Witness in the Corridors

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~An Opinion and analysis platform on policy and current affairs~

Sunday, 20 June, 2021 12:43:PM

COVID Relief & Oxygen Concentrators on Top Priority in his Agenda for 2020 & 2021

The outbreak of coronavirus has taken our lives on four-wheel drive mode. Our focus has been hopping from the significance of life to the importance of family and friends; juxtaposing career with passion; and self-(e)valuation. Though its hard to believe but an old saying, “where there is will, there is a way,” continues to pave its way in covid era as well. I’m going to tell you a story of belief. Belief stems out as an amalgamated result of hope and courage. When you plant that belief in the psyche of your virtues and altruistic actions, then you must expect a massive explosion of vantage and blessings. In an exclusive interaction of team WITC with Seemant Kumar Singh IPS, ADGP, Chief of ACB, Karnataka, I discovered that we can achieve milestones even in the scope of impossibilities, only if we are steering though with the power of will. We all are aware of the schedule that police personnel have and that a majority of us wouldn’t dare to own such a schedule. Despite the limitations and water-tight routines, Mr. Singh attended 10,000+ calls personally in a span of 50-70 days. Surprised? Well, I was too– a great deal. Why did he attend so many calls, all by himself? Who are these people who called him? And what for? Let us unravel, gradually, different layers of this real-life story here.

Sir, if you can explain us the background of what exactly happened.

When Covid blazed the first shock wave across the globe in 2020, along with other countries, India also experienced a stringent lockdown. In a span of 7-10 days after the lockdown was imposed, a lot of migrant workers started relocating back to their hometowns. You must have read and watched in the news, many of them were stranded in between after they were discovered travelling in trucks and buses. Within that context, I found 400 helpless people in Bengaluru in one location, and they were clueless about their situation and life ahead. All they wanted is to know their survival tact, as they had no money food and water. Their plight kept me worried all the time. Therefore, I took care of them and provided them with food and water for several days.

This wouldn’t be possible without the help and support I received from my department. We gave them sufficient ration for a month. Ration kits were prepared per person. They were surprised at my act. Therefore, they shared my number with their friends in other states in Bihar, Jharkhand, UP, etc. Then I was flooded with calls from people seeking help in the time of lockdown.

Since you set an example of being helpful to them in the time of their need, people started vesting trust in you and in spreading the word thereafter. I want to know; how did they get an access to you, considering you are placed at a senior position in the police department? I mean how did they get your number?

I was in touch with those four hundred people, personally. The relief was taking place under my supervision. Whatever problems they had they used to come to me. Gradually, this gained momentum and they started spreading good word about me. The essential element of that period of the year was ray of hope. Soon one led to another and then the chain of fission reaction only grew. On top of that, one of the leading newspapers in Jharkhand and Bihar, published my name and number citing me as the one who can provide all the help with regards to covid relief. I was unaware of it until I was inundated with calls. My phone never stopped buzzing during those 2-3 months of lockdown. I attended 10,000+ calls during this period.

So.. what happened next? How did you manage their demands?

I created a flow chart and a planner, and gathered some supporters. With the help of my friends and supporters, I created a supply chain system to facilitate ration to these people. Soon, the demand upsurged, and in no time, we were arranging help for 1 lakh people. The beauty of this activity was that we kept doing it with our will put firmly in place. There were no funds, no donation, no money transactions because as a senior officer I cannot go and ask for any such help without a proper system or protocol. We could dutch-in as much as we could and leverage our network to organize relief for these people.

Whatever money we could pool in, we used to transfer it directly to the accounts of departmental stores. Further, we prepared some sample boxes of dry rations like rice, wheat, dal, etc. depending on the availability of funds and items. Once the boxes were made, a local PCR van used to collect these boxes from there next day for direct distribution.

In my format of work, I used to filter demands according to location. Now, if there are ten people from Vasant Vihar, who need help, then the nearest PCR van would go and deliver the kit if they are free from the police duty or if it is on their way of work. We never disturbed the police duty routine. We weaved an efficient supply chain with the help of some IT people at the backend. We had formulated a list of donors. If you are a new comer in my group seeking help from us, I will share your number with my IT team, who will further identify the receiver’s location and also the departmental stores. This is how it used to work.

The moment I used to feel that the work is completed, more demands used to pour in. It became an order of the day like a vicious circle.

Since your personal number was on the frontline as an assumed helpdesk number for anyone who wanted help during covid crisis, I wanted to understand how could you strike a balance in your personal, professional and social life?

Honestly, speaking it was my discretion to take it on a personal level, I received more than ten thousand calls during three months’ time. Every second my phone used to ring. Although my family members and friends were very supportive and happy about my initiatives; but when the phone keeps buzzing constantly without any break, I believe, it can annoy anyone. Some advised me to change my number, avoid them or give it to someone else to attend, so I can focus on my other things as well. And I won’t deny, it was immensely exhausting too.

Keeping calm to a call from a lady at 9:30 pm asking, “Padosi ka khana aa gaya hai, humare ghar mein khana kyun nahi aya?” and understanding their situation isn’t an easy task. She doesn’t know me, but she trusted me for providing help to them so they don’t go to bed empty stomach. Same was the case with my team also. But that’s what I asked for. It was difficult having my favourite food at home knowing that some are starving and have placed faith in me, and that I can help. Therefore, I took it as a challenge to attend the masses. Even though I was tired all the time, I somehow felt peaceful and content, internally and that kept me going.

You mentioned that people from other states also started reaching out to you for help. How you managed providing support there? If you could cite in ratio, how many of total requests were from outside Karnataka?

There were people from Delhi, Gujrat, Jharkhand, Bihar, and Tamil Nadu, who would call me asking for help without even knowing that I’m in Bangalore. Since a lot of workers were in desperate situation they will hung on to the hopeful ways in every possible manner. What I used to do is connect with my batchmates who are working in the respective states and ask them to organize similar facilities there, in whatever feasible capacities possible. All of them were immensely supportive to this entire network as they understood the criticality of the situation. Of total requests, 80% were from Karnataka and 20% outside it.

Tentatively, how much was spent in these activities?

During the first wave of the pandemic, I did my bit by arranging ration kits for over 1 lakh migrant workers belonging to various North Indian states who were stranded in Bengaluru due to the lockdown. I even arranged for their transportation back to their native states once the lockdown was lifted. The expenditure incurred was huge. It was around six crores. All of that money went directly to the departmental stores for distribution. Like I said, this wouldn’t be possible without the help of my team and supporters. Therefore, when covid situation started improving a bit, I felicitated my donors in September, 2020. They also felt motivated. It goes without saying that this entire process has also helped in creating a thread of goodwill between the Police and public.

How did you strategize for the second wave of Covid in 2021?

In 2021, transition of migrant workers was almost saturated. Most importantly, the need of the hour was bridging the gap of oxygen crises. I took up this initiative as Oxygen concentrators are crucial in saving the lives of patients, who are not in the need of high levels of oxygen and they are also extremely helpful in reducing the overload on the already burdened medical infrastructure of the rural areas.

We thought of extending help on the similar lines, but providing food became a difficult proposition due to the severity of the virus situation. Also, since there was a burning challenge of unavailability of Oxygen concentrators during the second wave, we thought of focusing on facilitating that.

However, there were two challenges in it:

1. It was a costly equipment

2. The demand for it started around end of April or May, in Bangalore. At that point of time, oxygen concentrators were scarce in the national and international market

People in my group used their network/ connections to procure as many within their capacity, even if it was one at a time.

We created a WhatsApp group, namely, “Group O2”. Here also we roped in our IT team for back-end support and used our sources from all the possible corners of the world. The delivery date, cost, make, and all the specifications were floated in the group and the interested people used to donate directly to the company and the machine used to land in Bangalore.

