Report of Indian Institute of Public Administration ... - Ministry of Power

State Reports (Vol.-III)
Study on `Impact of Restructuring of SEBs’
(D) ADVISORY GROUP TO ASSIST IN REFORM EFFORTS
An advisory group of experts and professionals with wide experience and
expertise in the field must be established to assist the Steering Committee in its
tasks. The Advisory Group must be selected carefully, and not confined to
former bureaucrats/technocrats. The Group may however include
representatives of CEA/PFC.
(E) STRENGTHENING THE REFORM CELL OF THE SECRETARIAT
It would appear that though the Reform Cell of the Department of Energy is
still in existence, they are engaged in routine activities. The Cell requires to be
strengthened substantially. There is need to induct committed senior officials
with wide experience and the right temperament into the Reform Cell so that it
becomes proactive and plays a major role in pursuing the reform efforts.
(F) REINVENTING THE COMMUNICATION STRATEGY
The external consultants had advocated a communication strategy, which was
not put into effect efficiently. All reform efforts and change managements need
to be supported by strong communication strategies. The target groups should
include all stakeholders, namely, the public at large, consumers and consumer
groups, staff of the undertakings, politicians, administrators and all concerned.
One reason for the less than envisaged success of the reform efforts in
Karnataka, whether it be the reluctance of the staff members to opt for the
restructured companies, or whether the refusal of the agricultural lobby to
allow installation of meters on IP sets, or whatever, was the apparent failure of
the communication strategy. It is strongly recommended that a competent,
practical and target-oriented communication strategy be developed with the
help of experts in the field, and be put into practice as the next stage of the
reform process.
(G) RECONSTITUTING THE BOARDS OF DIRECTORS OF
RESTRUCTURED COMPANIES
The present constitution of the Boards of the utilities in the State leaves much
to be desired. The boards now mostly comprise of serving and former officials
of different departments and agencies. Even where there are outside members,
they are mostly retired senior officials of the same entity. There is need for
Government of Karnataka to establish a policy to reconstitute the BOD of the
power sector companies; the recommended procedure is to restrict functional
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