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ह द|

This bulletin is purely for the purpose of providing guidelines and is intended for official use only and should not be quoted as authority in any official reference or produced in a court. A reference, whenever necessary, should always be made to the original orders on the subject.

Any inadvertent mistake may please be excused.

✍ hegefmlekeâe kesâ yeejs ceW megPeeJeeW keâe mJeeiele nw~ Ghe cegKÙe meleke&âlee DeefOekeâejer (Sme.) - heâesve 23531

- 1 - ूिता

हम, भारत के लोक सेवक, सयिना से ूिता करते ह क हम अपने कायकलाप के ूयेक ेऽ म इमानदार और पारदिशता बनाए रखने के िलए िनरंतर ूयशील रहगे| हम यह भी ूिता करते ह क हम जीवन के ूयेक ेऽ से ॅाचार उमुलन करने के िलए िनबाध प से काय करगे|हम अपने संगठन के वकास और ूिता के ूित सचेत रहते हएु काय करगे| हम अपने सामूहक ूयास ारा अपने संगठन को गौरवशाली बनाएंगे तथा अपने देशवािसय को िसात पर आधारत सेवा ूदान करगे| हम अपने कतय का पालन पूण ईमानदार से करगे और भय अथवा पपात के बना काय करगे| Pledge

WE, THE PUBLIC SERVANTS OF INDIA, DO HEREBY SOLEMNLY PLEDGE THAT WE SHALL CONTINUOUSLY STRIVE TO BRING ABOUT INTEGRITY AND TRANSPARENCY IN ALL SPHERES OF OUR ACTIVITIES. WE ALSO PLEDGE THAT WE SHALL WORK UNSTINTINGLY FOR ERADICATIO OF CORRUPTION IN ALL SPHERES OF LIFE. WE SHALL REMAIN VIGILANT AND WORK TOWARDS THE GROWTH AND REPUTATION OF OUR ORGANISATION THROUGH OUR COLLECTIVE EFFORTS, WE SHALL BRING PRIDE TO OUR ORGANISAIONS AND PROVIDE VALUE BASED SERVICE TO OUR COUNTRYMEN. WE SHALL DO OUR DUTY CONSCIENTIOUSLY AND ACT WITHOUT FEAR OR FAVOUR.

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Index

1 Launching of the Journal of Governance : 1 Address by CVC

2 Corruption – A Cancer 6

3. Meeting the needs of the customer-Not the 9 bureaucracy

4. Anti-Corruption Strategies 13

5. Lokpal Bill : Relation With A Common Indian 17

6. Dos & Don’ts : Medical 21

7. Vigilance Clearance 25

8. इस वष म क गई जाँच 27

9. System Improvement 33

10. रेलवे बोड ारा जार कये गये सतक ता सकु लर 41

11. Performance of Vigilance Organisation 44 (January to September 2011)

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Launching of the Journal of Governance Address by CVC

Hon’ble Vice President of India, Shri M Hamid Ansari Ji, Shri Prabhat Kumar, Shri Syed Sahid Mahdi, distinguished guests, ladies and gentlemen. 1. It gives me great pleasure to participate in this function to launch the “The Journal of Governance” brought out by the IC Centre for Governance. 2. Since the last decade, the term governance has come to replace the terms management or administration, as it better denotes the essence of running organisations and managing resources for the overall public good. Governance denotes the whole gamut of activities right from policy making at the highest level to the delivery of goods and services to the citizens. According to the United Nation, the essential characteristics of good governance are: (a) Consensus and participatory approach, not only in decision making but also in implementation. (b) Effectiveness in achieving the objectives. (c) Efficiency in utilisation of resources. (d) Responsiveness to the expectations of all the stake holders and equity and fair play to all players; and (e) Accountability and transparency. 3. The present state of affairs in the country indicates that we fall short on most of the criteria of good governance. It is paradoxical that while in terms of advanced parameters like strength of financial markets, business sophistication and technological readiness India scores very high but, in terms of basic services like health, education and public administration we fare poorly. This highlights a serious anomaly in our governance

- 1 - system especially with respect to the delivery of services. The Mid Term Statistical Review of the Millennium Development Goals which was released this week by the Hon’ble Vice President does not reveal an encouraging scenario. Corruption is a key issue in governance and the Planning Commission has reiterated in its last two reports that “Corruption is most endemic and entrenched manifestation of poor governance in Indian society, so much so it has almost become an accepted reality and a way of life. Good governance is not possible without addressing corruption in its various manifestations”. India does not fare well on various governance indices and ranks 85th out of 179 countries in the Transparency International’s Corruption Perception Index. There is palpable disenchantment among people about the state of governance in this country and unless urgent corrective measures are taken people may lose faith in the integrity institutions and the governance structure. 4. Recently, the government has taken various measures to improve governance and integrity in public services which include measures like Performance Monitoring and Evaluation System and the Civil Services Accountability Bill. We are in the final stages of ratifying the UN Convention against Corruption. The Central Vigilance Commission has been striving to mainstream corruption in the governance agenda. Preventive and participative vigilance is the most effective means of combating corruption. In furtherance of this goal, CVC is formulating a National Anti Corruption Strategy in consultation with all the stake holders. 5. This journal of Governance could not have come at a more opportune time. I am glad to note that an important hallmark of this journal is that it is a confluence of theory and practice, because, I have been a firm believer that good theory is also good practice. Delineating a problem is one aspect, finding effective means of implementation is far more

- 2 - difficult. If this journal is to bring about a significant change in the way we are governed and not become another of those journals of public administration which largely remain a collection of readable articles; then it needs to have a practical orientation. The focus should be on providing innovative and “out of the box” solutions in order to overcome the implementation bottlenecks and improve the delivery of public services to the weakest in the society. The inbuilt rigidity in the administrative system is due to its over emphasis on complying with rules, regulations and procedures in their letter without appreciating their spirit. Compliance is often enforced even at the cost of the outcomes. This has promoted a culture of inertia and risk avoidance and inhibits any creative or innovative approach to solving problems. Given the complexities and myriad dimensions of present day governance, it is important to look for localised and innovative solutions. It is here that persons with rich experience in public service must contribute actively. To devise innovative and pragmatic solutions, theoretical construct is equally important. The problem of terrorism or naxalism would require detailed theoretical analysis before arriving at a practical solution. When practitioners of Public Administration synergise with the think tanks and cademicians, I am sure it would produce more viable solutions to the problems faced in governance. 6. Another important point which is noticeable about this journal is that it provides a participative platform for engaging various stakeholders, more importantly the Civil Society Organisations. As the old adage goes, “war is too serious an issue to be left to the Generals”, similarly, governance is too serious an issue to be left to the Government alone. Public Private Partnership has emerged as a new mode of enhancing development through participative governance. In so far as corruption is concerned, our efforts have remained largely focussed on the public servants, ignoring the equally culpable supply side of corruption. Any meaningful anti corruption strategy has to address both the bribe taker and the bribe giver. This calls for engaging not only the private sector, but also the

- 3 - citizens. This would involve educating, creating awareness, allaying their fears and convincing them so as to create a confidence in them to say no to corruption. 7. While traditional methods of enforcing accountability have failed to have the desired effects, two new means have emerged to be more effective, viz. the Right to Information and the increasing involvement of Civil Society Organisations in governance. World over, much of the transparency and oversight in public functioning is being achieved through the Civil Society Organisations on behalf of the citizens. 8. Leveraging of technology, especially information technology has proved to be an effective and efficient method of improving governance. The results of CVC’s efforts at deploying information technology to fight corruption have been encouraging. Therefore, I am glad to note that Technocrats and Scientists are also contributing to this journal and to the work of IC Centre of Governance. 9. National security especially in the context of growing terrorism, naxalism and other anti national activities has become a priority concern of governance. This again calls for a comprehensive multi pronged approach and the journal has provided space for the analysts as well as practitioners of national security to deliberate on the issue. 10. I hope this journal would provide an inter disciplinary forum for discussion and rendering advice in a free, frank and independent manner. This journal should also serve as a means for dissemination of best practices, replication of successful experiments; and documentation of case studies and lessons learnt. I am sure by virtue of these qualities this journal can act as an important source of active, continuous and real time source on policy making as well as its effective implementation. 11. C K Prahlad in his book “Fortune at The Bottom of The Pyramid” states that the governance capacity of a nation is determined by its ability to enforce laws, regulations and contracts. In terms of laws and institutions of market economy, India is well developed and can be

- 4 - counted at par with USA, Japan or Germany. But, in terms of capacity to interpret and enforce laws, contracts and regulations, we are inadequate. I hope this journal will go a long way in building this capacity. Keeping in view the practical orientation of the journal, it is apt that the launching of this journal is being done by Hon’ble Vice President of India Shri Hamid Ansari ji who himself has been a distinguished Civil Servant. I would like to recall from his speech in July, 2008 on the occasion of the release of the Transparency International’s India Corruption Study Report where he had highlighted the three ways in which corruption impacts the nation. In its moral dimension, it cuts at the very roots of the social and political fabric of the society and increases injustice. In its legal implications, its results in disregard for the rule of law, in its developmental aspect, it distorts investment decisions and other commercial transactions. I would also reiterate his modification of the old maxim “Eternal Vigilance is the price of liberty”, wherein he had added that eternal vigilance is also insurance for proper governance. I am grateful to the Hon’ble Vice President of India for extending me the honour of presiding over this important function held for the cause of good governance which is rightfully due to the citizens of this vibrant nation. I express my heartfelt thanks to Shri Prabhat Kumar and the members of the IC Centre for Governance for providing me the opportunity to be part of this event. I wish the Journal of Governance and IC Centre for Governance all the success.

