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smart-cityStarting from the basic principle is always sensible for any strategic planning process, as it helps to come up with directional guidance on how to approach issues when there’s chaotic abundance of info and wish lists to action on. What does it mean when we say the term ‘Smart City’? Before trying to find answers, it’s recommended to ask further follow-on questions to seek clarity on the topic; such as ‘whose the Smart City is for?’, ‘how much budget is for and given by whom to be spent by when?’, ‘Is the scope of the project only on infrastructure development, or extend to realignment of public/private administrative support services?’, ‘Is the focus of overall exercise only on new constructions to offer new services, or extends to restructuring of available resources for cost saving and effectiveness?’, ‘what priority problems and wish lists are to be addressed within the scope as compared to aiming for everything?’. Collating a list of such strategic questions ought to be the first step to define scope for ‘Smart City’ project and then creating a table of checklist to guide the overall activities of finding appropriate operationally implementable solutions. If we imagine nothing exist in the first place, we can see ‘people’ and ‘means of transport’ as the base ingredients in any geographical location. In short, ‘Smart City’ project maybe considered as means to facilitate the flow of people and vehicles in the city.

From the infrastructural and people’s commuting aspect, ‘Imphal Municipal Region (IMR)’ is the only city zone in the entire Manipur state wherein the majority of travel and resource utilization seem to be occurring. So, it may make sense to aim to transform IMR into a smart city, by considering how people from other towns/villages commute/correlate to IMR for their ease of access and convenience. Public Transport System (PTS) ought to be the first priority theme in this smart city project in two levels of focus – (1) for within the city commuting, (2) for connectivity to other connected towns/villages. Through this ‘Smart City project for Imphal’, we can also enable growth and development opportunities in other towns/villages; thereby delivering a better ‘value of money’ impact. PTS may be considered as the motherboard wherein all the other projects are plugged into making the entire device-setup alive and functioning appropriately. Accordingly, allocation of fund in the ‘Imphal Smart City’ project budget ought to be ‘60% to PTS and 40% to individual mini-projects’ as a rule of thumb.

 

After having conducted a population count in each zone within the Imphal Municipal area and also devising a simulated commuting model for a weekly-slot throughout a year cycle, we can come up with a reasonable understanding of how the Imphal city is functioning on a holistic view. We can identify what private / public service facility already exists at which spot on the map of Imphal city; such as hospitals, schools/colleges, Govt offices, police stations, fire services, markets, airport, upcoming train station, courts, public venues. State government ought to form a company or corporation to operate a public transport service meant ‘for within the IMR’. This initiative will enable (1) reduction in use of small private vehicles within the city limits, (2) reduction in pollution and noise limits, (3) ease of access to every corners of the city and 24×7 means of travel within the city limits through PTS. Feasibility study of how the ‘commuting model’ may look like for ‘within the city’ may be conducted by hiring specialist town planners and also referring to other small and large cities in the world. Due-attention to the nature of commercial transport services within the PTS needs to be understood too; such as routes of goods carrying trucks, crossover on the ‘transport services to carry goods’ meant for the purpose of large-scale business and individual family usages.

 

Progress of a city will be known ‘not by the number of private vehicles run by individuals in the city, but by the number of individuals using public transport services’. After having evaluated on the simulated commuting computer model, road networks within the Imphal city need to be reorganized; such as – (1) effective usage of ‘semi-low-floor’ buses funded earlier under JnNURN fund from central Govt, (2) effective traffic flow routes for various types of vehicles within the City, with priority focus to emergency services and ‘individual shoppers and sellers at Imphal markets’, (3) congestion/emission charge levied to private vehicles within the Imphal market areas, (4) 24×7 transport facilities to every spots within the city map and thereby creating appropriate traffic control-light systems, bus stands and terminals, solar-powered lighting on public roads, emergency phone-booth and medical care spots on the routes, waste disposal bins and toilets on the routes, (5) mandatory process in place to plan any route diversion / roadblocks prior to any upcoming Govt/public events or after any sudden accidents/constructions on the route, and thereby appropriate advertisement of roadblocks (on social media, newspapers, city-travel apps).

 

To be precise, Imphal City is more important to ‘people living in other villages/towns’ of Manipur than those living within the Imphal Municipal Region (IMR); and the main reason being non-availability / defunct nature of modern means of livelihood elsewhere within Manipur State. Many individuals from other towns/villages commute to IMR for accessing almost every aspect of modern means of livelihood (e.g. hospitals, schools/college, Govt offices, and markets). On the ‘Smart City project for Imphal’, the planners ought to consider how best can the drop-in and drop-out points wherein ‘people, vehicles and access demand for modern livelihood services from other villages/towns connected to IMR’ can be addressed effectively. Priority focus of state Govt needs to be more on improving road infrastructure in other village/towns, so that people can at least commute to IMR daily. State Govt ought to create another dedicated company or corporation to deal with transport services ‘in and out of Imphal city’; since purpose and needs of such transport services are distinctively different from that of ‘within Imphal city’ focus. Private parties (i.e. owners and associations of buses, taxis, auto rickshaw) must be partnered for delivery of this portion of public transport system on a 24×7 basis, since state Govt may not have sufficient manpower and financial resources to provide transport services to the last-mile connectivity concept (outside the IMR limits).

 

Making the best appropriate usage of available fund in the most simplified approach for larger benefit of people in Manipur is the most reasonable idea on ‘Imphal Smart City’ project. Also, how other funding schemes (of state and central governments) can be channelized to this project can be evaluated. Just trying to copy solutions used in other cities of the world (on this concept of ‘smart city’) will make less sense for us, unless we start to focus first on the basic needs for our local scenarios first. The demography and income/knowledge level of people living in Manipur is different from other cities of the world, and we have our own ways of living and making a living. We should aim to avoid new failure cases of various large scale infrastructural projects in Manipur state (e.g. similar to ‘Flyover construction at Imphal City’). Before reinventing new wheels, let’s check what/how we can make use of the available resources in a more effective and efficient ways. Also, let’s aim first to invest the new fund for smart city project to streamline the already available service delivery systems, and then, let’s recreate something totally new, only in case of a genuine need to overhaul the system/structure portion on its entirety. Thus, let’s think of the people first and make the city, rather than aiming to create the city first and fit the people later.

 

About the Author:

Shanjoy Mairembam (BEng, MBA, LLM) is a Business Strategy Consultant based at Leicester (UK). He supports mentoring of young entrepreneurs in ‘conceptualization of ideas into business case’, and offers role of a ‘Business Doctor’ to local NGOs/SMEs in Manipur.

