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Operations & Finance
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DEBATE OW
The members of CIVIC and
Swabhimana organised an open house
session on Budget 2002-03. The panel
members were Mayor Chandrashekar,
Chairman of the Standing Committee of
Taxation and Finance N.L.Narendra Babu,
Jt.Commissioner of Finance P.K.Srihari,
Special Commissioner S.N.Prasad and
Director of CBPS Vinod Vyasulu.
Jagannath. the President of the Gram
Panchayat in Bellandur said that The
BMP BUDGET 2002 - 03
Karnataka Gram Panchayat Act is for the
good of the citizens. There are several
reasons for corruption, and transparency
in the government is what will bring about
change, he added. Computerization of all
the properties will increase the revenue.
There is ward wise Grama Sabha in villages
that has brought the citizens and the
elected representatives closer and the
Corporation and the Municipal Councils
should adopt similar methods he said. The
revenue statements are presented to the
people of this village regularly and recently
the Grama Sabha panchayati was telecast
live. When we bring transparency into
governance all the other things will
automatically improve, he said.
Mayor Chandrashekar said that the
BMP has taken works, which will make life
easier for the citizens. He said that for the
first time in 24 years BMP had collected
about 50% tax in such a short time. The
citizens’ grievance redressal could be done
through computers. This will bring about
transparency, faster action and
improvement he added. The Mayor said
that the ward works have already started
this year unlike the previous years when
(Contd... Page 5)
ATTN,
JANAAGRAHA: AUTO DRIVER’S VIEW
A conversation started with a 45-year-old auto-driver who resides in J.P.Nagar.He
is an undergraduate and looks ten years younger, having jet-black hair and not a
single wrinkle on his face. As I was caught in the traffic jam, I decided to talk to the
auto driver as the best option to fight boredom.
I asked him if he had studied in a school. He said he is an undergraduate of the late
seventies. "I am 45 years old already and probably the reason why I look younger is
because I am not trying to run with the lime”. Then he also mentioned about the good
old days in Bangalore adding that the living style of people was much more scientific
then.
Impressed with his way of talking, I further asked him about the change that he is
noticing in Bangalore. To my surprise he discussed things that I least expected an auto
driver to know. He said that this change has taken place within the last decade and with
(Contd... Page 5)
READERS
Community participation is widely
acknowledged to be an all powerful
panacea for most issues that dog our
country. The point is: how is this
community participation harnessed and
channelised in a manner that is
p roductive. At Janaagraha, n c are
attempting to adopt a professional
approach to citizens participation.
Janaagraha Times is a window to this
approach.
Information and knowledge ate two of
rhe important elements of successful
communities. JT offer a community
forum for people to discuss, debate and
understand issues that affect them the
most and make informed decisions, in
addition to promoting citizen's
engagement.
Under this positive canopy ofpeople's
campaigns, JT is now coming out in a
new shape and design. There will be lots
new columns, coverages and a constant
endea vour to bring readers participa lion
tn this fortnightly publication.
Please, let us know your reactions and
suggestions for the imporvement of
Janaagraha Times.
Page 2
JANATHA SPEAK
ALL SHOULD INVOLVE
1 heard about Janaagraha movement
eight months ago.
People eagerly Await II Phase
I leel that this campaign would be a
bigger success if all the communities
shared the same goal. It is nice that
something has started. We as
communities should see that the money
we pay, as taxes are used for the upkeep
of our surroundings.
I would love to be a part of this
movement, get to know the authorities
and get my work done. If more people
participate and larger groups are formed.
then even the corporators will listen to
us.
I feel that we should all be involved in
Janaagraha. I will definitely do something
for my area.
Radhika Pai (Home maker)
Koramangala
PULL MORE PEOPLE
I learnt about Janaagraha through
posters and the ads on buses. I feel that
civic awareness is necessary for
everyone irrespective of age. 1 strongly
feel that the youth should participate in
Janaagraha.
The success of Janaagraha depends on
the intensity and acceptance of this
movement by the people and the number
of people involved. We should find some
way of pulling more people together, get
in touch with the authorities and get
things implemented. I would certainly
involve myself in such a movement and
create awareness among my friends.
Priya Ramkumar (Student)
Rajajinagar
INVOLVE THE CORPORATORS
I came to know of Janaagraha when they
came to our area in January. I am very
happy that such a movement is there. 1
believe that Janaagraha will be a success
if the corporators, engineers and the
public co-operate and co-ordinate. This
will improve our city and environment.
We will have better roads and more trees.
Our administration will definitely
improve with Janaagraha. For the citizens
to develop and maintain a relationship
with their corporator and engineers, the
corporator should also have faith in
Janaagraha. She or he should encourage
Janaagraha.
This is a unique movement. More
volunteers, particularly the youngsters,
should participate. They should become
more aware of their environment. The
corporators will also get educated
through this. Janaagraha is like a window
for the corporator to the public.
M.T. Ramaswamy
Reid. Civilian Gazetted Officer. IAF
Member of Kalyannagar Association
Janaagraha has entered its second
phase and the citizens who had
participated in the first phase are eagerly
waiting to participate in this phase and
see their efforts of the 1" phase come to
fruition. New forms have been developed
in the Janaagraha office for the 2"d phase.
In this connection the citizens of ward 7
of the Malleswaram Swabhimana Initiative
met their Corporator Mr. B. Muniraju and
AEE Mr. Sadanand recently discussed
the second phase. The corporator and
AEE were very co-operative and
encouraged the citizens in their mission.
The citizens began the discussion by
asking the AEE the details of the date of
commencement and completion of the
works. The AEE said that no asphalting
works would start during the rainy season.
Only the drain works, like dcsilling. and
repairs can be done when there are no
compacted by vibration. This will be
repeated till the tiles are firmly fixed.
MSI suggested that other departments
who cut roads for some repair should co
ordinate with the engineering department.
They also wanted to know the difference
between
tendering
works
and
departmental engineering works.
Mr. Sadanand explained that in the
departmental works, the works are done
on a schedule of rate without any profit or
loss. In the tendering works the whole
tendering process is involved.
The corporator Muniraju said that the
departmental works gel done faster
because there is no need to go through
the tendering process which could take
one to three months.
MSI wanted the corporator to
co-operate with them and give them the
Interaction between the Corporator, the Asst. Executive
Engineer and Malleswaram Swabhimana Initiative
heavy rains He said that he could get the
details from the EE’s office.
MSI: We may not know the specifications.
We will come to you and you can educate
us on this. We would also like a meeting
of our association members with the
contractors.
AEE: Our work inspectors and gang men
will be there to monitor whether the work
is being done according to specifications
or not. The person from the engineering
department cannot be present at the work
site all the lime. Therefore it is good that
MSI is supervising.
MSI: We have seen that many times the
work done is not to specifications. For
e.g.; the interlocking concrete blocks on
15'h cross-pavement
have started
becoming loose.
The AEE explained the process of fixing
the tiles. First the sand is filled and it is
list of contractors and date of
commencement after getting the work
order.
The corporator sa.J that none of the
other wards had got the work order. Ward
7 is the first ward whose work order has
gone to the committee.
MSI wanted the engineering department
to introduce them to the contractors so
that there arc no problems while monitoring
the works. The corporator and the AEE
agreed to do this and also help them with
filling the forms for the second phase.
From this interaction it is evident that
the citizens of Malleswaram are eager to
get into the second phase and the
corporators and engineers are willing to
help achieve this process of participative
budgeting.
Page 4
frequently
1.
•
•
2.
CAMPAIGN NEWS
asked
questions
How is Janaagraha's Ward Works campaign structured ?
The Ward Works campaign has 3 PHASES: PLANNING, CONTRACTING and IMPLEMENTATION.
These three phases form the full cycle for ward works, one that is repeated every year.
What happened with phase I of the Ward Works campaign?
Phase I of the Ward Works campaign dealt with PLANNING, and ended with the release of Programme of Works
(POW) for each ward
• In phase I, citizens showed outstanding participation in 32 wards. Of these, citizens of 22 wards were happy with
their POW lists. This represents a total of Rs 11 crores out of the overall amount of Rs 50 crores in the BMP's POW
budget for 2002-03.
•
3.
What are the second and third phases about?
PLANNING by itself does not give better roads, footpaths or drains. It only identifies the works.
Phase II is called CONTRACTING. It involves tracking each work in the POW until the issuing of the Work Order,
which allows the contractor to actually begin executing the work
» Phase III is the actual on-the-ground activity by the contractor, and is called IMPLEMENTATION
•
•
•
•
We have not had success in getting our priorities included in the POW. Why do we need to participate?
This is all the more reason to participate in making sure that the ward works budget is being utillized effectively.
Change is not going to take place overnight. Citizen participation is the ONLY answer. The alternative is to live with
the status quo.
•
Can citizens participate in the second and third phase even if they haven't participated in the first?
Yes. The phases are all carved into independant components and desired activities within each phase can be
selected by the resident.
4.
5.
6.
Will the corporator and engineers agree to citizen participation in works?
Yes, provided citizens take the right attitude in approaching them. A collaborative approach aimed at adding value
and minimising the burden on the corporator and engineers will be accepted.
• The Chairman for the Standing Committee for Works has committed to public disclosure of all details related to ward
works.
• Citizen participation will also enhance civic responsibility in maintaining their neighbourhoods, which helps the BMP
•
7.
•
•
8.
Is this work going to be very technical?
Not in the least.
All documents have been carefully detailed and scientifically designed, making the job very easy for the citizen.
How can we get more members of our community to participate?
The simple tools will encourage residents to take ownership of their immediate roads
Extensive feedback indicates that a large number of people want to participate but a) have not yet contacted us
b)
are not sure how to contribute if they don't have a lot of time.
• These structured activities will allow them to participate within their time constraints.
•
•
•
•
How much effort will this require from the citizens?
Between 2 hours/month to 2 hours / week depending upon the responsibility.
Every activity can be designated to residents on a rotational basis.
•
•
How often will we need to review the progress of Works in our ward?
Every month on a set schedule, eg. Every second Saturday of the month between 6 p.m . to 8 p.m.
The venue could be a community school hall.
9.
10.
11.
•
.
OR
What will be Janaagraha's support team role in this?
Every month, as communities provide updated information to the Janaagraha Office (JO), these will be input and
returned as consolidated electronic, easy-to-use documents.
JO will also send summary information from all participating wards every month to the Chairman for Works, the BMP
Commisioner, the EIC and the CEs of all the zones, to keep them abreast of community participation
CONNECTING
Page 3
for Efffciewt Government
Dear reader
Over (he past lew weeks, the Lok Ayukla raids have shown
the seamy side of government functioning, and the possible
misuse of crores of rupees of public money. We have read the
daily papers with some disgust and plenty of alarm, as that familiar
feeling of fatigue creeps over us: how much more, for how much
longer.
However, there is hope for an efficiently-run government.
where everybody wins. Allow me to show you the road-map:
1.
What did the Lok Avuktii raids do? Exposed the misuse of
public money
2.
What did they look for? Accounting statements/ Payment
records I Tender documents
3.
What is the message? Follow the money trail and get
accountability and transparency
4.
Great ,|ob, Lok Ayukta. What next? Lok Ayukla was a shock
to the system. We cannot afford to be repeatedly reminded
about the leakages in our system. We need structural change
so that this does not happen ever again in the future.
5.
Where do we gel this change? Start in the same places where
the Lok Ayukta was looking: accounts, finance
6.
But I care about roads, schools, hospitals. Not accounts. The
only common factor to all the above is money. Follow the
money and you will get transparency. With transparency.
you will get value-for-money. With value-for-money, you will
get better roads, schools and hospitals.
7.
But how do wc change the accounts process? Isn't the whole
system broken? It was. It has taken 30 months and 200,000
man hours to fix it tn the BMP. The city now has the best
financial management system in the world. Thanks to the
BATF for bringing best practices into government. None of
us cared about accounts and book-keeping. Until now.
8.
How can this help us now? Think of the accounts system as
the plumbing in a house. It only works when you open the
taps. Accountability and transparency arc about keeping
the taps of financial information open.
9.
Where do 1 get this information? A new campaign that builds
on this world-class infrastructure within the BMP has been
launched. Called "Building confidence with PROOF", it is
aboul bringing the accountability that we desperately need.
Not once, not irregularly, but all the time. Every quarter. For
the rest of time. The best part is that everyone wins: citizens.
the commissioner and his team, the corporators, and the state
government.
11. OK, so now 1 have this information on a regular basis. What
does it mean? All the following can become a reality:
o World-class roads and street lighting everywhere, not just
on MG Road.
• Good quality education in our corporation schools
o Good quality healthcare in our corporation hospitals
» Dramatically changed living conditions for the poor, and
improvements of the slums
• Believe it or not. there is enough money in the system to do
12.
What is my role in making all this happen? All this can
happen with structured processes for citizen involvement.
From your standpoint, you can:
o Participate in making decisions for the city: which flyovers.
which subways etc.
i
» Feel in control of how the city is managed, and not helpless
any more
Still keep your sense of balance: family, work, entertainment
etc.
13.
Are there any other benefits?
° Bangalore can become the community-capital and the
public-governance capital of our country, even of South
Asia.
• We could set an example for the rest of the state on how
local government can be run efficiently, both in urban and
rural areas.
« Our success can be replicated by enlightened governments
and citizens in other states as well.
» The best part is that most of the hard work of laying the
foundation has already been done.
14.
What is the catch? There is no catch. Just that it is time we
stopped whining aboul the "potential" of our country and
made it happen. Just that there is a time and place for great
things to happen. Just that there isn’t anything that can stop
us from getting there, if we wanted to.
Ramesh Ramanathan
Campaign Co-ordinator
Published by Janaagraha at 198, Nandidurg Road, Jayamahat, •
Bangalore - 560 046 and Printed at Shubhodaya Printers, No.117/78,
Surveyor Street, Basavanagtidi, Bangalore - 560 004, Ph - 6679508.
Editorial Team :'Chandrika Krishna, K. Bheema, C.N. Deepak. Sapna,
H.B. Kulkarni, K.N. Sunil Kumar.
Circulation : Col. Rudra, Prasad.
Communication Adviser: Ishwar Daitota
JANAAGRAHA TIMES
10.
You mean that this can actually happen? Not "actually
happen" but "has actually happened!” No other city in the
country has this combination of supply-side reform and
demand-side mobilisation. It’s time we stopped being cynical.
Phone : 3542381 / 2, 3542977
Fax : 3542966
E-mail : janaagraha@vsnl.net
Read Janaagraha Times on the web at www.voicesforall.org
Page 5
(From Page 1)
HERE AND THERE
QEBATE ©^ MP ®yB)GET 2W2 - 03
the works would be postponed to
successive years. He said that the BMP
has planned several things for Bangalore.
Some ot them are greening of the city by
having gardens and fountains at circles,
building flyovers to ease the traffic, saving
travel time and in turn reduce pollution. He
spoke about having model areas in every
ward. The wards that do not have basic
amenities like drinking water and sanitary
systems would be provided with these he
said. The Mayor said that he would
provide the best footpaths for the citizens
ol Bangalore to walk on. For all this to
happen we need your cooperation he said.
Even for garbage clearance the citizens
have to cooperate.
The citizens expect transparency and
accountability from the govt. But for this
to become a reality the citizens should pay
their taxes and not default on building laws
he said. Mr. Chandrashekar.said that
people do not want to vote. They do not
even know their elected representatives.
He said that the solution does not come
by the citizens using the BMP as a
punching bag. The Palike has many faults
but for improvement the citizens should
cooperate and encourage it he said. He
also said that all the people working in the
Palike are your brothers. If they do
something wrong it is like the citizens have
done it. The problem and the solution both
lie in us. If we see efficiency in us we will
see it in others also he said.
Mr. Ramaswamy said that the Govt.
should make use of all the talent available
for the betterment of the city and the
citizens He stressed on the necessity for
citizens involvement in the budgetary
process.
r.
by RAMAMURTHY
Mr. Narendra Babu spoke in favour of
transparency and mentioned that the
Aarthika Darpana has been released with
that in mind. The second cdilion will follow
shortly. Certain other things have been
done to promote interaction between
citizens and the Govt. Parisara Mitra is one
of them. Midday Meals scheme has been
introduced for schoolchildren. In the
interactive session some citizens
suggested Octroi as a source of revenue.
He said that this was being examined by
the Govt, as it is in existence in Mumbai
and Ahmedabad. The BMP needs
encouragement and suggestions and not
just criticism. He quipped that Bangalore
is like a large family with a lot of children
and low income.
LOKAYUKTA
Lokayukta. Justice N Venkatachala
recently has said that a new Act would
soon be framed to enable the Government
to forfeit illeagal wealth and property
amassed by corrupt officials in the state.
I default on paying municipal
taxes for I’m against individuals
enriching themselves!
(Courtesy - Deccan Herald)
Mr. Srihari in his address said that for
any reform to happen it will lake 5 to 6
years. So the citizens should wait for some
more time since the process started only in
1999. Every expenditure is for a better
quality of life for the people.
Delivering a lecture on the Lokayukta
Act. at Bangalore Advocates Association.
Justice Venkatachala said all property
seized would be forfeited if the charges
against the corrupt officials were proved.
He said on the occasion that Lokayukta
recommended that the state governemenl
dismiss over 100 employees, on whom
corruption charges were made The
governements action would serve as a
lesson to others.
AN AUTO DRIVER’S VIEW
(From Page 1)
liberalization there has been a sea change
in the entire country and Bangalore has
not been an exception. When I asked him
if he is happy with the change he an
swered that he as a person has not been
able to accept the ways of the younger
generation. He said that, we could learn
the good things from the Westerners like
being sincere and hardworking instead
of blindly imitating them. Then I asked if
he has heard something called
JANAAGRAIIA.
Immediately he said “well I know this
andolan might bring good changes in
Bancalore and he continued “ This
andolan is all about citizens like us hav
ing all information related to the demo
cratic decision making and also solving
problems in a participatory method. All
of us should know. How much revenue is
collected, how it is spent and where it is
spent. Who decides to spend it and if the
work is done with the right priority. That
is if construction of a road in the out
skirts is essential or it’s the park inside
the city. It also talks about the Budget,
which is unfortunately the favourite of
the bureaucrats. The budget details
should be known to the public and we
have every right to know about it and
then participate in our own way. There is
a lot of money coming from America and
other places, but is it being spent in the
right manner? So. JANAAGRAIIA is try
ing to bridge this huge gap between the
common citizens like us with the demo
cratic structure of the bureaucracy.
At the end I was a little confused if I
should take his contact address and fi
nally I didn’t.
The conversation took place in Hindi
but all the words like participation, de
mocracy, information rights were all used
by him.
- Vineeta
Too Many Cuts
I live in what is considered a posh area
in Bangalore. This place is 18,h main. 6"'
block Koramangala. It is a beautiful road.
wide with lots of tall trees and beautiful.
large houses. There is a tree park too.
But sadly this road has 7 road cuttings
like the one in the picture I have sent
you. 1 want my city to be very beautiful
and clean. There is no need for road
humps when there are so many road
cuttings.
