1. The paper examines the implementation of the SGRY rural employment program in India, which was designed by the central government to provide wage employment and construct rural infrastructure.
2. In practice, the program diverged from its original rules in several ways at the local implementation level, such as favoring more material-intensive projects rather than labor-intensive ones.
3. This is because the local political and administrative actors prioritized different development goals than those outlined by the central government, and there was an exchange of benefits between local actors and contractors to facilitate deviations from the rules.
Indian CST is a registered public charitable trust established in November 2009 whose mission is to promote social transformation through technology. It works to deliver e-governance projects that bring transparency, efficiency and accountability to publicly funded projects. Some of its key achievements include developing monitoring tools for healthcare projects in Bengaluru, examination reforms for 300,000 university students, tracking minority scholarships, and housing projects in Bihar. Indian CST also provides consultancy services and has experience implementing projects in areas like transportation, healthcare, education and infrastructure. It aims to be an organization that facilitates improved governance and public service delivery through innovative technology solutions.
This document provides an overview of microfinance and self-help groups (SHGs) in Ladakh, India. It finds that while SHGs have been successful in generating savings and employment, particularly for women, microfinance in Ladakh still faces challenges. SHGs have an effective reach but linkages to banks are still limited due to tedious loan approval processes. Additionally, lack of competition among banks and potential for distrust within groups presents weaknesses. The document conducts a SWOT analysis and identifies strengths in SHGs' impact as well as opportunities to further economic opportunities through microfinance.
This document provides an overview of the July 2012 issue of Bureaucracy Today magazine. It discusses challenges facing the Indian manufacturing sector, including a slowdown in production and employment cuts. Industry leaders express concerns to the magazine about government policy issues negatively impacting the sector. The issue also features interviews with representatives of small and medium enterprises and public sector enterprises. Police reform efforts in Uttar Pradesh and municipal governance changes in East Delhi are additionally covered.
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This document discusses poverty in India, including its causes and the government's efforts to address it. It notes that while India has experienced high economic growth, large scale poverty remains a major issue, with over 350-400 million people living below the poverty line. Poverty is more prevalent in rural versus urban areas. The document outlines reasons for rural poverty such as population growth, illiteracy, the caste system, and lack of access to resources and opportunities. It also discusses urban poverty and the government's various programs aimed at reducing both rural and urban poverty. In conclusion, it emphasizes the need for effective implementation of anti-poverty policies and avoidance of political clashes that could undermine such efforts.
The document discusses poverty in India. It defines poverty as lack of basic needs like food, shelter, access to healthcare and education. It outlines different types of poverty measurements and discusses factors contributing to poverty in India like unemployment, population growth, social inequalities, and lack of industrialization under British rule. Several government programs are mentioned as trying to address poverty. Statistics show over 25% of Indians live below the poverty line, with some states having much higher rates.
The document discusses poverty globally and in Darfur, Sudan specifically. It notes that half the world lives on less than $2 per day, nearly a billion people can't read or write, and 1.8 million children die from diarrhea each year due to lack of basic healthcare in poor countries. In Darfur, two million people are hungry, 400,000 have died, and 10,000 continue to die each month as people flee violence. The World Food Programme is working to address hunger among refugees by providing food donations.
This document provides an overview of poverty in India, including:
- Rural poverty accounts for about 75% of poverty in India, with the poorest areas located in parts of several states. Causes of rural poverty include rapid population growth, lack of capital, illiteracy, large family sizes, and lack of employment opportunities other than agriculture.
- Urban poverty is also a significant issue, with over 80 million poor people living in cities and towns. The bulk of urban poor live in deprived conditions with insufficient amenities. Causes of urban poverty include slow job growth, migration from rural areas, voicelessness and powerlessness, and lack of housing facilities.
- The government has implemented various initiatives aimed at employment,
Indian CST is a registered public charitable trust established in November 2009 whose mission is to promote social transformation through technology. It works to deliver e-governance projects that bring transparency, efficiency and accountability to publicly funded projects. Some of its key achievements include developing monitoring tools for healthcare projects in Bengaluru, examination reforms for 300,000 university students, tracking minority scholarships, and housing projects in Bihar. Indian CST also provides consultancy services and has experience implementing projects in areas like transportation, healthcare, education and infrastructure. It aims to be an organization that facilitates improved governance and public service delivery through innovative technology solutions.
