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| Enforcement through monitoring |
| | May 10, 2004 | |
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It makes sense to invest in resources (manpower, technology) to enforce the law. The returns through the fines collected will more than pay for the investment apart from ensuring greater compliance |
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| Financial / Accounting reforms |
| | April 24, 2004 | |
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Using accounting information for management decision making. Building a robust double entry book keeping system which factors in the different nature of activities of government bodies – for instance a Corporations’ activities covers Enterprise (Commercial), Social (Roads, Hospitals, Education) and Fiduciary (Collection channel for State). These are differen |
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| Integrated view |
| | April 14, 2004 | |
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Need a ‘CEO approach’ to find solutions. The ‘CEO’ has to be empowered to get other agencies to comply with the overall solutions in the relevant civic space. |
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| Make urban local bodies self reliant |
| | May 18, 2004 | |
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Plan for urban development in cities with own finances through systemic measures in augmenting resources. The idea is to conserve Government resources for investments for the rural populace and the economically challenged sections in urban areas. |
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| MoUs |
| | April 2, 2004 | |
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Using Memorandum of Understandings between State Government and City Corporations to drive reform measures |
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| Outsourcing select civic services |
| | May 10, 2004 | |
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Outsource services which result in cost savings, better services while allowing existing local body manpower to be redeployed elsewhere in the system. If VRS possible, plan for it. |
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| Public platform |
| | April 5, 2004 | |
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Setting up an accountability platform. Civic stakeholders publicly set out commitments and report at regular intervals on performance and revised/new commitments |
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| Third party audits |
| | April 14, 2004 | |
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Peer reviews and independent third party audits should become a main stream activity in urban local bodies for project planning and execution |
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