Infant Mortality Rate Reduced to 44 Per 1000 Live Births during 2011

Infant Mortality Rate (IMR) has dropped by 3 points from 47 to 44 infant deaths per 1000 live
births during 2011. As per October 2012 bulletin of the Sample Registration System (SRS) released
by the Registrar General of India (RGI), the IMR for rural areas has dropped by 3 points from 51 to
48 infant deaths per 1000 live births while the Urban rate now stands at 29 from the previous
31/1000. 

Among the states, Goa and Manipur have the lowest IMR of 11 infant deaths followed by Kerala
with 12 infant deaths per 1000 live births. Madhya Pradesh has the highest IMR of 59/1000 followed
by UP and Odisha with 57/1000 IMR. Assam, Chhattisgarh, Odisha, Rajasthan and Meghalaya have
IMRs more than the national average of 44. 

It may be mentioned that the Sample Registration System (SRS) is a large-scale demographic survey
for providing reliable annual estimates of birth rate, death rate and other fertility & mortality
indicators at the national and sub-national levels. The field investigation consists of continuous
enumeration of births and deaths in selected sample units by anganwadi workers and teachers. An
independent survey is also done by SRS supervisors every six months. The data obtained by these
two independent functionaries are matched. The unmatched events are re-verified in the field and an
unduplicated count of births and deaths is thus obtained. The SRS sample is replaced every ten years
based on the latest census frame. 

. 

Efficient and Effective Public Administration Must for Just and Honest Government
International Commonwealth Conference and Ministers’ Forum on Public Administration
Concludes
The three day International Conference of Commonwealth Association of Public Administration
and Management (CAPAM) and the fourth Common Public Service Ministers’ Forum concluded
here today with a call for efficient and effective public administration that can enhance the role of
just and honest government to spur socio-economic and political development, leading to
transformation of societies. The Ministers’ Forum agreed on the important role of public policy in
improving governance and strengthening public administration in support of national development
objectives and to meet international challenges. They acknowledged the need for developing
countries to address challenges posed by a globalised economy, the competitiveness of markets and
the capability of member countries to retain their comparable advantages. 

The forum also reaffirmed the importance of public administration and agreed that the
Commonwealth Heads of Government Meeting (CHOGM) 2013 in Sri Lanka should consider the
elevation of the Commonwealth Public Service Ministers Forum to a ministerial level meeting,
scheduled annually if feasible. The aim is to deepen and broaden the dialogue and the sharing of
knowledge, experiences and best fit practices to build excellence in public administration. 

The Forum welcomed the proposal by the Government of India to host an annual Commonwealth
Symposium on Public Service Excellence from 2013, to be held in India, in collaboration with the
Commonwealth Secretariat. 

It also acknowledged the value of using information and communications technology such as the
Commonwealth Connects online platform to build peer networks of influence for collaborative
working and knowledge sharing. 

Earlier in his concluding address the Minister of State for Personnel Public Grievances & Pensions
Shri V. Narayansamy said that Good governance is an essential requirement for economic growth
and job creation as it builds trust between the state and citizens and stimulates markets and
investments. He said “We realize that public service excellence is a fundamental requirement for
good governance but note the possible difference between Good Governance and Developmental
Governance.” Shri Naranyansamy said while the former is a necessary prerequisite to be strived for
over the longer term, developing countries should also consider placing priority in strengthening the
capacity of those public institutions that play a critical role in achieving economic growth and
development. The Minister said while much has been achieved, more needs to be done to ensure that
we have strong and effective public service institutions with the capacity to effectively and
expeditiously implement government policies, programmes and services. Shri Narayansamy further
stated that more specifically, good governance for development requires special consideration as the
needs and aspirations of developing nations deserve special attention and focused action. 

The three day CAPAM conference was attended by Ministers and senior officials from 21 countries
besides India. The theme of the Conference was “A Public Service Fit for the Future.” During the
conference learned scholars made important presentations on the challenges of good governance and
public service excellence. 