This document provides an overview of microfinance and self-help groups (SHGs) in Ladakh, India. It finds that while SHGs have been successful in generating savings and employment, particularly for women, microfinance in Ladakh still faces challenges. SHGs have an effective reach but linkages to banks are still limited due to tedious loan approval processes. Additionally, lack of competition among banks and potential for distrust within groups presents weaknesses. The document conducts a SWOT analysis and identifies strengths in SHGs' impact as well as opportunities to further economic opportunities through microfinance.
This document provides an overview of the July 2012 issue of Bureaucracy Today magazine. It discusses challenges facing the Indian manufacturing sector, including a slowdown in production and employment cuts. Industry leaders express concerns to the magazine about government policy issues negatively impacting the sector. The issue also features interviews with representatives of small and medium enterprises and public sector enterprises. Police reform efforts in Uttar Pradesh and municipal governance changes in East Delhi are additionally covered.
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This document discusses poverty in India, including its causes and the government's efforts to address it. It notes that while India has experienced high economic growth, large scale poverty remains a major issue, with over 350-400 million people living below the poverty line. Poverty is more prevalent in rural versus urban areas. The document outlines reasons for rural poverty such as population growth, illiteracy, the caste system, and lack of access to resources and opportunities. It also discusses urban poverty and the government's various programs aimed at reducing both rural and urban poverty. In conclusion, it emphasizes the need for effective implementation of anti-poverty policies and avoidance of political clashes that could undermine such efforts.
The document discusses poverty in India. It defines poverty as lack of basic needs like food, shelter, access to healthcare and education. It outlines different types of poverty measurements and discusses factors contributing to poverty in India like unemployment, population growth, social inequalities, and lack of industrialization under British rule. Several government programs are mentioned as trying to address poverty. Statistics show over 25% of Indians live below the poverty line, with some states having much higher rates.
The document discusses poverty globally and in Darfur, Sudan specifically. It notes that half the world lives on less than $2 per day, nearly a billion people can't read or write, and 1.8 million children die from diarrhea each year due to lack of basic healthcare in poor countries. In Darfur, two million people are hungry, 400,000 have died, and 10,000 continue to die each month as people flee violence. The World Food Programme is working to address hunger among refugees by providing food donations.
This document provides an overview of poverty in India, including:
- Rural poverty accounts for about 75% of poverty in India, with the poorest areas located in parts of several states. Causes of rural poverty include rapid population growth, lack of capital, illiteracy, large family sizes, and lack of employment opportunities other than agriculture.
- Urban poverty is also a significant issue, with over 80 million poor people living in cities and towns. The bulk of urban poor live in deprived conditions with insufficient amenities. Causes of urban poverty include slow job growth, migration from rural areas, voicelessness and powerlessness, and lack of housing facilities.
- The government has implemented various initiatives aimed at employment,
This document provides a summary of Ram Kumar Kakani's professional experience and qualifications. It outlines his educational background, including a Doctorate in Management from IIM Calcutta. It then lists his extensive academic experience teaching at various top business schools in India and abroad. It also lists the many executive training programs he has conducted. The document highlights his research interests and publications, including several books and international case studies. Overall, it presents Ram Kumar Kakani as a highly experienced professor with an illustrious career in management education and research.
This document announces a two-day workshop on March 13-14, 2015 in New Delhi to share experiences using competency frameworks for designing learning solutions and training modules. The workshop will discuss the process, tools, and experiences of competency-based learning solutions compared to traditional training systems and identify challenges to effectively applying competency frameworks. The agenda includes presentations from training organizations on designing and delivering competency-based leadership modules and an action learning program, as well as discussions on mapping organizational strengths and challenges of competency-based learning solutions.
The document discusses the importance of values and leadership. It makes three key points:
1. Values are the core of human identity and establish moral guidelines for what is good and bad. They guide our vision and sacrifices.
2. Values determine the boundaries for our decisions and provide stability in uncertain situations. Values are deeply held beliefs that influence our choices.
3. Effective leadership requires integrity where a leader's espoused values align with their actual behaviors. Leaders must balance multiple values and adapt values to different contexts while maintaining coherence.
