RTI Manuals Duties
|CHAIRMAN||As per the Rules and Regulations of the Food Corporations Act 1964, the Chairman is the chairman of the Board of Directors of the Corporation and the Executive committee. The role and function of the Chairman has not been specified in the Act. However, Chairman, as Head of the organization foresees the future of the Corporation and with his seniority and experience is expected to :
As per the Rules and Regulations of the Food Corporations Act, 1964, the Managing Director shall exercise such powers and perform such duties as the Board of Directors may entrust or delegate to him. The Managing Director is expected to implement the vision as laid down by the Board of Directors. It is further expected that this implementation would inter-alia be in consonance with the socio-political and economical environment in the country.
As Chief Executive of the Corporation and member of its Board of Directors and Executive committee, he is expected to :
1. Establish operational objectives, plans and policies relating to the role of FCI including procurement, distribution, movement, storage etc. and to ensure that the various operations of the Corporation are run efficiently and economically.
2. Develop and administer policies and programmes of the Corporation in accordance with the guidelines laid down by the Government of India, Board of Directors and Food Corporations Act and the Rules and Regulations thereof.
3. Ensure that the Executives of the Corporation, down the line are keyed up to the need of the hour, remain motivated; largely concentrate on policy and procedures i.e. focus on FCI and not files.
An Executive Director who may be in charge of one or more number of divisions under his control must focus primarily on FCI and not on files. With his years of experience and skill developed within the organization, he remains the most crucial policy advisor. He is expected to assist the Managing Director in implementing the vision as laid down by the Board of Directors. Only he can, with his experience, take FCI forward, broaden the scope of its activities, monitor the field level functioning and ensure that FCIs image and efficiency at least vis--vis his sector remains at the peak. He is virtually the MD of his division(s) and is expected to not only work but appear as such. For the above purpose, he is expected to ensure that the reports/specific data (MPR/QPR) being received in his division(s) from other divisions or from field offices is complete and meaningful and is analyzed, compared and contrasted with past data zone-wise by his office to reflect the quality of work in the field level. The input from his office as collected from field offices would have to be tempered at his level by his interaction with other divisions, trade and field inspections, keeping in view the overall economic, social and political environment of the country. The width and depth of his vision will distinguish him from his subordinates and colleagues.
I The Executive Director(Personnel) for example is expected to constantly monitor and analyse the strength and weaknesses of the Zones, requirement of staff and their proper deployment keeping in view the turnover and other activities of the Zone and how much can be outsourced.
II. The Executive Director(commercial) is expected broadly to be aware of the trends of imports, exports worldwide and is expected to suggest commercially sustainable new schemes for the Corporation to supplement its activities.
III. The Executive Director(Vigilance) is expected to be vigilant and watchful and to take such steps which reduce the possibility of theft.
IV. The Executive Director (Traffic) is broadly expected not only to think of reducing our hassles with the Railways but also think of other modes of transportation to reach foodgrains to the people.
V. The Executive Director(Training) is expected to draw training plan in such a manner so that each officer gets exposed on regular basis to the latest and most relevant in the field for better discharge of functions.
VI. The Executive Director (Engineering) is expected to advise on the modernization and mechanization inter alia of railway sidings, silos, weigh bridges and others. He should be constantly in touch with the agencies engaged in modernization and mechanization.
VII. Executive Director(Finance) is expected to advise the Corporation on cost cutting measures, new instruments and suggest steps to reduce hassles for staff and officers in the matter of pension payment, clearance of medical bills etc.
VIII. Executive Director Incharge of Procurement should come out on how to make the decentralized procurement policy more successful and how the FCI can increase its procurement in non-procurement areas. He is also expected to interact with the Department of Agriculture and such other departments as are connected with his work.
The efficacy of an Executive Director would be evident in the confidence the trade, business, Ministry and various bodies have in his knowledge and decision taking capacity. It would be an ineffective Executive Director who would prefer to pass on the buck to the field officers or Managing Director/Chairman or recommend forwarding the matter to Government. Unorthodox and quick decisions would distinguish one E.D. from the other. The above brief description of expectation from the Executive Directors is only as an example to indicate that FCI is not expected to tread the beaten path and can only grow with advise of Executive Directors.
| 1. The Secretary of the Corporation would perform all acts and functions as are required under the Food Corporations Act, 1964 related to the meetings of the Board of Directors, Executive committee (EC) and other Committees of the Board. He is expected to :-
I. Keep subject wise records of the decision of the Board/EC to ensure consistency in decision making.
II. Carefully scrutinize the proposals coming to the Board of Directors to ensure that the Board has full background and facts before it takes a decision.
