civil services mentor january 2014

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Disclaimer:Editor and Publisher are not responsiblefor any view, data, figure etc. expressedin the articles by the author(s). Maps arenotational .All Disputes are subject to the exclusivejurisdiction of competent courts andfourms in Delhi/New Delhi only.

Selected Articles fromSelected Articles fromSelected Articles fromSelected Articles fromSelected Articles fromVarious Newspapers & JournalsVarious Newspapers & JournalsVarious Newspapers & JournalsVarious Newspapers & JournalsVarious Newspapers & Journals 101

AUGUST, 2012JANUARY, 2014 Index

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The Mars Orbiter Mission: Step Towards Elite LeagueThe Mars Orbiter Mission: Step Towards Elite LeagueThe Mars Orbiter Mission: Step Towards Elite LeagueThe Mars Orbiter Mission: Step Towards Elite LeagueThe Mars Orbiter Mission: Step Towards Elite League

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Indias FirstIndias FirstIndias FirstIndias FirstIndias FirstInterplanetary MissionInterplanetary MissionInterplanetary MissionInterplanetary MissionInterplanetary Mission

The Mars Orbiter Mission(MOM), informally called Mangalyaanis a Mars orbiter launched into Earthorbit on 5 November 2013 by theIndian Space Research Organisation(ISRO). The 1,337 Kilogramspacecraft carries a suite of fiveinstruments to study Mars, itsatmosphere and acquire photos ofthe Red Planet. The mission is atechnology demonstrator projectaiming to develop the technologiesrequired for design, planning,management and operations of aninterplanetary mission. The MarsOrbiter Mission probe lifted-off fromthe First Launch Pad at Sriharikota,Andhra Pradesh near Chennai, usinga Polar Satellite Launch Vehicle(PSLV) rocket C25 at 09:08 UTC (2:38PM IST) on 5 November 2013.Thelaunch window was approximately20 days long and started on 28October 2013.The MOM probespent about a month in Earth orbit,where it made a series of sevenaltitude-raising orbital maneuversbefore trans-Mars injection.

It is Indias first interplanetarymission and, now ISRO has becomethe fourth space agency to reachMars, after the Soviet space program,NASA, and European Space Agency.The spacecraft is being currentlymonitored from the SpacecraftControl Centre at ISRO Telemetry,Tracking and Command Network(ISTRAC) in Bangalore with supportfrom Indian Deep Space Network(IDSN) antennae at Byalalu.BackgroundBackgroundBackgroundBackgroundBackground

The MOM mission conceptbegan with a feasibility study in 2010,after the launch of lunar satelliteChandrayaan-1 in 2008. Thegovernment of India approved theproject on 3 August 2012, after theIndian Space Research Organisationcompleted 125 crore (US$19million) of required studies for theorbiter. The total project cost may beup to 454 crore (US$69 million). Thesatellite costs 153 crore (US$23million) and the rest of the budgethas been attributed to groundstations and relay upgrades that willbe used for other ISRO projects.

The space agency had initiallyplanned the launch on 28 October2013 but was postponed to 5November 2013 following theinability of ISROs spacecraft trackingships to take up pre-determinedpositions due to poor weather in thePacific Ocean. Launch opportunitiesfor a fuel-saving Hohmann transferorbit occur about every 26 months,in this case, 2016 and 2018. The MarsOrbiters on-orbit mission life will bebetween six and ten months.

Assembly of the PSLV-XLlaunch vehicle, designated C25,started on 5 August 2013. Themounting of the five scientificinstruments was completed at ISROSatellite Centre, Bangalore, and thefinished spacecraft was shipped toSriharikota on 2 October 2013 forintegration to the PSLV-XL launchvehicle. The satellites developmentwas fast-tracked and completed in arecord 15 months. Despite the U.S.federal government shutdown,NASA reaffirmed on 5 October 2013it would provide communicationsand navigation support to themission. ISRO chairman stated in

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November 2013 that if the MOM andNASAs orbiter MAVEN weresuccessful, they would complementeach other in findings and helpunderstand Mars better.

P. Kunhikrishnan was the PSLV-XL spacecraft launch MissionDirector. Mylswamy Annadurai is theProgram Director and SubbiahArunan is the Project Director. S. K.Shivkumar of ISAC was responsiblefor the orbiting payload and alsooversaw design and development ofthe orbiter.

ObjectivesObjectivesObjectivesObjectivesObjectives

The specific objectives of theMars Orbiter Mission are primarilyassociated with spacecraftconstruction and mission operationsas Mangalyaan serves as a pathfinder,being Indias first mission beyond theMoon which brings its own uniquechallenges such as the 20-minuteaverage signal delay to Mars. TheIndian Space Science Data Centerhas provided the following MissionObjectives:

Develop the technologiesrequired for design, planning,management and operations ofan interplanetary mission.

Orbit maneuvers to transfer thespacecraft from an ellipticalEarth orbit to a heliocentrictrajectory and finally insert itinto Mars orbit.

Development of force modelsand algorithms for orbit andattitude computations andanalyses.

Navigation in all mission phases. Maintain the spacecraft in all

phases of the Mission meetingPower, Communications,Thermal and Payloadrequirements.

Incorporate autonomousfeatures to handle contingencysituations.

The following scientificObjectives have been set forthe Mars Orbiter Mission:

Study climate, geology, originand evolution of Mars

To study sustainability of life onthe planet.

Mission DesignMission DesignMission DesignMission DesignMission Design

Launch & InsertionLaunch & InsertionLaunch & InsertionLaunch & InsertionLaunch & InsertionThe Mars Orbiter Mission is

planned to launch on an Indian PolarSatellite Launch Vehicle flying in itsXL configuration. Mangalyaan doesnot use a direct injection in whichthe launch vehicle delivers thespacecraft to its Trans-MartianTrajectory. Instead, Mangalyaan isdelivered to Earth orbit from whereit uses its own propulsion system toinsert itself into its TMI trajectory overa period of weeks. This design stillrequires the spacecraft to belaunched within a narrow windowthat is only open for a few days every26 months. The MOM launch windowopens on October 28, 2013 andextends through November 19,2013.

The Polar Satellite LaunchVehicle in its XL Version stands 44.5meters tall, has a core diameter of 2.8meters and a liftoff mass of 320,000Kilograms. It is a four-stage rocket thatuses a combination of solid rocketstages and liquid-fueled stages. Thelauncher can deliver payloads of upto 1,410 Kilograms toGeosynchronous Transfer Orbit andis not capable of delivering payloadsof this weight-class to interplanetarytrajectories requiring a differentapproach to Lunar or Mars missionsusing PSLV.

The PSLV launcher consists of alarge core stage that is 20.34 meterslong and holds 138,000 Kilograms ofsolid propellant making it one ofthe largest solid rocket stages everflown. It provides a whopping thrustof 495,600 Kilograms. Clusteredaround the core are six Solid RocketBoosters each being 1 meter indiameter and 13.5 meters longholding 12,000 Kilograms of

propellant. Each of the boostersprovides 51,250 Kilograms of thrust.

The second stage of the launchvehicle uses storable propellants,Unsymmetrical Dimethylhydrazinefuel and Nitrogen Tetroxide oxidizer,that are consumed by a single Vikas 4engine that provides 81,500kg ofvacuum thrust. The stage is 12.8meters long featuring a 40,700-Kilogram propellant load.

