountable.Similarly Scientists and Technologists should be encouraged to take out patents and work as consultants to private technological companies so that creativity is nurtured. Their should be a minimum inescapable number of core scientists in permanent employment under the government ,say, 20% and the rest should be bestowed all inclusive grants based on project proposals submitted.


Classification of posts

Q.Presently, civilian posts in the Central Government are classified into four Groups (‘A’, ‘B’, ‘C’ & ‘D’) with reference to their scales of pay. The Fifth Central Pay Commission had recommended their reclassification into Executive, Supervisory, Supporting and Auxiliary Staff. Would you suggest any changes in the existing classification or should the classification recommended by Fifth Central Pay Commission be adopted with/without modifications?

Answer.The Fifth Pay Commission's recommendations are OK in principle. However, there should be fewer sub classifications, not more than four within each of the classification like Executive, Supervisory, Supporting and Auxiliary Staff.


Restructuring of Group ‘C’ & ‘D’ posts

Q.Should all lower Group ‘C’ functionaries in the Secretariat be replaced by multi-functional Executive Assistants, who would be graduates and well versed in office work, secretarial skills and use of modern office equipment including computers? Should Similar arrangements can be evolved for Group ‘C’ posts in other organisations of Government?

Answer.Yes! Distinction between pay scales of technical and non technical Group C posts should be examined more closely as there are more technically qualified persons available in the labour market in 2006 compared to the period examined by the V CPC. . Requirements of Education qualifications should shift away from the old world BAs and B.Scs to more employment oriented degree courses now available. . Computer Skills , particularly data entry, word processing , spread sheet, email and internet search apart from specific Enterprise suites in Logistics, Workflow CRM , Supply Chain and Financials must be made compulsory both for new recruits and in service personnel. For the technical Group C in addition to their specific Engineering and Science Discipline they should also be imparted computer skills as for the secretariat staff.

Q.Should a similar regrouping of Group D staff into fewer categories capable of performing diverse functions also be carried out?

Answer.Yes! Peons, Messenger Boys, Orderlies,Sweepers , Khansamas, Daftaries, Malis, Binder, Record Keeper and such non productive posts should be abolished gradually with attrition of the existing personnel due to natural retirement. All such services should be outsourced. Education qualification for entry at this level should be raised to Class X. In Hospitals and Railways and Factories under the government Group D should be in two grades only as Skilled and Highly Skilled. Days of unskilled and Semi Skilled employment in government should be put on notice.


Pay Scales

Q How should a pay scale be structured? What is a reasonable ratio between the minimum and maximum of a pay scale?

Answer. For the Unified Civil Service at Officers level there should be four levels with three pay ranges for each grade. For Group C there should be three levels with four pay ranges for each. For Group D there should be two Levels Skilled and Highly Skilled with three pay ranges within. The Differential between minimum and maximunm should be increased from the Levels prescribed by the V CPC to 20:1.

Q.The successive Pay Commissions have progressively reduced the number of distinct pay scales. The number of scales has therefore come down from more than 500 scales at the time of the Second Central Pay Commission to 51 scales before Fifth Central Pay Commission, which was brought down to 33 scales by the Fifth Central Pay Commission. The reduction in the number of pay scales brings in attendant problems like the promotion and the feeder grades coming to lie in the same pay scale, etc. Do you feel whether the existing number of pay scales should be retained or increased or decreased or whether the same should be replaced by a running pay scale?

Answer.Yes!In practice reducing the number of pay scales can fetch diminishing returns. However, if fitment in pay scales can be delinkedfrom occupying a particular post with the specific pay scale it is practicable to manage with less number of pay scales. In fact as suggested in answer to Q No 1 above the number of pay ranges can be contained at three by and large. UCS 4Levelsx 3 Pay Ranges=12; Executive Assts.Levels 3x 4 Pay Ranges= 12 Staff Levels 2x 3 Pay Ranges =6 In all 30 pay ranges or scales.


Increments

Q.What should be the criteria for determining the rates and frequency of increments in respect of different scales of pay? Should these bear a uniform or varying relationship with the minima and/or maxima of the scales?

