Sixth Pay Com Pay Structure

43

Number 0fl'n.v scn1e.r

43 1

Pay &-teiid.to multiply between Pay Commissions. Thc First CPC had recommended about 30 standard scales and a b u t 150 scales in all .4t the time of the Second CPC the number of scales exceeded 500. 43 2 The Second CHC rccommended a total number of 140 scales in all At rhc tune when the Third GPC was constituted the number of pay scalcs had again crossed the 500 mark. Thd Third CPC reduced the nurpber of scales to 80 Whcn the Follrth CPC started functioning. the number of pay scales had again risen to 153 The Fourth CPC rn their rcconuncndationsreduced these scales to 36 But 3s of t d a ? there are 5 1 standard scalcs in csistencc in the Government of iiidia

Rali~iii:/i.w:gPii? scit1t.s

43.3 An aaempt has been madc to radonalise the existing 5 I standard scalcs of pay before formulating k i r corrcsponding revised scalcs of pay.

MlNlMUM AND MAXlMClM SALARY .\lit, lnrlinr ntn.rr:t:t,vnr rctlir J

not 10. h.. nrIlllr,,'ll

4-3.4 In the prcccding chaptcrs w e have dealt with the qucstim of dctcrmination of the two cardinal points viz., the minimum pay of tlic lowest liinctioiii-q in Govt. and thc highcsi pay of the Secret& LO Govt. of India. Aftcr considcrable discussion we arrived at the-figureof RS.2440as the minimum basic pay and Rs. 26000 as thc salary 61 thc Secrctary. Thus we have retained the tninimum-maximum ratio of 1 : 10.7 which had been fixed by the Fourth CPC it is our feeling that if this ratio cannot be increased, it should not be allowed t o get reduced either. That is Ihe reason why we have advocated a 100%, neutralisation of cost of living at lhe higher levels. The figurcs of maximum and minimum sduics gve an arithnlctigal rclationshrp of approsirnatcly 3.25 bctwccii 449

piierfocror

the new basic pay and the unrevised basic pay. Normally, the application of such a broad arithmetical ratio could have yielded all the scales that we wanted, but we were compelled to makc a nurnber of other changes which involved either the merger of scales or rahonalisation of the pre-revised scalcs or a change in the span ofthc rcviscd scalcs, Thcre were other considcrations too: which wc havc tried to explain in the succecding paragraphs.

W e have merged a number of scales, because the existing scates were too close to each other, or because we decided to do away with some scales altogether. The logic of the mcrgcr in caeh casc is explained below

43.5

1. Rs.950-1400 Rs.950-1500 RS 1 150- I SO0

These were merged becausc thc first two scales \vcrc idcntical but for a differcncc in span and the third was an unusual scalc which started at a highcr stage but ended at Rs. 1500.

2. Rs.975-1540 Rs.975-1660

These two scales wcrc also identical, but for a dirfcrcncc in span.

3. Rs. 1200-1800 Rs.1200-2040 Rs.1320-2040

The latter two scelcs arc identical but for a diffcrcncc in span. Rs. 1200-1800 was a scale for skilled I1 catcgon of artisans, while Rs. 1320-2040 was thc scale for skilled I category artisans. We decided to merge these categories, so that the artisans could progress directly fio m Rs. 950-1500 to Rs.1320-2040on the analogy of LDCs being promoted as UDCs. This merger has thus taken- away one of the chief grievances of artisans who always felt discriminated vIs a vis their ministerial counterparts.

4. Rs.1350-2200 Rs.1400-2300

These two scalcs wcrc too closc to each other.

5. Rs. 1400-2600 Rs.1600-2660

These are identical scalcs but for difference in span. It was felt $at then: wcrc too many promotional scales for Group 'C' cmployccs and rctention of such scales.gave littlc rclicf to thcsc cmployees even on promotion

6.Rs.2000-3200 Rs.2000-3500

Thcsc arc Identical scalcs but for dfference in span In many officcs. pcrsons w r c being promotcd froin Rs.2000-3200 450

(Group 'C' scale) to Rs 2000-3500 (Group 'B' scale) This \\as an illusor? promotion.

Thc difference bctwxn the two scales is very marginal and there uould not be any material diffcrcncc duc to their mcrscr X RS

2200-4000

Rs.2300-2800 0

Rs 3000-3625 RS 3000-4500 RS 3000-5000

The second scale was a very short-duration scale of 5 years' span and did not serve any purpose

The first scale was for a very small c m g o n of employees of Dcpartmcnt of Atomic Energy and othcr departments. The latter two scales were identical scales with a difference in span only. The last scale was meant for scientific senwcs We have tried to integrate the scientific services into the gcneral fraternity of Group 'A' services. by converting some odd scales into the standard Group 'A' scales.

1 0 . R ~3700-4450 . Rs. 3700-5000

The first scale was unusually short in dubtion and applied to v c n fc\\ categories.

i I Rs.4100-j300 Rs.4500-5700

The first scale was the selection grade for unorganiscd Group ' A ' S C ~ I C C S and Indian Forest Service and the second \\.as the NFSG for organised Group ' A ' senices l3> iiicrSinS the two scales. we ha\ e si\en the benefit of the same scale to the unorganised sen ices Kr IFS

12 Rs.5 Rs.5

Thc tirst \\as an unusually short-duration scale for some scicwitic scr\ ices and isolated postsv The scconii \\;is for DIGS of Police The third \\as again for soiiic scientific sen ices. We have combined thc thrcc as a nicnsiirc of rationalisation

RS.5

1.; Ks iooo-0700 Ks iooo-7300

451

14. Rs.76OOl-fixed

Rs.7600-8000

There was no rcason for keeping a fixed pay of Rs 7600, when all the other scales between Rs 7300 and Rs 8000 had been comwtcd into regular scalcs

MERGEK OF SCALES AND ACP

I

I

In thc ncw dispensation nhcrc \\c arc attempting to guarantee financial upgradations to all empiojccs. i t was considcrcd important that there should bc substantial financial benefits to thc cmplo!ces at the time of ACP upgradation This objective would not ha! c bccn achic\ cd. cspcciall\ in the case of Group B and C employees if the scales had bccn alloned to remain close to each other This is onl\*onc of the major rcasons for nicrgcr of scales 43 6

TREATMENT OF BLUE COLLAR A N D WHITE COLLAR EMPLOYEES 43 7 There has been a long-standing perception that the white collar employees rnamly consisting of the mmstcnal staff hm e becn able to manage more attractive scalcs of pay with smaller numbcr of stagcs for promotion. In thc subordinate offices, the LDC in Rs 950- 1500 Lvould bc promoted as UDC in b1200-2030 and then to the level of Assistant in thc scalc of Rs 1400-2600 On rhs: other hand, the blue collar workers in subordinate offices moved from the skilled categor). of Rs. 950- 1500 to highl! skilled I1 (Rs. 1200-1800), then to hi&.ly skilled 1 (Rs 1320-2040) and then to Mastercraftsman (Rs 1400-2300)

43.8 In order to alleviate this sense of grievance, we have, as a first measure, decided to merge the grades of Highly skilled I and I1 into one scale O f Rs.1320-2040. 43.9 We have also tried to improve the promotion prospects of artisans in defence cstablishments by suggesting a more favourable inter- grade ratio for than. An inter-grade ratio has also been recommended for technical supervisors, with the same objective in mind. 43 10 A general unprovement of thc pa! scales of technical supervisors has also bccn suggestcd on the basis of thcir cntr. qualification of diploma in different disciplines of engineering All of thcm uould thus be upgraded from Rs 1400-2300 to Rs 1600-2660 in prcscnt tcmis

IMPROVEMENTS PROPOSED AT CERTAIN LEVELS Group 2)' scales

43 1 1

In the proposed re: Iqed scalcs of pa!. certain rtnproi ements havc

been cffcctcd at some Icvcls Earlier. thc diffcrcncc i n pa! bctucen the minima of thc three group 'Dscales ifas at the ratc of Rs 2%- cach In thc rc\ iscc! scalcs. on

thc analog of thc prc-re\ iscd minima. thc diffcrcnccs bctnccn thcsc Group 'D' scalcs should h c bccn at thc ratc of Rs 80/- or so Ho\\c\cr. the diffcrcncc contcmplatcd i n thc proposed re! iscd pa! is Rs 1 101- and Rs I OO/- rcspcctivcl! 452

43 12 In the prc-rcn.tscdpay scalcs k c wcrc only two grades for group D staff. I c Rs 7 5 0 - 9 4 0 d Rs 775-1 150 But in the contemplrted Assured Career Progression scheme, group 'D' staff have been given n four-grade structure \ i d , Rs 2440-3200, Rs. 2550-3540, Rs. 2650-4000 and Rs 2750-4300 We have also dropped the pejorative des%nathnr of **khalrsi" and "unskilled worker" and are instud ~ t i o ~the i crtisan n ~ in the sale of pty of Rs,750-940by the more grrccfut appellationof "Shrrmik" 43.13 In thc proposed scalcs, Lhc span of all thc Group 'D'scalcs has bccn uxrascd In thc faur scalcs mcntioncd abovc, the spam has been increased by 4 years, 3 ycnrs, 4 yern and 10 yenrs respectively. This has bccn conscwiy donc to nducc thc stagnation prcsentiy being f d by Group 'D' staff. Thc ~ ~ pA.C.Pi s&mc a coupled ~ ~with Ihc incrcasc in thc span of Group 'D scales will certainly help in reducing the s t a ~ t amongst i ~ Gnwp 'D'

cmployws Pay scales ol' posts requiring mruitmcnt qualificath OF Matriculation,1.T.1. Certificaic etc. have been rationalized and they are proposcd to be placed as far as possible in the scak of Rs. 950 -1500which is being replaced by the scak of Rs. 3 ~ 5 0 - 7 0 ~ 5 ~ .

.\fattic enby posts 43 14

Direct etta-y grade* graduaes rtc.

43 15 Presently, incumbents of a large number of posts requifing qualifications of ordihaty Graduation or a three year Diploma come an engincenng, fine art etc. are in different scales; I.$., Rs. 1200-2040, Rs. 1400-2300, Rs.1400 2600,Rs. 1600 2660 and Rs. 1640-2900.In order to bring about i ~ v ~it is tproposed , to induct entrants to the posts requiring ~ ~thnc year ~d i p l m wurse i ctc. as~ m i n ~ u m , entq q u ~ i f iin~thtt ~ scale of Rs.1400-2300,Rs.1600-2660 and Rs.1640-2800.Most of the Jr. Enjpneers, Jr. ScicntdIic Assistmts, Tecbni#l AsYistantd,tIfive&tirve61igatorsetc. who are pmently distributed is tkese differmt d c s - w i l l bc W i t e d by ttus measure of rationalisation. However, there may still be some exceptional c8sts whcre thrs improvement has not been cffkcted. This has bceoldueqtov&ious &tors likejob content. skill quirtmc;ntS, inter sc ~~v~~~

-

-

DiFec1 enby gradefw Engineering graduates,postgraduates a s . etc.

43 16 'Ihc WIGS of Rs.200~-3200 and RS.2OOO-3SOQ ptoposcd to be merged into Rs.2OOO-3500.This scale has been idcatifigd as dircct cntry grade for degree holders in Engineering and law, Post graduatqs in a@ other subjects, Charta#i Accacpltants, Cost and Works Acunmtas etc.,' Howtva, $heremay still bc cases where posts quiring any of the above qualifications & w estill been continued in scales like RS.1600-2660or RS.1'640-2900. his is d u t~o tht fact that apart from recruitment qualifications, dhcr factors like job tontent, skill requirancnts, inter* horizontal and vertical relativities etc. have also been taken into consideration in the &termination of pay scakq for various pas@. In -in cases upgadation to the scale of RS.2OOO-3500would result in a quantum jump oser 2 oc 3 lntermcdiatt scales, which has been generally avoided, keeping in view the necd for not unduly disturbing e x i ~ ~ r e l a t i v i t i ~ .

Pay at Group :4 entry level

in thc wake of thc recart spurt in the pay packages of private and public sector exccutives, thc cntry into Central Govt. at Group 'A' levcl has bcwmc least attractive for bright young pcoplc. With a vie* to rcvasing this trcnd and to attract the bcst talent into Govt., the pay scalc at the m i n g d a g of Group 43.17

453

A' scniccs has bccn hikcd up In thc normal coursc. thc starting pay at Jr Timc Scalc would horc bocn around Rs 70007-. Instcad. it has bccn raiscd to Rs

nootv-.

Ilct74wi4vIl W I

%

iwn.v

Increment it#%

Fburlk ('PC Sralrs

43 18 Thc incrcmcnt in thc proposcd rcvtscd scalc rangcs bctwccn I .W!$ to 3.44%with rcfcrcncc to thc minimum of the scalcs and from I .42% to 3.32% with rcfcrencc to thc m c a of thc scalcs. Thc incrcmcnt of Rs.40 at thc lo\scsf point of Rs.2440-40-320Oworks out to 1.64%of thc minimum of thc scalc at Rs.244W- and 1.42%of thc mcgn of thc samc sc& at Rs.2820/-. Thc incrcmcnt of RS.275 in thc scak: of RS.80OO-275-13500 works out to 3.44% of thc minimum or USd c RS. 8000.

43.19

In the pmwdpay scales, thc pcrccntagc of 1st incremcnt with rofmnceto minimum of the scale r i g 4 from 1.55 to 3.66 and with rcfcrencc to the mean of the scale the percentage of 1st incremcnt rangcd bctwccn 1.25 to 3.17. The percentage of thc 1st increment with rcfcrcncc to thc minimum pay in the Third CPC recommendationsranged bctwvccn I .25 to 8 33.

Rtsulcs of analyscs

43I20 An analysis of the increment smcturc in thc proposed scalcs mlrrds that the pmentqp of increment with rcfercnce to thc minimum of the scalc hru marginally gone up in the Group 'D'scales vis a \is that in the pre-revised sale. Tkerc is a reduction in the increment percentage in the higher scales with ref.tpbncc to their counterpart rates in the pre-revised scale of pay.

Mld\bSMN MATRIX SALARY KMEDULE Pu/Onnanc@ rela'ed~a~

43.21 It has bcar l a g felt that salary progression should be dependent on individusl p~rfonnwceso that positive competition among personnel is genuatd iMfE the perfbmance of employa is evaluated according to their levels of whicvcmcnt. This is the idea behind the scheme of Performance Related Pay (PRP)that has baen p r o d @ by several counlties. We feel that time is not yet ripe for the fdl-ficdgedadoption of the PRP scheme. In this context it may be wOtthwhile to exmine rirC ftasbllity of adopting with suitable changes, the scheme of Matrix Salary schadult, which the Commission noticed during its visit to

Maluysia. Feantru of

MSS

43.22

The scheme of Matrix Salary Schodyle (MSS) has been in force in hJtrlaysia since 1992. The Matrix Salary Schedule has the following features(1)

Wary sttps(f) are arranged horizontally (TI,T2,T3,T4... ) on salary level (P)

(ii)

Each Fadc in thc MSS consists of 3 lcvcls (Pl,P2,P3..... )

(iii)

Salary steps (TI,T2,T3....) arrangcd on thc 3 lcvcls (PI,P2,P3) 454

arc bascd on \.aping rates of incnment. The ratc of P3 is higher than Icvcl P2 and the rate at level P2 is‘highcrthan P 1.

GradeU, T1 PI P2 P3

1357 1426 1498

1.

iii. iv.

T2 T3 1423 1489 1495 1564 1570 1642.

TJ 1555

1633 in4

TS

1621

T6 T7 T8 .. T21 1687 1753 1819.. #M9 1771 1%40 1909.. 399

im re%,_. 1930.

-

Static or no propmim W k r e tl& person remains at PIT3 (Level P I and step T3) if the ’fap is not satisfactoay.

Vtrtr’caHg - whera ttrt islr is vertical C.Q. P1T3 to P2T3. (there is incnsW in kd)if the pt’fi6iMuu~cis good. Diagonally - What the pr’agrcssion is diagonal i.c. from PIT3 to P2TS.X the perfamrance is exccIlcnt.

The chart below mav illustrate

- N M S&t4sRctar?y-Noincrcmcnt

PIT3-PlT3

-

Static

PIT3-PiT4

-

Horizont8~mtisf8ctory-Oneincrcmcnt

PIT3-PZT3

-

Vertical - Cod-One increment of higher value in P2 level

-

PIT3 P2T4

2002,.. 3438

-

Diagonal Excellent-Two increments one horitontaliy aud l anothcr vettically

455 :

PERFORMANCE RELATED INCREMENT (PRI) PRI

Dut to various administrative and technica1 diflicultics and the constraints in br9kin8 up-pbt pay scalcs into different levels, it may not be p i b k to idopt the qstmdMalnyam Matrix Sdnry Schcdult (M.S.S.) as d r in our sct up. But this principle can be incorporated in our system by slightly modirying it to sui! our envimnment Thk can be donc &rough the Performance Rdattd Increment (PRI) Scheme, by the grant of an extra incrrment in addition to tbe normal increment in recognition of exceptionally mdoriorrt pcrfonnurct But the @t ofadditional increment may be restricted t ~ p e m m s ~ 5%oLtdal a e Cadre strength ofthe organisationcach year "0rganiSatio;l"hent rcfcrs to Muristry/Dcparrment proper, attachedor subordinate oKicc ctc which exist as an ldentiliable separate unit. Grant of additional increment may not rtqwrt dre rcommendrton of the DPC. The Competent Authonly -be Gmpawacd to gfsnt.the additional incnmcnt. 43.24

-

Dmield lmrremenl

-k pcrsans whosc performance is unsatisfactory or bd9w mey be deaicc the grant of increment. The comptttnt AutkoRly nlt?'.bmQlgpowaabtowithhbld aiurual normal incmn&t wrthout going t , l q ~ ~ & fmd$y.of urisirting departmend p r o a d y p against the offcial This \ d d mvolve &madment of the CCS (tonduet) Rules which has been suggestad m t krelevant chapter. This should again be restrictedto not exceeding 5% of* rQlalcrdrt strcpdth of thcorgaNsatKla. 43.25

EFFICIENCY BAR -E

I Bar is intcndd

ChCcL t k mtinucd drawal of uWXCmCntSm the case of proved incficienc~The Islington Commission insisted on thc tune s+ systtm tyin~ coupled \nth 'Efficiency Bar'. The First CPC retained Effici& Bar perally.' So did the second CPC when it retained the p u n d of discnrninating between &f&ctory and Efficiency Bar unsatisfador).workers. The Third CPCjustified Etrrcrcocy Bar to ensum quality of \vaic. The F d CFC rdaincd it in Group B, C and D scaks only Howwcr. they abolishcd E.B. in Group 'A' scales c..ccpt for thc low@ nrng in that group. I c 2200-75-'z800-EB-l00&0. With effcct from 1.1.1993, Government abolished Efllcienc).]Bar in respect of Group 'D'empkyxs also

&catlpamd

43.27

I-'oriws.wws

43.28

Views ftflccled in thc memoranda were mostly in favour of discarding Eficimcy Bar altogelher. National Council ( S a Side), J.C.M dcmded its discontinuanceon the gound of misusc snd dday in asscssmcnt by

thc DPCs Most of the major crnplo! cr Ministrics/Dcpartnicnts fa\ ourcd its abolition Thc Spccial Reg ieu Group (SRG)sct up m the Dcpanincnt of Pcrsonnel to rcviav c~istingmlcs and proccdurcs also rccommendcd abolition of Efficiency Bar and dclction of FR 25 k,r

/
ithri/i/roii

43 29 Sincc it IS proposcd to introducc thc Pcrforniancc Rclated Increment (PRI) Scheme. it may not be necessary to continuewith the system of Efficiency Bar. We recommend its abolition.

I

PROPOSEDSCALES

1

43 30 The dctals of the csistmg scales, and the proposed revised scales arc given in Anncse -43 1 43.3 1 It ma! bc clarified that while discussingthe vanou$ pay scales, the Canmission came to the conclusion that there was need for another payscale between Rs 2000-3500/2375-3500/2375-3750 on the one haiid and Rs.2200-4000 or Rs.3000-4500on the other. As such, we coined a pre-revised payscale of Rs.2500-4000 as a Group 'Bpayscale, to act as an intermediate stage. As we had already decided to raise the revised payscale corresponding to Rs.2200-4000to Rs 8000-13500 (instead of Rs.7000etc. as it should have become if the broad multiplier of 3.25 were used) there was a gap of Rs.1000. It should be clearly understood that the pre-revised scale of Rs.2500-4000 (as it corresponds to n revised scale of Rs 7500-12000) is a lower scale than Rs.2200-4OOO (as it corresponds to a revised scale of Rs.8000-13500). 43.32 It may be mentioned that the above payscales have been formulated on the assumption that all other allowances admissible to the employees such as Dcamess Allowance, House Rent Allo\vance, City Compensatory Allo\vance. Attendant Alloviance, Transport-Allowance etc: are granted to them net of Income Tax as recommended by us in Chapter 167. FIXATION FORMULA 43 33 The fomiula for fisation of pay in thc rcviscd scales. along with illustrations is discussed in a latcr Chapter. FINANCIAL I M PL ICATI ONS 43 34 Thc net financial implications on account of implementation of proposed scales of pay in respect of Central Government employees who are covered by our terms of refcrencc work out to Rs 2255 52 crores, thc break-up of which is as follo\\s -

457

Category

1.

2.

Net Financial implication. (Rs.in Crores)

3.

Civilian Employees of 40 42 Ccntral Govt.(including Union Tcrritories.)

1595.52

Arnicd Forces Personncl. 1 2.32

660 00

Grand Total

Tlrrrd I H

Number of Employees (in lakhs)

52.74

2255.52

43.35 Since the third instalment of Interim Relief, which was granted with effect from April, 1995, is to be subsumed within this, the net ficancial implication will be further reduced to that extent.

458

ANNEXE-43.1

-

PROPOSED SCALES OF P A l ’ EXISTING STANDARD SCALES

GRADES

NO.

REVISED STANDARD SPAN IN SCALES OF PA)’ YEARS

1.

750- I 2-870-14-940

s-I

2440-40-3200

I9

2.

775-12-871-1 4-1 025

s-2

2550-45-3540

22

3.

800- 15-1010-20-1 1SO

s-3

2650-50-4000

27

4.

825-15-900-20-1200

s-4

2750-55-4400

30

5.

950-20-1150-25-1400 950-20-1 150-25-1500 1150-25-1500

s-5

3050-70-4590

22

6.

975-25-1 150-30-1540 975-25-1 150-30-1660

S-6

3200-85-4900

20

7.

1200-30-1440-30- I800 1200-30-1560-40-2040 1320-30-1560-40-2040

s-7

4000-100-6000

20

8.

1350-30-1440-40-1800-50-2200 S-8

4500-125-7000

20

5000- 1SO-8000

20

SL.

1400-40-1800-50-2300 9.

1400-40-1600-50-2300-60-2600 S-9 1600-50-2300-60-2660

10.

1640-60-2600-75-2900

s-10

5500- 1 75-9000

20

111.

2000-60-2120

s-11

6500-200-6900

2

1z.

s-I2 2000-60-2300-75-32 00 2000-60-2300-75-3200-100-3500

6500-200-10500

20

1.3.

2375-75-3200-100-3500 S-13 2375-75-3200-100-3500-1 255-3750

7000-225-11500

20

2500-4000 (proposed new pre-revised scale)

S-14

7500-250-12000

18

14.

2200-75-2800-100-4000 2300-100-2800

S-15

8000-275-13500

20

15.

26301- FIXED

S-16

9000!- fixed

16.

2630-75-2780

S-17

9000-275-9550

2

17.

31 50-100-3350

S-18

10325-325-10975

2

18.

3000-125-3625 3000-100-3500-125-4500 3000-100-3500-i 2s-5000

S-19

10000-3255-15200

16

19.

3200-100-3700-125-4700

s-20

10650-325-15850

16

459

REVISED STANDARD SPAN IN SCALES OF PAY YEARS

EXISTING STANDARD SCALES OF PAY (Rs.)

GRADES

20.

3700- 150-4450 3700-125-4700-150-SO00

s-21

12000-37516500

12

2 1.

3950- 125-4700-150-5000

s-22

12750-375-16500

11)

22.

3700-125-4950-150-5700

S-23

I2000-37,S-18000

16

23.

4100-125-4850-150-5300 4500-150-5700

S-24

14300-400-18300

10

24.

4800- 150-5700

S-25

15100-400-1 830.0

8

25.

5 1'00-150-5700 5100-150-6150 5100-150-5700-200-6300

S-26

16400-450-20000

8

26.

5100-150-6300-200-6700

S-27

16400-450-20900

10

2 7.

4500- 150-5700-200-7300

S-28

14300-450-22400

18

28.

5900-200-67_00 5900-200-7300

S-29

18400-500-22400

08

29.

7300-100-7600

S-30

22400-525-24500

4

30.

7300-200-7500-250-8000

S-31

22400-600-26000

6

3 1.

7600/- fixed 7600-100-8000

S-32

24050-650-26000

3

32.

8000 /- FIXED

s-33

26000/-FIXED

33.

9000 /- FIXED

s-34

3oooO/- FIXED

SL. NO.

*Note:

(Rs.1

-

It may be clarified that while discussing the various pay scales, the Commission came to the conclusion that there was need for another payscale betiveen Rs.2000-3500/ 2375-3500/2375-3750 on the one hand and Rs.2200-4000 or Rs.3000-4500 on the other. AS such, we coined a pre-revised payscale of Rs.2500-4000 as a Group 'B' payscale, to act as an intermediate sta e. As we had already dccidcd to raise the revised payscalecorresponding to Rs.2200-4 00 to Rs.8000- 13500 (instead of Rs.7000 etc. as I t should have becomc if thc broad multiplier of 3.25 \vex used). there was a gap of Rs.1000. It should be clcarl!. understood that the prc-rcviscd scale of Rs.2500-4000(as it &maponds to a revised scalc of Rs.7500- 12000) is a lowr scale than Rs.2200-4000 (as it corrcsponds to a r c \ ~ s c dscale of Rs.8000-13jOO).

8

460

PRESENT CLASSIFICATION Cl-rjicotion civil posts

4 44.1

Civil Services and posts under the Central Govcmxncnt are at present classifid under four groups as follows-

SI.No. Description

44.2

Group

1.

A central civil post carrying a pay or a scale of pay with a maximum of not less than Rs.4000.

A

2;

A central civil post carrying a pay or a scale of pay with a maximum of not less than Rs 2900 but less than 4000/-

B

3.

A central civil post c q i n g a pay o r a scale ofpay withamaximum m e r Rs.1 150 but less than Rs.2900/-.

C

4.

A central civil post c q i n g a pay or a scale of pay the masimum of which is Rs.1 150 or less.

D

Prior to Third CPC, instead of ‘Groups’ these were designated as

’Classes’,I, II,lII and IV. Ccrm1n

~.tceprro?ls

44.3 Though a majority of tha posts in the Govt. are classified an tht above lines, certain deliberate departures have h e n made in certain cases. For exapple, Assistaots and Grade ‘C‘Stenographers of Central Secretariat, who are in the scale of Rs.1640-2900, arc classified as Grdup ‘B,wvhercas a largc number 46 1

of other posts in the samc scale are classified as Group 'C'. Some posts in the pay scale of Rs.2000-3200 and 2375-3500in certain Offices/ Departments have been classified as Group 'C'.

44 4 Department of Personnel and Training have clanfied that though :hcrc were certain exceptions to the rulc. like the casr: of .4s4stents of C~ntrz! Sccrctariat, the effort was to ensure that posts T i n g similar functions were grim the same classification. There were situations in which the functions of a post might not adquately match the high pay scale attachcd to it and therefore, tkough thcy were eligible for higher classification. they were classified at a lower lewd

VIEWS OF PREVIOUS PAY COMMISSONS I.icw.~ofFlr.tr

CPc

Liews of Second

CPC

44 5 On the question of 'Classification of Services', the First CPC cxamined whether there was need or otherwise for separate class 1 and Class I1 scn'iccs or altematwely the two groups could be merged into one gazetted service After detailed examination, the Commission concluded that it was desirable to retain the two classes. They also recommendrd change in the nomenclature of scnliccs then described as 'Subordinate' and 'Inferior' into Class 111 and Class IV scn-ices rcspectively

44-6

The Second CPC also discussed this issue and came to the conclusion that the exlsting classification sen ed no practical purpose which could not be served without it and on the other hand. it had an unhealthy psychological cffcct The Commission recommended that the classification should be given up and the amendments that would be necessary in respect of the Central Civil Service (Classification, Control and Appeal) Rules 1957 and of certain other rules and orders should be carped out. In making this recommendation it took note of the practice in other coqntries including those with a large and complex civil service, where it had not been found necessary to super-impose upon their civil service grades and occupational groups a broad classification as exists in this country

44 7 The Government, however, did not accept this recommendation since it was found that the existmg classification was convenient for personnel management A proposal to replace the existing nomenclature of Class 1. Class 11. Class 111 and Class IV by Group 'A', Group 'B'Group'C' and Group'D was also considered on the ground that the word 'Class' might hurt the susceptibilities of somc sections of the employees This proposal was not accepted since it was fclt that a mere change in the name was of no practical value I iews o/T/rrrd

CPC

44 8

The l h r d CPC expressed the 1 iew that classification based on an assumcd equivalence of the work content in different levels of the various occupational Groups and, hence of the pay ranges. \\as necessary for personncl administration. The system of classification \\as fairly well known and the cmployces,hadb e accustomed to it It hadthe advantage that orders could bc issued or the existing ordcrs amended. b! ref&ing to the particular classcs co\.crcd There was no lack of precision in this course in terms of administrati! c coincnicncc. but much verbiage. othcniisc ncccssac in having to dcfinc thc catcgorics or occupational groups covcrcd. I\ as thcrcb! obviated 462

44 0 The Third CPC, however, replaced 'Classes' by the expression 'Groups' Thus Classcs I. 11. III and IV were re-designated as Groups 'A', 'B','C' and ' D

44 10 The Fourth CPC too examined the matter. They held the view that such classification enabled the Government to csamine and decide matters of common intercst to the Group or Groups concerned. It played a vital role in disciplinan matters also. They, therefore, recommended the continuance of the system of classification of services. Fiews of DOPT

In order to have a proper appreciation of this question, we sought the advice of the Department of Personnel and Training. They have opined that classification of posts as Group A, B, C & D mainly served the purpose of disciplinary rules so as to regulate the appointing, reviewing and appellate authorih It IS precisely for this reason that the same was incorporated under the CCS(CCA) Rules, 1965 The classification had also been made use of to regulate orders relating to Group Insurance, age of retirement etc. 44 1 1

I INTERNATIONAL EXPERIENCE I Practice in other counm'es

This issue was also examined in the light of the systems prevalent 44.12 in other countries. 44 13

In the United Kingdom the civil service is divided into a large

number of classes, the main components of which are the administrative class, the executive class, the clerical class and the messengerial class. There are other classes such as the Work Groups of Professionals, Economists'and Statisticians, Scientific Officers and Medical Officers. The other Commonwealth countries, escept Canada and Australia, generally have the same structure. The civil service of West Germany follows a practice of classifying the employe& into four classes of senice. namely the higher, the elevated, the middle, and the simple. The division is based on occupational differences, methods of recruitment and the pay range admissible to cach service. In the Uhited States the whole service is divided into hundreds of occupational groups known as "series", comprising individual posts at various levels. The latter are placed in one or other of 18 grades common to the Avhoie senice. There is no 'further classification In Canada and Australia the groupings are similar to those in the USA, though there is a greater variety of grades and pay scales OUR RECOMMENDATIONS

44 14 Having esamined the issue from different perspectives, we have come to the definite conclusion that the existing classification serves no practical purpose. The time has come to give a decent burial to the present system and to make it a true representative of futuristic working environment in the Government 44.15 Thcre is need to inculcate a feeling among civil servants that they all belong to an integrated administrative machinery. Any system of classification 463

or nomenclature, which is likely to'hamper the growth of such a feeling, in howsoeva small measure it may be, should go, unless it serves a definite practical end which cannot be achieved adequately othcrwisc. Most of the other countries, including those with a large and complex Civil Service Organisation, have not found it necessary to have a classification system like ours

Recommendation of Tala Consliltancy Services

44.16 A study on "Restructuring of thc Government Offices" was entrusted to the Tata Consultancy Services by us. They have recommended that the hierarchcal levels in the organisational structure should be reduced to seven so a; to ensure .that there are no unnecessary levels for reporting purposes md to keep the organisation as flat as possible. Thc levels proposed by them for an ideal Government office are -

1.

..

II.

iii. iv. V.

vi. vii.

Chief Executive !hior Executive Middle Executive Junior Executive Supervisory Assistant Supportlattendrnt

44.17 There is a philosophical distinction between the Group or Class system which prevails at present in the Government and the functional classification as suggested by the TCS. The functional classification is not based merely on status, as in a feudal society: but on the functional needs of a mar.agement system. 44.18 We would, therefore, favour a shift io a new classification, but with certain modifications in the TCS model. Executives may be divided into three subdivisims - Top Executives,Senior Executives and Executives. Assistants may be renamed as Supporting Staff,while attendants may be called Auxiliary S M . The suggested names define their functions as also impart a certain dignity to their office.

PROPOSED FUNCI'IONAL CLASSIFICATION 44.19 The existing grades in the Government of India are proposed to be grouped under the following levels:-

S.NO.

LEVELS

GRADES IN THE PRE-

1)

Auxiliary Staff

REVISED SCALES OF PAY 750-940 775- I025 800- 1 150

464

S.NO. ii)

LEVELS Supporting Staff

GRADE IN THE PREREVISEnSCALES OF PAY 825 - 1200 950- 1400

950- 1500 1150-1500 975- 1540 975- 1660 1200- 1800 1200-2040 1320-2040 1350-2200 1400-2300 1400-2600 1600-2660 1640-2900

iii)

Supervisory Staff

iv)

Executives

2000-2 120 2000-3 200 2000-3500 2375-3500 2375-3 750 *2500-4000 2200-4000 2300-2800 3000-4500 3000-5000 3200-4700

300-5000 3950-5000 4 100-j300 4500-5 700 4800-5700

v)

Sr. Esccutives

5 1OO-j70O 5 100-6 150 5 100-6300 5 100-6700 4500-7: 00 5900-6700 5 900-73 00

v i)

Top Executives

7300-7600 76004fixed) 7300-8000 7600-8000 8900

9000

*See para 43.3 1 465

44.20 With the proposed reorgarusationof vmous grades into 'Ic\cls', the existing system of classification of services into Groups *A', 'B', 'C' and 'D' can be done away with. For thc purposc of disciplinan nilcs Govcrnnicnt can declare the Appointmg. Revicwng 'and Appcllatc Authoritics. \\.ith rcfcrencc to thc lcvels of the posts

DISCONTINUANCE OF GAZETTED STATUS 44 21 Thc othcr distinctions \\hich has becn irthcritcd from the colonial past and is unique to u s is that bctucen gazttcd and non-gamtcd officials Imtiall!., gazetted officcrs urcd to bc fctr in numbcr and so important as to find a mention in thc Official Gamte. c i c q time they ncrc appointcd. promoted. transferred and so on Today. thc phrasc 'grrzettcd' I S morc of an anachronism This practicc mahcs the present day official Gazettes unncccssarily \ olminous and, In turn. rcsults i n a gcncral apath! of cn i i s c n m t s tonards the Gazettes Gazetted status has not\ bccn reduced to one morc elcmciit in thc caste hierarchy of the Civil Senicc In practical terms. all it means that a particular official can attest copies 01docunicnts. issuc character certificates. attcst passport forms ctc 44.22 We may, therefore, abolish this distinction too and lay down the law that all executives and supervisory personnel would have the powers of at:estation etc. currently vested in the gazetted officers.

1 .Llinisirict' Departmenis

sc.

rt*l'lr;tll

I l i ~ ~ r n r t l r r t tW rl I. I .1.

INTRODUCTION

I

45.1 The Secretariats of the Ministries and Departments of the Government of India together constitute the headquarters organisation. The Allocation of Business Rules framed under the Constitution determine the hpe of work to be transacted in each Ministry and Department. With the expansion of the activities of Government in various fields, therz has been a tremendous increase in the volume of business transacted in the headquarters organisation which is also called the Central Secretariat. Govcmment's accountability to Parliament, creationof a large number of public scctor undertakings in various ficlds: intensc scrutiny exercised by Standing Committees of Parliament of the funaioning of various Ministries and Departments. ctc. are some of the factors \vhich havc led to increased secretariat work. To cope with the increased workload. the number of Ministries and departments has gone up to 8 I from 7 I in 1986,j1 in 1973.25 in 1957 and 18 in 1947.

45.2 Each Ministn./Dcpartment has a Secretariat whosc main role is to hclp the Government in thc tasks of policy formulation, preparation of programmes in order to translatc thcsc policics into coordinated action and cnsuring effective csccution of Govcmmcnt's policies through periodic review. The Sccrctariat also helps thc Minister to dischargc his accountabilit:: to Parliament. including the \.arious Parliamcntan Committccs The detailed csecution of Govcmment's policics. specially in thc ficld is lcl't to agencies outside thc Sccrctariat which may bc attached or subordinatc offices of the Ministries or quasi-Co\wnment institutions or autonomous public sector undertakings, but is always subject to supcn.ision by lhc Sccrctariat 45 j

In the hicrarchical set-up of n Ministry, bclou thc Minister. Sccrctaq is the aanunstrawe hcx! 01 the Ministry \vho has bccn dcscribcd by thc Adniinistratii c Rcfornis Coniniissioii as thc principal adviser of the Ministcr on policy nialtcrs and his chief agent for cnsuring the iniplcnicntation of policics and

programmes. -Inthe larger Ministries, where the volume of work so requires, a rccognisable area of work is entrusted to a separate department under the charge of a Sccrctary or Additional Secretan.. The business allocated to a Ministry/Departmcnt is gcncrally divided into Wings, Divisions, Branches and Scctions.undcrthe chargc of a Joint Secretan., Dcput). Sccrctaq, Under Secretary and Section Officer respectively Takine thr net! of Director and D e p ? Sccrctaq as being at the same level, the structure of the Central Secretariat is cornposcd of ninc gradcs from Secretary/Spccial Secretary to Lower Division Clcrk. Senicer ivaniiing

die pos LC

J j.4

The administrative posts in the Secretariat arc manned by officers from All India Scrviccs. Group 'A' Central Services on dcputat:on and by members of Central Sccretariat Senice (CSS). The C S S Officers provide continuip in the uork of thc Secrctariat. Secretariat pasts in thc Ministrics of Estemal Aifairs, Law and Justice/ Department of Cornpan!, Affairs and Ministry of Railways are gcnerally held by officers of Indian Foreign Senice: Ccnlral Legal Senrice arid Railway Services respectively.

CENTRAL STAFFING SCHEME Central srafing scheme

45,j The Central Staffing Scheme for manning senior administrative posts in the Secretariat, i.e. posts of and above the rank of Deputy Secretary, was nojified b!- the Central Government on 17.10.1957. The Scheme has been reviewed and amended from time to time and the consolidated version has been notified by the Department of Personnel and Training vide O.M. No.36(32)-E0/88 (SM-I) dated 15.7.1992. The scope of the Central Staffing Scheme is bound by the following parameters:(I)

(11)

(iii)

All posts of the rank of Under Secretary and above in the Government of Inha, e x c l h g such posts of Under Secrertary and Deputy Seaetary as are filled by CSS officers, are filled on tenure deputauon fiom the All India Services and the participating Group * A' Services of the Central Government

In so far as the officers hrn the Central Secretariat Services (CSS) are concerned, a specified number of posts at the levels of Under Secrete. and Depuh Secretary are treated as part of their Cadre, and posts over and above these are fillcd under the Central Staffing Scheme In terms of the provisions of article 3 12 of the Constitution, the Indian Administrative Service, the Indian Police Service and the Indian Forest Service are All India Senices common to the Union and the States. Ever)! Sate cadre of each of these Services provides for a ccntral deputation quota. which in turn requires additional rwuiunent to be made to these Seniccst to provide for trained and ' csperienced members of these scniccs to serve on posts in the Central Government. Accordin'gl!.. utilisation of the central deputation quota of different Statc Cadres is an important factor goierning the scale at n-hichoficcrs arc borrowd from the various State cadres ofthesc All India Sa-vices. Howrim, no post so filled

468

by a member of any All India Service on tenure deputation can bc deemed to bc a cadre post of that Service. Teiiurec of posrritg

45 6 The normal tenure of deputation for posts coveredby the Central Staffing Scheme is 3 years. 4 years, and 5 years for posts at the levels of Under Sccretaxy. Deputy Secretary and Director/Joint Secretary respectively. In case a Jomt Secretary is promoted as Additional Secretary, he is given a tenure of 3 years from the date of appointment as Additional Secretary subject to a minimum of 5 1 ears and maximum of 7 years of combined tenure as Joint Secretaq4Additional Secretaq. In other cases, the normal tenure for Additional secretary is four years and for the Secretary, there is no fixed tenure. The eligibility criterion Was also been prescnbed for selection of officers for manning posts in the Secretariat on tenure deputation from All India Services and various Central Services.

SSB,’CER

45 7 htially, the Central Establishment Board was set up for operating the Scheme and to advise the Ministxy of Home Affairs (MHA) in the matter of selection of oficers for tenure deputation at the Centre. In 1970, in place of the earlier board, two boards, namely, the Senior Selection Board (SSB) and the Central Establishment Board (CEB) were constituted to advise the Department of Personnel and Traming for staffing admmstrative posts of and above the rank of Under Secretary to the Government of India.

CSBKEB

45.8 Accordmg to the Central Staffmg Scheme notified on 15.7.1992, for stalling posts of the rank of Deputy Secretary, Director and Joint Secretary or equivalent, the Appointments Committee of the Cabinet shall be assisted and advised by the Civil Services Board (CSB) and the Central Establishment Board (CEB). The CSB consists of Cabinet Secretary as the Chairman, Secretary (Personnel) and one Secretary to the Government of India (to be appointed for a year at a tune) as Members, Establishment Officer as Member-Secretary and Secretary of the administrative MinistryAkpartment as co-opted member. The CEB consists of Secretary (Personnel) as the Chairman, three Secretaries to the Government of India as Members (by rotation, for a period ofhne calendar year) and the Establishment Officer as a Member-Secretary.

kirncIroir.

45.9 The CSB makes recommendations for appointment to posts of Deputy Secretary. Director, Joint Secretary and other equivalent posts. The CEB is responsible for recommending selection for appointment to all posts of and above the rank of Under Secretq but below the level of Joint Secretary. However, appointment of members of Indian Foreign Service to posts included in the Foreign Service cadre are made on the recommendations of Foreign Service Board. Similarly, appointmentto posts under the control of Ministry of Railways are made on thc advice of the Railway Board. Appointment to posts under the control of Ministry of Defence, other than civil posts, are made on the advice of Seivices Selection Board. In respect of appointments to posts in the Ministry of External Affairs, Ministry of Raihvays and Ministry of Defence, the Civil Services Board and the Central Establishment Board do not advise the Appointments Committee of the Cabinet.

Inahclron from d@ererrt services

4 j. l o The position regarding induction of officers of All India Services, Central Secretariat Service and c k r Central Services at the level of Cepiit:. Sccretq and above in the Central Secretariat in 1972, 1984 and 1995 is indicated in the Table below

469

Table as on Mmmh I, 1995

1972'+

1984'

1995**

1972*

19M*

1995..

1972'

1984.

l93P

Sccntafy 30

36

71

IS

25

21

0

0

0

Additional 20

27

72

11

38

I2

i

I

0

S&retar?.

Director

81

106

180

39

88

110

88

38

49

Total

325

378

751

221

272

308

208

228

207

*

1972 and 1984 figures based on fourth CPC Report

+*

***

Earmarking of posu

1995 figuresderived by subtracting from the total posts hcld by officrs of different services as reported by Department of Personnel and Training the posts held by officers of All India Senices and Central Secretariat Service.

The difference in the number of posts shown in Anncxe 45.2 at the end of this chapter and in the above table is bccause of inclusion in this Table the posts hcld by officers of Indian Police Service and Indian Forest Service.

45.1 1 With regard to tile Central Staffling Scheme, suggestions have been received i h n Oficers of the various Group 'A' Central Senices and the CSS that they should be allowed greater participation in the Secretanat by earmarking a specified number of posts for each service.

Prrsentposition

45.12 The position is that prior to 1947. a majority of thc superior posts under the Central Governlent \\we specifically rescncd for Officers of thc Indian Civil Senice, and even after independence, thc Central Government continued to depend mainly on ICS and IAS Officers for manning the positions in the Secretariat. In the case of the All India Services, the rules provide for a Ccntral deputation quota to be utilised for deputing oficers to the Ccntrc. In their cases, it is constitutionally mandaton to provide for such a quota, as they have becn created by Article 3 12 of the Constitution in the national intcrcst as services common to the Union and the States. The concept of all India Services is to provde for an cschangc of cxpenence behvcen thc Central and Staic Govcmmcnts.

.Yo cltmtgejrom

45. I 3 The situation has changcd somewhat ovcr thc \cars and mcmbcrs of the Group A' Ccntral Scniccs arc also bcing inductcd into thc Sccrctariat in

proc-c..l~~re of rtpprirnlniutrl

appreciable numbcrs. Thc idca is to make use of their experience and knowledge at the policy malung lmcls in the Government. Considering that their services are already being utilized. we are not in favour of earmarking posts at different levels in the Secretariat for any particular Service. Further, the existing procedure for selection and appointment of senior officers for manning posts in the Central Government from various Services should cohtinue. CENTRAL SECRETARIAT SERVICE Hirtorical

hack~ound

45 14

The Central Secretanat Service (CSS) is one of the earliest orgatused services. The origin of the service can be traced to the yew 1919when the Imperiql Secretariat Service came mto being as an offshoot of the Lewllyn Smith Committee which had been set up on the eve of introduction of Montague Chelmsford Reforms. The Committee envisaged the Secretanat Organisation in the nature of a pyramid, the apex of which was the Secrctary and the base of the body consisted of Assistant Secretanes. In March, 1946 a Committee set up under the Charma& p of Su hchard Tottenham diagnosed the situation then obtaining in the Secretariat as one charactensed by "too few officers of the right lund and too many clerks of the wrong lund". He suggested that llto improve quality and reduce quantity, each Under Secretary's Branch should contain two sections and each section should consist of one Superintendent and three Assistants. Each Superintendent should have a smaller charge, but would be expected to do much more original work. He would not just supervise the work of a number of Assistants". In brief, Tottenham cecommtnded a new service of officers to replace the Superintendents and Assistant Secretaries. 45. 1j

.\.lOG Committee

The Machmery of Government (MOG) Committee (September, 1968) under the Chairmanship of Mr. E.C. Coates recommended that the case noting Assistants should also be replaced by an officer class. The Committee contemplated a service consistingof histant Pnncipals and Principals (the former being mainly a training appointment for the latter) in place-of Assistants and Supervisors, the posts of Under Secretary being filled by selection from ,therank of Principal esccpt to the estent that such posts were to be filled from the All India A b s t r a t i v e Service. it was urged in support of the proposal that Government business had become so complex as to be beyond the capacity of Assistants and Superintendents. The G o v e k e n t examined the proposals and came to the conclusion that in practice they would provide no more than a costlier duplication of the existing Secretariat Organisation.

ljsetigiw's Report. I949

45. 16 The Central Secretariat Service (Reorganisation and Reinforemcnt) Schcmc submitted by Sir R.A. Gopalaswamy IyengaT was evolved in 1949 after a good deal of deliberation at the highest level. The scheme gave concrete shape to thc Scnicc whichwas designed to consist of:

Grade

Desienation and scale of Pay

Class

Grade I

Under Secretary R~.800-50-1150

Class 1

Gradc II

Superintcndcnt Rs.530-30-800

Class I

47 1

Changesover lime

Class

Grade -

Desienation and scale of Pay

Grade I11

Assistant Superintendent Rs.275/325-25500

Class 11

Grade IV.

Assistant Rs.160-450

Class 11

4j 17 The designations of Assistant Secretar). and Assistant incharge ceased to exist Grades I1 and I11 were merged ,on the recommendations of the Second CPC In 1962, the CSS was decentralised upto the level of Section Officer with a view to providing greater flexibilih to its structure and ensuring effective control over the staff by the Ministry/Department concerned Thus, under the decentralisationscheme, promotions, confirmations etc . upto the level of Section Officer are made cadre-wise by the respective cadre controlling authorities

Eflect ofZoning Scheme

45 18 Consequent upon the enforcement of this decentralisation scheme. certain disparities developed in the promotion prospects of CSS Officers in different MinistriedDepartments To minimise such disparities, the Zoning Scheme was introduced under which regular and long-term promotions are made by the local Cadre Controlling Authonties from amongst the officers who are within the range of senionty specified by the Department of Personnel and Training (DP&T) from time to time If a person wthin the Zone is not available for prhotion m a cadre. the vacancy is to be reported to the DP&T for being filled by persons from other cadres who could not be promoted in their o w cadres for want of vacancies

Grades in CSS

45.19 The CSS has at present four grades and the number of posts held by CSS Oficers in each grade as on 1.7.1994 are as follows.-

Grade

Classification

Pay Scale

No.of posts

(a)

Selection Grade (Dy.Secretary)

Group *A'

3700-5000

137

(b)

Grade I (Under Secretary)

Grollp 'A'

3000-4500

488

( c>

Section Officer Grade

Group

2000-3500

2,190

Assistant Grade

Group

1640-2900

4,789

(4

'B' 'R'

H&P

R1c:t.s

45 20

Rccrutment arid promotion to I arious grades are governed by the

CSS Rules. 1962, supplemental by the CSS (Promotion to Grade 1 and Selection Grade) Regulations. 1964 The present mode of recruitment to \ arious gradcs is spclt O u t belo\\ 472

a)

Assistant Grade Ranutmcnt to this grade is made to the extent of 50 per ccnt by duect recruitment through an open competitive examination and 50 per cent by promotion from among UDCs \\ith a minimum of 5 years' service in that grade

b)

Section Officers: (I) 20 per cent of the substantive vacancies in this gradc ate filled though the Civil Services Esamination, held annually by the Union Public Service Commission, (ii) 40 per cent through the Limited Departmental Competitive Examination held for Assistants in which Stenographers Grade ',C' of Central Secretanat Stenographers' Service are also allowed to participate, (iii) 40 per cent by promotion from amongst Assistants w ~ t ha minimum of 8 years of approved service

c)

Under Secretary: Promotions to this grade are 100 per cent from out of Section Officers on the basis of selection, the eligibility condition being 8 years' approved service as Section Officer/Group 'A' of CSSS.

d)

Deputy Secretary: promotiOn to this grade is made from amongst Under Secretaries having 5 years' service on the basis of seniority-cum-selection.

1 3 ~posh 9 of Css

45.2 1 Under the Central Staffing Scheme, the posts of Under Secretary and above in the Central Secretariat are filled by drawng persons from different Services without any definite quota having been prescribed for any Service The posts of Under Secretary and Deputy Secretary, held by CSS Officers, are treated as 'duty posts'. While the 'tenure rule' is applied to All India Services and Group 'A' Central Services. there is no tenure rule laid down for CSS Officers In view of the nature of duties and responsibilities assigned to the levels of Under SecretaqdDeputy Secretary and above, it has been considered necessary to have officersof dfferent setvices to man these posts Details of thenumber of posts at the levels of ilnder Secretary and Deputy Secretary held by various services from 1980 to 1995 are contamed in Annexes 45 1 and 45 2 respectively

Demands

45.22 AsSociations of CSS Officers have represented that: (a) Section 0.fficers should be placed in the existing pay scale of RS.2200-4000 with Group 'A' status, (b) the CSS should be constituted as a Group 'A' service with predetermined number of posts at various levels, (c) Assistants should be placed in the pay scale of Rs.2000-3200,(d) all posts of Under Secretary, Deputy S e c r e t e and certain .percentages of posts at .the level of Director and Joint Secretary may be reserved for the CSS. (e) disparity in promotion prospects of various services included in the Central Staffing Scheme should be removed and time-bound promotions ensured, (f) a Limited Departmental competitive Examination may be intrduced for promotion of Section Officers to the grade of Under Secrete, (g) promotion quota from Upper Division Clerks to Assistants should be.raised from 50% to 75% and direct recruitment to Assistants grade may be suspended for 3 years, (h) the eligibilih period for promotion to the grade of Section Officer may be reduced from 8 to 5 years, (i) the cadres of Upper Division Clerks, Assistants and Section Officers should be restructured in the ratio of 40:40:20. (-1) the cadre at the level of Section Officer should becentralised so as to remove disparity in the matter of promotion of assistants in various Ministries and to avoid loss of 473

scniority on traiisfcr from onc hlinistn. to anothcr uiidcr thc Zoning Schcnic, (k) special pa!. should bc grantcd whcn postcd as Undcr Sccrctav. &put!, Sccrctanf a i d Dimtor, (,I) Scction Ofliccrs should bc rcdcsignatcd as Assistant Sccrctaq to thc Cio\.crniiicntof India, (ni) CSS should bc allo\vcd rcprcscntation on thc Ccntral Establishnicnt Board. (n) thcrc should bc a conipulsop, training proSrnninic on thc ,it~log! or urgankcd scrviccs and ;1 tised quota in various forcip traiiling programnics. (0)dircct rccruitmcnt at the Icvcl of Scction Officer should bc discontinucd. (p) thc practicc of \vithholding of incrcrncnt of dircct rccruit Assistants duc to non-passing oft!yc\\nting :cst may bc discontinucd. (9) scniorit!. of lntc ciitrruits may bc protcctcd by cnsiiring that \vhcn juniors arc considcrcd for pi oniotion on complction of cligibilit!. scn'icc. scniors should also bc considcrcd. i r ) dcputation quota for CSS Officcrs should bc r a i d from 10% to 204,j. i s ) [tic scnicc conditions of CSS oficcrs should bc rcgulatcd by an Act of Pariianicnt. (1) ttic mlc pro\.iding for conipulson transfa on proniotion should bc rcpcaatcd. (u)the placcnicnt af CSS Officcrs should be niandato? on cmpanclniciit. (Y) thc diffcrcntial in thc pcriod of cligibilit!. bctwcn dircct rccruit and proniotcc .4ssistants for appcaring in Scction Officcrs' gradc csarnination ma!' bc removed. \\v) Assistant Gradc csaniination should bc hcld by the Union Public Scr\,icc Commission on the old pattcrn as thc objcctive t!pc tcst docs not incct thc functional requirement of thc post. (s)n spccific rccommcndation should bc niadc for a highcr ,start on promotion as Scction Officcr/Privatc Sccrciaq. to a\ a d litigation. (>.)CSS Officcrs should bc scnt compulsorily on deputation to Statc Go\~ernmcntsfor at lcast thrcc !cars to ha\x first hand cspericncc aboilt thc slracturc of go\.emancc. pcoplc's problcms ctc. Thcy should be postcd as Sub Divisional OfIiccr/Assistant Collcctor. Dwclopmcnt Officer ctc., (1L lo%, of \.acancies in All India and Ccntral Seniccs should bc rcscrvcd for being lillcd tlirough a Limited Dcpartmcntal Cornpctitive Esamination and Dircct Kccrult Scctioii Offccrs should bc made eligible for promotion to thc Indian P.dministrativc Senicc against a quota to bc prescribed for the purpose. Our rccontntrtida/roir.c

45.23 We have considercd the suggestions and demands made by the associations and our recommendations arc as undcr: (a)

Rr (b)

These demands M C X considered by the Third and Fourth CPC as \tell as by the Bandopadhyay Committec The Bandopadhyay Committee (Novcmber, 1992) came to thc conclusion that thc idca of elcvation of Section Officcrs to Group 'A' status nas untcnablc. unviable and functionall! unsupportablc In rcgard to constitution of CSS as a Group ' A ' scri ICC. thc Coniniittcc had obscnzd that functional specialisation at iiidicr Ic\ CIS \\as the raison d'etrc for Group A ' sen ices like lncornc Tax, Audit and Accounts ctc . nhcrcas thc CSS playcd onl! a rolc supportive of thc senior adniinistratnc le\cl in thc policy making functions of thc Ccntral Sccrctariat bcsidcs running its cstablishmcnt and administration Pcrforniancc of this rolc and assumption succcssfull! of thc responsbilitics assigncd to thc mcmbcrs of thc scn icc justificd thcir flcsibilit! and abilit! to risc abo1.c thc limitations of thcir con\ cntional roic bur did not changc thc distinct naturc 01' thc corc functions traditionall! assigncd to thc scrs icc Keeping in view the fact that the observations of the Bandopadhyay ?:ommittee a r t b a w l on rational considerations. we are not

inclined to recommend placement of the Section Officers in the existing pay scale of Rs.22CKl-4OOO with Group 'A' status or constitution of the CSS as a Group 'A' Service.

.\'o rescrvqtion oJ

posts for any

c)

Considcring the educational qualification, methods of recruitment, nature of duties and responsibilities, availability of avenues for career progression ctc.. wc do not find any justification for placement of Assistants in thc existing pay scale of Rs 2000-3200 and recommend the maintenance of the status quo

(d)

Kceping in view the fact that at prcsent an overwhelming majority of posts at the level of Under secretary and 36% of posts at the level of Deputy Secretary are being held by the CSS Officcrs as also thc functional necessity of induction of other Scrviccs into the Central Secretariat. we do not recommend reservation of posts for any particular service.

(c)

Since CSS is not a Group 'A' Central Service, the promotion avcnues available to Group 'A' Services cannot be extended to its members. Once CSS Oflicers become Under Secretaries, they can aspire for further progression through the imperatives of Central- Stafing Scheme. The Assured Career Progression Scheme recommended by us will provide some relief to the members of the service.

(f)

Introduction of a Limited Departmental Competitive Examination (LDCE) for promotion to the grade of Under Secretary will reduce the availabilih of posts under promotion quota and will adversely affect the promotion prospects of promotee officers. Kecping in view the time being taken for promotion from Section Ofiicer to Under SecGtary. which ranges bctwen 14 and 16ycars, we are not in favour of introduction of an LDCE for promotion to the grade of Under Secretary.

(2)

With a view to maintaining thc qualiv and efficiency of the

se,wtce

:Yo LDCE$or

US

Secretariat Service, we do not recommend raising the promotion quota from 50% to 75% or to ban direct recruitment to the posts of Assistants even temporarily. (ti)

The eligibility pcriod for promotion from Assislant to Section Officcrs' gradc has bcen prcscribcd kecping in view certain rclcvant factors such as sufficiency .of esperience in the feedcr grade to shoulder highcr rcsponsibility on promotion, number of posts in the promotion gradc. actual time taken for promotion ctc. \L'c have bccn informed that against the residency pcriod of 8 \ears, thc actual timc takcn for promotion is 12 ycars (approsimatcfy).No useful purpose would bc scnied by rcducing thc digibility period to 5 ycars Accordingly, we do not recommend any change in the existing provision

475

Restructuring

cadres

SOs to be :Issi.vtanf

(1)

Upper Division Clerks belong to the Central Secretariat Clerical Service while Askstants and Section Officers belong to Central Secrctariai Service. Restructuring cadres cutting across seniccs is not possible. We a*, therefore, unable to recommend acceptance of the suggestion.

0)

Hat ing duc regard to the fact that the Department of Pcrsonncl and Training is already fixing the zone for promotion and handling work relating to recruitment at the level of Section Officer. preparation of a common seniority list of Section Officers for promotion to the grade of Under Secrctary, we recommend that the CSS cadre may be centralised and computerised so that the existing disparities in the promotion prospects of CSS Officers in different Ministries are removed and the seniority of those who move out because of non-availability of vacancies in their own cadre to other cadres is also protected.

(k)

Thc officers of All M a and other Central Sen iccs arc posted to thc Ccntral Secretanat on tenure basis and the\, are not paid dcputation allowance The special pay grantcd to such officers is in lieu of deputation allowance In the case of CSS Officers, besides Lhcir being no dislocation, their posting IS treated as a cadrc appomtmcnt. In view of these distinguishahlc features, we do not recommend the grant of special pay to CSS Officers on their appointment as US, DS and Director

(1)

Functions/duties attached to a post is one of the basic considerations which goes into the nomenclature of a post. The designatlon Assistant Secretary would be a misnomer in the case of Section Officers as the appeltation Secretary connotes some authority to take decisions, authentication of orders on behalf of President. whereas no such powers are ensisaged for them in the present scheme of things. We are, therefore, unable to recommend the restoration o f designation of Assistant Secretary to the Section Officers which was abolished with the introduction of re-organisation and re-inforcement scheme for the CSS in the year 1948

Secretaries

Hepresc~tirafioti OH

rt33

(m) The Ccntral Establishment Board (CEB) is a Committee 01 Secretaries and there being no CSS Officer at the level of Secreta~.orA&tional Secretary,we are unable to recommend the representation of the GSS on the CEB (n)

With a view to ensuring &$the CSS Officers arc no1 found wanting in the discharge 6f%qw duties for lack of knowledge of the Iatcst dmelopments taking piace around the world, we would recommend that they should be given suitable exposure to foreign training programmes. They may also be made eligible for the training programmes organised by the Training Division of Department of Personnel and Training

476

for various services and officers appointed to the Central Secretariat. (01

Thc Central Secretanat has undergone radical and qualitative changes and the tasks performed b!, it have become more complex, vaned and fwrction- specific Members of CSS have rmcalcd thcv potentiditm for bemg able to perfom much larger and complex tasks and have acquitted themselves as creditably as members of @her3c~vices It would, therefore, be desuable to induct fresh blood at the level of Section Officer and we accordingly tecomlecnd that direct recruitment in the grade of Section Officer may continue, as at present

(p)

We have been infixmed that at present, the second and subsequent iKxanarls are wthheld for a penod of 5 years or tdl an Assistant passes the typewriting test or attains the age of 45 years, whicheva is earlier The withhcld increments are restored on reaching the 7th incremental stage With the introduction of computers and their increasing usage by the Central Mimstri-a, we are of the view that an Assistant may be given an option to attain proficiency either in typewriting or in computers and may be required to undergo such training and pass such tests as may be prescnbed by the Department of Personnel and Training for release of increments. We do not find any justification either for abolition of the typewriting test or for reducing the minimum speed of 30 words per minute or the number of increments which may be withheld for not qualifying in the typewriting test and recommend accordingly.

(4)

We recommend that the general guidelines issued by the Department of Personnel and Training which provide for consideration of seniors when juniors are considered for promotion on completion of etigibility service, provided the shortfall in svvicedseniors is not more than one year, may be followed in the case of CSS Officers also

Iwcrease in de$u,rution quora

(r)

As any increase in t kquota from the existing 10% will have thc effect of increasingtbe strength of the c,adre, which is contrary to our gencral approach to reduce the size of the government machinery, we do not recommend any increase in the deputation quota and would like the status quo to be m a in t ai ned.

A C I a/ Pnrliament

(s)

The CSS Rules have been framed under the proviso to Article 309 of the Constitution and have been in force since 1962. The other oyganised senices similar to CSS are also governed by the mlcs issued under proviso to Article 309 of the Constitution. NO problems have been experienced by thc Government in the absence d a n Act of Parliament. We accordingly recommend the maintenance of the status quo.

.i!holition of &pewriIing test

Seniors and

Juniors

477

Tratisferr policy

(1)

It appears to us that the cxisting provision has been made in the rulcs to providc grater exposure to CSS Ofliccrs so that they can chschargc their assigned duties effectn cly Movement from one M tnisqe to a n o h x provides opportunitics for interaction and criablcs acquisition of kno\vledgc on iiiattcrs \\ hich are drnlt w t h b!, thc ncw Ministry With a vie\\ to cnsuring that thc \ a r i d cspcricnce acquired by the CSS officcrs IS available to all thc MiiustricdDeparbnents, we recommend that a comprehensive transfer policy may be framed for transfer of CSS Officers from one Ministry to another. Such transfers should, however, not be linked with promotion as the compulsory shift a t the time of promotion further delays the already delayed promotion. CSS officers up to the level of Under Secretary may be considered for transfer from one Ministry to another after 10 years of service in a particular Ministry/Lkpartment

(u)

The Go\.cmmcnt has reccntl!. decided that not lcss than 25% of posts of Dcputy Secretiu) in cach Minis@./Dcpartmcnt should be filled by CSS Officers and appointment to such posts should be madc mandator?; i.e.,on assignment basis by thc Establishment Officer with the approval of Civil Scniccs Board. It has also bccii dccidcd by thc Govcmment that CSS officcrs included in thc Dircctors suitability list may be considcrcd for mandator?. posting after their names are circulatcd for one ?car with effect from thc datc of approval of the list b!. thc Appointments Committce of Cabinct (ACC) or on rcceipt of ACC approval to the subsequciit suitabilit!, list. \vhichc\ er is latcr. A suitablc provision has also been madc in rcspoct of officers who could not be appointed as Joint Secretary during circulation of their names. Thqt \\-ill also be considered for mandatory posting if they have bcen empanelled for 3 years or more or they have got only two years' service for superannuation. In view of the remedial mcllsures taken by the Government, we d o not propose t o make any further recommendation in this regard.

(1.)

(tv)

W e recommend that the disparity in regard t o years of service after which direct recruit and prornotee Assistants can appear in the Limited Departmental Competitive Examination may be removed.

We havc been informed that the Assistant's Gradc Examination is conductcd in two stages The first stagc IS an objcctlve t>pc test. \\hereas in the second stagc, featurcs of a descriptive csamination have been retained We, therefore, do not recommend any change in the existing pattern of examination conducted by the Staff Selection Commission

(s)

Thc Go\cmmcnt has infonncd us that in thc abscncc of a spccific rccommcndatlon from thc Fourth CPC. thc bcncfit of fixation of pa! at trio incrcmcntal stages highcr than thc iiiininiuin pay of thc-pa! scalc on promotion of Assistant and Stcnographcr Gradc

'C'to the grade of Scction Officer/Private Secretary was withdrawn and subsequently restored in implementation of an award of Board of Arbitration. Keeping in view the above facts, we recommend that the existing practice should continue. (y)

(1.)

Wc arc of the t icn that thc ettectiveness 01 ~ 3 oIiiccrs 3 can DC definitcly improved If t h q are given field postings in the states where thcy \\odd get an opportunity for learning on the job This w i l l bc an improvement over the scheme of field training We, therefore, recommend that training posts should be earmarked in the States for CSS officers and the Department of Personnel and Training should evolve a scheme of field training involving independent postings to various posts in States for a period of three years. We do not find an!. merit in the suggestion to reserve 10% of vacancies in the All India and other Central Senices to be filled through a Limited Departmental Competitix Examination. Similarly, there is no merit in the suggestion that the Direct Recruit Sccti.on Officers should be made cligible for promotion to thc Indian .&h&nistiative Service as the promotion of cficials to thc Indian .\dministrative Sen;icc Cadrc against a quota rcscmcd for thc purposc is madc from among thosc bclonging to tlie fccder State Civil Service and Direct Recruit Section Officers do not bclong to any feeder State Civil Service. We, do not therefore, recommend acceptance of the demands.

1j,24 Thc d i e r suggestions made relate to (I) stopping participation of Stcnogaphcrs Giadc 'C' in thc Scction Officers' Grade Exanination a i d discontinuance of lateral entry of Private Secretaries to the grade of Under Sccrctay, (ii) tiniely rcleasc of select lists/pancls for promotion of CSS officers at the levcl of Under Secretary, Dcpuh Secrctq, Director etc: and clcarancc of thc backlog, (iii) upgradation of posts of Desk Officer to the Icvel of Under Sccretary on account of thcu performing the statuton' duty of authentication of Got*cmmcnt Orders and shouldering higher responsibilities.

O h c r dcniurids

We have gi\w our careful consideration to the suggestions which 45.25 are discussed belotv: LNIL,~NI i ~ of (:sSs IIflO CSS

n

(1)

We haw taken note of series of rneasurcs taken b? the Govcmmcnt to improve the promotion prospccts of Central Sccretariat Stenographers' Service oflicers such as (a) participation in the Section Officers' gradc e\amination.(b) raismg of 1e1el of stenogaphc assistance to Directors at the level of Pn\ atc S c c r c t q instcad of Stenographer Grade C'lcading to upgradation of se\eral posts to the level of Privatc Sccrctaq .(c) rcstructuring of csdrc in thc ratio of 40 40 20. (d) merger of Gradcs ' A ' and 5'.(c) suspension of direct rccruitnicnt to Grade 'C' against 1 acancics of select list of I993 m d 1994- rcsultant 1 acaiicics bung fillcd through scniorit? and dcpnrtmental c\,uiiination quota in the ratio o i SO 50. (0 introduction of gradc

of PPS which is equivalent to Under Secretary, etc As a result of the. remedial measures taken by t,hc Govcnunent. the avcrage timc taken for promouon to Gradc ' C' has come don n from 17 to 13 >cars. from Grade 'C' to thc grade of PS from 13 ycars to 10 years and from PS to PPS grade, the average timc taken is 13 years As against the above promotion prospects ot C5bS officers, the averagc time taken for promotion from UDC to Assistant is 10 years. from Assistant to SO I 2 years and from Section Officer to Under Secretav 16 ycars Having duc rcgard to the fact that diere IS acute stagnation in the CSS at the levcl of SO and US for promotion to the grade of C5 and DS as also thc Improbedpromohon prospects of C S S S officers in their own linc, we feel that a review of the existing provisions in terms of which CSSS officers are allowed lateral entry into CSS is overdue M c r analysing the situation in thc propcr pcrspective, \ve hale made suitable recommendations on this issuc under the heading Ccntral Secrctariat Stenographcrs' Sen icc (ii)

We would recommend that delays of more than three months in the issue of panels, reckoned from the date on which panel is expected to be released every year, should be avoided. We would furthe? urge upon the Government t o make the position up to date in a time-bound manner by bringing out the panels of previous years.

(iii)

Keeping rn i ~ c ntlic advantages arising out of desk pattern of funchorung ix agriinsi the conventional section. we recommend that the Desk Officer pattern be expanded to a greater extent, by converting as many sections as possible. To begin with, 25% of the sanctioned posts of Section officer may be converted into Desk Officer and placed in the newly created pay scale of Rs.2500-40o0. With a view to ensuring successful functioning of the Desk Officer system, we recommend that a desk should be manned by two officers who could either be two Desk Officers, one Desk Officer and one Under Secretary or two Under Secretaries, who should be provided with independent Stenographers and a common desk attache at the level of Assistant. Other supporting staff, as considered necessary, may also be provided. At a later stage, when the Executive Assistant system comes into force, two Executive Assistants for each Desk would probably suffice.

45 26 It ws brought to our noticc that Section Officers \vcrc reluctant to accept a posting HS Desk Officcr bccause of the meagre amount of special pay of Rs 150 which was pa! able on appointment as Desk Officer (DO) \\ ith thc result that posts of DO rcmaincd unfillcd To owrcornc this problcni and to attrxt competent SOs to man thc posts of DO. n c hate recomnicndcd a ncu pa\ scalc of Rs 2500-4000 which. n c f d . is commcnsuratcwth the nature of dutics performed

4x0

and responsibilities shouldered by DOs. We also received a number of representations from associations representing CSS officers registering their protest agiunst the proposed mtrcduction of an intermediary pav scale between SO and US and espressmg apprehensionsabout their promotion prospects to &e grade of US and above We would like to clarify that the fears expressed by CSS officers arc b a d on their lack of appiaation of the erTo~isinade b) b e Commission to reheve stagnation aff.lictmg their cadre. According to the memorandum submitted by CSS Dtrect Recruit Assistants' Association, it takes approximately 12-13 years for an Assistant to become a Section Offker. We have also taken note of the fact that SOs mcluded in the Select List of 1980 have been promoted as US towards the end of 1996 It IS thus clear that a direct recruit Assistant remains in the pay scale of SO for 27-28 years of hs senwe. unless be becomes SO earlier through LDCE ~f whch l casc he remains in thc pa! scale of SO upto 2 1 or 22 years of his scrvicc 45 27 Taking notc of the fact that SOs take about I6 years to become USs, we thought of providing somc relief to this important lcvel of functionaries We have recommended in para 45 25(iii) above conversion of 25% of posts of SO into DO in the pay scale of Rs 2500-4000. SOs being at thc cutting edgc in the Central Secretariat and keeping in view then career aspirations, we further recommend that SOs in the CSS, AFHQ Civil Service, Railway Board Secretariat Service and IFS(B) shall be eligible for second financial upgradation in the pay scale of Rs.2500-4000 under the Assured Career Progression Scheme on completiori of 5 years' service in the grade of SO as a special dispensation. We also recommend that there shall be no residency period in the pay scale of Rs.2500-4000for their eligibility for promotion to the grade of Under Secretary on functional basis. For functional promotion to the grade of US, the s c n x c rendered as SO or combined servicc as SO and DO shall be reckoned as at prcscnt As regards progression of CSS officcrs to the level of Deputy Secretary, the information contained in Annexe 45.2 reveals that on an average 36% of the posts of DS have been held by CSS Officers during the last 16 years. Keepmg this trend in view, we do not see any justification in CSS Officers entertaining the fear that they would not be given their due sharc of posts at the level of DS and abovc 45.28 A dispassionate comparison of the position given in the preceding two paragraphs would reveal that as against the existing position of an Assistant entering the grade of SO in the 12th or 13th year of his service, hc would now be in the next pay scale of Rs.2500-4000 in the 14th year under thc special dispensation accorded to CSS Officers in consideraticm of the important role played by them in the Central Secretariat. This by no means can be described as reduction -intheir promotion avenues as we have not suggested any changes whatsoever in the existing conditions regulating the grant of promotion on functional considcration.

REFERENCE MADE BY DOP&T

AND OTHERS

45 29 The Departdent of Personnel and Tranmg have rcfcrred to us for our considcration the dcrnands raised in the JCM fora relating to rc\ ision of pa\ scale of (a) Grade 11 of CSCS (LDCs). (b) Assistants of CSS and Private Secretancs of CSSS Bcforc a formal disagreement could bc rccordcd pavingthc way for referring thc abo\ c dcniands to the Board of Arbitration. thc Fifth CPC' 4x I

was constitutcd and as pcr decision of thc Government such issues raised in thc 3CM fora on which formal dsagrcement had not been recorded, haw becn rcfcrred to the Commission. Somc of the Section Officcrs had also filed a pctition before Principal Eknch of thc CAT sceking removal of the anomalies which had arisen in the pay scale of Scction Officers conscqucnt on rcvision of the pay scale of Asclstant 4 contempt petition w s z!:c fi!d by the petitioner SOs tcfarc t!c CAT wtuch was finally dropped on informing thc court by the Govenunent that it had decidcd to place thc mattcr before the Fifth CPC. Thcse petitioners have also urgcd upon us to rcmove the anomaly b\*rciwng thc pay scalc of Section Officcrs .Yo ope,hg of

pasf cases

45.30 Thc Commission would invite thc attcntion of the Governmcnt to its dcmi-official communication No. 50/4/94PC(Coord) dated 17.1.1996 addrcsscdto all the Sccrctaries and Hcads of Dcpanmcnts clarifying that thc Fifth CPC had no intention of re-opening past cases or in making any recommendation with respect to rectification of anomalies with retrospective effect and that all our rccommcndations will h a \ x prospcctivc cffcct from our rcconmicndcd datc only. The Administrati\k blinistnes \vcrc rcqucstcd to settle the past cascs at thcir lcvcl and clarify to thc conccmcd judicial authoritics thc restriction on thc scope of jurisdiction of thc Commission \vhcnc\!cr such matters c a m up for l~caring.!n this view of the matter. it ivould not be dcsirablc for us t. m&c any recornmcndations for removal of anonialits u.hich have occurred in thc past and p n t new pay scales retrospectively. Such matters may be decided by the Governmait itscl f.

CENTRAL SECRETARIAT STENOGRAPHERS' SERVICE Htslorrcal back~ound

45 3 i The Central Secretariat Stcnographcrs' Scnice ( C S S S ) IS one of the three Central Secretariat Services. The Scnwc was constitutcd in 1951 to man thc posts of Stenographer in the Central Secrctariat and attached offices. The cadre structure of tlie service has undergone changes as a result of the recommendations of thc Pay Conunissions and other cadrc rc\ ic\t bodies

Redrganisation, 1 Y6Y

45.32

The CSSS was reorganised \vith cffcct from 1st August. 1969. Thc rules as amended on unplementation of the recommendations of the Third Pay Commission provided for four grades of Stcnographcrs iii the Central Secrctariat namciy 'A'?*B'$'C'and 'D.The total strcngth of thc scnicc was about 5,800. In 1962, thc C S S S was dccentralisedwith a vicw to providing grcatcr flcsibitity to its stmcturc and cnsuring effective control owr thc stdf by the MinistrylDcpartment concerned. Under the decentralisation schcmc, promotions, confirmation, ctc. arc made cadrc-wiseby the respective cadre controlling authoritics. Consequcnt upon thc cnforccmcnt of the decentralisation schcmc. ccrtain disparities had devclopcd in thc promotion prospccts of CSSS officcrs in diffcrcnt Ministrics/Departmcnts. To minimisc such disparities, the zoning schcmc ivas introduccd under which regular ,and long-term promotions arc madc b!. thc local cadrc controlling authorities from amongst the officcrs who arc within thc rangc of seniority specificd by thc Dcpartmcnt of Pcrsonncl and TrnininS froin timc to timc. If a pcrson within, tlic zonc is not availablc for promotion in ;Icadrc, thc vacancy is to bc reported to thc DOPT for bcing !illcd b!. pcrsons from othcr cadrcs \she could not gct promotions in thcir own cadrc for n m t of t'ncancrcs.

4x2

Merger of Grudesif'Gr

'*'

.?i.~tIlG

improvements

45.33 Gradcs "A' and 'B' of thc CSSS wcrc merged on the reco@ations of the Fourth CPC. With a view to providing further satisfactory promotion avenues fix the mcmbcrs of thc CSSS,the posts of Private Secretary to Sccretaries to Government of lndia and cquivalcnt officers were upgraded and placcd in the pay scale of Rs.3000-4500. 45.34

Fur improving the promotion prospects

01

Stenographers in

CSSS,posts in grades 'D','C'and 'A'&*B(merged) were pooled together and their strengh \\.as refixed in Novembcr. 1993 in the ratio of 40:40:20 in each grade of thc scrvicc. The existing norms laying d o w the cntitlement of officcrs to stenographic assistance conscqucntly stood relased to the extent required. The restructuring of Ihc service rcsultcd in upgradation of about 355 posts from Grade ' Dlo Gradc 'C' and 28 I posts from Gradc 'C'to Grade 'A' & 'B'(mcrgcd).

