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Status of Action Taken Report on Recommendations in Evaluation Report of KEA

I. Title of Evaluation Study: Evaluation of Performance of New Government Electric Factory (NGEF) (Hubli) Ltd. [January-2016]

Department: Public Enterprises [ATR Date: 17.02.2017]

Consultant Organization: M/s. Rural Ecological and Agro Development Institute (READI-INDIA)

Sl.No. Recommendation Action Taken by Department

1. Enhance infrastructure/plant machinery and equipments to produce higher ranges in required numbers to meet the changing demand.

Some recommendations which are under way on experimental basis.

As per the recommendation we have diversified out activities such as Repair and Manufacturing of Transformer business, out sourcing G1, G2, G3 Motor business with the support of our Business Associates, this will enhance the volume of business and attain financial viability.

2. Add new product lines like transformer manufacture since there is huge demand for them. Tap markets within the state and outside (with electricity supply Companies and other bulk users.) Provide financial support for this purpose

3. Carry out a detailed market demand study for transformers to assess the annual requirement before taking up transformer business.

4. Consider appealing GOK to take a policy decision under which all the Government Department and undertakings are advised to use NGEF products instead of buying from open markets under Tendering system subject to quality priority.

5. Consider appealing GOK to consider waiving duties and taxes in order to reduce the cost of production; (for a fixed period of say 3-5 years till the company reaches a viable status and stands on its own)

6. Take aggressive marketing through a young them of field force. In addition, provide motivation to the dealers, in monetary and non-monetary terms to cope up with competitors.

7. Consider outsourcing in some activities (other than transformer) since the present facilities are not adequate to augment motor production/transformer manufacture; while doing so necessary safeguard should be provided in the agreements on a long term basis so that private manufacture do not compromise on quality and bring bad name to the company and start dictating terms.

8. Formulate a plan for reduction of surplus workforce through Golden Handshake Recommendation and Action Taken Report of Studies Conducted by KEA 1


or deputation to other GOK agencies/departments where there need for such workforce.

9. Induct technical workforce in phases synchronizing superannuation and increase in sales.

10. Introduce cost/management accounting and cost control system in addition to the present MIS, to facilitate close monitoring of the performance of the company and taking corrective step

Financial11. A clear cut costing system should be put in place. The present system of costing

is lacking with lot of shortcomings. There is an immediate need to engage a cost consultant to design the costing system and to revisit the entire costing policy.

To cut the over head cost we have deputed some of the willing employees to government organizations this has reduced the financial burden to the company to some extent.12. It is recommended to have a strong inventory policy focusing on ordering,

issuing and managing the stocks. Presently there is no systematic inventory policy and there is no proper ordering policy as well existing. Even though ERP system is introduced, most of the people who are working at stores are not familiar with working and usage of ERP system.

13. Computation of Cost of product is not significant and there is no base on which standards are fixed. There is no proper cost sheet maintained and no one is aware of on what basis the standards are fixed. This is resulting in high cost and there is urgent need to address this issue and see to it that proper cost data are gathered and used to arrive at cost of production.

14. As per the feedback of the dealers and also our interaction with them, it is clear that NGEF brand is still prevalent in market and there are lot of customers who still prefer to buy NGEF motors in high numbers. There is lot of demand but, there is huge supply shortfall which is resulting in not catering to market demand. As we can see that the capacity is not getting utilized fully, the company should work towards, better capacity utilization and should target to achieve at least 80% (from present 50%) and see that it caters to the market demand. For this purpose NGEF may seek financial assistance from GOK or seek additional accommodation from Banks under GOK guarantee.

15. The GOK might consider providing Rs.10 Crores as proposed by NGEF to meet with demand and manufacture of transformer.

Recommendation and Action Taken Report of Studies Conducted by KEA 2


16. Replacing of old machine with sophisticated a better technology machine and having a proper maintenance policy of existing machine. It is found that the machines used are not contributing to high sales, the reason being because of obsolescence and poor maintenance. The firm should bring an effective machine management policy and address this issue on top priority.

17. MIS (Management Information System) reporting system should be developed in a robust manner. The main drawback which we found is that there is no proper data available on time and the data available is also not accurate and clear. The firm should have a strong MIS reporting introduced and all the critical and important data should be shared on timely basis (daily/weekly/monthly etc) to the management for taking further decisions.

18. Better unitization of human resources. It is found from the HR records that 96% of the employees have more than 24 years of service to their credit working for NGEF and somewhere the company is not capitalizing on the rich experience of such people to improve productivity and efficiency. The firm should work towards motivating these employees in using their rich experience in increasing efficiency and productivity to greater extent. There seems to be lack of coordination and co-operation between different levels of management when it comes to the question of delegation and accountability. Management should aim at bridging this gap. Training for skill staff upgradation of technical should be prioritised.

19. Dealers have complained on the poor packing conditions under which motors are dispatched and this needs to be taken care. A cost effective packing system should be introduced to make sure that there is no sever damage caused to the motors while in transit and at point of unloading.

20. There are some complains of deteriorating quality standards and this was openly expressed by few dealers. Firm should take strong measures to improve quality by having better quality control and checks in place and see to that all the standard are fulfilled before dispatching the motors.



II. Title of Evaluation Study: Evaluation study of Karnataka Road Development Corporation Ltd. (KRDCL) [August -2015]


Consultant Organization: M/s. Technical Consultancy Services Organization of Karnataka (TECSOK)

Sl. No. Recommendations Action Taken by Department

Short-term practicable recommendations1. Adopting Strategic Option Study (SOS) and preparation of data base to

avoid duplication. To prioritize projects based on need, rather than adhoc method.

The recommendation being implemented based on the prioritization of projects (CORE ROAD NETWORK-Roads) approved by Govt.

2. To establish an asset inventorization and management system for day-to-day monitoring of the operations, administration, revenue generation etc.,

To co-ordinate environment issues, environmental specialist is appointed.

At present project requirement for environmental clearance are very few as such full fledged environmental section may not required. However, constitution of environmental section is being taken up with the Govt.



3. Development of in-house expertise for various projects, will enable company to save some costs spent for consultancy /outsourcing. Preparation of DPRs shall be speeded up in order to save time. Deployment of supervision & quality control consultants having international expertise would help the organization in increasing technical knowledge for their staff.

The Officers of the company are being deputed to various training courses for updating the technical know how and present trends.

Deployment of supervision and quality control consultants having international expertization have been implemented in World Bank Assisted Co-finance projects where in original foreign based companies with Regional Office in India have succeeded in bids floated internationally for independent engineer. The Transfer of International best practices in contractual, constructional, environmental and R and R issues are being achieved.

With the aim of developing in house expertisize, KRDCL has made provision of training of clients engineers as one of the components in TOR.

Long-term practicable recommendations1. Providing/allotting government lands all along the roads at strategic

locations for commercial development would enable PPP concessioner in increasing income from such projects. These provisions in PPP mode projects would enhance life cycle benefits and would attract more projects under their mode.

PPP Road Projects are taken up based on policy guidelines of Govt. of India wherein allotment of Govt. lands all along project road is not envisaged.

This is a policy decision to be taken by the Govt.

2. Government may allocate traffic worthy roads to the company for implementation under BOT/BOLT/PPP mode and allow to collect toll charges for creation of its own revenue base, which will ensure long term sustainability.

Govt. has accorded approval for collecting user fee on 19 roads developed by KSHIP & KRDCL. Terms of reference is in preparation. Tenders will be floated & toll collection will be taken up through private agency.

Toll collection has been commenced on completed project. i.e Sandur-Hospet with effect from July-2016.

6 projects have been taken up on hybrid annuity mode which are expected to complete by the year 2018. After completion of these projects, debt service is to be done through toll collection.



Proposal for according Right of Way permission for proving optical fiber cable on all State Roads (under PWD jurisdiction) through KRDCL is submitted to Govt. for approval. Income generated will be used for Road Projects by Ring Fencing.

Recommendations requiring change in policy1. Creation of separate State Highway fund would enable the company to

take up the projects independently without depending on government grant / deposits.

Ownership of the roads and other assets shall be with the company enabling it to raise loans from financial institutions for taking up more and attractive projects by pledging the same.

The company shall have its own permanent staff including engineers and it is desirable for less dependent on deputation staff for the works.

Developing border check posts at strategic locations as prevailing in other states, would result in increased income to the company. Indirectly, this will also help in control over loading and damage to the State roads due to heavy loading and reduce unauthorized entries.

Necessary proposals for change in policy as recommended by M/s. TESCOK will be taken up with the Govt.

2. Taking up more number of PPP project under various modes would enable the company to become less dependent on government grants and sustain on its own in the long run.

Based on the recommendation of financial planning & transanction advisory consultants a list of good traffic roads of 14 nos 1176 kms has been sent of Govt. for taking under PPP mode. Communication form Govt. is awaited.



III. Title of Evaluation Study: Evaluation of the performance of North Western Karnataka Road Transport Corporation (NWKRTC) [July-2014]


Consultant Organization: M/s. Institute of Public Enterprise (IPE), Hyderabad

Sl. No. Recommendations Action Taken report by the Department

Recommendations: Vis-à-vis Challenges And OpportunitiesThe organization structure and associated delegation of authority in NWKRTC seems to be delivering the results to some extent after the splitting of the monolith Corporation namely, KSRTC.. However, there is a need to design a decision oriented MIS in order to make decisions yet more effective and profit oriented.Such an MIS and also a Decision-Information Matrix (DIM) could easily be designed without much difficulty as has been the experience of this author in a large STU.

The following recommendations are made which will go to boost NWKRTC’s performance to much higher levels and will safeguard the interests of the stakeholders namely, commuters for improved , safe and punctual services, society for less polluting buses to conserve the environment, as well as sufficiency of buses for more frequent buses, Government for employment generation and revenue thru taxes, employees for better salaries and continued employment thru healthy growth in profits from year to year and hence in the size of the undertaking and finally, NWKRTC would look to sustenance and growth amid growing competition from private and IPT modes of transport, mainly the auto rickshaws, minivans/ jeeps, etc...

1. Designing and developing a Decision-Information Matrix which will be integrated into a decision oriented , IT enabled MIS.

ಸಂಸಥ�ಯಲಲ� ಕೇಂದರ ಸರಕಾ �ರದ MoRTH ಹ ಗೂ MOUD ಇಲ ಖಯಂದ ಮಂಜೂರ ದ ITMS

ಯೋಜನಗಳನನು� ಅನನುಷ "ನಗೊೂಳಸಲನು ಕರಮಕೇ'ಗೊೂಳಳಲ ಗನುತತ*ದನು+, ಈಯೋಜನಯಡಯಲಲ�



Autometic Vehicle Location and Real Time Passenger information System ಗಳನನು�

ಅನನುಷ "ನಗೊೂಳಸಲನು ಕರಮ ಕೇ'ಗೊೂಳಳಲ ಗನುವುದನು. ಅದೇ ರೀತತ ಎಲ � MIS Report (Decision

Infomration Matrix) ಗಳನನು�ಸಮಗರರಕರಣಗೊೂಳಸಲ ಗನುವುದನು.

2. Developing new information outputs such as vehicle-wise, service-wise and route-wise profitability statements, exception reports on low performing units, routes, services ,crew and mechanics with more enriched and decision relevant information/ data content (This author could give some ideas in this behalf if required)

Developing New information outputs: ವ ಹನವ ರನು, ಸಥವ ಮ ದರೀವ ರನು, ಮ ಗ�ವ ರನು

ಸ ರೀಗೊ ಆದ ಯ ಹ ಗೂ ನಷಟಗಳ ಕನುರೀತನು ಅಗತಯ ತಖ*ಗಳು ಹ ಗೂ ಕಡಮ ಪರಗತತ ಸ ಧಸದ

ವಭ ಗ/ಘಟಕ, ಅನನುಸೂಚಗಳು ಸಥವ ಮ ದರೀ ಹ ಗೂ ಕಡಮ ಈಪಕೇಎಂ/ ಕೇಎಂಪಎಲ ಸ ಧನ ಮ ಡದ ಚಾಲನ ಸಬಬಂದಗಳ ಕನುರೀತನು ಮ ಹತತಯನುಳಳ

ತಖ*ಯನನು� ಈಗ ಗಲೇ ನಯಮತವ ಗರಸದಧಪಡಸಲ ಗನುತತ*ದೇ. ಸದರೀ ತಖ*ಗಳ ಮ ಹತತಗಳ

ಆಧ ರದ ಮಲೇ ಅಗತಯ ಸನುಧ ರಣಾ ಕರಮಗಳನನು�ಕೇ'ಗೊೂಳಳಲ ಗನುತತ*ದೇ.

3. Streamlining the set of indices of performance being presently deployed for performance review in NWKRTC

ಸ ರೀಗೊ ಆದ ಯ ಸಥರೀದಂತ ಇತರ ರಕಾ ರಯಾ �ಚರಣ ಅಂಶಗಳ ಮಲೇ ಈಗ ಗಲೇ ರಕಾ ಯ�ಯೋಜನ

ರೂಪಸಲ ಗರದೇ. ಕೇಂದರ ಕಛೇರೀ ಹ ಗೂ ವಭ ಗ ಮಟಟದಲಲ� ವ ರ ಂತಯ/ ಮ ಸ ಂತಯ ಸಭಗಳನನು� ನಡಸ

ರಕಾ ಯ�ಯೋಜನಗನನುಗನುಣವ ಗರ ಸ ಧಸದ ಪರಗತತಯನನು� ಪರೀಶೀಲಲಸಲ ಗನುತತ*ದೇ.

4. Adoption of GPS technology for automatic vehicle location and real time passenger information display as it benefits passengers with real time information on arrival of buses. Also, the LED display boards at bus stops in cities/ towns and even suburban/ mofussil bus stops could fetch lot of revenue thru intermittent display of ads on a commercial basis. The real time display of accurate information of bus arrivals at bus stop will give confidence to people waiting at bus stops who will then refrain from getting into an auto waiting to grab customers.

ಪರಸನು*ತವ ಗರ 28 ತನಖ ವ ಹನಗಳಗೊ ಜಪಎಸ ಟರಕಾ �ಲಜ ಅಳವಡಸಲ ಗರದೇ ಮತನು* 4633 ಬಸನುfಗಳಗೊ ಜಪಎಸ ಟರಕಾ �ಲಜ ಹ ಗೂ 82 ಬಸ ನಲ +ಣಗಳಲಲ�

LED ಫಲಕಗಳನನು� ಅಳವಡಸಲನು ಕರ ರಸ ಸಂಸಥ�ಯಂದ ಕರಮ ಕೇ'ಗೊೂಳಳಲ ಗನುತತ*ದೇ.

5. Reducing accidents thru Driving Simulator deployment at a larger scale as these ಹಚiನ ಅಪಘಾತಗೊೂಳಸನುವ ಚಾಲನ ಸಬಬಂದಗಳನನು�Recommendation and Action Taken Report of Studies Conducted by KEA 8


help in inculcating the correct psyche in Drivers for accident avoidance and road safety and thus in developing an attitude for safe driving.

ಗನುರನುತತಸ ಅವರೀಗೊ ಅಗತಯ ತರಬೇತತಯನನು� ಮ ನವ ನವ�ಹಣ ಪದಧತತಯಡಯಲಲ� (Manual System)

ನಡಲ ಗನುತತ*ದನು+, ಮನುಂಬರನುವ ದನಗಳಲಲ� ಸಮನುಯಲೇಟರ ಮೂಲಕ ತರಬೇತತ ನಡನುವ ಕನುರೀತನು

ಪರೀಶೀಲಲಸಲ ಗನುವುದನು.6. Training all managers at Depots, Region at at H.O to use the concept of

“Opportunity Costs” wherever possible so that they take decisions keeping in mind the opportunity costs involved, such as in deciding on cancellation, or for augmentation, between two competing routes, or

ಪರಸನು*ತ ಸಂಸಥ�ಯಲಲ�ನ ಫಟಕ ವಯವಸ �ಪಕರನು ಹ ಗೂ ಇತರ ಅಧರಕಾ ರೀಗಳಗೊ ನಯಮತವ ಗರ ಒತ*ಡ

ನವ�ಹಣ ಸಥರೀದಂತ ಇತರ ವವಧ ವಷಯಗಳ ಮಲೇ ನಯಮತವ ಗರ ತರಬೇತತ ರಕಾ ಯ�ಕರಮಗಳಗೊ

ನಯೋಜಸಲ ಗನುತತ*ದೇ.7. Initiating BOT projects even by demolishing depots and accommodating them

in ground floor of the new multi storey structure, deploying the higher floor level spaces for commercial purposes after such demand is seen arising in prime towns.

ಈಗ ಗಲೇ ಸಂಸಥ�ಯ ವ ಯಪ*ಯ ದೇೂಡಡ ನಗರಗಳ ದ ಹನುಬಬಳಳ ಮತನು* ಬೇಳಗ ವಯಲಲ� ಪಪಪ/ ಬಓಟ

ಆಧ ರದ ಮಲೇ ವ ಣಜಯ ಸಂಕೀಣ�ಗಳನನು� ನಮ�ಸಲನು ಟಂಡರ ಕರಯಲ ಗರತನು*. ಆದರ, ರಯಾ ವುದೇ ಆಸಕ*ರನು ಭ ಗವಹಸದೇ ಇರನುವುದರೀಂದ

ಪರಸನು*ತ ಬಓಟ ಆಧ ರದ ಮಲೇ ವ ಣಜಯ ಸಂಕೀಣ� ನಮ�ಸನುವಯೋಜನಯನನು� ಕೇ'ಬಡಲ ಗರರನುತ*ದೇ. ಮನುಂಬರನುವ ದನಗಳಲಲ� ಅಗತಯ ಸಮಕೇu ನಡಸ ಆಸಕ*ದ ರರನು ಲಭಯವದ+ಲಲ� ಬಓಟ ಆಧ ರದ ಮಲೇ

ವ ಣಜಯ ಸಂಕೀಣ� ನಮ�ಸಲನು ಅಗತಯ ಕರಮಕೇ'ಗೊೂಳಳಲ ಗನುವುದನು.

8. Applying the concept of ‘Strategic Business Units’ and thus aiming at improving their performance thru a ‘quantum jump’ approach rather than an ‘ incremental growth’ approach.

ಸ ರೀಗೊ ಸಂಸಥ�ಯನು ಒಂದನು ಸಥವ ಸಂಸಥ�ರಯಾ ಗರದನು+, ಸ ವ�ಜನಕ ಪರರಯಾ ಣಕರೀಗೊ ಉತ*ಮ ಸ ರೀಗೊ ಸಥವ ನಡನುವುದೇ ಮನುಖಯ ಉದೇ+ಶವ ಗರರನುತ*ದೇ. ಆದ+ರೀಂದ

ಎಲ � ಅಂಶಗಳನನು� ವಯವಹ ರೀಕ ತಂತರಗಳ (Strategic Business Units) ಆಧ ರದ ಮಲೇ ಪರೀಗಣಸಲನುಅವರಕಾ ಶವರನುವುದಲ�. ಆದ ಗೂಯ ಸಹ ಸಂಸಥ�ಯ

ನವ�ಹಣ ವಚiಕಕನನುಗನುಣವ ಗರ ಸ ರೀಗೊ ಆದ ಯವನನು� ಕೂರಢೀಕರೀಸಲನು ಅಗತಯ ಕರಮಗಳನನು� ರಕಾ ಲರಕಾ ಲಕೇಕ

ಕೇ'ಗೊೂಳಳಲ ಗನುತತ*ದೇ.9. Training all managers on the method of forecasting the depot’s month end ಎಲ � ಘಟಕಗಳ ಮ ಸಕ ರಕಾ ರಯಾ �ಚರಣ ವರದ



profit from day to day , or at least from week to week within the current month itself so that there is still some time of a few days left in the month to cause corrective action to improve the depot’s performance before the month ends.

Such a system will transform the mindsets of the Depot/ Divisional Managers into proactive and to plan in advance and take action to improve profitability rather than adopting the reactive approach, as is the case invariably.

Training maintenance mechanics on concepts of quality in maintenance and upkeep of buses, especially the ones which cater to higher income segments which demand classy and good quality services.

(Performance Appraisal Report) ಗಳನನು�ಸದಧಪಡಸಲ ಗನುತತ*ದನು+, ಆರಯಾ ತತಂಗಳನ ಅಂದ ಜನು

ವರದಯನನು� ಮನುಂದನ ತತಂಗಳನ 2-3 ನ ತ ರೀಖನೂಳಗ ಗರ ಸದಧಪಡಸ, ಸದರೀ ವರದಯ

ಫಲಲತ ಂಶಗಳನನು� ಅಭಯಸಸ ರಕಾ ಯ�ಚರಣಯಲಲ� ಪರಗತತ ಕಂಡನುಕೇೂಳುಳವಂತ ಅಗತಯ ಕರಮ ಕೇ'ಗೊೂಳಳಲ ಗನುತತ*ದೇ.

ಸಂಸಥ�ಯ ತ ಂತತರಕ ಸಬಬಂದಗಳಗೊ ಸಂಸಥ�ಯಲಲ� ಅಳವಡಸಕೇೂಳಳಲ ಗನುವ ನೂತನ ತ ಂತತರಕತ ಕನುರೀತನು

ಹ ಗೂ ಖರೀದಸಲ ಗನುವ ನೂತನ ತ ಂತತರಕತಯನುಳಳ ವ ಹನಗಳ ಬಗೊ~ ನಯಮತವ ಗರ ತ ಂತತರಕ ತರಬೇತತ

ನಡಲ ಗನುತತ*ದೇ.10. Venturing into segmented tourism to cater to the needs of Foreign Tourists as

well as Indian Tourists, providing them not only comfortable luxury coaches equipped with wifi and internet facility, GPS system, databases of doctors/ hospitals en-route with a prior tie-up with them.

ಭ ರತತಯ ಹ ಗೂ ವದೇಶೀ ಪರವ ಸಗರೀಗ ಗರ ವಶೇಷ ಸ ರೀಗೊ ಸಥವ ( ವ'ಫೈ' ಹ ಗೂ ಅಂತರಜಾ�ಲ ವಯವಸಥ�ಯನುಳಳ

ಲಕfರೀ ವ ಹನಗಳು) ನಡನುವ ಕನುರೀತನು ಇತರ ಅಂಗಸಂಸಥ�ಗಳ ದ ಕರ ರಸ ನ, ಬೇಮನಸ ಮತನು*

ಈಕರಸ ಸಂಸಥ�ಯೋಂದಗೊ ಚಚ�ಸ ಮನುಂದನ ಕರಮಕೇ'ಗೊೂಳಳಲ ಗನುವುದನು.

11. Adoption of differential pricing, especially on urban routes, to encourage travel by general public, housewives, etc., in non-peak hours.

Adoption of different pricing: ಈ ಕನುರೀತನು ಎಲ � ಸಂಸಥ�ಗಳು ಏಕರೂಪವ ಗರ ತತಮ �ನ ಕೇ'ಗೊೂಳಳಬೇರಕಾ ಗರರನುವುದರೀಂದ ಈ ಬಗೊ~ ಚಚ�ಸ ಮನುಂದನ ಕರಮ ಕೇ'ಗೊೂಳಳಲ ಗನುವುದನು.



IV. Title of the project: Evaluation of the performance of North East Karnataka Road Transport Corporation (NEKRTC) [2013-14]

Department: Public Enterprise [ATR Date: 07.02.2017]

Consultant Organization: M/s. Institute of Public Enterprise (IPE), Hyderabad

Sl.No. Recommendations Action taken by the Department

Organizational1. There are no professional directors from any of the leading transport

sectors for suggesting any best practices being followed by those corporations/concerns. Hence it is suggested that the Government may take a view to appoint two professional directors in the concerned field.

ಸ ಂಸ�ಕ ವಷಯಗಳುವೃತತ*ಪರ ನದೇ�ಶಕರನುಗಳ ನಮಕ: ಸರಕಾ �ರದ ಮಟಟದಲಲ� ಕರಮ ಕೇ'ಗೊೂಳಳಬೇರಕಾ ಗರದೇ.

2. It is also observed that there is no professional chartered accountant for leading the financial matters and also to suggest the best means for either procurement of moveable and immoveable assets or capturing new markets for obtaining low cost finances.

ವೃತತ*ಪರ ಚಾಟ�ಡ ಅರಕಾಂಟಂಟ ಗಳ ಸಥವಯನನು� ಬಳಸಕೇೂಳುಳವ ಬಗೊ~: ಪರಮನುಖ ಹಣರಕಾ ಸನು ವಷಯಗಳಲಲ� ಖ ಸಗರ ಚಾಟ�ಡ ಅರಕಾಂಟಂಟ ಗಳ ಸಲಹಯನನು� ಪಡದನುಕೇೂಳಳಲ ಗನುತತ*ದೇ. ಒಂದನು ಚಾಟ�ಡ ಅರಕಾಂಟಂಟ ಮತನು* ಒಂದನು ರಕಾ ಸಟ ಅರಕಾ ಂಟಂಟ ಹನುದೇ+ಗಳನನು� ಸೃಜಸನುವ ಪರಸ *ವನಯ ಔಚತಯದ ಬಗೊ~ ಪರೀಶೀಲಲಸಲ ಗನುತತ*ದೇ.

3. It is also observed that the corporation is incurring more expenditure towards payment of interest on the borrowed funds either from the commercial banks or any financial institutions. This may be also taken care of from the above point.

