UNIVERSITY EXAMINATION RESULTS
MAHATMA JYOTIBA PHULE ROHILKHAND UNIVERSITY,
BAREILLYResults 2008-09
Click on the link below;-
Wednesday, July 1, 2009
Tuesday, June 30, 2009
M.J.P. ROHILKHAND UNIVERSITY EXAMINATION RESULTS
UNIVERSITY EXAMINATION RESULTS
MAHATMA JYOTIBA PHULE ROHILKHAND UNIVERSITY,
BAREILLYResults 2008-09
M.J.P. Rohilkhand University
About the University
M.J.P. Rohilkhand University was established in 1975 as an affiliating University. Its status was upgraded to affiliating-cum-residential university in 1985 when four teaching Departments were established in the campus. In 1987 three more Departments were added. In August 1997 Rohilkhand University was renamed as Mahatma Jyotiba Phule Rohilkhand University. The University has taken an overall perspective of development plan and thereby modified University status by including new Faculties of Engineering and Technology, Management, Applied Sciences, Education and Allied Sciences etc. It has 146 affiliated colleges. The existing faculties in the University are as under
Advanced Social Sciences
Applied Science
Education
Agriculture
Education & Allied Sciences
Arts
Commerce
Dental Sciences
Engineering & Technology
Law
Management
Sciences
The University headquarter is located at Bareilly with its territorial jurisdiction extending over the districts of Bareilly, Moradabad, Rampur, Bijnore, Jyotibaphule Nagar, Baduan, Pilibhit, Shahjahanpur Noida and Sitapur. The University campus spreads over 206 acre of Land. The Campus possesses administrative building, faculty buildings, Central Library, Multipurpose hall, hostel for boys & girls, Staff quarter for Vice Chancellor and another officers of the University, faculty members, Non-teaching staff, Guest houses and Sports complex. It has also a medical center. The senior faculty members of different disciplines in Humanities, Science and Technology are running research projects funded by various agencies and so far 49 projects funded by UGC, AICTE, DST, CST, ICAR, ICHR, MIF have been completed. Teacers of the Affiliated college are also engaged in research projects funded by above agencies.
In tune with the goals of the University the different departments of the campus have framed their objectives for keeping pace with the national and international educational scenario
M.J.P. Rohilkhand University was established in 1975 as an affiliating University. Its status was upgraded to affiliating-cum-residential university in 1985 when four teaching Departments were established in the campus. In 1987 three more Departments were added. In August 1997 Rohilkhand University was renamed as Mahatma Jyotiba Phule Rohilkhand University. The University has taken an overall perspective of development plan and thereby modified University status by including new Faculties of Engineering and Technology, Management, Applied Sciences, Education and Allied Sciences etc. It has 146 affiliated colleges. The existing faculties in the University are as under
Advanced Social Sciences
Applied Science
Education
Agriculture
Education & Allied Sciences
Arts
Commerce
Dental Sciences
Engineering & Technology
Law
Management
Sciences
The University headquarter is located at Bareilly with its territorial jurisdiction extending over the districts of Bareilly, Moradabad, Rampur, Bijnore, Jyotibaphule Nagar, Baduan, Pilibhit, Shahjahanpur Noida and Sitapur. The University campus spreads over 206 acre of Land. The Campus possesses administrative building, faculty buildings, Central Library, Multipurpose hall, hostel for boys & girls, Staff quarter for Vice Chancellor and another officers of the University, faculty members, Non-teaching staff, Guest houses and Sports complex. It has also a medical center. The senior faculty members of different disciplines in Humanities, Science and Technology are running research projects funded by various agencies and so far 49 projects funded by UGC, AICTE, DST, CST, ICAR, ICHR, MIF have been completed. Teacers of the Affiliated college are also engaged in research projects funded by above agencies.
In tune with the goals of the University the different departments of the campus have framed their objectives for keeping pace with the national and international educational scenario
Sunday, May 31, 2009
MINISTRY OF PERSONNEL, PUBLIC GRIEVANCES AND PENSIONS
F.No.11011/1/2007/-PG
GOVERNMENT OF INDIA
MINISTRY OF PERSONNEL, PUBLIC GRIEVANCES AND PENSIONS
DEPARTMENT OF ADMINISTRATIVE REFORMS & PUBLIC GRIEVANCES
(Public Grievance Division)
The Government of India, in its efforts to provide more responsive and citizen-friendly services to the public, has set up Public Grievance Redress Machinery in each of its Ministries/Departments/Organisations. The Department of AR&PG has issued policy guidelines to all the Ministries/Departments/ State Govts/UTs for prompt redress of public Grievances. A senior officer of the level of Joint Secretary has been designated as Director of Grievances for prompt redresses of public the grievances. The designated officer will generally be available for meeting the petitioners/complainants from 1000 hours to 1300 hours every Wednesday. These officers have been vested with the powers to call for files/ papers relating to public grievances in cases in which a decision is pending for more than
2. Citizens are requested to lodge their grievances/complaints to the concerned Directors of Public Grievances for redress since the grievances are to be redressed in a decentralized manner by the departments/organizations concerned. Accordingly, the citizens are requested to lodge their grievances first with the departments concerned. In case the grievance is not redressed within the prescribed time frame, citizens may lodge their grievance online with Department of Administrative Reforms and Public Grievances and monitor its status on our website at http//: pgportal.gov.in , or send grievance manually giving details in the following format :
(a) Name of the petitioner/complainant
(b) Postal Address with phone no./email if any
(c) Name of the government department approached earlier for grievance redress.
(d Indicate details of earlier references /letter no. and date of government depepartment concerned.
(e) Signature of the petitioner/complainant with date
Note 1 Complaints pertaining to disciplinary matters covered by statutory rules, bilateral disputes and matters pending in courts/tribunals or without complete details / illegible//not specific/not signed by the petitioner may not be taken up . No action will be taken on the copy of complaint addressed to other departments/public authorities.
A list of Directors of Public Grievances in Ministries/Departments Can be viewed on http://164.100.42.71/cpgrams/pgo.asp
GOVERNMENT OF INDIA
MINISTRY OF PERSONNEL, PUBLIC GRIEVANCES AND PENSIONS
DEPARTMENT OF ADMINISTRATIVE REFORMS & PUBLIC GRIEVANCES
(Public Grievance Division)
The Government of India, in its efforts to provide more responsive and citizen-friendly services to the public, has set up Public Grievance Redress Machinery in each of its Ministries/Departments/Organisations. The Department of AR&PG has issued policy guidelines to all the Ministries/Departments/ State Govts/UTs for prompt redress of public Grievances. A senior officer of the level of Joint Secretary has been designated as Director of Grievances for prompt redresses of public the grievances. The designated officer will generally be available for meeting the petitioners/complainants from 1000 hours to 1300 hours every Wednesday. These officers have been vested with the powers to call for files/ papers relating to public grievances in cases in which a decision is pending for more than
2. Citizens are requested to lodge their grievances/complaints to the concerned Directors of Public Grievances for redress since the grievances are to be redressed in a decentralized manner by the departments/organizations concerned. Accordingly, the citizens are requested to lodge their grievances first with the departments concerned. In case the grievance is not redressed within the prescribed time frame, citizens may lodge their grievance online with Department of Administrative Reforms and Public Grievances and monitor its status on our website at http//: pgportal.gov.in , or send grievance manually giving details in the following format :
(a) Name of the petitioner/complainant
(b) Postal Address with phone no./email if any
(c) Name of the government department approached earlier for grievance redress.
(d Indicate details of earlier references /letter no. and date of government depepartment concerned.
(e) Signature of the petitioner/complainant with date
Note 1 Complaints pertaining to disciplinary matters covered by statutory rules, bilateral disputes and matters pending in courts/tribunals or without complete details / illegible//not specific/not signed by the petitioner may not be taken up . No action will be taken on the copy of complaint addressed to other departments/public authorities.
A list of Directors of Public Grievances in Ministries/Departments Can be viewed on http://164.100.42.71/cpgrams/pgo.asp
Note 2: For grievances pertaining to the following Ministries/Departments you may write to:
Shri Faqir Chand, Tele : 23364875
Director,
Directorate of Public Grievances FAX : 23345637
(Cabinet Secretariat)
Sardar Patel Bhavan, 2nd floor, e-mail: ashokpai@nic.in
Sansad Marg,
New Delhi – 110 001. Website: http:/.dpg.gov.in
Ministries/Departments
Railways, Posts, Telecom(incl.BSNL & MTNL), Urban Development (DDA,L&DO,CPWD,etc), Petroleum & Natural Gas,Civil Aviation(IA,AI,AAI, etc), Shipping, Road Transport & Highways,Tourism, Public Sector Banks, Central Government Health Scheme, Public Sector Insurance Companies, National Saving Scheme of Ministry of Finance , Employees Provident Fund Organisation, Regional Passport Authorities, Central Board of Secondary Education, Kendriya Vidyalaya Sangathan, National Institute of Open Schooling, Navodaya Viyalaya Samiti, Central Universities, ESI Hospitals and Dispensaries directly controlled by ESI corporation under Ministry of Labour.
Note 2 To provide quality public services to the citizen in a hassle-free manner, Citizen’s Charters have been formulated in various Central Government Ministries/Departments. You may get useful information from our website www.goicharters.nic.in.
Note 3 To provide quality public services to the citizen in a hassle-free manner, Citizen’s Charters have been formulated in various Central Government Ministries/Departments. You may get useful information from our website www.goicharters.nic.in
Note 3 As a Citizen-centric initiative and with a view to providing the citizen’s speedy and hassle free access to information relating to various public services, Central Government Ministries/ Departments/ Organisations with large public interface have set up Information and Facilitation Counters (IFC) where information relating to various activities/services and schemes are provided to the citizens. Representations and applications are also accepted at the IFCs.
Note 4 In case a grievance relating to Ministry/Department/ Organisation not listed above and is not redressed within a period of three months, you may write to:
Visit the website : http://darpg.nic.in
GRIEVANCE REDRESS MECHANISM IN GOVERNMENT
GRIEVANCE REDRESS MECHANISM IN GOVERNMENT
GRIEVANCE REDRESS
1.1 Grievance Redress Mechanism is part and parcel of the machinery of any administration. No administration can claim to be accountable, responsive and user-friendly unless it has established an efficient and effective grievance redress mechanism. In fact, the grievance redress mechanism of an organization is the gauge to measure its efficiency and effectiveness as it provides important feedback on the working of the administration.