I'rcre,tl psiriori

Recruitment and promotion to sarious grades arc govemcd b!. thc CSSS Rulcs, 1969, supplementcd by Lhc Ccntral Sccrctariat Stenographers' Scnicc (Privatc Secretary Grade) Rules. 1989 for promotion to the gradc of Principal Private Secretary. The position regarding numbcr of grades in the CSSS, thcir classification, number of posts in each gradc and the esisting pay scales is indicated in the following Table:4 j .3j

Table as on 1 .I1994

Demands

Pay Scale

Classification

No. of posts

(b.1

Principal Private Secretary

Group A

93

3000-4500

Private Secretary (Gazetted)

Group B

I567

2000-3500

Stcnographer Gr.'C' ("on-Gazetted)

Group B

2704

1640-2900

Stenographer Gr.'D

Group C

2689

1200-2040

Grade

45.36 Associations representing Stcnographers the Central, Secretariat Stenographers' Service (CSSS),Railway Board Stenographers' Service (RBSS). Armcd Forces Hcad Quartcrs Stcnographcrs' Service (AFHQSS), and liidian Stcnographcrs' Scn.ice (IFS(B)SS) in their writtcn and Forcign Scnice (Grade *B) oral submissions before the Commission coniplaincd of acute stagnation in thcir rcspcctive semiccs and madc scscral suggcstions for improvemcnl of their promotions prospects. Thc main suggcstions made are that: (a) they should bc given at lcast three time-bound promotions on completion of 9>18 and 27 \cars of sckicc on the andog?'of such promotions Iinsing bccn introduced by many ol'111i Statc Govcnunents such as Kajasthau. Giijarat, West Bengal etc:. (b) Principal Private Scrrctaries (PPSs) should bc promolcd to thc gradc of Dcputy Sccrctar?.

and above, (c) Additional Secretaries should bc providcd stenographic assistance at the level of PPS instead of PS, (d) the entitlement of officers to their personal staff should be chanced, (e) lateral cntry' of Stenographcrs to the Central Sccrctariat Service at thc level of Section Officer, k s k Offccr, Under Secretary, Dcputy Secretary ctc. shoutd be allowcd, (f) Promotion quota in the gradc of Privatc Secrctary may bc raiscd from 50 to 75%; unfilled vacancies of Private Sccrctary pertaining 10exarmnation quota should be divcrtcd to promotion quota by Jinendng the CSSS Rules, (9) the ratio for recruitmcnt to Stenographer Grade 'C' should be changcd to 2 5 2 5 5 0 for direct recruitment, dcpartniental examination and seniority quotas rcspxtivcly, (h) thc post of Principal Privatc Sccrctary should bc fillcd on scnioritycum-fitnessbasis to avoid supersession of Privatc Sccretarics, (i) 50% of thc vacancics in thc grade of PPS may bc filled on tlic basis of a departmental examination to be introduccd for the purpose, and (1) the posts of Private SecretqIAdditional Privatc Sccretary to Ministers, Menibcrs of Planning Commission ctc. may bc included in thc CSSS. Oitr

rL.co,ttnrorjciriorrs

PPS to Additional Secretaries

Wc havc given our most sympathetic consideration to the scvcral siiggestions madc on behalf of Stcnographcrs by their rcspcctive associations and have analyscd their promotion prospects with refcrencc.to thcii counterparts in offices outsidc thc Sccrctariat and other comparable scrviccs. We have been informed by thc Govcmmcnt of a series of nicasurcs takcn for improvemcnt of promotion prospcits of Stenographers at different lc\.cls. Thcsc nicasures havc been listed elsc\vhcre in this Chapter under the heading "Ccntral Secretariat Senice". Our analysis reveals that Stenographers in the Sccrctariat arc at a more ad7anlageous position, as far as time taken for promotion from onc grade to another is conccmed, when compared to their counterpans i n thc subordinate offices and almost at the samc position with other comparablc scmices in the Secretariat. W l c we rccognise the need that each servicc should have rcasonablc opportunities for career progression, at the same time we x e of the firm \iew that the promotion prospects of a particular service cannot be improvcd at the expense of another service. We have also noted the observations of the Third CPC that the experience gained by good Private Secretaries should continue to be utilised in the line in which such espcriencchad been gained instead of the senior and esperienced CSSS officers branching out into a somewhat different line at this level. Pursuing the policy and principles enunciated by our predecessors to provide adequate opportunities for career progression in their own linc, wc make the following recommendationsto further improve the promotion prospects of Stenographers at different levels in thc Secretariat:

45.37

(I)

At present there are only 93 posts of Principal Private Secretary as against 1367 posts of Privatc secretary and the average time taken for promotion from Private Secretan. to Principal Private Secrctary is around 13 years. We recommend that o f k e r s holding posts of Additional Secretary or equivalent rank may be provided stenographic assistance at the level of Principal Private Secretary. As per information furnished by the Department of Personnel and Training, this would need upgradation of 65 posts of Private Secretary to the level of Principal Private Secretary in the CSSS. We recommend upgradation of 65 posts of Private Secretary to the level of Principal Private Secretary. This would r a m thc total number of posts of PPS io 158.

484

Senior PS

(ii)

Availability of 158 promotion posts of PPS against 1302 posts in the feeder gade of Private Secretary appears to be inadequate. With a view to ensuring that Private Secretaries have airnost thc same promotion avenues as are available to members of other comparable senices, we recommend that 25% of posts of Private Secretary riiay be placed in the pay scaie of Rs.2500-4000.Such of the Private Secretaries who are placed in this pay scale should be known 'as Senior Private Secretaries,

Senior I'PS

(in)

At prescnt Principal Private Secretaries do not have any promotion avenues. With a view to ensuring their continued availability to the senior functionarics and meeting their carecr aspirations, we recommend that of the 158 posts of Principal Private Secretary, 58 posts (approximately 37% of Principal Private Secretaries) may be placed/operated in the pay scale of Rs.370@5000. Such of those Principal Private Secretaries as are placed in this grade may be designated as Senior Principal Private Secretaries and their placement in this grade should be made strictly on the basis of selection.

IAteral entry to

(IY)

css

With the acceptanceof our above recommendatmns coupled with Assured Career Progression Scheme which would be equally applicable to CSSS Officers, their promotion prospects would u-nprove considerably in their own line. This calls for a review of the e>clstmgpracbce of lateral entry of CSSS officers to the level of Section Officer and Under Secretary We have noted that after 1986,promotions to the grade of Under Secretary are being made on ad hoc basis because of seniority dispute between dlrect recruit and promotee Section Officers and as a result thereof no Pnvate Secretary has been promoted as L'nder Secretary. It has also been reported by the Government that as on 1.7.94,only 17 Private Secretaries were working as Under Secretaries. On the other hand, CSS Section Offices are also faqng acute stagnation and the actual time taken for promotion to the grade of Under Secretary has men to 16 years as against the provision of 8 years m the recruitment rules. Keeplng in view the Insignificant number of Pnvate Secretaries who are working as Under Secretaries and the stagnabon afflicting CSS, we recommend that lateral entry of Private Secretaries to the grade of Under Secretary should be discontinued. As regards entry of Stenographers Grade 'C' at the level of Section Officer. recognising that merit should be encouraged, we recommend that only those Grade 'C' Stenographers who are graduates should'be allowed to participate in the departmental examination for the Section Officer's grade Once a Stenographer becomes a Section Officer on the basis of LDCE, he can avail himself of the promotion prospects available to CSS Officers As the CSSS officcrs vould have promotion opportunitics up to the pay scale of Rs 3700-5000. we recommend that for direct recruitment

485

at the level of Stenographer Grade 'C, the educational quatification should be raised to graduation. Second RCP

(v)

In regard to sewnd financial upgradation under the Assured Career Progression Scheme, the CSSS Officers shall be entitled to thc same concessions as es:cndcd lo CSS offccrs iir pala 45.27 as a special dispensation.

Furher upgradation

(vi)

The upgradation of posts as a result of our abovc recommendations would be a one-time measure and we recommend that further upgradations in future shouldbe made in consultation with Internal Finance.

Applicatioii Other

to

serv'ces

Entitlement to

stafl

4 5 38

Since the Railway Board Stcnographers' Service, Arnicd Forces

Head Quarters Stenographers' Service and Indian Foreign Service (Grade * B') Stcnographers' Service are structured on the lines of Central Sccrctariat Stenographers' Service, we recommend that the benefits of our recommendations made in sub paras (i) to (vi) above should be extended to members of these services. 45 39

As regards entitlement of officcrs to their personal staff, it is a common knowledgethat the number of personal staff working with senior officers of and abow the rank of Joint Secretan is gcncrally more than their entitlement Such additional staffarc divat#i from othcr offccrs whose work naturally suffers With a view to fonnalising the existing practice and providing reasonable personal staff to senior officers of and above the rank of Joint Secretary, their existing entitlement would require modification. The upward revision of entitlement should not lead to creation of new posts but it may be managed by redeployment of the existing manpower which is found to bc(surp1us on implementation of the recommendations of the canmission on optimising the size of the government machinq. The purpcwc of wising the entitlement of senior officers is to provide transparency in the system and to relieve the administration of the problem of manipulation. We recommendthat the entitlement of officers to personal staff may be revised as under:-

-

Post

Present entitlement

Proposed entitlement

Secretary

PPS-1 PA -1

PPS- 1 PA -1 Steno Gr.'D' or LDC

Ps-1

Same as above

Additional Secretary

PA- 1

PS-1

Joint Secretary '

Steno Gr.'D' - 1 orLDC 486

PS-1

-1

We would like to clarify that the scale of entitlement of officers to their personal staff as recommended by us in the preceding paragraph is not expectedto be the same for each and every oficcr holding the above posts but the actual deploymm w u i u vary according to the normal workload and functional requirements of the job which should prefwably be assessed from time to time.

Variations possible

45.40

PromofeesPs'

45.41

examinees

Setitorin, quota

With a view to providing equal opportunities to both the promotees and examinees and maintaining the stature of service and quality of stenographicassistance at the level of Private Secretary who are posted with senior functionaries, we do not recommend any chhnge in the existing ratio of 5050 for promotion and departmental examination quota at the level of Private Secretary. Si&larly, we are not in favour of diverting the unfilled vacancies of Private Secretaries pertaining to examination quota to the promotion quota, as such a step would distort the structure of the service thereby affecting its quality. 45.42 The proposal of the associations implies raising the seniority quota from the esisting 25% to 50% and reduction in the direct recruitment quota fiom 50% to 25%. Having regard to the fact that stenographers Grade 'C' would now be able to &pre for promotion avenues up to the pay scale of Rs37O0-5000,

we are not inclined to agree to the suggestion and would recommend for maintaining the status quo Promotion :hrougli seleclion

45.43 Having regard to the fact that Principal Private Secretaries are attached with hghest functionariesin the Minisbries, it is only appropriate that only

those officers who can provide effective assistance to the top executives in the transaction of Government business are promoted as PPS. We, therefore, recommend that the existing practice of promotion through selection should continue. LDCE at PPS kvel

Introduction of a Limited Dcpaxtmcntal Competitive Examination for Private Secretaries, for promotion to the grade of Principal Private Secretary, would increase the waiting period for promotion to the grade of Principal Private Secretary. In view of limited number of posts at the level of Principal Private Secretary, we do not recommend the introduction of a departmental examination at this level.

45.44

P.S.10Ministers

45.45

O h r demands

45.46

With a view to providing flexibility to Ministers and Mcmbers of the Planning Commission to appoint a Private SecretaqdAdditional Private Secretary of their mvn choice, we are not inclined to recommend any change in the existing practice. The other demands made by the associations representing Stenographers arc that. (a) the nomenclature of thc Central Secretariat Stenographers' Service should be changed to Central Sccretariat Executive Secretaries Sewicc and the ncw nomenclature should bc applicablc to similarly structured services, (b) thc esisting designations should bc changed to Principal Executive Officer/Principal Executive Secretary. Esccutrvc OTficcrEsecutive S m q ,Esecutivc Assistant and Junior Executive Assistant i n placc of existing Principal Privatc Sccrctag . Private Secretary, Stcnographcr Gradc 'C'and 'D 487

respectively, (c}different ACR forms should be prescribed for the four grades, (d) Central Secretariat Stenographers' Service offices shuuld be nominated to various administrative training courses at par wth personnel in equivalent grades, (e) special allowance at the rate of Rs.300,Rs.400,Rs.500and Rs.600 per month should be sanctioned to Stenographers Grade 'D,*C','A' and ' B (merged) and Principal Private Secretary respectively for attendmg ofice beyond normal working hours and on Saturdays, Sundays and other gazetted holidays, (0 Private Secretaries should be granted special pay of Rs.400 per month on the same basis on lvhich it is paid in the Prime Minister's OfficdCabinet Secretariat, (9) Stenographers who work on ComputersPersonal Computers and other modern gadgets should be granted special pay; and (h) different charter of duties should bc prescribed for the four grades of CSSS 45 47

We have considered thc suggestions which are discussed below

Kame of senwe

(a)

We have been infomid by Government that this suggestion u as considered by a Committcc of the departmental council of Department of Personnel and Trairung which found no functional justification for changing the nomenclature of the senwx Accordingly, we do not recommend any change in the existing nomenclature of the service

Besignations

(b)

Wifh a view to ensunns that the designations of stenographers at different levels are such that they have a nexus with the nature of work expectdperformed and do not lead to confusion. we recommend the following designations for stenographers at different levels:-

.4CR Forms

( c)

Existing

Proposed

New grade proposed

Senior Principal Private Secretary (Senior PPS)

Principal Private Secretary

Principal Private Secretary (PPS)

New grade proposed

Senior Private Secretary (Senior PS)

Private Secretary

Private Secretary (PS)

Stenographer Grade 'C'

Personal Assistant (PA)

Stenographer Grade ' D'

Stenographer

The Government has informed that thc ACR forms of diffcrcnt grades in the CSSS ha\c been rcvised on 19.10 1993 aftcr 488

dscussion with the staff side. In this view of the matter, we do not propose to make any further recommendation on the subject . Duties

(d)

With a vicw to enabling thc CSSS Officers to perform multifmous duties, we. recommend that their training cowses should be specifically tailored to multi-skilling with considerable emphasis on the operation of comfluters.

OTA

(c)

While the non gazctted officers are granted overtime allowance for performing duties bcyond office hours, others are compensatcd b) way of honorarium and reimbursement of conveyancc chargcs. In view of this, we do not find any justification to recommend grant of extra duty allowance.

Special Prv,

(f)

Spccial pay has bccn grantcd to the Privatc Secretaries in thc Prime Ministcr's Office/Cabinet Secretariat in consideration of these officcs occup!ing a unique position, which is not thc case with other offices. In this view of the matter and having regard to the financial implications involved in the acceptance of the suggestion. we do not recommend grant of specizl pay to the Private Secretaries.

(g)

Having regard to the fact that modem gadgets such as Computers. Pcrsonal Computers, Fax Machines, Photo Copiers have facilitated the job of Stenographers b a great extcnt and cause less fatigue as compared to working on conventional machines, we do not find any justification for grant of special pay for working on modern gadgets.

(h)

With the restructuring of CSSS in the ratio of 40:40:20, the existing norms laying down the entitlement of officers to stenographc assistance have already been relaxed which implies that Stenographers Grades 'D,'(2, 'A' and 'B' (merged) can be deployed with my officer irresmtive of his entitlement. The Assured Career Progression Scheme, recommended by us elsewhere, envisages operation of posts on floating basis i.e. the same person. unless he has been promoted to the next post on functional basis, shall be placed in the next scale of pay on completion of a specified period of service subject to his being found fit by the Departmental Promotion Committee. The Stenographer so dcployed with an officer can be of any grade and he may be the only person to assist the officer. With a vicw to ensuring that the services of Stenographers are available effectively and full flexibility is provided to make use of thcir services in the best possible manner, we recommend that the following duties may be included in the Office Memorandum of Department o f Personnel and Training dated 12.4.1988 -

Duties to be included

(i)

Supervision of staff wherever admissible in the personal section of the officer to ensure punctuality, courteousness, neatness and discipline.

(ii)

Proper maintenance, upkeep and custody of all house keeping items and equipment like computers, photocopiers, typewriters, telephone instruments, FAX machines etc. in the personal sectiodwith the officer.

(iii)

Maintenance of confidentiality of papers routed through the personal section.

We recommend that the scope of duties may be widened further by suitably incorporating the sentence "TOassist the officer in the manner desired by him/her". We also recommend that, as far as possible, members of CSSS should be posted with officers who are entitled to them wherever the scale of assistance has been prescribed.

CENTRAL SECRETARIAT CLERICAL SERVICE Ilistoricnl hockgrorord

45.48 Thc Central Smetariat Clerical S c n x c (CSCS) is one of thc three organiscd Scniccs included in the Central Sccrctariat Scniccs Schcme. Thc Service \wsconstitutcd dong nith the CSS during thc !car 195 1 but its Rulcs wcrc framed later and canic into force on November 1,1962. 'The CSCS has only two - gradcs, namcl!. thc upper division grade and the ldwcr division gradc. Thc strength offie two gradcs 3s on 1.7.1994and the scales pncscribcd for cach arc as follows:Gradc

Scale of Pav

-No of posts

Gradc I RS.1200-2040 (Upper Division Clerks)

5$38I

Grade I1 Rs.950-1500 (Lo\ver Division Clerks)

5,615

45.49 Recruitment to the CSCS at the lcvd of Gradc II used to be made through an All India Cornpdhve Examination in rcspcct of 90% of the vacancies with the provision for fillmg the remaining vacancics on thc basis of a compctitivc exammabon lirmtcd to sutable Class IV personncl nho ncrc F\latriculatcsand had more than 5 !.cars scn ICC

45.50 Vacancies in Grade I of the CSCS uscd to bc filled generally by promotion of L o w r Division Clerks in Grade 11 subjcct to rcjcction of thc unlit. The provision for filling jO?hof the vacancics in Gradc I through a Departmental Examination limitcd to thc LDCs was not invokcd till Dccembcr 1969 whcn thc first esamination \sas hcld. /ticreuse in prriitiolioii yuok?

45.51

The CSCS Rules werc amcndcd in 1990 to pro\.idc for filling 5% of thc vacancics carmarked for Group 'D' crnplo~~cos through a qualifying csamination and thc rcmatning 5% on scniorit~~-curn-fi~iicss basis. A dcmand of thc Staff Side in, thc Dcpartmcntal Council (JCM) for rcducins thc qualifying scryicc for appearing in the esamination from 5 to 3 \.cars and increasing thc promotion quota from lo./, lo 20% was rcferrcd to thc Coniinittcc of Ministers It

recommended that the quota may be raised from 10 to 15% subject to certain conditions. Since the conditions were not acceptable to the Staff Side, the status quo was maintained. Subsequently, howevcr, thc Staff Side agecd to the recommendations of the group of Ministers in April 1991. Orders raising the promotion quota wcre issued in August 1992. Restructuring o$

CSCS

Method o$ recruitment of L K S

The cadre of CSCS was restructured in the ratio of 60.40 I e 60 LDCs and 40 UDCs in 1978-79. This ratio was fiuthcr revised to 50 50 \v c f April, 1994

45.52

45.53 At present recruitment to 85% of thc \.acancies in the grade of LDC is niade through an all India competitive ssarnination. The remaining vawncics arc filled through a Limited Departmental Qualifying Examination to the extent of l(Y!h a:;d on seniority-cum-fitness basis tti thc cstcnt of 5% from among educationally quaiificd Group D' employees.

45 54 Vacancies in thc grade of lJppcr Di\ ision Clerks arc filled 75% by promotion on sciiiorit?-clim-fitness basis froni nmong L,DCs with 8 years servicc and 25% by Limited Departmental C o m p c t i ~ r ~Examination c in which LDCs with 5 !cars sewicc arc eligible to appcar 45.55 Tlic inam dcmands niade by i.hc associations representing members of Ccntral Sccrctariat Clerical Senicc arc (a) that thc UDCs should be placcd in l.hc pay scak of Rs.1400-26oOon the ground that conscqucnt on revision of pay scalc of Assistants, the gap betwcen the pay scalcs of UDCs and Assistants has increascd. (b) that the posts of UDC should bc nicrgcd ivith.thosc of Assistants bccausc thcrc is no differencc between the work donc by Assistants arid UDCs in the Ccntrnl Sccrctnriat, (c) that an Assistant tirade Lirnited Departrnental Conipetitiic Examination may be introduced for thc UUCs for promotion to the grade of Assistant on the analogy of LDCE for Gradc '13' Stenographers for promoticn to gradc 'C' of CSSS, (d) that UDCs with 12 years' combincd servicc in the gradc of L J X and UTX: may be allowed to compete in thc LDCE for Section Officers along vith Assistants and Stenographers Gradc,' C', (c) that the condition of 50 years up to which an LDC can appear in the dcpartmcntal cxarriination for the UDC gradc may be removed and that (r) the eligibility condition of 5 years' qualifying scnicc in the grade of LDC for appearing in the departmental examination for UDC grade may be reduced to 3 ycars.

We haw considered thc suggestions and our rccommendations arc

45.56 as underRevision ojpqv scale of U X s

(a)

Consequent upon revision of pay scale of Assistants and Stcnographcrs Gradc 'C'of CSSS, thcrc has bcen no change cilhcr in the duties and rcsponsibilitics cntrustcd to the UDCs or in thc mode of rccruitmcnt or prcscriplion of higher educational qualification etc. We, therefore, do not find any justification for revision of pay scale of UDCs to Rs.1400-2600 as this pay scale was fixed by the Fourth CPC taking into account all the relevant factors. We recornmend that UDCs should be given the replacement scale only

Merger o/ U l X s With Assistants

(b)

UDCs and Assistants belong to two distinct services. Minimum educational qualification for both the cadres are also not the same. While it is graduation for direct recruitment to the cadre of Assistants, UDC is a promotion post for LDCs for whom minimum qualification is Matriculation or cquivalent. In VICW of the distinguishablr featiirrs and having regard to the exking arrangements under which UDCs are cntrusted with duties of a lesser order as compared to the Assistants, we are unable to agree with the contention of tbc UDCs that there is no diffcrcncc between the work done by them and the Assistants Accordingly, we do not recommend merger of UDCs with Assistants.

LDCEfor

( c)

In the CSSS, Rccwtment to the gadc of Stenographer Gradc ‘C’ is made 50% by direct recruitment. 25% by seniority and 25% by LDCE from the grade of Stcnographer Grade * D , whereas in the Assistants grade recruitnient is made 50% by open competition and 50% by promotion of UDCs With a view to providing an opportunity to the mcritorious UDCs who are in the same pay scale as Steno Grade ’ D’. we recommend that an LDCE may be introduced and UDCs with three years’ regular service may be allowed to compete for promotion to the grade of Assistant. We further recommend that in future recruitment ta the grade’of Assistant may be made 50% by open competition, 25% by Limited Departmental Competitive Examination to be conducted by the SSC and 25% by promotion of UDCs

Assistatits Grade

Promotion of LQCS

to

so

(d)

Having regard to the nature of duties and responsibilities expected of a Section Officer, it is doubtful if an LDC or UDC with a few years of sentice will be able to shoulder the duties and

responsibilities expected of a Section Officer without working in the grade of Assistant We do not find any merit in the suggestion and recommend rejection of the suggestion Agefor departmental examinatioti

(e)

The age of entry for recruitment to the grade of LDC is 18 years Educationally qualified Group’D’ employees are also allowcd to appear in the departmental csamination for the grade of LDC after 5 years of service Assunling the age of entry as 20 years, an LDC at the age of 25 and a goup ‘ D employee at the age of 30+ would have sufficient number of chances to appear in the examination before thq. attain the age of 50 years If they fail to become UDC up to the agc of 50 years through examination. i t is doubtful that they would succeed in an examination beyond thc age of 50 years. We are not convinced of the need to relax the condition of 50 years u p to which an LDC can appear in the departmental examination and, therefore, recommend for maintaining the status quo

(f)

The definition of approizd scn’ice as givcn in thc CSCS Rulcs has been recently rnodiIicd. according to which approved scn’icc nil1 bc rcckonod from a notional date, namely, 1st July of thc !car 492

following the year of the examination on the basis of which they were recruited or 1st July of the year for which LDCs were appointed through promotion. Thus the actual length of service after which the LDCs will become eligible for taking the departmental examination would be less than 5 years. For promotion quota a minimum of 8 years' service in the grade oi LDC is required for promotion to the grade of UDC. Having regard to the fact that the length of service required for appearing in the departmental examination is already lower than the service requmd for promotion on seniority basis, and that the approved service is counted from a notional date and the requirements of the promotion post, there is no justification to reduce the period furthcr from 5 to 3 years and we recommend accordingly.

493

A"EXE 45.1 (Refer Para 45.21) POSTS OF UN D9R SECRETARY HELD BY VARIOUS SERVICES

-.

NO 1.1.80 1.1.81 1.1.82 1.1.83 1.1.84 1.1.85 1.1.86 1.1.87 1.1.88 1.1.89 l.i.9C 1.1.91 1.1.92 1.7.93 1.7.94 1.3 95

79 70 67 64 62

67 65 57 41

33 27 7% .70 .

-17

14 10

AVERAGE

Source.

C.S.S.

I.A.S.

rear

OTHER SERVIES

Oo /

NO.

'Yo

NO.

'10

11.1 8.3 7.9 7.6 6.7 6.9 6.1 6.1 4.3 4.1 3.8 4.4 4.6 3.7 2.6 2.0

481. 585 592 582 653 670 755 666 680 582 489 445 459 467 488 468

67.7 69.1 69.5 68.8 70.9 69.0 71.2 70.9 71.5 72.0 69.5 69.3 72.3 800 89.9 93.4

151 192 193 200 206, 234 241 216 230

21.2 22.7 22.7 236

5.4

73.4

19-4

185

165' 147 98 41 23

1324 24 ! 22.7 23.0 24.2 23.9 26.7 26 3 23 1 16.7

@7.6 04.6

21

TOTAL NO. 71 1 847 852 846 92 1 97 1 1061 939 95 1 803 704 642 635 587 543 50 1

.o

(1)

Figures up to I . 1 1992 bascd on Report of Bandyopadhyay Committee (November, 1992)

(2)

Figures for the years 1993, 1994 and 1995 as reported by Department of Personnel and Training.

494

-

Annexe 45.2 (Refer Para 45.21)

POSTS OF DEPUTY SECRETARY HELD BY VARIOUS SERVICES Year

1.1.80 1.1.81 1.1.82 1.1.83 1.1.84 1.1.85 t.l.86 1.1.87 1.1.88

1.1.89 1.1.90 1.1.91 1.1.92 1.7.93 1.7.9.1 1.3.95

NO

'?/o

199 171 168 160 156 153 169 187 186 182 179 173 171 149 135 130

37G 35 4

AVERAGE Source:

C.S.S.

I.A.S.

33 1 28.4 283 28.5 31.3 31.8 33 I 37.2 34.6 33.0 34.5 362 33.2 31.9 33.0

OTHER SERVIES

TOTAL

O h

NO.

289 29.8 290 300 324 34 5 339 338 322 252 309 30.9 30.2 277 33.2 328

529 483 507 563 552 536 540 588 562 489 5 18 525 496 412 407 408

NO.

Yo

No.

177 168 192 234 217 198 188 202 195 184 179 109 175 149 137 144

335 34 8 379 41 6 393 369 348 344 347 376 24-6 36 2 35 3 362 33 7 353

153 144 147 169 179 185 183 I99 181 123 160

162 150 114 135 134

36.1

31 .O

(1)

Figures up to 1.1.1992based on Report of Bandyopadhyay Committee (November, 1992)

(2)

Figures for the years 1993, 1994 and 1995 as reported by Departmcnt of Personnel and Training.

: 405

o Introduction to florrSecrelurrat

orgo"lsu~'o"s

IBCdl'DCs

y

46.1

The subordmcteofices of different Ministries in Government of India and some of the attached offices do not participate in the organised services of the Central Secretariat viz. CSCS, CSSS, andCSS. Thus the organisational strucbureof ministerial posts differs from organisation to organisation, depending ob the cadre strength and functional requirements of these organisations. This chapter only relates to such offices. 46.2 There is a total of 19,481 of posts of Lower Division Clerk (LDC) and 15,253 posts of Upper Division Clerks (UDC) in these orgarhations. LDCs are recruited through an all India competitive examination, held by the Staff

Selection Commission. Railways and the Departments of Posts and TelecommuniCationsare an exception, as they have devised their own methods of recruitment. The posts of UDC are filled 100% by promotion of LDCs in most organisations. Certain departments like the Central Board of Direct Taxes, Central Board of Excise and Customs and Accounts Departments are however an exception, as direct recruitment to 50% of the posts is made with a higher qualification of graduation and the remaining 50% posts are filled by promotion. This position is at vanance with the Central Secretariat Clerical Service, where no dmct reauitment is madc at the UDC level, but 25 per cent of the posts are filled through a limited departmental competitive examination held every year by the Staff Selection Commission, in which LDCs with 5 years regular service are eligible to appear. S I ~ ~ ~ . S W C ~ I & 46.3 dernrls

Follo~vingis the staff strength in various grades of staff above the level of Upper Division clerks.

496

Group Pay Scale @.)

A

3000-4500

A

2200-4000

B

2000-35001 23 75-35003

B

2000-3200

Asstts. Head Supdt. AdminiClerks st ra t ive Officer

-

4,850

Tatal

100

100

5,917

5,917

698

5,548

273

273

B/C 1640-2900

-

610

610

C

2000-3200

-

3,126

3,126

C

1600-2660

6 4,935

4,94 1

C

1400-2600

795

108

91 1

C

1400-2300

832 2Cr,223 1,284

C

1350-2200

130

Total

8

-

-

1,627 20,367 14,913

22,339 130

6,988

43,895

Assiskmtd cIcrkr

46 4 Ministerial posts next above the level of UDCs are known by different designations - Assistant, Head Clerk, Office Superintendent level 11 etc and placed either in the pay scale of Rs. 1400-2300 or Rs.1400-2600.Different designations and pay scales have been adopted by different departments as per their functional requiranentS. The designations of Head Clerk and Office Superintendent level II suggest hat they may be supervisory posts but we have been informed that the nature of duties and responsibilities of these empioyees are generally nonsupervisory in nature and even if some supervisory duties are assigned, these are of a very routine type.

Supermtendentv

46 j The majority of supcn~soryposts with designation as Office Superintendent Level YOfice Superintcndcnt (4,935) are in the pay scale of Rs. 1600-2660 qnd only a small number of thcm (6 10) are in the pay scale of Rs t640-2900. These posts arc fillcd by promotion from amongst Head Clcrks/Assistants with 5 years of rcgular service in the grade. These arc supcnlisory posts at the lowest Ic\*clin subordinate offccs and they supentisc thc \iork of Clerks and Assistants norking undcr them. An equally large number of Supcrintcndents are also in thc pa!’ scalcs of Rs.2000-3200 (3.126 posts). Rs 2000-3500/Rs.2375-3500 (4850 posts) Supcrintcndents can, thcrcforc. bc diiidcd into two broad catcgorics - one in the pay scales of

Rs.1600-2GGO&. 1640-2900 and othcr in the pay scales of Rs.2000-3200and Rs.2000-3500/Rs.2375-3500. Superintendents in the latter categon are promotion posts for the supcrintcndcnts in the former catcgoq;. Somc oficcs havc ministerial posts in both the scales of Rs.2OOO-3200and Rs.2000-3500. Superintendcntsin somc organisations arc also designated as Assistant Accounts Officer and Accounts Gfficcr. Adncinistratlve Oflcers

46.6 Thcre is a lot of variation in designations and pay scales of Adrninistrativc officers in non-secretariat organisations and majority of them (5?9l7)arc in the scalc of Rs.2200-4000, whilc their number in the pay scalc of Rs.2000-3500/2375-3500 and Rs.2000-3200 is 698 and 273 rcspcctively. Diffcrcnt dcpsrtmcnts have adopted diffcrcnt designations of Superintendent, Assistant Adiuinistrativc Officer, and Adrninistrativc officer for these posts and sornctiincs . a diffcrcnt designation is uscd for the samc pay scale in diffcrcnt dcpartmcnts. Somc departments also havc thc posts 01' Senior Adrninistrativc Officer and Chicf Administrative Officcr in thc pa!' scalcs of Rs.3000-4500 and Rs.3700-5000rcspcctivcly. In some organisations, dcsignations of @. Dircctor. Dircctor (Adnin) and Personncl Oflicer etc. arc also uscd. These posts are gcncrslly fillcd on deputation basis due to non-availability of eligible personnel from tlic fccdcr catcgorics in the organisation.

ISSUES RELATING TO PAY SCALES PariQ with sccretariatpaY Scales and cadre structure

Coinplcte parity has been demandcd bctwccn thc pay scales of clerical staff in thc Ccntral Secretariat and subordinate ofliccs. In somc cases, it has been asserled that field jobs entail mre rigorous worhng conditions, whereas secretariat staf€cnjoyIxtter amenitieswithout any accountability, and thus a claim for highcr pay scales in the subordinateofices has been madc. A number of administrative 46.7

ministrics havc recommended parity on the ground of responsibilities, transfer liability and interaction with public. In case of assistants of organisations like Enforcement Directorate,CBI, Central Passport Organisation etc., various benches of Central AdministrativeTribunal have givcn judgments granting parity with thc pay scalc of Assistants in CSS. 46.8 There is already a complete parity in the scales of pay of LDCs and UDCs in thc Secretariatand Non-Secretariat Organisations. The reason for this parity is undcrstandable as the naturc of thc job of thcsc two categorics of posts is similar in both thc set-ups. They arc requircd to pcrform routine dutics of a clcrical naturc, including typing. 46.9 In the case of Assistants in thc Sccrctariat, thc position is cntircl!. diffcrcnt. Assistants in the Secretariat ham al\va!*s bccn givcn a spccial status as thcy h a w bccn holders of Group 'B posts. Thcy ha1.c ahvays had a higher pay scalc as cotnpnrcd to Assistan&in Non-Secrctariat Organisations,cvcn though thc diffcrcncc was limited to a higher masiiiiiini. Thcrc has bccn a significant clcmctit(5(P!) of dircct rccruitmcnt with thc h i g h cducational qualification of graduation in thc casc of Assistants in thc Sccrctariat. as coniparcd to thcir countcrparts in subordinate ofices, who arc promotcd from thc post of UDCs lor which thc prcstribcd minimum qualification is mamc only. Assistants it? Sccrctarint perform morc complcx dutics itinsmuch as thcy arc involvcd in analying issucs which Favc policy implications It1 coiiiprison to thcir countcrparts 498

in subordinate offices, where the nature of work is confined to routine matters related to establishment, personnel and general administration only. Assistants in the secretariat also submit c a m directly to the decisionmaking levcl of Under Secretary/Dcputy Secretary, under the scheme of lcvel jumping Taking all these factors into consideration. we are of the definite view that the pay scale of Assistants in the Non-Secretarict organisations should slightly be lower as compared to the pay scale of Assistants in the Secretariat. Assistants in subordinate offices may therefore, be placed in the pay scale of Rs.1600-2660. Head C'lerU Supenv Tor

46 10 The posts of Head Clerk (Rs 1400-2300) and Office Supcnntcndcnt Lcccl I1 (Rs 1400-2300/ Rs 1400-2600) also csist in ali the NonSecretariat organistions It IS felt that none of these posts has any supervisory funchons u i t h the namc It will, be appropriate if the two grades are merged with the cadre of Assistants. Their pay scales and designations will also be modified accordingly The posts of Office Superintendent Level I (Rs.1600-2660)or 46.1 1 Office Superintendent in the pay scale of Rs 1600-2660/Rs.1640-2900 are supen.isor\.. posts 111 the rcal sense. Th.: incumbents of these posts supervise the work of Assistants, Head Clerks and other clerical staff in thc Offices. They should, therefore, bc designated uniformly as Office Superintendent and placed in the pay scale of Rs.1640-2900

('odre o r \ Ii,irstzrrol

posts

46.12 To sum the discussion so far, the cadre of ministerial posts in Non-Secretariat organisations should be organised in the following manner:-

LDC UDC Assistant Office Superintendent

.-fdtninistrutive Oficer

- Rs.950-1500 - Rs.1200-2040 - Rs.1600-2660 - Rs.1,640-2900

46.13 The hicrarchy above the level of Office Superintendents comprises Assistant Administrative Officers and Administrative Officers. A small number of them arc in the pay scale of Rs. 2000-3200, but thc majority are in the pay scales of Rs. 2000-3500 /.Rs.2375-3500 and Rs.2203-4000. A good number of Superintendents arc also in the pay scale of Rs.2000-3200. Due to the general decision to mergc thc pay scale of Rs. 2000-3200 with the pay scale of Rs. 2000-3500, the Officc Superintendents in the pay scalc of Rs. 2000-3200 and Assistant Administrative Officcrs in the samc pay scale or in the higher pay scale of Rs. 2000-3500 will nccd to be treated equally. The post of Administrative Officers in these organisations may, therefore, be reorganisedl redesignated in the following manner:-

SI. Present Designation/ No. Pay Scale

Revised Designation/ Pay Scale

1.

SupdtiAsstt. Administrative Officer (Rs.2000-3200) (Rs.2000-3500)

Administrative Officer Gr.111 (Rs.2000-3500;)

2.

Administrative Officer (Rs.2375-3500)

4dministrative Officer Gr.11 (Rs.2500-4000)

3.

Administrative Officer (Rs.2200-4000)

Administrative Officer Grade-I (Rs.2200-4000)

4.

Sr.Administrative Officer (Rs.3000-4500)

Sr.Administrative Officer (Rs.3000-4500)

I n offices having posts in both the pay scales of Rs.2OOO-3500and Rs.2OOO-3200,the former being promotion grade for the latter, the pay scale of higher post shall be revised to Rs.2500-4000, if the functional considerations so dictate. Otherwise, both the grades can be merged in the pay scale of Rs. 2000-3500.

ISSUES OTHER THAN PAY SCALES Parity in method ofrecrurbnent

46 14

In spite of complete parity in the pay scales of LDCsNDCs, vanaons eslst m the methods of recruitment at the level of UDC. Demands have been made for mtroducing a fast track of promotion In a number of organisations, departmental esaminauons are held for promotion from LDC to UDC grade. In order to bring uniformity in different organisations and parity with CSCS, a limited departmental competitive examination for promotion to UDCs needs to be introduced. The examination should be based on the pattern of the examination conducted by Staff Selection Commission for CSCS.

46.15 At the level of Assistant in the C S S , 50% of the posts are filled by &ect recruitment and the remaining by promotion. In the case of Non-Secretariat organisations: similar component of direct recruitment cannot be introduced as in a large numbcr of small organisations, there are no senior level posts beyond the scale of Rs.2000-3500. Direct recruitment at Assistant level without having enough promotion opportunities will be detrimcntal to thc cause of efficiency and will bccornc a major cause of frustration. As such. a11 thc posts of Assistants should continuc to be filled by promotion in Non-Secretariat Organisations. However, \vith a vicw to improving efficient!,, at least 25% of the posts of Assistant may be filled through a Limited Departmental Competitive 500

'

hamination and aU graduate UDCs with 5 years' regular service should be eligible to appear m this examination, leaving 75% of the posts of Assistants to be filled on seniority-cum-fitness basis. 46 16 A demand has been made to raise the entty qualification for appointment to the post of LDC and LOd e b those over qualified for appointment as LDC. The matric system of education has since been repla+ by Secondaxy (loth standard) and Senior Secondary ( 10+2 standard) throughout the c o ~ n t t yA Secondary pass is considered to be equivalent to matric. In the context of improving the productivity of Government organisations, it is recommended that initial recruitment at the level of LDCs should be made with a Senior Secondary (lot-2)qualification. The existing incumbents of posts of LDC may possess only matric qualification They should, however not suffer any disadvantage in their promotion to higher grades 46 17

In subordinate ofices having no clerical grade above the level of UDCs, special pay is granted to 10% of the UDCs at the rate of Rs.70p.m. A demand has been made to enhance this amount and to remove the anomaly caused UI fixation of pay, when a junior UDC in receipt of special pay is promoted and his p3y is fixed at a higher stage than n senior. We have separately recommended, as a general policy, that special pay should not be given unless these are.absolutely essential. In the present case, since 10% of the UDcs an involved in complex duties, it is recommended that 10% posts of UDC in such organisations be upgraded to the level of Assistant. This will also remove the anomaly that arise in fixation of pay.

The ratio between UDC and LDC has been fixed as 1 1 in case of Central Secretariat Clerical Service No such ratio has been fixed in case of We have been informed that generally the ratio between UDC ~~bordinate~fltices. and LDC in case of subordinate offices is 4:6. We fccl that fixation of a rabo betweem posts of LDC and UDC in subordinate offices may not be feasible on functional grounds. However, in order to relieve stagnation in the cadre of LDCs to some extent in officeshaving a large number of clerks, the administrative ministries may take action to upgrade some posts of LDCs to UDCs based on functional requirements. Stagnation shall be partly taken care of under the Assured Career Progression Scheme

46 18

..

SPECIFIC DEMANDS OF DIFFERENT DEPARTMENTS

Superintendents in Song & Drama Division of M i n i s q of Information and Broadcasting have urgcd that their pay scale should be upgraded to Rs. 2000-3200, identical to th3t of Managers as before implementation of Fourth CPC pay scalcs, thcy both \vex in the identical scale of Rs 550-90(! We

46.20

50I

recommend that Superinteadents of Song & Drama Division be placed in the revised scale recommended by us for replacement of the scale of Rs.1640-2900 All India Radio

46.2 1 Administrative Officers of All India Radio who are in the pay scale of Rv. 2@%-3200shalt be placed in the revised replacement scalr: of i2s. 2000-3500 as part of our general recommendations for rationalisation of pay scales. As per our general recommendations in this Chapter, the post should also be redesignated as Administrative Officer Grade 111. However. we have been mformed about the Cadre Review Committee's recommendation that there should be at least one post each of Adrmnistrative Officer and Dy. Director ( A h ) at every station of AIR/Doordashan. A final decision on the recommendations of the Cadre Review Committee should be expedited based on functional requirements. Posts created. if any, should be designated as per our recommendations 46.22 Superintendents in Central Passport Organisation who arc in the existing pay scale of Rs 1640-2900 have urged for upgradation of their pay scales as they are holding group B gazetted posts. We have recoymended cbolition ol gazetted status in the relevant chapter md, therefore, recommend that these Superintendents be given only replacement scale recommended by us for Rs.1640-2900.

O r ptiisa lions utider A4iiiistty 01 llefeflce

Cenrrnl Reserve Police Force

Various organisations under the Minstrl; of Dcfence have complained of acute stagnation in the ministerial cadres. They have suggested that

4623

the ratio between supervisor and clerical staff, which at present varies from 1 :16 to 1:22, should be brought down to 1:8 so that more posts of Superintendent are created, opening better promotional avenues. We are of the opinion that a uniform ratio of supervisor to clerical staff cannot be recommended for all organisations. Such a ratio can only be determined on the basis of a comprehensivecadre review and work study of organisations 46.24 In the year 1981, all civilian ministerial posts in CRPF were combatised, and civilian employees were given the option to switch over to the combatised cadre. Some of these personnel did not opt for wformed cadre which has now resulted in their getting lower pay scales as compared to those who opted. These employees, who are about 96 in number, have requested that they be given one more chance to opt for the combatised cadres, as their juniors. who had then opted for combatised cadre, are placed in hgher pay scales. We recommend that one more chance should be given to these civilian employees to opt for combatised cadre provided they are willing to abide by all conditions of training and consequential responsibilities. 46.25 UDCs in CBEC and ,CBDThave the opbon to shift to the executive side by appointment as Inspector (Rs.1640-2900) on qualif\.ing a departmental examination or else they arc promoted to Office Superintcndcnt level I1 or Head Clerk (Rs.1400-2300). In the latter c q e , they can aspire to go up to Office Superintendent (Rs.2000-3200), whereas in the former casc. the!. can rise higher. As such UDCs in thew dcpartments are reluctant to acccpt promotions in the miIllstenal cadre. Both thc departments have stated that duc to this reason, a large number of posts remain vacant in the ministerial cadre and have sought for remedial meastrrcs

46.26 In order to overcome such difficulties in inchvtdual cadres, we recommend that an exercise in restructuring the cadre of ministerial posts in different subordinate offices be undertaken by each Ministry, OR the basis of general recommendations given by us in this Chapter. We have also analysed the cadre strength in some of the subordinate offices and recommend a revised cadre structure as given in Annexe 46.1. This is withwt prejudice to the revisions that may be found justified after a proper cadse review.

STENOGRAPHERSOUTSIDE THE SECRETARIAT 46.27 Historically, thcre have bee0 differences in the pay scales of stenographers outside the secretariat and their counterparts in the Central Historical Secretariat Stenographers' Service (CSSS). The Second CPC had recommended backpound three standard 'scales for stenographers outside the secretariat which had proliferated to 17 at the timc of constitution of the Third CPC. The Third CPC observed that the number of pay scales for an occupational group like stenographers was much larger than necessary and brought down the number of pay d e s by following a uniform approach. The then existing category of Stenotypists was converted to stenographers subject to their qualifying in the prescribed speedtest. It developed a nexus between stenographers at the Iowest level and the Upper Division Clerks (UDCs). It also recommended the grant of one and two advanciincrements for those stenographers who qualified in the proficiency test in stenography at higher specds of 100 and 120 words per minute respectively. Third CPC

46.28

Fourth CPC

46.29 At the time of constitution of the Fourth CPC, there were about 41,000 stenographers in the three scales of pay of Rs.330-560 (Grade III), Rs.425-700(Grade 11), and Rs 550-900 (Grade I). The Fourth CPC took note of the fact that posts of stenographer were linked with the status of the officers concancd and that the number of officers in subordinate offices being small, there was stagnation in the cadrc of stenographers. Recognising the need for improvement in thc promotion prospects of stenographers in officcs outside the Secretariatand to enabletheir being attached to offtcers holding posts in the senior administrative grade and equivalent, it recommended creation of posts in the pay scale of Rs.2000-3200 by suitably upgrading the required number of posts of stenographers from the lowcr grades. It recommended the replaccment scale of Rs.1200-2040 for stenographer Grade 111 and Rs.1400-2300 for stenographers Grade 11.

<$/he 13oarri of

46.30

,4M'lWd

Considenng the hfferences in the hierarchical structures and in the type of work transacted In the secretariat and in the subordinate offices, the Commission was not in favour of adopting a uniform pattern It felt that there would be a greater intemal harmony if the starographers at the second level and the Head Clerks were to be given the same scales of pay (Rs 425-700). It also recommended a selection grade of Rs.550-750for stenographers at the second level, for the purpose of relieving stagnation.

On a demand made by the staffside in the National Council of JCM seeking parity in the pay scalcs of smographers in the sccrctarial and subordinate

Arbitration

offices, the matter was referred to the Board of Arbitration (BOA). The BOA while rejecting the demand for absolute parity directed that stenographers Grade I1 in subordinate offices should be placed in the pay scale of Rs.1400-2600 w.e.f. 1.1.1986. The Award was implemented and orders were issued on 4.5.1990.

CA T decisiotJ

46.3 1 The pay scale of Assistants in the Central Secretriat Service (CSS) and Stenographers rn the CSSS was revised by the Government on 3 1.7.1990, effective from 1.1.1986. Some of the AssistantsKrime Assistants and Stenographers Grade I1 working in the CBI,Directorate General ofJncome Tax (Investigation), and Directcrate of Field Publicib. filed a number of petitions before the Principal Bench of the Central Administrative Tribunal seeking benefit of the orders dated 31.7 1990. Rejecting the contention of the Union of India that Stenographers Grade I1 and Assistants in the non-saretartat offices could not be compared w i t h Stenographers Grade ‘C’of CSSS ‘and Assistants of CSS because of different classification, method of recruitment, nature of duties and responsibilities and eligbdity for promotion to higher gradc, the CAT directed the Union of India to place the petitioners in the pay scale of Rs 1640-2900. The judgement of the CAT has been implemented.

Present

46.32 The comparative position of stenographers in the secretariat and offices outside the secretariat as it existed at the time of constitution of the Fifth CPC is as under:-

positron

a)

b)

Secretariat

Non-Secretariat

Stenographer Grade ‘ D a) (Rs.1200-2040)

Stenographer Grade 111 (Rs.1200-2040)

Stenographer Grade ’C’ b)

Stenographer Grade I1 (R.S. 1400-2300/ R.S. 1400-2600/ Rs.1640-2900)

(Rs.1640-2900)

c)

d)

DrltlcIlrdc

Stenographer Grade I

Stenographers Grades ‘A’ and ‘B‘(Merged) (RS.2000-3500)

c)

Principal Private Secretme (RS. 3000-4500)

d)

Senior Personal Assistant (Rs,2000-3200)

e)

Private Secretan, (Rs.2000-3500)

0

Principal Pnmtc Secretary (Rs.3000-4500)

(Rs.1640-2900)

46.33 Associations rcprescnting stenographers h a w urged before us that there should be complcte parity bctween stenographers in non-sccrctariat offices 5 04

and in the secretariat in matters relating to (a) pay scales, (b) designations, (c)

cadre structure, (d) promotion avenues, (e) level of stenographic assistance to officers in technical, scientific and research organisations, etc. Suggestions have also bem made for a higher pay scale for stenographers in the entry grade, treating advance increments granted for acquiring proficiency in stenography at higher speed as pay, allowing stenographers in non-secretariat offices to compete in the Limited Departmental CumpetitiveExamination (LDCE), and grant of Special Pay for operating computers, fax machines, etc. Pay scales and desi~a"ons

46.34

We have given our careful consideration to the suggestions made by Associations representing stenographers in offices outside the Secretariat in the light of observations made by the Third CPC The Commission had observed that as a general statement, it was correct to say that the basic nature of a stenographer's work remained by and large the same whcther he was working with an officer in the secretariat or with an officer in a subordinate office. The Commission was of the considered view that the size of the stenographer's job was very much deptndent upon the nature of work entrusted to that officer and that it would not be correct, thereforc, to go merely by the status tn disregard of the functional requirement. By the sexy nature of work in the secretariat, the volume of dictation and typing work was expected to be heavier than in a subordinate office, the requirement of szcrecy even in civil offices of the secretariat could be very stringent. Considenng the differences in the hierarchical structures and in the type ofwork transacted in the secretarizit and in the subordinate offices, the Commission was not in favour of adopting a unifam pattern in respect of matters listed in the preceding paragraph To our mud, the observations of the Third CPC are as relevant today as they were at that point of time and we are not inclined to overlook them totally. In view of the above mentioned distinguishable features, we do not concede the demand for absolute parity in regard to pay scales between stenographers in offices outside the secretariat and in the secretariat notwithstanding the fact that some petitioner stenographers Grade I1 have got the benefit of parity in pay scale through courts. However, pursuing the policy enunciated by the Second CPC that disparity in the pay scale prescribed for stenographers in the secretanat and the non-secretariat organisations should be reduced as far as possible, we are of the view that Stenographers Grade I1 should be placed in the existing pay scale of Rs.1600-2660 instead of Rs.1400-2300/Rs.l400-2600.The next available g r d e of stenographers in non-secretariat offices is Rs.1640-2900 (Grade I) We do not recommend any change in the existing pay scale of Stenographers Grade I. Senior Personal Assistants and Private Secretaries are at present in the pay scale of Rs.2O00-3200 and Rs.2O00-3500 respectively. Giving the Senior PAS the benefit of rationalisation of pay scales, we recommend that both Senior PAS and Private Secretaries should be placed in the pay scale of Rs.2000-3500 and known as Private Secretaries Stenographersin the newly recommended grade of Rs.2500-4000should be known as Senior Private Secretaries and those in the pay scale of Rs.3000-4500shall continue to be known as Principal Private Secretaries.

Restructuring 01 46.35 Since stenographers in the non-secretariat offices do.not form an Cadre organised common cadre, their promotion prospects vary from organisation to

organisation. The availability of higher grades in the cadre of stcnographcrs is linked to the grades of officersto whom they arc attached. Such a linkage has bccn dispensed with in the case of stcnographcrs in the secretariat with the restructuring of their cadre in the ratio of 40:40:20. Wc arc of the view that stenographers in thc 505

offices outside the secretariat deserve to be provided some relief and we accordingly recommend that the eristing posts of stenographers in the pay scales of Rs.1200-2040, Rs.1400.2300/Rs.140600 and Rs.1640-2900should be pooled together and restructured in the ratio of 40:40:20 by individual departments wherever feasible. For smaller offices, there could be pooling of ports for this purpose only. fw-odrtcrrotl of tiew grodr

Let rl

46 36

We have noted with concern thc acute stagnation prevalent in the cadrc of stenographers 111 ofices outside the secretariat, particularly i n small offices where there are posts only in the entry grade. The Assured Career Progression Scheme recommended by us elsewhere would ensure at least two upgradations in the career of a stenographcr Eve!i in big offices which are headed by officers in the grade of Joint Secretary and Additional Secretw to the Govenunent of India. the highest grade available to stenographers is liniitcd to Rs.2000-3200/Rs 2000-3500 With a view to meeting the zspirations of stenographers in such big offices, we are of the view that the level of stenographic assistance to officers in the existing pay scale of Rs.7300 and above may be raised by upgradation of the equivalent number of posts of Senior Personal AssistantdPrivate Secretaries to the newly created pay scale of Rs.2500-4OOO

JC~IIC

O I I ~

d’slrttas~~’1ic

asst \“I)ICC

Having duc regard to the difference in the volume of dictation and typmgwork, hmarchlcal structure. type of work transacted in secretariat and nonseaetanat offces, it wl1 not be worhvhle to aim for parity in respect of scale and betweeen officers m the Central secretariat and nonlevel of stenographic ass~slil~lcc secretariat offices As regards level of stenographic assistance to officers of techcal, scientific and research organisations, we are of the view that mere scale of pay of such officers cannot be the criterion for provision of stenographic assistance. The level of stenographic assistance to such officers has to be linked with quantum of work load, to be determined by the Staff Inspection Unitllnternal Work Study Unit. We feel that the existing guidelines relating to provis!on of stenographic assistance to officers of technical, scientific and research organisationsare based on rational consideration and we, therefore, recommend that the &Sting practice of provision of stenographic assistance based on the quantum of workload may continue. 46 37

scole at entry grode

46.38 Keeping in vie\v the educational qualifications required for recruitment to the grade of Stenographer Grade 111, we are of the view that the replacement scale of Rs.1200-2040would be an adequate remuneration for Stenographers Grade 111 and we recornmend accordingly

Speriol ollowat~ce

46 39

P0.V

/or higher proJclerlcv

I ~ l , y i h i l i / ilo

1.1x I

While considering thc demand for treating the adimcc increments granted for acquiring higher proficicncy in stenography as part of pa!. u e have noted that the advance increments are granted as an inccntne to cncouragc cmployees to improve thclr skill and it is only appropriate that the inccnt~ie granted ISkept as a separate clement We, however, recommend that with a view to making the position clear to the recipients of such advance increments, the nomenclature ‘advance increments’ may be replaced by ‘special allowance’ for acquiring higher skill in stenography 46 40

Inclusion of Stenographers Grade 111 in the eliglbilit) list for competing In the Limited Departmental Compctltive €\amination \\ hlch IS open

to-stenographers belonging to CSSS would widen the field of eligibility which would adversely affect the promotion prospects of CSSS personnel We are of the firm view that the promotion prospects of a particular service cannot be improved at the expense of another service Since we have already recommended restructuring of the cadre of stenographers, wherever feasible, in the ratio of 40 40.20, introduction of a new grade of Rs 2501)-41)00 and 4isriucd Career Progression Scheme, we feel that the promohon prospects of stenographers outside the secretariat would improve considerably However, with a view to improving the quality of stenographic assistance, we recommend that to begin with, 25% of the posts of Stenographer Grade I1 may be filled by direct recruitment of graduates and the percentage of direct recruitment may be gradually raised to SO%, in the next five years With the introduction of modem office gadgets. the Job of stenographers has been made easier and less wearisome than norking on conventional macbes. In vleu of the fact that Government spends large sums on acquisition of such modem gadgets for the facility of stenographers and provides necessary traimg for their opcratlon, no special pay is justified Handling of officc gadgets should be treated as part of the duty of the employees We do not find any merit in the demand and recommend its rejection

Special payfor handling compulers, etc.

46 41

Promorion

46.42 It has been urged before us that the discrimination in promotion avenues between English and Hindi Stenographers in All India Radio and Doordarshan may be remo\ ed

avenues

Stenographers

46 43 We have considered thc demand m the hght of mformation furnished by the nodal ministry. We have been informed that against the 2 1 posts of Hindi Stenographer Grade 111, there arc 15 posts in Grade I1 and 4 posts of Reporter in the pay scale of Rs 2000-35.00 These 4 posts of Reporter (Monitoring-Hindi) have been created specificall). to provide for promotion avenues to Hindi Stenographers Grade 111. Provision of 15 posts in Grade I1 and 4 posts of Group 'B' are consided to be more than adequate avenues of promotion for a base of 2 1 Hindi Stenographers Grade 111 With the introduction of Assured Career Progression Scheme, the promobon prospects of Hmdi stenographers would further improve. In this view of the matter, we are unable to recommend any further remedial measures.

1 ISSUES PECULIAR TO INDIVIDUAL DEPARTMENTS I 46 44 Stenographers in subordinate offices under the Ministr). of Defence have suggested that Senior PAS ivorking in such offices should be classified as Group ' B (Gazetted), stcnographcrs working in Defence Research and a,gd~ e v e ~ o p , , r e , l lDcvelopmcnt Organisations (DRDO) should be given parity in grade structurc and Organisa/ioti pay scales with their counterparts in other scientific and technical departments like Bhabha Atomic Research Ccntrc. Dcpartment of Science & Technolom. Department of Space, ctc Scnior PAS in DRDO should bc considered for promotion to the post of Scnior AO-11 in the pay scale of Rs 2200-4000 nith further avcnucs of promotion i n thc hicrarchy of Administration/ Pcrsonncl Officers and pay scale of Rs 1400-2600 bc grant& ta Stenographers Gradc 111 with cnhanccmcnt of qualification to graduation and proficiency in stcnograph! at thc ratc of 100 p m

Ordnance Factories Orgartisaltod DeJcnce Resera ch

507

46.45 We have considered the demands and suggestions carefully. Since the Commission has r m m c n d e d doing away with the existing concept of classification of posts with further distinction of gazetted and non-gazetted; the demand for reclassification of senior PAS has become infiuctuous. Since the stenographers belong to a common category, we have recommended application of common pay scales, designa:ions, ctc. for this occupational group. With the rationalisation of pay scales, Senior P-As would now be placed in the pay scale of Rs.2000-3500. If they are still retained as one of the feeder categories by the DRDO for promotion to the grade of Senior AO-11, they would automatically move to that grade. We do not propose to make any special recommendation for Senior PAS in DRDO in view of the fact that their chances of promotion in their own line would be incrwsed su5stantially with the introduction of a new pay scale of Rs.2500-4000and Assured Career Progression Scheme As regards grant of pay scale of Rs.1400-2600 to Stenographers Grade III. with cnhancement of qualification, we have been informed that there is acute shortage of stenographers at the lowest level even with the existing qualification of matriculation with shorthand speed of 80 w.p.m. If both the educational qualification and speed in shorthand are raised, it would lead to further shortages Keeping in view the practical difficulties, we do not recommend raising of the educational qualification notwithstanding the desirability of having persons in Government with higher qualification. Stenographers in DRDO being a common category may be given the pay scales as recommended b y u s for the common category Cotmting o/Rank Pay/or entitlement

46.46 It has been suggested that the rank pay of Service Officers should be considered as a part of the basic pay for determining their entitlement tq stenographic assistance. It has also been suggested that there should be 25% of the posts of PPS in the Directorate General of Ordnance Factories against 50 posts of PS. 46.47 The scale of stenographic assistance is determined with reference to the pay scales of the officers and not with reference to the basic pay or rank pay drawn by h i d e r . We do not find any merit in the demand and recommend its rejection. As regards creation of posts of PPS, there is a functional nexus between the posts of PPS and the officers who are entitled to stenographic assistance at the level of PPS. We do not consider it desirable to increilse the number of posts of PPS on a non-functional basis. We have, however, noted that there are 8 officers in the pay scale of Rs.7300-7600and 9 officers in the pay scale of Rs.7300-8000. In view of OUT earlier recommendation for provision of stenographic assistancc at thc lcvcl of Senior Private Secretary in thc newly created pay scale of Rs.2500-4000 to officersin the pay scale of RS.7300and above, we recommend that of the existing 50 posts in the pay scale of Rs.2000-3500,17 posts may be upgraded in the pay scale of Rs.2500-4000.This would enable 1/3rd of the existing incumbents to move to the higher grade of Rs.2500-4000.

A FHQ Sfe''o~aphers Service

Stenographers Grade 'C' of AFHQ Stenographers Service have 46.48 represented that they should be allowed to compete in the Combined Limited Departmental Competitive Examination which may bc introduced along with Assistants for promotion to the grade of Assistant Civilian Staff Officer (Section Oficer) because such a facility is available to Stenographcrs Grade 'C' in the CSSS. A common seniority roster for ACSOs and Privatc Sccretaries for promotion to thc grade of CSO (Under Sccretary) on thc lincs of CSS has also been 508

suggested. Improvements in lhe cadre

46.49

Other demands

46.50 The other suggestions made by the stenographers belonging to AFHQ Stenographers Service relate to (a) induction of Principal Private Secretaries into the grade of Senior Civilian Staff Officer (Deputy Secretary) or creation of non-functional grade at SCSO level for 30% of posts of PPS, (b) merger of the stenographers with the clerical and civil scrvice, (c) change of designations of stenographers m vanous grades and (d) diffkrent charter of duties and ACR hrms for different levels of stenographzrs.

We have considered the suggestions sympathetically. We have been informed by the nodal Ministry that the demand raised by AFHQ Stenographers' Service has been conceded and action is being taken by the office of CAO to amend the recrujtment rules. Since the,AFHQ Stenographers Service is 'structured on the lines of CSSS, the improvements suggested in the case of CSSS would equally apply to AFHQ Stenographers Service including our recommendations relating to raising of educational qualification to graduation for direct recruitment to Grade *C', allowing only graduate Stenographers Grade 'C' to appear in the LDCE for Section Officer's grade (ACSO) and stoppage of lateral entry in the grade of CSO (US). As regards maintenance of common seniority roster, the suggestion is not feasible of acceptance in view of our recommendation to stop lateral entry of Private Secretaries to the grade of Under Secretary (CSO).

We have considered the suggestions carefully. In the case of CSSS, 46.5 1 we have recommended a selection grade for the Principal Private Secretaries in the pay d e of RS.3700-5000 for 58 out of total str>h of 158 (existing as well as recommended for upgradation) Principal Private Secretaries. We recommend that a similar upgradafion of an equivalent percentage of pasts may be made for stenagraphers service of AFHQ. Sitlce a Limited Departmental Competitive Examination is being introduced for promotion to the grade of Section Officer, Stenographers Grade 'C'in AFHQ will now have the facility of changing their stream through this examination. While it may not be possible for us to recommend merger of cadre of stenographers with clerical cadrekivil service, we have recommended elsewhere to try it as a hturistic idea in the context of introducing multi-slullingm Government offices where an employee would be able to perform several jobs and dependence on many persons for the same job would be reduced. We recommend the following designations for stenographers in AF'HQ:-

a) b)

c) d)

Existing Desipnations

Revised Designations

Stenographer Grade 'D' Stenographer Grade 'L Private Secretary New Grade proposed (Rs.2500-4000)

Stenographer Personal Assistant(P.A.) Private Secretary (P.S.) Senior Private Secretary (SPS)

Existing Designations

Revised Designations

509

e) f)

Principal Private secretary (PPS) New Grade proposed (Rs.3700-5OOo)

Principal Private Secretary (PPS) Senior Principal Private Secretary (Sr.PPS)

Widening flrc scope Of dufies

46 52 In the case of CSSS, we have recommended widening the scope of duties of stenographers at different levels. We recommend that the decision taken by the Government in their case shall be equally applicable to stenographers of AFHQ. We have been informed by the nodal ministry that the ACR forms have already been revised for different grades of stenographers on the pattern of CSSS.

Deparments of Posts and Tekcom

46 5 3

Stenographers working In offccs under the Departments of Posts and Telecommunications have urged before us for extension of the benefit of Time Bound One Promotion (TBOP)and Biennial Cadre Review (BCR)Schemes in operabon rn their departments. We have considered the submission and noted that the operative staff in these departments is being granted first and second timebound promotions on completion of 16 and 26 years of service respectively. The benefit of the schemes has also been extended subsequently to the office staff in circle ofi'Ices of the two departments. Since the nature of duties of stenographers in + s e two departments are similar to their counterparts in other departments and stenographersbeing a common occupational group, we are of the view that they should be entitled to the same benefit across the board and any special dispensation in respect of stenographers working in offices under the Departments of Posts and Telecommupication is not called for. We have separately recommended in the relevant chapter the introduction of Assured Career Progression Scheme, which is better than the scheme sought for by the stenographers in the two departments. We take note of the fact that the ACP scheme will apply to them.

5 10

XESTRiCTIJHING IN MLNISTEKMI. STAFF OF ('RHTALY NON-SRCH%TA W K H O F POSTS EXISTING LDC

I<xisting

Rr 950-1500 1.D C.

Propdsrd

UDC

HEAD C L E W

OFFICE

SUPDT

p 1200-2040

ASSISTANT Rs 1oor)-2300

U.D.C.

1400-2600

ASSISTANT

Rs 1600-2660 1640-2900

OFFICE

SUPDT

'

OHGLVlSATIO>3

ADMIN OFFICER

ADMfN OFFICER

Rs 2000-3200 2000-3500

Us 2375-3500

ADMN OFFICER GR.m RS.2000-3500

ADMN OFFlCER CR.II

RS.950-l500

RS.1200-2040

RS.1600-2660

RS.1640-2900

NATIOUAL \fL~SEUMExisIi@

14

10

3

2

1

Proposed

14

9

4

2

I

260

39

25

20

234

65

25

IS

NATIONAL

i

RS2S004000

OFFICER Rs 22003000

SR A D ! A OFFICER R3 1 W W ,

ADUSOFnCER CR.1 RS.22004000

SR -51s OFFICER RS.3000-4500

ADMIX

5

Existing

41

19

14

6

Proposed

11

17

16

5

52

35

16

II

52

31

20

11

2

I60

164

60

39

I5

I

160

148

76

39

I3

3

F,xininp

5106

4690

895

990

341

Proposed

5106

4221

1364

990

300

36

5

Existing

6947

9408

207 I

618

320

Proposed

6947

8467

3012

648

280

35

I

q76

176

I72

I 01

976

338

210

53

ARWCIIIVES

A\THROPOL(X;ICALtxisting SURVEY OF I\DIA Proposed

.CENTRAL GKOLIXI> k w t i n g RATER BOARD Proposed

CREC

CBDT

('I:UfKN 1'ASSI'OK 1 I.'iirting OKGANISA r i m Proposed

50

511

a

25

1%

25

47 I

INTRODUCTlON

I

Two All India S c n i x s csistcd cizn before thc daun of These \verc the.Indian Civil Scnicc and thc lmpcrial Policc. Whcn freedom camc a question arosc as to jvhether thesc scrviccs be disbandcd or retained. Sardar Patcl, thc architcct of m ~ d e r nIndia, spoke in favour of All india Services thus :

P ~ ~ i e I ' s ~ ~ w w 47, . ~ o 1t ~ .-I IS independcncc.

"It is not only advisable but essential if you want to havc an efficient service, to have a Central Administratisc Service in which we fix the strength as the Provinces \Gould rcquire them and we draw a ccrtain number of officers at the Centre, as we are doing at prcsent. This will givc cxperience to the personnel at the Centre leadmg to efficiency and administratiye experience of the District which will give them an opportunity of contact uith thc pcople. They will thus keep themselves in touch with the situation in the countn and their practical experience will be most useful to them. Besides, their coming to the Centre will give them a dfferent experience and wider outlook in a larger spherc. A combination of these two experiences would make the services more efficient. They will also serve as a liaison between the provinces and the Government and introduce certain amount of freshness and vigour in the administration both of the Centre and the Provinces." Cosliluliotlnl provisions

47.2 It was dccidcd not to makc furthcr rccruitment to the ICS and IP. but two new analogous scnices called the Indm Administrative Service and indian Police Service were established in 1949. The franicrs of the Constitution inserted a special provision on All India Scrviccs in thc Constitution. Article 3 12 states that:

.' if the Council of Statcs has dcclarcd b! rcsolution supportcd by not lcss than tt\o-thirds of thc mcmbcrs prcscnt and toting that it is necessary or expedient in the national interest so to do, Parliamcnt ma! b!, la\\ provide for thc creation of onc or morc All India Scr\ iccs (including an All India Judicial '' Scn icc) common to thc Union and thc Statcs

c

1 -1

i ‘rtwtiiwi o f . I1.Y

Thc Coiistitutioii itself rccogiiiscd the IAS and IPS as All India Scrviccs dccnicd to havc bccrl constitukd uiidcr Artlclc 3 I2 Subscqucntly. Parlianicnt passcd thc All hdia Scrviccs Act. 195 I Thc Indian Forcs! Scn:icc \\as crcatcd somc vcars latcr. in 1960

O h ~ c ~ c r r01 ~ r ~11s t

37 4

47 3

Thc main objcctivcs of thc founding fathcrs i n pro\ idirig for thc All India Scn~iccswcrc (I)

(ii) (iii) (ii.)

(\.)

to facilitatc liaison bctwccn thc Ccntrc and thc Statcs; to maintain a ccrtain lcvcl of uniformit?, in standards of administration: to cnablc Ihc administtativc machincry at thc Union Icvcl to kccp in touch with thc ground rcalitics in thc Statcs; to hclp thc Statc administratiw inachincr). to acquirc a broadcr outlook and csposurc, and providc thcm with thc bcst possiblc talcnt for mannins senior positions; and To ensurc that political considcrations, eithcr in rccruitmcnt or in disciplinc and control wcrc rcduccd to thc minimum. if not climinatcd altogcthcr.

47.5

.4H( * :r nhsi*ntrfiotl s I l96Sl

V i e w cfsarkaria COW?ti.V.~iOt?

(19831

During thc cnd (,Us, the Administrativc Rcforms Commission rc\.icwcd the functioningof thc All India Scnkcs. Its Study-Tcam on Ccntrc-Statc Relationships was of thc vicw that thc main objcctivc undcrl!.ing thc All-India S c n i x s rcmaincd as valid as cvcr. Their commcnts bricfly arc as under : a)

All India recruitment makcs possiblc a minimum and uniform standard of adrmnistration throughout thc c0unt.q. It cnablcs the induction of the best available talent into these scrviccs.

b)

With personnel drawn from different Statcs. each State gets a leavening of senior officers from outsidc, whose vision and outlook transcend local horizons.

c)

Systematic deputations from thc States to the Union broadens the vision of the officers so deputed and brings to the Union the experience of ground realities.

d)

The joint control of these officers by the States and the Union Government, with the latter having ultimate authority over them, provides a measure of remote control which, bcing more objective, enables officers to withstand local influcnce and to provide independent advice.

47.6 In 1983, the Sarkaria Commission on Centre-StateRelations again focussed On the All India Services and statcd cmphatically as under :

“The All India Services arc as much ncccssq. today as thcy werc \\hen the Constitution was framed... Thc mcmbcrs of the All India Scnices haw shown thcmscl\~cscapable of discharging the roles that the framcrs of thc Constitution cn\isaged for thcm”. (7rriici.m

0//1/.Y

47 7 Although the AIS officcrs havc manfully toilcd on, thcrc arc a numbcr of ominous signals that thc stccl framc IS losing its “stccl” Bcing less amcnablc to prcssurcs thcy h a w bccn targcttcd by various intcrcst groups

513

( I ) !XX’ 1 1 0 ) The setting up of the National Judicial Pay Commission is possibly a step towards constitution of such a Service. We welcome this move.

01’ India ( I002

STRENGTHENING T H E ALL INDIA CHARACTER OFAIS

Currcntly, thc cadrc allocation of AlS officcrs who corac as dircct rccruits is madc in t\to parts Tlic insidcrs (hat is. thosc \tho bclong lo 3 particular Statc) arc allottcd on thc basisof mcrit-cum-option.\vhilc thc outsiders arc allottcd Statcs accordmg to alphabctical ordcr. irrcspcctivc of thcir position in thc mcrit list and thc choiccs indicatcd by thcm Thc proccdurc is opaquc and oftcn thcrc arc cliargcs of manipulation bj*influcntial probationcrs Thc allotmcnt of Statcs is conimunicatcd aftcr a long timc, by thcn thc probationcr docs not c\cn halt thc op!:on of rc-appcaring or mo\mg ojcr to a diffcrcnt scn’icc Thls prxcdurc IS sought to bcjustificd on thc ground that i t distributcs talcnt randoml> o w all the Statcs Howcvcr, i t also Icaics bright pcoplc, high in the mcrit list, stuck in a particularl~,rcmotc a m ,itith a scnsc of injusticc which docs not bodc ncll for thc all India charactcr of thc AIS 4 1 13

It is, therefore, recommended that allotment of State cadres should be done, in a transparent manner, at the time of appointment itself, basing itself on the position of probationers in the merit list and the options indicated by them 47 14

47 15 As far as thc promotce officcrs of thc AIS arc conccrncd, the!. normall! bclong to that vcry Statc, thcy spend all thcir lives in that State, thcy arc allotted to Ihc samc Statc cadrcebcn on thcir promotion to AIS and thcy gencrall! are reluctant to go to thc Ccntrc. othcr Statcs or PSUs on dcputation Resultantl!*. Ihq.tcnd to bc somavhat parochial in thcir outlook and may cvcn dcvelop a ncsus with the local politicians Our recomnretidations

4 7 I6 Thcrc can be a grcat change in the outlook of the promotcc officcrs if the following three recommendations are accepted:a)

When they are promoted to AIS, 50% of them should be allotted to contiguous States of the same region and the balance 50% to their own State.

b)

All AIS Officers should be compelled to do at least one stint of deputation with the Centre during the first 15 years oftheir service.

c)

The Central Government should have the authority to change the State of allotment for any officer, if there is evidence to show that he has developed a close nexus with either the politicians or other elements in a State

STREN<;TlIENIN(; THE BACKBONE OF I I I K AiS OFFICERS

I i l / l O / \ * m',rits

47.I 7 Wc coiiic ncst to thc phcnoniciion o f d x AIS Ofliccrs losing thcir iviilingncss lo bc indcpcidcnl and ObjCCtiW in thcir n d \ ~ ' cto lhc political nlaSlCrS This ivcakcniiig of thc bsckbcnc has not happciwd siiddcnly or ovcmight. Thc nicthods uscd tp tanic a rccalciuant officcr h a w bccn documcntcd b!. nunicrous witcrs on thc subjcct. Thc sitxplcst nicthod is to traiisfcr him scvcral timcs in a yciu. Although it is o k n said that transfcr is an intcgral part of thc scnicc systcm and not a punishmcnt, it is diffcrcnt whcn onc has to pack up all onc's bclongings and rcadmit childrcn to frcsh schools scvcral timcs in a !car. If this tcchniquc docs not work, suspcnsion or 3 vigilancc raid ISrcsortcd to. Thcrc arc somc cxamplcs of oficcrs who havc complaincd of niurdcrous assaults, acid-throwing. ctc. On thc othcr sidc of thc coin, onc can think of scvcral blandishmcnts likc cushy postings, foreignjaunts. allotmcni of plots and flats, usc of discrctionary quota for scnding thcir wards to mcdical or cngipccring c~llcgcsand so on. Thc Vohra Committcc has iividl!, dcscribcd tiic ncsus that has dcwlopcd bctwccn unscrupulous elcmcnts in the political. burcaucratic and busincss \vorlds. Rcccnt csposiircs of scvcral scams also undcrlinc thc sainc plrcnomcnon. It is of Ihc utmost iniportancc that this news be broken and stcps urgcntly takcn to strcngthcn and c\.cn rcstorc thc backbone of thc AIS Offccrs.

Our

47.18

For this purposc. the following steps are recommended.

rccomniendarions

a)

There should be a minimum tenure for every post. No prematurc transfer from D post should be allowcd, csccpt after following the proccdiirc suggcstcd below. Postings of officers in the States should also be made in the same manner as is laid down for the Centre Thcrc should be a Civil Sen iccs Board to recommend postings and an Appointrncnts Committec of thc Cabinet to approve thcm This \!ill rcducc the whimsical nature of postings and transfers A premature transfer should be effected only when the procedure enunciated by us in the chapter on Transfer Policy has been followed This involvcs submission of a casc for prcrnature transfer, along with reasons therefor, to thc Civil Scwiccs Board

Each transfer order should contain the average tenure of AIS officers in the State, as modified by that particular order. This would providc m e c b a t e warning signals in casc too many prcmaturc transfcrs arc bcing ordcrcd.

No transfer should be based on the recommendation, verbal or written, of anyone except the designated authorities in the civil service. All othcr rccomrncndations, whcthcr by politicians or by burcaucrah, should bc filcd. Dcpartnicntal action should bc takcn against offccrs who bring such outsidc prcssiirc to bcar on thc systcm

I'oliticiaiis find them rigid and riilc-minded. \\liilc the pro\ incial a i d tccliiucal scniccs arc fouiid 10 ha\c a flcviblc approach A major onslaught. cspcciall! on ilic IAS and IPS. castigatcs thcir gciicr;ilist cliaractcr. \\hilt thcir Ccrr\rn\ countcrpnrls. both i n CII 11 scr\ iccs and ir! the cciitral policc orgaiiintioiis. arc said to bc spccialists i n thcir rcspccti\ c ficlds ( ;tw, r.111 \I

I

\

.S[I
47 x u'c \+auld not lihc to bc d r m n into the gcncralist i s spccialis~ contro\w$ Sufficc i t to say that officcrs of AIS and Cciitral Scn iccs arc similar iii all rcspccts. clccpt t\+omajor fcaturcs Thc officcrs of Ccntral Scn iccs arc also gcncralist adminiszrators but the), arc confincd to a singlc dcpartnicnt nhilc AIS officcrs can bc postcd to a numbcr of dcparlmciits Sccondl! . thc AIS officcrs ha\ c c\pcricncc of functioning at thc bloch. sub di\ isioii. district. di\ isioii. Statc and Ccntrc, \\hilt central scn iccs officers nioi c up onl\ i n thc Iinc hierarch\ of their o\\n departnicnl

u'c \+auld no\\ lihc to tahc up \arious aspccts of thc -.+orbing of 47 9 AIS and niakc our spccific rccommcndations on diffcrcnt issucs

NEED FOR MORE ALL INDIA SERVICES

47, 10 Thcrc is no doubt that thc All India S c n x c s ha\.c cmcrgcd as onc 4nn'1"'1 of thc principal instrumcnts for upholding thc unit!, and integrity of the n?tion. Thc Ssrkaria Commission ivamcd that an\' rno1.c to dilutc thcir structurc, nct\vork or authority undcr any mistakcn notion should bc rcgardcd as rctrogradc and harmful. Wc would likc to draw attcntion to thc fact that. India is a largc count? of subcontinental s i x We ha1.c a rich di\.crsity of culturcs and ivc arc. by virtuc of our s i x and population, almost fatcd to cmcrgc as a rcgional poucr in thc 2 1 st ccntu?. Naturally, thcrc arc othcr forces which would likc to th\vart this risc and they havc bccn hypcractivc in fomcnting disscnsions. scccssionist mo\.cmcnts and trouble in vulncrablc pockets of thc 'countg,. Wc must not bc o\.crawcd by admtnistrati\x! modcls that ha1.c ivorkcd well in small islands. thc population of which may be equal to onc of the districts of Uttar Pradcsh To kccp India united, strong. democratic and free is not a small task. Only a network of AIS can insure us against disintegration.

l t i s [ r i m t t i ~for s

u't'''

Proposals for more IIS

47 11 This rcaliinhon has, now and thcn. Icd to proposals for niorc AIS Onc such proposal rclatcs to thc Mcdical S c n ~ cu, hich has not bccn supported by a majority of thc States so far We would like to appeal to the political parties of all hues that they should rise above narrow State or partisan interests No doubt Statc scnices consist mostly of sons of tlic soil. ccrtainl! thcy arc more amenablc But it is in the country's larger interests to have more AIS. To begin with, we have recommended two - Indian Medical Service and Indian Engineering Service (Nithout thcrc bcing an! suggcstion for placing thcsc subjects in thc Union List) If \+c can build a national coiiscnsus on thcsc, onc could thcn concci\c of othcr All India Scrviccs

1iii'rdr~r / t l d l l l ~ l l

47 12 Iiicidcntally, i t ma! bc mcntioncd that tlic Constitution of India also cn\ isagcs an All India Judicial Scrvicc This idea has found support from tlic La\\ Coiiiniission of India i n its 14th Kcport ( 1 0 5 8 ) and b\ the judicial pronounccnicnt of the Suprciiic Court in All India Judgcs' Association \ s Union

)cn I(

I'

1)

( ‘rtwtiori CJJ

siiitwirt’s

Our recowrmetidatiorrs

Enipnrpntielment

procedure

Our recoviniendai:oris

State Governments should not have the power to place an AIS officer under suspension. Thcy should forward such cascs to the Union Go\~cmmeiit,giving full reasons for tlicir rccoiiinicndations All such cascs should bc disposed of. onc way or thc othcr. \vithiii 5 da!.s by tlic Uiiion Govcmmcnt.

