narendramodiprofile bio

8/2/2019 Narendramodiprofile Bio

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N

a r e n d r a M

o d i

T

h e C h i e f M

i n i s t e r o f G

u j a r a t

Chief Minister's Secretariat

Block No. 1, 5th Floor, New Sachivalay

Gandhinagar - 382010. Gujarat

Ph. : +91-79-23232611-19, Fax L +91-79-23222101

E-mail: [email protected]

www.narendramodi.org



N

a r e n d r a M

o d i

C h i e f M i

n i s t e r o f G

u j a r a t

A M an wi th a M ission

A L eader with C onviction

A n Executive with V ision



• Narendra Modi first became the

Chief Minister of Gujarat in

October, 2001. With his vast

experience at the grassroots

level in Gujarat and other

States , he immediate ly

identified the flaws in the

administration. He rejuvenated

the entire administrative

machinery by taking various

corrective measures like the

organisation of

for discussion and resolution of local issues.

• Along with key initiatives in other areas, the focus of his Govern

during his first tenure was on:

- he rejuven

the local administration, organised Lok Kalyan Melas and made the re

and monitoring of schemes more effective.

- he created the Departme

Women & Child Welfare to undertake welfare activities.

- special atte

was paid to the extension of piped water supply schemes base

Narmada and other rivers to scarcity prone areas.

- effective schemes

launched to enrol children in schools, reduce drop-outs and motivate

to attend school by implementing an incentive scheme c

- effective monitoring was carried out to bring the earthq

devastated areas back to normalcy and create sustainable arrangeme

- he created the DepartmenScience & Technology to administer and promote initiatives and ven

in these sectors.

On all these fronts, he took prompt and effective actions, which w

result in better long term management and benefits to the people.

A tech-savy person, he saw the potential of Information Technolo

reach out to the people. Hence e-governance was made part of

regular administrative processes. He used devices like video and se

Gram Sabhas

effective delivery systems at the gr assroots level

welfare of women and children

supply of drinking w ater t o scarcit y prone areas

educati on, especially f emale education

'Vidyalaxmi Yojana'.

reconstruction and rehabilitation of the earthquake affe

areas

development of science & technology including informa

technology and biotechnology

Narendra Modi's career chronology

1972

1974

1975

1984

1988

1989-1995

1995

2001

2002

Came to prominence as an effective 'Pracharak' with the

Rashtriya Swayamsevak Sangh (RSS).

Played a key role in the Navnirman Andolan, an anti-corruption movement.

Entrusted with the responsibility and appointed General Secretary of the

Lok Sangharsh Samiti, Gujarat.

Became one of the select few individuals to be deputed to the

Bharatiya Janata Party (BJP) by the RSS.

Elevated to General Secretary of the State unit and actively participated in

the Somnath to Ayodhya Rathyatra led by Shri L. K. Advani and

subsequently the Kanyakumari to Kashmir Ekta Yatra lead by

Dr. Murli Manohar Joshi.

Given charge of the BJP Election Campaign, during which the BJP lotus

blossomed, culminating with the installation of the party's ownGovernment with a two-thirds majority in the 1995 assembly elections in

Gujarat.

Shouldered the responsibility at the national level and was made the

National Secretary of the BJP in charge of various states units like

Haryana, Punjab, Chandigarh, Himachal Pradesh and Jammu & Kashmir.

Took over as the Chief Minister of Gujarat.

Sworn in for his second term as the Chief Minister of Gujarat, after a

andslide victory.



first elected Government of the State in the 21st Century it was esse

for his Government to lay a strong foundation for the State in the

millennium. He has categorically stated that he cares for all of th

million people of the State and does not believe in the division of so

on the basis of religion or caste. For him, all people are equal and ha

be treated equally.

• At the time of his swearing-in for his second term the Chief Ministe

had stated as his motto

• Having seen the Government and all its facets in his first tenure o

months, he realised that a major shake-up in the thinking process o

bureaucracy and the ministries was required and that it was time to

with a new agenda.

• The inter-departmental lack of coordination, lack of understanding

appreciation of the issues, duplicity of schemes and efforts at va

levels, wastage, leakage and redundancies, were all addressed d

this period.

• Owing to his prior exposure at the village and state level as well as a

national capital and various States combined with his visits and netwo

around 40 countries around the world, he strove to induct the

as well as national and international in

functioning of his Government.

• With in mind, he directed the organization of departmental works

within a week of his taking over as Chief Minister for the second time.

• According to this initiative, each department was asked to pre

detailed presentations of their activities, their strong and weak points

opportunities and threats - a SWOT analysis of each department.

• They were expected to include their future vision of the departmen

activities, how they would bring in c-governance, how they w

generate, save and effectively use resources and what they would d

develop human resources.

• These detailed presentations of each of the departments of

Government were made before a house comprising of the Ho

Ministers of his Government as well as the Secretaries. The presentaof the departments were followed by detailed discussions

suggestions on their activities. The Chief Minister himself presided ov

these presentations which often extended through an entire day.

