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Moving Towards Goals of Good Governance - I

Contents

1. Foreword by the Chief Secretary, Government of

Madhya Pradesh

i

2. Preface by the Director General, School of Good

Governance and Policy Analysis

ii

3. Section 1. Background 1

4. Section 2. Address by the Chief Secretary 2

5. Section 3. Deliberations and Interventions 4

6. Section 4. Aims and Objectives 12

7. List of Invitees 13

School of Good Governance and Policy Analysis

i

Foreword

The concept and form of Good Governance is in the process of evolution. We in Madhya

Pradesh came up with the idea of setting up of this School, essentially to act inter alia as a think

tank for the Government. We struggled with ideas and deliberated at length before

conceptualizing the basic structure and functioning of the School to meet the challenging tasks

assigned to it. We kept in view the fine distinction between good governance and smart

governance.

Any institution like this School, which depends on the financial support of the establishment,

has to position itself carefully in dealing with any critical analysis of the establishment. This has

to be handled by putting forward genuine facts, convincing reasoning and sound analysis, taking

the establishment into confidence and in the form of advisory. With this approach, I believe that

the credibility of the institution will get established over a period of time and people managing

the system of governance would be motivated to look forward to seek support from the

institution.

We expect the School to serve as a knowledge hub for nurturing of good, innovative and

futuristic ideas that are robust and sustainable. The School should act as a storehouse of

actionable policies, best practices prevalent globally, nationally and of course locally for their

need and context based analysis for adoption, adaptation or up scaling in consultation with all

the stake holders.

(Rakesh Sahni)

November 06, 2008

Proceedings of a Brainstorming Conclave, New Delhi 2008

ii

Preface

A Brain Storming Conclave was organized by the School, with the Chief Secretary, Government of

Madhya Pradesh in the Chair on Moving Towards Goals of Good Governance on June 07, 2008 at the National

University of Educational Planning and Administration (NUEPA), New Delhi to seek innovative ideas and

suggestions on critical issues and dimensions of Good Governance from a mix of experienced functionaries of

the Government and academia from Institutions of National Importance. In the pre-brainstorming conclave

document, we had circulated a suggestive list of issues for discussion. The first two items in this list were:

Building efficient bridges between research, policy and practice and Restoration of public confidence in

governance. The first issue itself generated a lot of interesting discussions, interventions, innovative ideas and

we are pleased to present an abridged and edited summary of these in the form of this booklet entitled “Moving

Towards the Goals of Good Governance I”. The document was later considered and approved in the second

meeting of the Executive Body of the School held on the 12th November, 2008 under the Chairmanship of the

Chief Secretary, Government of Madhya Pradesh. We had focused discussions on and around the major issue

of Building efficient bridges between research, policy and practice and decided to follow up discussion on the

issue of Restoration of public confidence in governance in future.

As one of the outcomes of the Brain Storming Conclave, our initial endeavour to provide a platform

for developing bridges between research, policy and practice in governance would get further strengthened.

The response to our initial exploratory interactions held in October, 2007 with Dr. Bakul Dholakia, Director,

Indian Institute of Management-Ahmadabad (IIM-A) and Dr. S.P. Parashar, Director, Indian Institute of

Management–Indore (IIM-I) and some of their colleagues, for collaborative Knowledge Support to the newly

created School had been very positive. Continuing further in this direction we had similar useful interactions

with Dr. G.S. Dhande, Director Indian Institute of Technology Kanpur (IIT-K), Dr. Devi Singh, Director,

Indian Institute of Management – Lucknow (IIM-L), Professor Kanchan Chopra, Director of the Institute of

Economic Growth (IEG), Delhi, Sri B.S. Baswan, Director, Indian Institute of Public Administration (IIPA),

Delhi, Sri Sudeep Banerjee, Chancellor NUEPA, Delhi, Dr. Ved Prakash, Vice-Chancellor, NUEPA, Delhi,

Dr. D.K. Bandyopadhyay, Director Indian Institute of Forest Management (IIFM) Bhopal and similar other

Knowledge Resource Institutions of eminence. We have also been interacting with senior officials of the

Government of Madhya Pradesh to develop focused interface between the processes of government

governance and appropriate support of knowledge resources. We would continue our joint efforts in this

direction to achieve the goals of good governance for our people.