ಹಚiನ ಬಡಡದರದಲಲ� ಸ ಲ ತಗೊದನುಕೇೂಳುಳತತ*ರನುವ ಬಗೊ~: ಸದರೀ ಸಲಹ/ಶೀಫ ರಸfನನು� ಪರೀಗಣನಗೊ ತಗೊದನುಕೇೂಳಳಲ ಗರದನು+, ಮನುಂದನ ದನಗಳಲಲ� ಸೂಕ* ಕರಮ ಕೇ'ಗೊೂಳಳಲ ಗನುವುದನು.

4. It is observed from the employees details as given Annexures I to IV that the key personnel like company secretary who takes care of all the board matters and also to meet the statutory formalities and to maintain the linkage between the various Government and Non-Government Department.

ಕಂಪನ ಸಥಕೇರಟರೀ ಹನುದೇಯ ನಮಕ: ಸರಕಾ �ರದ ಮಟಟದಲಲ� ಕರಮ ಕೇ'ಗೊೂಳಳಬೇರಕಾ ಗರದೇ.



5. It is also viewed that the other key personnel as given below remains vacant:

Chief traffic Manager Chief Law Officer Controller Stores and Purchases Senior Divisional Controller Chief Personnel Manager Principal Deputy Chief Mechanical Enigneer Deputy Chief Accounts Officer Deputy Chief Traffic Manager Chief Statistical officer

ಖ ಲಲ ಇರನುವ ಪರಮನುಖ ಹರೀಯ ಅಧರಕಾ ರೀಗಳ ಹನುದೇ+ಗಳನನು� ಭತತ� ಮ ಡನುವ ಬಗೊ~: ಪಟಟ ಮ ಡರನುವ ಬಹನುತಕ ಎಲ � ಹನುದೇ+ಗಳನನು� ಭತತ� ಮ ಡಲ ಗರದೇ. ವಜಯಪುರ, ರ ಯಚೂರನು ಮತನು* ಬದರ ವಭ ಗಗಳಲಲ� ಹರೀಯ ವಭ ಗರಯ ನಯಂತರಣಾಧರಕಾ ರೀಗಳ ನಯೋಜನ ಕ.ರ .ರ.ಸ .ಸಂಸಥ� ವತತಯಂದ ಮ ಡಬೇರಕಾ ಗರದೇ.

6. This is effecting performance of the corporation. Hence, steps may be taken to fill-up the above posts.

ಖ ಲಲ ಇರನುವ ಚಾಲನ ಸಬಬಂದ ಹನುದೇ+ಗಳನನು� ಭತತ� ಮ ಡನುವ ಬಗೊ~: 2015-16ನ ಸ ಲಲನಲಲ� 2945 ಸಂಖಯಯ ಚಾಲನ ಸಬಬಂದಯನನು� ನಮಕ ಮ ಡಕೇೂಳಳಲ ಗರದನು+, ಹ ಲಲ ಕೇೂತರ ಮಂಜೂರ ತತಗರಂತ ಕೇವಲ 124 ಸಂಖಯ ಆಗರರನುತ*ದೇ. (ಅಗತಯತ 14566 ಕತ�ವಯದ ಮಲಲರನುವವರನು 14442). 2017-18 ನ ಸ ಲಲನಲಲ� 503 ಚಾಲನ ಸಬಬಂದಯನನು� ನಮಕ ಮ ಡಕೇೂಳಳಲನು ಯೋಜಸಲ ಗರದೇ.

7. Apart from the above, it is also observed that some of the line personnel are also vacant for which effective measures may be taken for filling up this gap

8. It is also observed that managing director is managing the day-in and day-out affairs of the corporation. Hence it is suggested that a second line of authority may be created and also designated as Executive Director for managing the affairs of the corporation in the absence of first line of authority and also to reduce the burden of the Managing Director in order to concentrate on more effective measures for improving the productivity of the corporation.

ರಕಾ ಯ�ನವ �ಹಕ ನದೇ�ಶಕರ ನಮಕ: ಸದರೀ ಹನುದೇ+ಯನನು� ಸೃಜಸಲನು ಸರಕಾ �ರದ ಮಟಟದಲಲ� ಕರಮ ಕೇ'ಗೊೂಳಳಬೇರಕಾ ಗರರನುವತ*ದೇ.

Operational9. In the observed from the graphs 2.1&2.2 that the staff ratio which is

being maintained at around 5 is satisfactory when compared to the other similar corporations in the country.

ರಕಾ ರಯಾ �ಚರಣ ವಷಯಗಳು1. ಇತರ ಸ ರೀಗೊ ಸಂಸಥ�ಗಳಗೊ ಹೂಲಲಸದರ ಅತಯಂತ ಕಡಮ ಚಾಲನ ಸಬಬಂದಯ ಅನನುಪ ತ: ಸಬಬಂದ ಬ ಬನು* ಆಗನುತತ*ರನುವ ಅಧಕ ವಚiದ ಹನ�ಲೇಯಲಲ� ಗರೀಷ" ವ ಹನ ಬಳಕೇ ಮತನು* ಚಾಲನ ಸಬಬಂದಗಳನನು� ಇನ�ಷನುಟ ಸಮರಥ�ವ ಗರ ಬಳಸಕೇೂಳಳಲನು ರಕಾ ಲರಕಾ ಲಕೇಕ ಅನನುಸೂಚಗಳನನು�

10. It is also observed that the line personnel working on the routes are also less when compared to the road corporations existing in the south.



ಪರೀಷಕರೀಸ ಸ ರೀಗೊ ಆದ ಯ ಮತನು* ಚಾಲನ ಸಬಬಂದ ಬಳಕೇ ಸ ಧಸಲನು ಸೂಕ* ಕರಮ ಕೇ'ಗೊೂಳಳಲ ಗರದೇ. ಹ ಲಲ ಸಬಬಂದ ಪರಮ ಣ ಅನನುಸೂಚ ಒಂದಕೇಕ 5.13 ಆಗರರನುತ*ದೇ.

11. From the table 2.2 the number of vehicles being run over and above six lakh kilometres has been showing a positive sign. In addition it is observed that maximum number of vehicles (789) have been added in the year 2009-10 while scrapping 367 vehicles in the same year. This shows the corporation intends to mobilize more new vehicles to support the new routes/schedules to increase the efficiency of the corporation and also to discard the old vehicles which are not effective. (it is better to go for a micro analysis with respect to the age /life of the buses.

2. ವ ಹನಗಳ ವಯೋಮ ನದ ಬಗೊ~ ಸೂಕಷಮ ವಶೇ�ಷಣ ಕೇ'ಗೊೂಳುಳವುದನು: ಕರಮ ಕೇ'ಗೊೂಳಳಲ ಗರದೇ.

3. ಅವಘಡ ಮತನು* ಕೀ.ಮ. ರದ+ತತಯನನು� ಕಡಮಗೊೂಳಸನುವುದನು: ರಕಾ ಲದಂದ ರಕಾ ಲಕೇಕ ವಭ ಗಗಳಗೊ ಸೂಕ* ನದೇ�ಶನ ನಡಲ ಗನುತತ*ದನು+, ತಗೊದನುಕೇೂಳಳಲ ದ ಪರೀಣಾಮರಕಾ ರೀ ಕರಮಗಳಂದ ಅವಘಡ ಪರಮ ಣ ಕಳದ ಸ ಲಲನದ ಪರಮ ಣದಲೇ� (0.09) ಸ�ರಗೊೂಂಡದೇ. ಆದರ, ಕೀ.ಮ. ರದ+ತತ ಪರಮ ಣದಲಲ� ಕಳದ ಸ ಲಲನ ಶೇ.6.2 ರೀಂದ ಶೇ.6.8 ಗೊ ಏರೀಕೇ ಕಂಡನು ಬಂದದನು+, ವ ಹನ ಸ�ತತಗತತ ಮತನು* ಚಾಲನ ಸಬಬಂದಯ ಅನಧಕೃತ ಗೊ'ರನು ಹ ಜರ ತತಯ ಮಲೇ ಮತ*ಷನುಟ ಹತೂಟ ಸ ಧಸ, ಮನುಂದನ ದನಗಳಲಲ� ಸನುಧ ರೀಸ ರಕಾ ಯ�ನವ�ಹಣಯನನು� ತರಲನು ಕರಮ ಕೇ'ಗೊೂಳಳಲ ಗರದೇ.

4. ಅಧಕ ಉತ �ದನ ಬೇಳವಣಗೊ ಮತನು* ಅನನುತ �ದನ ವಚiವನನು� ಕಡತಗೊೂಳಸನುವುದನು: ವ ರಷ�ಕ ಕೀರರಯಾ ಯೋಜನಯಲಲ� ಪರಮನುಖ ನಯತ ಂಕಗಳ ಗನುರೀಗಳನನು� ವ'ರಜಾ�ನಕವ ಗರ ನಗದ ಪಡಸಲ ಗರದನು+, ನಯತರಕಾ ಲಲಕವ ಗರ ಅವುಗಳ ಸ ಧನಯನನು� ಪರ ಮಶೀ�ಸ, ಸೂಕ* ಸರೀಪಡಸನುವ ಕರಮಗಳನನು� ಫಟಕ, ವಭ ಗ ಮತನು* ಕೇಂದರ ಕಛೇರೀ ಮಟಟದಲಲ� ಕೇ'ಗೊೂಳಳಲ ಗನುತತ*ದೇ.

5. ಅಕೂಯಷನf ರರಷಯೋ ಉತ*ಮಗೊೂಳಸನುವುದನು: ಖ ಸಗರ ವ ಹನಗಳ ಅನಧಕೃತ ರಕಾ ಯ�ಚರಣ, ಹದಗೊಟಟ ರಸಥ* ಇವ ಮನುಂತ ದವುಗಳಂದ ಗ ರಮ ಂತರ ಪರದೇಶಗಳಲಲ� ಅಕೂಯಪನf ರರಷಯೋ ಕಡಮರಯಾ ಗರದೇ. ಸದರೀ ವಷಯದ ಬಗೊ~ ಸಂಬಂಧಪಟಟ ಇಲ ಖಗಳ ಗಮನಕೇಕ ತರಲ ಗರದೇ. ಇನನು�ಳದಂತ ವರದಯಲಲ� ನಡರನುವ ಸಲಹಗಳನನು� ರಕಾ ಯ�ರೂಪಕೇಕ ತರಲನು ಕರಮ ಕೇ'ಗೊೂಳಳಲ ಗರದೇ.

6. ಅದ ಯರಹತ ಕೀ.ಮ. ಪರಮ ಣವನನು� ಕನಷ" ಮಟಟಕೇಕ ತರನುವುದನು: ಕಲಬನುರಗರ ನಗರದಲಲ� ವ ಹನಗಳ ದಟಟಣಯನನು� ನಯಂತತರಸಲನು ಜಲ �ಡಳತವು ವ ಹನಗಳ ನಗರ ಪರವಶವನನು� ನಬ�ಂಧಸದ+ರೀಂದ ವತನು�ಲ ರಸಥ*ಯ ಮೂಲಕ ನಗರವನನು� ಸನುತನು* ಹ ಗರ ಪರವಶೀಸಬೇರಕಾ ಗರರನುವುದರೀಂದ ಆದ ಯರಹತ ಕೀ.ಮ.

12. For reducing the number of break downs and cancellations etc. for which the organisation need to take effective measures to bridge this gap in the near future.

13. In case of fuel efficiency comparing to the other corporation especially in south the results are satisfactory.

14. In case of staff productivity the revenue earned is not sufficient to meet all the costs of the corporation in order to make it turnaround from red to green. Hence the targets are to be set showing an higher growth of productivity and also to cut down the unproductive costs. The major task of the corporation is to identify wasteful expenditure by improving the performance rating of working personnel. This is more needed on the line personnel activities rather than staff functioning.

15. In case of occupancy ratio the corporation is loosing so much revenue because of the poor occupancy ratio. It is observed that schedules pertaining to rural areas are unable to mob passengers. This is due to the non frequency of bus timings, bad roads and also seasonal effects.

16. *With respect to dead kilometres it is observed that there is a continuous increase in these kilometres which is a major loss to the corporation. As a result of which the total loss has also increased over the years.

17. It was informed that the corporation used to have direct linkage with the oil companies for getting the diesel in order to fill up the buses at the



appropriate places without loosing any un effective kilometres. Hence, the corporation has to think of for a major change for s policy decision to review the above problem.

ಅಧಕಗೊೂಳಳಲನು ಪರಮನುಖ ರಕಾ ರಣವ ಗರದೇ. ಉಳದಂತ ಬೇರ ರಕಾ ರಣಗಳಂದ ಉಂಟಾಗನುತತ*ರನುವ ಆದ ಯರಹತ ಕೀ.ಮ. ನಯಂತರಣದಲಲ�ರನುತ*ದೇ. ಆದ ಯರಹತ ಕೀ.ಮ. ಪರಮ ಣ ಪರಸಕ* ಸ ಲಲನಲಲ� ಶೇ.3.4 ಇದನು+, ಕಳದ ಸ ಲಲಗರಂತ ಶೇ.0.4 ರಷನುಟ ಕಡಮರಯಾ ಗರದೇ.

7. ಖ ಸಗರ ಡಸಲ ಬಂರಕಾ ಗಳ ಮೂಲಕ ಡಸಲ ಖರೀದಸನುತತ*ರನುವ ಬಗೊ~: ಹ ಲಲ ಪರೀಸ�ತತ ಬದಲ ಗರದನು+, ಮ|| ಬ.ಪ.ಸ.ಎಲ . ವತತಯಂದ ನರವ ಗರ ಡಸಲ ನನು� ಖರೀದಸಲ ಗನುತತ*ದೇ.

8. ಪ ಶರವ ಕೀ.ಮ. ರದ+ತತಯನನು� ಕಡಮಗೊೂಳಸಲನು ಪರರತ fಹಧನ ಯೋಜನಯನನು� ರಜಾರೀಗೊ ತರನುವುದನು: ಹ ಲಲ ರಜಾರೀಯಲಲ�ರನುವ ಪರರತ fಹಧನ ಯೋಜನಯಲಲ� ಕಂಡ ಬಂದರನುವ ಕೇಲವು ನೂಯನಯತಗಳನನು� ಸರೀಪಡಸ, ಹೂಸ ಯೋಜನಯನನು� ರಜಾರೀ ತರನುವ ಸಮಯದಲಲ� ಸದರೀ ಶೀಫ ರಸfನನು� ಗಣನಗೊ ತಗೊದನುಕೇೂಳಳಲ ಗನುವುದನು. ಈ ನಟಟನಲಲ� ಕ.ರ .ರ.ಸ . ಸಂಸಥ�ಯಲಲ� ಪರೀಶೀಲಲಸಲ ಗನುತತ*ದನು+, ಅಲಲ� ತಗೊದನುಕೇೂಳುಳವ ಕರಮಗಳನನು� ಈ ಸಂಸಥ�ಯಲೂ� ಅಳವಡಸಕೇೂಳಳಲ ಗನುವುದನು.

9. ಅನಧಕೃತ ಗೊ'ರನು ಹ ಜರ ರೀ ನಯಂತತರಸನುವುದನು: ಗೊ'ರನು ಹ ಜರ ದ ಸಬಬಂದಗಳಗೊ ಸೂಕ* ತತಳುವಳಕೇ ನಡಲ ಗನುತತ*ದನು+, ಒಂದನು ವಳ ಅವರನು ಪೂರಕವ ಗರ ಸ�ಂದಸದದ+ಲಲ� ಮ ತರ ಶೀಸ*ನ ಕರಮ ಜರನುಗರಸಲ ಗನುತತ*ದನು+, ಪರಕರಣದ ಗಂಭೀರತಗನನುಗನುಣವ ಗರ ಶೀಕೇu ವಧಸಲ ಗನುತತ*ದೇ. ಮಗರಲ ಗರ, ಪರಸನು*ತ ಫಟಕಗಳಲಲ� ಗಣಕೀಕೃತ ರಜ ನವ�ಹಣ ವಯವಸಥ� ರಜಾರೀಗೊ ಬಂದ ನಂತರ ಅನಧಕೃತ ಗೊ'ರನು ಹ ಜರ ತತಯ ಪರಕರಣಗಳು ಗಣನಯವ ಗರ ತಗರ~ರನುವುದನು ಕಂಡನು ಬರನುತತ*ದೇ.

10.ಲೇೂಡ ಪ ಯಕಟರ ಉತ*ಮಪಡಸನುವುದನು: ಲೇೂಡ ಪ ಯಕಟರ ಹಚiಸಲನು, ಮ ಗ�ಗಳನನು� ಗನುರನುತತಸ, ಅಂತಹ ಮ ಗ�ಗಳನನು� ವ ಹನಗಳ ರಕಾ ರಯಾ �ಚರಣ ಮ ಡನುವ ಪರಕೀರಯ ಸತತವ ಗರ ಚಾಲಲ*ಯಲಲ�ದೇ. ಈಗ ಗಲೇ ಇಂತರಹ ಸ ಕಷನುಟ ಮ ಗ�ಗಳನನು� ಗನುರನುತತಸ, ರಕಾ ರಯಾ �ಚರಣ ಮ ಡಲ ಗನುತತ*ದೇ. ಅದೇ ರೀತತ ಪರಕಾ ಅವರ ಮತನು* ನ ನ -ಪರಕಾ ಅವರ ಗೊ ತಕಕಂತ ಅನನುಸೂಚಗಳ ಪರಕೇವನfಗಳನನು� ಕಲಲ�ಸ ರಕಾ ಯ�ಚರಣ ಮ ಡಲ ಗನುತತ*ದೇ.

18. It is felt that the corporation may approach the state government for coordinating this activity either with the central government or directly with the oil companies.

19. As far as part cancellation of scheduled kilometres is concerned. It is observed that over the years the percentage of cancelled kilometres to scheduled kilometres has come down which is quite impressive.

20. In order to reduce the part cancellations it is suggested that a suitable incentive system may be designed to improve the morale of the crew staff. In this regard positive financial system may be effected.

21. If feel necessary threat also may be created for not attending the duty at the schedule time for carrying on the fleet. On the other side, financial incentive system shall cover all the major attractions for reducing the part cancellations.

22. It was informed that spare crew are available. But they were to be informed after knowing the concerned crew have not attended the duty for taking up the schedule. Hence there is a time gap between these two availabilities.

23. In view of this, if the concerned crew have been heavily penalized for not informing about his absence prior either by one/two days. There by effective planning can be done.

24. With regard to load factor in order to improve the load factor at least in some traffic routes a survey could be done for identifying the regular passengers.

25. In addition, the frequency of the buses could be enhanced at peak hours depending on the directions of path flow so that revenue may be increased.

26. More awareness shall be created giving all the details of the frequencies of the buses availability at the important locations. This shall be adhered for creating confidence levels of the passengers.



11.ಪರಕಾ ಅವರ ವಳಯಲಲ� ಹಚನುiವರೀ ಪರಕೇವನf ಒದಗರಸ ರಕಾ ರಯಾ �ಚರಣ ಮ ಡನುವ ಮೂಲಕ ಆದ ಯ ಹಚiಸನುವುದನು: ಕರಮ ಕೇ'ಗೊೂಳಳಲ ಗರದೇ. ಪರಮನುಖ ಬಸ ನಲ +ಣ/ನಯಂತರಣ ಕೇಂದರಗಳಲಲ� ಸಂಚಾರ ನಯಂತರಕರನುಗಳನನು� ನಯೋಜಸಲ ಗರದನು+, ಅವರನುಗಳು ಸ ವ�ಜನಕರೀಗೊ ಅಗತಯ ಮ ಹತತಯನನು� ಒದಗರಸನುತತ*ದ +ರ. ಸರಕಾ ಲಲಕ ರಕಾ ರಯಾ �ಚರಣ ಮತನು* ಎಲ � ಟರಪ ಗಳನನು� ರಕಾ ರಯಾ �ಚರೀಸನುವ ಮೂಲಕ ಪರರಯಾ ಣಕರೀಗೊ ನಂಬಲಹ� ಸಥವಯನನು� ಒದಗರಸ, ಅವರ ವಶ ವಸ ಗಳಸಲ ಗನುತತ*ದೇ.

12. ಜ.ಎನ .ನಮ � ವ ಹನಗಳನನು� ವಗದೂತ ಮತನು* ಲ ಭದ ಯಕ ಮ ಗ�ಗಳಲಲ� ರಕಾ ಯ�ಚರೀಸನುವುದನು: ಜ.ಎನ .ನಮ � ಯೋಜನಯಡಯಲಲ� ಈಗ ಗಲೇ 229 ವ ಹನಗಳನನು� ರೂ. 52.21 ಕೇೂಟ ವಚiದಲಲ� (ವ ಯಟ ಹೂರತನುಪಡಸ) ಖರೀದಸಲ ಗರದನು+, ಯೋಜನಯ ಉದೇ+ಶದಂತ ಅವುಗಳನನು� ನಗರಸ ರೀಗೊ ಸಥವರಯಾ ಗರ ರಕಾ ಯ�ಚರೀಸಲ ಗನುತತ*ದೇ.

27. The corporation may utilize the scheme under JNNURAM to procure the buses for routing the buses under profitable schedules like express services etc. apart from this where ever the rural services are to be connected this may be better option for controlling the operational expenses since these being new buses.

Financial28. Every body is aware of the fact that the fuel prices are increasing day by

day abnormally effecting the performance of the corporation. It can be viewed from the Graph that the fuel cost is contributing to 35% to 45% out of the total expenses incurred per kilometre rate.In addition to the fuel cost, the staff cost is also contributing equal to that of fuel price which is indicated in the above graph.

ಡಸಲ ಬೇಲೇ ಹಚಾiದ ಕೂಡಲೇ ಪರಮ ಣ ದರಗಳನನು� ಏರೀಸಲನು ಆಗನುತತ*ರನುವ ವಳಂಬ: ಸರಕಾ �ರದ ಮಟಟದಲಲ� ಕರಮ ಕೇ'ಗೊೂಳಳಬೇರಕಾ ಗರದೇ. ಈ ಅಧರಕಾ ರವನನು� ಆರಯಾ ಯ ನಗಮಗಳಗೊ ನಡನುವ ಬಗೊ~ ಸರಕಾ �ರದಲಲ� ತತಮ �ನವ ಗಬೇರಕಾ ಗರದೇ.

29. It is a known fact that there is no authority for the corporation to increase the traffic rates as and when required depending upon the increase of fuel price as and when being effected. Hence the matter is being referred to the Government for obtaining the approval in order to enhance the traffic prices. This is taking a considerable time because of which the performance is mostly affected.

ಮೋಟಾರನು ವ ಹನ ತರೀಗೊ ಉಳಸಕೇೂಳುಳವುದನು: ಸರಕಾ �ರದ ಮಟಟದಲಲ� ಕರಮ ಕೇ'ಗೊೂಳಳಬೇರಕಾ ಗರದೇ. ಇನನು� ಮನುಂದನ ಐದನು ವಷ�ಗಳವರಗೊ ಸರಕಾ �ರದಂದ ಈ ಸಲಭಯವನನು� ವಸ*ರೀಸಲನು ಕೇೂರಲ ಗರದೇ.

30. In view of the above it is suggested that the Government may think off for delegating the powers to the respective boards/special committee for taking effective measures to follow the best practices what ever could be done at that juncture.

ಡಸಲ ಮಲಲನ ತರೀಗೊಗಳನನು� ಕಡಮಗೊೂಳಸನುವುದನು: ಸರಕಾ �ರದ ಮಟಟದಲಲ� ಕರಮ ಕೇ'ಗೊೂಳಳಬೇರಕಾ ಗರದೇ ವ ಯಟ ತರೀಗೊ ಪ ವತತಯಂದ ವನ ಯತತ ನಡನುವಂತ ರ ಜಯ ಸರಕಾ �ರವನನು� ಕೇೂರಲ ಗರದೇ.



31. As far as the staff costs is concerned detailed study could be done for placing the appropriate personnel at the right places and also to implement the best practices for reducing the work load on the lone personnel. It is also recommended to appoint the key personnel as given in the first Chapter.

32. It is also viewed that the state Government is kind enough to permit the corporation for retaining the MV Tax till the corporation has made a turn around. It is recommended that this facility may be extended for further period of five to ten years to wipe off the cash losses.

33. It is suggested that the cost break structure of the fuel price may be studied in detail in order to give provisions for reducing the tax structures if any as a major component. This will considerably make a good effect on the performance of the corporation.

34. There is a huge gap of Rs38,206 for the period 2011-12 to 2013-14 to be received by the corporation from the Government for which the details are given in the table 2.12

35. Hence it is suggested that the corporation may take efforts for obtaining the above funds from the government.

36. It is viewed that the earnings from operations of express services is much more when compared to other services like ordinary and sub-urban. Hence, the routes are to be studied in detail for making the effective transport distances and also to reduce/combine different stoppages in between in order to make an effective control on the operations as per the table 2.13

General37. It was informed by the passengers and also some of the officials that the

scheduled are being effected in some of the seasons. Especially in the rainy seasons, part cancellations have become more and thus effecting services of the passengers. It is reported that this is being happening due to the absenteeism of the respective crew. Some other services are effected due to the bad roads.

ಸ ಮ ನಯ ವಷಯಗಳು:ಬೇಸಗೊ ರಕಾ ಲದಲಲ� ಹಚನುi ಅನನುಸೂಚಗಳನನು� ರಕಾ ಯ�ಚರಣ ಮ ಡನುವುದನು: ಕರಮ ಕೇ'ಗೊೂಳಳಲ ಗರದೇ.