"Power does not corrupt men; fools, however, if they get into a position of power, corrupt power."

– George Bernard Shaw

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Corruption – A Cancer

By Alok Gupta CELE-NCR Corruption is the most virulent crises, everywhere threatening the very existence of the society and the faith in life is shaken. Corruption though hated by all is one of the most overlooked, yet important prevalent social evils inherent in the society. Some consider it as necessary ‘oil’ that runs our system smoothly. It is present in the society since times immemorial and cannot be removed from the society as ‘Maya” cannot be kept away from human beings. Corruption starts at the top and percolates down to the whole society. It is as widespread in the villages as in towns and the dishonest officials and the traders carry the germs of the disease. The tyranny of confusion rules the land and the people are helpless victims of corruption everywhere. Corruption is today a world-wide phenomenon. In our own country some people in high positions have been charged for it. A corrupt person is termed immoral, dishonest and unscrupulous in his dealings. His disregard for honesty, righteousness and truth should result in his alienation from society and he should be treated with contempt; on the contrary he is respected and thus no amount of contempt can eradicate corruption embedded deep in him. It has become like a leech and as the system grows weaker it gets bolder and drains its victims of the last drops of their blood. Some facts pertaining to corrupt practices are as under: • Corruption causes a series of ill events which leads to a series of chain reaction. • An official accepting a bribe makes the person more at ease bribing again. He soon gets encouraged to bribe others. Those who witness the bribes taking place are encouraged to do the same. • Corruption does not give a fair hearing to the deserving as a bright student would be denied admission if a rich student bribed

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the administration. The needy poor is deprived on one pretext or the other and the rich get it again and again. • The society can never prosper as the poor hardly gets a chance and the cycle of rich becoming richer and poor becoming poorer prevails. • Jealousy also comes to play, as a person seeing so many opportunities going from him gets inclined to steal to get the money to bribe or scam others to earn the money. • Corruption at heart is also flourishing such as -- A teacher showing favouritism, a student cheating etc. Corruption is seductive. • A person lying continuously without guilt exhibits corrupt behaviour which ultimately leads to failure. • Most corruptions start small-A free lunch. A free drink. Free tickets to the game. You are my friend; can you do this small favour for me? Can you look the other way? • The inclination to steal money for bribes, or by getting others to steal for you. Is quite prevalent. • The petty briber today may be tomorrow’s influence-peddler. The cutthroat entrepreneur who cuts corners and bends rules today may be tomorrow’s tax evader. • Corruption is like cancer when left untreated for long grows like a tumor spreading through the society, tearing at and eating away every muscle and tissue of a nation. It has spread to the far reaches of our country, directly and indirectly affecting many sectors of society, regardless of age and religion, social status or gender solely because it has been left unattended. • The flourishing black market in essential commodities, adulteration of even baby- food, bribery, fraud and economic, political and administrative manipulations with an eye on earning profits has brought untold misery to the people.

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• The older the system the weaker it grows and is not effective as complexes grow. The time taken to implement checks and balances are tiring and frustrating. • The entire recent scams worldwide exhibit that the root of corruption across the world economies lies in Big Businesses. This is the plain truth. They influence decision-making in various ways and corrupt the political and the governmental formations.

The horizon of honest society is not far. Things can be set straight, but at a price. Strong ‘Will” at all levels be political, administrative and economic is the keyword. The change has to start with Big Business. If a handful of big businesses houses decide and implement strict and honest measures in their organizations, then we can be optimistic. Lastly the Government should make its functioning more transparent each day, so that the Bureaucracy and Government machinery functions well even without the oil of corruption. Let us not harp on what we have done but what is to be done as the journey is long. Today let us demand for ourselves no lower standards. *****

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Meeting the needs of the customer-Not the bureaucracy

-Arun Bijalwan, FA&CAO/F&B

When was the last time you felt like a valued customer at Railway ticket window or Railway platform? How about behaviour of staff in moving trains or in refund counters? Unfortunately people in government hardly use the word customer & Indian Railways being the departmental enterprise of Government of India is not exception to that. We call our customers ‘passengers’, ‘traders’ or ‘industry people’. It is widely accepted that most of the government organization do not even know who their customers are. Most of the public organizations worldwide are customer blind. This may be the ultimate indictment of public organizations driven by bureaucratic force. Why? Probably most of the public organizations do not get these funds from the customers but they are having 100% funding from public exchequer or they can easily fall back on government subsidy or assistance in case of any financial crisis, a sense of security has created a kind of apathy or lethargy towards the customers. Indian Railway being monopoly in enjoying the fruit of captive customer & tendency in the organization is to keep those happy who matter in their resources mobilization or who can change their destiny & certainly ordinary customers are not one of them. The greatest irritant most customers experience in their dealing with Railways is its bureaucratic set-up & arrogance of bureaucracy. Because of the awareness about democratic rights people today expect to be valued as customers- even by non-service departments. Today we are having generation of citizens who are having very different expectations

- 9 - from those held by previous generation of pre-liberalization era. We have been transformed from a mass society with a broad & fairly homogenous middle class to a mosaic society with great cultural diversity, even within the middle class. We have come to expect product & services customized to our own styles and taste, from television to transport. As a public transporter we certainly made some strides in improving the organization to meet customer expectation but those are not sufficient to change the perception of customers towards Indian Railway. In most of the cases we still offer one-size-fit all services, which requires serious thinking. To cope with these massive changes in the choices of customers, transport sector worldwide have begun to transform themselves. The have begun to listen carefully to their customers, through customer surveys, focus groups & wide variety of other methods listed in management literature. All the management experts worldwide dwell on the importance of listening to one’s customer. They counsel managers to expose their employees directly to customers. It keeps managers informed, it keeps them in touch, and it keeps them honest. Are we doing enough to satisfy the needs of customers? We have done wonderful job through leveraging of technology in the area of customer booking & this is one of the success stories of Indian Railways but that act was initiated in 1986-87 & what are the innovations carried out after that? Booking is one step of whole journey & not the end of customer woes. Almost 25 years has passed & this is high time that we should re-group, rearrange our resources to give required delight to the customer. To attain customers delight, we should learn to listen to them first, listening to the voice of the customers is the most important step. We have to find ways to listen to the voice of the customers, some of them may be- surveys, customers follow-up, contact, customers council, focus groups, grievance reporting system (electronics) with tracking system, customer service training and ombudsman. Needless to mention, that customer-driven system stimulate more innovation because when provider have to compete, they constantly look

- 10 - for ways to cut their cost of service & increase their quality. If we make linkages of the resources with the customer satisfaction index then it would certainly brought changes in the work culture & mindset of the service provider. In telecom sector TRAI is hiring a professional agency that is conducting survey to gauge standard of services provided by different service providers & in the same manner in absence of regulator in Railways, Railway Board can also hire a professional agency to gauge customer satisfaction under different zonal railway system & publish it in newspapers. If this is linked with the allocation of resources then there would be incentive to perform better. Customer driven system should be “User Friendly” means customers should not faced with a confusing maze of fragmented options, conflicting eligibility requirements, & multiple form to fill out. Best example is the number of fare concessions we offer, our complicated tariff circulars, our commodity wise tariffs & our refund procedure. Customers earnestly felt that it should be “transparent”. Customers should be able to sort through their option without having to sort through the complex bureaucracy behind them. Last but not the least, as we are observing government & civil society are at loggerhead on the issue of Jan Lokpal & it is imperative on the part of every public organization to draw citizen charter to fulfill the aspirations of citizenry & it is part of Lokpal bill also. Indian Railways is having its own citizen’s charter and it is high time to give it wide publicity. Before that, need is to re-look into charter & make it more pragmatic as well match it to customer’s aspirations, it would be prudent if we call it “Customer’s Charter” instead of “Citizen’s Charter”. This charter makes public organization like Indian Railway more accountable to their users; the public (customers) can see their strengths & weaknesses as well as seek changes where improvements are needed. To elaborate the Citizen Charter articulated six principles, “Which every citizen is entitled to expect”:

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• Standards: - Setting, monitoring & publication of explicit standards for the services that individual user can reasonably expect. Publication of actual performance against these standards.