47 I9

Anothcr phcnomcndn uscd for taming thc wilder clcmcnts in t!ic AIS is h c crcation of cs cadrc posts with high-sounding titlcs, which arc dcclarcd cqaal to samc rcally powcrful posts. For csamplc, thc post of Eaitor-in-Chicf J f Gaxttccr Unit may bc dcclarcd as of Comrnissioncr‘s rank; thc chairmanship of a Boundary Commission may bc cquatcd to thc post of Chicf Sccrctary. Thus an upright cfficcr suddcnly finds himsclf owthrown and shiftcd to a sinccurc. unimportant assignmcnt whcrc hc has no work, no powers, no authority, nothing to do. Thcrc cannot bc a morc potcnt mcthod of rcducing a strong man into a \vcakling. 47.20 It is recommended that prior written approval of the Central Government should be necessary, before an ex cadre AIS post of SAG and above is created by a State Government. 47 2 1 A vcry strangc phcnomcnon that has bccn witncsscd in rcccnt ycars is that officers who havc not bccn found fit to bc on the pancl of Joint. Additional Secretaries or Sccrctarics to thc Government of India return to their parent cadres or continue to work thcrc, and arc in due course appointcd to posts of SAG. HAG and even Secretary’s rank Thc logic for this is the supposed diffcrence between thc qualities requircd of an officer for a Central Govcrnment posting. and those needed for a State Government posting That the argument is spccious is proved by thc fact that officers who were overlooked in the Central Governmeni because of CBI cases pending against them have been appointed b) their State Governments to high positions 1 47 22 The only anti-dote to this unsatisfactory practice is that there should be joint empanelment to the posts of SAG and above. Officers of the Central and State Government can meet and jointly decide as to who is or is not fit to bc empanelled. Fitness or unfitness should be for both Central and State-level assignments.

Creation oJPosts

47 23 Another method that has been used for dmoralizing the AIS officers is thc creation of unnecessary posts, both in the Centre and the States. The result of such indiscriminate creation of posts is that each post thereby becomes lcss important and effective, and there arc a large numbcr of posts that have no work and authority A little understood result IS the poaching that takes place on the preserves of other services, who rcsent thc cncroachmcnt

Our

47 24 We recommend strongly that there should be a 30% reduction in the authorized strength and filled in posts in the All India Services, both at the Centre and the States. This ui11 yicld rich dividcnds in many wa!s

reconmieiida‘rons

(I)

With thc total numbcr of AIS posts going doun. thc annual intakc would

ncccssarily havc to be drastically rcduccd too. Rcsultantly. thc quality of thc recruits LOthc AIS 1~11:miprovc. 517

(111)

With Icss important posts liaviiig bccn siirrciidcrcd. all rcniaiiiiiig posls \vould ha\ c. niorc or Icss, thc saiiic inlicrciit \\ortli-oi'-chargc Thus i t ivould bc morc difficult to humiliate iiii upright oi'liccr. b! shifting 11111110 a usclcss post

IMPROVING THE QUALITY OF AIS OFFICERS I'rontorriitr I'rilicv

4 7 25 It is also ncccssary to changc thc Vrcscnt s!stcni of almost guarantccd promotions in thc AIS, cspcciall! in thc Statcs Thc sJstcm ofjoint evaluation for cmpanclmcnt \ d l to somc cstcnt bring about a grcatcr sclcctivit? in prmollons at the Statc lcvcl But cvcn so. the tcndcncy is to crcatc morc and morc posts at thc highcr le\cls in order to accommodatc a high pcrccntagc of officcrs in senior assignments

This trcnd nccds to be rcvcrscd To pic an cxamplc of the IAS, 47 26 as far as empanelment to the rank of SAG in the Central Government is concerned, not more than 50% officers in a batch should normally make it. For HAG in the Central Government not more than 30% should be considered fit. 20% should be the outer timit for Secretaries to Goscrnment of India. Similar sifting is ncccssan' at thc Statc Ic\cl Fast Track Promotions

47.27 Therc IS also an urgent necessity for creating a fast track of promotion for really outstanding officers Oncc thc idca is accepted, suitable mechanisms for sclection can bc cvolvcd.

RELATIONS OF IAS WITH OTHER SERVICES

Demandfor

Parip

Tire I-mark argrrmetil

47.28 We now come to the difficult arca of rclations between the IAS and the other Services Most of the Associations of the IPS and Central Senices have spent a lot of time and effort in t q m g to csplain as to why there should be absolute parity between the IAS and these S e n x c s , in terms of pay scalcs, career progression and Central deputation. It would tpc useful to cxaminc their arguments and see how far these are tenable 47 29 The h e f argumcnt IS that all rccruits to IAS and Ccntral Scn ices are mductcd through the same esamination Thcrc may bc a diffcrcncc of onl). onc mark between the last man in the IAS and thc first man in thc Ccntral Scn.iccs That single mark should not makc such a diffcrcncc as to changc thcir cntire carccr pattcrns

47 30 This Iinc of argunicnt is not cornmcing I1 IS not corrcct lo comparc thc last man of thc IAS \iith thc first man of thc Ccntral Scn ices If thc first of each Scn-icc I S lookcd at, thc diffcrcncc in marks obtaincd itodd bc considcrablc Bcsidcs. Group B' scr\ iccs arc also rccruitcd through tlic sarnc chamination If thc h a r k argumcnt is conccdcd as bctnccn thc IAS and Group

(111)

With Icss important posts liaviiig bccn siirrciidcrcd. all rcniaiiiiiig posls \vould ha\ c. niorc or Icss, thc saiiic inlicrciit \\ortli-oi'-chargc Thus i t ivould bc morc difficult to humiliate iiii upright oi'liccr. b! shifting 11111110 a usclcss post

IMPROVING THE QUALITY OF AIS OFFICERS I'rontorriitr I'rilicv

4 7 25 It is also ncccssary to changc thc Vrcscnt s!stcni of almost guarantccd promotions in thc AIS, cspcciall! in thc Statcs Thc sJstcm ofjoint evaluation for cmpanclmcnt \ d l to somc cstcnt bring about a grcatcr sclcctivit? in prmollons at the Statc lcvcl But cvcn so. the tcndcncy is to crcatc morc and morc posts at thc highcr le\cls in order to accommodatc a high pcrccntagc of officcrs in senior assignments

This trcnd nccds to be rcvcrscd To pic an cxamplc of the IAS, 47 26 as far as empanelment to the rank of SAG in the Central Government is concerned, not more than 50% officers in a batch should normally make it. For HAG in the Central Government not more than 30% should be considered fit. 20% should be the outer timit for Secretaries to Goscrnment of India. Similar sifting is ncccssan' at thc Statc Ic\cl Fast Track Promotions

47.27 Therc IS also an urgent necessity for creating a fast track of promotion for really outstanding officers Oncc thc idca is accepted, suitable mechanisms for sclection can bc cvolvcd.

RELATIONS OF IAS WITH OTHER SERVICES

Demandfor

Parip

Tire I-mark argrrmetil

47.28 We now come to the difficult arca of rclations between the IAS and the other Services Most of the Associations of the IPS and Central Senices have spent a lot of time and effort in t q m g to csplain as to why there should be absolute parity between the IAS and these S e n x c s , in terms of pay scalcs, career progression and Central deputation. It would tpc useful to cxaminc their arguments and see how far these are tenable 47 29 The h e f argumcnt IS that all rccruits to IAS and Ccntral Scn ices are mductcd through the same esamination Thcrc may bc a diffcrcncc of onl). onc mark between the last man in the IAS and thc first man in thc Ccntral Scn.iccs That single mark should not makc such a diffcrcncc as to changc thcir cntire carccr pattcrns

47 30 This Iinc of argunicnt is not cornmcing I1 IS not corrcct lo comparc thc last man of thc IAS \iith thc first man of thc Ccntral Scn ices If thc first of each Scn-icc I S lookcd at, thc diffcrcncc in marks obtaincd itodd bc considcrablc Bcsidcs. Group B' scr\ iccs arc also rccruitcd through tlic sarnc chamination If thc h a r k argumcnt is conccdcd as bctnccn thc IAS and Group

'A' Ccntral Scrviccs, thc samc should thcn rcsull in a parity bctwccn thc Group 'A' Ccntral Scrviccs and Group 'B' Ccntral Scniccs Thc fact is that thcrc is a split-

sccond diffcrcncc bctwccn a gold mcdalist and thc also ran in an Olympic racc. The Specialist :Irpmcmt

All are Generalist Services

4'31 Thc othcr argumcnt is that officcrs of Ccntral Scrviccs arc spccialists who dcscrvc to hcad thcir dcpartmcnts and hold gll thc posts of Sccrctancs, Spccial Sccrctarics, Joint Sccrctaries ctc and thc intrusion of thc gcncralist IAS officers rcduccs thc cffcicncy of Government, cspccially in thc proscnt-day agc of spccialisation 47 32 It has been shown in an earlier paragraph that thcrc is essentially no diffcrencc betwccn fAS oficcrs and officcrs of thc Ccntral Serviccs. All of thcm arc gcnaalist administrators Their expertise lies in their administrative skills of conceptualisation, man and matcrials management, financial planning, intcrpretation and application of rulcs. Compared to Central Scrviccs an IAS officer has cxpcriencc of all levels of government from the panchayat to thc district, Statc and Centre, and compqed to IPS and Ccntral Services he has experience of diffcrent departments in the present set-up 47.33 The reasonable argument that has some weight is that thcre should be better career progression for the IPS and Central Services too. 47.34 With regard to the edgc cnjoyed by the IAShndtan Foreign Service ovcr the other Services, we have examined the matter in the light of the views expressed by previous Pay Commissions and the Government's Resolution of 1987. We find the edge existing from the 1st CPC to 3rd CPC but with varying mounts. As far as the Fourth CPC is concerned the pre-revised scales, the revised scales suggested by the Fourth CPC and the scales finally approved by the Government are shown in the following Table :

Scale

Pre-revised Pay scale

Scale suggested by Fourth CPC

JTS

For All Rs.700-1300

Rs.2200-4000

RS.2200-4000

STS

IAS/IFS Rs. 1200-2000 IPS RS.1200- 1700 Ind Forest Service Rs.1 100-1600 Central Rs. 1 100-1600 Services

RS.3000-5000 RS.3000-4500

RS.3200-4750 RS.3000-4500

Rs.3000-4500 Rs.3000-4500

RS.3000-450O RS.3000-4500

by

JAG

IASAFS

IPS

Scale approved Government

RS.3950-5000

-

Rs.3 700-5000

Ind Forcst Service Central Rs.1500-2000 Scrviccs

519

RS.3 700-5000 Rs.3700-5000

Rs.3700-5000

Scale by

Pre-revised Pay scale

NFSG

IAS/IFS Rs.2000-2250 IPS Rs. 1800-2000 Ind Forcst Rs. 1650-1800 Scrvicc Ceptral Rs.2000-2250 Scrviccs

Scale suggested by Fourth CPC

Scale approved Government

RS 4500-5700 Rs.4 100-5300 Rs.4100-5300

R~.4800-5 700 RS 4500-5700 Rs.4 100-5300

Rs.4500-5700

Rs.4500-5700

47.35 The Government of India, Ministry of Finance by its Rcsolution dated 13th March, 1987 decidcd to givc an cdgc as shown in thc above Table While the JTS for all Services was kept at the same lei CIS, thc: IASAFS cnjoycd a certain edge in STS, JAG and NFSG pay scalcs, as per the Govcrnmcnt Resolution This edge has continued till date. Our recornmendations

Based on the above analysis, we would like to make the 47.36 following recommendations : (i)

In order to set the controversy of a single examination at rest, Govt should restore the system of examination which used to prevail before 1979. There should be additional papers for thc IAS/Indian Foreign Service on the same pattern as before.

(ii)

As far as the edge enjoyed by the IAS and IFS over the other Services is concerned, we do not find any persuasive reason that would impel us to do away with the edge currently enjoyed by them. We, therefore, recommend that they be given corresponding replacement pay scales.

(iii)

Currentiy, there is a oonventional edge of two years between IAS/IFS vis. a vis. IPSKentral Services as far as empanelment in the Central Staffing Scheme is concerned. We are not disturbing this edge. The edge of two years does not apply to other Services (including Indian Forest Service) with respect to promotions in their own cadres. However, certain instances have come to notice where promotions in their own cadres have been stalled till the corresponding batch in the IAS was promoted. This practice must stop.

(iv)

We are making several recommendations for other services in order These include to improve their promotion prGab&E. creationhpgradationof at least one post in the rank of Special Secretary to Government of India in the pre-reviscd scale of Rs 8000 (fixed), upgradation of some posts to the pre-revised scales of Rs 7600-8000, Rs 7300-7600 and Rs 5900-6700, suggestion of a model cadre stnrcture to be achieved through five-yearly cadre reviews which have to be provided for im the Cadre Rules so as to be justiciable. earmarking of one post of JS/Dircctor/DS dcaling with cadrc matters in thc office of thc Cadre Controlling Authority for each Servrce. Assurcd Carccr Progression for all Group A Ccntral Services so as to mahc financial progression possiblc on a time-bound basis, clc

520

(v)

h r i w herwtw

~"s~"'"'~

In ordcr to rcmovc thc apprchcnsion of othcr Scrviccs about thc proccss of cmpanclmcnt and posting undcr thc Ccntral Stafling Schcmc. onc nonIAS Sccrcw should bc a mcmbcr of thc Civil Scrvicc Board An outsidc cspcrt may bc co-optcd for certain spccialiscd assignmcnts. It is also fclt that thc pancls should not bc sccrct documcnts but should be notificd formally, for thc information of all conccmcd.

47.37 There is a long-pending demand of officers of the Indian Forest Service that they should be brought at par with the lndian Police Service. There is a great emphasis on the environmental 'issues in the international community. Preservation and regeneration of forests are concerned among the key issues for the future of the planet. IFS ofliccrs also have a major interface with IPS oflicers, in that both services combat crime. In view of the increasi'ng importance of forestry and environment, the demand for equation sf IPS and IFS has acquired legitimacy. It is a reasonable demand and may be accepted.

RELATIONS WITH FEEDER SERVICES L

Our

recornmendations

Special issues

47.38 The AIS have also an interface with their three feeder services the State Civil Service, the State Police Service and the State Forest Service. There are certain problanatic issues which have arisen over the years. One major area is the creation of posts in the f d e r cadres, which are higher than the senior time scale of the AIS. Tly creation of such posts beyond the NFSG results in the problem of fixation of pay on the promotmn of an oficer into the AIS. It is, therefore, imperative that the following steps be taken: (a)

A Central legislation be enacted to provide for restriction on creation of posts in feeder services without prior approval of the Central Government.

(b)

Suitable provisions may need to be made in the rules of the feeder cadres so that the promotional avenues of these cadres are ameliorated in such a manner as to permit their promotion to the AIS within a defined time-frame. These can also ensure that members of feeder services need not be placed in grades higher than NFSG before they make it to the AIS.

(c)

The maximum weightage in terms of seniority given to the members of the feeder services, is currently restricted to five years. This may be raised to six years.

47.39 There are a few special issues relating to individual services to which we now turn.

52 1

INDIAN ADMINISTRATIVE SERVICE

I

47 40 A scnous problem that nccds urgent attention is the rclationship bctivccn thc Sccrctarics (Homc) and Directors General of Police 03 the one hand, and bct\vccn the Sccrctarics (Forests) and Principal Chief Conservators of Forests on the other Sccretarics (Home) and (Forests) need not always be senior posts, while DGPs and PCCFs arc the senior most oficcrs of the IPS and IFS in the State Thcrc are naturally problems of who will initiatc the ACR and other intcractional niceties

We have created posts in the prc-revised scale of Rs 7600~8000 in many Ccntral Services, but posts of the same scale have not been created in the IAS It is recommended that posts of Secretaries incharge of Home and Forests Departments in the State be upgraded to the pre-revised scale of Rs.7600-8000. This would ensure that officers next in seniority to the Chief Secretary/AddhonalChef Secretary would be appointed to such posts As we arc also rmmmendmg the same scale ofRs.7600-8000 to all DGPs and PCCFs. there ~ 1 1 1hopefully be less problems of interaction between them and their administrative Secretaries 48 41

47.42 In many States, the post of District Collector is not giycn the necessaqp importance. with the result that very young IAS Officers get posted to thesecrucial assignments. As District Colkctdrs are supposed to co-ordinate the functioning of all district officers, some of whom may be much more experienced, it is recommended that no IAS officer should be posted as a District Collector unless he has completed nine years of service. Further, it is often the case that a hslrict Collector has to be promoted to the SAG when he has completed only a brief stint in the district. In such cases, he may be allowed to continue in the district while holding the SAG pay-scale.

INDIAN POLICE SERVICE

47.43 The post of Commissioner,Civil Aviation Security is currently in the scale of Rs.7300-7600.The responsibilities of this post have become very onerous in recent t e e s . As such, we recommend its upgradation to the rank of Director General, Civil Aviation Securiiy inthe pre-revised scale of Rs.8000 (Fixed). 47.44 The IPS associations have asked for a uniform scale for all Directors General of Police in the States. This is a justified demand and we may upgrade all DGPs to the pre-revised scale of Rs.7600-8000. .4ddl lXif’5

47 45 Therc is currently no cadre post of Additional DGP in the States A11 thc posts arc ex-cadre posts created by the State Gokcmments In fact, thc Ministr?; of Homc Affairs had made an abortivc attempt to abolish these posts but had to rctracc its stcps in sicw of the strong rcaction from thc Statc Governments I t is felt that ficld rcalitics should bc taken into account and accordingly we rccommcnd that the rank of Additional DGP be recognised for creation of 522

cadre posts in the pre revised scale of Rs.7300-7600. Thc IPS Associations havc asbd for thc abolition of the rank of DIG This is a rank which is functionall! rcquircd at thc lcvcl of thc R a n g Furthcr. thcrc arc ccrlain traditional rclativitics bctwccn thc Armcd Forccs and thc Policc nhich cannot bc undul!. disturbcd As such. we are unable to accede to this demand. However, the condition that an officer should ordinarily put in fopr years of service in the grade of DIG for promotion to the scale of IG needs to be removed, as i t acts as an unncccssan, hurdle 47 40

INDIAN FOREST SERVICE

47.47 Having concededthc demand of thc fFS far a panty wth thc IPS. it would bc necessary to raise the pay scale of Principal CCF to Rs.7600-8000 (pre-revised scale) in all Stile Governments and also allow the creation of post of Additional PCCF in the pre-revised scale of Rs.7300-7600. Conservators of Forests wwld meve to the pre-revised scale of Rs.5100-6150and the scale of Rs.4500-5700 would become a non-functional selection grade for the Service. We recommend accmdingly . IG Forests

47 48 In the Central Government, the IFS have only om senior post in thc Inspector General of Forests. The post may be redesignated as Director General of Forests while continuing to draw his pre-revised pay scale of Rs.8.000 (Fixed). 47 49 The post of Director General, Indian Council for Forestry Research and Education is currently in the scale of Rs 7300-7600. Taking into account his multrfanous duhes and responsibilities, we recommend upgradation of the post to Rs.8,OOO (fixed) in the pre-revised scale.

A ddl.[GI;

47.50 There are two posts of Additional Inspectors General of Forests in the Ministry of Environment and Forests, in the scale of Rs.7300-7600 Keeping in view the upgrqhtion allowed in other Services, we may upgrade these posts to Additional Director General of Forests in the pre-revised scale of Rs.7600-8000.

Director, IGNFA

47.5 1 The post of Director of the Indira Gandhi National Forest Academy is presently in the pre-revised pay scale of Rs.5900-6700. It may be upgraded to Rs.7300-7600 in the pre-revised sca4e of piry.

DKib.

47 52 There is only onc post in the scalc of Rs.5900-6700 for the IFS as Director Project Tiger in thc Ministry of Environment and Forcsts. This number may be increased to five, by upgradation of four posts of DISC as Inspectors General of Forests (IsG) in the pre-revised scale of Rs.5900-6700.

523

Thc public services of the Central Go\? can bc broadly classified Services of thc Central Govcrnmcnt and (b) thc Dcfcnce Sen ices of the Ccntrd Govcrnment The Civil Services of the Central Govcrnment consist of (I) All-India Senwes, and (11) Ccntral CniI Scniccs As mcntioned in thc preceding chapter, there are three All India Semces. vi7 the Indian Administrative Service, the Indian Police Senwe and the Indian Forest Service These three services are common to the Centre and the States and hence arc under theirjoint control The Civil Sewices of the Central Govt are under the control of the Central Government alone 48 I

lnto (a) the Ci\d

48.2 The Civil Services of the Central Government consist of established services known as thc Central Civil Services as well as civil posts created outside -the established services, which constitute the General Central Services. Both the established Central Civil Services and the civil posts are classified in descending order of seniority as Group ' A',.Group ' B , Group 'C'and Group 'D.The number of Central Civil Services, Group 'A' has been increasing over the years - from 30 in 1971,49 in 1984, to 62 today. They account for the bulk of the Group 'A' posts under the Central Govt. (-about 55,000 out of a total of 75,000). The Central Civil Services are broadly classified into (1) Non-technical Services and (2) Technical Services (which include Engineering and Scientific Services). The non-technical services are meant to administer non-technical areas of administration at the Centre like audit, income-tas, posts and telegraphs and railways. Thc t e c h c d services perform similar functions on the technical side of the Central Government. Group 'A' category also includes officers engaged in research in scientific and technoIogica1 fields. The Central Civil Services consist of both kinds of isolated posts, technical and non-technical. 48.3 A typical unifunctional Group 'A' Central Civil Service has a cadrc structure which is constitutcd in thc form of a p\.ramid, thc various layers of thc pyramid corrcsponding to diffcrcnt lcvcls of rcsponsibilitics with functional distinction. Thls starts with Junior Timc Scale ( Rs.2200-4000), which is gcncrally a probation-cum-training gradc for dircct rccruits. and passes through Scnior Timc Scalc (Rs.3000-4500). Junior Administrativc Gradc (Rs.3700-5000) and Scnior Administratkc Gradc (Rs.5900-6700). In most of thc scrviccs. a Sclcction Gradc 524

(Ks4500-5700) also csists is pari of Juiior Adniinistrativc Gradc

Iii sonic caws. functional aiid iii othcrs i t i s non-functional Gcncrall! all thc Group A' Ccntral Scr\ icc cadrcs havc posts in highcr gradcs. I c Scnior Adminisirali\c' Gradc(Rs 5900-6700). Highcr Administrativc Gradc(i c thc scalcs of Rs 7 3 W 7000. RS 7600/-(fi\~d).RS 7300-8000. RS 7600-8000).

it is

I hit!

J'osis

48.4

A wcll-structurcd Group ' A ' cadrc consists of two distinct camponcnts : (I) Rcgular Duty Posts and (ii) Rcscrvcs. Thc rcgular duty posts which constitutc thc corc of thc cadrc arc mcmt for pcrforming thc functions for which thc scnicc has bccn constitutcd. It consists ofboth pcrmancnt posts as \wIl as tcniporan' posts which arc likcly to continuc indefinitcly. Thc duty posts arc smcturcd into diffcrcnt lcvcls of hicrarchy in thc time scalc, junior administrativc gradc. scnior administrativc gradc, ctc. corrcsponding to diffcrcnt Icvcls of rcsponsibility. 48.5

Rmvws

Thc rcscrvcs arc of four h-pes, viz. (I) probationary rcscnc (11) lcavc rcscnc ((111) training rcscrvc and (iv) deputation reserve. Somc Scnicc Cadrcs provide for a probationary rcscrvc in order to catcr to thc rcquircmcnts of probation which has to bc undergone by dircct recruits to the scrvicc. Thc strcngth of thc rcscnc depends upon thc six of thc normal annual intake through dircct rccruitmcnt and the pcriod of probation required to be put in by dircct rccruits

Other Reserves

48.6

Thc othcr rcscrvcs, namely, leave, training and deputation reservcs, arc intended to serve as substitutes for regular duty posts in the event of scrvice officers holding duty posts being temporarily away from their cadrc on Icavc, training, or deputation. Officers holding the posts under such rescncs do pcrform regular functions of the posts against which they are posted as substitutes Thc vanous types of reserves, including probationary reserves, are usually created and accounted for in the junior time scale.

Attributes of

48.7 The attributesof an Organised Group 'A' Civil Service, as per the Department of Personnel and Training guidelines, are as follows:-

Orwised il' Central Civil Services

a) b)

The highest cadre post is not below the level of Rs. 5900-6700; It has all the standard grades, namely, Rs. 2200-4000, Rs.30004500, Rs. 3700-50OOlR~.4500-5700 and Rs.5900-6700;

Career l~xpeclutiotrs

c)

At least 50% of the vacancies in the Junior Time Scale (Rs.22004000) are required to be filled by direct rechitment; and

d)

All vacancies above the Junior Time Scale and up to the Senior Administrative Grade (Rs. 5900-6700) arc filled by promotion from the next lower grade.

Officers joining a Ccntral Group 'A' Civil Servicc havc certain cspcctahons from thcsc scrviccs in tcrms of going up the ladder through diffcrcnt stages of the herarchy w i h n a reasonable pcriod of time. If thc cadrc pyramid is d k j ~ ~ ~obviously ted the promotional opportunities for individual mcmbers of thc Senlice would be limitcd. On the othcr hand, in a structurc which is not so stccp. one can cxpcct rcasonablc promotional opportunitics. Thus, thc dcgrcc of 48.8

525

rcalisatioii ol'carccr cspcctations b!. niciiibcrs of a scr\'icc IS cssciitiall!

;I

liinction

ol' thc dcgrcc of stccpncss of thc cadrc profilc p!.raiiiid /*c*,i\thi/itt < / t i

'hJc'c'/"cicCc* Srrirc t i i n '

4% (1 It has also bccn brought to our noticc that thc cadrc structure o ! soiiic of thc organiscd Group 'A' CI\11 Scniccs suffcr from \ aricd dcgrccs of lopsidcdncss \\ hich havc disturbcd thc cquilibriuni We strongly feel that functional justifications dove-tailed with reasonable promotional opportunities Should be the prime considerations in deciding the proportion of posts in different grades in a cadre Thc dcsidcratum of functionalit! preclude

an!. conccpt of an idcal and uniform pyramid tbwards which cach cadrc controlling authority could'attcmpt to movc EIcn so, somc broad paramctcrs do nccd to bc laid dotin. so as to somcwhat cquahic opportunitics for progrcssion \ lock/

''4

drc

Strirc lirrcl

4 8 10 Thc demands conccmlng thc fcasibility of a modcl cadrc structurc and thcu rationalc havc bccn carefully considcrcd by us in thcir totality Although i t is clear that uniform career prospects in all scrviccs can only bc a distant objective, we recommend the following ideal distribution of Group 'A' posts among various grades for any Organised Gr.'A' Central Civil Service Cadre with regard to the senior duty posts (STS and above) in order to provide guidance to the cadre controlling authorities in their quest for an ideal structure:Scale

%age of Senior Duty Posts

Senior Time Scale(STS) Junior Administrative Grade(JAG) Selection Grade(SG) Senior Administrative Grade(SAG) Higher Administrative Grade(HAG)

30 30 20. 17 3

Mandatory eligibility for grant of the Grade

5th year 9th year 14th year 17th year 25th year

Inclusion of 48 1 1 While going through the cadre composihon of the Indian Railways Group posts ' n Accounts Service, I h a n Railways Personnel Service, and Indian Railways Traffic the Group

2'

Cadre strength

Service, it has been observed that the posts belonging to their feeder Group 'B' Services have been shown against the JTS of the respective Group 'A' Sen ices authorised cadre strength In fact, in all the 8 organised Services of the Indian Railways (excluding IRMS ) the JTS strcngth represents the post of Assistant Officer in the lowest rung of Gazetted Cadre and combines both the Gr 'A' and Gr 'B' posts We have been given to understand that a clear cut segrcgation between Group A and Group B posts at the JTS lcvcl in an organisation like hdan Railways may not be possible As per the existing arrangements, the post is considered as Gr 'A' post in the pay scale of Rs Rs 2200-4000 when i t IS occupied by a Group 'A' Officer, othenvisc i t is a Gr 'B' post in thc pa! scalc of RS 2000-3500

rfltlie 48. I 2 Wc fccl that this kind of working cnvironmcnt and administrativc uittliori~'ed ccldre sct-up is not peculiar to thc Indian Railways alonc. This is quitc similar for othcr stretigth qf All India Scrviccs and somc of thc Ccniral Scrviccs whcrcin the officcrs of Group or~citri.rc~d (;r. 2 ' Sl,rvice,, ~ ~ ~ / t i d i* a A't i J TS lcvcl and thc rcspcctivc Group ' B'lfccdcr scn.iccs man intcrchangcablc I(eviov

/
posts which arc cqui;.alcnt in duties and rcsponsibilitics. We recommend review

526

of Group 'A' Cadre Strength of all 8 organised Croup ' A ' Services of Indian Railways in consultation with the DOPT so that the Group ' A ' cadres are distinctly segregated from the Group '€3' Cadres. Meanwhile, our recommendations with regard to Model Cadre Structure may be considered to be applicable only to those posts which are strictly Group 'A' posts. The Group 'B' posts should not be taken into account. ' d r c ri'vii'w 1 )tvniitid\ (

48, I 3 Practically all thc Group 'A' Scnwcs Associations havc painted a dismal sccnario of thcir carccr advanccnicnt and status of cadrc rcvicws b! rcspccti\ c administrativc ministrics thcrcb! rcsulting in acutc stagnation It has bccn obscnd h a t h c various Central Scnwxs arc at diffcrcnt Icvcls of rc\ ICM of thcir cadrc structures Some havc alrcady nianagcd four cadrc rcvicw since thcir inccption. whilc ohcrs havc yct to gct thcir niaidcn oncs finaliscd It has bccn provision for undcrtaking thcsc obscrvcd that in thc abscncc of any mandato!. cadrc rcj icws, this proccss may takc an inordinatcly long pcriod

('codri,riwrn 48 14 Oiir thc matter rrcot~rnic~~ida~rori \

Thc prcscnt guidclincs issucd b! thc Dcpartmcnt of Pcrsonncl on clearly cnvisage thc pcnodicity of cadrc rcvicws to bc fivc ycars Howevcr. from the rncmoranda reccivcd from various Group 'A' Scrvicc Associahons it has been obscrvcd tb-1 f h r various cadrc controlling authorities arc not follouing thc guidclincs stricdy We recommend insertion of suitable provisions in the service rules of all Group A Central Civil Services so as to make the cadre review process at five-yearly intervals for the respective services' mandatory on the part of cadre controlling authorities. The intention of this proposal is to make the issue of occurrence and periodicity of cadre reviews justiciable.

Optiniuobon of sizr

48 15 In tune with our overall strategy for optimisation of numbers in the Government, we recommend strongly that there should be a 30% reduction in the size of each Central Service over a period of 10 years. A question may arise as to how the fivc yearly cadrc reviews aiming at a model cadre structure would be able to reconcile itself with the 30% cut in numbers The obvious solution is to target an overall cut of 30% in the total numbers; their distribution over the different pay scales can be adjusted variably so as to come closer to tke model cadre structure. Thus there need not be an exact cut of 30% at each level.

D P C procedure

48 16 Another problem being faced by a majority of Group 'A' Services Cadres IS that of long delays in the DPC procedures for filling vacant posts Although a number of posts in different grades may be lying vacant, the eligible officcrs could shll be stagnating The DPC procedures duly involving the UPSC are a must for promaions to any higher gradc We recommend that the DPC involving consultatian with the UPSC should be held for promotion to SAG level posts only. For functional promotion to grades below SAG level an inter-departmental Screening Committee may be constituted to clear such promotion cases within a stipulated time-frame in anticipation of the vacancies. This would enable the incumbents to join without much loss of time. Thcrc is a gricvancc that officcrs bclonging to diffcrcnt batches are considered at onc timc and thcrc havc bccn occasions when thcrc havc bccn supcrscssion by a mcmbct of one batch o\ cr his seniors bclongir,g to an carlicr 44 17

527

batch Thcir iiilcr sc sciiiority also Laps 011 gctting cliangcd with cvcry promotion All this gciicratcs consrdcrablc bad blood It is, therefore, suggested that promotions in the Central Services may also be held in the same manner as in the IAS. One batch be taken for consideration at a time lntcr sc scniorit\ as fiucd b! UPSC at thc initial cnlq should rcniain intact. dcspitc supcrscssion ( '(rcir~*

'oJlrlrc~l/rlr~ :Iitt/ron't,v

f~utrtrt'cadre retirus atrd

.\!odd cadre stnicrure

4% 18 Onc of thc major gricvanccs put forth b! thc Associations of various Orgaiiiscd Group 'A' Scniccs \\as apathctic cadrc managcmcnt by thc rcspcctivc c& con~rollingaulhontics which was duc to non association of scn'icc nicmbcrs in thc cadrc managcmcnt proccss Somc of thc scnicc associations haic gonc to thc cvtcnt of dcmanding that thc powcrs of cadrc controlling authorit!, should vcst vith thc rcspcctivc Hcads of thc scnicc instcad of thc conccmcd Ministries Having gonc through thc pros and cons of various altcmativcs. we recommend that the cadre controlling authority should continue to be vested with the concerned Ministries but the posts of Joint Secretary or Director/Deputy Secretary in-charge of cadre control of these services, depending upon the size of the service, should be manned by a suitable officer belonging to the respective service under the Central Staffing Scheme. The DOPT should ensure the empanelment and subsequent placement of such officers accordingly. 48.19 Wc have also received dcmands from various Associations of Organised Central Group 'A' Serviccs for largc scalc upgradations of various cadrc posts Our general approach has been to ensure that a limited number of posts at senior levels are recommended for upgradation only as an interim measure so as to improve the career prospects of the members of these services within their cadre pending detailed cadre reviews in the light of the Model Cadre Structure proposed by us. These detailed cadre reviews duly identifLing the posts to be upgraded and carrying out proper rcstructuring, if required, will necessarily have to be undertaken only by the concerned administrative Ministries 48.20 Another sore potnt with the Central Services is that in some of them there is not a single post carrying the scale of pay of Secretary(Rs 8000/fixed). We felt that this was a just grievance and we have taken pains to provide at least one post carrying that scale in almost all the services, except those which are very small in size or young in age

Our strategy

48.2 1

It will thus be appreciated that we have adopted a six-pronged strategy to ameliorate the condition of the Central Services :Provision of at least one post of Special Secretary rank carrying a pay scale of Rs.8O001Increase in the number of posts in HAGISAG on ad hoe basis. Provision of a Model Cadre Structure. Provision for a statutory cadre review after every five years under a justiciable procedure. 528

.lpplicohilttv~~ ottr

rrctimmrnda~ion

Srrv ices dfsclcssed I n this

clrap ter

Recruitmen1

Keeping a J.S./Dir./D.S. level officer of each service as the officer dealing with cadre affairs of that service.

(0

An ACP system which assures a pay progression to all officers of all services within a time-bound schedule.

48 22

Thcsc gcncral rccommcndations shall bc applicablc to all Orgmscd Group 'A' Ccntral Civil Scn*iccsincluding thc Enginccring and Mcdical Schiccs All posts pcrtaining to thcsc scn'iccs discusscd in this Chaptcr shall bc givcn thc rcplaccmcnt pay scalcs corrcspondtng to thc prc-rcviscd cxisting scalcs unlcss specifically mcntioncd in thc forcgoing paragraphs '?k following Organiscd Group 'A' Ccntral Scrviccs arc bang discusscd in this Chapter and rest of thcm havc becn covercd by us in thc Rcport scparatcly.

48 23

Si No.

Name of Service

1. 2. 3.

Indian Foreign Service Indian Audit & Accounts Service Indian Broadcastin? (Programme) Service Indian Civil Accounts Service Indian Cost Accounts Service Indian Customs & Central Excise Service Indian Defence Accounts Service Indian Defence Estates Service Indian Economic Service Imdirn Information Service Indian Ordnance Factories Service Indian P & T Finance & Accounts Service, Indian Postal Service Indian Railways Accounts Service Indian Railways Personnel Service Indian Railways Traffic Service Indian Revenue Service(1ncome Tax) Indian Statistical Service Indian Trade Service

4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 14. 17. 18. 19. Mode qf

(e)

48.24 Recnutment to the above Servicesexcepting the Indian Economic Service, Indian Statistical Service, Indian Cost Accounts Service and Indian Broadcasting Programme Service is made through the Combined Civil Services Examination conducted by the UPSC. By and large direct recruitment to the extent of 50% of the posts at JTS level is resorted to, while the remaining 50% posts are filled through promotion 6om the respective feeder services. The posts above JTS level are filled by the method of promotion only or by selection through Departmental Promotion Committees constituted for the purpose 48.25 We now propose to discuss thc service-specificdemands put forth by Associations of thc Ccntral Ciyil Services (Group 'A') and our rccommcndations thcrcon.

INDIAN FOREIGN SERVICE llllr#Itlfll Ill MI

The Indian Forcign Scrvicc (IFS) was cstablishcd for thc conduct of thc full r a n g of India's fmagn relitions The cadre control of this Sen ice lcsts with the Ministn. of External Affairs 4x 20

48 27 It was demanded that thc head of the Forcign S c n x c should be designated as.Sccretan Cicneral and get the same pay as the Cabinet Secretan We recommend that all Secretaries to the Govt. should get the same pay and hold the same designations, without any exception. l'tirifi

in

\crrIt,c

\'i\-ti-\i\

pi\

IA s

48 28

Kccping in view the changcs rccommendcd b!, us in the Combined Civil S e n ices Examination for the recruitment of 1AS and IFS officers and the traditional pant?*~ fpay l scales between the two services, we recommend the grant of same set of pay scales to officers of both the services.

I

INDIAN AUDIT AND ACCOUNTS SERVICE

I

48 29

Inrroduc t i o t i

The Indian Audd & Accounts Service is the principal instrument b! which the Comptroller and Auditor General of India discharges his Constitutional obligations. This senwe aids and assists the C&AG in the performance of his duties and in the exercise of his po\\ers in relation to audit of accounts of the Union and of the States and of an! other authority or bod! prescribed by or under any law made by the Patlrament or State Legislatures

Depun, C'omp'roller Auditor Griieral oflndia

The post of Deputy Comptroller & Auditor General of Accounts 48 30 is the highest cadre post available to the members of the IA&AS It is in the pay and rank of Secretary to the Govenunent of India It has been pleaded that the Deputy C&AG should have the pay scale and status next to that of the Cabinet Secretary as in the present scheme of pay structure and in the event of Fifth CPC recommending upgradahon of any other post to the level of the Cabinet Secretary, the Dy C&AG should also be placed in that higher level of pay The Association's apprehension is unfounded as we are not recommending upgradation of any post of a Secretary to the Government of India to that of the Cabinet Secretary.

Upgradation of pos1.s of Additional l>epup (~omptro~lerr and Auditor (;enera/

48 3 1

There are five Addl.Deputy Comptioflers and Auditor General (ADAI) who are responsible for the finalisation of the audit report on Union Government, States and commercials respectively These officcrs supervise and coordinate the work of Principal Accountants Gcneral/Directors General who are HAG level officers. In most cases, the finalisation of audrt reports entails discussion with the highest echelons of thc executive with a VJCW to project a balanced view We recommend the upgradation of five posts of Additional Deputy Comptrollers & Auditor General in the replacement scale of pay corresponding to the pre-revised scale of Rs. 7600-8000.

/'rim iptil

4X 32

.l c ~ f l l ~ t l r t l i l r [;ciiwol

Of thc clcvcn posts prcscntll in h e scalc of' pa? of Rs 7300-7600 and variously dcsignatcd as Dircctor General, Principal Accountant Gcncral and Director of Estcrnal Audit, India, Unitcd Nations Board of Auditors, cight arc in 530

various Statc Capitals and vcstcd with thc rcsponsibility of ovcrsccing thc Audit of transactions of thc conccrncd Statc Govcmmcnts, Statc public cntcrpriscs, autonomous bodics, ctc. or thc Accounts and Entitlcmcnt functions in Lhc rcspcctivc staks. Posts of othcr Statc Accountants Gencral arc in a lowcr scalc of pay of RS.5900-6700.It has been urgcd that of the posts of Accountants Gcncral in cach of thc states cntrusted with audit functions one post should bc of thc lcvcl of Principal Accountant General in the scalc of pay of Rs.7300-7600. This would obviously involve upgradation of a large number of posts, which will necessarily haw to be justified on functional considerations. At thc same time, in the context of our emphasis on improving efficiency in administration and enforcing accountability, wc recognise the need for strengthening the audit machinery, Espcctations from Audit have also increased in the recent past following the dctcction of large-scale irrcgularities in various spheres of governmental activity. Pcnding, thcrcfore, a detailed evaluation of the actual functional requirements and as an interim measure to alleviate the problem of stagnation in the Senior Administrative Grade of .the Service to some extent, we recommend the upgradation of four posts of Accountants General to those of PAC in the replacement scale of pay of Rs.7300-7600. We would leave the actual deployment of these posts in the field to the C&AG of India who is the best judge of his requirements. 48.33 The National Academy of P,u&t and A m & , Shimla, is the apex ofAudr‘ in-service training institute for the officers of the IA&AS which is headed by a and Accounts Director in the SAG level. We recommend the upgradation of this post in the replacement scale of pay corresponding to the pre-revised scale of Rs. 73007600. Director .Vahonal

INDIAN BROADCASTING (PROGRAMME) SERVICE Introducrion

48.34 The Ind~anBroadcasting (Programme)Service was constituted on 5th November, 1990 under the administrative control of Ministry of Information and Broadcasting with a view to providing a specialised Programme cadre to the All India Radio and Doordarshan. This service was bifurcated media-wise and further divided into two streams comprising Programme Management and Programme Production As such IB[P]S provides for four independent cadres, namely (I) Programme Management cadre of All India Radio, (ii) Programme Management cadre of Uoordarshan, (iii) Programme Production cadre of All India Radio and (iv) Programme Production Cadre of b r d a r s h a n . The initial constitutionof the sewice was made by appointing officers holding corresponding posts in respective cadres in All India Radio and Doordarshan.

Our

48.35 We recommend that various posts in the Indian Broadcasting (Programme) Service may be placed in replacement scales corresponding to those recommended for analogous grades in other non-technical Group ‘A’ Central Services.

recomme’ldatrons

I iti trodirctioti

INDIAN CIVIL ACCOUNTS SERVICE

48.36

I

Consequent upon the departmentalisation of accounts, the Indian Civil Accounts Service was constituted on 1-4- 1977 to man the Group ‘A’posts 53 1

in tlu Dcparbiicntaliscd accounling forniations Initiall!. thc officcrs l'roni Indian Audit and Accounts S c n ~ c cwcrc dcrivcd and thc first dircct rccruitmcnt to this Scrim bcgan from thc y w 107H Thc officcrs of this Scnicc arc rcsponsiblc for foniiulation of policics and proccdurcs in mattcrs of Govcmnicnt paymcnts and accounting. and intcrnal audit functions i n thc various Ministries/ Dcpartmcnts csccpt Rail~ays,Dcfcncc, Posts and Tclccommunications. Spacc and Atoniic Encrgy \\hich have thcir in-housc accounting sct-up

48 37 Thc Controller Gcncral of Accounts (CGA) is thc hcad of this scn'icc. In vicw of thc spccialiscd naturc of thc dutics assigncd to thc CGA, his rolc and thc multiplicity of functions, we recommend that the pay scale qf this post should be upgraded to the replacement scale ofpay corresponding to the pre-revised pay of Rs. 8ooo/-fixed and made ex-officio Special Secretary to the Covt. of India in the Department of Expenditure. Thc issuc of convcrsion of office of CGA into a full flcdgcd 48.38 Dcpartment of Accounts undcr thc Ministry of Finance has been brought bcforc us by the Memorandsts. Wc foe1 that this may be considcrcd by the Govt. in the light of functional justification and nccessity. 48.39 It has bccn statcd bcfore us that one of thc major objcctivcs of departmentalisation of accounts in Civil Ministries in 1976 was to improvc thc financial competence of Ministries. It is a distinct fcaturc of thc financial & accounting sct up prevailing in the Railways, Telecommunication and the Deptt. of Posts where financc and accounts are combined at all levels in an integratcd functional sct up. This has not been the case with the Civil Ministries where thc finance stream is managed under the "Central Staffing Schemc" and is separate from thc Accounting stream which is manned by trained and qualified personnel at all levels. Accordingly, complete integration of financial advice, Budget and Accounts functions in the Civil Ministries at all levels has been sought.

We feel that the major objective of departmentalisation of Accounts was to improve the accounting competence of Ministries and Departments by creating an efficient and dedicated.accounting organisation inhouse as their intrinsic part. The scheme introduced a major change in the accounting arrangements. Departmentalisation had been introduced earlier in the Railways, Defence establishments and the Ministry of Supply. As a logical extension, the Comptroller & Auditor General was also relieved of the responsibility of compiling the accounts of all the Central Ministries and entitlement functions in 1976. These were entrusted to the Controller General of Accounts (CGA) instead. Financial advice functions .are quite distinct from thc Accounting and internal check functions for a variety of reasons. The Secretary to the Dcptt. is the Chief Accounting authorih of that Department. The system of financial advice envisages a degree of independence and it is precisely for this reason that there is a dual administrative control of both the conccrncd Secretaq and that of the Secretary (Expenditure) over the FAs. FAs can represent dircctly to the Secretary (Expenditure)in cases of disagreement on financial matters. Aparl from prcscning the independenceofthe FAs, it would also bc appropriatc to utilisc for thc purpose thc cxpcrtisc availablc in various othcr organiscd scrviccs and cnsurc a wider zone of sclcction instcad of confining this to thc officcrs of a particular scrvicc. This objcctivc is sccured by including thc posts of FAs in thc "Ccntral Staffing Schcme". It would, therefore, be neither appropriate nor 48.40

532

desirabk to recommend that officers of the Departmentalised Accounts set-up alone should be appointed as FAs. The demand is not accepted. Upgradation of W O posts

of

Controller of Accounts

48.4 1 The Service Association has demanded upgradation of a host of posts in various grades. In view of their higher functional responsibilities and increased work toad, we recommend upgradation of two posts of Controller of Accounts in the Ministries of Law & Justice and Food & Civil Supplies in

the replacement scale of pay corresponding to the pre-revised scale of Rs. 5900-6700 as Chief Controller of Accounts. Merger of ICAS into any other .4ccoroits Service

The Indm Audit & Accounts Service was bifurcated in 1977 and the Indian Civil Accounts Senice constituted. Even after nearly 20 years, the total strength of the ICAS has not crossed 199. This IStoo small a number for a viable Service Further, the officers of the ICAS are confined in their experience to the Central Government offices in Delhi and their expertise is limited to maintenance of accounts This has somewhat limited their horizons We, therefore, recommend the merger of the ICAS into any other Accounts Service.

48.42

INDIAN COST ACCOUNTS SERVICE Introduction

48.43 The Indian Cost Accounts Service is comparatively a young civil service and is manned by qualified CosVChartered Accountants. The officers of this Service are required to tender advice to various Ministries on a variety of complex Cost and pricing related issues. This service is being administered by the Department of Expenditure, Ministry of Finance.

Chief

48.44 The Chief Advisor (Cost) is the overall in charge of the Cost Accounts Branch, Ministry of Finance, which serves as a consulting organisation for the Central Govt. for resolving issues relating to costing, escalation on contracts, resolving disputes on price fixation between the Govt. and the public sector organisation etc. Keeping in view the functions and responsibilities of the Chief Advisor (Cost), we recommend the upgradation of the post as ex-officio Special Secretary to the Govt. of India in the replacement scale of pay corresponding t o the pre-revised scale of Rs.8000/- p.m.

A dviser(Cost)

Provision of direct e n w at STS level

48.45

Cpgradarion and eticadrement of sonie kqv posts

48.46

It has been argued before us that the existing provisions in the h t m e n t Rules which provide for filling up of 25% posts at STS level through dtrect recruitment are not in confbrmity and semblance with the provisions of other Organised Goup 'A' Services Having considered this issue in its totality we feel that since this is a service of qualified professionals whose demands outside the governmental set-up are manifold and with much higher emoluments, it would be desirable to retain this provision to enhance the attractiveness of service for qualified professionals.

To streamline the cost accounting work of various Departmentshlinistries of Govt. of India, officers of this service have been specifically pcstcd and attached in ten different Departments. The Cost accounting work pertaining to the other Departments/Ministries/Undenakings is being looked after by the Cost Accounts Branch, Ministry of Finance. Wc fccl it appropriate to partially re-adjust the hierarchy at the top. This would not only help in better and systematic w o r h g of the officials but provide an umbrclla for middle level ICAS

officers posted in other Departments as well. In view of the changed economic scenario, entry of multi-nationals into infrastructure/ core areas, extremely high investmentlcxpcnditureare being proposed and made in the sectors like Railways, Telmmmunica~ons,Posts,Steel & Mmes, P o w , Coal, Defence, Fertilizer There is a strong need from the national point of view to monitor the profitabilitv aspect nf such h u g s :i+ :tn i:s : k i n g madc in thesc aeciors. Aicuraingly, we recommend the following :-

I Tboduction

lipgradation o/ Chairman and Members o$

CBEC

(i)

Upgradation of one cadre post of Advisor(Cost), Cost Account Branch, Ministry of Finance as AddLChief Advisor(Cost) in the replacement scale of pay corresponding to the pre-revised scale o f Rs.7300-7600.

(ii)

Upgradation of the posts of hiember (Finance), Bureau of Industrial Cost and Prices, Ministry of Industry in the replacement scale of pay corresponding to the pre-revised scale of Rs. 7300-7600 and its encadrement in the ICAS Cadre.

(iii)

Upgradation of a post of Director (Cost) each in the Deptt. of Company Affairs, Ministry of Law, Department of Defence Production, Ministry of Defence and Ministry o i Food in the replacement scale of pay corresponding to the pre-revised scale of Rs. 5900-6700 as Advisor (Cost).

INDIAN CUSTOMS AND CENTRAL EXCISE SERVICE

I

48 47 The Orgarusabon of Indian Customs and Central Excise IS a part of the Department of Revenue of the Ministry of Finance. The Central Board of Excise and Customs (CBEC) is the apex body of Central Excise, Customs and Narcotics Department whch is headed by the Chairman, CBEC ard the Board comprises of five other members The post of Chairman and Members are exbadre posts for the Central Excise & Customs Service 48 48 The officers of this Scnicc are entrusted with the task of collectlon of the much needed revenues through indirect taxes, notable among them bemg customs andexcise duties and tax on senices The Service Association has advocated the upgradation of the post of Chairman. Central Board of Excise and Customs. who is presently an ex-officio Special Secretary to that of Principal Secretary to the Government of India n i t h encadrement in the Indian Customs & Central Excise Service It has also been demanded that the posts of Members of CBEC be upgraded in the pay and ranh of Secretary to the Govt of India nhile being encadred in the Indian Customs and Central Escise Service

This service is one of the fcu Organised Group 'A' Central the concerned Department are not in the cadrc We recommend the cncadrement of the post of Chairman, CBEC in the IRS. It is also recommended that posts of Member may be upgraded in the replacement scale of pay corresponding to the pre-revised scale of Rs.7600-8000 and be encadred in the ICCES. 48 49

services III whch the top techrucal posts of

Demandfor separate Chief Commissionerafes for Excise funcltons

48.50 There are 12 posts of Chief-Commissioners/irector General in the HAG level available for the service officials. Out of these, 8 officers are responsible for fidd functions and are designated as Chief-Commissioners.These arc located at Mumbai (2 officers), Calcutta, Chennai, Baroda, Kanpur, Hyderabad and Delhi (one each). The remaining four officers are designated as Directors General of Inspection, Revenue Intelligence, Vigilance and Training respectively. Thc ficld level Chief-Commissionerssupervise both the Customs Wing as well as Excise Wing in all Chief Commissioncratcs. excepting Mumbai where ChiefCommissioners supervise the work of Customs and Excise Commissionerates scparately. It has been dsmanded that duc to increased magnitude of work the job of supervision of Customs & Escisc be scgregated at the level of Chief Commissioncr in the remaining Chief Commissionerates. 48 51 There are separate acts so\ c m g the levy and collection of escise and customs duh (Central Excise Act 1944. Customs Act 1962) Presently, up to the level of Commissioners the job of trio wings has already been segregated and different Commissionerates arc operating for the purposes of customs duty and excise duty Keeping in view the increased magnitude of workload pertaining to Customs & Central Excise wuthm the jurisdicbon of Chief-Commissionersat Delhi. Calcutta, Chennai and baroda, we recommend upgradation of post of one senior most Commissioner each to Chief-Commissioner in the a b w e four ChiefCommissionerates in the replacement scale of pay corresponding to the prerevised scale of RS.7300-7600.

Non+nctionnl rank OJ'.~ddl

DePW Commissioner

Special allowatice

,for Rcizwrtc

oflcials

48 52 In most of the Gr 'A' Central Senice the promotion to STS from JTS IS generally accopnpanied with a changc in designation as well. Moreover, the promotions from JTS to Selection Gradc level generally involve passage through three sets of &tinct promotional designations (hctional or non-functional). In case of Indian Customs & Central Excise Service officers, this promotion is totally non-hctional and the officers continue to perform thesame job for a continuous period of 9 ;ears or more with the same designation, which is not the case with a host of other similar Gr.'A' Civil Services. We recommend the introduction of a non-functional rank of Additional Deputy Commissioner corresponding to the STS level.

Sanction of Special Allowance amounting to 10% of basic pal for 48 53 'Revenue Officers', in considcration of the discharge of essential functions. resource mobitisation and combating economic crimes coupled with the dire need for a very high standard of integrity. has bcen demanded. 311

48 54 We are convinced of Lhc fact that each and every Centrai Scn icc has bccn constituted to perform a spccialiscd role assigned to them and officers are cvpccted to deliver their best with thc utmost sincerity, devotion and integrit? Grant of special allowance on account of this for the officers belonging to any Service is neither justified nor appropriate.

-

INDIAN DEFENCE ACCOUNTS SERVICE

Introduclion

48.55 The Indian Defence Accounts Service caters to the in-house accoUnting, financial advice needs of the three kfence Services, PRDO,Border Roads Organisation, Ordnance Factories and other inter-services organisations.

Cwttroller Gctrrral oJ Defence .-l ccoioits

48.56 The Controller General of Defence Accounts is the Head of the Indtan Defence Accounts Sexvice and functions as Inwmal Financiai Adviser and Chief Accounts Officer to the three Senkes Chiefs. CGDA is fully involved by the Ministry of Defence in policy formation on all matters relating to pension, delegation of financial powers, accounting procedures, changes in terms and conditions of work contracts and procedures on Internal Audit for Defence and their update. We recommend the upgradation of the post of CGDA in the replacement scale of pay corresponding to the pre-revised pay of Rs. 8ooOl(fixed) equivalent to the Special Secretary to the Govt. of India.

F'1tiancial.4dviser

4 8.57 The Financial Adviser(Defence Services) heads the Finance Division of the Ministry of Defence which compnses three main Departments, namely, Department of Defence, Department of Defence Production and Supplies, and Department of Defence Development and Research which are each headed by a Secretary to the Government of Inda The IDAS Association has put forth a view that the Indm Defence Accounts Cadre should have an exclusive nght to man the post of Financial Adviser (Defence Services) and restoration of its pay to Rs.800@/-111 the pre-revised scale which was earlier accepted and implemented by the Govt. of Inda on the recommendations of the Fourth Pay Commission. Keeping in view the job However, the same got downgraded later on reqxmibility and its pivotal d e , which, inter-alia, requres specialised experience and knowledge m the field of Defence and Defence related subjects, we recommend that the post of FA(DS) should be manned by IDAS officers under the Central Staffing Scheme in the replacement scale of pay corresponding to the pre-revised pay of Rs.8000/-.

$eJence

Scmces)

Addl CGDA

48.58 The Addl Controller General of Defence Account; (Audit) and Addl. CGDA(Inspections) assist the CGDA at the headquarters Their role in providmg payment, accountmg and audit cover to the Defence Senices has been increasing in terms of increase m budgct, volume of transactions and complemty of functions. There has been a shift m eiinp!&s froc mounting as a means of expenditure control to an effective tool of management with a view to obtaimng optimum utilisation of the resources in each of the budget centres. We recommend the upgradation of these two posts in the replacement scale of pay corresponding to the pre-revised scale of Rs.7300-7600.

Hegrotial ro"fro''ers f. Drfitrte . 4 C C O U t l t S

48.59 At the field level there are five Regional Controllers of Defence. Accounts who are co-terminus with the five commands of the Indian Army which are headed by the Army Commanders (GOC-in-C) in the pre-revised pay of Rs 8000/- The respective Army Commanders are assisted by an officer each in the rank of Rs. 7300-7600 as Chief of the Staff On the same pattern we recommend the upgradation of these five Regional Controllers of Defence

Accounts in the replacement scale of pay corresponding to the pre-revised scale of Rs.7300-7600. Upgradation of Internal Financial Adviser

48.60 Four Internal Financial Advisers have been positioned in each key service headquarters to assist the authorities. Upgradation of these 4 posts of Intemal Financial Advism has been dmmded. The IFAs at Ac.y Headquarters, h Hqrs. and Naval Hqn. have already been positioned by utilising some existing posts in the Defence Accounts Department giving additional charge to C.D.A.'s. Considering h e size of the Defence Forces, Budget vastness and complexities of their Hqrs. organisational structures and functional responsibilities, we recommend for the upgradation of four posts of Internal Financial Advisor in the replacement scale o f pay corresponding to the pre-revised scale of R~.5900-6700. INDIAN DEFENCE ESTATES SERVICE C

Introduction

48.61 The Indian Defence Estates Service was originally constituted as Military Lands and Cantonment Service. This Service has been assigned the task of management of civic administration and local self-government in cantonments, developmental works in cantonments, administration of defence land, procurement of immovable assets and lands for defence purposes etc.

Direclor General, Defence Estales

48.62 The Director General, Defence Estates is thc Head of the Indian Defence Estates Service. In view of the exishng command structure, we recommend the replacement scale of pay corresponding to the pre-revised scale of Rs.8000/- equivalent to a Special Secretary to the Govt. of India.

Directors of Field Commands

48.63

The Defence Estates Organisation has five functional field commands h c h are headed by the IDES officers of HAGISAG level who in turn dbectly report to the D.G.(Defence Estates). The headquarters of Western Command, Eastern Command and Northern Command of Defence Estates Organisation are located at Chandigarh, Calcutta and Jammu respectively and are headed by Senior Admimstrative Grade level officers. These three functional commands are comparable to the Central and Southern Commands which are headed by a Principal Director each in the Higher Administrative Grade level. Keeping in view the functional justification and job responsibilities we recommend the replacement scale of pay corresponding to the pre-revised scale of Rs. 7300-7600 by converting the posts of Director in the three Commands into that of Principal Directors.

Consullation with

UPSC in drscipiiriary cases

48.64 It has been brought to our notice that the Ministry of Defence has obtained exemption from consultation with the UPSC in rcspcct of all. disciplinaq cases against the officers of IDES which needs to be reconsidered. The UPSC(Exernption from Consultations) Regulations. 1958 protide that in regard to disciplinary matters it shall not be necessary to consult UPSC before any punishment is imposed on civilian employees paid from thc Defence Services Estimates. This csclusion is not specific to the officers of the IDES only as brought to our notice by the Association. Hence the status-quo may continue

537

THE INDIAN ECONOMIC SERVICE Introduction

48.65 The Indian Economic Service was constituted with the objective of having an organized Group A Service to formulate and implement the economic policies ml ~ m ~ a m _ r l nf ? e thc s country. The scxic? is intci-dzpar&mentalin nature aftcr.a rigorous training programme, the young recruits are groomed to function as economic administrators and economic advise.rs and are postcd in different Ministries.

Encadremenr of 48 66 Principal Adviser. Chairman. Planning Commissioti

The IES Officers Association has represented that the post of Commission for Agricultural Costs and Prices, Chairmm, BICP. Special Secretq and Pnncipal Adviser in Planning Cornmission etc ,be sncadred within the service as these are posts n i t h predominantly economic functions and as some of these posts have 'been held by officers of the service at different points in time We note that Planrung Commission, in spite of being one of the major users of Indian Economic Senlice Officers. has not encadred any posts for the service officers at the higher levels It is also noted that the 8 SAG level posts in dated Plannmg Comrmssion encadmi into the IES vide Order No 1 1015/1/90-IES. 1 2 9 1 as a part of their only cadre review and ha\ ing the clearance of the Cabinet ha\e still not been operationalized In order to brmg about a congruence between the functional needs and the legitimate aspirations of the members of the service we recommend that one post of Principal Adviser in Planning Commission carrying the replacement scale of Rs.8000 fixed and an ex-offcio Special Secretary status may be encadred in the Indian Economic Service. We also recommend that all the eight SAG level posts encadred into the IES vide order No.11015/1/90-IESdated 1.2.91 in Planning Commission may be operationalized without further delay.

Encadrement of Advisers

48 57

Representatloti of

48 68 The number of pasts at the SAG \eye\are rather inadequate in the IES and this is indeed a legitimate problem Outstanding officers with even 28 years of service have not got their promotions to the SAG Grade. The demand for the extension of flexible complementing scheme (FCS) to the IES cannot be conceded as u e areconfwg FCS to R&D professionals only However, we feel that representation at the SAG level in the Central Staffing Scheme for the IES needs to be improved. Some preference for IES officers for manning certain kinds of posts with mainly economic content needs to be kept in mind.

SAG'eve'oficers on Central depvtatron

The IES Association had proposed that the post of Economic Adviser in the Ministry of Civil Supplies. Ministq of Labour and Ministry of Railways as well as the post of'Advisers m the Mlrustry of Finance at present in the scale of Rs.5900-6700be upgraded in view of the enhanced duties and responsibilities attached to these posts We agree with the position and recommend that the post of Labour and Economic Adviser in the Ministry of Labour and Economic Adviser in the Railway Board in the Ministry of Railways be upgraded and henceforth be operated in the replacement scale of Rs.7300-7600.One of the two posts of Adviser in the Ministry of Finance encadred in the Indian Economic Set V : Y T a v he upgraded and given the replacement scale of Rs.7300-7600.This post may be designated "Additional Chief Economic Adviser".

538

Like other services the IES officers may also be considered for the post of Financial Advisers in Ministries. We also observe that while the Ministry of External Affairs has created a post of Secretary (Economic Relations) there IS no specialized officer to assist hm. We recommend that one post of Joint Secretary in the Econotqic Relations Division be earmarked for the Indian Economic Service. Encadremen! of SAG levelPOstr

48 69 A large number of posts wth economic content, at the SAG level and above. is held outside the service either by contractual employees, lateral entrants or consultants, whle officers from the service continue to stagnate As a matter of general policy, all posts having economic content should be encadred within the Indian Economic Service. Some positions may be filled in by appointment of consultants or lateral entrants but this should be on the pattern of other disciplines in Government and to a limited extent only so as not to jeopardize the legitimate interests of IES officers. If officers of the service are at all found to be lacking in certain respects then we should try to unprove the method of recruitment to the service, create greater opportunities for in service traimng both in Inha and abroad and tahe such other steps as are necessary to eqwp members of the IES to discharge the functions associated with the posts they are supposed to man

Encadrernent of Econgmic and Statistical Advisers# Member Secrerary and Chairman, Forward Markets Commission in

48 i 0 The IES Association has requested that posts ldce Economic Adviser in Ministry of Industry, Economic Ad\iser in Ministry of Commerce, Adviser Financial Resources in Planning Commission, Economic and Statistical Adviser in the Department of Apculture and Cooperatioq, Chairman, Forward Markets Commission in Mmstry of CibiI Supplies, Member Secretary of Comssion far Agnmltural Costs and Prices and other posts as identified by the Jalan Committee may be encadred mto the senwe, as these are posts with predominantly economic functions and hence naturally belong to the Indan Jimnom~cService. We obsrve that these posts were ongmally not encadred and were allowed to be filled by &ect recruitment as the service was still in its infancy A large number of these posts has been held by IES officers at vanous points of time and is still held by them. Today the service is more than 3 1 years old and there are several capable officers wthm the semice to man thzse positions. We, thmfore, recommend that to b e p wth, the posts of Economic and Statistical Adviser in the Department of Agriculture and Co-operation, the post of Member Secretary, CACP and Chairman, Forward Markets Commission in Ministry of Civil Supplies may be encadred within the Indian Economic Service.

IES

Study leave 10

I*%

Cadre structure

OJsiE.5

4 8.71

We have elsewhere recommended that study leave for scientists be extended to 3 years. We recommend that the same provision be extended to the IES officers also when they go for a Ph.D or a related Degree. They may also be allowed to combine study leave with other kinds of leave up to a maximum of 48 months. 4 8.72 We notice that while some of the wocs of the serviwrelate to inadequate cadre structure, other problems relate to an indifferent cadre managemcnt. We observe that at present the Indian Economic Service Cadre is being managed by a DepuQ. Economic Adviser in.the scale of Rs.3700-5000from \tithin the senice. In line with our recommendations for other Group A services for effectivc cadre management, we recommend that a J.S. level officer from within

539

the service should manage the cadre. We, amrdingly, recommend that the existing post of Deputy Economic Adviser be upgraded and given the replacement scale of Rs.5900-6700. We also observe that in the case of IES there is an Indian Economic Service Board for ratifying all decisions pertairing to the cadre management of IES. Surprisingly not a single member of the IES is on the co-optcd s%cers of the IES may be board. We reccmwnd that st I r y t made members of the board for a period of two years by rotation. Also the decisions of the Economic Service Board should be made binding on the participating departments, as is the case with appointments made by the Civil Services Board. All controt on cadre posts for review, upgradation etc., should vest with the Cadre Controlling Authority. -~

’

INDIAN INFORMATION SERVICE

48.73 The Indian Information Service, which was originally known as Central Infomiation Service, ivas constituted in March, 1960. It was renamed as Indian Information Senice in 1987. The Service has been entrusted with the functions of dissemination of information on Government policies, programmes and activities through print, audio and visual media and providing feed back on the reactions of the people on Government programmes, policies and advising the Govt. on information policies.

Irrtrodrtctioti

Extern 01 Pub l i c 3

It has been pleaded before the Commission that work pertaining 48.74 to External Publicity should be transferred from Ministry of Fsternal Affairs to the h4mistry of Information & Broadcasting forhandling by the officers belonging to Indian Information Senice

Our Recommendation

48.75

We feel that the work relating to External Publicity in our Missions abroad is linked with the part of our foreign policy and may, therefore, not be divorced from the overall working environment of the Ministry of External AfGtirs. The oEcers involved in this work are expected to be well-versed with the

fmer nuances of the overall foreign policy, cbpIomacy and should be able to steer this work in the right drrection, context and perspective. We feel that publicity work is highly inter-linked with the political and social and other aspects of the international relations for which the officers of the Indian Foreign Service are the most suitable to man this job. AccordingIy, we reject the demand. .4 ddirional Principal information Oficer

.

48.76 A request has been made for the upgradation of one of the posts of Adchtional Pnncipal Information Oficer, New Delhi to that of Senior Additional Principal Information Offcer in the HAG scale of Rs.7300-7600. Presenth.thcre are four posts of Additional Pnncipal Officers at 48.77 the Headquarters in the SAG level These Add1 PIOs look after the work of publicity of Railways. Finance, Defence Ministries and Administration and Coordinationwork rcspectively Since Addltionai PlO ( A h Coord) who looks after a h s t r a t i o n of coordmation work of Headquamrs besides helping the PI0 in his day to day activities. we recommend that the post or Additional P I 0 (Coord) at headquarters may be upgraded as Senio: Additional Principal Information Officer in the scale of Rs. 7300-7600so that this officer can

effectively coordinate publicity and cater to administrative needs of the organisation. Qrrector.

Field

PubIiciw

Additional Field Publiciy

48.7 The Directorate of Field Publicity is one of the suborhate offices of the Ministry of Information and Broadcasting. This Directorate is presently being headed by a SAG level oMicer It has been demanded &a! the post of Director, Fie14 Publicity in the Dircctorate of Publicity should be upgraded to Rs. 7300-7600 wth redesignation of Director General of Publicity. 48.79 The Director of Field Publicity has under him 22 Regonal Offices headed by the oEcers of the level of JAG/SG and 258 Field Publicity Units. The Lhrector has been entrusted with the responsibility of issuing directions from time to time and effective monitoring and evaluation of work of field units on a continuous basis. In view of the magnitude of the job and responsibility, we recommend upgradation of the post of Director as Additional Director General, Field Publicity in the replacement scale of pay corresponding to the pre-revised scale of Rs. 7300-7600.

INDIAN ORDNANCE FACTORIES SERVICE Iti&oductiorr

48.80 ' Indian Ordnance Factories Senice(I0FS) was constituted for the oi.eral1 management of Ordnance Factories which provide sinews of self-reliant indigenous defence production,capabilities of the nation. It comprises both th: technical and non-technical posts. Tcchnical posts constitute about 90% of the total cadre strength and are mainly filled through Combined Engineering Services Examination. The remaining 10% non-tcchical posts are filled through the Combined Civil Service Examination conducted by UPSC. About 84% of the total posts in the IOFS cadre are operational and the remaining 16% posts are for staff assignments.

Upgradation 01 pod of Member/D.G.. OEB

4 8.81 The Association has raised the demand of parity of pay scale of Members/Additional Directors General of the Ordnance Factories Board with Members in the Railway Board on the ground of comparable functions and responsibilities being performed by them. 48 82 In some Ministries of Central Government, Boards have been constituted on the basis of finctional and operational requirements. These are Railway Board, Postal Board, Telecom Board, CBDT, CBEC and Ordnance Factories Board. The span of control, degree of autonomy and deiegation of financial & administrative powers etc. vary among the hfferent Boards. Among these Boards, the pqsition of Railway Board is quite distinct and different from the rest, from the v e y beginning. We fecl that any comparison with the Railway Board 1s n6t valid and justified. Having, however, due regard to the magnitude of the manufacturing activities of the Ordnance Factories and the span of control of the Members/Adiil. DsG,we recommend upgradation in the replacement scale of pay corresponding to the pre-revised scale of Rs. 7600-8000. 48 83 The Memorandists have sought upgradation of a number of posts from us. Havmg considered this issuc. we recommend upgradation of the following three posts in the replacement scale of pay corresponding to the pre-revised scale of Rs. 7300-7600 with the observation that the other

54 1

proposals may be considered by the God. during the detailed cadre review on functional and administrative justifications:No. of Post Name of the Post

Utii/icarroti of

bo*i

rrcirtJical

a n d ttotttechrticnl streanis

of IOFS

1. Deputy Director Gencral(Corporate Planning)

Onc

ht OFB Hqrs. 2 Deputy Director Gcneral (Ammunition and Safety) 3 . Director, Ordnance Factories Staff College.

Onc Onc

48.84

The recruitmcnt to the Indian Ordnance Factories Scrvicc is being made through two streams, i.e., the Techrucal and non-Technical. Tkc incumbents thus selected through thc two different streams maintain their rcspectivc intcr-seseniorit\. up to the S.T.S level. The unification of both the streams takes place at the JAG level and a combined inter-se-seniority list is made at this stagc which is solely based on the datc of declaration of UPSC results. 48 85 There arc certm inherent problems in rcgard to fixation of interse semonty between the officers of the two streams of IOFS The prcscnt system seems to go entircly b?, thc date of declaration of result of the respective competitive csamination b! the UPSC and to provide en-bloc seniority to one group of officers over thc other This is considered not the most appropriate solution. In case the results of both the examinations are announced within a Ceasonable period of each other, it would be most advisable to devise an appropriate formula for interspersing the seniority of the officers of the two groups on the basis of their usual ratio in the Combined cadre of IOFS

INDIAN POSTAL SERVICE liitroductrotr

48.86

.\4ember~.Postal

48.87

ServrceJ WofJrd

~.'hiefl'ost ,\ 1astcr.c.( ~ e m v d

The Indm Postal Service manages the vast domestic and international postal and mails net-work, money transfer and certain agency functions, banking transactions, life insurance, covering postal operations and administration. The Postal Services Board, the apex postal body, comprises a Chairman and three Members, assisted by the Member (Finance) of the Telecom Commission. The Secretary (Posts) is also the Chairman of the Board and also the Director General of Postal Operations. Traditionally, postal operations have been confincd to achieving certain social objectives, without resort to commercial considerations. In recent times, however,economic liberalisation has resulted in a spurt in conunercial mail traffic, requiring a dflerent orientation, that has been brought out elscwhcre in this report. Recognising the responsibilities of Members of this Board, in the new paradigm, we recommend that the scale of pay of the Members of the Board should be upgraded in the replacement scale of pay corresponding to the prerevised scale of Rs.7600-8000. 48.88

Postal Operations arc organised into 19 Postal Circlcs hcadcd by a Chief Post Master General each. In seven circles this post is opcratcd in thc HAG level whereas for thc remaining twelve circles in the SAG lcvcl. Kccping in vicw the unique characteristics of high density and high per capita usc of postal and its agency senices and concentration of pcrsonncl, wc fccl that a highcr order of 542

supervision is required. We recommend the upgradation of three posts of Chief Post Masters General, namely at Mahatashtra, Tamil Nadu and Madhya Pradesh in the replacement scale of pay corresponding to the pre-revised scale of Rs.7300-8000. We also recommend operation of the 7 posts of Chief Post Masters General in the replacement scale of pay 1600. correspcrtdiq io the pre-revised scale of Rs.7.3~~-ow. .U1

Better o/

Indian Postal Service under

centrl/ slafllg Scheme

48.89 The Service Association has also represented that a factor contributing to stagnation in the Service is due to lack of captive ex-cadre posts requiring thcir expertise at least in the fields of conununications and movement of goods and services. We note that some of the Accounts, Revenue and Railwa!.s Senices have h s h d of a component for their rcspective cadres. W e are also of the oy;riion that Postal and Mail expcfi:isewould be of immense use in services relating to both the abovc fields claimcd by thc Service. We accordingly recommend that Ministries and Departments concerned should consider Indian Postal Service officers on priority for manning such positions.

INDIAN POST & TELEGRAPH ACCOUNTS AND FINANCE SERVICE Introductioti

48 90 The Indian Post & Tclcgaph Accounts and Finance Service has b a n assigned the task of providing financial advice and financial management to the Dcpartmcnts of Posts and Teleconimunxations

MemberFitmice) Telecom Commission and Financial Adviser, Postal Services Board

48.9 1 One of the major demands madc:by the Service Association \\.as thc encadrcmcnt of the post of Mernbcr (Finance), Telecom Commission and revi\*al of the post of Financial Advisor in thc Postal Services Board and its cncadrcment in the service. We feel that the Service is too young to provide an officer having the requisite seniority to fill the post of Member(Financx) which is in thc pay and rank of Special Secretary to the Govt. of India. However, this post could be considered for encadrement in future when the service officers with the requisitc eligibility, background and experience become available in-house.

Revival of h e pos1 o/ b4ember (Finance) as a cadre post

48.92 The post of Financial Advisor in the Postal Services Board was downgraded to the level of Joint Secretary earlier due to non-availability of suitable officcrs of the cadre. On account of the vast modernisation programmes being undertaken in the Deptt. of Posts which involvc much larger investment decisions than hithcrto coupled with an orientation to a markct situation etc., we recommend for the revival of the post with due upgradation as MembertFinance) in the Postal Board in the replacement scale of pay corresponding to the pre-revised scale of Rs.7600-8OOO as a cadre post of the Indian P&T Accounts and Finance Service.

Future structure of the service

48.93 The Service Association has rcqucsted for maintenance of thc present structure of this service in the cvcnt of Corporatisation and Privztization of Tclecom Sector, i.e., thc status of its officcrs of this Service as Governmcnt sen ants 48 9 1 The Department of Telecommunications has gone on record to state that thcrc is no firm polic). dccision on corporatising the entirc Tclcconi nctivork It has furlhcr been statcd b!. them that thc advcnt of private operators to

supplement theexisting network is unlikely to have an adverse effect on the career prospects of the officers of the l n l a n P&T Accounts and Finance Service.

I INDIAN RAILWAYS ACCOUNTS SERVICE (IRAS) I 48.95 The Indian Railways Accounts Senice plays a pivotal role in the arena of fmanciai management and management accounting network of Indian Railways. Gicadremettl of the post of Financial Comniissiotiu (.%?r!wa.vsJ

48.96 The Financial Commissioner (Railways) enjoys a special status in the Ministry of Railways. The in-depth knowledge of multi disciplinary working of Indian Railways is essential for manning the post. The IRAS is now a well established semice and it would be best of combination of involvement, knowledge and independence if the post of FC (Railways), which is hitherto an ex-cadre post, is exclusively manned by theoficers of IRAS. We recommend its encadrement in the IRAS. The Addl. Members in-charge of budget and finance i n the 38 97 Railway Board have to monitor the performance of the Accounts Departments of Zonal Railways. besides interaction with the General Managers on multifarious issues We recommend upgradation of both the posts of Addl. Members incharge of Finance and Budget in the replacement scale of pay corresponding to the pre-revised scale of Rs. 7600-8OOG. 48 98 We have been moved for the upward revision of :he pay scale of the cadre post of Financial Director (L&FE). In recognition of higher duties and responsibilities assigned to the post. we recommend that this post may be operated in the replacement scale of pay corresponding to the pre-revised scale of Rs. 7300-7600.

Re-designatiott qf posa of Chief Cashier in Zonal Railways

A dntinistrative control of Finance Oflcers

48.99 Re-designation of the cadre post of Chief Cashier in Zonal Railways as Deputy Chief Accounts Officer(Cash) has been sought. We feel that the proposed re-designation would be in conformity with a host of similar other designations in vogue in the Indian Railways. 48.100 With a view to having independent Financial Advice, till sometime Sack, the administrative control of Finance Officers in Railways was with the senior officers of their own stream irrespective of their deploJment or postings even in thc functional Divisions or Zones. This included the writing of ACR's besides other things. This tradition was given up in order to integrate financial stream with the General Management in the Railways. Under this scheme all the posts of General Manager,A M . General Managers, Divisional Railway Managers. Senior Deputy General Managers, Deputy General Managers etc. have been kept as es-cadre posts for manning by the suitable officers of the eight organised Group 'A' services of the Railways including the IR4S. This integration, inter-alia, brought the Fin*& Wing under the full administrative control of the concerned Divisional or Zonai heads for all purposes including ACR writing. 48 101 It has been brought to our notice that p e n the naturc of their lob as internal auditors and financial ad\xers !here is some prqudicc against 1R:IS officers particularly in the evaluation of their suitability for holding general nianagcment posts in Railwavs WC appreciate c necd to full! integrate thc

finance officers in the mainstream of the administration. But at the same time we are aware of the critical need to enhance the credibility c f the Government departments and agencies by ensuring their accountability to the people. In order to achieve the twin objectives of integratin? railway finance officers into the mainstream and ensuring their professional independence,we recommend that the annual confidentiai report writing system be modified in a manner that the accepting authority of the report is always a finance officer in the hierarchy. Accordingly. wherever accepting authority is the executive officer, the same be modified to make appropriate finance officer as the accepting authority.

I

INDIAN RAILWAYS PERSONNEL SERVICE (IRPS)

I

Introduction

43.102 Indian Railways Personnel Senice is a unique service as it is the only senice amongst the Central Group 'A' Civil Services catering exclusively to the Personnel Management discipline in the Govt.

Encadrernent of posts of hfernber(Stafl lrnd Additiotial h4enrber(Stafl

48 103 It has been brought to our notice that while officers of IRAS and IRTS have their established channels of promotion to the posts of Additional Member and Member in their resyecu\ c streams, the Officers belonging to IRPS are devoid of such in-cadre promotional akcnues We recommend the encadrement of the posts of Member and Additionat Member (Staff) in IRPS.

Upgradation and re-desikiotion nf Executive LXrector(Es11.-IR)

48.104 The Executive Director Establishment (IR) is responsible for maintaining good industrial relations all over Indian railways. He is required to frequently interact with both the major emplo!ces' federations on behalf of the Railway Board and deals with industrial relations policy at the Board level. We feel that this job should be handled at a fairly senior level by officers having sufficient maturity to deal with such sensitive issues. We recommend the upgradation of the post of Executive Director(Estt. 1.R) in the replacement scale of pay corresponding to the pre-revised scale of Rs. 7300-7600 as Additional Member (Estt.I.R.).

