Tag: Features

GSI has made phenomenonal contributions in the mineral sector and is carrying out systematic investigation for mineral resource assessment of the country in geologically potential areas through modern and sophisticated exploration methods involving modern geological mapping techniques, geomorphological and lineament mapping through study of satellite imageries, aero and ground geophysical studies and geochemical mapping. As part of this GSI has initiated extensive programme of modernization on the advice of the Parliamentary Standing Committee on Industries, and as per guidelines laid down by an Expert Panel on Modernization of GSI. The modernization programme is aimed to improve the regional exploration for assessment of natural resources by infusion of latest state of art technology. The technology infusion envisaged during the 12th Five Year Plan period is”
Strengthening of the state of the art equipment in chemical laboratories like ICP-MS, ICP-AES to match world standard in precision and also facilitate logical conclusion of mineral exploration within scheduled time.
Modernization and augmentation of equipment for ground geophysical survey like multi-channel gamma ray spectrometry, multi frequency EM system etc.
High-end petrological instrument for diamond, strategic and PGE exploration.
State of the art drilling machine (reverse circulation, hydraulic etc.).
In order to improve the quality of exploration for mineral resources of the country, following equipment / instruments were procured or in the process of procurement as per the plan:
Airborne surveys including airborne magnetic, electromagnetic and gamma-ray surveys have proved quite useful in identifying first order target areas worldwide and may be used as direct tool in exploration. The airborne survey is strengthened by procurement of heliborne multi-sensor airborne survey system comprising on board sensors like magnetic, gravity, time domain electromagnetic (TDEM) and gamma ray spectrometry and hyper spectrometry.
Application of geochemistry to mineral exploration, adopting conventional as well as advanced geochemical techniques, in soil surveys, stream-sediment surveys, vapour surveys and bedrock surveys has proved useful in detection of dispersion haloes of hidden ore bodies. To strengthen the geochemical exploration GSI has upgraded its regional laboratories by procurement of sophisticated instruments like ICPMS, EPMA etc. for low detection analytical determinations particularly for elements like gold, PGE, rare earth etc.
Application of time-tested geophysical techniques in locating concealed deposits is considered as one of the most effective exploration tools. Ground geophysical survey is being strengthened by procuring new sophisticated instruments like Multi electrode resistivity-IP unit, multi frequency EM profiling unit etc.
GSI has procured magneto telluric (MT) instrument to strengthen its geophysical survey over Indian craton to image the sub continental lithospheric mantle (SCLM). The outcome of the survey will enhance the scientific knowledge of the deeper parts of the earth and will help to model the process of craton formation more accurately which in turn will help in targeting concealed ore bodies/kimberlite bodies (KCR)
GSI carries out offshore surveys and mineral resource evaluation in the EEZ and TW. To strengthen the marine survey GSI is procuring one deep Ocean Going Research Vessel from M/s Hyundai Heavy Industries, South Korea. This will help in assessing the mineral/natural resources present in EEZ of our country.
The details of technological upgradation with adequate instrumental back up is as follows:
In the field of Thematic Geological Mapping (TGM), the technology infusion that has been envisaged includes: Field Laptop, or Table PC, Mapping GPS unit, GSI Portal, mobile mapping vans with portable generator.
In view of completion of systematic geological mapping over the country, an Integrated Thematic Mapping (ITM) has been visualized with required technology infusion that includes: Ground Penetration Radars [GPR], shallow drills, deep drills, Electron Probe Micro Analyzer etc.
As a redressal measure for effective analytical output with lower detection limits of geochemical samples, augmentation of the state of the art instruments such as ICPMS, AAS, XRF and DMA, in the laboratories of GSI has been incorporated.
In the field of geophysical mapping, the technology infusion that is being proposed includes high precision gravimeter and total field magnetometer.
For hyperspectral mapping, Space borne and Airborne Hyperion data with specific spectral range (necessary for geological objects) are to be procured and utilized. In this context, it is contemplated to have a continuous acquisition of hyperspectral data in collaboration with ISRO/ NRSG/NNRMS.
To enhance the pace of drilling and quality/reliability of subsurface information, it is necessary to induct improved techniques and equipment such as reverse circulation drilling with inbuilt system for controlled deflection of borehole path and adopting a combination of coring and non-coring operations in a single borehole. Rotary Air Blast (RAB) drilling which is fastest and cheap method is also to be inducted. State of the art drilling machines such as reverse circulation, hydraulic rigs, etc., are in the process of procurement.
(PIB Features.)
Inputs from the Ministry of Mines.

Read more / Original news source: http://manipur-mail.com/technique-in-mineral-exploration/

Amit Guin
Coffee connoisseurs from over the world were introduced to the seeds of a new variety of Arabica plant called Chandragiri by the Central Coffee Research Institute (CCRI) in December 2007. Since then, the ‘Brown Gold’s’ aroma and flavour has magnetised the coffee lovers from different parts of the world. The Chandragiri plant, which was introduced to the coffee planters in India for commercial exploitation, received good response from them and since then there has been a huge demand for the seed.
The folklore goes like this that around four hundred years ago, a young saint named Baba Budan set sail for Mecca. Tired of travel, the pilgrim stopped for some refreshment at a street stall, where he was dished out a small cup of a dark, sweet liquid. Sipping the thick black brew rejuvenated the young saint. He thereby decided to carry it back home for his people. But, on the other hand, he also came to know that the Arabians guarded their secret fiercely, and hence the local law would not allow him to carry it with him. Hence, thereafter, Baba Budan strapped the seven seeds of the Arabian coffee plant to his belly, undetected under his ritual garments. After coming to his motherland, Baba Budan raised the seedlings in the Chandragiri hills of Karnataka. Today those seven charming seeds have grown into different varities, and has resulted in the world’s widest range of coffees from a single country.
The Chandragiri is a semi-dwarf variety, with its bush growth vigorous in comparison to other dwarf coffee varieties like Cauvery and San Ramon. Its leaves are broader, thick and dark green in colour. It is to be noted that this variety produces relatively bolder and longer beans compared to other Arabica selection.
It is interesting to note that the feedback from the coffee growers on the field performance of this variety is very encouraging. The genetic uniformity, the initial crop yields and the field tolerance to leaf rust have also been reported to be good. Along with this, the majority of growers used Chandragiri for gap filling purposes or interlined them in the existing plots.
It has also been observed that if the ideal cultivation practices are followed, then there is no significant difference with respect to the yield performance of the various semi-dwarf varieties like Catuai x HDT and Chandragiri. Apart from this, the Chandragiri variety followed by Catuai x HDT manifest good field tolerance to rust compared to other semi-dwarf varieties. The Chandragiri variety also has a definite advantage with respect to superior grade percentages as over 70 per cent of the beans belong to ‘A’ grade on average, of which 25- 30 per cent belong to AA grade with superior bean density. When compared to other varieties, the per cent of ‘A’ grade beans range between 60-65 per cent with 15-20 per cent AA grade.
The researchers have also observed that disease development in the Chandragiri variety is very late compared to other semi-dwarf varieties. Along with this, the disease severity is also low (less than 5 per cent). But when it comes to tolerance to the coffee white stem borer, like all other Arabica varieties, Chandragiri also does not possess genetic resistance to this major pest. The white stem borer is the most serious pest of Arabica coffee in India and other South East Asian countries. However, under ideal growing conditions i.e. two tier mixed shade and above 1000 metres MSL (Main Sea level) i.e. 3300 ft, generally low incidence of the pest is noticed. This is because of the vigorous bush stature with drooping branches and high retention of foliage due to rust tolerance, which might act as a physical barrier to white stem borer adults to attack the main stem. Maintenance of optimum shade (preferably two tier shade) and regular tracing and destruction of the infested plants is a must to control the pest. Further, other recommended pest management strategies such as, 10 per cent lime application, use of pheromone traps and stem wrapping etc. may be practiced depending on the necessity.
(PIB Features.)

Read more / Original news source: http://manipur-mail.com/chandragiri-moon-mountain/

Alok Rai
Tulu speaking people from all over the country and abroad are sending their representatives here to meet at the Delhi Kannada School to voice their demand for inclusion of their mother tongue in the 8th Schedule of the Indian Constitution.
The right of language is a basic cultural right of the people and linked with their economy, culture, social system and political right. UNESCO recognizes the concept of language equality among all languages, irrespective of whether they have a script or not.
Irrespective of their power and specific ranking in the world systems of states, the language best able to survive the competition are likely to be those that have the support of a government. Unfortunately the Tulu language has no official support as it is not included in the 8th Schedule of the Indian Constitution.
The Constitution of India is not rigid and it has no fixed number of languages to be included in the 8th Schedule. Many languages have been included in the 8th Schedule of the Constitution after India’s independence. Many languages were found neither numerically stronger nor more grammatically richer than Tulu. Assamese (approx 13,168,484), Sindhi (approx 2,535,485), Nepali (approx 2,871,749), Konkani (approx 2,489,015), Manipuri (approx 1,466,705), Kashmiri (approx 5,527,698), Sanskrit (approx 49,800) many of them have lesser population than Tulu speaking population (approx 5,000,000) but Tulu has unfortunately not been included in the 8th Schedule.
Tulu is a language of the masses, language of the people who have struggled for centuries, one of the oldest Dravidian languages, language of the saints and poets, language of the hills, rivers and valleys which treasured the beauties of the nature, language which unites people by heart and mind, language of peace and compassion. Today this language is struggling for its identity in a country which is being considered to be the world’s largest democracy and proclaims the “Unity in Diversity” as its backbone.

The oldest available inscriptions in Tulu are from the period between 14th to 15th century AD. These inscriptions are in the Tulu script and are found in areas in and around Barkur, which was the capital of Tulu Nadu during the Vijayanagar period. Another group of inscriptions are found in the Ullur Subrahmanya Temple near Kundapura. Many linguists like S.U. Panniyadi and L. V. Ramaswami Iyer as well as P.S. Subrahmanya suggested that Tulu is among the oldest languages in the Dravidian family, which branched independently from its Proto-Dravidian roots nearly 2,000 years ago. This assertion is based on the fact that Tulu still preserves many aspects of the Proto-Dravidian language.
This dating of Tulu is also based on the fact that region where Tulu is natively spoken was known to the ancient Tamils as Tulu Nadu and the Tamil poet Mamular who belongs to the Sangam Age (200 AD) describes Tulu Nadu and its dancing beauties in one of his poems. In the Halmidi inscriptions one finds mention of the Tulu country as the kingdom of the Alupas. The region was also known to the Greeks of the 2nd century as Tolokoyra.
The history of Tulu would not be complete without the mention of the Charition mime, a Greek play belonging to 2nd century BC. The play’s plot centres around the coastal Karnataka, where Tulu is mainly spoken. The play is mostly in Greek, but the Indian characters in the play are seen speaking a language different from Greek, namely Tulu.
Though most of the Tulu population is found in the coastal areas of Karnataka and Kerala states. Equally good number of Tulu speakers can be seen all over India and also in other parts of the World, mainly in Gulf countries, U.K., Europe, Canada, Australia and USA.
Tulu drama troupes are very popular in villages and cities of Tulunadu comprising Udupi, Mangalore and Kasaragod District. They are also popular world over in general and in U.S.A. and Gulf countries in particular.
Yakshagana field drama, internationally known folk dance is very popular in this part of the country. Tulu is used as a medium during the last half century. Yakshagana troupes perform Tulu Yakshagana not only in Tulu area, but also in various places of India and abroad.
Tulu films are recognised for Award and a few Tulu films have won State, National and International Awards.
A few monthlies are published in Tulu. Karnataka Tulu Sahitya Academy also is bringing out a quarterly. During the last 3 years more than 100 writers contributed articles, poems etc. to this Journal. Research articles too are written in Tulu. A host of great research scholars of national & international repute are writing on Tulu culture, language, folklore etc. in important journals. A large number of scholars have submitted and published thesis on Tulu language and culture.
This language is a symbol of “Unity in Diversity”. People from different religions, regions and cultures are using this language. The Tulu language has lost its prominence as a major language. Though it is certain that most of the literature has been lost because of difficulties in preserving palm leaf scrolls, the earliest literature available is from the 15th century. This indeed is a much later work than the language itself, which is thousands of years old. Tulu language possessed its own script before Malayalam script existed. Perhaps the reciprocal is true that the Malayalam script developed from Tulu script as the language predates Malayalam by more than a thousand years. The priests who went south are now credited with carrying mantras written in Tulu script to Kerala. Tulu script is derived from the Grantha script.
The earliest piece of literature, Tulu Mahabharata is from the 15th century written in Tulu script. Another manuscript that was discovered Tulu Devimahatme, a prose work like the Mahabharata, is also from the 15th century. Two epic poems written in 17th century namely Sri Bhagavata and Kaveri have also been found.
Madhvacharya’s eight matts established in Udupi in the 13th century were centers of Tulu literature during his lifetime and thereafter. However, very little of this has survived. So it is not inconceivable (as it is claimed) that Madhvacharya himself did all his writings in the Tulu script.
Other inscriptions discovered are Sanskrit mantras transliterated in Tulu script. It appears as though the Brahmins used the script mainly for this purpose. How many languages in the eighth schedule have such a rich literary work? In fact very few of them have such enriching literature.
Tulu Sahitya Academy was established by state government of Karnataka in 1994, Kerala Tulu academy established by the Government of Kerala in 2007 are important State governmental organisations that promote Tulu literature. Nevertheless, there are numerous organisations spread all over the world with significant Tulu migrated populations that contribute to Tulu literature.
During the past two centuries more than 500 books were published in Tulu comprising of poems, novels, stories and prose works. Tulu literature is now developing and contributions of great authors like Kayyara Kinhanna Rai, Amruta Someshwara, B. A. Viveka Rai, Kedambadi Jattappa Rai, Venkataraja Puninchattaya, Paltadi Ramakrishna Achar Dr. (Smt.) Sunitha M. Shetty, Dr. Vamana Nandavara, Sri. Balakrishna Shetty Polali and a host of writers of repute.
Tulu as a language continues to thrive in coastal Karnataka and Kasaragod in Kerala. Tulu Sahitya Academy, an institute established by the state government of Karnataka, has introduced Tulu as a language in schools around coastal areas of the State. . The Academy is awaiting government permission to add more schools.
Tulu is also taught as a language at the post graduate level in Mangalore University, and there is a dedicated department for Tulu studies, Translation and Research at Dravidian University in Kuppam, Andhra Pradesh. The Government Degree College at Kasaragod in Kerala has also introduced a certificate course in Tulu for the academic year 2009-2010. It has also introduced Tulu as an optional subject in its Kannada post-graduation course.
German missionaries Revs. Kammerer and Männer were the first people to conduct research on the language. Rev. Kammerer collected about 3,000 words and their meanings until he died. Later his work was carried on by Rev. Männer, who completed the research and published the first dictionary of the Tulu language in 1886 with the help of the then Madras government. The Govinda Pai Research Centre at MGM College, Udupi started an 18-year Tulu lexicon project in the year 1979. Different dialects, special vocabularies used for different occupational activities, rituals, and folk literature in the forms of Paad-danaas were included in this project. The Tulu lexicon was awarded the Gundert Award for the best dictionary in the country in 1996. In September 2011, the Academic Council of Mangalore University accepted a proposal, to allow the university and the colleges affiliated to it to offer certificates, diplomas and postgraduate diploma courses in Tulu, both in regular and correspondence modes.
Universities in the U.S. and Europe has recognised Tulu as an important Indian language. Tulu is among 17 Indian languages on the information bulletin of the Graduate Record Examination (GRE) and the Test of English as a Foreign Language (TOEFL) examination, which specified code numbers for each of the 133 languages of the world.
Tulu Nadu is called “the cradle of Indian banking”. Five major banks of India (Syndicate Bank, Canara Bank, Corporation Bank, Vijaya Bank and Karnataka Bank) have their origins here. Article 29 of the Indian Constitution deals with the “Protection of interests of minorities” It states that “Any section of the Citizens residing in the territory of India or any part there of having a distinct language, script or culture of its own shall have the right to conserve the same.” Denial of due recognition to the Tulu language is a violation of the minority rights; therefore it has killed the spirit of the Article 29 of the Constitution. People who are using this language practice different religions. I think India and Indians have to work day and night to protect its identity of “Unity in Diversity”.
Language is not only a medium of communication, but it also reflects the history, culture, people, relationship, system of governance, ecology, religion, politics etc. Tulu is a systematic, scientific, culturally and intellectually rich language.
The low representation of “Tulu Nadu” region in the Indian parliament is a major constraint for strongly advocating for bringing reforms in policy. Even the handfull of representatives from this region were mostly scattered and unorganized in different directions. The “Tulu Nadu” people are not only geographically scattered but also politically unorganized.
From India’s independence and following the reorganization of states, Tuluvas have been demanding for the inclusion of the Tulu language in the eighth schedule. Though a bit subdued in between, this demand has grown stronger in recent years. Several organizations have taken up the cause of the Tuluvas, and frequent meetings and demonstrations are held across towns in Tulunadu (like Mangalore, Udupi, Kasaragod, etc.) and in New Delhi to voice our demands.
If the Government of India sincerely and honestly wants to unite and strengthen the whole country, including the peace loving and vulnerable communities of the Tulu Nadu region, it should not hesitate to include the Tulu language in the 8th Schedule of the Indian constitution, so that the people in the Tulu Nadu can also be proud of their own language; our members of Parliament can also represent us in a more effective way by addressing our problems and aspirations in our own mother tongue; more research and development work can be feasible, with adequate government’s support and the benefits are many more if it included in 8th Schedule.
The inclusion of Tulu in the 8th Schedule will ensure the security and promotion of the language, culture, identity and dignity.