-Sujata, Kormangala
YOUTH
Page 6
Awareness Can Attract Youth to Janaagraha
Interaction with youth from various sections of the society
Janaagraha has entered its second
phase. In the first, it was seen that only
older people and senior citizens
participated. There was a very small
percentage of youth participation. On May
18, in the discussion on “Deepening
Democracy". RJ of Radio City Suresh
Venkat. pointed this out. Janaagraha
Times wanted to find out why this is so
and interviewed youth from different
sections of society. This is what they had
to say.
JT first went to a slum called Akkiappa
garden in Yeshwantpur and met some
relatively better-educated youth. This
interview was in Tamil and Kannada.
The interview started with Bheema
explaining the campaign to them.
Anand : We will join you in this movement
and work to make our area better.
Elumalai: All of us want to participate.
Mallika : We will definitely participate if
you advise us how to. The young people
have no idea of Janaagraha. And they do
not know how to participate.
Venkatcsan : Many young people here
are not even aware of Janaagraha. We
should create awareness among the
youth. We have to leach them that though
it is the duty of the government to look
after all these works. We should co
operate with the elected representatives
and get our works implemented.
Mallika :When a neighbour is
complaining that the government has not
done anything we should explain to them
that it is our government and that we
should participate in it.
Parveen : I will tell my friends and
neighbours not to fight with the govt.
officials. I will tell them to participate in
Janaagraha and get their road works and
drain works done. It will be good for us to
have good relations with the officials in
our area.
JT : Do you have faith in this movement ?
The answer was a collective yes.
Venkatcsan : We had already taken part
in the first phase.
JT suggested that this is not a once a
year get-together. There should be regular
monthly meetings where people
participate and build a relationship with
their corporators.
Venkatcsan : When we go to the
corporators on our own they will not
respect us. If we have the backing of an
organisation like Janaagraha then the
corporator will listen to us.
JT advised them to meet the area
corporator with other associations in the
ward. They said that they were doing so.
JT : Have you seen the Programme Of
Works list and checked if there are any
works from your area?
If JT helps us get the list we will talk to
the corporator and engineer about them
and inspect the works when they are
implemented.
Venkatcsan : We will Collect more youth
from this area and participate in
Janaagraha. Our prioritized works were not
included in this years POW. Next year more
of us will get together and see that it
happens.
Elumalai : We will go with other
associations to the Janaagraha office and
then to the officials.
NATIONAL COLLEGE
JAYANAGAR
JT: Is civic sense necessary for the youth.
Raghavendra: Definitely.
JT: Would you participate in a movement
like this?
Raghavendra: Being citizens of India and
of Bangalore we have to keep this city
clean.
Mallikarjun : We have to make civic
awareness compulsory. We should go to
every school and college and create
awareness among the people.
Harish : We will definitely participate now
that we know about J.
JT : What was the reason for not being
aware of this campaign?
Harish : There was not enough publicity.
JT : We had put the ads in the papers, on
buses hoardings etc.
MahcshtWe saw them but never
understood what it meant.
JT: How do we make more youth aware of
this and how do we get them to participate?
Raghavendra : We should have meetings
often. Go to all the colleges and speak
about this movement. When people
become aware they will keep their area
clean. You should have big banners put
up.
JT : How do we bring more youth into
this?
Deepak: You should go to the big colleges
and talk to the students, You should have
huge seminars in colleges on Saturdays
or Sundays. You should generate interest
in the people about J. You will get help
and J will grow.
Harish : If you collect the NSS students
you will get more support.
JT : Why is the present day youth not
interested in civic issues?
Raghavendra : 1 am not interested in
cleaning my own room. How will I be
interested in cleanliness outside my
house?
Deepak : We should make it a pan of the
school curriculum. Right from LKG we are
taught that we should keep our
surroundings clean, but it is not taken
seriously. There should be more stress on
this point. We go to different areas to clean
as part of our NSS camp. In two weeks
time all the filth is back.
Raghavendra: When people dirty any area
they should be fined only then will they
realize the importance of cleanliness.
Deepak : Students are not aware of any
movement like this. You can come here and
tell the students about J and the co
operation you require from us.
With this interaction JT came to the
conclusion that it takes some awareness.
training and motivation to make the youth
participate.
PROOF
Public Record of
Operations & Finance
t5|
1
'b
U
. ' Cp|2?S/ PlA<-, VOK-^i.
4
■S-H ^CtL2.
What is PROOF?
'
Format of PROOF
r-crmat of Financial Statements...................................... 4
e. lie Statement
'xpenditure Statement
Statement of Assets
Statement of Liabilities
Developing Performance Indicators.............................. 8
Management Discussion and Analysis.......................... 9
Frequently Asked Questions........................10
Partner Endorsements.................................. 12
“I support the PROOF campaign, and wish it all success
S M Krishna
Chief Minister, Government of Karnataka
what
fe PROOF?
Performance audits and quarterly financial statements are universally
"/ support the PROOF campaign wholeheartedly.
acknowledged as essential mechanisms and criteria of and for
As CEO, I cannot imagine running my
progress. The Corporate sector, the NGO world, CBOs and civil
organization without credible information being
society have not only embraced the concept, but used it as the basis
produced, disseminated and used on a regular
of performance measurment and the springboard of good
governance . Today, we need the Government to practice it, PROOF
• provides this platform. It is about our Government building
basis by all stakeholders: investors, management,
employees, board members as well as thefnaneial
markets. Especially in today s climate, such
confidence with PROOF.
information is more than just about performance,
btuistojjnig confidence in government
If accountability and transparency have become critical benchmarks
it is aboutfundamental institutional integrity.
This is infact one of the reasons why the BATF
for governance in India today, PROOF is a rigorous and systematic
has invested enormous resources and 200,000
vehicle, to root both in terra firma. The Public Report of Operations
manhours over the past 30 months in supporting
and Finance (PROOF) provides a synergistic opportunity for
the BMP to put together a world-classfinancial
government and citizenry to join hands and demonstrate that public
management system called FBAS.
money is being used for public good.
Ultimately,
the payoff is in the social realm, where citizens
Lack of transparency in performance reporting from government
see the benfits.
institutions is a worldwide affliction. On the other side of the coin,
there have been a variety of initiatives across the world which have
With the Ch if Ministers vision, as well as the
harnessed their energies in building mechanisms to promote regular
commitment and dedication of the Mayor and
A and standardised reporting from government institutions. Punching
home the point is the observation of the Governmental Accounting
Standards Board (GASB), which asserts that "Accounting and financial
reporting standards are essential for the efficient and effective
functioning of our democratic system of government". PROOF will
PROOF can be a big part ofthis tranfformation."
what is PROOF
4^ 302, it's
mechanisms will put in place a systematic structure of government
performance reporting along the lines of the private sector. This
could become the centrepiece of improved government performance
and incrementally be substantiated with additional performance
indicators and explanatory statements .
itself. Such an alignment ofpolitical trill,
public-private partnership and professional
competence is veiy rare.
translate this premise into reality.
A 10 month campaign which kicked off on July
Commissioner, the BMP has an unprecedented
window ofopportunity tofundamentally transform
Nandan Nilekani
CEO, Infosys
what
PROOF?
what ss in PROOF
While the contents of the Proof document will gradually become more
"information sharing through disclosure has
standardised, a framework of performance information will be gathered
become the NORM, and more sofinancial
in three crucial areas:
1.Financial Statements of the institution for the period under scrutiny
comprising :
a) Revenue and Expenditure Statement compared to original
Budget figures
b) Indicative Balance Sheet, with detailed information about
disclosures. When corporate and other bodies
are expected to publish theirfinancial results
quarterly there is no reason why government
bodies which deal with revenue collectedfrom
the public should not publish theirfinancial
status quarterly.
current and long terms assets in addition to short and long
term liabilities.
2.
Performance Indicators :
The PROOF campaign is trying to awaken
everyone, and taken to the logical end, this
a) Inputs
would bring results to all stakeholders. I fully
b) Outputs
endorse the campaign."
c)
Efficiency indicators
d)
Explanatory notes
R Thotadri
Management Discussion and Analysis
LIC of India
Managing Director (Retd.)
3.
a) Overall performance
b) Discussion of selected activities
the PROOF campaign
"Starting with the quarter ending June 30th 2002, the campaign is
about the BMP building confidence with quarterly statements of PROOF:
full and accurate performance information to the city's various
stakeholders".
Consequently there will be four quarterly review opportunities. These will take
the shape of public debates and discussions, the first of which will be held in early
August 2002.
Each review by itself will serve as an opportunity to bring financial accountability
and performance into the public space. However, these reviews are also catalysts
in a larger process of bringing government and public closer together. In practical
terms, each review will act as a bench mark and provide the basis to develop,
reshape and accelerate other mechanisms of analysis and participation.
t)
what
fe PROOF?
campaign partners
In order to actualise this process and operationalise the vision, four partners
"PROOF as a campaignforfiscal performance
with different skill sets have subsumed their identities underthe PROOF umbrella.
audit fry the public is truly commendable. This
They are:
will greatly help to promote transparency,
accountability and efficiency in public decisions"
NAME
RATIONALE
1. CENTER FOR BUDGET AND POLICY STUDIES
Performance
Dr. M Govind Rao
Analysis
Director
Institute for Social and
Economic Change
i AFFAIRS CENTRE
Transparency
through Report
pledge
J
y°-sopport
Cards
Community
Awareness &
Communication
GRAHA
Citizen
Mobilization &
Participation
dusion
debate, dialogue and discussion between Citizen and Government
ses both the spirit and process of PROOF. This is an opportunity for the
jild confidence with its various stakeholders in a manner that is open,
le and constantly deepening.
Your participation will both accelerate and enable PROOF to translate its promise
to performance.
For more information, contact us at:
PROOF
198 Nandidurg Road Bangalore 560 046
Tel: 354 2381/ 354 2382/ 354 2977
Fax: 354 2966
proof@vsnl.net
3
format
’PROOF
format of financial statements
"The taxpayers of hangalore city who sustain
REVENUE STATEMENT
Major head of account
Comments
Actuals
on
Budget 2002-03 (2002-03) ’/□Achieved
Performance
QI
the BMP expect not only better results on the
Queries
ground, but also regular reports on performance.
A. Revenue receipts
Al. BMP Own sources
RI
a Property Tax
RI
b. Other taxes
R1
c. Non tax revenues
RI
Fees - Building license fees
PROOF is the answer to this, and I am hopeful
that the BMP will be self-motivated to provide
PROOF. I am glad to leam that this campaign
is actively involved in creating that motivation.".
Fees - Road Cutting charges
Rents from shops and markets
C G Somiah
RI
A2. Government sources
a. Shared taxes with GoK
Former Chairman of the United
c. Other specific grants
Total Revenue Receipts (A1+A2)
■ ..................
Nations Board of Audit
B. Capital Receipts
B1. BMP Own sources
j
a. Improvement charges
R1.R2
b. Sale of assets (Land, markets etc)
R1.R2
c. Other
ri. R2
B2. Government sources
a. MOU/ Rajdhani fund
b. Other specific grants
ri, R2
: B3. Borrowings
a. From Government
b. From HUDCO
C. From KU1DFC
d. From other sources
■ Total Capital Receipts
C. Fiduciary Receipts
j
Cl. Deposits
RI
C2. Cesses
R1
C3. Taxes
RI
C4. Other fiduciary sources
• Total Fiduciary Receipts
; GRAND TOTAL OF RECEIPTS
Former Comptroller and Auditor
General of India, Govt of India
b. Finance Commission grants from GoK
RI
.
...
R1 - Which are the key items of receipts; how did they fare versus your budget planwhere did we do better, where did we do worse; what specific ideas are you ’
adopting to change this in the next 3/6/9 months before the year ends? *
R2 - If we are getting funds from capital receipts like sale of assets or improvement
charges etc; do we spend these funds on capital expenditures’ As an examole
how do we ensure that improvement charges get spent on the areas from which
the funds were collected?
format
- PROOF
"PROOF is a step towards making people know
EXPENDITURE STATEMENT
Major head of acount
Budget 2002-03
1
Actuals
(2002-03)
QI
. Comments
1 Queries
on
| Performance
how their money is being spent. And therefore,
it is welcome."
A. Revenue expenditure
A1. Salaries and Allowances
E1
A2. Pension
El
A3. Interest on borrowings
E1, E2
A4. Maintenance & Repairs
El
Chiranjiv Singh
Principal Secretary, Finance
Government of Karnataka
a. Buildings
j
b. Vehicles
c. Engineering (roads/ drains maintenance etc.)
E3
d. Others
A5. Other Revenue Expenditure
El
TOTAL REVENUE EXPENDITURE
B. CAPITAL EXPENDITURE
B1. Buildings
E1, E4
B2. Furniture and Fixtures
El, E4
B3. Machinery and Equipment
El. E4
B4. Ward Works (roads/ drains construction etc.)
E1.E3
B5. Comprehensive Development of the city
. B6. Slum Development
E1, E4
El, E5
B7. Solid Waste Management
El, E4
B8. Commercial Complexes
El, E4
B9. Prindal repayment of borrowings
E1, E2
BIO. Other Capital Expenditure
El
TOTAL CAPITAL EXPENDITURE
1 C. FIDUCIARY EXPENDITURE
Cl. Deposits
El
C2. Cesses
El
C3. Taxes
El
C4. Other Fiduciary Expenditure
El
TOTAL FIDUCIARY EXPENDITURE
El
GRAND TOTAL OF EXPENDITURE
E1 - Which are the key items of expenditure; how did they fare versus your budget
plan; where did we do better, where did we do worse; what specific ideas are
you adopting to change this in the next 3/6/9 months before the year ends?
E2 - We had taken out the Municipal Bonds a few years ago. Can you give us some
details about the status of these bonds, and the usage of funds: what was the
original usage, versus actual usage?
E3 - What is the total expenditure incurred on Storm Water Drains? How much of
this is capital expenditure, and how much was spent on maintenance and
desilting?
E4 - Please provide some details on major capital expenditures being incurred this
year. How much has been spent, and what are the additional expenditures in
these areas for the remainder of the financial year?
E5 - In the area of Slum Development, what kinds of activities have been taken up?
What is the proposed expenditure for the rest of the year?
5
format
PROOF
"I endorse the PROOF campaign.
STATE MENT OF ASS ETS
ForQ1
As on 30/06/2002
List of Major Assets
Number
As an NCO, Myrada tries its best tofulfill its
Income
Value
A. Fixed Assets
Queries
Expenditure
a. Land
______ _ A1.A2
b. Land (leased out)
A1, A2, A3
c Buildings used by BMP
s
(
A1
........ "
Al, A3
e. Infrastructure assets
Mission with passion and professionalism; the
latter demands respectfor adequate and
acceptable organizational andfinancial
management systems and indicators of
performance. Without professionalism, passion
only makes news, and is often counter
f. Other fixed assets (furniture, machinery etc.)
productive. '
B. Investments
C. Current Assets
Aloysius Fernandez
a. Receivables
property / other taxes
Executive Director
other receivables
b. Advances
■
Myrada
to contractors
to employees
c. Cash and bank balances
Oj
Al - We know that the BMP owns several properties in the city. Can you give us a
list of these properties? Have you valued these? How are you managing these
assets, so that they stay valuable for the BMP?
A2 - Are you planning to convert any of these properties into revenue opportunities
for the BMP? If so, how will you do this: by selling the property outright, or
doing a joint-venture? How do you make these decisions so that the BMP gets
the best value? How will you ensure that there is transparency in these decisions?
What will you do in the next 3/6/9 months?
A3 - What are the commercial activities of the BMP?
• What is the total value of all BMP's commercial properties?
• How much money are we spending on building new commercial properties?
• How much money are we spending on maintaining existing properties?
• Since these are commercial properties, are we making a profit on managing
these assets? If so, what are we doing with the profits? If not, why not; what
are you doing to convert these into profitable propositions in the next 3/6/9
months?
• As one example, we understand that the Public Utility Building is a BMP asset;
what rent do we get from this building? what are our expenditures for this
building?
• Why is the BMP undertaking commercial activities? Is there surplus money in
the institution? Is this an obligatory activity of the BMP? Will we continue to
undertake commercial activities in the future?
A4 - What is the total area and number of pieces of land that BMP has leased out?
What are the purposes for which these lands are leased? How are these decisions
made? Are these optimal decisions? If so, how do you say so? If not, how will
these decisions be rectified and what specific action is being planned over the
next 3/6/9 months?
'))
format
“PROOF
"We support the PROOF campaign.
STATEMENT OF LIAB I LITIES
As our contrbution to the campaign s success,
List of Major Liabilities
'
As on 30.06.2002
Dues Q1
Queries
we are happy to organize a seminar at our
1. Specific Grants
LI
premises to help the Corporators and Department
officials of the BMP read and understandfinancial
b. From State Government
LI
C. From others
LI
and other disclosure statements neededfor
L3
fostering greater transprency and accountability.'
2. Loans
L1.L2
b. HUDCO
LI, L2
C KUIDFC
L1, L2
K S Madhava Murthy
d. Others
LI
Chairman
Bangalore Branch of SIRC
3. Current Liabilities
The Institute of Chartered Accountants
a. Dues to Contractors
b. Dues to Suppliers
of India
c. Other liabilities
____________1
d. Cesses & Taxes to Govt
Vinay Bruthyunjaya
Regional Council Member
c ASH BALANCE
Opening Balance as on 1st April 2002
+ (Total Receipts during Qt, 2002-03)
Bangalore Branch of SIRC
The Institute of Chartered Accountants
of India
- (Total Expenditures during QI, 2002-03)
Closing Balance as on 30th June 2002
LI - How many years are left for repayment of the various loans or grants, either
to Government or to HUDCO, KUIDFC etc?
L2 - How does the BMP decide on loan financing of projects? Since these loans have
interest payments, do the assets being created have to generate cash flows to
pay back for the loans, or do these repayments come from other sources?
L3 - Is the BMP considering raising more debt in the next 3/6/9months. If so, what
are these loans for, what are the details of such loans (interest rate, duration
etc.), and how is the BMP intending to pay back the loans?
7
developing performance indicators
Specific Performance Indicators (PI) are not yet developed. Although such performance measures are required, they
need to be developed over time, in areas of concern to the citizens as well as the Management of the BMP. The items
mentioned below are broad questions related to performance measurement, intended to begin the process of identifying
topics and areas of interest.
Pl-1: EDUCATION
• How much money is spent on the education department?
• How many students do we have in corporation schools; how many schools do we have?
• Is the cost per student that we spend every year reasonable for the quality of education that is provided?
• If so, how do you determine this; if not, what are you going to do about it?
• Which are your best-performing and worst-performing schools?
• What kinds of performance measures do you think are appropriate for this department?
PI-2: HEALTH
• How many dispensaries and hospitals do we have?
• How much money is spent on the hospitals and dispensaries that we have?
• How many in-patients and outpatients does the BMP treat?
• Is there any measure of cost/outpatient, or cost/inpatient/day that has been evolved?
• What kinds of performance measures do you think are appropriate for this department?
• Which are your best-and worst-performing dispensaries and hospitals?
PI-3: HORTICULTURE
• How many nurseries does the BMP own?
• How much land does this occupy?
• Is horticulture considered to be a revenue-generating activity for the BMP, or an obligatory function?
• How much revenue does this department generate?
• Is this sufficient for the land that it possesses; if so, why do you state this; if not, what are the plans over
the next 3/6/9 months?
• What kinds of performance measures do you think are appropriate for this department?