Earlyfinalthtion of recruitment ond promotion rules

48.105 It has bea,demanded that the rules of recruitment, induction and seniority of IRPS have not been properly defined, as a result of whch officers belongng to other Group 'A' Railway Services have been allowed to join the IRPS at various stages. Even the o f f e r s belonging to the Group 'B' Services like RBSS have been giicn option to switch over to IRPS with seniority of their Group 'B' services in Group 'A' for the total length of their Group 'B' service, beside the promotion from various Group 'C' service as provided under Railway Rules on the basis of vacancies in the Zonal Railways. In order to streamline the cadrc ahnistration. we recommend early finalisation of the recruitment and promotion rules by the Ministry of Railways as p'er the guidelines prescribed by the'DOPT. INDIAN RAILWAYS TRAFFIC SER\.*ICE(IRTS)

Ititrodiictioti

-18 100

The officers of this Scn icc arc responsible for management of transport scn ices, busmess dei elopniciit and gcncratiod collection of reiwnics 111 thc Indian Railways

I~trtrcalsp~it oJ' Inlo IWo

sfreanis

48,107 The variety of h c t i o i l s performed by tius Service officers covcr two dstinct streams, i.e., Operational and Commercial. Creation of a separate post of Member (Commercial) at Board's level and additional posts of ADRMs to look after the commercial matters at Divisional level ha\re been demanded b?, the Memorandists. 48.108 We observe that the two streams haye been carved out for the purposes of administrative convenience only and there is complete intcrchangeabilityof officers betwen them i.e. the traffic officcrs can work iii operating as well as in commerci@wing. We feel that the proposed vertical split in the cadre is neither justified nor appropriate.

Upgradatioii c$ ihree potts of :lddi!roircil .ileiiiber

Director 7rc!fic

Reseorclr Directoraic

Rllso

48 109 The Additional Members in the Railway Board are required to monitor the performance of PHODs in the Commcrcial and Traffic dcpartmcnts of the Zonal h i w a y s . In order to improve the managenal effectiveness at thc top management level we recommend the upgradation of three posts of Additionaf Members in charge of Commercial, Commercial and Tourism & Traffic T r a n s p o r t in the Railway Board in the replacement scale of pay corresponding to the pre-revised scale of Rs. 7300-8000. 48 110 Traffic Research Directorate of the RDSO is pro\ iding support to all the Zonal Railways and is presentl) headed by a Director in the S.4G grade Present day transportation research activities require specialised inputs in the field of-operational research Upgradation of the post of Director of the Traffic Research Directorate, RDSO has been sought on the ground that the \ahable expenence gamed by the officm should not be lost to RDSO merely on the ground that they have to be moved out on thelr turn for promotion to Ihe next higher grade W e recommend this upgradation.

I

INDIAN REVENUE SERVICE (INCOME TAX)

I

Introduction

48 111 The Indnn Revenue Service manages the administration of Direct Taxes m the country They are responsible for admlntstemg w d e gamut of fiscal laws like the Income Tax Act, Wealth T a s Act, Gift Tax Act, Interest Ta\ Act. Expendtture Tax Act, etc. Theu immediate objective is to collect direct ta\es and to detect and deter evasion The Central Board of Direct Taxes is the ape\ bod! dealing with the matters pertaining to Direct Taxes It comprises of a Chairman and five other Members

Admnfsf~ufiveand

48,1 12

frnonctal nuinnotti>for CBD7

( p~rcldcltrolrof

lllc' [)<J\l\


('liairriioii

\ Imihrrt ( 'Hi17

mid

I,/

Grant of complete administrative and financial autonomy to the CBDT along with the status of a separate Department of Direct Tascs on the pattern of Railway Board has been advocated by the Service Association. Having carefully considered the issue in its totality we feel that the proposal to create a full-fledged Department would amount to a major systemic change and is neither appropriate n o r justified.

48 1 13 Upgradation of the post of Chairman of the CBDT from its present status of es-officio Special Sccrctan to that of Principal Secretan to the Ciovt of India in the pa! as that of the Cabinet Secretan along n i t h its cncadrcmcnt has been adjwatcd by the Sen ice Association We ha1 c also rccei\ cd

proposal for upgradation in pay and status of five Members of the CBDT to that of a Special Secretary level, duly reviving the post of Member(Judicia1) in the CBDT. 48 114 The posts of Chairman and Members of CBDT are the top level Departmental posts which could be occupied by an IRS officer. In t u x xith our scneral approach and in order to streamlinc the administrativa sttudture of sarious Boards in the Government, we recommend the replacement scale of pay for the post of Chairman, CBDT and its encadrement in the IRS. We also recommend the upgradation the post of Members in the repiacement scale of pay corresponding to the pre-revised scale of Rs.7600-8OOO and their encadrement in the Service. Revival ojtlie post of .llewiberCJudiciall it,

CBDT

Chiefi Cornrnissioner~res of Income Tar

Creation of an .4nnoured Security Force

48 115 Members of CBDT arc responsible for (a) Investigation (b) Income Tax ( c) Personnel and Vigilance (d) Tax policy and Legislation (e) Revenue and Audlt. Till recently there used to be a post of Member (Judicial) who was responsible for all matters relating to tax litigation in Supreme Court besides thc supervision of Gift, Wcalth and other direct tases work at the Board level In addition, he ussd to supervise the work of all Chief Commissioners of one Lone. In 1994, tlus post was abolished as part of an economy drive and his work was reallocated among the remaining five Members Ir! view of the increased work-load with the passage of time both in thc field of revenue collection as well as adrmnistrationof tax laws, it would be desirable to revive the post. Accordingl! . we recommend the revival of the post of Member(Judicia1) in the CBDT in the replacement scale of pay corresponding to the pre-revised scale of Rs.76008000 along with its encadrement in the IRS. 48 116 The Chief-Commasioners of Income Tax are responsible for the overall administration of Field Officers and for meeting the action plan targets relating to collection of taxes, completion of assessments, expenditure budget, public relations, filing of reference applications in the High Court, prosecution of tax-delinquents etc. Presently, there are 33 Chief-Commissioners of Income Tax in the Department. On an average each one of them supervises about 8 to 10 officers of the Senior Administrative Grade level. This span of control may not be conducive for effective supervision and control as close supervision and guidance even in individual cases at times becomes necessary. In order to achieve this, a post of Chief Commissioner each for States which are left out without having it has been demanded. Having considered this issue, we recommend the upgradation of a post of senior most Commissioner each in Orissa, Guwahati, and Haryana regions to that of Chief-Commissioner in the replacement scale of pay corresponding to the pre-revised scale of Rs.7300-7600. 48 117 The IRS Association has highlighted the requitement of an exclusive Armed Security Force for the Departmental personnel to providc protection to them specially during searches as their experience, in general. uith the Statc Police or other para-military police has pot been happy

48 118 Most of the Departments of the Central Govt./service officials arc rcsponsiblc for the enforcement of somc Act or the other wherein raiddscarchcs arc takcii rccourse to. We feel that it would not be appropriate either administratively or financially to create a Central Police Force for exclusive use of a particular Department. A better coordinatiofi of the officers of thc 5.47

Income Tax Department with local administration would be a more appropriate preposition instead.

IRS officers are.designated as Asqistarit Commissioner in the 48.1 19 Junior Time Scale. On promotion to the Senior Time Scale, they retain the same designarion. This is changed to Deputy Commissioner at Junior Administrative Grade level only. It has been demanded that Senior Time Scale posts which are considend to be non-functional promotional posts of ACITs may be re-dcsipatcd as Add. Deputy Commissioners \kith thc same statutoy powers as those of ACITs Non-junctrorinl rank of Addl Depugs Comm~ssiomr

48.120 It has been observed that like IC&CE Senrice, in Indian Revenue Service, too, the promotions from JTS to STS dre non-functional and thc officers continue to perform the same job for a continuous penod of nine years or more with the same designation. We recommend the introduction of a non-functional rank of Additional Deputy Commissioner corresponding to STS level in the Service.

Encadremriir of uNGroup 2 '

48.12 1 It has been demanded &at all Gr 'A' posts 111 CBDT including the post ofJomt Secretary(Ahtrabon) be encadred in the IRS. Posts in the CBDT have been classified as 'technical' or 'non-technical' and only the non-technical posts are filled under Central Staffing Scheme In our opinion, it would neither be desrable nor possible toeannark posts covcred under the Central Staffing Scheme foi any particular service. There are some technical posts with Secretarial designations in CBDT which are also covered under Central Staffing Scheme but whde firling such posts preference is given to the officers of IRS We ha\ c alread! recommended the encadrement of the posts of Chairman and Members of CBDT III the IRS Cadre. A proposal to post one officer of each Gr 'A' Central Sen ices as Deputy Secretary/Director or Joint Secretary LI! the concerned Ministry to look after the work of cadre control has been separately recommended by Commission Hence,we do not recommendencadring all the Group 'A' posts of the CBDT i n the Service.

POSIS

OjCHD"

Ill

IRT

INDIAN STATISTICAL SERVICE Introduction

Eiicadremei~rof

Secrets?.

Deparmwiir of Stalrstics

48.122 Indian Stat~stnlService was constituted by encadring statistical fbncuon posts in M a e n t MmistriedDepartmentsof Government of India into the service. Slnce 1984, Department of Statistics. ad\ ised by the ISS Board. has becn functioning as the Cadre Controlling Authonh. Prior to this, cadre control functions rested with the Department of Personnel and Training There has been no cadre review since the inception of the senice in 1961 There is an acute theh service which has led to considerable amount of litigation and s t a m o n ~-r t h ~ dhas adversely affected the career prospects and morale of the ISS officcrs o\ cr . the y w s 48,123 hidm Statistical Scrim Association have demanded cncadrcrncnt of the post of Secretary, Depnnment of Statistics into the ISS. The Associationhaw argued that the job assigned to thc post of Secretan is primarily technical cilld spccialiscd in nature \vhich would bc. bcttcr pcrformed by an in-house conipctcni officer. While it may not be possiblc for us to suggest encadrcincnt of thls post into the Indian Statistical Scnice. w e recommend that suitable officers

belonging to Indian Statistical Service may also be considered for manning this post. Upgradation arid encadremen'of

DG.cso

U p ~ u d n " o rdl CEO in .VSS

48, 24 The post of DG(CS0) in the scale of RS.7300-8000 although an cxcadrc post has been held by ISS officers in the past. The ISS Association have demanded that the post of Director Gencrd. Central Statistical C ~ ~ a ~ i s ~ ! i c x , should be upgraded to the level of Special Secrctary and encadred into ISS. In view of the hgher responsibilities attached to the post we reconmend that the post may be given the replacement scale of Rs.8000 fixed and encadred in the Indian Statistical Service. The DG (CSO)would be ex-oficio Special Secretary to the Government of India. 48. I25 The National Sample S i n e y Organisation is presently headed by a Chef Executive Officer in the pay scaie of Rs 7300-7600. The ISS Assoclatioii have demanded upgradation of this post to the scale of Rs.7600-8000. We, however, recommend that the CEO (NSSO)be given the replacement scale of

Fb.7300-8OOO. Upgradation of 'eve'Pos*s CSO aed ASS

48,126 The ISS Association have also put forth the demand for upgrdahon of several SAG level posts in the Central Statistical Organisation and Nahonal Sample Survey Organisation into the HAG level (Rs.7300-7600). Given the size of organisation and the responsibilities and duties attached to €he posts of Director (National Accounts Division) and Directcr (FOD),we recommend the replacement scale of Rs.73OO-76OO for these posts. We also simultaneously recommend upgradations of two non-functional selection grade posts, one each in the National Accounts Division and Field Operations Division to the SAG level in the replacement scale of Rs.5900-6700.

Extension ofFCS

48.127 To streamline their career progression and given the technical nature of their job contents, ISS Association have proposed to us that Flexible Complementing Scheme should be extended to them. As we have confined Flexible Complancnting Scheme to the Research and Development professionals in the scientific category, we are unable to accept their demand for Flexible Complementing Scheme.

@Iss

Tromfer of

P.EO

I0

Departmen1 of SIallSllCS

Extension of coverage " I d scope of CoIIec!ioti v j

sIalislics,.lc, 1953

48.128 Programme Evaluation Organisation is currently under the administrative control of Planning Commission. ISS Association have suggested that this organisation be transferred to the Department of Statistics. We feel that the Programme Evaluation Organisation needs to be moved out of the Planning Commission as it is not proper for any evaluation organisation to be part of the set-up that recommends and designs the programme. We therefore, recommend that the location of the PEO may be examined by the Government separately. 48.129 It has been alleged by the ISS Association that for want of lcgal and legislative teeth, the statistical.systeni has been unable to provide timely and tcliable data. They have proposed that the coverage' and scope of the csisting legislation i.e. the Collection of Statistics Act. 1053 should be widened to embod!. the entue nor,-agricultural sector of the cconoiny. This would enable thc officials to derive infomation from the conccrncd agencies in time, as they would be bound b!, the law to provide the sanic. We are of the view that there are various

aspects of the Collection of Statistics Act which make this a sbmewhat delicate proposition. The expansion in the jurisdiction of the Collection of Statistics Act has to be considered carefully in the light of the arrangement for and the cost of the associated enforcement machinery. The cost of enforcement would rise with the coverage of the Act ro a large number of small and dispersed cstrb1islmcr;ts. I i r CIA Luniext, it is suggested that the whole matter shouid be gone into by the Government and decision taken after due examination.

THE INDIAN TRADE SERVICE Itltrodur trot1

48 130 The Indian Trade Senice (formerly Central Trade Service) was created to cater to the requirement of a specialised cadre of officers to man the Import-Export Trade Control Organisation In tune with the cconomic liberalisationof the In&an economy. the Imports and Exports (Control) Act, 1947 was repealed and subsututedby koreign Tra& jZvclopment and Regulation) Act. 1992. Under the new Act the Director General of Foreign Trade (DGFT) is responsible for advlslng the Govt m formulating the Export arid Import Policy and for carrying out the policy objectives. With mcreasing emphasis on relaxation of statutory controls, an increasing need is felt for augmenting the developmental role for promohq India's Foreign trade. Since the Indian Trade Service continues to be solely utilised by the DGFT, some basic re-structuring becomes the need of the hour.

Recommendorroqc on key issues ond ,mw,,on,poJ,s

48.13 1

Having carefully considered the demands made by the Service Association and in the above context, we recommend the following:a)

The Directorate General of Foreign Trade should be revamped into a nodal export development and promotion agency.

b)

Upgradation of the post of Export Commissioner in the replacement scale of pay corresponding to the pre-revised scale of RE. 5900-6700 and its encadrement in the ITS. The cadre officers may start manning this post after expiry of tenure of present incumbent.

c)

Upgradation of the post of Joint DGFT(Po1icy) and Joint DGFT(Admn.) as Additional DGlT in the replacement scale of pay corresponding to the pre-revised scale of Rs. 59006700.

d)

Relocation of six posts of Deputy DGFT from the DGFT headquarters to the Indian Commercial Missions/ Commercial Sections of Indian Embassies in the countries where the utilih of these officers is maximum so as to cnablc the existing set up to get the benefit of best technical inputs The officers should be posted at appropriate level with commcnsuratc representabonal status thereof

De-reservation of cadrePusLrin JAG/SGlevel

48.132

An unprecedented reservaticn of 40% cadre posts in JAG/SG level of ITS exists for deputationists under the Central Stafing Scheme. The Indian Trade Service has been constituted as an Organised Group 'A' Central Service and there seems to be no special reason for keeping a specific reservation of 40%JAG/SG d r e s posts of ITS fot the Central Stafiing Scheme in violation of general guidelines of DOPT on the matter We recommend amendment in the existing cadre rules so as to enable the cadre officers to h d d all the cadre posts in the Service.

55 1

Anntre 48.1

OF ORCANISEDGROUP A CL -

CIVIL SERVICE.$J)I$CUSSED IN C W E R 48

s.J%!

1.

Indian Foreign Service

630

I09

234

111

I26

28

2.

Indian Audit R: Accounts Senice

874

409

219

I38

x9

17

3.

Indian Broadcasting 1037 (Programme) Service

448

397

159

33

-_

-

4.

Indian Civil Ascoutits Servtcr

199

70

68

36

20

5

5.

Indiancost .4ccounIs Sa\ice

I57

84

51

In

3

1

6.

Indian Customs & Central

1710

447

84I

281

I19

18

Excise Scrvicv 7.

Indian Defence Accounts Service

412

I98

107

65

37

5

8.

Indian Defence Estates Service

I34

43

36

36

15

4

9.

Indian E c o ~ i Service c

515

139

I88

163

25

-

10.

493

203

105

27

2

1

11.

1782

417

606

492

249

17

12.

172

232

89.

74

'1

-

13.

624

I29

342

128

24

1

6

.

ss

14.

Indian Railway Accourrrs service

1035

557

263

144

64

15.

Indian Railway Personnel

704

433

163

19

29

.-

service 16.

lndian Railway Traffic S m i c e

1516

821

329

23R

I12

IS

17.

Indian Revenue Service (lncomc Tuc)

3294

1046

1096

790

328

33

18.

Indian Statistical Service

529

260

143

116

9

1

19.

Indian Trade S m i c e

202

73

110

I8

1

-

** Includes posts of JAG also SS Inclues &postsa1the SAG leuel which hue not been operahna1isc.d

552

I

INTRODUCI'ION

I

49.1 The Central Civil Services Group 'B' are the second'level of command structure among the broad categories of Central Civil Services as Qscussed in the preceding chapter. Some of them are regular Group 'BSmices and others are isolated posts in Group ' B scales of pay. In thls chapter, we shall only consider a few general issues concerning Group 'B'Services. Specific issues pertaining to individual Group 'B' Services hare been discussed in the relevant chapters. The only exceptions are the Civil and Police Semicts of the Union Territories, which are being discussed in some detail. Growth in Numbers

49.2 The growth in the number of persons belongin8 to Group 'B scales of pay may be seen from the following Tabk :

Table : Number of Group 'B' Employees in the Central Government, 19571994

Year

Number (in l a b )

1957 1971 1984 1994

0.19

Annud Compound Rate of Growth over previous benchmark

0.46

6.5.

0.80 1.36

4.3 4.9

Source: Data collected by various CPCs Hole oJGrowth

49.3 It is clear from the above Table that the very high rate of growth between 1957and 1971 was moderated somewhat in later decades. Basically. the hgh rate indicates a shR towards an officer-oriented system of administration, and to that extent it is not unwelcome. Part of the reason could be the reclassification of ccrtain Group 'C' jobs as Group 'B'. 553

Arbitration

offices, the matter was referred to the Board of Arbitration (BOA). The BOA while rejecting the demand for absolute parity directed that stenographers Grade I1 in subordinate offices should be placed in the pay scale of Rs.1400-2600 w.e.f. 1.1.1986. The Award was implemented and orders were issued on 4.5.1990.

CA T decisiotJ

46.3 1 The pay scale of Assistants in the Central Secretriat Service (CSS) and Stenographers rn the CSSS was revised by the Government on 3 1.7.1990, effective from 1.1.1986. Some of the AssistantsKrime Assistants and Stenographers Grade I1 working in the CBI,Directorate General ofJncome Tax (Investigation), and Directcrate of Field Publicib. filed a number of petitions before the Principal Bench of the Central Administrative Tribunal seeking benefit of the orders dated 31.7 1990. Rejecting the contention of the Union of India that Stenographers Grade I1 and Assistants in the non-saretartat offices could not be compared w i t h Stenographers Grade ‘C’of CSSS ‘and Assistants of CSS because of different classification, method of recruitment, nature of duties and responsibilities and eligbdity for promotion to higher gradc, the CAT directed the Union of India to place the petitioners in the pay scale of Rs 1640-2900. The judgement of the CAT has been implemented.

Present

46.32 The comparative position of stenographers in the secretariat and offices outside the secretariat as it existed at the time of constitution of the Fifth CPC is as under:-

positron

a)

b)

Secretariat

Non-Secretariat

Stenographer Grade ‘ D a) (Rs.1200-2040)

Stenographer Grade 111 (Rs.1200-2040)

Stenographer Grade ’C’ b)

Stenographer Grade I1 (R.S. 1400-2300/ R.S. 1400-2600/ Rs.1640-2900)

(Rs.1640-2900)

c)

d)

DrltlcIlrdc

Stenographer Grade I

Stenographers Grades ‘A’ and ‘B‘(Merged) (RS.2000-3500)

c)

Principal Private Secretme (RS. 3000-4500)

d)

Senior Personal Assistant (Rs,2000-3200)

e)

Private Secretan, (Rs.2000-3500)

0

Principal Pnmtc Secretary (Rs.3000-4500)

(Rs.1640-2900)

46.33 Associations rcprescnting stenographers h a w urged before us that there should be complcte parity bctween stenographers in non-sccrctariat offices 5 04

~ ) / ~ f ~ I ) O S l J ~llj t/ H I

tiumhzr.t

Rccruitnient I hcedures

4 Wc havc alrcad! sct a targct of 30% rcduction i n all othcr Scniccs In tunc with the ovcrall stratcgy, it is recommended that there should be an across-the-board 30% cut in the Central Civil Services Group 'B' cadres also This can bc achicvcd by adopting a niultr prongcd stratcgy of lcsscr annual intalrc. abolition of vacant posts, compulsory rctircmcnt of corrupt and incompctcnt officers and scnding pcoplc homc undcr thc voluntary rctircmcnt schcmc with thc goldcn handshakc jc)

49.5

Recruitmcnt to Group ' B scrviccs is gcncrally madc through a mixture of ducct reuuitmcnt and promotion. Group B' cadrcs of thc Railways arc, howvcr, fillcd up entirely by promotion. Whcrcvcr dircct rccruitmcnt is rcsortcd to, it is done through the UPSC and thc Staff Sclection Commission. ~-

GENERAL ISSUES RELATING TO CROUP 'B' SERVICES Career Progressimi

Currently, the career progression of thc various Group ' B Services ISqutc variable. Some of thc Grogp 'BScrviccs, as for cxamplc, in thc Income Tax Department and the Customs and Central Excise Department, arc feeder Services to the corresponding Group 'A' Scmiccs. Others like the Central Semtatiat Service, Railway Board Seadariat Service, Armed Forccs Headquarters Serviceetc.have chancesof promobon in thcir offices and some of them havc even reached the levels of Joint Secretary,Additional Secretary and Secretary. Some Group ' B Services are feeder to the All India Services, as for example the Delhi Andaman and Nicobar Civil Service and the Delhi Andaman and Nicobar Police Service. There are other Group '3'Services which do not have good chances of promotion and tend to stagnate fof a long time.

Demands of

49.7

Arrociot'ms

49.6

Most Associations of Group 'B'services have come up with similar ideas for improving theirchances of carem advancement. Their suggestions are as under : a)

Most of them have demanded a Group 'A' status for themselves. They do not see any reason for the distinction between Group 'A' and ' B Services to perform the same or similar tasks, and would like the Commission to do away with the artificial distinction.

b)

c)

The second option favoured by them is the grant of the Junior Time Scale of the Group 'A' Savice right away, instead of having to wait for being promoted in accordance w ith the laid down procedure, on occurrence of a vUr~.c;' from thc promotion quota.

Many of them have a feeling that, as and when they arc promoted Service,they should not havc to pass through thc

to the Group 'A'

Junior Time Scale but should be directly inducted into the Senior Time Scale. They are encouraged in this demand because of thc present position where in somc Group 'B' Services such a carcer progression is already pcrmissiblc. d)

In somc Group 'A' Scrviccs, Govcrnmcnt havc dcciaca to rcducc thc induction of direct rccruits but thcrc is no corrcsponding rcduction in thc numbcr of vacancics in thc JTS arising cvcry 554

\car. Thc cadrc controlling authoritics insist that thcy woul ollow thc pronidion of only that numbcr of Group ' B' candidatc as arc pcnnissiblc acuxdmg to thc prcscribcd pcrccntagc of posl to bc fillcd in by promotion, not as pcr thc actual vacancics but i rclation to thc numbcr of direct rccruits taken. Thc Association havc dcmandcd that full bencfit of promotion should bc.allowc to thcm against the promotion quota. Some haw gonc as far 8 to demand that thcy should also be promoted on an ad hoc basi against thc posts not fillcd up from the direct raruit quota. 1 few, who arc bcing given such ad hoc promotions, want hi promotions to bc on regular basis. Our recomnwuiarrorts

We have examined recommendations are as follows :

49.8

these

suggestions

and

OUI

a)

We are not in favour of abolishing the Group 'B' Service! and converting them into Group 'A* Services. Group 'B Services represent the fruition of the desire of those recruited tc Group 'C Servicesto be part of an officer cadre. There are largt numbers involved and they do perform a twin role - on one side they provide promotion avenues and on the other they have a supervisory functton. In the new classificationof Services, thej are bcing called Supervisory Personnel.

b)

We also do not favour wholesrk induction of Group 'B' Services into the .ITS of Group *A*. If all Group 'BServices are granted that scale, it would inflate the number of o f i w s in JTS to an unnatural extent and all the calculations relating $0 model cadre structure would go awry.

c)

There is no justification for direct indud-on of promotees from Croup 'B' Services into the STsnof Group *A'. We have, in fact, taken a policy view that there &add be a gradual movement !?om the Group 'B' scale of Rs.2000-3500 to the STS of R~3OoO-4500.Such Smices/eadreswhere direct progression was permissible are now beiig asked to move through either the JTS or a new Group 'B' scale of Rs.2500-4000.

d)

AS regards ule pramotion of Group 'B' officers to Group 'A', we feel that the policy being followed by the cadre controlling authorities to limit the number of promotees, taking into account the number of direct recruits, is the correct one. Departments which are granting them promotions based on vacancies or against the unfilled direct quota need to change thew promotion policies

We have, in our own way, tried to improve the chances of promotion of Group 'B' Services. This has bccn attempted in a numbcr of ways. 49.9

a)

In all Group 'B'Services, the Assured Career Progression Scheme has bee-nintroduced. As against a rcquircd rcsidcncy : 555

pcnod of I2 ycars and I 0 ycars for Group ' D and ' C' cadrcs, thc rcsidency rcquircnlcnt has bccn kcpt at only 8 ycars for Group 'B' cadrcs.

b)

For the Central Secretariat Service, Railway Board Secretariat Service, Armed Forces Headquarters Service etc. we have created a new rung in the scale of Rs.2500-4000.As a result, 25% of those in the scalc of Rs.2000-3500 w i l l immediately movc into the higher scalc of Rs.2500-4000.

c)

For the Railway Services,the scale of Rs.2375-3750has been surrendered to Group 'C' cadres and all Group 'B' cadres have been moved up to Rs.2500-4000.

d)

Services like the DANICS, DANIPS, Pondicherry Civil Service and Pondicherry Police Service have been upgraded

to Rs.2W000,and they have been given a fourth pay scale of Rs.4500-5700for further career progression. ISSUES RELATING TO CIVIL AND POLICE SERVICES OF UTs AND NCT OF DELHI 49.10 The U.T. Civil Service (DANICS) and U.T Police Service (DANIPS) cater to the middle level civil and police administration needs of the U.T Police N.C.T.of Delhi and UTs of Andaman and Nicobar Islands, Lakshadweep, Daman Service (VANIPS) & Diu and Dadra & Nagar Haveli. The total authorised cadre strength of these services is 398 and 355 respectively. Posts in both these services are interspersed among three grades of pay, viz., Grade I1 (Entry Grade): Rs.2000-3500; Grade I (Selection Grade): Rs, 3000-4500 and Junior Administrative Grade : Rs. 37005800. The posts earmarked-underGrade I and JAG are classified as Group 'A' posts. The recruitment to the Entry Grade is made by direct recruitment and promotion from amongst suitable officers of the feeder grade. C.T. Civil Service

@Ax*cs)und

Pondrcheny Civil Service & Pondrcheny Police Service

49.1 1 The Pondicheny Civil Service and the Pondicherry Police Service provide the middle level of Civil and Police administration in the U.T. of Pondicbeny and are the feeder services for the AGMUT Cadre of respective All India Services. Their cadre strength is 62 and 14 respectively. On the pattern af DANICS there are threegrades of pay for the Pondichemy Civil Service as against the two grade pay structure in case of Pondicheny Police Service. Fifty percent of posts of Entry Grade (Rs. 2000-3500) in both these services are filled by the Combined Civil Services Examination conducted by the UPSC and the rest by promotion.

Demands

49.12 All the above mentioned four Services have demanded an Entry Grade of Rs.2200-4000 and standard Grades of pay upto Rs.4500-5700 on the pattern of most of the State Governments including the neighbouring States who have already created such promotional avenues for their corresponding cadres These services are feeder to the AGMUT cadre of thc respective All India Services. The AGMUT cadre of AIS comprises of two distinct categories for the purposes of feeder Services to *e AIS, namely the participating States and UTs including N.C T of Dclhi. The participating States arc Arunachal Pradesh, Mizoram and 556

Goa whilc thc Union Tcrritorics arc Andaman B Nicobar Islands. Pondichcy. Chandigarh. Lakshadwccp, Dadra B Nagar Havcli. Danian B Diu and N.C.T of ' IC Statc CiviVPolicc Scrviccs of all thrcc constitucnt Statcs hay, url r ; n Q Dclhi. R scalc of Rs. 2200-4000. Thc U.T. scgmcnt of AGMUT cadrc has four &inct fcodcr Scrviccs, namcly. thc U T, Civil Scrvicc, thc Pondichcrry Civil Scrvicc, thc U.T. Policc Scrvicc and thc Pondichcny Policc Scrvicc. Thc U.T. of Chandigarh is bcing rnanncd by dcputationist oficcrs from thc Statc Civil Scrviccs of Punjab and Haryana. In ordcr to strcamlinc Ihc pay structure of Lhc f d c r Civil and Policc Set%&, we recommend the entry grade of Rs. 2200-4000 followed by the grades of Rs. 3000-4500,Rs. 37W5000 and Rs. 4500-5700 for these Services. Our recmmcndabons. pay scaler

49.13 The inlfoduction of a ncw gradc nmssitatcs somc re-structuring of b e cadres involving intcrspcrsing of cxisting posts among different grades of pay. We recommend the foliowing'tevised uniform grade structure for these Services:-

Grade

Distribntion of P-

Scale of Pay

Eligibility for Functional Promotion

Grade IV service

Rs.2200-4OOO

Entry Grade

Grade I11 service

Rs.3000-4500

8 years of total service

Grade I1 service

Rs.3700-5O00

13 years of total service

Grade I service

Rs.4500-5700

18 years of total service

49.14 We also recommend the following inter-grade distribution of posts in these Services:-

Grades of Pay

UT Civil Service

UT Police Pondicherry Pondicherry Service Civil Service Police Service

Rs.2200-40oO

218*

213"

36*

7

Rs.3ooo-4500

75

71

11

4

Rs.3700-5000

75

44

10

2

Rs.4500-5700

30

27

5

1

398

355

62

14

Total

(* including cxisting.numbcr of authoriscd Rcscrves)

557

I'rlmIollfJlr yctotca

Jortrt Select I,l.sl

49 I j Thc All India Scrviccs (Appointmcntby Promobon) Rulcs provide for a promotion quota of 33 33% of scnior duty posts plus Ccntral dcputation rcscncs for thc rcspcctivc fwdcr cadrcs It has bccn dcmandcd that thc statc dcputation. Icavc and training rescrvcs should also bc counted for thc calculation of promotion quota, and the pacentage should be raised to 50%. We fwl that this is a larger issue whch cotlcems all the f&r cadrcs to thc AIS. Thcre is no rcason to intcrfcrc with the present arrangement. We recommend that the status quo be maintained. 49 16

It has been argued before us that to the detriment of the intcrcsts of thc UT Civil Service and UT Police Service, from 1988-89 onwards, thc

Ministry of Home Affairs have resorted to promotion of officers on notional allocation basis Th~shas enabled the Mlnlstry to arbitrarily earmark the promotion quota vacancies for different constituents of the AGMUT Cadre, which bears no rclabon to the strength of different feeder Cadres The Service Associations have dcmanded swwhmg over to the 'Joint Seniority' system for such promotions We feel that the promotions to the respective AIS, AGMUT cadre should be made on the basis of a 'Joint Select List' drawn batch-wise by including suitable oficers of all the constituent feeder cadres Eonnorking olex cadre posts

49.17

The National Capital Territory of Delhi is one of the constituent units of the AGMUT cadre of IAS. One of the major grievances of DANICS officers has been that all the middle and top level ex-cadre posts in Delhi Admhstration are being filled by either the IAS officers of the AGMUT cadre or by oficers on deputation from other cadres. This practically leaves little room for their officers to man even the middle level administrative posts in Delhi. We feel that all senior/top level ex-cadre posts in the National Capital Territory of Delhi should be manned by the officers of the IAS (AGMUT Cadre) and the middle level ex-cadre posts by the DANICS officers. Accordingly, we recommend earmarking of all seniodmiddle level ex-cadre posts under Delhi Administration for the IAS (AGMUT Cadre) and the DANICS respectively.

558

50

Introduction

50 1 The organised engineering cadres are employed in almost all important depaitmtmtdministriaof the Central Government. The Engineers are involved in

diverse activitks of manufacturing, maintenance and operation of systems. Major departments in which the engineering workforce is engaged are Railways, Defence; Communications, Water Resources, Power, Surface Transport, Urban Affairs & Employment (CPWD), Commerce (DGSBrD), Industry, Science and Technology (Survey of India) and Mines (Geological Survey of India). There is a wide variety in the functions and profile of the ministries and departments in which the engineers are engaged. Role of engineers

Governmen'

50.2

In the context of fast changing economic policy regime in the country and the imperative need to redefine the functions,and role of the Central Government, we commissioned IIT, Delhi to study the 'Role of Engineenng Personnel in the Central Government'. Indian Institute of Technology, k l h i in their report formulated following concerns in the light of the present national condtion : "a)

The nature of the engineering job in terms of its output is such that it is verifiable in an absolute sense (in terms of visibility) and in a relative sense (in terms of tangibility of outcomes and appmtness of failures). The issue therefore is about the nature of autonomy required and whether the requisite autonomy vests with engineers to function adequately.

b)

Of the engrneering departments studied, the Military Engineering Service(MES) was entirely under the Central Government, the Ministry of Surface Transport and Railways fall under the Central Government whcrc privatisation initiatives leave role spaces for both the Governmcnt and the private sector There are cnginccring dcpartmcnts in the concurrent list of the Constitution - typically Water and Power This raises issues of the nature of linkagc bctwecn central cngineering functions and statc cnginccring rcsponsibilitics All in all, the nine dcpartmcnts have

littlc in common srti'c that thcy arc all conccrncd \\it11 sotnc cnginccring act iv it ics Regulatory and policy-making functions of thc Cciitrrtl Go\wnmcnt cngmccrs arc now in largcr profilc than ever bcforc Given he changed cconomic.sccnarioand organizational rcalitics in the Government, the pcrccivcd quality of life arising out of employment in Govcmmcnt can act as m important attraction or deterrent in drawing competcnt cnginccrs to thcsc scrviccs. Given that the pay scale has protocol valuc in the Govcrnmcnt, the issue of possible dclinking of pay scale promotions to responsibility promotion remains one of the complicatcd ones. Zdent*ing, rcwardng and nurturing compctcncc is the heart of the survival of a profession. Engineers, typically, also work in a 'project mode' while the corresponding Government machinery operates perhaps as a bureaucratic monolith grossly in need of redesign. The redesign will need to be in a matrix mode accounting for the special features of-the activity in question. The engineering activity project or programme or maintenance - needs a design of decision making which is -responsive to concerns of the operating technology. What is reqvired therefore is exploring the possibility of creating a "system caveat" to respond to the needs of an engineering function.

Since the Government engineers'job entails technical as well as non-technical issues, the issues of competence in terms of a specialist and generalist gain attention. Left unaddressed they quickly degenerate into petty squabbles of "who reports to whom" or "who calls the shots The 'generalist' vs 'specialist' debate can be only one of a limited mileage and the real issue of personal competence of the incumbent becomes pervasive. The system design must account for this." While analysing the present national economic scenario, the report makes the following significant observations :-

"The facts of the casc are that reforms have not altered the extent of hierarchy ip specific groups nor has the Government made any effort to change the status of such groups. An attractive tax package and an access to imports have been o f f d to the professional and urban middle classes. The prosperity of the former has not been harnessed for national development by making it amenable to income tax. The unionized worker continues to be a definitive variablc in the industrial policy almost to the neglect of the issues of skill formation in a manncr which is growth oricntcd. The dominant proprictq class, thc industrialist, the rich farmer, and the professionals alikc sccm to bc wcll poiscd to get the best out of thc deal of the reform. The fiscal disciplinc which should havc comc in has 560

not tcrkcn placc. and truc compctition in thc domcstic marlict has bccn rcstrictcd dcspitc relativc erosion of monopolics whilc pio!cction of thc domcstic capital is still a mattcr begging attcntion. Liberalization of forcign direct invcstmcnt to financial scctor rcforms is of coursc much projcctcd. But how far this alters thc rolc of thc Ccntral Govcmmcnt. as far as thc actual running of thc Govcmmcnt is conccrncd, in tcrms of thc specifics remains really an impondcrable question. The conflicting preferences and compulsions seem to highlight a fairly simple situation, namely a higher than optimal fiscal deficit, GDP ratio, adversely is affecting thc reforms all along thc linc. Thcrc is a clear upsurgc in unemplaymenl, the inevitable fallout of thc rcforms in thc short run cannot be wished away, whilc talking of long terms gains." The report further notes highly sensitive concerns related to broadcasting and development of remote areas which cannot be abdicated to private forces and pred~dsthat what is likely is that there will be a reduced role of the Government in operational decisions of various engineering departments with partial phvatisation of some departments but with the Government continuing to control the kev activities of these systems.

50.3 The distribution of Group 'A' Engineeringposts in different scales of pay in major Departments and Ministries is given below:-

Total

Ministry/ Dcparhnent 4000

-

4500 -

-

5700

SO00 _

-

-

-

6700 -

I

_

7600

8000

-

(fired)

154

640

174

103

43

249 52 174

516 55 158

141 174 33 31(=)

02 03

-

--

-

45 Indian Naval Armament Supply Organisation Ordnance Factory 352 Board 406 Border Roads Organisation of 42 Ministry Surface Transport (Roads Wing) Minishy of I L H

31

28(-)

01

-

-

-

105

01

1619

CPWD Ministry of Defence Civil (BBrR) Arch. Wing Survey Wing

17

03 01

-

I

-

1117 1098

142 36fj

556

481

-

208

06

09

143

16

29

09

02

-

87

35

25

17

02

dl

-

209

02*24)6 02

--

-

I542 504 845

AIK I) I)

803 252

568 218

Ciril Survey

77 I

60

143 (=) 29 14

04)

-

56 I

01

-

-

--

I

605

Ministry of' Watcr Resources C'WliS CI'IS

Ministry

I76

260 210

1363 790 672 493 346

647 27x 337 29 1 23 1

2x9

ox

I01

*Ill( )

33 35

04 06

0I 0I

-_-

756 539

of'

Kaihvavs

ClVll Mechanical Elcctrical

S&T

Stores Department of Science and Technology 92 (Survey of India) Ministry of Mines GSI (Mech.) 10 . (Drilling) 73 Ministry of Communication Telecom 62 1 Telecom Factories 28 P&T Civil Wing 23 Ministry of Commerce Inspection Supply Wireless Planning and Coordination Wing (Department of Telecom). Total

48

37 65

8516

154

17 34

2268 29 87

46 43 20

8103

2645 1609

469.) 322 ) 318 )(H) I91 1 122 1

1412 I044 I59

74

327

06 19

34 128

3665 70 600

520 (=) 10 -455 --

21 28 06

05

01

--

--

-

I22 120 94

129

17

04

22188

01 02

02

3967 401 1111

--

or@ _-

10

* R~.5100-5700 S Rs.5900-7600 (#) Rs.37004500 + Rs.4500-5700 @ Rs.7600 (fixed) (=) including Rs.3700-5000 and Rs.4500-5700 Most of these posts have been encadred in nineteen organised services. The cadre structural ratios and threshold analysis for promotions to hgher level posts of these organised services as on 1.7.1995have been mentioned in the discussion on individual Services below. Srarus aridHole oflywinrefs: Perceprion

50.4 . The memoranda reccivcd by us from engineering cadres rcflect, with a few exceptions, a universal sense of frustration and deprivation in respect of carecr progression and role in decision making. This perception is very acute among Group 'A' E n g i n m g Serviccs when they compare themsclves with Group 'A' Civil Services and All India Scniccs. The All India Federation oTEngincers rcprescnling the Associations of Group 'A' Enginccrs and the Institution of Engineers have articulated the grievances and demands of Group 'A' Engineers. Important issues highlighted by the Fedcration and the Institution in their 562

nicmoranda and at thc trmc of oral ci,idcncc bcforc us arc sumniariscd bclo\\ Erosion in thc status and conscqucnt csodus of Enginccrs to non-tcchnical strcams. Thc prcscnt di ffcrcntial bctwccn Enginccring Scrviccs and gcncral Civil Scrviccs and thc colonial attitudc of trcating cnginecring as ausiliarl\. scrvicc nccd to bc addrcsscd urgcntly. Rcalistic and pragmatic thrcshold lcvcls for carecr progression should bc formulated and structural ratios bascd on cadrc rcviews should be applied uniformly to all scrviccs. Obliteration of diffcrentials and disparities in pay structure and promotion prospects so as to achieve equality amongst equals as cnshrincd in our constitution. Thcrc should bc a unified salary structure for IAS, IPS and othcr Group 'A' Services. A system should be evolved whereby pay parih. is maintained between engincering services and IAS, IPS, etc., belonging to thc samc year of examination. Formulation of a Unificd Civil Scrvice and initiation of job evaluation tcchniques for allotmcnt of jobs at scnior executive level and for advancement to higher grades. Formulation of a pragmatic pay structure commensurate with the pa? of executives in the corporate sector so as to allow an honourable and decent standard of living free from want and economic stress. To ensure equaVequitablepromotion opportunities for the personnel in the :n:ngmeering services, a statutory authority for cadre review of engineering services headed by an eminent engineer should be established. All policy making positions in government should be open to members of the engineering services. At present because of the invidious eligibilih :riteria engineers are not being considered for such posts. The government's strategy for human resources development should include inter-Wage of career planning, career management and technical managerial training programmes for members of the engineering services. Engmeers should be sponsored for higher studies and research to keep in touch with the latest technological developments. Suitable professional pay and allowances should be given for higher qualifications. Problemsfaced by

5 0.5 The All India Federation of Engineers has further pointed out certain problems faced by Engineers. These are:

-

Ineffective planning due to non-participation of Engineers. Inadequate delegation of ahinistrative and financial powers. Performance of same work by various departments/organisations due to concept of ' Attached' and 'Sub-ordinate' ofices which are considered inferior to the main Ministrics.

50.6 Thc Federation has suggestcd that therc is nccd for setting up a nodal department for Enginccring Organisations. This department must exercise control over physical planning, financial association, rccruitmcnt, promotion. training as \veil as inter-dcpartmcntal transfers and posting of pcrsonncl including cnginccrs and tcchnologists. bcsidcs standardisation of specifications, codes, rulcs and proccdurcs and thcir updation.

50 7 A comparativcstudy of slnrctural ratios and thrcshold analysis of Ccntral Group 'A' (Non-Technical), Ccntral Group 'A' (Tcchnical) and All India Scn4ccs rcvcals thc following-

Engineers in Civil

service^

1)

With the csccption of one or two dcparlmcnts. thc Enginccring Scrviccs .arc lagging bchind Civil Scrviccs and All India Scrviccs in rcspcct of carcer progression;

ii)

Thc promotion threshold lcvels for Senior Administrative Grade (SAG) and above are part~cularlydisadvantageous to Engineering Services This. characteristic, howevcr, is shared by Central Group 'A' won-Technical) Services with Engineerihg Services vis-a-vis All India Services.

50.8 It is presumably due to better career progression and status that there is a growing tendency among the Engineers to compete for and join the Civil Services. The available statistics from 1984 to 1986 indicate the following in this

regard :-

Civil Services Examination Total No.of Qualified No.of Engineers qualified (%age of total in Brackets) Candidates 1984 8 14 132( 16.22) 1985 790 128( 16.20) 1986 856 168( 19.63) (Source: Report of the Committee to Review the Scheme of the Civil Services Examination, 1989, UPSC) Year

50.9 IIT, Delhi study referred to by us above, makes the following observations:-

"Until the early years of independence till ~ O S ,Central Engineering Services offered coveted opportunities to engineers in terms of : social status, quality of life, career progression and professional challenge. These services attracted the best amongst the civil, electrical and mechanical engineers. There is clear evidence that there has been a progressive erosion of the attractiveness of the central engineering services. The best are no more attracted to these services and those who joined the services in the past have a general sense of unfulfilled expectations and dernoralisaticm. They are concerned about lack of 'parity' with Central Civil Services (IAS and allied services) in terms of career progression, but more importantly, about the subservience to administrativeand financial wings of the ministries and departments. This gives them limited space for creative work and professional satisfaction. The multi-layered decision making process results in large response time in decision-makmgwhich kills many initiatives and innovations and brings a bad name to the engineering profession. The net result is that while engineering is still a coveted choice with (!0+2) students, the central engineering services are not. The cngineers in departmcntdministrieswhich have a higher level of autonomy and authority, such as, Railways and Tclecom. have a hizhcr 564

Ici cl of satisf;ictioti dc~~nrtiiicntslmiiiistrics

;IS

coiiiliarcd lo cngiiiccrs

111

olhcr

"

l h c nunibcr ofcng~nccrsaspiring and ~oiningCii11 Scr\ ices IS sigiificant Whdc thcrc may bc nothing wrong pcr sc in tcchnical pcrsonnci ~oiiiing CI\iI Scniccs. this trcnd ncvcrlhclcss is no1 Ic? hcalthy in thc light of thc fact that thcrc would bc almost fifty pcrccnl avcragc gap bctwcn thc rcquircnlcnt and out-turn of dcgrcc holdcrs in Enginccring and Tcchnology in thc country during IOO3-2000 as cstimatcd by thc Institute of Applied Manpower and Research, New Delhi. 5 0 I0

Year

Requirement of Degree Holders in Engineering/Technology Total Annual, Out-turn during the year Cumulative Gap requirement (estimated) during the year

I995 1996 I997 I998 I999 2000 Annual Average

I8400 56660 56660 56660 56660 56660 56660

48390 5 1300 54370 54370 57640 61 100

26670 32030 34320 33340 28900 20800

56260

27780(49.38%) (Source: lnstitute of Applied Manpower Research, New Delhi). Our recommetrdarions

Carcer Probwession

50 11 We have given due consideration to the problems and demands raised by the Engmeers. We have recommended following measures in general for improvement of career prospects of Group 'A' Services (including Engineering Services) A minimum benchmark model cadre structure

Time Bound Assured Career Progression(ACP) upto Non-Functional Selection Grade(NFSG) posts. Mandatory/Justiciable periodic Cadre Reviews. 50 12 Further, we have kept in view the need for retaining talent in government while deciding the pay scales of Group 'A' Engineering posts. We are convinced that the pay structure and other facilities/allowances recommended by us for Group 'A' Services (which will be applicable to Engineers as well) will, to a great extent, satisfy the aspirations ,of officers in government . 50 13 The provisions of assured career progression upto Selection Grade level recommended by us would bring a measure of parity among all Group 'A' and All India Services. We, however, do not think that the concept

565

of 'Botch Parity' put forth by the representatives of the Engineering Services is feasible of implementation.

Although some of thc Central Eiigiiiccriiig Scnxxs arc too spccialiscd, thcrc is a clcar case for an All India Eiigiiiccriiig Scrvicc for hosc gcicraliscd cnginccnng scniccs that arc ~~niiiion both to thc Ccntrc and thc Statcs Tlic Govanmcnt could bcgln by amalgamating thc posts of cnginccrs looking aftcr roads. buildings, irrigation and public hcalth schcnics Such an AIS would automatically wnfcr status and prcstigc to thc Enginccring Scniccs in gcncral 5 0 14

\bcirl I*'ir~iircvriti~

Ikpir/titi*ii/

h i t i i r i K arid shil' I c d f J r t r ' i '

50 IS Wc havc considcrcd thc issucs on unificd salary structurc and Unificd Civil Scrvicc in rchant Chaptcrs of our rcport Similarl!, thc largcr issuc of rc-structwng the govcrnmcnt machine? in thc light of cmcrging cconomic imperativcs has been dcalt wth scparatcly in the r c h ant Chaptcrs However, we do not think that the proposed creation of a nodal department for engineering organisations is feasible due to high degree of diversity among government departments and the need for them to control their resources 5 0 16 We are of the vicw that training and updation of skills and knowlcdge arc very crucial for all government officcrs in a modem technological norld We find that in some cngincering cadres (as in Railways) no training rcserve 1s prouded We recommend that the training reserve within the limils suggested by us in the model cadre structure be provided for all Engineering Services. We also recommend that the government consider including the engineering services in the Foundation Course for all Civil Services. We also endorse following suggestions made by IIT, Delhi in their study in this regard for acceptance of the government:-

An initial training module covering orientation to Central Government rules/regulations/proceduresand management principles and practice, should be organised for all engineers selected to Central Engineering Services.

The in-service programmes of life-long learning through short and long-term training modules, covering both the technical and the management aspects, should be organised and made a pre-requisite A long-term module oftraining, should be made an essential requirement for every promotion Training programmes should be designed to be consstent wth the level of knowledge and skill required, which should be identdied The programmes should covcr tcchnology, planning, interface management. development process, legal aspects, information tcchnology, ctc The performance during training should be documented and considered in career progression. Higher education leading to advanced degreesldiplomas, and participation in conference/seminars/symposia should be supported and encouraged.

566

Membership of professional bodies should be encouraged by way of reimbursement of membership fees. Wc havc rcccivcd a suggcstion that thcrc should bc rcgistration for cnginccrs as for doctors and la\vycrs bcforc thcy arc allowcd to takc up profcssional activitics and that thc kcy posts of cnginccring and tcchnological dcpartmcnts should bc manncd by such cnginccrs and not by gcncral ofhccrs We coqsider this suggestion for accredited engineers to be a good idea and endorse it for acceptance of the government. However, we are of the opinion that the selection of engineering officers for key posts in engineering and technological departments should follow the normal rules and no special consideration can be given to accredited engineers in this regard SO 17

The All lndia Fedcration of Enginccrs havc rcprcscntcd to us for 50.18 following allowances for cnginecrs:Post Graduate Allowance (a)

As in the case of medical profession. a monthly allowancc of Rs.500.

Rs.750and Rs. 1,000 for acquiring rcspcctivcly a post-graduate diploma: a post-graduate (M.Sc./M.Tech./M.E./M.I.E.) degrce and a doctorate or fellowship of the Institution of Enginccrs. Design and Planning Allowance

(b)

A monthly Design and Planning Allowance of Rs.1,500, Rs.1,000, Rs.750 and Rs.500respectively for SAG Officers, JAG Officers. Senior Scale Officers and Junior Scale Oficers.

Field Duty Allowance (c)

A Field Duty Allowance on the same scales as the Design and Planning Allowance for those engaged on field duties, involving additional physical effort and skills as well as mental strain.

Extra Duty Allowance (d)

A monthly Extra Duty Allowance of Rs.1,250,Rs.l,OOO, Rs.750and Rs.500 respectively for SAG, JAG, STS and JTS Officers since an average field engineer performs four hours daily of overtime work.

Permission for Consultancy or Non-Practising Allowance (e)

In order to erisure the availability of the specialised knowledge of engineers to the society at large, the present restrictions on engineers rendering consultancy scntiqs should be removed ahd grcatcr freedom and flexibility provided. If this is not possible, a Non-Practising Allowancc equal to 50% of thc pay without any ceiling should be paid.

567

Reimbursement of fees for membership of professional bodies (1)

Iccs paid by cnginccring pcrsonncl for acquiring mcnibcrsliip of ;irious profcssional bodrcs (Iiistitutc of Enginccrs. Indian Road Congrcss. clc ) should bc rciniburscd trcatrng such mcinbcrship as an additional qualification

(8)

Convc!*ancc allo\vancc

Oiir ~ih.\c*ncl/~otis 50

trtrd

19 Wc makc thc following obscn:ations/rccommcndations on thc dcmands of thc Fcdcration for various allowanccs -

r0c f ~ l l l f l t l ' ~ I f k J l i ~ J l l . ~

The general scheme to grant lump-sum incentive for acquiring higher qualifications in government for Group 'A' will be available to all Croup 'A' Engineers in government. Design and Planning allowance for officers posted in Central/ Headquarters Planning/Design Wing may be granted at the following rates:Designation

Existing (Rs/p.m. ) Proposed (Rs/p.m.)

Chief Engineer Superintending Engineer Executive Engineer Asstt. Executive Engineer Assistant Engineer Junior Engineer

-

1,250 1,000

Nil 500 400

750 700 600 300

Nil Nil 200

Transport Allowance for Group 'A' officers as recommended in general will be available to Engineering officers. General provisions for reimbursement of fees of Group 'A' Officers for membership of two professional bodies be made applicable to Engineering officers.

We do not consider demands for other allowances to be justified. SUBORDINATE ENGINEERING CADRES-1 -

50.20 We have analysed in detail the recruitment qualifications and promotion pattern of employees in the subordinate engincering cadres in different M inistricdkpartments :

P E C R UlfMENT QUALIFICATIONS PcyScJc

Rulwys

Dcfcocc

COmmmic.tirm T~lecom P&T Civil

(Ilr 1

- COMPARISU [CPWD)

*

W d n Reearces & Power Carmcrcr

Wonncdim & Brodruliry

Uhm ARun

*

AND GROUP B F N C INEERINGSFRVICES

- GAZE=

N

SurCue Trmrporl BRES CESRo.6

Pow-

W r r

Sursry of

Inda

Gcoloprd

Smr)of

bdia MrcblDrillW 1400.2300 DR 6O%to7JK

(Diplm)

Diplonu DR 13 113% DeprtExrm 16 20%

DR 2JYelo9oK R. 10s. lo 7JYa

R 25Ca4oK Tr&in&l)~/2yn

w-

DR 97% (Diploma)

LDCE 3% with DR Qwl.

DRZJ-4oH Diploma

IE Diploco. JE(Diploclu) DR@iplonu) Also by Tr. of

DR 100% (Dip.)

R.60 -75% (Diplome)

Ddbmm

DR 8oH (Dieloma\

Pr. l O n ; ' h I &

ladnmcdi~clRomoticm (DR IOOK) W e with of A r t i s m s Mu)u md Scimr G v h a tes io feeder ca&er(lL. 14002600)

R. I W h (in OPs md N W O

1600.2460 R. loOn

NA

NA

NA

R. 1oOn

NA

NA

dY) 1640-2900

2000-3200

R. IOOH(AtF3)

NA

Pr. 75% O R d

DR 20%

Time B m d Time Bowid in UXE5o%ioJycn Jycm (Science Gmcbera depubnedly qwli6.d )rl.binJ**l)

DR 50%

Pr. 100% Mu

NA

R. loOn

(Mtch)

h.tbm.0

NA

HdD'Ma

NA

Gr'B'Pmaul

dviYelcn

p m n d i o a i o 15

DR 4oHCESE

Pr. 1wK

ynifno~pram-R. 60% t.edo0-r

(JE+DA+

buir F a nplrprollD(io0 :5oK Sdectios; 5 o H

Dmm)

((Lr

'B')

( w l yW d 1wHPr.h llvp wist

IDCE

Pr. I W m O h

2373-I500 R. lwK

NA

NA

NA

NA

NA

NA

NA

NASO 2375-3750 Selediico Warp W 22004OOO DR 6oHCESE R. 4 o H

NA

DR I O O % M u DR 5OHCESE DR 6ow OFe R. JOH R n O D 4oK DR 662l3HNA90

R:33

30004500

R.lOOY.

NA

NA

D R 100%

DR IOO)((CESE) CiviyElrd DR IOOH

NA

NA

)66U%R.AEE N W O 130% R. Sr.

Fa-

R.lOOK

RlOnAEe R . $ o H m

Pr. 5 o n AB'

5oH

Ae

NA

DR 60$(CUE

DR JoH DRJoH

R. 4oK

CEBH

R.JoH

R-m

f&ppb wisr)

113%

Mu p3 113% R. AE I: J o K R A A S 9

DR2W Diplmnm (Drilling, Pr. 1001;

crdurr 2000-3500

NA

5ycm

NA

NA

y

DR 1NA

QviVElect Tim B d in

R.AEE

R.?%

R.AE

TODU96

R. lOan

Fr. loOn

SUBORDINATE ENCINKERI'VC SERVICES : PROMOTION PATTERN

ML

46.94

Yer

16.57

Yea

Nil

356

59

1360

76.4

3334

1417

425

Yn

139

60.8

2059

NA

--

No

lb4

60.39

1307

3.06

Yes

609

57.29

1672

120

7.18

No

47

53.29

132

21

15.91

so

7129

7129

82.9

13733

1193

7.38

No

1060 (424)

612

551

52

1672

I26

7.54

No

126 (57)

169

152

67.3

395

53

13.42

No

--

1447

j39

24.81

Yer

2.02

Yes

85 (21)

41

40(+118DR)

TechcdC.drr

B 6 -

'

i

Buildi~&Ro.b

8604 (3730)

E I e ~ c& JMtcbd

Cd

D m of Science&Teclmol~ 1447 s v v c y of Irdr.

(h. 1400-2600)

Minim of Surface nodBW I N

Civil Engmccrias

56

43

43

76.19

570 :

99

.

2 (+9DR)

Dcpwneoi

Civil

Ni 1

1096

SurVcyOfWah

Eltcoicd

- tPo.dnnoad. rlpolsoQ ofRrZo0o -3Joo in 15 ya 3109

208

-

It

44

3109

54.12

-

14599

IOU

208

230

+

6t(IU) 94(?Ja1

7.41

No

100.58

No

30 (Td61poen)

19.48

No

m.n

NO

Eqsb fecdm byopcioa)

Telrcom

TelecmFactoh PM’Civil W g

445

2224

2W61

- p.r

s a l e of 1640-2900 in

-Rrzooo-3500 P d prcmotion in 1s

--

-10230

4.:

-.

2M61

14500

445

1935

No

loOn

2224

81 1569

70.5s

Y-

914

330

36.10

No

171

92

53.v

No

23058

1132 799

No No No

Jlrrr

b

ycm

(c+rCpiDkcbW*

M i n i m of Wplrr R-c Mrpvav o f Pow([:

of Rulw.yl CivilEa(li0caig MedmnicdW flcccricd J%giacrriag Sigvl mddeleroa~

-erios 2

-Dcproad

113

NIL

-

171

-

13331 (9337) 22103 (I6S77) 9127(U45) 4891 (2201)

9720 19393 1162 3968

8925 18101

not

66.91 81.90 n97

ui

3662

14.U

16889 8859

4.91 1.93 285

330

3.n

No

409s (1364)

3229

3229

nu

nu

322

4.4

No

:371 :

414%

Bascd on h c anal!sis abovc, \\c hn\x iiiadc !'ollo\~iil~ important findings -

Diploma Engiiiccrs (Civil & Electrical) in ('PWLI. P&T ('11 11 Wing. All India Radio/Doordarshan undcr thc Miiiistn of liifoniiation and Broadcasting gct highcr pay scalc (Rs 1040-2000) in a tinic bound nianncr.(S JTS) and subscqucntly pcrsonal proniotion to thc pav scalc of Rs 2000-3500 (15 \.rs ) This pattcm has rcccntl! bccn introduccd in Building and Roads Wing of Mililac Enginccring Scnicc Thcrc is partial dircct rccruitmcnt of Enginccring Dcgrcc holdcrs i n thc pay scalcs of Rs 2000-3200 and Rs 2000-3500 undcr thc Ministrics of Railuays, information & Broadcasting and Commcrcc In following MinistrieslDcptts. Group 'B' arc dtrcctly promotcd to Group 'A' STS :-

Dcfcnce (Some organisations). P&T Civil Wing. CPWD. I&B. Surfacc Transport (CES Roads), Suwcy of India There is large variation in the pattern of promotion within Group 'C' and from Group 'C' to Group 'B' posts. The best three orgmsations III respect of promotions \tithin Group 'C' arc - CPWD, P&T Civil Wing , Ministy of I&B (Civil & Elcctncal) Thcsc three organisations hake scheme of time bound promotions Thc Worst Three organisations are - Border Roads(B&R), I&B (Broadcasting), Indian Naval Armament Organisation The best three organisations in respect of promotions from Group 'C' to Group 'B' are : - Inspection Wing of DGS&D, Deptt. of Telecom, P&T Civil Wing The Worst Three organisations are . - Railways, Roads Wing (Ministry of Surface Transport), Architectural Wing (MES) Demands and Grievames: Low Pay Scale

50.2 1 The demands and grievances of the subordmate enpeering cadres have been articulated by the Federation of Diploma Engineers. The Federation has made the following important submissions before us:The pay scales and the status ofthe engmcers has been brought down over a period of time, the maximum damage being donc by the Fourth CPC which granted the pay scale of Rs. 1400-2300 to Junior Engineers (Jes) Thc recommendation of thc Job Evaluation Committcc (sct up by thc Ministry of Urban Dcvclopmcnt) that the Junior Enginecrs pcrformcd more arduous dutics in\lolving highcr rcsponsibilitics as comparcd to Draftsmcn Gradc I wcrc ignorcd and h c Draftsmcn Gradc I wcrc givcn thc pay scalc of Rs 1600-2660 Howcvcr, aftcr a grcat dcal of agitation the Junior Enginccts of CPWD wcrc givcn follouing scalcs

572

Rs 1400-2300 at the c n t n Icvcl Rs 1O4O-2!lOO aftcr 5 !cars of s c n x c Ks 2000-3500 nlicr 15 !cars of total S C ~ I C C

Thcsc pay scalcs \\crc. ho\\cvcr. not cxtcndcd to the Junior Engiiiccrs \\orking in othcr dcpartmcnts In thc mcantimc, the Suprcmc Court ol India anardcd thc highcr pa! scalc of Rs 2000-3200 to thc Enginccring Assistant; of thc Ministry of Information and Broadcasting \\ho ncrc carltcr cquatcd to JEs Thc Fcdcration dcmands that JEs should bc git cn thc initial pay scalc of Rs 2000-3200 i n prcscnt tcrms Thc timc-bound pay scalcs awardcd to JEs of CPWD should bc cstcndcd to all JEs Following timc bound pav scalcs bc granted in prcscnt terms -

I Imr-h1>loId p vscah

kr&r

Initial Pay Scalc RS 2000-3200 Aftcr 5 ycars of scnwc Rs.2200-4000 Aftcr 12 ycars of s c n x c Rs 3000-4500 Aftcr 17 years of s m i c c Rs 4 100-5300 Thc Fcdcration would also suggest grant of a running pay scalc for Diploma EnginccrdJunior Enginccrs. rrnpac! of Group :-I * Cadre

:ldversr

Rersen

Quota in Group :1 'posLs

-

Implcrnentation of cadre rcvicw proposals in respect of Group A' posts results in reduction of Group 'A' posts at the lowest level, advcrscly affecting the promotion prospects of Group ' B officers and consequently of the Group 'C' enpeers. Periocfic cadre reviews in respect of Group ' B' posts and of Group 'C' JEs should also be undertaken simultaneously

For promotion of JEs 80% posts of Assistant Engineers should be filled up on the basis of seniority and remaining 20% by Limited Departmental Competitive Examination (LDCE). Further 50% posts of Executive Engineers should be reserved for Diploma Engineers (promotion from AEs to EEs) Thirty (30%) percent posts of Superintending Engineers should be reserved for Diploma holder JEs (promotion from EEs to SEs).

L'nijom Service Condiiions and Ilesipratrons

There should be common senice conditions for Diploma Engineers all over the country in respect of their pay scales, designations, promotion prospects, status, etc. Diploma Enginccrs should be designated as Junior Engineers in all dcpartmcnts including Rail\\ a! s. MES, etc Junior Enginccrs should be givcn gazcttcd status at initial l c \ d as in Bihar. Maharashtra, UP, Assam Go\ts grant this status aftcr 5 \cars of SCI1'lCC

Ncccssary financial and administrativc powcrs likc granting Icavc to cmployccs, sanctioning of cstimatcs, purchasc powcrs should bc g n cn to J Es 5 73

' ~ w l l l l l ~ ~ tJ/ l l / 1/11. \ " l t l l \ ~ r ' l ' \ "'I

I )l*l#rclrlclc( 1 1 1/11'

Wc ha\ c rcccivcd coiiiiiiciits from major Miiiistrics and Dcpartmciits 011 thc pa! scalcs of DiplomidJunior Eiigiiiccrs

j()2,

l~tdmi/ioii

Thc Miiirstq of Urban Affairs and Emplo!iiiciit has rccoiiiniciidcd that llic pa! scalc of Junior Enginccrs at cntn Icvcl bc thc rcplaccnicnt scalc 01 Rs 2000-3200 and thc.scalc of Assistant Enginccr bc grantcd after scnm of I0 !.cars Thc Ministry of Ralways has rcconimcndcd a highcr pay scalc as thc scalc of Rs 1400-2300 is also thc pay scalc of Mastcr Craftsman and Mistrics. nho form thc fccdcr gradc for promotion to thc post of Tcchnical Supcn isor Thc Ccntral Admi~strativcTribunal, Ncw Dclhi has dircctcd Railways to rcfcr this casc to thc 5th CPC Thc Dcpartmcnt of Tclccom has proposcd a highcr pay scalc for JEs than that of Dman gradc I (Rs.1600-2660) as thc lattcr works undcr thc Junior Enginccrs Militan Engineering Scnicc, Ccntral Watcr Commission and Ccntral Elcctricity Authority have recommended thc pay scalc of Supcrintcndcnt (Buldmg&Roads) (B&R) and (Elcctrical and Mcchanical) E&M gradc I and 11 and the JEs to be given thc samc pay scalc as thc JEs of CPWD

Ow

rcconmrc.tldnrio'ls

50.23 We have carefully considered the dcmands of thc Fedcration and the views of the administrative Ministries/Departmcnts in the light of our gcncral approach on the pay scales of different professional/technical groups of staff and existing relativities between technical and non-technical categories. Wc haw. as a general rule, decided to improve the initial recruitment pay scalc of diploma engmen in government. We, accordingly, recommend following pay structure

for engineeri.ng subordinate cadres:Pay scales

Existing

Proposed (in present terms)

(W

(Rs4 1400-2300 1600-2660 * 1640-2900 * 2000-3200 * 2000-3500 23 75-3500 2375-3750

*

1600-2660 1640-2900 1640-2900 2000-3500 2000-3500 2375-3750 2500-4000

some of thcse arc graduates in enginecring, othcrs arc diploma holdcrs.

50.24 These pay scales will apply mutatis-mutandis for diploma engineers in different cadres depending upon the availability of specific existing pay scales. We have also recommended specific pay structure for different engineering cadres. ~'rfJnllJhiJt1

,chenrr

50 25 Wc have cvolvcd a timc bound Assurcd Carccr Progrcssion (ACP) Schcmc in gcncral for Ccntral Govcrnmcnt cmployccs This would bc availablc to Diploma Enginccrs in govcrnmcnt In CPWD. Diploma Enginccrs, prcscntl! 574

rccruitcd in thc pay scalc of Ks 1400-2300, arc graiitcd highcr pa! scalcs 01' Rs I Wi-2900 aftcr 5 !cars of scrixx and pcrsonal proiiiotion tc thc pa? scalc of Rs 2000-3500 aftcr anothcr 10 ycars of scrvicc I n our opinion, it -is not desirable or feasible to replicate this pattern of time-bound higher pay scale and personal promotion in other cadres due to following reasons:1)

ii)

iii)

iv)

This would dc-link altogcthcr thc availability of posts for timc-bound pay scalcs and pcrsonal promotion as in CPWD Total dc-linking of posts and higher pay scaldpcrsonal promotions would disturb thc misting cadrc structurc whcrcin posts arc availablc at diffcrcnt Icvcls as pcr functional rcquircmcnts Non-availabilityof posts in a CPWD likc situation would make it difficult to work provisions of proposcd Assurcd Carccr Progression Schemc. The cadrcs which at prcsent havc functional posts at different levels may

bc put at a dsadvantagc wilh rcgard to furlher highcr promotions if ACP upgradations arc not followcd by rcgular promotions against substantive posts at intcrmcdiate Icvcls \)

1 he functional structurc of CPWD which probably does not require posts

of JEs in a hicrarchy may not be suitable for other organisations which need a hierarchical structurc

Moreover, wc are of the opinion that the provisions of ACP would obviate the need for introduction of any such scheme. 50.26 We consider the demand for cadrc review of Group ' B' and Group 'C' posts consequent to the adverse impact of Group 'A' cadre review, to be justified. We recommend that the Government immediately take up all suck cases with a view to rectifying the adverse impact on Group 'B' and Group 'C' cadres. These reviews, however, will be subject to our overall strategy 01 rightsizing the Government machinery. Promorion on

Seniorigbasis

Quola in Group

;3 'posrs Ursipalions

50 27 We do not consider it feasible to prescribe a uniform percentage for promotion on seniority basis and by LDCE as demanded, due to peculiarities of different cadre structures and variation in promotion patterns noted by us above. 50.28

Similarly, we consider that the reservation of posts oi Executive Engineers and Superintending Engineers for Diploma Engineers is not justified on rational considerations. 50 29 The Ministry of Railways has recently changed the designations of diploma engineers to conform to the common prevalent designation of 'Junior Engineer'. We have noted and suggested changes in designations in specific recommendations on different cadres subsequently in this Chapter. We would, however, endorse the demand of the Federation for consideration of different administrative Ministries/Departments for acceptance of common designations of 'Junior Engineer', Assistant Engineer, etc.

50 70 In our opinion, the delegation of financial and administrative powers to Junior Engineers is an administrative matter and must be decided by individual MinistriedDepartrnents Thc Fcdcration has niadc dcniands for Ibllo\+iiig allo\\anccs for 50 31 J iiiiior Enginccrs . Planiiigg and Dcsign Allo\vancc Hard Duty Allo\+ancc Cotnqancc Al loivancc PrOJCCt Allowancc Ficld Duty Allowancc 50.32

Our rccommcndations/obscn.ationsarc as under:-

Planning and Design Allo\vancc to EnginccdSub-ordinatc cnginccring staff postal in CentraVHQs planning-dcsign wing has alrcady bccn rccommcndcd b\. us Transport Allowance as proposed by us in general for Central Government employees would be granted to Diploma Engineers. Project Allowance at following rates has been proposed by us to be granted in general to all eligible Central Government employees:Pay Range (Revised pay scales) Project Allowance CRs4 Rs. per month

Below 3000 300 1-4999 4500-5999 6000-8999 9000 and above

150 300 450 600 750

This would cover Diploma Engineers as well. We do not consider demands for other allowances to be justified.

DRAWING OFFICE STAFF

50.33 The Dra\+ingOffice Staff includes Draftsman, Dcsign Assistant. Tracers. etc The pay scale-wise brcak-up of posts of Drawing Officc staff in major Ministries/Departments is as under:-

')5(1- IYX)

'175.1 5JIl

I'racer

'IraLcr

(1'1)

(43)

'rraccr (276)

576

'I'raccr

'I racer

(141)

111)

54')

I Yman ( i r 111 (h')?)

IYman Cir 1 (223)

I Yman Gr I

( I 57X)

('hid

Chief

Estimator

lYmM

(254)

336

(8) Chief

Wman

I

(1)

'I-echOficer

'A (74)

120

Tohl

MINOF

PAY

MINOF S&T

W R

SCALES (Rs)

973

825-1500 950-1400

l TWman

975- I 540

Dman (S)

452

MINOF POWER

2020

2511

MINOF AGR TPT

MISOF

358

1378

MINOF

RLYS

395

8147

TOTAL

SLRFACE C O W NlCATlON

6) Tracer (16)

Gr IV Dman (5) Gr Ill IYman(S) Gr 11 ( I 330) (5) Wmm

1200-1800 1350-2200 1200-2040

or III

Wman GrlIl

(62)

(34)

Tracer (13)

GI III

Wman Gr 111

(23)

(18)

Wman

I77

Wman ArSct0m.n

Gr III (1120)

1257

13202040

Wman Gr II

1400-2300

1954

(326) WlllM Gr I(207)

1400-2600

Wman

1600-2660

207

Wman Gr I(80)

r I (244)

Wman

Wman

Gr I(2)

Gr I(26)

Wman HcadWman (i-400) Gr I(64)

1816

H u d Dman

16102900

2

(2)

2000-3200

Head D ~ M (1)

2000-3500

2375.3500 Total

Head Dman (25)

Chief

Chief

Dman

Dman

mice Surveyor (359)

2332

359

(I)

633

1896

245

48

118

Grand Total

(*) ($)

(1960)

(8)

40% Posts of the Chief Draughtsman Combined strength of 1330

: 577

408

5600

8948

17.095

/'ctj'

S('U/l'.C I

I )rq/i.vttlw .Irhifrcthoti .4 word

!I'

5 (). 3 4 Thc 3rd CPC rcduccd largc nunibcr of pay scalcs and rccommcndcd following fix pay scalcs for Draftsman:I .cvcl

Pay Scalc(Ks.)

Qualilication tor Ilircct Recruitment

I I1

260-430 330-560

111

425-700

IV V

700-900

Matric plus onc ycar's scrvicc Matric plus 2 - year diploma 111 drallstnanship or its cquiviilcnt. Matric plus 3 - ycar diploma in cnginccrine or its equivalent. Ikgrcc in cnginccring or its cquivalcnt Ikgrcc in cnginccringor its cquivalcnt with cxpcricncc.

550-750

50.35 The Draftsmen of Ihc Central Public Works Department (CPWD) dis-satisfied with the pay scales for Draftsmcn, exprcsscd their grievance and the matter was referred to the Board of Arbitration. The Board awarded the pay scales of Rs.330-560, Rs.425-700 and Rs.550-750 instead of the then existing threc scales of Rs.260-400, Rs.330-560 and Rs.425..700to Draftsmen in the CPWD. The Ministry of Finance issucd orders for general implementation of the Award in 1984. In some departments the posts of Headsenior Draftsmen in the pay scalc of Rs.550-750 existed prior to the Award, The implerncntation of the Award. therefore, brought the Draftsman Grade I to the same scalc of pay as that of the promotion post of Headsenior Draftsman in Rs.550-750. The Fourth CPC only recommended replacement scalcs of pay for Draftsmen. The Associations of Drawing Office Staff have brought to our notice the anomaly created by the implementation of the Arbitration Award. 50.36 We find that in most of the departments, Matriculates with 2 year diploma in draftsmanship are inducted in the pay scale of Rs. 1200-2040. In some departments, enginGng diploma holders are recruited in the cadre in the pay scale of Rs.1400-2300. The highest promotion grade generally available at present is Rs.2000-3200. There q e exceptions to this general pattern - the entry grade in Survey of India, for instance is Rs.975- 1540 and the highest grade available is Rs.2200-4000under the Ministries of Defence, Water Resources, Agriculture and Mines. The Associations of Drawing Office staff have brought following more facts and made demands for our consideration:Demand

There is no uniformity in the designations and promotion prospects of Draftsmen in different Ministriedhpartments. Consequent on the implementation of Award of Board of Arbitration, certain percentage of posts in Directorate General of Quality Assurance/Defence, Research and Development Organisation (Ministry of Defence) which were in the pay scale of Rs 2000-3200 have been upgraded to Rs 2375-3500 as selectim grade posts Similar selection grade posts bc created in othcr departments In many officcs/departmcnts. the post of Draftsmen are isotatcd, with no highcr gradc posts for promotions. Such posts in diffcrcnt dcpartrncnts may bc mcrgcd to form a cadrc for irnprovemcnt in promotion prospccts Thc cligibility pcriod prcscribcd for promotions to ncxt highcr gradcs in diffcrcnt dcpartmcnts is not uniform. 578

iii/i,r-i),,j),ir/iiii,ii/

,It

IrImjJ

j ( )3 7 Wc constitutcd and coin ciicd an iiitcr-dcpartmciital group lo coiisidcr thc problcnis and issucs raised b\ tlic Associations of Drawing Office Staff Rcprcscntativcs of 2 0 Miiiistrrcs/Dcpartiiiciits participakd I I I thc dclibcrations of thc group Bascd on thc discuss~ons111 thc riitcr-dcparlniciital goup and gcncnl pnnciplcs of pap dctcrmiiiation cnunctalcd b\ us. we make the following recommendatims for Draftsmen:-

There should be identical pay scales for posts with identical recruitment qualifications. Specific requirements of individual departments may be taken care of by the respective administrative ministries, which may, if justified, prescribe pay scales different from the general pay scales recommended by us below. i i)

Introduction of an additional pay scale of Rs.2375-3500should be decided by the concerned departments themselves on the basis of functionaljustification for posts in this scale and keeping in view the existing horizontal relativities of Draftsmen with other categories of employees.

iii)

Graduate engineers recruited against posts of drawingfdesign office should be placed in the pay scale of Rs.2O00-3500in present terms.

iv)

There should be uniform eligibility criteria for promotions in the cadre of Draftsmen. The first promotion after recruitment may preferably be considered after 3 years of service as already existing in a number of departments. There should be uniformity in designations and pay scales. We recommend the following.

Existing Designation

Existing Revised Designatioo Revised Direct Recruitment Qualification Pay Scale Pay Scale (Rs.) (in present terms) (Rs)

Draftsman Grade 111 1200-2040 Draftsman Grade 111 1320-2040 hlatric + 2 yrs Diploma in draftsmanship or equivalent Draftsman Grade 111 1400-2300 Draflsman Grade 11 1600-2660 Matric or '10 + 2' + Diploma in Senior Draftsman Engineering or equivalent Draftsman Grade I/ Head Draftsman 1600-2660 Draftsman Grade I 1640-2900 Chief Draftsmad 2000-3200 Chief Draftsman 2000-3500 Degree in Engineering or equivalent Chief Estimator

In organisations where the pay scale of Rs.2375-3500 is available at present, the revised pay scale of Rs.2375-3750is recommended for such posts in present terms. (vi)

All the Ministries/Departments except the Ministry of Surface Transport have opined that the posts of TracerdFerro-Printers are no longer required. These posts are presently in the pay scales of Rs.975-1540or Rs.950-1500. We recommend that these posts be phased out since most of the departments have dispensed with tracing and ferro-printing functions. The Ministry of Surface Transport may consider retention of posts for some more time if absolutely 5 79

necessary. (vii)

We have received suggestions that to motivate young Draftsmen to go for training in computers, certain incentive in the form of special

pay be given on successful completion of training and to those Draftsmen who actually work on computers. We have not, as a general norm, favoured the idea of incentive in the form of special pay tQ those who learn and work on computers in government. However, we consider it desirable that all departments impart computer training to Draftsmen for using computer software like Computer Aided Design(CAD) and Computer Aided Manufacture (CAM).

Wc havc madc gcncral rccommcndations on issucs raiscd by Fcderations of Group 'A' cnginccrs and Diploma cnginccrs Wc havc also delineated a comparative position of recruitmcnt and promotion pattcrns of different engineering cadrcs. We now propose to discuss thc peculiar, individual problems of diiferent services During the coursc of this cxamination, we have suggested a few upgradations of posts in specific cases to underline the urgent need to improve the career prospects in these services. This should, however, be taken as a symbolic gesture on our part and should in no way be construed as an exercise of 'cadre-review'. We have also traced the subordinate service linkage of each individual engineering service and have suggested introduction of certain pay scales. In some of these cadres the pay scales of Rs.164O-29OOand RS.250-4OOO have been recommended to be introduced within the general framework worked out above, in order to have a more gradual progression and broad uniformity in the pay structure of different cadres. The posts in such cadres have been proposed to be divided in the as also at the level ratio of 50 :50 at the level of R~.16OO-2660/RS.l640-29OO of Rs.2000-3500/Rs.2500-4000. This should be done by individual departments, where we have not done so. Such bifurcation is necessary to give the benefit of fucctional promotion. For Group 'A' posts we recommend pay structure identical to Group 'A' Civil Services posts recommended by us in the relevant Chapter. 50.38

MINISTRY OF URBAN AFFAIRS AND EMPLOYMENT i>

Central Engineering Service(CES) JTS

%ageoftotal Duty Posts Threshold as on 1.7.1995

STS

JAG

NFSC; SAG

HAG

10.57 58.77

16.28 9.94

4.12

0.32

-

1975

1965

1961

-

580

1968

II)

‘Ihc Ccntral Electrical and Mcchanicsl Engineering Scn,icc JTS

STS

JAG

‘%,~sc of total duty posts as on I .7. I995 9 43 61 79 25.04

NFSG SAG 2 83

-

HAG

00

Threshold as on 1.7.1995

iii)

-

-

1976

1967

1967

Nonc

Thc Architectural Cadrc JTS

STS

JAG

NFSG SAG

HAG

‘%agcoftotal 31.39 48.84 duty posts

11.63

5.23

2.32

0.58

1977

1975

1964

NA

Threshold as on 1.7.1995

-

-

50.39 The break-up of posts in thc scrvices and threshold for promotions to highcr posts havc becn notcd above, The Association represcnting Central Engneering Service has brought to our notice the unprecedented stagnation at the Senior Time Scale(STS) Junior Administrative Grade(JAG) and Senior Administrative Grade(SAG) levels. They have suggested introduction of time-bound promotions upto Higher Administrative Grade (HAG) through batch parity with officers of All India Services and Group ’A’Central Services.