III. Keep subject wise record of the Ministry related Parliament Questions, debates etc., to ensure consistency in replies and trend of debates on FCI and related departments.
2. In so far as VIP/PMO references and Parliament Question are concerned, he will
I. Ensure expeditious response
II. Analyse the nature of references to advise the management on possible corrective measures.
3. The underlying tone of the work of the Secretary is that he is not merely a robot, stapling papers together or ensuring that these reach Directors in time. The thrust is on application of mind.
1.A proper image and effective functioning of FCI vis--vis the States, Traders, Millers and exporters is absolutely and exclusively and fully dependent on the actions, directions and the motivation the ED(ZONE) and GM(REGION) provide to their field officers. Inevitably, therefore, the ED(ZONE) and GM(REGION) are expected to maintain close liaison with and assist the State Government(s) and the HQs at the highest level for promoting and safeguarding the interests of the farmer, consumer, trader and the Corporation.2. If FCI has to bolster its functioning and image as a proactive organization, the ED(ZONE) & GM(REGION) are expected to take day to day decisions in its policies of procurement, movement, storage etc. etc. Flexibility would be the key operational word here; exercise of discretion will be strong point. To illustrate what they can do : This year i.e. 2004-05 by enhanced procurement of paddy and rice in Bihar, Orissa and West Bengal , the FCI would have to move at least 60-70 rakes less per month to these regions. Further, MP and UP are more or less self sufficient in wheat and rice. All the same, FCI has been lately sending nearly 150 rakes of foodgrains per month to each of these States for meeting their deficit. It has been agreed by the State Govt. and even the GM(REGION) that if the State makes a little effort with the help of the FCI, they can easily enhance their procurement, thereby saving carrying cost, storage losses and unwarranted criticism. The only two officers who can really suggest policy and procedural changes in the foodgrains management are the GM(REGION) and the ED(ZONE) These examples show also how the FCI can strengthen its role as Food Adviser to the State Governments.
3. The ED(ZONE)/GM(REGION) s expected to keep his knowledge updated about agricultural production and related matters within his jurisdiction and constantly analyse procurement, storage, preservation and movement aspects for the most cost effective functioning. The above would naturally and inevitably be based on his interaction with the State officials, trade, press, academic institutions and FCIs experienced field staff.
4. All the divisions of the corporation in the Zone/Region would work under him. The ED(ZONE)/ GM(REGION) is expected to exhibit effective superintendence and control on the field staff through inspections and interactions with the public and trade. Their effectiveness, grip and respect would depend on their preparing and using the returns such as MPR/QPR etc. It is expected that these returns would be prepared directly under their supervision.
5. The effectiveness of the ED(ZONE)/ GM(REGION) would also be evident from the number of references/individual cases of decision making being received at the HQs from his area. He must ensure that as far as possible the work of the Corporation whether it relates to procurement, preservation of stocks or engineering etc. are to be outsourced. The grip that ED(ZONE)/ GM(REGION) would have on his work and what he can contribute will be dependent largely on the number of inspections and corrective measures taken thereafter.6. The ED(ZONE)/GM(REGION) is expected to analyse the strength and weaknesses, opportunities and threats of the Zone/Region, requirement of staff and their proper deployment keeping in view the turnover and other operations and the activities that can be outsourced.
| Genearal Manager/
Deputy General Manager/
Genl.Manager/DGM/AGM posted either in the field office or at the HQs is an important cog in the wheel who enables his superiors to make their decision by the inputs that he provides. He is essentially an input provider and therefore must very meticulously apprise himself of facts, figures, precedents etc. related to his division. The above level officer at HQs/Zonal/Regional level is expected to update himself with the statistics and reports being received from field offices or otherwise and must know even the most micro level details of the work of his division.
2. Based on the above information, they are expected to analyse the strength and weaknesses of their work in the Zone, in the Regional Office or at the District Level. These officers are expected to point out whether the areas under their jurisdiction are lax in dealing with Vigilance cases, stock disposal, legal cases, out of court settlement, inventory control etc.
3. To reiterate their most important role, these officers are expected to not merely collect statistics, but with their seniority, experience and skill, analyse and put up to their seniors as to the state of affairs in the various zones, regions and districts.
