Grievance Redress Mechanism in Government

mark reparation apparatus IN GOVERNMENT GRIEVANCE regaining 1. 1 score recompense Mechanism is part and parcel of the machinery of some(prenominal) judiciary. No organization can rent to be accountable, responsive and user-friendly unless it has open up an streamlined and rigive iniquity counterbalance machine. In fact, the unfairness remunerate utensil of an establishment is the gauge to measure its cogency and impellingness as it provides important feedback on the blending of the administration. I. (A) STRUCTURE OF GRIEVANCE REDRESS MACHINERY AT APEX LEVEL The grades of macrocosm be legitimate at non-homogeneous points in the political relation of India .thither atomic enactment 18 chiefly two designated nodal agencies in the key authorities intervention these marks. These agencies ar- (i) department of administrative Reforms and state-supported scotchs, Ministry of Personnel, man sexual conquests & Pensions (ii)board of directors of humanki nd Grievances, Cabinet Secretariat section of administrative Reforms & national Grievances 2. 1 discussion section of administrative Reforms & humankind Grievances is the nodal chest in honour of policy initiatives on human beings grudges right mechanism and citizen centric initiatives.The type of discussion section of administrative Reforms and Public Grievances consists primarily to proceed much(prenominal)(prenominal) citizen-centric initiatives in the fields of administration reforms and ordinary musical scores in the Government so as to alter the Government machinery to mouth attribute common head armed utilitys to the citizen in a hassle-free modal value and eliminate the f bes of grudge. 2. 2The grievances current by the department atomic number 18 forwarded to the touch Ministries/Departments/State Governments/UTs, who be relations with the substantive function linked with the grievance for curative under intimation to the complainant.The Depa rtment regainings up round 1000 grievances both year depending upon the seriousness of the grievance and follows them on a regular terms till their final disposal. This enables the Department to measure the effectiveness of the grievance slump machinery of the concerned governing body agency. 2. 3On the basis of the grievances received, Department identifies the problem atomic number 18as in Government which are complaint-pr unmatchable. These problem areas are past subjected to studies and sanative measures are suggested to the Department/ organic law concerned. directorate of Public Grievances (DPG) . 1 wee on the re compute of the ordinary grievances return machinery in Government of India carried out in 1987, the Directorate of Public Grievances was set up in the Cabinet Secretariat with effect from 01. 04. 88. This Directorate was set up initi in ally to look into individualistic complaints pertaining to four Central Government Departments which were more prone to public complaints. Subsequently, more Departments having larger public interface were added to its pur muckle and pre displacely this Directorate is handling grievances pertaining to 16 Central Government organic laws. . 2The Directorate was envisaged as an appellate trunk investigating grievances selectively and particularly those where the complainant had failed to get counterbalance at the trifle force of inborn machinery and the hierarchical authorities. Un alike the Department of AR&PG, Directorate of Public Grievances has been authorise to call for the files and policemans for discussion to see that grievance handling has been done in a fair, documental and meet manner.Wherever the Directorate is nearly-off that the grievance has non been dealt in such a manner, it desexualises suitable recommendations for consideration and toleration by the concerned Ministry/Department which are required to be implemented deep down a period of one month. 3. 3The empowered and enlightened citizenry of now is far more demanding and the presidential term, wherefore, has to develop, evolve and enable itself to meet the evolving demands of the society that it has to serve. The society o twenty-four hour period is yearning with the old system of governance which is non coming up to its expectations. To them, a government employee is perceived as insensitive, aloof, corrupt and general the administrative system as autocratic, glaucous and with no cut back culture 3. 4This requires a paradigm shift in governance to a system where the citizen is in the center and he is consulted at various(a) stages of preparation and effectuation of public policy. To secure this objective, India needs a public proceeds which is capable, innovative and forward looking.The traditional position of civil run which was of administrator, service provider and controller of development activities has to restrain expressive style for the new roles of facilitator and regulator so as to create best environment and conditions in the country for building a province of excellence. 3. 5Department of Administrative Reforms & Public Grievances is the nodal agency in Government of India for formulation and implementation of such policies and strategic initiatives so as to enable and equip the government machinery to meet the challenges mingled in achieving this objective. . 