For further info, visit http://www.shanmaiconsulting.com; E-mail: shanjoym (at) gmail (dot) com

 

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Realities of life start to bite us when we are around 25-35yrs of age. We begin to look at our lives with more seriousness about the past and the future. By now, we acknowledge two facts – (1) Money (through a salaried job or an earning source) is crucial for living. Having a good philosophy for humanity and a non-income earning hobby aren’t enough in life. (2) Our parents are not young anymore and we need to offer our support at their old age. This is more important because, we need act as role models to our kids (or future kids) by showing care and love for parents. Thus, we are struck by the most challenging dilemma around 25-35yrs of age – ‘shall I return back to Manipur, but how?’returning_home_airport_01In search of opportunities to study in prestigious colleges/universities and work in jobs after our studies, we have left Manipur during our teenage period. By the age of 22-35yrs, we are working in a relevant professional career and residing at a developed city of India outside Manipur state or in a foreign country. Also, we are likely to been married by then and have already started a small family with own kids.

One popular option used by most non-resident Manipuris to return back to Manipur (irrespective of current profession or years of job experiences) is to try for Manipur Civil Services Combined Competitive (MCSCC) exam conducted by Manipur Public Service Commission (MPSC). It’s not sure whether most MCSCC exam aspirants actually know what type of work or life style one has to live once selected in that exam and begin to serve in various administrative departments of the Manipur government. Also, it’s not sure what happens to those years of work experiences, technical skills acquired and professional education undertaken in the past by those non-resident Manipuris after becoming high ranking administrative officers. Maybe, MCSCC exam is the most targeted choice because of the status of MCS/MPS officials in society and the income earning possibilities within the state among available jobs.

Another popular option used by non-resident Manipuris (with an average academic, especially among boys) is to try for a job in Manipur Police services (such as Assistant Sub-Inspector, Sub-Inspector, Indian Reserve Battalion Sepoy, Commando Sepoy). Prior job experiences and graduation degree of individuals are also less relevant while applying to the services of Police. What most educated Manipuris living outside Manipur expect when shifting to Manipur is a reasonable salary from a job (or an income source) and maintaining a reasonable social status within Manipur. Also, most non-resident Manipuris love to aim for the job of a teacher in school or a lecturer in college in Manipur. Thus, many non-resident Manipuris depends on government provided jobs to return back to Manipur and many of us haven’t yet tried to explore about any other options to come back to Manipur.

Some of the reasons why most non-resident Manipuris could not realize their wish to return back to Manipur are – (1) non-availability of directly similar jobs in their professions in Manipur, (2) availability of few jobs in some relevant professions, but needing to bribe officials and ministers to get those jobs, (3) being too late in one’s age to shift to Manipur (because of having grownup kids who were already adjusted to the outside social environments, or inability to just leave the jobs as monthly salaries fulfilled family maintenance, or their parents had already died and no close relatives lived in Manipur now), (4) not earned enough money and not gained appropriate business acumen with risk-taking attitude to start businesses in Manipur.

Some of the possible opportunities in Manipur that non-resident Manipuris can try to shift back to Manipur are – (1) starting a business in tourism/hospitality sector (such as running a restaurant, hotel accommodation, travel transport services, cultural tour programs), (2) starting a locally relevant agro-business (such as rearing of pigs/chickens, egg production, milk production, cultivation of pineapple, sales of dried fruits, potato farming), (3) starting a trading business on off-the-shelf goods (such as electronic items, bedding-clothing items, woods and furniture), (4) starting an advertising and marketing agency (such as sales and promotion of local products, non-news related publication and design activities, general website design activities), (5) starting advisory services (such as educational consultants to admit students from Manipur to various colleges in other Indian states, income-tax/business setup services to local enterprises, export-import setup services to local entrepreneurs, investment in stocks and real estates located in other cities of India, funding grant application to various government and private bodies for projects of local enterprises). The other possibility is to try to expand the business one already owns in other cities of India or abroad to Manipur, or to try to expand new offices in Manipur for the company wherein one currently works at senior management position in other cities of India or abroad.

The key challenge to returning back to Manipur by most non-resident Manipuris is that they haven’t acquired relevant skills, life experiences and risk taking willpower to venture into the career opportunities feasible within Manipur. Also, they may not have enough cash to invest the required start-up fund and most importantly, they may not have known appropriate advisory contacts to support them during the transition phase from ‘where they are currently living’ to ‘within Manipur’. One must motivate self to learn transferable skills while at work in various jobs at other cities of India; such as (1) business acumen on how to deal with finances and resources, (2) people management below and above the current job position, (3) relationship building with peers and non-peers, (4) calculated risk taking and self-starting attitude, (5) networking with relevant professionals and individuals in the interested industry/social domain, (6) awareness on government policies and funding supports in interest areas, (7) self simulation of draft ideas by making occasional visits in Manipur and execution of prototype projects, (8) learning to work in teams to achieve personal project objectives, and yet led by self. Its worth to remind ourselves that – ‘Employees tend to remain lifelong as employees or salaried persons, while entrepreneurs of own businesses tend to aim big to grow as one wishes and leave behind the businesses/wealth-earnings to their family on retirement’. In most state/central government jobs within Manipur, one may find self being stuck for life apart from just waiting for the monthly salary. Also possibly, he/she may not like the work environment and job roles, but, there is no other alternative job to quit and thereby no other means of livelihood.

If a non-resident Manipuri wishes to return back to Manipur someday, one should start saving money from early stage of life and start planning how one can invest own time/money in Manipur. As an example: by building homes at our respective town/village in Manipur in a way that some rooms/floors can be let out to tourists for a short stay, we can even earn some income and also contribute to tourism growth to the local town/village. Thus, if we are ready to write MCSCC exam and become MCS/MPS officer after having done entirely different jobs for years in industry and completed highly technical academic studies in the past, why not we dare to dream even bigger like creating own business firms by using the intelligent brain, life experiences, and willpower we’ve got. Earlier the actual realistic planning on ‘how to return back to Manipur’, higher is the success rate of returning; otherwise the person is daydreaming and wasting own time/effort.

About the Author:

Shanjoy Mairembam (BEng, MBA) is a Business Strategy Consultant based at London (UK). He supports mentoring of young entrepreneurs in ‘conceptualization of ideas into business case’, and offers role of a ‘Business Doctor’ to local NGOs/SMEs in Manipur.