DEVELOPMENT OF ADARASH STATIONS

The scheme of Adarsh stations has been introduced from the year 2009.  Adarsh
Stations are provided with basic facilities such as drinking water, adequate toilets, catering
services, waiting rooms and dormitories especially for lady passengers, better signage,
etc.  During 2010-11, 201 stations were identified to be developed under this scheme of
which 36 stations were identified in October 2011.  Work at 82 stations has been
completed.  Work at another 184 stations is targeted for completion in 2012-13.  A new
concept of development of Multi Functional Complexes (MFCs) with budget hotels was
introduced to provide rail users facilities like food  plaza, ATM, Variety Store, Books &
Chemist shops, Parking etc.  So far, a total of 196 stations have been identified for
MFCs.  The task of development of these MFCs has been assigned to Zonal Railways and
construction of MFCs has been completed at 35 stations.

DEDICATED FREIGHT CORRIDORS

            The Western Dedicated Freight Corridor (DFC) of 1499 kms. will be from
Jawaharlal Nehru Port (JNPT) in Mumbai to Tughlakabad and Dadri near Delhi and would
cater largely to the container transport requirements between the existing and emerging
ports in western India and the northern hinterland.  The Eastern DFC will be from Ludhiana
in Punjab to Dankuni (1839 kms.) near Kolkata to be extended in future to serve the new
deep sea port proposed in Kolkata area and will largely serve coal and steel traffic. The two
corridors will be joined together by a connector corridor between Khurja and Dadri. The
DFC project is being implemented by the Dedicated Freight Corridor Corporation of India
Limited (DFCCIL), a Special Purpose Vehicle created in October 2006.  Durgawati-
Karwandia section (66 kms) of Eastern DFC is targeted for commissioning in December
2013.  Construction work of formation and bridges is in progress and 85% work has been
completed till September 2012. Contract for Track Work has been awarded in July
2012.  Pre-qualification for systems contract has been finalised and the Bid document is
under finalisation.  Construction work of 54 major and important bridges of Western DFC is
in progress and 5 major bridges have been completed. Land acquisition is progressing well
and as on 31.7.2012 out of total land of 10703 hectares to be acquired for Eastern and
Western DFC, Award under section 20 F of RAA 2008 has been declared for 7557 hectares
(70%).Target for commissioning of  Eastern & Western DFC is March, 2017 except for the
following sections: Durgawati-Karwandia, 66 km section of Mughalsarai-Sonnagar –
December, 2013. Balance 52 km section of Sonnagar-Mughalsarai – December, 2015

Scheme of ‘National Court Management Systems’ (NCMS) for Enhancing Timely

Justice*
(Law & Justice)
 
