Sanitation, self-help group formation, developmental work, office renovation, better law and order, public demands recovery, issuance of SC/ST certificates, closure of illegal health-related practices were something where personal initiative, increased monitoring and activism did have positive impact. I along with the local ACMOH took action against the illegal medical practice of unqualified doctors, pathological laboratories and medical shops and many other such illegal practices.
Pulse polio has markedly improved after some personal initiatives including better coordination and monitoring. I got involved local NCC, Scouts, school/college students for campaigning, motivating and bringing the children to the booths.
I took personal initiatives for promotion of consumer rights and enforcement of ban against plastic as specified by the govt.
My personal initiatives have some momentum to the local tourism industry here. These include organization of three tourism festival including one Govt-sponsored one i.e. Tista-Ganga festival. The other two include Dooars Utsav and Jaldapara Utsav. We have encouraged the training of guides, tourism survey, preparation of literature on local tourism-related infrastructure.
Creation and strengthening of certain agencies for popular participation/for promotion of human resources e.g. made Red Cross financially viable; created and strengthened Meritorious Students Fund for helping poor and meritorious students; created SMART, a youth body for their personality development; got sub-divisional sports body more participatory and democratic;
Took initiatives in the re-opening of some closed tea gardens resulting in Srinathpur, Mujnai and Madhu TG reopening as well as preempting the closure of some by getting actively involved in the reconciliation negotiations between the union and the management.
Tuesday, August 18, 2009
Achievements as SDO Alipurduar (2005-2006)
So far able to achieve the targets set. Collection would be better if better infrastructure is made available to the concerned departments. Besides, it is felt that some operational flexibility in terms of modality of revenue realization and some in-built incentive related to increased revenue collection would do wonders to the overall revenue collection.
The reasons for the low realization of land revenue refers to the less demand for sand and stone compared to the last calendar year where there was a huge demand for the same owing to massive developmental work undertaken by Indian Railways; the record heavy rainfall leading to stagnant water in the river bed; increased number of lease holders and deposition of revenue directly with the district and hence, non-reflection of the same as sub-divisional land revenue and some disputes among quarry permit holders hampering quarrying for a month in Madarihat.
The achievement under ASIDE scheme has not been as per the target because of the fact that there was illegal obstruction in a large scale and the removal took some time. In addition to it the schemes had to recast in the light of many changes at the time of execution
The reasons for the low realization of land revenue refers to the less demand for sand and stone compared to the last calendar year where there was a huge demand for the same owing to massive developmental work undertaken by Indian Railways; the record heavy rainfall leading to stagnant water in the river bed; increased number of lease holders and deposition of revenue directly with the district and hence, non-reflection of the same as sub-divisional land revenue and some disputes among quarry permit holders hampering quarrying for a month in Madarihat.
The achievement under ASIDE scheme has not been as per the target because of the fact that there was illegal obstruction in a large scale and the removal took some time. In addition to it the schemes had to recast in the light of many changes at the time of execution
Achievements as ADM (General), Jalpaiguri (February 2006 to September 2006)
So far able to achieve the targets set. Collection would be better if better infrastructure is made available to the concerned sections. Besides, it is felt that some operational flexibility in terms of modality of revenue realization and some in-built incentive related to increased revenue collection would do wonders to the overall revenue collection.
The slight shortfall in the realization of motor vehicle revenues was due to the general assembly elections because of which the enforcement and other normal activities were almost down as the officers and staff got busy with election-related works. The same also applies to slightly less recovery under public demands recovery act but we started picking up after the election and were hope to make up for the short-fall before March.
Even though the overall revenue has increased from registration, but the same could have been much better but for reduction of stamp duty and other relaxations announced and effected in the aftermath of the budget announcement.
The slight shortfall in the realization of motor vehicle revenues was due to the general assembly elections because of which the enforcement and other normal activities were almost down as the officers and staff got busy with election-related works. The same also applies to slightly less recovery under public demands recovery act but we started picking up after the election and were hope to make up for the short-fall before March.
Even though the overall revenue has increased from registration, but the same could have been much better but for reduction of stamp duty and other relaxations announced and effected in the aftermath of the budget announcement.
Achievements as ADM (General), Hooghly (2006-2008)
Improved functioning of SSA, backward class welfare, excise and planning sections, developmental work, office renovation, better law and order and issuance of SC/ST certificates were something where personal initiative, increased monitoring and activism did have positive impact.
