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

Direct jurisdiction of Ombudsman in emergent matters
State Reports (Vol.-III)
Study on `Impact of Restructuring of SEBs’
In matters involving revenue, the DISCOMs generally tend to take a pro-revenue
approach and very often consumers have no faith in fairness of their approach. The
internal channels are useful in initial screening of matters but since the internal
committees have no statutory authority, therefore, a consumer should not be
compelled to waste his time while going through such channels, in every case. The
consumers should, therefore, have the freedom to approach the ombudsman
directly at least where the disputed amount is substantially higher and where
particularly stay is required for an emergent situation. Such pattern is in vogue in
the consumer courts under the Consumer Protection Act, where if the disputed amount
is substantial, the consumer can directly approach the next higher level.
Morale, Motivation and Productivity
Firstly, there does not seem to be much difference in the working of the personnel
even after restructuring. The working conditions are virtually the same. The staff is
not involved in the policy making directly or even remotely.
Prior to restructuring, RSEB had developed a unique mechanism of collective
decision-making process. Every week, the Chairman RSEB would take an
“agenda-less meeting”. Any officer could raise any issue whether directly related to
his assignment or not. The formal atmosphere in such meetings was replaced by
informal atmosphere, where even junior-most officers could freely make any
suggestion. The hierarchies were blurred in such meetings. Collective decisions used
to be taken through such meetings. Decisions, based on common consensus in such
brainstorming sessions, were far more practical and realistic because the grassroots
level workers and the top management were jointly involved in the decision-making
process. The approach was unconventional but it paid rich dividends. The lower staff
felt for the first time that they also had a say in the decision-making process. The rich
experience of the field staff was encouraged and shared by the top management. At
the headquarters, such meetings used to be attended by executive engineers and above.
In each district also, similar meetings were taken by the Chairman, where not only the
assistant engineers participated but also there was a separate session of workers also
with the Chairman.
Through these meetings, the Chairman would gather a lot of grassroots level feedback.
He was able to motivate the staff even at the junior most level. Targets jointly decided
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