Read more / Original news source: http://manipur-mail.com/why-tulu-language-should-be-included-in-the-8th-schedule/

 
Statement issued by Ministry of Defence
In August 1999, the IAF which is responsible for carrying out VVIP communication task, proposed the replacement of Mi-8 VIP helicopters due to severe operational constraints, such as, inability of Mi-8 to operate at night and in adverse weather, inability to operate safely at places in elevation beyond 2000 meters etc. IAF felt the need for the replacement of Mi-8 helicopters as they were completing their total technical life.
2. A global RFP was issued in March 2002 to which 4 vendors responded. The Technical Evaluation Committee shortlisted 3 helicopters and accordingly flight evaluations were conducted. Since, EH-101 of M/s. AgustaWestland was not certified for an altitude of 6000 meters, it did not participate in the flight evaluation. The Russian helicopter Mi-172 could not comply with 7 mandatory Operational Requirements (ORs). After flight evaluation, EC-225 of M/s. Eurocopter, France was found suitable for acquisition.
3. On November 19, 2003 a meeting was taken by Principal Secretary to PM on this subject. In the meeting, Principal Secretary observed that his main concern was that the framing of the mandatory requirements has led us effectively into a single vendor situation. It was also noted that PM and President have rarely made visits to places involving flying at an altitude beyond 4500 meters. In the meeting it was decided to make the mandatory requirement for operational altitude 4500 meters. The higher flying ceiling of 6000 meters, and a cabinet height of 1.8 meters could be made desirable operational requirements. It was observed that with these revisions, several helicopters which otherwise met all requirements but had been rejected due to the altitude restriction, would now come into the reckoning.
4. The meeting was followed by a letter dated 22nd December, 2003 from the Principal Secretary to PM to the Air Chief, stating that it was unfortunate that neither PMO nor SPG was consulted while framing these mandatory requirements. He suggested that CAS and Defence Secretary may jointly review the matter to draw up realistic mandatory requirements satisfying operational, security and convenience requirements of VVIPs and also set in motion a fast track process for selection and acquisition of the replacement helicopters.
5. In pursuance of the above directive, the ORs were deliberated at length between IAF, NSA, SPG/PMO and MoD between March, 2005 to September, 2006 and the above indicated changes were incorporated.
6. The required numbers of helicopters for the entourage of VVIP was further deliberated between Air HQ, MoD and SPG/PMO. The quantity of helicopters proposed for procurement was revised from 8 to 12 helicopters by adding 4 helicopters in non-VIP configuration for security reasons.
7. The AON for the procurement of 12 helicopters was accorded by the Defence Acquisition Council under ‘Buy’ category with 30 percent offsets on 3rd January, 2006. RFP was issued to 6 vendors on 27th September, 2006.
8. Three vendors, namely M/s Sikorsky, USA (S-92 helicopter), M/s AgustaWestland, UK (EH-101 helicopter) and M/s. Rosoboronexport, Russia (Mi-172 helicopter) responded to the RFP.
9. M/s. Rosoboronexport did not submit earnest money deposit and the Integrity Pact, along with their Technical and Commercial proposals. It had been made clear to M/s Rosoboronexport in February 2007 that this was a global tender and hence every contractual clause would be the same for all vendors. As no Integrity Pact and Earnest Money Deposit were received from M/s Rosoboronexport, their Techno-Commercial offer was not accepted.
10. The Technical Evaluation Committee evaluated the technical proposals of M/s Sikorsky and M/s AgustaWestland and recommended field evaluation trials of their helicopters.
11. The Field Evaluation Trial of M/s AgustaWestland was carried out in UK and trials of M/s Sikorsky were carried out in USA from 16 January 2008 to February 2008. The Field Evaluation Trial team submitted its report in April 2008 and recommended AW-101 helicopter of M/s AgustaWestland for induction into Service. SPG was also part of the Field Evaluation Trial team.
12. The Staff Evaluation Report of Air HQ concluded that the S-92 helicopter was non-compliant with respect to four SQRs for the VVIP helicopter (Missile Approach Warning System, Service Ceiling of 4.5 km, Drift Down Altitude and Hover Out of Ground Effect). The Staff Evaluation Report assessed the VVIP helicopter AW-101 to be fully compliant with all SQRs.
13. Technical Oversight Committee constituted on 6 August 2008 found that the field evaluation trials, compliance to SQRs and selection of vendors were done according to the prescribed procedures.
14. Contract Negotiation Committee (CNC) was constituted and it carried out its discussions with the vendor between 19 September 2008 and 21 January, 2009. While the CNC was progressing its discussions, Air HQ, recommended inclusion of Traffic Collusion Avoidance System (TCAS-II) and Enhanced Ground Proximity Warning System (EGPWS) for all 12 helicopters and SPG/PMO recommended inclusion of Medevac System for 8 VVIP helicopters. These additional equipment were considered to be essential for safe and effective operation of the helicopter in VVIP transportation role. SPG also agreed to these requirements. The CNC, thereafter, recommended conclusion of the contract at a negotiated price of EURO 556.262 million.
15. On completion of CNC the proposal was submitted for approval of the Cabinet Committee on Security (CCS). The CCS considered the proposal in its meeting held on 18 January 2010 and approved the proposal.
16. In pursuance of the decision of the CCS the Ministry of Defence concluded a contract for the supply of 12 AW-101 VVIP helicopter with M/s AgustaWestland, UK on 08 February, 2010.
17. The procurement case was, thus, progressed in accordance with the established procurement procedure in a transparent manner with all stages of procurement being followed meticulously. Security aspects as required by SPG/PMO and IAF were fully taken into consideration. The role of PMO which began in 2003 was to ensure that security, communication and other requirements of VVIP security were taken care of and the helicopter for VVIP use is selected on the basis of broad based QRs.
18. Contract signed with M/s. AgustaWestland includes specific contractual provisions against bribery and the use of undue influence. Article 22 of the contract deals with penalty for use of undue influence. This clause entitles the ‘Buyer’ to cancel the contract with the ‘Seller’ and recover from him the amount of any loss arising from such cancellation. Article 23 of the contract dealing with agents and agency commission requires the ‘Seller’ to confirm and declare that he has not engaged any individual or firm, whether Indian or foreign, whosoever, to intercede, facilitate or in any way to recommend to the Government of India or any of its functionaries, whether officially or unofficially, to award of the contract to the ‘Seller’ nor has any amount been paid, promised or intended to be paid to any such individual or firm in respect of any such intercession, facilitation or recommendation. This clause further entitles the ‘Buyer’ to consider cancellation of the contract without any entitlement or compensation to the ‘Seller’ who shall be liable to refund all payments made by the ‘Buyer’ in terms of the contract along with interest.
19. In addition to the above contractual provisions, M/s. Agusta Westland has signed an Integrity Pact with the Government. The validity of this Integrity Pact is from the date of its signing and extends up to five years or the complete execution of the contract whichever is later. Under the Integrity Pact, the bidder commits himself to take all measures necessary to prevent corrupt practices, unfair means and illegal activities during any stage of the bid or during any pre-contract or post-contract stage. Any breach of the provisions of the Integrity Pact entitles the ‘Buyer’ to take actions against the ‘Seller’ which includes forfeiture of the earnest money, performance bond, cancellation of the contract without giving any compensation, to recover all the sums already paid with interest, to cancel any other contracts with the bidder and to debar the bidder from entering into any bid from the Government for a minimum period of five years which may be extended, etc.
20. As regards, the allegations of unethical dealings in helicopter procurement case including involvement of middleman and payment of bribes etc., the first report in the media appeared in February 2012.
21. Immediately (the next day after the news item appeared in the papers) DG(Acq) in MoD sought a factual report in the matter from our Embassy in Rome.
22. MoD also noted the report in the ‘Hindu’ of 28.2.2012 that, quoting Finmeccanica, states that its subsidiary AgustaWestland is not involved in “any irregularity in the deal”.
23. Subsequently, MoD received more than one communication from M/s AgustaWestland confirming that the statements in the press are “completely unfounded and have been issued with malicious intent” and that “no commissions whatsoever were paid” in the case.
24. In April 2012, MoD wrote again to our Embassy in Rome seeking an update.
25. A detailed report on the status of the case was received from our Embassy in Rome in May 2012. The report made it clear that there are inherent difficulties in obtaining formal details of the case given the independence of the judiciary from the executive in Italy.
26. MoD in July 2012 wrote to our embassy in Rome stating that it could approach the concerned judicial authorities directly. A formal request was indeed made by the embassy to the Naples prosecutors office on July 16, 2012.
27. Since factual information was difficult to arrive at, Defence Secretary wrote to Secretary (West), MEA, in October 2012 reiterating the importance of the need to get information from the Italian authorities so that MoD could take further necessary action in this regard.
28. MEA’s response again was that the matter had been taken up with the Italian side and the position conveyed for the need for ‘reliable information’, for “news reports alone could not be the basis for the Ministry of Defence to make any preliminary determination”.
29. In October 2012 Defence Secretary also wrote to Secretary (West) to take up the matter with the Government of U.K. in view of the alleged involvement of a British citizen and the fact that the contract was signed with M/s AgustaWestland, U.K.
30. In November 2012, Secretary (West), MEA, replied to Defence Secretary stating that ‘the U.K. authorities were waiting for the results of the Italian investigation in order to ascertain whether there are further actions to take’.
31. Earlier, in connection with the letter received from one
Mr. Edmund Allen of Ganton Limited, USA, MoD had written on 19.4.12 to CBI and Enforcement Directorate for necessary action, as Abhishek Verma and others were also being named in various media reports in connection with several defence deals. Later, Enforcement Directorate informed MoD in July 2012 that they were enquiring into the allegations.
32. In November 2012, a letter was received in MoD from the Director, Income Tax (Investigations) regarding allegations against Indians possibly involved in the deal as middlemen and seeking information about them. The current status of the case was conveyed to the income tax authorities in January 2013; in return, MoD asked Income Tax to share with it any ‘credible information’.
33. Throughout the process of this case, MoD has been prompt to take action on newspaper reports, and to seek factual information from the concerned authorities. Since foreign governments are involved, MoD has consistently pursued the matter though MEA. 34. As soon as information was available of one concrete step having been taken by the concerned foreign investigative authorities, namely, the arrest of Mr. Giuseppe Orsi, CEO, Finmeccanica on Feb 12, 2013. MoD handed over the case to CBI for investigation and put on hold all further payments to Agusta Westland. Besides this, the Indian Embassy has been requested to provide the factual position and any other relevant information. The CEO of M/s AgustaWestland has also been asked to categorically state the clear position in view of the current developments indicating specifically if any financial transaction has taken place with any Indian individual / entity which would be violative of the Integrity Pact or any other terms and conditions of the contract.
35. As already mentioned above, both the contract and integrity pact signed with M/s AgustaWestland, U.K., contain specific provisions by which strict action including cancellation of contract, recovery of payment, blacklisting and penal action can be taken against the vendors. Government is determined to take all possible legal and administrative action against the guilty parties and accordingly has ordered a thorough probe by CBI.

