CHANGE MANAGEMENT IN

PUBLIC SERVICES

OF TELANGANA & ANDHRA

PRADESH

DR B RATHAN REDDY PRESIDENT RATAN GLOBAL B SCHOOL HYDERABADWWW.srgi.infoBRATANREDDY@YAHOO.COM

2

GENERAL PERCEPTIONOFPUBLIC SERVANT

Peoples’ Perception -Peoples’ Perception -

• Procedure based – Red TapeProcedure based – Red Tape

• Non Responsive Non Responsive

• Non ProductiveNon Productive

• CorruptCorrupt

• Non AccountableNon Accountable

• Non PerformingNon Performing

3

GENERAL PERCEPTION…Contd.

• Elected Representatives’ perception:– Rule bound – Negative-Slow-Inaccessible-

Insensitive-Corrupt

• Civil/ Public Servants’ perception of Politicians:– Shortsighted-Populist-Self Seeking with

vested interest ignorant – Having nexus with criminals

4

CATEGORISATION OFSENIOR CIVIL SERVANTS

• One who quotes Rules and insists on adherence to them

• One who quotes Rules – But does what ever he is asked to do

• One who does not quote Rules and does what ever he is asked to do

5

SOME EARLIER REFORM EFFORTS

Ex:– Study team report- Administrative Reforms

commission of ‘GOI’ 1968– ARC Report of 19674-65 of G.O.AP– Reports of K.B.Lal, Anantharaman and Sriramulu– Report of Rustomji Associates of 1986– Report of ARC1986 and 1990– BPR Vittal Committee Report– Gangopadhyay – Staff review Committee Report– Cabinet Sub-Committee on Administrative Reforms

6

CONTEXT OF CIVIL SERVICE REFORM

• Liberalization & Globalization and the consequent shift of Government’s Role from regulator to facilitator

• Public perception of Government and Administrative Machinery as obstructive to development

• Need for Re-Engineering of Decision Making

7

Why CHANGE MANAGAMENT?• To prepare Government Machinery for

meeting challenges of change• Move for a Citizen Friendly –Innovative

Government• Prepare the Civil/Public Servant as a Creator

of Social purpose• Erase opinion about Civil/Public Servant• Prepare/Motivate the Government Machinery

for Change and Reform• To bring Electronic Governance and

Knowledge Society

8

TO ACHIEVE THIS GOAL

• MOVE TOWARDS PEOPLE CENTERED GROWTH ORIENTED GOVERNANCE

HOW TO DO THIS?1. Refocus priorities and spending2. Decentralize Governance and Involve people by

way of:– Introducing Administrative Decentralization and – Carefully Managing ‘Change’

3. Introduce Electronic Government – “IT” as a Facilitator of Change

9

TO ACHIEVE THIS GOAL…contd.

4. Bring in a “SMART” Government– Simple– Moral– Accountable– Responsive– Transparent

10

SHIFT IN THE GOVERNMENT’S ROLEFrom:• A major operator in

many sectors of the economy

• A Regulator and Controller

• Direct top down Administration & Centralized Decision Making

To:• A prudent facilitator of

private sector activity in sectors best operated by the private sector and provider of services in others

• An Enabler of Market based Development

• Enabling, Empowering Ensuring participation & Decentralizing Decision Making

TO ACHIEVE THIS GOAL…contd.

11

Rule Breakers Challenge Orthodoxies toCreate New Industries and Businesses

Rule Breakers Challenge Orthodoxies toRule Breakers Challenge Orthodoxies toCreate New Industries and BusinessesCreate New Industries and Businesses

Rule Makers

Xerox

Sears

IBM

CBS

American

Rule Takers

Kodak

J.C. Penney

Fujitsu

NBC

US Air

Rule Breakers

Canon

Wal-Mart

Microsoft

Fox/CNN

Southwest

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VISION 2020

“OUR VISION OF ANDHRA PRADESH IS A STATE

WHERE POVERTY IS TOTALLY ERADICATED,

WHERE EVERY MAN WOMAN & CHILD HAS

ACCESS TO NOT JUST THE BASIC MINIMUM

NEEDS BUT ALL THE OPPORTUNITIES TO LEAD A

HAPPY & FULFILLING LIFE, A KNOWLEDGE &

LEARNING SOCIETY BUILT ON THE VALUES OF

HARD WORK HONESTY DISCIPLINE AND A

COLLECTIVE SENSE OF PURPOSE”

» CHIEF MINISTER OF AP

13

VISION 2020 - OPERATIONALISATION

• 12 Cabinet Sub-Committees constituted each headed by a Cabinet Minister with Secretary to Government as Convener

• Task Force on Good Governance• One such Cabinet Sub-Committee was on

Administrative Reforms– Undertaken detailed studies of similar reports

on reforms– Submitted Detailed Recommendations– Approved by Cabinet

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ACCEPTED RECOMMENDATIONS OF SUB-COMMITTEE ON ADMINISTRATIVE REFORMS

• Decentralization of Governance• Participatory Development activities• Social Audit• Capacity Building, Performance Appraisal for

Public Functionaries• Minimize Discretionary powers• Transparent Transfer policy with counseling• Simplify procedures for expediting decisions• Clear work norms for rightsizing & reducing

hierarchical decision making

15

ACCEPTED RECOMMENDATIONS OF SUB-COMMITTEE ON ADMINISTRATIVE REFORMS..CONTD.