The PS3 stage of the PSLVlauncher is solid-fueled, being 2.02meters in diameter and 3.54 meterslong holding 6,700 Kilograms ofHTPB-based propellant. The thirdstage provides a total thrust of 24,900Kilograms. Stacked atop the thirdstage is the PS4 Upper Stage thatagain uses hypergolic propellants Monomethylhydrazine fuel andMixed Oxides of Nitrogen consumed by two L-2-5 engines. Thestage is 2.02 meters in diameter and2.6 meters long featuring a fuel loadof 2,920 Kilograms. Upper stagethrust is 1,500 Kilograms.

SpacecraftSpacecraftSpacecraftSpacecraftSpacecraft

Mass: Mass: Mass: Mass: Mass: The lift-off mass was1,350 kg (3,000 lb), including 852 kg(1,880 lb) of propellant mass.

Dimensions: Dimensions: Dimensions: Dimensions: Dimensions: Cuboid in shapeof approximately 1.5 m (4 ft 11 in)

Bus: Bus: Bus: Bus: Bus: The spacecrafts bus is amodified I-1 K structure andpropulsion hardware configurationssimilar to Chandrayaan 1, Indias lunarorbiter that operated from 2008 to2009, with specific improvementsand upgrades needed for a Marsmission.The satellite structure is ofaluminum and composite fiberreinforced plastic (CFRP) sandwichconstruction.

Power: Power: Power: Power: Power: Electric power isgenerated by three solar array panelsof 1.8 m 1.4 m (5 ft 11 in 4 ft 7 in)each (7.56 m2 (81.4 sq ft) total), for amaximum of 840 W generation inMartian orbit. Electricity is stored in a36 Ah Li-ion battery.





Propulsion: Propulsion: Propulsion: Propulsion: Propulsion: Liquid fuel engineof 440 N thrust is used for orbit raisingand insertion in Martian orbit. Theorbiter also has eight 22 N thrustersfor attitude control or orientation.

Communications: Communications: Communications: Communications: Communications: Two 230W TWTAs and two coherenttransponders. The antenna arrayconsists of a low-gain antenna, amedium-gain antenna and a high-gain antenna. The High-gain antennasystem is based on a single 2.2 metrereflector illuminated by a feed at S-band. It is used to transmit andreceive the telemetry, tracking,commanding and data to and fromthe Indian Deep Space Network.

PayloadPayloadPayloadPayloadPayload

The 15 kg (33 lb) scientificpayload consists of five instruments.

Atmospheric StudiesAtmospheric StudiesAtmospheric StudiesAtmospheric StudiesAtmospheric Studies Lyman-Alpha Photometer

(LAP) a photometer thatmeasures the relativeabundance of deuterium andhydrogen from Lyman-alphaemissions in the upperatmosphere. Measuring thedeuterium/hydrogen ratio willallow an estimation of theamount of water loss to outerspace.

Methane Sensor For Mars(MSM) will measuremethane in the atmosphere ofMars, if any, and map its sources.

Particle environment studiesParticle environment studiesParticle environment studiesParticle environment studiesParticle environment studies

Mars Exospheric NeutralComposition Analyser(MENCA) is a quadrupolemass analyser capable ofanalysing the neutralcomposition of particles in theexosphere.

Surface imaging studiesSurface imaging studiesSurface imaging studiesSurface imaging studiesSurface imaging studies Thermal Infrared Imaging

Spectrometer (TIS) willmeasure the temperature andemissivity of the Martian surface,allowing for the mapping of

surface composition andmineralogy of Mars.

Mars Colour Camera (MCC) will provide images in the visualspectrum, providing contextfor the other instruments.

Telemetry and commandTelemetry and commandTelemetry and commandTelemetry and commandTelemetry and command

The Indian Space ResearchOrganisation Telemetry, Tracking andCommand Network performednavigation and tracking operations forthe launch with ground stations atSriharikota, Port Blair, Brunei and Biakin Indonesia, and after thespacecrafts apogee became morethan 100,000 km, two large 18-metreand 32-metre diameter antennas ofthe Indian Deep Space Networkstarted to be utilised. NASAs DeepSpace Network is providing positiondata through its three stations locatedin Canberra, Madrid and Goldstoneon the U.S. West Coast during thenon-visible period of ISROs network.The South African National SpaceAgencys (SANSA) Hartebeesthoek(HBK) ground station is alsoproviding satellite tracking, telemetryand command services. Additionalmonitoring is provided by technicianson board two leased ships from theShipping Corporation of India, SCINalanda and SCI Yamuna which arecurrently in position in the SouthPacific near Fiji.

Orbit raising manouversOrbit raising manouversOrbit raising manouversOrbit raising manouversOrbit raising manouversSeveral orbit raising operations

were conducted from the SpacecraftControl Centre (SCC) at ISROTelemetry, Tracking and CommandNetwork (ISTRAC) at Peenya,Bangalore on 6, 7, 8, 10, 12 and 16November by using the spacecraftson-board propulsion system andEarth flybys for gravity assist. The aimwas to gradually build up thenecessary escape velocity (11.2 km/s) to break free from Earthsgravitational pull while minimizingpropellant use. The first three of thefive planned orbit raising manoeuvres

were completed with nominal results,while the fourth was partiallysuccessful. However, a subsequentsupplementary manoeuvre raised theorbit to the intended altitude aimedfor in the original fourth manoeuvre.A total of six burns were completedwhile the spacecraft remained inEarth orbit, with a seventh burnconducted on 30 November to insertMOM into a heliocentric orbit for itstransit to Mars.

The first orbit-raisingmanoeuvre was performed on 6November 2013 at 19:47 UTC whenthe 440 newtons (99 lbf) liquidengine of the spacecraft was fired for416 seconds. With this engine firing,the spacecrafts apogee was raisedto 28,825 km, with a perigee of 252km. The second orbit raisingmanoeuvre was performed on 7November 2013 at 20:48 UTC, with aburn time of 570.6 seconds resultingin an apogee of 40,186 km. The thirdorbit raising manoeuvre wasperformed on 8 November 2013 at20:40 UTC, with a burn time of 707seconds resulting in an apogee of71,636 km.

The fourth orbit raisingmanoeuvre, starting at 20:36 UTC on10 November 2013, imparted anincremental velocity of 35 m/s to thespacecraft instead of the planned 135m/s as a result of underburn by themotor.Because of this, the apogeewas boosted to 78,276 km instead ofthe planned 100,000 km. Whentesting the redundancies built-in forthe propulsion system, the flow to theliquid engine stopped, withconsequent reduction in incrementalvelocity. During the fourth orbit burn,the primary and redundant coils ofthe solenoid flow control valve of 440Newton liquid engine and logic forthrust augmentation by the attitudecontrol thrusters were being tested.When both primary and redundantcoils were energised together duringthe planned modes, the flow to the





liquid engine stopped. Operatingboth the coils simultaneously is notpossible for future operations,however they could be operatedindependently of each other, insequence. As a result of the fourthplanned burn coming up short, anadditional unscheduled burn wasperformed on 12 November 2013that increased the apogee to 118,642km, a slightly higher altitude thanoriginally intended in the fourthmanoeuvre.

The apogee was raised to192,874 km on 15 November 2013,19:57 UTC in the final orbit raisingmanoeuvre.