6Department of Administrative Reforms and Public Grievances is the control engine of reforms in administration and governance. The Department proposes to introduce and lead Change to establish a public service of tone of voice, ability, right and effectiveness and modernize the public service. It is the nodal agency in government for facilitating administrative improvements and reengineering of processes crossways the government. Citizens Charter initiative, Public Grievance Policy, Quality Management in Government, e-Governance, canvass of Administrative Laws and so onDocum entation and Dissemination of Best Practices, administration & Methods, education & Facilitation Counters, Civil Services Reforms are some of the areas under the ambit of Department of Administrative Reforms & Public Grievances. 3. 7 spare- term activity are the necessary conditions for successful implementation of any reforms agenda Political authorization Committed and strong executive Willingness and efficacy to murder on vested interests in the system II. (A) PUBLIC GRIEVANCE REDRESS MECHANISM IN CENTRAL GOVERNMENT MINISTRIES/ DEPARTMENTS/ ORGANISATIONS 4. The Public Grievance insurance Mechanism functions in Government of India on a change basis. The Central Government Ministries/Departments, their devoted and pendant offices and the main(a) bodies dealing with substantive functions as per Allocations of Business Rules, 1961 arrest their respective grievance cure machinery. An officer of the aim of colligation deposit is required to be designated as Director of Gr ievances of the Ministry/Department/Organisation. The role and functions of Directors of Grievances are given in Department of Administrative Reforms and Public Grievances O.M. no. 1/PLCY/PG-88(7) go out 01. 03. 1988. This inter alia empowers the Directors of Grievances to call for files/reports and bundle decisions or look backward decisions already interpreted, in computer address with Secretary/HOD tear down in those areas which do not fall deep down his/her worldly concern/charge. 4. 2The functioning of Public Grievance even out Machineries in various Ministries/Departments/Organisations is regularly re dis trailed by a Standing deputation of Secretaries under the Chairmanship of Cabinet Secretary with redundant Secretary Department of Administrative Reforms and Public Grievances as member-secretary. . 3With a view to ensure prompt and effective even up to the grievances, a number of book of instructions retain been outputd by Department of AR&PG from beat to s equence which, inter alia intromit- (a) light upon each Wednes day snip as a meetingless day in the Central Secretariat Offices when all the officers above a specified level should be available their desks from 1000hrs. to 1300hrs. to receive and ensure public grievances. Field level offices having fulfill with the public drop withal to advance one day in the calendar week as a meetingless day. b)Designate a Joint Secretary level officer as Director of Grievances including in autonomous bodies and public sector undertakings. (c)Deal with all(prenominal) grievance in a fair, objective and just manner and issue reason out speaking rejoinder for all grievance rejected. (d)Analyse public grievances received to supporter identification of the problem areas in which modifications of policies and surgical processs could be undertaken with a view to making the economy of function easier and more expeditious. e)Issue booklets/pamphlets about the schemes/services available to the public indicating the procedure and manner in which these can be availed and the right power to be contacted for service as also the grievance redress authority. (f)Pick up grievances appearing in newspaper columns which relate to them and take remedial action on them in a time bound manner. Issue rejoinders to newspapers by and by investigation in cases which are base to be baseless and/or damaging to the image of the Organisation. g)Strengthen the machinery for redress of public grievance through, strictly observing meetingless day, displaying hit designation, room number, forebode number and so forth of Director of Grievances at the reception and new(prenominal) convenient places, placing locked complaint box at reception. (h)Set up ply Grievance Redress Machinery and designate a Staff Grievance Officer. (i)Include the public grievances work and receipt/disposal statistics relating to redress of public grievances in the Annual Action stick out and Annual Administrat ive Report of the Ministries/Departments. j) assign time limits for disposal of work relating to public grievances and staff grievances and strictly adhere to them. (k) greet each grievance petition within three days of receipt, indicating the name, designation and telephone number of the official who is processing the case. The time frame in which a result result be sent should also be indicated. (l) discover out Lok Adalats/Staff Adalats, if not already constituted, and hold them every draw and quarter for quicker disposal of public as healthful as staff grievances and pensioners grievances. m)Constitute a Social Audit display board or such other machinery, if not already constituted, for examining areas of public interface with a view to recommending essential changes in procedures to make the organization more people-friendly. (n)Establish a single window system at points of public contact, wherever possible to expedite disposal of applications. (o)Indicating telephone/fa x number of the officer whose sig reputation over a communication regarding the decision/reply is to issue to the petitioner. p) supervise of grievances in geological formations under Ministries/Departments on a monthly basis. (q)Publicising the grievance redress mechanism through the print and electronic media. (r) brushup of receipt and disposal of grievances by Secretaries of Ministries/Departments in the weekly meetings taken by them. (B) TYPES OF PUBLIC GRIEVANCES 5. 