ಸ ವ�ಜನಕರ ಬೇಡಕೇಗಳನನು� ಸಂಪೂಣ�ವ ಗರ ಈಡರೀಸನುವುದನು: ವಶೇಷ ಸಂದಭ�ಗಳ ದ ರಜಾತರ, ಹಬಬ ಹರೀದನಗಳಲಲ� ಬೇಡಕೇಗನನುಗನುಣವ ಗರ ಹಚನುiವರೀ ರಕಾ ಯ�ಚರಣ ಮ ಡಲ ಗನುತತ*ದೇ.38. Especially in the summer season the traffic is much more than the



number of schedules being maintained. Hence, it is appropriate to increase the schedules for attracting more passengers. ಬಸ ಒಂದಕೇಕ ಸಬಬಂದ ಪರಮ ಣವನನು� 4.75 ಕೇಕ ತರನುವುದನು: ಕರಮ

ಕೇ'ಗೊೂಳಳಲ ಗನುತತ*ದೇ.

ಲ ಭದ ಯಕ ಟರಪ ಗಳನನು� ರದನು+ಗೊೂಳಳಸದಂತ ಎಚiರವಹಸನುವುದನು: ಕರಮ ಕೇ'ಗೊೂಳಳಲ ಗರದೇ

ಸಬಬಂದ ಉತ �ದಕತ, ವ ಹನ ಸಮೂಹ ಬಳಕೇ ಮತನು* ಅಕೂಯಪನf ರರಷಯೋ ಇವುಗಳನನು� ಉತ*ಮಪಡಸನುವುದನು: ಈ ನಯತ ಂಕಗಳ ವಭ ಗವ ರನು ಮತನು* ಘಟಕವ ರನು ಗನುರೀಗಳನನು� ಕೀರರಯಾ ಯೋಜನಯಲಲ� ನಗದಪಡಸಲ ಗರದನು+, ಸ ಧನಯನನು� ನಯತರಕಾ ಲಲಕವ ಗರ ಸಮಕೀuಸ, ಸರೀಪಡಸನುವ ಕರಮಗಳನನು� ತಗೊದನುಕೇೂಳಳಲ ಗನುತತ*ದೇ.

ನಮರಕಾ ತತ ತರಬೇತತ, ರಕಾ ಯ�ನವ�ಹಣಾ ಫಲಲತ ಂಶಗಳ ಸಮಕೇu ಇತ ಯದ, ವಷಯಗಳಲಲ� ವ'ರಜಾ�ನಕ ವಧ ನಗಳನನು� ಅಳವಡಸಕೇೂಳುಳವುದನು: ಈ ವಷಯಗಳಲಲ� ಲಭಯವರನುವ ಆಧನುನಕ ತಂತರರಜಾuನಗಳನನು� ಸಂಪೂಣ�ವ ಗರ ಬಳಸಕೇೂಳಳಲ ಗರದೇ.

ರಕಾ ಯ�ಚರಣಾ ದಕಷತಯನನು� ಉತ*ಮಪಡಸನುವುದನು: ವರದಯಲಲ� ತತಳಸರನುವ ವಧ ನಗಳಗೊ ಮೋದಲಲನಂದಲೂ ಅದಯತ ನಡಲ ಗನುತತ*ದನು+, ಅದನನು� ಮನುಂದನುವರಸಲ ಗನುತತ*ದೇ.

ಸಥವ ಗನುಣಮಟಟವನನು� ಉತ*ಮಪಡಸನುವುದನು: ವರದಯಲಲ� ತತಳಸರನುವ ವಧ ನಗಳಗೊ ಮೋದಲಲನಂದಲೂ ಆದಯತ ನಡಲ ಗನುತತ*ದನು+, ಅದನನು� ಮನುಂದನುವರಸಲ ಗನುತತ*ದೇ.

ಸಥವ ಗನುಣಮಟಟವನನು� ಉತ*ಮಪಡಸನುವುದನು ಹ ಗೂ ತನಖ ವಧ ನಗಳನನು� ಅಭೀವೃದಧಪಡಸನುವುದನು: ಕರಮ ಕೇ'ಗೊೂಳಳಲ ಗನುತತ*ದೇ.

ಆಡಳತದಲಲ� ನನುರೀತ ವೃತತ*ಪರರ ಸಥವಗಳನನು� ಬಳಸಕೇೂಳಳವುದನು: ಪರಮನುಖ ಮತನು* ಕೀ�ಷಟ ಸಮಸಥಯಗಳು ಎದನುರ ದ ಗ ಪುಣಯಲಲ�ರನುವ ಸ.ಐ.ಆರ .ಟ. ಸಂಸಥ�ಯ ಸಲಹಯನನು� ಪಡದನುಕೇೂಳಳಲ ಗನುತತ*ದೇ. ಸ�ಳಯವ ಗರ ವೃತತ*ಪರರನು ಲಭಯವದ+ಲಲ�, ಅವರ ಸಥವಯನನು� ಬಳಸಕೇೂಳುಳವ ಬಗೊ~ ಮನುಂದೇ

39. It is viewed the corporation is taking efforts for increasing number of schedules to fulfil the requirement of the passengers in case of special occasions like festivals, jataras etc. It was informed by the passengers the number of schedules being maintained is not meeting the full demand of the passengers. Hence, the corporation may take necessary steps to meet the growing demand.

40. Railways being a big entity meeting the demand for the whole country, the fare structure is entirely different considering the topology of the country. The price structure is also different considering the topology of the country. The price structure is also different considering all the inputs. The railway fare is cheaper when compared to the bus services of every corporation in every state.

41. The following are the observations of the focused group and as well as well as students;The number of schedules are not sufficient in case of peak timingsIt was informed that during the peak timings are being taken on the opposite.The amenities in the buses may be modified to suit the comfort of the passengers.

42. Management may about sufficient measures for man power rationalization. Staff/bus ratio is much above than other SRTC. In fact, it should reach to 4.75 which can be modified to suit the comfort of the passengers.

43. The management may try to improve load factor achieved. It may think to find alternative vehicles like mini buses if possible or increase customer awareness to improve load factor.

44. The management may give due consideration that the profitable trips should not be cancelled due to the controllable reasons. They can take every measure to avoid such cancellation.

45. The management can take strong action for reducing operating expenses Recommendation and Action Taken Report of Studies Conducted by KEA 17


especially staff productivity, fleet utilization and occupancy ratio ಪರೀಗಣಸಲ ಗನುವುದನು.

46. The management may adopt scientific approach in major areas of Human resource Management namely recruitment, training , goal setting performance appraisal and incentives plan etc.

47. Management can achieve high operational efficiency by effectively utilizing available recourses, timely replacement of vehicles and reduced breakdown by proper maintenance, appropriate route scheduling, punctuality and safety in operations.

48. Management may develop approach of customer orientation in terms of quality of service (punctuality and safety), appropriate pricing and an enhanced service. Management should develop strong monitoring mechanism for surprise checking.

49. The management may adopt principals of scientific management. It should also render the services of experienced professionals for managing its operations or policy decisions if felt necessary.

50. The employees may prepare themselves to cope up with changing environment. They should be prepared to change in terms of adopting new technologies, developing new skills, adopting a set of new performance measures, developing professional oriented to work, and innovating ways of conducting business, flexible working hours. Variable compensation, customer focused actions, qualitative services etc.



V. Title of the project: Evaluation of the Ganga Kalyana Scheme from 2008-09 to 2012-13 Implemented by Karnataka Maharishi Valmiki Scheduled Tribes Development Corporation Ltd.,

Department: Karnataka Maharishi Valmiki Scheduled Tribes Development Corporation [ATR Date: 25.09.2017]

ECO: M/s. STEM

Sl.No. Recommendations Action taken by Department

Short Term Practicable

1.The Beneficiary be issued with the sanction letter which should not subjected to change and they should be allotted the drillers. This will help them to get the work done earlier.

List of selected beneficiaries will be issued to the drilling contractor after submission of the required documents by the beneficiaries concerned, for drilling of borewell in the lands of the selected beneficiaries. However, the recommendation made by the agency regarding issue of sanction order to the beneficiaries is taken note for future compliance.

2. The District committee should be made proactive and review of progress at district level made compulsory. This will bring the erring departments together. The contract for scheme implementation be made comprehensive covering all related activities. This will speed up the implementation of scheme.

The Progress achieved under the scheme will be reviewed by the District level committees headed by the Deputy Commissioner of the District under SCSP/TSP programme. In addition the progress achieved under the schemes of the Corporation will be reviewed at the month/quarterly meetings under Karnataka Development Programme. Review is also being done in the review meetings conducted periodically at head office level with the District Managers of Corporation. As far as implementation of the scheme under comprehensive programme is concerned, a pilot programme was made during the year 2012-13 for implementation of scheme on turn key basis which was found not successful, as a result, Government took a decision to continue the implementation as per the existing procedure. Therefore, the suggestion made by the



Agency may not be feasible.

3.Joint verification by ESCOM and Corporation, should be done within a month of drilling. The scheme /pump set be erected only after confirmation of yield in the bore well

The suggestion made by the Agency will be submitted to the Government for consideration and if found feasible, order to be issued by the Government to conduct joint inspection by the BESCOM and Corporation officials to confirm the water yield before erection of pump set to the bore well.

4.

Improve communication with community and beneficiaries, about obtaining and submission of appropriate documents; warranty cards etc. Ensure warranty cards for pump sets and motors are issued to all beneficiaries and beneficiaries demand the same.

Under the existing procedure, 10% of the bill amount will held for warranty and this amount will be released to the contracted only after confirmation of satisfactory performance of the pump set for a minimum period of one year from the date of allotment of RR No. By the ESCOM. Therefore, issue of warranty cards to the beneficiaries may not arise.

5.

All District corporation officials interviewed are not aware of the earlier evaluation report. Evaluation reports should be shared with the district corporation officials and they should be encouraged to initiate actions appropriate at their level.

This suggestion made by the Evaluating Agency is well taken. The observations and recommendations made by the Evaluating Agency have been circulated among all the District Officers for taking up of the required follow up actions wherever necessary.

Long Term Practicable

6.Corporation should position third party agency, including a geologist, to measure the water yield before supply of pump sets which will mitigate the loss.

At present, the water yield from the bore well drilled under the scheme will be measured by the officials of Corporation present at site through V-notch method. Payment will be released to the contractor only in cases were the water yield is found to be more than 1000 gallons p.h. The scheme is implemented on “No Water No Money” basis. However, the suggestion made by the Evaluating Agency regarding involvement of 3rd party Agency including a geologist will be sent to the Nodal Agency for incorporation of the relevant condition in the Agreement with the contractor.

7. Refresher training courses for all DMs about the scheme and about new Refresher training courses conducted for the District Recommendation and Action Taken Report of Studies Conducted by KEA 20


modifications in the scheme. Managers at the division level periodically.

8. Corporations should have regular and adequate staff

Government have sanctioned 174 posts in different groups to the Corporation, against which 70 officials are working on deputation from other government Department/Boards/Corporations. Action is taken to fill up 34 vacant posts of District Managers and Taluk Development Officers as per the approval accorded by the Government. In addition, services of outsource staff based on the requirement, are engaged to attend to the routine administrative functions.

9. Geologist should be involved in selection of drilling of point.Under the existing procedure, Drilling points will be checked and marked by the geologists engaged by the drilling contractors as per the condition incorporated in the agreement.

10.Adequate and appropriate support to district level officials by head office of the corporation

Required support is extended to the District level officials in implementation of the scheme.

11. Data need to be maintained in the same formats. Prescribed formats are used for collection of data, as per the guidelines issued by The Government.

12.Corporation should send the list of beneficiaries of a year in one lot, to ESCOMS. This will help in reducing the delay in energisation.

The suggestion made by the evaluating agency may not be practicable as it would lead to delay in energization. Under the existing procedure online registration of beneficiary well be made with ESCOM soon after the drilling of bore well is completed which would quicken the process of energization of bore wells.

Requiring Policy Change13. ***Selection of beneficiaries may be made transparent. It is recommended

that the whole process of selection of beneficiaries should be online and should be hosted on website.

The beneficiaries are selected by the selection committee constituted by the Government under the chairmanship of the MLA of the Constituency. The committee includes senior officials of various Govt. Depts. The list of selected beneficiaries will be hosted in the website of the



Corporation.

14.*Drilling for bore wells be done keeping the safe distance to stabilize the aquifers. In addition ground water recharge should be covered as part of scheme for sustaining the yield in the bore well.

Minimum safe distance will be maintained between the bore wells drilled under the scheme. However, the suggestion made by the Agency for ground water recharge will be examined and appropriated action will be initiated with the approval of the Government as it would involved additional expenditure.

15. It is relevant to appoint a coordinator who can coordinate between the corporation and ESCOM.

Will be examined and appropriate action as deemed fit will be initiated.



VI. Title of the Evaluation Study: Evaluation of Land Purchase and Land Allotment Scheme for Landless Scheduled Tribe Women During the Years 2009-10 to 2013-14 (2016-17)

Department: Karnataka Maharshi Valmiki Scheduled Tribes Development Corporation, Bengaluru [ATR Date: 04.07.2017]

ECO: M/s. INRIMT

Sl. No. Recommendation of the Study Action Taken by the Department

Short term

1.

Slow process of implementation due to non-availability of land in southern Karnataka is common. The Corporation should give wide publicity in local newspapers and through media in advance and wherever lands are available, made purchases and make a land bank so, that could be allotted to new applicants. In northern parts of Karnataka, the land availability is very easy but there are limited applicants for land allotment. The Corporation should create a “land bank” for ST Communities and simultaneously give publicity to the scheme in order to increase the number of applicants.

Government of Karnataka has announced the formation of Land Bank in the budget for 2017-18 for purchase of agriculture lands in bulk from the land owners not belonging to SC/ST community for onward registration of the said land in the name of eligible SC/ST beneficiaries. Accordingly, proposals will be invited from the land owners from all Districts as per the guidelines being issued by the Government. Wide publicity will be given about the formation of Land Bank.

2.Selection of beneficiaries at Gram Sabhas is a prerequisite and its effective role in the process of selection of beneficiaries should be ensured by keeping records

Selection of beneficiaries are made through Grama Sabhas where the beneficiaries are residing and the proceedings of such Grama Sabhas are invariably collected for sanction of the benefit to the selected beneficiaries.

3.There is scope for involving Non Government Organizations (NGOs) in this programme. The NGO’s all over the country have the record of their involvement in making such programmes successful. In fact, in most of the tribal improvement programmes, it is the NGO’s who have reached earlier than the Government in improving their Socio-economic status.

While selecting the beneficiaries, the age factor and marital status should be considered as a pre-requisite. For example, the land should be allotted to such

Decision has to be taken at the Government level. However, a proposal will be submitted to the Government in this regard.

The maximum age limit prescribed for availing the benefit under the scheme, is 50 years. Priority is



people who are below the age of fifty years and widowhood may be given priority.

given to the widows in sanctioning the benefit under the scheme.

Long term

4. A Monitoring mechanism should be created by the Corporation to ensure the land utilization by the allottee beneficiary.

Monitoring of the utilization of the benefit is done by the field level officials of the corporation periodically. However, creation of monitoring mechanism will be examined and a proposal will be submitted to the Government for appropriate orders.

5.

The allottees are from tribal communities and may not be aware of other schemes and programmes under which subsidies and other financial and technical assistance are provided. Therefore there should be an in-built arrangement of sponsoring such beneficiaries by the Corporation for any scheme like drilling of bore wells, planting of border trees, sprinklers/drip irrigation system, input supply, training/ exposure visits, formation of farmer interest groups etc., so that, they can provide holistic services.

Awareness is created among the beneficiaries under the scheme by the District level officers of the corporation, Tribal Research Institute, Mysore and Line Departments under IEC activities about the various facilities available to them from other Government Departments like Agriculture, Horticulture, Minor irrigation etc.

6.

*There are fifty tribes in Karnataka and the present programme has reached only eleven sub-groups of the tribes. Hence, there is a need to implement the scheme covering all the tribes including those who are residing in inaccessible areas like forest areas and remote areas though they are numerically insignificant.

Govt. of Karnataka has constituted Karnataka Adivasi Development Board under Karnataka Maharsi Valmiki Scheduled Tribes Development Corporation for overall development of the adivasis on the State. Accordingly, separate action plan is drawn for implementation of the programmes for the development the adivasis.

7. Drilling of bore wells under various schemes should cover the beneficiaries of land allotment and land purchase scheme on priority.

The beneficiaries under land purchase scheme are given the benefit of bore well under Ganga Kalyana Scheme facilitating them to take up Agricultural activities in the lands registered in their names.

Policy decision8.

The present guidelines do not take into account the location of lands declared/classified as ‘wet’ but actually were not receiving any water being at

As per the Govt. order, total extent of dry/wet/garden land available with in the unit cost will be purchased



tail end and also during drought conditions. Some flexibility may be allowed in such cases and depending on feasibility, the area limitation of one acre could be raised to 2.00 cres in tail end side of the irrigation commands, so that, the beneficiaries get little higher land area than at present.

and registered in the names of the beneficiaries.

9.

The land allotment should include a package of practices including productive inputs at least for two years. This component would naturally require the convergence of activities and schemes of agriculture allied departments which is possible only when there is a specific policy of the Government. Further, it is suggested that, this should be included in the district development plan.

The suggestion made by the Agency will be sent to the Govt. for appropriate action.



VII. Title of the Evaluation Study: Evaluation of the Need and Functioning of Bayaluseeme Area Development Board, Chitradurga (2016-17)

Department: Planning Programme Monitoring and Statistics [ATR Date: ]

ECO: M/s TECSOK

Sl. No. Recommendations Action taken by the Department

Short Term Recommendations

1.Planning of area specific works to be taken up during every year, need to be made in more extensive consultation with GramaSabha to ensure their involvement in decision process.

The implementing officer are not under the Administrative control of BSDB. Efforts will be made to take action for preparation of action plan by conducting Grama Sabha’s

2.

To prepare an illustrative list of various works along with approximate dimensions, technical specifications, budgetary requirement, time schedule for completion and suggested implementing agency. Further, these works can be codified in order to have a uniform identification for easy monitoring.

Implementing Officers will be instructed to take action accordingly and prepare the list of work duly codifying the works based on each category.

3. To allocate funds based on needs of the Specific areas. While allocating priority need to be given to soil and water conservation related works.

BSDB is allocating fund for Soil & Water Conservation works on Priority as per BSDB Act.

4.To put more effort in pooling up of funds from other similar schemes for completion of works with large fund requirements, as envisaged in Section 17 of the Act i.e. obtaining information.

Efforts will be made to take action for pooling up of Funds from other similar schemes for completion of works large fund requirements by obtaining information other Departments.

5. To adopt guidelines /specifications of District Rural Road Project (DRRP) for rural roads taken up for development.

Instruction will be followed accordingly and directions will be issued to the Implementing Officers in this regard.

6. To release the entire sanctioned amount to the projects to ensure completion of the works in time and as per specifications.

Grants are released on Quarterly Basis. BSDB is releasing partial grants to accommodate grants for all the works administratively approved by BSDB keeping in view the available grants in the Board. If full grants is released to the Board from the Government then it will be possible to release full grants at a time for the sanctioned work.

7. To evolve standard format for handing over of completed works to the local bodies for further maintenance. This should contain all terms & conditions

Since no work is executed by the Board and all the works are got executed from Implementing Officers, based on



relating to maintenance of respective works.

KTPP act. The contractors obligations will be between the Implementing Officers and the respective Executing Agency (Contractors). Hence it is the duty of Implementing Officers to get the executed works properly maintain during the defect liability period. Since the Implementing Officers are not handing over any executed work on proper completion. The created asset will be with the Implementing Officers. Accordingly, the Implanting Officer will be instructed.

8. To convene meetings of the Board atleast once in a quarter as specified in Section 8 of the Act.

Efforts will be made to convene the Board meeting on every Quarter.

Long Term Recommendations

9.To prepare five year long term plan as envisaged in the BADB Act enabling the Board to have longer perspective on activities to be taken up based on population and fund requirements for development of Bayaluseeme Area.

Action will be taken to prepare Five-year Long-term plan.

10.To evolve a concurrent mechanism for measuring impact of works in terms of tangible and intangible benefits for taking up possible corrective measures.

Majority of the works approved under BSDB grants pertains to soil and water conservation and connectivity works such as Roads during the course of inspection of the work by the officers of the made local enquires has been made are being made to a certain the benefits of taking up the works.

11.To create a brand image for BSDB through various promo materials, which will enable BSDB to approach corporates for their participation in BSDB activities as part of their Corporate Social Responsibility.

Efforts will be made to approach the corporate and to high light the aims of the Board and the benefits extended to the people of BSDB areas and to prompt them to participate in the venture and their by creating a Board image of BSDB.

12. To constitute the Implementation Committee as envisaged in the Act for effective implementation and monitoring of the activities of the Board.

As suggested action has been taken to constitute the Implementation Committee, as per BSDB act.

Recommendations requiring change in policy

13.

Section-28 of the Act provides power to make rules to the BADB Act. As the rules are not framed even after two decades, the Board may prevail upon the Government to frame rules at the earliest. This will provide the necessary definite guidelines to the Board for further streamlining of its functions.

The Government will be requested to frame rules for the BSDB to provide Guidelines to the board for further stream living of the function.



14.To increase the quorum for Annual General Body meeting of the Board from the present 20 to 70 to ensure representation from all the constituencies. For other meetings, it can be retained at 20, as specified in the Act.

As suggested the proposal of increasing the Quorum for the General Body Meeting from 20 to 70, will be sent to Government.

15. Reduce the size of the Board to a workable size than the present one. As Suggested the Proposal will be sent to Government.

16. In case these cannot be implemented then the Government can consider to close the Board which cannot work with all limitations. Decision to be taken at the Government Level.



VIII. Title of the Evaluation Study: Evaluation of the Need and Functioning of Malnad Area Development Board, Shimoga (2016-17)

Department: Department of Planning Programme Monitoring and Statistics [ATR Date: 07.09.2017]

ECO: M/s. TECSOK

Sl.No.

Recommendations Action taken by the Department

Short Term Recommendations1. Constituting the Implementation Committee with State Officers as per

the Act of 1991.An implementation committee with state officers under the chairmanship of MADB secretary will be formed with in the provisions of act 1991 to review and monitor the progress of MADB programmes.

2. Adhering to the revised guidelines in all terms. The guidelines issued by the planning department from time to time are strictly followed in planning and implementation of the programme.

3. Exercise the powers for refusing proposals exceeding the sector weightage.

Efforts have been made to prepare the Annual Plans by giving due weightage to different sectors.

4. Co-ordinate with ZillaPanchayat for better convergence and completion.

MADB works are being implemented both in urban and rural areas. Convergence of MADB fund with other development funds has been done and implemented successfully. The Hubli-Dharwad Mahanagarapalike provided funds for convergence and also in majority of the cases the Samudhaya Bahvan works were converged with schemes like MLA grant/MLC grant/community contribution etc and the proposed works are completed successfully. And also the water purification plants are being implemented through the Sri Kshetra Dharmasthala Gramabivradhi Yojana (SKDRDP) in convergence with the SKDRDP fund. Road and drainage works in Hubli-Dharwad mahanagarapalike area, Grama Panchyath Building in Channagiri are the few examples for convergence of works with local body



grants.5. Devising uniform formats for handing over of assets by implementing

agency to local bodies.The implementing departments/agencies at district level are using the formats of their district for handing over of assets. However, common formats for all the MADB districts will be prepared for the same.

6. Assign the work of listing the assets created since inception to an independent body.

By taking the prior permission from the Government Independent Agency will be identified for listing of assets created by MADB.

7. Maintain the asset register from the present year onwards. Register are maintained for all the completed works under MADB scheme.

8. Improve the data collection methods and keep current figures of funds used for development, displayed in Secretary and Chairman Cabin.

The current figures of progress is displayed on board in Secretary and Chairman’s Cabins.

9. Update information on old spill over works and make a priority list and place before the Board for taking a decision for continuing or closing the work.

The list of spill over works was placed before the general body of MADB. As per the report of implementing officers some of the unstarted works were dropped from the spill over action plan.

10. Display the map showing jurisdiction of the Board in Secretary and Chairman’s cabins.

Action will be taken to display the map of jurisdiction of MADB.

11. Provide a list of illustrative works under each sector with code All the works of annual action plan approved by the Government are fed to the Gandhi Sakshi Kayaka software and a unique work ID so generated for each works by GSK is used for administrative approval and progress report.

12. To focus on the preservation of the biodiversity of Malnad areas Efforts have been made to propose works which are eco friendly and supportive to biodiversity such as afforestation, hanging bridges, pickup /chekdams water and soil conservation works etc.

13. Conduct in house training for data management and dissemination Technical support was extended by the district NIC and NRDMS centres from time to time. Work soft training conducted.

14. Provide DRRP for the works related to roads to avoid overlapping and giving a clear picture of the road

Instruction has been given to the implementing officers to indicate the DRRP number in the technical estimate



of road works in gram panchayath area which helps to identity the road under development.

15. Utilize the source from Social Welfare Department for selection of area /work for the target group needs

Matter will be placed before the General Body of MADB for taking action in this regard.

16. Ensure that the implementing agencies utilize the time (between April to December/January) for execution of spill over works

As per the direction of the Principal Secretary of the Government, Planning Department at the State Level meeting specific time period is fixed for execution of all the spill over works so that all the works under this category may get completed before January of this financial year.

17. Communicate and arrange the Annual Board meetings and Implementation Committee meetings

Annual Board meeting was conducted in the month of May 2017 and the annual action plan was discussed and approved. The Implementation committee meeting will be conducted in discussion with the president MADB.