Pl-4: ENGINEERING
. How many works (number and total value) are currently under way in the Engineering department, and
which years do these works belong to?
. How many works (number and tota! value) will spillover Into next year, and what are the causes for such
spillover works?
• How many of these works are maintenance in nature and
™
nature, and how many would you classify as long-term capital
expenditure?
. What kinds of performance measures do you think are appropriate for this department
Management Discussion and Analysis?
format
“'PROOF
management discussion and analysis
This section is left open for Management to provide additional qualitative information on various aspects of their
choice. As an example, these items could relate to:
• Management Priorities for the first 3 months, and for the next 3/6/9 months in this financial year
• Key challenges that arose during the past 3 months, and issues related to these challenges
• Human Resource Development discussion
• Any other strategic or operating items
J
frequently
asked
..
questions
1. With all the problems being faced by the corporate sector (like Enron etc.), how can these disclosure norms
be considered "Best Practices"?
Disclosure by itself is not a sufficient condition for good governance, either in government institutions or
in the private sector. However, the disclosure of accurate and timely information is a necessary condition
for good governance. Without disclosure, there cannot be good governance. The problems of the private
sector only show that better quality information needs to be disclosed, and that all stakeholders must examine
such information more carefully.
2.
Why do we need PROOF when there is already the Budget?
The Budget serves the purpose of a planning instrument, which is very important. We also need stakeholders
to engage on issues of performance, over the course of the year
3.
Will this not put additional pressure on the BMP to generate all this information?
The financial data in PROOF is being asked for in a standard format. The BMP Management is probably
already using such information to run the organisation efficiently. Emerging global standards of government
financial disclosure are also in line with PROOF
The BMP and BATF have invested over 200,000 manhours in building a world-class financial management
system, so generating this information should not pose much difficulty
4.
What are the legal requirements for the dissemination of such information?
• Karnataka Municipal Corporations Act (KMC Act), Schedule III -1 (3): "The account books of the Corporation
shall be open without charge to inspection by any person who pays tax to the Corporation or his authorised
agent on any day or days in each month to be fixed by the Corporation"
• KMC Act, Schedule I -Rule 4: "At an ordinary meeting held in each of the months of April, June, August,
October, December and February, the Mayor shall place before the corporation a statement of receipts
and disbursements on account of the Corporation fund from the close of the last preceding year up to
the close of the month before that in which the meeting takes place."
• KMC Act, Section 61-A-(e): " The Standing Committee for Accounts shall deal with all matters relating to Accounts and Audit."
• KMC Act, Section 61-A-3(a)(b): "The Standing Committee..may conduct a monthly audit of the Corporation
accounts and shall be bound to check the monthly abstract of receipts and disbursements for the preceding
month as furnished by the Commissioner."
• KMC Act, 9(2)-Part II- Schedule IX: The Commissioner shall make ready the annual accounts and registers
and produce them before the auditor for scrutiny not later than the first day of October in the year
succeeding that to which such accounts and registers relate."
• KMC Act, 12-Part-Schedule IX. The auditor shall submit to the standing committee for taxation and finance
a final statement of the audit and duplicate thereof to the government within a period of three months
from the end of the financial year or within such period as the government may notify."
• These are some of the provisions. There are other provisions dealing with the powers of the Standing
Committee for Taxation and Finance, as well as those of the Chief Auditor
frequently
asked
5.
questions
How will the Performance Indicators be created?
These indicators have to be evolved over a period of time, with discussion between the BMP and various
stakeholders so that the appropriate Performance Indicators are created, for example, for roadworks, SWM.
The list of questions currently being asked in the section on Performance Indicators only begin the process
of public participation in the area of performance measurement.
6.
How can the public participate in the information that is disseminated through the PROOF documents?
There will be a public debate held every quarter. These public debates will be around the PROOF information
that is disseminated by the BMP. These debates are specifically meant to trigger larger public discussion
about the key issues arising out of the quarterly performance of the BMP.
7.
Once the BMP releases PROOF, how can the average citizen understand the documents?
The PROOF format itself is quite simple to understand. The financial statements are extremely simple and
straightforward, and presented in a standardised format.
The benefit of using standardised disclosure formats is that there are many who know how to interpret
them: Chartered Accountants, financial analysts, NGOs, students etc.
These skills are already in the communities, and can be used to have grassroot discussion sessions about
PROOF.
Training programmes to understand PROOF will be held, to create a greater awareness of such documents.
In addition to the 4 partners of the campaign, the Institute of Chartered Accountants has offered to conduct
such training programmes for interested persons.
8.
How frequently will the PROOF documents be released, and how frequently will the public debates be held?
The Campaign for PROOF is to obtain these documents on a quarterly basis. The Public Debates will also
be held every quarter.
The first public debate will be held around the 15th of August, for the discussion of the First Quarter's
performance of the BMP in the financial year 2002-03.
Subsequent Public Debates will be announced in advance, to ensure maximum participation from the various
stakeholders in the city.
endorsements
C B P S
Centre for Budget and Policy Studies
Dr. Vinod Vyasulu
Director
The Centre for Budget and Policy Studies, Bangalore was established in 1998 by a
group of professionals based in different institutions. The mission of the Centre is to
contribute through research to contemporary debates around issues of poverty,
employment, environment, gender etc. The Centre believes that both economic
growth and equity are essential for all round development, and that it is also essential
to work at the local levels. Therefore, in its work, the Centre has begun with an
analysis of budgets. A budget is a promise made by an elected government to the
people who have given it its mandate. Has the government a followed policies in line
with its promises? Has money allocated been spent? If not, why not? Has the money
required been raised by equitable or regressive tax policies? These are all matters that
impact on the daily lives of ordinary people. Budgets tend to be long and technical
documents. It often needs economists and accountants to act as intermediaries to
make the numbers understandable to the ordinary citizen. This is a task CBPS has
taken on.
CBPS is privilege to work with its distinguished partners in the PROOF campaign.
The Public Affairs Centre is well known for its work, including the innovative Report
Cards on citizen satisfaction with civic services. Voices is a well known organisation
concerned with democratising the media and both reaching, and giving voice to, the
views of the poor. Janaagraha has just completed a campaign in which citizens were
encouraged and enables to interact with their elected corporators in a joint endeavour
to include locally important works into the ward works to be taken up by the city
corporation. Together, we can make the Proof campaign a worthy successor of what
each has already accomplished- and take the exercise to a higher level.
Proof is about building confidence. The BMP offers a Public Report Of Operations
and Finances on a quarterly basis over the next four quarters which will enable
citizens to to understand how things are working. How arc projects taken up? How
well are taxes being collected? What problems does die BMP face, and what can
citizens do to help? The potential is great.
If all of us are to contribute to a better Bangalore, we all have to take some
responsibility for how our city develops. The BMP is the prime agency to lead this
task, but without our help it may not be able to achieve all it should The Proof
campaign is a small beginning to make things better by working together.
1C, S.V. Complex, 1st Floor, 55
Phone: + +91-80-6522327
K.R.Road, Basavangudi, Bangalore-560004. India
Fax : + +91-80-6618401 email:cbps@vsnl.com
partner,
endorsements
B Janaa^raha ITeam up -for a Better Bangalore I
PROOF and Janaagraha
When Janaagraha was launched last December, it was with the singular focus of bringing
the voice of the citizen into the decision-making process of government.
Our first campaign of ward works budgeting has completed its first phase, and is
continuing into the second phase of participation in implementation of these works.
0
We believe that PROOF is a remarkable opportunity to create a platform for citizen
engagement. Information that comes out of the PROOF documents will only be the first
step. By itself, this information is passive, inert. It needs to come alive with
participation, internalisation and ownership by the citizens in their neighbourhoods.
Our vision for how this will work is that the PROOF documents act as a catalyst for the
average citizen to engage more, get a firmer comprehension ofhow-in this case - their
local BMP government works, and then take the next step: ask the question. "What does
this mean in my ward, my locality?” This will in turn spur more disaggregated analysis
and debate.
o
Another important aspect of PROOF are the Performance Indicators: financial data is a
necessary condition to understand an institution. It is not a sufficient condition, however.
This financial data needs to be supplemented by performance data. How well is the BMP
doing in delivering primary education services to the children in corporation schools?
How efficiently are the hospitals and dispensaries running? These are important
questions, but require careful deliberation before the right parameters of performance can
be evolved.
Our view in Janaagraha is that these perfonnance indicators cannot be developed in a
vacuum; they need to evolve t hrough debate and discussion. Let the people participate in
determining which areas need to be prioritised in tire development of performance
indicators - after all there are hundreds of potential metrics. Then let there be discussion
on what these performance indicators ought to be. These could take several iterations,
but (he body of knowledge will only grow, and the spaces for engagement will only
become more robust.
In summary therefore, Janaagraha is a partner to the PROOF campaign because we
believe that this marks a radical departure to the mindset of the past: with regular,
standardised information, public engagement can become a reality in tangible terms.
Of course, there will be many obstacles. That is part of change. All we can ask for is to
be, in the words of Richard Hofstader, "a thorn in the side of complacency."
Ramesh Ramanathan
Campaign Coordinator
198, Nandidurg Road. Bangalore 560046
Phone. 080 - 354 2381, 354 2382, 333 0668
email: janaagraha@vsnl.net
13
partner,
endorsements
578,16th B Main, 3rd Cross, 3rd Block
Koramangala, Bangalore 560 034, India.
PUBLIC AFFAIRS CENTRE Tel / Fax : (080) 5537260/3467, 5520246/5452/53
E-mail: pacindia@vsnl.com
PROOF: A Campaign for Tranaparent Governance
The Public Affairs Centre's mission, to improve the quality of governance in India
by strengthening civil society, draws heavily on the power of informed choice and
action by citizens. Its work on Citizen Report Cards, campaigns for electoral
transparency, promoting Self-Assessment of Property Taxes, and demystifying
municipal budgets are a testament to its commitment to make information a basis
of informed action. "PROOF" is a continuation of this effort. It offers PAG the
platform to tie together all the different elements of its work in Bangalore, and be
a partner in an effort that builds on the commitment of citizens and institutions in
Bangalore, to make a different where it matters most.
PROOF is a lot more than another advocacy campaign for PAC. It is an
opportunity to work with four dimensions of citizen - state interaction (Four D's)
that are vital to good governance, namely:
• Meaningful and sustained "disclosure" of information that empowers elected
representatives and citizens
• Providing a piaffomm for meaningful "dialogue" among stakeholders
• Facilitating active citizenship that can "debate" local issues
• Setting agendas based on long term "direction" beyond short term issues.
This first PROOF campaign, for 10 months, is a period for deliberate reflection
and systematic action by PAC and its partners. For the Centre, it is a reiteration
of it's commitment to pursue the goal of facilitating informed action by citizens
while interacting with the state, and has a meaning beyond the immediate results
to be achieved in 10 months.
This campaign is not a stand-alone effort. It builds on the upsurge in civic
consciousness and citizen action as well as the tremendous effort made by the
BMP to reach out to residents of Bangalore. Hence, it is an effort that draws in
citizens, civil society institutions and city government of Bangalore to expand the
scope for active participation and partnership, on a continuing basis.
PROOF is also about the spirit of Bangalore, its citizens and city government.
Which is why the city is home to some of the best-known recent initiatives in
participatory urban governance. To PAC, this campaign is an opportunity to
consolidate the pioneering work by its citizens and institutions, and hold out a
model that others, from all parts of the world, can learn from Bangalore.
July 4, 2002
Samuel Paul
Chairman
partner,
endorsements
a unit of Madhyam Communications
165. first Ffcor 9th Cross. 1st Stage.
Indranagar, Bangalore - 560 038.
Telephone 91 -60-5213902/5213903
Fax 91-80-5213901
E-rnaJ voices@vsnl.com
WA.voicesforaH org
July 4th 2002
Access has been universally acknowledged as a critical ingredient for change and
participation . As an organisation committed to democratisation of the media, VOICES
has directed its efforts towards developing and strengthening community media
mechanisms that not only inform but also accelerate the pace of community participation
in governance . These mechanisms, as amply demostrated by the first campaign of
Janaagraha, confirm that community communications arc critical catalysts for dialogue,
discussion and debate . VOICES efforts with poor farmergroups in Budhikote village,
Kolar, in partnership with MYRADA is another example of community engagement in
local media. It is also part of a larger process of advocacy and lobbying underscoring the
need for community radio in a country that remains to straddle the literacy gap.
The MKSS and Aruna Roy's efforts in Rajasthan have endorsed exactly why the Right
to Information in not just about rights, but also about responsibilities . If community
participation is at the bedrock of its effort, community communications have been a
vital enabling agent which has taken the process forward . The Jan Sunwais (Public
Hearings) employed by MKSS is a case in point.
P.R.O.O.E comes at a point when transparency and accountability have assumed crucial
significance in governance . The news today which describes the doublespeak about
the roads at K.R. Puram underlines its relevance . By using quarterly financial
statements as its peg P.R O.O.E articulates universally accepted benchmarks for
progress . It provides a powerful opportunity for government and citizenry’ to join hands
and collctively strengthen governance . Along with the other partners, VOICES will
work through a range of media, to disseminate relevant information and strive to ensure
that community voices take primacy . This process will affirm that P.R.O.O.F is not only
a matter of questions, but also a question of answers.
Ashish Sen
Director
VOICES
15
c Gs'U-—a — 5i'/^
p^-^p
PROOF
Public Record of
Operations & Finance
AGENDA FOR PUBLIC DEBATE #1
TIME
EVENT
(Moderator: Eashwar Daitota)
10:45
INTRODUCTION TO PROOF
Ramesh Ramanathan, Janaagraha
10:55
ANALYSIS OF BMP’S FINANCIAL STATEMENTS
Vinod Vyasulu, Centre for Budget and Policy Studies
11:15
THE PRIVATE SECTOR AND DISCLOSURE
K Prabhakar, KPMG
11:30
VOICES FROM THE YOUTH '
J\
Zebaish Hirji and Sameer Saran, NLSIU
11:45
PROOF: UNLEASHING THE POWER OF PARTNERSHIP
Nandan Nilekani, Chairman BATF & CEO Infosys
12:00
OPEN HOUSE. TOPIC: ‘TAKING PROOF FORWARD.
WHAT IS MY ROLE?”
Moderators: Samuel Paul, Public Affairs Centre &
Eashwar Daitota
1:00
VOTE OF THANKS
Ashish Sen, Voices
1:10-2:00
LUNCH
Note:
so
Please take down notes in the book titled "PROOF" that you received at
sign-in. there are pages at the backfor note-taking. Please also use
these to jot down points that you would like to make during the open
house session.
"
APPENDIX 1:FORMAT OF FINANCIAL STATEMENTS
__________________________________ '
Major head of account
A; revenue^receipts^ k
Al. BMP Own Sources
a. Property Tai: ‘X>3Xx "I
&I t
P'*-1__________________ (7?s. In Lakbs)
Budget 2002-03
Actuals for
Quartet'Cnding
Jun 30th
19,000.00
8,242.87
321.00
36.57
Specific
queries
Comments on
. Performance
Rl
b. Other tax cs
Rl
u
Rl
Rl
c. Non lax Revenues
1.
■
Fees - Building license fees
2.
Fees - Road Cutting charges
3.
Rent from shops N markets
A2. Government sources
a. Shared taxes with GoK SaAot*® ■f-
245.00
41.77
732.00
665.00
173.31
12.20
r.
Rl
3,200.00
10,000.00
1,280.00
1). I'inancc Commission grams from GoK
c. Other specific grams
i. Election Grants
Surcharge on Stamp Duly
i 2-
I $. t .TT~
470.67
25.00 ] JKwi,
3
it. Family \V< lfare _Gra.iJ.ts
21.70 j
iii. MLA (Iranis
—
iv. MP Grants
A3. Others
TOTAL. REVENUE RECEIPTS (A1-I-A2)
18.22
14,585.72
715.65
50,028.72
9,779.16
Sv. A
B CAPITAL RECEIPTS
Rl. R2
Bl. BMP Own Sources
a. Improvement Charges
b. Sale of Assets (Land, markets etc) 'aJX C
c. (llhers
3,500.00
416.13
7,930.00
-
-
Rl, R2
Rl, R2
1
B2. Government Sources
a. MoU/ Rajdhani I'und - 4^^
/ ffiTYS
b. Other specific grants
B3. Borrowings
Rl, R2
10,418.61
-
Rl, R2
-
a. From Government
b. From 1 IU1 X’.O
2,984.00 1
c. From KU1DFC
8,202.00
-
-
d. From Other sources
c. Joint Loans from 1IIJDCC) 1 KLHDF'C
TOTAL CAPITAL. RECEIPTS
C FIDUCIARY RECEIPTS .
&J■
21.20
2,896.00
35,930.61
■
•
416.13
■_.•••' T.
Cl Deposits
1,391.00
371.87
Rl
C2 Cesses
5,890.10
2,737.86
Rl
C3. Taxes
900.65
432.42
Rl
C l. Other Fiduciary sources
750.35
615.38
8,932.10
, 4,157.53
TOTAL FIDUCIARY RECEIPTS
[GRAND TOTAL OF receipts"
; E;?4;891:43y|^,^14;352’82i]~yS
Rl
________
APPENDIX 1: FORMAT OP FINANCIAL STATEMENTS
(7?s. In Lakhs)
-u
EXPENDITURE
Budget 2002-03
Major head of account
A. REVENUE EXPENDITURE
Actuals for
Quarter ending
Jun 30th
Specific
queries
Comments on
Performance
<1< •
■12,739.62
A 1. Salaries and Allowances
2,850.00
A2. Pension
'
3,150.70
El
785.91
El
4,260.07
650.00
a. 1 (inklings
2,145.62
54.55
b. Vehicles
1,189.38
A3. Interest on borrowings
&~J-'
A4. Maintenance & Repairs
p
....
El, E2
El
39.35-
c. Engineering (roads/ drains maintenance etc.)
303.03
d. Others
233.27
A5 Other Revenue Expenditures
4,368.11
380.40
A 6 Garbage Cleaning 1 Expenses
3,000.00
690.89
6,288.10
30,552.80
TOTAL REVENUE EXPENDITURE
15. CAPITAL EXPENDITURE
'
El
\ CWcND ?
'■
1,648.94
B1. Buildings
E3
,
-I-
350.82
El, E4
50.00
4.24
El, E4
B.3. Machinery and Equipment
Bl Ward Works (roads/ drain1: < oir;liii< lion etc.)
100.00
19,94 1.81
298.65
3,658.30
El. E4
El, E3
B5. Comprehensive Development <»l the eiiy'~1uJ'
10,711.11
96.00
B2. Furniture anti fixtures
B6. Slum Development
7 vP'-'-t,'r-' '
B7. Solid Waste Management
1,370.00
7
158. Commercial Complexes
B9. Principal repayment of borrowings '-'t'
B II). ()lher Capital 1 •'xpsndimrc
TOTAL CAPITAL EXPENDD1TURE
5,938.30
20,625.00
;1✓
U i..-
. , E4, E5
-
El, E4
161.88
A" ■ -
El, E4
C. FIDUCIARY EXPENDITURE loMNwtC .aEr. :T.' 4^,4.^
C2 Cesses
..Lwijwpw 'TfYCi
C3. Taxes
C l. Other Fiduciary expenditure
TOTAL FIDUCIARY EXPENDITURE
[GRAND TOTAL OP EXPENDITURE
|
El, E2
■*
2,995.27 Waler Supply
7,565.16
60,385.16
Cl Deposits
El, E4
-
1i1
w
T
El
1,418.51
314.25
3,170.74
-
El
901.82
696.76
E1
785.19
438.28
El
6,276.26
1,449.29
El
97,214.22. |
.-15,302,55 p:YW..