The document provides the program for the inaugural function of the Mid-Career Training Programme for IAS Officers, Phase III taking place from August 18 to October 10, 2014. The program details the order of events which includes performances of the Academy song, welcome and course introduction addresses by program coordinators, an address by the Director of LBSNAA, the inaugural address by the Chief Guest Rajnath Singh who is the Home Minister of India, felicitation of the Chief Guest, a vote of thanks, and conclusion with the national anthem as the Chief Guest departs.
Photo documentation facilitators workshop 7-10 january 2015kakaninet
This document provides an overview of a facilitators workshop focused on competency-based learning. It discusses several key topics covered in the workshop:
- Participants introduced themselves and shared their strengths and challenges as facilitators.
- Expectations for the workshop were gathered from participants and clustered into themes around learning from each other, understanding competency-based learning, and facilitation techniques.
- Concepts like competency, the competency development process, and Theme-Centered Interaction methodology were introduced and discussed.
- Facilitation techniques like seating arrangements, body language, and group dynamics models were also examined.
This document summarizes a 2-day workshop aimed at sharing experiences using competency frameworks for designing learning solutions. Representatives from the Lal Bahadur Shastri National Academy of Administration (LBSNAA) and Administrative Staff College of India (ASCI) presented on their processes for developing competency-based training modules. LBSNAA worked with GIZ to co-design a leadership training for civil servants based on competencies like self-awareness and integrity. ASCI uses competency analysis to understand participants' development needs and draws from industry examples to incorporate competencies into traditional training. The workshop discussed challenges like assessing impact and ensuring competencies translate to habits after training.
GIZ and LBSNAA co-designed a leadership development program for IAS officers to focus on self-awareness, serving people, leading others, and integrity. A training of trainers workshop was held in April 2014 and the program was then implemented in May 2014 for 186 IAS officer trainees. The pioneering program was well-received as it helped future leaders reflect on aligning their personal values with their roles in public service. The partnership between GIZ and LBSNAA aims to continue developing leadership skills for future government leaders in India.
Documentation report lbsnaa to t dec 2014kakaninet
This document reports on a leadership development workshop held from December 6-7, 2014 at LBSNAA. The workshop was facilitated by Mr. Mohan Dhamotharan and aimed to provide trainees a taste of leadership tools and techniques to increase reflection before deeper training. A variety of exercises were used focused on competencies like leading with passion, managing self and others, and cultural context of leadership. Feedback from participants and trainers was positive, with most finding the workshop engaging and looking forward to future leadership modules.
1. The document describes a workshop co-designed by GIZ and LBSNAA to develop a leadership module for newly appointed IAS officers in India.
2. GIZ has experience developing competency-based leadership programs, while LBSNAA provides leadership training for IAS officers. Representatives from both organizations met to leverage their collective expertise.
3. Over two days, GIZ shared experiences from its climate and global governance leadership programs. LBSNAA shared its current leadership offerings. The groups discussed frameworks for leadership competencies and designed a customized module focused on leadership challenges in India.
This document discusses personal finance planning and management. It provides general rules for investing, such as that money makes money so it's important to start small savings. It then discusses various investment options in India like fixed deposits, stocks, mutual funds, insurance, real estate, and gold. Specific average returns for these options from 1979-2012 are presented. The concepts of risk and return are discussed, showing higher risk investments provide higher potential returns but more uncertainty. Overall guidelines provided include starting early, diversifying investments, reviewing portfolios periodically, and understanding that while money can enable opportunities and security, it does not directly buy happiness.
This document provides an overview of the failed IT company Silverline Technologies Limited. It discusses Silverline's growth from 1997 to 2002, with rising sales, profits, and share prices. However, from 2002 onwards Silverline began to struggle, with falling sales, profits, share prices, and market capitalization. The document examines possible reasons for Silverline's downfall, including external factors like recession, as well as systematic manipulation of accounting policies, such as overstating assets and understating liabilities. It also notes issues such as related party transactions, high figures reported on financial statements, and numerous legal cases facing Silverline. The document concludes by discussing the importance of corporate governance and transparency to avoid such business failures.
The document examines the changing ownership structure of the Tata Group after JRD Tata's leadership. It discusses how the group moved from a loose federation of independent companies to a more consolidated structure under Ratan Tata. Key changes include increasing cross-holdings between companies, setting retirement ages for CEOs, promoting a unified brand, and exiting some businesses. This created a pyramidal structure with complex web of holdings to increase the Tata's control over affiliates despite having a minority ownership stake.
