Refashioning Our Literacy Programme
Saumitra Mohan
It was John Stuart Mills who had once said that you can not hope to be a great society if the members of your society continue to be dwarfs with no qualities and character. And education, both formal and informal, definitely does that remarkable value addition as is required in this age for the multi-dimensional development of a society. That’s why, every welfare state infused with the ethos of a liberal democracy makes all possible endeavours and essays towards provisioning elaborate arrangements for developing the human resources of their citizenry today. This effort is undertaken to make such societies as egalitarian as possible, without any traces of stratified inequalities. And one key measure of the exercise of human resource development is promotion of literacy among all members of the society with an emphasis on the three ‘R’ i.e. reading, (w)riting and (a)rithmatics.
While in 1971, the percentage of literacy was 22 among women, it was around 46 per cent among men. The figures improved to 39 and 64 per cent respectively among the two gender categories by 1991. And if the latest Census data, as published in April, 2011, are to be believed, the number of people who can read and write in India today is around 74 per cent, with male literacy being 82 per cent and female literacy being 65 per cent.
The Government of India, in keeping with the ‘Directive Principles of State Policy’ as enshrined in Part IV of the Constitution of India, has been formulating customised programmes for various sections of our society to increase the level of literacy in our country. The Government of India in coordination with all the state governments have been conceiving and executing ambitious literacy programmes to take Indian citizenry out of the darkness of illiteracy and ignorance. All these plans have been implemented in synergy and synchrony with the cognate programmes of the state governments with varied success. But notwithstanding all these herculean efforts over the years involving substantive public expenditure, a substantial number of our populace continue to be illiterates.
Be it the National Policy on Education through its various avatars in 1968, 1979,r 1986, 1991 or 2001, the Farmers’ Functional Literacy Projects during the heyday of the Green Revolution during the 1960s and 1970s, the Non-Formal Education for Youth in 1975, the National Adult Education Programme in 1978, the Rural Functional Literacy Project in 1978, the National Literacy Mission as started in 1988, the Continuing Education Programme through the first decade of the new millennium, the Sarva Shiksha Abhiyan or the extant Sakhshar Bharat Programme, the Government of India has always made concentrated efforts to promote the level of literacy in the country with suitable introduction of changes from time to time as required for the purpose. There have also been popular movements in this sphere duly supported by various Governments and non-government organisations, particularly the literacy movements, noticed in the 1990s, resulting in many districts of our country attaining 100 per cent literacy levels. Ernakulum in Kerala and Burdwan in West Bengal were the first and second such districts to achieve this feat in the country. However, the positive streak and motivation marking our society are no longer visible.
The latest avatar in the form of ‘Sakhshar Bharat’ has also been making steady headway in this direction. However, being associated with various literacy programmes in various capacities, one feels that a Government programme in this sphere would not cut much ice as long as society is not associated therewith. Ergo, the ‘Sakhshar Bharat’ focus on the involvement of the civil society through the instrumentality of voluntary teachers (VT) is very well taken. However, one also feels that this focus needs reorientation to be more effective and successful. As it is very difficult to find motivated volunteers, suffused with an altruistic sense of service, who would serve gratis as voluntary teachers, the new literacy programme is running in fits and starts, thereby running into executional bottlenecks. The huge programme funds, because of non-involvement of motivated volunteers, also seem not to be producing requisite output in proportionate to the financial inputs.
The empirical insights, gained through literacy programme implementation, motivate one to broach an ideational reform in the conception and execution of literacy programmes. One firmly believes that, if rightly implemented and followed through, the same would also result not only in saving huge amount of public money, but shall also make our society better in terms of quality and character. The previous and present avatars of literacy programmes conceive of a huge army of specialised manpower yoked to the task of literacy promotion and the same involved huge government spending to boot. The following proposal shall make use of the already existing structures in the cause of literacy promotion and consequent human resource development.
The proposal involves implementing literacy programmes through our school and college kids in keeping with our literacy slogan of yesteryears i.e. ‘each one teach one (sic)’. While the modality and finer details of actual programme implementation are subject to further debate and discussion, one does feel that involvement of our school and college kids can revolutionise and completely transform the literacy scenario in the country. To start with, the school and higher education departments of respective state governments should make it compulsory for the high school and college youths to participate in a literacy programme. The responsibilities of these youths under able guidance of their teachers could range from organising these literacy camps/classes to teaching the learners themselves.
