When A Department Rides And Not Taken For A Ride

The annual midnight meet of all departments belonging to the Maharashtra State secretariat was in process. The only human present was an invited journalist.

The speaker was the oldest department of Maharashtra formed on May 1, 1960 called the General Administration Department (GAD) (सामान्य प्रशासन विभाग), established as the primary and foundational administrative department at Mantralaya Mumbai.  

The GAD said “I still exist with administrative control over service matters, recruitment, promotions, and placement policies for high-ranking civil servants, including (IAS) officers. “Generations have changed yet many human minds remain obsessed with government jobs. The famously known sarkari naukri, continues to attract people for job security, lifelong stability, and high social status. Millions compete for civil service examinations, dreaming of making a difference to society. Sadly, a few good minds also find ways to make a difference for themselves through unethical benefits." 

GAD further explained an effective government department is a specialized administrative unit that converts laws and policies into daily public services, manages public funds, and maintains regional order.

Every department is well defined-with norms, standards, rules, systems, laws, penalization procedures and documented standard operating procedures. All we require is a Head Of Department qualified to, ride the department, not take it for a ride. 

Currently the Medical Education and Drugs Department of the Government of Maharashtra is in news. The newly appointed HOD at the FDA (Food & Drug Administration), is committed to making the department ride in totality, making health and hygiene standards safer than before.

The department always had its protocols. What has changed is effective human leadership- making manufacturers and establishments do the right things the right way, within the framework of law, with none treated as exceptions.

In business circles it is said “Culture eats strategy for breakfast”. A brilliant plan can fail when daily habits, values and workplace behavior do not support it. People and their actual behavior ultimately determine whether a written strategy succeeds. At government levels, inappropriate culture can be disastrous for governance.   

‘Numbers’ matter. Ministers understand voter numbers; bureaucrats understand examination marks. Once in authority, however numbers should matter more as measures of performance. Today ordinary people are familiar with FDA numbers – the raids conducted, whose establishments licenses are suspended or cancelled, fines collected, and value of confiscated goods. Even the number of transfers in a committed officer’s carrier tells a story worth examining.

“Journalist” said the GAD, “instead of covering who is saying what, cover on who is doing how much”. Every department should have a quarterly public report card based on its objectives and measurable performance. That would be interesting for the nation to know.

Culture must facilitate things being done naturally. If culture resists change, even good strategy will stall. Appointments to key administrative positions should not be treated as serious ‘business’ but as a serious surgical operation to identity the most qualified and capable. Political parties may pursue where they want to sit, stand and speak. But once entrusted with public responsibility, “Nation First must prevail.”   

The GAD concluded by asking the journalist in his report to conclude it as “Departments’ have the rules. Systems have the procedure. Laws have provisions. But it is the human consciousness with a wise mind that makes a department ride–and not be taken for a ride.”