Read more / Original news source: http://manipur-mail.com/acquisition-of-aw-101-choppers/

Amit Guin
Tucked around 230 kilometers from Bhopal are a group of traditional weavers whose sleight in making hand-woven silk and cotton sarees is unputdownable. The Chanderi sarees of Madhya Pradesh have created waves in the world of fashion by alluring the customers with its pleasant colours and spectacular designs. But the creators of the Chanderi sarees have been facing problems because of the non-availability of working capital, non-availability of suitable and reliable market linkages, bleak prospects of wage sustainability, and also because of their own inability to come up with bulk orders.
Paying heed to the matter, the Government adopted a cluster approach for a focused development of the handloom weavers. For this purpose, the Office of Development Commissioner – Handlooms under the Ministry of Textiles embraced 20 pilot clusters from 12 states of the country. The Chanderi cluster was also identified under the Integrated Handloom Development Scheme.
As a first step towards the development of the cluster, the weavers from Chanderi were formed into Self-Help Groups. The groups were given the exposure of exhibitions and sale to help them understand production to marketing cycle. They also understood that this process of participation of each SHG with similar designs and limited resources is very expensive and realised the need for pooling the resources of SHGs.
To allay their fears and doubts, the weavers were then convinced to form a federation. After numerous discussions, they finalised to register a federation as a Producer Company Limited. A company in the name of Chanderi Handlooms Cluster Development Producer Company was registered on May 29, 2008 with 10 initial members. The news of the formation of a company spread like fire as other groups/stakeholders showed interest in joining it. Immediately after registration, five directors were given responsibilities such as looking into design development; planning the production, monitoring and quality control; marketing; and, coordination, legal formalities with various departments.
The directors of the Company then drew a business plan for the Company for the first year, wherein they decided to adopt 60-70 looms with 40-50 specialised designs with a collection of around 400-500 sarees a month. Eventually, the number of looms was increased to 100 with a collection of 1000 sarees a month in 75 different designs.
The looms which were roped in were categorised on the basis of skill level of the weaver, the ability of the weaver to weave intricate designs, among other factors. A sales and marketing team was also developed which led the weavers to participate in various events. Apart from these events, capacity building programmes were also organised from time to time.
All these developments boosted the confidence of the weavers, with the Company producing sarees and dress materials worth Rs. 30 lakhs in its first year of operation. During 2008-09, the Company, apart from giving a 20 per cent wage increase to the weavers, also provided 40 per cent as dividend to its shareholders. During 2009-10, the Company continued with the same wage increment figure, but increased the dividend up to 60 per cent. Along with positive news on the financial side, the Company also created its own identity by producing sarees and dress materials with new designs and lured customers who were interested for non-traditional stuff as well. The marketing efforts by the team members fructified in tie-ups with the likes of Lifestyles, Central Cottage Industries Corporation, Ranjana Fabrics, Tahiliani Designs, and many more.
The formation of the Company made the weavers feel confident that they too can run business with good profit. On the other hand, with the increase in wages by the Company, the weavers also started asking for better wages from the master weavers.
This forced the master weavers to slightly increase the wages of the weavers. Apart from it, the younger generation is also showing interest in joining the company as they find better opportunities for themselves in such structure. This is evident from the fact that a large number of requests is coming from young weavers. Increased awareness has also led to almost 100 per cent weavers availing health insurance facilities.
In this way, the weavers of Chanderi have spun weaves of happiness.
(PIB Features.)With inputs from Ministry of Textiles

Read more / Original news source: http://manipur-mail.com/weavers-of-happiness/

Dr. K. Parameswaran, Assistant Director, PIB, Madurai.
Not long back, village authorities in the Madurai West block had taken the quite unprecedented step of handing over the management of the Women’s Health Centre (Magalir Sugadhara Valagam) to the members of the nearby Rajakkur Farmer’s Club! The Farmer’s Club, based in Lakshmipuran in Melur block of Madurai district has been instrumental in initiating a practice of distributing books every year to poor students of the local school. Again, farmers of the Vaigai Vivasayigal Sangam in the district are eager participants in agriculture related training programmes conducted in various parts of the state.
All these are the offshoots of a small movement launched in the Indian villages by the National Bank for agriculture and Rural Development (NABARD). The Farmers Club is a concept supported by the NABARD. Its motto is the formation of “One farmers club in One Village”. Farmers, preferably progressive farmers, are mobilized under the banner of farmers clubs. NABARD supports these clubs for a period of 3 years with grant assistance for exposure visits, training through experts, encouraging progressive farming methods etc.
At present, over 170 Farmers Clubs are functioning successfully in various villages spread across Madurai district. The most successful examples of farmer’s clubs are those formed by the jasmine growers of Uthappanaickanur. They have been brought under 30 clubs by NABARD, in partnership with Indian Bank. As a subsequent step, these clubs have also been federated into the Uthappanaickanur Flower Grower Federation. These jasmine growers are looking for support from the district administration to run their own market in Uthappanaickanur for which a piece of land has been approved ‘in principle’.
NABARD have since accorded approval for formation of such Farmers Clubs by Primary Agriculture Co-op Credit Societies (PACS) in the co-operative sector in Alanganallur block of Madurai district. The inauguration and orientation programme for the Paraipatty Farmers Club & Devaseri Farmers Club under Kodangipatti PACS & Muduvarpatti PACS was conducted in Alanganallur block recently
R Sankar Narayan, AGM, NABARD is of the opinion that farmers need to understand perfectly the nuances of the value chain. This alone can lead to a ‘win win’ situation, enabling individual farmers also to use Farmers Clubs as ‘change agents’. In all such endeavors, farmers can always use the forum of farmers clubs to gain inputs on latest technology, seek the help of the experts and eventually become masters of their own profession.
He further explained that NABARD, under its Farmers Technology Transfer Fund (FTTF) will be happy to bear the entire cost of such initiatives such as training programmes, exposure visits and development of demo plots. Shri Narayan indicated that in the coming months, serious efforts will be launched to promote High Density Plantations in Mango and Guava in association with the Horticulture Department using the latest technologies such as drip irrigation, polythene mulching etc.
Under its programme, NABARD supports these Farmers clubs for a period of 3 years with grant assistance for exposure visits, training through experts, encouraging progressive farming methods etc. For this purpose, NABARD allocates Rs. 10,000 per Farmers Club annually for 3 years. To continue their functioning after the period of 3 years, these farmers clubs are encouraged to start their own small savings which could be used for day to day expenses and on-lending among themselves in times of need.
Other benefits of coming under the ‘Farmers Club Programme’ are Annual Maintenenace Grant for the day to day expenses for 3 years, nomination to CAT training programmes across Tamil Nadu (a number of farmers club members have been nominated to attend training programmes in Pudukottai, Coimbatore, Trichy and Kanchipuram), SMS alerts in vernacular through Reuters Market Light Ltd, support to conduct expert meets on various topics such as vermi-compost, water management, SRI, Precision farming, Vegetable farming, Dairying, and Organic farming, sponsoring exposure visits to other districts etc.
On their part, farmers and farmers clubs should ensure that they hold meetings and pool savings every month, use these savings for internal lending, spread the message of repayment ethics, source inputs for all for economies of scale, look for value addition to their produce and eventually aim at having their own ‘Producer Company’.
(PIB Feature.)

Read more / Original news source: http://manipur-mail.com/one-club-in-one-village-a-unique-movement-in-agriculture/

K.S. Narayanan
The Direct Benefits Transfer (DBT) scheme first found mention in the 2011-12 Union Budget speech, by the then Finance Minister, Pranab Mukherjee who had stated that the government plans to move towards direct transfer of cash subsidy for kerosene, Liquefied Petroleum Gas (LPG), and fertilizers. A task force headed by Nandan Nilekani was set up to work out the modalities of operationalising Direct Cash Transfer for these items. Later this task force submitted its report in February 2012.
The Government launched Direct Cash Transfer scheme on 1 January 2013 to transfer cash into bank accounts of beneficiaries across 20 districts in the country. The scheme has now been rechristened as Direct Benefits Transfer (DBT) and curtailed beneficiary districts to 20. It covers 7 welfare schemes instead of 20. At least two lakh beneficiaries are expected to benefit from DBT scheme immediately. Food, fertilisers, and fuel have been kept out of its purview for the present.
The National Food Security Bill, 2011, pending in Parliament, includes cash transfer and food coupons as possible alternative mechanisms to the Public Distribution System.
But it should be borne in mind that DBT is just been launched. There would be several lessons on the way as scheme expands and progress and is implemented in the entire country before 2014.
How does the Scheme Work? The money is directly transferred into bank accounts of beneficiaries having Aadhar cards. The Aadhaar number is a unique identification number that every resident of India (regardless of citizenship) is entitled to get after he/she furnishes demographic and biometric information.
LPG and kerosene subsidies, pension payments, scholarships and employment guarantee scheme payments as well as benefits under other government welfare programmes will be made directly to beneficiaries. The money can then be used to buy services from the market.
Already on a pilot basis Electronic Benefit Transfer has begun in Andhra Pradesh, Chhattisgarh, Punjab, Rajasthan, Tamil Nadu, West Bengal, Karnataka, Puducherry and Sikkim. The Government claims the results are encouraging.
Under the DBT each and every beneficiary has to establish his identity and eligibility many times by producing multiple documents for verification. The verification of such documents is done by multiple authorities. Interestingly an Aadhaar enabled bank account can be used by the beneficiary to receive multiple welfare payments as opposed to the one scheme, one bank approach, followed by a number of state governments.
A Game Changer
Government believes that the Direct Cash Transfer or Direct Benefits Transfer is likely to be a game-changer in more than one way.
The Centre releases as much as Rs 2, 00,000 crore as subsidies under various schemes for the targeted sections across the country. Therefore it is within its right to devise methods to reach beneficiaries the way it wants.
Firstly, the Direct Benefits Transfer (DBT) scheme is aimed at cutting the bloated subsidy bill of Rs.1, 64,000 crore. India’s budget deficit was 5.8 per cent of gross domestic product in the financial year ending 2012 March.
Secondly, unlike other welfare scheme launched so far by the Centre, DBT helps in timely and quick transfer to intended beneficiaries.
Thirdly, the transfer of direct cash into account of targeted beneficiary is a winning proposition for the recipients as it aims to eliminate middlemen in various government sponsored welfare schemes and subsidized food, fuel and fertiliser schemes. Take for instance, it’s estimated that public coffers can be richer by several crore yearly just by switching to cash handouts for LPG and kerosene, a proposed move that would also curb diversion of subsidised cylinders for commercial use and diesel adulteration with inexpensive kerosene. Bringing all subsidies under DBT’s ambit can be the major fiscal game-changer the economy needs very much.
Fourthly, the Direct Benefits Transfer scheme is likely to be simple and error free. On the basis of Aadhar cards money is deposited in beneficiaries’ accounts.
Fifthly indirect transfers are more prone to leakages than direct cash transfers. So, that is why the Central Government has put in a mechanism of direct cash transfer. According to Planning Commission the Public Distribution System has become so inefficient that 58 per cent of the subsidized grains do not reach targeted beneficiaries while one-third of it siphoned from the system.
Sixthly, the Aadhar based DBT helps eliminate duplicate cards and cards for non-existent persons or ghost beneficiaries often found in schemes such as the PDS and MNREGS.
Seventhly, with the actual transfer of cash taking place with the help of micro automated teller machines (ATMs) it would infuse financial inclusion on a greater scale in rural India. Quoting a World Bank Study the Reserve Bank of India last year in its annual report has said, in India only 35 per cent have formal accounts versus an average of 41 per cent in developing economies. With the implementation of DBT, it could fuel financial inclusion.
Eighthly, aided by Aadhar technology Direct Benefits Transfer will not be a mere welfare scheme but also the world’s largest experiment in administrative reform. It will revolutionise the delivery of welfare measures in world’s populous democracy.
DBT: Not a Magic Wand
Can Direct Benefits Transfer Scheme act like magic wand? Probably it cannot solve all the problems by India’s poor and improve country human resources index.
It will have problems with banks, post offices and online connectivity. These have to be resolved. But there is no point in throwing the baby with bath water attitude and abandon DBT altogether.
DBT in ultimate analysis aims at poverty elimination, inclusive growth and delivering better welfare measures. No doubt rampant corruption, inefficiencies and leakages have made many welfare schemes dysfunctional. Direct Benefits Transfer to the poor aims to mitigate these many malaises.
Considering these benefits, India would be in right direction to implement cash transfer though there would be many lessons to be learnt and hurdles to cross.
(PIB Feature.)