2008 insights into land acquisitions experiences kakaninet
This document discusses land acquisition experiences of private businesses in India. It analyzes case studies of both successful and unsuccessful land acquisitions. Key factors that lead to unsuccessful acquisitions included acquiring fertile land, lack of direct communication with local communities, and not providing acceptable rehabilitation packages. Successful acquisitions involved avoiding productive land, open communication with locals, equitable benefit sharing, and coordinated corporate communications. The document also presents a framework for determining which stakeholders require consent versus consultation based on their level of influence.
2008 emerging strategies in distance learning of management educationkakaninet
Distance learning programs in India have grown significantly in recent decades. Several universities now offer distance learning degrees up to the PhD level. XLRI Jamshedpur launched some early experiments with distance learning certificate programs in partnership with a telecom provider in 2002. While there was initial success in terms of reach and revenues, the programs faced challenges regarding quality and brand perception. XLRI is now focusing on developing high quality skill enhancement programs delivered through a blended model combining online and in-person components. International best practices suggest capping class sizes, using experienced faculty, and integrating online and in-person learning.
This document provides a summary of Ram Kumar Kakani's professional experience and qualifications. It outlines his educational background, including a Doctorate in Management from IIM Calcutta. It then lists his extensive academic experience teaching at various top business schools in India and abroad. It also lists the many executive training programs he has conducted. The document highlights his research interests and publications, including several books and international case studies. Overall, it presents Ram Kumar Kakani as a highly experienced professor with an illustrious career in management education and research.
This document announces a two-day workshop on March 13-14, 2015 in New Delhi to share experiences using competency frameworks for designing learning solutions and training modules. The workshop will discuss the process, tools, and experiences of competency-based learning solutions compared to traditional training systems and identify challenges to effectively applying competency frameworks. The agenda includes presentations from training organizations on designing and delivering competency-based leadership modules and an action learning program, as well as discussions on mapping organizational strengths and challenges of competency-based learning solutions.
The document discusses the importance of values and leadership. It makes three key points:
1. Values are the core of human identity and establish moral guidelines for what is good and bad. They guide our vision and sacrifices.
2. Values determine the boundaries for our decisions and provide stability in uncertain situations. Values are deeply held beliefs that influence our choices.
3. Effective leadership requires integrity where a leader's espoused values align with their actual behaviors. Leaders must balance multiple values and adapt values to different contexts while maintaining coherence.
The document provides the program for the inaugural function of the Mid-Career Training Programme for IAS Officers, Phase III taking place from August 18 to October 10, 2014. The program details the order of events which includes performances of the Academy song, welcome and course introduction addresses by program coordinators, an address by the Director of LBSNAA, the inaugural address by the Chief Guest Rajnath Singh who is the Home Minister of India, felicitation of the Chief Guest, a vote of thanks, and conclusion with the national anthem as the Chief Guest departs.
Photo documentation facilitators workshop 7-10 january 2015kakaninet
This document provides an overview of a facilitators workshop focused on competency-based learning. It discusses several key topics covered in the workshop:
- Participants introduced themselves and shared their strengths and challenges as facilitators.
- Expectations for the workshop were gathered from participants and clustered into themes around learning from each other, understanding competency-based learning, and facilitation techniques.
- Concepts like competency, the competency development process, and Theme-Centered Interaction methodology were introduced and discussed.
- Facilitation techniques like seating arrangements, body language, and group dynamics models were also examined.
This document summarizes a 2-day workshop aimed at sharing experiences using competency frameworks for designing learning solutions. Representatives from the Lal Bahadur Shastri National Academy of Administration (LBSNAA) and Administrative Staff College of India (ASCI) presented on their processes for developing competency-based training modules. LBSNAA worked with GIZ to co-design a leadership training for civil servants based on competencies like self-awareness and integrity. ASCI uses competency analysis to understand participants' development needs and draws from industry examples to incorporate competencies into traditional training. The workshop discussed challenges like assessing impact and ensuring competencies translate to habits after training.