I. (A) STRUCTURE OF GRIEVANCE REDRESS MACHINERY AT APEX LEVEL
The grievances of public are received at various points in the Government of India. There are primarily two designated nodal agencies in the Central Government handling these grievances. These agencies are:-
(i) Department of Administrative Reforms and Public Grievances, Ministry of Personnel, Public Grievances & Pensions
(ii) Directorate of Public Grievances, Cabinet Secretariat
Department of Administrative Reforms & Public Grievances
2.1 Department of Administrative Reforms & Public Grievances is the nodal agency in respect of policy initiatives on public grievances redress mechanism and citizen-centric initiatives. The role of Department of Administrative Reforms and Public Grievances consists primarily to undertake such citizen-centric initiatives in the fields of administration reforms and public grievances in the Government so as to enable the Government machinery to deliver quality public services to the citizen in a hassle-free manner and eliminate the causes of grievance.
2.2 The grievances received by the Department are forwarded to the concerned Ministries/Departments/State Governments/UTs, who are dealing with the substantive function linked with the grievance for redress under intimation to the complainant. The Department ‘takes up’ about 1000 grievances every year depending upon the seriousness of the grievance and follows them regularly till their final disposal. This enables the Department to evaluate the effectiveness of the grievance redress machinery of the concerned government agency.
2.3 On the basis of the grievances received, Department identifies the problem areas in Government which are complaint-prone. These problem areas are then subjected to studies and remedial measures are suggested to the Department/Organisation concerned.
Directorate of Public Grievances (DPG)
3.1 Based on the review of the public grievances redress 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 initially to look into individual 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 purview and presently this Directorate is handling grievances pertaining to 16 Central Government Organisations.
3.2 The Directorate was envisaged as an appellate body investigating grievances selectively and particularly those where the complainant had failed to get redress at the hands of internal machinery and the hierarchical authorities. Unlike the Department of AR&PG, Directorate of Public Grievances has been empowered to call for the files and officers for discussion to see that grievance handling has been done in a fair, objective and just manner. Wherever the Directorate is satisfied that the grievance has not been dealt in such a manner, it makes suitable recommendations for consideration and adoption by the concerned Ministry/Department which are required to be implemented within a period of one month.
3.3 The empowered and enlightened citizenry of today is far more demanding and the government, therefore, has to develop, evolve and enable itself to meet the evolving demands of the society that it has to serve. The society today is impatient with the old system of governance which is not coming up to its expectations. To them, a government employee is perceived as insensitive, aloof, corrupt and overall the administrative system as autocratic, opaque and with no work culture
3.4 This requires a paradigm shift in governance to a system where the citizen is in the center and he is consulted at various stages of formulation and implementation of public policy. To achieve this objective, India needs a public service which is capable, innovative and forward looking. The traditional role of civil service which was of administrator, service provider and controller of development activities has to make way for the new roles of facilitator and regulator so as to create best environment and conditions in the country for building a nation of excellence.
3.5 Department 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 involved in achieving this objective.
3.6 Department of Administrative Reforms and Public Grievances is the driving engine of reforms in administration and governance. The Department proposes to introduce and lead Change to establish a public service of quality, efficiency, integrity and effectiveness and modernize the public service. It is the nodal agency in government for facilitating administrative improvements and reengineering of processes across the government. Citizen’s Charter initiative, Public Grievance Policy, Quality Management in Government, e-Governance, Review of Administrative Laws etc. Documentation and Dissemination of Best Practices, Organisation & Methods, Information & Facilitation Counters, Civil Services Reforms are some of the areas under the ambit of Department of Administrative Reforms & Public Grievances.
3.7 Following are the necessary conditions for successful implementation of any reforms agenda:
- Political mandate
- Committed and strong executive
- Willingness and capability to take on vested interests in the system
II. (A) PUBLIC GRIEVANCE REDRESS MECHANISM IN CENTRAL GOVERNMENT MINISTRIES/ DEPARTMENTS/ ORGANISATIONS
4.1 The Public Grievance Redress Mechanism functions in Government of India on a decentralized basis. The Central Government Ministries/Departments, their attached and subordinate offices and the autonomous bodies dealing with substantive functions as per Allocations of Business Rules, 1961 have their respective grievance redress machinery. An officer of the level of Joint Secretary is required to be designated as Director of Grievances 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) dated 01.03.1988. This inter alia empowers the Directors of Grievances to call for files/reports and take decisions or review decisions already taken, in consultation with Secretary/HOD even in those areas which do not fall within his/her domain/charge.
4.2 The functioning of Public Grievance Redress Machineries in various Ministries/Departments/Organisations is regularly reviewed by a Standing Committee of Secretaries under the Chairmanship of Cabinet Secretary with Additional Secretary Department of Administrative Reforms and Public Grievances as member-secretary.
4.3 With a view to ensure prompt and effective redress to the grievances, a number of instructions have been issued by Department of AR&PG from time to time which, inter alia include:-
(a) Observe every Wednesday 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 hear public grievances. Field level offices having contact with the public have also to declare one day in the 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 every grievance in a fair, objective and just manner and issue reasoned speaking reply for every grievance rejected.
(d) Analyse public grievances received to help identification of the problem areas in which modifications of policies and procedures could be undertaken with a view to making the delivery of services 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 authority 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 after investigation in cases which are found 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 name designation, room number, telephone number etc. of Director of Grievances at the reception and other convenient places, placing locked complaint box at reception.
(h) Set up Staff 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 Plan and Annual Administrative Report of the Ministries/Departments.
(j) Fix time limits for disposal of work relating to public grievances and staff grievances and strictly adhere to them.
(k) Acknowledge 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 reply will be sent should also be indicated.
(l) Constitute Lok Adalats/Staff Adalats, if not already constituted, and hold them every quarter for quicker disposal of public as well as staff grievances and pensioners’ grievances.
(m)Constitute a Social Audit Panel 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 facilitate disposal of applications.
(o) Indicating telephone/fax number of the officer whose signature over a communication regarding the decision/reply is to issue to the petitioner.
(p) Monitoring of grievances in organisations under Ministries/Departments on a monthly basis.
(q) Publicising the grievance redress mechanism through the print and electronic media.
(r) Review of receipt and disposal of grievances by Secretaries of Ministries/Departments in the weekly meetings taken by them.
(B) TYPES OF PUBLIC GRIEVANCES
5.1 An analysis of grievances received in Department of Administrative Reforms & Public Grievances and Directorate of Public Grievances has revealed that the majority of grievances related to inordinate delay in taking decisions, extending from several months to several years and refusal/inability to make speaking replies/disclose basic information to the petitioners to enable them to examine whether their cases have been correctly decided. It is observed that, had the concerned organizations expeditiously and appropriately dealt with the grievances in the first instance, the complainants would not have approached Department of Administrative Reforms & Public Grievances/Directorate of Public Grievances.
(C) SYSTEMIC PROBLEM AREAS
6.1 There are rules, regulations, instructions which are archaic and aimed at shifting the work towards citizens. Slackness in administration, low morale of the services, inherent 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 properly through systematic changes. Prevention is better than cure. On these lines, the best method to redress a grievance is not to allow the grievance to arise at the first instance. Even the redress of a grievance, that arose on account of delay, is also delayed as is revealed by the analysis of grievances according to which on a average six months are taken to redress a grievance.
6.2 Many a times Departments/Organisations are found to avoid taking appropriate decisions by resorting to rejection without application of mind, not taking appropriate interest in functioning of subsidiary offices/linked autonomous organizations, and emphasize on disposal and not on the quality disposal. Decisions taken earlier are reiterated without subjecting the cases of independent examination. There is an inertia to review decisions taken by down-the-line functionaries. In many cases Departments/Organisations justify the delay and continue with their inability to take decisions by putting the onus on another agency or on the petitioner. Many a times, the actual cause of grievance lay in internal inefficiency of the system and failure to identify simple systemic solutions. It is also observed that the time norms set by Departments for providing services were not being adhered to in many cases.
6.3 There is no doubt that grievances continue to arise because of a high systemic tolerance for delay, poor work quality and non-accountability in every day performance of functions. Failure to review archaic, redundant and incongruous 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’ course and need intervention at the highest administrative level.
6.4 Slackness in efficient functioning of ‘Directors of Grievances’ is identified as one of the prime cause for continuing delay in redress of grievances. Poor work quality, non-accountability in everyday performance 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
7.1 In 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 minimize the grievances in Government domain. In order to achieve 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 compromised, 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 Technology should be employed in re-engineering of governmental processes in order to improve efficiency and effectiveness and ensuring transparency and accountability.
7.3 Identification of Grievance Prone Areas and Analysis
(a) Identify areas susceptible to corruption and/or grievance generation and conduct work audit of such areas. In addition, consider external/social audit in areas of very high public interface, with the aim of identifying wrong doers and improving 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, policies, 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 made in the studies should be implemented by December of that year so as to bring systemic changes and remove the
Causes of grievances.
(c) Fix responsibility in each and every case of delay, default or dereliction in performance of every day duties on failure to deliver services, and take disciplinary action to avoid recurrence. This will send a clear signal that in the event of failure to perform duties or deal appropriately with grievances within the time frame norms prescribed, a real possibility of having responsibility fixed on one’s shoulder exists. Consider the feasibility of prescribing specific penalty clauses in such cases.
7.4 Citizen’s Charter
Formulation and effective implementation of Citizen’s 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 IFC’s civic society may be involved in the functioning of IFCs to make them citizen- friendly and effective.
7.6 On Line Registration of Grievances
Make ‘Public Grievance Redress and Monitoring System’ (PGRAMS) software, operational with every Director of Grievances. This shall enable the Director of Grievances to immediately 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/division where it is being sent, etc., generate the time taken in dealing with the grievance, 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 status 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 apply 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, should actually 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 accordance with instructions to perform their role.
(ii) All grievance representations received in the Department/Organisation, either by mail, fax, e-mail to be invariably 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 responsibility 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 Mechanism
Ensure 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
8.1 An 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 planning model. The Government is today withdrawing from various service sectors traditionally monopolosized by it and private enterprise is moving in. This may lead to a scenario where the Government monopolies are replaced by even more vicious private monopolies or cartels in the absence of adequate regulation, enforcement and recourse to grievance redress.
8.2 This has significant implications for the role of Government. The Government can not just abandon the interests of citizens to be taken care 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.
8.3 The 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 importance and weightage and are appropriately and effectively addressed. They should safeguard the interests of the common citizens and ensure that the grievances of the citizens are attended to promptly and effectively.
GRIEVANCE REDRESS
1.1 Grievance Redress Mechanism is part and parcel of the machinery of any administration. No administration can claim to be accountable, responsive and user-friendly unless it has established an efficient and effective grievance redress mechanism. In fact, the grievance redress mechanism of an organization is the gauge to measure its efficiency and effectiveness as it provides important feedback on the working of the administration.