Trans-Mars injectionTrans-Mars injectionTrans-Mars injectionTrans-Mars injectionTrans-Mars injectionOn 30 November 2013 at 19:19

UTC, a 23-minute engine firinginitiated the transfer of MOM awayfrom Earth orbit and on heliocentrictrajectory toward Mars. The probe willhave to travel a distance of 780 millionkilometres (484 million miles) to reachMars.Trajectory correctionTrajectory correctionTrajectory correctionTrajectory correctionTrajectory correctionmanoeuvresmanoeuvresmanoeuvresmanoeuvresmanoeuvres

Four trajectory corrections areplanned: the first is done on 11December 2013, the second will bein April 2014, then in August 2014,and September 2014. The first

trajectory correction manoeuvre(TCM) was carried out at 01:00 IST,December 11, 2013, by firing the 22newtons (4.9 lbf) thrusters for aduration of 40.5 seconds.Mars orbit insertionMars orbit insertionMars orbit insertionMars orbit insertionMars orbit insertion

The current plan is for insertioninto Mars orbit on 24 September2014, approximately 2 days after thearrival of NASAs MAVEN orbiter.MOM will be set on a highly ellipticalorbit around Mars, with a period of76.7 hours and a planned periapsisof 365 km (227 mi) and apoapsis of80,000 km.

Ajay KumarAjay KumarAjay KumarAjay KumarAjay Kumar

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Infrastructure Development in IndiaInfrastructure Development in IndiaInfrastructure Development in IndiaInfrastructure Development in IndiaInfrastructure Development in India



IntroductionIntroductionIntroductionIntroductionIntroduction

India is the fourth largesteconomy in the world. However, onefactor which is a drag on itsdevelopment is the lack of worldclass infrastructure. In fact, estimatessuggest that the lack of properinfrastructure pulls down Indias GDPgrowth by 1-2 percent every year.Physical infrastructure has a directimpact on the growth and overalldevelopment of an economy. But, thefast growth of the Indian economy inrecent years has placed increasingstress on physical infrastructure, suchas electricity, railways, roads, ports,airports, irrigation, urban and ruralwater supply, and sanitation, all ofwhich already suffer from asubstantial deficit. The goals ofinclusive growth and a 9 percentgrowth in GDP can be achieved onlyif this infrastructure deficit isovercome. Infrastructuredevelopment will help in creating abetter investment climate in India. Todevelop infrastructure in the country,the government is expected to revisitissues of budgetary allocation, tariffpolicy, fiscal incentives, private

sector participation, and public-private partnerships (PPPs) withresolve.

There are many issues that needto be addressed in differentinfrastructural fields. To begin with,the gap between electricityproduction and demand is affectingboth manufacturing and overallgrowth. Then though road transportis the backbone of the Indiantransport infrastructure, it isinadequate in terms of quality,quantity, and connectivity. Also in theoverall transport sector, civil aviationand ports desperately needmodernization. It is expected that thepublic sector will continue to play animportant role in building transportinfrastructure. However, theresources needed are much largerthan what the public sector canprovide.

12th Five Year Plan12th Five Year Plan12th Five Year Plan12th Five Year Plan12th Five Year Plan

Inadequate infrastructure wasrecognized in the Eleventh Plan as amajor constraint for rapid growth. ThePlan had, therefore, emphasized onthe need for massive expansion on

investment in infrastructure based ona combination of public and privateinvestment, the latter through variousforms of PPPs. Substantial progresshas been made in this respect. Thetotal investment in infrastructure,which includes roads, railways, ports,electricity and telecommunication,oil gas pipelines, and irrigation, isestimated to have increased from 5.7per cent of GDP in the base year ofthe Eleventh Plan to around 8 percent in the last year of the Plan. Thepace of investment has beenparticularly buoyant in some sectors,notably telecommunication and oiland gas pipelines, while falling shortof targets in electricity, railways,roads, and ports. Efforts to attractprivate investment in infrastructurethrough the PPP route have met withconsiderable success, not only at thelevel of the central government, butalso at the level of individual states. Alarge number of PPPs have taken off,and many of them are currentlyoperational at both the centre and inthe states.

The Twelfth Plan intends tocontinue its thrust on accelerating the

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pace of investment in infrastructureas this is critical for sustaining andaccelerating growth. The PlanningCommission in its Twelfth Five YearPlan Document (2012-17) expectsinvestments in infrastructure projectsto be worth of US$ 1 Trillion over thefive years of the plan. The totalinvestment as a percentage of GDP isalso expected to be in the range of7-9% (see figure 1). Publicinvestments in infrastructure havebeen the dominant form ofinfrastructure financing in India, butthis is expected to change and theprivate sector will be expected toinvest more in infrastructure in thecoming years. It would be necessaryto review the factors which may beconstraining private investment, andsteps may be needed to rectify them.PPPs, with appropriate regulation andconcern for equity, need to beencouraged in social sectors, such ashealth and education. Several stategovernments are already taking stepsin this direction.

However, public investment ininfrastructure is still expected to beara large part of the infrastructure needsin backward and remote areas forimproving connectivity andexpanding much-needed publicservices. Since resource constraintswill continue to limit publicinvestment in infrastructure in otherareas, PPP-based developmentneeds to be encouraged whereverfeasible. The above chart shows thepercentage component of publicand private investment ininfrastructure in the 11th Five-YearPlan. As per the 12th Plan Document,the Planning Commission targets toachieve 50% private and PPP fundingin total infrastructure investments,compared to a little more than 30%in the 11th Plan. The chart 3 belowgives us an idea of what portion ofprivate investment is in the form ofPPP investments. It is evident thatthere is a greater emphasis to initiate

PPP projects in the 12th Plan. In termsof number of projects, roads andhighways are emerging as favoureddestinations for PPP, while telecomand electricity lead in terms ofprivate investments. Currently thereare 758 projects in the pipeline withmore than 53% in the roads sector,followed by urban development with20% of the projects. See chart 4

The Indian power sector hasattracted much private investment inthe past years. With 56 projects for atotal consideration of US$ 12.6billion, the sector accounts for 18%of the total value of PPP projectsacross sectors, though only 7% of thetotal number of PPP projects. Indiastotal generating capacity is around173,626.4 megawatts (MW), ofwhich the private sector accounts forthe lowest (21.2%). See figure 5 and5A. India is expected to make greatinvestments in the power sector dueto rapid urbanization, ruralelectrification and industries acrossthe country. Under the 12th Plan, theprivate sector is likely to account fora major share of the additionalcapacity (55.6%). PPP is likely to bethe preferred route for such ventures.

Public-PrivatePublic-PrivatePublic-PrivatePublic-PrivatePublic-PrivatePartnerships in IndiaPartnerships in IndiaPartnerships in IndiaPartnerships in IndiaPartnerships in India

In the last one decade, thegovernment has been faced with ahuge resource crunch. Thecombined deficit of the central andstate governments is roughly 10 percent of GDP. Government borrowinghas been capped through the FiscalResponsibility and BudgetaryManagement Act. This necessarilylimits state participation ininfrastructure financing, thus openingthe door to innovative approaches,such as PPPs.

The Government of India hasbeen encouraging private sectorinvestment and participation in allinfrastructure sectors. As the NationalDevelopment Council has made

clear: Increased private participationhas now become a necessity tomobilise the resources needed forinfrastructure expansion andupgrading. The PPP model has beenfairly successful in many advancedcountries and it is a robust model.PPPs in India are in a nascent stage,but are gaining popularity andsupport given the dire need toimprove infrastructure in the country.A review of international bestpractice in PPPs suggests a numberof core issues that public authoritiesmust address when considering theiruse for procuring publicinfrastructure projects. These include:

Whether PPP arrangements willresult in better value for moneythan conventional procurementmethods;

Whether the project isaffordable in the long term,given overall budgetaryconstraints;

How willing is the privatesector to be involved in theprovision of public services;and what type of PPParrangement is mostappropriate for a particularproject.In recent years, the PPP model

in India has been fairly successful withseveral projects being implementedacross sectors. However, one of themain problems confrontinginfrastructure and PPPs in India is thedelay in implementing and executinglarge-scale projects resulting in timeand cost overruns. Efficiency inimplementing infrastructure projectsin India is a rarity. The PPP model is acomplex one leading to problems atvarious stages of implementation andexecution of the project. Box 1.1gives the broad reasons why PPPs failin some cases.