• Information & Openness:- Full, accurate information readily available in plain language about how public services are run, what they cost, how well they perform & who is in- charge.

• Choice & consultation: - The public sector should provide choice whenever practicable. There should be regular & systematic consultation with those who use services. User’s views about services & their priorities for improving them, to be taken into account in final decision of standards.

• Courtesy & Helpfulness: - Courteous & helpful services from public servants who will normally wear badges. Services available equally to all who are entitled to them & run to suit their convenience.

• Putting things right: - If things go wrong, an apology, a full explanation & a swift and effective remedy. Well publicized & easy-to-use complaints procedures with independent reviews wherever possible.

• Value for Money: - Efficient & economical delivery of public services within the resources the nation can afford. And independent validation of performance against validation. (From “Banishing Bureaucracy” by David Osborne & Peter Plastrik) No point in guessing that culture prevailing in our organization needs a makeover. It would help in driving desired results. We have to conquer the culture of indifference from frontline staff and reduce woes of our valued customer.

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Anti-Corruption Strategies

Rajeev Saxena Dy CVO/S

The general definition of corruption is, “the misuse of a public or private position for direct or indirect personal gain”. Corruption tends to concentrate wealth, not only increasing the gap between rich and poor but also providing the wealthy with illicit means to protect their positions and interests. That, in turn, can contribute to social conditions that foster other forms of crime, social and political instability and even terrorism. Conditions facilitating corruption Without proper vigilance and effective countermeasures, corruption can occur anywhere. History of Corruption Corruption is as old as civilization. Some believe that corruption is our basic tradition as it has been in our blood. As we all know, our tradition always insists that we take/carry ‘something’ when we visit important people in the society. One should not go empty handed to meet those in authority, used to be practice in the good old days. Some type of pleasing the high ups or the important people with ‘something’ has been prevalent from our glorious past. Some say, corruption has been intrinsic to Indian society since the Mughal rule, particularly during its latter days. The word Baksheesh was coined then and has since been passed into the English language. Baksheesh (or the speed money) had to be paid to officials to get every small thing done. May be the concept and/or the acceptance of a corrupt bureaucracy started from those days. Under British rule, the country was even more corrupt. Robert Clive and Warren Hastings are the two persons who can be said to be the architects of British rule in India; even then the corruption on their parts was not spared by British people. Both of them were tried and punished in Court of Law on corruption charges. The Moral of this,

- 13 - however corrupt the society is corruption is not tolerated beyond a certain point. Requirements for anti-corruption strategies When the corruption is not tolerated, then what should be the strategy to counter it, this question becomes more significant in wake of recent movement on Lok Pal? Will only be Lokpal will be enough, perhaps the answer is no. As pointed out in UN handbook, the anti-corruption strategies must be: inclusive, comprehensive, integrated, evidence based, non-partisan, transparent and impact oriented. Any anti-corruption strategy must have following essential ingredients to be successful: 1. Inclusive and comprehensive As no single factor causes corruption, but a wide range of factors are supporting or contributing to it, and in many cases these factors are inter- related in such a way that if one is eliminated, increased activity in another may simply take its place. This requires that anti-corruption strategies are comprehensive, addressing as many different factors at the same time as possible. The bribery of public officials, for example, has been linked to low status and salaries, a lack of effective laws or law- enforcement, sub-cultural values that make it acceptable for applicants to offer bribes and for officials to take them, and a lack of effective transparency and monitoring with respect to the officials’ duties and the way they carry them out. Acting against only one of these factors – increasing the severity of bribery offences, for example – is unlikely to produce results unless some or all of the other factors are also addressed. 2. Integrated Corruption is a complex problem, which requires complex responses, addressing as many aspects of corruption and as many of the different factors which contribute to it as possible. To be effective, however, these responses must also be integrated with one another into a single, unified anti-corruption strategy (internal integration). Broad participation in developing strategies ensures that the scope of each element is clearly

- 14 - defined, and the responsibility for implementing it is clearly established, but that each participant is also aware of what all of the others are doing and what problems they are likely to encounter. Effective communications between the participants – using regular meetings for example – can then ensure that elements of the strategy are implemented consistently and on a coordinated schedule, and can deal with any unforeseen problems which arise during the process. 3. Transparent Transparency is widely viewed as a necessary condition both to effectively control corruption, and more generally for good governance. A lack of transparency with respect to anti-corruption strategies is likely to result in ignorance when in fact broad enthusiasm and participation is needed. It can also lead to a loss of credibility and the perception that the programmes involved are corrupt or that they do not address to the root cause. 4. Non-Partisan The anti-corruption efforts should remain neutral; both in their goals and in the way they are administered. Regardless of which group is in power, reducing corruption and improving service delivery to the public should always be a priority. Multi-partisan support for anti-corruption efforts is also important because of the relationship between competition and corruption. Just as competition in the private sector leads companies to resort to bribery to gain advantages in seeking business, competition between political factions can lead participants to resort to political corruption in order obtain or maintain advantages, or to offset real or perceived advantages on the part of other factions. 5. Evidence based It is important that strategies be based on concrete, valid evidence at all stages, including preliminary assessments of the extent of corruption and need for counter-measures, the setting and periodic reassessment of strategic objectives, and the assessment of whether objectives have been

- 15 - achieved or not. The process of gathering and assessing evidence is seen as an ongoing process and not a one-time event. 6. Impact oriented It is critical that clear and realistic goals be set and that all participants in the strategy be aware of these goals and the status of progress made in achieving them. 7. Involving all key stakeholders The participation of civil society in assessing the problem of corruption and in formulating and implementing reforms is now seen as an important element of anti-corruption strategies. It is important to involve victims in any plan aimed at reducing corruption. Anticorruption initiatives, and the interest of donors who support such efforts, tend to involve those paid to fight corruption rather than those victimized by it. Victims are often socially marginalized individuals and groups who are harder to reach, but they have an important role to play, particularly in areas such as establishing and demonstrating the true nature and extent of the harm caused by corruption. As victims are often the strongest critics of anti-corruption efforts, securing their approval can also assist greatly in establishing the credibility of a programme. Raising public awareness is an element of most anti-corruption strategies, but it must be accompanied by measures that visibly address the problem, otherwise the increased public awareness can lead to widespread cynicism and loss of hope that may, in some cases, contribute to further corruption. In short, participation of maximum persons/groups and strategy involving all stakeholders will only be successful.

The first sign of corruption in a society that is still alive is that the end justifies the means. – Georges Bernanos

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Lokpal Bill : Relation With A Common Indian

ANU M. TRIPATHI Dy.CVO/Traffic

A lot of scams have taken place in recent times but do punishment and action have been taken against these corrupt politicians and bureaucrats? No, not much. The reason is that the people doing the investigation against such allegation are the people who are appointed by the same people who are involved in these scams. Lokpal Bill and Jan Lokpal Bill In the current state, the Lokpal bill has lots of loopholes and does not serve the purpose. The lokpal cannot investigate any case against the Prime Minister. N. Santosh Hegde,former justice of the Supreme Court of India, Prashant Bhushan, senior lawyer in the Supreme Court along with members of the Indian Against Corruption movement drafted an alternate bill, named as the JAN LOKPAL BILL. This movement has been given a lot of impetus by Anna Hazare. History of Lokpal Bill The Lokpal bill is an outcome of the findings of the Santhanam Committee for the Prevention of Corruption in 1996. Every political party has included the Lokpal bill issue in their election manifesto, but none has implemented it. In 2004, the current Prime Minister, Dr. Manmohan Singh had promised on this issue but still nothing has happened. The bill has taken 40 years but still not passed by our elected representatives. There were different governments in power, but none wanted this to come up as this would be the bigges hurdle for the corrupt. The young India wants a clean India.

