RIGHT TO INFORMATION
MANUAL - I

OBJECTIVES

• To provide farmers remunerative prices

• To make food grains available at reasonable prices,   particularly to vulnerable section of the society

• To maintain buffer stocks as measure of Food Security

• To intervene in market for price stabilization

QUALITY POLICY

FCI, as the country’s nodal organization for implementing the National Food Policy, is committed to provide credible, customer focused services, for efficient and effective food security management in the country.  Our focus shall be:  

• Professional excellence in Management of food grain and other commodities

• Service quality and stake holder orientation

• Transparency and accountability in transactions

• Optimum utilization  of resources

• Continual improvement of systems, processes and resources

Chairman and Managing Director

QUALITY OBJECTIVES

• Fulfillment of all the targets set as per Govt. of India Food Policy from time to time.

• Monitoring of Quality in all major transactions, processes leading to improved customer satisfaction level

• Accountability for efficiency, responsiveness, performance and minimization of all losses & Wastes

• Need based up gradation of infrastructure and work environment

• Need based enhancement of available knowledge & skills.

• Transparency in decision making, effective communication leading to harmonious employee relations

• Establishing, maintaining and improving ISO 9001:2000 based Quality Management Systems covering all areas of activity.

Executive Director(North Zone)

EXECUTIVES

ROLES AND RESPONSIBILITIES

Executive
Director(NZ)

ED(NZ) is head of FCI (NZ).  He exercixes the powers deligated to him as per the DOP.  As the head of the Organisation, ED(NZ) forsease the future activities of the North Zone & with his seniority and experience.

1. Guide the GM (Regions) in implementing the policies relating to procurement, storage, movement, transport, distribution & laying down the objectives & target thereof.

2. Interact with State Govts., establish and maintain close liasion for promoting and protecting the interest of the corporation.

3. The ZM/SRM is expected to keep his knowledge updated about agricultural production and related matters within his jurisdiction and constantly analyze procurement, storage, preservation and movement aspects for the most cost effective functioning.  The above would naturally and inevitably be based on his interaction with the State officials, trade, press, academic institutions and FCI’s experienced field staff.

4. All the divisions of the corporation in the Zone/Region would work under him.  The ZM/SRM is expected to exhibit effective superintendence and control on the field staff through inspections and interactions with the public and trade.  Their effectiveness, grip and respect would depend on their preparing and using the returns such as MPR/QPR etc.  It is expected that these returns would be prepared directly under their supervision.

5. The effectiveness of the ZM/SRM would also be evident from the number of references/individual cases of decision making being received at the HQs from his area.  He must ensure that as far as possible the work of the Corporation whether it relates to procurement, preservation of stocks or engineering etc. are to be outsourced.  The grip that ZM/SRM would have on his work and what he can contribute will be dependent largely on the number of inspections and corrective measures taken thereafter.

6. The ZM/SRM is expected to analyse the strength and weaknesses, opportunities and threats of the Zone/Region, requirement of staff and their proper deployment keeping in view the turnover and other operations and the activities that can be outsourced.

Genearal Manager/

Deputy General Manager/

Asstt.General Manager 

1. Genl.Manager/DGM/AGM posted either in the field office or at the HQs is an important cog in the wheel who enables his superiors to make their decision by the inputs that he provides.  He is essentially an input provider and therefore must very meticulously apprise himself of facts, figures, precedents etc. related to his division.  The above level officer at HQs/Zonal/Regional level is expected to update himself with the statistics and reports being received from field offices or otherwise and must know even the most micro level details of the work of his division.

2. Based on the above information, they are expected to analyse the strength and weaknesses of their work in the Zone, in the Regional Office or at the District Level.  These officers are expected to point out whether the areas under their jurisdiction are lax in dealing with Vigilance cases, stock disposal, legal cases, out of court settlement, inventory control etc.

3. To reiterate their most important role, these officers are expected to not merely collect statistics, but with their seniority, experience and skill, analyse and put up to their seniors as to the state of affairs in the various zones, regions and districts.

4. These officers are expected to ensure proper maintenance of all records and documents related to their divisions.  They are expected to ensure that data information received is properly entered in the computers in a planned manner so that future retrieval is possible and easy.

AREA MANAGER

1. The Area Manager is the face of FCI for the State govt. authorities, the trader, the exporters and the labour.  Keeping the aforesaid role and importance in mind, he is expected to identify all the actions and precautions that are necessary for being a good ‘Store Keeper’ and a good ‘Courier’.  Many instructions have been issued for proper maintenance of depots and account keeping, informing the non-officials and the Area authorities about the stock position etc. of the depot ensuring that the revenue authorities visit depots in the normal course of their inspections in the area.  The Area Manager is expected to study these instructions and comply with them carefully.  The officers at the district level and depot level are expected to ensure that their subordinate staff is also accessible, helpful and resourceful.
    

2. Considerable loss has been caused to the Corporation by the Area Managers not being careful of FIFO principle and has only kept in view the disposal of the grain kept in FCI depots.  The entire staff in the district and the depots must be fully conversant with provisions of various manuals and periodicity of returns.  More important is close follow up of all changes in data.  He would not merely act as a collector of statistics but must analyse the figures/data (MPR/QPR) to check whether and why the operational cost is increasing, whether there is any excessive offtake of stocks in comparison to number of beneficiaries, trend of procurement volumes, the prospects of procurement in the next crop season, procedural bottlenecks resulting in legal or vigilance cases; efforts for out of court settlement, trend of losses etc.

3. He would coordinate the activities of the various sections i.e. QC, Engg., Movt., Labour, Finance, Accounts, IA&PV, inter depot/mandi etc. to achieve the desired results.  He must know the micro level details of the work he handles to have an edge over the depot staff and command their respect.

4. His effectiveness would be further judged among other things with the delivery of the maximum stocks ex-rail head to the State Governments.  This can be done by understanding and explaining the economics of such operations.  This would initially require a high degree of coordination and interaction with the State authorities, providing them advance information so that they can arrange transport etc. and thus persuading them to make advance planning of location of the foodgrains in the state godowns.

5. He must exercise his delegated powers to manage the affairs of his district without referring matters to lower or higher levels and he would be absolutely responsible for the inactions or delayed actions and for the acts of his subordinates.

MANAGER

He functions as a front line Manager in various cadres.  He must, therefore, apprise himself of the job contents, manual provisions, procedures, policy of FCI/Government of India , periodicity of prescribed returns/reports to be received from field offices or to be submitted to higher authorities in relation to his assigned work in the offices or depots.

1. He would allocate work to his subordinates and act as their guide and mentor for proper coordination of the work and frequently check registers and records and should be aware of the micro level details of work he handles.

2. He must submit files to the superiors with meticulous scrutiny of data, rule position, precedents, facts and apply his mind for alternatives etc. in the overall interest of FCI to help his superiors in decision making.

3. He would maximize the use of computers in his daily work.

4. He would not merely act as statistics collector but would monitor as well to ensure disposal of cases related to his area of work.  To illustrate it,  Manager (Legal) would monitor the legal cases and analyse the nature of cases and make efforts for withdrawal of cases for out of court settlements, filling applications for expediting the cases etc.

[Manual I]  [Manual 2] [Manual3] [Manual4] [Manual5] [Manual6] [Manual7] [Manual8] [Manual9] [Manual10] [Manual11] [Manual12] [Manual13] [Manual14]  [Manual15] [Manual16] [Manual7]