Finally, we would like to express our gratitude to Sri Rakesh Sahni, Chief Secretary, Government of

Madhya Pradesh and other distinguished invitees for their valuable support to this activity of the School by

their brilliant, experienced and foresighted deliberations in the Brain Storming Conclave. We look forward to

their indulgence and support to our initiatives in future also.

( H. P. Dikshit )

November 12, 2008


1

Moving Towards Goals of Good Governance - I

A Conclave of Senior Government Officials and

Academia from Institutions of National Importance

1. Background

Studies and researches in the area of governance in corporate sector are of course important and have been

extensively pursued in our world class institutions but similar studies in the area of good governance in the

public sector have not received any appreciable attention. Quality of governance in corporate sector is

quantifiable in terms of profits while the situation is quite complex when we deal with governance in the

public sector. In this context we would like to refer to the following English translation from the Japanese of

an article by Dr. Tsuru Kotaro, Senior Fellow, RETI and Director for Public Policy, Cabinet Office, Japan [1].

"The focus of the forthcoming public sector reform should be on government governance. Corporate

Governance is a mechanism in which share holders as a “principal” provide discipline and incentives to

managers as “agent”. As an analogy, government governance can be described as a mechanism in which the

general public (voters, taxpayers) as the ultimate principal provides discipline and incentives for bureaucrats

and government as their agent to act for the benefit of the general public as a whole…"

"Each Ministry needs to thoroughly rethink the mission it is required to fulfill in accordance with the

changing needs of the time and to consider organizational changes that allow individual bureaucrats to use

their expertise and experience more easily and efficiently in the course of their duties, …".

Continuing the analysis of the Government Systems further and taking a lead from Mike Davidson [2], it

may be relevant to ask ourselves the following questions in the context of Governance:

What are we trying to accomplish?

How do we gain a competitive edge?

How do we deliver the results?

How do we cope with change?

In recent years there have been serious concerns for achieving Good Governance, which have been raised

in our country and beyond. Even the United Nations resolved to set up a UN Center for Governance (UNCG),

which was established in Seoul in the year 2006. The Government of Madhya Pradesh decided to set up the

School of Good Governance and Policy Analysis in January 2007 and the School came in to existence by

September 2007. The Aims and Objectives, Vision and Mission of the School, which are given in the

Appendix to this document, cover a fairly wide area of issues related to Governance. International

collaboration with Institutions having similar objectives, and capacity building in developing countries are

also included in the objectives of the School.

It is in the foregoing background that a Brain Storming Conclave was organized by the School, with the

Chief Secretary, Government of Madhya Pradesh in the Chair on “Moving Towards Goals of Good

Governance-I” on June 07, 2008 from 3.00 pm to 6.30 pm at the National University of Educational Planning

and Administration (NUEPA), 17 Aurobindo Marg, New Delhi to seek innovative ideas and suggestions on

critical issues and dimensions of Good Governance from a mix of experienced functionaries of the


2

Government and academia from institutions like Indian Institute of Technology (IIT), Indian Institute of

Public Administration (IIPA), Indira Gandhi National Open University (IGNOU), Jawaharlal Nehru

University (JNU), NUEPA, Cranes Software Ltd. Bangalore and Indian Statistical Institute (ISI). Following

suggestive list of issues was circulated as a pre-brain storming conclave to facilitate more focused discussion.

Many more issues emerged during the deliberations that followed.

• Building efficient Bridges between research, policy and practice. Time taken in carefully designing

and developing a new policy pays rich dividends in accomplishing the well defined and desired goals.

• Restoration of public confidence in governance. Economy in Japan grew very fast but a strong view

has emerged according to which a total focus on economic development alone lead to neglect of other

important responsibilities of the Government leading to lack of public confidence in governance.

• Creating space and motivation for innovations and their applications in governance by functionaries

at different levels.

• Facilitating an environment of change for adoption / adaptation of best practices for their replication

and up scaling.

• Measuring Impact and monitoring quality of delivery systems for Continuous improvement.

• Creating public value propositions that command legitimacy and support from a variety of

stakeholders.

• Strategies for effective governance in rural, less developed and distant dwellings.

• Strategies for Development of Public Private Partnerships (PPP).

• Inbuilt Systems for Capacity building to deal with emerging challenges.

• Community empowerment and participation in governance.

