Kerala Chief Minister Oommen Chandy would seem to be a man in a hurry, his famously tousled hair adding to the image of speed. Within days of assuming office on May 18, 2011, after a nail-biting finish in the Assembly elections vis-à-vis the Left Democratic Front, and going through the rigmarole of Ministry-making amid competing demands from the coalition partners of the Congress in the nine-party United Democratic Front, he launched an ambitious 100-day programme seeking to meet multiple targets, a mix of social welfare measures and infrastructure development projects, to kick-start his tenure. Even during this period of the honeymoon, his government, which has but a wafer-thin majority of two in the State Assembly, has had to contend with a series of political crises that shook the coalition to varying degrees. But the veteran of many battles soldiers on, and projects an air of optimism that is almost infectious. In an interview to Girish Menon, done in the Chief Minister's office on September 8, the studiedly accessible Chief Minister shared his vision for Kerala, grounded in the ideas of transparency and delivery of governance. Excerpts:
When a Ministry assumes office, usually it takes some time to settle down and work towards a long-term plan. You shed this pattern and promoted a 100-day programme straightaway. Have you achieved what you set out to do?
When we formulated the 100-day programme, we were conscious that not much headway could be made in such a short span of time. But we wanted to convey a message to the people about our style of functioning and the direction we would like to take. We wanted to convey that the United Democratic Front is a united outfit which gives priority to results in delivery of governance rather than controversies. We've approached issues with an open mind, incorporating well-meaning suggestions. We've tried to reach out to the Opposition parties, besides taking people into confidence. We've every reason to feel satisfied at the conclusion of the programme because I believe we have succeeded in reaching the message to the people. We'll now formulate an action plan for the next one year and follow it up with a Vision 2030 programme aimed at the comprehensive development of various sectors that would provide employment to the youth in the State itself.
You have set the pace. But there is a feeling that the administrative machinery is not moving as fast as you are.
In our democratic system, the response of the political leadership is very important. There is no point in blaming officials for failures in delivery [of services]. I have learnt from my experience that decision-making can be speeded up if procedures are simplified. For example, there were three lakh applicants waiting for ration cards when we assumed office. This backlog was cleared in no time because the government took a decision to simplify procedures. Several such decisions are now being taken. Keeping this in mind, the UDF government has made it an important agenda item to enact the Right to Services Act. I'm confident that the right to services will improve delivery of services for the common man.
Ministers should know what is happening in their respective departments. This is possible only if they are in constant touch with the people and hear their grievances.
Meeting a large number of people each day is not a waste of time as many seem to believe. It is a plus-point as it facilitates right decision-making with the common man's perspective in mind. This has been my experience.
Your government's emphasis is on transparency in functioning. Did the Anna Hazare movement against corruption influence this?
Corruption is the most debated topic in the country today. One cannot run an administration without taking into consideration the popular sentiments against corruption. Similarly, one cannot also overlook the strong steps taken by the United Progressive Alliance government against corruption, as a result of which several prominent persons are now in jail. The UDF's decision to imbue transparency into governance actually predates the Anna Hazare movement. Good governance is possible only if its emphasis is on transparency. A government yearning to earn the people's confidence has to necessarily take a firm stand on corruption. We're committed to providing an administration that would be transparent in all its decisions.
You've gone in for live webcasting of your office, and introduced a 24x7 call centre to address complaints. Are these merely cosmetic moves or is there an attempt to infuse an ethos of transparency and access to government?
I must say that the live webcast and other such actions are more than symbolic. It is a message to the world about our intentions and our functioning style, which lays emphasis on transparency and delivery of governance.
It's usually said that a change in administration is felt only if there are major changes in the top slots in administration, including in the police force. But you are continuing with officials appointed by the previous government.
I don't subscribe to the view that a politically committed bureaucracy is needed to run the administration. I'd rather take officials into confidence and seek their cooperation in delivering governance. Officials get an upper hand in administration only when a Minister is totally dependent on them. Ministers who do their home work well, and do not expect officials to bend backwards to do unlawful acts, can work with any official, I feel.
During your first tenure as Chief Minister [during 2005-2006], you had set the State's development as a priority area. Into your second term, there seems to be a change in priorities, with an emphasis on social welfare. Is this a deliberate shift?
Yes, this is a deliberate shift. Our emphasis now is on development and care. The fruits of development should reach every section of society. My experience first as Chief Minister and later as Leader of the Opposition over the last five years, has prompted me to view things in a different perspective. The decisions we took on rehabilitation packages for landless Dalits and evictees from land earmarked for highway development are attempts to reach out to sections that lose out in the development process.
With regard to the Palmolein case, you have taken an unusual position by refusing to appeal against the Vigilance Court's direction to reinvestigate the case. Aren't you being overconfident of the outcome?
Some of my colleagues wanted me to challenge the Vigilance Court verdict in the Supreme Court on the grounds that the court had overstepped its jurisdiction. My stand is very clear: I'm not afraid of any kind of investigation. If I were to appeal against the Vigilance Court verdict, it would be construed as throwing obstacles on the path of investigation. On the basis of my 40-year experience [in politics], I firmly believe that truth will finally prevail. If you consider this to be overconfidence, so be it.
What do you think is the weakest link of, or the biggest challenge for, the UDF government? Is it the wafer-thin majority that the coalition has?
Some people are of the view that the slender ruling majority we have is our weakest link. But to my mind, this is our strength. It has taught us to be more cautious... and more conscious about our responsibilities.
I feel it has made us more determined to perform with a political will. Changing the mindset of the people is one of the major challenges. Availability of funds is not an issue at all. The political leadership should display the will to achieve this by shunning controversies and focussing on delivering results in a transparent manner.