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Flaws of current Lokpal bill Lokpal will not have any power to either initiate action suo-moto in any case or even receive complaints of corruption from general public. The general public will make complaints to the speaker of Lok Sabha or Chairperson of Rajya Sabha. Only thoso complaints forwarded by speaker of Lok Sabha/Chairperson of Rajya Sabha to Lokpal would be investigated by Lokpal. This severely restricts the functioning of Lokpal but it also provides a tool in hands of ruling party to have only thoso cases referred to Lokpal which pertain to political opponents. Responsibility of every Indian Citizen. Every Indian citizen should, in his capacity, strive to get a strong Lokpal bill passed without any loopholes. It needs to be drafted in a way which makes it independent and devoid of any influence/power. Most corrupt people involved in scams like Common Wealthgames scam, IPL scam, 2G scam; get strong legal experts, find loopholes and escape. This needs to be stopped and a clean India is urgently required. With peril, I opine that I have lost all hope with the past generations and my generation. But I have a lot of hope in the youth and I am sure they will fight fervently for the resurgence of a clean India.

Corruption is worse than prostitution. The latter might endanger the morals of an individual, the former invariably endangers the morals of the entire country. – Karl Kraus

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gj iRFkj ghjk gS

rkjksa dks tehu ij ykdj gS fn[kk x;k vkfej [kku us] dfe;ka fxukuk cgqr vklku gS] dfe;k¡ lq/kkjuk gS vc gesa gj balku esaA D;ksafd yxrh gS blesa esgur cgqr T;knk] lq/kkjus dh ckr ij vPNs&vPNs NksM+ nsrs gSa eSnku] vlyh thou esa] ekStwn esaVjksa dks gS igpkuuk] tks izfrHkk dh fdj.k dks cuk nsa lwjt] o djs lcdks gSjkuA oS”ohdj.k] vk/kqfudhdj.k ds bl ;qx esa gS] ekuq’k] gkFkksa ds gquj dks Hkwy jgk] viuh izfrHkk o laHkkoukvksa dks mtkxj u djds] f”k{k.k flLVe dks gh dksl jgk] izsjdksa dks lgh LFkku nsdj] vkRelEeku dh deh] Hkze o lansg dks nwj Hkxkuk gS] cPpksa ds fy, le; fudkydj] vfHkHkkodksa ls tqM+dj] ,d u;k lekt cukuk gSA vk/kqfudrk vkSj miHkksxrkokn ds >wBs] vkoj.kksa ls] geus viuh dyk,Wa Hkqyk nh gSaA foKku] vuqla/kku rFkk rduhdh [ksy f[kykSus us] cpiu esa gh izfr}afnrk dks iukg nh gSA vkt ds cPps] vius lgpjksa ds crkZo ls gks x;s gSa fpM+fpM+s muesa gks xbZ gS vkRefo”okl dh deh] rktk “kjkjrksa] gYdh&QqYdh eklwe ckrksa dh txg] iz”ufpUgksa dh yx xbZ gS vc >M+hA gj cPpk ,d fujkyk O;fDrRo gS] mls izkd`frd :i esa feys gSa dbZ ojnku]

- 19 - ftls fodflr djuk gksxk] rjkluk gksxk] dPph feV~Vh ds Hkh iwjs djus gksaxs gesa vjekuA gS deh dzkafrdkjh f”k{kkfonksa dh] ftUgsa fe=] iz/kkukpk;Z ,oa xkbM dk iguuk pksyk vc gS “ks’k] gj iRFkj ghjk gS] vc rjklus okyksa dk] gkFkksa esa gquj okyksa dk dk;Z cpk gS vc fQj “ks’kA

“kSysUnz dfiy eq[; ;k=h ifjogu izca/kd

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Dos & Don’ts MEDICAL Dos: 1. Specify period of sickness, indicating period of absence if any, and give date on the certificate. 2. Check up the medical stores personally on a periodic basis. Take timely action in respect of expiry date medicines. 3. Ensure strict adherence to provisions relating to collection and testing of food/ water samples to guard against poor quality and adulteration thereof. 4. Ensure sample test for drugs to guard against procurement of substandard/ spurious drugs. 5. Keep proper accountal of all medicines irrespective of the cost involved 6. Exercise extra care and ensure compliance of extant instructions before declaring any employee medically decategoriesed/ totally unfit. 7. Follow the procedure rigidly regarding issue of Sick/ Fit Certificates and in case of a deviation, give specific reasons 8. Get clarification, declarations regarding relationship in case of employees relative being treated in the Hospital. 9. Keep detailed proper accountal of all consumable stores. 10. Ensure a list of approved suppliers is maintained preferably item- wise. 11. If demand for an item is received repeatedly, possibility of “stocking” of the item needs to be explored.

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12. Exercise extra care and ensure that the staffs wears uniform while on duty. Don’ts 1. Do not issue back- dated certificates. Avoid delays in sending the certificates of the employees to their Departments. 2. Avoid issue of certificates of fitness in initial or periodical examinations of categories other than the specifically asked for by the department. 3. Avoid entertaining cases of sick employees beyond the permissible period and do not forget to make reference to the higher authority if the case requires retention on sick list beyond the time limit within your power. 4. Avoid giving free hand to the staff in the maintenance of Sick/ Fit certificate books and records as also Medical Stores. 5. Avoid leaving blank entries in the Attendance Registers. 6. Avoid frequent and indiscriminate local purchases, which cannot be justified ordinarily. 7. Avoid issue of medicines to the patients without any authorised prescription. 8. Avoid simultaneous use of two Sick/ Fit Certificate Books.

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Medical (Local Purchase of Medicines) (Authority letter o. 2006/H/4/1 New Delhi, Dt. 19.06.08) Dos & Don’ts 1. Attempt should be made to include all items in “Annual Indent” for procurement through CMD. Local Purchase to be made only for those items, which were included in “Annual Indent” but presently not available in stock due to: a. Delayed supply/ non- supply, consumed earlier, local purchase can be resorted to manage the hospital work. b. Specific brand requirements of individual patients only with approval of the treating doctor. Attempt should be made to avoid this practice. c. Hospital authorities doing Local Purchase should deal with only those firms, which are registered at CMD’s Office. d. For cash local purchase, the hospital authorities should have a panel of retail shops and this panel should be reviewed every two years with inclusion and deletion of newer shops. In case any item, which is not included in “Annual Indent”, needs to be purchased through local purchase, each case should be fully justified and approval of Hospital In- charge should be obtained in each case. 2. Under normal circumstances not more than 15% of the total budget allocated for medicines in a year should be incurred in day to day local purchase. 15% of total budget allowed should include the medicines: a. All day to day local cash purchase of small quantity of medicines patients – wise.

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b. All bulk purchase including CMD approved low money value items of annual indent. 3. Local purchase may also be resorted to for items not including in “Annual Indent” due to some valid reason: a. Newly introduced items or technology. b. New disease profile has come to surface, which was not anticipated. c. New technology introduced in the hospital for which disposable items are essential. Because of these reasons, there was no scope for including these items in the “Annual Indent”. A supplementary annual Indent should be sent to centrally procuring agency before resorting to local purchase. d. Very low value of the item and it is difficult to process at CMD’s office due to low money value. e. Items having very short expiry date. f. For other items which are available in the market for sometime have not been included in “Annual Indent” each case should be critically reviewed by in – charge for procurement through local purchase.

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VIGILANCE CLEARANCE

Q. For what purpose is vigilance clearance obtained? Ans. Vigilance clearance is sought for and obtained before taking various managerial decisions on promotions, confirmations, deputations, foreign assignments, retirements and even before issuing ‘No Objection Certificate’ for passport. Vigilance clearance is sought as the administration has to be satisfied about the integrity of an official before taking the above decisions. Strictly speaking, the “clearance” issued by the vigilance department is only a factual position about the status of the Official as far as vigilance case or CBI/ SPE cases are concerned or disciplinary action proceedings from vigilance case is concerned. The administration has to take into consideration this status and then take a decision.

Q. Under what circumstances can promotion of an official are withheld?

Ans. Promotions should not be withheld merely because a case has been registered either by CBI or vigilance department. It is to be withheld only under the following circumstances: i) When the railway servant is under suspension. ii) When the railway servant is facing prosecution. iii) When the departmental proceedings have been started by issue of a charge sheet. iv) When CVC’s advice for imposition of major/ minor penalty has been received and the advice has been accepted by the Disciplinary Authority.

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Q. If there is a case registered by vigilance against an officer who is about to retire, will his dues be withheld?

Ans. No, in the first place Railway Board has laid down that all vigilance e cases including D&AR proceedings should be reviewed at least six months before the retirement of an officer. In the event that a case is still pending against the employee, retirement dues should not be withheld unless a charge sheet is actually being issued to the employee or he has been suspended.

As a columnist, I realize that whatever amount of corruption I expose, half my readers will block it out, although they may get a frisson of joy in the process.

– Margaret Carlson.

