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

Synopsis of State Reports (Vol.-IV)
Study on `Impact of Restructuring of SEBs’
DISCOMs, it should be clearly laid down that if the matter is not resolved
within 30 days from the submission of grievance, the Ombudsman can directly
take cognisance of such matters. In emergent cases, particularly where the
disputed amount is substantially high (say, Rs one lakh and above), the
consumer should have the right to seek a stay order from the Ombudsman
directly. Necessary steps should be initiated to streamline the grievance
redressal mechanism.
6.6 COMMERCIAL VIABILITY
In many other States, even while restructuring, the common seniority of
officers was maintained so that there could be inter-posting of officers as per
requirement from time to time. However, in Rajasthan such an arrangement is
not in place. A larger number of officers opted for some of the wings, whereas
for others, sufficient number of officers did not opt. The result was that faster
promotions took place in some of the companies because the number of
officers was limited while there has been stagnation in some other companies.
It is demoralising for the officers who have enjoyed common seniority for
decades to suddenly find that officers much junior to them have been promoted
in sister companies while their own chances of promotion are bleak. If it is not
possible to have common seniority for officers in all the five companies, at
least the three DISCOMs could have a common seniority roster.
6.7 PERFORMANCE IMPROVEMENT OF RESTRUCTURED UNITS
Performance of DISCOMs does not appear to have improved significantly in
the post-restructuring period. T&D losses, as also the cases of electricity theft,
have increased. In matters of agricultural connections, the DISCOM
management is unable to resist undue pressure from the Government. The
administrative control of the top management has slackened with the greater
involvement of the Government in the day-to-day management of the power
companies. With frequent changes, the top officials including the MDs are
unable to take a long-term perspective. A lot of funds have been pumped in the
system but the outcome does not seem to be commensurate with the investment
made. The establishment cost has gone up after restructuring. There is a lot of
duplicacy of work. Instead of a single tender being floated by RSEB, now the
five companies issue tenders separately, despatch separate teams for inspection
and place separate orders. The specialisation, which was developed for various
activities like material management, commercial management, litigation, rural
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