I. (A) STRUCTURE OF GRIEVANCE REDRESS MACHINERY AT APEX LEVEL
The grievances of public are received at various points in the Government of India. There are primarily two designated nodal agencies in the Central Government handling these grievances. These agencies are:-
(i) Department of Administrative Reforms and Public Grievances, Ministry of Personnel, Public Grievances & Pensions
(ii) Directorate of Public Grievances, Cabinet Secretariat
Department of Administrative Reforms & Public Grievances
2.1 Department of Administrative Reforms & Public Grievances is the nodal agency in respect of policy initiatives on public grievances redress mechanism and citizen-centric initiatives. The role of Department of Administrative Reforms and Public Grievances consists primarily to undertake such citizen-centric initiatives in the fields of administration reforms and public grievances in the Government so as to enable the Government machinery to deliver quality public services to the citizen in a hassle-free manner and eliminate the causes of grievance.
2.2 The grievances received by the Department are forwarded to the concerned Ministries/Departments/State Governments/UTs, who are dealing with the substantive function linked with the grievance for redress under intimation to the complainant. The Department ‘takes up’ about 1000 grievances every year depending upon the seriousness of the grievance and follows them regularly till their final disposal. This enables the Department to evaluate the effectiveness of the grievance redress machinery of the concerned government agency.
2.3 On the basis of the grievances received, Department identifies the problem areas in Government which are complaint-prone. These problem areas are then subjected to studies and remedial measures are suggested to the Department/Organisation concerned.
Directorate of Public Grievances (DPG)
3.1 Based on the review of the public grievances redress 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 initially to look into individual 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 purview and presently this Directorate is handling grievances pertaining to 16 Central Government Organisations.
3.2 The Directorate was envisaged as an appellate body investigating grievances selectively and particularly those where the complainant had failed to get redress at the hands of internal machinery and the hierarchical authorities. Unlike the Department of AR&PG, Directorate of Public Grievances has been empowered to call for the files and officers for discussion to see that grievance handling has been done in a fair, objective and just manner. Wherever the Directorate is satisfied that the grievance has not been dealt in such a manner, it makes suitable recommendations for consideration and adoption by the concerned Ministry/Department which are required to be implemented within a period of one month.
3.3 The empowered and enlightened citizenry of today is far more demanding and the government, therefore, has to develop, evolve and enable itself to meet the evolving demands of the society that it has to serve. The society today is impatient with the old system of governance which is not coming up to its expectations. To them, a government employee is perceived as insensitive, aloof, corrupt and overall the administrative system as autocratic, opaque and with no work culture
3.4 This requires a paradigm shift in governance to a system where the citizen is in the center and he is consulted at various stages of formulation and implementation of public policy. To achieve this objective, India needs a public service which is capable, innovative and forward looking. The traditional role of civil service which was of administrator, service provider and controller of development activities has to make way for the new roles of facilitator and regulator so as to create best environment and conditions in the country for building a nation of excellence.
3.5 Department 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 involved in achieving this objective.
3.6 Department of Administrative Reforms and Public Grievances is the driving engine of reforms in administration and governance. The Department proposes to introduce and lead Change to establish a public service of quality, efficiency, integrity and effectiveness and modernize the public service. It is the nodal agency in government for facilitating administrative improvements and reengineering of processes across the government. Citizen’s Charter initiative, Public Grievance Policy, Quality Management in Government, e-Governance, Review of Administrative Laws etc. Documentation and Dissemination of Best Practices, Organisation & Methods, Information & Facilitation Counters, Civil Services Reforms are some of the areas under the ambit of Department of Administrative Reforms & Public Grievances.
3.7 Following are the necessary conditions for successful implementation of any reforms agenda:
- Political mandate
- Committed and strong executive
- Willingness and capability to take on vested interests in the system
II. (A) PUBLIC GRIEVANCE REDRESS MECHANISM IN CENTRAL GOVERNMENT MINISTRIES/ DEPARTMENTS/ ORGANISATIONS
4.1 The Public Grievance Redress Mechanism functions in Government of India on a decentralized basis. The Central Government Ministries/Departments, their attached and subordinate offices and the autonomous bodies dealing with substantive functions as per Allocations of Business Rules, 1961 have their respective grievance redress machinery. An officer of the level of Joint Secretary is required to be designated as Director of Grievances 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) dated 01.03.1988. This inter alia empowers the Directors of Grievances to call for files/reports and take decisions or review decisions already taken, in consultation with Secretary/HOD even in those areas which do not fall within his/her domain/charge.
4.2 The functioning of Public Grievance Redress Machineries in various Ministries/Departments/Organisations is regularly reviewed by a Standing Committee of Secretaries under the Chairmanship of Cabinet Secretary with Additional Secretary Department of Administrative Reforms and Public Grievances as member-secretary.
4.3 With a view to ensure prompt and effective redress to the grievances, a number of instructions have been issued by Department of AR&PG from time to time which, inter alia include:-
(a) Observe every Wednesday 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 hear public grievances. Field level offices having contact with the public have also to declare one day in the 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 every grievance in a fair, objective and just manner and issue reasoned speaking reply for every grievance rejected.
(d) Analyse public grievances received to help identification of the problem areas in which modifications of policies and procedures could be undertaken with a view to making the delivery of services 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 authority 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 after investigation in cases which are found 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 name designation, room number, telephone number etc. of Director of Grievances at the reception and other convenient places, placing locked complaint box at reception.
(h) Set up Staff 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 Plan and Annual Administrative Report of the Ministries/Departments.
(j) Fix time limits for disposal of work relating to public grievances and staff grievances and strictly adhere to them.
(k) Acknowledge 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 reply will be sent should also be indicated.
(l) Constitute Lok Adalats/Staff Adalats, if not already constituted, and hold them every quarter for quicker disposal of public as well as staff grievances and pensioners’ grievances.
(m)Constitute a Social Audit Panel 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 facilitate disposal of applications.
(o) Indicating telephone/fax number of the officer whose signature over a communication regarding the decision/reply is to issue to the petitioner.
(p) Monitoring of grievances in organisations under Ministries/Departments on a monthly basis.
(q) Publicising the grievance redress mechanism through the print and electronic media.
(r) Review of receipt and disposal of grievances by Secretaries of Ministries/Departments in the weekly meetings taken by them.
(B) TYPES OF PUBLIC GRIEVANCES
5.1 An analysis of grievances received in Department of Administrative Reforms & Public Grievances and Directorate of Public Grievances has revealed that the majority of grievances related to inordinate delay in taking decisions, extending from several months to several years and refusal/inability to make speaking replies/disclose basic information to the petitioners to enable them to examine whether their cases have been correctly decided. It is observed that, had the concerned organizations expeditiously and appropriately dealt with the grievances in the first instance, the complainants would not have approached Department of Administrative Reforms & Public Grievances/Directorate of Public Grievances.
(C) SYSTEMIC PROBLEM AREAS
6.1 There are rules, regulations, instructions which are archaic and aimed at shifting the work towards citizens. Slackness in administration, low morale of the services, inherent 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 properly through systematic changes. Prevention is better than cure. On these lines, the best method to redress a grievance is not to allow the grievance to arise at the first instance. Even the redress of a grievance, that arose on account of delay, is also delayed as is revealed by the analysis of grievances according to which on a average six months are taken to redress a grievance.
6.2 Many a times Departments/Organisations are found to avoid taking appropriate decisions by resorting to rejection without application of mind, not taking appropriate interest in functioning of subsidiary offices/linked autonomous organizations, and emphasize on disposal and not on the quality disposal. Decisions taken earlier are reiterated without subjecting the cases of independent examination. There is an inertia to review decisions taken by down-the-line functionaries. In many cases Departments/Organisations justify the delay and continue with their inability to take decisions by putting the onus on another agency or on the petitioner. Many a times, the actual cause of grievance lay in internal inefficiency of the system and failure to identify simple systemic solutions. It is also observed that the time norms set by Departments for providing services were not being adhered to in many cases.
6.3 There is no doubt that grievances continue to arise because of a high systemic tolerance for delay, poor work quality and non-accountability in every day performance of functions. Failure to review archaic, redundant and incongruous 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’ course and need intervention at the highest administrative level.
6.4 Slackness in efficient functioning of ‘Directors of Grievances’ is identified as one of the prime cause for continuing delay in redress of grievances. Poor work quality, non-accountability in everyday performance 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
7.1 In 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 minimize the grievances in Government domain. In order to achieve 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 compromised, 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 Technology should be employed in re-engineering of governmental processes in order to improve efficiency and effectiveness and ensuring transparency and accountability.
7.3 Identification of Grievance Prone Areas and Analysis
(a) Identify areas susceptible to corruption and/or grievance generation and conduct work audit of such areas. In addition, consider external/social audit in areas of very high public interface, with the aim of identifying wrong doers and improving 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, policies, 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 made in the studies should be implemented by December of that year so as to bring systemic changes and remove the
Causes of grievances.
(c) Fix responsibility in each and every case of delay, default or dereliction in performance of every day duties on failure to deliver services, and take disciplinary action to avoid recurrence. This will send a clear signal that in the event of failure to perform duties or deal appropriately with grievances within the time frame norms prescribed, a real possibility of having responsibility fixed on one’s shoulder exists. Consider the feasibility of prescribing specific penalty clauses in such cases.
7.4 Citizen’s Charter
Formulation and effective implementation of Citizen’s 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 IFC’s civic society may be involved in the functioning of IFCs to make them citizen- friendly and effective.
7.6 On Line Registration of Grievances
Make ‘Public Grievance Redress and Monitoring System’ (PGRAMS) software, operational with every Director of Grievances. This shall enable the Director of Grievances to immediately 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/division where it is being sent, etc., generate the time taken in dealing with the grievance, 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 status 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 apply 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, should actually 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 accordance with instructions to perform their role.
(ii) All grievance representations received in the Department/Organisation, either by mail, fax, e-mail to be invariably 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 responsibility 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 Mechanism
Ensure 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
8.1 An 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 planning model. The Government is today withdrawing from various service sectors traditionally monopolosized by it and private enterprise is moving in. This may lead to a scenario where the Government monopolies are replaced by even more vicious private monopolies or cartels in the absence of adequate regulation, enforcement and recourse to grievance redress.
8.2 This has significant implications for the role of Government. The Government can not just abandon the interests of citizens to be taken care 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.
8.3 The 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 importance and weightage and are appropriately and effectively addressed. They should safeguard the interests of the common citizens and ensure that the grievances of the citizens are attended to promptly and effectively.
Government of India Grievance forum
Jaagore Indian's
Government of India has an online Grievance forum Can you imagine this happening in INDIA ?
Government of India has an online Grievance forum at http://darpg-grievance.nic.in/
or http://pgportal.gov.in/
The government wants people to use this tool to highlight the problems they faced while dealing with Government officials or departments like Passport Office, Electricity board, BSNL/MTNL, Railways etc etc.
I know many people will say that these things don't work in India , but this actually works as one of our colleague in CSC found. The guy I'm talking about lives in Faridabad . Couple of months back, the Faridabad Municipal Corporation laid new roads in his area and the residents were very happy about it. But 2 weeks later, BSNL dugged up the newly laid roads to install new cables which annoyed all the residents including this guy. But it was only this guy! Who used the above listed grievance forum to highlight his concern. And to his surprise, BSNL and Municipal Corporation of faridabad was served a show cause notice and the guy received a copy of the notice in one week. Government has asked the MC and BSNL about the goof up as it's clear that both the government departments were not in sync at all.