Why do some PPPs fail?Why do some PPPs fail?Why do some PPPs fail?Why do some PPPs fail?Why do some PPPs fail?

If a contract is inadequatelymanaged, one or more of thefollowing problems may occur and





potentially render the projectunworkable:

1. The provider may assumecontrol, leading to unbalanceddecisions that do not reflectthe interest of the publicsector;

2. Decisions are taken atinappropriate times;

3. New business processes areunsuccessfully integrated withexisting ones, and fail;

4. People within either sector mayfail to understand their roles andresponsibilities;

5. Disputes and misunder-standings may arise, some ofwhich might be inappropriatelyescalated;

6. Progress may be slow or theremight be an inability to moveforward; The desired benefitsmay not be achieved; andThere are a number of reasons

why the public sector may fail tomanage a PPP project successfully,including: Poorly drafted contracts;Contract managers assignedinsufficient resources; Lack ofexperience in either the public sectoror the provider teams; A failure toadopt an attitude towardspartnership; Personality clashesbetween project team personnel;Lack of understanding of thecomplexity, context, anddependencies of the contract;Unclear identification of authorityand responsibility in relation tocommercial decisions; Lack ofmeasurement of performance; Focuson existing arrangements rather thanemphasis on potential improvements;and Inadequate monitoring andmanagement of statutory, political,and commercial risks.

Undoubtedly, PPPs in Indiahave gathered significant traction inrecent years but it is said that Indialacks the overall sophistication of themarket in terms of innovative anddiverse application of PPPs.

According to a 2011 survey by theRoyal Institution of CharteredSurveyors, over 240 projects with avalue of US$14.5 billion have beendelivered over the last 15 years whichshow that this model has beenoperational in India, with a majorityof $9.4 billion having been deliveredduring 2005-10 alone.

Over the years, adoption ofstandardized documents, such asmodel concession agreements andbidding documents for award of PPPprojects have been streamlined andthere has also been accelerateddecision-making by agencies in amanner that is fair, transparent, andcompetitive. This approach hascontributed significantly to therecent strides in rolling out a largenumber of PPPs in different sectors.According to the Private Participationin Infrastructure database of theWorld Bank (India), with 1,017 PPPsaccounting for an investment of Rs486,603 crore, India is second onlyto China in terms of the number ofPPPs; in terms of investment it issecond to Brazil. Transport is thedominant PPP sector in India both bythe number of projects andinvestment, mainly due to the largenumber of road sector projects.Further efforts are needed tomainstream PPPs in several areas, suchas power transmission anddistribution, water supply andsewerage, and railways where thereare significant resource shortfalls andalso a need for efficient delivery ofservices. Similar efforts will also haveto be initiated in social sectors. Thegovernment has also beenemphasizing the need to explore thescope of PPPs in the development ofsocial sectors like health andeducation.

Some of the major PPPsundertaken so far are:

1. Delhi, Mumbai, Hyderabad andBengaluru airports.

2. Ultra-mega power projects at

Sasan (Madhya Pradesh),Mudra (Gujarat),Krishnapatnam (AndhraPradesh), and Tilaiya( Jharkhand).

3. Container terminals at Mumbai,Chennai, and

4 Tuticorin ports.5. 15 concessions for operations

of container trains.6. Jhajjar power transmission

project in Haryana.7. 298 national and state highway

projects.Indias estimated overall

infrastructure investment is peggedat US$ 1 trillion in the 12th Five YearPlan of which approximately 40 percent is expected from the privatesector. While this ensures tremendouspotential opportunities for privatesector investment, it is imperative thatboth the government and the privatesector address the issues of achievingefficiency in the tendering process,execution of projects on-time andwithin budgets, and streamliningstructural financing problems.

Approach to PPP s in IndiaApproach to PPP s in IndiaApproach to PPP s in IndiaApproach to PPP s in IndiaApproach to PPP s in India

PPPs are still a relatively newphenomenon in India and in anascent stage compared to theadvanced models of PPPs in othercountries. Until 2004, there were only85 PPPs, but between 2004 and2005, this figure leapt to 500, and in2011 the number of PPPs in thecountry had increased to 840 as perthe PPP database of the Governmentof India. PPPs worth billions are underdevelopment across the country,with the largest number of projectsin the road and bridges sector,followed by ports. These sectorsdominate PPP initiatives. The leadingstate users of PPPs by number ofprojects are Madhya Pradesh andMaharashtra, followed by Gujarat,Tamil Nadu, and Karnataka. Almost allcontracts have been of the BOT/BOOT type or their close variants,which involve user payments.





The largest number of PPPs inIndia has been in the road sectorfollowed by urban development,energy, and port sectors. EconomicSurvey (2008-09) noted six keyhurdles faced by PPPs: policy andregulatory gaps; inadequateavailability of long-term finance;inadequate capacity in publicinstitutions and public officials tomanage PPP processes; inadequatecapacity in the private sectorbothdeveloper/investor and technicalmanpower; inadequate shelf ofbankable infrastructure projects thatcan be bid out to the private sector;

and inadequate advocacy to creategreater acceptance of PPPs bystakeholders. Undoubtedly, India hasto proceed with caution with respectto PPPs, ensuring necessary checksand balances because the benefitsof private sector efficiencies willcome at a price.

In this context, and in view ofensuring project sustainability overthe long term, the suggestion forindependent regulatory bodies incore infrastructure sectors, such asthe transport sectorcomprisinghighways, railways, urban metros,ports, and airports is a welcome

suggestion for future reforms.Measures also need to be taken tomake existing regulatory agencies inthe power sector more effective. Tomake PPPs a success, stategovernments need to establish full-fledged PPP departments mandatedwith developing core competencies,policy frameworks, and publicdiscourse. Lessons and experiencesof other emerging markets in thiscontext would also be helpful.Rigorous assessment of the costs andbenefits of large projects would alsobe critical for achieving broaderpublic support for the projects.

RajendraRajendraRajendraRajendraRajendra

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Free from Political InfluenceFree from Political InfluenceFree from Political InfluenceFree from Political InfluenceFree from Political Influence

In a path-breaking verdict, theSupreme Court directed thatbureaucrats be given a fixed tenureand their promotions and transfers bedecided by a board, in order to freethe bureaucracy from the clutches ofpolitical bosses and put an end tocivil servants being shunted out fornot toeing their line. Noting thatdeterioration of the standards ofprobity and accountability with civilservants is due to the politicalinfluence, the apex court held thatbureaucrats must not function onverbal or oral instructions given bytheir superiors and politicalexecutive as it gives room forfavoritism and corruption and alsodefeats the rights guaranteed to thecitizens under RTI Act.

Administrative reforms in Indiahave been a long-drawn-out process,and recommendations on having axed tenure system for bureaucratshave been repeatedly made sincebefore Independence. The SupremeCourt order directing the centre andthe states to set up civil servicesboards for the management of

transfers, postings, inquiries,promotions, rewards, andpunishments of administrativepersonnel, while ensuring a xedminimum tenure for them is alaudable step. The apex courtsdecision signals an important movetowards much-neededadministrative reforms in India and isa signicant step in a long journey thatbegan decades ago. The idea ofbringing about stability in the tenuresystem of bureaucrats has been thefocal point of a number ofadministrative reforms initiatives, anddespite the efforts of multiplecommissions and committees, it hasyet to be implemented in thecountrys non-political andpermanent executive structure.