Answer. Annual increments are now a part of hygiene needs in terms of motivational theory. The availability of such increments may not be of great cnsequence but lack of it will demoralise rank and file. These need not be uniform but can be fixed within each pay range taking a five year span to coincide with fixed tenure recommendations made elsewhere.


Revision of pay scales

QIs there any need to revise the pay scales periodically especially when 100% neutralization for inflation is available in form of dearness allowance?

Answer. This indeed is a good question. However all employees regardless of public or private expect occasional booster doses which improves the morale at least for a while. If a composite index of private sector wage increases could be worked out and if the wage increase on account of 100% neutralisation lags behind then there is a case for working out a compensation package for government servants which is slightly ahead. This can be a good point to attract people to join government service as future valuations are as important as current salary scales. The VI pay Commission may cause some simulation models to be constructed with data from 1.1.1996 since when there has been a rapid expansion of private sector job creation.

Q.How should pay be fixed in the revised pay scales? Should there be a point-to-point fixation? If not, please suggest a method by which it can be ensured that senior personnel are not placed at a disadvantage vis-à-vis their juniors and due weightage is given for the longer service rendered by the former

Answer. This is vexatious problem. In whichever way it is fixed in practice it is seen it creates anamolies. Employees have to accept in the overall interest of hassel free and quick fixation even at the risk of disregarding experience fixation at minimum is most desirable. After all there has been a general increase of at least 20% even with minimum of the sclae pay fixation.


Compensatory Allowances

Q.Is City Compensatory Allowance a sufficient compensation for the problems of a large city? If DA and HRA provide full neutralization, do you think CCA should continue? Is there a need for changing the basis of classification of cities and the rates of CCA? If so, please suggest the revised basis and rates.

Answer. With rapid urbanisation almost all urban places and suburban places are spilling over from rural areas. While rentwise suburban areas may provide somewhat greater affordablity it is off set by money and time spent on commuting. With most of the Group A,B & C officials now owning at least a two-wheeler it would be worthwhile to explore the possibilty of decongesting dense urban agglomeration by providing offices and townships for government offices. For example all the Central Government Offices and their staff could be housed in a satellite town like the one comntemplated at Maraimalar Nagar near Chennai. Employees areno longerhappy with leased accommodation. Ways should be worked out to compensate housing mortgages so that expenditure on maitenance of Bulidings, estates and the strength of a whole department of CPWD for Buildings and Roads can be drastically pruned.


Pay and perquisites for Armed Forces

Q.What should be the basis for determination of pay scales for Armed Forces Personnel? What percentage weightage should be assigned to (i) parity with civil services, (ii) comparison with private sector, (iii) special and hazardous nature of duties, (iv) short career span and (v) restricted rights?

Answer. At the top levels great weightage shouldbe given to parity with the Unified Civil Service Scales. At the lower rungs of officers' the weightage for perquistes should be more than the actual salary . It will be difficult to compare salary scales for Armed Officers with private sector. There are extremely difficult cases of say Pilots. There is a case for awarding higher starts say at Rs.20,000 with time scales, takinginto account short career spans and restricted rights, up to Colonels or equivalent with parity at Brigadier with Joint Secretary, Major General with Additional Secretary and Lt. General with Secretary. The COAS will be in the pay scale of Cabinet Secretary.

Q.How should the pay of a soldier, sailor and airman be determined? How should it relate to the minimum wage in Government and the pay of a constable in paramilitary or internal security forces?

Answer.Since the perqusites of NCOs will be much more than Para Miltary Forces the pay scales can be only marginally better to compensate for the short colour service.


Abolition of feudalism

Q. Should all vestiges of feudalism in the country like huge residential bungalows sprawling over several acres, large number of servants’ quarters, retinues of personal staff, bungalow peons, use of uniformed personnel as batmen or on unnecessary security or ceremonial duties etc. be abolished? Please make concrete suggestions.