 
India has one of the largest judicial systems in the world – with over
3 crore cases and sanctioned strength of some 18,871 Judges (as on
31.12.2011). The system has expanded rapidly in the last three decades,
reflecting India’s social, economic and political development in this period. It is
estimated that the number of Judges/Courts expanded six fold while the
number of cases expanded by double that number – twelve fold. The judicial
system is set to continue to expand significantly over the next three decades,
rising, by the most conservative estimate, to at least about 15  crore of cases
requiring at least some 75,000 Courts/Judges.
There is an urgent need to make the Judicial System ‘five plus free’ (i.e., free
of cases more than five years old). There is an equally urgent need to shorten
the average life cycle of all cases – not only time spent within each court, but
also total time in the judicial system as a whole, to bring the average to no more
than about one year in each court.   There is also need to systematically
maintain and continuously seek to enhance quality and responsiveness of
justice.
To meet all these challenges facing the Judiciary effectively, the Chief
Justice of India, after consulting the Minister of Law and Justice in the
Government of India, established the National Court Management Systems
(NCMS) in May this year and recently released a ‘Policy & Action Plan’
document to implement it. The National Court Management Systems will be
under overall control of  the Chief Justice of India. It will primarily deal with
policy issues. NCMS will include the following six main elements:
(1)        A National Framework of Court Excellence (NFCE) that will set
measurable performance standards for Indian courts, addressing issues of
quality, responsiveness and timeliness;
(2)        A system for monitoring and enhancing the performance parameters
established in the NFCE on quality, responsiveness and timeliness;
(3)        A system of Case Management to enhance user friendliness of the
Judicial System;
(4)        A National System of Judicial Statistics  (NSJS) to provide a common
national platform for recording and maintaining judicial statistics from across
the country. NSJS should provide real time statistics on cases and courts that
will enable systematic analysis of key factors such as quality, timeliness and
efficiency of the judicial system across courts, districts/states, types of cases,
stages of cases, costs of adjudication, time lines of cases, productivity and
efficiency of courts, use of budgets and financial resources. It would enhance
transparency and accountability;
(5)        A Court Development Planning System that will provide a framework
for systematic five year plans for the future development of the Indian judiciary.
The planning system will include individual court development plans for all the
courts; and
(6)        A Human Resource Development Strategy setting standards on
selection and training of judges of subordinate courts.
The administrative and technological “backbone” of these systems will be
maintained at the Supreme Court and overseen by a Committee consisting of
the representatives.
Specific proposals will be developed in each of these areas for consideration
and implementation by and through the High Courts.
National Court Management Systems Committee (N.C.M.S.C.):
Specific proposals for the Court Management System as outlined above will
be developed by an 18 member National Court Management Systems
Committee (N.C.M.S.C.), which, subject to directions of  theChief Justice of
India, shall consist of the following:
Chair:
A Jurist/Domain Expert nominated by the Chief Justice of India. He will be
paid honorarium and given such facilities as may be decided by the Chief
Justice of India for Chairing N.C.M.S.C.
Accordingly, Prof. (Dr.) G. Mohan Gopal, former Director, National Judicial
Academy, a Jurist, has been nominated by the CJI to be the Chairperson of
National Court Management Systems Committee. Prof. MohanGopal  will also be
Member of the Advisory Committee.
Members:
1.    Four Sitting Judges (one from each zone in India) nominated
by the  Chief Justice of India.
2.    Secretary General of the Supreme Court (ex-officio).
3.    Joint Secretary and Mission Director (National Mission for Justice
Delivery and Legal Reforms), Department of Justice, Government of India (ex-
officio).
4.    Registrar Generals of three High Courts nominated by the Chief Justice
of India.
5.    Director, National Judicial Academy.
6.    Two practising Advocates nominated by the  Chief Justice of India.
7.    An expert Statistician, nominated by the Chief Statistician of India.
8.    An expert in management of decision making systems and process re-
engineering, nominated by the  Chief Justice of India.
9.    An expert in Computer Technology relevant to Court Management,
nominated by the  ChiefJustice of India.
10.   A representative of a NGO working for improving access to      justice
and user friendliness of courts, nominated by the Chief Justice of India.
11.  Additional Registrar, Information and Statistics, Supreme Court of India
(ex-officio) – Member Secretary.
            Accordingly, the following were nominated by the CJI as Members of
the NCMSC:
(a)          Shi Justice D. Murugesan;
(b)          Shri Justice A.M. Khanwilkar;
(c)          Shri Justice Amitava Roy;
 (d)          Shri Justice B.D. Ahmed; 
(e)          Registrar General, High Court of Gujarat;
(f)           Registrar General, Calcutta High Court; and
(g)          Registrar General, High Court of Karnataka.
The Committee shall be supported by necessary staff and facilities.
·         Advisory Committee:
The NCMS Committee is to be advised by an Advisory Committee consisting
of two Judges of Supreme Court of India and such other Chief Justices/Judges
of High Courts as may be nominated by the Chief Justice of India. The Chair of
the NCMS Committee shall be a member of the Advisory Committee. Secretary,
Department of Justice, Government of India, shall be Ex-officio Member of
Advisory Committee and the Secretary-General of the Supreme Court shall be
the convenor of the Advisory Committee.
Accordingly, the following were nominated to be the Members of the
Advisory Committee:
(a)                  Shri Justice Altamas Kabir, currently the Chief Justice of India;
(b)                  Shri Justice P. Sathasivam, Judge, Supreme Court of India; and
(c)                  Shri Justice P. C. Tatia, Chief Justice, Jharkhand High Court.
All expenses in connection with the functioning of the NCMS, including
salary and allowances, etc., of the Staff, will be met from the sanctioned Budget
of the Supreme Court of India.