PerspectivePerspectivePerspectivePerspectivePerspectiveStability of tenure has long

been advocated by organisationtheorists as the basis of effective andefficient management. This basictenet was emphasised at the veryinception of the discipline of publicadministration by classical theoristssuch as Henry Fayol. In his seminal

work General and IndustrialManagement (1949), Fayol states thatone of the principles of managementis stability of tenure as it providesorderly human resource stafng andestablishes provisions to ensure thatan employee possesses the requisiteability to perform his or her workefciently. He points out that it takestime to develop the skills necessaryto perform effectively in a particularposition (Wren and Bedeian 2009).This logic holds true even today andhas been the basis of many argumentsin the favour of xed tenures ingovernment services.

In India, the system of stafngthrough tenure was established byViceroy George Curzon (1899-1905). A number of commissionsand committees supported thesystem and also advocated stabilityof tenure. They included theLlewellyn Smith report (1919); thereports of the Simon Commission(1930); Wheeler Committee (1936);Maxwell Committee (1937);Rowlands Committee (1944-45); andthe Bengal Administration EnquiryCommittee (Avasthi and Avasthi

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A Fixed Tenure for Civil Servants: End of Nexus between Politics & Bureaucracy?A Fixed Tenure for Civil Servants: End of Nexus between Politics & Bureaucracy?A Fixed Tenure for Civil Servants: End of Nexus between Politics & Bureaucracy?A Fixed Tenure for Civil Servants: End of Nexus between Politics & Bureaucracy?A Fixed Tenure for Civil Servants: End of Nexus between Politics & Bureaucracy?



2004). After Independence, the rstAdministrative Reforms Commission(ARC 1967) and the second ARC(2008) have dealt in detail with theneed for administrative reforms andxed tenures.

Current SituationCurrent SituationCurrent SituationCurrent SituationCurrent SituationThe second ARC has given a

detailed account of the currentsituation. One of its reports points outthat frequent transfer of civil servantscontinues to be a problem in publicadministration in India, and goes onto list its ill effects.

It affects governance becausecivil servants are not allowed to stayin a position long enough to acquireadequate knowledge andexperience of their job, and anunderstanding of the milieu andculture in which they have to functionand the problems they need toredress.

They are unable to build therequired mutual condence andunderstanding which takes time todevelop and is necessary foradministrative leadership. It preventscivil ser vants from staying in aposition long enough to institute orsustain reforms and it is bothdemoralising and demotivating whencivil servants are not in a position longenough to see the fruits of their eortswhich could be a source ofenormous satisfaction to them.Frequent transfers and posting leadto lack of accountability andcorruption.

Short tenures are not onlycharacteristic of the administration atthe lower echelons, but also are aregular feature in the higher civilservices (e g, t he IAS [IndianAdministrative Service],

IPS [Indian Police Service]IPS [Indian Police Service]IPS [Indian Police Service]IPS [Indian Police Service]IPS [Indian Police Service]etc) (2008: 182).etc) (2008: 182).etc) (2008: 182).etc) (2008: 182).etc) (2008: 182).

A government report shows thatonly a very small percentage of IASof cers spent more than three yearsin the same position between 1978

and 2006 the highest being 10% in1996 and the lowest 5% in 1979. Italso reveals that the majority of ofcersspent less than a year in the sameposition. The ARC report states thatthe situation is much worse in thestates, with a large percentage ofofcers lasting less than a year in anyone position.

The ARC report points out thatthe trend of frequent transfers can besaid to have taken root in the country,especially in recent years. When anew government is formed after anelection, one of the rst actions thepolitical executive carries out istransferring civil servants. Thesetransfers are often made on the basisof caste or community reasons or formonetary considerations. This leadsto an erosion of morale in thebureaucracy and, more worryingly,reinforces caste and communaldivisions within it. The transfers alsolead to a lack of accountability andare an important cause of the spreadof corruption.

RecommendationsRecommendationsRecommendationsRecommendationsRecommendationsWe should note that the

Supreme Court s ruling to ensurexed minimum tenures comes againstthe backdrop of several othercommissions and committees havingmade similar recommendations whilelooking into administrative reforms.

The Fifth Pay Commission(1997) in its massive report observedthat providing continuity inadministration and stability ingovernance required xing aminimum tenure for positions held bycivil servants. The minimum tenuresuggested for a bureaucratic postwas three to ve years, except incases where a longer tenure wasjustied on functional grounds, suchas ensuring the continued availabilityof certain specialized skills. As withthe Supreme Court verdict now, itfavoured constituting high-poweredcivil service boards at the levels ofthe union and state governments to

regulate and look into cases ofpremature transfers of civil servants.

The report of the committee ofexperts on disciplinary and vigilanceinquiries headed by P C Hota (2004)also recommended theestablishment of civil service boards/establishment boards comprisingsenior civil servants. It urged that aCivil Services Act be enacted to makethese boards at the centre and statesstatutory bodies.

In its proposed set-up at thecentre, an appointments committeeof the cabinet would be the nalauthority on the transfer ofadministrative personnel who cameunder the central stang scheme. Theprinciple of a xed tenure wouldapply to senior ocers who are notunder the central staffing scheme,but are working under the centralgovernment, and in their case, theminister under which theirdepartment fell would be the nalauthority on transfers. Chief ministerswould be the nal authority on thetransfer of all Group A ocers of stateservices and IAS ocers serving instate services.

If a chief minister did not agreewith the recommendations of a civilservices board/establishment board,he would have to record his reasonsin writing. An ocer transferredbefore his tenure is over couldappeal before a three memberombudsman even if this move wascarried out on orders of the chiefminister.

The report also recommendedthat the chairperson of theombudsman be a retired ocial ofproven honesty and integrity. Theother two members could be fromamong serving ocers and they couldcarry out their duties on a part-timebasis. In all cases of prematuretransfers, the ombudsman would beliable to send a report to thegovernor of the state, who would layit in an annual report before the statelegislature. The ombudsman could


A Fixed Tenure for Civil Servants: End of Nexus between Politics & Bureaucracy?A Fixed Tenure for Civil Servants: End of Nexus between Politics & Bureaucracy?A Fixed Tenure for Civil Servants: End of Nexus between Politics & Bureaucracy?A Fixed Tenure for Civil Servants: End of Nexus between Politics & Bureaucracy?A Fixed Tenure for Civil Servants: End of Nexus between Politics & Bureaucracy?



also decide on damages to be paidto an ocer unfairly transferred tocompensate him for dislocation andthe mental agony caused by it.

The Hota Committee observedthat the absence of a xed tenure forocials was one of the importantreasons for tardy implementation ofgovernment policies, for a lack ofaccountability among ocers, for thewaste of public money due toinadequate supervision ofprogrammes, and, above all, for large-scale corruption.

It emphatically pointed out thatthere was overwhelming evidencethat ocials of state governments,particularly those in the all-Indiaservices serving in states, weredemoralised with frequent transfersat the whims of local politicians andother vested interests, whosucceeded in prevailing upon chiefministers or ministers to order them.Chief ministers often had to obligepowerful factions in their part y bytransferring senior ocers who werehonest, sincere, and steadfast incarrying out governmentprogrammes but were seen asinconvenient by local politicians

whom they did not humour. Thereason behind this trend, thecommittee pointed out, was faction-ridden party politics in some states.What suffered was the public interestwith collectors/district magistrates,senior superintendents of police/superintendents of police/deputyinspectors general of police anddivisional forest ocers/conservatorsof forests and other senior ocialsbeing frequently displaced.