In excise, personal monitoring and monthly follow ups coupled with increased enforcement drives have resulted in significant rise in excise revenue, thereby taking Hooghly to the top of the charts in the state.
In ICDS, we have been able to improve the health indicators for the children and mothers to a great degree. Not only has the nutritional status of children improved, but there has been increased awareness among parents also about such issues. This has become possible due to increased emphasis on monitoring, field visits and increased frequency of mothers meets. Also, we have been able to finish all ICDS recruitment almost in time.
We have also been able to take the total EPIC coverage in the district to 99 per cent, one of the best in the state and we could do this through more simplified procedure with less strain on manpower and time, which has also been appreciated by CEO. We have also been able to complete the GIS mapping work of all the polling booths in the district. By doing this, we have become the first district in the state to do so.
The UC position of different developmental funds as well as quality of work being undertaken has improved significantly in recent times. This has become possible due to increased monitoring and supervision, something which has also been appreciated by the Hon’ble MPs and MLAs.
Backward classes welfare, Sarva Shiksha Abhiyan and social welfare are the other areas, which have seen improvement here. All these departments have seen the improvement in the quality of work and fund utilization, which is much better than the preceding year. In fact, Hooghly district has been awarded for being the best Local Level Committee in the state and the country.
We have also been able to fill up all the vacancies in different departments and projects including NREGA, SSA, Planning, NCLP and BCW.
I took personal initiatives for promotion of consumer rights and for town planning. A series of proposals have been discussed and we hope to implement many of them in times to come while many have already been implemented. By doing GIS mapping of all the polling stations, we became the first in the state to do so. Here, personal monitoring and supervision of the entire exercise could see the timely completion of the work. We also organized a Hooghly Trade Fair for the first time and here, it was me who conceptualized it and took initiative to see it done.
In excise, personal monitoring and monthly follow ups coupled with increased enforcement drives have resulted in significant rise in excise revenue, thereby taking Hooghly to the top of the charts in the state.
In ICDS, we have been able to improve the health indicators for the children and mothers to a great degree. Not only has the nutritional status of children improved, but there has been increased awareness among parents also about such issues. This has become possible due to increased emphasis on monitoring, field visits and increased frequency of mothers meets. Also, we have been able to finish all ICDS recruitment almost in time.
We have also been able to take the total EPIC coverage in the district to 99 per cent, one of the best in the state and we could do this through more simplified procedure with less strain on manpower and time, which has also been appreciated by CEO. We have also been able to complete the GIS mapping work of all the polling booths in the district. By doing this, we have become the first district in the state to do so.
The UC position of different developmental funds as well as quality of work being undertaken has improved significantly in recent times. This has become possible due to increased monitoring and supervision, something which has also been appreciated by the Hon’ble MPs and MLAs.
Backward classes welfare, Sarva Shiksha Abhiyan and social welfare are the other areas, which have seen improvement here. All these departments have seen the improvement in the quality of work and fund utilization, which is much better than the preceding year. In fact, Hooghly district has been awarded for being the best Local Level Committee in the state and the country.
We have also been able to fill up all the vacancies in different departments and projects including NREGA, SSA, Planning, NCLP and BCW.
I took personal initiatives for promotion of consumer rights and for town planning. A series of proposals have been discussed and we hope to implement many of them in times to come while many have already been implemented. By doing GIS mapping of all the polling stations, we became the first in the state to do so. Here, personal monitoring and supervision of the entire exercise could see the timely completion of the work. We also organized a Hooghly Trade Fair for the first time and here, it was me who conceptualized it and took initiative to see it done.
Achievements as CEO Siliguri Jalpaiguri Development Authority, West Bengal (2008-2009)
During my tenure, a total of Rs. 115.04 crores as revenue has been collected against a target of Rs. 72.32 crores. Besides, various developmental projects like New Township at Siliguri, North Bengal Tea Park, Common Facilities Building, Dry Port , Shilpangan, three super-speciality hospitals, IT .Parks, Siliguri Commerce College, Govt Science College at Himachal Vihar, Bio-Technology College and Food Park along with development of Hawkers Corner Market Complex were undertaken during my tenure.