After it was delivered, the challenge became how to use the machines as we cannot deliver the machine house to house. Then we thought of a practical way. In some rural areas, especially in the hospitals, people were dying due to a dip in their oxygen levels and unavailability of oxygen, or they were rushed into bigger towns or cities due to lack of oxygen in their immediate locality. With the help of police, we decided to do this distribution. We had given clear instructions to use them in the emergency ward of the rural hospitals. The concentrators arranged were handed over to the SPs of all the respective districts for direct distribution to the hospitals in the rural areas. I made it a point to collect pictures of patients using these oxygen concentrators and forwarded the same to the concerned donors, and therefore, the entire process was conducted in a transparent manner and it also motivated other donors to come forward and donate more concentrators.

The equipment was aimed to be utilized by the frontline police personnel at Police Covid Care Centres as well as for the benefit of the general population. I have also provided the oxygen concentrators to the Anti Naxal Force for the hospitals of Naxal hit areas of Karnataka.

How many oxygen concentrators you used to get every day?

On average, every day, we used to have 5-10 machines.

Since you had limited resources at hand, what distribution strategy you implemented there?

I made a flow chart according to the severity of the districts that were affected based on which I used to connect with the respective SPs and they used to send their team down to Bangalore to collect machines in the jeep, van or whichever vehicle was available. Immediately after the dispatch was done and the machine reached hospital. They will start using them for the patients in the hospital. The same picture is shared with me and I further share it in my group so that the donor knows where his donated oxygen concentrator(s) is/ are being used, and in which hospital.

It is the similar process we applied to ration distribution. Wherever we distributed food or ration kits we shared the mobile number, location and photos of the distribution. Donor could have a sight of his/her donation and have a level of satisfaction knowing that it is used in a proper way. Through the system of transparency, we could establish satisfaction. I had the contact numbers to cross check the activities.

Fortunately, we came across some Kannadiga settled in Canada, who also came forward to help us. They managed to send us some oxygen concentrators. As of now, for covid situation, I have covered almost 30 districts of Karnataka, in terms of providing help. 3-10 machines per district have been distributed depending on the district’s severity, need and size of the demand. It has two benefits:

1. Regional Assistance: Mild patients are taken care of at that location only – avoidance of unnecessary travel/ commutation

2. Optimal Use: Supply of Oxygen was very limited- optimally been used, only critical patients were using the Oxygen machines

Recent development in the oxygen scenario is that many machines are brought in huge numbers with an intention to end the scarcity. We worked day and night for days, until the problem was resolved to an extent.

These concentrators have been arranged in my personal capacity with the help of a group of my civilian friends, including a few overseas friends with whom I created Group O2 for coordination purposes. Network and connection help.

How many concentrators were distributed in total?

I have distributed around 155 oxygen contractors in 30 districts of Karnataka from the first week of May till now. The concentrators were provided in two capacities: 5 litres and 10 litres. Each 5-litre concentrator cost us about Rs 80,000, while the 10-litre concentrators cost us around Rs 1.25 lakh.

Distribution of Oxygen Concentrators

What was the expense involved in the distribution of oxygen concentrators?

There was no financial transaction involved in the entire process and my group has sourced these concentrators from various places on their own. Some of them were imported from other countries. Therefore, there was no direct expense incurred by us.

Tentatively how many personnel from your department and volunteers came up to create a workforce?

I have distributed oxygen concentrators in 30 districts of Karnataka with the help of a group of civilian friends and donors. There were 45 donors. Since SPs were involved, who took help from their teams to carry this noble task forward, I can make an estimation that on average 150 personnel were actively involved in the process of distribution of covid relief and oxygen concentrators.

In this situation, where maintaining law and order, especially COVID specific rules demanded Police department to be on toes all the time, how could you create a balance between your duty and extending an arm of empathy?

We never jeopardized our duty. This was our non-negotiable condition for any activities we carried out during first wave of covid and we maintained it for this time as well. Public needs us at both the fronts, which we can’t be lenient about. Here, it also goes without saying that at the same time police was also getting affected; therefore, we had to help both police and public. Police personnel, who were affected by covid, they were also taken care of.

We have also provided oxygen concentrators to anti-Naxalite forces also. We organized camps close to the hospitals, and this facilitated tribal people, who needed critical care and oxygen concentrators. They were helped too. Basically, we tried filling the gap during crisis. And, we chipped in at the proper time. We planned and worked as per the need of the hour. This exercise helped us build a thicker and stronger relation between police and the society.

What were those typical challenges you faced this year, while arranging for the oxygen concentrators?

During the initial days of the second wave of covid, there was a massive scarcity of oxygen machines, and logistics to procure them. Whatever access we had was very limited, although we gradually expanded our reach through our network, but initially, it was tough.

Getting donors was another challenge thrown at us. Considering that the oxygen concentrators are expensive; hence, procuring them in bulk was somehow a challenge for us. However, when we could arrange some donors, then popped up the next hiccup.

Tracking the donations, whether they are reaching the intended person, and the process of ensuring the delivery and utility afterwards was a vast system in itself. We wanted the help to reach the person, who needs it the most.

Distribution of Oxygen Concentrators

Any remarks on your overall experience of both the years of covid, and creating a taskforce to help people?

Well, it has been two tough years for the entire world. We are grappling with a problem that we never imagined in our wildest dreams even to surface like this. This has created a matrix of desperation everywhere. Some are desperate to return to their homes; some were and are still desperate for making a stable living; some are dealing with the trauma of losses or maybe preparing for it and so on. Reasons could be many, but the scenario of desperation is blotted everywhere. In this situation, it is difficult to stay unappalled, not appealed and unwilling to help, for a person like me, especially, when I knew that I could be of some help. Creating covid taskforce is something that happened organically with the passage of time and demands, but I feel grateful to all those situations that catalysed this initiative.

Maybe it was meant for a bigger cause like this, which is why I met those migrant people last year and that my phone number was published in the newspaper. When it began, I was sure that we need to optimize our reach and provide support to as many people as possible. We wanted the relief to be accessible to even those families that are staying in remote corners of Karnataka and India. Sulabh Toilet workers didn’t have earning during the crisis, we tried helping them also. There were people from West Bengal, Bihar, etc. who got stuck after lockdown. Our taskforce also arranged a whole train compartment for them. A lot of things happened in between. My lockdown diaries are filled with many exclusive stories to remember.

When I look back, I feel that it was meant to happen. I feel grateful that I stepped in at the right time and that many hands joined me in this initiative. It was like a collective fight against the bottlenecks thrown at us by this virus. Pandemic might be frightening, but it has taught us a lot. We’re still not ready give up as we are gearing up to stand up and fight for the humankind with all the blood, sweat and grit we have. We don’t want to spare an iota of scope that may have some hope. Trust me the amount of peace and content it fills me with, internally, is incomparable.

Destiny brings to us a lot of situations that we can transform into opportunities or let them pass. But the idea is to act on it. If Mr. Singh wouldn’t have been sensible to the situations thrown at him by destiny and if he hadn’t taken a chance then, then he wouldn’t be experiencing the bliss of peace and content in his life. This gift is rare and beyond comparison.

I believe that although the world is looking at the concept of “smart-working” diligence and pure intent have greater paybacks, especially when they run on the lines of humanity and impact lives for better. It needs a great deal of courage to place others before oneself. It won’t be wrong to term people like Mr. Singh as “Covid Messiah,” as they come forward to save lives and create a lasting impact despite all the odds that they are also exposed to as us. Kudos to the Police Departments, donors, friends and volunteers, who joined the cause and making this successful. Unfailingly, a line of appreciation also goes to the families of the supporters, who stayed resilient and optimistic, while their family members were out working and supporting people in need.

Now I have many reasons to believe to we should stay hopeful, helpful and positive to win any battles of the universe. With a strong and deep line of faith in carved in my heart and soul, I, Smruti S Samantray would take a sign off for now. I’ll be back soon with a new story of inspiration.