Rural Business Hubs

Backgrounder

The Rural Business Hubs (RBH) is a steady influx of rural people to urban
areas in search of employment and economic opportunity.  Also, there is a wide gap
between rural and urban areas in terms of public services like health and education, in
the quality of life and levels of income.  This gap is perceived to be widening.  The
73rd Constitutional Amendment, 1992, has mandated Panchayats as Institutions of Self
Government, to plan and implement programmes of economic development and social
justice.  Government of India has recognized that Panchayati Raj is the medium to
transform rural India 700 million opportunities.  There is also a felt need to ensure that
the benefits of rapid economic growth, unleashed through the reforms of the last two
decades, need to flow to all sections of society, particularly to rural India. The
Ministry of Panchayati Raj has adopted the goal of "Haat  to Hypermarket" as the
overarching objective of the Rural Business Hubs (RBH), initiative aimed at moving
from more livelihood support to promoting rural prosperity, increasing rural non-farm
incomes and augmenting rural employment. 
 
The budget allocation for the RBH scheme introduced during the Eleventh
Five Year Plan w.e.f. 2007, has been fairly small, as a result of which the scheme has
been restricted to the BRGF districts and districts of the North Eastern States. The
implementation of the scheme has not taken off as anticipated and due to the lack of
response by various partners, it has been decided to taper off the scheme during the
12th Plan. RBH projects have been sanctioned for various products including metal
work, carpets, embroidery, biofuels, horticultural products etc. However, as the
scheme is not being continued in 12th Five Year Plan, no further steps are proposed to
be taken for creating awareness or training people in the production of these items.

25th Anniversary of Montreal Protocol and 18th International Day for Preservation of
Ozone Layer 
Protecting Our Atmosphere for Generations to come 
Backgrounder 

The Vienna Convention for the Protection of the Ozone Layer was signed on 22 March, 1985
and the Montreal Protocol on Substances that Deplete the Ozone Layer was signed on 16
September, 1987 to protect the ozone layer. Since 1995, this day is celebrated every year as the
International Day for the Preservation of the Ozone Layer and commemorates the date of signing of
the Montreal Protocol. This year being the 25th Anniversary of the Montreal Protocol, it has
been decided to celebrate the International Day for the Preservation of the Ozone Layer on
13th September, 2012.

The Montreal Protocol on Substances that Deplete the Ozone Layer has been recognized as the
most successful international environment treaty in history. Another testimony to its remarkable
accomplishments, the Montreal Protocol has received universal ratification; all countries in the
world have now ratified this landmark agreement. This brings together the whole international
community to protect the ozone layer.

The Protocol was the culmination of decades of research, which established that chemicals
containing chlorine and bromine released in the atmosphere could damage the ozone layer. A
depleted ozone layer in the stratosphere allows the Ultraviolet (UV-B) rays of the sun to reach the
earth exposing mankind, flora and fauna to its harmful effects. According to the World Health
Organization, each year between 12 to 15 million people become blind from cataracts worldwide,
of which upto 20% may be caused or enhanced by sun exposure.

Initially on the basis of very definite empirical findings, the Protocol enjoined upon all the
signatory nations to completely phase out the major Ozone Depleting Substances (ODSs) such as
Chlorofluorocarbons (CFCs), Halons and Carbon-tetrachloride (CTC) in a given time schedule.
Later, other studies have brought more ODSs such as Hydrochlorofluorocarbons (HCFCs) and
Methyl-Bromide under the ambit of the Protocol for phasing out within the given deadlines.

The Montreal Protocol which is in operation for twenty five years had an extraordinary
international cooperation and has led to complete phase-out of production and consumption of
several ODSs. As of 1st January, 2010, the production and consumption of major ODSs like CFCs,
CTC and halons have already been phased out globally. This has not only protected the
stratospheric ozone but it has also immensely benefitted the climate system. The ODSs are potent
Green House Gases (GHGs) and these gases were not included in Kyoto basket of gases for
emission controls. As per expert estimates, from 1st January, 2010 GHG emissions have been
reduced by 11 Giga tonnes CO2 equivalent per year through its ODS phase-out activities which
amounts to 5-6 times reduction targets by the Kyoto Protocol during first commitment period of
2008-2012. 
India, being a Party to the Vienna Convention for the Protection of the Ozone Layer and the
Montreal Protocol on Substances that Deplete the Ozone Layer, have been sharing the global
concern for protecting the ozone layer and phasing out of the ODSs. These substances are used in
industrial and pharmaceutical aerosols, refrigeration and air-conditioning equipments, foam
manufacturing, fire extinguishing equipment, metal-cleaning, garment cleaning, soil fumigation
and quarantine and pre-shipment applications etc.

