1. Class 5: Public Systems Management
Dr. M.K.Satish

2. Systematic Problems in Service Delivery
Service delivery outcomes remain poor
High levels of corruption in services as diverse as health care, education, power, land administration and police
Civil service is burdened by expanding salary bill that has crowded out non- salary spending
Short tenures caused by premature transfer of officials responsible for delivering public services have undermined continuity.

3. Systematic Problems in Service Delivery
Capacity gaps in implementation
Weakness of accountability mechanisms is a barrier to improving services
Secrecy and lack of transparency provide a fertile ground for corruption
India ranks 85th among 175 countries in Transparency International Corruption Index
Civic pressure for change is not robust
Only 8 percent of respondents were members of civic associations

4. Role of Political Leadership
Central role in triggering service delivery reforms
Andhra Pradesh- politician with a fascination for technology played a role in propelling e-governance reforms
Karnataka- Political leadership sought to transform Bangalore into a leader among cities using Singapore as a model
Madhya Pradesh-Committed to a vision of governance based on community participation.
Tamil Nadu- Dravida politics- influenced by common ideology of female empowerment, eradication of caste distinctions, welfarist ideology.
Stable majorities in States- Not much of hung assemblies
Tamil Nadu- Tradition of strong chief ministers. All governments has completed their full terms (since 1967). Incumbency factor.

5. Instruments for improving Service Delivery
PROMOTING COMPETITION
Telecom, Agricultural Produce Marketing
SIMPLIFYING TRANSACTION
Use of e-governance, eSeva, Bhoomi
RESTRUCTURING AGENCY PROCESS
Changing organizational processes
DECENTRALIZATION
Surat: vesting power with zonal commissioners with financial and administrative power reduced the flow of files to municipal commissioners office
MP- decentralizing teacher’s control to panchayat
BUILDING POLITICAL SUPPORT FOR PROGRAMME DELIVERY
TN- welfarist policies and perception that welfare programmes would be electoral returns
STRENGTHENING ACCOUNTABILITY MECHANISMS
Reducing premature transfers
Fostering access to information
Mobilizing Public Opinion against corruption

6. PROMOTING COMPETITION

7. APMC Act- Promoting Competition
Government has intervened to assure farmers fair price both as regulator and buyer
Since 1950’s through Agriculture Produce Marketing Committees (APMCs) state governments set up regulated markets to sell certain notified agricultural products by a transparent open auction.
As corruption, inefficiency and bureaucratic control took hold auctions no longer remained transparent or fair.
Prevented private investment in agricultural markets, these mandis stifled competition and guarded the interests of middlemen
State’s monopoly in agricultural markets
In the last decade the government has moved to remove the state’s marketing monopoly power and to allow private sector participation.
The new Model State Agricultural Produce Marketing Act, 2003 permits direct purchase of produce from farmers, setting up private wholesale markets and making contract farming legal.

8. APMC Act- Promoting Competition
Abolition of Middlemen- Arhatiyas. Strong political support
First state to amend the APMC Act in 2000.
Allowed creation of single-license yards run by private corporations outside the mandhi
ITC’s e-Choupal which began with soyabean procurement directly from farmers was the forerunner in establishment of an alternative purchasing network.
Today many corporate procurement hubs have also come up in the state.

9. SIMPLIFYING TRANSACTION

10. Bhoomi- Simplifying Transaction
Bhoomi- Computerizing land records in Karnataka
Huge effort in computerising 20 million land records of 6.7 million farmers
A farmer no longer has to approach village accountants for a copy of the land records.
He can directly receive a signed computer generated record at Bhoomi Kiosk
Requests for mutation (change of ownership) is submitted online and provided with a tracking number.
Other examples
eSeva- Andhra Pradesh
Gujarat’s Computerised interstate checkpost

11. E-SEVA
Government organization built on PPP model
Separate portals for Andhra Pradesh and Telangana
Single entry portal for entire range of Government to Citizens (G2C) and Government to Business (G2B) services
All documents are digitally signed and electronically verifiable making them tamper proof
Can be accessed via internet or through kiosks set up by government
Government of Andhra Pradesh trying different models including BOO and BOOT
Reverse the process from institution-centric civil service to citizen-centric civil service
Provide smart, citizen centric, ethical, efficient and effective governance facilitated by technology
Improved transparency, efficiency and accountability for the government
Universal and non discriminatory delivery of government services to citizens and businessmen of all strata

12. E-SEVA ORGANIZATIONAL MODEL BUSINESS MODEL
Public Private Partnership model
Government provided buildings
Partner establishes the entire system
Management and operations by partner
Policy decisions by IT department of government of Andhra Pradesh
Partners selected through competitive bids
1 for Hyderabad city
3 for 6 other regions of the state
Top level administration by director of electronic services
A small organization with 20 employees
Partners paid on a per transaction basis
5 to 10 Rs per transaction
Operations by private partners
5 year arrangement
Audit by a third party