• In this month long process, nearly 150 man hours were spe

understanding, analysing and forecasting the activities and charte

each department. This gave a deep insight into the functioning o

Government to all concerned.

• On various occasions, experts like Professors of the Indian Institu

Management (IIM), the Comptroller and Auditor General of the S

Credit Rating Agencies, Bankers and achievers in various fields were

invited to present their views on the state's economy, its administr

and other developmental and managerial issues.

“j ustice to all, appeasement t o none”.

pract ices benchmarks

conferencing, telephariyad (grievances over the telephone) to monitor

and communicate at various levels of administration and to get feedback

directly from the citizenry. In his office and at various departments, he

insists on computerised systems for reporting and monitoring.

• While primarily focussing on organising the administrative machinery for

effective grass-root delivery systems, he also stressed onin the State. He believes that strong infrastructure in the

State is the only way to get investments. Investment is imperative for the

creation of wealth and is necessary for the prosperity of the people of the

state.

• With this in mind, an International Mega Event “Resurgent Gujarat-

Business Partnership Meet” was organised at Ahmedabad in February,

2002 to bring together various players from within the country as well as

from abroad, to use the launching pad of Gujarat for leaps in

industrialisation, mainly in sectors like Information Technology,

Biotechnology, Manufacturing, Gems & Jewellery, Garments and many

others.

• This event was a big success. However, before the environment created

by this event could fructify, unfortunate incidents like the burning of Sabarmati Express at Godhra Railway Station on 27th February, 2002 and

the subsequent communal riots diverted the attention of the people, the

Government and external agencies.

• During this time, the real political and administrative acumen of the Chief

Minister was put to the test. Narendra Modi

not only sailed through all these

situations but emerged as an

unequivocal and strong leader of the

masses of the State. People started

calling him

• The Elections for the Legislative

Assembly of the State thereafter

proved this point. He fought theelections singlehandedly and was voted

to power in a grand way with a greater

than two-thirds majority for his party.

• He realised that the thumping majority

with which he won the election, had

also cast tremendous responsibility

on his shoulders. He has stated

that as his Government was the

investmentpromotion

“the Strong Man”,

“ t he Iron Man”.



• On conclusion of the workshops, he further directed the departments to

immediately prepare comprehensive and concrete Action Plans based on

the presentations and discussions. He strongly believes that the

Government, educational and R&D institutions and other such bodies

should work in close liaison. He has expressed that the vast experience of

such institutions should be used as an input by the Government whileframing the policies and processes of administration.

• In keeping with this policy, he led a team of all the Ministers and all the

Secretaries of the Government for a workshop at the IIM, Ahmedabad.

This Institute is the most renowned management institute in the country

and the workshop was very useful to the Ministers and Secretaries in

framing their viewpoints on various policy and administrative

requirements.

• Narendra Modi firmly believes that governance is finally a matter of the

delivery capacity of the bureaucracy and the staff. He has said that the

most important way of bringing efficiency in administration is to change

the By work culture, he means that the staff has to be pro-

active, has to be responsive to the needs of the people, has to take

initiative and above all, has to have integrity and transparency in the

process of thinking and working.

• With this in mind, he directed the organization of training programme for

the officers and staff in his own office and the offices of Hon'ble Ministers.

Training programmes were organised at Ahmedabad Management

Association and were conducted successfully. This process is being

carried further.

• Immediately after the formation of his Government, he started work on

the agenda of economic development of the State. To begin with he

moved towards attracting further investment in the State. He used the

opportunity of the celebration of Pravasi Bharathiya Divas by

the Government of India on 9th January, 2003 to talk to NRIs and

particularly NRGs in order to associate them with the developmental

process of Gujarat and bring in inputs in terms of technology, know-how

and resources. This interaction meet was organised under the auspices of Federation of Indian Chambers of Commerce and Industry (FICCI) with

NRIs/PIOs/NRGs on 11th January, 2003 at New Delhi. Extensive

discussions took place during this interaction meet which wil fructify into

long term mutually beneficial linkages in various sectors.

• As an extention of this strategy, two interaction sessions - one each at

Mumbai and New Delhi - were organised for the Chief Minister to meet

with investors and industrialists. These programmes resulted in the

orientation of the investors and industrialists towards Gujarat.

work culture.

(NRI Day)

• The investors present at

the interaction meets could

clearly see the dynamism

in the Chief Minister, the

administrative machinery

of the State under hisleadership and a strong

commitment to make

Gujarat a

• With his understanding of

the State and astute

diagnosis of the challenges

the people have faced, he

has evolved a 5 pronged

a p p r o a c h f o r t h e

development of the core

sectors of the State. He

calls this

. It consists of the

development of 5 core

areas namely

of the people.

• He be li eves that the

Government cannot afford

to be lacking in these

sectors and that very

focused and concerted

efforts are required.

• As a process of changing

the work culture of the

State, he believes in converting the to . A

this strategy, he has already created

for industrial and infrastructure projects. He has also dire

the creation of effective and sustainable institutional arrangemen

ensure that various stake holders especially investors find it pleasan

hurdle-free to work with the State machinery.