Read more / Original news source: http://manipur-mail.com/direct-benefits-transfer-timely-and-quick-transfer-to-beneficiaries/

Amit Guin
The Government has taken various steps to promote investments by Indians living abroad, in India. The Government plays a pivotal role in investment promotion, through dissemination of information on the investment climate and opportunities in India and by advising prospective investors including the Non-Resident Indians (NRIs) about the investment policies and procedures and opportunities.
For the purpose of investments in India, it should be known that a NRI is a person residing outside India, but who is a citizen of India or is a Person of Indian Origin. A Person of Indian Origin is one who or whose ancestors was an Indian national and who is presently holding any other country’s citizenship/nationality.
The Government has a liberal and transparent policy for Foreign Direct Investment, including investments from NRIs, wherein most of the sectors are open to FDI under the automatic route. NRIs can make investment in India under various schedules of Foreign Exchange Management (Issue or Transfer of Security by a Person Resident outside India) Regulations, 2000 as amended from time to time. Investment under FDI Scheme contained in Schedule 1 of these Regulations, permits 100 per cent NRI investments, under the automatic route, in the sector of townships, housing, built-up infrastructure and construction-development projects (which include, but are not restricted to, housing, commercial premises, hotels, resorts, hospitals, educational institutions, recreational facilities, city and regional level infrastructure), without the conditionalities attached to FDI in such projects. It also grants a special dispensation for NRI investments in the sectors of Scheduled Air Transport Services/Domestic Scheduled Passenger Airlines, Non-Scheduled Air Transport Services, Ground Handling Services, wherein 100 per cent NRI investment is allowed under the automatic route.
Along with these, NRIs can also invest in share/convertible debentures of an Indian company under FDI scheme subject to terms and conditions specified in Schedule 1 to Notification No. FEMA 20. An NRI can purchase and sell shares/convertible debentures of an Indian company on both repatriation and non-repatriation basis under Portfolio Investment Scheme (PIS), through registered broker or recognised Stock Exchanges in India. The individual limit for NRI under PIS is five per cent of the paid up capital/paid up value of each series of convertible debentures of an Indian company and aggregate limit for all NRIs taken together is one per cent of the paid up capital/paid up value of the company. This limit can be increased by the Indian company to 24 per cent by passing a Board resolution and special Annual General Meeting resolution. Apart from this, an NRI, barring certain sectors, according to Schedule 4 to Notification No. FEMA 20, may without any limit purchase on non-repatriation basis shares/convertible debentures of an Indian company whether by public issue or private placement or right issue.
In terms of Schedule 5 to Notification No. FEMA 20, an NRI may, without limit, purchase on repatriation basis, Government dated securities (other than bearer securities) or treasury bills or units of domestic mutual funds; bonds issued by a PSU in India; non-convertible debentures of a company incorporated in India; bonds/units issued by Infrastructure Debt Funds, Perpetual debt instruments and debt capital instruments issued by banks in India and shares in Public Sector Enterprises being dis-invested by the Government. According to the terms of the same Schedule, a NRI or an Overseas Corporate Body may, without limit, purchase on non-repatriation basis, dated Government securities (other than bearer securities), treasury bills, units of domestic mutual funds, units of Money Market Mutual Funds in India, or National Plan/Savings Certificates. However, NRIs have not being given the permission to invest in small savings or Public Provident Fund (PPF).
The Government, in order to promote NRIs to bring in money into India, extended some more facilities to them. Banks are free to determine the interest rates on both savings deposits and term deposits of maturity of one year and above under the Non-Resident External (NRE) deposits and savings deposits under Non-Resident Ordinary (NRO) account. An NRE account is one which can be opened only by the non-resident himself and not through the holder of the power of attorney.
Only NRIs can become joint account holders in the case of NRE account. On the other hand, NRO accounts may be held jointly with residents and /or with NRIs. Along with this, the banks may also sanction Rupee loans in India or foreign currency loans outside India to either the account holder or third party to the extent of the balance in the NRE/ Foreign Currency Non Resident (Bank) account, subject to the margin requirements. To help NRIs to maintain FCNR deposits in other currency as well, since October 2011, FCNR (B) accounts have been permitted to be opened in any freely convertible currency. Moreover, NRIs are, since September 2011, also eligible to open NRE/FCNR account with resident.
The Government has also set up ‘Invest India’, a joint venture company between the Department of Industrial Policy and Promotion and Federation of Indian Chambers of Commerce and Industry, as a not-for-profit, single window facilitator, for prospective overseas investors, to act as a structured mechanism for attracting investment. On the other hand, the Ministry of Overseas Indian Affairs has established Overseas Indian Facilitation Centre to facilitate potential NRIs and overseas corporate bodies of overseas Indians which want to invest in India. OIFC has organised several investment and interactive meets/roadshows in different countries. It has also organised ‘Market Place’ during the annual Pravasi Bharatiya Divas event in India. The annual and regional PBDs have also provided a platform for facilitation of investment by overseas Indians.
(PIB Features.)

Read more / Original news source: http://manipur-mail.com/investment-opportunities-for-nris-in-india/

N. Ao ,Director (PR), Ministry of Defence.
India today handed over a Dornier-228 surveillance aircraft to Seychelles. Manufactured by the Hindustan Aeronautics Limited (HAL), the Dornier-228 has proved itself as a robust surveillance flying machine. HAL manufactures this aircraft under licence agreement with the erstwhile Dornier GmbH of Germany at its Transport Aircraft Division, Kanpur, and has world-wide unfettered sales and marketing rights. Along with the airframe, engines and several of the systems and avionics are also produced in house at various Divisions of HAL ensuring single window life-time support to the customers. The cockpit is designed to accommodate two crew members and is fitted with duplicate controls. The cabin can accommodate 19 passengers in commuter configuration.
HAL-DO-228 owing to its highly efficient design philosophy and world class workmanship has been configured for variety of roles. It can be used as Regional Airliner, Air Taxi, for VIP/Executive Transport, Maritime Surveillance, Reconnaissance, Intelligence warfare and for Troop Transport, Para Jumping, Pollution detection and control, Search and Rescue, Casualty evacuation/Ambulance, Cargo and Logistics Support, Calibration of Airport Nav-aids, Geographical surveys, Aerial photography, Anti-submarine roles and as Observer training. Owing to these features, this aircraft is the proven workhouse of Indian Air Force, Coast Guard and Navy. National Coast Guard of Mauritius also utilizes two HAL supplied DO-228s for surveillance of their coast line and VIP transport.
The versatility of HAL-DO-228s are due to several in-built features-highest fuel carrying capacity in its class (2850 litres) due to integral fuel tanks in wings, low structural weight ensured through use of advanced composite materials, high wing design for unobstructed view and radar coverage, wide wheel base for better stability, short take-off and landing capability. The aircraft can take off from around 700 m and land within 575 m essentially required for operations from short and semi-prepared airfields, sturdy landing gears, rectangular cabin offering more head space for passengers and mounting space for equipment in case of special mission configuration as opposed to circular cabin, low floor level and wide door for easy loading/unloading of cargo, flight openable roller door, four wing hard points for mounting of external loads upto 1030 kg, optimum performance at normal cruising altitude for short haul applications enabled by the revolutionary design of wing aerofoil.
HAL has fitted several role specific equipment on this aircraft to meet the specialized requirement of customers. The maritime aircraft is equipped with combination of 360 deg Surveillance Radar, Forward Looking Infra Red System, Electronic Surveillance Measures System, Pollution Detection and Control Equipment, Satellite Communication, Data Link, Speech Secrecy, Traffic Collision and Avoidance System, Enhanced Ground Proximity Warning System and host of other customer specified sensors.
HAL-DO-228 production in India was launched with Vayudoot, the first regional airlines of the country. Vayudoot extensively utilized its fleet of 10 aircraft covering almost all parts of the country and at one point of time achieved highest utilization of DO-228s among all carriers throughout the world. Vayudoot DO-228s were configured to carry 19 passengers as standard fitment, a small galley and functional toilet.
The world over it has been experienced that for a sustainable growth in passenger traffic, development of regional air routes is of paramount importance. Hub and spoke network is an established model wherein the regional traffic is built at selected hubs through regional spokes. The hubs thus created would fall on trunk routes catered by large airlines. The regional routes are best served initially by a smaller turbo-prop aircraft of around 19 seater category.
Regional air routes in India are now again poised for growth. HAL-DO-228s are the ideal aircraft for regional applications supported with previous experience, availability of aircraft and its maintenance infrastructure within the country. Discussions are underway with prospective operators.
To keep the aircraft contemporary with latest technology developments HAL continuously strives through its strong research and design base, to develop and integrate new modifications. The methodology ensures obsolescence free product, ease of maintenance and high serviceability for the operator. The aircraft cockpit is being reconstructed with fully digital glass cockpit and will be on display during Aero India in Bangalore scheduled from 6th–11th Feb 2013. In addition several other modifications like digital auto-pilot, upgraded avionics and other systems are also on the cards.
Fuelled by the growth prospects of this aircraft, HAL has also set eyes on export market. While the full aircraft structures are already being exported to Germany for assembly and supply to world-wide market, efforts are underway to achieve direct exports. The company is making efforts to exploit conducive military markets in Mauritius, Nepal, Vietnam, South Africa, Afghanistan and Columbia. Efforts are also to penetrate civil export markets that are suited for HAL-DO-228s.
(PIB Feature).

Read more / Original news source: http://manipur-mail.com/dornier-228-a-robust-surveillance-aircraft/

Khadi and Village Industries Commission(KVIC) is a propagation of the ideas imbibed by Mahatma Gandhi. The growth of the industry has been symbolized in the simple charkha or the spinning wheel. Under the inspiration of Mahatma Gandhi, the national struggle for India’s political independence witnessed a concomitant struggle for the preservation, protection and encouragement of rural industries. The unequal competition from cheap mill-made products threatened employment and livelihood of the rural artisans and craftsmen.
Gandhiji put a premium on simplicity in life style and consumption. The Gandhian strategy for Indian development was linked to enhanced utilization of the vast mass of surplus manpower and its active involvement in production processes. In the Gandhian idiom, cottage and village industries represent a support structure to a life style. The view, that village industries and crafts are an important part of rural life and should be vigorously protected to ensure sustenance to a self- reliant village, is essentially an outcome of the traditionalist philosophy, articulated so forcefully by Gandhi. It was infact, a reactive approach — a defence mechanism against the onslaught of the British industry.
The real India resides in Rural India. Large portion of the rural population of India acting as one of the major sources of its economy is supported by Cottage Industries which is responsible for having hugely preserved the cultural heritage of India.
The Khadi and Village Industries Commission is implementing major employment generation schemes in the country. The sector has been able to provide employment opportunities to 16.07 lakh number of persons during the XI Five Year Plan Period.
The Prime Minister’s Employment Generation Programme (PMEGP) scheme has been a major tool to generate employment opportunities through setting up of micro enterprises in the country. It is a credit-linked subsidy programme where the General category beneficiaries can avail of margin money subsidy of 25% of the project cost in rural areas and 15% in urban areas and for beneficiaries belonging to special categories such as scheduled castes, scheduled tribes, OBCs, minorities, women, ex-servicemen, physically handicapped, beneficiaries belonging to North Eastern Region, hill and border areas, etc., the margin money subsidy is 35% in rural areas and 25% in urban areas. The maximum cost of project is Rs. 25 lakh in the manufacturing sector and Rs. 10 lakh in the service sector.
The scheme has received very encouraging response from unemployed masses as well as the major implementing partner viz. banks in the country especially in the North Eastern States as well as state of Jammu & Kashmir. During 2011-12 against the stipulated Margin money target of Rs. 80.00 Crore set for North Eastern Region the actual disbursement upto 31st March 2012 reached a figure of Rs. 101.00 Crore i.e. 126% of the target.
The Scheme of Fund for Regeneration of Traditional Industries (SFURTI) for cluster development has also played an important role in regenerating the traditional industries and increasing the wages of artisans. Under the scheme 2 khadi, 11 village industries and 02 coir clusters have been made functional in the North Eastern Region by providing them with improved equipment, common facilities centres, business development services, training, capacity building and design and marketing support.
New Initiatives of KVIC
KVIC has been accorded Deemed “Export Promotion Council” status by the Ministry of Commerce for promoting exports of KVI products. This will become a major step in creating export opportunities for KVI sector.
To avail of professional expertise in the area of Design and Fashion Technology, KVIC has developed linkage with NIFT, Mumbai for convergence and an MoU has been signed. NIFT will also assist KVIC in setting up Design Cell which would be used by Khadi Institutions to produce marketable products.
With a view to develop exports, KVIC is working out modalities for an MoU with Indian Institute of Foreign Trade which will bring professional expertise in harnessing capacity building to KVI Institutions and units in the field of exports and also to create export market for Khadi and Village Industries sector.
A number of Khadi Plaza are being set up at Bangalore, Guwahati, Nagaland by KVIC to support marketing of Khadi and Village Industries products produced in this sector.
Special package for providing grant assistance for transportation travel, lodging and boarding for artisans, spinners and weavers and workers of Khadi and Village Industries institutions and units of North Eastern Region, Jammu & Kashmir, Andaman Nicobar Board for participating in exhibition outside the Region/State has been introduced. This will motivate institutions and units from these areas to actively participate in major exhibitions to market their products and enhance their viability.
In Offing
During 2012-13 the thrust will be in the areas of Brand Promotion, Product Development, Streamlining of Departmental Sales Outlets, Government Supplies and Exports. This will be achieved by way of convergence with professional agencies like IIFT, CII, NIFT, etc. as well as activities like Domestic and International exhibitions, Buyer-Seller Meet, Workshops, Seminars, Training Programmes, etc.
To develop Export Market through participation in International Exhibition and Buyer Seller Meets. To encourage KVI Institutions and PMEGP units to boost the export of KVI products.
To promote export consortium of Export Oriented KVI Institutions and REGP/PMEGP units which can play a major role in developing export and support institutions/units to become export worthy.
To develop linkage with IIFT, ITPO, FIEO, CII and NIFT to get expert input for export promotion product development and developed strategy and action plan for exports with deliverables and targets.
Renovation and modernization of departmental and institutional sales outlets.
Developing captive market available in form of Government supplies to Defence Railways and other agencies.
Streamlining domestic exhibitions and make them more cost effective with uniform designs layout and proper monitoring system with checks and balances including centralized billing and cash counter and provision for feedback from customers as well as create data base of producing units with special capacity etc.
Streamlining the DSOs and work out turnaround strategy for loss making units and also involve effective monitoring system online for damaged stock and inventory control, purchase, payment etc.
Impart training in the areas of inventory control salesmanship, exports for sales staff and officers of DSOs and institutional.
Market promotion is coming in a big way through the intervention of Asian Development Bank, wherein private sector partners will be selected to ‘Partner with KVIC’ or initiate massive marketing effort throughout India.
(PIB Feature).
Inputs from the Ministry of Micro, Small & Medium Enterprises.