So use this grievance forum and educate others who don't know about this facility.
Government of India has an online Grievance forum Can you imagine this happening in INDIA ?
Government of India has an online Grievance forum at http://darpg-grievance.nic.in/
or http://pgportal.gov.in/
The government wants people to use this tool to highlight the problems they faced while dealing with Government officials or departments like Passport Office, Electricity board, BSNL/MTNL, Railways etc etc.
I know many people will say that these things don't work in India , but this actually works as one of our colleague in CSC found. The guy I'm talking about lives in Faridabad . Couple of months back, the Faridabad Municipal Corporation laid new roads in his area and the residents were very happy about it. But 2 weeks later, BSNL dugged up the newly laid roads to install new cables which annoyed all the residents including this guy. But it was only this guy! Who used the above listed grievance forum to highlight his concern. And to his surprise, BSNL and Municipal Corporation of faridabad was served a show cause notice and the guy received a copy of the notice in one week. Government has asked the MC and BSNL about the goof up as it's clear that both the government departments were not in sync at all.
So use this grievance forum and educate others who don't know about this facility.
Friday, May 29, 2009
Know more about Rahul Gandhi
Rahul Gandhi is the latest in the Gandhi-Nehru family to enter electoral politics, but beyond the fact that he is the son of Congress president Sonia Gandhi and the late Rajiv Gandhi, how much do you really know about him?
Not many do actually -- not the voters in Amethi and elsewhere, not his party cadre, or even senior Congress leaders. The few who have met him don't recall him saying much. The few who have heard him, say he is of a shy disposition.
So here's all you wanted to know about Rahul Gandhi, and didn't know who/where to ask.
How old is Rahul Gandhi?
Soon to be 34. Date of birth: June 19, 1970. That makes him a Gemini, and if you believe astrologers, this is what he is like: 'Communicator. Social, outgoing. Sees and blends opposites/both sides of an issue. Vivacious, quick, flexible, versatile, lively and changeable. Mentally ambitious.'
Which school did he go to?
His elementary and primary schooling was at Modern School, New Delhi. But because it was the height of Punjab terrorism (in October 1984, his grandmother, then prime minister Indira Gandhi, was shot dead by her Sikh bodyguards, and the family continues to live under a security blanket), Rahul and younger sibling Priyanka were mostly taught at home.
Unlike father Rajiv Gandhi, Rahul did not go to Doon School.
So did Rahul go to college in India at all?
He went to St Stephen's College, Delhi, for a year. He enrolled for history honours in 1989 and left in 1990. But here's the most interesting part: he was not admitted to St Stephen's on merit, but from the sports quota.
Really? So what sport was he good at?
He is good in rifle shooting, trap shooting being his speciality.
Like Anjali Bhagwat, you mean? So did he win any medals etc? Does he still shoot?
No, not a great shooter like Anjali; but like Rajiv Gandhi he trained at a shooting range in the Aravalli ranges near Delhi. He does not shoot these days.
Was Rahul any good at studies while at St Stephen's?
His academic performance is unknown, as Rahul did not complete his degree.
But Dr Anil Wilson, the principal of St Stephen's College, recalls him as a diligent student. "He had no airs about the famous family he belonged to," says Dr Wilson.
Rahul's security cover must always have been stifling, right? Also, celebrity children wear their parents' fame prominently.
Not many do actually -- not the voters in Amethi and elsewhere, not his party cadre, or even senior Congress leaders. The few who have met him don't recall him saying much. The few who have heard him, say he is of a shy disposition.
So here's all you wanted to know about Rahul Gandhi, and didn't know who/where to ask.
How old is Rahul Gandhi?
Soon to be 34. Date of birth: June 19, 1970. That makes him a Gemini, and if you believe astrologers, this is what he is like: 'Communicator. Social, outgoing. Sees and blends opposites/both sides of an issue. Vivacious, quick, flexible, versatile, lively and changeable. Mentally ambitious.'
Which school did he go to?
His elementary and primary schooling was at Modern School, New Delhi. But because it was the height of Punjab terrorism (in October 1984, his grandmother, then prime minister Indira Gandhi, was shot dead by her Sikh bodyguards, and the family continues to live under a security blanket), Rahul and younger sibling Priyanka were mostly taught at home.
Unlike father Rajiv Gandhi, Rahul did not go to Doon School.
So did Rahul go to college in India at all?
He went to St Stephen's College, Delhi, for a year. He enrolled for history honours in 1989 and left in 1990. But here's the most interesting part: he was not admitted to St Stephen's on merit, but from the sports quota.
Really? So what sport was he good at?
He is good in rifle shooting, trap shooting being his speciality.
Like Anjali Bhagwat, you mean? So did he win any medals etc? Does he still shoot?
No, not a great shooter like Anjali; but like Rajiv Gandhi he trained at a shooting range in the Aravalli ranges near Delhi. He does not shoot these days.
Was Rahul any good at studies while at St Stephen's?
His academic performance is unknown, as Rahul did not complete his degree.
But Dr Anil Wilson, the principal of St Stephen's College, recalls him as a diligent student. "He had no airs about the famous family he belonged to," says Dr Wilson.
Rahul's security cover must always have been stifling, right? Also, celebrity children wear their parents' fame prominently.
Was Rahul one of those Delhi kids?
Apparently not! Rahul was always embarrassed by the security cover the college was under because of him, is what Dr Wilson has to say: "I think he left college because of security concerns. We really did not get an opportunity to assess his academic brilliance."
So was it sayonara to studies for Rahul after that?
No. He went to the United States in 1990, to study economics at Harvard University.
Great! So did he complete his studies in Harvard?
A little bit of confusion there. He did complete the four-year AB course in economics, but did not get his degree since he did not get the required grades.
And here, may we point out that Rahul's dad, Rajiv Gandhi, did not complete his studies at Cambridge? Neither did his grandma Indira Gandhi at Oxford's Somerville College. But did the absence of a degree interfere with the late Mrs Gandhi's leadership abilities? We think not!
So between leaving Harvard and fighting the Lok Sabha election, what has he been doing?
Nothing really. An acquaintance of Rahul says, "He is a man of apparently no occupation." After Harvard, Rahul shifted base to London and worked as a financial consultant but even that is a bit unclear. Some say he worked as a manager in a financial consulting agency, the name of which is not known. But Congress leaders who know Rahul disclose that "he was whiling away time in Britain and the US."
Sounds so much like P G Wodehouse's Bertie Wooster!
In 1999 he kicked up his job to help mother Sonia Gandhi and sister Priyanka during that year's Lok Sabha election. Congress leaders say Sonia has been politically grooming Rahul over the last five years, and that she has now "initiated him into politics, fulltime."
So he has been based in Delhi since 1999?
Yes, he has been living in Delhi for the past five years. But unlike his rather flamboyant sister Priyanka, he has always kept a low profile.
Is Rahul married? There were some reports about a foreign girlfriend.
No, he is not married, but you are right, he has a Colombian girlfriend, Juanita.
So where and how did he meet her? Are they just good friends, or is it more serious?
Congress leaders in the know say he fell in love with Juanita at Harvard. She is the daughter of a Colombian businessman. She is said to be spending a lot of time in Delhi these days. Rahul traveled with her to Kerala's Kumarakom backwaters resort in January -- in the company of sister Priyanka and her husband Robert Vadra, so we guess the family is cool about the relationship.
But she does not stay at 10 Janpath, the Gandhis' home while in Delhi. Sources say she stays at the family farmhouse on the outskirts of Delhi.
Now back to politics. What do Congressmen think is Rahul's USP?
His looks. They say he resembles his late father. In fact, when he toured Amethi in January in the company of sister Priyanka, the villagers apparently went berserk over the resemblance to his late father.
And where was Rahul last seen in public?
In Karachi on March 13, at the India-Pakistan one-day game, on invitation from the Pakistan Cricket Board. His sister and brother-in-law were also with him. And no, Juanita was not there.
Apparently not! Rahul was always embarrassed by the security cover the college was under because of him, is what Dr Wilson has to say: "I think he left college because of security concerns. We really did not get an opportunity to assess his academic brilliance."
So was it sayonara to studies for Rahul after that?
No. He went to the United States in 1990, to study economics at Harvard University.
Great! So did he complete his studies in Harvard?
A little bit of confusion there. He did complete the four-year AB course in economics, but did not get his degree since he did not get the required grades.
And here, may we point out that Rahul's dad, Rajiv Gandhi, did not complete his studies at Cambridge? Neither did his grandma Indira Gandhi at Oxford's Somerville College. But did the absence of a degree interfere with the late Mrs Gandhi's leadership abilities? We think not!
So between leaving Harvard and fighting the Lok Sabha election, what has he been doing?
Nothing really. An acquaintance of Rahul says, "He is a man of apparently no occupation." After Harvard, Rahul shifted base to London and worked as a financial consultant but even that is a bit unclear. Some say he worked as a manager in a financial consulting agency, the name of which is not known. But Congress leaders who know Rahul disclose that "he was whiling away time in Britain and the US."
Sounds so much like P G Wodehouse's Bertie Wooster!
In 1999 he kicked up his job to help mother Sonia Gandhi and sister Priyanka during that year's Lok Sabha election. Congress leaders say Sonia has been politically grooming Rahul over the last five years, and that she has now "initiated him into politics, fulltime."
So he has been based in Delhi since 1999?
Yes, he has been living in Delhi for the past five years. But unlike his rather flamboyant sister Priyanka, he has always kept a low profile.
Is Rahul married? There were some reports about a foreign girlfriend.
No, he is not married, but you are right, he has a Colombian girlfriend, Juanita.
So where and how did he meet her? Are they just good friends, or is it more serious?
Congress leaders in the know say he fell in love with Juanita at Harvard. She is the daughter of a Colombian businessman. She is said to be spending a lot of time in Delhi these days. Rahul traveled with her to Kerala's Kumarakom backwaters resort in January -- in the company of sister Priyanka and her husband Robert Vadra, so we guess the family is cool about the relationship.
But she does not stay at 10 Janpath, the Gandhis' home while in Delhi. Sources say she stays at the family farmhouse on the outskirts of Delhi.
Now back to politics. What do Congressmen think is Rahul's USP?
His looks. They say he resembles his late father. In fact, when he toured Amethi in January in the company of sister Priyanka, the villagers apparently went berserk over the resemblance to his late father.
And where was Rahul last seen in public?
In Karachi on March 13, at the India-Pakistan one-day game, on invitation from the Pakistan Cricket Board. His sister and brother-in-law were also with him. And no, Juanita was not there.
Details of other members of parliament.
Please visit the link for details of other members of parliament.
you may see all the profile and get to know more about your Mp's.