-
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PROOF
Bangalore Mahanagara Palike
Q1, 2002-03
PROOF
QI 2002-03
Major head of account
A. Revenue receipts
Budget 2002-03
Actuals
(2002-03)
QI
?
’ .
B 11
ME NT
REV.E'h U E
Queries
a. Property Tax
19,000.00
8.942.87
R1
b. Other taxes
321.00
3637
R1
245.00
41.77
Fees - Road cutting charges
732.00
173.31
Rents from shops and markets
665.00
1220
a. Shared taxes with GoK
3200.00
1,208.40
b. finance Comission grants from GoK
10,000.00
1,362.67
c. Other specific grants
1,280.00
X
i. Election Grants
X
25.00
ii. Family Wefirc Grants
X
21.20
iii. M_A Grants
X
21.70
c. bion Tax Revenues
R1
Fees - Building license fees
A3. Others.
'<1
■
B. Capital Receipts
x Ri
rv. M3 Grants
mm
1822
•A
715.65’
.............
B I^B^Owh'.Sou
a. Improvement Charges
3.5OO.OO
416.13
R1. R2
b. Sale of Assets (Land, markets etc)
7,930.00
X
R1. R2
X
X
10.418.61
2.000.00
c. Other
B2. Government Sources
■ •
•
a. htoU/ Rajdhani Fund
b. Other specific grants
-
X
X
b. From HUDCO
2,984.00
X
c. From KUIDFC
8.202.00
X
X
X
1896.00
X
a. From Government
d. From Other sources
e.Joint loans from HUDCO/ KUIDFC
i
X
B X’^Borrbwings
- 7>R1<R2
1
1
i
1
Total -Capital Redepts
C. Fiduciary Receipts
!
Cl. Deposits
I.39I.OO
371.87
Ri
Cl Cesses
S.890.10
2,737.86
R1
1
C3. Taxes
900.65
432.42
R1
(
|
C4. Oher Fiduciary sources
75035
615.38
R1
Total Fiduciary Receipts
8.932.10
4.15733
ad
GRAND ;T OTAL OF RECEIPTS -
Note:* X * - Information not provided
d.. ^-i94.89IJ43-
-19.15322'
PROOF
QI 2002-03
Rl - Which are the key items of receipts; how did they fare
versus your budget plan; where did we do better, where
did we do worse; what specific ideas are you adopting
to change this in the next 3lfit3 months before the year
ends
The key item of receipt of BMP continuous to be property
taxes. Subject to reconciliation the collection up to
30-6-2002 for the first three month of the Financial year 02-03.
is Rs.89.42 crores. Compare to the same period last year the
improvement in collection is to the tune of Rs. 14 crore. In the
next quarter the efforts will be made to step up collections
from arrears khata drive, and collection from' newly added
areas
R2 - If we are getting funds from capital receipts IBc sale of
assets or improvement charges etc, do we spend these
funds on capital expenditures? As an example, how do
we ensure that improvement charges get spent on the
areas from which the funds were collected
The capital receipt in general are spent on capital expenditure.
The collections under the improvement charges are applied in
improving the basic infrastructure of the area such as water
suppfy.UGD.RSD and Roads.The provisions under the KMC
Act stipulate that an estimate to provide basic infrastructure
requires to be made and apportioned to number of house
holds coming under that area which can be collected as
improvement charges per house hold. It has been the
experience of BMP that such an attempt results in the charges
to the tune of Rs. 200/- per square yard. BMP however
collects Rs. 100 per square yard from each house hold in such
area and in slums a nominal charge of Rs.SOO from an house
hold is being collected.
The provision of KMC Act and orders of the Government
require that BMP shall maintain sinking fund — to service the
debts the borrowed for improving the infrastructure receipts
from sale of assets requires to be credited, into such account.
PROOF
QI 2002-03
EXPENDITURE STATE M ENT
Major head of acount
|
Budget 2002-03
Actuals
(2002-03)
QI
Queries
M-
A. Revenue exp enditure:tSfr
-
Al. Salaries and
12.739.62
3.150.70
El
A2. Pension
2.850.00
785.91
El
A3. Interest on borrowings
4.260.07
650.00
El. E2
a. Buildings
2.145.62
54.55
b. Vetcles
A4. Maintenance & Repairs
El
1.18938
39.35
c. Engineering (roads/ drains maintenance etc.)
X
303.03
D. Cthers
X
233.27
4.368.11
380.40
AS Other Revenue Expenditures
A6. Garbage cleaning
3.000.00
690.89
Totd Revenue Expenditure
30352.80
6.288.10
E3
1
i
El
1
$
<iB. .Capital -Expenditure-.j
1.648.94
350.82
ei. Ei
j
B2. Furniture and fixtures
50 00
4.24
El. E4
i
B3. Machinery and Equipment
100.00
298.65
E1. E4
'
B4.Ward Woiks (roads/ drains construction etc.)
19.941.81
3.658 30
El. E3
|
B5. Comprehensive Development of the city
i0.7ll.ll
96.00
El. £4
i
X
X
E1.ES
B1, Bu’ldings
B6. Slum Development
B7 Solid Waste Management
1.370.00
X
E1.E4
B8. Commercial Complexes
X
161.88
E1.E4
El. £2
B9. Princial repayment of borrowings
5,938.30
X
BIO. CXher Capital Expsnditure
20.62S.00
2.995.27
Toed Capital Expenditure
60.385.16
7365.16
Cl Deposits
I.4I8.SI
314.25
C2 Cesses
3.170.74
X
El
C3.Tax<s
901.82
696.76
El
El
1
1
E'
1
C.-Rdjciary'Expenditurc^^-i.-^", ’7 <7?^
C4. Other Fiduciary expsnditure
78S.I9
438.28
Totd Fiduciary Expenditure
6,276.26
1.449.29
Grand Total of Expenditure ’ .
Note:' X ’ - Information not provided
-■ J/'.'’, 97,21422
■.
15.30235
El
El
:•
-
1
PROOF
QI 2002-03
EI - Which are the key items of expenditure; how did they?L-^>’:x
fare versus your budget plan; where did we do better/V-;;.where did we do wo rise; what specific ideas are you
. :
adopting to change tills In the next 3/6/9 months before’;
the year ends • ’,
~
yy ■ V..
Revenue expenditure items are arrived at after ascertaining the
amount that requires to be spent before incorporating the
same in the budget for instance an elaborate exercise is made
to arrive at actual strength of the employees against the
sanctioned post and compute allocation towards the salary and
other allowances. As it can be seen, against a provision of
Rs. 127.00 crore for the full year the expenditure incurred during
the first quarter is at Rs.31.50 crore (24%).
E2 - We had taken out the Municipal Bonds a few years ago.
Can you give us some details about the status of these
bonds, and the usage of the fundsrwhat was the original
usage, versus actual usage
BMP mobilised an amount Rs. 125.00 crore through privately p
laced Municipal Bonds during November 1997. Issue document
specified that the funds will be used to improve the Arterial &
Sub Arterial Roads of the City of Bangalore. The Document had
credit rating from Crisil at A(SO). The entire amount collected
under Municipal Bond has been applied to improve the Arterial
& Sub Arterial Roads of the city of Bangalore. BMP has repaid
the first installment of principal amount of Rs.25.00 crore
during December 2001 in accordance with the issue document.
The interest to the subscribers has been paid in time. CRISIL
has subsequently enhanced the rating to A+(SO).
E3 - What E the total expenditure Incurred on Storm Water.
Drains? How much of this is capital expcndicure.and.how
much on maintenance and desilting
7
The amount incurred on StormWater Drains is basically on
account of repairs resetting and improvement at critical points.
During rains in the recent past works to the tune of Rs.5.00
crore has been taken up to combat the flood situation. Under
the Comprehensive Development of SWD an out lay of
Rs. 180.00 crore has been proposed, to improve four drainage
valleys. Consultants are working on the preparation of DPR.
E4 - Please provide some details on major capital expenditures .
being incurred this year. How much has been spent, and
what are the additional expenditures in these areas for the
remainder of the financial year.
The Major capital expenditure that are proposed in the
budget 2002-03 are as follows.
E5 - In the area of Slum Development, what kinds of activities
have been taken up? What is the proposed expenditure
for the rest of the year
There are over 360 slums,in the city of Bangalore out of which
the BMP has under taken comprehensive development of 73
slum areas, with an initial-out lay of Rs.4.00 crore during the
year 2002-03.The consultant has been identified to prepare a
DPR.A pilot project to improveW Giri Slum at a cost of
Rs.71.00 lakhs has been taken up under BMP funds which is in
the advance stage, of implementation.
PROOF
QI 2002-03
STATE!/ ENT OF ASSETS
List of Major Assess
for QI
As on 3OAHV2OO2
Number
a. Lind
X
Ovene.
Income Expenditure
Value
X
b. Lind (leased out)
X
X
X
X
Al. AJ. AJ
a Buildings used by BMP
X
x
X
X
Al
X
X
At, Aj
X
X
d. Buildings — Commercial
X
X
e. Infrastructure assets
X
X
f. Other fixed assets (furniture. machinery etc)
X
X
Q'f^rrent&ecs^ <
>
• •.-> Z
a. Receivables
- property / ocher taxes
X
- ocher receivables
X
b.Advances
- Contractors
X
- employees
X
G Cash and Bank balances
X
, ■'
Response
;••
BMP maintains a list of properties owned by itself.When ever a
'
decision is taken regarding of the usage of any property the
i
value as per the Registration Department will be taken for
j
analysis, BMP contirues to take up fencing of parks and CA sites, j
Al - We know that the BMP owns se/eral properties in the
city. Can you give us a list of these properties; have you
valued these; how are you managing these assets, so that
they stay valuable for the BMP
———————————————————|
BMP has been using its properties to achieve its obligatory
functions enshrined under section 58 of KMC Act of providing
citizens utility services such as Shops and Stalls. Of late the
development of properties for commercial purposes is taken up
under the Joint Venture through Pub'icTendering System.
A2 - Are you planning to convert any of these properties into
revenue opportunities for the BMP; if so. how will you do
his: by selling the property outright, or doing a joint
venture; how do you make these decisions so that the
BMP gets the best value; how wil you ensure that there is
transparency in thesd decisions; what will you do in die
next 3/6/9 months
.
I
A3 - What are the commercial activities of the BMP:
a. What is the total value of all BMP's commercial
properties.
b. Hew much money are we spending on building new
commercial properties
c. How much money are we spending on maintaining
existing properties
d. Since these are commercial properties, are we making a
profit on managing these assets; if so, what are we doing
with the profits: if not, wty not; what are you doing to
convert these into profitable propositions in the next
3/6/9 months
e. As one example, we understand that the Public Utility
Building is a BMP asset; what rent do we get from this
building; what are our expenditures for this building
f. Why is the BMP undertaking commercial activities; is
there surplus money in the institution;is this an
obligatory activity of the BMP. Will we continue to
undertake commercial activities in the future
BMP does not undertake any commercial activities perse as it is
j
not a business organisation.. As stated in previous para, to
provide for shops or stalls for the sale of necessaries of life is a ■
obligatory function of BMP. A number of complex were built by
BMP to achieve this objective which are leased out to the
;
interested citizens through a public action.
A2 - What is the total area and number of pieces of land that
BMP has leased out. What are the purposes for which
these lands are leased? How are these decisions made?
Are these optimal decisions? If so, how do you say so. If
not, how will these decisions be rectified, and what specific
action is being planned over the next
months
As per the records of BMP the lands are leased basically for
social purposes like Hospitals. Schools. Colleges.Charitable
Institutions etc., since BMP is net a profit making organization.
The lease amount is worked out as 10% of value of the land.
However in certain deserving cases, reduction is given depending
upon social objective of the organization seeking, the lease of
land.There are about 531 propenes leased out at an annual rent
of Rs.26.77 lakhs.
Note: * X ' - Information not provided
PROOF
QI 2002-03
/STATEMENTid^Xl ABILITIES
list of Major Uabilrties
A-
Nil
b. From State Government
X
a From others
X
Queries
Dues QI
As on 3O.Ofi.2OO2
rants
a. From Govt of India
a4S!SSS&5®i -’.rwkii-
i Government
is
Nil
X
11.12
b. HUDCO
69.00
X
11.12
c KUIDFC
69.00
X
I’. 12
d. Others
100.00
X
Lt
1. Dues to Contractors
80.00
X
b. Dues to Suppliers
Nil
X
L Other liabilities
Nil
X
2737.86
X
3. Current Liabilities^1 ■
d. Cesses &Tax:s to Govt
./CASH BALANCE
$S?$'•
.Op<^ni'Ba!ince}Ss’<^]rtA^4ob2.STg
♦ (Tool Receipts during QI. 2002-03)
189,53 Crore
- (Tool Expenditures during QI. 2002-03)
153.02 Crore
Closing Balance as on 30th June 2002
X
LI - How many years are left for repayment of the various
loans or grants, either to Government or to HUDCO,
KUIDFC etc.
The term of loan to HUDCO is between 15 to 20years where
as it is 7 years for KUIDFC. Depending upon the scheme and
date of the borrowals.The repayment schedule varies. As
records to Municipal Bond issued 1997 the repayment period
is for next three years.
L2 - How does the BMP decide on loan financing of projects?
Since these loans have interest payments, do the assets
being created have to generate cash flows to pay back for
the loans, or do these repayments come from other
sources
A large number of projects the BMP under takes is of social
infrastructure nature which does not generate any revenue.
L3 - Is the BMP considering raising more debt in the next
3/6/9 months.lf so, what are these loans for, what are the
details of such loans (interest rate, duration etc),and
how is the BMP intending to pay back the loans.
As per the Budget 2002-03, BMP is seeking finance HUDCO &
KUIDFC under Megacity Scheme, HUDCO loans have pay back
period of 20 years, with rate of interest of 12,75% where as
KUIDFC charges 5%.
Note:’ X ’ - Information not provided
PROOF
QI 2002-03
performance indicators
PI-1: EDUCATION
How much money is spent on the education department:
An amount of Rs 18.46 crores is spent under Education Dept. Apart
from this Rs 7 crore under the maintenance of Education buildings and
playgrounds is provided.
How many students do we have in corporation schools:how
many schools do we have
Is the cost per student that we spend every year reasonable
for the quality of education that is provided
BMP has 78 Nursery schools, I I Primary schools. 32 High schools and i
I I Junior Colleges totaling in all 132 educational institutions. As per the I
admission recorded for the academic year 2002-2003 there are about |
5100. 3000.8229 and 3350 students totaling in all 19679 students.
|
If so, how do you determine this; if not, what are you going to
do about it
Educational institutes are basically catering to the challenge sections of j
the society which is taken up as discretionary function of BMP.The
educational institutions of BMP are basically to motivate the parents of j
lower economic strata to send their children to the schools.The
'
passing percentage of recorded in BMP schools and colleges is 86.8% in •
the 7th std, 34.56% in SSLC and 47_55% in II PUC.BMP has made
efforts to improve the student strength in the schools by way of
j
offering mid-day meals, free text books, note books, free uniforms and I
shoes.
Which are your best-performing and worst-performing schools
As per the results of the Academic year 2001-2002 the best performing I
school in SSLC is Kasturabanagar High School bagging a result of 60%
|
and the worst performing school are the Jaymahal and Broadway High ;
Schools.
What kinds of performance measures do you think are
appropriate for this department
The strength of the students, their attendance, passing percentage.
admission to professional and higher education institutes may
constitute measures to evaluate performance in the department.
PI-2: HEALTH
How many dispensaries and hospitals do we have
Referral Hospitals - 6. Maternity Homes - 24(BMPS). IPP - 3.
Allopathic - 16. Mobile - 3, Zyurvedic- 1 and Unani Dispensary - 1.
38 Health Centres under IPP & 19 Urban Family Welfare Centres
How much money is spent on the hospitals and dispensaries
that we have
Rs 15.39 crores as per 2002-2003 Budget
How many in-patients and outpatients does the BMP treat
In-patients 39,000 numbers and out-patients 6 lakhs
Is there any measure of cost/outpatient,or costTinpauent/day
that has been evolved
Cost per patient Rs 240.00
Which are your best-and worst-performing dispensaries and
hospitals
Neelasandra and Broadway Dispensaries are the best. AH the Referall
Hospitals are doing well
What kinds of performance measures do you think are
appropriate for this department
Number of patients and their economic strata can be taken as
measures to evaluate the performance of the Department.
PROOF
QI 2002-03
PI-3: HORTICULTURE
PI-4: ENGINEERING
How many works (number and total value) are current^.under
way in the Engineering department, and which years do these
works belong to
Value (Rx)
• Caicjory
Spill crrtr upto 31.3.2031
Spill cr*r-r upta 31.3 2002
m
»
1142
26
Hood
120
W.rd wodi for 2002-03
IS00
s
40
How many works (number and cocal value) will spillover into
next year, and what are the causes for such spillover works •’
BMP has taken measures to reduce the spill overworks continuing
from year to year by way of making provision for such categories in
the budget
How many of these works are maintenance in nature,and how
many would you classify as long-term capital expenditure;;
Most of the works are of maintenance in nature.
What kinds of performance measures do you chink are
appropriace for this department
Cost effectiveness.
PROOF
Q12002-03
management discussion and analysis
This section is left open for Management to provide additional qualitative information on various aspects of their
choice. As an example, these items could relate to:
• Management Priorities for the first 3 months, and for the next 3/6/9 months in this financial year
As the citizens of B’lor e are aware that the first 3 months the priority has been to cake up flood mgt works. It is
proposed to concentrate on the infrastructure needs of the city, apart from launching citizen friendly schemes.
I. Infrastructure Projects taken up
a) ROB/RUBs.
b ) Water Supply and UGD facility co newly added areas
c ) Re-modeling of storm water drains
d ) Rejuvenation of old areas
e ) Improving of side walks
f) 100 public toilets
g ) Fly overs at Rajajinagar Entrance
h ) Solid waste mgt
Rs 21 crores
Rs 100 crores
Rs 180 crores
Rs 100 crores
Rs 70 crores
Rs 10 crores
Rs 14 crores
Rs 14 crores
I I. Citizen Friendly Schemes.
a ) Sulabha Nakshe
b ) Relaunching of Sarala Katha
c ) Simplifications ofTrade Licences
d ) Computerised system of Grievance Redressal
• Key challenges that arose during the past 3 months,and issues related to these challenges
- As above -
• Human Resource Development discussion
BMP has initiated a number of Capacity Building Training programmes for the personnel. Some of the activities
are 5200 PKs trained in motivation and skilled development under Swacha Benguluru programme.About 207
Principals, Head Masters,Teachers are trained under School Net and Intel Programmes. 180 junior level, 100
middle level and 40 senior officers have been trained in computerized basics. About 80 employees have been
trained in HRD matters such as leave encashments,retirement benefits,advances, etc., HRD training is a
continuing feature of BMPs administration which are being taken up under on going basis.