GIZ and LBSNAA co-designed a leadership development program for IAS officers to focus on self-awareness, serving people, leading others, and integrity. A training of trainers workshop was held in April 2014 and the program was then implemented in May 2014 for 186 IAS officer trainees. The pioneering program was well-received as it helped future leaders reflect on aligning their personal values with their roles in public service. The partnership between GIZ and LBSNAA aims to continue developing leadership skills for future government leaders in India.
Documentation report lbsnaa to t dec 2014kakaninet
This document reports on a leadership development workshop held from December 6-7, 2014 at LBSNAA. The workshop was facilitated by Mr. Mohan Dhamotharan and aimed to provide trainees a taste of leadership tools and techniques to increase reflection before deeper training. A variety of exercises were used focused on competencies like leading with passion, managing self and others, and cultural context of leadership. Feedback from participants and trainers was positive, with most finding the workshop engaging and looking forward to future leadership modules.
1. The document describes a workshop co-designed by GIZ and LBSNAA to develop a leadership module for newly appointed IAS officers in India.
2. GIZ has experience developing competency-based leadership programs, while LBSNAA provides leadership training for IAS officers. Representatives from both organizations met to leverage their collective expertise.
3. Over two days, GIZ shared experiences from its climate and global governance leadership programs. LBSNAA shared its current leadership offerings. The groups discussed frameworks for leadership competencies and designed a customized module focused on leadership challenges in India.
This document discusses personal finance planning and management. It provides general rules for investing, such as that money makes money so it's important to start small savings. It then discusses various investment options in India like fixed deposits, stocks, mutual funds, insurance, real estate, and gold. Specific average returns for these options from 1979-2012 are presented. The concepts of risk and return are discussed, showing higher risk investments provide higher potential returns but more uncertainty. Overall guidelines provided include starting early, diversifying investments, reviewing portfolios periodically, and understanding that while money can enable opportunities and security, it does not directly buy happiness.
This document provides an overview of the failed IT company Silverline Technologies Limited. It discusses Silverline's growth from 1997 to 2002, with rising sales, profits, and share prices. However, from 2002 onwards Silverline began to struggle, with falling sales, profits, share prices, and market capitalization. The document examines possible reasons for Silverline's downfall, including external factors like recession, as well as systematic manipulation of accounting policies, such as overstating assets and understating liabilities. It also notes issues such as related party transactions, high figures reported on financial statements, and numerous legal cases facing Silverline. The document concludes by discussing the importance of corporate governance and transparency to avoid such business failures.
The document examines the changing ownership structure of the Tata Group after JRD Tata's leadership. It discusses how the group moved from a loose federation of independent companies to a more consolidated structure under Ratan Tata. Key changes include increasing cross-holdings between companies, setting retirement ages for CEOs, promoting a unified brand, and exiting some businesses. This created a pyramidal structure with complex web of holdings to increase the Tata's control over affiliates despite having a minority ownership stake.
2008 insights into land acquisitions experiences kakaninet
This document discusses land acquisition experiences of private businesses in India. It analyzes case studies of both successful and unsuccessful land acquisitions. Key factors that lead to unsuccessful acquisitions included acquiring fertile land, lack of direct communication with local communities, and not providing acceptable rehabilitation packages. Successful acquisitions involved avoiding productive land, open communication with locals, equitable benefit sharing, and coordinated corporate communications. The document also presents a framework for determining which stakeholders require consent versus consultation based on their level of influence.
2008 emerging strategies in distance learning of management educationkakaninet
Distance learning programs in India have grown significantly in recent decades. Several universities now offer distance learning degrees up to the PhD level. XLRI Jamshedpur launched some early experiments with distance learning certificate programs in partnership with a telecom provider in 2002. While there was initial success in terms of reach and revenues, the programs faced challenges regarding quality and brand perception. XLRI is now focusing on developing high quality skill enhancement programs delivered through a blended model combining online and in-person components. International best practices suggest capping class sizes, using experienced faculty, and integrating online and in-person learning.
2008 emerging strategies in distance learning of management education
2005 issues in a poverty alleviation program
1. Power, Public Administration & Poverty:
An Enquiry into Implementation of Rural
Employment Program in India
2nd NAPSIPAG
Conference
CNSA, Beijing
5-7 December
2005
Biswatosh Saha & Ram Kumar Kakani
XLRI Jamshedpur
2. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
2
This paper is an interpretational journey through the
process of implementation of the food for work wage
employment generation program … known as … SGRY
SGRY is designed and sponsored by the Central
Government in India.