Before, we proceed further with these proceedings, we on behalf of the School of Good Governance and

Policy Analysis (SGPA), would record our gratefulness to the Chief Secretary, Government of Madhya

Pradesh and the Chairman of the Brain Storming Conclave Sri Rakesh Sahni, Sri Sudeep K. Banerji,

Chancellor of NEUPA and other distinguished Academia and Government Officials for their support to this

activity of SGPA by their brilliant, experienced and foresighted deliberations in the Brain Storming Conclave.

A brief and pointed summary of these is given below.

2. Address by the Chief Secretary and the Chairman of the Conclave.

In recent years we have witnessed tremendous concerns on improving the quality of governance. In this

scenario, the United Nations has setup a United Nations Centre for Governance (UNCG) at Seoul in June

2006. The concept and form of Good Governance is in the process of evolution. We in Madhya Pradesh came

up with the idea of setting up of this School, essentially to act inter alia as a think tank for the Government.

We struggled with ideas and deliberated at length before conceptualizing the basic structure and functioning

of the School to meet the challenging tasks assigned to it.


3

Pict. 1. Sri Rakesh Sahni, Chief Secretary, Govt. of Madhya Pradesh.

We kept in view fine distinction between good governance and smart governance. As you all know

Prof. Dikshit has a long experience of institution building and he made tremendous efforts to start the School

from a scratch. I was aware of the difficulties and road blocks that he would encounter and therefore on many

occasions intervened directly to help him in the task of setting up the School. The task was in my priority

list.

To begin with I would project following expectations from the School and I am sure during the discussions

I will have many more occasions to intervene and put my views across.

• To serve as a knowledge hub for nurturing of good, innovative and futuristic ideas that are robust and

sustainable in ensuring their actual transformation to the grassroots.

• To serve as a storehouse of actionable policies, best practices prevalent globally, nationally and of

course locally for their need and context based analysis for adoption, adaptation or up scaling in

consultation with all the stake holders.

• To position itself as a world class institution for advanced studies and research in the area of governance

in the public sector at a time when international debate and discussions are going on even in defining the

concept of good governance in the public sector.

The Chief Secretary then invited the members present to deliberate on the first issue of

• Building efficient bridges between research, policy and practice.

Dr. Dikshit expressed his personal gratitude to the Chief Secretary on behalf of the School for his keen


4

Pict. 2. From left to right: Sri Sudeep K. Banerji, Chancellor NEUPA,

Sri B.S. Baswan, Director, IIPA, Dr. Ved Prakash, Vice-Chairman, University Grants

Commission.

interest and most valuable and spontaneous support extended to him in the development of the School.

Specific points that emerged from the discussions that followed are given below.

3. Deliberations and interventions

Sri Sudeep K, Banerjee: I really compliment the Government of Madhya Pradesh and the Chief Secretary

for having thought of setting up this institution with a very futuristic vision. Government supported

knowledge resource institutions often provide important inputs for the initial process of planning of policies

which enable Government to come up with more intellectually rigorous kind of programmes. However as the

Chief Secretary observed in many cases objectives of the initial policy get sucked in the administrative

process of policy implementation. Administration has of course to play an important role in policy

implementation and it would not be very advisable to over burden knowledge resource institutions with the

process of implementation. At the same time if such institutions are not given any role or marginal role in

policy implementation then they feel ignored and any interest beyond the policy development gets lost. This

leads us to a situation in which the people in administration responsible for implementation have no scope of

getting important and independent inputs for objective and critical analysis from an external knowledge

resource which are necessary for any amendments or corrections required for improvement of the process of

implementation. My specific suggestion for the School therefore is the following.

• On one hand the School should actively contribute through knowledge support in policy formulation

by the Government and continue the same in policy implementation to the extent that the administration

is enabled with critical objective analysis of the policy and process of implementation. Establishing an

ideal balance between these two roles from the beginning may be an important task for the School.