• Any other strategic or operating items
a ) Complete internalising of FBAS
b ) Complete computerisation and net working of BMP offices throughout the City.
c ) Complete the BMP audit and evaluation to compile the first ever balance sheet in the govt sector
d ) Improve the basic facilities in the newly added areas
e ) Addition to the infrastructure needs of the City
f) Making the Departments of BMP more responsible and accountable particularly the health and Education
Departments.
Public Record of
Operations & Finance
PERFORMANCE INDICATORS WORKSHOP SESSION # 1
SATURDAY, 7th SEPTEMBER, 2002
CONTENTS
I.
INTRODUCTION TO PERFORMANCE MEASUREMENT
II.
TYPES OF PERFORMANCE INDICATORS WITH
EXAMPLES.
III.
BMP’S PERFORMANCE INDICATOR STATUS
IV.
TAKING IT FORWARD IN BANGALORE
I. INTRODUCTION TO PERFORMANCE MEASUREMENT
A. “Full Disclosure: A Strategy for Performance - Excerpts" -Regina Herzlinger
Regina Herzlinger is the Nancy R. McPherson Professor of Business Administration at the
Harvard Business School. She is an authority on the health care industry, nonprofit
management, and financial management control.
AMERICANS expect results from their business, government, and nonprofit organizations. We also
expect information about the performance of those institutions: Who's in charge? How is money
spent? And what have they accomplished? In the business world, the demands imposed by
lenders and investors - and, of course, the Securities and Exchange Commission - force
companies to disclose precise details of their operations - earnings, expenses, performance, and
levels of executive compensation relative to peer groups.
Yet when it comes to 39 percent of the national economy - the nearly $3 trillion consumed by
government and social sector organizations - Americans have few instruments for collecting
information and comparing results.Tor all the talk of reinventing government and strengthening the
social sector, there is still no way to systematically gather and disclose information about their
performance.
Our public and voluntary institutions are literally the public's business. They are entrusted with
taxpayer and donor dollars to educate our children, preserve and enrich our culture, and assure
the health and security of all citizens. They are too important to be excused from the obligations of
performance and accountability. They cannot afford the erosion of public confidence that has
followed recent scandals at some of our best-known nonprofits, and has dogged government for
decades.
Most of these organizations perform remarkably well under difficult circumstances. But because
they are run by humans, they sometimes let us down. Problems can range from inefficiency - for
instance, arcane procurement practices that result in the military's legendary $600 hammers - to
malfeasance, as in the recent fundraising scandal at the Foundation Tor New Era Philanthropy or
the 1995 fraud conviction of the former president of United Way. Institutions can also fall victim to
the private inurement of insiders and the unchecked financial risk of asset investments.
To alert responsible leaders to such potential problems - and, more important, to restore public
confidence in our most crucial institutions - we need strong medicine. Local state, and federal
agencies should implement the same kind of financial reporting as publicly traded companies, and
should share that information with their constituents. And state and federal government - that is,
we the voting public - should require our large nonprofit organizations to do the same.
Public and nonprofit organizations may lack the clear financial measures that drive business, but
they can develop useful measures of performance by asking themselves four questions:
•
•
•
•
Are the organization's goals consistent with its financial resources? An organization's
leaders may aim too high relative to the available resources - or too low. For example, the
Robert Wood Johnson Foundation had assets of $2 6 billion in 1990 but spent only $66
million in actual grants.
Is the organization practicing intergenerational equity? Agencies must balance the needs
of present and future beneficiaries by neither hoarding assets for a distant future nor
consuming them all today.
Are the sources and uses of funds appropriately matched? Fixed expenses such as
salaries and mandated benefits should not be funded by variable revenues such as
research grants or interest income.
Is the organization sustainable? Even if the answers to the first three questions are
positive, the organization might find itself overly dependent on a single individual, project,
or funding source. Today's blue skies can turn stormy with little warning.
Ultimately, performance outcomes must be measured relative to cost. If you're feeding twice the
people as a neighboring charity, but are spending 10 times the money, now well are you really
doing?
Radical changes in government and nonprofit management are inevitable. The push will come
from the public, and eventually the organizations themselves, who will benefit from greater
credibility. As more and more money goes to state and local governments, we will see more
questions about financial management and service delivery. Likewise, as nonprofits step up to the
enormous social task being handed them, we're going to see more questions about their
performance.
1
I propose a four-part process that will largely remedy the woeful gaps in our understanding of
public and voluntary sector performance. I call it DADS, for disclosure, analysis, dissemination,
sanctions. I spoke recently with four organizations, each of which has taken seriously its duty to
account for its performance. Independently, each has developed a strategy that illustrates a
different aspect of DADS.
•
•
Disclosure. The United Way of America is an example of an organization that's reaching for
more disclosure, partly in response to the damaging actions of its past president. United Way
has pioneered a serious effort to measure not only the outcomes of programs but also their
impact on the community. But even at United Way, which is far ahead of most nonprofits,
evaluation processes are uneven. Ninety-eight percent of its participating organizations
measure the volume of services delivered? but only 17 percent measure participant
satisfaction. And 18 percent are attempting to assess the results of their programs in the form
of measurable changes in the community. If those numbers sound low, it is because the
concept is so new. Unlike the business world, for public and nonprofit agencies, the notion of
tracking constituent satisfaction is revolutionary.
Analysis. Stephen Goldsmith, mayor of Indianapolis, exemplifies how analysis can improve
government performance. He invited a national accounting firm to introduce activity-based
costing and performance measures into local government. That information enabled city
employees to compete against private-sector vendors to provide municipal services. The
results have been dramatic. Competition has generated over $240 million in savings and has
allowed the city to reduce its non-public safety workforce by 44 percent since 1992.
When the city's fleet services were opened to competition, the union beat out three national
firms by increasing productivity and service quality. Subsequent savings to the city totaled $8
million. Likewise the street repair division used activity-based costing to reveal hidden
overhead, and won a competition to fill potholes. Line employees redesigned their work and in
the process cut their costs by 25 percent. In every area in which competition has been
introduced costs have plummeted, services have improved, and customer satisfaction (as
measured by city surveys) has increased.
•
Dissemination. When John Moorlach, the treasurer who is guiding the financial turnaround of
bankrupt Orange County, ran against the former incumbent, he told voters the prosperous
county was on the brink of bankruptcy — and people thought he was nuts. Why? They never
saw trie financial statements. Now, every month, Moorlach produces a public statement that
resembles a monthly money market report. He lists the investments by type of investment,
indicating inflows and outflows rates of return monthly balances. Anyone who wanted to
spend 30 minutes reviewing such a report would know whether the county was in trouble.
•
Sanctions. Donald Berwick, who directs the Institute for Healthcare Improvement is widely
known as an early advocate of the once-preposterous notion that the quality of health care can
and should be measured bv somebody other than physicians. As a senior executive of the
Harvard Community Health Plan in the early 1980s, he won praise for putting that principle into
practice. Berwick soon concluded that the problem was not measurement alone, but also
involved changing the caregiving process. But any organization is subject to inertia and
politics, and Berwick discovered that even if you measure a process, parts of vour organization
will resist doing anything with the results. So we need to educate and, failing that apply
sanctions to those who do not measure up. In health care that could mean loss of
accreditation or disqualification for providers of employer-paid health benefits.
The kind of oversight I propose is consistent with a powerful force in modern society decentralization. Decentralization is impossible without good information. The best example of that
is Johnson & Johnson -- arguably the most decentralized corporation in the world. Johnson &
Johnson comprises over 15CTcompanies, and the CEO of each company is captain of his or her
ship. It's hard for a company as big as J&J to grow as much as it has, to keep making good
products and good profits, without giving its operating divisions real autonomy.
But to think that an organization as decentralized as Johnson & Johnson has no accountability
would be naive. In fact, it has more measures of performance, more oversight, and better
communication between top management and unit management than do most centralized
organizations. Decentralization means giving responsibility and authority to local levels, not
abrogating oversight.
B. Government Accounting Standards Board (GASB) on Performance Measurement
What exactly is performance measurement?
Simply put, it is the assessment of how well an organization (a government, in this case) performs
when providing goods and services. In other words, it is the process of asking and answering the
questions above. Performance measurement produces information that can be used to help make
decisions. Literally, it creates measures or indicators of the volume, quality, efficiency and
outcomes of public services. Like the measure "miles per gallon" for an automobile, the products of
performance measurement are yardsticks we can use to figure out if government is working well or
poorly, or somewhere in between.
What is so important about performance measurement?
Governments should be accountable for the proper use of tax dollars and for providing the services
citizens demand. Performance measures equip citizens with the information necessary to ensure
accountability —to make sure that governments do what they are supposed to and achieve results
that will improve people's lives.
Successful long-range planning requires reliable and useful data. Performance measures give
governments the kind of information they need to make accurate assessments of what has
happened and what needs are not being met, and to devise a plan to meet those needs.
Governments also require this information to ensure their day-to-day operations run smoothly.
In general performance measures aid persons in making decisions. For example, suppose
you are planning to move and want to compare the schools in several districts. Will my
child get enough attention from the teacher? Comparing each school's number of students
per teacher might help to answer your question. Are the classes crowded? Check the
student-to-classroom ratio. What about academic standards? Take a look at graduation
rates, mastery test scores, or changes in student achievement as they progress through
the school system These and other measures give you the ability to make informed
choices.
A municipal sanitation department could use performance measures to decide how to
respond to rapid residential growth (and, therefore, increased demand for garbage
collection). Two indicators could help the department determine if there is enough room in
the trucks and if the workers have enough time to collect the additional garbage: Tons per
truck shift (how much trash, on average, each truck collects each day) and the average
number of hours it takes workers to complete a daily collection route. If the tons per truck
are below capacity and routes are completed in less than a full day, then the extra trash
could be collected by simply extending the routes. If the opposite is true, then the
department will have to buy more trucks and hire more employees.
Performance information is needed for:
•
Setting goals and objectives
•
Planning program activities to accomplish these goals and objectives
•
Allocating resources to programs
•
Monitoring and evaluating results to determine if progress is being made toward achieving
the goals and objectives, and
•
Modifying program plans to enhance performance.
Performance measures organize information for use by the decision-makers engaged in those
activities. Through the measurement, analysis, and evaluation of performance data, public officials
can identify ways to maintain or improve the efficiency and effectiveness of activities and provide
the public with objective information on their results.
What charecterestics should performance information posess?
■
Relevance
■
Understandability
•
Comparibility
•
Timeliness
•
Consistency
•
Comparibility
3
What role can citizens play in performance measurement?
Although more governments are engaging in performance measurement than ever before,
according to a Government Accounting Standards Board (GASB) survey more than half still do not.
Furthermore, only one out of five governments reports its performance measures to the public.
Citizens are the largest and most important audience for performance measures, but most do not
have the opportunity to use such information to make decisions. Citizens should let their
governments—state, city, county, village, school district—know that performance measures are
crucial, and ask that they be collected and reported to the public. Citizens and governments should
collaborate to identify what performance information is needed, to develop useful measures and to
establish a system for collecting and reporting those measures.
C, Report on the GASB Citizen Discussion Groups on Performance Reporting
Executive Summary
The GASB performance measurement research team conducted nineteen citizen discussion
groups across the United States on state and local government performance reporting, from
November 2000 through July 2001. One hundred thirteen citizens who are not government staff
participated, along with sixteen other participants who brought a citizen or government customer
perspective to the discussions. Participants were asked to respond to a series of questions about
performance measures and whether and how they might be of use to them.
Highlights of Significant Findings
•
■
■
•
■
•
■
■
>
■
■
■
■
Participants want to see performance information reported that citizens say is important,
determined by involving citizens in selecting performance measures.
Participants want a range of services and different types of performance information
reported.
Measures of outcomes were considered important by participants in all discussion groups,
though they sometimes used other phrases to connote outcomes.
Measures based on surveys of citizen and customer perceptions and satisfaction were
discussed and supported in sixteen of the nineteen discussion groups with participants in
each of those groups showing strong interest in this type of information
Participants want disaggregated performance information. Their primary interest was in
geographic disaggregation, with some interest in demographic disaggregation.
Disaggregations offer just some of the variety of different types of data comparisons of
interest to participants.
Participants want performance information reported in several comparative contexts.
Participants want explanatory information reported along with performance data.
Participants want to know that government is making good use of performance
information.
Participants want to know performance information has been independently verified, which
they considered critical for credibility of the information among citizens.
Participants urged the use of multiple communication modes with citizens about
performance, from printed reports, to the Internet, to the press and other media, to public
forums.
Participants want performance information to be provided in more than one “layer" or level
of detail, with different communication channels used for different layers
Participants encouraged educating citizens about performance information and its use.
Participants identified and discussed five main uses of performance measurement:
increase government accountability; increase citizen engagement; enable citizens to
analyze, interpret, and evaluate public performance; support citizen decision making; and
increase citizens' confidence in government.
D. Managing For Results
The managing for results process is a comprehensive approach to focusing an organization on its
mission, goals, and objectives. It establishes the accomplishment of those goals and objectives as
the primary endeavor for the organization and provides a systematic method for carrying out the
endeavor. It requires the establishment of performance measures and the use and reporting of
those measures so that management, elected officials, and the public can assess the degree of
success the organization is having in accomplishing its mission, goals, and objectives.
Managing for Results Process
Mission & Purpose
Needs Assessment
Policy Direction
Program Planning
Setting Priorities &
Allocating Resources
Analysis of &
Feedback on
Results
Activity Planning
& Organization
Management of
Operations
Monitoring Operations
& Measuring Reautts
Services Provided
II.
TYPES OF PERFORMANCE INDICATORS WITH EXAMPLES
iiiuui muicaiui o.
Government Accounting Standards Board (GASB) defines them as indicators that are designed "to
report the amount of resources, either financial or other (especially personnel), that have been
used for a specific service or program. Input indicators are ordinarily presented in budget
submissions and sometimes external management reports."
Examples of such indicators include total dollars spent, the number of teachers or nurses
employed, or the number of garbage trucks or fire engines used.
Output/Workload Indicators.
These indicators report units produced or services provided by a program. Workload measures
indicate the amount of work performed or the amount of services received.
For example, school graduation rates, number of patients treated in the emergency room, tons of
garbage collected, or number of fires extinguished.
Outcome/Effectiveness Indicators.
These measures are designed to report the results (including quality) of the service According to
Paul D. Epstein, "effectiveness measurement is a method for examining how well a government is
meeting tne public purpose it is intended to fulfill. In other words, effectiveness refers to the degree
to which services are responsive to the needs and desires of a community. It encompasses both
quantity and quality aspects of a service."
Examples of outcome indicators are the change in students' test scores, change in the value of
property lost due to crime, cleanliness ratings based on routine inspections describing a city’s
success (or lack thereof) at cleaning its streets or parks. To gauge its success, a fire department
might track the number of fire-related deaths and injuries, or the dollar value of property lost to fire
A hospital might utilize mortality rates and the results of random patient surveys. A school district
might collect information on the percentage of graduating students gainfully employed or
continuing education two years after graduation.
Efficiency (and Cost-Effectiveness Indicators).
As Epstein defines them efficiency measurement is a method for examining how well a
government is performing the things it is doing without regard to whether those are the right things
for the government to do. Specifically, efficiency refers to the ratio of the quantity of the service
provided (e.g., tons of refuse collected) to the cost, in dollars or labor, required to produce the
service. According to GASB, these indicators are defined as indicators that measure the cost
(whether in dollars or employee hours) per unit of output or outcome.
Examples of input-output comparisons include annual cost per inmate in jail, cost per lane-mile of
road repaired, and ratio of nurses to patients discharged.
Input-outcome measures include cost per inmate successfully rehabilitated, cost per lane-mile of
road maintained in good or excellent condition, and cost per patient cured without remission.
Productivity indicators.
David N Ammons defines productivity indicators as combining the dimensions of efficiency and
effectiveness in a single indicator. For instance, whereas "meters repaired per labor hour" reflects
efficiency and "percentage of meters repaired properly" (e.g., not returned for further repair within
6 months) reflects effectiveness, "unit costs (or labor-hours) per effective meter repair” reflects
productivity. The costs (or labor-hours) of faulty meter repairs as well as the costs of effective
repairs are included in tne numerator of such a calculation, but only good repairs are counted in
the denominator-thereby encouraging efficiency and effectiveness of and by meter repair
personnel.
Explanatory Information
In many cases, along with the above-mentioned indicators, some additional information is needed
to make a sound judgment about service provision. GASB for example specifies certain types of
Explanatory Information for its suggested list of indicators for service efforts and accomplishments.
GASB defines a variety of information about the environment and other factors that may affect an
organization's performance on Service Efforts and Accomplishments indicators, for example
weather conditions for road maintenance.
Explanatory information includes socioeconomic and other factors that are largely beyond the
control of government, such as median household income, inflation, and annual inches of snowfall
It also covers factors within the government's control, like ratios of public employees to service
recipients.
Types of Performance Measurement Indicators: An Example
Municipal
Function
Input
Measures
Output/
Workload
Measures
Efficiency
Measures
Effectiveness
measures
Productivity
Measures
Explanatory
Information
Sanitation
The amount
of laborhours of the
Sanitation
Department,
the budget
of the
Sanitation
Department;
number of
vehicles
Tons of
refuse
collected;
miles of
roads
cleaned;
Number of
customers
served
Employeehours per
ton of
refuse
collected;
Percentage
of clean
streets (e.g.,
measured by
periodical
visual
inspection;
citizen
surveys)
Cost per
mile of a
clean street
(i.e., total
cost of all
road
cleaning
divided by
the total
miles of
clean
streets)
Composition
of solid
waste;
Climatic
conditions;
Terrain;
Crew size of
vehicles,
Type of
vehicles
7
Recommended Indicators for Elementary and Secondary Education
Indicator
Rationale for Selecting Indicator
Inputs:
Expenditures (may be also broken out by
type of activity such as instructional and
administrative)
To provide a measure of resources used to provide
services
Total number of personnel
To provide a measure of the size of the organization
Outputs:
Number of student-days (thousands)
To provide a general measure of workload
Number of students promoted/graduated
To provide a measure of students satisfactorily
completing educational requirements
Absenteeism rate
To provide a measure of student participation in
classes and an indication of their interest in learning
1
Dropout rate
Outcomes:
Test score results-for each major subject
area
To indicate the school's success in keeping
students actively involved in the learning process
Percentage of students reaching their grade
level of proficiency or higher
To provide measures of student achievement in
academic subjects and a comparison with expected
achievement and established norms
Percentage of students achieving specified
physical fitness test standards
Percentage of graduates gainfully employed
or continuing education two years after
graduation
To provide an indication of the school system's
results in preparing graduates for further education
or to become members of the workforce
Recommended Indicators for Hospitals
Rationale for Selecting Indicator
Indicator
Inputs:
Total cost
Support cost
Medical care costs
(nursing, etc.)5uolc«-»/
r
. To provide a measure of resources used to provide services, to permit
efficiency calculations, and to encourage resource comparisons
Physical plant
Full-time equivalent
(medical staff, personnel,
all staff, etc)
Outputs:
Admissions (by payer
class)
—f“V
Patient days
Average length of stay
To continue the long tradition of reporting such data, which industry
and experienced managers find useful, and to encourage output and
efficiency comparisons
Occupancy rate
Outpatient visits
Discharges
Outcomes:
Mortality rates
Surgeries per 100
admissions
Infection rates (hospitalacquired)
Results of random
patient surveys (to
collect patient views of
care, food, cleanliness)
Preadmission or
admission denials
To temper hospitals' quest for efficiency by focusing on a number of
indicators of quality of care; "mortality rates" are self-explanatory;
"surgeries related to admissions" attempts to identify an unusually high
rate of surgeries; "infection rates" addresses care while in the hospital;
"patient surveys" provide important clientele feedback on a wide array
of issues; "admission denials" focuses on a hospital's possible
tendency to admit only healthier patients to maximize Medicare
payments, while attention to "readmission rates" reduces the chance
that a hospital will release patients prematurely due to cost
considerations
Readmission rates
(within 31 days)
Admission rates/(withrn
31 days for op surgery)
9
Efficiency:
-
.