This will surely help us in getting more comfortable with our Mp's.
Source for this information is Loksabha website.
http://india.gov.in/govt/loksabhampbiodata.php?mpcode=4065
you may see all the profile and get to know more about your Mp's.
This will surely help us in getting more comfortable with our Mp's.
Source for this information is Loksabha website.
http://india.gov.in/govt/loksabhampbiodata.php?mpcode=4065
Prime Minister Atal Bihari Vajpayee
A man of the masses, firm in his political convictions. India has an inspiring leader in Atal Bihari Vajpayee.
On October 13, 1999, he took charge as Prime Minister of India for the second consecutive term at the head of a new coalition government, the National Democratic Alliance. He was Prime Minister for a short period in 1996. He is the only Prime Minister since Pandit Jawaharlal Nehru to have become Prime Minister of India through three successive mandates.
A veteran Parliamentarian whose career stretches over four decades, Shri Vajpayee has been elected to the Lok Sabha (House of the People) nine times and to the Rajya Sabha (House of the States) twice, a record by itself. As India's Foreign Minister, Chairperson of various important Standing Committees of Parliament and Leader of Opposition, he has been an active participant in the shaping of India's post-Independence domestic and foreign policy.
Shri Vajpayee's first brush with nationalist politics was in his student days when he joined the Quit India Movement of 1942, which hastened the end of British colonial rule. A student of political science and law, it was in college that he developed a keen interest in foreign affairs - an interest he has nourished over the years and put to skilful use while representing India at various multilateral and bilateral fora.
Shri Vajpayee had embarked upon a journalist's career, which was cut short in 1951 when he joined the Bharatiya Jana Sangh, the forerunner of today's Bharatiya Janata Party, the leading component of the National Democratic Alliance. A critically acclaimed poet, he still takes time off from affairs of state to indulge in music and in a bit of gourmet cooking.
Born in the family of a humble school teacher on December 25 1924, in the erstwhile princely State of Gwalior (now a part of the Indian state of Madhya Pradesh), Shri Vajpayee's rise in public life is a tribute to both his political acumen and Indian democracy. Over the decades, he has emerged as a leader who commands respect for his liberal worldview and commitment to democratic ideals.
An ardent champion of women's empowerment and social equality, Vajpayee believes in a forward-looking, forward moving India, a strong and prosperous nation confident of its rightful place in the comity of nations. He stands for an India anchored in 5000 years of civilizational history, ever modernizing, ever renewing, and ever re-energizing itself to meet the challenges of the next 1000 years. India's second highest civilian honor, the Padma Vibhushan, was conferred upon him in recognition of his selfless dedication to his first and only love, India, and his more than half-a-century of service to society and the nation. In 1994, he was named India's 'Best Parliamentarian.' The citation read: "True to his name, Atalji is an eminent national leader, an erudite politician, a selfless social worker, forceful orator, poet and litterateur, journalist and indeed a multi-faceted personality…Atalji articulates the aspirations of the masses… his works ever echo total commitment to nationalism.
On October 13, 1999, he took charge as Prime Minister of India for the second consecutive term at the head of a new coalition government, the National Democratic Alliance. He was Prime Minister for a short period in 1996. He is the only Prime Minister since Pandit Jawaharlal Nehru to have become Prime Minister of India through three successive mandates.
A veteran Parliamentarian whose career stretches over four decades, Shri Vajpayee has been elected to the Lok Sabha (House of the People) nine times and to the Rajya Sabha (House of the States) twice, a record by itself. As India's Foreign Minister, Chairperson of various important Standing Committees of Parliament and Leader of Opposition, he has been an active participant in the shaping of India's post-Independence domestic and foreign policy.
Shri Vajpayee's first brush with nationalist politics was in his student days when he joined the Quit India Movement of 1942, which hastened the end of British colonial rule. A student of political science and law, it was in college that he developed a keen interest in foreign affairs - an interest he has nourished over the years and put to skilful use while representing India at various multilateral and bilateral fora.
Shri Vajpayee had embarked upon a journalist's career, which was cut short in 1951 when he joined the Bharatiya Jana Sangh, the forerunner of today's Bharatiya Janata Party, the leading component of the National Democratic Alliance. A critically acclaimed poet, he still takes time off from affairs of state to indulge in music and in a bit of gourmet cooking.
Born in the family of a humble school teacher on December 25 1924, in the erstwhile princely State of Gwalior (now a part of the Indian state of Madhya Pradesh), Shri Vajpayee's rise in public life is a tribute to both his political acumen and Indian democracy. Over the decades, he has emerged as a leader who commands respect for his liberal worldview and commitment to democratic ideals.
An ardent champion of women's empowerment and social equality, Vajpayee believes in a forward-looking, forward moving India, a strong and prosperous nation confident of its rightful place in the comity of nations. He stands for an India anchored in 5000 years of civilizational history, ever modernizing, ever renewing, and ever re-energizing itself to meet the challenges of the next 1000 years. India's second highest civilian honor, the Padma Vibhushan, was conferred upon him in recognition of his selfless dedication to his first and only love, India, and his more than half-a-century of service to society and the nation. In 1994, he was named India's 'Best Parliamentarian.' The citation read: "True to his name, Atalji is an eminent national leader, an erudite politician, a selfless social worker, forceful orator, poet and litterateur, journalist and indeed a multi-faceted personality…Atalji articulates the aspirations of the masses… his works ever echo total commitment to nationalism.
Prime minister of Republic India
The Prime Minister of India is the Head of the Union (Federal) Government, as distinct from the President of India, who is the Head of State. Since India has adopted the Westminster model of constitutional democracy, it is the Prime Minister who oversees the day-to-day functioning of the Union (Federal) Government of India. 
The Prime Minister is assisted in this task by his Council of Ministers, comprising Cabinet Ministers, Ministers of State with Independent Charge, Ministers of State who work with Cabinet Ministers, and Deputy Ministers.
Prime Minister's Office
The President of India appoints the leader of the party or alliance that enjoys majority support in the Lok Sabha (Lower House of Indian Parliament) as Prime Minister. In case no single party or alliance has a majority, the leader of the largest single party or alliance is appointed Prime Minister, but he/she has to subsequently secure a vote of confidence in the Lok Sabha. The Union Council of Ministers is appointed by the President on the advice of the Prime Minister.
The Prime Minister can be a member of either the Rajya Sabha (Upper House of Parliament) or the Lok Sabha. As Prime Minister, he is the Leader of the House to which he belongs. The Prime Minister is also the Chairman of the Planning Commission of India.
As head of the Council of Ministers, the Prime Minister oversees the work of all the Ministries. He presides over Cabinet meetings, which are normally held in the Cabinet Room of the Prime Minister's Office. The Union Cabinet functions on the principle of "collective responsibility".
The Prime Minister's Office, popularly known as the 'PMO', is located atSouth Block, Raisina Hill, New Delhi, India-110 011. Telephone: 91-11-23012312.Fax: 91-11-23019545 / 91-11-23016857. e-mail: Click here The South Block is one of the two secretariat blocks (the other is known as North Block) that flank Rashtrapati Bhavan - the residence of the President of India.
The PMO provides secretarial assistance to the Prime Minister. It is headed by the Principal Secretary to Prime Minister. The PMO includes the anti-corruption unit and the public wing dealing with grievances.
The subject-matter of files required to be submitted to the Prime Minister depends on whether he is holding direct charge of the Ministry or whether there is a Cabinet Minister or Minister of State (Independent Charge) in charge of the Ministry.
In the case of the latter, most matters are dealt with by the Cabinet Minister / Minister of State-in-charge. Only important policy issues, which the Minister concerned feels should be submitted to the Prime Minister for orders or information, are received in the PMO.
In cases where the Prime Minister is the Minister-in-charge, all matters requiring Ministerial approval not delegated to the Minister of State / Deputy Minister, if any, are submitted for orders. The Prime Minister has traditionally been the Minister-in-charge of the Departments of Space, Atomic Energy, and Ministry of Personnel, Public Grievances and Pensions.
Since the Prime Minister is Chairman of the Planning Commission, relevant files are forwarded to the PMO for his comments and clearance.
Some of the important matters that require the Prime Minister's personal attention include the following:
(a) Important defence-related issues;(b) Decorations, both civilian and defence, where Presidential approval is required;(c) All important policy issues; (d) Proposals for appointment of Indian Heads of Missions abroad and requests for grant of agreement for foreign Heads of Missions posted to India; (e) All important decisions relating to the Cabinet Secretariat; (f) Appointments to State Administrative Tribunals and the Central Administrative Tribunal, UPSC, Election Commission, Appointment of members of statutory/constitutional Committees, Commissions attached to various Ministries; (g) All policy matters relating to the administration of the Civil Services and administrative reforms; (h) Special Packages announced by the Prime Minister for States are monitored in the PMO and periodical reports submitted to Prime Minister; and(i) All judicial appointments for which Presidential approval is required.
Parliament Questions Parliament Questions relating to the Ministries and Departments of which Prime Minister is the Minister-in-charge are answered by a MOS nominated for the purpose or by Prime Minister himself.
PM's FundsThe Prime Minister's National Relief Fund (PMNRF) and the National Defence Fund (NDF) are operated directly from the PMO.
The Prime Minister is assisted in this task by his Council of Ministers, comprising Cabinet Ministers, Ministers of State with Independent Charge, Ministers of State who work with Cabinet Ministers, and Deputy Ministers.
Prime Minister's Office
The President of India appoints the leader of the party or alliance that enjoys majority support in the Lok Sabha (Lower House of Indian Parliament) as Prime Minister. In case no single party or alliance has a majority, the leader of the largest single party or alliance is appointed Prime Minister, but he/she has to subsequently secure a vote of confidence in the Lok Sabha. The Union Council of Ministers is appointed by the President on the advice of the Prime Minister.
The Prime Minister can be a member of either the Rajya Sabha (Upper House of Parliament) or the Lok Sabha. As Prime Minister, he is the Leader of the House to which he belongs. The Prime Minister is also the Chairman of the Planning Commission of India.
As head of the Council of Ministers, the Prime Minister oversees the work of all the Ministries. He presides over Cabinet meetings, which are normally held in the Cabinet Room of the Prime Minister's Office. The Union Cabinet functions on the principle of "collective responsibility".
The Prime Minister's Office, popularly known as the 'PMO', is located atSouth Block, Raisina Hill, New Delhi, India-110 011. Telephone: 91-11-23012312.Fax: 91-11-23019545 / 91-11-23016857. e-mail: Click here The South Block is one of the two secretariat blocks (the other is known as North Block) that flank Rashtrapati Bhavan - the residence of the President of India.
The PMO provides secretarial assistance to the Prime Minister. It is headed by the Principal Secretary to Prime Minister. The PMO includes the anti-corruption unit and the public wing dealing with grievances.
