The Government of Jammu and Kashmir, in an attempt to bring continuity, institutional memory, and intellectual rigour to governance, had introduced a forward-looking initiative over two years ago – the formation of “Excellence Groups” in all departments. This initiative was designed to foster knowledge-sharing between present and former Administrative Secretaries and senior officers. However, the lack of follow-up and implementation has rendered this promising idea merely another well-intentioned reform that failed to move beyond paper.
Fact is that the frequent reshuffling of senior officials leads to a disruption in continuity. Officers, due to the tenure-based transfer system or administrative exigencies, often leave before fully implementing the initiatives they start. Their successors, either unaware or focused on their priorities, may not pursue those efforts. As a result, valuable ideas, often backed by months of planning and vision, fall through the cracks. Moreover, many departments benefit immensely when senior officials bring personal interest or domain knowledge to bear on their roles. Whether it’s agriculture, health, education, or infrastructure, some officers develop deep insights and innovative approaches. Once transferred, however, their understanding is seldom captured or passed on. The idea of forming “Excellence Groups” was to bridge this gap – to create a forum for such officers, past and present, to exchange ideas, ensure continuity, and transform isolated initiatives into long-term departmental assets.
Despite the logic and utility behind the move, the response from most departments has been one of indifference. Even after two years, most departments have neither formed these groups nor initiated any consultation process. Some officials even claimed ignorance of the circular’s existence, which points to a larger malaise – a systemic disregard for Government orders and a weak monitoring mechanism. The bureaucratic inertia is wherein departments tend to focus more on urgent files and daily administration rather than long-term institutional building. There is often a lack of accountability; when directives are issued without follow-up or consequence, they are routinely ignored. In some cases, departments have evolved into silos where knowledge sharing is neither encouraged nor institutionally structured. This defeats the very purpose of creating Excellence Groups – forums meant to pool wisdom, avoid duplication of efforts, and build institutional memory.
This is far from the first time a governance reform has been announced with much promise, only to be quietly buried in official files. Over the years, there have been numerous such directives – on transparency measures, citizen charters, performance audits, or public grievance redressal – which never saw full implementation. Each ignored circular or half-implemented policy represents a lost opportunity, a gap in public service delivery, and an erosion of public trust. In the case of Excellence Groups, the consequence is not just administrative inefficiency, but a direct loss of insight, continuity, and momentum for numerous development initiatives that former officers had once envisioned. Had these groups been active, the current administrative leadership could have drawn on the experience of their predecessors, avoided repeating mistakes, and continued promising schemes instead of letting them die out quietly.
What this situation underscores is the urgent need for a robust tracking mechanism. It is not enough for the GAD to issue circulars – it must also establish timelines, require progress reports, and hold officials accountable for compliance. Additionally, circulars should be reinforced with regular reminders and follow-up meetings at the highest levels. An online dashboard that tracks the implementation of key directives across departments can help bring transparency and administrative pressure. Furthermore, it is vital to institutionalize a culture where such collaborative bodies are seen not as optional experiments but as necessary instruments of good governance. Excellence Groups, once functional, could evolve into think tanks or advisory panels that infuse energy, vision, and experience into policy-making. The idea of Excellence Groups is novel and essential in a system marked by frequent transfers and discontinuities. It is time the Government of Jammu and Kashmir takes concrete steps to enforce its own directives and ensure that valuable ideas are not just launched, but also lived.
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