13. RESTRUCTURING AGENCY PROCESS

14. Restructuring Agency Process
Strong Management Team
Usually an IAS officer
Reforming intra-organizational processes.
Empowering lower officer- Surat Municipal Corporation
Centralized monitoring

15. Restructuring Agency Process- KSRTC
KSRTC has been broken down into smaller units
KSRTC
BMTC
NEKRTC
NWKRTC
Tamed unions
Introduced branded inter-city buses, Volvo buses
High degree of autonomy
KSRTC can alter fares based on a formula. No need to approach state government
Karnataka Transparency in Tenders and Procurement Act was strictly implemented in KSRTC to reduce corruption in procurement.
Insurance linked to bus ticket
Introduced service guarantee- Discount coupons to passengers who experienced breakdowns or significant delays.
Citizen’s charter
Stable tenures for Managing Directors

16. KSRTC
During the year , the State Government divided KSRTC and carved out two new Corporations, viz., the Bangalore Metropolitan Transport Corporation(BMTC), with its corporate office at Bangalore and the North West Karnataka Road Transport Corporation, with its corporate office at Hubli. NWKRTC became financially independent w.e.f
One more new Corporation called the North East Karnataka Road Transport Corporation was also established with effect from with its head quarters at Gulbarga. It became financially independent w.e.f
These changes in the organisation structure led KSRTC towards the road to recovery with improvements in various factors such as earning per km, KMPL and fleet utilization
Also, factors like accidents rate per lakh km, break down per lakh km and staff per bus have declined progressively over the years

17. KSRTC Ability to alter fares Recruitment Internal Transfers
Eliminated cash and cheque disbursals
Bills settled with in 5 days
Prompt Payment Discount System
Autonomy
First In the country
Greater Transparency
Better Quality
Increase in Commercial Revenues
Bus panels, hoardings, backside of bus tickets
Advance Bookings
E-tendering
Reduction of MV tax to 7%
Improve the bottom line by 6-7%
Tax Rationalization
Re imbursement
Diesel and Chasis Procurement
Bring down the cost of procurement
Competitive Pricing
Grid Route System
25 Routes identifies to improve efficiency
Rationalization of Routes
Training

18. KSRTC Product Airavat: Semi Sleeper and Executive Services
Airavat Bliss CD
Airavat Superia
Airavat Diamond Class
Airavat Club Class
Airavat
Other Products and Services
Meghadoot AC: Sleeper and Executive services
Rajahamsa: Semi Sleeper and Executive
Mayura AC: Semi Sleeper and Executive services
Corona and Corona Ambari
Suhasa: Northern Karnataka
Karnataka Sarige: Branded & regular services
Vaibhava
Sheethal
Grameena Sarige
Suvarna Sarige, Vayavya Karnataka Saarige and EEshanya Karnataka Saarige
Mofussil: Express & Ordinary services
Minibuses, City and Suburban services

19. KSRTC
Promotions
Free/concessional Passes
Free travel in city limits
Monthly season pass
Discount on group bookings
Discount on return journey ticket
Special promotion fares
Special services
Casual Contract Service
Chartered contract service
Freedom tickets/weekly pass
Awatar: ). This system was the result of a long process of design by a committee consisting of experts from the Indian Institute of Science, Indian Space Research Organization, Bangalore University and Bangalore’s City Corporation.
Internet-based booking system called AWATAR (Any Where Any Time Advance Reservation System)
Launched a loyalty programme called Prayanothsava, rewarding frequent commuters by offering a 30% discount on the fourth ticket
A 24x7 call centre was also launched where customers could enquire about reservations, and register complaints
A map-based search engine was also created to allow booking tickets

20. DECENTRALIZATION

21. Decentralization- Madhya Pradesh Primary School Teachers
Participatory School Mapping- door to door campaign to collect household level data.
Increased enrolment
Education Guarantee Scheme
If Panchayat forwarded to the state government a list of at least 40 children without access to school within walking distance the state would ensure a functioning school within 90 days.
Decentralizing Teacher Management
Teacher management was decentralized to Panchayats
New cadre of teacher categories based on contract employment
Panchayats were given power to withhold salary payments for non- attendance of primary school teachers
Overcame Teacher Unions
MP has witnessed significant improvement in educational outcomes

22. BUILDING POLITICAL SUPPORT FOR PROGRAMME DELIVERY

23. Building Political Support for Programme Delivery
Tamil Nadu’s health, education and malnutrition breakthrough
Best performing states in terms of economic development and also social outcomes
Welfarist Ideology
Rooted in the ideology of ‘Periyar’ – E.V. Ramaswamy the founder of Self-Respect Movement in the 1920s
Congress was voted out in major food crisis
1982 government introduced the vast nutritious mid day meal scheme across the state.
Amma Canteens
Social Programmes were mutually reinforcing
Family planning program motivated women to use public health care
Mid day meal scheme improved nutritional status of children
Civil Service
Collector is a senior officer
No divisional officers- Act as a layer between collector and secretariat.

