Dissertation Abstracts 2002-04
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Dissertation Abstracts Post Graduate Programme in Public Policy and Management (PGPPM) 2002-04 Examination of Chennai’s Water Problem: Possible Solutions and the Role of Private Sector Anand Balagopalan Chennai city has been facing drinking water problem for the past several decades, with no permanent solution in sight. Unlike Delhi and Kolkata, which are served by perennial rivers, and Mumbai, which is generously blessed by monsoon rains stored in lakes at the foothills of Western Ghats, Chennai does not have any perennial source of water nearby. As the city attracts more and more migrants from the rural hinterlands, the foremost concern of the policy makers is to find a lasting solution for the water problem. This dissertation is divided into seven chapters. The first chapter gives a general description of Chennai, its topography, pattern of rainfall and the histroy of its water supply over the years; introduces the drinking water problem and then states the research objectives. The second chapter deals with review of literature on the subject of privatization of drinking water supply. The view points of critics, for and against privatization, are discussed along with privatization efforts in other part of the globe, notably in Israel, USA and Argentina. The third chapter deals with the research methodology. The methodology adopted is an exploratory analysis, largely based on information furnished by respondents to questionnaires. One set of questionnaires were given to the Officials in CMWSSB to gauge their attitude towards unaccounted for water; another questionnaire was given to private players involved in water supply. I have also prepared a questionnaire for the consumers, specifically regarding privatization of distribution, billing and collection. In addition, I have made extensive use of secondary data from files, Annual Reports of CMWSSB, Master Plan for Water Supply, Volumes I & II by Tata Consulting Engineers. I have also conducted in- depth interviews with the policy elite in the Secretariat, CMWSSB, PWD and other offices. Chapter four contains analyses of the information elicited from the questionnaires. In this chapter I have attempted to arrive at the demand supply gap for water and given the severity of water shortage, suggest suitable solutions, including the participation of the private sector. My focus has been on how the private sector provides services; the quality of their service; the constraints faced by the private sector in its operations and on how these constraints can be overcome. Chapter five contains policy suggestions and recommendations. The solutions consist of augmentation measures, chiefly from the Telegu Ganga and the New Veeranam Project; and water conservation measures such as rainwater harvesting and reduction of unaccounted for water. Chapters six and seven contain the appendix and the bibliography respectively. I have come to the conclusion that no single solution can solve the water problem of Chennai and we need to have a basket of solutions. 1 | P a g e Designing a New Performance Evaluation System, based on Balanced Score Card for Divisions of Indian Railways Anil Sainani “Measurement Matters” and “What is measured gets done” are two widely accepted management principles. However, not all that matters can be measured and not all that is measured really matters. This reality is perhaps what has made the task of performance measurement an extremely difficult and challenging task. The revolutionary concept of Balanced Score Card, developed by Robert S Kaplan and David P Norton, represents a giant step forward in the field of performance evaluation. The introduction of performance evaluation systems based on Balanced Score Card – both in private and public enterprises, including Governments at all levels (Federal, State and Country) in some of the developed countries like United States and United Kingdom have yielded truly spectacular results. The concept of Balanced Score Card as a powerful tool for productivity enhancement is fast gaining acceptability. The tool holds tremendous promise for Indian Railways, an institution that is one hundred and fifty year old and is one of the most important institutions of modern India. Today, Indian Railways is in the midst of a watershed period of its history. It is delicately poised and can either continue to play its role as an economic catalyst, while remaining financially and operationally viable, or can accelerate its present decline to the ultimate downfall. To address the present woes of India Railways The Rakesh Mohan Committee (RMC), appointed by Ministry of Railways, has recommended far reaching structural and policy changes to improve and enhance rail business in this country. This dissertation presents an alternate and yet compatible strategy that can work in tandem with the RMC recommendations – to significantly enhance productivity levels of Indian Railways by introducing a new performance evaluation system based on the concept of Balanced Score Card for the Divisions – the front-end organizational tier of the Indian Railways. Although it may be surprising to disbelievers, the present study amply demonstrates the fact that railway employees – both officers and staff, have strongly voted for introducing a new and effective performance evaluation system based on Balanced Score Card for the Railway Divisions. An overwhelming majority of the railway employees have agreed that a good performance evaluation system results in better performance and that the existing performance evaluation system on the Indian Railways leaves a lot to be desired. The introduction of a performance evaluation system based on Balanced Score Card should ideally start from the top end of the organization, where the vision and the strategy 2 | P a g e for the organization as a whole is developed and finalized. Each subsequent tier of the organization then derives its Score Card from the layer above. However, though it is desirable to follow the top down approach, individual units can also build their Score Cards on the basis of organization’s vision’s and strategy. What is perhaps indispensable is the involvement of all key stakeholders in the development of individual objectives, measures, targets and initiatives in the different perspectives of Score Card. Since the Balanced Score Card developed in the present paper is directly based on the needs, ideas and perspectives of two of the three most important stakeholders of Indian Railways – customers and employees, it can be developed further and introduced directly in any Division of the Indian Railways. The data collected from Railways’ customers and employees have thrown up certain important dimensions of rail business in three of the four perspectives of Balanced Score Card. The individual objectives, measures, targets and initiatives, as developed in the four perspectives of the proposed Balanced Card bring into focus the key drivers for enhanced performance of Railway Divisions. The adoption of the proposed Balanced Score Card by Railway Divisions holds tremendous potential for performance enhancements. True, the road ahead is treacherous and the journey is going to be difficult. There are a few significant obstacles, nay “ challenges ”, on the way, such as – changing the entrenched bureaucratic culture, establishment of systems for measurement of not so easily measurable indices like customer and employee satisfaction, linking of incentives with performance and a fundamental shift in attitude from internal focus to customer focus. Though these are mammoth tasks, they are mandatory for the successful implementation of the proposed system. But then as Stephen R Covey, one of the most influential management gurus of modern times has aptly said in his landmark book “Seven Habits of Highly Successful People” – “A thousand miles journey begins with the first step and can only be taken one at a time”. The first step in the renewed journey aimed at significant and enhanced productivity of the Indian Railways could start a debate for the introduction of “a new and effective performance evaluation system”. This is the core issue of the present dissertation. 3 | P a g e Indian Environmental Diplomacy Focus and Framework Arun Kumar Verma Indian environmental diplomacy made a strong initial mark at the United Nations Conference on Human Environment in Stockholm in 1972. Currently there are more than 200 environmental treaties and India has signed or ratified 74 of them. Environmental issues are not merely scientific and technical subjects but are intertwined with the central issues of world politics such as: international system of resource production and use, principles of world trade, North-South relations, security concerns of India and internal, social and political stability. Being a party to the international environmental regime enjoins national responsibility and the outcomes affect common people. It can also mean incurring higher costs of production, changing consumption patterns, new priorities of investment, need for research and development, and even reforms in governance. Debate over devising a principle for sharing the responsibility is intense and negotiators need to take very informed and tactical positions. Thus, focused approach, comprehensive perspective, and suitable structure of environmental diplomacy are the sine qua non of present-day international relations. Greater responsibility is expected of the policy framers in terms of managing national interests and at the same time protecting