The subject-matter of files required to be submitted to the Prime Minister depends on whether he is holding direct charge of the Ministry or whether there is a Cabinet Minister or Minister of State (Independent Charge) in charge of the Ministry.
In the case of the latter, most matters are dealt with by the Cabinet Minister / Minister of State-in-charge. Only important policy issues, which the Minister concerned feels should be submitted to the Prime Minister for orders or information, are received in the PMO.
In cases where the Prime Minister is the Minister-in-charge, all matters requiring Ministerial approval not delegated to the Minister of State / Deputy Minister, if any, are submitted for orders. The Prime Minister has traditionally been the Minister-in-charge of the Departments of Space, Atomic Energy, and Ministry of Personnel, Public Grievances and Pensions.
Since the Prime Minister is Chairman of the Planning Commission, relevant files are forwarded to the PMO for his comments and clearance.
Some of the important matters that require the Prime Minister's personal attention include the following:
(a) Important defence-related issues;(b) Decorations, both civilian and defence, where Presidential approval is required;(c) All important policy issues; (d) Proposals for appointment of Indian Heads of Missions abroad and requests for grant of agreement for foreign Heads of Missions posted to India; (e) All important decisions relating to the Cabinet Secretariat; (f) Appointments to State Administrative Tribunals and the Central Administrative Tribunal, UPSC, Election Commission, Appointment of members of statutory/constitutional Committees, Commissions attached to various Ministries; (g) All policy matters relating to the administration of the Civil Services and administrative reforms; (h) Special Packages announced by the Prime Minister for States are monitored in the PMO and periodical reports submitted to Prime Minister; and(i) All judicial appointments for which Presidential approval is required.
Parliament Questions Parliament Questions relating to the Ministries and Departments of which Prime Minister is the Minister-in-charge are answered by a MOS nominated for the purpose or by Prime Minister himself.
PM's FundsThe Prime Minister's National Relief Fund (PMNRF) and the National Defence Fund (NDF) are operated directly from the PMO.
Thursday, May 21, 2009
Ram Prasad Bismil
Pandit Ram Prasad Bismil (1897-1927) was one of the great Indian independence fighters, who also participated in the Kakori train robbery. Bismil was his pen name. He was a member of the Arya Samaj and also of the Hindustan Republican Association. He was a great poet and several inspiring patriotic verses are attributed him, of which Sarfaroshi ki Tamanna is the most well known.
Early Life
Pandit Ramprasad was born in the year 1897 at Shahjahanpur,Uttar Pradesh. His ancestors hailed from the state of Gwalior.His father Muralidhar was with the municipality of Shahjahanpur.He was the second of two siblings.
Revolutionary Activities and Execution
Ram Prasad Bismil joined the revolutionary organization Hindustan Republican Association in his youth and came in contact with other revolutionaries including, among others, Premkishan Khanna, Ashfaqulla Khan, Chandrasekhar Azad, Thakur Roshan Singh, Shaheed Bhagat Singh, Sukhdev, Bhagawati Charan, Rajguru Rai Ram Narain great grand son of Raja Tikait Rai Wazir Nawab of Oudh Awadh. Along with nine revolutionary colleagues, Bismil executed a meticulous plan for the looting of the government treasury carried in a train at Kakori. This happened on August 9, 1925 and is known as the Kakori Train Robbery. The incidsent created great upheavel in British India. The retribution was severe when The revolutionaries were caught. In a long drawn case, Ram prasad, Ashfaqullah, Roshan Singh and Rajendra Lahiri were sentenced to death. Ram Prasad Bismil was hanged by the British authorities on December 18, 1927 in Gorakhpur (located in the present Indian state of Uttar Pradesh), while Rai Ram Narain was jailed for life.
Literary Works
Ram Prasad Bismil was known for his inspiring poems that acted as motivation for his fellow revolutionaries. Among them, Sarfaroshi Ki Tamanna is the most well-known, although the authorship of this particular poem is often disputed.
A deep and passionate love for the motherland and an urge to sacrifice for the nation was the hallmark of Bismil’s works. In one poem he prays: “Even if I have to face death a thousand times for the sake of my Motherland, I shall not be sorry. Oh Lord! Grant me a hundred births in Bharath. But grant me this, too, that each time I may give up my life in the service of the Mother land.”
In another poem written just before going to the gallows, he prays: “Oh Lord! Thy will be done. You are unique. Neither my tears nor I will endure. Grant me this boon, that to my last breath and the last drop of my blood, I may think of you and be immersed in your work.”
Pandit Ram Prasad Bismil wrote his autobiography while he was at Gorakhpur jail, days before he was hanged to death. The text is available on Hindi Wikipedia.
Film Adaptations/Depictions
In the Bollywood movie The Legend of Bhagat Singh, Pandit Ram Prasad Bismil is depicted as a visionary who ignites in Bhagat Singh the fire of freedom. The character was played by Ganesh Yadav.
In Rang De Basanti, Pandit Ram Prasad Bismil was a more significant character played by Atul Kulkarni.
Abhay Singh
Thakur Roshan Singh
Thakur Roshan Singh (20 Dec 1927 Allahabad Uttar Pradesh) was a great Indian revolutionary.
He hailed from Shahjahanpur, Uttar Pradesh.
He belonged to Hindustan Republican Association (HRA, which after 1928 became the Hindustan Socialist Republican Association or HSRA) that was created to carry out revolutionary activities against the British Empire in India.
He participated in Kakori train robbery and was tried and sentenced to death for the same.
He was a close associate of Pandit Ram Prasad Bismil, Ashfaqulla Khan, Chandra Shekar Azaad and Shaheed Bhagat Singh.
Abhay Singh
He hailed from Shahjahanpur, Uttar Pradesh.
He belonged to Hindustan Republican Association (HRA, which after 1928 became the Hindustan Socialist Republican Association or HSRA) that was created to carry out revolutionary activities against the British Empire in India.
He participated in Kakori train robbery and was tried and sentenced to death for the same.
He was a close associate of Pandit Ram Prasad Bismil, Ashfaqulla Khan, Chandra Shekar Azaad and Shaheed Bhagat Singh.
Abhay Singh
Ashfaqullah Khan
shfaqulla Khan (Hindi: अशफ़क़ुल्ला ख़ान, Urdu: اشفاق اللہ خان) (October 22, 1900 - December 19, 1927) was a freedom fighter in Indian independence movement.Childhood
Ashfaqulla Khan was born in Shahjahanpur, Uttar Pradesh. His father, Shafiqur Rahman was posted in the police department. His mother’s name was Mazharunissa. Ashfaqullah was the youngest amongst his six siblings. Ashfaq was in school when Mahatma Gandhi Called the Non-Cooperation Movement.Non-cooperation Movement
After Mahatma Gandhi withdrew the Non-Cooperation Movement after the Chauri Chaura incident, many Indian youths were left dejected.[1] Ashfaq was one of them. He felt that India should become free as soon as possible and so he decided to join the revolutionaries and also win the friendship of Pandit Ram Prasad Bismil, a famous revolutionary of Shahjahanpur.
Friendship with Pandit Ramprasad Bismil
Pandit Ram Prasad Bismil, a member of the Arya Samaj, was eager to explain the greatness of the Hindu religion to those belonging to other religion. Initially this was a difficulty for Ashfaq who was a devout Muslim. Nevertheless, the common goal of Pandit Ram Prasad Bismil and Ashfaq was India’s freedom. This helped him to win over the friendship of Pandit Ram Prasad Bismil. They died on the same day, as martyrs for India, but in different jails.
Kakori train robbery
To give a fillip to their movement and buy arms and ammunition to carry out their activities, the revolutionaries organised a meeting on August 8, 1925 in Shahjahanpur. After a lot of deliberations it was decided to loot the government treasury carried in the trains. On 9 August 1925 Ashfaqulla and other revolutionaries, namely Pandit Ram Prasad Bismil, Rajendra Lahiri, Thakur Roshan Singh, Sachindra Bakshi, Chandrashekar Azad, Keshab Chakravarthy, Banwari Lal, Mukundi Lal, Manmathnath Gupta looted the train carrying British government money in Kakori near Lucknow.
On the morning of 26 September 1925, Pandit Ram Prasad Bismil was caught by the police and Ashfaq was the only one untraced by the police. Ashfaq went into hiding and moved to Banaras from Bihar where he worked in an engineering company for 10 months. Ashfaq wanted to move abroad to learn engineering to further help the freedom struggle and so he went to Delhi to find out ways to move out of the country. He took the help of one of his Pathan friend who in turn betrayed him by informing the police about his whereabouts.”
Ashfaqullah Khan was detained in the Faizabad jail. A case was filed against Ashfaqullah. His brother Riyasatullah was his counsel who fought the case till the very end. While in jail, Ashfaqullah recited the Quran. The case for the Kakori dacoity was concluded by awarding death sentence to Pandit Ram Prasad Bismil, Ashfaqulla Khan, Rajendra Lahiri and Thankur Roshan Singh. The others were given life sentences.
Popular media portrayal
The actions of Ashfaqullah Khan and his compatriots have recently been depicted in an Aamir Khan starrer hit Bollywood movie Rang De Basanti, where his character was depicted by actor Kunal Kapoor.[4]
Abhay Singh
Ashfaqulla Khan was born in Shahjahanpur, Uttar Pradesh. His father, Shafiqur Rahman was posted in the police department. His mother’s name was Mazharunissa. Ashfaqullah was the youngest amongst his six siblings. Ashfaq was in school when Mahatma Gandhi Called the Non-Cooperation Movement.Non-cooperation Movement
After Mahatma Gandhi withdrew the Non-Cooperation Movement after the Chauri Chaura incident, many Indian youths were left dejected.[1] Ashfaq was one of them. He felt that India should become free as soon as possible and so he decided to join the revolutionaries and also win the friendship of Pandit Ram Prasad Bismil, a famous revolutionary of Shahjahanpur.
Friendship with Pandit Ramprasad Bismil
Pandit Ram Prasad Bismil, a member of the Arya Samaj, was eager to explain the greatness of the Hindu religion to those belonging to other religion. Initially this was a difficulty for Ashfaq who was a devout Muslim. Nevertheless, the common goal of Pandit Ram Prasad Bismil and Ashfaq was India’s freedom. This helped him to win over the friendship of Pandit Ram Prasad Bismil. They died on the same day, as martyrs for India, but in different jails.
Kakori train robbery
To give a fillip to their movement and buy arms and ammunition to carry out their activities, the revolutionaries organised a meeting on August 8, 1925 in Shahjahanpur. After a lot of deliberations it was decided to loot the government treasury carried in the trains. On 9 August 1925 Ashfaqulla and other revolutionaries, namely Pandit Ram Prasad Bismil, Rajendra Lahiri, Thakur Roshan Singh, Sachindra Bakshi, Chandrashekar Azad, Keshab Chakravarthy, Banwari Lal, Mukundi Lal, Manmathnath Gupta looted the train carrying British government money in Kakori near Lucknow.
