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

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Synopsis <strong>of</strong> State <strong>Report</strong>s (Vol.-IV)<br />

Study on `Impact <strong>of</strong> Restructuring <strong>of</strong> SEBs’<br />

prioritise investments that can result in faster pay back period and can be<br />

checked for efficacy against assessable targets.<br />

10.10.2 Nurturing Participative Spirit <strong>of</strong> Villagers<br />

The distribution company will need to nurture the participative spirit displayed<br />

by the villages in meeting the objective <strong>of</strong> effective Demand Side Management<br />

in Akshay Prakash Yojana (APY) with constant dialogue with the concerned<br />

villagers and solving genuine problems faced by them, however, insignificant<br />

these appear to be from the point <strong>of</strong> view <strong>of</strong> the Utility. In future, all fiscal<br />

incentives and rewards could be made applicable to consumers from these<br />

villages either exclusively or at least ahead <strong>of</strong> others.<br />

10.10.3 Formation <strong>of</strong> More Distribution Companies<br />

Presently, only one DISCOM has been formed to look after the distribution<br />

sector <strong>of</strong> the entire State. A single DISCOM in the State with over 69,000<br />

employees is quite unwieldy for efficient management. Also, with a view to<br />

derive gains by fostering positive competition in this important sector, it may<br />

be necessary to split this large monolithic entity into three or four independent<br />

companies. It will also enable both the consumers and the staff to easily<br />

approach the higher decision-making levels in these companies. These would<br />

also result in quicker redressal <strong>of</strong> grievances both <strong>of</strong> the consumers and the<br />

staff and also in implementing innovative solutions proposed by the staff.<br />

10.10.4 Pr<strong>of</strong>essional Management <strong>of</strong> Companies<br />

The restructured companies have to be totally independent in their functioning.<br />

These should, therefore, be manned by pr<strong>of</strong>essional directors. A fixed tenure<br />

could be specified for these directors for achieving set targets. No political<br />

person should be appointed on the Boards <strong>of</strong> the restructured companies.<br />

10.10.5 Setting up <strong>of</strong> a Computerised Information System<br />

The restructured companies will benefit if they take immediate action in setting<br />

up a computerised information system to input/store/handle data pertaining to<br />

all fields <strong>of</strong> their operations as well as information about the status and<br />

progress <strong>of</strong> the projects undertaken by them for implementation. This will<br />

ensure efficient and quick decision-making, besides resulting in economies in<br />

operation.<br />

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