Answer.Yes! It is high time this is addressed. It seems it was far easier to abolish privy purses than asking bureaucrats to give up their previleges. Huge tracts of land in the heart of the cities including Lutyen's Delhi are occupied by sprawling and sleepy bungalows by Railways, Civil senior bureaucrats and Army top brass in various cantonments or even within the cities. Most of them could be razed and converted into the much needed green and breathing space for better air quality. If at all it is essential to build houses to any section of the bureaucracy it should be strictly need based like attending to duties at odd hours and instant availability like Duty Doctors in Hospitals, Police and Army in their Barracks. As a first step, demolition of these Quarters which are more than fifty years old will automatically abolish the maintenance of large retinue of servants and their ghettos within their campuses. Owning a flat has become the norm and housebuilding loans, tax concessions etc have incentivised the same resulting in young employess in their twenties go in for it. In principle the government should withdraw this perqusite so that stoppage of newconstructions and demolition of old can proceed at a manageable pace. All non productive positions and those serving only ceremonial purposes and Bertie Wosster's Jeeves for laying out dresses for General and Colonels should be abolished. Instead sumptuary allowances can be provided for personal expenditure .


Specific proposals

Q In what manner can Central Government organizations functioning be improved to make them more professional, citizen-friendly and delivery oriented?

Answer In order to concentrate on citizen friendly and delivery oriented goverrment it is necessary for the government to concentrate on core activities of that nature instaed of engaging in diverse activities like manufacturing, construction provision of content for entertainment and so on. All activities which are not orientedin a substantial way towards providing direct delivery of good governance should be hived off. Quangos can be a good solution to generate employment and deal with simple services like issuing Passports, Licences, Voter ID cards and so on. .

Q.Please outline specific proposals, which could result in: (i) Reduction and redeployment of staff, (ii) Reduction of paper work, (iii) Better work environment, (iv) Economy in expenditure, (v) Professionalisation of services, (vi) Reduction in litigation on service matters, (vii) Better delivery of service by government agencies to their users.

Answers. Reduction and Redeployment of staff:-------- Government is the only organisation where departments merge there is no reduction in strength or costs. This is because nearly for every ruppe spent on staff expenditure Rs0.60 paise is spent on self management by way of employing legions of clerical assistants for Pay Roll, Leave Records. Passing of TA,Medical claims, Pay Fixation and so on. All these activities should be computerised and outsourced. Quangos (quasi Non Govermental Organnisations) should be formed to deal with issue of simple licenses , passports etc. This will, substantially reduce staff. Rules governing redeployment should be not be so self indulgent as to practically thwart mergers of departments. Unified Civil Service with fixed tenures will help bring flexibility in deploying staff at higher levels. At lower levels the administration should be decentralised and if redeployment becomes inevitable there should be attractive relocation for those accepting transfers and severance package for those who want to quit. Government should help set up small business units through Public Sector Banks for government servants who want to venture into business.

Reduction of paper work:-- It is obvious that massive computerisation should be undertaken. Workflow applications should be put in place with online file notings moving up the ladder with appropriate authentication from the Proposer through Modifier, Verifier and Approver. This will keep track of output and also will help in monitoring performance. Attendance records should be though comprehensive ERP of HR systems.

Econony in Expenditure:- Non productive enmployees like Peons, Messenger Boys, Daftaries etc should be allowed to shrink by attrition. Staff cars should be abolished. Officers should be given interest free loans to have their own cars and Rs 1000 as Fuel allowance. Senior Officers of Joint Secretary rank and above can be given Chauffeur allowance of Rs 4000 for employing their own drivers.

Professionalistaion of Services. This is a red herring thrown by the IAS and their ilk to preserve their hegemony over top postions. Under the Unified Civil Service scheme job requirements will be matched with professional skilss there is no separate stress for such acts.

Reduction in Litigation:- Since 1985 when CATs were set up they have made every government employee a litigant. It also thwarted well intentioned procedures for prelitigation counselling.CTAs are now subordinate in jurisdiction to the High Court and the Government has empowered itself to close down CATs. It should be done forthwith. The strength of High Court Judges can be increased to cater to the needs of government servants.