For further info, visit http://www.shanmaiconsulting.com; E-mail: shanjoym (at) gmail (dot) com

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Manipur State Govt has tried to build new infrastructure projects at many tourist spots and organize tourism festivals in the recent years for tourism promotion. Yet, common people seem still confused what exactly Manipur tourism is all about. So, basic queries arise – ‘Why tourism?’, ‘Do we really need it?’, ‘What’s the gain/loss?’, ‘Who are the real stakeholders?’, ‘What role by whom for how long?’, and ‘what’s tourism in business sense?’ Thus, looking again with a fresh mind about promoting tourism in Manipur and growth of businesses connected to tourism may be useful.

manipur-road-mapThe foremost essential focus that state govt ought to do in tourism promotion (even before investing in any infrastructure building projects) seems to be about ‘Building a good network of motorable roads connecting every village/town within Manipur’. Once motorable roads are built, intra-state and inter-state commutation will be easier; thereby allowing people themselves to participate in tourism related activities by default. Second focus ought to be ‘Sensitization of local public on how tourism works and who can play what role to get maximum benefits for public themselves’.

On social aspect, tourism is to do with movement of people i.e. temporary migration, while on business aspect, tourism is to do with visiting people buying goods/services from local people during their stay. In true sense, tourism is just all about people and state govt seems to miss this key ‘understanding’.

Most appropriate slogan on Manipur tourism seems to be ‘Govt provides Motorable Roads and People take care of Tourism’. Once a network of motorable roads connecting every village in Manipur state is in place, people will automatically take care of tourism related businesses. So, state govt’s main focus on tourism promotion ought to be ‘Motorable Roads’. The add-on priority of State govt on tourism promotion may instead focus on collecting statistics of tourist visitors (such as places visited, tourist traffic, reason of interest/visit, days/hours stayed, money spent per person, demographic survey of tourist inflow, and issues found during tourist visit, etc). This statistics info is crucial not just for tourism aspect but also for controlling social migration and illegal immigration issues. Some genuine support that state govt can do in Manipur for tourists are installation of readable signposts on travel roads, creation of tour-route guide maps, distributing illustrated pamphlets showing entertainments and activities that can be done while visiting a place, stationing tourist support centres at various locations with info, and opening a call centre support for tourist emergencies, etc.

Taking an example to understand potential stakeholders in Manipur tourism:

Visiting Manipur by air is the best choice of many (foreign/national) tourists. Imphal Airport thus becomes the first thing a tourist is likely to see. Hence tourist friendly environment needs to be created within airport (e.g. direction signboards, promotion messages, Do’s and Don’ts guides on social ethics, courtesy from airport staffs, take-away tourist fliers at easily accessible locations, foreign exchange store, shopping and gift stores, emergency doctors/clinic, etc). Just outside the airport exit, a tourist expects friendly travel operators who will not cheat and safely take him/her to nearby hospitable hotel or paying guest houses. In between airport exit and nearby hotel/accommodation location, a tourist may have expected roads on the route to be of motorable condition with proper signboard, and local people (including houses/buildings) of welcoming attitude.

At the hotel or paying guest house, a tourist may not get own foreign food/snacks, but will at least expect local food and cuisines being served in high hygienic conditions. Tourists will appreciate the hotel more, if extra tourist guide info is provided in addition to delivering excellent customer service. A tourist will expect customer friendly staffs, proper sanitary waste bins and toilet services, and other relevant entertainment services while visiting a tourist spot or an ecological garden. Business owners of that tourist spot (or garden/park) may do their best to enhance the customer experience, because inflow number of tourists impacts their business. But, we often seem to miss to acknowledge who is going to take care of providing hospitality to tourist in the route gap between a hotel and a tourist spot. That missing gap is what local people on the route ought to take in-charge of; thereby also giving job and benefit to themselves by providing add-on product/service for visiting tourists. New recreational spots and small shopping stores can be created on the route in between any tourist spots and nearby reputed star hotels within Manipur. Best effort has to be made to create many cycle-drive and foot-walk routes in most village/town (nearby popular tourist spots) so that tourist visitors can roam around and spend time/money in the process while interacting with local businesses and people on those routes. This approach will bring about inclusive growth within Manipur by allowing small businesses and local people to earn by serving tourist visitors in addition to earning by those large businesses and star hotels.

During popular festivals at a particular location conducted on specific dates in a year, students of local schools/colleges can be availed to support visiting tourists voluntarily or under paid service. Proper coordination for festival support to tourists can be made between festival organizers and management of educational institutions. This approach will also enables students to experience management skills and help own personality development. These educated students can support visiting tourists in English or other foreign languages as tour guides. Pamphlets showcasing attractions on a particular Leikai/Zone may be created by local clubs (or tour operators) for the benefits of businesses and people in that Leikai/Zone. Local ‘Leikai Mandap’ and community halls can be redecorated occasionally for exhibitions and tourist events; thereby allowing ‘Leikai clubs’ to participate in maintaining Leikai roads/streets and also welcoming visiting tourists altogether during the big festival. Also, individual houses and properties (if interested) can be allowed to adapt for businesses providing some benefits to visiting tourists. Rickshaws and horse-carts can be reused rather in a fashionable way for shorter travel within village/town routes by tourists.

State govt has to start delegating more (i.e. give work/opportunity with responsibility and accountability) to non-govt entities and local businesses on tourism related activities within Manipur. Necessary support for finance and resources (on demand) should be made available to social and private bodies working in the area of tourism and hospitality services. State govt (or delegated authorizes) may also act as auditors or benchmarking bodies to check quality specification and conformance by tour operators and businesses in tourism sector – such as hygiene level, business operations under valid licenses, maintenance of registry for foreign nationals and outside-state visitors at hotels, customer support ethics, extra care support for disable visitors, upholding diversity in work-force, maintaining dignity for children and women, etc.

State govt should provide an integrated tourism framework (i.e. a basic diagram) that explains in a simplified manner how various stakeholders are interacting to each other on day-to-day basis within Manipur state. This approach will allow local people, business owners, tour operators, and govt officials to work alongside towards tourism promotion and tourism related business growth. Rather than conducting only one big festival at Imphal municipal area per year by state govt (incurring heavy cost in crores rupee), many smaller festivals and events throughout seasons in a year ought to been conducted by local people and businesses (with support from state govt) in their respective locations within Manipur state. State govt also need to keep in check about the side-effects (i.e. implications) of tourism related activities in Manipur due to inflow of large volume of tourist visitors – such as air population due to excessive exhaust from motor vehicles, noise population due to festivals, resource scarcity due to over-consumption, road traffic chaos due to extra tourist vehicles, cultural and social influence from tourists, etc. Accordingly, new policies and support services need to be established to tackle tourism induced problems by state govt, and people should be sensitized on these topics periodically.