Read more / Original news source: http://manipur-mail.com/khadi-generating-employmment/

 
Hamid Hussain
APRO(Defence)
The Indian Coast Guard will be celebrating its 36th Anniversary on 1st February, 2013. Since its inception, the service has grown into a multi-faceted and vibrant force, maintaining round the clock vigil in the Maritime Zones of India, by deploying its multi-role ships and aircraft.
Beginning with a modest inventory of two frigates seconded from the Indian Navy and five boats from the Customs Department , the service today has attained a force level of 77 ships and 56 aircraft. During the past year, one Pollution Control Vessel, six Inshore Patrol Vessels, four Air Cushion Vessels and two Interceptor Boats have been inducted. In addition to the establishment of a Regional Headquarter (NE) and activation of eight CG Stations, activation / commissioning of three CG Stations has been planned in early 2013.
The Indian Coast Guard today is on the path of rapid expansion, with a large number of state-of-the-art ships, boats and aircraft under construction at various shipyards/ Public Sector units (PSUs), and a Coast Guard Academy to be established in the near future. The Coast Guard organizational structure will have five Regional Headquarters, 12 District Headquarters, 42 Stations and 15 Air Units functioning all along the Indian coast.
On the manpower front, the service has initiated several measures to augment its manpower by introduction of Short Service Appointment (SSA) for women officers in General Duty and General Duty (CPL holders) branches, departmental promotions of outstanding Subordinate Officers and conduct of special recruitments drives.
An average of 20 ships and 8-10 aircraft are tasked daily, to keep the vast Exclusive Economic Zone (EEZ) and coastline under constant surveillance. The Indian Coast Guard has also set up the Coastal Surveillance Network (CSN), that comprise of network of coastal surveillance radars and electro optic sensors at 46 remote sites, including 36 on the main land, six in Lakshadweep Islands and four in Andaman and Nicobar Islands.
Regular community interaction programmes are being conducted by Indian Coast Guard in the fishing villages all along the coast. These programmes are aimed at sensitizing the fishing community on the prevailing security situation and to develop them to be the ‘eyes and ears’ for intelligence gathering. In addition, during the past year, the Indian Coast Guard conducted 20 coastal security exercises and 21 coastal security operations.
Maritime Search and Rescue in the Indian Search and Rescue Region is undertaken by the Indian Coast Guard round the clock. Untiring efforts under difficult conditions have resulted in saving of 204 lives in the last year. A total of 30 medical evacuations at sea were also undertaken by the ICG during this period.
The Indian Coast Guard has carved a niche for itself at the International level and is today
recognized as the leaders in the region. Institutionalized visits as per Memorandum of Cooperation/Understanding are being conducted regularly. The 12th Indo-Japan Coast Guard High Level Meeting was held in January 2013 at Tokyo, Japan. The 8th Heads of Asian Coast Guard Meeting was held at New Delhi in October 2012. It was of great significance. Since this meeting was held for the first time in India. In addition, Indo-Pak Joint Working Group Meeting was at New Delhi held in July 20 12, for the first time.
The Indian Coast Guard has been expanding and is witnessing all around development, in both capacity and capability. State-of-the-art ships and aircraft manned by competent and professional officers and men take pride in serving the Nation and protecting our maritime domain. The theme of the Indian Coast Guard for the year 2013 is ‘Focused on Maritime Safety and Security’, which aptly reflects the commitment and resolve of the service, and is in tune with its motto ‘Vayam Rakshamah’ meaning ‘We Protect’.(PIB Feature).

Read more / Original news source: http://manipur-mail.com/coast-guard-focused-on-maritime-safety-and-security/

I. Ramamohan Rao
Book Review: Thoughts for Change by APJ Abdul Kalam and Sivathanu Pillai
Pentagon Press; pages:277; price Rs.495
The year that has gone by has been one of worst in my memory. Every morning when one opened newspapers, the front page was filled with reports of scams and scandals, and demonstrations by people protesting against the government, which created doubts about the system that we have adopted to govern the country.
To crown all the scandals, the year closed with doubts being raised against us as human beings: that we are incapable of respecting women of the country, mothers, sisters and daughters. The gang-rape of a young student that happened in the capital on December 16, cast doubts on the efficacy of the police, the judiciary, including the system of governance.
In such a situation, the need is urgent to renew faith in ourselves. India has inherited a great civilization and it is possible for us to regain the thrust. ‘Thoughts for Change’, a book jointly authored by former President A.P.J. Abdul Kalam and distinguished scientist Sivathanu Pillai, just seeks to do that.
The very first chapter tells us about the scientific inventions of ancient India in different fields. Between the fifth century B.C. and the fifth century A.D., Indians distinguished themselves in different fields, like mathematics, astronomy and physics, medicine and the concept of aviation. India gave to the world the concept of zero, and five centuries before Newton announced the theory of gravity, Bhaskaracharya had enunciated it.
Varahamihira had told us that the earth was a sphere and had calculated its diameter, which was confirmed centuries later in the west. Aryabhattta, who was born in 476 A.D. had proclaimed that the earth rotates on its axis, orbits the sun and is suspended in space, 1000 years before Copernicus published his theory. Indians had distinguished themselves in various other fields like medicine, surgery and aviation. The list is endless.
Successive invasions, and exploitation by colonial rulers, made India miss the Industrial Revolution and we sank back to a state where we lost faith in ourselves. Mahatma Gandhi rekindled faith in ourselves and our founding fathers, led by leaders like Jawaharlal Nehru charted a path to rebuild India.
What have been our achievements as a nation since Independence? From a nation which witnessed famines which claimed millions of lives and depended on ship to mouth existence, we have become self-sufficient in agricultural production. Our scientists have succeeded in bringing about the White Revolution by harnessing buffalo milk, which has been a pioneering effort by the late Verghese Kurien of Amul fame.
In spite of denials by advanced countries of the world, we have gone ahead and become a knowledge power. I myself have been witness to the jokes made about Rajiv Gandhi when he said that India, which has missed the Industrial Revolution, should not miss the Knowledge Revolution. People laughed when he decided to allow the import of computer hardware without import duty.
The revolution in telecommunications has made India a knowledge-power where advanced countries now outsource their needs to India. Our scientists have successfully trained themselves in the field of space technology and today India has the honour of launching satellites of various countries. I had the privilege of interviewing R. K. Sharma in the Soviet Union before he took off on his space voyage in the early eighties. Today, we are thinking in terms of launching our own space ship.
How many of us know that the first rocket in the world was used by Tipu Sultan in the year 1792 at the Battle of Srirangapatna against the British Army. After successive reverses, the British Army managed to defeat him, and the first thing they did, was to destroy his rocket production plants, capture his artillery and take it to England to be copied and then developed. India has been dependent on British artillery for decades, before we decided to import the Bofors guns, the acquisition of which was attacked by many motivated sources.
In the early eighties, I had the privilege as defence spokesman to accompany the then Defence Minister R. Venkataraman to the Defence Research and Development Laboratory in Hyderabad.
One of the items during the visit was to witness the development of a missile launching laboratory. We had to plug our ears when the experiment was conducted and Dr. Arunachalam , the then Scientific Advisor told the Defence Minister, said that we had great potential in developing it, and that we had a team headed by Dr. Abdul Kalam working on the project. Later, I had the privilege of visiting the Odisha coast to see the development of the launching station there.
The month of January this year saw India launching missiles every week. Today we have ballistic missiles Agni I, Agni II, Agni III, Agni IV, Agni V, with ranges extending from 700 to 5000 kilometres. We have developed Nag, the anti-tank guided missiles which can be launched from infantry vehicles as well as from air.
The Trishul series of missiles can counter enemy aircraft and has a range of 9 kilometres. The Akash surface to air missile can engage targets at tree top-level around 25 kilometres. We have also developed our own interceptor missiles. Indian missile scientists have earned a name for themselves and are collaborating with Russia for the manufacture of the Brahmos missile, which can be launched from ship, land , submarine and silo and has multi-target capability. The development of Brahmos has put India along and ahead of many developed nations.
All this has been has possible through the efforts of our own scientists. We were denied the cryogenic engine under pressure from advanced countries of the West, who evidently wanted India to be dependent on them for its weaponry. Today after achieving the status of a nuclear power, Indian scientists are engaged in the development of new sources of energy, bio-sciences and technology, and nano- technology, the harnessing of atomic energy to reduce our dependence on coal and oil. India is rich in Thorium, and with proper development, we can meet our energy needs for centuries. The authors point out that India has the largest youth power in the world and the ignited mind of the youth is the most powerful resource on earth. They quote the Father of the Nation Mahatma Gandhi, as saying ‘men often become what they believe themselves to be. If I believe I cannot do something, it makes me incapable of doing it. But when I believe I can, then I acquire the ability to do it. Even if I did not have it in the beginning’.
The conclusion of the authors is that ‘We Can Do it’. The excellently brought out book deserves to be on school and college bookshelves to ignite the minds of our youth. (ANI)

Read more / Original news source: http://manipur-mail.com/need-to-rekindle-indian-mind/

Kalpana Palkhiwala
District-level agro-meteorological advisory service, providing a 5-day weather forecast for farmers, in 550 districts made operational by the India Meteorological Department is providing information through mobile to about 2,500,000 farmers for planning their agricultural activities.
The Agromet Advisory Services through various channels have resulted in significant increases in farm productivity, resulting in increased availability of food and higher income generation. It has helped the farmers not only in increasing their productions but also reducing their losses due to changing weather patterns and others problems. There is need to ensure that all farmers, small, marginal and big, are able to benefit from the Agromet Advisory Services.
At present about 15 percent of the farmers are benefitting from the SMS services and about 24 percent farmers are aware about Agromet services. The economic benefit of these services which has been estimated by NCAER at Rs.50,000 crores per year is extrapolated to rise to Rs.211,000 crores if the entire farming community in the country were to apply Agromet information to their agricultural activity.
Still no doubt there is a long way to go in not only increasing production but raising the income of farmers and reducing their losses and ultimately distress. It is a challenging task for the Government, IMD as well as the other stake holders to achieve this. However making use of IT and developments in the field of information technology transfer many new initiatives are in pipeline to far reach the AAS service by the IMD. Soon IMD will be launching spoken web service so that farmers across the country can soon get their agriculture and weather-related queries answered and it will also provide an interactive medium for the farming community which will be of great use to illiterate farmers who are not technologically equipped.
Dissemination
Disseminating agrometeorological information is part of a process that begins with scientific knowledge and understanding and ends with the evaluation of the information. The task of AAS is to provide information to help farmers make the best possible use of weather and climate resources. For a very long time programme like Krishi Darshan were the only source of information for farmers across the country. In the changing scenario and revolution IT sector the dissemination of information to farmers too is taking multi-channel routes. Good communication and working relationships mechanism have been set up under IAAS with the largest agricultural extension agencies in the country, network of Krishi Vigyan Kendras (Agriculture Science Centres), Kisan Call Centre etc., to promote participatory methods for interactions with farmers. Due care is being taken regarding content of the message which must be relevant to the weather based farm decision making by the farmer. This involves the identification of weather & climate sensitive decisions and interactions between the weather forecasters from meteorological Centres of IMD and the agriculture scientists from Agriculture Universities and Institutes of Indian Council of Agriculture Research to develop weather based advisories and technological decisions. Information is disseminated through multi-modes. It includes All India Radio, Doordarshan, Print Media (local news paper in different vernacular languages), internet as well as group and individual relationships through email, telephone etc. The use of media such as mobile, e-mail or the Internet by the farming community is on significant rise. SMS and voice messages on mobiles are the latest techniques to reach out to the farmers.
Of late encouraged by many State Governments Maharashtra, Tripura, Arunachal Pradesh, Madhya Pradesh and Kerala, many private firms started disseminating advisories through SMS to the farming community under PPP mode. Like Reuter Market Light, Handygo, Vritti Solution, IFFCO Kisan Sanchar Limited (IKSL) and Nokia are disseminating the agromet advisories through SMS and Interactive Voice over cell phone to farmers at 15 states namely Uttar Pradesh, Punjab, Haryana, Rajasthan, Madhya Pradesh, Orissa, West Bengal, Gujarat, Karnataka, Kerala, Tamil Nadu, Andhra Pradesh, Bihar, Maharashtra and Himachal Pradesh. State Department of Agriculture, Government of Maharashtra has taken an active role in disseminating advisory in local language through SMS to the farming community of Maharashtra. At present 2.8 million farmers are benefited by this service.
Awareness Programmne
As the interaction between the weather and agriculture is complex, it is not just a case of applying a simple solution and expecting the same to be implemented by the farmers. More targeted weather and climate information can increase preparedness and lead to better economic, social, and environmental outcomes for farmers. Given the current concerns with climate change and it’s impacts on crop productivity, there is an urgent need to sensitize the farmers about the projected climate change in their regions and the different adaptation strategies that can be considered to cope with the projected change. Hence, awareness process to understand the influence of weather and changing climate on sustainable agricultural production is an integral part of the service. Under IAAS, awareness programs for farmers highlight the farming community about the climate change and its impact on agriculture are being conducted. 76 such programs have been conducted across the country so far.
Feedback
Regular feedback from farmers, State Agricultural Departments and Agricultural Universities, ICAR and other related Institutes is being collected and processed for further improvement of services. Feedback informations are collected from Regional and stations of DD, AIR, and FM channels, Krishi Vigyan Kendras, ATMA, CSCs, NGOs, VRCs and VKCs and by participating in kisan melas and field visits. India Meteorological Department (IMD) in collaboration with AMFUs, SAUs, IITs etc., also published Agromet Brochure in 14 regional languages highlighting the activities of IAAS.
Impact Assessment
Impact assessment of weather forecast based agro-advisory service shows that in most of the cases use of AAS advisories resulted in decline in the
cost of cultivation up to 25% for the study crops. In some cases, cost of cultivation did increase up to 10% as a result of follow up action on AAS advisories, but this was more than offset by the consequent increase in net returns up to 83%, with a modal value of 20%. The major crops which benefited most from the use of AAS service are paddy, wheat, pearl millet and fruits and vegetables. This proves the usefulness of AAS advisories.
This also endorses the need for dissemination of Integrated Agro-Meteorological Advisory Service (IAAS) information to farmers on a wider scale and convincing them about its positive impacts on a sustainable basis. Equally important but the most challenging task would be to enhance the accuracy of weather forecast and to make the AAS more useful and demand-driven for the farm households
In spite of advances made in weather forecasting and operational agromet advisory services to the users, the real value in terms of offering right advice at right time to the farmers is somewhat lacking.
The integrated agromet advisory services was launched with a dream to provide real time crop and location specific agromet services up to village level is a long way not only in reducing weather and climate related risks in Agriculture but also promote scientific agriculture. Hence to overcome the hurdle in shortfall of observation, seamless weather forecast, manpower, real time information flow, Research and Development (R&D), dissemination etc., IMD proposes to extend this service to block level by developing block level forecast and advisories using satellite and remote sensing data, establishment of District agromet field unit, assist various research organization by providing online agromet data and creating a Centre for Research and Excellence in Agrometeorology (CREAM) at Pune during the XIIth Five Year Plan and thereby reaching the target upto village. (PIB Feature.)