We find that a very hgh percentage of posts (58.77) in STS is due to provision of 50% posts at this level for promotion of Group ‘ BAssistant Engineers for most of whom this must be the culmination of their career. The threshold levels of promotion present a dismal scenario for the Service. We have been informed that 4 more posts of -4dd1tionalDirector General (ADG)(HAG) and 13 posts of Chef Enpeers(SAG) in addition to some posts at JAG level are now available after approval of latest cadre review proposals in 1995. This is expected to improve the career prospects of the Service. In addition, the general scheme of ACP upto NFSG would provide further relief to the cadre. 50.40

50.4 1 The number of Group ‘A’ posts of Engineers (other than Project Team) in CPWD depends upon work-load n o i s for creation of Divisions. The project posts would further depend on the nature and value of projects offered to CPWD for cxecution. The improvement in career prospects of the Senice would thus depend a great deal on thc increase in number of divisions and projects. However, following recommendations are made in accordance with the general approach discussed above to provide some relief against stagnation to Group ‘A‘ organised services:Ow

1)

ri~cc)t~~~t~~~ 5 .t~dn~ioti

We do not find any merit in the demand for time-bound promotions upto HAG posts.

58 i

ii)

Two of the existing six posts of Additional Director General in the pay scale of Rs.7300-7600 be upgraded to the pay scale of Rs.7600-8000in present terms.

iii)

The post of Chief Engineer(Training) in the pay scale of Rs.S9006700be upgraded to the level of Additional Director General in the pay scale of Rs.7300-7600.

iv)

The post of Joint Secretary(Works and Administration) in the Ministry of Urban Affairs and Employment should be filled by an officer of Central Engineering Service Croup 'A', in order to assist the Secretary (Urban Development) who shall continue to be the Cadre Controlling Authority.

The Central Public Works Department (CPWD) has made some suggestions as noted below for our consideration:50.42

Sfc~rr'n'e'tditt~ l:'[email protected] wid1

I.)ept~pIttspzctor i> (;ctrtwl of t~l~lict~llll~~,

To compensate enginccrs for extra timc taken to acquire enginccring qualifications compared to an ordinan. graduatc dcgrcc, it is suggested that the Central Enpccring Service Officers be given two ?cars antc-date \ is-a-vis the officers joining All India Seniccs and othcr Non-tcchnical Services.

ii)

The pay scale 01 the buperintending Enginecr should be equal to the pay scale of the DIG of Central Para-Military Forces (Rs.5100-6300), in view of well established parity of equivalence of the Superintending Engincer with the DIG of Police and the Commissioner in States and that of the Exqutive Engineer with Superintendent of Police and District Magistrate.

iii)

A selection grade be introduced at the level of Executive Engincer (STS) and abolished at the level of SuperintendingEngineer (JAG).

'Viewsdlhe

50.43 The Ministry of Urban Affairs and Employment has not endorsed the

Ministry

suggestions of the CPWD, made above. The Ministry has suggested that the existing equivalence of posts in the CPWD, namely Director General of Works to be equivalent to Secretary to Government of India, Additional Director General to be equivalent to Additional Secretary and Chief EngineedChief Architect to be equivalent to that of a Joint Secretary and Superintending Engineer to be equivalent to Deputy Secretary/Duector should be maintained, The Ministry further maintains that there is no need for a selection grade at the level of Executive Engineer (STS) and abolition of selection grade at the level of JAG. The Ministry has not given any opinion on other suggestions made by the CPWD.

Our views and

50 44 We have examined the suggestions of the CPWD in the light of the fact that barring a few cadrcs, most of the engineering Group 'A' cadres have an inkiface and relativities wth other Group 'A' Central Civil Serviccs We do not consider it feasible to recommend different patterns of pay scales for Ccntral Scrvices (Technical and Non-Tcchnical) for this reason The pay scales recommended by us for Group 'A' Services in general, therefore, will be applicable to Engineering Services as well. We also endorse the views of the Ministry of Urban Affairs with regard to existing equivalence of posts in the CPWD.

recomntenalron %

582

Wc would, howvcvcr. lihc to mahc an cvccption onl\ in thc casc of SupcnntcndingEnginccrs It is a fact that thc Sccond CPC had alrcady cstabllshcd a parity bd\\ccn Supcrintcnding Enunccrs aid Conservators of Forcsts by granting thcm both thc scalc of Rs 1300- 1 HOO This parity was ccmcntcd furthcr b! thc Third CPC which obscrvcd that “For thc post of Conscrvators of Forcsls we rccommcnd dic scak which wc havc tccommcndcd for Lhc Supcrintcnding Enginccr gradc of thc Ccntral Class 1 Enginwring Scrvicc VIA. Rs.1800-2000 For thc sclcction gradc or Conscrvators of Forcst. thc samc Commission statcd that ”a scliction gradc of Rs 2000-2250shuld bc introduced for thi: Conscrvator of 5 0 45

Forcsts, on thc samc principlcs as rccommcndcd for the Sclcction Gradc in thc Ccntral Class I Enginwring Scrvicc ” Bct\vccn the Third and Fourth CPCs. thcrc was an upgradahon of thc first gradc for CFs to Rs. I 800-2000.Subscqucntl!, thc Fourth CPC mcrgcd the scalcs of Rs.1x00-2000and thc Scloction Gradc of Rs 2000-2250and gave CFs thc singlc functional scale of Rs.4500-5700 The samc treatment in spuit was u n f m a t c l y not accorded to the SEs who wcrc givcn a JAG of R~37OO-500Oand an NFSG of Rs 4500-5700 Taking into account the significant role of engineering scrviccs in the nation-building process and the fact that thc promotion prospects in cngincering cadrcs are rather bleak, we recommend that the NFSC of Rs.4500.5700 should be converted into a single functional scale for Superintending Engineers and the scale of Rs.3700-SO00 should instead be the non-functional JAG for Exe.Engineers. However, in order to avoid too fast a rate of promotion in certain cadres to this grade, it is further recommended that promotions to the scale of Rs.4500-5700 would be permitted only on completion of 13 years of service in Group *A’. Although the above recommendation is being made in the context of CPWD engineers, it is clarified that this dispenstion will be available to all Engineering cadres in the Government.

50.46 We find that the average age of entry into Central Civil Services and engineering Services is the same. We, therefore, do not accept the suggestion to grant 2 years’ ’ante-date’ to Engineering Service officers. Electrical and Mechanical Engineers of

CP112)

50.47 The Electrical and Mechanical Engineers of the CPWD have represented to us that the W t o r a t e of the CPW3 is insensitive to the aspirations and career problems of Electrical and Mechanical Engineers. The association of these engineershas alleged that despite phenomenal increase in their work-load and the contributionof Electrical and Mechanical Wing (E&M Wing) in several fields of highly specialised nature, the E&M Wing is discriminated against in respect of creation of posts based on accepted work-load norms and manning of senior management level posts (ADG and DG) of the department. 50.48 Thc CPWD administration, on the other hand, has contested the claims of the association and has submitted the following for our consideration:1)

The role assigned to and expected from the CPWD in the government set up is that of a body responsible for construction of civil works and buildings, which neccssarily rcquires a pre-dominant civil cngincering input.

ii)

Thc Ccntral Elcctrical and Mechanical Enginccring Scrvice (CE & MS) was all along considcrcd to bc a support service in the role assigned to’the

CPWD. 5 83

iii)

In most of thc sophisticatcd iiistallatlons. thc job of' Elcctrical and Mcclianical Wing compriscs of purchasc of proprictan. or ncar proprictay. high cost full!. factory asscmblcd. or ncarl! full! factor! asscniblcd, installations Thc i\orh-load dcfincd for an clcctrical dit ision is nomially laid do\vn on thc basis of normal routine clcctrical norhs lihc wring NO&. hich. at b a t constitutcs about 20% of the building cost, and \I hich ncccssarily demands a widcr jurisdiction and a morc spread-out uorh fgr an clcctrical division

50 49 Wc haw considcrcd thc issucs raiscd by CE & MS in thc contcvt of our gcncral ansicty for rcdcfining thc norms for creation of cstablishmcnt in construction agcncics in gcncral and our appraisal of CPWD worhs lihich \\c hai e sccn during thc coursc of our visits to various installations and projccts 50 50 We are of the firm opinion that the general management posts of ADG and DG should be available to all eligible officers o f CPWD irrespective of their Service This has aircady been incorporatcd in thc Rccmtmcnt Rules on thc rccommcndations of Ranganathan Committce sct up in I976 In fact. DGXPWD during official cvidence bcfore us informcd that HAG p s t s arc a\rulablc to eligible E&M officers of CPWD and no E&M officer could bccomc ADG so far for want of eligibility qualifications The latest cadrc re\ iev has projidcd 4 more posts of ADGs It is, thercforc, hoped that thc cligible Mechanical and Electrical officcrs of CPWD will bc clcvatcd to HAG posts without any bias or favour, on merits The Ministry of Urban Affairs and Employment must ensure that there is no discrimination against E&M officers in this regard. Nbrk load .\bmrs: Iitter-Departmetrr a1 Comniittee

50.51 An Inter-Departmental Committee on work-load norms in Engineering Construction departments was constituted at our instance. This Committee has noted the following about CPWD:"C.P.W.D. is a department of Central Government operating through out the country and responsible for construction of all works and maintenance and repairs of all buildings financed from Civil- Works-Budget of Central Government. Execution of works and maintenance of Central Government buildings is done by the divisions of the C.P.W.D. The C.P.W.D. have Civil, Electrical and Horticulture Dwisions and Architectural units. On Civil side of the C.P.W.D., there are i) Construction Divisions, ii) Maintenance Divisions and iii) Mixed Divisions - undertaking construction of works as well as maintenance of esisting Govcrnmcnt buildmgs. In 1965 or so C.P.W.D. declared someof thc divisions as Strengthened Divisions. The Strengthened Divisions were sanctioncd additional staff and the Executive .Engineers were givcn chanced financial powers. Up till 198849, out of 123 Civil Divisions of C.P.W.D. 107 Divisions have been dcclated Strcngthened Divisions. Thc Dii.isions of C.P.W.D.arc hcadcd by an Exccutivc Engincer. At thc instancc of Committec of Secrctanes. thc study of C P W D WIS undcrtakcn by Staff Inspection Unit (SlU) so that thc staff can be rcduccd in a timc bound manner or ncw seniccs undcrtakcn without incrcasc in staff strength

584

Thc rcquircmcnt of Euccutn c Enginccrs. Assistant Engiiiccrs and Junior Enginccrs is bascd on thc basis of actual workload pcrfoniicd b! thc divisions Similarly thc nianpo\vcr rcquircnicnts of corrcspoiidcncc branch, accounts branch and drawing branch is bascd on thc basis of actual work pcr formcd by thc di v i s ions

Bcforc thc commcnccmcnt of SIU study a suggcstion was madc to cxaminc h e fcasibility of changing thc cxisting financial output norms to physical paramctcrs It was found that thc financial parametcr IS thc only useful paramctcr for dctcrmining thc pcrformancc of a division. In ordcr to nqutralisc thc cffcct of risc in priccs and inflation. financial norm is updated by relating it with thc cost of construction indc\: (C.1 ). This updation is donc at diffcrcnt intervals though no pcriodicit! has been fixed Thc formula adoptcd by CPWD for updating thc norm is as follows -

New Norm = old norm (1 + 0.75* (C.I.New-C.l.old)/C.I.old)

SIU team has not been ablc to apprcciatc thc logic followed in the above formula due to some inherent ncgativc cffcct of rcvision of financial norm. To obviate this effect SIU has recommended that revision of norm should be done every year and it should be directly related to the increaseldecrease in the cost of index on proportionate basis". Our views

50.52 The Committee in its findings has rightly observed that the 'norms/yardsticks are generally outlay bascd and not on the basis of worth-of-charge'. It was precisely because of this reason that we had suggested review and rationalisation of norms which should be need based rather than on mere outlay for works. Noting recent changes in trends towards engaging outside agencies for the execution of works and the decision to permit private sector participation in prdects 'under several ministriesldepartments we had suggested for this Committee to consider that:-

"- The changed circumstances might even necessitate the adoption of an altogether new approach, involving creation of only small contract management cells in Iieu of the full fledged establishment. -

Innovation in technology and methods of financing, adoption of more exwtious and economical methods of construction, mechanisation etc . would also have an inevitable impact on manpower requirements of these departments.'I The Committee has not examined these issues and no specific rccommendations in this regard have been made. Our

We recommend that the government reviewlrationalise norms in accordance with worth-of-charge and current developments indicated above rather than create establishments on the basis of physical outlay for works. ' But so long as the existing norms continue, Electrical & Mechnical Wing of the CPWD should not have any cause for grievance as expressed in their demands. The Ministry of Urban Affairs must look into this with a view 50.53

reconmrerIdurrons~

585

3VH

3VS

3SdN 3 V f

SLS

SLf

I ~ < ~ f l l , l(l1l1~h* f I\\~l~ltltl~l~l

Tlic AsscXiation ol' ('t3S( Roads) ( h u p ' A ' I I ~ ; ~ I I I ~ ~I11;lt I I I ~ thc S I3ginccrs arc king trcatcd as aiicillanfto tlic gcncralist adiiiinistration and arc not bciiig allowcd to cuploit thcir talent t o the optimunl cvtcnt l'hc Asstxiaboil. tlxrcforc. fccls that the Enginccrs arc tlius rcduccd to an iiifcrior statils/catcgon conipivcd lo gcncrdds aid that thc prcsciit social and adiiwiistrativc ctlios should undcrgo radical changcs and thc v c v basis of dctcniiining rclaiivc structurcs. both \ crtical and horimntnl must bc rc-cuamincd 50 50

Thc Associationhas submittcd following dcinands for our coiisidcration Thc posts of Dircctor Gcncral (DG. Road Dcvclopmciit) and Additional Dircctor Gcncrai (ADG) should bc cncadrcd for Ccntral hginccring Scrviccs(Roads) and DG, ADG and Chrcf Enginccr should bc gixn cx-officio status of Sccrctan,. Addi tional Sccrctaq and Joint Sccrclan rcspcctivcly A separate dcpartmcnt hcadcd by DG(Roads) as its Sccrctary bc crcatcd or in thc nllcmativo, BG bc clcvatcd to thc status of a Sccrctan in thc

prcsent sct up. Timc Scalcs of pay for mcmbcrs of scn'icc Completc parity In promotion prospccts with othcr Ccntral Scniccs Provision of triennial cadrc Rcvicws Placing of PSUs and autonomous bodics undcr the Roads Wing under professionals from thc Servicc A unified Civil Scmicc limiting the numbcr of grades to 22 or 24 should be created and no posts should bc esclusivcly rcsencd for specified catcgorics. Jobs at policy formulation Ic\& should bc madc availablc strictly on the basis of talcnt arid cspcrtisc. OW recommrnda~rwis

50.57 We have considered the demands of the Association and make the fallowing observations/recommendations:-

We consider the demand for encadrement of the posts of ADGs and DG(Roads) for Central Engineering Service(Roads) justified. We accordingly recommend that tibe posts of DG(Roads) and ADGs be encadred into the Service. Further, the pay scale of DG(Roads) be improved from existing Rs.7'300-8000to Rs.8000(fixed) in present terms with the status of ex-offficio Special Secretary to Government of India. The demand for a separate department is primarily due to the perception of Specialist Engineers having a secondary role in decision-makingvis-a-vis 'Civil Servants in the Ministry. That being the present system of administration, no change is called for. We do not think that the proposed creation of a separate department is justified on merits. O u r gtmeral recommendations on time scale of pay under ACP Scheme would be applicable to the Service.

We have discussed the issue of parity in promotion prospects of Technical Services with the Central Civif Services separately in the relevant Chapter. We find that the last cadre review for the Service was done in 1986. Next review is overdue. The Government may initiate necessary steps to finalise the cadre review immediately. 50.58

We have discussed Ihc pay scalcs of Projcct Computcrs in thc

Roads wing in thc Chaptcr on thc Ministry of Surface Transport: The recommended pay scales for Project Computers and other feeder subordinate engineering posts have been indicated below:Ih?ignlrrinn

Pay Scale (Ks.) Existing Proposed

Remarks ( in present terms)

I'rcjcd Computer. Ihatlsman Cirade I1 llead Project Compyta. Draftsman Grade I C h i d Ihaftman ;batatant Engineer

1400-2300 1600-2660 2000-3200 2000-3500

1600-2660 1640-2900 2000-3500 2000-3500

As for other diplonia holdcra Sex? higher scale

Ratimalizcd scalc :IrFislant Engineer Grade I I

.

8000 DR 2000IateraI niovcmcnt of Chief Draftsman 2500-4000 Assishnt Engineer Grade I

MINISTRY OF WATER RESOURCES MINISTRY OF POWER Central Water Engineering Service (CWES) JTS

STS

NFSG

JAG

SAG HAG

% age share of

totalduh posts 38.23 Threshold as on 1.7.1995 -

34.39

13.40

-

1979

8.99

4.36

0.66

1971

I964

1962

Central Power Engineering Service (CPES) Demands of the Association

JTS

STS

% age share of total duv posts 32.65 38.96 Threshold as on 1.7.1995 (* Not encadred)

JAG NFSG SAG

I

20.59

HAG

I

1975 1972

6.49

1 30*

1965

Nonc

50 59 The ASsociation representing Watcr and Power Engineers has cmphastsed the key role ofthcsc engineers in the planned sustainablc development of thc national cconomy and highlighted thc dismal scrvicc conditions and carccr prospccts Thc Association has suggcstcd crcation of an All India Scrvicc of Enginccrs LOprovidc a cohcsrve forcc for efficient and cffcclivc managcmcnt of atcr resources scctor and a modcl cadrc smcturc for Group A' Scwiccs as s h o n~ bClo\\ -

Grade

I'erccn(agc of posts

Highcr Admiiiist rat ivc <; radc( HAG) Sciiior Adiiiinistratitc Ciradc (SAG) Juiiior Administratit c Gradc (JAG) (including sclcctioii gradc) Scnror Tinic Scalc (STS) Junior Timc Scalc (JTS)

i

15 20

30 30

Thc Association has furthcr highlighted the problcms of stagnation in Scniccs and dcniandcd parity of promotion prospccts with Cciitral Group 'A' and All liidia Scniccs 50 ( J o Wc havc also becn infornicd that thcrc arc largc numbcr of acancics in thc cadrc oftvaicr cnginccrs duc to dcla: in convcning DPCs and that thc rccruitincnt and rctcntion ofcnginccrs in thc Junior Timc Scalc of CPES IS a scrious problcm duc to unattractivc carccr prospects m thc Scrvicc Our r P c l ~ l l l l ~ l l ~ t l d l l l\l w I

50 61 Wc hate recommcndcd a bcnch mark Modcl cadrc structurc in gcncral for all Group 'A' Scnwcs This would bc applicablc to thc CWES as ncll Dclays in convcning DPCs and a largc number of 1 acancics ( 150) ks a vcn. scrious matter We recommend that all vacancies be filled on a crash basis within a period of 6 months 50 62 While some Engineering Services have a Centre-State interface, majority of Services are only Central Services. In our opinion, it may not be practicable or feasible to create an All India Service for Water Resources Sector alone. However, there is certainly a case for an all India Service of Engineers for some common categaries, as mentioned earlier.

50.63 Group ' B officers of the Central Water Commission designated as Extra Assistant Directors in Headquarters and Assistant Engineers in the- ficld sub-divisions have brought to our notice that despite being the real working Icvcl in the Commission, their promotion prospects which were already bleak have further worsened due to Group 'A' cadre reviews. They have pointed out that the following ratios exist bctwccn diffcrent grades in the Engineering cadres of the

cwc:-

Grades Group 'C' to Group 'B' Group 'B' to Group ' A '

j-rs to STS STS to JAG JAG to SAG

Ratio

2.6: 1 3.5: 1 1.1 : 1 1.5: 1 40: 1

50.04 Thc Group 'B' (Gazcttcd) Engincering Cadrc cornpriscs posts of Extra Assistant Dircclor/Assistant Enginccring in thc pay scalc of Rs.2000-3500 This cadrc providcs tcchnical support to thc Group 'A' officcrs who protidc thc main tcchnical manpowcr for thc Commission at Scnior Icvcls. Thc Group '9' officcrs arc proniotcd from thc lcvcl of Junior Engincers, Design Assistants and Hcad Draftsmcn having requisite qualifications. As pcr thc rccruitmcnt rulcs for

thc post of tktra Assistant Dircclor/Assistant finginccr.tllc vacancics 111 the cadrc arc fillcd in tlic ratio of 5O:SO bctwccn graduatcs a i d diploma holdcrs lion1 rhc I'ccdcr (Group 'C')cadrcs As pw thc existing rulcs, 40% of thc intakc to thc Group 'A' junior Drcctors) is by promotion from Group 'B'. Thc balancc 00% is direct rccruimnt through Union Public Scnicc Commission. The Grovp 'B' is a singlc gradc acmicc whcrcas Group 'A' cadrc is a multi-gradc scrvicc from Assistant Dircctor right upto Mcmbcr of thc Commission. Thc Ccntral Watcr 5 0 65

tiinc scalc (Assistant

Commission had constitutcd a Cadrc Rcvicw Committcc hcadcd by Chairnian. Ccntral Watcr Comniission to rcvicw thc cadrc of Group 'B' Enginccring Officcrs Thc broad ~crmsof rcfercncc of thc Committcc wcrc to csaminc the csisting promolion opporiunitm to thc cadrc, to suggcst modifications. if ncccssarl\.. in thc rccruitmcnt rulcs 'kccping in view thc special rcquircmcnts of Ccntral Watcr Commission and its ficld formations.

We understand hat the neccssar?. cadrc rcvicw for Group ' B' posts in CWC has alrcady bccn finaliscd and is undcr considcratron of the administrati\ c Ministn. We endorse the recommendation of the Cadre Review Committee for enhancing the promotion quota of Group 'B' posts in Group 'A' JTS from existing 40% ;o 50%. In addition, we recommend a time-bound crash programme for filling of vacant Group 'A' posts within 6 months. This would, in addition to ACP scheme recommended by us, provide necessary relief to Group 'B'engineers. 50.66

CENTRAL ELECTRICITY AUTHORITY 50.67 We have been informed that the feeder posts to thc Group 'B' posts in the CEA are (I) Technical Assistants(graduates) since rcdcsignated as Technical Officcrs. (it) JEs(graduates as weil as diploma holdcrs) (111) Head Draftsmen and (iv) Research Assistants(Engineering) All these feeder categories are in Group 'C'.Promotion to Group 'B' posts are made in the ratio of 2 1 from graduate and diploma engineers respectively. There is acutc stagnation in the Group 'B' cadre. As against the eligibility period of 3 years in the gradc for promotion to Group 'A' posts,about 90% of the total strength of Group * B' officers have rendered 8 to 16 years of service in the grade. This has occurred mainl:. due to cadre reviews undertaken for improving the carcer prospects of Group 'A' oficcrs, resulting in a reduction in the number of Group 'A' posts at lower levels There are about 38 posts of Junior Engineers in the gradc of Rs. 1400-2300 and 108 posts of Technical Assistants redesignated as Tcchnical Oficcrs (TO) in the grade of Rs.1600-2660. Both the categories of posts are fillcd by dircct recruitment The recruitment qualifications prescribed for the post of JE is diploma in Engineering, and for that of TO is Degrcc in Engincering. 50.G8

5 0 69 As pcr the RRs notificd by thc crstwhilc Ministry of Irrigation and Powcr all thc posts in the scmicc \Assistant Dircctor gradc I I Rs 2000-3500 (92 posts)J \ w c to bc fillcd by promotion, and thc fccdcr posts for purposcs of promotion to thc sen icc arc.-

Tcchnical Assistants(Enginccring) 108 posts Rs. 1600-2660 (rcdcsignatcd as Tcchnical Officcrs). 590

Rcscarcli Assislants (No1 csistiilg i 1 m ) Supcnisors ( 3 8 posts) Rs 1400-2300 (rc-dcsrgiiotcdas JU) Hcad Drauglitsman (25 posts) Rs 2000--320(1 t

Thc pa!* scalc of Junior Enginccrs IS proposcd lo bc impro\ cd 111 gcncral from thc csrsting Rs 14OO-23OO10Rs.I6ot)-2660. A second pay scale of Rs.1640-2900 is proposed to be introduced for Junior Engineers to 5 0 70

)nr

W Ctt

~nlll,~lt~fll~l~~~l.\

conform to the general pay structure proposed for this category. The

Technical O6eers being graduate engineers should be granted the pay scale of Rs.2000-3500and Assistant Directors Grade 11that o f Rs.2JOO-4OOO.

SO 71 Thc nunbcr of promotion posls (02 posts of AD-11) for JEs. TOs and Drartsmcn arc adcquald In addition. thc provisions of ACP would proudc furthcr financial rclicf ti11 rcgular promotions arc madc for thcsc catcgorics The pay structurc would thus wxkdout as undcr:Iksignation

Pay Scale (Ks ) iisistinp Hccommended (in prcscnt terms)

Water and Power Junior Engineer

1600-2660

1400-2300

1640-2900

Water Resources I.:xtra Assistant Ihector Assistant Engineer

2000-3500

2000-3500 ~500-4ooOExIra Assistant I)lrector/Asstt l3igg

Gr L7 Pouer Head Draltsman Technical Oficer Assistant Director Grade U

2000-35w) 2000-3900 25004000

2000-3200 1600-2660 2000-3500

MINISTRY OF COMMUNICATIONS P & T Building Works Service

JTS % age share in total duty posts Threshold as on 1 7 1995 /hnltlltd.s OJfhL'

..l.c:c.fJcmliotl

STS

JAG

I 15.05 56.57

NFSC 1

23.53 N.A.

NA.

SAG HAG

4.50 0.35

1964

50.71 The P&T Building Works Scrvice Association fccls that dcspitc cspcrtisc in construction of sophisticatcdand specialiscd works dcvclopcd by PBT Civil Wing, Ihc dcpartmcnt lacks a propcr sct up to dcal with cable ductingtvorks and maintcnance and upkeep of Tclccom and Postal Estates. Thc Ass'ociation also fccls thc necd for crcation of an appropriatc quality assurance orgagisation, iigilancc organisation and projcct units to cxccutc important and prcstigious sc) I

projccts I hc Association accordingly has put forth iollow ing dcmands and suggcslioiis for our considcration.In ordcr to involvc thc mcmbcrs of dic P&T Cn i I Wing i n policy planning, thc Association has dcmandcd that INO posts of Mcmbcr( Infrastructurc) and Adviscr(lnfrastructurc) bc crcatcd for tlic scnlicc i n thc Tclcconi Commission Thc dipartmcnt of Tclccom is rc-organising itsclf on thc Lonal conccpt

In line with the proposed concept, the head of the civil w n g in each zone should bc madc Enginccr-in-Chicf \\ho shall be in thc highcr gradc (Rs 7300-7600) The E-in-C would bc i n ovcrall control of all thc tlircc disciplincs (Civil, Elcctrical and Architccturc) in thc P&T Civil Wing To copc with thc largc number of arbitration cascs, thc post of CE (Arbitration) bc upgraded to a highcr gradc to dcal with intricatc and complicated arbitration cascs involving disputcd amounts of morc than Rs I crorc In addibon, thcre should bc a CE (Arbitration) to look aftcr all othcr disputes in each zone

In ordcr to ensurc better coordination in the ficld units, thcrc should bc onc CE (Civil) with each Chief Gencral Managcr. In order to assist the preparation of sophisticated structural dcsigns and achicvc cost optimisation, a Central Design Organisation should be created. This Unit should be headed by an officer not lowcr in rank than an E-in-C (bigher grade). The E-in-C should be assisted by two CEs, one for design and the other for contract administration with adequate JAG level officers for assistance. This Unit is proposed to be established on the lines of the CPWD and Railways which are producing world class designs and systems in their Central Design Organisations. In order to meet the training requirements of the Civil Wing there should be an SAG level officer supported by three JAG level officers in the Advance Level Telecommunication Training Centre (ALTTC). In addition, each zone should have a JAG level offker to meet the training needs of the field units and the freshly inducted staff at the zonal level. Presedtly, the technological upgradation and practical application of innovative materials/techniques arc limited to a very small group of engineers for want of clear cut guidance. There is a need to induct an officer of SAG level in Technical Engineering Centrc(TEC) and two JAG level officers for technology.upgradation and standardisation purposcs. This unit would collect, assimilate and disseminate information about the new developments in the field of Civil Enginecring. Thesc units will also act as a data bank and nodal agcncy for interaction and information exchanges with organisations like Bureau of Indian Standards, Institution of Enginecrs and Industrial Rcscarch organisations, R&D Units of othcr dcpartmcnts, ctc. I iem 5 o/rhe I)l!p<Jr/f~lCll~

50 72 Thc Dcpartmcnt of Tclccommunications (DOT) has informcd us that the Civil Wing under the Ministry of Communications camc into cxistcncc in

592

I063 to plan and csccutc all ci\4 works of thc Post & Tclcgraphs Dcpartmcnt. Dircct rccruitnicnt of Civil & Elcctrical Enginccrs to thc P&T Civil Wing startcd in I063 through thc Combincd Enginccring Scrvicc Esamination o f thc UPSC. Thc Architects \vcrc dircctly rocruitcd through thc proccss of intcrvicw through thc UPSC. This scrvicc was constitutcd into an organiscd scrvicc callcd "Thc Indian PdlT Building Works Scniccs" (IPTBWS) with cflcct from 18.4.90, with thrcc sub-cadrcs viz. Civil. Elcctrical and Architcctural, as thc spccialiscd functions of thcsC thrcc sub-cadrcs for planning and construction of buildings and othcr m s t c d infraslructurc works arc intcr-rclatcd and rcquirc close coordination. On bifurcation of thc crstwhilc P&T Dcpartmcnt in 1985, separate Civil Wings were constitutal for Dcpartmcnt of Posts and Tclccom. Both the wings arc .scn.iccd by thc common cadrc of IPTBWS with thc cadrc controllcd by thc DOT.

so 73

Wc havc csamincd thc suggcstions and demands of the Scrvicc in thc light of csisting organisational sct up, training facilities availablc for thc Scrvicc and adjudicatorf functions performed by the membcrs of the Scn.~ccin Arbitration cases Wc make thc following recommendations.

Our rrcimnrrtr~~irtii~tr F

POSIof,Mwiber. Infiashucrure i;i 7rlemm Commtssrorr

Other HAG posts

50.74

We consider -the demand for creation of a post of Member(1nfrastructure) in the Telecom Commission justified in view of the need for representation of this Service at the policy planning level and estimated annual work load of Rs.600 crores for infrastructural services for telecom development. We accordingly recommend that one post of Member(1nfrastructure) be created in Telecom Commission. Any upgradation or creation of posts of E-in-Chief (Rs.7300-7600) for Civil Wing of P&T BWS would generate resentment among Electrical and Architectural Wings since in the field a parallel hierarchical pattern exists in all the three wings of the Senice upto the level of Chief EngineedChief Architect in SAG. It may also be premature to suggcst creation of higher level posts pending re-organisation of the Department. In our opinion, it would be appropriate to consider creation of other higher field level posts, if justified, after the reorganisation of the Department, particularly in view of private participation in this sector. 50.75 We do not consider that the demand for upgradation of the post of CE(Arbitration) to higher grade (presumably Rs.7300-7600)and one post of CE(Arbitration) in each zone is justified. 50.76 There are 20 posts of Chief General Managers (Rs.7300-7600)and 15 posts of Chief Enginkers(Civi1). There is no functional justification for having equal number of posts of CGMs and CEs(Civi1). This proposal may be considered by the Government as part of the Cadre Review.

Central Design "r~anJsalio'r

50.77

The Central Dcsign Organisation in CPWD is headed by a Chief Engineer. In Railways, thcrc is no exclusive Ccntral Design Office for Civil/Electrical works ctc. There is, in fact, a Research, Designs and Standards Organisation which is not bc comparablc to an R&D organisation of a civil construction organisation.

so 78 Thc analogy of CPWD would be valid if a Central Dcsigns Organisation of comparablc scalc is functionally justified for civil construction

orh of thc Ikpartnicnt of 'l'clccoiii We kcl that tlierc IS not much uariet!. I btiild~iigworks in DOT as coniparcd to norks of thc.CPWD Morcoiw. t h ('PWD also talrcs lcad in sctting standards for other dcpartiiiciits A comparisor n i t h COO of'CPWD would. thcrcforc. not bc valid The need f o r a n elaboratl $1

Central Designs Organisation on the pattern o f C P W D should be considerec by the administrative M i n i s t r y on merits. T h e upgradation o r creation o higher level posts should match the need$ o f the future CDO. The demand fo creation of theposts o f E-in-G(Civi1) supported by two CEs and SEs o f Civi and Electrical Wings, m a y be considered by the Government as p a r t of thc Cadre Review

so 79 Thc T c l m Enginccnng Rescllrch should conccntratc on tclccon technology. R&D needs of thc tclccom civil works should bc takcn carc of by a Ccntraliscd Organisation Iikc thc CPWD W e do not consider the proposed creation o f an R&D set up for civil works in the TEC as justified.

so 80 Considering the crucial importance o f training in a fast modernising telecom sector, the proposal for three Directors (one each for three wings o f P&T BWS) instead o f existing two Directors o f Civil and Electrical, i s accepted. However, the proposal f o r one post o f GM(SAC) i s not considered to be justified. Indian Telccom Servicc (ITS)

JTS

STS

16.94 61.88

SAG

HAG

0.54

0.1 1

1974

1963

I

I

% agc share in

total duty posts

JAG NFSC 14.19

Thrcshold as on 1.7.1995

-

-

1986 1979

50.8 1 The lndian Telecom Service Association has informed us that therc is acute stagnation in the Service at JAG level and above. The Association has demanded career progression at par with Central Civil Services and AII India Services.

50.82 The Association has made following spccific demands for improving career prospects in the Service:-

posrs

Mernber(Technology), Member(Production), The post of Member(Service)and Secretary Telecom in Tclccom Commission should bc cncadred in ITS as the posts arc technical in naturc. Thcrc are about 250 SAG oficcrs and 16 CGMs In DOT In ordcr to bmprouc the services cvcry fourth post of Gcncral Managcr shou!d bc upgraded to the rank of Chicf General Managcr cquivalcnt Additional Sccrctary to thc Govt of India

In order lo rcducc thc prcscnt dcfa?.of 3-7 ?cars in promotions to SAG scalc a JAG officcr may bc placcd in thc gradc of SAG as soon as thc oficcr puts in I 7 ycars of scrvicc. Altcmativcly the officcrs may bc givcn

doublc incrcnicnt in tlic csistiiig JAG gradc aftcr completion of I7 \cars and t i l l thc tinic of proniotion to SAG scalc In order LO rcducc the dclay of 4-5 !cars in promotion to JAG scalc allcr an STS ofliccr pub in X years of scn icc hc ma! bc givcn doublc incrcnlciit cvcn \car aftcr complction of X !cars ofscn ICC. Our I ’wH:\ turd rl~ctJ”i”tl’~ldu‘’c’’~

Wc ha\c formulatcd our vicws on thc Scrvicc and its dcrnands 50 83 aftcr considcring thc fast changing sccnario in thc Tclccom Scctor Wc considcr that thc tclccommunication is on the threshold of bccoming a mcga-scctor in thc countq Thc potcntial of tclccom-tcchnology in triggcring

~frcadrfm~m ofl posrs It1 7rleconi conlnll v n O N

Cadre review

cconornic gronlh is cnormous Thc cntc of global playcrs in this ficld as a rcsult of National Tclccom Policy would inducc ficrcc compctition, whcrcin Dcpartmcnt of Tc1-m would bc an important participant From the point of vicn of national sccunt!. and crucial stratcgic importancc UI cconornic growth, govcrnmcnt will ha\ c to m s s a n l y play an activc role in Telccom Scctor Those who arc lcading in thc cuttmg edgc of tcchnolog! in this ficld will havc a decisive advantagc The DOT pcrforcc will ha\ c to compctc with tcchnologically advanccd players - thc tcchnological problcrns \\ill also become morc complicated due to multiplicity of players and technologies that would be introduced in future It is, therefore, imperative that the professionals of Indian Telecom Service are given a formal right to be inducted into the decision-making mechanisms in the Telecom Commission and the Government. The demand for encadrement of the posts of Member(Technology), Member(Production), Member(Service) in Telecom Commission for ITS is considered justified. We accordingly recommend that these posts be encadred in Indian Telecom Service.

jo 84

The percentage share of posts at STS level is unusually high (6 1 88%) There is an urgent need to improve the cadre-structure particularly at SAG and HAG levels The demand for upgradation of every fourth post of CGM. if accepted, nould improve HAG but further deteriorate SAG level Any such upgradation should be done as a part of comprehensive cadre-review exercise \\hich is overdue forthe Service (last cadre review was done in 1988) The cadre review must take into account latest developments in regarding privatisation of basic and value added telecom services. This review should also take into account the official suggestion for upgradation of the posts of CGMs for 4 maintenance regions, project circles, Technical and Development circle and the posts of CGMs of Training Centre (ALTTC) at Ghaziabad and Telecom Research Centre to the rank of Special Secretary. 50.85

The scheme of financial upgradation of the incumbents upto NFSG in a time-bound manner(ACP) recommended by us would to some extent improve the conditions of service. Further, improvement in career prospects can be ensured by a comprehexive cadre review keeping in view the impending privatisation of basic and value-added telecom services in the country as mentioned above Jimwr t h g i t i w n mid Jirriior l>lr.coni 0flcer.v

50.0(, Thc Junior Enginccr (Civil) is proposcd to bc grantcd thc initial pay scale of Rs. 1600-2660 instcad of csisting Rs. 1400-2300 in accordancc with the gcncral proposcd pay scalc for Diploma Enginccrs in Govcmmcnt. Thcsc Junior Enginccrs (Ci\d? Elcctrical) further enjoy thc bcncfit of highcr pay scalc of 5 95

Ks 1 640-21N0 aftcr 5 years of sen icc and pcrsaral promotion to the pay scalc of Ks 2000-3500 aftcr anothcr 10 !cars of scrvicc as i n thc CPWD This is proposed to be continued as at preseni.

Thc pa!. scalc of Junior Tclccoin Officcrs has bcen discussed i n 5 0 87 tlic Cliapter on thc Dcpartmcnt of Tclccoiiiinunication.

JTS N o of posts

2s (DR 50% Pr 50%)

STS 29

JAG/NFSG

I

I 10

SAG

HAG

03

-

The Association of Tclccom Factories Enginccrs has put forth 50 88 follo\ving demands:The cadre of Tclccom Factorics Enginccrs bc mcrgcd with Indian Tclccom Service

In order to allcviate thc problem of stagnation. the officers be ?ro\ idcd time-bound promotion maintaining batch parity with other organiscd Central and All India Scniccs In order to involve the officers of tclccom factories in policy formulation the post of Senior DDG under Member (Production) should bc filled b! an officer of thc Telecom Factories Service. and three posts of Chief General Manager at the Cucle level rn the Senior Administrative Grade be upgraded to HAG level as their duties and responsibilities and even designation had been upgraded earlier \\ ithout a corresponding enhancement of their pay scalc and status The posts of factory manager be upgraded from JAG to SAG level and selection grade be provided at the JAG level as in other organised services. Our recommendations

50 89 The Assistant Managcrs(Gr 'A'JTS) arc recruited (50%) through Combined Engineering Services Examination. There is no sound rationale in keeping a small cadre for Telecom Factories distinct from the main Telecom Engineering cadre In Railways, for instance,' the Engineering Services Officers man posts in workshops and Production Units In order to integrate Telecom Factories into the mainstream and improve the career prospects of Engineering Officers in Telecom Factories, it would be legitimate to merge the posts of Group 'A' Telecom Factories Engineers into the Indian Telecom Service. This would obviate the need to earmark any post in HQs for Telecom Factories' Service as demanded by the Association of Telecom Factory Engineers and also bring promotion prospects of TFS officers at par with ITS. We accordingly recommend merger of Telecom Factories Engineers cadre with Indian Telecom Service. 50 90 We, however, do not accept the proposed upgradation of posts of CGM to HAG level and of factory managers from JAG to SAG as suggested by the Association, in view of Telecom Factories fast losing their

S96

significance due to induction of modern technology and private participation in Telecom Sector. 5 0 . 0I

Mctallurgists who along with Assistant Enginccrs arc fccdcrs to thc posts of Asstt. Managcrs.in Tclccom Factories arc dircctly rccruitcd with thc qualification of dcgrcc in Mctallurgical Enginccring or cquivalcnt Diploma in thc pay scalc of RS.2000-3500. We consider this pay scale for qualification J ~ , ,~;,/,,c.,ittl ~~~,~ ((ficcr the post of Metallurgist to be adequate. Siiht i r h i t i

c'trc'rc'It' 7"11'c'infr 1.iIl~ltKI1*.V .\ /c*:tillitrp.:,srmil

50 92 Junior Telecom Officers(JT0s of Telecom Factones who were carlicr dcsignatcd as Technical AssistantsNunior Enginccrs arc prcscntly in thc pa! scalc of Rs 1400-2300 Fifty pcrccnt JTOs in TFs arc rccruitcd dircclly with thc qualification of Bachclor of Enginccring/Bachclor of Tcchnolog?. or Bachclor of Scicncc(Hons) Thc balancc 50% arc promotcd from thc ranks of industrial workcrs In hccping with thc general dccision on thc pay scalc of Enginccring Diploma holders and Technical Supervisors in Workshops, we recommend the pay scale of Rs.1600-2660to JTOs of TFs. We also recommend that JTOs in Telecom Factories be re-designated as Junior Engineers (Telecom).

The pay structure for thc cnginccring cadrc of thc Tclccom Factories would thus work out as under:Designation

Existing Revised Designation Pay Scale(Rs.)

Proposed Mode of Recruitment Pay Scale(Rs.)

Junior Engineer/ Junior Telecom Officer

1400-2300

1600-2660 BE/B.Tech or B.Sc with 60% markdI3.Sc(Ilons.)

Junior Engineer(Te1ecom) I1

.Assis&tEngineer 2000-3 500

Junior Engineer(Te1ecom) I Assistant Engineer Grade I

1640-2900 2000-3500 Promotion 100% pady from (Factories) JTOs and partly from industrial cadre

Assistant Engineer Grade I Assistant Manager

2500-4000

AssistamManager 2 2 ~ 4 0 0 0

Senior Engineer Dy.General Manager! ManagedDirector

3000-4500

2200-4000 Direct Remitmen1 50% Promotion 50%from A s t t

Engineer(Fact0ries) Senior Engineer 3000-4500 Dy.General ManagerIManagerl Director 3700-5000 Chief General 5900-6700 Manager Telecom

Research Centreflelecom hgineering Centre Functimis

(>/Jiccwoj7RC

Chief General Manager

3700-5000 5900-6700

50.93 Telecommunication Research Centre(TRC) was set up in 1956, as part of the Headquarters organisation of erstwhile P&T Board, now Telecom Commission. The Centre was entrusted with the responsibility of design and development of Telecommunication equipment, and providing solutions to major technical field problems of telecommunications, and technical advice to users: and P&T Board. The TRC soon became the nodal agency as a harbinger of ne\v technologies and emerged as a technical thlnk -tank for thc Dcpartmcnt of Tclccom. j0.94 We have been informed that all the pcrsonncl for TRC wcrc initially drawn from thc Telegraph Engineering Scrviccs, now callcd Indian TclecommunicallonScrvice(1TS). The direct recruitmcnt for TRC was startcd in 1965 to allow for grcatcr spccialisation and also bccausc cnough pcrsons wcrc not always available from thc operating wing of thc dcpartmcnt. Somc officcrs w r c recruited in TRC by dircct intcrvicw through UPSC, though thc bulk of thc officcrs

597

cotitiriucd to bc draivn from thc TES Thcsc officcrs wcrc dircclly rccruitcd to Group ' A' sen ice About 40 officcrs wcrc rccruitcd iii TRC bctwccn 196s and 1075 At prcscnt onl! t w h c olxccrs arc in scrvicc A large iiunibcr hakc lcft duc to unccrtaiii carccr prospects Designation

D\ Dircctor Gcncral Dircctor Asstt Dircctor Gcncral licw.3

OfIllC*

llepiwtnrzril

No. of Officers 07 02(SG) 0I

Pay Scale Rs.

5900-6700 4500-5700 + Spl Pay RS 5 0 0 . 3000-3500+ Spl Pay Rs 400

50.95 Thc Dcpartmcnt of Tclcconi in the Official vicws has madc two significant points.that separate recruitment for TEC was made, sincc intakc of oficers to thc ITS Group 'A' was not adcquatc to mcct thc tccjlnical manpowcr

rcquircment of TEC during 1965 to 1974; and that it is dcsirablc that somc ITS ofliccrs work at highcr Icvcls in TEC so that their espcrience can bc utiliscd for thc organisation. Our views cifrd

rrcommetidutio~t

50.96 The officcrs manning rescarch unit should bc totally intcgratcd with thc technical cadre of the departmcnt. Their isolation, apart from causing career stagnation, is detrimental to thc intercsts of thc organisation in a fast changing technological scenario in telecom sector. This position wherc a small number - hwlVe at present - form a separate group even though they hold identical qualifications as the mainstream department engineers and do the same work - is not tenable. In fact, the special recruitment of TRC officers through UPSC was done due to administrative problems. It would be unfair to deny the career progression to these officers vis-a-vis ITS officers. The hon'ble Supreme Court in a judgment in 1982 on a writ petition filed by TRC Scientific Oficers(Class I) regarding denial of promotion opportunities and special pay at par with ITS officers working in TRC made following observations:-

"......It is not the case of the Government that the petitioners are not competent and are not able to dscharge their duties. All the direct recruits are graduate engineers and have been working throughout in the Telecommunication Research Centre. They do the same job as the transfcrred oficials (of ITS). .. .. Government has virtually admitted that all relevant things such as qualifications, functions, duties and responsibilities arc the same as between direct recruits and transferred officials"

50.97 Thc Suprcmc Court did not givc any final vcrdict on the promotion opportunities due to non-availability of adcquatc matcrial but grantcd spccial pay to TRC Scicntific Officcrs at par with ITS officcrs working in TRC. it would be fair, equitable and in the interest of the organisation that the Scientific Officers Group 'A' of TRC be merged in the cadre of ITS. We, 598

accordingly, recommend merger of these posts along with existing incumbents in the Indian Telecom Service. JI r f t 4 , c . c """(

11 JJIS

/'/WUJJJIS

Thc Wirclcss Planning and Coordination Wing(WPC) of Ministn Radio Rcgulatoq Authority LO cnsurc ordcrl! utilisation of Radio ficqucnq Spcctrum and Gco-stationaq Satcllitc Orbit(GS0) 11 is supporlcd by thc Wirclcss Monitoring Organisallon in this actn it? Thc WPC Wing is also thc nodal agcncy to dcal with thc lntcrnational Tclcconiniunicalion Uni;n(lTU), Gcncva and Asia Pacific Tclc-community(APT) 50 08

*'JfJ"iJw'f)f' of Communications is thc National

SO.')') Considering the strategic importance and role of WPC Wing the following changes in the pay scales and status o f different engineering posts are proposed. We have kept in view the recruitment qualifications and our general approach on pay scales of subordinate engineering cadres before making these recommendations:-

Pay Scale (Rs.) Existing Proposed (in present terms) Tcchnical Asstt. Gr.11 Tcchnical Asstt. Gr.1 Tcchnical Supervisor

*

1400-2300 1600-2660 1640-2900 1640-2900 Ncw Lcvel 2000-3500* Gradc I1 2500-4000* Gradc I

(Noof posts without additional creation to be distributed in Lhc ratio of 50 : 50)

Engmeers in Group ' A cadre arc recommended to bc merged with mainstream Indian TeIecom Service. Further, following recommendations are made:50.100

Proposed (in present terms)

Existing Wireless Adviser(Rs.5900-6700)(01)

I

&rector, Wireless Monitoring(0I ) I Nochange Jt. Wireless Adviser(O1) (Rs.4500-5700) 1 D\..Director(03), Dy. Wireless Adviser(03) No change (Rs. 3700-5000) JAG (Rs.3700-5000 without Spl. Pay Assistant Wireless Adviser(07) (NFSG posts on JAG posts would be (Rs.3000-4500 + Spl Pay Rs.200) available by virtue of merger into organiscd ITS) Engineer-in-Charge(I3)(Rs.3000-4500) Sr. Enginccr (Rs.3000-4500) Engineer(65)(Rs.2200-4000) No change

599

I

MINISTRY OF DEFENCE:

I

Indian Defence Service of Engineers JTS

STS

JAG

NFSG

SAG

HAG

15.85

.1.55

0.09

IDSE '!hagc sharc in

totid duty posts Thrcshold as on 1.7.IWS(MES)

22 OX 46.09 12.84 -

-

1968

I966

196-3

1958

Military Enginccring Scnicc of Survcyors Militan Enginccring Scnicc of Architects (?fID.Sh:

l.~'~t~ilttIJ.~

~~lssoour'oti~

50. 1 0 I Thc Association of Indian Dcfcncc Scrvicc of Engineers has csplaincd to us thc miscd army-civilian character of Military Enginccring Scrvicc. Thc Association maintains that this system works to thc disadvantagc of civilian ofiiccrs sincc the promotion avcnucs. rank and pay structurc of army officers bcing dffercnt thcrc arc no clcar rulcs with regard to inter-sc seniority. The Association has submitted the following for our consideration:-

The existing systcm has resulted in senior IDSE officers working under junior army officers and has caused a lot of demotivation and demoralisation among the civilians. In order to ensure overall economy and efficiency of operations in MES. the Government should fis the ratio of IDSE officers and officers of the Corps of Engineers at 2: I at all levels besides delinking MES from the Corps of Engineers and constituting a Defence Works Board under the Ministry of Defence comprising a mix of senlice officers as well as civilian IDSE officers. The personnel hrector of MES should be a civilian officer of the rank of Additional Secretary. A separate deputation and training cell should be created in this Directorate under an SAG officer. There is a need for creating the post of Construction Adviser (Secretan. lcyel) to the Defence Minister to be manned by an officer of the IDSE cadre A peculiar situation in MES exists in having a mn-technical cadrc of Barrack Stores Officers This cadre was crcatcd uhcn there was a shortagc of Engmecrs m thc countr),. It IS fclt that cntrusting the tcchnical dutics of fuyture and stores to cnginecrs will improjc thc position of Lhcsc aspects considcrabl! In no othcr Enginccring Dcpartmcnt arc thcsc dutics cntrusted to non-tcchnical pcrsons and similar principal should bc adoptcd in MES also

600

Apart froni poor cadrc nianagciiiciit. prcparatioii or pancls by holding DPCs and othcr disciplinan, procccdiiigs arc iiiordiiiatcly dclaycd Thc post of Additional Chicf Engiiiccr csists only it1 tlic Indian Dcfciicc Scrvicc of Ensinccrs. As thcrc is no basic pa!' scalc for tlic post. this has bccn placcd in Lhc sclcction gradc of thc Junior Administrativc Gradc and a sum of Rs.400 p.m. is admissiblc in addition. Sincc this post has bccn abolishcd by all othcr dcpartmcnts aftcr implcmcntation of thc 4th Pay Commission's rcport. thc post of Additional Chicf Engiiiccr bc upgradcd to thc Scnior Adrninistrativc Gradc without any chaiigc in thc functional rcquircmcnt or dutics laid down in thc rcgulation. Our I2ew.c. atid rrcf'nirerrd"rr''ls oti C-iviliaii

-

.\li/ilup

j0.102 Wc havc carefully pcruscd thc vicws of Enginccr-in-Chicf Branch on the memorandum of thc IDS€ Association and havc csamincd thc prcscnt organisational structurc in MES

liitt*r-jm,

We find that thcrc is trcmcndous rcscntmcnt among civilian officers of MES duc to disparitics in cquivalcncc bctwccn Army and Cnilian Officers Further, the senior-most civilian officer who is Additional Director General in the pay scale of Rs.7300-7600is reporting to the Director General who is a military officer of the rank of Major General in the pay scale of Rs.5900-6700. This is obviously an anomaly. In the interests of the organisation and fair play, we recommend that the head of this organisation should be a civilian Ciwltanisarion

.LES

01 50 103

It is accordingly recommended that the existing arrangement of a civilian ADG reporting to a military DirectodMajor General be replaced with a civilian Director General in the pay scale of Rs.7300-7600 and a military Joint Director General in the pay scale of Rs.5900-6700.

50.104 The proportion of appointments between civilian and military officers as recommended by the Military Engineer Services Review Committee 1955, Estimates Committeeof Lab. Sabha 1958-59 and Military Engineer Senices Organisation Committee 1959 is as under:(i) Enginec~~ above Ihe grade of Superintending Engmem (ii) Engineers upto L e Grade of Superintending Engineers (iii) Architects (iv) Surveyor of Works (v) h a c k and Stores (vi) Administrative Cadre

- 50% military and 50% civilian excluding certain sensitive

-

appoinlmcnts (20 Chief Engineers) which are not.apportioned to civilian oficen) 50% Military and 50% civilian

- Minimum 80% Civilian - Minimum 75% Civilian - 33 113% Military 66213% Civilian

-

33 I !3% Military and 66 23% Civilian

Thc latcst rcvicw was donc by thc Estimatcs Committcc of thc 50. I05 Scvcnth Lok Sabha. Thc Committcc madc following observations"Military Enginccrs Scn~iccsIS at prcscnt a compositc organisation n i t h ajudcious blcnd of Civilian and Military pcrsonncl at various lcvcls The Committcc havc gonc into thc suggcstion madc to it for complctc : 601

civilianisation and coniplctc mrlilarisa~ionof this scn ICC After considcring thc pros and coiis of tlic niattcr. thc Committee fccls h t thc prcscnt coinpositc charactcr of thc scnicc i s bcst sultcd for no organisation lihc Militan. Enginccr Scn~iccs” This rccomnicndation was acccplcd by thc Goi,t of India. ( hrr

n*ctJ l i l m c ~ l l l k r r r w l . ~

50.100 The trend world over is progressive civilianisation of military engineering organisations. It is desirable that we also follow this pattern. We, therefore, recommend that complete civilianisation of military engineering organisation be set as a long-term objective.

50 107 The basic role of the MES is to provide service support to the defence forces. A Works Board which is usually invested with more autonomy and powers than an organisation in Government may not be compatible with the nature of role expected of MES. A functionally autonomous Board with an army-civilian mix may not dovetail with the disciplined command structure of the defence forces. In our view, therefore, the demand for constitution of a Defence Works Board under the Ministry of Defence is not justified. 50.108 There is adequate representation of IDSE constituent of MES in E-in-C Branch. So long as MES continues to be a composite organisation, it may not be feasible to create independent Command structure for IDSE officers. However, we recommend that the post of Director Personnel shoult? be earmarked for an IDSE officer. 50.109 The demands for a separate deputation and training cell and Construction Adviser(Secretary level) to be manned by an IDSE officer are not feasible to be accepted within the existing organisational framework.

50.1 10 The stores management functions in big organisation like Railways arc shared by Engineering and Ministerial staff at lower levels. The Ministry of Defence has clarified that MES engineers are already involved in the procurement and inspection of stores and that no further involvement of engineers is necessary. This clarification is considered adequate.

50.1 1 1 The Ministry of Deface has clarified that the second cadre review suggesting creation of large number of posts at HAG,SAG and JAG levels is in the final stage for approval of the Cabinet and would improve the career prospects of civilian MES officers. Further, we have proposed to make mandatory, periodic cadre reviews justiciable. This would ensure elimination of delays in future. 50.112 Delays in preparation of panels and disciplinary proceedings is a serious matter. Our general recommendations in this regard have been made in relevant chapters. The dissatisfaction of civilian MES officers on this account and deputation to ex-cadre posts etc., may, however, be examined by the Ministry of Defence for suitable remedial measures.

602

Thcrc arc a largc nunibcr of posts ( I 74) of Additional Chicl’ Enginccr(Rs 4500-5700 + Rs 400 SP) TIic proposcd upgradation of a11 thcsc posts to SAG may significantly disturb thc cadrc structurc Thc h l i n i s t ~has also adviscd that tlic sccond cadrc rc\ic\\ I S 111 thc final stagc of approval b! thc Cabinct In view of this position, the demand for upgradation of the posts of Additional Chief Engineers may be considered by the Government as part of Cadre Review. The continuance of these posts in the present grade, however, may be reviewed by the Ministry in the light of cadre review approval and the pay scales of Brigadiers (the equivalent rank of Additional Chief Engineer) recommended by us. 5 0 I13

Sit hordrtrarc

’adrev

Pay Scales

50 114 Thc pay scalcs of Subordinatc cnginccring constitucnts of MES arc rccommendcd as shown undcr Pay Scale (Rs.) Existing Recommended (in present terms) 1400-2300 1600-2660 1640-2900 1640-2900 2000-3500 2000-3500 Assistant Engineer Gradc I1 2 5 0 0 4 0 0 0 Assistant Engineer Grade I

Building- and Roads (B&R)

Supkrintendent (13&R) Grade I1 Subrintendcnt (B&R) Gradc I Assistant Engineer Suweyors

Surveyor Assistant Grade Il Surveyor Assistant Grade I Junior Suneyor of Works

1400.2300 1640-2900 2000-3500

ArchitectdDraftsrnen Draftsman Grade Il Draflsman Grade I Senior Draftsman Chief Draftsman

1200-2040 1320-2040 1400-2300 1600-2660 1600-2660 1640-2900 2000-3200 2000-3500

Technical Oflicer

2000-3500

2000- 4500

Assistant Architect

2000-3500

Transfer 2000-3500 Assistant Architect Grade Il 25004000 Assistant Architect Grade I

1600-2660 1640-2900 2000-3500 Junior Suneyor of Works Grade ll 2 5 0 0 4 0 0 0 Junior Suneyor of Works Grade I Draftsman Grade 111 Draftsman Grade n Draftsman Grade I Chief DraAsman Lateral Movement

Indian Ordnance Factories Service(I0FS)

50.115 The issues on Indian Ordnance Factories Service being a composite of Civil Service Officers and Engineers have been considered in our Chapter on Civil Services. However, the pay scales of subordinate technical feeder cadre are mentioned below:Pay Scale (Rs.) Existing Recommended (in present terms) 1400-2300 1600-2660 1600-2660 1640-2900 2000-3500 2oc)0-3200

Designation

Chargeman (Technical) Grade II Chargeman (Technical) Gradc I Assistant Foreman (Technical) Foreman (Technical) rcdesipnatcd as Junior Works Manager

2375-3500

2375-3750

(Note The pay scales abovc arc in conformitv with our rccornmcndations on thc pay scalcs of workshop tcchnical supcniisors)

603

Naval Armament Supply Organisation

JTS '%,age sharc in total duty posts Thrcshoid as on I 7 I905

STS

JAG NFSG

I 42.86 29.52

SAG

HAG

0 05

NA

I 26.67

1980

1972

I006

Nonc

50. 1 16

At prcscnt Naval Armamcnt Supply Organisation (NASO) has Dircctor Gcnqral of Armament Supply, undcr Matcrial Branch at Naval Hcadquartcrs [NHQ),. which carrics out thc staff function at NHQ and is thc dirccting authority to the various Naval Armament Dcpots.

.~,i~,i/..lr~i~J~~i,,~ir

.Supp!v 0rg~ini.utticwi

50 117 Naval Armament Depots situatcd in the country s c n c thc thrcc Naval Commands namely,Western Naval Command, Eastern Naval Command and Southern N a d l Connand of the Indian Na\y These Armament Dcpots arc of diffcrcnt sites. capacities and capabilitm, which can bc classificd ils largc and m d u m Naval Armament Depots, depending upon thc rolc of thcsc dcpots Thcrc arc thrcc depqts under Western Naval Command and arc situated at Bombay, Karanja and Trombay The total personnel strength of thesc thrcc Naval hmament Depots is appmwmately 2900 personnel, including officers All the three depots at pmmt are headed by officers in the level of JAGNFSG and the m o r most am6ng them is the overall incharge of the complete Naval Armamcnt Supply Organisation at Bombay

50.1 18 The Naval Armament Depots, where majority of INAS posts are utilised (85%)have a 2 tier management structure as indicated bclo\v:1st Tier JAG SFSG

Overall incharge ofthe depots. Incumbents of thac POJts arc heads of . The oflicers in this grade arc also distinct functional dcparcmcnts.cg. guided Ofliccr-inChugt of small depots. weapons. production material management. ctc. 2nd Tier Scnior/J&ior Time Scale. They act as Section o f f c u s for small and medium hpskcctions. Ihe h v d Hcdqcurten whac 15% posla arc utilized has 3 tier managcmcnl s t ~ d u r c . aindicated s klow: 1st Tier SAG Overall directing md controlling authority designated as Dinx~orGeneral of Armament Supply. 2nd Tier JAG.%F#G They work as Directorlh.Dinctor/Depuly Director at Naval HQ. 3rd Tier Sr Jr Ti& Scale lhey work as Astt. Direftor/Deplty Assn. Director at NHQ. JAG

Director General. 50.1 19

Diredor General of Armament Supply is responsible for efficient

-'LmonJen'S"~~ management ~ ofNaval Armament inventory and related capital

assets of the Indian Navy valued at over Rs.3000cropcs and management of more than 6000 personnel spread over v&ious depots and in Hqs. In addtion, Naval Armaments being an cxtremely specialisad line, he has to provide guidance and hrection to the Naval Armament depots in respect of projeci management, indeginisation, technology assimilation,safety, ensure high .level of weapon and armament availability to thc service and meet all the operational requirements of the service at all timcs. Further,hc has to interact with R&D Organisation. Keeping in view the nature of work itrd responsibilities entrusted to this post, we recommend upgradation sfthe post of Director General of Armament Supply at Naval Hqs from SAG to HAG (Rs.7300-7600).

Our

50. 120 In order to have rational and effective organisation structure there is need to have one post each of Chief General Manager, Armament

rrcr,nmcc~ti~u~ir,,~s

Supply under each Naval Command namely, Western, Eastern and Southern Naval Command. All the depots and establishments of Armament Supply Organisation under each command may function directly under the respective Chief General Managers in SAG.

so 121

The Directors at NHQ, oficers in-charge of Naval Armament Depots and heads of the major functional areas like material management, production management, guided weapons, personnel management, transfer of ttkhnology, project management, security and fire fighting in major depots should all be in JAG/NFSG. We also propose to have 4 officers at JAG level (Directors/Jt. Directors) looking after distinct functions at NHQ. All the posts are proposed to be created by suitable upgradations without any additionality to the cadre as under Grade

Existing

Proposed 01

-

HAG SAG

03 25 31 45 105

1

JAGNFSG STS JTS

28 31 45 105

I

MINISTRY OF INFORMATION AND BROADCASTING

I

Indian Broadcasting EngineeringService (IBES)

JTS

STS

I

% age share in

total duty posts Threshold as on 1.7.1995

8.4 i

5 1.56 38.42

-

-

SAG

JAG NFSG

1975

I

1973

1.47

HAG

0.15

1970 1965

50.122 The IBES association has infomed us that the cadre management of the Service is in bad shape and promotion prospects for officers are very poor despite tremendous expansion in the activities of All Incba Radio and Doordarshan We also note that despite constitution the Service as an orgaised one as early as 1981, there has been no cadre review so far. The Service association has made following suggestions for our consideration.The. IBES Officers should be provided time-bound promotions as are admissible to officers of the IAS, IPS and IFS. The ‘in-situ’promotion scheme introduced in the Ministry of Information and Broadcasting on the recommendations of the Tikku Committee should be introduced in All India Radio and Doordarshan as well Suitable compensation packagc .and status need to be provided for the broadcasting engineers in ordcr to meet succcssfully thc emerging global

605

cliallcngcs and to arrcst tlic csodus of profcssionals froni tlic clcctroiiic iiicdia to thc privalc scctor. 111 AIR and DD, Ihc span of control nonn is not folloncd and at tinics I( IS found that ow ofliccr supcrviscs thc work of 8 to I 0 ofliccrs ininicdiatcl\ bclow him This advcrscly affects thc pcrforiiiancc of thc officcr 11 IS. thcrcforc. proposed that thc ofhcrs of SAG Icvcl should bc postcd at ncnc ccntrcs of AIR

DD namcly, Dclhi, Mumbai. Calcutta and Chcnnai and oficcrs ofJAG Icvcl at circlc Icvcl for cffbctivc maintcnancc.

Furthcr, in ordcr io strcngthcn thc maintcnancc nctwork thc statc Icvcl oflicc should be put under thc control of onc SAG Icvcl officcr. Thcrc should be a separate office for Enginccring Hcads at DD and AIK Kcndras with separate budgct: This is requircd for providing propcr coordination at Kendras amongst cnginccrs, news pcrsonncl and programmers. The senior-most ofliccr among thc thrcc should hold thc additional charge of the general administration In thc year 1984, the Dcptt. of Pcrsonnel and Administrativc Rcforms had fccommended creation of a separatc Enginccring Directoratc for AIR and DD. But this recommendation has not b a n implcmcntcd. In vicw of thc vast expansion of the Electronic media thc responsibilities of the EngineeringWing of the News Service Division have increased. In-house productions and private productions have also increased tremendously during the last decade. In addition, a number of newjenices, such as FM paging, Telekxt, Rad~otext,etc., have also been introduced. This justifies creation of a separate Department of Engineering for AIR and DD. Our Iirwsand wcomt?irtidnlions

50.123 The proposed time-bound financial upgradation scheme(ACP) upto NFSG would provide some rdief to the cadre. In addition, official remarks received by us indicate finalisation of the cadre-review proposals. This would help improve career prospects of IBES. If the Government expedites the formation of the proposed Prasar Bharati Corporation, the remuneration and promotion prospects of Engineering Officers may improve further. 50.124 Thae would always be limitations within a Government set up to improvement of remuneration of Engineering officers. In a highly competitive media environment and prospects of massive revenue generation in this field, it is highly desirable that the electronic media is freed of Government control and put under an autonomous corporation to be managed by professionals. This would improve the compensation package of broadcasting engineers and enable the nation meet the global challenge in this sector.

50.125

Thc organisation of AIR and DD is in urgent nccd of changc duc

to fast cspanding media nctwork. Howcvcr, thc issuc of rc-organisation and span of control can only be considered by thc administrativc ministry. There should be

a sense of urgency in tackling the organisational issues concerning Govt.

electronic media in view o f its mass appeal a n d potential to influence the entire socio-economic life of the community. 5 0 120 Bifurcation o f AIR and DD are desirable objectives as also admitted in official views received b y us. This is, however. essentially a matter o f resource constraints. The solution t o the problem i s again immediate corporatisation and complete autonomy t o AIR and DD. A n autonomous corporation working on rational commercial principles would genhrate enough resources t o meet the needs o f AIR and DD and their expanding network

i 0 127 A separate department o f Engineering under a Directorate General i s not considered t o be feasible within the Government set up. The electronic media being p r i m a r i l y technology driven now, it i s in the fitness o f things that the AIWDD are taken out o f the control o f the Government and handed over t o professionals in a new corporate structure. W e also recommend that suitable state-of-art R&D facilities be created for AIR and Doordarshan.

50.128 Thc controversy and tbc problem of the pay scalc of Enginecring Assistants have been considered by us in detail in the Chapter on the Ministry of Information and Broadcasting We ha! c rccommcnded the payscale of Rs 1600-2660 to Engneerig Assistants of AIWDD at par with Diploma Engineers in other departments of the Government. The payscales of subordinate engineering cadres arc thus recommended as given .below keeping in view the general pay structure for Diploma Engineers. Broadcasting Wing Existing 1400-2600 2000-3200 1640-2900 2000-3500

Engineering Assistant Senior Engineenng Assistant Assistant Engineer

Pay Scale(Rs.) Recommendid (in present terms) 1600-2660 1640-2900 2000-3500 Assistant Engineer Grade Il 25004000 Assistant Engineer Grade I

The pay scales and promotion pattern in the Civil and Electrical Wing will be identical as in the CPWD.

MINISTRY OF COMMERCE

Indian Supply Scrvice(1SS) Indian Inspcction Servicc (11s) JTS '%,sharc of posts in total duty posts 11s

ISS

STS

3967 38.02 3083 3583

b07

JAG NFSG

I

SAG

HAG

I 17 35 23 33

4.13 833

083 167

Thrcshoid as oil I 7 1005

11s

ISS I ~ l ~ l l l ' l l ~ l( lI ./ \ IlIC~ .I\\Ill rcrlrorr

5 0 129 Thc association of officcrs rcprcscntiiii ISS arid IIS has niadc Ibllo\sing subiiiisions for our considcratioii

Thc sfructural ratio in thc cadrc should bc niadc flcsiblc in ordcr to prowdc post for promotion uplo SAG Icscl without incrcasing total nunibcr of posts in Ihc cadrc Thc officcrs may bc clci atcd subjcct to thcir suitability in a timc bound tnanncr as follows JTS to STS STS to JAG JAG to NFSG NFSG to SAG

- 4 ycars - 4 YCWS - 4 years

- 4 years i.c. SAG in I6 ycars

Pcrcentagc of HAG posts in ISS and IIS should bc cnhanccd to 9% at par with IFS to provide reasonablc opporlunitics for promotion upto this levcl in order to attract engineers to thcsc scniccs.

The p s t of Director General/DGS&D at present is an ex-cadre post and is filled under the Central Staffing Scheme. Thc Association suggests that the post of DG being technical in nature may bc cncadred and kept open only to the officers ot'ISS and IIS The officers in ISS and ILS carry heavy financial responsibility and undertake quality assurance work of a verq large number of items from Pins to Bulldoizrs mcludmg hghly techcal and sophisticated items The Association suggest that posts in DGS&D may be elevated as follows -

Assistant Director Deputy Director Director Dy. Director General Addl. Director General Director General

JTS and STS combined JAG SAG HAG HAG(Specia1 Secretary) HAG(Principal Secretary)

50.130 One of the problems faccd today is disparity in opportunih. for career growth in various Engineering Scrviccs. The Association proposes that a common seniority list may be maintaincd based on thc results in the UPSC cxamination to ensure that if an officer sccuring lowcr rank gets elevated in his cadre, all officers holding higher rank (in the samc ycar's UPSC exam) get the bcnefit of promotion.

The ISS and IIS cadrcs h a w bccn cstablishcd b!. thc Go\.cmmcnt to dcal \i.ith purchasdcontract managcnicnt work and thc qualit!. assurancc work rcspcctiid!' Thcsc two cadrcs arc nianncd by qualified Enginecrs haling a wealth of cxpcricncc in thc ficld of purchasckontract managcrncnt and quality assurancc/inspcction. Many govcrnmcnt dcpartmcnts undcrtakc adhoc purchasc and inspcctiodquality assurancc work and cvcn cntrust 608

this uork to various agciicics

..

1 hc Association submits that this norh should bc assigncd lo ISS/IIS cadrcs arid for this purposc ol'liccrs of ISS/IIS bc inductcd i n various iiiiiiistrics and dcpartniciirs

Yhc Dcpartnicnt of Supply is thc Adniinistratiic M i n i s t n for ISS/IIS cadrcs But at prcscnt no post in thc Dcptt of Suppl! is camiarhcd lor Oicsc two cadrcs In ordcr to providc opcnings and rclicf to thc cadrcs. thc Association proposcs that 25% of thc posts in thc Dcpartniciit of S u ~ p l \ ~ from Undcr Sccrctary to Joint Sccrctay bc carmarkcd for officcrs of ISS/IIS cadrcs Thc posk of Assistant Dircctor Gradc I I (Rs 2000-3500) ma!. bc fillcd to thc cstcnt of 100% from dcpartmcntal candidatcs as was rcconimcndcd by thc third CPC Thc promotion of Group 'B' officcrs may bc madc dircct to thc lcvcl of Dcputy Dircctor uithin 7 ycars in Lhc ratio of 75 25 I c . 75% from Gradc 'A' UPSC rccruits and 25% from Gradc 'B' k i 4 t i d o t i s of

I X ;.WD

Our observations and reconintendations

jo, 13 I

Duc to rccent dcccntralisation of purchasc to diffcrcnt MinistricsDcpartments, thc work-toad of DGS&D on account of procurcmcnt of stores has reduced. Howcver, thc organisation continucs to pcrform following functions as in the past:(1)

Formulation of purchase policies of the Governmcnt by laying down procedures and practice to be followcd by the Central Govcrnmcnt.

(ii)

Disposal of Defence Surplus Stores.

(iii)

Providing Shipping and Clearance services indcpcndcnt of procurcmcnt activity.

(IV)

Inspection Wing ensures quality of stores procured. formuIahon/upgracIahonof sp&i fications, interaction with users, suppliers and other quality assurance agcncics It also renders technical advice to the users

50,132 We have considered thc issues raised by the Association and observe as under:While the Inspection functions are still important in Government and would merit a separate specialised service, the same is not true of purchases. Purchase of stocks has 'now become a highly specialised activity and is best leA to the techrucal experts. We, thercforc, feel that the Indan Supply Service should be disbanded, as it no longer serves a useful purpose. However, pendmg its abolition, we are making recommendations for both the Scrviccs in the succeeding paragraphs. A benchmark model cadre structure for all Group 'A' Central

Services has been proposed in general. The Ministries/ Departments should make efforts within the norms of functional needs to approximate to this model structure.

..

1 Iic procurcniciit. disposal. quality assiiraiicc of iiintcrials is a highl\ ~cchnicalacti\*it!' non A sciciitilic iiiaiiagciiicnt ol' iiiatcrials. 1 aluc ciigiilccnng caii in& significant contnbution to tlic financial hcaltli of tlic organisallon for tthich DGSK: D iiiahc purchascs Howct cr. no changc i i i rcspcct ofthc Icadcrship of this organisation scC;ms 10 bc ncccssao We do not endorse the demand of the Association for encadrement of the post of DG/DGS&D for IIS/ISS.

The piesent status of varioas posts in IIS and ISS are in conformity with standard Group ' A ' Service ranks. No change in this respect is just i fied Thc proposcd ACP upto NFSG would to somc cstcnt bring parity among all Group 'A' Scnvxs In rcspcct of financial rcniuncration during first half of thc scwicc carccr Timely cadre-reviews which are proposed to be made justiciable would further bring improvements in the career progression. The officers of ISS and IIS can be inductedlposted on deputation to the organisations which do not have a regular or organised Service for materials management. This would not only bring professional expertise to such organisations but also help improve the career prospects of ISS/fIS officers. Reservation of posts in the Ministry for any particular Service is not desirable The posts in the Ministry must be available to the best talented officers of all eligible Services on merits. However, in line with our general proposition the post of Joint Secretary or Additional Secretary in charge of the cadre-management of these services may be earmarked for the Services.

50.133 The poor promotion prospects of cxisting dircctly recruited and other Assistant Directors Grade I1 (Rs.2000-3500) would not improve if direct recruitment is d~spensedwith. While this would improve the promotion prospects of feeder cadres, it would also dilute the standards sincc direct recruit ADS(Gr.11) are engineering degree holders. We, however, recommend that-

.sir h/Jrdlll(llC oigitwtritiK

posL%

(I)

Direct recruitment to the post of ADS(Gr.11) be dispensed with but only engineering degree holders among the feeder grades be considered for promotion against the posts of ADS(Gr.11).

(ii)

The existing stipulation that at least 20% of the promotion quota of the posts of ADS-I1 be filled by transfer on deputation from officers holding analogous posts in departments which place indents on DGS&D, be dispensed with.

so 134

The pay scale of Examiner of Stores and Technical Assistants being engineering diploma holders is proposed to be revised to Rs.1600-2660 in accordance with our general recommendations in this regard. The pay scale of Estimators (which is a promotion post for Technical Assistant) is consequently proposed to be Rs.1640-2900 in present terms.

P q Scwlc. (R4.)

I)t*\igttwtion

Eii\tirig

Recotnrnen~cd (in present tctms)

hpection Wing Exwniincr of Store\

I.l(W2300

1600-2660 1640-2YtH)

A w \ t w t i t Insprcting Officct

2000-3500

2(HH)-3S(H) Assistant Inspecting Officer Cradc I I ZS(H)-J(HH) Assistant Inspecting Officer'GGrYdc I

S u ~ d l vWing Tcchnicrl Assistant

I J(NL2300

Eitirnrtor A\sis?wnt Director C r r d r I1

160~~-2660 2fM)O-3500

16(HJ-2660 16482900 1650-2900 Z(W0-35W Assistant Director Grade I1 2SOO-1ooO Scnior Assistant Director G n d c I1

I

MINISTRY OF RAII WAYS

I

Indian Railway Scrvicc of Enginccrs (IRSE) Indian Railway Scrvicc of Mechanical Engineers(1RSME) Indian Railway Scnicc of Electrical Engineers(1RSEE) Indian Railway Scrvicc of Signal Engincers(1RSSE) Indian Railway Stores Service(1RSS)

%age sharc in total duty posts (as per Annual Statistical Statement Rly.Bd. 1994-95)

IRSE IRSME IRSEE IRSSE IRSS JTS 51.53 49.09 47.59 47.22 45.59 STS 24.46 23.49 23.87 27.87 30.43 JAG 117.73 NFSG]

20.01

22.52

18.29

16.07

SAG 05.56

06.52

05.38 05.94

07.38

HAG

0.72

0.87

0.64

0.67

0.53

Threshold as on 01.07.1995 (DOP & T) JAG 1985 1985 1985 1984 1986 NFSG -.--SAG 1976 1975 1976 1976 1976 HAG 1963 1963 1963 1963 1963

__

__

SO. 135 Thc Minisq of Railways in their oficial rncmorandum subrnittcd to us has plcadcd for utilisation of cspcrtisc acquircd by thc railway cnginccrs b!. posting thcm on dcputation to othcr dcpartrncnts whcrc no organiscd cnginecring scrviccs csist and to Public Scctor Entcrpriscs rcquiring cnginccrs. Thc Ministry has also brought to our noticc thc rclativcly poor carccr prospccts of railway ciiginccrs coniparcd to ofliccrs of All India Scniccs. Thc Ministry has argycd that

iii this cra ol' Iibcralisation \\lien thc countn has clioscii tlic path ol' iiiarhct cconomy to quichcn thc pacc of dcvclopnicnt. i t is cssciitial that prol'cssionalisni bc cncoiiragcd aid spccialiscd scr\ iccs bc givcn thcir duc placc by granting parit! with All India Scrviccs in thc iiiattcr of promotion prospccts and carccr opportunit ics

Our

Wc havc csaniincd thc organisation of Indian Railways in dctail our Chaptcr on thc Minis@ of Railways and haw givcn duc considcratlon to thc problcnis and i s h s r a i d by thc Ministry Wc also notc with conccm that thc last cadrc rcvic\\ of Group 'A' organiscd railway scn'iccs itas donc as far b a d .as in 5 0 130

rvi ~ ~ t i i t i ~ ~ , t t , f , i ~ i ~ ~ t i . \ iii

1980 We would like the Ministries of Finance- and the Department of Personnelto expedite the pending cadre review of railway services. However, in keeping with our general approach of providing a symbolic relief to services, we recommend following upgradation of posts for engineering services in Railways:Onc pst cach in RDSO and Group 'A'.training institutions from SA
- I)ircctor, Standards(Track) RDSO

lndiaii Raihva! Scrvicc of liiiginccrs Indian Railway Service of I
- l)ircctor, Indian Railway lnstitutc of Civil I:nginccring, I'unc - I)irector, Standards(Elcctrica1) RDSO -

Director, Indian Railway Institute of Electrical Engineering Nasik

Indian Railway Scrvicc of - Director, Standards(Signalling),RDSO Signal Engineers - Director, Indian Railway Institute of Signal Engineers. Secundcrabad Indian Railway Service of Mcchanical Engineers

- Director(MotivePower) RDSO

- Director, Indian Railway Institute of Mechanical and Electrical Engineers

Further, our general recommendations with regard to deputation of Group 'A' officers to PSUs would be applicable to engineers in Railways. Rectuibnenr o$ Speical Class Railway Apprentices in Indian Railway Service of .Ilechanical Engineers

50.137

The recruitment to all Railway Engineering Services (except Indian Railway Service of Mechanical Engineers) is done in following manner:Direct Rectt.