Thus, involving local people into tourism planning and making local people to take ownership of tourism related activities across villages/towns of Manipur is one of the best ways toward achieving the comment of ‘Nice People, Nice Place’ from tourist visitors. Giving ‘an amazing experience’ from the moment a tourist lands in Manipur and letting to return back home after spending few memorable moments in Manipur should be our focus on how tourism promotion activities and growth related projects ought to be.

About the Author:

Shanjoy Mairembam (BEng, MBA) is a Business Strategy Consultant based at London (UK). He supports mentoring of young entrepreneurs in ‘conceptualization of ideas into business case’, and offers role of a ‘Business Doctor’ to local NGOs/SMEs in Manipur.

For further info, visit http://www.shanmaiconsulting.com; E-mail: shanjoym (at) gmail (dot) com

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Thousands of working Manipuri professionals (within Manipur state, across Indian cities and foreign countries) wishes to contribute for a better Manipur, but they are mostly not sure how/what to do amidst complexities in govt administration and social chaos in Manipur. State govt can effectively benefit in terms of both financial and voluntary (knowledge/experience) contributions from high caliber Manipuris, if a systematic contribution management framework is developed at the state level with global usability focus. Any individual Manipuri professional willing to share his/her expertise and experiences must be able to do so in a simple and straight forward process towards improving public service deliveries. Thus, the Manipur State Innovation Council (headed by the Chief Minister) and the state planning department ought to consider adapting the current working model towards an integrated and comprehensive Innovation Management structure that can impact every village/town in the state with contribution of Manipuri People (i.e. professionals) residing across the globe.

 Innovation Management in Manipur State

  To create and sustain innovations systematically within Manipur State, we needs –

(1) Local Knowledge-based Institutions enabled to support innovators and sustain innovations

(2) Network of professionals to provide a platform (esp. web-enabled) for ‘Great Minds’ to interact and engage, i.e. sustaining an interactive professionals’ database

(3) Aligning govt ministries (esp. finance support and officials) to support innovations and innovators in their respective sectors

(4) A facilitation centre (esp. created in a Public-Private partnership model) to coordinate all branches of innovation support and execute centre’s administrative activities for public support

(5) Annual face-to-face Networking and Group Discussion Event to bring together Manipuris (esp. professionals across the globe) and govt officials to build trust and relationships

(6) A business oriented forum to lobby or discuss business issues and govt policies that impact specific business sectors in the overall industry

Thus, the key building blocks for a Manipur specific Innovation Management framework may comprises (1) Academic and research institutions, (2) Govt departments, (3) A centralized innovation support centre, (4) virtualized knowledge exchange networks, (5) A business representatives’ forum. And the key activities required within the framework may comprise of (1) Conducting an annual semi-professional global summit, (2) Organizing webinars on topics relevant to Manipuris by inviting distinguished industry professionals on the panel, (3) Allowing students to undertake internship projects in various govt departments (4) Allowing professionals to contribute their work experiences through guest speech or tendered consultancy project, (5) Liaising with Manipuris in foreign countries and outside the state to promote Manipur tourism.

The KEN-Manipur initiative (started by few Overseas Manipuris after the Pravashi Bharatiya Divas 2011 in coordination with few dedicated state govt officials and local academic institutions) is aimed towards building an online database of high caliber Manipuri professionals (residing across the globe) per knowledge/industry sector as ‘Knowledge Exchange Networks’ and each network being supported by relevant departments in the state govt as well as local academic and innovation institutions within Manipur. State govt needs to embed this KEN-Manipur initiative within the state innovation council so that every Manipuri (who may belong or have originated in the past from any village/town within Manipur) can contribute and interact in the virtual web-platform under professional conduct comfortably without feeling discriminated or alienated by focusing on the topic rather than person/ethnicity. Also, relevant govt departments can send out press releases, tender notice, consultation invite on policy formulation, and internship/short projects on the KEN-Manipur website periodically. Interestingly, most social associations and professional discussion forums in Manipur are found being restricted to few individuals only on the basis of ethnicity, religion, birth-place, etc (thereby with own vested self-interest) and there seems no cross-sectors knowledge sharing mechanism connecting each other. Moreover, overall development in every village/town in Manipur may be feasible at a faster speed with active contribution from Global Manipuri professionals in addition to support provided by state govt officials. Knowledge Transfer Networks (KTNs) of UK Govt is one such example of KEN-Manipur initiative used elsewhere.

An annual Global Manipuris Summit (GMS) is the need of the hour to inspire Manipuris residing across the globe to visit Manipur once a year and create a bonding relationship with local Manipuris as well as state govt officials. The summit may be conducted as a semi-professional event by having theme-based workshop/seminar programs, and cultural programs. The benefits of such summit are (1) cause a mindset change impact among various local Manipuris (currently being segregated on ethnic/religious interests instead of humanity) towards a socio-economic development focus, (2) share working knowledge and life experiences received elsewhere by global Manipuris relevant to the local people, (3) contribute to growth of tourism and hospitality sectors in Manipur by the visit of thousands of non-resident Manipuris, (4) receive foreign direct investments (FDI) and professional expertise contributions to various socio-economic projects within Manipur. Also, unlike annual Manipur Sangai Festival, Global Manipuris Summit is likely to bring in extra revenue to the state govt as well as local tourist/hospitality businesses with the inflow of Non-resident Manipuris. Pravashi Bharatiya Divas of Central Indian Govt is one such example of Global Manipuris Summit conducted elsewhere.

A dedicated facilitation centre (e.g. Global Manipuris Facilitation Centre – GMFC) needs to be established in a Public-Private Partnership model to provide important administrative supports to coordinate KEN-Manipur activities (online as well as conducting of monthly local knowledge exchange event), to organize annual Global Manipuris Summit, to liaise with the industry partners for business engagement by global Manipuris as well as govt officials, and to link with the academic and innovation institutions within Manipur. With opening of Moreh as international trade gateway to South East Asian Countries, many visa/legal permission related issues that may impact overseas Manipuris (and local Manipuris) are often going to come up waiting for quick resolution. Such a centre can support redirection of genuine queries from Manipuris to relevant state/central ministries for quick action. Overseas Indian Facilitation Centre (OIFC) of Central Indian Govt (created by partnership between Confederation of Indian Industries – CII and Ministry of Indian Overseas Affairs – MIOA) is one such example of Global Manipuris Facilitation Centre created elsewhere.