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इस वष म क गई जाँच

1. जन सपक ेऽ: -

¾ गसु रेक मे ओवरलोडंग के ेऽ म कए गये जांच का सारांश िननिलखत है :- v½ dqy rkSy fd, x, jsd ¾ 132 c½ dqy vf/kd otu ik;k x;k ¾ 2434.81 l½ dqy cSxuksa dh la[;k ftlesa vf/kd वजन पया x;k¾ 990 n½ dqy v.Mj pktZ ¾ 7845773 1- iklZy dk;kZy; esa fuokjd tkWp%& • iklZy ,oa yht ij dqy 74 fuokjd tkWp dh xbZ ftlds ifj.kke Lo:Ik 5]51]652@& ds jsyos jkTkLo dh olwyh gqbZA tkWp ds ifj.kke Lo:Ik nks’kh ik;s x;s 34 deZpkjh ds fo:) अनुशासन एवं अपील िनयम के तहत dk;Zokgh izLrkfor dh xbZ gSA

• एक xkM+h ds lgk;d xkMZ dsfcu esa yht dh tkWp dh xbZA tkWp esa fu/kkZfjr otu ,d Vu ls 169 fdyks xzke vf/kd otu ik;kA ftlls v.MjpktZ ds :Ik esa 7]954@& jsyos jktLo dh olwyh dh xbZ] rFkk lacaf/kr Bsdsnkj ds fo:) djkj ds vuq:i dk;Zokgh izLrkfor dh xbZ gSA एक अय गाड ds lgk;d xkMZ dsfcu esa yht dh tkWp dh xbZA tkWp esa fu/kkZfjr otu ,d Vu ls 410 fdyks xzke vf/kd otu ik;kA ftlls v.MjpktZ ds :Ik esa 15]581@& jsyos jktLo dh olwyh dh xbZ] rFkk lacaf/kr Bsdsnkj ds fo:) djkj ikWfylh ds vuq:i dk;Zokgh izLrkfor dh xbZ gSA

• एक गाड ds ÝUV ,l,yvkj ds lgk;d xkMZ dsfcu 01 Vu ds yht+ dEikVZesUV dh tkWp ,oa rkSykbZ esa fu/kkZfjr {kerk 01 Vu ds LFkku ij 02-68 Vu eky dk ynku ik;k x;kA 01-68 Vu vf/kd otu ik;k x;k ftlls 27]342@& jsyos jktLo dh olwyh dh xbZA nks’kh yht gksYMj

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ds fo:n djkj fu;e ds vuqlkj dk;Zokgh izLrkfor djus gsrq i= e/; jsyos dks fy[kk x;k gSA

2- बुकं ग कायालय म िनवारक जाँच:-

• दो बुकं ग कायालय esa fuokjd tkWp ds le; dk;Zjr cqfdax DyZdksa ds ikl fcuk dSafly fd;s gq, fVfdV dkm.Vj ij ik;s x;s] ftldk mn~ns”; fjlsfyax izrhr gksuk ik;k x;kA एक ds fo#) y?kq “kkfLr ,oa दसरू े cqfdax DyZd ds fo#) psrkouh dh dk;Zokgh क गईA

• एक LVs”ku ij] ,d nyky dks 41 vkjf{kr fVdV ftldh dher 30]753@&ds lkFk idM+kA blds vfrfjDr nyky ds ikl 31]125@& dh uxn /kujkf”k ikbZ xbZA leLRk fVdV ,oa dqy /kujkf”k 61]878@& ds lkFk nyky dks ckank LVs”ku ij jsy lqj{kk cy ds lqiqnZ fd;k x;kA jsy lqj{kk cy ckank LVs”ku ds }kjk dsl jftLVMZ djds nyky ds fo:n dkuwuh dk;Zokgh dh xbZ gSA

3- शेन म जांच

• एक xkM+h es bykgkckn ls dkuiqj [k.M ij fuokjd tkWp ds nkSjku dk;Zjr Vh0Vh0bZ ds ikl 1500@& v?kksf’kr /kujkf”k ikbZ x;hA deZpkjh ds fo:) vuq”kklukRed dk;Zokgh izLrkfor dh tk jgh gSA • xkMksZ ds }kjk futh /kujkf”k dh ?kks’k.kk u djus ds lEcU/k esa fuokjd tkWp xkMZ ykWch esa dh xbZA जांच ds nkSjku laKku esa vk;k fd esy@,Dl ,oa iSlsatj xkfM+;ksa ds xkMksZ }kjk futh /kujkf”k dh ?kks’k.kk ugha dh tk jgh gSA tks jsyos cksMZ ds ifji= Vh0lh0&AA@2870@97 fnukWd 22-08- 1997] जसके vuqlkj esy@,Dl ,oa iSlsatj xkfM+;ksa ds xkMksZ }kjk futh /kujkf”k dh ?kks’k.kk dh tkuh pkfg, का उलंघन हैA bl lEca/k esa eq[; ifjpkyu izca/kd@mRrj e/; jsyos dks iz.kkyh lq/kkj dk i= Hkstk x;k gSA

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• एक गाड म ubZ fnYyh ls bykgkckn [k.M ij fVdV psfdax कमचार ds lkFk feydj TokbUV psd fd;k x;k] blds ifj.kke Lo#i 22 isukYVh ,oa 26 ukWu isukYVh dsl ds }kjk ;kf=;ksa dks fu;fer djk;k x;kA ftlls 15]831@ jsyos jktLo dh olwyh dh x;hA

4- वडर क जांच - vukf/kd`r oS.Mjkas ij vkSpd fujh{k.k ds nkSjku 04 vukf/kd`r oS.Mj idM+s x;sA ftUgsa jsyos eftLVªsV ds lkeus vkj-ih-,Q- }kjk is”k fd;k x;k ,oa 6,000@& dh isukYVh yxk;h x;hA

2. ःबै प ¾ ,d lhfu;j lsD”ku bathfu;j@ih-os- }kjk 190 eh-Vu Ldzsi fuykeh ds fy;s vkWQj fd;k x;k Fkk] ftlesa Bsdsnkj dks 190 eh-Vu Ldzsi dh fMysojh nsus ds ckn 5-675 eh-Vu LØsi vf/kd ik;h x;h] ftlls 1]15]202@& dh आय रेलवे को हईु A ¾ ,d LVs”ku ij ,d ykV dh lqiqnZxh ds nkSjku ik;k x;k fd ykV ds vklikl 60 fd-xzk- jsy dh 62-83 eh-Vu (Similar item) Unaccounted iM+h Fkh ftldh dqy ek=k 2-769 eh-Vu gS ftldk dqy eqY; #- 90]852@& gSA bl lEcU/k esa vko”;d dk;Zokgh dh tk jgh gSA

3. कांशैट ¾ e.My jsyos izcU/kd dk;kZy; vkxjk ds dk;Z dh lh0Vh0bZ0 tkWp dh x;h Fkh] tkWp ds ifj.kke Lo#i Bsdsnkj ls 8]77]721@& dh olwyh dh x;hA ¾ feV~Vh ds dk;Z dh lh0Vh0bZ0 VkbZi tkWap ds ifj.kkeLo:i Bsdsnkj ls 3]03]584@& dh dVkSrh dh xbZA

4. ys[kk/कािमक मामले ¾ rhu LFkkuksa ij fpYMªsu ,twds”ku ,ykmUl ds #i eas 23 deZpkfj;ksa ds }kjk dqy jde :i;s 2 लाख dk vius vik= cPpksa ds i{k esa Hkqxrku ysuk ik;k x;k A bl xyr Hkqxrku dh fjdojh ds lEcU/k esa vko”;d dk;Zokgh dh tk jgh gSaA