60% through Combined Engineering Services Examination conducted by UPSC.

Promotion

40% Sclcction from eligible Group 'B' officers.

In casc of IRSME the direct recruitment quota of 60% is fillcd as undcr:by Combined Enginering Services Examination hcld by UPSC 50%; and

b!* appointment of candidates sclectcd as Special Class Raihva!. Apprentices(SCRA) on thc results of a compctitivc examination hcld by thc Commission 50%.

612

For sclcction ol'SCKA. a caiididatc iiiust ha\c passcd in thc first or sccond dii ision thc lntcriiicdiatc E\aiiiinatioii of a Uiiivcrsity or Board approvcd b! Go\ crnnicnt nit11 Mathcmstics and at lcast onc pf thc subjccts Physics and Chcniistc as subjwls ofthc c\sniiiiatioii. or posscss s qualification nhich has bccii rccogniscd b! Govcrnmciit for thc purposcs of admission to thc csaiiiination Wc undcrstand that tlic Apprcnticcs rccruitcd in IRSME havc conlributcd significantly to tlic growth and dc\lcloprnciit of Railwh?s Hmcvcr. in our v i m , thc rccruitnxnt of Apprcnticcs for induction into Group 'A' Scwicc is an outdated conccpt. With thc sprcad and prolifcratioii of cnginccringkhnical cducation and institutions. it would bc highly dcsirablc that this mclhod of rccruitrncnt bc rcvicwcd. In fact. in a modcrn tcchnological world whcrc cngnccring spccialisations\\ithm diflcrcnl disciplincs arc cmcrging, It would only bc appropnatc and in Lhc intcrcst of tllc organisation that thc cnginccring graduatcs Oi4r passing out of IlTs and Enginccring Collcgcs arc attracted to Railway Scniccs r ~ c c ~ ~ ~ i t ~ i ' , i . l r ~through ~ i t i u i i . ~Combined Enginccring Scrviccs Examination of UPSC. We, therefore, recommend that the Railway Administration dispense with recruitment of SCRAs and that the direct recruitment quota in Indian Railway Service of Mechanical Engineers be filled through Combined Engineering Services Examination only. The Indian Railway Institute of Mechanical and Electrical Engineers, Jamalpur will,' however continue for training of probationary offkers recruited through Combined Engineering Services Examination of UPSC. 50.138 We have discussed the payscales of Diploma engineers in Railways in the Chapter on the Ministry of Railways. A typical pay structure as recommended by us and designations of diploma engineers recently decided by the Ministry in consultation with the recognised labour federations is given below:-

Suborditiatc

Engirgmrering Cadriv

Existing Designation

Existing Chjnged Designation Pay Srale(Rs.)

Inspector of Works, P. Way Inspector, Signal Inspector Gr.m 1400-2300

Jr. Engineer Gr.n (With appropriate Sullix)

Recommended Pay %ale (Rs.) (in present tcmu) 1600-2660

IOW, PWI, SI, etc., Gr. II

1600-2660

IOW,PWI, SI Gr.I*

2000-3200

Section Engineer (With appropriate Suflix)

2000-3500

Chief IOW,Chief PWI, ctc.

2375-3500

Sr. Swtion Engineer (With appropriate SufTix) Group '13' post

2375-3750

Jr. Engineer Gr.1 (With appropriate Suffix)

1640-2900

*(part rccruitment of graduate cnginws)

I

DEPARTMENT OF SCIENCE AND TECHNOLOGY

1 I

I

: (113

25004000

Survey of India

JTS STS JAG NFSG

SAG

HA(;

'%ngc shnrc i n

total dut\. posts 28 I T 47 09 I I 02 I I 0 I I X.? 0 3 I Thrcshold as on I 7 1005 I983 1982 I904 N A Last cadrc rcwcw' for thc Scmcc was donc in I085 50, I30 A largc numbcr of Group 'A'.posts in thc Suncy of India arc mamcd b\. arniy officcrs sccondcd from thc Corps of Enginccrs. Thcsc officcrs rctain thcir licn in thc army and thcir pay is rcgulatcd undcr a spccial formula. Thc civilian cnginaxmg ofifrccrs of organisation haw csprcsscd thcir dissatisfaction against thcir blcak promotion prospccts and army oficcrs drawing much highcr pay than thcir civilian countcrparts in thc same or highcr gradcs of pay. Thc officers havc allcgcd delay in holding of DPCs and conscqucnt non-filling of largc numbcr of posts.

It has bccn cxplaincd to us that Group 'A' Scrvicc in thc thc S u n q of India has bccn strcamlincd by bifurcation into two strcams - Army and Civilian - with thc promulgation of nmv rccruitmcnt rulcs in 1989. Ho\vcvcr, it has bccn acknowledgcd that this bifurcation did not providc rclicf to Civilian officcrs but rathcr creatcd further complications. It has been suggestcd that thc rcmcdy to the problem cad be found if therc is no permanent secondment of Army 0fficct.s who can bc trained and sent back to the army. 50.140

50.141 We have separately considered and recommended progressive civilianisation of the Survey o f India. The manner in which this civilianisation is proposed to take place has also been indicated by us in the relevant Chapter. Meanwhile, we reiterate the recommendation of the third CPC on regulation of the pay of army officers under normal deputation terms. We also expect that the Department will hold DPCs regularly and fill all vacant posts on a crash programme basis t o provide relief to Group 'A' and Group 'B'officers in the organisation. Subordinale rechnica'posrs

50.142 The pay structure of subordinate scientific and technical posts is recommended as under:Pay Scale (Rs.)

Designation

Existing

Surveyor AssistanVScientific Assistant/ dicodctic Computer/Draflsman Div. I 1400-2600 <)!kc Surveyor

I Irc.lr,rrc ot

(?fi<WS c'rsfti

(Jf

Ide

2000-3500

MINISTRY OF INDUSTRY

Recommended (in present terms)

1600-2660 1640-2900 2000-3500 Gradc I1 25004000 Grade I

Gradc I1 Grade I Oficc Surveyor Oflicc Survcyor

1

SO.143 Thc Dircctoratc Gcncral of Tcchnical Dcvclopmcnt (DGTD) I\ as an attachcd officc of thc Dcpartmcnt of Industrial Dcvclopmcnt, Ministry of 614

Indus@.. l h c organisation was originally sct up i n I050 as lhc I)cvclopniciit Wing ortlic crst\vhilc Ministry of Coninicrcc and Industn... In rccognition of tlic pivotal 7 ;..‘~lllrr c d rolc pla!.cd b!. thc organisation in thc ovcrall, Industrial Dcvclopmcnt. it was I ~l~\~l*/il/~llll~ll/ rcconslitutcd into thc Dircctoratc Gcncral of Tcchnical Dc\clopniciit and placcd / I )( ;77 11 uiidcr thc chxgc of an indcpcndcnt Hcad dcsiglatd as Dircctor Gcncral (Tcchnical Dcvclopiilcnt). Graduall!..’ as thc rolc of thc DGTD in thc planncd and /ntcgratcd industrial dcvclopmcnt of thc c o u n t n assumcd grcatcr significancc. thc post of thc hcad of thc organisation was upgradcd to thc Sccrctav (Tcchnical Dcvclopmcnt) & Director Gcncral (Tcchnical Dcvclopmcnt) in 1973. Thc organisation continucd till 3 1.3.1994 whcn it \\asdismantlcd. I )ircc/iirir/c f

;mt*rtil t l /

~.rlllc/fi~fls

Thc rcgulatory rolc pcrformcd by thc Tcchnical Ofliccrs prior to 104)1 is no longcr rclcvant Howcvcr. thcir advison and dcvclopmcntdl functions arc still valid. Thc functions pcrformcd by thcsc officcrs at prcscnt arc 8s undcr:I.

To providc tcchnical inputs on industrial Liccnscs, forcign collaboration and 100% Esport Oricntcd Units(E0U) proposals

2.

Technical information rclatcd to Forcign invcstmcnt Promotion Board (FIPB) proposals

3.

Coordination of Devclopment Councils

4.

Work related to Export Promotion Capital Goods Committcc, Esport Processing Zones and other Export Promotion Councils.

5.

Technical Advice on bi-lateral operations/agreemcnts.

6.

Work relating to Directorate General of Foreign Trade. Commcrce. Custom and Excise.

7.

Interaction with Ministry of Scicnce & Technology on technolofi evaluation and technology transfer related issues.

8.

Implementation of Montreal Protocol through representation on various Committees constituted by Ministry of Environment and Forcsts for identifying projects for assistance from the Multilateral Fund.

9.

Coordination with other Departments on energy conservation measures in industrial sectors.

10.

Coordinating the efforts of automobile ancillaries for adopting environmental friendly technologies in automobile sector.

1I .

Tcchnical advice on input-output norms, project rmport certification for custom tariff purposes and advancc licenses for cxport production

12.

Providing technical inputs for Parliamcnt work

13.

Entrepreneurs Guidance

14.

Tcchnical inputs to Burcau of Indian Standards (BIS) 615

in

li~rniulation/aiiiciidnicnt of standards

I5

\\'ark rclatcd to iiidustrial dcvclopmciil 19 Co-ord~iiatronDivision for dill'crcnt Statcs

I0

Par~iciyationin forcigii in\ cstmcii\ promotion. scniinars. cshibitions and \Vorkshops

17

To rcndcr tcchnical advicc on iiialtcrs rcfcrrcd to by othcr hlinistrics/Dcpartnicntsto Ministry of Indust? from timc to timc

so.144 Thc Minisby has infomlcd us that thcrc is acutc stagnation in thc cadrc of Tcchnical Oficcrs and pcriod of stagnation rangcs from 4 ycars to 15 ycars at diffcrcnt Icvcls.

Cadre Structure:Assistant Dcvclopmcnt Officcr(Rs.2200-4000) Dcvelopmcnt Officer(Rs.3000-4500) Additional Industrial Adviser (Rs.4 100-5300) Industrial Adviscr(Rs.4500-S700)

22 25 03 0s

Total Our recommend(ttions

55

50.145 The technical oficers of the Ministry of Industry would be covered by the general scheme of Assurcd Career Progrcssion. This would provide them some relief 50.146 We do not accept the suggestion for upgradation of the 50% posts of Assistant Development Oficers(JTS) and Development Ofticers(STS) made by the association of the technical officers. 50.147 However, the pay scale of Additional Industrial Adviser may be rationalised and revised from the existing Rs.4100-5300 to Rs.4500-5700.

Consequently, the pay scale of Industrial Advisers be upgraded from Rs.450-5780 to Rs.5100-6150 in present terms and the posts of Development Officers be seiregated as under:Existing

Proposed

Development Officers (Rs.3000-4500) (25) Development Officers (Rs.3000-4500) (15) ---Sr. Dcvclopmcnt Officers (Rs.3700-5000) ( I 0)

I

MINISTRY OF SURFACE TRANSPORT

I

Border Roads Engineering Service (BRES) JTS

STS

67.65

23.48

-

-

SAG

HAG

I

I

'%jgc , sharc of

total duty posts Thrpshold as on I . 7.'1995

JAG NFSC 7.39

I967

1964

1.31

0 18

1963

1963

50.14X Majority of thc officcrs in BRO bclongs to thc Bordcr Roads Engineers Service(BRES)(Civil Engumring and Electrical & Mechanical Cadrc). As pcr thc manning policy, following pcrccntage of sanction4 posts arc tcnhlc by Arm\. and BRES Oficcrs :Appointmcnts

Tenable by A m y -Officers

1)trektor Gencrgl Addl. Ilirector General C h i d En~incerA3rigadier S.E.fSG) Colonel S.E./Lt Colonel 1i.E.lMajor A.E.E.ICaptain A.E./Lieutenant

100%

--

Tenwble by BRES Offiien *-

100%

50%

55% 55% 35% 20%

-

SO?h 45% 45% 65% 80% 1WA

In the Electrical & Mechanical Wing the highest rank which is tenable by BRES Officers is Supdt. Engineer (Mechanical) (SG).As per manning policy, the following percentage of sanctioned posts are tenable by A q / G R E F Oficers :50.149

Brigadier {DTA) Supld. Enginecr (Mechanical (SG)/ Colonel) Suptd. Engineer (Mech.wt.Colonel Executive Engineer (Mechrnajor A.E.E. (EBtMYCaptain A.E. (EBrM)nieutcnant

foo%

-

5O?h

50%

50% 42% '20% *-

50% 58% 80% 100%

It has been strongly represented by thc BRO Mim that the time taken for promotions from one rank to the next trigher rank is very long as compared to other Engincering Services which makes the BRES unattractive and they prefer to seek other avenues/service where the promotions/ cemuneratiuns are much better. 50.150

They have fwther demanded removal of disparities of rank vis-a-vis Army by marking Superintending Engineer (E&M)/(Civil) (SG)as functional and suggcskd creation of posts of Additional CE (Civil)/E&M in thc scale of Rs.5 100-6300 50.151

so.152

In our opinion, the proposed ACP upto non-functional selection grade would provide some relief. Last cadre review for the Service 617

was done in 1986. We recommend a timcbound early review of thc cadre for

improving the career prospects of the Service.

I n our opinion, the proposed creation of an additional level of Additional Chief Engineer would not serve any riieaningful purpose.

Pay Scdr (Rs.) Existing Rrcwmmciided (in prcsen! rcrms) 1400-2300 1 OOO-?OC~O

Designation Suprititcndctit ( h e II (I.;lcctricrl and Mcciiatitcal) Supcrintcndcnt Grade 1 Assistant 1:npinccr

1040-2900

1 040-2900

2000-3500

2OO(L~500Assistant 1~:ripiiiccr (irndc

I1

2500-4000 Assistant linpinecr

I MiNISTRYOFMlNES 1 Geological Survey of India age share of total duty posts Mechanical Drilling Threshold as on 1.7. I995 Mcchiinical Drilling

JTS

STS

29.41 57.03

50 26.56

JAG

NFSG

SAG

HAG

'e

17.65 14.84

1974 1978

1964 1966

2.94 1.56

1964 1964

NA None

50.153 Geological Survey of India is a ficld oriented organisation responsible for collection, collation, processing and dissemination of earth science data besides being a lead agency in the field of resource evaluation of mineral wealth in the country. Geological Survey of India (a multi-disciplinary scientific geology, organisation); consists of five scientific strcams viz. geophysics(Exploration), Geophysics(Instrumentation), Chemistry and Mineral Physics and two technical streams viz. Engineering and Drilling. Mechanical Engmeers working in the Engineering and Transp! Divisicn(EhT) Division and Drilling Division of Geological Survcy of India arc recruitcd through Combined Engineering Services Examination, but their carecr gronth, perks ctc., are much inferior to their counterparts in othcr ministrics. We have considered the organisational restructuring of 50.154 Geological Survey of India and made recommendations in this regard in the Chapter on the Ministry of Mines. This would cover some of the'issues raised by the engineering officers of the organisation. However, to improve the career prospects and rationalise the organisational functions, we recommend the merger of the posts of Mechanical and Drilling engineers into one service.

Sll

Wc rccoiiitiictid f'ollowng pa!.

hr l l . 1 l l l l 1 1 1 1 ~

/~ll~~~ll,*l*rllr~

(

'crcirrt,

slriicturc for subordrnalc

cnginccring cadre

-

Pay S C H (Rs.) ~ Existing Rrrommrndrd(in prrsciit trims)

Drsignrtion

Mccliiiiiical Strciirii Ibrc~iiiiriJuiiior Senior I*'cwciiiaii

As$wit

Mcchatiical I*:iigiiiccr

1400-2300 I ooo-2oflo l(140-2'A)O 1640-2900 2000-3500 2000-3500 Assistant Mccliiinical lhgtr~cci

(iradc II 15003000 Assistatit Mcclianichlliti~iriccf (iradc

1)rillirig Strcarii Juiiior l'cchnical Assislatil(l )rilliiig) Scriior 'I'cchtiical Assislaiit(1)rillirig) I)riller

~'l>lIclli.~l"l.s

I

1400-2.300 1 600-2600 1040-2000 1640-2900 1000-3500 2000-3500 Driller Grade I1 2500-4000 1)riller Grade 1

50 IS5 We havc not suggcstcd any changc in Group 'A' pay scalcs in prcscnt tcrnis but in subordinatc cqinccring cadres, following diffcrcrit pattcrns havc cmcrgcd:Pattern No.1 (CPWD, P&T Civil Wing, MES, Information & Broadcasting, etc.)

Pay Scales Existing

Rs.

1400-2300 1640-2900 2000-3500

3000-45 00

Proposed

Rs. 1GOO-2600 1640-2900 2000-3500 2500-4000 3000-4500

(Gr.'A' STS) Pattern No.2 (Ordnance Factories)

1400-2300 1600-2660 2000-3200 23 75-3 500 2200-4000

,(Gr.'A'JTS)

1600-2660 1640-2900 2000-3500 2375-3750 2200-4006 Gr. 'A' JTS)

Pattern Nm3 (Railways and Indian Naval Armament Supply Organisation)

1400-2300 1600-2660 2000-3200 2 3 7 5 -3 500 2000-3500*

1600-2660 1640-2900 2000-3500 2375-3750

2375-3750** I (Group B )

2500-4000

* NASO ** Rail\va!.s (Notc Thcrc is no scgrcgation of Group 'A' and Group 'B' posts in Juiiior Tinic Scalc in Railivays A Group 'B' oficcr whcn occupying thc Junior Tinic Scalc post, i s grant@ thc pa!. scalc of Rs 2375-3750 and on sclcction into Group 'A' S C ~ I C C .is placcd in appropnatc Group 'A' pa!* scalc (JTS or STS) Thc pattcm of pay structurc obtaining in Railways would also bc a\ ailablc in SCIC itific cadrcs of Dircctoratc Gcncral of Quality Assurancc (DGQA)

and Dcfcncc Rcscarch and Dcvclopmcnt Organisation (Ministp of Dcfcncc). Promotion Patterns of Subordinate Engineering Staff The followir.g patterns havc cmcrgcd as a rcsult of rccommendations madc by us:Pattern No.1: Time-bound Promotions: CPWD-pattern of timc-bound promotions which cnvisagcs first time-bound promotion aftcr 5.years of senricc to thc second pay scale of Rs.1640-2900and subsequent personal promotion to thc third pay scale of Rs.2000-3500after another 10 years is now available to follotving three cadres:1)

ii) iii)

P&T Civil Wing Infomation & Broadcasting (Civil and Elcctrical Engineers) MES (Building and Roads and Survey Wings)

Pattern No.2: ACP Scheme. It involves financial upgradations (not promotions) and is proposed to be made available to all other cadres under the proposed Assured Career Progression Scheme. Pattern No.& Department of Telecom: One TimeBound Promotion and Biennial Cadre Review Scheme would be available to the staff of the Department of Tele.com not opting for absorption in 'restructured cadres'. The cadres covered by the CPWD pattern of promotion would have a distinct advantage since they would be getting promotions in shorter time span compared to financial upgradations of ACP scheme and that too without any linkage to the availability of posts. However, this is proposed to be retained and is intended to ensure that certain benefits already available are not withdrawn to the detriment of the interests of the personnel concerned. This is to be a departure from the normal ACB Scheme in respect of residency period only.

620

Scicntific scrviccs cxist in organisations concerncd t d h work rclating to basic or applicd research, cxpcrimcntal development and dcsign and cnginecring. There arc ovcr 32.800 scienti!c and tcchnical pcrsonncl, in various pay scales ranging from Group A to Group D. Almost half of these arc in Group A, in the 10 major S%T Ministries/Departments/Organisations,viz. the Ministrics of Environment & Forests and Non-conventional Energy Sourcesl and the Departments of Space, Atomic Energy, Electronics, Science & Technology, Biotechnology, Scientific and Industrial Research and Ocean Development and the Defence Research & Development Organisation. These organisations enjoy considerable freedom in framing their administrative and personnel policies, includng career management, There are some other Ministries and Departmcnts also, which engage groups of S&T personnel. 51.1

51.2 The Second CPC defined Scientificofficers as those employed on different kinds of duties such as research, scientific development, extension and survey. At higher levels their duties included administration, direction and supervision. The minimum qualificationsrequired for recruitment to Class I Junior Scale posts waS usually a first class Master's degree followed by good research work, with higher standards of research for higher positions. The Second CPC suggested a special merit promotion scheme for promotion of scientific pcrsonncl.

51.3 The l h r d CPC covered a larger number of activities as scientific, includng basic and applied rcsearch, cxtcnsion, s w e y exploration and inspcction. That CPC also observed that many scientim served in an advisory capacity, wbere their work may be concerned with such divcrsc fields as economic planning and internal security. It also cmphasiscd that scientific carccrs should bc based on creativity and merit rathcr than scniority. thus evolving thc concept of Flcxiblc Complcmcnting.

62 I

51.4 Various nicmoranda to tlic Coiiiniissioiihavc strcsscd on thc uccd for a bcttcr dispcnsaiion to thc scicntific scniccs. in t h fortii ~ of pay-scalcs, carccr progrcssioti, conditions of scrvicc and pcrquisitcs, spccial allowmccs. supcrannuation igc and post-rctircmcnt bcncfik. Somc nicniorandists h a w pointcd out the mismatch bctwccn thc prcscribcd cducational qualifications and pay-scalcs on thc onc hand and comparisons across diffcrcnt scicntific organisations iiisidc aid outsidc thc Ccntral Govcrnmcnt,on thc otlicr. Many of thcsc posts arc "dcadcnd" isolated posts. dcvoid of any carccr charms, thus rcsulting in dcmands for upgradation and provision .of promotion avcnucs, along with grant of ccrtain spccial pcrks and allowanccs to kccp scientific scrviccs attractivc, Crcation of an all- India scicntificscnicc has also bccn sought along with gcncral parity with thc othcr All-India and organised seniccs, as also standardising dcsignations to conform with Sccrctariatjob titlcs. Scicntific pcrsonncl who appcarcd bcforc us for .evidence requested for permission to takc up mcmbcrship of profcssional bodies. subscribe to journals, attend national and intcmalional confcrenccs and avail thcmselvcs of sabbatical, as availablc in thc univcrsitics, for constantly upgrading their knowledge and profcssional expcrtisc. Permitting voluntay retirement with lesser qualifying service for scientific personncl has been demandcd along with increase in age of superannuation for continuity and longevity of scientific knowledge and expenem' in Government. Scicntists have also asked for lateral movement from Government to industy and vicc-vcrsa including permission to take up private consultancy, recognition of outstanding talent, membershipof national/ international bodies and attending national/ international conferences at Government expense, and a system for recognising outstanding talent in Government. Grievances have also becn voiced against the functioning of the Flexible Complementing Scheme, not only'stressing the need to makc it uniformly applicable, but also to extend ii to all organisations that have becn declared scientific by the nodal Ministry. Secretaries o$ ScientiJc Ministries

A group oCSecretaries of Scientific Ministries and Departments, at a meeting with us, highlighted the provisions of the Scientific Policy Resolution which mentioned good career and conditions of service for scientists, and Parliament's approval to give scientists an honoured place. The group also recognisedthe need for an cconomic package for attracting and retaining scientists in Government as there is flight of talent to multinationals, other countries and careers. On our suggestion the group agreed to organise an inter-Ministerial Committeeof the Scientificorganisations to deliberate on the problems and advise us on the desired course of action.

Rationabsation o$

5 1.6 We find that a large number of organisations havc been covered bi, the term "scientific organisation" cmploying "scientific pcrsonncl" Wc have,thereforc, considered the fcasibility of rationalising thc terminology of "scientific senfices" so as to focus morc sharply on the activities of scientific rcscarch and devclopmcnt

'I'ermrtrology

51.5

622

Consultancy Study on Scientific and Agricultural Research

Inter-Ministerial Committee 51.7 In pursuancc of our rcqucst to the Group of Sccrctarics the Dcpartmnt of Scicncc and Tcchnology constituted an Intcr-Ministcrial Committcc constitutcd in thc ycar 19g5, comprising rcprcscntativcs of thc major scicntific departments, under Shri Y.S.Rajan, Adviscr in thc Dcpartmcnt to csaminc thc issucs involved and suggcst measi?;,, != inakc' thc scientific and tcchnological carcers morc attractik- It was also cspcctcd to suggest ncw initiativcs that S&T departmentscan take for attracting and retaining scientific talent in Government. The Committee made various suggestions which haw also been kept in mind by us while giving our recommendations.

Our Recommendations Categorisation of scientrjic personnel

5 1.8 We are ofthe opinion that Scientific and Technological personnel can be organised into two broad fields of activity - the Scientist Administrator and the R&D Professional, depending on type of organisation and the kind of activity involved. The former would usually be manning posts in fhe Secretariat and. Headquarters organisations entrusted with administering and guiding science and also providing adrmnisirativeand logistic support to the latter. R&D professionals, on +heother hand, are primarily involved in knowledge generation and application of knowledge to create new products, materials and services. We have defined the term R&D professional rather elaborately in the section on Flexible Complementing Scheme.

Organised service

5 1.9 The Second CPC observed the existence of 929 scientists at Class I level, of which 5 13 formed part of five organised scientific services, namely thc Defence Science Servicc, Indian Meteorological Service, Botanical, Gcological and Zoological Surveys of India. Thc Defence Science, Gcological Survey and India Mcteorological services wcrc organiscd up to the Group B level also. That CPC considered the matter of constitution of an All India S&T Service but found the proposal impracticable in vicw of thc rcquircment of common qualifications. gradation lists and intcrchangcability. Thc scicntific scrviccs do not ha1.c thcsc fcaturcs bccausc of spccialiscd qualifications in diffcrcnt branchcs rcsulting in widc \.xiations in naturc of dutics. By thc timc of thc 4th CPC, thc Dcfcncc Scicncc scrticc was split into thrcc, namely thc Dcfcncc R&D scrvicc, Dcfcncc Acronautical Quality Assurancc scrvicc and Dcfcncc Quality Assurancc scnicc. 623

l'hc iii1cr-Miiiistcnd R a y Coiimiittcc has also obscrvcd that aii All liidia scrvicc cm criiig a11 S&T pcrsoiiiicl in various Go\ cnimcnt Dcpartnicnts aiid agciicics is riot fcasiblc as accuniulatcd cvpcricnccs in diffcicnt ficlds of actn it! havc \ c c spccific applications While wc do not coiisidcr a siiiglc scriicc of R&D profcssionals or S&T pcrsonncl as fcasiblc. we recommend that where the number of posts is substantial and a common field of activity is involved, an organised service fob that field of activity should be constituted. 5 1 10 Both thc intcr-Ministcrial Rajan Committcc as also thc Consultancy Study havc suggcstcd that constant upgradation of scicntific kno\tlcdgc is ccntral to ovcrconungthc problcm of obsolcsccncc Thc Fourth CPC had rccommcndcd that somc i m t i v c should bc givcn to cmployccs in gciicral who acquirc qualifications which arc uscful for thcir work and contributc to thcir cfficicncy We have recommended elsewhere for all Group A Officers a general scheme regarding meetings of National and International Bodies. The Group A S&T Odficers should similarly be granted permission to become members of one national and one international institution or society, duly recognised, approved and listed by the concerned authorities and the subscription made on such memberships may be fully reimbursed by the Government. Approval and recognition of such bodies for membership should be based on an integral relationship between the specialisation practised by the officer concerned and the nature of the nationalhternational bodies to which membership is sought. Attending national and international conferences by R&D professionals should be cncouraged in order lo providc opportunities to them to enhance latest knowledge and skills, prcscnt and obtain papers in R&Dconferenccs and enhance creative capacity We recommend that R&D professionals should be encouraged to attend at least one national conferenceevery two years and one international conference every four years at Government expense Care should be taken by the organisation concerned that such attendance is only at conferences of substantial standard. The authority competent to approve the participation should accord timely approval. Such conferenceswhen held in India should not lead to the normal work of the organisation being disturbed. Sabbalical

51.1 1 Sabbatical, a kind of leave granted at intervals, is presently available to the trading faculty in the higher teaching institutions and universities Government officers, including S&T personnel are presently covered by provisions of Study Leave or training on subjects directly related to duties We recommend that a Sabbatical should also be permitted in addition only to R&D professionals on the lines already available in the Universities. The total period of sabbatical in the entire career should not exceed two years and the period of sabbatical on any one occasion should not exceed one year. During the sabbatical, the officer may draw a stipend for local expenses but should not be allowed to take up a job.

t btrsuliunci .

5 1 12 Pcrmission to take up consultancies has bccn sought for lateral movcment on the analogy of mechanisms existing in thc autonomous and highcr tcaching institutions in other sectors Wc arc aware of thc csistcncc of similar schcmcs of rcscarch and advisory consdtancy on instrtutional basis providcd to the acadcmic staff in thc Indian lnstitutcs of Tcchnology, Council for Scientific and Industrial Research. ctc Wc havc alrcady obscrvcd in our discussion clscwhcrc IR this chapter thal linkages bctwccn scxntific rcscarcb and industry arc Iikcly to 624

pln'a crucial rok in soc1~.cco1x)1111c translbnnation in thc fulurc We accordingly recommend that R&D institutions should draw up their own consultancy schemes based on the following broad parameters:1)

Scientist Emerims

No individual should bc pcrmittcd to undcrtakc consultanq assignillc'ills indcpcndcntl! Only institutional consultancy assignments may be permitted.

i i)

Institutional Consultancy should bc confincd to R&D institutions and consultancy teams should consist of R&D professionals only.

iii)

The team of R&D professionals should be selected by rotation b\ thc conccrncd Institution rccciving thc assignmcnt.

iv)

The apportionment of the Consultancy fee should be done in such a manner that 75% of thc amount is rctaincd by thc institution (aficr dcducting the actual costs, and cost of infrastmcturc) and the remaining 25% is given to the consultancy team,

v)

Thc period spent on consultancy by an individual R&D professional Iind should not exceed 30 days in a y*,

vi)

The consultancy fee received by an individual in a financial year should net exceed his three months' gross emoluments.

An institutionalised system of rmgnising outstanding and except~onalscientific talent in ways other than career progression, increments, etc. ha3 been sought on the lines of gallantry awards for the Armed forces, Police and ciiilian awards. The Consultants have suggested two ways of mgnising high

5 1 ]3

performers. First, to relax the conditions in the merit-based promotions, and the second to award the status of "National Scientist" or "EminCrit Scientist", by granting free access to research through liberal travel perks, networking, ctc. for penods beyond usual m i c e . Some of the autonomous scientific institutions like the CSIR, UGC,. AICTE, ICAR, etc, have already instituted certain schemes in recognition of scientific talent, such as Emeritus Scientist (CSIR), National and Emeritus Fellowships (UGC), National Chairs in the AICTE and Emeritus Scientist in the ICAR. On a study of the provisions of the different schemes, we arc oonvinoedthat such Ischeme in the Central Government would be of immense use in not only attmctmg andretaining scientific talent, but also getting the best out of such talent. We recommend that a scheme of Scientist Emeritus should be introduced only for superannuated scientists of exceptional merit warranting national recognition. They may be permitted to draw pay of Rs.8000 (fixed) for a period of 5 years after superannuation,with the freedom to travel to any research institution in the country or abroad as per entitlement at that level, for purposes of research. The total number of "Scientists Emeritus" in Government should, h&vever, bc limited to a maximum of 5 at any given point of time, who will be d r a w from among the R&D professionals of Central-Govcmmcntbeyond the Icvcls of FCS.

625

.\*tun durd

I)usignvtrotr t

C l I4 Thc dcriiand for standard job titlcs cnvisagcs the cs-ol'ficio dcsigiiatioiis of Ikput?. Sccrclaq.. Dircctor. Joint Sccrclap. ctc i n vie\\ of thc yrlbnii,uicc of sccrctariatjobs and dealing \villi sccrctariat couiitcrparis in addition to pcrl'ortiiing S&T prograrnnic nianagcnicnt. Thcrc I S a rangc of dcsigiiatioiis prcscntl!. availablc to Scicntists and R&D profcssionals. likc Advisors. Joint Ad\.isors. Dcputj. Ad\-isors. Scicntid Enginccrs. Joint Dircctors. Assistant Dircctors. Scicipfic Officers. Rcscarch Officcrs. ctc.. Thc Consultancy study has pointed out thc,non-standard job titlcs as onc of thc disinccntivcs to a scicntific carccr. Emincnt scicntists. during oral hcaring bcforc us. havc also csprcsscd a dcsirc that dcsignations should conform to thc job rcquircnicnts. Thc carlicr CPCs did not considcr this mattcr. Wc agrcc with thc vicw that thcrc ouglit to bc standard dcsignilions. Scicntific activity is broadly obscnicd to bc pcrformcd in thrcc major ficlds - Opcrations and Applications, Scicnti fic and Tcchnological Ad\,icc. and Managcmcnt of Scicntific and Tcchnological Missions and Programmcs. Tlk Opcrations ficld of activity cithcr rcndcrs scrviccs dircctly to thc public. or cngagcs in ficld activities to.bc uscd dircctly for the bcncfit of thc public. likc Sun? organisations, Public works; Civil, Elcctrical and lrrigation Scr\.iccs and Projccts, Locust and Cyclonc Warning systcms and forecasts, ctc. Somc organisations arc cngagcd in providng scicntific and tcchnological consultancy, aid and ad\.icc in thcir rcspcctivc fields of activity. which wc may rcfcr to as thc Advison. Ficld.*TheProgramme Managcmcnt ficld would c o w such activitics as arc idcntificd with a definitc beginning and definitc cnd in accordance ?vith a plan. includmg the scientific and technological missions and projccts. We recommend that standard designalions should be adopted among scientist administrators Our recommendations in this regard, based on pay-scales, are as given in Annexe 51.1.

I

Flexible Complementing %erne

I

General introducrio" and objectives

51.15 On the recommendations of the Third CPC this schcmc (FCS) was introduced for scientific services for promotion from onc grade to another aftcr a prcscribcd period of service on the basis of proven merit and ability irrcspcctivc of thc Occurrence of a vacancy. Initially introduccd in a few scientific Departments and autonomous bodies cngaged in scientificrcsearch and development activity, thc schcmc has now been extended to ten major S&T Ministries, Departments and organisations, as also some scientific personnel in other organisations. Thc guidelines on the subject stipulate that FCS can be introduced for scicntific pcrsonncl in organisations declared as S&T institutions by the Department of Scicncc and Technology, which perform scientific activities of rcscarch and dcvclopmcnt and other act'ivitir;s closely linked thereto. Thc schcmc is fully flcxiblc from the entry lcvcl of Group A, i t . Scientist B (Rs.2200-4000) to thc highcr SAG Icvcl of Scicntist H (Rs.5900-7300).In somc organisations, thc dcsignations havc bccn adopted differently.

I)isioriiotr.s iir ilrr

.i1 1 6 Thc schcmc as originally formulatcd by thc Third CPC and subscqucntly implcmcntcd cnvisagcd thc rcquircmcnt of uniform application and cstcnsion to all scicntific posls csccpt thosc pcrtaining to administrativc and advisory functions in thc Ministrics and Dcpartmcnts. It also rcquircd that thc opcration of thc schcinc should not result in structural distortions.

.scltcnrr

,

626

I

)I

\/>lr,.rlrc'c

Slcgp~slrotrs nrcr,A* It1

rhc pusr

Itrudequacirs of rile exir~itrg provisions

$ 1 17

c c largc nuiii1~crof iiiciiioraiida rccci\cd b! us the organisations havc dcmandcd c\tcnsion of tlic FCS to llicni in tic\\ of tllcir dcclaration as SbiT organisations A numbcr of disparitics ha\ c also bccn pointed out bctnccn tlic S&T organisat ions \\ i t l i i u tlic FC'S mechanism l3csidcs. mcniorandists liavc also ashcd for a gcncral parit! bct\\ccn thc scicntific and ilic all-India scn iccs in tcniis of pa! -scales and carccr progression In a

\

5 I 18

A nunibcr of working groups and committccs ha\z at various timcs gonc into thc \\orking and inadcquacics of thc schcmc and nladc sugcstions for improvcmcnt of its diffcrcnt mcchanisnis. Thc most rcccnt onc among thcm was thc sub-Group of thc Scicntific Aduison Committcc to thc Cabinct (SACC). which pointcd out a numbcr of distortions including lack of uniformit\- in application. numbcr of pay'scalcs, rcsidcncy pcriods. ctc. It also madc suggcstions on uniform application of thc schcmc and its critcria. Wc h a w kcpt in mind thc suggcstions madc b!. thc sub-Group in making our rccommcndations.

5 1.19 Wc havc oursclvcs obscwcd a numbcr of inadequacies in thc schcmc. Organisations covcrcd undcr thc csisting arrangements also face somc distortions. First, with promotions grantcd undcr the Flcxiblc Complementing Schemc for scientists. a largc numbcr of thcm tend to conccntrate towards thc middle or top of the FCS hicrarchy, with cflux of timc. Sccondly, with activities not directly linked to rcsearch, experimentation or development, also covcrcd by the scheme, there is flight of talent from thcsc basic scientific activities to administrative and managerial positions. Thirdly, there is no clear distinction between S&T and non-S&T organisations, with the result that there is no standard application of FCS guidelines. The scheme has not been applied uniformly with regard to a number of parameters -scales of pay, residency periods, eligibility criteria and appraisal and assessment procedures, designations, dates of effect and application of guidelines. In certain organisations FCS has also been extended to Scientific Staff, albeit in a limited way.

R&D profiss'o'ru's

51.20 We first take up the question of defining R&D organisations, personnel and activities. We have already brought out the distinction between the Scientist administrator and the R&D professional. We suggest that an R&D professional should be defined as a person who possesses academic qualifications of at least Master's degree in Natural, Agricultural or Social Sciences, or a Bachelor's degree in Engineering, Technology or Medicine, including scientists, engineers, doctors and other research professionals, and who while working in those capacities creates new scientific knowledge and innovative, engineering, technological or medical techniques, including persons with scientific and technological training engaged in professional research and development work predominantly throughout their working lives. Only Executives fulfilling the eligibility criteria will be covered under onc definition of R&D profession. For purposes of application of the FCS, there is also need to define R&D posts, activities and organisations, which has been given in Annexe 51.2. We recommend that these definitions should be adhered to while applying the modified Flexible Complementing Scheme as suggested by us in the forthcoming paras.

I'clrrn. ~vrlir.4 11 I t r d r a S e n ice\

5 1 21 On thc qucstion of parity In thc scalcs of pay in thc scicntific scrviccs and thc all-India and organiscd Group A Central Scnwcs, we obscnc that the scalcs of pay of Rs 4 100-5300, Rs 5 100-6300 and Rs 5900-7300, havc bccn 62 7

;idoptcd \itidcr the FCS i n sotiic organisntions. aiid not 111 o~licrs.hcsidcs "spccid .. scalcs" crcntcd b! sonic of the Sctciitilic Ilcpartiiiciits Ibi iiicrtt proiiiotioiis I Iic iiircr-Mrntsrciin1 Knlnii ('onimtttcc has not sccn an\ ic;isoii to disturb tlic prcsciil o i i scnlcs o f pa! rclalii ttics ti1 the tuo slrcains In our gciicral rccoaiiiiciidrr~roiis i n tlic rcki ntit chaptcrs \\c hnvc suggcstcd r ~ t i o i i ~ l i ~ iOt~~S iO~I IiIiCS ~ ~ I I C S of 1,atcr 111 his cliaptcr. \\c hnvc suggcstcd iiicnsiircs to bring tlic scnlcs l o a iiiiiforni dispcnsn~ron\\ i t h i n thc Flc\iblc Coii~pl~iiicntiiig Schciilc t l ~ ~ ~ l i / i ~ v l i ~ h ~5r r1 h22 lc~ I

Siiicc FCS in its prcscnt fomi has rcsiilkd i n structurnl distortions and Inch 01' uniformit\ in application i n thc idcntilicd organisations. tic I'ccl that thcrc I S nccd for rcvisioii thcrcof A scparatc assurcd carccr progrcssion schcnic has bccn scpnratcly rcconiiricndcd for all catcgorics Cdnsidcring thc diflicult\ 01' lcsscr mailnbtlity of posts at higlicr Ic\cls for scicntists doing R b D norh. we recommend a modified Flexible Coniplemcnting Sclienie for RR 1) professionals at Group A level, in place of the existing scheme. The modified FCS should be made applicable t o all eligible R&D professionals who work in fields o f creative research activity throughout their service, in a l l

~ilfll~lll~flll~flllll~

Departments, including Space, Atomic Energy and Defence Research and Development Organisation, without special dispensations for individual departments. Professionals posted t o Secretariats of Ministries and Departments, will be excluded from this scheme, and will be subject to the normal Assured Career Progression scheme. Organisations already declared as "S&T" and approved for FCS, other than the Secretariats Organisations will continue with the FCS in its modified form. FCS will not apply to personnel falling in the existing Group B,C & D categories for whom the provisions o f ACP will apply. Pm ~ c n l rmid , re rrdolc\

5 1 23 Thc schcme in its present form pro\ idcs carccr progrcssion ovcr a \wying numbcr of pay scales in differcnt organisations, and with diffcrciiccs i i i the rcsidcncy periods, as given in Annexe 51.3. In ccrtam organisations. cnough pa!. scalcs arc not available for eligible scientists to bc promotcd Kccping in mind the nccd to provide quickcr promotions at thc initial stagcs of n scicntific carccr. we recommend that the pay scales over which the modified FCS should be uniformly applied in all R&D organisations should be restricted t o the following six, with the residency periods shown against each:-

1) 2)

3) 4)

5) 6)

Rs.2200-4000 Rs 3000-4500 Rs.3700-5000 Rs 4500-5700 Rs 5 100-6300 Rs 5900-7300

3 \cars 4 ycars 4 ycars 5 ycars 5 ycars

Thc scales of pay of Rs 4 100-5300 and Rs 5900-6700. \vhcrc\,cr provided for prcscntl).,~111not be part of thc m&ficd FCS. All R&D institutions must adopt uniform residency periods indicated against each scale, and no departure thereform should be permitted except to the extent indicated in the succeeding paragraphs. k l i g i h ~ l l / A, \ . I \\1'\\tll1'll/ oi/c'riii

51 24 Thc application of cligibility and asscss~iicntcrttcria has also lcft scope for uniforniity to bc introduccd . Ccrtain organisations, wc obscrvc. rcsort to pro\m mcrit as ucll as a niininium rcsidcncy pcriod, whilc othcrs to thc latter

62 x

alonc Thcrc arc also dillcrcnccs in applying rclasations for c\ccptional mcrit for advancing promotions uiidcr thc schcmc, through asscssnicnts We recommend that exceptionally meritorious candidates should be granted relaxation in residency period upto a maximum of two occasions in their entire career, the relaxation being o f not more than one year on any single occasion. Ifa candidate i s unable to qualify for advancement, helshe should be required to "cod-off' for a period o f 3 years before being considered for the FCS on a secpnd occasion at the same level. In case the candidate i s unable to qualify on (he second occasion hdshe should again "cool-off' for another three years before being finally considered on a third occasion. Failure to qualify thrice at the same level, should disqualify the candidate permanently from the FCS and hdshe should continue in the Assured Career Progression scheme. The Assessment criteria for advancement under the FCS should be strict requiring proven merit, evidence o f progressive research work and oerformance in interview besides the minimum residency period. There shoold be no prior screening for referring eligible candidates to the Assessment Board. This will ensure that candidates arc not blocked from consideration due to internal biases in the organisation We recommend that Confidential Performance Appraisal Report (CPAR) Forms adopted by the DROO should be uniformly used by all R&D institutions identified and approved for FCS. Composition nnd m A n g 01 Assessment

Boards

5 1 25 hatisfkction has been expressed on account of the regularity with which the Assessing Committees or Boards meet as also their constitution. Scientists have complained of delays in constituting the Boards as well as the capacity of Members to arrive at a balanced judgement We recommend that Assessment Boards should be uniformly constituted for all assessment proposals, with at least 50% o f the members being from outside the organisation where the proposal is to apply. Also 50% of the members of the Board must be subjectmatter experts in the concerned field of activity. The Board should meet regularly every six months in January and July. All appointments under FCS should be on regular basis in all the scales and no ad-hoc appointments should be resorted to. The date of effect o f promotions should be the date of eligibilitylrevised eligibility (as the case may be) for promotion, applying FR 22C,as modified by us, i n the relevant chapter. Thus an R&D professional

should not suffer due to delayed assessment. Extension of FCS

Extension of the FCS has been vehemently demanded for scientificposts and institutionsnot yet approved for the scheme, though recognised as S&T, as also scientific groups in non-Scientific organisations, and other nonscientific posts in non-scientific organisations. We have specifically suggested exclusion of Scientist Administrators, non-R&D institutions, and Secretariats to be outside h e purview of FCS, for whom thc-AssuredCareer Progression scheme will apply. While we are awak that our proposals are likely to result in yithdrawal of the FCS from certain organisations, our intention is clcarly to restrict it as fast track carccr only for those wholly cngagcd In K&D activitics. Accordingly, we do not rccommcnd cxtcnsion of thc FCS to organisations othcr than those pccscntly ccvcrcd by it. Thosc organisations so covcrcd should also fall in linc with the modifications that wc havc now suggcstcd. Thc Dcpartmcnt of Scicncc & Technology, as thc nodal agcnq for thc purposc, should rcvicw all thc existing and futurc proposals for application of FCS, as now rcconimcndcd by us, for S&T institutions alrcady rccogniscd vidc the 1083 ordcrs 5 1.26

623

51 27 Tlic plcthora of dcsignations across organisattons aiid thc confusions crcntcd by thcrn undcr thc FCS h a w proiiiptcd us to suggcst that llicrc should bc soiiic uniformity in dcsignatiiig thc Icvcls uiidcr thc FCS For thc Sciciitist Administrators strcam \YC havc alrcad!. suggcstcd a varicty of standard dcsignations W e recommend that R&D professionals mag be uniformly designated as follows at different levels:-

Rs.2200-4000 Rs. 3000-4500 Rs. 3700-4500 Rs.4500-5700 Rs.5 100-6300 Rs. 5900-7300

PI P2 P3 P4 P5 P6

5 1.28 Thcrc is a simmering apprchcnsions among sonic scicntisls that FCS is bcing opcratcd to favour a select few. Methods and proccdurcs somctimcs lack uniformity and rcasons for rcjectiodsclcction arc always confidential rcsulting in room for biascd judgcments and dissatisfaction'with thc systcm. Thc Fourth CPC had obsend it was necessary to cnsurc that thc s!stcni was bascd cntircl!. on an objective asscssmcnt of merit and that it was not uscd mcrel!. to providc for career progression on a time-boundbasis. Whilc our rccommcndations on uniform pay-scalcs, rcsidcncics and procedures will go a long way in dispclling thcsc xrccptions, wc~fcel that there is need to makc thc s!'stcni morc opcn, objcctivc, casonablc and transparent, LO eliminate subjcctivity and masimise satisfaction with the scheme, as far as possible.

Geiieral Inrroducrioti

5 1.29 To support the effort of the offices engaged in Scientific activity there is a large numbcr of scientificzandtechnological staff. They arc distributed across various'Ministrics, Departments, attached and subordinate offices, including national laboratories and field programmes. They assist scientific officers in setting up experiments, conducting various tests to asccrtain physical, chemical and other properties of samples and in collecting information from various technical papers, field reports, surveys and documents for the purpose of planning new experiments, .or assisting officers in writing technical reports, programmcs and projects. Some of them arc engaged in regulatory, training and cstcnsion type of work, such as food and drug control, agnculturc cxtcnsion, ctc. Still others perform work of routine character like preparing reagents, conducting standardiscd tests, calibration and so on. The level of duties, howcvcr, docs not v a v to a grcat dcgrcc. They are usually recruited with basic qualifications of graduation or postgraduation in science, dcgec or diploma in cnginccring, or cvcn matriculation ivith scicncc, with or without special diploma, ccrtificatcs, training or cspcricncc.

51.30 Scientific staffman about 15,l 12 posts. Ncarly onc-third of thcrn arcpart of a common category of laboratory tcchnicians and staff. who havc bccn in this report. Thc remaining pcrsonncl arc usually placcd at thc covcrcd clsc~~hcrc Group B and C lcvcls bctwccn scalcs ranging from Rs.2375-3500 to Rs. 12002040. Thcy arc-also promotion posts for Laboraton, staff and technicians and fccdcr gradcs to posts bf Scicntists and R&D profcssionals. A largc nurnbcr of dcsignations . and job titlcs cxist undcr this catcgory of staff in diffcrcnt 630

orgaiiisations. Ihc most usual ones bcing Scicnti~c/TcchnicaI/Rcscarch Asslstaiits (both Sciiior as wcll as Junior) and Ofliccrs 31.31 Thc Sccond CPC obscrvcd that Class II posts arc gcncrally fillcd by dircct rccruitniciit though a small pcrccntagc is sct asidc for promotion.. Thc incumbciiis arc rcquircd to posscss at lcast a Mastcr's dcgrcc; %lass 111 posts gcr$rally rcquirc a Mastcr's dcgrcc or an Honours dcgrcc. That C.P.C justificd a qualitativc distinction bctwccn class I1 and lowcr posts on thc basis of quacfications and dutics. It also pointcd out a diffcrcncc in thc work in National Laboratorics, pcrtaining to long rangc problcms of fundamcntal rcscarch. It rccdmmcndcd onc scalc as suficicnt at thc Ic\d of Scnior Scicntific Assistants and rcduction in thc numbcr of scalcs for lowcr posts. That CPC also rccomnicndcd rclasation in agc to cnablc scicntific staff to compctc for highcr posts and staridardsation of dcsignations. Thc Third CPC also rccommcndcd along similar lines, but attcmptcd no dircct distinction bctwccn laboratory and othcr S&T staff. It advised that 4 scalcs below thc Group B Gazettcd lcvcl wcrc sufficient for this category of staff. Both CPCs pointcd out'the lack of promotion avcnucs in thcsc grades on account of small cadrcs and isolatcd posts. Thc Fourth C.PC did not make any obscrvations on S&T staff cxccpt granting rcplaccmcnt scalcs undcr vartous Ministries. llemands in Memoranda

5132 A large number of demands made in memoranda receivcd by us, concentrate on the issues of anomalies in pay-scales, isolation of posts, small cadres and mulhple levels of drect recruitment, stagnation problems,organising thc Scientific staff mto a common service has been demanded along with extension of the Flexlble Complementing Scheme, permitting private consultancy and grant of Non-practice allowance Special allowances have been sought for higher qualifications, difficult postmgs, nsk, conveyance, purchase of special journals and membershp of professional bodies Enhancement of the age of superannuation has also been demanded on account of higher achievements of scientific staff and a general increase in longevity

Infer-ministerial working Group

51.33 To analyse the demands made in memoranda, the implications thcreof, and for examination of pay-scales, qualifications and designations, we cdnstitutcd an inter-Ministerial Working Group on Scientific Staff with rcpresentatives of MinistriedDepartments which have a substantial component of such personnel in their establishments. We have kept in view the Working Groups' suggested, in making our recommendations.

Mulliplc levels o/ Direct Recrui1nrenl

5 1.34 Direct recruitment among the scientific staffexists at almost every level of pay-scales and without any &form linkage with qualificatio,h.*We observe that somc Post-graduate and engineering degree entrants are placed in the scalc of pay of Rs. 1400-2300, while somc are placed in higher scalcs. The entry lcvel of graduates in scicnce also varies from the scale of pay of Rs. 1200- 1800 to Rs. 16402900. Scicntific staffhave dcmandcd that Ph..D. dcgrcc holdcrs must uniformly bc placcd in Group A and Enginccrs in Group B'Gazettcd levcls, irrcspcctivc of thc post in which initial recruitment has taken placc. Thc Sccond CPC favoured clcnicnts of dircct rccruitmcnt at Class II and Scnior non-gazcttcd positions bascd on a uniform application of qualifications. Thc 3rd CPC also bascd its rccommcndations on qualification. Wc havc bccn infornicd that dircct cntnp at too many Ic~clscrcatcs problcms of stagnation. Wc havc not noticcd Ph.D. as an csscntial'minimuni qualification at any of thc Group B or C Icvcls. Taking into 63 I

accouiit various aspccts, we rcconinlend that for direct recruitnrcnt qualificatiori should be prescribed unifornily as follows, as far as possible:-

SUGG EST ED QUA L I F 1CAT 10N S

PAY-SCALE I

RS 950-1500

Matric + o i q c a r ccrtificate

2

Rs 1320-2040

Matric with Scicncc + two->car diplonia

3

RS I ftf)O-2660 RS 2000-3500

B Sc GraduatcdDip in Engg Enginccr ing dcgrccl Post -graduat ion

4

Ministries should avoid prescribing very high or specialised qualifications against these Gsts as "essential". Posts at scrial numbcrs I and 2 abovc usuall> exist in iaboratorics and in thc k i d forming fccdcr grades to the othcr scicntific posts In viewof thc abovc rccommcndation, combined with rationalisation of certain scalcs of pay, we also recommend that direct recruitment should usually not be made in the scales of pay of Rs.1350-2200, Rs.1350-1800, Rs.1400-2300, Rs.1640-2900, and Rs.2000-3200 except where functional requirements specially demand direct recruitment. Direct recruitment at the level-of Rs.2ooO.35OO should be reduced wherever justified, taking into account direct recruitment and stagnation at the irnmcdiately ncxt lowcr lcvcls Direct recruitment at this level should not generally exceed 6G%, and educational qualifications laid down for direct recruitment should apply to promotions also. Organised cadres ofsg-Tsluf

.Inli-slagnarion devices

5 1.35 Scientific staff have also demanded that they be made part of organised cadres,and small compartmentaliscd cadrcs and isolatcd posts should be avoided. -It is observed that a very large numbcr of posts in the S&T field at the non-gazetted level, require common general qualifications like B.Sc. or M.Sc.. Certain posts require more specific qualifications like B.Sc.(Agriculture) or B.Sc. with special diplbma. We note that transferability throughout the country at these levels is generally not resorted to. It is also not practicable to organise a single service of thesz'psts, because of very large numbers and specific requirements of Ministries. We, however, recommend that there should be no isolated post in Government. Ministries should .draw officials either by having'their posts declared as cadre posts, or by drawing officials of these servicesfcadres on deputation. 5 1.36 .

Compartmcntalisation and isolation of posts havc been cited extensively in mcmoranda as impochmcnts to carccr progrcssion. To ovcrcome this problem, it has been suggcstcd in these memoranda that Flexiblc Complcmcnting Schcme as applicablc to thc Group A scrviccs should be cxtendcd to thc other scicntific and tcchnical staff also. The Second CFC rccommcndcd a sclcction grade and age rclasation for dircct rccruitmcnt of Central Govcrnnicnt S&T staff as antistagnation mccbanisms. Thc Third CPC did not favour filling thc Class 11 posts cntircly by promotion and suggcstcd dircct rccruitrncnt where cxpcricnce of a particular kind is being sought. 632

Wc obscnc that ccrtain orgatiisations. likc tlic DRDO. Dcpartmciit of Spacc, c1c haw also inlroduccd Flc\iblc Coniplcmciiting as a carccr progrcssioii iiicasurc for staff othcr than Group A Wc havc rccomnicndcd abovc thc approprialc cntn Icvcls and pay-scalcs for sciciitific stam We recommend that direct recruitment

at consecutive levels should be avoided as far as possible. It may be permitted only in cases where the number of posts of the next higher level is very large and cannot be allowed to be filled 100% by promotion. Scicnlific stflhavc oftcn to rch on dircct rccruitmcnt to highcr posts for purposcs of carccr advanccmcnt It has bccn rcprcscntcd to us that such rccruitnicnt i s not opcn to compctihon for most of thc S&T staff, as vacancies arc not only limitcd but thcrc arc also age limits at 35 and 40 ycars, which prcvcnt scnior and cxpcricnccd pcrsonncl from applying Thcrc i s mcrit in thc dcmand Bcsidcs a\soiding dircct rccn,utmenl at consccuhvc Icvcls, we recommend that departmental candidates should be permitted age relaxation for direct recruitment to higher posts of scientific and technical character upto 45 years. We also recommend that S&T posts at Headquarters and Secretariat should provide for deputation arrangements from attached and subordinate offices, as far as possible, In view of our before resorting to recruitment from outside. recommendations on the assured career progression scheme made in the relevant chapter, we recommend withdrawal of all existing arrangements of limited Flexible Complementing scheme for Group.B,C,D Staff. Extension of FCS to posts other than the Group A R&D professionals is also, therefore, not recommended. Nott-cot1sultatlc.v

.4 110 wattcr

General pay sc>ales

5 1.37 Scientific staff argue that therc is scopc of consultancy and private scientific creative work outside the sphere of official duty, and either such consultancy should be permitted or a Non-consultancy allowance, on the lines of NPA to doctors, should be granted. We note that NPA is granted to doctors for being available at all hours irrespective of duty timings. We are not convinccd about the justification for private consultancy, as has been put forth by the scientific staff. We therefore do not recommend grant of Non-consultancy allowance to S&T staff. 5 1.38

Elsewhere in h s report, we have also made out recommendations in the matter of general pay scales, risk allowance, allowances for rural and difficult postings, special pay for higher qualifications, age of superannuation etc.. We do not think that a separate dispensation, other than what has been recommended, is necessary to S&T staff in general. .The relevant chapters may be referred to in this regard.

633 :

Annexe 1

(SCCPars 51.14)

Pay Scalc

Opcrations lk Application

Advisory Ficld

Progr amnic Managcmcnt ficld

Rs.XOOO/-

Dircctor Gcncral

Adviscr Gcncral

Control lcr Gcncral

Rs.7300-7600

Dircctor GcncraV Addl. Dircctor Gcncral

Adviscr Gcncral/ Addl. Adviscr Gcncral

Control Icr General/ Addl.Controllcr Gcncral

Rs.5 900-7300

Joint Dircctor Gcncral

Joint Adviscr Gcncral

Jolrd-

Dy.Dircctor

Dy. Adviscr

Dy. Controller

General

Gcncral

Gcncral

Rs.4500-5700

Dircctor

Adviser

Controller

Rs.3700-5000

Joint Director

Joint Adviser

Rs.3000-4500

Dy. Director

Dy. Adviser

Dy. Controller

Rs.2200-4000

Asstt. Director

Asstt.Adviser

Asstt.ontroller

Rs.5 100-6300

634

Gcncral

Annexe-5 1.2 (Scc.Para 5 I .20)

Definition of R&D Professionals & Posts fCIllOWS

Thc tcrms R&D profcssionals. RCGD post. activit\, and organisations may bc dcfincd as i>

R&D Professionals, including Scicntists, Enginccrs, Doctors and othcr Rcscarch Prafcssionals, arc dcfincd as pcrsons who posscss acadcmic qualifications of at least Maskr's dcgrcc in Natural/Agncultural/ Social Scicnccs, or Bachclor's dcgrcc in Enginccrin~echnology/Mcdicinc,and who whilc working in thosc capacitics crate new scientific howlcdge and innovativc cnginaring, tcchnology or mcdical kchmques, including persons with scicntific and tcchnological training cngagcd in professional research and dcvclopmcnt work throughout thcir working livcs.

ii)

An R&D Post is dcfincd as one, thc incumbent of which is a scicntist, cngincer, mdcal or other R&D profcssional in a scicntific institution/organisation'cngagcd in generation and advanccmcnt of scicntific and tcchnical knowlcdgc.

111)

R&D Activity will be dcfined as activity dircctl\.rclatcd to Rcscarch and Development in the following thrcc arcas :-

iv)

1

Basic Research - Original invcstigation to gain new scicntific or technical knowledge directed towards a specific practical aim or application

2.

Applied research :-Original investigation to gain new scientific or techtllcal knowledge dlrected towards a specific practical aim or objective.

3.

Experimental development :- Use of scientific knowledge to produce new or substantially improved materials, devices, products, processes system or services.

Excluded activities:- All thosc activities, which are closely linked to R&D in terms of operations, institutions and personnel, and those whcrc only the fruits of such research are utilised, including afhinistrative, advisory and programme implementation activities and such activities in posts in Secretariats of Ministries/Departments, will be outsidc the purview of such definition. The following will be specifically excluded :a)

,

Scientific and Technical information, data collcction, tcsting and standardisation, feasibility studies, for engineering products, specialised medical care, patient and liccnce work;

b)

Geological, Geophysical, rnctcorological and naturc rcsourccs survcy, including mapping,

c)

Scientific activities of muscums fabrication of prototypcs,

63 s

in

tcrms of display of cxhibit and

v)

d)

Zoological and Botanical gnrdciis (floristic and faunistic suncys).

c)

Application of S&T for rural cstciisioii. marketing and storagc, in\cntoq. control and productivity cnhanccincnt. projcct implcnicntation and schcduling, fabrication and construction of plaiit and cquipnicnt, dcsrgn cnginccring sctviccs and tcchnical consultancy . and

r)

Post-gaduatc cducation in ScicncdAgriculturc at Univcrsitics and cquivalcnt Icvcls in cnginccring and tcchnolog..

R&D Organisation :-will bc dcfincd as institutions charactcriscd by pursuit of cxccllcncc, cngagcd in rcscarch and dcvclopmcnt, covcring a broad spcctrum of pure and applied rcscarch with the esscntial fcaturc of innovative character, and creativc spirit of enquiry that pcrmcatcs thcir ovcrall functioning, and highly qualified and skilled tcchnical pcrsonncl.

Annexe 5 I .3 6 e e p a r a 5 1 231

1 1 1 SCALES

D

RESPDENCY PERIOD

r

SD !

2200-4000

3000-4500

I 3700-5000 I

4

1

-

I

4

4500-5700

5 100-6300

I 5900-6700 I

~

5

5900-7300 7300-7600

TOTAL Nolc

20

21

25

15

28

..I hough the Idormation has not been received from DAE,the scheme is identical to that of IIOS, as mentioned b) representatives during oral discussions

63 7

General Iirtroductiotr

CentralIfealth Service

52. I Hcalth and Medical Scrviccs in Govcrnnicnt exist both in organised as well as unorganiscd form with about 8477 posts. Thcrc are three organised services - Ccntral Health Scrvicc, Indian Railway Mcdical Service and the Indian Ordnancc Factories Hcalth Scnicc - bcsidcs thc serviccs cxclusive to the Armed Forces in the Army Mcdical Corps, and thc Mcdical Officcrs of the Central Police Organisations. Thcrc arc some mcdical posts outsidc thc organised services in certain offccs and dcpartmcnts of thc Central Govcmmcnt. Holders of medical posts arc required to obtain at lcast a dcgrce in modcm mcdicine as prescribed by the Mcdical Council of India and be rcgistercd by it or the Medical Council of a State.

52.2 The Central Health Service consists of 5233 medical officers. It is organiscd into four sub-cadres from entry level to the Senior Administrative Grade. Thereafter, it merges into a common hierarchy for promotion to the higher adrmnistrativcpositions upto the Director General of Health Services, as follows:a)

b)

3621 General Duty Medical Officcrs - with entry at the level of Rs.2200-4000, recruited through thc combined medical serviccs csamination of thc UPSC; and Sp.wialists- cntcring scrvicc in thc scalc of Rs.3000-5000 by dircct rccruitmcnt through thc UPSC in thrcc sub-cadres - 697 Nonteaching (Hospital) Spccialists, 538 Tcaching Spccialists and 7 1 Public Hcalth Spccialists.

Bcsidcs thc above, thcrc arc 293 SAG (Rs.5900-6700) posts and 12 HAG (Rs.7300-7600) posts and a post of DGHS (Rs.8000 fixcd), which arc encadrcd in thc scrvicc. Cchtral Hcalth Scrvicc Mcdical Officcrs man thc CGHS : 638

dispcnsarics, Ccntral Govcriiiiiciit Mcdical Collcgcs and Ilospitals. k l h i Administration hospitals aid dispciaarics. Ministry of Labour. P&T Dispcnsarics. Union Tcrritorics. Assam Rillcs. and Public Hcalth lnstitutions Unlihc thc Cciitral Hcalth Scn icc. thc Railway Mcdicai Scn ICC. miisisling of 2569 Mcdical and Dcntal Doctors. has no sub cadrcs Tlic sljccialist positions arc nianncd by suitably qualificd doctors from aniong thc incd~cal pcrsonncl in thc Railway Hospitals, dispcnsarics. and clinics It has a coninion cadre throughout its mcdical hicrarch~~. licadcd by a Dircctor Gcncral (Rs 73007600) Thcsc mcdical officcrs arc also rccruitcd through thc combincd nicdical scn iccs cumination of thc UPSC Thc cadrc structure follows a pattcrn similar to that of thc Gcncral Duty Mcdical officcrs of thc CHS 52 -3

52 4 Thc Indian Ordnancc Factoncs Hcalth Scrvicc compriscs 275 posts 46 in thc spccialist sub-strcam, 225 in thc Gcncral Duty sub-strcam and 4 at Hcadquartcrs, common to both strcams Thc mcdical officcrs of this scn'icc man thc mcdical posts in thc Ordnancc Factor! Hospitals, dispcnsarics and clinics !\ledicu/Posts services

orgarrised

j2.3 Thcrc arc no tcaching and Public Hcalth Spccialists' posts.outsidc the 'Central Health Scrvicc. Bcstdcs 4hc- organiscd scniccs, thcrc arc somc posts in tht Dcntal stream and thc Indian Systcms of Mcdlcinc and Homeopathy. Mcdical pcrsuuici arc also manning dcpartmcnt-spccific positions for exclusivcly catering to the cmployees of thc Dcpartmcnt/Officc at the field locations, like the Dcpartmcnts of Spacc and Atomic Encrg?., Ccntral Police Organisations, ctc. with o w 250 posts.

Ge,rieral De,nraildsCr ii4emoratida

52.6 Demands reccivcd by us from diffcrcnt Associations of Doctors of thcse senices in common rclatc to thc upgradation of thc entry levels and career progression up to SAG and beyond, et par with the best of Group A services. Med~calpersonnel also seek rationalisation and enhancement of non-practising and 3ther allowances, incrcasc in thc rctircmcnt age and terminal benefits, protection from risk of infcction, enhanccmcnt of study lcavc to 3 y e h s in view of longer duration of courses and provision for leave and other reserves, service perks like housing, residential tclcphonc, secretarial assistance, along with other issues rcgarding the creation of an All Indla Health and Mcdical Service, dis- continuance of multiple lcvcls of cntry and transfcr of cadrc control from the Ministry to the DGHS. Supcr specialists havc.dcmandcd crcation of a scparatc sub-cadrc with a higher cntry Icvcl.

Servicc-Specijic Ueiwitids

j2.7

Thc.Associationsof various mcdical officcrs-in dlffcrcnt cadres and sub-cadres. haw also made dcmands rclating to thcir rcspcctivc services. Whilc thc dcmands of Gcncral Duty Mcdical Officcrs arc conccmcd about carccrprogression upto and bcyond JAG(NFSG), abolition of the system of sub-cadrcs and crcation of a cadrc of hospital administrators csclusivc to thcm, Spccialists 1im.ca s k d for a higher cntr?, IcvcI oil account of much latcr induction into scn'icc. Thc Raihvays' Mcdical Officcrs 1im.c dcmandcd a pattcrn similar to that of thc Central Hcalth Scrvicc with Spccialists' sub-cadrcs ct al. Thc!. havc also dcmandcd that thcir Dircctor Gcncral bc upsradcd to thc rank of Sccrctan. in thc pa!. of Ks XOOO(fiscd). Officcrs of thc lndian Ordnancc Factorics Hcalth S c n k c h n i askcd ~ for upgradation of f'rincipnl Mcdical Officcrs to thc SAG lcvcl and

rcstnicturirig Oicir cadrcs for a bcttcr carccr Dcntal Surgcons 1m.c also askcd for "Spccialist" posts in thcir cadrc. \\.ith intcgratioii into thc Cciltral t-lcaltli Scrjxc PIi!ski,uis of Ihc Indian Sjstcms of Mcdicinc and Homcopatli!~1iai.csouglit parit!. \\it11 CHS doctors b!. cstcnding rccommcndations of tlic Tiklioo Coniniiltcc to thcni. 52.8 Thc Fifth CPC cngagcd a consultant!. stud!, through thc Indian lnstitutc of Public Administration, to suggcst nicasurcs for rcslructuring tlic mcdical scnkc's, kccping in mind thc dcmands and aspirations of thc nicdical pcrsonncl in thc Govcrnmcnt, as also thc cnicrging rolc of thc Go\mimcnt i n thc hcalth scctor, in thc changing socio-cconomic situation in tlic countn,. Suggcstions niadc by thc study havc bccn kcpt in vicw by us \vhilc making our rccommcndat ions.

('f~tl.~ll/l~Illl~l~ . ~ l I l ~ f" Vt

Rc.vIrt~c/itr~ti~

/~c.coninrc*tid~ilio,r tJrcldl' 'Ir

5 2.9

A numbcr of Committccs in thc past havc gonc into thc nianncr of

rc-organising thc Mcdical Scrviccs. Constitution of an All India Hcalth & Mcdical Scnice has cngagcd thc attcntion of thc Goi*cmnicntin thc past considcnng thc necd to havc a propcr hcalth dclivcry systcm for achicving thc Soal of "Health for all by the year 2000 AD". Bcginning with thc Bhorc Comrnittcc in 1946. thc Mudaliar Commitkc (1961), Jungalwalla Committcc ( 1967). diffcrcnt Parliamentary Committccs, Sarkaria Commission on Ccntrc-Statc relations, and thc Tikku Committcc (1991), have all brought into focus thc nccd for structuring thc medical services in line with the Health Policy objective. Thcsc rccommcndations stipulate that there should be no wastage of talent through utilisation of qualified pcrsonnel on routine duties. Compartmentalisation and cxccssive specialisation should be avoided, and interchange and rotation of the officers among clinical, public health, teachmg and research branches, be permitted by integrating curative and preventive measures. Internal recruitment of Gcncral Duty Officers with specialist qualifications to the posts of Specialists be taken up as a onc timc measure. Constitution of an All India Health & Medical Service on priority, has also been suggested envisaging lateral entry, deputation and short-term contract. These options have bccn kept in mind by us in making our rccommcndations.

lir~'Pclst organising and

OUR RECOMMENDATIONS A / / Ittdia Iieallii otldMedica/

Service

52. 10 The Government have indcated that the issue of creation of the All India Health and Medical Service was taken up with thc Statc Governments in pursuance of the recommendations of the Sarkaria Commission. Howevcr, the proposal was accepted only by 4 states, while 5 othcrs laid down certain conditions and anothcr 5 did not accept it. As a result, thc proposal has not made much hcadwa).. Thc Consultancy study has pointcd out that thc futurc will require thc mcdical scrviccs to play an important rolc cvcn at thc grassroots lcvcl. A sin& unified scrvicc with provision for lateral cntry at highcr and spccialiscd positions and appropriate inccntivcs for thc lattcr has bccn suggcstcd by thc consultants. Aftcr considcring thc mattcr in dctail. We recommend that creation of Ail India Health and Medical service should be the long term ultimate aim for which the following steps should be taken up immediately:a)

The Central Health Service may be integrated in the first instance so that the4 sub-cadres are unified into a single cadre with a common seniority. The selection of the medicos should

be need-based to avoid over-crowding in any field of s pccialisa t ion. A high-powered Committee should be appointed to start a

dialogue between the States and the Centre. It should wbrk out the modalities within a fixed time-frame of 5 years for an All India Health and Medical Service. Directors-General of Health Services and Indian Railway Medical Service, and the Director, Indian Ordnance Factories Health Service should work out arrangements for inter-service exchange of personnel, while retaining maximum possible control over the cadre within the respective organisations. Posts outside the organised services excluding the Armed Forces Medical personrlel should be immediately integrated into the Central Health Service. The medical doctors of the Central Police Forces may also be included in the service, and when posted to the CPOs they should be subject to the acts and rules of the concernedorganisation on the analogy of the Army Postal Service so ch-* there are no problems of actual working. Utiified Cetilral HeO'"'l

j2, 1 1 Wc have observed in thc preceding paragraph that the first step in the direction of constituting thc all-India service is unification of the existing organised Central Health and Medical ,Services,including medical posts outside the organised services, into a single service. Discussions in this regard were held with thc .heads of the three organised Health services as well as Secretaries of Department of Health and other Departments having posts outside the organised senices. It emerged that the lack of uniformity in the conditions of service and the cxistence of sub-cadres, besides specific need-based requirements of the different organisations are the main obstacle in taking up this course of action. Also, teachng and public health as separate specialist sub-cadres, are peculiar to only the Central Health Service. The Ministry has issued a notification in October, 1996, providing for dlrect entry of Super-specialists at the level of Rs.3700-5000, with the requisite qualifications and 5 years' experience in the relevant superspeciality. The Railways have indicated acute shortage of doctors and have indicated a need to fall in line with the pattern of the Central Health Service, with a cadre of clinical specialists, having direct entry at the level of Rs.3000-5000. They have also pointcd out that while thcrc is need for specialists to use the specialised techniques and cquipment for treatment, a need based specialist cadre has to be constituted with duly identified positi,ons being filled by in-service qualifictjdoctors in the first instance, the rcmaining being filled through the UPSC. Thc dcpartmcnts have cxprcsscd the necd to maintain adequate control .over their respective cadres in ordcr to mcct functional requirements. Uniformity of service conditions, common induction training, a pool for research and cross-organisational cspcricncc and cxpcrtisc, and the nccd to augmcnt primary and preventive health cara as thc largcr overall objcctivc will havc to take prcccdcncc ovcr the present structure. Keeping in mind thc twin objectives of a singlc medical scrvicc and thc functional rcquircmcnt of spccialist and supcr-spccialist positions, wc arc of the opinion that idcntified posts of spccialists can co-csist \vith gcncralists in a singlc scnicc with latcral cntry provisions and a common scniority bascd on thc highcst dirccf entry Ievcl. Wc arc also convinccd that the brcak-up of thc specialist streams

64 I

into tlic supcr-spccialitiesand spccialitics \vill not bc conducivc to cffcctivc cadrc iiianagcmciit bccausc of thc small nunibcr of idcntificd positions in an individual spcciality or supsr-spcciality We, accordingly, make recommendations as in the succeeding paragraphs for a unified Central Health Service. t:tlfn

k*Vt!l sclflrs

5 2 12 The entry level of general duty medical officers should be retained at the pkesent level of Rs.2200-4000.Spe.cialists should be recruitec 50% by proqotion from among in-service doctors having the requisite qualifications, against pre-identified positions, and the remaining 50% by direct recruitment through the UPSC. They may be placed in the scale of pay of Rs.3000-4509 at entry. Super-specialists have already been permitted direct entry at the level of Rs.3700-5000.We do not recommend any change therein, except that 50% of the posts identified for super-specialists should be filled by pramotion of doctors possessing the requisite qualification, and 50% by direct recruitment failing which by short term contract on terms and conditions to be negotiated with the proposed super-specialist candidate. The eligibility reqairement of 5 years' experience, which they gain during residency, need not be insisted upon.

Sub-Cadres

52.13 We do not recommend separate sub-cadrcs of specialists or superspecialists as each speciality and super-spcciality involves a diffcrcnt ficld of activity, few positions, and the need to keep posts "floating" betwcen the different activities to keep the sub-cadres going. The sub-cadres should be abolished. Posts requiring specialists and super-specialists should be identified by all organisations and filled by themetbods proposed above at entry. Promotions beyond the NFSG will be based on vacancies to be filled from among service doctors having the requisite eligibility qualifications.

Conlnloll

52.14 A common seniority list should be worked out inter-se between the different streams at the level of RS.3000-4500,in the first instance, based on the principles listed in Annexe 52.1. At the level of Rs.3700-5000,which will be the highest entry level'for any medical doctor, a final inter-se common seniority between the first common list and super-specialists should be worked out on the same principles indicated in the said Annexe. The second list will form the basis for career progression to higher positions.

SenrorrgLfsfs

Career Progression

52.15 The career progression of doctors upto SAG is different between the General Duty Officers' and the Specialists' as follows:Scale of Pay

GDOs

Rs.5900-6700

Specialists

3 y r s in NFSG or 17 yrs in Group A. **

Rs.4500-5700

5 yrs or 14 yrs* 8 yrs aftcr entry

Rs. 3700-5OUO

6 ycars aftcr

STS

642

2 yrs aftcr cntry

GDOs

Scale of Pay

Specialists

Rs.3000-5000

Entry

RS 3000-4500

4 years after

RS 2200-4000

entry Entry

-

* - 15% of Senior Duty Posts. * * - Floating posts

Doctors have complamed of madcquacy of carccr prospects on account of late entry into scrvice, comparing themselves unfavourably with their counterparts in other Group A s m w e s The structural ratio for the mainstream Group A SCNICCS, it is said, is around 70%, whereas for most medical personnel, it is only around 10% Since the entry level is filled entirely by direct rccruitmcnt the problem is further compounded by "non-wastage" The Ministry of Health has warned that there IS a rising trend of exodus in the various sub-cadres, even after 4 to 10 years of Government service The percentage of doctors joining after selection is also falling at an alarming rate The Ministry of Railways has pointed out fiat at any given point of time there are at least 300 posts of doctors lying vacant The Ordnance Factories Board has also highlighted the problcm of stagnation among the service doctors The consultancy study has highlighted this problem suggesting some form of in-situ arrangements for all categories of doctors upto SAG The recommendations of the TIW
Scale of Pay Rs.2200-4OOO Rs.3OOo-4500 Rs.3700-so00 Rs.4500-5700

Residency Period GDOs Specialists Superspecialists 4 5 2 4 4 4

-

-

-

For promotions beyond the Selection Grade the general recommendations on the model cadre structure may be followed. It may be noted that the ACP in the case of doctors will not only involve financial upgradations but also promotions, as it is a dynamic ACP. Ncwt'ructising A li'ow m c e

52, 16 Non-practising allowance is presently granted under a slab system uith amounts ranging from Rs.600 per month at the lowest level to Rs. 1000 at the highest. It has becn rcpresentcd to us that prior to the Third CPC, NPA was granted as a percentage of basic pay, ranging from 25 to 40% at diffcrcnt levels, ivorking out to an average of about 27%, which has, undcr the present

643

arrangciiicnts dropped to as IOIV as 12 5 to 16% Doctors arc also aggricvcd that it docs not count towards Housing accommodation though 11 1s countablc for all othcr purposcs, including pension There arc also rclatcd dcrnands for cxtcnsion of NPA to othcr catcgorics of profcssionals and Govcninlciit scn ants who havc opportunitm to cam IIIthc opcn markel. as also thc dcrnand for discontinuanccof NPA by pcrmitting privatc practicc Thc Third CPC obscrvcd that NPA was granted to doctors in licu of private practice on account of a traditionally cnjoycd pnvilcgc as wcll as lcsscr cffbctivc scrvicc and promotion prospccts causcd by late entry into smi& It d d not favour private practice by doctors, and favoured NPA as a scparatc elcmcnt from pay-scales It suggcstcd a switchover to a slabsystcm instead of thc cxisting ratcs with monetary limits The Fourth CPC enhanced the ratcs under thc different slabs, bcsidcs granting 11 uniformly to all medical offccrs The administrative Ministry has suggested that NPA should continuc and also bc counted for purposes of housing accommodation eligibiltty in the matter of permitlmg limited private practice we havc bcen advised by cspert opinion that it could be permitted in a limitcd form provided malpracticcs could be curbed Wc also note that it is only doctors who are roquircd to dcvotc a lifetime to health care and life sustenancc under oath as a part of thcir qualifications We do not recommend extension of NPA to any other catcgory We recommend that the slab system of granting NPA to doctors may be dispensed with and NPA be granted at a uniform rate of 25% of basic pay subject to the condition that pay plus NPA does not exceed Rs.29300,i.e. less than the maximum proposed for the Cabinet Secretary, It will continue to count towards all service and pensionary benefits as a t present. No othcr change is called for, as it would disturb relat~vtticswith other senices We are also not in favour of permitting private practice in any form at this stage Conveyance Allowance

52.17 Doctors are presently in receipt of conveyance allowance for visits to Hospitals and dispensaries at call and outside normal duty hours and for domiciliary visits at the rates of Rs.575, 180 and 150 per month for car, scooter and other modes, respectively. We recommend that the above rates may be revised in kind as follows:For Car For Scooter For other modes

TrainingJtudy facilities

75 litres per month 40 litres per month Rs.450 per month

52.18 Health and medicine have been making rapid strides in methods, sciences and technologies. Doctors need upgrading of their skills and knowledge regularly. They have complained that there is no leave reserve to enable them to be relieved for study leave, deputation reserve to enable them to gain experience in other organisations,or even a training reserve for some regular training courses for doctors. All organised services normally have provision for reserve at 10% of the duty posts in the JTS and STS. None of the organised medical services have any. Doctors have also demanded permission to attend national and international conferences and an enhanced research pursuit allowance, besides pcrmission to purchase Newspapcrs, Magazines and Journals related to their field of activity. We recommend that a 10% reserve of officers for medical posts in the proposed combinediorganised service, to facilitate leave, study leave, training, etc. should be provided. A centre of training on the pattern of the La1 Bahadur Shastri National Academy of Administration may be established for imparting induction and refresher training, both administrative as well 644

as medical to doctors. Since the duration of the Post-graduate courses has been increased to three years, it is recommended that study leave should be enhanced to three years for all doctors. Government should also consider reservation of some seats for GDOs in PG courses. Doctors should be allowed by rotation to attend National and International Conferences once in 2 and 4 years, respectively, provided research papers authorised by the DGHS have been accepted for presentation in the conference. The research p q u i t allowancc ISpresently granted at the rate of Rs 250 per month to Spmalists and Rs.100 pa month to the GDOs. We recommend that these rates should be enhanced to Rs.500 and 300 per month, respectively. Reimbursement of cost of Newspapers and magazines should be permitted in terms of the extant orders of the Ministry of Finance for all other Group A officers. We also recommend that residential telephone connections may be provided to all doctors, as their services may be required urgently at any time. Retirement

52.19 It has been argued that due to late entry in service doctors in general and specialists in particular, are unable to complete service requirements for drawing full pension. They desire that the provisions for superannuation as well as voluntary retirement in their case should be appropriately relaxed, and the age of superannuation be increased to 65 years for specialists and 60 years for GDOs In view of our recommendation on a common Central Health Service, we do not consider it advisable to propose separate ages of retirement. However, in view of the late entry of doctors in service. We recommend an additional weightage at the time of superannuation, of two years for PG diploma holders, three years for PG degree holders and five years for double degree holders, only if they enter service with such qualifications. Age of superannuation and VRS will apply as for all other Central Government employees.