The second ARC (2008)quoted from the 2002 report of theNational Commission to Review theWorking of the Constitution, whichcommented on the issue of untimelytransfers. It held all issues to do withpersonnel policy, includingplacements, promotions, transfers,and fast-track advancements, bemanaged by autonomous personnelboards, which would functions onthe lines of the Union Public ServiceCommission (UPSC).

Such boards had to beconstituted under a parliamentarylegislation under Article 309 of theConstitution. This would be a majorstep towards neutralising the well-known trend of playing politics with

official postings in public services ingeneral and the higher civil servicesin particular.ConclusionConclusionConclusionConclusionConclusion

The Supreme Court verdict isonly the tip of the iceberg. A numberof reforms commissions have pointedout shortcomings in personnelmanagement of the Indian executiveand advised measures to introducemuch-needed changes. It has beentime and again observed that thefrequent transfer of civil servants hasa negative eect on governance andstands in the way of them deliveringef- cient and effective services tothe people.

The fact of the matter is that nocommission or committee report hasso far contested the need for xedminimum tenures, but thegovernment continues to drag its feet.A democratic government ought toserve its own people and not itself,something which our legislaturesneed to be repeatedly reminded of.With the apex court now steppingin, we can only hope the powers thatbe will nally get the message.

S P SinghS P SinghS P SinghS P SinghS P Singh


National IssuesNational IssuesNational IssuesNational IssuesNational Issues



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Amendment of Article 371(D)Amendment of Article 371(D)Amendment of Article 371(D)Amendment of Article 371(D)Amendment of Article 371(D)is needed for bifurcation ofis needed for bifurcation ofis needed for bifurcation ofis needed for bifurcation ofis needed for bifurcation ofAndhra PradeshAndhra PradeshAndhra PradeshAndhra PradeshAndhra Pradesh

The Union Law Ministry on 14November 2013 told to the Group ofMinisters (GoM) about the necessityof amendment of Article 371 (D) ofthe Constitution of India forbifurcation of Andhra Pradesh. TheArticle 371D of Constitution of Indiawrites Special provisions with respectto the State of Andhra Pradesh. Two-third majority of Parliament will beneeded for the passage of theconstitution Amendment Bill, whichwill be the biggest political inferencein passage. The GoM will seek theadvice of Goolam Vahanvati, the

Attorney General before theyproceed with the Bill. As they wantto enquire that a single bill onbifurcation is sufficient or a separatebill will be required to beamendment.

Land transfer for Dr B. R.Land transfer for Dr B. R.Land transfer for Dr B. R.Land transfer for Dr B. R.Land transfer for Dr B. R.Ambedkar Memorial approvedAmbedkar Memorial approvedAmbedkar Memorial approvedAmbedkar Memorial approvedAmbedkar Memorial approved

Union Cabinet on 25 November2013 approved a proposal to transferIndu Mill land in Mumbai toMaharashtra government forconstructing Dr B R Ambedkarmemorial. The decision was taken inthe meeting of the Cabinet chairedby the Prime Minister Dr Manmohan

Singh. It would empower the Centreto acquire certain area of the Millbelonging to National TextileCorporation Limited in Mumbai forfacilitation of construction of thememorial. Over 48000 squaremetres of land will be acquired forthe purpose. According to thecabinet note, NTCL will be paid 45.77crore rupees for the land. In thisregard, Dr. B R Ambedkar MemorialBill, 2013 is likely to be introduced inParliament in the winter sessionbeginning on 5 December 2013. Thelegislation is aimed at empoweringthe Central government to acquire aportion of the land belonging to theNational Textile Corporation Limited(NTCL) for facilitation of theconstruction of a memorial forAmbedkar. The ashes of DrAmbedkar are interred at ChaityaBhoomi, which is situated in thevicinity of the Indu Mill.

India declared itself free fromIndia declared itself free fromIndia declared itself free fromIndia declared itself free fromIndia declared itself free fromBird FluBird FluBird FluBird FluBird Flu

India on 12 November 2013declared itself free from NotifiableAvian Influenza (H5N1), commonly





called bird flu and notified the sameto World Organisation for AnimalHealth (OIE). India notified theoutbreak of the Avian Influenza(H5N1) at poultry production unit,College of Veterinary Sciences andAnimal Husbandry, Anjora, Durg andGovernment Poultry Farm, Jagdalpur,Chhattisgarh on 05th August, 2013.

The control measures adoptedin the outbreak was taken in form ofstamping of the entire poultrypopulation and it included thedestruction of eggs, litters, feed andother infected materials within theradius of one kilometer around thelocation of the outbreak, restrictionof the poultry movement, disinfectionand cleaning up of the infectedpremises and subsequently issuing ofthe Post Operation Surveillance Plan(POSP). On 12 August 2013 thePOSP was issued. Although India isfree from the bird flu, but regularsurveillance will be continued acrossthe country especially in thevulnerable areas that is bordered bythe infected countries and in areaswhich are visited by migratory birds.

MoU between Sports MinistryMoU between Sports MinistryMoU between Sports MinistryMoU between Sports MinistryMoU between Sports Ministry& Department of AIDS Control& Department of AIDS Control& Department of AIDS Control& Department of AIDS Control& Department of AIDS Control

The Union Ministry of YouthAffairs and Sports on 29 November

2013 signed a Memorandum ofUnderstanding (MoU) withDepartment of AIDS Control. TheMoU was signed between Secretary,Department of Sports Ajit M Saran,and Secretary, Department of AIDSControl, Lov Verma, in NewDelhi. The MoUs objective is toreach a large number of youthengaged in sports activities at village,district and state level withinformation on STI/HIV/AIDSprevention and related services.Other objectives included buildingthe capacity of sports educators,administrators and coaches onMinimizing the risk of HIVtransmission on and outside the sportsfield, involve youth organisation,sports federations in HIV/AIDSprevention activities, promoteawareness generation throughhoarding and banners at eminentplaces and sports infrastructureduring state/national events andtournaments, and involve eminentsports personalities for addressingsocial stigma and discriminationassociated with HIV/AIDS.

For fulfillment of objectives ofMOU, the Department of Sportswould issue directives to SportsAuthority of India (SAI), National AntiDoping Agency (NADA), LakshmibaiNational University of PhysicalEducation (LNUPE), National SportsFederations (NSFs) and other sportsbodies for creating awareness. TheDepartment of AIDS Control providetechnical support in capacitybuilding on HIV/AIDS forsportspersons, trainees and staff ofsports organisations and federations,by sharing of Information Educationand Communication (IEC) materialsfor awareness generation activities.

National Portal on MaulanaNational Portal on MaulanaNational Portal on MaulanaNational Portal on MaulanaNational Portal on MaulanaAbul Kalam Azad launchedAbul Kalam Azad launchedAbul Kalam Azad launchedAbul Kalam Azad launchedAbul Kalam Azad launched

Union Minister of Minority AffairsK Rahman Khan on 11 November2013 launched a National Portal on

Maulana Abul Kalam Azad. The portalwas inaugurated to mark 125th birthanniversary of the great nationalleader- Maulana Abul Kalam Azad.

Maulana Abul Kalam Azad, (11November 1888 22 February 1958)was a scholar and a great Indianfreedom fighter, an eminenteducationist and the first EducationMinister of India. He was one of thegreatest national leaders of his timein the cause of Hindu Muslim unity aswell as secularism and socialism.