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5. अय मामले ¾ ूलोभन जांच %& o ,d LVs”ku ds cqfdax dk;kZy; esa ,d izyksHku tkWp dh x;h] जसम dk;Zjr cqfdax fyfid us 05 o;Ld f}rh; Js.kh] esy ,Dl- lqijQkLV fVdV **ckWnk ls dY;ku ta0** ds fVdVks ij okLrfod fu/kkZfjr fdjk;k ¼ 210X5= 1050/-½ ds LFkku ij fMdkW; ;k=h ls 1100/- fy;sA ftls lrdZrk tkWp ny us idM+kA bl cqfdax dk;kZy; esa ckgj ls rkyk cUnj djds cqfdax dh tk jgh FkhA lEcfU/kr deZpkjh dks rRdky izHkko ls fuyfEcr dj fn;k x;k gS rFkk vuq”kklu ,oa vihy fu;e ds vUrxZr cM+h “kkfLr dh dk;Zokgh izLrkfor dh tk jgh gSA o jsyos cksMZ ds fn”kk funsZ”k ij mRrj e/; jsy ,oa iwoksZRRkj jsy ds lrdZrk fujh{kdks ds }kjk एक LVs”ku ds cqfdax dk;kZy; esa ,d fMdkW; tkWp dh xbZA fMdk; tkWp esa dk;Zjr cqfdax fyfid ds ikl jsyos dS”k esa 374@& vf/kd ik;s x;sA deZpkjh ds fo:n vuq”kklu ,oa vihy fu;e ds varxZr cM+h “kkfLr dh dk;Zokgh izLrkfor dh xbZ gSA o एक cqfdax dk;kZy; ij ,d izyksHku tkWp] dh xbZA tks lQy jghA dk;Zjr cqfdax DyZd us 05 o;Ld f}rh; Js.kh esy ,Dl- lqij QkLV fVdV ij fMdkW; ;k=h ls 50@& vf/kd ¼fdjk, ds vfrfjDr½ fy;s] ftls lrdZrk tkWp ny us idM+kA deZpkjh dks rRdky izHkko ls fuyfEcr dj fn;k x;k g]S rFkk vuq”kklu ,oa vihy fu;e ds varxZr dk;Zokgh izLrkfor dh xbZ gSA o एक अय ःटेशन ij fMdkW;@ izyksHku tkWp dh xbZ] ftlesa dk;Zjr cqfdax fyfid us fMdkW; ;k=h ls 05] f}rh; esy ,Dl0 ds fVdV ij fu/kkZfjr fdjk;k 615/- ds LFkku ij 665/- fy;k x;kA fMdkW; ;k=h ls dk;Zjr cqfdax fyfid }kjk 50/- vf/kd fy;ss x;sA ftls lrdZrk tkWp ny us idM+kA deZpkjh dks rRdky izHkko ls fuyfEcr dj fn;k x;k gSA deZpkjh ds fo:n cM+h “kkfLr dh dk;Zokgh izLrkfor dh xbZ gSA

- 30 - o एक अय xkM+h esa fMdkW;@izyksHku tkWp dh xbZ] ftlesa dk;Zjr d.MVj ds }kjk fMdkW; ;k=h ,oa Lora= xokg dks f}rh; esy ,Dl0 okrkuqdwfyr r`rh; Js.kh esa ;k=k djkus ds fy;s 420/- dh ekax dh vkSj Lohdkj fd;k rFkk blds cnys esa dksbZ jlhn tkjh ugha dhA ftls lrdZrk tkWp ny us idM+kA deZpkjh dks rRdky izHkko ls fuyfEcr dj fn;k x;k gSA deZpkjh ds fo:n cM+h “kkfLr dh dk;Zokgh izLrkfor dh xbZ gSA o ,d ;k=h dh lwpuk ij cqfdax dkm.Vj dks psd fd;k x;k tkWp le; esa dk;Zjr cqfdax fyfid viuk dkm.Vj NksM+dj Hkkx x;k ,oa okil ugha vk;kA rnksijkUr cqfdax fyfid dks rRdky izHkko ls fuyfEcr dj fn;k x;k gSA deZpkjh ds fo:n vuq”kklu ,oa vihy fu;e ds rgr dk;Zokgh izLrkfor dh tk jgh gSA ƒ 70 leikj QkVdksa ij 210 lksyj iSuy 56-84 yk[k dh ykxr ls o’kZ 2008&09 esa yxok;s x;s FksA bUgsa lEcfU/kr i;Zos[kdksa }kjk ystj esa ugha fy;k x;k Fkk rFkk budk j[k&j[kko Hkh ugha fd;k tk jgk FkkA 2-32 djksM+ dh ykxr ls 946 lksyj iSuy [kjhns x;s gSaA lEcfU/kr i;Zos{kdksas ds fo#) vuq”kklukRed dk;Zokgh dh vuq”kalk dh x;h gS rFkk e.My jsy izcU/kd rFkk eq[; fo|qr vfHk;Urk dks i= fy[kdj lksyj iSuy ds j[k& j[kko dh O;oLFkk djus rFkk bUgsa ystj esa ysus dh O;oLFkk djus ds fy, dgk x;k gSA ƒ ,d lrdZrk tkWap ds nkSjku ik;k x;k fd ,d ofj’B lqijokbZtj ds }kjk lsokfuo`fRr@LFkkukarfjr yksdks ik;ysVksa ds lh0;w0th0 fle dkMksZa dk nq:i;ksx fd;k tk jgk gSA blds nq:i;ksx esa lfEefyr ik;s x;s mDr lqijokbZtj o vU; deZpkfj;ksa ds fo:} Mh0,0vkj0 dk;Zokgh ,oa vfrfjDr mi;ksx gq, fcy dh jkf”k lacaf/kr deZpkfj;ksa ds osru ls dVkSrh gsrq izLrkfor हैA ¾ ,d fuokjd tkWp ds nkSjku fo|qr foHkkx ¼fuekZ.k½ ds LVksj dh tkWp ds nkSjku dSVsujh Mªkij fDyi ¼dkij vkbVe½ dh deh ik;h x;h] ftldh dqy dher yxHkx 20]850@& gSA nks’kh lhfu;j lsD”ku bathfu;j bl laosnu”khy in ij o’kZ 2001 ls dk;Z dj jgs gS] ftuds fo:)

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vuq”kklu ,oa vihy fu;e ds varxZr LFkkukUrj.k lfgr y?kq “kkfLr rFkk dVkSrh dh dk;Zokgh dh अनुशंसा क गई gSA ¾ la;qDr tkWp ny }kjk fo'ks"k vfHk;ku %& mRrj e/; jsyosa ,oa if”pe e/; jsyosa ds lrdZrk tkWap ny ds lkFk 06 fuokjd tkWap if”pe e/; jsyosa rFkk 05 fuokjd tkWap mRrj e/; jsyosa esa cqfdax dk;kZy;] vkj{k.k dk;kZy; ,oa xkfM+;ksa esa Vh0Vh0bZ0 ds fo#) dh xbZA rhu ekeyksa esa vfu;ferrk,a ik;h x;h ftlesa nks’kh deZpkfj;ksa ds f[kykQ dk;Zokgh izLrkfor dh xbZA 5- lrdZrk dk;Zokgh ds dkj.k gqbZ vk;@cpr %& Tkk¡p dk {ks= dqy /kujkf'k #i;s esa tu lEidZ {ks= esa tk¡p ¼eky] iklZy ,oa 1,14,06,307/- vU;½ deZpkjh ekeyksa esa tk¡p ¼vodk”k] ih ,y 89,2925/- ch bR;kfn½ ys[kk esa u fy, x, lkeku ,oa LØSi 7,90,471/- fuiVku esa deh @vf/kdrk A Vs.Mj ls lEcfU/kr tkWp mijkUr dVkSrh 2,77,89,851/- ;ksx 4,08,79,554/-

The surest way to corrupt a youth is to instruct him to hold in higher esteem those who think alike than those who think differently.

-Friedrich Nietzsche

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System Improvement

उ. म. रे. मे ूाईम एवं अृे स को लागू कया जाना – लेखा एवं कािमक वभाग ारा उ. म. रे. मे ूाईम एव ं अृे स को लागू कया गया है | यह माना जा रहा है क यह ॅाचार उमूलन मे सहायक होगा एव ं ःथापना सबंिधत मामले के वरत िनपटान से कमचारय के िलए भी लाभूद होगा | पारदिशता रखना सभी ेऽ मे आवँयक है| कयूटर आधारत िसःटम अछ होती है यक इनसे पारदिशता के साथ–साथ काय जद होता है |

2. कयुटर आधरत िसःटम के आगमन से पुराने बह एवं मय ुअल यगु ूणाली को बदलना होगा| अब पुराने बह एव ं मयुअल रकाड को हटाने का व है| फर भी इसके दसरु े पहल ु को भी देखना चाहए जैसे कयुटर मे वाइरस, हैकं ग एव ं अय साइबरबाइम | इन सभी पहलुओं से िनपटने के िलए हमे सतक एवं तैयार रहना चाहए |

3. यह एक परवतन का काल है| ूिशण एवं अनदु ेस का ूलेखन कसी भी संःथा के िलए जर है| वतमान म के वल मौखक अनुदेश ह दये गये है| एव ं इस सबंध मे कोई िलखत अनुदेश नह पाए गये है जसमे परवितत परःय म हरेक कमचारय के कतय एव ं उरदाियव का वणन हो| पया अनदु ेश नहं रहने के कारण िनन परेशानी हो सकती है:-