A school or a college could act as the programme implementation unit (PMU) in their respective bailiwicks. The various funding to the educational institutions including those meant for the literacy programmes could be allotted to such schools/colleges in proportion to their overall performance, to be measured by the parameters set for the purpose. The literacy component could be one of the key factors in such evaluations. The motivation for the school/college kids shall be specially earmarked scores to be awarded to them in keeping with their performance by the teacher/faculty assigned for the purpose of such evaluation. Such scores shall be added to the overall academic performance of these kids. The arrangement of awarding special marks for participation in literacy programme shall not only motivate our youths to participate in a socially productive programme, but shall also make them a responsible citizen. Such a move shall also sensitize them to the sundry problems afflicting our society
There shall also be no need to create or hire additional space for running these literacy camps/classes as the same shall be run at the premises of respective schools or colleges. The involvement of our youths in a community building exercise shall be an enriching and enlightening experience for them which shall also help the cause of ‘nation building’, promoting national feeling among them in a society under attacks from different fissiparous and reactionary forces. This shall also encourage a positive competition among various schools and colleges towards excellence.
With right mentoring, their positive energies shall be channelled properly in strengthening the pillars of our body politic. If implemented in right earnest, the scheme of things as proposed above, is cinch to be a success with little need to spend even a dime. However, the proposal does not mean that all other ways to involve the civil society in such an exercise should not be tried. The above proposal is only one of the very effective ways to involve them. If carried out effectively with suitable monitoring and supervision, such a programme shall definitely be more effective with least of leakage or wastage of resources. It shall also be one of the effective ways to reap our famed demographic dividends.
Monday, July 18, 2011
Sainthia Train Accident - A Case Study in Disaster Management
Dr. Saumitra Mohan
Disasters keep happening and they happen anywhere in the world and when they happen, there is no prior information. They just happen and then have demands over human faculties of management and coordination to tackle the same. So, once has to anticipate them and be prepared for them in advance. That is what disaster management is all about. Today, disaster management has been perfected as an art by many countries and that is why we often witness clinical rescue and relief operations in many of the disasters. India is slowly joining this elite club with a National Disaster Management Policy and Plan being in place. Today, almost all the government departments, particularly all the district administration across the country have their own disaster management plan in place, something that has proved to be of great help. The disaster management plan and corresponding logistics mechanism in Birbhum district was also of great help when a train accident struck in the dead of the night.
This train accident took place at Sainthia Railway Station (under Sainthia PS of Suri Sadar Sub-Division) on 19/07 2010 at 2.05 a.m. due to collision between 3404 DN Bananchal Express and 3148 DN Uttarbanga Express. As it transpired, the engine of 3148 DN Uttarbanga Express collided and rammed into the rear of the 3404 DN Bananchal Exp, which at the time of the collision was still stationed at platform no. four at Sainthia Railway Station.
Immediately on receipt of the news of the accident, the police mobile van of the local police station reached the spot at 2.25 a.m. The officials belonging to the district and police administration, including myself and SP Birbhum rushed to the spot. We reached the accident site by 3 a.m. along with a big rescue and relief team comprising civil defence volunteers, medical teams, ambulances, big vehicles, dead body carriers, casual labourers, more police forces and fire brigade among others. We started our rescue operations immediately. It was revealed that the last two compartments of 3404 DN Bananchal Exp. were severely damaged and mangled as a result of the accident. The existence of a Disaster Management Plan with the names and contact numbers of all those concerned including the list of ambulances and NGOs proved to be of a great help in mobilization of the entire disaster management team at a short notice.
We could also contact and mobilize a large number of local volunteers belonging to different clubs and NGOs who also assisted us in the rescue operations. Some of them helped us with the relief works at the Hospital as well. More than 50 Ambulances were sent to the accident spot from all corners of the district and the injured, after being rescued, were brought to Suri Sadar hospital. The bodies of the dead passengers were also brought to the morgue of Suri Sadar Hospital. Gas cutters from nearby workshops were also brought in to be used in the rescue operation. And with the help of these cutters, a number of bodies entangled and trapped inside the mangled compartments were taken out. Civil and police administration, with the help of the local people, managed to rescue all the injured passengers by 7 a.m. in the morning.
A total of 96 injured passengers and dead bodies of 61 persons were brought to Suri Sadar Hospital. 54 injured passengers were referred to Bardhaman Medical College Hospital as their condition was found to be critically serious. The others were provided treatment at Suri. New clothes were also provided to all of them. Those in position to talk and having contact numbers of their relatives were helped to contact their relatives in their respective places. Later, two of the referred passengers died at Bardhaman Medical College Hospital, taking the final death toll to 63. It was timely and proper medical attention which kept death toll figures in check. Considering the inadequate arrangement at Suri Sadar Hospital for storing such large number of dead bodies, the district administration, to prevent decomposition of the corpses, immediately arranged for large quantity of ice from all over the district and even from places outside the district like Kandi (Murshidabad) and Asansol (Burdwan) to have in place improvised morgues within the Hospital premises.
