3. Bureaucratic flab should be removed. “Downsizing”, in order to be meaningful, should begin from the very top. Can a fund-starved, small state like HP afford the luxury of three universities? The possibility of clubbing them into one with three independent campuses, each catering to its respective mandate with a single central coordinating agency in the form of a Vice-Chancellor’s office, should be seriously examined.
4. Only academics, and not the ill-equipped and often ignorant and arrogant state civil servants, be appointed as Registrars.
5. All promotions and selections carried out indiscriminately in the recent past should be immaculately reviewed.
6. Doctored data based on spurious research giving exaggerated production and productivity figures just to keep the masters happy and for self-preservation and promotion, including doctoral theses should be dealt with by exemplary and deterrent punishment. Research should be made need and location-specific. A mechanism to have a periodic external audit of research by an international agency with impeccable credentials should be put in place.
7. Decision-making be democratised to make it more participatory and transparent.
8. Simple, straightforward procedures with minimum of red-tape should replace archaic and convoluted ones to foster accountability, efficiency and team-spirit at all levels and to ensure complete functional autonomy to a teacher/research scientist. The act(s) and statutes should be completely overhauled and recast.
9. Promotions should be delinked from degrees and the “number of publications”, and made performance-based. The UGC’s tunnel vision of introducing Ph.D as an essential qualification to promote quality has done more harm than good. Many
pseudo-academics strut about the campuses with fake degrees, or substandard research or plagiarised theses secure in the knowledge that fake or real, my degree is a sure licence for going up the ladder, unhindered. An investigation into research publications and doctorate theses will make startling revelations.
A tall order, no doubt. But very much achievable if a visionary, gutsy, no-non-sense Vice-Chancellor, or a well-meaning government wishes to deliver.
SUBHASH C. SHARMA,
Palampur
Administration : In his article on Punjabi’s bloated bureaucracy, Amar Chandel has displayed courage with his splendid suggestions on how to reduce the top-heavy army of IAS/IPS/PCS/PPS officers who have crowded the administrative culture of Punjab.
I still remember that during the early forties, the then Punjab had 29 districts and the state was managed by one Chief Secretary and an IG of Police, delivering a decent day-to-day management, bringing grace and glitter to their positions and status. Even after partition, the then Punjab had only three police ranges i.e. Jalandhar, Ferozepur and Ambala, each managed by a DIG.
Today even the Chief Minister some time is seen confused as to where to post whom. The then Kangra district comprising the present Kangra, Hamirpur, Kulu and Lahul-Spiti with a population of seven lakh was managed by one SP and one DC with a few DSPs and SDMs. The files in those days moved fast without favour or fear.
Today the IAS/IPS/PCS and PPS officers have become the strongest weapon for shielding some and slaughtering others. In fact, the entire system has become an over-crowded train of passengers (IAS/IPS and others) where there is no control to protect the people who have reservations to travel.
MULTAN SINGH
PARIHAR, Jalari-Hamirpur