Friday, 28 August, 2020 02:22:AM

Changing Dynamics of Political Dichotomy in Indian Bureaucracy Under Modi Administration

PM Modi interacting with Indian Bureaucrats

Juxtaposing bureaucracy and politics is like making fire and ice twins, or to put it in another way, it’s like keeping fumes and fire together. Both the terms come with some amount of heat and zeal paired with coolness, but bureaucracy is never let aloof and can’t be, as it is an indispensable arm of the government. There may not be any minister or anyone to govern, but administration never goes without the bureaucracy, that important it is. The fourth organ of the government i.e. bureaucracy constitutes a reserve of specialized knowledge and resource. Monarchical form of government prevailed before British Raj ushered in, and the relatives of the King used to run the administration, which further led to certain complexities. To resolve the issues, British rulers brought into place an analogous public administration system that gels well with their own; however, the main objective behind it was to collect revenue, in addition to bring in law and order. What we experience in today’s India is the gift of administrative services that we owe to British Raj, who underlined the necessity of the civil services. Although Burke opposed the public demand for the appointment of specialized government officers for this, yet the Britishers agreed to the majority (tip toe-ing on lines of Jeremy Benthem, a utilitarian philosopher who had sympathy for educated middle class Indians and an inclination towards industrial revolution), and introduced Northcote-Trevelyan-led system of employment for administrative services. Known as Indian Civil Services (ICS) then, this system planted its flag and hoisted it in 1854, and the first Indian to be selected in it was Satyendra Nath Tagore.

Initially, less number of Indians had a chance in the exam, but gradually it was made open to more, and after independence, the scope increased. Gradually the number of applicants for the positions in civil services have increased. In 2019, around 8 lakhs applications were received for UPSC exam.

From its infancy stage, this system relies on the recruitment through competitive exams to determine the qualities and abilities of the candidate; leveraging priority and preference to the excellence and intellectual capabilities of the government employees; and to offer the service holders with the privilege of promotions on merit and seniority.However, time remains the game-changer and toughest player of all. Situations and time never go hand in hand yet react hand in hand. Over the time, the Indian Administrative System and Services, mainly IAS and IPS officers, have witnessed and/or are currently witnessing a slight change in the politics - administration dichotomy. However, the Indian Bureaucracy’s relationship with political dynamics has always remained in the flashpoint.

In the last five years under the leadership of PM Modi, Indian Bureaucracy has observed an approach offirmness with a gentle touch towards it. How does this theory work? Let us delve deeper into it.

Understanding the Administration and Political Dichotomy Theory

Woodrow Wilson, former President of the United States, in his study on Administration in 1887, quoted that “There should be a science of administration which shall seek to straighten the paths of government to make its business less business-like, to strengthen and purify its organization, and to crown its duties with dutifulness.”

Here it would be apt in pointing out that however Marx and Engels have indicated (in their work, “On Colonialism”) that pillage of resources led British India to constitute a strong administrative body so they can manage the three departments (on a broader aspect): i) Public Works ii) War and iii) Finance.Here’s another stroke of colour. In “Conceptual Models and the Cuban Missile Crisis” (1969) and “Essence of Decision: Explaining the Cuban Missile Crisis (1971),” Graham Allison’s presented two new-fangled decision-making approaches: i) the bureaucratic politics model, and ii) organizational process model. Of these, bureaucratic politics model encompasses wider scope than organizational processes and academic divisions. It goes on to the extent of policymaking changes, foreign policy related decisions, et cetera and generate a situation of bargaining or negotiation between the resultant products and people in political power.

Graphical Presentation of the Theory

Regarding this unique and complex dichotomy, Kozak writes, “It was out of this adverse reaction to the politics–administration dichotomy that the bureaucratic politics paradigm was born.”Appleby and Long accentuated the prominence of discretionary power, the broader political process, and the involvement of bureaucrats and their agencies in the process of policy formulation and execution. Although the scholars of public administration did not create an open system for bureaucratic politics; however, they did throw light on the political roles of the bureaucrats and fostering of realistic picture for studying the contemporary look and feel and system of the government.

Concerning political activities in the sphere of Indian Bureaucracy, Wilson explains about politics- administration dichotomy and quotes that “Administration was removed from hurry and strife of politics.” He goes on to say that there is a difference between political activity and administrative activity;hence, there should be a fine line between politics and bureaucracy. Striking the perfect balance between this line shall bring efficiency to the mechanism of administration. Wilson gives a brief view and explains that politics and bureaucracy have their boundaries and administration lies outside the proper sphere of politics. Administrative questions are not political questions, although politics sets tasks for administration, it should not be suffer to manipulate its officers.

A-Line of Rule to Ensure the Purity of Administration and Protecting the Borders of Indian Bureaucracy

To maintain the integrity of Indian bureaucracy and its neutrality, the Civil Services Conduct Rule lays down the Code of Conduct for civil servants as follows:

— 5(1) No member of the service shall be a member of or be otherwise associated with any political party or any organization which takes part in politics, nor shall he take part in, or subscribe in aid of, or assist in any other manner, any political movement or political activity.

No member of the Service shall canvass or otherwise interfere with, or use his influence in connection with, or take part in, an election to any legislature or local authority

—No member of the Service shall, in any radio broadcast or communication over any public media or in any document published anonymously, pseudonymously or in his name or the name of any other person or any communication to the press or in any public utterance, make any statement of fact or opinion.

Put adjacent to this fact, the fact that some of the civil servants have given up their lucrative careers to be on the electoral side. Some of the new civil-servant-entrants for elections are Brijendra Singh (Hissar Lok Sabha seat),AparajitaSarangi (BJP candidate from Bhubaneswar parliamentary constituency), Retired IAS officer Vijay Shankar Pandey joinedLok Gathbandhan Party (contest from Faizabad in Uttar Pradesh); Prakash Mishra, Director General of CRPF; K.JAlphose and BJP candidate from the Cuttack Lok Sabha.Things come with lucrative offers, but working for a party while in job isn’t allowed; hence, resignation or retirement comes into action to serve impartial approach.

In a book written by K.K. Khanna, the author hasexamined the meagreness of the principles of administration operated theIndian bureaucracy and the patterns of working. He has also elucidated the incongruity of the present modus operandi of the bureaucratic system, underlining that the principles of neutrality and public accountabilityto be sustained. With obsequiousness and negligence, some of the Indian bureaucrats have been utterly occupied with building up their power and reputation pinching the idiosyncrasies of the decision-makingprocess that may end up being irrational leading to faulty execution of the decisions. The common man suffers at the end.

After all, a bureaucrat should maintain political neutrality and its utmost integrity in the field to bring purity in the administration. Hence, the play and approach needs an absolutely impartial and rational approach.

Analysis of the Flashpoint of Bureaucrats and Politicians: Submission vsNeutrality.

The tradition of flashpoints in the Indian administration always remains in the talks. If we closely watch bureaucracy in Uttar Pradesh and Bihar, it is almost impossible for a bureaucrat to provide an impartial aid/advice to the ministers. Often bureaucrats incline to/submit themselves to the ministers and political masters, because if a bureaucrat creates differences with ministers then everyone knows that happens - transfer or suspension if the bureaucrat turned out to be a rebel. Hence, eroding/creating a flashpoint - the transparency and integrity/purity that Woodrow Wilson seeks or our Indian Administration looks for.

Let us clutch the roots of politics for a while. What is a political model? Isn’t it about encompassing the personal behaviours that dominate the daily decision-making instances in the organizations? According to Bush, 2003, political models hold theories that depict decision-making as a bargaining process and they rely heavily on it. The analysis focuses on the distribution of influence and power in the organizations as well as on the bargaining and negotiation between the stakeholders/ interest groups. The conflicts areconsideredto be endemic; within the organizations i.e. very intrinsic and that the management is directed towards the regulation of political behaviour.The political models are characterized for tending to focus on the group activities rather than on the institution entirely; and are concerned with the interests and interest groups. On the other hand, the Weberian model (ideal type of bureaucracy) hints at the one in which agencies are apolitical, hierarchically systematized, and governed by the formal procedures. It suggests that the bureaucrats can resolve the complexities and conflicts better with logical approach. However, the cocktail of politics and bureaucracy isn’t a hidden fact any more. What could be more apt example of the recent days than that of the handling of the mysterious death of Bollywood actor Sushant Singh Rajput? Wherein Mumbai Police and Thackeray family are constantly in focus for their efforts in creating hindrance in the investigation done by Bihar Police or CBI, and on top of that, not registering an FIR.

