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THE DELTA CHANGE MAKING A DIFFERENCE. MEGA MYTHS Rules, Regulations, Hierarchical Systems Outmoded Insufficient Finances Insufficient and or Unskilled.

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Presentation on theme: "THE DELTA CHANGE MAKING A DIFFERENCE. MEGA MYTHS Rules, Regulations, Hierarchical Systems Outmoded Insufficient Finances Insufficient and or Unskilled."— Presentation transcript:

1 THE DELTA CHANGE MAKING A DIFFERENCE

2 MEGA MYTHS Rules, Regulations, Hierarchical Systems Outmoded Insufficient Finances Insufficient and or Unskilled Manpower Political/Administrative Interference Insufficient Delegation of Powers

3 REALITIES? Protecting the Turf- Compartmentalization Feathering the Nest Knowledge is Power- Trading Organizational Culture- Politics and Wars Centralization of Powers- Delegation of Responsibilities

4 REALITIES? Core Functions Vs. Non-Core Missing Wood For Trees: Symptom Vs Disease Learning Vs. Unlearning Masters Vs. Slaves Whither Rule of Law?

5 Population: 2.3 mln. (1995 projected) Area: 113 sq. kms. Density / Sq.km.: 20,353 persons Percentage of Slum dwellers: 40.39% Municipality setup in: 1852

6 Pop. covered by sanitation : 63% Pop. Covered by protected water : 60% Pop. Covered by sewerage : 30% Morbidity rate : 18% Employees : 15,000

7 Industries :Synthetic textiles, yarn manufacturing, diamond cutting and polishing and manufacture of gold and silver brocade Industrial Output : Rs. 90,000 mln. Tax collections: Rs. 21,000 mln. (Federal, State & Municipal)

8 Service Delivery: Roads, water supply, sewerage, storm rains, lighting, schools, public health and sanitation, social welfare services, hospitals, community services, parks & gardens, conference centres, fire services, Zoo etc. Annual Budget: Rs mln.

9  Decompartmentalization  Accountability = Responsibility + Commensurate Authority  Devolution: Administrative & Financial Powers  Creations of Six Zones as cohesive units for prompt service delivery under Commissioners

10  AC to DC: AC rooms to Daily Chores  Regulatory Functions - top down Developmental Functions - bottom up  Administrative Charges: Check Free-Riders and inculcate “polluter pays concept”  Flexible work methods: Suit citizens’ convenience

11  Citizens Charter: Computerised complaint redressal system for time bound quality services  Enforcing Discipline: Top Down  Micro Planning: Rationalize Men, Materials, Machines & Money  Awards for Meritorious Employees: Bottom Up

12  Plugging loopholes in property taxation 25% area to be assessed each year Fixation of accountability Cross verification & social auditing

13  Plugging loopholes in Octroi collections Closed loop wireless communications Flying squads Vigilance checks & social auditing

14  Computerization of all accounting systems  Profit centre approach to bring in efficiencies in service delivery  Switchover from Govtal. accounting systems to commercial accounting

15  Results achieved without any hike in tax, cess and charges structure Out of arrears totalling Rs.1020 mln. in property taxes 97% recoveries achieved Un-assessed properties yielding annually Rs. 300 mln. of taxes brought under net Under assessed properties yielding annually Rs.180 mln. of taxes brought under net Octroi collections jumped up by 19%

16  Unit Rate system for roads, water supply sewerage, lighting, maintenance  Breaking the cartel of contractors  Six Month Six Page rule  Quality checks on construction through Third Party Quality Assurance

17  Results Plan expenditure increased by 600% 825 classrooms constructed in the slums in 18 months 95% of pop. covered by protected drinking water New water treatment plants commissioned increasing the capacity three-fold

18  Results New sewerage treatment plants commissioned increasing the capacity six-fold 92 kms. of main roads widened 82% of Slums upgraded 300 kms. of new roads laid

19  Results : Street lighting goes upto 98.2% 96.5% population covered by sanitation services 98% garbage cleared daily Private Public Partnerships Surat First Crusade launched

20  Declared second cleanest city in the country by INTACH  75% reduction in morbidity rates (IMA)  Awarded “Best Practices Award” by UNCHS (Habitat)  Citizens owning the city and increased social auditing of the Municipal Corporation  Increased self-esteem, team spirit in the employees

21 CONCLUSIONS Delta Change is Possible Capacity Building from within Yields Manifold Benefits Delta Successes Catalyze more Successes Experimentation and Adaptation Needed Mistakes help in Faster Assimilation of Learning Speed of Information Flow is a Function of Success Empowerment of Employees brings out Attitudinal Changes that support Change Management

22 We don’t see things as they are we see them as we are Anais Nin No matter how bleak the situation There are always two alternatives Polish Proverb PERSPECTIVE

23 Thanks for your kind attention


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