• कमचारय मे ॅम क ःथित पैदा हो जाती है कोई जमेवार नहं िनधारत क जा सकती है यक युट के बारे म कोई िलखत योरा नहं है

ूशासन को RTI का एव ं अय कानूनी जवाब देने मे उलझन का सामना करना पड सकता है |

4. उर मय रेल के इलाहाबाद मंडल म बहतु सारे उदाहरण ऐसे है जसम मनुअल िसःटम मे काय करते हएु गभीर अिनयिमतता सामन आयी है| PRIME म भी छटु नकदकरण म कइ बार दो बार भगतानु का मामला सामन आया है |

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5. PRIME एवं AFRES के चलाने के िलए िलखत अनुदेश क आवँयकता िनन कारण से जर है –

अ) पूरे उमरे मे इस सबंध मे काय एक समान हगे |

आ) हरेक कमचार अपना भूिमका एवं जमेवार जानगे एवं अितयापन का ेऽ नहं होगा |

इ) अिनयिमतता क ःथित म जमेवार िनधारत क जा सके गी |

ई) कु छ समय के बाद भी डेटा से खलवाड नहं क जा सके गी|

िसःटम खराब होने क ःथित से कै से िनपटना है ये भी वणत होगा|

उ) कानूनी उलझन से बचा जा सके गा यक िलखत अनुदेश के आभाव मे गलितय क सभावना यादा रहती है|

6. अत: व.स.मु.ले.अिध. एव ं मु.का.अिध. ारा सयु अनुदेश जार कया जाए जसम सभी क युट वणत हो|

टकट कलेटर से ूा एकऽत टकट क जांच एवं सबंिधत ूणाली सुधार |

एक यातायात लेखा कायालय म सतक ता जांच के दौरान यह पाया गया क टसीआर सेशन जो ूितदन एकऽत टकट टकट कलेटर क रपोट मे इंिाज होकर लेखा कायालय म ूा होती है, क जांच करता है अभी तक अःतव म नहं आया है | इन टकट क जांच इतनी सीमा तक सुिनत होनी चाहए जतनी क टकटॉ ं के बेचने के सबधं म ःटेशन लेखे को क जानी चाहए |

टसीआर सेशन क एक अहम भूिमका है जसके तहत सह टकटॉ ं के बेचने क पु होती है तथा इहं टकट के आधार पर ःथानीय वा इतर रेल टकटॉ ं क जांच मािसक ववरणी से िमलान ारा क जाती है | ःथािनय टकट क याऽी वगकरण के तहत िमला िलया जाता है तथा इतर रेल टकटॉ ं को उसके संबंिधत यातायात लेखा कायालय मे अमेषत कया जाता है | इस सेशन के न होने से टकट के वबय के सबधं म होने वाली विभन अिनयिमतताएं एवं घोटाल के उजागर ना होने क सभावनाएं ं बनी रहती है |

अत: इस सेशन को अःतव म लाने के िलए उिचत कायवाई कर |

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िनवदा ूबया म िनवदा बास को सील करने म अिनयिमतताओं को रोकने के िलए ूणाली सुधार |

सतक ता वभाग को िमलने वाली विभन िशकायत क जांच म यह पाया जाता है क:

1. टेडर बास क चाबी जस अिधकार/कमचार क कःटड म रहती है उसी के हःतार से बास भी सील कया जाता है |

2. कसी टेडर के वापत होने के पात ह टेडर बास बदं कया जाता है और कई बार यह समय से सील भी नह कया जाता है |

उपरो से पारदिशता क कमी झलकती है और हमेशा िशकायत क आशंका बनी रहेगी| िनवदाकताओ ं को भी लगता है क उनके टडर से कहं छेडछाड तो नहं क जा रह है| अत: ूणाली सुधार के प म यह ूाःतावत कया जाता है :-

“टेडर बास खोलने के िलए िनयु ूािधकृ त अिधकार (कायकार वभाग एव ं लेखा वभाग के ) ह टेडर िनकालने के पात ःवय ं के हःतारसे उसी दन पेपर सील के ारा िनवदा बासबंद भी कर | इस ूकार दो विभन वभाग के ूितिनिधय के ारा इसे बंद कये जाने से पारदिशता सुिनत रहेगी | यद कसी कारण से िनवदा बास खोलना पडता है तो उसका रकाड रखा जाये |”

एन. आई. ट./टेडर डाकु मेट को वेबसाईट पर अपलोड करना एवं टेडर मनेजमट :-

सभी संबंिधत अिधकार यह सुिनत कर क टेडर दःतावेज, जहां खुली िनवदा हो समाचार पऽ मे ूकािसत होने से पहले वेबसाईट पर अपलोड होना चाहए एवं नेशनल पोटल पर ूकािशत होना चाहए | इस सबधं म क जाने वाली अय कायवाह भी दहराईु जा रह है |

अ) िनवदा सचनाू जो समाचार पऽ मे ूकािशत क जाती है, का वक कांटट रेलवे बोड के पऽांक 2008/CE-

क) I/CT/21 dt. 05.03.2009 के अनसारु होना चाहए | िनवदा सचनाू अनुमोदत करने वाले अिधकार को उिचत सावधानी बरतनी चाहए |

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िनवदा के शु – पऽ का अनुमोदन SAG या उससे उपर के अिधकार ारा होनी चाहए |

ख) िनवदा बास िनवदा के वेबसाइट पर ूकािशत एवं बब के िलए उपलध होने के समय से ह उपलध होने चाहए ताक िनवदाकता अपनी िनवदा अंितम दन का इंतजार कए बगैर डाल सक |

ग) िनवदा बास मजबूत होन चाहए, सील कया होना चाहए एवं ःप दखने वाले जगह पर रखा होना चाहए |

घ) िनवदा बब/ खोलने वाला रजःटर मशीन नबर म होना चाहए एवं मुय पृ मे कु ल पेजो का ववरण एवं राजपऽत अिधकार का हःतार होना चाहए |

ङ) िनवदा दःतावेज म वेलफे यर सेस एट 1996, रेलवे बोड पऽांक 2007/CE.I/Ct/18/ Pt. XII द. 31.12.10 जो िनमाण काय का 1% है वाला लाज होना चाहए |

िनवदा पुण होने पर परफामस गारंट 30 दन के अंदर भेज देनी चाहए या रेलवे बोड के पऽांक 2007/CE.I/Ct/18 Pt. XII द: - 31.12.10 के अनुसार कायवाह करनी चाहए |

जन सपक कायालय के काय के सबधं मे ूणाली सधारु : -

जन सपक कायालय के काय के सबधं मे कु छ िशकायत क जांच के दौरान यह पाया गया क

क) समाचार पऽ मे वापन/ूकाशन हेत ु वापन एजसी के सूचीकरण बना वःततृ तरके के वेबसाइट पर दए या उिचत ूचार कए हो रहा था |

ख) एक मामले मे करब 30% वापन पूवर एवं दण ेऽ से ूकािशत समाचार पऽो मे हो रहा था जबक माहक के वल उर ूदेश एवं दली ेऽ के ह थे | यह यथ का खच है जसको रोकना चाहए |

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2. जन सपक कायालय के काय को सुचा एव ं पारदश बनाने के िलए सभी सुचना को वेबसाइट पर देना चाहए एवं िनन उपाय अपनान चाहए –

क) चयन/ सूचीकरण क ूबया पूर वापत क जानी चाहए एव ं एक तरका िनधारत कर जो क सभी को पता हो क जानी चाहए | इस दशा म िलवरेजंग टेनालोजी ारा सतक ता ूशासन मे सधारु सबंिधत सी. वी. सी. के अिनवाय िनदश का अनसरणु करना चाहए जसके अंतगत काय ूणाली,

ख) बयावधी, फाम (यद हो), एव ं आवेदन क ःथित यद पंजकरण, सुिचब एवं चयन आद हो, को वेबसाईट पर अपलोड करना|

ग) फमॉ/ समाचार पऽ/ ूकाशन को वापन आवतन मे देने हेत ु सचीबू होने के बाद एक रजःटर रखना चाहए जसमे पवू के वापन सबंधी जानकार एव ं फम का काय– िनंपादन का रकाड होना चाहए| वापन आवतन मे देने से पहले इस सचनाू को सम अिधकार के पास भेजना चाहए| इन सभी सचनाओू ं को यान मे रखकर ःवववेक लगाना चाहए|

यथ के खच से बचने के िलए वापन के वल उसी ेऽ के समाचारपऽ मे देने चाहए जस ेऽ मे उसके उपभोा हो| यद अपवाद हो तो अछ तरह से देखना चाहए|

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Recruitment in Sports quota & organization of sports tournaments. During investigation of a complaint some shortcomings were noticed in the working of NCRSA: 1. In an Inter Railway tournament organized in NCR, one outsider has participated from the NCR team and got the 3rd place and this has gone unnoticed till a complaint is received. This happened because of absence of a system of identification of participants in the tournaments. 2. It is seen that in one of the trials for recruitment in NCR, all the candidates were absent when NADA officials were called. The dope tests are normally not conducted during recruitments. 3. As per Railway Board guidelines, for recruitment in sports quota, the sports achievement of immediate previous two financial years is to be considered. In one of the recruitment case, the candidates fulfilling these norms were called for trial and after finding FIT, they were not recruited on the ground of no current performance. Although requirement of current performance was the part of advertisement, there is nothing wrong technically in not recruiting them, candidates always perceives this to be an afterthought or suspect foul play and finally the complaints are generated. Here few steps are suggested as System improvements to make working more transparent and accountable: i) In all inter divisional or inter railway tournaments a well defined system of identification of participants should be developed with clear cut duties of the officials involved in the organization of the event. All the participants should have identity card/ letter issued by their controlling officers/ sports bodies which should be checked by the technical officers or any other officers nominated by the organizer.