The flashpoint and mixing of politics with bureaucracy are usually famous in the state bureaucracy and that too in Uttar Pradesh and Bihar. Though it still happens but in those periods under the Lalu Prasad Yadav Regime and 1990s-2000s, transferring of bureaucrats who did not bow to the political masters/ ministers or suspending them was like a usual business, hence, making a mockery of bureaucracy. The Indian political culture/hunger of power has led to serious imbalance, such that political ego and bureaucratic ego have to clash after a point of time. The political leaders are too dependent on bureaucrats, and this dependency could be classified as, "Umbrella Bureaucrats" that are often used as umbrellas, which can save politicians from problematic rains. In fighting for their interests, which is a classic, the notion of politics - sometimes ministers channelize the will of the administration in gaining back power during elections using agencies against rivals, putting corruption cases under the blanket, rather using administration will in full-fledged development and giving a new direction to state’s future.

The Reciprocal Game of Bureaucrats

Previously, this game was played one-sided by the politicians. Now, bureaucrats also mastered themselves in this, which is called the reciprocal game. Bureaucrats now submit to the political will to extract benefits from political masters such as to avail promotional benefits, avail central deputations, getting appointed to lime-lighted, and powerful posts. This exerts the message of, “nothing comes for free,” as the charity gets over as soon as the parity of act is evaluated for possible returns.

This has led to a slight change in political relations with bureaucracy however, this also harms the purity in the Indian Admiration System, as only those officers will get benefits who are close to ministers/ are their blue-eyed boys, and other deserving officers are deprived of what they should be getting. This reciprocal game again poses a threat to the integrity and competence of a bureaucrat leading to an acceleration in the imbalance of politics and administration relations, but no one can be blamed. This cycle of flashpoint has started with the politicians, but political views say that it started with the Bureaucrats. However, almost like King Ashoka, who wad known for having well-organized state activities executed through his army of civil servants to run the administration of his kingdom during his reign, PM Modi is also trying to strike a balance and organize the unorganized system.

The Firmness with a Gentle Touch to Indian Bureaucracy UnderModi Rule

It looks that someone is now working towards the existing imbalance. To not to let the concept of Babu-cracy seep in through the window of bureaucracy and take the hot seat, Modi government has shown proactive grip on bureaucracy: strong, cool, hot (in heated situation) and flexible just like steel. The face of Indian Bureaucracy has noticed slight yet significant changes under Modi leadership.

The firmness and commitment in bringing administrative reforms; cadre policies; comprehensive review for promotion of bureaucrats to improve the Indian administration; DoPT’s intervention to assess the performance of the senior civil servants through regular evaluations; and political relations with bureaucrats. And, how can we forget the implementation of biometric system for daily attendance! This one literally crushed the impressions over government officials that they follow a too-lenient track of work and routine.Although, such initiatives received a great amount of criticism and speculations, yet it added to positive impact in the governance of the bureaucracy. Since the governance cannot take place with just one arm, PM Modi’s approach to use the other arm i.e. bureaucracy and to get them aligned with the government’s agenda was an imperative sine qua non of the road map.

PM Modi indulged in his work

The political will of Modi leadership is always high on the bars and the willingness of working towards the nation, introducing new policies, and giving bureaucrats an equal say and making bureaucrats more comfortable in putting forth the ideas eliminating a bit of uneasiness in the discussion or before taking any decision. Union government carries in its core agenda of bureaucracy handling the dimension of reorienting young bureaucrats with the intent to be conditioned with the functioning of the state government and Centre. Since more than 4 years, new entrants for civil services have been constantly in touch with the apex body of the government to alleviate the efficiency levels of the government’s titanic apparatus. In fact, during their training in Musoorie, the probationers are supervised and mentored by secretary-level officials followed by theircompulsory posting to the government as Assistant Secretary to perform tasks in all the departments (including in PMO), on a rotational basis. These probationers are divided into specific groups to make detailed reports on resolving problems and simplification of complexities. Further, these reports are evaluated by the secretaries before presenting the same to PM Modi.Furthermore, DoPT has created a route for around forty officials (recruited at Joint Secretary level) to get a lateral entry into the zone of zenith hierarchies of bureaucracy. The objective behind this is to identify the areas of talent-malnutrition or deficiency, resolve it and bring in a transformation in the existing work culture through innovative ideas and technologies.

Quite a pragmatic and privatized approach as is operated in the private organizations. Private organizations rely on the performance, scales of efficiency measurements, good TAT ratio, data analysis, PR, evaluation methodologies and so on. Again, these approaches break the shackles and perceptions of people that government job is a comfortable job and once one joins it, nothing can shake the position whether you perform, as you will be credited with the salary every month no matter what. The tensile strength of PM Modi’s strategy made government jobs and civil services more competitive, analytical and proactive. Productivity and quality are the leitmotifs that lay the foundation.

This shows that firmness/strictness exists, but a gentle touch also co-exists which can be instrumental in striking a balance or on putting light on healthy relations between politicians and bureaucrats. However, we cannot deny that this will completely shed or kill the cycle of imbalances/flashpoints because this cycle has become static for years and it is still going on even under the present leadership. The focus point is that PM Modi’s leadership might reduce the flashpoints between politicians and bureaucrats.And since India has the smallest number of bureaucrats per capita compared to other G20 countries (based on the reports), it becomes extremely vital that the strategies to strike a balance and create a more beneficial system is worked upon keeping certain elements intact, Ceteris paribus.

With the hope to see more prolific governance and a better India, I’m signing off now (not forever) from a conversation of strategies to wait and watch the difference.

Signing off

Smruti S Samantray

Thursday, 02 August, 2018 11:18:AM

En route Security, Assurance & Progress: BSF Counting Successes with K.K Sharma

Hon’ble Prime Minsiter of India, Narendra Modi shaking hands with DG, BSF, K.K Sharma, in presence of IB and R&AW Chief

Equipped and flawless internal security is an essential key to the security and harmony in a country. Recent developments in these spheres make things evident that it tops the list of priorities and the agenda of Hon’ble Prime Minister Narendra Modi. Several consistent and constructive actions are being carried out to protect the border areas, and the present BJP-led government has brought India’s first ever Comprehensive Integrated Border Management System (CIBMS) into action. CIBMS is active along the riverine stretch that borders Bangladesh in Assam. It is based on the“Smart Fencing” concept with electronic systems on the barbed wire to detect movements along the border, which further helps in monitoring suspicious activities. And, this is initiated and implemented by BSF. It is meant for sealing the vulnerable gaps on the borders of India, shared with Pakistan and Bangladesh.

If you give a quick glance at the recent past, at around April, 2018, you will be able to recall that the CIBMS, as a pilot project, was rolled out in Dhubri (Assam), on the riverine border area where no fencing can be done. KK Sharma, Director General, Border Security Force, was among the pioneers and leaders of this project, who had mentioned that technical surveillance and alarm gadgetry was operationalized recent then, in Dhubri’s 55-km-long stretch, across Brahmaputra river.

Previously, this was carried out by using investigationacts in the riverine area by the BSF forces so to protect the areas.BSF was quite instrumental securing the threat-lines on the border. BSF troops used speed boats to guard that patch of the border, which was highly prone to illegal migration and cattle smuggling. BSF and its chief, DG-BSF, K K Sharma have never taken a backfoot when it all meant to enhance these three aspects of an efficient country: “Security,” “Assurance” and “Progress.”

Let’s run thinly yet thickly through BSF’s initiatives in achieving these 3 coins of success.