Read more / Original news source: http://manipur-mail.com/network-of-agromet-service/

H.C. Kunwar ,Deputy Director (Media & Communication), Ministry of Railways.
Double Decker coaches were first introduced on Indian Railways in 1975 mainly aimed at providing higher carrying capacity in short distance commuter trains. The intended objective of Indian Railways was achieved but these Non-Air Conditioned coaches could not become very popular among commuters. The main reason was that they had to face lot of dust ingress from the low level windows of the lower deck and the view outside was also not very pleasant at the platform level height. With these concerns, proliferations of Non-AC double deckers on Indian Railways was not pursued further.
With past experience at hand, Indian Railways once again conceived double deckers but this time in Air Conditioned configuration that could address the problems faced in Non-AC variants and the first announcement for introduction of AC Double Deckers was made by the Minister of Railways in the Rail Budget 2009.
Considering the existing fixed structures like Road-over-bridges, Foot-over-bridges, electrical traction equipment etc. across the entire length and breadth of Railways, it was a real challenge to design a double decker coach without raising the overall height. This challenge was further compounded by the fact that air-conditioning equipment and air-ducts are also to be provided within the same envelope.
Taking it as a mission, a team of design engineers of Indian Railways started the development process of putting more coach per coach and that too, totally in-house. Their ingenuity was proved when Rail Coach Factory, Kapurthala a production unit of Indian Railways, was ready with the first prototype AC Double Decker in a record time of only nine months. After all mandatory tests in the field, the first AC double decker train was introduced on Indian Railways between Howrah and Dhanbad in October 2011.
Now further, an improved design of such train has been developed and its services between Jaipur and Delhi and Ahmedabad and Mumbai have been introduced. Such services are also planned between Habibganj-Indore and Chennai-Bangalore in near future. AC double decker train with improved passenger friendly design is having capacity of 120 passengers per coach compared to 78 passengers in Shatabdi Chair cars thus increasing the capacity by more than 50 per cent. The AC double decker train, with low fares, has brought the comfort of AC travel within the bounds of many wannabe passengers and is becoming popular among passengers.
The new air-conditioned coaches have many technical features like light weight stainless steel body with aesthetically pleasing interiors. Eurofima design bogies with air springs provide superior ride quality. For safety of the passengers, couplers with anti-climbing features and shells with crashworthy structure have been introduced. This design was substantially lower tare weight per passenger, thus making them highly energy efficient.
The overall height of these coaches is only marginally higher (4.5 inches) because the space for two decks has been managed by optimally using the well area between the two wheeled bogies. Latest design software was used in the development process and it was extensively validated through virtual prototyping before taking up actual manufacturing.
The successful development of AC Double Decker Coach is a clear illustration of Indian Railways’ prowess in development of technology and its resolve to meet the expectations of an aspiring nation.
(PIB Feature).

Read more / Original news source: http://manipur-mail.com/evolution-of-ac-double-deckers/

 
K. Rahman Khan
Minister of Minority Affairs.
The Ministry of Minority Affairs was created on 29th January 2006 to ensure a focused approach towards issues relating to the minorities and to facilitate the formulation of overall policy, planning, coordination, evaluation and review of the regulatory framework and development programmes for the benefit of the minority communities. The Ministry aims for inclusive development of minorities notified under National Commission for Minorities Act, 1992, viz. Muslims, Christians, Sikhs, Buddhists and Parsis. The Ministry adopted a multi-pronged strategy for development of minority communities with focus on:
Ø educational empowerment;
Ø area development;
Ø economic empowerment; and
Ø strengthening of minority institutions.
The Ministry has made intensive efforts for educational empowerment through Pre-matric, Post-matric, Merit-cum-means based scholarships and Maulana Azad National Fellowships. Online Scholarship Management System (OSMS) has been developed and launched for the on-line applications under Merit-cum-means Scholarship scheme. Now it has also been extended to Post-Matric Scholarship scheme as well. During 11th Plan, these schemes have been a great success and Rs.2672 Crore have been disbursed to more than 1 Crore 40 Lakh students belonging to minority communities including more than 30% eligible minority girls. During current financial year of 12th Plan period (till December 2012), Rs. 826.03 Crore have been released to support education of more than 50 lakh minority students under Scholarship programmes. The Ministry has also taken action on Direct Benefit Transfer (DBT) under Merit cum Means Based Scholarship Scheme. To strengthen the efforts towards educational empowerment, the corpus of Maulana Azad Education Foundation (MAEF), an autonomous body under the Ministry, has been raised from Rs.100 crore to Rs.750 crore to award scholarships to meritorious minority girls. We endeavour to raise the corpus further to Rs.1500 Crore to expand coverage of minority students. MAEF has also increased the number of meritorious girl students to 25,000 for award of Maulana Azad National Scholarship.
Under Area Development strategy, the Ministry has two major programmes viz. Prime Minister’s New 15 Point Programme and Multi-sectoral Development Programme (MsDP). In order to intensify the Government’s efforts and bring in synergy with the programmes of other Ministries/Departments, Prime Minister’s New 15 Point Programme for minorities was launched in June 2006. This overarching programme envisages specific interventions with definite goals to be achieved in a specific time frame. The programme aims for enhancing opportunities for education, ensuring an equitable share in economic activities and employment, improving living conditions through infrastructure development for minorities, and prevention and control of communal disharmony.
Through Prime Minister’s 15 Point Programme, the Central Government ensures equitable allocation of resources for development of minorities by earmarking 15% of target/outlays under important flagship development programmes of Government – Integrated Child Development Services, Sarva Shiksha Abhiyan, Swarna Jayanti Gram Swarojgar Yojana, Indira Awas Yojana, Swarnajayanti Shahari Rozgar Yojana, Upgradation of ITIs into Centres of Excellence, Priority Sector Lending through Banks etc. Further, special initiatives have also been taken for providing quality education in Madarsas and infrastructure development of Minority institutions under the scheme of Department of School Education and Literacy, and for recruitment of minorities by Department of Personnel and Training.
MsDP is the flagship programme of the Ministry. The programme aims at improving the socio economic conditions and basic amenities for improving the quality of life and reducing imbalances in rural and semi rural areas of 90 identified Minority Concentration Districts (MCDs). Under this programme, identified “Development deficits” are addressed through a “District Specific Plan” for provision of better infrastructure for education, sanitation, housing, drinking water and electricity supply besides income generating activities. These district specific plans are formulated by the respective State/UT Departments dealing with minority welfare and in this way provide ample opportunities for innovation and participation from Panchayati Raj Institutions and local bodies. Three tier monitoring mechanism of MsDP with involvement of People’s Representatives makes this programme more focussed.
During 11th Five Year Plan, Rs. 2963 Crore were released by the Ministry under MsDP to 20 States/Union Territories (UTs) to create infrastructure. The States which performed well under MsDP include Maharashtra, Karnataka, Meghalaya, Kerala, Jammu & Kashmir, Madhya Pradesh and Odisha. During current year of 12th Plan period (till December, 2012), Rs. 503.23 Crore have been released to various States/ UTs under MsDP for construction of 4719 houses under Indira Awas Yojana, 142 Health Centres, 1790 Anganwadi Centres, Installation of 15161 hand pumps, 918 additional classrooms, 26 School buildings, 12 Polytechnics, 39 ITI buildings and 102 Hostels for minorities. Under Prime Minister’s 15 Point Programme, Rs. 171960.71 Crore have been extended under Priority Sector Lending through banks to minorities and 269770 houses under Indira Awas Yojana have been sanctioned. In addition, the percentage of recruitment of minorities in Central Government Ministries/Departments has reached the level of 15%.
During 12th Five Year Plan, expansion of Prime Minister’s New 15 Point Programme is high on agenda. Restructuring of MsDP is being done for sharper focus on minority concentration areas, and extending the benefit of this programme to blocks and cluster of villages.
In order to enhance economic development of minorities, the National Minorities Development & Finance Corporation (NMDFC) provides concessional loans to minorities through its State Channelising Agencies (SCAs). The SCAs identify the beneficiaries, channelize the lending and also make recoveries from the beneficiaries. In the 11th Five Year Plan Period, a total amount of Rs. 977.21 Crore was disbursed to 467909 beneficiaries under Term Loans and Micro Finance to the minorities who are double below the poverty line. During 2012-13, till December, 2012, a sum of Rs. 185.25 Crore has been disbursed to 50737 beneficiaries. The Ministry also provides financial support to SCAs through grant in aid scheme for development of their infrastructure and delivery system. To expand the coverage of minorities under the schemes of NMDFC and strengthen the delivery mechanism, NMDFC is in the process of restructuring.
From the year 2012-13, the Ministry has started implementation of an ambitious scheme for “Leadership Development of Minority Women” with objective to empower and instill confidence among minority women including their neighbours from other communities living in the same village/locality, by providing knowledge, tools and techniques for interacting with Government systems, Banks and other institutions at all levels. The outlay for financial year 2012-13 is Rs.15 Crore. The physical target under the scheme during 2012-13 includes providing training to 40,000 (forty thousand) women belonging to notified minority communities with a mix of women from non- minority communities not exceeding 25% of the project proposal. The trainings are organized through Non-Governmental Organizations on modules viz. Leadership, Government Systems, Diseases among Children and Prevention, Public Distribution System, Schemes/Programmes for Minorities, Life Skills, Health and Hygiene, Nutrition, Home Management, Family Planning, Issues related to women and Waste Water Sanitation & Solid Waste Disposal. So far, Rs.10.45 Crore have been released to 64 organizations of 12 States for implementation of the programme for 36950 women during current financial year.
The Ministry is making all efforts to implement the recommendations of Sachar Committee. The decisions taken by the Government on the recommendations of the Sachar Committee have been grouped
in various categories for the sake of convenience viz. measures for affirmative action, education, skill development, access to credit, special development initiatives, Wakfs and miscellaneous. Ministry has taken up action for implementation of these recommendations by involving all stakeholders including other relevant Ministries/Departments. In addition, the Ministry takes periodical review meetings in order to monitor the progress of implementation of the decisions of the Government.
The Ministry has also initiated constitution of Equal Opportunity Commission (EOC). The objective of EOC is to ensure equal access to opportunity, entitlements/ rights to deprived groups belonging to minority communities. The EOC would help to secure equitable development of policy and implementation of programmes in public administration and private enterprise.
An Assessment and Monitoring Authority (AMA), under the aegis of the Planning Commission, has also been constituted to evaluate the extent of development benefits which accrue to different Socio-Religious Communities through various development programmes of the Government.
A “National Data Bank” has been created to maintain disaggregated data for various socio-religious communities which is to be collected by the Ministry of Statistics and Programme Implementation to enable the evaluation and assessment of flow of benefits to minorities on a regular basis.
To improve the management of Wakf properties and streamline the functioning of State Wakf Boards, the Wakf Amendment Bill 2010 was passed in the Lok Sabha in May, 2010. The Bill was then referred to a Select Committee of the Rajya Sabha where Report was tabled on 16.12.2011. The Bill is under final stages of formulation and will be sought to be put up for consideration and passing of the Rajya Sabha in the Budget Session 2013-14.
The Ministry has also launched the scheme for “Computerization of records of State Wakf Boards” in 2009, and introduced a web-enabled portal software called Wakf Management System of India (WAMSI) to develop centralized database for all State Wakf Boards covering areas such as, registration of Wakfs, Litigation tracking, Mutawalli return assessments, leasing details of properties and a document management system. 25 States/UTs have set up their Centralized Computing Facilities and have taken up the computerization of Wakf properties. As on date, a total of 1,82,233 Wakf properties have been registered. Further, the work of digitization of the Wakf records has also started in most of the Wakf boards. In addition, the Ministry is contemplating to formulate a new scheme for Skill Development of Minorities. The Ministry intends to intervene to help workers engaged in growth-oriented sectors to become part of the larger network of market oriented firms engaged in that sector. For those caught in the stagnant sectors, a transition path is required to be evolved. Skill up-gradation, education and credit availability, will have an important role in both these strategies. The Ministry understands that for inclusive growth of the minorities, among other interventions it is also important to make them aware about the Government’s welfare programmes. For intensive awareness generation, Ministry draws an annual Media Plan with the help of DAVP, All India Radio, Doordarshan, NFDC etc. at the beginning of each financial year for multi-media campaign. In addition, the audio-visual publicity is also done through Private FM Channels, Digital Cinema, Exhibition vans, LCD screens at public places etc. Simultaneously, Ministry has taken initiatives to monitor the outcomes and quality of implementation of Government programmes for minorities through independent agencies. Social Audit and concurrent monitoring of Area Development schemes/programmes has also been envisaged during 12th Plan. We are aware that our friends from minority communities deserve more attention. However, we hope that our humble efforts will certainly bring visible change in the standards of living and upliftment of the minorities. (PIB Feature).

