Development

Governance and Human Development
Booklet; Personnel Information
System; Public Disclosure Law;
Municipal Information System;
and Urban Development
Authority Computerization
Hence, making information
available and eliciting feedback
from stakeholders is an important
action in deepening democracy
which has a significant impact on
human development outcomes. In
fact, saving in resources and time
as well as reduction in corruption
contributes to higher HD outcomes.
10.5.1. Problems of Service
Delivery in a Backward Region -
Staff
Effective Service delivery requires
adequate and trained manpower.
Raichur being a centrally identified
backward district is financed by
central as well as state governments
for specific schemes. In order to
plan for implementation and
monitor the progress trained staff
in adequate number is a necessary
condition. However, except for the
officers from local areas, officials
hesitate to get posted to Raichur.
In fact, posting to Raichur is
considered as a ‘punishment
transfer’. No sooner, an official is
posted to Raichur district, his/her
priority is to get out of the district
as early as possible. This is true for
any districts of the HK region. Now
with conferment of special status
under 371 (j), additional fund flow
is expected but the question is
whether there is minimum
required staff to handle the grants.
In this context, extent of vacancy
of officers’ level positions at district
and taluka levels is presented in
Table 10.3.
It should be noticed that nearly half
of officers’ positions at district level
and more than one-third of officers’
positions at taluka level are vacant.
Departments directly concerned
with HD, i.e., Health and Family
Welfare, Women and Child
Development, PU Education, PRE,
Industries and Commerce,
Agriculture and Horticulture,
administrative divisions of ZP and
TPs, are plagued with shortage of
officers. With less than minimum
officials, implementation of
programmes becomes difficult. In
the offices, it is not surprising that
staff on contract basis is employed.
For instance, the Planning
Department has only two regular
officers, which is grossly
inadequate.
Nearly half of
officers’
positions at
district level
and more than
one-third of
officers’
positions at
taluka level are
vacant.
That the top officials
are frequently
changed is evident
from the fact that
between 1-4-1987
and 31-12-2014,
38 CEOs were
appointed to ZP
Raichur, whose
average tenure
works out to be
little over 8 months.
Table 10.3: Vacancy Level of Officers’ Positions at District and
Taluka Levels in Raichur District, October 2014
(% to sanctioned positions)
S.
District Taluka
Department
No.
Level Level
1 Revenue 30 55
2 Health And Family Welfare 50 53
3 Assistant Agricultural Officer 100 20
4 Assistant Agricultural Officer (Woman) 50 -
5 Joint Director, Agriculture 100 -
6 ZP/TP Offices 30 30
7 ZP Engineering/TP Engineering 100 30
8 Horticulture - 80
9 Women and Child Development 75 75
10 Panchayat Raj Engineering (PRE) 100 40
11 Agricultural Marketing - 40
12 Industries and Commerce 100 75
13 Nirmiti Kendra 100 100
14 PU Education 36 26
All 48 36
Note: Departments with more than 30% of vacancies are only mentioned
Source: District Administration, Raichur
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