On the morning of 26 September 1925, Pandit Ram Prasad Bismil was caught by the police and Ashfaq was the only one untraced by the police. Ashfaq went into hiding and moved to Banaras from Bihar where he worked in an engineering company for 10 months. Ashfaq wanted to move abroad to learn engineering to further help the freedom struggle and so he went to Delhi to find out ways to move out of the country. He took the help of one of his Pathan friend who in turn betrayed him by informing the police about his whereabouts.”
Ashfaqullah Khan was detained in the Faizabad jail. A case was filed against Ashfaqullah. His brother Riyasatullah was his counsel who fought the case till the very end. While in jail, Ashfaqullah recited the Quran. The case for the Kakori dacoity was concluded by awarding death sentence to Pandit Ram Prasad Bismil, Ashfaqulla Khan, Rajendra Lahiri and Thankur Roshan Singh. The others were given life sentences.
Popular media portrayal
The actions of Ashfaqullah Khan and his compatriots have recently been depicted in an Aamir Khan starrer hit Bollywood movie Rang De Basanti, where his character was depicted by actor Kunal Kapoor.[4]
Abhay Singh
Banwari Lal
Banwari Lal (Hindi: बनवारी लाल, Urdu: بنواری لال) was a prominent Indian revolutionary.
He hailed from Shahjahanpur, Uttar Pradesh.
He belonged to Hindustan Republican Association (HRA, which after 1928 became the Hindustan Socialist Republican Association or HSRA) that was created to carry out revolutionary activities against the British Empire in India.
He participated in Kakori train robbery and was sentenced for two years imprisonment.
Abhay Singh
He hailed from Shahjahanpur, Uttar Pradesh.
He belonged to Hindustan Republican Association (HRA, which after 1928 became the Hindustan Socialist Republican Association or HSRA) that was created to carry out revolutionary activities against the British Empire in India.
He participated in Kakori train robbery and was sentenced for two years imprisonment.
Abhay Singh
Freedom Fighters at Shahjahanpur
Shahjahanpur has played a very important role in India’s independence movement.
Shahjahanpur made a vital contribution to the freedom movement of 1857. Nana Sahib Peshwa from Bithur, Rani Lakshmi Bai from Jhansi, Shehjade from Delhi, Ahmad Ullah Shah, from Faizabad, and Khan Badahur Khan from Bareilly united here and planned for further actions in the struggle. Unfortunately, Maulvi Ahamad Ullah Shah was killed by British forces in Powayan.
Later Pandit Ramprasad Bismil, Ashfaqullah Khan, and Thakur Roshan Singh made major contributions to the Freedom Movement of India. Under the grouping of HRA, they met and planned for the stability of the freedom movement from Shahjahanpur. Kakori is just 90 kilometers from Shahjahanpur. Pandit Ram Prasad Bismil, Ashfaq and Roshan Singh along with Chandrashekar Azaad, attacked the British revenue here. After Kakori Kand, Bismil and Ashfaq were the first among modern revolutionists to be hanged in Faizabad Jail in 1927. Later Bhagat Singh was also hanged by the British.
After Mahatama Gandhi withdrew his support from the non co-operation movement, Pandit Ramprasad Bismil founded the Hindustan Republic Association i.e. HRA. To implement the plan, and contributions were sought. When contributions were not adequate, robbery became the main fund-raising technique.
On 1925 August 9, Chandra Shekhar Azad, Pandit Ram Prasad Bismil, Ashfaqullah Khan, Thakur Roshan Singh and Lahri successfully conducted a robbery of British government trasury near the Kakori railway station. On 1925 December 26, 40 persons were arrested in this case. Pandit Ramprasad Bismil, Ashfaqullah Khan, Thakur Roshan Singh, Jagdish and Banarasi were from Shahjahanpur. A British court decided the case on 1927 December 19. Pandit Ramprasad Bismil was hanged in the Gorakhpur prison, Ashfaqullah Khan was hanged in the Faizabad prison, and Thakur Roshan Singh was hanged in the Malaka (Allahabad) prison.
Shahjahanpur made a vital contribution to the freedom movement of 1857. Nana Sahib Peshwa from Bithur, Rani Lakshmi Bai from Jhansi, Shehjade from Delhi, Ahmad Ullah Shah, from Faizabad, and Khan Badahur Khan from Bareilly united here and planned for further actions in the struggle. Unfortunately, Maulvi Ahamad Ullah Shah was killed by British forces in Powayan.
Later Pandit Ramprasad Bismil, Ashfaqullah Khan, and Thakur Roshan Singh made major contributions to the Freedom Movement of India. Under the grouping of HRA, they met and planned for the stability of the freedom movement from Shahjahanpur. Kakori is just 90 kilometers from Shahjahanpur. Pandit Ram Prasad Bismil, Ashfaq and Roshan Singh along with Chandrashekar Azaad, attacked the British revenue here. After Kakori Kand, Bismil and Ashfaq were the first among modern revolutionists to be hanged in Faizabad Jail in 1927. Later Bhagat Singh was also hanged by the British.
After Mahatama Gandhi withdrew his support from the non co-operation movement, Pandit Ramprasad Bismil founded the Hindustan Republic Association i.e. HRA. To implement the plan, and contributions were sought. When contributions were not adequate, robbery became the main fund-raising technique.
On 1925 August 9, Chandra Shekhar Azad, Pandit Ram Prasad Bismil, Ashfaqullah Khan, Thakur Roshan Singh and Lahri successfully conducted a robbery of British government trasury near the Kakori railway station. On 1925 December 26, 40 persons were arrested in this case. Pandit Ramprasad Bismil, Ashfaqullah Khan, Thakur Roshan Singh, Jagdish and Banarasi were from Shahjahanpur. A British court decided the case on 1927 December 19. Pandit Ramprasad Bismil was hanged in the Gorakhpur prison, Ashfaqullah Khan was hanged in the Faizabad prison, and Thakur Roshan Singh was hanged in the Malaka (Allahabad) prison.
Kunwar Jitin Prasad
Kunwar Jitin Prasada (born 29 November 1973) is an Indian politician. He stood for the 2004 Lok Sabha elections on the INC ticket and is currently a Member of Parliament from Shahjahanpur.
Family
Jitin Prasada is the son of vetern Congress leader Kunwar Jitendra Prasada, who was the Vice Presedent of the INC as well as the Political Advisor to two Prime Ministers of India, Late Shri Rajiv Gandhi in 1991 and Late Shri P V Narasimha Rao in 1994.Jitin Prasada hails from a farming family of Shahjahanpur in the state of Uttar Pradesh. His great grand father Shri Jwala Prasada was an Imperial Civil Service officer before independence and grandmother Shrimati Purnima Devi was the niece of Rabindra Nath Tagore. Jitin Prasada’s grandfather Kr. Jyoti Prasada in freedom struggle and the Congress party, he was elected to various legislative and local body positions and mother Kunwarani Pamela Prasada hails from Sikh family of Kapurthala. His mother Kanta Prasada is a Rajput from Himachal Pradesh.He has a sister Kumari Janhavi Prasada, a documentary filmaker and peace educator.
Early Life
Jitin Prasada studied at The Doon School, Dehradun. He did his BCOM(Hons) from the prestigous Sri Ram College of Commerece, Delhi University and then went ton to do his Masters in Business Administration from Indian managemant Institute (IMI), New Delhi. Jitin Prasada worked at DSP Meryll Lynch and then on to BPL Net.
Abhay Singh
Check out “क्या मैं इन्सान नही हूँ ”
कभी-कभी मैं ये सोचता हूँ
क्या मैं इंसान नही हूँ ?
जब मेरी भी दो आँखें है, जब मेरे भी दो हाथ है,
जब मैं भी सोच सकता हूँ, जब मैं भी बोल सकता हूँ,
फिर क्यों लोग मुझे बतलाते है,
क्या मैं इंसान नही हूँ ?
जब मैं भी किसी को चाहता हूँ, जब मेरा दिल भी धड़कता है,
जब मैं भी किसी के लिए रोता हूँ, जब मेरे भी आंसू गिरते है,
जब मुझे भी दर्द होता है, तो क्यों चुप-चाप सब सहता हूँ,
क्या मैं इंसान नही हूँ ?
क्यों लोग मुझे तड़पाते है, दुनिया की इस भीड़ में क्यों तन्हा छोड़ जाते है,
क्यों नही समझते मेरी चाहत को, क्यों वो हमे रुलाते है,
क्यों वो अपनी मजबुरिया आगे लाकर, अक्सर दिल तोड़ जाते है,
कभी-कभी जब मैं रोता हूँ, तो ये सोचने लगता हूँ,
क्या मैं इंसान नही हूँ ?
Check out आप की याद दीपू
जब यूँही कभी बैठे बैठे, कुछ याद अचानक आ जाए,
हर बात से दिल बेजार सा हो, हर चीज़ से दिल घबरा जाए,
हर बात से दिल बेजार सा हो, हर चीज़ से दिल घबरा जाए,
करना भी मुझे कुछ और ही हो, कुछ और ही मुझसे हो जाए,
कुछ और ही सोचूं मैं दिल में, कुछ और ही होंठों पर आए,
ऐसे ही किसी एक लम्हे में चुपके से कभी खामोशी में,
कुछ फूल अचानक खिल जायें, कुछ बीते लम्हे याद आए,
उस वक्त तेरी याद आती है,
जब चांदनी दिल के आँगन में कुछ कहने मुझसे आ जाए,
और खाबीदा से चोक कोई एहसास पे मेरे छ जाए,
जब जुल्फ परेशां चेहरे पर, कुछ और परेशां हो जाए,
जब दर्द भी दिल में होने लगे, और साँस भी बोझल हो जैसे ही,
किसी एक लम्हे में चुपके से कभी खामोशी में,
कुछ फूल अचानक खिल जायें कुछ बीते लम्हे याद आयें,
उस वक्त तेरी याद आती है,
जब शाम ढले चलते चलते मंजिल का न कोई नाम मिले,
हँसता हुआ एक आगाज़ मिले रोता हुआ एक अंजाम मिले,
पलकों के लरजते अश्कों से इस दिलको कोई पैगाम मिले,
और साडी वफाओं के बदले मुझको ही कोई इल्जाम मिले,
ऐसे ही किसी एक लम्हे में चुपकेसे कभी खामोशी में,
कुछ फूल अचानक खिल जायें कुछ बीते लम्हे याद आयें,
उस वक्त तेरी याद आती है,
शिद्दत से तेरी याद आती है..