Sri R. Gopalkrishnan : Setting up of School of Good Governance and Policy Analysis, which has to act

inter alia as a think tank for the state government is indeed a very relevant initiative. States like Andhra,

Gujarat, Karnataka, Maharashtra, Tamil Nadu and of course Delhi have the advantage of each having a

critical mass of institutes of national eminence to provide knowledge support to the government and the

respective states have greatly benefitted by tapping these knowledge resources available locally but outside

the government system. The state of Madhya Pradesh has suffered because of lack of such a support so that

the entire process of imagination got confined to the four walls of the government. I have fond recollection


5

Pict. 3. From left to right: Smt. V. Shrivasatava, Resident Commissioner, M.P. Govt., Dr. S. Garg,

Ex-PVC, IGNOU & Commonwealth Expert in Lesotho, Sri Gopal Krishnan, Joint Secretary, PMO,

Govt. of India, Dr. Karmeshu, Computer & Systems Science Department, JNU, New Delhi.

of our active association with Prof. Dikshit, who was available at Bhopal, when we conceived and launched

the Head Start project in Madhya Pradesh for massive computer literacy in primary schools.

Supporting further the recommendation made by Sri Banerjee and realizing that a critical mass of

institutions of national eminence are in the process of being set up in the state, I would like to suggest the

following.

• The School should be able to ensure inflow of knowledge support to the systems of governance for

policy formulation and objective critical analysis in implementation by coordinating with the

upcoming institutions of eminence in the state. Such inputs would also be useful for effective and time

bound handling of new opportunities that are linked with new funds, available from different sources.

I do not have too many suggestions to offer about the content for the School. However, I would cite the

example of a truly international institution: the Nalanda International University which is being developed

near Patna as a Knowledge Institute of 21st century but drawing on the great intellectual traditions of Nalanda,

The Mentor Group for this Institution is chaired by Prof. Amartya Sen, Recipient of the Sveriges Riksbank

prize in Economic Sciences in the memory of Alfred Noble in 1998 for his contributions to Welfare

Economics for the year 1998. The other members of the group include Mr. George Yeo, the Foreign Minister

of Singapore, Mr. Ikuo Hirayama, Prof. Wang Bengwei of Beijing University, Prof. Sugata Bose of Harvard

University, Lord Meghnad Desai, Emeritus Professor, London School of Economics and one official each of

the Government of India and Government of Bihar. In analogy with this I would recommend the following.

• The content of the School should be reflected and decided by a mentor group consisting of some of the

best minds with experience and interest in the objectives of the School.

This group could decide as to how the institution should facilitate critical knowledge support to the

processes of decision making and implementation by the government. Besides this the School should be able

to develop a knowledge resource hub with interactive platform, to ensure collective efforts of all stake-holders

to achieve the goals of good governance.


6

Dr. S. G. Dhande: In my present job which concerns administering of one of the premier institutions of

our country I cannot claim either to be a full time academic nor I can pretend to be a practitioner of

governance. My deliberations will therefore be based on my general perception of the system of governance.

The contemporary dominating focus on professional education has lead to a situation in which education in

several sectors crucial for national development gets neglected. I believe that the complexion and

complexities of systems of governance have undergone enormous transformations bringing in new challenges

and new opportunities which demand new knowledge inputs and new approaches in governance. I wonder as

to why we still continue with the age old qualifications for personnel who are expected to handle responsible

government assignments. This question has direct relevance to moving towards the goals of good governance

and needs to be addressed separately but in the existing scenario I would like to recommend the following.

• The School should provide knowledge support and facilitate visits by people in administration for

varying periods to discuss and develop ideas, actionable schemes and programmes and also to receive

independent analytical feedback about the process of implementation from time to time.

• For effective need based knowledge support and analytical inputs visiting arrangement for Experts and

Internships for students from institutions of importance should be developed.

With the permission of the Chair, I would like to express my serious concerns and strong reservations

about neglect of studies and research in the area of governance in public sector which affects our whole civil

society at the cost of governance in corporate sector by even the Government funded institutions like the

IIMs. I am not against the growth of corporate sector, but what I mean to say is that just meeting the

requirements of corporate sector with neglect of general needs of our society and our country cannot be

justified. I think we are at a great loss to notice that in spite of the existence of several world class institutions

in our country there is a very acute shortage of manpower which has undergone rigorous, systematic and

focused training in governance of Education and Health sectors. I can cite several other sectors of great public

importance which suffer due to similar deficiencies of manpower in those sectors. There are of course a few

short term courses being run for in service government functionaries but the content and duration of these

programmes is far too short. In this context I have the following recommendation for the School.

• The School should develop world class facilities and environment for studies and research in the

emerging area of good governance in the public sector to emerge as one of the pioneering institution in

the country.