Since 1993 with the continued efforts made by stakeholders responsible for implementation of the
Montreal Protocol activities, India has successfully phased-out the production and consumption of
CFCs, CTC and halons as of 1st January, 2010 except the use of pharmaceutical grade CFCs in
manufacturing of Metered Dose Inhalers (MDIs) for treatment of Asthma, Chronic Obstructive
Pulmonary Disease (COPD) and other respiratory ailments under the Essential Use Nomination
(EUN) provisions of the Montreal Protocol.

India proactively ceased the production and consumption of CFCs from 1st August, 2008, 17
months ahead of schedule of the Montreal Protocol. However, adequate steps were taken to ensure
the supply of pharmaceutical grade CFCs for the critical sector especially for manufacturing of
MDIs for Asthma and COPD patients in our country through EUN provisions of the Protocol
especially during the transition period. India got it approved of 343.6 MT of pharmaceutical grade
CFCs for 2010 for manufacturing of MDIs in the country. The Indian MDI manufacturers have
made an excellent progress in developing CFC-free formulations for most of the MDIs and now
only CFC-free MDIs are supplied in the domestic market. As a result, India in consultation with
MDI manufacturers decided not to seek EUN of pharmaceutical grade CFCs for 2011 and beyond.

Recognizing the success of the Montreal Protocol in phasing out the ODSs like CTC, CFC and
halons, the 19th Meeting of the Parties (MOP) held in September, 2007 had taken a decision to
advance the phase-out of HCFCs by 10 years. The baseline for production and consumption of
HCFCs has been established based on the average of production and consumption for the years
2009 and 2010 respectively. The freeze will be in 2013 on the baseline level and 10% reduction
from the baseline in 2015 for stage–I reduction as per the accelerated phase-out schedule.

The HCFC Phase-out Management Plan (HPMP) was prepared in close cooperation with the
industry, concerned industry associations, research institutions, institutional user organizations,
NGOs etc. The Sectoral Working Groups Meeting was organized in September 2009. A Roadmap
to Phase-out HCFCs in India was launched in October, 2009. Subsequently, a two-day Stakeholders
Workshop on HCFCs was also organized in October, 2011 for finalization of sectroal strategy and
overarching HPMP Stage-I. The HPMP Stage-I has been approved by the Executive Committee
(Ex-Com) of the Multilateral Fund (MLF) for Implementation of the Montreal Protocol in its 66th
Meeting for the period 2012-2015 to meet the 2013 and 2015 phase-out targets by reducing 341.77
ODP tonnes of HCFCs from the starting point of 1691.25 ODP tonnes.

The Government of India has also taken a number of policy measures, both fiscal and regulatory, to
encourage early adoption of new technologies by existing and new enterprises. The Customs and
Excise duty exemption is granted on capital goods required to implement ODS phase out projects
funded by the MLF and these physical incentives are also extended for new industrial
establishments and expansion of existing capacities using non-ODS technologies. The Ozone
Depleting Substances (Regulation and Control) Rules, 2000 regulating ODS production,
consumption and trade have also been put in place. These Rules are being enforced under the
Environment (Protection) Act, 1986 with effect from 19th July, 2000. These Rules have been,
further, amended from time to time to facilitate execution of national phase-out plans so as to meet
the reduction targets as specified in the Protocol. 
 Enhancing the Competitiveness of the MSME Sector through Cluster
Development
 
FEATURE  
MSME  

 
The need of the hour is a cluster based approach. Clusters are defined
as a sectoral and geographical concentration of micro, small and medium
enterprises with inter-connected production system leading to firm/unit level
specialisation and developing local suppliers of material  inputs and human
resources. Availability of the local market, inter-mediaries  for the produce of
the cluster is also a general characteristics of the cluster.   
 