Read more / Original news source: http://manipur-mail.com/government-committed-to-inclusive-growth-of-minorities/

 
The President, Shri Pranab Mukherjee, addressed the Nation on the eve of the 64th Republic Day. Following is the text of the President’s address on the occasion:
“My Fellow Citizens:
On the eve of our 64th Republic Day, I extend warm greetings to all of you in India and abroad. I convey my special greetings to members of our armed forces, paramilitary forces and internal security forces.
India has changed more in last six decades than in six previous centuries. This is neither accidental nor providential; history shifts its pace when touched by vision. The great dream of raising a new India from the ashes of colonialism reached a historic denouement in 1947; more important, independence became a turning point for an equally dramatic narrative, nation-building. The foundations were laid through our Constitution, adopted on 26 January 1950, which we celebrate each year as Republic Day. Its driving principle was a compact between state and citizen, a powerful public-private partnership nourished by justice, liberty and equality.
India did not win freedom from the British in order to deny freedom to Indians. The Constitution represented a second liberation, this time from the stranglehold of traditional inequity in gender, caste, community, along with other fetters that had chained us for too long.
This inspired a Cultural Evolution which put Indian society on the track to modernity: society changed in a gradual evolution, for violent revolution is not the Indian way. Change across the knotted weaves of the social fabric remains a work in progress, impelled by periodic reform in law and the momentum of popular will.
In the last six decades there is much that we can be proud of. Our economic growth rate has more than tripled. The literacy rate has increased by over four times. After having attained self sufficiency, now we are net exporters of food-grain. Significant reduction in the incidence of poverty has been achieved. Among our other major achievements is the drive towards gender equality.
No one suggested this would be easy. The difficulties that accompanied the first quantum leap, the Hindu code bill, enacted in 1955 tell their own story. It needed the unflinching commitment of leaders like Jawaharlal Nehru and Babasaheb Ambedkar to push through this remarkable legislation. Jawaharlal Nehru would later describe this as perhaps the most important achievement of his life. The time has now come to ensure gender equality for every Indian woman. We can neither evade nor abandon this national commitment, for the price of neglect will be high. Vested interests do not surrender easily. The civil society and the government must work together to fulfill this national goal.
I speak to you when a grave tragedy has shattered complacency. The brutal rape and murder of a young woman, a woman who was symbol of all that new India strives to be, has left our hearts empty and our minds in turmoil. We lost more than a valuable life; we lost a dream. If today young Indians feel outraged, can we blame our youth?
There is a law of the land. But there is also a higher law. The sanctity of a woman is a directive principle of that larger edifice called Indian civilization. The Vedas say that there is more than one kind of mother: birth mother, a guru`s wife, a king`s wife, a priest`s wife, she who nurses us, and our motherland. Mother is our protection from evil and oppression, our symbol of life and prosperity. When we brutalise a woman, we wound the soul of our civilization.
It is time for the nation to reset its moral compass. Nothing should be allowed to spur cynicism, as cynicism is blind to morality. We must look deep into our conscience and find out where we have faltered. The solutions to problems have to be found through discussion and conciliation of views. People must believe that governance is an instrument for good and for that, we must ensure good governance.
We are on the cusp of another generational change; the youth of India spread across villages and towns, are in the vanguard of change. The future belongs to them. They are today troubled by a range of existential doubts. Does the system offer due reward for merit? Have the powerful lost their Dharma in pursuit of greed? Has corruption overtaken morality in public life? Does our legislature reflect emerging India or does it need radical reforms? These doubts have to be set at rest. Elected representatives must win back the confidence of the people. The anxiety and restlessness of youth has to be channelized towards
The young cannot dream on an empty stomach. They must have jobs capable of serving their own as well as the nation`s ambitions. It is true that we have come a long way from 1947, when our first Budget had a revenue of just over Rs.171 crore. The resource base of the Union government today is an ocean compared to that drop. But we must ensure that the fruits of economic growth do not become the monopoly of the privileged at the peak of a pyramid. The primary purpose of wealth creation must be to drive out the evil of hunger, deprivation and marginal subsistence from the base of our expanding population.
Last year has been a testing time for us all. As we move ahead on the path of economic reforms, we must remain alive to the persisting problems of market-dependent economies. Many rich nations are now trapped by a culture of entitlement without social obligations; we must avoid this trap. The results of our policies should be seen in our villages, farms and factories, schools and hospitals.
Figures mean nothing to those who do not benefit from them. We must act immediately, otherwise the current pockets of conflict, often described as “Naxalite” violence, could acquire far more dangerous dimensions.
In the recent past, we have seen serious atrocities on the Line of Control on our troops. Neighbours may have disagreements; tension can be a subtext of frontiers. But sponsorship of terrorism through non-state actors is a matter of deep concern to the entire nation. We believe in peace on the border and are always ready to offer a hand in the hope of friendship. But this hand should not be taken for granted.
India`s most impregnable asset is self-belief. Each challenge becomes an opportunity to strengthen our resolve to achieve unprecedented economic growth and social stability. Such resolve must be nourished by an avalanche of investment, particularly in better and greater education. Education is the ladder that can help those at the bottom to rise to the pinnacles of professional and social status. Education is the mantra that can transform our economic fortunes and eliminate the gaps that have made our society unequal. So far education has not reached, to the extent desired, to those most in need of this ladder. India can double its growth rate by turning today`s disadvantaged into multiple engines of economic development.
On our 64th Republic Day, there may be some reason for concern, but none for despair. If India has changed more in six decades than six previous centuries, then I promise you that it will change more in the next ten years than in the previous sixty. India’s enduring vitality is at work.
Even the British sensed that they were leaving a land which was very different from the one they had occupied. At the base of the Jaipur Column in Rashtrapati Bhavan there is an inscription:
“In thought faith…
In word wisdom…
In deed courage…
In life service…
So may India be great”
The spirit of India is written in stone.
JAI HIND!”

Read more / Original news source: http://manipur-mail.com/address-by-president-to-the-nation-on-the-eve-of-republic-day/

Inputs from the Central Silk Board, Ministry of Textiles.
Silk has been intermingled with the life and culture of the Indians. India has a rich and complex history in silk production and its silk trade dates back to 15th century. India has the unique distinction of being the only country producing all the five known commercial silks, namely, Mulberry, Tropical tasar, Oak tasar, Eri and Muga, of which muga with its golden yellow glitter is unique and prerogative of India. India’s traditional and culture bound domestic market and an amazing diversity of silk garments that reflect geographic specificity have helped the country to achieve a leading position in silk industry.
Over the last six decades Indian Silk Industry has registered an impressive growth, both horizontally and vertically. Plans and schemes implemented by Central and State agencies and relentless efforts of thousands of dedicated persons in the fields of research and extension have helped in this context. For instance, the age old multivoltine hybrids have been replaced by multivoltine x bivoltine and bivoltine hybrids. The sericulture industry has witnessed a quantum jump in raw silk productivity.
Sericulture in National Economy
Sericulture industry provides employment to approximately 7.56 million persons in rural and semi-urban areas in India. Of these, a sizeable number of workers belongs to the economically weaker sections of society, including women. Employment and income generation is primarily among the disadvantageous groups, i.e., women, SCs, STs and minorities and other marginalized groups are also substantially involved. Moreover, 60% of the Sericultural activities are undertaken by rural women. Around 7.56 million people are employed in various sericulture and silk industry related activities.
Silks of India
India is the second largest producer of silk in the world, a distant second to China, with 14.57% share of world production. India has produced around 23230 M.Tons which includes 18395 M.Tons of mulberry silk and 4835 M.Tons of vanya silks during the year 2011-12. Mulberry silk is a dominant variety of sericulture practiced in the states of Karnataka, Andhra Pradesh, West Bengal, Tamil Nadu and Jammu and Kashmir. India is the largest consumer of raw silk in the world. As the consumption of raw silk (around 28,733 MT) exceeds the production, the additional requirement of around 5,700 MT of silk (particularly bivoltine mulberry silk of international quality) is imported mainly from China.
Eri, Tasar and Muga are other varieties of silk produced in India. These are collectively called as Vanya Silks(or wild silks) as these silks are mostly products of the forests. Tasar silk is mainly produced in the states of Jharkhand, Chhattisgarh, Bihar, Madhya Pradesh and Orissa while in some parts of Maharashtra, West Bengal and Andhra Pradesh, tasar culture is practiced on small scale. Oak Tasar is now being practiced in sub Himalayan States like Manipur, Himachal Pradesh, Uttar Pradesh, Assam and Meghalaya. Eri silk ranks first among non-mulberry silk production and found mostly in the hill tracts of the Northeastern states besides some parts of Bihar, West Bengal and Orissa. Muga silk, also known as golden silk is exclusively found in Assam and is widely distributed in the Brahmaputra Valley.
Exports
During 2010-11, export earnings have reached to Rs 2863.76 and indicated a marginal decrease of 1 % compared to exports of Rs 2892.44 during 2009-10. However, during 2011-12, provisional export earnings have reached to Rs. 2285.08 and indicated a decrease of 20.21% compared to 2010-11. Due to global recession, economic melt down, weakening of Indian Rupee against US $ (which makes import of raw silk expensive), higher production cost (due to increase in input costs) and tough competition from China have affected the export earnings during last three years.
Research & Development
The Central Silk Board has a network of Research and Development Institutes with a network of Regional Sericulture Research Stations and Research Extension Centers throughout the Country to provide necessary research and development support to the Industry. The technology developed by R&D Institutes of CSB have been popularized among the farmers to maximize yield and returns which in turn in bringing out vertical growth of the Industry. The raw silk productivity has increased from 87.84 kg/ha (2007-08) to 90.90 kg/ha (2011-12), Renditta ( Nos. of kg of cocoons required to produce 1 kg silk) has reduced from 8.13 (2007-08) to 7.66 (2011-12) due to R&D interventions.
Seed Support
CSB has the responsibility for supply of Basic Seed material of (both silkworm and its host food plants) required for further multiplication besides undertaking production of quality silkworm seed (F1) to supplement the efforts of the concerned state sericulture departments as a quality leader to a limited extent. Under this programme technical assistance and field level training are also provided to the farmers by the Grainage extension centers. The CSB has a chain of Basic Seed Farms supplying basic seeds to the States. Its commercial seed production centers augment efforts of the States in supplying commercial silkworm seed to farmers. CSB’s commercial seed production involvement is about 8 percent of the country’s current estimated absorption.
Sericulture Development Programmes Implemented by Central Silk Board
The Central Silk Board is currently implementing the Catalytic Development Programmes (CDP) under which a number of centrally sponsored Schemes are taken up for the development of sericulture with the involvement of the State governments both in traditional and non-traditional areas. The Govternment has incurred an expenditure of Rs.821.74 crores under Catalytic Development Programme during the XI Plan period. The programme covers areas such as food-plant cultivation, development of farm infrastructure, encouraging quality-linked purchase of cocoons and yarn, up gradation of reeling and processing technologies, enterprise development and support for extension and publicity.
CDP is presently implemented on a Project mode in the form of different packages mainly under 3 sectors viz. Seed, Cocoon and Post-cocoon sectors, supported by the Support Service Sector, in order to benefit all categories of beneficiaries like farmers, reelers & weavers and also to support achieving the targets & objectives of the XI Plan.
Cluster Development Programme
Central Silk Board in close co-ordination with States had jointly organized 45 pre- cocoon and 5 post-cocoon model sericulture clusters. Towards promoting development of sericulture in the cluster mode approach. The main objective being transfer of latest technology in a systematic manner and also through infrastructure up-gradation of farmers, improvement of skills and knowledge of farmers and strict discipline in sericulture practices to improve production, productivity and quality of cocoons.
During XI Plan period (till Mar-2012)CSB had released Rs.52.11 crores to 16 States under Catalytic Development Programme. On implementation of the programme, the awareness and adoption of new technologies increased, significant improvement observed in knowledge/skill of farmers, crop stability, production, productivity and quality of cocoons and income level of farmers.
Silk Mark
The Ministry of Textiles came up with an initiative for the protection of the interests of the consumers and their stakeholders of the silk value- chain by bringing out “Silk Mark” Scheme in June 2004. Silk Mark, the Assurance Label signifying that product to which it
is affixed is made of pure silk was launched by the Silk Mark Organisation of India (SMOI), promoted by the Central Silk Board under Ministry of Textiles. Silk Mark labels can be affixed to primary, intermediate and finished products silk including yarn, fabric sarees, made-ups, garments, carpets, etc.
The Silk Mark Scheme is aimed at protecting the interests of the users and connoisseurs of silk, and for the generic promotion of silk and also for building brand- equity of Indian Silk internationally. Since the launch of Silk Mark in June 2004, over 2150 members have joined the Organisation of whom, more than 1800 have become Authorised Users. Nearly 1.60 crores Silk Mark Labelled products have reached the market for the benefit of consumers. Apart from becoming familiar with the consumers, Silk Mark is gaining confidence of the Silk Industry as well. Due to the intensive activities carried out to promote “Silk Mark”, the Indian silk consumers are beginning to come under the “search good” factor, which in the coming days would catalyse to increase the demand for pure silk products. Awareness Programmes for consumers and trade across the country to promote the Silk Mark Scheme have also been conducted by Silk Mark Organization of India across the country.
(PIB Feature).