Total cost per inpatient day
1
Labor cost per inpatient day
Cost per outpatient day
To provide a variety of measures of efficiency of
operations
Cost per discharge
Nursing hours per inpatient day.FTEs per
occupied bed
v —F*
Cost per patient discharged who did not
have a hospital-acquired illness during his or
her stay
To provide an efficiency measure that relates
inputs to service outcomes
Explanatory:
Severity of illness
Source of admission (elective, required,
emergency)
Comorbidity or complicating factors (disease
factors, not intrinsic to the primary disease,
that may have an impact on the patient
outcome)
Age
Gender
Staffing level (doctors, nurses)
Percentage of admitted patients with income
below poverty level
Any explanatory material needed to present
clarification of specific measures and to discuss
variations in the indicators from peer group and/or
historical performance
Recommended Indicators for Road Works
Indicator
Rationale for Selecting Indicator
Inputs:
Expenditures (current and constant)
Total
By activity
Labor hours
Data normally gathered; provides a breakdown by
type of resources used
Quantity of material by type
Equipment hours by type
Outputs:
Pavement miles resurfaced
Number of potholes repaired (or tons of premix applied)
Miles of curb/gutter/sidewalk replaced
Measures accomplishments of maintenance
program
Number of street utility cuts repaired
Number of storm inlets repaired/cleaned
Miles of preventive maintenance
Miles of deferred maintenance (i.e., postponed work)
Important measures that require careful definition
and typically must be based on engineering
judgment
Outcomes/Quality:
Number and percentage of lane miles of road whose
condition was either irnproved or maintained at a
satisfactory level
Ties maintenance accomplishments to changes in
road condition and level-of-service goals
Lane miles in poor, fair, satisfactory, and excellent
condition
Road rideability as measured by such devices as Mays
Meter
A reliable, repeatable, and commonly used method
for measuring roughness
Percentage of lane miles at acceptable rating level
Relates pavement condition to level-of-service goal
Average quality assurance measures achieved on
completion of maintenance resurfacing (e.g., average
smoothness)
>Measures on-site work quality; quality
assurance/control >is becoming increasingly
important in road work
Year-to-year change in the average service life of
different types of maintenance work on different
categories of highways
Indicates whether maintenance work is longer
lasting
Citizen perceptions of road condition based on public
opinion surveys
Measures perceptions of users
Average time to respond to citizen complaints
Measures responsiveness to concerns of road
users
11
Efficiency
Ratio of inputs to outputs:
Average unit cost for labor, equipment, and material for
particular types of repair such as average labor-hours per
mile of street resurfaced
j
Measures efficiency in a widely used
and easy-to-compute manner
Measures related to outcomes/quality:
Number of miles maintained in a "satisfactory" or better
condition per dollar of expenditure by road category (i.e.,
PSI > 2.5)
Relates productivity to changes in
road condition and level-of-service
goal
Number of miles improved to or maintained at PSI > 2.5 per
unit of expenditure by road category
Relates productivity to quantitative
level of-service goal
Comparison of performance measures for in-house and
contract labor by maintenance activity
Helps determine whether different
types of maintenance should be
contracted out
Explanatory Data:
Weather (rain days etc)
Terrain (flat, rolling, mountainous)
|
Type of road (flexible, rigid)
Traffic volume and percentage of trucks (or equivalent
single-axle loads)
Average time or distance to work sites
Lane miles of agency maintenance responsibility by road
type
Pavement age distribution
Other unusual work circumstances
Helps explain exceptional or unusual
values of performance indicators
Ill- BMP’S PERFORMANCE INDICATOR STATUS
PI-1: EDUCATION
Query
How much money is spent on the education department
Response
An amount of Rs 18.46 crores is spent under Education Dept. Apart
from this Rs 7 crore under the maintenance of Education buildings and
playgrounds is provided.
How many students do we have in corporation schoolsjhow
many schools do we have
Is the cost per student that we spend every year reasonable
for the quality of education that is provided
BMP has 78 Nursery schools. I I Primary schools, 32 High schools and
11 Junior Colleges totaling in all 132 educational institutions. As per the I
admission recorded for the academic year 2002-2003 there are about i
5100. 3000,8229 and 3350 students totaling in all 19679 students.
|
If so, how do you determine this; if not, what are you going to
do about it
Educational institutes are basically catering to the challenge sections of
the society which is taken up as discretionary function of BMRThe
educational institutions of BMP are basically to motivate the parents of
lower economic strata to send their children to the schools.The
passing percentage of recorded in BMP schools and colleges is 86.8% in
the 7th std, 34.56% in SSLC and 47.55% in II PUC.BMP has made
efforts to improve the student strength in the schools by w^ of
offering mid-day meals.free text books, note books, free uniforms and
shoes.
Which are your best-performing and worst-performing schools
As per the results of the Academic year 2001-2002 the best performing
school in SSLC is Kasturabanagar High School bagging a result of 60%
and the worst performing school are the Jaymahal and Broadway High
Schools.
What kinds of performance measures do you think are
appropriate for this department
The strength of the students, their attendance, passing percentage,
admission to professional and higher education institutes may
constitute measures to evaluate performance in the department.
PI-2: HEALTH
Query
Response
How many dispensaries and hospitals do we have
Referral Hospitals - 6, Maternity Homes - 24(BMPS), IPP - 3,
Allopathic - 16, Mobile - 3, Ayurvedic- I and Unani Dispensary - I,
38 Health Centres under IPP & 19 Urban Family Welfare Centres
How much money is spent on the hospitals and dispensaries
that we have
Rs 15.39 crores as per 2002-2003 Budget
How many in-patients and outpatients does the BMP treat
In-patients 39,000 numbers and out-patients 6 lakhs
Is there any measure of cost/outpatient,or cost/inpatient/day
that has been evolved
Cost per patient Rs 240.00
Which are your best-and worst-performing dispensaries and
hospitals
Neelasandra and Broadway Dispensaries are the bescAli the Referall
Hospitals are doing well
What kinds of performance measures do you think are
appropriate for this department
Number of patients and their economic strata can be taken as
measures to evaluate the performance of the Department.
13
PI-3: HORTICULTURE
Query
How many nurseries does the BMP own
Response
BMP has prepared a handbook on parks and gardens in which all the
relevant details are captured.In total there are over 630 numbers of
parks, gardens, medians,traffic junctions etc belonging to BMP
How much land does this occupy
-Do-
Is horticulture considered to be a revenue-generating activity
for the BMP, or an obligatory function
All the activities of BMP are social in nature.The activities under
Horticulture Dept is an obligatory function of the BMP
How much revenue does this department generate
An amount of Rs 44 lakhs is expected to be mobilized from this
department under various categories.
Is this sufficient for the land that it possesses; if sq why do you
state this; if not, what are the plans over the next 3/6/9 months
BMP has undertaken to involve private participation to reduce the
budgetary requirement of its department in the development and
maintenance of parks .As of now 67 number of parks, medians, traffic
junctions have been under“Adoption" and ocher 120 numbers are in
the pipeline.
What kinds of performance measures do you think are
appropriate for this department
Number of patients and choir economic strata can be taken as
measures to evaluate the performance of the Department.
PI-4: ENGINEERING
Response
How many works (number and total value) are current^ under
way in the Engineering department, and which years do these
works belong to
Ward Works ,
Category
Number
Splil over upto 3I.3.2OOI
Value (Rs)
350
Spill over upto 31.3.2002
792
Total spill ov:r works
1142
Rood mp works
<20
Ward works for 2002-03
1500
20
28
40
How many works (number and total value) will spillover into
next year, and what are the causes for such spillover works
BMP has taken measures to reduce the spill over vorks continuing
from year to year by
of making provision for such categories in
the budget.
How many of these works are maintenance in nature,and how
many would you classify as long-term capital expenditure
Most of the works are of maintenance in nature.
What kinds of performance measures do you think are
appropriate for this department
Cost effectiveness.
IV. TAKING IT FORWARD IN BANGALORE
•
Areas to focus on
•
Prioritising top 3 areas for performance measurement for Q2 public debate.
■
Indentifying the performance indicators for these top three areas.
■
Collecting data.
■
Analysing and making recommendations.
■
Decisions on how the BMP can use these Performance Indicators in day-to-day
management.
15
li
PROOF
Public Record of
Operations & Finance
198,Nandidurga Road
Bangalore-560046
T+91 80 3542381/82
F+91 80 3542966
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T+91 80 354 2381/82
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PROOF
Campaign Update
About the campaign
The PROOF campaign was launched Ju^ 4”. 2002 with the aim of putting in place a
systematic structure of government performance reporting along the lines of the
private sector. The focus of the 10-month campaign is all about the Bangalore
Mahanagara Palike (BMP) building confidence with various stakeholders in the city with
full and accurate performance information.
Four quarterly reviews over the course of the campaign will provide the opportunity to
bring financial accountability and performance measurements into the public space,
catalysts in the larger process of bringing the government and the public closer together.
Review of the First Quarterns Performance
The first of these four quarterly reviews was held in the form of a Public Debate on
August 17th, 2002 where the BMP circulated its financial statement showing tne
budgeted receipts compared to actual expenditure for the first quarter of this financial
year.
Current Status Report
Since the first Public Debate on August 17th. the PROOF team has been working on 4
different facets of the campaign:
Analysis of the BMP QI Financial Statements
Developing Performance Indicators for various activities of the BMP
Putting together comprehensive training material on understanding financial
statements, for citizens, elected representatives etc.
4.
Community participation and ownership.
I.
2.
3.
It must be noted here that the central theme of the campaign is to define a new space
for constructive engagement among all stakeholders of the BMP This process is a
difficult one, requiring the establishment of trust, and the open dissemination of
performance data. The administration and elected leadership of the BMP. for their part,
have been extraordinarily forthcoming in participating in this novel exercise, both at the
first public debate, as well as in subsequent activities, like the development of the
Performance Indicators.
I.
Analysis of the BMP QI Financial Statements
An in depth analysis of the BMP's quarterly financial statement was made by the PROOF
team on release of the data by the BMP on August 17th, 2002. A genera] summary of the
types of questions being raised is provided below, while the details are present in the
Bangalore Mahanagara Palike - PROOF Analysis of QI, 2002 - 03 (Reference page
numbers mentioned below can be looked up in the Bangalore Mahanagara Palike •
PROOF Analysis of QI, 2002 - 03 document.)
Financials
r* Revenues of Rs 191 crores for QI. versus full-year projections of Rs 948 crores. Given
that about 50% of the year's property tax has already been collected, this implies a
fairly large shortfall in revenues for the full year. (Item GRAND TOTAL OF RECEIPTS.
Page I)
r* Expenditures for QI are Rs 153 crores. BMP's expenditures are a direct result of the
revenue mobilisation initiatives. Given an overall budget of Rs 972 crores, the issue is
which items get sacrificed as the year progresses. (Item GRAND TOTAL OF
EXPENDITURES, Page 3)
r* The actual cash position of the BMP at the end of QI is not provided. Given the
opening balance, and the funds usage for the quarter, this should be Rs 93 crores lying
in various bank accounts of the BMP. as on June 30th 2002. This figure needs to be
confirmed. Cash is the ultimate measure of an institution’s health. (Item CLOSING
BALANCE AS ON 30th JUNE 2002, Page 7)
r» Assuming that 25% of the total budgeted amount for the year could be done in the first
quarter (except for Property Tax receipt, which is 50%), most revenues and
expenditures fall shore
r* However in some cases, for example in Fiduciary Expenditures and Fiduciary Receipts,
both revenues and expenditure have exceeded the target amount. For example Item
C2 (Page I). Cesses receipts for the first quarter is 185% of the target,similarly Item
C3 (Page 3) Taxes expenditure is 309% of the target.
r* Property tax is the main source of revenue for the BMP, forming approximately 20%
of total receipts. At the current rate of Rs 82 crores, this looks to be around Rs 165
crores for the full year, resulting in a shortfall in collection of around Rs 28 crores.
(Item AI .a. Page I)
Sources and Uses
r* Revenues: Does the corporation get what is due from the State Government? For
example in Revenue Receipts, Finance commission grants from GoK (Item A2.b, Page
I) only 54% of the revenue due to the BMP in the first quarter have been received.
Under Other Specific Grants (Item A2.C, Page I) there is no receipt in the first
quarter.
r* For receivables such as improvement charges, the sources of the funds need to be
analysed since it is mentioned,“Collections under the improvement charges are
applied in improving the basic infrastructure of the area”. (Item R2, Page 2) Do funds
coming in from an area go back to that area? Which are the areas where the Rs 4.16
crores of Improvement Charges came from? (Item BI .a. Page I)
r» Some line items are not budgeted for but expended, for example in Revenue
Expenditure, Engineering (Item A4.c, Page 3) on which 3 cores was spent Under
Capital Expenditure, Slum development (Item B6, Page 3) has not been budgeted for,
however it is mentioned under the proposed Major Capital Expenditures (Item E4,
Page 4) for the year for an amount of 4.75 crores.
r* Items such as road cutting charges (Rs 1.7 crores. Item Al.c.2, Page I) should be
matched by corresponding expenditure like road cutting expenses.
r» In Revenue Receipts, (Items A2.c.i-iv, Page I) a total amount of 0 .76 crores was
received but not budgeted for.
r* There is mention of a sinking fund for debt servicing. (Item R2, Page 2) Does it exist?
If so, what are the funds in this, and how does it match with the actual debt servicing
liabilities for this year, and the coming years
r* There is no budget for Commercial Complex expenditure, (Item B8, Page 3) yet
Rs 1.6 crores has been spent How was this spent and what are these expenditures?
Level of Detail:
A greater level of detail on many items would greatly enhance the usability of the
information. The following are some examples
r» Engineering Works: Rs 199 crores is indicated, but Programme ofWorks (PoW) is only
Rs 40 crores. What are the other items, given that this is the single largest
expenditure item (Item B4, Page 3)
r* Borrowings: It is mentioned that the HUDCO/ KUIDFC borrowings are meant for the
Megacity Schemes.What are projects that come under the Megacity scheme? (Item L3,
Page 7)
r* Loan Repayment Schedules:Why is the interest payment not linear? What are the
repayment schedules for Q2, Q3 andQ4? (Item L3, Page 7)
r* Garbage Clearance: It was mentioned during the QI Public Debate that Rs 64 crores
was being spent on garbage clearance, the budgeted amount however is Rs 30 crores.
Which items does the Rs 64 crore include? (Item A6, Page 3)
r* Capital expenditure on Buildings: Rs 3.5 crores has been spent out of a budgeted
amount of Rs 16 crores.Which are the buildings being referred to? (Item Bl, Page 3)
r* Comprehensive development of the city: Rs. 0.96 crores has been spent on the
Comprehensive Development of the City against a budgeted amount of Rs 107 crores,
which is well below 25 %.What does Comprehensive Development of the City
constitute in concrete terms? (Item B5, Page 3)
r* Other Capital Expenditures: Rs 30 crores has been spent as against a budgeted amount
of Rs 206 crores. What are the other items of capital expenditure? (Item B10. Page 3)
r- BMP’s Commercial activities:What Is the actual number of BMP's commercial
properties? What are the revenues being generated and what is the expenditure being
incurred (both maintenance and capital) on these properties? (Item A.d. Page 5 and
Item A3, Page 6)
r* Assets owned by the BMP: No details have been provided about the BMP’s assets such
as details of the properties owned and the total value of these properties. (Item AI ,A2,
Page 6)
r* Details of leased lands of the BMP: It is mentioned,“there are about 531 properties
leased out at an annual rent of Rs 26.77 lakhs”. What are the lease details regarding
these 531 properties? (Item A4, Page 6)
r» Nurseries in the Horticulture Department Information on parks and gardens has been
provided in response to a question on number of nurseries owned by the BMP. (Item
PI-3, Page 9)
Decision-making process
In many items, the process of making decisions is not clear. For example,
r* What are the processes followed while raising debt? How are the decisions regarding
amount of debt, the sources and fund allocations made?
r* How are decisions made on sale of land? Which pieces of land, at what rates, in what
process? Why not have Joint ventures? What are the alternative methods of generating
cash from assets owned by the BMP,besides outright sale (Rs 79.3 crores, Item Bl.b,
Page I)
r* Many items are indicated to be obligatory, but with some degree of vagueness. An
example is commercial complexes. Section 58 of the KMC Act provides for shops and
stalls. How does this include large commercial complexes that are currently owned by
the BMP? How are the lessees for these complexes decided? How does the BMP
establish that it is carrying out its obligatory function fully or not, or exceeding the
demands of this function?
r* How does the BMP determine the prioritisation of its various obligatory activities,
given limited resources?
r* It was mentioned that Rs 70 crores was being planned for Pavement works, and that
Rs 4 crores was being earmarked for Slum Development. Given this disparity in
prioritisation, how are such decisions taken, in the face of fund constraints. (Item E4,
Page 4)
I
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I
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PROOF
2.
Developing Performance indicators
Starting September 7th, 2002 the PROOF campaign held four workshops on developing
Performance Indicators for the BMP in which representatives from the BMP, the
Community and Private sector organisations participated.
The aim of these workshops was to discuss Performance Measurement and Evaluation
systems and to apply these systems to the working of the BMP. Based on the interactions
between the various stakeholders during the course of these workshops, Performance
Indicators were developed for the departments of Education and Health.
Currently the PROOF team is working on collecting data on these Performance
Indicators. In the coming month the aim of the PROOF team will be to collate the
collected data and initiate discussions based on the findings with the BMP management,
the Departments of Education and Health and Community Groups.
Training
3.
Sessions
An integral part of the PROOF campaign involves the training of the stakeholders on the
Budget of the BMP.
The PROOF team has developed a training document, which will be used to impart
knowledge on Basics of Budgeting and Financial Statements to representatives of the
government and community groups.
Beginning Friday October Sth, the campaign launched a series of bilingual training sessions
for communities. This will be extended to Corporators and other stakeholders over the
coming weeks.
1
4.
Community Participation and Ownership
If transparency is to truly usher in social change, citizen's participation and ownership is
vital.Towards this end, the idea of community hubs that would ultimately serve as
information vehicles of, for and by communities has been recently initiated in the form of
the Proof Energy Centre (PEC).
Fortnightly meetings, which have commenced from ear^ September, have attempted to
bring individuals across communities together to comprehend and internalise the
performance of the BMP in the first quarter and design platforms of information
dissemination.