The scheme was designed to provide wage
employment support to the lowest strata of rural society
during the lean agricultural season by taking up a
program of rural public asset and infrastructure
construction.
Lean agriculture season is when demand for wage labour
linked rural economic activities is at its lowest.
Introduction
3. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
3
The scheme was launched with an ambitious target of
generating 1 billion mandays of employment in rural
areas
In 2002-03, the allocation on SGRY by Government of
India was more than Rs 90 billion ($ 2 bn. approx)
More than half-of the allocation was in the form of
food grains supplied by Food Corporation
Funds and food grains were allocated every year in each
district (county) based on - a) the backwardness of the
district (county); b) submission of reports; and c)
utilization of past allocation of resources
SGRY …
4. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
4
The design of the program, in terms of
‘rules’ that governed implementation
flowed out of a ‘knowledge claim’
What is ‘Knowledge Claim’ here …
A perception about the rural reality
shared by those who designed the
program at the level of the central
government.
Design of SGRY
5. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
5
SGRY Process
Ministry of Rural Development
Government of India
DRDA
Zilla Parishad Panchayat Samiti
BDO Office
District Engineer or
other staff Gram Panchayat
Junior Engineer or
other block office staff
Gram Sevak
6. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
6
District-wise Blocks and Panchayats
selected for study
District Bhojpur EastChamparan Khagaria Katihar
No.ofblocks 14 27 7 16
Blocksselected Jagdishpur,
Charpokhri
Turkaulia,Areraj
Parwatta,
Beldaur
Korha,
Mansahi
Numberof
Panchayatsin
selectedblocks
20and11
respectively
16and14
respectively
22and 16
respectively
23and7
respectively
7. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
7
A Virtual Classroom?
A brick-lined road
constructed under SGRY in
K tih Di t i t
8. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
8
The design of the program flowed out
of a perception about the rural reality
at the level of the central government.
The paper took up a few such ‘rules’ as
defined within the structure of the
scheme and looked into how it was
interpreted and often ‘breached’ at the
‘level of implementation’ by agencies
responsible for implementation.
‘Level of Implementation’ here is the
field of ‘action’.
Probing Further …
9. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
9
The guidelines emphasize that labour intensive works are
to be taken up in the scheme
For works taken up in the scheme, the ‘norms’ specify an
implicit wage:non-wage ratio at 3:1
At least 5 Kg of grains are to be provided per man-day
(through PDS), with the remaining part of the minimum wage
being provided as cash payment
Non adherence to the implicit ratio has costs for the local
government bodies
Low food grain utilization would lead to lower food grain and
fund allocation for the next year
Implementation Guidelines …
10. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
10
Implementatio
n Issues …
We found most
projects taken up
would involve
around 10-15% of
project expense as
wage payment
The deviation from
the norm is to be
interpreted
The guidelines also
indicate that the
process of selection
of works should be
11. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
11
Implementa
tion Issues
…
At the local level there was cross-class agreement on
the need for material intensive works, preferably
permanent structures
A honest gram pradhan aptly summed up – “all elected
representatives have to deviate from ‘norms’ of the
scheme, otherwise you cannot carry any development
work So breaking the rule is OKAY – but local villagers
What is a ‘felt
need’ of the
rural
community
then and how
does it find an
expression?
12. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
12
SGRY Process
Ministry of Rural Development
Government of India
DRDA
Zilla Parishad Panchayat Samiti
BDO Office
District Engineer or
other staff Gram Panchayat
Junior Engineer or
other block office staff
Gram Sevak
Local Government in
Rural India continues
to be viewed as arms
or agencies of higher
tiers of Government
and has lacked
autonomy and powers
13. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
13
SGRY Process
The ‘modern’ state and its representatives – the
local administration become powerful in the name
of protecting the interests of the lowest sections
of rural society from exploitation by the ‘local elite’
So, local bodies are mere implementation
agencies of rural development programs of
‘national’ or ‘provincial’ governments
14. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
14
AGENCIES INVOLVED IN SGRY AND THEIR RELATIONS
Ministry of Rural Development
Government of India
DRDA
Zilla Parishad Panchayat Samiti
BDO Office
District Engineer or
other staff
Contractor
Gram Panchayat
Junior Engineer or
other block office staff
Contractor Gram Sevak
Contractor
15. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
15
‘Rules’ define actionability of the conceptual
knowledge claims
For the one weighed by powerlessness in
being governed, knowledge claims often get
generated only in action – since an
autonomous discourse is lacking
Deviation from the ‘rule’ is therefore ‘the
norm’ in action
The documents (or records) will not provide
relevant information to judge i.e., the
documented information looks at all
deviation from rules in the same light – the
‘honest’ and the ‘dishonest’
SGRY Gaps …
16. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
16
How is this data fudging allowed?