Simplification of rules, giving adequate legal authority to supervisory functionaries to decide instead of referring each matter to distant and therefore uncommitted organisations like the DOPT, UPSC, CVC and so on will reduce litigation. Government should notify that there can be variations in treatments of government employees depending on the nature and field of employment and cannot provide One size fits all conditions for all just because they are termed government employees.

Better Delivery of Service;- One of the major causes is the lack of supervision. I have not seen a single IAS officer inspecting regularly the PDS outlets, RTO offices and so on. Performance of these officers should be linked to quantitative indices of the functioning of delivery of services and if the index falls below the threshold level there should bo no hesitation in taking disciplinary action against them. Secondly disemination of information is an important step. even RTI seems to lapse into a pasttime for the elites. why wait for requests for information based on RTI act/ Why don't for instance ration shops display the stocks, in transit, quantity distributed , number of card holders and all activities of the shop in Bullettin Board if possible a computer screen projection.


New concepts

Q.Do you think the concepts of contractual appointment, part-time work, flexible job description, flexi time etc. need to be introduced in Government to change the environment, provide more jobs and impart flexibility to the working conditions of employees?

Answers Absolutely. A permanent civil service fits in the scheme of a colonial administration which wanted only to maintain law and order and was not worried about ushering in of either development or social justice. If today, the so called advise given by the babus boomerangs on the establishment the poltical bosses carry the can. The bureaucrats who write notes in MacAulay's English arguing 'on the one hand, this' and 'on the other hand, that' totally escape the odium of any public outcry. It is also seen now that politicains do not take shelter under bureaucrats' counsel. They are willing to face the public on TV, newspaper their critics head on. They are also better informed about what the people want rather than the babus who spend their time pushing files. If the concept of Unified Civil Service is accepted and all appointments are made on fixed tenure contracts basis, part time or flexi work can be also made on the same basis to attract appropriate talents for various levels to meet the increasing aspirations of common people, like job creation, technology, infrastructure creation and maintenance , education and health.

Q.For improving punctuality/introducing new concepts like flexi time, should biometric entry/exit be introduced?

Answer. Yes. It is an absolute must to have biometric entry/exit procedure. This will strengthen security and help minimise loitering. In addition all employees, at officer level should log into their systems as soon as they enter and record what they did during the day very briefly. All offices and departments should have workflow applications installed by which matters and files can be tracked through various stages like Proposal, Modification, Verification and Approval. Similarly programme and project executions should be available on networked files or Enterprise systems by which everyone involved is abreast of the progress and snags. Office work should be slowly transformed ideally to a system which resembles a Japanese Automobile assembly line by whch all operations are done in open and superiors and peers will be alerted if coworkers need help.

Q.What steps should be taken to ensure that scientists, doctors, engineers and other professionals with sophisticated education and skills are retained in their specialized fields in Government? Should they be appointed on contract with a higher status and initial pay, advance increments, better service conditions, etc.?

Answer.This is a difficult question. The problem of being a specilaist in government stifles opportunities since almost all of it are taken by the IAS and the IAS rank and consequently pay and rank defintion condemn specailists to a pre-Mondal OBC like status. This also has resulted in Engineers and Doctors by educational qualification joining the government in the ranks of the IAS rather than as Engineers, Doctors and so on. Moreover the accountants in government have no professional qualification and economists , statisticians whose skills are very valuable in a developing economy are bossed over by the IAS.

Q.Should there be lateral movement from Government to non-Government jobs and vice versa? If so, in which sphere(s) and to what extent ?

Answer.If there is a system of tenure of five or ten years only for the government postions it will pave the way for a two way exchange from private sector. Naturally safe guards like taking oath of not misusing information gained during government service will have to be built. For such changes the antidiluvian Official Secrets Act now in force has to be repealed.

Q.It has been suggested that existing Government employees should be encouraged to shift to employment on contract for specified periods in return for a substantially higher remuneration package. Would you agree?