Drawing analogy from what I see happening in most of the universities and other institutions of higher

learning in the country where the Vice-Chancellors or the Heads of the Institutions with whatever academic

eminence find themselves mostly busy with nonacademic problems instead of devoting their time to support

advancement of studies and research, I feel that in other systems including that of the government most of you

are not left with any reasonable time to think of your own once you become the Head of the unit.

• There are two distinct and mostly disjoint classes of works viz. the important and routine (which is often

urgent also) and I believe the former gets lost under pressures of the latter. How do we correct such a

situation?

The HARVARD Kennedy School (John F. Kennedy School of Governance) Centre seems to be a role

model for free entry and exit of academics from universities and personnel working in the Government sector,

to facilitate their collective efforts for the benefit of both the sectors and of course the systems of government.


7

This provides ideal interface and interchange of personnel in the two streams viz. that of Government and

Academic Institutions.

• I therefore formally appeal to Prof. Dikshit in whose abilities I have great confidence to lead an

important national role by establishing interactive convergence between the academics and

administrators through the efforts of the School of Good Governance.

I would imagine that this process of brain storming would be a regular feature for the School and the

institution will emerge with unique and farsighted agenda, programmes and action plans not only for Madhya

Pradesh but much beyond that.

Chief Secretary and Chairman: I thank Dr. Dhande who made some very valid points. However, there is

a major difference in the inherited system of governance in India and the American system of governance. In

the American System the secretaries are really the Ministers who come from the open market while in our

case Secretaries are permanent civil servants and the Ministers are the counterparts of their secretaries. They

also come in from the open market. There is no bar on a real professional becoming a Minister, but that rarely

happens in our country.

Prof. Dikshit would recall that I emphasized the following aspect in all our initial meetings and dialogues.

• I absolutely agree with him that the management training that is normally imparted produces a good

manager who is capable of achieving maximum profits which are easily measurable in monetary or

other gains of physical nature. In fact we intend to focus our goal with much wider spectrum in view.

Sri R. Gopalkrishnan: I would not take long Mr. Chairman, but would just like to flag one issue which is

about the enabling legislations 73rd

and 74th (amendment) Act. While looking at the performance of different

states, we find that natural regression is taking place in its implementation which may ultimately lead to

ineffectiveness of these amendments. The vested interests for obvious reasons do not allow the decentralized

processes to work. Thus the idea that we have taken up with the Department of Panchayati Raj is that in the

transitory period unless you would allow the vested interests to become partners in your venture you may not

be able to bring in the desired reforms. Reforms are possible and indeed they are taking place also in our

country, but in many cases they have happened on account of bankruptcy of the state or on account of

external trigger like one from WTO, for example, in Pharmaceuticals sector where today we are globally

competitive because we are forced to give up our routine processes.

Chief Secretary and Chairman: The tendency to centralize power is the reality of our system due to

which the American system has an advantage over us. In their system there is always one person in-charge at

each level. In our system, it is indeed a fact that at each level somebody’s interest is being undermined by

someone else and so on. I think the Panchayati Raj System really suffers from the same ailment. We are not

able to put real democratic system in place because the stronger ones become the criticality in decision

making. I would like to pose a few questions here.

• Does the absence of a mutually agreed pace between various institutions would lead to good

governance?

• Do higher levels of tension induce increased responsiveness to the needs of the people which is the

good governance all about?


8

Dr. Ved Prakash: I would like to make a couple of observations. I feel that unfortunately, in our systems

Policy Making, Policy Analysis and Good Governance have not received the attention and focus that they

deserved. Therefore setting up of an institution like this is a very farsighted and important initiative, taken by

the Govt. of Madhya Pradesh. In my perspective, one of the prime responsibilities of this school should be to

evolve these areas of enquiry and pursuit as a major discipline for advanced study and research. As this

institution grows it would be of mutual advantage for this institution and others with allied objectives to share

expertise and knowledge and develop working relationships so that the best capabilities available in the

country are successfully harnessed for the common cause of good governance. For transformation and

reengineering of the system of governance in the country it would be important to integrate the efforts made

by this institution with the university system which has very extensive reach and knowledge potential. I think,

we have to evolve a comprehensive mechanism for policy formulation, policy analysis and policy

implementation. For example the first and second National Educational Policies of 1968 and 1986

respectively were not based on the contemporary evidences and practices. Besides this very little attention

was paid for dissemination of the policy for a massive target group of stake holders, directly concerned with

the consequences of any Educational Policy. So my first recommendation for the agenda of this new

institution is the following.