A new comprehensive business forum (e.g. Manipur Social and Business Enterprises Network – MSBEN) functioning under global professional ethics and represented by most business enterprises within Manipur is essential to complement any possible collective benefit to industry sectors in Manipur by coordinating with both state govt ministries and other local bodies. Currently available business forums in Manipur lack global perspective and are fragmented to only few industry sectors. The new business forum ought to cater to only Manipur specific businesses yet covering businesses run by Manipuris in other global locations in order to enable building global supply chain of Manipuri business owners. Confederation of Indian Industries (CII) is one example of such business forum.

Schools, colleges, training centres, and universities within Manipur may be transformed into innovation houses wherein not just students and staffs in those institutions indulge in creating new innovations but also local businesses and social bodies can gain business support services and avail innovation support resources for their benefits. Innovation also refers to bringing mindset change (i.e. way of thinking) in addition to creating new technology products/ideas. There can be a centralized (and web-based) innovation support centre having policy documents, and high value staffs; while few chosen or most academic/research institutions can have trained staffs (being delegated or newly recruited) to provide support for enterprise development and business activities. Some of the specialized innovation institutions may be asked to take ownership of conducting monthly/periodic KEN-Manipur workshops by inviting/receiving Manipuri professionals (who may be returning to Manipur state for holiday break), and video/presentations of such useful discussions may be uploaded in KEN-Manipur website for future access. This approach of institutional ownership also enables respective institutions to build strong ties with industry and professionals for the benefit of their staffs, students and alumni. In addition, these institutions can avail access to thousands of highly qualified Manipuri professionals via the database of KEN-Manipur. Innovation vouchers and Capacity Building funds may be made available centrally and be allowed for individual institutions to bid for project sanctions.

Most State Govt departments tend to work in-silo and people (esp. the intended target consumers of each department) often don’t receive govt dept’s announcement of relevant information on time. Most plans under each department (as created by state planning department) fail to reach success at a reasonable level of completion mostly due to implementation issues and bottlenecks during rolled out phase of the plans. Thus, there is a need for collective overseeing of innovation support services provided in each state govt department. Each department may delegate officials to contribute in relevant networks of KEN-Manipur by sensing ongoing discussions in particular networks and by promoting activities/policies/funding info available in their department for usage by professionals and local businesses. Also, there is feasibility to cross sell opportunities (tenders/projects) by govt department to networks relevant to another department within KEN-Manipur (thereby leading to effective usage of govt money).

One key hurdle to be overcome for enabling non-resident Manipuris and local Manipuris (including state govt officials) to engage effectively is the need for acclimatization by both parties to a mid-way work culture suitable to both i.e. adjustment of attitudes/egos. There needs to be orientation programs such as ‘Train the Trainer’ – to help industry professionals to learn working culture (ethics and attitudes) prevalent in Manipur state before they even start their personal contribution, ‘Openness and Team-work training’ – to help state govt officials to adjust their working style to corporate environment by understanding how industry professionals work.

If the state govt has the will to initiate implementing the above recommendations with funding from either state govt or Union Ministry of DoNER (or elsewhere), Manipuri professionals working across the globe can start contributing easily in a simple process towards socio-economic development of every village/town in Manipur. Also, current social unrest in Manipur due to mistrust among communities may go away faster in due course with mindset of local people getting changed because of knowledge inflow from non-resident Manipuris on a peer-to-peer contact basis.

 

About the Author:

Shanjoy Mairembam (BEng, MBA) is a Business Strategy Consultant based at London (UK). He supports mentoring of young entrepreneurs in ‘conceptualization of ideas into business case’, and offers role of a ‘Business Doctor’ to local NGOs/SMEs in Manipur.

For further info, visit http://www.shanmaiconsulting.com; E-mail: shanjoym (at) gmail (dot) com

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Education is imparted in a systematic approach worldwide for a purpose which is ‘sharing knowledge to inspire minds’. Though School Education may be rather about teaching and learning, but, Higher Education in college/university is more about empowering students to get a job or start a new business in their post-degree career. Unless graduates are exposed to skills and experiences during their studies (thereby finding utility latter in the job market and social environment), the time spent in college/university will amount to waste of time and effort in today’s competitive world. Thus, teaching may be considered as the main theme of education, yet ‘Employability & Enterprise’ tends to be the main objective of education from the ‘performance measure’ perspective.

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 The current education policy in Manipur state has been focusing mostly on providing teachers to schools/colleges and their transfers management, creating infrastructure, and student intake numbers; instead of any new innovation and growth aspects in education to deal with local societal needs and changing global environment. This approach may work with management of school level (up to 10th or 12th standard) institutions but ought to fail drastically when dealing management of colleges and universities. Students out of school level institutions feed into colleges and professional institutions for higher studies or on-the-job studies. If there is no better college, Manipuri students just need to leave Manipur state in post 10th or 12th std for higher studies and thus, we are seeing thousands of students leaving every year (thereby also affecting state’s economy). For higher education institutions to survive, presence of vibrant industries around to provide jobs and business setup opportunities to graduates out of those colleges/universities is also essential. Higher education institutions are source of inspiration and guide to our society by producing responsible adults with add-on values in addition to the book knowledge. Thus, education policies for school level and higher level ought to vary drastically and both need serious attention by using different approaches to deal with.

Private schools (if not govt schools) within Manipur can survive successfully; because ‘score-card and pass % of students’ (which is within the control of school management with less/no influence from other external sources) are the only benchmark used for rating schools and no other measuring aspects are currently used (e.g. extra-curricular activities, staff profile, diversity of staffs as well as students intake, health and safety on school premises, financial fees and scholarships offers, support for disability students, religious tolerance, focus on sports facilities, and promotion on traditional culture, etc). State govt also seems to focus more on school education as compared to higher education and even indicated its intention to create ‘Manipur Education Services (MES)’ similar to Manipur Civil Services (MCS) just to look after school education services. Though it may be innovative, the focus has been not yet clarified on what exactly will be role and accountability of MES officers. One MES official can be assigned per a group of schools or per zone or per district to manage the non-academic aspect of school administration; e.g. management of school infrastructures to maximize utilization factor and timely maintenance (thereby cost saving), budget management and local social impact of school to maximize benefits of govt funding and school education objectives, etc. Thus, school teachers can focus on teaching part while state education officials can focus on non-academic aspects.

