Message
from Shri S. Murali, F.C. (Railways)
Letter dated 01.08.2001 to all FA&CAOs
At a
defining moment in the history of this great organization, it is my proud
privilege to have been appointed as the FC (Rlys).
The
Indian Railways is passing through a
very difficult time, when a very
serious financial crisis confronts us.
The Accounts Department has always played a pivotal role and I am
confident that, even in these difficult times, we shall continue to do so.
We
have reviewed the financial position in the just concluded FA&CAOs’
Conference. Overall, there is a
shortfall of Rs. 334 crores (as compared to BP) upto June approximates,
contributed mainly by Goods. The yield
per MT has come down to Rs. 49.50 Crores from Rs. 50.47 Crores as
budgeted. I am aware that there is a
general downturn in the economy and the growth has been sluggish . However, it is this itself which requires
all of us to put in special efforts to improve our position. The FA&CAOs must, I repeat must,
participate innovatively as fully contributing
member, to improve this situation.
Naturally, I shall be glad to receive a monthly report of these
endeavours. Clearance of Bills
receivable, including special efforts for clearance of traffic suspense, is an
area which will require concentrated and continuous attention. Needless to emphasize, the monitoring of
expenditure to ensure that we stay within the limits set must continue, with
unflagging vigour.
It
would be recalled that, in the FA&CAOs Conference, the recent cases of
fraud which have come to notice in one of the railways, were discussed. These cases are clearly pointers to the
abysmal cases of failure of internal check.
I would commend to all of you to take up this issue as a first and top
priority item – strengthening of internal check procedures. Recently,
the Central Vigilance Commissioner had mentioned in a talk that routine
work done competently, eliminates corrupt practices to a large degree. Fundamentally, the Accounts Department rests
on solid internal check and monitoring procedures; if these have been watered
down over a period, we must make all out efforts to restore them back, so that
confidence of all our colleagues is restored.
No doubt, computerization would be a big help, but computerization can
only succeed where basic procedures are known and are performed competently.
Another
prime area is again a fundamental one,
– that of cutting delays in the handling of cases, both in the Accounts
and in the Finance Wings. One of the
greatest criticisms leveled against the Department is the delays incurred in
finalizing proposals, whatever may be their magnitude. It is sound knowledge, and confidence born
out of that knowledge which enables quicker disposal. I would strongly urge FA&CAOs to take up the foregoing
areas on a mission mode, trite as they may seem.
An area which requires our sustained attention is
Provident Fund. PF is a trust which our
colleagues have placed in us and it is for us to justify this trust by ensuring
that the savings of individuals are correctly and completely maintained and
reconciliation as required is not allowed to fall into deep arrears. I am confident that with a combination of
the use of computer technology, knowledge based manual efforts and sheer will,
we can attain a perceptible breakthrough in the area.
All
of you are aware of the continuing emphasis which I personally place on
computerization of activities. The
RDBMS based FMIS recently developed, and under successful trials in the
Southern Railway have been extended to Central and Western Railways. We have to set a rigid target for ourselves
to implement this over all the railway systems on at least one or two
accounting units, so that we get ready for the emerging IT dominated
environment. FA&CAOs must draw up
time bound programmes for this implementation.
Good working skills in the use of computers at the cutting edge and at
least modicum of computer literacy at senior levels, would be absolutely
necessary. Assertive initiatives
involving increased computer applications which enable manpower to be gainfully
utilized elsewhere would enable improve
management decisions and result in greater efficiency of working.
Human
resources continue to be our most precious asset. We must nurture it and constantly strive to maximize the
productivity of this asset. Need based
training must be used as a decisive intervention for attainment of this
objective. Within the constraints of
funding, in situ training to supervisors and through selected training
institutions within and outside railways and running customized training
programmes could form different elements of our training strategy. It should be our endeavour to impart to the
staff and officers of the department the level of professional excellence that
is essentially required to perform their role vis a vis the other
Departments. FA&CAOs will
necessarily have to provide the crucial and critical leadership in this regard.
Of
course there are many other major issues which are to be tackled in this vast
organization; I have merely attempted to prioritize a few of them. It is necessary for all of us working
together within the organization, to improve the image of the Department
through demonstrable result orientation in key areas. We must remember that we are proud members of a great
organization which is at the moment in the throes of deep crisis but is
extremely resilient. The Department and
FA&CAOs who have leadership roles assigned to them have to play a very important
role in leading our teams of highly competent officers and staff out of the
prevalent state of cynicism and informed helplessness. Morale building should be a matter of
primary concern.
I
am confident that with the extremely competent set of railwaymen, we would be
able to contribute significantly in bringing up the organization and providing
necessary management support in this critical hour. I wish you and your staff and officers the very best in this
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