As a whole, cluster facilitates to face market challenges, quicker
dissemination of information, sharing of knowledge and best practices and
better cost effectiveness due to distribution of common costs. It also provides
an effective and dynamic path for inducing competitiveness by ensuring inter-
firm cooperation through networking and trust.  The geographic proximity of the
enterprises with similarity of products, interventions can be made for a large
number of units that leads to higher gains at a lower cost, which in turn helps in
their sustainability.  The cluster approach thus aims at a holistic development
covering areas like infrastructure, common facility, testing, technology & skill
upgradation, marketing, export promotion. 
 
The Cluster Development approach has played an important role in
enhancing the competitiveness of the MSE sector. Apart from the benefits of
deployment of resources and economy of scales, the cluster development
approach helps in weaving the fabric of networking, cooperation and
togetherness in the industry, and thus enabling the industry to achieve
competitiveness in the long run.  Cluster Development Approach is the answer
of the Micro and Small Enterprises to the large scale sector of the country and
the world and should be part of the business strategy.
 
The Micro and Small units are generally not in a position to install costly
machinery for their critical operations, accept large orders, or infuse large
capital due to their limited capital base and limited domain expertise.  However,
collectively through cluster development approach, the micro and small
enterprises can attain the desired goal of being competitive in the present
global scenario.  The Ministry has adopted cluster development approach as a
key strategy for development of micro and small enterprises in various
clusters.  The Ministry is administering two cluster development programmes,
namely, Micro and Small Enterprises – Custer Development Programme (MSE-
CDP) and Scheme for Upgradation of Rural and Traditional Industries
(SFURTI). 
  
The objectives of the scheme is to support the sustainability and growth
of MSEs by addressing common issues such as improvement of technology,
skills and quality, market access, access to capital, etc.; to build capacity of
MSEs for common supportive action through formation of self help groups,
consortia, upgradation of associations, etc., and to create and upgrade
infrastructural facilities in the new and existing industrial  clusters of MSEs.
 
The cluster development initiatives in various clusters have reportedly
delivered remarkable results.The guidelines of the MSE Cluster Development
Programme (MSE-CDP) have been comprehensively prepared to provide
higher support to the MSMEs.  With this, more than 500 clusters spread over
across the country have so far been taken up for diagnostic study, soft
interventions and setting up of CFCs under the programme. The efforts under
the scheme are focused on covering more and more clusters across the
country.

Janani Shishu Suraksha Karyakram

                                                            

FEATURE  
H&FW
 

B.  Narzary*
Reducing the maternal and infant mortality rate is the key goal feature of the
Reproductive and Child Health Programme under the National Rural Health Mission.
Several initiatives have been launched by the Ministry of Health & Family Welfare under
the Mission including Janani Suraksha Yojana, a key intervention that has resulted in
phenomenal growth in institutional deliveries with more than
one crore women beneficiaries annually. JSY was launched to promote institutional
deliveries so that skilled attendance at birth is made available and mothers and new born
babies can be saved from pregnancy related complications and deaths.

However, even though institutional delivery has increased significantly, out of

pocket expenses being incurred by pregnant women and their families remained high. This
has acted as a major barrier for the pregnant women to opt for institutional attendance.
They still prefer to deliver at home. Due to this, a large number of sick neonates die on
account of poor access to health facilities.      

To mitigate the problem, the Ministry of Health & Family Welfare

launched Janani Shishu Suraksha Karyakram(JSSK) on 1st June, 2011 to provide better
health facilities for pregnant women and sick neonates. The scheme emphasises utmost
importance on “Free Entitlements”. The idea is to eliminate out-of-pocket expenses for
both pregnant women and sick neonates.     

Under this scheme, pregnant women are entitled for free drugs and consumables,
free diagnostics, free blood whenever required, and free diet up to 3 days for normal
delivery and 7 days for C-section.  This initiative also provides for free transport from
home to institution, between facilities in case of a referral and drop back home. Similar
entitlements have been put in place for all sick newborns accessing public health
institutions for treatment till 30 days after birth. The JSSK initiative is estimated to benefit
more than one crore pregnant women & newborns both in urban & rural areas annually. 