Answer.Yes! Permanancy for forty years seem to be anochronistic in these days of rapid technological advances. If the Pay Commission undertakes a survey, it will find, despite all its efforts, that the government servants as a class are lagging behind in adopting modern technologies to improve productivity. Even now it is not uncommon for secretaries to the government getting a print out of all their emails to read them as they are happy to continue as 'computer illiterates'. If we should have agile governments we need to have all appointments on fixed tenure basis. A large proprtion of which can be thrown open for lateral entry from academia, media, NGOs professional bodies, and private sector. Reciprocally government servants can be encouraged to shift to employment in outside government.


Performance Appraisal

Q.In what way should be present system of performance appraisal be changed? Should be ACR be an open document?

Answer.What is not measured cannot be controlled. Performance Appraisal is a necessary evil to effectively supervise civilian workforce which has to operate in many areas where objective and quantifiable targets cannot be precisely predetermined. However, there should be not more than two tiers of assesment , that is the Reporting Officer and Reviewing Officer and one mandatory video recorded interview of counselling with both. But wherever objective targets can be prescribed ACR can be an open document to that extent.

Q.How far has the introduction of self-assessment helped in the process of appraisal?

Answer.Not much. Because there is no prior agreement between the boss and the subordinate as to what the targets are, most often these are cooked up at the time of writing reports. ACR writing is considered as the most uninteresting and deferrable chore. However, the best method could be to record output electronically by each individual at the end of every day which can be viewed by the superior and peers. This can be a part of a IT system in which workflow applications are embedded.

Q.Should appraisal be done for an entire team instead of for individuals?

Answer.There should be appraisal both as individuals and as teams.

Q.In what manner can Government employees be made personally accountable for their acts of omission or commission, without any special safeguards? Would you recommend any amendments to Article 311 of the Constitution, Section 197 of the Code of Criminal Procedure, Section 17 and 19 of the Prevention of Corruption Act, 1988 and various rules relating to conduct of Government servants and disciplinary proceedings?

Answer.Yes. The present laws make it almost impossible to make the government servants accountable. It suffers from the lacunae specially in regard to All India Service Officirs who cannot be held accountable by their bosses in the State Government. In case Unified Civil Service is formed with fixed tenure of five years it would be possible to weed out the dead wood as well as the delinquents each time the opportunity to give them a new tenure or renew the tenure presents itself. Many of the difficulties of the cumbersome and time consuming disciplinary procedures can also be sidestepped.


Holidays

Q.Kindly comment on the appropriateness of adopting a five-day week in Government offices when other sectors follow a six day week. Please also state whether the number of Gazetted holidays in Government offices should be reduced? Please also comment on the appropriateness of declaring Gazetted holidays for all major religious festivals.

Answer.Five day week is OK as it gives government servants time to attend to personal finance, cleaning and maintenance of house, vehicle and keeping in touch with children's activities. The number of Gazetted holidays should be reduced and suggested one are as follows. Four National Holidays (26 Jan, 14 Apr (Ambedkar's Birth day) 15 August and 2nd October. There should be only one holiday for each religion. Hindu, Islam, Christian, Sikh, Buddhism, Jainism. (Six in all)

Q.What do you think is the state of work ethics and punctuality in Government offices? Kindly suggest ways of improving these.

Answer.Intense deployment of IT solutions of recording and tracking unobtrusively employees is a must in modern day and age. This will automatically improve punctuality and work ethics. The reward and punishment procedures should be driven down as close to the levels of operating personnel so that strings are not pulled demoralising and nullifying effective supervision. However liberal an employer may be, rigorous , swift and deterrent disciplinary procedures alone shall improve work ethics. The codes in this respect should be rewritten as the indulgent employee orientation both by the executive and the judiciary of the first fifty years after independance has made the government servants, as a group, non performing laughing stock. Non Performance should attract the pink slip instead of referring to half a dozen unconnected reviwers like the CBI, CVC UPSC, DOPT and sundry legal and vigilance experts , who are least concerned about the efficiency or image of the office of which the delinquent employee was a part.

Search This Blog

Loading...