• The School should develop comprehensive procedures for Policy formulation, keeping in view the

corresponding issues and parameters involved with its implementation, governance and capacity

building.

Such efforts of the School should be complemented by development of linkages with specialized

institutions working in the area of capacity building. Strategic management cycle where we diagnose a

problem, plan required change, execute it and then monitor it for its impact could be a good tool for achieving

good governance provided we can ensure plugging in of any gaps in the cycle. I would also like to observe

that in many areas of governance we have not been able to bring in substantial change from what we had

inherited from the British Rule.

Chief Secretary and Chairman: I would tend to agree with some of the above points with exception

about two points. I think we have come very far away from what we have inherited by way of Government

structures. I have the habit of looking into old documents of the British days and comparing it with what we

have today. Let me tell you that quite apparent gradual changes in the systems that operated in 1915, 1940 and

early 1950 and what we have now, have been taking place continuously. So let us not be carried away by

certain misconceptions. There was a Collector of District at one point of time; there is a Collector also today

which does not mean that the system of government is the same. In fact there is vast difference in

responsibilities, functions etc between the collectors at that time and those working today. A district in earlier

days was perhaps equivalent to 10 districts of today. Besides shrinking of area to be governed the role too has

undergone phenomenal change.

The value attached to the impact due to efforts of any single individual is not a desirable proposition in any

democracy. This phenomenon could be very infectious for a democratic system; anything which undermines

the inherited system and breaks a few established icons is a very infectiously attractive proposition.

Government has a system based on a well defined structure and I believe, governance as an idea has

undergone quite a bit of transformation over the years.

Sri Ashok Das: Sri Banerjee made a very valid point, We have witnessed three phases of Panchayati Raj in

Madhya Pradesh and we are currently passing through the fourth one. Introducing Gram Sabha with well


9

defined Rules is fairly convenient for social audit and other related issues with the objective of bringing about

greater transparency in their functioning. But, unfortunately three or four influential people dominate the

working of Gram Sabha which vitiates the basic purpose of setting up Gram Sabhas and deprives the poor

from projected benefits. Similar observations can be made about impact of some other policy issues and

decisions. I would therefore recommend the following for the School.

• To undertake studies for measuring impact of schemes in terms of the ultimate benefits for the poor and

suggest appropriate measures wherever necessary to ensure the real objective of such schemes.

Chief Secretary and Chairman: I absolutely agree with what Sri Sudeep Banerjee was saying. A school

that is essentially sponsored by the state is not in a position to be able to act as an agency for projecting the

views from the grassroots. The school can facilitate this process and I think that is what Sri Banerjee was

talking about. The academics by their very nature of training in higher studies and research tend to be more

independent in their thinking and approach. However, this is a tricky job for both, the academics in the School

and for whoever is in my seat because of the tremendous growth over the last few decades in the level of

impatience and the level of intolerance with criticism of the people in the Indian society.

Any institution like this School, which depends on the financial support of the establishment, has to position

itself carefully in dealing with any critical analysis of the establishment. This has to be handled by putting

forward genuine facts, convincing reasoning and sound analysis, taking the establishment into confidence

and in the form of advisory without bothering too much about its acceptance or otherwise. With this

approach, I believe that the credibility of the institution will get established over a period of time and people

managing the system of governance would be motivated to look forward to seek support from the institution.

Dr. G. S. Dhande, Dr. S. C. Garg, Dr. Rajeev Karandikar and Dr. Karmeshu: There is worldwide

focus on development of Knowledge Society. This propels the knowledge resource institutions to position

them for handling new challenges and dimensions of development. This also provides great opportunities for

their important contributions for the cause of national development which of course includes good governance

as an important component. It is therefore very essential that besides continuing with their advanced studies

and research in specialized areas the faculty should look around for applications of their knowledge for the

benefit of our people. One of the pre-requisites for this seems to transform our rigid systems confined to four

walls of the institutions more flexible, open and capable of outreach. There has been some visible change in

some of the Institutions and we cite the following very successful interventions made by the IIT-Kanpur-IIM-

Ahmadabad and IGNOU recently.