18. Plan for early Administrative sanction so that the works do not fall under spill over

Action has been taken to get the work estimates from the implementing officers for early administrative sanction and the implementing officers have been instructed to complete all the sanctioned works within this financial year.

19. Insist on pre feasibility report the commencement of project works exceeding Rs.25 lakhs

There are a very few works which exceeds the project cost of Rs.25 lakhs. However, action will be taken for insisting pre feasibility report for the project works exceeding Rs.25 Lakhs project cost.

20. Project works exceeding Rs.25 lakhs status to be taken monthly Action will be taken for the same.21. Pending works with huge advance should be brought to the notice of

Secretary and Chairman and status updatedThe matter of advances made to pending works was discussed in the General Body meeting of MADB.

22. Transfer of funds to the Contractors could be done by RTGS/NEFT to avoid travel of each Contractor

Action has been taken to transfer the funds to implementing agencies; Nirmithi Kendra and KRIDL. The same method will be used for other implementing officers also.

23. Insist Implementing agency to open separate account for all funds of MADB

Nirmithi Kendra opened separate bank account for MADB fund. Other implementing agencies will be



properly instructed to open separate account for MADB funds as per norms and payment will be made through R.T.G.S.

24. For projects exceeding short gestation period 1-3 years guidelines for completion shoud be stipulated

Such cases are very minimal. However, the completion of projects which exceeds 3 years period will be ensured and guidelines will be issued as per the scheme norms.

25. Uniform fund release to all implementing agencies shoud be adhered as per Transparency Act

As per the Government order dated 1.9.2017, 40% advance will be released to the implementing agencies after the sanction of technical estimates. And based on the progress of works the remaining 40% and 20% of funds are to be released to the implementing agencies: Nirmithi Kendra, KRIDL, SKDRDP.

26. Interest accrued for MADB funds should be returned to MADB by the respective implementing agency

Action will be taken to take back the interest amount accrued on MADB fund with implementing agencies.

27. For Malnad regions concrete roads are necessary and funds of Rs.5 lakhs for this should be considered.

As per the guidelines issued by The Government, only concrete and asphalting of roads are permitted. Accordingly action plan has been prepared. It has been noticed that majority of the road works in the approved plan are concrete roads.

28. Spill over works have many a time over taken the funds of fresh works; a time frame for completion of spill over works should be done with a priority by closing the accounts.

For the financial year 2017-18 the time period is fixed for the completion of spill over works and the fresh works are also will be taken without any delay which may reduce the spill over list in the next financial year.

29. Updating all project works with the status in computer and giving a serial code for each work in the three sectors

Workwise progress reports prepared and updated monthly with WorkID information. Sector wise reports will be prepared and updated as instructed.

30. Using Gandhi SakshiKayaka for all project works to ensure transparency

All the approved works are fed in the GSK and payment are being made by approving the payment advice generated in GSK.

31. Adopt DRRP for all works related to roads Instructions are given to the implementing officers to indicate the DRRP numbers in the work estimates.



32. In order to maintain the uniqueness of Malnad, works specific to Malnad areas should be focused

a) Giving due importance to soil conservation, ground water re-charge(at micro water shed level), rain water harvesting and drinking water is a must

Water purification plants and soil conservation works were taken in the action plan. However, the works prohibited in the guidance such as purchase of pipelines and sintex tanks for water supply works etc are dropped from the action plan.

b) Monthly progress from the implementing agency should be obtained Monthly physical and financial progress reports collected from implementing agencies and updated regularly.

c) Uniform formats for handing over of completed works to local bodies should be adopted

Action will be taken for the same.

Long Term Recommendations33. Introduce a Technical Wing at MADB who can carry out inspections /

monitor works and maintain the asset register(Executive Engineer) incharge D.S of MADB is inspecting the works and scrutinise the technical estimates. The President, Secretary and other officers of MADB are monitoring the works implemented through field visits.

34. Compile the needs of rural people based on the Grama Sabhas As the development works are implemented both in Urban and Rural areas. However action will be taken to consider the needs of rural people based on Grama Sabha.

35. Prepare a five year perspective plan for developing 1625 villages under FIVE VILLAGE A YEAR (one village per elected representative per year and for five year term one elected representative can cover 25 villages and for 65 constituencies the coverage will be 1625 villages)

As the Grama Panchyaths have already prepared the perspective plan through Namma Grama Namma Yojane, the same may be considered for selection of works. The matter will be discussed in the next General Body meeting and accordingly action will be taken.

36. Constitute a small committee of leading personalities from diverse fields who can contribute to retain the uniqueness of Malnad areas

Committee of experts having field experiences will be formed to get the feedback for identification of activities which are suitable and effective for Malnad area so that uniqueness of Maland area can be retained.

37. Include the Heads of Regional Development Board in DPC so that good Action will be taken for the same.Recommendation and Action Taken Report of Studies Conducted by KEA 33


convergence

38. Insist on executing works with no advance The implementing agencies like Nirmithi Kendra, KRIDL and SKDRDP are themselves implement the work without assigning the works to the assigned by MADB 40% advances are given to these agencies as per the Government order dated: 1.09.2017. No other departments are provided with advance.

39. Bring convergence of funds under the MLA Area Development Funds for development works

Action will be taken to converge the MLA fund in discussion with the Deputy Commissioners and MLA/MLCs at the General Body Meetings.

40. To create a corpus fund for regular maintenance of works As per the guidelines issued by the planning department MADB cannot take up the maintenance works. Only fresh works can be taken under MADB programmes.

41. Corpus funds created will include funds from the rent received by MADB, interest accrued, difference in the amount of L1 and work estimate and excess of funds during release

As there is no provision to taken up maintenance works, maintenance funds are not needed.

42. Use GPS for all works As all the sanctioned are fed to GSK, feeding of GPS information is compulsory in the software. Hence GPS is used for all the works.

43. Use teleconferencing / Skype for holding meetings with officials outside the MADB head quarters

Matter will be placed before the General Body meeting of MADB for discussion.

44. Keeping in view, scattered houses and thin population, the needs of students for tuitions / study centres with solar lighting / BalBhavans with Science centres at taluk levels / providing testing equipments for laboratories

As per the recommendations, special permission will be sought from The Government in this regards.

45. Review all development t works at KDP As the MADB is having 13 districts are Malnad area, the progress is regularly reviewed at Planning Department from time to time.

46. Inspection report of senior officers of implementing agencies should be marked to MADB

The matter will be brought to the notice of implementing agencies for necessary action.



47. MADB should prepare documentaries on the milestones achieved which can be used for advertisement of all development works and its impact on the local people

Proposal will be sent The Government for preparation of documentaries through Door Darshan.

48. MADB should make a film on hanging bridges and its relevance and the connectivity it has given

Proposal will be sent to The Government for permission to make a film on hanging bridges and its relevance and usefulness.

49. MADB can conduct quiz programs in schools/colleges and sponsor competitions for Malnad sports/cuisine/cultural activities

As the Education Department, Sports and Youth Services Department and Kannada and Culture Department are already conducting similar programmes, MADB may participate as and when required by the implementing authorities.

50. Encourage students who bring innovative ideas for reducing drudgery Instruction will be given to the technical officers for getting innovative ideas from the technical institutions.

51. As incomplete structures have been seen across all constituencies, steps to provide funds for completion of the these structures should be prioritized

Required funds are allocated for all the incomplete spill over works.

52. Evolving SR for hanging bridges Action needed by the technical departments.

53. MADB should release the entire approved amount for the work The approved estimated amount is allocated in full in the annual action plan.

54. Estimate for full length of work should be insisted Based on the availability of grant the works are proposed on priority.

55. Give Technical sanction powers for projects up to Rs 5 lakhs to AEE (as given in MLA funds)

The implementing officers are giving technical sanction to the estimates as per the powers deligated by the department.

56. MADB works should appear in the jamabandhi at Gram Panchayat level to bring in transparency and information to local bodies

Since the jamabandhi of grama panchayaths is done only for the works implemented under grama pachayath budget in grama panchyath area jurisdiction, the works implemented under MADB budget and budgets of other development schemes like TP/ZP/MLA grant/MP



grant/state sector grants etc are not discussed in Jamabandhi.

57. Working for soil conservation on micro water shed basis with Sujala Watershed projects will be beneficial and Sector 3 which has been neglected will be taken care of.

Acton will be taken in this regard.

58. MADB should have a ceiling fixed for coverage of SC/ST as in MLA/MP grant

Separate allocation is provided by The Government for general works, SCP and TSP. Accordingly the plan of action is prepared expenditure will be made.



IX. Title of the Evaluation study: Evaluation of the functioning of Santwana Centres in Karnataka (2014-15)

Department: Karnataka State Women’s Development Corporation Ltd. [ATR Date: 21.03.2018]

ECO: M/s. Catalyst management services pvt. Ltd.

Sl.No.

Recommendations Action Taken by Department

1. Convergence of Programmes

The convergence of Santwana Programme with other central programmes –Ujjawala, Swaadhaar and Stay Homes could be thought of as all these programmes are focusing on the same issue of women in distress. It is observed that some of the NGO’s are implementing some of these programmes along with the Santwana programme. For example IDARY an NGO in Shiggaon in Haveri district is also implementing Ujwala and Short Stay Home programme, while the Pragna Counselling Centre in Mangalore is implementing Swaadhar and Destitute Cottage programmes.

¸ÁAvÀé£À PÁAiÀÄðPÀæªÀÄªÀ£ÀÄß ¨sÁgÀvÀ ¸ÀPÁðgÀ¢AzÀ C£ÀÄµÁ×£ÀUÉÆ½¸ÀÄwÛgÀÄªÀ MzÀV¸ÀÄªÀ ¸Ë®¨sÀåUÀ¼ÉÆA¢UÉ MUÀÆÎr¸À®Ä (Convergence) PÀæªÀÄ ªÀ»¸À¯ÁVzÉ.

¸ÁAvÀé£À PÉÃAzÀæUÀ¼À°è £ÉgÀªÀÅ PÉÆÃj §AzÀAvÀºÀ ¸ÀAPÀµÀÖzÀ°ègÀÄªÀ ªÀÄ»¼ÉAiÀÄgÀ CUÀvÀåvÉUÀ£ÀÄUÀÄtªÁV ¸ÁézsÁgÀ UÀÈºÀ ºÁUÀÆ ªÀÄ»¼ÉAiÀÄgÀ ¸ÁUÁtÂPÉUÉ ¸ÀA§AzsÀ¥ÀlÖ ¥ÀæPÀgÀtUÀ½zÀÝ°è Gdé¯Á PÉÃAzÀæUÀ¼À ¸Ë®¨sÀå ¥ÀqÉAiÀÄ¯ÁUÀÄwÛzÉ.

2. Involvement of Taluk Level Personnel

Taluk Level Officers of Women & Child Development Department need to be given the time bound responsibility of checking the functioning and monitoring of Santwana centres and the cases registered by them.

vÁ®ÆèPÀÄ ªÀÄlÖzÀ C¢üPÁjUÀ½UÉ ¸ÁAvÀé£À PÉÃAzÀæUÀ½UÉ ¥Àæw wAUÀ¼ÀÄ ¨sÉÃn ¤Ãr ªÉÄÃ°éZÁgÀuÉUÉ ªÀÄvÀÄÛ G¸ÀÄÛªÁj ªÀiÁqÀÄªÀAvÉ ¸ÀÆa¸À¯ÁVzÉ.

PÉÃAzÀæUÀ½UÉ zÁR¯ÁzÀ ¥ÀæPÀgÀtUÀ¼À §UÉÎ ¥Àj²Ã®£É ªÀiÁqÀÄªÀÅzÀgÉÆA¢UÉ ¥ÀæPÀgÀtUÀ¼À£ÀÄß EvÀåxÀðUÉÆ½¸ÀÄªÀ §UÉÎ ¸ÀÆPÀÛ ªÀiÁUÀðzÀ±Àð£À ªÀiÁqÀÄwÛzÁÝgÉ.

EzÀ®èzÉÃ ¸ÁAvÀé£À PÉÃAzÀæUÀ¼À Recommendation and Action Taken Report of Studies Conducted by KEA 37


¤ªÀðºÀuÉ PÀÄjvÀÄ ¤¢ðµÀÖ PÁAiÀÄð«zsÁ£À ªÀÄvÀÄÛ PÁ®«Äw E®è¢gÀÄªÀÅzÀ£ÀÄß ªÀÄ£ÀUÀAqÀÄ S.O.P (Standard operating procedure) £ÀÄß ¹zÀÞ¥Àr¸À®Ä PÀæªÀÄ PÉÊUÉÆ¼Àî¯ÁUÀÄwÛzÉ.

3.1091 Helpline Number

The Santwana helpline number 1091 needs to be made fully functional as it is not operational in many places and NGO’s have given their landline and personnel mobile numbers to the community.

¥Àæ¸ÀÄÛvÀ gÁdåzÀ°è PÁAiÀÄð¤ªÀð»¸ÀÄwÛgÀÄªÀ ¸ÁAvÀé£À PÉÃAzÀæUÀ¼À 1091 ªÀÄ»¼Á ¸ÀºÁAiÀÄªÁtÂAiÀÄ£ÀÄß PÉÃAzÀæ ¸ÀPÁðgÀzÀ Universalisation of Women Helpline-181 £ÉÆA¢UÉ «°Ã£ÀUÉÆ½¸À®Ä PÀæªÀÄ ªÀ»¸À¯ÁUÀÄwÛzÉ.

4.

Training

There is a need for imparting more and refresher trainings regularly to Santwana centre staff.

The type training provided to women needs to be rethought of. Instead of the old but now not relevant skills of Agarbathy making and candle making, more relevant employment providing skill trainings may be given using convergence with Skill Development Corporation.

¸ÁAvÀé£À PÉÃAzÀæUÀ¼À ¹§âA¢UÀ½UÉ ¤AiÀÄ«ÄvÀªÁV ¥ÀÄ£À:±ÉÑÃvÀ£À vÀgÀ¨ÉÃwAiÀÄ£ÀÄß ºÀ«ÄäPÉÆ¼Àî¯ÁUÀÄwÛzÉ.

ªÀiË®åªÀiÁ¥À£À ªÀgÀ¢AiÀÄ°è ªÀiÁrzÀ ²¥sÁgÀ¹ì£ÀAvÉ ¸ÁAvÀé£À PÉÃAzÀæPÉÌ £ÉgÀªÀÅ PÉÆÃj §AzÀ ªÀÄ»¼ÉAiÀÄjUÉ CªÀ±ÀåPÀvÉUÉ C£ÀÄUÀÄtªÁV PË±À¯Áå©üªÀÈ¢Þ vÀgÀ¨ÉÃwAiÀÄ£ÀÄß PË±À¯Áå©üªÀÈ¢Þ ¤UÀªÀÄzÀ ªÀw¬ÄAzÀ ¤ÃqÀ®Ä PÀæªÀÄ PÉÊUÉÆ¼Àî¯ÁUÀÄªÀÅzÀÄ.

5. ImplementationNGO’s focusing on more than one centre and one programme has to be discouraged. Because NGO’s cannot monitor the work effectively and also the turnover of the staff members will be high.

6.District Level MeetingsIn each district there can be one Committee that would monitor the functioning of all women welfare related schemes, instead of a

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Committee for each scheme under women welfare. Santwana should be reviewed by this Committee.

CzsÀåPÀëvÉAiÀÄ°è gÀa¸À¯ÁVzÀÄÝ, ¸ÀzÀj ¸À«ÄwUÀ¼À ¸ÁAvÀé£À AiÉÆÃd£É ¥Àj²Ã®£É PÉÊUÉÆ¼ÀÄîªÀ PÀÄjvÀÄ ¸ÀPÁðgÀzÀ ºÀAvÀzÀ°è ¥Àj²Ã°¸À¯ÁUÀÄwÛzÉ.

7.

Compensation to Affected WomenThe compensation provided to affected women needs to be enhanced and District Level Committee should be authorized to sanction it.

ªÀiÁUÀð¸ÀÆaAiÀÄ£ÀéAiÀÄ DyðPÀ ¥ÀjºÁgÀªÀ£ÀÄß gÀÆ.10,000/- UÀ¼À£ÀÄß ¤ÃqÀ¯ÁUÀÄwÛzÀÄÝ, E¯ÁSÉ¬ÄAzÀ 2014-15£ÉÃ ¸Á°£À°è ¸ÉÜöÊAiÀÄð¤¢ü AiÉÆÃd£É C£ÀÄµÁ×£ÀUÉÆ¼Àî¯ÁUÀÄwÛzÀÄÝ, F AiÉÆÃd£ÉAiÀÄr ¥Àæw CvÁåZÁgÀ ¥ÀæPÀgÀtPÉÌ J¥sï.L.Dgï zÁR°¹zÀ 24 UÀAmÉAiÉÆ¼ÀUÁV vÀÄvÀÄð ¥ÀjºÁgÀPÁÌV gÀÆ.25,000UÀ¼À DyðPÀ ¸ÀºÁAiÀÄ MzÀV¸À¯ÁUÀÄwÛzÉ. DzÀÝjAzÀ ¸ÁAvÀé£À AiÉÆÃd£ÉAiÀÄ°è DyðPÀ ¥ÀjºÁgÀ ¤ÃqÀÄªÀ CªÀ±ÀåPÀvÉ E®èzÉ EgÀÄªÀÅ¢AzÀ ¸ÁAvÀé£À AiÉÆÃd£ÉAiÀÄ°è CyðPÀ ¥ÀjºÁgÀ CA±ÀªÀ£ÀÄß PÉÊ©qÀ®Ä ¸ÀPÁðgÀzÀ ºÀAvÀzÀ°è ¥Àj²Ã°¸À¯ÁUÀÄwÛzÉ.

8. NGO’s InvolvementNGO’s have to engage qualified social workers as in some cases, ITI trained, under graduates working in the same NGO, accounts personnel of the NGO etc are working as social workers.

Leverage other skill development programmes for economic rehabilitation – Stree Sakthi, Skill Development programmes of Don Bosco, RUDSET, NSDC etc.,

Appoint a legal advisor for effective legal counseling in line with social workers and family counselor

There is no system for following up cases settled by Santwana

¢£ÁAPÀ: 18.01.2016gÀ ¸ÀPÁðgÀzÀ DzÉÃ±ÀzÀ°è ¤UÀ¢¥Àr¹zÀ «zÁåºÀðvÉAiÀÄAvÉ ¸ÀªÀiÁd¸ÉÃªÉ ¸ÀªÀiÁd¸ÉÃªÁ PÁAiÀÄðPÀvÀðgÀ£ÀÄß PÀqÁØAiÀÄªÁV £ÉÃªÀÄPÁw ªÀiÁrPÉÆ¼ÀÄîªÀAvÉ ¸ÀÆa¸À¯ÁVzÉ.

ªÀÄ»¼ÉAiÀÄgÀ CUÀvÀåvÉUÉ C£ÀÄUÀÄtªÁV DyðPÀ ¥ÀÄ£ÀªÀð¸ÀwUÁV PË±À¯Áå©üªÀÈ¢Þ PÁAiÀÄðPÀæªÀÄUÀ¼À£ÀÄß ºÀ«ÄäPÉÆ¼ÀîwÛgÀÄªÀ gÀÆqï¸Émï, J£ï.J¸ï.r.¹



centres. It is particularly important that counseled cases be followed up in a subtle way, lest things return to the old state or get aggravated.

qÁ£ï¨Á¸ÉÆÌ £ÀAvÀºÀ ¸ÀA¸ÉÜUÀ¼À eÉÆvÉUÉ ¹ÛçÃ±ÀQÛ AiÉÆÃd£ÉAiÀÄ ¥ÀæAiÉÆÃd£ÀUÀ¼À£ÀÄß ¸ÀºÀ MzÀV¸À®Ä PÀæªÀÄ ªÀ»¸À¯ÁVzÉ.

FUÁUÀ¯ÉÃ ²±ÀÄ C©üªÀÈ¢Þ AiÉÆÃd£Á¢üPÁjUÀ¼À PÀbÉÃjUÉ PÁ£ÀÆ£ÀÄ ¸ÉÃªÁ ¥Áæ¢üPÁgÀ¢AzÀ £ÉÃ«Ä¸À¯ÁzÀ ªÀQÃ®gÀ ¸ÀºÀPÁgÀªÀ£ÀÄß ¥ÀqÉAiÀÄ®Ä w½¸À¯ÁVzÉ. C®èzÉÃ ¥Àæw ¥ÀæPÀgÀtªÀÅ £ÁåAiÀiÁ®AiÀÄzÀ°è zÁR¯ÁzÀ°è gÀÆ.2000/- UÀ¼À£ÀÄß ºÁUÀÆ ¥ÀæPÀgÀt EvÀåxÀðUÉÆAqÀ°è gÀÆ.2000/- UÀ¼À£ÀÄß E¯ÁSÁªÀw¬ÄAzÀ ¤ÃqÀ¯ÁUÀÄwÛvÀÄÛ. PÁ£ÀÆ£ÀÄ ¸ÉÃªÁ ¥Áæ¢üPÁgÀ¢AzÀ £ÉÃ«Ä¸À¯ÁzÀ ªÀQÃ®gÀ ¸ÉÃªÉAiÀÄ£ÀÄß GavÀªÁV MzÀV¸À¯ÁUÀÄwÛgÀÄªÀ PÀÄjvÀÄ ¸ÀÆPÀÛ wzÀÄÝ¥ÀrUÁV ¸ÀPÁgÀzÀ ºÀAvÀzÀ°è ¥Àj²Ã°¸À¯ÁUÀÄwÛzÉ.

¸ÁAvÀé£À PÉÃAzÀæUÀ¼À°è zÁR¯ÁUÀÄªÀ ¥ÀæPÀgÀtUÀ¼À C£ÀÄ¸ÀgÀuÉUÁV E¯ÁSÉ¬ÄAzÀ ¤¢ðµÀÖ PÁAiÀÄð«zsÁ£ÀªÀ£ÀÄß (Standard of Procedure) gÀa¸À®Ä PÀæªÀÄ PÉÊUÉÆ¼Àî¯ÁUÀÄwÛzÉ.

9. Honorarium to StaffThe honoraria provided to Counselor and staff of the centre needs to be enhanced as the activities require qualified personnel and also needs more travel and coordination with the different departments and community.

ªÀgÀ¢AiÀÄ°è£À ²¥sÁgÀ¹ì£ÀAvÉ ¸ÁAvÀé£À PÉÃAzÀæUÀ¼À°è PÁAiÀÄð ¤ªÀð»¸ÀÄwÛgÀÄªÀ ¹§âA¢UÀ½UÉ UËgÀªÀzsÀ£À ºÉaÑ¸À®Ä ªÀÄÄA¢£À DyðPÀ ªÀµÀðzÀ°è ¥Àj²Ã°¸À®Ä PÀæªÀÄªÀ»¸ÀÄªÀAvÉ DyðPÀ E¯ÁSÉAiÀÄÄ C©ü¥Áæ¬Ä¹gÀÄvÀÛzÉ.



10. Involvement of Corporate OrganizationsCorporate Organisations could be involved under Corporate Social Responsibility (CSR) activities. This will help in providing skill development training and further economic rehabilitation.

ªÀÄ»¼ÉAiÀÄgÀ CUÀvÀåvÉUÉ C£ÀÄUÀÄtªÁV PË±À¯Áå©üªÀÈ¢Þ ªÀÄvÀÄÛ DyðPÀ ¥ÀÄ£ÀªÀð¸Àw PÀ°à¸À®Ä ¸ÁA¹ÜPÀ ¸ÀA¸ÉÜUÀ¼À (Corporate Organisation) £ÉgÀªÀ£ÀÄß ¥ÀqÉAiÀÄ®Ä PÀæªÀÄ ªÀ»¸À¯ÁUÀÄªÀÅzÀÄ.

X. Title of the Evaluation study: Evaluation of Housing scheme for Devadasis under Devadasi Rehabilitation Programme (2012-13)

Department: Karnataka State Women’s Development Corporation Ltd [ATR Date: 06.05.2017]

ECO: M/s. Centre for the Study of Social Change and Development Institute for Social and Economic Change


1. Income generating activities need to be introduced.

The Corporation is extending subsidy of Rs.20,000/- directly to Ex-devadasis to takeup income generating activities from 2015-16 to 2016-17.During 2017-18 it has been pronounced in Hon’ble Chief Minister’s budget speech that financial assistance given to Ex-devadasis for income generating activities will be increased to Rs.50,000/- (Rs.25,000/- subsidy and Rs.25,000/- as loan)

2. Surveillance is essential in all districts.

Awarness programmes like Jathra Jagruthi, Legal awareness camps and street plays are being conducted regularly in all the 14 districts. During important Jathra programmes surveillance teams under the chairmanship of District Commissioner with the Co-opeartion from Police Department, District Administration, WCD officials and NGO’s are formed and executed.

3. Introduction of welfare schemes for the children of Ex-devadasis are essential.

The women and child welfare department is already extending the benefit to the children of ex-devadasis.

4. Health camps to be continued and Health insurance to the whole family be provided by including their families under Yashwini and Vajpayee

The corporation is not implementing Yashswini and Vajapayee Arogyshree programmes. However, in the regular scheme of Ex



Arogyshree Programmes.Devadasi Rehabilitation Programme, the corporation is conducting the health camp in all the 14 districts exclusively for Ex-devadasis.

