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SHRI KRISHNA INSTITUTE


OF PUBLIC ADMINISTRATION

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Cells Of Skipa

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  • Cells Of Skipa

Cells Of SKIPA

  1. Disaster Management Centre, SKIPA
    Disaster Management Centre (DMC) was established in June, 2007 as a nodal training center for eastern India. It is entrusted with the task of Training and Capacity Building across the state on Disaster related issues. It is being headed by Sri Sanjay Bihari Ambastha, (JAS), Joint Director SKIPA, Jharkhand. The cell performs the following functions :
    1. Preparation of Hazard Profile - Drought, Mining Accidents, Chemical and Industrial Hazards Lighting, Bird Flu, Flood, Earthquake, Fire / Forest Fire, Elephant Attacks, Climate Change, Biodiversity loss, Naxalism / Landmine Blasts, Snake Bites.
    2. State & District Level Programs - (a) Sensitization of various Stakeholders of Disaster Management, (b) Workshops & Seminars (c) Awareness Generation Programs, (d) District Disaster Management Planning, (e) Advocacy & Networking with GOs/NGOs, (f) Database of Trainers / Resource Persons, (g) To develop response teams for First Aid/S&R, (h) Development of IEC Material, (i) Training Need Analysis.
    3. Collaboration and Networking with various Departments, corporate and Government bodies - (a) Disaster Management Dept, (b) Fire Department, (c) Birsa Agriculture University / HARP, Plandu, (d) UNICEF / UNDP, (e) RIMS / RINPAS, (f) Survey of India, (g) CMPDI / CCL, (h) Jharkhand Space Application Centre, (i) TATA / MECON / HEC / SAIL, (j) IIM / XISS / XLRI, (k) Ranchi University / CUJ / CSIR.
    4. Knowledge cum Demonstration Centre (KDC) - Was established to conceptualize a platform which serves not only as a repository of knowledge on Disaster Risk Reduction (DRR) but also facilitates dissemination of tools techniques, technology and practices to the various stake holders, particularly community on a sustained basis.SKIPA has launched a web portal for Knowledge
    5. SKIPA has launched a web portal for Knowledge cum Demonstration Centre for Disaster Management www.jkdc.in which will provide a platform for sharing experiences and enriching the state.
      The DMC has the following Major Achievement so far - (i) 139 Training programs and 3044 Trainees trained, (ii) Training programs attended by faculty, (iii) Collaboration with DM Dept. CRF & DM Act. (iv) Web-hosting of DMC, (v) Off-campus Training, (vi) DFID, UK program of Capacity Building for Poverty Reduction, (vii) in February 2015.
      • Future Plans - (i) Publication of Newsletter, (ii) Research & Documentation, (iii) TNA for Govt. Depts. and others, (iv) Hazard & Vulnerability mapping, (v) School Safety Programs, (vi) Training for Incident Command System, (vii) Sensitization of PRI functionaries, (viii) Consultancy for Capacity Building, (ix) Initiatives for EOC establishment & operation at state / district.
  2. Innovation Planning and Monitoring Unit (I-PMU):
    SKIPA has also collaborated with Centre for Innovations in Public Systems, Hyderabad to build an environment promoting innovations in the State. SKIPA is hosting an Innovation Cell within its premises that would help in documenting best practices and replicating innovations across the different Departments of the Government of Jharkhand. The cell is established with 3 professionals to promote innovation culture in the state and is headed by Sri Dipanker Sri Gyan, JAS, Dy. Director (Admin.) who is state nodal officer.
  3. Sevottam
    The Department of Administrative Reforms and Public Grievances, Government of India, had undertaken a project on 'Capacity Building for Good Governance' to develop a standardized methodology for bringing about improvements in citizen service delivery and public grievance redressal. This necessitated the development of Sevottam model with the overarching objective of improving the quality of public service delivery in the country. Sevottam is a generic framework for bringing continual improvement in public service delivery till excellence is achieved. Sevottam word is a fusion of two Hindi words Seva and Uttam which means 'excellence in service'.
    The first component of the model requires effective charter implementation thereby opening up a channel for receiving citizen's inputs into the way in which organizations determine service delivery requirements.
    The second component of the model, 'Public Grievance Redress' requires a good grievance redress system operating in a manner that leaves the citizen more satisfied with how the organization responds to complaints / grievances, irrespective of the final decision.
    The third component 'Excellence in Service Delivery', postulates that an organization can have an excellent performance in service delivery only if it is managing the key ingredients for good service delivery well, and building its own capacity to continuously improve delivery.
    The ability of such an assessment model in influencing service delivery quality will be a function of how tightly improvement actions are linked to assessment results.
    Shri Krishna Institute of Public Administration has been designated as nodal agency in the state of Jharkhand for sensitization and capacity building with respect to sevottam. A separate sevottam cell under Joint Director Sri Anjani Kumar Mishra, JAS is functional in SKIPA. Till date Skipa has organized 13 workshops cum training programme. The sevottam cell aims to sensitise all service delivery departments of the state in the ensuing year. Change management as well as Research and Development are the important focus areas for the cell with various service delivery departments.