• He also understands the problems in the public finance sector and is

to reform and set right the anomalies which have crept int

management which has lead to budgetary deficits and the conseq

dearth of resources for developmental programmes. He has taken s

on three fronts i.e. generating and augmenting resources of the S

saving precious resources for important developmental programmes

cutting down administrative expenditure, so that money is availab

development.

• He has identified areas where user charges have not been revise

decades. Here, he feels that in order to make various public u

organisations run efficiently, it is necessary to allow them to manage

affairs professionally and give them the freedom to levy and co

appropriate user charges. Recently, in one stroke, a long pending iss

revision of passenger tariff in the

which is the monopoly service of the State for carr

passengers was resolved. Now this Corporation has been allowe

suitably increase the tariff and further to link the same with hike in

diesel prices in the market.

'vibrant global

entity '.

“Panchamrit

Yojana”

Education,

W a t e r , El e c t r i c i t y ,

Human Resources and

Security

“red t ape” “r ed carpet”

single window cleara

systems

Gujarat State Road Trans

Corporation,



• Another organisation the Gujarat Electricity

Board (GEB), which generates, transmits and

distributes electricity to most domestic,

commercial, agricultural and industrial users

of the State has been crippled because of

subsidies on the electric tariff andinefficiencies in the working of the

organisation. The Chief Minister is moving

strongly to rectify the anomalies which have

beset this organisation.

• Narendra Modi has a very unique

combination of understanding and

knowledge of grass-root administration,

openness and ability to market the State to

attract investment in the industrial and

infrastructural sectors and the vision to foresee emerging trends in

society and the economy.

• He has maintained that his

eyes are on the emerging

and sun-rise sectors in the

economy like Information

T e c h n o l o g y a n d

Biotechnology. For him,

development and use of

Information Technology

sector is no longer a

fashion, but a necessity.

Combining the tools of information technology in his daily work is his

passion. He feels that is

• He strongly believes that Gujarat, with its strong base in agricultural,

pharmaceutical and marine biology has great potential in the

Biotechnology sector.

• He has taken steps to promote this sector in the State. In February, he

interacted with high profile experts in Biotechnology and Bioinformaticsat New Delhi in an international workshop and invited experts and

investors to Gujarat. He announced formation of a Venture Capital Fund

to help kickstart this area.

• His vision of a developed

Gujarat of 21st Century

c o m b i n e s a r o b u s t

infrastructure, world class

institutions, vibrant industry,

a motivated and skilled

workforce and bright and

talented youth. He is working

relentlessly to gain the

cooperation of each and

everyone in this process.

• He emphasizes that while deciding the growth rate of the country in the

Tenth Five Year Plan (2002-2007), the Planning Commission of India has

given a growth target of 8% to the entire country and similar targets to

other States of the country, However, the Planning Commission has found

it expedient to fix a growth target of 10.2% for the State of Gujarat, which

is highest for any State of the country. This means that the Government

and Planning Commission of India have realised and assessed the growth

potential which exists in Gujarat. He is intent on achieving this target by

working effectively on various fronts.

e-governance easy governance, effect ive

governance.

• However, at the same time, it is his conviction that in order to hinde

growth of the country, the enemies would hit at Gujarat, which is

engine of growth in the country. He anticipates that terrorist activ

including motivating, training, equipping and executing retaliations

attacks on soft targets is a constant possibility. This may happen w

view to:

- create and widen the gap between the majority and the min

communities.

- curtail and weaken the economic development of Gujarat, which

to emerge as an economic and industrial leader.

- neutralise the efforts of the State to bring about the healing touch

thereby tarnish the image of the State in the national and internat

arena.

- to force the minority community to move to coastal and border a

so that terrorist activities gain ground at those places.

- force the State to employ security forces in large number to co

these initiatives and cause economic strain. Regular troops su

into controlling the situation render the Indian defences imbala

strategically.

- activate the sea route to smuggle arms and ammunition in additi

narcotics and drugs.

- use the Taliban or those elements, which hitherto were employ

Afganistan as trained manpower for subversive activities and t

infrastructure.

- use Gujarat as a firm base for spreading violence in other State

Raj asthan, M . P., and Maharashtra.

- In Sepetember 2002 there was a heinous and organised ter

attack on a famous temple at the capital city of Gandhinagar

wonder, why finds place in his core progra

i.e.

• He has begun the planning of a consistent and integrated strateg

counter terrorism in the State, which broadly comprises of the followiIdentifying and isolating the disruptive forces from the com

population.

Effective action against organised gangs and anti-social elements.

Professionalizing the Police and the security agencies.

Modernising the intelligence and pre-cautionary agencies.

Curbing the activities of anti-national organisations and platforms.

Viewing terrorism as socio-political and economic issue not just a poli

military issue

He realises that in Gujarat the essence of counter terrorist strategy

not lie in a fragmented, compartmentalised approach. It is not to be

as a trans border threat or a law and order problem only. It is in fact a

of fundamentalist, narco terrorism sponsored by a hostile neighb

Hence, he feels the need of an integrated strategy combining all orga

the state apparatus, its political leadership and the people.

security of people

Panchamrit Yojana.

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