5. SHG benefit to be extended to all Ex-devadasis

From 2011-12 to 2014-15 SHGs of ex-devadasis have been given micro credit loans to engage in income generating activities. During 2011-12 to 2014-15, 2262 SHGs of Ex-devadasis have been given micro credit to the tune of Rs.112.75 lakhs.Those who are enrolled in Sthree Shakthi Self Help Groups formed under Women and Child Development Department, the benefits like revolving fund of Rs.25,000/- is given.

6.

Pension amount to be increased to Ex-devadasis irrespective of age. However an additional amount equivalent to 25 percent of the pension to be increased to those Devadasis who have attained 55 years of age and above.

The Corporation is providing pension for those who have crossed 45 years of age. From February 2017 pension amount has been enhanced from Rs.1,000/- to 1,500/- and 28737 Ex-devadasis have benefited during 2016-17 under Ex-devadasis pension scheme.

7. Resurvey of Devadasis/Ex-devadasis wherever it was not covered earlier has to be taken up and the benefits also to be extended to all.

Government has been requested vide letter No. ma.a.ni/de.pu.yo/pra.va/bellari/23/20115-16 dated: 05/04/2016 for resurvey of devadasis.

8. Provision for anthyodaya ration cards to all Ex-devadasis Food and civil supply department is issuing anthoyodaya ration cards to eligible beneficiaries.

9. Honorarium to Ex-Devadasi volunteers to be increased.

During 2016-17, 299 Ex-devadasi volunteers have been working in 14 districts with the honorarium of Rs.900/- per month per volunteer. With the strict surviellence and effective implementation of the project, there are no new incidence of Devadasi dedication. Owing to the current situation form 2017-18 total number of volunteers numbers has been reduced to 34.

10. Essential to address the issues related to the DRP staff welfare for better impact.

From 2017-18 salaries of DRP staff has been enhanced as per the decision of 100th Board Directors meeting as given below project officer Rs.17,000/- to Rs.22,000/- Rs.15,000/- to Rs.20,000/- Rs.10,000/- to Rs.15,000/-



Project implementing officer Rs.9,000/- to Rs.12,000/- Rs.6,000/- to Rs.9,000/-Accountant /Record keeper/typist Rs.7,500/- to Rs.10,500/- Rs.5,000/- to Rs.8,000/-Group-D Rs.4,000/- to 7,000/-



XI. Title of the Evaluation study: Evaluation of Functioning of Karnataka integrated citizen Services Centre

Department: Govt. of Karnataka Directorate of Electronic Delivery of Citizen Services e-Governance Department [ATR Date: 07.08.2017]

ECO: M/s. Ernst & Young, LLP

Sl. No. Recommendation Action Taken by the Department1. Short-term Practicable Recommendations :

To strengthen the facilities in the Centres enabling to render the services in a more professional and effective way. More particularly, K-One centres can be converted into disabled friendly by constructing ramps and wherever possible can be shifted to ground floor to help senior citizens. Basic amenities like drinking water, sufficient seating facility, maintaining cleanliness, proper lighting etc., can be ensured to make customer comfortable.

Most of the Karnataka One Centres were set up 5 years ago and they have, undergone reasonable wear and tear. In view of this KRIDL has been already requested to visit all the centres and submit estimates for taking up of renovation/maintenance works. KRIDL has already visited Karnataka One Centres and is in a process of estimate preparation. In one of the centre at Dharwad, the work of renovation is under progress.

2. To take care of regular maintenance of computer system and other facilities.

Maintenance works of AC’s, repair works of furniture’s and electrical works were taken up wherever immediate maintenance was required

3. To insist channel partners to take quick actions in rectifying the computer System in Centres in case of break downs.

Work has been entrusted and advance has been released to Karnataka State habitat centre to replace the name boards/service boards and monograms of all Karnataka One Centres.

4. To give wide publicity for K-One Centres and its range of services through distribution of hand bills, banners, newspaper insertions, Advertisement in local newspapers, radio and cable channels

Operations Partner of Karnataka One has taken up the maintenance of the Computer systems. However, most of the IT Hardware are more than 5 years old. Hence in the RFP which was floated recently for selection of Operations Partner EDCS Directorate has taken the responsibility of replacing the existing hardware with new. Accordingly RFP was floated for procurement of IT Hard ware and was recalled as the tender received single bid and the prices were on the higher side. RFP has been again floated on 17.05.2016

Action has been taken to replace UPS and Batteries of 31 Centres out of 37 centres where the replacement was essential.

5. To open / earmark exclusive counters for handling specialized services like issue of ration card etc., which are more time consuming.

6. To deploy more staff / counters depending on extra peak hour / peak day rush



Action has also been taken to procure 20 Dot matrix printers.

Social media campaign has been taken up on Facebook and Twitter to give wide publicity on services o KOne. Paper Advertisements have also been published. New launches of services are being done through press conferences to ensure that wide publicity is given.

Out of the total available counters at Karnataka One Centres, one or two counters are dedicated for specialized service like Application for Ration Card and other services of Food and Civil Supplies Department. Exclusive counter has been setup for Aadhar enrolment.

In the current RFP requirement of Manpower is defined based on the volumes of transactions. CMS Computers Ltd, the Operations Partner as informed the Directorate of EDCS that they have deployed additional staff than RFP requirement. However this needs to assessed by the EDCS Directorate.

Long term practicable recommendations : 7. The estimated coverage of K-One Centres is just 27% of households

in the nine cities considered for the study. This indicates a huge potential to open more Centres in all districts across the State.

In the recently floated REP provisions has been made to Replicated Karnataka one to another 42 cities so that to cover all corporation and CMC’s. In the first phase it is planned to set up Karnataka one Centres at 17 District head quarters and accordingly Deputy Commissioners and commissioners corporations/CMC’s have been requested to identify and allot buildings for setting up of centres.

8. Efforts should be made to create awareness on K-One Centres to increase the transactions at existing Centres at least to the level of top ten Centres. Focus should be given initially to the Centres in the city with higher population, for example, Mysore city.

9. More services can be added to the purview of the K-One Centres for the benefit of customers depending on practicability to include such additional services.

Adding of new services to the existing bouquet to services is a continuing process and as part of it services like sale of LED Bulb’s payment of traffic violation fines, Application for photocopy/Re-totalling/Re-valuation of answer scripts by SSLC students. Payment of Additional Security Deposit for Electricity Connections,



Enrolment of Aadhar, Post paid bill payments of Reliance has been added.

10. The demand for K-One Centre is well established as almost all families are bound to pay one or other bills like electricity, water, property tax etc., other than specialized services. Under this circumstance, a large number of K-One Centres required to be opened to cater to the needs of population.

Steps have been initiated to add 2 more centres in Tumkur and the work of creating interiors is in progress.

Two centres at Hubli-Dharwad are ready for inauguration and the work of creating interiors is in progress at one more location

As per the implementation model of Karnataka one Government Organisation like Urban Local Bodies/Urban Development Authorities/District Administration and other Government Departments have to provide built-up spaces on rent free basis and e-Governance Department furnish them and setup the centres and the major challenge is to get the buildings. In view of this provision has been made in the RFP to set up centres on a Franchise model to overcome the challenge and quickly set up more centres.

In the recently floated RFP provision has been made to Replicated Karnataka one to another 42 cities so that to cover all Corporations and CMC’s. In the first phase it is planned to set up Karnataka one Centres at 17 District head quarters and accordingly Deputy commissioners and commissioners Corporations/CMC’s have been requested to identify and allot buildings for setting up of centres.

11. A broad guidelines is evolved for opening of new Centres as below: - There must be a K-One Centre, which is accessible to

customers within a distance of 5 kms. - K-One Centres to be set up at major locations with more

than 25,000 potential customers. Based on this criteria, around 200 K-One centres may required to be opened to cover the urban population.

- Existing / proposed payment counters of service providers mainly ESCOMS & Water Boards need to be reckoned when setting up new KOne Centres to avoid possible overlapping.

- Suggestions offered by customers and service providers during the Study can also be considered while taking the decision on opening new Centres. Keeping the above broad parameters, new K-One Centres can be established in a phased manner with an ambitious target of opening K-One Centres in major cities of all 30 districts of Karnataka in a span of next five

Recommendations requiring change in Policy:12. More K-One Centres could be set up across the State as it would be

advantageous to both the customers and service providers as such Centres are carrying out multiple tasks in a single point saving time and resources

i. Proposal of replicating Karnataka one to 42 more cities was placed before the Empowered Committee for Bangalore one and Karnataka one chaired by Additional Chief Secretary to Government and the committee has accorded the proposal. Accordingly in the recently floated RFP provision has been



made to Replicate Karnataka one to another 42 cities so that to cover all Corporation and CMC’s. In the first phase it is planned to set up Karnataka one Centres at 17 District head quarters and accordingly Deputy commissioners and commissioners Corporations/CMC’s have been requested to identify and allot buildings for setting up of centres.

ii. The proposal of setting up of Karnataka one Centres on franchise model in cities where enough number of Government Building are not available was placed before the empowered committee of Bangalore one and Karnataka one and the proposal has been approved and accordingly provisions have been made in the RFP for setting up of Centres in the franchise model.



XII. Title of the Evaluation study: Evaluation study on Protection of Historical Monuments and Development of Museums taken up under 12th Finance Commission Funds

Department: Archaeology, Museums and Heritage [ATR Date: 15.11.2016]

ECO: M/s. READI – INDIA.

Sl. No. Recommendation of the Study Action Taken by Department

Short term

1.The department of Archaeology should list all monument sites and put in public domain and ask for additions/corrections wherein each monument‟s description may be made in a standard format. Listing of monuments should be based on historical, architectural, archaeological and cultural significance. A senior officer may be made responsible for inspection of all additions and corrections and reporting to Commissioner. This will ensure that a complete data base of all monuments of archaeological importance is available with the State and with the participation of people.

After identification of heritage places through subject-wise analysis and land survey of important places the inventories are being prepared as a key management tool. The documentation of protected monuments spread over in Bengaluru, Mysuru, Belagavi Division have been completed. In Kalaburagi Division totaling 196 State protected monuments have been included in the declared list out of which the documentation of 116 monuments has been completed. The documentation of the remaining 80 monuments is likely to be completed within two months. The documentation of monuments located in Hampi & Anegundi in Kalaburagi Division has been carried out by the Hampi World Heritage Management Authority with the grants provided by the department.

The documentation of 14 heritage areas viz., Banavasi, Bangalore Urban, Malakheda, Nagavi, Badami, Lakkundi, Talakadu, Ihole, Halebeedu, Belagavi, Melukote, Sannati, Belur, Kamatagi has been completed.



The Archaeological Survey of India is also carrying out the documentation of unprotected and protected monuments in Karnataka so as to prepare National Registry under National Mission on Monuments and Antiquities.

The State protected monument list has been put in departmental website/Public domain.http://www.karnatakaarchaeology.gov.in/files/STATE%20PROTED%20MONUMENT% 20LIST%20UPDATED.pdf

2.Classification of monuments and sites on the lines of ASI (in order of importance from tourism, economic and social points of view) may be done by the department.

The monuments, sites and antiquities are being documented to create a national database through National Registry under National Mission Monuments and Antiquities which will serve its realistic purpose.

3.KAD should spell out criteria for prioritization of conservation and maintenance while drawing annual/action plans.

Action is being taken for prioritization conservation work spread over in Karnataka a limited financial assistance.

4.

For clearing of encroached sites/monuments/surroundings of monuments, KAD should approach the Deputy Commissioner concerned and with him to work together to evict encroachments.

Wherever encroachment occurs the eviction encroachment will be done as per the rules the help of District Administration.

5.KAD should explore the feasibility of increasing its revenue through collection of fees for major monuments sites and museums with a very small and token entrance fee of Rs 2/- or Rs 5/-.

Action will be taken in this regard.

6. Heritage sites should be got surveyed and marked to prevent encroachements. The survey of 14 heritage areas has been competed

Long Term


http://www.karnatakaarchaeology.gov.in/


7.

The funds earmarked for each and every monument is insufficient as they are many archaeological sites and monuments needing restotration. To restore these monuments KAD may draw a perspective action plan for planned maintenance.

The department took note of this point and sought a grant of Rs.100.00 crores under the 13th Finance Commission from the Government of India. However there is no grant under 14th finance commission forthcoming.

The Department will prepare and furnish budget proposal for higher grants to the Government of Karnataka.

Every year the Department is submitting the Action Plan for seeking grants for conservation of monuments/ annual maintenance of monuments.

Action has been taken in priority basis to conserve the monuments under the available grants.

8.All entry fee collected for a particular archaeological site/monument may be kept as a corpus fund and used to maintain the site/monument as convergence with funds of 12th Finance Commission.

The feasibility will be looked into.

9.Age of the structure, its special value in terms of architecture and archaeology and cultural significance, relevance to the history and also tourism, should be given weightage in protection and conservation;

Preparation of conservation plan for each of the state protected monuments including condition mapping overlaid on the 2D/3D drawings above structural assessment of the monument, conservation strategy, including works of prioritization, identifications of problems and issues will be undertaken in due course.

10.In addition to repairs to the structures, it is also important to develop surrounding area with landscaping and have facilities for tourists (particulary toilets, vehicle parking and food), so that they come in more numbers and thus may add to revenue.

The surrounding some area of the monument had been landscaped and garden lay down and regular maintenance is being carried out.

Ex:



1. Harnahalli, Channkeshava temple2. Kittur fort area.3. Srirangapatna fort area.4. Sri Siddeshwara Temple at Mulagunda tq,

Gadag District5. Government Museum (Heritage Building)

Bengaluru, Kalaburagi, Mangaluru, Srirangapatna, Yalandur

6. Varadaraja temple at Hangala, Gundlupete, taluk, Mysuru District

11.Community involvement should receive adequate consideration at every stage of planning, execution, supervision and protection of monuments and sites.

Steps will be taken to involve local communities in protection of the monument and sites

12.

Efforts should be made by KAD to dovetail protection and conservation and maintenance ensuring convergence with other programmes, more importantly, departments involved in roads and connectivity development so as to ensure easy access to visitors and tourists.

This point will be followed wherever possible

13.KAD should work with Departments of Tourism, DC, RTO, SP, PWD, ZP, KSRTC, etc. to promote visits by tourists to Archaeological monuments and sites.

Yes. It will be taken up with other department

14.KAD should contemplate having an Archeological Tourism Board in each district.

District Tourism will be asked to consider connotation and promotion of Archaeology sites an ultimately this will lead to Tourism promotion

15.

The Karnataka Ancient and Historical Monuments and Archaeological Sites and Remains Act 1961 may be suitably amended so that offences related to damaging an archaeological site/monument, its encraochement and theft of antiques has a more deterrent punishment than presently available in law.

Action will be initiated

Recommendation required in change in Policy

16.Seeing the importance of safeguarding the heritage and in the better interest of protecting the Monuments, KAD can explore an option of going for PPP mode of

The Department has been already involved in the Public, Private, Partnership (PPP) mode,



understanding. through Dharmasthala Dharmothana Trust which is the main partner. Private persons, Firms and foundations are also engaged in such ventures.

17.

Maintenance and protection of sites and monuments should not be responsibility of KAD only. Instead, a group of concerned departments like PWD, Transport, Tourisim and others may also be invlolved with KAD taking the lead.

As far as maintenance and protection of monuments is concerned the department is already working with the assistance of the Department of Tourism, Government of Karnataka. The involvement of other Department will be looked into as and when it is feasible.



XIII. Title of the Evaluation study: Evaluation of Purchase of Books in KIMS Library, Hubblli (2012-13)

Department: Health and Family Welfare Department (Medical Education) [ATR Date: 03.12.2012]

ECO: M/s. TECSOK


1.The library reading room need to be adjacent to reference room to help the users.

Library reading room is already adjacent to reference room to facilitate to users.

2.

To create a library friendly atmosphere to the students, conveniences like spacious reading area with comfortable chairs, table, fan, uninterrupted power supply, drinking water, and display of wall clock will facilitate the readers.

Uninterrupted power supply (UPS), Drinking water facilities and wall clock facilities are available in the library.

3.The library has to provide additional amenities to the users like lightning facility in the wash room, refreshments like light snacks/tea/coffee.

Arrangements will be made for refreshments like snacks/tea/coffee.

4. Adequate soft ware need to be adopted for speedy acquisition of books / journals.

e-Lib software adopted for speedy acquisition of books/journals.

5. Regular updated list of publishers/ distributors will come in handy during procurement of books.

Every year look exhibitions are conducted to ensure proper motivation in this behalf and also opportunity is provided to choose books published by different authors.

6. The library needs be totally automated to facilitate the users to use the library effectively.

Advance/latest software have been installed and now fully automated.



XIV. Title of the Evaluation Study: Evaluation of special component programme (SCP) and Tribal sub plan (TSP)

Department: Watershed Development Department [ATR Date: 17.10.2017]

ECO: M/s. Interface India Development Consultants


1.The SCP and the TSP programmes needs to be implemented with a ‘shelf-of-activities’ approach providing for appropriate interventions desired by the target group.

Noted for future guidance and action has been initiated to prepare shelf of activities.

2. The targets set under these programme have to be more realistic and based on the needs and the concentration of the target groups.

3.The department may evolve a strategy to train the SCP and the TSP beneficiaries on the various aspects of the maintenance of the structures created under the programme either by outsourcing to a professional agency or by implementing the same through the department.

Required training and awareness will be given to the beneficiary to maintain the assets/structures.

4.

In view of the merger with the Agriculture department, the department may focus greater attention in implementing other programmes through the process of convergence. This is also true for departments / programmes such as the Department of Animal Husbandry and Verterinary Services, Mahatma Gandhi National Rural Employment Guarantee Programme, Department of Horticulture, Department of Forestry and Department of Fisheries.

Noted for future guidance and action will be taken to converge various department activities for the benefit of SC & ST

5.

At the Taluk level, an appropriate committee under the Chairmanship of the president member from the different the departments to be constituted with power relating to the selection of the beneficiaries, timely execution and monitoring and more importantly to ensure the implementation on a ‘mission’ mode.

Committee is constituted for the Zilla Panchayath & Taluk Panchyath Programmes

6. The Department may further issue appropriate guidelines towards ensuring proper documentation.

Suitable guidelines has been issued for proper documentation from 2011-12



XV. Title of the Evaluation study: Evaluation of Jalasiri Scheme under Total Sanitation Campaign (2012-13)

Department: Watershed development department [ATR Date: 16.09.2017]

ECO: M/s. INRIMT


1.Nala banks of the Water Harvesting Structures (WHS) constructed need to strengthened/ fortified with grasses. Additional funds may be provided for this, otherwise, the flank walls are likely to get damaged in the event occurrence of excess rainfall in a single day

Nala banks are being strengthened with grasses, as well as agave suckers in some cases and beneficiaries present on both sides of the nala will take care of this W.H.S

2. Desilting of silted-up WHS may be taken up either through motivation by providing funds.

The community is encouraged to take up desilting of WHS through MGNREGA scheme directly by the department or by the concerned gram panchayat.

3.

The head mazadoors, skilled and unskilled workers may be recognized/encouraged by providing platform to make them understand the aims/ objectives of WHS’s/ Department. They may be encouraged/ educated about the free insurance coverage for landless households/ works mooted by Govt. of India, LIC, Govt. of Karnataka like Aam Admi Bima Yojane, which is under implementation in the State.

Head mazadoors are already aware about these schemes and most of the workers are having life insurance schemes. Short term trainings are also organized to understand the aims and objectives of WHS.

4. Provision need to be made for maintenance of the structures and beneficiaries need to be educated/ motivated.

Jalasiri is a beneficiary oriented scheme, after completion of the work, the beneficiary are educated about how to maintain the structures and farmers are maintaining the strucature by their own interest.

5.There is a need of a single agency/ authority to be assigned with the task of approval of the location of WHS, otherwise there will be chances of deviation unnecessary expenditure to the Government exchequer.

Watershed Development Department has different levels of qualified officers for site selection and approval of location. Hence. There is no question of deviation/ unnecessary expenditure.



XVI. Title of the Evaluation study: Evaluation of the performance of Rural Backyard Poultry Farming in Karnataka under centrally sponsored scheme (2015-16).

Department: Animal Husbandry and Veterinary Services Govt. of Karnataka. [ATR Date: 05.02.2018]

ECO: M/s. NABARD Consultancy Services.


1.

The scheme is recommended to be continued and extended to all districts of Karnataka (except may be the coastal and wet Malnad regions where Giriraja may find it difficult to prosper) but with the changes and precautions that are contained in the recommendations later.

During the 2016-17 under NLM, 3 districts Bidar, Koppala and Hasana are selected for implementation of Backyard Poultry.

2.

The selection of beneficiaries under the scheme should be done strictly in accordance with the eligibility criteria and procedures prescribed. No beneficiary should be selected until he/she has:

a. His/her name in the beneficiary list prepared by the Gram Sabha

b. A valid BPL Card

c. A house/dwelling with sufficient space to safety house and rear Giriraja birds and a space good and sufficient for the birds to scavenge.

Further, there should be a written transparent, fair and judicious criteria/process of inclusion and exclusion of beneficiaries which should be followed. A suggested criteria/process of inclusion and exclusion are furnished in Annexure H.

Guidelines issued as per the recommendations.

3.No beneficiary should be given the birds unless and until he/she and his/her spouse or parents or all adults who live with him/her in the house/dwelling are trained in rearing Giriraja birds. This is because Giriraja requires a care and management system different than that of

Guidelines issued as per the recommendations



rearing country fowl. They should be trained in getting the Giriraja eggs hatched through other country hens, as Giriraja is not a good brooder.

4.

No beneficiary should be given the birds unless and until he/she has the night shelter and feeders and other equipment installed in his/her house/dwelling. This is to ensure that mortality of Giriraja is reduced, particularly against nocturnal predation.

As per Guidelines feeder, water and night shelter equipments are provided the beneficiaries

5.

Immediately at the time the first batch of birds is given, an inspection schedule of officers of the AH & VS department designated for the inspection/facilitation of each beneficiary should be drawn and intimated to the beneficiary as well as the Inspection/Facilitation officer and his/her immediate superior. It will be better, if the designated Inspection/Facilitation Officer and the beneficiary are made to meet in the training session. In case the inspection does not happen within three days of the decided and intimated date, the beneficiary should alert the immediate superior of the designated Inspection/Facilitation officer. Also, the immediate superior of the designated Inspection/Facilitation officer should verify and confirm if the inspection has indeed been done.

-

6.Since Giriraja is not a good brooder and requires country hens to be tricked into getting its eggs hatched, giving the beneficiaries a mix of Giriraja and country hens (with rooster) may be contemplated.

-

7.Sexed birds may be supplied under this scheme depending on the beneficiaries’ preference for rearing the birds for meat or egg production. -

8.

Since a totally free distribution of birds is unlikely to bring in a sense of ownership in the beneficiaries, and because most of the beneficiaries opined in the evaluation as willing to contribute 20 to 25 percent of the cost of birds and rearing accessories, the scheme may be contemplated to include the provision that beneficiaries will pay the 25% of the total cost of birds and accessories when they receive the first batch of birds. Women and different abled beneficiaries can be made exempt from this.

-

9. It is recommended that AH&VS department may examine the three cases -Recommendation and Action Taken Report of Studies Conducted by KEA 57


of selection of ineligible beneficiaries which are detailed and reported in this evaluation report. The AH & VS department may inquire into similar cases in the case of population that did not fall in the sample of this study and take necessary action.

10.

It is recommended that an inquiry may be done by the AH & VS department in all cases reported in the evaluation report where there has been 100% mortality of the Giriraja birds supplied. The AH & VS department may inquire into similar cases in the case of population that did not fall in the sample of this study and take similar action.

-



XVII. Title of the Evaluation Study: Evaluation on Suvarna Karnataka Gotali Samrakshana Yojane (2016-17)

Department: Animal Husbandry and Veterinary Services Department. [ATR Date: 21.12.2016]

ECO: M/s. Institution of Agricultural Technologists (Regd) (IAT)


1.

It is quite evident from the findings that the “Suvarna Karnataka Gothali Samrakshane Yojane” has been implemented in breach of most of the conditions and guidelines formulated vide Government of Karnataka order no. ¥À¸ÀA«ÄÃ/53/¥À¥ÁAiÉÆÃ/¨ÉAUÀ¼ÀÆgÀÄ, dated: 19.12.2006 and the three amendments to it. Despite the fact that conservation of indigenous breeds of cattle is a very important task and the scheme was conceived and designed in a very simple and practical way to achieve the objective, it failed solely due to faults in implementation. Hence it is recommended that the scheme should be discontinued.

Aim

Conservation and development of Desi breeds of cattle in State through NGO’s

Period L 2006-07 to 2013-14 Maximum assistance provided for infrastructure

Rs.10.00 lakh. Scheme to be implemented as per guidelines.

46 NGO’s in 22 districts assisted to a time of Rs.386.01 lakh.

External evaluation out sourced through Institute of Agricultural Technologists, Bengaluru.

Among the 4 Revenue Divisions, 5 NGOs have been evaluated.

Evaluation is based on scheme details, scheme requirement and NGO’s experience.