Hospital

52.20 The present system of appointing Medical Superintendents is by selection of doctors of long standing experience who look after hospital to their technical duties. The Medical Council administration apart from gaof India has recognised Hospital administration- as a distinct post-graduate speciality. During oral Qscussions with us, Secretary (Health) agreed that h s is a very important and specialid functional area of health care and will prove to be of critical importance in hospital services in the years ahead. Hospital administration courses have started in the country. We recommend that some posts may be identified in hospitals and earmarked as a starting point to be filled by post-graduate specialists in this field.

Administration

Restdent Doctors

52.2 1 There are also some Junior and Senior resident doctors who are appointed for limited priods in the scales of R~.2630(fixed),Rs.2630-75-2780 and Rs.3150-100-3350. They may be granted replacement scales of pay. DENTAL SURGEONS

General

""'roductio'~

52 22 Dental surgeons comprise all the Group A personnel providing dental health care through the Central Government organisations. There are in all about 76 Dental Surgeons in the Ministry of Health & Family Welfare, the Railways, and Department of Coal, Recruited with minimum qualifications of Bachelor of Dcntal Surgery (BDS), thcy are spread across the scales of pay ranging

: 645

from Rs 2200-4000to Rs.5900-6700 Thcrc is no orgaiiiscd scn’icc of Dcntal Surgcons I )tvliimf.\

52 23 Dental Surgmns havc dcmandcd an organiscd SCNICC for thcmsclvcs cithcr by inclusion in thc Ccntral Health Scrvicc or constitutmg a scparatc Group A scrvice with a specialist stream on thc lincs of thc CHS Thcy havc also desrrcd an apcx Directorate of OraVDcntal Hcalth for policy making and implanentationu1 the field of Dental Health. Thcy fed that thc existing provisions for thcir carer progression arc not adequatc as thcrc is no post for thcm bcyond SAG They have asked for promotion avenues bcyond JAG on the lincs of ihc CHS Besides, they have asked for counting of past scrv;’cc rcndcrcd in Group B while fixing their seniority in Group A

Earlier C1Y.s

52.24 Upto the time of the Third CPC, there wcrc 38 Dental Surgeons in the Central Government. That CPC did not favour parity of the Dental Surgeons with the Central Health Service, on account of a shortcr duration of the academic course of the former. The Fourth CPC reported a total of 65 posts of dental surgeons in the Government of India, all of thcm outside organised scrvices Wlth the requirement of internship being made compulsory in thc dental surgeons’ course, the Fourth CPC recommended inclusion of the Dental Surgcons in the Central Health Servicdlailway Medical Service with pay scales as applicable to General Duty Medical Officers, and recruitment through a competitive examination.

Central Dental Service

52.25 We note that the Dental Surgeons constitute a different and independent field of activity with distinct qualifications and duties. The administrative Ministry is not in favour of merger with the CHS and has a proposal under consideration to constitute a separate Group A Central Dental Service. We

recommend that a separate Central Dental Service should be created comprising all the Dental surgeons in the Ministry of Health & Family Welfare, Indian Railways, Ordnance Factories organisation, Ministry of Labour, Department of Coal and other Civilian posts, The Central Dental Service should be on the lines of the Central Health Service, as for the General Duty Medical Officers with one post in the HAG (Rs.7300-7600) under the DGHS. The following standard designations should accordingly be followed in the service:S.NO 1.

PAY-SCALE Rs.7300-7600

Additional DGHS(Denta1)

2.

Rs.5900-6700

Consultant(Dental)

3.

Rs.4500-5700

Chief Dental Surgeon(SG)

4.

RS.3700-5000

Chief Dental Surgeon

5.

Rs.300-4500

Senior Dental Surgcon

6.

Rs.2200-4000

Dental Surgeon

646

DESIGNATIONS

A scparatc spccialist sub-cadre has also bccn dcmandcd by thc Dcntal Surgcons on thc lincs of the spccialist sub-cadres in thc Ccntral Health Scrvicc, with provisions for latcral movcmcnt bctwecn teaching and clinical functions. Thc administrative Ministry has advised that thc number of specialities is v a y small, and thc mattcr can be considcrcd while framing the proposcd Central Dental Service Rules. In view of thc Ministry's advice, we do not recommend the fixmation of a spccialist subcadrc for Dental Surgcons. As we have recommcndcd a Rost of Additional DGHS for the Dental Service, we do not f e l a separate Dircctoratc of Dental/Oral Health is required with a small size of service 52.26

Counting ofpast Group 'B'Service

52.27 Dental Surgeons have pointed out that the Fourth CPC recommendedupgradation of BDS personnel to Group A from 1.1.86, but did not lay down criteria for counting length of service in Group B before placement in Group A. As such, they have not been given the benefit of past service in their placement at Group A level. The administrative Ministry has suggested giving weightage of Group B service to the extent possible while framing the proposed Central Dental Service Rules. We observe that internship was not a mandatory requirement prior to 1984 for the BDS qualification. The Fourth CPC's placement in Goup A from I . 1.86 need not therefore be disturbed at this stage, particularly since it involves giving benefit with retrospective effect. I

1

PHYSICIANS OF INDIAN SYSTEMS OF MEDICINE & HOMOEOPATHY (ISM&H) Introduction & Historical Background

52.28 The National Health Policy of 1983 envisages the necessity to initiate organised measures to enable each of the systems of Indian Medicine i e. Ayurveda, Sidha, Unani, as well as Homoeopathy to develop in accordance with their genius. The policy requires planned efforts to find an appropriate role and place for thesediflkrent systems in the overall health care delivery systems in order to achieve the goal of health for all by 2000 AD. On the demand of CGHS beneficiaries to provide ISM&H dispensaries, the Ministry of Health & Family Welfare decided to provide a berth to these systems gradually in the scheme. This led to opening of the first CGHS Ayurvedic Dispensary in Delhi in 1963. Following this,the dispensaries representing the Homoeopathy and Unani system were also established in 1967 and 1978, respectivtfy. In 1980-81, the Sidha system was included in the scheme. In pursuance of this policy, Government also set up a Department of Indian Systems of Medicine & Homotopathy under Ministry of Health & Family Welfare, in March, 1995. Simultaneously,planned efforts are being made to dovetail the functioning of the practioners of these various systems and integrate their services, in the overall health care delivery system.

Esla blishment

52.29 At present ISM&H has a sanctioned strength df about 182 physicians in Group A spread across pay-scales from Rs. 2200-4000 to Rs. 59006700 as follows:Pay-Sca.,

Rs.5900-6700 Ks.4500-5700 Rs.3700-5000

No. of Posts Hornoeo Ayurveda Umni Sidha Total 1 2 3

3

8

647

2

-

13

Pny-SC'nlC

No. of Pcata Homofo Ayuiwclu UnHiii Sidhu Totul

Ks 30004500

34

Ks.22oo-4000

38

31 41

X I0

2 2

75 91

Total

76

82

20

4

1n2

Rccmtmcnt qualifications at entry arc comparablc with thc Allopathy strcam i c Bachelor of A\&vcda Medicinc & Surgery/ Bachclor of Hornocopathy Mcdicinc & Surgcn/ Bachclor of Unani Mcdicinc & Surgcry ( BAMS/BHMS/BUMS). which requirc the same length of cducation and internship, with similar PG courscs and dcgrccs, as thc MBBS Bcsidcs thesc thcrc arc also posts having thcsc qualificabons, in h e Ministry of Labour, (Shram Kalyan Kcndras), Dcptt of Coal etc ,and othcrs in Group B &C, also l h i at i ds it i .\ fmrorundn

Consulfancy Study

52.30 Physicians of thc lndian Systcrns of Mcdicinc & Homocopathy havc dcniandcd constitution of an organised service and parity with allopathic doctors in tcrms of carccr progression. It has also becn sought that all posts having doctoral qualifications of BAMS/BUMS/BHMS should be upgraded to Group A, on the lines of such upgradations for MBBS doctors rccommendcd by thc Fourth CPC. Some rnemoranda also speak of discrimination in the grant of NPA, PG allowance and Research Pursuit allowance to them as compared to allopathic doctors, with the request to recommend parity. 52 31

The consultancy study on "Restructuring of Central Govcmment Medical Services" has pointed out an urgent need to reorganise the service and system as a whole, by strengthening the aspects of Teaching and Research for standardisation, transparency, specialisation and effectiveness, particularly for family planning and preventive medicine The Consultants have also underlined the need for augmenting the referral system, and the status of physicians of ISN&H vis-a-vis their allopathic counterparts

F U R RECOMMENDATIONS

1

Cer,!tral hdigenous & Homoeo Medic.a1 Sewice

The Tikku Committee recommended a separate organised service for ISM&H. The Consultancy Study has suggested integration of ISM&H doctors in the CHS with equal opportunity €or high level posts. The Administrative Ministry has underlmed the need for building organised career management at par hith GDOs of the CHS. To carry through the objectives of a separate Department of ISM&H, we recommend that an organised service, called the Central Indigenous & Hotnoeo Medical Service, may be constituted to include the 182 practitioners, and other physicians of these systems in the Ministry of Labour, Deptt. of Coal, Armed Forces Ayurveda Dispensaries and the Pharmacopoeia Labs of Indian Medicine and Homoeopathy, carrying medical qualifica.tions.

Parity wifh

52 33

GD

\m 5

5 2 32

ISM&H Physicians havc parity at entry lcvcl with Allopathic doctors Rut for carccr progrcssion thcy havc to wait for vacancics Thc Fourth CPC rccomnncnded parity of Physicians of ISMClH with GDOs of CHS, by 6411

upgradingexisting posts in the scale of Rs 650- I200 to Rs 2200-4000, provided the incumbents possess degrees The Tikku Committee. also recommended similarly But both were silent regarding career progression The Consultancy Study as well as admninistrativc Minisuy have recommended total panty of ISM&H Physicians with Allopathic doctoxs As specialisatinns arc yet $9cmltrgc with concrete foundation in ISM&H, we recommend a general parity with GDOs as follows:Level

Designation

Scale

3rd ACP

Chief Mcdical Officcr (Sclccion Gradc) Chief Medical Officer Sr.Medica1 Officer Mcdical Officer

RS.4500-5700

2nd ACP 1st ACP

Entry

Residency

RS.3700-5000

4 ?TS.

RS.3000-4500

5 yrs.

RS.2200-4000

4 JTS.

Career progression bcyond the selectmn grade will continue to be based on vacancies Fourth CPC upgraded only those degree holders who were in the scale of Rs 650- 1200/- (prc-revised) The administrative Ministry has supported the demand for a general upgradation as was done by Third CPC for Allopathic Dodors and Fourth CPC for Vetennarians. As the educational requirements of the posts are the same as for MBBS doctors, we may recommend that all posts requiring medical practice in ISM&H and a degree in I[SM&H as the minimum qualification be placed in the entry scale of Rs. 2200-4000 and all the posts except those in Delhi Admn. be merged in the Central Indigenous & Homoeo Medical Service. dllowances

52.34

!tirroducrioti

52.35

The Third CPC had recommended withdrawal of NPA from the ISM&H Doctors. However. the Fourth CPC granted it at rates at par with Aibpathic Doctors. As the Physicians of ISM&H are equally concerned with Medical practices teaching and research, we recommend that allowances and facilities granted to GDOs of Allopathic stream should also be granted to Physicians of the ISM&H on the same terms and conditions.

Pcrsonncl concerned with medical and hcalth dclivcn in Central Gavernment hospitals, teaching, training and rcscarch institutions have been broadly dividcd into thrcc catcgorics - mecfical, para-medical and non-medical. All persons who do not undcrgo a formal training in modcrn mcdicinc as prescribed b!.

the Medical Council of Indie, but work \vith medical men in an institution, in the field or cormunity for the care of' paticnts or for training of students are param d c a l personnel. At least 1 1 cakgorics exist amohg s x h personnel as follows.Cliitical and Social Psychologists; Dieticians; Mcdical Laboratc? stat1 3nd Technicians; iv) Nursing Stafc \.j Operation thcatre staff and Technicians. vi) Para-dental staff. \ii) Pharmacists, Compounders.and Dispensers. viii) Piiysiothcmpists and Occupational thcrapists: IS) Public & Social Health Workers (Health Educators, Social Workers. Family P'ianning Workers, Health. Malaria and Sanitan Inspcctors. ctc.): Redicgrapiiers, X-ray Staff. Dark Room S t a r and sj si) Gther para-niedical staff (Prosthetists. Orthotists, Audio-visual technicians, EEGIECGIEMG Tcchnicians. Limb-fitters, Braccmakers, etc.).

1)

ti) iii)

.\iX

i

Ol

,i,lh/i\~lnz,~~l~

52 36 ?'here arc about 16,939 para-medical staff distributed over the 1 1 categones rnmtloned above. In the various institutions, rsnging from the pa! -scale of RS.950-1400to the scale of Rs 3000-4500. T k categon-wise distribubon is given at Annexe 52.2.

/'rc*viou.s CPCs

j2.37 The f i r d -CPCincluded all Nursing staff. Health Visitors Physio and Occupational therapists, Phaxmacists, X-ray staff. Dressers, Health and Sanitan, Inspectors and many miscellaneous staff in the para-medical category. It, however, covered Laboratoly Technicians in the categov of scientific assistants. It did not conside: iisk allowance as justified, particularly for nurses, as it felt t.hat they were not exposod to greater risk of infection or i n j v than other para-medic21 categories. The Fourth CPC included only Radiographers, X-ray technicians, Pharmacists, and nursing staff in their recommendations on para-medical staff. It recommended parity between Pharmacists, Radiographers and X-ray Technicians.

(.'ortsulrancy

52.38 The Consu!tmcy study assigned by us to liPA was also requested to go into the ciassification, numbers and other matters concerning the paramedicd categories. nith a view to suggesting changes in their pa!,-scales and other dtspensations. The study has pointed out that para-medical staff arc those who arc related to the mcdical profession in a secondary or supplementan position. \vith

.SlZl&

technical qualifications. It has divided the para-medical staff into two categories. on the basis of qualifications and the number of \'cars of cducation. The first catego?' consists of pcrsonnel with minimum of thirtccn !'cars of cducation. i.c 1Ot-2-1-degrccld1ploma.including nurses who have thrcc and a half years of Nursing Diploma. The second categoy consists of the personncl with less than thirtccn ,years of cducation. i.c inauiculation with ccrtiticatc coursddiploma of 1 yr. duration The study has brought out certain dispariilcs ]:I pay-scales. lack of promotion ax'cnucs in thc case of man!. of the para-nicdics. necd for iiiscrvice training. and thc nccd to upgrade certain catcgorics. M;c lia\.c Lcpt in mind thc suggcsrions niadc b!. t k study. while making our own rccommcndations

.

Demands in Memoranda

The demands made bcfore us in memoranda as well as oral 52.39 evidence and oficial discussions, mainly relate to the aspect of career progression, as many of thc posts are in extremely small cadres or isolated positions, which can neither bc functionally increased , nor provided promotion avenues to the medical category. Thc differcnt associations thcmselves have demanded upgradation of pay sf.-E~x+~cn,.2ze;;3z(i"Viri'j I irl s - .qua~l~tiations - - l . r and nature o;;ui;cs, the)?hiivc a h asked for permission to do privatc practice or in lieu thereof, NPA, setting up of para-medd councils, etc. Whde issues relating to individual categories have been discussed separately, there arc still certain issues that iaeed to be gone into for the para-mdcal categories m general. Classification of certain categories outside the sphere of "para-medical",has been dcmaiidcd b?. Nurses, Physio and Occupational Therapists and Dieticians, ctc. and Mcdical Record Officers have askcd for Inclusion in the category of para-mcdical staff, Allowances for Risk, Patient care, Son-practice (or permitting privntc practice). Break-down Duij. and Training. and upgrading of skills have bccn askcd for in general along with uniforniity of designations. Setting up of a high-potjcrcd committee on para-medical staff has also been demanded. C .

High Powered Comm iner /or

Para-Medicals

Allowatices

5 2 40 Nurses, Physio and Occupational Therapists and Dieticians ha\ e desired to be classified outside the para-medical categories, as the Medical Council of India has designated them undcr a separate category of Allied Health Professionals on the ground that they help medical men in health care de1iLe.p s? stem Medical Record Officers havc claimed that they have to be con\ crsant ~ t mdco-technical h ternnolog?. bcsides the dutles of handling medical records. and should, therefore,be included in the para-mdcal category The administrati\e Ministq has mformed us that the usage of the tcrms in the Medical Council of Inda is bemg followed, though the two-tier classification, Para-medical (Technical) and P a r a - d c a l (non-technical). suggcstcd by the Consultants based on a gradcd difference at entry level, is acccptablc We recommend that a high-powered committee may be constituted for the purpose, to suggest re-categorisation of all the hitherto para-medical categories worbng in the Central Government institutions. This committee should also examine the issue of privatisation of technical para-medical services, after experimenting with the measure in some select Institutions. The Committee should also consider the feasibility of restructuring and multiskilling of different para-medicals into composite technicians and suggest staffing ratios and norms for Hospitals and Dispensaries.

52.4 1 Certain para-medical and other group'C & D staff working in hospitals and Qspensaries are bcing paid Hospital patient Carc Allowancc, which covers the elements of Rrsk Alloi\~anceand Night Duty Allowance. Othcr categories are in receipt of specific allmvanccs for specific purposes, like Spccial Nursing Allo~vanceto Nursing staff. coixring such matters as risk, non-practicc. ctc.. We have separately madc our rccminiendations on allowances for somc af these specific catcgories in the follo\\ing paragraphs. We do not recommend extension of risk allowance to any new category. We also do not recommend grant of Non-practice allowance and break-down duty allowance, in general to para medical'personnel.

_5 7-3 2 As rcgards thc dcinands for upgradation career progrcssion and allo\\anccs. u c have madc our rccoriimciidaktomfor specific categories in thc pnrns that follo\v For acquisition of higher qualifications and skills, a gcncrnl schcnie

for a lump-sun1 grant has b e p recommended elscwherc in this report, and may be applied t o para-medical categories as well.

CLINICAL PSYCHOLOGIST 52.43 The clinical p~chologistshelp in thc treatment of mental illnesses There are at lcast 15 Clinical Ps!chologists in the Central Government. genernll!. recruited dircctly in Hospitals such as W L . Safdarjung, JIPMER, Lady Hardiiig Medlcal Collegc and Kalawati Sarm Children's Hospital and Training & Teaching !nstitulions such as All India Institute of Hygicnc and Public Health, Central Institute of Psychiat? R.anchi. RAK College of Nursing etc The miniinum educational qualifications for thesc posts and thc pa!. scales assigncd to them arc 3s follo\\~s:Hospital: Institution

Designation & Pay scale

Method of Rectt.

A RAKCOK

-Director. Child Direct Guidancc Cltlilc. KS.3000-4500 (1)

- Sr.Lecturer.Rs

Dircct

2200-4000(-1)

-Lecturer, Rs. 2000-3200( I )

Clinical Psychologlst, RS.2000-3200( 1)

B. Rh4L

Jr. Psychologist, Rs.2200-4000( 1)

Qualifications

Master's degree in Psychology + 10 years' esperiencc Mastcr's degree in Psychology + 5 y s . experience Direct Master's dcgrec in Psychology + 3 yrs. experience

Direct

-do-

Direct

-MA/M.Sc(Psychology) + DM &SP

C. Kalawati Clinical Psycholo- Direct gist. Rs.2000-3500 Saran Childrens (1) Hospital

-do-

D Safdarjang -Chief Psychologist. Rs 30004500 ( I )

Neu Post

NA

-Clinical Ps! chologlst. RS 22004000 ( 1 )

Direct

M A (Ps! cho )+ DM &SP

-Sr Ps\chologist.

Direct

M AIM Sc

052

Hospital/ Institution

Designation & Pay scale

Method of Rectt.

Rs. 1640-2900( 1 ) E. CIP,Ranchi -Clinical Psychologist, Rs.20003200 (1)

F J IPMER, Pondy.

Qualifications

(Psychologyj

Dircct

M .A/M .s c (Psycho.)+ DM & SP

-Psychologist. Dircct Rs.1640-2900( 1 )

M AIM Sc (Psycho.) 3 !TS teachins experience

-Asstt. Pvchologist.Rs 1-400-2300(2)

Dircct

M.Sc.(Psycho.)

Child Bs\chologist,&. 2200-

Direct

M .A.(Psycho) + DM &SP

J

4000( 1)

G AIIHBrPH, Asstt. Professor Direct -doCalcutta of Psycholom. Rs.3000-5OOOf1) Total No. of Posts 15 Note - Figures in brackets indicate Number of Posts. Demands in Memoranda

52.44 On an analysis of the memoranda of Clinical Psychologists it is observed that the main demand is for uniformity of pay scales and upgradation to Group A. They have also asked for parih with doctors in respect of pay-scales and allowances.

Earlier CPC-5

52 45 The l h d CPC did not treat these personnel as a common paramedical category, but made recommendations for Clinical Psychologists to be in Junior Class I positions in Safdarjung. RML Hospital & JIPMER based on quallficabons and size of the msbtuuons For posts in RACKON and CIP. Ranchi. ma& teadung I n s b t u h s . it recommended the scale of Rs 650-960 for Clinical Psychologists with M A (Ps\.cholog?) and a Diploma in k4edical and social Ps\.cholo~(DM&SP) For posts not requinng the dplonia, it suggested the scale of Rs 550-900 The Fourth CPC made no obsenations on this categon

Our

52.46 We note that there are only 15 Clinical Psychologists in the Central Government Hospitals and tcachins institutton. Clinical Ps! chologist uith minimum essential qualifications of .L1 -4 (Ps!cholog? ) plus Diploma in Medical and Social PsTcholoE (DXq%SP) worhing in dfferent Government Hospitalst Institutions are placed in different pay scales. 1640-2900.2000-3500 and 72004000. at entry Thus there is a lot of dispant? in the pa! -scales. though there is

recontntc.JJd~l~J1~115

Rear similarity in educational qualifications Experiencc requirements chffer in some institutions and accordingly a higher pay scale is given. Some posts do not. howcver. require the post graduate DM&SP. We 'have considered the matter and recommend as follows:a)

Posts requiring M.A/M.Sc. (Psycho.) and DM&SP may be placed in the scale of Rs. 2100-4000 at entry and provided 3 scales under ACP.

b)

Posts requiring MNM.Sc.(Psychology) but not DM&SP may be placed in the scale o f Rs. 1640-2900 to start with and have two ACP scales of Rs. 2030-3500 and Rs. 2200-4000.

c)

Parity with doctors is not recommended.

5 2 47 As regards the other dcmands on allot! anccs etc. and pa\.-scales in general. thc rclcvant chapters may be rcferred to

1

DIETICIANS

I

Inooductiota

52.48 Dieticians play an important role in. regard to treatment, rehabilitation and prevention of clinical disordcrs through scientific counselling on appropriate diet. A large number of diseases, c.g. diabetes mcllitus, cardiac, hcpatitic and rcnal disorders; etc. heavily depend on appropriate did, that goes bqond drugs. In the past this service was of ven. routine nature and was mostly managed by hospital stewards and nurses. With the establishment of the first postgraduate dploma course under the All M a Institute of Hygiene and Public Health, affiliatedto the Calcutta Univpity, India had the first group of Hospital Dieticians in 1950. fully trained and competent to handle hospital dietetics.

Sue of

52 49 The posts in this categon. are at present distributed in Central Ciowmmmt Hospitals, including the Amy and Railway Hospitals, over hfferent scales of pay as follows:-

Estab'ishrnenr

!lospltal

Rs.1400-2300

Rs.1640-2900

RS 2000-3500

Rs.2375-3500

Designations

Asstt.Dictn..' Dictician

Dietician

Sr Dietician Nutritionist

C h Detician

KAKCOS S'JIMG

w. JIPMER Lmc

ALIIM'H RAILWAYS ARMY HOSP L'Ts

TOTAL

I I

3

1

2 1 1 1 18 14 7

45

I

I 1 1

6 13 22

8

1

Thc usual cadre structure of a Dietetics stream. after cnrn at the le\ el of Assistant Dietician. is Ihetwan Sr. heucian and Chief Dictician E n t c levels vary bet\\ecn thc scales of Rs 1400-2300 and Rs 1640-2900. depending on patient waffic and

654

bed-strength. Entry level qualifications arc (a) B.Sc. (Home Science/Home Economics) or M.Sc. Food & Nutrition: (b) 1 yeu's post-graduate.diploma in Dietetics and Public Health Nutrition, 3 months' internship: and (c). 1 year's experience in a recognised hospital. For entry at the level of Rs 1400-2300. the experience requirement is usuall? treated as desirable. All other posts. wherever xzilable in the hospita: kicrar2i>. of Dieticians arc f,kd bj p , r ~ ~ ~ r u i . i u ~ Ihiraiids iir ~'yL'rrtoratrdo

52.50 Deticians have demanded upgrixiation of their enw-level pal. scale to at least Rs.2200-4000, creation of promotion avenues, and constitution of an organised "Central Dietetics Senice" by increasing the number of pcsts based on \vorkload and functional requirements. Ttiq. have also asked for parity with medical doctors in terms of ccnain allowances and facilities e.g. Non-Practice A llowancc. Conveyance allo\vance, Health Care Allowance, Teaching allowance for teaching Dieticians, reimbursable and prioriQ. telephone connections, allo\vance for purchase of Books and Journals, attending NationaVInternational conferences, at Government expense, etc.

ofuti orgatrised s e n w e

The total number of posts of beticians undcr the Central Go\%is 76. which includes Railways and Army Hospitals. These posts are spread across groups 'B' & 'C' pay scales onb There is no post in Group ' A ' The administrative Ministry is not in favour of such a servidcadre. as the posts are \en. few in number. As the number of posts is small, we do not recommend constitution of an organised service of Dieticians.

lpfladalrot?af

52 52 Dieticians have demanded upgradation on hvo counts First their qualifications wrxe recognised as superior upto Second CPC, and t h q accord~ngly enjoyed a hi&astatus And secondly, the Third CPC was not correctly informed of the qualifications by the adnumtrative Ministry. While the M h s t q maintamed B SC. + 2 p. experience as rmnlmum entry qualification, those actually applicable were said to be M.Sc degree +PG Diploma +1 year's experience. At present most hospitals have only one of the grades at entry stage with no promouon posts, whereas others have single posts, usually ollc or two levels hgher. There is enormous stagnation which the Association d e s k to relieve. The Third CPC recommended the scale of Rs 550-900 with 3 advance increments to Dieticians wth a qualification of B.Sc (HomeScience) + 2 yrs. experience. (the qualification of 1 year's PG Diploma + 3 months' internship was not mentioned) in JIPMER, Safdaqang and Willington (no\\ RML) Hospitals. It granted the scale of Rs 6501200 to Sr. Dimcians with qualifications of B.Sc.degree plus diploma plus 3 years' expenence both levels being filled by direct recruitment The Fourth CPC did not make any mention of these posts. The administrative Ministq has suggested a genaal upgradatlon at all the levels Since their m i m u m educational qualifications at entry are B Sc (Home Science) with one year's PG Diploma in betetics and Nutntion and 3 months' internslup, we recommend that the entry scale of Assistant Dieticians should be upgraded from Rs.1400-2300 to Rs.1640-2900/-, and such posts may be redesiiated as Dietician Gr.111 The next higher grades will be Dietician Grade I1 in the scale of Rs.2OOO-3500, and Dieticians Grade I in the scale of Rs.2200-1OOO. The posts of Dietician grade 11 at t h e l e d of Rs.2OOO-3500should be'merged to form a single cadre covering all the hospitals and teaching institutions mentioned above and made feeder to the posts of Dietician Gr.1 and Chief Dietician. Chief Dieticians may be upgraded to the scale of Rs.30(10-4500/-. The minimum qualification for Chief Dietician should be >lasters degree in Dietetics and Sutrition, and the

('ottmtmm

prop z w o n

52 5 1

post may be filled by promotion, failing which by direct recruitment. The minimum educational qualification prescribed for direct recruitment should also apply in case of promotion. The posts of Chief Dieticians should be created wherever functional justification exists. I. u/IcIIGJ,LI: Jl~~~l/ICll/lfJll

52 53 Dieticians na\ e Dointed w t that their Lvorkload increases in direct proportion to the number of paticnts and beds attached by them 3s out-patient and in-paticnt. respectively Ithilc thc nunibcrs on both counts ha\c increased mmfold uith thc espansion of hospital facilities. thc number of Dieticians has not changed Wc note that the DGHS has issucd certain guidelines rcgardmg staffing norms On the basis o f t k norms, wherever the number of beds and patients justify higher and larger number of posts, these should be created based on

functional requirements 4ill>nll/l'~'~

52 54 Dieticians ha\ c claimed that thcir duties arc coniparablc uith medical doctors The\. also ha\ e to cspcriment and do research and uould like to ha\ e higher education allowance. allo\\ance for purchase of books and journals. conveyance allowance. telqhone pnority and reimbursement. facility for attending nationaYintemationa1 conferences and housing facilities near hospital campuscs. besides a special teaching allowance for duties involving teaching and training of medical. nursmg and dmetrcs students The adminutrative Ministq has pointed out that Dieticians are not required to c a m out independent diagnosis. and UlaapeutH: support is provided on second- referral. since their main duties are cowerned w~thhospital detetics and kitchen Therefore. any cornpanson with m&cal doctors would not be \.did Gomg by the advice of the Minist?. \\c do not feel an!. special allo\\anccs are justified We, therefore, recommend that only Chief Dieticians may be granted allowance for purchase of books & journals,

and reimbursement for attending nationaYinternationa1 conferences as recommended for Medical Doctors. For giving Lectures, honorarium as per rates prescribed for Central Govt. employees in general, is recommended. A separate teaching allowance for occasional teaching duties is not recommended We also do not recommend grant of Non-practice allowance, as Dieticians neither work round the clock nor does their work involve multiple areas of health care.

Gmercil "rfrod"rrf''r

52 55 An imponant role in the healtfl deliven' system is that of nurses. broadl) divided into three distinct categones - Hospital Sen ices. Sursing Education and Public Health There are at leas! 10.298 personnel comprising the Central Government's nursmg staff as follows -

-

Nursing Sen-1ces Nursing Education Public Health. Sursing TOTAL

NURSING SERVICES STREA31

-

9770

-

98 430

-

10,298

Cadre Structure

5 2.56 The Nursing senices are concerned with care of the sick and help them to recoup their health. They exist in the Cenzal Govement hospitals, dspensaries and clinics. A nurse's career in Hospital Nursing sewices begins as a StaffNurse in the grade of Rs.1400-2600. Posts in this grade are filled by direct recruitment, kvith qualifications of 10+2, 3-year diploma in General Nursing Frogramrnc and regisudtion as Nurse arid Mid\+-ife\vith tine Central or State Nursing Council. The general cadre structure of the nursing seniczs in different Govemicnt Hospitals is in thc follo\ving pattern.-

Chief Nursing Officer Nursing Superintendent Dcpup Nursing Suptdt Ass t t Nursing Suptdt Pi urs ing S i s t er Staff Nurse

RS 3000-4500/5000 Rs 2200-4000

Rs 21)00-3500 RS 2000-3300 RS 1640-2900 Rs 1400-2600

Uactttatlds itt

52.57

.'fentorundu

scales at all Ic\.els,grant of Non-Practice Allowance. provision of accommodation

The Nurses' Association have demanded upgradation of their pa!'-

to all nurses. removing post restrictions, providing time-bound promotions, and cnhancemcnt in various aflo~vances. Nurses in general have also demandcd exclusion of their categon from the category of para-mzdicals. Pa:\. scales

52.58 Upgradation has been demanded on grounds of incornpatibilie of payscales \vith the present qualifications and strenuous job content: Improvement of promotion prospects combined with upgradation at each level has also been sought on account of stagnatioq caused by a top-narrow cadre structure. The Thud CPC recognised the arduousness of duties based on bed strength of hospitals and the quahfications i i ~granting upgradation in the e n p pay-scales. It also obsened that the difficulty in retention of Nurses is due to marriage, prospects abroad and non-availability of promotions. The Fourth CPC also granted an upgradation in the replacement scales keeping in mind the difficult nature of duties and meagre promotion prospects. The administrative Ministry h k suggested further upgradation at each level, with at least three promotions during a career. It has suggested that a grade of Chef7 Principal Nursing Officer in the scale of Rs.37005000 should be created in each hospital having 750-1000 beds to be overall incharge of Nursing administration and improving the quality of nursing care. We note that thc two previous CPCs have already reflected the reasons cited by the Association: in _mtingupgradations. The prescribed rnkimum qualifications for recruitment of a staff nurse do not justify a higher scale of pay. However, on account o f rationalisation of the scale of pay of Rs.1400-2600,we recommend that a Staff Nurse may be placed in the scale of pay of Rs.1600-2660 at entry. We also note that as per existing norms, a Matron or Nursing Supen-isor in a lower pay scale is dread\. catering to bed strength of about 500-600, s i t h the assistance of hkpital attendants, dressers and other subordmate staff for ward facilities and cleanliness. There are alreah some unfilled positions of ChiefPrincipal Nursing Officers (Rs.3000-4500/3000-5000) in some hospitals and institutions Upgradation of the Chief Nursing Officer or creation of a ne\v lel-el in a scalc of pay corresponding to Rs.3700-jOO0,is, in our yiew. therefore. not justified. There isl ho\ve\.er. merit in the demand for some upgradations because of narrow or no differences in feeder and promotion scales. and also changes caused b!rationalisation of certain scales recommended b? us elsewhere. The following structure for the cadre of staff nurses and above is recommended:65 7

NOMENCLATURE

EXISTING PAYSCALE

REDESIGNATED AS

(Rs) Sratt' Nursc

.vJUXPI~

1-100-2600

Xo Change

PROPOSED PAY SCALE (Rs) 1600-2660 Rationalisation

Nursing Allo~vanceis grantcd u Rs 1501- p.ni. to all thc nursing at d l levels in Central Govt. Hospitals and institutions in view of their multifaricuis duties and rcsponsibilities. A Special .4llo\vancc of Rs.60,'- p.n-i is also granted 10 Nurses \vorhe in Special Units like Major Operation Theatres. 1CU/ CCL. Dialysis Unit/.Ward. ICU for burns. Tctanus and Rabies Wards. Paed~atricand neo-natal units, subject to the condition that i; shall not bc p n t c d to more than 25% of the total nslrsing sucngth The adminiskative Ministn has suggested that the allowtnces should bc enhanced as niirscs arc not entitled to .NanPractising allownce. NPA is not alloived to Nurses at present Their availability an duty at odd hours is on the line of rmtional shifis, unlike doctors on call. We are iiot convinced about the justification for grant of NPA to nurscs. We, however, recommend that the nursing allowance should be enhanced t o Rs.-100 per month, which will cover the element o f Son-practice allowance. Special allowance should also be enhanced to Rs.120 per month. s2.59

.-Il l ~ * t ' nt1d ~ ~ ~ t . categorics .V1J.t ,.I

Iki$onn & JCashing .Mowancc

52 60 Nurses are also paid a Urnform Allou ance of Rs 125 p m which has been sought to be increased, as their requirement is 6 terrycot uniforms in a vear. the costs of which have mcreased The administrative Minis- has also suggested its increase We recommend that this allowance may be given annually at the rate o f RS3000/-as a lumpsum amount. They arc also paid 3 Washing Allo\tance Rs 7%- p m I\ e f 1 10 86 This may also be doubled to Rs.150 per month.

Nisk.4llonanc.e

52 6 1 Nurses have clauned that the! run the risk of contracting disease5 due to the nature of their job and close contact w t h the patients The? undergo a great degree of mental and ph?sical stress and strain. \\bile protiding carc to patients/ clients. and at the same time are ine\ itabl! e\posed to many dangerous diseases The Third CPC did not falour grant of rrsh allonance to nurses on thc graund that Lhp \\ere not exposed to greater risks comparcd to other para-medical categories W e also d o not recommend a separate risk allowance for nurses as nursing allowance and special allowance will take care of this factor also.

.I~conmtodarrrm

5 2 62

Xursing staff have dcmandcd allotrncnt of accommodation on

priority. The Third CPC observed that nurses were provided free, M s h e d accommodation in the hostels attached to hospitals under the Minishy of Health. It suggested that Government should treat nursing staff who were liable for night duty as "essential" for purposes of priority allotment of accommodation. The administrative Ministry has recommended granting general pool accommodation to Nurses. It is also constructing a residential colony for Nurses working in Central Government Hospitals/ Institutions at Delhi. We suggest that the Ministry should take steps to improve hospital accommodation satisfaction for nursing personnel. Creche Facilities

52.63 The demand for provision of Creche services at the Hospital premises is a genuine one. We recommend that as far ES possible, creche services should be provided in the hospital premises.

A'on-t .ridenr

52 64 There is a category of non-resident nurses in the Central Government Hospitals viz. Safdqang, 'Ram Manohar Lohia and JIPMER Hospitals 'Ihcre were only 46 such posts at the time of the Fourth CPC, as against 87 at the time ofthe Thlrd. At present there are 20 posts of non-resident nurses in Safdqang Hospital, 13 in JIPMER and 22 in RML Hospital, totalling 5 5 . Their qualifications are those of staff nurses, but they work only for 6 hours without break, in the Out-patient Department. They have demanded upgradation to the level of Staff nurses. adequate promotion opportunities and reintroduction of the selection grade granted earlier. Though the educational qualification of the nonresident nurses is similar to that of staff nurses, the administrative Ministry has adlised that the cadre of nm-resident nurses is a dylng one and is being phased out. We do not recommend upgradation in view of the difference in the nature of duties. As regards grant of the benefit of Selection Grade the ACP scheme will take care of career progression.

.Vur.res

NURSING EDUCATION STREAM Cadre Structure

52.65 Nursing Education is d c t e d in the Hospital Schools of Nursing, Raj Kumari Amtit Kaur College of Nursing, and some other teaching and training institutions under the Central Government. Nursing education is also provided by the AIIMS and PGI, Chandigarh, both autonomous bodies. All the Colleges of Nursing prepare nurses for the B.Sc.(Nming) degree (basic/post basic) and higher courses. The Hospital Schools of Nursing assist in the professional preparation of nurses. The en$' level in this stream is that of a Clinical Instructor (Rs.16402900) with qualifications being the same as those of a Staff Nurse in the Nursing services stream, plus a year's experience of clinical nursing. The cadre structure above the entry level is the Sister Tutor, Senior Tutor, Lecturer and Senior Lecturer. T h s is a small segment of 98 personnel in the overall category of nursing staff, engaged in the RAK College of Nursing, Central Institute of Psychiatry, Rural Health Training Centre, National Tuberculosis lnstitute, Lady Reading Health School, etc..

.\/uin Demands

52.66 Thc main demands of this stream are for upgradation to UGC scalcs, comparable to University and college tcaching professionals, grant of NonPractice, Nursing and Special Allowances as for thc clinical nurses and free furnished accommodation at the campuses.

UGC Scales

52.67 The teaching nurses have complained that at the time of fixing the pay-scales for various levels of faculty in the nursing education sector, these have so far been fixed at the same level as their nursing senices counterparts. Since nursing education has now come into the mainstream of college professional cducabon, thc pal,-scales of faculty of Nursing Colleges should be brought on par with the UGC The Third CPC considered b e matter but did not favour grant of UGC pay scalcs The Fourth CPC drd not make any recommendation on this issue We note that medical colleges in Central Government have also not granted UGC scales to tcaching mcdical and non-medical personnel. We do not recommend grant of UCC scales of pay to the teaching nurses. and the replacement scales recommended by us in the relevant chapters will appl?

.-I Ilowittces

52.68 As mentioned above, Special allowance has been granted to nurses covering critical areas of health care. Teaching nurses already hait an edge over other streams. Keeping in mind their duties and responsibilitics, and the fact that their clinical functions are not in critical areas, we do not recommend grant of special allowance. We have already indicated that we are not in favour of NPA for any of the para-medical categories, including teaching nurses.

Citvierul puy

52.69 As regards the other demands, general replacement scales and other allowances and conditions of service, we have made ow recomniendations in the relevant chapters

~CUILT

PUBLIC HEALTH NURSES Codre structure

52.70 This stream constitutes a vital segment of the community health services deliver3 system, in implementing primary health and school health care related programmes in sub-urban, rural and remote areas. It consists of Public Health Nurses; Health Supervisors,Lady Health Visitors (LHV), Auxiliary NurseMidwives(ANM) and Multi-purpose Female health Workers. Comprising about 430 personnel in the Central Government, this stream has three entry levels as follows:Nomenclature’

-Pay-Scale

A M e m a l e Health Rs 975-1540 Worker

Lady Health Visitors

Rs.1200-2040

Junior PI1 Nurse/ Ks 1640-2900 School Health Nurse

Educational Qualifications Matric + ANM/HWI: Course + Registration Matric + LliV Course + Registration as ANM Same as for Staffnurw

Further promotions are available as Health Supmxors (Rs 20003500). Co-unity Health OfficedDistrict Public Health Nursing OfficedSchool Health Nursing Officer (Rs.2200-4000) and District Mass Educational & Information Officer (Rs 3000-4500) I )fiwtnrtdc

52 71 La& Hcalth Visitors and .4NMs ha\ c dcmandcd better pay scalcs and promotion opportunities at par \\ ith othcr spccialiscd tcchiiical cmployccs 660

working under the Central Government and to remove stagnation. Allowances like Night Duty Allowance, Patient Care Allowance, Uniform Allowance & Washing Allowance and fisk Allowance have been asked for. Pay Scales

52.72 We note tllat LHVs are promotion posts for ANMs and hotb are filled to a large extent by direct recruitment with comparable qualifications. In view of the prescribed qualifications and nature of duties, we recommend that the entry level of ANMs should be raised from Rs.975-1540to ,Rs.1200-2040. LHVs should accordingly be placed in the scale of pay of Rs.1400-2300. These upgradations will also help to reduce the gap betwezn these posts ahd the next level of Pubiic Health Nurses. Public Health Nurses, as !he nest higher level: are recruited from among LHVs, Medical Social Workers and directly, with the requisite qu3lifications. The promotion quota for LHVs. etc. in the post of Community Health Officer is 20%, the remaining 80% being filled from the cadres of S a n i t a r y / F d Material Inspectors. LHVs have claimed that the incumbents from this 80% quota are not technically qualified or trained in terms of DGHS’ extant orders. Therefore, they feel that promotion to this IeveI should be set aside entirely for LHV,etc. We are not in favour of disturbing the present ratios for renivving stagnation among the LHVs, as the Assured Career Progression will suffice.

.-t Ilorinrices

52.73

Generalpayscales

j 2 74 As regards demands pertaining to replacement pay scales other allowances and semm conditions, our recommendations in the relevant chapters may be referred to.

Night Duty and Patient Care in the case of Public Health Nurses, LHVs and ANMs is of occasional nature and not contiiluous like some of the staff nurses. We. therefore, do not recommend grant of allowances for these purposes. Uniform and washing allowance should be granted to them as has been recommended for nursing staff in general.

1 General Introduclion

Etiahlirltmerri

OPERATION THEATRE TECHNICAL STAFF

I

Operation Theatre Technical Staff waking in the operation theatres 52.75 of Central Govt. Hospitals, comprise Technical Officers/Superintendent, Supervisors, Technicians, Assistants and Attendants, spread across pay scales ranging from Rs.800-1150 to Rs.2000-3500. They also include staff In sterilisation services. 52 76 The Operahon Theatres of the Central Govt are located In the four major hospitals-Safdarjang, RML, LHMC and JIPMER-besides hospitals of the Indan R a h a y s and Ordnance Factories Numbenng 290 in these organisations. they are distributed as follons -

OT OT Asstts. Technicians

Hospital

OT Attdts.

JIPMER

4

10

10

24

LHMC

2

5

15

22

Safdarjang 4

73

33

Others

1

Total

111

OT

Hospital

RML

Attdts. 30

OT

OT

Others

Asstts. Technicians 20

__

Ordnance -Factories T - OTAL40

15

1

170

79

Total 50

16 1

290

Uen1utrdr 111 ~ ~

52 77 The Operation Thcatrc Technicians Association has represcntcd that ~ of 0 T ~ ~ Technical ~ Staff~ ~ Techiical~Staff and"Laboraton. in hospitals thc~pa> scalcs used to bc same after the implementation of the recommendatiotls of the Third CPC But the Fourth CPC recommended lower pay scales for the 0 . T Technical Staff in comparison to the Laboratory Technical Staff with comparable educational qualifications and naturc of dutics They haw also pointed out that the Fourth CPC mrnmcnM that Group 'C'& 'D' technical employees worhg in lffercnt hospitals may be given promotion after 15 years of senice They have also demanded payment of an 0 T allmsance and enhancement to 60 years of the age of superannuation.

Puy I'mrict

52 48 The Operation Thcatrc Technicians have the following relativit? of posts with the Laborator)/ Technicians -

O.T. TECHNICIAN Pay Scales

POST O T Tech.

LABORATORY TECHNICIANS Py Scales

(Rs.)

POST

(Rs.)

2000-3500

Lab Tech.

2000-3500

Officer/

Officer/ Supdt.

Supdt.

O.T. Tech. Supervisor

1640-2900

Lab. Tech. Supcrvisor

1640-2900

Sr. O.T. Tech.

1400-2300

Lab. Tech. Asstt.

1400-2300

O.T.Tech

1200-2040

Lab. Tech.

1320-2040

0 . T .Asstt.

950-1400

Lab.Asstt.

975- 1540

O.T. Attdt.

800-1 150

Lab.Attendant 800- I I50

662

~

h

Esccpt thc rust hvo levels above Group D, the rest of the posts have the same pay scalcs m both categories. The administrative Ministry have observed that, there is similarity In the training, qualification & recruitment rules among the laboratory technical staff and the O.T. Technical Staff. In view of comparable qualifications and duties, we recommend parity of O.T. Technicians and Lab. Technicians at the initial levels also. Accordingly, the following grades are proposed for O.T. staff in future. 1)

O.T. Attendant - Rs. 750-940 with 2 ACP levels of Rs. 775- 1025 and Rs 800-1 150 with minimum 8th Standard qualification, at :ntry;

ii)

O.T. Assistant - Rs.950-1500 \gth 2 ACP levels of Rs. 1200-2040 and Rs. 1400-2300 with minimum qualification of matric (with Science) plus certificate or 10+2 with Science for direct recruitment; and

iii)

O.T. Technician - Rs. 1600-2660 with 2 ACP levels of Rs. 16402900 and Rs.2000-3500with minimum B.Sc. plus Diploma/ Certificate in the relevant subjects. The existing incumbents in each organisationin operation theatres as well as sterilisation services will be placcd in appropriate matching pay scales.

O.'T.Allowance

Payment of O.T.Allowance has been demanded on the lines of the O.T. Technical Staff in Delhi @vt. The demand is not justified as O.T.staff are recruited for O.T. duties. We do not recommend grant of O.T. Allowance.

General pay scoles

52.80

Gettern/

't'mducfron

52.79

As regards demands for career progression, superannuation age, etc.

and replacementscales, the general recommendations in the relevant chapters will apply.

52.8 1

Dental Hygienists, Technician and Mechanics assist Dental Surgeons in dental care of patients and exist in various Central Govt. Hospitals and dispensaries. Dental Hygienists are entrusted with the duties of independently attending to patients and performing the work of oral prophylaxis, viz primary and diagnostic treatment plan and advice to all cases. Dental Mechanics are required to make artificial dentures and other prosthetic work in Dental Laboratories. A Dental Technicians' work is to assist the Dental Surgeon while treating patients. All the three categories enter service in the scale of pay of Rs.1200-2040 with minimum qualificationsof Matric with science and r+trstior. as Dental Hygienist t i d l a 2 -years Diploma. Dental Mechanics are required to have 2 years experience in prosthetic Laboratory work also. 663

Estnhhslrnierit

5 2.82 folI on5 :

-

Them are at least 46 cmployecs in the para-dental catqorics as

Design atio n

Pa y-Scale

Total

1200-249 1400-23C!?

2

.-

-

Dental Tcchnician

31

Dcntal Hygienist

7

7

Dcntal Mechanics

4

1

> -1

TIic Indian Railways do no1 ha1.c an! para-dcntal posts Dental H!Sicni
4 t l , r ? l o l ntrdt1

Our

52 83 The Association of para-dcntals has askcd for the upgradrltion of thc cnt? level posts f r m i the pa! scalc of Rs 1200-2010/- to Rs ?000-3iOO/-i c onc step below that of Dental Surgeons. \\ho enter in the pa) scalc of Rs 710040001-. wth adequate promotion opportunities Demands have also bccn niadc 111 gcn'eral on allowances and conditions of s c n ICC. \\hich ha\ c bccn hnndlcd clsewhcre in this report 5 2 84 The thrcc catcgorics are rcquired to be registcrcd as Dcntai Hygemsts a l o n w t h matnc nith Scicnce and a 2-year diploma 3s basic ciitn ic? ci qualifications. All these posts are filled entirely by direct recruitment 1 hey may all be redesignated as Dental Technicians with the following grade structure.

~ ~ C O ~ I I I I ~ , 7 I I ~ ~ I ~ : ~ I I

Dental Technician- Gr.1 Rs.1600-26602nd ACP Dental Technician- Gr.11 Rs.1400-23001st ACP Dental Technician- Gr.111 Rs.1320-2040(entry) Wherever the number of p a l s is larse cnouzh to functronall!~justif) It. one posr of Chief Dental Technician ma! be introduced i n the scale of pa!, of Rs 2000-3500/-

1 General 'nrroduc''o'l

P,HARMACISTS

I

52.85 Pharmacists are concerned with supply of medicines in accordance with prescriptions or, when legally permitted, without a prescription. The!, also deal with procurement, selection, presenation, storage, preparation, distribution, adrmnistration and accounting of drugs and pharmaceuticals. The usml minimum essential educational qualification for direct recruitment against thc post of Pharmacists in the scale of Rs. 1350-2200 is 10+2,2-\-earsdiploma and 3 months training in Pharmac!, along \vith rcgistration with the Central or Statc Pharniac!. Council. Some organisations recruit them with loner qualifications also ,

Pharmacists have a two or thrcc grade structurc. including the entry level. \\ith promotions upto the scale of Rs. 1640-2900. and sometimes upto Rs.2000-3500 Distribution of Eittablishmetir

52 86 The total number of Pharmacists is about 3483 They are generalh cmplo) cd in Central Government Hospitals, Dispensaries, Central Drug Laboratory, Medical Stores Organisation etc Besides, Pharmacists also exist in Botarucal Survey of Inda (BSI), Air Headquarters, Archaeological Survey of India. Directorate General of Employment & Training ( W o Labour) etc ,where entry Ic\ el is lower, i.e in the scale of Rs 1200- 1800 or Rs 1200-2040

Demands in klemoranda

52.87 Pharmacists associations have demanded setting up of a separate Dircctorate of Pharmacy for greater participation in policy-making as well as adequate career progression, upgradation of their pay scales and granting of additional allowances for non-practice, patient care, non-technical duties, risk, literature etc to improve their functioning as well as achieving job satisfaction

Frevious CPCs

52.88 The Third CPC obscrved that Pharmacists also include compounders and dispensers. It divided the category of Pharmacists into two i.e full? qualified Pharmacists and unqualiiica Pharmacists and accordingly suggested different pay scales. The Fourth CPC broadly followed a similar pattern of granting replacement scales for the registered Pharmacists. For improving the promotion prospects of Pharmacists it recommended that administrative Ministry night examine the desirability of a few posts in the pay scale of Rs. 1640-2900/-. No distinction was made behveen qualified and un-qualified Pharmacists.

Directoratc Pharmacy

of

5289 No justlfication has been furnished on the need for Pharmacists to pla! a role in policy making relating to health when a Drugs Controller of India. and Pharmacy Council of India exist This demand, if accepted, wll lead to similar dcniands by other para-medicals to haie thcir onn specialised Directorates We do not rccommend setting up of such a Directoratc

52 90 Upgradatlon of the p3) scalc of Registered Pharmacist is sought from Rs 1350-2200 to Rs 1400-2600 at par with diploma holders of other disciplines like Engineering, Nursing eic Pharmacy Council of India. recommended in 1976 and 1994, that the pay scale and promotion avenues of Phamiacists should be at par with other technical diploma holders II? Enginecring and Tcchnology as the post of Phamiacist is also technical. W e recommend that Pharmacists, in view of the prescribed entry qualifications should be placed in the scale of Rs. 1400-2300 at entry. The grade structure in existence at present should be modified as follows:-

Nomenclature

Pay scale

Qualification

Pharmacists Gr.1

Rs.1640-2900

2nd ACY

Pharmacists Gr.11

Rs.1600-2660 1st 4CP

Nomenclature Pharmacists Gr.111 (entry level)

Pay scale Qualification Rs.1400-2300 10+2+2yrs. Diploma + 3 months training and registration

Wherever there is a post of Chief Pharmacist it should be placed in the pay scale of Rs.2000-3500. Posts of Chief Pharmacists may also be created in. the hospitals in the pay scale of Rs. 2000-3500 based on-functionaljustification. I n future no recruitment should be made in this cadre with qualification of less than Diploma. AII those incumbents who possess a diploma in Pharmacy and a r e in lower scales a t present may also be brought into the scale of Rs. 1400-2300. Incumbents not possessing Diploma in Pharmacy may continue in the replacement pay scale corresponding to their existing scales with ACP only. I’nncirt

Cor

1 Ilobua,lcr

(;etiernlpav scnlcs

52 91 Paticnt Carc Allowance @,10./, of the basic pa! per month, has been asked for against thc prcsent rate of Rs 80/- p m The allowance should be doubled to Rs. 160/- pm., retaining the conditions under which it is granted i.e. if no night duty o r risk allowance is sanctioned by Government 52.92 For all the remaining matters our rccommcndations clsewhere in this report wvill apply

PHYSIOTHERAPISTS AND OCCUPATIONAL THER4PISTS

lnwoduc!ion

Disrrrhurron of Esrab’rs’ln’eril

52.53 Physiotherapists and Occupational Therapists, located in Central Government Hospitals, dispensaries and institutions covcr two distinct branches of Therapy vizl‘hysiotherapy and Occupational Therapy. Physiotherapists (PTs) are concerned with the management of orthopaedic, neurological, medical, surgical dsorders through the scientific application of heat therapy, light therapy, electro therapy, hydro therapy, exercises and massage. Occupational Therapists (OTs), on the other hand, deal with such disorders through purposeful goal-oriented activities to achieve optimum functioning, prevent disabilit?. and maintain health. 5 2 94 Thcrc arc 176 posts of Physiotherapists arid Occupational therapists in thc Central Government Hospitals and Institutions as shown bc1owv.-

Institution

PTS

Indian Railways Safdarjung Hospital LHMC & KSC Hospital CIP AI!PM&R R M L Hospital

50 49

OTs

50

6

13 4

13 3

4 7 2

666

Total

62

10 4

20 3

Institution Ordnancc Factories

C/RLTRI JlPMER Total

PTs

OTs

Total

1

1

7

7

9

8

17

138

38

176

Usually both the categories enter at ,the level of Rs. ,1400-2300,with minimum qualificationsof lot2 and a three-year degree or diploma and 6 months internship, with or without PG training. At highcr Icvels the posts of Lecturer PT/OT arc, i n the scale of Rs. 2000-3200, and posts cf Sr. Lecturer or Senior Physiotherapist/ Occupational Therapist arc in the scalc of Rs. 2375-3500. Certain organisations follow a different p a m y also. Indian Railways have only two gradcs of Physiotherapists, i.e. Grade 1 at thc Icvcl of Rs. 1,400-2300, and Grade I1 at thc lcvel of Rs. 2000-3200. In contrast. thc Jawaharlal Institute of Post-graduatc Mcdical Education and Research and thc Central and Regional Leprosy Training and Researeh Institutes, undcr thc Ministry of Health, recruit Assistan1 Physiotherapistsand Physiothcrapy Tcchnicians in thc scale of Rs. 1200-2040 with qualifications of matric+PhJslothcrap\. Certificate coursc, who atso I m ~ c proniotion avenues to the posts of PIi!siothcrapist.s/ Occupational thcrapisls. Drnrarid.~111 *''bnorcrd'r

Par19 w i h

hfedm~Doc'ors

5 2 95

Physiotherapists and Occupatlonal Therapists have dcmandcd a Iiighcr entry lcvel based on the contcntion that their qualifications arid dutics arc comparablewith those of doctors Thcu demunds also include parity with mcdical aid dental doctors with regard to ently h e l s , carcer, allowances and othcr scnice conditions. In support of their demands they have cited a CAT, Principal Bcnch. judgement in petition No. 2323189 dated 8.694, under whlch the rejcction of a ~ccommendationto raise their scales of pay fromthe existing level Rs. 1400-2300 to Rs. 2000-3500, had been quashed Bcsldes, they have also asked for being roclassified by exclusion from the ca tcgory of "Para-medicais" and unification of the cadre of PTs/OTs. 52.96 The educational qualification aid the nature of dutics of Phy$ic?hrapistaml Occupational Therapist are not cnmparableto those of MBBS cteetors and BDS (Dental Surgeons') The administrative Ministry had formed a Committee in the DGHS with representatives from the Association of Physiotherapists/Occupational Thcrapists to consider the matter. Thc COIMIittCE obscrved that there was no evidcncc to show that PTs/OTs could. I& mcdical pracouoncrs, have first contact with paticnts, and dia,~ose,investigatc,prcscribc, treat and follow up patients with \'armus diseases. Tht: Committee also noted thal PTsIOTs were required to take the advice of medical nnen in regard to starting of Phyciiotherapy of Occupational Therapy and continh,g suoh treatment. Our Consultants as well as Secretq (Health) and DGHS,dwing discussions with us, have shngIy urged that this category needs to be upgraded. .Keeping in mind the educational qualifications and nature of duties of PTs/OTs .and other relevant factors we do not recommend parity with medical practitioners. However, we also feel that the present scale of Rs. 1400-2300 is low vis-a-vis minimum qualifications and the nature of duties. We, therefore, recommend that PTdOTs may be placed at the level of Rs. 1640-2900 at induction. Since we are not in favour of parity with doctors, career progression of PTs/OTs will

667

follow the usual ACP pattern. Lecturers in PT/OT should, accordingly, be placed in the scale of pay of Rs. 2000-3580, and Senior Physiotherapists/Senior Occupational Therapists in the scale of pay of Rs. 2200-4600. To improve promotion prospects a post each of Chief Physiotherapist and Chief Occupationat Therapist in the scale of Rs. 30004500 may be created in hospitals and institutions wherever functionally justified. 52.97 We have looked into the demand for payment of allowances at par with dxtor. We have already indicated our views on the issue of parity Grant of NPA to Doctors is not based on the possibility of private practice, but on account of tlic requirement of call duty round thc clock without resort to private practice/compensation For PTs/OTs therc is no requirement of such call dut? round the clock ' NPA to PTslOTs is, therefore, not recommended. Other allowances are also not recommended as parity with doctors is not beirig con ceded 52 98 The claim for unification of thc cadres of PTs and OTs IS based on Ihc argunent that their qualifications and dutics arc comparable and the end-result ofthcir respective effort is the same The admimstrative Ministry has. ho\\c\ cr.

ad\ ised that the qvalifications and ficlds of activity of PTs and OTs are different and riot interchangeable We also obscnc that all the health and educational i'nstitubons employing h s e personncl ha\ c kept the streams separate at all le\ cls We,. therefore, do not recommend merger. Grricruf dcmciiitir Orid pi)'S C C I ~ < * C

5 2 99 As regards the other demands and replacement pay-scales our recommendations in the relevant chaptcrs may be referred to

1 PUBLIC AND SOCIAL HEALTH WORKERS I Backgroirnd

52 100 Public and Social Health Workcrs are para-medcal workei s whosc sphere of duty mainly covers implementation of vanous sanitation health cducation and training programmes of Government including Family Welfare, Child Health and Immunisation programmes, S w q s and also education of the public on vari- aspects of health in the field. They have different designations in different institutions such as Medical Social Workers, Psychiatric Social Workers, Field Investigators, Health Inspectors. Sanitary Inspectors. Family Welfare Extension Educators, etc

Distnburioti of

5 2 101

Esf"s'inic't''

The Public and Social Hcalth Workers with a strength of about 1320 are mostly found in Central Go\ t hospitals, Railway hospitals and \ arious Public Heslth Programmes and Institutions, such as Port and Air Port Health Organisation, Leprosy Training 8c Research Institutes, Central Health Education Bureau, Family Welfare Training & Research Centre, Central Institute of Psychiatry, Ranchi, etc. They are spread across the following pay scales

FW Field Worker

Rs 950-1400/1500

Sanitary Inspector

RS 1200-204@/-

Social WorkerMale Health

Rs.1400-2300/-

Supemisor/Demonstrator/ Health Inspcctor Gr.III(Rlys)/ Psychiatric Social Worker

Rs.1600-266OJ-

-Medical Social Worker Health Inspector Gr.11 (RIys) Malaria Supcnisor/Sr. Psychiatric Sccia! Worker/ Health Educator/Public Health Technician

Rs.1640-2900/-

Health lnspcctor Gr I(R1ys)

Rs .?000-3200/-

Ch. Medical Social Worker/ Health Education Officer/ Medical Social Scnice Officer

Rs.2000-3500/-

52.102 A major issue concerning Medical Social Worker/Social Worker/ Psychiatric Social Worker IS the demand for unifarmig i n pa! scales as also parity .wrhsirmlar personnel in the field of Labour Welfare. Othcr Public health workers such as Smtq Inspector, Field Workers, Malaria Supervisors have asked for pay scale upgradation. career prospects and allowances These latter categories have been dealt with in other chapters pertaining to the concerned organisationl institution Social Workers and Psychiatnc Social Workers in Government Hospitals and CGHS Dspensaries with a minunurn qualification of masters' degree in social work or Graduation with diploma in social work are placed in the scale of pay of Rs 1400-2300. Some Memoranda have claimed parity with medical social workers wth specialisation in labour welfare, who are in a higher pay scale of Rs.2200-4000/- and b c t i o n as Labour Welfare officers in Ministry of Labour. Certain others seek promotion avenues to posts of Labour Welfare Officers, PR Officers and Health Administrators, etc. O14r recommendations

52.103 We have considered the matter a d found that the nature of duties and responsibilities of Medical Social Worker(MSW). Social Worker(SW) and Psychiatric Social Worker(PSW) are comparable Thc Fourth CPC had reeommended the scale of Rs 1600-2660 for the posts of mcdical social workers. The psychiatnc social workadsocial workers who posscss the same qualifications and dscharge the same duties and respansibilities as the Mcdical Social Workers were;however, omitted and granted a lower pay-scale by default. There is no material difference: between the Medical Social Worker, Social Worker or a Psychiakic Social Worker if hdshe works in a general hospital. But the same pewon w o h g m a mental hospital or a psychiatric Deptt of a general hospital is called a psychiatnc social worker. It has also been demanded that to reflect the actual functions and high level of responsibilities, the post of MSW should be redesignatcd as Medical Social Welfare Officer and classified as Group "B" post with the initial pay scale of Rs 2000-3500/- and after completion of 8 years of senkc, should be given the next higher pay scalc of Rs.2200-4000/-. In view of the minimum qualifications and thc nature of duties & responsibilities attached to these we recommend that Medical Social Worker/Social WorkedPsychiatric Social Worker with qualification of Post Graduation or 669

at least Graduation, plus 2 years Diploma in Social Work, should be placed in the scale of RS.164cL29oO at entry. The scheme of assured career progression (ACP) \\ill m e t the demand for carccr prospects Since there arc no highcr posts in most of the institutions, no substantive promotions are possible. The 1st ACP scale should be Rs.2000-3500,and the 2nd ACP scale Rs.2500-4000/-.The sdministrativc Ministry --sy rcnsidcr xaking these posts a s fieder :c pozts of Public Relations Officers, Labour Welfare Officers, etc., wherever they exist. Keeping in mind the nature of duties, qualifications and job content, we do not recommend parity between the Medicall Psychiatric1 Social Workers and the officers of the hlinistry of Labour.

RADIOGuPHERS/X-RAY STAFF Ittfrodtirtioti

C)tclrrhutrori o/

~~sl'lh'lJhnfenr

52 104 Radiographers. >(-Ray Staff and Radiothcrap! Technicians are paramedical profcssionals responsible for technical \ iabillt! of Radiolos! in the department of Radio-diasnosis and Radio Therapy of the hcalth carc institutions They also manage radiolog! in the emergency scn ices Radiographers arc involved in thc tcaching of under graduatc-degrce courscs i n Radiological Tochno!o~and also \ anous allied professions The field of Radiograph! has sccn the emergencc of nc\\ diagnostic techniques lihc Compiitcriscd Digital Radiograph!. Computcrissd Tomography. Magnetic Resonaiicc Imaging (MRI). Colour and Doppler Ultrasonography. Digital Subuaction. Angiograph! ctc These have to be handlcd b! Radiogaphers, who also perform X-Ra! and othcr special investigations arid protccting patients and self from radiation h w x d s 52.105 Ra&ography and X-Ray Staff. numbering about 383 ha\ c different cadre structures in different Central Government Hospitals in thc follo\\ing pay scales1 Sr.RadioTherap!.

Rs. 1640-2900

Tech.(Supervisor)/ Sr.Tech.Asstt.1 Radiographer(Sup) Sr.Radiographed ' Sr. Radiographer Supenwor/Radiographcr Gr.1

2. Sr. Radiographer

.

Rs. 1600-2660

3. Sr.Radiographcr/ !%.X-ray Tech./Radiographer Gr.1

:

Rs.1400-2600

4. Sr.Radio Therapy Tech./ Sr.Radiographcr/Tech . Asstt./Radjographer Gr.II

:

Rs.1400-2300

' 5 . Radiographcr/S-Ra! Tcchnician/Radiographer

Rs. 1350-2200

Gr.11 670

6. Sr. Dark Room Asstt.1 Tcchnicians 'I

I ) t ~ t , r c r f l d \It1 \ lar,rot ~

l l d ~ l

Ow rl'fo,N,aa'rcf'~lf"t'r

. RS 1200-2040

7. ilark Room Asstt.1 Radiographer Gr.111

Rs.975-I540

8 Dark Room .4sstt./ J r Radiographcrs

Rs 950- 1500

9 Tech Assti (X-Ray)

RS 825-1200

I0 Ilnrk Rooin Attendant

Rs 800- 1 I50

i 2 106 Radiograph! and X - K a Staff ha\ c dcinanded that their posts should bc upgraded in 1 icw of ciihaiiccmciit of enti: Icvcl qualifications Apart Irom pro! ision of adcquatc promotion prospccts. grant of radiation rish aIlo\\ ancc has also bccn ashcd for

{ I 107 On an anal!.sis of thc Kccruitmcnt Rules of iarious institutions cngaging rhcse personnel. we find that Radiographcrs usuall?. enter sen icc at thr c'c Ic\cls As Dark Room Assistants in thc scnlc G f pay of Rs 950- 1500 rccniitmcnt is I OO':, dircct with qualifications of blalric plus certificate in Radiosraph! Tlic nc\t highcr k\el is that of X-Ra! Assistnnt/Sr Dark Room Assistant (Rs 12002040) rccruitcd 50% by promotion from a m o y Dark Room Assistants and 50'%, b\ direct rccruitment with the sanic qualifications Radiographers in the scalc of pa! of Rs 1350-2200 are recruited 20'!4 b!. direct recruitment with Matric plus a ?-?car Diploma wurse in Radiography. and XO'% by promotion from among X-Ra? Assistants Higher posts of Technical Assistant (Radiography), Sr Radiographer (SUP). Radio Therapy Technician etc arc iisually filled by promotion from thcsc lo\\ er grades The Association of these cinployces has represented that a lot of hospitals and institutions have convcrtcd this minimum 2-year requirement of Diploriia Certificate in Radiograph! to a 3-year Diploma in Radiological Tcchnolog? And accordingly the minimum cntry for Radiographers with these qualifications should be placed in the scalc of pay of Rs 2000-3500. keeping in 1 i c n thc nature of duties and educational qualifications and the existing Icvcls in nnous hospitals and instituuons. We recommend following entry levels for this category for future recruitments, as for Laboratory and OT personnel as follows: S.Xo. Existing

I

Kadiographer I cchniciari Supcrbilsor . Sr Radiographer

Present Scales(Rs.)

Proposed Scales(Rs.)

Proposed Designation

~000-3jOO

Radiographer-

I>? iiiiiiic ACI' h l c

S.No. Existing

Present Scales(Rs.)

3 Radioyapher

1350-2200 1600-2660

4.

Proposed Scales(&.)

Proposed Designation Radionraoher- tingradation

-

6 Dark Room Assn Tech. Asstt (X-Ray)

950- I 500

950- I 500

. + U I t R.idtc-

Post Re-

graphti 111

dcsignated

The present incumbents in the posts of Radiokraphers, requiring a minimum of 2 yrs. diploma/ certificate after 10+2 may be placed at the level of Rs.13202040. Entry level qualificat!on for Asstt. Radiographers will be atleast 10+2 with science, besides a certificate in Radmgraphy. Since posts at SI.Ko. 1 form feeder to the latter,the gap may be bridged by placing Sr. Dark Room Assistants at the level of Rs.1320-2040, with an ACP at the level of Rs.14002300. Radiography TechnicianISupervisors and Sr. Radiographers being promotion posts, may be placed at the level of Rs.1640-2900. There will be one more level for 2nd ACP of Radiographers at the scale of iis.2000-3500. Dark Room Attendants may be merged with the common category of group D. As Radiographers are trained to handle risks of radiation, a special radiation risk allowance is not recommended.

OTHER TECHNICIANS Iirtrodricfiotr

52.108 There are somc posts of other para-medical technicians like EEG, ECG and EMG Technician, Audiomee Tcchnicians, Cardiograph!. Technician, Dialyser Operator, etc. These are isolated categories working in hospitals and training institutions with vey little or, in some cases, no promotion prospects, in pay scales ranging from Rs. 800-1 150 to Rs. 1400-2300. Minimum educational qualification for direct rccruitment to these posts is usuall~a D c p e in Science, diploma in Engineering, or even matriculation with a few years of relevant experience.

13ernotrd~111 52.109 ‘h‘or‘Jrrd‘J pay scales

Demands in Memoranda received b!. us have largcl!. talked of poor offered compared Lo the qualifications and job contcnl Lack of promotion avenues and lucrative opportunitics in thc open niarkct hale also been highlighted by thcm

672

PreviouJ CPCs

According to the Third CPC, pay scales of all such para-medical 52.110 staff including Radiographers, Pharmacists and ECG Technicians were placed in the pay sale of Rs.330-560. The Fourth CPC awarded the pay scale of Rs.13502200 to all paramedical staff other than ECG and other Technicians who were oniittcd from the report and consequentlyplaced in the pay scale of Rs. 1200-2040. This has resulted in an anomaly.

Our

EMG, EEG and Auhometry Technicians usually require at least an Diploma or a B.Sc. Degrec after 1 Ot2 for direct recruitment to diffcrcnt grades. as follows.52 1 1 1

recoMnll’~ldo’~om Enginccring

S.No. Nomenclature I

No.of

Safdariung Hosoital: I) ECG Technician. Rs.1200-2040 ii)

Essential Qualification

posts

Lab.Technician,

9

Matric + Experience

2

B.Sc.(Physics) + lyr. exp./ Diploma in Engineering

Rs.1200-2040 iii)

EEG Technician, Rs.1320-2040

4

B.Sc.(Physics) + -3yrs.exp.1 Diploma in‘Engineering.

11.)

EMG Technician, RS 1400-2300

1

B.Sc./Diploma in Engineering

S.No. Nomenclature

No.of

Essential Qualification

posts

2

RML HosDital: i) Audiometry Technician, Rs. 1200-2040

1

Diploma in Communication Engineering

Sr.ECG Technician, Rs.1200-2040

4

Matric + 1 yr. experience

iii) Sr.ECG Technician. Rs.1400-2300

1

B.Sc.(Physics)+ 1 yr. exp. or Diploma in Engineering.

iv) EEG Technician,

2

ii)

3 JIPMER: i) Cardiographc TechniCian Rs.1320-2040

ii) Dialysis Operator, Rs. 1320-2040

673

2

1

-doMatric + 3 yrs experiencc

-do-

Cardiographic Technician and Dialyser Operator both in the scale of Rs. 13202040 and ECG Technician at Safdarjang Hospital in the scale of Rs.1200-2040 havc thc direct rccruitment qualification of matriculation and some expcrience There are also some ECG Technicians in thc scalc of pay of Rs. 1200-2040 recruited dircctly with matriculation plus cxpcriencc as minimum qualification. Kccping in mind the qualifications and nature of dutics attached to thesc diffcrcnt posts in thc second category, we do not consider that upgradation is justified. However, consequent on the rationalisation of the scale of pay of Rs. 12002040, the posts requiring matriculation with some experience as minimum qualifications for direct recruitmerit should be placed in the scale of pay of Rs. 132c)-2040with Assured Career Progressions to the scales o f pay of Rs. 14002300 arid Ks. 1600-2660 respectively. We also recommend that the other Technicians entering service with either a 1)cgree in Science or Diploma in Engirrerring should be upgraded to the scale o f pay of Rs. 1600-2660 with Assured Carter Progression on a dynamic basis to the levels of Rs. 1640-2900 and Rs. 2000-3500, respectively.

ANNEXE 52.1 (See para 52.14) BROAD PRINCIPLES FOR SENIORITY FIXATION OF DOCTORS 1.

Medical Doctors will enter senice at thrce levels - GDOs (Rs.2200-

4000): Specialists (Rs.3000-4500) and Super-specialists (Rs.3700-5000). The

inter-sc seniority of GDMOs will be fiscd in thc order of merit at the point of cntq. into service in the grade of Rs.2200-4000.

-7

Specialists will be recruited 50% by promotion and 50% by direct recnutnient. the f i t point king set aside for promotion Inter-sc seniority anions specialists will be fixed in the order of the point of cntry into senice in the grade or RS 3000-4500.

On the date of entn, of specialist(s) in the scale of Rs.3000-4500. Specislists and GDOs already in that gadc on regular basis on that date. nil1 rank cn-bloc senior to the speciaiist entrant(s)? ivho will be en-bloc senior to all the GDOs who enter that grade on the same day. This criterion should be followed for combined seniority in the first instancc 1

3

4. Inter-seseniority among the superspecialists will be decided by thc point of entry into service. On the date of enby of a super-specialist(s), in the grade of Rs.3700-5000, all medical officers already in that grade on regular basis on that date, as per combined seniority will rank en-bloc senior to the superspecialist entrant(s). All super-specialists entering service on that date will ran!! nelq, followed by m d d officers of the combined seniority entering that gradc by promotion to posts other than Super-Specialists, on that date, in that order. This will be the fmal combined seniority list for promotions to higher positions. .

ANNEXES2.2 (Sax para 52 6 ) CATEGORIES OF PARAMEDICAL STAFF S.No. Nomenclature

1. Nursing Staff

Group

A

B

C

30

407 1

6190

L0.298

1

588

2 804

3.483

159

829

988

168

1131

1.320

1

146

147

2 Pharmacists

3. Med.Lab Tcchniciatis

4 .Public and Social Health Workcrs

Total

---_-------------------------

I

5 0.T.TcchStaff 6. Physio Thcrapists & Occupational therapists

12

8

I57

I77

7. Clinical Psychologist

4

3

7

9

8. Para Dental Staff 9. Radiographers

10. Dieticians 1 1. Other para medical

-

44

44

42

335

377

17

35

52

5

48

53

Staff TOTAL

16,939

676

53

53.1 Prior to Januaxy i,1986, Group ‘ D posts in the Central Government were in different scales of pay These werc reduced to only three scales (Rs 750-940, Rs.775-1025 k d Rs.800-1ljO)by the pourth Pap Commission. In April 1995, in consultation with the Staff Side in the National Council of the Joint Consultative Machmery, the Finance Minist?. merged the scale of Rs.775-1025 and Rs.800-1150 into a single scale of Rs.775- 12-871- 14-955-15-1030-20-1 150. The earlier two scales were s i m u l t a n ~ habolished , and recruitment or promotion to either of these two scales was discontlnued. Such of those employees as were already in the scale of pay of Rs.800-1150and opted to retain this scale as personal to them were, however, permitted to do so. The decision to merge the two scales was, however, not applicable to Group ‘ D posts in the industrial or work-charged categories and to the Railway employees. Recrurtmenr procedure

53.2 A large number of Group ’D’ posts in the non-workshop categories bear designations, such as Peon, Daftary, Jamadar, Safaiwala, Farash, Record Sorter, Junior Gestetna Operator, etc., which are indicative of functions or occupations. Direct recruitment to these posts is generall). made in the scale of Rs.750-940and incumbents are promoted to posts in the scale of pay of Rs.775-1 150. Whde no specific and essential educational qualifications have been prescribed for recruitment to the posts of Safaiwala. Farash and Chowvludar because of the nature of their duties and responsibilitics. education upto middle school level is required for the other Group ’ D posts in the non-workshop categories because of their having to handle papers, dak. etc

.‘jrrength

53.3

As on March 3 1,1994, the total number of Group ’ D’ employees m the Central Government, includmg those deployed in workshops. aggregated to

12 38 lakhs Ofthese, 6 01 lakh posts were in the scale of pa! of Rs 750-940 and the remaining 6 37 l a b posts \\ere either in the t\vo scales of Rs 775-1025 and Rs 800-1150 or in the merged scale of Rs 775-1 150 Dcmands rclating to the common. non-workshop categones of Group ’ D’ personncl ha\ e bccn discussed in this chapter Those rcloting to the uorkshop categorics and certain miscellaneous 677

non-workshop categories deployed in a few individual departments have becn dealt with scparately in the relevant chapter.

A largc number of demands rcceived from Group 'D'personnel 53.4 primarily relate to thc following-

!'OI

.YCO/V.S

Cf'

~ft"'!~icarrorls

I'anolion

1'1

scale

Defence 15nplovees

(a)

Upward revision of scales of pay.

(b)

Stagnatioii and absence of 'equatc promotion avcnucs

(c)

Incrcase in quota for promotion to clerical cndrc and othcr Group 'C' posts.