• E-Governance for:– Efficiency – Transparency – Accessibility

and Accountability

• Re-Engineering of Decision Making process of reforms

• Change Management

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STRATEGY PAPER ON GOOD GOVERNANCE

1. Develop Public Sector Reform2. Operationalise Centre for Good Governance3. E-Governance4. H.R.M5. H.R.D6. Deregulation7. Monitorable Performance Evaluation Systems8. Freedom of Information9. Citizens Charters10. Reward and Innovation in Line Departments11. Decentralisation12. Anti Corruption Strategy13. Management of Legal work

17

HUMAN RESOURCE MANAGEMENT(HRM)

1. Right Sizing

2. Transparent Transfer & Promotion Policy

3. Performance Evaluation

4. Performance Indicators

5. Incentive for Merit

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HUMAN RESOURCE DEVELOPMENT(HRD)

• All Government Departments to prepare:– Departmental Manual– Functionary Manual– Training Manual– Identify Departmental Training Needs– Develop Capacity & Capability building– Training for All– Training for Policy Group & Change Agents

19

DECENTRALISATION OF HRD EFFORT

• District Training Centres

• Computer Training

• Training through DVD

• Distance Learning - KUBAND

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REFORM – FILE MANAGEMENT

• It is cumbersome, time consuming and a Fruitless exercise

• Need to improve efficiency, accountability and quality of disposal

• Duplication of work, Delay to be avoided

• To overcome the above workshop on File Management organized

21DR. B. RATAN REDDY, PROG. DIRECTOR, IPE

PRINCIPLES OF MANAGINGPRINCIPLES OF MANAGINGCHANGESCHANGES

CREATE A SENSE OF URGENCY COMMUNICATE A CLEAR VISION OF THE FUTURE. CREATE APPROPRIATE CONDITIONS FOR CHANGE INVOLVE EVERYONE IN THE PROCESS OPEN TO NEW OPPORTUNITIES AND ENCOURAGE PEOPLE

TO SEARCH OUT BARRIERS TO CHANGE MOTIVATE BY EXAMPLES MANAGE THE PROCESS OVERTIME, IDENTIFY CONCRETE

STEPS, CREATE A TIME-TABLE, AND MONITOR PERFORMANCE

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FILE MANAGEMENT IN SECRETARIAT

PRESENT STRUCTURE1. Minister

5

2. Special Chief Secretary/Prl. Secretary/ Secretary

4

3. Addl. Secretary/Joint Secretary /Dy. Secretary

3

4. Assistant Secretary

2

5. Section Officer

1 ASO

Typist-cum-Assistant

Tappals &

Despatch Section

Presentation at Workshop -

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I MOST IMPORTANT AND PRIORITY WORK

1. Policy matters Ex: Citizens charter,overall target setting forthe Dept.-New plansand schemes-Janmabhoomi.

2. Matters havinginterface withpublic and areadevelopment

Ex: - Plan Schemes -Centrally sponsoredschemes - Aidedprojects and schemes -World bank schemes

3. NaturalCalamity

Ex: Cyclone relief floodrelief - rehabilitationdrought relief

Contd…

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RESTRUCTURING FILE MOVEMENT

MODEL - I MODEL - II

1. Minister 1. Minister

2. Spl. C.S/Prl.Secy/Secy. 2. Spl.C.S/Prl.Secy/Secy

3. Addl.Secy/Joint Secy./Dy Secy

Desk Officer Desk Officer(Asst.Secy) (Addl.Secy/Jt.Secy/Dy.Secy)A.S.O A.S.OTCA TCA

2

1

2

1

25

II IMPORTANT AND PRIORITY WORK

1. Human Resource Development Ex: Training- Preperation of

Mannuals-Upgradation of skills.

2. Legislative Work Ex: LAQs-SNQs- Call Attention Motions-Bills-ACTS-Rules-ORDINANCES-ASSURANCES- SELECT COMMITTIES

3. Welfare Activity Scholourships - Assistance to weakersections-Artisans-Reservations- CentreState Relations.

Contd....

26

RESTRUCTURING FILE MOVEMENT

MODEL -I MODEL -II

1. Minister 1. Minister

2. Spl.C.S/Prl.Secy/Dy.Secy 2. Spl.C.S/Prl.Secy/Secy

3. Addl.Secy/Jt.Secy/Dy.Secy 3. Addl Secy/Jt.Secy/Dy.Secy

4. Assistant Secretary

Desk Officer Desk Officer(S.O) (Asst.Secy)A.S.O A.S.OTCA TCA

1

2

3

1

2

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III ROUTINE WORK

1. All Service Matters Ex: Appointments-Postings- Transfers- Leave-Regularisation-Desciplinary Cases-Loans and Advances

2. Routine Correspondence Ex: Tour Programmes-Communication of inspection note-Inter Departmental Transactions-Fairs and Festivals

3. All Other routine matters T.A.Bills-Pay Bills-A.C.Bills-not covered by the above Stationary-Office Procedure Matters.

Contd....

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Routine Work

1. Minister

2. Spl.C.S/Prl.Secy/Secy

3. Addl.Secy/Jt.Secy/Dy.Sec

4. Assistant Secretary

Section OfficerAsst.Sec.OfficerTCA

4

3

2

1

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LEAGAL WORK OF GOVERNMENT

PERCEPTION - VERY INEFFICIENT

- LACK OF ACCOUNTABILITY

- MIGHTY GOVERNMENT-BUT POORLITIGANT

- LACK OF COORDINATION

- POOR IMAGE IN LEGAL CIRCLES

- LOSING LITIGANT

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ROUTE OF CORRESPONDANCE

HIGH COURTGOVT. PLEADER APAT

OTHER TRIBUNALS

LEGAL WORK OF GOVERNMENT DE

PART

MEN

T

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LEAGAL WORK OF GOVERNMENT

Drawbacks Of Present System• No Accountability• No Stature For the Government

Pleader - Not Equal to the Task• Lack Of Coordination between the

Secretariat And the Government Pleader

• Inefficiency at various levels leading to Loss by default

• Connivance and cross purpose functioning