4. These officers are expected to ensure proper maintenance of all records and documents related to their divisions. They are expected to ensure that data information received is properly entered in the computers in a planned manner so that future retrieval is possible and easy.5. Principal, Institute of food grains Management, who is in the rank of Manager is expected to direct, manage and control the activities of the Institute. He organizes, administers and conducts programmes for the purpose of orientation and training regarding organizations policy and routine, and instructions in Business method relating to general management, finance, accounts, quality control, engineering shipping, movement, storage and contract work, etc. He is to ensure that each officer gets exposed on regular basis to the latest and most relevant in the field for better discharge of their functions.
(ii) He is expected to confer with management and field officers to determine the requirements and needs to chalk out the programmes accordingly. Updates manuals, organizes lectures, management games, visual aids, reference library, case studies etc. for imparting training.
(iii) Coordinates programmes through meeting with faculties and the trainees, and reviews faculty activities and evaluates effectiveness of the training programmes by feedback
(iv) The Institute will act as an adviser through FCI to the Ministry of CAF&PD.It is expected that the Institute will advise, guide and regulate the activities of the Zonal Training Institutes.
2. Considerable loss has been caused to the Corporation by the Divisional Managers not being careful of FIFO principle and has only kept in view the disposal of the grain kept in FCI depots. The entire staff in the district and the depots must be fully conversant with provisions of various manuals and periodicity of returns. More important is close follow up of all changes in data. He would not merely act as a collector of statistics but must analyse the figures/data (MPR/QPR) to check whether and why the operational cost is increasing, whether there is any excessive offtake of stocks in comparison to number of beneficiaries, trend of procurement volumes, the prospects of procurement in the next crop season, procedural bottlenecks resulting in legal or vigilance cases; efforts for out of court settlement, trend of losses etc.
3. He would coordinate the activities of the various sections i.e. QC, Engg., Movt., Labour, Finance, Accounts, IA&PV, inter depot/mandi etc. to achieve the desired results. He must know the micro level details of the work he handles to have an edge over the depot staff and command their respect.
4. His effectiveness would be further judged among other things with the delivery of the maximum stocks ex-rail head to the State Governments. This can be done by understanding and explaining the economics of such operations. This would initially require a high degree of coordination and interaction with the State authorities, providing them advance information so that they can arrange transport etc. and thus persuading them to make advance planning of location of the foodgrains in the state godowns.
5. He must exercise his delegated powers to manage the affairs of his district without referring matters to lower or higher levels and he would be absolutely responsible for the inactions or delayed actions and for the acts of his subordinates.
He functions as a front line Manager in various cadres. He must, therefore, apprise himself of the job contents, manual provisions, procedures, policy of FCI/Government of India , periodicity of prescribed returns/reports to be received from field offices or to be submitted to higher authorities in relation to his assigned work in the offices or depots.
(ii) He would allocate work to his subordinates and act as their guide and mentor for proper coordination of the work and frequently check registers and records and should be aware of the micro level details of work he handles.
(iii) He must submit files to the superiors with meticulous scrutiny of data, rule position, precedents, facts and apply his mind for alternatives etc. in the overall interest of FCI to help his superiors in decision making.
(iv) He would maximize the use of computers in his daily work.
(v) He would not merely act as statistics collector but would monitor as well to ensure disposal of cases related to his area of work. To illustrate it, Assistant Manager(Legal) would monitor the legal cases and analyse the nature of cases and make efforts for withdrawal of cases for out of court settlements, filling applications for expediting the cases etc.
i) Function as a good Store Keeper and take all precautions and actions to maintain the stocks in coordination with QC/Engg./Labour etc. and would also prioritise the issue of stocks for various schemes i.e. TPDS/OWS/SGRY etc.
ii) Maximize the delivery of stocks ex. Rail head to State Governments to avoid double handling and to reduce losses.
iii) Interact with Agricultural Universities/Institutions/Govt.authorities to seek guidance in related work. He must conduct frequent inspections and bring out discrepancies, pitfalls, high trend of losses, deterioration of stocks etc. in the knowledge of his superiors indicating remedial measures taken by him.iv) Be responsible for the performance of assignments he handles in office or in field.
|EXECUTIVES & Staff||ROLES AND RESPONSIBILITIES
Function and Responsibilities of Senior Officers of the Corporation (pdf - 2,552 KB)
Roles and responsibilities of Executives in FCI (pdf - 2,061 KB)
Job Description Part-I (pdf - 4,116 KB)
Job Description Part-II (pdf - 5,028 KB)
|Labour||ROLES AND RESPONSIBILITIES
Job Descriptions various categories of labour in FCI
(pdf - 216 KB)