The need to tamper with the data arises
partly from the diverging interests of the
implementers (the local political class)
whose revealed ‘felt needs’ are biased
towards material intensive projects while the
norms of the project as determined by the
central government are different.
There is local level exchange between the
administration and the local political class.
Extra legal rents are generated to facilitate
this exchange
SGRY Gaps …
17. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
17
It is common to explain such phenomenon as cases of
‘implementation failure’
… to be tackled through tightening of systems.
We argue that there is nothing called an
‘implementation failure’.
Central to this argument is the claim that ‘context’ and
the ‘life world’ of actors and agencies placed at
different tiers of the system differ
Analysis of Failure
18. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
18
The planners in Ministry of Rural Development, the
‘local’ administration in the blocks and districts, the
‘local’ political class (including the elected
representatives of village (Panchayat) bodies) that
implement the projects, local elite class, and the wage
laborer (or the rural commoner) dwell in different
‘worlds’.
Their strategic imperatives differ.
Failure Analysis (continued)
19. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
19
The multiple ‘contexts’ and the agents
implicated therein, must therefore,
negotiate - particularly, at the
interface of contexts.
In the actionable domain this
negotiation occurs, but the negotiation
is organized around ‘deviation’ from
the norms.
The norm fails to hold in
implementation – in the ‘folk world’.
Discussion
20. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
20
The norm and its deviation continue to exist
in simultaneity. The knowledge claim of this
‘other’ can exist only as a stealthy
subversion.
The knowledge claim derived from the ‘folk
world’ of action fails to negotiate and
redefine the dominant conceptual claim,
because the folk-world lacks the power.
This lack of power has two senses
a lack of power over the material domain
an inability to create and nurture an
Discussion …
21. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
21
The strategist and the associated
knowledge claim needs to seek to
unravel and understand the ‘other’
over whom governance is sought –
since, the ‘other’ is important to
strategy.
But, this process is neither smooth nor
does it necessarily occur.
The multiple actors in multiple contexts
most often are located asymmetrically
Conclusion
22. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
22
What would a redefined knowledge claim, an alternative
structure of such interventions as SGRY, look like?
One possibility could be ...
It needs a reassertion of power of the ‘folk-world’ and new
possibilities of ‘action’ imagined. We are arguing for
empowerment, ‘capacity building’ to facilitate an
entrepreneurial role of local government.
Since … poverty reduction involves skill building and
developing markets for local skills, which requires a
strategy space for local actors
In that creative flight of fancy, the local discourse that will
lend voice must be nurtured.
Conclusion
23. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
23
Very few restrictions on projects (at the local level) .. in
terms of type of project, project design, procurement
practices
Open access (maybe internet based) on projects (and
project related expenditure)
Role of Public Administration would be to promote a
system of peer monitoring and spatial competition
between, say different districts (counties)/
panchayats
Capacity building required for PA cadre, including
international collaboration
Example ...
24. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
24
We do not provide a ‘data-rich’, ‘technically
correct’ account
In fact, we reject much of the structured data
…
We depend on anecdotes, pieces of evidence
(often mined from data), snippets of
conversation, and pieces of dialogue
Reasons …
The process of information generation and
processing is itself enmeshed in power
conflicts
Limitations
25. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
25
A Virtual
Classroom?
26. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
26
Purnea-Saharsa National Hi
27. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
27
State Highway in Khagaria D
28. Biswatosh Saha & Ram Kumar Kakani, XLRI Jamshedpur,
India. 2005
28
Thank You
An Annual Affair Due to Floods in
River Bagmati