1 Best Practices and Innovation April 12, 2013 By:- Sanjay Bisariya Sr DFM/Lucknow/NER & Arvind Sharma Sr DFM/Izatnagar

2 Sr DFM/LJN/NER Presentation  Recent Developments in NER  Challenges Ahead– NER  Suggestions - NER

3 Recent Developments in NER  Special Drive for drawing Completion Reports of works already completed  121 completion reports vetted in LJN division during out of a back log of 146 completion reports due against various works completed.  1 day PF clearance being ensured.  Special drive for verification and vetting of leave accounts started.

4 Recent Developments in NER  90 % bank payment by March % in IZN Div., Mechanical Workshops of GKP & IZN, Signal workshop. Over 85% in other units. Strategies adopted for 100% bank payment by June ’13 Employee persuaded to furnish details of bank accounts. Issue salary checks if they do not furnish account numbers. Bank accounts being extracted form PF withdrawal applications.

5 Recent Developments in NER  100% PLB payment ECS/RTGS to employees taking their salary through bank.  Single Wage Period implemented.  Implementation of IPAS/AIMS- Trial bills being passed. CRIS assistance required.  JPO signed with SBI to check encashment of fake cheques.  JPO for disposing ONR cases within 90 days of incident  Special drive to clear suspense items by day to day monitoring and transfer to final heads and transferring to earnings wherever applicable.  50% reduction in one year old audit references on NER.

6 Recent Developments in NER  Finance Diary developed by BSB division for computerized work register to facilitate monitoring of expenditure and drawing of completion report etc.  SMS facility to contractor and employees who give their mobile number on trial basis by BSB division.  Module developed by LJN Div. to monitor validity of BG bonds, thereby sending timely reminders to executive and realization, if required.

7 Sr DFM/LJN/NER Presentation  Recent Developments in NER  Challenges Ahead– NER  Suggestions - NER

8 Challenges Ahead - NER  Hard core items of demand recoverable and station outstanding due to large number of court cases- disputes to be resolved.  Frequent budget cuts and multiple allotments in Plan Heads (DF/DRF) and OWE ( controllable PUs)

9 Challenges Ahead - NER  Abnormally large number of works being sanctioned by DRMs earlier (more than 500 WIPs in some divisions), thereby reducing focus and thin spreading of scarce resources.  Poor maintenance of service records and leave accounts by personnel and Engg dept.  Delayed sending of records in accounts for service verification and final settlement - NER to launch drive for advance verification of services of employees scheduled to retire in next three years.

10 Challenges Ahead - NER  Loose yard-sticks for creation of additional posts leading to pressure on Finance. No change even after high investment in new technologies year after year.  Frequent changes in IRPSM in respect of budget distributed by executive departments and non up-dation of expenditure.  The scheduling of debits is required under e-recon to facilitate acceptance of debit only after its acceptance by the concerned executive departments.

11 Sr DFM/LJN/NER Presentation  Recent Developments in NER  Challenges Ahead– NER  Suggestions - NER

12 Suggestions- NER  There should be emphasis of outsourcing in selected areas by surrendering posts available for that purpose.  Issue of Outsourcing - Clarity on out sourcing to be provided such as Mechanical Laundry issue – Outsourcing vs Departmental Laundry P-way outsourcing  OBHS and CTS More co-ordination required among divisions/railways to ensure EFFICIENT cleaning and avoiding duplication of expenditure More comprehensive directives required on OBHS (Round trip/ Per hour rate)

13 Suggestions- NER  Quarterly reconciliation meeting of Dy. CAO/Gs for clearing transfers of vetted service records/leave accounts/PF balances/ balance of advances etc. of employees involved in inter-railway transfers.  Online system of Global PF accounts / employee ID for all purpose and auto-credits/updating of accounts including loans and advances irrespective of the Zone.  The IRPSM should be linked with e-recon so that the debits/adjustments should be also incorporated in the updated expenditure.  Conservative estimation of earning and planning of expenditure based on targeted operating ratio needed.

14 Suggestions- NER  Delay in joining of RRB recruits – recruits being given joining in Meanwhile many facilities being outsourced leading to duplication.  Need for vacancy bank and supernumerary post should be reassessed.  Shifting of E-recon schedule from 25th of month to 10th of following month and advancing the schedule for store transactions can help in provisional account serving the purpose of final account.  Link be provided to executive in E-recon for online acceptance of debits.

15 Suggestions- NER  Appeal by JAG/SG regarding adverse APR by GM against positive rating by FA&CAO to be considered by Financial Commissioner  Option of changing Zones for IRAS officers to derive benefits form better practices of other Zones.  High end training in Corporate and Strategic Finance.  Compulsory foreign visits for IRAS officers to learn and implement world class practices in area of Accounts and Finance.

16 Thank You!!