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ii) In the wake of recent chain of scandals regarding finding positive in dope tests by various sportspersons in the country, it is recommended to conduct dope tests in all the trials conducted for recruitments and uniformity should be maintained in this regard. iii) The trials for recruitment should be held only after checking all the requirements, which can be assessed based on documents; to make the process more transparent. System Improvement suggested regarding Selection for the post pf Sr. PWS against 25% LDCE quota During vigilance investigation of a complaint for above exam following shortcomings were oticed in the selection conducted by a Division: 1. The date of written examination was decided and committee was formally informed about setting up of question paper & evaluation of answer sheets 20 days in advance. The said letters for setting up of the question paper & evaluation of the answer sheets were received by the head clerks of the engineering department. Such a confidential letters for setting up of question paper & evaluation of the answer sheets must be handed over either to the concerned officers personally or through the CA only. 2. The written examination re- fixed at 11:00 hrs. However the examination started late at 12:00 hours. The reason for delay was not recorded by the concerned APO. The reason for late start of the examination should have been recorded transparently & approval should be taken from competent authority. 3. The answer sheets were sent to evaluating officer 8 days after date of written examination. The answer sheets should be handed over to the evaluator on the next working day and delay should be avoided. 4. As per the complaints about leakage of paper, ADRM ordered for investigation of the case. APO called the candidates who secured>

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70% marks in the written examination. No formal letter or approval was obtained by APO before doing so. The Inquiry officer (APO) decided to take re examination of the candidates who secured >= 70% marks. The candidates were given the same question paper which was given on the day of examination. The procedure adopted does not seem to be justified. If there is evidence about irregularity in the procedure like leakage of paper, the examination should be cancelled. The method adopted by APO may cause litigation causing lots of complication for administration in future. Every time unsuccessful candidate or candidates not willing to appear in the examination may make such allegation. 5. The nomination of standing selection committee (Sr. Scale) for the selection/ modified promotions is approved by ADRM in advance for all the departments. Therefore the paper setter and evaluator are pre decided and candidates may approach to the officers for favor or the officer may involve in the fishy activities as they are aware to set/evaluate the paper. The paper setter and evaluator should be nominated by ADRM/DRM on recommendation of the concerned branch officer in the division after notification of a particular examination in each case repeatedly. Suitable system improvement/ guidelines on the above may be issued under intimation to vigilance.

Corruption is like a ball of snow, once it's set a rolling it must increase.

- Charles Caleb Colton

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रेलवे बोड ारा जार कये गये सतक ता सकु लर

RBV No. 08/2011 Sub: Vigilance Clearance of serving officers for the purpose of appointment as Arbitrators From time to time, proposals have been received from various zonal railways seeking vigilance clearance in respect of serving officers for the purpose of appointment as arbitrators. 2. It has been observed that some of the zonal railways while seeking vigilance clearance from Railway Board send almost the entire cadre strength of officers (from a particular grade upwards) and sometimes the list also include names of officers, who are on unauthorized absence, long leave etc. 3. As per guidelines laid down for appointment of Serving Railway Officers as Arbitrators, an officer: (a) Should not have undergone punishment arising out of vigilance/CBI cases during last five years; (b) Should not be borne on Secret / Agreed list; (c) No DAR proceedings should be in progress; (d) Should not be having any Registered Cases (RC) by CBI. 4. Current status of Agreed/Secret List of officers working on the railways as also names of officers who are facing Major/Minor Penalty action is definitely available with zonal railway vigilance. Information regarding a case registered by CBI against an officer may also be available with zonal railway vigilance. 5. It has now been decided by competent authority that vigilance clearance should be obtained from Railway Board vigilance only in respect of those officers, who are actually being considered for appointment as arbitrators. Furthermore, an initial scrutiny should be done at zonal vigilance level to exclude the names of such officers who are

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(a) on unauthorized absence/long leave (b) borne on current Agreed/Secret list (c) figuring in current Major Penalty/Minor Penalty cases (d) figuring in a case under investigation by CBI (as known to zonal railway) Any proposal seeking vigilance clearance of serving offices for the purpose of appointment as Arbitrators which has already been sent by any of the zonal railways and for which no reply has been received from Railway Board vigilance should be reviewed in light of above revised guidelines and proposals should be sent afresh.

RBV No. 07/2011 Sub: Laying down a cooling off period between two postings in a sensitive seat Please refer to Board’s letter No.2008/V1/CVC/1/4 dated 18.2.2009 (RBV No.02/2009) specifying a tenure of 04 (four) years for both Gazetted Officers and Non-Gazetted Officials posted in sensitive posts. With the approval of Board, it has now been decided that an official who has been transferred from a particular post under the ‘policy on rotation of officials working in sensitive posts’ should not be posted back on the same seat for a minimum period of two years. These instructions may strictly be followed in both letter and spirit.

RBV No.04/2011 ADVANCE CORRECTION SLIP. NO. 13 Indian Railways Vigilance Manual (2006 Edition) Para 9 of Annexure III/1 of the Indian Railway Vigilance Manual (2006 Edition) shall be replaced as under:-

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9. Medical Department: (i) Medical Superintendents and Chief Medical Superintendents of all Railway Hospitals (ii) Posts on which Doctors are nominated to conduct PME and Medical Examination of new recruits (iii) Posts on which Doctors are made in charge of Hospital Medical Stores and dealing with local purchases. (iv) Posts on which Doctors are dealing with contracts relating to Sanitation/ cleaning etc. ***

Money and corruption are ruining the land, crooked politicians betray the working man, pocketing the profits and treating us like sheep, and we're tired of hearing promises that we know they'll never keep.

– Ray Davies

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Performance of Vigilance Organisation (January to September 2011)

1. Investigations into complaints: a) Total number of complaints investigated 334 b) Total number of major penalty proceedings GO - 02 arising there from (Number of staff both GO & NGO) NGO - 08 c) Total number of Minor penalty proceedings GO - 03 arising there from (Number of staff both GO & NGO) NGO - 12

2. Preventive checks: a) Number of preventive cecks undertaken 556 b) Amount realized/raised towards Railway dues. 144.57 lakh c) Total number of major penalty proceedings GO 05 arising there from (Number of staff) NG 74 d) Total number of Minor penalty proceedings GO 09 arising there from (Number of staff) NG 201

1. Statistical Information: GO NGO Total a) Number of DAR cases brought forward 26 313 339 from the previous year. b) Number of fresh cases which arose 19 295 314 during the year c) Number of cases finalized 13 267 280 d) Number of cases outstanding at the end 32 341 373 of the year

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1. Punishments: GO NGO Total 1 Dismissal/Removals/Compulsory 00 08 08 retirements 3 Reduction in rank/pay 00 37 37 4 Withholding of increments 03 86 89 5 Withholding of promotion 00 00 00 6 Censure/stoppage of pass & PTO 08 121 129 7 Others 02 15 17 TOTAL 13 267 280

EARNING ACCRUING TO THE RAILWAY ON CONTRIBUTION OF NORTH CENTRAL RAILWAY VIGILANCE ACTIONS COMPLETED UPTO MONTH OF SEPT. 2010 Activities Amount in Lakh Rs. Check in mass contact areas (Goods, 81.02 parcel and others) Checks on staff matters (leave, PLB and 3.94 recoveries etc). Unaccounted/short/excess materials 10.22 found in disposal of scrap Recoveries from tender 48.39 TOTAL 144.57

*****

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