K.K Sharma briefing his soldiers on the border areas

The Border Security Force (BSF), primary and vigilant guarding force of India, is one of the five Central Armed Police Forces of India. The objective of the BSF is to ensure that the borders of our country are properly guarded and the security of the citizens is ensured. It was raised in the wake of the 1965 War, on 1 December 1965. Since then, it has grown exponentially to over2, 57, 000 personnel and 186 battalions, expanding its services to artillery regiments, commando units, marine wings, and air wings.

Ranking as the world’s largest border guarding force, BSF is not just accountable for guarding India’s land border during peacetime and preventing transnational crime, but more than that. It’s a Union Government Agency, which has an administrative control of the Ministry of Home Affairs, is also one of the many law enforcement bodies or agencies in India.BSF has its own cadre of officers and headed by Director-General (DG), an IPS officer.

Currently, K.K.Sharma, Director General, BSF is heading the force. K K Sharma is an IPS officer of 1982 batch, from Rajasthan cadre. He has been also assigned with an additional charge of Director General, NSG.

Born in New Delhi, on 30th September, 1958, K KSharma pursued L.L.B. from University of Delhi before joining Indian Police Service. He is also a Post Graduate degree holder in Criminal Justice and Police Management from Police Training College, Bramshill United Kingdom and University of Leicester, United Kingdom.

His career in the Indian Bureaucracy kickstarted in Rajasthan, and since then, he has neither given a back glance nor a pause. He went on to accomplish goals and bag different milestones.

From serving in the post of ADC to Governor in Rajasthan; Special stint in CID (CB); to IGP-& CVO (on deputation to India Airlines), Ministry of Civil Aviation, Govetrnment of India, he has worked in and handled different portfolios. He joined BSF in Sept 28, 2012 as IG- Kashmir Frontier. He served there as Additional Director General/ Director BSF Academy- Tekanpur; and served as ADG- Operational. It’s been two years (since Feb 2016); he has been supervising the force as DG, BSF.He is the 23rd BSF Chief, succeeding his immediate predecessor, D K Pathak.

Striving for excellence has always been his underlying goal that worked as the basis of every intiative and action. Let us have a look at various initiatives and approaches that have taken place under his aegis.

Let’s begin with training and initiatives that can don intangible benefits.

STRENGTHENING MIND: EMOTION-FREE TECHNIQUE

Nothing else can bring down the meter of a daring heart and strong body as much as an emotionally weak mind would do. Emotions are often intertwined with temperament, mood, personality, disposition, and inspiration. Emotions play within heart and mind making the body weaker and mind indecisive. On the other hand, emotions can also act as a strong source of strength. But the emotions that weaken create hindrances.

Diving a bit deeper into this, we came across Charles Darwin’s work, “The expressions of the emotions in man and animals,” a landmark work whose chapter titles are based on different emotions like:

• Suffering and weeping

• Low spirits, anxiety, grief, dejection, despair

• Joy, high spirits, love, tender feelings, devotion

• Reflection, meditation, ill-temper, sulkiness, determination

• Hatred and anger

• Disdain, contempt, disgust, guilt, pride, helplessness, patience, affirmation and negation

• Surprise, astonishment, fear, horror

• Self-attention, shame, shyness, modesty, blushing.

Robert Plutchik's theory talks about eight basic emotions. They are:

• Fear, • Anger, • Sadness, • Joy

• Disgust, • Surprise, • Trust

• Anticipation (Expectation is more neutral)

Literally speaking, the term “emotions” can be defined as any conscious experience characterized by intense mental activity and a certain degree of pleasure or displeasure.

To make the tired heart muscles more concrete and stronger, one has to get the emotions steady and even not there. Last year, in the month of March and June, Ms Manpreet Kaur, a Psychological Healer, Hypnotherapist, and a breakthrough coach organized a program, “Emotion Free Technique” for the BSF officers and their families. It was organized at New Delhi, North Bengal and Rajasthan.

CRIME FREE ZONE

All the Director Generals of BSF and BGB have been working collectively towards creating a crime free zone at the borders and its nearby areas. They have declared 8.3 kms stretch of Indo-Bangladesh border as first 'CrimeFree Zone' that covers Gunarmath and Kalyani Border Out Posts (BOPs) in India and Puthkhali and Daulatpur BOPs in Bangladesh across border.

Both the border guarding forces are accountable to help in ensuring that no crime takes place along stretch with the help of civil administrations of two counties, NGOs and local population.

Now, coming to some hardcore work areas of BSF, we will be citing you various technological based developments among others.

SATELLITE COMMUNICATION:

Satellites play an integral role in monitoring and assessing the domestic and international homeland security operations.

Bhaskaracharya Institute for Space Applications and Geo-Informatics (BISAG), a state level Nodal Agency of Gujarat Government is set to facilitate the usage of spatial and geo-spatial technologies in satellite communication, geo-informatics system, remote sensing applications, photogram metrics, global navigation satellite survey and land survey, disaster management technology transfer, value added service, education, research and training.

At present, this facility is being availed by BSF for broadcasting welfare, administrative and healthcare related programs for the troops that are deployed at BOPs and various Units/Headquarters. This has been immensely helpful in linking the farthest BOPs in addition to disseminating the essential information to the entire force in just one go. It reduces the communication &the information gap besides saving time.

INTELLIGENCE SYSTEMS:

Intelligent Data Analytics and Link analysis Toolkit (Prophecy)

This is a useful and effective system that is introduced to tackle one of the biggest challenges in the field of intelligence: Data Explosion and Variety.

A mammoth range of data is usually received at G Dte (Intelligence Wing): Event Data from Battalions, Scanned inputs from NTRO, MAC data, Reports, News Social media, CDR etc. To manage them, this system is required. Additionally, most of the data is unstructured.

The Data Analysis and Link Relation Toolkit system helps, holistically, in overcoming this challenge by efficiently collating all this information into a 360 degree view and this view is intuitive enough to draw actionable intelligence from all this data. It also capacitates for a scalable Big Data system that leverages modern technologies like Artificial Intelligence and Machine learning to help us in having a better understanding of all this data in a collective manner.

The Intelligence Analytical System has been established in 'G' Dte FHQ and 10 FTR Hors. The main objective is to create a system that facilitates and supports the Intelligence team to anticipate as well as take necessary actions, accordingly. It also helps in finding relevant information of the activities happened; people and organization involved in activities and analyze them to achieve a desired end. The main components of the Intelligence Analytical System comprises of:- Daily Intelligence Tracking System (DITS)

It is ecosystems that enables BSF’s intelligence system’s set up to collect, report and disseminate event information, on a real time basis. Timely retrieval of information equips in reacting well and in a planned manner to the situations and in an effective manner. And, it also helps in mitigating prospective risks accordingly.

In other words, it gives the intelligence setup a strong technological capability in form of a robust and intuitive GIS platform that enables us to visualize the situations efficiently and convert information into GEOINT in matter of seconds.

- OS-Int/Social Media monitoring system

OS-Int is a powerful tool to gather and analyze huge amounts of data that freely available on the internet and public domains. It extracts data feed from different sources such as News, Social network like Twitter, Facebook, Inst YouTube, Blogs, etc., and creates database repository.

The analyzed data helps in having an overview of various issues and in the identification of sensitive events, internal situation and public sentiments and various other analytics.

- Electronic Media Monitoring (EMM)

EMM is a full featured media recording and retrieval system for 25 News channels from Indian, Pakistan and Bangladesh. It does so in addition to some popular international channels. It can take multiple kinds of inputs and record them in internal or external storage.

It works as a comprehensive editing and tagging software for archiving in a database.

K K Sharma, DG, BSF briefing BSF Personnel

INTEGRATED OPS ROOM AT BSF HQ

To switch to IT-enabled decision making for enhanced precision, requirement has been felt for establishing Integrated Operation Room at FHQ BSF duly supported by advanced analytical tools.

Modernization of BSF Ops Room was started in 2010, with the facility to communicate directly with all the frontiers, and receive, collate, validate and maintain incident data pertaining to operations. De was based on self developed software on MS Access and was localized.

Data required manual feeding by Data Entry Operators on a daily basis, which was time consuming Herculean task. It had limited capabilities to generate reports and queries.