India has made considerable progress in reduction of Maternal Mortality Ratio

(MMR) and Infant Mortality Rate (IMR), but the pace at which these health indicators are
declining needs acceleration. The number of institutional deliveries has increased
significantly, after the launch of Janani Suraksha Yojna (JSY) in the year 2005 but many of
those who opted for institutional deliveries were not willing to stay for 48 hours,
hampering the provision of essential services both to the mother and neonate.  Moreover,
the first 48 hours after delivery are critical as complications like haemorrhage, infection,
high blood pressure, etc are more likely to develop during this period and unsafe
deliveries may result in maternal and infant morbidity or mortality.

Access to mother and child health care service was also hindered by the high out of
pocket expenses on user charges for OPD, drugs and consumables, diagnostic tests etc. In
some cases such as severe anaemia or haemorrhage requiring blood transfusion can also
increase immediate expenses. The same becomes still higher in case caesarean section is
done.

So, JSSK has been launched, to ensure that each and every pregnant woman and
sick neonates upto one month gets timely access to health care services free of cost and
without incurring any out of pocket expenses.  

Under JSSK, free institutional delivery services (including caesarean operation) are
provided in government health facilities. Medicines including supplements such as Iron
Folic Acid are to be given free of cost to pregnant women. Further, pregnant women are
entitled to both essential and desirable investigations like blood, urine tests and Ultra-
Sonography etc. Furthermore, they are to be provided with free diet during their stay in
the health institutions (up to three days for normal delivery & seven days for caesarean
section). Not only this, there is a provision of free blood transfusion if the need arises. A
significant number of maternal and neonatal deaths can be saved by providing timely
referral transport facility to the pregnant women. Pregnant women are entitled to free
transport from home to health centre, referral to higher facility in case of need and drop
back from the facility to home. Besides, under JSSK there is exemption from all kinds of
user charges including OPD fees and admission charges.

Free treatment is also provided to the sick new born upto thirty days after birth
and all drugs and consumables required are provided free of cost. As in the case of the
mother, the new born too is provided with free diagnostic services and there is a provision
of free blood transfusion if the need arises. The facility of free transport from home to
health institutions and back is also available.

In brief, institutional deliveries are a key determinant of maternal mortality and

quality provision of ante-natal and post-natal services can reduce infant as well as
maternal mortality. Janani Shishu Suraksha Karyakram supplements the cash assistance
given to a pregnant woman under Janani Suraksha Yojana and is aimed at mitigating the
burden of out of pocket expenses incurred by pregnant women and sick newborns.
Besides it would be a major factor in enhancing access to public health institutions and
help bring down the Maternal Mortality ratio and Infant mortality rates.

The launch of the Janani Shishu Suraksha Karyakram will encourage all pregnant

women to deliver at public health places and fulfil the commitment of achieving cent
percent institutional delivery. It will also empower service providers working at the health
facilities in providing quality ante-natal, intra-natal and post-natal services at the
institutions. Providing free treatment to sick neonates will help in decreasing the neonatal
mortality rate. This initiative will help in reducing both maternal and infant mortality and
morbidity.

Grow, Transform and Sustain – The Mantra for Indian PSUs

 
FEATURE  
 
Heavy Industry  
  

India’s central public sector enterprises have undergone a cycle of

transformation since the introduction of liberal economic policies a couple of
decades ago.  Many believed that the public sector enterprises will simply wither
away because of competition and their inefficiency; or they will be subsumed by
the private sector because of the divestment programme.  However, as the
experience has shown, the Central Public Sector Enterprises (CPSEs) continue to
have a critical role to play in many businesses, especially in the strategic
sectors.  Many CPSEs have proved their critics wrong by becoming extremely
efficient and competitive.

In the strategic sectors of our economy, CPSEs are needed to ensure that the
national and the social priorities are guaranteed – in terms of assured supply and
affordable prices.  Infrastructure, energy, healthcare, defence are such areas
where it cannot be left entirely to the markets.  In fact, the CPSEs are needed to
create, balance and sustain the market in these sectors.  Even in the business and
consumer services sector, the CPSEs are needed to ensure adequate and fair
competition and stabilize the market.