2. The Government of Karnataka order no. ¥À¸ÀA«ÄÃ/53/¥À¥ÁAiÉÆÃ/¨ÉAUÀ¼ÀÆgÀÄ, dated: 19.12.2006 to it provides that in case the beneficiary N

GOs/Trusts fail to comply with the terms and conditions, their

Out of the NGO’s evaluated, 5 NGO’s have been instructed to refund the grants released to them since they have violated the terms and conditions of the scheme

KEA has recommended to conduct special compliance audit of the NGO’s not evaluated and if any violations



properties can be attached, lands (if taken under the scheme) recovered and the grants given under this scheme can be recovered as arrears of land revenue. All the five sample studied trusts/NGOs of this evaluation study have been shown to have breached most of the terms and conditions in the chapter dealing with findings. It is thus recommended that the grants made to them be recovered using this provision. In case of NGOs/Trusts not evaluated here as they fell outside the sample, a special compliance audit of the terms and conditions of the Government Order cited before he got done and appropriate action (including recovery of grants given if terms and conditions are found to have been violated as has been done in case of the five NGOs/Trusts sample studied in this evaluation) taken.

found, grants to be recovered. KEA recommendations circulated to all 22 districts for

information and strict adherence. Instructions issued for recovery of grants from the 5

NGOs which have violated the terms and conditions of the scheme.

Special compliance audit to be conducted in the non evaluated 41 NGOs and if any violations observed, the grants to be recovered accordingly.

Special compliance audit entrusted to the vigilance and technical audit wing of the Department of AH & VS.

Based on the audit reports, action to be initiated.



XVIII. Title of the Evaluation Study: Evaluation of Milk Incentive Scheme (2016-17)

Department: Animal Husbandry and Veterinary Services Department [ATR Date: 05.02.2018]

ECO: M/s. Remote Sensing Instrument (RSI)


1.

Milk Incentive Scheme under implementation is to be continued with an upward revision rate. It could be of Rs.6/- or more per litre of milk poured by the dairy farmer to the local village level MPCS, since the majority of stakeholders expressed their need due to increased feed cost and overall dairy farming management cost. The scheme will have to remain till the rural farmers get “Remunerative / Profitable purchase rate” by the respective DMUs, in order to achieve maximum growth in dairy activity in the cooperative sector and to improve the status of dairy farmers.

R-Milk Incentive scheme under implementation to be continued with an upward revision rate.

A-State Government has increased Rs.1/- per litre of milk from Rs.4/- to 5/- since December 2016 and continuing implementation.

2.

“Monitoring, Evaluation, Learning and Documentation (MELD)” wing could be established at the Commissionarate of AH & VS to take care of “Concurrent Monitoring, Evaluation, for Learning and Documentation” of the schemes under implementation, by suggesting timely mid course corrections and suitable remedies for problems as and when encountered.

Responsibility of calculating cost of production and purchase rate of milk procured by the milk unions from the rural dairy farmers. Two options are recommended. Option – I: National Dairy Development Board (NDDB), could be identified by the government, to take-up the responsibility of calculating the cost of production and also fixing price of milk purchased by the milk unions at the village level, in Karnataka State.

R-Monitoring Evaluation, learning and documentation should be done at different levels.

A-Monitoring, committee formulated at State Level, District Level and Taluk Level to monitor the scheme and to suggest suitable remedy for problems as and when encountered.

3. Option-II: „Milk‟ as such, is an essential commodity, which could also be considered as an item under the purview of “The Karnataka Agriculture

R-Responsibility of calculating cost of production and purchase rate of milk procured by the milk unions.



Price Commission” to protect the interest of the farmers, for assuring the remunerative price for the milk in the State. The above regulatory authority shall also consider the financial condition of the district milk unions, as one of the parameters, while calculating the purchase rate of milk.

A-Action initiated, it is under discussion to request the Karnataka agriculture price commission to take up the responsibility to calculate the cost and fixing price of milk purchased by milk unions.

4.

Incentive Amount Delivery System under the MIS.

Option I: The present system needs to be further strengthened to make it more efficient in delivering the incentive amount to the rural milk pourers along with the farmers‟ milk bill being paid fortnightly by the MPCSs.

Option II: If MIS is continued in the same mode of delivery system, the situation deserves to opt for an efficient dedicated Software System with a net work of connecting all the functional MPCSs, District Milk Unions from the Department of AH & VS., to monitor the scheme implementation. The software should have scope for maintaining detailed data of milk pourers linked to their Aadhaar number, for accounting and payments verification with digital certification at different levels to assure transparency, accountability and speedy disposal.

This net could be father widened to cover all allied institutions of the department, connecting all livestock farmers with the details of their land and livestock resources to provide door delivery services, input supply and sample survey, livestock insurance and incentives including providing disease forecasting information on mobile SMS in long run, as a long term plan.

A-Incentive amount delivery system under the MIS

A-Action initiated, further strengthening of the mode of delivery of incentive by developing a software at State Level to distribute directly to the farmers throng DBT adhaar based.

5. Logistic and Development Support: Two percent of the incentive grant amount, be allocated for creating need based, additional infrastructure and man power, both for the AH & VS department and the DMUs, including at MPCS level. Part of which could be used for logistic support for

R-Logistic and development support. 2% of the incentive amount to be allocated for creating need based, additional infrastructure at the state level.



conducting “Training of Trainers” programmes for local farm women leaders and further, for conducting “Village Based Trainings” (VBTs), for dairy farmers to impart knowledge for rearing of dairy animals under adverse / drought situations. This model of capacity building activity results in “Farmer to Farmer” extension for knowledge dissemination and sustainable positive growth for the dairy development activity at the village level.

A-It is under discussion to take permission from the Government to allocate 2% of the incentive allocation.



XIX. Title of the Evaluation Study: Evaluation of Distribution of tax exempted diesel and kerosene to fishing boats in Karnataka (2016-17)

Department: Department of Fisheries [ATR Date: 23.09.2017]

ECO: M/s Hyderabad Karnataka Centre for Advanced Learning (HKCAL)


1.

Provision for operational subsidy for primary sector such as agriculture, horticulture, animal husbandry and fisheries are common in order to minimize the vulnerability of the families to natural risks of uncertain catch and risks of adopting capital intensive technologies for augmenting production. Hence, it is suggested that the diesel subsidy may be continued in a modified manner to promote sustainable fishing practices. We recommend following suggestions for implementation by the state:

2.

The gross income from fishing has been stagnating in spite of increased exports and increase in price index. The results indicate that nearly 60 % of the fishing income is now realized from exporting 40 % of the total production in Karnataka. Hence, removal of diesel subsidy could affect the income and employment in fishing and fishery related sectors.

The scheme has been continued as recommended

3.

The diesel subsidy should not lead to over-exploitation of the resources and indiscriminate use of un-sustainable fishing practices. Hence, we recommend that the fuel subsidy may be linked to the adaptation of the existing management regulations as per the Karnataka Marine Fisheries Regulation Act. Thus those fishing boats which adopt the management regulations such as mesh size, zoning of fishing areas, closed seasons (monsoon ban) strict adherence to limits to fishing capacity (HP and size) may be given incentives and subsidies rather than giving subsidy to each and every licensed boats.

Proposal will be to Government to change the scheme guidelines to stop diesel subsidy for the boats violating the Karnataka Marine Fisheries regulation Act.

4. At present as per the fuel subsidy policy of the government discrimination is not Proposal will be to Government to change the scheme



made between approved method of fishing and prohibited method of fishing. Highly destructive fishing practices such as bull-trawling, night fishing and other un-sustainable practices should be discouraged by completely withdrawing the subsidy to these fishing units.

guidelines to stop diesel subsidy for the boats violating the Karnataka Marine Fisheries regulation Act.

5.

As the fishing intensity increases (horse power of the engine and size of the boat greater) the demand for subsidy also increases since the operation becomes more energy oriented. On an average a deep sea vessel with greater than 130HP receives Rs. 7.50 lakh rupees as fuel subsidy @ Rs. 8.00 per litre. On the other hand a small scale fishing unit with less fuel demand is eligible for smaller subsidy and receives Rs80, 000-100,000 as fuel subsidy. We recommend that the government may follow the principles of progressive subsidy in which the rate of subsidy decreases with increase in fishing intensity. Thus the fuel subsidy for a fishing boat with greater than 130 HP engine capacities would be limited to Rs. 4.50 lakh @ Rs 5.00 litres and a small fishing boat would continue to get the diesel subsidy @Rs. 8.00 per litre.

Proposal will be sent to Government

6.

The use of kerosene by small engine boats is mainly limited to reach the fishing ground and their capacity to pull the fishing nets is not enough. Thus the kerosene is a viable fuel only for smaller outboard engine boats within 10-15 hp engines. The present availability of kerosene is only around 220-250 litres per boat per month which is hardly enough to meet the requirements. Hence the restrictions on the supply of kerosene could be relaxed and released through open market operations

To be done by Department of Food and Civil Supplies. The recommendation will be communicated to the Department of Food and Civil Supplies.



XX. Title of the Evaluation Study: Evaluation of Assistance to Inland Water Fishermen for perchance of Fishery Requisite Kits in Karnataka (2016-17)

Department: Department of Fisheries [ATR Date: 08.09.2017]

ECO: M/s. Technical Consultancy Services Organization of Karnataka (TECSOK)


Short term

1. Periodic and Random Quality check to assess quality of FISHERY REQUISITE KIT distributed in the certified laboratories.

The department has made it compulsory that sample of the kit have to be provided by the tenderers who have participated in the tender to the concerned officers to ensure the quality of the materials. The same quality of material has to be supplied after finalization of tender process and in case of any discrepancies during inspection the consignment is rejected. The production unit of the manufacturing company are inspected by the officers to ascertain infrastructure, internal quality mechanisms, man power and production capacity etc as and when required.

2.Re-look criteria for selection of the beneficiaries, guidelines, taking opinion of implementing officers and other stake holders.

The opinion of the implementing officers for selection of beneficiaries as mentioned in the final report will be considered based on the feasibility during next financial year.

3.Maintenance of data at Taluk, District, Zone, Head Office regarding information of beneficiaries such as date of distribution of FISHERY REQUISITE KIT, items distributed quantity and specification.

Information of the beneficiaries who have received the benefits, date of distribution and items distributed are maintained in all taluk level officers. The department has already developed a Fishery Resources Information Management System () to capture beneficiary details which is reflected up to the Head office level.



4. GPS data for traceability, accountability, periodic monitoring etc., Presently GPS data for this scheme is not feasible due to lack of staff at the taluk level

Long term

5.There can be two schemes, one for Below Poverty Line (BPL) and another for Above Poverty Line (APL). BPL can be given bigger kits than APL.

A proposal regarding the same shall be sent to The Government.

6.Increase the quantum of assistance of FISHERY REQUISITE KIT from Rs.10,000/-to Rs.25,000/- for beneficiaries Below Poverty Line and Rs.20,000/- for beneficiaries Above Poverty Line.

A proposal regarding the same shall be sent to The Government

7.Kits to be re-designed in consultation with the fishermen and also net size.

For the convenience to the fishermen and in order to cater to the local needs, from the present year ie 2017-18 onwards the tenders are invited at the zonal level, unlike the previous years where the tender was invited from the Head Officer at the State Level. This helps to provide beneficiaries the required material as per the local requirement and on time.

8.Separate guideline has to be formulated for coastal inland fishermen. It is opined that separate guidelines for coastal inland

fishermen is not required. Steps will be taken to provide kits as per their requirement

9.The kit needs to be re-designed to suit different water bodies such as pond, tank, reservoir and the river.

Since the tenders are now being invited at the zonal level, care will be taken to catered to the needs of the local fishermen and their requirements

10. Continue FISHERY REQUISITE KIT SCHEME. Continued

Recommendation requiring Change in Policy

11.Survey of BPL / traditional fishermen and fishermen in general to know the actual number of inland fishermen in the state.

Steps will be taken to conduct survey of BPL/Traditional fishermen in order to know the actual number of inland fishermen in the state through an agency.

12. Demand assessment survey to be conducted in order to know the water Details of the water bodies are captured in the FRIMS Recommendation and Action Taken Report of Studies Conducted by KEA 67


bodies, and availability of water to carry out fisheries activity. information system which is currently being used in the department. The availability of tanks every year.

13. Demand assessment survey to assess appropriate, quantum, quality and quantity of FISHERY REQUISITE KIT requirement.

Steps will be taken to conduct survey of BPL/Traditional fishermen in order to know the actual number of inland fishermen in the state through an agency.

14.Comprehensive policy for overall development of fishermen and increase in fish production.

The department is working achieve the overall development of fishermen and increase fish production through various innovative department programmes. During the present year i.e.2017-18, a new scheme “Matsya Krishi Asha Kirana” was introduced. Under this scheme selected maximum of Rs.27,000.00 per ha for purchase of supplementary fish feed (2 ton per ha). A huge increase in fish production is anticipated through this programme.

15.

It is suggested that, regular training may be given to the stakeholders including Fishermen, Elected representatives, Government functionaries for effective implementation of project.

The Department conducts various skill development training programs every year under various state and central schemes to train fishers. Specific training programs are conducted to train elected representatives of fishery Co-operative societies, reservoir fishermen, aqua culturists etc. The department has 4 train

16. Women may be encouraged to participate in Fishing Activities.Training programs are conducted for women fishermen and are encouraged to take up various fishery activities like oyster culture, mussel culture etc in the coastal districts of Karnataka.

17.For monitoring the projects appropriate technology (IT/MIS/GIS) may be used.

Fishery Resources Information Management System (FRIMS) which is a MIS exclusively developed for Fisheries Department captures the beneficiary details.

18.Apart from impact evaluations, concurrent evaluation of the programme should also be entrusted on regular intervals to assess mid-term modification of the programmes.

Steps will be taken to conduct evaluation of the programme on regular intervals





XXI. Title of the Evaluation Study: Evaluation of Police public schools run by Home Dept. of Govt. of Karnataka (2015-16)

Department: Home Department of Karnataka [ATR Date: 12.09.2017]

ECO: M/s. Natural Resources India Foundation (NRIF)


A. Recommendations to the Mysuru Police-Public School

1.Design the mission and vision statement of the school on the lines of sainika schools

2.Provide for better infrastructure in the from of smart boards, language lab, library, music art room and adventure activities on the play ground.

Infrastructure Three rooms have been equipped with SMART BOARDS from Next Education and are being used by classes LKG-XI. There is a proposal to increase the number of rooms with this facility and extend it to the Nursery Wing too.We have made provision for a language lab, Maths lab, Art n Craft room in the new building proposed to house high school and senior secondary.Since construction work is going on in the campus, once it’s completed, we have plans to incorporate adventure activities on the play ground.

3. Build academic excellence through regular Professional Development programmes for teachers.

Building Academic ExcellenceTeachers are attending regular professional development programmes. These include programmes on1. Life skills2. Soft skills3. Hard skills4. Class room management skill5. Subject led programmes in Social Science, Math,

Science, English and HindiThe Kindergarten teachers have also been sent for



specialized training programmes. The principal and the Vice Principals have also attended workshops for Principals and School leaders.

4.Provide for improved working conditions for teaching staff by creating regular posts for teachers and providing pay packages on par with the teachers of Government schools.

Working atmosphere of teachers6th pay scales as follows are proposed for teachersa) NTT-11600-200-12000-250-13000-300-14200-350-

15600-400-17200-450-19000-500-21000b) PRT-12500-250-13000-300-14200-350-15600-400-

17200-450-19000-500-21000-600-24000c) TGT-17650-450-19000-500-21000-600-24600-700-

28800-800-32000d) PGT-22800-600-24600-700-28800-800-33600-900-

39000-1050-43200

5.Provide for transparency in governance by forming a School Management Committee as per the CBSE norms. Hold two to three meetings every academic year and incorporate their suggestions.

Also regular posts of teachers have been created and teachers have been put under the following divisions as per CBSE norms

1) Nursery Section2) Primary and middle school section3) High school section4) Senior secondary section

In the meanwhile, teachers who have satisfactorily completed the probation period have been put on scale based on performance appraisal.

6. Create a model of school governance which is process – oriented.

Towards Process Orientation

A Mechanism has been created wherein duties of individuals are broadly laid down, communicated, supervised and implemented. Absence of any one individual does not affect the process in motion.

Recommendations for all the three Police Schools

7. Bring all the Police Schools under one umbrella/ apex body with the Mission-Vision statement implemented from 2014-15 are as Recommendation and Action Taken Report of Studies Conducted by KEA 71


respective SP’s forming a part of the governing council to ensure uniformity in academic governance and administrative matters.

follows:MissionThe schools create a conductive atomosphere to live, work and learn through the community and imparts quality education progressing towards a centre of excellence. It also provides a safe, secure, serene, serene atmosphere to enhance maximum learning and to prepare the students for life in a diverse community. VISIONPromote holistic development of “Body, Mind and Soul” -Kindle and satiate scientific temper in all the students-Uphold Co-cultural learning-Address the aspirations and abilities of all the students-Nurture innovation, creativity and risk taking-Develop world class citizens with human values-Narture and harness leadership ability among students-Respect unity in diversity and promote peace and harmony-Encourage active participation of students in co and extracurricular activitiesii) Formation of SMC (School Management Committee) as per CBSE normsThis has been implemented w.e.f 2016-17. Copy of the same is enclosed as Annexure-1

8.Create a Central Cell to govern the curriculum of all the Police Schools and ensure quality delivery.

Enhance Curricular ProgrammeIn keeping with CBSE norms, the curricular programme has been made activity based and student centred with an emphasis on enhancing the teaching learning process. Curricular programme is integrated with activities like quizzes, role plays, working model making (Sci & Math), debates in eng, hindi & Kannada, Speeches, Chart marking etc.



FinanceThe school at the moment is dependent on The Government only for capital expenditure related to infrastructure. All other expenses related to the day-to-day working of the school are through school funding.

Action taken on weaknesses of the ‘SWOT’ ANALYSIS:

MISSION-VISION statement is now in place.

Lack of transparency

The working atmosphere is more democratic and teacher friendly in the institution Principal has been given absolute autonomy in academic Governance

The number of contractual staff has substantially reduced and only newly appointed teachers, apart from a very few others, are on contract.

Lack of work incentives to teachers:

Teachers are provided with more incentives than in the past.

Teachers are encouraged to attend professional development workshops/orientation programmes (in-service), both in house and outside.

SMC is now in place as per CBSE norms.

PTA has now been constituted and school schemes will be shared through this association.

Teachers are now being encouraged to use the internet



widely and familiarize themselves with the latest educational trends.

Plans are there to incorporate NCC programme in the coming days.

Parental orientation programme, especially at the nursery level, are being encouraged. Orientation programms related to health and safety of the child have already been done.

Students council is now in place with effect from the year 2015-16.

All question papers follow CBSE norms with HOTS (Higher Order Thinking Skills) questions and value based questions.

Action taken on ‘Threats’ under swot

Teaching posts are proposed to be created and 6th pay scales for teachers have already been implemented.At present Principals & Vice Principals are on campus and it is proposed to have other staff on campus as well since hostel facilities for students for students are to be provided in the near further.

All appraisals of teacher are now internal and done comprehensively by the principal and the Vice Principals.

The School is in the take off stage and naturally would need infrastructural support to cater for the increasing demands of the school. However, to avoid attention being diverted the school programme is being emphasised.

Now that the school has a mission all grants for school Recommendation and Action Taken Report of Studies Conducted by KEA 74


expansion will be in line with the school’s mission.Physical activity

The school now has two physical education teachers, one male and one female and encourages students to take part in athletics, volley ball, throw ball and kabbaddi, yoga and karate both within the school and outside the school. Students are given training in horse riding in batchers.

In addition to this, the school over the last couple of years has also hosted an interschool volley ball tournament comprising of CBSE Sahodaya Mysore Schools.Students have also been encouraged to take part in the CBSE cluster level volley ball competitions.

Athletics is conducted division wise based on age since 2015-16Student Teacher Ratio

Student teacher ratio is 1 : 35 in most classes & this is ass per CBSE norms.Quality Enhancement Programmes 2017-18

1. A three day training programme for teachers was organised on 22nd, 23rd and 24th May 2017. The programme covered Multiple Intelligence, The art of Creative teaching, the Three E’s and a programme covering changes in Evaluation pattern by CBSE.

2. A comprehensive policy for staff appointments has been introduced including changes in the interviewing pattern which included a written test to test subject knowledge, demo class to ascertain



teaching skills and a final interview to guage personality and other traits. Salary grades have been introduced and pay scale will depend on the division the candidate belongs to.

3. Better interaction between parents, students and teachers through brain storming sessions on a regular basis.

4. Analysis of students performance-especially students of class 10 & 12 so as to provide remedial action on a continued basis.

5. Teacher visits to places of educational interest so as to increase their teaching learning experiences.

Conclusion

This school is on the move and has now reached the take off stage. With the support of the stakeholders, the school is proving quality education at an affordable cost to all its students and is sincerely striving towards excellence with a team of dedicated staff.



XXII. Title of the Evaluation Study: Evaluation of the Agriculture Technology Management Agency (ATMA) Scheme of Karnataka State During 2015-16 in Bangalore and Gulbarga. [Internal Evaluation]

Department: Department of Agriculture. [ATR Date: 30.08.2017]

ECO: M/s. Centre for Symbiosis of Technology Environment & Management (STEM)-Bengaluru.


I. Short term

1.

The Strategic Research and Extension Plan (SREP) should be revisited in all districts and the gaps identified in technology and transfer of technology should be made use of during planning process at village, taluk and district level.

The exercise is to be attended by district ATMA’s once n five years as per the Guidelines.

The department is ensured to complete this assignment during 2017-18

Based on this both researchable and extension are going to be addressed during the planning process.

To speed up this exercise the department is initiated to implement SREP activity through 3rd party.

2.

Bottom-up planning need to be implemented on priority. Formers Advisory Committees both at block and district level have been formed and various suggestions from these committees will be considered for implementation of the scheme.

This ensures bottom of planning while preparing and implementing plans.

3.Multidisciplinary approach during planning and implementation to be focused.

All the stakeholders including NGO’s input agencies and allied line departments are involved in the state, district and taluk level steering committees.

The plans prepared at the field level will be discussed Recommendation and Action Taken Report of Studies Conducted by KEA 77


initially at the block level committees and accordingly such plans will be complied and placed in the district/state committees.

The participation of different stakeholders ensures multidisciplinary approach while planning and implementation.

4.

Convergence in planning and implementation need to be done involving line Departments and Non Governmental Organizations

Since, taluk and District level steering Committees consists of Line departments, NGO’s and farmers representatives, the necessary suggestions are considered before finalizing the plans as well as implementation of the activities. This ensures the convergence factor.

5.

Regular meetings of district level Farmer Advisory Committee should be conducted to make the planning process more farmer need oriented. Further, DFACs and BFACs need to be reconstituted where ever their two year term has expired.

Strict instructions are issued from the Head Office to district ATMA’s to ensure conducting of regular meeting and also reconstitution of committees as per the guidelines.

6.

The field functionaries namely BTMs and ATMs to be instructed by appropriate Officer to plan and implement the ATMA cafeteria of activities on priority and there after attend other departmental programmes.

To assist PD (ATMA), one Dy. Project Director on contract terms is appointed during 2017-18, especially to coordinate and guide the field level ATMA functionaries in planning and implementation of activities.

7.

The reporting system from taluk to districts and from district to SNO needs to be prepared uniformly duly filling and following the GOI format in the relevant columns.

As per Gol the ERMS portal is only the provision being made for review of progress and hence strict instructions have been given to the district/taluk staff to update progress from time to time.

8.

Efforts should be made to implement all cafeteria of activities approved at State level during relevant month based on the calendar of events

Each ATMA staff at field level is asked to prepare Action plan for himself comprising of farmers based activities and see that either through convergence factor or through ATMA assistance the planned activities are to be implanted and monitored accordingly by the controlling officers.



II. Long Term :

9.

Adequate representation to women be given during implementation of activities, Farmer Advisory Committees, mobilizing them into groups and providing training to them.

As per the Guidelines the districts are now ensured the women representation in all activities and committees and food security groups which are formed only for rural women. Thereby ensured the required representation for women in the project.

10.Timely and adequate release of funds be made to implementing Officers as per the approved action plan keeping in view the administrative expenditure and expenditure towards implementation of ATMA cafeteria of activities.

Action is being ensured in getting the release of Grants from the Government and will ensure that these Grants will be released to district in time.

11.

The services of NGOs, input dealers, Agripreuners need to be made use of in planning and implementation to the prescribed extent.

This year the implementation of ACABE, DAESI programme are given importance and their implementation in transfer of technologies considering them as para technicians. However, NGO’s representatives are ensured during committee meetings.

12. Refresher training to ATMA functionaries need to be given by SAMETIs. (South and North).

This will be ensured on priority through SAMETI’s.

III. Policy Issue

13.

An Officer to plan, co-ordinate, guide and monitor the ATMA activities at district level has to be designated instead of the present adhoc arrangement.

This issue has been discussed in IDWG meeting held on 25-3-2017 wherein to achieve this issue one DPD on contract terms who is already in place in each district and one DPD on deputation is to be initiated in each district from the Government which is under progress to take care of this policy issue.



XXIII. Title of the Evaluation Study: Evaluation of National Food Security Mission Scheme in Karnataka.

Department: Department of Agriculture. [ATR Study: 06.10.2017]

ECO: M/s. Institute of Public Enterprises.


(A) Short Term Practicable Recommendations:

1.

***Inadequate availability of seeds of varieties of pulses released within 10 years for demonstrations and seed distribution components under National Food Security Mission (NFSM) leading to shortfall in achievements. Hence, the age limit of varieties may be relaxed beyond 10 years for demonstrations and seed distribution components under NFSM.

GOI has accorded approval duly relaxing the age limit of seeds for distribution vide letter No.2-13/2017-NFSM dated: 31.08.2017

2.