State govt seems to get no clue what to do with higher education sector in Manipur. Manipur University may be responsible for academic aspects of its affiliated colleges (e.g. updating course materials, checking mandatory quantity and quality of academic staffs per college, conducting exams under the new semester system, providing certificates to graduates, etc), but, its role starts and ends with affiliation of colleges only. Also, since Manipur University is now a central university and not under state govt, it may say anytime to any govt colleges to seek for de-affiliation if unsatisfied with what/how they function. Yet, Higher Education officials seem pleased only with task of govt colleges in Manipur just getting affiliation certificate from Manipur University. State govt are supposed to work more closely than before with Manipur University to devise far-reaching higher education strategies for Manipur and transform colleges into innovation houses; thus, helping villages/towns across Manipur getting the benefits from nearby colleges apart from local youths getting college education. Because, Manipur University has already gain autonomy from state govt on what/how it likes to function, thereby state govt can’t just direct whatever it used to in the past. Thus, Higher Education officials ought to be clear on what is within their role and what is delegated to Manipur University regarding the management of govt colleges within Manipur.

We are yet to see much discussion on ‘what happens to students graduating out of colleges in Manipur (affiliated to Manipur University and other universities outside Manipur) and universities in Manipur (i.e. Manipur University, Central Agricultural University)’, and ‘how colleges/universities in Manipur ought to support students for their future careers’. National Assessment and Accreditation Council (NAAC) does take employability (i.e. students getting a job on graduation) and enterprise (i.e. student enterprises in college, new startups by students, new innovation ideas/products from college, engagement with local businesses and industry professionals/alumni) as part of their rating approach for colleges and universities in India, though in less priority and less percentage focus. Sadly, ‘Employability & Enterprise’ agenda has not yet been  seen as one of the main priority areas of Higher Education policy in Manipur, though the agenda is very essential for the survival of colleges within Manipur and can transform colleges into innovation houses for benefits of local people in Manipur.

Looking from the perspective of ‘Education as a system of input, operation, and output’, questions arise like – ‘Why do we create products (degree courses) for consumers (college students) which got less utility (applications) in the local market (industry jobs)?’; ‘how much % of course contents is about hands-on application of knowledge being taught?’, ‘how much budget % is allocated per college on career development aspect as compared to staff salaries and infrastructure maintenance?’, ‘what is the policy of local business engagement for each college around course design and skill development aspects?’, ‘what is the involvement policy of alumni to support back colleges/universities?’, ‘how is other ministries in state govt (e.g. Industries & Commerce, Science & Technology, regional development agencies in each district and panchayat zones) coordinating with higher education department and various colleges from the aspect of innovation for enterprise and employability agenda?’, ‘how about satisfaction surveys from graduates every year on each college by defining performance metrics to rate each college and accordingly provide innovation funding for relevant support?’, ‘how much responsibility and accountability is assigned to the management team in each college for welfare of students and college infrastructure as compared to education ministry itself?’, ‘how the aspect of student unions in colleges currently focused on political aspects can be reoriented towards innovations around course studies?’, ‘why no plans are made to make buildings and equipments of colleges available for students’ career and skills development activities instead of leaving under-utilized in non-working hours (of evenings, weekends, and holiday breaks), ‘why no delegated staffs assigned to provide career development and enterprise creation support in each college/university?’ and, so on.

On the ‘Employability and Enterprise’ agenda, state govt may implement a hybrid model of funding and operation for higher education institutions in Manipur e.g. a centralized depository of support services (in terms of course contents, business startup funds, on-demand enterprise support services, advisory consultants/academics, equipments, a web-based knowledge resource to be accessed by representative of each college if not by every students, etc) and a localized support services per college (e.g. one-to-few teaching staffs be delegated after relevant trainings to advise on entrepreneurship and deliver enterprise support activities, or appointment of management graduates having experience in such enterprise activities).

‘Manipur Innovation Council’ chaired by Chief Minister setup in 2011 ought to look into overall higher education scenario and enable colleges and other higher education institutions to transform themselves into innovation houses to cause effective socio-economic impact to the village/town wherein they are located. Also, upcoming ‘Manipur Innovation Roadmap 2012-2020’ whose design work is currently advertised by Planning Department in Manipur State Govt through a tender process needs to incorporate concepts of making all the higher education institutes in Manipur contribute towards innovation culture in Manipur, and integrating other innovation related govt ministries with higher education institutes to empower youth as well as local businesses in easy access to necessary business support and technical know-how.

About the Author:

Shanjoy Mairembam (BEng, MBA) is a Business Strategy Consultant based at London (UK). He supports mentoring of young entrepreneurs in ‘conceptualization of ideas into business case’, and offers role of a ‘Business Doctor’ to local NGOs/SMEs in Manipur.

For further info, visit http://www.shanmaiconsulting.com; E-mail: shanjoym (at) gmail (dot) com

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A recently published news article about ‘Manipur Sangai Festival 2012’ reads as:

“The festival has been organized with a total cost of Rs 2 crore – Rs 1.50 crore from the Ministry of Tourism, GOI and Rs 50 lakhs from the state government. Construction of the stalls for the festival which will have 500 stalls will be handled by the Directorate of Commerce and Industries for which Rs 30 lakhs have been allotted. Rs 30 lakhs have been allotted to the Arts and Culture department for the preparation of the cultural programmes, while Rs 5 lakhs have been sanctioned for the Youth Affairs and Sports department, the Manipur Mountaineering and Trekking Association has been allotted with Rs 25 lakhs for the adventure sports, informed sources.”

If the state government is willing to invest (or say ‘spend’ instead, because of little visible Returns On Investment) a whopping ‘2 crores’ on conducting ‘Manipur Sangai Festival’ to promote tourism in Manipur and attract tourist visits to Manipur, why state government does not seriously consider organizing ‘Global Manipuris Summit’ annually (as a semi-professional event, similar to Pravashi Bharatiya Divas) to connect to Manipuris residing nationally and internationally for socio-economic development of Manipur state through their contributions back to the motherland.

Tourism itself doesn’t do anything but the associated services/products created around tourism sector benefits or affects people and places. The World Tourism Organization defines tourists as people “traveling to and staying in places outside their usual environment for not more than one consecutive year for leisure, business and other purposes”. Though tourism promotion incurs a cost, we also ought to consider the opportunity cost (i.e. the cost of an alternative that must be forgone in order to pursue a certain action) for having those tourism promotion activities. Thus, promoting tourism or growth of tourism ought to refer to something concrete out of tourism sector having an impact on the associated services/products in other relevant industries.