Its first activity, the PROOF PUTTANA weekly series on AIR (FM) provides a platform for
collaborative discussion and analysis between all the stakeholders who are involved in the
process. The series started on September 18th, 2002.
Second Public Debate
The second review/ Public Debate of the PROOF campaign is slated for mid-November,
2002. Given the nature of the debate, we require informed and concerned participants to
make the session productive. If you are interesting in participating in the debate, please
fill in the following information,and either send it by post, or as an email to the PROOF
campaign.
Public Record of
Operations & Finance
Bangalore Mahanagara Palike
PROOF
Document
Q1s 20024B
PROOF
Analysis QI2002-03
ANALY SIS OF QI 2C 02-03, BM P PROCOF DOCUMENT
Actuals
Budget 2002- 03 Qtr.ending
Jun 30
Major head of account
Specific
Queries
Analysis and Queries
A. Re/enue receipts
Al. BMP Own sources
Rl
Property ux is the main source of own revenue.This bunches In
QI and Q3.What was the target for QI and was It achieved?
a. R-operty Tax
19.000.00
8,242.87
Rl
b. Cther taxes
321.00
36.57
Rl
1. Fees Building license fees
245.00
41.77
Why is the budget figure for this so low in a growing city like
Bangalore? How many buildings docs this estimate represent?
Why is QI below 25% of annual estimate?
2. Fees Road Cutting charges
732.00
173.31
How are road-cutting charges used? Why is there no road
cutting expenses equal to the amount received?
3. Rent from shops & martets
665.00
12.20
Why Is this figure so much below target, not even 10% of the pro
rata figure. What is the break-up of this from various markets/
shops of the BMP
a. Shared taxis with GoK
3,200.00
1,208.40
b. Finance Commission grants from GoK
10,000.00
1,362.67
g Other specificgrancs
c. Non tax Revenues
A2. Go/emment sources
Rl
..
-P'■
. A'
1,280.00
X
i. Election Grants
X
25.00
ii. FamilyWelfare Grants
X
21.20
iii. MLA Grants
X
21.70
X
18.22
14385.72.
715.65
50,028.72
12,579.56
iv.MP Grants
A3 Others
Total Revenue Receipts (AI+A2+A3)
B CAPITAL RECEIPTS
.. .<
This is well short of 25%.Why has this, which Is a constitutional
right of the BMP, not been received ty the BMP? Has any action,
if any,co claim what Is due been taken’ In what manner can Proof
help the BMP?
What are the details of these grants?
:
■ ;
'
.
■ '
.
' : • .
■ . •
’•
-
B1. BMP Own Sources
a. Impro/emcnt Charges
3,500.00
416.13
RI.R2
b. Sale ofAssets (Land, marlcts etc)
7,930.00
X
Rl, R2
X
X
Rl. R2
10,418.61
2,000.00
X
X
X
X
b. From HUDCO
2,984.00
X
a From KUIDFC
8,202.00
X
X
X
c. Ocher
R.I.R2
B2. Go/ernment Sources
a. MoU/Rajdhani Fund
b. Other specific grants
B3. Borrowings
a. From Go/emment
d. From Other sources
What Is the basis for decisions on ale of land?
How is the price fixed?
What Is the Rajdhanl fund, from which 10,418.61 are expected
over the year? What are these funds meant to be used for.or is
there no restriedon?
Rl, R2
e. Joint loans from HUDCO/ KUIDFC
2,896.00
X
Total Capital Receipts
35, 930.61
2,416.13
Against what projects are these to be borrowcd’What
revenue streams, if any.are expected from these projects
when they are complete? What plans are there for the
repayment? details of the purpose of the borrowing.the
terms, and wly these agencies have been selected over a
preference for others in the market may please be given.
. C. FIDUCIARY RECEIPTS
Cl. Deposits
1,391.00
371.87
C2. Cesses
5,890.10
2,737.86
Rl
C3. Taxes
900.65
432,42
Rl
615.38
Rl
C4. Other Fiduciary sources
TOTAL FIDUCIARY RECEIPTS
GRAND TOTAL OF RECEI PTS
Note:' X ’ - Information not provided
750.35
8,932.10
4,157.53
•94,891.43
19,153.22
Rl
Rl
.• ■■■■J
PROOF
Analysis QI2002-03
Query
Response
Analysis and Queries
Rl :Which are the key items of receipts;
how did they fare versus your budget plan;
where did we do better, where did we do
worse; what specific ideas are you adopting
to change this in the next 3/6/9 months
before the year ends
The key item of receipt of BMP continuous
to be property taxes. Subject to
reconciliation the collection up to 30-6-2002
for the first three month of the financial
year 02-03, is Rs.82.42 crores. -Compare to
the same period last year the improvement
in collection is to the tune of Rs. 14 crore.
In the next quarter the efforts will be made
to step up collections from arrears khata
drive, and collection from newly added areas
What is the expectation for arrears
collection , khata drive and newly added
areas for Q2.Q3 and Q4 Given that overall
receipts are lower than budget, which are
the items of expenditure that get prioritised?
What is the planning process for such
decisions?
R2 : If vve are getting funds from capital
The capital receipt in general are spent on
Where did the Rs 4.16 crores of
receipts like sale of assets or improvement capital expenditure.The collections under
improvement charges come from?Are these
charges etc., do we spend these funds on
the improvement charges are applied in
funds being allocated into the provision of
capital expenditures? As an example, how
improving the basic infrastructure of the
basic infrastructure in these areas only?
do we ensure that improvement charges get area such as water Supply, UGD.RSD and
The same question for the Rajdhani fund;
spent on the areas from which the funds
Roads.The provisions under the KMC Act
are these funds earmarked for specific
were collected
stipulate that an estimate to provide basic
activities, or are they for general purposes?
infrastructure requires to be made and
If for specific activities, which ones,and what
apportioned to number of house holds
is the amount spent on these items, what is
coming under that area which can be
the balance
collected as improvement charges per
house hold. It has been the experience of
Does the BMP have a sinking fund as
BMP that such an attempt results in the
mandated? How much money has been put
charges to the tune of Rs. 200/- per square
into the sinking fund? How much is
yard. BMP however collects Rs. 100 per
expected to be put in, based on the BMP's
square yard from each house hold in such
debt obligations and covenants? If there is a
area and tn slums a nominal charge of
difference, what explains this?What is
Rs. 500 from an house hold is being collected. expected to be done over the next 3/6/9
months
The provision of KMC Act and orders of
the Government require that BMP shall
maintain sinking fund -to service the debts
the borrowed for improving the
infrastructure receipts from sale of assets
requires to be credited, into such account.
PROOF
Analysis Q I 2002-03
APPEN DIX l:FORM AT OF FinJANCI? L STATEMENTS
Major head of account
Actuals
Budget 2002- 03 Qtr.ending
Jun 30
Specific
Queries
Analysis and Queries
A. Revenue expenditure
Al. Salaries and Allowances
3,150.70
El
A2. Pension
2,850.00
785.91
El
A3. Interest on borrowings
12,739.62
4,260.07
650.00
EI.E2
A4 Maintenance & Repairs
x
X
a. Buildings
2,145.62
54.55
Which buildings are included in this budget item? Given the
low spend, is maintenance activity being given a low priority in the
BMP’ What steps are being taken to correct this distortion?
b. Vehicles
1,189.38
39.35
This item deals with vehicles. Rs 11 89 seems a great deal br
maintenance alone. But less than 40 lakhs have been spent in QI.
Is this what was needed? If so. is this a case of over budgeting?
Details on the kind of vehicles owned, maintenance schedules etc
may be provided to understand this item better.
x
303.03
c. Engineering (roads/ drains
maintenance etc)
x
233.27
AS Other Revenue Expenditures
4,368.11
380.40
A6 Garbage Clearing
3,000.00
690.89
30,552.80
6,288.10
d. Others
TOTAL REVENUE EXPENDITURE
Only Rs 6 50 crores has been paid out-Wfy are the payouts not
linear’ What is the interest payment schedule for Q2.Q3, Q4
El
E3
Why is budget amount blank for the year, while 303.03 lakhs have
been spent in QI ? Is this expenditure without budgetary sanction.
to cover an emergency? Details may be provided.
Same as above
El
What items are included in this category? Are they regular
activities? If so. wfy is the QI spend not even close to 25% of the
overall budget figure
It was mentioned that Rs 64 crores was being spent on garbage
clearance. Is this budget only for the contracted areas.while the
remaining expenditure is coming under salaries?
What are the buildings referred to? Details are needed for a
deeper analysis
B. CAPITAL EXPENDITURE
1,648.94
350.82
EI.E4
B2. Furniture and fixtures
50.00
4.24
EI.E4
B3. Machinery and Equipment
100.00
298.65
El. E4
100 lakhs has been provided for the yeac and 298.65 have been
spent in QI.This is way over target almost 12 fold.Details are
essential.
Programme of Works projects to be akin up comes co only Rs 40
crores. But almost 200 crores has been shown for the year, and in
QI ever 36 crores have been spent.Citizens would like to know
more on this item.
Well below 25% has been spent. What is comprehensive
development in concrete terms? What arc the specific sources of
funds for this activity?
Bl. Buildings
B4. Wi rd Works (roads/drains construction
etc.)
19,941.81
3,658.30
EI.E3
B5. Comprehensive Development of the city
10,711.11
96.00
EI.E4
X
X
B6. Slum Development
B7. SolidWastc Management
B8. Commercial Complex’s
1,370.00
El. E4.E5
EI.E4
Nothing has been spent.Why? What is the link between this item
and above on garbage clearance?
EI.E4
What is the expenditure of 161.88 on commercial complexes in
B8, when there is no plan for the jear?
EI.E2
Details arc requested.Wnich loans, where is the fund source for
this etc. Why has none been repaid yet?What is the schedule for
Q2. Q3.Q4
El
Is the entire amount of Rs 30 crores all for water supply? If not,
what are the other items? Is this different from the BWSSB's
Cauvery Stage 3 project What is the source of funds for this item
X
161.88
B9. Princial repyment of borrowings
5,938.30
X
BIO. Other Capital Expenditure
20,625.00
2.995.27
60,385.16
7,565.16
Cl Deposits
1,418.51
314.25
C2 Cesses
3,170.74
X
El
C3 Taxes
901.82
696.76
El
TOTAL CAPITAL EXPENDITURE
Blank expenditure plan for the year.And in QI. nothing has been
spent on slums. Where will the Rs 70 lakhs and Rs 4 crores
funding coming from, if no expenditure is budgeted?
C. FIDUCIARY EXPENDITURE
C4. Other Fiduciary expenditure
El
785.19
438.28
El
TOTAL FIDUCIARY EXPENDITURE
6,276.26
1,449.29
El
GRAND TOTAL OF EXPENDITURE
97,214.22
15.302.55
Noce:‘X ’ - Information not provided
Fiduciary expenditure shown for the year of 6276.26 does not
match with the fiduciary receipts of 8932.10 Why/ Even in QI,
1
receipts are shown as 4 i 57 53 and expenditures as 1.449.29.This J
is a big mismatch. Given that this is an item in which the BMP acts I
as a trustee, this is most unexpected. Does the cash balance in the
bank match these figures in the QI budget figures?These amounts .
should be in separate accounts. Details are requested.
J
PROOF
Analysis QI2002-03
Query
Response
Analysis and Queries
El : Which are the key items of expenditure:
how did they fare versus your budget plan;
where did we do better, where did we do
worse: what specific ideas are you adopting to
change this in the next 3/6/9 months before
the year ends
We know that certain expenditures life
Revenue expenditure items are arrived at
after ascertaining the amount that requires to salaries, pensions etc haze to be met. What
be spent before incorporating the same in the are these items and what is this total
committed expenditure for the rest of the
budget For instance an elaborate exercise is
year? What funds will be available for other
made to arrive at actual strength of the
items? Since receipts are coming in far less
employees against the sanctioned post and
than budgeted, how are prioritisation decisions
compute allocation towards the salary and
other allowances. As it can be seen, against a being made for cutting back expenditures?
Can you give us specific plans for Q2.Q3, Q4
provision of Rs. 127.00 crore for the full year
where budget heads will not be used due to
the expenditure incurred during the first
lower-than-expected receipts?
quarter is at Rs,31.50 crore (24%).
E2 : We had taten out the Municipal Bonds
a few years ago. Can you give us some details
about the status of these bonds, and the usage
of the funds: what was the original usage,
versus actual usage
BMP mobilised an amount Rs. 125.00 crore
through privately placed Municipal Bonds
during November 1997. Issue document
specified that the funds will be used to
improve the Arterial & Sub Arterial Roads of
the City of Bangalore. The Document had
credit rating from Crisil at A(SO). The entire
amount collected under Municipal Bond has
been applied to improve theArterial & Sub
Arterial Roads of the city of Bangalore. BMP
has repaid the first installment of principal
amount of Rs.25.00 crore during December
2001 in accordance with the issue document.
The interest to the subscribers has been paid
in time. CRISIL has subsequently enhanced
the rating to A+(SO).
Could we get details like:
- total length of roads expected to be laid
- total length of roads actually laid
- cost/km of road as originally planned
- cost/km of road actually spent
- total funds used so far for the project as
originally conceived; is the project complete,
or is there still work to be done. If so. how
much more is expected to be spent
- source(s) of additional funds, and terms of
these funds, if borrowed money
E3 : What is the total expenditure incurred
on StormWater Drains? How much of this is
capital expenditure, and hew much on
maintenance and desilting
The amount incurred on StormWater Drains
is basically on account of repairs resetting and
improvement at critical points. During rains in
the recent past works to the tune of Rs.5.00
crore has been taken up to combat the flood
situation. Under the Comprehensive
Development of SWD an out lay of Rs. 180.00
crore has been proposed, to improve four
drainage valleys. Consultants are working on
the preparation of DPR.
Were these funds expected to be spent,or
are they emergency expenditures? If the latter,
how are we doing better planning for this
activity, since it recurs as a problem every
year? How much of the money was spent on
de-silting versus civil works?
E4 : Please provide some details on major
capital expenditures being incurred this year
How much has been spent, and what are the
additional expenditures in these areas for the
remainder of the financial year.
The Major capital expenditure that are
proposed in the budget 2002-03 are as
follows.
How much has been spent on these items?
Given the paucity of funds, will any of these
projects actually see activity this year? If so,
which items? What will be the sources of funds
for these? How are these priorities made?
What is the expected activity in Q2, Q3.Q4
\.....'
Project
CDP for New areas{W$AJGD/Roads)
Rejuvenation of Old Areas
Flood Management Wbrks(Capital)
Development of Slums
Improvement to SKR and other Markets
2000.00
2800.00
3300.00
970.00
47S.O0
467.00
Other Development Warks
Mega city Projects(Ongo!ng)
I47S.OO
1960.00
Other Projects from BMP Fund(Ongoing)
2128.00
Flyovers & Grade Separator!
RoB's/ RuBs
Arterial & Sub-Arterial
The additional projects that arc In planning stage
1. Improvement of side walks.
2. ProvidingAdditlonal 100 toilets
3. Rejuvenation of Tanks
E5 : In the area of Slum Development, what
kinds of activities have been taken up?What
is the proposed expenditure for the rest of
the year
Rs in lakhs
4234.91
2190.00
ISOO.OO
70.00
10.00
There are over 360 slums.in the city of
Bangalore out of which the BMP has under
taken comprehensive development of 73 slum
areas, with an Initial out lay of Rs.4.00 crore
during the year 2002-03.The consultant has
been identified to prepare a DPR. A pilot
project to improveW Giri Slum at a cost of
Rs.71.00 lakhs has been taken up under BMP
funds which is in the advance stage, of
implementation.
There was no budget expenditure indicated
under Slum Development. Is there an
allocation for either the Rs 70 lakhs, or for the
Rs 4 crores? What are the activities being
taken up inVV Giri Slum? How much of this
money is already spent? Can the residents of
W Giri slum participate in this activity? Who
is the project consultant for the DPR? Can
slum residents participate in defining this
project? Where will the funds for this come
j
from? How will this item be prioritised given I
fund constraints? What are the expenditures ;
anticipated in Q2, Q3.Q4
PROOF
Analysis QI2002-03
STATEMENT OF ASSETS
For QI
As on 30/06/2002
List of Major Assets
Number
Income Expenditure
Value
Queries
A. Fbed Assets
a. Land
X
X
X
Al. A2
b. Land (leased out)
X
X
X
X
Al A2, AJ
c. Buildings used by BMP
X
X
X
X
Al
d. Buildings - Commercial
X
X
X
X
Al, A3
e. Infrastructure assets
X
X
f. Other find assets (furniture, machinery etc.)
X
X
B. In/estments
C. Current assets
a. Receivables
- property / other taxes
X
- other receivables
X
b.Advanccs
- Contractors
X
- employees
X
c. Cash and Bank balances
Noce:'X ' - Information not provided
X
X
X
X
Analysis and Queries
PROOF
Analysis QI2002-03
Query
Response
Al : We know that the BMP owns se/eral
properties in the city. Can you give us a list
of these properties; ha/e you valued these;
how are you managing these assets, so that
they stay valuable for the BMP
BMP maintains a list of properties owned
by itself.When ever a decision is taken
regarding of the usage of any property the
value as per the Registration Department
will be taken for analysis.BMP continues to
take up fencing of parks and CA sites.
A2 : Are you planning to convert any of
these properties into revenue
opportunities for the BMP; if so, how will
you do his: by selling the property outright,
or doing a joint-venture; how do you make
these decisions so that the BMP gets the
best value; how will you ensure that there
is transparency in these decisions; what
will you do in the next 3/6/9 months
BMP has been using its properties to
achieve its obligatory functions enshrined
under section 58 of KMC Act of providing
citizens utility services such as Shops and
Stalls. Of late the development of
properties for commercial purposes is
taken up under the JointVenture through
Public Tendering System.
A3 : What are the commercial activities
BMP does not undertake any commercial
of the BMP:
activities parse as It Is not a business
a.
What is the total value of all BMP's
organisation.. As stated in previous para,to
commercial properties.
provide for shops or stalls for the sale of
b.
Hew much money are we spending on necessaries of life is a obligatory function
building new commercial properties
of BMP. A number of complex were built by
c.
How much money are we spending on BMP to achieve this objective which are
maintaining existing properties
leased out to the interested citizens
d.
Since these are commercial properties, through a public action.
are we making a profit on managing
these assets; if sen what are we doing
with the profits; if not, why not; what are
you doing to convert these into
profitable propositions in the next 3/6/9
months
As one example, we understand that the
e.
Public Utility Building is a BMP asseq
what rent do we get from this building;
what are our expenditures for this
building
f.
Why is the BMP undertaking commercial
activities; is there surplus money in the
institution; is this an obligatory activity of
the BMP. Will we continue to undertake
commercial activities in the future
A4 : What is the total area and number
of pieces of land that BMP has leased out.
What are the purposes for which these
lands are leased? How are these decisions
made? Are these optimal decisions? If so,
how do you say so. If noq how will these
decisions be rectified, and what specific
action is being planned over the next
3/6/9 months
As per the records of BMP the lands are
leased basically for social purposes like
Hospitals, Schools, Colleges, Charitable
Institutions etc., since BMP is not a profit
making organization. The lease amount
is worked out as 10% of value of the
land. Howsver in certain deserving cases,
reduction is given depending upon social
objective of the organization seeking, the
lease of land.There are about 531
properties leased out at an annual rent of
Rs.26.77 lakhs.
