Although the much-needed role of stewardship in the Planning & Development Department has shifted towards reform, but still change is needed. The long awaited change is required at the level of administrative compliance in the office of the Section Officer (Admin).
The section officer has been instrumental in creating a rift between the administration and the permanent P&D officers. Such rift was aimed at creating an unnecessary resource constraint against the allocated facilities and office paraphernalia of the department officers, while on the other hand abundant resources were delegated to the hand-picked administrative staff.
The section officer has created vested interests in the whole arrangement of procurement by employing one of his own vendors for supplies. He doled out the petrol, which was essentially meant for officers and the staff of P&D, to irrelevant officials.
He also misused his position in order to accommodate the favourites of previous administration in the sections of their choice. He was instrumental in victimising the most competent and decent officers, just because they took stands on certain principles.
The section officer intentionally delays, or throws under the carpet, any instructions of favourable nature given to him by the senior administrative officers in favour of permanent P&D officers and staff. However, he does not waste even a second to comply with any unfavourable instructions given to him by the seniors under the stress of any sudden situation. He is way too active in negative compliance and way too slow in any favourable initiative.
Since the P&D officers are immersed in technical work, and represent the true spirit of the department, they rightly deserve to be given an enabling environment, relevant trainings, a sense of dignity and fairness to perform their job to the best of their potential.
Such victimising officers must be kept at bay, so that the department can evolve without their manipulative interference.
The section officer has been instrumental in creating a rift between the administration and the permanent P&D officers. Such rift was aimed at creating an unnecessary resource constraint against the allocated facilities and office paraphernalia of the department officers, while on the other hand abundant resources were delegated to the hand-picked administrative staff.
The section officer has created vested interests in the whole arrangement of procurement by employing one of his own vendors for supplies
The section officer has created vested interests in the whole arrangement of procurement by employing one of his own vendors for supplies. He doled out the petrol, which was essentially meant for officers and the staff of P&D, to irrelevant officials.
He also misused his position in order to accommodate the favourites of previous administration in the sections of their choice. He was instrumental in victimising the most competent and decent officers, just because they took stands on certain principles.
He was instrumental in victimising the most competent officers, just because they took stands on certain principles
The section officer intentionally delays, or throws under the carpet, any instructions of favourable nature given to him by the senior administrative officers in favour of permanent P&D officers and staff. However, he does not waste even a second to comply with any unfavourable instructions given to him by the seniors under the stress of any sudden situation. He is way too active in negative compliance and way too slow in any favourable initiative.
Since the P&D officers are immersed in technical work, and represent the true spirit of the department, they rightly deserve to be given an enabling environment, relevant trainings, a sense of dignity and fairness to perform their job to the best of their potential.
Such victimising officers must be kept at bay, so that the department can evolve without their manipulative interference.