State govt should be able to answer ‘what actually determines the success or failure of conducting Manipur Sangai Festival’. Is it just about celebrating few days by showcasing few cultural and adventurous programs by incurring a heavy cost (e.g. 2 crores for 2012 event)? If only local people in Manipur comprises major % of consumers attending in the event, does the money spent for conducting the event justified? Who exactly are the target consumers for the event (e.g. other Indian state nationals, or foreign nationals) and how effective are the various marketing channels used to attract these consumer segments (i.e. contractors/partners used for the event)? How many local businesses benefits from the visit of tourists (local or national or foreign) during the event and what is the incremental economic impact in the following year after this year’s event because of increase in customers/tourists visit in Manipur? Are major % of tourists spending only at Imphal market places and how much % of tourists visits far-flung locations (in other districts of Manipur) making a spending to local businesses therein? Thus, state govt ought to have an ‘Impact Analysis framework’ by identifying relevant KPIs (Key Performance Indicators) prior to conducting the event and measuring result against the pre-indentified performance metrics. This would give a clear understanding to judge if we’ve made an effective and efficient usage of the allocated money. Thus, unless we can show that local businesses and people (not just in central Imphal municipal areas but also in other valley and hill districts areas) are benefited in some ways out of the ‘Manipur Sangai Festival’ and proven via statistical data, we ought to introspect other new ways of tourism promotion approach to cause socio-economic impact in Manipur state.

Going by the definition of ‘Tourists’, it may not be improper to consider thousands of Manipuris already working/migrated to various cities of India and foreign countries as ‘Tourists’ intending to visit Manipur state occasionally every year. In addition, thousands of Manipuri students studying outside Manipur may be also considered as ‘Tourists’ in the sense that they visit once or twice back home in Manipur annually for few days of holiday breaks and they spend money buying some services from local businesses during their stay in Manipur state. Moreover, these consumers are almost ‘Confirmed tourists’ who’ve the most likeliness to visit Manipur state as compared to other tourist categories, since being Manipuris they have got a purpose to make a visit and spend their money while in Manipur state. It may be harder to ask a non-Manipuri or foreigner to visit Manipur state as compared to asking a Manipur origin. Going by the actual volume of Manipuri tourists visiting Manipur annually from outside the state (within India) and from foreign countries, the number of Manipuri tourists may be in the order of lacs thereby contributing in few crore Rupees to the state economy annually. Thus, it also makes a common sense to focus on ‘Manipuri Tourists’ (from outside the Manipur state and abroad) as one of the key potential consumer segments while planning for any tourism festivals and events of Manipur (thereby catering to what these consumers may like as their holiday-break options).

Considering overall socio-economic development in Manipur state, state govt needs help more from people and private firms (apart of using its own govt officials and resources) to rejuvenate the current situation for a positive change. State govt has been facing difficulties to attract national/foreign companies to invest in Manipur due to law and order situations. Also, entry of non-local companies and professionals may cause unseen socio-cultural impacts to local communities in Manipur. Moreover, it is hard to evaluate long term benefits of having those non-local entities since there is the tendency for non-local companies to take away profits earned elsewhere to their own pockets and native localities. Thus, Manipur state would need to groom local firms to grow ready enough to compete on national/global markets and still embed Manipuri ethics and culture within these organizations.

Since last 2 decades (90s and 00s), Manipur state has had export of its high-skilled manpower to other states of India and abroad due to lack of opportunities and unhealthy social security conditions in Manipur. These Manipuris have mostly migrated and settled with a job and family in those locations with a bleak intention of returning back to Manipur. Also, the next Manipuri generations are going to be exported similarly (right after their 10th or 12th standards of education) outside Manipur state with no choice to return back in the coming two decades (say 2030 or so). Thus, fate of Manipur state is likely to go from bad to worse considering that potential pillars of the future are already migrating away in search of better prospects and leaving behind a huge generation gap of 40years (i.e. 1990-2030) to take care of Manipur. Unless state govt seriously consider a long term strategy right now to reconnect to those lacs of Manipuris already migrated to other states of India and foreign countries, Manipur state is going to face a huge crunch of high caliber manpower resources and passionate industrialists/professionals wishing to develop Manipur state in future.

Realizing the importance of maintaining ‘India’ brand globally and getting tremendous contributions from NRIs/PIOs (as investors to India and lobby groups for India in foreign countries), central Indian govt has been conducting ‘Pravashi Bharatiya Divas’ (PBD) annually from 7-9 January by welcoming Overseas Indians for a semi-professional gathering since 2003. Similarly, it is need of the hour for Manipur state govt to consider conducting ‘Global Manipuris Summit’ annually similar to PBD focusing on socio-economic development of entire villages/towns within Manipur state through active contribution of Overseas Manipuris and Manipuris already migrated to other Indian states. Such a global Manipuris focus festival is not just intended for socio-economic development but also for tourism growth in Manipur (if compared to ‘Manipur Sangai Festival’).

Interestingly, few pioneers among Overseas Manipuris has already initiated actively engaging with Manipur state govt after their attendance to PBD 2011 to create a global Manipuris platform focused on socio-economic development of Manipur by integrating with activities of state govt ministries and though support of relevant officials in each industry sector. An initiative named ‘KEN-Manipur’ has been spearheaded by overseas Manipuris (with support from few self-dedicated state govt officials) to create a Knowledge Exchange Network (KEN) that links every Manipuri professionals living across the globe in various industry sectors and plugging into the network of Manipur state govt officials in each department/ministry. State-wide socio-economic development and integrity of Manipur among various ethnic communities can be expedited in a short span of 5yrs or so, if state govt enables the flow of best brains and personal money back to Manipur state by allowing engagement among local and non-local Manipuris through such KEN approach. Also, organizing annual ‘Global Manipuris Summit’ in Manipur just after PBD event in January (similar to ‘Manipur Sangai Festival) will allow Overseas Manipuris to attend both the events while visiting India from abroad. Thus, the real onus lies now in the hands of Manipur state govt to consider the prospect of connecting to Manipuris outside the state SERIOUSLY as HIGH PRIORITY with a STRATEGIC PURPOSE.

About the Author:

Shanjoy Mairembam (BEng, MBA) is a Business Strategy Consultant based at London (UK). He supports mentoring of young entrepreneurs in ‘conceptualization of ideas into business case’, and offers role of a ‘Business Doctor’ to local NGOs/SMEs in Manipur.