24. DECENTRALIZATION

25. Surat
On September 23, 1994, pneumonic plague deaths were reported in Surat (in the state of Gujarat, India)
Induces widespread panic
Causes more than 600,000 people to flee
110 of these people are plague victims
Source is rats found in grain stockpiles
~5150 cases suspected from 26 states; 53 confirmed fatalities with 300 more suspected
One-fourth of Surat’s population (0.6 million) fled the city

26. Surat S R Rao Gujarat cadre IAS officer, 1978 batch
Municipal commissioner of Rajkot in 1987
Efficient work, nothing revolutionary - 63 km water pipeline in 6 months!
May Municipal Commissioner of Surat
The problem was unique - No magical “global best practice”
The solutions were probably stuck in the files being passed around between departments
Fresh probe – field trips, interactions with citizen, SMC employees
CORE PROBLEM – Inefficient civil body – lack of connect, departmental politics, citizen apathy, corruption, lack of funds, sewer lines to slums
Masters in Applied Psychology
“The hatred he evoked among builders, contractors and various other vested interests probably only matches the respect and admiration he received from Surat residents and the slum dwellers.”

27. Surat The Transformation Phase 1 – Immediate Improvement in SMC
1. AC to DC (Air-Conditioned offices to Daily Chores on field) rule
- All ACs in offices shut till 3 PM
2. Bringing Empowerment & Accountability
- Decentralization – Zonal Commissioners
- Daily review meetings – Joint teams
- Empowered Karmacharis
3. Weeding Out Corruption and Incompetence
- Grievance redressal and direct phone lines
- “Six-month, Six-page” rule

28. Surat The Transformation
Phase 2 – Establish Control for Long Term Solutions
1. Surat First Campaign
- Awareness, guidelines and penalties
2. Revenue Collection
- Profit Center approach
- Zonal Property Tax collection to ensure annual cash flow
3. Improve Living Conditions in Slums
- Take Community Leaders into confidence
- Parts of slums demolished to widen lanes and lay sewer lines
He attacked the richer among the populace first; compelled by the moral authority of SR Rao and convinced of his intentions to help, residents of Surat slums demolished parts of their own houses to help SMC!

29. Surat
Operation Clean-up
May 1995: Launch of a formal drive for slum improvement and solid waste management
Initiatives:
- Administrative revamping: Six zones of the city divided into 52 sanitary wards, each having one sanitary inspector, two sanitary subinspectors, and three mukadams (supervisors)
- Public-private partnerships for solid waste management: Contracting of various sanitary activities initiated; corporation and private contractors handle (collect and transport) MSW; all major roads cleaned twice daily – once by the contractor’s staff at night and then again by the Corporation sweepers during the day

30. Surat Operation Clean-up
- Solid waste management monitoring system: Format for reporting the daily activities for solid waste management as well as other public health engineering related activities (DAR) prepared and adopted - Negative Reinforcement: Levy of fines for littering of the public places instituted; rubble and construction material found on the streets lifted billed to the respective contractors or owners of the site - Slum improvement: Streets paved with Kota stone to facilitate cleaning; public toilets constructed with the assistance of two NGOs – Sulabh and Paryavaran; main streets widened to at least 8 feet; community water hydrants provided

31. Surat Results of Operation Clean-up
Waste collection to generation ratio increased from 40% in 1995 to more than 97% in 2011
Three-fourths of the slums are now paved and 41 toilet complexes have been constructed
Transformed from a filthy city to the second cleanest city
Local population and residents now understand the value of cleanliness and cooperate whole-heartedly

32. STRENGTHENING ACCOUNTABILITY MECHANISMS

33. Strengthening Accountability Mechanisms
Karnataka’s Lokayukta
Karnataka’s Lokayukta is the most powerful ombudsman in the country
The Karnataka Lokayukta Act gives broad jurisdiction over offenses relating to corruption and maladministration by public servents
Public servants also MLA’s, ministers and even the Chief Minister
No limits on the power of the Lokayukta to conduct investigations
Lokayukta can initiate prosecution directly
Lokayukta is appointed for a period of 5 years
High profile retired Supreme Court Judges appointed as Lokayukta
Justice Venkatachala
Justice Santosh Hegde

34. Thank You