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THE FOUNDER HIS VISION AND MISSION

He brought about this reconstruction in two ways: first, by attempting to heal wounds and removing scars and exhorting his own community to mend its fences with the majority community. By word and deed he propagated communal harmony. In his musings he went beyond the message of reconciliation between the two hostile groups. He advocated unity of mankind and suggested evolution of mechanisms for cooperation between different countries.    
   
It didn’t take our perceptive observer long to realize that it is in the interest of our nation which has an immense diversity of races, languages, castes and creeds, that all sections of society actively participate in the management of the country and in the exciting adventure of development. Although the country has witnessed about six decades of planned development, the goal of growth with justice has not yet been achieved. Strides have certainly been made in the sphere of growth, but justice has been left behind with the result that disparities between haves and have-nots have increased. Communities and groups, who failed to secure proper representation in Government jobs, feel frustrated and discriminated against. This induces a tendency among the weaker sections to withdraw from the mainstream of national progress. The worst hit seem to be Muslims who have slided back educationally and economically. In addition to the impact of prejudices, operating against them in some quarters, their capability to compete with their educationally advanced countrymen has been declining. The schemes for reform and reconstruction initiated by Hakeem Saheb has been followed and added to by his elder son and Chief Mutawalli Mr. Abdul Mueed who is the Chairman both of Hamdard National Foundation and Hamdard Education Society. 

The problems facing the backward minorities and weaker sections are manifold. One of these is loss of morale and direction resulting from a ridiculously low share in the management and governance of their country, and lack of leadership.

The deficiencies cited above could be reduced to some extent if these groups and communities could get a reasonable share in governance and development of their country. Coaching and guidance for competitive examinations can certainly improve prospects of their success. Short of reservations, for which there is in fact a strong case, intensive coaching can bring about reasonable representation of minorities in Government jobs. Although the Muslim Community suffers from several initial handicaps such as low literacy, economic backwardness and a growing sense of insecurity; a well-designed and properly executed programme of coaching can effectively raise their competitive capability and, as a result, their representation in government jobs.

Even though the UGC had opened about 50 coaching centres for educationally backward minorities in selected universities and colleges all over the country, the results were neither encouraging nor commensurate with the funds and energy spent. Apart from lack of commitment on the part of authorities managing these coaching centres, laxity in selection of candidates and non-availability of proper residential accommodation seemed to be major defects in the implementation of UGC’s scheme for coaching of Minorities. Feeling concern at the indifferent performance of the UGC scheme, a parallel scheme of coaching was introduced by the Ministry of Welfare (later called the Ministry of Social Justice & Empowerment) and subsequently taken over by the Ministry of Minority Affairs. The implementation of the scheme has been entrusted to voluntary organizations. This scheme has an edge over the UGC’s scheme in that the NGOs generally bring dedication to bear on the tasks of securing for our youth entry into the Services. But they do not have the facilities available on the campuses of universities and colleges. The odds appear to be evenly balanced between the two programmes. U.G.C. has recently sanctioned grants for setting up residential Civil Services Coaching Academy for minorities and SC/ST at Ambedkar University Lucknow, Aligarh Muslim University, Aligarh, Jamia Hamdard New Delhi, Jamia Millia New Delhi and Maulana Azad National Urdu University at Hyderabad.

As stated earlier Hakeem Saheb, had given anxious thought to the problems facing the educationally backward minorities. The measures adopted by official agencies for their upliftment have been deficient not only in planning and execution but also in commitment. Delving into the reasons for the backwardness of Muslims Hakeem Saheb came to the conclusion that what they desperately needed was leadership. The only leadership of sorts that the Community threw up was a weak, unimaginative, excitable and slow moving political leadership. Creation of positive leadership however is a long gestation venture. Nothing daunted, he drew up a multi-pronged plan for creating leadership among Muslims and improving their manpower. In the formulation and implementation of this plan he was assisted by Mr. Saiyid Hamid, a retired IAS Officer and former Vice Chancellor of Aligarh Muslim University (and now Chancellor Jamia Hamdard) who joined him as an Honorary Secretary of the Hamdard Education Society and as an Adviser.¬ who brought with him experience and insights into the coaching programme that he had hammered out along with the Vice Chancellor of Delhi University at the instance of the UGC. His experience as an activist for inspiring and persuading Aligarh Muslim University students to prepare for competitive examinations stood him in good stead. Hakeem Saheb also realized fairly early that the objectives he had set before himself could be realized around institutions. He therefore took over the role of institution builder. Talimabad in South Delhi comprised a complex consisting of a public school, and institutions for coaching respectively for civil services and admission to professional colleges.

 

The planks are as under:

 

  1. Hamdard Study Circle: The third and perhaps the most important step in the leadership creation series is the opening of Hamdard Study Circle, also at Talimabad Sangam Vihar, in South Delhi. This is the first coaching centre in the country with full infrastructure and a well-laid out campus. The Study Circle has concentrated on preparing candidates for the Civil Service Examinations conducted by the Union Public Service Commission. The Study Circle started functioning from March, 1992. It has so far enabled 231 of its candidates to join the Civil Services against 2184 (Preli. 971, Mains 793 Personality 420)candidates who received coaching. Since its inception 240 of its students have made it to the higher Civil Services of the country.

 


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