  4. Urban Management Cell :
    The Urban Management cell (UMC) under Sri Heera Lal Mondal, JAS, Joint Director is Located at SKIPA to undertake the following activities:
    1. Policy advice and Guidance to State Government and Urban Local Bodies : Advice State government to strengthen ULBs as per 74th Constitutional Amendment Act.
    2. Planning and development of Capacity Building activities : Plan, design and implement training courses, Workshops, Seminars and Conferences.
    3. Human resource development : Design and implement Capacity Building activities such as preparation of tailor made training modules in local language, undertake training programmes for ULB staff and elected representatives.
    4. Development research for policy analysis / Impact assessment studies : Plan and conduct research studies in the areas of urban management and local governance.
    5. Knowledge management : Develop knowledge repository of best practices on projects and reforms, technology transfer, data bank on resource institutions / persons, poverty, programmes / schemes etc.
    6. Training of Trainers (TOT) : Identify potential participants and implement TOT programmes.
    7. Development Capacity Building related toolkits and documents : Preparation and publication of papers, policy, fact sheets, good practices, guidelines and manuals on urban management.
    8. Foster Partnership and Networking : Develop formal and informal arrangements amongst institutions supporting urban local government and develop a pool of professionals.
  5. Training Need Assessment Cell
    Effective training or development depends on knowing what is required for the individual, the department and the organisation as a whole. With limited budgets and the need for cost-effective solutions, all organisations need to ensure that the resources invested in training are targeted at areas where training and development is needed and a positive return on the investment is guaranteed. Effective TNA is particularly vital in today's changing workplace as new technologies and flexible working practices are becoming widespread, leading to corresponding changes in the skills and abilities required.
    Analysing what the training needs are is a vital prerequisite for any effective training programme or event. Simply throwing training at individuals may miss priority needs, or even cover areas that are not essential. TNA enables organisations to channel resources into the areas where they will contribute the most to employee development, enhancing morale and organisational perormance. TNA is a natural function of appraisal systems and is a key requirement for the award of Investors in People.
    Effective TNA involves systematic planning, analysis and coordination across the organisation, to ensure that organisational priorities are taken into account, that duplication of effort is avoided and economies of scale are achieved. Al potential trainees should be included in the process, rather than rely on the subjective evaluation of managers. Ideally, managers should also receive training in the process of TNA itself, to clarify what they are trying to achieve and what is their approach. With this idea a TNA cell at SKIPA uder Sri Dipanker Shri Gyan, JAS, Dy. Director (Admin.) has been established. This cell is at present doing TNA for Disaster Management department & UNDP for the District & Ranchi and Dhanbad. The draft report is Complete. Finalization of report is in its last phase. The Disaster Management department is planning to do the same exercerise for rest of districts of the state. Many other department have also approached SKIPA for similar exercises.
  6. NLRMP Cell
    1. For modernization of land records system in the country, a modified programmes, viz., the National Land Records Modernization Programme (NLRMP) has been started since 2008-09 by merging two Centrally-sponsored schemes of Computerization of Land Records (CLR) and Strengthening of Revenue Administration and Updating of Land Records (SRA&ULR).
    2. The NLRMP was approved by the Cabinet on 21.08.2008. The goal of the NLRMP is to usher in the system of conclusive titling with title guarantee, to replace the current system of presumptive titles in the country.
    3. The activities being supported under the Programme, inter alia, include completion of computerization of the records of rights (RoRs), digitization of maps, survey / resurvey using modern technology including aerial photogrammetry, computerization of registration, training and capacity building of the concerned officials and functionaries, connectivity amongst the land records and registration offices and land records management centres at tehsil/taluk/block level.
    4. The govt. of India has sanctioned Rs. 1.9607 Crores for establishment of NLRMP cell at SKIPA, Ranchi. Out of which Rs. 1.17 Cr. As first installment has been released. Most of the equipment have been procured 60% of fund has been utilized.
    5. The cell headed by Sri Dipanker Shri Gyan, IAS, Dy. Director (Admin.) has trained Assistant settlement officers in two batches covering 60 participants. Altogether 945 Man days training has been covered in 31 days.
    6. The project is periodically reviewed at the level of Chief Secretary or the Development Commissioner.
    7. The NRLMP technical committee is headed by the Director General SKIPA. The Principal Secretary of major stakeholder departments along with the head of technical departments and universities are member of this technical committee. Initiatives