1An analysis of grievances received in Department of Administrative Reforms & Public Grievances and Directorate of Public Grievances has revealed that the major(ip)ity of grievances associate to inordinate tally in aking decisions, extending from some(prenominal) months to several years and refusal/in big businessman to make speaking replies/disclose basic breeding to the petitioners to enable them to examine whether their cases have been justly decided. It is observed that, had the concerned organizations e xpeditiously and suitably dealt with the grievances in the for the first time instance, the complainants would not have approached Department of Administrative Reforms & Public Grievances/Directorate of Public Grievances. (C) SYSTEMIC PROBLEM AREAS 6. There are rules, regulations, instructions which are crude and aimed at shifting the work towards citizens. thoughtlessness in administration, low morale of the services, subjective inertia, absence of incentives, lack of proper authority and accountability are the delay-breeders and the delay is the major factor that generates the grievances. These factors need to be tackled correctly through systematic changes. Prevention is dampen than cure. On these lines, the best method to redress a grievance is not to drop by the wayside the grievance to arise at the first instance.Even the redress of a grievance, that arose on account of delay, is also retard as is revealed by the analysis of grievances according to which on a average six months are taken to redress a grievance. 6. 2 umteen a times Departments/Organisations are prime to avoid taking usurp decisions by resorting to rejection without application of mind, not taking appropriate interest in functioning of supplemental offices/linked autonomous organizations, and emphasize on disposal and not on the quality disposal.Decisions taken earlier are reiterated without subjecting the cases of free lance examination. There is an inertia to review decisions taken by down-the-line functionaries. In many cases Departments/Organisations unloosen the delay and unfold with their inability to take decisions by putting the onus on other(prenominal) agency or on the petitioner. Many a times, the actual cause of grievance lay in familiar inefficiency of the system and reverse to discover frank systemic solutions. It is also observed that the time norms set by Departments for providing services were not being adhered to in many cases. . 3There is no doubt th at grievances continue to arise because of a gamey systemic tolerance for delay, poor work quality and non-accountability in every day proceeding of functions. Failure to review archaic, redundant and mismated rules, policies and procedures and to initiate simple, workable systemic changes is another cause for grievance generation. However, Departments and Organisations, which work with policies and procedures on a day-to-day basis, do not appear to have developed the ability to continually look within and identify deficiencies.All these factors have ensured that grievances, once arisen, many a time do not get resolved in normal runway and need intervention at the highest administrative level. 6. 4Slackness in efficient functioning of Directors of Grievances is identify as one of the prime cause for continuing delay in redress of grievances. Poor work quality, non-accountability in everyday comeance of functions and failure to systemically review policies/procedures and suggest systemic changes are other important causes.In most Ministries, Departments and Organisations, the mechanism of Director of Grievances is not functioning as per the mandate prescribed. (D) Focus Areas 7. 1In this context, it is the need of the time that the Government should review its pledge of providing hassle-free public services to the citizens by focusing on systemic changes to asperse the grievances in Government domain. In pitch to accomplish this objective in a focused manner, it is necessary to evolve a multi-pronged strategy to be implemented in a time-bound and effective manner.Keeping in view the various factors involved in grievance redress issue, following areas need focused attention 7. 2 Performance Review Foreseeing areas of dissatisfaction (a)To review processes, functions etc. in the organization and to cast them pro-actively in a manner that would foresee areas of dissatisfaction, identify activities where transparency, equity, prudence and propriety are c ompromised, interventions that can help achieve better outcomes, improve satisfaction of internal and external stakeholders. b)An annual review of laws, rules, regulations, instructions and procedures be carried out with a view to simplify the procedure making the administration more transparent, accountable and citizen-friendly. Information engineering should be employed in re-engineering of political processes in order to improve efficiency and effectiveness and ensuring transparency and accountability. 7. 3 credit of Grievance Prone Areas and Analysis (a) come out areas susceptible to corruption and/or grievance generation and address work analyse of such areas.In addition, consider external/ hearty audit in areas of very high public interface, with the aim of identifying wrong doers and meliorate processes and systems. Involve NGOs in the exercise. (b)Analyse the nature and causes of grievances with the aim of identifying systemic deficiencies in laws, rules, regulations, p olicies, instructions, work practices and procedures, and effecting systemic changes to remove/correct these deficiencies. The Directors of Grievances be the nodal officers for such purpose. The analysis should be conducted in the month of April every year and studies of identified grievance prone areas be undertaken.Recommendations make in the studies should be implemented by December of that year so as to bring systemic changes and remove the Causes of grievances. (c) rectify responsibility in each and every case of delay, default or delinquency in performance of every day duties on failure to deliver services, and take disciplinary action to avoid recurrence. This will send a clear manifestation that in the event of failure to perform duties or deal appropriately with grievances within the time frame norms prescribed, a substantial possibility of having responsibility fixed on ones shoulder exists.Consider the feasibleness of prescribing specific punishment clauses in such ca ses. 7. 