About the National PortalAbout the National PortalAbout the National PortalAbout the National PortalAbout the National PortalThis portal is an initiative to

digitise the heritage of the MaulanaAbul Kalam Azad, and make his lifeand legacy available online. Alongwith a biographical account onMaulana Azad, the portal containstitles and information on over 20books written by Maulana Azad, inUrdu and English, as well asinformation on over 45 books writtenon Maulana Azad in Urdu, Hindi andEnglish. Portal also contains over 60photographs some of which arewith contemporaries like PanditJawaharlal Nehru, Mahatma Gandhi,C Rajagopalachari amongst others.The portal also has excerpts of rarewritings by Maulana Azad hisaddress on the Mahatmas Birthdayon All India Radio, his message on theday that marked the anniversary of theJallianwalaBagh massacre, his insightson the history of philosophy to namea few. Additionally, the portal enliststhe institutions, scholarships andother initiatives named after theleader. The portal is a collaborativeeffort by the Union ministry of





minority affairs, the Office of Advisorto the Prime Minister, the NationalCommission for Minorities, the Ministryof Culture). The national portalwww.maulanaazadheritage.org a onestop point collating all knowledge andresources available on Maulana Azad,is now available to the public.

Higher Base Price forHigher Base Price forHigher Base Price forHigher Base Price forHigher Base Price forupcoming Spectrum Auctionupcoming Spectrum Auctionupcoming Spectrum Auctionupcoming Spectrum Auctionupcoming Spectrum Auction

The Empowered Group ofMinisters (EGoM) on 22 November2013 approved hiking by up to 25per cent the reserve or start price forthe auction of mobile phonespectrum in January 2014. AnEmpowered Group of Ministers(EGoM) on Telcom headedb y Defence Minister A KDefence Minister A KDefence Minister A KDefence Minister A KDefence Minister A KAntonyAntonyAntonyAntonyAntony agreed with therecommendation of the TelecomCommission to better regulator TRAIssuggested reserve or base price forthe auction of spectrum in the 18001800180018001800MHz and 900MHz and 900MHz and 900MHz and 900MHz and 900 MHz bands used byGSM operators such as Bharti Airteland Vodafone. The EGoM also askedthe Telecom Regulatory Authority ofIndia (TRAI) to suggest a base pricefor the 800 MHz spectrum, which isused by CDMA operators such asSistema. TRAI had not recommendeda reserve price for the 800 MHz band,saying there was no need to auctionthese airwaves now. The TelecomCommission had earlier this month(Nov 2013) suggested fixing aminimum 1765 crore Rupees perMHz as the price for pan-Indiaspectrum in the 1800 MHz band, 15per cent higher than the TRAIssuggested rate of 1496 crore Rupees.

Indias 1st Synthetic RubberIndias 1st Synthetic RubberIndias 1st Synthetic RubberIndias 1st Synthetic RubberIndias 1st Synthetic RubberPlant in PanipatPlant in PanipatPlant in PanipatPlant in PanipatPlant in Panipat

Union Petroleum MinisterVeerappa Moily on 29 November2013 inaugurated the firstSynthetic Rubber PlantSynthetic Rubber PlantSynthetic Rubber PlantSynthetic Rubber PlantSynthetic Rubber Plant of thecountry at Panipat in Haryana. Thecountrys first e-SBR (styrenee-SBR (styrenee-SBR (styrenee-SBR (styrenee-SBR (styrenebutadiene rubber) butadiene rubber) butadiene rubber) butadiene rubber) butadiene rubber) unit was setup by Indian Synthetic Rubber Ltd(ISRL), a joint venture promoted byIndian Oil, TSRC Corporation, Taiwan,and Marubeni Corporation, Japan.The plant will produce 120 kilotonnes synthetic rubber annually,which would be used in industrialunits for manufacturing automobileand daily need products. It is plannedto increase the capacity of the plantto 220 KT in next two years. Theproject, which is estimated tocost 958 crore rupees958 crore rupees958 crore rupees958 crore rupees958 crore rupees, has beenfunded through debt raised fromJapan Bank for InternationalCooperation and Mizuho CorporationBank. Technology for themanufacturing unit is being providedby TSRC Corporation.

Dual Cab Freight DieselDual Cab Freight DieselDual Cab Freight DieselDual Cab Freight DieselDual Cab Freight DieselLocomotive Vijay Flagged OffLocomotive Vijay Flagged OffLocomotive Vijay Flagged OffLocomotive Vijay Flagged OffLocomotive Vijay Flagged Off

The Minister of RailwaysMallikarjun Kharge flagged off the firstever Dual Cab 4500 HP Freight Diesellocomotive called Vijay from DieselLocomotive Works (DLW), Varanasi,a production unit of Indian Railways,on 6 November 2013. At the sametime, the Minister announced to stopthe Swatantrata Senani Express atBhulanpur Railway Station, Sub-way

at DLW administration. It is importantto note that the DLW has not onlyincreased its production in large butalso developed latest state-of-the-arttechnologies.

Building of this WDG4D HighHorse Power freight locomotive is abreakthrough for DLW as well as forthe Indian Railways.

Highlights of the Dual CabHighlights of the Dual CabHighlights of the Dual CabHighlights of the Dual CabHighlights of the Dual Cab4500 HP Freight Diesel4500 HP Freight Diesel4500 HP Freight Diesel4500 HP Freight Diesel4500 HP Freight Diesellocomotive- Vijaylocomotive- Vijaylocomotive- Vijaylocomotive- Vijaylocomotive- Vijay

Vijay, the dual cab freightWDG4D is a trailblazer.

It is the first dual cab dieselelectric freight locomotive tobe built by Indian Railways.

The locomotive has beendesigned on a 21.7 metreplatform to accommodate twocabs and this is about twometers longer than the singlecab version.

The cabs have full width frontview.

Besides the obvious visibilityadvantages, the locomotivealso has several features forcrew comfort.

Vijay has been provided withair conditioned cabs. The ACunit is designed to heat up thecab during winters whilecooling it during summers, thusmaintaining a comfortableambient for efficient working.

The loco also has TFT screenbased integrated driverdisplay. This feature which is





similar to the one used in theaero planes allows theoperating parameters to bedisplayed on a single screen.

The system also provides alarmlevels for the ease of the crew.

The display system naturallyassists the crew through faultdiagnostics. The systemreduces eye fatigue, improvesreliability and improves crewresponse.

The locomotive has beenprovided with anergonomically designedcontrol stand and seat. The seatis based on the excavatordesign (which needs 360 degview and operability) has beenprovided with movement onthree axis for operationalflexibility.

The locomotive has also beenprovided with airplane typetask light and automotive typeauto wash wipers.

Vijay has been built around the4500HP 710 G3B engine withinverter controlled three phasetraction motor drive.

The inverter control uses thestate of the art IGBTtechnology. This is thetechnology being usedworldwide by the leadingmanufacturers i.e. GE, ABB,Alsthom etc.

The locomotive is providedwith the latest ComputerisedControl Brake system which isthe world standard. The brakesystem uses the latest in theelectronics andcommunication to improveresponse times and to improvereliability.

The locomotive has beendesigned to implement theIndian Railways efforts atincreasing the speed of loadedtrains to 100kmph. It can run at105 kmph and can be used tohaul passenger trains inemergencies.

The cost of the locomotive isapproximately 14.7 croreRupees as compared to 14.38crore Rupees for the single cabversion.

