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TRC
franchises for customer complaints Officers trained
and paid by the TRC will run the franchises. The franchise owners
will be selected by public tender, TRC Director General Themiya
Hurulle said. "We normally respond within a day to the initial letter. But if the matter is taking a long time to be sorted out we ask the operator to first remedy the problem until a independent decision is given," Hurulle said in an interview. If consumers are not happy with the solution they could once again ask the TRC to mediate. These complaints are to be directed to the Internal Committee for the Resolution of Consumer Complaints. Hurulle also said many changes are expected with the new National Communications Policy, which cost the TRC nearly seven million rupees and which has now been put to the Cabinet for approval. The Telecommunications Development Fund (TDF) proposed in the new policy is an important feature to look forward to in the future. "The operators do not like to move into new areas and start doing all the spade work. They would expand their services if the TRC or the government could provide infrastructure and the basic facilities," said Hurulle. The main idea behind creating the TDF is to help give all sections of the community free access to communication facilities. A new ten-digit numbering plan is also in the pipeline to meet the demand for new connections, which is increasing daily. Need
for people-oriented development Various theories are presently being expounded regarding the management of POD/NGOs. Jargon such as Harmony Oriented Management, Results Oriented Management, Professional Management, etc, are some of them. The writer with management experience both in the development banking and NGO sectors attempts to outline amongst others some reflections on the structure and functions of POD/NGOs. He says these are his personal views and not that of the organisation he served/serves. Objective
of POD/NGOs They must also be able to assert their rights effectively to be human, etc. The downtrodden and oppressed are the main protagonists in this regard. Activities and NGOs are only participants in the struggle and should not attempt to dominate them. Hence POD/NGOs can only assist in the creation of these conditions and provide the necessary stimulus for such awareness. They should support People's Organisations through solidarity action, support services, technical help, advocacy and where necessary with financial assistance. Personnel They should also be disciplined, honest, humble, patient and have the capacity for hard work. Effective administration, appreciation of the work of others and the ability to learn from one's mistakes should be some of the other skills. They should not treat this as a job/employment oriented service, instead they should be purely development oriented. Cultural
values It is therefore very important for POD/NGOs to learn from the people that they are supposed to serve and assist. They should also promote the best-known cultural and religious values embodied in the communities that they are living with. Leadership
It appears that this style of management leadership is difficult. But in the interest of all concerned every attempt should be made to follow this style of leadership. Perhaps a committee structure could be considered to bring about participation of the majority. It should also be borne in mind that POD/NGOs cannot follow informal policies forever. Every effort should be made as far as possible to formalise whatever policies they follow. It would be
desirable if they could at least follow a mix between the informal
and formal policies. Following an informal policy is certainly not
a deterrent for the successful implementation of any scheme. In
this regard it would not be irrelevant to quote the success story
of the Self-Employment Women's Association (SEWA) of India. In fact
whilst implementing various development and economic schemes, it
has very successfully implemented a Women's Bank which has become
a model worldwide for helping women in the informal sector to gain
access to credit. Similarly Sarvodaya, the largest pro poor developmental organisation in Sri Lanka was able to mobilise savings deposits of an informal nature amounting to over Rs. 20 million over a period of 10 years from minors resident in the very remotest areas in Sri Lanka. The deposits
so mobilised ranged from 25 cents to about Rs. 200. It is definite
that no bank or credit institution in Sri Lanka would have ever
mobilised these deposits at that time. Although this scheme was
suspended for various reasons in the past, Sarvodaya's Economic
Empowerment Programme has presently re-commenced this scheme. It
is noted with appreciation that the banking sector is presently
implementing various schemes in mobilising minors as well as rural
deposits. In the same vein it should be stated that informal policies could be translated into formal policies very successfully. The Co-operative Rural Banks (CRB) scheme, which was spearheaded by the People's Bank is an unique example. This scheme which originated in 1964 has been in existence since then. It is reported that as at present there are over 1,350 CRB's. Deposits mobilised by way of savings and fixed deposits amount to over Rs. 17 billion. The loans and pawning advances granted by them amounts to over Rs. 6 billion and Rs. 3 billion, respectively. This scheme which originated on an informal basis was gradually transformed into a formal scheme. Similarly, it should be emphasised that the Economic Empowerment Programme of Sarvodaya popularly known as SEEDS (Gte) Ltd. has been able to mobilise over Rs. 600 million by way of savings deposits. The cumulative total of loans granted as at present is over Rs. 2 billion. The loan recovery rate, which is 94 percent is very heartening. It should be emphasised that SEEDS (Gte) Ltd is presently in the process of expanding its Village Development Banking concept in villages across the island. It has established over 700 Sarvodaya Development Banking Units as at date. Privatisation It is also very unfortunate to state that presently various forums are being held for poverty alleviation programmes whilst similar discussions are being held for the implementation of privatisation strategies. Though privatisation could sometimes be considered as a positive approach, it should not be implemented in certain institutions. Instead, a pragmatic approach should be followed that would assist the nation, especially the downtrodden which is the population at large. The POD/NGOs salary policy should be very sensitive to the specific needs of its individual staff members. They are not in a position to offer the security, the long term and other fringe benefits as the private, corporation or state sectors. Resource partners and other agencies very often propose high salary structures, which disrupts the local setup. This is definitely
not conducive to the building up of POD/NGOs. The POD/NGO community
should make every effort to ensure that these high salary structures
are not implemented. Perhaps a constant dialogue with the concerned
resource partners will arrest this situation at least to some extent.
If genuine reasons are adduced, the concerned resource partners
would eventually not pursue such proposals. Consideration of an
equitable salary policy will be conducive to the effective participatory
decision making process which involves the entire staff. This question has to be viewed dispassionately. The NGO sector has done a tremendous service to this country. It is unfortunate that various sectors distort the NGO ethic. As reported, it is possible that certain NGOs perform their activities within a hidden agenda. "As truth will ultimately prevail", such NGOs will not be able to survive for long. Perhaps if NGOs with the proper bonafides are allowed to operate independently they will be effective community organisations.
This is Smart Media's fifth consecutive year as principal sponsor of one of Sri Lanka's premier professional events, a company statement said. The conference will be held from December 12 to 14 under the theme "Keeping on Track", reflecting from the unsettled global conditions and the need to steer a steady course amidst the turbulence. "Even before the recessive conditions of last year, world economies were in strife. Restructuring was in progress everywhere", says ICASL President Asite Talwatte. "Our conference will study a variety of topical issues that will play major roles in the country's development thrust". Smart Media's CEO Rochelle Kannangara, commenting on her company's role as principal sponsor of this conference, said, "Our experience in the business of reporting on the business fortunes of diverse companies has helped reinforce the perception of a changing era." The conference will have several experienced persons in charge of its organisation. P. Chidambaram, former Indian Finance Minister, is among a list of top personalities who would address the meeting.
Founded in 1979, the WAEA presents the prestigious and much coveted AVION awards for excellence in many categories of inflight entertainment such as radio, video and the print media. As in previous years, a large number of airlines from around the world submitted their inflight entertainment magazines for consideration by a panel of independent and international judges, themselves experts in the spheres of communication and design. They short-listed five: Air Canada, Air France, Cathay Pacific, SriLankan and United Airlines. "Taking into consideration the other finalists have a lot more experience in this field than SriLankan and are many times our size, we can be truly proud of this achievement. Two years ago in 2000, SriLankan Airlines was the second runner-up at the 12th AVION Awards so this is certainly an improvement. We hope next year we will win the top award," said Head of Service Delivery at SriLankan Airlines, Walter J. Riggans. |
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