As infrastructure development grew at a fast pace in our country, we realized a very acute shortage of

experts available in the country and we had to depend on consultants from abroad which increased costs

enormously. To meet this challenge, IIT-Kanpur, IIM-Ahmadabad and Infrastructure Development and

Financial Corporation (IDFC) took the initiative of creating a Virtual Research Centre which successfully

worked to produce the required manpower over a short period of time.

Considering the serious problem caused by fast increasing number of patients with cardiac problems and

extreme shortage of trained doctors in handling the patients, the association of Cardiac doctors projected the

urgent requirement of about 10,000 specialists whereas the total annual capacity of all recognized medical

colleges in producing specialists in this area was only nearly 180 per annum. At this stage Prof. Dikshit as the

then Vice-Chancellor IGNOU in consultation with internationally famous experts like Dr. Trehan of Escorts


10

Pict. 4. From left to right: Sri Ashok Das, Principal Secretary Finance, Govt. of M.P.,

Dr. Rajeev Karandikar, Vice-Chairman, Cranes Software International Ltd. Bangalore,

Dr. G. S. Dhande, Director, IIT-Kanpur.

and Dr. Shetty of Narayan Hrudayalaya and many of their colleagues decided to shift the venue for

development of course design and content to these famous hospitals for easy availability of the specialists.

This important decision ensured very active collaboration between distance education experts of IGNOU and

cardiologists and a PG Diploma Course on clinical cardiology is ready for launch by IGNOU. A large number

of applicants holding MBBS degree from recognized institutions have applied for training under this

programme at the selected specialized hospitals of repute.

There are many examples of very successful applications of Modeling, Optimization and Operations

Research Techniques in issues which have direct connection with governance. In recent years considerable

attention is being attached to area wise estimates of foot prints of water and other basic sources that provide

important inputs for sustainable planning and development. These studies also require specialized intellectual

inputs.

We think that one important study which can be mounted straight away by the school is the following.

• The School should be able to develop general key indicators for good governance in the State through

interactions of the academia, functionaries in the government and other stake holders for mounting

such parameters across the districts of the State.

We may put a word of caution because some such initiatives in other sectors have not worked when

considered across the different states because no political group in power in electoral democracy would accept

anything less than the best. But within the state, I am sure this should be possible to develop the parameters to

assess impact of governance.

Chief Secretary and the Chairman: We are pleased to learn about the interest of the academia to reach

out to the people by supporting practical applications of their knowledge for the welfare of the people. In

passing you have said something which is very agreeable and which is very fundamental to this whole

discussion. In fact generally good governance is not good politics. That is why there are very few exceptions


11

where good governance prevailed over political gains. However, the relationship between good governance

and good politics is a very complex matter on which lot of debate and discussions are going on in the country

and elsewhere. I would like to close this issue by appreciating the different views expressed in this meeting

also.

Before we close the discussions in this meeting I would highlight the following another very significant

issue raised by the DG in his presentation on which we should have a separate discussion on some other

occasion

• Restoration of public confidence in governance.

Finally, I am indeed very grateful to all of you for lot of good ideas which have emerged from this meeting.

We would try our best to integrate them in the future development of the School.

DG, SGPA: We express our gratitude to all of you for your participation and important contributions to

this brain storming conclave and look forward to your association and guidance in building this School as a

world class institution in the emerging area of Good Governance. We are extremely grateful to the Chairman

and the Chief Secretary for his brilliant interventions and ideas and his guidance and valuable support in

setting up of this new institution.

We also extend very special thanks to Sri Sudeep K. Banerjee the Chancellor, NUEPA and

Dr. Ved Prakash, Vice-Chancellor, NUEPA for providing all support in holding of this meeting in such a

beautiful campus full of greenery.

References

1. Tsuru Kotaro, Keizai kyoshits column , October 4, 2006 issue of the Nihon Keiza Japan.

2. Mike Davidson, The Transformation of Management, Butterworth-Heinemann, 1996.


12

4. School of Good Governance & Policy Analysis

Aims and Objectives

1. In the Global-Local context, to act as 'Think Tank' in the field of good governance;

To analyze the Policies of Government and to assess their impact on the target group.

2. To analyze key issues in Good Governance, identify problems and to suggest solutions

for them, develop action plans and support implementation of these plans.

3. To create a bank of "Best practices", methodologies and e-governance programmes and

their dissemination.

4. To provide consultancy services towards improving the prevailing administrative

system and required restructuring.

