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

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Assam<br />

12.2 State Government Policy<br />

The drivers for the reform and restructuring <strong>of</strong> the power sector have been a<br />

strong political commitment for introducing efficiency and financial viability<br />

<strong>of</strong> the power utilities. The power policy announced in January 2003 on the<br />

reform and restructuring <strong>of</strong> power sector laid the road map for various<br />

initiatives to be taken. The Government was taking positive steps by clearing<br />

up the financial liabilities <strong>of</strong> ASEB and ensuring that the new utilities start on a<br />

clean slate. The note-worthy step was to take over all the pensionary and<br />

retirement benefits dues <strong>of</strong> the employees and involving through dialogue the<br />

staff, the workers and the engineers in the process <strong>of</strong> restructuring. The<br />

Principal Secretary (<strong>Power</strong>) and the Chairman <strong>of</strong> ASEB played a crucial role in<br />

introducing the reforms and restructuring process smoothly.<br />

12.3 Recommendations<br />

A study <strong>of</strong> the reforms and the restructuring gone through by Assam brings out<br />

the following key points:<br />

(a) A strong political commitment to carry through the process <strong>of</strong> reforms is<br />

the primary driver for starting and completing the process.<br />

(b) A road map <strong>of</strong> the reform and restructuring in the form <strong>of</strong> policy,<br />

objectives, strategy and proposed steps including financial restructuring is<br />

necessary to give a clear vision how the various reforms processes have to<br />

be taken;<br />

(c) If the new entities have to be financially viable, they should be enabled to<br />

start on a clean slate;<br />

(d) Funding needs to be provided for the cross-liabilities between SEB and<br />

the Government with a clear provision <strong>of</strong> how the shortfall in the initial<br />

years <strong>of</strong> operation will be met;<br />

(e) Dialogue and agreements with the workers’ unions and staff and<br />

engineers’ associations needs to be done carefully so that the employees<br />

become willing partners in the reform process;<br />

(f) The expertise, experience and advice <strong>of</strong> competent consultants,<br />

particularly in the areas <strong>of</strong> corporatisation, organisational setup, training<br />

<strong>of</strong> staff and financial and accounting activities can be <strong>of</strong> great help in<br />

setting up the new processes;<br />

8.19

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