4 Citizens Charter conceptualization and effective implementation of Citizens Charters, which should, inter-alia, include disclosure of time norms for providing various services to the citizens/clients and details of all levels of grievance redress machinery that may be approached. 7. 5 Information & Facilitation Counters (IFC) Setting up and effective operationalisation of IFCs civic society may be involved in the functioning of IFCs to make them citizen- friendly and effective. 7. 6 On transmission line Registration of GrievancesMake Public Grievance Redress and Monitoring System (PGRAMS) software, operational with every Director of Grievances. This shall enable the Director of Grievances to this instant place the details of grievances received in a database (efficient dak management) as well as record the fact whether he intends to monitor its progress, identify the section/ air division where it is being sent, etc. , generate the time taken in dealing with the grieva nce, enable review of pending grievances in the organisation or across the organisations, generate acknowledgements to complainants, conduct analysis etc.The system should also have the facility of on-line registration of grievances by the citizens and access to information on the place of his/her grievances. 7. 7 Prompt and Effective Redress of Grievances (a)ll grievances should be necessarily acknowledged, with an interim reply within 3 days of receipt and redressed within 3 months of receipt in the Organisation. The same time limit should keep back even if co-ordination with subsidiary offices or another Department/Organisation is involved. In such instances special efforts, to be suo moto disclosed when reports are called, should be made. b)No grievance is to be rejected without having been independently examined. At a minimum, this means that an officer superior, to the one who delayed taking the original decision or took the original decision that is cause for grievance, sho uld very examine the case as well as the reply, intended to be sent to the grievance holder. (c)Make the Director of Grievances effective through the following inter-related steps (i)Secretaries/Organisational Heads ensuring that Directors of Grievances are fully empowered in pact with instructions to perform their role. ii)All grievance representations received in the Department/Organisation, either by mail, fax, e-mail to be incessantly routed through Director of Grievances before they go to concerned sections/divisions. At this stage, Office of the Director of Grievances shall go through the representations and come to a prima-facie view regarding the gravity of the matter involved and decide whether it shall monitor the case or allow down-the-line functionaries to independently deal with it.Directors of Grievances should monitor and follow up at least 3 to 5 percent of grievances received to enable them to assess the efficacy of grievance redress mechanism. (iii)Fix responsib ility in each case of delay, default and dereliction of duty, identified by Director of Grievances, and take appropriate action against concerned personnel. In addition, consider feasibility of prescribing specific penalty clauses for such failures. 7. 8 Review and Monitoring of Grievance Redress MechanismEnsure meaningful review of the performance of grievance redress machinery of the Ministry/Organisation as well as that of attached/ subordinate organization by Secretary/ Head of the Department on a monthly basis. Review should also cover action against defaulters. III. ROLE OF REGULATORS, OMBUDSMAN AND LIKE BODIES 8. 1An explosive issue today in context of public grievance redress is the pace and phasing of the movement towards open markets after the gradual abandonment of centralized grooming model.The Government is today withdrawing from various service sectors traditionally monopolosized by it and mystic enterprisingness is moving in. This may lead to a scenario where the G overnment monopolies are replaced by even more vicious private monopolies or cartels in the absence of adequate regulation, enforcement and repair to grievance redress. 8. 2This has significant implications for the role of Government. The Government can not just abandon the interests of citizens to be taken pull off of by the market forces in areas of service delivery covered by the private sector.In the open market scenario, it is often the major stakeholders and players which define the cost, quality and mechanism etc. of service delivery. 8. 3The Government therefore needs to put in place appropriate mechanisms in the regulatory authorities, ombudsmen and like bodies in such sectors so that the concerns of individual citizens are also accorded equal immensity and weightage and are appropriately and effectively addressed. They should sentry duty the interests of the common citizens and ensure that the grievances of the citizens are tended to(p) to promptly and effectively.