Analysis and Queries
Can we have details about the properties?
How many,what is the total value etc?
Section 58, item 10 mentions "public
markets and slaughter houses". Does the
construction and maintenance of shopping
complexes like Jayanagar; and properties
like Public Utility Building etc, fall under
this category? How many such properties
does the BMP own? Can specific details
be provided.
How does the BMP determine the
appropriate prioritisation of these activities,
given several other obligatory functions?
Since these are not being measured on
commercial terms, what terms are
appropriate for measuring rents and other
lease amounts from tenants*
Can details requested on amount spent
on constructions maintenance of these
buildings, and rentals from them etc. be
provided?
How does the BMP determine if this
obligatory function is completely
delivered? What specific criteria will be
used?
Can details of the 531 properties be
provided: location & size of property,
value of land; lessee and lease amounq
purpose of lease; term of lease;original
lease date etc. What are the total number
of such lease-able properties? How is the
decision for 53 I taken? How are decisions
for new leases, or renewals of leases taken?
PROOF
Analysis Q12002-03
STATEMEN T OF LIAB1L TIES
List of Major Liabilities
;S
L Specific Grants
Specific
Queries
Dues QI
As on 30/06/2002
a. From Gcxt of India
Nil
LI
b. From State Government
X
LI
c. From others
X
2. Loans
. . '
Analysts and Queries
.
.
LI
• ■
■’ ■’.'<•?
13
Nil
X
L1.L2
69.00
X
LI. 12
c. KUIDFC
69.00
X
11,12
d. Others
100.00
X
a. Government
b. HUDCO
■; '■
80.00
3. Current Liabilities • ;: a. Dues to Contractors
’
See question A3 on Receipts
See question A3 on Expenditures
See question B9 on Expenditures
LI
~ yyO.
■■
X
b. Dues to Suppliers
Nil
X
a Other liabilities
Nil
X
2737.86
X
d. Cesses &Ta>es to Govt
‘
CASH BALANCE
ta
' ............-
6
Opening Balance as on 1" April 2002
56.49 crores
+ (Total Receipts during QI. 2002-03)
18953 Crore
- (Total Expenditures during QI, 2002-03)
153.02 Crore
Closing Balance as on 30th June 2002
X
Analysis and Queries
How much of the fiduciary receipts are still with the BMP
How does the BMP ensure chat this money is not spent
What was the closing balance on June 30“ 2002
Query
Response
LI : How mary years are left for repayment
of the various loans or grants, either to
Government or to HUDCO,KUIDFC etc.
The term of loan to HUDCO is between
15 co 20years where as it is 7 years for
KUIDFC. Depending upon the scheme and
date of the borrowals.The repayment
schedule varies. As records to Municipal
Bond issued 1997 the repayment period is
for next three years.
Analysis and Queries
L2 : How does the BMP decide on loan
A large number of projects the BMP under
financing of projects? Since these loans have takes Is of social infrastructure nature which
does not generate any revenue.
interest payments, do the assets being
created have to generate cash flows to pay
back for the loans, or do these repayments
come from other sources
L3 : Is the BMP considering raising more
debt in the next 3/6/9months.lf so, what are
these loans for, what are the details of such
loans (interest rate, duration etc.),and how
is the BMP intending to pay back the loans.
Note: ’ X ’ - Information not provided
As per the Budget 2002-03, BMP Is seeking What are the projects that come under the
finance HUDCO & KUIDFC under Megacity Megacity scheme? Are there other sources
of funds for this scheme, or only this?What
Scheme.
is the amount of debt that is being raised?
HUDCO loans have pay back period of 20 How are the decisions about priorities,
years, with rate of interest of 12.75% where fund allocation, sourcing etc taken? Can
citizens participate in these decisions?
as KUIDFC charges 5%.
PROOF
Analysis QI2002-03
PI-2: HEALTH
.
Query
Response
How many dispensaries and hospitals do
we have
Referral Hospitals - 6, Maternity Homes 24(BMPS), IPP - 3, Allopathic - 16,Mobile - 3,
Ayurvedic- 1 and Unani Dispensary - 1,
38 Health Centres under IPP & 19 Urban
Family Welfare Centres
How much money is spent on the hospitals
and dispensaries that we have
Rs 15.39 crores as per 2002-2003 Budget
How many in-patients and outpatients does
the BMP treat
In-patients 39,000 numbers and out-patients
6 lakhs
Is there any measure of cost/outpatient,or
cost/inpatient/day that has been evolved
Cost per patient Rs 240.00
Which are your best-and worst-performing
dispensaries and hospitals
Neelasandra and Broadway Dispensaries are
the best.AH the Referall Hospitals are doing
well
What kinds of performance measures do
you think are appropriate for this
department
Number of patients and their economic
strata can be taken as measures to evaluate
. the performance of the Department.
Analysis and Queries
PI-3: HORTICULTURE
Query
How many nurseries does the BMP own
How much land does this occupy
Response
Analysis and Queries
Could we have details of the nurseries
BMP has prepared a handbook on parks and
that the BMP owns, as opposed co parte
gardens in which all the relevant details are
captured. In total there are over 630 numbers and gardens
of parks, gardens, medians,traffic junctions
etc belonging to BMP
-Do-
Is horticulture considered to be a revenue
generating activity for the BMP, or an
obligatory function
All the activities of BMP are social in nature.
The activities under Horticulture Dept is an
obligatory .function of the BMP
How much revenue does this department
generate
An amount of Rs 44 lakhs is expected to be
mobilized from this department under
various categories.
Is this sufficient for the land that it
possesses; if sq why do you state this; if not,
what are the plans over the next 3/6/9
months
BMP has undertaken to involve private
participation to reduce the budgetary
requirement of its department in the
development and maintenance of parks .As
of now 67 number of parks, medians, traffic
junctions have been under “Adoption" and
other 120 numbers are in the pipeline.
What kinds of performance measures do
you think are appropriate for this
department
Since the parks and greenery are in the
nature of protection of environment and
urban forestry, reduction in pollution levels
within the city can be a performance
indicator. Area under green covers and
persons visiting parks.
How is the revenue for this department
measured, or benchmarked? Would it be
reasonable to benchmark it to private
nurseries?
PROOF
Analysis QI2002-03
PI-4: ENGINEERING
Query
Response
Analysis and Queries
How many works (number and total value)
are currently under way in the Engineering
department, and which years do these
works belong to
How many works (number and total value)
will spillover into next year, and what are
the causes for such spillover works
BMP has taken measures to reduce the spill
over works continuing from year to year by
way of making provision for such categories
in the budget.
How many of these works are maintenance
in nature, and how mary would you classify
as long-term capital expenditure
Most of the works are of maintenance in
nature.
What kinds of performance measures do
you think are appropriate for this
department
Cost effectiveness.
Can we develop indicators along the lines
of: cost over-runs; timely completion;
quality of work; degree of citizen
participation in work identification
PROOF
Analysis QI2002-03
management discussion and analysis
This section is left open for Management to provide additional qualitative information on various aspects of their
choice. As an example, these items could relate to:
• Management Priorities for the first 3 months, and for the next 3/6/9 months in this financial year
As the citizens of B’lor e are aware that the first 3 months the priority has been to take up flood mgt works. It is
proposed to concentrate on the infrastructure needs of the city, apart from launching citizen friendly schemes.
I. Infrastructure Projects taken up.
a) ROB/RUBs.
b ) Water Supply and UGD facility to newly added areas
c ) Re-modeling of storm water drains
d ) Rejuvenation of old areas
e ) Improving of side walks
f) 100 public toilets
g ) Fly overs at Rajajinagar Entrance
h ) Solid waste mgt
Rs 21 crores
Rs 100 crores
Rs 180 crores
Rs 100 crores
Rs 70 crores
Rs 10 crores
Rs 14 crores
Rs 14 crores
11. Citizen Friendly Schemes.
a ) Sulabha Nakshe
b ) Relaunching of Sarala Katha
c ) Simplifications ofTrade Licences
d ) Computerised system of Grievance Redressal
• Key challenges that arose during the past 3 months,and issues related to these challenges
- As above -
• Human Resource Development discussion
BMP has initiated a number of Capacity Building Training programmes for the personnel. Some of the activities
are 5200 PKs trained in motivation and skilled development under Swacha Benguluru programme.About 207
Principals, Head Masters,Teachers are trained under School Net and Intel Programmes. 180 junior level, 100
middle level and 40 senior officers have been trained in computerized basics.About 80 employees have been
trained in HRD matters such as leave encashments,retirement benefits, advances, etc., HRD training is a
continuing feature of BMP’s administration which are being taken up under on going basis.
• Any other strategic or operating items
a ) Complete internalising of FBAS
b ) Complete computerisation and net working of BMP offices throughout the City.
c ) Complete the BMP audit and evaluation to compile the first ever balance sheet in the govt sector
d ) Improve the basic facilities in the newly added areas
e ) Addition to the infrastructure needs of the City
f) Making the Departments of BMP more responsible and accountable particularly the health and Education
Departments.
ffl
PROOF
Public Record of
Operations & Finance
198, Nandidurg Road
Bangalore 560046
T+91 80 354 2381/82
F+91 80 354 2966
proof@vsnl net
PROOF
Thelma Narayan
Bangalore
Public Record of
Operations & Finance
August 20th, 2002
Dear Thelma
Sub.: First Quarter’s Public Debate on BMP’s PROOF
198, Nandidurg Road
Bangalore 560046
T+91 80 354 2381/82
T+91 80 354 2977
F+080 354 2966
proof@vsnl.net
We wish to express our deep appreciation for your participation at the first quarter’s public
debate on PROOF held at Infosys on Saturday, August 17th, 2002.
The debate itself marked a turning point in history, where citizens and the government could
engage with specific information on performance. The participants - although numbering only
around a hundred - were from different sections of society: students, academics, advocacy
NGOs, grassroot NGOs, corporates, community members and representatives from the State
Government. The feedback that we have received has been overwhelming: unanimously,
* ople found the session to be breaking new ground.
We hope that you found the exercise useful as well. Clearly, there are things that we could do
better. We will strive to make these changes as we go forward.
The central point that we would like to emphasise is that there must be opportunities for
constructive engagement, where hard, specific data is being used to deliberate on matters of
common concern. We are confident that the tone of such engagements will get only more
robust, as all stakeholders recognise the true nature of the PROOF debates as that of finding
participatory solutions, and not fault-finding.
We will be completing the formal PROOF document for QI, 2002-03 with the information that
the BMP has provided within the next few days. We shall send you a copy of this document for
your records.
Sincerely
Ramesh Ramanathan
Campaign Coordinator
Janaagraha
Dr. Vinod Vyasulu
Director, CBPS
(Co-Promoters of the Campaign)
Dr. Suresh Balakrishnan
Director, PAC
Ashish Sen
Director, VOICES
Attached: selected photographs of the event
Dear Vilasini,
GfectltigS ffOin
Rca»l'! Cc?f!
Given below arc some of the points that I raised during the public debate with Bf/IP on
Saturday 17 /8/ 0.2.
1.
2.
Health is one of the most valuable assets for any human being and is important for
attaining a good Quality of li fe.
Therefore there is a need for greater investment in health by the public sector in
partnership with the private and voluntary sectors and comiTiunjucs. We therefore
will look at the BMP budget from a health perspective with a focus on equity and
social uevelonment ie looking at seivices particular!’* for the noor and marginal’~cd
sections of society in urban slums.
3.
On going through the BMP financial statements for the first quarter (1st April to June
30”1), other than a small receipt of a familv welfare grant. we are unable to assess the
receipts and expenditure for heal th .■ medical care. We would suggest that breakups
disaggregated analysis for the social sector including health^ducation and social
welfare be made available, if possible warowisc.
/i
\^/e would like to know about expenditures meurred under rhe !nd*a
Project (IPP) VIII. This was a World Bank loan of several hundred crores of rupees
to develop and run health care services in Bangalore city. In the signed asreeineni the
Corporation (BMP) had agreed to sustain the services. However on project
completion the link workers were disbanded and salaries were not paid to doctors.
x
A
and other staff for several months. > his has adverselv affected die r.;.nnin<< o? the
services. These arc aspects ol performance that need to be looked into. The
repayment ol the loan is another aspect.
5. rieaitn investments have two components — for medical care and ^u^lic Tea*1’’ TTp
indicators in the PROOF documents focus on medical care eg. ouipaiiems and
inpatients etc. fhwveve* nubhc herd th is the more HVipoitjnt thumgh .neglected
component. It includes safe water supply and sanitation facilities, in recognized and
unrecognized slums. Other aspects such as po Hutton of atr. water and soil rrom
industrial and other sources affect all citizens and sections of society. r he regulatory
role of government 1 BN4P and removal of nollutantr needs sweater attent’on ' 1*^
storm water drains, and their contamination with sewage and solid waste adversely
affect nubile health.
6. Additionally there are hard decisions to be taken about tobacco and alcohol which are
thought to generate revenue but also have serious adverse health and social effects.
Long term studies by the Indian Council of Medical Research and the World Bank
show that the government scends for more on health care costs for tobacco and
alcohol related mediedi T/icblcms ihun the o.°Cfrc<T3.i€ revenue u enrns ironi me
manufacture, sole and export of these products.
famdies and concerned pco-ous js nmc'n nunc.
to'dlC
The costs and suffering to the
f • b
J
Dear Vilasini,
Greetings from Community Health Cell!
Given below arc sonic of the points that I raised during the public debate with BfvfP on
Saturday 1778/02.
Health is one of the most valuable assets for any human being and is important for
attainin® a ®ood Quality of life.
Therefore there is a need__for greater invest^/in health by the public sectopjn
partnersnip with
BMP budget from a health perspective with a focus on equip- and social, development
ie looking at services particularly for the-pewerand marginalised sectolii'oY society in
urban slums.
JAov
/v
3. On going through the BMP financial statements for the first quarter (1st April to June
30’1’), oilier than a small receipt of a familv welfare grant, we are unable to assess the
receipts and exi'endtfure for health. medical care. We would suggest that breakups ,
analysis for the social sector including (education and social jf be made available, if
possible wardwisc.
A
Wc wou-d lilxS to know ubout expenditures incurred under ^lie Indis. ^ooulution
„ .
,■__ tctti.'y..
..
. .
. .
~ '
Project/irH-'-'lTus was a-, world Bank loan ot several hundred crores or rupees to
develop arid run healthcare services in Bangalore city. In the signed agreement the
i Corporation (BMP) had agreed io sustain the services. However on project
completion the link workers were disbanded and salaries were not paid to doctors.
and oilier staff for several months. 1 his lias adversely affected the running of the
services. These are aspects of performance that
peed to be looked into. The
repayment of the loan is another aspect.
5. Health investments have two components -ymedicai care and public health, rhe
indicators in the p^bof documents focus on medical care eg. ©inpatients and
inpatients etc. However pubhc health is the more important through neglected
component. It includes safe water supply and sanitation facilities, in reorganized and
unrecognized shims. Other aspects such as pollution of air. water and soil from
industrial and oilier sources affect all citizens and sections of society The regulatory
role of government: BMP and removal of pollutants needs greater attention, The
stci-mw-ater drains at«Lalso.^u^seampoirit.oj~c>
c
evte-ri
6. Additionally there are hard decisions to be taken about tobacco and alcohol which are
thought to generate revenue but also have serious adverse health and social effects.
PROOF
Public Record of
□aerations & Finance
PERFORMANCE INDICATORS FOR HEALTH
INPUT
OUTPUT
•
Minimum Infrastructure
Standard
General Ward
Labor Ward
Operation Theatre (OT)
Minor Operation Theatre
Toilets
Condition of toilet
Bathrooms:
-- Availability of hot water
— Availability of sewage
system.
Laboratory
Waiting Area
Patient Attendant Space
Outpatient Area
Availability of drinking water
Linen Service
Generator set
Store Room
Ambulance Service
Quarters for Doctors and
Drivers
Telephone Service
Privacy of examination area
Fumigation
• Number of
deliveries
Normal Caesarean and
Assisted
•
Minimum Equipment
Standard.
Availability of required
Equipment in all rooms.
•
Drugs
Availability of minimum
essential drugs.
Availability of emergency
drugs.
• Number of family
welfare procedures.
OUTCOME
• Number of maternal
deaths.
• Number of neo natal
deaths.
• Number of stillbirths.
• Number of high risk
pregnancies detected
during labor/antenatal
care
• Number of infant deaths.
• Number of
immunizations against
measles.
• Number of measles cases.
• Number of
admissions.
• Number of
admission slips.
• Number of patients
registered for postnatal
care.
• Number of patients
registered for antenatal
care.
• Number of
Medically Terminated
Pregnancies (MTP).
• Number of perinatal
deaths.
• Number of deaths due to
measles
• Number of admission to
number of admission slips.
EFFICIENCY
• Downtime of key
equipment.
Autoclave.
Laproscope.
Refrigerator.
Generator.
Ambulance
BP Apparatus
Instrument Sterilisers
Weighing Machine - Adult and
Infant
Incubators
Boyle’s Apparatus
Pulse Oxinator
Hysteroscopcs
• Time taken to fill up
vacancies to sanctioned
strength.
• Nurse patient ratio.
• Complaint redressal
system.
• Doctor patient ratio.
• Patient feedback forms.
• Full time employees per
occupied bed.
• Percentage of patients
coming in for 3 postnatal
check ups.
• Number of patients
registered for antenatal care
prior to 12 weeks.
• Number of days with
stock outs of essential drugs.
• Waiting time for patient.
• Cost of drugs per patient
(inpatient / outpatient).
• Cost per inpatient day.
• Cost per outpatient day
PRODUCTIVITY
EXPLANATORY
• Staffing patterns.
• Number of patients below
the poverty line.
• Inventory / Store
management maintenance
mechanism.
PROOF
Public Record of
Operations & Finance
198, Nandidurg Road
Bangalore 560046
T-t-91 80 354 2381/82
T+91 80 354 2977
F+080 354 2966
proof@vsnl.net
May 2003
We invite you to the fourth quarterly public discussion of the PROOF campaign to be held on
Saturday, May 17lh, 2003 at:
"
JN TATA Management Council Room,
Infosys Technologies Ltd.,
Gate No: 2, Electronic City,
Hosur Road, Bangalore - 561 229.
Timing: 09.30 am to 01:30 pm.
The fourth quarterly discussion is the last in the series of quarterly discussions of the PROOF
campaign for the year 2002 - 2003.
Your participation will be valuable to both accelerate and enable PROOF to translate its promise
to performance.
Please be there.
Yours sincerely,
4^ I*
Ramesh Ramanathan
Campaign Co-Ordinator
Dr Suresh Balakrishnan
Executive Director,PAC
Dr.Vinod Vyasulu
Director,CBPS
n
>1'0^
Ashish Sen
Director,Voices
Please confirm participation and bring this invitation with you for security reasons.
Admit one.
Transportation will be arranged from *PAC to Infosys and back. Please confirm your seat by May 15th 2003
R.S.V.P.
Sapna I Bheema
354-2381 /82.
♦Public Affairs Centre,422, 80 Ft Road,VI Block, Koramangala, Opp Akliila Karnataka Prani Daya Sangha
Position: 1796 (2 views)