Secondly, the database was not connected to GIS system and use terrain for briefing and analysis of incidents was not possible. Terrains play a major role in border security.

With advancements in technology, a decision was taken to upgrade the Operations Room with the integration of online operational data received from Intranet Prahari Project (IPP) from Situation Reports generated by battalions and project it on satellite imagery available with BSF GIS in 3D Video Wall.

Currently, the ops room has been modernized and uses state of the art technology to monitor the happenings at border.

The advantages of new Integrated Ops Room are:

a) Integration of IPP Ops Data with BSF GIS

b) Automation of online data received from field units

c) Validated and more accurate ops data

d) Advance query and report generation

e) 3-D visualization of ops data on satellite imagery

f) Case study and animation of incidents

BSF is in the process of establishing similar connected Integrated Ops Rooms at all HQ up to Battalions for facilitating operational planning at all levels.

BSF has introduced COPS (Counter Insurgency Operations Planning System) in LWE area. It is a kind of software, which was initially customized and designed for CRPF. BSF is also in the process of implementing a software BOPS (Border Operations Planning system) for operational planning of Border Operations specially to identify likely infiltration routes and vulnerable areas along the borders guarded by BSF.

MAKING DIVYANGJANS SELF DEPENDENT

BSF had declared the year 2016 as the "Year of Divyang Yodha" in unison with the Sugamya Bharat Abhiyan.

A Divyangjan Skill Development Centre (DSDC) has been established at BSF's Chhawla Camp, New Delhi. Its aim is to cater to all the training needs of BSF’s "Divyang Yodhas" and other CAPFs. It will extend its support in several fields, including Para-sports, technology, Electronics etc.

As its module entails, BSF had successfully organized a Para Cycling Expedition that started from Manali and ended in Khardungla for 10 days (05th Aug to 15th Aug, 2016). It was conducted for the BSF’s "Divyang Yodhas" with the support of Aditya Mehta Foundation under the umbrella of "Divyang Yodha Varsh” to promote, train and encourage them in the field of sports.

As a part of the development plan, BSF is in process of signing a MOA with National Handicapped Finance & Development Corporation (NHFDC) for proffering financing facilities for various schemes for the BSF Divyangjans. This is an intiative to motivate BSF Divyangjans and bring about positivity in their attitude besides augmenting their confidence to lead a normal life.

K.K Sharma patrolling on border areas

VISITS& CORDIAL RELATIONS WITH THE NEIGHBOURING COUNTRIES

Border Security Force - The Face of the Nation

Being the border guarding force of the nation, BSF's border guarding tasks are directly related to the country's relations with two of its immediate neighbouring states, i.e., Bangladesh and Pakistan.

Under the leadership of KK Sharma, BSF’s endeavour is to maintain cordial relations with the counterpart border guarding forces, while maintainingcomposure in the borders. However, during adversaries, especially, in the view of threat to the nation's security giving a befitting reply to neutralize the threat has also been prioritized.

DGs of Border Security Indo-Bangladesh Shaking hands with each other

Joining Hands with Bangladesh:

BSF's stake in the Indo-Bangla bilateral relations is of immense importance. DG BSF leads the Indian delegation during Indo-Bangladesh border coordination meeting, which takes place biannually, once in Delhi and the other in Dhaka every year. Apart from this, K K Sharma, DG BSF by virtue of his personal initiative has been able to maintain extremely cordial relations with BGB and BD Govt. His efforts are a part of present country's effort in strengthening overall ties between India and Bangladesh.

Hon’ble Bangladesh PM, Sheikh Hasina with KK Sharma and his wife

Last year, when Bangladesh Prime Minister visited India for the first time after Narendra Modi had taken over the charge, discussed and gave a remarks on the border related issues, mainly, apart from discussing accommodating refugees from Rohingyas.

Though one of the unresolved and yet-to-be-addressed issues, i.e., sharing waters from Teesta and that Teesta is drying up in Bangladesh, she gave a resolute and viable remarks that on the bilateral front, lawmakers of the two countries can make a mutual covenant to seal the land boundary agreement and exchange the former enclaves. Bangladesh and India have been known to take peaceful ways and resolving attitude twards addressing the bilateral issues.

K K Sharma, DG, BSF maintaining affable relations with Mongolia

Joining Hands with Mongolia

BSF is actively maintaining relations with GABP (General Authority of Border Protection) & NEMA (National Emergency Management Authority), two important government agencies of Mongolia, apart from upholding cordial relations with Pakistan and Bangladesh.

Treading on the directions given by Government of India, BSF is holding meetings every year with GABP, Mongolia, while alternating the venues; once in New Delhi and once in Ulaanbaatar. K K Sharma has been instrumental in maintaining excellent rapport with GABP.

As a part of this exercise, an exchange of officers from both the forces also take place for the purpose of training at each other's domain, which are taking place on regular basis.

Hon’ble PMNarendra Modi with KK Sharma, DG, BSF

PM Visit:

Honorable Prime Minister of India, Narendra Modi, Visited BSF Academy Tekanpur, Gwalior, MP. PM Narendra Modi visited BSF Academy, Tekanpur, MP, on the occasion of Annual DsGP/IsGP Conference - 2017 (held on 06th to 08th Jan 2018), which took place for the first time. On his visit, he was greeted by K K Sharma.

During his two-day visit, he explored and visited various BSF establishments at Tekanpur. He lauded the work and role of BSF in maintaining the sanctity and concord of the India's Borders, in addition to the efforts put in internal security duties.

Indo- Pak DG level Meet

Joining Hands with Pakistan:

BSF holds a biannual meeting with the Pakistan Rangers. However,at the moment, every year this meet-up takes place, alternatively,in New Delhi and Lahore. K K Sharmaled the Indian delegation during the last meeting, which was held at New Delhi in November 2017.

During these meetings, BSF and Pakistani Rangers sit on the table to discuss border-related issues and disputes to further take actions to curb them and strengthen their ties, for better coordination.

KK Sharma, DG, BSF with Rajnath Singh, Home Minister, Govt. of India

Gujrat Frontier Visit

Harbouring upon a new phase of participation by the industries through CSR, in order to facilitate border-personnel, a Gujrat Frontier visit was organized. The visit was graced by Rajnath Singh, Home Minister, Government of India.

KK Sharma, DG, BSF with the Child

ACKNOWLEDGING & ADDRESSING CONCERNS/ GRIEVANCES

During his two-day visit, he explored and visited various BSF establishments at Tekanpur. He lauded the work and role of BSF in maintaining the sanctity and concord of the BSF has tried its optimum level to create a work-life balance system for its personnel. And, addressing the personnel’s concerns and grievances is one of them. “We care” approach towards the BSF personnel, or towards any human being (in general) for that matter, helps. It also helps in maintaining transparency along with harmony.

Here, we’ll have a glance at Grievance Attending mechanisms existing in the system of BSF.

1) Mobile applications “MHA Grievances Redressal” and “My BSF App"

All Central Armed Police Forces have a well organized mechanism for the redressal of grievances conveyed or registered by their personnel. Needless to say, there are some personnel, feel that their grievances need further consideration and better solution.

As a result, they have an unavoidable need to raise their grievances to the level of Ministry of Home Affairs (MHA). This is why, BSF developed a common system in which all personnel of various CAPFs can submit their grievances through a Mobile Application and the same can be further provided to respective forces for taking appropriate action.

The mobile application also has a provision that MHA can continuously monitor the action taken by numerous CAPFs on their grievances and regulate the process for further improvement in the grievance redressal system. The name of the system itself is, 'MHA Mobile Application.' This app is solely developed by BSF.

My BSF App:

Additionally, BSF has also developed a Mobile application, namely,“My BSF App,” catering to the requirement of grievance redressal along with other services. It also caters to welfare-related issues of the force personnel, who are deployed in the field and crossing every tide on its fringes to protect us. It provides mechanism to the address issues related to Pay, GPF, Leave, Deputation etc. The most useful and significant feature of the application is that its financial literacy module, which not only educates BSF personnel about the investment of their savings but also facilitates investment in a safe and systematic manner. It was launched by Hon'ble Union Home Minister Sh Rajnath Singh on 11th May 2017.