It was due to my personal initiative that funds in the region of 45 crores were sanctioned under ASIDE (Assistance to States for Infrastructure Development for Exports) for various export-oriented schemes including Dry Port, Tea Park, border roads and Land Customs Station at Fulbari. Some more proposals which I initiated were also likely to be approved under the same scheme including one relating to Pineapple Auction Centre.
When I joined, some of the important projects were not progressing positively, particularly those at Siliguri Food Park, rehabilitation work at New Township, Fourth Mahananda Bridge and the Fourth Market on Hill Cart Road. My personal initiatives played an important role in the work starting and progressing quite satisfactorily. Besides, there were many other site related problems which were resolved well enough to see take-off of those projects. Interestingly, in one of the river conservation scheme where work was stopped for quite some time, my common sense suggestion of having a lifting station was appreciated and accepted by the engineers and the same was eventually accepted as the right approach to the problem at hand. Proposals were sent to the PWD for improvement and face-lifting of the Hill Cart Road by laying of mastic bitumen carpet. Besides, repair and maintenance of all SJDA facilities and properties were also undertaken in a big way during my tenure. Many land and project related problems with railways were sorted out through mutual coordination and meetings resulting in lot of benefits for the organization.
I also initiated some in-house changes that had positive impacts and implications for organizational performance. I started the process of ISO Certification for SJDA and it is expected that SJDA shall soon become the first ISO certified development authority of West Bengal. The Office building itself was renovated and repaired giving it a more professional look. The exterior and interior have been aesthetically renovated as per the need and requirement. I also introduced uniforms for all SJDA chauffeurs and ministerial staff members (with least cost to the Organization) with a view to rebuild its image. A plastic tamper proof identity card was also introduced. Initiatives were taken to enhance the level and depth of e-governance in the office including digitizing most of our records. Also, initiatives were taken for providing maximum green cover for SJDA projects through plantation and eco-friendly landscaping at various project sites. I also started meeting all the contractors and agencies regularly on a monthly basis to monitor and review various ongoing projects which has become a regular practice now, something which was not done earlier. Besides, it was agreed by all around that the overall speed and efficiency as well as professionalism grew at SJDA during my tenure.
It was due to my personal initiative that funds in the region of 45 crores were sanctioned under ASIDE (Assistance to States for Infrastructure Development for Exports) for various export-oriented schemes including Dry Port, Tea Park, border roads and Land Customs Station at Fulbari. Some more proposals which I initiated were also likely to be approved under the same scheme including one relating to Pineapple Auction Centre.
When I joined, some of the important projects were not progressing positively, particularly those at Siliguri Food Park, rehabilitation work at New Township, Fourth Mahananda Bridge and the Fourth Market on Hill Cart Road. My personal initiatives played an important role in the work starting and progressing quite satisfactorily. Besides, there were many other site related problems which were resolved well enough to see take-off of those projects. Interestingly, in one of the river conservation scheme where work was stopped for quite some time, my common sense suggestion of having a lifting station was appreciated and accepted by the engineers and the same was eventually accepted as the right approach to the problem at hand. Proposals were sent to the PWD for improvement and face-lifting of the Hill Cart Road by laying of mastic bitumen carpet. Besides, repair and maintenance of all SJDA facilities and properties were also undertaken in a big way during my tenure. Many land and project related problems with railways were sorted out through mutual coordination and meetings resulting in lot of benefits for the organization.
I also initiated some in-house changes that had positive impacts and implications for organizational performance. I started the process of ISO Certification for SJDA and it is expected that SJDA shall soon become the first ISO certified development authority of West Bengal. The Office building itself was renovated and repaired giving it a more professional look. The exterior and interior have been aesthetically renovated as per the need and requirement. I also introduced uniforms for all SJDA chauffeurs and ministerial staff members (with least cost to the Organization) with a view to rebuild its image. A plastic tamper proof identity card was also introduced. Initiatives were taken to enhance the level and depth of e-governance in the office including digitizing most of our records. Also, initiatives were taken for providing maximum green cover for SJDA projects through plantation and eco-friendly landscaping at various project sites. I also started meeting all the contractors and agencies regularly on a monthly basis to monitor and review various ongoing projects which has become a regular practice now, something which was not done earlier. Besides, it was agreed by all around that the overall speed and efficiency as well as professionalism grew at SJDA during my tenure.
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