However, at the same time, the CPSEs cannot take such role for granted for future
also.  They cannot be allowed to become complacent.  Efficient and effective
management is essential to ensure that the CPSEs continue to fulfill their
obligations to the country.  Indian CPSEs need to be competitive at home against
the global competitors and become multinationals themselves.  By striving to
become multinationals, Indian CPSEs will be following the best management and
operational benchmarks in the world, making it easier for them to be competitive
at home and also in global arena.
 

Most of CPSEs are profitable despite operating with the constraints of public
service priorities.  Of the 248 CPSEs, 220 are currently operational and of those
158 are profitable.  That is an impressive 70 per cent plus mark for a group that
also includes a large number of legacy companies taken over as sick private sector
units.  The operating efficiency of the CPSEs is also quite good in the prevailing
dullness in the economy.  Last year, i.e. 2010-11, CPSEs delivered dividend of Rs.
35,681 crore.  Importantly, there has been significant improvement in the
revenue and profitability levels of the CPSEs. So, the CPSEs are making a
substantial contribution to the country’s economic growth.  Even on the
stockmarkets, the listed 45 odd CPSEs make nearly 20 per cent of the value of all
listed Indian stocks.  Clearly, Indian public sector has the size and the efficiency to
entertain ambitions of going global.  The CPSEs can also build and be parts of
global supply chains.  In doing so, they can achieve an edge in technological and
managerial innovation and help Indian economy grow at a faster rate.

Already, many Indian CPSEs are global giants.  Most of the petroleum PSEs are
now multinationals and helping secure energy fuels for now and the future.  In
the heavy engineering, infrastructure and project services too, Indian CPSEs have
significant presence overseas.  Now, the power sector CPSEs are set to spread out
in the world.  Given their experience of working in resource constrained and
politically obstructive environment, Indian CPSEs are well equipped to do business
in the other developing parts of the world, particularly Southeast Asia and Africa.

The Government has taken steps to help the Central Public Sector Enterprises
(CPSEs) to improve their operations and competitiveness at home.  The
Maharatana and Navaratna CPSEs have been allowed to invest in assets overseas
and undertake joint ventures abroad.

The CPSEs are continuing to invest even in the prevailing slowdown.  Much of this
money is being invested in the critical sectors such as energy and
infrastructure.  This investment will have a multiplier effect on the
economy.  Also, a significant part of the fresh investment this year is going into
capacity building overseas.  This investment has been made possible by the CPSEs
strong performance during the past few years, which have yielded adequate cash
surpluses for investment. The government has also allowed the CPSEs to use their
cash surpluses to buy others’ stocks in order to aggregate their complementary
strengths.

Steps have also been taken to improve efficiency of these

investments.  Majority of the CPSEs have been signing MOUs with the
Government which cover not only the financial results but also the outcomes in
areas such as corporate governance, research and development and corporate
social responsibility.  A vast majority of the MOU signing CPSEs have been
meeting or exceeding their targets.  A comprehensive review of the MOU system
is underway and revamped MOU system would be put in place shortly.

The Government has also been taking steps through, the Board for
Reconstruction of Public Sector Enterprises (BRPSE) and Government approved
revival packages to ensure that the performance of loss-making CPSEs could be
improved.  We are also taking new initiatives such as enhancement of the age of
superannuation from 58 to 60 years and grant of 1997 pay scales to the
employees of sick and loss-making CPSEs as these steps can give them the
incentive to make extra effort to get out of the red.

Even as the CPSEs move towards becoming globally competitive and going global,
they still have to play their role as the catalysts of development and
opportunity.  The CPSEs will continue to go to hinterlands to seed industries there
and they will continue to invest in creating employment and economic
opportunities for the deprived.  The government would like the CPSEs to
integrate India’s rural economy into the mainstream.  However, it is upto the
CPSEs themselves to continue to prove their relevance and they will survive only if
the public sees them performing a useful function and only if they can compete
with the best in the world at home and overseas.
 

Autonomy and more freedom are crucial for achieving this objective.  In fact
freedom is not complete if it does not include freedom to commit mistakes and
take risks.  Keeping this in view, it is the Government’s endeavour to enhance
freedom and autonomy to CPSE management and an exercise in this direction has
already begun.