Presuming there might be need for more blood later and since we were not sure as to how much units of blood we might need, we immediately contacted and arranged for sufficient blood from the neighbouring hospitals in and around the districts. We also had blood donation camps organized on the morning of the accident to collect more blood. Besides, we had with us the names of over three hundred volunteers ready to donate blood as and when demanded. By the time the injured were brought to the Hospital, we actually had excess blood.
A help line was opened within the hospital premises since 7 a.m. on the same day i.e. 19th July, 2010. The relatives and friends of the injured and dead who arrived at Suri Sadar Hospital since the occurrence of the accident were provided with all kinds of assistance. A round-the-clock Assistance Booth was opened at the Suri Sadar Hospital along with the photographs of the dead and injured passengers to help the relatives identify their near and dear ones, something which worked very well. We could also rope in the local and regional media houses to flash these photos on their TV screens to help the families of the affected passengers. The management of Hospital activities involved with the relief was closely supervised and monitored leading to the best results.
Doctors from other Govt. hospitals in and around districts also assisted in treating the injured and in conducting PM inspections. As per instruction received from the Department of Health and Family Welfare Deptt, some 20 dead bodies were sent to BMCH, Bardhaman the next day for proper preservation, DNA testing and post-mortem (PM). These bodies were also identified and released to the relatives as they arrived. As both the Indian Railways and the Government of West Bengal had announced various benefits to the injured and dead passengers including financial grants and jobs, it was necessary to ensure that the bodies were released to right persons to avoid any complications, noting down the names, contact number and addresses of all the relatives who came down to have the bodies released to them. Almost all the dead bodies were identified by their near relatives and after conducting of PM inspection, all these dead bodies, respectfully wrapped in body bags and coffins, were handed over to them. The arrangements for short stay and dead passengers as and when requested by them. The dead bodies were carefully handed over to the identified and confirmed families of the deceased after receiving proper details and confirmation about the relationship for future reference relating to compensation and other requirements.
The district administration also provided vehicles, when demanded, to the relatives of the dead and injured passengers so that they could carry the bodies to their respective places (Kolkata, Bhagalpur, Sahebganj, Godda et al in West Bengal or neighbouring Jharkhand) for disposal or for treatment.
The entire operation lasted barely three days and it was the first day which was more exacting and demanding in terms of the logistics required. And even on the first day, it was the first few hours which were more crucial. After we could mobile all the concerned people and departments in time, everything fell in place. There was also a 'Planning Group' working during the entire rescue and relief operation which was always thinking hard as to what to do next to make the operation better and then there a 'Core Executing Group' which translated the thinking into action.
But one does feel the need to beef up the disaster inventory i.e. the need to have customized stocks for every envisaged calamity and disaster so as to preempt the need to look for the same in need of hour. Our learnings from the Sainthia Train Accident amply prove the need for an effective disaster management plan and its efficient execution. In this case, the existence of a good information and communication plan did wonders and one is sure, shall remain a key to the success of any such disaster management.
Dr. Saumitra Mohan
Disasters keep happening and they happen anywhere in the world and when they happen, there is no prior information. They just happen and then have demands over human faculties of management and coordination to tackle the same. So, once has to anticipate them and be prepared for them in advance. That is what disaster management is all about. Today, disaster management has been perfected as an art by many countries and that is why we often witness clinical rescue and relief operations in many of the disasters. India is slowly joining this elite club with a National Disaster Management Policy and Plan being in place. Today, almost all the government departments, particularly all the district administration across the country have their own disaster management plan in place, something that has proved to be of great help. The disaster management plan and corresponding logistics mechanism in Birbhum district was also of great help when a train accident struck in the dead of the night.
This train accident took place at Sainthia Railway Station (under Sainthia PS of Suri Sadar Sub-Division) on 19/07 2010 at 2.05 a.m. due to collision between 3404 DN Bananchal Express and 3148 DN Uttarbanga Express. As it transpired, the engine of 3148 DN Uttarbanga Express collided and rammed into the rear of the 3404 DN Bananchal Exp, which at the time of the collision was still stationed at platform no. four at Sainthia Railway Station.
Immediately on receipt of the news of the accident, the police mobile van of the local police station reached the spot at 2.25 a.m. The officials belonging to the district and police administration, including myself and SP Birbhum rushed to the spot. We reached the accident site by 3 a.m. along with a big rescue and relief team comprising civil defence volunteers, medical teams, ambulances, big vehicles, dead body carriers, casual labourers, more police forces and fire brigade among others. We started our rescue operations immediately. It was revealed that the last two compartments of 3404 DN Bananchal Exp. were severely damaged and mangled as a result of the accident. The existence of a Disaster Management Plan with the names and contact numbers of all those concerned including the list of ambulances and NGOs proved to be of a great help in mobilization of the entire disaster management team at a short notice.