For further info, visit http://www.shanmaiconsulting.com; E-mail: shanjoym (at) gmail (dot) com

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We seemed to come out more worried when we got out of schools and different from how we used to be when we got in. In schools, we seemed to have pick up lots of phobia and been hardcoded to do only few predefined tasks ahead in our lives. As a kid, we used to be carefree to try new things, naughty to explore ideas out of curiosity, and daring to go roads not yet taken. For humanity to progress, we do need balancing the attitude in our school education system between protectiveness for security in future and creativity for innovation.

The complete education system ought to be seen as a structure enabling multiple entry and exit doors. Reading about ‘Qualifications and Credit Framework (QCF)’ of UK and European Qualifications Framework (EQF) of European Union (EU) may throw some ideas about the need to have an education framework that maps various learning programs we’ve got (such as certificate, diploma, degree, etc) into a tiered-leveling structure specifying knowledge, skills and competence imparted in each level. Not all kids go to college after schools and thus, we can visualize ‘passing out from school’ as an exit door to the society (and from the education system). So, the schools ought to impart relevant skills and visions to the kids before they pass out of school to be able to fit and contribute into the society we live.

Entrepreneurship is not merely about a course to be studied but a philosophy that needs to be embedded into our mindsets in every field of activities or studies. There isn’t a better place and time to embed entrepreneurship principles than inspiring to young minds during the school days through the school curriculum and extra-curriculum activities. Teenagers out of schools ought to feel empowered enough to explore the career each one desires with the underlying principle of ‘Entrepreneurship = Success’. Interestingly, European Commission has been investing huge time and money (in millions of Euros) to its constituent EU countries since a decade on ‘Enabling teachers as a critical success factor towards entrepreneurship education in schools’ and ‘Embedding entrepreneurship education at school in Europe through national strategies, curricula and learning outcomes’.

Latest news about inclusion of vocational courses at various schools in Manipur may seem like a welcoming thrust for socio-economic development in nearby towns/villages where the schools are located. Yet, it should not be implemented as dislocated add-on arrangement to the current educational system in place. Otherwise, strategy to implement vocational courses in schools may turn out to be a failed programme after investing huge funds in crores, time and efforts. No matter how useful the vocational courses may be, most parents will not wish their wards to study vocational courses as compared to general Science/Commerce/Arts courses in schools. We got to understand that every parents dream of their wards to be doctors, or, engineers, or, IAS officers in future; and the current implementation approach of vocational courses do not show the feasibility of vocational students to be groomed towards a long-term career than a low-level ad-hoc jobs after undertaking those vocational courses.

We need to review the current approach of school education system and come up with a combined framework that provides an appropriately balanced structure of (1) hands-on vocational skills learning, (2) embedded entrepreneurship principles, (3) instilled social responsibility ethics, and (4) imparted basics of knowledge for future. Manipur state can be the first state in India to come up with a standard education framework before other states in India (instead of just being followers always as in the past). It’s time to let go of the old concept of school being just only ‘a building with few teachers to teach local kids in pre-defined course books’.

Regarding course contents for primary school education, the basic set of courses may comprise of (1) Science & Technology, (2) Social Sciences, (3) Citizenship, (4) Languages, and (5) Physical Education. Teaching and learning methods in each course ought to have hands-on practical projects/workshops for applying theories into action both in individual as well as team modes. Inclusion of something like ‘Citizenship’ course subject (as in USA and EU countries) as part school education is very essential considering the diversity of India as a nation and Manipur’s history within India. This ‘citizenship’ course subject may focus on building social responsibility concept on growing up kids and imparting ‘common sense’ input to students for social impact locally. Also, imparting computer/Technology related contents in each of the subjects within school education is necessary to avoid viewing computer skills learning as a stand-alone subject. Lastly, inclusion of more workshops and project works in individual or team as part of school course structure is essential to apply entrepreneurship skills in action.

Regarding course contents for secondary school education, the basic set of courses may still packaged as now (science, arts and commerce streams) and yet include the aspects of (1) Applied Innovation (as add-on workshop or project works of the learned concepts in both individual and team modes), (2) Next-Career Ready Knowledge (to support students in preparing for various entrance exams to professional studies after 12th standard), (3) Exit-to-Society Ready Skills (to include vocational skills which are still useful and relevant to serve jobs for industries within the scope of science, arts and commerce streams). Current school system tends to produce ‘top scoring students’ who lacks in professional personality attribute due to current school education system not focusing on soft-skills aspect too which is in fact found to be the most critical factor to instilling leadership and management quality in one’s future professional career. Course delivery approaches ought to contain feasibility of students to speak/debate/exhibit their learning out of the teaching in classes in open forum or competitive event as applied innovation.

As just like the saying ‘A happy family produces wonderful kids’ means, we should consider welfare and working aspiration of school teachers on the similar priority level as the need for students to be taught the necessary knowledge and skills for their future. Schools (at primary and secondary levels) can be made to be more enjoyable places to interact for not only students and teachers but also among local communities around the schools. Vocational courses aligned to already delivering school curriculum may be imparted out of schools by school teachers as certificate courses (on free mode or pay-as-you-learn mode) for public in the local community either as short-term course or annual course. School teachers may be also encouraged to apply bids for funding from state govt to undertake extra-curricular projects in the local community which may complement the learning and teaching of the respective school courses; such as supporting disable students to learn, guiding teenagers outside schools to apply school learning into social activities, etc. Thus, a career in school education for school teachers may be transformed into an exciting career option and local schools can also become self-sustaining institutions by generating revenues through delivering locally appropriate vocational courses for a fee to public.

To instill ‘Entrepreneurship’ passion into young minds, we first need to create a thriving entrepreneurship culture in the schools. Right from providing motivated teaching staffs (with clear and exciting career in school education) to creating course-contents package (for kids entering schools to exit as empowered teenagers ready to face whatever comes in future instead of phobic youth towards the complex world out there in future), we have to review the current school education system in a more holistic and transparent approach of ‘Cause-Impact’ analysis. Since education is to empower our younger generation to lead humanity towards a better world, we have to teach our kids that ‘Entrepreneurship equals Success’.

About the Author:

Shanjoy Mairembam (BEng, MBA) is a Business Strategy Consultant based at London (UK). He supports mentoring of young entrepreneurs in ‘conceptualization of ideas into business case’, and offers role of a ‘Business Doctor’ to local NGOs/SMEs in Manipur.

For further info, visit http://www.shanmaiconsulting.com; E-mail: shanjoym (at) gmail (dot) com

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