1. Unique Electoral Practices Introduced during the Lok-Sabha Elections 2009 in District Bathinda…….

2. Innovations for LS Elections 2009 in Bathinda Vernacular instructions Extra & Super extra Human resources reserves Mobile complaint redressal teams.

3. Background High profile election between the two major political families of Punjab. Very high political stakes involved. DEO Bathinda is also RO for 13-PC. Challenge before district administration to ensure that elections take place strictly as per ECI guidelines and no fiasco happens. Preparations started well before time - in early December itself.

4. Components on which preparations started in December itself District Transport plan and assessing total requirement of vehicles on all counts in the district for the elections. District communication plan. District profile including constituency wise data. Conversion of EC instructions in understandable vernacular and ensuring that AROs go through it and disseminate it further Assessing Human Resource available and required for the elections on all counts. Special Emphasis on creating a full proof complaint follow up mechanism.

5. Innovations in terms of Instructions All important ECI and CEO Instructions were Compiled, translated and communicated in local language (Punjabi) to AROs, police etc. AROs were called weekly or bi-weekly and all such instructions were handed over to them and also explained to them. They were directed to disseminate it further in the same manner. Regular follow up of all instructions given to AROs, police was done in weekly/bi-weekly meetings and reports were seeked from them. Attempt was made to compile instructions relating to accounts and other such items at one place and send the same to AROs/ Expenditure Cell etc.

6. Innovations in terms of utilization of Human resources. Apart from the regular and reserve staff, extra and super extra reserves were kept for contingencies. All ECI and CEO instructions followed in terms of exempting people with special reasons. Details of all types of staff to be deployed were carved out and spelt out to the AROs. Duties to be performed by such staff were detailed to them through AROs. Proper data base of all employees made with great care and due to this no shortage was faced at any juncture. Rather the district could send staff to staff deficit districts.

7. Innovations in terms of Complaints Disposal Complaint redressal cell formed at the DEO office. All complaints were received and disposed from one point only. Daily at 9 AM in the morning and at 4 PM in the afternoon DEO-cum-RO would personally see all complaints received and give directions to complaint cell as to what action be taken on each of them. The cell would disseminate these directions below in writing.

8. Innovations in terms of Complaints Disposal ( continued ) Also AROs/Police etc. were immediately directed by DEO-cum- RO on phone regarding the action required to be taken by them in relation to the complaint which was simultaneously sent to them by fax. Daily at 9:30 AM and 4:30 PM all replies received from AROs/Police etc. were personally perused by DEO-cum-RO and reports sent under personal signature to the office of CEO. Model code violation register was kept for public scrutiny in office of DEO and all violations were entered in it immediately.

9. Innovations in terms of Complaints Disposal ( continued ) Personal monitoring of complaints by DEO-cum-RO enabled him to have an understanding of areas which needed plugging or enforcement and departments which needed pulling up. Absolute fair and non-partisan criteria for dealing with complaints was ensured by DEO-cum-RO and it was personally seen that for a similar kind of violation same administrative, punitive, legal action was taken irrespective of who flouted the law. The AROs were directed to form a team of eight officers who would handle and enquire into the complaints received by AROs.

10. Innovations in terms of Complaints Disposal ( continued ) These officers were not given any other election task. Each of these officers was provided with a vehicle, a driver and a videographer. These officers were mobile and vote check model code violation in their areas their presence with cameras was big deterrent. Whenever there was a complaint or an information about any violation, the ARO used to inform one of these officers ( by rotation) who would go to the spot and would come back and give his/her report to the ARO

11. Innovations in terms of Complaints Disposal ( continued ) This system provided the flexibility to AROs to handle a large number of complaints even if they came in a short span of time.( In fact this is one of the biggest problem in elections. The number of complaints, as election approaches, becomes so high that it is nearly impossible to handle them. The above system helped in solving this difficult problem). For the most critical complaints, AROs were directed to personally visit the spot/enquire about the issue and send their reports.

12. Innovations in terms of Complaints Disposal ( continued ) Of the total 200 complaints received in the district it was ensured that each one of them was effectively dealt with and reply sent to the office of CEO within twenty four hours and in some rare cases within forty eight hours. The above steps helped in ensuring that all complaints received were addressed within time and effectively.