Grievance Redressal Mechanism

Grievance Redressal Mechanism is an integral and important aspect at BSF.

At Bn level, 2IC (Adm) of the Bn, at Sector HQ, Comdt (Adm), at Ftr HQ, DIG/PSO and at FHQ, DIG (RR) is the Nodal Officer. A toll free Helpline No. 1800-11-3455 is functioning 24X7 at Delhi.

Any serving personnel can lodge their grievance through toll free helpline. Such complaints are acknowledged within three days and redressed in 15 days. In addition to a well structured Grievance Redressal Mechanism in place, BSF has also maintained a pace with the technological advancements in telecommunications, whereby all such other latest modes of communication areintegrated for prompt and effective grievance redressal. They are:

- Intranet Prahari Project (IPP) based grievance redressal mechanism

Adoption of IPP in office works begins with zero paperwork as well as brings optimum yet safe utilization of the internet into place; thus, saving on both time and recourses. Utilizing the facility of IPP, BSF started Intranet Prahari Project based personal grievance redressal system, whereby all grievances of the Force personnel is registered and redressed through IPP based computerized system.

The present status of any such personal grievance cases can be seen/ tracked/ monitored by entering unique ID of the force personnel in the IPP system.

- E-suggestion portal

E-Suggestion Portal has been made functional on IPP to invite suggestions from all the serving personnel, and they can have contingency with different aspects like operational, training, administrative and welfare.

There have been numerous untold stories of BSF’s lead in making country safer and better. Only a few are mentioned here. But, collectively, one ting is for sure that we aren’t stopping, but progressing in a right direction with proper footsteps.

K K Sharma has been honoured with the Indian Police Medal for Meritorious Services in August, 1999; and the President’s Police Medal for his Distinguished Services in August, 2009. He has been awarded with several DG’s awards and commendations. Needlessly, BSF is slated to see success in the able and experienced guidance of K K Sharma.ndia's Borders, in addition to the efforts put in internal security duties.

Thursday, 07 June, 2018 07:12:AM

NDMC SCL: Where Need-based Innovations Roll

Signing of Twin City Agreement with Leuven City in presence of Hon'ble PM

One of the lighthouses of Smart Cities, NDMC is taking smart footsteps to create a smarter cosmopolitan. With A++ credit rating, it stands tall as the ong the lighthouse cities, which are the first batch of 20 cities of the Smart City mission.

NDMC Smart City Limited is an NDMC owned SPV, established on 28th July, 2016, and is vested with an authorized capital of INR 500 crores, and INR 250 crores of Paid up Capital. It has been strategically utilizing the capital different effective measures to justify the smart city ranking that it bears, in fact to enhance its smart steps towards creating a sustainable society. Its initiatives are can be classified into three broad categories: smart governance, Resource Conservation measures, and development of Smart Physical and Social Infrastructure. Here’s a comprehensive look at their initiatives, and let’s start with smart governance.

SMART GOVERNANCE > Some key highlights

Launch of 311 App

Designated toll free number

Centrally control

Collaboration with MTNL

Tree Plantation in NDMC with Hon'ble Vice President of India, Shri Venkaiah Naidu

Mobile-Governance

NDMC launched “NDMC 311 App”, two years back in March, with an aim to provide real- time services to its users or residents; and register online GPS based real-time complaints to be mapped for immediate response. Impact: 99.5% grievances are addressed within time.

Most of the civic services are available through mobile phones. There is mobile-based monitoring of core municipal functions, online building plan approval, yellow fever vaccination appointment, applying for and obtaining birth & death certificates, OPD registration, e-waste disposal, traffic and parking. A toll free No. 1533 has been designated for citizens wishing to approach NDMC for various issues.

NDMC is now 100% cashless transaction enabled, to the extent that even challans for various regulatory functions are issued through mobile e-challaning.

SMART GOVERNANCE > Some key highlights

100% cashless transactions

Smart employees

Plantation drive by NDMC

Unified Command & Control Centre: NDMC has embarked into development of world class Command and Control Centre i.e. a nerve centre for all of its activities so that each and every activity - be it electricity, water, CCTV, complain, etc. will be brought to this state of the art centre and will be controlled. The bids are opened and under evaluation and would be awarded soon.

Smart Optical Connectivity

NDMC SCL along with MTNL is setting up high speed Fibre to Home (FTTH) and Wi-Fi in Connaught Place and its adjoining arteries using high speed fibre backbone of MTNL, which is likely to start on 1 st June, 2018.

Smart Employees

NDMC has delegated employees in Beijing, Seoul, Tokyo, Singapore and Belgium for gaining first-hand experience of smart solutions. There are 700 field functionaries of supervisory level equipped with Smart Phones, Smart Cards, Mechanised Tools, have recognition of prior learning for field functionaries and well-trained in the use of digital technology for supervision and field inspections. All Muster roll employees have been covered for life insurance and accidental insurance under PMJJBY/ PMJSY.

Inauguration of NDMC Smart City Ltd with CEO NDMC Smart City Ltd. Ms. Juhi Mukherjee

Now, coming to utilizing and conserving resources is of utmost importance to make a sustainable headway to the future. Let’s learn how NDMC has delved into this.

RESOURCE CONSERVATION - Some key highlights:

Harnessing Solar Energy through solar panels, solar roads, solar BQS, solar tree and poles

Electric vehicles for public commutation

Decentralized Sewerage Treatment plants to treat sewerage at its origin

Water ATMs

Bio-Methanation at an NDMC run hostel

Solar Initiatives

Solar BQS: Now one is an amazing initiative, which is not just sustainable, but also enhances safety of the peopl (including non-passengers). NDMC is the first municipality in India to develop Solar Bus Queue shelters made of solar panels sandwiched between tempered glass sheets, with roof and sides that are transparent solar panels. They light up the structure at night. It is done in collaboration with SAIL and CEL. Two such BQS are completed and four more are being developed at Shanti Path.

Solar Power: NDMC generates 3.1 MW energy through solar panels set on all the buildings and a further of 5.4 MW (on 71 buildings) is connected to its grid through net-metering system.

Solar Road: NDMC has developed a pilot Solar Road (200 sqm Patch) in its own Headquarters, generating 14.08kw.

Solar Tree: In collaboration with SAIL, NDMC has developed a Solar Tree generating 1.26 KW. This tree is equipped with charging stations and interactive panels. One such tree is completed and installed at Connaught Place. Five more are being developed.

Solar Light Poles: NDMC has installed 95 innovatively designated light poles at various round-abouts, where the body of the light pole itself acts as solar panel, which are sleek poles having upper half covered with solar panels and a small circular LED light at the top.

Discussion on NDMC development issues

Electric Vehicles and Public Charging Stations

We all have travelled in the electric cars (popularly known as battery rickshaw) for a shorter distance like 2-3 kilometres at a nominal charge. It saves the city from pollution to a greater extent as we need not take an auto rickshaw for that. NDMC has ordered for the procurement of 80 Electric Vehicles from EESL. Of which 32 are already delivered. Charging infrastructure is in place for captive charging for such electric vehicles with 28 AC chargers catering to 74 vehicles at a time, and 9 DC chargers. Further, 10 public charging stations are being installed.

Decentralised Sewerage Treatment Plants

11 de-centralized Sewerage Treatment Plants with capacity of 3.1 MLD have been developed under PPP model to treat sewerage de-centrally near its point of generation to make NDMC area more sustainable and utilize the treated water for horticulture purpose total water treated. Further, MoU signed with NEERI for 12 Phytorid based STPs and one such STP is installed in Girls’ school at Gole Market, New Delhi.