It was reported that the subsidy given under NFSM is far below the incentive given under State Mechanization Scheme for farm equipment’s and water application tools. The subsidy for Knapsack power sprayer is Rs.3,000/ -under NFSM as compared Rs.7,500/- under Farm Mechanization Scheme. Similar discrepancy found with water pipes and rotavators. The subsidy component of these inputs under NFSM may be enhanced on par with subsidies under State schemes for full utilization of allocations.

Farm machineries are distributed in convergence with the other related schemes, thus ensuring negligible difference in subsidy.

3.Timely release of rate contract agreements may be ensured for timely procurement and distribution of inputs to farmers.

To facilitate timely availability of inputs during the season, empanelment of suppliers for respective inputs is being done every year well in advance

4.

*A number of farmers had availed assistance for more than one intervention of the Mission. The beneficiary of one intervention may not be given another intervention benefit to reach the benefits of NFSM to large number of farmers.

As per the prescribed norms of NFSM operational Guidelines, individual farmer will be given assistance for a maximum of 2 ha area for the target crop. However, action is being taken to reach more number of beneficiaries by duly converging the schemes.



5.

The study found that the conducting of 100 hectares extent of demonstrations in a contiguous blocks in a village is difficult in districts like Hassan and Udipi and this condition may be relaxed as per the local conditions.

Cluster of 100 ha selected may cover more than a single village depending on the availability & willingness of farmers to take up crop specific demonstration.

(B) Long Term Practicable Recommendations:

6.

*While fixing the targets, it is suggested to consider the opinion of field level implementing officers for need based components so as to be realistic about the attainability of targets; for example, diesel pump sets and rotavators are in more demand in Belgaum district. In case of Udipi district, there was no demand for diesel pump sets but heavy demand for electrical motors.

Action plan from districts will also be considered for allocation of programme to districts. However, benefits of similar nature will also be distributed under other CSS as well as State sector schemes.

7.Integrated farming may be encouraged.

The scheme covers the production oriented components from sowing up to harvest with the aim of enhancing the crop productivity primarily. However, the concepts of intercropping, relay cropping fallow cropping are also being promoted.

8.

Agricultural Universities and Research Institutes have to play an important role in bring out high yielding hybrids and varieties suitable to local conditions. Also make sure enough quantities of seeds are made available in association State Seeds Corporation.

Year 2016 being international year of pulses, programme of incentivising the farmer to take up certified seed production of pulses (of latest varieties). Further, seed hubs are also being established at KVK of SAUs.

(C) Policy Recommendations

9. Districtwise requirement based programmes to be developed instead of general allocation of funds.

Action plan from districts will be considered for allocation of programme to districts.

10. Use of appropriate technology for better monitoring of the project. NFSM-MIS is in use.

11. Concurrent monitoring & evaluation in future. At present, impact evaluation of the programme by GOI is under progress.



XXIV. Title of the Evaluation Study: Evaluation of the performance of Oil Palm Development programme in Karnataka (2014-15).

Department: Department of Horticulture Govt. Karnataka. [ATR Date: 18.05.2016]

ECO: M/s. STEM.

Sl.No.

Recommendation of the Study Action Taken by the Department

Short Term Recommendations

1.Oil palm requires constant irrigation at constant intervals through protective watering. Concerted efforts must be made to bring larger irrigated area under the Oil Palm Development Programme.

A proposal had been submitted to Revenue Department of the State Government for declaration of oil palm as ‘Plantation Crop’, because once it is declared as Plantation Crop, then private companies would be able to purchase or take vast land on lease and start ‘Captive Plantation’.

The Revenue Department after examining the proposal has replied that the Government of Karnataka has the power and rights to relax the clauses under Karnataka Land Reforms Act of 1961 column 109 (1A) and grant permission to private companies/investors to take up oil palm cultivation in large and wider area. The interested companies / processors / investors need to submit proposals to the State Government through proper channel. The proposals will be examined by a special high power committee chaired by Chief Secretary to Government of Karnataka and then upon approval of the Cabinet, The Company / Processor / Investor can be given permission for taking up oil palm cultivation in large scale as a commercially viable enterprise.

2. The incentives through subsidies should be regulated and develop a system The Department of Horticulture has intitiated a soft ware



to ensure these incentives are reaching the right people at the right time.

project to computerize the process of extending various subsidies to the farmers through various subsidies to the farmers through various schemes/programs. Oil palm Development Programme is also included in this process. Once the programme is computerized it will automatically ensure that the incentives will reach the right people at the right time.

3.Ensure adequate and timely supply of quality planting material and Enhance subsidy limit for area expansion.

Adequate and timely supply of quality planting material and fertilizers is being ensured through close monitoring of the activities of the oil plam companies operating in specific zones by the oil palm Nodal Officers, who are appointed and posted specially for this project.

There is no subsidy limit for planting material entire planted area will be eligible for planting material subsidy, however for input subsidy the subsidy limit has been fixed at 15.00 ha. Per beneficiary.

4.

Decentralizing the planning process to local levels to undertake effective extension work through demonstrations, group meetings, supply of technical literature in local language, regular filed visit by the field staff to provide technical advice to reduce the risk and increasing the productivity.

The program planning and implementation has been decentralized. The respective taluk officers and technical officers at Raitha Samparka Kendras (RSK) have been vested with planning and implementation of the programme. Night meetings are being conducted jointly by the private companies in association with departmental officers to identify eligible farmers. Progressive oil palm farmers themselves give training and provide extension support. The oil palm plantations of the progressive oil plam growers are itself taken as demonstration blocks to demonstrate various aspects of oil palm cultivation. Technical literature (vÁ¼É ¨É¼É – PÉÃ½ w½ ªÀiÁ»w ¥ÀÄ¸ÀÛPÀ) in local language (Kannada) have been published and circulated among farmers.



5.

The view of the farmers, officials from Department and Company is that growers should be given a fixed price for a term of at least five years. Another view is that the Government has to find a way to sustain the growers’ interest through some additional payment.

The price of FFBs are fixed as per the formula recommended by Commission for Agriculture costs and prices (CACP) and this price is paid by the companies. The difference between the price paid by the company and the minimum assured price is being paid by the State Government.

The State Government has provided this minimum support / assured price for oil palm farmers for the last 7 years consecutively. The scheme has ended on March – 2015. A proposal has been submitted to State Government for extending assured price for oil palm from 2015-16 for next three years i.e. till 2017-18.

6.

Enhance the price of FFBs and ensure a minimum price of Rs. 12/- per ton of FFBs will help the existing oil palm farmers to continue and encourage others to take up oil palm cultivation.

For the year 2015-16 it is proposed to extend assured price of Rs.9500/- per M.T of Fresh Fruit Bunches with an increment of 3% for the next 2 years. The proposal is under the consideration of the State Government.

7.

Improved harvesting machinery: at present crop height is a serious problem for harvesting in adult plantations of more than 10 years old trees. Harvesting is done either by climbing the tree or through an aluminum pole attached to a sickle.

A mechanical harvesting tool is not the solution of harvesting oil palm fruits from tall palms. Harvesting of fruits from palm is an art, which is executed by skilled labour. The Department of Horticulture is extending training to oil palm farmers for harvesting fruits from tall palm with the help of light weight alluminium poles.

Further, since skilled labour are too expensive, the farmers are being extended an assistance of Rs.600/- per M.T. for harvesting fruits from such plantations where the height of the palms are more than 20 ft.

Long Term Recommendations

8. The most important suggestion is to avoid adhoc approach and framing of a In Karnataka State there is exclusive staff for planning implementing and monitoring oil palm development



long term strategy with full involvement of State Department of Horticulture. It is emphasized the need for strengthening the organizational set-up at the district level by recruiting full staff required for the filed work.

programme. But, unfortunately, the central government does not provide funds for staff salary. Hence, the entire financial burden towards staff salary is being met out from the State share of funds. This is affecting the financial sharing pattern between central and State Government. Therefore, thin staff strength is being maintained under the project, so that it would not affect the sharing pattern. This problem could be solved if the staff component is transferred to state non-plan head.

Hence, attempts have been made to transfer the entire staff under oil palm development programme to the State non-plan head. The State Government is yet to take action in this regard, as transfer of staff from the Finance Commission.

Once the transfer of staff component from plan head to non-plan head is completed it would be possible to recruit full strength of staff for proper and effective monitoring of the project.

9.

Evolving high-yielding dwarf varieties of oil palm is of utmost importance for increasing the area under oil palm cultivation and yield. Research Centres should be activated and infrastructural facilities should be strengthened to this effect.

Indian Institute of Oil palm Research, an exclusive research centre for oil palm has been established at Pedavegi, West Godawari district, Andhra Pradesh. The Indian Institute of Oil Palm Research is conducting research on developing dwarf high yielding varieties of oil palm.

The Government of India, Ministry of Agriculture and Farmers welfare, through National Mission for Oil seeds and Oil palm is providing funds for strengthening the infrastructural facilities of the research centre, to enable them to come out with the result at the earliest.



10.Implementation of crop insurance scheme should be considered and sensitize commercial banks and NABARD for promotion of Oil Palm cultivation.

Crop insurance is not of much importance to oil palm as it is least affected by drought or floods. Instead, the crop requires prices security as the farmers are not able to get good price for their produce. The State Government has taken appropriate measures for providing price security.

As far as extending loans to the farmers is concerned, the oil palm Nodal Officers operating at the district level have already upraised the Bank Managers of the respect district lead bank about he implementation of the oil palm project in PPP (Public Private Participation) mode, which is ideal for requiry of loan extended to the farmers.

Policy Level Recommendations

11.

Unstable import policy should be addressed seriously. Domestic prices of Oil Palm are significantly affected by cheaper imports from Malaysia and Indonesia hence fluctuates considerably. The policy of allowing duty-free import of crude vegetable oils is affecting growers.

Letters have been addressed from State Horticulture Minister to Central Agriculture Minister and Commerce Minister to increase the import duty on Crude Palm Oil to atleast 45%, so that the domestic price of Crude Palm Oil will increase and the farmers would be able to get competitive price for their produre.

But, the Central Government has increased the import duty from zero percent to 12.50% only, which is not sufficient.

12. Inadequate financial support by Government, resource and security related issues viz. credit from commercial Banks and NABARD, implementation of crop insurance schemes, enactment of legislation should be looked into seriously.

Though several requests and letters have been addressed to NABARD and district lead banks for extending financial support to oil palm farmers, very few farmers have availed financial assistance, as the banks and other financial institutes are under the influence of bitter experience from a severe set back in the past, which has imparted a king of negativity among bankers on the project. Further, the farmers are usually financial defaulters, which in turn as affected the extension of



financial assistance to the oil palm farmers.

13.Formulate some legal provisions to recover govt. assistance/subsidy provided if oil palm is up-rooted/diverted without justification.

The State Government in the year 2013 has enacted The Karnataka Oil palm (Regulation of cultivation, Production and processing) bill. As per rule 19 of the oil palm bill, provisions have been made to recover govt. assistance/ subsidy if the farmers willfully uproot oil palm.

The dues shall be recovered from the farmers as if it were an arrears of land revenue.

14. In fact, the Centre can utilize the duty collected from imports of vegetable oils for subsidising oil palm and other oilseed growers.

The Central Government has been requested during various meetings and forums to increase the import duty to atleast 45% and a small portion of the amount collected from importers as import duty, can be diverted to “Price Stabilization Fund”, which can be utilized to provide support / assured price to the oil palm growers.

The Govt. of India is yet to take any decision in the matter.



XXV. Title of the Evaluation Study: Evaluation of the National Bio-gas and Manure Management Programme

Department: Rural development and Panchayath Raj [ATR Date: 26.04.2017]

ECO: M/s. TERI


1. Awareness to the community

Instructions have given to the insititue of Mahatma Gandhi Rural Energy and Development, Jakkur, Bengaluru, to conduct Training/Workshop programmes for creating awareness to the Grama Panchayat Members, Panchayat Development officer’s and GP Secretaries. Commencing from 1st week of December 2012, vide letter No. RDP 53(1) BGS 2010(Part-2) dated.28.11.2012 (copy enclosed)

2. Appropriateness in selection of beneficiaries Instructions have been given to the Chief Executive Officer’s, Zilla Panchayats, to adhere to select appropriate beneficiaries, Vide Circular No. RDP 53(2) BGS 2010(Part-2) Dated.28.11.2012 (Copy enclosed)

3. Implementation accordance with guidelinesInstruction have been issued to the Chief Executive Officer’s, Zilla Panchayat, to adhere to the guidelines, Vide Circular No. RDP 53(2) BGS 2010(Part-2) Dated.28.11.2012

4. Role of NGO’s SHG’s in the implementation

Instructions have been given to the institute of Mahatma Gandhi Rural Energy and Development, Jakkur, Bengaluru, to conduct Workshop for creating awareness to SHG’s and NGO’s of Grama Panchayt Level, commencing form 2nd week of December 2012, Vide letter No. RDP 53(1) BGS 2010 (Part-2) Dated 28.11.2012

5. Training for project engineers and turn-key agents

Training programmes is being organized at MGIRED, Jakkur, Bengaluru w.e.f December 2012, create awareness among the Project Engineers and Turn-key Agencies, vide letter No.RDP 53(1) dated 28.11.2012 and circular No. RDP 53(2) BGS 2010(Part-2) Dated 28.11.2012.

6. Training to beneficiaries and production of an implementation cum User Manual

Circular has been issued to all CEO’s of Zilla panchayat to conduct one day training programme for beneficiaries by Project Engineers working in the Dated 28.11.2012 (Copy enclosed)



MGIRED will prepare and publish illustrative user manual in Kannada Language. The same manual will circulate by the MGIRED to the project Engineers, for the use of each beneficiary after Commission of biogas plant, vide letter No. RDP 53(3) BGS 2010(Part-2) dated.28.11.2012

7.Qualitative construction as per technical specification

Circular has been issued to the CEO’s of All The Zilla Panchayats, Vide circular No. RDP 53(2) BGS 2010(part-2) Dated 28.11.2012

8. Fees of Turn-Key Agencies/agentsMinistry of New and Renewable Energy, GoI, has revised TKF, Rs.700/- to 1500/- w.e.f 1st November 2009. Enhancement of turn key fee proposal is under process.

9. Data at the Gram Panchyat Level Beneficiary data is at G.P. Instruction have been given to update regularly.Circular No. RDP 53(2) BGS 2010(part-2) Dated 28.11.2012, copy enclosed

10. Rejuvenation of old plants Circular has been issued to all CEO’s of Zilla Panchayat vide circular No. RDP 53(2) BGS 2010(part-2) Dated 28.11.2012

11. Service Support These recommendations will be decide in the forthcoming project engineers meeting12. Periodic Monitoring and evaluation

13. Convergence



XXVI. Title of the Evaluation Study: Evaluation of the impact of implementation of Western Ghats Development Programme in Karnataka

Department: Rural Development Panchayath Raj. [ATR Date: 17.08.2017]

ECO: M/s. Institute for Social and Economic Change.


Managerial Aspects

1.

Strengthening Trainings Programs–Trainings are important to improve the skills and quality of output. Currently, trainings are focused on improvement of livelihoods through income generation activities, entrepreneurship awareness and ecological restoration activities. The scope of trainings can be expanded to other livelihood support programs like tailoring, piggery etc. It would also be useful to further enhance the level of skills and specializations to make additional value addedproducts and link them with markets. The people do prefer specific courses to enhance their skills as well. This could be made note of while designing of such programs. NGOs may be involved to provide specialized training programs to SHGs, UGs and Staff of the Department across various sectors.

The Central assistance to the programme was stopped from the financial year 2015-16. If the Central Government resumes assistance to the programme the training programme will be strengthened.

2.Recruiting Adequate Staff–As evident from the department records and discussions with the officials, the vacancy status is high as 30 per cent of the total sanctioned posts. It is important that Human Resources are appropriately

At present the State Government is providing assistance to the programme. There is no requirement of additional staff.



employed to manage varied programs and hence filling up of the vacancies is important. Scarcity of efficient and adequate staff is seen as one of the major constraints. The shortage of staff (30 per cent) has been reported pointed outacross all study districts. It is important that the staff is recruited based on work load to ensure an efficient management of vast programs.

3.

Increasing Livestock Coverage-Livestock coverage in terms of numbers should be increased so that more beneficiaries are brought under the purview of the programme. People prefer cows and buffaloes to sheep and goats. Besides, it is interesting to note that people willing to bear 50% of the capital cost required for buying livestock. It would be useful to increase the number of livestock health camps based on the field level requirements. Livestock care includes the provision of pastures, protection and veterinarian care which should be include in the programme.

If the financial assistance to the programme is increased, correspondingly there will be increasing live stock coverage.

4.Improving Specific Forestry Schemes-There is a need for enhancing Forestry plantation schemes. Special attention to social forestry is required as landless, marginal and small farmers will benefit besides meeting their fodder, and fuel wood requirements. Plantation of compatible and desirable species of wood perennials on farmlands results in an improvement in soil fertility. Inclusion of perennials with the annuals, in due course of time, would certainly aid improve the bio-physical components of the

At present the funds are being allotted to agriculture department and in some districts to social forestry department also. If fund allocation is increased attention to social forestry sector will be paid.



landscape, increase the carrying capacity oflands and maintain different temperature regimes. However, this need a long term scientific planning.

5.

Improving Horticulture Plantations–There is need for promotion of horticulture plantations of specific varieties and locale specific (Mango, Cashew, Sapota) and seedling distribution in the Horticulture Sector. This is in response to a huge demand for horticulture and seedlings amongst the people. This is an important component as it improves the household economy. A special focus has to be given to promoting organic farming with appropriate training programs to popularize it.

No funds are being released to Horticulture Department. If the central assistance to the programme is made available the resumes may be considered.

6.Streamlining Management–The establishment of a monitoring authority with the completion of the program after a 5 year time period would be useful to further directthe programs appropriately. Monitoring the developed programs after completion of 5 years is important to ensure sustainability. Watershed guidelines are adhered to largely, but could be made further intense. The annual action plan is a crucial and important document of the WGDP programme. These Action plans should prioritize important works as they have are not focused in some of the taluks. Schemes across all thedistricts should be equitably allocated to ensure that all the districts are benefitted. For instance, some of the districts are not provided with the livelihood infrastructure schemes. It

The scheme is being monitored from the WGDP cell at the State Level and by the Chief Executive Officers of the ZPs at the district level. The scheme is being implemented on the guidelines issued by the earlier Planning Commission.



would be useful to have common formats for documentation across districts which make it easy to assess progress and ensures accountability. Political interference in the construction of engineering works like foot bridges, hanging bridges should be avoided by making the process more open and people friendly.

7.

Avoiding Conflictsthrough Planned and Equitable distribution–Currently, thereis no provision of fencing for the forestry plantation and could be taken up. Officials have reported encountering problems while implementing the program on certain occasions. Conflicts generally arise while delineating land boundaries and choosing the beneficiaries of WGDP. Similar issues have been reportedduring the distributionof sheeps, goats and Giriraja birds under animal husbandry scheme among the people in villages. Demarcation of fencing, grazing animals trampling the forestry plantations are some of the vital issues under forestry sector. Thus it is necessary, to this has to be planning such schemes carefully so as to avoid conflicts.

Only minimal forestry plantation activities are being carried out under the scheme. There is no conflict. Reported during distribution of seeds, goats and giriraja birds under animal husbandry scheme.

8.Promoting Research and Development–Research and Development is making significant contributions and improvements in sustaining programs. It is important that of research activities are taken up to further enhance the program’s quality and outreach. It would be useful to promote research to come up

If the assistance to the programme is increased research and development activity will be given priority.



with some innovative approaches and ascertain possibilities of taking the programme to a higher level in terms of deriving long term and sustained benefits to the community.

Technical Aspects

9.

Adopting Tank Desiltation Initiative-Desiltation of Tanks may be taken up instead of designing new percolation ponds/infiltration tanks.The silt obtained from tanks could be used by farmers, on their lands for which a minimum amount could be collected from them per truck load of silt. Further,tank management may be taken up by way of involving local communities as this is a traditional system practised since a longtime.

The scheme is being implemented on watershed guidelines. Attention is given to conservation and preservation of water and soil. Desiltation of tank activity can be taken up under MGNREGA.

10.

Trainings on Technical Aspects–Organizing specialized trainings for farmers on technical aspects and potential benefits would be an important initiative that should be taken up. Farmers who have shown interest in thecapacity building programs and demonstrated them in the field should be trained to be local leaders to create further impact of the initiatives. Simple awareness prorammes could aid in knowledge and understanding and promote water conservation initiatives among the farmers.

At present training activities are not being given much importance. If the assistance to the programme resumes training on technical aspects will be conducted.

11.Avoid Trench cum Bunding-Trench cum bunding scheme does not seem to be in favour of marginal farmers as it occupies more land space. This scheme does not suit the marginal farmers as it occupies more land space during the construction of bunds. Therefore, farmers opined across all the study districts were not

Trench cum bunding activity is not being given much importance in the programme.



keen to take up trench cum bunding.

12.

Improving Specific Infrastructure Schemes – Special attention should be given to improving rural infrastructure schemes like construction of foot bridges, hanging bridges, vented dams etc. particularly in high rainfall areas. Flooding during rainy seasons is a major concern for women and school going children, hence, these bridges makes it safe and convenient for children to go to school while the parents can attend to their work at the fields.

Since the programme is being implemented on watershed guidelines it is not possible to the much importance to the infrastructure schemes. Many footbridges, hanging bridges and vented dams have been constructed under the programme.

13.

Promote Micro watersheds-It would be more appropriate to promote micro watersheds rather than sub watersheds. The activities pertaining to micro watersheds are more effective compared to sub watersheds. The involvement of people and their participation is more intense in micro watersheds. Being a small area it is easy for people to involve and observe the activities. As observed, the implementation was more effective in achieving targets in the micro-watersheds.

The scheme is being implemented on the basis of micro watershed only. People at the village level are involved in preparing the action plan for the scheme.

Financial Aspects

14.Increase Budget Allocation-Increasing the overall annual budget up to 20 to 30 percent across districts. This would aid in further strengthening the programme as specific allocations to the sectors could help expand the coverage of beneficiaries with potential impacts felt more intensely. Conservation is a crucial in development, therefore additional allocation is essential for sustainable development and

Increase in budget allocation is the policy matter of the Central and the State Governments.



management of natural resources.

15.

Increase Reward Funds to SHGs-Increasing the amount of Reward funds to each SHG (a minimum of Rs.50000-75000 per group –officials view, Rs.100,000to 150,000 per group –SHG’s perception) would be a positive initiative towards strengthening the SHGs in terms of creating and initiate further income generating activities. The expectations of SHGs across all the study districts are by and large similar and also the enthusiasm of SHG members is more visible. An increasein funds may be provided based on the type of project and its outreach.

It will be considered if the assistance to the programme is increased.

16.

Increase Salaries of Field Staff–Currently the salaries given to the temporary staff are inappropriate and inadequate, and hence the attrition level is high. Salaries of the Temporary filed staff may be increased (to minimum of Rs. 6000 to Rs.8000) particularly in view of the opinion expressed by the people concerned across all the districts.

If there is any demand for the increase in salaries of field staff it will be considered.

17.

Timely Release of Funds and Approvals–Timely release of funds would ensure the initiation of activities as planned. Hence, on time release of funds to E.C. committees is important. Besides the process of releasing funds may be reduced to avoid delays. Some of the WGDP programmes are season specific and hence the timely initiation will lead to effective implementation and development.

Funds are being released to the districts timely. Strict instructions have been given to CEO’s ZPs to release the funds to the implementing agencies as soon as the action plan is approved.





XXVII. Title of the Evaluation Study: Evaluation Study on Suvarna Gramodaya Scheme during 2007-08.

Department: Rural Development and Panchayat Raj. [ATR Date: 07.11.2016]

ECO: M/s. TECSOK


Short Term practicable

1.

It is observed that, all the villages are not provided with all eight components envisaged under the Scheme. This may be due to insufficient funds allocated for such selected villages It can be noted that, normally, Rs.100/- Lakhs is allocated / village under the Scheme. It is recommended that the villages covered under the Scheme shall be released at least the allocated funds fully in order to see some changes in such villages.

ATR Not Received.

2.

While preparing proposals, the requirements of the villages to be assessed properly. It is recommended that based on the discussions with village community, Grama Panchayats and local leaders infrastructure requirements of the villages to be assessed, finalized and forwarded to the department for the final approval. This will enable comprehensive development of the village through participatory approach.

ATR Not Received.

3.

If road only is implemented without drainage system, the quality of road would not last long as there would be again water logging problems because of no drainage facilities. It is recommended that there is need for coverage of drains as part of road construction enabling smooth flow of storm water and to increase the life of the roads and drains. Similarly, it is recommended that, other components such as Samudhaya Bhavan, Anganwadi need to be developed with required facilities to render them 100% useful to the village community.

ATR Not Received.



4.

Components like IEC & Training and Solid Waste Management were not given due weightage during implementation of the Scheme. As these components are also very important, it is recommended to give due importance to them for coverage under the scheme.

ATR Not Received.

5.

There is instances viz., though the buildings (Samudaya Bhavana and Anganawadi Buidlings) are completed but not being handed over to village authorities and hence currently are not put to use. It is recommended that, initiations to be made for handing over the same to Grama Panchayat immediately after completion of construction for public use. A circular from Head Office may be issued to the implementing agencies / authorities accordingly.

ATR Not Received.

Long Term practicable

6.

***It was observed during field study that, some of the villages are provided with more than one Samudaya Bhavanas for fulfilling needs of different communities. The purpose of socializing within the village community is not served and it only divides village on basis of castes.