Check out Shahjahanpur Statistics
Hi,
I want you to take a look at: Shahjahanpur Statistics
| 1 | Total Population (2001 Census) | 2549458 |
| 2 | Rural Population | 2022664 |
| 3 | Urban Population | 526794 |
| 4 | Literacy Rate | 48.79 % |
| 5 | Geographical Area (Km2) | 4575 |
| 6 | Towns | 04 |
| 7 | Development Zones | 15 |
| 8 | Judicial Panchayat | 124 |
| 9 | Gram Sabha | 926 |
| 10 | Villages | 2130 |
| 11 | Municipalities | 3 |
| 12 | Urban Panchayat | 6 |
| 13 | Regional Primary Schools | 1946 |
| 14 | Regional Approved Schools | 408 |
| 15 | Regional Higher Primary Schools | 396 |
| 16 | Approved Junior High School | 133 |
| 17 | Junior High School | 130 |
| 18 | Post Graduate Degree Colleges | 7 |
| 19 | Polytechnic | 1 |
| 20 | I.T.I. | 1 |
| 21 | Allopathic Hospitals | 28 |
| 22 | Ayurvedic Hospitals | 51 |
| 23 | Homeopathic Hospitals | 12 |
| 24 | Unani Hospitals | 6 |
| 25 | Family & Mother and child welfare center | 25 |
| 26 | Family & Mother and child welfare sub-center | 290 |
| 27 | Primary Health Centre | 50 |
| 28 | Eye Hospital | 3 |
| 29 | TB Hospital | 1 |
| 30 | Leprosy Unit | 2 |
| 31 | Urban Health unit | 7 |
| 32 | Veterinary Hospitals | 32 |
| 33 | Railway Stations including Halts | 28 |
| 34 | Police Station | 23 |
| 35 | Post Offices | 291 |
| 36 | Bus Stations including Stops | 142 |
| 37 | Nationalized Bank Branches | 88 |
| 38 | Cinema Halls | 13 |
| 39 | Pure Cultivated Area (hh) | 364 |
| 40 | Pure Irrigated Area (hh) | 351 |
| 41 | Total Irrigated Area (hh) | 552 |
| 42 | Agriculture Production (hmt) (a)Sugarcane (b)Potato (c)Sesame | 2483 76 16 |
| 43 | Main Crops | Rice, Wheat, Groundnuts, Torai |
| 44 | Main Sources of Irrigation (a) Length of Canals (KM) (b) Government Tube wells (c) Private Tube wells | 892 456 88852 |
| 45 | Main Industries | Sugar Mill, Rice Mill, Oil Mill, Flour Mill, Choora Udyog, Paper Industry, Urea Industry Etc. |
| 46 | Main Handicrafts | Carpet Industry and Embroidery |
| 47 | Roads | PWD : 1735 Other : 1345 |
| 48 | Ration Shops | Urban : 224 Rural : 1189 |
| 49 | Doordarshan Tower | 1 |
| 50 | Length of Railway Line | Broad Gauge : 71 Km Meter Gauge : 35 Km |
| 51 | Cooperative Banks | 19 |
| 52 | Cold Storage | 19 |
| 53 | Cooperative Societies | 116 |
| 54 | Small Scale Industries | 1091 |
| 55 | Population Density | 559 |
| 56 | Sex Ratio | 1000 males : 838 females |
Friday, March 20, 2009
Thursday, March 19, 2009
Bharat Eye Bank - Why donate eyes?
Are you ready to gift a life? Become an eye donor today!
Visit the website-http://www.bharateyebank.org/whydonate.shtml
Why donate eyes?
To begin with for a selfish reason; our eyes can live even after our death. Secondly, more importantly, we can light the life of two blind people by donating our eyes after our death. Thirdly, not to mention, eye donation is the noblest of all causes.
Over 90 percent of all cornea transplant operations performed each year successfully restores vision to people suffering from corneal blindness. Donated human eyes and corneal tissue are also used for research and education. How do research and education help the cause, you may ask. This is a very important aspect of the eye donation movement. More than 35,000 eyes are used annually for research and education. Research into glaucoma, retinal disease, complications of diabetes and other sight disorders benefit from donations because many eye problems cannot be simulated and only human eyes can be used. These studies advance the discovery of the causes and effects of specific eye conditions and lead to new treatments and cures.
Other than these, there are a few more compelling reasons why you need to donate your eyes and these include:
1.5% of the population are unnecessarily blind
25% live below the poverty line
2.5 million children are suffering, including those who don't have the correct spectacles
32% are under 15
60% of blind children will not make it to adulthood. A cumulative economic loss to India's GNP of US$11.1 billion
75% live in rural areas
There are 12,000 ophthalmologists in the country but the majorities of them live and work in the urban areas
40% live in rural areas in central & northern India where there is little access to quality eye care services.
To begin with for a selfish reason; our eyes can live even after our death. Secondly, more importantly, we can light the life of two blind people by donating our eyes after our death. Thirdly, not to mention, eye donation is the noblest of all causes.
Over 90 percent of all cornea transplant operations performed each year successfully restores vision to people suffering from corneal blindness. Donated human eyes and corneal tissue are also used for research and education. How do research and education help the cause, you may ask. This is a very important aspect of the eye donation movement. More than 35,000 eyes are used annually for research and education. Research into glaucoma, retinal disease, complications of diabetes and other sight disorders benefit from donations because many eye problems cannot be simulated and only human eyes can be used. These studies advance the discovery of the causes and effects of specific eye conditions and lead to new treatments and cures.
Other than these, there are a few more compelling reasons why you need to donate your eyes and these include:
1.5% of the population are unnecessarily blind
25% live below the poverty line
2.5 million children are suffering, including those who don't have the correct spectacles
32% are under 15
60% of blind children will not make it to adulthood. A cumulative economic loss to India's GNP of US$11.1 billion
75% live in rural areas
There are 12,000 ophthalmologists in the country but the majorities of them live and work in the urban areas
40% live in rural areas in central & northern India where there is little access to quality eye care services.
Or contact me at -+91-9891867196
Sponsor A Child." Your support can make a world of difference!"
An Experience to Cherish...
Child sponsorship is a meaningful and rewarding experience through which one person changes the life of a needy child and the world where he or she lives for the better. One of the most meaningful aspects of child sponsorship is that it is a relationship that can be cherished. It is always wonderful to know that you are changing the life of a little child for the better. Visiting your sponsored child is an altogether exhilarating experience. It is through visits like these that sponsor experience firsthand the joy of one small practical expression of love. It will help you realize that there's more to sponsorship than just sending money.Here are the experiences of some of our sponsors who visited their sponsored children...
The best part of my visit was the moment I saw Sneha, she instantly recognized me and, with great joy, rushed into my arms! This was one of the greatest moments of my life, which I will truly cherish. I am very grateful to God for this. She showed me her drawings and all the Kannada words that she had written. Although we were miles apart, the feeling that shw will always be part of our little family gives us immense joy. Our grateful thanks to World Vision for the privilege of knowing Sneha and her family. We left the place with immense joy and peace, knowing that through World Vision's programmes many lives have been changed. Now, people have better living conditions and access to good literacyprogrammes, better medical facilities and clean water.
Mrs. and Mr.Winston Moses
Child sponsorship is not just about giving some money. It's easy to give money. What matters is the involvement and the relationship. Giving people your time is more difficult than simply giving away your money.
Mrs. Hyma Ramachandran
I wanted this to be the best birthday yet. We were so happy to see Revati who had come to meet us with her mother. She seemed so shy and innocent. I asked Revati what she likes and then gave her the doll I had brought. She was delighted because she is fond of playing with dolls.The happiness and joy on her face was so touching.I was so satisfied with the feedback they gave me as to how the organization works and how they contribute to society by catering to each individual's needs and making them independent so that they can work and earn and live a good healthy life. I then realized how my small help made a big difference to society as a whole.
Mrs. Neelam Raut
It was indeed a great experience to visit Sudha at Perambalur. My family and I were touched by the warm reception we were given by the project people and especially the small kids.There is no doubt that World Vision is doing a great job. We observed great commitment and dedication in all the staff. We are thankful to all of them for their love and affection. The children were very talented and they displayed tremendous self-confidence in whatever they did. Our message to them was "dare to dream and become great men and women"Our visit to Perambalur will serve as a milestone in our life and it has definitely enthused us to work and do more with World Vision India.
Mr. Anil Mathew
World Vision is a Christian humanitarian organisation working to create lasting change in the lives of children, families andcommunities living in poverty and injustice. World Vision serves all people regardless of religion, caste, race, ethnicity or gender.
Child sponsorship is a meaningful and rewarding experience through which one person changes the life of a needy child and the world where he or she lives for the better. One of the most meaningful aspects of child sponsorship is that it is a relationship that can be cherished. It is always wonderful to know that you are changing the life of a little child for the better. Visiting your sponsored child is an altogether exhilarating experience. It is through visits like these that sponsor experience firsthand the joy of one small practical expression of love. It will help you realize that there's more to sponsorship than just sending money.Here are the experiences of some of our sponsors who visited their sponsored children...
The best part of my visit was the moment I saw Sneha, she instantly recognized me and, with great joy, rushed into my arms! This was one of the greatest moments of my life, which I will truly cherish. I am very grateful to God for this. She showed me her drawings and all the Kannada words that she had written. Although we were miles apart, the feeling that shw will always be part of our little family gives us immense joy. Our grateful thanks to World Vision for the privilege of knowing Sneha and her family. We left the place with immense joy and peace, knowing that through World Vision's programmes many lives have been changed. Now, people have better living conditions and access to good literacyprogrammes, better medical facilities and clean water.
Mrs. and Mr.Winston Moses
Child sponsorship is not just about giving some money. It's easy to give money. What matters is the involvement and the relationship. Giving people your time is more difficult than simply giving away your money.
Mrs. Hyma Ramachandran
I wanted this to be the best birthday yet. We were so happy to see Revati who had come to meet us with her mother. She seemed so shy and innocent. I asked Revati what she likes and then gave her the doll I had brought. She was delighted because she is fond of playing with dolls.The happiness and joy on her face was so touching.I was so satisfied with the feedback they gave me as to how the organization works and how they contribute to society by catering to each individual's needs and making them independent so that they can work and earn and live a good healthy life. I then realized how my small help made a big difference to society as a whole.
Mrs. Neelam Raut
It was indeed a great experience to visit Sudha at Perambalur. My family and I were touched by the warm reception we were given by the project people and especially the small kids.There is no doubt that World Vision is doing a great job. We observed great commitment and dedication in all the staff. We are thankful to all of them for their love and affection. The children were very talented and they displayed tremendous self-confidence in whatever they did. Our message to them was "dare to dream and become great men and women"Our visit to Perambalur will serve as a milestone in our life and it has definitely enthused us to work and do more with World Vision India.
Mr. Anil Mathew
World Vision is a Christian humanitarian organisation working to create lasting change in the lives of children, families andcommunities living in poverty and injustice. World Vision serves all people regardless of religion, caste, race, ethnicity or gender.
For More Information visit:-
© World Vision India 16 VOC Main Road, Kodambakkam, Chennai-600 024. Tel.:+91-9891867196
Subscribe to:
Posts (Atom)