Water ATMs

Water is life. Be it any season, we need water to quench the thirst, though more in summers. In this process, the waste generation, especially of plastic products like glasses, and bottles, increases. To reduce plastic usage and the resulting pollution NDMC has taken up a sensible step. 37 Water ATMs for drinking water have been installed at public places to reduce use of ecologically unsustainable plastic bottles for providing affordable and pure potable water. These are very popular in market areas.

Bio Methanation

One bio methanation plant with a capacity of 500kg per day has been developed and is functioning at the Working Women’s Hostel, Laxmibai Nagar. It converts waste generated from nearby commercial areas into fuel.

SMART PHYSICAL & SOCIAL INFRASTRUCTURE - Some key highlights:

Smart Electricity Poles & Power Grid

LED screens, Digital Display, Façade Lighting

Integrates MSW Management

E-hospital

Smart PTUs

Public Gyms

Sensor-based parking

Happiness Areas

Kill development in solar and health

Rain Water Harvesting

Unique Addressing in its properties

Rose Garden Shanti Path

NDMC has carried out an extensive research and has done an extensive work in this segment. For the better understanding of the work, all the implementations have been divided into two segments here: 1) Smart Physical Infrastructure and 2) Smart Social Infrastructure.

SMART PHYSICAL INFRASTRUCTURE

Smart Power Grid

In an initiative under the IPDS Scheme of Government of India, NDMC aims for better energy efficiency through Smart Electricity Grid, one of the ambitious projects of NDMC. It contains the following three parts:

a. Strengthening of 11 kVA Grid: Rs. 185 Cr project, work of which has been awarded to L&T on 29.03.2018, and which is likely to be completed within 2 years

b. Smart Metering Project has been given to EESL, a PSU of the Ministry of Power, to develop smart meter with mobile app facility for offering various services to the citizens as well as easing up the maintenance and billing of the consumers.

c. Strengthening of Cable Infrastructure: With project cost of around Rs. 40 Cr, the bids have been called in which 3 eligible bids received and the work is likely to be awarded in May 2018

Smart Water Systems

Water Management is another area and the tender for first part for provisioning of House Service Connection, Smart Meters, SCADA, Water quality sensors, and Central Control Centre with creation of DMAs has been floated with last date for bidding as 11 th June, 2018. It is envisaged that with the implementation of this project, the pinpointing of leakage, theft, management of NRW would become easy through analytics.

Smart Roads

31 kms of roads are being converted to Smart Roads with features such as Warm LED street lights, 3D Zebra crossings, public operated pelican crossings, Smart Poles having CCTV, Wifi, Environmental sensors, Smart Parking, Digital Interactive Information Panels and touchscreens, and Kiosks providing services. A consultant has been appointed. Work is being awarded for the first Smart Road. Plans for 2 other roads finalised and estimates being

prepared.

Smart Parking

NDMC awarded work for Sensor-based-Smart Parking Phase I to identify occupancy of each parking slots, with features like LED Screens to display parking availability, Mobile App for parking availability and pre booking, Web Portal for parking availability & pre booking, Auto Pay stations for payments, Camera’s for security, Command & control Centre for online monitoring and Smart Cranes for enforcement, which is being commissioned shortly. NDMC has floated e-tender for Sensor-based-Smart Parking for rest of NDMC area.

Digital Interactive Panels

NDMC has awarded work under PPP model for 50 Digital LED Interactive Information panels for providing information to citizens, with features like Mobile charging point, free wi-fi. The work is under progress and likely to be completed by end of June, 2018.

Digital Information Panels

NDMC has awarded work under PPP model for 55 Digital LED Information panels for providing information to citizens and advertisement to improve the aesthetic and hygiene in CP corridors by covering the corners, with features like Mobile charging point, free wi-fi, information display for 20% of time. 30 nos. of screens have been installed in Connaught Place and rest under progress and likely to be completed by end of May, 2018.

Facade Lighting at front facet of Palika Kendra, NDMC Headquarter Building

NDMC Headquarters Building front facade has been covered with high quality LED display of 1257 sq. mtrs in three parts, which is visible from 2-3 kms distance.

Giant LED screens at Market Places

Three 20'x10' giant LED screens have been built at Connaught Place (two of them) and Khan Market (one as of now) for disseminating social information as well as for running advertisements. Non motorised vehicles

NDMC has awarded work for Public Bike Sharing under PPP model for minimum 500 bikes at 50 dock stations with central control centre, interactive panels at stations. The work is likely to be launched in first week of June, 2018 and will be completed by July, 2018.

Naresh Play Cricket

Skill Development

NDMC has developed Pradhan Mantri Kaushal Kendra at Mandir Marg offering courses in health and solar energy with a capacity of 5000 students. 2000 students have been passed out and 500 have got job and the placement of rest are going on.

Rain Water Harvesting (RWH)

NDMC has installed 98 modular type RWH in Chanakya Puri, Gole Market, Laxmi Bai Nagar,Kidwai Nagar area. These are modular, robust, load bearing and easy to install.Unique Addressing in NDMC area NDMC has awarded the work for provisioning of Unique Addressing to properties in its area,which will enable it to manage and maintain the records of these properties and their duesmore effectively and scientifically.

Whew! There is a lot happening at NDMC SCL. As is evident, NDMC has been persistently working on it unwavering commitments towards creating a better and smarter city.

Undoubtedly, the underlying force here is a thick blend of strategically thought-through and worked out solutions that are not just eco-friendly, but also contribute to the social welfare while addressing some of the core problems. What makes NDMC’s recipe for a smart city? In case you’re still wondering, then you must know, it is: People-Centric Approach + R&D + Out-of-the-box solutions + Stanch Dedication Looks like something good is cooking!

Thursday, 07 June, 2018 07:12:AM

Safeguarding the Borders

It wasn’t that long when a historic constitution amendment bill was passed to settle the then 41-year-stretched Indo-Bangladesh border issues. The government had appointed A.K. Mangotra, IAS officer of Manipur-Tripura cadre, as the Secretary, to head the Department of Border Management, Ministry of Home Affairs. The department looks after different aspects of the Border and Disaster Management in India. India has a varied geographical identity. 7,000 kilometers of the country’s borders have different geographical existence and features ranging from snow-clad Himalayan terrains to desserts, and oceans. Each geography has its own pros and cons, and certainly throw some amount of challenges. These challenges are unique, varied, not encountered elsewhere. In such a scenario, the involvement of an experienced officer who knows the in and out story of the borders, is imperative.

Not to forget, a whole range of natural and man-made disasters occur in India, on a daily basis, which necessitates the emergence and implementation of initiatives that can reduce the risks of disasters and its aftermath, while building resilience, which top the list of national priority. This agenda will be worked out under the supervision of Mangotra. The Hon’ble Supreme Court has now appointed Mangotra as the Chairman of the Indo-Bangladesh Border Committee, after his retirement. His rich experience in this segment will account for resolving various allied issues.

And, the recent developments also show that a lot of constructive action is being carried out to protect the border areas. The BJP-led government has brought into action, India’s first ever Comprehensive Integrated Border Management System (CIBMS) along the riverine stretch that borders Bangladesh in Assam. It is based on a Smart Fence concept (have an addition of electronic systems to the barbed wire to detect movement along the border), which is initiated and implemented by BSF, meant for sealing the susceptible gaps lying on the borders on India, shared with Pakistan and Bangladesh. Smart fencing work in Assam is being led by Modi government, and is very different from the barbed fencing (securing of the border with physical fences that obstruct infiltration) and CIBMS (using sensors to detect any form of movement in the water, on the land surface and in the air, to tackle issues that a physical border security system may have due to the geographical reason like in case of Dhubri, where fencing can’t be erected). Earlier, this was done by using reconnaissance in the riverine area by the BSF forces, so to protect the areas. The Government of India, in association with the BSF has kick-started border securing process through CIBMS in the Eastern region of the country, and will soon launch it, along the borders of Pakistan.

However, among all the hullaballoo about the border security and its disaster management, three issues yet prevail between India and Bangladesh, which may affect the bi-lateral ties. They are: Teesta water issues, Rohingya refugees, and National registration of citizens being conducted in Assam.