It is recommended that, even more than one Samudaya Bhavan is provided for a village, such facilities to be allowed for usuage by all caste and Communities avoiding discrimination.

Recommendations are considered and a total of 12% of the grants are earmarked for the purpose construction of Samudaya Bhavans / Cultural Centers in the selected villages, and to be identified in the names of local dignitaries.

Such facilities will be allowed for usage by all caste and communities avoiding discrimination.

7.

To increase the success rate under training component, there is need for imparting training based on demand in local job market. There is also need for organizing follow-up meetings periodically to keep track of exact progress achieved under the component.

It is recommended that, a necessary instruction may be issued from the Head Office to such empanelled / Selected training Institutes to conduct training programme accordingly.

Recommendations are considered for future programme.



8.

Solid Waste Management is not given due importance as expected. It was observed during field study that, the facilities provided have not been accepted fully by the village community. Generally, there was mismatch between what is provided and what is required. In certain villages, it was observed that, even though trolleys, baskets are provided, however the same have been not utilized due to lack of manpower. In such cases, it was opined that, alternatively provisions may be made for manure pits for dumping solid waste on their own.

It is recommended that, at the planning level the requirements of the villagers under SWM may be discussed and same may be considered and provisions for such facilities shall be included in the forth coming programmes.

Suggestions are considered and in the Guidelines of the Scheme, it is clearly mentioned regarding construction of SWM units which will treat the dung/dung hill in scientific and hi-tech manner (as existing in Hitnal of Koppal district and Kanakina Koppa of Gadag District) in selected villages and 10% of the grants are clearly earmarked for the purpose. (Grama Vikasa Guidelines, Page No.24-25)

9.

On analysis of component-wise data provided by respective ZPs, it was observed that, there is mismatch between permissible fund allocations when compared to funds utilization at field level.

It is recommended that, mid course evaluation or concurrent evaluation by the Department may be initiated to monitor the project in terms of physical and financials as per guidelines.

A uniform format may be evolved for reporting the progress of the components (indicating both physical and financial targets and accordingly the progress achieved) by local level implementing agencies to RDPR department on a periodical basis. This will help to establish a quick and systematic monitoring mechanism at Head Office level.

Periodically Concurrent Audit of Suvarna Gramodaya Scheme on quarterly basis have been taken up by the concern Zilla panchayats. (copies are enclosed.)

Recommendations requiring change in Policy

10.It is recommended that, if required, a Third Party Inspection for certification of project implementation need to be emphasized. Suggestions are considered. A Third party inspections are



This will enable proper monitoring and utilization of allocated funds for a particular component ensuring judicial utilization of the funds as per the estimated quantities. This will further enable ascertaining quality and quantity as stipulated for the project.

conducted as when necessary apart from activities of Supervision Monitoring mentioned in the Guidelines (Grama Vikasa Guidelines, Page No.34)

11.

Due to overlapping of other schemes of the Government, there are instances of construction of Samudhaya Bhavan or Anganwadis in the villages. In such cases, it is recommended that, not to make provision for such components under SGS to avoid repetition. This will enable judicial utilization of funds for some other villages which are deprived of such facilities.

There are instances of construction of two or more Samudaya Bhavan in a particular village based on the strong demand by the local villages. However recommendations are considered under Grama Vikasa Scheme and a total of 12% of the grants are earmarked for the purpose construction of at least one Samudaya Bhavans / Cultural Centers in the selected villages and to be identified in the names of local dignitaries. Such facilities will be allowed for usage by all caste and communities avoiding discrimination.

12.

There are instances of construction of two or more Samudaya Bhavan in a particular village based on castes. It is recommended that, a decision may be taken to make a provision for one Samudaya Bhavan per village and such facilities to be allowed for usuage by all caste and Communities avoiding discrimination. Further, such decisions would enable Government to utilize funds judiciously for completion of other components in the SGS villages.

13.

The Suvarna Gramodaya Scheme is a special development programme of Government taken up for improving the village life on par with urban look. To get such urban look in these villages, in addition to the existing components there is need for inclusion of urban facilities such as rural market hubs / shandy areas, common service centre, warehousing facilities for storage of agri products, rural economy based projects, village linked tourism, development of linking roads to the social infrastructure viz., hospitals, educational centres, entertainment centres which are available in the nearby urban centres. The provision for such facilities would enable improvements in socio economic development of the villages, thereby meeting the overall objective of the SGS scheme.

Recommendations are considered and based on the availability of the funds, provisions will be made for the improvement of Socio Economic Development of the villages.



XXVIII. Title of the Evaluation Study: Evaluation of Performance of NGOs engaged by the Karnataka State Bio-energy Development Board.

Department: Karnataka State Bio-energy Development Board. [ATR Date: 10.11.2016]

ECO: M/s. Regional institute of co-operative management.


1.

*Depending upon the performance of the 32 lead NGO’s, all the 21lead NGOs” in the first category (satisfactory) could be retained. The first 4 in the second category (average) may be retained. The remaining 3 in the second category and all the 4 in the least category (unsatisfactory) are suggested to undergo refresher training (before their continuance at the discretion of KSBDB).

Board has marked some funds for continuation of 12 NGOs service in selected districts during 2017-18. In view of the recommendation 12 NGO’s have been selected for the year 2017-18 based on the recommendations of KEA (the NGOs has secured more than 75% marks on overall performance). The list of NGOs and their ranking is given in Annexure - A

2.While identifying the new lead NGOs, it is desirable not to identify those NGOs which are entirely from other fields and not in any way can understand the nuances of the biofuel project.

The Board will implement the recommendations during the appointment of new NGOs in course of time.

3. The lead NGOs are to be made more accountable to the Board

The NGOs Administration Finance and field coordination was monitored by the Board periodically and made them accountable. The Chief Executive Officer (CEO) of the Zilla Panchyat and the Coordinator of the Bioenergy Research, Information and Demonstration Centres (BRIDC) also will monitor the activities of the NGOs

4. The short comings of the lead NGOs discussed in the study may be borne in mind and corrective measures be taken on the uses such as inadequate awareness programs; not working at the Grama Panchayat level; not forming biofuel farmer’s groups; not motivating and equipping VFC, SHGs, Water User’s Committees etc. improper execution of programs such as Suvarna Bhoomi,

ATR Not Received.



Hasiru Honnu and Baradu Bangara; non-submission of periodical reports, inadequate documentation of issues etc.

5.Involvement of rural community such as SHG, VFC, water users group needs to be strengthened.

Self Help Groups (SHGs), Village Forest Committees (VFCs) and other organizations will be actively involved in the programmes

6.The timely distribution of planting material is a key issue in plantation activity. Ensuring timely seedlings by the Forest Department is needed.

The Lead NGOs have played significant role in plantation activities and are coordinating with the District Biofuel Monitoring Committee and the coordinators of BRIDC.

7. Monthly progress review at the district level is recommended for the development of biofuel programmes.

Under the CEO of ZP District Biofuel Monitoring Committee is constituted to review the implementation of biofuel programmes in the district. The District Committees have been requested to monitor the activities of the NGOs and also the Coordinators of BRIDC.

The Board is conducting quarterly review meeting at State Level.

8. All the stakeholder departments at the district level are to be made accountable to the Board/RDPR/ZP.

The Governmental has constituted the District Biofueld Monitoring Committee including all the line departments like Forest, Agriculture, Horticulture and Sericulture and the members of the committee. The committee will oversee the Biofuel activities in the district.

The key points of evaluation along with recommendations have been sent to all CEO for guidance.

9.

As the lead NGOs may not have sufficient clout to coordinate various stakeholders departments, periodical review at the State Level would help smooth coordination amongst various stakeholder departments.

The board will consider these inputs while adopting the NGO services in future.

10.There is a need to design ‘Training Module’ for all NGOs before implementing the programmes. ‘Training Module’ for NGOs will be designed in due-course.

11.The Board may designate a person at the Zilla panchayat to help execute various activities of the Board.

The board is in the process of getting the services of IREP Engineers of Zilla Panchyats for coordinating the works at



district level.



XXIX. Title of the Evaluation Study: Evaluation study of Forestry Program – Unit 2 - 2009 to 2013- Report - 13th Finance.

Department: Forest Department. [ATR Date:18-09-2017]

ECO: Hyderabad Karnataka Center for Advanced Learning(HKCL).


1.

The TFC must allocate funds according to the formula suggested by the TFC based on the forest cover and ecological service of

each Circle/division as the criteria. Why TFC invest on raising fresh plantation as its objective is to protect and safeguard the natural forests, Wildlife and mitigation of degradation impacts and on the climate change aspects.

Action taken report provided as per letter no. ಎ 3/ಮನುಅಸಂ/ಮಮ /ಸಆರ – 01/2017-18 dated 18th Sep 2017 by Forest Department includes reports by Deputy Conservator of Forests of the respective forest divisions.

2.

The plantation models like eviction of encroachment, gap areas, logged areas and the maintenance of older plantations [maintaining 8 year old eucalyptus plantation?) was like hair splitting. An investment guidelines based on the TFC must be drawn up before making allocation of funds.

3.Investment on new fire line formation and fire protection was not verifiable However, the Internal monitoring for the annual works must be done as most of the operations may be either not required or redundant.

4. The choice of species may be rationalized based on the site requirement by focusing on the native species than Acacia auriculiformis.

5.

The activities under TFC are too many resulting in very thin spread of investment which may not have desirable impact on the departmental programs. It should focus much on the compensatory plantations by spending 70% Investment and rest on the natural forests management.

6. Expenditure on the building maintenance and vehicles should not be a major activity



7. The Investment on the research and wildlife is inadequate needs to be balanced.

8. The natural forests, bio-diversity conservation, enrichment planting and research programs needs to be given priority.

9.

Plantation size: Many compensatory plantations have been raised are very small in size (less than 5 ha). This may not be viable to maintain and protect. It is better to aggregate the smaller units into a viable size of at least 10 ha to raise plantations.

10. The plantation on degraded Sites must be well defined as In many places well stocked areas have been planted up.

11. The site clearance for raising plantation was noticed in some areas which needs to be avoided

12. Choice of species: The species choice was very mechanical and there was no effort to match the Sites

13.Acacia auriculiformis Is planted as core species In many compensatory plantations m high rainfall areas which may be completely avoided. Native species mix is the best option

14.

The SMC works are done very unscientifically. A guideline may be necessary to design and structure the works by estimating the quantum of water that could be impounded Is to be done. The Contour maps are to be used to locate the structure. The planning processes to regulate the SMC works are necessary.

15. The protection measures were not effective in many places. It is essential to provide maintenance provisions for five years so that the purpose is well achieved.



16. The plantation care and maintenance needs to be done for minimum five years. The investment must be done to ensure success of the plantations.

17. TFC must set a very successful model of plantation through innovations and higher investment as there is no cap on the unit cost.

18. Three year assessment is too early to judge the success. There should be five year interval evaluation twice to make a meaningful evaluation.

19. The internal evaluation needs to be strengthened and the database must be established to monitor the changes.



XXX. Title of the Evaluation Study: Evaluation study of Forestry Works for the period 2009-13 - Report CAMPA Unit - I & III




1.

The activities under CAMPA are too many resulting in very thin spread of investment which may not have desirable impact on the departmental programs. It should focus much on the compensatory plantations by spending 70% investment and rest on the natural forests management.


2.Expenditure on the building maintenance and vehicles should not be a major activity.

3.The investment on the research and wildlife is inadequate needs to be balanced.

4.The natural forests, bio-diversity conservation, enrichment planting and research programs needs to be given priority.

5.


6.The plantation on degraded sites must be well defined as in many places well stocked areas have been planted up.

7.The site clearance for raising plantation was noticed in some areas which need to be avoided.

8.Choice of species: The species choice was very mechanical and there was no effort to match the sites.

9.Acacia auriculiformis is planted as core species in many compensatory plantations in high rainfall areas which may be completely avoided. Native species mix is the best option.

10.The SMC works are done very unscientifically. A guideline may be necessary to design and structure the works by estimating the quantum of



water that could be impounded is to be done. The contour maps are to be used to locate the structure. The planning processes to regulate the SMC works are necessary.

11.The protection measures were not effective in many places. It is essential to provide maintenance provisions for five years so that the purpose is well achieved.

12.Plantation care: The plantation care and maintenance needs to be done for minimum five years. The investment must be done to ensure success of the plantations.

13.CAMPA must set a very successful model of plantation through innovations and higher investment as there is no cap on the unit cost.

14.Three year assessment is too early to judge the success. There should be five years interval evaluation twice to make a meaningful evaluation.

15.Internal Evaluation: The internal evaluation needs to be strengthened and the database must be established to monitor the changes.



XXXI. Title of the Evaluation Study: Evaluation study of Forestry Program - Unit 4 - 2009 to 2013 - Report - CAMPA




1.

The activities under CAMPA are too many resulting in very thin spread of investment which may not have desirable impact on the departmental programs. !t should focus much on the compensatory plantations by spending 70% investment and rest on the natural forests management.




4.The natural forests, bio-diversity conservation, enrichment planting and research programs needs to be given priority.

5.



7.The site clearance for raising plantation was noticed in some areas which need to be avoided.



10.The SMC works are done very unscientifically. A guideline may be necessary to design and structure the works by estimating the quantum of



water that could be impounded is to be done. The contour maps are to be used to locate the structure. The planning processes to regulate the SMC works are necessary.



13.CAMPA must set a very successful model of plantation through innovations and higher investment as there is no cap on the unit cost.


15.Internal evaluation: The internal evaluation needs to be strengthened and the database must be established to monitor the changes.



XXXII. Title of the Evaluation Study: Evaluation of Impact of the Joint Forest Planning and Management (JFPM) programme in Karnataka




1.

Based on the inputs from the study data and our interactions with different stakeholders of JFPM the following recommendations are made for making the JFPM programme more effective and people centric. The recommendations are presented under the following three sub-headings:

Policy Changes Short Term Recommendations Long Term Recommendations


2.

Policy Changes One of the main factors inhibiting the successful implementation of JFPM is the lack of a clearly defined interface between the policy and institutional networks that have to operationalize the policy. The most critical need is to put in place an institutional set up within the KFD to handle different aspects of the JFPM programme. It is suggested that there be a designated officer in the cadre of APCCF (JFPM) with a dedicated grant to monitor JFPM activities. Since the Karnataka Forest Act (section 31A) has already made a provision for constitution and functioning of VFCs to carry on JFPM activities the need of the hour is only to strengthen the programme.

3.At this point of time many VFCs have to depend on grant schemes that are not specifically JFPM centric and hence the continuation of a particular activity depends on the availability of funds that could be diverted to JFPM related activities. It is thus suggested that a designated grant for carrying on VFC activities may be set apart in KFD itself so that dependence of VFCs on scheme grants or other funds would not act as a block for carrying on their regular activities.



4.

If JFPM has to succeed, a continuous flow of economic activities must take place in VFCs. Provision for designated grants must be made in the JFPM policy itself. To keep the VFC in an activity mode the Private- Public-Partnership model can be followed.

5.

KFD must create a revolving fund for distribution of benefits such as gas cylinders, solar lamps and protection from wild animals. Our suggestion is that KFD must engage the VFC in activities that bring economic returns to members so that they have enough resources to lead comfortable lives and in the process reduce their forest dependence.

6.

Services of facilitators must be continued because they are not only well informed about the JFPM program me and its implications, but also have the grassroots connections and network that can take the programme forward. Facilitators can not only ensure a continuous flow of information but also motivate VFC members to convene meetings and discuss village development initiatives. The JFPM policy must include a provision for appointment of facilitators by KFD and ensuring that a sufficient amount be set apart for paying honorarium to the facilitators. NGOs should be engaged to provide the services of facilitators.



XXXIII. Title of the Evaluation Study: Evaluation studies of forest program unit (4) 2009 from 2013 report Nap (34)




1.

The activities under CAMPA are too many resulting in very thin spread of investment which may not have desirable impact on the departmental programs. It should focus much on the compensatory plantations by spending 70% investment and rest on the natural forests management.


2. Expenditure on the building maintenance and vehicles should not be a major activity.

3. The investment on the research and wildlife is inadequate needs to be balanced.

4. The natural forests, bio-diversity conservation_ enrichment planting and research programs needs to be given priority.

5.


6. The plantation on degraded sites must be well defined as in many places well stocked areas have been planted up.

7. The site clearance for raising plantation was noticed in some areas which needs to be avoided.

8. Choice of species: The species choice was very mechanical and there was no effort to match the sites.



9.Acacia auriculifonnis is planted as core species in many compensatory plantations in high rainfall areas which may be completely avoided. Native species mix is the best option.

10.

The SMC works are done very unscientifically. A guideline may be necessary to design and structure the works by estimating the quantum of water that could be impounded is to be done. The contour maps are to be used to locate the structure. The planning processes to regulate the SMC' works are necessary.



13. CAMPA must set a very successful model of plantation through innovations and higher investment as there is no cap on the unit cost.

14. Three year assessment is too early to judge the success. There should be five years interval evaluation twice to make a meaningful evaluation.

15. Internal evaluation: The internal evaluation needs to be strengthened and the database must be established to monitor the changes.



XXXIV. Title of the Evaluation Study: Evaluation studies of forest program unit (2) 2009 from 2013 report Nap 9 (33)




1.

The TFC must allocate funds according to the formula suggested by the TFC based on the forest cover and ecological service of each Circle/division as the criteria. Why TFC invest on raising fresh plantation as its objective is to protect and safeguard the natural forests. wildlife and mitigation of degradation impacts and on the climate change aspects.


2.

The plantation models like eviction of encroachment, gap areas. logged areas and the maintenance of older plantations (maintaining 8 year old eucalyptus plantation?) was like hair splitting. An investment guidelines based on the TFC must be drawn up before making allocation of funds.

3.Investment on new fire line formation and fire protection was not verifiable. However, the internal monitoring for the annual works must be done as most of the operations may be either not required or redundant

4.The choice of species may be rationalized based on the site requirement by focusing on the native species than Acacia auriculiformis.

5.

The activities under TFC are too many resulting in very thin spread of investment which may not have desirable impact on the departmental programs. It should focus much on the compensatory plantations by spending 70% investment and rest on the natural forests management.



8.The natural forests. bio-diversity conservation, enrichment planting and research programs needs to be given priority.



9.

Plantation size: Many compensatory plantations have been raised are very small in size (less than 5 ha). This may not be viable to maintain and protect It is better to aggregate the smaller units into a viable size of at least 10 ha to raise plantations.


11.The site clearance for raising plantation was noticed in some areas which needs to be avoided.


13.Acacia auriculyarmis is planted as core species in many compensatory plantations in high rainfall areas which may be completely avoided. Native species mix is the best option.

14.

The SMC works are done very unscientifically. A guideline may be necessary to design and structure the works by estimating the quantum of water that could be impounded is to be done. The contour maps are to be used to locate the structure. The planning processes to regulate the SMC works are necessary.


16.The plantation care and maintenance needs to be done for minimum five years. The investment must be done to ensure success of the plantations.

17.TFC must set a very successful model of plantation through innovations and higher investment as there is no cap on the unit cost.


19.The internal evaluation needs to be strengthened and the database must be established to monitor the changes.



XXXV. Title of the Evaluation Study: Evaluation study of Forestry Works for the period 2009-13 - Report NBM Unit - I & III




1. Investment on creating bamboo plantation may not be advisable. Rather the tending and improving the existing stock may be a better thing to do.


2. The investment on raising the plantations in drier district may be avoided as the results are not encouraging.

3. The site clearance for raising plantation was noticed in some areas which need to be avoided.

4. Choice of species. The species choice was very mechanical and there was no effort to match the sites.


6.

The SMC works are done very unscientifically. A guideline may be necessary to design and structure the works by estimating the quantum of water that could be impounded is to be done. The contour maps are to be used to locate the structure. The planning processes to regulate the SMC works are necessary.

7. The protection measures were not effective in many places. It is essential to provide maintenance provisions for five years so that the purpose is well achieved.



8.Plantation care. The plantation care and maintenance needs to be done for minimum five years. The investment must be done to ensure success of the plantations.

9. NBM must set a very successful model of plantation through innovations and higher investment as there is no cap on the unit cost.


11. Internal evaluation. The internal evaluation needs to be strengthened and the database must be established to monitor the changes.



XXXVI. Title of the Evaluation Study: Evaluation study of Forestry Programme - Unit-2 - 2009 to 2013 Report NBM




1. Investment on creating bamboo plantation may not be advisable. Rather the tending and improving the existing stock may be a better thing to do.


2. The investment on raising the plantations in drier district may be avoided as the results are not encouraging.

3. The site clearance for raising plantation was noticed in some areas which need to be avoided.


5.Plantation care. The plantation care and maintenance needs to be done for minimum five years. The investment must be done to ensure success of the plantations.

6. NBM must set a very successful model of plantation through innovations and higher investment as there is no cap on the unit cost.


8. Internal evaluation. The internal evaluation needs to be strengthened and the database must be established to monitor the changes.



9. NBM must explore involving the local community in raising and maintaining the plantations.

10. South American origin species tried by IWST is very promising and the same may be tried in addition to the Bheem variety.



XXXVII. Title of the Evaluation Study: Evaluation study of Forestry Program - Unit-2 - 2009 to 2013 Report-SCP.




Seedling Distribution: The activity covering supply of two usufructs seedlings has not fared well due to inherent problems in the concept of the program. Supplying of two seedlings assuming 10% survival is a false notion. Further why only two seedlings, as there are many schemes within the department, where supply is free and unrestricted. Under the newly started program "Krishi Protsaha", incentives are given to encourage farmers to grow more trees, which is better conceptualized and structured than the "two seedlings" concept under SSP. Similarly 100 seedlings program may be linked to incentives as done in ''Krishi Protsaha"program.


1.

Supply of Improved stoves: LPG kit linked to societies organizing gas procurement is doing well in some divisions. Similar structured and organized supplying LPG Kit with assured gas supply may be effective.

Sarala value/ Smokeless Chullas: These activities need good servicing and maintenance support to improve the program. Better monitoring and training should be linked to this program.

Supply of Bamboo: Only artisans who can add value to the raw material should be encouraged. Training, skill development and marketing must be linked under this program

2. Demand based assets/ Benefits: KID should have package of activities/ programs/ assistance linked to site specific needs and demand. Beneficiaries may be given range of options to choose the benefit.



3

Evaluation of Program :

The activities like seedlings / social security plantations must be evaluated after 5 years to assess the success rate. Further evaluation at 10th year would be useful to know the impact of the program

Smokeless Chullas / Bamboo: These activities must be evaluated annually to verify the assets.

4. Concurrent monitoring: Concurrent monitoring of the program is very helpful to take up mid-course correction of the program.

Methodology:

1. 10% sampling intensity is too high: The robust statistical design must be adopted to determine the sample size and a statistical package (methodology) must be part of TOR. All the out sourced agencies doing evaluation should adopt the same method.

2. Questionnaires/ Formats: Data formats and Questionaries' and Statistical tools must be standardized and adopted.

3. Evaluation against standards or Base lines: To assess the components of the programs, it is better to fix standards and base line indicators against which evaluation must be done.

4. Data Formats: The data formats at division level must be entered in a uniform format, so that classification and assessment and adoption of filters are easier.



XXXVIII. Title of the Evaluation Study: Evaluation study of Forestry Program - Unit-2 - 2009 to 2013 - Report-TSP.


ECO: Hyderabad Karnataka Center for Advanced Learning(HKCL).--


Seedling Distribution: The activity covering supply of two usufructs seedlings has not fared well due to inherent problems in the concept of the program. Supplying of two seedlings assuming 100% survival is a false notion. Further why only two seedlings, as there are many schemes within the department, where supply is free and unrestricted. Under the newly started program "Krishi Protsaha", incentives are given to encourage farmers to grow more trees, which is better conceptualized and structured than the "two seedlings" concept under SSP. Similarly 100 seedlings program may be linked to incentives as done in Krishi Protsaha program.


1.

Supply of Improved stoves: LPG kit linked to societies organizing gas procurement is doing well in some divisions. Similar structured and organized supplying LPG Kit with assured gas supply may be effective.

Sarala valae/Smokeless Chullas: These activities need good servicing and maintenance support to improve the program. Better monitoring and training should be liked to this program.

Supply of Bamboo: only artisans who can add value to the raw material should be encouraged. Training, skill development and marketing must be linked under this program

2. Demand based assets/ Benefits: KFD should have package of activities/ programs/ assistance linked to site specific needs and demand.



Beneficiaries may be given range of options to choose the benefit.

3.

Evaluation of Program:

The activities like seedlings / social security plantations must be evaluated after 5 years to assess the success rate. Further evaluation at 10th year would be useful to know the impact of the program.

Smokeless Chullas I Bamboo: These activities must be evaluated annually to verify the assets.

4. Concurrent monitoring: Concurrent monitoring of the program is very helpful to take up mid-course correction of the program.

Methodology:

10% sampling intensity is too high: The robust statistical design must be adopted to determine the sample size and a statistical package (methodology) must be part of TOR. All the out sourced agencies doing evaluation should adopt the same method.

Questionnaires/ Formats: Data formats and Questionaries' and Statistical tools must be standardized and adopted.

Evaluation against standards or Base lines: To assess the components of the programs, it is better to fix standards and base line indicators against which evaluation must be done.

Data Formats: The data formats at division level must be entered in a uniform format, so that ' classification and assessment and adoption of filters


Documents

kea.karnataka.gov.inkea.karnataka.gov.in/sites/default/files/Action taken report for... · Web viewComputation of Cost of product is not significant and there is no base on which