We could also contact and mobilize a large number of local volunteers belonging to different clubs and NGOs who also assisted us in the rescue operations. Some of them helped us with the relief works at the Hospital as well. More than 50 Ambulances were sent to the accident spot from all corners of the district and the injured, after being rescued, were brought to Suri Sadar hospital. The bodies of the dead passengers were also brought to the morgue of Suri Sadar Hospital. Gas cutters from nearby workshops were also brought in to be used in the rescue operation. And with the help of these cutters, a number of bodies entangled and trapped inside the mangled compartments were taken out. Civil and police administration, with the help of the local people, managed to rescue all the injured passengers by 7 a.m. in the morning.
A total of 96 injured passengers and dead bodies of 61 persons were brought to Suri Sadar Hospital. 54 injured passengers were referred to Bardhaman Medical College Hospital as their condition was found to be critically serious. The others were provided treatment at Suri. New clothes were also provided to all of them. Those in position to talk and having contact numbers of their relatives were helped to contact their relatives in their respective places. Later, two of the referred passengers died at Bardhaman Medical College Hospital, taking the final death toll to 63. It was timely and proper medical attention which kept death toll figures in check. Considering the inadequate arrangement at Suri Sadar Hospital for storing such large number of dead bodies, the district administration, to prevent decomposition of the corpses, immediately arranged for large quantity of ice from all over the district and even from places outside the district like Kandi (Murshidabad) and Asansol (Burdwan) to have in place improvised morgues within the Hospital premises.
Presuming there might be need for more blood later and since we were not sure as to how much units of blood we might need, we immediately contacted and arranged for sufficient blood from the neighbouring hospitals in and around the districts. We also had blood donation camps organized on the morning of the accident to collect more blood. Besides, we had with us the names of over three hundred volunteers ready to donate blood as and when demanded. By the time the injured were brought to the Hospital, we actually had excess blood.
A help line was opened within the hospital premises since 7 a.m. on the same day i.e. 19th July, 2010. The relatives and friends of the injured and dead who arrived at Suri Sadar Hospital since the occurrence of the accident were provided with all kinds of assistance. A round-the-clock Assistance Booth was opened at the Suri Sadar Hospital along with the photographs of the dead and injured passengers to help the relatives identify their near and dear ones, something which worked very well. We could also rope in the local and regional media houses to flash these photos on their TV screens to help the families of the affected passengers. The management of Hospital activities involved with the relief was closely supervised and monitored leading to the best results.
Doctors from other Govt. hospitals in and around districts also assisted in treating the injured and in conducting PM inspections. As per instruction received from the Department of Health and Family Welfare Deptt, some 20 dead bodies were sent to BMCH, Bardhaman the next day for proper preservation, DNA testing and post-mortem (PM). These bodies were also identified and released to the relatives as they arrived. As both the Indian Railways and the Government of West Bengal had announced various benefits to the injured and dead passengers including financial grants and jobs, it was necessary to ensure that the bodies were released to right persons to avoid any complications, noting down the names, contact number and addresses of all the relatives who came down to have the bodies released to them. Almost all the dead bodies were identified by their near relatives and after conducting of PM inspection, all these dead bodies, respectfully wrapped in body bags and coffins, were handed over to them. The arrangements for short stay and dead passengers as and when requested by them. The dead bodies were carefully handed over to the identified and confirmed families of the deceased after receiving proper details and confirmation about the relationship for future reference relating to compensation and other requirements.
The district administration also provided vehicles, when demanded, to the relatives of the dead and injured passengers so that they could carry the bodies to their respective places (Kolkata, Bhagalpur, Sahebganj, Godda et al in West Bengal or neighbouring Jharkhand) for disposal or for treatment.
The entire operation lasted barely three days and it was the first day which was more exacting and demanding in terms of the logistics required. And even on the first day, it was the first few hours which were more crucial. After we could mobile all the concerned people and departments in time, everything fell in place. There was also a 'Planning Group' working during the entire rescue and relief operation which was always thinking hard as to what to do next to make the operation better and then there a 'Core Executing Group' which translated the thinking into action.
But one does feel the need to beef up the disaster inventory i.e. the need to have customized stocks for every envisaged calamity and disaster so as to preempt the need to look for the same in need of hour. Our learnings from the Sainthia Train Accident amply prove the need for an effective disaster management plan and its efficient execution. In this case, the existence of a good information and communication plan did wonders and one is sure, shall remain a key to the success of any such disaster management.
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