VVPATS to be used on large-VVPATS to be used on large-VVPATS to be used on large-VVPATS to be used on large-VVPATS to be used on large-scale for 1st timescale for 1st timescale for 1st timescale for 1st timescale for 1st time

Election Commission decidedto use Voter-Verified PaperVoter-Verified PaperVoter-Verified PaperVoter-Verified PaperVoter-Verified PaperAudit Trail (VVPAT) Audit Trail (VVPAT) Audit Trail (VVPAT) Audit Trail (VVPAT) Audit Trail (VVPAT) on a large-scale for the first time in the countryin the Mizoram Assembly polls on 25November 2013. The VVPAT is amachine attached to EVMS whichallows voters to verify that their votehas been cast in the way they wished.As soon as the voter casts his vote,the VVPAT will show a small slip in aglass covered screen with the symboland the candidate he has voted forin a form of a small ballot paper, whichafter 3 to 4 seconds wouldautomatically fall into an attachedclosed box. The VVPATs are beingused in only ten assemblyconstituencies of Aizwal District ofthe total 40 assembly segments inMizoram. The VVPAT system was firstexperimented in the NoksenAssembly bypoll in Nagaland on 4September 2013 and Mizoram wouldbe the first state where it would beintroduced on a large scale.

Voter Verifiable Paper AuditVoter Verifiable Paper AuditVoter Verifiable Paper AuditVoter Verifiable Paper AuditVoter Verifiable Paper AuditTrail System (VVPAT)Trail System (VVPAT)Trail System (VVPAT)Trail System (VVPAT)Trail System (VVPAT)

1. The VVPAT system is a newinitiative of the ElectionCommission to ensure free andfair elections.

2. The VVPT will enable electorsto see a printout of their ballot -displaying the name, election

symbol and serial number of thechosen candidate. Howeverthe voter cannot take theprintout home.

3. In case there is a dispute aboutthe voting and a petition isfiled, the votes can be talliedelectronically and physicallywith the ballot slips that fall intothe compartment.

4. The cost of each VVPAT,manufactured by BharatElectronic Ltd and ElectronicsCorporation of India (ECIL) isestimated at about 12000rupees.

5. At present, EVMs are used forvoting and counting is basedon the results in the machines.In comparison the VVPAT willprint a voters selection, thusalso allowing for physicallyverification of the vote.Election Commission of India

with an objective of free and fair polls,the VVPAT System is introduced.This new voting system is a steptowards winning the public trust inelection process. VVPAT system willalso help to resolve the electiondisputes by providing physicalverification of the votes in EVMs. Forintroducing VVPAT systemsthroughout the country would costaround 2000 to 3000 crore rupees.

SC directed to Fix the tenureSC directed to Fix the tenureSC directed to Fix the tenureSC directed to Fix the tenureSC directed to Fix the tenureof bureaucratsof bureaucratsof bureaucratsof bureaucratsof bureaucrats

The Supreme Court of India on31 October 2013 directed theGovernment of India and the Statesto pass order within three months on





giving the fixed tenure to civilservants. The Supreme Court has alsodirected to constitute a Civil ServicesBoard at nation and state levels formanagement of the transfers, posting,reward, inquiries and process ofpromotion, punishment anddisciplinary matters of bureaucracy.The decisions were taken to bringbureaucracy out from politicalinterference and to give end toregular transfers of the civil servantsfrom political executive. TheSupreme Court bench headed byJustice K S Radhakrishnan said thatthe fixed tenure of the bureaucratswould help to promote theprofessionalism, efficiency and goodgovernance. The Parliament hasbeen also directed by the SupremeCourt to enact a law to regulatetransfer, posting and disciplinaryaction on the IAS officers and toimmunize them from politicalinterference.

As the Supreme Court held thatthe condition of bureaucracy isdeteriorated due to the interferencefrom the political people. The courtalso said that the civil servants shouldnot act on the verbal orders given bythe political executives and all theactions taken by the politicalexecutives on the basis of writtencommunication. The Court directedon a petition submitted by 83 formercivil servants, like former cabinetsecretary T S R Subramanian, formerIndian ambassador to the US AbidHussain, former chief electioncommissioner, N Gopalaswami andothers, demanding reforms to ensurebureaucracy to get them out from thepolitical influences.

Committee to Deal withCommittee to Deal withCommittee to Deal withCommittee to Deal withCommittee to Deal withSexual Harassment ComplaintsSexual Harassment ComplaintsSexual Harassment ComplaintsSexual Harassment ComplaintsSexual Harassment Complaints

The Supreme Court of India on26 November 2013 constituted a ten-member Gender SensitisationGender SensitisationGender SensitisationGender SensitisationGender Sensitisationand Internal Complaintsand Internal Complaintsand Internal Complaintsand Internal Complaintsand Internal ComplaintsCommittee (GSICC) Committee (GSICC) Committee (GSICC) Committee (GSICC) Committee (GSICC) to deal withcomplaints of sexual harassment

within its premises. The committeewas constituted by the Chief Justiceof India P. Sathasivam. The committeeis headed by Justice Ranjana PrakashDesai.

The committee has six otherfemale members. Two members areoutsiders and not connected with theSupreme Court. The panel is inconsonance with the guidelines laiddown by the apex court in itsjudgment in the Vishaka case fordealing with complaints of sexualharrassment at the workplace.

New Delhi to host 12thNew Delhi to host 12thNew Delhi to host 12thNew Delhi to host 12thNew Delhi to host 12thEdition of Pravasi BharatiyaEdition of Pravasi BharatiyaEdition of Pravasi BharatiyaEdition of Pravasi BharatiyaEdition of Pravasi BharatiyaDivas 2014Divas 2014Divas 2014Divas 2014Divas 2014

The 12th edition 12th edition 12th edition 12th edition 12th edition of PravasiBhartiya Divas will be held in NewDelhi from 7th to 9th of January 2014.This was announced by Vayalar Ravi,Minister for Overseas Indian Affairson 5 Novemeber 2013 in New Delhi.The theme of the convention is -Engaging Diaspora -Engaging Diaspora -Engaging Diaspora -Engaging Diaspora -Engaging Diaspora -Connecting across GenerationsConnecting across GenerationsConnecting across GenerationsConnecting across GenerationsConnecting across Generations-with a special focus on the youngergeneration. Prime Minister DrManmohan Singh will inaugurate theconvention and President PranabMukherjee will give his valedictoryaddress. Pravasi Bharatiya Sammanwill also be bestowed on 15 personsduring the convention. The PBDConvention provides a unique

of India showcases investmentopportunities in India and itspotential in various sectors.T h e 11th edit ion 11th edit ion 11th edit ion 11th edit ion 11th edit ion of PravasiBharatiya Divas (PBD) was helda t Kochi, KeralaKochi, KeralaKochi, KeralaKochi, KeralaKochi, Kerala from 7th to 9thof January 2013.

About Pravasi Bharatiya DivasAbout Pravasi Bharatiya DivasAbout Pravasi Bharatiya DivasAbout Pravasi Bharatiya DivasAbout Pravasi Bharatiya DivasPravasi Bharatiya Divas (PBD) is

celebrated on 9th January every9th January every9th January every9th January every9th January everyyearyearyearyearyear to mark the contribution ofOverseas Indian community in thedevelopment of India. January 9 waschosen as the day to celebrate thisoccasion since it was on this daythis daythis daythis daythis dayin 1915 that Mahatmain 1915 that Mahatmain 1915 that Mahatmain 1915 that Mahatmain 1915 that MahatmaGandhi Gandhi Gandhi Gandhi Gandhi the greatest Pravasi,returned to India from South Africa,led Indias freedom struggle andchanged the lives of Indians forever.PBD conventions are being heldevery year since 2003. Theseconventions provide a platform to theoverseas Indian community toengage with the government andpeople of the land of their ancestorsfor mutually beneficial activities.These conventions are also very usefulin networking among the overseasIndian community residing in various

platform for overseas Indians tointeract among themselves and withthe Government of India and theGovernments of various Indian States.It is a forum where the Government



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