(d)

Creation of promotmn posts of Record Kceper \wholit ha\ ing to surrcnder simultancousl! posts of Lower Division Clerk

(e)

Payment of Night Duh Allowance

53.5 It has becn represented that the clubbing of peons in thc Ccntral Ggvernment with othcr Group 'Dpersonnel like Farash. Cho\\ hidar, Mali. ctc. and placing them in thc scalc of pay of Rs.750-940is unjustificd 111 thc light of the educational qualification prescribed for them and having regard to thc fact that many of them possess higher educational qualifications and attcnd to senior officers, nunisten,etc It has also been pointed out that ccrtain othcr catcgories of Group 'D'employees have also been placed in a higher scale of Rs 825- 1200. Pay scale nearly equal to that of Clerks has, therefore, been dernandcd for the Peons Parity with the scale of paj (Rs.9501560) applicable in the Nca Dclhi Municipal Committee has also been sought in some of the memoranda for thc posts of Peon, Safiwala, Farash and Cho\tkidar, while some others have sought parity with their counterparts in the nationalised banks. 53.6 Comparison has been drawn between the promotion scales applicable to Peons,who were promoted as Daftaries in the scale of Rs 775-1025, and Malis, who are eligible for promotion as Head Malis in a higher scale of Rs.800-1 150 Revision of the scale of pay of the post of Daftan to Rs 800- 1 150 has, therefore. been sought Other demands relate to the upgradation of the scale of the post of Record Kecper fiom Rs.825-1200to Rs 950- 1500 at par with Lower Dwision Clerks, redcsipation of Daftaries in CPWD as Record Kccpcrs and their placement in the scale of Rs.975-1540,etc.

53.7 Group ' D employee in Deface establishments have, on the other hand, suggested that all Group 'D'posts, such as Laskar. Safanvala. Watchman, Gkdener, Cadet Ordcrl!., Water Carrier, Rat Catcher, ctc. should bc rcorganised in a single cadre and provided two grades (Grade I and Gradc 11). bcsidcs a supcnisoq grade

678

OUR RECOMMENDATIONS .?nomalies due to merger ofpay scales

53.8 Our attention has also bccn drawn to certain anomalies that arc stattcci to haw arisen as a result of mcrgcr of the two scslcs of pay of?,c.??5- 1625 and Rs.800-1150into a single scale of Rs.775-1150. It has been pointed out in this contcst that thc Group ‘ Dpcrsonncl have bcen placed at a disadwitagc became (a) of the differential ratcs of incrcmcnt in thc merged scalc; (b) thosc in thc scalc of Rs.750-940 would now bc cntitled to fixation of their pay on promotion only oncc in the mcrgcd scalc of Rs.775-1150, instcad of on two occasions on promotion initially to thc scalc 9f Rs 775- 1025 and thereafier to thc scalc of Rs.800-1150; and (c) fisatioii of pay, on promotion, of thosc at thc maximum of the scalc of Rs.750-940 at a lower stage of Rs.970 in thc mcrscd scalc in rclation to thc stage of Rs.980 in thc prc-mcrgcd scale of Rs.775- I035

53 9 As has been mentioned at the outsct, thc scales of Rs 775-1025 and Rs 800-1 150 wrc merged into a singlc scale of Rs.775-1150 only in consultation \\ ith thc Staff Side in the National Council of thc Joint Consultativc Machinep This was intended as a measurc of allci iating stagnation in the lowr scale Had thc two sales not been merged. many employees would have superannuated at the maximum (Rs. 1,025) of the scale of Tts 775- 1025, as against the maximum of Rs I 150 available in the merged scale. No doubt, this might have resulted in a disadvantage to some employees, but this is inherent and unavoidable in any scheme of rationalisation The comparison sought to be drawn between the Peons and other personnel like Postmen, Constables in the Central Police Organisations, etc. is not appropriate having regard to the substantial differences in their duties and responsibilities. Quite obviously, posts of Constable and Postman involve higher responsibilities. Constables in the Central Police Organisationsan also required to function round the clock and are liable to be transferred. Similarly, the demands for parity with the scale of pay (Rs.950-1560)applicable in the New Delhi Municipal Committee for the post of Peon, Safaiwala, Farash and Chowkidar, or with scales of pay applicable in the nationalised banks are not justified. Whereas the New Delhi Municipal Committee is an autonomous organisation, we have not conceded the demand for parity with the public sector.

Higher pay scalcs 53.10 10 Peons certain

Peons vs. Safaiwalas

53.I 1 As regards the contention that peons are better qualified than thc safaiwalas, farashes, chowkidars, ctc. and that they should, therefore, be placed in n hishcr scalc of pay, it has bccn clarified by the Department of Pcrsonncl and Training that the qualifications prescribed for different Group ‘ISposts arc commensurate with the functions q u i d to be performed by the incumbents of dffmt categories. No doubt, a higher educational qualification (Middle School pass) has been presaibed for the peons in relation to safaiwalas, farashes, ctc. but the arduous nature of the duties and split hours of working of the latter categorics would justify their being placed in a scalc of pay at par with the peons. 53.12 The functions of Daftaries and Record Keepers are distinct and there is, therefore, no justification for the upgradation of the scale of pay of the former post to that of the latter.

Our

53.13

As a measure of rationalisation of the Group 'D' cadres, the

~ecowmnlenda'ions following measures

are suggested:-

(a)

Based on their duties and responsibilities, various Group 'D'posts may be broadly merged in four Occupational Groups, viz. Office -4ttendants (comprising Peons, Daftaries, Gestetner Operators, Packers, etc.) Cosmetic Attendants (Safaiwalas, Sweepers, Farashes, etc), Security Attendants (Chowkidars, Watchmen, etc.) and Malis. Malis have been separately dealt with in the Chapter on Common Categories.

(b)

Posts in each of the Occupational Groups will have only a single designation, indicative of their broad functional area of responsibility. Based on the concept of multiskilling, the scope of duties and responsibilities of each of the Groups would be appropriately enlarged so that they perform different kinds of functions relevant to their Group, without separate posts being provided for each such function as at present.

(c)

Each of the Occupational Groups may be placed in a four-tier structure comprising the replacement scales of pay corresponding to Rs.750940,Rs.775.1025, Rs.800-1150 and Rs.825-1200. Initial entry will be at the lowest scale corresponding to Rs.750-940,except in those cases where direct recruitment is resorted to presently in the second scale of pay. Posts in the four tiers of the Office Attendants Occupational Group will be designated as Office Attendant Grade Ill, Ofice Attendant Grade 11, Office Attendant Grade I and Senior Office Attendant. Similar designations will be provided for posts in the Cosmetic Attendants Occupational Group and the Security Attendants Occupational Group. It may be clarified that the fourth scale of R~.82s12oOwillbe part of the "Supporting Staff' category, and will consist of the posts presently in that scale as allocated to each Occupational Group. For persons recruited at the level of Rs.750-940,promotions to Rs.825-1200will be functional but for those appointed at the level of Rs.775-1025,this will be the second upgradation under the Assured Career Progression Scheme.

(d)

The essential educational qualification for appointment as Office Attendants and Seeurity Attendants shall be of middle school level (8th Standard), wbereas elementary education up to 5th Standard would suffice for appointment as Cosmetic Attendants.

STAGNATION AND ABSENCE OF ADEQUATE PROMOTION AVENUES

Presenr positron

53.14 D r a w g attention to thc acute stagnation in the Group 'D' cadres. memorandists have urged that time-bound promotions should be provided aftcr c ~ c qlcn . >cars It has also been pointed out that promotion prospects of Group ' D' cmplo>ccsin tho Railways and P&T Dcpartmcnt havc improved foHowing thc rcscn mon of 50% of the posts of Lower Dn ision Clcrks for thcir promotion to the

680

clerical cadre, and that even in the Audit & Accounts Department, the reservation for Group ' D employees has becn increased from 15 to 20%. It has, therefore, been demanded that 25% of the posts in the cadre of Lower Division Clerks should be reserved for promotion of qualified Group 'D' employees, 10% of the posts bcing fillcd on the basis'of scniority-cum-fitnes9 and h e rcmnining 15"A through a departmental examination. 53.15 It has also been contended that though posts of Record Keeper \\.ere creatcd to provide promotion avenues for the Group 'D'Staff by abolishing an equal number of posts of Lower Division Clerk, this measurc.has not really served thc purpose in the absence of proper record rooms. It has, thcrefore, bcen suggested that thc posts of Record Keeper may be abolishcd and the promotion prospects of Group ' D employecs improved instead by providing a higher percentage of posts in thc clerical cadrc. 53. I6

In August, 1982, in pursuanm of a decision of the Committeeof

Ministers,thc quota for promotion of educationally qualified Group ' D employees tohe clerical cadre was increased from 10 to 15%. The Department of Personnel & Training have opined that any further enhancement of the quota would not be conducive to maintaining the standards of administrative efficiency, apart from affeding adverselythe vacancies available to the general categories of candidates. Our recommchdulions

The contention that the quota for promotion of Group ' D personnel to thc clerical cadre has been increased from 15% to 20% in the Audit & Accounts Department is not factually correct. The department also follows the guidelinesof DOP&T. Only mabiculate Group 'D'staffare eligible for promotion as Lower Division Clerk to the extent of 10% of the vacancies through a departmental examination and 5% of the vacancies based on seniority. Having regard to the views of the Department of Personnel & Training, the present promotion quota of 15% would appear to be adquate Besides, organisation as earlier proposed, of the Group 'D' cadres in a four-tier structure and introduction of the Assured Career Progression Scheme would provide some financial benefits to the incumbents. The quota may not, therefore, be increased. In fact, it is recommended that the entire 15% of the vacancies should be filled only on the basis of the results of a limited departmental competitive examination, so as to ensure that only those fulfilling certain minimum standards are promoted to the clerical cadre. 53. I7

53.18 In accordance with our general suggestions on restructuring the Group 'D'cadres, the posts of Record Keeper will now form part of the Office Attendants Occupational Group. There will be no separate posts of this category and the relevent functions would instead be entrusted to any of the Group 'D'persotknel in an ofice.

BENEFIT OF FIXATION OF PAY ON PROMOTION AS PEONS 53.19 It has been represented that incumbents of posts of sweeperl chowludar,jam&=, mali, etc. promoted to posts of peon should be entitlcd to the benefit of advance increments, pay fisation, etc. This has bcen sought to bc

68 I

justlficd on thc'ground that the promotion to the post of peon involves assumption of highcr responsibilities. 53.20 All thc posts rcfcrrcd to. including those of Pcons, arc presently in tlic idcntical scalc of pay of Rs.750-340. Thc appointmcnt of sweepers, chnwkidars, and SO on as Pcnns is :!ItiLqSfer 2nd this is iiat :x,siA~id iu be a promotion. T h e demand for the benefit of pay fixation, advance increments, etc. is, therefore, not justified and we are unable to accept the same. PROVISION OF MECHANICAL AIDS T O SWEEPERS i

53 21 Thc dcmand that modcm mcchanrcal aids should bc pro\ idcd to thc swccpcrs is uncxccptionablc We recommend that aids such as vacuum cleaners, mechanised mops, floor polishing equipment, etc. may be provided t o this category. This should be combined with training in the use and maintenance of these contrivances ~

TREATMENT AS INDUSTRIAL WORKERS AND PAYMENT OF ,' NIGHT DUTY ALLOWANCE L

7 . k I !ti1 CI I I ( J S

I I I drr.vrrroI }I brkers

5>22 It has bccn rcprcsentcd that Pcons, Daftarics. Safmvalas, Chowkidars, Darbans. ctc in thc Goimunent Prcsses should bc trcatcd as industrial workers and that thc Chowkidars, who work round thc clock. should bc entitlcd to Night Dut?. Allowancc. By dcfinition, an industrial \vorker is one who is employed in an industrial 01'work-charged establishment and produces an article of commercial value either manually or with the aid of tools and machines. The duties of the incumbents of the posts referred to in the demand arc. ho\vcvert entirely different and thcy would not be covered by the definition. The demand to treat them as industrial workers lacks justification and cannot be acceded to.

A ighf Drrp Allowonce

53.23 Chowkidars arc not deployed round the clock, as stated, but are only required to perform shift duties, which include night duty as part of their normal responsibilities Night Duty Allowance claimed is consequently not justified __

-~

-1

ISSUES PECULIAR T O INDIVIDUAL DEPARTMENTS

CPI V D

53.24 Apart from the normal Group 'D'posts, there are posts designated as Barkandaz in the Central Public Works Department in the scalc of pay of Rs.750-940. The incumbcnts of the post are attached to Cashiers and arc entitled to a special pay of Rs.20 p.m. It has been pointed out that multiplicity of Group ' D' posts without an!' significant diffcrcnces in duties is not of an!' particular advantage. It has, thcrcforc. bccn suggested that there should bc a common category of Group 'D' Staff. which should bc placed in thc scalc of pay of Rs.825-1200. Besides, a highcr scalc of pay has also bccn dcmandcd for thc post

of Barkandaz on the ground that it carries greater responsibilities involving cash transactions. 53.25 The demand that there should be only a common categoty of Group ‘ D Staff would bc mct bl, tlic proposcd rcstructuring of the .Group ‘D‘ pests in distinct occupational grorips The higher scale of pay is, however, not justified because this would disturb existing relativities 5 3 26

In conformity with the general proposals on restructuring, the post of Barkandaz should be merged in the group of Office Attendants and designated as Ofice Attendant, Grade 111 A special pay is attachcd to thc post onlv in consideration of thc fact that the incumbcnts assist the Cashicrs The special pay may, therefore, be enhanced in terms of our recommendations made separately in respect of the common category of Cashiers and the Group ’D’ Staff assisting then1

33 27 Apart from urging that Safaiwalas should be considercd for promotion to the post of Sepo! aftcr a rcasonablc period of service. thc Group ’D‘ employees of the Directoratc of Rcvenuc intelligence have also pointcd out that a majority of the posts of Daftarics in the Directorate having been redesignated as those of Havildars, the remaining posts should also be so redesignated Follouwg the proposed restructuring of the Group ‘D’ cadres, Daftaries would form part of the occupational group of Office Attendants and there would appear to be no justification for converting the posts to those of Havildars. Similarly, as a result of introduction of the Assured Career Progression Scheme, Safaiwalas would be eligible for promotion in the cadre of Cosmetic Attendants. The question of their lateral movement to posts of Sepoys does not, therefore, arise. Deparmient of Tourism

’JAM

53.28 Employees of thc Department of Tourism have pointed out that posts of Photostat Operator, Addressographer, Senior Gestetner Operator, Junior Library Attendant, etc. have not been created by the Department to provide promotion avenues for the Group ‘ D Staff. Creation of posts will necessarily have to be justified on functional requirements and cannot be resorted to merely in order to provide promotion avenues Based on the restructuring proposals, multiskilling will also be introduced for performing functions related to photocopjmg, mechanical printing of addresscs. etc Besides, the Asstired Career Progrcssion Scheme will provide some relief to the Group ‘ DStafi. Creation of posts in higher scales of pay is, therefore, not recommended.

53 29 On the ground that there are only a limited number (15) of escadre posts of Lower Division Clcrk in the Oficial Language Wing, to which they can be considered for promotion. Group ‘ Demployees of the Wing have urged that thq, should be permitted to appear in the departmental examination conductcd b!. the Staff Selection’Comrmssionfor improving their career prospects Thc Official Language Wing does not participate in the Central Secretariat Scniccs Schcmc Consequently, Group ‘ D anplo! ccs of this Wing are not eligible for proniotion to the posts of LDC in the Minist? though they are part of the Ministry Till such time as the official Language Wing is fully integrated with the main ministry, they cannot be permitted to appear in the departmental examination. The

Assured C a r e r progression Scheme will, however, provide some relief to these employees. All India Rndio

53.30 The post of Sorter (Rs.775- 1 150) in the Audience Research Unit of All India Radio is in Group 'D.Its upgradation to the post of Clerk. Gradc 11. iii thc x d c of Rs.350-1400 has bccii dcmaidcd oil the ground that thc duties of :hc post are ciaical in nature involving programme-wise sorting of a large number of letters and audiencc responses to facilitate surveys. This has also been recommended by the Ministry on the ground that the duties require intelligence, alertness and sincerity and that the inombents shoulder higher responsibilities than Daftaries. who are also presently in an idcntical scale of pay. 53.3 I The post of Sorter is filled onl! by promotion of Peons with three years' senice in the scale of pay of R~.7jO-!I40and no additional qualifications have been prescribed. Its upgradation to the level of LDC cannot, therefore, be accepted. The post should form part of the occupational group of Office Attendants. BY virtue of the higher scale of pay (Rs.775-1150)of the post, it may be designated as Oifice Attendant, Grade 11, and placed in the corresponding replacement scale

Direclorate of

53.32 It has been stated that a majority of the incumbents of the 60 posts of Paclicr in the scale of pay of RS.750-94Gin thc Directorate of Advertising and Visual Publicity retue in the same post because there exist only two posts of Head Packer in the scale of pay of Rs.950-1400, to which they c& aspire far promotion Crkation of four more pdsts of Head Packer has, therefore, been demanded Crcation of additional posts will have to be justified on functional requirements The Ministry may be advised to review the requirements in consultation with Finance and create additional posts, if justified. In the meantime, the posts of Packers may be merged in the occupational group of Oftice Attendants and placed in the four-tier structure proposed. This measure, combined with the introduction of the Assured Career Progression Scheme will provide some relief.

It has been reported thsrt 25% of the posts of Peon in the Department an reserved for empbyax of the State Governments concerned, which affects adversely the proqxcts of the departmental sweepers, watchmen, rnalis, etc. Abolition of this quota and increase in the departmental quota to 50% has, therefore, been requested. The rationale for earmarking certain posts for State Govmment employees is not veay clear. The appointment of sweepers,watchmen, ctc as peons is strictly not a case of promotion. but only of lateral transfer to a post in an identical scale of pay. While recommending that the practice of appointing State Government employees may be discontinued, considering the Iiigticr qualification prescribed for the post of Peon and in order l o maintain appropriate standards, it may not be desirable to earmark these posts for appointment of sweepers, watchmen, etc. The incumbents of these posts will, in Any case, be placed in the proposed four-tier structure, and only such of those who fulfil the educational qualifications may be considered for appointment as Peons on transfer based on the existing quota

Income Tax Lkpwmmr

53.33

Central Braille Press. Dehrndun

53.34 It has been representcd that the scale of pay of Packers (Rs 750-940) in the Braille Press is lower than that of their counterparts in the Survey of India. Parity.has, thercfore, bccn dcmandcd. We have found that therc 684

1

has been a difference all along in the scales of pay of Packers in the two organisations, as indicated below:-

Second Pay Commission Third Pay Commission Fourth Pay Commission

Brai!!e Prsss

Survey of India

Rs.

Rs.

80-95 196-232 750-940

80-1 10 200-260 775- 1025

53.35 Only the corresponding replacement scales having been extended to these posts in the two organisations from time to time, there is prima facie, no anomaly . In terms of our earlier proposals, Packers in both the organisations will now-form part of the occupational group of Office Attendants and placed in the restructured cadre. Parity will thereby be ensured. llefittca Research (e Deve'opmerlr Orgatitsation

53.36 Inviting attention to the total lack of promotion avenues for the Helpers and Watchmen in the Combat Vehicle Research and Development Establishment (CVRDE),an organisahon of the DRDO, the employees haye urged that they should be provided at least h e promotion prior to their retirement. Placement of the incumbents of these posts in the four-tier structure of the appropriate occupational group and introduction of the Assured Career Progression Scheme would provide the necessary relief.

Mimsby of Defettce

53.37 In order to improve the prospects of Group 'Demployees, it has been suggested that (a) direct recruitment to Group 'C'posts should be restricted to only 50% of the posts and the remaining 50% filled by promotion of departmental candidates and (b) the Group 'D'employees should be permitted to appear in the departmental qualifying tests in the regional languages. The nodal Ministry have informed that even the vacancies presently reserved for the promotion of Group ' D employees to the extent of 10% in the cadre of Lower Division Clerks and 25% in the cadre of Assistant Store Keeper are not being entirely utilised in the absence of qualified candidates among the Group 'D' employees and that the increase in the quota to 50% as suggested would not, therefore, serve any purpose unless the qualification requirements are diluted. It has futthcr bccn clarificd h!. thc Ministn that it would not bc admiiilstrativcl~~ feasible to condud the depmcntal qualifjing tests in various regional languages. In the light of the position clarified by the nodal ministry, we do not recommend acceptance of the suggestions.

Departntcnf cf

53.38 It has been represented that Peons, Messengers, Orderlies, Packers, Sweepers, Lettcr Box Peons, Daftaries, Jamadars, etc. in the postal Dep-ent are engaged in operational duties, which involve some clement of skill, job perfection, etc., and that thcy should, thereforc, be placed in scalcs of pay applicable,to semi-skillcd catcgorics. Duties and responsibilitics of all similar posts in various dcpartmnts of the Ccntral Government are identical. Any special

POSIS

685 :

dispensation only in the case of Department of Posts would be unjustified and discriminatory. The posts should instead be placed in the appropriate scales of pay in the relevant occupational group

Introdrccftoti

The artisans employed in Central Government Workshops. production units and departmentally-run establishments, which are factories as defined in the Factories Act, 1948. constitute approximately one-fifth of the total staff strength of the Central Govcnunent The major departments/ministries cmplo--ngartisans are Minis6 OfRalways. Ministry of Defence, Depanment of Tclecommmations and Prating Prcsscs under different ministries/departmcnts Thc term ’artisan staff in Railways also includes workshop categories working outside workshop premises such as-Loco Running Sheds and Carriage and Wagon Depots which are not subject to the Factorics Act. Railways and Defence account for niwty five percent of workshop staff in government.

Industrial EstoblishmenLriti major Departmenh

54.2 In Railways, there are 1 15 loco sheds, 385 Carriage & Wagon sick lines and repair depots, 44 repair workshops and 6 production unid. In the Telecommunications Department, there are six departmental factories manufacturing various types of telecom equipment. The turnover for the year 1993-94 of these factories was Rs.ll7.71 crores. The major units employing civilian industrial employees under the Ministry of Defence are Director Genera1 Ordnance Factories, Adjutant General’s Branch, Naval Headquarters, Militan, Engineering Service, Director General Electrical and Mechanical Engineering and Defence Research and Development Organisation.

Number ofpay scales

j4 3 Prior to the Second CPC. there were 27 scales of pay for workshop stafUartisan categories. The Second CPC rccommended 2 1 scales of pay for these catcgortcs The large number of pay scalcs, particularly in Defence establishments ( 19) continued till Third CPC, although in Railway Workshops and Production Units thcrc were only five pa\* scalcs at that point of time, Thc Third CPC rccommendcd 9 6 pay scales - one each for unskilled and semi-skilled categones. oneftwo for skilled and two for tughly skilled artisans. The Third CPC also rccommended creation of a new grade of ‘master craftsman’ as an incentive to thc highly skilled artisans to remain in their own line and to enable government to rctain the highly skilled staff in mbny cntical trades for which there was considerable demand outsidc

54 1

54.4 Despite the ’Third CPC’s rccommendations for only 5/6 pay scales. thcrc \vex 20 scales of pay for industrial workers at the time of the Fourth CPC.

although of the 8.38 lakh 8.30 lakh workers were covered by eleven and the rcmaining 0.08 lakh workers by nine scales of pay. ClassijicatiotioJ Workers

54.5 Thc Fourth CPC suggested that the then existing classification of workers into unskilled, semi-skilled and highly skilled might continue and recommended only five scales o! pay - one each for semi-skilled and skilled workers, two for highly skilled and one for master craftsmen. In Railways, there arc only sts pay scales (including the lowest pay scale of an unskilled worker) for thc artisans. In Defence establishments as wvcll, the same number and pattern of pay scales have been assigned to different catcgories after re-categorisation by an Espcrt Classification Committee.

Skill-wise

The skill-wise break-up of industrialhorkshop staff is indicated 54.6 in the table below:-

break-p

Minisw’ Unskilled Semi-skilled Depamnc.nl Rs.750-940 Rs.800-1I50

Rnihvays

Defence Tclecom

Prtnttng Presses

Skilled-111 b.950-1J(r0

Highly Skilled-I1 Rs.12001800

Highly SupavisWr Skilled-I b.1400Rs.1320- 2300d 2040 othaSc.la

Total

64539 (1 2.95)

1 18904 (23.87)

92475 (18.56)

(1 8.68)

97168 (19.50)

32099 (6.44)

(53.09)

93021 (23.73)

7317i

(I 8.66)

136501 (34.82)

36009 (9.95)

34778 (8.87)

15538 (3.96)

39201 8 (4i.77)

1283 ;21.34)

(25.05)

232 30I (3.86) (5.0) (inclubng 95 in b.12002M)

6013 (0.64)

1468

(I 1.94)

93049

2304 387 (38.32) (6 44) (including 142 h b.975-1540)

1so6

431 6666 (3.51) (54.23) (includbg 13 mothada)

498230

618 (5.03)

1861 1249 (15.14) (10.16) (kluding 342 in I(r.12002040)

12293 (1.31)

29961 (3.19)

Others

3150 (10.51)

10232 2592 2317 (34.15) (8.65) (7.73) ( i 271 1 (including 214 in otha rala) in 121.975-1540)

7086 4584 (23.65) (15.30) (i=yiW 541 UI Rs.12002W)

Total

163461

204244

O/oage of

(17.42)

(21.76)

240268

135380

141125

55771

(25.6)

(14.43)

(15.04)

(5.73) (100.00)

938515

total

Note : Figures in brackets arc % age of the total. The ratios of supervisors to skilled staff and other connected ratios arc shown below: Ratios -

\llnlstry/Depamnent

Hpuways

Supniror/Sldlled Supcrvisor/sldlled Un-Jdlkdl + semi-sldlled Srmi-sbllkd ‘99%

688

11.3s%

54.28%

Semi-rldllcdl Skilled 111 + 11+1 42.06%

3 I i i i i y t ry/Tkp:rrfnicnt

Lkfcence

Srrpcnis~)r/Skitlcd SupcnisorlSkltlcd Iln-rNllcdl

+ Semi-Skilled

Scnll-Skilled

Sentl-sldllcd/ SWcd 111+

1I+1

s.mi

7.39%

127.13%

348%

Telecom

6.8Oh

10.3VO

85.19%

Sl.Sz%'

Prlntmg Y m r a

13.04./0

13.66%

340.6%

4.71%

others

20.61Yo

38.2 I %

30.78%

P O %

7.46%

10.40%

80.03%

39.52%

Total

54.7

It may be seen that,--

There is a very large unskilled workforce in Defence Establishments and Telecom Factories (almost one fourth) and further heavy concentration (34.82% and 38.32%) at the lowest skilled level as compared to Railways. The ratio of Supervisors and skilldsemi-skilled workfofce is slightly better in Railways as compared to Defence and Telecom factories. 54.8 The reason for higher skill formation in Railways is presumably higher initial recruitment qualification, direct recruitment of 25% Apprentices with IT1 qualification at the lowest skilled level and better inter-grade ratio. A comparative position of recruitment qualifications and some other parameters is given below:-

Category and Railways Tay scale

Telecom Factories

Directorate of Printing

Physical fitness & suitability for an unskilled job.

Middle pass or equivalent

(k.) Unskilled 750-940

DR : 50% (Apprentices) 1O%(Khalasis 8th Pass) 40% (other

Departments fw DR) Semi-skilled 3 year's Trade 800-1 150 Test Promotion

Skilled 111 950- 1500

Pr : 75% (5 years Pr : 50% DR : 50% experience) DR : 25% (3 \'ears Middlc School Pass 100% DR in some trades (Desirable 8th + ITI)

DR : 25% Pr : 50% (5 years (Aprentices) DR : 50% course ITI/lOth Pass. from recogntsed Tmining: Act TT school with ApprentiMTI 2 years' esp. or 6 months, Matric 5 years practical 689

Pr : 75%, DR : 25% Middle Pass + Certificate of apprenticeship or certification

3 years. expzrience. -LDCE 25%(rrom

of vocational coiirsc at +2

S S N S ) nit11

Icvcl in Printing Tech. or 3 years esp

educational qualification as !..id dc::?: in Apprentice Act + Training. -50% of promotion from Semi-Skilled Khalasi Helper/ Trade test with 6 months in . senice training Pr.: 75% ( 5 years Highly Skillcd Trade Test service) II/Skilled-I1 DR : 25% (Maine+ 1200-1,800 ITI+5 years esp. as Electrician) Pr. : 100%

Hignly Skilled Trade Test I/Skilled-I 1320-2040

Master Craftsman 1400-2300

Legend :Pr. Promotion DP: Deputation fw : Failing which

Pr. f\v DR (Matric+Cert. of Apprentice -ship or 5 years exp. in trade.

Pr. f\v DP

Promotion(DPC) for MC Selection by seniority for Mistry.

Chargeman'B' DR @Iploma Eng.) 1400-2300 50% Int. App.Mach. 25% Selection &om Rankers 25%

in ti&.

Chargeman Pr., Inspector DR: 50% Diploma in Elect./ Telecom Engg./ Mech.,Pr. 50% Industrial Workers

Tr.Transfer, Dip:- SS: Semi-Skilled Re. Re Diploma; Cert: Qual.:Qualification Employment Ccrtification; DR :Dircct Recruitment TOD. US:Un-skdled; lransfer on MC:Master Craftsman, Deputation. Dip. - Diploma

DEFENCE ESTABLISHMENTS

Unskilled 750-940

Essential : 5th' Pas Desirrblc: 5th Class 8th Class Desirable: MaIriculuion

690

Primary School Pasr

8th Class

Srml-~W!~crl For 26 trades: 80% Tr. N O . I 1 50 p.iss'ing !rnd: !:xi N'DR: NCTCrl'fl o r

PrITrlReKIR Q;41:

L ~ X) C . G

course in IT11

equiv. 20% Pr. unNCT skilled with 3 years & trade test For 38 trades: Pr. 100% (So probation) Skillcd(1iS 111) Tradc T e s 950- 1500

Highly S N e d 11 Tradc Test 1200-1800

liighly Skilled 1

Trads fesl

1320-2010

PrrTrRelT>R 3 yean service Pr: 33 IG% Q u d : I I.! \x I>:t.66 2,'.3'>0 10 + cxQual: 10th class serviceman or 8rh pass

hmrlRe/l>R PrmrlReiDR TransfcriDR Mamc + I TI 2 yn course in I'll/ 3 ysars'service Qua1 IT113 yn I year s CAP NCT in GOM/Pvt firm of repute PromoriowDR Promolioflrade Test Promotion'3 yn Promolion eqxrisnce Qual 10th + IT1 1 )T c\p In trade Promotron/I)R Promotiodl'rade 1 e51 I'romotionlDR Promot' x i Qual l m DR 3 yn Dip in Mcch / Qua1 IT1 or Dip (3 yrs) or Elec Engg 10-2 Wlth IT1or 4 )n $laths & Phv exp or proficiencycen -

-

4ynexp

Master Cratksman

Promotion Chargeman 11

DPC

1400-2300

Chargeman ' 13' 1400-2300

Pr. 66-2(3%5 ST. TODIREIDR 33- 1/3%

DR (Dip. Engg.) 66 213% &a adjustment of surplus

and trmfkr Leeend :- I'r. Promotion; DP:DepuIation; FW: Failing which; Tr. Transfer; Dip.- Diploma Cert. : Ceriifiiation; US : Un-skilled; MC: Master Craftsman; SS: Semi-Skilled; Qual. : Qualification; DR: Direct Recmitment; Re. Re-Employment; TOD : Transfer on Deputation

Pdwwa *

-

-

Age of Retirement Technical Supcrvborr

58 years

Defence Printing Presses 60years 60 years

Tclccom Factories 60 years No No

Overtime No YeS Yes Rent Free A c c m No + Y a ( O F s a n d No cdation Base Estts) Director Recruitment Yes 207D Promotioflransfer No of Engineering (Rs.2OOO-3200) failing which DR in Graduates Rs.2000-3200 Induction Training Ya 1 to 2 yrs. No No PLBAncentivc Bonus PLJ3 + IB PLB+IB (75% or' PLB to workers (SO% l i t ) the Minimum of the pay scale) in O f s

NO

NO

PLB

+

Since discontinued but compensation in the form of higher pay fixation granted to present incumbents. This got neutralised in due course.

I CLASSIFICATION OF WORKSHOP I'iews of the

PrmiousfuY Commissions

First CfC

STAFF

I

54.9

The categonsation of workshop staff into unshlied, semi-skilled, skdled and highly dulled workers and master crafismen has gradually evolved over a period of time and is now well established although there are still problem due to alleged absence of uniformity in the classification of labour. A person who is involved in only physical labour without any intelligence, training or experience I S traditionally classified as unskilled labour. But there has been a great deal o f difference of opinion in defining a skilled labour. The First CPC's obsefiations in this regard aptlv sum up this position:-

"In defining the category of skilled labour, IVC found more divergencc of 69 1

views. It was generally agreed b a t any person working on, or with the aid of,a machine should not be classified as unskilled labour. Over and above this, some were disposed to add that skilled labour involved not merely practical skill but also some @eorctica!. .howleQee. Others were disposed to lay more stress upon the preliminary training, either in the nature of apprentimhp or in the nature of training in a school. Fewer ~eoplewerc ready to recognise that ever1 experience gained by the mere process of working at a job for a number of years would justify a person being classified as skilled. Some insisted that there should bc soinc kind of certificate fiom a recognised technical institute. A few suggcstcd that the skilled \vorkcr must have gone through a deliberate Drocess of specialised trainin% Some even added a qualification of literacy. It seems to us that each of these sugestions has an element of truth but none of them can bc regarded as exclusive or complete. We are inclined to think that the basis of dif€aentiation must van’ from industrv to industrv. In somc thcorctical training msy be morc essential; in the rest, aDprcnticeshiu or practicai ewerience may bc more essential. The classification must. III thc last resort, be based upon trade tests. The semi-skilled \vas gcncirnlly recognised to be a person who had risen from the ranks of unskilled labour, after he had improved by experience. Sonic workers representatives suggested that particular occupations must be classed as semi-shlled and other occnpations classified as skilled. We do not think that this will bc a safe nicthod of demarcation: In one and thc same line ofwork, there may be different degrees of skilled. It is on this confusion that the workers complained that an occupation classified as skilled in one locality or workshop was classified as semi-skilled i n another workshop or locality. The assignment of a Darticular worker to one catwow or another must l a ~ e l be y a matter of opinion based on standards recoqniscd in industry. In a matter of this kind, no differentiation can be made between the industrial employees of Government and those employed in private industry. The differentiation between the skilled and the highly sktlled is again a matter of degree, depending to a certain extent also upon experience and purposeful training. The extent to which a man can bc trusted to work by himself or required direction or guidance is also a material ingredient. It seems to us that it will be convenient if each @ a t a n t industrial establishment will constitute a Board. sail of three of its officers. to determine the class in which evew workcr in that establishment is to be based. The classification w i l l of course be revic\ved from time to time.“ S m d ~ ~ ’ (54.10 ~

The Second CPC further dwelt on this issue and made the following significant observations:“Some employees’ organisations have complained that thcre has been no systematicjob evaluation, and that this has led to many groups of workers being classified lower thm the contents of their jobs would justify. This has also been mentioned among causes making for lack of unifoimity in classification as between one establishment and another. Much of the criticism of the present system of grading of jobs seems to arise from the beliefthat all job evaluation must follow what is called the ‘points rating sstcm, or the analogous ‘factor comDarison’ system. The ‘points rating‘ system involves brcdang each job into its component factors and allottins

-

692

points to each factor according to a ire-determined scale and tben convatmg the total number of points into money, again according to a prpdetermined scale. In the ‘factor comparison’ method also, each job is broken down into its component factors, usually the following: mental rcquirements, physical requirements, skill requirements, responsibility and \workingconditions. *%r job descriptions have been plc;paicdlLey jobs nhich represent various wage levels judgcd to be correct and fairly related to one another and in line with rates prevailing in the district for similar jobs, are sclccted and analyscd factor by factor. The jobs are considered onc by one and a decision made as to how much of the current wage rate for the job is being paid for each factor. A scale is prepared for each factor on which the kcy jobs arc placed in order ~f their value assessed for h a t factor. the rcmaining jobs are hen comparcd factor by factor with thc lie? job factor scales and placed in position at their correct point on each scalc, a comparative money valuc thus bcing cstablished for cach factor in cach individualjob. Thc total of the factor values so determined for each job represents its evaluated cash rate. Both these systems, it will be obscncd, are very elaborate, and > c t , ncithcr provides for wha&mav be considered an absolutelv obiective :valuation of iobs: in both cases, the subicctive element comes in. These are systeniatic and not scientific proccsses. There arc two other, simpler methock of job evaluation - one known as the ‘ranking - svstem’ and the other as thc ‘classification svstem’. Under the former each job is judged as a whole and jobs arc then ranked in groups in order of difficulty or value, and an attempt is Made to equate or compare jobs at diffcrent levels among the group. When all jobs under review have been finally ranked, grade levels arc defined and wage levels allocated. The classification system M e r s horn the ranking system in that grade and wage levels are determined before jobs are ranked, and descriptions are written defining the type of job which should fall into each group. The ’pointsrating’ system has been followcd in determining the pay structure of onc or two groups of Central Government employees. .....But orharily, the methods followed are what, in cssence, are the ranking and the classificationsystcms. Even in industrially developed countries, there is considerable difference of opinion about tlic advantages of the morc elaborate systems ofjob evaluation. And whilc it may well be that a more careful and systematic analysis and assessment of jobs in most of the Ccntral Government industrial establishmcnts than has been made so far is callcd for, we do not feel competent to commend any particular system of evaluation in preference to others.‘‘ Third CPC

54.11

The Third CPC suggested that the Government might consider desirability of setting up expert bodies under various ministries to go into the question of reviewing the then existing categorisation of workshop staff and also a coordinating machinery for maintaining uniformity in re-categorisation 9f workers. With the exception of Railways, all major ministries agreed to set up expert reclassification committees. A one man conmittcc was set up by Railiva!.s io 1969 for this purpose. However, this Committee did not carry out job e\’aluatioiL/classificationin the strict sciisc of the tcmm A joint committcc of railivay administration and \vorkcrs’ organisntions. h o \ ~ c ~ ~esamincd cr. this report.

693

Defknce Estnbhhrneiiu

54.12 In pursuance of the rm'mmendations of thc Tlurd CPC the Ministry of befence set up an Expert Classification Committee (ECC) in October, 1974 headed by a rewedJudge of the Allahabad High Court. The ECC adopted 'points rating method' for evaluating morc than 1700 industrial jobs after assigning specific wcightage to various factors such as education. training, experience, job skill, physical. mental, visual, efforts involvcd, rcsponsibility for machincs, equipmcnt, marenals, etc. I'he ECC submitted its Report in J a n u q , 1979 recommcndllig 9 pay scalcs from the unslulled.categorq.to thc highly skillcd gradeI. This was not acceptable to thc Defcnce industrial \vorkcrs who wanted to be fitted into the 5 pa!. scaies recommended by the Third Pay Commission. The rccoinmcndations of the ECC were csamincd and a proposal was submitted to the Cabinet far the fitmcnt of the industrial workers into the 5 pay scales and accordinglv the correlation point range was modified in the following manner:Correlation point range cvolvcd on the basis of 5 pay scalcs introduced b? the

ECC Correlation point on the basis of 9 pay scalcs

Pay Scale

Point Score

ws.1

(b.) 196-232 2 10-290 225-308 26G-350

Go\.: Pay Scale

Up to 205 206-240 24 1-260 26 1-290

196-232 2 10-290 260-400

Point Score

Up to 205 206-250 25 1-328

(Subject to marginal adjustments) 260-400 320-400 330-480 330-560

291-3 15 3 16-340 341-375 3 76-399

380-560

400 & above

330-480 380-560

329-388 389 and

above

Anomalies Cornmillee

54.13 The Anomalies Committee set up for looking into the anomalies of ECC classification was converted into another expert bod!,. This Committee reevduated certain trades whch had lost the skilled gradc by marginal loss of points

in the ECC cvaluation. The Anomalies Committcc not only recommended upgradation of certain semi-skilled trades to the skillcd gradc based on the reevaluation, but also recoinmended the provision of the gradcs of skilled, highly skilled grade-I1 and hghly skilled grade-I in the ratio of 65:20:15 for certain common category trades. The recommendation OR a benchmark inter-grade ratio was implemented in 1984. Coordination Committee

54 14 The ' h r d CPC report also noted that the Government agreed to set up an inter-departmentalcoordination machery for cnsuring a reasonable measure of uniformit! of standards in the process of re-catcgorisation of workshop staff The Ministry of Finance has informed us that a Coordination Committee \\as set up under the Chairmanship of Joint Secretar).(PcrsonncI) and thc rcprcsentatn es of major Dcpartmcnts cmploying industrial \\orl,crs as nicntbcrs of thc Committcc 694

As and when the r m m d a t i o n s of the Expert Committee of a department were

finalised, these were considered by the Coordination Committee and rmmmendations as agreed to by thus C o m t t e e were implemented The Ministry has also advised us that the categonsabon of all the fndustnal workers of industnal establishments under vanous Ministries and Departments is a time consuming job and it takes years to finalise such studies and fWer that in case of Ministry of Defence this job could bc finalised only in October, 1984 and some recommendations are still under consideration ‘Utiskilled*- n nrisnonrer

Discrrnrbiarion ngortis~h

e

itidirslrail workers

54 IS Many associations have pleaded against the retention of the unskilled’ category on the ground that there is no trade which does not call for application of skills

54.16 There is also a i p e r a l feeling among industrial workers that being blue collar workers they arc generally discriminated against by the Pay Commissions, while the white collar categories get a more favourable treatment. As an example, it is said that a skilled worker starts at Rs.950-1500 just as an LDC dues. While thp, Lower Division Clerk is promoted to the scale of Rs. 1200-2040 as Upper Dvision Clerk, thc skilled worker has to move through an cxtra scale of Rs. 1200- 1800 bclbre he reaches the payscale of Rs. 1320-2040.

Denmiidfor merger of highlv skilled (;Lades

54.17 The Federations of Railwaymen have represented to us that the Skilled artisans pass the rcquisite trade test and acquire higher knowledge and expertise through practical experience before getting the Highly SkilldSkilled Grade 11 and Highly Skilled/Skilled Grade 1. The Federations have argued that there is no justification for retaining the two grades in Highly Skilled categon and the same should be merged into a single grade. We find merit in this demand.

A bolitioti of word Uriskillled

54.18

I’

”

We have considered these arguments and find that there is some truth in them. Accordmgly, we propose to abolish the nomenclature of ‘unshlled‘ from the dictionary of Government to emphasize the point that we do not consider any@, howsoever lowly, to be devoid of skills. Instead we suggest * Shramik’to unWine the fad that physical labour or ’Shrama’ is the basic constitituent of the skills used at that level. We also recommend that the two grades in highly skilled category be merged. This would ensure that artisans also progress directly from the grade of RS.950-1500to that of Rs.1320-2040.

As far as the remaining skill classification is concerned, we recommend that it be retained as under:Existing Classification Pay Scale (Rs.) Unskilled 750-940 Semi-skilled 800-1150 Skilled-I1I 950- 1500 Highly Skilled/ 1200-1800 1 Skilled-I1 I Highly Skilled/ 1320-2040 1 Skilled I Master Craftsman 1400-2300

Recommended Classification Pay Scale (Rs.) Shramik 750-940 (*) Skilled-I1 800-1 150 Skilled-I 950- 1500 Highly Skilled 1320-2040

Master Craftsman

1100-2300

(“1

(Minimum educational qualification of 8th pass be uniformly prescribed)

54.19 We havc further received demands particularly from Defence Establishments for abolition of Semi-skilled grade. In our opinion the semiskilled stage is important for a raw hand to learn skills and there is no justitication tor its abolition. We do not favour this demand.

The Federationsof Railwaynen havc highlighted the change in the job-content of Khalasis and Khalasi Helpers in Railways. They have brought to our r d c c that the Khalasis ( Rs.750-940)used to be csclusively employed on the i\’47r;.: of transportation, movemcnt of matcrial and assisting skilled artisans in thcir wcr k. This concept, has become outdated with the modernisation ofthc rolling stock and upgradation of their rccruimcnt qualifications from thc knowledge of rcadiria and witing onl?. to Matriculation/IT!/Act Apprenticeship of the 1 150) appropriate trade. The job responsibilities of a Khalasi-Helper (Rs.800havc Lxxn cnhanced by the administrativc instructions issued by the Railway Board in 1982. These instructions stipulate as undcr :54.20

“Even thcugh the designation ’ Khalasi-Helper’ is assigned to semi-skilled trades as a eonscqucnce to these classifications, the Ministry of Rail\vays desire to obsenc that Khalasi-Hclpcr should be called Upoli to \vork independently and can): out all the jobs in emergencies ctc.: which nonnaliy a shlled worker would do. A Khalasi-Helper associated with thc skilled workers will ham lo make contribution to production and out-turn alongwith the skilled workers as the two will form the team.“ The Federationshavc dcmanded suitable higher scales of pay for such khalasis and Khalasi Helpers. 54.21 The Ministry of Railways has explained to us that the mininium recruitment qualification of Khalasis in Diesel and Electric Locomotive Sheas is IT1passlkct Apprenticeship whereas the qualification of their counterparts in other departments is simple literacy. The Ministry has proposed that the Fifth CPC may consider prescribing a uniform minirrium qualification of ITYAcc Apprenticeship pass for all Khalasis in view of technological upgradation of the systems in Railways. 54.22 We frnd that the designation of ’Khalasi’ is outdated and a legacy of colonial post. This should now be changed as ‘Shramik’ if recruited without any technical qualification. The Ministry of Railways has furthcr clarified that in DieseVElectric Loco/EMU Sheds Khalasis are recruited with onc of the following qualifications. 1)

2) 3)

Matriculation Apprenticeship Pass under Apprentices Act in relevant trade. Diploma in Elect./Mech./Electroni& Engg.

54 23 FOPMatnculates. IT1 pass IS a desirable qualification It may bc secn that diz pat scale of Rs 750-940 is \ c n ION for these qualifications and docs not conform to the e\isting and proposed pay scales for differcnt catcgorics 01 cr-plo\xxs w i t k thcsc qualifications We recommend that all such Khalasis

should be recruited in the skilled grade of Rs.950-1%M)aod designated as such, as already done in case of direct recruit skilled workers in Railways. We have recommended basic minimum educational qualification of 8th pass for all Shramiks in Government. The recruitment qualificatians for Khalasis in general musi be considerdreviewed by the Railway administration in the light of functional needs and worth-of-charge. The pay scales of ordinary Khalasis (other than those referred above) and Khalasi Helpers be revised according to the general recommendations made by us. However, the designation of Khaiasi Helpers bechanged to Shramik-Helperor Artisan Skilled Grade-11 in the ligh! of our revised schemeoutlined above. 54.24

Recruitment

cukCr

.

‘‘I

Esto hlishnren~s

Inter-Grade Ratio

54.2j

The Defence Industrial Workers have brought to our notice that different directorates under thc Ministry of Defence have framed their own reauitment rules for industrial employees. They have demanded a common set of Recruitment Rules for all industrial trades and grades within the Ministq of Defence and !%her a three grade structure in the ratio of 35:35:30in the existing grades of Rs.750-940, Rs.800-1 150 and Rs.950-1500 for unskilled IabourerslMazdoors in Dcfencc Establishments. The Ministry of Defence, in response, has clarified that &ffcrcnt organisationi under the Ministry have different job requirements and qualificationr, are dependent on the job contents. The Ministry considers this an administrative matter which need not be considered by the Pay Commission. The Ministry has € h e r clarified that the unskilled industrial employees are eligible for ‘in-situ’ promotions to the semi-skilled grade of Rs.800-1150in terms of general guidelines of the Government in this regard and that they need to achieve maturity for being classified and placed in the skilled grade. We are in agreement with these observations of the Ministry. However, in view of very large unskilled work-force in Defence industrial establishments, we have recommended upgradation of minimum educational qualification to 8th standard pass for unskilled labourer (now proposed to be redesignated as ‘Shranlik’) in Defence establishments where minimum educational qualification prescribed at present is only 5th standard pass. 54.26 In Railway Workshops and Production Units a uniform intergrade ratio for wol-kshop artisans has bcen prescribed as mentioned below -

Sluiled Grade - I11 Skilled Grade - Ii Skilled Grade - I Master Craftsman

YOage Share 30 30 35 05

The Federation of Defence ErnpIuyees has demanded h a t the Defence industrial workers be given panty with Riulwvays in respect of inter-grade ratio. We have atready noted above that in Defence industrial establishments, the Anomalies Committee prescribed a benchmark intergrade ratio of 65:20:I5 for certain 54.27

common categon skillcd trades The Anomalics Committee further noted the following distribution of 54.28 skilled workers.697

Department DGOF MES EME Nat?? AA!r Pep-?

HS grade I '?/o age HS grade I1 */o age Skilled

o n [qn

-

- 1

J I

,\A

(Rs.950-I 500)

Ihkilled Workforce

12.9536 o f t h e total

23.73°,bofthetotal

.2ge o f Retirement

SR ~ C J I S

60 years

Overtime to Tech. Supemison

$0

Yes

DR: Skilled U'orhcrs (sripend Rs.900-20-940) Act Apprentice .6 months 11'1 - 6 months Matriculares - 3 yean

ilori

?r(

Only Apprentices inducted from iowm ranks given induction training

Yes (75% limit)

Yes (50% Iinnt)

Ovenime to Incentive Generally no1 put on overtime Workers

Inter-g-ade rtrlro

-

P r o m o t i o ~ r a n s f e r i e ~ p- l o ~ rned of ex-serwicemedfailing which Dr (2 yr. courx in ITITSC'1 for m)

Incentive Bonus 10 U'orken

for i k f e t r c ~ ~

,u

25?4 1)K IOlh' IT1 25% from SS.I;S (cduiational qualilicstion a in Apprenticeship /\a) 50% b. proriiotion

Induction Training

age

91 91 60 28 48 10

Follcwng further comparison with Railways would be relevant

I
O/O

74 00

14 80 0 67 13 88 30 15 !!I70

7 20 7 41 25 84 2 1 75

Grade Structure

Mandatory and u n t h m for

percentage

all trades

Given ovrrtime work

Desired kndunarlc onIy for skilled trades.

54 29

In view of the many differences between the workers of railu\a> s and defence establishments, we are not 111 favour of a parity between their respcctivc mter-grade rahos At the sane tme, \cry significant differences between thc intcrgrade ratios are also Iihely to engcnder a feeling of resentment among the defence employees With a uniform age of retirement at 60 years and a rnmmum entq level of 8th pass at Shramik. some of the differences are being evcncd out Considering the modernisation in Ordnance Factories and need for improving the career prospects of Defence industrial workers vis-a-vis industrial workers in Railways the following inter- grade ratio is recommended for Defence Workers 2Skilled Higher Skilkd Gr.1

4-2

t Iigher Skilled Gr.11

25

25

Mastercraftsman

05

We have, however,recommended merger of Highly Skilled gades into one grade only. The inter-grade ratio will thus be need to be worked out again based on our recommendations on pay scales. We understand, that in Railways: the inter-grade ratios are reviewed periodically, particularly after the Pay Commission's recommendations. We suggest that the Ministry of Defence likewise may review this ratio within the basic structure of 45:25:25:05 recommended by us and keeping in view the linkages of this ratio, if any, with the incentive bonus scheme in Defence Establishments. 54:30

CXC Machine Uperalors i n Llefence ElrrUb/rshnl<' l l Y

54 3 I The Federation of Defence Ivorkers has demanded that the CNC machlne operators in the skilled grade bc placed in the scalc of Rs 1320-2040 after completion of 5 years of service and their further promotion be made in the cadrc of Supenisors-cum-CNC operator. as pro\xicd in the recruitment rules of the s u p e n i s o ~cadres in the Ordnance Factorics 54 32 The computer numeric controlled (CNC) machines and higher Ie) els of automation are being introduced in almost all industrial establishments of the government CNC machines add to thc precision, quality of output and hlghcr producti-.it!. While these machines givc n touch of sophistication to the skilled att~san.they also result in less fatigue and s L :ss for the workers. As such, we are of the opinion that there-is n o case to give a preferential treatment to CNC machine operators in Defence or other establishments. They should follow their normal career progression as laid down in the recruitment rules.

Master Crajsman

j4 33 The concept of Master-Craftsman in the pay scale of Rs 1400-2300 was introduced With the basic objective of retaining skilled workers in the trade The h 1 w a y and Defence Employees Federations have emphasised the continued need to retam the skills of experienced industrial employees pdcularly in view of the technical advancement and procurement of sophisticated machines m Government workshops and factorie;s The Federations have argued for a hgher replacenlent payscde and further pay scales for promotion of Master Craftsmen The ordnance Factory Board anticipating re-onentation iq the technologies in use and induction of neb technologies which use computer based programmable manufactunng operations, has predicted increasing demand for knowledge based operating skills in the ranks ctf industrial workers The Board has suggested creation of two additional grades for Master Craftsmen as follows Existing Master Craftsman

Rs.14OO-23OO

Proposed by Ordnance Factory Board Master Craftsman Grade - I Rs.2000-3200 Master craftsman Grade - I1 RS.1600-2660 Master Craftsman Grade - 111

Rs.1400-2300 Our. reccmmendarrons

54 34 We accept the contention that the 'Knowledge-Worker' is the need of the hour. However, the grant of higher pay scale (s) as proposed would disturb the existing relativities with the payscales proposed by US for Technical supervisors in Workshops. Status quo may, therefore. be maintained.

Mistries in

Railways

54.35 Mistries in Railway Workshops and Production Units are in the same scale of pay (Rs.1400-2300) as Chargeman ‘Bywhich is a promotioil post for them. The Federations of Railwaymen have contended that the Mistries who are promoted from ranks after long years of service and experience work like Chargemen ‘B’ as supervisors i d technical advisors to the technicians. The Federations b v ~ Cierefore, , demanded that Mistry be redesignated as Chargeman ‘B’. The Minim of Railways has cxplained that the Mistries were in the scale of pay of Rs.330-560 which was lower than that of Chargeman ‘B’ (Rs.425-700) before the 4th CPC report. We have recommended a slightly higher pay scale of Rs.1600-2660 for thc Chargeman ‘B’. Accordingly, the Mistn, being lower than Chargeman ‘B77 cannot be rcdesignated as Chargeman ‘B’. We recommend that the payscale ofthe Mistries be retained at the present level of Rs.1400-2300. The Ministry of Railways in consultation with the recognised Federations of Railw.aymen, has recently changed the designation of the ‘Mistry’ as ‘Supervisor’ without any change in duties, responsibilities and pay scale. We suggest that the Ministry may consider the revision of designation of ‘Mistry’ to ‘Master Technician’ without any change in status.

TECHNICAL SUPERVISORS Supervisors arid Superyised : I’roblem of same scale of pa!’

54.36 The Technical Supervisors in befence and Railway industrial establishments are in the four standard pay scales of Rs.1400-2300, Rs. 16002660, Rs.2000-3200 and Rs.2375-3500. The initial pay scale of the Technical Supervisors is the same as that of for Master Craftsmen and Mistrics (in Railways). This anomalous situation has arisen due to merger of the pay scales of Rs.425-700 (Chargeman), RS.380-500 (Mistry, Highly Skilled Grade-I) and Rs.425-640 ,(Master Craftsman) by the 4th CPC and rcplacement of these scales with a common scale ofpay of Rs.1400-2300. We have been informed that the identical pay scales of Mastercraftsman. Mistry and Chargeman have resulted in a large number of court cases. The New Deb Bench of the Central Administration Tribunal in a case.0.A.No. 1527/1990 has directed the Ministry of Railways to refer such cases to the 5th CPC. The Minisw of Railways has submitted following facts for ow 54.37 consideration:

(i)

The avenue of promotion leading to the post of Chargenian ‘A’ is as under : Chargeman ‘A’ (Rs.1600-2660) A

I

Chargeman ‘B’ (Rs.1400-2300) A

I Mistry

(Rs. 1400-2300)

A

I__ - - - -- - - - - -- - ---- ------ ---_____ A

A

I

Master Craftsman (Rs. 14OO-23OO) 7 00

Hish Skilled Grade-I Artisan (Rs. 1320-2940)

Our

recommendatiotr .s

(iir

The posts of Master Craftsmen are filled from artisans in Highly Skilled W e - I by umverting an equal number of posts of at1sans to tile Graue of Master Craftsmen. The post reverts to High Skilled Grade-I after the Master craftsman vacates the post The promotion of artisans to the grade of Master Craftsman is thus personal sg nature. The fitness as Master Craftsman does not gn e any advantage to the Highly Skilled Artisan in seniority for promotion as

(iii)

The Master Craftsmen have to seek promotion as Mistries who in turn get promotion to thc posts of Chargcmcn ‘By.

(iv)

The posts of Chargeman ‘B’ arc in technical supenisor)’ cadre and those of Mistry are specifically escluded from this cadre.

We find that the direct recruitment qualification for the initial pay scale of technical supervkors in Workshops is Diploma in Engineering of relevant discipline or Graduation in Science. We have, as a generd principle decided to improve &e remuneration of Diploma Engineers in Government. In accordance with this general approach, we recommend following grade-structure for technical supewisars in Workshops :54.38

Existing

m.1 Chargeman ’ B ’ I Chargeman

1400-2300

Recommended Revised Designations in Rmilwmyr(*) Wernarkr (Rs.) decided bv the Ministrv in July’%. 1600-2660 Junior Engineer Chde-I1 (Workshopj Higher scale due lo tngg

dlpioma en?

at this

chargcman * A / 1600.2660 Senior Chugenun Astistant Shop Superin- 2000.3200 rendmmputy shop SupetirdeiadtnVhsii Fonrnu, (*) shop Supuintendcncl 2375-3500

1640-2K@ 2o(y13SM)

23754750

Foreman

level

D u c IG feeder grade being upgraded Ighcr scale due 10 Section Engineer (Wokshop) rationslisation as also the degree in cngg m.uy at this lwei Senior Section Engineer (Workshop) D u e to rationalisation

Junior Engneer Grade-I (Workshop)

I _

_ 1

(*) Part Direct Recruitment of Engineering Graduates in Railways (# ) Other Departments may revise designations, if necessary, in

consultation with representatives of organised labour Overtime 10 Technical Supervisors

54.30 The Technical Supervisors in Railways have demanded Olertlrne Allowance for Supervisorystaff‘andSuperintending Allowance for Assistant Shop Superintendent and Shop Supenntendent in Railway Workshops

In Railways, the staff are classified as ‘Intensive‘ ‘Continuous ‘Essentially Intumittent’ and ‘Excluded’ on the basis of weekly hours of work as stipulated under Hours of Employment Regulations in the Railways Act, 1989. There is no statutoty limit of work for ‘Excluded’ categories which include the supervisory staff. The supervisory staff who have no statutory or rostered hours of wcrk are not eligible for overtime allowance. The Ministry of Railwa\.s has csplained to us that the exclusion of supenison. staff from the limitation of hours of work is in conformity with thc Intcrnatiokd Labour Organisation Convcntion (ratified by India) which provides that for the workers in supenisot). posts or positions of trust and workers whosc activity is of such a nature that thcy arc not subjcct to the limitations of normal workins day. the limitation of hours of work 54.40

70 1

is not applicable. 54.4 1 The demand for Overtime allowance to ‘excluded’ and ‘supervisorq.’ staff in Railways has been otherwise raised at the forum of Departmental Council/Joint Consultative Mach1.ner-y We, as a principle, do not favour pnyment sf wertime to Supervisory staff and fully eiid.orse thz v k w a of ihc Ministry in this regard. We also do not endorse the demand for superintending Allowance to Shop Superintendents in Railway Workshops. We understand that overtime is paid to Supervisors in Defence industrial establishments, although the Third and Fourth CPCs had recommended abolition of overtime to technical supervisors in defence establishments. We would like to reiterate this recommendation and suggest that the payment of overtime to these technical supervisors be stopped forthwith. Stage Inspectors in Production

Control Organ rsa lion (PCOj in Railway

Workrhops

PCO Allowances

54.42 The Fedaatiws of Ridwaymen h a w rcprcsented to us that the Stage Inspectors (pay scale Rs.1320-2040) in Production Control Organisation in Railway Workshops and Production Units inspect thc finished work of artisans: including hose in skilled Grade-I. The Fcdcrations ha1.c demanded that in order to make this inspection effective, the Stngc lnspcctors should be granted a higher pay scale of Rs. 1400-23CO. The Mnistr-; of Railways, howver, maintains that the pay scale of Master Craftsman is grantcd to Highlj, Skilled Artisans on personal basis without any change. in basic functions and dutics of the aritsans. I n our opinion, the introduction of the pay scale of Master Craftsman should not afkct the status of the Stage Inspectors. The present parity of pay scale between Highly Skilled Artisans and Stage Inspectors is, therefore, in order and need not be disturbed. 54 43 The Fedarat~snshave furthcr infornied us that the staff of Production Control Orgatusation were entitled to PCO allo~ance@ lS% of pay whch was lntended to compensate them for the loss of incentive bonus which the staff would have earned on the shop floor if they had not opted to join the PCO The Federations allegethat not only h s allo\t ance has been \wthdraw, specially from thosejoining PCO dn promotion but the benefits of this allowance bemg counted as pay for all purposes, has also been withdrawn by the Railway Adnurustration The Federations have demanded restorahon of th~sallowance wth attnbutes of pay for all purposes including retirement benefits 54 44 We have ascertained the position on PCO allowance in Railwa! Workshops It is not factually correct to say that thc Railit ay Board had wthdraun PCO allowance in respect of those promoted to posts in PCO In fact, the Board had banned promotionS to PCO posts in 1984 Such of the staff who had gone on promotion to PCO were gwen an opportunih to exercise an option either for the pay in their substantive cadre on the shop floor plus special pay as adrmssible on postlng to PCO or to Continueto draw pay in higher grade m PCO wthout special pay The special pay (renamed as PCO allowance after Fourth CPC’s recommendations on ‘special pay’ in general) continues for those posted to PCO.The PCO allowance is no longer ’special pay’ and, therefore, we are unable to accept the demand of the Federations in this regard.

Supervisors itr Defence Esla blishnreitls

54 45

The technical supervisors in Dcfcncc ’industrial establishments ha\ c demanded that they should be treated on a spccial footing on account of superior tcchnologfin &fence cstablishmcntc arid given an cdgc o\.er their countcrparts in 702

other departments in respect of payscales. Similariy, the Scientific Supervisors (electronics discipline) in Directorate General of Quality Assurance have represented that in view of their multifarious activities in the electronic and scientific field, they should be delinked from the general supervisory stdfof Ordriance Factories and other Defence establishments. They have demanded higher pay scales over and above those in electronic discipline. in Public Sector Undertakings. We, however, find that the progress in respect of technology is a conimon denominator in all government industrial establishments. We cannot make a distinction between technical supervisors in different Government departments. Neither have we conceded the demand for parity of Government employees with the staffof PSUs in general. We recommend that the four grade structure recommended by us for Technical Supervisors be adopted in all Government departments mutatis mutandis. ‘The peculiar problems o f Defence industrial establishments are discussed by us in the Chapter on the Rlinistry of Defence. However, we have considered the demand of technical supervisors for granting an inter-grade ratio of posts in the supervisory cadre OR similar lines as in Railways. We understand that the inter-grade ratio in Railways is determined on the basis :I‘ functional considerations, review of cadres and negotiations with the organiscd labour. The inter-gade ratio for technical supervisors in Railways is as under . %ape

(Rs.) 1400-2300 1600-2660 2000-3200 2375-3500 (Group ‘C’)

30 25 28 17

There are various organisations 111 Defence Industrial Sectors with different and varied functional needs in respect of Technical Supervisors. We, however, recommend following inter-grade ratio for adoption in Defence Establishments with suitable changes wherever considered necessary :-

Chargeman ‘B* Chargeman ‘A’ Asstt. Foreman Foreman

Incentive Bonus Schemes

35 0% 25 ‘/o 25 % 15%

j4.46 The objective of differcnt incentive schemes in Railway workshops/production units and Defence Ordnance factories is to improve the productivit),of an average efficient ucrkcr. There are differences in the schemes in respect of assumptions on the improvcrncnt in productivity under inccnti1.c conditions, ceiling limits on incenti1.e profit ar?d mcthods of calculating incentivc \\.ages etc. A comparative position is indicated below :-

703

RAILWAYS __

ORDNANCE FACTORIES

INDIA PRESSES

Basic Wages guaranteed to all workers

Basic wages guaranteed to all workers

Time is the yardstick for measuring work and a standard time in fixed for a given job on the basis of time and motion study for an average worker.

The basic time required for performing each operation is measured by industrial engineering time study.

The scheme based on thc concept that an average operative when working under non-incentive conditions is assumed to be working at a rating of 60 units. He is expected to improve his rating to 80 units i.e. 33 1/3% when working under incentive conditions. It is expectcd that an average operative would complete an operation in 3/4th of the alIowed time. The time saved/lost on the time allowed in each worker and the lass/gain is balanced for each wage' period. The ceiling limit on profit is fixed at 50% of the time taken in each of the operations. The hourly rates of pay for the purpose of calculating rates for incentive bonus are based on the weighted mean of the pay scales allottcd to the categories eligible for the incentive bonus Qnl? basic pa! is taken into account escluding dearness allowancc. house rent

GOVERNMENT OF

The incentive bonus scheme has been discontinued in Government of India Presses and replaced by productivity Linked Bonus Scheme.

The scheme is based on the principle that an efficient worker puttihg in normal effort should be able to get an additional 25 percent of this wages as incenti1.e profit. The incentive schemc is applicable to either individual piece work or gang piece work. In the latter system the total incentive payment is arrived at is divided proportionately among the various categories of workers in proportion to their actual pay.

Thcre is d i n g of 75% of the minimumof the pay scale on Incentive Profit in Ordnance Factories. The h o w rate of pay of the assigned grade of workers is calculated by dividing the basic pay at the minimum of the pay scale by 195 (representing the number of standard hours for a month)

The scheme does not covers supervisors. Indrat workers engaged in activities like maintenance of plant and machinery, materials handling and transportation ctc arc paid on the basis of their attendance (cal!ed Da! Ujork basis). 704

allowancc. ctc.(standard hours in a month arc takcn as 208) Thc schcnic covcrs supcn.bors upto Sr. Chargcman and cscludcs D\..Shop Suptd. and Shop Supdt.staff in production control organisation, inspcction, millwright, tool room and yard organisations. Thc chargcmcn and essential indircct workcrs are cligiblc for inccnlivc bonus at 80% of d c avcragc percentage of thc bonus camcd by the direct workcrs supcrviscd andor assisted by them. Mistries, however, get -100% of thc average percentage of profits carncd by the direct workers under their control.

For csscntial maintcnancc workcrs attachcd to a production scclion, an inccntivc bonus at thc riitc of SO% orthc piccc work profit carncd during a month by all thc piccc workcrs, both individual and gang workcrs of thc section is paid. For csscntial maintcnancc workers not attached to any production section. the ratc of inccntive bonus is calculated at SO% of thc avcragc piccc work profit camcd during a month by all the piccc workcrs taking the factory as a whole. Incentive workers arc put on overtime and oaid OTA Overtime payments in OFs (Rs.in Lakhs) 1992-93 1993-94 1994-95

3723.96 4096.49 5306.61

The staff who are put on incentive working are not normally required to work on overtime.

Scope and 54.47 We have received a Large number of memoranda from Defence and cowrage Of Railway employees and their Associations for extension of scope and coverage of Incentive Schemes Incentive Bonus Schemes. The demands and arguments in support thereof received in Defence from the Railway employees can be summed up as follows :&tab!ishrnenfi and Railways: Demands Additional duties and responsibilities have been assigned to Senior I)

technical supervisors (Le., Shop Supdts./Dy. Shop Supdts./Foremen/Asstt. Foremen) due to introduction of incentive schemes in the workshop and production units. They do not get incentive bonus. 2)

Running Staff when promoted or posted to Stationary dutics arc a l l o d 30% of pay in lieu of running allowance. Therefore. 20% of the basic pay may be granted to Senior technical supemisors as special pay in lieu of incentivc bonus.

: 705

Tlic proccdurc for thc calculation of inccntivc bonus and its cligibilit! critcria arc unfair Thc basic concept i s that a workcr undcr thc 1 33 33% niorc goods i n a givcn tinic than inccntivc schcmc ~ 1 dclivcr ~ s h a hc t nould havc doiic undcr normal coiiditions i n thc sanic tinic But duc to gradual \\car and tcar of niachincs, i t i s not possiblc to attain thc same ratc of output all thc timc I-fcncc.thc calculation of tinic for working out inccntivc bonus i s dcfcctive Thc calculation of inccntivc bonus is donc on thc \vcightcd mcan of thc pay scalc with rcspcct to basic pay only without taking into account DA or othcr allowanccs. Morcovcr, a largc numbcr of workshop staIThavc bccn lcft out of thc purvicw of thc schcmc and a good number of \voTkcrs havc bocn dcprivcd of thc full bcncfit duc to thcir classification as csscntially indircct workcrs. Thc incentivc bonus bc calculatcd on thc basis of actual salary (Basic+DA) and not on wcightcd mcan of the pay scalc and calculation of output bc donc aftcr giving duc allowancc for \war and tcar .

All workers connected directly or indirectly \vith thc production be given full incentive bonus without any distinction bctwccn dircct or essentially indirect workers; In a d d h n to staffalready covered, all othcr staff - techqical and nontechnical connected with workshop be brought under the pun.ie\v of the incentive scheme; The incentive bonus be reckoned as part of the pay for all purposes. similar to running allowance. We have carefully examined these demands and arguments and feel convinced that there is no justification for extending incentive bonus scheme to senior supervisors. Their case is also not comparable to running staff for whom running allowance includes an element of pay. These supervisors are eligible for productivity linked bonus which is paid every year to railway staff. 54.49 The present incentive scheme which has not kept pace with the changes in workenvironment, technology, introduction of high productivity machines and design changes in rolling stock, has been reviewed by M/s Rail India Technical and Economic Servia Ltd. (RITES) for the Railways. One of the alternative schemes suggested by RITES has been approved by the Ministry of Railways for implementation on a pilot basis.

There is no justification to extend the scope of existing incentive scheme either in respect of calculation on the basis of Pay + DA or coverage of excluded staff as demanded. We do not find any justification in comparing the incentive bonus with running allowance of running staff. 54.50

54.5 1

Thc Dcfcncc Employccs havc also rcprcscntcd that thc Piecc work

706

Katc Schciiic prcvailing i n thc Dcfciicc units covcrs workcrs and part of tlic niaintcnancc workcrs only. laving out a largc scction of staff Thcy fccl that iii thc changcd sccnano with niasuvc divcrsification and civil tradc activitics, thcrc IS a nccd tp cvolvc a ncw schcnic of inccntivcs. cmbracing all thc cniplo>ccs of thc Dcfcncc Units One such schcmc for Ordnancc Factorics is undcr acti\c considcrabon of JCM at thc lcvcl of Ordnancc Factory Board. Thc cniployccs ha\c suggcstcd that thc Fifth CPC should rcconiincnd introduction of’this schcnic and its .cstcnsion to Director Gcncral Quality Assurancc (DGQA), Dircctoratc of Tcchnical Dcvclopmcnt and Production (Air) [DTD & P (Air)] and Dcfcncc Rcscarch and Dcvclopmcnt Organisation(DRD0) 54 52 It has furthcr becn argucd that thc Esamincrs in Ordnancc Factorics arc industrial workers but thcy arc not cligiblc for incentive bonus bang paid to othcr industnal cmployccs Awrdmgly, it has b a n dcmandcd that thc Evamincrs should be madc cligiblc for inccntivc bonus 54.53 We do not find any justification for extending the scope of the present scheme as proposed. The scheme adequately covers the indirect workers and essential maintenance workers as explained earlier in this Chapter. However, certain other aspects of the scheme have been discussed in the Chapter on Ordnance Factories. Governmeht of

presses

54.54 The workers in Government of India Presses have suggested that their recruitment be restricted to only unskilled categories and semi-skilled categories should not be directly recruited. They have also proposed that the the qualifying residency period for promotion to higher posts be reduced

54.55 We have examined the recruitment qualifications and career progression of workmen in Government of India Presses We find that the candidates with experience in relevant trade are invariably inducted at semi-skilled level. Further, the experienced workers have to qualifL for entering the Offset Press whch is technologically superior than the obsolete Letter Press. We are of the opinion that the direct recruitment of a certain percentage of posts at semi-skilled level is need based and must continue. We also notice that the recruitment rules have been framed with reference to functional needs at different levels and in keeping with the on-going modernisation of Government Presses. We are, therefore, unabfe to accept the demands o f the workers of Government of India Presses.

Mechanics

54 56 The Mechanics (Rs 1320-2040) in the Government of India Presses (Printing Department) have demanded higher pay scale of Rs 1400-2300 on account of upgradation of technology fYom Letter press to Offset technology They have mformed us that dlfferent categories of employees were given suitable higher pay scales after induction training for Offset technology Press but their pay scalc rcmamed unchanged The Directorate of Pnnbng has explained that thc Kcchanics havc not bcen able to justify their demand for re-classification of thc post as a ‘Mastcr of Craftsman’ and grant of pay scalc at par with the Mastcr Craftsman Wc havc furthcr been informed that ttie Inter Departmental Committee on ‘Printing Staff set up in pursuancc to thc recommendations of the Fourth CPC also considered the pay scalc of thc Mcchanics to bc adequate We consider that any re-classification of skill-status can be done after a proper job evaluation. We, 707

therefore, do not suggest any change in the payscale of Mechanics in present terms. Itilltliti

\ ll*Il’OrOkJ~1~ crl

1) I a ~ ~ ( J f f I l i l ’ l t /

54 57 Thc workshop cmployccs of the Indian Mctcorological Dcpartnicrit hatc csprcsscd rcscntmcnt hgainst acutc stagnation in thcir ranks and liavc suggcstcd that Mcchmic Gradc-Ill and Carpcntcr Gradc-Ill bc classificd as skillcd. arid Mcclianic Gradc I1 and I and Carpcntcr Gradc I1 and I bc ama!gamated and clsssificd as H i e y Skllcd Wc find that thc workshop catcgorics havc following pay structurc in Indian Mctcorological Dcpartmcnt

-

Masdoor Matc Mechanic/Carpcntcr Gradc-Ill Mechanlc/CarpenterGradc-II MechanidCarpentcr Grade-] Mechanical Assistant Profcssional Assistant

Pay Scale (Rs.) 750-940 800- 1 150 950- I500 1200- 1 800 1320-2040 1400-2300 1640-2900

54 58 We have, in general, recommended amalgamation of highly skilled levels into one grade of Rs.1320-2040. This recommendation will cover employees in India Meteorological Department as well. We do not see any difficulty in classifying the workshop categories as skilled and highly skilled as demanded by the employees since the existing grade structure matches the skill-classification recommended by us. Further, our recommendations on ‘Assured Career Progression‘ would provide relief to workers in Indian Meteorological Department against stagnation.

Snrall Itidustries Developnre’i‘ Organisation

54.59 The Small Industries Development Organisation (SIDO) Employees Association has submitted the following for our consideration :-

filllo)

a)

The Lower Technical Staff working in workshops under SIDO are Technician and designated ‘as Skilled workers, DarkRoom Instrument Mechanics. Apart from imparting technical training to existing and prospective entrepreneurs and artisans in different dlsciplhes such as machme shop, practicc, milling, turning, carpentry, etc., functions of these lower technical staff also include industrial promotion and execution of job orders placed by small scale industries on the workshops

b)

Thcrc is stagnation due to very limitcd posts of skilled workcrs Gr I. Time-bound promotiordpay scalcs may be gianted.

c)

Originally slillled workcrs wcrc appointed as ‘Instructors’ in the SIDO and thcir dcsignation was quite suitablc to the nature ofjob thcy pcrformcd Conscqucnt on the 4th CPC‘s recornrncndatlons, their dcsignahon has bccn changed as ‘Skilled Workers’ Siricc thcy 60 on tour in Mobilc Vans, thcy arc espcctcd to pcrform thc duties of Instructors/Demonstrators Thc Commission may considcr change of dcsignation of skillcd workcrs as ‘Instructors’ in the SIDO

708

S4.60 Thc Dcpamcnt of Small Scalc and Agro-Rural lndustrics. Ministry of lndustrics has cndorscd thc suggestions abovc for our considcration .

54 61 Thc Iowvcr technical staflof SlDO arc cssctially workshop staff An! chmgc in dcsignation as proposcd would cntail changc in sclvicc conditions lioiii industrial to thosc of non-industrial catcgoq. We are of the opinion that the reclassification of trades to provide

54.62

Skilled Gr. I posts as demanded can only be done by an expert job-evaluation o r on the basis of functional requirements. The Department of SSI 81ARI must review the cadres of lower technical staff for suitable relief in respect of promotion avenues. C'entrd Ck~utid wn~crnoclr~'

54.63 Thc Workshop Staff of Central Ground Water Board (CGWB) havc complained that thcir cadres havc not been restnrctwd in accordance with thc ctassification schemc rccommcndcd!bythe 4th CPC. We have cxamincd thc orgkisation sct up of workshop in'the CGWB with a view to stream line thc structurc in accordance with our general recommendations in this chaptcr. Thc csisting organisation is as under :Assistant Executive Engi?-r(Workshop)

I V (14) Foreman (Rs.1640-2900)

Pr. FW DR (Diploma + 5 ?TS.)

I V (1 7) Asstt. Foreman (Rs. 1600-2660) Pr. 100% (67% Mech.

I V

33% Elcct.)

I

I'

v

( I 1)

V Electrician(&. 1320-2040L Mechanic (Rs. 1320-2040)(35) (DR 100% Matric + IT1 + 3 yrs. exp.) I

I

I

V V Asstt. Mechanic(+) Pr. 100% Slotting Machine Operator (Rs.1200- 1800) (10 1) (Rs.1200-1 800) I (12) V

----------------------------------(2yrs.) I(20%)

(2yrs.) I(40%)

V ( 1 10)

Welder (+)

v

H T Driver

(Rs.1 150- 1500) (Rs.950- 1500 ) DR 80% IT1 + 2 yrs. cxp Pr. 20%

I8yrs. V

Black Smith (1 4) (Rs:950-1500)

1 V 709

(40%)

I17yrs.

.v

(98) T&. Opcrator (M) (Rs.750-940) Gr.'D' 10th or 8th + IT1

Iianrtncmia~i(Gr.*D*) ( 14)

(Ks xoo- I 150)

I (i)

Including staff attachcd tvith drilling units}

54 0 4 In \'ic\v of rccruitincnt qualifications and promotion channcls the followng rcconinxndaiions would streamline thc,cadre in to a standard workshop structurc as rccommcndcd by lhc Fourth Ccntral Pay Commission The pay scale of Welder be upgraded to Rs.1320-2040.Welders may no longer be feeders to Asstt. Mechanics but be made eligible for promotion to the post of Mechanic. The movement of Assistant Mechanics and Slotting Machine Operators to the post of Mechanics be treated as lateral movement and not promotion. Ten percent posts of Electricians and Mechanics be upgraded to the pay scale of Rs.1400-2300 and be designated as Master Electricians and Master Mechanics.

54 65

54 66 "lie pay scale of Technical Operator (Mechanical) be upgraded Rs.800-1150. The residency period of T.O.(M) for promotion as Asstt. Mechanic be suitably reduced in view of proposed upgradation.

to

54.67

Thc position in rcspcct of Assistant Forcman and Forcman is as undcr:

Assistant Forcman

Forcman

Pay Scale Recruitment Oualifications Rs . 1600-2660 Promotion 100% 33% Electrician + 5 yrs experience 67% Mechanic + 5 yrs expcricnce 1640-2900 Promotion failing which DR DR Qualification: Diploma + 5 yrs csp

The pay scales attached to these supervisory posts are appropriate and may be retained. 54.68 We also recornvend that the Technical Operator (Drilling) and Technical Operator (Stores),begiven the pay scale of Rs.800-1150at par with Technical Operator (Mechanical). 54.69 We suggest that workshop categories in small organisations which have not been specifically covered by us in this Chapter may follow the general pattern of skill-classificationand pay structure recommended by us. The administrative ministries, however, may suitably decide the extent and scope of implementation of these recommendations depending upon the size of the cadre and functional need of skill levels in the organisation.