Read more / Original news source: http://manipur-mail.com/silk-sector-boosting-the-national-economy/

 
T. M. Vijay Bhaskar, Joint Secretary, Ministry of Drinking Water and Sanitation.
“What cannot be measured, cannot be managed”. This has become the theme slogan for the National Drinking Water Security Pilot Projects launched by Ministry of Drinking Water and Sanitation. It was felt in various deliberations on drinking water supply and management scenario in rural areas of the country that despite impressive coverage achieved under National Rural Drinking Water Programme(NRDWP), a sense of insecurity grips the population in times of water crisis specially in the areas where groundwater has been over exploited. This not being just a psychological perception but arising out of physical non availability of water to a village or a certain section of a village for a certain period of time , made the Ministry think on the lines of Drinking Water Security Plan at the village or habitation level.
During the International workshop on Achieving Drinking Water Security in Water stressed and Quality-affected Areas on 25-26 May 2010 the deliberations focused on the need for measurement of the various parameters of ground water for its effective management.
Ministry of Drinking Water and Sanitation launched the Pilot Projects to have a better understanding of the issues involved, and try and develop a scalable model with adequate documentation in order to make the models replicable in comparable areas, and the technical support is being provided by WSP SA (Water and Sanitation Program South Asia)
The entry point activity in the pilot project is Water Budget training where the community learns how to measure their water resources and prepare a water budget. The training venue is normally a Panchayat building or a community hall, and sometimes during winters the meeting takes place in the chaupal of the village. The participants and the trainers both sitting on the same Darree or Jajam (a local carpet), with pedestal mounted blackboard, and a flip chart board. The three day water budget training exercise starts with an exercise to judge the level of understanding of the villagers about the water resources. The participants then involve in a brainstorming session on the current status of the drinking water sources and supplies in their village. The community perception of the drinking water status is brought out in the group discussion. This is followed by lunch, which consists of typical local delicacies, prepared in the village itself. Post lunch the role of various stakeholders is discussed, with group discussions on the methods for assessment of the drinking water situation in the village, issues related to distribution, losses, leakages, and customer satisfaction. The day ends with a session on planning the next day activities.
The second day of the training starts with recap of the learnings of Day 1, and then the participants set out for the field work with a transect walk through the village to get a holistic picture of the water sources for various uses. The team is equipped with the Survey of India Topo Sheet, Cadastral map of the village, Compass, GPS, water level recorder, Field kits for water quality test, sample bottles, stop watches, and buckets for measurements and recording of data. Participants visit various agricultural wells, canals, tanks and drinking water wells, measure water level, quality, and discharge to get an understanding of the total water system and its impact if any on the village water supply. This field exercise is to expose the participants to the techniques of measurements with local simple tools like stop watches as well as high end tools like GPS, and compass.
After taking a few sample readings across the village and the fields, the participants return to the training venue for the lunch. Post lunch the group sits together to identify the list of parameters to be considered in water budgeting exercise. The participants discuss the use of water budgeting, the parameters to be considered for estimation and the ways and means of collecting the data. The group finalizes a simple water budget calculation principle. Mock water budgeting exercise follows with the participants divided in to 6 groups of 4 to 5 members each.
These groups visit different localities within their village with specific objectives to gather information and data as follows:
Group 1 : Details of surface water sources such as lakes, ponds, canals, theirapproximate measurements
Group 2: Agronomy, agricultural practices, crop area
Group 3: Details of Livestock
Group 4: Details of Groundwater sources such as Tubewells, open wells
Group 5: Water required for domestic and drinking water needs
Group 6: Leakages in the village water supply scheme, and water wastages in the village
The groups carry out the work during the evening and even the late evenings to visit locations and collect figures.
On Day 3 the groups finalize the calculations and present their data .
Various groups present their data and information and the total water requirements of the village are than computed by the community.
Based on these data the community then calculates the water balance for the village, from the details that emerged from the deliberations after the assignment of group tasks to volunteers. Trainer group encouraged the volunteers to assess the availability and consumption within their village. All the calculations are based on the data provided by the group. Since the typically difficult measurement units of meter cube and kilo liters to measure huge quantity of water are difficult to be understood by the community, simple unit of their village water tank which is 50,000 litres is used for the calculations and all calculations are done in terms of the number of tanks where 1 tank = 50,000 litres. Different groups in different village also evolve their own measurement units that are easy to explain or be understood by the community.
A water balance is shown as a picture also by the community so that a comparison may be drawn for the consumption and availability.
The group than engages into deliberations onto how to set the balance right. This triggers a long process of discussions, which continues in the following days, and results into some decision by the community themselves which come out as Drinking water Security Plan for the village. This plan lists the issues for the Drinking water Security, and enumerates the activities required to achieve Drinking water security for the village. The activities may range from self regulation on water wastages to modified agricultural practices for better water use efficiency or changing the crop pattern, or to change the pipe lines, or installation of valves or modifications in the distribution systems.
The Pilot projects are aimed at achieving drinking water security in a holistic manner, through a four-pronged approach of – Measures for source sustainability through convergence with MNREGS, IWMP and other Watershed programmes and NRDWP; Participatory integrated water resources management led by Gram Panchayats; Preparation of drinking water security plans by villages; and Making the selected villages open defecation free and ensuring proper solid and liquid waste management.
A Steering Committee at the Ministry level headed by the Secretary, MDWS, GOI oversees and monitors the progress of the National Drinking Water Security Pilot Projects.
The planning and implementation , at the District level, and for the convergence issues, a District Core Group headed by the District Collector is in place in all the Districts that have the Pilot blocks, consisting of officers from the departments which deal with water management in the district and also the departments which affect the water scenario in the District in order to provide a holistic view , and data and technology transfer supports for the development of water security plans for the Pilot Block.
The Rural Water Supply department is the nodal agency for execution of the project. Since the work involves lot of efforts on the front of community mobilization, support organizations have been recruited which are responsible for awareness generation, baseline data collection, trainings of Village Water and Sanitation Committees, and assisting the community in preparing village water security plans. Financing for the pilot comes from the existing allocations under the NRDWP Sustainability and Support components, MNREGS funds and allocations under the 13th Finance Commission recommendations.
15 blocks with alarming level of ground water development have been identified in the States of Rajasthan, Andhra Pradesh, Gujarat, Haryana, Punjab, Madhya Pradesh, Tamilnadu, Karnataka, Uttar Pradesh and Maharashtra, for demonstration with a provision for scaling up to the district level and thereafter on to a larger scale if the pilots are successful.Thus, a revolution has been initiated silently in the rural drinking water sector of the country, through shaping up of village level drinking water security plans, by empowering the communities with the technical knowhow that sharpens their traditional wisdom and understanding of their water resources, and by reinstalling the faith in the community about their capabilities to manage their own drinking water.
(PIB Feature.)

Read more / Original news source: http://manipur-mail.com/water-budgeting-at-village-level-for-water-security/

 
CISF came into existence in 1969 as a specially trained Force for providing security cover to the Public Sector Undertakings of the country. In a span of four and a half decades, the Force has grown manifold with strength of more than one lakh thirty three thousand. With growing profile and expanding service base, CISF is no longer a PSU-centric Force, instead it has become a premier multi-skilled security agency of the country, mandated to provide security cover to major critical infrastructure and very important persons of the country in diverse areas.
CISF is currently providing security cover to Airports, Sea Ports, Department of Atomic Energy, Department of Space, Power Plants, Steel Plants, Oil Refineries, Coal Mines, Delhi Metro, National Monuments, Very Important Persons (VIPs), Sensitive Government Buildings, and Indian Embassy in Nepal. CISF has also deployed a Formed Police Unit (FPU) of the UN at Haiti since 2008 and deployed in private critical industries like Infosys, Electronic City and Reliance Industries . The increased demand for CISF is a testimony of its professionalism and commitment towards the assigned task.
CISF is also providing security cover with the strength of 25 thousand in 51 Naxal Affected Units in Bihar, Jharkhand, Chhattisgarh, Odisha and Andhra Pradesh. CISF has borne the burnt of Naxal attacks in the recent past. On 4th March, 2012 at about 2330 Hrs, 200 armed Naxals carried out multi/pronged attacked at the Ashoka Out Post of CISF Unit CCL North Karanpura & Piparwar in Jharkhand. Naxalites attacked the Out Post with sophisticated weapons, petrol bombs and I.E.D’S in-order to take away weapons and explosives for making Improvised Explosive Devices (IEDs) ) to spoil the economic growth of the country as well as to tarnish the image of the Govt. The heavily armed Naxalites started indiscriminate firing from all directions on the duty post. 26 CISF personnel present at the post immediately took position and opened retaliating fire. They thwarted the attempt of Naxalites by holding them with continuous tactical firing and repulsed the attack. On account of that naxals were forced to retreat from the area. During this operation 4 naxals died and many were injured. 2 dead bodies and arms & ammunition of the naxalites were also recovered.
To meet any challenge at Airports, CISF personnel are trained in profiling and behaviour detection in order to detect and neutralize the persons, who could be a potential threat to the security of the airports. This endeavour has resulted in an excellent performance of CISF, where in the cases of smuggling/carrying of drugs and arms & ammunition were detected and recovered at airports. During routine/random checks and profiling of the potential suspects at entry point, CISF personnel have detected a huge quantity of drugs like Opium, Methamphetamine, Heroine, Pseudo-Ephedrine and Methaqualone drug and arms & ammunition at airports. Many Foreign Nationals were also apprehended for carrying contraband items at IGI Airport by the CISF personnel.
During the year 2012, a large number of cases were detected by CISF in airports, details of which in brief are as under:-
i) Detection of Contraband items – 11 cases ii) Detection of wild life – 02 cases iii) Apprehension of touts – 905 cases (Up to November 12) iv) Recovery of unclaimed property – 18.34 Crores (Up to November 12) v) Detection of Arms & Ammns. – 203 nos. (Up to November 12)
Two cases of baggage lifting gangs were also apprehended by the CISF personnel at Kolkata and IGI Airport.
Similar to airports, Metros all over the world are inherently vulnerable to terrorist attack on the basis of their open design and high volume of passengers transported everyday. In India Delhi Metro also provides an attractive target because of its high ridership, expansive infrastructure, economic significance and its potential for its mass casualties. It is therefore imperative that appropriate security measures are to be taken to safeguard Metro. In this regard the Government decided to hand over the security of Delhi Metro to CISF and CISF has taken over the charge of Delhi Metro on 15.04.2007. Since, then CISF is performing their duty with full appreciation of the commuters.
Recently in order to ensure security for female commuters, CISF has launched a special drive “Majnu” on 13-07-2012 to apprehend and de-board the male passengers from the reserve lady coach. CISF Unit DMRC Delhi has constituted six dedicated teams of woman staff to ensure the safety of woman commuters in metro trains especially during late night hours. Each team comprises of a Lady SI/Exe and three woman Constables. Members of the special team travel in lady coach in plain cloths to keep an eye on male commuters, who enter the woman coach or try to misbehave with them.
Upto December-2012 this special team has prosecuted 10814 male commuters and de-boarded them from the lady coach. So far 7014 male commuters have been fined @ Rs. 250/- each, resulting in the recovery of Rs. 17.55 Lac. Initiatives taken by CISF has boost up the morale of the female commuters and now they are travelling in late hours without any hesitation or fear in the Delhi Metro.
CISF as an armed force of the nation is doing its bit to provide safe and secure environment to the national assets and economic activities. As a professional organisation CISF efforts are for constant up-gradation of capacity, technology and manpower which will provide a total crime free climate to our citizens.
PIB Feature).
Inputs from the Ministry of Home Affairs

Read more / Original news source: http://manipur-mail.com/cisf-providing-safe-and-secure-environment/

 
The Scheduled tribe communities live in about 15% of the country’s areas, in various ecological and geo-climatic conditions ranging from plains and forests to hills and inaccessible areas. Tribal groups are at different stages of social, economic and educational development. While some tribal communities have adopted a mainstream way of life, at the other end of the spectrum, there are certain ST , known as Particularly Vulnerable Tribal Groups, who are characterised by a pre-agriculture level of technology; a stagnant or declining population; extremely low literacy; and a subsistence level of economy. The essential characteristics for a community to be identified as Scheduled Tribes are indications of primitive traits; distinctive culture; shyness of contact with the community at large; geographical isolation; and backwardness. The inclusion of a community as a Scheduled Tribe is an ongoing process.
The Ministry of Tribal Affairs is mandated with overall policy, planning and coordination of programmes for the development of the (STs). The programmes and schemes of the Ministry are intended to support and supplement, through financial assistance, the efforts of other Central Ministries, the State Governments and voluntary organizations, and to fill critical gaps taking into account the needs of Scheduled Tribe. These schemes which are for the economic, educational and social development are administered by the Ministry of Tribal Affairs and implemented through the State Governments, Union Territory Administrations and voluntary organizations. Further, the Ministry constantly interacts with various stakeholders vis-à-vis tribal welfare and development to ensure the reach of the schemes as well evaluating the needs/concerns of the tribals.
The National Commission for Scheduled Tribes (NCST) investigates and monitors all matters relating to the safeguards provided for the Scheduled Tribes and to evaluate the working of such safeguards; to inquire into specific complaints with respect to the deprivation of rights and safeguards of the Scheduled Tribes.
The Tribal Cooperative Marketing (TRIFED) functions both as a service provider and market developer for tribal products. Further, in the role as a capacity builder, it imparts training to Scheduled Tribe Artisans and Minor Forest Produce (MFP) gatherers.
The National Scheduled Tribes Finance and Development Corporation (NSTFDC) provides financial assistance for the economic development of the Scheduled Tribes.
The Ministry of Tribal Affairs is administering the Scheduled Tribes and Other Traditional Forest Dwellers (Recognition of Forest Rights) Act, 2006 seeking to recognise and vest the forest rights and occupation in forest land in forest dwelling Scheduled Tribes and other traditional forest dwellers who have been residing in such forests for generations but whose rights could not be recorded. The Ministry is also involved with the Protection of Civil Rights Act, SC/ST (Prevention of Atrocities) Act, Panchayats (Extension to the Scheduled Areas), Act. As educational development is a stepping-stone to economic and social development and the most effective instrument for empowering the tribals, the Ministry is implementing schemes such as Post Matric Scholarship (PMS), Hostels for ST students, Establishment of Ashram Schools, Vocational Training Centre, Top Class Education, Rajiv Gandhi National Fellowship and National Overseas Scholarship for ST students to improve their educational status. The Ministry has also launched a new pre-matric scholarship scheme in 2012.
Besides, the Ministry funds schemes for vocational training to Scheduled Tribe youth to increase their employability, educational complexes for strengthening education among ST Girls in Low Literacy Districts for development of Scheduled Tribe female literacy in tribal areas, residential schools, non-residential schools, hostels, libraries, mobile dispensaries, ten or more bedded hospitals, computer training centres, rural night school, agricultural training, etc., supporting the initiatives of the State Governments to provide income earning opportunities in tribal areas and initiatives for research, data etc.. The Ministry also releases funds under Article 275 (1) of the Constitution on the basis of approved projects for the welfare of Scheduled Tribes and raising the level of administration in the Scheduled Areas in these States.The Budget allocation for various schemes/programmes of Ministry of Tribal Affairs for 2012-13 is Rs.4090.00 Crores.(PIB Feature.)
Inputs from the Ministry of Tribal Affairs.

Read more / Original news source: http://manipur-mail.com/development-of-st/