5. To identify those areas for change and reform that will make the most positive impact

in improving administrative performance and achievement.

6. To provide institutional mechanisms to local, national and international institutions and

stake-holders for people-centric administration.

7. To provide technical support and advisory services to the local bodies, states, national

and international institutions in the areas of programme structuring and implementation,

action research, change management and administrative reform.

Vision

“Equal opportunity to all through Good Governance geared to

improve the quality of lives of our People.”

Mission

“Develop Knowledge Resource Hub and Repository and other

strategies, to motivate and encourage strengthening of Good

Governance, which is more transparent, participative, accountable

and focused on improving the quality of lives of our people.”


13

List of invitees to the Brain Storming Conclave

1 Sri. Sahni, Rakesh, Chairman

Chief Secretary,

Govt. of Madhya Pradesh

Bhopal.

2 Sri. Banerjee, Sudeep, K.,

Chancellor, National University of

Educational Planning and

Administration, New Delhi.

3 Sri. Baswan, B. S., Director, Indian

Institute of Public Administration,

New Delhi.

4

Dr. Bandyopadhyay, D. K.,*

Director, Indian Institute of Forest

Management (IIFM), Bhopal.

5

Smt. Chahal, I. M.,* Principal Secretary,

Govt. of Madhya Pradesh, General

Administration Department, Bhopal.

6

Sri Das, Ashok, Principal Secretary,

Govt. of Madhya Pradesh,

Finance Department, Bhopal.

7 Dr. Dhande, Sanjay G., Director

Indian Institute of Technology (IIT),

Kanpur.

8 Dr. Dikshit, H. P., Director General

School of Good Governance and

Policy Analysis, Bhopal.

9

Dr. Garg, S.C., Commonwealth

Expert Consultant in Lesotho and

Ex-Pro-Vice Chancellor, Indira

Gandhi National Open University

(IGNOU), New Delhi.

10

Sri Gopalakrishnan, R., Joint Secretary, Govt. of India,

Prime Minister's Office,

New Delhi.

11

Dr. Karandikar, Rajeev,

Vice-Chairman, Cranes Software

International Limited, Bangalore and

former Professor in Indian Statistical

Institute, New Delhi.

12

Dr. Karmeshu, School of Computer and Systems

Sciences, Jawaharlal Nehru

University (JNU), New Delhi.

13

Sri Kumar, Sunil,* Joint Secretary,

Govt. of India, Ministry of Human

Resource Development, New Delhi.

14

Sri Mishra, Satyanand,*

Secretary, Govt. of India,

Department of Personnel,

New Delhi.

15

Sri Nath, Sudhir,* Secretary,

Govt. of India, Department of Sports

New Delhi.

16

Dr. Prakash,Ved, Vice-Chairman,

University Grants Commission and

Ex-Vice Chancellor, NEUPA,

New Delhi.


14

17

Sri Sharma, Pravesh, * Principal Secretary, Govt. of

Madhya Pradesh, Farmers Welfare &

Agriculture Cooperation Department,

Bhopal.

18

Smt Shrivastava, Vijaya, Resident Commissioner,


New Delhi.

19 Prof. Singh, D.K.,* Director

Indian Institute of Management (IIM),

Indore.

20

Sri Upadhyay, M.M.,*

Principal Secretary,


Medical Education Department,

Bhopal.

21

Sri Verma, Uday,* Additional Secretary,

Govt. Of India, Ministry of Information

and Broadcasting, New Delhi.

22

Sri Shrivastava, Sanjay, Manager - Finance

School of Good Governance and

Policy Analysis, Bhopal.

(*) Invitees who could not participate due to some other engagements.

A workshop on Website Quality,

Accessibility and Security was organized by

SGPA in collaboration with STQC, Deptt. of

IT, Govt. of Madhya Pradesh and gtz (Under

German Federal Govt.).

Training Module for Government Staff in

Mantralaya of Government of Madhya

Pradesh, Vallabh Bhawan, Bhopal.

ideasforcm.in Seamless access and opportunity to civil society for participation in policy framing

and implementation by the Government of Madhya Pradesh.

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Documents

ˇ ˚˜ ! I · Moving Towards Goals of Good Governance - I Contents 1. Foreword by the Chief Secretary, Government of Madhya Pradesh i 2. Preface by the Director General, School of